ANNUAL BUDGET July 1, 2009 through June 30, 2010 Tempe Mayor & City Council Hugh Hallman Mayor Shana Ellis P. Ben Arredondo Vice Mayor Council Member Joel Navarro Mark Mitchell Council Member Council Member Onnie Shekerjian Corey Woods Council Member Council Member iii Annual Budget FY 2009/10 Charles W. Meyer City Manager Jerry Hart Financial Services Manager Cecilia Velasco-Robles Tom Mikesell Deputy Financial Services Manager Lead Budget & Finance Analyst Mark Day Adam Williams Senior Budget & Finance Analyst Senior Budget & Finance Analyst Anita Erspamer Executive Assistant About the cover: Tempe’s parks are some of the City’s most valuable assets as they play an integral and vital part of creating a successful, attractive and cohesive community. The Parks and Recreation Department develops and maintains Tempe’s 48 public parks. Photos top row left to right: Tempe Sports Complex Skate Park, Cox Splash Playground and Papago Park Photos bottom row left to right: Giuliano Park, Kiwanis Park and Indian Bend Park Table of Contents Introduction Budget Award ...................................................................................................................................... City of Tempe Mission Statement ........................................................................................................ Organizational Chart ............................................................................................................................ Budget Message.................................................................................................................................. Tempe Community Profile ................................................................................................................... vii ix xi 1 8 Budget Overview Budget Overview Contents .................................................................................................................. Budget Policies .................................................................................................................................... Fund Summary .................................................................................................................................... Total Financial Program....................................................................................................................... Financial Program Summary ............................................................................................................... Financial Program Summary for Revenues and Expenditures/Expenses............................................ Budget Process Flowchart ................................................................................................................... Budget Process Summary ................................................................................................................... Components of Total Financial Program.............................................................................................. General Governmental and Enterprise Funds: Ten-Year Fund Balance Trends ................................ Citywide Overview ............................................................................................................................... Strategic Issues Management/Budgeting ............................................................................................ Council Committees and Strategic Issues ........................................................................................... Program Budget Program Budget at a Glance ........................................................................................................ Per Capita Expenditures by Program ........................................................................................... Program by Fund Summary.......................................................................................................... Program by Department Summary ............................................................................................... Residential Cost of Service.................................................................................................................. Personnel Summary: Ten Year History............................................................................................... 13 14 18 19 20 21 22 23 25 26 29 30 31 33 34 35 36 37 38 Comprehensive Financial Plan Comprehensive Financial Plan Contents ............................................................................................. Comprehensive Financial Plan Overview ............................................................................................ Forecast Methodology ......................................................................................................................... Forecast and Major Revenue Assumptions ......................................................................................... Financial Overview .............................................................................................................................. Major Expenditure Assumptions and Economic Outlook ..................................................................... General Fund....................................................................................................................................... Transit Fund......................................................................................................................................... Performing Arts Fund........................................................................................................................... Transportation Funds........................................................................................................................... Rio Salado and Community Facilities District (CFD) Funds................................................................. Enterprise Funds ................................................................................................................................. Financial Action Plan ........................................................................................................................... 39 40 41 42 44 45 46 48 50 52 54 56 64 Revenue Information Revenue Information Contents ............................................................................................................ Total Revenue ..................................................................................................................................... Total Revenue by Source .................................................................................................................... Components of Total Revenue ............................................................................................................ Comparative Operating Revenue by Major Source and Fund ............................................................. General Governmental Revenue: Ten Year Historical Trends............................................................ Special Revenue: Ten Year Historical Trends .................................................................................... Enterprise Revenue: Ten Year Historical Trends................................................................................ 67 68 69 70 71 74 84 89 Performance Budget Performance Budget Contents............................................................................................................. Performance Budget Summary............................................................................................................ Per Capita Performance Budget .......................................................................................................... Performance Benchmarking ................................................................................................................ City Organizational Chart..................................................................................................................... v 93 94 95 96 97 Performance Budget (continued) Departments Mayor and Council................................................................................................................. City Manager ......................................................................................................................... Internal Audit ......................................................................................................................... Diversity Program .................................................................................................................. Community Relations ............................................................................................................ City Clerk ............................................................................................................................... City Court .............................................................................................................................. Human Resources................................................................................................................. City Attorney .......................................................................................................................... Financial Services ................................................................................................................. Information Technology ......................................................................................................... Development Services........................................................................................................... Community Development ...................................................................................................... Police..................................................................................................................................... Fire ........................................................................................................................................ Community Services.............................................................................................................. Parks and Recreation ............................................................................................................ Public Works.......................................................................................................................... Water Utilities ........................................................................................................................ 98 100 101 102 104 109 110 112 116 118 126 130 132 138 144 152 158 164 178 Capital Improvements Budget Capital Improvements Budget Contents .............................................................................................. Capital Budget Overview ..................................................................................................................... Relationship Between Operating and Capital Budgets ........................................................................ Projected Impact of Capital Improvements on Future Operating Budgets ........................................... Significant Non-Routine Capital Project Expenditures by Major Program............................................ Capital Improvements Project Map ...................................................................................................... Capital Improvements Program Summary ........................................................................................... Capital Improvements Program Source of Funds ................................................................................ Capital Budget Strategic Focus ........................................................................................................... Capital Improvements Program Changes in Fund Balances ............................................................... Capital Budget and Debt Policy Statements ........................................................................................ Legal Bonded Debt Limits.................................................................................................................... Long-Term Debt Summary .................................................................................................................. Capital Budget, Debt Service, and Property Tax Rate: Ten Year Historical Trends ............................ Capital Improvements Program Project Listings and Descriptions ...................................................... 181 182 185 188 189 190 191 192 193 194 195 196 197 198 199 Schedules and Summaries Schedules and Summaries Contents................................................................................................... Budget Resolution ............................................................................................................................... Property Tax Ordinance....................................................................................................................... Budget Schedules................................................................................................................................ Budget Basis, Units, and Changes ...................................................................................................... Financial Structure and Organization................................................................................................... City Limits ............................................................................................................................................ Other Demographics............................................................................................................................ Personnel Summary ............................................................................................................................ Personnel Schedules ........................................................................................................................... Glossary of Terms ............................................................................................................................... Index .................................................................................................................................................... Office of Management and Budget Staff .............................................................................................. vi 227 228 229 230 236 237 238 239 243 244 283 290 294 The Government Finance Officers Association of the United States and Canada (GFOA) presented an Award for Distinguished Budget Presentation to the City of Tempe for its fiscal year beginning July 1, 2008. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan and as a communications medium. The award is valid for a period of one year only. We believe our current budget continues to conform to program requirements, and we are submitting it to GFOA to determine its eligibility for another award. vii This page intentionally left blank. 12 Mission... To work with each other and the community to make Tempe the best place to live, work and play. We Value... People We appreciate the talents of each person and encourage responsible decision making at the most appropriate level. We recognize the importance of personal and professional development. Creativity We encourage imaginative problem solving, innovation, resourcefulness and responsible risk taking. Quality We provide superior services and are committed to continuous improvement. We are attentive to the changing needs of the people we serve. Integrity We are honest, accountable and trustworthy. Openness We are accessible and work as a team by sharing information, ideas, resources and responsibility. Respect We welcome individual and professional differences and treat everyone with dignity, courtesy and sensitivity. Diversity We promote diversity in the workforce to meet the needs of a diverse community. We recognize that with diversity comes strength. ix This page intentionally left blank. 12 Organizational Chart Residents of Tempe Mayor & City Council City Clerk Police City Attorney City Manager City Court Assistant City Manager Fire Development Services Human Resources Community Services Diversity Community Development Financial Services Public Works Internal Audit Water Utilities Community Relations Information Technology Parks and Recreation xi June 24, 2009 To the Honorable Mayor and City Council: Transmitted herein is the City of Tempe’s Fiscal Year 2009-10 financial program. Due to broad based structural problems in the national and state economies combined with increasing operating costs, the City of Tempe (City) is faced with unprecedented financial challenges. The five-year financial forecast produced in the fall of 2008 projected a $34.5 million General Fund deficit beginning in FY 2009-10 with continued projected future year deficits. Addressing the Challenge The City Council held a number of Special Budget meetings in addition to those normally required for adoption of the City budget. The meetings began with the development of a financial policy for long-term financial stability. The financial policy ultimately adopted by the City Council established the minimum and maximum General Fund reserve levels to be maintained over the course of the five-year financial planning horizon. In general, this policy horizon targets a reserve coverage ratio of 25% of General Fund revenue in developing the current year’s budget, but allows for a range of 20% to 30% in future years due to the uncertainty of economic forecasts. Due to years of consistently sound financial management, the City’s General Fund unreserved fund balance is projected to be 34% of revenue at the end of FY 2008-09. This strong reserve provides flexibility for financial planning through the economic downturn. Monies from the General Fund unreserved balance are used to provide a ‘soft landing’ in the five-year plan for long term fiscal sustainability. After establishing the policy, the Council focused its attention on developing a plan that achieved the new policy standard. The plan for fiscal stability is multi-year in nature, however, only the first year required formal Council action for implementation. The following pages provide detail on the first year of the financial program resulting from that process. Budget Overview The financial program for FY 2009-10, which includes monies for both operating and capital purposes totals $501 million. This amount represents a $66.5 million or 11.3% decrease from the prior year. The decrease is entirely due to a reduced capital budget. As shown in the following table, capital spending is projected to decrease by $71.7 million or 42.7% in the upcoming year. This decrease is attributed primarily to lower spending in the Transit and the Water/Wastewater programs due to completion of the light rail system and project progress at the Johnny G. Martinez Water Treatment Plant. The City’s Operating Budget increases by $8.0 million or 2.0% in FY 2009-10. This growth is due to the net effect of a number of General Fund budget reductions offset by increases in select other funds. It is noteworthy that the FY 2009-10 budget provides for partial funding of the annual required contribution for current and future retiree health care benefits and does not include layoffs. Additionally, the budget contains $5.8 million of prior year encumbrances that were formally reappropriated in FY 2009-10. After adjusting for the impact of these carry forward appropriations, actual operating budget growth is 0.5%, or $2.1 million. FINANCIAL PROGRAM SUMMARY Total Financial Program FY 2008-09 Budget FY 2009-10 Budget Operating Budget Percent Change $396,439,483 $404,424,453 2.0% Capital Improvements Percent Change $168,033,325 $96,310,568 (42.7%) Total Financial Program Percent Change $564,472,808 $500,735,021 (11.3%) 1 The graphs below illustrate that the decrease in the size of the Total Financial Program from FY 2008-09 to FY 2009-10 is due solely to a decrease in the size of the Capital Budget, rather than the Operating Budget, which experienced relatively flat growth between the two years. Total Financial Program FY 2008-09 $564 (in Millions) FY 2009-10 $501 (in Millions) Operating Budget CIP Budget Operating Budget $396 70% $168 30% $404 81% CIP Budget $96 19% OPERATING BUDGET The following table presents a summary breakdown of the operating budget by fund. Operating Budget Summary FY 2008-09 Budget $186,327,945 FY 2009-10 Budget $185,892,521 Percent Change (0.2%) Special Revenue Funds Transportation Transit Rio Salado Performing Arts CDBG/Section 8 11,119,454 64,370,597 2,467,828 8,965,354 11,026,195 15,008,850 68,825,439 2,444,592 9,104,528 12,146,823 34.9% 6.9% (0.9%) 1.6% 10.2% Debt Service Fund 23,180,569 19,875,542 (14.3%) Enterprise Funds Water/Wastewater Solid Waste Golf Cemetery 71,242,018 15,245,709 2,108,511 385,303 72,489,753 16,081,601 2,178,060 376,744 1.8% 5.5% 3.3% (2.2%) $396,439,483 168,033,325 $564,472,808 $404,424,453 96,310,568 $500,735,021 2.0% (42.7%) (11.3%) General Fund Total Operating Budget Capital Improvements Total Financial Plan Operating Budget Highlights The following are the major policy decisions contained in the recommended budget: Freeze employee compensation and benefits at FY 2008-09 levels resulting in an estimated $4.2 million savings Include other benefit changes resulting in approximately $1.7 million in savings Eliminate 48.75 vacant positions, resulting in $3.5 million in savings Shift positions to other funding sources including state and federal grants, resulting in $2.3 million in General Fund savings Include approximately $2.3 million in additional revenues 2 Eliminate the General Fund contingency appropriation, resulting in $3.2 million in savings Reduce departmental non-personnel operating budgets by $3.0 million Use $22.6 million of General Fund balances on a non-recurring basis. Fund a portion of retiree health care appropriations for current and future retirees Provide for a full year of light rail operating costs Eliminate an additional 72 positions in FY 2010-11 After application of the above policy changes, the General Fund reserve is projected to equal 21% of revenues as of June 30, 2010, which is within the policy range. CAPITAL BUDGET The City’s five-year Capital Improvements Program (CIP) covering FY 2009-10 through FY 2013-14 totals $357.4 million. The first year of the five-year CIP, which is formally adopted by the City Council, totals $96.3 million for FY 2009-10. In a November 2008 special bond election, Tempe residents approved an additional $241.3 million of additional general obligation (G.O.) bonding authority for planned capital improvements. This authority is incorporated in the new five year CIP and allows the City to continue to invest in the maintenance and improvement of essential public infrastructure that will enhance residents’ quality of life for both current and future generations. Capital Improvements Program Budget Program 2009-10 Funded Program 2012-13 2013-14 Total Five-Year Program $85,373,709 Additional Needs 2010-11 2011-12 Enterprise Program $31,436,147 $24,706,561 $12,572,001 $7,374,000 $9,285,000 Wastewater 13,350,000 13,680,350 18,566,700 31,755,250 14,546,500 91,898,800 Total Enterprise 44,786,147 38,386,911 31,138,701 39,129,250 23,831,500 177,272,509 Transit 9,750,000 245,000 2,554,343 1,319,000 1,393,240 15,261,583 Rio Salado 3,225,500 714,500 100,000 8,327,664 18,700,000 31,067,664 12,975,500 959,500 2,654,343 9,646,664 20,093,240 46,329,247 Police 2,428,800 1,417,000 1,282,000 1,315,174 1,315,174 7,758,148 Fire 9,023,863 456,246 7,670,671 0 0 17,150,780 275,000 275,000 300,000 300,000 350,000 1,500,000 8,944,875 5,721,750 9,967,500 8,372,000 9,266,000 42,272,125 250,000 250,000 250,000 250,000 250,000 1,250,000 4,016,694 501,319 336,930 404,483 0 5,259,426 Water Special Purpose Program Total Special Purpose General Purpose Program Storm Drains Park Improvements Community Relations Community Services Development Services 115,000 0 0 0 252,247 367,247 Information Technology 348,000 241,000 638,000 166,000 0 1,393,000 Public Works 901,000 801,000 801,000 801,000 801,000 4,105,000 Water Utilities 275,000 275,000 275,000 275,000 275,000 1,375,000 26,578,232 9,938,315 21,521,101 11,883,657 12,509,421 82,430,726 Transportation and R.O.W. 9,805,341 7,496,590 8,041,912 7,981,239 8,437,465 41,762,547 Traffic Signals/Street Lighting 2,165,348 2,074,319 1,675,000 2,021,469 1,675,000 9,611,136 Total Transportation 11,970,689 9,570,909 9,716,912 10,002,708 10,112,465 51,373,683 Total General/Transportation 38,548,921 19,509,225 31,238,014 21,886,365 22,621,886 133,804,411 $96,310,568 $58,855,636 $65,031,058 $70,662,279 $66,546,626 $357,406,167 Total General Purpose Transportation Program TOTAL PROGRAM 3 Capital Budget Highlights The Capital Budget for FY 2009-10 largely consists of projects that are ongoing in nature. Due to the impact of the economy on future revenue sources, the five-year CIP contains very few new projects. Instances of new project funding occur primarily in programs with a specialized funding source. The following are some highlights of the Capital Budget: New and continued funding for the Transit program ($9.8 million) including federal grants for the upgrade and expansion of the East Valley Bus Operations facility ($6.5 million) Continued funding for Water projects ($31.4 million) including General Obligation bonds for water treatment upgrades at the Johnny G. Martinez Water Treatment Plant ($12 million), and enhancements to the South Tempe Water Treatment Plant ($7.3 million) Continued funding for Wastewater projects ($13.4 million) including General Obligation bonds for ongoing modifications to the 91st Avenue Wastewater Treatment Plant ($12.5 million) Continued funding for Transportation Improvements ($12 million) including General Obligation bonds for arterial and residential street surface treatments ($3.7 million) Continued funding for Parks and Recreation Improvements ($8.9 million) including General Obligation bonds for park renovation and restoration ($6.3 million) Continued funding for Fire projects ($8.9 million) including General Obligation bonds for a new Support Services facility ($7.7 million) Continued General Obligation bond funding for the Tempe Public Library renovation ($3.5 million) New outside revenue funding for the Tempe Town Lake rubber dam replacement ($3 million) Income/Outgo The following pie charts represent the City’s income and outgo. Revenues are grouped by major category, while expenditures are shown by program area and by type of expenditure (such as personal services). Local taxes (e.g., city sales tax and property tax) continue to be the largest City revenue sources, representing 31% of the FY 200910 total revenue budget. Other major revenue sources include bond proceeds, user charges (such as water service and solid waste fees) and intergovernmental revenue. Where the Money Comes From by Source of Funds Intergovernmental 23% Local Taxes 35% User Charges 16% All Others 11% Bonds 15% Where the Money Goes by Type of Program Public Safety 24% Environmental 27% Transportation 21% Community Services 12% Development Services 5% General Services 11% 4 Where the Money Goes by Line Item Category Supplies/Services 25% Personal Services 37% Capital Projects 19% Capital Outlay Equipment 2% Debt Service 19% Other 4% The pie charts show a breakdown of City expenditures and where the money is spent by program. Environmental and Public Safety represent the greatest areas of program appropriation, accounting for 51% of the total financial program in 2009-10. The final chart depicts appropriations by expenditure type. Personal Services (salaries, wages and benefits) and Supplies/Services represent the largest portions of the total financial program. FINANCIAL ASSESSMENT Tempe has developed and maintained a strong financial position through conservative financial management and adherence to sound fiscal analysis and policies. Long-Range Financial Capacity Study To provide a framework for gauging the financial sustainability of resource allocation decisions, five year financial plans are generated for each of the City’s operating funds on an annual basis. Each forecast is produced from a baseline perspective that portrays the projected operating margin for each fund assuming current service levels. Assumptions about future revenue and expenditure growth variables are researched from external and internal sources and incorporated into the forecast models. The resulting models provide a five-year projection of the ending balance for each fund, which in conjunction with the relevant fund balance policy, provides a starting point for operating budget development. Fund Balances One measure of a city’s financial strength is the level of its fund balances. The City’s estimated unreserved fund balance in the General Fund will approximate $56 million as of June 30, 2009. The increase from 2008 to 2009 is due to the consolidation of unreserved and reserved funds. This balance represents 34% of FY 2008-09 total General Fund revenue. Our recommended guideline for General Fund fund balance coverage ranges between 20-30% of General Fund revenue. The City’s Water/Wastewater fund has a fund balance of $44.2 million, while the remaining Enterprise funds (Golf, Solid Waste, and Cemetery programs) will have a combined fund balance of approximately $3.7 million as of June 30, 2009. Unreserved General Fund Balance Millions ($) Financial Reserves Another indicator of a city’s financial strength is the level of its financial reserves. The City has established financial reserves to absorb unforeseen liabilities. The City currently has self-insurance reserves Percent Fund Balance 5 Fund Balance Coverage totaling $8.8 million to protect the City against potential claims. Included in various funds (Water/Wastewater, Rio Salado and Transit) of the annual operating budget and financed from current revenues is $1.5 million of contingency funding for unanticipated emergencies. The General Fund’s contingency appropriation is suspended due to the downturn in the economy. Debt Management Plan In addition to the management of existing debt and associated reserves, the City also forecasts future debt within a framework of policy priorities and financial capacity. Current and anticipated capital improvement objectives, available operating revenue, tax base fluctuations, and reserve levels are all evaluated on an ongoing basis to estimate the extent to which the City may issue additional tax supported debt. This active debt management aids in the development of a sustainable debt portfolio and is a key financial practice contributing to the maintenance of the City’s favorable bond ratings. Bond Ratings The City’s bond ratings are further evidence of its financial strength. Tempe’s general obligation bonds are currently rated AAA by Fitch and Standard & Poor’s and Aa1 by Moody’s. Having solid financial policies, prudent financial management practices and strong financial reserves are principle reasons for these excellent bond ratings. These high ratings translate directly into lower interest rates on the City’s debt. Bond Ratings Fitch AAA Standard & Poor’s AAA Moodys Aa1 Development Activity The city of Tempe is near the center of the Phoenix-Mesa metropolitan area. As such, the city shares boundaries with four other cities, which limits geographical expansion. As a ’land-locked’ city, Tempe’s development profile is different from its neighbors. Higher density and in-fill development/redevelopment is predominant. As a result, Tempe didn’t experience as large an increase in single family housing valuations during the recent housing boom as did some parts of the metropolitan area. Conversely, Tempe has not experienced as drastic a valuation decline in the ensuing regional housing market crash. Since the peak in the second quarter of 2006, median existing home prices have declined by 47% in Maricopa County, while the decrease in Tempe was 34% during the same period, according to data from the Arizona State University Realty Studies. Tempe also compares favorably with neighboring cities in terms of overall economic development. The industrial/ flex property vacancy rate in Tempe for the prior fiscal year was 11%, compared to a valley-wide rate of 14%. Similarly, office vacancies for Tempe were 17%, compared to 20% for the valley. Finally retail vacancies were 9% and 11% for Tempe and the valley, respectively. Significant new private construction projects that were completed in the past fiscal year include: Aloft hotel next to Tempe Town Lake, with 100 new hotel rooms Lakes Towne Center in central Tempe, with over 200,000 square feet of new retail space including a Lowe’s home improvement store The Enclave on Priest, with 112,000 square feet of new office space CVS pharmacy in the downtown area City staff facilitated the retention/expansion of over 10 businesses which employ over 500 people and are a vital part to the local economy. In addition, staff facilitated the addition of 15 new businesses, including health care providers, engineering firms, telecommunication providers, and business services firms. These new business helped add over 1,000 new jobs and $20 million in capital investment to the local economy. MAJOR POLICY CONSIDERATIONS Appropriation choices were made within the context of the City’s Strategic Issues, Council Budget Policy Direction and long-range financial plans. 6 Strategic Issues The City Council updates its strategic issues, goals and objectives on an annual basis to provide more long-range focus to resource allocation choices. The strategic issues, goals and objectives are aligned to current Council and community committees as follows: Community Sustainability Education Partnerships Housing Mill and Lake District Neighborhood Parks Rehabilitation and Maintenance Quality of Life Sports, Recreation, Arts and Cultural Development Technology, Economic and Community Development Transportation The goal of each committee is to delineate long-range goals, formulate a cohesive strategy for each of the defined areas, and develop action plans to advance the city toward those strategic goals. Where relevant, departmental goals and objectives are linked to the City Council’s Strategic Issues. Council Budget Policy Direction The following budget policy direction is incorporated within the assumptions of the Comprehensive Financial Plan. Avoid layoffs Maintain existing service levels to the extent possible Manage financial reserves at sustainable levels Maximize organizational efficiencies Adjust fees to recover City costs CONCLUSION Though the economy is currently experiencing financial challenges, we expect conditions to improve over the longterm. Through sound management of current resources and continued focus on long-range financial planning, the City will adapt to the current situation and be on a strong foundation for the future. The following proposed budget is committed to Council’s policy of preserving Tempe’s quality of life and solid financial position by maintaining sufficient fund balances and reserves, achieving a balanced budget, and making decisions within the context of our long-range financial capacity study and debt management plan. With final budget adoption, I want to thank the Mayor and City Council, residents of Tempe and City staff for their time and effort throughout this budget process. Respectfully submitted, Charles W. Meyer City Manager 7 TEMPE COMMUNITY PROFILE Where is Tempe, Arizona? Date of Incorporation - November 26, 1894 Date Charter Adopted - October 19, 1964 Form of Government - Council - Manager A Brief History of Tempe Following the establishment of Fort McDowell on the eastern edge of central Arizona’s Salt River Valley in 1865, enterprising farmers moved into the area. They dug out the irrigation canals left by the prehistoric Hohokam people and built new ones to carry Salt River water to their fields. Valley farms soon supplied food to Arizona’s military posts and mining towns. The first settlers to move to the Tempe area, south of the Salt River and east of Phoenix, were Hispanic families from southern Arizona. They helped construct the first two irrigation canals, the Kirkland-McKinney Ditch and the San Francisco Canal, and started small farms to the east and west of a large butte (Tempe Butte). In 1872, some of these Mexican settlers founded a town called San Pablo east of Tempe Butte. Another settlement, known as Hayden’s Ferry, developed west of Tempe Butte. Charles Trumbull Hayden, owner of a mercantile and freighting business in Tucson, homesteaded this location in 1870. Within a few years, he had built a store and flourmill, warehouses and blacksmith shops, and a ferry. This community became the trade center for the south side of the Salt River Valley. As more farmers came to settle in the Valley and started raising alfalfa and grains for feeding livestock, the Tempe Irrigating Canal Company provided all of necessary water. With a network of canals that extended several miles south of the river, irrigation water was carried to more than 20,000 acres of prime farmland. Crops of wheat, barley, and oats ensured a steady business for the Hayden Mill. The milled flour was hauled to forts and other settlements throughout the territory. By the 1890s, some farmers started growing new cash crops such as dates and citrus fruits. Both settlements grew quickly and soon formed one community. The town was named Tempe in 1879. “Lord” Darrell Duppa, an Englishman who helped establish Phoenix, is credited with suggesting the name. The sight of the butte and the wide river, and the nearby expanse of green fields, reminded him of the Vale of Tempe in ancient Greece. 8 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 nonpartisan 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. In 1885, the Arizona legislature selected Tempe as the site for the Territorial Normal School, which trained teachers for Arizona’s schools. Soon, other changes in Tempe promoted the development of the small farming community. The Maricopa and Phoenix Railroad, built in 1887, crossed the Salt River at Tempe, linking the town to the nation’s growing transportation system. The Tempe Land and Improvement Company was formed to sell lots in the booming town. Tempe became one of the most important business and shipping centers for the surrounding agricultural area. Job Growth Workforce age 16+: 91,300 Tempe residents Tempe Management/Executive positions: 36% The completion of Roosevelt Dam in 1911 guaranteed enough water to meet the growing needs of Valley farmers. On his way to dedicate the dam, former President Theodore Roosevelt applauded the accomplishments of the people of central Arizona and predicted that their towns would grow to become prosperous cities. Less than a year later, Arizona became the 48th state, and the Salt River Valley was well on its way to becoming the new population center of the Southwest. Tempe was a small agricultural community through most of its history. After World War II, Tempe began growing at a rapid rate as veterans and others moved to the city. The last of the local farms quickly disappeared. Through annexation, the city reached its current boundaries by 1974. Tempe had grown into a modern city. The town’s small teachers college had also grown, and in 1958, the institution became Arizona State University. Quality of Life Special Events More than 150 special events throughout the City annually. Tempe Music Festival brings a weekend of world-renowned acts to Tempe Town Lake. Tempe’s commercial center along Mill Avenue declined during these years. Prompted by Tempe’s centennial in 1971, Mill Avenue was revitalized into an entertainment and shopping district that attracts people from throughout the Valley. Currently, Tempe is the eighth largest city of the State, with a strong modern economy based on commerce, tourism, and electronics manufacturing. Spring and Fall Festival of the Arts juried outdoor art shows with more than 300 artists and 300,000 art lovers Insight Bowl and Block Party 150,000 people come for football and New Year’s Eve revelry # of Tempe Residents Employed Industry Professional, Scientific, and Information Services 11,000 Construction 6,254 Manufacturing 7,536 Retail Trade 11,100 Transportation, Warehousing, Utilities and Wholesale 6,600 Finance and Insurance, and Real Estate and Rental and Leasing 9,000 Education and Health Care 19,665 Arts, Tourism and Hospitality 17,750 Public Administration 15,750 Business Owners 4,129 9 New Times 10K state’s largest 10K with 12,000 running along Tempe Town Lake and Mill Avenue Nelson Fine Arts Center, Ceramics Research Center, Mars Space Flight Facility and Center for Meteorite Studies are among the 30 galleries and museums at ASU Fourth of July largest celebration in the state; fireworks over Tempe Town Lake draw 100,000 plus Marquee Theatre for popular concerts and new music ASU Gammage offers Broadway shows and famous speakers Sports Tempe Diablo Stadium Spring Training Baseball home for Anaheim Angels Sun Devil Football and other Arizona State University sports. Minutes away from Phoenix Suns Basketball, Diamondbacks Baseball, Phoenix Coyotes Hockey and Cardinals Football, Ironman Arizona, PF Chang RockN-Roll Marathon and many other pro-am sporting events Parks and Golf Courses 50 parks and sports complexes in 40 square miles, 1,550 acres of park and open space. Shopping Tempe Marketplace 175 shops and restaurants with free live music on Weekends Papago Park is one of the nation’s largest natural parks. Town Lake offers five miles of water recreation and park land in Tempe’s downtown. Mill Avenue District historic Mill Avenue offers authentic urban experiences with shops and restaurants Four golf courses, including ASU Karsten, a Pete Dye championship course Arizona Mills Mall indoor outlet mall with 175 stores and restaurants, including IMAX and Gameworks Two municipal golf courses Rounds of Play: Ken McDonald 69,996 Rolling Hills 56,513 Emerald Center Shops and IKEA home furnishings-based retail corridor Entertainment and Culture Tempe Center for the Arts concerts, plays, gallery shows and special events Edna Vihel Cultural Center for community art classes Tempe Improv for nationally known comedians Transportation Network Freeways Six freeways connect Tempe including Loop 202, Loop 101, Interstate 10, I-143, I-153 and US 60. More than 1.1 million cars use Tempe’s freeways daily according to the Maricopa Association of Governments. Tempe Historical Museum, Arizona Historical Museum, Pederson House Museum offer examples of life in Tempe and around the state 10 Bus Service Lines run every day, with 15-minute, peak-period service Education Primary and Secondary Education • 7 public high schools • 4 public middle schools • 18 public elementary schools Most routes run until 1 a.m. Monday through Saturday, and until 10 p.m. Sunday bus service connects with routes in Mesa, Chandler, Scottsdale and Phoenix Tempe schools have among the state’s best test scores Private school opportunities exist with Tempe Preparatory Academy and a variety of parochial and charter schools. Free Orbit system uses mini buses to serve residential areas and connect them to shopping centers, major bus routes, schools and businesses Arizona State University Tempe is home to the main campus of Arizona State University. There are approximately 53,000 students and 10,336 employees. Bachelors, Masters and Ph.D. programs available. Areas of specialty include: Barrett Honors College, College of Design, College of Education, Ira A. Fulton School of Engineering, College of Law, College of Liberal Arts and Sciences, College of Nursing, College of Public Programs, Division of Undergraduate Academic Services (DUAS), Herberger College of Fine Arts, and the W.P. Carey School of Business. Demographics of Tempe Population 170,000 With Bachelor’s Degree or higher 38.4% Light Rail 20-mile line connects Tempe to downtown Phoenix and west Mesa. Light rail bridge over Town Lake displays a colorful LCD light show when trains cross. Nine Tempe stops include ASU, business districts, Mill Avenue District, Tempe Town Lake, Apache Boulevard and Papago Park Center. With Master’s Degree 17% Median Age 28.1 Median Income (age 25+) $60,800 Average Home Value $270,000 Bus service connects to light rail stations and creates a seamless valley-wide transit system. Bicycling Named a Bicycle Friendly Community by the League of American Bicyclists. More than 150 miles of bike paths in Tempe. 11 This page intentionally left blank. 12 Comprehensive Financial Plan Contents Page Comprehensive Financial Plan Overview ..................................................................................................................... 40 Forecast Methodology.................................................................................................................................................... 41 Forecast and Major Revenue Assumptions.................................................................................................................. 42 Financial Overview ......................................................................................................................................................... 44 Major Expenditure Assumptions and Economic Outlook ........................................................................................... 45 General Fund................................................................................................................................................................... 46 Transit Fund .................................................................................................................................................................... 48 Performing Arts Fund..................................................................................................................................................... 50 Transportation Funds..................................................................................................................................................... 52 Rio Salado and Community Facilities District (CFD) Funds ....................................................................................... 54 Enterprise Funds Water/Wastewater Fund .............................................................................................................................................. 56 Solid Waste Fund......................................................................................................................................................... 58 Golf Fund ..................................................................................................................................................................... 60 Cemetery Fund ............................................................................................................................................................ 62 Financial Action Plan...................................................................................................................................................... 64 39 Comprehensive Financial Plan Overview The Transit Fund is projected to maintain an operating surplus in the current year and go into deficit thereafter. Similar to the General Fund, a primary component of Transit Fund revenue is the sales tax. As such this fund’s financial status is negatively effected by the recession. Introduction 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. A deficit is projected in the Transportation Fund beginning in FY 2008-09 and continuing through the end of the forecast. Reductions are expected 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. This trend is exacerbated by a decrease in gasoline sales, which is the major component of the state HURF from which the local distributions are made. 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 2008-09 through FY 2012-13. The Performing Arts Fund is in an operating deficit condition, as costs associated with opening the Tempe Center for the Arts and associated debt service costs exceed annual revenue from the Performing Arts Tax. As with the General Fund and Transit Fund’s sales taxes, the Performing Arts Tax is based on local sales activity. Forecast models are presented along with trends, forecasts, and fund balances for each of the funds. Major operating funds examined include: Governmental Fund General Fund Transit Fund Transportation Fund Performing Arts Fund Rio Salado/Community Facilities District Funds Enterprise Funds Water/Wastewater Fund Solid Waste Fund Golf Fund Cemetery Fund The Rio Salado/Community Facilities District (CFD) surpluses are due to interest expected to be received from a deferred land sales payment. The Water/Wastewater Fund is projected to experience operating deficits until FY 2011-12 when surpluses are anticipated through the end of the forecast. Due to projected increases in operating costs along with debt service associated with expansion of the Capital Improvements Program, future rate adjustments will be necessary to ensure full cost recovery. Major Study Findings Due to the impact of the National and State recessions on revenue, the City is expected to experience serious financial challenges over the five year forecast horizon. Nearly every City fund is expected to run an operating deficit during this period. In light of this, steps have been taken to decrease expenditures and increase revenue in the near-term. However, further adjustments will be necessary in the future. 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. The primary reason for the deficit is slowing revenue growth in the enterprise fund. Due to prudent financial planning in prior years, the City has a strong financial position from which to begin the balancing effort. This offers some flexibility in implementing operational changes while minimizing the service impact. The Golf Fund has been experiencing an operating deficit for several years, and given current operations, the forecast is that this trend will continue. It is likely that options beyond rate adjustments will be necessary to ensure continued operations of the municipal golf enterprise. In terms of financial health going forward, the General Fund is projected to go into deficit beginning in FY 2008-09, and the shortfall is expected to continue through the forecast period. The causes of the deficit stem from economic difficulties in the housing market impacting local sales tax collections and intergovernmental revenue sharing, as well as the impact of the national recession on tourism spending in the City. An additional impact is due to reduced interest earnings in the City’s pooled investments. The current and projected levels of these major revenue sources will not be sufficient to meet projected expenditure levels. The Cemetery Fund has experienced an operating deficit since it inception in FY 2005-06 and the forecast anticipates continuation of this trend. This is due primarily to debt service associated with expansion of the cemetery. It is likely that options beyond fee increases will be necessary to ensure full cost recovery. 40 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. well as including new operational and debt service funding associated with Capital Improvements Program projects. As with our revenue forecasts, we consider consensus forecasts related to general inflation (particularly the trends projected). For certain expenditure categories (such as fuel and utilities), we apply inflation factors that reflect the historical rate of price inflation in these categories relative to overall inflation. Amounts for new programs and/or program expansions are assumed to be constant over the forecast period (the same amount is added to each year of the forecast). Our forecasting methodology reflects a combination of internal analysis and locally generated consensus forecasts covering such factors as population growth, retail sales, and inflation. Specifically, for the revenue forecasts, we begin with models that include prior year actual collections and project the balance of the current fiscal year based on prior year patterns. For the remaining years of the revenue forecast, we look to external forecasts for guidance on economic trends, Principal among these external sources is participation as a sponsor of the Forecasting Project developed by the University of Arizona Eller College of Economic and Business Research Center. Another key external source is the State Finance Advisory Committee, which provides a forecast of major state revenue sources on a quarterly basis. Typically, these forecasts cover the state or the metroPhoenix 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 41 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 to optimize the accuracy of revenues 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. experienced steady but considerably slower growth. This trend is expected to continue, since the City is landlocked with other municipal jurisdictions on all four borders. Given this geographical limit on expansion, population in Tempe is assumed to increase by merely 0.7% per year over the forecast period. Population is 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. Tempe Taxable Sales Taxable sales in Tempe rebounded rapidly in the time period following the 2001-03 national downturn in the economy. These increases were 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. Population increased from 64,000 in 1970 to 166,000 in 2005 180 160 140 120 100 107 60 64 40 20 0 19 6.0 5.1 5.2 5.0 5.8 5.3 6.6 7.1 7.1 6.5 2.0 0.0 99 19 0 -0 00 20 1 -0 2 1 00 2 -0 2 200 03 2 3 00 4 -0 2 400 05 2 500 06 06 20 7 -0 2 700 08 2 800 19 80 19 90 19 95 20 00 20 05 Statewide population growth is assumed to average 1.8% 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 rate inevitably result in Tempe’s share of the total revenue pool decreasing. This impact is seen in FY 2010-11 of the forecast. 8.0 5.3 70 Fiscal Year Tempe Taxable Sales 4.0 161 156 154 142 80 In the current year it became evident that the rapid economic pace would not continue, and was in fact largely based on a speculative real estate bubble. Recent taxable sales activity has faltered; in FY 200809 sales activity is estimated to have fallen to $6.5 billion. This trend is shown in the graph below. $ Billions Tempe Population Thousands 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 had been brisk, but has turned sharply negative in the current year. The forecast is for revenue growth to decrease in the near-term and to rebound beginning in FY 2010-11. 09 Fiscal Year 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 2008-09 annual estimates) are retail (46%), commercial and residential rent (19%), utility sales (6%), contracting (10%), and restaurant sales (8%). Overall taxable sales are expected to remain flat in FY 2009-10 and increase in the out-years as the economy recovers. Also of importance are State laws related to revenue, including future rate cuts and changes to the revenue sharing formula. At the time of printing this document, the state has yet to approve a balanced budget for FY 2009-10. The present state deficit is estimated at $3.5 billion for the current year. Until the final budget is adopted, it is uncertain if there will be any impacts to the statutory revenue sharing formulas. Population Following the strong population growth period of the late 1970's (5.3%) and the 1980's (2.8%), Tempe has It is impossible to predict the actions of future Legislatures, and therefore the forecast assumes 42 status quo with regard to state shared revenue calculations. will decrease, as impacts from the housing market crash filter into valuations. Due to the lag time between assessments and tax levies, the initial impact of the housing market crash is just beginning to translate into lower tax levies. Development/Redevelopment Despite being a landlocked city, new housing and commercial starts have recently been a strong driver of revenue activity in the Building and Trades category. While the regional single family housing market has been poor, construction in Tempe has been focused on condominium, commercial, and hotel activities. These activities have helped maintain a high level of permitting in recent years. 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 1.7% for the forecast period. Planned, one-time drawdowns of cash balances will occur periodically over the period of the forecast to assist in the budget balancing effort, which will reduce interest earnings. Construction is expected to slow considerably in the near-term as a constrained credit market coincides with a forecast of overcapacity in the regional commercial and residential sectors of the real estate market. This trend is expected to depress both building permitting revenue as well as sales taxes on contracting activity. Building Permits 2,000 1,500 1,000 1,845 1,717 1,417 1,261 1,313 1,147 1,442 1,243 1,374 1,106 500 0 19 99 0 -0 20 00 1 -0 20 01 2 -0 20 02 3 -0 20 03 4 -0 20 04 5 -0 20 05 6 -0 20 06 7 -0 20 07 8 -0 20 08 9 -0 Fiscal Year 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 1996-97 through FY 2006-07, Tempe’s secondary assessed value growth was 8% on average. For FY 2008-09, the Maricopa County Assessor estimates growth of 11.3% over the prior year, as a result of large growth in the regional housing market. In future years it is expected that assessed valuations 43 Financial Overview The following financial overview provides a summary of revenue, expenditure, and historical budget trends. The FY 2009-10 budget of $500.7 million provides for a $404.4 million operating budget and a $96.3 million capital budget. The operating budget includes $205.8 million of general governmental operations, $91 million of enterprise operations (Water/Wastewater, Solid Waste, Cemetery, and Golf) and $107.5 million of special revenue operations (Transportation, Transit, Performing Arts, Rio Salado, Redevelopment, and Housing). Fiscal Operating Year Budget 2000-01 $222,169,282 2001-02 234,015,370 2002-03 2003-04 Total Capital Budget Budget $67,408,152 $289,577,434 85,541,430 319,556,800 232,846,185 95,318,794 328,164,979 247,565,261 117,968,707 365,533,968 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 2008-09 396,439,483 168,033,325 564,472,808 2009-10 404,424,453 96,310,568 500,735,021 Total budgeted revenue for FY 2009-10 is $476.2 million, with operating revenue of $379.9 million and the remainder from other capital funding sources. General Governmental revenue accounts for $191.4 million of the total operating revenue. Major funding sources include $123.5 million in local taxes (sales, property, and bed taxes), $41 million of intergovernmental revenue, $79.5 million of enterprise revenue, and $108.9 million of special revenue. $ Millions 600 Capital Budget Operating Budget 500 400 300 200 100 0 1 -0 00 20 2 -0 01 20 3 -0 02 20 4 -0 03 20 5 -0 04 20 6 -0 05 20 7 -0 06 20 8 -0 07 20 9 -0 08 20 0 -1 09 20 Fiscal Year 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. 44 Major Expenditure Assumptions and Economic Outlook Salaries and Wages On the expenditure side, we have assumed a general freeze on salary and wage adjustments in the period from FY 2009-10 through FY 2011-12 for the purposes of balancing future expenditures with revenue expectations. The City’s normal salary structure allows for 5% annual salary growth within each position’s approved salary range, as well as an annual survey of the market to test the sufficiency of the salary ranges. Resumption of the normal salary adjustment process is not expected to occur until FY 2012-13 in the forecast. Inflation General inflation is expected to fluctuate from 1.8% to 1.9% in the later years of the forecast. Electricity inflation is expected to increase by approximately 5% annually through the forecast period, and motor fuel inflation is expected to grow from 3.8% in FY 2009-10 to 9.1% in FY 2012-13. Supplemental Limits For this budget forecast, no new programs were authorized, as our focus is to maintain basic services. Capital Improvements Program Operating Budget Impacts An important aspect of the City’s Capital Improvements Program is the identification of operating budget impacts associated with capital projects. Since long-range 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. Fringe Benefits Health insurance costs are forecasted to increase at a declining rate 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. Economic Outlook Following the mild recession in 2001 to 2002, both the local and state economies enjoyed a prolonged robust period. The metropolitan Phoenix area was a national leader in population and job growth, factors that undoubtedly benefited Tempe. That trend has turned around in the current year, as the recession drags on regional economic performance. And while Tempe’s downtown area in particular has experienced solid growth in terms of residential construction, this strong trend will undoubtedly slow over the five-year forecast. The outlook for the next five years is for no growth in the near-term, followed by a slow rebound in FY 2010-11. More rapid expansion is expected in FY 2011-12 and FY 201213 as the regional economy regains its footing. 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 a City Council committee for review and recommendations. The forecast includes both the pay-as-you go portion for current retirees, as well as an advance funding amount for future retirees. Retirement Contributions City of Tempe employees are covered by one of four public retirement systems, depending on job type. The annual employer’s portion of the contribution rates differ by retirement system. The four retirement systems, and their associated rate for FY 2009-10 are as follows: Arizona State Retirement System: 9.4% Public Safety Retirement Fire: 24.07% Public Safety Retirement Police: 22.23% Elected Officials Retirement: 28% These rates are kept static during the forecast period as each rate is dependent on the investment decisions of the relevant retirement system. 45 General Fund: Projected Revenue and Expenditures ($000) 210,000 190,000 170,000 150,000 130,000 110,000 Actual 90,000 Projected 70,000 50,000 03-04 04-05 05-06 06-07 07-08 08-09 Revenues 09-10 10-11 11-12 12-13 Expenditures 03/04 04/05 05/06 06/07 07/08 Actual Actual Actual Actual Actual 08/09 09/10 10/11 11/12 12/13 Projected Projected Projected Projected Projected Revenue ($000) Local Taxes 71,455 77,772 86,570 95,863 93,057 87,315 88,496 93,130 98,572 104,282 Intergovernmental Building & Trades/ Planning & Zoning 34,076 36,068 40,946 41,453 45,225 44,356 40,991 39,040 36,783 37,831 2,643 3,459 5,506 5,969 6,479 5,142 4,237 5,581 6,958 7,462 Cultural and Recreation Fines, Fees and Forfeitures 5,114 5,010 4,961 5,294 6,157 6,230 6,408 6,751 6,807 6,860 5,831 6,652 7,288 7,219 8,616 9,363 9,881 11,135 11,651 12,189 Business Licenses 1,079 1,185 1,202 1,331 1,333 1,507 1,498 1,534 1,570 1,606 Interest Income 2,764 2,969 4,794 7,437 9,839 3,000 3,000 2,618 2,459 2,366 Franchise Fees 1,505 1,678 1,867 2,693 3,425 3,830 3,927 4,206 4,416 4,637 Other Revenue Sources 2,731 3,633 5,418 4,462 4,011 Total Revenue 127,198 138,425 158,553 171,722 178,143 3,594 164,337 5,009 163,447 5,204 169,199 5,204 174,421 5,007 182,239 152,915 Expenditures ($000) Personal Services 147,081 148,536 142,860 143,997 6,417 6,811 7,866 8,783 9,180 8,193 8,302 7,516 7,841 8,188 15,996 18,521 21,576 21,721 23,598 25,370 26,785 25,740 26,704 27,703 647 649 720 824 799 653 620 628 645 661 3,405 4,310 3,652 4,431 4,661 4,803 4,996 3,634 3,495 3,583 Capital Outlay 3,287 2,002 3,116 4,670 2,721 Transportation Maintenance of Effort 1,035 955 Internal Services/ Adjustments (7,656) (6,896) (6,511) (6,224) (8,492) Total Expenditures 120,381 126,265 139,836 156,211 170,611 1,247 3,685 2,195 2,252 2,308 1,035 1,035 1,035 1,035 1,035 (7,797) 180,585 (8,069) 185,888 (8,134) 175,475 (8,345) 177,624 (8,554) 187,840 7,533 (16,248) (22,442) (6,276) (3,204) (5,601) Materials and Supplies Fees and Services Travel and Training Non-Departmental/Loan Repayment Net Operating Surplus/ (Deficit) 98,286 100,868 109,416 120,972 137,189 6,817 12,160 18,718 15,511 46 General Fund Trend/Forecast million for FYE 2008. In addition, as part of the budget balancing efforts, a number of reserved portions of the General Fund balance were changed to unreserved status, including: At the beginning of the 2000’s, 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 and up until the current year, both the state and local economies experienced robust growth, resulting in operating surpluses in the General Fund as revenue growth outpaced that of expenditures. Rainy Day reserve ($10 million) Other Post Employment Benefits reserve ($10 million) Compensated absences reserve ($7 million) Adding these amounts to the unreserved balance in FY 2008-09 brings the amount of available balances at the beginning of FY 2008-09 to $71.6 million. This strong financial position provides a degree of flexibility in the timing of budget balancing measures. After applying available fund balances to the projected deficit, the unreserved balance in the General Fund exceeds the minimum policy level of 20%. Due to the state and national recession we are experiencing a sharp reversal of that trend. Local sales taxes are the primary revenue source for the General Fund, and are highly sensitive to economic trends. As such, FY 2008-09 collections are expected to drop by 7.7%. No improvement is expected in this category until FY 2010-11. Additional budget balancing discussions will be required to maintain the balance within the policy level in future years of the forecast. The next largest source of General Fund revenues is intergovernmental, which is comprised of state sales, income, and vehicle license taxes. As with local sales taxes, each of these categories is sharply negative due to the economic recession. Recovery is projected beginning in FY 2010-11, however, this will be offset by the negative impact of the 2010 Census on the revenue sharing distributions. FYE 96 97 98 99 00 01 02 03 04 05 06 07 08 From an expenditure perspective, growth in employee compensation and benefit costs have traditionally been the largest components of growth. In prior years, the City’s compensation philosophy would adjust the City’s pay structure annually to a level equivalent to the 75th percentile of the regional municipal government sector, and would allow employee salary growth of up to 5% within the salary ranges. In light of the City’s financial situation, annual salary adjustments have been suspended until FY 2012-13 in the forecast. Also, growth in health care costs for employees and current retirees is anticipated to exceed 5% 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. As noted throughout this book, a series of budget reductions were implemented for FY 2009-10 to address the budget deficit. A number of budget reductions are also planned for FY 2010-11, including the elimination of an additional 72 positions. For planning purposes, the impact of these additional reductions is reflected in the General Fund forecast graph on the preceding page. Unreserved Fund Balance The General Fund's unreserved fund balance has grown from $28.6 million just eleven years ago to $44.6 47 Unreserved Fund Balance $28,590,826 30,639,891 34,682,895 38,201,087 38,615,537 36,985,072 35,125,797 34,473,270 34,480,754 37,827,259 40,918,804 43,265,309 44,611,435 Transit Fund: Projected Revenue and Expenditures ($000) 90,000 80,000 Actual 70,000 60,000 50,000 40,000 30,000 Projected 20,000 10,000 0 03-04 04-05 05-06 06-07 07-08 Revenues 08-09 09-10 10-11 11-12 12-13 Expenditures 03/04 04/05 05/06 06/07 07/08 08/09 09/10 10/11 11/12 12/13 Actual Actual Actual Actual Actual Projected Projected Projected Projected Projected Revenue ($000) Transit Tax 26,741 28,848 32,440 34,971 32,450 29,957 29,957 30,931 32,865 34,895 Lottery Transfer In 282 274 266 257 254 234 233 214 204 194 ASU-Flash Transit 481 478 496 529 581 610 677 638 657 677 Interest Income Light Rail Fares 778 1,410 1,320 1,142 960 228 951 212 2,608 212 2,699 212 2,793 212 3,052 5,671 5,936 6,536 7,897 8,674 11,991 9,619 11,202 11,545 13,004 5,518 18,020 30,149 14,245 3,932 1,631 2,262 3,280 3,380 4,300 713 64,335 813 76,530 970 64,391 1,016 56,604 1,066 57,401 4,945 Out of Jurisdiction Service Revenue FTA Light Rail Reimbursements PTF Funding Miscellaneous Revenue Total Revenue 1,090 922 35,043 37,868 1,462 888 641 42,521 45,684 49,078 Expenditures ($000) Personal Services 1,785 1,930 2,294 2,543 3,292 3,600 4,651 4,678 4,703 Materials and Supplies 1,550 1,781 1,870 2,082 3,251 5,146 5,289 5,422 5,563 5,702 20,177 22,467 19,986 23,231 30,844 43,384 42,950 45,434 46,030 47,501 36 Fees and Services Travel and Training 19 17 36 43 29 42 33 34 35 Capital Outlay 24 182 190 140 123 84 35 35 35 35 594 4,045 5,518 6,362 8,977 8,970 8,964 8,958 Debt Service Internal Service Charges 237 243 314 310 317 489 565 556 571 585 Indirect Cost Allocations 428 437 696 847 808 622 656 673 690 708 Total Expenditures 24,222 27,057 25,979 33,241 44,183 59,731 63,157 65,802 66,590 68,469 Net Operating Surplus/ (Deficit) 10,821 10,811 16,542 12,444 4,895 4,604 13,373 (1,410) (9,985) (11,068) 48 Transit Fund Trend/Forecast Since the Transit Tax is a component of the overall City sales tax, the declining trend projected in General Fund sales tax revenue is mirrored in the Transit Fund. Revenues exceed expenditures in the near-term solely due to the receipt of large federal reimbursements for capital program spending. 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 for debt issued in the Capital Improvements Program. Given projected revenue growth and operating profile, the forecast is for the fund to be in a deficit condition beginning in FY 2011-12 and continuing thereafter. In light of this, budget balancing efforts will be pursued for the FY 2010-11 budget and beyond. Unreserved Fund Balance The Transit Fund’s unreserved fund balance has gone from $18.4 million in FY 1997-98 to $13.9 million at the end of FY 2007-08. Receipt of one-time federal reimbursements will lead to balance growth in the nearterm, however over the long-term balances are forecast to decline due a structural operating deficit. 49 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 07 38,184,626 08 13,914,871 Performing Arts Fund: Projected Revenue and Expenditures ($000) 10,000 9,000 8,000 7,000 6,000 5,000 4,000 3,000 2,000 Actual Projected 1,000 0 03-04 04-05 05-06 06-07 07-08 08-09 Revenues Revenue ($000) Performing Arts Tax 03/04 04/05 05/06 06/07 07/08 Actual Actual Actual Actual 5,768 6,480 10-11 11-12 12-13 Expenditures Actual 5,280 09-10 7,008 Facility Revenue 08/09 09/10 10/11 11/12 12/13 Projected Projected Projected Projected Projected 6,820 6,295 6,295 6,500 6,906 7,333 662 540 555 573 592 611 Interest Income 98 335 574 692 645 255 183 149 121 97 Total Revenue 5,378 6,103 7,054 7,700 8,127 7,090 7,033 7,221 7,618 8,041 203 194 337 545 1,579 1,645 2,144 2,150 2,174 2,305 1 16 65 853 797 125 140 143 147 151 43 54 84 538 754 601 520 542 564 588 2 5 9 9 4 3 4 4 4 4 158 108 38 1,234 3,572 6,295 6,059 6,014 6,023 6,016 6,026 6,028 6,025 22 20 287 123 150 235 292 299 307 315 Total Expenses 1,504 3,861 7,235 8,235 9,335 8,631 9,116 9,164 9,224 9,388 Net Operating Surplus/ (Deficit) 3,874 2,243 (180) (535) (1,208) (1,541) (2,084) (1,943) (1,606) (1,347) Expenses ($000) Personal Services Materials and Supplies Fees and Services Travel and Other Capital Outlay Debt Service Internal Service Charges 50 Performing Arts Fund Trend/Forecast FYE 02 03 04 05 06 07 08 The Performing Arts Fund receives its primary revenue from the Performing Arts Tax. This specific tax, approved in May 2000 and effective January 2001, represents 0.1% of the City’s total 1.8% sales tax collected. Monies received from this tax are dedicated to the construction and operating expenses of the Tempe Center for the Arts. Since the Performing Arts Tax is a component of the overall City sales tax, the negative 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 began 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 Improvements Programs. An equally significant expenditure item is the annual cost of debt service to amortize the bonds issued to build TCA. As a result of the ongoing expenditure growth and the decline in the sales tax base, the forecast is for ongoing operating deficits. In light of this, future efforts will be necessary to adjust expenditures to ensure future fund solvency. 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 the fund balance in future years will be tapped to cover differences between revenues and expenditures. 51 Unreserved Fund Balance $7,116,094 10,865,891 14,339,689 14,255,302 15,064,184 14,865,175 9,635,775 Transportation Funds: Projected Revenue and Expenditures ($000) 16,000 15,000 Actual 14,000 13,000 12,000 11,000 Projected 10,000 9,000 03-04 04-05 05-06 06-07 07-08 08-09 Revenues Revenue ($000) Highway User Revenue Tax State Lottery Proceeds Miscellaneous Maintenance of Effort Transfer Lottery Transfer to Transit Total Revenue 10-11 11-12 12-13 10/11 11/12 12/13 Projected Projected Projected Expenditures 03/04 04/05 05/06 06/07 07/08 Actual Actual Actual Actual Actual 10,985 11,533 11,224 11,854 846 09-10 08/09 09/10 Projected Projected 11,387 10,501 11,026 11,577 11,102 11,657 821 799 771 762 708 705 648 618 588 43 68 10 1 1 180 185 189 194 870 1,035 955 1,035 1,035 1,035 1,035 1,035 (266) (257) (254) (234) (251) (214) (204) (194) 11,549 12,123 12,694 13,413 12,851 12,011 12,695 13,231 12,741 13,280 5,904 (282) (274) Expenditures ($000) Personal Services Materials and Supplies Fees and Services Travel and Training Capital Outlay Debt Service Loan Repayment 3,470 3,700 4,107 4,112 4,821 5,031 5,430 5,555 5,609 433 467 533 513 537 583 583 598 614 629 1,460 1,682 1,736 1,897 1,901 2,283 2,434 2,495 2,560 2,624 24 47 24 28 29 30 31 503 189 330 361 140 426 1,259 402 325 576 2,000 2,000 2,000 2,770 2,770 2,770 2,770 2,770 2,770 2,770 310 310 310 310 310 310 310 310 15 Internal Service Charges 883 853 1,036 1,226 1,212 1,178 1,267 1,299 1,333 1,366 Indirect Cost Allocations 682 746 619 1,025 813 663 927 950 974 999 12,551 13,268 15,009 14,408 14,214 14,898 300 (1,257) (2,314) (1,177) (1,473) (1,618) Total Expenditures 9,756 9,946 10,670 12,237 Net Operating Surplus/ (Deficit) 1,792 2,177 2,024 1,176 52 Transportation Funds Trend/Forecast The primary revenue source to this fund is the intergovernmental distribution of the Highway User Revenue Tax. This tax derives the bulk of its monies from a per gallon charge on gasoline consumption. Consistent with the state recession, it is expected that gasoline sales will be moderate over the forecast period. Also, as with other intergovernmental revenue, this state shared revenue is distributed based on population. As such Tempe’s share is expected to decline due to our stable population relative to the state as a whole. Deficits are projected in each year of the forecast period. 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. In light of the structural deficit in this fund, budget balancing efforts will be necessary to bring future revenues and expenditures into balance. Unreserved Fund Balance Transportation Fund balances have recovered somewhat from the lows experienced a few years ago. While the unreserved fund balance is at its highest point at FYE 2008, it is likely that the balance will decline in light of the projected operating deficits. 53 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 07 11,338,081 08 12,807,834 Rio Salado and Community Facilities District (CFD) Funds ($000) 7,000 6,000 Actual 5,000 4,000 3,000 2,000 Projected 1,000 0 03-04 04-05 05-06 06-07 07-08 08-09 Revenues 03/04 Actual 04/05 Actual 09-10 10-11 11-12 12-13 Expenditures 05/06 Actual 06/07 Actual 07/08 08/09 09/10 10/11 10/12 12/13 Actual Projected Projected Projected Projected Projected Revenue ($000) Sales Tax Property Tax 341 309 580 797 1,397 1,200 1,250 1,285 1,359 1,443 62 68 66 74 122 165 175 182 190 198 Transient Lodging Tax 136 182 219 240 275 250 300 307 314 322 Interest Revenue 135 149 171 200 204 126 3,029 2,181 2,187 2,187 Sale of Real Estate 789 Other Revenue 74 111 128 160 169 166 164 164 164 164 CFD Revenue Total Revenue 226 975 315 1,923 639 1,804 579 2,051 1,112 3,279 1,044 2,951 1,557 6,475 1,568 5,686 1,579 5,792 1,590 5,903 577 589 614 793 1,942 1,993 2,032 2,116 2,109 2,195 15 17 27 17 83 138 149 153 157 161 481 546 687 828 507 643 648 664 682 699 3 5 2 5 3 4 5 5 5 5 10 96 Expenditures ($000) Personal Services Materials and Supplies Fees and Services Travel and Training Capital Outlay Internal Service Charges 260 245 215 414 343 609 593 608 624 639 CFD Administrative Credit (365) (396) (419) (414) (1,263) (1,365) (1,445) (1,481) (1,520) (1,558) CFD Operating and Maintenance 2,335 2,431 2,118 2,042 2,602 3,158 3,195 3,227 3,259 3,292 Total Expenditures 3,316 3,533 3,244 3,686 4,216 5,180 5,177 5,291 5,316 5,433 (2,342) (1,610) (1,441) (1,635) (937) (2,229) 1,298 394 476 470 Net Operating Surplus/ (Deficit) 54 Rio Salado and Community Facilities (CFD) 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. Community Facilities District revenue includes assessment collections from property owners and boat permits, concessions, and special event fees. Fund revenues exceed revenues in the forecast period due to interest payments associated with the delayed payment of proceeds from the sale of land in the Rio Salado district. 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 had a designated fund balance reserve in the General Fund of $4,192,390 for operating and maintenance costs as of June 30, 2008. 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 07 287,458 08 900,297 55 Water/Wastewater Fund: Projected Revenues and Expenses ($000) 85,000 75,000 Actual 65,000 55,000 45,000 Projected 35,000 25,000 03-04 04-05 05-06 06-07 07-08 08-09 Revenues 09-10 10-11 11-12 12-13 Expenses 03/04 04/05 05/06 06/07 07/08 Actual Actual Actual Actual Actual 08/09 09/10 10/11 11/12 12/13 Projected Projected Projected Projected Projected Revenue ($000) Charges for Service-Water 26,183 24,446 26,367 26,714 28,146 29,747 31,672 35,379 39,470 43,953 Charges for ServiceWastewater 16,857 16,248 18,025 19,462 20,933 22,713 26,964 32,871 35,794 37,812 Interest Income 942 1,506 1,609 2,485 3,355 1,787 1,143 952 886 888 Land and Facility Rental 520 520 519 520 520 520 520 548 554 561 Loan Repayment 146 130 114 97 79 60 41 21 Other Miscellaneous Rev. Total Revenue 492 550 241 666 254 63 55 55 55 56 45,140 43,400 46,875 49,943 53,287 54,890 60,395 69,825 76,759 83,270 11,234 11,611 12,451 13,265 15,454 14,667 17,226 17,064 17,447 18,346 1,650 2,872 2,811 3,565 3,870 3,459 3,489 3,309 3,395 3,480 10,850 10,426 14,334 12,441 12,559 12,040 15,635 14,067 14,355 14,650 109 109 124 215 173 105 137 140 144 147 Expenses ($000) Personal Services Materials and Supplies Fees and Services Travel and Training Debt Srvc Intrst/Fiscal Agent Fees 11,341 10,355 13,200 16,747 22,413 26,425 30,851 34,757 36,853 38,528 Internal Service Charges 1,388 1,609 1,892 2,526 2,208 1,933 2,170 2,154 2,210 2,265 Indirect Cost Allocations 1,876 2,176 1,825 1,516 1,847 2,434 2,146 2,199 2,256 2,313 38,449 39,157 46,636 50,275 58,524 61,064 71,654 73,690 76,661 79,729 6,691 4,243 239 (331) (5,237) (6,174) (11,259) (3,864) 98 3,541 Total Expenses Net Operating Surplus/ (Deficit) 56 Water/Wastewater Fund Trend/Forecast The Water/Wastewater Fund is projected to experience an operating deficit in the earlier years of the forecast period, followed by a surplus beginning in FY 2011-12. This is due to a combination of factors. On the expenditure side, utility costs and debt service associated with expansion of the Capital Improvements Program are principal drivers of future cost. On the revenue side, water and sewer service charges are the primary revenue sources. Since the number of customer accounts grows at a very slow pace due to a stable population, the primary mechanism to enhance revenue for the enterprise fund is rate increases. A rate increase is planned for November 2009. The forecast assumes that rates will be increased in future years as necessary to bring revenues in line with expenses. 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 $50.6 million at FYE 08. 57 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 07 55,628,214 08 50,599,282 Solid Waste Fund: Projected Revenue and Expenses ($000) 19,000 17,000 15,000 13,000 11,000 9,000 Actual Projected 7,000 5,000 03-04 04-05 05-06 06-07 07-08 08-09 Revenues 09-10 10-11 11-12 12-13 Expenses 03/04 04/05 05/06 06/07 07/08 Actual Actual Actual Actual Actual 10,870 11,839 12,749 13,626 14,456 145 119 151 62 86 9 39 83 175 328 399 172 08/09 09/10 10/11 11/12 12/13 Projected Projected Projected Projected Projected Revenue ($000) Charges for Services Sludge Disposal Interest Income Other Revenue Sources Total Revenue 14,775 15,651 15,848 15,943 16,038 218 126 77 77 109 96 232 88 100 100 100 100 13,382 14,035 14,993 14,990 15,829 16,025 16,152 16,234 11,024 12,325 3,516 3,899 3,914 4,302 4,611 4,848 5,120 5,413 5,706 6,011 246 227 268 146 206 188 192 196 199 203 Fees and Services 3,159 3,266 3,258 3,414 3,548 3,694 4,138 4,258 4,382 4,509 Internal Service 1,641 1,699 2,383 2,370 2,505 2,959 3,014 3,071 3,130 3,186 610 918 618 617 646 832 848 864 880 896 10,230 10,912 11,413 11,837 12,413 13,678 14,500 15,060 15,737 16,416 319 112 996 414 (45) (625) (1,204) Expenses ($000) Personal Services Materials and Supplies Indirect Cost Allocations Total Expenses Net Operating Surplus/ (Deficit) 912 1,545 1,622 58 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 increases to industrial, commercial, and residential rates occurring on November 1, 2008 and 2009. These rate increases have kept fund revenues generally in line with fund expenses. However, a deficit is projected beginning in FY 2010-11, indicating that additional steps may be necessary to maintain the fund’s financial position. Solid waste rates are 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 $3.9 million fund balance in the Solid Waste Fund at FYE 2008. 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 07 08 451,358 20,065 469,027 1,138,305 2,226,136 3,019,582 4,895,596 3,888,080 59 Golf Fund: Projected Revenue and Expenses ($000) 2,600 2,400 2,200 2,000 1,800 1,600 Actual Projected 1,400 1,200 1,000 03-04 04-05 05-06 06-07 07-08 08-09 Revenues Revenue ($000) Greens Fees Pro Shop/Restaurant Interest Income Other Revenue Sources Total Revenue 09-10 10-11 11-12 12-13 Expenses 03/04 04/05 05/06 06/07 07/08 Actual Actual Actual Actual Actual 08/09 09/10 10/11 11/12 12/13 Projected Projected Projected Projected Projected 1,801 1,746 1,750 1,689 1,653 1,742 1,742 1,742 1,742 1,742 219 208 221 223 331 253 253 254 255 280 8 14 16 19 14 6 4 40 2,068 50 2,019 55 2,041 51 1,983 65 2,064 61 2,062 61 2,060 61 2,058 61 2,059 61 2,084 Expenses ($000) Personal Services 1,057 1,050 988 1,005 1,098 1,215 1,247 1,270 1,306 1,371 Materials and Supplies 271 286 256 249 250 218 223 229 235 241 Fees and Services 314 372 456 307 367 379 400 411 424 436 4 17 59 5 6 Debt Service Interest 152 148 153 152 2 Contingency 109 153 141 148 187 150 167 169 174 178 Internal Service Charges Indirect Cost Allocations Total Expenses 206 278 2,114 210 206 2,236 188 210 2,240 195 188 2,056 170 195 2,078 139 170 2,106 126 173 2,163 129 177 2,208 132 180 2,270 135 183 2,384 Net Operating Surplus/ (Deficit) (46) (217) (199) (73) (15) (44) (103) (151) (211) (301) Depreciation 60 23 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. As with other funds, budget balancing planning will take place in the coming months to bring expenses in line with 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, 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 07 263,853 08 217,821 61 Cemetery Fund: Projected Revenue and Expenses ($000) 500 400 Actual 300 200 100 Projected 0 03-04 04-05 05-06 06-07 07-08 08-09 Revenues 09-10 10-11 11-12 12-13 Expenses 03/04 04/05 05/06 06/07 07/08 08/09 Actual Actual Actual Actual Actual 09/10 10/11 11/12 12/13 Projected Projected Projected Projected Projected Revenues ($000) Lot Sales & Burial 0 0 10 12 225 135 139 145 149 155 Lot Care 0 0 9 6 7 8 8 10 10 12 Interest Income 0 0 68 91 16 0 0 0 0 0 Total Revenues 0 0 87 109 248 143 147 155 159 167 Personal Services 0 0 23 66 106 104 152 156 160 168 Materials and Supplies 0 0 1 1 13 22 22 23 23 24 Fees and Services 0 0 0 1 7 7 7 7 7 8 Capital Outlay 0 0 0 19 0 0 0 0 0 0 Debt Service 0 0 202 180 177 179 181 178 180 181 Expenses ($000) Internal Service Charges 0 0 4 1 0 4 5 5 5 5 Indirect Cost Allocations 0 0 17 8 10 9 10 11 11 11 Total Expenses 0 0 248 276 313 325 378 380 387 398 Net Operating Surplus/ (Deficit) 0 0 (161) (167) (65) (182) (231) (225) (227) (231) (675) (906) (1,132) (1,359) (1,590) Ending Fund Balance 62 Cemetery Fund Trend/Forecast The Cemetery Fund was established to operate as a self supporting fund that utilizes revenues from burial lot sales to finance all costs of operation. Since fund inception, sales have continued to fall short of expectations and have not been sufficient to pay for operations. As a result, the fund has not accumulated a balance and is projected to experience annual deficits through the forecast period. Debt service requirements associated with a FY 200405 renovation continue to be the fund’s largest annual expense. Unreserved Fund Balance Due to historical annual operating deficits, the Cemetery Fund has not accumulated a fund balance, and annual losses continue to be covered by the General Fund. FYE 06 Unreserved Fund Balance 0 07 0 08 0 63 Financial Action Plan Recommended Plan of Action 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. Budget Balancing Plans Continue to utilize a multi-year approach to bring all City operating funds into stable operating condition, using a combination of revenue and expenditure methods while minimizing impacts on residents to the extent possible. Identify and Limit CIP Operating Budget Impacts In addition to establishing a viable supplemental limit, identifying the operating budget impact of Capital Improvements 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. 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. 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. 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 Fund revenue. Continue to Limit Midyear Adjustments Even as the City effectively manages supplemental additions through the normal budget process, there is a tendency to circumvent this process for additional midyear appropriations and personnel, often with little or no needs assessment, fiscal impact analysis or prioritization with other budgetary needs. The fiscal impact of these midyear adjustments poses a risk to careful long-range financial planning and should be discouraged except under unusual circumstances where an adjustment is warranted. Economic Development/Redevelopment A further recommendation is to continue improving our economic development and redevelopment efforts to increase property valuation, commercial growth and job growth in the City. Effective decision-making on economic development and redevelopment will require us to evaluate the relative merits of development projects, placing emphasis on those adding the greatest value for Tempe’s residents. Review Benefits Program We recommend that the City explore employee benefit options to ensure that Tempe’s benefits package remains competitive with other valley cities. On the other hand, the City must also explore alternative means of minimizing expected increases in health care costs, both employee and retiree. Adhere to Debt Management Plan Continued commitment to the Debt Management Plan is strongly recommended. Sizing the City's Capital Improvements Program budget to the Debt Management Plan will stabilize per capita outstanding tax-supported debt while lowering annual debt service 64 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. 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 provision 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. Where relevant, departmental budget requests are linked to the City Council’s 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. 65 This page intentionally left blank. 66 Revenue Information Contents Page Total Revenue ................................................................................................................................................................ 68 Total Revenue by Source ............................................................................................................................................... 69 Components of Total Revenue ...................................................................................................................................... 70 Comparative Operating Revenue by Major Source and Fund..................................................................................... 71 General Governmental Revenue: Ten Year Historical Trends City Sales Tax.......................................................................................................................................................... 74 City Property Tax ..................................................................................................................................................... 75 Transient Lodging Tax ............................................................................................................................................. 76 Salt River Project In-Lieu Tax .................................................................................................................................. 77 State Shared Sales Tax ........................................................................................................................................... 78 State Shared Vehicle License Tax ........................................................................................................................... 79 State Shared Income Tax ........................................................................................................................................ 80 Charges for Services/Cultural and Recreational ...................................................................................................... 81 Charges for Services/Development Related ............................................................................................................ 82 Fines and Forfeitures ............................................................................................................................................... 83 Special Revenue: Ten Year Historical Trends Transit Tax ............................................................................................................................................................... 84 Performing Arts Tax ................................................................................................................................................. 85 Highway User Tax.................................................................................................................................................... 86 Local Transportation Assistance Fund ..................................................................................................................... 87 Community Development Block Grant/Section 8 Housing Grant ............................................................................. 88 Enterprise Revenue: Ten Year Historical Trends Water/Wastewater User Fees .................................................................................................................................. 89 Solid Waste Fees ..................................................................................................................................................... 90 Golf Course Fees ..................................................................................................................................................... 91 67 Total Revenue Total revenue for FY 2009-10 is $476.2 million reflecting $379.9 million in operating revenue and $96.3 million from bond proceeds, fund balances and other funding sources. The FY 2009-10 operating revenue total represents 3.6% growth over FY 2008-09. The growth in operating revenue sources is primarily in the Transportation/Transit and Enterprise areas and consists largely of higher federal grants and user fee increases, respectively. Two areas of notable decline are Local Taxes and Intergovernmental, which are lower due to the poor state and local economy. The decrease in bonding and other funding sources is directly related to the contraction in the Capital Improvement Program (CIP) budget. This is a normal pattern consistent with the completion of significant, non-routine capital projects. FY 2009-10 Other 6% Transportation 23% Bonds/ CIP Fund Balances 20% Enterprise 21% Operating Revenue 80% General Governmental 50% TOTAL REVENUE FY 2008-09 Budget FY 2009-10 Budget OPERATING REVENUE General Governmental Local Taxes, Licenses and Permits, and Debt $124,812,733 $123,463,676 Intergovernmental 47,959,311 40,990,655 Charges for Services 11,212,246 10,645,611 Miscellaneous 24,829,393 16,297,781 67,122,473 87,901,299 7,596,956 6,831,077 11,026,195 12,146,823 1,550,804 2,018,601 70,555,646 79,549,537 TOTAL OPERATING REVENUE $366,665,757 $379,845,060 Operating Revenue Per Capita $2,174 $2,237 Bond/Note Proceeds 97,414,407 71,483,357 CIP Other Funding 43,754,937 18,227,211 Fund Balances 26,863,981 6,600,000 $534,699,082 $476,155,628 $3,171 $2,804 Transportation/Transit Performing Arts CDBG/Section 8 Housing Rio Salado Special Revenue Enterprise TOTAL REVENUE Total Revenue Per Capita 68 Total Revenue by Source Comparative Revenue by Source FY 2008-09 Budget to FY 2009-10 Budget Percent 35 30 25 2008-09 2009-10 20 15 31 33 31 23 19 10 20 16 14 5 7 5 0 es ax T l ca o L se U rg ha C r es In t nm er v go er l ta en lO Al er th IP C Where the Money Comes From Revenue Source Local Taxes Local Sales Taxes Transit Tax Other Local Taxes Performing Arts User Charges Water/Wastewater Solid Waste Community Services Building/Trades & Planning/Zoning Intergovernmental State Shared Revenue HURF/LTAF CDBG/Section 8 Housing Transit State & Federal All Other Interest Revenue FY 2007-08 Actual FY 2008-09 Budget FY 2008-09 Revised FY 2009-10 Budget $81,257,842 32,449,710 39,270,672 6,820,193 $81,746,760 33,888,200 42,935,723 6,933,500 $74,904,000 29,957,000 42,855,659 6,295,038 $75,255,000 29,957,000 45,480,468 6,295,038 49,078,726 14,659,899 8,932,330 6,479,274 49,735,878 14,859,757 9,201,198 4,950,944 52,459,619 14,773,357 8,622,772 5,142,338 59,311,760 15,651,109 8,902,223 4,237,152 45,497,859 11,894,995 10,361,343 9,509,808 47,959,311 12,321,777 11,026,195 15,796,053 44,538,799 10,975,033 9,994,064 15,636,342 41,176,113 10,492,410 12,146,823 45,211,283 5,460,171 8,996,831 9,362,572 1,507,250 97,414,407 43,754,937 26,863,981 4,753,996 9,416,273 9,880,662 1,677,750 71,483,357 17,318,630 7,508,581 $509,514,170 $476,155,628 15,257,277 10,342,309 Miscellaneous Revenue 6,604,379 14,233,113 Fines and Forfeitures 8,616,319 9,397,789 Licenses and Permits 1,333,495 1,337,250 Bonds/Note Proceeds 148,535,953 97,414,407 CIP - Outside Revenue 32,154,815 43,754,937 Other - Fund Balance 32,015,701 26,863,981 * Includes Federal and State Grants and Residential Development Tax and Fees. Total Revenue $560,730,590 $534,699,082 69 Components of Total Revenue FY 2009-10 Total Revenue $476,155,628 Operating Budget $379,845,060 Capital Budget $96,310,568 General Governmental Special Revenue Enterprise Bond/Note Proceeds CIP–Outside Revenue Other Fund Balances $191,397,723 $108,897,800 $79,549,537 $71,483,357 $17,318,630 $9,525,581 Local Taxes/ Licenses & Permits $123,463,676 Transit Water/Wastewater Water/Wastewater G.O. Bonds Grants $76,193,889 $61,572,480 $37,886,147 $12,676,130 ____________________ ____________________ ____________________ _____________________ ____________________ Intergovernmental Highway User Revenue Solid Waste Tax-Supported General Obligation Bonds $33,597,210 Land Sale Proceeds $40,990,655 $11,234,765 $15,828,588 ____________________ ____________________ ____________________ ____________________ Charges for Services CDBG/ Section 8 Housing Golf Development Fees $2,500,000 $10,645,611 ___________________ Fines and Forfeitures $12,146,823 $2,001,283 ____________________ ____________________ Performing Arts Tax Cemetery $147,186 $9,880,662 $6,831,077 ____________________ ____________________ Other Rio Salado $3,417,119 $2,018,601 ____________________ ____________________ Interest Local Transportation Assistance Fund (LTAF) $472,645 $3,000,000 $125,500 General Governmental is the largest operating revenue category. It supports basic functions of the City, which include Police, Fire, Community Services, and Development Services. 70 Comparative Operating Revenue by Major Source and Fund Revenue Source General Fund FY 2007-08 Actual FY 2008-09 Budget FY 2008-09 Revised FY 2009-10 Budget Local Taxes City Sales Tax $79,860,938 $80,946,760 $73,704,000 $74,005,000 Primary Property Tax 9,935,698 10,811,100 10,811,100 11,490,890 Transient Lodging Tax 3,260,123 3,405,200 2,800,000 3,000,000 Franchise Fees Total Local Taxes Intergovernmental Revenue State Sales Tax State Income Tax Vehicle License Tax 3,424,560 3,129,000 3,830,368 3,927,281 96,481,319 98,292,060 91,145,468 92,423,280 15,237,310 15,853,500 13,635,713 13,267,549 23,332,475 24,827,700 24,820,292 21,447,606 6,655,516 7,278,111 5,900,000 6,275,500 45,225,301 47,959,311 44,356,005 40,990,655 Building & Trades/Planning & Zoning 6,479,274 4,950,944 5,142,338 4,237,152 Cultural and Recreational Registration Fees 4,826,941 4,959,119 4,978,800 5,165,125 Recreation Admission Charges 377,848 384,656 374,188 367,744 Library Fines and Fees 319,185 441,748 401,311 401,311 Other Cultural and Recreation Fees 633,024 475,779 475,279 474,279 Total Cultural and Recreational 6,156,998 6,261,302 6,229,578 6,408,459 Traffic Fines 2,322,271 3,766,000 3,766,000 3,271,338 Criminal Fines 1,217,600 1,213,100 1,213,100 1,213,100 Total Intergovernmental Fines, Fees and Forfeitures Parking Fines 323,640 400,000 400,000 343,480 4,752,808 4,018,689 3,983,472 5,052,744 8,616,319 9,397,789 9,362,572 9,880,662 1,333,495 1,337,250 1,507,250 1,497,750 536,687 569,600 497,570 1,394,846 9,839,423 6,939,071 3,000,000 3,000,000 3,360,016 13,736,126 8,492,533 16,001,204 3,096,072 6,593,642 3,417,119 7,811,965 $178,028,832 $184,199,860 $164,336,853 $163,249,814 $20,781,970 $23,726,547 $23,726,547 $25,192,451 SRP Payment in Lieu of Taxes 935,128 887,276 775,074 Other Miscellaneous Revenue 926 Other Fines, Fees and Forfeitures Total Fines, Fees and Forfeitures Business/Non-Business Licenses 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 Intergovernmental 272,558 HURF Debt Transfer Interest Income Total Debt Service Fund 182,794 185,458 2,770,000 2,770,000 $27,454,415 $28,147,909 20,619 $22,011,201 71 $24,613,823 FY 2007-08 Actual FY 2008-09 Budget FY 2008-09 Revised FY 2009-10 Budget $32,449,710 $33,888,200 $29,957,000 $29,957,000 Lottery Transfer In 253,838 248,100 233,711 232,794 ASU-Flash Transit 581,482 610,370 610,370 676,790 Interest Income 960,154 617,000 228,436 212,386 8,674,488 14,937,583 14,792,261 44,301,699 640,899 2,772,473 712,740 813,220 $43,560,571 $53,073,726 $46,534,518 $76,193,889 $11,387,320 $11,818,077 $10,500,529 $10,019,765 Maintenance of Effort 954,634 1,035,000 1,035,000 1,035,000 State Lottery Proceeds 507,675 503,700 474,504 472,645 Revenue Source Transit Fund Transit Tax Federal and State Funding Miscellaneous Revenue Total Transit Fund Transportation Funds Highway User Revenue Tax Barricading Fees Other Revenue 180,000 1,135 691,970 1,135 $12,850,764 $14,048,747 $12,011,168 $11,707,410 $1,396,904 $800,000 $1,200,000 $1,250,000 Transient Lodging Tax 274,518 242,000 250,000 300,000 Primary Property Tax 121,988 165,000 165,000 175,000 Interest Income 204,464 190,000 126,000 130,000 Miscellaneous Revenue 170,974 153,804 166,151 163,601 $2,168,848 $1,550,804 $1,907,151 $2,018,601 $6,820,193 $6,933,500 $6,295,038 $6,295,038 Interest Income 644,771 241,956 312,700 185,039 Fees and Admission 593,567 421,500 254,756 351,000 $8,058,531 $7,596,956 $6,862,494 $6,831,077 $10,361,343 $11,026,195 $9,994,064 $12,146,823 Residential Service $7,561,657 $7,699,066 $7,699,066 $8,342,352 Commercial Service 4,969,666 5,047,030 5,047,030 5,350,437 Roll-Off Service 1,686,615 1,650,261 1,652,261 1,628,320 355,481 375,000 375,000 330,000 Sludge Disposal 86,480 88,400 Interest Income 218,449 126,348 Other Miscellaneous Revenue 195,547 4,000 90,400 100,000 $15,073,895 $14,990,105 $14,863,757 $15,828,588 Total Transportation Funds Rio Salado Fund City Sales Tax Total Rio Salado Fund Performing Arts Performing Arts Tax Total Performing Arts Total CDBG/Section 8 Housing Funds Solid Waste Fund Recycling Total Solid Waste Fund 72 77,479 FY 2007-08 Actual FY 2008-09 Budget FY 2008-09 Revised FY 2009-10 Budget $19,313,141 $19,752,617 $20,317,273 $22,552,173 7,953,541 7,936,238 8,608,112 9,555,004 Irrigation 311,518 332,212 330,000 332,212 Other Water Charges 747,358 576,500 666,500 576,500 28,325,558 28,597,567 29,921,885 33,015,889 Sewer Usage 13,168,845 13,582,260 17,230,685 21,236,822 Sewer Service 7,181,386 7,446,051 5,049,049 5,049,049 402,937 110,000 258,000 10,000 20,753,168 21,138,311 22,537,734 26,295,871 3,354,998 2,222,229 1,787,330 1,143,387 Land and Facility Rental 520,000 536,000 570,000 570,000 Loan Repayment from General Fund 542,833 542,833 542,833 542,833 Other Miscellaneous Revenue 216,562 4,500 12,500 4,500 $53,713,119 $53,041,440 $55,372,282 $61,572,480 $1,653,346 $1,742,472 $1,742,472 $1,742,472 $331,083 $324,202 $253,106 $253,106 14,399 5,705 5,705 5,705 $1,999,681 $2,072,379 $2,001,283 $2,001,283 $197,336 $197,336 $451,722 $451,722 $142,860 $142,860 $147,186 $147,186 $348,024,121 $366,665,757 $341,480,845 $379,845,060 Revenue Source Water/Wastewater Fund Charges for Service-Water Water Consumption Water Service Total Charges for Service-Water Charges for Service-Wastewater Other Wastewater Charges Total Charges for Service-Wastewater Interest Income Total Water/Wastewater Fund Golf Fund Greens Fees Pro Shop and Restaurant Revenue Interest Income Other Revenue Sources Total Golf Fund Cemetery Fund Lot & Burial Sales Total Cemetery Fund Total Revenue - All Funds 853 73 City Sales Tax Restrictions Current rate of 1.2% can be increased only by electorate. Certain proceeds are pledged as security for bond payments due under various bond security agreements. Revenue from a voterapproved 0.5% portion is 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 is deposited to the Rio Salado Fund for the operating expenses of the Rio Salado project. Fiscal Year Amount Percent Change 1999-00 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 est. 2009-10 est. $59,967,700 63,602,106 59,991,774 59,855,000 60,926,575 66,358,662 74,365,297 83,660,885 79,860,938 73,704,000 74,005,000 (0.2) 6.1 (5.7) (0.2) 1.8 8.9 12.1 12.5 (4.5) (7.7) 0.4 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 reduction in sales tax collections in fiscal years 2001-02 and 2002-03. A strong recovery in the period immediately following the recession accounts for the double-digit growth in FY 2005-06 through FY 2006-07. Recent years have seen very weak collections, due largely to the effects of the regional housing market downturn and the national and regional recessions. Flat growth is expected for FY 200910. City Sales Tax $ Millions 100.0 80.0 60.0 40.0 60.0 63.6 60.0 59.9 60.9 66.4 74.4 83.7 79.9 73.7 74.0 20.0 0.0 00 99 19 1 -0 00 0 2 -0 01 0 2 2 03 20 20 -0 03 0 2 4 05 40 20 -0 05 0 2 Fiscal Year 74 6 07 60 20 t. t. 08 es es 70 0 9 -1 -0 20 09 08 0 0 2 2 City Property Tax Restrictions Primary Levy: Limited to annual increase of 2% plus amount generated by new construction. No restriction on usage. Secondary Levy: Restricted for debt service purposes only. No limit on rate. Tax Rate/$100 Primary Secondary Total Percent Assessed Value Tax Levy Tax Levy Amount Change Fiscal Year 1999-00 $1.35 $6,145,600 $10,416,336 $16,561,936 9.2 2000-01 $1.35 6,879,783 11,615,100 18,414,400 11.2 2001-02 $1.35 7,169,352 11,695,228 18,864,580 2.4 2002-03 $1.35 7,291,549 12,897,095 20,238,875 7.3 2003-04 $1.35 8,313,398 13,059,814 21,373,212 5.6 2004-05 $1.35 8,878,734 14,631,500 23,510,234 10.0 2005-06 $1.40 9,287,702 16,430,588 25,652,431 9.1 2006-07 $1.40 9,822,845 17,693,103 25,707,825 0.2 2007-08 $1.40 10,057,686 20,781,970 30,839,656 20.0 2008-09 $1.40 10,976,100 23,726,547 34,702,647 12.5 2009-10 est.* $1.40 11,665,890 25,192,451 36,858,341 6.2 Assumptions The City’s property tax is based on the assessed value of the property as determined by the Maricopa County Assessor, whose office both bills and collects all property taxes. Historical changes in total revenue collected have been the result of state policy affecting assessed valuations and growth, and new development. The combined primary and secondary property tax rate for FY 2009-10 will total $1.40 per $100 assessed valuation, consisting of $0.49 per $100 of the primary assessed valuation for operating and maintenance costs and $0.91 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, $11.5 million goes to the General Fund and $175,000 goes to the Rio Salado Fund, and the entire secondary levy of $25.2 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 40.0 30.0 20.0 Secondary Tax Levy 10.0 Primary Tax Levy 0.0 00 99 19 2 01 000 -0 01 0 2 2 *Amounts reflect estimated receipts -0 02 0 2 3 -0 03 0 2 4 -0 04 0 2 5 -0 05 0 2 Fiscal Year 75 6 07 60 20 07 0 2 08 t. 09 es 80 0 -1 20 09 0 2 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 Amount Percent Change 1999-00 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 est. 2009-10 est. $1,625,300 1,725,597 1,454,927 1,911,752 2,413,099 2,603,119 2,983,156 3,199,002 3,534,641 3,050,000 3,300,000 (1.4) 6.2 (15.7) 31.4 26.2 7.9 14.6 7.2 10.5 (13.7) 8.2 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 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%* 5,369 69.1%* 5,179 66.0%* 5,369 54.4%* 5,398 0.0 1 00 -0 99 00 9 0 1 2 2 -0 01 0 2 03 20 20 04 30 20 05 40 20 06 50 20 Fiscal Year *Percent Occupied/Number of Rooms 76 07 60 20 t. t. 08 es es 70 0 9 -1 -0 20 09 08 0 0 2 2 Salt River Project In-Lieu Tax Amount Percent Change 1999-00 2000-01 $1,110,420 967,193 (3.0) (12.9) 2001-02 1,041,291 7.7 2002-03 1,110,403 6.6 2003-04 1,094,665 (1.4) 2004-05 2005-06 1,522,519 1,431,678 39.1 (6.0) 2006-07 1,458,614 1.9 2007-08 1,471,815 0.9 2008-09 est. 1,272,644 (13.5) 2009-10 est. 1,394,846 9.6 Restrictions Fiscal Year No restrictions on usage. 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. In past years, monies from this source were deposited into both the General Fund and Debt Service Fund in a manner similar to the property tax. Beginning in FY 2009-10, all proceeds will be deposited into the General Fund. Major Influences: Real Property Value and State Statute (assessment ratio) Salt River Project In-Lieu Tax $ Millions 1.6 1.4 1.2 1.0 0.8 0.6 25.0%* 1.1 0.4 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%* 1.5 25.0%* 1.4 25.0%* 1.3 7 -0 8 -0 es 25.0%* 1.4 0.2 0.0 1 9 99 0 -0 20 1 -0 00 20 2 -0 01 2 2 00 3 -0 2 3 00 4 -0 2 4 00 5 -0 2 5 00 6 -0 2 6 00 2 7 00 20 0 09 8- Fiscal Year *Percents represent the assessment ratio on SRP real property/In-Lieu Tax revenue 77 t. 20 0 10 9- es t. State Shared Sales Tax Restrictions Amount Percent Change 1999-00 2000-01 2001-02 $13,511,356 13,951,532 12,148,438 9.9 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 2007-08 15,758,491 15,237,310 (6.3) (3.3) 2008-09 est. 2009-10 est. 13,635,713 13,267,549 (10.5) (2.7) Fiscal Year No restrictions on usage. Must be expended for a public purpose. 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 $389 million for FY 2009-10) 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 3.9%. 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 decreased revenue beginning in FY 2006-07 is reflective of the state recession. Major Influences: Taxable Sales, Population (relative to state) and State Law State Shared Sales Tax $ Millions 18.0 16.0 14.0 12.0 10.0 8.0 299.4* 4.5% 6.0 312.7* 4.5% 311.7* 3.9% 316.4* 3.9% 340.5* 3.9% 376.2* 3.9% 447* 3.4% 461.0* 3.4% 439.1* 3.9% 399.7* 3.4% 388.9* 3.4% 4.0 2.0 0.0 1 9 99 0 -0 20 1 -0 00 20 01 02 2 2 00 -0 3 03 20 4 -0 2 4 00 5 -0 2 5 00 6 -0 2 6 00 -0 7 2 7 00 8 -0 2 Fiscal Year *Total state shared sales tax revenue pool/City’s share of pool 78 8 00 9 -0 es t. 2 9 00 -1 0 es t. State Shared Vehicle License Tax Fiscal Year Amount Percent Change 1999-00 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 est. 2009-10 est. $5,497,492 5,632,181 5,233,512 6,247,543 6,428,101 6,791,043 7,527,675 6,870,739 6,655,516 5,900,000 6,275,500 10.6 2.5 (7.1) 19.4 2.9 5.6 10.8 (8.7) (3.1) (11.4) 6.4 Restrictions No restrictions on usage. Must be expended for a public purpose. 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%. The FY 2009-10 growth is largely due to the low base set in prior years as this revenue amount is at FY 2002-03 levels. 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 5.5 3.0 5.6 5.2 6.2 6.4 6.8 7.5 6.9 6.7 5.9 6.3 2.0 1.0 0.0 1 9 99 -0 0 20 00 01 20 -0 01 2 2 2 00 -0 3 2 3 00 -0 4 2 4 00 -0 5 2 5 00 -0 6 2 6 00 -0 7 2 7 00 -0 8 20 Fiscal Year 79 08 - 09 es t. 20 09 - 10 es t. State Shared Income Tax Restrictions Amount Percent Change 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 18,823,759 13.3 2007-08 23,332,475 24.0 2008-09 est. 24,820,292 6.4 2009-10 est. 21,447,606 (13.6) Fiscal Year No restrictions on usage. Must be expended for a public purpose. Assumptions The right to levy income taxes in Arizona is reserved for the state in statute. 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 pool is distributed among cities and 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 3.9% of the state’s urban population, but this share fell to 3.4% for FY 2006-07. The FY 2009-10 decrease reflects the weak state economy. 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 15.8%* 377.7 1 9 99 -0 0 20 15.0%* 396.5 1 -0 00 20 15.8%* 421.9 01 02 2 15.8%* 430.6 2 00 3 -0 2 15.0%* 365.0 3 00 -0 15.0%* 373.1 4 04 20 -0 15.0%* 425.2 5 2 5 00 -0 15.0%* 551.0 6 2 6 00 -0 7 2 15.0%* 727.5 15.0%* 685.3 7 00 -0 8 2 8 00 -0 9 es 15.0%* 628.6 t. 09 20 -1 0 es t. Fiscal Year * Percent of state income tax collections distributed to cities and towns/Total state shared tax revenue pool ($ in millions) 80 Charges for Services/Cultural and Recreational Amount Percent Change 1999-00 2000-01 $3,836,700 4,258,777 14.7 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 5,293,236 6.7 2007-08 6,156,998 16.3 2008-09 est. 6,229,578 1.2 2009-10 est. 6,408,459 2.9 Restrictions Fiscal Year No restrictions on usage, but intended to defray costs of recreation and social service programs. Assumptions Revenue in this category is derived from a wide array of recreational activities (such as softball, swimming, and tennis) and social services programs (such as counseling services and after-school programs). By Council policy, many of these activities and services are partially or fully funded through user charges. Fees are based on a targeted percentage for cost recovery of direct program operating costs, including wages and supply costs but excluding facility costs, administration, and capital outlay. The percentage of recovery of direct program costs is classified by user groups as follows: adult programs, 100% cost recovery; youth programs and senior programs, 50% cost recovery; and all Kiwanis Recreation Center classes/programs, 100% cost recovery. The FY 2007-08 spike in revenue reflects a 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 3.8 2.0 4.3 4.5 4.7 5.1 5.0 5.0 5.3 6.2 6.2 6.4 1.0 0.0 1 9 99 0 -0 20 1 -0 00 20 2 -0 01 2 2 00 3 -0 2 3 00 4 -0 2 4 00 5 -0 2 5 00 6 -0 2 6 00 7 -0 2 7 00 8 -0 20 Fiscal Year 81 0 09 8- es t. 20 0 10 9- es t. 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 Amount Percent Change 1999-00 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 est. 2009-10 est. $2,957,600 2,730,681 1,993,308 2,450,574 2,642,589 3,458,518 5,506,134 5,969,413 6,479,274 5,142,338 4,237,152 4.8 (7.7) (27.0) 22.9 7.8 30.9 59.2 8.4 8.5 (20.6) (17.6) Assumptions The annual growth rates shown above reflect the extreme cyclical nature of development. 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 reversed itself sharply, as the attractiveness of the Tempe downtown area for development, as well as the construction of Tempe Marketplace, increased permitting activity. The FY 2008-09 decrease is largely the result of large projects working their way out of the construction queue. Activity for FY 2009-10 is expected to drop even further due to a tight credit market and regional oversupply in commercial real estate suppressing the demand for new construction. The drop in activity is mitigated somewhat by fee/rate increases in FY 2008-09 and FY 2009-10. 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 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 1,374* $373.6 1,106* $377.0 850* $225.0 0.0 1 00 -0 99 00 9 0 1 2 2 -0 01 0 2 03 20 20 04 30 20 05 40 20 06 50 20 Fiscal Year * Number of building permits/Valuation ($ in millions) 82 07 60 20 t. t. 08 es es 70 0 9 -1 -0 20 09 08 0 0 2 2 Fines and Forfeitures Restrictions No restrictions on usage. Fiscal Year Amount Percent Change 1999-00 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 est. 2009-10 est. $4,709,700 4,489,939 4,615,379 5,510,475 5,858,482 6,639,189 7,278,191 7,219,330 8,616,319 9,362,572 9,880,662 22.1 (4.7) 2.8 19.4 6.3 13.3 9.6 (0.8) 19.4 8.7 5.5 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. The FY 2007-08 increase is due to initial implementation of photo radar traffic enforcement. Continued increases are due to full implementation of the program coupled with increases to pawn shop fees and false alarm fines. Major Influences: Population, Crime Rate and Internal Policy (Enforcement, Number of Police Officers) Fines and Forfeitures $ Millions 10.0 9.0 8.0 7.0 6.0 5.0 4.0 3.0 2.0 4.7 4.5 4.6 5.5 5.9 6.6 7.3 7.2 8.6 9.4 9.9 1.0 0.0 00 01 909 0 9 1 20 02 10 20 03 20 20 04 30 20 06 05 540 0 20 20 Fiscal Year 83 07 60 20 t. t. 08 es es 70 0 9 -1 -0 20 09 08 0 0 2 2 Transit Tax Restrictions Amount Percent Change 1999-00 2000-01 2001-02 $26,384,500 27,310,246 25,229,927 4.3 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 2007-08 34,971,294 32,449,710 7.8 (7.2) 2008-09 est. 2009-10 est. 29,957,000 29,957,000 (7.7) 0.0 Fiscal Year Represents a portion of the City sales tax dedicated by public vote to transit-related purposes, such as bus acquisition and maintenance, connecting bus routes to neighboring cities, bus stop construction, transit planning, and light rail construction. 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. Although the estimate for FY 2009-10 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 35.0 30.0 25.0 20.0 15.0 26.4 10.0 27.3 25.2 25.2 26.7 28.8 32.4 35.0 32.4 30 30 5.0 0.0 1 999 00 2 01 000 20 2 -0 01 02 20 3 -0 03 20 4 -0 2 400 05 05 20 6 -0 06 20 7 -0 07 20 08 20 Fiscal Year 84 0 09 8- es t. 0 20 9 0 -1 t es . Performing Arts Tax Fiscal Year Amount Percent Change 2000-01* 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 est. $2,607,541 4,999,984 5,010,392 5,279,580 6,103,402 6,480,218 7,007,790 6,820,193 6,295,038 91.8 0.2 5.4 15.6 6.2 8.1 (2.7) (7.7) 2009-10 est. 6,295,038 0.0 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 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 2009-10 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 Performing Arts Tax effective January 1, 2001 8.0 7.0 6.0 5.0 4.0 3.0 2.0 0.0 2.6* 5.0 5.0 5.3 6.1 6.5 7.0 6.8 6.3 6.3 1.0 0.0 1 9 99 -0 0 00 20 01 01 20 02 2 2 00 3 -0 2 3 00 -0 4 04 20 -0 5 2 5 00 6 -0 Fiscal Year * Collections over a 6 month period 85 2 6 00 -0 7 07 0 2 08 08 20 09 t. es 2 10 90 0 t es . Highway User Tax Restrictions Fiscal Year Amount Percent Change 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. 1999-00 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 est. 2009-10 est. $11,041,067 11,213,830 9,853,831 10,285,028 10,981,726 12,492,819 11,222,223 11,854,088 11,387,320 10,500,529 10,019,765 2.5 1.6 (12.1) 4.4 6.8 13.8 (10.2) 5.6 (3.9) (7.8) (4.6) 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. Major Influences: Population, State Policy, Economy and Gasoline Sales Highway User Tax $ Millions 14.0 12.0 10.0 8.0 6.0 4.0 306.7* 308.6* 312.1* 321.8* 344.5* 363.5* 386.1* 418.1* 409.7* 377.7* 364.1* 2.0 0.0 1 00 -0 99 00 9 0 1 2 2 -0 01 0 2 02 0 2 03 03 0 2 04 06 05 540 0 20 20 06 0 2 07 t. t. 08 es es 70 0 9 -1 -0 20 09 08 0 0 2 2 Fiscal Year * Total State Shared Highway User Tax Revenue Pool distributed to Cities/Towns. 86 Local Transportation Assistance Fund Fiscal Year Amount Percent Change 1999-00 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 est. 2009-10 est. $976,015 957,785 900,415 870,471 845,814 820,811 798,826 771,039 761,513 708,215 705,439 (2.5) (1.9) (6.0) (3.3) (2.8) (3.0) (2.7) (3.5) (1.2) (7.0) (0.4) Restrictions Proceeds can be used only for street and highway projects, for any construction or reconstruction in the public rights-of-way as well as transit programs. Assumptions Revenue is derived from the state lottery game and the multi-state Powerball lottery game. By state statute, the state must distribute at least $20.5 million annually to cities and towns from state lottery revenue, up to a maximum total distribution pool of $23 million. Amounts distributed to cities and towns are based on their percentage share of statewide population as determined and updated annually by the state Department of Economic Security. Revenue derived from Powerball may be received only after the state first collects $31 million from Powerball sales. If this threshold is reached, the state will distribute up to a total of $18 million from Powerball revenue, dividing the pool into amounts based on each county’s share of lottery ticket sales. Amounts from these county pools distributed to cities and towns are based on each city or town’s share of incorporated population in the county. The lottery state shared pool is adjusted every year by population determined by the Department of Economic Security. Tempe’s declining share of statewide population accounts for the lottery revenue reduction over the past 10 years. Major Influences: Population (relative to state) and Lottery Ticket Sales Local Transportation Assistance Fund $ Millions Declining revenue reflects Tempe’s slower population growth 1.20 1.00 0.80 0.60 0.40 0.98 0.96 0.9 0.87 0.85 0.82 0.80 0.77 0.76 0.70 0.70 0.20 0.00 00 99 19 01 00 20 02 10 20 03 20 20 04 30 20 05 40 20 06 50 20 Fiscal Year 87 07 60 20 08 70 20 9 -0 08 0 2 t. es 0 -1 09 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 Fiscal Year 1999-00 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 est. 2009-10 est. Percent Change Amount $2,390,100 2,967,700 2,148,750 2,896,728 2,793,637 2,996,729 5,973,141 4,115,572 1,577,124 2,169,428 3,197,782 Percent Change Amount $4,624,100 4,985,700 5,427,291 7,227,924 8,364,970 8,577,743 7,869,697 8,543,758 8,784,219 8,871,767 8,939,041 (0.4) 24.2 (27.6) 34.8 (3.6) 7.3 99.3 (31.1) (61.7) 37.6 47.4 13.6 7.8 8.9 33.2 15.7 2.5 (8.3) 8.6 2.8 1.0 0.8 Assumptions Funding levels in both programs are based on a federal formula which reflects local factors such as the percentage of people living in poverty, unemployment, population, age of existing housing, and the need for housing. Major Influences: Federal Policy, Poverty Levels and Population Community Development Block Grant/Section 8 Housing Grant $ Millions Community Development Block Grant Section 8 Housing Grant 16.0 14.0 12.0 6.0 10.0 2.8 3.0 8.4 8.6 4.1 1.6 2.2 3.2 2.9 8.0 3.0 6.0 2.1 2.4 4.0 2.0 7.2 4.6 5.0 7.9 8.5 8.8 8.9 8.9 5.4 0.0 00 01 909 0 9 1 20 02 10 20 03 20 20 04 30 20 05 40 20 06 50 20 Fiscal Year 88 07 60 20 t. t. 08 es es 70 0 9 -1 -0 20 09 08 0 0 2 2 Water/Wastewater User Fees Restrictions Fees can only be used to support the Water/Wastewater enterprise. Fiscal Year 1999-00 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 est. 2009-10 est. Amount $46,296,100 45,349,960 44,591,306 40,586,501 41,037,476 40,674,305 44,392,262 46,201,943 49,078,726 52,459,619 59,311,760 Percent Change 23.3 (2.0) (1.7) (9.0) 1.1 (0.9) 9.1 4.1 6.2 6.9 13.1 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. Major Influences: Population, Internal Policy, Water Consumption Patterns and Weather Water/Wastewater User Fees $ Millions 70.0 60.0 50.0 40.0 30.0 46.3 20.0 45.3 44.6 40.6 41.0 40.7 44.4 46.2 49.1 52.5 59.3 10.0 0.0 1 999 00 2 000 01 2 100 02 2 200 03 03 20 04 04 20 05 05 20 6 -0 06 20 7 -0 07 20 8 -0 20 Fiscal Year 89 08 9 -0 es t. 20 09 0 -1 es t. Solid Waste Fees Fiscal Year Amount Percent Change 1999-00 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 est. 2009-10 est. $9,840,100 9,758,199 10,024,863 10,496,774 11,014,949 12,054,563 13,232,293 14,049,254 14,217,938 14,398,357 15,321,109 6.3 (0.8) 2.7 4.7 4.9 9.4 9.8 6.2 1.2 1.3 6.4 Restrictions Used to defray costs of providing solid waste collection and disposal service. 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. Residential solid waste fees were increased five times starting in FY 1998-99 to address increased landfill and recycling costs. Effective November 1, 2009, solid waste rates will change. The rate for residential services will increase by 5.0%, while the commercial services rate will increase by 3.0%. Major Influences: Population, Internal Policy, and Commercial Market/Competition Solid Waste Fees $ Millions 16.0 14.0 12.0 10.0 8.0 6.0 9.8 9.8 10.0 10.5 11.0 12.1 13.2 14.0 14.2 14.4 15.3 4.0 2.0 0.0 1 9 99 0 -0 20 00 01 20 2 -0 01 2 2 00 -0 3 2 3 00 -0 4 2 4 00 -0 5 2 5 00 -0 6 2 6 00 -0 7 2 7 00 -0 8 20 Fiscal Year 90 08 - 09 es t. 20 09 - 10 es t. Golf Course Fees Restrictions Revenue is used to defray costs of operating the Rolling Hills and Ken McDonald golf courses. Rolling Hills Fiscal Year 1999-00 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 est. 2009-10 est. Ken McDonald Percent Change Amount $882,082 840,000 767,285 806,588 847,844 828,454 903,047 787,787 796,698 806,628 806,628 Percent Change Amount $1,060,418 1,018,500 1,006,532 1,119,184 1,172,288 1,139,519 1,136,795 1,141,497 1,187,729 1,188,950 1,188,950 (11.5) (4.8) (8.7) 5.1 5.1 (2.3) 9.0 (12.8) 1.1 1.2 0.0 (14.9) (4.0) (1.2) 11.2 4.7 (2.8) (0.2) 0.4 4.1 0.1 0.0 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 Rolling Hills 3.0 Ken McDonald 2.0 1.1 1.0 1.0 1.1 1.2 1.1 0.8 0.8 0.8 1.1 1.1 1.2 1.2 1.2 0.8 0.8 0.8 0.8 1.0 0.9 0.8 0.8 0.9 0.0 1 00 -0 99 00 9 0 1 2 2 -0 01 0 2 03 20 20 04 30 20 05 40 20 06 50 20 Fiscal Year 91 07 60 20 t. t. 08 es es 70 0 9 -1 -0 20 09 08 0 0 2 2 This page intentionally left blank. 92 Performance Budget Contents Page Performance Budget Summary ..................................................................................................................................... 94 Per Capita Performance Budget ................................................................................................................................... 95 Performance Benchmarking .......................................................................................................................................... 96 City Organizational Chart ............................................................................................................................................... 97 Mayor and Council.......................................................................................................................................................... 98 City Manager ................................................................................................................................................................. 100 Internal Audit................................................................................................................................................................. 101 Diversity Program ......................................................................................................................................................... 102 Community Relations ................................................................................................................................................... 104 Administration/Mayor’s Office and Council Staff ...................................................................................................... 105 Government Relations ............................................................................................................................................. 106 Neighborhood Services............................................................................................................................................ 107 Communication and Media Relations ...................................................................................................................... 108 City Clerk ....................................................................................................................................................................... 109 City Court....................................................................................................................................................................... 110 Human Resources ........................................................................................................................................................ 112 Tempe Learning Center ........................................................................................................................................... 114 City Attorney ................................................................................................................................................................. 116 Financial Services......................................................................................................................................................... 118 Administration and Budget....................................................................................................................................... 120 Accounting ............................................................................................................................................................... 121 Risk Management .................................................................................................................................................... 122 Procurement ............................................................................................................................................................ 123 Tax and License ...................................................................................................................................................... 124 Customer Services .................................................................................................................................................. 125 Information Technology ............................................................................................................................................... 126 Development Services.................................................................................................................................................. 130 Community Development............................................................................................................................................. 132 Administration/Economic Development ................................................................................................................... 134 Revitalization/Redevelopment ................................................................................................................................. 135 Rio Salado ............................................................................................................................................................... 137 Police ............................................................................................................................................................................. 138 Office of the Chief .................................................................................................................................................... 139 Patrol ....................................................................................................................................................................... 140 Support Services ..................................................................................................................................................... 141 Investigations........................................................................................................................................................... 142 Fire ................................................................................................................................................................................. 144 Administration and Fire Prevention .......................................................................................................................... 146 Emergency/Medical Services................................................................................................................................... 147 Training/Professional Development ......................................................................................................................... 148 Homeland Security/Special Operations ................................................................................................................... 149 Support Services/Personnel Safety ......................................................................................................................... 150 Community Services .................................................................................................................................................... 152 Administration ......................................................................................................................................................... 153 Library...................................................................................................................................................................... 154 Cultural Services...................................................................................................................................................... 155 Social Services ........................................................................................................................................................ 156 Parks and Recreation ................................................................................................................................................... 158 Administration .......................................................................................................................................................... 159 Parks Services ......................................................................................................................................................... 160 Recreation Services................................................................................................................................................. 162 Public Works ................................................................................................................................................................. 164 Administration .......................................................................................................................................................... 166 Engineering.............................................................................................................................................................. 167 Field Operations ...................................................................................................................................................... 169 Facility Management................................................................................................................................................ 172 Custodial Services ................................................................................................................................................... 173 Fleet Services .......................................................................................................................................................... 174 Transportation.......................................................................................................................................................... 175 Light Rail Transit Operations ................................................................................................................................... 177 Water Utilities ................................................................................................................................................................ 178 93 Performance Budget Summary Department Personal Services Supplies/Services/ Contributions Capital Outlay Internal Services Total FY 2009-10 Budget $443,532 $19,831 ($63,026) $400,337 City Manager 577,269 32,779 (270,375) 339,673 Internal Audit 470,393 7,060 24,978 502,431 Diversity Program 388,259 125,703 40,432 554,394 2,193,501 652,299 214,801 3,060,601 City Clerk 462,661 383,399 38,159 884,219 City Court 3,006,835 703,594 548,745 4,259,174 Human Resources 2,738,447 998,132 (514,537) 3,222,042 City Attorney 3,068,014 139,753 146,616 3,354,383 Financial Services 6,478,126 5,485,945 Information Technology 8,110,323 7,033,961 4,400 (15,148,684) Development Services 5,583,944 172,064 763,795 6,519,803 Community Development 5,511,273 12,340,319 (387,355) 17,583,162 Police 58,200,615 6,640,907 Fire 22,850,342 2,699,042 Community Services 12,147,149 2,243,255 Parks and Recreation 11,720,913 6,188,231 Public Works 26,342,864 Water Utilities Mayor & Council Community Relations Total Departmental 1,931,988 28,726,772 2,316,124 16,706,528 57,634 2,324,042 20,290,820 68,611,970 5,977,644 537,347 101,469,825 14,434,793 18,697,832 429,706 4,363,418 37,925,749 184,729,253 133,176,076 7,834,459 1,775,709 327,515,497 1,245,400 65,918,781 1,059,396 65,918,781 6,999,945 1,381,398 1,549,436 185,788,649 207,644,238 $185,788,649 7,834,459 3,157,107 $207,644,238 $104,145,027 $3,157,107 94 9,440,739 1,549,436 96,310,568 Capital Improvements Total Financial Program 6,815,288 74,900,296 Contingencies Total Operating Budget 118,925 (5,149,533) 10,058,774 Debt Service Non-Departmental 750 404,424,453 96,310,568 $500,735,021 Per Capita Performance Budget The citywide operating budget for FY 2009-10 totals $404.4 million. This represents a per capita decline of 11.9% compared to the FY 2008-09 citywide operating budget. The budget increase in Public Works provides for a full year of light rail operating costs. The City continues to prioritize the general areas of Public Works and Public Safety accounting for over 54% of the total departmental budgets. Department FY 2007-08 Actual Mayor & Council FY 2008-09 Budget FY 2008-09 Revised FY 2009-10 Budget $2.19 $2.33 $2.29 $2.36 City Manager 1.81 1.99 1.88 2.00 Internal Audit 2.93 3.03 2.97 2.96 Diversity Programs 3.83 3.84 3.34 3.26 16.97 17.71 16.20 18.02 City Clerk 4.47 4.89 3.76 5.21 City Court 24.78 26.78 25.45 25.08 Human Resources 19.58 19.55 18.85 18.97 City Attorney 20.99 21.57 19.47 19.75 Financial Services 37.85 40.40 36.80 40.13 Development Services 41.30 38.92 37.13 38.39 Community Development 96.79 98.48 93.68 103.55 Police 415.22 445.95 443.34 441.08 Fire 139.00 164.37 159.19 169.17 Community Services 101.54 100.62 96.94 98.38 Parks and Recreation 107.19 118.65 113.00 119.49 Public Works 445.84 546.99 526.28 597.55 Water Utilities 190.05 205.41 191.21 223.34 $1,672.33 $1,861.46 $1,791.77 $1,928.72 296.10 427.57 329.42 388.19 40.75 45.10 49.56 55.60 Community Relations Total Departmental Per Capita Debt Service Non-Departmental Contingencies Capital Improvement Projects Total Per Capita 16.81 9.12 1,270.21 996.46 996.46 567.17 $3,279.38 $3,347.40 $3,167.21 $2,948.80 95 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. to benchmark our performance with that of regional and national peers. The results of this survey are reflected in the Performance Budget section of this book. The survey questions were designed to assess the respondents’ ratings regarding their level of satisfaction for each particular service and their rating of relative importance. Improvements will be emphasized in those areas where levels of satisfaction were relatively low and the perceived importance of the service were relatively high. Also, to better understand how well services were delivered, home addresses of respondents were geocoded onto a map. 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. These elements provided additional insight to enable departments to allocate limited resources to those areas residents deemed important. This renewed focus on 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. 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 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. In 2007, a special effort and annual commitment was initiated to enhance the value of performance measurement. To support a renewed emphasis on tracking service outcomes, a consultant was retained to design and administer a resident satisfaction survey. This survey allows management to gauge outcomes by identifying resident preferences and satisfaction with city services. The survey also provides an opportunity 96 City Organizational Chart Residents of Tempe Mayor & City Council City Clerk Police City Attorney City Manager City Court Assistant City Manager Fire Development Services Human Resources Community Services Diversity Community Development Financial Services Public Works Internal Audit Water Utilities Community Relations Information Technology Parks and Recreation 97 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 residents 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 2009-10 Budget Highlights: The approved amount includes the following change: reduction of $3,500 in funding for miscellaneous supplies Expenditure by Type Personal Services 2007-08 Actual 2008-09 Budget 2008-09 Revised 2009-10 Budget $407,021 $430,921 $426,461 $443,532 Supplies and Services 13,256 23,301 23,301 19,831 (53,573) (61,376) (62,966) (63,026) Internal Services Expenditure Total $366,695 $392,876 $386,796 $400,337 $2.19 $2.33 $2.29 $2.36 Per Capita 2007-08 Actual Authorized Personnel Mayor and Council Total Full Time 7 Perm FTE 2008-09 Revised Temp FTE 7 Full Time 7 7 98 Perm FTE 0 Temp FTE 2009-10 Budget Full Time 7 7 Perm FTE 0 Temp FTE Related Strategic Issue: All Council Committees Goal: To enact policy decisions that maximize overall resident satisfaction with life in the City Objective: To align community investment priorities with the needs of residents by emphasizing improvements in service categories that are of the most benefit to residents, and by targeting limited resources toward services of the highest importance to residents and to those services where residents are least satisfied 2007-08 Actual 2008-09 Budget 2008-09 Revised 2009-10 Budget Resident satisfaction with the appearance of the City 80% 85% 86% 86% Resident satisfaction with the image of the City 82% 85% 86% 86% Resident satisfaction with how well the City is planning growth 58% 65% 62% 65% Resident satisfaction with quality of life in the City 83% 85% 88% 88% Resident satisfaction with the feeling of safety in the City 62% 65% 75% 75% Resident satisfaction with the City as a place to live 93% 95% 95% 95% Resident satisfaction with the City as a place to raise children 81% 85% 86% 86% Resident satisfaction with the City as a place to work 82% 85% 84% 85% Resident satisfaction with the City as a place to retire 68% 70% 77% 77% Resident satisfaction with the leadership of elected officials 65% 70% 68% 70% Resident satisfaction with the direction the City is heading 67% 70% 72% 72% Measures* *Measured by the percent of residents that responded with “Very Satisfied” or “Satisfied” in the annual Community Attitude Survey Related Strategic Issue: All Council Committees Goal: To respond to all constituent forms of communication in a timely manner Objective: 1) To respond to 95% of phone calls within 24 hours of receipt; 2) respond to 95% of email inquiries within 72 hours of receipt; 3) respond to 95% of mail/letter inquiries within five working days; 4) respond to 95% of all Council emails within 24 hours of receipt; and 5) respond to 95% of all Council voicemails within 24 hours of receipt 2007-08 Actual 2008-09 Budget 2008-09 Revised 2009-10 Budget Calls responded to within 24 hours 95% 95% 95% 95% Email inquiries responded to within 72 hours 95% 95% 95% 95% Mail/letter inquiries responded to within five working days 95% 95% 95% 95% Council Communicator emails responded to within 24 hours of receipt 95% 95% 95% 95% Council Communicator voicemails responded to within 24 hours of receipt 95% 95% 95% 95% Measures 99 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 residents of Tempe. FY 2009-10 Budget Highlights: The approved amount includes the following changes: reduction of $2,153 in funding for wages reduction of $2,500 in funding for miscellaneous supplies and services 2007-08 Actual $498,794 Expenditures by Type Personal Services Supplies and Services 2008-09 Budget $588,777 2008-09 Revised $575,216 2009-10 Budget $577,269 39,900 16,750 12,900 32,779 Internal Services (236,262) (269,287) (271,116) (270,375) Expenditure Total $302,433 $336,240 $317,000 $339,673 $1.81 $1.99 $1.88 $2.00 Per Capita 2007-08 Actual Authorized Personnel Full Time Perm FTE 2008-09 Revised Temp FTE Full Time Perm FTE 2009-10 Budget Temp FTE Full Time City Manager 3 0.50 3 3 Total 3 0.50 3 3 Perm FTE Temp FTE Related Strategic Issue: All Council Committees Goal: To provide high quality City services to residents of Tempe Objective: To achieve a rating of 90% or greater in resident overall satisfaction with citywide services Measures Satisfaction with overall quality of City services* 2007-08 Actual 2008-09 Budget 2008-09 Revised 2009-10 Budget 88% 90%+ 92% 90%+ *Measured by the percent of residents that responded with “Very Satisfied” or “Satisfied” in the annual Community Attitude Survey 100 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 2009-10 Budget Highlights: The approved amount includes the following change: reduction of $7,060 in funding for travel, training and other miscellaneous line items Expenditures by Type 2007-08 Actual 2008-09 Budget 2008-09 Revised 2009-10 Budget Personal Services $457,180 $475,229 $466,018 $470,393 7,002 14,120 14,120 7,060 26,636 21,518 20,902 24,978 $490,816 $510,867 $501,040 $502,431 $2.93 $3.03 $2.97 $2.96 Supplies and Services Internal Services Expenditure Total Per Capita 2007-08 Actual Authorized Personnel Internal Audit Total Full Time 4 Perm FTE 2008-09 Revised Temp FTE Full Time 4 4 Perm FTE Temp FTE 4 2009-10 Budget Full Time 4 Perm FTE Temp FTE 4 Related Strategic Issue: Technology, Economic and Community Development 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; 2) respond to 100% of management’s requests for analytical and investigative assistance; and 3) record all non-procurement contracts in the City’s centralized database within 15 working days from City Council approval of the contract, 95% of the time Measures Support of recommendations 2007-08 Actual 2008-09 Budget 2008-09 Revised 2009-10 Budget 100% 95% 95% 95% Response to management’s requests 100% 100% 100% 100% Maintenance of the contract database N/A N/A 95% 95% 101 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 2009-10 Budget Highlights: The approved amount includes the following changes: elimination of one vacant Diversity Specialist position reduction of $35,500 in funding for events and promotions Expenditures by Type 2007-08 Actual 2008-09 Budget 2008-09 Revised 2009-10 Budget Personal Services $386,545 $476,779 $393,349 $388,259 228,702 132,703 133,303 125,703 Supplies and Services Internal Services Expenditure Total 26,261 37,485 35,931 40,432 $641,510 $646,967 $562,583 $554,394 $3.83 $3.84 $3.34 $3.26 Per Capita 2007-08 Actual Authorized Personnel Diversity Total Full Time 4 Perm FTE 0.50 4 0.50 2008-09 Revised Temp FTE 102 Full Time 4 Perm FTE 0.50 4 0.50 Temp FTE 2009-10 Budget Full Time 3 Perm FTE 0.50 3 0.50 Temp FTE Related Strategic Issue: Quality of Life Goal: To create a fair and equitable work environment for City of Tempe employees while creating an inclusive community environment through the promotion of diversity Objective: 1) To attain 72% resident satisfaction with overall efforts to promote diversity in the community; 2) minimize the number of EEOC complaints to less than 3 per year; 3) successfully remediate employee safe havens/consultations at least 80% of the time; and 4) successfully remediate community concerns/ consultations for diversity related community issues at least 80% of the time Measures Residents’ satisfaction with overall efforts to promote diversity* EEOC complaints Successfully remediate employee safe havens/consultations Successfully remediate community concerns/consultations 2007-08 Actual 2008-09 Budget 2008-09 Revised 2009-10 Budget 67% 1 70% <3 72% 3 72% <3 85% 95% 80% 80% 85% 95% 80% 80% *Measured by the percent of residents that responded with “Very Satisfied” or “Satisfied” in the annual Community Attitude Survey Related Strategic Issue: Quality of Life Goal: To educate through programming and celebrate through events Tempe’s rich diversity Objective: To attain 95% attendant satisfaction (a rating of above average or higher) with community diversity celebrations Measures Attendants rating events above average or higher 2007-08 Actual 2008-09 Budget 2008-09 Revised 2009-10 Budget 95% 80% 95% 95% Related Strategic Issue: Quality of Life 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 Workforce and community educated about accessible policies and procedures 103 2007-08 Actual 2008-09 Budget 2008-09 Revised 2009-10 Budget 100% 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 2007-08 Actual $1,813,748 2008-09 Budget $1,937,380 2008-09 Revised $1,858,989 2009-10 Budget $2,193,501 692,818 690,179 534,502 498,330 221,993 113,143 $2,841,702 189,761 169,853 $2,987,173 183,210 154,401 $2,731,102 214,801 153,969 $3,060,601 $16.97 $17.71 $16.20 $18.02 Supplies and Services Internal Services Contributions Expenditure Total Per Capita Expenditures by Division Community Relations - Administration; Mayor and Council Staff Government Relations 2007-08 Actual 2008-09 Budget 2008-09 Revised 2009-10 Budget $1,163,023 318,093 $1,215,202 389,158 $1,092,653 387,832 $1,220,080 370,937 Neighborhood Services Communication and Media Relations Expenditure Total 233,345 247,304 243,672 244,356 1,127,242 1,135,509 1,006,945 1,225,228 $2,841,702 $2,987,173 $2,731,102 $3,060,601 2007-08 Actual Authorized Personnel Community Relations - Admin; Mayor and Council Staff Full Time 9 Perm FTE 2008-09 Revised Temp FTE Full Time 0.98 9 Perm FTE Temp FTE 0.98 Full Time 9 Perm FTE Temp FTE 0.98 Government Relations Neighborhood Services 1 2 Communication & Media Relations 6 0.85 6 0.85 11 0.85 18 1.83 18 1.83 23 1.83 Total 1 2 2009-10 Budget 104 1 2 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 2009-10 Budget Highlights: The approved amount includes the following changes: reduction of $40,000 in funding for contracted services reduction of $10,000 in funding for local sponsorships reduction of $10,000 in funding for local meetings reduction of $16,700 in funding for other miscellaneous line items Expenditures by Type Personal Services Supplies and Services Internal Services Contributions Expenditure Total 2007-08 Actual $854,307 27,609 81,107 55,193 2008-09 Budget $918,141 203,608 66,453 27,000 2008-09 Revised $854,313 173,755 64,585 20,432 2009-10 Budget $983,496 153,908 82,676 20,000 $1,163,023 $1,215,202 $1,092,653 $1,220,080 $6.95 $7.20 $6.48 $7.18 Per Capita Authorized Personnel Community Relations Administration; Mayor and Council Staff Total 2007-08 Actual Full Perm Temp Time FTE FTE 9 9 2008-09 Revised Full Perm Temp Time FTE FTE 0.98 0.98 9 9 105 0.98 0.98 Full Time 9 9 2009-10 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 2009-10 Budget Highlights: The approved amount includes the following changes: reduction of $30,600 in funding for contracted services reduction of $4,100 in funding for miscellaneous line items Expenditures by Type Personal Services 2007-08 Actual $139,502 2008-09 Budget $147,226 2008-09 Revised $145,020 2009-10 Budget $160,420 Supplies and Services 115,831 112,455 112,455 78,255 Internal Services 21,544 16,624 16,388 18,293 Contributions 41,216 112,853 113,969 13,969 $318,093 $389,158 $387,832 $370,937 $1.9 $2.31 $2.30 $2.19 Expenditure Total Per Capita 2007-08 Actual Authorized Personnel Government Relations Total Full Time 1 Perm FTE 2008-09 Revised Temp FTE Full Time 1 1 Perm FTE 2009-10 Budget Temp FTE 1 Full Time 1 Perm FTE Temp FTE 1 Related Strategic Issue: Community Development, Community Sustainability 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 2007-08 Actual Measures 2008-09 Budget 2008-09 Revised 2009-10 Budget Joint City Council/Legislative meetings 2 2 2 2 Briefings with federal legislative delegation 2 2 2 2 106 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 2009-10 Budget Highlights: The approved amount includes the following change: reduction of $1,535 in funding for miscellaneous line items Expenditures by Type Personal Services Supplies and Services Internal Services Expenditure Total Per Capita 2007-08 Actual $214,612 2008-09 Budget $227,059 2008-09 Revised $225,246 2009-10 Budget $224,675 11,257 13,350 11,725 11,815 7,476 $233,345 $1.40 6,895 $247,304 $1.47 6,701 $243,672 $1.45 7,866 $244,356 $1.44 2007-08 Actual Authorized Personnel Neighborhood Services Total Full Time 2 2 Perm FTE 2008-09 Revised Temp FTE Full Time 2 2 Perm FTE Temp FTE 2009-10 Budget Full Time 2 2 Perm FTE Temp FTE Related Strategic Issue: Quality of Life Goal: To preserve and improve neighborhoods in the City of Tempe by encouraging resident participation in decision-making processes Objective: 1) To increase participating households by 1%; 2) strengthen a sense of community by establishing partnerships between neighborhoods and schools, businesses and civic organizations through neighborhood association mailings, a listserv and 95% attendance at neighborhood association meetings; and 3) return resident contacts within 24 hours, 95% of the time Measures Participating households 2007-08 Actual 2008-09 Budget 2008-09 Revised 2009-10 Budget 39,024 39,750 39,500 40,000 Percent change Grant applications received Neighborhood association mailings 1.9% (0.6%) 1.3% 37 35 42 35 54,705 45,000 40,000 40,000 Neighborhood association meetings attended (percent of total) 97% 95% 97% 95% Resident contact returned in 24 hours 99% 95% 98% 95% 107 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 2009-10 Budget Highlights: The approved amount includes the following changes: reduction in $20,600 of funding for contracted services reduction in $16,000 of funding for travel and training reduction in $59,814 of funding for other miscellaneous line items The approved budget also includes the following reorganization changes: addition of one Call Center Supervisor position (January 2010) one Community Outreach/Marketing Coordinator II+ position transferred into the division from the Parks and Recreation Department, two Management Assistant II positions transferred in from the Water/Wastewater and Performing Arts Funds, respectively, and one Community Relations Coordinator transferred in from the Rio Salado Fund. The positions transferred to the division from the Water/Wastewater, Performing Arts and Rio Salado Funds will continue to be paid from those funds. Expenditures by Type 2007-08 Actual Personal Services 2008-09 Budget 2008-09 Revised 2009-10 Budget $605,330 $644,954 $634,410 $824,910 Supplies and Services 393,312 360,766 256,999 274,352 Internal Services 111,866 99,789 95,536 105,966 Contributions Expenditure Total 16,734 30,000 20,000 20,000 $1,127,242 $1,135,509 $1,006,945 $1,225,228 $6.74 $6.74 $5.98 $7.22 Per Capita Authorized Personnel Communication & Media Relations Total Full Time 2007-08 Actual Perm Temp FTE FTE 6 6 0.85 0.85 2008-09 Revised Full Perm Temp Time FTE FTE 6 6 0.85 0.85 Full Time 2009-10 Budget Perm Temp FTE FTE 11 11 0.85 0.85 Related Strategic Issue: Quality of Life 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 attain 70% resident satisfaction with the availability of information about City programs and services; 2) attain 65% resident satisfaction with City efforts to inform residents about local issues; 3) provide information to the community through newsletters, brochures, press releases and advertising; 4) design and produce high quality informational publications, promotional items and visual graphics for all City departments that reflect the image of Tempe; and 5) provide the City with high quality audio/visual, media production and Tempe 11 television programming services 2007-08 Actual 2008-09 Budget 2008-09 Revised 2009-10 Budget Resident satisfaction with the availability of information about City programs and services* 67% 70% 70% 70% Resident satisfaction with City efforts to inform residents about local issues* 61% 65% 65% 65% Informational pieces provided 117 100 115 115 Press releases issued by Communications and Media Relations that result in news stories 85% 85% 87% 87% Tempe 11 electronic program guide accuracy and playback reliability 96% 95% 98% 98% Video-on-Demand access of public meetings within one working day N/A 95% 98% 98% Measures *Measured by the percent of residents that responded with “Very Satisfied” or “Satisfied” in the annual Community Attitude Survey 108 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 2009-10 Budget Highlights: The approved amount includes the following changes: reduction of $2,871 in funding for wages reduction of $5,000 in funding for advertising reduction of $5,873 in funding for other miscellaneous supplies and services Expenditure by Type 2007-08 Actual 2008-09 Budget 2008-09 Revised 2009-10 Budget Personal Services Supplies and Services Internal Services $384,603 322,294 41,122 $393,063 394,272 37,152 $393,348 204,272 36,113 $462,661 383,399 38,159 Expenditure Total $748,020 $824,487 $633,733 $884,219 $4.47 $4.89 $3.76 $5.21 Per Capita 2007-08 Actual Authorized Personnel City Clerk Total Full Time 4 Perm FTE 4 2008-09 Revised Temp FTE 0.58 Full Time 4 0.58 4 Perm FTE 2009-10 Budget Temp FTE 0.58 Full Time 4 0.58 4 Perm FTE Temp FTE 0.58 0.58 Related Strategic Issue: Quality of Life Goal: To keep City personnel and board and commission members informed and up-to-date on open meeting laws requirements, council packet submission requirements, and County regulations regarding recording of documents Objective: To conduct semi-annual training sessions to 25% of City Departments on open meeting law requirements, proper submission of council agenda packets, and document recording requirements 2007-08 2008-09 2008-09 2009-10 Actual Budget Revised Budget Measures Departments that were provided training within the year 69% 25% 75% 25% Related Strategic Issue: Quality of Life Goal: To establish and maintain an active continuing program to comply with the Arizona public records disclosure laws Objective: To respond to all public records information requests within two business days, 95% of the time 2007-08 2008-09 2008-09 2009-10 Actual Budget Revised Budget Measures Public records requests responded within 2 days 99% 109 95% 99% 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 2009-10 Budget Highlights: The approved amount includes the following changes: elimination of one vacant Court Services Specialist position the shifting of five positions to state grant funds, as follows: -Court Interpreter to the Fill the Gap Fund -Court Services Supervisor to the Judicial Collections Enhancement Fund (JCEF) -Court Services Specialist to JCEF -Court Training Coordinator to JCEF -Deputy Court Manager to the Court Enhancement Fund (effective January 2010) reduction of $12,583 in funding for wages and overtime reduction of $10,535 in funding for miscellaneous line items Expenditures by Type Personal Services 2007-08 Actual $2,952,933 2008-09 Budget $3,404,634 2008-09 Revised $3,178,334 2009-10 Budget $3,006,835 657,960 664,129 679,129 703,594 Supplies and Services Internal Services Expenditure Total 539,161 447,433 433,891 548,745 $4,150,054 $4,516,196 $4,291,354 $4,259,174 $24.78 $26.78 $25.45 $25.08 Per Capita Expenditures by Division 2007-08 Actual 2008-09 Budget 2008-09 Revised 2009-10 Budget City Court - Administration $2,132,645 $2,163,489 $2,052,652 $2,035,851 824,991 906,056 922,956 850,523 1,192,418 1,446,651 1,315,746 1,372,800 $4,150,054 $4,516,196 $4,291,354 $4,259,174 Criminal Division Civil Division Expenditure Total 110 2007-08 Actual Authorized Personnel City Court - Administration Full Time 11 Civil Division Criminal Division Total Temp FTE Full Time 11 16 2.10 9 2.10 4.20 41 36 Perm FTE .65 2008-09 Revised .65 Perm FTE .65 2009-10 Budget Temp FTE Full Time 11 19 2.10 18 11 2.10 11 4.20 40 .65 Perm FTE .65 Temp FTE 2.10 1.96 .65 4.06 Related Strategic Issue: Quality of Life 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 2007-08 Actual 2008-09 Budget 2008-09 Revised 2009-10 Budget Total number of filings 150,861 134,270 121,712 121,712 Total number of dispositions 152,220 131,584 119,278 119,278 101% 98% 98% 98% Clearance ratio 111 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 2009-10 Budget Highlights: The approved amount includes the following changes: elimination of a 0.5 FTE vacant Human Resources Tech position reduction of $164,715 in funding for miscellaneous line items Expenditures by Type Personal Services Supplies and Services 2007-08 Actual Expenditure Total 2008-09 Revised 2009-10 Budget $2,529,235 $2,790,746 $2,636,410 $2,738,447 1,138,777 1,045,951 1,075,951 998,132 Capital Outlay Internal Services 2008-09 Budget 54,484 (443,082) (540,150) (533,584) (514,537) $3,279,414 $3,296,547 $3,178,777 $3,222,042 $19.58 $19.55 $18.85 $18.97 Per Capita Expenditures by Division 2007-08 Actual 2008-09 Budget 2008-09 Revised 2009-10 Budget Human Resources $2,604,804 $2,508,085 $2,528,790 $2,482,601 Tempe Learning Center Total 674,610 788,462 649,987 739,441 $3,279,414 $3,296,547 $3,178,777 $3,222,042 112 Authorized Personnel Human Resources Tempe Learning Center Total Full Time 18 2007-08 Actual Perm Temp FTE FTE 0.50 2008-09 Revised Full Perm Temp Time FTE FTE 19 0.50 2 4 22 4 0.50 Full Time 19 2009-10 Budget Perm Temp FTE FTE 4 23 0.50 2 23 Related Strategic Issue: Quality of Life 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 2007-08 Actual 2008-09 Budget 2008-09 Revised 2009-10 Budget 8.2% 9.0% 7.4% 9.5% Related Strategic Issue: Quality of Life 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 complaints filed and grievances brought forth 2007-08 Actual Measures 2008-09 Budget 2008-09 Revised 2009-10 Budget Equal Employment Opportunity Commission (EEOC) complaints 5 2 0 0 Formal grievances 3 3 1 0 113 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 2009-10 Budget Highlights: The approved amount includes the following change: reduction of $9,750 in funding for miscellaneous line items Expenditures by Type 2007-08 Actual 2008-09 Budget 2008-09 Revised 2009-10 Budget Personal Services $784,160 $909,102 $751,496 $855,787 Supplies and Services 104,769 86,793 106,793 77,041 Internal Services (214,319) (207,433) (208,302) (193,387) Expenditure Total $674,610 $788,462 $649,987 $739,441 $4.03 $4.68 $3.85 $4.35 Per Capita 2007-08 Actual Authorized Personnel Tempe Learning Center Total Full Time 4 Perm FTE 2008-09 Revised Temp FTE 4 Full Time 4 Perm FTE Temp FTE 4 2009-10 Budget Full Time 4 Perm FTE Temp FTE 4 Related Strategic Issue: Education Partnerships 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 improvement rate among participants; 2) maintain a 90% percent approval rating for consultation services provided; and 3) obtain a 95% successful completion rate for all courses with each education partnership degree program Measures Participants who rated improved knowledge, skills and competence as a result of TLC training and development programming Participants who rate TLC consultation services as satisfactory or higher Education partnership participants who successfully completed assigned classes 114 2007-08 Actual 2008-09 Budget 2008-09 Revised 2009-10 Budget 93% 90% 89% 90% n/a n/a n/a 90% 90% 95% 92% 95% This page intentionally left blank. 115 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 2009-10 Budget Highlights: The approved amount includes the following changes: elimination of two vacant Legal Assistant positions elimination of one vacant Assistant City Attorney position reduction of $41,274 in funding for wages reduction of $55,600 in funding for consulting and legal services Expenditures by Type Personal Services 2007-08 Actual $3,300,639 2008-09 Budget $3,330,431 2008-09 Revised $3,059,393 2009-10 Budget $3,068,014 Materials and Supplies 115,396 194,212 121,543 139,753 Internal Services Expenditure Total 99,020 113,328 102,513 146,616 $3,515,055 $3,637,971 $3,283,449 $3,354,383 $20.99 $21.57 $19.47 $19.75 Per Capita 2007-08 Actual Authorized Personnel City Attorney Total 2008-09 Revised 2009-10 Budget Full Time 27 Perm FTE 1.75 Temp FTE 0.62 Full Time 27 Perm FTE 1.75 Temp FTE 0.62 27 1.75 0.62 27 1.75 0.62 116 Full Time 24 24 Perm FTE 1.75 1.75 Temp FTE Related Strategic Issue: Quality of Life Goal: To provide prompt legal services Objective: To achieve a 98% satisfaction rating from departments responding to the Civil Client Satisfaction Survey Measures 2007-08 Actual Departments indicating a positive response to promptness 100% 2008-09 Budget 98% 2008-09 Revised 96% 2009-10 Budget 98% Related Strategic Issue: Quality of Life Goal: To provide excellent customer service Objective: To maintain 100% satisfaction rating from departments responding to the Civil Client Satisfaction Survey Measures Departments indicating a positive response to courteous and approachable services 2007-08 Actual 2008-09 Budget 2008-09 Revised 2009-10 Budget 100% 100% 100% 100% 2007-08 Actual 2008-09 Budget 2008-09 Revised 2009-10 Budget 100% 100% 100% 100% 2007-08 Actual 2008-09 Budget 2008-09 Revised 2009-10 Budget 75% 75% 80% 80% Related Strategic Issue: Quality of Life Goal: To provide prompt disposal of DUI cases Objective: To dispose of 100% of DUI cases within 180 days Measures DUI cases disposed of within 180 days Related Strategic Issue: Quality of Life Goal: To increase victim’s rights satisfaction rating Objective: To achieve an 80% victim’s rights satisfaction rating Measures Victim’s rights satisfaction rating 117 Financial Services Financial Services Administration Risk Management Budget Procurement 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, Procurement, Tax and License and Customer Services. The department’s operational functions include all finance, accounting, budget, revenue audit and collections, purchasing, business licensing responsibilities, loss control 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 2007-08 Actual 2008-09 Budget 2008-09 Revised 2009-10 Budget $5,775,984 $6,666,614 $5,853,489 $6,478,126 Supplies and Services 4,405,447 5,426,914 5,440,183 5,485,945 83,947 21,000 105,250 Capital Outlay 750 Internal Services (3,926,880) (5,302,674) (5,194,028) (5,149,533) Expenditure Total $6,338,498 $6,811,854 $6,204,894 $6,815,288 $37.85 $40.40 $36.80 $40.13 Per Capita Expenditures by Division 2007-08 Actual 2008-09 Budget 2008-09 Revised 2009-10 Budget Financial Services Administration $182,295 $204,280 $196,582 $131,082 258,802 289,651 287,961 269,573 1,090,776 1,039,048 984,212 1,122,813 Budget Accounting Risk Management 22,386 Procurement 1,321,290 1,333,912 1,247,276 1,269,191 Tax and License 1,571,623 1,776,896 1,481,257 1,708,752 Customer Services* 1,891,326 2,168,067 2,007,606 2,313,877 $6,338,498 $6,811,854 $6,204,894 $6,815,288 Total *Funded by the Water/Wastewater Fund 118 2007-08 Actual Authorized Personnel Administration Budget Accounting Risk Management Full Time Perm FTE 2008-09 Revised Temp FTE 2 4 Procurement 12 Tax and License 17 Customer Services 21 Total 70 Perm FTE Temp FTE 2 0.63 0.50 0.62 0.63 0.50 12 0.62 119 71 Temp FTE 0.63 0.50 12 16 21 1.25 11 7 18 0.50 Perm FTE 4 10 4 Full Time 2 4 10 4 Full Time 2009-10 Budget 21 0.50 1.25 73 0.50 0.63 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 2009-10 Budget Highlights: No change in staffing levels 2007-08 Actual 2008-09 Budget 2008-09 Revised 2009-10 Budget $737,900 $792,168 $788,114 $791,582 40,673 38,386 34,400 85,026 Internal Services (337,476) (336,623) (337,971) (475,953) Expenditure Total $441,097 $493,931 $484,543 $400,655 $2.63 $2.93 $2.87 $2.36 Expenditures by Type Personal Services Supplies and Services Capital Outlay Per Capita 2007-08 Actual Authorized Personnel Administration Full Time 2 Perm FTE 2008-09 Revised Temp FTE Full Time 2 Perm FTE Temp FTE 2009-10 Budget Full Time 2 Budget 4 4 4 Total 6 6 6 Perm FTE Temp FTE Related Strategic Issue: Technology, Economic and Community Development 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) 2007-08 Actual 2008-09 Budget 30% >25% 2008-09 Revised 2009-10 Budget Administration Fund balance coverage - General Fund General obligation bond rating (Standard & Poor's/Moody’s/Fitch) AA+/Aa1/AAA 34% >21% AA+/Aa1/AAA AAA/Aa1/AAA AAA/Aa1/AAA Related Strategic Issue: Technology, Economic and Community Development Goal: To provide quality customer service to all citywide user departments Objective: To achieve a 90% or higher satisfaction with overall service provided by the Budget Office 2007-08 2008-09 2008-09 Actual Budget Revised Measures 2009-10 Budget Budget Overall satisfaction with service 87% 120 90% 92% >90% Accounting Accounting services include payroll, accounts payable, cash management, special assessments, accounts receivable, and financial reporting. FY 2009-10 Budget Highlights: The approved amount includes the following changes: reduction of $10,281 in funding for overtime reduction of $30,000 in funding for accounting, audit, and EDP The approved budget also includes the reorganization of a Transit Financial Analyst position into the Accounting Division. This position is funded by the Transit Fund. 2007-08 Actual Expenditures by Type Personal Services Supplies and Services Capital Outlay 2008-09 Budget 2009-10 Budget $825,199 $900,558 $847,444 $905,387 517,230 379,200 379,200 384,000 (240,710) (242,432) (166,574) 7,218 Internal Services (258,871) Expenditure Total $1,090,776 $1,039,048 $984,212 $1,122,813 $6.51 $6.16 $5.84 $6.61 Per Capita 2007-08 Actual Authorized Personnel Accounting Total 2008-09 Revised Full Time 10 10 Perm FTE 2008-09 Revised Temp FTE 0.63 0.63 Full Time 10 10 Perm FTE Temp FTE 0.63 0.63 2009-10 Budget Full Time 11 11 Perm FTE Temp FTE 0.63 0.63 Related Strategic Issue: Technology, Economic and Community Development 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 2007-08 Actual 2008-09 Budget 2008-09 Revised 2009-10 Budget Unqualified opinion from independent auditor Yes Yes Yes Yes GFOA Certificate of Excellence Yes Yes Yes Yes Measures Related Strategic Issue: Technology, Economic and Community Development 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 97% of the time 2007-08 2008-09 2008-09 2009-10 Actual Budget Revised Budget Measures Compare the purchase order dispatch date/invoice date 95% 121 90% 97% 97% 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 Management Fund. FY 2009-10 Budget Highlights: The approved amount includes the following change: transfer of the budget for liability premiums totaling $130,082 from the Risk Management Fund to the Water, Transit and Performing Arts Funds The approved budget also includes the shifting of the funding for one Safety & Risk Coordinator position from the Risk Management Fund into the Water/Wastewater Fund. The approved budget also includes the reorganization of three full-time positions into the Risk Management Division, including an Industrial Hygienist and two Safety & Training Coordinator positions. These three positions are funded by the Water/Wastewater Fund. Expenditures by Type Personal Services 2007-08 Actual $424,735 2008-09 Budget $733,106 2008-09 Revised $518,508 2009-10 Budget $630,594 Supplies and Services 2,956,443 3,953,697 4,045,537 3,832,115 (4,686,803) (4,564,045) (4,462,709) Capital Outlay 28,423 Internal Services (3,387,215) Expenditure Total Per Capita $22,386 $0 $0 $0 $.013 $0 $0 $0 2007-08 Actual Authorized Personnel Risk Management Total Full Time 4 Perm FTE 0.50 4 0.50 2008-09 Revised Temp FTE Full Time 4 Perm FTE 0.50 4 0.50 Temp FTE 2009-10 Budget Full Time 7 Perm FTE 0.50 7 0.50 Temp FTE *Includes four full-time positions funded by the Water/Wastewater Fund Related Strategic Issue: Technology, Economic and Community Development Goal: To partner with all City departments in the detection, elimination, and control of potential loss exposures to the City Objective: 1) To investigate all Indemnity claims within 7 days; and 2) maximize annual subrogation recovery 2007-08 Actual Measures Claims investigated within 7 days Workers’ Compensation claims 2008-09 Revised 2009-10 Budget 100% 100% 100% 100% $1,179,272 $771,150 $1,150,426 $1,000,000 (34%) 49% (13%) $207,758 $207,758 $183,621 $215,000 0% (12%) 17% Percent change Subrogation recovery totals 2008-09 Budget Percent change 122 Procurement Procurement functions include purchasing, contract negotiations for goods and services, and surplus property management. FY 2009-10 Budget Highlights: The approved amount includes the following changes: reduction of $14,967 in funding for overtime reduction of $3,199 in funding for wages reduction of $50,000 in funding for postage Also approved for FY 2009-10 is the reorganization of the Duplicating functions, including 4 full-time positions, into the Information Technology Department. This reorganization is not reflected in the displayed budget and authorized personnel tables due to timing issues. 2007-08 Actual Expenditures by Type Personal Services Supplies and Services 2008-09 Budget 2008-09 Revised 2009-10 Budget $932,286 $1,008,915 $910,182 $977,119 508,823 475,754 490,169 444,817 Capital Outlay 676 Internal Services (120,495) Expenditure Total (150,757) $1,247,276 $1,269,191 $7.89 $7.91 $7.40 $7.47 2007-08 Actual Authorized Personnel Procurement Total 12 Perm FTE (152,745) $1,333,912 Per Capita Full Time 12 (153,075) $1,321,290 2008-09 Revised Temp FTE 0.62 Full Time 12 0.62 12 Perm FTE 2009-10 Budget Temp FTE 0.62 Full Time 12 0.62 12 Perm FTE Temp FTE Related Strategic Issue: Technology, Economic and Community Development 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 50% of lower cost items through annual contracts; and 2) maintain 100% compliance with the American Bar Association Model Procurement Code 2007-08 2008-09 2008-09 Actual Budget Revised Measures Lower cost purchases made through annual contracts Conformity to American Bar Association Model Procurement Code 123 2009-10 Budget 54% 45% 50% 50% 100% 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 2009-10 Budget Highlights: The approved amount includes the following changes: elimination of a vacant Tax and License Administrator position elimination of a vacant Financial Services Tech II+ position 2007-08 Actual 2008-09 Budget 2008-09 Revised 2009-10 Budget $1,305,058 $1,566,888 $1,296,631 $1,468,166 Supplies and Services 72,823 56,380 36,880 78,880 Capital Outlay 15,116 1,500 178,626 152,128 147,746 161,706 $1,571,623 $1,776,896 $1,481,257 $1,708,752 $9.39 $10.54 $8.78 $10.06 Expenditures by Type Personal Services Internal Services Expenditure Total Per Capita 2007-08 Actual Authorized Personnel Tax and License Full Time 17 Total Perm FTE 2008-09 Revised Temp FTE Full Time 18 17 Perm FTE Temp FTE 2009-10 Budget Full Time 16 18 Perm FTE Temp FTE 16 Related Strategic Issue: Technology, Economic and Community Development 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 90% of the time; 2) have less than 5% of completed audits be protested; and 3) have protested audits upheld 80% of the time Measures 2007-08 Actual Audits completed within six months Completed audits protested Protested audits upheld as valid 124 2008-09 Budget 2008-09 Revised 2009-10 Budget 94% 80% 95% 90% 3% 10% 2% 5% 100% 80% 100% 80% 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 2009-10 Budget Highlights: No change in staffing levels FY 2009-10 Capital Budget Operating Impacts: As part of the Capital Improvement Program Budget, funding was approved for a utility billing system upgrade 2007-08 Actual Expenditures by Type Personal Services 2008-09 Budget $1,550,806 $1,664,979 Supplies and Services 2008-09 Revised 2009-10 Budget $ 1,492,610 $1,705,278 661,107 309,507 521,997 453,997 Capital Outlay 32,462 21,000 105,250 Internal Services (1,449) (39,909) Expenditure Total $2,168,067 $2,007,606 $2,313,877 $11.29 $12.86 $11.91 $13.63 2007-08 Actual Total Full Time 21 (53,258) $1,891,326 Per Capita Authorized Personnel Customer Services 750 (44,251) Perm FTE 2008-09 Revised Temp FTE 21 Full Time 21 Perm FTE Temp FTE 21 2009-10 Budget Full Time 21 Perm FTE Temp FTE 21 Related Strategic Issue: Quality of Life 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% 2007-08 2008-09 2008-09 2009-10 Actual Budget Revised Budget Measures Monthly call center reports (average speed answered) Monthly call center reports (abandoned call rate) 125 34 sec. 58 sec. 33 sec. 58 sec. 5% <5.8% <5.8% <5.8% Information Technology Information Technology Administration Application Services PC Services Systems Administration Network Operations Customer Support Data Center Operations 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 2009-10 Budget Highlights: Reorganized to create a seventh division, Customer Support, to meet the needs of internal customers. The new division is comprised of employees from the PC Services and Application Services divisions. The approved budget includes the following changes: elimination of one vacant IT support analyst position elimination of one vacant Enterprise Network Technician position elimination of one Senior Tech Support Analyst position reduction of $290,000 in funding for PC refresh reduction of $280,000 in funding for server refresh reduction of $550 in funding for telecommunications Also, one Engineering GIS Analyst Supervisor position was transferred from the Public Works Engineering Division as part of a reorganization to streamline and improve City services. The approved amount does not include the impact of a reorganization of duplicating staff from the Financial Services department into ITD that will be completed during FY 2009-10. This reorganization is not reflected in the displayed budget and authorized personnel tables. due to timing issues. 126 Expenditures by Type Personal Services Supplies and Services 2007-08 Actual 2008-09 Budget $7,566,326 $8,373,007 6,271,159 5,746,036 Capital Outlay 2008-09 Revised $8,188,131 5,481,521 2009-10 Budget $8,110,323 7,033,961 541,792 Internal Services 4,400 (14,379,277) Expenditure Total Per Capita* (14,119,043) (13,669,652) (15,148,684) $0 $0 $0 $0 $85.87 $83.73 $81.06 $89.21 *Based on Internal Services expenditure amounts and displayed for informational purposes 2007-08 Actual 2008-09 Budget 2008-09 Revised 2009-10 Budget $2,803,316 $1,586,444 $1,559,917 $1,818,828 PC Services 1,924,162 1,965,355 1,952,696 1,264,855 Customer Support/Application Services/ Data Management/Public Access Systems/Project Mgt 4,435,275 Systems & Network Administration/Data Center Operations 3,229,447 Telecommunications 1,987,077 Network Operations 2,853,118 2,422,510 2,051,964 Application Services 5,808,942 5,713,233 6,720,748 Systems Administration 1,057,889 1,168,352 1,600,126 Data Center Operations 847,295 852,944 862,727 Expenditures by Division Administration Customer Support 829,436 Internal Services (14,379,277) Total 2007-08 Actual Authorized Personnel Administration PC Services (14,119,043) $0 Full Time Perm FTE Temp FTE 4 8 (13,669,652) $0 2008-09 Revised Full Time Perm FTE Temp FTE Full Time 5 3 Network Operations 12 11 Application Services 38 Systems & Network Administration/ Data Center Operations 20 Telecommunications 6 38 34 Systems Administration 7 6 Data Center Operations 6 6 76 9 74 Customer Support Total 76 127 $0 2009-10 Budget 5 8 Customer Support/Application Svcs/ Data Management/Public Access Systems/Project Management (15,148,684) $0 Perm FTE Temp FTE Related Strategic Issue: Technology, Economic and Community Development Goal: To provide prompt response to computer system problems Objective: 1) To resolve 87% of incoming calls to the Helpdesk within 30 minutes; 2) settle 10% 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 2007-08 2008-09 2008-09 2009-10 Measures Actual Budget Revised Budget Calls resolved within 30 minutes 86% 87% 87% 87% Second level calls resolved within 4 hours Calls requiring longer than 4 hours to resolve 11% 10% 10% 10% 3% 3% 3% 3% Related Strategic Issue: Technology, Economic and Community Development Goal: To minimize system downtime Objective: To average less than 30 milliseconds for PC to server response time during peak traffic load Measures PC to server response time during peak traffic load (milliseconds) 2007-08 Actual 2008-09 Budget 2008-09 Revised 2009-10 Budget 30 28 28 28 Related Strategic Issue: Technology, Economic and Community Development Goal: To provide prompt computer response time Objective: To target 99.93% network access availability for voice and data Measures 2007-08 Actual 2008-09 Budget 2008-09 Revised 2009-10 Budget Network access availability for voice and data 99.93% 99.93% 99.93% 99.93% 128 This page intentionally left blank. 129 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 a 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 2009-10 Budget Highlights: The approved amount includes the following changes: elimination of a vacant Building Code Complaint Investigator position elimination of a vacant Senior Planner position transfer of an Administrative Assistant II+ position to the Fire Department reduction in $88,044 of funding for overtime reduction of $6,735 of funding for wages reduction of $49,724 in funding for miscellaneous line items The approved amount does not include the impact of a reorganization of code enforcement staff from the Community Development department into Development Services that will be completed during FY 2009-10. 130 2007-08 Actual Expenditures by Type Personal Services 2008-09 Budget 2008-09 Revised 2009-10 Budget $5,278,013 $5,590,884 $5,415,930 $5,583,944 Supplies and Services 541,895 312,996 217,996 172,064 Capital Outlay 271,005 Internal Services Expenditure Total 825,883 658,459 627,644 763,795 $6,916,796 $6,562,339 $6,261,570 $6,519,803 $41.30 $38.92 $37.13 $38.39 Per Capita 2007-08 Actual Expenditures by Division 2008-09 Budget 2008-09 Revised 2009-10 Budget Development Services - Administration $854,995 $685,424 $700,220 $726,126 Building Safety and Permits 3,932,546 3,631,612 3,427,819 3,581,360 Planning 2,129,255 2,245,303 2,133,531 2,212,317 $6,916,796 $6,562,339 $6,261,570 $6,519,803 Total 2007-08 Actual Authorized Personnel Development Services - Administration Full Time 3 Perm FTE 2008-09 Revised Temp FTE Full Time 3 Perm FTE 2009-10 Budget Temp FTE Full Time 3 Perm FTE Temp FTE Building Safety and Permits 34 2.00 33 2.00 32 .66 Planning 22 1.86 21 1.86 19 1.86 Total 59 3.86 57 3.86 54 2.52 Related Strategic Issue: Technology, Economic and Community Development 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) complete 95% of preliminary site plan reviews by due date; 4) complete and submit 100% of all city clerk reports on time; 5) serve 100% of customers within five minutes of arrival; and 6) accurately perform front counter activities 95% of the time 2007-08 2008-09 2008-09 2009-10 Actual Budget Revised Budget Measures Building inspections completed within one day of request Plan reviews processed within agreed time frame Complete all preliminary site plan reviews by due date Complete and submit all reports to City Clerk on time Customers served within five minutes of arrival Accuracy of front counter activities 131 100% 100% 100% 100% 95% 95% 95% 95% N/A 95% 95% 95% N/A 100% 100% 100% 100% 100% 100% 100% 95% 95% 95% 95% 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. 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. 132 2007-08 Actual 2008-09 Revised 2009-10 Budget $5,020,538 $4,565,491 $4,872,154 10,508,361 10,195,126 11,459,808 12,388 13,000 14,003 89,225 Internal Services 896,720 470,297 438,800 514,945 Contributions 581,197 583,705 583,705 611,516 $16,208,166 10,257 $16,606,158 $15,797,125 35,514 $17,583,162 $96.79 $98.48 $93.68 $103.55 Expenditure by Type Personal Services $4,523,265 Supplies and Services 10,194,596 Capital Outlay 2008-09 Budget Contingencies Expenditure Total Per Capita 2007-08 Actual Expenditures by Division 2008-09 Budget 2008-09 Revised 2009-10 Budget Administration/Economic Development $1,173,660 $1,224,121 $1,135,191 $1,093,651 Revitalization/Redevelopment 14,097,431 14,112,140 13,409,191 15,302,681 937,075 $16,208,166 1,269,897 $16,606,158 1,252,743 $15,797,125 1,186,830 $17,583,162 Rio Salado Total 2007-08 Actual Authorized Personnel Administration/Economic Development Revitalization/Redevelopment Rio Salado Total Full Time 8 Perm FTE 2008-09 Revised Temp FTE 1.00 Full Time 8 Perm FTE 2009-10 Budget Temp FTE 1.00 Full Time 7 Perm FTE Temp FTE 1.00 37 6.60 36 1.60 5.00 37 6.60 9 0.49 9 0.49 8 54 8.09 54 8.09 51 133 0.49 1.60 6.49 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 2009-10 Budget Highlights: The approved amount includes the following changes: elimination of one vacant Executive Assistant position funding for 33% of the Community Development Manager’s salary from CDBG/Section 8 funds reduction of $3,000 in funding for advertising reduction of $3,000 in funding for travel Also approved for FY 2009-10 is the reorganization of the Transportation Planning functions, including 7 full-time positions, from the Public Works Department into the Community Development Department. This reorganization is not reflected in the displayed budget and authorized personnel table below due to timing issues. This reorganization is scheduled to be completed during FY 2009-10. Expenditures by Type Personal Services Supplies and Services Capital Outlay 2008-09 Budget $885,985 2008-09 Revised $799,702 2009-10 Budget $738,549 143,057 115,630 114,560 109,630 1,473 Internal Services Contributions Expenditure Total Per Capita Authorized Personnel 2007-08 Actual $791,774 72,702 57,087 55,510 80,053 164,654 165,419 165,419 165,419 $1,173,660 $1,224,121 $1,135,191 $1,093,651 $7.01 $7.45 $6.73 $6.44 2007-08 Actual Full Perm Temp Time FTE FTE 2008-09 Revised Full Perm Temp Time FTE FTE 2009-10 Budget Full Perm Temp Time FTE FTE Administration/Economic Development 8 1.00 8 1.00 7 1.00 Total 8 1.00 8 1.00 7 1.00 Related Strategic Issue: Technology, Economic and Community Development Goal: To expand and diversify the Tempe economy Objective: To grow the tax base and job market in the community 2007-08 Actual Measures Opportunities to retain Tempe businesses 2008-09 Budget 2008-09 Revised 2009-10 Budget 20 60 65 50 Jobs generated by new companies 2,041 1,600 1,700 1,200 New businesses brought to Tempe 19 14 15 8 6 12 8 10 Successful business retention and expansions 134 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 2009-10 Budget Highlights: The approved amount includes the following changes: elimination of one vacant Deputy Community Development Manager position Also, funding was provided for two part-time positions (1.60 FTE) as part of the Homeless Outreach Program Effort (HOPE). These positions were previously funded as temporary part-time positions. Expenditures by Type Personal Services 2007-08 Actual 2008-09 Budget 2008-09 Revised 2009-10 Budget $2,934,776 $3,240,760 $2,925,602 $3,347,475 Supplies and Services 9,771,613 10,100,874 9,748,995 11,025,321 7,477 13,000 13,000 70,725 Internal Services 967,024 328,963 303,308 377,549 Contributions 416,541 418,286 418,286 446,097 $13,409,191 $79.52 $15,302,681 $90.12 Capital Outlay Contingencies Expenditure Total Per Capita 10,257 $14,097,431 $84.18 2007-08 Actual Authorized Personnel Revitalization/Redevelopment Total Full Time 37 37 Perm FTE Temp FTE 6.60 6.60 35,514 $14,112,140 $83.69 2008-09 Revised Full Time 37 37 Perm FTE Temp FTE 6.60 6.60 2009-10 Budget Full Time 36 36 Perm FTE 1.60 1.60 Temp FTE 5.00 5.00 Related Strategic Issue: Technology, Economic and Community Development Goal: To obtain compliance with City codes that relate to nuisances, property enhancements, rental housing and zoning ordinance requirements Objective: 1) To resolve code issues within 40 days or less; 2) close 100% of code enforcement cases received; and 3) achieve a 90% voluntary compliance rate for property owners cited with a code violation 2007-08 Actual Measures 2008-09 Budget 2008-09 Revised 2009-10 Budget 36 40 40 40 Code enforcement cases received 8,871 7,000 7,000 7,000 Code enforcement cases closed 8,846 7,000 7,000 7,000 99% 100% 100% 100% Number of days to resolve code violations Percent Closed Cases per inspector per month Code violation voluntary compliance rate 135 69 60 60 60 92% 90% 90% 90% Related Strategic Issue: Housing Goal: To maintain a desirable residential environment through proactive and reactive enforcement of residential property maintenance codes Objective: 1) To maintain a minimum 50/50 ratio between proactive and reactive code responses; 2) minimize the resident level of dissatisfaction with the maintenance of residential property in their neighborhood to less than 18%; and 3) minimize the resident level of dissatisfaction with the responsiveness of code enforcement complaints to less than 27% 2007-08 2008-09 2008-09 2009-10 Actual Budget Revised Budget Measures Ratio between proactive and reactive code responses 55/45 50/50 50/50 50/50 Resident dissatisfaction with the maintenance of private property in their neighborhood* 19.2% <19% 18% <18% Resident dissatisfaction with the responsiveness to code enforcement complaints* 15.9% <15% 27% <27% *Measured by the percent of residents that responded with “Very Satisfied” or “Satisfied” in the annual Community Attitude Survey Related Strategic Issue: Housing, Quality of Life 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% 2007-08 2008-09 2008-09 2009-10 Actual Budget Revised Budget Measures Decent and affordable rental housing units made available 5 5 0 Decent and affordable owner occupied housing units made available 3 5 3 6 20% 20% 20% 20% 25 25 40 40 Percent increase in community partnerships HOPE outreach team providing homeless services to individuals that leads to housing 5 Related Strategic Issue: Housing, Quality of Life 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 2007-08 2008-09 2008-09 2009-10 Actual Budget Revised Budget Measures Households provided with rental assistance Housing Choice Vouchers 1,164 1,082 1,082 1,082 Housing quality inspections 1,779 1,800 1,715 1,800 63 65 58 65 Section 8 Family Self-Sufficiency program participation Related Strategic Issue: Housing, Quality of Life 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 2007-08 2008-09 2008-09 2009-10 Actual Budget Revised Budget Measures Households becoming homeowners with HOME funding 8 12 10 10 Families graduated from Family Self-Sufficiency program 2 5 3 5 0 1 1 1 166 75 75 75 Section 8 families becoming homeowners through HOME or American Dream Down payment Initiative (ADDI) funds Families receiving U.S. Department of Housing and Urban Development (HUD) housing counseling 136 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 2009-10 Budget Highlights: The approved amount includes the reorganization of a Community Relations Coordinator position into the Community Relations Department. This position will remain funded by the Rio Salado Fund. Also approved for FY 2009-10 is the reorganization of the Rio Salado Operations Division, including 3 full-time positions, into the Parks and Recreation Department. This reorganization is not reflected in the displayed budget and authorized personnel table below due to timing issues. This reorganization is scheduled to be completed during FY 2009-10. 2007-08 Actual Expenditures by Type Personal Services Supplies and Services 2008-09 Budget 2008-09 Revised 2009-10 Budget $796,715 $893,793 $840,187 $786,130 279,926 291,857 331,571 324,857 1,003 18,500 Capital Outlay 3,438 Internal Services (143,004) 84,247 79,982 57,343 Expenditure Total $937,075 $1,269,897 $1,252,743 $1,186,830 $5.61 $7.53 $7.43 $6.99 Per Capita Authorized Personnel Rio Salado Total 2007-08 Actual Full Perm Temp Time FTE FTE 9 0.49 9 0.49 2008-09 Revised Full Perm Temp Time FTE FTE 9 0.49 9 0.49 2009-10 Budget Full Perm Temp Time FTE FTE 8 0.49 8 0.49 Related Strategic Issues: Community Sustainability, Mill and Lake District, Neighborhood Parks Rehabilitation and Maintenance Goal: To increase use of Tempe Town Lake and the surrounding Rio Salado parks Objective: 1) To increase revenue from lake and activities in the surrounding parks; and 2) increase development in the Rio Salado region 2007-08 2008-09 2008-09 2009-10 Actual Budget Revised Budget Measures Boat permit revenue $26,040 $25,180 $21,970 $22,720 Boat storage marina revenue $51,537 $50,000 $53,688 $50,000 Boating class revenue $21,627 $21,700 $19,700 $19,800 Boat storage operations center revenue $31,024 $23,000 $31,457 $32,000 Property valuation changed in the Rio Salado Enterprise Fund area 39.4% 38.5% 15.1% 48.3% Percentage of CFD capital assessment repaid by private development 1.9% 2.1% 4.1% 6.0% Percentage of CFD operating and maintenance expenses covered by private development 11.6% 24.6% 16.8% 19.0% Percentage of Total Development City development (facilities) N/A 7% 7% 7% City parks N/A 16% 21% 21% City open space N/A 21% 21% 21% Private development N/A 11% 11% 11% Currently undeveloped N/A 45% 40% 40% 137 Police Office of the Chief Administration Patrol Support Services Investigations Department Purpose: To partner with the residents 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 resident requests for services, and maintenance of support services. Expenditures by Type Personal Services Supplies and Services 2007-08 Actual $55,870,906 2008-09 Budget $59,039,732 2008-09 Revised $60,260,076 2009-10 Budget $58,702,213 5,368,738 7,109,291 6,014,260 6,700,513 Capital Outlay 159,473 90,390 12,769 8,132,005 8,960,309 8,473,070 9,497,570 $69,531,122 $75,199,722 $74,760,175 $74,900,296 $415.22 $445.95 $443.34 $441.08 Expenditures by Division Office of the Chief 2007-08 Actual $5,524,648 2008-09 Budget $6,937,660 2008-09 Revised $5,895,465 2009-10 Budget $6,728,013 Patrol 39,001,750 40,723,236 40,506,619 37,670,493 Support Services 10,911,477 11,173,220 11,333,612 13,772,728 Internal Services Expenditure Total Per Capita (Comparative Benchmark) Investigations Total 14,093,247 16,365,606 17,024,479 16,729,062 $69,531,122 $75,199,722 $74,760,175 $74,900,296 2007-08 Actual Authorized Personnel Office of the Chief Full Time Perm FTE 2008-09 Revised Full Time 3.29 304 3.29 303 3.29 4.70 122 1.70 133 1.70 1.26 128 1.26 118 1.26 9.25 574 6.25 561 6.25 20 Patrol 303 Support Services 120 Investigations 124 Total 567 Perm FTE 2009-10 Budget Temp FTE Temp FTE 20 0.50 0.50 138 Full Time Perm FTE Temp FTE 7 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 2009-10 Budget Highlights: The approved amount reflects the reorganization of the Office of Management, Budget, and Research into the Support Services Division. This reorganization includes the transfer of 13 full-time positions and associated operating expenses. The approved amount also reflects lower estimates for photo radar vendor payments and criminal justice fees in FY 2009-10. Expenditures by Type Personal Services 2007-08 Actual 2008-09 Budget 2008-09 Revised 2009-10 Budget $1,734,302 $2,178,871 $1,885,074 $1,431,355 Supplies and Services 2,865,987 3,338,870 2,599,892 3,936,262 895,078 1,419,919 1,410,499 1,360,396 $5,524,648 $6,937,660 $5,895,465 $6,728,013 $32.99 $41.14 $34.96 $39.62 Capital Outlay 29,281 Internal Services Expenditure Total Per Capita 2007-08 Actual Authorized Personnel Office of the Chief Full Time 20 Total Perm FTE 2008-09 Revised Temp FTE Full Time 20 20 Perm FTE 2009-10 Budget Temp FTE 20 Full Time 7 Perm FTE Temp FTE 7 Related Strategic Issue: Quality of Life 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 a minimum of 85% the level of residents’ satisfaction with the quality of local police services as measured by the Community Attitude Survey; and 2) efficiently manage resources to meet the needs of residents with less than 2.04 sworn full-time equivalents (FTE) per 1,000 capita Measures (Comparative Benchmark) Quality of local police services* Operating and Maintenance Cost per Capita Sworn FTE’s per Capita (1,000) Percent change Non-Sworn FTE’s per Capita (1,000) 2007-08 Actual 2008-09 Budget 2008-09 Revised 2009-10 Budget 76% 80% 83% 85% $352.40 $445.95 $365.35 $365.35 2.05 2.04 2.05 2.04. 4.6% 4.1% 0% (0.6%) 1.23 1.22 1.23 1.16 *Measured by the percent of residents that responded with “Very Satisfied” or “Satisfied” in the annual Community Attitude Survey 139 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 2009-10 Budget Highlights: The approved amount includes the following changes: elimination of two vacant Traffic Enforcement Aide positions reduction of salary expenses of $1,350,000 in anticipation of the receipt of federal Community Oriented Policing Grants and Justice Assistance Grants Expenditures by Type Personal Services Supplies and Services 2007-08 Actual 2008-09 Budget 2008-09 Revised 2009-10 Budget $32,405,762 $32,776,699 $33,427,443 $31,358,004 2,250,431 636,407 1,428,433 109,950 2,800,459 60,260 5,057,605 5,085,818 4,819,232 5,676,082 $39,001,750 $40,723,236 $40,506,619 $37,670,493 $232.90 $241,49 $240.21 $221.84 Capital Outlay Internal Services Expenditure Total Per Capita 2007-08 Actual Authorized Personnel Patrol Total Full Time 303 Perm FTE 303 9,513 2008-09 Revised Temp FTE 3.29 Full Time 304 3.29 304 Perm FTE 2009-10 Budget Temp FTE 3.29 Full Time 303 3.29 303 Perm FTE Temp FTE 3.29 3.29 Related Strategic Issue: Quality of Life 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) 140 2007-08 Actual 2008-09 Budget 2008-09 Revised 2009-10 Budget 5:07 5:00 5:08 5:05 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 2009-10 Budget Highlights: The approved amount includes the following changes: elimination of a vacant Records Clerk II position shifting of a Records Clerk II position to a non-General Fund revenue source The approved amount and staffing level reflect the impact of the reorganization of the Office of Management, Budget and Research from the Office of the Chief. FY 2009-10 Capital Budget Operating Impacts: As part of the Capital Improvement Program Budget, funding was approved for the Technology Integrated Police Systems (TIPS) 2007-08 Actual Expenditures by Type Personal Services 2008-09 Budget 2009-10 Budget $9,477,751 $9,911,106 $10,013,186 $10,925,856 587,308 514,901 592,327 1,908,780 747,213 724,843 938,092 $10,911,477 $11,173,220 $11,333,612 $13,772,728 $65.16 $66.26 $67.21 $81.11 Supplies and Services Capital Outlay 18,948 Internal Services 3,256 827,470 Expenditure Total 2008-09 Revised Per Capita 2007-08 Actual 2008-09 Revised Authorized Personnel Full Time Perm FTE Temp FTE Full Time Support Services 120 0.5 4.70 Total 120 0.5 4.70 Perm FTE 2009-10 Budget Temp FTE Full Time Perm FTE Temp FTE 122 1.70 133 1.70 122 1.70 133 1.70 Related Strategic Issue: Quality of Life 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 resident calls for police services; and 2) maintain or increase neighborhoods participating in the Crime Watch program 2007-08 Actual Measures Priority Zero calls answered* Percent change Resident calls for police service Percent change Neighborhoods with Crime Watch program Percent change 2008-09 Budget 2008-09 Revised 2009-10 Budget 4,227 4,426 4,500 3,961 3.1% (1.4%) (10.5%) 6.7% 112,409 121,246 106,317 114,191 9.2% 2.6% (5.4%) 7.4% 332 362 332 332 (8.3%) 0% 0% 0% * Priority zero calls are residents 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 141 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 2009-10 Budget Highlights: The approved amount includes the following changes: elimination of one vacant Community Services Officer position elimination of two vacant Lieutenant positions eliminations of 7 vacant Park Ranger positions addition of $148,289 in funding for contract security costs Expenditures by Type Personal Services 2007-08 Actual $12,253,091 2008-09 Budget $14,173,056 2008-09 Revised $14,934,373 2009-10 Budget $14,546,198 487,010 455,061 571,610 659,864 1,294 30,130 1,351,852 1,707,359 1,518,496 1,523,000 $14,093,247 $16,365,606 $17,024,479 $16,729,062 $84.16 $97.05 $100.96 $98.52 Supplies and Services Capital Outlay Internal Services Expenditure Total Per Capita 2007-08 Actual Authorized Personnel Investigations Total Full Time 124 124 Perm FTE 2008-09 Revised Temp FTE 1.26 Full Time 128 1.26 128 Perm FTE 2009-10 Budget Temp FTE 1.26 Full Time 118 1.26 118 Perm FTE Temp FTE 1.26 1.26 Related Strategic Issue: Quality of Life Goal: To investigate and clear cases assigned to the Criminal Investigations Division Objective: 1) To effectively manage 158 property cases per investigator; and 2) effectively manage 117 persons cases per investigator 2007-08 2008-09 2008-09 2009-10 Actual Budget Revised Budget Measures Property cases assigned Cases per investigator Percent change Persons cases assigned Cases per investigator Percent change 2,281 2,561 2,031 163 176 145 2,210 158 (1.6%) 6% (11%) 8.8% 2,064 2,186 2,076 2,102 115 121 115 117 (4.7%) 7% 0% 1.3% Related Strategic Issue: Quality of Life 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 2007-08 Actual Measures Part 1 Crimes-Property Clearance rate Park 1 Crimes-Persons Clearance rate Part 1 Crimes per 1,000 capita 2008-09 Budget 2008-09 Revised 2009-10 Budget 10,737 13,055 9,635 10,913 15.8% 14% 10.5% 11% 898 1,004 830 911 37.5% 32.2% 38.1% 35.7% 67 84 61 68 142 This page intentionally left blank. 143 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 2007-08 Actual $19,500,463 2008-09 Budget $23,313,490 2008-09 Revised $22,270,756 2009-10 Budget $22,850,342 1,887,838 2,403,998 2,569,692 2,686,142 Contributions 12,858 12,900 11,249 12,900 Capital Outlay 433,461 267,400 273,200 1,245,400 1,442,280 1,719,241 1,711,337 1,931,988 $23,276,900 $27,717,029 $26,844,334 $28,726,772 $139.00 $164.37 $159.19 $169.17 Internal Services Expenditure Total Per Capita (Comparative Benchmark) 144 Expenditures by Division Administration/Fire Prevention 2007-08 Actual $3,401,001 2008-09 Budget $3,523,884 2008-09 Revised $3,419,900 2009-10 Budget $3,679,957 Emergency/Medical Services 16,744,560 20,764,662 19,893,035 20,159,100 490,481 481,537 527,312 471,444 Training/Professional Development Homeland Security/Special Operations 479,781 495,937 487,591 564,040 2,161,077 2,451,009 2,516,496 3,852,231 $23,276,900 $27,717,029 $26,844,334 $28,726,772 Support Services/Personnel Safety Total 2007-08 Actual Authorized Personnel Administration/Fire Prevention Full Time 20 Emergency/Medical Services Perm FTE Temp FTE 2008-09 Revised Full Time 20 Perm FTE Temp FTE 2009-10 Budget Full Time 20 Perm FTE 155 155 153 Training/Professional Development 3 3 3 Homeland Security/Special Operations 3 Support Services/Personnel Safety 5 1.00 5 1.00 5 1.00 186 1.00 186 1.00 184 1.00 Total 3 145 3 Temp FTE Administration and Fire Prevention 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 resident 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 2009-10 Budget Highlights: The approved amount includes the following changes: elimination of two vacant Fire Inspector II positions funding for one full-time Fire Inspector by the Tempe County Island Fire District Also, as part of a reorganization, one Administrative Assistant position was transferred from the Development Services Department to the Administration division of the Fire Department. Expenditures by Type Personal Services 2007-08 Actual 2008-09 Budget 2008-09 Revised 2009-10 Budget $2,095,416 $2,426,521 $2,302,392 $2,382,271 338,968 214,551 204,650 370,916 Supplies and Services Capital Outlay Internal Services Expenditure Total 966,617 882,812 912,858 926,770 $3,401,001 $3,523,884 $3,419,900 $3,679,957 $20.31 $20.90 $20.28 $21.67 Per Capita 2007-08 Actual Authorized Personnel Administration and Fire Prevention/Personnel Safety Total Full Time Perm FTE 2008-09 Revised Temp FTE 19 19 Full Time Perm FTE 2009-10 Budget Temp FTE 20 20 Full Time Perm FTE Temp FTE 20 20 Related Strategic Issue: Quality of Life Goal: To provide high quality cost efficient fire services Objective: 1) To efficiently manage resources to meet the needs of residents with 9.13 sworn full-time equivalents (FTE) per capita and .15 fire stations per square mile; 2) attain 92% resident satisfaction with the quality of local fire services; and 3) maintain daily minimum firefighter staff level at 42 2007-08 Actual 2008-09 Budget 2008-09 Revised 2009-10 Budget Firefighters per capita (10,000) 9.43 9.37 9.37 9.13 Non-Firefighters per capita (10,000) 1.67 1.66 1.66 1.70 Fire Stations per square mile 0.15 0.15 0.15 0.15 Resident satisfaction with the quality of local fire service* 89% 89% 92% 92% 38 42 42 42 Measures (Comparative Benchmark) Daily minimum firefighter staffing level *Measured by the percent of residents that responded with “Very Satisfied” or “Satisfied” in the annual Community Attitude Survey 146 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 2009-10 Budget Highlights: The approved amount included the following changes: elimination of two vacant Fire Captain positions reduction of $40,000 in funding for minor equipment reduction of $77,500 in funding for miscellaneous fees and services The Fire Department is scheduled to apply for a FEMA Staffing for Adequate Fire and Emergency Response (SAFER) grant during FY 2009-10. In the event that the department is awarded the SAFER grant, the personal services expenses for three existing firefighter positions will be funded from the SAFER grant. 2007-08 Actual 2008-09 Budget 2008-09 Revised 2009-10 Budget $16,114,450 $19,528,167 $18,558,116 $18,964,549 566,422 1,113,095 1,205,719 1,099,151 63,522 123,400 129,200 95,400 $16,744,560 $20,764,662 $19,893,035 $20,159,100 $99.99 $123.14 $117.97 $118.72 Expenditures by Type Personal Services Supplies and Services Capital Outlay Internal Service 166 Expenditure Total Per Capita 2007-08 Actual Perm FTE 2008-09 Revised Temp FTE Full Time Perm FTE Temp FTE 2009-10 Budget Authorized Personnel Full Time Full Time Perm FTE Temp FTE Emergency/Medical Services 155 155 153 1.00 Total 155 155 153 1.00 Related Strategic Issue: Quality of Life Goal: To provide efficient response to fire, medical, hazardous materials, and rescue emergencies Objective: 1) To respond to safe emergency responses under 4:30 minutes; and 2) maintain 87% resident satisfaction with the quality of local paramedic service 2007-08 2008-09 2008-09 Measures (Comparative Benchmark) Actual Budget Revised 2009-10 Budget Average emergency response time in minutes (from call receipt to arrival)* 4:22 4:27 4:20 4:25 Percent of emergency responses taking 5.0 minutes or less 71% 70% 72% 70% 113 111 112 111 (1.8%) 0.9% (0.9%) 87% 89% 87% Calls per capita (1,000) Percent change Resident satisfaction with the quality of local paramedic service** 86.7% *Calls do not include alarm processing time **Measured by the percent of residents that responded with “Very Satisfied” or “Satisfied” in the annual Community Attitude Survey 147 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 2009-10 Budget Highlights: No change in staffing levels Expenditures by Type 2007-08 Actual 2008-09 Budget 2008-09 Revised 2009-10 Budget Personal Services $361,572 $377,357 $412,862 $406,394 128,909 104,180 114,450 65,050 $490,481 $481,537 $527,312 $471,444 $2.93 $2.86 $3.13 $2.78 Supplies and Services Expenditure Total Per Capita 2007-08 Actual Authorized Personnel Training/Professional Development Total Full Time Perm FTE 2008-09 Revised Temp FTE Full Time 3 3 Perm FTE Temp FTE 2009-10 Budget Full Time 3 3 Perm FTE Temp FTE 3 3 Related Strategic Issue: Quality of Life 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 while maintaining 100% of completion; and 2) maintain or reduce firefighter injuries 2007-08 2008-09 2008-09 2009-10 Measures Actual Budget Revised Budget Companies completing minimum company standards evaluations 100% 100% 100% 100% Annual percentage of firefighter injuries 27% 148 N/A 36% 36% 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 2009-10 Budget Highlights: No change in staffing levels Expenditures by Type Personal Services 2007-08 Actual 2008-09 Budget 2008-09 Revised 2009-10 Budget $411,943 $431,627 $422,052 $493,793 Supplies and Services 54,980 51,410 54,290 57,347 Contributions 12,858 12,900 11,249 12,900 $479,781 $495,937 $487,591 $564,040 $2.87 $2.94 $2.89 $3.32 Expenditure Total Per Capita 2007-08 Actual Authorized Personnel Homeland Security/Special Operations Total Full Time Perm FTE 2008-09 Revised Temp FTE Full Time Perm FTE Temp FTE 2009-10 Budget Full Time 3 3 3 3 3 3 149 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 2009-10 Budget Highlights: The approved amount includes a $144,000 reduction in capital outlay. The approved amount of $1,115,000 in capital outlay represents a roll-forward encumbrance reappropriated in FY 2009-10. Expenditures by Type Personal Services 2007-08 Actual $517,082 2008-09 Budget $549,818 2008-09 Revised $575,334 2009-10 Budget $603,335 Supplies and Services 798,559 920,762 998,683 1,093,678 Capital Outlay 369,939 144,000 144,000 1,150,000 Internal Services 475,497 836,429 798,479 1,005,218 $2,161,077 $2,451,009 $2,516,496 $3,852,231 $12.91 $14.53 $14.92 $22.69 Expenditure Total Per Capita 2007-08 Actual Authorized Personnel Support Services/Personnel Safety Total Full Time 5 Perm FTE 1.00 5 1.00 2008-09 Revised Temp FTE Full Time 5 Perm FTE 1.00 5 Temp FTE 1.00 2009-10 Budget Full Time 5 5 Perm FTE 1.00 Temp FTE 1.00 Related Strategic Issue: Quality of Life Goal: To conduct progressive maintenance, inspections, service work, and major and minor repairs of all fire apparatus Objective: 1) To increase preventive maintenance inspections; and 2) target 100% maintenance completion within the preventive maintenance (PM) schedule 2007-08 2008-09 2008-09 2009-10 Actual Budget Revised Budget Measures Preventive maintenance inspections 158 Percent Change Completed within PM schedule 59% 150 252 187 276 59.5% (25.8%) 47.6% 100% 74% 100% This page intentionally left blank. 151 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 residents, and social service programs. 2007-08 Actual Expenditures by Type Personal Services Supplies and Services 2008-09 Revised 2009-10 Budget $11,592,211 $12,614,661 $11,996,934 $12,147,149 3,166,306 2,150,052 2,230,577 2,243,255 8,280 29,400 29,400 Capital Outlay Internal Services 2008-09 Budget 2,236,354 2,173,249 2,089,837 2,316,124 $17,003,143 $16,967,362 $16,346,748 $16,706,528 $101.54 $100.62 $96.94 $98.38 2007-08 Actual $533,045 2008-09 Budget $661,961 2008-09 Revised $647,617 2009-10 Budget $631,135 Library 4,959,714 4,867,220 4,769,577 5,000,980 Cultural Services 4,087,386 3,541,751 3,299,543 3,670,122 Social Services 7,422,998 7,896,430 7,630,011 7,404,291 $17,003,143 $16,967,362 $16,346,748 $16,706,528 Expenditure Total Per Capita Expenditures by Division Administration Total 2007-08 Actual Full Time 3 Perm FTE Library 34 Cultural Services 23 Social Services Authorized Personnel Administration Total 2008-09 Revised Temp FTE 0.52 Full Time 3 Perm FTE 4.00 9.84 34 0.50 21.29 24 46 6.15 81.49 106 10.65 113.14 152 2009-10 Budget Temp FTE 0.52 Full Time 3 Perm FTE Temp FTE 0.52 4.00 9.84 34 4.00 7.44 0.50 21.29 23 0.50 21.24 46 6.15 82.89 44 3.90 70.76 107 10.65 114.54 104 8.40 99.96 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 2009-10 Budget Highlights: The approved amount includes the following change: reduction of $3,200 in funding for miscellaneous line items Expenditures by Type 2007-08 Actual 2008-09 Budget 2008-09 Revised 2009-10 Budget Personal Services $407,110 $379,555 $393,122 $412,750 Supplies and Services 90,457 92,003 92,003 88,803 Internal Services 35,479 190,403 162,492 129,582 $533,045 $661,961 $647,617 $631,135 $3.19 $3.93 $3.84 $3.72 Expenditure Total Per Capita Authorized Personnel Administration Total 2007-08 Actual Full Perm Temp Time FTE FTE 3 0.52 3 0.52 153 2008-09 Revised Full Perm Temp Time FTE FTE 3 0.52 3 0.52 2009-10 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 2009-10 Budget Highlights: The approved amount includes the following changes: reduction of $55,956 in funding for wages reduction of $69,707 in funding for equipment, machine rental and materials reduction of $5,350 in other miscellaneous line items FY 2009-10 Capital Budget Operating Impacts: As a result of the Capital Improvements Program, the Library received an additional $38,000 in operational funding for hardware maintenance and supplies in connection with the Library Renovation project. Expenditures by Type Personal Services 2007-08 Actual $3,087,550 2008-09 Budget $3,298,558 2008-09 Revised $3,250,800 2009-10 Budget $3,331,311 Supplies and Services Internal Services 788,245 1,083,921 771,230 797,432 744,435 774,342 734,573 935,096 $4,959,714 $4,867,220 $4,769,577 $5,000,980 $29.62 $28.87 $28.29 $29.44 Expenditure Total Per Capita 2007-08 Actual Authorized Personnel Library Total 2008-09 Revised 2009-10 Budget Full Time 34 Perm FTE 4.00 Temp FTE 9.84 Full Time 34 Perm FTE 4.00 Temp FTE 9.84 Full Time 34 Perm FTE 4.00 Temp FTE 7.44 34 4.00 9.84 34 4.00 9.84 34 4.00 7.44 Related Strategic Issue: Sports, Recreation, Arts & Cultural Development 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 a 90% or greater satisfaction with the overall quality of library services; and 2) maximize community usage of the library’s collection and electronic research resources 2007-08 2008-09 2008-09 2009-10 Actual Budget Revised Budget Measures (Comparative Benchmark) 89% 90% 90% 91% Satisfaction with quality of library services* Library visitors (door count) 1,030,260 990,000 1,138,500 1,000,000 142,524 142,500 142,500 142,500 0.14% 0% 0% 0% 1,257,336 1,250,000 1,250,000 1,250,000 Registered borrowers Percent change Circulation (2.5%) (1%) 0% 0% 173,523 160,000 285,151 171,090 14% (8%) 78% (40%) Library FTE per 1,000 population 0.29 0.28 0.28 0.27 Circulation per capita 7.50 7.41 7.41 7.36 Percent change Public Computer Usage Percent Change * Measured by the percent of residents that responded with “Very Satisfied” or “Satisfied” in the annual Community Attitude Survey Note: The library remodeling project commenced in July 2009. As a result, lower door counts, circulation, and public access computing data is anticipated due to closure of various portions of the library during FY 2009-10. 154 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 2009-10 Budget Highlights: The approved amount includes the following changes: reduction of $6,000 in funding for contracted services reduction of $8,500 in funding for minor equipment reduction of $17,914in funding for miscellaneous line items Expenditures by Type Personal Services 2007-08 Actual $2,181,288 2008-09 Budget $2,490,002 2008-09 Revised $2,142,150 2009-10 Budget $2,499,870 Supplies and Services 1,563,324 656,013 768,833 739,671 342,774 395,736 388,560 430,581 $4,087,386 $3,541,751 $3,299,543 $3,670,122 $24.41 $21.00 $19.57 $21.61 Internal Services Expenditure Total Per Capita Authorized Personnel Cultural Services 2007-08 Actual Full Perm Temp Time FTE FTE 12 0.50 8.02 Performing Arts 11 Total 23 0.50 2008-09 Revised Full Perm Temp Time FTE FTE 12 0.50 8.02 13.27 12 21.29 24 0.50 2009-10 Budget Full Perm Temp Time FTE FTE 12 0.50 7.97 13.27 11 21.29 23 13.27 0.50 21.24 Related Strategic Issue: Sports, Recreation, Arts and Cultural Development Goal: To provide visitors and volunteers with a quality experience that meets the mission of the Tempe Historical Museum Objective: To attain 90% or greater level of satisfaction by visitors and volunteers with their museum experience 2007-08 Actual Measures Quantified levels of satisfaction reported by visitors and volunteers on evaluation forms Objects catalogued Visitors to Historical Museum and Peterson House 2008-09 Budget 2008-09 Revised 2009-10 Budget 90% N/A* N/A* 90% 2,000 1,000* 1,000* 1,000* 20,000 2,200* 12,459* 10,000* *Reduction in amounts due to museum renovation occurring between 2008 and 2010 Related Strategic Issue: Sports, Recreation, Arts and Cultural Development 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% or greater level of satisfaction by attendees; 2) maintain current program enrollment levels; and 3) support arts programming through grants funding of arts organizations and schools 2007-08 Actual 2008-09 Budget 2008-09 Revised 2009-10 Budget 90% 90% 91% 90% Program enrollment 5,880 6,000 6,123 6,000 Percent change (2%) 2% 2% (2%) $149,959 $149,959 $149,954 $150,000 Measures Satisfaction reported by attendees and participants on evaluation form Grants provided to art organizations and schools 155 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 pre-school 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 2009-10 Budget Highlights: The approved amount includes the following changes: elimination of 4.25 FTE Assistant Recreation Coordinator positions reduction of $334,579 in funding for wages reduction of $13,550 in funding for miscellaneous line items Expenditures by Type Personal Services 2007-08 Actual 2008-09 Budget 2008-09 Revised 2009-10 Budget $5,916,263 $6,446,546 $6,210,862 $5,903,218 724,275 630,806 625,306 680,208 8,280 29,400 29,400 774,180 789,678 764,443 820,865 $7,422,998 $7,896,430 $7,630,011 $7,404,291 $44.33 $46.83 $45.25 $43.60 Supplies and Services Capital Outlay Internal Services Expenditure Total Per Capita 2007-08 Actual 2008-09 Revised 2009-10 Budget Full Time 26 Perm FTE 3.15 Temp FTE 15.56 Full Time 26 Perm FTE 3.15 Temp FTE 16.96 Full Time 26 Perm FTE 3.15 Temp FTE 12.16 Social Services/Kid Zone 20 3.00 65.93 20 3.00 65.93 18 0.75 58.60 Total 46 6.15 81.49 46 6.15 82.89 44 3.90 70.76 Authorized Personnel Social Services/Administration 156 Related Strategic Issue: Quality of Life, Sports, Recreation, Arts and Cultural Development, Education Partnerships Goal: To provide quality programs that enhance the quality of life of Tempe residents Objective: 1) To achieve a 95% approval rating from customers participating in the Early Education Program; and 2) achieve a 90% approval rating from customers participating in the Summer Camp Program 2007-08 Actual 2008-09 Budget 2008-09 Revised 2009-10 Budget Overall customer approval rating for the Escalante Early Education Program 94% 95% 96% 95% Overall customer approval rating for the Escalante Summer Camp Program 90% 90% 88% 90% Measures Related Strategic Issue: Quality of Life 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 90% of the clients served respond favorably to the services provided by Care 7 2007-08 Actual 2008-09 Budget 2008-09 Revised 2009-10 Budget Victims satisfied with services 95% 85% 90% 90% Care 7 clients reporting satisfaction with services 95% 85% 95% 95% Measures Related Strategic Issue: Quality of Life, Technology, Economic and Community Development, Education Partnerships Goal: To continue to provide the highest quality of out of school time, enrichment program to the residents of Tempe through the Kid Zone Enrichment Program Objective: 1) To maintain at least an 85% approval rating from customers and the school community who utilize Kid Zone services; and 2) maintain at least an 80% approval rating on the national accreditation evaluation 2007-08 Actual 2008-09 Budget 2008-09 Revised 2009-10 Budget Parent evaluation survey results measures indicate “very satisfied” with the Kid Zone Enrichment Program 87% 85% 89% 85% National accreditation evaluation survey results of “very satisfied” with the Kid Zone Enrichment Program 90% 80% 90% 80% Measures Related Strategic Issue: Quality of Life 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% 2007-08 Actual Measures New program participants Successful program completion 157 2008-09 Budget 2008-09 Revised 2009-10 Budget 3,600 3,600 3,613 3,800 80% 80% 80% 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. Expenditures by Type Personal Services 2007-08 Actual $10,759,216 2008-09 Budget $11,984,490 2008-09 Revised $11,562,198 2009-10 Budget $11,858,434 5,462,177 5,777,719 5,845,639 6,321,120 Supplies and Services Capital Outlay 85,759 Internal Services (14,050) 87,334 1,542,025 2,162,007 1,579,750 1,947,432 101,236 83,324 82,000 76,500 $17,950,413 $20,007,540 $19,055,537 $20,290,820 $107.19 $118.65 $113.00 $119.49 Expenditures by Division Administration 2007-08 Actual $1,300,372 2008-09 Budget $1,316,877 2008-09 Revised $1,293,301 2009-10 Budget $1,285,300 Parks Services 10,087,547 11,667,308 10,910,894 12,057,243 6,562,494 7,023,355 6,851,342 6,948,277 $17,950,413 $20,007,540 $19,055,537 $20,290,820 Contributions Expenditure Total Per Capita Recreation Services Total 2007-08 Actual Full Time 10 Perm FTE Parks Services 86 Recreation Services 33 129 Authorized Personnel Administration Total 2008-09 Revised Temp FTE 0.22 Full Time 10 0.50 9.64 86 0.50 0.75 68.17 33 0.75 1.25 78.03 129 1.25 79.82 158 Perm FTE 2009-10 Budget Temp FTE 0.22 Full Time 10 Perm FTE Temp FTE 1.22 9.64 85 0.50 9.64 69.96 32 0.75 68.61 129 1.25 79.47 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, rights-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 2009-10 Budget Highlights: The approved amount includes the following change: funding for an additional $38,754 in wages 2007-08 Actual Expenditures by Type Personal Services Supplies and Services Capital Outlay Expenditure Total $998,655 $1,057,269 $1,036,769 $992,612 102,496 86,096 84,446 94,420 50 143,512 147,036 173,268 25,750 30,000 25,000 25,000 $1,300,372 $1,316,877 $1,293,301 $1,285,300 $7.77 $7.81 $7.67 $7.57 Per Capita 2007-08 Actual Full Perm Temp Time FTE FTE 10 0.22 10 2009-10 Budget 164,812 Contributions Total 2008-09 Revised 8,659 Internal Services Authorized Personnel Administration 2008-09 Budget 0.22 159 2008-09 Revised Full Perm Temp Time FTE FTE 10 0.22 10 0.22 2009-10 Budget Full Perm Temp Time FTE FTE 10 1.22 10 1.22 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 2009-10 Budget Highlights: The approved amount includes the following: elimination of a vacant P & G Course Maintenance Coordinator reduction of $86,931 in funding for contracted services FY 2009-10 Capital Budget Operating Impacts: As part of the Capital Improvement Program Budget, funding was approved for the landscape maintenance of the new Fire Support Services Facility. Expenditures by Type Personal Services 2007-08 Actual 2008-09 Budget 2008-09 Revised 2009-10 Budget $5,389,539 $6,018,897 $5,621,496 $5,976,120 Supplies and Services 4,005,460 4,633,649 4,449,026 4,910,233 Capital Outlay 69,824 Internal Services Expenditure Total 87,334 622,724 1,014,762 854,472 1,083,556 $10,087,547 $11,667,308 $10,910,894 $12,057,243 $60.24 $69.19 $64.70 $71.00 Per Capita Authorized Personnel (14,100) 2007-08 Actual Full Perm Temp Time FTE FTE 2008-09 Revised Full Perm Temp Time FTE FTE 2009-10 Budget Full Perm Temp Time FTE FTE Parks Services 86 0.50 9.64 86 0.50 9.64 85 0.50 9.64 Total 86 0.50 9.64 86 0.50 9.64 85 0.50 9.64 160 Related Strategic Issue: Neighborhood Parks Rehabilitation and Maintenance, Sports, Recreation, Arts and Cultural Development Goal: To maintain the City rights-of-way, medians and facility grounds in an attractive and pleasing manner Objective: 1) To achieve 68% overall resident satisfaction with the landscape maintenance along City streets and sidewalks; 2) achieve 60% overall satisfaction with the quality of walking and biking paths; 3) maintain and operate parks and open space at a cost and staffing level, based on acres maintained per full-time employee, that meets the needs of residents, and; 4) manage the landscape contract for the care and maintenance of the City’s rights-of-way, medians and facility grounds 2007-08 Actual Measures Resident satisfaction with the landscape along City streets and sidewalks* Resident satisfaction with the quality of walking and biking paths in the City* Total landscaped areas maintained (sq ft) 2008-09 Budget 2008-09 Revised 2009-10 Budget 68% 68% 71% 68% 60% 60% 67% 60% 9,763,969 13,383,613 9,918,322 9,918,322 Number of full-time employees managing landscape maintenance contract (Parks and Recreation, Community Development and Public Works) Total park acres maintained per full-time Parks employee 1 1 4 4 307.3 56.9 56.9 224.1 *Measured by the percent of residents that responded with “Very Satisfied” or “Satisfied” in the annual Community Attitude Survey Related Strategic Issue: Quality of Life, Sports, Recreation, Arts and Cultural Development Goal: To provide recreational facilities for leisure opportunities that are accessible, clean, sage and friendly Objective: 1) To achieve 80% overall resident satisfaction with the quality of City parks; 2) achieve 75% overall resident satisfaction with the quality of neighborhood parks; 3) achieve 60% overall resident satisfaction with the City golf courses while maintaining rounds of play at each golf course; 4) achieve 74% overall resident satisfaction with the City’s outdoor fields; and 5) achieve 76% overall resident satisfaction with the availability of City recreation centers 2007-08 Actual Measures (Comparative Benchmark) 2008-09 Budget 2008-09 Revised 2009-10 Budget Resident satisfaction with the quality of City parks* 84% 80% 86% 80% Resident satisfaction with the quality of neighborhood parks* 77% 75% 76% 75% Resident satisfaction with City’s golf courses* 64% 60% 63% 60% Resident satisfaction with the City’s outdoor athletic fields* 74% 74% 75% 74% Resident satisfaction with the availability of City recreation centers* 76% 76% 80% 76% 1,877 112.1 1,877 111.3 1,877 111.3 1,877 111.3 $83.12 $90.27 $90.27 $90.27 Ken McDonald (18 hole rounds) Percent change 69,995 75,000 7.2% 66,495 (5%) 63,170 (5%) Rolling Hills (18 hole rounds) 56,513 65,000 53,687 51,003 14.8% (5%) (5%) Total park and golf course acres Park and golf course acres per capita (10,000) Operating & Maintenance Cost per capita Golf course rounds of play: Percent change *Measured by the percent of residents that responded with “Very Satisfied” or “Satisfied” in the annual Community Attitude Survey 161 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 2009-10 Budget Highlights: The approved amount includes the following changes: reduction of $54,902 in funding for wages reduction of $20,000 in funding for chemical supplies reduction of $51,500 in funding for events and promotions Also, as part of a reorganization, a Community Outreach/Marketing Coordinator II+ position was transferred into the Community Relations Department. Expenditures by Type Personal Services 2007-08 Actual 2008-09 Budget 2008-09 Revised $4,371,022 $5,047,452 $4,903,933 $4,889,702 1,354,221 1,307,843 1,312,167 1,316,467 754,489 614,736 578,242 690,608 75,486 53,324 57,000 51,500 $6,562,494 $7,023,355 $6,851,342 $6,948,277 $39.18 $41.65 $40.63 $40.92 Supplies and Services Capital Outlay 2009-10 Budget 7,276 Internal Services Contributions Expenditure Total Per Capita 2007-08 Actual 2008-09 Revised 2009-10 Budget Full Time Perm FTE Temp FTE Full Time Perm FTE Temp FTE Full Time Perm FTE Temp FTE Recreation Services 33 0.75 68.17 33 0.75 69.96 32 0.75 68.61 Total 33 0.75 68.17 33 0.75 69.96 32 0.75 68.61 Authorized Personnel Related Strategic Issue: Sports, Recreation, Arts and Cultural Development Goal: To provide quality recreation services to coordinate the effective use of community parks and recreation resources Objective: 1) To achieve a minimum 80% overall resident satisfaction with the quality of City recreation programs; 2) achieve a minimum 68% overall resident satisfaction with City swimming pools and programs; 3) collect fees for programs and services at a level based on a percentage of the total budgeted expenditure for parks and recreation; and 4) maintain and operate recreation programs and facilities at a cost and staffing level, on a per capita basis, that meets the needs of residents 2007-08 Actual Measures (Comparative Benchmark) 2008-09 Budget 2008-09 Revised 2009-10 Budget Resident satisfaction with the quality of recreations programs* 84% 74% 80% Resident satisfaction with City swimming pools and programs* 67% 67% 68% 68% $39.19 $41.65 $40.63 $40.92 Operating & Maintenance Cost per capita Recreation Services full-time staff per capita (10,000) Parks and Recreation revenue Revenue vs. expenditures (Recreation) 80% 1.91 2.02 2.02 1.88 $2,712,430 $2,729,569 $2,558,467 $2,702,023 41% 39% 37% 39% *Measured by the percent of residents that responded with “Very Satisfied” or “Satisfied” in the annual Community Attitude Survey 162 This page intentionally left blank. 163 Public Works Public Works Administration Engineering Facility Management Field Operations Fleet Services Custodial Services Light Rail Transit Operations Transportation 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, Engineering, Field Operations, Facility Management, Custodial Services, Fleet Services, Transportation and Light Rail Transit Operations. The Engineering division provides CIP project implementation, utility management, property addressing, right-ofway permitting, project design, construction management, and traffic engineering design. Field Operations is responsible for residential and commercial trash collection and disposal, pavement marking and striping, traffic signal maintenance and construction, street lighting, alley maintenance, street sweeping, pavement management and street repair and construction. Facility Management provides maintenance and repair service to all City owned buildings as well as area lighting for City parks and parking lots. Custodial Services provides interior cleaning of all City owned buildings and park restrooms. 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 is responsible for transit services, regional transportation and transit planning, and administering the bicycle facilities. Light Rail Transit Operations is responsible for oversight of the planning, construction, operations, maintenance, safety and security of the light rail transit system. 164 Expenditure by Type Personal Services 2007-08 Actual $23,642,345 2008-09 Budget $26,859,552 2008-09 Revised $24,731,012 2009-10 Budget $26,342,864 Supplies and Services 47,570,397 62,566,993 63,171,511 68,430,486 5,977,644 Capital Outlay Internal Services 4,859,872 4,513,144 2,630,160 (1,477,613) (1,823,707) (1,886,541) Contributions Expenditure Total 537,347 64,162 122,566 99,866 181,484 $74,659,163 $92,238,548 $88,746,008 $101,469,825 $445.83 $546.99 $526.28 $597.55 Per Capita 2007-08 Actual Expenditures by Division 2008-09 Budget 2008-09 Revised 2009-10 Budget Administration $290,822 $716,917 $661,035 $616,142 Engineering 2,550,176 2,353,354 2,398,100 3,594,551 24,760,489 25,113,640 23,733,145 29,829,733 Facility Management 4,803,662 5,234,707 4,997,812 4,881,347 Custodial Services 2,644,150 3,005,904 2,623,868 2,872,782 38,770,960 49,964,880 48,560,878 49,482,471 838,904 5,849,146 5,771,170 10,192,799 $74,659,163 $92,238,548 $88,746,008 $101,469,825 Field Operations Fleet Services* Transportation Light Rail Transit Operations Total * The entire budget for this division is allocated to other departments throughout the City via interactivities 2007-08 Actual Authorized Personnel Administration Engineering Field Operations Full Time 3 Perm FTE 2008-09 Revised Temp FTE 0.49 38 Full Time 3 2009-10 Budget Perm FTE Temp FTE 0.49 Full Time 3 2.00 38 Perm FTE Temp FTE 0.49 125 0.50 0.98 21 0.50 47 119 0.50 123 0.50 Facility Management 24 0.50 24 0.50 Custodial Services 50 0.49 50 0.49 46 Fleet Services 33 0.50 33 0.50 32 Transportation 45 1.00 1.00 46 1.00 1.00 34 2.00 2.48 324 2.00 4.48 314 Light Rail Transit Operations Total 7 319 7 165 0.49 0.50 1.00 1.00 2.00 3.46 6 Administration The Public Works Manager has overall responsibility for providing the leadership, management, and administrative support for the Public Works Department. The department is responsible for providing high quality community services necessary to build and maintain the infrastructure of the City of Tempe. These services include engineering, refuse collection, facilities maintenance, custodial, fleet, streets maintenance, transportation and light rail transit. FY 2009-10 Budget Highlights: The approved amount included the following changes: reduction of $3,000 in funding for recruitment reduction of $50,000 in funding for holiday decorations reduction of $500 in funding for local meetings Expenditure by Type Personal Services 2007-08 Actual $408,290 2008-09 Budget $422,348 2008-09 Revised $410,434 2009-10 Budget $444,482 Supplies and Services 163,260 42,131 39,331 38,713 105,700 83,000 55,618 Internal Services (280,728) 146,738 128,270 77,329 Expenditure Total $290,822 $716,917 $661,035 $616,142 $1.74 $4.25 $3.92 $3.63 Capital Outlay Contributions Per Capita 2007-08 Actual Authorized Personnel Administration Total Full Time 3 3 Perm FTE 2008-09 Revised Temp FTE 0.49 Full Time 3 0.49 3 166 Perm FTE 2009-10 Budget Temp FTE 0.49 Full Time 3 0.49 3 Perm FTE Temp FTE 0.49 0.49 Engineering 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. Starting with FY 2009-10, the Engineering Division assumed the Traffic Engineering responsibilities previously performed by the Transportation division. These responsibilities 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; and (4) prepare traffic signal, lighting, striping, signing designs, and other plans. FY 2009-10 Budget Highlights: The approved amount includes the following changes: elimination of a vacant Senior Engineering Associate position elimination of a vacant Engineering Services Administrator position reduction of $20,000 in funding for contracted services addition of $75,000 for contracted services related to the addition of parking meters funding of an existing GIS Analyst+ position by the Water/Wastewater fund The approved budget also includes the reorganization of an Engineering GIS Supervisor position into the Information Technology Department and a Principal Civil Engineer position, funded by the Transit fund, into the Engineering Division. Also, the entire Traffic Engineering Division, including 11 full-time positions, was reorganized from the Transportation Division into the Engineering Division. Expenditure by Type Personal Services 2007-08 Actual $3,104,178 2008-09 Budget $3,468,820 2008-09 Revised $3,505,302 2009-10 Budget $4,314,034 Supplies and Services 334,077 249,727 259,285 386,873 Capital Outlay 20,171 Internal Services (908,250) Expenditure Total (1,365,193) (1,366,487) (1,106,356) $2,550,176 $2,353,354 $2,398,100 $3,594,551 $15.23 $13.96 $14.22 $21.17 Per Capita 2007-08 Actual Authorized Personnel Engineering Full Time Perm FTE 2008-09 Revised Temp FTE 38 Full Time Perm FTE Temp FTE 38 Full Time Perm FTE Temp FTE 36 Transportation Studies & Design Total 2009-10 Budget 11 38 38 47 Related Strategic Issue: Community Sustainability, Quality of Life, Technology, Economic and Community Development Goal: To efficiently implement the Capital Improvement Program by strategic planning, budgeting, design and construction of capital improvement projects which address recreational, City facilities, public utilities, transportation, and public safety needs Objective: To execute 100% of the construction and/or professional service contracts for budgeted projects within 12 months of the approved funding for the Capital Improvements Program 2007-08 Actual Measures Number of active CIP construction contracts Percent of CIP construction contracts executed within 12 months of funding Number of active CIP professional service contracts Percent of CIP professional service contracts executed within 12 months of funding 167 2008-09 Budget 2008-09 Revised 2009-10 Budget 65 70 67 70 100% 100% 100% 100% 250 260 271 260 100% 100% 100% 100% Related Strategic Issue: Quality of Life, Technology, Economic and Community Development Goal: 1) To ensure that the construction of private developments and related utility work is coordinated with the City’s infrastructure, transportation plan, and quality standards; and 2) ensure compliance with applicable codes and ordinances Objective: 1) To complete civil plan reviews within the schedule time allotment 90% of the time; and 2) complete utility plan reviews within the scheduled time allotment 90% of the time 2007-08 Actual Measures Number of civil plan reviews per engineer Percent of civil plan reviews performed within the schedule time allotment 2008-09 Budget 2008-09 Revised 2009-10 Budget N/A 300 306 300 87% 90% 90% 90% Number of utility plan reviews per plan reviewer N/A 750 500 400 Percent of utility plan reviews performed within the schedule time allotment N/A 90% 80% 90% Off-site Private Development Permits issued 630 600 600 600 1,900 1,500 1,950 1,500 $410M $390M $390M $400M Utility Permits issued Total dollar amount of construction projects by private developers 168 Field Operations The Field Operations Division is comprised of two sections: Solid Waste Services and Streets and Traffic Operations. The Solid Waste Services section 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. The Streets and Traffic Operations section 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 2009-10 Budget Highlights: The approved amount includes the reorganization of the Hazardous Material Safety Division from the Water/ Wastewater Department into the Public Works Department. Two full-time positions, an Environmental Health and Safety Supervisor and a Hazardous Material Safety Specialist are part of this reorganization. These two positions will continue to be funded by the Water/Wastewater Fund. Solid Waste Services The approved amount includes the funding of one Equipment Mechanic position from Fleet Services starting in January 2010. Streets and Traffic Operations The approved amount includes a $2,770,000 transfer to the Debt Management Fund for repayment of Transportation bonds. Also, funding was provided for a sidewalk sweeper. FY 2009-10 Capital Budget Operating Impacts: Streets and Traffic Operations As part of the Capital Improvement Program Budget, funding was approved for new street signals and street lights. Expenditure by Type Personal Services 2007-08 Actual 2008-09 Budget 2008-09 Revised 2009-10 Budget $9,135,874 $9,600,388 $9,278,337 9,829,894 Supplies and Services 6,210,195 6,806,991 7,250,351 7,594,113 Capital Outlay 3,570,277 2,636,464 1,594,538 3,527,926 Internal Services 5,844,143 6,069,797 5,609,919 8,877,800 $24,760,489 $25,113,640 $23,733,145 $29,829,733 $147.86 $148.93 $140.74 $175.67 Expenditure Total Per Capita 2007-08 Actual Authorized Personnel Administration Full Time Perm FTE 2008-09 Revised Temp FTE Full Time Perm FTE 69 0.50 2009-10 Budget Full Time Perm FTE Temp FTE 71 0.50 0.98 0.50 0.98 2 Solid Waste 65 Street Maintenance 27 28 Traffic Operations 25 26 Total Temp FTE 119 0.50 0.50 123 169 28 0.50 2.00 26 2.00 125 Related Strategic Issue: Community Sustainability, Quality of Life Goal: To collect and dispose of all contained solid waste generated by residential customers Objective: 1) To provide excellent service to residential customers by effectively and efficiently managing solid waste collected; 2) divert 29% of residential recycling waste stream; 3) attain resident satisfaction rates of 94% for residential trash collection services, 86% for bulk item pick up/removal services, and 90% for recycling services; and 4) attain a resident satisfaction rate of 52% for the condition of alleys Measures (Comparative Benchmark) 2007-08 Actual 2008-09 Budget 2008-09 Revised 2009-10 Budget Residential contained/recycling cost per ton $101.86 $103.81 $70.52 $96.12 28% 32% 28% 29% Residential recycling diversion rate Residential Contained Solid Waste tons per capita (1,000) Resident satisfaction with residential trash collection services* Resident satisfaction with bulk item pick up/ removal services* 329 336 312 312 92% 93% 94% 94% 82% 90% 84% 86% Resident satisfaction with recycling services* 87% 85% 90% 90% Resident satisfaction with condition of alleys* 46% 50% 50% 52% * Measured by the percent of residents that responded with “Very Satisfied” or “Satisfied” in the annual Community Attitude Survey Related Strategic Issue: Community Sustainability, Quality of Life 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 $61.10 Measures 2007-08 Actual 2008-09 Budget 2008-09 Revised 2009-10 Budget Commercial collection cost per ton $58.97 $57.95 $59.32 $61.10 Related Strategic Issue: Transportation Goal: To provide well-maintained and visible street signs Objective: To attain an 83% resident satisfaction rate regarding the condition and clarity of street signs Measures 2007-08 Actual 2008-09 Budget 2008-09 Revised 2009-10 Budget 78% 80% 83% 83% Resident satisfaction with overall condition and clarity of street signs* *Measured by the percent of residents that responded with “Very Satisfied” or “Satisfied” in the annual Community Attitude Survey Related Strategic Issue: Transportation Goal: To provide adequate illumination of City streets Objective: 1) To respond to a street light outage within three working days 96% of the time; and 2) attain 70% resident satisfaction regarding the adequacy of City street lighting 2007-08 Actual 2008-09 Budget Street light outage calls repaired within three working days 96% 96% 96% 96% Resident satisfaction with the adequacy of City street lighting* 78% 70% 70% 70% Measures 2008-09 Revised 2009-10 Budget *Measured by the percent of residents that responded with “Very Satisfied” or “Satisfied” in the annual Community Attitude Survey 170 Related Strategic Issue: Transportation Goal: To improve and ensure the safety and efficiency of the traffic signal system Objective: To respond to emergency signal service calls within 30 minutes, 98% of the time 2007-08 2008-09 2008-09 Actual Budget Revised Measures Emergency signal service calls responded to within 30 minutes Preventative maintenance of traffic signal control cabinets (twice annually) 2009-10 Budget 98% 98% 98% 98% 100% 98% 100% 100% Related Strategic Issue: Transportation Goal: To meet environmental, storm water, and air quality requirements Objective: 1) To keep a minimum of 15,652 streets clean and free of dust and debris; and 2) attain an 80% resident satisfaction rate regarding the cleanliness of City streets 2007-08 2008-09 2008-09 2009-10 Measures (Comparative Benchmark) Actual Budget Revised Budget Curb miles swept Resident satisfaction with cleanliness of City streets* 15,418 15,652 15,495 15,652 70% 75% 80% 80% *Measured by the percent of residents that responded with “Very Satisfied” or “Satisfied” in the annual Community Attitude Survey Related Strategic Issue: Transportation Goal: To perform preventive roadway maintenance to extend the life of City streets Objective: 1) To maintain and repair a minimum of 1,325,000 street surface which includes crack routing, crack sealing, and edge milling; 2) attain an 82% resident satisfaction rate regarding the condition of neighborhood streets; and 3) attain an 81% resident satisfaction rate regarding the overall condition of City streets 2007-08 2008-09 2008-09 2009-10 Actual Budget Revised Budget Measures Square yards repaired 1,556,798 1,479,713 1,626,231 1,325,000 Resident satisfaction with the condition of neighborhood streets* 76% 80% 82% 82% Resident satisfaction with overall condition of City streets* 74% 80% 81% 81% *Measured by the percent of residents that responded with “Very Satisfied” or “Satisfied” in the annual Community Attitude Survey 171 Facility Management The Facility Management division 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. FY 2009-10 Budget Highlights: The approved amount includes the following changes: elimination of a vacant Building Specialist position elimination of a vacant Building Equipment Tech II+ position elimination of a half-time (0.50 FTE) vacant Building Equipment Tech II+ position reduction of a full-time Senior Management Assistant position from full-time to part-time (0.50 FTE) reduction of $25,000 in funding for various line items Expenditure by Type Personal Services 2007-08 Actual $1,820,765 2008-09 Budget $1,985,346 2008-09 Revised $1,816,603 2009-10 Budget $1,773,957 Supplies and Services 3,169,232 3,298,308 3,298,115 3,132,709 Capital Outlay 663 Internal Services (186,998) Expenditure Total Total Perm FTE 24 24 (25,319) $5,234,707 $4,997,812 $4,881,347 $28.69 $31.03 $29.63 $28.75 2007-08 Actual Full Time (116,906) $4,803,662 Per Capita Authorized Personnel Facility Services (48,947) 2008-09 Revised Temp FTE Full Time Perm FTE 0.50 24 0.50 24 Temp FTE 2009-10 Budget Full Time Perm FTE 0.50 21 0.50 0.50 21 0.50 Temp FTE Related Strategic Issue: Quality of Life Goal: To maintain a high level of maintenance and service to ensure that facilities are physically safe and in good condition Objective: 1) To achieve square footage maintained per FTE per 10 hour shift at a minimum of 95,000 square feet; 2) achieve total square footage maintained per Building Equipment Technician at a minimum of 122,000 square feet; and 3) hold facility maintenance costs per square foot maintained to a maximum of $2.93 Measures Total square feet maintained per FTE1 2007-08 Actual 2008-09 Budget 2008-09 Revised 2009-10 Budget 61,036 58,000 80,005 95,000 n/a n/a n/a 122,000 $3.31 $3.99 $3.07 $2.93 Total square feet maintained per Building Equipment Technician2 Operating and Maintenance Cost per square foot maintained 1 1 Excludes personnel and facilities budgeted in the Performing Arts and Transit 2 New measure beginning FY 2009-10 172 Custodial Services 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 2009-10 Budget Highlights: The approved amount includes the following changes: elimination of three vacant Custodian positions elimination of a vacant Custodial Supervisor position reduction of $10,765 in funding for wages reduction of $6,000 in funding for various materials and supplies reduction of $10,000 in funding for fees and services reduction of $4,000 in funding for training addition of $65,000 in funding for contracted services Expenditure by Type Personal Services 2007-08 Actual $2,529,343 2008-09 Budget $2,931,144 2008-09 Revised $2,571,287 2009-10 Budget $2,692,068 Supplies and Services 355,888 276,079 255,920 322,579 (241,081) (201,319) (203,339) (141,865) Capital Outlay Internal Services Contributions Expenditure Total $2,644,150 $3,005,904 $2,623,868 $2,872,782 $15.78 $17.83 $15.56 $16.92 Per Capita 2007-08 Actual Authorized Personnel Custodial Services Full Time Total Perm FTE 2008-09 Revised Temp FTE Full Time 50 0.49 50 0.49 Perm FTE 2009-10 Budget Temp FTE Full Time Perm FTE Temp FTE 50 0.49 46 0.49 50 0.49 46 0.49 Related Strategic Issue: Quality of Life Goal: To maintain a high level of cleanliness and maintain a sanitary environment for City facilities in an efficient and cost effective manner Objective: 1) To achieve square footage maintained per FTE per 8 hour shift at a minimum of 24,000 square feet; 2) hold custodial costs per square foot cleaned to a maximum of $2.35; and 3) achieve total square footage cleaned per custodian at a minimum of 27,000 Measures Total square feet cleaned per FTE1 2007-08 Actual 2008-09 Budget 2008-09 Revised 2009-10 Budget 21,421 21,000 22,381 24,000 $2.29 $2.55 $2.37 $2.35 n/a n/a n/a 27,000 Operating and Maintenance Cost per square foot cleaned1 Total square feet cleaned per custodian 2 1 Excludes personnel and facilities budgeted in the Performing Arts and Transit 2 New measure beginning FY 2009-10 173 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 2009-10 Budget Highlights: The approved amount includes the following changes: elimination of a vacant Administrative Assistant position reduction of $30,000 in funding for motor vehicle parts Also, starting in January 2010, one Equipment Mechanic position will be funded from the Solid Waste Fund. Expenditure by Type Personal Services 2007-08 Actual $2,533,006 2008-09 Budget $2,720,923 2008-09 Revised $2,708,482 2009-10 Budget $2,677,450 Supplies and Services 3,410,008 3,216,969 3,455,611 3,273,452 Capital Outlay 1,145,180 1,792,346 951,288 2,414,718 (7,088,194) (7,730,238) Internal Services Expenditure Total $0 2007-08 Actual Authorized Personnel Full Time Perm FTE (7,115,381) $0 2008-09 Revised Temp FTE Full Time Perm FTE (8,365,620) $0 $0 2009-10 Budget Temp FTE Full Time Perm FTE Temp FTE Fleet Services 33 0.50 33 0.50 32 0.50 Total 33 0.50 33 0.50 32 0.50 Related Strategic Issue: Quality of Life Goal: To maintain the City’s fleet at the lowest cost and highest quality of service and vehicle condition Objective: To contain the growth in maintenance and repair, fuel, and capital costs as measured by cost per mile 2007-08 Actual Measures (Comparative Benchmark) Cost per mile (maintenance and repair, fuel and capital cost): 2008-09 Budget 2008-09 Revised 2009-10 Budget Police patrol sedans $0.79 $0.66 $0.82 $0.81 Light duty trucks $0.72 $0.68 $0.68 $0.70 Solid Waste trucks $5.06 $4.22 $4.89 $4.97 Related Strategic Issue: Quality of Life Goal: To utilize personnel resources in an efficient and effective manner Objective: 1) To maximize utilization of fleet mechanic time; and 2) maintain an optimum vehicle to mechanic ratio 2007-08 2008-09 2008-09 2009-10 Actual Budget Revised Budget Measures Mechanic utilization rate Vehicles per mechanic 174 70% 72% 72% 72% 72 75 72 75 Transportation The Transportation Division is responsible for all transportation activities throughout the City. Services provided by this division include: (1) provide sight restriction abatements; (2) participate in regional transportation/transit planning and programming; (3) plan, coordinate, benchmark and provide transit services; (4) plan and administer bicycle facilities; and (5) staff the Transportation Commission which provides oversight over the dedicated transit tax. FY 2009-10 Budget Highlights: The approved budget also includes the following reorganizations: transfer of a Transit Financial Analyst position into the Accounting Division transfer of the entire Traffic Engineering Division, including 11 full-time positions, into the Engineering Division Also approved for FY 2009-10 is the reorganization of the Transportation Planning functions, including two Principal Planner positions and one Senior Transportation Planner position from the Transportation Division into the Community Development Department. In addition, the reorganization of the Transportation marketing functions, including one Community Outreach Marketing Supervisor position and two Community Outreach/Marketing Coordinator II+ positions into the Community and Media Relations Division. These reorganizations are not reflected in the displayed budget and authorized personnel table below due to timing issues. These reorganizations are scheduled to be completed during FY 2009-10. All of the positions noted will remain funded by the Transit Fund. Expenditure by Type Personal Services 2007-08 Actual $3,366,701 2008-09 Budget $4,856,192 2008-09 Revised $3,635,735 2009-10 Budget $4,311,623 Supplies and Services 33,953,453 43,868,402 43,804,512 43,960,661 Capital Outlay 123,581 Internal Services 1,313,063 1,230,286 1,110,631 14,162 10,000 10,000 25,000 $38,770,960 $49,964,880 $48,560,878 $49,482,471 $231.53 $296.30 $287.97 $291.40 Contributions Expenditure Total 35,000 Per Capita 2007-08 Actual Authorized Personnel Studies and Design Transit Total 2008-09 Revised 1,150,187 2009-10 Budget Full Time Perm FTE Temp FTE Full Time Perm FTE Temp FTE Full Time Perm FTE Temp FTE 11 34 1.00 1.00 11 35 0 1.00 1.00 34 1.00 1.00 45 1.00 1.00 46 1.00 1.00 34 1.00 1.00 Related Strategic Issue: Transportation Goal: To effectively manage and evaluate transit service provided through regional or City contracts funded by a dedicated Tempe transit tax Objective: To efficiently and cost-effectively provide and monitor regional and local fixed route, circulator and Dial-ARide service Measures (Comparative Benchmark) Vehicle revenue miles (bus) Operating and Maintenance Cost per vehicle revenue mile (bus) Boardings per vehicle revenue mile (bus) 175 2007-08 Actual 2008-09 Budget 2008-09 Revised 2009-10 Budget 5,628,833 6,938,556 7,066,367 7,443,340 $5.81 $6.33 $6.33 $5.74 1.5 1.8 1.8 1.8 Related Strategic Issue: Transportation Goal: 1) To attract people to use the transit system; 2) operate a reliable bus system; and 3) operate a reliable Dial-A-Ride system Objective: 1) To maintain annual bus boardings to 11,400,000; 2) meet the Dial-A-Ride industry standard of 95% of trips on time (minimum); and 3) meet the industry standard of 90% of bus trips on time (minimum) Measures Annual boardings (bus) 2007-08 Actual 2008-09 Budget 2008-09 Revised 8,577,972 12,489,400 11,400,000 45.6% (8.7%) 0% Percent Change 2009-10 Budget 11,400,000 On-time performance (Dial-A-Ride) 92% 95% 92% 95% On-time performance (bus) 89% 90% 90% 90% Related Strategic Issue: Transportation Goal: To provide outstanding customer service to bus and Dial-A-Ride customers Objective: 1) To meet contract standards by limiting bus service complaints to 15 per 100,000 boardings (maximum) and Dial-A-Ride service complaints to 1 per 1,000 boardings (maximum); 2) obtain a 70% resident satisfaction rate for quality of local bus service; and 3) obtain a 70% resident satisfaction rate on the quality of walking and biking paths Measures 2007-08 Actual 2008-09 Budget 2008-09 Revised 2009-10 Budget Complaints per 100,000 boardings (bus) 27 15 24 15 Complaints per 1,000 boardings (Dial-A-Ride) 1.2 3.0 0.8 1.0 Resident satisfaction with the quality of local bus service* 58% 65% 65% 70% Resident satisfaction with the quality of walking and biking paths* 60% 67% 67% 70% *Measured by the percent of residents that responded with “Very Satisfied” or “Satisfied” in the annual Community Attitude Survey 176 Light Rail Transit Operations Light Rail Transit Operations is responsible for oversight of the planning, construction, operations, maintenance, safety and security of the light rail transit system. With the completion of the light rail project in December 2008, the division’s primary focus will be on operation, maintenance, safety and security of the light rail transit system. FY 2009-10 Budget Highlights: The approved budget includes the transfer of a Principal Civil Engineer position into the Public Works-Engineering Division. Also approved for FY 2009-10 is the reorganization of the planning functions, including one Deputy Manager position, two Senior Transportation Planner+ positions and one Management Assistant position from Light Rail Transit Operations into the Community Development Department. These reorganizations are scheduled to be completed during FY 2009-10. All of the positions noted above will remain funded by the Transit Fund. 2007-08 Actual Expenditure by Type Personal Services 2008-09 Budget 2008-09 Revised 2009-10 Budget $744,188 $874,391 $804,832 $299,356 24,284 4,815,252 4,815,252 9,822,252 84,334 84,334 70,432 75,169 66,752 71,191 $838,904 $5,849,146 $5,771,170 $10,192,799 $5.01 $34.68 $34.22 $60.02 Supplies and Services Capital Outlay Internal Services Expenditure Total Per Capita 2007-08 Actual Authorized Personnel Light Rail Transit Administration and Operations Total Full Time Perm FTE 2008-09 Revised Temp FTE 7 7 Full Time Perm FTE 7 7 Temp FTE 2009-10 Budget Full Time Perm FTE Temp FTE 6 6 Related Strategic Issue: Transportation Goal: To attract riders to the Metro light rail system by delivering reliable and effective service Objective: 1) To achieve average weekday boardings of 9,400; 2) achieve 95% on-time performance as defined by arrival within 5 minutes of scheduled time; and 3) maintain service reliability as defined by less than 25,000 miles between system failures 2007-08 2008-09 2008-09 2009-10 Actual Budget Revised Budget Measures Average weekday boardings N/A 2,600 9,400 On-time performance N/A 95% 95% 95% Miles between system failures N/A 25,000 25,000 25,000 177 9,400 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 2009-10 Budget Highlights: The approved amount includes the following changes: • addition of one Deputy Water Utilities Manager position • addition of one Executive Assistant position • addition of 1.5 FTE Administrative Assistant positions FY 2009-10 Capital Budget Operating Impacts: The department also received additional supplemental funding in the amount of $84,000 to purchase and install a new Compliance Data System, and additional operational funding for electricity and supplies in connection with a Water Quality project under the Capital Budget. Expenditure by Type Personal Services 2007-08 Actual 2008-09 Budget 2008-09 Revised 2009-10 Budget $12,428,463 $13,888,468 $12,814,502 $14,434,793 Supplies and Services 14,342,490 15,998,838 14,857,987 18,697,832 Capital Outlay Internal Services Expenditure Total Per Capita Expenditures by Division Operations 928,107 307,001 169,535 429,706 4,126,340 4,443,673 4,402,559 4,363,418 $31,825,400 $34,637,980 $32,244,583 $37,925,749 $190.05 $205.41 $191.22 $223.34 2007-08 Actual $21,447,170 2008-09 Budget $22,117,799 2008-09 Revised $21,404,447 2009-10 Budget $23,281,054 Water Resources 977,757 1,108,448 1,062,462 1,126,906 Administration/CIP Management/Finance/Aviation 4,514,210 5,496,865 5,361,270 6,102,945 SROG 4,886,263 5,914,868 4,416,404 7,414,844 Total $31,825,400 $34,637,980 $32,244,583 $37,925,749 178 2007-08 Actual Authorized Personnel Operations 2008-09 Revised Full Time Perm FTE Temp FTE Full Time Perm FTE Temp FTE 118 1.00 0.98 124 0.50 0.98 Water Resources 4 Admin./CIP Mgt./Finance/Aviation 12 SROG 4 0.50 0.49 Total 135 0.49 1 1.50 1.47 141 Perm FTE 120 0.50 Temp FTE 4 12 1 2009-10 Budget Full Time 13 0.50 0.49 1.00 0.49 1 0.50 1.47 138 Related Strategic Issue: Public Safety and Neighborhood Quality of Life Goal: To provide a safe and adequate domestic water supply to all residents 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 Measures (Comparative Benchmark) Total Water Treatment Operating and Maintenance Cost 2007-08 Actual 2008-09 Budget 2008-09 Revised 2009-10 Budget $10,539,561 $10,899,513 $10,899,513 $11,453,595 Number of customer accounts 42,255 42,800 42,500 42,800 Total gallons treated (Million Gallons) 16,628 17,900 17,900 17,900 Operating and Maintenance Cost per 1,000 gallons treated Operating and Maintenance Cost per customer account $0.63 $0.61 $0.61 $0.64 $249.43 $254.66 $256.46 $267.61 Related Strategic Issue: Public Safety and Neighborhood Quality of Life Goal: To provide water of the highest quality to all residents Objective: 1) To maintain 90% overall resident satisfaction with water service; 2) minimize the number of resident complaints related to water quality to 1% of total customer base in Tempe (1%/420 complaints); and 3) respond to those complaints within 24 hours 100% of the time Measures 2007-08 Actual Overall resident satisfaction with water service* Taste and odor complaints Hardness complaints Other complaints Response within 24 hours of the complaint 2008-09 Budget 2008-09 Revised 2009-10 Budget 88% 90% 91% 90% 12 <420 (1%) 14 <420 (1%) 0 <420 (1%) 2 <420 (1%) 20 <2100 (5%) 10 <2100 (5%) 100% 100% 100% 100% *Measured by the percent of residents that responded with “Very Satisfied” or “Satisfied” in the annual Community Attitude Survey 179 This page intentionally left blank. 180 Capital Improvements Budget Contents Page Capital Budget Overview............................................................................................................................................... 182 Relationship Between Operating and Capital Budgets .............................................................................................. 185 Projected Impact of Capital Improvements on Future Operating Budgets............................................................... 188 Significant Non-Routine Capital Project Expenditures by Major Program ............................................................... 189 Capital Improvements Project Map .............................................................................................................................. 190 Capital Improvements Program Summary................................................................................................................... 191 Capital Improvements Program Source of Funds....................................................................................................... 192 Capital Budget Strategic Focus.................................................................................................................................... 193 Capital Improvements Program Changes in Fund Balances ..................................................................................... 194 Capital Budget and Debt Policy Statements................................................................................................................ 195 Legal Bonded Debt Limits............................................................................................................................................. 196 Long-Term Debt Summary ............................................................................................................................................ 197 Capital Budget, Debt Service and Property Tax Rate: Ten Year Historical Trends................................................. 198 Capital Improvements Program Project Listing and Descriptions ............................................................................ 199 Water Program ......................................................................................................................................................... 199 Wastewater Program ................................................................................................................................................ 204 Transit Program ........................................................................................................................................................ 206 Rio Salado Program ................................................................................................................................................. 209 Police Protection Program ........................................................................................................................................ 211 Fire Protection Program............................................................................................................................................ 212 Storm Drains Program .............................................................................................................................................. 214 Park Improvements / Recreation Program................................................................................................................ 215 General Governmental Program............................................................................................................................... 217 Transportation and Rights-of-Way Improvements Program...................................................................................... 221 Traffic Signals and Street Lighting Program ............................................................................................................. 224 181 Capital Budget Overview Pursuant to the Tempe City Charter, the City Manager prepares and submits a Capital Improvements Program (CIP) annually to the Council. The CIP is a five-year financial plan for the acquisition, construction, expansion, or rehabilitation of infrastructure and capital assets. Capital Projects typically have one or more of the following characteristics: (1) expenditures which take place over two or more years, requiring continuing appropriations beyond a single fiscal year; (2) funding with debt because of significant costs to be shared by current and future beneficiaries; (3) a systematic acquisition over an extended period of time; and (4) scheduled replacement or maintenance of specific elements of physical assets. The following are some examples of items that are included within the definition of capital expenditures: • • • • • • • • Capital Budget. The remaining years within the CIP serve as a guide for future planning and are subject to annual review and modification in subsequent years. ANNUAL BUDGET PROGRAM SUMMARY As shown in the chart below, the City of Tempe’s Financial Program for FY 2009-10 totals $500.7 million. Of this amount, approximately $96.3 million is for projects included in the Capital Budget. FY 2009-10 Total Financial Program 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 Operating Budget $404.4 Capital Budget $ 96.3 Total ($ millions) $500.7 Capital Budget 19% Operating Budget 81% Although capital projects are scheduled throughout the five-year plan, only those projects during the first year of the plan are adopted as part of the City's annual budget. The first year of the CIP constitutes the Comparison of FY 2008-09 and FY 2009-10 Capital Budgets FY 2008-09 Budget Capital Program Enterprise Water Wastewater FY 2009-10 Budget $47,529,000 20,425,000 $31,436,147 13,350,000 50,000 0 52,304,506 9,750,000 5,971,361 3,225,500 Police 6,261,249 2,428,800 Fire 5,312,020 9,023,863 250,000 275,000 10,138,875 8,944,875 7,929,938 5,905,694 10,236,376 9,805,341 Golf Special Purpose Transit Rio Salado General Purpose Storm Drains Park Improvements General Governmental Transportation Transportation and R.O.W Traffic Signals/Street Lighting Total 182 1,625,000 2,165,348 $168,033,325 $96,310,568 CIP PROCESS The Special Purpose program includes Transit and Rio Salado projects, and represents $13 million or 13%, of the funded projects in FY 2009-10. The Transportation program includes street and sidewalk construction and renovation, traffic signals, and lighting projects. Transportation program funding totals $12 million in FY 2009-10, representing 12% of the Capital Budget. In October 2008, the CIP process began with the CIP Coordinating Committee meeting to review and discuss guidelines, budget request forms, and availability of funds. This Committee consisted of City department heads, departmental capital project managers, and Financial Services staff. Based on guidance provided at this meeting, City departments submitted requests for projects to be included in the Capital Improvements Program. In total, the four program areas account for 93 projects. In the course of evaluating all projects, the City recognizes a distinction between projects that require expenditures toward periodic, ongoing or routine capital improvements, and projects that require significant non-routine capital expenditures. After all the submissions were received, a follow-up ‘discovery’ meeting was held in mid-December 2008. At this meeting the total requests were put in context of total available funding. Through meetings with department managers and other key department representatives held over the ensuing months, the total requested program was reduced to meet the available resources. Based on these meetings, a five-year capital program was recommended to the City Manager. Seventy-seven (77) of the total CIP projects provide for ongoing, routine expenditures to maintain and repair the City’s facilities, streets, and parks, and for the gradual replacement of various capital assets. While these projects represent the majority of the CIP, they account for only half (49%) or $47.4 million of the total FY 2009-10 Capital Budget. On March 26, 2009, the City Council held a public Special Budget Session to examine the capital program including funding sources, debt service requirements, operating budget impacts, and project priorities. Due to the economic downturn and an associated restrictive impact on the City’s revenues and financing options, the capital program was not expanded further and moved forward as presented for Council adoption on May 14th, 2009 As illustrated by the chart below, the balance of the CIP is comprised of 16 projects that are considered significant and non-routine, and which account for 51% or $48.9 million of the FY 2009-10 Capital Budget. 77 Routine Capital Projects $47.4M CAPITAL BUDGET OVERVIEW The Capital Budget consists of the following program areas: General Purpose, Transportation, Special Purpose, and Enterprise projects. As shown in the table below, the Enterprise and General Purpose programs make up the bulk of the Capital Budget in FY 2009-10, representing 47% and 28% of the program, respectively. The Enterprise program includes Water and Wastewater projects and totals $44.8 million. The General Purpose program includes Police, Fire, Storm Drains, Parks, and General Governmental projects and totals $26.5 million. These significant non-routine capital expenditures are for major projects that are typically “one time” in nature and involve the construction or expansion of new facilities or City infrastructure, extensive renovation of existing facilities, the purchase of important capital assets, or the acquisition of new technology which will enhance service delivery. These projects and associated funding sources are listed separately for discussion on page 189 in the Operating Impacts section of this document, and are also listed under their respective program area in the complete CIP project listings and descriptions section. FY 2009-10 CIP by Program $ Millions 44.8 47% General Purpose 26.5 28% Special Purpose 13.0 13% Transportation 12.0 12% $96.3 100% Total Because significant non-routine capital projects often translate into an increase in services required to support new or expanded facilities, or new or expanded City programs, they also often translate into increased operations and maintenance costs which impact the City’s operating budget. The operating budget impacts resulting from significant non-routine capital expenditures are discussed in detail in the Operating Impacts section which starts on page 185. % of Total Enterprise 16 Significant Non-Routine Capital Projects $48.9M 183 CAPITAL IMPROVEMENTS PROGRAM FINANCING For fiscal year 2009-10, the City plans to issue $33.6 million in new bonds for projects in the General Purpose and Transportation programs. Over the fiveyear Capital Improvements Program, the City plans to issue $120.6 million in bonds for these purposes, all in accordance with our debt management plan discussed below. Debt service on these bonds will be repaid by revenues from the City’s secondary property taxes. Tempe's capital program has been historically funded through a combination of bonds and other sources, as shown in the chart below. The other funding sources have included pay-as-you-go financing, outside revenues, grants and capital project fund balances. In addition, the City plans to issue approximately $37.9 million of new Enterprise Bonds in FY 2009-10 to finance a portion of the project costs in this program. Over the five-year CIP, the City plans to issue approximately $151 million in bonds in the Enterprise program. User fee revenue will support the debt service costs on these bonds. $250 $200 $150 $100 $50 $0 Bonds -1 0 The FY 2009-10 financing sources are described in further detail in the Capital Improvements Program Source of Funds table on page 192, as well as in the individual project descriptions. 20 09 -0 9 08 20 20 07 -0 8 -0 7 06 20 20 05 -0 6 $Millions CIP Funding FY 2005-06 to FY 2009-10 DEBT MANAGEMENT PLAN Other Sources The need to incur long-term obligations to finance past, present and future capital programs carries with it the obligation to manage the resultant debt program effectively. Accordingly, the level of outstanding debt and the City's capacity to incur and repay additional debt bear careful examination. General Obligation (G.O.) bonds are consistently the primary source of capital financing and must be approved by Tempe residents. In a November 2008 special bond election Tempe residents approved an additional $241.3 million of additional G.O. bonding authority which is incorporated in the five-year CIP. In 1989 the City Council adopted a long-range debt plan for the City. At the beginning of the capital budget process, the debt plan is updated using revised assessed property valuations, population assumptions, and operating revenue projections. Through adoption of this plan and by utilizing these factors to size our debt program, the City has achieved and maintained outstanding bond ratings. In FY 2009-10, the program is funded with a combination of bonded debt, representing 74% of program funding, and a total of 26% from a combination of other sources as shown in the table below. Tempe’s current G.O. bond ratings are shown below. Fitch and Standard and Poor’s AAA rating of the City’s creditworthiness is the highest credit rating possible and is a testament to the City’s prudent financial management practices. FY 2009-10 Sources of Funds $ Millions % of Total General Obligation Bonds Outside Revenue Capital Projects Fund Balance Pay-as-You-Go Financing Total $71.5 15.3 8.6 0.9 $96.3 74% 16% 9% 1% 100% Fitch Moody’s Standard & Poor’s Although the total budgeted use of bond financing in FY 2009-10 is approximately $26 million less than in FY 2008-09, bond financing increases as a percentage of the total Capital Budget primarily due to significant reductions in the uses of Transit Tax and federal grants as sources of financing in the Transit program. AAA Aa1 AAA CONCLUSION The five-year capital program serves as an excellent guide for future planning. In combination with the debt management plan, the capital program will ensure the City’s capital needs are met in a timely fashion with no impact to the City’s continued financial stability. 184 Relationship Between Operating and Capital Budgets As part of the Capital Improvements Program, departments are 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, including any cost savings or new revenues resulting from a project. The table at the bottom of this page lists the FY 2009-10 projects with identified operating and maintenance impacts, and includes the projected fiscal impact on the FY 2009-10 operating budget. Though the City of Tempe prepares a Capital Budget separate from the Operating Budget, the two budgets are linked. These links include operating and maintenance costs associated with new facilities and infrastructure, debt service payments for new debt financed projects, and pay-as-you-go financing from operating revenues. As shown in the diagram and table below, these incremental impacts total $8.4 million in FY 2009-10. Operating Budget $404.4 M CIP Impact $8.4 M It is important to note that although the operating impacts budgeted for the majority of the projects identified below are associated with significant nonroutine capital projects, the operating budget impacts are anticipated to become permanent. The estimated future annual operating impacts resulting from these projects are discussed below and are listed on page 188 along with all other capital projects that are anticipated to have impacts on future operating budgets. Capital Budget $96.3 M Incremental Impact of Capital Budget on Operating Budget - All Funds Among the projects with new FY 2009-10 operating and maintenance impacts, the Utility Billing System for the Financial Services Department and the TIPS project for the Police Department are the most significant and are both solely attributable to ongoing information technology related costs. Operating budget funding associated with the other listed projects primarily provides resources to pay for new electricity costs, and materials and supplies. FY 2009-10 New Debt Service Enterprise $3,654,036 Transportation 882,920 General Purpose 2,507,766 New Operations and Maintenance 458,980 Future Operating and Maintenance Impacts Pay-As-You-Go Financing Transit Fund Water/Wastewater Fund Total 460,720 447,861 In addition to current year impacts, future operating costs, savings, and new revenue associated with current and planned projects are identified in the Capital Budget process to aid in long-range planning. $8,412,283 FY 2009-10 Operating and Maintenance Impacts of Capital Improvements New Revenue Expenditure Reductions $50,000 - - $50,000 - Water 110,000 - - 110,000 - New Support Services Facility* General 38,660 - - 38,660 - Tempe Public Library Renovation* General 38,400 - - 38,400 - TIPS (Technology Integrated Police Systems) General 181,500 - - 181,500 - Program / Project Fund Total Cost JGMWTP Water Quality Upgrades* Water Utility Billing System Upgrade* Net Fiscal Effect FTE Enterprise General Purpose Transportation New Signals / Modular Upgrades HURF 6,480 - - 6,480 - Street Light Upgrades / New Installation HURF 33,940 - - 33,940 - $458,980 0 Total Operating Impacts $458,980 *Indicates project designated as significant non-routine. 185 $0 $0 Since the City Council only formally adopts Operating and Capital Budgets on an annual basis, the ‘out-year’ impacts represent a forecast based on the current scope of the project and inflation assumptions. As such, they will be subject to revision in future years based on changes in inflation, the scope of the project and Council and community priorities. As shown in the table on page 188, a total of 18 current and/or future projects are projected to produce $7.5 million in operating budget impacts between FY 201011 and FY 2013-14. Of the 18 projects, nine (9) are considered to be significant non-routine projects and are projected to produce 77% or $5.8 million of the total estimated future operating budget impacts. Periodic, ongoing or routine capital projects are estimated to produce approximately $1.7 million in operating budget impacts over the same period. Please see page 189 for a list of all significant nonroutine projects and associated funding sources, and the complete CIP Project Listings and Descriptions section for additional project detail. Within the Enterprise program, the water quality enhancement projects at the City’s Johnny G. Martinez Water Treatment Plant (JGMWTP) and South Tempe Water Treatment Plant (STWTP) are the primary drivers of the future operating budget impacts. These projects include the upgrade and installation of equipment and technology which will ensure the City’s water quality standards remain in compliance with current and future water quality regulation. Customer Services Utility Billing Upgrade - After installation, the new utility billing software system will require annual maintenance costs estimated at $110,000. • Environmental Laboratory Facility - Operating impacts represent only the additional annual costs of electricity to operate the lab over and beyond the costs at the current facility. Once the new lab is complete the current operating budget will transfer to the new lab. Water Department officials predict the department will eventually realize additional cost savings from the operation of the new lab, because more water testing will be performed “in house” rather by outside laboratories. • New Fire Support Services Facility - Projected operating budget impacts represent the incremental increases to electricity and maintenance costs associated the Fire Department’s planned move to a larger support services facility. The impacts also account for the future addition of one full-time position to maintain the new facility. Notably, expenditures for the full-time position were requested for FY 2009-10, but were not provided due to a current lack of operating revenues. CIP Project Operating Budget Impacts and the Economy It is important to note in general, with regard to estimated future operating budget impacts from CIP projects, that the recent economic downturn is projected to produce a negative effect on the City’s ability to absorb additional operating budget impacts in the near future. As such future decisions regarding which CIP projects will be approved for funding are likely to be made with heightened project scrutiny depending on operating budget revenue availability. Operating budget impacts for the JGMWTP and STWTP projects are primarily attributable to projected increased requirements for chemicals and electricity to support the plants’ water treatment operations. Because these projects are scheduled for final completion in FY 2010-11 and 2011-12 respectively, they serve as excellent examples of how significant non-routine projects often result in significant permanent operating impacts beyond completion. Because projects under the Enterprise Program are ultimately paid for primarily by revenue received from water and sewer customers, and given that water and sewer user rates are scheduled for annual future increases, the Enterprise Program is currently projected to maintain the capacity to absorb projected future CIP operating budget impacts. Other significant non-routine capital projects projected to result in operating budget impacts include the following: • • Clark Park Swimming Pool Renovation - The operational impacts projected for this project are based on the closure of another nearby municipal swimming pool, and the transfer of operational funding from that facility to this renovated facility. As such the operating impacts listed for this project represent only the amounts necessary to pay for the additional staff, chemicals, and electricity that would be required because of the much larger size of Clark Park pool. If the other pool is not closed, the operational impacts for this project will increase significantly. Capital Expenditures Impact on Services Inherent within the CIP is the overarching fundamental intention to maintain and improve the City’s infrastructure and assets in order to create a positive and livable community environment, and to enhance the City’s organizational ability to deliver services to residents. Ongoing and routine projects such as waterline and street repair, park renovation, and facilities maintenance are basic examples of capital projects that perpetuate the livability of the City. Service impacts from significant non-routine projects are discussed on the following page. 186 Significant non-routine projects such as Water Treatment Plant Upgrades, the Clark Park Swimming Pool Renovation, and the Public Library Renovation not only represent major investments in the City, but also enhance service delivery and help ensure Tempe is a safe and accommodating place to live. Examples of how these, and other significant non-routine projects will result in appreciable enhancements to City services are highlighted below. • Johnny G. Martinez & South Tempe Water Treatment Plant Water Quality Improvement Projects - These two major projects totaling $34.7 million will ensure the City’s water quality is in compliance with current and future environmental regulation under the U.S. Safe Drinking Water Act. According to the City’s 2008 Community Attitude Survey, the City’s ability to supply reliable, high quality domestic water to its residents resulted in a 91% resident satisfaction rating which is 21% above the national average of 70%. • Tempe Public Library Renovation - This project will substantially upgrade the library’s computer system which will speed up resident access to information, and reduce complaints. The renovation also involves the purchase of a new wireless telephone system which will free librarians from service desks and allow them to interact with both telephone and in-house customers in a more efficient manner. • Clark Park Swimming Pool Renovation - This project will renovate the 34 year old swimming pool in an older Tempe Neighborhood. The facility has experienced waning attendance in recent years as newer modern facilities have drawn residents away. This $9.6 million project will boast water play structures, water toys, and shaded areas desired by local residents. • Broadway Road Streetscape and Pedestrian Improvements - The design and scope of this project are the products of extensive community dialogue, and will greatly improve a one mile segment of arterial street fronted by residential homes. Improvements will focus on the safety and aesthetics of the area to better accommodate the high volume of pedestrian and bicycle traffic due to the proximity to Arizona State University. • Water Quality Enhancements to the Water Transmission Grid - This project will address stringent water quality parameters under the U.S. Safe Drinking Water Act by reducing horizontal water main storage that is prone to development of disinfection byproducts. The project shortens the length of time between water disinfection and customer use which significantly improves disinfection byproduct levels, and ensures the delivery of safe high quality water to residents. 187 Projected Impact of Capital Improvements on Future Operating Budgets Capital Improvements Plan Net Operating Impact Forecast: FY 2010-11 to FY 2013-14 Program and Project Name Fund 2010-11 2011-12 2012-13 2013-14 5 Year Total Enterprise Program Environmental Laboratory Facility* Water JGMWTP Security Fence / Lighting Water JGMWTP Water Quality Upgrades* Water STWTP Security Lighting Water 300,000 15,000 15,000 5,000 5,000 5,000 30,000 15,000 675,000 775,000 775,000 2,525,000 10,000 10,000 10,000 30,000 STWTP Water Quality Improvement* Water 50,000 425,000 775,000 775,000 2,025,000 Utility Billing System Upgrade* Enterprise Subtotal Water 110,000 460,000 110,000 1,225,000 110,000 1,690,000 110,000 1,690,000 440,000 5,065,000 Special Purpose Program Broadway Road Streetscape and Pedestrian Improvements Mill-Rural* Transit 4,000 8,000 8,000 8,000 28,000 Hardy Drive Pedestrian Street Improvement Transit 6,000 6,000 University Drive Street Improvement - Priest/Mill Rio East Park Special Purpose Subtotal Transit 4,000 8,000 12,000 8,000 210,097 222,097 162,661 184,661 372,758 418,758 Rio Salado 4,000 General Purpose Program Clark Park Swimming Pool Renovation* General 49,442 118,524 122,440 290,406 Fire Station #2* General 6,960 6,960 6,960 20,880 New Support Services Facility* General 82,738 86,152 89,833 93,737 352,460 Park Renovation and Restoration General 80,308 85,017 90,140 95,679 351,145 181,500 486,957 181,500 500,316 726,000 1,817,690 Tempe Public Library Renovation* General 38,400 38,400 TIPS (Technology Integrated Police Systems) General Purpose Subtotal General 181,500 382,946 181,500 447,471 76,800 Transportation Program New Signals / Modular Upgrades General 6,480 6,480 6,480 6,480 25,920 Street Light Upgrades / New Installation Transportation Subtotal General 41,440 47,920 33,940 40,420 41,440 47,920 33,940 40,420 150,760 176,680 894,866 1,720,891 2,446,974 2,415,396 7,478,128 Total all Programs and Funds *Indicates project designated as significant non-routine 188 Significant Non-Routine Capital Project Expenditures by Major Program Project Name 2009-10 Funded Program Funding Source Additional Projected Needs 2011-12 2012-13 2010-11 Total 5-Year Program 2013-14 Enterprise Program Environmental Laboratory Facility General Obligation Bonds Excise Tax Bonds Project Total JGMWTP Water Quality Upgrades 617,000 617,000 2,257,000 2,257,000 2,216,000 2,216,000 540,000 540,000 - 5,090,000 540,000 5,630,000 General Obligation Bonds Capital Projects Fund Balance Development Fees Project Total 5,590,000 2,200,000 1,250,000 9,040,000 5,130,000 1,250,000 6,380,000 - - - 10,720,000 2,200,000 2,500,000 15,420,000 Ken McDonald Golf Course Recharge Project General Obligation Bonds 1,484,000 - - - Perimeter Metering of ASU Main Campus General Obligation Bonds 1,988,800 - - - - 1,988,800 STWTP Water Quality Improvement General Obligation Bonds Development Fees Project Total 7,260,000 7,260,000 9,780,000 9,780,000 1,030,000 1,250,000 2,280,000 - - 18,070,000 1,250,000 19,320,000 Utility Billing System Upgrade General Obligation Bonds 1,200,000 - - - - 1,200,000 Water Quality Enhancements of the Water Transmission Grid General Obligation Bonds Excise Tax Bonds Project Total 2,725,000 2,725,000 - 2,725,000 2,725,000 1,725,000 1,725,000 - 5,450,000 1,725,000 7,175,000 Southern Avenue Interceptor (SAI) Rehabilitation General Obligation Bonds Excise Tax Bonds City of Mesa Project Total - - 527,000 527,000 1,054,000 8,433,000 8,433,000 16,866,000 - 527,000 8,433,000 8,960,000 17,920,000 24,314,800 18,417,000 8,275,000 19,131,000 - 70,137,800 Total Enterprise Program 1,484,000 Special Purpose Program Broadway Road Streetscape and Pedestrian Improvements Mill-Rural Federal Grants Transit Tax Project Total 2,571,780 428,220 3,000,000 - - - - 2,571,780 428,220 3,000,000 EVBOM Facility Upgrade / Expansion Federal Grants 6,500,000 - - - - 6,500,000 I-10 and Alameda Drive Bicycle and Pedestrian Crossing Federal Grants Transit Tax Project Total - - - - 1,200,000 68,240 1,268,240 1,200,000 68,240 1,268,240 Town Lake Rubber Dam Replacement Bridgestone Reimbursement Land Sale Proceeds - Rio East Mondrian Agreement Project Total 3,000,000 3,000,000 - - - 7,500,000 11,100,000 18,600,000 3,000,000 7,500,000 11,100,000 21,600,000 12,500,000 - - - 19,868,240 32,368,240 Total Special Purpose Program General Purpose Program Fire Station #2 General Obligation Bonds 608,328 456,246 7,170,671 - - 8,235,245 New Support Services Facility General Obligation Bonds 7,685,639 - - - - 7,685,639 Clark Park Swimming Pool Renovation General Obligation Bonds 300,000 500,000 8,765,000 - - 9,565,000 Tempe Public Library Renovation General Obligation Bonds 3,536,333 115,000 - - - 3,651,333 Total General Purpose Program 12,130,300 1,071,246 15,935,671 - - 29,137,217 Total All Programs 48,945,100 19,488,246 24,210,671 19,131,000 189 19,868,240 131,643,257 Capital Improvements Project Map 190 Capital Improvements Program Summary 2009-10 Funded Program 2010-11 Water 31,436,147 24,706,561 12,572,001 7,374,000 9,285,000 85,373,709 Wastewater 13,350,000 13,680,350 18,566,700 31,755,250 14,546,500 91,898,800 Total Enterprise 44,786,147 38,386,911 31,138,701 39,129,250 23,831,500 177,272,509 Transit 9,750,000 245,000 2,554,343 1,319,000 1,393,240 15,261,583 Rio Salado 3,225,500 714,500 100,000 8,327,664 18,700,000 31,067,664 12,975,500 959,500 2,654,343 9,646,664 20,093,240 46,329,247 Police 2,428,800 1,417,000 1,282,000 1,315,174 1,315,174 7,758,148 Fire 9,023,863 456,246 7,670,671 - - 17,150,780 275,000 275,000 300,000 300,000 350,000 1,500,000 8,944,875 5,721,750 9,967,500 8,372,000 9,266,000 42,272,125 250,000 250,000 250,000 250,000 250,000 1,250,000 5,511,674 Program Additional Projected Needs 2011-12 2012-13 Total 5-Year Program 2013-14 Enterprise Program Special Purpose Program Total Special Purpose General Purpose Program Storm Drains Park Improvements General Governmental Community Relations Community Services 4,016,694 501,319 336,930 404,483 252,247 Development Services 115,000 - - - - 115,000 Information Technology 348,000 241,000 638,000 166,000 - 1,393,000 Public Works 901,000 801,000 801,000 801,000 801,000 4,105,000 Water Utilities 275,000 275,000 275,000 275,000 275,000 1,375,000 26,578,232 9,938,315 21,521,101 11,883,657 12,509,421 82,430,727 9,805,341 7,496,590 8,041,912 7,981,239 8,437,465 41,762,548 Total General Purpose Transportation Program Transportation and R.O.W. 2,165,348 2,074,319 1,675,000 2,021,469 1,675,000 9,611,136 Total Transportation Traffic Signals / Street Lighting 11,970,689 9,570,909 9,716,912 10,002,708 10,112,465 51,373,684 Total General / Transportation 38,548,921 19,509,225 31,238,014 21,886,365 22,621,886 133,804,411 TOTAL PROGRAM 96,310,568 58,855,636 65,031,058 70,662,279 66,546,626 357,406,167 191 Capital Improvements Program Source of Funds Program 2009-10 Funded Program Additional Projected Needs 2011-12 2012-13 2010-11 Total 5-Year Program 2013-14 Enterprise Program Water/Wastewater General Obligation Bonds Excise Tax Bonds 37,886,147 35,886,911 22,461,701 - 21,331,500 117,566,259 - - 5,650,000 28,196,250 - 33,846,250 Capital Projects Fund Balance 4,400,000 - - - - 4,400,000 Development Fees 2,500,000 2,500,000 2,500,000 2,500,000 2,500,000 12,500,000 44,786,147 38,386,911 527,000 31,138,701 8,433,000 39,129,250 23,831,500 8,960,000 177,272,509 City of Mesa Total Enterprise Special Purpose Transit Transit Tax Revenues Federal Grants Regional Public Transportation Fund Total Transit 428,220 145,000 547,803 1,219,000 93,240 2,433,263 9,071,780 - 1,906,540 - 1,200,000 12,178,320 250,000 100,000 100,000 100,000 100,000 650,000 9,750,000 245,000 2,554,343 1,319,000 1,393,240 15,261,583 100,000 - - - - 100,000 16,867,664 Rio Salado Capital Improvements Reserve Land Sale Proceeds - Rio East Bridgestone Reimbursement Mondrian Agreement Total Rio Salado Total Special Purpose 125,500 714,500 100,000 8,327,664 7,600,000 3,000,000 - - - - 3,000,000 - - - - 11,100,000 11,100,000 3,225,500 714,500 100,000 8,327,664 18,700,000 31,067,664 12,975,500 959,500 2,654,343 9,646,664 20,093,240 46,329,247 120,575,624 General Purpose & Transportation 33,597,210 17,250,337 28,937,083 19,747,354 21,043,639 Capital Improvements Reserve General Obligation Bonds 1,917,000 - - - - 1,917,000 Capital Projects Fund Balance 2,200,000 - - - - 2,200,000 Land Sale Proceeds - Rio East - 1,567,000 1,964,000 1,492,000 1,326,000 6,349,000 WWW Fund 447,861 383,869 311,387 391,293 238,315 1,772,725 Transit Fund 32,500 2,450 25,543 13,190 13,932 87,616 354,350 305,568 - 242,528 - 902,446 Total General / Transportation Federal Grants 38,548,921 19,509,225 31,238,014 21,886,365 22,621,886 133,804,411 TOTAL PROGRAM 96,310,568 58,855,636 65,031,058 70,662,279 66,546,626 357,406,167 192 Capital Budget Strategic Focus The City establishes strategic issues, goals, and objectives to provide long-range focus for resource allocation choices. The strategic issues, goals, and objectives are aligned to Council and community committees as follows: The FY 2009-10 Capital Program organized by strategic issue is shown in the chart below. The FY 2009-10 Capital Budget largely focuses on capital projects related to two strategic areas: (1) Community Sustainability, and (2) Transportation. These two strategic issue areas alone account for 65% of the Capital Budget in the upcoming fiscal year. Community Sustainability Education Partnerships Housing Mill and Lake District Neighborhood Parks Rehabilitation & Maintenance Quality of Life Sports, Recreation, Arts and Cultural Development Technology, Economic and Community Development Transportation CIP project concentration in Community Sustainability is attributable to the City’s continuing reinvestment in water and sewer infrastructure to support new and existing development. CIP concentration in Transportation is attributable to ongoing maintenance of City street systems. The objective of each strategic team is to delineate long-range goals, formulate a cohesive strategy for each of the defined areas, and develop action plans to advance the City towards those strategic goals. Neighborhood Parks Rehabilitation & Maintenance 10% Technology, Economic & Community Development 5% Quality of Life 13% Sports, Recreation, Arts & Cultural Development 4% Mill & Lake District 3% Transportation 22% Community Sustainability 43% 193 Capital Improvements Changes in Fund Balances Program Estimated Transfers Fund Balance from Other Outside Bond Estimated 06-30-09 Funds Revenue Proceeds Fund Balance Appropriation 06-30-10 Enterprise Water / Wastewater $4,655,963 $2,500,000 $37,886,147 $44,786,147 $255,963 Subtotal Enterprise 4,655,963 0 2,500,000 37,886,147 44,786,147 255,963 Transit 270,694 428,220 9,321,780 9,750,000 270,694 Rio Salado (41,468) 100,000 3,125,500 3,225,500 (41,468) Subtotal Special Purpose 229,226 528,220 12,447,280 0 12,975,500 229,226 2,428,800 2,428,800 42,864 8,995,863 9,023,863 Special Purpose General Purpose Police Protection 42,864 Fire Protection 28,000 Storm Drains Park Improvements General Governmental Subtotal General Purpose 1,834,836 (485,437) 1,392,263 2,369,361 2,397,361 0 275,000 275,000 7,244,875 8,944,875 134,836 3,536,333 5,905,694 (485,437) 22,480,871 26,578,232 (307,737) 9,305,341 9,805,341 212,353 Transportation Transportation & R.O.W. Improvements 712,353 Traffic Signals / Street Lighting Subtotal Transportation TOTAL PROGRAM 93,316 354,350 1,810,998 2,165,348 93,316 805,669 354,350 11,116,339 11,970,689 305,669 $15,301,630 $71,483,357 $96,310,568 $483,121 $7,083,121 $2,925,581 194 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 improvements 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. Debt Policy Statement Debt will only be used to finance long-term capital improvements and not be used to finance recurring operating expenses. Authorized debt shall be limited as follows unless authorization is obtained from the City Council to exceed these limits General obligation bonds shall follow the guidelines established in the Debt Management Plan 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 Debt term should match the useful life of the capital project funded. 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 service schedules will be based upon level annual principal and interest payments. Overlapping debt issue shall be included in the City’s financial reports 195 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 2009-10 6% Bond Limit (1) $166,049,332 Outstanding Bonded Debt-Previously Issued (1,325,000) 20% $553,497,773 (440,675,000) Proposed Bonds to be Sold in FY 2009-10 Water/Wastewater 37,886,000 Storm Drains 275,000 Park Improvements 7,244,875 Public Safety / Law Enforcement 2,428,800 Fire and Emergency Services 8,995,900 Transportation 11,116,300 All Others 3,536,325 Debt Margin Available $164,724,332 (1) $41,339,573 The FY 2009-10 Bond Limit is based upon an estimated secondary assessed value of $2,767,488,865 compared to the FY 2008-09 secondary assessed value of $2,656,948,194. 196 Long-Term Debt Summary General Obligation Voter Authorization 2006 Program Water / Wastewater Police Protection Fire Protection Park Improvements Streets / Transportation Subtotal Original Authorization Prior Issues 2009-10 Issue Remaining Authorization $172,000,000 172,000,000 14,000,000 12,500,000 1,500,000 0 2,500,000 730,000 1,770,000 0 14,000,000 14,000,000 $0 0 8,000,000 2,565,000 5,435,000 0 210,500,000 201,795,000 8,705,000 0 113,300,000 16,970,000 37,886,000 58,444,000 928,800 9,971,200 2008 Program Water/Wastewater Police Protection 10,900,000 Fire Protection 21,110,000 Community Services / Park Improvements / Library 51,800,000 Streets / Transportation Subtotal TOTAL 7,225,900 13,884,100 2,390,000 10,781,200 38,628,800 5,956,300 38,243,700 241,310,000 19,360,000 62,778,200 159,171,800 $451,810,000 $221,155,000 44,200,000 Long-Term Debt Outstanding $71,483,200 $159,171,800 June 30 2006 2007 2008 2009 $170,590,000 $243,265,000 27,090,000 29,255,000 32,085,000 43,675,000 9,450,000 8,855,000 8,695,000 11,010,000 General Obligation Bonds Water / Wastewater Police Protection Fire Protection Storm Drains Park Improvements Library / Museum Streets / Transportation Total G.O. Debt Outstanding $282,520,000 $285,735,000 3,245,000 3,970,000 3,775,000 3,600,000 22,755,000 25,665,000 27,575,000 32,960,000 115,000 1,455,000 1,395,000 4,940,000 44,610,000 47,300,000 51,550,000 60,080,000 277,855,000 359,765,000 407,595,000 442,000,000 Tempe Municipal Property Corp. Bonds Golf Course Improvements Total Tempe Municipal Property Debt 140,000 0 140,000 0 0 0 1,780,000 1,220,000 625,000 1,780,000 1,220,000 625,000 0 0 0 0 16,720,000 Tempe Sports Authority Corp. Bonds / COP Certificates of Participation (COP) Total Tempe Sports Authority Corp. Bonds/COP Total Water/Wastewater Excise Tax Bonds Total Performing Arts Excise Tax Bonds 54,325,000 50,895,000 47,340,000 43,640,000 Total Transit Excise Tax Bonds 60,675,000 109,785,000 138,065,000 135,480,000 Total Rio Salado Excise Tax Bonds 35,175,000 33,810,000 32,320,000 30,760,000 Total Governmental Excise Tax Bonds 20,330,000 23,990,000 23,400,000 29,680,000 2,210,000 2,130,000 2,050,000 1,965,000 $452,490,000 $581,595,000 Total Cemetery Enterprise Bonds Total Long-Term Outstanding Debt 197 $651,395,000 $700,245,000 Capital Budget, Debt Service and Property Tax Rate: Ten Year Historical Trends Budgeted % Change in Outstanding Debt Service Capital Secondary Property Tax Rate ($) Fiscal Improvements Principal Requirements Net Secondary Assessed FY End (2) P&I Year Program (1) Assessed Value Valuation Primary Secondary Total 2000-01 $67,408,152 $200,805,000 $29,772,986 $1,356,429,397 9.3% $0.54 $0.81 $1.35 2001-02 85,541,430 205,950,000 26,675,235 1,456,361,617 7.4 0.53 0.82 1.35 2002-03 95,318,794 252,480,000 23,996,164 1,556,492,294 6.9 0.52 0.83 1.35 2003-04 117,968,707 280,525,000 27,243,978 1,688,452,415 8.5 0.55 0.80 1.35 2004-05 177,118,222 362,225,000 27,696,707 1,768,877,385 4.8 0.53 0.82 1.35 2005-06 189,971,703 452,490,000 35,620,916 1,904,426,188 7.7 0.52 0.88 1.40 2006-07 196,728,491 581,595,000 44,105,855 2,006,703,332 5.4 0.52 0.88 1.40 2007-08 212,706,469 651,395,000 52,988,091 2,401,898,465 19.7 0.51 0.89 1.40 2008-09 168,033,325 700,245,000 59,795,499 2,656,948,194 10.6 0.51 0.89 1.40 2009-10 96,310,568 737,398,200 65,918,781 2,767,488,865 4.2 0.49 0.91 1.40 (1) The budgeted CIP reached a historical peak in FY 2007-08 due primarily to increased spending in the Transit Program to fund the City's portion of design and construction of the metropolitan area light rail transit system. The FY 2008-09 CIP included the City's final contribution to light rail funding as the project was completed in December 2008. While the reduction in the FY 2009-10 CIP is largely due to the decreased spending in the Transit Program, other major programs such as the Water / Wastewater program were also reduced or maintained at prior year levels in an effort to minimize additional commitments in the distressed economic environment. (2) Outstanding Principal includes all forms of City debt, including general obligation, excise, and enterprise supported debt. Year over year increases in outstanding principal reflect an increasing utilization of bonded debt to finance the Capital Budget. Debt Service Appropriations by Fund FY 2009-10 Principal Debt Service Fund Transit Fund Water/Wastewater Fund Golf Fund Performing Arts Fund Cemetery Fund Total Interest Fiscal Agent Fees Total $10,837,056 $8,738,486 $300,000 $19,875,542 2,735,000 5,842,169 400,000 8,977,169 15,957,458 14,593,750 300,000 30,851,208 8,160 7,913 2,000 18,073 3,860,000 2,145,626 10,000 6,015,626 90,000 91,163 $33,487,674 $31,419,107 198 181,163 $1,012,000 $65,918,781 Capital Improvements Program Project Listings and Descriptions Water Program Projects and Funding Sources 2009-10 Funded Program Additional Projected Needs 2011-12 2012-13 Funding Source Distribution System Fittings General Obligation Bonds Excise Tax Bonds Project Total 500,000 500,000 400,000 400,000 230,000 230,000 230,000 230,000 230,000 230,000 1,360,000 230,000 1,590,000 Environmental Laboratory Facility General Obligation Bonds Excise Tax Bonds Project Total 617,000 617,000 2,257,000 2,257,000 2,216,000 2,216,000 540,000 540,000 - 5,090,000 540,000 5,630,000 General Obligation Bonds 83,000 28,000 51,000 - - 162,000 JGMWTP Capital Equipment Replacement General Obligation Bonds Excise Tax Bonds Project Total 250,000 250,000 250,000 250,000 250,000 250,000 250,000 250,000 250,000 250,000 1,000,000 250,000 1,250,000 JGMWTP Security Fence / Lighting General Obligation Bonds 2,711,600 - - - - 2,711,600 JGMWTP Water Quality Upgrades General Obligation Bonds Capital Projects Fund Balance Development Fees Project Total 5,590,000 2,200,000 1,250,000 9,040,000 5,130,000 1,250,000 6,380,000 - - - 10,720,000 2,200,000 2,500,000 15,420,000 General Obligation Bonds 1,484,000 - - - General Obligation Bonds Excise Tax Bonds Project Total 376,998 376,998 377,001 377,001 377,001 377,001 279,000 279,000 1,855,000 1,855,000 2,986,000 279,000 3,265,000 General Obligation Bonds 1,988,800 - - - - 1,988,800 Small Meter Replacement Program 2" and Under General Obligation Bonds Excise Tax Bonds Project Total 650,000 650,000 100,000 100,000 100,000 100,000 100,000 100,000 - 850,000 100,000 950,000 STWTP Capital Equipment Replacement General Obligation Bonds Excise Tax Bonds Project Total 250,000 250,000 250,000 250,000 250,000 250,000 250,000 250,000 250,000 250,000 1,000,000 250,000 1,250,000 STWTP Security Lighting General Obligation Bonds - 2,378,900 - - - 2,378,900 STWTP Water Quality Improvement General Obligation Bonds Development Fees Project Total 7,260,000 7,260,000 9,780,000 9,780,000 1,030,000 1,250,000 2,280,000 - - 18,070,000 1,250,000 19,320,000 Undergrounding of Water Aqueduct at the JGMWTP General Obligation Bonds - - - - 2,107,000 2,107,000 Update the Integrated Master Plan (IMP) General Obligation Bonds - - - - 500,000 500,000 Utility Billing System Upgrade General Obligation Bonds 1,200,000 - - - - 1,200,000 Water Line Replacement and Repair General Obligation Bonds Excise Tax Bonds Development Fees Project Total 850,000 850,000 850,000 850,000 4,000,000 4,000,000 2,750,000 1,250,000 4,000,000 2,750,000 1,250,000 4,000,000 8,450,000 2,750,000 2,500,000 13,700,000 Water Metering Stations General Obligation Bonds 1,064,908 - - - - 1,064,908 Water Quality Enhancements of the Water Transmission Grid General Obligation Bonds Excise Tax Bonds Project Total 2,725,000 2,725,000 - 2,725,000 2,725,000 1,725,000 1,725,000 - 5,450,000 1,725,000 7,175,000 Waterline Upgrade / Replacement Rural (University - Apache) General Obligation Bonds 291,841 1,655,660 - - - 1,947,501 Well Rehabilitation General Obligation Bonds 93,000 - 93,000 - 93,000 279,000 31,436,147 24,706,561 12,572,001 7,374,000 9,285,000 85,373,709 HVAC Replacement at all Three Water Wastewater Plants Ken McDonald Golf Course Recharge Project New Production Wells Perimeter Metering of ASU Main Campus Program Total 199 2010-11 Total 5-Year Program Project Name 2013-14 1,484,000 Water Program Project Descriptions Distribution System Fittings Related Strategic Issue: Community Sustainability This Project provides for the acquisition, assembly and installation of water works infrastructure including meters, valves, fire hydrants and water lines. This project assures that all water distribution appurtenances are maintained and replaced in accordance with all state, federal and industry standards. This will make certain Tempe residents' health and well-being is protected and that we are realizing all possible revenue from our meters. 2009-10 Source of Funds Water / Wastewater Bonds 500,000 Environmental Laboratory Facility Related Strategic Issue: Community Sustainability This project involves the design and construction of a Leadership in Energy and Environmental Design (LEED) certified environmental laboratory facility to analyze the quality of drinking water and reclaimed water supplies as required under federal and state environmental laws, and to ensure the safest possible water supply. Rapidly emerging regulations governing drinking water and reclaimed water supplies have created a nearly 5-fold increase in the last 8 years in the number of analyses that Tempe must conduct to ensure compliance with Clean Water Act and Safe Drinking Water Act requirements. 2009-10 Source of Funds Water / Wastewater Bonds 617,000 HVAC Replacement at all Three Water Wastewater Plants Related Strategic Issue: Community Sustainability This project replaces City owned air conditioning equipment and carpet located within the three water and wastewater plants that has been identified as being ineffective, inefficient or has exceeded its life span according to the Public Works Facility Maintenance division. Replacement schedule is as follows: 2009-10: replace 14 air conditioning units and heat pumps at Johnny G. Martinez Water Treatment Plant (JGMWTP), South Tempe Water Treatment Plant (STWTP) and Kyrene Water Reclamation Facility (KWRF). 2010-11: replace 1 heat pump and other equipment at JGMWTP, STWTP & KWRF. 2011-12: replace 8 heat pumps and air conditioning units at JGMWTP, STWTP & KWRF. 2009-10 Source of Funds Water / Wastewater Bonds 83,000 JGMWTP Capital Equipment Replacement Related Strategic Issue: Community Sustainability This project provides an annual funding mechanism to address equipment failures at the Johnny G. Martinez Water Treatment Plant (JGMWTP) that have not been specifically budgeted. Every year there are unexpected failures of pumps, valves, and other operating equipment due to fatigue, wear, structural failure and many other reasons. Comprehensive preventative maintenance programs and procedures are in place to help minimize equipment failures. 2009-10 Source of Funds Water / Wastewater Bonds 250,000 JGMWTP Security Fence / Lighting Related Strategic Issue: Community Sustainability This project would replace the existing chain link fence that runs along the western perimeter of the Johnny G. Martinez Water Treatment Plant, and provide perimeter lighting along the same path. The chain link fence currently in place is over 20 years old and is in need of repair. The new fence will be a higher level of security fence consisting of solid metal vertical and horizontal materials. The proposed lighting would consist of free standing poles with lighting fixtures which would illuminate the perimeter fence line. This project is a continuation of security improvements which were recommended by the assessors who conducted our vulnerability assessment per the Department of Homeland Security. This project will be effective in delaying, deterring and detecting unauthorized persons entering our secured facility. 2009-10 Source of Funds Water / Wastewater Bonds 2,711,600 JGMWTP Water Quality Upgrades Related Strategic Issue: Community Sustainability This project includes the planning, design, permitting and construction of facilities to improve water quality. Additional improvements are required to meet water quality regulations. The project scope includes improvements to solids handling facilities (plate settlers and sludge holding tank), chemical feed systems and sedimentation basin improvements. Reservoir aeration and other alternatives to GAC (Granular Activated Carbon) for control of disinfection byproducts will be studied and implemented. 2009-10 Source of Funds Water / Wastewater Bonds Capital Projects Fund Balance Development Fees 5,590,000 2,200,000 1,250,000 200 Water Program Project Descriptions (continued) Ken McDonald Golf Course Recharge Project Related Strategic Issue: Community Sustainability The project will drill and outfit one aquifer storage and recovery well at the Ken McDonald Golf course. 2009-10 Source of Funds Water / Wastewater Bonds 1,484,000 New Production Wells Related Strategic Issue: Community Sustainability This project will connect two Salt River Project (SRP) wells located at Kyrene South of Warner and McClintock & University, and drill and outfit one new City of Tempe well. These additional wells will provide groundwater as a backup supply during drought or plant shut down, or during water blending to improve water quality. 2009-10 Source of Funds Water / Wastewater Bonds 376,998 Perimeter Metering of ASU Main Campus Related Strategic Issue: Community Sustainability This project will install perimeter metering for the ASU main campus bounded by University Dr., Rural Rd., Apache Blvd., and Mill Ave. The project will include meter vaults, meters, backflow prevention devices, and piping reconfiguration as required. The ASU main campus has numerous water mains throughout that are not accessible or maintainable due to lack of easements and placement. Perimeter metering will enable the metering of all water used on the main campus and reduce the risk of collateral damage. It also eliminates Water Department personnel from being placed in a work environment for which they are not trained nor equipped due to main location. 2009-10 Source of Funds Water / Wastewater Bonds 1,988,800 Small Meter Replacement Program - 2 Inches and Under Related Strategic Issue: Community Sustainability This project provides for the replacement of revenue generating water meters that are 15 years old or older. By replacing these meters the City will realize increased revenue and accurate water accounting. The estimated replacement schedule is as follows: Replace approximately 11,000 small meters that are 15 years or older: Year 1: 5,500 meters Year 2: 5,500 meters Ongoing replacement program: Year 3: 850 meters Year 4: 850 meters Year 5: 850 meters 2009-10 Source of Funds Water / Wastewater Bonds 650,000 STWTP Capital Equipment Replacement Related Strategic Issue: Community Sustainability This project provides an annual funding mechanism to address equipment failures at the South Tempe Water Treatment Plant (STWTP) that have not been specifically budgeted. Every year there are unexpected failures of pumps, valves, and other operating equipment due to fatigue, wear, structural failure and many other reasons. Comprehensive preventative maintenance programs and procedures are in place to help minimize equipment failures. 2009-10 Source of Funds Water / Wastewater Bonds 250,000 STWTP Security Lighting Related Strategic Issue: Community Sustainability The lighting proposed for this site would be of both free standing poles and wall mounted fixtures that would provide sufficient illumination for deterrence and detection of unauthorized persons. The primary focus of lighting would be along the southern, western and northern perimeters of the site where there is minimal to non-existent pole lighting. This project is a continuation of the security improvements as recommended by the assessors who conducted our vulnerability assessment per the Department of Homeland Security. This project will be effective in delaying, deterring and detecting unauthorized persons entering our secured facility. 2009-10 Source of Funds N/A 201 Water Program Project Descriptions (continued) STWTP Water Quality Improvement Related Strategic Issue: Community Sustainability This project includes the planning, design, permitting and construction of additional treatment facilities at the South Tempe Water Treatment Plant. Improvements are required to replace aging equipment, and to meet current and future water quality regulations. This project also includes a comprehensive study of treatment alternatives. Anticipated improvements include the addition of reservoir aeration, new powdered activated carbon lines, improved coagulant dosing, a reservoir chlorine dosing system, additional sludge drying beds, well water discharge structures, reservoir drains and replacement of the finished water pump station. Major operating impacts to this project include additional electrical and chemical use. 2009-10 Source of Funds Capital Projects Fund Balance 7,260,000 Undergrounding of Water Aqueduct at the JGMWTP Related Strategic Issue: Community Sustainability This project will replace the water aqueduct or flume that supplies raw water to the JGM Water Treatment Facility with an underground pipe. The vulnerability assessment of the Water Utilities Department indicated that this piece of infrastructure needed addressing. Recently extensive repairs to the leaking joints in the flume have been performed and the expected life of these repairs is 7-10 years. 2009-10 Source of Funds N/A Update the Integrated Master Plan (IMP) Related Strategic Issue: Community Sustainability The Water Utilities Department completed the first master planning effort for water, wastewater, storm water and flood irrigation in FY 2000-01. The Integrated Master Plan (IMP) serves as a functional financial model that aids in CIP planning and rate setting. In order to continually meet service delivery goals it is necessary to regularly update the master plan. Because of the projected intense capital spending projected to meet growing service demand, it is imperative to update the master plan initially on a threeyear cycle. If growth slows in the future the period between IMP updates may be increased. This project provides funding to facilitate the IMP recommended update. 2009-10 Source of Funds N/A Utility Billing System Upgrade Related Strategic Issue: Community Sustainability This project is for the upgrade / replacement of the Utility Billing software application. Currently, the Banner utility billing system bills an estimated $56 million annually for the City's Water, Sewer and Solid Waste services for approximately 42,000 accounts. The current system has been operational since June 2001 with expected replacement for June 2010 (a nine year life). Modifications to the original software and the fact that a current software maintenance agreement is not in place, necessitates system replacement. Annual maintenance cost is estimated to be $110,000 starting in FY 2009-10. 2009-10 Source of Funds Water / Wastewater Bonds 1,200,000 Water Line Replacement and Repair Related Strategic Issue: Community Sustainability The WUD Integrated Master Plan identifies most of the specific waterlines that need to be replaced to meet increasing demands. This project provides a recurring funding source to replace water lines that break during normal operation or that have reached their useful life. 2009-10 Source of Funds Water / Wastewater Bonds 850,000 Water Metering Stations Related Strategic Issue: Community Sustainability This project provides for the design and construction of nine flow and water quality monitoring stations dispersed throughout the water distribution system. It is difficult to monitor water quality once water leaves the water treatment plants. The addition of these stations will provide continuous, real-time data that can be used in conjunction with existing computer models to more accurately measure the movement of water and monitor changes in water quality through the system. 2009-10 Source of Funds Water / Wastewater Bonds 1,064,908 202 Water Program Project Descriptions (continued) Water Quality Enhancements of the Water Transmission Grid Related Strategic Issue: Community Sustainability This project provides for the retirement of 24 inch diameter transmission mains in various locations. The planned order of retirement is as follows: 1.) Price Rd. from University to Southern (2 mi.) 2.) Kyrene Rd. from Guadalupe to Warner (2 mi.) 3.) Priest Dr. from Elliot to Warner (1 mi.) 4.) University Dr. from McClintock to Price (1 mi.) 5.) Rural Rd. from Guadalupe to Warner (2 mi.) 6.) Price Rd. from baseline to Guadalupe (1 mi.) These mains are to be physically separated from the remaining water delivery system and interconnections are to be severed and appropriately plugged to maintain system integrity. This retirement will reduce "horizontal reservoir" storage by more than one million gallons in areas of relatively small demand, significantly improving disinfection byproducts (DBPs) levels. 2009-10 Source of Funds Water / Wastewater Bonds 2,725,000 Waterline Upgrade / Replacement Rural (University - Apache) Related Strategic Issue: Community Sustainability This project will replace / upgrade the existing 14 inch cast iron pipe between University and Apache. Approximately 2,600 feet of 16 inch ductile iron pipe will be tied to the 30 inch transmission main at University and Apache. New fire hydrants, gate valves, onsite fire suppression system connections, services/meters, and connections to the distribution system will be included. The existing pipe was installed in 1964/68 and is nearing the end of its design life. In addition the non-standard diameter makes new connections and repairs more expensive and of longer duration. This also provides for increased service demands by ASU. 2009-10 Source of Funds Capital Projects Fund Balance 291,841 Well Rehabilitation Related Strategic Issue: Community Sustainability This project provides for rehabilitation and major structural repair of existing City supply wells. 2009-10 Source of Funds Water / Wastewater Bonds 93,000 Crew at work on waterline 203 Wastewater Program Projects and Funding Sources 2009-10 Funded Program 2010-11 9,050,000 2,200,000 1,250,000 12,500,000 11,250,000 1,250,000 12,500,000 6,100,000 5,650,000 1,250,000 13,000,000 Additional Projected Needs 2011-12 2012-13 2013-14 Total 5-Year Program 10,750,000 1,250,000 12,000,000 8,750,000 1,250,000 10,000,000 35,150,000 16,400,000 2,200,000 6,250,000 60,000,000 200,000 200,000 250,000 250,000 250,000 250,000 700,000 250,000 950,000 750,000 750,000 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 5,500,000 2,000,000 7,500,000 - - - 278,250 278,250 2,296,500 2,296,500 2,296,500 278,250 2,574,750 General Obligation Bonds - 280,350 2,312,700 - - 2,593,050 Sewer Upgrade - Farmer 12-inch Excise Tax Bonds - - - 361,000 - 361,000 Southern Avenue Interceptor (SAI) Rehabilitation General Obligation Bonds Excise Tax Bonds City of Mesa Project Total - - 527,000 527,000 1,054,000 8,433,000 8,433,000 16,866,000 - 527,000 8,433,000 8,960,000 17,920,000 13,350,000 13,680,350 18,566,700 31,755,250 14,546,500 91,898,800 Project Name Funding Source 91st Avenue WWTP General Obligation Bonds Excise Tax Bonds Capital Projects Fund Balance Development Fees Project Total Kyrene Water Reclamation Plant Equipment Replacement General Obligation Bonds Excise Tax Bonds Project Total 100,000 100,000 150,000 150,000 General Obligation Bonds Excise Tax Bonds Project Total 750,000 750,000 General Obligation Bonds Excise Tax Bonds Project Total Sewer Replacement / Upsize Smith Rd Apache to University Sewer Line Replacement and Repair Sewer Replacement / Upsize - 5th Street Price to Smith Program Total 204 Wastewater Program Project Descriptions 91st Avenue Wastewater Treatment Plant Related Strategic Issue: Community Sustainability This project represents Tempe's share of all capital activities at the 91st Avenue WWTP including treatment capacity expansion projects, capital equipment replacement, modifications and additions to meet regulatory requirements, process enhancements, and capacity expansion of the jointly owned trunk sewer lines that convey wastewater flows to the plant. The 91st Avenue Wastewater Treatment Plant (WWTP) is a regional treatment facility that is jointly owned by five valley cities and is operated by the City of Phoenix. The 91st Avenue WWTP represents the majority of Tempe's wastewater treatment program. 2009-10 Source of Funds Water / Wastewater Bonds Capital Projects Fund Balance Development Fees 9,050,000 2,200,000 1,250,000 Kyrene Water Reclamation Plant Equipment Replacement Related Strategic Issue: Community Sustainability This project provides an annual funding mechanism to address equipment failures that have not been specifically budgeted. Every year there are unexpected failures of pumps, valves, and other operating equipment due to fatigue, wear, and structural failure. Comprehensive preventative maintenance programs and procedures are in place to help minimize equipment failures. 2009-10 Source of Funds Water / Wastewater Bonds 100,000 Sewer Line Replacement and Repair Related Strategic Issue: Community Sustainability The Water Utility Department Integrated Master Plan (IMP) identifies most of the specific sewer lines that need to be replaced to meet increasing wastewater flows. This project provides a recurring funding source to replace sewer lines that break during normal operation. 2009-10 Source of Funds Water / Wastewater Bonds 750,000 Sewer Replacement / Upsize - 5th Street Price to Smith Related Strategic Issue: Community Sustainability This project will replace and upsize an estimated 2,650 feet of existing 15 inch sanitary sewer due to insufficient capacity. New sewer will be 18 inches in diameter. The project will alleviate high flow conditions and facilitate Apache Blvd. redevelopment. 2009-10 Source of Funds N/A Sewer Replacement / Upsize Smith Rd Apache to University Related Strategic Issue: Community Sustainability This project will replace and upsize an estimated 2,670 feet of existing 12 to 15 inch sanitary sewer due to insufficient capacity. New sewer will be 18 inches in diameter. The project will alleviate high flow conditions and facilitate Apache Blvd. redevelopment. 2009-10 Source of Funds N/A Sewer Upgrade - Farmer 12-inch Related Strategic Issue: Community Sustainability This project will replace approximately 1,300 feet of existing 8 inch sanitary sewer with a new 12 inch sewer. The Wastewater Master Plan identified this reach of sewer as being under capacity for the anticipated future development in this area. 2009-10 Source of Funds N/A Southern Avenue Interceptor (SAI) Rehabilitation Related Strategic Issue: Community Sustainability The Southern Avenue Interceptor (SAI) is a jointly owned regional sewer that runs through Tempe. This project rehabilitates the SAI within the limits of the City of Tempe. An engineering condition assessment study revealed severe corrosion of this unlined concrete sewer line and recommended a phased rehabilitation or replacement of this line to protect it from eventual collapse. This project combines all phases of the multi-year rehabilitation of the SAI into a single project. Phase I was completed in 2006. Costs for Phases II and III are included in this CIP. The project will be jointly funded by both Tempe and Mesa. 2009-10 Source of Funds N/A 205 Transit Program Projects and Funding Sources Project Name Funding Source 2009-10 Funded Program Broadway Road Streetscape and Pedestrian Improvements Mill-Rural Federal Grants Transit Tax Project Total 2,571,780 428,220 3,000,000 - - - - 2,571,780 428,220 3,000,000 Bus Stop Improvements Regional Transportation Fund 250,000 250,000 100,000 25,000 125,000 100,000 25,000 125,000 100,000 25,000 125,000 100,000 25,000 125,000 650,000 100,000 750,000 Transit Tax Project Total Additional Projected Needs 2011-12 2012-13 2013-14 2010-11 Total 5-Year Program EVBOM Facility Upgrade / Expansion Federal Grants 6,500,000 - - - - 6,500,000 Hardy Drive Pedestrian Street Improvement Federal Grants Transit Tax Project Total - - 120,000 120,000 1,194,000 1,194,000 - 120,000 1,194,000 1,314,000 I-10 and Alameda Drive Bicycle and Pedestrian Crossing Federal Grants Transit Tax Project Total - - - - 1,200,000 68,240 1,268,240 1,200,000 68,240 1,268,240 Install CCTV monitoring stations LRT Signal Intersections Federal Grants Transit Tax Project Total - - 286,540 122,803 409,343 - - 286,540 122,803 409,343 University Drive Street Improvement Priest / Mill: N/A Federal Grants Transit Tax Project Total - 120,000 120,000 1,500,000 400,000 1,900,000 - - 1,500,000 520,000 2,020,000 9,750,000 245,000 2,554,343 1,319,000 1,393,240 15,261,583 Program Total East Valley Bus Operations and Maintenance Facility (EVBOM) 206 Transit Program Project Descriptions Broadway Road Streetscape and Pedestrian Improvements Mill - Rural Related Strategic Issue: Transportation The Broadway Road Pedestrian and Bicycle Improvement Project is approximately one mile between Mill Ave and Rural Road. The project consists of pedestrian and bicycle facility improvements along an arterial street fronted by single family residential units. Work to be performed could include striping for bike lanes, widening of sidewalks, construction of planted medians, protection from noise, pedestrian safety, reduction of speed limit, provisions for mid-block crossings and providing transit and pedestrian amenities. The proposed project area has a high volume of pedestrian and bicycle travel due to its proximity to ASU and downtown Tempe. Area residents are advocating changing the character of the street to reflect the residential uses on this stretch of Broadway Road, which differs significantly with the rest of corridor. The design of the Broadway Road project was a product of extensive community dialogues. 2009-10 Source of Funds Federal Grants Transit Tax 2,571,780 428,220 Bus Stop Improvements Related Strategic Issue: Transportation This project provides for ongoing construction, installation and improvement of bus shelters and passenger amenities. 2009-10 Source of Funds Regional Transportation Fund 250,000 East Valley Bus Operations and Maintenance (EVBOM) Facility Upgrade / Expansion Related Strategic Issue: Transportation The project is for the expansion of the East Valley Bus Operations and Maintenance Facility. The project will complete the expansion and needed improvements at the facility to support the different and new generation of buses being used in the region. The project entails the construction of additional bus parking, bus shade structures, parking for paratransit fleet, installation of equipment upgrades, expansion of CNG fueling capacity, construction of a bio-diesel fueling station, installation of additional security cameras, additional improvements to meet employee needs, and construction of a shaded defueling facility. 2009-10 Source of Funds Federal Grants 6,500,000 Hardy Drive Pedestrian Street Improvement Related Strategic Issue: Transportation The Hardy Road Pedestrian and Bicycle Improvement Project is approximately one mile in length between Broadway Road and University Drive. The project consists of pedestrian and bicycle facility improvements along a collector street fronted primarily by single family residential units. The proposed project area has a high volume of pedestrian and bicycle travel due to its proximity to ASU, Downtown Tempe, Rio Salado and the high industrial and office employment area south of the project. Area residents are advocating retaining the neighborhood character of the street to reflect the residential uses. The project will consist of design and construction aimed at providing pedestrian, bicycle and transit improvements on Hardy Drive including: striping for bike lanes, widening of sidewalks and providing bulb-outs at critical intersections, reduction of existing travel lane widths, construction of planted medians, protection from intrusion of commercial truck traffic, improved pedestrian safety, reduction of speed limits, construction of mid-block crossings and providing transit, bicycle and pedestrian amenities. 2009-10 Source of Funds N/A I-10 and Alameda Drive Bicycle and Pedestrian Crossing Related Strategic Issue: Transportation The I-10 - Alameda Bicycle and Pedestrian Crossing project is located at Alameda Drive and the Interstate 10 Freeway. The project will provide a non-motorized east-west bicycle and pedestrian connectivity that will link residential developments with employment destinations and regional recreational facilities. The project will also provide a much-needed link that will shorten the commute for bicyclists heading to downtown Tempe and ASU. Work to be performed includes design, and acquisition of ramp easements as needed. The project will be constructed with the I-10 corridor improvements programmed in the Regional Transportation Plan. 2009-10 Source of Funds N/A Install CCTV monitoring stations - LRT Signal Intersections Related Strategic Issue: Transportation This project will install Closed Circuit Television (CCTV) monitoring at traffic signals along the Tempe portion of the light rail corridor. The project will be used to monitor and adjust signal timing to improve traffic flow along the light rail corridor. 2009-10 Source of Funds N/A 207 Transit Program Project Descriptions (continued) University Drive Street Improvement - Priest / Mill Related Strategic Issue: Transportation The University Drive improvement Project is approximately one mile between Mill Ave. and Priest Drive. The project consists of designing and constructing pedestrian and bicycle facility improvements along an arterial street. Work could include: acquisition of sidewalk easements as needed, demolition of some existing sidewalk, curb and gutter, construction of new sidewalk, curb ramps, on-street parking areas, installation and relocation of pedestrian scale street lights, and, installation of landscaping and providing transit and pedestrian amenities. The goal of the project is to enhance travel options for people of all ages and non-motorized users including: middle school students, elementary school children, seniors, professionals and college students accessing commercial centers, local parks, downtown Tempe, and ASU. The project fulfills the Tempe General Plan 2030 objective of increasing mode share for non-motorized travel. 2009-10 Source of Funds N/A 208 Rio Salado Program Projects and Funding Sources 2009-10 Funded Program Additional Projected Needs 2011-12 2012-13 2013-14 Funding Source Elements TCA an Arts Community Land Sale Proceeds - Rio East - - - 6,500,000 - 6,500,000 Rio East Park Land Sale Proceeds - Rio East - - - 1,727,664 - 1,727,664 Rio Salado Ancillary Projects Capital Improvements Reserve Land Sale Proceeds - Rio East Project Total 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 400,000 500,000 Land Sale Proceeds - Rio East 125,500 614,500 - - - 740,000 Bridgestone Reimbursement Land Sale Proceeds - Rio East Mondrian Agreement Project Total 3,000,000 3,000,000 - - - 7,500,000 11,100,000 18,600,000 3,000,000 7,500,000 11,100,000 21,600,000 3,225,500 714,500 100,000 8,327,664 18,700,000 31,067,664 Town Lake Downstream Dam Repairs - ADWR Town Lake Rubber Dam Replacement Program Total 2010-11 Total 5-Year Program Project Name Tempe Town Lake 209 Rio Salado Program Project Descriptions Elements TCA an Arts Community Related Strategic Issue: Technology, Economic & Community Development Preliminary stages of this project entail the acquisition of land between Hardy and Priest Drives, completion of Phase 2 environmental studies, and environmental (Brownfield) remediation to prepare sites for redevelopment in accordance with potential art related land uses. 2009-10 Source of Funds N/A Rio East Park Related Strategic Issue: Technology, Economic & Community Development This project is to include the initiation of a public pier / dock with on-water storage and a pedestrian connection from levee to dock. This project will serve to provide the first of many publically accessible piers and on-water storage of boats. 2009-10 Source of Funds N/A Rio Salado Ancillary Projects Related Strategic Issue: Technology, Economic & Community Development This project will fund the various minor projects that become necessary at Tempe Town Lake, Tempe Beach Park, and the linear park system. 2009-10 Source of Funds Capital Improvements Reserve 100,000 Town Lake Downstream Dam Repairs - ADWR Related Strategic Issue: Technology, Economic & Community Development This project will complete required repairs to the Town Lake's downstream dam area as required by Arizona Department of Water Resources (ADWR). One phase is to complete repairs of the rip-rap that is placed for scour control. The other phases include completing some concrete patch work and replacing piezometer cables so that groundwater level reading can resume. 2009-10 Source of Funds Rio East Land Sale Proceeds 125,500 Town Lake Rubber Dam Replacement Related Strategic Issue: Technology, Economic & Community Development This project provides funding for the installation of a new Town Lake dam in the next fiscal year, and funding for the acquisition and installation of a new dam in future years. Dam replacement includes the potential to retrofit the pumphouse and piping within the dam foundation. 2009-10 Source of Funds Bridgestone Reimbursement 3,000,000 210 Police Protection Program Projects and Funding Sources Project Name Funding Source 2009-10 Funded Program Police / City Radio System Replacement General Obligation Bonds 2,137,800 950,000 950,000 1,023,174 1,023,174 6,084,148 TIPS (Technology Integrated Police Systems) General Obligation Bonds 291,000 467,000 332,000 292,000 292,000 1,674,000 2,428,800 1,417,000 1,282,000 1,315,174 1,315,174 7,758,148 Program Total 2010-11 Additional Projected Needs 2011-12 2012-13 2013-14 Total 5-Year Program Police Protection Program Project Descriptions Police / City Radio System Replacement Related Strategic Issue: Technology, Economic & Community Development This ongoing project provides for the replacement of outdated radio equipment for the Police Department and other City radio users, allowing 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 with Tempe to share an 800 MHz digital trunk system that allows day-to-day, real time communications over a single radio system. Additionally, the system allows other City radio users (Water, Public Works, ITD, etc.) to use the new radio system and interoperate with public safety users. 2009-10 Source of Funds General Obligation Bonds 2,137,800 TIPS (Technology Integrated Police Systems) Related Strategic Issue: Technology, Economic & Community Development The Technologically Integrated Police Systems (TIPS) project provides 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 continued development of the wireless infrastructure to accommodate additional small factor wireless devices such as Smartphone’s and handheld citation units, two factor authentication for wireless devices to meet future DPS-FBI security mandates, and new hardware for increased data exchange and storage needs. Project funding also provides for a new SQL Reports server, an upgrade to the Digital Darkroom (photo evidence) system, and an upgrade to the QueTel Property System to facilitate the efficient disposition of property. Funding also provides resources for unanticipated technology costs that can be significant (e.g., failed servers, unanticipated connectivity needs, etc.). Recurring costs associated with this project include monthly costs associated with the wireless phone cards and software maintenance costs for new software. 2009-10 Source of Funds General Obligation Bonds 291,000 211 Fire Protection Program Projects and Funding Sources Project Name Funding Source Fire Apparatus Replacement General Obligation Bonds Fire Laptop Replacement Capital Improvements Reserve Fire Station #2 2009-10 Funded Program Additional Projected Needs 2011-12 2012-13 2013-14 2010-11 Total 5-Year Program 530,000 - - - - 530,000 28,000 - - - - 28,000 General Obligation Bonds 608,328 456,246 7,170,671 - - 8,235,245 New Support Services Facility General Obligation Bonds 7,685,639 - - - - 7,685,639 Radio Replacement for Conversion to 800MHz General Obligation Bonds 171,896 - - - - 171,896 Replace Burn Room at Fire Training Center General Obligation Bonds - - 500,000 - - 500,000 9,023,863 456,246 7,670,671 - - 17,150,780 Program Total Fire Fighters at Work on a Fire on Apache Blvd. in Tempe 212 Fire Protection Program Project Descriptions Fire Apparatus Replacement Related Strategic Issue: Quality of Life This project provides for the scheduled replacement of a fire truck. Timely truck replacement ensures emergency response time standards are maintained. 2009-10 Source of Funds General Obligation Bonds 530,000 Fire Laptop Replacement Related Strategic Issue: Quality of Life This project will provide for the replacement of ruggedized laptop computers used by Fire personnel in the field for electronic patient care. This system provides accurate wireless data transfer to the emergency room while en route to the hospital. 2009-10 Source of Funds Capital Improvements Reserve 28,000 Fire Station #2 Related Strategic Issue: Quality of Life This project will construct a new four bay fire station on the property of the existing Fire Station 2 and Support Services facility on south Hardy. The project entails demolition of the existing Fire Station 2 and Support Services facility, therefore construction commencement is dependent on completion of the new Support Services facility project. Completion of the new Fire Station 2 will resolve the station's current lack of space and accommodate an additional fire truck. 2009-10 Source of Funds General Obligation Bonds 608,328 New Support Services Facility Related Strategic Issue: Quality of Life This project entails the acquisition or construction of a new Support Services Facility for the Fire Department. The existing facility is inadequate in terms of size and capabilities. The new facility will house the department’s primary maintenance and warehouse areas. The facility will include expanded room for the department’s vehicle maintenance and parts storage, welding area, work space, test space, and cleaning area. The facility will also house the department’s primary reserve apparatus, a pumper truck and a ladder truck. These vehicles need to be kept in a fully ready state, including all equipment, and must be kept in a secure location. 2009-10 Source of Funds General Obligation Bonds 7,685,639 Radio Replacement for Conversion to 800 Megahertz Related Strategic Issue: Quality of Life This project provides additional funding for the federally mandated radio conversion to 800 MHz. The conversion will allow the department to remain on track in its partnership with the other metropolitan area cities in the Automatic Aide System. 2009-10 Source of Funds General Obligation Bonds 171,896 Replace Burn Room at Fire Training Center Related Strategic Issue: Quality of Life This project will renovate and modernize the existing fire training burn room at the Fire Training Center, which was built in 1993. The extensive use of this facility and the significant benefits has exceeded expectations. Because the building sustains damage with each live fire training, it limits the life of the building. The substantial use of the burn room for training necessitated the installation of fire resistant tiles in 2003. This installation was done as a temporary measure to extend the useful life of the building. 2009-10 Source of Funds N/A 213 Storm Drains Program Projects and Funding Sources 2009-10 Funded Program 2010-11 Additional Projected Needs 2011-12 2012-13 2013-14 Total 5-Year Program Project Name Funding Source Storm Drain Improvements General Obligation Bonds 275,000 275,000 300,000 300,000 350,000 1,500,000 Project Total 275,000 275,000 300,000 300,000 350,000 1,500,000 Storm Drains Program Project Descriptions Storm Drain Improvements Related Strategic Issue: Neighborhood Parks Rehabilitation & Maintenance This project provides for the construction of minor storm drain extensions, and equipment replacement and upgrades to relieve localized problems associated with various storm water retention facilities. 2009-10 Source of Funds General Obligation Bonds 275,000 214 Park Improvements / Recreation Program Projects and Funding Sources 2009-10 Funded Program Additional Projected Needs 2011-12 2012-13 2013-14 Funding Source Athletic Field Lighting Improvements General Obligation Bonds 352,500 402,500 402,500 455,000 455,000 2,067,500 Clark Park Swimming Pool Renovation General Obligation Bonds 300,000 500,000 8,765,000 - - 9,565,000 Kiwanis Park Sprinkler System Replacement General Obligation Bonds 1,534,000 - - - - 1,534,000 Neighborhood Park Improvements General Obligation Bonds 375,000 375,000 400,000 400,000 450,000 2,000,000 Park Landscaping Improvements General Obligation Bonds 162,000 175,000 190,000 205,000 221,000 953,000 Park Renovation and Restoration (3 Parks / Year) General Obligation Bonds Capital Projects Fund Balance Project Total 4,336,375 1,700,000 6,036,375 4,059,250 4,059,250 - 7,077,000 7,077,000 7,905,000 7,905,000 23,377,625 1,700,000 25,077,625 Sports Facility Relamping General Obligation Bonds 60,000 60,000 60,000 60,000 60,000 300,000 Street Landscaping General Obligation Bonds 125,000 150,000 150,000 175,000 175,000 775,000 8,944,875 5,721,750 9,967,500 8,372,000 9,266,000 42,272,125 Program Total Kiwanis Park 215 2010-11 Total 5-Year Program Project Name Park Improvements Program Project Descriptions Athletic Field Lighting Improvements Related Strategic Issue: Neighborhood Parks Rehabilitation & Maintenance This project upgrades the lighting levels at all deficient baseball, softball and multi-purpose athletic fields so that they are in compliance with Illuminating Engineering Society (I.E.S.) recommendations. 2009-10 Source of Funds General Obligation Bonds 352,500 Clark Park Swimming Pool Renovation Related Strategic Issue: Neighborhood Parks Rehabilitation & Maintenance This project will renovate the existing 34-year-old swimming pool, and replace the existing aged recreation center with a new building connected to the pool. The entire structure is at the end of its useful cycle and major reconstruction and renovation must be performed to restore this facility so it can be used by the residents again. During the years Clark pool has been open, municipal swimming pool design and construction has changed dramatically. The new pool will include water slides, water play structures, shaded areas, variable depth water levels, concessions and water toys. 2009-10 Source of Funds General Obligation Bonds 300,000 Kiwanis Park Sprinkler System Replacement Related Strategic Issue: Neighborhood Parks Rehabilitation & Maintenance This project provides for the replacement of the more than thirty (30) year old sprinkler system in Kiwanis Park. This project will include the installation of new 6 inch water mains, valves, lateral lines and heads and controllers. In addition, it will include dedicated irrigation to park trees and drip irrigation to trees and shrubs which is not present with the existing system. This project will also include the addition of more trees and shrubs, elimination of some turf areas and establishment of xeriscaping in those areas. 2009-10 Source of Funds General Obligation Bonds 1,534,000 Neighborhood Park Improvements Related Strategic Issue: Neighborhood Parks Rehabilitation & Maintenance This ongoing project provides for the replacement of playground equipment, picnic equipment, fencing, signage, concrete, sand, rubber playground surfacing, electrical / lighting, etc. in the various neighborhood parks. 2009-10 Source of Funds General Obligation Bonds 375,000 Park Landscaping Improvements Related Strategic Issue: Neighborhood Parks Rehabilitation & Maintenance This ongoing project for Park Maintenance provides for the repair and replacement of landscaping in various neighborhood parks and the Mill Avenue District. 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, athletic fields, building sites and in the Mill Avenue District on an annual basis. 2009-10 Source of Funds Capital Projects Fund Balance 162,000 Park Renovation and Restoration Related Strategic Issue: Neighborhood Parks Rehabilitation & Maintenance This project will fund the renovation of three neighborhood parks per year, and other specific park renovation projects such as upgrades to various park restrooms, restoration of the Escalante Swimming Pool amenities and replacement of the Kiwanis Park Batting Range netting. 2009-10 Source of Funds General Obligation Bonds 4,336,375 Capital Projects Fund Balance 1,700,000 Sports Facility Relamping Related Strategic Issue: Neighborhood Parks Rehabilitation & Maintenance 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. 2009-10 Source of Funds General Obligation Bonds 60,000 Street Landscaping Related Strategic Issue: Neighborhood Parks Rehabilitation & Maintenance This ongoing project provides funding for improvements and replacement of trees, irrigation, finishes and other landscaping in various street rights-of-way and public properties. 2009-10 Source of Funds Capital Projects Fund Balance 125,000 216 General Governmental Program Projects and Funding Sources Project Name Funding Source 2009-10 Funded Program Additional Projected Needs 2011-12 2012-13 2013-14 2010-11 Total 5-Year Program Community Relations Capital Improvements Reserve Land Sale Proceeds - Rio East Project Total 250,000 250,000 250,000 250,000 250,000 250,000 250,000 250,000 250,000 250,000 250,000 1,000,000 1,250,000 Municipal Arts Program Transit Fund Water / Wastewater Fund Project Total 32,500 447,861 480,361 2,450 383,869 386,319 25,543 311,387 336,930 13,190 391,293 404,483 13,932 238,315 252,247 87,616 1,772,725 1,860,341 Tempe Public Library Renovation General Obligation Bonds 3,536,333 115,000 - - - 3,651,333 Maryanne Corder Neighborhood Improvement Program Community Services Development Services Closeout of Building Plan Archive Capital Improvements Reserve 40,000 - - - - 40,000 Technology Modernization Capital Improvements Reserve 75,000 - - - - 75,000 Capital Improvements Reserve Land Sale Proceeds - Rio East Project Total 348,000 348,000 241,000 241,000 638,000 638,000 166,000 166,000 - 348,000 1,045,000 1,393,000 City Facilities Rehabilitation Capital Improvements Reserve Land Sale Proceeds - Rio East Project Total 510,000 510,000 510,000 510,000 510,000 510,000 510,000 510,000 510,000 510,000 510,000 2,040,000 2,550,000 Energy Conservation Program Capital Improvements Reserve Land Sale Proceeds - Rio East Project Total 32,000 32,000 32,000 32,000 32,000 32,000 32,000 32,000 32,000 32,000 32,000 128,000 160,000 Capital Improvements Reserve 100,000 - - - - 100,000 Historic Properties Preservation Capital Improvements Reserve Land Sale Proceeds - Rio East Project Total 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 400,000 500,000 HVAC Equipment Replacement Capital Improvements Reserve Land Sale Proceeds - Rio East Project Total 67,000 67,000 67,000 67,000 67,000 67,000 67,000 67,000 67,000 67,000 67,000 268,000 335,000 Microbial Remediation (Mold, Asbestos Removal) Capital Improvements Reserve Land Sale Proceeds - Rio East Project Total 30,000 30,000 30,000 30,000 30,000 30,000 30,000 30,000 30,000 30,000 30,000 120,000 150,000 Roof Maintenance Program Capital Improvements Reserve Land Sale Proceeds - Rio East Project Total 62,000 62,000 62,000 62,000 62,000 62,000 62,000 62,000 62,000 62,000 62,000 248,000 310,000 Capital Improvements Reserve Land Sale Proceeds - Rio East Project Total 275,000 275,000 275,000 275,000 275,000 275,000 275,000 275,000 275,000 275,000 275,000 1,100,000 1,375,000 5,905,694 2,068,319 2,300,930 1,896,483 1,578,247 13,749,674 Information Technology Enterprise Network File Storage and Archival Public Works Facilities Maintenance Management Plan Water Utilities General Purpose Irrigation Improvements Program Total 217 Tempe Public Library 218 General Governmental Program Project Descriptions Maryanne Corder Neighborhood Grant Program Related Strategic Issue: Quality of Life 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 and one $50,000 grant). The program allows for direct investment in neighborhoods, and requires extensive community involvement when deciding on a project. The selection of recipients and the amounts awarded are determined by City Council. Examples of projects include landscaping, security lighting and park improvements. 2009-10 Source of Funds Capital Improvements Reserve 250,000 Municipal Arts Program Related Strategic Issue: Sports, Recreation, Arts & Cultural Development This project provides funding for various Municipal Art projects as determined by the Municipal Arts Commission and the City Council. 2009-10 Source of Funds Transit Fund Water / Wastewater Fund 32,500 447,861 Tempe Public Library Renovation Related Strategic Issue: Sports, Recreation, Arts & Cultural Development This project will renovate the Tempe Public Library which opened to the public in 1989. Since the Library was designed and opened prior to the arrival of the Internet and the introduction of other media formats, the building was primarily designed to serve as a book warehouse and thus its technology infrastructure is inadequate to meet current and future needs. 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. 2009-10 Source of Funds General Obligation Bonds 3,536,333 Development Services - Closeout of Building Plan Archive Related Strategic Issue: Technology, Economic & Community Development This program will eliminate existing backlog of over 3,500 sets of paper plan documents, and free up over 200 square feet of workspace these plans occupy. The plan set backlog will be archived, and plan processing will be replaced with a document control program that is sized to effectively process documents produced by new construction activity. 2009-10 Source of Funds Capital Improvements Reserve 40,000 Development Services Technology Modernization Related Strategic Issue: Technology, Economic & Community Development This project will update the technology used to support plan processing in the Development Services Department. The updated technology will provide online plan review, eliminate the potential for misfiled documents, and reduce the volume of phone inquiries to Development Services. The new program will also provide a robust and comprehensive archive of plan documents that can be quickly accessed in the event of a structural fire or other building emergency. The large volume of paper plans currently processed will also be reduced, along with associated expenses to process those documents for archiving in accordance with state law. The technology update will ensure Development Services can provide a competitive level of customer service and realize operational and economic efficiencies. 2009-10 Source of Funds Capital Improvements Reserve 75,000 Enterprise Network File Storage and Archival Related Strategic Issue: Technology, Economic & Community Development Funding for this project will expand the City’s information storage capacity by upgrading computer hardware that manages the City’s Storage Area Network. The network upgrades will enhance the City’s ability to ensure reliable business operations into the future. 2009-10 Source of Funds Capital Improvements Reserve 348,000 City Facilities Rehabilitation Related Strategic Issue: Quality of life This project provides funding to rehabilitate and repair public facilities and related building systems including roofing repairs, replacements of floor covering, painting, repair and upgrades to building automation systems, fire alarms upgrades and repairs, ice machine replacements, and general building repairs as needed. It is also anticipated that some funding will be used for security modifications at City Hall. This project furthers public facilities maintenance efforts which improve the safety and efficiency of City buildings and infrastructure, and reduces future repair and replacement costs to the City. 2009-10 Source of Funds Capital Improvements Reserve 510,000 219 General Governmental Program Project Descriptions (continued) Energy Conservation Program Related Strategic Issue: Quality of Life This project replaces substandard and inefficient lighting systems and continues ongoing lighting retrofits at public facilities. The retrofit program reduces energy consumption thereby reducing electric utility bills and provides a safe and productive working environment. New lighting upgrades are planned at: Fire Station #3, Priest Yard dayroom, and Solid Waste Supervisors' area. The project also includes plans to continue to replace thermostats citywide with programmable thermostats. 2009-10 Source of Funds Capital Improvements Reserve 32,000 Facilities Maintenance Management Plan Related Strategic Issue: Quality of Life This project provides funding for building infrastructure condition assessments of both aging and new City facilities to create a maintenance management master plan. This master plan will track facility maintenance needs and building functionality, safety and integrity. As a result, the City will be able to refine its budget estimates and conduct improved long-term planning. 2009-10 Source of Funds Capital Improvements Reserve 100,000 Historic Properties Preservation Related Strategic Issue: Quality of Life This project funds rehabilitation and repair of aging historic facilities, infrastructure and systems. The scope of the rehabilitation includes roofing repairs, floor covering, painting, and repairs and upgrades of building automation, fire alarms and damaged equipment. It is anticipated that the project will include repainting the Elias Rodriquez House, replacing termite damaged flooring at the Hackett House, and constructing a storage facility for the Hackett House. Taking a proactive approach in repairs and maintenance will reduce expenditures and future costs of City-owned historic properties. 2009-10 Source of Funds Capital Improvements Reserve 100,000 HVAC Equipment Replacement Related Strategic Issue: Quality of Life This project funds air conditioning system replacement in facilities that are no longer performing adequately and require constant maintenance. Eight percent of the City’s air conditioning systems have exceeded their serviceable life expectancy and now require replacement. The funds also cover unexpected replacements and allow for proactive maintenance efforts. 2009-10 Source of Funds Capital Improvements Reserve 67,000 Microbial Remediation (Mold, Asbestos Removal) Related Strategic Issue: Quality of Life This project provides funding needed to hire trained remediation contractors for mold and asbestos removal as needed and in accordance with state and federal environmental requirements. 2009-10 Source of Funds Capital Improvements Reserve 30,000 Roof Maintenance Program Related Strategic Issue: Quality of Life This project funds annual maintenance and ongoing replacement of City facility roof structures. Proper assessments, maintenance, repairs and replacement of roof structures prolongs performance and usefulness, while reducing the frequency of leaks and emergency repairs. As part of this project, it is planned that the roof at Escalante Center will be replaced. 2009-10 Source of Funds Capital Improvements Reserve 62,000 General Purpose Irrigation Improvements Related Strategic Issue: Community Sustainability This project provides a recurring funding source to replace and repair irrigation lines that become damaged due to normal operation and / or that have exceeded their useful life. 2009-10 Source of Funds Capital Improvements Reserve 275,000 220 Transportation & R.O.W. Improvements Program Projects and Funding Sources Project Name & Number Funding Source 2009-10 Funded Program Asphalt Mill and Overlay General Obligation Bonds 1,958,820 1,325,139 1,345,500 1,412,775 1,483,414 7,525,649 Baseline Bridge Replacement over Western Canal Capital Projects Fund Balance 500,000 - - - - 500,000 Bridge Maintenance General Obligation Bonds 250,000 250,000 300,000 300,000 300,000 1,400,000 City Facilities Parking Lots General Obligation Bonds 42,000 46,200 50,820 55,902 61,492 256,414 Intersection Reconstruction General Obligation Bonds 742,000 435,000 478,500 - - 1,655,500 Minor Alley Improvements and Dust Control General Obligation Bonds 29,000 29,000 29,000 33,350 33,350 153,700 Minor Concrete Improvements General Obligation Bonds 706,610 635,949 540,556 540,556 594,612 3,018,283 Neighborhood Street Rehabilitation General Obligation Bonds 1,456,000 1,528,800 1,605,240 1,685,502 1,769,777 8,045,319 Neighborhood Transportation Management General Obligation Bonds - - 200,000 200,000 200,000 600,000 Residential Street Surface Treatment General Obligation Bonds 1,789,625 1,917,088 2,057,296 2,178,154 2,313,820 10,255,983 Street Microsurfacing General Obligation Bonds 1,030,000 772,500 772,500 515,000 515,000 3,605,000 Street Reconstruction and Improvements General Obligation Bonds 1,301,286 556,914 662,500 1,060,000 1,166,000 4,746,700 9,805,341 7,496,590 8,041,912 7,981,239 8,437,465 41,762,548 Program Total 2010-11 Alley improvements in progress 221 Additional Projected Needs 2011-12 2012-13 2013-14 Total 5-Year Program Transportation & R.O.W. Improvements Program Project Descriptions Asphalt Mill and Overlay Related Strategic Issue: Transportation This project provides for 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 preventative maintenance applications since originally constructed. The amount and type of traffic is approaching or has exceeded the design limit of some arterial streets. This project replaces the top layer of older, brittle pavement and sections of moderately distressed asphalt with new pavement. Resurfacing and rehabilitating arterial streets increases the strength and durability of the roadway, and will decrease maintenance costs for the next 10 years. 2009-10 Source of Funds General Obligation Bonds 1,958,820 Baseline Bridge Replacement over Western Canal Related Strategic Issue: Transportation This project will replace 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. 2009-10 Source of Funds Capital Projects Fund Balance 500,000 Bridge Maintenance Related Strategic Issue: Transportation This project provides for repair and maintenance of bridges located throughout the City. 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, replacement of missing bolts and nuts from railings, and miscellaneous other items. 2009-10 Source of Funds General Obligation Bonds 250,000 City Facilities Parking Lots Related Strategic Issue: Transportation This project will provide for the sealing, resurfacing and reconstruction of City parking lots in accordance with the City's Pavement Program. Proper maintenance and upkeep will prevent costly reconstruction projects in the future. 2009-10 Source of Funds General Obligation Bonds 42,000 Intersection Reconstruction Related Strategic Issue: Transportation 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. The hot temperatures and the dynamic forces applied by the accelerating and decelerating traffic cause the asphalt intersections to rut and shove. This project will explore additional pavement alternatives such as portland cement concrete and other additives that will improve the structural integrity of the intersections. 2009-10 Source of Funds General Obligation Bonds 742,000 Minor Alley Improvements and Dust Control Related Strategic Issue: Transportation This project supplements the City's alley maintenance program and will provide for the improvement or dust control of minor streets and alleys throughout the City, including paving unpaved streets or upgrading substandard minor streets to City standards. Providing dust control/soil stabilization in these streets and alleys will assist the City in meeting its air quality standard requirements. 2009-10 Source of Funds General Obligation Bonds 29,000 Minor Concrete Improvements Related Strategic Issue: Transportation This project will provide for the emergency replacement of broken curbs, gutters, and sidewalks throughout the City. Other uses include the construction of Americans with Disabilities Act (ADA) accessible ramps to improve the continuity of the infrastructure and to improve accessibility and mobility for pedestrians in various areas. This project is also used in emergency call out situations, e.g. water main breaks, as needed. 2009-10 Source of Funds General Obligation Bonds 706,610 222 Transportation & R.O.W. Improvements Program Project Descriptions (continued) Neighborhood Street Rehabilitation Related Strategic Issue: Transportation 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 six (6) miles of residential streets on average. 2009-10 Source of Funds General Obligation Bonds 1,456,000 Neighborhood Transportation Management Related Strategic Issue: Transportation This project provides for the design and installation of neighborhood traffic calming devices, such as traffic circles and speed humps, at various locations in the City. This program reduces cut-through traffic and speeds in neighborhoods. 2009-10 Source of Funds N/A Residential Street Surface Treatments Related Strategic Issue: Transportation This project provides ongoing preventative maintenance (slurry seal) of local / residential streets throughout the City in accordance with the City's pavement management program. 2009-10 Source of Funds General Obligation Bonds 1,789,625 Street Microsurfacing Related Strategic Issue: Transportation This project provides ongoing preventive 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. 2009-10 Source of Funds General Obligation Bonds 1,030,000 Street Reconstruction and Improvements Related Strategic Issue: Transportation This project provides for the reconstruction, resurfacing, and rehabilitation of streets or street segments that have exceeded their design life or need significant repair. Streets and/or public rights-of-way in this category include streets that were acquired through annexation processes throughout the years, streets / rights-of-way that have never been constructed to City standards, and street segments that have failed. Improvements are necessary in areas to ensure accessibility and safety for residents and businesses adjacent to these areas. 2009-10 Source of Funds General Obligation Bonds 1,301,286 223 Traffic Signals and Street Lighting Program Projects and Funding Sources 2009-10 Funded Program Additional Projected Needs 2011-12 2012-13 2013-14 Funding Source Design and Install Fiber Optic Communications General Obligation Bonds Federal Grants Project Total - - - 103,941 242,528 346,469 - 103,941 242,528 346,469 Install Wireless Communications and CCTV Monitoring at Intersections General Obligation Bonds Federal Grants Project Total 93,600 218,400 312,000 - - - - 93,600 218,400 312,000 Installation of Pedestrian ITS Devices General Obligation Bonds 25,000 25,000 25,000 25,000 25,000 125,000 Light Emitting Diodes General Obligation Bonds 100,000 100,000 100,000 100,000 100,000 500,000 New Signals / Modular Upgrades General Obligation Bonds 600,000 600,000 600,000 600,000 600,000 3,000,000 Purchase and Install MMU Units in All Traffic Cabinets General Obligation Bonds Federal Grants Project Total 67,398 135,950 203,348 - - - - 67,398 135,950 203,348 Street Light Pole Structural Replacement General Obligation Bonds 300,000 300,000 300,000 300,000 300,000 1,500,000 Street Light Upgrades / New Installation General Obligation Bonds 300,000 300,000 300,000 300,000 300,000 1,500,000 Utility Undergrounding General Obligation Bonds 325,000 325,000 350,000 350,000 350,000 1,700,000 Video Traffic Detection General Obligation Bonds Federal Grants Project Total - 118,751 305,568 424,319 - - - 118,751 305,568 424,319 2,165,348 2,074,319 1,675,000 2,021,469 1,675,000 9,611,136 Program Total 2010-11 Total 5-Year Program Project Name Traffic signal under construction 224 Traffic Signals/Street Lighting Program Project Descriptions Design and Install Fiber Optic Communications Related Strategic Issue: Transportation This project will install fiber optic communications media along major roadway corridors utilizing existing fiber conduits. The project will partner with private companies and the state to utilize existing conduits and state-owned infrastructure. The project will allow City staff to monitor and adjust signal timing remotely to improve traffic flow at congested intersections, and will eliminate the need for leased telephone service for command and control at signalized intersections. 2009-10 Source of Funds N/A Install Wireless Communications and CCTV Monitoring at Intersections Related Strategic Issue: Transportation This project will install wireless communications media for command and control operations and Closed Circuit Television (CCTV) monitoring at traffic signals. The project will be used to adjust signal timing to improve traffic flow at congested intersections. 2009-10 Source of Funds General Obligation Bonds Federal Grants 93,000 218,400 Installation of Pedestrian ITS Devices Related Strategic Issue: Transportation 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 Intelligent Transportation System (ITS) 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. It improves their personal safety as they navigate Tempe streets. 2009-10 Source of Funds General Obligation Bonds 25,000 Light Emitting Diodes Related Strategic Issue: Transportation The LED (Light Emitting Diodes) program has provided significant energy savings and has reduced maintenance costs since the retrofit of all incandescent lamps in the City's traffic signals, eight years ago. This ongoing project will change out old LED lamps to newer LED's since it has been more than 8 years since they were installed. 2009-10 Source of Funds General Obligation Bonds 100,000 New Signals / Modular Upgrades Related Strategic Issue: Transportation This project provides for the installations of new traffic signals as warranted or for the replacement of existing outdated signals. The projected schedule is as follows: FY 2009-2010 Broadway & Priest, Mill & Elliot, Rio Salado & Hayden Ferry, Southern & Evergreen and Broadway & Mill. Signals are installed as warranted by traffic engineering studies to manage traffic safely and efficiently. 2009-10 Source of Funds General Obligation Bonds 600,000 Purchase and Install MMU Units in All Traffic Cabinets Related Strategic Issue: Transportation This project will allow the City to replace and upgrade all aging Malfunction Management Units (MMU), which are a safety device for the traffic signal systems. The upgraded MMUs will provide for quicker troubleshooting of intersection malfunctions, will facilitate increased intersection reliability and ultimately provide for safer traffic signal control operations. 2009-10 Source of Funds General Obligation Bonds Federal Grants 67,398 135,950 Street Light Pole Structural Replacement Related Strategic Issue: Transportation 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. There are approximately 2,030 direct buried street light poles left in the inventory that will need to be replaced at a rate of 100-150 per year. 2009-10 Source of Funds General Obligation Bonds 300,000 225 Traffic Signals/Street Lighting Program Project Descriptions (continued) Street Light Upgrades / New Installation Related Strategic Issue: Transportation This project provides for the installation of new street lights at various locations as well as the upgrading of street lights from mercury vapor luminaries to environmentally friendly, energy efficient luminaries. 2009-10 Source of Funds General Obligation Bonds 300,000 Utility Undergrounding Related Strategic Issue: Transportation This project will provide for the undergrounding of overhead utility lines. Tempe City Code 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 being done 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. 2009-10 Source of Funds General Obligation Bonds 325,000 Video Traffic Detection Related Strategic Issue: Transportation The project will utilize video detection and Closed Circuit Television (CCTV) monitoring at arterial traffic signals to obtain real-time turning movement count data. The project will be used to monitor and adjust signal timing to improve traffic flow along the City's major travel corridors. 2009-10 Source of Funds N/A 226 Schedules and Summaries Contents Page Budget Resolution ......................................................................................................................................................... 228 Property Tax Ordinance ................................................................................................................................................ 229 Budget Schedules Schedule A-Summary Schedule of Estimated Revenue and Expenditures/Expenses................................................ 230 Schedule B-Summary of Tax Levy and Tax Rate Information .................................................................................... 231 Schedule C-Summary of Revenue Other Than Property Taxes ................................................................................. 232 Schedule D-Summary of Other Financing Sources and Interfund Transfers .............................................................. 234 Schedule E-Summary by Department of Expenditures/Expenses Within Each Fund ................................................. 235 Budget Basis, Units, and Changes............................................................................................................................... 236 Financial Structure and Organization .......................................................................................................................... 237 City Limits....................................................................................................................................................................... 238 Other Demographics ..................................................................................................................................................... 239 Personnel Summary ...................................................................................................................................................... 243 Personnel Schedules..................................................................................................................................................... 244 Glossary of Terms ......................................................................................................................................................... 283 Index ............................................................................................................................................................................... 290 OMB Staff........................................................................................................................................................................ 294 227 Budget Resolution RESOLUTION 2009.35 A RESOLUTION DETERMINING AND ADOPTING FINAL ESTIMATES OF PROPOSED EXPENDITURES BY THE CITY OF TEMPE FOR THE FISCAL YEAR BEGINNING JULY 1, 2009, AND ENDING JUNE 30, 2010. DECLARING THAT SUCH SHALL CONSTITUTE THE BUDGET FOR THE CITY OF TEMPE FOR SUCH FISCAL YEAR. WHEREAS, in accordance with the provisions of Title 42, Sections 17101-17104 inclusive, Arizona Revised Statutes, the City Council did, on May 14, 2009, make an estimate of the amounts required to meet the public expenses for the ensuing year, also an estimate of revenues from sources other than direct taxation, and the amount to be raised by taxation upon real and personal property within the City of Tempe, Arizona, and WHEREAS, in accordance with said sections of said Title, and following due public notice, the Council met on May 14, 2009, at which meeting any taxpayer was entitled to appear and be heard in favor of or against any of the proposed expenditures, and WHEREAS, publication has been duly made as required by law, of said estimates together with a notice that the City Council set a property tax public hearing for May 28, 2009 and set an adoption date of June 11, 2009, to adopt the property tax rate, and WHEREAS, the sums to be raised by primary taxation, as specified therein, do not in the aggregate amount exceed that amount as computed in Title 42, Section 17051, A.R.S., therefore be it RESOLVED, that the said estimates of revenues and expenditures shown on the accompanying schedules as now increased, reduced or changed by the same are hereby adopted as the budget of the City of Tempe, Arizona, for the fiscal year 2009-2010. PASSED BY THE CITY COUNCIL OF TEMPE, ARIZONA, this 28th day of May, 2009. 228 Property Tax Ordinance ORDINANCE NO. 2009.23 AN ORDINANCE LEVYING SEPARATE AMOUNTS TO BE RAISED FOR PRIMARY AND SECONDARY PROPERTY TAX LEVIES UPON EACH ONE HUNDRED DOLLARS ($100.00) OF THE ASSESSED VALUATION OF PROPERTY SUBJECT TO TAXATION WITHIN THE CITY OF TEMPE FOR THE FISCAL YEAR ENDING JUNE 30, 2010. PURSUANT to A.R.S. §42-17151, the ordinance levying taxes for Fiscal Year 2009-2010 is required to be adopted on or before the third Monday in August. WHEREAS, the County of Maricopa is the assessing and collecting authority for the City of Tempe. WHEREAS, Tempe City Charter Section 5.11 allows an ordinance necessary in connection with the adoption of the annual budget to be adopted and go into effect upon adoption. NOW, THEREFORE, BE IT ORDAINED BY THE COUNCIL OF THE CITY OF TEMPE, ARIZONA, as follows: Section 1: There is hereby levied on each One Hundred Dollars ($100.00) of the limited assessed value of all property, both real and personal, within the corporate limits of the City of Tempe, except such property as may be by law exempt from taxation, a primary property tax rate, for general and administrative expenses of the City of Tempe. The City of Tempe intends to adopt a primary property tax levy of $11,665,999, resulting in a tax rate of $0.4897 per $100 of assessed value. The primary tax levy amount is equal to the maximum allowable levy limit as determined by Maricopa County pursuant to the laws of the state of Arizona. Section 2: In addition to the rate set in Section 1 hereof, there is hereby levied on each One Hundred Dollars ($100.00) of unlimited assessed valuation of all property, both real and personal, within the corporate limits of the City of Tempe, except such property as may be by law exempt from taxation, a secondary property tax rate equal to the difference between the primary tax rate, established in Section 1, and totaling $1.4000. Section 3: The combined tax rate as set forth in Sections 1 and 2 shall equal $1.4000 per one hundred dollars ($100.00) of assessed valuation of all property, real and personal, within the corporate limits of the City of Tempe, except such property as may be by law exempt from taxation. Section 4: Failure by the county officials of Maricopa County, Arizona, to properly return the delinquent list, any irregularity in assessments or omissions in the same, or any irregularity in any proceedings shall not invalidate such proceedings or invalidate any title conveyed by any tax deed; failure or neglect of any officer or officers to timely perform any of the duties assigned to him or them shall not invalidate any proceedings or any deed or sale pursuant thereto, the validity of the assessment or levy of taxes or of the judgment of sale by which the collection of the same may be enforced shall not affect the lien of the City of Tempe upon such property for the delinquent taxes unpaid thereon; overcharge as to part of the taxes or of costs shall not invalidate any proceedings for the collection of taxes or the foreclosure of the lien therefore or a sale of the property under such foreclosure; and all acts of officers de facto shall be valid as if performed by officers de jure. Section 5: All ordinances and parts of ordinances in conflict herewith are hereby repealed. Section 6: This ordinance shall become effective upon adoption. Section 7: The Clerk of the City is directed to transmit a certified copy of this ordinance to the County Assessor and Board of Supervisors of Maricopa County. PASSED AND ADOPTED BY THE CITY COUNCIL OF THE CITY OF TEMPE, ARIZONA, this 11th day of June, 2009. 229 Schedule A Summary Schedule of Estimated Revenue and Expenditures/Expenses Adopted Budgeted Expenditures/ Expenses FY 2008-09 Unaudited Actual Expenditures/ Expenses FY 2008-09 Fund Balance/ Retained Earnings 7-1-2009 Direct Property Tax Revenue FY 2009-10 $186,327,945 $179,360,999 $56,207,289 $11,490,890 Special Revenue 97,949,428 91,561,220 23,795,222 175,000 Debt Service 23,180,569 16,560,959 34,752,449 25,192,451 168,033,325 168,033,325 10,755,516 88,981,541 77,998,564 47,914,264 $564,472,808 $533,515,067 $173,424,740 Fund General Capital Projects Enterprise Total Fund General Special Revenue Debt Service Budgeted Revenue Proceeds From Other than Other Property Financing Taxes Sources 2009-10 2009-10 $151,758,924 $22,642,707 Total (Out) $0 108,722,800 $0 $242,099,810 $185,892,521 (460,720) 132,232,302 107,530,232 62,900,358 19,875,542 107,066,084 96,310,568 (447,861) 127,015,940 91,126,158 ($908,581) $671,314,494 $500,735,021 2,955,458 Capital Projects Enterprise Total Financial Budgeted Resources Expenditures/ Available Expenses 2009-10 2009-10 Interfund Transfers 2009-10 In 95,401,987 908,581 79,549,537 $342,986,719 $118,044,694 $908,581 $36,858,341 Expenditure Limitation Comparison 1. Budgeted Expenditures/Expenses 2008-09 2009-10 $564,472,808 $500,735,021 (282,170,713) (203,820,648) $282,302,095 $296,914,373 2. Budgeted Expenditures/Expenses Adjusted for Reconciling Items 3. Less: Estimated Exclusions 4. Total Estimated Expenditures/Expenses Subject to Expenditure Limitation 5. Expenditure Limitation 230 Schedule B Summary of Tax Levy and Tax Rate Information FY 2008-09* Estimated FY 2009-10 1. Maximum Allowable Primary Property Tax Levy $11,665,890 (A.R.S. 42-17051(A)) 2. Amount Received from Primary Property Taxation in the 2008-09 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 10,976,100 11,665,890 B. Secondary Property Taxes 23,726,547 25,192,451 $34,702,647 $36,858,341 C. Total Property Tax Levy Amounts 4. Property Taxes Collected A. Primary Property Taxes 1. 2008-09 Levy 10,976,100 2. Prior Years' Levies 3. Total Primary Property Taxes $10,976,100 B. Secondary Property Taxes 1. 2008-09 Levy 23,726,547 2. Prior Years' Levies 3. Total Secondary Property Taxes $23,726,547 C. Total Property Taxes Collected $34,702,647 5. Property Tax Rates A. City Tax Rate 1. Primary Property Tax Rate 0.5070 0.4897 2. Secondary Property Tax Rate 0.8930 0.9103 $1.4000 $1.4000 3. Total City Tax Rate * Includes actual property taxes collected as of the date the proposed budget was prepared plus estimated property tax collected for the remainder of the fiscal year. 231 Schedule C Summary by Fund of Revenue Other Than Property Taxes Source of Revenue Budgeted Revenue FY 2008-09 Estimated Revenue FY 2008-09* Budgeted Revenue FY 2009-10 General Fund Local Taxes City Sales Tax $80,946,760 $73,704,000 $74,005,000 Hotel Bed Tax 3,405,200 2,800,000 3,000,000 Franchise Taxes 3,129,000 3,830,368 3,927,281 1,337,250 1,507,250 1,497,750 40,681,200 38,456,005 34,715,155 7,278,111 5,900,000 6,275,500 Charges for Services 11,212,246 11,371,916 10,645,611 Fines and Forfeitures 9,397,789 9,362,572 9,880,662 Interest on Investments 6,939,071 3,000,000 3,000,000 569,600 497,570 1,394,846 8,492,533 2,716,072 3,417,119 173,388,760 153,145,753 151,758,924 11,818,077 10,500,529 10,019,765 1,035,000 1,035,000 1,035,000 Licenses and Permits Business Licenses Intergovernmental Revenue State Shared Vehicle License Tax Voluntary Contributions SRP In-Lieu Tax Miscellaneous Revenue Total General Fund Special Revenue Funds Highway Users Revenue Fund Intergovernmental Maintenance of Effort/Other Barricading Fees 482,000 Miscellaneous Revenue 209,970 1,135 13,545,047 11,536,664 11,234,765 Intergovernmental 503,700 474,504 472,645 Total LTAF 503,700 474,504 472,645 33,888,200 29,957,000 29,957,000 State Lottery Proceeds 248,100 233,711 232,794 ASU-Flash Transit 610,370 610,370 676,790 Interest Earned-Trust Investments 617,000 228,436 212,386 Federal and State Funding 1,937,583 14,792,261 44,301,699 Miscellaneous Revenue 2,772,473 712,740 813,220 53,073,726 46,534,518 76,193,889 Total Highway Users Revenue Fund 180,000 Local Transportation Assistance Fund (LTAF) Transit Fund Transit Tax Total Transit Fund 232 Summary by Fund of Revenue Other Than Property Taxes Source of Revenue Budgeted Revenue FY 2008-09 Estimated Revenue FY 2008-09* Budgeted Revenue FY 2009-10 Special Revenue Funds (Continued) Rio Salado Fund City Sales Tax 800,000 1,200,000 1,250,000 Hotel Bed Tax 242,000 250,000 300,000 Interest on Investments 190,000 126,000 130,000 Miscellaneous Revenue 153,804 166,151 163,601 1,385,804 1,742,151 1,843,601 6,933,500 6,295,038 6,295,038 Fees and Admissions 421,500 312,700 351,000 Interest on Investments 241,956 254,756 185,039 6,933,500 6,862,494 6,831,077 Community Development Block Grant (CDBG) 2,169,428 1,510,277 3,197,782 Section 8 Housing 8,856,767 8,820,504 8,949,041 Total CDBG / Section 8 Funds 11,026,195 10,330,781 12,146,823 Total Special Revenue Funds 86,467,972 77,481,112 108,722,800 182,794 185,458 Total Rio Salado Fund Performing Arts Performing Arts Tax Total Performing Arts Fund Debt Service Fund Intergovernmental SRP In-Lieu Tax 887,276 775,074 887,276 3,727,868 2,955,458 451,722 142,860 147,186 2,072,379 2,001,283 2,001,283 Water/Wastewater 53,041,440 55,372,282 61,572,480 Solid Waste 14,990,105 14,863,757 15,828,588 70,555,646 72,380,182 79,549,537 $331,299,654 $306,734,915 $342,986,719 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. 233 Schedule D Summary by Fund of Other Financing Sources and Interfund Transfers Proceeds From Other Financing Sources FY 2009-10 Fund Interfund Transfers FY 2009-10 In Out General Fund General Fund Transfer Carry Forward Encumbrance $20,113,359 2,529,348 Special Revenue Funds HURF/LTAF Transit Total Special Revenue Funds (460,720) 22,642,707 Capital Projects Funds 71,483,357 CIP-Other Funding 17,318,630 Total Capital Projects Funds (460,720) 908,581 Bond/Note Proceeds CIP-Fund Balance Applied 0 6,600,000 95,401,987 908,581 0 Enterprise Funds Water/Wastewater (447,861) Total Enterprise Funds TOTAL ALL FUNDS 0 0 (447,861) $118,044,694 $908,581 $(908,581) 234 Schedule E Summary by Department of Expenditures/Expenses Within Each Fund Adopted Budgeted Expenditures/ Expenses FY 2008-09 Expenditure/ Expense Adjustments Approved FY 2008-09 $392,876 336,240 2,987,173 646,967 510,867 824,487 4,516,196 3,296,547 3,240,493 4,643,787 4,310,066 6,562,339 74,967,930 27,717,029 14,860,592 16,943,216 10,679,281 7,605,859 1,286,000 186,327,945 $(2,187) (64,859) (83,576) (30) (4,512) (108,966) 30,654 (247,086) (313,780) (84,822) (257,125) 347,726 (579,859) (194,685) (243,421) (487,952) 2,878,134 (1,277,955) (694,301) $386,796 317,002 2,731,102 562,583 501,040 633,735 4,291,354 3,178,778 2,897,141 4,197,288 4,213,605 6,261,570 74,519,365 26,844,336 14,509,885 16,087,941 10,085,127 7,142,351 $400,337 339,673 2,875,479 554,394 502,431 884,219 4,259,174 3,222,042 2,955,464 4,501,411 4,249,509 6,519,803 74,667,301 28,726,772 14,412,112 17,302,234 10,079,427 9,440,739 179,360,999 185,892,521 11,119,454 (800) 10,188,351 15,008,850 64,370,597 2,169,428 8,856,767 2,467,828 8,965,354 97,949,428 (329) (500) 60,394,106 1,510,277 8,820,504 2,017,382 8,630,600 91,561,220 68,825,439 3,197,782 8,949,041 2,444,592 9,104,528 107,530,232 16,560,959 16,560,959 19,875,542 19,875,542 Revised Expenditures/ Expenses FY 2008-09* Budgeted Expenditures/ Expenses FY 2009-10 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 (550) (2,179) 23,180,569 23,180,569 168,033,325 168,033,325 999,126 999,126 168,033,325 168,033,325 96,310,568 96,310,568 71,242,018 2,108,511 385,303 15,245,709 88,981,541 (43,414) 61,064,003 2,101,379 325,151 14,508,031 77,998,564 72,489,753 2,178,060 376,744 16,081,601 91,126,158 $533,515,067 $500,735,021 $564,472,808 (6,168) (49,582) $253,064 * 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. 235 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). 236 Financial Structure and Organization 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); and 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 basis) as opposed to an expense of the following 237 City Limits 1999 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 Year Area Year 1893 1.0 1894 1.8 1.8 1950 2.6 1900 1900 1.8 1.8 1955 1955 4.5 4.5 19851985 38.5 38.5 Scale 1910 1910 1.8 1.8 1960 1960 17.517.5 19901990 39.3 39.3 1/2 1920 1920 1.8 1.8 1965 1965 1.8 1970 21.721.7 19951995 39.8 39.8 25.3 2000 40.0 1893 1894 0 1 mile 1930 1930 1.0 1.8 Year Year 1940 1940 1950 1970 YearArea Year YearYear Area 1.8 1.8 2.6 25.3 238 1975 1975 1980 1980 2006 36.0 36.0 36 36 40.1 Channel Other Demographics OTHER DEMOGRAPHICS Area – Square Miles 2008 2005 1999 1993 1992 1991 Land Use (2008)(%) 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 26.5% Population 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 26.5 12.5 10.9 3.5 Residential 46.6% Mixed-Use 10.9% Civic/ Educational 3.5% Open/Cultural/ Recreational 12.5% Building Permits (Calendar Year Data) 2008 2007 2006 2005 2004 2003 2002 2001 2000 1999 1998 Number Value ($000) 1,249 1,563 1,744 1,416 1,183 426,439 471,370 545,435 287,539 253,451 1,303 1,321 1,301 1,497 1,940 1,891 174,689 128,924 189,010 304,881 273,774 377,958 Elections (2008) Registered voters Primary 69,405 General 69,698 Primary General 15,763 15,710 Primary General 23% 23% Voter Turnout % Voting 239 OTHER DEMOGRAPHICS (Continued) School Registration Occupational Composition (%) Tempe Elementary District Tempe Union High School District ASU (Fall 2008) Tempe Campus 12,806 13,224 52,734 Sales and Office Managerial and Professional Service Construction, Extraction, Maintenance Production, Transportation, Material Moving 10,336 3,406 3,331 Farming, Forestry and Fishing Major Employers Arizona State University Wells Fargo Salt River Project Freescale Semiconductor 3,000 Kyrene Elementary US Airways, Inc. Insight Direct Honeywell International JP Morgan Chase City of Tempe 2,860 2,800 2,500 2,000 2,000 1,810 Employment Trends Employment Unemployment Rate 2008 118,675 4.2% 2007 118,984 2.8% 2006 115,961 3.0% 2005 109,631 3.5% 2004 105,306 3.8% 2003 101,619 4.5% 29.4 39.7 14.6 6.8 9.4 0.1 Industrial Composition (%) Agriculture, Forestry, Fishing, Hunting and Mining Construction Manufacturing Wholesale trade Retail trade Transportation, Warehousing and Utilities Information 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 240 0.1 5.2 11.4 3.7 11.1 5.1 3.6 8.8 12.6 19.4 11.8 3.6 3.6 ECONOMICS Property Tax Rate Fire Primary Secondary Total Largest Property Taxpayers 0.4897 0.9103 $1.4000 % 2008-09 Secondary Assessed Value Sworn Personnel Non-Sworn Personnel Total Fire Stations Avg. Emergency Response Time (min.) Response to emergency medical incidents Total number of calls Arizona Mills LLC Quest Corporation 1.56% 0.99% Solid Waste Arizona Public Service Company Tempe Fountainhead Corporate LLC Allied Signal, Inc. State Farm Mutual Automobile Insurance Company Freescale Semiconductor, Inc. Breof BNK 2 Southwest LLC St. Paul Properties Inc. Fly (CD) LLC/ AWHQ LLC 0.82% 0.65% 0.55% Residential Accounts Serviced Commercial Accounts Serviced Solid Waste Collected (tons) 0.55% 0.52% 0.49% 0.42% 0.42% Water/Wastewater Active Accounts Serviced Water Treated (billions of gallons) Sanitary Sewers (miles) City Sales Tax 1.8% Bond Rating Fitch Standard and Poor's Moody's SERVICE STATISTICS AAA AAA Aa1 Police Sworn Personnel Non-Sworn Personnel Total Avg. Emergency Response Time (min.) Crime Index (CY 2008) Part I Crime Per 1,000 Capita (CY 2008) 355 206 561 5:03 11,154 65 241 155 30 185 6 4:22 15,199 18,873 32,898 1,858 166,992 42,112 15.5 549 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 1,475,834 Operating Budget (FY 2009-10) Million $ Phoenix 3,140.2 Mesa 448,096 Mesa 798.6 Glendale 242,369 Chandler 797.9 Scottsdale 234,752 Scottsdale 509.6 Chandler 230,845 Glendale 483.4 Gilbert 173,072 Gilbert 411.9 Tempe 165,796 Tempe 404.4 Peoria 138,143 Peoria 335.6 Property Tax (as of July 1, 2009) Phoenix Glendale (per $100 assessed Value) $1.82 1.60 Incorporated City Limits sq. miles Phoenix Scottsdale 515.0 185.0 Peoria 1.44 Peoria 170.5 Tempe 1.40 Mesa 132.7 Chandler 1.18 Chandler 63.3 Gilbert 1.15 Glendale 58.5 Scottsdale 0.74 Gilbert 58.0 Mesa 0.30 Tempe 40.1 Sales Tax (as of July 1, 2009) Glendale 2.20% Phoenix 2.00% Peoria 1.80% Tempe 1.80% Mesa 1.75% Scottsdale 1.65% Chandler 1.50% Gilbert 1.50% 242 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 Water Utilities Sub Total Total Personnel 2007-08 Actual 2008-09 Budget 2008-09 Revised 2009-10 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 3 4 0.50 4 0.50 4 0.50 3 0.50 4 4 4 4 18 1.83 18 1.83 18 1.83 23 1.83 4 0.58 4 0.58 4 0.58 4 0.58 41 0.65 4.20 41 0.65 4.20 41 0.65 4.20 40 0.65 4.06 27 1.75 0.62 27 1.75 0.62 27 1.75 0.62 24 1.75 70 0.50 1.25 71 0.50 1.25 71 0.50 1.25 73 0.50 0.63 22 0.50 2.00 23 0.50 23 0.50 23 76 76 76 74 59 3.86 57 3.86 57 3.86 54 2.52 567 0.50 9.25 573 0.50 6.25 574 6.25 561 6.25 186 1.00 186 1.00 186 1.00 184 1.00 106 10.65 113.14 107 10.65 114.54 107 10.65 114.54 104 8.40 99.96 129 1.25 78.03 129 1.25 79.82 129 1.25 79.82 127 1.25 79.47 54 8.09 54 8.09 54 8.09 51 1.60 6.49 319 2.00 2.48 324 2.00 4.48 324 2.00 4.48 314 2.00 3.46 135 1.50 1.47 140 1.50 1.47 141 0.50 1.47 138 1.00 0.49 1,831 20.80 227.30 1,848 20.80 227.49 1,850 19.30 226.99 1,811 18.65 205.74 2,079.10 2,096.29 2,096.29 2,035.39 The number of full-time employees for FY 2009-10 totals 2,035.39 full-time equivalents (FTE), including 1,811 fulltime, 18.65 permanent full-time equivalents, and 205.74 temporary full-time equivalent employees. This total translates to a 3.0% decrease over the 2,096.29 full-time equivalents budgeted in FY 2008-09. Police and Public Works personnel account for over 44% of the total work force, representing a total of 886.71 fulltime equivalents in FY 2009-10. 243 Personnel Schedules Cost Center Position 1110 2007-08 Actual 1213 2009-10 Budget Mayor 1 1 1 1 Vice Mayor 1 1 1 1 Council Member 5 5 5 5 7 7 7 7 CITY MANAGER City Manager 1 1 1 1 Asst City Mgr 1 1 1 1 Sr Exec Asst City Admin+ 1212 2008-09 Revised MAYOR & COUNCIL Total Full -Time Mayor & Council Department Total Full-Time 1210 2008-09 Budget 1 1 1 1 Administrative Intern* City Manager Department Total Full-Time 0.50 3 0.50 3 0 3 0 3 City Manager Department Total Temp FTE* 0.50 0.50 0.00 0.00 DIVERSITY Diversity Mgr 1 1 1 1 Diversity Specialist 1 1 1 1 Diversity Dept Liaison 1 1 1 0 Administrative Assistant II+ 1 1 1 1 ADA Compliance Specialist** Diversity Department Total Full-Time 0.50 4 0.50 4 0.50 4 0.50 3 Diversity Department Total Perm FTE** 0.50 0.50 0.50 0.50 Internal Audit Mgr 1 1 1 1 Internal Auditor 2 2 2 2 1 4 1 4 1 4 1 4 Community Relations Mgr 1 1 1 1 Mayor's Chief of Staff 1 1 1 1 INTERNAL AUDIT Contract Administrator Internal Audit Department Total Full-Time COMMUNITY RELATIONS 1219 Administration Sr Exec Asst City Admin+ 2 2 2 2 Sr Mayoral/City Council Aide+ 4 4 4 4 Administrative Assistant I+ 1 1 1 1 Administrative Intern* 0.49 0.49 0.49 0.49 COE* 0.49 0.49 0.49 0.49 Total Full-Time Total Temp FTE* 244 9 9 9 9 0.98 0.98 0.98 0.98 Cost Center Position 1214 2007-08 Actual 2008-09 Budget 2008-09 Revised 2009-10 Budget Communication & Media Relations Community Relations Director Comm and Media Relations Dir 1 1 1 1 Media Svcs Admin 1 1 1 1 Community Outreach Mktg Coord II+ 0 0 0 1 Community Relations Coord 2 2 2 2 Management Assistant II 0 0 0 2 ( 1 position funded by Water/Wastewater fund; 1 position funded by Performing Arts fund) Media Svcs Producer II+ 2 2 2 2 Call Center Supervisor 0 0 0 1 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 10 0.85 0.85 0.85 0.85 Neighbor Program Dir 1 1 1 1 Neighborhood Svcs Spec 1 1 1 1 2 2 2 2 1 1 1 1 1 1 1 1 0 0 0 1 0 0 0 1 Total Temp FTE* 1215 Neighborhood Program Total Full-Time 1216 Government Relations Government Relations Dir Total Full-Time 4418 Rio Salado Marketing Community Relations Coord Total Full-Time Community Relations Department Total Full-Time 18 18 18 23 1.83 1.83 1.83 1.83 City Clerk 1 1 1 1 Dep City Clerk 1 1 1 1 Community Relations Department Total Temp FTE* 1310 CITY CLERK Executive Assistant 2 2 2 2 COE * City Clerk Department Total Full-Time 0.58 4 0.58 4 0.58 4 0.58 4 City Clerk Department Total Temp FTE* 0.58 0.58 0.58 0.58 245 Cost Center Position 2007-08 Actual 2008-09 Budget 2008-09 Revised 2009-10 Budget CITY COURT 1410 Administration/Judicial Division Presiding City Judge 1 1 1 1 Court Mgr 1 1 1 1 City Judge 2 2 2 2 Court Commissioner 1 1 2 2 Dep Court Manager 2 2 2 2 ( 1 position funded by Court Enhancement Fund starting January 2010) Hearing Officer 1 1 0 0 Court Svcs Supvr 1 1 1 1 Court Training Coord 1 1 1 0 Court Interpreter 1 1 1 0 11 11 11 9 2 2 2 2 Total Full-Time 1411 Criminal Division Court Svcs Supvr Court Svcs Spec II+ COE* Total Full-Time Total Temp FTE* 1412 Lead Court Svcs Spec 9 9 2.10 1.96 11 11 11 11 2.10 2.10 2.10 1.96 2 2 2 1 1 1 1 1 16 16 16 14 Total Full-Time Total Temp FTE* 2.10 19 2.10 2.10 19 2.10 2.10 19 2.10 2.10 16 2.10 Fill the Gap Fund Court Interpreter Court Interpreter** Total Full-Time Total Perm FTE** 0 0.65 0 0.65 0 0.65 0 0.65 0 0.65 0 0.65 1 0.65 1 0.65 0 0 0 0 0 0 0 0 0 0 0 0 1 1 1 3 41 41 41 40 City Court Department Total Perm FTE** 0.65 0.65 0.65 0.65 City Court Department Total Temp FTE* 4.20 4.20 4.20 4.06 Court Svcs Spec II+ COE* 4730 9 2.10 Civil Division Court Svcs Supvr 4720 9 2.10 Local JCEF Court Svcs Supvr Court Svcs Spec II+ Court Training Coord Total Full-Time City Court Department Total Full-Time 246 Cost Center Position 2007-08 Actual 2008-09 Budget 2008-09 Revised 2009-10 Budget CITY ATTORNEY 1710 Legal Services City Attorney 1 1 1 1 Dep City Attorney 2 2 2 2 Sr Asst City Attorney 1 1 1 1 Police Legal Advisor 1 1 1 1 Asst City Attorney 9 9 9 8 Paralegal II+ 1 1 1 1 Sr Exec Asst City Admin+ 1 1 1 1 Administrative Support Supvr 1 1 1 1 Paralegal I+ 1 1 1 1 1 1 (1 position 60% funded by General Fund / 40% by Victim's Rights Grants) Legal Specialist II+ 1 Legal Assistant 5 5 5 3 Paralegal** 0.75 0.75 0.75 0.75 Assistant City Attorney** 1.00 1.00 1.00 1.00 Law Intern* 0.62 0.62 0.62 0.00 24 24 24 21 Total Full-Time 3115 1 Total Perm FTE** 1.75 1.75 1.75 1.75 Total Temp FTE* 0.62 0.62 0.62 0.00 Sr Asst City Attorney 1 1 1 1 Asst City Attorney 1 1 1 1 Legal Specialist II+ 1 1 1 1 3 3 3 3 City Attorney/Water Total Full-Time City Attorney Department Total Full-Time 27 27 27 24 City Attorney Department Total Perm FTE** 1.75 1.75 1.75 1.75 City Attorney Department Total Temp FTE* 0.62 0.62 0.62 0.00 Financial Svcs Mgr 1 1 1 1 Executive Assistant 1 1 1 1 2 2 2 2 FINANCIAL SERVICES 1810 Administration Total Full-Time 1812 Budget Dep Financial Svcs Mgr 1 1 1 1 Lead Budget & Finance Analyst 1 1 1 1 Sr Budget & Finance Analyst+ 2 2 2 2 Total Full-Time 4 4 4 4 Total Perm FTE** 247 Cost Center Position 1831 2007-08 Actual 2008-09 Budget 2008-09 Revised 2009-10 Budget Accounting Controller 1 1 1 1 Accounting Supvr 1 1 1 1 Financial Mgmt Accountant 1 1 1 1 Payroll Supervisor 1 1 1 1 Accountant 1 1 1 1 Transportation Financial Analyst 0 0 0 1 Payroll Specialist 1 1 1 1 Financial Svcs Tech II+ 4 4 4 4 0.63 0.63 0.63 0.63 10 10 10 11 0.63 0.63 0.63 0.63 Tax & License Admin 1 1 1 0 License & Collections Supvr 1 1 1 1 Tax Audit Supvr 1 1 1 1 Tax Auditor II+ Rental Property Specialist 5 0 5 1 5 1 5 1 Specialty Licenses Coord 1 1 1 1 Tax Analyst 1 1 1 1 (Position funded by Transit) Accounting Assistant* Total Full-Time Total Temp FTE* 1832 1841 Tax and Licensing Revenue Compliance Officer II+ 3 3 3 3 Financial Svcs Tech II+ 4 4 4 3 Total Full-Time 17 18 18 16 1 1 1 1 Customer Services Dep Financial Svcs Mgr 1851 Customer Svcs Administrator 1 1 1 1 Customer Svcs Office Supvr 1 1 1 1 Customer Svcs Field Supvr 1 1 1 1 Sr Financial Svcs Tech 1 1 1 1 Financial Svcs Tech II+ 8 8 8 8 Water Meter Reader II+ 7 7 7 7 Water Meter Reader I+ 1 1 1 1 Total Full-Time 21 21 21 21 Central Services/Purchasing Central Svcs Administrator 1 1 1 1 Procurement Officer 3 3 3 3 Financial Svcs Tech II+ 3 3 3 3 Administrative Assistant II+ 1 1 1 1 0.62 0.62 0.62 0.00 8 8 8 8 0.62 0.62 0.62 0.00 Unclassified Temporary-Office* Total Full-Time Total Temp FTE* 248 Cost Center Position 1852 2007-08 Actual 2009-10 Budget Reprographics Supvr 2 2 2 2 Reprographics Operator 1 1 1 1 Distribution Clerk 1 1 1 1 4 4 4 4 1 1 1 1 Risk Management Risk Mgr Safety & Risk Coord 1 1 1 0 Risk Mgmt Claims Adjuster 1 1 1 1 Risk Mgmt Spec 1 1 1 1 0.50 0.50 0.50 0.50 4 4 4 3 0.50 0.50 0.50 0.50 0 0 0 0 0 0 0 0 0 1 1 2 0 0 0 4 70 71 71 73 Administrative Assistant II** Total Full-Time Total Perm FTE** 2613 2008-09 Revised Central Services/Duplicating & Supplies Total Full-Time 2621 2008-09 Budget Safety & Training Safety & Risk Coord Industrial Hygienist Safety & Training Coord (A+D681ll positions funded by the Water/Wastewater Fund) Total Full-Time Financial Services Department Total Full-Time 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 0.63 HUMAN RESOURCES 1911 Human Resources -Administration HR Mgr 1 1 1 1 Dep HR Mgr 1 1 1 1 HR Administrator 1 1 1 1 Employee Benefits Admin 1 1 1 1 Sr HR Analyst+ 4 5 5 5 Benefits Prog Coord 1 1 1 1 HR Spec 2 2 2 2 Executive Assistant 1 1 1 1 Benefits Specialist 1 1 1 1 HR Tech II+ 5 5 5 5 0.50 1.00 1.00 0.50 0.00 0.00 0.50 0.00 0.00 0.00 0.00 0.00 18 19 19 19 Human Resources Technician I/II+** Sr HR Analyst+* Administrative Assistant II+* Total Full-Time Total Perm FTE** 0.50 0.50 0.50 0.00 Total Temp FTE* 2.00 0.00 0.00 0.00 249 Cost Center Position 1920 2007-08 Actual 2008-09 Budget 2008-09 Revised 2009-10 Budget Tempe Learning Center Tempe Learning Center Director Org Development Administrator 1 1 1 1 Performance Mgmt Designer 1 1 1 1 Sr Learning & Org Dev Assoc 2 2 2 2 Total Full-Time 4 4 4 4 Human Resources Department Total Full-Time 22 23 23 23 Human Resources Department Total Perm FTE** 0.50 0.50 0.50 0.00 Human Resources Department Total Temp FTE* 2.00 0.00 0.00 0.00 Information Technology Manager 1 0 0 0 Deputy Information Tech Manager 2 0 0 0 Executive Assistant 1 0 0 0 4 0 0 0 PC Services Supervisor 1 0 0 0 Sr. PC Services Consultant 2 0 0 0 PC Services Consultant I/II+ 5 0 0 0 8 0 0 0 Systems and Network Supervisor 1 0 0 0 Data Center & Network Operations Supervisor 1 0 0 0 Sr. Enterprise Network Engineer 2 0 0 0 Sr. Tech Support Analyst 2 0 0 0 INFORMATION TECHNOLOGY 1981 Information Technology/Administration Total Full-Time 1982 Information Technology/Customer Support Total Full-Time 1983 Information Technology/Technical Services Enterprise Network Engineer I/II+ 5 0 0 0 Technical Support Analyst 4 0 0 0 Production Control Coordinator 1 0 0 0 Sr. Data Center Support Specialist 1 0 0 0 Data Center Support Specialist 3 0 0 0 Total Full-Time 20 0 0 0 250 Cost Center Position 1984 2007-08 Actual 2008-09 Budget 2008-09 Revised 2009-10 Budget Information Technology/Application Services Applications Supervisor 1 0 0 0 IT Project Coordinator 1 0 0 0 Business Analyst 8 0 0 0 Database Administrator 3 0 0 0 Webmaster 2 0 0 0 IT Support Analyst Supervisor 1 0 0 0 11 0 0 0 Programmer Analyst I/II+ 5 0 0 0 IT Training Coordinator 1 0 0 0 IT Support Analyst I/II+ 5 0 0 0 Total Full-Time 38 0 0 0 Telecommunications Operations Supervisor 1 0 0 0 Sr. Management Assistant 1 0 0 0 Sr. Communication Network Technician 1 0 0 0 Lead Enterprise Network Engineer 1 0 0 0 Communication Network Technician 2 0 0 0 6 0 0 0 (1 position funded by Water/Wastewater) Sr. Programmer Analyst (1 position funded by Water/Wastewater) 1985 Information Technology/Telecommunications Total Full-Time 1991 Administration IT Mgr 0 1 1 1 Dep IT Mgr 0 2 2 2 Sr Mgmt Asst 0 1 1 1 Executive Assistant 0 1 1 1 0 5 5 5 PC Svcs Supvr 0 1 1 1 Sr PC Svcs Conslt 0 2 2 1 PC Svcs Consultant II+ 0 5 5 1 Total Full-Time 0 8 8 3 Total Full-Time 1992 1993 PC Services Network Operations Network Ops Supvr 0 1 1 1 Sr Enterprise Network Eng 0 2 2 2 Enterprise Network Eng II+ 0 5 5 5 Lead Enterprise Network Tech 0 1 1 1 Enterprise Network Tech II+ 0 3 3 2 0 12 12 11 Total Full-Time 251 Cost Center Position 1994 2007-08 Actual 2008-09 Budget 2008-09 Revised 2009-10 Budget Application Services Applications Dir 0 1 1 1 IT Support Analyst Supvr 0 1 1 0 Business Analyst 0 8 8 8 (1 position funded by Water/Wastewater) IT Project Mgr 0 2 2 2 Database Administrator 0 3 3 3 Webmaster 0 2 2 2 Sr Programmer Analyst 0 11 11 11 0 5 5 5 IT Trng Coord 0 1 1 1 IT Support Analyst II+ 0 4 4 0 Eng GIS Supvr 0 0 0 1 0 38 38 34 0 1 1 1 (1 position funded by Water/Wastewater) Programmer Analyst II+ (1 position funded by Water/Wastewater) Total Full-Time 1995 System Administration Systems Admin Supvr 1996 1997 Sr Technical Support Analyst 0 2 2 1 Technical Support Analyst II+ 0 4 4 4 Total Full-Time 0 7 7 6 Sr Data Center Support Spec 0 1 1 1 Data Center Support Spec 0 3 3 3 Data Center & Network Operations Production Control Coord 0 1 1 1 Data Center & Net Ops Supvr 0 1 1 1 Total Full-Time 0 6 6 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 3 1 4 9 76 76 76 74 Customer Support IT Support Analyst Supvr IT Support Analyst II+ Sr PC Svcs Conslt PC Svcs Consultant II+ Total Full-Time Information Technology Department Total Full-Time DEVELOPMENT SERVICES 2710 Development Services - Administration Development Svcs Mgr 1 1 1 1 Management Assistant II+ 1 1 1 1 Executive Assistant 1 1 1 1 3 3 3 3 Total Full-Time 252 Cost Center Position 2721 2007-08 Actual 2008-09 Revised 2009-10 Budget Building Safety and Permits Dep Dev Svcs Mgr-Bldg Safe Per 1 1 1 1 Plan Review Administrator 1 1 1 1 Bldg Inspection Admin 1 1 1 1 Development Project Coord 1 1 1 1 Sr Plan Check Engineer+ 6 6 6 6 Sr Bldg Inspector 1 1 1 1 Management Assistant II+ 1 0 0 0 Bldg Code Complaint Invest 1 1 1 0 Plans Examiner 1 1 1 1 Permit Center Supervisor 1 1 1 1 Bldg Inspector II+ 8 8 8 8 Code Inspector II+ 1 1 1 1 Development Svcs Spec II+ 6 6 6 6 Administrative Assistant II+ 4 4 4 4 2.00 2.00 2.00 0.66 Building Inspector I/II+ * Total Full-Time Total Temp FTE* 2731 2008-09 Budget 34 33 33 32 2.00 2.00 2.00 0.66 1 1 1 1 Planning Dep Dev Svcs Mgr-Planning Code Enforcement Administrator 1 1 1 1 Principal Planner 2 2 2 2 Sr Planner 6 6 6 5 Planner II+ 5 4 4 4 Sr Code Inspector Spec 1 1 1 1 Code Inspector II+ 3 3 3 3 Administrative Assistant II+ 3 3 3 2 1.86 1.86 1.86 1.86 22 21 21 19 1.86 1.86 1.86 1.86 COE* Total Full-Time Total Temp FTE* Development Services Department Total Full-Time Development Services Department Total Temp FTE* 253 59 57 57 54 3.86 3.86 3.86 2.52 Cost Center Position 2007-08 Actual 2008-09 Budget 2008-09 Revised 2009-10 Budget POLICE 2210 Office of the Chief Police Chief 1 1 1 1 1 1 1 1 0 Police Plan & Research Supvr Tactical Intel Crime Analyst Supvr Sergeant 1 1 1 1 1 1 1 1 1 0 0 1 Management Assistant II+ Community Affairs Spec Police Officer 2 1 1 2 1 1 2 1 1 0 1 1 Crime Analyst II 4 4 4 0 Executive Assistant 1 1 1 1 Alarm Coordinator 1 1 1 0 Administrative Assistant II+ 3 3 3 1 1 1 1 0 20 20 20 7 1 1 1 1 1 1 1 1 1 1 1 1 RICO Police Officer - CIB Detective Total Full-Time Detention Facility Detention Admin Detention Section Admin 1 1 1 1 Detention Supervisor 6 6 6 6 24 24 24 24 32 32 32 32 1 1 1 1 Detention Officer+ Total Full-Time 2232 1 Fiscal/Research Administrator Total Full-Time 2231 1 Assistant Police Chief Crime AnalysisTech 2222 1 Communications Bureau Division Commander Communications Administrator Communications Deputy Administrator 1 1 1 0 Communications Supervisor 6 6 6 7 37 37 37 37 1 1 1 1 3.00 0 0 0 46 46 46 46 3.00 0 0 0 Communications Dispatcher II Administrative Assistant II+ Police Communications Dispatcher I/II+* (3.0 FTE positions funded for FY07/08) Total Full-Time Total Temp FTE* 254 Cost Center Position 2233 2007-08 Actual 1 1 1 1 Police Records Section Admin 1 1 1 1 Police Records Supvr 3 3 3 3 Administrative Assistant II+ 1 1 1 1 Records Clerk II 17 17 17 15 Records Clerk I 8 8 8 8 1.00 1.00 1.00 1.00 Total Temp FTE* 31 31 29 1.00 1.00 1.00 1 1 1 1 Identification Technician 5 5 5 5 Fingerprint Technician 2 2 2 2 Total Full-Time 8 8 8 8 Crime Prevention Sergeant 1 1 1 1 Police Officer Crime Prevention Spec 4 0 4 2 4 2 4 2 Crime Free Multi-Housing Coordinator 1 0 0 0 Administrative Assistant II+ 1 1 1 1 7 8 8 8 Commander 1 1 1 1 Sergeant 1 1 1 1 Police Officer 3 3 3 3 5 5 5 5 Total Full-Time Homeland Security Total Full-Time 2241 31 1.00 Identification Unit Identification Supervisor 2239 2009-10 Budget Technical Svcs Bureau Admin Total Full-Time 2236 2008-09 Revised Records Bureau COE* 2235 2008-09 Budget Investigations/Criminal Investigations Assistant Police Chief 1 1 1 1 Commander Lieutenant 1 0 1 2 1 2 1 2 Sergeant 7 7 7 7 41 41 41 41 Administrative Support Supvr 1 1 1 1 Community Service Officer 3 3 3 2 Investigative Assistant 3 3 3 2 Police Officer Administrative Assistant II+ COE* Total Full-Time Total Temp FTE* 255 1 1 1 1 1.26 1.26 1.26 1.26 58 60 60 58 1.26 1.26 1.26 1.26 Cost Center Position 2242 2007-08 Actual 2008-09 Revised 2009-10 Budget Investigations/Traffic Investigations Lieutenant 1 1 1 1 Sergeant 5 5 5 5 23 23 23 23 2 2 2 2 Police Officer Administrative Assistant II+ Traffic Enforcement Aide Total Full-Time 2243 2008-09 Budget 7 7 7 5 38 38 38 36 1 1 1 0 SEU Commander Sergeant 5 5 5 5 21 21 23 23 Criminal Intelligence Analyst 1 1 1 1 Community Service Officer 1 1 0 0 Community Service Officer 1 1 0 0 Police Officer (1 position is a Senior Intelligence Officer) Administrative Assistant II+ Total Full-Time 2248 1 1 1 31 31 30 1 1 1 1 Downtown Unit Commander Sergeant Police Officer 3 3 3 3 13 13 15 15 Licensing Spec 1 1 1 1 Administrative Assistant II+ 1 1 1 1 19 19 21 21 Assistant Police Chief 1 1 1 1 Commander Lieutenant 1 2 1 2 1 2 0 2 Sergeant 8 8 9 9 Polygraph Examiner II+ 3 3 3 3 1 1 1 1 Total Full-Time 2251 1 31 Administration (1 position sworn, 2 non-sworn) Management Assistant II+ Police Officer 7 7 6 6 Policy Procedures Officer 1 1 1 1 Community Affairs Specialist 0 0 1 1 Volunteer Coordinator 1 1 1 1 Police Support Svcs Spec 1 1 1 1 Administrative Assistant II+ COE* Total Full-Time Total Temp FTE* 256 1 1 1 1 0.70 0.70 0.70 0.70 27 27 28 27 0.70 0.70 0.70 0.70 Cost Center Position 2257 2007-08 Actual 1 1 1 1 Property Technician 5 5 5 5 6 6 6 6 0 0 0 1 Office of Mgmt/Budget Research Police Plan & Research Supvr 0 0 0 1 Tactical Crim Intel Analyst Suprv 0 0 0 1 Management Assistant II+ 0 0 0 2 Crime Analyst II+ 0 0 0 4 Alarm Coord 0 0 0 1 Crime Analysis Tech 0 0 0 1 Administrative Assistant II+ 0 0 0 2 0 0 0 13 Assistant Police Chief 1 1 1 1 Sergeant 2 2 1 1 Lieutenant 1 2 2 2 Total Full-Time Patrol-Administration Police Officer 1 1 1 1 Administrative Assistant II+ 4 4 4 4 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 9 10 9 9 3.29 3.29 3.29 3.29 3 3 3 3 24 24 24 24 2 5 5 6 148 148 147 147 11 10 10 10 188 190 189 190 1 1 1 1 Patrol Commander Sergeant Lieutenant Police Officer Community Service Officer Total Full-Time 2273 2009-10 Budget Property Supervisor Fiscal/Research Administrator 2271 2008-09 Revised Property Unit Total Full-Time 2259 2008-09 Budget City Security Team Sergeant (Funded by Rio Salado Fund) Park Ranger Total Full-Time 257 9 9 9 2 10 10 10 3 Cost Center Position 2274 2007-08 Actual 2008-09 Budget 2008-09 Revised 2009-10 Budget Recruits Police Officer 8 8 7 7 8 8 7 7 Vehicle Impound Specialist 2 2 2 2 Records Clerk II 0 0 0 1 (4 Police Officers non-recurring through FY 05-06) Total Full-Time 2209 Vehicle Impound Administrative Assistant I/II+ Administrative Assistant I/II+** 0 0 1 1 0.50 0.50 0.00 0.00 (All positions funded by Vehicle Impound Revenue) Total Full-Time 2 2 3 4 0.50 0.50 0.00 0.00 2 2 0 0 2 2 0 0 Sergeant 1 1 1 1 Security Officer 5 5 7 7 6 6 8 8 5 5 5 5 5 5 5 5 8 8 8 8 8 8 8 8 567 573 574 561 Police Department Total Perm FTE** 0.50 0.50 0.00 0.00 Police Department Total Temp FTE* 9.25 6.25 6.25 6.25 Total Perm FTE** 3912 PD - EVBO & Maintenance Facility Security Officer (All positions funded by Transit Fund) Total Full-Time 3913 PD - Security Transportation Center (All positions funded by Transit Fund) Total Full-Time 4416 Rio Salado - Sworn Police Officer (All positions funded by Rio Salado Fund) Total Full-Time 4417 Rio Salado - Park Rangers Park Ranger (All positions funded by Rio/CFD Fund) Total Full-Time Police Department Total Full-Time 258 Cost Center Position 2007-08 Actual 2008-09 Budget 2008-09 Revised 2009-10 Budget FIRE 2310 Administration Fire Chief 1 1 1 1 Asst Fire Chief 1 1 1 2 Fire Deputy Chief 4 4 4 3 1 Fire Budget / Finance Supvr 1 1 1 Executive Assistant 1 1 1 1 Administrative Assistant I/II+ 0 0 0 1 8 8 8 9 Total Full-Time 2330 Fire Prevention Asst Fire Chief 1 1 1 1 Fire Inspector II+ 8 8 8 6 Fire Education Spec 2 2 2 2 Administrative Assistant II+ 1 1 1 1 12 12 12 10 0 0 0 1 0 1 Total Full-Time 2332 Tempe County Island Fire District Fire Inspector II+ (Position funded by Tempe County Island Fire District for FY09/10 only) Total Full-Time 2340 0 Fire Emergency Services Fire Captain 35 35 35 33 Fire Eng 36 36 36 36 Firefighter+ 74 74 74 74 145 145 145 143 Total Full-Time 2350 Training/Professional Development Fire Deputy Chief 1 1 1 1 Fire Captain Paramedic-Assign 1 1 1 1 Administrative Assistant II+ 1 1 1 1 3 3 3 3 1 1 1 1 Total Full-Time 2363 0 Fire Apparatus Maintenance Sr Fire Mechanic Fire Mechanic Fire Svcs Inventory Tech** Total Full-Time Total Perm FTE** 259 1 1 1 1 0.50 0.50 0.50 0.50 2 2 2 2 0.50 0.50 0.50 0.50 Cost Center Position 2361 (2364) 2007-08 Actual 2009-10 Budget Fire Deputy Chief 1 1 1 1 Fire Svcs Inventory Tech 2 2 2 2 0.50 0.50 0.50 0.50 3 3 3 3 0.50 0.50 0.50 0.50 Total Full-Time Total Perm FTE** Medical Services Fire Deputy Chief 1 1 1 1 Fire Captain Paramedic-Assign 1 1 1 1 EMS Coord 1 1 1 1 3 3 3 3 Medical Transp Contract Coord 1 1 1 1 Paramedic 6 6 6 6 7 7 7 7 1 1 1 1 Total Full-Time 2374 2008-09 Revised Support Services - Administration Service Aide ** 2370 2008-09 Budget Ambulance Operations (Positions funded by ambulance provider) Total Full-Time 2380 Special Operations Fire Deputy Chief Hazardous Material Prog Spec 1 1 1 1 Fire Captain Paramedic-Assign 1 1 1 1 Total Full-Time 3 3 3 3 Fire Department Total Full-Time 186 186 186 184 Fire Department Total Perm FTE** 1.00 1.00 1.00 1.00 1 1 1 1 1 1 1 COMMUNITY SERVICES 2410 Administration Community Svcs Mgr (Position 15% funded by Performing Arts Fund starting FY08/09) Sr Social Svcs Coord+ 1 Management Assistant II+ Unclassified Temporary* Total Full-Time Total Temp FTE* 260 1 1 1 1 0.52 0.52 0.52 0.52 3 3 3 3 0.52 0.52 0.52 0.52 Cost Center Position 2440 2007-08 Actual 2009-10 Budget Dep Comm Svcs Mgr-Library 1 1 1 1 Library Supvr 4 4 4 4 Librarian I/II+ 1 1 1 1 11 11 11 11 Library Ops Supvr 1 1 1 1 Circulation Svcs Coord 1 1 1 1 Library Spec II+ 9 9 9 9 Administrative Assistant II+ 1 1 1 1 Library Asst 5 5 5 5 Librarian I/II+** 0.50 0.50 0.50 0.50 Library Spec II+** 1.00 1.00 1.00 1.00 Library Assistant** 2.50 2.50 2.50 2.50 Unclassified Temp - Office* 9.84 9.84 9.84 7.44 34 34 34 34 Total Perm FTE** 4.00 4.00 4.00 4.00 Total Temp FTE* 9.84 9.84 9.84 7.44 Dep Comm Svcs Mgr-Soc Svcs 1 1 1 1 Community Svcs Supvr 1 1 1 1 Total Full-Time Social Services/Administration Administrative Assistant II+ 2451 2008-09 Revised Library Sr Social Svcs Coord+ 2486 2008-09 Budget 3 3 3 3 Administrative Assistant II+** 1.00 1.00 1.00 1.00 Unclassified Temporary* 0.85 0.85 0.85 0.85 Total Full-Time Total Perm FTE** 5 1.00 5 1.00 5 1.00 5 1.00 Total Temp FTE* 0.85 0.85 0.85 0.85 Social Svcs Supvr 1 1 1 1 Social Svcs Counselor II+ 3 3 3 3 0.65 0.65 0.65 0.65 0 0.40 0.40 0.00 Social Services/Diversion Social Services Counselor** Diversion Counselor* Home Detention Monitor* 0 0.20 0.20 0.00 Administrative Assistant+* 0 0.80 0.80 0.43 4 0.65 0.00 4 0.65 1.40 4 0.65 1.40 4 0.65 0.43 Total Full-Time Total Perm FTE** Total Temp FTE* 261 Cost Center Position 2457 2007-08 Actual 1 0 1 0 1 1 1 1 Sr Social Svcs Coord+ 5 5 4 4 Social Services Specialist 5 5 5 5 Asst Recreation Coord 9 9 9 7 3.00 3.00 3.00 0.75 65.93 65.93 65.93 58.60 20 20 20 18 Total Full-Time Total Perm FTE** 3.00 3.00 3.00 0.75 Total Temp FTE* 65.93 65.93 65.93 58.60 2 2 2 2 Social Services/Partnerships Social Svcs Supvr Sr Social Svcs Coord+ 2 2 2 2 Social Svcs Counselor II+ 1 1 1 1 Crisis Intervention Spec 3 3 3 3 7.43 7.43 7.43 3.60 8 8 8 8 Total Temp FTE* 7.43 7.43 7.43 3.60 Social Services/Escalante Social Svcs Administrator 1 1 1 1 4 4 4 4 Unclassified Temporary * Total Full-Time Sr Social Svcs Coord+ Social Svcs Coord+ 0 0 0 0 Assistant Recreation Coordinator 0 0 0 0 Administrative Assistant II+ 1 1 1 1 Social Services Coordinator** 0.75 0.75 0.75 0.75 Administrative Assistant II+** 0.75 0.75 0.75 0.75 Unclassified Temporary* 7.28 7.28 7.28 7.28 6 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 Total Full-Time 2415 2009-10 Budget Kid Zone Prog Admin Community Svcs Supvr Unclassified Temporary* 2487 2008-09 Revised Social Services/KID ZONE Asst Recreation Coord (Program Manager)** 2485 2008-09 Budget Social Services/North Side Multigenerational Center Sr Social Svcs Coord+ 2 2 2 2 Administrative Assistant II+ 1 1 1 1 3 3 3 3 Total Full-Time 262 Cost Center Position 2481 2007-08 Actual 2008-09 Budget 2008-09 Revised 2009-10 Budget Cultural Services - Administration Dep Comm Svcs Mgr-Cultural Svc 1 1 1 1 Arts Administrator 1 1 1 1 Arts Coord 2 2 2 2 1 1 1 1 (50% funded by General Fund, 50% by Performing Arts Fund) (Funded by Percent for the Arts Program starting FY08/09) Administrative Assistant II+ (20% funded by Percent for the Arts Program starting FY08/09) Recreation Leader III* 0.95 0.95 0.95 0.95 Recreation Leader IV* 0.36 0.36 0.36 0.36 Unclassified Temporary* 6.01 6.01 6.01 6.01 5 5 5 5 7.32 7.32 7.32 7.32 1 1 1 1 Total Full-Time Total Temp FTE* 2484 Historical Museum Museum Administrator Sr Museum Curator+ 4 4 4 4 Museum Registrar 1 1 1 1 Administrative Assistant II+ Museum Aide** 1 0.50 1 0.50 1 0.50 1 0.50 Unclassified Temp - Office* 0.70 0.70 0.70 0.65 Total Full-Time 3610 7 7 7 7 Total Perm FTE** 0.50 0.50 0.50 0.50 Total Temp FTE* 0.70 0.70 0.70 0.65 Performing Arts - Administration Cultural Facilities Admin 1 1 1 1 Management Assistant II+ 1 1 1 0 Arts Coordinator (Community Outreach) 1 1 1 1 Arts Coordinator (Production) 1 1 1 1 Arts Coordinator (Gallery) 1 1 1 1 Arts Coordinator (Patron & Client Services) 1 1 1 1 Facility Automation Tech 0 0 0 0 Arts Specialist (Production) 2 2 2 2 Arts Specialist (Box Office) 1 1 1 1 Arts Spec 0 1 1 1 Administrative Assistant II+ 1 1 1 1 Box Office Assistant 1 1 1 1 Custodian 0 0 0 0 13.27 13.27 13.27 13.27 11 12 12 11 13.27 13.27 13.27 13.27 106 107 107 104 Unclassified Temp* Total Full-Time Total Temp FTE* Community Services Department Total Full-Time Community Services Department Total Perm FTE** 10.65 10.65 10.65 8.40 Community Services Department Total Temp FTE* 113.14 114.54 114.54 99.96 263 Cost Center Position 2007-08 Actual 2008-09 Budget 2008-09 Revised 2009-10 Budget PARKS AND RECREATION 2511 Rolling Hills Golf Course P&G Course Maint Coord 1 1 1 1 P&G Mechanic 1 1 1 1 Sprinkler Sys Maint Wkr II+ 1 1 1 1 Equip Operator II 1 1 1 1 Groundskeeper I/II+ 4 4 4 4 Equip Operator I Groundskeeper I/II+* Total Full-Time Total Temp FTE* 2512 1 1 1 1.07 1.07 1.07 9 9 9 9 1.07 1.07 1.07 1.07 Ken McDonald Golf Course P&G Course Supvr 1 1 1 1 P&G Course Maint Coord 1 1 1 1 P&G Mechanic 1 1 1 1 Sprinkler Sys Maint Wkr II+ 1 1 1 1 Equip Operator II 1 1 1 1 Groundskeeper I/II+ 6 6 6 6 Equip Operator I 1 1 1 1 1.35 1.35 1.35 1.35 12 12 12 12 1.35 1.35 1.35 1.35 Groundskeeper I/II+* Total Full-Time Total Temp FTE* 2521 1 1.07 Parks & Recreation - Administration Parks & Rec Mgr 1 1 1 1 Dep Parks Rec Mgr - Rec Svcs 2 2 2 2 P&G Course Supvr 1 1 1 1 Sr Recreation Coord+ 1 1 1 1 (Position funded by CIP starting FY09/10) Sr Mgmt Asst 1 1 1 1 Executive Assistant 1 1 1 1 Asst Recreation Coord Administrative Assistant II+ 1 2 1 2 1 2 1 2 0.22 0.22 0.22 1.22 Unclassified Temporary* Total Full-Time Total Temp FTE* 2522 10 10 10 10 0.22 0.22 0.22 1.22 1 1 1 1 Special Events Parks & Rec Admin Sr Recreation Coord+ 2 2 2 2 Recreation Leader* 1.00 1.00 1.00 1.00 Unclassified Temporary* 1.18 1.18 1.18 1.18 Total Full-Time Total Temp FTE* 264 3 3 3 3 2.18 2.18 2.18 2.18 Cost Center Position 2523 2007-08 Actual 2 2 2 2 Asst Recreation Coord 1 1 1 1 Total Full-Time Total Temp FTE* 1 1 2.87 2.87 4 4 4 4 2.87 2.87 2.87 2.87 1 1 1 1 2 2 2 2 Recreation Leader III* 1.93 1.93 1.93 1.93 Unclassified Temporary* 4.72 4.72 4.72 4.72 Total Temp FTE* 3 3 3 3 6.65 6.65 6.65 6.65 1 1 1 1 3.84 3.84 3.84 3.84 1 1 1 1 3.84 3.84 3.84 3.84 Adult Sports Sr Recreation Coord+ Unclassified Temporary* Total Full-Time Total Temp FTE* Youth Sports Parks & Rec Admin 1 1 1 1 Sr Recreation Coord+ 2 2 2 2 3.89 3.89 3.89 3.89 3 3 3 3 3.89 3.89 3.89 3.89 Unclassified Temporary* Total Full-Time Total Temp FTE* Facility Resources Sr Recreation Coord+ Unclassified Temporary* Total Full-Time Total Temp FTE* 2529 1 2.87 Sr Recreation Coord+ Total Full-Time 2527 1 2.87 Special Interest and Boating Parks & Rec Admin 2526 2009-10 Budget Sr Recreation Coord+ Unclassified Temporary* 2525 2008-09 Revised Senior Adults Administrative Assistant II 2524 2008-09 Budget 1 1 1 1 4.10 4.10 4.10 4.10 1 1 1 1 4.10 4.10 4.10 4.10 1 1 1 1 2.41 2.41 2.41 2.41 1 1 1 1 2.41 2.41 2.41 2.41 Diablo Stadium Sr Recreation Coord+ Unclassified Temporary* Total Full-Time Total Temp FTE* 265 Cost Center Position 2531 2007-08 Actual 1 1 1 1 Sr Recreation Coord+ 3 3 3 3 2 2 2 2 Administrative Assistant II+** 0.75 0.75 0.75 0.75 Recreation Leader I* 0.75 0.75 0.75 0.75 Recreation Worker* 0.50 0.50 0.50 0.50 18.50 20.29 20.29 20.29 Total Full-Time 6 6 6 6 Total Perm FTE** 0.75 0.75 0.75 0.75 Total Temp FTE* 19.75 21.54 21.54 21.54 Unclassified Temporary* 1.99 1.99 1.99 1.99 Total Temp FTE* 1.99 1.99 1.99 1.99 Sr Recreation Coord+ 1 1 1 1 Swimming Pool Maint Mechanic 1 1 1 1 Swimming Pool Maint Tech 1 1 1 1 18.08 18.08 18.08 16.73 Kiwanis Concessions Aquatics Unclassified Temporary* Total Full-Time Total Temp FTE* 2534 Total Full-Time Unclassified Temp* Total Full-Time 3 3 18.08 16.73 1 1 1 1 1 1 1 1 1 1 1 1 2.41 2.41 2.41 2.41 1 1 1 1 2.41 2.41 2.41 2.41 Sr Recreation Coord+ 1 1 1 1 Asst Recreation Coord 1 1 1 1 Total Full-Time 2 2 2 2 Parks & Rec Admin 1 1 1 1 Comm Outreach/Mktg Coord II+ 1 1 1 0 Total Full-Time 2 2 2 1 Total Temp FTE* 2537 3 18.08 Kiwanis Batting Cage Sr Recreation Coord+ 2536 3 18.08 Adapted Recreation Sr Recreation Coord+ 2535 2009-10 Budget Parks & Rec Admin Unclassified Temporary* 2533 2008-09 Revised Kiwanis Recreation Center Administrative Assistant II+ 2532 2008-09 Budget Boating Programs Community Outreach/Marketing 266 Cost Center Position 4411 2007-08 Actual 2008-09 Budget 2008-09 Revised 2009-10 Budget Rio Salado Special Events Asst Recreation Coord 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 (Position funded by Rio Salado Fund) Total Full-Time 4412 Rio Salado Events Marketing Asst Recreation Coord (Position funded by Rio Salado Fund) Total Full-Time 2551 Sports Complex Maintenance Sr Groundskeeper 1 1 1 1 Groundskeeper I/II+ 2 2 2 2 3 3 3 3 Total Full-Time Total Temp FTE* 2553 Diablo Stadium Maintenance P&G Course Supvr 1 1 1 1 P&G Course Maint Coord 1 1 1 1 Sr Groundskeeper 1 1 1 1 Sprinkler Sys Maint Wkr II+ 1 1 1 1 Groundskeeper I/II+ 5 5 5 5 0.56 0.56 0.56 0.56 9 9 9 9 0.56 0.56 0.56 0.56 1 1 1 1 1 1 1 1 P&G Course Supvr 1 1 1 1 P&G Course Maint Coord 3 3 3 2 Parks Fac Maint Wkr II+ 1 1 1 1 P&G Mechanic 1 1 1 1 Sprinkler Sys Maint Wkr II+ 3 3 3 3 Equip Operator II 2 2 2 2 Groundskeeper* Total Full-Time Total Temp FTE* 2555 Landscape Maintenance P&G Course Supvr Total Full-Time 2556 North Parks Sr Groundskeeper 1 1 1 1 Pest Control Technician 2 2 2 2 Groundskeeper I/II+ 7 7 7 7 Equip Operator I 1 1 1 1 Groundskeeper* 1.75 1.75 1.75 1.75 Unclassified Temporary* 1.67 1.67 1.67 1.67 22 22 22 21 3.42 3.42 3.42 3.42 Total Full-Time Total Temp FTE* 267 Cost Center Position 2558 2007-08 Actual 1 1 1 1 1 1 1 P&G Course Supvr 1 1 1 1 Parks Fac Maint Wkr II+ 1 1 1 1 P&G Course Maint Coord 4 4 4 4 Sr Groundskeeper 1 1 1 1 Equip Operator II 4 4 4 4 South Parks Sprinkler Sys Maint Wkr II+ 3 3 3 3 Pest Control Technician 2 2 2 2 Groundskeeper I/II+ 5 5 5 5 Groundskeeper* 0.87 0.87 0.87 0.87 Unclassified Temporary* 0.83 0.83 0.83 0.83 21 21 21 21 1.70 1.70 1.70 1.70 Total Full-Time Total Temp FTE* Cemetery Administration Executive Assistant 1 1 1 1 Groundskeeper I+ 1 1 1 1 0.50 0.50 0.50 0.50 2 2 2 2 0.50 0.50 0.50 0.50 Executive Assistant** Total Full-Time Total Perm FTE** 3611 2009-10 Budget 1 Total Full-Time 3310 2008-09 Revised Cemetery Maintenance Groundskeeper II+ 2559 2008-09 Budget Tempe Arts Park Sr Groundskeeper 1 1 1 1 Groundskeeper II+ 1 1 1 1 1.44 1.44 1.44 1.44 2 2 2 2 1.44 1.44 1.44 1.44 P&G Course Maint Coord 1 1 1 1 Groundskeeper II+ 1 1 1 1 0.10 0.10 0.10 0.10 2 2 2 2 0.10 0.10 0.10 0.10 Unclassified Temporary* (All positions funded by Performing Arts Fund) Total Full-Time Total Temp FTE* 4414 Rio Salado Maintenance Groundskeeper* (All positions funded by Rio Salado/CFD Fund) Total Full-Time Total Temp FTE* 268 Cost Center Position 4415 2007-08 Actual 2008-09 Budget 2008-09 Revised 2009-10 Budget Rio Salado - Ent. Zone Groundskeeper I/II+ 2 2 2 2 2 2 2 2 (Positions funded by Rio/CFD fund) Total Full-Time Parks & Recreation Department Total Full-Time 129 129 129 127 Parks & Recreation Department Total Perm FTE** 1.25 1.25 1.25 1.25 Parks & Recreation Department Total Temp FTE* 78.03 79.82 79.82 79.47 1 1 1 1 Principal Architect 1 1 1 1 Sr Architect+ 1 1 1 1 Technology Development Spec 1 1 1 1 Economic Development Spec 1 1 1 1 Neighbor Enhance Prog Coord 1 1 1 1 COMMUNITY DEVELOPMENT 2810 Community Development - Admin Community Development Mgr (Position 33% funded by Federal Grants starting FY08/09) Executive Assistant 1 1 1 0 Administrative Assistant II+ 1 1 1 1 1.00 1.00 1.00 1.00 COE* Total Full-Time 8 8 8 7 1.00 1.00 1.00 1.00 Code Enforcement Administrator 1 1 1 1 Sr Code Inspector Spec 1 1 1 1 Code Inspector II+ 8 8 8 8 Total Temp FTE* 2811 Neighborhood Enhancement Administrative Assistant II+ Unclassified Temporary* Total Full-Time Total Temp FTE* 2812 1 1 1 1 5.00 5.00 5.00 5.00 11 11 11 11 5.00 5.00 5.00 5.00 1 1 1 0 2 2 2 2 3 3 3 3 3 3 3 3 9 9 9 8 Redevelopment/Special Projects Dep Comm Dev Mgr - Redev & Rev (50% funded by Federal Grants) Principal Planner (1 position funded by Federal Grant through FY07/08) Sr Planner (1 position funded by Federal Grant through FY07/08) Planner II+ Total Full-Time 269 Cost Center Position 2814 2007-08 Actual 2008-09 Budget 2008-09 Revised 2009-10 Budget Neighborhood Enhancement Homeless Outreach Coordinator** Unclassified Temporary* 0 0 0 1.60 1.60 1.60 1.60 0.00 Total Perm FTE** 0 0 0 1.60 Total Temp FTE* 1.60 1.60 1.60 0.00 Housing Svcs Administrator 1 1 1 1 2770- Housing Services Supvr 1 1 1 1 2779 Affordable Housing Services Supvr 1 1 1 1 Accountant 1 1 1 1 Homeless Coordinator 1 1 1 1 Affordable Housing Rehabilitation Specialist 2 2 2 2 28592870 Housing Services Division Family Self Sufficiency Spec 2 2 2 2 Housing Services Spec II+ 6 6 6 6 Administrative Assistant II+ 2 2 2 2 17 17 17 17 Dep Comm Dev Mgr - Econ Dev 1 1 1 1 Rio Salado Mgr 1 1 1 1 Rio Salado Financial Analyst 1 1 1 1 Sr Planner 1 1 1 1 Total Full-Time 4410 Community Development - Rio Salado Administration Administrative Project Coord 1 1 1 0 Community Relations Coord 1 1 1 0 Administrative Assistant II+ 1 1 1 1 0.49 0.49 0.49 0.49 7 7 7 5 0.49 0.49 0.49 0.49 Administrative Project Coordinator 0 0 0 1 Administrative Assistant II+ 2 2 2 2 2 2 2 3 9 9 9 8 0.49 0.49 0.49 0.49 54 54 54 51 COE* Total Full-Time Total Temp FTE * 4413 Community Development - Rio Salado Operations 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 Perm FTE** 0.00 0.00 0.00 1.60 Community Development Department Total Temp FTE* 8.09 8.09 8.09 6.49 270 Cost Center Position 2007-08 Actual 2008-09 Budget 2008-09 Revised 2009-10 Budget PUBLIC WORKS 3210 Administration PW Mgr 1 1 1 Sr Mgmt Asst 1 1 1 1 Executive Assistant 1 1 1 1 0.49 0.49 0.49 0.49 3 3 3 3 0.49 0.49 0.49 0.49 COE* Total Full-Time Total Temp FTE* 3221 1 Engineering/Admin. Support/Contract Admin. Dep PW Mgr-Engineering 1 1 1 1 Eng Contract Compl Auditor 1 1 1 1 (1 position funded by Transit) Eng Services Administrator 1 1 1 1 Contract Administrator 1 1 1 1 Eng Contract Svcs Spec II+ 2 2 2 2 6 6 6 6 Asst City Engineer 1 1 1 1 Sr Civil Engineer+ 2 2 2 2 Eng Permit Inspection Supvr 1 1 1 1 Util Infrastructure Supvr 1 1 1 1 Sr Eng Associate+ 5 5 5 5 Eng Tech II+ 1 1 1 1 11 11 11 11 2 2 2 3 3 3 3 3 1 1 Total Full-Time 3222 Engineering/Private Development and Utility Total Full-Time 3223 Engineering/Capital Improvements Principal Civil Engineer (1 Position funded by Transit starting FY09/10) Sr Civil Engineer+ (1 Position funded by Water/Wastewater, 1 position funded by Transit) Sr Construction Project Mgr 1 1 (1 Position funded by Water/Wastewater) Sr Eng Associate+ Total Full-Time 271 4 4 4 3 10 10 10 10 Cost Center Position 3225 2007-08 Actual 2008-09 Budget 2008-09 Revised 2009-10 Budget Engineering/Information & Technical Services Eng Services Administrator 1 1 1 0 Eng GIS Supvr 1 1 1 0 Real Estate Prog Coord 2 2 2 2 GIS Coord 1 1 1 1 Sr Eng Associate+ 1 1 1 1 GIS Analyst+ 2 2 2 2 (1 position funded by Water/Wastewater starting FY09/10) Eng Tech II+ 2 2 2 2 Survey Tech II+ 1 1 1 1 11 41 11 41 11 41 9 39 0.49 0.49 0.49 0.49 Sr Mgmt Asst 1 0 0 0 Administrative Assistant II+ 1 0 0 0 2 0 0 0 1 1 1 1 Total Full-Time Admin & Engineering Division Total Full-Time Admin & Engineering Division Total Temp FTE* 3231 Field Operations/Administration Total Full-Time 3241 Field Operations/Facility Maintenance Administration Facility Maintenance Dir Sr Mgmt Asst 1 1 1 0 Fac Maint Supvr 2 2 2 2 Fac Automation Technician 1 1 1 1 Bldg Tech Spec 0 1 1 0 15 14 14 13 Bldg Equip Tech II+ Fac Electrician 1 1 1 1 Administrative Assistant II+ 1 1 1 1 Sr Mgmt Asst** Building Equipment Technician I/II+ ** Total Full-Time Total Perm FTE** 3271 0 0 0 0.50 0.50 0.50 0.50 0.00 22 22 22 19 0.50 0.50 0.50 0.50 Field Services/Custodial 1 Custodial Svcs Supt 1 1 1 1 Custodial Supvr 1 1 1 3 Administrative Assistant II+ 1 1 1 1 Custodial Team Leader 1 1 1 4 Custodian 8 8 8 30 12 12 12 39 Total Full-Time 272 Cost Center Position 3272 2007-08 Actual 1 1 1 0 Custodial Team Leader 1 1 1 0 Custodian 7 7 7 0 9 9 9 0 Custodial Supvr 1 1 1 0 Custodial Team Leader 1 1 1 0 Custodian 9 9 9 0 11 11 11 0 Field Services/Custodial 3 Field Services/Custodial 4 Custodial Supvr 1 1 1 0 Custodial Team Leader 1 1 1 0 Custodian 9 9 9 0 0.49 0.49 0.49 0.00 11 11 11 0 0.49 0.49 0.49 0.00 Fac Automation Technician 1 1 1 1 Bldg Equip Tech II+ 1 1 1 1 TCA Maint Supvr 1 1 1 1 TCA Maint Worker 6 6 6 6 9 9 9 9 Solid Waste Svcs Supt 1 1 1 1 Sr Mgmt Asst 0 1 1 0 Custodian* Total Full-Time Total Temp FTE* 3612 2009-10 Budget Custodial Supvr Total Full-Time 3274 2008-09 Revised Field Services/Custodial 2 Total Full-Time 3273 2008-09 Budget TCA Facility Management (All positions funded by Performing Arts Fund) Total Full-Time 3712 Field Services/Solid Waste Support Services Solid Waste/Recycling Supvr 1 1 1 1 Solid Waste Inspector 2 3 3 3 Administrative Assistant II+ 1 2 2 2 5 8 8 7 Total Full-Time 3713 Field Services/Solid Waste Residential Refuse Solid Waste/Recycling Supvr Solid Waste Equip Oper II+ Total Full-Time 273 1 1 1 1 19 19 19 19 20 20 20 20 Cost Center Position 3714 2007-08 Actual 1 1 1 1 Sr Equip Operator 3 3 3 3 13 14 14 14 17 18 18 18 3 3 3 3 3 3 3 3 Field Services/Roll Off Tilt Frame Solid Waste Equip Oper II+ Total Full-Time Field Services/Solid Waste Support Services Solid Waste Equip Spec Wash Bay Attendant** Total Full-Time Total Perm FTE** 3717 Total Full-Time Solid Waste Equip Oper II+ Total Full-Time Hazardous Material Safety Environmental Hlth & Sfty Supv Hazardous Material Safety Spec HPCC Interns* (All positions funded by the Water/Wastewater fund) Total Full-Time Total Temp FTE* Field Services Division Total Full-Time 3261 4 4 4 0.50 0.50 0.50 4 4 4 4 0.50 0.50 0.50 0.50 0 0 0 1 0 0 0 1 Field Services/Solid Waste Uncontained Refuse Solid Waste/Recycling Supvr 3720 4 0.50 Solid Waste Ed & Community Outreach Sr Mgmt Asst 3718 2009-10 Budget Solid Waste/Recycling Supvr Total Full-Time 3716 2008-09 Revised Field Services/Solid Waste Commercial Refuse Solid Waste Equip Oper II+ 3715 2008-09 Budget 1 1 1 1 15 15 15 15 16 16 16 16 0 0 0.00 0 0 0.00 0 0 0.00 1 1 0.98 0 0.00 0 0.00 0 0.00 2 0.98 141 143 143 138 Field Services Division Total Perm FTE** 1.00 1.00 1.00 1.00 Field Services Division Total Temp FTE* 0.49 0.49 0.49 1.47 Fleet Services/Fleet Management Fleet Director 1 1 1 1 Fleet Analyst 1 1 1 1 Auto Parts Supvr 1 1 1 1 Equip Control Coord 1 1 1 1 Fleet Parts Spec 3 3 3 3 Administrative Assistant II+ Parts Messenger* Total Full-Time Total Temp FTE* 274 1 1 1 0 0.50 0.50 0.50 0.50 8 8 8 7 0.50 0.50 0.50 0.50 Cost Center Position 3262 2007-08 Actual 2008-09 Budget 2008-09 Revised 2009-10 Budget Fleet Services/Fleet Maintenance Fleet Supvr 3 3 3 3 Sr Fleet Equip Mechanic 3 3 3 3 14 14 14 14 Fleet Paint & Body Tech 1 1 1 1 Equip Svcs Wkr II 4 4 4 4 25 33 25 33 25 33 25 32 0.50 0.50 0.50 0.50 Street Maintenance Supt 1 1 1 1 Sr Civil Engineer+ 1 1 1 1 Sr Eng Associate+ 0 1 1 1 Streets Supervisor 1 1 1 1 Equip Mechanic (1 position funded by Solid Waste starting January 2010) Total Full-Time Fleet Services Division Total Full-Time Fleet Services Division Total Temp FTE* 3813 Streets & Traffic Operations/Street Maintenance Streets Maint Team Leader Street Maint Equip Operator II 3 3 3 3 19 19 19 15 0 0 4 (2 positions funded by Solid Waste for Alley Management Program) Equip Operator I 0 (4 positions funded by Water/Wastewater for Street sweeping-storm water program) Administrative Assistant II+ Total Full-Time 3814 1 1 27 27 1 1 1 1 1 1 1 1 Streets & Traffic Operations/Administration Dep PW Mgr-Field Ops 1 1 1 1 Dep PW Mgr - Admin & Cust Svcs 1 1 1 1 2 2 2 2 Total Full-Time 3822 1 27 Street & Traffic Operations/Right-of-Way Streets Maint Team Leader 3821 1 26 Transportation/Studies & Design Traffic Eng 1 1 1 1 Intelligent Trans System Coord 1 1 1 1 Sr Civil Engineer+ 4 4 4 3 Traffic Control Barricade Supvr 0 0 0 1 Traffic Engineering Analyst 2 2 2 2 Sr Traffic Eng Tech+ 2 2 2 2 Administrative Assistant II+ 1 1 1 1 11 11 11 11 Total Full-Time 275 Cost Center Position 3823 3824 2007-08 Actual 2008-09 Revised 2009-10 Budget Streets & Traffic Operations/Operations Traffic Operations Supt 1 1 1 1 Sr Sign Tech 1 1 1 1 Traffic Operations Crew Leader 2 2 2 2 Traffic Operations Support Spec 1 1 1 1 Sign Tech 1 1 1 1 Transportation Wkr II+ 4 4 4 4 Total Full-Time 10 10 10 10 Management Assistant II+ 1 1 1 1 Lighting Systems Coord 1 1 1 1 2 2 2 2 1 1 1 1 Streets & Traffic Operations/Street Lighting Total Full-Time 3825 2008-09 Budget Streets and Traffic Operations/Signal System Traffic Signal Supervisor Traffic Signal Svcs Crew Lead 1 1 1 1 Traffic Signal Tech II+ 3 3 4 4 Traffic Signal Tech Crew Lead 1 1 1 1 Traffic Signal Svcs Wkr II+ 4 4 4 4 Underground Util Coord 1 1 1 1 Unclassified Temporary* 0 2 2 0 (1 position funded by Transit) Total Full-Time Total Temp FTE* 3911 11 12 12 2.00 2.00 0.00 1 1 1 1 Transportation/Transit Dep PW Mgr-Transit & Transport Transportation Financial Anlst 1 1 1 0 Management Assistant II+ 1 1 1 1 Transportation Support Spec 1 1 1 1 Administrative Assistant II+ Administrative Assistant I/II+ * Total Full-Time 1 1 1 1 1.00 1.00 1.00 1.00 5 5 5 4 1.00 1.00 1.00 1.00 Transit Administrator 1 1 1 1 Transportation Fac Supvr 1 1 1 1 Total Temp FTE* 3914 11 0.00 Transit Operations Sr Transportation Planner 0 0 0 1 Sr Transit Operations Coord 1 1 1 1 Transit Operations Coord II+ 2 2 2 2 Bldg Equip Tech II+ 1 1 1 1 Custodian 2 3 3 3 8 9 9 10 Total Full-Time 276 Cost Center Position 3915 3916 3917 3921 2007-08 Actual 2009-10 Budget Bldg Equip Tech II+ 2 2 2 2 Lead Transit Store Tech 1 1 1 1 Financial Svcs Tech II+ 1 1 1 1 Custodian 3 3 3 3 Financial Svcs Tech I/II+** 1 1 1 1 Total Full-Time 7 7 7 7 Total Perm FTE** 1 1 1 1 Marketing and Public Information Community Outreach Mktg Supvr 1 1 1 1 Comm Outreach/Mktg Coord II+ 2 2 2 2 Total Full-Time 3 3 3 3 Transportation Wkr II+ 5 5 5 5 Total Full-Time 5 5 5 5 Transportation/Bus Stop Maintenance CP/EV Light Rail Project Dep PW Mgr - LRT 1 1 1 1 Principal Civil Engineer 1 1 1 0 Sr Mgmt Asst 1 1 1 1 Sr Transportation Planner+ 1 1 1 1 LRT Transportation Planner 1 1 1 0 Management Assistant II+ 1 1 1 1 Sr Traffic Eng Tech+ 1 1 1 1 Traffic Signal Tech II+ 0 1 0 0 7 8 7 5 Sr Civil Engineer+ 1 1 1 1 ITS Network Engineer 1 1 1 1 2 2 2 2 Principal Planner 2 2 2 2 Sr Transportation Planner+ 2 2 2 2 4 4 4 4 Transportation Systems Total Full-Time 3923 2008-09 Revised Transportation/Transit Store Total Full-Time 3922 2008-09 Budget Operations/Transportation Total Full-Time Transportation Division Total Full-Time 104 107 107 105 Transportation Division Total Perm FTE** 1.00 1.00 1.00 1.00 Transportation Division Total Temp FTE** 1.00 3.00 3.00 1.00 Public Works Department Total Full-Time 319 324 324 314 Public Works Department Total Perm FTE** 2.00 2.00 2.00 2.00 Public Works Department Total Temp FTE* 2.48 4.48 4.48 3.46 277 Cost Center Position 2007-08 Actual 2008-09 Budget 2008-09 Revised 2009-10 Budget WATER UTILITIES 3002 Water Utilities - Administration Water Utilities Mgr 1 1 1 1 2 1 1 1 1 Water Util Administrator 1 1 1 1 Planning & Research Analyst^ 1 1 1 1 Environment Quality Spec 1 1 1 0 Management Assistant II+ 1 1 1 0 Eng Tech II+ 1 1 1 1 Executive Assistant 0 0 0 1 Administrative Assistant II+ 2 2 2 3 Administrative Assistant II+** 0 0 0 0.50 0.49 0.49 0.49 0.49 10 10 10 11 Total Perm FTE** 0 0 0 0.50 Total Temp FTE* 0.49 0.49 0.49 0.49 Warehouse Supvr 1 1 1 1 Water Inventory Svcs Spec 1 1 1 1 0.50 0.50 0.00 0.00 2 2 2 2 0.50 0.50 0.00 0.00 WUD Security Coordinator 1 1 1 1 WUD Security Officer 2 3 3 3 0.50 0.50 0.50 0.50 3 4 4 4 0.50 0.50 0.50 0.50 1 1 1 1 1 1 1 1 Water Utilities Warehouse Inventory Services Specialist** Total Full-Time Total Perm FTE** Water Utilities Security Water Utility Security Guard** Total Full-Time Total Perm FTE** 3011 Water Quality - Administration Plant Operations Admin Total Full-Time 3012 1 Principal WUD Planning Eng Total Full-Time 3004 1 Dep Water Util Mgr-Operations COE* 3003 1 Control Center Operations Control Center Supvr 1 1 1 1 Instrument & Cntrl Tech (SBP) 1 1 1 1 Control Center Operator 4 4 4 4 6 6 6 6 Total Full-Time 278 Cost Center Position 3013 2007-08 Actual 1 1 1 1 Instrument & Cntrl Tech (SBP) 1 1 1 1 Plant Electrician (SBP) 1 1 1 1 Plant Mechanic+ (SBP) 2 2 2 2 Plant Operator I/II+ (6 SBP) 8 8 8 7 0 1 13 13 1 1 1 1 1 1 1 1 Plant Electrician (SBP) 1 1 1 1 Plant Mechanic+ (SBP) 2 2 2 2 Plant Operator I/II+ (4 SBP) 6 6 6 5 (1 position funded through FY 08/09 only) Plant Ops & Maint Trainee+ 0 0 0 1 11 11 11 11 1 1 1 1 1 1 1 1 1 1 1 1 Distribution System Services - Administration Transmission & Collection Admn Total Full-Time Distribution System Maintenance Util Svcs Supvr Util Svcs Team Leader 1 1 1 1 10 0 10 0 10 1 10 1 12 12 13 13 Irrigation Supvr 1 1 1 1 Irrigator 7 7 7 7 8 8 8 8 GIS Coord 0 1 1 1 GIS Tech+ 0 1 1 1 CMMS Tech II+ 4 4 4 4 Util Svcs Tech II+ (SBP) Administrative Assistant II+ Total Full-Time Irrigation Total Full-Time 3025 0 13 Instrument & Cntrl Tech (SBP) Total Full-Time 3024 0 13 South Tempe Water Plant Plant Team Leader 3022 2009-10 Budget Plant Team Leader Total Full-Time 3021 2008-09 Revised Johnny G. Martinez Water Plant (1 position funded through FY 08/09 only) Plant Ops & Maint Trainee+ 3014 2008-09 Budget Technical Support Team TV Truck Tech 2 2 2 2 Underground Util Coord 2 2 2 2 Administrative Assistant II+ 1 1 1 1 9 11 11 11 Total Full-Time 279 Cost Center Position 3027 2007-08 Actual 1 1 1 1 Environmental Program Supvr 1 1 1 1 Environment Quality Spec 3 3 3 4 Water Quality Specialist 0 0 1 1 Cross Connec Control Supvr 1 1 1 1 Cross Connec Control Inspector 1 1 1 1 0.5 0.5 0.0 0.0 7 7 8 9 0.5 0.5 0.0 0.0 Environmental Compliance Supvr 1 1 1 1 Environmental Compl Insp II+ 6 7 7 7 Environmental Tech II+ 4 4 4 4 Administrative Assistant II+ 2 2 2 2 13 14 14 14 1 1 1 0 Total Perm FTE** Environmental - Wastewater Total Full-Time Environmental Health & Services Environmental Hlth & Sfty Supv Industrial Hygienist 1 1 1 0 Hazardous Material Safety Spec 1 1 1 0 Wtr Util Dept Sfty & Trng Coor 2 2 2 0 0.98 0.98 0.98 0 5 5 5 0 0.98 0.98 0.98 0 SROG Program Admin 1 1 1 1 Total Full-Time 1 1 1 1 3 3 3 3 HPCC Interns* Total Full-Time Total Temp FTE* 3031 3033 Wastewater Services - Administration Wastewater Utility Services Util Svcs Team Leader Util Svcs Tech II+ (SBP) Total Full-Time 3034 2009-10 Budget Environmental Serv Admin Total Full-Time 3029 2008-09 Revised Environmental Services Administrative Assistant II+** 3028 2008-09 Budget 8 8 8 8 11 11 11 11 1 1 1 1 Kyrene Water Reclamation Plant Plant Team Leader Instrument & Cntrl Tech (SBP) 1 1 1 1 Plant Electrician (SBP) 1 1 1 1 Plant Mechanic+ (SBP) 2 2 2 2 Plant Operator I/II+ (SBP) 2 2 2 2 7 7 7 7 Total Full-Time 280 Cost Center Position 3035 3041 2007-08 Actual 3052 2008-09 Revised 2009-10 Budget Field Facilities - Wastewater Plant Team Leader 1 1 1 1 Plant Mechanic+ (SBP) 2 2 2 2 Total Full-Time 3 3 3 3 Laboratory Supervisor 1 1 1 1 Chemist II+ 5 6 6 6 Laboratory Services - Administration Water Quality Specialist 1 1 0 0 Administrative Assistant II+ 1 1 1 1 8 9 8 8 Water Resources Admin 1 1 1 1 Water Resources Hydrologist 1 1 1 1 Total Full-Time 2 2 2 2 Water Conservation Coord 1 1 1 1 Water Conservation Spec 1 1 1 1 2 2 2 2 Total Full-Time 3051 2008-09 Budget Water Resources - Administration Water Conservation Total Full-Time Water Utilities Department Total Full-Time 135 140 141 138 Water Utilities Department Total Perm FTE* Water Utilities Department Total Temp FTE* 1.50 1.47 1.50 1.47 0.50 1.47 1.00 0.49 Grand Total Full-Time 1,831 1,848 1,850 1,811 Grand Total Perm FTE** 20.80 20.80 19.30 18.65 Grand Total Temp FTE* **Permanent Full-Time Equivalent *Temporary Full-Time Equivalent 281 227.30 227.49 226.99 205.74 ( )Former Cost Center Number Grant Funded Personnel (Included in above totals) City Attorney Legal Services (Victims Right Grant) City Court Community Development Redevelopment/Section 8 Housing Redevelopment, Neighborhood Planning and Urban Design Total Police Grant Funded Total 2007-08 Revised Grand Total Personnel by Fund (Full-Time Only) 2009-10 Budget 1 0 1 1 1 4 17 2 17 0 17 0 17 0 20 18 19 22 1 1 1 1 1 1 1 1 22 20 21 24 1,390 4 282 2008-09 Revised 1 0 2007-08 Revised General Fund Risk Management Fund Special Revenue Funds HURF Transit Rio Salado/CFD Performing Arts CDBG/Section 8 Vehicle Impound Ambulance Provider Percent for the Arts Capital Improvement Program Fill the Gap Fund Local JCEF Tempe County Island Fire District Enterprise Funds Golf Cemetery Water/Wastewater Solid Waste Grand Total 2008-09 Budget 2008-09 Budget 1,387 4 2008-09 Revised 1,387 4 2009-10 Budget 1,337 3 57 51 28 22 19 2 0 0 0 0 0 0 58 53 29 23 17 2 7 1 0 0 0 0 58 53 29 23 17 3 7 1 0 0 0 0 58 53 29 23 17 4 7 1 1 1 3 1 21 2 168 67 1,831 21 2 173 71 1,848 21 2 174 71 1,850 21 2 179 71 1,811 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, 283 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). 284 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. 285 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. HOME - The largest federal block grant to State and local governments designed exclusively to create affordable housing for low income households. Fund Balance - The difference between revenue and expenditures. The beginning fund balance represents the residual funds brought forward from the previous year (ending balance). 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. 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. 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 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. Interfund Transfer - The movement of monies between funds of the same governmental entity. 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. Generally Accepted Accounting Principles (GAAP) - Uniform minimum standards for financial accounting 286 Internal Services Charges - The charges to user departments for internal services provided by another government agency, such as data processing, fleet services and communications. Operating Expenses - The cost for personnel, materials and equipment required for a department to function. 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. Liability - Amounts owed for items received, services rendered, expenses incurred, assets acquired, construction performed, and amounts received but not as yet earned. 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 - 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. 287 (1) General Services consists of: Mayor and Council; City Manager; Internal Audit; Diversity Program; Community Relations; City Clerk; Human Resources; City Attorney; Financial Services; Public Works; Information Technology; and Other Programs. 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. Revenue Bonds - Bonds usually sold for constructing a project that will produce revenue for the government. That revenue is pledged to pay the principal and interest of the bond. (2) Development Services consists of: Development Services, Community Development, and Public Works – Design/Construction/ Landscape maintenance. (3) Public Safety consists of: City Court; Police; and Fire. Revised Budget - A revised budget is a revision of the adopted budget previously submitted and authorized by a governing board. (4) Environmental Health consists of: Water Utilities; Public Works- Solid Waste; and Development Services – Code Enforcement. Right-of-Way - The land used by a public utility, road, or railroad. (5) Community Services consists of: Community Services – Recreation/Library/ Social Services; Public Works – Park Maintenance; and Cemetery. 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. (6) Transportation consists of: Public Works – Transit/Street Maintenance. 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. Property Tax - A levy upon the assessed valuation of the property within the City of Tempe upon each $100 of valuation. Property taxes in Arizona consist of both primary and secondary levies. Rio Salado Fund - Special revenue fund to account for the receipts and expenditures of miscellaneous monies used to foster the development of Rio Salado. Primary Property Tax - A statutory limited tax levy which may be imposed for any purpose. Secondary Property Tax - An unlimited tax levy which may be used only to retire the principal and interest or redemption charges on bond indebtedness. Risk Management - An organization goal to protect a government's assets against accidental loss in the most economical method. R.O.W. - Abbreviated form, see Right-of-Way. Purpose - A broad statement, in terms of meeting public service needs, that a department is organized to meet. Significant Non-Routine Capital Expenditures Expenditures for major projects that are typically “one time” in nature and involve the construction or expansion of new City facilities or City infrastructure, extensive renovation of existing facilities, the purchase of important capital assets, or the acquisition of new technology which will enhance service delivery. Rainy Day Reserve - A long-term reserve in the event of a significant unforeseen event, economic downturn or liability. 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. Source of Revenue - Revenue are classified according to their source or point of origin. Resolution - A special or temporary order of a legislative body requiring less legal formality than an ordinance or statute. 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. Resources - Total amounts available for appropriation including estimated revenue, fund transfers, and beginning balances. 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 Retained Earnings - An equity account reflecting the 288 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 ITS-Intelligent Transportation Systems ITD-Information Technology Department JGMWTP-Johnny G. Martinez Water Treatment Plant KWRF-Kyrene Water Reclamation Facility LRT-Light Rail Transit LTAF-Local Transportation Assistance Fund MAG-Maricopa Association of Governments MGD-Million Gallons per Day MMU-Malfunction Management Unit 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 ROW-Right-of-Way RPTA-Regional Public Transportation Authority SAFER-Staffing for Adequate Fire and Emergency Response SAI-Southern Avenue Interceptor SCADA-Supervisory Control and Data Acquisition SBP-Skill Based Pay SROG-Sub Regional Operating Group STWTP-South Tempe Water Treatment Plant TCA-Tempe Center for the Arts WUD-Water Utilities Department persons or property for current or permanent benefit, such as special assessments. Transfers In/Out - Amounts transferred from one fund to another to assist in financing the services for the recipient fund. Unencumbered Balance - The amount of an appropriation that is neither expended nor encumbered. It is essentially the amount of money still available for future purposes. Unreserved Fund Balance - The portion of a fund's balance that is not restricted for a specific purpose and is available for general appropriation. 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 Down Payment 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 CCTV-Closed Circuit Television 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 DUI-Driving Under the Influence EEOC-Equal Employment Opportunity Commission 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 289 Index Community Relations Administration ................................................. 105 Communication and Media Relations ............. 108 Government Relations .................................... 106 Neighborhood Services .................................. 107 Performance Budget....................................... 104 Community Services Administration ................................................ 153 Cultural Services............................................. 155 Library............................................................. 154 Performance Budget....................................... 152 Social Services ............................................... 156 Comparative Operating Revenue by Source........ 71 Comprehensive Financial Plan Assumptions ..................................................... 45 Economic Outlook....................................... 42, 45 Enterprise Funds .............................................. 56 Financial Action Plan ........................................ 64 Financial Overview ........................................... 44 General Fund.................................................... 46 Methodology ..................................................... 41 Overview........................................................... 40 Performing Arts................................................. 50 Rio Salado/Community Facilities District Funds ................................................ 54 Transit Fund ..................................................... 48 Transportation Funds........................................ 52 Cost of Services (Residential) .............................. 37 Custodial Services Performance Budget............ 173 A Acronyms ........................................................... 289 Assessed Valuation (Secondary): Ten Year Historical Trends............................. 198 B Bed Tax (Transient Lodging Tax)......................... 76 Benchmarking, Performance................................ 96 Bonded Debt Limits Summary ........................... 196 Budget Basis, Budgetary Units, and Changes to Budget......................................... 236 Budget Message .................................................... 1 Budget Per Capita.......................................... 34, 95 Budget Policies .................................................... 14 Budget Process Flowchart ................................... 22 Budget Process Summary ................................... 23 Budget Resolution.............................................. 228 Budget Schedules Estimated Revenue and Expenditures Summary .................................................... 230 Expenditures Within Each Fund Summary ..... 235 Revenue Other Than Property Taxes............. 232 Tax Levy and Tax Rate Information ............... 231 Other Financing Sources and Interfund Transfers Summary .................................... 234 C D Capital Improvements Program Capital Budget Policy ............................... 14, 195 Fund Balances ................................................. 26 Overview .......................................................... 29 Project Listing................................................. 199 Project Map .................................................... 190 Relationship Between Operating and Capital Budgets......................................... 185 Source of Funds ............................................. 192 Strategic Focus .............................................. 193 Summary ........................................................ 191 Ten Year Historical Trends............................. 198 Charges for Services Development Related ....................................... 82 Recreation and Social Services........................ 81 City Attorney Performance Budget..................... 116 City Clerk Performance Budget.......................... 109 City Court Performance Budget ......................... 110 City Limits .......................................................... 238 City Manager Performance Budget.................... 100 Citywide Overview of Operating Budget Debt Service, Revenue and Staffing ................ 29 Community Development Administration/Economic Development .......... 134 Performance Budget ...................................... 132 Revitalization/Redevelopment ........................ 135 Rio Salado...................................................... 137 Community Development Block Grant Revenue ........................................................... 88 Community Profile.................................................. 8 Debt Policy ................................................... 195, 14 Debt Service Requirements ............................... 198 Debt Service Ten Year Historical Trends ........... 198 Departmental, Per Capita Performance Budget .............................................................. 95 Departments, Performance Budget City Attorney ................................................... 116 City Clerk ........................................................ 109 City Court........................................................ 110 City Manager .................................................. 100 Community Development ............................... 132 Community Relations...................................... 104 Community Services....................................... 152 Development Services.................................... 130 Diversity Program ........................................... 102 Financial Services........................................... 118 Fire ................................................................. 144 Human Resources .......................................... 112 Information Technology .................................. 126 Internal Audit .................................................. 101 Mayor and Council............................................ 98 Parks and Recreation ..................................... 158 Police.............................................................. 138 Public Works................................................... 164 Water Utilities ................................................. 178 E Engineering Performance Budget ...................... 167 290 Enterprise Funds.................................................. 56 Revenue Golf Fees ...................................................... 91 Solid Waste Fees.......................................... 90 Unreserved Retained Earnings............... 28, 16 Water/Wastewater User Fees....................... 89 General Governmental Revenue Charges for Services Development Related.................................... 82 Recreation and Social Services .................... 81 City Property Tax .............................................. 75 City Sales Tax .................................................. 74 Fines and Forfeitures........................................ 83 Salt River Project In-Lieu Tax ........................... 77 State Shared Income Tax ................................................... 80 Sales Tax ...................................................... 78 Vehicle License Tax ...................................... 79 Transient Lodging Tax ...................................... 76 Glossary of Terms .............................................. 283 Golf Fund Comprehensive Financial Plan ......................... 60 Fund Balances.................................................. 28 Revenue ........................................................... 91 F Facility Management Performance Budget ........ 172 Financial Action Plan ........................................... 64 Financial Program................................................ 19 Financial Program Components........................... 25 Financial Program Summary................................ 20 Financial Reporting Policies................................. 16 Financial Services Accounting...................................................... 121 Administration and Budget ............................. 120 Customer Services ......................................... 125 Performance Budget ...................................... 118 Procurement................................................... 123 Risk Management .......................................... 122 Tax and License ............................................. 124 Financial Structure and Organization Fund Structure................................................ 237 Relationship Between Budgeting and Accounting .................................................. 237 Type of Budgeting .......................................... 237 Fines and Forfeitures ........................................... 83 Fire Administration/Fire Prevention ...................... 146 Emergency/Medical Services ......................... 147 Homeland Security/Special Operations .......... 149 Performance Budget ...................................... 144 Support Services/Personnel Safety................ 150 Training/Professional Development................ 148 Fleet Services Performance Budget .................. 174 Fund Balances, Unreserved General Fund ............................................. 26, 47 Highway User Revenue Fund..................... 27, 53 Local Transportation Assistance Fund ....... 27, 53 Performing Arts .......................................... 27, 51 Transit Fund ............................................... 26, 49 Fund Structure ................................................... 237 Fund Summary .................................................... 18 H Highway User Tax Fund (HURF) Comprehensive Financial Plan ......................... 52 Fund Balances, Unreserved (10 Years)............ 27 Revenue ........................................................... 86 Human Resources Performance Budget............ 112 I Information Technology Performance Budget....................................... 126 Internal Audit Performance Budget .................... 101 L Library Performance Budget .............................. 154 Light Rail Operations Performance Budget ........ 177 Local (City Sales Tax) .......................................... 74 Local Transportation Assistance Fund (LTAF) Comprehensive Financial Plan ......................... 52 Fund Balances, Unreserved (10 Years)............ 27 Revenue ........................................................... 87 M Mayor and Council Performance Budget.............. 98 Mission Statement..................................................ix G General Fund Comprehensive Financial Plan......................... 46 Fund Balances, Unreserved (10 Years) ........... 26 291 N R Needs Assessment Phase ................................... 23 Neighborhood Services Performance Budget .... 107 Recreation Performance Budget ........................ 162 Relationship Between Operating and Capital Budgets .............................................. 185 Reserve Policies .................................................. 14 Retained Earnings, Unreserved Golf Fund........................................ 16, 18, 28, 61 Solid Waste Fund ........................... 16, 18, 28, 59 Water and Wastewater Fund .......... 16, 18, 28, 57 Revenue By Source ......................................................... 69 Charges for Service Development Related.................................... 82 Recreation and Social Services .................... 81 City Property Tax .............................................. 75 City Sales Tax .................................................. 74 Community Development Block Grant.............. 88 Comparative Revenue by Source ..................... 71 Fines and Forfeitures........................................ 83 Golf Course Fees.............................................. 91 Highway User Tax ............................................ 86 Local Transportation Assistance Fund.............. 87 Performing Arts Fund........................................ 85 Salt River Project In-Lieu Tax ........................... 77 Section 8 Housing Grant................................... 88 Solid Waste Fees.............................................. 90 State Shared Income Tax ................................. 80 State Shared Sales Tax.................................... 78 State Shared Vehicle License Tax.................... 79 Total Revenue .................................................. 68 Transient Lodging Tax (Bed Tax) ..................... 76 Transit Tax........................................................ 84 Water/Wastewater User Fees........................... 89 Rio Salado Comprehensive Financial Plan ......................... 54 Performance Budget....................................... 137 O Operating Budget Policies.................................... 14 Operating Revenue.............................................. 71 Organization Chart.................................................xi P Parks and Recreation Administration................................................. 159 Parks Services ............................................... 160 Performance Budget ...................................... 158 Recreation Services ....................................... 162 Per Capita Expenditures by Program................... 34 Per Capita Performance Budget .......................... 95 Performance Benchmarking................................. 96 Performance Budget Summary............................ 94 Performance Budget, Departmental Per Capita ........................................................ 95 Performing Arts Comprehensive Financial Plan......................... 50 Fund Balances, Unreserved (10 Years) ........... 27 Performance Budget ...................................... 155 Personnel Schedules....................................................... 244 Summary by Department................................ 243 Summary by Fund .......................................... 282 Ten-Year History .............................................. 38 Police Investigations ................................................. 142 Office of the Chief........................................... 139 Patrol .............................................................. 140 Performance Budget ...................................... 138 Support Services ............................................ 141 Program Budget At a Glance....................................................... 33 Department Summary ...................................... 36 Fund Summary................................................. 35 Per Capita ........................................................ 34 Property Tax Levy and Rate ................................................ 231 Ordinance....................................................... 229 Revenue ........................................................... 75 Ten Year Historical Trends............................... 75 Public Works Administration................................................. 166 Engineering .................................................... 167 Facility Management ...................................... 172 Fleet Services................................................. 174 Light Rail Operations ...................................... 177 Solid Waste Services ..................................... 169 Performance Budget ...................................... 164 Streets and Traffic Operations........................ 169 Transportation ................................................ 175 S Sales Tax, City ..................................................... 74 Salt River Project In-Lieu Tax............................... 77 Solid Waste Fund Comprehensive Financial Plan ......................... 58 Performance Budget....................................... 169 Retained Earnings, Unreserved Revenue...................................... 16, 18, 28, 59 Schedule A......................................................... 230 Schedule B......................................................... 231 Schedule C......................................................... 232 Schedule D......................................................... 234 Schedule E......................................................... 235 292 Section 8 Housing Performance Budget ...................................... 135 Revenue Trends............................................... 88 Social Services Performance Budget................. 156 Solid Waste Services Performance Budget ....... 169 Special Revenue Community Development Block Grant ............. 88 Highway User Revenue Fund........................... 86 Local Transportation Assistance Fund ............. 87 Performing Arts Tax ......................................... 85 Section 8 Housing Grant .................................. 88 Transit Tax ....................................................... 84 State Shared Revenue Income Tax....................................................... 80 Sales Tax ......................................................... 78 Vehicle License Tax ......................................... 79 Strategic Issues: Goals and Strategy/Action Plan Community Sustainability ................................. 31 Education Partnerships .................................... 31 Housing ............................................................ 31 Mill and Lake District ........................................ 31 Neighborhood Parks Rehabilitation and Maintenance............................................ 31 Quality of Life ................................................... 31 Sports, Recreation, Arts and Cultural Development ..................................... 31 Technology, Economic, and Community Development .................................................. 32 Transportation .................................................. 32 Streets and Traffic Operations Performance Budget ...................................... 169 T Transient Lodging Tax (Bed Tax)......................... 76 Transit Fund Comprehensive Financial Plan......................... 48 Fund Balances, Unreserved ............................. 26 Revenue ........................................................... 84 Transportation Comprehensive Financial Plan......................... 52 Performance Budget ...................................... 175 Revenue Highway User Tax ........................................ 86 Local Transportation Assistance Fund.......... 87 Transit Tax.................................................... 84 W Water Utilities Performance Budget ................... 178 Water/Wastewater Fund Comprehensive Financial Plan......................... 56 Retained Earnings, Unreserved ..................................16, 18, 28, 59 Revenue ........................................................... 89 293 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 Adam Williams 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 at Splash Playground in Tempe Beach Park. 294