About the Cover Tempe Town Lake at sunset. Tempe Mayor & City Council Hugh Hallman Mayor Joel Navarro Robin Arredondo-Savage Vice Mayor Council Member Shana Ellis Mark Mitchell Onnie Shekerjian Corey Woods Council Member Council Member Council Member Council Member i This page intentionally left blank. Annual Budget FY 2012/13 Charles W. Meyer City Manager Ken Jones Finance and Technology Director Cecilia Velasco-Robles Budget Manager Tom Mikesell Lead Budget and Finance Analyst Mark Day Budget and Finance Analyst Adam Williams Budget and Finance Analyst Anita Erspamer Executive Assistant iii This page intentionally left blank. Introduction Budget Award ............................................................................................................................................. ix City of Tempe Mission Statement ............................................................................................................... xi Organizational Chart ................................................................................................................................... xiii Budget Message ......................................................................................................................................... 1 Tempe Community Profile........................................................................................................................... 7 City Limits ................................................................................................................................................... 10 Demographics ............................................................................................................................................. 10 Budget Overview Budget Overview Contents ......................................................................................................................... Budget Policies ........................................................................................................................................... Fund Summary ........................................................................................................................................... Financial Program Summary....................................................................................................................... Financial Program Summary for Revenues and Expenditures/Expenses ................................................... Budget Process Flowchart .......................................................................................................................... Budget Process Summary .......................................................................................................................... Budget Calendar ......................................................................................................................................... Components of Total Financial Program ..................................................................................................... Governmental Funds: Ten Year Fund Balance Trends ............................................................................ Special Revenue Funds: Ten Year Fund Balance Trends ........................................................................ Enterprise Funds: Ten Year Fund Balance Trends ................................................................................... Citywide Overview ...................................................................................................................................... Council Committees .................................................................................................................................... Residential Cost of Service ......................................................................................................................... Personnel Summary: Ten Year History..................................................................................................... Comprehensive Financial Plan Comprehensive Financial Plan Contents .................................................................................................... Comprehensive Financial Plan Overview.................................................................................................... Forecast Methodology ................................................................................................................................ Major Revenue Assumptions ...................................................................................................................... Major Expenditure Assumptions ................................................................................................................. General Fund Forecast Discussion ............................................................................................................. Special Revenue Funds .............................................................................................................................. Transit Fund Forecast Discussion ........................................................................................................... Performing Arts Fund Forecast Discussion ............................................................................................. Transportation Fund Forecast Discussion ............................................................................................... Enterprise Funds......................................................................................................................................... Water/Wastewater Fund Forecast Discussion......................................................................................... Solid Waste Fund Forecast Discussion ................................................................................................... Golf Fund Forecast Discussion ............................................................................................................... Cemetery Fund Forecast Discussion ...................................................................................................... Debt Service Fund Forecast Discussion.................................................................................................. Revenue Information Total Revenue 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 .................................................................. City Sales Tax ......................................................................................................................................... Transient Lodging Tax ............................................................................................................................. City Property Tax ..................................................................................................................................... Salt River Project In-Lieu Tax .................................................................................................................. State Shared Sales Tax........................................................................................................................... State Shared Vehicle License Tax .......................................................................................................... State Shared Income Tax ........................................................................................................................ Charges for Services/Cultural and Recreational ...................................................................................... Charges for Services/Development Related............................................................................................ v 13 14 18 19 20 21 22 24 26 27 28 29 30 31 32 33 35 36 37 38 40 42 44 44 46 48 50 50 52 54 56 58 61 62 63 64 65 68 68 69 70 71 72 73 74 75 76 Fines and Forfeitures .............................................................................................................................. Special Revenue: Ten Year Historical Trends .......................................................................................... Transit Tax .............................................................................................................................................. Performing Arts Tax ................................................................................................................................ Highway User Tax ................................................................................................................................... Local Transportation Assistance Fund .................................................................................................... Community Development Block Grant/Section 8 Housing Grant ............................................................. Enterprise Revenue: Ten Year Historical Trends ...................................................................................... Water/Wastewater User Fees ................................................................................................................. Solid Waste Fees .................................................................................................................................... Golf Course Fees .................................................................................................................................... Performance Budget Performance Budget Contents .................................................................................................................... Performance Budget Summary ................................................................................................................... Per Capita Performance ............................................................................................................................. Performance Benchmarking........................................................................................................................ City Organizational Chart ............................................................................................................................ Mayor and Council ...................................................................................................................................... City Manager............................................................................................................................................... City Attorney ............................................................................................................................................... City Clerk .................................................................................................................................................... City Court .................................................................................................................................................... Community Development ............................................................................................................................ Administration/Economic Development ................................................................................................... Building Safety ........................................................................................................................................ Planning .................................................................................................................................................. Housing ................................................................................................................................................... Community Relations Office........................................................................................................................ Administration/Mayor and Council Staff .................................................................................................. Neighborhood Services ........................................................................................................................... Communication and Media Relations ...................................................................................................... Community Services ................................................................................................................................... Administration.......................................................................................................................................... Library and Cultural Services .................................................................................................................. Recreation Services ................................................................................................................................ Social Services ........................................................................................................................................ Diversity Office ............................................................................................................................................ Finance and Technology ............................................................................................................................. Administration.......................................................................................................................................... Finance.................................................................................................................................................... Budget / Tax and License ........................................................................................................................ Information Technology ........................................................................................................................... Fire .............................................................................................................................................................. Administration/Fire Prevention ................................................................................................................ Emergency/Medical Services .................................................................................................................. Training/Professional Development ......................................................................................................... Homeland Security/Special Operations ................................................................................................... Support Services/Personnel Safety ......................................................................................................... Human Resources ...................................................................................................................................... Tempe Learning Center Office .................................................................................................................... Internal Audit Office .................................................................................................................................... Police .......................................................................................................................................................... Office of the Chief .................................................................................................................................... Operations ............................................................................................................................................... Support Services ..................................................................................................................................... Organizational Services........................................................................................................................... Public Works ............................................................................................................................................... Administration.......................................................................................................................................... Engineering ............................................................................................................................................. Field Operations ...................................................................................................................................... Transportation ......................................................................................................................................... vi 77 78 78 79 80 81 82 83 83 84 85 87 88 89 90 91 92 94 96 98 100 102 104 105 106 107 110 111 112 113 114 115 116 118 119 122 124 125 126 128 130 132 133 134 135 136 137 138 140 142 144 145 146 147 148 150 152 153 155 158 Water Utilities .......................................................................................................................................... 161 Capital Improvements Budget Capital Improvements Program Contents ................................................................................................... Capital Improvements Program Overview................................................................................................... 2012-13 CIP Process .................................................................................................................................. Capital Budget Project Composition and FY 2012-13 Project Highlights .................................................... Capital Improvements Program Financing .................................................................................................. Capital Budget Impact on the Operating Budget ......................................................................................... Significant Nonrecurring Capital Project Expenditures by Major Program .................................................. Capital Improvements Project Map ............................................................................................................. 2012-13 Capital Improvements Program Summary .................................................................................... 2012-13 Capital Improvements Program Source of Funds ......................................................................... Capital Budget Strategic Priorities .............................................................................................................. Capital Budget, Debt and Property Tax Levy 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 Listing and Descriptions ............................................................... Enterprise Program ................................................................................................................................. 2012-13 CIP Projects - Water Program ............................................................................................... 2012-13 CIP Projects - Wastewater Program ...................................................................................... Special Purpose Program........................................................................................................................ 2012-13 CIP Projects - Transit Program .............................................................................................. General Purpose Program....................................................................................................................... 2012-13 CIP Projects - Police Protection Program .............................................................................. 2012-13 CIP Projects - Fire Protection Program.................................................................................. 2012-13 CIP Projects - Storm Drains Program .................................................................................... 2012-13 CIP Projects - Park Improvements / Recreation Program ...................................................... 2012-13 CIP Projects - General Governmental Program ..................................................................... Transportation Program........................................................................................................................... 2012-13 CIP Projects - Transportation and Rights-of-Way Improvements Program ............................ 2012-13 CIP Projects - Traffic Signals and Street Lighting Program ................................................... 163 164 165 166 167 169 172 173 174 175 176 177 179 180 181 182 182 183 198 204 205 216 217 221 224 226 239 260 261 267 Schedules and Summaries Schedules and Summaries Contents .......................................................................................................... Property Tax Ordinance .............................................................................................................................. Budget Resolution....................................................................................................................................... Budget Schedules ....................................................................................................................................... Schedule A Summary Schedule of Estimated Revenues and Expenditures/Expenses ....................... Schedule B Summary of Tax Levy and Tax Rate Information ............................................................. Schedule C Summary by Fund of Revenues Other Than Property Taxes ........................................... Schedule D Summary by Fund of Other Financing Sources and Interfund Transfers ......................... Schedule E Summary by Department of Expenditures / Expenses Within Each Fund ........................ Schedule F Summary by Department / Fund ....................................................................................... Budget Basis, Units and Changes .............................................................................................................. Financial Structure and Organization .......................................................................................................... Personnel Summary ................................................................................................................................... Personnel Changes for FY 2012-13............................................................................................................ Personnel Schedules .................................................................................................................................. Glossary of Terms....................................................................................................................................... Acronyms .................................................................................................................................................... Index ........................................................................................................................................................... Office of Management and Budget Staff ..................................................................................................... vii 275 276 277 278 278 279 280 282 283 284 286 287 288 289 290 319 327 328 331 This page intentionally left blank. 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, 2010. 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. ix This page intentionally left blank. Purpose… Tempe creates outstanding value for those we serve through shared vision, superior service and sustainable practices. 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. xi This page intentionally left blank. City Organizational Chart Residents of Tempe Mayor and City Council City Clerk City Attorney City Manager brigitta_kuiper@tempe.gov andrew_ching@tempe.gov charlie_meyer@tempe.gov Brigitta Kuiper Charlie Meyer Andrew Ching Police City Court MaryAnne Majestic m_majestic@tempe.gov Assistant City Manager Chief of Police Tom Ryff Jeff Kulaga Jeff_Kulaga@tempe.gov tom_ryff@tempe.gov Community Relations Office Fire Fire Chief Greg Ruiz, Interim Community Relations Manager Shelley Hearn greg_ruiz@tempe.gov shelley_hearn@tempe.gov Finance and Technology Finance and Technology Director Ken Jones Diversity Office Diversity Manager Rosa Inchausti rosa_inchausti@tempe.gov ken_jones@tempe.gov Community Development Interim Community Development Director Lisa Collins Internal Audit Office City Auditor Barbara Blue barbara_blue@tempe.gov lisa_collins@tempe.gov Public Works Tempe Learning Center Organizational Dev Administrator Gretchen Maynard Public Works Director Don Bessler don_bessler@tempe.gov gretchen_maynard@tempe.gov Community Services Community Services Director Kathy Berzins kathy_berzins@tempe.gov Human Resources Human Resources Director Renie Broderick renie_broderick@tempe.gov xiii This page intentionally left blank. July 1, 2012 To the Honorable Mayor and City Council: Transmitted herein is the City of Tempe’s (City) Fiscal Year (FY) 2012-13 financial program. While the City continues to face budget balancing challenges to eliminate the structural deficit and overcome the June 2014 expiration of the 0.2% temporary sales tax, the FY 2012-13 adopted budget reflects only moderate expenditure reductions and targeted revenue increases while maintaining the levels of service anticipated by our residents. The financial program represents a reasonable approach to balancing the City’s budget and positioning the City for long-term financial stability. Addressing the Continued Challenge In May, 2010, Tempe voters approved a four-year increase to the city sales tax to avoid further cuts to the General Fund, including occupied Police and Fire positions. The additional 0.2% temporary tax went into effect July 1, 2010, increasing the sales tax rate from 1.8% to 2.0% on all taxable items except groceries. At the time of the increase, the City Council directed that the City plan for the June 30, 2014 expiration of the additional 0.2% sales tax component. In order to meet the goal, General Fund budget adjustments will continue in each of the next several fiscal years to avoid deficits when the temporary sales tax expires. Citywide, departments were asked to examine departmental reductions, efficiencies, and revenue enhancements. These adjustments for FY 2012-13 are consistent with the long-range plan to stabilize the General Fund and help maintain the fund balance within our current policy of 20% to 30% of annual revenues. That level of cash reserves provides economic stabilization during economic downturns. Aside from the General Fund, other operating funds also suffered during the economic downturn. Budget balancing plans continue for the Golf, Transit and Transportation (Highway User) funds. All City operating funds continue to be closely monitored. Budget Overview The financial program for FY 2012-13 approximates $594 million and includes funding for both operating and capital purposes. This amount represents a $184.7 million or 45% increase from the prior year and is due, in large part, to early repayment of debt and budgetary policy changes affecting the operating and capital budgets. As shown in the following table, the operating budget is projected to increase by $109.2 million or 30%, while the capital budget increased by $75.5 million or 152% in the upcoming year. The increase in the Operating Budget is largely due to early retirement of debt, which includes a $54 million reduction of debt in the Transit Fund and a $20 million reduction in the Debt Service Fund. Additionally, a budgetary policy change required the creation of revenue and expenditure operating budgets for grants, restricted funds, and restricted donations totaling $17.1 million. The combined impact of debt reductions and grant budgeting policy changes increased the operating budget by $91 million. The increase in the Capital Improvements Budget (CIP) results from unspent prior year CIP appropriations to be formally re-appropriated or re-budgeted. To be eligible for expenditure in the FY 2012-13 fiscal year, all remaining unspent project appropriations from prior years required formal reappropriation. Total Financial Program FY 2011-12 Budget FY 2012-13 Budget Operating Budget Percent Change Capital Improvements Budget Percent Change $360,369,625 $469,588,900 30% $124,812,526 152% Total Financial Program Percent Change $409,707,429 $49,337,804 1 $594,401,426 45% FINANCIAL PROGRAM SUMMARY The graphs below illustrate the relative shares of operating and capital appropriations in FY 2011-12 and FY 2012-13. Total Financial Program FY 2011-12 $409 (in Millions) Operating Budget $360.4 / 88% FY 2012-13 $594 (in Millions) CIP Budget $49.3 / 12% Operating Budget $469.6 / 79% CIP Budget $124.8 / 21% OPERATING BUDGET The following table presents a summary breakdown of the operating budget by fund. General Fund Operating Budget Summary FY 2011-12 FY 2012-13 Budget Budget $158,571,821 $168,561,658 Percent Change 6.3% Special Revenue Funds Transportation Transit Performing Arts CDBG/Section 8 Other Govt Grants/Donations 7,747,186 53,863,809 8,565,287 17,001,929 0 8,194,236 106,006,203 8,525,455 15,943,255 17,237,152 5.8% 96.8% (0.5%) (6.2%) 100.0% Debt Service Fund 21,548,322 48,623,373 125.6% 75,783,498 14,816,357 2,290,553 180,863 75,746,634 16,237,017 2,513,917 0 0.0% 9.6% 9.8% (100.0%) 0 2,000,000 100.0% $360,369,625 $469,588,900 30.3% Enterprise Funds Water/Wastewater Solid Waste Golf Cemetery Internal Service Funds Risk Management Total Operating Budget Operating Budget Highlights Following are the major highlights contained in the recommended budget: Elimination of employee furloughs added $5.0 million Advanced funding of retiree defined-benefit health plans (full OPEB funding) totaled $3.8 million Transit Fund appropriated $54 million for early retirement of debt Debt Service Fund added $20 million for accelerated repayment of debt Budget reporting change for grants and donations added revenue and expenditures of approximately $17 million A General Fund $1 million contingency fund created Base budget reductions of $1.8 million submitted by departments Citywide vacancy savings projected at $1 million After application of the changes, the General Fund reserve is projected to approximate 29% of revenues as of June 30, 2013. 2 CAPITAL BUDGET The City’s five-year Capital Improvements Program (CIP) covering FY 2012-13 through FY 2016-17 totals $308.2 million. The first year of the five-year CIP, which is formally adopted by the City Council, totals $124.8 million for FY 2012-13. The increase in the Capital Improvements Budget results from unspent prior year CIP appropriations to be formally re-appropriated or re-budgeted. To be eligible for expenditure in the FY 2012-13 fiscal year, all remaining unspent project appropriations from prior years required formal re-appropriation. Reappropriated funds from past years totaled $90 million. Two years ago, the City Council adopted a levy-based approach versus a rate driven approach to fund the five-year CIP. The property tax levy approach developed a stable and predictable revenue stream to pay existing and future planned debt and stabilize the property tax levy. The general obligation bond funding in the CIP falls within the parameters of the property tax levy stabilization policy. Capital Budget Highlights The Capital Budget for FY 2012-13 primarily consists of major projects that are already underway and projects that are largely focused on preserving the City’s assets and sustaining public health and safety, Instances of new project funding will occur primarily in programs with a specialized funding source. The following are some highlights of the Capital Budget: Comparison of FY 2011-12 and FY 2012-13 Capital Budgets FY 2011-12 Budget FY 2012-13 Budget $19,161,000 $43,446,718 10,999,000 19,573,037 Transit 2,789,099 20,365,587 Rio Salado 4,000,000 0 2,500,246 7,845,283 Fire 849,800 1,687,521 Storm Drains 278,000 1,091,059 Park Improvements 1,415,000 10,006,161 General Governmental 1,613,600 11,644,294 4,765,888 7,433,340 966,171 1,719,526 Capital Program Enterprise Water Wastewater Special Purpose General Purpose Police Transportation Transportation and R.O.W. Traffic Signals/Street Lighting Total $49,337,804 $124,812,526 New funding for Waterline Replacements at High Frequency Break Areas ($3.6 million) New federal grant funding for the Broadway Road Streetscape projects which totals ($3.8 million) New federal grant funding for the University Drive Bike and Pedestrian Improvements project ($1.65 million) New funding for the replacement of Ruggedized Laptops utilized in Police Department vehicles ($3.9 million) New funding for Residential and Arterial Street Preservation projects totaling ($5.4 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 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 34% of the FY 2012-13 total revenue budget. Other major revenue sources include user charges (such as water service and solid waste fees), intergovernmental revenue, and bond proceeds. Where the Money Comes From by Source of Funds Intergovernmental, 16% User Charges, 21% Bonds, 17% Other, 12% Local Taxes, 34% 3 Where the Money Goes by Line Item Category Debt Service, 24% Supplies/Services, 23% Capital Projects/ Outlay, 21% Personal Services, 28% Other, 4% The chart above 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 Plan 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 unassigned fund balance in the General Fund is projected to be $48 million as of June 30, 2012, assuming departments spend all appropriated funds. The increase from 2011 to 2012 is due to a slowly improving local sales tax base, largely fueled by the 0.2% temporary increase in the sales tax rate. As shown by the line in the graph below, the projected balance represents 29% of FY 2011-12 General Fund revenue. Our adopted policy for General Fund unassigned fund balance coverage ranges between 20-30% of General Fund revenue. The City’s Water/Wastewater fund has an estimated fund balance of $40 million, while the remaining Enterprise funds (Golf and Solid Waste programs) will have a combined fund balance of approximately $6.8 million as of June 30, 2012. Unassigned General Fund Balance 60.0 ($Millions) Percent 30 50.0 25 40.0 20 30.0 15 20.0 10 10.0 0.0 35 5 2008 2009 2010 Fund Balance 2011 2012 Fund Balance Coverage 4 0 Financial Reserves Another indicator of a city’s financial strength is the level of its financial reserves. The City has established financial reserves to absorb unforeseen liabilities. The City currently has self-insurance reserves totaling $8.8 million to protect the City against potential claims. Included in the Water/Wastewater Fund and financed from current revenues is $1 million of contingency funding for unanticipated emergencies. The General Fund also has a $1 million contingency appropriation. 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, Aa1 by Moody’s, and AAA by Standard & Poor’s. Having Fitch AAA solid financial policies, prudent financial management practices and strong financial reserves are principle reasons for these excellent bond ratings. These Moody's Aa1 high ratings translate directly into lower interest rates on the City’s debt. Standard & Poor's AAA Development Activity Tempe is the geographic center of the region and very competitive with neighboring cities in terms of economic development activity. Tempe has a total of 30 million square feet of industrial, 15 million of office, and 10 million square feet of retail space. The vacancy rates decreased year over year in each category showing signs of positive absorption. The vacancy rate for Tempe industrial properties as of June 2012 was 8.94% compared to a rate of 9.74% in second quarter 2011. Similarly, office vacancies for the same period were 18.73%, compared to 21.28% in the second quarter of 2011. Retail vacancy decreased from 9.27% to 8.84% during this same period. In addition to decreasing vacancy rates, there were a number of private sector projects that began construction or were completed this past fiscal year. These projects include The Hub, an 19 story (269 units) student housing project, San Marquis, a multifamily project comprising 227 units, the 11 story Marriott Residence Inn, (173 rooms, 3,500 square feet conference space, 5,700 square feet of retail) West 6th apartments (Formerly Centerpoint Towers), Discovery Business Campus (formerly Freescale), a 136 acre office park in which the developer is investing 12 million dollars in the redevelopment. Tempe also recruited the following companies with new job creation as follows: Silicon Valley Financial Services - 400 jobs; Clear Energy Systems - 200 jobs, Verifications - 200 jobs, Transperfect - 150 jobs. Staff has experienced an increase of high tech companies looking to relocate to the city following the announcement of Silicon Valley Financial Services’ relocation of its I.T. Engineering and Global Operations Center. Downtown Tempe office space absorption has created a need for new development. As office space in Tempe has begun to fill up within the past six months, eleven build to suit office development opportunities have come on line with private developers including four build to suit office buildings in ASU Research Park, one build to suit office building in Fountainhead Corporate Park, one build to suit office building in Hayden Ferry Lakeside II and three in Discovery Business Campus. Capital investment and the number of jobs created increased substantially over last year. Staff facilitated in the expansion and relocation of 18 businesses (38% increase) that will employ over 2,400 people (26% increase) and are a vital part to the local economy. These projects generated more than fifty-nine million dollars in direct capital investment for the local economy. The increase in capital investment alone is close to 300%. MAJOR POLICY CONSIDERATIONS Appropriation decisions, ultimately approved by the City Council, were developed within the context of strategic direction provided by the City’s Council Committees and long-range financial policy direction developed during City Council budget sessions. 5 Council Committees The City Council committees were identified after a series of open meetings to discuss, identify and prioritize their collective vision for the future of Tempe. The resulting 11 priorities have been grouped into three umbrella areas that are the City Council’s new committee system. The goal is to align our top strategic priorities through our people, strategy and operations. This means continually finding ways to transform our strategic priorities into team-focused high performance in getting the most important things accomplished. The following represent the priorities: Neighborhood and Education Committee Neighborhood Enhancement Education as a Priority Finance and Effective Infrastructure Committee Long-term Financial Sustainability Effective Infrastructure Operational Sustainability and Accountability Implementation Alignment Leverage Technology Economic, Lake, Downtown, and Advanced Transportation Committee Sustainable Economic Development Town Lake Development and Downtown Connectivity Advanced Transportation Infrastructure Regional Leverage The overarching intention is to delineate long-range goals, formulate a cohesive strategy for each of the defined areas, and develop departmental action plans to advance the city toward those strategic goals. Additional detail can be located on Page 31. Council Budget Policy Direction The following budget policy direction is incorporated within the assumptions of the Comprehensive Financial Plan. Maintain existing service levels to the best extent possible Manage financial reserves at sustainable levels Maximize organizational efficiencies Adjust fees to recover City costs CONCLUSION Though the economy continues to provide the City with financial challenges, we expect conditions to improve over the long-term. Through sound management of 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 budget is committed to the City 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 6 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. 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. 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. 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. 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. 7 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. 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. Government and Organization The City operates under a council-manager form of government. The Mayor is elected for four years and six council members are elected at large on a non-partisan ballot for staggered four-year terms. The City Council appoints the City Manager who has full responsibility for carrying out Council policies and administering City operations. The City Manager appoints City department heads as specified in the City’s Charter. Quality of Life Special Events More than 150 special events throughout the City annually Tempe Music Festival brings a weekend of worldrenowned acts to Tempe Town Lake 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 New Times 10K State’s largest 10K with 12,000 running along Tempe Town Lake and Mill Avenue Fourth of July Largest celebration in the state; fireworks over Tempe Town Lake draw 100,000 plus Sports Tempe Diablo Stadium Spring Training Baseball home for Los Angeles Angels of Anaheim, 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 Rock-N-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 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 Four golf courses, including ASU Karsten, a Pete Dye championship course, and two municipal golf courses: Ken McDonald with 56,037 Rounds of Play and Rolling Hills with 41,726 Rounds of Play Entertainment and Culture Tempe Center for the Arts Concerts, plays, gallery shows and special events -Edna Vihel Cultural Center for community art classes Tempe Historical Museum, Arizona Historical Museum, Pederson House Museum Offer examples of life in Tempe and around the state Nelson Fine Arts Center, Ceramics Research Center, Mars Space Flight Facility and Center for Meteorite Studies Among the 30 galleries and museums at ASU Marquee Theatre Popular concerts and new music ASU Gammage Offers Broadway shows and famous speakers 8 Shopping Tempe Marketplace 175 shops and restaurants with free live music on weekends Mill Avenue District Historic Mill Avenue offers authentic urban experiences with shops and restaurants Arizona Mills Mall Indoor outlet mall with 175 stores and restaurants,including IMAX and Gameworks Emerald Center Shops and IKEA Home furnishingsbased retail corridor 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 Bus Service Lines run every day, with 15-minute, peak-period service 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 Free Orbit system uses mini buses to serve residential areas and connect them to shopping centers, major bus routes, schools and businesses 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 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 Education Primary and Secondary Education 7 public high schools 4 public middle schools 18 public elementary schools Tempe schools have among the state’s best test scores Private school opportunities exist with Tempe including Preparatory Academy and a variety of parochial and charter schools Arizona State University Tempe is home to the main campus of Arizona State University. There are approximately 60,000 students and 10,089 employees. Bachelors, Masters and Ph.D. programs are 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. Tempe Town Tempe Town Lake is a vibrant destination located adjacent to the City’s downtown Mill Avenue District. The lake’s paths and parks make it a hub of recreation and leisure time in Tempe. More than 100 special events happen annually at the lake, ranging from small runs to major concerts and festivals. The lake has also had a significant economic impact to the City as businesses and hotels enjoy tourist traffic. Demographics of Tempe Population 161,719 With Bachelor’s Degree or higher 39% Median Age 29 Median Household Income $49,173 Median Home Value $264,000 9 City Limits 1999 City Limits 1960 1893 - 1940 Sal t River Channel McKellips Rd Sal t River Channel Van Buren St S.P. R.R. Curry Rd Sal t River RedCha Mountain Freeway nnel Rio Salado Pkwy University Dr Apache Blvd Broadway Rd 1970 I-10 Southern Ave Sal 48th St Superstition Freeway 1950 t River Channel Baseline Rd Guadalupe Rd Sal t River Channel Price Rd Rural Rd Kyrene Rd Priest Dr I-10 Warner Rd McClintock Dr Western Canal Elliot Rd 1980 Ray Rd Sal t River Scale 0 1/2 1 mile YearYear Area Year 18931893 1.0 1.0 18941894 1.8 1.8 19001900 1.8 1.8 19101910 1.8 1.8 19201920 1.8 1.8 1930 1.8 1930 1.8 Year 1940 1950 1950 1955 1955 1960 1960 1965 1965 1970 1970 Year 1940 Area 1.8 2.62.6 4.54.5 17.5 17.5 21.7 21.7 25.3 25.3 Year 1.8 Year 1975 1980 1985 1990 1995 2000 Channel Year Year Area 197536.0 36.0 198036.0 36.0 198538.5 38.5 199039.3 39.3 199539.8 39.8 40.0 2006 40.1 Demographics Population (Census) 2010 2005 2000 1995 1990 1985 1980 1970 1960 1950 U.S. Census Interim Census U.S. Census Interim Census U.S. Census Interim Census U.S. Census U.S. Census U.S. Census U.S. Census Population by Ethnicity 161,719 165,796 158,625 153,821 142,165 132,942 106,743 63,550 24,897 7,906 Hispanic or Latino Non-Hispanic or Latino Population by Race White African American Asian American Indian and Alaska Native Native Hawaiian and Pacific Islander Other Identified by two or more Population by Sex/Age Male Female Under 18 18 & over 20 - 24 25 - 34 35 - 49 50 - 64 65 & over 34,092 127,627 84,200 77,519 27,208 134,511 30,009 29,327 26,089 23,723 13,660 10 117,457 9,551 9,217 4,671 645 13,793 6,385 Building Permits (Calendar Year Data) Number Value ($000) 2011 875 129,738 2010 778 172,684 2009 1,067 173,131 2008 1,249 426,439 2007 1,563 471,370 2006 1,744 545,435 2005 1,416 287,539 2004 1,183 253,451 2003 1,303 174,689 2002 1,321 128,924 City Sales Tax General Transit Performing Arts Total Property Tax Rate Primary 0.7862 Secondary 1.3552 Total $2.1414 % of Net Secondary Largest Property Taxpayers Assessed Valuation Arizona Mills LLC 1.32% Arizona Public Service Company 1.11% Qwest Corporation 0.85% Honeywell International, Inc. 0.68% Tempe Fountainhead Corporate LLC 0.55% RP HFL, LLC 0.50% State Farm Mutual Auto Insurance Company 0.48% Freescale Semiconductor 0.43% Target Corporation 0.44% St. Paul Properties Inc. 0.43% Fly (CD) LLC/ AWHQ LLC 0.41% Land Use (2010) (%) Residential 46% Mixed Use 11% Civic/ Educational 4% Private and Open Space/Recreation/ Water 12% Commercial/ Industrial 27% Elections (2011) Registered voters: Primary 87,110 General 85,184 Voter turnout: Primary 20,160 General 22,753 % Voting: Primary 23% General 27% School Registration Tempe Elementary District Tempe Union High School District ASU (Fall 2011) Tempe Campus Bond Rating Fitch Standard and Poor's Moody's Employment Trends Employment 2011 97,723 2010 89,303 2009 96,916 2008 100,640 2007 100,809 Police Sworn Personnel Non-Sworn Personnel Total Avg. Emergency Response Time (min.) Crime Index (CY 2010) Part I Crime Per 1,000 Capita (CY 2010) 12,067 14,274 59,794 Fire Sworn Personnel Non-Sworn Personnel Total AAA AAA Aa1 341 149 490 6:35 9,750 56 153 29 182 Fire Stations 6 Avg. Emergency Response Time (min.) 4:10 Response to emergency medical incidents 16,919 Total number of calls 20,250 Unemployment Rate 7.4% 8.5% 7.8% 4.5% 2.8% Major Employers Arizona State University Maricopa Community College Wells Fargo and Company Safeway Salt River Project Motorola Honeywell International Kyrene Elementary School District JP Morgan Chase US Airways 1.4% 0.5% 0.1% 2.0% Solid Waste Residential Accounts Serviced Commercial Accounts Serviced Solid Waste Refuse Collected (tons) Solid Waste Recycled Collected (tons) Employees 10,089 4,703 4,236 3,996 3,331 3,000 3,000 2,559 2,377 1,898 Water/Wastewater Active Accounts Serviced: Water Wastewater Water Treated (billions of gallons) Sanitary Sewers (miles) 11 33,715 2,094 120,177 13,087 42,017 39,533 16.7 549 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 (2010 Decade Census) Phoenix 1,445,632 Operating Budget (FY 2012-13) Million $ Phoenix 3,046.3 Mesa 439,041 Mesa 977.9 Chandler 236,123 Scottsdale 697.8 Glendale 226,721 Chandler 634.7 Scottsdale 217,385 Glendale 472.8 Gilbert 208,453 Tempe 469.6 Tempe 161,719 Peoria 368.9 Peoria 154,065 Gilbert 251.5 Property Tax (as of July 1, 2012) (per $100 assessed Value) Incorporated City Limits sq. miles Phoenix 515.0 Glendale 1.90 Scottsdale 185.0 Phoenix 1.82 Peoria 170.5 Peoria 1.44 Mesa 136.9 Chandler 1.27 Chandler 63.3 Scottsdale 1.23 Glendale 58.5 Gilbert 1.15 Gilbert 68.0 Mesa 0.51 Tempe 40.1 Tempe $2.14 Sales Tax (as of July 1, 2012) Glendale 2.90% Phoenix 2.00% Tempe 2.00% Peoria 1.80% Mesa 1.75% Scottsdale 1.65% Chandler 1.50% Gilbert 1.50% 12 City of Tempe 2012-13 Annual Budget Budget Overview Contents Budget Policies .......................................................................................................................................................................... 14 Fund Summary ........................................................................................................................................................................... 18 Financial Program Summary ...................................................................................................................................................... 19 Financial Program Summary for Revenues/Resources and Expenditures/Expenses ................................................................ 20 Budget Process Flowchart ......................................................................................................................................................... 21 Budget Process Summary.......................................................................................................................................................... 22 Budget Calendar ........................................................................................................................................................................ 24 Components of Total Financial Program .................................................................................................................................... 26 Governmental Funds: Ten Year Fund Balance Trends ............................................................................................................. 27 Special Revenue Funds: Ten Year Fund Balance Trends ........................................................................................................ 28 Enterprise Funds: Ten Year Fund Balance Trends ................................................................................................................... 29 Citywide Overview ...................................................................................................................................................................... 30 Council Committees ................................................................................................................................................................... 31 Residential Cost of Service ........................................................................................................................................................ 32 Personnel Summary: Ten Year History ..................................................................................................................................... 33 13 City of Tempe 2012-13 Annual Budget Budget Policies The budgetary policies specified below provide a general framework of goals and objectives for the operating budget, debt management, financial reserves, financial reporting and the capital budget. Strong policies provide a standard against which current budgetary performance can be measured and proposals for future programs evaluated. Operating Budget Policies Current revenue will be sufficient to support current operating expenditures. In the event that recurring expenditures exceed recurring revenues, non-recurring draw-downs of unassigned General Fund balance is permitted to the extent that they are done in compliance with reserve policy. Status: FY 2012-13 estimated General Fund operating revenue ($168.2 million) to expenditures ($168.6 million) Ratio 1:1 Financial systems will be maintained to monitor expenditures, revenue and program performance on an ongoing basis. Status: Financial Services maintains ongoing monitoring systems with quarterly reviews including an automated payment and purchase requisition system Revenue and expenditures will be projected for the next five years and will be updated biannually. Status: Projections completed in the Comprehensive Financial Plan (February 2012 Update) Debt Management Policies Long-term debt will not be issued to finance current operations. Status: None issued to finance current operations Debt Service Reserve will maintain a fund balance between 4% and 8% of total outstanding general purpose debt at the end of each fiscal year. Status: Fiscal Year ending 2012-13: Debt Service Reserve at 8% Capital projects financed through the issuance of bonds will be financed for a period not to exceed the expected useful life of the project. Status: The following debt issues are planned for FY 2012-13 with debt amortization terms ranging from 10 to 20 years: $16.6 million for police, fire, park improvement, and general governmental projects; $62.2 million for water and wastewater projects and $6.7 million for transportation projects Capital Budget Policies As required by City Charter, a five-year capital improvements program will be developed and updated annually, including anticipated funding sources. Status: FY 2012-13 Annual CIP budget of $124.8 million adopted representing the first year of a 5-year, $308.2 million CIP program The City will coordinate development of the capital improvements budget with development of the operating budget. Future operating costs associated with new capital improvements will be projected and included in operating budget forecasts. Status: FY 2012-13 net new operating budget impacts of new capital projects is estimated at $1,884,099: the estimated net operating budget impacts of new capital projects between FYs 2013-14 and 2016-17 is $636,946 The City will maintain all its physical assets at a level adequate to protect its capital investment and to minimize future maintenance and replacement costs. Status: Capital maintenance program approved in Capital Improvements Program budget includes water and sewer line replacement and repair, beginning phases of replacement of the town lake dam, City radio system replacement, fire apparatus replacement, City facilities rehabilitation, local and major street maintenance, and neighborhood park equipment replacements 14 City of Tempe 2012-13 Annual Budget The City will establish an appropriate mix of bonded debt and pay-as-you-go financing in the funding of capital projects. Status: Sources of Funds ($ Millions) FY 2012-13 Water / Wastewater Bonds $62.2 General Obligation Bonds 23.4 Outside Revenue 18.7 Capital Projects Fund Balances 16.4 Pay-As-You-Go Financing 4.1 Total Sources of Funds $124.8 Financial Reserve Policies The City will continue its healthy financial reserve position. Unassigned fund balance coverage for the General Fund will maintain a range of 20% to 30% of General Fund revenue. Status: Unassigned Fund Balance FYE 11* Revenue FY 2010-11 Unassigned Fund Balance Coverage $39.6 M $162.9 M 24.3% Estimated Unassigned Fund Balance FYE 12* Revenue FY 2011-12 Unassigned Fund Balance Coverage $48.2 M $163.0 M 29.6% Estimated Unassigned Fund Balance FYE 13 Revenue FY 2012-13 Unassigned Fund Balance Coverage $46.1 M $168.2 M 27.4% For comparative purposes, the amounts listed include the Rio Salado Fund as this fund was merged into the General Fund effective 2011-12. 15 City of Tempe 2012-13 Annual Budget The City will maintain an unrestricted net assets of no less than 12 months of anticipated revenue in the Water/Wastewater Fund, and a minimum of 10% and 15% of anticipated revenue in the Solid Waste and Golf funds, respectively. Fund balance policies are currently under review. Status: Water/Wastewater Solid Waste Golf Water/Wastewater Solid Waste Golf Water/Wastewater Solid Waste Golf Unrestricted Net Assets FYE 11 Revenue FY 2010-11 Unrestricted Net Assets Coverage $39.7 M $71.0 M 56.0% 204 $6.9 M $15.4 M 44.8% 164 ($0.3) M $1.8 M (16.7%) 0 Days Coverage Estimated Unrestricted Net Assets FYE 12 Revenue FY 2011-12 $39.8 M $70.7 M 56.3% 206 $7.2 M $15.2 M 47.4% 173 ($0.4) M $2.3 M (17.4%) 64 Unrestricted Net Assets Coverage Days Coverage Estimated Unrestricted Net Assets FYE 13 Revenue FY 2012-13 $39.8 M $76.1 M 52.3% 191 $5.4 M $15.0 M 36.0% 131 ($0.4) M $2.4 M (16.7%) 0 Unrestricted Net Assets Coverage Days Coverage The Water/Wastewater Unrestricted Net Assets is projected to fall below the policy goal due to a planned drawdown of retained earnings to partially support water/wastewater bond debt service payments which will facilitate the phasing in of new user rate increases which began in 2008. Rate increases have been kept to a minimum by spending down the fund balance to reduce the balance to approximately six months of operating revenue from what was once equivalent to a full year’s revenue. The Golf Fund is transitioning to a new business model involving the payment of a management fee to a private vendor for golf operations. Self-insurance reserves shall be maintained at a level which, together with purchased insurance policies, adequately indemnify the City's assets. Status: FY 2012-13 $8.8 million in self-insurance reserves which adequately indemnifies the City’s assets Financial Reporting Policies The City's accounting and financial reporting systems will be maintained in conformance with current accepted principles and standards of the Governmental Accounting Standards Board (GASB) and the Government Finance Officers Association (GFOA). Status: GFOA Certificate of Achievement for Excellence in Financial Reporting 16 City of Tempe 2012-13 Annual Budget Full disclosure will be provided in the general financial statements and bond presentations. Status: Notes to the financial statements and official bond statement provide full disclosure An annual audit will be performed by an independent public accounting firm with the subsequent issue of an official annual financial statement. Status: Unqualified independent audit report Property Tax Policy Annual property tax levy increase for existing property shall not exceed the lesser of inflation or 3.3%. Status: FY 2012-13 levy (2.0%) Financial Stability Several steps were taken to ensure our continued financial stability. These recommendations, listed under the Financial Action Plan in the Comprehensive Financial Plan, include the following steps: Prepared the semi-annual Long-Range Forecast for all funds projecting revenue and expenditures over the next five years; Developed Financial Policies for long-term financial stability; General Fund policy established minimum and maximum fund reserve levels to be maintained over the course of the five-year financial planning horizon; and debt policy provided a long-term planned strategy to predict revenue stream and stabilize property tax levy; all other fund policies are currently under review; Provide funding of the annual required contribution for Other Post-Employment Benefits (OPEB); Building on the existing Benchmarking Program, developed a comprehensive citywide performance management system that executes, measures and tracks performance aligned with most important goals; system will assure constructive, two-way communication, continuous improvement and sustained productivity; Strategic Issues Program implemented to align purpose and provide strategic direction, leading to incorporation of recommended corresponding strategies and goals into the budget process; Continue Financial Policy Implementation and Monitoring. Expenditure Control will be directed at slowing growth by means of citywide line item reviews, modified base budget approach, and program sunsetting. Limit Midyear Adjustments which circumvent the normal budget process and pose a risk to careful long-range financial planning. Continue efforts in coalition with the League of Arizona Cities and Towns to help Protect State Shared Revenue from legislative changes at the state level. Review Benefits Program to explore such options as increasing deductibles, requiring greater participant contributions and/or modifying our benefits cafeteria programs. Provided City funded Health Reimbursement Accounts (HRA’s) for pre Medicare retirees rather than participating in the City’s self-insured health care plans. 17 City of Tempe 2012-13 Annual Budget Fund Summary Impact of budget decisions on the City’s financial position: The table below gives the estimated Operating and Capital Improvement unassigned/unrestricted fund balances for the 2012-13 fiscal year. Beginning balances approximate $233 million and the ending fund balances are estimated at $152 million. The decreases in fund balances reflect planned drawdowns to address projected budget shortfalls between revenues and expenditures resulting from the continued impact of the economic downturn. General Fund The fund balance in the General Fund is projected to maintain our current policy range of 20% to 30% of General Fund revenue. Additional phased in budget adjustments are needed over the next few years, leading up to the expiration of the temporary sales tax in June 2014. These planned adjustments are consistent with the long-range financial plan to stabilize the General Fund. Special Revenue Funds Fund balances in certain Special Revenue funds (Transit and Performing Arts) will be applied to assist the operating funds that have also been negatively impacted. The Transit Fund will proceed with a planned drawdown of fund balance to retire $54 million in outstanding bonds. Revenue in Performing Arts is not sufficient to cover operations and the fund balance is expected to continue operations and maintenance until a significant amount of the fund’s debt obligations are retired in FY 2015-16. Starting this fiscal year, appropriations were budgeted for grants, donations and restricted funds. Debt Service The Debt Service fund is expected to decrease by fiscal year end. Accelerated repayment of outstanding debt will result in reducing the fund balance to between 4% and 8% of outstanding property tax supported debt, and enhance the City’s capacity to continue to issue property tax supported debt within the City’s legal debt limits. This strategy is the result of the property tax levy stabilization policy which provides a predictable revenue stream for paying annual property tax supported debt service payments. Enterprise Funds Within the Enterprise Funds, the Golf Fund has undergone a complete change in its operating model with the new model involving the payment of a management fee for golf operations and food and beverage services to achieve financial sustainability. The Solid Waste Fund is conducting a rate study for user fees in conjunction with efforts to reduce costs. The Cemetery Fund’s revenues and expenses have been moved to the General Fund. The General Fund will transfer revenue to the Debt Service Fund for the Cemetery’s debt service payment. The Water/Wastewater Fund assumes the continuation of planned rate increases approved as part of a long-term strategy to comply with water quality regulations being imposed by state and federal agencies on all water utilities. Internal Service Fund To comply with a recently enacted state law, an industrial injury (Workers’ Compensation) trust will be created. Approximately $2 million will be transferred to the new trust fund from the General Fund Risk Management Reserve. Additionally, a $2 million contingency will be budgeted for unanticipated claims against the City. Capital Improvements Fund Balances Capital Improvements fund balances account for dedicated residual revenue sources associated with completed projects, and newly received revenue sources for use toward specific project purposes. Balances are held in individual capital program funds for use toward the specific project purposes for which the original revenue sources were intended. With City Council approval, underutilized appropriations are re-appropriated for alternative or future capital projects coinciding with the purposes of each capital program fund. Currently the City does not maintain general purpose pay-as-you-go balances designated for the Capital Improvements Program. The City plans to accumulate reserves for pay-as-you-go capital financing as the economy recovers and sufficient revenues are generated. Fund General Special Revenue: HURF/LTAF Performing Arts Transit CDBG/Section 8 Housing Police Grants Gov't Grant/Donations Court Enhancement Peterson House Debt Service Enterprise: Cemetery Golf Solid Waste Water Utilities Internal Service Risk TOTAL OPERATING Capital Improvements TOTAL FUNDS Estimated Fund Balance 06/30/2012 $48,177,073 Revenue $168,179,271 Total Financial Resources $216,356,344 Expenditures $168,561,658 Adjusted Financial Resources $47,794,686 5,155,097 2,767,828 80,341,583 9,172,143 7,001,504 54,862,232 14,327,240 9,769,332 135,203,815 8,194,236 8,525,455 106,006,203 6,133,004 1,243,877 29,197,612 1,446,000 0 0 (503,304) (116,622) (959,366) 7,075,700 1,127,255 28,238,246 840,759 16,473,652 17,314,411 15,943,255 1,371,156 0 0 1,371,156 0 0 0 0 34,420,594 5,165,104 10,653,863 1,414,465 3,720 23,658,581 5,165,104 10,653,863 1,414,465 3,720 58,079,175 5,165,104 10,653,863 1,414,465 3,720 48,623,373 0 0 0 0 9,455,802 0 0 0 0 6,540,953 0 0 0 0 (5,304,190) 0 0 0 0 10,692,565 (692,637) (394,141) 7,230,030 39,811,536 0 2,394,000 14,976,722 76,104,967 0 2,513,917 16,237,017 75,746,634 (692,637) (514,058) 5,969,735 40,169,869 0 75,000 0 5,304,190 0 0 (540,668) (5,681,268) (692,637) (439,058) 5,429,067 39,792,791 2,000,000 219,657,722 32,351,115 0 390,060,224 104,307,884 (692,637) 1,999,859 22,206,752 115,916,503 0 2,000,000 609,717,946 136,658,999 2,000,000 469,588,900 124,812,526 0 140,129,046 11,846,473 0 13,366,143 1,486,154 0 (14,852,297) 0 0 138,642,892 13,332,627 $252,008,837 $494,368,108 $746,376,945 $594,401,426 $151,975,519 $14,852,297 ($14,852,297) $151,975,519 18 Interfund Transfer In $0 Estimated Fund Balance (Out) 06/30/2013 ($1,746,879) $46,047,807 City of Tempe 2012-13 Annual Budget Financial Program Summary The following table summarizes the revenues and expenditures for the City's Financial Program. FY 2012-13 General Governmental Special Revenue Enterprise Internal Service Capital Budget Total Financial Program Revenues Local Taxes, Licenses & Permits 131,814,561 131,814,561 36,190,033 36,190,033 Charges for Service 9,517,515 9,517,515 Fines and Forfeitures 7,375,168 7,375,168 Other 6,940,575 Intergovernmental Transit 6,940,575 54,862,232 Highway User Revenue CDBG / Section 8 Housing Performing Arts 54,862,232 9,172,143 9,172,143 16,473,652 16,473,652 7,001,504 7,001,504 10,657,583 10,657,583 Police - RICO and Grants 5,165,104 5,165,104 Court Enhancement 1,414,465 Governmental Grants/Donations 1,414,465 Water / Wastewater 76,104,967 76,104,967 Solid Waste 14,976,722 14,976,722 Golf 2,394,000 2,394,000 Water / Wastewater Bonds 62,215,459 62,215,459 Tax Supported G.O Bonds 23,375,000 23,375,000 Outside Revenue 18,717,425 18,317,425 $494,368,108 Total Revenues Transfers In Transfers Out Fund Balance Applied Total Financial Resources $191,837,852 $104,746,683 $93,475,689 $0 $104,307,884 $6,540,953 $1,446,000 $5,379,190 $0 $1,486,154 ($7,051,069) ($1,579,292) ($6,221,936) $0 $0 $14,852,297 ($14,852,297) $25,857,295 $51,292,910 $1,864,625 $2,000,000 $19,018,488 $100,033,318 $217,185,031 $155,906,301 $94,497,568 $2,000,000 $124,812,526 $594,401,426 Expenditures Public Safety 100,613,156 9,532,804 110,145,960 General Governmental Services 27,912,573 12,735,353 40,647,926 Community Services 28,563,318 10,006,161 38,569,479 Debt Service 48,623,373 Development Services 11,472,611 Transit Highway User / Transportation Performing Arts 48,623,373 11,472,611 106,006,203 20,365,587 126,371,790 8,194,236 9,152,866 17,347,102 8,525,455 8,525,455 CDBG/Section 8 Housing 15,943,255 11,034,342 Governmental Grants/Donations 10,657,583 10,657,583 Police - RICO and Grants 5,165,104 5,165,104 Court Enhancement 1,414,465 1,414,465 Water / Wastewater 75,746,634 Solid Waste 16,237,017 Golf 2,513,917 2,000,000 $217,185,031 $155,906,301 19 $94,497,568 138,766,389 16,237,017 2,513,917 Internal Service Total Expenditures 63,019,755 $2,000,000 2,000,000 $124,812,526 $594,401,426 City of Tempe 2012-13 Annual Budget Financial Program Summary for Revenues/Resources and Expenditures/Expenses Total budgeted revenue in the FY 2012-13 Financial Program is approximately $494 million, reflecting an increase of an approximate $100 million over the FY 2011-12 revenue budget. This increase is primarily attributable to projections for very modest improvement in local sales tax collections produced by the slowly recovering economy. Increased local sales tax collections impact the General Fund, and the Transit and Performing Arts Funds which fall under the Special Revenue Funds category below. A budgetary policy change required the creation of special revenue and expenditure operating budgets for grants, restricted funds, and restricted donations totaling $17.1 million. Total revenues exclude transfers in/out and planned drawdowns of fund balance. Budgeted expenditures for FY 2012-13 total $594 million, representing a $184.7 million increase from total budgeted expenditures in FY 2011-12. Total budgeted expenditures have increased during this period largely due to early retirement of debt, which includes a $54 million reduction of debt in the Transit Fund and a $20 million reduction in the Debt Service Fund, both contained within Special Revenue Funds. Additionally, the aforementioned budgetary policy change required the creation of revenue and expenditure operating budgets for grants, restricted funds, and restricted donations totaling $17.1 million. Revenues FY 2010-11 Actual FY 2011-12 Budget $162,904,055 $160,081,122 (1.7%) $160,625,225 0.3 % 168,179,271 4.7% Special Revenue Funds 78,003,918 79,336,561 (1.7%) 75,256,351 (5.1%) 104,746,683 39.2% Enterprise Funds 88,082,763 88,581,841 0.6% 88,492,236 (0.1%) 93,475,689 5.6% Debt Service Fund 21,742,723 22,282,656 2.5% 21,445,816 (3.8%) 23,658,581 10.3% Capital Projects Fund 39,991,792 44,332,261 10.9% 44,332,261 0% 104,307,884 135.3% $390,725,251 $394,614,441 1.0% $390,151,889 (1.1%) $494,368,108 26.7% Revenues/Resources General Fund Total % Change FY 2011-12 Revised % Change FY 2012-13 Budget % Change Expenditures FY 2010-11 Actual FY 2011-12 Budget $147,893,934 158,571,821 7.2% 152,928,833 (3.6%) 168,561,658 10.2% Special Revenue Funds 80,151,849 87,178,211 8.8% 88,254,124 1.2% 155,906,301 76.7% Enterprise Funds 81,353,727 93,071,271 14.4% 87,135,613 (6.4%) 94,497,568 8.4% Debt Service Fund 25,364,834 21,548,322 (15.0%) 20,892,327 (3.0%) 48,623,373 132.7% Capital Projects Fund 48,264,755 49,337,804 2.2% 49,337,804 0% 124,812,526 153.0% 0 0 0% 0 0% 2,000,000 100% $383,029,099 $409,707,429 7.0% $398,548,701 (2.7%) $594,401,426 49.1% Expenditures/Uses General Fund Internal Service Funds Total % Change 20 FY 2011-12 Revised % Change FY 2012-13 Budget % Change City of Tempe 2012-13 Annual Budget Budget Process Flowchart The following flowchart depicts the City of Tempe’s Annual Budget process and timeline. Inform Stakeholders Obtain Input Review Operating Requests Advise Stakeholders of Outcome Solicit Feedback Submit Department Operating Requests Develop Annual Departmental Budgets Operating Budget Guidelines Work Study Session Prepare Long-range Forecast Models Adopt Tentative Operating Budget Identify Strategic Issues Public Hearing Adopt Final Budgets Operating Budget Guidelines Public Hearing, Levy Property Tax Adopt Tentative CIP Budget Prepare Debt Management Plan CIP Budget Guidelines Work Study Session Develop Annual Departmental CIP Budgets Submit CIP Requests Review CIP Requests … October November December Policy/Strategy Phase January February March April May June ... Review/Development Phase Financial Capacity Phase Budget Outreach Phase II Budget Outreach Outreach Phase Phase II Budget Needs Assessment Phase 21 Adoption/Implementation Phase City of Tempe 2012-13 Annual Budget Budget Process Summary Budget Process Overview Budget preparation allows departments the opportunity to reassess goals and objectives and the means for accomplishing them. Even though the budget is heard by the Mayor and Council in the spring and adopted by June 30, its preparation begins at least six months prior with projections of City reserves, revenue, expenditure limit requirements, and financial capacity. It is with this "groundwork" that departmental expenditure requests are made and subsequently reviewed. Policy/Strategy Phase The Council's goals and directives set the tone for the development of the budget. In fact, shortly after the budget is adopted, the Council meets to identify strategic priorities, issues, and projects impacting the next fiscal year’s budget. The Council identifies key strategic issues that will provide the direction and framework for the budget. It is within this general framework that departmental supplemental funding requests for additional funding are formulated. Aside from the Council's own objectives, the departments identify and discuss their own policy issues with the City Manager. Financial Capacity Phase Forecasting is an integral part of our decision-making process. Both long-range and short-range projections are prepared. The City's Comprehensive Financial Plan is updated annually to assess our current financial condition and future financial capacity, given our long-range plans and objectives. A five-year financial forecast is prepared for each major fund, projecting both expenditures and revenue. As a part of this phase, alternative scenarios are examined for their fiscal impact on each respective fund. Concurrent with the Comprehensive Financial Plan is the update of the Debt Management Plan, which provides a twenty year view of the City’s debt capacity. This planning process gauges the capacity to incur debt in the upcoming Capital Improvements Program given the City’s Financial Policy guidelines. Budget Outreach Phase Presentations by Budget Office staff at "budget kickoff" meetings include a discussion of citywide goals and objectives, budgeting guidelines for the operating and capital budgets, timelines, an overview of fiscal constraints, and resources available for allocation. The Budget Manual distributed at these meetings is designed to assist the departments in preparing all budget requests and forms. Needs Assessment Phase The departments have an opportunity to assess current conditions, programs, and needs. Examination of current departmental programs or positions for possible trade-offs, reduction, or elimination is strongly suggested. During this phase, departments are encouraged to thoroughly review all programs and services, assessing their value and priority to the residents of Tempe. Additionally, departments reassess service level standards and workload indicators. They then attempt to provide the "best fit" of resource allocation with service and workload estimates. From this process, they prepare preliminary departmental budgets. Review/Development Phase Within the framework of the City's financial capacity, Council and City Manager priorities and departmental needs assessments, budget requests are reviewed and a preliminary Citywide operating budget takes shape. The departments initially prepare and submit base budget worksheets reflecting allocation targets. The amount of the allocation is based on the department’s prior year budget. Supplemental requests are evaluated and the budget is presented at various levels: (1) base budget level, and (2) recommended level providing monies to implement new programs or expand existing City programs. Adoption/Implementation Phase Prior to May 1, the City Manager submits to the Council a proposed operating budget for the fiscal year commencing the following July 1. The operating budget includes proposed expenditures and the means of financing them. The property tax levy must be adopted by the third Monday in August. State law requires cities and towns with property taxes to adopt their tax rates annually. Management control of the budget is maintained by conducting monthly budget performance reviews throughout the fiscal year. They are aimed at examining expenditure patterns, and recommending corrective action to be taken during the year. Additionally, records are maintained to evaluate ongoing programs and services. 22 City of Tempe 2012-13 Annual Budget Budget Roles and Responsibilities Every employee plays a role in budgeting, be it formulation, preparation, implementation, administration, or evaluation. Ultimately, of course, the department head, through the City Manager, is accountable to the City Council for the performance of departmental personnel in meeting specific objectives within resource allocation limits. Actual budget preparation responsibility can be identified more specifically: 1. The program cost center manager is responsible for (a) preparing cost estimates for the remainder of the current fiscal year; (b) projecting base budget requirements for the next year; and (c) developing other requests that change or revise the program so that it will be more effective, efficient, productive and economical. 2. The department manager and the division administrator are responsible for reviewing, modifying and assembling their cost center data into a departmental request package. Department heads should critically evaluate departmental objectives and prioritize requests. The preparation of budget requests, goals and objectives should coincide with the strategic issues set forth by the Council. 3. Internal Service Areas (Fleet and Information Technology Areas) will contact each department to coordinate the initial needs assessment, cost estimates, and recommendations. Replacement equipment (i.e., vehicles, hardware/software and communication equipment) will be submitted to the Budget Office by the Internal Service areas. Any new equipment required by the departments should reflect the cost estimates and recommendations from the Internal Service areas and be submitted by the departments to the Budget Office. Final review and recommendations for hardware/software and communication equipment will be the result of evaluating priorities within the departmental budget team process. 4. The Budget Manager and Analysts within the Finance and Technology Department are responsible for (a) preparing short and long-range revenue and expenditure forecasts, (b) assisting departments as requested in the preparation of supplemental requests, (c) analyzing supplemental requests and presenting that analysis to the Budget Team (Department Managers and the Financial and Technology Director), and (d) reviewing the linkage between budget requests and the City’s strategic issues. 5. The Budget Team is responsible for reviewing departmental operating requests within the context of a set of evaluation criteria and preparing a recommended budget for review by the City Manager. 6. The Capital Improvements Program Executive Committee reviews program scopes, cost estimates and funding sources of CIP requests and prepares a recommended CIP budget for review by the City Manager. 7. The City Council is responsible for the review of the City Manager's tentative budget and approval of a final budget. 8. Transfer of Appropriations; at any time during the fiscal year, the City Manager may transfer part or all of any unencumbered appropriation balance among programs within a department, office, or agency (Section 5.08, City of Tempe Charter). 9. Midyear Program/Personnel Adjustment Request; should the need arise for additional personnel or program enhancements during the fiscal year to meet some unforeseen need, a midyear program/personnel request is submitted to the Budget Office for a needs assessment and fiscal impact review. If, after evaluation, the request is approved and involves either additional personnel or the abolition of a position(s), the request is forwarded to either the relevant Council Committee or full Council with recommended action. 10. Budget Transfers; the department should process a budget transfer request form anytime a shortfall is anticipated in a departmental subtotal budget. Budget transfers are not necessary to address a shortfall within summary account groups as long as sufficient monies are available in the subtotal departmental budget. The subtotal budget includes salaries and wages, fringe benefits, materials and supplies, fees and services, travel and other expenses, contributions, and capital outlay, and excludes internal services. Only as a last resort are contingency monies used to fund a shortfall. Alternative courses of action should be sought before contingency monies will be considered. Purchase orders and requisitions will be held until the budget shortfall is addressed. 11. Permission to Exceed Budget; in the event of an emergency, the Council may seek permission from the State Board of Tax Appeals (previously State Tax Commission) to exceed the adopted budget (Section 5.09, City of Tempe Charter). 23 City of Tempe 2012-13 Annual Budget Budget Calendar Text in gold indicates CIP related items; black text indicates Operating Budget items. 2011 November 9 CIP Kickoff a. CIP calendar b. Review / discuss CIP process / changes c. Distribute materials & online at Budget intranet site November 9 – December 9 Departments / Financial Services Departments work with Engineering, Facilities, Fleet, Custodial, Community Development and Information Technology to complete CIP project request forms Budget Staff review CIP sources of funds November 29 Budget Office/Departments Budget kick-off meeting with departments; review budget policies and calendar; budget forms made available on the intranet; distribute and explain allocation targets and budget manuals. December 9 Departments Final due date for CIP Forms to Budget Office December 12 - January 6 Budget Office & Accounting Meet with Department Representatives Discuss individual department requests November-December Budget Office Begin update of Comprehensive Financial Plan (CFP) of revenues and expenditures for all operating funds 2012 January 9 Departments PeopleSoft base budget data entry completed; Supplemental request forms completed and transmitted to assigned budget analyst via e-mail; other required budget forms (Revenue, Consulting Fees, Contracted Services, Travel, and Training) completed and transmitted to Budget Office Week of January 16 CIP Discovery Meeting Review all requests with department representatives January 24 Budget Office CFP transmitted to City Clerk February 2 Budget Office Present Final Comprehensive Financial Plan to the Council at the Issue Review Session February 7 Budget Office Distribute all Department CIP requests to City Council and Staff January – February Budget Office Complete payroll projections; meet with Departments to review payroll projections, base budget allocations, and other budget forms as necessary Budget meets with Departments to review Grant, Restricted Revenue and Grant funds (cost centers in Funds 45, 46, 47 and 48). Departments should complete all required forms and enter information into PeopleSoft. February 16 - IRS City Manager’s Office / Budget Office / Department Representatives Review of all CIP requests with City Council Week of February 27 Final Review of Proposed CIP with Department Representatives Develop recommended program and sources of funds for 5-year CIP March 13 Budget Office Finalize CIP for Council work session, transmit to City Clerk Distribute recommended CIP to City Council and Staff March 22 - IRS City Council / Departments Per City Charter (Tempe City Charter, Section 5.06, Capital Program), submission to council not later than three (3) months prior to the close of the fiscal year. a. Conduct CIP Work Session February - March 30 City Manager/Departments/Budget Office Conduct meetings and develop recommendations; evaluate requests/proposals based on strategic priorities; finalize recommendations; begin preliminary work on City Manager’s recommended budget (Budget Review Session Book) 24 City of Tempe 2012-13 Annual Budget Week of April 2nd City Manager/Finance and Technology Director Review recommendations; finalize Budget Review Session Book April/May Budget Office Distribute benchmarking data request forms to departments. Budget will work with Departments to incorporate the 4 Disciplines of Execution (4dx) within the Performance Budget. April 9 City Clerk/Community Relations Publish first Truth in Taxation hearing notice (must be published at least 14 days but not more than 20 days prior to April 28 hearing; may be combined with final budget adoption hearing notice as long as Truth in Taxation notice requirements are met); issue a press release with the same information that is included in the hearing notice April 12 - IRS Budget Office Conduct CIP follow up (if necessary) April 17 City Clerk Publish second Truth in Taxation hearing notice (must be published at least 7 days but not more than 10 days prior to April 28 hearing Budget Office Budget Review Session Book complete and transmitted to City Clerk April 26 Budget Office Budget Review Session (IRS) City Council Truth in Taxation Hearing – Formal City Council Truth in Taxation Hearing (must occur on or before final budget adoption; hearings may be combined per A.R.S. §42-17104) but must have a roll call vote April 29 Budget Office Within three days of the hearing, mail a copy of the truth in taxation notice, a statement of its publication and the result of the Council's vote to the Property Tax Oversight Commission May 14 Departments Benchmark data forms completed and returned (hardcopy) to Budget Week of May 21 Budget Office / City Clerk Per City Charter (Tempe City Charter, Section 5.07a and b), publish summary of capital program in newspaper, and notice stating availability of copies for inspection by public, and the time and place, not less than fourteen (14) days nor more than thirty (30) days after such publication, for public hearing. May 22 Budget Office Tentative Budget Resolution and Schedules complete and transmitted to City Clerk May 31 City Council Adopt Tentative Operating Budget June 4 and June 11 City Clerk Publish for two consecutive weeks the adopted tentative budget per A.R.S. §42-17103; indicate in public notice the dates and places in which the budget documents will be available for public inspection and post to City website June 5 Budget Office Final Budget Resolution and Schedules complete and transmitted to City Clerk Property tax ordinance and Staff Summary Report for introduction and first public hearing complete and transmitted to City Clerk June 14 City Council Adopt Final CIP Budget and Final Operating Budget adoption (Hearing and Special Meeting); property tax ordinance introduced and first public hearing held Formal Council City Council a. Public Hearing b. Final Adoption of the CIP June 19 Budget Office Property tax ordinance and Staff Summary Report for final adoption complete and transmitted to City Clerk June 28 City Council Final adoption of property tax ordinance – public hearing at Formal Council Meeting 25 City of Tempe 2012-13 Annual Budget Components of Total Financial Program FY 2012-13 Total Financial Program $594,401,426 Operating Budget Capital Budget $469,588,900 $124,812,526 General Governmental Special Revenue Enterprise Internal Service General Purpose Enterprise Transportation Special Purpose $217,185,031 $155,906,301 $94,497,568 $2,000,000 $32,274,319 $63,019,755 $9,152,866 $20,365,587 Public Safety Transit Water/ Wastewater Risk General Governmental Water Streets Transit $100,613,156 $106,006,203 $75,746,634 ________________________ ________________________ ________________________ Debt Service Section 8 Housing Solid Waste $48,623,373 $11,034,342 $2,000,000 ________________________ $16,237,017 $11,644,294 _______________________ Park Improvements Wastewater Signals $10,006,161 ________________________ ________________________ _______________________ Community Services Governmental Grants or Donations $10,657,583 Golf Police $28,563,318 ________________________ General Services Performing Arts $27,912,573 $2,513,917 $7,845,283 ________________________ _______________________ Fire $8,525,455 $1,687,521 ________________________ ________________________ ______________________ Development Services Highway User Storm Drains $11,472,611 ________________________ $8,194,236 $1,091,059 ________________________ _______________________ _ Police – RICO and Grants $5,165,104 ________________________ CDBG $4,908,913 ________________________ Court Enhancement $1,414,465 ________________________ 26 $7,433,340 _______________________ ________________________ ________________________ $43,446,718 _______________________ $19,573,037 _______________________ $1,719,526 _______________________ _ $20,365,587 ________________________ City of Tempe 2012-13 Annual Budget Governmental Funds: Ten Year Fund Balance Trends General Fund Unassigned Fund Balance Millions $60.0 $50.0 54.0 $40.0 $30.0 34.5 34.5 2003 2004 37.8 40.9 43.3 44.6 41.9 48.2 29.0 $20.0 $10.0 $0.0 2005 2006 2007 2008 2009 2010 2011 Over the ten year period, unassigned fund balances in the General Fund have been maintained within the policy guideline of 20-30% of revenue (except FY 2009-10 when at 19%). At FYE 2012, the General Fund unassigned fund balance is estimated at $48.2 million, which is within the 20-30% policy threshold. 2012 Est Fiscal Year Ending June 30 Debt Service Fund Restricted Fund Balance Millions $60.0 $50.0 $40.0 $30.0 31.8 $20.0 $10.0 $0.0 13.5 13.4 2003 2004 16.0 18.5 17.6 2005 2006 2007 38.1 34.7 34.4 2011 2012 Est 23.9 2008 2009 2010 Fiscal Year Ending June 30 27 The Debt Service fund balance grew due to increased property tax collections from increased property values. There is a two-year lag between property valuations for tax purposes and collections. The impact of the recent real estate recession has been recorded. A newer property tax levy stabilization policy provides a predictable revenue steam. Accelerated repayment of outstanding debt will result in spending down the fund balance to between 4% and 8% of outstanding property tax-supported debt. City of Tempe 2012-13 Annual Budget Special Revenue Funds: Ten Year Fund Balance Trends Performing Arts Fund Restricted Fund Balance Millions $20.0 $15.0 14.3 $10.0 14.3 15.1 14.9 10.9 9.6 $5.0 8.3 5.9 4.3 2.8 2011 2012 Est $0.0 2003 2004 2005 2006 2007 2008 2009 2010 Since the fund’s inception in FY 2001-02, the fund balance steadily grew through FY 2005-06. Beginning in FY 2006-07, the fund has been tapped to cover differences between revenues and expenditures. Use of fund balance for operations during this period is consistent with the original financing plan; however the extent of the draw down exceeds the planned level. Alternative revenue sources are currently being explored. Fiscal Year Ending June 30 Highway User Revenue Restricted Fund Balance Millions $20.0 $15.0 $10.0 $5.0 11.3 11.1 7.3 12.8 9.4 8.0 8.2 5.9 4.7 5.2 2011 2012 Est $0.0 2003 2004 2005 2006 2007 2008 2009 2010 Planned drawdowns used to fund street infrastructure projects have contributed to the inconsistent trend in fund balances. The primary revenue source for these funds, state shared revenue, has sharply declined in recent years, leading to a rapid decline in fund balance. As a result, phased-in debt service reductions began in FY 2011-12, leading to a complete elimination of debt payments by FY 2013-14, while enroute to a new and more appropriate funding model of capital and operating expenditures. Fiscal Year Ending June 30 Transit Fund Restricted Fund Balance Millions $100.0 $90.0 $80.0 $70.0 $60.0 $50.0 $40.0 $30.0 $20.0 $10.0 $0.0 86.4 80.3 72.2 49.0 54.2 42.1 41.8 38.2 29.6 2003 2004 2005 2006 2007 33.2 2008 2009 Fiscal Year Ending June 30 28 2010 2011 2012 Est During the late 1990’s, the Transit Fund balance was built up in preparation for the construction and operation of the light rail transit system. Near term drawdowns of fund balance have been partially offset by federal reimbursements for light rail construction costs. City of Tempe 2012-13 Annual Budget Enterprise Funds: Ten Year Fund Balance Trends Water/Wastewater Fund Unrestricted Net Assets Millions $80.0 $70.0 $60.0 65.2 $50.0 $40.0 $30.0 $20.0 $10.0 $0.0 2003 67.5 2004 60.8 2005 65.6 55.6 2006 2007 50.6 2008 42.9 2009 34.4 2010 39.7 39.8 2011 2012 Est In FY 2005-06, the City began drawing down net assets to finance capital improvements. More recently, rate increases have been kept to a minimum by spending down the fund balance to reduce the balance to approximately six months of operating revenue from what was once equivalent to a full year’s revenue. Fiscal Year Ending June 30 Solid Waste Fund Unrestricted Net Assets Millions $8.0 $7.0 $6.0 $5.0 $4.0 $3.0 $2.0 $1.0 0.05 $0.0 2003 6.8 5.6 4.9 1.10 2004 2.2 2005 3.9 3.0 2006 2007 7.2 2008 4.6 2009 2010 2011 2012 Est Since FY 2002-03, fee increases have been implemented to build the fund balance to meet the financial guideline of a minimum of 10% of anticipated revenue. Fiscal Year Ending June 30 Golf Fund Unrestricted Net Assets Millions $800 $700 $600 680 $500 $400 $300 $200 $100 $0 -$100 2003 605 540 469 264 2004 2005 2006 2007 217 2008 0.4 -0.1 -0.3 -0.4 2009 2010 2011 2012 Est Fiscal Year Ending June 30 29 Expense growth has outpaced revenue growth, leading to the decline in reserves. As a result of this ongoing trend, the fund has been posting negative retained earnings as of FYE 2010. A new business model involving the payment of a management fee by a private vendor for golf operations is expected to achieve financial sustainability. City of Tempe 2012-13 Annual Budget Citywide Overview Total Operating Budget and Debt Service Budget Data Operating Budget Cost Per Capita FY 2010-11 FY 2011-12 FY 2011-12 FY 2012-13 Actual Budget Revised Budget $309,399,510 $338,821,303 $328,318,570 $418,965,527 $1,913 $2,091 $2,026 $2,581 9.3% (3.1%) 27.4% $25,364,834 $21,548,322 $20,892,327 $24,123,373 $157 $133 $129 $149 (15.3%) (3.0%) 15.5% % Change (cost per capita) Property Tax-Supported Debt Service Cost Per Capita % Change (cost per capita) Total Operating Revenue by Source Source General Fund FY 2010-11 FY 2011-12 FY 2011-12 FY 2012-13 Actual Budget Revised Budget $162,904,055 $160,081,122 $160,625,225 $168,179,271 Debt Service Fund 21,742,723 22,282,656 21,445,816 23,658,581 Transportation/Transit Funds 58,106,958 55,558,532 56,204,784 64,034,375 CDBG/Section 8 Funds 13,226,958 17,001,929 12,256,270 16,473,652 Performing Arts Fund 6,670,002 6,776,100 6,795,297 7,001,504 Solid Waste Fund 15,416,253 15,231,809 14,988,732 14,976,722 Water/Wastewater Fund 70,998,052 71,017,104 71,084,305 76,104,967 1,561,418 2,219,828 2,306,099 2,394,000 107,040 113,100 113,100 0 0 0 0 17,237,152 $350,733,459 $350,282,180 $345,819,628 $390,060,224 Golf Fund Cemetery Fund Restricted Revenue/Grants/Donations Total Staffing Summaries Citywide: Full-Time Authorized Positions Source Total Personnel FY 2010-11 FY 2011-12 FY 2011-12 FY 2012-13 Actual Budget Revised Budget 1,596 1,583 1,580 1,580 9.9 9.8 9.8 9.7 -1.0% 0% 1.0% Employees/1,000 Population % Change (Employees/1,000 Population) 30 City of Tempe 2012-13 Annual Budget Council Committees The City Council identifies strategic direction setting the tone at the start of the budget process. The process allows a prioritization of emerging issues, yielding specific priorities and plans which have multiyear operational and budget implications. Council Committees and Strategic Priorities Neighborhood and Education Committee Neighborhood Enhancement Education as a Priority Finance and Effective Infrastructure Committee Long-term Financial Sustainability Effective Infrastructure Operational Sustainability and Accountability Implementation Alignment Leverage Technology Economic, Lake, Downtown, and Advanced Transportation Committee Sustainable Economic Development Town Lake Development and Downtown Connectivity Advanced Transportation Infrastructure Regional Leverage 1. LONG TERM FINANCIAL STABILITY: That we put the processes in place to create a truly sustainable financial/budget model for our city that can weather the storm and still support our needed growth 2. NEIGHBORHOOD ENHANCEMENT: A recognition that the quality of our neighborhoods (including all neighborhood amenities) are a critical component of our community and are safe and desirable 3. EFFECTIVE INFRASTRUCTURE: Systematic planning and update of our core infrastructure to support city services and growth for the future 4. SUSTAINABLE ECONOMIC DEVELOPMENT: Focus on attracting and retaining the right businesses, developing a skilled workforce, and having the right diversity of businesses for Tempe 5. TOWN LAKE DEVELOPMENT AND DOWNTOWN CONNECTIVITY: Full development of the town lake potential with great connectivity to downtown Tempe and regional parks 6. OPERATIONAL SUSTAINABILITY AND ACCOUNTABILITY: Accountability measurement in place to measure operational efficiencies, effectiveness and sustainability for all programs and operations 7. ADVANCED TRANSPORTATION INFRASTRUCTURE: A truly regional and multi-modal system for Tempe 8. IMPLEMENTATION ALIGNMENT: That our defined and communicated strategies are clearly aligned with the ability of our staffs and operations to implement those strategies 9. REGIONAL LEVERAGE: That we act as a leader and a strong team player on issues that affect our regional cities and communities 10. EDUCATION AS A PRIORITY: Tempe fosters an environment for maximizing outstanding educational outcomes and lifelong learning 11. LEVERAGE TECHNOLOGY: As a city we are not only deploying new technologies and systems but we are making advanced technology a priority for our citizens and businesses 31 City of Tempe 2012-13 Annual Budget Residential Cost of Service The City maintains three utility services for water, wastewater, and solid waste. For FY 2012-13, no rate increase is planned for solid waste services. The most recent water and wastewater rate increase was effective November 1, 2011. A water and wastewater rate study is currently in progress. However, at this time, there has been no formal action by the City Council to increase water and wastewater services in FY 2012-13. Local Taxes Sales Tax Residents voted in favor of supporting a temporary four year increase in the sales tax rate, taking it from 1.8% to 2.0%. The additional two tenths of a percent increase is not applied to food for home consumption and construction contracting, and will expire June 30, 2014. Of the total tax, 1.4% is dedicated to the General Fund, 0.5% is dedicated to the Transit Fund, and 0.1% is devoted to the Visual and Performing Arts. Property Tax The property tax rate for FY 2012-13 will increase to $2.1414/$100 assessed valuation. The primary tax rate is $0.7862 and the secondary tax rate is $1.3552. The primary levy is used to pay for General Fund services such as police, fire, parks, and libraries, while the secondary tax levy is restricted to repay debt on general obligation bonds. Utility Charges for Services Water/Wastewater Water and wastewater rates were last increased in November 2011. Residential water rates were increased by 9.9% and wastewater rates increased by 7.0%. Water and wastewater rates are reviewed annually to attain full cost recovery, as customer charges are based on operating and maintenance costs and financing of capital programs. Services provided include water conservation, water quality, transmission and collection, wastewater reclamation, environmental services, customer services and irrigation. Solid Waste Solid Waste rates were last increased in the fall of 2009. Although no increases are planned for FY 2012-13, solid waste rates are annually reviewed to fully recover all operating, maintenance and debt service costs to provide residential, commercial, recycling and roll-off refuse services. Local Taxes 1 Average Utility Charges for Services (monthly) 1 Fiscal Year Sales Tax Property Tax Water Wastewater Solid Waste 2011-12 2.0% $1.79 $29.32 $23.51 $19.98 2012-13 2.0% $2.15 $33.93 $22.65 $19.98 Charges reflect the water and wastewater rate increases effective November 1, 2010. The amounts for water and wastewater charges are based on the average single family residential monthly water consumption and wastewater inflow amounts 32 City of Tempe 2012-13 Annual Budget Personnel Summary: Ten Year History The number of full-time employees for FY 2012-13, excluding part-time and temporary employees, totals 1,580. Total employees per 1,000 population for FY 2012-13 is estimated at 9.73, relatively unchanged from the previous fiscal year. 12 2,000 1,800 10 1,600 1,400 8 The total number of full-time employees has decreased from 1,643 to 1,580 from 2004 to 2013 for a 3.8% decrease. During that same period the number of employees per 1,000 population decreased by 6.2%. 1,200 1,000 800 6 4 600 400 2 200 0 2004 2005 2006 2007 2008 2009 2010 2011 2012 Fiscal Year Full-Time Employees Per 1,000 Population Fiscal Year End Budgeted Full-Time Employees Employees Per 1,000 Population 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 1,643 1,645 1,700 1,734 1,831 1,851 1,811 1,602 1,583 1,580 10.37 10.43 10.88 11.08 11.49 11.59 11.30 9.91 9.77 9.73 33 2013 0 City of Tempe 2012-13 Annual Budget This page intentionally left blank. City of Tempe 2012-13 Annual Budget Comprehensive Financial Plan Contents Comprehensive Financial Plan Overview ................................................................................................................................... 36 Forecast Methodology ................................................................................................................................................................ 37 Major Revenue Assumptions ..................................................................................................................................................... 38 Major Expenditure Assumptions ................................................................................................................................................. 40 General Fund Forecast Discussion ............................................................................................................................................ 42 Special Revenue Funds ............................................................................................................................................................. 44 Transit Fund Forecast Discussion .......................................................................................................................................... 44 Performing Arts Fund Forecast Discussion ............................................................................................................................ 46 Transportation Fund Forecast Discussion .............................................................................................................................. 48 Enterprise Funds ........................................................................................................................................................................ 50 Water/Wastewater Fund Forecast Discussion ........................................................................................................................ 50 Solid Waste Fund Forecast Discussion .................................................................................................................................. 52 Golf Fund Forecast Discussion............................................................................................................................................... 54 Cemetery Fund Forecast Discussion ...................................................................................................................................... 56 Debt Service Fund Forecast Discussion ................................................................................................................................. 58 35 City of Tempe 2012-13 Annual Budget Comprehensive Financial Plan Overview 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 five-year 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. Financial forecast models are utilized to examine the City's appropriated operating funds and their underlying revenue and expenditure structures for the period of FY 2011-12 through FY 2015-16. These forecast models are presented along with trends, forecasts, and fund balances for each of the funds. It is important to note that the forecast models presented herein were presented to the City Council in February 2012 and provided five-year perspectives that were representative of the City’s projected financial position at that time, based on policies in place at that time prior to any budget adjustments; the FY 2012-13 operating budget was formulated using this forecast as a starting point. As such, the forecast provides the long-term context used as the foundation for budget development rather than a prospective look at the future impacts of current year budget choices. The Comprehensive Financial Plan covers all major operating funds, including: Governmental Funds General Fund Transit Fund Transportation Fund Performing Arts Fund Debt Service Fund Enterprise Funds Water/Wastewater Fund Solid Waste Fund Golf Fund Cemetery Fund The City’s finances are recovering from the deepest economic downturn since the Great Depression. Consequently, the City continues to deal with significant financial challenges. All operating funds have been negatively impacted by the economic downturn, with the most serious consequences experienced in the City’s tax-supported funds. In terms of specific funds as of February 2012, the General Fund was projected to experience a deficit of $7.2 million in FY 2012-13. Due largely to increasing public safety retirement system contribution rate increases, shortfalls in departmental revenues, and the expiration of the temporary sales tax increase, the deficit was projected to grow to $21.4 million by FY 2015-16. The Transit Fund was projected to experience annual deficits continuing through the forecast period. The annual deficit for FY 2012-13 was estimated at $2.7 million. This approximate level of level of deficit is forecasted to continue through FY 201516, though the deficit in each year is completely offset through the final year of a three year balancing plan. The Performing Arts Fund had a projected operating deficit throughout the forecast period. The annual deficit for FY 201213 was estimated at $1.6 million, declining to $900 thousand by FY 2015-16. An increasing deficit was projected in the Transportation Fund through the end of the forecast. The deficit for this fund was estimated at $1.0 million in FY 2011-12 and it was projected to grow to $2.0 million by FY 2014-15. The complete drawdown of all available fund balances was projected by FY 2013-14. The Water/Wastewater Fund was projected to experience operating deficits through the forecast period absent water and sewer rate increase. Assuming proposed rate adjustments, a $7.7 million surplus is projected by the last year of the forecast. The Solid Waste Fund was projected to experience a $400 thousand deficit in FY 2012-13, growing to $3 million by FY 2015-16. The Golf Fund has been experiencing an operating deficit for years. Beginning in FY 2012-13 a new management structure has been proposed which gives the city greater control over the revenue structure of the fund. Given the positive effect of this change on revenue growth the forecast calls for growing future operating surpluses. The Cemetery Fund has experienced an operating deficit since its inception in FY 2005-06 and the forecast anticipates continuation of this trend absent corrective action. The fund balance has been depleted and the fund receives intra-fund loans from the General Fund. 36 City of Tempe 2012-13 Annual Budget 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 or not, 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 or not 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. 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 in Tucson, Arizona. Another key external source is the State Finance Advisory Committee (FAC), which provides a forecast of major state revenue sources on a quarterly basis. Typically, these forecasts cover the state or the Phoenix metropolitan 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, revenue such as the City Sales Tax will reflect consensus forecasts related to disposable income growth or retail sales. 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 three major factors in our models: 1) inflation (including general inflation, fuel and utility inflation, market adjustments to salaries, and changes in benefits costs), 2) salary growth rates, and 3) employee pension contribution rates and health insurance premiums. 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). 37 City of Tempe 2012-13 Annual Budget 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 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 revenues are affected by 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 revenues and expenditures. Tempe Taxable Sales Taxable sales in Tempe rebounded rapidly in the time period following the 2001-02 national downturn in the economy. These increases were from both base growth as well as the addition of new businesses. As the graph below shows, taxable sales in FY 2006-07 were $7.1 billion, 42% higher than the level seen at the lowest point of the 2001-02 economic downturn. An additional factor contributing to this high growth period was the ‘wealth effect’ caused by continuing upward housing price appreciation. Beginning in FY 2007-08 it became evident that the rapid economic pace Tempe Taxable Sales would not continue, and was in fact largely based on a speculative real $ Billions 8.0 estate bubble. Over the ensuing years, taxable sales dropped 16.9% in 7.0 total, until stabilizing at $6 billion in FY 2010-11. This trend is shown in the 6.0 graph at left. 5.0 4.0 3.0 2.0 1.0 0.0 5 6.6 7.1 7.1 6.5 5.9 6.0 6.1 5.0 5.3 Taxable sales growth has an impact on many funds, as the General Fund, Transit Fund, and Performing Arts Fund, each receive their primary revenue from this source. The primary categories of taxable sales (based on FY 2011-12 estimates) are retail (51%), real and personal rent (19%), utility and communications sales (9%), contracting (5%), and restaurant sales (8%). Overall taxable sales are expected to moderately increase in FY 2012-13 and in the out-years as the economy recovers. Population Following the strong population growth period of the late 1970's (5.3%) and the 1980's (2.8%), Tempe has experienced steady but considerably slower growth. This trend is expected to continue, since the City is landlocked with other municipal jurisdictions on all four borders. Given this geographical limit on expansion, population in Tempe is assumed to increase by merely 0.2% 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. Statewide population growth is assumed to average 1.5% 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. For example, if the populations of other municipalities in the state continue to grow at a faster rate than Tempe’s population, Tempe’s relative share of state shared revenue decreases. Every five years the sharing formula is recalculated and the differences in growth rates inevitably impacts Tempe’s share of the total revenue pool. This last year of this impact was FY 2011-12. Tempe Population 200 Thousands 150 100 50 0 State Revenues As the base for state shared revenues, state income and sales taxes are also important to City revenues. As with City revenues, State revenue growth in recent years has turned sharply negative. The forecast is for continued state sales tax revenue growth consistent with projections from the FAC. Since State Shared Income Tax distributions lag by two years, payments to the City will continue to decline until FY 2012-13, with moderate growth thereafter. Also of importance are State laws related to revenue, including future rate cuts and changes to the revenue sharing formula. One significant change to revenue distributions was caused by the increase in the amount of State Highway User Revenue Fund appropriations to the state Department of Public Safety and the Department of Transportation. These increases resulted in a subsequent decrease in the amount available for revenue sharing with local governments from HURF beginning in FY 2011-12. It is impossible to predict the actions of future Legislatures, and therefore the forecast assumes status quo with regard to future state shared revenue formulae. 38 City of Tempe 2012-13 Annual Budget 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. This activity was correlated with the same economic forces driving the regional housing bubble. Building Permits Construction has slowed considerably since the peak in FY 2005-06, as a constrained credit market coincided with overcapacity in the regional commercial and residential sectors of the real estate market. This trend is depressed for both building permitting revenue as well as sales taxes on contracting activity. Beginning in FY 2011-12, construction activity began to rise from its low point, led by the multi-family housing market. The forecast assumes a continued improvement in construction activity, though activity is expected to remain below peak levels of the last decade. 2,000 1,500 1,000 500 0 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. 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 statutorily 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. Based on information from the Maricopa County Assessor’s Office, secondary valuations are projected to decrease by 35% overall through FY 2012-13. The decline in taxable value places strict limits on the City’s ability to support General Obligation bonds in the city’s Capital Budget, given a fixed property tax rate. Interest Rates/Cash Balances Interest revenue is expected to be minimal in most funds, the result of reduced invested funds balances and low short term interest rates. Economic Outlook Following the mild recession in 2001 to 2002, both the local and state economies enjoyed a prolonged robust period. The Phoenix metropolitan area was a national leader in population and job growth, factors that undoubtedly benefited Tempe. That trend reversed sharply in FY 2008-09 as the economic recession gripped the state and local economies. Adverse impacts on revenues have been substantial; however recent months have trended upward. State forecasts call for slow growth in FY 2012-13, accelerating to a faster pace more in line with historical trends by the middle of the decade. 39 City of Tempe 2012-13 Annual Budget Major Expenditure Assumptions The following major expenditure assumptions drive the expenditure forecasts for all major operating funds, with the exception of the Debt Service Fund, which is only used for the repayment of bonded debt. Other fund-specific assumptions are detailed within the individual fund discussions. Salaries and Wages Over the last four years we have experienced a general freeze on salary and wage adjustments for the purposes of balancing future expenditures with revenue expectations. In addition, a furlough equivalent to 5% of wages and salaries has been in place since FY 2009-10. Beginning in FY 2012-13 it is assumed that the furlough policy will lapse. In the years thereafter, a 4% annual increase in salaries and wages is assumed. 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 against peer municipalities. The 4% assumption is intended to provide a possible growth pattern given the lack of information regarding the magnitude of future market adjustments across all job classifications. Fringe Benefits Health insurance costs are forecasted to increase for the next five years. Market forces, the movement towards managed care, excellent claims history, and the un-blending of retiree and active employee premiums allowed the City’s active employee health care costs per employee to decline in FY 2011-12, however growth of approximately 10% per year is assumed thereafter. Retiree health care cost will continue to rise as our work force matures and greater percentages of employees retire. Growth in this expenditure category is assumed to average approximately 15% per year. 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. As part of the approved financial balancing plans, the forecast assumes a suspension of advanced funding of OPEB costs until FY 2012-13. Beginning in FY 2012-13, full funding of the OPEB actuarially required contributions is expected to resume. 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 anticipated rates are as follows: Arizona State Retirement System Public Safety Retirement - Fire Public Safety Retirement - Police Elected Officials Retirement FY 12/13 10.1% 31.32% 29.86% 36.4% FY 13/14 10.5% 36.06% 32.10% 36.4% FY 14/15 10.9% 41.51% 36.95% 36.4% FY 15/16 11.0% 41.51% 36.95% 36.4% These rates are grown during the forecast period based on information provided from the respective retirement system governing board, as each rate is dependent on the investment decisions of the relevant retirement system as well as the compensation and retirement policies for the system members. The respective systems only publish a formal rate for one year in advance; therefore these projections represent merely the best guess based on available information. Inflation General inflation is expected to fluctuate from 1.3 to 1.9% in the later years of the forecast. Electricity inflation is expected to increase by approximately 3.3% annually through the forecast period, and motor fuel inflation is expected to decline in the near term (-3.8% in FY 2012-13) and gradually increase in the out years (0.3% by FY 2015-16). Limits on Discretionary Budget Increases 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, operating impacts for projects approved in prior years’ Capital Budgets are included in the out-years of the forecast. 40 City of Tempe 2012-13 Annual Budget This page intentionally left blank. City of Tempe 2012-13 Annual Budget General Fund Forecast Discussion 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, Tempe’s 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. From that time and up until FY 2007-08, both the state and local economies experienced robust growth, resulting in operating surpluses in the General Fund as revenue growth outpaced that of expenditures. Due to the state and national recession that began in FY 2007-08, the city’s General Fund experienced a sharp reversal of that trend. Local taxes, including sales taxes, bed taxes, and property taxes are the primary revenue source for the General Fund, constituting 62% of revenue in the FY 2012-13 forecast. These revenue sources are highly susceptible to economic fluctuations. Projected General Fund local tax revenues for FY 2012-13 are at the highest levels in the City’s history. However, this is entirely due to voter-approved increases in the bed tax rate from 3% to 5% and a temporary four year increase in the General Fund sales tax rate from 1.2% to 1.4%. Adjusting for these factors, underlying economic activity is 7% below the peak in FY 2006-07. Recent collections and economic reports point to a stabilizing in the local economy, and support moderate growth over the next four years, which translates into commensurate growth in local tax collections. Beginning in FY 2014-15, the expiration of the temporary sales tax results in a projected $11.8 million ongoing revenue decrease. The next largest source of General Fund revenues is intergovernmental, which is comprised of state sales, income, and vehicle license taxes. The forecast calls for this category to contribute 21% of revenue in FY 2012-13. As with local sales taxes, this category has been sharply negative in recent years due to the economic recession. Recovery of state sales and vehicle license taxes began in FY 2010-11; state income tax distributions began to recover in FY 2012-13 due to a two year lag between collection and distribution. Running counter to the positive near term trends in this category is the effect the 2010 Census will have on collections in FY 2011-12 and thereafter. This is due to the projected decline in Tempe’s share of the state’s urban population expected to occur based on the Census results. From an expenditure perspective, employee compensation and benefit costs have traditionally been the largest component of expenditures, representing 84% of the projected total in FY 2012-13. In light of the City’s financial situation, annual salary adjustments have been suspended until FY 2012-13 in the forecast. In addition, a furlough equivalent to 5% of salaries is projected to end beginning in FY 2012-13. Health care costs for employees are anticipated to increase by 10% in FY 2012-13 and grow by approximately 10% per year thereafter. Retiree health care costs are expected to grow during each year of the forecast, ranging from 19% in FY 2012-13 to 16% by the last year of the forecast. In light of the projected ongoing deficits, further budget adjustments will be necessary to achieve long-term balance between revenues and expenditures. Adjustments equivalent to 3% of each year’s appropriations are planned to meet the current and long term deficit projections. Unassigned Fund Balance The General Fund's unassigned fund balance hit a high point of $54 million at FYE 2009. Due to a planned drawdown of fund balance to allow for a phase-in of budget reductions, the fund balance hit $29 million at FYE 2010. Positive operating results in FYE 2011 lead to an increase in the balance to $41.8 million. Additional budget balancing discussions will be required to maintain the balance within the policy level of 20% to 30% of revenues in future years of the forecast. FYE 02 03 04 05 06 07 08 09 10 11 Unassigned Fund Balance $35,125,797 34,473,270 34,480,754 37,827,259 40,918,804 43,265,309 44,611,435 54,012,203 29,048,415 41,883,619 42 City of Tempe 2012-13 Annual Budget General Fund: Projected Revenues and Expenditures 250,000 ($000) 200,000 150,000 100,000 50,000 Actual Projected 0 06-07 07-08 08-09 09-10 10-11 11-12 12-13 13-14 14-15 15-16 Revenues Expenditures 06/07 Actual 07/08 Actual 08/09 Actual 09/10 Actual 10/11 Actual 11/12 12/13 13/14 Projected Projected Projected 14/15 Projected 15/16 Projected Local Taxes 96,974 94,850 84,869 81,443 96,722 99,132 102,499 106,768 99,625 103,909 Intergovernmental 41,453 45,225 44,048 39,134 34,219 31,051 34,605 36,765 39,086 41,644 Bldng & Trades/Plan & Zoning 5,969 6,479 5,681 4,633 3,918 Cultural and Recreation 5,294 6,157 6,244 5,443 5,783 4,561 3,416 3,840 4,608 5,299 5,967 6,098 6,256 6,405 6,539 Fines, Fees and Forfeitures 7,219 8,616 9,201 7,109 7,576 6,939 7,122 7,136 7,150 7,164 Business Licenses 1,331 1,333 1,546 1,538 1,573 1,568 1,572 1,575 1,578 1,581 Interest Income 7,638 10,044 5,034 1,900 947 563 475 475 475 475 Franchise Fees 2,693 Other Revenue Sources 4,622 3,425 3,981 3,560 3,821 3,547 3,547 3,554 3,561 3,561 4,180 5,138 4,909 8,346 7,087 7,087 7,087 7,087 7,087 173,194 180,310 165,741 149,669 162,906 160,414 166,419 173,455 169,576 177,260 121,598 139,131 149,330 146,038 121,774 124,390 139,827 146,916 155,614 162,850 Revenues ($000) Total Revenues Expenditures ($000) Personal Services Materials and Supplies 8,800 9,263 8,737 7,940 8,174 8,772 8,806 9,072 9,278 9,399 21,990 24,105 24,598 21,746 20,078 23,787 23,776 24,504 25,223 25,914 829 802 429 385 221 369 376 386 394 401 Non-Deprtmtl/Loan Repayment 2,412 2,653 2,888 2,537 2,429 2,785 2,841 2,909 2,973 3,029 Capital Outlay 4,710 2,730 4,019 2,140 1,701 1,341 1,551 1,410 1,316 1,398 Community Facilities District 1,049 227 458 (1,468) (1,217) 339 350 360 371 382 Transportation Mtnce of Effort 1,035 955 786 761 1,096 1,096 1,096 1,096 1,096 1,096 Tourism and Convention Bureau 2,019 2,007 1,802 1,500 2,000 2,060 2,101 2,152 2,199 2,199 (5,811) (8,149) (6,420) (7,141) (6,014) (6,791) (7,096) (7,380) (7,675) (7,982) Fees and Services Travel and Training Internal Services/Adjustments Total Expenditures 158,630 173,724 Net Operating Surplus/(Deficit) 14,564 6,586 186,626 174,439 150,241 (20,885) (24,771) 12,664 43 158,149 173,628 2,265 (7,208) 181,424 (7,969) 190,789 198,686 (21,214) (21,426) City of Tempe 2012-13 Annual Budget Special Revenue Funds: Projected Revenues and Expenditures Transit Fund Forecast Discussion The primary revenue source to the Transit Fund is the Transit Tax, which makes up 62% of fund revenue in FY 2012-13. This specific tax, approved in September 1996 and effective January 1997, represents 0.5% of the City’s total 2.0% sales tax. As a component of overall City sales tax, the trend projected in General Fund sales tax revenue is mirrored in the Transit Fund. However, since the temporary sales tax increase is dedicated to the General Fund, there will be no impact on the Transit Fund from its expiration. The second largest revenue source to the Transit Fund is out of jurisdiction service payments, which contributes 19% of fund revenue in FY 2012-13. This revenue source represents payments from other cities to the Transit Fund for services provided on bus routes that extend outside of Tempe. The growth in this revenue source is projected to be 7.7% in FY 2012-13 followed by 3% increases thereafter based on estimates from the Transit Division’s bus service model. The Transit Fund expenditure model is different from most other City funds in that the largest component of expenditures is not personal services. Due to the use of intergovernmental agreements and contractual arrangements for transit service provision, the largest expenditure category is fees and services, which makes up 82% of projected expenditures in FY 201213. The pattern of growth reflected in the expenditure estimates for fees and services relies on 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 operation of the regional light rail system. Average growth in this category is projected to be 2.9% per year on average through the end of the four year forecast period. Given projected revenue growth and operating profile, the forecast is for the fund to be in a deficit condition through the end of the forecast. In light of this, a three-year phased in budget balancing effort is being employed, with cuts and additional revenue measures being proposed for FY 2010-11 through FY 2012-13. The trend shown in the graph includes the approximately $3 million of planned ongoing adjustments beginning in FY 2012-13 that will be necessary to maintain structural balance in the future. Restricted Fund Balance The Transit Fund’s balance has grown from $29.3 million in FY 2000-01 to $86.3 million at FYE 2011. Receipt of federal reimbursements for prior year expenditures is the sole reason for balance growth in the near-term. Over the long-term, balances are forecast to decline absent corrective action, due to the structural operating deficit. FYE 02 Restricted Fund Balance $40,943,760 03 48,999,032 04 42,109,647 05 29,567,749 06 41,826,902 07 38,184,626 08 33,240,056 09 54,247,682 10 72,170,247 11 86,341,112 44 City of Tempe 2012-13 Annual Budget Transit Fund: Projected Revenues and Expenditures 70,000 ($000) 60,000 50,000 40,000 30,000 20,000 10,000 Actual Projected 0 06-07 07-08 08-09 09-10 10-11 11-12 12-13 13-14 14-15 15-16 Revenues Expenditures 06/07 07/08 08/09 09/10 Actual Actual Actual Actual 10/11 11/12 12/13 13/14 14/15 15/16 34,971 32,450 29,851 27,891 29,012 29,496 30,495 31,822 33,543 35,069 Lottery Transfer In 257 254 278 184 0 0 455 462 472 481 ASU-Flash Transit 529 581 603 721 856 911 918 946 974 1,003 Interest Income 1,142 960 180 404 430 350 313 122 120 120 Light-Rail Fares 0 0 964 2,603 2,972 2,859 2,945 3,033 3,124 3,218 7,897 8,674 11,298 10,473 8,923 8,447 9,098 9,371 9,652 9,946 0 0 2,305 2,241 2,003 2,850 2,564 2,701 2,716 2,811 888 641 3,376 1,891 4,336 3,292 2,123 2,434 2,678 3,077 45,684 43,561 48,854 46,408 48,533 48,205 48,912 50,890 53,278 55,725 Personal Services 2,543 3,292 3,841 4,027 2,869 2,780 3,036 3,216 3,354 3,526 Materials and Supplies 2,082 3,251 6,451 3,670 2,822 3,817 4,044 4,141 4,232 4,312 23,231 30,844 39,811 42,892 38,643 40,786 40,222 42,122 43,351 44,601 43 29 28 11 8 11 10 10 11 11 Projected Projected Projected Projected Projected Projected Revenues ($000) Transit Tax Out of Jurisdiction Svc Revenue PTF Funding Miscellaneous Revenue Total Revenues Expenditures ($000) Fees and Services Travel and Training Capital Outlay 140 123 250 61 17 11 1 1 1 1 4,045 5,518 6,019 5,186 5,275 5,070 3,430 3,910 4,359 4,794 310 317 531 751 1,197 260 271 282 293 305 Future Planned Reductions/Adjustments 0 0 0 0 0 0 Indirect Cost Allocations 847 808 650 656 633 617 645 671 697 725 33,241 44,183 57,581 57,255 51,464 53,351 48,808 51,417 53,274 55,161 (8,727) (10,847) (2,931) (5,146) 4 565 Debt Service Internal Svc Chgs/Adjustments Total Expenditures Net Operating Surplus / (Deficit) 12,444 (622) 45 (2,850) 104 (2,936) (527) (3,024) (3,114) City of Tempe 2012-13 Annual Budget Performing Arts Fund Forecast Discussion The Performing Arts Fund receives its primary revenue from the Performing Arts Tax, which is forecasted to bring in 91% of fund revenue in FY 2012-13. This specific tax, approved in May 2000 and effective January 2001, represents 0.1% of the City’s total 2.0% sales tax. Monies received from this tax are dedicated to the operating expenses of the Tempe Center for the Arts, and the debt service associated with the center’s original construction. Authorization for this tax expires in 2020. Since the Performing Arts Tax is a component of the overall City sales tax, the trend projected for General Fund sales tax revenue is mirrored in the Performing Arts Fund. However, since the temporary sales tax increase is dedicated to the General Fund, there will be no impact on the Performing Arts Fund from its expiration in FY 2013-14. The other main component of current revenue is facility revenues. Beginning in FY 2007-08 the fund began to receive revenue from programming at the facility. This revenue stream is projected to grow 3.25% on average through the end of the forecast period, and represents 8% of fund revenue. The historical 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 outpacing the sales tax base, the forecast is for ongoing operating deficits and for balances to be zero by FY 2013-14. In light of this, efforts will be necessary to adjust expenditures to ensure future fund solvency. Restricted Fund Balance The Performing Arts Fund’s reserved balance grew steadily from the fund’s inception in FY 2001-02 until the middle of the decade. Given the new circumstances of the economic recession, the fund balance will be depleted absent corrective action. FYE 02 03 Restricted Fund Balance $7,116,094 10,865,891 04 05 14,339,689 14,255,302 06 07 15,064,184 14,865,175 08 09 9,635,775 8,328,983 10 11 5,937,646 4,296,447 46 City of Tempe 2012-13 Annual Budget Performing Arts Fund: Projected Revenues 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 06-07 07-08 08-09 09-10 10-11 11-12 12-13 13-14 14-15 15-16 Revenues Expenditures 06/07 Actual 07/08 Actual 08/09 Actual 09/10 Actual 10/11 Actual 11/12 Projected 12/13 Projected 13/14 Projected 14/15 Projected 15/16 Projected 7,008 6,820 6,159 5,750 5,980 6,082 6,289 6,562 6,917 7,232 Revenues ($000) Performing Arts Tax Facility Revenue 0 662 745 562 643 637 658 679 701 724 Interest Income 692 645 224 108 47 18 0 0 0 0 Total Revenues 7,700 8,127 7,128 6,420 6,670 6,737 6,947 7,242 7,619 7,956 Personal Services 545 1,579 1,871 1,970 1,508 1,559 1,601 1,676 1,741 1,805 Materials and Supplies 853 797 99 78 87 107 109 111 114 116 Fees and Services 538 754 514 452 379 602 618 636 653 670 9 4 2 1 1 2 2 2 2 2 108 38 0 0 0 0 0 0 0 0 6,059 6,014 6,017 6,008 6,023 6,028 5,922 5,918 5,919 5,922 123 150 242 286 291 269 280 291 303 315 8,235 9,335 8,746 8,794 8,288 8,565 8,531 8,634 8,730 8,829 (1,208) (1,618) (2,374) (1,618) (1,828) (1,585) (1,392) (1,112) Expenditures ($000) Travel and Other Capital Outlay Debt Service Internal Service Charges Total Expenditures Net Operating Surplus / (Deficit) (535) 47 (872) City of Tempe 2012-13 Annual Budget Transportation Fund Forecast Discussion The primary revenue source to this fund is the intergovernmental distribution from the state Highway User Revenue Fund. This funding source represents 84% of revenue in FY 2011-12. This fund derives the bulk of its monies from an 18¢ per gallon charge on gasoline consumption and from Vehicle License Taxes. Based on a statutory formula, each fiscal year 27.5% of this fund is distributed to local governments with less than 300,000 populations. Consistent with the impact of the recession on gasoline consumption, it is expected that gasoline sales will be moderate over the forecast period. The annual revenue that is distributed to the cities is based on relative population ratios and share of total gasoline gallons sold. Tempe’s share is expected to decline due to our stable population relative to growth statewide. One recent change to the fund revenue structure is the abolishment of the transfer of State Lottery revenue into the fund for th local transportation assistance purposes. This transfer was abolished in Chapter 12, Laws 2010, 7 Special Session as part of legislative efforts to balance the state General Fund. This transfer had historically generated approximately $500 thousand for local transportation purposes. Personal Services expenditures make up the majority of fund expenditures, representing 42% of expenditures. In the past debt service expenditures were a large portion of annual expenditures, representing 22% of annual outlays. These amounts represented transfers to the Debt Service Fund to pay for a portion of the City’s General Obligation debt service related to street and highway debt. In light of deficits in the fund this transfer was phased out, with complete elimination by FY 2013-14. In light of this and other recent expenditure reduction measures the fund is expected to generate operating surpluses through the forecast period. Restricted Fund Balance Transportation Fund balances have recovered somewhat from the lows experienced a few years ago. The restricted fund balance reached its highest point at FYE 2008, but has declined drastically recently in light of the operating deficits during the Great Recession. FYE 02 03 04 05 06 07 08 09 10 11 Restricted Fund Balance $5,730,635 4,404,944 4,591,847 7,260,747 8,784,878 10,237,638 11,199,716 7,119,128 4,644,399 4,521,342 48 City of Tempe 2012-13 Annual Budget Transportation Funds: Projected Revenues and Expenditures 16,000 ($000) 14,000 12,000 10,000 8,000 6,000 4,000 2,000 Actual Projected 0 06-07 07-08 08-09 09-10 10-11 11-12 12-13 13-14 14-15 15-16 Revenues Expenditures 06/07 Actual 07/08 Actual 08/09 Actual 09/10 Actual 10/11 Actual 11/12 Projected 12/13 Projected 13/14 Projected 11,854 14/15 15/16 Projected Projected 11,387 9,945 9,422 9,503 8,143 8,321 8,557 8,847 9,180 771 762 709 0 0 0 0 0 0 0 10 1 7 516 420 441 441 441 441 441 1,035 955 786 761 1,096 1,096 1,096 1,096 1,096 1,096 (254) (278) 0 0 0 0 0 0 0 Revenues ($000) Highway User Revenue Tax State Lottery Proceeds Miscellaneous Maintenance of Effort Transfer Lottery Transfer to Transit Total Revenues (257) 13,413 12,851 11,169 10,700 11,020 9,680 9,858 10,094 10,384 10,717 4,112 4,821 5,081 5,245 3,176 3,332 3,707 3,934 4,114 4,304 513 537 670 465 367 608 621 636 650 662 1,897 1,901 1,977 2,065 2,105 2,100 2,142 2,193 2,242 2,284 24 47 26 17 7 24 25 25 26 27 361 140 1,269 549 236 35 159 479 827 418 2,770 2,770 2,770 2,770 2,770 1,550 500 0 0 0 310 310 310 310 310 0 0 0 0 0 Internal Service Charges 1,226 1,212 1,354 1,035 974 994 1,038 1,080 1,123 1,168 Indirect Cost Allocations 1,025 813 692 927 854 641 670 697 725 754 12,237 12,551 14,147 13,383 10,800 9,285 8,862 9,045 9,706 9,616 300 (2,978) (2,683) 220 395 996 1,050 678 1,101 Expenditures ($000) Personal Services Materials and Supplies Fees and Services Travel and Training Capital Outlay Debt Service Loan Repayment Total Expenditures Net Operating Surplus / (Deficit) 1,176 49 City of Tempe 2012-13 Annual Budget Enterprise Funds: Projected Revenues and Expenses Water/Wastewater Fund Forecast Discussion Nearly all revenue to the Water/Wastewater Fund is from User Charges for water and sewer services, which account for 99% of fund revenue in FY 2012-13. 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. The forecast assumes that rates will be increased in future years as necessary to bring revenues in line with expenses. The largest expense of the fund is Debt Service, representing 43% of expenses in FY 2012-13. The growth pattern for this expense is due to current amortization schedules as well as projected new debt issuance in future years based on the 5 year Capital Improvements Plan. These factors result in an average growth rate of 2.4% for this category. The Water/Wastewater Fund is projected to experience an operating surplus beginning in FY 2011-12; however this is due entirely to future planned rate increases. Unrestricted Net Assets In FY 2006-07 planned drawdowns of Water/Wastewater net assets were initiated to partially support water/wastewater bond debt service payments to facilitate the phasing in of new user rate increases which began in 2008. The unrestricted net assets stand at $39.7 million at FYE 11. FYE 02 03 04 05 06 07 08 09 10 11 Unrestricted Net Assets $59,841,408 58,958,188 58,790,163 60,752,643 65,560,342 55,628,214 50,599,282 42,899,644 34,402,741 39,687,308 50 City of Tempe 2012-13 Annual Budget Water/Wastewater Fund: Projected Revenues and Expenses ($000) 100,000 90,000 80,000 70,000 60,000 50,000 40,000 30,000 20,000 10,000 Actual Projected 0 06-07 07-08 08-09 09-10 10-11 11-12 12-13 13-14 14-15 15-16 Revenues Expenditures 06/07 Actual 07/08 Actual 08/09 Actual 09/10 Actual 10/11 Actual 11/12 Projected 12/13 Projected 13/14 14/15 15/16 Projected Projected Projected Charges for Service-Water 26,714 28,146 29,071 32,813 35,796 39,890 43,637 47,528 51,823 56,263 Charges for ServiceWastewater 19,462 20,933 23,330 27,512 33,322 30,103 31,263 32,618 33,857 35,249 2,485 3,355 1,523 789 562 211 134 134 144 166 520 520 536 520 509 520 542 548 554 561 Loan Repayment 97 79 60 41 21 0 0 0 0 0 Other Miscellaneous Revenue 666 254 178 105 787 5 5 5 5 5 49,943 53,287 54,698 61,781 70,998 70,728 75,581 80,832 86,381 92,244 13,265 15,454 15,901 17,686 14,241 15,644 16,579 17,389 18,239 19,269 3,565 3,870 4,111 3,799 4,038 6,501 5,949 6,311 6,623 6,949 12,441 12,559 13,072 12,497 14,096 15,402 15,011 15,265 15,514 15,753 215 173 148 122 92 146 149 152 156 159 Revenues ($000) Interest Income Land and Facility Rental Total Revenues Expenses ($000) Personal Services Materials and Supplies Fees and Services Travel and Training Debt Service 16,747 22,413 25,867 28,940 31,995 33,601 34,409 35,787 36,943 36,943 Internal Service Charges 2,526 2,208 1,581 2,215 1,575 1,826 1,908 1,985 2,064 2,147 Indirect Cost Allocations 1,516 1,847 2,434 2,146 1,853 1,985 2,075 2,158 2,244 2,334 0 0 0 0 0 799 1,000 1,000 1,000 1,000 50,275 58,524 63,113 67,405 67,890 75,904 77,079 80,046 82,783 84,553 (5,237) (8,415) (5,624) 3,108 (5,176) (1,498) 785 3,598 7,691 Contingency Total Expenses Net Operating Surplus / (Deficit) (331) 51 City of Tempe 2012-13 Annual Budget Solid Waste Fund Forecast Discussion Nearly all revenue to the Solid Waste Fund is from User Charges for solid waste services, which account for 96% of fund revenue in FY 2012-13. 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. The forecast assumes no rate increase in the future years of the forecast. However, 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. The primary drivers of fund expenses are personal services and fees and services, which represent 37% and 29% of FY 201213 expenses respectively. Since Tempe does not own its landfill, the primary component of fees and services, is landfill tipping charges which are expected to grow at the rate of inflation over the next four years. Unrestricted Net Assets There is a $6.8 million in unrestricted net assets in the Solid Waste Fund at FYE 2012. With environmental mandates always present, this enterprise operation will require as much financial flexibility as possible for contingent compliance driven costs. In addition, as the fund is projected to operating deficits in the forecast period, it is expected that a drawdown of net assets will occur as efficiencies and rate increase scenarios are explored. FYE 02 03 04 05 06 07 08 09 10 11 Unrestricted Net Assets 20,065 469,027 1,138,305 2,226,136 3,019,582 4,895,596 3,888,080 4,634,470 5,589,167 6,847,488 52 City of Tempe 2012-13 Annual Budget Solid Waste Fund: Projected Revenues and Expenditures ($000) 20,000 18,000 16,000 14,000 12,000 10,000 8,000 6,000 4,000 2,000 Actual Projected 0 06-07 07-08 08-09 09-10 10-11 11-12 12-13 13-14 14-15 15-16 Revenues Expenditures 06/07 Actual 07/08 Actual 08/09 Actual 09/10 Actual 10/11 Actual 11/12 Projected 12/13 Projected 13/14 Projected 14/15 15/16 Projected Projected 13,626 14,456 14,934 14,958 15,157 14,955 14,985 15,015 15,045 15,075 Sludge Disposal 62 86 0 0 0 0 0 0 0 0 Interest Income 175 218 106 67 47 55 55 55 55 55 Other Revenue Sources 172 232 400 251 213 222 222 222 222 222 14,035 14,993 15,440 15,275 15,416 15,232 15,262 15,292 15,322 15,352 4,611 5,056 5,414 5,602 5,327 5,390 5,849 6,148 6,442 6,802 206 519 162 93 172 233 238 244 249 254 3,548 3,633 3,697 3,252 3,852 4,437 4,534 4,635 4,737 4,839 Revenues ($000) Charges for Services Total Revenues Expenses ($000) Personal Services Materials and Supplies Fees and Services Travel and Training Capital Outlay Internal Service/Adjustments Indirect Cost Allocations Total Expenses Net Operating Surplus / (Deficit) 0 0 0 3 10 25 25 26 27 27 725 3,431 1,377 2,046 1,400 1,311 1,082 1,981 2,120 2,081 2,505 2,942 3,167 3,035 2,569 2,957 3,090 3,214 3,342 3,476 646 832 790 782 752 807 843 877 912 948 12,240 16,412 14,607 14,812 14,083 15,160 15,661 17,123 17,828 18,427 1,795 (1,419) 833 463 1,334 72 (1,831) (2,506) (3,075) 53 (399) City of Tempe 2012-13 Annual Budget Golf Fund Forecast Discussion The largest component of Golf Fund revenue is Greens Fees, which contribute 63% of revenue in FY 2012-13. In prior years the dependence on greens fees approached 80%. This increase in revenue diversification is one of the changes to the golf operation that began in FY 2011-12. A new operational model, combined with projected increases in the user base and the rate structure it is forecasted that the fund will begin to generate operating surpluses in the out-years of the forecast. Unrestricted Net Assets As of FYE 2011, the Golf Fund has a deficit balance. This fund is currently relying on interfund loans to sustain operations. FYE 02 03 Unrestricted Net Assets $791,701 680,101 04 604,703 05 540,158 06 468,457 07 263,853 08 217,821 09 42,449 10 (107,509) 11 (325,497) 54 City of Tempe 2012-13 Annual Budget Golf Fund: Projected Revenues and Expenditures 3,500 ($000) 3,000 2,500 2,000 1,500 1,000 500 Actual Projected 0 06-07 07-08 08-09 09-10 10-11 11-12 12-13 13-14 14-15 15-16 Revenues Expenditures 06/07 Actual 07/08 Actual 08/09 Actual 09/10 Actual 10/11 Actual 11/12 Projected 12/13 Projected 13/14 Projected 14/15 Projected 15/16 Projected 1,689 1,653 1,562 1,370 1,397 1,477 1,567 1,670 1,761 1,861 223 331 252 204 165 0 0 0 0 0 Rental Charges 0 0 0 0 0 635 712 759 799 839 Range Fees 0 0 0 0 0 109 114 120 125 130 Interest Income 19 14 5 1 0 0 0 0 0 0 Other Revenue Sources 51 65 66 3 270 74 74 74 74 74 1,983 2,064 1,885 1,578 1,833 2,295 2,468 2,623 2,759 2,904 1,005 1,098 1,225 1,115 727 758 872 910 950 1,001 Materials and Supplies 249 250 220 198 227 329 260 266 272 277 Fees and Services 307 367 379 448 455 843 874 930 965 1,001 0 5 56 8 111 154 198 186 180 125 Debt Service 152 2 0 0 0 0 0 0 0 0 Internal Service Charges 148 187 157 132 115 142 148 154 160 166 Indirect Cost Allocations 195 170 139 126 129 66 99 103 107 111 2,056 2,078 2,175 2,027 1,765 2,291 2,451 2,550 2,634 2,682 67 4 16 74 125 222 Revenues ($000) Greens Fees Pro Shop/Restaurant Total Revenues Expenses ($000) Personal Services Capital Outlay Total Expenses Net Operating Surplus / (Deficit) (73) (15) (291) (449) 55 City of Tempe 2012-13 Annual Budget Cemetery Fund Forecast Discussion The largest component of Cemetery fund revenue is lot sales and burial fees, which contribute 95% of revenue in FY 2012-13. Over the forecast period we expect revenue growth to generally follow the historical patterns. Most operating expenses and responsibilities were absorbed by the Public Works General Fund budget leaving debt service payments as the only remaining expenditure in this fund. At this point, the General Fund will cover the deficit. 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 2004-05 renovation continue to be the fund’s largest annual expense. Unrestricted Net Assets 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 Unrestricted Net Assets $0 07 0 08 0 09 0 10 0 11 0 56 City of Tempe 2012-13 Annual Budget Cemetery Fund: Projected Revenues and Expenditures 350 ($000) 300 250 200 150 100 50 Actual Projected 0 06-07 07-08 08-09 09-10 10-11 11-12 12-13 13-14 14-15 15-16 Revenues Expenditures 06/07 Actual 07/08 Actual 08/09 Actual 09/10 Actual 10/11 Actual 11/12 12/13 13/14 14/15 15/16 Projected Projected Projected Projected Projected 12 225 91 107 101 104 108 112 117 122 6 7 7 9 9 9 9 9 9 9 109 248 98 117 110 113 117 122 126 131 Revenues ($000) Lot Sales & Burial Lot Care Total Revenues Expenses ($000) Personal Services 66 106 90 97 57 56 59 62 66 69 Materials and Supplies 1 13 5 2 0 0 0 0 0 0 Fees and Services 1 7 8 7 12 12 12 13 13 13 Capital Outlay 19 0 0 0 0 0 0 0 0 0 Debt Service 180 177 181 186 182 187 189 190 188 189 Internal Service Charges 1 0 5 5 0 0 0 0 0 0 Indirect Cost Allocations 8 10 9 10 0 0 0 0 0 0 276 313 298 307 251 255 261 266 266 271 (167) (65) (199) (191) (141) (142) (143) (144) (140) (141) Total Expenses Net Operating Surplus / (Deficit) 57 City of Tempe 2012-13 Annual Budget Debt Service Fund Forecast Discussion The primary revenue source to the Debt Service Fund is secondary property taxes, which are projected to represent 93% of fund revenue in FY 2012-13. Growth in this revenue stream is predicated on property valuation trends and City property tax policy decisions. A recently approved property tax stabilization policy allows total levies to increase by no more than the level of inflation, plus the value of new construction. This policy allows for the collection of revenues sufficient to pay planned debt service, yet places limits future growth in this revenue stream consistent with general economic trends. The expenditures from the Debt Service fund are restricted to repayment of principal and interest cost associated with longterm debt. Based on current debt amortization schedules in the Debt Management Plan and projected new principal and interest associated with the five-year Capital Improvements Plan, future principal and interest costs are expected to exhibit moderate increases through the forecast period. At FYE 2011, the Debt Service Fund had a restricted balance of $34.7 million. Planned drawdowns of fund balance will occur in the near term as the new revenue structure approaches the projected level of debt service expenditures. FYE 02 Restricted Fund Balance $12,123,427 03 13,471,704 04 13,335,706 05 15,991,147 06 18,547,848 07 17,607,767 08 23,858,992 09 31,844,188 10 38,126,393 11 34,718,252 58 City of Tempe 2012-13 Annual Budget Debt Service Fund: Projected Revenues and Expenditures 35,000 ($000) 30,000 25,000 20,000 15,000 10,000 5,000 Actual Projected 0 06-07 07-08 08-09 09-10 10-11 11-12 12-13 13-14 14-15 15-16 Revenues Expenditures 06/07 Actual 07/08 Actual 08/09 Actual 09/10 Actual 10/11 Actual 11/12 12/13 Projected Projected 13/14 Projected 14/15 15/16 Projected Projected 16,465 20,782 23,416 24,913 21,691 22,100 22,542 22,993 23,453 23,922 2,770 2,770 2,770 2,770 2,770 1,550 500 0 0 0 0 0 0 0 0 559 555 560 559 558 28 273 263 93 52 182 658 678 1,111 1,102 Revenues ($000) Secondary Property Tax Transfer from HURF Other Transfers In AZSTA Payment SRP In -Lieu Payment 919 935 876 0 0 0 0 0 0 0 Interest Income 29 21 8 0 0 0 0 0 0 0 Total Revenues 20,210 24,780 27,333 27,776 24,513 24,391 24,255 24,231 25,123 25,581 12,705 13,090 14,061 16,318 17,836 17,987 17,884 18,926 20,321 23,093 Excise Tax Debt Service 1,745 1,733 1,733 2,254 2,259 2,806 2,803 2,818 2,824 3,737 Rio Salado Debt Service 3,047 3,063 3,058 3,058 3,050 3,055 3,056 3,055 3,051 3,044 0 638 463 288 4,869 0 0 0 0 0 17,498 18,523 19,315 21,917 28,013 23,848 23,744 24,798 26,195 29,874 2,713 6,257 8,018 5,859 (3,501) 543 511 Expenditures ($000) G.O. Debt Service America West Payment Total Expenditures Net Operating Surplus / (Deficit) 59 (568) (1,073) (4,293) City of Tempe 2012-13 Annual Budget This page intentionally left blank. City of Tempe 2012-13 Annual Budget Revenue Information Contents Total Revenue ............................................................................................................................................................................ 62 Total Revenue by Source ........................................................................................................................................................... 63 Components of Total Revenue ................................................................................................................................................... 64 Comparative Operating Revenue by Major Source and Fund .................................................................................................... 65 General Governmental Revenue: Ten Year Historical Trends .................................................................................................. 68 City Sales Tax ........................................................................................................................................................................ 68 Transient Lodging Tax ............................................................................................................................................................ 69 City Property Tax .................................................................................................................................................................... 70 Salt River Project In-Lieu Tax ................................................................................................................................................. 71 State Shared Sales Tax .......................................................................................................................................................... 72 State Shared Vehicle License Tax.......................................................................................................................................... 73 State Shared Income Tax ....................................................................................................................................................... 74 Charges for Services/Cultural and Recreational ..................................................................................................................... 75 Charges for Services/Development Related ........................................................................................................................... 76 Fines and Forfeitures .............................................................................................................................................................. 77 Special Revenue: Ten Year Historical Trends ........................................................................................................................... 78 Transit Tax.............................................................................................................................................................................. 78 Performing Arts Tax................................................................................................................................................................ 79 Highway User Tax .................................................................................................................................................................. 80 Local Transportation Assistance Fund ................................................................................................................................... 81 Community Development Block Grant/Section 8 Housing Grant ............................................................................................ 82 Enterprise Revenue: Ten Year Historical Trends ...................................................................................................................... 83 Water/Wastewater User Fees................................................................................................................................................. 83 Solid Waste Fees ................................................................................................................................................................... 84 Golf Course Fees ................................................................................................................................................................... 85 61 City of Tempe 2012-13 Annual Budget Total Revenue Total revenue for FY 2012-13 is $494.4 million reflecting $390.1 million in operating revenue and $104.3 million from bond proceeds and other revenue sources in the Capital Budget. The FY 2012-13 operating revenue total represents an 11% increase from FY 2011-12. The increase in operating revenue sources is primarily in the General Governmental, Transportation/Transit, and Enterprise areas and consists of increases in local taxes, intergovernmental revenue and charges for services. In addition, a budgetary policy change required the creation of a revenue budget for restricted revenue, grants and donations totaling $17.1 million. FY 2012-13 Other, 11% Transportation, 16% Bonds/ CIP Other Revenue 21% Operating Revenue 79% Enterprise, 24% General Governmental, 49% TOTAL REVENUE FY 2011-12 Budget FY 2012-13 Budget OPERATING REVENUE General Governmental Local Taxes $124,983,557 $130,270,811 1,568,450 1,543,750 31,541,392 36,190,033 Charges for Services 9,777,097 9,517,515 Fees, Fines, and Forfeitures 8,907,007 7,375,168 Licenses and Permits Intergovernmental Miscellaneous 5,586,275 6,940,575 Transportation/Transit 55,558,532 64,034,375 6,776,100 7,001,504 17,001,929 16,473,652 0 17,237,152 88,581,841 93,475,689 TOTAL OPERATING REVENUE $350,282,180 $390,060,224 Operating Revenue Per Capita $2,162 $2,402 Bond/Note Proceeds 40,171,865 85,590,459 CIP Other Revenue 4,160,396 18,717,425 $394,614,441 $494,368,108 $2,435 $3,045 Performing Arts CDBG/Section 8 Housing Restricted Revenue/Grants/Donations Enterprise TOTAL REVENUE Total Revenue Per Capita Note: The amounts noted above reflect budgeted funds that the City receives as income. Interfund transfers and utilization of fund balances, while a component of the total financial program, are not classified as revenue for this presentation . 62 City of Tempe 2012-13 Annual Budget Total Revenue by Source Comparative Revenue by Source FY 2011-12 Budget to FY 2012-13 Budget Fiscal Year Ending June 30 45% 40% 40% 34% 35% 30% 24% 25% 21% 20% 18% 21% 16% 15% 10% 6% 8% 12% 5% 0% Local Taxes User Charges Intergovernmental 2011-12 All Other CIP 2012-13 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 Cultural/Recreational Building/Trades & Planning/Zoning Intergovernmental State Shared Revenue HURF/LTAF CDBG/Section 8 Housing Transit State & Federal Other Intergovernmental All Other Interest Revenue Restricted Revenue/Grants/Donations Miscellaneous Revenue Fines and Forfeitures Licenses and Permits Bonds/Note Proceeds CIP - Outside Revenue Total Revenue FY 2010-11 Actual FY 2011-12 Budget FY 2011-12 Revised FY 2012-13 Budget $80,341,215 29,012,369 43,415,848 5,979,900 $82,915,787 29,860,672 43,276,180 6,159,297 $85,817,840 30,905,796 45,975,971 6,374,872 0 75,206,608 14,842,352 8,008,710 3,682,855 2,032,137 0 13,200,972 7,576,495 1,572,933 38,252,292 1,739,500 $80,951,331 29,124,332 44,032,226 6,082,100 0 69,992,604 15,076,809 7,927,956 4,076,069 0 31,358,933 8,142,645 17,001,929 14,357,991 182,459 0 1,983,386 0 9,515,953 8,907,007 1,568,450 40,171,865 4,160,396 1,076,381 0 10,404,256 6,506,825 1,569,750 40,171,865 4,160,396 35,532,408 9,101,143 16,473,652 19,779,424 657,625 0 857,430 17,237,152 10,687,468 7,375,168 1,543,750 85,590,459 18,717,425 $390,725,251 $394,614,441 $390,151,889 $494,368,108 67,111,483 15,326,780 8,094,798 3,918,147 34,841,232 9,503,470 13,226,958 15,526,869 51,853 63 70,336,160 14,818,482 8,021,286 4,872,139 31,305,595 8,082,557 12,256,270 14,357,991 0 City of Tempe 2012-13 Annual Budget Components of Total Revenue FY 2012-13 Total Revenue $494,368,108 Operating Budget Capital Budget $390,060,224 $104,307,884 General Governmental Special Revenue Enterprise Bond/Note Proceeds Outside Revenue $191,837,852 $104,746,683 $93,475,689 $85,590,459 $18,717,425 Local Taxes/ Licenses & Permits $133,337,561 Transit Water/ Wastewater $54,862,232 $76,104,967 Federal Grants Water/ Wastewater Bonds $62,215,459 ________________________ ________________________ ________________________ ________________________ Intergovernmental Highway User Revenue Solid Waste General Purpose Bonds $36,190,033 $9,172,143 $14,976,722 ________________________ ________________________ ________________________ Charges for Services CDBG/ Section 8 Housing $16,473,652 Golf $9,517,515 ________________________ ________________________ Fines and Forfeitures Governmental Grants and Donations $10,657,583 $7,375,168 ________________________ ________________________ Miscellaneous Performing Arts Tax $5,417,575 ________________________ $7,001,504 $18,317,425 ________________________ $23,375,000 ________________________ $2,394,000 ________________________ General Governmental is the largest operating revenue category. It supports basic functions of the City, which include Police, Fire, Community Services, and Community Development. ________________________ Police – RICO and Grants $5,165,104 ________________________ Court Enhancement $1,414,465 ________________________ Note: The amounts noted above reflect budgeted funds that the City receives as income. Interfund transfers and utilization of fund balances, while a component of the total financial program, are not classified as revenue for this presentation. 64 City of Tempe 2012-13 Annual Budget Comparative Operating Revenue by Major Source and Fund Revenue Source General Fund FY 2010-11 Actual FY 2011-12 Budget FY 2011-12 Revised FY 2012-13 Budget Local Taxes City Sales Tax $80,341,215 $80,951,331 $82,915,787 $85,817,840 Primary Property Tax 12,029,463 12,751,029 12,373,474 13,271,172 Transient Lodging Tax 4,351,046 4,131,600 4,477,227 4,647,362 Franchise Fees 3,821,436 3,547,000 3,477,263 3,533,481 SRP Payment in Lieu of Taxes 1,523,033 1,502,400 1,502,400 1,523,000 102,066,193 102,883,360 104,746,151 108,792,855 State Sales Tax 12,656,738 12,235,077 12,393,043 13,522,980 State Income Tax 16,137,383 13,649,749 13,649,749 16,516,196 5,424,902 5,347,107 5,008,053 5,361,232 622,209 127,000 254,750 132,000 34,841,232 31,358,933 31,305,595 35,532,408 3,918,147 4,076,069 4,872,139 3,682,855 Total Local Taxes Intergovernmental Revenue Vehicle License Tax Agreements Total Intergovernmental Building & Trades/Planning & Zoning Cultural and Recreational Registration Fees 4,544,150 4,427,826 4,430,506 4,394,481 Recreation Admission Charges 401,584 425,174 416,024 425,174 Library Fines and Fees 272,595 259,800 250,000 254,800 Other Cultural and Recreation Fees 564,275 588,228 621,886 760,205 5,782,604 5,701,028 5,718,416 5,834,660 Traffic Fines 1,632,169 2,160,679 1,229,390 1,336,462 Criminal Fines 1,110,963 1,129,445 934,272 1,031,858 Total Cultural and Recreational Fines, Fees and Forfeitures Parking Fines 254,866 248,979 245,359 250,606 Total Fines, Fees and Forfeitures 4,578,497 7,576,495 5,367,904 8,907,007 4,097,804 6,506,825 4,756,242 7,375,168 Business/Non-Business Licenses 1,572,933 1,568,450 1,569,750 1,543,750 946,737 1,159,000 576,000 464,983 6,199,714 4,427,275 5,330,349 4,952,592 Total Other Revenue 7,146,451 5,586,275 5,906,349 5,417,575 Total General Fund $162,904,055 $160,081,122 $160,625,225 $168,179,271 $21,690,870 $22,100,197 $21,445,816 $23,000,956 51,853 182,459 0 657,625 $21,742,723 $22,282,656 $21,445,816 $23,658,581 Other Fines, Fees and Forfeitures Other Revenue Sources Interest Income Other Miscellaneous Revenue and Loan Debt Service Fund Secondary Property Tax Intergovernmental Total Debt Service Fund 65 City of Tempe 2012-13 Annual Budget Revenue Source FY 2010-11 Actual FY 2011-12 Budget FY 2011-12 Revised FY 2012-13 Budget Transit Fund Transit Tax $29,012,369 $29,124,332 $29,860,672 $30,905,796 Lottery Transfer In 0 0 0 474,508 ASU-Flash Transit 856,044 905,840 905,840 932,103 Interest Income 430,238 212,386 212,386 120,000 14,670,825 13,452,151 13,452,151 18,372,813 3,563,987 3,630,178 3,630,178 4,057,012 $48,533,463 $47,324,887 $48,061,227 $54,862,232 9,503,470 8,142,645 8,082,557 9,101,143 70,025 91,000 61,000 71,000 $9,573,495 $8,233,645 $8,143,557 $9,172,143 5,979,900 6,082,100 6,159,297 6,374,872 47,435 57,000 19,500 19,582 642,667 637,000 616,500 607,050 $6,670,002 $6,776,100 $6,795,297 $7,001,504 Fund 45 Police-RICO/Grants 0 0 0 5,165,104 Fund 46 Governmental Grants/Donations 0 0 0 10,653,863 Fund 47 Court Enhancement 0 0 0 1,414,465 Fund 48 Peterson House Endowment 0 0 0 3,720 Total CDBG/Section 8 Housing Funds $13,226,958 $17,001,929 $12,256,270 $16,473,652 Residential Service 8,425,678 8,342,352 8,342,352 8,342,352 Commercial Service 4,965,089 5,058,446 4,800,000 4,824,000 Roll-Off Service 1,322,998 1,264,011 1,221,130 1,264,000 613,015 412,000 455,000 412,000 Interest Income 46,580 55,000 45,000 29,370 Miscellaneous Revenue 42,893 100,000 125,250 105,000 $15,416,253 $15,231,809 $14,988,732 $14,976,722 Federal and State Funding Miscellaneous Revenue Total Transit Fund Transportation Funds Highway User Revenue Tax Other Revenue Total Transportation Funds Performing Arts Performing Arts Tax Interest Income Fees and Admission and Miscellaneous Total Performing Arts Solid Waste Fund Recycling Total Solid Waste Fund 66 City of Tempe 2012-13 Annual Budget FY 2010-11 Actual FY 2011-12 Budget $25,631,595 $28,834,088 $28,834,088 $32,205,248 9,367,005 10,219,644 9,400,000 9,500,000 Irrigation 305,435 304,572 304,572 330,860 Other Water Charges 711,046 731,500 592,500 691,500 $36,015,081 $40,089,804 $39,131,160 $42,727,608 Sewer Usage 22,423,963 22,895,000 22,895,000 24,000,000 Sewer Service 7,359,986 6,994,800 8,300,000 8,466,000 Irrigation 1,312,453 13,000 10,000 13,000 $31,096,402 $29,902,800 $31,205,000 $32,479,000 Interest Income 562,216 500,000 223,495 223,495 Land and Facility Rental 509,099 520,000 520,000 520,000 20,878 0 0 0 2,794,376 4,500 4,650 154,864 $70,998,052 $71,017,104 $71,084,305 $76,104,967 1,397,311 1,476,828 1,573,270 1,567,000 165,176 0 0 0 Revenue Source Water/Wastewater Fund FY 2011-12 Revised FY 2012-13 Budget Charges for Service-Water Water Consumption Water Service Total Charges for Service-Water Charges for Service-Wastewater Total Charges for Service-Wastewater Loan Repayment from General Fund Other Miscellaneous Revenue Total Water/Wastewater Fund Golf Fund Greens Fees Pro Shop and Restaurant Revenue Interest Income (1,069) 0 0 0 0 743,000 732,829 827,000 $1,561,418 $2,219,828 $2,306,099 $2,394,000 Cemetery Fund Lot & Burial Sales 107,040 113,100 113,100 0 Total Cemetery Fund $107,040 $113,100 $113,100 $0 $350,733,459 $350,282,180 $345,819,628 $390,060,224 Other Revenue Sources Total Golf Fund Total Operating Revenue - All Funds Note: The amounts noted above reflect funds that the City receives as income. Interfund transfers and utilization of fund balances, while a component of the total financial program, are not classified as revenue for this presentation 67 City of Tempe 2012-13 Annual Budget General Governmental Revenue: Ten Year Historical Trends City Sales Tax Restrictions Current General Fund rate of 1.4% can be increased only by vote of 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. Fiscal Year Amount 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 est. 2012-13 est. $57,796,826 61,267,731 66,667,254 74,945,676 84,457,854 81,257,842 72,420,832 67,369,737 80,341,215 82,915,787 85,817,840 Percent Change (1.0) 6.0 8.8 12.4 12.7 (3.8) (10.9) (7.0) 19.3 3.2 3.5 Assumptions The City sales tax, known formally as the transaction privilege tax, is derived from a 2.0% 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%. In May of 2010 voters approved a temporary 0.2% increase in the sales tax. Sales of food for home consumption and contracting sales are exempted from the increase. The 0.2% temporary tax expires June 30, 2014. A strong recovery in the period immediately following the 2001-02 recession accounts for the double-digit growth in FY 200506 through FY 2006-07. Recent years have seen an unprecedented steep decline in revenues due largely to the effects of the regional housing market downturn and the national and regional recessions. The FY 2012-13 budgeted collection amount includes the voter approved tax rate increase and assumes a gradual economic recovery. Major Influences: Taxable Sales, Population, and Consumer Price Index City Sales Tax $ Millions 100.0 90.0 80.0 70.0 60.0 50.0 40.0 30.0 57.8 61.3 66.7 74.9 84.5 81.3 20.0 10.0 0.0 Fiscal Year 68 72.4 67.4 80.3 82.9 85.8 City of Tempe 2012-13 Annual Budget Transient Lodging Tax Restrictions Fiscal Year Amount Percent Change Rate of 5% can be increased only by electorate. Of the total amount collected, a portion is pledged to the Tempe Convention and Visitors Bureau (TCVB). Excess unrestricted proceeds are deposited into the General Fund. 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 est. 2012-13 est. $2,034,972 2,413,099 2,784,826 3,201,772 3,439,069 3,534,640 2,811,364 2,512,518 4,351,046 4,477,227 4,647,362 31.8 18.6 15.4 15.0 7.4 2.8 (20.5) (10.6) 73.2 2.9 3.8 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%. On May 2010 voters approved an increase in the tax rate from 3% to 5%. Beginning with FY 2010-11 the amount dedicated to TCVB is $2,000,000 with annual inflationary adjustments thereafter. Assumptions The tax is imposed on businesses who charge for lodging for any period of not more than 30 consecutive days. The steep drop in collections in FY 2009 through FY 2010 is due to the impact of the national and state recessions on local tourism. The large increase in revenue for FY 2011 is primarily reflective of a voter approved 2% increase rather than an increase in lodging structures or occupants. The FY 2012-13 budgeted amount includes the voter approved tax rate increase and assumes a gradual economic recovery. Major Influences: Economy, Competition from Hotels Located in Neighboring Cities, and Consumer Price Index Transient Lodging Tax $ Millions 5.0 4.5 4.0 3.5 3.0 2.5 2.0 1.5 1.0 0.5 64.5%* 65.3%* 68.7%* 70.4%* 69.9%* 66.4%* 56.5%* 55.0%* 59.7%* 60.3%* 61.0%* 5,458 5,458 5,367 5,180 5,502 5,305 5,305 4,632 5,366 5,533 5,305 0.0 Fiscal Year Percent Occupied/Number of Rooms 69 City of Tempe 2012-13 Annual Budget 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 Fiscal Year Assessed Value Collections Collections Amount Change 2002-03 1.35 $7,563,180 $12,675,695 $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 9,287,601 16,430,588 25,718,190 9.4 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 est.* 2012-13 est.* 1.40 1.40 1.40 1.40 1.40 1.79 2.14 9,076,938 10,057,686 10,836,677 11,560,902 12,029,463 12,373,474 13,271,172 16,465,111 20,781,970 23,415,585 24,913,392 21,690,870 21,445,816 23,000,956 25,542,049 30,839,656 34,252,262 36,474,294 33,720,333 33,819,290 36,272,128 (0.7) 12.1 11.1 6.5 (7.6) 0.3 7.3 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, new development, and appreciation of existing property. In FY 2010-11, the City Council adopted a levy based approach versus a rate driven approach for property tax revenue. The levy stabilization policy provided a stable and predictable revenue stream for paying annual property tax supported debt service payments. The combined primary and secondary property tax rate for FY 2012-13 will total $2.14 per $100 assessed valuation, consisting of $0.79 per $100 of the primary assessed valuation for operating and maintenance costs and $1.35 per $100 of secondary assessed valuation to fund principal and interest payments on bonded indebtedness. The primary levy goes to the General Fund and the secondary levy goes to the Debt Service Fund. Major Influences: Development, Assessor Appraisal Methodology, State Policy, Population Growth, and City Policy Regarding Property Tax Rates City Property Tax $ Millions 40.0 35.0 30.0 25.0 20.0 15.0 Secondary Tax Levy 10.0 5.0 Primary Tax Levy 0.0 Amounts reflect estimated receipts Fiscal Year 70 City of Tempe 2012-13 Annual Budget Salt River Project In-Lieu Tax Restrictions Fiscal Year No restrictions on usage. Amount Percent Change 2002-03 $1,110,403 6.6 2003-04 1,093,665 (1.4) 2004-05 1,522,519 39.1 2005-06 1,431,678 (6.0) 2006-07 1,458,614 1.9 2007-08 1,471,815 0.9 2008-09 1,373,964 (6.6) 2009-10 2010-11 1,481,741 1,523,033 7.8 2.8 2011-12 est. 1,502,400 (1.4) 2012-13 est. 1,523,000 1.4 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 are 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 0.4 0.2 25.0%* 25.0%* 25.0%* 25.0%* 25.0%* 25.0%* 25.0%* 25.0%* 25.0%* 25.0%* 25.0%* 1.0 1.1 1.1 1.5 1.4 1.5 1.4 1.3 1.4 1.4 1.4% 0.0 Fiscal Year Percent’s represent the assessment ratio on SRP real property/in-lieu tax revenue 71 City of Tempe 2012-13 Annual Budget State Shared Sales Tax Restrictions Fiscal Year No restrictions on usage. Must be expended for a public purpose. Amount Percent Change 2002-03 $12,405,713 2.1 2003-04 13,345,152 7.6 2004-05 14,695,069 10.1 2005-06 16,810,763 14.4 2006-07 15,758,491 (6.3) 2007-08 15,237,310 (3.3) 2008-09 13,191,255 (13.4) 2009-10 12,167,009 (7.8) 2010-11 12,656,738 4.0 2011-12 est. 12,393,043 (2.1) 2012-13 est. 13,522,980 9.1 Assumptions The state assesses a 6.6% sales tax, of which 0.6% is designated for educational purposes and 1.0% is excluded from revenue sharing as approved at a May 2010 General Election. Cities and towns share in 25% of the remaining collections 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%. 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 decrease in the subsequent year. The four year decreased revenue beginning in FY 2006-07 is reflective of the state recession. Based on the results of the 2010 Census, Tempe’s share of revenue is set at 3.2% for the next five fiscal years, beginning in FY 2011-12. The mixed impacts of improving state sales taxes and a reduced share of the pool results in a slight decline in revenue estimated for FY 2011-12. The large percent change in FY 2012-13 is due to strong revenue increases projected at the State level. 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 6.0 4.0 2.0 316.4* 3.9% 340.5* 3.9% 376.2* 3.9% 439.1* 3.9% 461.0* 3.4% 447.0* 3.4% 0.0 Fiscal Year Total state shared sales tax revenue pool/City’s share of pool 72 385.7* 3.4% 352.2* 3.4% 360.7* 3.4% 380.0* 3.2% 420.0* 3.2% City of Tempe 2012-13 Annual Budget State Shared Vehicle License Tax Restrictions Fiscal Year No restrictions on usage. Must be expended for a public purpose. 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 est. 2012-13 est. Amount Percent Change $6,247,543 6,427,396 6,791,043 7,527,675 6,870,739 19.4 2.9 5.6 10.8 (8.7) 6,655,516 6,024,595 5,560,791 5,424,902 5,008,053 5,361,232 (3.1) (9.5) (7.7) (2.4) (7.7) 7.1 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 2010 Census, this figure declined to 3.2%. The six year decreased revenue from FY 2006-07 through FY 2010-11 is reflective of the state recession. For FY 2011-12, the decline is due to the reduced revenue sharing percentage. The FY 2012-13 growth is based on moderate improvement in State projections. Major Influences: Population (relative to State), State Policy and Auto Sales State Shared Vehicle License Tax $ Millions 8.0 7.0 6.0 5.0 4.0 3.0 6.2 6.4 6.8 7.5 6.9 6.7 2.0 1.0 0.0 Fiscal Year 73 6.0 5.6 5.4 5.0 5.4 City of Tempe 2012-13 Annual Budget State Shared Income Tax Restrictions Fiscal Year No restrictions on usage. Must be expended for a public purpose. Amount Percent Change 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 24,832,128 6.4 2009-10 21,406,004 (13.8) 2010-11 16,137,383 (24.6) 2011-12 est. 13,649,749 (15.4) 2012-13 est. 16,516,196 21.0 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. Under current law, Arizona cities and towns receive 15.0% of the state’s income tax collections from two years prior. The 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. Based on the 2010 Census, the share will be 3.2% for FY 2011-12 to FY 2015-16. The three years of decreased revenue from FY 2009-10 through FY 2011-12 is reflective of the state recession and the two year lag between the calculation and distribution of revenue sharing amounts. The FY 2012-13 growth is based on moderate improvement in State projections. Major Influences: Personal Income, Corporate Net Profits, Population (relative to State) and State Policy State Shared Income Tax $ Millions 30.0 25.0 20.0 15.0 10.0 5.0 23.3 16.9 14.3 14.6 16.6 18.8 24.8 21.4 16.1 0.0 Fiscal Year 74 13.6 16.5 City of Tempe 2012-13 Annual Budget Charges for Services/Cultural and Recreational Restrictions Fiscal Year No restrictions on usage, but intended to defray costs of recreation and social service programs. Amount Percent Change 2002-03 $4,705,619 5.4 2003-04 5,125,630 8.9 2004-05 5,020,389 (2.1) 2005-06 4,971,934 (1.0) 2006-07 5,296,388 6.5 2007-08 6,158,859 16.3 2008-09 6,246,518 1.4 2009-10 5,442,664 (12.9) 2010-11 5,782,604 6.2 2011-12 est. 5,718,416 (1.1) 2012-13 est. 5,834,660 2.0 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 exclude 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, 100% cost recovery, and senior programs, 50% cost recovery; and all Kiwanis Recreation Center classes/programs, 100% cost recovery. Major Influences: Population, Cost Recovery Policy and New Program Development Charges for Services/Recreation and Social Services $ Millions 7.0 6.0 5.0 4.0 3.0 2.0 4.7 5.1 5.0 5.0 6.2 5.3 1.0 0.0 Fiscal Year 75 6.2 5.4 5.8 5.7 5.8 City of Tempe 2012-13 Annual Budget Charges for Services/Development Related Restrictions Fiscal Year Intended to offset costs related to permitting and planning for residential and commercial development in the City, though there are no restrictions on usage. 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 est. 2012-13 est. Amount Percent Change $2,570,757 27.5 2,644,489 3,458,518 5,506,134 5,969,413 6,479,274 5,680,740 4,633,358 3,918,147 4,872,139 3,682,855 2.9 30.8 59.2 8.4 8.5 (12.3) (18.4) (15.4) 24.3 (24.4) Assumptions The annual growth rates shown above reflect the extreme cyclical nature of development. Much of the increase in FY 200203 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 shopping center, 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 and FY 2010-11 dropped further due to a tight credit market and regional oversupply in commercial real estate suppressing the demand for new construction. The FY 2011-12 increase is due primarily to current and projected multifamily residential projects, while the FY 2012-13 projection anticipates a reduction in construction activity. Major Influences: Population, Tax Laws, Economy and Development Charges for Services/Development Related $ Millions 7.0 6.0 5.0 4.0 3.0 2.0 1.0 1,313* $199.6 1,137* $210.5 1,242* $302.2 1,845* $453.6 1,442* $443.6 1,374* $373.6 0.0 1,000* $250.0 Fiscal Year Number of building permits/Valuation ($ in millions) 76 1,106* $377.0 977* $182.9 843* $104.0 1,000* $250.0 900* $190.0 City of Tempe 2012-13 Annual Budget Fines and Forfeitures Restrictions Fiscal Year No restrictions on usage. 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 est. 2012-13 est. Amount Percent Change $5,510,476 5,831,134 6,651,935 20.4 5.8 14.1 9.6 (0.9) 19.4 6.8 (22.7) 6.6 (16.4) 13.3 7,287,717 7,219,328 8,616,319 9,200,997 7,108,900 7,576,495 6,506,825 7,375,168 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 decrease in FY 2011-12 is related to the Council’s decision to discontinue the photo enforcement program. The increase in FY 2012-13 is due to a number of new and revised fines and fees that were adopted as a result of the budget balancing effort. 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 5.5 5.8 6.7 7.3 8.6 7.2 9.2 7.1 2.0 1.0 0.0 Fiscal Year 77 7.6 6.6 7.4 City of Tempe 2012-13 Annual Budget Special Revenue: Ten Year Historical Trends Transit Tax Restrictions Fiscal Year Represents a portion of the City sales tax dedicated by public vote to transit-related purposes, such as bus acquisition and maintenance, connecting bus routes to neighboring cities, bus stop construction, transit planning, and light rail construction. Amount Percent Change 2002-03 $25,140,826 (0.2) 2003-04 26,740,623 6.2 2004-05 28,848,493 7.9 2005-06 32,440,081 12.4 2006-07 34,971,294 7.8 2007-08 32,449,710 (7.2) 2008-09 29,850,942 (8.0) 2009-10 2010-11 27,891,084 29,012,369 (6.6) 4.0 2011-12 est. 29,860,672 2.9 2012-13 est. 30,905,796 3.5 Assumptions The Transit Tax represents 1/2 cent of the 2.0% City Sales Tax. The tax for transit was approved by Tempe voters in September 1996 and became effective January 1, 1997. The FY 2012-13 growth rate reflects moderate improvement in the local economy. Major Influences: Taxable Sales, Population and Consumer Price Index Transit Tax $ Millions 40.0 35.0 30.0 25.0 20.0 15.0 10.0 25.1 26.7 28.8 32.4 35.0 32.4 5.0 0.0 Fiscal Year 78 29.9 27.9 29.0 29.9 30.9 City of Tempe 2012-13 Annual Budget Performing Arts Tax Restrictions Fiscal Year Amount Percent Change Represents a portion of the City sales tax dedicated by public vote for construction and operation of the Performing Arts Center. 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 est. 2012-13 est. $5,010,393 5,279,580 5,768,058 6,480,218 7,007,790 6,820,193 6,158,761 5,749,649 5,979,900 6,159,297 6,374,872 0.1 5.4 9.3 12.3 8.1 (2.7) (9.7) (6.6) 4.0 3.0 3.5 Assumptions The Performing Arts Tax represents 1/10 cent of the 2.0% City Sales Tax. This tax was approved in May 2000 and became effective January 2001. The FY 2012-13 estimate reflects moderate improvement in the local economy. Major Influences: Taxable Sales, Population, and Consumer Price Index Performing Arts Tax $ Millions 8.0 7.0 6.0 5.0 4.0 3.0 2.0 5.0 5.3 5.8 6.5 7.0 6.8 1.0 0.0 Fiscal Year 79 6.2 5.7 6.0 6.2 6.4 City of Tempe 2012-13 Annual Budget Highway User Tax Restrictions Fiscal Year Proceeds can be used only for street and highway purposes including right-of-way acquisition, construction, reconstruction, maintenance, and payment of debt service on highway and street bonds. 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 est. 2012-13 est. Amount Percent Change $10,285,028 10,981,726 12,492,819 11,222,223 11,854,088 4.4 6.8 13.8 (10.2) 5.6 11,387,320 9,945,310 9,422,203 9,503,470 8,082,557 9,101,143 (3.9) (12.7) (5.3) 0.9 (15.0) 12.6 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. HURF revenues are a major source of funding to the state for highway construction, highway maintenance and improvements, and other highway-related expenditures. More than half of the revenue is used for these state purposes. Of the remaining HURF revenue, 27.5% is distributed to cities and towns. Half of this pool amount is distributed based on each city’s 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. The large drop in FY 2011-12 is primarily due to an increase in the state budget allocation of HURF funds for the state Department of Public Safety, which reduces the amount available for other statutory distributions. The FY 2012-13 increase reflects moderate improvement in the state economy. Major Influences: Population, State Statute, Economy and Gasoline Sales Highway User Tax $ Millions 14.0 12.0 10.0 8.0 6.0 10.3 11.0 12.5 11.2 11.9 11.4 4.0 2.0 0.0 Fiscal Year 80 9.9 9.4 9.5 8.1 9.1 City of Tempe 2012-13 Annual Budget Local Transportation Assistance Fund Restrictions Proceeds can be used only for street and highway projects, for any construction or reconstruction in the public rights-ofway as well as transit programs. Fiscal Year Amount 2002-03 2003-04 2004-05 2005-06 2006-07 $870,471 845,814 820,811 798,826 771,039 (3.3) (2.8) (3.0) (2.7) (3.5) 761,513 709,867 416,885 0 0 0 (1.2) (6.8) (41.3) (100.0) 0 0 2007-08 2008-09 2009-10 2010-11 2011-12 est. 2012-13 est. Percent Change 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’s 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. State legislation passed in 2010 diverted current and future distributions of Lottery proceeds to the state General Fund. Major Influences: Population (relative to state) and Lottery Ticket Sales Local Transportation Assistance Fund $ Millions 1.0 0.9 0.8 0.7 0.6 0.5 0.4 0.87 0.85 0.82 0.80 0.77 0.76 0.3 0.71 0.42 0.2 0.1 0.00 0.0 Fiscal Year 81 0.00 0.00 City of Tempe 2012-13 Annual Budget 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 Amount Percent Change Fiscal Year 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 est. 2012-13 est. $1,996,684 2,412,298 2,517,226 5,320,983 3,869,328 1,341,332 1,189,291 1,347,768 3,435,874 2,726,106 4,908,913 Section 8 Housing Grant Amount Percent Change 45.0 20.8 4.3 111.4 (27.3) (65.3) (11.3) 13.3 154.9 (20.7) 80.1 $7,227,890 8,359,523 8,562,338 7,840,074 8,508,012 8,722,976 10,041,342 9,674,069 9,791,085 9,530,164 11,034,342 19.2 15.7 2.4 (8.4) 8.5 2.5 15.1 (3.7) 1.2 (2.7) 15.8 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. The large increase in the FY 2012-13 CDBG amount is due primarily to a reappropriation of unspent funds from prior fiscal years. Major Influences: Federal Policy, Poverty Levels and Population Community Development Block Grant/Section 8 Housing Grant $ Millions 18.0 16.0 14.0 4.9 12.0 10.0 8.0 2.0 2.4 2.5 8.4 8.6 5.3 3.9 7.8 8.5 1.3 6.0 4.0 7.2 8.7 2.0 0.0 Fiscal Year Section 8 Housing Grant Community Development Block Grant 82 1.2 1.3 10.0 9.7 3.4 9.8 2.7 9.5 11.0 City of Tempe 2012-13 Annual Budget Enterprise Revenue: Ten Year Historical Trends Water/Wastewater User Fees Restrictions Fiscal Year Fees can only be used to support the Water/Wastewater enterprise. Amount 2002-03 2003-04 Percent Change 3.0 0.4 $40,903,968 41,081,389 40,696,171 2004-05 2005-06 (0.9) 9.1 44,396,334 46,180,573 2006-07 2007-08 4.0 6.3 49,083,207 52,407,237 2008-09 2009-10 6.8 15.1 60,330,191 67,111,483 2010-11 2011-12 est. 11.2 4.8 70,336,160 75,206,608 2012-13 est. 6.9 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, Rate Policy, Water Consumption Patterns and Weather Water/Wastewater User Fees $ Millions 80.0 70.0 60.0 50.0 40.0 30.0 20.0 40.9 41.1 40.7 44.4 46.2 49.1 10.0 0.0 Fiscal Year 83 52.4 60.3 67.1 70.3 75.2 City of Tempe 2012-13 Annual Budget Solid Waste Fees Restrictions Fiscal Year Used to defray costs of providing solid waste collection and disposal service. Amount 2002-03 Percent Change 5.2 $10,496,774 11,014,949 2003-04 2004-05 4.9 9.4 12,054,563 12,989,827 2005-06 2006-07 7.8 6.4 13,820,128 14,669,542 2007-08 2008-09 6.1 3.1 15,130,988 15,242,801 2009-10 2010-11 0.7 1.1 15,416,283 14,988,732 14,976,722 2011-12 est. 2012-13 est. (2.8) (0.1) 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. Major Influences: Population, Rate Policy, and Commercial Market/Competition Solid Waste Fees $ Millions 18.0 16.0 14.0 12.0 10.0 8.0 6.0 4.0 10.5 11.0 12.1 13.0 14.7 13.8 2.0 0.0 Fiscal Year 84 15.1 15.2 15.4 15.0 15.0 City of Tempe 2012-13 Annual Budget Golf Course Fees Restrictions Revenue is used to defray costs of operating the Rolling Hills and Ken McDonald golf courses. Fiscal Year Rolling Hills Amount Percent Change 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 est. 2012-13 est. $765,776 739,705 720,663 737,699 712,171 694,389 668,736 545,788 523,048 556,145 597,686 Ken McDonald Amount Percent Change (0.2) (3.4) (2.6) 2.4 (3.5) (2.5) (3.7) (18.4) (4.2) 6.3 7.5 $1,083,783 1,061,049 1,025,508 1,012,161 976,892 958,956 971,948 824,027 874,264 1,017,125 969,314 7.7 (2.1) (3.3) (1.3) (3.5) (1.8) 1.4 (15.2) 6.1 16.3 (4.7) Assumptions Revenue from greens fees account for nearly 65% of golf course revenue, with the rest coming from golf cart rentals and lease agreements with the pro shops and restaurant concessionaires. The FY 2012-13 projection assumes both a new rate structure and increased rounds of play resulting from a new golf management contract. Major Influences: Competition from Other Golf Courses, Weather, and City Fee Policy Golf Course Fees $ Millions 2.0 1.8 1.6 1.4 1.2 1.1 1.1 1.0 1.0 1.0 1.0 1.0 1.0 0.8 0.9 0.5 0.5 1.0 1.0 0.6 0.6 0.8 0.6 0.4 0.8 0.7 0.7 0.7 0.7 0.7 0.2 0.7 0.0 Fiscal Year Rolling Hills Ken McDonald 85 City of Tempe 2012-13 Annual Budget This page intentionally left blank. City of Tempe 2012-13 Annual Budget Performance Budget Contents Performance Budget Summary .................................................................................................................................................. 88 Per Capita Performance ............................................................................................................................................................. 89 Performance Benchmarking ....................................................................................................................................................... 90 City Organizational Chart ........................................................................................................................................................... 91 Mayor and Council ..................................................................................................................................................................... 92 City Manager .............................................................................................................................................................................. 94 City Attorney............................................................................................................................................................................... 96 City Clerk.................................................................................................................................................................................... 98 City Court ................................................................................................................................................................................. 100 Community Development ......................................................................................................................................................... 102 Administration/Economic Development ................................................................................................................................ 104 Building Safety...................................................................................................................................................................... 105 Planning ............................................................................................................................................................................... 106 Housing ................................................................................................................................................................................ 107 Community Relations Office ..................................................................................................................................................... 110 Administration/Mayor and Council Staff ................................................................................................................................ 111 Neighborhood Services ........................................................................................................................................................ 112 Communication and Media Relations ................................................................................................................................... 113 Community Services ................................................................................................................................................................ 114 Administration ....................................................................................................................................................................... 115 Library and Cultural Services................................................................................................................................................ 116 Recreation Services ............................................................................................................................................................. 118 Social Services ..................................................................................................................................................................... 119 Diversity Office ......................................................................................................................................................................... 122 Finance and Technology .......................................................................................................................................................... 124 Administration ....................................................................................................................................................................... 125 Finance ................................................................................................................................................................................. 126 Budget / Tax and License ..................................................................................................................................................... 128 Information Technology ........................................................................................................................................................ 130 Fire ........................................................................................................................................................................................... 132 Administration/Fire Prevention.............................................................................................................................................. 133 Emergency/Medical Services ............................................................................................................................................... 134 Training/Professional Development ...................................................................................................................................... 135 Homeland Security/Special Operations ................................................................................................................................ 136 Support Services/Personnel Safety ...................................................................................................................................... 137 Human Resources.................................................................................................................................................................... 138 Tempe Learning Center Office ................................................................................................................................................. 140 Internal Audit Office .................................................................................................................................................................. 142 Police ....................................................................................................................................................................................... 144 Office of the Chief ................................................................................................................................................................. 145 Operations ............................................................................................................................................................................ 146 Support Services .................................................................................................................................................................. 147 Organizational Services ........................................................................................................................................................ 148 Public Works ............................................................................................................................................................................ 150 Administration ....................................................................................................................................................................... 152 Engineering .......................................................................................................................................................................... 153 Field Operations ................................................................................................................................................................... 155 Transportation ...................................................................................................................................................................... 158 Water Utilities ....................................................................................................................................................................... 161 87 City of Tempe 2012-13 Annual Budget Performance Budget Summary As expected from a service oriented organization, personal services or salaries, wages, and benefits comprise 54% or $166.4 million, the largest share of budgeted departmental expenditures. Department Personal Services Contributions, Grants and/or Restricted Revenue Supplies/ Services Capital Outlay Total FY 2012-13 Budget Internal Services Mayor and Council 408,812 29,431 6,000 0 (71,712) 372,531 City Manager 690,476 20,745 107,377 0 (239,673) 578,925 City Attorney 3,006,016 91,899 379,909 0 61,380 3,539,204 City Clerk 386,131 151,000 0 0 24,597 561,728 City Court 2,836,458 535,940 1,214,465 0 419,302 5,006,165 Community Development 8,067,494 3,078,945 15,308,231 4,100 513,798 26,972,569 Community Relations Office 2,026,626 454,264 2,469,547 0 283,194 5,233,631 14,639,510 3,415,427 1,386,565 0 3,462,463 22,903,965 368,438 77,874 0 0 31,121 477,433 Finance and Technology 12,906,167 11,105,024 0 68,020 (17,825,480) 6,253,731 Fire 23,541,792 2,140,969 897,691 84,400 1,529,877 28,194,729 2,472,662 247,556 0 0 (384,068) 391,212 5,540 0 0 26,656 423,408 Police 54,462,771 4,593,728 4,388,104 0 8,754,002 72,198,605 Public Works 39,600,328 82,516,188 175,598 4,993,882 2,855,660 130,141,656 616,681 70,563 0 0 (140,568) 546,676 166,421,574 134,839,629 5,150,402 (650,499) 305,761,106 0 145,285,267 0 0 0 145,285,267 3,855,595 4,522,084 0 0 89,848 8,467,527 0 10,075,000 0 0 0 10,075,000 170,277,169 294,721,980 0 5,150,402 0 0 0 0 124,812,526 124,812,526 $170,277,169 $294,721,980 0 $5,150,402 $124,251,875 $594,401,426 Community Services Diversity Office Human Resources Internal Audit Office Tempe Learning Center Total Departmental Debt Service Non-Departmental Contingencies Total Operating Budget Capital Improvements Total Financial Program 88 (560,651) 2,336,150 469,588,900 City of Tempe 2012-13 Annual Budget Per Capita Performance The citywide budget for FY 2012-13 totals $594.4 million which represents a per capita amount of $3,661.10. The City continues to prioritize the general areas of Public Works and Public Safety accounting for over 75% of the total departmental budgets. FY 2010-11 Actual FY 2011-12 Budget FY 2011-12 Revised FY 2012-13 Budget $1.84 $1.99 $1.99 $2.29 City Manager 1.76 1.74 1.88 3.57 City Attorney 17.66 17.92 18.49 21.80 City Clerk 2.46 5.66 5.86 3.46 City Court 20.92 23.38 21.57 30.83 131.46 169.34 136.46 166.13 16.56 16.99 16.89 32.24 129.73 125.22 120.29 141.07 2.65 2.78 2.81 2.94 34.59 34.45 35.82 38.52 153.06 162.65 155.80 173.66 Human Resources 11.96 12.60 12.95 14.39 Internal Audit Office 2.36 2.50 2.40 2.61 Police 387.34 401.27 381.62 444.69 Public Works 700.68 789.61 763.81 801.58 2.77 3.32 2.84 3.37 $1,617.80 $1,771.42 $1,681.48 $1,883.15 429.54 408.85 399.19 894.86 38.89 35.44 40.36 52.15 0.00 6.17 0.00 62.05 $2,086.23 $2,221.88 $2,121.03 $2,892.21 $298.45 $304.49 $304.49 $768.76 Department Mayor and Council Community Development Community Relations Office Community Services Diversity Office Finance and Technology Fire Tempe Learning Center Total Departmental Per Capita Debt Service Non-Departmental Contingencies Total Operating Per Capita Capital Improvements 89 City of Tempe 2012-13 Annual Budget 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. The City has tracked performance indicators for many years as a means of identifying service trends and communicating results to the public. The City made a commitment to develop a benchmarking program modeled after other successful private and public sector efforts. Taking advantage of much work already done on benchmarking nationally, we utilized consensus benchmarks established by several national programs addressing benchmarking, including the International City/County Management Association (ICMA), the Governmental Accounting Standards Board (GASB) Services Efforts and Accomplishments (SEA) program and the Innovation Group. Tempe’s benchmarking project began in 1984 with its participation in an experimental program coordinated by the Innovation Group, a nonprofit organization serving local government. Benchmarks suggested by Innovation Group were used to gather data 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. A special effort and annual commitment was initiated to enhance the value of performance measurement. To support an emphasis on tracking service outcomes, a consultant annually administers 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 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. At their annual summit designed to elicit strategic planning input to realize a community vision, the City Council identified and prioritized a number of citywide attributes, trends and challenges. Eleven strategic priorities, grouped under three umbrella areas, emerged to guide Tempe over the next three to five years. The Council’s efforts to identify its priorities is supported by a city wide leadership development initiative (Leadership Development Program, LDP) that is re-energizing and re-focusing the workforce on getting the most important things done through people, strategy and operations. The two efforts join to provide a new way of identifying and realizing our community vision. LDP is an organizational system of building strategic, systems-oriented and innovative leaders that focus on aligning top priorities through people, strategy and operations. This initiative is engaging the workforce (at all levels) in defining critical goals that close performance gaps and capture opportunities that align with the City Council’s strategic priorities. As a result, Council strategic priorities are transformed into team-focused high performance. Teams throughout the organization are learning how to execute on these goals through the ™4 Disciplines of Execution. Teams learn to craft measurable goals, act on lead measures that influence goal completion, develop scoreboards to track and measure goal progress and conduct weekly team accountability sessions that keep everyone focused on achieving maximum performance. The City of Tempe’s “Wildly Important Goals” are known as WIGs. These interdepartmental WIGs are creating a clear line of sight on what is organizationally most important. WIGs are italicized and highlighted in gold within the associated departmental performance Budget sections. A list of the City Council’s committees and strategic priorities are listed below and are shown on Page 31 in greater detail. Council Committees and Strategic Priorities Neighborhood and Education Committee Neighborhood Enhancement Education as a Priority Finance and Effective Infrastructure Committee Long-term Financial Sustainability Effective Infrastructure Operational Sustainability and Accountability Implementation Alignment Leverage Technology Economic, Lake, Downtown, and Advanced Transportation Committee Sustainable Economic Development Town Lake Development and Downtown Connectivity Advanced Transportation Infrastructure Regional Leverage This focus on organizational performance 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. 90 City of Tempe 2012-13 Annual Budget City Organizational Chart Residents of Tempe Mayor and City Council City Clerk Brigitta Kuiper brigitta_kuiper@tempe.gov City Attorney City Manager andrew_ching@tempe.gov charlie_meyer@tempe.gov Andrew Ching Charlie Meyer Police City Court MaryAnne Majestic m_majestic@tempe.gov Assistant City Manager Chief of Police Tom Ryff Jeff Kulaga Jeff_Kulaga@tempe.gov tom_ryff@tempe.gov Community Relations Office Fire Fire Chief Greg Ruiz, Interim greg_ruiz@tempe.gov Community Relations Manager Shelley Hearn Finance and Technology Diversity Office ken_jones@tempe.gov rosa_inchausti@tempe.gov Community Development Internal Audit Office Lisa Collins, Interim lisa_collins@tempe.gov barbara_blue@tempe.gov shelley_hearn@tempe.gov Finance and Technology Director Ken Jones Diversity Manager Rosa Inchausti Community Development Director Public Works City Auditor Barbara Blue Tempe Learning Center Public Works Director Don Bessler Organizational Dev Administrator Gretchen Maynard gretchen_maynard@tempe.gov don_bessler@tempe.gov Community Services Community Services Director Kathy Berzins kathy_berzins@tempe.gov Human Resources Human Resources Director Renie Broderick renie_broderick@tempe.gov 91 City of Tempe 2012-13 Annual Budget Mayor and Council Mayor and Council Purpose: To represent residents of the City of Tempe, formulate legislation, and establish City policy. 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 2012-13 Budget Highlights: No change in staffing levels Expenditures by Type Personal Services Supplies and Services Contributions, Grants and/or Restricted Revenue Contributions Internal Services Expenditure Total Per Capita Authorized Personnel Mayor and Council Total 2010-11 Actual $359,324 6,405 2011-12 Budget $374,539 9,931 2011-12 Revised $372,262 9,931 2012-13 Budget $408,812 29,431 0 0 (68,114) $297,615 $1.84 0 0 (61,849) $322,621 $1.99 0 0 (60,339) $321,854 $1.99 6,000 0 (71,712) $372,531 $2.29 2010-11 Actual Full Perm Temp Time FTE FTE 7 7 92 2011-12 Revised Full Perm Temp Time FTE FTE 7 7 2012-13 Budget Full Perm Temp Time FTE FTE 7 7 City of Tempe 2012-13 Annual Budget Related Council Strategic Priority: 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 Measures* Resident satisfaction with the appearance of the City (%) 2010-11 Actual 2011-12 Budget 2011-12 Revised 2012-13 Budget 83 83 83 83 Resident satisfaction with the image of the City (%) 84 84 87 87 Resident satisfaction with how well City planning growth (%) 58 58 60 60 Resident satisfaction with quality of life in the City (%) 84 84 86 86 Resident satisfaction with the feeling of safety in the City (%) 69 69 71 71 Resident satisfaction with the leadership of elected officials (%) 61 61 62 62 Resident satisfaction with the direction the City is heading (%) 66 66 66 66 *Measured by the percent of residents that responded with “Very Satisfied” or “Satisfied” in the annual Community Attitude Survey 93 City of Tempe 2012-13 Annual Budget City Manager City Manager 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. 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 2012-13 Budget Highlights: The approved amount includes the following change: Reduced contracted services ($5,378), consultants ($1,725) and reduced Maricopa Association of Governments budget ($742) Government Relations Officer position was reorganized from Community Relations to the City Manager’s Office Expenditures by Type Personal Services Supplies and Services Contributions, Grants and/or Restricted Revenue Capital Outlay Internal Services Expenditure Total Per Capita Authorized Personnel City Manager Total 2010-11 Actual $535,322 2,186 2011-12 Budget $538,565 1,650 2011-12 Revised $544,077 1,650 2012-13 Budget $690,476 20,745 0 0 (253,387) $284,121 $1.76 0 0 (258,770) $281,445 $1.74 0 0 (241,583) $304,144 $1.88 107,377 0 (239,673) $578,925 $3.57 2010-11 Actual Full Perm Temp Time FTE FTE 4 4 2011-12 Revised Full Perm Temp Time FTE FTE 4 4 2012-13 Budget Full Perm Temp Time FTE FTE 5 5 Related Council Strategic Priority: 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 quality of City services Measures Satisfaction with overall quality of City services* (%) 2010-11 Actual 2011-12 Budget 2011-12 Revised 2012-13 Budget 89 90 90 90 *Measured by the percent of residents that responded with “Very Satisfied” or “Satisfied” in the annual Community Attitude Survey Related Council Strategic Priority: All Council Committees Goal: To establish a highly effective City of Tempe team where employees are valued Objective: To achieve an 80% participation rate of the ePerformance system Measures Employee participation in ePerformance system (%) 94 2010-11 Actual 2011-12 Budget 2011-12 Revised 2012-13 Budget N/A N/A N/A 80 City of Tempe 2012-13 Annual Budget This page intentionally left blank. City of Tempe 2012-13 Annual Budget City Attorney City Attorney Purpose: To facilitate Tempe’s vision through high quality legal services. 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 2012-13 Budget Highlights: No change in staffing levels Expenditures by Type Personal Services Supplies and Services Contributions, Grants and/or Restricted Revenue Capital Outlay Internal Services Expenditure Total Per Capita Authorized Personnel City Attorney Total 2010-11 Actual $2,770,995 55,087 2011-12 Budget $2,796,732 75,639 2011-12 Revised $2,859,349 112,848 2012-13 Budget $3,006,016 91,899 0 560 29,103 $2,855,745 $17.66 0 0 31,744 $2,904,115 $17.92 0 0 24,220 $2,996,417 $18.49 379,909 0 61,380 $3,539,204 $21.80 2010-11 Actual Full Perm Temp Time FTE FTE 23 1.75 23 1.75 96 2011-12 Revised Full Perm Temp Time FTE FTE 23 1.75 23 1.75 2012-13 Budget Full Perm Temp Time FTE FTE 23 1.75 23 1.75 City of Tempe 2012-13 Annual Budget Related Council Strategic Priority: Neighborhood Enhancement and Implementation Alignment Goal: To provide prompt legal services Objective: To achieve a 98% satisfaction rating from departments responding to the Civil Client Satisfaction Survey 2010-11 Actual 98 Measures Departments indicating a positive response to promptness (%) 2011-12 Budget 98 2011-12 Revised 93 2012-13 Budget 98 Related Council Strategic Priority: Operational Sustainability and Accountability and Implementation Alignment Goal: To provide excellent customer service Objective: To target 100% satisfaction rating from departments responding to the Civil Client Satisfaction Survey Measures Departments indicating a positive response to courteous and approachable services (%) 2010-11 Actual 2011-12 Budget 2011-12 Revised 2012-13 Budget 93 100 93 100 Related Council Strategic Priority: Operational Sustainability and Accountability and Implementation Alignment Goal: To provide prompt disposal of DUI cases Objective: To dispose of 100% of DUI cases within 180 days 2010-11 Actual 100 Measures DUI cases disposed of within 180 days (%) 2011-12 Budget 100 2011-12 Revised 100 2012-13 Budget 100 Related Council Strategic Priority: Operational Sustainability and Accountability and Implementation Alignment Goal: To increase victim’s rights satisfaction rating Objective: To achieve a 90% victim’s rights satisfaction rating 2010-11 Actual 80 Measures Victim’s rights satisfaction rating (%) 97 2011-12 Budget 85 2011-12 Revised 90 2012-13 Budget 90 City of Tempe 2012-13 Annual Budget City Clerk City Clerk Purpose: The Tempe City Clerk’s Office promotes public trust in local government by providing objective, accurate and responsive administration of official City records, City Council proceedings, elections and board/commission program. 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 2012-13 Budget Highlights: The approved amount includes the following change: Reduced advertising ($8,000), duplicating ($3,500) and film and recording supplies budgets ($1,250) No change in staffing levels Expenditures by Type Personal Services Supplies and Services Contributions, Grants and/or Restricted Revenue Capital Outlay Internal Services Expenditure Total Per Capita Authorized Personnel City Clerk Total 2010-11 Actual $345,925 28,110 2011-12 Budget $363,402 524,727 2011-12 Revised $410,331 509,486 2012-13 Budget $386,131 151,000 0 0 23,497 $397,532 $2.46 0 0 29,654 $917,783 $5.66 0 0 29,544 $949,361 $5.86 0 0 24,597 $561,728 $3.46 2010-11 Actual Full Perm Temp Time FTE FTE 4 0.58 4 0.58 2011-12 Revised Full Perm Temp Time FTE FTE 4 0.58 4 0.58 2012-13 Budget Full Perm Temp Time FTE FTE 4 0.58 4 0.58 City Clerk Wildly Important Goal (WIG) Related Council Strategic Priority: Operational Sustainability and Accountability and Leverage Technology WIG To establish performance standards for the City Clerk’s office in the areas of public records, elections, agenda preparation, boards and commissions administration, meeting minutes and records management Team WIG To establish office standards from 0 to 6 by December 31, 2013 2010-11 Actual Measures Number of performance standards N/A 2011-12 Budget N/A 2011-12 Revised 1 2012-13 Budget 4 “WIGs” are developed by teams learning to convert Tempe City Council aligned organizational strategy from a static record into disciplined action that achieves top priority goals. See Page 90 for a complete description of the Performance Benchmarking Program. 98 City of Tempe 2012-13 Annual Budget Related Council Strategic Priority: Operational Sustainability and Accountability, Implementation Alignment and Leverage Technology Goal: To keep City staff and appointed officials informed and up-to-date on the legal requirements for public bodies Objective: 1) To provide semi-annual training to Board and Commission appointees and City staff regarding Arizona’s Open Meeting Law, ethics and parliamentary procedure; and 2) prepare reference materials for newly elected officials 2010-11 2011-12 2011-12 2012-13 Actual Budget Revised Budget Measures Training sessions planned N/A N/A N/A 2 Reference materials for newly-elected officials (%) N/A N/A N/A 100 Related Council Strategic Priority: Operational Sustainability and Accountability, Implementation Alignment and Leverage Technology Goal: To establish and maintain an active continuing program to comply with the Arizona public records laws Objective: 1) To process all public records requests accurately and efficiently by routing 100% of incoming public records requests to the correct department and point of contact within one business day; 2) complete 95% of records requests within three business days; and 3) provide training to designated City staff 2010-11 2011-12 2011-12 2012-13 Measures Actual Budget Revised Budget Incoming public records requests to the correct department and point of contact (%) N/A N/A N/A 100 Records requests processed (%) 95 95 95 95 Training session(s) for City staff 1 2 1 1 Related Council Strategic Priority: Implementation Alignment, Leverage Technology and Operational Sustainability and Accountability Goal: To accurately and efficiently administer City of Tempe elections Objective: 1) To cross-train staff on election related duties and streamline availability of election results by utilizing 100% technology to delivery accurate, timely election results to the public, City Council and City staff; and 2) develop 100% written Standard Operating Procedures (SOPs) to gain efficiency and standardize election operations 2010-11 2011-12 2011-12 2012-13 Measures Actual Budget Revised Budget Use of technology (%) N/A N/A N/A 100 Written SOPs (%) N/A N/A N/A 100 99 City of Tempe 2012-13 Annual Budget City Court City Court Criminal Civil 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. 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 2012-13 Budget Highlights: The approved amount includes the following changes: Reduced contracted services ($43,080), public defender fees ($40,000), and bond card printing ($13,000) No change in staffing levels Expenditures by Type Personal Services Supplies and Services Contributions, Grants and/or Restricted Revenue Capital Outlay Internal Services Expenditure Total Per Capita Expenditures by Division City Court - Administration Criminal Civil Expenditure Total Authorized Personnel City Court Total 2010-11 Actual $2,524,782 455,471 2011-12 Budget $2,691,456 666,334 2011-12 Revised $2,525,645 540,474 2012-13 Budget $2,836,458 535,940 0 0 402,859 $3,383,112 $20.92 0 0 429,990 $3,787,780 $23.38 0 0 428,367 $3,494,486 $21.57 1,214,465 0 419,302 $5,006,165 $30.83 2011-12 Budget $1,971,929 726,163 1,089,688 $3,787,780 2011-12 Revised $1,761,614 651,632 1,081,240 $3,494,486 2010-11 Actual $1,630,371 713,384 1,039,357 $3,383,112 2010-11 Actual Full Perm Temp Time FTE FTE 38 4.06 38 4.06 100 2011-12 Revised Full Perm Temp Time FTE FTE 38 4.06 38 4.06 2012-13 Budget $2,822,813 1,037,492 1,145,860 $5,006,165 2012-13 Budget Full Perm Temp Time FTE FTE 38 4.06 38 4.06 City of Tempe 2012-13 Annual Budget Courts Wildly Important Goal (WIG) Related Council Strategic Priority: Operational Sustainability and Accountability WIG To increase single point of resolution for court customers Team WIG To increase cross-trained Court Service Specialists (CSS) from 8% to 100% by December 31, 2012 2010-11 Actual Measures Trained CSS (%) N/A 2011-12 Budget N/A 2011-12 Revised N/A 2012-13 Budget 100 “WIGs” are developed by teams learning to convert Tempe City Council aligned organizational strategy from a static record into disciplined action that achieves top priority goals. See Page 90 for a complete description of the Performance Benchmarking Program. Related Council Strategic Priority: Operational Sustainability and Accountability and Implementation Alignment 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 Total number of filings Total number of dispositions Clearance ratio (%) 2010-11 Actual 99,018 2011-12 Budget 103,000 2011-12 Revised 73,465 2012-13 Budget 72,000 96,484 100,940 83,496 70,500 97 98 113 98 Related Council Strategic Priority: Effective Infrastructure, Leverage Technology, Operational Sustainability, and Implementation Alignment Goal: To improve efficiency and effectiveness in the Tempe Municipal Court system’s collection process Objective: To achieve a 92% collection rate of obligations imposed in a given fiscal year 2010-11 2011-12 Actual Budget Measures 2011-12 Revised 2012-13 Budget Total obligations imposed $14,095,611 $12,316,727 $8,687,809 $8,500,000 Total payments processed $11,029,999 $10,469,218 $10,599,180 $7,789,536 78 85 122 92 Collection rate (%) 101 City of Tempe 2012-13 Annual Budget Community Development Community Development Economic Development Building Safety Planning Housing Purpose: To serve the community and businesses with processes that are smooth, efficient, predictable, and transparent, and services that are both timely and accurate. Description: The Community Development Department serves the Tempe community by planning, marketing and managing land-use, transportation, housing and economic development opportunities. They work to create wealth and investment in the community by promoting a favorable business environment to attract private capital investment and higher-skill, higher-wage jobs, tax revenues and environmental benefits for the City. Also, they seek to provide a spectrum of housing opportunities for the residents of Tempe. FY 2012-13 Budget Highlights: The approved amount includes the following changes: Reduced office rental ($45,684), Maricopa Animal Control budget ($30,000), miscellaneous supplies ($7,000), and contracted services ($4,900) No change in staffing levels 102 City of Tempe 2012-13 Annual Budget Expenditures by Type Personal Services Supplies and Services Contributions, Grants and/or Restricted Revenue Capital Outlay Internal Services Expenditure Total Per Capita 2010-11 Actual $7,424,410 1,276,818 2011-12 Budget $7,516,284 1,695,419 2011-12 Revised $7,275,822 1,606,273 2012-13 Budget $8,067,494 3,078,946 11,644,953 11,727 901,066 $21,258,974 $131.46 15,837,966 6,300 2,383,432 $27,439,401 $169.34 10,943,382 11,585 2,274,396 $22,111,458 $136.46 15,308,231 4,100 513,798 $26,972,569 $166.13 Expenditures by Division Administration/Economic Development Building Safety Planning Housing Expenditure Total 2010-11 Actual $1,380,503 2,282,038 4,916,873 12,679,560 $21,258,974 2011-12 Budget $3,798,158 2,525,781 4,113,533 17,001,929 $27,439,401 2011-12 Revised $3,701,371 2,268,529 3,885,288 12,256,270 $22,111,458 2012-13 Budget $3,436,421 2,922,600 4,557,126 16,056,422 $26,972,569 2010-11 Actual Authorized Personnel Administration/Economic Development Building Safety Planning Housing Total Full Time 7 24 33 18 82 Perm FTE 1.60 1.60 Temp FTE 0.66 3.35 4.01 103 2011-12 Revised Full Time 8 24 30 16 78 Perm FTE 1.60 1.60 Temp FTE 0.66 2.86 3.52 2012-13 Budget Full Time 8 24 30 16 78 Perm FTE 1.60 1.60 Temp FTE 0.66 2.86 3.52 City of Tempe 2012-13 Annual Budget Community Development Administration/Economic Development The Administration Division is responsible for management of all divisions within the department, including Tempe Town Lake administration and oversight of the Community Facilities District. The Economic Development Division works with prospective businesses, coordinates regional and local entities in attracting quality companies, broadens the Tempe tax base, and encourages educational, cultural and recreational opportunities that make for a well-balanced city and contribute to the quality of life. Expenditures by Type Personal Services Supplies and Services Contributions, Grants and/or Restricted Revenue Capital Outlay Internal Services Expenditure Total Per Capita 2010-11 Actual $1,050,845 66,681 2011-12 Budget $944,858 994,571 2011-12 Revised $915,720 1,022,376 2012-13 Budget $937,923 2,517,627 157,912 3,724 101,341 $1,380,503 $8.54 197,419 2,000 1,659,310 $3,798,158 $23.44 153,641 8,200 1,601,434 $3,701,371 $22.84 163,327 0 (182,456) $3,436,421 $21.17 2010-11 Actual Authorized Personnel Administration/Economic Development Total Full Time 7 7 Perm FTE 2011-12 Revised Temp FTE Full Time 8 8 Perm FTE Temp FTE 2012-13 Budget Full Time 8 8 Perm FTE Temp FTE Related Council Strategic Priority: Sustainable Economic Development, Effective Infrastructure and Operational Sustainability and Accountability Goal: To expand, diversify and drive investment in the Tempe economy Objective: To expand the tax base and job market in the community 2010-11 Actual Measures Opportunities to retain Tempe businesses 15 Percent change Jobs generated by new companies 1,440 Percent change New businesses brought to Tempe 10 Percent change Successful business retention and expansions 5 Percent change 2011-12 Budget 2011-12 Revised 2012-13 Budget 30 15 20 100% (50%) 33% 1,500 2,200 1,750 4% 47% (20%) 12 12 12 20% 0% 0% 10 7 7 100% (30%) 0% * Measured by the percent of residents that responded with “Very Satisfied” or “Satisfied” in the annual Community Attitude Survey 104 City of Tempe 2012-13 Annual Budget Community Development Building Safety The Building Safety Division is responsible for helping all of their project partners succeed while protecting public health and safety. They promote sustainable building practices and energy conservation techniques. The division ensures the long term usefulness and safety of all existing and new buildings, thereby maintaining the value of Tempe’s built environment. Expenditures by Type Personal Services Supplies and Services Contributions, Grants and/or Restricted Revenue Capital Outlay Internal Services Expenditure Total Per Capita 2010-11 Actual $1,990,089 27,349 2011-12 Budget $2,182,803 61,850 2011-12 Revised $1,935,755 56,125 2012-13 Budget $2,224,031 66,200 0 0 264,600 $2,282,038 $14.11 0 0 281,128 $2,525,781 $15.59 0 0 276,649 $2,268,529 $14.00 366,082 0 266,287 $2,922,600 $18.00 2010-11 Actual Authorized Personnel Building Safety Total Related Council Strategic Priority: Alignment Full Time 24 24 Perm FTE 2011-12 Revised Temp FTE 0.66 0.66 Full Time 24 24 Perm FTE 2012-13 Budget Temp FTE 0.66 0.66 Full Time 24 24 Perm FTE Temp FTE 0.66 0.66 Operational Sustainability and Accountability, Effective Infrastructure and Implementation 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 2010-11 Actual Measures Building inspections completed within one day of request (%) Plan reviews processed within agreed time frame (%) 2011-12 Budget 100 100 2011-12 Revised 100 2012-13 Budget 100 95 95 94 95 Complete all preliminary site plan reviews by due date (%) 100 95 100 100 Complete and submit all reports to City Clerk on time (%) 100 100 100 100 Customers served within five minutes of arrival (%) 98 100 98 100 Accuracy of front counter activities (%) 94 95 93 95 105 City of Tempe 2012-13 Annual Budget Community Development Planning The Planning Division is responsible for administering the development entitlement process, change or adoption of codes, ordinances and neighborhood plans, facilities and signs. This division is also responsible for historical preservation, transportation planning, project coordination and management for large private sector and City owned projects, and receiving and investigating complaints of all alleged City code violations. Expenditures by Type Personal Services Supplies and Services Contributions, Grants and/or Restricted Revenue Capital Outlay Internal Services Expenditure Total Per Capita 2010-11 Actual $3,190,046 1,094,143 2011-12 Budget $3,241,147 314,470 2011-12 Revised $3,210,554 166,253 2012-13 Budget $3,671,522 294,706 258,959 5,254 368,471 $4,916,873 $30.40 249,575 1,200 307,141 $4,113,533 $25.39 199,575 1,200 307,706 $3,885,288 $23.98 258,489 1,000 331,409 $4,557,126 $28.07 2010-11 Actual Authorized Personnel Planning Total Full Time 33 33 Perm FTE 2011-12 Revised Temp FTE 3.35 3.35 Full Time 30 30 Perm FTE Temp FTE 2.86 2.86 2012-13 Budget Full Time 30 30 Perm FTE Temp FTE 2.86 2.86 Related Council Strategic Priority: Operational Sustainability and Accountability, Effective Infrastructure, and Implementation Alignment 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 35 days or less; 2) close 90% of code enforcement cases received; and 3) achieve a 97% voluntary compliance rate for property owners cited with a code violation 2010-11 Actual Measures Number of days to resolve code violations 2011-12 Budget 2011-12 Revised 2012-13 Budget 35 30 35 35 Code enforcement cases received 4,995 4,913 5,087 5,087 Code enforcement cases closed 4,886 4,810 4,986 4,986 Percent closed 90% 90% 90% 90% Cases per inspector per month 69 68 71 71 Code violation voluntary compliance rate (%) 99 95 97 97 Related Council Strategic Priority: Neighborhood Enhancement, Effective Infrastructure and Operational Sustainability and Accountability Goal: To maintain a desirable residential environment through proactive and reactive enforcement of residential property maintenance codes Objective: 1) To maintain a 30/70 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 23% 2010-11 2011-12 2011-12 2012-13 Actual Budget Revised Budget Measures Ratio between proactive and reactive code responses 30/70 30/70 30/70 30/70 Resident dissatisfaction with the maintenance of private property in their neighborhood* (%) <18 <18 <22 <18 Dissatisfaction of the code enforcement for property maintenance codes (%) <29 <27 <32 <23 *Measured by the percent of residents that responded with “Very Satisfied” or “Satisfied” in the annual Community Attitude Survey 106 City of Tempe 2012-13 Annual Budget Community Development Housing The Housing Division is responsible for all activities funded from the federal Section 8, Community Development Block Grant (CDBG) and HOME funds. Services provided include: Section 8 rental assistance, Section 8 Homeownership program, Family Self-Sufficiency program, Homeownership Down Payment Assistance program, homeless resource coordination, Fair Housing activities and the Home Improvement Program. Expenditures by Type Personal Services Supplies and Services Contributions, Grants and/or Restricted Revenue Capital Outlay Internal Services Expenditure Total Per Capita 2010-11 Actual $1,193,460 88,645 2011-12 Budget $1,147,476 324,528 2011-12 Revised $1,213,793 361,519 2012-13 Budget $1,234,018 200,413 11,302,259 2,749 92,447 $12,679,560 $78.40 15,423,683 3,100 103,142 $17,001,929 $104.93 10,590,166 2,185 88,607 $12,256,270 $75.64 14,520,333 3,100 98,558 $16,056,422 $98.90 2010-11 Actual Authorized Personnel Housing Total Full Time 18 18 Perm FTE 1.60 1.60 2011-12 Revised Temp FTE Full Time 16 16 Perm FTE 1.60 1.60 Temp FTE 2012-13 Budget Full Time 16 16 Perm FTE 1.60 1.60 Temp FTE Related Council Strategic Priority: Neighborhood Enhancement, Effective Infrastructure, and Operational Sustainability and Accountability Goal: To make responsible investments of time, money, and energy that produce a variety of housing opportunities for those most in need while simultaneously strengthening the social, economic, and social character of our neighborhoods Objective: To invest in housing development that allows for maximum long-term affordability while providing alternatives for affordable housing units lost through redevelopment 2010-11 2011-12 2011-12 2012-13 Actual Budget Revised Budget Measures Decent and affordable owner occupied housing units made available 0 5 3 3 Decent and affordable owner rehabilitated occupied housing units made available 4 5 3 3 Related Council Strategic Priority: Neighborhood Enhancement, Effective Infrastructure, and Operational Sustainability and Accountability Goal: To ensure the City’s commitment to meet housing needs Objective: 1) To provide rental subsidies; 2) provide homeless support services across the entire spectrum of need, from homelessness to self-sufficiency, with the continued emphasis on homeless prevention; and 3) provide available, affordable, quality housing stock 2010-11 Actual 100 Measures Rental subsidy assistance/Housing Choice Vouchers (HCV) (%) Family Self-Sufficiency (FSS) program participation and initiatives Families graduated from FSS program Homeless services, resources and outreach Units of Supportive Housing Program (SHP) rental subsidy assistance Grants and programs for affordable housing 107 2011-12 Budget 100 2011-12 Revised 100 2012-13 Budget 100 15 59 23 59 6 6 6 6 402 378 402 300 35 4 35 5 35 4 35 4 City of Tempe 2012-13 Annual Budget Related Council Strategic Priority: Neighborhood Enhancement, Operational Sustainability and Accountability, and Effective Infrastructure, Implementation Alignment 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 2010-11 Actual Measures Households becoming homeowners with HOME funding Families receiving U.S. Department of Housing and Urban Development (HUD) housing counseling 108 2011-12 Budget 2011-12 Revised 2012-13 Budget 10 12 12 10 113 120 120 120 City of Tempe 2012-13 Annual Budget This page intentionally left blank. City of Tempe 2012-13 Annual Budget Community Relations Office Community Relations Office Mayor and Council Staff Communication and Media Relations Neighborhood Services Purpose: To serve the community, elected officials and city departments by delivering Tempe’s message and information to the public. Description: The Community Relations Office is comprised of the Mayor and Council’s Office Staff, Neighborhood Services Division, and Communication and Media Relations Division. FY 2012-13 Budget Highlights: The approved amount includes the following change: Authorized the continuation of a Media Services Production position funding through December ($44,934) 2010-11 Actual $1,960,570 423,729 2011-12 Budget $1,957,616 458,842 2011-12 Revised $1,959,072 445,702 2012-13 Budget $2,026,626 454,264 109,475 2,092 182,511 $2,678,377 $16.56 123,782 0 212,745 $2,752,985 $16.99 123,758 0 208,339 $2,736,871 $16.89 2,469,547 0 283,194 $5,233,631 $32.24 2010-11 Actual 2011-12 Budget 2011-12 Revised 2012-13 Budget $976,871 339,118 1,362,388 $2,678,377 $1,036,155 354,027 1,362,803 $2,752,985 $1,028,109 355,547 1,353,215 $2,736,871 Expenditures by Type Personal Services Supplies and Services Contributions, Grants and/or Restricted Revenue Capital Outlay Internal Services Expenditure Total Per Capita Expenditures by Division Community Relations-Administration/ Mayor and Council Staff Neighborhood Services Communication and Media Relations Expenditure Total 2010-11 Actual Authorized Personnel Community Relations-Administration/ Mayor and Council Staff Neighborhood Services Communication and Media Relations Total Full Time 6 7 11 24 Perm FTE 2011-12 Revised Temp FTE Full Time 0.49 7 8 10 25 0.85 1.34 110 Perm FTE Temp FTE 0.49 0.85 1.34 $3,284,810 415,896 1,532,925 $5,233,631 2012-13 Budget Full Time 6 8 10 24 Perm FTE Temp FTE 0.49 0.85 1.34 City of Tempe 2012-13 Annual Budget Community Relations Office Administration/Mayor and Council Staff The Administration Division coordinates the operations of the Community Relations Department. The Mayor 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. Expenditures by Type Personal Services Supplies and Services Contributions, Grants and/or Restricted Revenue Capital Outlay Internal Services Expenditure Total Per Capita 2010-11 Actual $708,064 97,149 2011-12 Budget $781,972 69,796 2011-12 Revised $778,964 56,656 2012-13 Budget $741,664 24,398 103,736 546 67,376 $976,871 $6.04 114,119 0 70,268 $1,036,155 $6.39 113,345 0 79,144 $1,028,109 $6.35 2,462,134 0 56,614 $3,284,810 $20.23 2010-11 Actual Authorized Personnel Community Relations-Administration/ Mayor and Council Staff Total Full Time 6 6 Perm FTE 2011-12 Revised Temp FTE Full Time 0.49 0.49 7 7 111 Perm FTE 2012-13 Budget Temp FTE Full Time 0.49 0.49 7 7 Perm FTE Temp FTE 0.49 0.49 City of Tempe 2012-13 Annual Budget Community Relations Office 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. Expenditures by Type Personal Services Supplies and Services Contributions, Grants and/or Restricted Revenue Capital Outlay Internal Services Expenditure Total Per Capita 2010-11 Actual $316,953 8,166 2011-12 Budget $326,055 10,981 2011-12 Revised $327,483 10,981 2012-13 Budget $350,215 10,981 0 1,546 12,453 $339,118 $2.10 0 0 16,991 $354,027 $2.18 0 0 17,083 $355,547 $2.19 0 0 54,700 $415,896 $2.56 2010-11 Actual Authorized Personnel Neighborhood Services Total Full Time 7 7 Perm FTE 2011-12 Revised Temp FTE Full Time 8 8 Perm FTE Temp FTE 2012-13 Budget Full Time 8 8 Perm FTE Temp FTE Related Council Strategic Priority: Neighborhood Enhancement, Leverage Technology and Operational Sustainability and Accountability Goal: To preserve and improve neighborhoods by engaging residents in civic life and making government accessible and responsive Objective: 1) To increase participating households by 1%; 2) strengthen a sense of community by collaborating with neighborhood and homeowners’ associations on neighborhood initiated projects, neighborhood association mailings, a listserv and 95% attendance at neighborhood association meetings; 3) return resident contacts within 24 hours, 95% of the time; and 4) provide a 70% single point of call resolution from Tempe 311 2010-11 2011-12 2011-12 2012-13 Actual Budget Revised Budget Measures Participating households 37,948 Percent change 38,485 37,956 38,335 1% 1% (1%) 19 25 27 25 39,192 40,000 60,000 40,000 Neighborhood association meetings attended (percent of total) (%) 97 95 97 95 Resident contact returned in 24 hours (%) 98 95 96 95 Tempe 311 single point of contact resolution (%) 72 80 62 70 Grant applications received Neighborhood association mailings 112 City of Tempe 2012-13 Annual Budget Community Relations Office 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. Expenditures by Type Personal Services Supplies and Services Contributions, Grants and/or Restricted Revenue Capital Outlay Internal Services Expenditure Total Per Capita 2010-11 Actual $935,553 318,414 2011-12 Budget $849,589 378,065 2011-12 Revised $852,625 378,065 2012-13 Budget $934,747 418,885 5,739 0 102,682 $1,362,388 $8.42 9,663 0 125,486 $1,362,803 $8.41 10,413 0 112,112 $1,353,215 $8.35 7,413 0 171,880 $1,532,925 $9.44 2010-11 Actual Authorized Personnel Communication and Media Relations Total Full Time 11 11 Perm FTE Temp FTE 0.85 0.85 2011-12 Revised Full Time 10 10 Perm FTE Temp FTE 0.85 0.85 2012-13 Budget Full Time 10 10 Perm FTE Temp FTE 0.85 0.85 Related Council Strategic Priority: Neighborhood Enhancement, Leverage Technology, and Operational Sustainability and Accountability 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) provide information to the community through newsletters, brochures, press releases and advertising; 3) design and produce high quality informational publications, promotional items and visual graphics for all City departments that reflect the image of Tempe; and 4) provide the City with high quality audio/visual, media production and Tempe 11 television programming services 2010-11 2011-12 2011-12 2012-13 Actual Budget Revised Budget Measures Resident satisfaction with the availability of information about City programs and services* (%) Informational pieces provided Tempe 11 electronic program guide accuracy and playback reliability (%) Tempe 11 produced video packages Video access of public meetings within one working day (%) 70 70 66 70 130 115 130 120 98 98 98 98 108 90 88 90 98 98 98 98 *Measured by the percent of residents that responded with “Very Satisfied” or “Satisfied” in the annual Community Attitude Survey 113 City of Tempe 2012-13 Annual Budget Community Services Community Services Library and Cultural Services Recreation Services Social Services Purpose: To provide quality cultural, recreational, and social services to our residents. Description: The Department’s responsibilities include a full range of public library services, historical/cultural enrichment to Tempe residents, and recreational and social service programs. FY 2012-13 Budget Highlights: No change in staffing levels Expenditures by Type Personal Services Supplies and Services Contributions, Grants and/or Restricted Revenue Capital Outlay Internal Services Expenditure Total Per Capita Expenditures by Division Administration Library and Cultural Services Recreation Services Social Services Expenditure Total 2010-11 Actual $13,454,549 2,908,556 2011-12 Budget $13,929,105 3,366,897 2011-12 Revised $13,375,718 3,214,089 2012-13 Budget $14,639,510 3,415,427 40,340 11,459 4,564,758 $20,979,662 $129.73 11,890 0 2,982,312 $20,290,204 $125.22 0 100 2,900,896 $19,490,803 $120.29 1,386,565 0 3,462,463 $22,903,965 $141.07 2010-11 Actual $2,325,413 6,138,263 6,245,211 6,270,775 $20,979,662 2011-12 Budget $434,854 6,689,159 6,472,237 6,693,954 $20,290,204 2011-12 Revised $406,574 6,378,471 6,238,295 6,467,463 $19,490,803 2012-13 Budget $1,111,639 7,202,311 6,971,009 7,619,006 $22,903,965 2010-11 Actual Authorized Personnel Administration Library and Cultural Services Recreation Services Social Services Total Full Time 2 44 31 40 117 Perm FTE 2.00 1.75 2.25 6.00 Temp FTE 0.52 28.68 65.73 70.76 165.69 114 2011-12 Revised Full Time 2 43 31 40 116 Perm FTE 2.50 1.75 2.25 6.50 Temp FTE 0.52 28.68 65.73 70.76 165.69 2012-13 Budget Full Time 4 42 29 41 116 Perm FTE 3.00 1.25 2.25 6.50 Temp FTE 0.52 24.23 70.18 70.76 165.69 City of Tempe 2012-13 Annual Budget Community Services 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. Expenditures by Type Personal Services Supplies and Services Contributions, Grants and/or Restricted Revenue Capital Outlay Internal Services Expenditure Total Per Capita 2010-11 Actual $265,074 43,990 2011-12 Budget $247,901 56,253 2011-12 Revised $245,808 56,303 2012-13 Budget $363,516 49,803 0 0 2,016,349 $2,325,413 $14.38 0 0 130,700 $434,854 $2.68 0 0 104,463 $406,574 $2.51 3,390 0 694,930 $1,111,639 $6.85 2010-11 Actual Authorized Personnel Administration Total Full Time 2 2 Perm FTE Temp FTE 0.52 0.52 115 2011-12 Revised Full Time 2 2 Perm FTE Temp FTE 0.52 0.52 2012-13 Budget Full Time 4 4 Perm FTE Temp FTE 0.52 0.52 City of Tempe 2012-13 Annual Budget Community Services Library and Cultural Services The Library and Cultural Division’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. In pursuing these goals, the division provides operations and management of several city facilities, including: the Tempe Historical Museum, the Tempe Center for the Arts, the Peterson House Museum, the Elias Rodriquez House, and the Vihel Center for the Arts. Expenditures by Type Personal Services Supplies and Services Contributions, Grants and/or Restricted Revenue Capital Outlay Internal Services Expenditure Total Per Capita 2010-11 Actual $3,948,549 992,522 2011-12 Budget $4,197,866 1,283,133 2011-12 Revised $4,060,067 1,112,275 2012-13 Budget $4,465,008 1,268,426 30,635 1,364 1,165,193 $6,138,263 $37.96 0 0 1,208,160 $6,689,159 $41.28 0 0 1,206,129 $6,378,471 $39.37 270,173 0 1,198,704 $7,202,311 $44.36 2010-11 Actual Authorized Personnel Library and Cultural Services Total Full Time 44 44 Perm FTE 2.00 2.00 Temp FTE 28.68 28.68 2011-12 Revised Full Time 43 43 Perm FTE 2.50 2.50 Temp FTE 28.68 28.68 2012-13 Budget Full Time 42 42 Perm FTE 3.00 3.00 Temp FTE 24.23 24.23 Community Services Wildly Important Goal (WIG) Related Council Strategic Priority: Operational Sustainability and Accountability WIG To have 13 of the 17 Community Services workgroups establish a measurable baseline for customer focus (satisfaction, retention and/or recruitment) by January 1, 2013 Team WIG Library and Cultural Services: To increase repeat museum visits by 10% through regular changes of content to the main exhibit gallery by March 31, 2013 2010-11 2011-12 2011-12 2012-13 Actual Budget Revised Budget Measures Repeat museum visits (%) N/A N/A N/A 10 “WIGs” are developed by teams learning to convert Tempe City Council aligned organizational strategy from a static record into disciplined action that achieves top priority goals. See Page 90 for a complete description of the Performance Benchmarking Program. Related Council Strategic Priority: Leverage Technology, Implementation Alignment, Operational Sustainability and Accountability, and Education as a Priority 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 2010-11 2011-12 2011-12 2012-13 Measures Actual Budget Revised Budget Satisfaction with quality of library services* (%) 84 90 85 90 Library visitors (door count) 819,320 819,320 829,407 830,000 Percent change 0.0% 1.2% 0.0% Registered borrowers 145,764 145,764 145,948 146,000 Circulation 1,001,310 1,001,310 1,015,578 1,050,000 Percent change 0.0% 1.4% 3.4% Public Computer Usage 217,893 217,893 218,912 218,000 Library FTE per 1,000 population 0.22 0.22 0.22 0.28 Circulation per capita 6.19 6.18 6.27 6.47 *Measured by the percent of residents that responded with “Very Satisfied” or “Satisfied” in the annual Community Attitude Survey Note: The FTE staff count includes part-time, temporary staff funded by wage dollars 116 City of Tempe 2012-13 Annual Budget Related Council Strategic Priority: Operational Sustainability and Accountability 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 2010-11 Actual Measures Quantified levels of satisfaction reported by visitors and volunteers on evaluation forms (%) Objects catalogued Visitors to Historical Museum and Peterson House 2011-12 Budget 2011-12 Revised 2012-13 Budget 90 90 90 90 2,297 2,200 6,000 3,000 20,000 22,000 25,000 25,000 Related Council Strategic Priority: Operational Sustainability and Accountability 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) increase current program enrollment levels by 9%; and 3) support arts programming through grants funding of arts organizations and schools 2010-11 Actual Measures Satisfaction reported by attendees and participants on evaluation form (%) Program enrollment 117 2011-12 Revised 2012-13 Budget 88 90 90 90 3,674 4,338 4,100 4,100 18.1% (5.5%) 0.0% $145,000 $150,000 $144,608 $150,000 Percent change Grants provided to art organizations and schools 2011-12 Budget City of Tempe 2012-13 Annual Budget Community Services Department Recreation Services The Recreation Services Division provides for Aquatics, the Kiwanis Recreation Center, Special Events, Special Interest and Boating, Youth and Adult Sports, and Adapted Recreation. Services provided by the Recreation Centers and Programs 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. Expenditures by Type Personal Services Supplies and Services Contributions, Grants and/or Restricted Revenue Capital Outlay Internal Services Expenditure Total Per Capita 2010-11 Actual $4,298,613 1,304,879 2011-12 Budget $4,297,566 1,380,746 2011-12 Revised $4,089,899 1,398,746 2012-13 Budget $4,340,654 1,396,026 9,705 9,813 622,201 $6,245,211 $38.62 11,890 0 782,035 $6,472,237 $39.94 0 100 749,550 $6,238,295 $38.50 455,711 0 778,618 $6,971,009 $42.84 2010-11 Actual Authorized Personnel Recreation Services Total Full Time 31 31 Perm FTE 1.75 1.75 2011-12 Revised Temp FTE 65.73 65.73 Full Time 31 31 Perm Temp FTE FTE 1.75 65.73 1.75 65.73 2012-13 Budget Full Time 29 29 Perm FTE 1.25 1.25 Temp FTE 70.18 70.18 Community Services Wildly Important Goal (WIG) Related Council Strategic Priority: Operational Sustainability and Accountability WIG To have 13 of the 17 Community Services workgroups establish a measurable baseline for customer focus (satisfaction, retention and/or recruitment) by January 1, 2013 Team WIG Recreation Services: To reduce customer complaints relating to online registration by 10% by December 20, 2013 2010-11 Actual Measures Customer complaint reduction (%) N/A 2011-12 Budget N/A 2011-12 Revised 2012-13 Budget N/A 10 “WIGs” are developed by teams learning to convert Tempe City Council aligned organizational strategy from a static record into disciplined action that achieves top priority goals. See Page 90 for a complete description of the Performance Benchmarking Program. Related Council Strategic Priority: Operational Sustainability and Accountability, Neighborhood Enhancement, and Effective Infrastructure Goal: To provide quality recreation services to coordinate the effective use of community parks and recreation resources Objective: 1) To achieve and maintain a resident satisfaction rating for Recreation Services measures that is significantly above the national average (5% - 15%) in the following areas: quality of City recreation centers, swimming pools and programs, recreation programs for youth and recreation programs for adults; 2) collect fees for programs and services at a level based on a percentage of the total budgeted expenditures for recreation services; and 3) maintain and operate recreation programs and facilities at a cost and staffing level, on a per capita basis, that meets the needs of residents 2010-11 2011-12 2011-12 2012-13 Actual Budget Revised Budget Measures Quality of City recreation centers* (%) 76 85 80 80 Quality of City swimming pools and programs* (%) 59 75 60 60 Quality of City recreation programs for youth* (%) 66 75 70 70 Quality of City recreation programs for adults* (%) 66 75 70 70 $38.63 $39.98 $39.98 $39.34 1.85 1.98 1.70 1.70 $2,913,341 $2,936,093 $2,875,227 $2,875,227 48 45 48 48 Operating and Maintenance Cost per capita Recreation Services full-time staff per capita (10,000) Parks and Recreation revenue Program fees as a percent of expenditures (%) *Measured by the percent of residents that responded with “Very Satisfied” or “Satisfied” in the annual Community Attitude Survey 118 City of Tempe 2012-13 Annual Budget Community Services Department Social Services The Social Services Division provides a wide array of services for Tempe youth and families. Activities and services are offered to all age groups to promote positive and healthy lifestyles. Services for youth include preschool programs at the Escalante and West Side Multigenerational Centers, Kid Zone before and after school enrichment program, Teen Zone which encourages youth involvement in positive activities and services, and the Youth Employment Program which promotes strong work values and assists youth in exploring career opportunities. Residents of all ages may participate in State Licensed Counseling and/or Crisis Intervention Services. The Diversion/Probation Program provides a constructive program of case management, assessment, counseling and community service to individuals referred from Tempe City Court. Expenditures by Type Personal Services Supplies and Services Contributions, Grants and/or Restricted Revenue Capital Outlay Internal Services Expenditure Total Per Capita 2010-11 Actual $4,942,313 567,165 2011-12 Budget $5,185,772 646,765 2011-12 Revised $4,979,944 646,765 2012-13 Budget $5,470,332 701,172 0 282 761,015 $6,270,775 $38.78 0 0 861,417 $6,693,954 $41.31 0 0 840,754 $6,467,463 $39.91 657,291 0 790,211 $7,619,006 $46.93 2010-11 Actual Authorized Personnel Social Services Total Full Time 40 40 Perm FTE 2.25 2.25 Temp FTE 70.76 70.76 119 2011-12 Revised Full Time 40 40 Perm FTE 2.25 2.25 Temp FTE 70.76 70.76 2012-13 Budget Full Time 41 41 Perm FTE 2.25 2.25 Temp FTE 70.76 70.76 City of Tempe 2012-13 Annual Budget Community Services Wildly Important Goal (WIG) Related Council Strategic Priority: Operational Sustainability and Accountability WIG To have 13 of the 17 Community Services workgroups establish a measurable baseline for customer focus (satisfaction, retention and/or recruitment) by January 1, 2013 Team WIG Social Services/Diversion: To reduce Adult Diversion Program and Tempe Substance Abuse Screening Services wait list from 8 weeks to 3 weeks by December 31, 2012 2010-11 Actual Measures Decrease by 5 weeks (time between Court time referral to intake)(%) N/A 2011-12 Budget 2011-12 Revised N/A 2012-13 Budget N/A 100 “WIGs” are developed by teams learning to convert Tempe City Council aligned organizational strategy from a static record into disciplined action that achieves top priority goals. See Page 90 for a complete description of the Performance Benchmarking Program. Related Council Strategic Priority: Education as a Priority and Operational Sustainability and Accountability Goal: To provide quality programs that enhance the quality of life of Tempe residents Objective: 1) To achieve a 90% 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 2010-11 Actual 2011-12 Budget 2011-12 Revised 2012-13 Budget Overall customer approval rating for the Escalante Early Education Program (%) 95 90 95 90 Overall customer approval rating for the Escalante Summer Camp Program (%) 93 90 96 90 Measures Related Council Strategic Priority: Operational Sustainability and Accountability and Regional Leverage Goal: 1) To provide the residents of Tempe with quality crisis intervention services, support and referral; and 2) provide comprehensive services to victims of crimes occurring in Tempe Objective: To ensure that a minimum of 85% of the clients served respond favorably to the services provided by Care 7 2010-11 Actual 2011-12 Budget 2011-12 Revised 2012-13 Budget Victims satisfied with services (%) 95 90 85 85 Care 7 clients reporting satisfaction with services (%) 98 90 84 85 Measures Related Council Strategic Priority: Education as a Priority and Operational Sustainability and Accountability 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 target a 90% approval rating from customers and the school community who utilize Kid Zone services; and 2) maintain at least a 90% approval rating on the national accreditation evaluation (Kid Zone) 2010-11 Actual 2011-12 Budget 2011-12 Revised 2012-13 Budget Parent evaluation survey results measures indicate “very satisfied” with the Kid Zone Enrichment Program (%) 94 90 97 90 National accreditation evaluation survey results of “very satisfied” with the Kid Zone Enrichment Program (%) 92 80 98 90 Measures Related Council Strategic Priority: Operational Sustainability and Accountability and Neighborhood Enhancement 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% Measures New program participants Successful program completion (%) 2010-11 Actual 2011-12 Budget 2011-12 Revised 2012-13 Budget 3,570 4,000 3,403 3,750 80 80 82 120 80 City of Tempe 2012-13 Annual Budget This page intentionally left blank. City of Tempe 2012-13 Annual Budget Diversity Office Diversity Office Purpose: To promote a fair, equitable and accessible work environment for City employees, and provide administrative support to the Human Relations Commission. 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 2012-13 Budget Highlights: The approved amount includes the following change: Reduced cell phone charges ($500) No change in staffing levels Expenditures by Type Personal Services Supplies and Services Contributions, Grants and/or Restricted Revenue Capital Outlay Internal Services Expenditure Total Per Capita 2010-11 Actual $330,893 71,416 2011-12 Budget $340,818 78,374 2011-12 Revised $347,641 77,896 2012-13 Budget $368,438 77,874 0 0 25,764 $428,073 $2.65 0 0 30,560 $449,752 $2.78 0 0 29,777 $455,314 $2.81 0 0 31,121 $477,433 $2.94 2010-11 Actual Authorized Personnel Diversity Total Full Time 2 2 Perm FTE 1.25 1.25 Temp FTE 122 2011-12 Revised Full Time 2 2 Perm FTE 1.25 1.25 Temp FTE 2012-13 Budget Full Time 2 2 Perm FTE 1.25 1.25 Temp FTE City of Tempe 2012-13 Annual Budget Related Council Strategic Priority: Operational Sustainability and Accountability 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 70% 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 85% of the time 2010-11 Actual 2011-12 Budget 2011-12 Revised 2012-13 Budget Residents’ satisfaction with overall efforts to promote diversity* N/A 70% 68% 70% Residents’ satisfaction with promotion of inclusiveness** EEOC complaints 60% 3 N/A <3 N/A 3 N/A <3 Successfully remediate employee safe havens/consultations (%) 90 80 80 80 Successfully remediate community concerns/consultations (%) 95 85 85 85 Measures *Measured by the percent of residents that responded with “Very Satisfied” or “Satisfied” in the annual Community Attitude Survey **Question changed in 2011-12 Related Council Strategic Priority: Operational Sustainability and Accountability 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 (%) 2010-11 Actual 2011-12 Budget 2011-12 Revised 2012-13 Budget 95 95 95 95 Related Council Strategic Priority: Operational Sustainability and Accountability Goal: To promote an accessible environment for the City of Tempe workforce and community Objective: 1) To implement one additional program promoting accessibility in the community; and 2) remediate internal and external ADA complaints at least 80% of the time 2010-11 Actual 2011-12 Budget 2011-12 Revised 2012-13 Budget New ADA program completion (1) (%) 95 90 90 90 Successfully remediate community concerns/consultations (%) 95 80 80 80 Measures 123 City of Tempe 2012-13 Annual Budget Finance and Technology Finance and Technology Finance Budget/ Tax and License Information Technology Purpose: To provide excellent financial management and information technology services with integrity, accountability, superior customer service, and low cost. Description: The Finance and Technology Department provides financial management, technology and operational support to the Mayor and City Council, the City Manager, and City departments. Services provided by the Finance division include accounting, cash management, purchasing, payroll, utility billing and collection, and risk management. The Budget/Tax and License division provides budgeting, long-range financial planning, sales tax collection and auditing, and business licensing. The Technology division coordinates all of the City's information and telecommunications systems. FY 2012-13 Budget Highlights: The approved amount includes the following change: Reduced office rental ($350,000), postage ($150,000), communications equipment repair ($20,000), armored car services ($7,000), duplicating ($1,300), awards and recognition ($1,000), miscellaneous supplies ($1,000), and travel expense ($300) No change in staffing levels Expenditures by Type Personal Services Supplies and Services Contributions, Grants and/or Restricted Revenue Capital Outlay Internal Services Expenditure Total Per Capita Expenditures by Division Administration Finance Budget/Tax and License Information Technology Expenditure Total 2010-11 Actual $12,126,774 10,905,099 2011-12 Budget $12,148,183 11,445,672 2011-12 Revised $11,994,635 12,204,022 2012-13 Budget $12,906,167 11,105,024 0 15,270 (17,453,654) $5,593,489 $34.59 0 85,500 (17,797,432) $5,881,923 $34.45 0 89,232 (18,484,531) $5,803,358 $35.82 0 68,020 (17,825,480) $6,253,731 $38.52 2010-11 Actual $101,134 3,895,683 1,596,672 * $5,593,489 2011-12 Budget $139,583 4,073,926 1,668,414 * $5,881,923 2011-12 Revised $81,090 4,029,227 1,693,041 * $5,803,358 2012-13 Budget $137,372 4,290,219 1,826,140 * $6,253,731 *Information Technology costs are 100% allocated to other Departments and Offices through an interactivity process. 2010-11 Actual Authorized Personnel Administration Finance Budget/Tax and License Information Technology Total Full Time 2 44 20 65 131 Perm FTE Temp FTE 0.50 0.50 124 2011-12 Revised Full Time 2 44 20 65 131 Perm FTE 0.50 0.50 Temp FTE 2012-13 Budget Full Time 2 44 20 65 131 Perm FTE 0.50 0.50 Temp FTE City of Tempe 2012-13 Annual Budget Finance and Technology Administration Administration is responsible for the overall management of the department. Expenditures by Type Personal Services Supplies and Services Contributions, Grants and/or Restricted Revenue Capital Outlay Internal Services Expenditure Total Per Capita 2010-11 Actual $286,889 41,959 2011-12 Budget $289,794 79,835 2011-12 Revised $282,471 11,586 2012-13 Budget $294,523 10,586 0 0 (227,714) $101,134 $0.63 0 0 (230,046) $139,583 $0.86 0 0 (212,967) $81,090 $0.50 0 0 (167,737) $137,372 $0.85 2010-11 Actual Authorized Personnel Administration Total Full Time 2 2 Perm FTE 2011-12 Revised Temp FTE Full Time 2 2 Perm FTE 2012-13 Budget Temp FTE Full Time 2 2 Perm FTE Temp FTE Related Council Strategic Priority: Long-term Financial Stability and Operational Sustainability and Accountability 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 2010-11 2011-12 2011-12 2012-13 Actual Budget Revised Budget Measures Administration Fund balance coverage - General Fund (%) General obligation bond rating (Standard & Poor's/Moody’s/Fitch) 26 AA+/Aa1/AAA 125 >20 AA+/Aa1/AAA 28 AA+/Aa1/AAA 25 AA+/Aa1/AAA City of Tempe 2012-13 Annual Budget Finance and Technology Finance The Finance division is comprised of Accounting, Risk Management, Procurement, and Customer Services. Operational functions include all finance, accounting, purchasing, 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 Supplies and Services Contributions, Grants and/or Restricted Revenue Capital Outlay Internal Services Expenditure Total Per Capita 2010-11 Actual $3,661,253 5,687,959 2011-12 Budget $3,759,566 5,473,997 2011-12 Revised $3,630,678 6,289,156 2012-13 Budget $3,855,884 5,487,583 0 3,192 (5,456,721) $3,895,683 $24.09 0 85,500 (5,245,137) $4,073,926 $25.14 0 89,232 (5,979,839) $4,029,227 $24.87 0 68,020 (5,121,268) $4,290,219 $26.42 2010-11 Actual Authorized Personnel Finance Total Full Time 44 44 Perm FTE 0.50 0.50 2011-12 Revised Temp FTE Full Time 44 44 Perm FTE 0.50 0.50 Temp FTE 2012-13 Budget Full Time 44 44 Perm FTE 0.50 0.50 Temp FTE Related Council Strategic Priority: Long-term Financial Stability and Operational Sustainability and Accountability 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 2010-11 Actual 2011-12 Budget 2011-12 Revised 2012-13 Budget Unqualified opinion from independent auditor Yes Yes Yes Yes GFOA Certificate of Excellence Yes Yes Yes Yes Measures Related Council Strategic Priority: Operational Sustainability and Accountability Goal: To pay invoices in a timely manner Objective: To enter vouchers for payment within two weeks of the purchase order dispatch date at least 90% of the time 2010-11 2011-12 2011-12 2012-13 Measures Actual Budget Revised Budget Compare the purchase order dispatch date/invoice date (%) 90 90 90 90 126 City of Tempe 2012-13 Annual Budget Related Council Strategic Priority: Long-term Financial Stability and Operational Sustainability and Accountability 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 2010-11 2011-12 2011-12 Measures Actual Budget Revised Claims investigated within 7 days (%) 10 100 100 Workers’ Compensation claims $1,007,840 Percent change Subrogation recovery totals $230,339 Percent change 2012-13 Budget 100 $1,000,000 $991,499 (0.8%) (0.8%) $1,000,000 0.8% $200,000 $668,307 $200,000 (13.2%) 234.2% (70.1%) Related Council Strategic Priority: Long-term Financial Stability and Operational Sustainability and Accountability 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 85% of lower cost items through annual contracts; and 2) maintain 100% compliance with the American Bar Association Model Procurement Code 2010-11 2011-12 2011-12 2012-13 Actual Budget Revised Budget Measures Lower cost purchases made through annual contracts (%) Conformity to American Bar Association Model Procurement Code (%) 92 85 85 85 100 100 100 100 Related Council Strategic Priority: Operational Sustainability and Accountability 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% 2010-11 Actual Measures 2011-12 Budget 2011-12 Revised 2012-13 Budget Monthly call center reports (average speed answered in seconds) 40 58 58 58 Monthly call center reports (abandoned call rate) (%) 5.0 <5.8 <5.8 <5.8 127 City of Tempe 2012-13 Annual Budget Finance and Technology Budget / Tax and License Budget Office responsibilities include preparation of budget documents, comprehensive financial planning, forecasting, capital improvements program, budget monitoring, benchmarking, and special financial studies. Tax and License receives all City sales tax and licensing revenue and is responsible for issuing sales tax licenses and auditing license holders. Expenditures by Type Personal Services Supplies and Services Contributions, Grants and/or Restricted Revenue Capital Outlay Internal Services Expenditure Total Per Capita 2010-11 Actual $1,670,200 57,942 2011-12 Budget $1,733,022 50,600 2011-12 Revised $1,747,236 62,040 2012-13 Budget $1,844,946 65,600 0 0 (131,470) $1,596,672 $9.87 0 0 (115,208) $1,668,414 $10.29 0 0 (116,235) $1,693,041 $10.45 0 0 (84,406) $1,826,140 $11.25 2010-11 Actual Authorized Personnel Budget/Tax and License Total Full Time 20 20 Perm FTE 2011-12 Revised Temp FTE Full Time 20 20 Perm FTE Temp FTE 2012-13 Budget Full Time 20 20 Perm FTE Temp FTE Related Council Strategic Priority: Operational Sustainability and Accountability Goal: To provide quality customer service to all citywide user departments Objective: To achieve a 95% or higher satisfaction with overall service provided by the Budget Office 2010-11 2011-12 2011-12 Actual Budget Revised Measures Overall satisfaction with service N/A 95% 95% 2012-13 Budget 95% Related Council Strategic Priority: Long-term Financial Stability and Operational Sustainability and Accountability Goal: To encourage taxpayer compliance by conducting cost-effective audits, reviews and investigations with a customer friendly, professional staff that treats member of the business community fairly and equitably by administering the City Code Objective: 1) To achieve an annual sales tax audit cost recovery ratio (audit collections divided by audit costs) of 2.0; 2) to have at least 95% of all audit assessments accepted by taxpayers without protest and prevail in at least 90% of all protests; and 3) to achieve tax audit customer service ratings in the annual Taxpayer Problem Resolution Officer customer surveys of at least 4.5 on a scale of 5, where 4.5 is “good” and 5 is “excellent” 2010-11 Actual 2011-12 Budget 2.86 2.00 2.92 2.00 99 95 97 95 Protested findings upheld (%) 100 90 100 90 Overall customer service rating 4.63 4.50 4.64 4.50 Measures Recovery ratio Non-protested tax audit findings (%) 128 2011-12 Revised 2012-13 Budget City of Tempe 2012-13 Annual Budget Related Council Strategic Priority: Operational Sustainability and Accountability Goal: To produce accurate and timely reports of aggregate privilege tax information Objective: To issue sales tax revenue statistical reports within 4 working days of the close of monthly tax return entry 2010-11 Actual Measures Percent of reports issued within four working days (%) 100 2011-12 Budget 100 2011-12 Revised 2012-13 Budget 100 100 Related Council Strategic Priority: Long-term Financial Stability and Operational Sustainability and Accountability Goal: To post all sales tax returns, payments and applications in a cost effective manner Objective: 1) To enter all sales tax returns received by the monthly deadline (typically the last day of the month) into the sales tax system within three business days of the deadline; and 2) have the lowest ratio of license staff to businesses when comparing to other benchmark cities 2010-11 2011-12 2011-12 2012-13 Actual Budget Revised Budget Measures Percent of returns entered within three business days (%) Percent of License staff to benchmark cities 94 100 82 100 1 : 1.5 1 : 1.5 1 : 1.5 1 : 1.5 Related Council Strategic Priority: Long-term Financial Stability and Operational Sustainability and Accountability Goal: To manage delinquent sales tax accounts through cost-effective collection policies and procedures Objective: 1) To ensure that the accounts receivable balances accurately reflect sales taxes due by maintaining non-filing (NFIL) cases below 5% of total returns due; 2) maintain the average 90 to 120 day unpaid (UNPY) receivable balance cases below 1% of taxes due for that period; and 3) maintain the 150 to 360 receivable balances below .5% of taxes due for that period 2010-11 Actual 2011-12 Budget 2011-12 Revised 2012-13 Budget Percent of average monthly non-filer (%) 4.86 <5 7.74 <5 90 to 120 receivables (%) 0.66 <1 0.86 <1 150 to 360 receivables (%) 0.55 <.5 0.52 <.5 Measures Related Council Strategic Priority: Operational Sustainability and Accountability Goal: To provide consistent, high quality customer service to businesses that are subject to Tempe privilege taxes Objective: To achieve license and collection customer service ratings in the annual Taxpayer Problem Resolution Officer customer surveys of at least 4.5 on a scale of 5, where 4.5 is “good” and 5 is “excellent” Measures Overall customer service rating 129 2010-11 Actual 2011-12 Budget 2011-12 Revised 2012-13 Budget 4.1 4.5 4.2 4.5 City of Tempe 2012-13 Annual Budget Finance and Technology Information Technology Information Technology (IT) 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. IT provides services that include: shared resources, systems, software, and information processing. Expenditures by Type Personal Services Supplies and Services Contributions, Grants and/or Restricted Revenue Capital Outlay Internal Services Expenditure Total Per Capita* 2010-11 Actual $6,508,432 5,117,239 2011-12 Budget $6,365,801 5,841,240 2011-12 Revised $6,334,250 5,841,240 2012-13 Budget $6,910,814 5,541,255 0 12,078 (11,637,749) $0 $71.96 0 0 (12,207,041) $0 $75.34 0 0 (12,175,490) $0 $75.14 0 0 (12,452,069) $0 $76.70 * Based on total budget prior to Internal Services credit. 2010-11 Actual Authorized Personnel Information Technology Total Full Time 65 65 Perm FTE Temp FTE 130 2011-12 Revised Full Time 65 65 Perm FTE Temp FTE 2012-13 Budget Full Time 65 65 Perm FTE Temp FTE City of Tempe 2012-13 Annual Budget Related Council Strategic Priority: Operational Sustainability and Accountability Goal: To provide prompt response to computer system problems Objective: 1) To assure 90% of customers are satisfied or extremely satisfied with Information Technology’s support based upon customer survey tool electronically delivered when a service request is closed; and 2) single point of contact (SPOC) resolution will meet or exceed industry standard established benchmark organizations supporting similar sized user base Measures Customer satisfaction (%) SPOC resolution (%) 2010-11 Actual 2011-12 Budget 2011-12 Revised 2012-13 Budget N/A N/A 98 90 N/A N/A 60 55 Related Council Strategic Priority: Operational Sustainability and Accountability Goal: To minimize system downtime Objective: To average less than 30 milliseconds for PC to server response time during peak traffic load 2010-11 2011-12 2011-12 Measures Actual Budget Revised PC to server response time during peak traffic load (milliseconds) 35 35 5.4 2012-13 Budget 30 Related Council Strategic Priority: Operational Sustainability and Accountability Goal: To provide prompt computer response time Objective: To target 99.93% network access availability for voice and data Measures Network access availability for voice and data (%) 131 2010-11 Actual 2011-12 Budget 2011-12 Revised 2012-13 Budget 99.95 99.95 99.98 99.93 City of Tempe 2012-13 Annual Budget Fire Fire Chief Administration/ Fire Prevention Training/ Professional Development Emergency/ Medical Services Homeland Security/Special Operations Support Services/ Personnel Safety Purpose: To provide for the safety and welfare of the public through preservation of life, property, and the environment. Description: The Fire Department consists of Administration/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. FY 2012-13 Budget Highlights: The approved amount includes the following changes: Authorized CPR classes ($17,000) Reduced medical physical exams budget ($36,618), uniform allowance ($20,000), equipment ($9,000), and fire hose and nozzle budget ($8,000) No change in staffing levels Expenditures by Type Personal Services Supplies and Services Contributions, Grants and/or Restricted Revenue Capital Outlay Internal Services Expenditure Total Per Capita Expenditures by Division Administration/Fire Prevention Emergency/Medical Services Training/Professional Development Homeland Security/Special Operations Support Services/Personnel Safety Total 2010-11 Actual $21,108,224 2,152,084 2011-12 Budget $22,488,233 2,418,358 2011-12 Revised $21,619,825 2,175,558 2012-13 Budget $23,541,792 2,140,969 41,464 217,661 1,233,438 $24,752,871 $153.06 36,500 93,400 1,317,783 $26,354,274 $162.65 28,900 71,400 1,348,478 $25,244,161 $155.80 897,691 84,400 1,529,877 $28,194,729 $173.66 2010-11 Actual $3,171,052 18,523,722 394,530 422,687 2,230,880 $24,752,871 2011-12 Budget $3,536,964 19,579,095 513,655 527,903 2,196,657 $26,354,274 2011-12 Revised $3,295,345 18,887,638 485,443 510,212 2,065,523 $25,244,161 2012-13 Budget $3,458,673 20,473,878 550,368 1,294,203 2,412,607 $28,194,729 2010-11 Actual Authorized Personnel Administration/Fire Prevention Emergency/Medical Services Training/Professional Development Homeland Security/Special Operations Support Services/Personnel Safety Total Full Time 20 150 3 3 5 181 Perm FTE Temp FTE 1.00 1.00 132 2011-12 Revised Full Time 20 150 3 3 5 181 Perm FTE 1.00 1.00 Temp FTE 2012-13 Budget Full Time 20 150 3 3 5 181 Perm FTE 1.00 1.00 Temp FTE City of Tempe 2012-13 Annual Budget Fire Administration/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. Expenditures by Type Personal Services Supplies and Services Contributions, Grants and/or Restricted Revenue Capital Outlay Internal Services Expenditure Total Per Capita 2010-11 Actual $2,137,006 364,606 2011-12 Budget $2,360,120 454,428 2011-12 Revised $2,266,989 220,128 2012-13 Budget $2,460,434 166,510 0 0 669,440 $3,171,052 $19.61 0 0 722,416 $3,536,964 $21.83 0 0 808,228 $3,295,345 $20.34 59,013 0 772,716 $3,458,673 $21.30 2010-11 Actual Authorized Personnel Administration/Fire Prevention Total Full Time 20 20 Perm FTE 2011-12 Revised Temp FTE Full Time 20 20 Perm FTE Temp FTE 2012-13 Budget Full Time 20 20 Perm FTE Temp FTE Fire Wildly Important Goal (WIG) Related Council Strategic Priority: Operational Sustainability and Accountability WIG To increase fleet readiness from a 1.6 level to a 4.5 level by October 31, 2013 Team WIG To use 1) HOLT (Hands on Labor Time), 2) Service Interval (Engine Hours), 3) On Shop Time, 4) Monthly On Time, and 5) Reserves Available as lead measures to accomplish WIG by October 31, 2013 2010-11 Actual Measures Fleet readiness level N/A 2011-12 Budget N/A 2011-12 Revised 2012-13 Budget N/A 4.5 “WIGs” are developed by teams learning to convert Tempe City Council aligned organizational strategy from a static record into disciplined action that achieves top priority goals. See Page 90 for a complete description of the Performance Benchmarking Program. Related Council Strategic Priority: Neighborhood Enhancement and Operational Sustainability and Accountability 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 2010-11 Actual 9.46 2011-12 Budget 9.45 2011-12 Revised 9.44 Non-Firefighters per capita (10,000) 1.73 1.79 1.73 1.73 Fire Stations per square mile 0.15 0.15 0.15 0.15 Resident satisfaction with the quality of local fire service* (%) 90 92 88 90 Daily minimum firefighter staffing level 42 42 42 42 Measures Firefighters per capita (10,000) 2012-13 Budget 9.42 *Measured by the percent of residents that responded with “Very Satisfied” or “Satisfied” in the annual Community Attitude Survey 133 City of Tempe 2012-13 Annual Budget Fire 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. Expenditures by Type Personal Services Supplies and Services Contributions, Grants and/or Restricted Revenue Capital Outlay Internal Services Expenditure Total Per Capita 2010-11 Actual $17,709,207 695,589 2011-12 Budget $18,634,446 824,649 2011-12 Revised $17,965,894 830,344 2012-13 Budget $19,537,545 795,324 32,514 96,412 0 $18,523,722 $114.54 26,600 93,400 0 $19,579,095 $120.84 20,000 71,400 0 $18,887,638 $116.57 61,609 84,400 0 $20,478,878 $126.14 2010-11 Actual Authorized Personnel Emergency/Medical Services Total Full Time 150 150 Perm FTE 2011-12 Revised Temp FTE Full Time 150 150 Perm FTE Temp FTE 2012-13 Budget Full Time 150 150 Perm FTE Temp FTE Related Council Strategic Priority: Neighborhood Enhancement and Operational Sustainability and Accountability Goal: To provide efficient response to fire, medical, hazardous materials, and rescue emergencies Objective: To respond to safe emergency responses under 4:15 minutes 2010-11 Actual 2011-12 Budget 4:11 4:25 4:10 4:10 74 70 76 76 Total response time at the 90 percentile** 7:25 N/A 7:20 7:20 Calls per capita (1,000) 127 111 133 132 (12.6%) (19.8%) (0.0%) Measures Average emergency response time in minutes (from call receipt to arrival in minutes)* Percent of emergency responses taking 5.0 minutes or less (%) th Percent change *Calls do not include alarm processing time **Calls include alarm processing time 134 2011-12 Revised 2012-13 Budget City of Tempe 2012-13 Annual Budget Fire 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. Expenditures by Type Personal Services Supplies and Services Contributions, Grants and/or Restricted Revenue Capital Outlay Internal Services Expenditure Total Per Capita 2010-11 Actual $362,054 32,476 2011-12 Budget $443,445 70,210 2011-12 Revised $408,673 76,770 2012-13 Budget $448,937 80,710 0 0 0 $394,530 $2.44 0 0 0 $513,655 $3.17 0 0 0 $485,443 $3.00 20,721 0 0 $550,368 $3.39 2010-11 Actual Authorized Personnel Training/Professional Development Total Full Time 3 3 Perm FTE Temp FTE 2011-12 Revised Full Time 3 3 Perm FTE Temp FTE 2012-13 Budget Full Time 3 3 Perm FTE Temp FTE Related Council Strategic Priority: Operational Sustainability and Accountability 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 2010-11 2011-12 2011-12 2012-13 Measures Actual Budget Revised Budget Companies completing minimum standards evaluations (%) 100 100 100 100 Annual percentage of firefighter injuries (%) 17 135 22 17 17 City of Tempe 2012-13 Annual Budget Fire 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. Expenditures by Type Personal Services Supplies and Services Contributions, Grants and/or Restricted Revenue Capital Outlay Internal Services Expenditure Total Per Capita 2010-11 Actual $378,851 34,886 2011-12 Budget $473,006 44,997 2011-12 Revised $456,280 44,997 2012-13 Budget $492,858 44,997 8,950 0 0 $422,687 $2.61 9,900 0 0 $527,903 $3.26 8,900 0 35 $510,212 $3.15 756,348 0 0 $1,294,203 $7.97 2010-11 Actual Authorized Personnel Homeland Security/Special Ops Total Full Time 3 3 Perm FTE Temp FTE 136 2011-12 Revised Full Time 3 3 Perm FTE Temp FTE 2012-13 Budget Full Time 3 3 Perm FTE Temp FTE City of Tempe 2012-13 Annual Budget Fire 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. Expenditures by Type Personal Services Supplies and Services Contributions, Grants and/or Restricted Revenue Capital Outlay Internal Services Expenditure Total Per Capita 2010-11 Actual $521,106 1,024,527 2011-12 Budget $577,216 1,024,074 2011-12 Revised $521,989 1,003,319 2012-13 Budget $602,018 1,053,428 0 121,249 563,998 $2,230,880 $13.79 0 0 595,367 $2,196,657 $13.56 0 0 540,215 $2,065,523 $12.75 0 0 757,161 $2,412,607 $14.86 2010-11 Actual Authorized Personnel Support Services/Personnel Safety Total Related Council Strategic Priority: Full Time 5 5 Perm FTE 1.00 1.00 2011-12 Revised Temp FTE Full Time 5 5 Perm FTE 1.00 1.00 Temp FTE 2012-13 Budget Full Time 5 5 Perm FTE 1.00 1.00 Temp FTE Operational Sustainability and Accountability Goal: To conduct progressive maintenance, inspections, service work, and major and minor repairs of all fire apparatus Objective: 1) To maintain preventive maintenance inspections; and 2) target 100% maintenance completion within the preventive maintenance (PM) schedule 2010-11 Actual Measures Preventive maintenance inspections 230 Percent change Completed within PM schedule (%) 79 137 2011-12 Budget 2011-12 Revised 2012-13 Budget 276 230 288 20% (17%) 25% 100 79 100 City of Tempe 2012-13 Annual Budget Human Resources Human Resources 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. Description: The Human Resources Department is responsible for Administration, Classification/Compensation and Recruitment/Testing, and Employee Benefits and Services. 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 2012-13 Budget Highlights: The approved amount includes the following change: Reduced unemployment claims budget ($17,512) No change in staffing levels Expenditures by Type Personal Services Supplies and Services Contributions, Grants and/or Restricted Revenue Capital Outlay Internal Services Expenditure Total Per Capita 2010-11* Actual $2,115,150 252,926 2011-12* Budget $2,127,830 270,668 2011-12 Revised $2,205,403 199,362 2012-13 Budget $2,472,662 247,556 0 0 (433,263) $1,934,813 $11.96 0 0 (357,320) $2,041,178 $12.60 0 0 (307,128) $2,097,637 $12.95 0 0 (384,068) $2,336,150 $14.39 Figures for the FY 2010-11 Actual and FY 2011-12 Budget include expenditures for the Tempe Learning Center, which was a part of the Human Resources Department during that time period. 2010-11 Actual Authorized Personnel Human Resources Total Full Time 17 17 Perm FTE Temp FTE 138 2011-12 Revised Full Time 17 17 Perm FTE Temp FTE 2012-13 Budget Full Time 17 17 Perm FTE Temp FTE City of Tempe 2012-13 Annual Budget Related Council Strategic Priority: Operational Sustainability and Accountability and Sustainable Economic Development Goal: To strive to retain a stable workforce Objective: To maintain an annual turnover rate of less than 7.5% Measures Employee turnover rate (%) 2010-11 Actual 2011-12 Budget 2011-12 Revised 2012-13 Budget 6.4 <9.0 6.6 7.5 Related Council Strategic Priority: Operational Sustainability and Accountability and Sustainable Economic Development Goal: To minimize the escalating costs of providing employee health benefits Objective: To maintain an annual medical plan cost increase of less than 10%; and 2) maintain 92% employee participation rate in the City’s Wellness Program 2010-11 Actual 2011-12 Budget 2011-12 Revised 2012-13 Budget Medical plan cost increase (%) N/A N/A 10 8 Wellness program participation (%) N/A N/A 90 92 Measures Related Council Strategic Priority: Operational Sustainability and Accountability and Sustainable Economic Development Goal: To ensure that the City of Tempe attracts and maintains the best performing employees Objective: To facilitate a fair and extensive internal and external recruitment process that averages 45 applicants per recruitment Measures Applicants per recruitment 2010-11 Actual 2011-12 Budget 2011-12 Revised 2012-13 Budget N/A N/A 43 45 Related Council Strategic Priority: Operational Sustainability and Accountability and Sustainable Economic Development Goal: To maintain an employee accountability and professional development system that facilitates setting performance goals and providing continuous, constructive feedback to employees Objective: To actively engage 100% of City of Tempe employees in the ePerformance System as demonstrated through eLog and ePlan utilization 2010-11 Actual N/A Measures Employee participation (%) 2011-12 Budget N/A 2011-12 Revised 80 2012-13 Budget 100 Related Council Strategic Priority: Operational Sustainability and Accountability and Sustainable Economic Development Goal: To attract and retain a diverse and inclusive workforce at all levels of the City organization Objective: To strive to match the City’s workforce demographics to 75% of the eight minority categories recorded in the City’s census data 2010-11 Actual N/A Measures Workforce within two points of eight categories ($) 139 2011-12 Budget N/A 2011-12 Revised 80 2012-13 Budget 100 City of Tempe 2012-13 Annual Budget Tempe Learning Center Office Internal Audit Tempe Learning Center Office Description: 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 2012-13 Budget Highlights: No change in staffing levels Expenditures by Type Personal Services Supplies and Services Contributions, Grants and/or Restricted Revenue Capital Outlay Internal Services Expenditure Total Per Capita 2010-11 Actual $566,404 21,951 2011-12 Budget $600,182 70,563 2011-12 Revised $545,331 47,605 2012-13 Budget $616,681 70,563 0 0 (140,728) $447,627 $2.77 0 0 (132,568) $538,177 $3.32 0 0 (132,355) $460,581 $2.84 0 0 (140,568) $546,676 $3.37 2010-11 Actual Authorized Personnel Tempe Learning Center Total Full Time 3 3 Perm FTE 2011-12 Revised Temp FTE Full Time 3 3 Perm FTE Temp FTE 2012-13 Budget Full Time 3 3 Perm FTE Temp FTE Tempe Learning Center Wildly Important Goal (WIG) Related Council Strategic Priority: Operational Sustainability and Accountability and Implementation Alignment WIG To transition the organizational culture from reactive compliance to proactive leadership by 2015 through the implementation of LDP* Team WIG To increase the number of teams that successfully adopt the Four Disciplines of Execution operating system from current (53 teams) to a minimum of one active** team in every department and office by December 31, 2012. 2010-11 Actual Measures Active teams in citywide departments/offices(%) N/A 2011-12 Budget N/A 2011-12 Revised N/A 2012-13 Budget 100 * Leadership Development Program, a system that builds strategic, systems oriented and innovative leaders who align top priorities and execute high performance through people, strategy and operations. ** Active = those teams practicing the 4D methodology with consistency and discipline. “WIGs” are developed by teams learning to convert Tempe City Council aligned organizational strategy from a static record into disciplined action that achieves top priority goals. See Page 90 for a complete description of the Performance Benchmarking Program. 140 City of Tempe 2012-13 Annual Budget Related Council Strategic Priority: Operational Sustainability and Accountability, Education as a Priority and Sustainable Economic Development Goal: To utilize learning to support the City’s mission, values, strategic initiatives and develop a stable, capable workforce Objective: 1) To maintain an 85% knowledge, skills improvement rate among participants; and 2) obtain a 95% successful completion rate for all courses with each education partnership degree program 2010-11 Actual 2011-12 Budget 2011-12 Revised 2012-13 Budget Participants who rated improved knowledge, skills and competence as a result of TLC training and development programming (%) 87 85 85 85 Education partnership participants who successfully completed assigned classes (%) 84 90 90 90 Measures 141 City of Tempe 2012-13 Annual Budget Internal Audit Office Internal Audit Office 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. 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 2012-13 Budget Highlights: No change in staffing levels Expenditures by Type Personal Services Supplies and Services Contributions, Grants and/or Restricted Revenue Capital Outlay Internal Services Expenditure Total Per Capita 2010-11 Actual $354,132 6,924 2011-12 Budget $380,471 5,540 2011-12 Revised $363,828 5,540 2012-13 Budget $391,212 5,540 0 2,523 17,976 $381,555 $2.36 0 0 19,491 $405,502 $2.50 0 0 19,445 $388,813 $2.40 0 0 26,656 $423,408 $2.61 2010-11 Actual Authorized Personnel Internal Audit Total Full Time 3 3 Perm FTE 2011-12 Revised Temp FTE 0.45 0.45 Full Time 3 3 Perm FTE Temp FTE 0.45 0.45 2012-13 Budget Full Time 3 3 Perm FTE Temp FTE 0.45 0.45 Related Council Strategic Priority: Long-term Financial Sustainability and Operational Sustainability and Accountability 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 2010-11 Actual 92 Measures Support of recommendations (%) 2011-12 Budget 95 2011-12 Revised 95 2012-13 Budget 95 Response to management’s requests (%) 100 100 100 100 Maintenance of the contract database (%) 95 95 95 95 142 City of Tempe 2012-13 Annual Budget This page intentionally left blank. City of Tempe 2012-13 Annual Budget Police Police Office of the Chief Support Services Operations Organizational Services Purpose: To partner with the residents of Tempe to improve the quality of life in our City by identifying and resolving public safety concerns. Description: The Police Department consists of the following divisions: Office of the Chief, Operations, Support Services, and Organizational Services. 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. FY 2012-13 Budget Highlights: The approved amount includes the following change: Authorized three full-time dispatchers for the Communications Bureau ($185,577) and eliminated a full- time Detention Administrator and overtime ($129,512) Expenditures by Type Personal Services Supplies and Services Contributions, Grants and/or Restricted Revenue Capital Outlay Internal Services Expenditure Total Per Capita Expenditures by Division Office of the Chief Operations Support Services Organizational Services Total 2010-11 Actual $50,311,310 4,386,703 2011-12 Budget $50,674,330 5,419,919 2011-12 Revised $49,308,246 4,380,606 2012-13 Budget $54,462,771 4,593,728 60,191 113,820 7,768,542 $62,640,566 $387.34 60,191 0 8,863,845 $65,018,285 $401.27 34,996 508 8,110,635 $61,834,991 $381.62 4,388,104 0 8,754,002 $72,198,605 $444.69 2010-11 Actual $1,707,942 45,501,242 7,983,085 7,448,297 $62,640,566 2011-12 Budget $2,423,101 45,656,941 8,297,279 8,640,964 $65,018,285 2011-12 Revised $1,534,840 45,334,273 7,777,427 7,188,451 $61,834,991 2012-13 Budget $2,225,583 $53,090,366 8,929,593 7,953,063 $72,198,605 2010-11 Actual Authorized Personnel Office of the Chief Operations Support Services Organizational Services Total Full Time 4 345 96 48 493 Perm FTE Temp FTE 4.55 1.00 0.70 6.25 144 2011-12 Revised Full Time 4 340 96 48 488 Perm FTE Temp FTE 4.55 1.00 0.70 6.25 2012-13 Budget Full Time 4 340 98 48 490 Perm FTE Temp FTE 4.55 1.00 0.70 6.25 City of Tempe 2012-13 Annual Budget Police 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; and (2) continually builds partnerships with the residents and the business community. Expenditures by Type Personal Services Supplies and Services Contributions, Grants and/or Restricted Revenue Capital Outlay Internal Services Expenditure Total Per Capita 2010-11 Actual $729,085 7,902 2011-12 Budget $712,450 7,568 2011-12 Revised $602,661 5,440 2012-13 Budget $670,617 7,568 0 0 970,955 $1,707,942 $10.56 0 0 1,703,083 $2,423,101 $14.95 0 0 926,739 $1,534,840 $9.47 0 0 1,547,398 $2,225,583 $13.71 2010-11 Actual Authorized Personnel Office of the Chief Total Full Time 4 4 Perm FTE 2011-12 Revised Temp FTE Full Time 4 4 Perm FTE Temp FTE 2012-13 Budget Full Time 4 4 Perm FTE Temp FTE Related Council Strategic Priority: Neighborhood Enhancement and Operational Sustainability and Accountability Goal: To provide quality police services to the Tempe community Objective: To maintain a minimum of 80% of resident satisfaction with the overall quality of local police services 2010-11 2011-12 2011-12 Actual Budget Revised Measures Overall quality of local police services* (%) 81 80 2012-13 Budget 81 80 *Measured by the percent of residents that responded with “Very Satisfied” or “Satisfied” in the annual Community Attitude Survey Related Council Strategic Priority: Neighborhood Enhancement and Operational Sustainability and Accountability Goal: To suppress crime and promote the safety of the Tempe community Objective: 1) To maintain a minimum of 70% of resident satisfaction with city efforts to prevent crime; and 2) reduce overall Part I crime by 5% 2010-11 2011-12 2011-12 2012-13 Actual Budget Revised Budget Measures City efforts to prevent crime* (%) 64 Part I Crime Percent change 70 65 70 9,538 8,552 9,061 8,608 (.65%) (7%) (5%) (5%) *Measured by the percent of residents that responded with “Very Satisfied” or “Satisfied” in the annual Community Attitude Survey Related Council Strategic Priority: Neighborhood Enhancement and Operational Sustainability and Accountability Goal: To ensure Tempe residents feel safe Objective: 1) To maintain a minimum of 70% of resident satisfaction with feelings of neighborhood safety; and 2) maintain a minimum of 70% of resident satisfaction with feelings of city safety 2010-11 2011-12 2011-12 2012-13 Actual Budget Revised Budget Measures Feelings of neighborhood safety* (%) 70 70 71 70 Feelings of city safety* (%) 69 70 71 70 *Measured by the percent of residents that responded with “Very Satisfied” or “Satisfied” in the annual Community Attitude Survey 145 City of Tempe 2012-13 Annual Budget Police Operations The Operations Division is comprised of North Patrol, South Patrol, Central City, Traffic, Criminal Investigations, and Special Investigations. 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; (6) provide crime prevention and community education programs to the public, (7) investigate and report incidents of crime; (8) investigate and report motor vehicle accidents; (9) investigate and clear Part 1 and Part II crimes against persons and property; (10) investigate and prevent traffic accidents; (11) develop selective enforcement programs against special or increasing crime problems; and (12) provide specialty services including Mounted and K-9 functions. Expenditures by Type Personal Services Supplies and Services Contributions, Grants and/or Restricted Revenue Capital Outlay Internal Services Expenditure Total Per Capita 2010-11 Actual $38,348,923 1,072,380 2011-12 Budget $38,562,967 920,884 2011-12 Revised $37,903,774 1,165,256 2012-13 Budget $41,559,075 983,400 60,191 109,805 5,909,943 $45,501,242 $281.36 60,191 0 6,112,899 $45,656,941 $281.78 34,996 0 6,230,247 $45,334,273 $279.79 4,307,092 0 6,240,799 $53,090,366 $327.00 2010-11 Actual Authorized Personnel Operations Total Full Time 345 345 Perm FTE 2011-12 Revised Temp FTE 4.55 4.55 Full Time 340 340 Perm FTE Temp FTE 4.55 4.55 2012-13 Budget Full Time 340 340 Perm FTE Temp FTE 4.55 4.55 Related Council Strategic Priority: Neighborhood Enhancement and Operational Sustainability and Accountability Goal: To effectively investigate and clear criminal cases Objective: 1) To maintain a violent crime clearance rate above 41.1% (the clearance rate for the state); and 2) maintain a property crime clearance rate above 17.6% (the clearance rate for the state) 2010-11 2011-12 2011-12 2012-13 Actual Budget Revised Budget Measures Violent crime clearance rate (%) 45.2 42.0 43.5 44.0 Property crime clearance rate (%) 17.8 19.0 18.4 18.0 Related Council Strategic Priority: Neighborhood Enhancement and Operational Sustainability and Accountability Goal: To effectively manage our police resources to meet the needs of the community Objective: To efficiently manage resources to meet the needs of Tempe residents with 2.1 sworn FTEs and 0.93 non-sworn FTEs per capita (1,000) 2010-11 2011-12 2011-12 2012-13 Actual Budget Revised Budget Measures Sworn FTE’s per Capita (1,000) 2.1 2.1 2.1 2.1 Non-Sworn FTE’s per Capita (1,000) 0.93 0.93 0.93 0.93 146 City of Tempe 2012-13 Annual Budget Police Support Services The Support Services Division is comprised of Communications, Records, Identification, Property, and the Office of Management, Budget and Research. 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) provide planning and research information; (5) administer departmental operating and capital improvement budgets; (6) gather and report intelligence information; and (7) serve as the central tactical crime analysis and intelligence entity within the department. Expenditures by Type Personal Services Supplies and Services Contributions, Grants and/or Restricted Revenue Capital Outlay Internal Services Expenditure Total Per Capita 2010-11 Actual $6,925,377 552,986 2011-12 Budget $6,941,163 853,062 2011-12 Revised $6,559,329 711,115 2012-13 Budget $7,482,848 853,062 0 4,015 500,707 $7,983,085 $49.36 0 0 503,054 $8,297,279 $51.21 0 508 506,475 $7,777,427 $48.00 81,012 0 512,671 $8,929,593 $55.00 2010-11 Actual Authorized Personnel Support Services Total Full Time 96 96 Perm FTE 2011-12 Revised Temp FTE 1.00 1.00 Full Time 96 96 Perm FTE Temp FTE 1.00 1.00 2012-13 Budget Full Time 98 98 Perm FTE Temp FTE 1.00 1.00 Related Council Strategic Priority: Neighborhood Enhancement and Operational Sustainability and Accountability Goal: To effectively respond to requests for Police service Objective: To respond to the highest priority emergency citizen calls for police service within an average of 5 minutes or less 2010-11 2011-12 2011-12 2012-13 Actual Budget Revised Budget Measures Average response time to emergency calls (minutes) 5:24 147 5:00 6:35 5:00 City of Tempe 2012-13 Annual Budget Police Organizational Services The Organizational Services Division is comprised of Personnel Services, Detention, and Volunteers in Policing Program. Services provided by this division are as follows: (1) respond to media requests for information; (2) recruit, test, and hire sworn police officers and civilian personnel; (3) provide in-service training programs; (4) investigate internal complaints and serve as liaison with the Tempe Citizens’ Panel for Review of Police Complaints and Use of Force; (5) provide jail and booking service and transport all prisoners to the City Court; (6) audit and compliance; and (7) update and implement organizational policy and procedure. Expenditures by Type Personal Services Supplies and Services Contributions, Grants and/or Restricted Revenue Capital Outlay Internal Services Expenditure Total Per Capita Authorized Personnel Organizational Services Total 2010-11 Actual $4,307,925 2,753,435 2011-12 Budget $4,457,750 3,638,405 2011-12 Revised $4,242,482 2,498,795 2012-13 Budget $4,750,231 2,749,698 0 0 386,937 $7,448,297 $46.06 0 0 544,809 $8,640,964 $53.33 0 0 447,174 $7,188,451 $44.36 0 0 453,134 $7,953,063 $48.99 2010-11 Actual Full Perm Temp Time FTE FTE 48 0.70 48 0.70 148 2011-12 Revised Full Perm Temp Time FTE FTE 48 0.70 48 0.70 2012-13 Budget Full Perm Temp Time FTE FTE 48 0.70 48 0.70 City of Tempe 2012-13 Annual Budget This page intentionally left blank. City of Tempe 2012-13 Annual Budget Public Works Public Works Engineering Field Operations Transportation Water Utilities Purpose: To build and maintain the City’s infrastructure, and deliver services that are created with and entrusted to us by our community. Description: The Public Works Department consists of Engineering, Field Operations, Transportation and Water Utilities. The Engineering division provides CIP project implementation, utility management, property addressing, right-of-way permitting, project design, and construction management. The Field Operations division is responsible for residential and commercial trash collection and disposal, maintenance and repair service to all City owned buildings, interior cleaning of all City owned buildings and park restrooms, maintaining the City fleet of vehicles and fuel dispensing, chemical spill clean-up, operation of the Household Products Collection Center, maintain all parks, special facilities and golf courses, and operation of the City golf courses. The Transportation division is responsible for transit services, traffic engineering, pavement marking and striping, traffic signal maintenance and construction, street lighting, alley maintenance, street sweeping, pavement management and street repair and construction. The Water Utilities Department is responsible for providing clean, safe drinking water, wastewater treatment and administering a water conservation program. FY 2012-13 Budget Highlights: The approved amount includes the following: Authorized a full-time Energy Management Coordinator ($110,428) 150 City of Tempe 2012-13 Annual Budget Expenditures by Type Personal Services Supplies and Services Contributions, Grants and/or Restricted Revenue Capital Outlay Internal Services Expenditure Total Per Capita 2010-11 Actual $34,066,316 75,448,530 2011-12 Budget $36,888,487 84,701,420 2011-12 Revised $34,481,493 81,485,686 2012-13 Budget $39,600,328 82,516,188 50,000 1,732,249 2,016,956 $113,314,051 $700.68 106,484 3,517,148 2,727,933 $127,941,472 $789.61 92,947 3,516,915 4,184,943 $123,761,984 $763.81 175,598 4,993,882 2,855,660 $130,141,656 $801.58 Expenditures by Division Administration Engineering Field Operations Transportation Water Utilities Expenditure Total 2010-11 Actual $(88,285) 1,248,371 27,878,220 52,783,418 31,492,327 $113,314,051 2011-12 Budget $279,256 1,812,532 32,484,305 55,397,194 37,968,185 $127,941,472 2011-12 Revised $151,215 1,765,048 31,073,851 56,239,720 34,532,150 $123,761,984 2012-13 Budget $101,380 2,075,032 34,414,802 55,178,208 38,372,234 $130,141,656 Authorized Personnel Administration Engineering Field Operations Transportation Water Utilities Total 2010-11 Actual Full Perm Temp Time FTE FTE 2 0.50 0.49 31 214 0.50 18.22 72 0.50 1.00 148 0.49 467 1.50 20.20 151 2011-12 Revised Full Perm Temp Time FTE FTE 5 0.50 0.49 30 212 0.50 22.12 67 0.50 1.00 146 0.49 460 1.50 24.10 2012-13 Budget Full Perm Temp Time FTE FTE 6 0.63 0.49 30 212 0.50 22.12 67 0.50 1.00 143 0.49 458 1.50 24.10 City of Tempe 2012-13 Annual Budget Public Works Administration The Public Works Director 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, hazardous waste and environmental compliance, park and golf course maintenance, facilities maintenance, custodial, fleet, streets maintenance, transportation and water utilities. FY 2012-13 Budget Highlights: The approved amount includes the following: authorized a full-time Energy Management Coordinator ($110,428) Expenditures by Type Personal Services Supplies and Services Contributions, Grants and/or Restricted Revenue Capital Outlay Internal Services Expenditure Total Per Capita Authorized Personnel Administration Total 2010-11 Actual $325,581 32,038 2011-12 Budget $465,919 66,933 2011-12 Revised $469,263 44,910 2012-13 Budget $525,279 48,615 0 53 (445,957) ($88,285) $0.00 5,618 0 (259,214) $279,256 $1.72 0 2,100 (365,058) $151,215 $0.93 7,651 400 (480,565) $101,380 $0.62 2010-11 Actual Full Perm Temp Time FTE FTE 2 0.50 0.49 2 0.50 0.49 152 2011-12 Revised Full Perm Temp Time FTE FTE 5 0.50 0.49 5 0.50 0.49 2012-13 Budget Full Perm Temp Time FTE FTE 6 0.63 0.49 6 0.63 0.49 City of Tempe 2012-13 Annual Budget Public Works 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. Expenditures by Type Personal Services Supplies and Services Contributions, Grants and/or Restricted Revenue Capital Outlay Internal Services Expenditure Total Per Capita Authorized Personnel Engineering Total 2010-11 Actual $2,113,946 128,558 2011-12 Budget $2,368,462 412,864 2011-12 Revised $2,348,484 381,033 2012-13 Budget $2,452,679 370,529 0 5,011 (999,144) $1,248,371 $7.72 0 0 (968,794) $1,812,532 $11.19 0 350 (964,819) $1,765,048 $10.89 0 0 (748,176) $2,075,032 $12.78 2010-11 Actual Full Perm Temp Time FTE FTE 31 31 2011-12 Revised Full Perm Temp Time FTE FTE 30 30 2012-13 Budget Full Perm Temp Time FTE FTE 30 30 Related Council Strategic Priority: Effective Infrastructure, Long-term Financial Sustainability and Operational Sustainability and Accountability 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: 1) To execute the construction and/or professional service contracts within approved and appropriated budget, 95% of the time; and 2) complete the project on-time 95% of the time for the Capital Improvements Program 2010-11 Actual 38 2011-12 Budget 38 2011-12 Revised 46 2012-13 Budget 50 Active CIP professional service contracts 105 100 105 130 CIP projects that completed the design phase within the approved baseline budget or within normal tolerances of 5% (%) N/A N/A N/A 95 CIP projects that completed the design phase within two months of the approved baseline schedule or within normal tolerances of 5% (%) N/A N/A N/A 95 N/A N/A N/A 95 N/A N/A N/A 95 Measures Active CIP construction contracts CIP projects that completed the construction phase within the approved baseline budget or within normal tolerances of 5% (%) CIP projects that completed the construction phase within two months of the approved baseline schedule or within normal tolerances of 5% (%) 153 City of Tempe 2012-13 Annual Budget Related Council Strategic Priority: Effective Infrastructure and Operational Sustainability and Accountability 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 scheduled time allotment 90% of the time; and 2) complete utility plan reviews within the scheduled time allotment, 90% of the time 2010-11 2011-12 2011-12 2012-13 Measures Actual Budget Revised Budget Civil plan sheets reviewed N/A 250 155 150 Civil plan reviews performed within the scheduled time allotment of 15 business days subsequent review; 10 business days second review; and 5 business days subsequent review (%) N/A 90 97 90 Utility plan sheets reviewed Utility plan reviews performed within the scheduled time allotment of 15 business days first review; 10 business days second review; 5 business days subsequent review (%) Off-site private development permits issued Utility permits issued N/A 1,400 1,450 1,500 N/A 171 1,475 90 185 1,450 96 180 1,100 90 185 1,150 Related Council Strategic Priority: Long-term Financial Sustainability, Effective Infrastructure and Operational Sustainability and Accountability Goal: To invoice and collect encroachment permit and right-of-way (ROW) license fees in a timely manner Objective: 1) To submit timely invoices to all encroachment permit and right-of-way license holders 100% of the time; and 2) submit timely follow-up invoices (if needed), 100% of the time 2010-11 Actual Measures Invoice each encroachment/ROW license holder by the 5th of the preceding month it is due (%) Invoice each outstanding encroachment/ROW license holder by the end of the month it is due (%) 154 2011-12 Budget 2011-12 Revised 2012-13 Budget N/A N/A N/A 100 N/A N/A N/A 100 City of Tempe 2012-13 Annual Budget Public Works Field Operations The Field Operations Division is comprised of Facilities and Custodial, Fleet Maintenance, Parks Services and Solid Waste Services, including hazardous material management. The Facilities and Custodial section provides maintenance, repair service and cleaning for all City owned buildings. The Fleet Maintenance section is responsible for maintaining the City’s motor vehicle and construction equipment. The Parks Services section 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. Also, this section is responsible for maintenance of the City owned cemetery. 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, the City’s recycling efforts, and hazardous materials management. Additionally, the Field Operations Division is responsible for environmental safety and compliance. FY 2012-13 Budget Highlights: The approved amount includes the following: authorized the replacement of 10 Solid Waste vehicles ($725,586), upgrade of recycling containers ($25,000), and upgrade of a fleet management software program ($170,000) Expenditures by Type Personal Services Supplies and Services Contributions, Grants and/or Restricted Revenue Capital Outlay Internal Services Expenditure Total Per Capita Authorized Personnel Field Operations Total 2010-11 Actual $14,531,220 15,501,214 2011-12 Budget $15,238,885 16,899,622 2011-12 Revised $14,694,760 16,245,305 2012-13 Budget $16,556,949 16,775,423 0 1,458,426 (3,612,640) $27,878,220 $172.39 17,866 2,710,428 (2,382,496) $32,484,305 $200.48 9,947 2,690,792 (2,566,953) $31,073,851 $191.78 9,947 3,605,116 (2,532,633) $34,414,802 $211.98 2010-11 Actual Full Perm Temp Time FTE FTE 214 0.50 18.22 214 0.50 18.22 155 2011-12 Revised Full Perm Temp Time FTE FTE 212 0.50 22.12 212 0.50 22.12 2012-13 Budget Full Perm Temp Time FTE FTE 212 0.50 22.12 212 0.50 22.12 City of Tempe 2012-13 Annual Budget Field Operations/Solid Waste Wildly Important Goal (WIG) Related Council Strategic Priority: Operational Sustainability and Accountability and Long Term Financial Sustainability WIG To move from the middle of the market for a combined solid waste rate, to the leading municipal provider in the Valley against benchmark cities, for value, competition (where triple bottom line value is the combination of rate, sustainability, and customer satisfaction) by June 30, 2014 Team WIG To reduce the projected solid waste fund gap from $1.8M to $800,000 by June 13, 2014 1) (Customer Accounts)To reconcile billing and routing data for commercial accounts from 0 to 1,834 by January 1, 2013; 2) (Operations) to decrease the average weekly downtime of the combined solid waste fleet from 75 to 60 hours by December 31, 2012; 3) (Routing) reduce fuel consumption from 186,132 gallons to 176,825 by June 15, 2013; and 4) (Diversion) increase the combined diversion rate from 10% to 15% by June 1, 2013 2010-11 2011-12 2011-12 2012-13 Actual Budget Revised Budget Measures Number of billing and routing data accounts reconciled N/A N/A N/A Fleet Average Weekly Downtime (hours) N/A N/A 75 1,834 60 Fuel consumption (gallons) N/A N/A 186,132 176,825 Diversion rate (%) N/A N/A 10 15 “WIGs” are developed by teams learning to convert Tempe City Council aligned organizational strategy from a static record into disciplined action that achieves top priority goals. See Page 90 for a complete description of the Performance Benchmarking Program. Related Council Strategic Priority: Neighborhood Enhancement and Operational Sustainability and Accountability 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) maintain the diversion rate of residential recycling waste stream at 34%; and 3) attain resident satisfaction rates that exceed the national average for residential trash collection services, bulk item pick up/removal services, recycling services, and for alley conditions 2010-11 Actual Measures Residential contained/recycling cost per ton Residential recycling diversion rate (%) Residential contained solid waste tons per capita (1,000) 2011-12 Budget 2011-12 Revised 2012-13 Budget $94 $108 $93 $125 28 34 29 34 289 279 279 281 Resident satisfaction with residential trash collection services* (%) 90 90 91 91 Resident satisfaction with bulk item pick up/removal services* (%) 85 85 86 86 Resident satisfaction with recycling services* (%) 88 89 89 89 Resident satisfaction with condition of alleys* (%) 53 54 52 54 *Measured by the percent of residents that responded with “Very Satisfied” or “Satisfied” in the annual Community Attitude Survey Related Council Strategic Priority: Neighborhood Enhancement and Operational Sustainability and Accountability 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 an O&M cost per square foot maintained that is below published industry standards; 2) achieve a 20% reduction in energy usage from baseline year in buildings participating in the Arizona Public Service - Energy Service audit; and 3) complete 80% of scheduled preventative maintenance with 14 days 2010-11 2011-12 2011-12 2012-13 Measures Actual Budget Revised Budget Operating and Maintenance cost per square foot maintained* $3.12 $3.28 $3.34 $3.48 Reduction in energy usage (%) N/A 20 15 20 Scheduled maintenance completed within 14 days (%) N/A N/A 20 80 *Excludes personnel and facilities budgeted in the Performing Arts and Transit Funds Related Council Strategic Priority: Neighborhood Enhancement and Operational Sustainability and Accountability Goal: To maintain a high level of cleanliness and maintain a sanitary environment for City facilities in an efficient and cost effective manner Objective: To achieve an O&M cost per square foot cleaned that is below published industry standards 2010-11 2011-12 2011-12 Measures Actual Budget Revised Operating and Maintenance cost per square foot cleaned* $1.81 $1.70 $1.64 *Excludes personnel and facilities budgeted in the Performing Arts and Transit Funds 156 2012-13 Budget $2.25 City of Tempe 2012-13 Annual Budget Related Council Strategic Priority: Neighborhood Enhancement, Long-term Financial Sustainability and Operational Sustainability and Accountability Goal: To provide golf, parks and recreational facilities for leisure opportunities that are accessible, clean, safe and friendly Objective: 1) To achieve 80% overall resident satisfaction with the quality of parks, athletic fields, and golf courses; 2) achieve staffing levels that are below published industry standards; 3) achieve full cost recovery for the Golf Enterprise Fund; and 4) achieve volunteer staffing levels per 10,000 capita that exceed published industry standards 2010-11 2011-12 2011-12 2012-13 Actual Budget Revised Budget Measures Resident satisfaction with the quality of City parks* (%) 88 80 91 80 Resident satisfaction with the quality of neighborhood parks* (%) 79 80 77 80 Resident satisfaction with the City’s golf courses* (%) 62 80 64 80 Resident satisfaction with the City’s outdoor athletic fields* (%) 73 80 71 80 Resident satisfaction with the quality of City recreation centers* (%) 76 80 76 80 Acres of developed park lands maintained per FTE N/A 43 43 43 O&M cost recovered through revenue (Golf Fund) (%) N/A 100 90 100 Volunteer hours per capita (10,000) per ICMA standards N/A 7,000 14,600 14,600 *Measured by the percent of residents that responded with “Very Satisfied” or “Satisfied” in the annual Community Attitude Survey Related Council Strategic Priority: Long-term Financial Sustainability and Operational Sustainability and Accountability 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 2010-11 2011-12 2011-12 Actual Budget Revised Measures 2012-13 Budget Cost per mile (maintenance and repair, fuel and capital cost): Police patrol sedans $0.63 $0.78 $0.52 $0.51 Light duty trucks $0.48 $0.60 $0.52 $0.54 Solid waste trucks $3.06 $3.82 $2.94 $2.98 Related Council Strategic Priority: Sustainable Economic Development and Operational Sustainability and Accountability Goal: To utilize personnel resources in an efficient and effective manner Objective: To maximize utilization of fleet mechanic time at a target of 70% productivity (industry standard) 2010-11 2011-12 2011-12 Actual Budget Revised Measures Mechanic utilization rate (%) 70 72 70 2012-13 Budget 70 Related Council Strategic Priority: Operational Sustainability and Accountability Goal: To maintain the City’s fleet at the lowest cost and highest quality of service and vehicle condition Objective: To achieve a preventative maintenance compliance rate of at least 85% among all city user groups Measures Preventative maintenance compliance rate (%) 157 2010-11 Actual 2011-12 Budget 2011-12 Revised 2012-13 Budget N/A N/A N/A 85 City of Tempe 2012-13 Annual Budget Public Works Transportation The Transportation Division is responsible for all transportation activities throughout the City. The Transit section provides the following services: (1) sight restriction abatements; (2) traffic engineering studies, designs and plan approvals, (3) plan, coordinate, benchmark and provide transit services; (4) plan and administer bicycle facilities; and (5) maintenance and operation of the light rail transit system. 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 2012-13 Budget Highlights: The approved amount includes the following: authorized new and replacement vehicles ($151,500) and the license renewal of traffic management system maintenance ($13,000) Expenditures by Type Personal Services Supplies and Services Contributions, Grants and/or Restricted Revenue Capital Outlay Internal Services Expenditure Total Per Capita Authorized Personnel Transportation Total 2010-11 Actual $ 5,283,877 43,605,328 2011-12 Budget $5,652,108 47,162,478 2011-12 Revised $ 4,781,294 47,084,945 2012-13 Budget $ 6,100,874 46,214,623 50,000 253,265 3,590,948 $52,783,418 $326.39 83,000 45,000 2,454,608 $55,397,194 $341.89 83,000 45,000 4,245,481 $56,239,720 $347.09 83,000 227,000 2,552,711 $55,178,208 $339.86 2010-11 Actual Full Perm Temp Time FTE FTE 72 0.50 1.00 72 0.50 1.00 2011-12 Revised Full Perm Temp Time FTE FTE 67 0.50 1.00 67 0.50 1.00 2012-13 Budget Full Perm Temp Time FTE FTE 67 0.50 1.00 67 0.50 1.00 Related Council Strategic Priority: Advanced Transportation Infrastructure, Neighborhood Enhancement and Operational Sustainability and Accountability Goal: To provide adequate illumination of City streets Objective: 1) To respond to a street light outage within three working days, 98% of the time; and 2) attain 70% resident satisfaction regarding the adequacy of City street lighting 2010-11 Actual 2011-12 Budget 2011-12 Revised 2012-13 Budget Street light outage calls repaired within three working days (%) 96 94 98 98 Resident satisfaction with the adequacy of City street lighting* (%) 70 70 67 70 Measures *Measured by the percent of residents that responded with “Very Satisfied” or “Satisfied” in the annual Community Attitude Survey 158 City of Tempe 2012-13 Annual Budget Related Council Strategic Priority: Advanced Transportation Infrastructure, Neighborhood Enhancement and Operational Sustainability and Accountability 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 2010-11 Actual Measures Emergency signal service calls response within 30 minutes (%) Preventative maintenance of traffic signal control cabinets (annually) (%) 2011-12 Budget 2011-12 Revised 2012-13 Budget 98 98 98 98 100 100 100 100 Related Council Strategic Priority: Advanced Transportation Infrastructure, Neighborhood Enhancement and Operational Sustainability and Accountability Goal: To meet environmental, storm water, and air quality requirements Objective: 1) To keep a minimum of 15,652 curb miles clean and free of dust and debris; and 2) attain an 80% resident satisfaction rate regarding the cleanliness of City streets 2010-11 2011-12 2011-12 2012-13 Actual Budget Revised Budget Measures Curb miles swept Resident satisfaction with cleanliness of City streets* (%) 15,652 15,652 15,652 15,652 79 80 76 80 *Measured by the percent of residents that responded with “Very Satisfied” or “Satisfied” in the annual Community Attitude Survey Related Council Strategic Priority: Advanced Transportation Infrastructure, Neighborhood Enhancement and Operational Sustainability and Accountability Goal: To perform preventive roadway maintenance to extend the life of City streets Objective: 1) To maintain and repair 375,936 square yards of street surface which includes crack routing, crack sealing, and edge milling; 2) attain an 80% resident satisfaction rate regarding the condition of neighborhood streets; and 3) attain an 80% resident satisfaction rate regarding the overall condition of City streets 2010-11 2011-12 2011-12 2012-13 Actual Budget Revised Budget Measures Square yards repaired 64,665 320,200 569,600 375,936 Resident satisfaction with the condition of neighborhood streets* (%) 80 80 76 80 Resident satisfaction with overall condition of City streets* (%) 76 80 74 80 *Measured by the percent of residents that responded with “Very Satisfied” or “Satisfied” in the annual Community Attitude Survey Related Council Strategic Priority: Advanced Transportation Infrastructure, Neighborhood Enhancement and Operational Sustainability and Accountability Goal: To provide well-maintained and visible street signs Objective: To attain an 80% resident satisfaction rate regarding the condition and clarity of street signs 2010-11 2011-12 2011-12 Actual Budget Revised Measures Resident satisfaction with overall condition and clarity of street signs* (%) 80 83 2012-13 Budget 78 80 *Measured by the percent of residents that responded with “Very Satisfied” or “Satisfied” in the annual Community Attitude Survey Related Council Strategic Priority: Advanced Transportation Infrastructure, Neighborhood Enhancement and Operational Sustainability and Accountability Goal: To plan, operate and maintain a safe, efficient and reliable transportation system that supports all modes of travel Objective: To attain a 65% resident satisfaction rate regarding the management of traffic flow 2010-11 2011-12 Actual Budget Measures Resident satisfaction with management of traffic flow (%) 64 N/A 2011-12 Revised 2012-13 Budget 65 65 *Measured by the percent of residents that responded with “Very Satisfied” or “Satisfied” in the annual Community Attitude Survey 159 City of Tempe 2012-13 Annual Budget Related Council Strategic Priority: Advanced Transportation Infrastructure, Regional Leverage and Operational Sustainability and Accountability Goal: To provide reliable, safe, and professional transit services Objective: 1) To develop system schedules, manage operations and deploy quality assurance methods to achieve at least 94% on-time performance and complaints below 30 per 100,000 boardings; and 2) manage fleet procurement, maintenance, and oversight processes to ensure preventative maintenance inspections are at least 98% on-time and average miles between in-service failures is less than 20,000 2010-11 Actual Measures On-time performance (%) Complaint rate (complaints per 100,000 boardings) Preventative maintenance inspection schedule compliance (%) Miles between in-service failures 2011-12 Budget 2011-12 Revised 2012-13 Budget 95 94 94 94 33.0 30.0 35.1 30.0 99 98 98 98 16,142 20,000 19,281 20,000 Related Council Strategic Priority: Advanced Transportation Infrastructure, Regional Leverage, Long-term Financial Sustainability, and Operational Sustainability and Accountability Goal: To plan and operate multi-modal transit service in an efficient and cost effective manner Objective: 1) To plan an efficient and productive transit system by maximizing boardings per mile; and 2) minimizing subsidy per boarding through effective transit planning, appropriate fare policies, and operations/financial management 2010-11 2011-12 2011-12 2012-13 Actual Budget Revised Budget Measures Boardings per mile – Local Bus (> 2.0) 1.6 2.0 1.8 2.0 Boardings per mile – Circulator Bus (> 2.2) 2.1 2.2 2.5 2.2 Boardings per mile – Express Bus (> 1.0) 0.7 1.0 0.7 1.0 Boardings per mile – Metro Light Rail (> 4.5) 5.3 4.5 5.7 4.5 Boardings per hour – Dial-A-Ride (> 1.7) 1.6 1.7 1.6 1.7 Subsidy per boarding – Bus $3.39 $3.31 $3.31 $3.41 Subsidy per boarding – Metro Light Rail $1.87 $2.90 $2.02 $2.09 $19.23 $10.29 $10.83 $11.15 Subsidy per boarding – Dial-A-Ride Related Council Strategic Priority: Advanced Transportation Infrastructure, Regional Leverage, Leverage Technology and Operational Sustainability and Accountability Goal: To increase satisfaction and use of alternative modes including transit, bicycling, and walking Objective: 1) To retain Tempe’s valley leadership position by maintaining boardings per capita at 70 or higher and exceed 12 million total annual transit boardings; and 2) plan and operate alternative modes of transportation such that resident satisfaction with the quality of local transit services meets or exceeds 80% and satisfaction with the quality of walking and biking paths meets or exceeds 80% as indicated in the annual Community Attitude Survey 2010-11 2011-12 2011-12 2012-13 Actual Budget Revised Budget Measures Boardings per capita 72.1 75.0 78.2 75.0 11,669,085 4,774,609 12,692,000 12,641,863 13,021,118 3,143,824 4,800,000 4,919,978 5,067,577 3,800,000 3,650,868 3,760,394 3,664,455 60,000 46,336 47,726 4,000,000 3,992,385 4,112,156 34,850 32,000 32,296 33,265 Resident satisfaction with quality of local transit service* (%) 76 80 73 80 Resident satisfaction with quality of walking and biking paths* (%) 78 80 78 80 Total Ridership Local Bus Boardings Circulator Bus Boardings 51,347 Express Bus Boardings Metro Light Rail Boardings Dial-A-Ride Boardings *Measured by the percent of residents that responded with “Very Satisfied” or “Satisfied” in the annual Community Attitude Survey 160 City of Tempe 2012-13 Annual Budget Public Works Water Utilities The Water Utilities Department is responsible for: 1) water quality testing and compliance with all environmental regulation; 2) water conservation efforts; 3) Tempe Town Lake operations and hydrology services; 4) water and wastewater treatment; 5) infrastructure maintenance; and 6) Citywide GIS mapping. FY 2012-13 Budget Highlights: The approved amount includes the following: authorized the replacement of an existing vehicle and equipment ($643,249), increased Arizona Department of Water Resources fees ($202,000), new Tempe Grease Cooperative program ($100,000), two new vehicles ($51,361), water valve equipment ($50,000), closed circuit television (CCTV) camera ($40,000) and multi gas detectors ($19,800) FY 2012-13 Capital Budget Operating Impacts: The department also received additional recurring funding for Capital Budget Operating Impacts as follows: water quality upgrades and improvements (chemicals and sludge disposal) to the Johnny G. and South Tempe Water Treatment Plants Expenditures by Type Personal Services Supplies and Services Contributions, Grants and/or Restricted Revenue Capital Outlay Internal Services Expenditure Total Per Capita Authorized Personnel Water Utilities Total 2010-11 Actual $11,811,692 16,181,392 2011-12 Budget $13,163,113 20,159,523 2011-12 Revised $12,187,692 17,729,493 2012-13 Budget $13,964,547 19,106,998 0 15,494 3,483,749 $31,492,327 $194.73 0 761,720 3,883,829 $37,968,185 $234.33 0 778,673 3,836,292 $34,532,150 $213.12 75,000 1,161,366 4,064,323 $38,372,234 $236.35 2010-11 Actual Full Perm Temp Time FTE FTE 148 0.49 148 0.49 161 2011-12 Revised Full Perm Temp Time FTE FTE 146 0.49 146 0.49 2012-13 Budget Full Perm Temp Time FTE FTE 143 0.49 143 0.49 City of Tempe 2012-13 Annual Budget Water Utilities Wildly Important Goal (WIG) Related Council Strategic Priority: Operational Sustainability and Accountability and Long Term Financial Sustainability WIG Move Tempe Public Works from a condition of uncertainty and fiscal instability to becoming the Valley leader in providing cost effective Public Works services where revenue supports expenditures by June 30, 2014. Team WIG 1) To develop emergency capacity equal to daily water demand of 25-30 million gallons per day (MGD), with reduced use of surface water treatment; 2) research and establish a set of benchmarks relating to water utility industry standards that are meaningful and measurable, and adopt measures as our annual benchmarks by December 31, 2012; 3) effectively implement 100% of vendor contract and quality audit programs for fats, oil and grease (FOG) management within the defined Tempe pilot program area by September 30, 2012 and effectively measure the benefits and costs of the program using a Triple Bottom Line Index; 4) research and evaluate 100% of the identified potential uses for Kiwanis Water Reclamation Facility (KWRF) in terms of Feasibility, Anticipated Cost and Effort, Potential Benefit by September 10, 2012; and 5) implement 100% use of the Hansen Asset Management Module at the water treatment plants by December 31, 2012. 2010-11 Actual Measures 2011-12 Budget 2011-12 Revised 2012-13 Budget Million gallons per day emergency capacity N/A N/A N/A 25-30 Water Utility Industry Standards completion (%) N/A N/A N/A 100 Vendor contract and quality audit implementation (%) N/A N/A N/A 100 Use of Triple Bottom Index (%) N/A N/A N/A 100 KWRF potential usage evaluated (%) N/A N/A N/A 100 Hansen Management implementation (%) N/A N/A N/A 100 “WIGs” are developed by teams learning to convert Tempe City Council aligned organizational strategy from a static record into disciplined action that achieves top priority goals. See Page 90 for a complete description of the Performance Benchmarking Program. Related Council Strategic Priority: Neighborhood Enhancement, Long-term Financial Sustainability, Operational Sustainability and Accountability Goal: To provide a safe and adequate domestic water supply to all residents, 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 at or under 70 cents 2010-11 2011-12 2011-12 2012-13 Actual Budget Revised Budget Measures Total Water Treatment Operating and Maintenance Cost $8,038,584 $10,587,603 $10,472,147 $11,792,074 Customer accounts 43,500 42,500 42,398 42,351 Total gallons treated (Million Gallons) 17,900 16,400 16,700 16,900 Operating and Maintenance Cost per 1,000 gallons treated Operating and Maintenance Cost per customer account $0.45 $0.65 $0.63 $.070 $184.80 $249.12 $247.27 $278.44 Related Council Strategic Priority: Neighborhood Enhancement, Long-term Financial Sustainability, Operational Sustainability and Accountability Goal: To provide water of the highest quality to all residents Objective: 1) To target 85% 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 water quality complaints within 24 hours, 100% of the time 2010-11 Actual Measures 2011-12 Budget 2011-12 Revised 2012-13 Budget Overall resident satisfaction with water service* (%) 82 85 82 85 Taste and odor complaints 13 <420 (1%) 17 <420 (1%) Hardness complaints Other complaints Response within 24 hours of water quality complaint (%) 8 <420 (1%) 4 <420 (1%) 22 <2,100 (5%) 26 <2,100 (5%) 100 100 100 100 *Measured by the percent of residents that responded with “Very Satisfied” or “Satisfied” in the annual Community Attitude Survey 162 City of Tempe 2012-13 Annual Budget Capital Improvements Budget Contents Capital Improvements Program Overview ................................................................................................................................ 164 2012 -13 CIP Process .............................................................................................................................................................. 165 Capital Budget Project Composition and 2012-13 Project Highlights ....................................................................................... 166 Capital Improvements Program Financing ............................................................................................................................... 167 Capital Budget Impact on the Operating Budget ...................................................................................................................... 169 Significant Nonrecurring Capital Project Expenditures by Major Program................................................................................ 172 Capital Improvements Project Map .......................................................................................................................................... 173 2012-13 Capital Improvements Program Summary ................................................................................................................. 174 2012-13 Capital Improvements Program Source of Funds ...................................................................................................... 175 Capital Budget Strategic Priorities ............................................................................................................................................ 176 Capital Budget, Debt and Property Tax Levy Policy Statements .............................................................................................. 177 Legal Bonded Debt Limits ........................................................................................................................................................ 179 Long-Term Debt Summary ....................................................................................................................................................... 180 Capital Budget, Debt Service and Property Tax Rate: Ten Year Historical Trends .................................................................. 181 Capital Improvements Program Project Listing and Descriptions ............................................................................................. 182 Enterprise Program .............................................................................................................................................................. 182 2012-13 CIP Projects – Water Program.............................................................................................................................. 183 2012-13 CIP Projects – Wastewater Program .................................................................................................................... 198 Special Purpose Program ..................................................................................................................................................... 204 2012-13 CIP Projects – Transit Program ............................................................................................................................ 205 General Purpose Program .................................................................................................................................................... 216 2012-13 CIP Projects – Police Protection Program ............................................................................................................ 217 2012-13 CIP Projects – Fire Protection Program ................................................................................................................ 221 2012-13 CIP Projects – Storm Drains Program .................................................................................................................. 224 2012-13 CIP Projects – Park Improvements / Recreation Program .................................................................................... 226 2012-13 CIP Projects – General Governmental Program ................................................................................................... 239 Transportation Program ........................................................................................................................................................ 260 2012-13 CIP Projects – Transportation and Rights-of-Way Improvements Program .......................................................... 261 2012-13 CIP Projects – Traffic Signals and Street Lighting Program.................................................................................. 267 163 City of Tempe 2012-13 Annual Budget Capital Improvements Program 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) creation or revitalization of a fixed asset with a minimum useful life of five years; (4) systematic asset acquisition over an extended period of time; and (5) 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: Construction of new facilities Remodeling, expansion, and maintenance of existing facilities • Purchase, improvement, or development of land • Operating equipment and machinery for existing and new facilities • Planning and engineering costs related to specific capital improvements • Street resurfacing, renovation, or reconstruction • Emergency vehicles • Information Technology infrastructure • • 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 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. As shown in the charts below, the City of Tempe’s total Financial Program for fiscal year (FY) 2012-13 totals $594 million, and of this amount, approximately $124.8 million is for projects included in the capital budget. The capital budget consists of the following program areas: Enterprise, Special Purpose, General Purpose, and Transportation projects. The Enterprise program totals $63 million and includes water and wastewater projects accounting for 50% of the total capital budget in FY 2012-13. The Special Purpose program includes Transit projects, and totals $20.4 million, or 16%, of funded projects in FY 2012-13. The General Purpose program includes Police, Fire, Storm Drains, Parks and General Governmental projects and totals $32.3 million or 26% of the capital budget. The Transportation program includes lighting and traffic signal projects, and street and sidewalk renovation and construction projects. Transportation program funding totals $9 million. The considerable $75.5 million, or 153%, increase in the capital budget between FYs 2011-12 and 2012-13 results from the implementation of a new City procedure to formally include remaining prior year’s capital appropriations in each new fiscal year’s adopted capital budget. The procedure effectively re-appropriates unspent prior year capital appropriations together with newly approved capital appropriations to make up the total capital budget. Notably, new capital budget appropriations account for just $34.7million, or 28% of the adopted FY 2012-13 capital budget. Comparison of FY 2011-12 and FY 2012-13 Capital Budgets Capital Program Enterprise Water Wastewater Special Purpose Transit Rio Salado General Purpose Police Fire Storm Drains Park Improvements General Governmental Transportation Transportation and R.O.W Traffic Signals/Street Lighting Total FY 2011-12 Budget FY 2012-13 Budget $19,161,000 10,999,000 $43,446,718 19,573,037 2,789,099 4,000,000 20,365,587 0 2,500,246 849,800 278,000 1,415,000 1,613,600 7,845,283 1,687,521 1,091,059 10,006,161 11,644,294 4,765,888 966,171 7,433,340 1,719,526 $49,337,804 $124,812,526 164 FY 2012-13 Total Financial Program Operating Budget $469.6 Capital Budget $124.8 Total ($ millions) Operating Budget 79% $594.4 Capital Budget 21% City of Tempe 2012-13 Annual Budget 2012 -13 CIP Process Between FYs 2009-10 and 2011-12, the CIP underwent numerous structural changes in response to the recession. Because of immediate and projected shortfalls in funding sources which traditionally funded the CIP, many projects were reduced or cancelled, and entire capital programs were put on hold. During this time staff worked to evaluate the City’s standard CIP practices and procedures, and developed new policies to provide sustainable funding sources, and new approaches to maintaining the City’s assets. Also during the recession, the CIP routinely carried an accumulation of prior year project appropriations from year to year in order to track prior program commitments. As part of the FY 2011-12 budget process, a determination was made to examine these project appropriations to identify which projects remained necessary for completion, and to resubmit those projects through the 2012-13 capital budget process for reauthorization alongside all new project requests. This direction lead to the implementation of a significant new City practice to formally re-appropriate outstanding project balances along with all new approved project appropriations in each new fiscal year’s CIP. This new procedure would ensure all existing CIP projects are accounted for in each adopted CIP going forward. As a result, the top priority projects identified by staff were those that would replace or renovate capital assets that have exceeded their useful lives or those that would extend the life of City owned assets and infrastructure through scheduled preventative maintenance. Ultimately, a balanced final 5-year capital program was developed and presented for Council adoption on June 14. Low 5 Public Safety Communications Equipment Crosswalk Signal Upgrades Traffic Signals, Light Poles, Street Preservation, City Facilities Maintenance Street Lights, Storm Drains, Sidewalks 3 4 New Fire Station New & Enhanced Recreation Facilities, Park Renovation 2 During three City Council Issue Review Sessions held between February and April 2012, staff presented all submitted capital projects and discussed the City’s ability to repay debt with proceeds from property tax, the necessity of projects to be funded, and the reasonableness of the potential tax burden on taxpayers. Since project requests far exceeded estimated funding resources, the pool of submitted projects was prioritized and ranked to identify the City’s most critical capital requirements. Specifically, projects were graded based on the degree to which they contributed to the preservation of City assets, and the degree to which they addressed public health and safety concerns (depicted in the diagram to the right). New Fire Trucks Lake Dam Replacement Parks & Recreation Facilities & Infrastructure Maintenance 1 After all project submissions were received, a series of follow-up meetings were held over the ensuing months with department directors and other key department representatives to discuss changes to previously approved projects and to review new project requests. Over the same period of time, Financial Services staff integrated the latest forecast estimates for property valuation into long range debt management models to project the City’s capacity to enter into General Obligation debt to fund capital projects, and worked to identify all other potential project funding sources. High Early November 2011 City department heads, capital project managers, and Financial Services staff launched the 2012-13 CIP process with a meeting to discuss the new requirement to request re-appropriation of outstanding prior year project balances, and to review the capital budget calendar and estimated availability of funds. At the meeting, continued emphasis was placed on the importance of providing accurate project completion timelines, and substantiating ongoing project costs with detailed schedules for the replacement and maintenance of City assets. 1 Low 2 3 4 5 High The diagram above shows how types of projects requested in the FY 2012-13 CIP process were scored and prioritized based on the degree to which they contribute to the preservation of City assets, and the degree to which they address public health and safety concerns. Projects in green categories are included in the 2012-13 adopted five year CIP; projects in yellow categories were closely considered for inclusion but ultimately excluded; projects in red categories were considered low priorities and were also excluded. 165 City of Tempe 2012-13 Annual Budget Capital Budget Project Composition and 2012-13 Project Highlights Six Significant Nonrecurring Projects Account for 31% of the FY 2012-13 Capital Budget $250,000,000 Significant Nonrecurring Projects $200,000,000 All Other Projects The City considers projects requiring significant nonrecurring capital expenditures to be projects that are typically “one time” in nature and involve the construction or expansion of new facilities or City infrastructure, or extensive renovation of existing facilities. $150,000,000 All other projects included in the CIP provide for periodic, ongoing or recurring expenditures to maintain and repair City’s facilities, water infrastructure, streets, and parks; and for the gradual replacement of various capital assets. $100,000,000 $50,000,000 $0 ($000) The five year CIP totals $308 million and provides for 139 projects within the four major program areas discussed in the CIP Overview. Out of the 139 projects, six projects totaling $70,589,468 over the five years are considered to be significant and nonrecurring. As components of the FY 2012-13 capital budget, these six major projects account for $38.2 million or 31% of the $124.8 million annual budget. 2012-13 Capital Budget 5 Year CIP The significant nonrecurring major projects and associated funding sources are listed separately on page 172 for reference in the Operating Impacts section of this document, and are also described under their respective program area in the complete CIP project listings and descriptions section. Enterprise Program Project Highlights City water system projects ($43.4 million) including: • Continued water / wastewater bond funding for required water quality improvements to meet current and future water quality regulations at the Johnny G. Martinez and South Tempe Water Treatment Plants ($17.7 million) • Continued water / wastewater bond funding for construction of a new City environmental laboratory facility ($7 million) • New water / wastewater bond funding for waterline replacements of high frequency break areas ($3.6 million) City wastewater system projects ($19.5 million) including: • Continued bond funding for the 91st Avenue Wastewater Treatment Plant capacity expansion ($11.5 million) Special Purpose Program Project Highlights Funding for the Transit program ($20.4 million) including: • Federal grant and local funding for design and construction of pedestrian and bicycle improvements along one mile of Broadway Road between Mill Ave and Rural Road ($3.8 million) • Federal grant and local funding to complete the East Valley Bus Operations and Maintenance Facility expansion project ($5.5 million) General Purpose Program Project Highlights Funding for the City’s Police and Fire Protection Programs ($9.5 million) including: • Continued bond funding for the Police / City Radio System Replacement and ($2.7 million) • Continued bond funding for new Fire Department Fire Truck Replacement ($1.2 million) 166 City of Tempe 2012-13 Annual Budget Park Improvements / Recreation Program ($10 million) including: • Continued use of capital projects fund balance for the design and engineering phase of the Tempe Town Lake dam replacement project ($5 million) • Continued bond funding for athletic field lighting system replacement ($1.5 million) General Governmental Program ($11.6 million) including: • Previously issued Qualified Energy Conservation Bond (QECB) funding for various energy retrofits throughout municipal buildings ($3.1 million) • New bond funding for flooring replacements in municipal buildings ($900 thousand) • Continued bond funding for heating, ventilation and air conditioning (HVAC) replacements in municipal buildings ($800 thousand) Transportation Program Project Highlights Funding for Transportation and Right-of-Way, and Traffic Signals and Street Lighting Improvements ($9.2 million) including: • Bond funding for the resurfacing, reconstruction and repair of both major City and neighborhood streets ($5.4 million) • Pay-as-you go and bond funding for bridge maintenance ($670 thousand) • Federal grant and bond funding for various technological improvements to traffic signals including installation of fiber optics and wireless communications infrastructure ($700 thousand) Capital Improvements Program Financing As shown in the chart below, Tempe's 2012-13 capital program is funded through a combination of bonds and other sources, including pay-as-you-go financing, outside revenues, grants and capital project fund balances. For fiscal year 2012-13, the City plans to issue $23.4 million in new general obligation (G.O.) bonds for projects in the General Purpose and Transportation programs. Over the five-year Capital Improvements Program, the City plans to issue $110.4 million in bonds for these purposes. Debt service on these bonds will be repaid by revenues from the City’s secondary property taxes. FY 2012-13 Sources of Funds $ Millions % of Total Water / Wastewater Bonds General Obligation Bonds Outside Revenue Capital Project Fund Balances Pay-as-you-go Total $62.2 23.4 18.7 16.4 50% 19% 15% 13% 4.1 3% $124.8 It is important to note the total projected issuance amount of approximately $110 million of G.O. bonds over the next five years reflects the City’s estimated new debt capacity over this period as identified by staff within the parameters of the City’s statutory debt limits, the City’s property tax levy stabilization policy, and the City’s debt management plan. The City also plans to issue approximately $62.2 million of new Enterprise Bonds in 2012-13 to finance project costs in this program. Over the five year CIP, The City plans to issue approximately $142.4 million in bonds in the Enterprise program. User fee revenue will support the debt service costs on these bonds. FY 2012-13 capital budget funding sources other than bonds total $39.2 million. $16.8 million in federal grants received for projects in the Transit program make up the bulk of outside revenue budgeted for expenditure in 2012-13. Pay-as-you go funding is also primarily budgeted in the Transit program in the form of $3.5 million in Transit Tax collections. The budgeted use of capital project fund balances to finance projects in 2012-13 largely represents the use of cash balances or bond proceeds assigned to projects in the General Purpose and Transportation programs which were approved in prior years and re-appropriated for completion in 2012-13. The FY 2012-13 capital budget funding sources are listed in further detail in the Capital Improvements Program Source of Funds table on page 175 as well as in the individual project descriptions. 167 City of Tempe 2012-13 Annual Budget 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. Fitch AAA Moody’s Aa1 Standard & Poor’s AAA This active debt management ensures the City can efficiently analyze information such as declining revenues and assess the long-term implications for our debt portfolio in order to make proactive decisions about how much new debt capacity is available today. Additionally, in support of the City’s property tax stabilization policy, debt management economic models will continue to be updated annually and employed to monitor how fluctuations in annual secondary property tax levy amounts will necessitate the use of the City’s Debt Service Reserve and financing methods other than bonds in future years. Debt management is also a key financial practice contributing to the maintenance of the City’s favorable bond ratings. Tempe’s current G.O. bond ratings are shown above. 168 City of Tempe 2012-13 Annual Budget Capital Budget Impact on the Operating Budget Although the City of Tempe prepares the capital Budget separate from the operating budget, the two budgets are linked. These links include ongoing operating, maintenance and repair costs associated with new or renovated facilities and infrastructure, and additional debt service payments for new debt financed projects. CIP projects also often necessitate the addition of new personnel / positions required to staff or maintain new buildings or outdoor recreational areas. On the other hand, CIP projects may produce new revenue streams in the form of fees paid for the use of new or expanded facilities, or new operating revenue generated from infrastructure enhancements that promote new economic development and activity within the City. As shown in the diagram and table below, these incremental impacts total $1.9 million in FY 2012-13. Incremental Impact of Capital Budget on 2012-13 Operating Budget New Debt Service Enterprise FY 2012-13 $611,215 Transportation 326,538 General Purpose New Operations and Maintenance Water / Wastewater Fund Funds Citywide Total 1,011,346 Operating Budget $469.6 M CIP Impact $1.9 M Capital Budget $124.8 M 490,000 (555,000) $1,884,099 The new FY 2012-13 debt service shown in the table above is attributable to new water / wastewater, and General Obligation (G.O.) bonds issued in June of FY 2011-12. Since many of those bonds carry 10 to 20 year maturities, the associated debt service will also remain in the operating budget for the same amount of time. As is mentioned earlier in the CIP Financing Section, bonds used to finance water and wastewater capital projects under the Enterprise program, are repaid from the Water / Wastewater fund with user fees collected for water and wastewater services provided by the City. Since the Water Utilities Division updates its long range water and wastewater rate study annually, any increases to operating and debt service costs that are not offset by similar cost reductions, are factored into and paid for with future utility rate increases. New debt service associated with projects financed with General Obligation (G.O.) bonds, or Qualified Energy Conservation Bonds (QECB) under the General Purpose and Transportation programs will be paid out of the Debt Service Fund with secondary property tax and excise tax revenue. As discussed earlier, the impact of this new debt service is factored into and will influence long range projections for new project prioritization and the City’s capacity to issue future G.O. bonds within parameters established by the City’s property tax stabilization policy. The table below lists the CIP projects with identified FY 2012-13 operating budget impacts by major CIP program area. As the table shows, the Water Wastewater Fund received additional operating budget appropriations as the result of two projects in the Enterprise program, while the QECB Energy Services Retrofit project in the General Purpose program resulted in operating budget reductions in all City funds. The nature of the new operating expenses and savings associated with each project are discussed below. FY 2012-13 Operating and Maintenance Budget Impacts by CIP Project Program and Project Name Fund Cost Category(s) Annual Impact Enterprise Program JGMWTP Water Quality Upgrades* Water / Wastewater Fees and Services $310,000 STWTP Improvements* Water / Wastewater Supplies and Services 180,000 Funds Citywide Fees and Services General Purpose Program QECB Energy Services Retrofit* Total Operating Impacts (555,000) ($65,000) As the Johnny G. Martinez (JGMWTP) and South Tempe Treatment Plant (STWTP) expansion projects progress toward completion, new operating budget appropriations are added to cover increasing costs associated with plant improvements required to meet current and future water quality regulations. The increases in the operating budgets at both plants primarily address increased chemical expenses, with smaller increases to the plants’ respective electricity, maintenance and sludge 169 City of Tempe 2012-13 Annual Budget disposal budgets. It is important to note that these operating impacts are anticipated to become permanent annual expenditures. The QECB Energy Services Retrofit project totals $8.7 million and provides for new energy efficient heating ventilation and air conditioning (HVAC) units, HVAC controls, lighting, and occupancy sensors in approximately 600,000 square feet of municipal building area. These improvements are estimated to permanently reduce the citywide electricity budget by between $550,000 and $600,000 per year; however, these savings will be used to pay the annual debt service on the Qualified Energy Conservation Bonds, the primary financing source for the project, until repaid in full in 2025. Although this arrangement produces a cost neutral result until 2025, the environmental benefit is appreciable. It is estimated the project will result in the reduction of 9,360,896 pounds of carbon dioxide emissions per year, the equivalent of removing 804 cars from the road each year. Additional projected operating budget impacts associated with the above projects are also discussed below in the Future Operating Impacts section along with all other capital projects that are anticipated to have impacts on future operating budgets FUTURE OPERATING BUDGET IMPACTS In addition to current year operating budget 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. 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. Capital Improvements Program, Net Operating Impact Forecast: FY 2013-14 to FY 2016-17 Program and Project Name Fund Cost Category(s) 2013-14 Environmental Laboratory Facility* W / WW Fees and Services - JGMWTP Security Improvements W / WW Materials and Supplies JGMWTP Water Quality Upgrades* W / WW Fees and Services El Paso Multi-use Path Phase III General Hardy Drive Streetscape Project General 2014-15 2015-16 2016-17 (270,000) - - Total Enterprise Program (270,000) 5,000 - - - 5,000 575,000 - - - 575,000 Fees and Services - 4,000 - - 4,000 Fees and Services 3,000 - - - 3,000 Fees and Services 1,500 - - - 1,500 Special Purpose Program Rio Salado Southbank Path Tempe – Phoenix Tempe Rio Salado Underpass under 202 at 101 General Fees and Services 3,000 - - - 3,000 General Purpose Program Law Enforcement Facilities and Regional Communication Project General Materials and Supplies 10,000 - - - 10,000 Police CAD / RMS / FRWS System General Fees and Services - 224,015 - - 224,015 General Salaries, Supplies, Services 81,431 $39,446 $0 $0 81,431 $636,946 U.S. Army Corps. Environmental Enhancement Total Operating Impacts $597,500 *Indicates significant nonrecurring project. As shown in the table above, a total of ten CIP projects are projected to produce $636,946 in operating budget impacts between FY 2013-14 and FY 2016-17. The operating budget impacts listed, and also described below, represent new incremental expenditure increases, or savings in the case of the Environmental Laboratory, which are anticipated to go into effect on a permanent annual basis in the year shown. Among the ten projects, two are considered significant nonrecurring projects and are projected to produce 48% or $305,000 of the estimated net future operating budget impacts. Please see page 172 for a list of all significant nonrecurring projects and associated funding sources, and the complete CIP Project Listings and Descriptions section for all additional project detail. As reflected in the table above, the operating budget impacts associated with the construction of the new Environmental Laboratory Facility are estimated to generate a net savings to the Water / Wastewater (W/WW) Fund. Although the current laboratory operating budget will transfer to the new lab once complete, water utilities staff estimate annual replacement costs for lab supplies will increase by $30,000 over and above annual costs at the current facility. On the other hand, water utilities staff predict new technology and equipment at the new facility will allow the department to save approximately $300,000 170 City of Tempe 2012-13 Annual Budget annually because more water testing will be performed “in house” rather than by outside laboratories. As a result, the combined operating impacts associated with the project are expected to decrease the annual operating budget by $270,000. The water quality enhancement project at the JGMWTP is the primary driver of the future operating budget impacts shown above. The projected operating budget increases will provide for anticipated future requirements for additional chemicals, increasing electricity costs, and additional waste disposal costs all to support the plant’s expanded water treatment operations. The plant is also slated to receive a small increase to the maintenance budget in 2013-14 to support new fixtures for new fencing and lighting to be added as a result of the security enhancements project at the plant. Each of the four projects under the Special Purpose program will support the City’s transit objectives by adding to the City’s system of pedestrian and bicycle friendly pathways. Once complete, the new multi-use paths will require additional appropriations for landscape maintenance. Two police protection projects under the General Purpose program are also anticipated to require new operating budget increases in the future. The Law Enforcement Facilities and Regional Communication Project includes a $10,000 budget increase to provide new materials to maintain new motorized gates. The Police CAD / RMS / FRWS System project is an information technology project that will replace the department’s critical computer aided dispatch system, record management system and field report writing system (CAD / RMS / FRWS). The department projects a necessary annual increase to its operating budget to support a new ongoing software maintenance contract for the three systems. The U.S. Army Corps. Environmental Enhancement project is a joint project between the U.S. Army Corp of Engineers and the City of Tempe which will restore a section of desert habitat along the north bank of the Salt River by adding a multi-use path with art and recreational amenities. The future operating impacts are scheduled to provide the salary and benefits for a new full time groundskeeper position, as well as the machinery and supplies necessary to maintain the improved habitat. CAPITAL BUDGET EXPENDITURES IMPACT ON CITY SERVICES Inherent within the CIP is the fundamental intention to maintain and improve the City’s infrastructure and assets to create a positive and livable community environment, and to enhance the City’s organizational ability to deliver services to residents. Ongoing recurring 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 associated with significant nonrecurring capital projects included in the 5 year CIP are discussed below under their respective major program area. Enterprise Program • The Environmental Laboratory project and Johnny G. Martinez and South Tempe Water Treatment Plant projects will ensure the City’s water quality is treated and tested in compliance with current and future environmental regulation under the U.S. Safe Drinking Water Act. According to the City’s 2011 Community Attitude Survey, the City’s ability to supply reliable, high quality domestic water to its residents resulted in an 82% resident satisfaction rating which is 4% above the national average of 78%. General Purpose Program • Town Lake Downstream Dam Replacement - Tempe Town Lake is a major element of the City’s identity, and residents enjoy the many activities and events that take place around the lake throughout the year. Replacement of the lake’s dam represents a major investment in the sustainability of this important attraction and ensures the lake will remain a pleasant and safe leisure opportunity destination for residents into the future. Special Purpose Program • East Valley Bus Operations and Maintenance Facility Expansion - This 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 facility opened in summer 2007, and is owned and operated by the cities of Tempe and Scottsdale and Valley Metro. The facility was awarded Leadership in Energy and Environmental Design (LEED) Gold certification by the U.S. Green Building Council, and employs a whole-systems approach using design and building techniques to minimize environmental impact and reduce energy consumption while contributing to the health of the occupants. This thoughtful and creative approach to the environment and the health and productivity of the employees benefits the city and the surrounding communities. 171 City of Tempe 2012-13 Annual Budget Significant Nonrecurring Capital Project Expenditures by Major Program Project Name & Number Funding Source(s) New 2012-13 Capital Budget Capital Budget Re-appropriations Appropriations Total 2012-13 Capital Budget Appropriations Additional Projected Needs 2014-15 2015-16 2013-14 Total 5-Year Program 2016-17 Enterprise Program Environmental Laboratory Facility: 3203499 Water / Wastewater Bonds 5,636,639 1,300,000 6,936,639 - - - - 6,936,639 JGMWTP Water Quality Upgrades: 3201099 Water / Wastewater Bonds 15,136,688 - 15,136,688 - - - - 15,136,688 South Tempe Water Treatment Plant Improvements: 3203219 Water / Wastewater Bonds 2,521,594 - 2,521,594 - - - - 2,521,594 23,294,921 1,300,000 24,594,921 - - - - 24,594,921 Total Enterprise Program Special Purpose Program East Valley Bus Operations and Maintenance Facility Expansion: 6003589 Transit Tax 346,000 - 346,000 - - - - 346,000 Federal 5309 Grant 5,114,786 - 5,114,786 - - - - 5,114,786 Project Total 5,460,786 - 5,460,786 - - - - 5,460,786 General Purpose Program QECB Energy Services Retrofit: 6703822 Capital Projects Fund Balance 3,105,561 - 3,105,561 - - - - 3,105,561 Town Lake Dam Replacement: 6504229 Capital Projects Fund Balance General Obligation Bonds 4,271,664 - 768,736 4,271,664 768,736 550,000 27,500,000 - - 4,271,664 28,818,736 G.O Bonds Election Required 4,271,664 768,736 5,040,400 550,000 4,337,800 31,837,800 - - 4,337,800 37,428,200 7,377,225 768,736 8,145,961 550,000 31,837,800 - - 40,533,761 36,132,932 2,068,736 38,201,668 550,000 31,837,800 - - 70,589,468 Project Total Total General Purpose Program Total All Programs The six significant nonrecurring projects above account for 23% of the City’s total $308 million five year Capital Improvements Program. Because major nonrecurring projects often translate into an increase in services required to support new or expanded facilities, or new or expanded City programs, they often translate into increased operations and maintenance costs which impact the City’s Operating Budget. Excluding new debt service, the operations and maintenance budgets in the City’s General Fund and Water / Wastewater Fund are estimated to permanently increase by a combined $240,000 over the next five years as a result of four of the above projects. 172 City of Tempe 2012-13 Annual Budget Capital Improvements Project Map 2 6 5 4 7 9 10 8 1 3 9 Location 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Project Description South Tempe Water Treatment Plant Improvements Johnny G. Martinez Water Treatment Plant Improvements Ken MacDonald Golf Course Recharge Project East Valley Bus Operations and Maintenance Facility Expansion Tempe Rio Salado Underpass – Under 202 at 101 Town Lake Downstream Dam Replacement Broadway Road Streetscape Project Environmental Laboratory Facility Arterial-Collector & Residential Street Asset Preservation Kiwanis Park Playground Replacement & Renovations 173 City of Tempe 2012-13 Annual Budget 2012-13 Capital Improvements Program Summary Program New 2012-13 Total 2012-13 Capital Budget Capital Budget Capital Budget Re-appropriations Appropriations Appropriations 2013-14 Additional Projected Needs 2014-15 2015-16 2016-17 Total 5-Year Program Enterprise Program Water 36,090,718 7,356,000 43,446,718 9,298,500 7,306,000 10,423,758 6,632,205 Wastewater 18,042,037 1,531,000 19,573,037 4,650,000 10,077,000 16,149,000 17,250,000 67,699,037 54,132,755 8,887,000 63,019,755 13,948,500 17,383,000 26,572,758 23,882,205 144,806,218 13,127,954 7,237,633 20,365,587 1,038,224 2,415,206 2,196,367 1,039,953 27,055,337 13,127,954 7,237,633 20,365,587 1,038,224 2,415,206 2,196,367 1,039,953 27,055,337 1,887,267 5,958,016 7,845,283 3,467,231 4,026,636 3,308,162 7,912,491 26,559,803 970,305 717,216 1,687,521 1,332,600 600,000 582,800 550,000 4,752,921 Total Enterprise 77,107,181 Special Purpose Program Transit Total Special Purpose General Purpose Program Police Protection Fire Protection Storm Drains 1,091,059 - 1,091,059 300,000 300,000 300,000 300,000 2,291,059 Park Improvements 7,094,925 2,911,236 10,006,161 4,018,169 33,780,300 2,137,500 2,107,500 52,049,630 General Governmental 6,678,999 4,965,295 11,644,294 2,439,465 2,161,279 2,236,429 2,230,749 20,712,216 Total General Purpose 17,722,556 14,551,763 32,274,319 11,557,465 40,868,215 8,564,891 13,100,740 106,365,629 Transportation and R.O.W. 4,125,365 3,307,975 7,433,340 5,057,361 3,771,527 3,771,527 3,771,527 23,805,282 Traffic Signals/Street Lighting 1,032,726 686,800 1,719,526 2,124,536 806,917 806,917 700,000 6,157,896 5,158,091 3,994,775 9,152,866 7,181,897 4,578,444 4,578,444 4,471,527 29,963,178 90,141,355 34,671,171 124,812,526 33,726,086 65,244,865 41,912,460 42,494,425 308,190,362 Transportation Total Transportation TOTAL PROGRAM 174 City of Tempe 2012-13 Annual Budget 2012-13 Capital Improvements Program Source of Funds Program Total 2012-13 New 2012-13 Capital Budget Capital Budget Capital Budget Re-appropriations Appropriations Appropriations Additional Projected Needs 2014-15 2015-16 2016-17 2013-14 Total 5-Year Program Enterprise Supported Water / Wastewater Bonds Development Fees Capital Projects Fund Balance Total Enterprise Supported 53,728,459 8,487,000 62,215,459 13,548,500 16,983,000 26,172,758 23,482,205 142,401,922 - 400,000 400,000 400,000 400,000 400,000 400,000 2,000,000 404,296 - 404,296 - - - - 404,296 54,132,755 8,887,000 63,019,755 13,948,500 17,383,000 26,572,758 23,882,205 144,806,218 19,406,920 Special Purpose Transit 10,547,653 6,278,267 16,825,920 - 1,381,000 1,200,000 - Transit Tax Federal Grants 2,580,301 959,366 3,539,667 1,038,224 1,034,206 996,367 1,039,953 7,648,417 Total Transit 13,127,954 7,237,633 20,365,587 1,038,224 2,415,206 2,196,367 1,039,953 27,055,337 Total Special Purpose 13,127,954 7,237,633 20,365,587 1,038,224 2,415,206 2,196,367 1,039,953 27,055,337 14,486,686 - 14,486,686 1,011,977 - - - 15,498,663 10,000 47,500 57,500 47,500 47,500 47,500 47,500 247,500 465,889 101,616 567,505 - - - - 567,505 2,454,462 9,187,056 11,641,518 6,817,460 33,841,613 3,761,255 850,000 56,911,846 General Purpose Capital Projects Fund Balance Diablo Stadium Revenue Federal Grants General Obligation Bonds 305,519 4,688,803 4,994,322 2,176,050 6,193,554 3,920,754 11,367,221 28,651,901 Performing Arts Fund G.O Bonds: Election Required - 116,622 116,622 123,930 131,695 139,947 148,716 660,910 Solid Waste Fund - 187,244 187,244 127,196 192,060 154,100 203,586 864,186 Water / Wastewater Fund - 222,922 222,922 297,949 461,793 541,335 483,717 2,007,715 U.S. Army Corps of Engineers - - - 955,403 - - - 955,403 17,722,556 14,551,763 32,274,319 11,557,465 40,868,215 8,564,891 13,100,740 106,365,629 1,547,206 - 1,547,206 - - - - 1,547,206 572,810 293,690 866,500 2,521,453 106,917 106,917 - 3,601,787 3,038,075 3,701,085 6,739,160 4,660,444 4,471,527 4,471,527 4,471,527 24,814,185 Total General Purpose Transportation Capital Projects Fund Balance Federal Grants General Obligation Bonds Total Transportation TOTAL PROGRAM 5,158,091 3,994,775 9,152,866 7,181,897 4,578,444 4,578,444 4,471,527 29,963,178 90,141,355 34,671,171 124,812,526 33,726,086 65,244,865 41,912,460 42,494,425 308,190,362 175 City of Tempe 2012-13 Annual Budget Capital Budget Strategic Priorities At their annual summit, the City Council identified the eleven strategic priorities listed below to guide The City of Tempe’s operations over the next three to five years. The diagram below displays how the capital projects included in the adopted FY 2012-13 capital budget are aligned with the City Council’s strategic priorities.            Advanced Transportation Infrastructure Education as a Priority Effective Infrastructure Implementation Alignment Leverage Technology Long Term Financial Stability Neighborhood Enhancement Operational Sustainability and Accountability Regional Leverage Sustainable Economic Development Town Lake Development and Downtown Connectivity Advanced Transportation Infrastructure Effective Infrastructure Leverage Technology Neighborhood Enhancement Regional Leverage Sustainable Economic Development Town Lake Development and Downtown Connectivity  Not surprisingly, 59% of the funded 2012-13 capital projects are aligned with the Effective Infrastructure strategic priority. This category captures projects spanning all capital project program areas and exemplifies the City’s focus on maintaining its existing core infrastructure through ongoing asset maintenance and replacement projects.  The Regional Leverage strategic priority is represented by projects in which Tempe is a partner agency, or shares in ownership with other Phoenix metropolitan area political subdivisions. Tempe is a regional partner in projects under the Police Protection, Transit, and Water / Wastewater capital project programs.  Several Transit projects such as the Broadway Road streetscape project, and the Rio Salado Southbank Path projects support the Advanced Transportation Infrastructure strategic priority by adding grant funded multi-modal pedestrian and bicycle accessibility improvements to these areas.  Completion of the Town Lake Pedestrian Bridge and replacement of the Town Lake dam are excellent examples of the City’s continued capital investment in support of the Town Lake Development and Downtown Connectivity strategic priority.  The City’s commitment to leveraging technology is evidenced throughout 2012-13 capital programs in projects such as the Development Services Technology Modernization project, and the Police Department’s upgrade and replacement of its computer aided dispatch, records management, and field report writing systems.  Several projects in the Water / Wastewater capital program will increase the City’s wastewater flow capacity by replacing aging pipelines in targeted locations in order to accommodate future development. The General Governmental capital program also contains projects which will maintain the City’s character and enhance its ability to attract new economic development, as well as projects which contribute directly to the quality and image of City neighborhoods. 176 City of Tempe 2012-13 Annual Budget Capital Budget, Debt and Property Tax Levy Policy Statements Capital Budget Policy  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.  A five-year capital improvements program, as required by City Charter, will be developed and updated annually including anticipated funding sources. In addition, a prior year capital project status report shall be presented to the Council for information purposes when the capital improvement budget is considered.  The annual operating budget will provide for the adequate maintenance and the orderly replacement of the capital plant and equipment from current revenue where possible.  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.  The City may provide for internal, pay-as-you go financing for its capital improvement program. Funding may come from fund balance reserves or any other acceptable means of funding. Debt Policy  Debt will only be used to finance long term capital improvements and not be used to finance recurring operating expenses.  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.  Debt term should match the useful life of the capital project funded.  Debt service schedules will be based upon level annual principal and interest payments.  Overlapping debt issuances shall be included in the City’s financial reports.  Authorized debt shall be limited as follows unless authorization is obtained from the City council to exceed these limits  - General obligation bonds shall follow the guidelines established in the Debt Management Plan - Excise tax bonds shall maintain revenue coverage limits of at least 3 times debt service - Improvement District bonds shall not exceed 5% of the City’s secondary assessed valuation - Short-term borrowing or lease / purchase contracts must be budgeted within the Operating Budget Benchmark ratios of per capita debt, debt service to operating revenue, and outstanding debt as a percent of full cash value will be updated regularly and incorporated into the Debt Management Plan. Property Tax Levy Policy 1) The total annual secondary tax levy shall only be used to make debt service payments on bonds issued to fund capital projects approved by the City Council in the CIP and shall not exceed an amount calculated as follows: a. For existing property, which is defined as property subject to property tax in the prior year, establish a maximum total property tax levy equal to the previous year’s total primary and secondary tax levy, adjusted by the Western States Consumer Price Index (CPI) for the last completed calendar year, not to exceed a 3.3% increase in any year. b. The primary levy on existing property shall be established first, within the limits provided in paragraph 1)a, and within limits provided in state statute. After establishing the primary levy on existing property, the secondary levy on existing property shall be established at a level that, when combined with the primary levy on existing property, does not increase the total levy on existing property by more than CPI, and in no case by more than 3.3% of the total city property tax levy in the prior year. c. For newly-taxable property, collect a levy by applying, to the net assessed values of new properties, the same primary and secondary tax rates used to establish the levies on existing taxable property in paragraph 1)b. 177 City of Tempe 2012-13 Annual Budget 2) Secondary property tax levies shall be deposited into the Debt Service Fund, from which general purpose bonded debt payments are made. The Debt Service Fund shall be maintained in accordance with generally accepted accounting principles and shall have a fund balance between 4% and 8% of outstanding general purpose debt at the end of each fiscal year. 3) Projections of revenues and debt service payments shall be used to create an annual long-range forecast, of at least 20 years, for the Debt Service Fund. Projected debt service payments associated with the approved CIP shall not cause the projected Debt Service Fund balance to drop below 4% in any year of the forecast, applying levy projections that comply with this policy for each year of the forecast. 178 City of Tempe 2012-13 Annual Budget 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 secondary assessed property value within the City. Cities may also issue general obligation bonds for any purposes up to an amount not exceeding 6% of the secondary assessed value. All bonds issued pursuant to Article 9, Section 8 are subject to authorization by a majority vote at a city bond election. Although annual property valuation estimates are not finalized until August of each year, the City is projected to exceed its 20% debt limit in 2012-13, as shown in the table below. This condition is not the result of the City issuing general obligation debt in excess of its debt limits at any time of issuance. This projection results solely from a 44.6% decline in the City’s secondary assessed property valuation between FYs 2010-11 and 2012-13; from $2.5 to $1.7 billion. These annual declines in value continue to cause the City’s outstanding debt issued under the 20% limit to exceed 20% of its secondary assessed value. Even though the City’s debt issued under the 20% debt limit is projected to exceed the limit as a result of events out of the City’s control, the City may / will not incur additional debt against the 20% debt limit until such time as a combination of retiring principal associated with that debt, and rising property values produce a positive debt to value ratio. While the City may continue to issue debt within the 6% debt limit, doing so must be done with extreme vigilance in light of continued year to year property valuation uncertainty. FY 2012-13 General Obligation Bonded Debt Limits July 1, 2012 FY 2012-13 6% Projected Bond Limit (1) Outstanding G.O. Bonded Debt-Previously Issued 20% $101,834,222 $339,447,408 (14,690,000) (418,225,646) G.O. Proposed Bonds to be Sold in FY 2012-13 General Governmental 4,994,322 Park Improvements 3,950,023 Public Safety 7,691,495 Transportation 6,739,160 Debt Margin Available $63,769,222 (1) ($78,778,238) The FY 2012-13 Bond Limit is based on an estimated secondary assessed value of $1,697,237,040 compared to the FY 2011-12 secondary assessed value of $1,957,328,610. 179 City of Tempe 2012-13 Annual Budget Long-Term Debt Summary Remaining General Obligation Bond Authorizations Original Authorization 2008 Voter Authorization Water / Wastewater (1) Prior Issues 2012-13 Issue Remaining Authorization 113,300,000 52,025,302 - 61,274,698 Public Safety 32,010,000 11,170,000 7,691,495 13,148,505 Park Improvements / Community Services 51,800,000 16,940,000 3,950,023 30,909,977 Streets / Transportation / Storm Drains 44,200,000 3,995,000 6,739,160 33,465,840 241,310,000 84,130,302 18,380,678 138,799,020 6,400,000 - - 6,400,000 Park Improvements / Community Services 10,500,000 - - 10,500,000 Municipal Infrastructure Preservation 12,900,000 - 4,994,322 7,905,678 Subtotal 29,800,000 - 4,994,322 24,805,678 $271,110,000 $ 84,130,302 $ 23,375,000 $163,604,698 2009 2010 2011 2012 Subtotal 2012 Voter Authorization Requested (2) Public Safety TOTAL Outstanding Long-Term Debt Summary July 1 General Obligation Bonds 285,735,000 305,177,545 287,621,092 270,715,646 Police Protection Water / Wastewater 43,675,000 49,120,000 49,720,000 50,225,000 Fire Protection 11,010,000 10,785,000 11,155,000 9,400,000 Storm Drains 3,600,000 3,495,000 2,705,000 1,915,000 32,960,000 36,688,500 34,515,000 34,170,000 4,940,000 11,721,500 11,410,000 10,940,000 60,080,000 60,855,000 57,175,000 55,550,000 442,000,000 477,842,545 454,301,092 432,915,646 Water / Wastewater 16,720,000 16,175,000 46,954,000 53,744,000 General Governmental 29,680,000 28,815,000 35,676,000 34,347,900 Performing Arts 43,640,000 39,780,000 36,295,000 31,820,000 135,480,000 132,745,000 129,905,000 126,955,000 30,760,000 29,130,000 27,435,000 25,400,000 1,965,000 1,875,000 1,785,000 1,658,100 Total Excise Tax Debt Outstanding 258,245,000 248,520,000 278,050,000 273,925,000 Total Outstanding Long-Term Debt $700,245,000 $726,362,545 $732,351,092 $706,840,646 Park Improvements Library/Museum Streets/Transportation Total G.O. Debt Outstanding Excise Tax Bonds Transit Rio Salado Cemetery Enterprise (1) Although the Water / Wastew ater capital program retains considerable voter authorization from the November 2008 Bond Election, General Obligation (G.O.) bonds w ill not be issued for the program in FY 2012-13 in order to preserve the City's legal G.O. debt limit. Instead the City w ill issue bonds for the program in FY 2012-13 w hich are secured by Excise Taxes and repaid from w ater and w astew ater user fee revenue. (2) The City w ill hold a November 2012 bond election to request voter authorization to enter into additional G.O. debt for programs w hich are lacking, or are projected to run out of 2008 voter authorization w ithin the projected five year CIP planning period. The City may not issue the planned G.O. debt show n under the Municipal Infrastructure Preservation capital program above unless the additional requested authorization is approved by Tempe voters. 180 City of Tempe 2012-13 Annual Budget Capital Budget, Debt Service and Property Tax Rate: Ten Year Historical Trends Budgeted Capital Improvements Fiscal Year Program Outstanding Debt Service Principal Requirements Net Secondary FY End P&I Assessed Value % Change in Property Tax Rate ($) Secondary Assessed Valuation Primary Secondary Total 2002-03 95,318,794 252,480,000 23,996,164 1,556,492,294 6.9 .52 .83 1.35 2003-04 117,968,707 280,525,000 27,243,978 1,688,452,415 8.5 .55 .80 1.35 2004-05 177,118,222 362,225,000 27,696,707 1,768,877,385 4.8 .53 .82 1.35 2005-06 189,971,703 452,490,000 35,620,916 1,904,426,188 7.7 .52 .88 1.40 2006-07 196,728,491 581,595,000 44,105,855 2,006,703,332 5.4 .52 .88 1.40 2007-08 212,706,469 651,395,000 52,988,091 2,401,898,465 19.7 .51 .89 1.40 2008-09 168,033,325 700,245,000 59,795,499 2,656,948,194 10.6 .51 .89 1.40 2009-10 96,310,568 726,362,545 68,975,861 2,767,488,865 4.2 .49 .91 1.40 2010-11 48,264,755 732,351,092 69,753,500 2,512,995,468 (9.2) .52 .88 1.40 2011-12 49,337,804 706,840,646 66,378,628 1,957,328,610 (22.1) .66 1.13 1.79 2012-13 124,812,526 698,553,708 120,964,519 1,697,237,040 (13.3) .79 1.36 2.14 The budgeted CIP reached a historical peak in FY 2007-08 primarily due 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. Since there is an approximate two year lag between when the Maricopa County Assessor’s office establishes property values and when taxes are levied based on those values, the City will collect property tax revenue in 2012-13 that is based on 201011 property values. Consequently; because Tempe property values were falling in 2010-11, the City anticipates the property values provided by the county, which establish Tempe’s property tax base, to continue to decline for another two years. In response to the declining property values, the City adopted a property tax stabilization policy in FY 2010-11which established parameters for the amount of property taxes which may be collected each year. The policy allows the City to collect a predictable amount of property tax while property values fluctuate, by essentially allowing the property tax rate to “float”. Unlike several years during the recession, this policy also helped to effectively put the City back on track toward reliable and stable capital expenditure planning. In FY 2011-12 the City developed yet another new procedure that would make capital improvements planning more transparent and accurate. The considerable $75.5 million, or 153%, increase in the capital budget between FYs 2011-12 and 2012-13 results from the implementation of this new City procedure to formally include remaining prior year’s capital appropriations in each new fiscal year’s adopted capital budget. The procedure effectively re-appropriates unspent prior year capital appropriations together with newly approved capital appropriations to make up the total capital budget. This new procedure ensures all existing CIP projects are accounted for in each adopted CIP going forward. Outstanding Principal includes all forms of City debt, including general obligation, excise tax revenue, and enterprise revenue supported debt. The large increase in total budgeted debt service in FY 2012-13 is the result of plans to retire $54 million of outstanding Transit Tax debt with the receipt of federal reimbursements associated with the City’s portion of the metropolitan area light rail transit system. Debt Service Appropriations by Capital Program FY 2012-13 Water / Wastewater General Governmental Transportation Transit Program Performing Arts Rio Salado Cemetery Fund Total Principal 18,925,000 8,137,397 4,630,000 55,690,000 4,540,000 1,855,000 100,000 $ Interest Fiscal Agent Fees 13,650,000 300,000 5,959,580 300,000 2,105,409 1,739,544 425,000 1,382,350 10,000 1,135,987 79,252 - 93,877,397 $ 26,052,122 $ 181 1,035,000 Total 32,875,000 14,396,977 6,735,409 57,854,544 5,932,350 2,990,987 179,252 $ 120,964,519 City of Tempe 2012-13 Annual Budget Capital Improvements Program Project Listing and Descriptions Enterprise Program Water and Wastewater projects total $63 million in FY 2012-13 And account for 50% of the total FY 2012-13 appropriated CIP budget The Enterprise component of the Capital Improvements Program consists of the Water and Wastewater programs. Combined, they constitute $63 million of the $124.8 million Capital Improvements Program for FY 2012-13. The City's Capital Budget for this area is driven by both planned infrastructure maintenance and replacement, and plant capacity expansions required to meet state and federal regulatory compliance requirements. The primary funding source for these projects in FY 2012-13 is water and wastewater revenue supported bonds. These bonds are repaid by user charges for service delivery in both programs. Major Water Program projects in FY 2012-13 include final construction phases at the Johnny G. Martinez and South Tempe Water Treatment Plants, construction of a new Environmental Laboratory Facility, and numerous waterline improvements. Two projects, the Ken MacDonald Golf Course Recharge project and continued funding for expansion at the 91st Avenue Wastewater Treatment Plant, account for 78% of the FY 2012-13 Wastewater program. The program also includes funding for ongoing sewer line replacement and repair. 182 City of Tempe 2012-13 Annual Budget 2012-13 CIP Projects – Water Program Project Name & Number ARC Flash Hazard Analysis: 3201202 Funding Source(s) New 2012-13 Capital Budget Capital Budget Re-appropriations Appropriations Total 2012-13 Capital Budget Appropriations Additional Projected Needs 2013-14 2014-15 2015-16 Total 5-Year Program 2016-17 Capital Projects Fund Balance 3,065 - 3,065 - - - - 3,065 Water / Wastewater Bonds 3,065 25,000 25,000 25,000 28,065 - - - - 25,000 28,065 102,174 - 102,174 - - - - 102,174 Project Total Carl Hayden Campus for Sustainability: 3203259 Capital Projects Fund Balance Distribution System Fittings: 3299999 Water / Wastewater Bonds 30,000 230,000 260,000 230,000 230,000 230,000 230,000 1,180,000 Environmental Laboratory Facility: 3203499 Water / Wastewater Bonds 5,636,639 1,300,000 6,936,639 - - - - 6,936,639 JGMWTP Security Improvements: 3203509 Water / Wastewater Bonds 1,600,000 - 1,600,000 400,000 - - - 2,000,000 JGMWTP Water Quality Upgrades: 3201099 Water / Wastewater Bonds 15,136,688 - 15,136,688 - - - - 15,136,688 New Production Wells: 3200019 Water / Wastewater Bonds 2,531,127 - 2,531,127 1,500,000 1,500,000 1,500,000 - 7,031,127 Perimeter Metering of ASU Main Campus: 3203519 Water / Wastewater Bonds 1,942,219 - 1,942,219 - - - - 1,942,219 SCADA Master Plan and Implementation: 3204409 Water / Wastewater Bonds 250,000 250,000 500,000 - - - - 500,000 Small Meter Replacement Program 2" and under: 3209319 Water / Wastewater Bonds 316,588 175,000 491,588 175,000 200,000 200,000 200,000 1,266,588 South Tempe Water Treatment Plant Improvements: 3203219 Water / Wastewater Bonds 2,521,594 - 2,521,594 - - - - 2,521,594 Town Lake Bypass Pumps: 3204789 Capital Projects Fund Balance 299,057 - 299,057 - - - - 299,057 Water Aqueduct Repair and Security at the JGMWTP: 3204959 Water / Wastewater Bonds - 500,000 500,000 - - - - 500,000 Water Metering Stations: 3201559 Water / Wastewater Bonds 779,000 - 779,000 - - - - 779,000 Water Plant Repairs and Minor Upgrades: 3200079 Water / Wastewater Bonds - 500,000 500,000 500,000 500,000 500,000 500,000 2,500,000 183 City of Tempe 2012-13 Annual Budget 2012-13 CIP Projects - Water Program (continued) Project Name & Number Waterline Repair & Replacement: 3299989 Funding Source(s) Total 2012-13 Capital Budget Appropriations Additional Projected Needs 2014-15 2015-16 2013-14 Total 5-Year Program 2016-17 Water / Wastewater Bonds 1,809,945 - 1,809,945 800,000 800,000 800,000 800,000 5,009,945 Development Fees 1,809,945 200,000 200,000 200,000 2,009,945 200,000 1,000,000 200,000 1,000,000 200,000 1,000,000 200,000 1,000,000 1,000,000 6,009,945 Water / Wastewater Bonds - 3,626,000 3,626,000 3,626,000 3,626,000 3,626,000 3,626,000 18,130,000 Project Total Waterline Replacements of High Frequency Break Areas: 3204969 New 2012-13 Capital Budget Capital Budget Re-appropriations Appropriations Waterline Upgrade/Replacement Rural (University - Apache): 3203539 Well #10 Booster Pump Station: 3204979 Water / Wastewater Bonds 1,836,000 - 1,836,000 - - - - 1,836,000 Water / Wastewater Bonds - 300,000 300,000 - - - - 300,000 Well #9 Pump to Waste Line: 3204419 Water / Wastewater Bonds 561,000 - 561,000 - - - - 561,000 Well Automation and Control: NA Water / Wastewater Bonds - - - 628,000 - - - 628,000 Well Rehabilitation: 3203549 Water / Wastewater Bonds 121,169 250,000 371,169 250,000 250,000 250,000 250,000 1,371,169 WMAT Quantification Settlement Agreement CAP Water Lease: NA Water / Wastewater Bonds - - - - - 3,117,758 826,205 3,943,963 WUD Security Improvements: 3201029 Water / Wastewater Bonds 600,000 - 600,000 989,500 - - - 1,589,500 14,453 - 14,453 - - - - 14,453 36,090,718 7,356,000 43,446,718 9,298,500 7,306,000 10,423,758 6,632,205 77,107,181 WUD Security Improvements Well #7: 3201023 Water Program Total Water / Wastewater Bonds 184 ARC Flash Hazard Analysis Project Description Estimated Project Costs This project provides engineering services for OSHA required labeling on electrical equipment located at water facilities. These services provide calculations on potential energy discharges and approach boundaries for clear communication to our employees. The project will facilitate the safety of our employees while following OSHA safe work practices. 2012-13 Source of Funds Capital Projects Fund Balance $3,065 Water / Wastewater Bonds $25,000 Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement $0 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $28,065 Total $28,065 Project Number: 3201202 Estimated Start Date: Estimated Completion Date: Ongoing Ongoing New Appropriations by Fiscal Year 2012-13 $28,065 2013-14 $0 2014-15 $0 2015-16 2016-17 Total 5 Year $0 $0 $28,065 Carl Hayden Campus for Sustainability Project Description Estimated Project Costs This project is tied to a Tempe City Council commitment to provide funding for park restoration, mitigation of areas disturbed by construction, environmental enhancements and improvements tied to the cost savings realized by routing the JGM WTP 60” water transmission main project through the Papago Park Green Line riparian area, adjacent portions of Papago Park and the Arizona Historical Society Museum property instead of a more costly and less favorable pipeline route. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Funds from this project have been used to do riparian and desert plant restoration work along the Green Line and other improvements to the Carl Hayden Campus for Sustainability, which includes the Green Line riparian habitat and Papago Park areas, the Tempe Xeriscape Demonstration Garden at Tempe Women’s Club Park, the Eisendrath House, the Justice Sandra Day O’Connor House Center for Civic Discourse, the AHS Museum portion of the Green Line area, and Hallman Park. Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement $0 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 2012-13 Source of Funds Capital Projects Fund Balance $102,174 Other Project Costs $102,174 Total $102,174 Project Number: 3203259 Estimated Start Date: 07/01/09 Estimated Completion Date: 06/30/15 New Appropriations by Fiscal Year 2012-13 $102,174 2013-14 $0 2014-15 $0 2015-16 2016-17 Total 5 Year $0 $0 $102,174 185 Distribution System Fittings Project Description Estimated Project Costs 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 our citizens health and wellbeing is protected and that we are realizing all possible revenue from our meters. WUD operates and maintains approximately 43,500 meters, 24,200 valves, 9000 fire hydrants, and 840 miles of water line. While it's difficult to quantify the number of fittings or footage of pipe replaced annually, the life expectancy with routine maintenance could exceed 50 years. This project is typically used for fire hydrants, water vales, and ductile iron pipe which come with a 10 year warranty. 2012-13 Source of Funds Water / Wastewater Bonds $260,000 Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $1,180,000 Construction / Improvement $0 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $0 Total $1,180,000 Project Number: 3299999 Estimated Start Date: Estimated Completion Date: Ongoing Ongoing New Appropriations by Fiscal Year 2012-13 2013-14 $260,000 $230,000 2014-15 2015-16 2016-17 Total 5 Year $230,000 $230,000 $230,000 $1,180,000 Environmental Laboratory Facility Project Description Estimated Project Costs This project involves the design and construction of an environmental laboratory facility necessary to continue to analyze the quality of the City’s drinking water and wastewater as required under federal and state environmental laws, and to ensure the safest possible water supply. Rapidly emerging regulations governing drinking water and wastewater have created a nearly 5-fold increase in the last decade in the number of analyses that Tempe must conduct to ensure compliance with Clean Water Act and Safe Drinking Water Act requirements. Technological changes necessary to detect pollutants at much lower concentrations have also increased our laboratory footprint. Additionally, the Water department has launched a process control analytical program that will allow us to use analytical data to better ensure that our processes for water and wastewater treatment are effective and sustainable. Once complete, the new laboratory improvements are anticipated to generate a net reduction in operating costs of $270,000 starting in FY 2014-15 since more water testing will be performed “in house” rather than by outside laboratories. 2012-13 Source of Funds Water / Wastewater Bonds $6,936,639 Legal / Administration $50,000 Land Acquisition $0 Permit Fees $150,000 Design and Engineering $200,000 Survey / Staking $0 Construction Management $350,000 Furnishings / Equipment $300,000 Construction / Improvement $4,450,000 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $50,000 Other Project Costs $86,639 Total $6,936,639 Project Number: 3203499 Estimated Start Date: In progress Estimated Completion Date: 05/31/12 New Appropriations by Fiscal Year 2012-13 $6,936,639 2013-14 $0 2014-15 $0 2015-16 2016-17 Total 5 Year $0 $0 $6,936,639 186 JGMWTP Security Improvements Project Description Estimated Project Costs This project would replace the existing chain link fence that secures our perimeter for both the JGM Water Plant site and the Papago Tank site and provide perimeter lighting for the fence line along the JGM Plant site. The current fence is over 20yrs old and in need of repair/replacement. The chain link fence would be replaced with a higher level security barrier fence consisting of solid metal vertical and horizontal materials matching the current fence / gates installed under our previous security project. The proposed lighting will consist of single fixture lights on poles along the fence line. The progress to date is the installation of the lower rolling gate adjacent to the recovery pond with access control features such as card access and camera surveillance at the point of entry. Expenditures planned in 13/14 are for the design and construction for the Papago Butte Backwash Tank Security Improvements, which is another phase of this project. Legal / Administration This project is a continuation of security improvements which were recommended / identified by threat vulnerability assessors as per the Department of Homeland Security requirements for critical infrastructures. Geotech / Material Testing 2012-13 Source of Funds Water / Wastewater Bonds $1,600,000 $17,000 Land Acquisition $0 Permit Fees $56,000 Design and Engineering $38,000 Survey / Staking $3,000 Construction Management $122,000 Furnishings / Equipment $0 Construction / Improvement $1,747,000 $17,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $0 Total $2,000,000 Project Number: 3203509 Estimated Start Date: Estimated Completion Date: 07/01/12 06/30/14 New Appropriations by Fiscal Year 2012-13 2013-14 $1,600,000 $400,000 2014-15 $0 2015-16 2016-17 Total 5 Year $0 $0 $2,000,000 JGMWTP Water Quality Upgrades Project Description Estimated Project Costs This project includes the planning, design, permitting and construction of facilities to upgrade existing infrastructure and to improve water quality. Project progress to date has included construction of a 12 million gallon reservoir, finished water pump station, electrical control building, standby power generator building, ultraviolet disinfection system, solids handling facilities, driveway and perimeter security improvements and booster pump station. Installation of enhanced coagulation treatment systems are currently underway. The final phase of the project will include upgrading the existing finished water reservoir, construction of an irrigation delivery pipeline for the Greenline, and electrical and instrumentation systems upgrades. This is the final phase of improvements required to meet the safe drinking water act regulations that go into effect in 2012. An additional $310,000 in permanent operating budget appropriations were included in the adopted 2012-13 budget for the plant. The bulk of the expenses are for new chemical costs, with smaller amounts for electricity, maintenance, and sludge disposal. An additional $575,000 in permanent operating budget appropriations for these expenses are anticipated to be added in FY 2013-14. 2012-13 Source of Funds Water / Wastewater Bonds $15,136,688 Legal / Administration $200,000 Land Acquisition $0 Permit Fees $450,000 Design and Engineering $850,000 Survey / Staking $50,000 Construction Management $750,000 Furnishings / Equipment $200,000 Construction / Improvement $11,800,000 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $200,000 Other Project Costs $636,688 Total $15,136,688 Project Number: 3201099 Estimated Start Date: In progress Estimated Completion Date: 09/30/13 New Appropriations by Fiscal Year 2012-13 $15,136,688 2013-14 $0 2014-15 $0 2015-16 2016-17 Total 5 Year $0 $0 $15,136,688 187 New Production Wells Project Description Estimated Project Costs This project will connect three Salt River Project wells located along the Western Canal, and drill and outfit one new City of Tempe well. The SRP wells will be connected during FY 12-13. All work to be done on the SRP wells, including design and engineering, will be performed by SRP and billed to the City. This project will also include upgrades at Wells 7 and 14. New City wells will be permitted during FY 13-14 and constructed during FY 14-15 and 15-16. These additional wells provide groundwater as a backup supply during drought or plant shut down and for blending to improve water quality. The Water Utilities Division of Public Works has a goal to obtain well capacity equal to one surface water treatment plant (50 MGD) for redundancy. The City currently operates and maintains 10 wells with an approximate capacity of 27 MGD. Legal / Administration $56,000 Land Acquisition $0 Permit Fees $197,000 Design and Engineering $671,000 Survey / Staking $56,000 Construction Management $393,000 Furnishings / Equipment $0 Construction / Improvement $5,602,127 Geotech / Material Testing 2012-13 Source of Funds Water / Wastewater Bonds $2,531,127 $56,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $0 Total $7,031,127 Project Number: 3200019 Estimated Start Date: Estimated Completion Date: Ongoing Ongoing New Appropriations by Fiscal Year 2012-13 $2,531,127 2013-14 $1,500,000 2014-15 $1,500,000 2015-16 2016-17 Total 5 Year $1,500,000 $0 $7,031,127 Perimeter Metering of ASU Main Campus Project Description Estimated Project Costs 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 and piping reconfiguration as required. The project is currently under design and construction and is anticipated to start in the summer of 2012. Legal / Administration The ASU main campus has numerous water mains throughout that are neither accessible nor maintainable due to lack of easements and placement (in ASU utility tunnels and other locations not reachable by equipment necessary for maintenance/repair). Perimeter metering will enable the metering of all water used on the main campus and reduce the risk of collateral damage. Design and Engineering $15,000 Land Acquisition $0 $55,000 Permit Fees $186,000 Survey / Staking $15,000 Construction Management $108,000 Furnishings / Equipment $0 Construction / Improvement $1,548,219 Geotech / Material Testing 2012-13 Source of Funds Water / Wastewater Bonds $1,942,219 $15,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $0 Total $1,942,219 Project Number: 3203519 Estimated Start Date: Ongoing Estimated Completion Date: 06/30/13 New Appropriations by Fiscal Year 2012-13 $1,942,219 2013-14 $0 2014-15 $0 2015-16 2016-17 Total 5 Year $0 $0 $1,942,219 188 SCADA Master Plan and Implementation Project Description Estimated Project Costs SCADA (Supervisory Control and Data Acquisition) systems allow remote monitoring and operation of critical equipment. This allows efficient operation of water and wastewater facilities. The use of SCADA helps alert staff to issues such as main breaks, pump breakdowns or other equipment failures, which can have adverse environmental impacts. Over the past 10 years, the current SCADA system has evolved, become increasingly complex and equipment has been added at each of the City of Tempe Water facilities. Data provided from the current system is used to forecast future design needs, as well as meet both regulatory and record retention requirements. The primary objectives of the Master Plan will be to review the current SCADA systems’ functionality, life cycle costs, and technical needs for the next ten year period and establish a business-based vision of SCADA performance and support. The final product will identify gaps in the existing SCADA system, make recommendations for standardization of equipment and technology (both hardware and software) and provide an estimate of future SCADA related costs for budgeting purposes. Once the Master Plan has been developed, implementation will begin to standardize each of the Water and Wastewater facilities. Legal / Administration $0 Permit Fees $14,000 Design and Engineering $52,000 Survey / Staking $0 Construction Management 2012-13 Source of Funds Water / Wastewater Bonds $4,000 Land Acquisition $500,000 $430,000 Furnishings / Equipment $0 Construction / Improvement $0 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $0 Total $500,000 Project Number: 3204409 Estimated Start Date: Estimated Completion Date: Ongoing 06/30/13 New Appropriations by Fiscal Year 2012-13 2013-14 $500,000 $0 2014-15 $0 2015-16 2016-17 Total 5 Year $0 $0 $500,000 Small Meter Replacement Program - 2 inches and Under Project Description Estimated Project Costs This project provides for the replacement of revenue generating water meters that are 15 years or older. This will help increase water conservation through accurate metering. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement 2012-13 Source of Funds Water / Wastewater Bonds $491,588 $1,266,588 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $0 Total $1,266,588 Project Number: 3209319 Estimated Start Date: Ongoing Estimated Completion Date: Ongoing New Appropriations by Fiscal Year 2012-13 2013-14 $491,588 $175,000 2014-15 $200,000 2015-16 2016-17 Total 5 Year $200,000 $200,000 $1,266,588 189 South Tempe Water Treatment Plant Improvements Project Description Estimated Project Costs This project includes the planning, design, permitting and construction of additional treatment facilities and the repair/replacement of aging equipment to meet current and future water quality regulations. Project progress to date includes the completion of a comprehensive study of treatment alternatives and development of detailed design plans and specifications for the major plant improvements. Installation of carbon dioxide system, sodium hydroxide systems, powdered activated carbon system, chlorine dosing systems, additional sludge drying facilities, well water discharge structures, reservoir drains and replacement of the finished water pump station is completed. Remaining components of the project include improvements to the administration and control building, instrumentation upgrades and replacement of miscellaneous existing equipment at the end of its usable lifespan. An additional $180,000 in permanent operating budget appropriations were included in the adopted 2012-13 budget for the plant. The bulk of the expenses are for new chemical costs, with smaller amounts for electricity, maintenance, and sludge disposal. 2012-13 Source of Funds Water / Wastewater Bonds $2,521,594 Legal / Administration $10,000 Land Acquisition $0 $35,000 Permit Fees Design and Engineering $230,000 Survey / Staking $0 Construction Management $100,000 Furnishings / Equipment $0 Construction / Improvement $1,900,000 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $15,000 Other Project Costs $231,594 Total $2,521,594 Project Number: 3203219 In progress Estimated Start Date: Estimated Completion Date: 12/31/12 New Appropriations by Fiscal Year 2012-13 $2,521,594 2013-14 $0 2014-15 $0 2015-16 2016-17 Total 5 Year $0 $0 $2,521,594 Town Lake Bypass Pumps Project Description Estimated Project Costs This project will be used for the rental of bypass pumps to ensure water quality at Town Lake until a permanent solution can be designed. 2012-13 Source of Funds Capital Projects Fund Balance $299,057 Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement $0 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $299,057 Total $299,057 Project Number: 3204789 Estimated Start Date: 07/01/12 Estimated Completion Date: Ongoing New Appropriations by Fiscal Year 2012-13 $299,057 2013-14 $0 2014-15 $0 2015-16 2016-17 Total 5 Year $0 $0 $299,057 190 Water Aqueduct Repair and Security at the JGMWTP Project Description Estimated Project Costs This project will repair and secure the water aqueduct at the JGMWTP that supplies water from SRP's cross cut canal to the water plant for treatment. Legal / Administration $4,000 Land Acquisition The repairs to the aqueduct are required to stop the existing influent channels from leaking and to fix some structural defects found in recent years. The security component will be to enclose the channels with chain link fencing that will prevent objects from being thrown into the channels. The chain link fencing will be constructed to allow for operations to be able to walk the aqueduct on a regular basis and make it safer for periodic inspections along the length of the channels. The influent channels convey approximately 8 billion gallons of water to the JGMWTP each year. $0 Permit Fees $14,000 Design and Engineering $48,000 Survey / Staking $4,000 Construction Management $28,000 Furnishings / Equipment $0 Construction / Improvement $398,000 Geotech / Material Testing 2012-13 Source of Funds Water / Wastewater Bonds $500,000 $4,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $0 Total $500,000 Project Number: Estimated Start Date: Estimated Completion Date: 3204959 3204959 07/01/12 06/31/13 New Appropriations by Fiscal Year 2012-13 2013-14 $500,000 $0 2014-15 $0 2015-16 2016-17 Total 5 Year $0 $0 $500,000 Water Metering Stations Project Description Estimated Project Costs This project includes the design and construction of nine flow and water quality monitoring stations dispersed throughout the water distribution system. The City currently has 5 metering stations under contract for construction and plans on completing the last 4 stations next year. Legal / Administration Permit Fees $22,000 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. Design and Engineering $75,000 $6,000 Land Acquisition $0 Survey / Staking $6,000 Construction Management $43,000 Furnishings / Equipment $0 Construction / Improvement $621,000 Geotech / Material Testing 2012-13 Source of Funds Water / Wastewater Bonds $779,000 $6,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $0 Total $779,000 Project Number: 3201559 Estimated Start Date: Ongoing Estimated Completion Date: 07/31/13 New Appropriations by Fiscal Year 2012-13 $779,000 2013-14 $0 2014-15 $0 2015-16 2016-17 Total 5 Year $0 $0 $779,000 191 Water Plant Repairs and Minor Upgrades Project Description Estimated Project Costs This project will be used for unanticipated plant repairs and minor upgrades. 2012-13 Source of Funds Water / Wastewater Bonds $500,000 Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement $0 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $2,500,000 Total $2,500,000 Project Number: 3200079 Estimated Start Date: Estimated Completion Date: Ongoing 07/01/13 New Appropriations by Fiscal Year 2012-13 2013-14 $500,000 $500,000 2014-15 $500,000 2015-16 2016-17 Total 5 Year $500,000 $500,000 $2,500,000 Waterline Repair and Replacement Project Description Estimated Project Costs This Water Utilities Division Integrated Master Plan identifies most of the specific waterlines that require replacing to meet increasing demands. This project provides a recurring funding source to replace waterlines that break during normal operation or have reached the end of their useful life. The City has approximately 840 miles of waterlines that are various ages and materials. Water main breaks occur in the older sections of the City, primarily north of the US-60, and are usually cast iron pipe (CIP) or asbestos cement pipe (ACP). There are approximately 225 miles of CIP and approximately 310 miles of ACP in our system that over time will need to be replaced. The average yearly expenditures are close to $1 million per year, with additional funds necessary to accommodate unanticipated breaks. 2012-13 Source of Funds Water / Wastewater Bonds $1,809,945 Development Fees $200,000 Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement $6,009,945 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $0 Total $6,009,945 Project Number: 3299989 Estimated Start Date: Ongoing Estimated Completion Date: Ongoing New Appropriations by Fiscal Year 2012-13 $2,009,945 2013-14 $1,000,000 2014-15 $1,000,000 2015-16 2016-17 Total 5 Year $1,000,000 $1,000,000 $6,009,945 192 Waterline Replacements of High Frequency Break Areas Project Description Estimated Project Costs This project will be the beginning of a program to replace pipelines that are on the City’s high frequency water break list. Based on historical waterline break history the following areas have been identified as areas that require replacement: - Stadem Drive - Miller Rd. to Curry Rd. and Weber Dr. Scottsdale Rd. to Stadem Dr. - Farmer Avenue -1st Street to Broadway Road - Neighborhood bordered by Southern Ave., US-60, Mill Ave. and McAllister Rd. - 17th Street, 18th Street and 19th Street Hardy to Roosevelt - Dorsey Drive - University to 8th Street - Terrace Road - Broadway to Southern - Margo Drive - University Drive to 12th Place - Pebble Beach Drive and La Corta Drive from Laguna to McAllister - Geneva Drive - Priest Drive to Albert Avenue - Taylor/Papago/Van Ness west of Scottsdale Road - Lemon Street, Una Ave from Dorsey to Orange Street and Hall St to Lemon St. 2012-13 Source of Funds Water / Wastewater Bonds $3,626,000 Legal / Administration $145,000 Land Acquisition $0 $510,000 Permit Fees Design and Engineering $1,735,000 Survey / Staking $145,000 Construction Management $1,010,000 Furnishings / Equipment $0 Construction / Improvement $14,440,000 Geotech / Material Testing $145,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $0 Total $18,130,000 Project Number: 3204969 Estimated Start Date: Estimated Completion Date: Ongoing Ongoing New Appropriations by Fiscal Year 2012-13 $3,626,000 2013-14 $3,626,000 2014-15 $3,626,000 2015-16 2016-17 Total 5 Year $3,626,000 $3,626,000 $18,130,000 Waterline Upgrade / Replacement Rural (University - Apache) Project Description Estimated Project Costs This water line will replace/upgrade the existing 14 inch cast iron pipe between University and Apache. Approximately 2600 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. Legal / Administration $15,000 Land Acquisition $0 $52,000 Permit Fees Design and Engineering $175,000 Survey / Staking $15,000 Construction Management $102,000 Furnishings / Equipment $0 Construction / Improvement $1,462,000 Geotech / Material Testing 2012-13 Source of Funds Water / Wastewater Bonds $1,836,000 $15,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $0 Total $1,836,000 Project Number: 3203539 Estimated Start Date: Ongoing Estimated Completion Date: 06/30/13 New Appropriations by Fiscal Year 2012-13 $1,836,000 2013-14 $0 2014-15 $0 2015-16 2016-17 Total 5 Year $0 $0 $1,836,000 193 Well #10 Booster Pump Station Project Description Estimated Project Costs This project will include modifications to Well #10 to allow for the installation of a booster pump station that will run when the well isn't running. Improvements will include the addition of booster pumps, piping, valves, electrical, instrumentation and controls to the well site. There will also be some piping and valve work in Southern Avenue.. This project will provide the infrastructure to facilitate moving water through the area east of the Price/101 freeway from the US-60 north to Broadway during times when Well #10 isn't running. This will improve the water quality and increase our ability to maintain a chlorine residual in the area. Legal / Administration $2,000 Land Acquisition $0 $8,000 Permit Fees Design and Engineering $29,000 Survey / Staking $2,000 Construction Management $17,000 Furnishings / Equipment $0 Construction / Improvement $240,000 Geotech / Material Testing 2012-13 Source of Funds Water / Wastewater Bonds $300,000 $2,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $0 Total $300,000 Project Number: 3204979 Estimated Start Date: Estimated Completion Date: 07/01/12 06/30/13 New Appropriations by Fiscal Year 2012-13 2013-14 $300,000 $0 2014-15 $0 2015-16 2016-17 Total 5 Year $0 $0 $300,000 Well #9 Pump to Waste Line Project Description Estimated Project Costs This project will construct a pump to a waste line from the well to a Salt River Project irrigation box located in McClintock Drive. The installation of this line will eliminate the operational need to rely on the residents private irrigation system to pump to waste when Well #9 is needed for water production. Project progress to date includes preliminary design of the pipeline and discharge structure. Well #9 is one of the City's most important ground water assets. When the STWTP is down for annual maintenance, this well provides water for the residents in South Tempe and maintains system pressure in the area. Before the well is placed into service for public consumption, the water is sent to waste until it meets drinking water standards. Currently the water is sent to a private irrigation system that is maintained by residents surrounding the well. During times of irrigation or other seasonal events, this creates a significant constraint on the ability to run the well as operationally necessary. 2012-13 Source of Funds Water / Wastewater Bonds $561,000 Legal / Administration $5,000 Land Acquisition $0 $16,000 Permit Fees Design and Engineering $0 Survey / Staking $0 Construction Management $35,000 Furnishings / Equipment $0 Construction / Improvement $500,000 Geotech / Material Testing $5,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $0 Total $561,000 Project Number: 3204419 Estimated Start Date: In progress Estimated Completion Date: 12/31/12 New Appropriations by Fiscal Year 2012-13 $561,000 2013-14 $0 2014-15 $0 2015-16 2016-17 Total 5 Year $0 $0 $561,000 194 Well Automation and Control Project Description Estimated Project Costs The City currently owns and operates 10 wells. Each well is connected to the SCADA Control System (Supervisory Control and Data Acquisition) which gives operational status only at each site. Currently a well is started and stopped by COT personnel at each location. Legal / Administration Permit Fees $18,000 This project will include modifications to several City well sites that will automate the startup and stop of each well. This automation will add additional automated valves, electrical instrumentation, and controls to each well site. Automating the startup and stop process, will give added operational flexibility and control. Design and Engineering $60,000 $5,000 Land Acquisition $0 Survey / Staking $5,000 Construction Management $35,000 Furnishings / Equipment $0 Construction / Improvement $500,000 Geotech / Material Testing 2012-13 Source of Funds NA $5,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $0 Total $628,000 Project Number: NA Estimated Start Date: Estimated Completion Date: 07/01/13 06/30/14 New Appropriations by Fiscal Year 2012-13 $0 2013-14 $628,000 2014-15 $0 2015-16 2016-17 Total 5 Year $0 $0 $628,000 Well Rehabilitation Project Description Estimated Project Costs This project involves rehabilitation and major structural repair of City supply wells. One to two wells will be selected each year to be inspected by video camera, brushed and redeveloped, as necessary. This will be on-going, with the goal of rehabilitating each well once every four years. Legal / Administration The City operates and maintains 10 wells with an approximate capacity of 27 MGD. The City is reliant on these wells for back up and to manage system pressures and water quality during certain times of the year. This project helps to ensure that the wells are maintained and operational when they are needed. Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 $10,000 Land Acquisition $0 $10,000 Permit Fees Construction / Improvement 2012-13 Source of Funds Water / Wastewater Bonds $371,169 $1,351,169 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $0 Total $1,371,169 Project Number: 3203549 Estimated Start Date: Ongoing Estimated Completion Date: Ongoing New Appropriations by Fiscal Year 2012-13 2013-14 $371,169 $250,000 2014-15 $250,000 2015-16 2016-17 Total 5 Year $250,000 $250,000 $1,371,169 195 WMAT Quantification Settlement Agreement CAP Water Lease Project Description Estimated Project Costs The Tempe City Council approved the White Mountain Apache Tribe (WMAT) Quantification Settlement Agreement between the City of Tempe and the WMAT, the United States, the Salt River Valley Water Users Association (Salt River Project), the Central Arizona Water Conservation District (Central Arizona Project), other municipalities, and other State parties. The WMAT Quantification Settlement Agreement resolves water rights disputes among the parties and confirms the parties existing water rights. The Act provides a funding mechanism to construct a Rural Water System for the WMAT and awards a quantity of Central Arizona Project Colorado River water to the WMAT that was set aside for Indian water rights settlements by Congress in the Arizona Water Settlements Act of 2004. The WMAT has determined that they wish to lease this water to Tempe and other valley cities that are parties to this settlement agreement under a long-term 100-year lease contract. Total lease cost is estimated at $6,235,515. Initial payment of approximately $3,117,758 is due on or about 7/01/15, with the second installment of approximately $826,205 due on or about 7/01/16. 2012-13 Source of Funds NA Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement $0 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $3,943,963 Total $3,943,963 Project Number: NA Estimated Start Date: Estimated Completion Date: 07/01/15 07/01/20 New Appropriations by Fiscal Year 2012-13 2013-14 $0 2014-15 $0 $0 2015-16 2016-17 Total 5 Year $3,117,758 $826,205 $3,943,963 WUD Security Improvements Project Description Estimated Project Costs This project is a continuation of the Water Utilities Security Improvements for critical assets. During phase 1 and 2 of the security improvements project, a determination was made to focus on the division’s critical treatment facilities, JGM Water Plant, South Water Plant, and Kyrene Wastewater Plant. Once these locations were complete, the plan was to expand to the other remote site critical assets; i.e. well sites, booster stations and above ground storage tanks. This project will specifically address the replacement of the current block and chain link fences and lighting concerns in place at these locations. Progress at this point has been an onsite preliminary design of well 1's security fencing. Legal / Administration $8,000 Land Acquisition $0 Permit Fees $28,000 Design and Engineering $95,000 Survey / Staking $8,000 Construction Management $55,000 Furnishings / Equipment $0 Construction / Improvement $1,387,500 Geotech / Material Testing 2012-13 Source of Funds Water / Wastewater Bonds $600,000 $8,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $0 Total $1,589,500 Project Number: 3201029 Estimated Start Date: 07/01/12 Estimated Completion Date: 06/30/14 New Appropriations by Fiscal Year 2012-13 2013-14 $600,000 $989,500 2014-15 $0 2015-16 2016-17 Total 5 Year $0 $0 $1,589,500 196 WUD Security Improvements Well #7 Project Description Estimated Project Costs Well #7 Security Improvements will include a 10-foot, 6-inch security block wall with steel pickets. In addition, the project includes a 20-foot wide steel picket rolling security gate at the entrance along Smith Road, and a 16-foot double wide steel picket swing security gate for access at the east entrance. New security lighting will also be included to provide illumination at the gates. The project is currently at 60% design. Well Site #7, located at 925 S. Smith Road, currently has a 6-foot block fence enclosure for the site. 2012-13 Source of Funds Water / Wastewater Bonds $14,453 Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $14,453 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement $0 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Total Project Number: $0 $14,453 3201023 In progress Estimated Start Date: Estimated Completion Date: Fall 2012 New Appropriations by Fiscal Year 2012-13 $14,453 2013-14 $0 2014-15 $0 2015-16 2016-17 Total 5 Year $0 $0 $14,453 197 City of Tempe 2012-13 Annual Budget 2012-13 CIP Projects – Wastewater Program New 2012-13 Capital Budget Capital Budget Re-appropriations Appropriations Total 2012-13 Capital Budget Appropriations Additional Projected Needs 2013-14 2014-15 2015-16 2016-17 Total 5-Year Program 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 5,000,000 - 784,261 - - - - 784,261 Project Name & Number Funding Source(s) Collection System and Pump Station Replacement and Repair: 3299969 Water / Wastewater Bonds 1,000,000 - Collection System Odor Control & Sewage Metering Station Improvements: Water / Wastewater Bonds 3206069 784,261 Ken McDonald Golf Course Recharge Project: 3209309 Water / Wastewater Bonds 3,705,690 - 3,705,690 - 1,351,000 - - 5,056,690 Sewer Metering Station Improvements: 3202559 Water / Wastewater Bonds 393,098 763,000 1,156,098 - - - - 1,156,098 Sewer Replacement/Upsize (5th Street from Price Road to Smith Road): NA Water / Wastewater Bonds - - - - 2,576,000 - - 2,576,000 Sewer Replacement/Upsize Scottsdale Rd. Curry to Gilbert M.S.: 3209399 Water / Wastewater Bonds 858,988 318,000 1,176,988 - - - - 1,176,988 Sewer Replacement / Upsize Smith Rd (Apache to University): NA Water / Wastewater Bonds - - - - - 2,599,000 - 2,599,000 Water / Wastewater Bonds 11,300,000 - 11,300,000 3,200,000 4,700,000 12,100,000 15,800,000 47,100,000 Development Fees 11,300,000 200,000 200,000 200,000 11,500,000 200,000 3,400,000 200,000 4,900,000 200,000 12,300,000 200,000 16,000,000 1,000,000 48,100,000 - 250,000 250,000 250,000 250,000 250,000 250,000 1,250,000 18,042,037 1,531,000 19,573,037 4,650,000 10,077,000 16,149,000 17,250,000 67,699,037 SROG - 91st Avenue: 3200129 Project Total Wastewater Plant Repairs and Minor Upgrades: 3209409 Wastewater Program Total Water / Wastewater Bonds 198 Collection System and Pump Station Replacement and Repair Project Description Estimated Project Costs The Water Utilities Division (WUD) Integrated Master Plan (IMP) identified most of the specific sewer lines that need to be replaced to meet increasing wastewater flows. This project will also be used to make improvements at our Knox, Alameda and Camelot lift stations. It is anticipated that expenditures up to $1 million in 12/13 will be required at these stations to replace and repair equipment that has reached the end of its useful life. This project provides a recurring funding source to replace sewer lines that break during normal operation. Also, this project will be used to construct or reconstruct wastewater infrastructure as needed at our pump stations, odor control facilities and metering stations. WUD operates and maintains 4 wastewater pump stations, 2 odor control biofilters, 4 wastewater metering stations and over 500 miles of sanitary sewers. Legal / Administration $39,000 Land Acquisition $0 Permit Fees $137,000 Design and Engineering $468,000 Survey / Staking $39,000 Construction Management $273,000 Furnishings / Equipment $0 Construction / Improvement $4,005,000 Geotech / Material Testing 2012-13 Source of Funds Water / Wastewater Bonds $1,000,000 $39,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $0 Total $5,000,000 Project Number: 3299969 Estimated Start Date: Estimated Completion Date: Ongoing Ongoing New Appropriations by Fiscal Year 2012-13 $1,000,000 2013-14 $1,000,000 2014-15 $1,000,000 2015-16 2016-17 Total 5 Year $1,000,000 $1,000,000 $5,000,000 Collection System Odor Control & Sewage Metering Station Improvements Project Description Estimated Project Costs This project will include installing a new ventilation blower and exhaust louver system in the Gilbert Drive Metering Station, covering the flow measurement flume in order to both control the dissipation of sewer gasses into the working area and to prevent ventilation airflow from being forced into the sewer, constructing a new station entrance and stairway to improve access for maintenance and sample collection. Project progress to date includes development of engineering plans and specifications for the improvements. This project will control sanitary sewer nuisance odors along Scottsdale Road north of Tempe Town Lake and will improve safety of the work environment within the Gilbert Drive Metering Station. Legal / Administration $5,000 Land Acquisition $0 Permit Fees $25,000 Design and Engineering $50,000 Survey / Staking $0 Construction Management $40,000 Furnishings / Equipment $25,000 Construction / Improvement $620,000 Geotech / Material Testing 2012-13 Source of Funds Water / Wastewater Bonds $784,261 $5,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $14,261 Total $784,261 Project Number: 3206069 Estimated Start Date: In progress Estimated Completion Date: 12/31/12 New Appropriations by Fiscal Year 2012-13 $784,261 2013-14 $0 2014-15 $0 2015-16 2016-17 Total 5 Year $0 $0 $784,261 199 Ken McDonald Golf Course Recharge Project Project Description Estimated Project Costs This is a continuation of a project funded in fiscal 09/10. The project will provide the balance of funding to drill and outfit up to three aquifer storage and recovery wells at the Ken McDonald Golf Course. Legal / Administration The primary purpose of the Ken McDonald Golf Course (KMGC) Recharge Project is to fully utilize Tempe's renewable reclaimed water supplies and add to the City's Assured Water Supply Portfolio. The Project is permitted by the Arizona Department of Water Resources to store 3,400 acre-feet per year, and this volume of annual reclaimed water storage is included in Tempe's 100-year Assured Water Designation. Permit Fees $142,000 Design and Engineering $354,000 $42,000 Land Acquisition $0 Survey / Staking $30,000 Construction Management $291,000 Furnishings / Equipment $0 Construction / Improvement $4,155,690 Geotech / Material Testing 2012-13 Source of Funds Water / Wastewater Bonds $3,705,690 $42,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $0 Total $5,056,690 Project Number: 3209309 Estimated Start Date: Estimated Completion Date: Ongoing 06/30/14 New Appropriations by Fiscal Year 2012-13 2013-14 $3,705,690 $0 2014-15 $1,351,000 2015-16 2016-17 Total 5 Year $0 $0 $5,056,690 Sewer Metering Station Improvements Project Description Estimated Project Costs This project includes installation of a new ventilation blower and exhaust louver systems, and covering the flow measurement flumes in order to both control the dissipation of sewer gasses into the working area and to prevent ventilation airflow from being forced into the sewer at the four meter stations: TP-01 (Priest MS), TP03 (SAI MS), TP-04 (48th St MS) and TP-05 (NW MS). Project progress to date includes development of conceptual design drawings for TP-03. Legal / Administration This project will control sanitary sewer nuisance odors in the vicinities of Priest Road and Rio Salado Parkway, 48th Street and Southern Avenue, 48th Street and Rio Salado Parkway and Priest Drive north of the Salt River related to existing flow metering stations in these locations. The project will also improve safety of the work environment within the metering stations. Constructing new station entrances and stairways will improve access for maintenance and sample collection providing safe entry for employees of SROG partner cities. Survey / Staking 2012-13 Source of Funds Water / Wastewater Bonds $1,156,098 $8,500 Land Acquisition $0 $32,500 Permit Fees Design and Engineering $122,000 $6,000 Construction Management $69,500 Furnishings / Equipment $25,000 Construction / Improvement $860,000 Geotech / Material Testing $9,930 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $22,668 Total $1,156,098 Project Number: 3202559 Estimated Start Date: In progress Estimated Completion Date: 12/31/13 New Appropriations by Fiscal Year 2012-13 $1,156,098 2013-14 $0 2014-15 $0 2015-16 2016-17 Total 5 Year $0 $0 $1,156,098 200 Sewer Replacement / Upsize (5th Street from Price Road to Smith Road) Project Description Estimated Project Costs This project will replace / upsize the existing 15 inch sanitary sewer to increase capacity in preparation for future Apache Blvd. redevelopment. The new sewer will be 18 inch diameter. Estimated length is 2650 feet. Legal / Administration $19,000 Land Acquisition $0 $68,000 Permit Fees Design and Engineering $231,000 Survey / Staking $19,000 Construction Management $135,000 Furnishings / Equipment $0 Construction / Improvement $1,925,000 Geotech / Material Testing 2012-13 Source of Funds NA $19,000 Utility Relocation Fees $160,000 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $0 Total $2,576,000 Project Number: NA Estimated Start Date: Estimated Completion Date: 07/01/14 09/30/15 New Appropriations by Fiscal Year 2012-13 2013-14 $0 $0 2014-15 $2,576,000 2015-16 2016-17 Total 5 Year $0 $0 $2,576,000 Sewer Replacement / Upsize Scottsdale Rd. Curry to Gilbert M.S. Project Description Estimated Project Costs This project will replace 1,500 feet of existing 12 inch diameter sanitary sewer with new 15 and 18 inch diameter pipe. New sewer will facilitate additional discharges from Johnny G. Martinez Water Treatment Plant (JGMWTP) and new condominium development (Scottsdale/Weber/Curry). Project progress to date includes engineering design calculations, geotechnical investigations, evaluation of construction alternatives and completion of 60% design plans. Legal / Administration $7,500 Land Acquisition $7,500 Permit Fees $7,500 Design and Engineering $58,988 Survey / Staking $7,500 Construction Management $63,000 Furnishings / Equipment $0 Construction / Improvement 2012-13 Source of Funds Water / Wastewater Bonds $1,176,988 $1,000,000 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $25,000 Total $1,176,988 Project Number: 3209399 Estimated Start Date: In progress Estimated Completion Date: 09/30/13 New Appropriations by Fiscal Year 2012-13 $1,176,988 2013-14 $0 2014-15 $0 2015-16 2016-17 Total 5 Year $0 $0 $1,176,988 201 Sewer Replacement / Upsize Smith Rd (Apache to University) Project Description Estimated Project Costs This project will replace the existing 12 and 15 inch diameter sanitary sewer to increase capacity in preparation for future Apache Blvd. redevelopment. The new sewer will be 18 inch diameter. Project length is approximately 2670 feet. Legal / Administration $21,000 Land Acquisition $0 $73,000 Permit Fees Design and Engineering $248,000 Survey / Staking $21,000 Construction Management $145,000 Furnishings / Equipment $0 Construction / Improvement $2,070,000 Geotech / Material Testing 2012-13 Source of Funds NA $21,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $0 Total $2,599,000 Project Number: NA Estimated Start Date: Estimated Completion Date: 07/01/15 09/30/16 New Appropriations by Fiscal Year 2012-13 2013-14 $0 $0 2014-15 $0 2015-16 2016-17 Total 5 Year $2,599,000 $0 $2,599,000 SROG - 91st Avenue Project Description Estimated Project Costs This project represents Tempe's share of all capital activities at the 91st Avenue Wastewater Treatment Plant 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. This plant is jointly owned by the Cities of Tempe, Phoenix, Mesa, Scottsdale and Glendale and is operated by the City of Phoenix. 2012-13 Source of Funds Water / Wastewater Bonds $11,300,000 Development Fees $200,000 Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement $0 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $48,100,000 Total $48,100,000 Project Number: 3200129 Estimated Start Date: Ongoing Estimated Completion Date: Ongoing New Appropriations by Fiscal Year 2012-13 $11,500,000 2013-14 $3,400,000 2014-15 $4,900,000 2015-16 2016-17 Total 5 Year $12,300,000 $16,000,000 $48,100,000 202 Wastewater Plant Repairs and Minor Upgrades Project Description Estimated Project Costs This project will be used for unanticipated plant repairs and minor upgrades. Even though the Kyrene plant will be shut down, it may require repairs and upgrades, as a contract will be issued for facility maintenance. 2012-13 Source of Funds Water / Wastewater Bonds $250,000 Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement $0 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $1,250,000 Total $1,250,000 Project Number: 3209409 Estimated Start Date: Estimated Completion Date: Ongoing 07/01/12 New Appropriations by Fiscal Year 2012-13 2013-14 $250,000 $250,000 2014-15 $250,000 2015-16 2016-17 Total 5 Year $250,000 $250,000 $1,250,000 203 City of Tempe 2012-13 Annual Budget Special Purpose Program Transit projects total $20.4 million in FY 2012-13 and account for 16% of the total FY 2012-13 appropriated CIP budget The Special Purpose component of the Capital Improvements Program accounts for all projects included under a program area with a legally dedicated funding source. Currently, the Transit Program, which is funded by a dedicated one half cent City sales tax (the Transit Tax), is the City’s only special revenue program area with capital projects in FY 2012-13. While the Transit Tax provides $3.5 million to fund transit capital projects in FY 2012-13; federal grants are the primary funding source, contributing $16.8 million for the FY 2012-13 Transit Program. Major projects in FY 2012-13 include completion of the East Valley Bus Operations and Maintenance Facility Expansion project, and the final stages of construction for the Broadway Road and Hardy Drive Streetscape Projects. The FY 2012-13 Transit Program also provides for several pedestrian pathway improvement projects, and projects that improve transit passenger facilities. 204 City of Tempe 2012-13 Annual Budget 2012-13 CIP Projects – Transit Program Project Name & Number Alameda Drive & I-10 Bicycle / Pedestrian Bridge: NA Broadway Road Streetscape Project: 6003059 Funding Source(s) New 2012-13 Capital Budget Capital Budget Re-appropriations Appropriations Total 2012-13 Capital Budget Appropriations Additional Projected Needs 2013-14 2014-15 2015-16 Total 5-Year Program 2016-17 Transit Tax - - - - 68,400 - - 68,400 Federal Grant - CMAQ - - - - - 1,200,000 - 1,200,000 Project Total - - - - 68,400 1,200,000 - 1,268,400 Transit Tax 143,654 - 143,654 - - - - 143,654 Federal Grant - CMAQ 2,376,588 1,285,490 3,662,078 - - - - 3,662,078 Project Total 2,520,242 1,285,490 3,805,732 - - - - 3,805,732 - 589,366 589,366 602,724 620,806 638,867 657,453 3,109,216 Bus Stop Capital Maintenance: 6005230 Transit Tax CCTV Monitoring Stations - LRT Signal Intersections: 6004369 Federal Grant - CMAQ 425,099 - 425,099 - - - - 425,099 City of Tempe Bus Pullout Project: 6006764 Transit Tax 622,867 - 622,867 - - - - 622,867 Transit Tax Federal 5307 Grant 125,000 500,000 - 125,000 500,000 - - - - 125,000 500,000 Project Total 625,000 - 625,000 - - - - 625,000 City of Tempe Transit Passenger Facilities Installation and Upgrade Project: 6003579 Transit Tax 250,000 - 250,000 175,000 187,500 200,000 225,000 1,037,500 City of Tempe Transit Passenger Information System Project: 6003049 Transit Tax 200,000 - 200,000 - - - - 200,000 East Valley Bus Operations and Maintenance Facility Expansion: 6003589 Transit Tax City of Tempe Bus Purchases - Fleet: 6006752 El Paso Natural Gasline Easement Multi-use Path Phase III: NA 346,000 - 346,000 - - - - 346,000 Federal 5309 Grant 5,114,786 - 5,114,786 - - - - 5,114,786 Project Total 5,460,786 - 5,460,786 - - - - 5,460,786 Transit Tax - - - 103,000 - - - 103,000 Federal Grant - CMAQ - - - - 1,381,000 - Project Total - - - 103,000 1,381,000 - - 1,381,000 1,484,000 205 City of Tempe 2012-13 Annual Budget 2012-13 CIP Projects - Transit Program (continued) Project Name & Number Funding Source(s) Hardy Drive Streetscape Project: 6004379 Transit Tax Federal Grant - CMAQ Rio Salado Southbank Path Tempe Phoenix: 6004139 Rio Salado Southbank Path Underpass at 101 & 202 Freeway Interchange: 6004319 Total 5-Year Program 2016-17 - 71,820 - - - - 71,820 - 1,188,180 - - - - 1,188,180 1,260,000 - 1,260,000 - - - - 1,260,000 Transit Tax - 370,000 370,000 157,500 157,500 157,500 157,500 1,000,000 Federal Grant - CMAQ - 692,777 692,777 - - - - 692,777 Transit Tax Project Total Transit Tax Unaccounted Federal Grants Contingency: Federal Grants 6005250 University Drive Bike / Ped Improvements (Union Pacific Railroad to Priest): Federal Grant - CMAQ 6004509 Transit Program Total Additional Projected Needs 2014-15 2015-16 2013-14 71,820 Federal Grant - CMAQ Tempe Transit Center: 6006762 Total 2012-13 Capital Budget Appropriations 1,188,180 Project Total Pathway Capital Maintenance: 6005240 New 2012-13 Capital Budget Capital Budget Re-appropriations Appropriations 65,172 - 65,172 - - - - 65,172 943,000 - 943,000 - - - - 943,000 1,008,172 - 1,008,172 - - - - 1,008,172 755,788 - 755,788 - - - - 755,788 - 3,200,000 3,200,000 - - - - 3,200,000 - 1,100,000 1,100,000 - - - - 1,100,000 13,127,954 7,237,633 20,365,587 1,038,224 2,415,206 2,196,367 1,039,953 27,055,337 206 Alameda Drive & I-10 Bicycle / Pedestrian Bridge Project Description Estimated Project Costs This project is a bicycle and pedestrian bridge along the Alameda Drive alignment at the I-10 freeway. The project includes lighting, safety features and public art. The project would be an elevated crossing of the I-10 connection to a Tempe's Fountainhead Business Park (east side) to Tempe Diablo Stadium (west side). The project would link several Tempe neighborhoods and bikeways, particularly the bike route along Alameda Drive to major employment centers, the stadium and a city of Phoenix bike route on Roeser Road. The project would be constructed with the ADOT, I-10 Improvements Project. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $68,400 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement 2012-13 Source of Funds NA $1,200,000 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $0 Total $1,268,400 Project Number: NA Estimated Start Date: Estimated Completion Date: 07/01/13 06/30/15 New Appropriations by Fiscal Year 2012-13 $0 2013-14 $0 2014-15 $68,400 2015-16 2016-17 Total 5 Year $1,200,000 $0 $1,268,400 Broadway Road Streetcape Project Project Description Estimated Project Costs The Broadway Road Pedestrian and Bicycle Improvement Project is approximately 1 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 includes striping for bike lanes, the 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. Area residents are advocating to change 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. The proposed project is identified in the Tempe Comprehensive Transportation Plan as one of the proposed corridors for improvement. 2012-13 Source of Funds Transit Tax $143,654 Federal Grant - CMAQ $3,662,078 Legal / Administration $26,000 Land Acquisition $50,000 Permit Fees $49,000 Design and Engineering $259,252 Survey / Staking $76,000 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement $3,228,480 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $117,000 Total $3,805,732 Project Number: 6003059 Estimated Start Date: 10/01/08 Estimated Completion Date: 12/01/12 New Appropriations by Fiscal Year 2012-13 $3,805,732 2013-14 $0 2014-15 $0 2015-16 2016-17 Total 5 Year $0 $0 $3,805,732 207 Bus Stop Capital Maintenance Project Description Estimated Project Costs This project will repair, rehabilitate and or replace bus stop infrastructure that has or will surpass its useful life during the project year or due to excessive or adverse environmental exposures (e.g., sun, irrigation, high use). City-wide bus stops number 814 with sizes and amenities varying widely based on transit system demand. The bus stop infrastructure consists of bus shelters (297), benches (775), bike racks (969), trash receptacles (775), lighting (173), concrete pads (tbd), schedule holders (1,100), and bus stop signs (789). In general, these assets were purchased and installed between 1994 and 2008. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $2,176,451 Construction / Improvement 2012-13 Source of Funds Transit Tax $589,366 $932,765 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $0 Total $3,109,216 Project Number: 6005230 Estimated Start Date: Estimated Completion Date: 07/01/12 07/01/13 New Appropriations by Fiscal Year 2012-13 2013-14 $589,366 $602,724 2014-15 $620,806 2015-16 2016-17 Total 5 Year $638,867 $657,453 $3,109,216 CCTV Monitoring Stations - LRT Signal Intersections Project Description Estimated Project Costs This project will purchase 23 CCTV cameras to install at Light Rail traffic signals. At the end of this project each of the light rail traffic signals (total 30) will be equipped with a CCTV camera. Legal / Administration $0 Land Acquisition $0 The video monitoring stations will provide direct and immediate access to local traffic conditions. Accident and incident management will be enhanced by this additional monitoring capability while simultaneously allowing the transportation management staff the ability to monitor private and public transportation vehicles throughout the Tempe segment of this regionally significant transportation facility, maximizing multimodal coordination and safety operations. Data gathered locally from this CCTV network can be shared between agencies and across jurisdictions including MAG, Valley Metro Rail as well as the cities of Phoenix and Mesa. This project promotes multi-jurisdictional congestion relief goals by providing a platform to better coordinate LRT traffic signals as well as to respond to accidents/incidents in a more cooperative and efficient process. Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement $0 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 2012-13 Source of Funds Federal Grants - CMAQ $425,099 Other Project Costs $425,099 Total $425,099 Project Number: 6004369 Estimated Start Date: 07/01/12 Estimated Completion Date: 07/01/13 New Appropriations by Fiscal Year 2012-13 $425,099 2013-14 $0 2014-15 $0 2015-16 2016-17 Total 5 Year $0 $0 $425,099 208 City of Tempe Bus Pullout Project Project Description Estimated Project Costs The project will install new bus pullouts with passenger amenities at various bus stops in the city. The project will also refurbish deteriorating existing bus pullouts. The project will provide safe layover areas for the transit system, and improve traffic flow along major streets in the city by moving buses out of the general traffic lanes during busy times. Legal / Administration $5,000 Land Acquisition $0 Permit Fees $11,600 Design and Engineering $50,640 Survey / Staking $4,000 Construction Management $28,000 Furnishings / Equipment $0 Construction / Improvement $519,627 Geotech / Material Testing 2012-13 Source of Funds Transit Tax $622,867 $4,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $0 Total $622,867 Project Number: 6006764 Estimated Start Date: Estimated Completion Date: 07/01/12 06/30/13 New Appropriations by Fiscal Year 2012-13 $622,867 2013-14 $0 2014-15 $0 2015-16 2016-17 Total 5 Year $0 $0 $622,867 City of Tempe Bus Purchases - Fleet Project Description Estimated Project Costs This project provides funding for a prototype hybrid bus to determine specifications and feasibility to replace current Orbit fleet. The purpose is to provide a cost efficient and environmentally friendly passenger vehicle with an extended useful life for service in Tempe's current local circulator bus service. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment 2012-13 Source of Funds Transit Tax $125,000 Federal 5307 Grant $500,000 $625,000 Construction / Improvement $0 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $0 Total $625,000 Project Number: 6006752 Estimated Start Date: 07/01/12 Estimated Completion Date: 06/30/13 New Appropriations by Fiscal Year 2012-13 $625,000 2013-14 $0 2014-15 $0 2015-16 2016-17 Total 5 Year $0 $0 $625,000 209 City of Tempe Transit Passenger Facilities Installation and Upgrade Project Project Description Estimated Project Costs The project will install bus shelters and related passenger amenities (seating, bike racks, trash cans, transit schedule information) at 15 bus stops across the city in FY 2012-13 with 10 installations in each of the subsequent 4 fiscal years. Legal / Administration The bus stop represents the "lobby" to the transit system and must provide a safe, secure, and comfortable waiting area with adequate sun and weather protection for transit passengers. Adding additional bus shelters remains a top priority for Tempe and valley transit passengers. Locations will be determined by evaluating passenger demand at particular locations, number of direct and adjacent transit routes, existing environmental conditions (i.e., buildings, trees, commercial facilities) which may already provide some or all of the same amenities, and other factors. Permit Fees $29,050 Design and Engineering $99,600 $8,300 Land Acquisition $0 Survey / Staking $8,300 Construction Management $58,100 Furnishings / Equipment $0 Construction / Improvement $829,170 Geotech / Material Testing 2012-13 Source of Funds Transit Tax $250,000 $830 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $4,150 Other Project Costs $0 Total $1,037,500 Project Number: 6003579 Estimated Start Date: Estimated Completion Date: 07/01/12 06/30/13 New Appropriations by Fiscal Year 2012-13 2013-14 $250,000 $175,000 2014-15 $187,500 2015-16 2016-17 Total 5 Year $200,000 $225,000 $1,037,500 City of Tempe Transit Passenger Information System Project Project Description Estimated Project Costs The project will install variable messaging signs at the Tempe Transportation Center and other major stops in the city displaying current information including arrival and departure times of buses to major bus stops in the city. The project will also include the purchase of interactive touch screens that will display current transit information and events for the transit passengers. Legal / Administration $0 Land Acquisition $0 Permit Fees $5,000 Design and Engineering $5,000 Survey / Staking $0 Construction Management $12,000 Furnishings / Equipment $0 Construction / Improvement 2012-13 Source of Funds Transit Tax $200,000 $172,000 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $1,000 Other Project Costs $5,000 Total $200,000 Project Number: 6003049 Estimated Start Date: 07/01/12 Estimated Completion Date: 06/30/13 New Appropriations by Fiscal Year 2012-13 $200,000 2013-14 $0 2014-15 $0 2015-16 2016-17 Total 5 Year $0 $0 $200,000 210 East Valley Bus Operations and Maintenance Facility Expansion Project Description Estimated Project Costs 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. Legal / Administration $0 Land Acquisition $0 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. Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement 2012-13 Source of Funds Transit Tax $346,000 Federal 5309 Grant $5,114,786 $5,460,786 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $0 Total $5,460,786 Project Number: 6003589 Estimated Start Date: Estimated Completion Date: 07/01/10 10/30/12 New Appropriations by Fiscal Year 2012-13 $5,460,786 2013-14 $0 2014-15 $0 2015-16 2016-17 Total 5 Year $0 $0 $5,460,786 El Paso Natural Gasline Easement Multi-use Path Phase III Project Description Estimated Project Costs The project is a 1/2 mile path extension of the existing El Paso Gasline Path, extending from Price Road to McClintock Drive. This project will extend from Rural Road into Kiwanis Community Park. A bike lane along Southshore Drive, between McClintock and Rural, connects these two projects. The project will include a paved path, with lighting, landscaping, public art and other amenities. The project will meet all ADA requirements. Legal / Administration Once complete, it is anticipated the new path will require additional permanent operating budget appropriations of $4,000 for annual landscape maintenance costs beginning in FY 2014-15. Survey / Staking $11,000 Construction Management $77,000 $11,000 Land Acquisition $0 $42,000 Permit Fees Design and Engineering $232,000 Furnishings / Equipment $0 Construction / Improvement $1,100,000 Geotech / Material Testing 2012-13 Source of Funds NA $11,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $0 Total $1,484,000 Project Number: NA Estimated Start Date: 07/01/13 Estimated Completion Date: 06/30/15 New Appropriations by Fiscal Year 2012-13 $0 2013-14 $103,000 2014-15 $1,381,000 2015-16 2016-17 Total 5 Year $0 $0 $1,484,000 211 Hardy Drive Streetcape Project Project Description Estimated Project Costs The Hardy Road Pedestrian and Bicycle Improvement Project is approximately 1 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. Area residents are advocating retaining the neighborhood character of the street to reflect the residential uses on this stretch of which differs significantly south of the proposed project area. 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. Once complete, it is anticipated the new streetscape improvements will require additional permanent operating budget appropriations of $3,000 for annual landscape maintenance costs beginning in FY 2013-14. 2012-13 Source of Funds Transit Tax $71,820 Federal Grant - CMAQ $1,188,180 Legal / Administration $10,000 Land Acquisition $0 $18,000 Permit Fees Design and Engineering $0 Survey / Staking $58,000 Construction Management $57,000 Furnishings / Equipment $0 Construction / Improvement $1,027,000 Geotech / Material Testing $10,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $70,000 Total $1,260,000 Project Number: 6004379 Estimated Start Date: Estimated Completion Date: 01/15/12 12/15/13 New Appropriations by Fiscal Year 2012-13 $1,260,000 2013-14 2014-15 $0 $0 2015-16 2016-17 Total 5 Year $0 $0 $1,260,000 Pathway Capital Maintenance Project Description Estimated Project Costs This project will repair, rehabilitate and or replace multi-use pathway infrastructure that will surpass its useful life during the project year due to excessive or adverse environmental exposures (e.g., sun, irrigation, high use, theft). This project has three major elements: Legal / Administration $0 Land Acquisition $0 Permit Fees $0 1) Replace High Pressure Sodium (HPS) light bulbs with Light Emmitting Dyod (LED) bulbs to improve pathway lighting and safety/security, reduce energy use, and reduce operating and maintenance costs. Estimated cost is $250,000. Design and Engineering 2) Replace fence along Kyrene Pathway near Ken McDonald golf course that has been structurally damaged due to irrigation. Estimated cost is $300,000. 3) Replace pathway light poles and associated infrastructure (wiring, bulbs, fixtures, concrete, shields) on segments where the assets have surpassed their useful life and/or are in poor to critical condition. Estimated cost is $450,000. 2012-13 Source of Funds Transit Tax $370,000 $100,000 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $900,000 Construction / Improvement $0 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $0 Total $1,000,000 Project Number: 6005240 Estimated Start Date: 07/01/12 Estimated Completion Date: 07/01/13 New Appropriations by Fiscal Year 2012-13 2013-14 $370,000 $157,500 2014-15 2015-16 2016-17 Total 5 Year $157,500 $157,500 $157,500 $1,000,000 212 Rio Salado Southbank Path Tempe - Phoenix Project Description Estimated Project Costs The Project provides funding for the design and construction of a continuation of the Tempe Rio Salado multi-use path system. This segment would extend from Priest Drive to State Road 143 on the western city limit of Tempe. The path would be on the south bank of the river channel. The project is part of a regional path network connecting specifically to Phoenix. This project is only for hardscape elements, including pathway, lighting, and railings. The project does not include landscaping or public art; both of which could be added later or in partnership with adjacent private development. The character of the project area is native desert. The project would require only lighting and pavement management operations costs. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Once complete, it is anticipated the new path will require additional permanent operating budget appropriations of $1,500 for annual landscape maintenance costs beginning in FY 2013-14. Furnishings / Equipment $0 2012-13 Source of Funds Federal Grant - CMAQ $692,777 Construction / Improvement $692,777 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $0 Total $692,777 Project Number: 6004139 Estimated Start Date: Estimated Completion Date: 07/01/10 06/30/13 New Appropriations by Fiscal Year 2012-13 $692,777 2013-14 $0 2014-15 $0 2015-16 2016-17 Total 5 Year $0 $0 $692,777 Rio Salado Southbank Path Underpass at 101 & 202 Freeway Interchange Project Description Estimated Project Costs The project will construct approximately 1,200 feet of a shared use path underneath Loop 202 at the 202/101 Traffic Interchange connecting Tempe and Mesa along the south bank of the Salt River. The project involves a 12-foot wide concrete path with lighting and safety railings underneath the freeway and would link to existing and planned pathways in Tempe and Mesa. Once complete, it is anticipated the new path will require additional permanent operating budget appropriations of $3,000 for annual landscape maintenance costs beginning in FY 2013-14. The project provides a non-motorized link along a regionally significant riparian corridor between 2 major centers, Tempe Marketplace and Mesa Riverview. Additionally, the project will eliminate the main obstruction connecting Tempe to Mesa and will link to the Scottsdale Indian Bend Wash, Rio Salado, Downtown Tempe, Arizona State University, and Metro Light Rail. Finally the project is located in a Tempe Enterprise Zone which supports Tempe City Council's efforts to revitalize areas that serve low income neighborhoods. 2012-13 Source of Funds Transit Tax $65,172 Federal Grant - CMAQ $943,000 Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement $1,008,172 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $0 Total $1,008,172 Project Number: 6004319 Estimated Start Date: 07/01/11 Estimated Completion Date: 06/30/13 New Appropriations by Fiscal Year 2012-13 $1,008,172 2013-14 $0 2014-15 $0 2015-16 2016-17 Total 5 Year $0 $0 $1,008,172 213 Tempe Transit Center Project Description Estimated Project Costs The Tempe Transportation Center is a 40,000 square foot federally funded sustainable facility that is specifically designed to accommodate retail and office functions. Approximately 3,996 square feet of the ground floor is to be managed and leased as transit-oriented retail space. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Project funding provides for complete build-out and leasing of the ground floor retail space including: Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 - Essential Building Systems - $549,512 for design and construction of gas lines, ventilation system, drainage system, grease interceptor, 10% contingency, and related city fees. - Standard Tenant Improvements - $165,000 for a tenant improvement allowance based on a market rate of $40 per sq. ft. 2012-13 Source of Funds Transit Tax $755,788 Construction / Improvement $755,788 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $0 Total $755,788 Project Number: 6006762 Estimated Start Date: Estimated Completion Date: 07/01/12 06/30/13 New Appropriations by Fiscal Year 2012-13 $755,788 2013-14 $0 2014-15 2015-16 2016-17 Total 5 Year $0 $0 $755,788 $0 Unaccounted Federal Grants Contingency Project Description Estimated Project Costs The project will create additional spending authority for federal grants that may be available during FY 2012-13. The City must account for potential federal grants that could be secured and that need to be spent within 2012-2013. Potential grant funded projects include: a) South Tempe Transit Center; b) University Drive Bicycle and Pedestrian Improvements; c) EVBOM CNG Fuel Capacity Expansion; d) East Valley Solar Generation Capacity Improvements; e) Passenger Facility Rehabilitation; and f) Bus Stop Enhancements. 2012-13 Source of Funds Federal Grants $3,200,000 Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement $0 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $3,200,000 Total $3,200,000 Project Number: 6005250 Estimated Start Date: 07/01/12 Estimated Completion Date: 06/30/13 New Appropriations by Fiscal Year 2012-13 $3,200,000 2013-14 $0 2014-15 $0 2015-16 2016-17 Total 5 Year $0 $0 $3,200,000 214 University Drive Bike / Ped Improvments (Union Pacific Railroad to Priest) Project Description Estimated Project Costs The University Drive improvement Project is approximately 1 mile between Mill Ave and the Union Pacific Railroad (west of Mill Avenue). The project consists of pedestrian and bicycle facility improvements along an arterial street. Work to be performed includes design and construction of a variety of streetscape elements which may include: ADA improvements, crosswalks, medians, transit shelters and amenities, landscaping, sidewalks, bike lanes, shade and street furniture. The project will support reduced automobile dependency and improved air quality. The goal of the project is to enhance travel options for people of all ages and nonmotorized users including: school children, seniors, professionals and college students accessing commercial centers, local parks, downtown Tempe, and ASU. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement 2012-13 Source of Funds Federal Grant - CMAQ $1,100,000 $1,100,000 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $0 Total $1,100,000 Project Number: 6004509 Estimated Start Date: Estimated Completion Date: 10/01/11 06/30/12 New Appropriations by Fiscal Year 2012-13 $1,100,000 2013-14 $0 2014-15 $0 2015-16 2016-17 Total 5 Year $0 $0 $1,100,000 215 City of Tempe 2012-13 Annual Budget General Purpose Program General Purpose projects total $32.3 million in FY 2012-13 and account for 26% of the FY 2012-13 appropriated CIP budget The General Purpose component of the Capital Improvements Program includes Police Protection, Fire Protection, Storm Drains, Park Improvements, and General Governmental programs. Combined, they constitute $32.3 million of the $124.8 million Capital Improvements Budget for FY 2012-13. The five program areas above are almost entirely funded by $14.5 million in existing project fund balances, and the planned issuance of $16.6 million of general obligation bonds. The balance is funded from federal grants and other pay as you go contributions. Major projects in FY 2012-13 include continued improvements to the City’s regional radio system, the purchase of new laptop computers for police vehicles, continued design and engineering for the replacement of the Tempe Town Lake dam, continued energy efficient upgrades to City buildings, and numerous ongoing capital asset repair and replacement projects. 216 City of Tempe 2012-13 Annual Budget 2012-13 CIP Projects – Police Protection Program New 2012-13 Capital Budget Capital Budget Re-appropriations Appropriations Total 2012-13 Capital Budget Appropriations Additional Projected Needs 2014-15 2015-16 Total 5-Year Program Project Name & Number Funding Source(s) CAD / RMS / FRWS System: 5501999 Capital Projects Fund Balance 800,000 - 800,000 861,711 - - - 1,661,711 City Regional Radio System Maintenance General Obligation Bonds and Replacement: 5501989 G.O Bonds: Election Required Solid Waste Fund Water / Wastewater Fund 614,768 - 1,795,182 112,244 138,052 2,409,950 112,244 138,052 2,319,860 127,196 158,464 3,546,613 192,060 287,963 2,878,455 154,100 275,607 3,551,472 203,586 244,895 11,154,878 3,551,472 789,186 1,104,981 Project Total 614,768 2,045,478 2,660,246 2,605,520 4,026,636 3,308,162 3,999,953 16,600,517 Dept. of Homeland Security Grant 365,000 - 365,000 - - - - 365,000 - 3,912,538 3,912,538 3,912,538 3,912,538 - - - 3,912,538 3,912,538 3,912,538 3,912,538 7,825,076 Law Enforcement Facilities and Regional Communication Project: 5504989 Police Laptop Replacement: 5509189 General Obligation Bonds G.O Bonds: Election Required Project Total 2013-14 2016-17 Renovation of the 120 E. 5th Street Facility: 5503079 Capital Projects Fund Balance 65,400 - 65,400 - - - - 65,400 Technology Integrated Police Systems (TIPS): 5506680 Capital Projects Fund Balance 42,099 - 42,099 - - - - 42,099 1,887,267 5,958,016 7,845,283 3,467,231 4,026,636 3,308,162 7,912,491 26,559,803 Police Protection Program Total 217 CAD / RMS / FRWS System Project Description Estimated Project Costs This project will replace the Police Department's existing Computer Aided Dispatch (CAD) System, Records Management System (RMS), and Field Report Writing System (FRWS). Combined, these three software components serve as the automated data collection, storage, and retrieval system for the Police Department. It is essential that these systems be replaced because the current CAD system runs on a mainframe computer that is no longer produced and, in Dec-2006, can no longer be maintained by an outside vendor. Replacing this system will also provide considerable functionality that will allow the Police Department to more efficiently manage data, and will provide the foundation for future data sharing efforts with other jurisdictions. Beginning in FY 2014-15, it is anticipated the project will require a $224,015 permanent annual increase to its operating budget to support a new ongoing software maintenance contract for the three systems. 2012-13 Source of Funds Capital Projects Fund Balance $800,000 Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement $0 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $1,661,711 Other Project Costs $0 Total $1,661,711 Project Number: 5501999 Estimated Start Date: Estimated Completion Date: Ongoing 06/30/14 New Appropriations by Fiscal Year 2012-13 2013-14 $800,000 $861,711 2014-15 $0 2015-16 2016-17 Total 5 Year $0 $0 $1,661,711 City Regional Radio System Maintenance and Replacement Project Description Estimated Project Costs The City of Tempe currently utilizes the Regional Wireless Cooperative (RWC), a regional interoperable radio system. The over-reaching goal of this project is for Tempe to continue as a functioning member of the RWC ASTRO P25 700/800 MHz digital trunking system. This project will continue to allow secure, day-to-day, real time communications between Tempe users as well as allowing interoperability between Tempe and the sixteen other member agencies and the numerous other partner agencies. The RWC allows for seamless interoperability among federal, state, transit, county and municipal users. The RWC has communicated to its users, including Tempe that it plans to upgrade to Project 25 Phase 2 TDMA operations within the next six years in order to comply with the FCC’s mandate. Tempe is responsible for upgrading and/or replacing “end user” equipment to accommodate this upgrade. 2012-13 Source of Funds General Obligation Bonds $2,409,950 Solid Waste Fund $112,244 Water / Wastewater Fund $138,052 Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement $0 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $16,600,517 Other Project Costs $0 Total $16,600,517 Project Number: 5501989 Estimated Start Date: 07/01/11 Estimated Completion Date: Ongoing New Appropriations by Fiscal Year 2012-13 $2,660,246 2013-14 $2,605,520 2014-15 $4,026,636 2015-16 2016-17 Total 5 Year $3,308,162 $3,999,953 $16,600,517 218 Law Enforcement Facilities and Regional Communication Project Project Description Estimated Project Costs This project will increase the level of city facility protection by target hardening two key law enforcement facilities; Tempe Police Headquarters and the Hardy Police Substation. Both structures are critical Tempe governmental sites and are located near the urban core of the Central Region. Proposed target hardening measures support US Department of Homeland Security Strategies and the Arizona State Infrastructure Plan to address protective measures at soft targets. Target capabilities include critical infrastructure protection, planning, and risk management. The project is anticipated to require a permanent $10,000 operating budget increase beginning in FY 2013-14 to provide new materials to maintain new motorized gates. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $321,720 Construction / Improvement 2012-13 Source of Funds Department of Homeland Security Grant $365,000 $43,280 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $0 Total $365,000 Project Number: 5504989 Estimated Start Date: Estimated Completion Date: 10/01/11 09/30/12 New Appropriations by Fiscal Year 2012-13 2013-14 $365,000 $0 2014-15 $0 2015-16 2016-17 Total 5 Year $0 $0 $365,000 Police Laptop Replacement Project Description Estimated Project Costs This project is intended to replace Police Department laptops and the onboard mobile gateway that no longer maintain necessary functionality. The Police Department is in the midst of upgrading its current software applications resulting in a fully integrated public safety system. This system must have reliable hardware to support and maintain its full functionality. As a result, ruggedized laptops, their supporting mounts and non-functioning mobile gateway devices need to be replaced at one time. Police Department laptops need to be replaced every three to five years to ensure laptop functionality and limit failure in the field. Laptop failure increases departmental and City liability due to the officer reliance on laptops to communicate with dispatch, other officers and supervisors; write and submit their reports; and access necessary information sources to perform their daily job functions. Failure of laptops in the field could also result in delayed response to citizen calls for service and increase risks to officer safety. 2012-13 Source of Funds General Obligation Bonds $3,912,538 Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement $0 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $7,825,076 Other Project Costs $0 Total $7,825,076 Project Number: 5509189 Estimated Start Date: Ongoing Estimated Completion Date: Ongoing New Appropriations by Fiscal Year 2012-13 $3,912,538 2013-14 $0 2014-15 $0 2015-16 2016-17 Total 5 Year $0 $3,912,538 $7,825,076 219 Renovation of the 120 E. 5th Street Facility Project Description Estimated Project Costs To date most of this renovation project has been completed. However, the remaining funds are needed to enhance security measures. Prior project progress renovated portions of the first and second floor of the facility located at 120 E. 5th Street, providing adequate work space for employees assigned to the Police Department and the Information Technology Department. The renovations redesigned inefficient workspace configurations, brought the facility into ADA compliance, addressed environmental and safety issues such as an antiquated Halon fire suppression system and upgraded the fire alarm system. 2012-13 Source of Funds Capital Projects Fund Balance $65,400 Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement $0 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $65,400 Total $65,400 Project Number: 5503079 Estimated Start Date: Estimated Completion Date: 07/01/07 12/31/12 New Appropriations by Fiscal Year 2012-13 $65,400 2013-14 $0 2014-15 $0 2015-16 2016-17 Total 5 Year $0 $0 $65,400 Technology Integrated Police Systems (TIPS) Project Description Estimated Project Costs The Technology Integrated Police Systems (TIPS) CIP project provides the necessary resources to incorporate new technology in the PD, as well as resources to upgrade and interface existing automated systems. Planned projects are based on the Department's Strategic Plan. Projects include two factor authentication for wireless devices to meet DPS-FBI security mandates, upgrades to the Automated Fingerprint Identification System (AFIS), a web-portal to receive citizen crime tips online and connecting neighborhoods through increased use of social media. Fiscal year 2012-13 projects include the Two Factor Authentication and AFIS upgrades. 2012-13 Source of Funds Capital Projects Fund Balance $42,099 Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement $0 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $42,099 Other Project Costs $0 Total $42,099 Project Number: 5506680 Estimated Start Date: Ongoing Estimated Completion Date: Ongoing New Appropriations by Fiscal Year 2012-13 $42,099 2013-14 $0 2014-15 $0 2015-16 2016-17 Total 5 Year $0 $0 $42,099 220 City of Tempe 2012-13 Annual Budget 2012-13 CIP Projects – Fire Protection Program Project Name & Number Funding Source(s) Fire Apparatus Replacement: 5603619 Capital Projects Fund Balance New 2012-13 Capital Budget Capital Budget Re-appropriations Appropriations Total 2012-13 Capital Budget Appropriations Additional Projected Needs 2014-15 2015-16 2013-14 Total 5-Year Program 2016-17 16,898 - 16,898 - - - - 16,898 General Obligation Bonds 590,000 550,000 1,140,000 550,000 550,000 550,000 550,000 3,340,000 Project Total 606,898 550,000 1,156,898 550,000 550,000 550,000 550,000 3,356,898 Fire Laptop Replacement: 5603629 General Obligation Bonds 163,407 65,600 229,007 24,600 - 32,800 - 286,407 Radio Conversion: 5606947 Capital Projects Fund Balance 200,000 - 200,000 - - - - 200,000 Federal Grants 200,000 101,616 101,616 101,616 301,616 - - - - 101,616 301,616 - - - 758,000 50,000 - - 808,000 970,305 717,216 1,687,521 1,332,600 600,000 582,800 550,000 4,752,921 Project Total Replace Burn Room at Fire Training Center: NA Fire Protection Program Total General Obligation Bonds 221 Fire Apparatus Replacement Project Description Estimated Project Costs This request is for funding to purchase 1500 G.P.M. pumper which has been identified for replacement. Replacement is predicated upon fire apparatus operational costs (repair, maintenance, mileage, engine hours, and fuel) with a tentative plan scheduled to replace either E271 or E274. Fire apparatus are evaluated for replacement after 10 years or when mileage exceeds 120,000. Fire apparatus are vital to the protection of life and property. When an apparatus is placed out-of-service (for repairs and maintenance) the Department transitions personnel and equipment to a reserve vehicle (if one is available), which translates to less efficient service response. Fire apparatus are replaced to maintain a high level of reliability, decrease maintenance cost, decrease down time of front line apparatus, and to take advantage of advances in safety and service capabilities that are available in newer vehicles. 2012-13 Source of Funds Capital Projects Fund Balance $16,898 General Obligation Bonds $1,140,000 Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement $0 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $3,356,898 Total $3,356,898 Project Number: 5603619 Estimated Start Date: Estimated Completion Date: 07/01/11 12/30/17 New Appropriations by Fiscal Year 2012-13 2013-14 $1,156,898 $550,000 2014-15 2015-16 2016-17 Total 5 Year $550,000 $550,000 $550,000 $3,356,898 Fire Laptop Replacement Project Description Estimated Project Costs This project will provide for the replacement of ruggedized laptop computers used by Fire personnel in the field for electronic patient care report (ePCR) and development of a wireless fire apparatus infrastructure to accommodate small devices (cell phones), laptops and heart monitors. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 The Fire Department is using 28 ruggedized laptops. These ruggedized laptops are used daily, which total over 16,000 annual EMS calls. Fire paramedics gather information while en-route to the hospital, which is transmitted to the treating facility prior to the patients' arrival, therefore enhancing patient care. Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement $0 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 2012-13 Source of Funds General Obligation Bonds $229,007 ITD / Telecommunications $286,407 Other Project Costs $0 Total $286,407 Project Number: 5603629 Estimated Start Date: Continuing Estimated Completion Date: 06/30/17 New Appropriations by Fiscal Year 2012-13 2013-14 $229,007 $24,600 2014-15 $0 2015-16 2016-17 Total 5 Year $32,800 $0 $286,407 222 Radio Conversion Project Description Estimated Project Costs This request is for the federally mandated public safety radio conversion to 800 Megahertz (MHz). It is the goal of the Fire Department and the Information Technology Division for the conversion to be completed by 6/30/12. Legal / Administration $0 Land Acquisition $0 As a result of the FCC's realignment of all frequency spectrums, all public safety agencies must relinquish their VHF frequencies and convert to 800MHz. This mandated change will affect all the fire departments in the Phoenix metro area automatic aid consortium. This CIP will allow the Fire Department to continue with the federally mandated conversion and remain on track in our partnership with the other Valley Cities in the Automatic Aide System. Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement $0 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 2012-13 Source of Funds Capital Projects Fund Balance $200,000 Federal Grants $101,616 ITD / Telecommunications $301,616 Other Project Costs $0 Total $301,616 Project Number: 5606947 Estimated Start Date: Estimated Completion Date: 06/30/12 2000-01 New Appropriations by Fiscal Year 2012-13 $301,616 2013-14 $0 2014-15 $0 2015-16 2016-17 Total 5 Year $0 $0 $301,616 Replace Burn Room at Fire Training Center Project Description Estimated Project Costs This project will renovate and modernize the existing fire training burn room and training tower at the Fire Training Center, which was built in 1993. The extensive use of this facility and the significant benefits derived from firefighters' training, which directly impacts the delivery of service to the community, have exceeded expectations. Last year the burn room and skills tower were used 122 days for fire training and it was vital to firefighter preparedness and safety. Modern burn room facilities are conducive to firefighters learning by preparing them for real life situations they will encounter and is used an average of 24 days per year. Given the critical nature of this training for firefighter safety, it is essential that the burn room be kept in a functioning state. Legal / Administration $6,000 Land Acquisition $0 Permit Fees $21,000 Design and Engineering $72,000 Survey / Staking $6,000 Construction Management $42,000 Furnishings / Equipment $0 Construction / Improvement $600,000 Geotech / Material Testing 2012-13 Source of Funds NA $6,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $55,000 Total $808,000 Project Number: NA Estimated Start Date: 07/01/13 Estimated Completion Date: 06/30/15 New Appropriations by Fiscal Year 2012-13 $0 2013-14 2014-15 $758,000 $50,000 2015-16 2016-17 Total 5 Year $0 $0 $808,000 223 City of Tempe 2012-13 Annual Budget 2012-13 CIP Projects – Storm Drains Program New 2012-13 Capital Budget Capital Budget Re-appropriations Appropriations Total 2012-13 Capital Budget Appropriations Additional Projected Needs Total 5-Year Program Project Name & Number Funding Source(s) NPDES - EPA Program: 5806396 Capital Projects Fund Balance 173,789 - 173,789 - - - - 173,789 Storm Drain Improvements: 5899971 Capital Projects Fund Balance 917,270 - 917,270 - - - - 917,270 General Obligation Bonds 917,270 - 917,270 300,000 300,000 300,000 300,000 300,000 300,000 300,000 300,000 1,200,000 2,117,270 1,091,059 - 1,091,059 300,000 300,000 300,000 300,000 2,291,059 Project Total Storm Drains Program Total 224 2013-14 2014-15 2015-16 2016-17 NPDES - EPA Program Project Description Estimated Project Costs The City of Tempe is subject to a Phase I MS4 AZPDES Storm water permit that requires the routine inspection and maintenance of Tempe storm water infrastructure. This infrastructure includes but is not limited to catch basins, drywells, bubbler boxes, inlet structures, outfalls, streets, conveyance pipes, and retention basins. Progress on this program will be tracked annually as a component of permit reporting requirements. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 The project helps to ensure storm water in infrastructure maintenance and repair needs are appropriately met in a timely manner. The project is needed to ensure environmental regulatory compliance with ADEQs AZPDES Storm water Permit. Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement $0 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 2012-13 Source of Funds Capital Projects Fund Balance $173,789 Other Project Costs $173,789 Total $173,789 Project Number: 5806396 Estimated Start Date: Estimated Completion Date: Ongoing 1999 New Appropriations by Fiscal Year 2012-13 $173,789 2013-14 $0 2014-15 $0 2015-16 2016-17 Total 5 Year $0 $0 $173,789 Storm Drain Improvements Project Description Estimated Project Costs This project purpose and need is to relieve or eliminate localized flooding problems to residents/motorists/all users of Tempe streets and provides for the construction of storm drain extensions and improvements. Legal / Administration Tempe was recently informed that the Flood Control District of Maricopa County will be performing a comprehensive flooding and storm drain study that will identify areas of flooding and perform an existing system storm drain analysis. Overall Storm Drain Master Plan results will generate mitigation locations/alternatives to alleviate flooding throughout the City. The first phase of the study (Broadway and Rural Sub-basin) will include suggested construction alternatives during this year. The project design/construction effort will begin as soon as these results are known. Other storm drain improvements/preservation on existing infrastructure will also be made using this budget. Current and future project improvements will reduce or eliminate local neighborhood and street flooding in many areas of the City. Permit Fees $10,084 Design and Engineering $67,236 Survey / Staking $56,028 2012-13 Source of Funds Capital Projects Fund Balance $917,270 $26,896 Land Acquisition $0 Construction Management $0 Furnishings / Equipment $807,792 Construction / Improvement $997,954 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $0 Total $2,117,270 Project Number: 5899971 Estimated Start Date: 07/01/12 Estimated Completion Date: Ongoing New Appropriations by Fiscal Year 2012-13 2013-14 $917,270 $300,000 2014-15 $300,000 2015-16 2016-17 Total 5 Year $300,000 $300,000 $2,117,270 225 City of Tempe 2012-13 Annual Budget 2012-13 CIP Projects – Park Improvements / Recreation Program Project Name & Number Funding Source(s) Aquatics (Swimming Pool) Infrastructure General Obligation Bonds & Equipment Replacement: 6304999 G.O Bonds Election Required Kiwanis Park Sprinkler Replacement: 6303099 Park Infrastructure / Equipment Replacement: 6399829 Total 5-Year Program 2016-17 115,000 155,000 135,000 - - 405,000 115,000 155,000 135,000 380,000 380,000 350,000 350,000 730,000 1,135,000 General Obligation Bonds 765,922 690,000 1,455,922 515,000 515,000 - - 2,485,922 G.O Bonds Election Required 765,922 690,000 1,455,922 515,000 515,000 515,000 515,000 515,000 515,000 1,030,000 3,515,922 Diablo Stadium Revenue General Obligation Bonds 10,000 - 47,500 175,000 57,500 175,000 47,500 175,000 47,500 175,000 47,500 - 47,500 - 247,500 525,000 G.O Bonds Election Required 10,000 222,500 232,500 222,500 222,500 175,000 222,500 175,000 222,500 350,000 1,122,500 Capital Projects Fund Balance General Obligation Bonds 734,038 - - 734,038 - 400,000 - - - 734,038 400,000 Project Total 734,038 - 734,038 400,000 - - - 1,134,038 Capital Projects Fund Balance 105,000 - 105,000 - - - - 105,000 - 65,000 65,000 - - - - 65,000 General Obligation Bonds G.O Bonds Election Required - 100,000 - 100,000 - 100,000 - 100,000 - 100,000 100,000 300,000 200,000 Project Total - 100,000 100,000 100,000 100,000 100,000 100,000 500,000 320,365 200,000 520,365 350,000 350,000 - - 1,220,365 - - - - - 300,000 300,000 600,000 320,365 200,000 520,365 350,000 350,000 300,000 300,000 1,820,365 General Obligation Bonds - 200,000 200,000 200,000 200,000 - - 600,000 G.O Bonds Election Required - 200,000 200,000 200,000 200,000 200,000 200,000 200,000 200,000 400,000 1,000,000 General Obligation Bonds G.O Bonds Election Required Project Total Park Lighting System Replacement & Renovation: 6306846 2015-16 115,000 Mill Avenue Tree Replacement: 6305109 General Obligation Bonds Park Concrete & Sports Court Replacement & Renovation: 6305119 2014-15 115,000 Project Total Kiwanis Park Playground Replacement & Renovations: 6306808 Additional Projected Needs 2013-14 - Project Total Diablo Stadium Capital Replacement & Reinvestment: 6303009 Total 2012-13 Capital Budget Appropriations - Project Total Athletic Field Lighting System Replacement: 6303089 New 2012-13 Capital Budget Capital Budget Re-appropriations Appropriations Project Total 226 City of Tempe 2012-13 Annual Budget 2012-13 CIP Projects - Park Improvements / Recreation Program (continued) Project Name & Number Park Playground Infrastructure & Equipment Replacement & Renovation: 6306725 Funding Source(s) New 2012-13 Capital Budget Capital Budget Re-appropriations Appropriations Total 2012-13 Capital Budget Appropriations Additional Projected Needs 2013-14 2014-15 2015-16 Total 5-Year Program 2016-17 General Obligation Bonds - 225,000 225,000 225,000 225,000 - - 675,000 G.O Bonds Election Required - 225,000 225,000 225,000 225,000 225,000 225,000 225,000 225,000 450,000 1,125,000 140,000 - 140,000 - - - - 140,000 General Obligation Bonds G.O Bonds Election Required - 325,000 - 325,000 - 150,000 - 150,000 - 150,000 150,000 625,000 300,000 Project Total - 325,000 325,000 150,000 150,000 150,000 150,000 925,000 137,764 - 137,764 - - - - 137,764 Skate Park Structural Repairs: 6302629 Capital Project Fund Balance General Obligation Bonds 15,000 - - 15,000 - 15,000 15,000 - - 15,000 30,000 G.O Bonds Election Required Project Total 15,000 - 15,000 15,000 15,000 15,000 15,000 15,000 15,000 30,000 75,000 Capital Projects Fund Balance General Obligation Bonds 40,000 - - 40,000 - 30,000 30,000 - - 40,000 60,000 G.O Bonds Election Required Project Total 40,000 - 40,000 30,000 30,000 30,000 30,000 30,000 30,000 60,000 160,000 Tempe Beach Splash Playground Renovation: 6506931 Capital Project Fund Balance 30,834 - 30,834 - - - - 30,834 Tempe Town Lake Pedestrian Bridge: 6501549 Capital Projects Fund Balance 428,765 - 428,765 - - - - 428,765 Capital Projects Fund Balance General Obligation Bonds G.O Bonds Election Required 4,271,664 - 768,736 - 4,271,664 768,736 - 550,000 27,500,000 - - 4,271,664 28,818,736 - 4,337,800 - - 4,337,800 Project Total 4,271,664 768,736 5,040,400 550,000 31,837,800 - - 37,428,200 Project Total Park Renovation and Restoration: 6399729 Park Restrooms and Ramadas: 6305129 Restroom Replacement & Renovations: 6301069 Sports Facility Relamping: 6306938 Town Lake Dam Replacement: 6504229 Capital Projects Fund Balance Capital Projects Fund Balance 227 City of Tempe 2012-13 Annual Budget 2012-13 CIP Projects - Park Improvements / Recreation Program (continued) Project Name & Number Town Lake Emergency Warning Modifications: 6503779 Funding Source(s) New 2012-13 Capital Budget Capital Budget Re-appropriations Appropriations Total 2012-13 Capital Budget Appropriations Additional Projected Needs 2013-14 2014-15 2015-16 Total 5-Year Program 2016-17 Capital Projects Fund Balance 44,073 - 44,073 - - - - 44,073 U.S. Army Corps Match Money: 6506860 Capital Projects Fund Balance U.S. Army Corps of Engineers 51,500 - - 51,500 - 150,266 955,403 - - - 201,766 955,403 51,500 - 51,500 1,105,669 - - - 1,157,169 7,094,925 2,911,236 10,006,161 4,018,169 33,780,300 2,137,500 2,107,500 52,049,630 Project Total Park Improvements / Recreation Program Total 228 Aquatics (Swimming Pool) Infrastructure & Equipment Replacement Project Description Estimated Project Costs This is an ongoing project for the replacement of equipment and infrastructure needs at the City's pools and splash playgrounds. First year funding would address the interim use of the Clark Park pool site until the renovation of the pool can move forward. Second & third year funding would address the needs at the Kiwanis Recreation Center Pool, and the final two years would fund the needs at the McClintock Pool. Legal / Administration $6,000 Land Acquisition $0 Permit Fees $10,000 Design and Engineering $50,000 Survey / Staking $0 Construction Management 2012-13 Source of Funds General Obligation Bonds $115,000 $34,000 Furnishings / Equipment $300,000 Construction / Improvement $600,000 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $135,000 Total $1,135,000 Project Number: 6304999 Estimated Start Date: Estimated Completion Date: Ongoing 07/01/12 New Appropriations by Fiscal Year 2012-13 2013-14 $115,000 $155,000 2014-15 $135,000 2015-16 2016-17 Total 5 Year $380,000 $350,000 $1,135,000 Athletic Field Lighting System Replacement Project Description Estimated Project Costs This project addresses sports lighting pole safety issues, replacement of aging electrical service sections, and lighting deficiency. Immediate funding is being used for pole replacement and restoration throughout the City as recommended by testing reports, plus replacement of the athletic lighting systems at two of the four fields in Kiwanis Park. Funding for 2012-13 is to replace the lighting system at the remaining two Kiwanis Park ball fields, and start the design of the following year's replacement. Legal / Administration Future years will address replacing the removed lighting at the Kiwanis North Soccer Field with lighting in an alternate location. Replacement of the poor lighting at the five (5) Benedict Sports Complex fields is the next priority. Survey / Staking $25,000 Land Acquisition $0 $75,000 Permit Fees Design and Engineering $300,000 $25,000 Construction Management $175,000 Furnishings / Equipment $75,000 Construction / Improvement $2,565,922 Geotech / Material Testing 2012-13 Source of Funds General Obligation Bonds $1,455,922 $25,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $250,000 Total $3,515,922 Project Number: 6303089 Estimated Start Date: 07/01/08 Estimated Completion Date: 06/30/20 New Appropriations by Fiscal Year 2012-13 2013-14 $1,455,922 $515,000 2014-15 $515,000 2015-16 2016-17 Total 5 Year $515,000 $515,000 $3,515,922 229 Diablo Stadium Capital Replacement & Reinvestment Project Description Estimated Project Costs This project provides for the ongoing contractual capital requirements and improvements at the Diablo Stadium Sports Complex. The City is contractually required to address Angel identified Stadium and Diablo Complex capital needs on an annual basis. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Funding will be used to: repair seating bowl surface; stadium infield and outfield turf replacement; stadium dugout; pigeon control; windscreens and outfield padding replacement; concourse resurfacing; stadium suite cabinet renovation; press box countertop renovation; press box and suites carpet replacement; stadium painting; and other maintenance & improvement needs. All are required to keep the Diablo Stadium Complex a high quality facility meeting MLB standards for the use of the Angels and other Complex user groups. Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement 2012-13 Source of Funds Diablo Stadium Revenue $57,500 General Obligation Bonds $1,122,500 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $175,000 $0 Total $1,122,500 Project Number: 6303009 Estimated Start Date: Estimated Completion Date: Ongoing 01/01/08 New Appropriations by Fiscal Year 2012-13 2013-14 $232,500 $222,500 2014-15 $222,500 2015-16 2016-17 Total 5 Year $222,500 $222,500 $1,122,500 Kiwanis Park Playground Replacement & Renovations Project Description Estimated Project Costs This project was established to address the deteriorating condition of the Kiwanis Park Fiesta Playground. It provides for the complete replacement of all play equipment and a renovation of the playground bringing it into compliance with current ADA and safety requirements and guidelines. Immediate funding will be used to complete the design and construct an initial phase of the project by January 2013. Future funding will complete the renovation of the playground. Legal / Administration $2,000 Land Acquisition $0 $6,000 Permit Fees Design and Engineering $25,000 Survey / Staking $2,000 Construction Management $16,000 Furnishings / Equipment $400,000 Construction / Improvement $609,038 Geotech / Material Testing 2012-13 Source of Funds Capital Projects Fund Balance $734,038 $2,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $22,000 Total $1,134,038 Project Number: 6306808 Estimated Start Date: 07/01/01 Estimated Completion Date: 11/01/12 New Appropriations by Fiscal Year 2012-13 2013-14 $734,038 $400,000 2014-15 $0 2015-16 2016-17 Total 5 Year $0 $0 $1,134,038 230 Kiwanis Park Sprinkler Replacement Project Description Estimated Project Costs This project was established to address the deteriorating condition of the Kiwanis Park irrigation system and needed landscaping improvements. The project included dedicated irrigation to park trees and drip irrigation to trees and shrubs, the addition of more trees & shrubs, and elimination of some turf areas and establishment of xeriscaping in those areas. While the project is basically complete, several issues related to the project still need to be completed: Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 - The majority of the older mature trees are declining/dying, and need to be replaced; - Washouts/erosion is occurring in some of the new xeriscaped areas. A new geoweb system is being installed in one of the worst areas, and if successful will be used in these converted areas; - A blockage/break in the drainage pipe in the Romero Group Picnic area needs to be addressed. Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 2012-13 Source of Funds Capital Projects Fund Balance $105,000 Construction / Improvement $105,000 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $0 Total $105,000 Project Number: 6303099 Estimated Start Date: Estimated Completion Date: 07/01/08 04/01/13 New Appropriations by Fiscal Year 2012-13 2013-14 $105,000 $0 2014-15 $0 2015-16 2016-17 Total 5 Year $0 $0 $105,000 Mill Avenue Tree Replacement Project Description Estimated Project Costs The city planted 120 of Ficus Nitida trees on Mill Avenue in 1987. The trees created an iconic look on Mill Avenue and provide shade. The trees on Mill Avenue have remained healthy for almost 20 years. In 2010 a condition assessment of the trees indicated that 25 needed to be replaced within the next 5 years because they were dying or dead. Funding for this project will be used to remove the dead or dying Ficus Nitida trees and replace them with the same species; add amendments to the soil of existing and new trees as well as make modifications to the irrigation system so that the trees are watered up to the drip line (edge of the tree canopy). A total of 43 trees will be replaced by the end of Fiscal 2012/13. An evaluation of the remaining trees will be conducted during 2012/13 to determine what replacements, if any, will be needed for the following fiscal year. 2012-13 Source of Funds General Obligation Bonds $65,000 Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement $65,000 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $0 Total $65,000 Project Number: 6305109 Estimated Start Date: 07/01/12 Estimated Completion Date: 06/30/13 New Appropriations by Fiscal Year 2012-13 $65,000 2013-14 $0 2014-15 $0 2015-16 2016-17 Total 5 Year $0 $0 $65,000 231 Park Concrete & Sports Court Replacement & Renovation Project Description Estimated Project Costs This is an ongoing project to provide ADA accessible walkways to playgrounds and other park and athletic amenities where they still don't exist in the majority of our parks and sports facilities. The project will also fund the regular replacement/construction of two park basketball courts per year. Finally, it provides for a five year resurfacing schedule of the Indian Bend & Harelson Park Tennis Courts; and the Mitchell, Creamery, Redden, and Waggoner Park basketball courts; plus the resurfacing of the asphalt walkways/plazas in Selleh, Meyer, Kiwanis Park ball fields and the Diablo Stadium Minor League Complex, and paving the maintenance yard at the Arredondo Sports Complex. Legal / Administration $5,000 Land Acquisition $0 Permit Fees $10,000 Design and Engineering $50,000 Survey / Staking $12,500 Construction Management $60,000 Furnishings / Equipment 2012-13 Source of Funds General Obligation Bonds $100,000 $0 Construction / Improvement $300,000 Geotech / Material Testing $12,500 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $50,000 Total $500,000 Project Number: 6305119 Estimated Start Date: Estimated Completion Date: Ongoing 07/01/12 New Appropriations by Fiscal Year 2012-13 2013-14 $100,000 $100,000 2014-15 $100,000 2015-16 2016-17 Total 5 Year $100,000 $100,000 $500,000 Park Infrastructure / Equipment Replacement Project Description Estimated Project Costs This ongoing project provides for the annual miscellaneous replacement of playground equipment, picnic equipment, fencing, signage, concrete, sand, rubber playground surfacing, electrical/lighting, etc. in all of the City's various parks, athletic facilities, aquatic facilities, Diablo Stadium, and other various Tempe parks and recreation facilities. The primary project for 2012-13 will be the completion of phase II of the Kiwanis Park Fiesta Ramada project (approx. $100,000). The next priority will be bringing the Jaycee, Escalante, Papago & Hanger Park playgrounds back into compliance with the new ADA law (est. $75,000 - $100,000). The remainder of future years’ funding will be used to address the annual expenditures for the replacement of electrical service sections & security light poles/fixtures, picnic tables, benches, trash receptacles, drinking fountains, grills, fencing, concrete, sport court/field equipment, ramadas and much more. 2012-13 Source of Funds General Obligation Bonds $520,365 Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $125,000 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement $0 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $1,695,365 Total $1,820,365 Project Number: 6399829 Estimated Start Date: Ongoing Estimated Completion Date: Ongoing New Appropriations by Fiscal Year 2012-13 2013-14 $520,365 $350,000 2014-15 $350,000 2015-16 2016-17 Total 5 Year $300,000 $300,000 $1,820,365 232 Park Lighting System Replacement & Renovation Project Description Estimated Project Costs This is an ongoing project to provide for the complete replacement of a park's lighting system. It provides for bringing the lighting in each park into compliance with current City and I.E.S. (Illuminating Engineering Society) guidelines and standards. It would include the replacement of the aged electrical service sections, conduit/wiring, poles and fixtures and other related equipment. The priority is to address the lighting system needs at the following parks which have already had previous projects addressing related needs to this project: Escalante, Estrada, Harelson, Hollis, Joyce, Mitchell, Optimist, Palmer, Papago, Stroud and Svob. Starting with these parks would allow us to bring more than one park per year into compliance with current guidelines and standards. 2012-13 Source of Funds General Obligation Bonds $200,000 Legal / Administration $15,000 Land Acquisition $0 $25,000 Permit Fees Design and Engineering $125,000 Survey / Staking $30,000 Construction Management $100,000 Furnishings / Equipment $0 Construction / Improvement $550,000 Geotech / Material Testing $30,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $125,000 Total $1,000,000 Project Number: 6306846 Estimated Start Date: Estimated Completion Date: Ongoing 07/01/12 New Appropriations by Fiscal Year 2012-13 2013-14 $200,000 $200,000 2014-15 $200,000 2015-16 2016-17 Total 5 Year $200,000 $200,000 $1,000,000 Park Playground Infrastructure & Equipment Replacement & Renovation Project Description Estimated Project Costs This is an ongoing project to provide for the complete replacement of all equipment and safety surfacing in two park playgrounds per year. It provides for bringing each playground into compliance with current CPSC, ASTM and ADA guideline, standards and law. Legal / Administration The playgrounds in the majority of the City’s 45+ park playgrounds have equipment ranging in age from a minimum of 15 - 30+ years, and were constructed prior to the current playground safety guidelines and the existence of an ADA law. Design and Engineering The priority is to bring our 5 playgrounds (Papago, Daley, Jaycee, Escalante, & Hanger) identified by the Mayors Committee as part of our ADA transition plan to be our fully accessible playgrounds (in addition to the Kiwanis north playground) into compliance with the changes made in the current ADA law. The next priority is to address those parks which have had some equipment replacement, and are in partial compliance with the new law and guidelines (Campbell, Clark, Harelson, Joyce, Optimist & Stroud). 2012-13 Source of Funds General Obligation Bonds $225,000 $10,000 Land Acquisition $0 $15,000 Permit Fees $100,000 Survey / Staking $25,000 Construction Management $50,000 Furnishings / Equipment $0 Construction / Improvement $800,000 Geotech / Material Testing $25,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $100,000 Total $1,125,000 Project Number: 6306725 Estimated Start Date: 07/01/12 Estimated Completion Date: Ongoing New Appropriations by Fiscal Year 2012-13 2013-14 $225,000 $225,000 2014-15 $225,000 2015-16 2016-17 Total 5 Year $225,000 $225,000 $1,125,000 233 Park Renovation and Restoration Project Description Estimated Project Costs This project funds the project management, design and planning associated with major park renovation projects under consideration for future years as funding capacity becomes available. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management 2012-13 Source of Funds Capital Projects Fund Balance $140,000 $140,000 Furnishings / Equipment $0 Construction / Improvement $0 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $0 Total $140,000 Project Number: 6399729 Estimated Start Date: Estimated Completion Date: 07/01/07 06/30/13 New Appropriations by Fiscal Year 2012-13 2013-14 $140,000 $0 2014-15 $0 2015-16 2016-17 Total 5 Year $0 $0 $140,000 Park Restrooms and Ramadas Project Description Estimated Project Costs This project will renovate or replace restrooms and ramadas to ensure they are safe, accessible and in good working condition. City of Tempe maintains a park infrastructure system covering nearly 1900 acres in 48 parks. Within each park, Tempe maintains park structures including over 50 ramadas and approximately 20 restrooms. The following park structures have been identified for replacement in 2012-13: Ramadas at Papago South, fishing ramada at Kiwanis, and ramadas at Daley and Clark Parks. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement 2012-13 Source of Funds General Obligation Bonds $325,000 $925,000 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $0 Total $925,000 Project Number: 6305129 Estimated Start Date: 07/01/12 Estimated Completion Date: 06/30/13 New Appropriations by Fiscal Year 2012-13 2013-14 $325,000 $150,000 2014-15 $150,000 2015-16 2016-17 Total 5 Year $150,000 $150,000 $925,000 234 Restroom Replacement & Renovations Project Description Estimated Project Costs This project addresses the deteriorating condition of our existing park restrooms. It will provide for either a complete replacement of an existing park restroom and/or addressing the ADA, electrical/lighting and plumbing issues as funding permits. The intention is to begin renovation of the Hollis & Selleh restrooms during Spring, 2012. Remaining funds will then be used for design to address the needs at the Papago & Connolly Ballfields restrooms. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $27,764 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement 2012-13 Source of Funds Capital Projects Fund Balance $137,764 $110,000 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $0 Total $137,764 Project Number: 6301069 Estimated Start Date: Estimated Completion Date: Ongoing 07/01/07 New Appropriations by Fiscal Year 2012-13 $137,764 2013-14 2014-15 $0 $0 2015-16 2016-17 Total 5 Year $0 $0 $137,764 Skate Park Structural Repairs Project Description Estimated Project Costs This project provides for the ongoing annual specialized capital repairs to the City’s three (3) skate parks. Repairs will include concrete, coping, grind edges, modular surface replacements, etc. In order to keep our skate parks in a safe condition for the users, damages need to be repaired on a timely basis. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement 2012-13 Source of Funds Capital Projects Fund Balance $15,000 $75,000 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $0 Total $75,000 Project Number: 6302629 Estimated Start Date: 07/01/06 Estimated Completion Date: Ongoing New Appropriations by Fiscal Year 2012-13 $15,000 2013-14 2014-15 2015-16 2016-17 Total 5 Year $15,000 $15,000 $15,000 $15,000 $75,000 235 Sports Facility Relamping Project Description Estimated Project Costs This project establishes 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. Without this project the light levels at these sports facilities will decline, and expose the City to unnecessary risk. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment 2012-13 Source of Funds Capital Projects Fund Balance $40,000 $160,000 Construction / Improvement $0 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $0 Total $160,000 Project Number: 6306938 Estimated Start Date: Estimated Completion Date: Ongoing Ongoing New Appropriations by Fiscal Year 2012-13 $40,000 2013-14 2014-15 2015-16 2016-17 Total 5 Year $30,000 $30,000 $30,000 $30,000 $160,000 Tempe Beach Splash Playground Renovation Project Description Estimated Project Costs This project provides funding for repair of the Valley's 1st splash playground, the Tempe Beach Splash Playground in Tempe Beach Park. Funding will replace worn features, pump room repair, curbing and flow issues, and update the existing deck following the August 2012 closing. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement 2012-13 Source of Funds Capital Projects Fund Balance $30,834 $30,834 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $0 Total $30,834 Project Number: 6506931 Estimated Start Date: 08/15/12 Estimated Completion Date: 03/30/15 New Appropriations by Fiscal Year 2012-13 $30,834 2013-14 $0 2014-15 $0 2015-16 2016-17 Total 5 Year $0 $0 $30,834 236 Tempe Town Lake Pedestrian Bridge Project Description Estimated Project Costs The pedestrian bridge is located atop the Tempe Town Lake dam at the west end of Tempe Town Lake. This project was previously approved by Council, is underway, and is currently open to pedestrian traffic. Construction is completed on the bridge itself but not all obligations have not been met. There is still outstanding work required on some of the accessories to the bridge such as shade structures and other miscellaneous items. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement 2012-13 Source of Funds Capital Projects Fund Balance $428,765 $428,765 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $0 Total $428,765 Project Number: 6501549 Estimated Start Date: Estimated Completion Date: 01/07/10 08/01/12 New Appropriations by Fiscal Year 2012-13 2013-14 $428,765 $0 2014-15 $0 2015-16 2016-17 Total 5 Year $0 $0 $428,765 Town Lake Dam Replacement Project Description Estimated Project Costs Based on the contractual agreement between the City and Bridgestone, the temporary rubber bladders must be replaced by the City by the end of December, 2015. The City initiated a project to select, design and construct the "best - value" solution for replacement of the Tempe Town Lake downstream dam and that has been determined to be the steel hinged crest gate. Construction drawings will begin in 2012 to allow enough time for permit approvals for the new dam. Legal / Administration $119,000 Land Acquisition $0 Permit Fees $1,018,736 Design and Engineering $2,234,664 Survey / Staking $318,000 Construction Management $1,582,000 Furnishings / Equipment $0 Construction / Improvement $31,837,800 Geotech / Material Testing 2012-13 Source of Funds Capital Projects Fund Balance $4,271,664 General Obligation Bonds $768,736 $318,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $0 Total $37,428,200 Project Number: 6504229 Estimated Start Date: 07/01/12 Estimated Completion Date: 12/31/15 New Appropriations by Fiscal Year 2012-13 2013-14 $5,040,400 $550,000 2014-15 $31,837,800 2015-16 2016-17 Total 5 Year $0 $0 $37,428,200 237 Town Lake Emergency Warning Modifications Project Description Estimated Project Costs This project involves the expansion of the warning capabilities (including lights, siren, and PA system) downstream of the west dam. The improvements include an automatic evacuation warning for the lake and real-time access to system notifications currently monitored by the Salt River Project. The design for this project is underway and nearing completion. Installation will follow. The purpose of this project is to advise recreational users of Tempe Town Lake of circumstances that could impact their safety. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement 2012-13 Source of Funds Capital Projects Fund Balance $44,073 $44,073 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $0 Total $44,073 Project Number: 6503779 Estimated Start Date: Estimated Completion Date: 01/01/10 08/01/12 New Appropriations by Fiscal Year 2012-13 $44,073 2013-14 $0 2014-15 $0 2015-16 2016-17 Total 5 Year $0 $0 $44,073 U.S. Army Corps Match Money Project Description Estimated Project Costs This project includes native plantings, irrigation, and a path to connect wildlife overlook stations and signage along the Salt River north bank from Indian Bend Wash to McClintock Drive. This environmental enhancement allows completion of the commitment the City made to jointly improve habitat within the Salt River and Indian Bend Wash, and complete the loop around Town Lake. It meets the City's environmental sustainability goals. Funding requirements include project design modification for construction, monitoring programs and maintenance. Beginning in FY 2014-15 the project is anticipated to necessitate additional annual operating appropriations of $81,431 to provide the salary and benefits for a new full time groundskeeper position, as well as the machinery and supplies necessary to maintain the improved habitat. 2012-13 Source of Funds Capital Projects Fund Balance $51,500 Legal / Administration $11,000 Land Acquisition $0 Permit Fees $10,000 Design and Engineering $51,500 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement $1,084,669 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $0 Total $1,157,169 Project Number: 6506860 Estimated Start Date: 11/01/12 Estimated Completion Date: 12/31/13 New Appropriations by Fiscal Year 2012-13 $51,500 2013-14 $1,105,669 2014-15 $0 2015-16 2016-17 Total 5 Year $0 $0 $1,157,169 238 City of Tempe 2012-13 Annual Budget 2012-13 CIP Projects – General Governmental Program Project Name & Number Funding Source(s) New 2012-13 Capital Budget Capital Budget Re-appropriations Appropriations Total 2012-13 Capital Budget Appropriations Additional Projected Needs 2014-15 2015-16 2013-14 Total 5-Year Program 2016-17 City Court G.O Bonds: Election Required - 279,300 279,300 - - - - 279,300 City Hall Parking Garage: 6702979 Capital Projects Fund Balance 552,972 - 552,972 - - - - 552,972 Developable Property Management: 6709039 Capital Projects Fund Balance 237,040 - 237,040 - - - - 237,040 Development Services Closeout Building Plan Archive: 6709229 Capital Projects Fund Balance 50,820 - 50,820 - - - - 50,820 Development Services Technology Modernization: 6709219 Capital Projects Fund Balance 300,000 - 300,000 - - - - 300,000 Eisendrath House: 6703479 Capital Projects Fund Balance 59,413 - 59,413 - - - - 59,413 Solar Energy Project at Tempe Center for the Arts: 6705149 Performing Arts Fund - 116,622 116,622 123,930 131,695 139,947 148,716 660,910 1,200,245 116,622 1,316,867 123,930 131,695 139,947 148,716 1,861,155 Court Improvement Project: 6705139 Community Development Community Development Total Community Relations Call Center CRM System: 6704109 Capital Projects Fund Balance 128,420 - 128,420 - - - - 128,420 E-Government Portal: 6700529 Capital Projects Fund Balance 63,100 - 63,100 - - - - 63,100 Maryanne Corder Neighborhood Grant Program: 6706556 Capital Projects Fund Balance 183,734 - 183,734 - - - - 183,734 375,254 - 375,254 - - - - 375,254 Community Relations Total 239 City of Tempe 2012-13 Annual Budget 2012-13 CIP Projects - General Governmental Program (continued) Project Name & Number Funding Source(s) New 2012-13 Capital Budget Capital Budget Re-appropriations Appropriations Total 2012-13 Capital Budget Appropriations Additional Projected Needs 2014-15 2015-16 2013-14 Total 5-Year Program 2016-17 Community Services Community Services ITD: 6702599 Municipal Arts Program: 6699799 Capital Projects Fund Balance 51,936 Capital Projects Fund Balance Water/ Wastewater Fund Project Total Tempe Public Library Renovation: 6702499 Capital Projects Fund Balance Community Services Total - 51,936 - - - - 51,936 800,000 - 800,000 - - - - 800,000 800,000 84,870 84,870 84,870 884,870 139,485 139,485 173,830 173,830 265,728 265,728 238,822 238,822 902,735 1,702,735 56,799 - 56,799 - - - - 56,799 908,735 84,870 993,605 139,485 173,830 265,728 238,822 1,811,470 Finance and Technology Enterprise Network File Storage and Archival: 6709239 Capital Projects Fund Balance 1,837 - 1,837 - - - - 1,837 G.O Bonds: Election Required 1,837 377,703 377,703 377,703 379,540 381,050 381,050 133,754 133,754 133,754 133,754 191,211 191,211 1,217,472 1,219,309 45,600 - 45,600 - - - - 45,600 47,437 377,703 425,140 381,050 133,754 133,754 191,211 1,264,909 Project Total Sales Tax System Replacement: 6706944 Capital Projects Fund Balance Finance and Technology Total - Public Works Century Link FTTN-FTTN-FAI: 6704591 Capital Projects Fund Balance 127,920 - 127,920 - - - - 127,920 City Hall / Municipal Complex Rehabilitation: 6709249 Data Center Backup Cooling: 6704289 Capital Projects Fund Balance 177,218 - 177,218 - - - - 177,218 Capital Projects Fund Balance 172,773 - 172,773 - - - - 172,773 Downtown Infrastructure Improvements: 6704329 G.O Bonds: Election Required 25,000 76,000 101,000 102,000 102,000 102,000 102,000 509,000 EECBG Building Energy Retrofits: 6703821 Federal Grants - EECBG 100,889 - 100,889 - - - - 100,889 Electrical Improvements: 6705159 G.O Bonds: Election Required - 377,000 377,000 - - - - 377,000 Elevator Replacement: 6705169 G.O Bonds: Election Required - 179,000 179,000 - - - - 179,000 240 City of Tempe 2012-13 Annual Budget 2012-13 CIP Projects - General Governmental Program (continued) Funding Source(s) New 2012-13 Capital Budget Capital Budget Re-appropriations Appropriations Emergency Capital Repair: 6799779 G.O Bonds: Election Required - 600,000 600,000 425,000 400,000 375,000 350,000 2,150,000 Energy Audit Phase 2: 6705179 G.O Bonds: Election Required - 50,000 50,000 - - - - 50,000 Fleet Maintenance Improvements: 6705189 Solid Waste Fund - 75,000 75,000 - - - - 75,000 Flood Irrigation Infrastructure Improvement Fund: 6704049 Capital Projects Fund Balance 47,000 - 47,000 - - - - 47,000 Flooring Replacement Program: 6705199 G.O Bonds: Election Required - 930,000 930,000 500,000 500,000 500,000 500,000 2,930,000 Fuel Metering Project: 6705209 G.O Bonds: Election Required - 48,000 48,000 48,000 - - - 96,000 Capital Projects Fund Balance 60,448 - 60,448 - - - - 60,448 G.O Bonds: Election Required 60,448 - 60,448 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 200,000 260,448 Project Name & Number Historic Properties: 6706809 Project Total Total 2012-13 Capital Budget Appropriations Additional Projected Needs 2013-14 2014-15 2015-16 Total 5-Year Program 2016-17 HVAC Replacements: 6706873 G.O Bonds: Election Required - 833,000 833,000 300,000 300,000 300,000 300,000 2,033,000 Improvement District Projects Expenses: 5106797 Capital Projects Fund Balance 50,000 - 50,000 - - - - 50,000 QECB Energy Services Retrofit: 6703822 Capital Projects Fund Balance 3,105,561 - 3,105,561 - - - - 3,105,561 Roof Replacement Program: 6702519 G.O Bonds: Election Required 280,519 411,800 692,319 320,000 320,000 320,000 300,000 1,952,319 Tempe Fire Training Facility: 6705219 G.O Bonds: Election Required - 295,000 295,000 - - - - 295,000 Water Heater Replacement Program: 6705229 - 232,000 232,000 50,000 50,000 50,000 50,000 432,000 Public Works Total 4,147,328 4,106,800 8,254,128 1,795,000 1,722,000 1,697,000 1,652,000 15,120,128 General Governmental Program Total 6,678,999 4,965,295 11,644,294 2,439,465 2,161,279 2,236,429 2,230,749 20,712,216 G.O Bonds: Election Required 241 Court Improvement Project Project Description Estimated Project Costs This overall project encompasses several smaller projects that will benefit the public, City and Court. These smaller projects include: expanding the security station located in the PD/Court lobby; replacing the existing cloth-covered benches in the first and second floor lobbies with metal 'airport style' bench seating that will be easier to clean and maintain, thus lessening the potential for contagions; replacing the attorney/witness chairs in each of the five courtrooms, as well as the judge's chairs in two of the courtrooms; replacing the existing chairs in the second floor conference room; replacing the carpet in the staff areas on the first and second floors; replacing current staff chairs with ergonomic task chairs; constructing a door in the existing glass wall of the first floor break room that will connect with the outdoor patio area outside the PD/Court area. Legal / Administration $0 Land Acquisition $0 Furnishings / Equipment $171,000 In some instances, the condition of the facility negatively affects the health and welfare of the more than 700 people who visit the Court every day. Additionally, the poor condition of the Court facility can negatively impact the image of the City and the judicial system. Construction / Improvement $104,300 2012-13 Source of Funds General Obligation Bonds $279,300 Permit Fees $1,500 Design and Engineering $1,500 Survey / Staking $0 Construction Management $0 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $1,000 Other Project Costs $0 Total $279,300 Project Number: 6705139 Estimated Start Date: Estimated Completion Date: 07/01/12 06/30/13 New Appropriations by Fiscal Year 2012-13 $279,300 2013-14 $0 2014-15 $0 2015-16 2016-17 Total 5 Year $0 $0 $279,300 City Hall Parking Garage Project Description Estimated Project Costs This project entails basic tenant Improvements to the tenant space on the north side of City Hall Parking Garage. Tenant improvements will include such things as air conditioning, demising walls, restrooms, and fire protection sprinklers. The project should be completed in the 2012/13 fiscal year. The improvements are needed to lease the space. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $50,000 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement 2012-13 Source of Funds Capital Projects Fund Balance $552,972 $502,972 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $0 Total $552,972 Project Number: 6702979 Estimated Start Date: 07/05/12 Estimated Completion Date: 12/31/12 New Appropriations by Fiscal Year 2012-13 $552,972 2013-14 $0 2014-15 $0 2015-16 2016-17 Total 5 Year $0 $0 $552,972 242 Developable Property Management Project Description Estimated Project Costs This project was established to maintain, and in some instances, acquire property for redevelopment purposes. The project funds pay for required property association management fees, fencing (new and repairs), various signage (City property, no trespassing, no dumping), weed and trash removal, security lighting and improvements of City owned or controlled developable property. This project allows the City to maintain its developable properties in compliance with the Fire Codes, Neighborhood Enhancement Codes and the Maricopa County Environmental (dust control) codes. Progress to date includes no outstanding code violations, strategic acquisition and maintenance of several redevelopment properties. Legal / Administration 2012-13 Source of Funds Capital Projects Fund Balance $0 Land Acquisition $237,040 $237,040 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement $0 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $0 Total $237,040 Project Number: 6709039 Estimated Start Date: Estimated Completion Date: Ongoing Ongoing New Appropriations by Fiscal Year 2012-13 $237,040 2013-14 $0 2014-15 $0 2015-16 2016-17 Total 5 Year $0 $0 $237,040 Development Services Closeout Building Plan Archive Project Description Estimated Project Costs This project provides for the digitization of existing plans for projects that have been given final approval so that they may be stored in electronic format. This project will allow for completed plans to be stored in an electronic format which may be retrieved and viewed quickly via desk top computers as opposed to a microfiche station. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 The following advantages are expected: reduced storage space, improved access to plans on existing buildings, capability of various city departments to access plans such as the Fire and Police Departments, provides long term storage capability in a media that does not degrade. This project also produces an environmental benefit by reducing physical storage space needed to store paper plan sets or micro film. Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement $0 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 2012-13 Source of Funds Capital Projects Fund Balance $50,820 ITD / Telecommunications $50,820 Other Project Costs $0 Total $50,820 Project Number: 6709229 Estimated Start Date: 06/01/12 Estimated Completion Date: 01/01/13 New Appropriations by Fiscal Year 2012-13 $50,820 2013-14 $0 2014-15 $0 2015-16 2016-17 Total 5 Year $0 $0 $50,820 243 Development Services Technology Moderization Project Description Estimated Project Costs This project will procure, install, and utilize an electronic plan review software system for the Building Safety Division. The expected "go live" date is January 1, 2013. This project will allow architects, engineers, and other applicants to submit electronic construction documents to the division for review and permitting. This system will ensure that the Community Development Department (CDD) can receive and plan review electronic documents and will allow for concurrent reviews to be performed by multiple plan reviewers and thus is expected to speed up the plan review process and reduce turnaround times. The following advantages are expected: Reduced printing costs, reduced storage space, eliminates the need to digitize physical paper plans, reduced physical trips to the CDD office, reduced staff time to log plans in and out, reduced plan review time, consistent plan review comments, improved processing and documentation of multiple plan sets (reviews per project), improved communications between applicant and city staff, consistent plan review processing. 2012-13 Source of Funds Capital Projects Fund Balance $300,000 Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement $0 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $300,000 Other Project Costs $0 Total $300,000 Project Number: 6709219 Estimated Start Date: Estimated Completion Date: 06/01/12 01/01/13 New Appropriations by Fiscal Year 2012-13 2013-14 $300,000 $0 2014-15 $0 2015-16 2016-17 Total 5 Year $0 $0 $300,000 Eisendrath House Project Description Estimated Project Costs This project includes multiple elements pertaining to the rehabilitation, design, construction and commissioning of the Historic Eisendrath House as part of the Carl Hayden Campus for Sustainability. The overall project is approximately 30% complete. The completed project will result in a rehabilitated historic structure housing office, museum, exhibit and special event spaces. 2012-13 Source of Funds Capital Projects Fund Balance $59,413 Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $15,000 Construction / Improvement $15,000 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $29,413 Total $59,413 Project Number: 6703479 Estimated Start Date: 07/01/08 Estimated Completion Date: 06/30/12 New Appropriations by Fiscal Year 2012-13 $59,413 2013-14 $0 2014-15 $0 2015-16 2016-17 Total 5 Year $0 $0 $59,413 244 Solar Energy Project at Tempe Center for the Arts Project Description Estimated Project Costs This project would Install covered solar parking structures at the Tempe Center for the Arts (TCA) parking lot to reduce energy costs at the TCA through the generation of renewable solar energy. Legal / Administration $0 Land Acquisition $0 This project would install solar covered parking over 310 spaces to generate renewable solar energy and reduce the utility cost at TCA. Several financing options would be considered including leasing, paying over time, and purchasing power at locked-in rates. This project would not be undertaken unless the financing and energy savings would result in no out-of-pocket costs for the city. A study would also be conducted to evaluate TCA against other City locations to determine the location that would generate the greatest savings. The final project cost is still be determined; however as stated above, the project would not be undertaken unless the analysis shows a positive financial impact for the City. Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 2012-13 Source of Funds Performing Arts Fund $116,622 Construction / Improvement $660,910 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $0 Total $660,910 Project Number: 6705149 Estimated Start Date: Estimated Completion Date: 07/01/12 06/30/13 New Appropriations by Fiscal Year 2012-13 2013-14 $116,622 $123,930 2014-15 $131,695 2015-16 2016-17 Total 5 Year $139,947 $148,716 $660,910 Call Center CRM System Project Description Estimated Project Costs Tempe began operations of a Citizen Request Management (CRM/311) system in November 2010 with a pilot which included the Public Works Department and the City’s general operator phone lines. The next steps for implementing the CRM system are: 1) put into operation a web portal and smart phone services for residents by March 31, 2012; 2) deploy mobile technology for staff to receive and close requests in the field by June 30, 2012; 3) move from pilot phase to citywide service through 2012 and 4) implement a communication plan. The web-based enterprise system is a technological tool that is used by the city’s Customer Relations Center (CRC) to serve Tempe as a central connection for easily accessible information and government services. The CRM system enables CRC staff to provide consistent and accurate information or enter a service request into the system, where it will then be automatically routed to the proper location in the city. Finally, the CRM system allows the city to track and report on how services are being delivered to citizens. 2012-13 Source of Funds Capital Projects Fund Balance $128,420 Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement $0 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $128,420 Other Project Costs $0 Total $128,420 Project Number: 6704109 Estimated Start Date: 08/01/10 Estimated Completion Date: Varies New Appropriations by Fiscal Year 2012-13 $128,420 2013-14 $0 2014-15 $0 2015-16 2016-17 Total 5 Year $0 $0 $128,420 245 E-Government Portal Project Description Estimated Project Costs This project includes the purchase of software and or technical support to enhance community engagement through the web. It will allow for easier access to the public to comment on projects, policies and issues. The project will also improve customer interaction with the city through use of technology to report issues. The project is currently in the exploration/RFP stages. Our current system and website do not allow for the community to engage with the city, provide input on issues or report a problem. Project funds will be utilized to enhance the new website to include these features. 2012-13 Source of Funds Capital Projects Fund Balance $63,100 Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement $0 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $63,100 Other Project Costs $0 Total $63,100 Project Number: 6700529 Estimated Start Date: Estimated Completion Date: 07/30/12 12/30/12 New Appropriations by Fiscal Year 2012-13 $63,100 2013-14 $0 2014-15 $0 2015-16 2016-17 Total 5 Year $0 $0 $63,100 Maryanne Corder Neighborhood Grant Program Project Description Estimated Project Costs The Neighborhood Grant Program provides funding for neighborhood initiated projects with a maximum cap of $10,000 per project. The selection of recipients and the amounts awarded are determined by City Council based on recommendations from staff after a thorough review of requests by neighborhood and homeowners' associations for that grant cycle. Environmental benefits from projects include, but are not limited to: turf conversion, energy efficient lighting, drought tolerant planting and recyclable materials repurposed and used for art pieces. The grant program is a direct investment in neighborhoods. Residents work together collaboratively to identify smaller projects that meet a community identified need or desire. The grants process requires extensive community involvement from the selection of and support for a project to the project application and through to the projects successful completion. 2012-13 Source of Funds Capital Projects Fund Balance $183,734 Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement $0 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $183,734 Total $183,734 Project Number: 6706556 Estimated Start Date: Varies Estimated Completion Date: Varies New Appropriations by Fiscal Year 2012-13 $183,734 2013-14 $0 2014-15 $0 2015-16 2016-17 Total 5 Year $0 $0 $183,734 246 Community Services ITD Project Description Estimated Project Costs This project was established in 2006 to provide funding to develop a software solution for the Kid Zone Enrichment Program and Counseling & Diversion offices, and to assist in purchasing other technology and hardware requests for the divisions of Community Services. In Phase I of this project, an integrated registration application was completed. This application allows the Kid Zone site staff to use laptops to take site attendance and provides the central office staff with real-time staff to child ratio percentages. Additionally, a new solution was provided for Diversion to remove their reliance on the legacy Courts financial system. Phase 2 of this project includes Kid Zone online registration as well as online and recurring payments for all Social Services customers. When Phase 2 of the Social Services software solution is implemented, online payments will expedite revenue collection and provide a convenient payment vehicle for the Kid Zone parents and for the Counseling and Diversion clients. This will allow Kid Zone to be competitive with other child care providers that are already accepting payments online. 2012-13 Source of Funds Capital Projects Fund Balance $51,936 Legal / Administration Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement $0 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $51,936 Other Project Costs $0 Total $51,936 Project Number: 6702599 Estimated Start Date: Estimated Completion Date: 07/01/12 06/30/13 New Appropriations by Fiscal Year 2012-13 2013-14 $51,936 $0 2014-15 $0 2015-16 2016-17 Total 5 Year $0 $0 $51,936 Municipal Arts Program Project Description Estimated Project Costs The purpose of this project is to advance art in all its forms for the benefit of the public, and to create an atmosphere in which the arts can flourish and to inspire Tempe citizens to recognize the arts as essential to the whole life of our community. Legal / Administration $0 Land Acquisition $0 The project funds the City's cultural improvements including exhibitions, maintenance, support, grants for nonprofit, Tempe-based organizations; Young Artist's Studio/Young Artists Theatre, productions, and the Studio Artist Program with Tempe Elementary District #3. Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement $0 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 2012-13 Source of Funds Capital Projects Fund Balance $800,000 Water / Wastewater Fund $84,870 Other Project Costs $1,702,735 Total $1,702,735 Project Number: 6699799 Estimated Start Date: 07/01/12 Estimated Completion Date: 06/30/13 New Appropriations by Fiscal Year 2012-13 2013-14 $884,870 $139,485 2014-15 $173,830 2015-16 2016-17 Total 5 Year $265,728 $238,822 $1,702,735 247 Tempe Public Library Renovation Project Description Estimated Project Costs The completion of the Library Renovation project includes the purchase of remaining technology components, the modification of new furnishings, and the addition of interior building signage. Remaining project components include: Legal / Administration $0 Land Acquisition $0 1. Purchase of 21 public access computers. These computers will replace 21 computers which were granted to the Library by the Bill and Melinda Gates Foundation and which are now at end of their useful life. Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 2. Modifications to existing service desks. Improvements to new public service desks were intentionally postponed so that staff could determine needs based on actual usage experience. 3. Purchase of wireless communication devices which will enable staff to provide public services in the Library but away from fixed service points. 2012-13 Source of Funds Capital Projects Fund Balance $56,799 Furnishings / Equipment $56,799 Construction / Improvement $0 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $0 Total $56,799 Project Number: 6702499 Estimated Start Date: Estimated Completion Date: 07/01/12 06/30/13 New Appropriations by Fiscal Year 2012-13 2013-14 $56,799 $0 2014-15 $0 2015-16 2016-17 Total 5 Year $0 $0 $56,799 Enterprise Network File Storage and Archival Project Description Estimated Project Costs The demand for information storage, archival, and records retention is continually increasing. New technology in "cloud computing" through virtualization has allowed Tempe to use Storage Area Networking (SAN) to share resources across multiple departments and applications. The City’s existing SAN infrastructure is at its physical limitation for space. Recent technology developments in mid-tier storage for virtualization has provided a solution to extend the life of our existing infrastructure at a much reduced cost by offloading non-mission critical storage to a distributed SAN system that places storage near the users, providing fault tolerance to network interruptions and supports desktop virtualization. The existing highly available SAN will continue to support enterprise business functions such as financials, payroll, utility billing, and sales tax collection using the resources gained from the migration of non-mission critical storage to the lower cost mid-tier storage devices. 2012-13 Source of Funds Capital Projects Fund Balance $1,837 General Obligation Bonds $377,703 Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement $0 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $1,219,309 Other Project Costs $0 Total $1,219,309 Project Number: 6709239 Estimated Start Date: 07/01/08 Estimated Completion Date: Ongoing New Appropriations by Fiscal Year 2012-13 2013-14 $379,540 $381,050 2014-15 $133,754 2015-16 2016-17 Total 5 Year $133,754 $191,211 $1,219,309 248 Sales Tax Replacement System Project Description Estimated Project Costs This project upgrades the Tax & License Division's TaxMantra computer program. The upgrade is nearing completion. The balance of the project will fund the implementation of data imaging. 2012-13 Source of Funds Capital Projects Fund Balance $45,600 Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement $0 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $45,600 Other Project Costs $0 Total $45,600 Project Number: 6706944 Estimated Start Date: Estimated Completion Date: 11/01/10 06/30/12 New Appropriations by Fiscal Year 2012-13 $45,600 2013-14 2014-15 $0 $0 2015-16 2016-17 Total 5 Year $0 $0 $45,600 Century Link FTTN-FTTN-FAI Project Description Estimated Project Costs CenturyLink is currently upgrading their infrastructure to support voice, data and video services through the installation of fiber optic cable to increase their service capacity. Fiber to the Node, Fiber to the Cell, Fiber Access Initiative and PRISM are terms used by CenturyLink to describe the fiber optic cable routing for the improvements to their infrastructure and connectivity. The scope of work for this professional services contract includes expedited utility plan review, pre-construction site inspection, conducting pre-construction conference, coordination of construction activity and daily field inspection and reporting. Based on an agreement with CenturyLink, the full cost of this contract will be reimbursed to the City. 2012-13 Source of Funds Capital Projects Fund Balance $127,920 Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $127,920 Furnishings / Equipment $0 Construction / Improvement $0 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $0 Total $127,920 Project Number: 6704591 Estimated Start Date: 07/01/12 Estimated Completion Date: Ongoing New Appropriations by Fiscal Year 2012-13 $127,920 2013-14 $0 2014-15 $0 2015-16 2016-17 Total 5 Year $0 $0 $127,920 249 City Hall / Municipal Complex Rehabilitation Project Description Estimated Project Costs This project includes the installation of security improvement measures at the west garden level offices. An assessment of the condition of the Municipal Complex and immediate surroundings for refurbishing needs was conducted during the previous fiscal year. The study identified a security vulnerability relating to the Engineering/Public Works area as to free accessibility by anyone who walks into the office to both the office area and staff. This project will create a protective access control. Additional space is also needed for the heavily used Public Works conference room. This project will assist with the expansion of the room. The following was included in the assessment of the condition of the Municipal Complex: lighting, signage, security, structural, mechanical, water penetration, deck surface and utilization, glazing and related mullions, panels, etc., landscaping, general aesthetics, and ADA and building code issues. 2012-13 Source of Funds Capital Projects Fund Balance $177,218 Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $21,206 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement $156,012 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $0 Total $177,218 Project Number: 6709249 Estimated Start Date: Estimated Completion Date: 07/01/12 06/30/13 New Appropriations by Fiscal Year 2012-13 $177,218 2013-14 2014-15 $0 $0 2015-16 2016-17 Total 5 Year $0 $0 $177,218 Data Center Backup Cooling Project Description Estimated Project Costs The City of Tempe data center is located on the second floor of the Police headquarters/Courts building at 120 E. 5th Street. The equipment housed at the facility is heat generating and the temperature is currently managed by three interior, chilled water air handling systems. The existing emergency back-up cooling system consists of a single air cooled chiller and associated pump mounted on the roof top. It has reached the end of its useful life and is being replaced. The new back-up chiller will replace the existing roof mounted, air cooled chiller and chilled water pump with a new 40-ton air–cooled chiller and pump in the same location. This facility houses the majority of the City application and network hardware, as well as police communications equipment, and is a critical part of the City’s business continuity plan. The continuous operation of this facility throughout the year without disruption is critical to the daily operation of the City. The new back-up cooling system will provide total redundancy for the temperature control at data center facility allowing uninterrupted equipment operations. 2012-13 Source of Funds Capital Projects Fund Balance $172,773 Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $172,773 Construction / Improvement $0 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $0 Total $172,773 Project Number: 6704289 Estimated Start Date: 07/01/12 Estimated Completion Date: 02/01/13 New Appropriations by Fiscal Year 2012-13 $172,773 2013-14 $0 2014-15 $0 2015-16 2016-17 Total 5 Year $0 $0 $172,773 250 Downtown Infrastructure Improvements Project Description Estimated Project Costs In the Mill Avenue district - bounded by University Drive, Ash Avenue, Rio Salado Parkway and College Avenue; Tempe maintains an inventory of decorative street furnishings which includes 65 trash cans, 52 ash trays, 31 street benches, and 8 recycling cans. In addition, the city is responsible for approximately 241,000 sq. feet of brick sidewalk, 200 tree grates, 100 tree rings, and an electrical system used to support special events and activities throughout the district, and particularly on Mill Avenue. This project is for the purpose of updating these furnishings and infrastructure and may include improvements and refurbishing of brick sidewalks, street furniture, and small enhancements identified in the Project for Public Spaces (PPS) analysis. Projects will be coordinated with input from the Downtown Tempe Community. Specific improvements in excess of $50k would be presented to Mayor and Council for approval, prior to implementation. Legal / Administration $5,000 Land Acquisition $0 Permit Fees $14,000 Design and Engineering $47,000 Survey / Staking $5,000 Construction Management $28,000 Furnishings / Equipment $0 Construction / Improvement $405,000 Geotech / Material Testing 2012-13 Source of Funds General Obligation Bonds $101,000 $5,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $0 Total $509,000 Project Number: 6704329 Estimated Start Date: Estimated Completion Date: 07/01/12 06/30/13 New Appropriations by Fiscal Year 2012-13 2013-14 $101,000 $102,000 2014-15 $102,000 2015-16 2016-17 Total 5 Year $102,000 $102,000 $509,000 EECBG Building Energy Retrofits Project Description Estimated Project Costs The energy efficiency project will upgrade 23 buildings in need of new mechanical equipment, including City Hall, 5 Fire Stations, 4 Community Centers, 2 Police Stations and Maintenance facilities. As part of the American Recovery and Reinvestment Act (ARRA), the City was awarded a $930,000 Energy Efficiency and Conservation Block Grant (EECBG) in June 2009 for energy upgrades in 23 buildings and facilities. The City also received $7.4 Million in Qualified Energy Conservation Bonds (QECBs), Federal ARRA pass-through low-interest bonds for energy projects. The total project cost is $8.7 million for new HVAC, HVAC controls, lighting, and occupancy sensors in approximately 600,000 square feet of building area. The utility savings are anticipated to be $550,000 annually and will help to pay the debt service for the bonds. The environmental benefit is the reduction of 9,360,896 pounds of CO2 emissions, the equivalent of removing 804 cars from the road each year. The project will reduce electricity costs, reduce energy use, and update aging mechanical equipment that is at the end of its useful life. 2012-13 Source of Funds Federal Grants - EECBG $100,889 Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement $100,889 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $0 Total $100,889 Project Number: 6703821 Estimated Start Date: 05/01/11 Estimated Completion Date: 07/31/12 New Appropriations by Fiscal Year 2012-13 $100,889 2013-14 $0 2014-15 $0 2015-16 2016-17 Total 5 Year $0 $0 $100,889 251 Electrical Improvements Project Description Estimated Project Costs This funding provides for electrical system improvements throughout city facilities. During last fiscal year an engineering study was performed by engineers familiar with the power distribution and control equipment and performed an electrical analysis along with labeling electrical equipment components as defined in NFPA 70Estandard for electrical safety in the workplace. As a result of this project there were numerous items identified as needing repairs or replacements. Project funding will be used to rectify these deficiencies such as: replacement of damaged electrical panel, missing labels, further analysis to review over current protection, replacement of enclosure doors, and replace conductors that are not properly sized. This project will complete all the deficiencies as identified in the analysis of City Facilities. Legal / Administration $3,000 Land Acquisition $0 Permit Fees $11,000 Design and Engineering $36,000 Survey / Staking $3,000 Construction Management $21,000 Furnishings / Equipment $0 Construction / Improvement $300,000 Geotech / Material Testing 2012-13 Source of Funds General Obligation Bonds $377,000 $3,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $0 Total $377,000 Project Number: 6705159 Estimated Start Date: Estimated Completion Date: 07/01/12 06/30/13 New Appropriations by Fiscal Year 2012-13 2013-14 $377,000 $0 2014-15 $0 2015-16 2016-17 Total 5 Year $0 $0 $377,000 Elevator Replacement Project Description Estimated Project Costs The City has 21 buildings with elevators valued at $7.8 million. Regular maintenance and inspection of the elevators is completed under a contract with Arizona Elevator Company as part of the Facilities operating budget. Non-routine repair and replacement of City elevators are funded by this Project. In 2012-13, this project will replace the three elevators at the public Library. The elevators are approximately 22 years old and have been experiencing 3 to 4 calls per month for elevator repairs. These three elevators experience heavy public use. Failure to replace these elevators could result in costly repairs. The scope for this project is to replace the following components of the three elevators: control system, solid state starter, pump unit, hoistway components, roller guides, hall/car equipment, door equipment, travel cable and hoistway wiring. Legal / Administration $2,000 Land Acquisition $0 $5,000 Permit Fees Design and Engineering $18,000 Survey / Staking $2,000 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement $150,000 Geotech / Material Testing 2012-13 Source of Funds General Obligation Bonds $179,000 $2,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $0 Total $179,000 Project Number: 6705169 Estimated Start Date: 07/01/12 Estimated Completion Date: 06/30/13 New Appropriations by Fiscal Year 2012-13 $179,000 2013-14 $0 2014-15 $0 2015-16 2016-17 Total 5 Year $0 $0 $179,000 252 Emergency Capital Repair Project Description Estimated Project Costs Tempe maintains 96 buildings covering 1.6 million square feet. Each year the City experiences some unplanned and emergency repair needs. This project provides funding for these types of unplanned occurrences, including storm-related damage, sewer back-ups, fire damage, flooding and electrical emergencies. In addition, historically this project has funded fire alarm systems, building automation systems, plumbing needs elevator malfunctions and other general building repairs. Anticipated projects for 2012-13 include expansion joint repairs at City Hall, backup generator replacement at the main PD and paving improvements to the Library plaza entryway. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Continued funding for repair and replacement of faulty equipment and infrastructures allows for the city to have facilities that operate in a safe manner, efficient to operate and provides basic repairs that if not made could increase future costs of repairs. Planned maintenance extends the life of equipment and systems therefore reducing costly repairs and building closures. Furnishings / Equipment $0 2012-13 Source of Funds General Obligation Bonds $600,000 Construction / Improvement $325,000 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $0 Total $2,150,000 Project Number: 6799779 Estimated Start Date: Estimated Completion Date: 07/01/12 06/30/13 New Appropriations by Fiscal Year 2012-13 2013-14 $600,000 $425,000 2014-15 $400,000 2015-16 2016-17 Total 5 Year $375,000 $350,000 $2,150,000 Energy Audit Phase 2 Project Description Estimated Project Costs Phase 1 of the City's energy performance contracting was started in July 2010 with an investment grade energy audit in which we identified over 20 buildings for review. The audit identified numerous pieces of equipment that were beyond their useful life and no longer efficient. Savings in utility costs from Phase I is projected to be in excess of $500,000 per year. The environmental benefit from this project is 9,360,896 pounds of CO2 emissions will be eliminated, the equivalent of removing 804 cars from the road each year. This project provides funding for another investment grade energy audit to look at equipment in additional city facilities for further energy and efficiency improvements, with the goal of further energy savings. Staff identified the following buildings as having mechanical equipment that is beyond its useful life and require replacement: Kiwanis Recreation Center (54,000 s.f.) and the Tempe Public Library (116,000 s.f.). An estimated 15-18 additional buildings would be selected for audit based on the state of the equipment in the buildings and historical energy usage. 2012-13 Source of Funds General Obligation Bonds $50,000 Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement $0 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $50,000 Total $50,000 Project Number: 6705179 Estimated Start Date: 07/01/12 Estimated Completion Date: 06/30/13 New Appropriations by Fiscal Year 2012-13 $50,000 2013-14 $0 2014-15 $0 2015-16 2016-17 Total 5 Year $0 $0 $50,000 253 Fleet Maintenance Improvements Project Description Estimated Project Costs This project will hire an engineering firm to design and review options to retro fit our Fleet Maintenance Operations facility into a facility where CNG equipment and trucks could be serviced. Currently this facility does not allow for servicing equipment that is CNG related. The evaluation and design analysis would look at improvements designed to minimize risk to personnel and facilities in the event of release of CNG from within the facility. Also, the following systems would be reviewed: Electrical, lighting, Heating, roof, and number of bay doors. The study will also evaluate other options available throughout the City including the East Valley Bus Operations & Maintenance facility. Currently, Solid Waste staff would like the ability to purchase CNG trucks, but with no place to service them it is not an option. 2012-13 Source of Funds Solid Waste Fund $75,000 Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $75,000 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement $0 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $0 Total $75,000 Project Number: 6705189 Estimated Start Date: Estimated Completion Date: 07/01/12 06/30/13 New Appropriations by Fiscal Year 2012-13 2013-14 $75,000 $0 2014-15 $0 2015-16 2016-17 Total 5 Year $0 $0 $75,000 Flood Irrigation Infrastructure Improvement Fund Project Description Estimated Project Costs This project continues a program to replace old irrigation pipelines. This is an ongoing project used to repair irrigation lines as funding becomes available. These pipelines are primarily located north of the US-60 in the older sections of the City and are non-reinforced concrete pipe. These pipelines frequently break and cause damage to private property, or are constricted due to root intrusion. Additionally, when these lines break, entire sections of customer properties are unable to receive irrigation until the lines are repaired. Based on CCTV inspection previously performed, the following areas have been identified as high-priority areas that require replacement or relining: Ash Ave - 9th st to 13th st, 15th St - McAllister to Mill Ave, Wilson St. - University to 10 th st, and 4th St - McAllister to Mill Ave. 2012-13 Source of Funds General Obligation Bonds $47,000 Legal / Administration $0 Land Acquisition $0 Permit Fees $1,000 Design and Engineering $5,000 Survey / Staking $0 Construction Management $3,000 Furnishings / Equipment $0 Construction / Improvement $38,000 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $47,000 Total $47,000 Project Number: 6704049 Estimated Start Date: Ongoing Estimated Completion Date: Ongoing New Appropriations by Fiscal Year 2012-13 $47,000 2013-14 $0 2014-15 $0 2015-16 2016-17 Total 5 Year $0 $0 $47,000 254 Flooring Replacement Program Project Description Estimated Project Costs The City maintains flooring ranging from tile to carpet to hardwood finishes with an estimated replacement value of $15 million, of which currently 24% (or $3.6 million) is currently beyond its expected useful life. Flooring has an expected useful life of 10 years. This project provides for the systematic replacement of worn flooring. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 This project will replace flooring at the following buildings- Escalante ($505,000), Fire Station #5 ($45,000), Ken McDonald Golf Course -Pro Shop ($20,000), Rolling Hills Golf Course ($12,000)City hall Garden Level Office ($176,000), Council Chambers ($30,000), Courts ($100,000), Priest Yard Building C ($12,000), Hardy and Kiwanis Maintenance Yards ($20,000), and Traffic Maintenance ($10,000). Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement 2012-13 Source of Funds General Obligation Bonds $930,000 $2,930,000 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $0 Total $2,930,000 Project Number: 6705199 Estimated Start Date: Estimated Completion Date: 07/01/12 06/30/13 New Appropriations by Fiscal Year 2012-13 2013-14 $930,000 $500,000 2014-15 $500,000 2015-16 2016-17 Total 5 Year $500,000 $500,000 $2,930,000 Fuel Metering Project Project Description Estimated Project Costs This project will install automated fuel management systems at 6 fueling sites and connect to the City's network for accurate fuel accountability. Currently, Fleet has installed automated fuel management systems at three fuel site locations linked to the Fleet Management software system and intends to meter a maximum of 6 more sites over the next 2 years. A strategic approach for this transition will be to add meters at Fire Station 1, 2 & 3 in FY 2012-13, and evaluate by FY 2013-14 the operational need for maintaining fuel tanks at the remaining three sites, (Ken McDonald, Rolling Hills and Diablo Stadium). Fuel sites without fuel management systems have poor tracking of actual fuel consumption and the city has experienced an undetermined amount of fuel shrinkage. This has resulted in an inaccurate Operating and Maintenance (O&M) cost for vehicles in determining total cost of ownership during lifecycle, created difficulty in forecasting fuel consumption for subsequent budget years as well as doing fuel reconciliation on a quarterly basis. 2012-13 Source of Funds General Obligation Bonds $48,000 Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement $0 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $96,000 Total $96,000 Project Number: 6705209 Estimated Start Date: 07/01/12 Estimated Completion Date: 06/30/13 New Appropriations by Fiscal Year 2012-13 $48,000 2013-14 $48,000 2014-15 $0 2015-16 2016-17 Total 5 Year $0 $0 $96,000 255 Historic Properties Project Description Estimated Project Costs This project Funds the rehabilitation and repair of aging historic facilities, infrastructure and systems. The scope of the rehabilitation includes infrastructure systems, roofing repairs/replacements, floor covering, painting, security lighting, repairs/upgrades of building automation systems, fire alarms and damaged equipment. Future plans include painting at Peterson House, Hackett House and Elias Rodriguez. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 The City has 6 buildings designated as historic properties and these buildings have an average age of 100 years. The preservation of City owned historic properties is essential to prolong the sustainability of historic public properties. Taking a proactive approach to repairs will often reduce future expenditure costs. Funding of repairs/replacement of faulty equipment and infrastructure failures in public facilities allows staff to take corrective action to minimize the potential of health and safety liabilities. Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 2012-13 Source of Funds Capital Projects Fund Balance $60,448 Construction / Improvement $260,448 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $0 Total $260,448 Project Number: 6706809 Estimated Start Date: Estimated Completion Date: 07/01/12 06/30/13 New Appropriations by Fiscal Year 2012-13 2013-14 2014-15 2015-16 2016-17 Total 5 Year $50,000 $50,000 $50,000 $50,000 $260,448 $60,448 HVAC Replacements Project Description Estimated Project Costs Tempe maintains nearly 400 air conditioning, heat pump and split system units with an expected useful life of 12 years. This project is intended to annually replace 8% of the units, or approximately 30-33 units per year. HVAC systems account for approximately 30% of the electrical bill. By replacing older and inefficient units with more efficient units, the City saves in electricity expenditures, reduces time and labor in repair needs, and reduces our carbon footprint. Legal / Administration In 2012-13, the following locations have a total of 30 units that need to be replaced: Ken McDonald Maintenance Facility ($83,000); Kiwanis Recreation Center ($200,000), Library Chiller ($400,000) and a total of $150,000 for the following locations: Diablo, North Water Treatment, Fire Stations 2 & 5, South PD, Adult Day Care, Hatton Hall, Escalante, Hardy Warner Maintenance Facility. Survey / Staking 2012-13 Source of Funds General Obligation Bonds $833,000 $4,000 Land Acquisition $0 Permit Fees $14,000 Design and Engineering $48,000 $4,000 Construction Management $28,000 Furnishings / Equipment $0 Construction / Improvement $1,935,000 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $0 Total $2,033,000 Project Number: 6706873 Estimated Start Date: 07/01/12 Estimated Completion Date: 06/30/13 New Appropriations by Fiscal Year 2012-13 2013-14 $833,000 $300,000 2014-15 $300,000 2015-16 2016-17 Total 5 Year $300,000 $300,000 $2,033,000 256 Improvement District Projects Expenses Project Description Estimated Project Costs This is an ongoing project fund that supports the initiation of any new improvement districts within the City of Tempe as well as any additional expenses incurred once the ID has been formed. Project funds help with the startup costs needed for administrative and legal costs associated with the formation of an improvement district. There are a potential of two future ID projects - 181 (east of Tempe Marketplace) and 182 (east of the stables on the north side of Town Lake). The monies would be used for start-up costs prior to bonding of the ID's. 2012-13 Source of Funds Capital Projects Fund Balance $50,000 Legal / Administration $50,000 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement $0 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $0 Total $50,000 Project Number: 5106797 Estimated Start Date: Estimated Completion Date: Ongoing Ongoing New Appropriations by Fiscal Year 2012-13 $50,000 2013-14 $0 2014-15 $0 2015-16 2016-17 Total 5 Year $0 $0 $50,000 QECB Energy Services Retrofit Project Description Estimated Project Costs As part of the American Recovery and Reinvestment Act (ARRA), the City was awarded a $930,000 Energy Efficiency and Conservation Block Grant (EECBG) in June 2009 for energy upgrades in 23 buildings and facilities including City Hall, 5 Fire Stations, 4 Community Centers, 2 Police Stations and Maintenance facilities. In March 2011, the City applied for and received $5.45 million in Qualified Energy Conservation Bonds (QECBs) in addition to $1.85 million previously allocated by the Arizona Commerce Authority. These are pass-through Federal ARRA low-interest bonds for energy projects. The total project cost is $8.7 million for new HVAC, HVAC controls, lighting, and occupancy sensors in approximately 600,000 s.f. of building area. The utility savings are anticipated to be $550,000 annually and will help to pay the debt service for the bonds. The environmental benefit is the reduction of 9,360,896 pounds of CO2 emissions, the equivalent of removing 804 cars from the road each year. The project will reduce electricity costs, reduce energy use, and update aging mechanical equipment that is at the end of its useful life. 2012-13 Source of Funds Capital Projects Fund Balance $3,105,561 Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement $0 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $3,105,561 Total $3,105,561 Project Number: 6703822 Estimated Start Date: 05/01/11 Estimated Completion Date: 07/31/12 New Appropriations by Fiscal Year 2012-13 $3,105,561 2013-14 $0 2014-15 $0 2015-16 2016-17 Total 5 Year $0 $0 $3,105,561 257 Roof Replacement Program Project Description Estimated Project Costs This project will replace roofs at the following buildings: Priest Yard buildings B, C, D, and G ($311,000); Traffic Maintenance Yard ($81,000); Kiwanis Recreation Center ($120,000); Diablo Main Stadium ($150,000), Rolling Hills Maintenance ($15,000), Ken McDonald ($30,000), and Clark Park ($20,000). Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Cost/Benefit: Roofs for our City facilities are a very important assets to maintaining facilities. By not replacing these roofs that are beyond their useful life, we could have damage from water getting into to our facilities therefore costing us much more over time and creating health and safety issues. The expected life of a roof is 15-20 years. The City will be working towards completing a condition rating program of all roofs to provide for a more specific prioritization of future roofing projects. Design and Engineering $20,000 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement 2012-13 Source of Funds General Obligation Bonds $692,319 $1,932,319 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $0 Total $1,952,319 Project Number: 6702519 Estimated Start Date: Estimated Completion Date: 07/01/12 06/30/13 New Appropriations by Fiscal Year 2012-13 2013-14 $692,319 $320,000 2014-15 $320,000 2015-16 2016-17 Total 5 Year $320,000 $300,000 $1,952,319 Tempe Fire Training Facility Project Description Estimated Project Costs The campus of the Tempe Fire Training Center at 1342 E University Ave houses a 150' antenna tower necessary for police and fire communications. During some of the heavier rain storms, the retained storm water in the adjacent basin has come very close to flooding the generator, and electronic equipment building at the base of the tower. The purpose of the project is to mitigate the flooding at the training facility by enlarging and improving the existing retention basin and blocking offsite runoff from the adjacent APS site. The equipment on the tower, in the adjacent equipment shelter and the generator are necessary for continued fire and police communication and protection. Legal / Administration $2,000 Land Acquisition $0 $8,000 Permit Fees Design and Engineering $28,000 Survey / Staking $2,000 Construction Management $17,000 Furnishings / Equipment $0 Construction / Improvement $236,000 Geotech / Material Testing 2012-13 Source of Funds General Obligation Bonds $295,000 $2,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $0 Total $295,000 Project Number: 6705219 Estimated Start Date: 07/01/12 Estimated Completion Date: 06/01/13 New Appropriations by Fiscal Year 2012-13 $295,000 2013-14 $0 2014-15 $0 2015-16 2016-17 Total 5 Year $0 $0 $295,000 258 Water Heater Replacement Program Project Description Estimated Project Costs The City maintains 166 water heaters with an expected useful life of seven years. This project will replace water heaters at the following buildings: Escalante ($7000.), Fire Stations 1 &2 ($17,000), Priest Yard ($10,000) Maintenance PD ($20,000) and Diablo Stadium ($180,000). Legal / Administration $0 Land Acquisition $0 Faulty and inefficient water heaters are costly to maintain and also have a negative impact to the users of these facilities. By being proactive we are further reducing water damage to facilities, emergency repairs and making our facilities more comfortable for our users and visitors. Delayed replacement will cost the city more over time than replacing units when they are beyond their useful life cycle. Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 $5,000 Permit Fees Construction / Improvement 2012-13 Source of Funds General Obligation Bonds $232,000 $427,000 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $0 Total $432,000 Project Number: 6705229 Estimated Start Date: Estimated Completion Date: 07/01/12 06/30/13 New Appropriations by Fiscal Year 2012-13 2013-14 2014-15 2015-16 2016-17 Total 5 Year $232,000 $50,000 $50,000 $50,000 $50,000 $432,000 259 City of Tempe 2012-13 Annual Budget Transportation Program Transportation projects total $9.2 million in FY 2012-13 and account for 7% of the 2012-13 appropriated CIP budget The Transportation element of the Capital Improvements Program includes all new and ongoing improvements put into service under the City's Transportation and Right-of-Way, and Traffic Signal and Street Lighting programs. Combined the two programs represent $9.2 million of the $124.8 million Capital Improvements Budget for FY 2012-13. The primary funding source for the two programs in FY 2012-13 will be $6.7 million in general obligation bonds. The Transportation and Right-of-Way program will utilize the bulk of those bonds with $5.9 million planned to be sold for the program. Together, the programs are scheduled to receive nearly $900,000 in funding from federal grants, and will utilize $1.5 million to fund projects from existing capital projects fund balances. In FY 2012-13 the Transportation and Right-of-Way program is scheduled to complete a variety of arterial and residential street maintenance, resurfacing, and reconstruction projects. The Traffic Signal and Street Lighting program is primarily focused on technological maintenance and repair projects for the City’s lighting system, as well as on street light pole replacement 260 City of Tempe 2012-13 Annual Budget 2012-13 CIP Projects – Transportation and Rights-of-Way Improvements Program Project Name & Number Funding Source(s) Arterial-Collector, and Residential Street Asset Preservation: 5499741 General Obligation Bonds Bridge Maintenance: 5499891 Holdeman Alley Improvement Project: NA Minor Concrete Improvements: 5404381 North Tempe Alley Improvement Project: NA 2,550,169 2,868,675 Total 2012-13 Capital Budget Appropriations 5,418,844 Additional Projected Needs 2013-14 2014-15 2015-16 2016-17 Total 5-Year Program 2,965,661 3,262,227 3,262,227 3,262,227 18,171,186 Capital Projects Fund Balance 368,040 - 368,040 - - - - 368,040 General Obligation Bonds 300,000 - 300,000 300,000 300,000 300,000 300,000 1,500,000 Project Total 668,040 - 668,040 300,000 300,000 300,000 300,000 1,868,040 531,098 Federal Grants - CMAQ - - - 531,098 - - - General Obligation Bonds - - - 32,102 - - - 32,102 Project Total - - - 563,200 - - - 563,200 Capital Projects Fund Balance 130,700 - 130,700 - - - - 130,700 General Obligation Bonds 130,700 209,300 209,300 209,300 340,000 209,300 209,300 209,300 209,300 209,300 209,300 209,300 209,300 1,046,500 1,177,200 28,887 - 28,887 - - - - 28,887 961,105 Project Total Neighborhood Transportation Management: 5499921 New 2012-13 Capital Budget Capital Budget Re-appropriations Appropriations Capital Projects Fund Balance Federal Grants - CMAQ - - - 961,105 - - - General Obligation Bonds - - - 58,095 - - - 58,095 Project Total - - - 1,019,200 - - - 1,019,200 Pavement Management System: 5490784 Capital Projects Fund Balance 13,914 - 13,914 - - - - 13,914 Railroad Quiet Zone: 5401901 Capital Projects Fund Balance 382,666 - 382,666 - - - - 382,666 Residential Street Asset Preservation: 5499941 Capital Projects Fund Balance 350,989 - 350,989 - - - - 350,989 Federal Grants - CMAQ General Obligation Bonds - 216,890 13,110 216,890 13,110 - - - - Project Total - 230,000 230,000 - - - - 216,890 13,110 230,000 4,125,365 3,307,975 7,433,340 5,057,361 3,771,527 3,771,527 3,771,527 23,805,282 Street Sweeper: 5405261 Transportation and R.O.W. Program Total 261 Arterial-Collector, and Residential Street Asset Preservation Project Description Estimated Project Costs This project provides for the reconstruction, resurfacing, and ongoing preventative maintenance of arterial and residential street segments that have exceeded their design life or need significant repair. Improvements are necessary in areas to ensure accessibility and safety for residents and businesses adjacent to these areas and to accommodate all modes of traffic including pedestrians, bicyclists, and vehicular traffic. Reconstructing, resurfacing and rehabilitating streets increases the strength and the durability of the roadway, while maintenance costs for the next 10 years will decrease. Legal / Administration $172,434 Land Acquisition $0 Permit Fees $338,223 Design and Engineering $159,000 Survey / Staking $0 Construction Management $20,000 Furnishings / Equipment Construction / Improvement $17,027,419 Geotech / Material Testing 2012-13 Source of Funds General Obligation Bonds $5,418,844 $454,110 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $0 Total $18,171,186 Project Number: 5499741 Estimated Start Date: Estimated Completion Date: Ongoing Ongoing New Appropriations by Fiscal Year 2012-13 $5,418,844 2013-14 $2,965,661 2014-15 $3,262,227 2015-16 2016-17 Total 5 Year $3,262,227 $3,262,227 $18,171,186 Bridge Maintenance Project Description Estimated Project Costs In a report every other year, ADOT identifies specific repairs and maintenance required on the City of Tempe bridges. As part of the annual bridge capital maintenance asset management program; the City’s bridge inventory includes: 32 vehicular bridges and 11 bike/pedestrian and light vehicle bridges. The scope of work includes replacement of damaged joints, joint seals and diaphragms, cleaning debris out of the joints to allow them to function properly, posting of vertical clearance signs, repair of damaged structural members and guard, replacement of missing bolts and nuts from railings, correction of settlement and subsidence at abutments and miscellaneous other items. Bridges maintained this year will be the Mill Avenue and Rural Road bridges which both require joint repair. Legal / Administration $9,360 Land Acquisition $0 Permit Fees $0 Design and Engineering $149,760 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement $1,556,040 Geotech / Material Testing 2012-13 Source of Funds Capital Projects Fund Balance $368,040 General Obligation Bonds $300,000 $152,880 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $0 Total $1,868,040 Project Number: 5499891 Estimated Start Date: 07/01/12 Estimated Completion Date: Ongoing New Appropriations by Fiscal Year 2012-13 2013-14 $668,040 $300,000 2014-15 $300,000 2015-16 2016-17 Total 5 Year $300,000 $300,000 $1,868,040 262 Holdeman Alley Improvement Project Project Description Estimated Project Costs The city of Tempe has an ongoing alley reconstruction/stabilization program which includes removing soil fines and old soil material and replacing with recycled asphalt (RAP) from wall to wall in alleys. This project would stabilize approximately 4.25 of the City's 165 miles of alleys in the area from University to Broadway, Priest to Hardy. The primary environmental benefit derived from the project is a reduction in dust emissions due to activity in the alley. Legal / Administration The Holdeman Neighborhood area was identified in the City's Congestion Mitigation Air Quality (CMAQ) funding request through the Maricopa Association of Governments (MAG) in the Paving Unpaved Road Projects category for its regional proximity to Phoenix and to County air quality monitoring stations in South Scottsdale and near the intersection of College Ave. and Apache Blvd. Survey / Staking $5,000 Land Acquisition $0 $9,000 Permit Fees Design and Engineering $54,000 $5,000 Construction Management $32,000 Furnishings / Equipment $0 Construction / Improvement $450,000 Geotech / Material Testing 2012-13 Source of Funds NA $5,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $3,200 Total $563,200 Project Number: NA Estimated Start Date: Estimated Completion Date: 08/01/13 11/30/13 New Appropriations by Fiscal Year 2012-13 $0 2013-14 $563,200 2014-15 $0 2015-16 2016-17 Total 5 Year $0 $0 $563,200 Minor Concrete Improvements Project Description Estimated Project Costs This project supplements the City's concrete program which is comprised of two employees who handle smaller less complex jobs. This project will provide for the emergency replacement of broken curbs, gutters, and sidewalks throughout the city. Other uses of the project include the construction of curbs, gutters, sidewalks and 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 as needed. Funds for the project will allow for approximately 18,000 square feet of minor concrete repair per year. Additionally, $70,000 of the funds will be used to hire a consultant to assess the condition and safety of the concrete in the City's Right of Way including curb, gutter and ramps. As this is the first time this survey has been performed, staff is expecting a larger than normal workload. Funding this project is crucial to the citizens by providing safe and easily traversable pedestrian access throughout the city. 2012-13 Source of Funds Capital Projects Fund Balance $130,700 General Obligation Bonds $209,300 Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement $1,177,200 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $0 Total $1,177,200 Project Number: 5404381 Estimated Start Date: Ongoing Estimated Completion Date: 06/30/13 New Appropriations by Fiscal Year 2012-13 2013-14 $340,000 $209,300 2014-15 $209,300 2015-16 2016-17 Total 5 Year $209,300 $209,300 $1,177,200 263 Neighborhood Transportation Management Project Description Estimated Project Costs This project will provide the Transportation Division with resources to strengthen its ability to address neighborhood traffic concerns, such as the installation of traffic calming devices, including speed humps. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement 2012-13 Source of Funds Capital Projects Fund Balance $28,887 $28,887 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $0 Total $28,887 Project Number: 5499921 Estimated Start Date: Estimated Completion Date: Ongoing Ongoing New Appropriations by Fiscal Year 2012-13 $28,887 2013-14 $0 2014-15 $0 2015-16 2016-17 Total 5 Year $0 $0 $28,887 North Tempe Alley Improvement Project Project Description Estimated Project Costs The city of Tempe has an ongoing alley reconstruction/stabilization program which includes removing soil fines and old soil material and replacing with recycled asphalt (RAP) from wall to wall in alleys. This project would stabilize approximately 6% of the city's alleys which equates to the completion of approximately 10.5 of the 165 miles of alleys in the City. The improvement will include the areas from Miller Rd. to Crosscut Canal, Curry Rd. to Continental Dr. The primary environmental benefit derived from the project is a reduction in dust emissions due to activity in the alley. The North Tempe Neighborhood area was identified in the city's Congestion Mitigation Air Quality (CMAQ) funding request through the Maricopa Association of Governments (MAG) in the Paving Unpaved Road Projects category for its regional proximity to Phoenix and Scottsdale, and due to the fact that it is very close approximately 2 miles - to the County's PM-10 air quality monitoring station in South Scottsdale. 2012-13 Source of Funds NA Legal / Administration $8,000 Land Acquisition $0 Permit Fees $15,000 Design and Engineering $96,000 Survey / Staking $8,000 Construction Management $56,000 Furnishings / Equipment $0 Construction / Improvement $800,000 Geotech / Material Testing $8,000 Utility Relocation Fees $25 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $28,175 Total $1,019,200 Project Number: NA Estimated Start Date: 08/01/13 Estimated Completion Date: 11/30/13 New Appropriations by Fiscal Year 2012-13 $0 2013-14 $1,019,200 2014-15 $0 2015-16 2016-17 Total 5 Year $0 $0 $1,019,200 264 Pavement Management System Project Description Estimated Project Costs Tempe's Pavement Management program, RoadMatrix, is a tool to help maintain the City's pavement network. Pavement condition data is collected by a consultant on a yearly basis using specialized equipment to evaluate the condition of the road and the quality of the ride. This data is used by staff to optimize street funding in the most cost effective and objective way possible. Transportation Maintenance is responsible for maintaining 1241 lane miles of roadway. The software is a crucial tool that will help improve the average current Pavement Quality Index of 59 to the City's goal of 75. Employees track the condition and history of the City's pavement network and ultimately budget money for the correct type of maintenance at the most opportune time. 2012-13 Source of Funds Capital Projects Fund Balance $13,914 Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement $0 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $13,914 Total $13,914 Project Number: 5400784 Estimated Start Date: Estimated Completion Date: 07/01/12 06/30/13 New Appropriations by Fiscal Year 2012-13 $13,914 2013-14 $0 2014-15 $0 2015-16 2016-17 Total 5 Year $0 $0 $13,914 Railroad Quiet Zone Project Description Estimated Project Costs In January 2012, the City of Tempe, in conjunction with the Union Pacific Railroad and the regulatory agencies of the Federal Railroad Administration and the Arizona Corporation Commission, established a railroad quiet zone in Tempe. This capital project would extend the quiet zone along the six mile Union Pacific Railroad industrial spur line which begins at the 13th Street railroad crossing immediately east of Farmer Avenue, traveling south to the Warner Road crossing approximately one quarter mile west of Kyrene Road. The establishment of the quiet zone would prohibit the sounding of train horns at all highway rail crossing except in certain safety situations determined by the judgment of the train engineer. It is the intent of the project to establish quiet zone conditions at the Broadway Road, Alameda Drive, Southern Avenue, Baseline Road, Guadalupe Road, Divot Drive, Elliot Road, Carver Lane and Warner Road rail crossings. 2012-13 Source of Funds Capital Projects Fund Balance $382,666 Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement $382,666 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $0 Total $382,666 Project Number: 5401901 Estimated Start Date: Ongoing Estimated Completion Date: 08/30/12 New Appropriations by Fiscal Year 2012-13 $382,666 2013-14 $0 2014-15 $0 2015-16 2016-17 Total 5 Year $0 $0 $382,666 265 Residential Street Asset Preservation Project Description Estimated Project Costs The Residential Street Asset Preservation CIP provides for ongoing preventative maintenance of local/residential streets throughout the city in accordance with the city's pavement management program. Examples of the various types of treatments include: Slurry Seal, Cape Seal, Smooth Seal, Seal Coat, Crack Seal, Mill and Overlay, and Reconstruction. Allocating funds and effort now will prevent future reconstruction costs that can be 10 times higher than routine maintenance. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement 2012-13 Source of Funds Capital Projects Fund Balance $350,989 $350,989 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $0 Total $350,989 Project Number: 5499941 Estimated Start Date: Estimated Completion Date: Ongoing Ongoing New Appropriations by Fiscal Year 2012-13 2013-14 $350,989 $0 2014-15 $0 2015-16 2016-17 Total 5 Year $0 $0 $350,989 Street Sweeper Project Description Estimated Project Costs The Transportation Division is tasked with the maintenance and cleaning/sweeping of Tempe streets as part of the city's responsibility to minimize the amount of debris and pollutants that are discharged to the storm sewer system. As part of this program, arterial streets are swept once every two weeks and residential, collector and industrial streets are swept once every month. This request will allow the city to procure one street sweeper needed to address the requirements of the Storm water Management Plan as well as keep the streets of Tempe safe and clean. The Transportation Division plans to apply for CMAQ funds to assist in procuring this street sweeper. 2012-13 Source of Funds Federal Grant - CMAQ $216,890 General Obligation Bonds $13,110 Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement $0 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $230,000 Total $230,000 Project Number: 5405261 Estimated Start Date: 07/01/12 Estimated Completion Date: 06/30/13 New Appropriations by Fiscal Year 2012-13 $230,000 2013-14 $0 2014-15 $0 2015-16 2016-17 Total 5 Year $0 $0 $230,000 266 City of Tempe 2012-13 Annual Budget 2012-13 CIP Projects – Traffic Signals and Street Lighting Program Project Name & Number Elliot, Guadalupe, and Warner ITS Improvements: NA Fiber Optic Installation: 6904479 Funding Source(s) New 2012-13 Capital Budget Capital Budget Re-appropriations Appropriations Total 2012-13 Capital Budget Appropriations Additional Projected Needs 2013-14 2014-15 2015-16 Total 5-Year Program 2016-17 Federal Grants - CMAQ General Obligation Bonds - - - 383,333 164,286 - - - 383,333 164,286 Project Total - - - 547,619 - - - 547,619 354,410 - 354,410 - - - - 354,410 50,917 - 50,917 - - - - 50,917 405,327 - 405,327 - - - - 405,327 Federal Grants - CMAQ General Obligation Bonds Project Total Pedestrian Countdown Timers and Audible Pedestrian Push-Buttons: NA Pedestrian Countdown Timers and Emergency Preemption Cards: 6905279 Federal Grant - HSIP - - - 106,917 106,917 106,917 - 320,751 Federal Grant - HSIP - 76,800 76,800 - - - - 76,800 Street Light Pole Structural Replacement: 6999849 General Obligation Bonds - 250,000 250,000 250,000 250,000 250,000 250,000 1,250,000 Streetlight Upgrade / New Install: 6999869 General Obligation Bonds - 200,000 200,000 200,000 200,000 200,000 200,000 1,000,000 Traffic Control Cabinets and Hardware Replacement: NA Federal Grants - CMAQ - - - 539,000 - - - 539,000 General Obligation Bonds - - - 231,000 - - - 231,000 Project Total - - - 770,000 - - - 770,000 91,523 - 91,523 - - - - 91,523 - 60,000 60,000 150,000 150,000 150,000 150,000 660,000 Project Total 91,523 60,000 151,523 150,000 150,000 150,000 150,000 751,523 Traffic Signal L.E.D. Replacement: 6906696 General Obligation Bonds 43,389 100,000 143,389 100,000 100,000 100,000 100,000 543,389 Undergrounding Contributions: 6901391 Capital Projects Fund Balance 180,487 - 180,487 - - - - 180,487 Wireless Communication & CCTV Monitoring: 6903639 Federal Grants - CMAQ 218,400 - 218,400 - - - - 218,400 93,600 - 93,600 - - - - 93,600 312,000 - 312,000 - - - - 312,000 686,800 1,719,526 2,124,536 806,917 806,917 700,000 6,157,896 Traffic Signal Foundation: 6903389 Capital Projects Fund Balance General Obligation Bonds General Obligation Bonds Project Total Traffic Signals and Street Lighting Program Total 1,032,726 267 Elliot, Guadalupe, and Warner ITS Improvements Project Description Estimated Project Costs The project will be used to monitor and adjust signal timing to improve traffic flow along the corridors of Elliot Rd, Guadalupe Rd, and Warner Rd. Tempe currently uses leases phone lines to facilitate traffic signal operations. This project will use an existing conduit along Elliot for fiber optic communication to the signals. Wireless radios will be used to provide communication to signals along Guadalupe and Warner. CCTVs will be placed at the major intersections for traffic monitoring. As a result the city will be able to monitor traffic conditions and adjust signal timing through centralized command and control strategies designed to help Tempe relieve or minimize congestion. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 This project promotes multi-jurisdictional congestion relief by providing a platform to better coordinate traffic signals as well as responding to accidents/incidents in a more cooperative and efficient process. Furnishings / Equipment $0 Construction / Improvement $0 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 2012-13 Source of Funds NA Other Project Costs $547,619 Total $547,619 Project Number: NA Estimated Start Date: Estimated Completion Date: 07/01/13 06/30/14 New Appropriations by Fiscal Year 2012-13 2013-14 $0 $547,619 2014-15 $0 2015-16 2016-17 Total 5 Year $0 $0 $547,619 Fiber Optic Installation Project Description Estimated Project Costs Tempe currently uses leased phone lines to facilitate traffic signal operations. This project will install fiber optic communications media to each signalized intersection along University Dr from Mill to McClintock utilizing existing fiber conduits resulting in 18 more signals being on city-owned infrastructure and reducing the leased phone line costs. The fiber run will tie into the ADOT Freeway Management System Fiber optic infrastructure as the backbone to bring data back to the Transportation Management Center at the Transportation Center. This upgrade will require minimal design and construction due to conduits already being in place and the close proximity of the terminating traffic signal control cabinets to the ADOT fiber optic backbone. After completion of this project, one-quarter of the signal system (58 signals out of 221) will be on fiber. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement 2012-13 Source of Funds Federal Grants - CMAQ $354,410 General Obligation Bonds $50,917 $405,327 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $0 Total $405,327 Project Number: 6904479 Estimated Start Date: 12/01/11 Estimated Completion Date: 12/31/12 New Appropriations by Fiscal Year 2012-13 $405,327 2013-14 $0 2014-15 $0 2015-16 2016-17 Total 5 Year $0 $0 $405,327 268 Pedestrian Countdown Timers and Audible Pedestrian Push-Buttons Project Description Estimated Project Costs Nationwide research has demonstrated that there are significant safety benefits resulting from the installation of pedestrian countdown timers at signalized intersections. As part of a continuing transportation safety program this project will procure equipment needed to upgrade all remaining pedestrian signal heads in the City of Tempe to pedestrian countdown timers. In addition, in order to better serve our visually impaired community, this project will also procure equipment needed to upgrade 11 intersections along the light rail alignment and near Tempe high schools with audible pedestrian push-buttons. 2012-13 Source of Funds NA Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement $0 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $320,751 Total $320,751 Project Number: NA Estimated Start Date: Estimated Completion Date: 07/01/13 06/30/16 New Appropriations by Fiscal Year 2012-13 $0 2013-14 $106,917 2014-15 $106,917 2015-16 2016-17 Total 5 Year $106,917 $0 $320,751 Pedestrian Countdown Timers and Emergency Preemption Cards Project Description Estimated Project Costs Nationwide research has demonstrated that there are significant safety benefits resulting from the installation of pedestrian countdown timers at signalized intersections. As part of a continuing transportation safety program this project will procure equipment needed to upgrade all pedestrian signal heads at intersections along the light rail alignment in the City of Tempe to pedestrian countdown timers. In addition, in order to improve emergency vehicle response times and safety of firstresponders, this project will also procure equipment needed to upgrade 20 intersections along the Rural Road and McClintock Drive corridors with new emergency preemption cards. Emergency preemption cards improve emergency response times and improve safety for Police and Fire personnel by allowing the traffic signals to change based on the needs of these first-responders. Research has demonstrated that properly functioning emergency preemption can result in a 30% reduction in overall crashes. 2012-13 Source of Funds Federal Grant - HSIP $76,800 Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement $0 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $76,800 Total $76,800 Project Number: 6905279 Estimated Start Date: 07/01/12 Estimated Completion Date: 06/30/13 New Appropriations by Fiscal Year 2012-13 $76,800 2013-14 $0 2014-15 $0 2015-16 2016-17 Total 5 Year $0 $0 $76,800 269 Street Light Pole Structural Replacement Project Description Estimated Project Costs The project will fund the replacement of existing rusted streetlight poles that are direct buried and provide funding to replace all direct buried street light poles to meet our current streetlight pole foundation standards. Of the 11,080 streetlight poles there are approximately 3,755 direct buried street light poles left in the City’s inventory that need to be replaced at a rate of 100-150 per year (based on their corrosion factor as provided by a study completed in October 2011). Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement 2012-13 Source of Funds General Obligation Bonds $250,000 $1,250,000 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $0 Total $1,250,000 Project Number: 6999849 Estimated Start Date: Estimated Completion Date: Ongoing Ongoing New Appropriations by Fiscal Year 2012-13 2013-14 $250,000 $250,000 2014-15 $250,000 2015-16 2016-17 Total 5 Year $250,000 $250,000 $1,250,000 Streetlight Upgrade / New Install Project Description Estimated Project Costs This project provides dual side street lighting on arterial streets. Additionally, the project provides for the installation of new residential streetlights per citizen request at various locations, as well as upgrading up to 4000 existing inefficient streetlight luminaires to environmentally friendly and energy efficient luminaires throughout the city. Currently Identified locations for upgrades include the following: - South side Warner Rd between Bonarden and Juniper (13) lights - South side of Southern Ave between Price Rd and East city limits (15) lights - East side Priest Dr. North of Warner (15) lights - Southside of Southern Ave between Priest Dr. and 48th Street (14) Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement 2012-13 Source of Funds General Obligation Bonds $200,000 $1,000,000 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $0 Total $1,000,000 Project Number: 6999869 Estimated Start Date: Ongoing Estimated Completion Date: Ongoing New Appropriations by Fiscal Year 2012-13 2013-14 $200,000 $200,000 2014-15 $200,000 2015-16 2016-17 Total 5 Year $200,000 $200,000 $1,000,000 270 Traffic Control Cabinets and Hardware Replacement Project Description Estimated Project Costs Current traffic signal control cabinets were installed in 1995 through 1998 and will be approaching the typical product life cycle in the year 2013. As part of a continuing transportation management program this project will procure equipment needed to upgrade and rehabilitate 70 of the city's 221 traffic signal control cabinets. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 This project will allow Tempe to replace its aging traffic signal cabinet inventory with new signal cabinets, which will reduce maintenance costs in the long term and improve the reliability and safety of the traffic signal control operation, thus minimizing our liability. The new traffic signal cabinets will provide the city’s signal technicians with enhanced diagnostic tools to troubleshoot intersection malfunctions. These enhanced capabilities will facilitate increased intersection reliability and ultimately provide for safer traffic control operations. Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement $0 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 2012-13 Source of Funds NA Other Project Costs $770,000 Total $770,000 Project Number: NA Estimated Start Date: Estimated Completion Date: 07/01/13 06/30/14 New Appropriations by Fiscal Year 2012-13 $0 2013-14 $770,000 2014-15 $0 2015-16 2016-17 Total 5 Year $0 $0 $770,000 Traffic Signal Foundation Project Description Estimated Project Costs This project provides for the installation of new traffic signal foundations and installation/repair of equipment related to the traffic signal system. These improvements are necessary to keep the signal system functioning properly. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement 2012-13 Source of Funds Capital Projects Fund Balance $91,523 General Obligation Bonds $60,000 $751,523 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $0 Total $751,523 Project Number: 6903389 Estimated Start Date: Ongoing Estimated Completion Date: Ongoing New Appropriations by Fiscal Year 2012-13 2013-14 $151,523 $150,000 2014-15 $150,000 2015-16 2016-17 Total 5 Year $150,000 $150,000 $751,523 271 Traffic Signal L.E.D. Replacement Project Description Estimated Project Costs Purpose of this project is to retrofit older green LED's with new ones. Current green LED's have been installed since 2002 and have exceed their average life cycle and will need to be replaced. The LED (Light Emitting Diodes) program has provided significant energy savings and has reduced maintenance costs since all of the incandescent lamps in the City’s traffic signals were retrofitted. The LEDs have reduced transportation maintenance costs by $120,000 a year in off-hour call out costs, replacement bulbs and energy savings. LED modules have a life span of seven years and were first installed in 2002. This ongoing project will change out 2700 green LED lamps over the 5 year CIP to newer LED's, which would result in an average conversion rate of approximately 44 intersections per year. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment 2012-13 Source of Funds General Obligation Bonds $143,389 $543,389 Construction / Improvement $0 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $0 Total $543,389 Project Number: 6906696 Estimated Start Date: Estimated Completion Date: Ongoing Ongoing New Appropriations by Fiscal Year 2012-13 2013-14 $143,389 $100,000 2014-15 $100,000 2015-16 2016-17 Total 5 Year $100,000 $100,000 $543,389 Undergrounding Contributions Project Description Estimated Project Costs This project facilitates the undergrounding of overhead utility lines in conjunction with a development/redevelopment project (other than detached, single family dwellings) that has been submitted for approval under the provision of the Tempe City Code. 2012-13 Source of Funds Capital Projects Fund Balance $180,487 Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement $0 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $180,487 ITD / Telecommunications $0 Other Project Costs $0 Total $180,487 Project Number: 6901391 Estimated Start Date: Ongoing Estimated Completion Date: Ongoing New Appropriations by Fiscal Year 2012-13 $180,487 2013-14 $0 2014-15 $0 2015-16 2016-17 Total 5 Year $0 $0 $180,487 272 Wireless Communication & CCTV Monitoring Project Description Estimated Project Costs This project will install wireless communications media for command and control operations and Closed Circuit Television (CCTV) monitoring at 30 out of our 221 traffic signals. The project will be used to adjust signal timing to improve traffic flow at congested intersections. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 The CCTV monitoring will allow traffic conditions to be monitored during incidents, special events, construction, and congested times. This real time monitoring provides the advantage of being able to manage signals based on what is happening in the field. The CCTV monitoring can also be used to observe resident concerns that are being studied by Traffic Engineering staff. Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement 2012-13 Source of Funds Federal Grants - CMAQ $218,400 General Obligation Bonds $93,600 $312,000 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $0 Total $312,000 Project Number: 6903639 Estimated Start Date: Estimated Completion Date: 07/01/12 07/01/13 New Appropriations by Fiscal Year 2012-13 $312,000 2013-14 $0 2014-15 $0 2015-16 2016-17 Total 5 Year $0 $0 $312,000 273 This page intentionally left blank. City of Tempe 2012-13 Annual Budget Schedules and Summaries Contents Property Tax Ordinance ........................................................................................................................................................... 276 Budget Resolution .................................................................................................................................................................... 277 Budget Schedules .................................................................................................................................................................... 278 Schedule A Summary Schedule of Estimated Revenues and Expenditures/Expenses...................................................... 278 Schedule B Summary of Tax Levy and Tax Rate Information ............................................................................................ 279 Schedule C Summary by Fund of Revenues Other Than Property Taxes ......................................................................... 280 Schedule D Summary by Fund of Other Financing Sources and Interfund Transfers ........................................................ 282 Schedule E Summary by Department of Expenditures / Expenses Within Each Fund ....................................................... 283 Schedule F Summary by Department / Fund..................................................................................................................... 284 Budget Basis, Units and Changes ............................................................................................................................................ 286 Financial Structure and Organization ....................................................................................................................................... 287 Personnel Summary ................................................................................................................................................................. 288 Personnel Changes for FY 2012-13 ......................................................................................................................................... 289 Personnel Schedules ............................................................................................................................................................... 290 Glossary of Terms .................................................................................................................................................................... 319 Acronyms ................................................................................................................................................................................. 327 Index ........................................................................................................................................................................................ 328 Office of Management and Budget Staff .................................................................................................................................. 331 275 City of Tempe 2012-13 Annual Budget Property Tax Ordinance ORDINANCE NO. 2012.22 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, 2013. PURSUANT to A.R.S. §42-17151, the ordinance levying taxes for Fiscal Year 2012-2013 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 $13,271,172, resulting in a primary tax rate of $0.7862 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 of $1.3552 per $100 of assessed value. Section 3: The combined tax rate as set forth in Sections 1 and 2 shall equal $2.1414 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 28th day of June, 2012. 276 City of Tempe 2012-13 Annual Budget Budget Resolution RESOLUTION 2012.67 A RESOLUTION DETERMINING AND ADOPTING FINAL ESTIMATES OF PROPOSED EXPENDITURES BY THE CITY OF TEMPE FOR THE FISCAL YEAR BEGINNING JULY 1, 2012, AND ENDING JUNE 30, 2013. 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 31, 2012, 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 31, 2012, 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 June 14, 2012 and set an adoption date of June 28, 2012, 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 2012-2013. PASSED BY THE CITY COUNCIL OF TEMPE, ARIZONA, this 14th day of June, 2012. 277 City of Tempe 2012-13 Annual Budget Budget Schedules Schedule A Summary Schedule of Estimated Revenues and Expenditures/Expenses Fund Adopted Budgeted Expenditures/ Expenses* FY 2011-12 Actual Expenditures/ Expenses** FY 2011-12 Fund Balance/Net Assets*** 7-1-2012 General $158,586,382 $152,928,833 $48,177,073 $13,271,172 Special Revenue 85,047,648 88,254,124 89,105,267 - Debt Service 21,548,322 20,892,327 34,420,594 23,000,956 Capital Projects 49,337,804 49,337,804 13,332,627 - Enterprise 93,056,710 87,135,613 45,954,788 - - - 2,000,000 - $407,576,866 $398,548,701 $232,990,349 $36,272,128 Internal Service TOTAL Fund General Special Revenue Budgeted Revenues Other than Property Taxes FY 2012-13 $154,908,099 Proceeds From Other Financing Sources FY 2012-13 Interfund Transfers FY 2012-13 Total Financial Resources Available FY 2012-13 $214,609,465 Budgeted Expenditures/ Expenses FY 2012-13 $168,561,658 - - (Out) $(1,746,879) 104,746,683 - 1,446,000 (1,579,292) 193,718,658 155,906,301 657,625 - 6,540,953 (5,304,190) 59,315,938 48,623,373 - 123,326,372 1,486,154 - 138,145,153 124,812,526 93,475,689 - 5,379,190 (6,221,936) 138,587,731 94,497,568 Debt Service Capital Projects Enterprise Internal Service In Direct Property Tax Revenues FY 2012-13 - - - - 2,000,000 2,000,000 $353,788,096 $123,326,372 $14,852,297 $(14,852,297) $746,376,945 $594,401,426 Expenditure Limitation Comparison FY 2011-12 FY 2012-13 1. Budgeted Expenditures/Expenses $407,576,866 $594,401,426 (143,399,345) (309,144,120) TOTAL 2. Budgeted Expenditures/Expenses Adjusted for Reconciling Items 3. Less: Estimated Exclusions 4. Total Estimated Expenditures/Expenses Subject to Expenditure Limitation 5. Expenditure Limitation * ** 264,177,521 285,257,306 $285,189,183 $293,088,986 Includes Expenditure/Expense Adjustments Approved in current year from Schedule E. Includes actual amounts as of the date the proposed budget was prepared, adjusted for estimated activity for the remainder of the fiscal year. *** Amounts in this column represent Fund Balance/Net Asset amounts except for amounts not in spendable form (e.g., prepaids and inventories) or legally or contractually required to be maintained intact (e.g., principal of a permanent fund). 278 City of Tempe 2012-13 Annual Budget Schedule B Summary of Tax Levy and Tax Rate Information FY 2011-12* 1. Maximum Allowable Primary Property Tax Levy (A.R.S. 42-17051(A)) 2. Estimated FY 2012-13 $13,271,172 Amount Received from Primary Property Taxation in the 2011-12 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. 4. Property Tax Levy Amounts A. Primary Property Taxes 12,751,029 13,271,172 B. Secondary Property Taxes 22,100,197 23,000,956 C. Total Property Tax Levy Amounts $34,851,226 $36,272,128 Property Taxes Collected A. Primary Property Taxes 1. 2011-12 Levy 12,291,992 2. Prior Years' Levies 81,482 3. Total Primary Property Taxes B. $12,373,474 Secondary Property Taxes 1. 2011-12 Levy 21,304,590 2. Prior Years' Levies C. 5. 141,226 3. Total Secondary Property Taxes $21,445,816 Total Property Taxes Collected $33,819,290 Property Tax Rates A. City Tax Rate 1. Primary Property Tax Rate 0.6572 2. Secondary Property Tax Rate 3. Total City Tax Rate * 0.7862 1.1291 1.3552 $1.7863 $2.1414 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. 279 City of Tempe 2012-13 Annual Budget Schedule C Summary by Fund of Revenues Other Than Property Taxes Budgeted Revenues FY 2011-12 Estimated Revenues FY 2011-12* Budgeted Revenues FY 2012-13 GENERAL FUND Local Taxes City Sales Tax $80,951,331 $82,915,787 $85,817,840 Transient Lodging Tax 4,131,600 4,477,227 4,647,362 Franchise Fees 3,547,000 3,477,263 3,533,481 State 31,231,933 31,050,845 35,400,408 Other 127,000 254,750 132,000 Charges for Service 9,777,097 10,590,555 9,514,515 Fines, Fees and Forfeitures 8,907,007 6,506,825 7,375,168 Licenses and Permits 1,568,450 1,569,750 1,543,750 Voluntary Contributions 1,502,400 1,502,400 1,523,000 Interest Income 1,159,000 576,000 464,983 Other Miscellaneous Revenue 4,427,275 5,330,349 4,955,592 147,330,093 148,251,751 154,908,099 29,124,332 29,860,672 30,905,796 ASU-Flash Transit 905,840 905,840 932,103 Interest Income 212,386 212,386 120,000 13,452,151 13,452,151 18,482,321 3,630,178 3,630,178 4,422,012 47,324,887 48,061,227 54,862,232 8,142,645 8,082,557 9,101,143 1,000 1,000 1,000 90,000 60,000 70,000 8,233,645 8,143,557 9,172,143 6,082,100 6,159,297 6,374,872 631,000 611,250 601,500 6,000 5,250 5,550 57,000 19,500 19,582 6,776,100 6,795,297 7,001,504 Intergovernmental Revenue Total General Fund SPECIAL REVENUE Transit Fund Transit Tax Intergovernmental Miscellaneous Revenue Total Transit Fund Highway User Revenue Fund Highway User Revenue Tax Miscellaneous Revenue Barricading Fees Total Highway User Revenue Fund Performing Arts Fund Performing Arts Tax Fees and Admissions Miscellaneous Revenue Interest Income Total Performing Arts Fund 280 City of Tempe 2012-13 Annual Budget Schedule C (Continued) Summary by Fund of Revenues Other Than Property Taxes Budgeted Revenues FY 2011-12 Estimated Revenues FY 2011-12* Budgeted Revenues FY 2012-13 6,656,965 2,093,194 5,439,310 Section 8 Housing 10,344,964 9,530,164 11,034,342 Total CDBG/Sec 8 Funds 17,001,929 11,623,358 16,473,652 Police Dept-RICO & Grants Fund - - 5,165,104 Governmental Grants or Donations Fund - - 10,653,863 Court Enhancement Fund - - 1,414,465 CDBG/Section 8 Housing Funds Community Development Block Grant - - 3,720 79,336,561 74,623,439 104,746,683 182,459 182,459 - 657,625 657,625 71,017,104 71,084,305 76,104,967 15,231,809 14,988,732 14,976,722 2,220,828 2,307,099 2,394,000 113,100 113,100 - 88,582,841 88,493,236 93,475,689 $315,431,954 $311,368,426 $353,788,096 Peterson House Fund Total Special Revenue Funds DEBT SERVICE FUND Intergovernmental Total Debt Service Fund ENTERPRISE FUNDS Water/Wastewater Fund Solid Waste Fund Golf Fund Cemetery Fund 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. 281 City of Tempe 2012-13 Annual Budget Schedule D Summary by Fund of Other Financing Sources and Interfund Transfers Proceeds From Other Financing Sources FY 2012-13 Fund GENERAL FUND Interfund Transfers FY 2012-13 In (Out) - - $(1,746,879) HURF - 1,446,000 (503,304) Performing Arts - - (116,622) Transit - - (959,366) - 1,446,000 (1,579,292) DEBT SERVICE FUND - 6,540,953 (5,304,190) CAPITAL PROJECTS FUNDS - 1,486,154 - Bond/Note Proceeds 89,096,020 - - CIP - Other Funding 18,317,425 - - CIP - Fund Balance Applied 15,912,928 - - 123,326,372 1,486,154 - Water/Wastewater Fund - 5,304,190 (5,681,268) Solid Waste Fund - - (540,668) Golf Fund - 75,000 - - 5,379,190 (6,221,936) $123,326,372 $14,852,297 $(14,852,297) SPECIAL REVENUE FUNDS Total Special Revenue Funds Total Capital Projects Funds ENTERPRISE FUNDS Total Enterprise Funds TOTAL ALL FUNDS 282 City of Tempe 2012-13 Annual Budget Schedule E Summary by Department of Expenditures / Expenses Within Each Fund Fund/ Department Budgeted Expenditures/ Expenses FY 2011-12 Expenditure/ Expense Adjustments Approved FY 2011-12 Estimated Expenditures/ Expenses FY 2011-12* Budgeted Expenditures/ Expenses FY 2012-13 GENERAL FUND Mayor and Council City Manager Community Relations Diversity Internal Audit City Clerk City Court Human Resources Tempe Learning Center City Attorney Finance and Technology Community Development Police Fire Community Services Public Works - General Non-Departmental Contingencies Total General Fund $322,621 281,445 2,298,533 449,752 405,502 917,783 3,787,780 2,041,178 538,177 2,524,064 3,162,837 9,504,602 65,018,285 26,354,274 18,285,198 16,936,690 5,743,100 158,571,821 26,000 8,813 152,889 15,600 (56,249) (1,816) (737,191) (117,964) 13,210 326,691 384,578 14,561 $321,854 513,512 2,070,436 455,314 388,813 949,361 3,494,486 2,097,637 460,581 2,627,697 3,341,284 9,195,750 61,834,991 25,244,161 17,620,323 15,773,509 6,539,124 152,928,833 $372,531 578,925 2,289,832 477,433 423,408 561,728 3,791,700 2,336,150 546,676 2,770,028 3,429,884 9,593,822 67,833,501 27,325,938 19,548,371 17,214,204 8,467,527 1,000,000 168,561,658 7,747,186 53,863,809 6,656,965 10,344,964 8,565,287 87,178,211 (14,329) (1,076,381) (1,039,853) (2,130,563) 8,952,498 58,721,440 2,726,106 9,530,164 8,323,916 88,254,124 8,194,236 106,006,203 4,908,913 11,034,342 8,525,455 5,165,104 10,653,863 1,414,465 3,720 155,906,301 21,548,322 21,548,322 - 20,892,327 20,892,327 48,623,373 48,623,373 49,337,804 49,337,804 - 49,337,804 49,337,804 124,812,526 124,812,526 75,783,498 2,290,553 180,863 14,816,357 93,071,271 (8,000) (6,561) (14,561) 70,249,321 2,449,743 180,359 14,256,190 87,135,613 75,746,634 2,513,917 16,237,017 94,497,568 - - - 2,000,000 $409,707,429 $(2,130,563) $398,548,701 $594,401,426 SPECIAL REVENUE FUNDS Highway User Revenue Transit CDBG Section 8 Housing Performing Arts Police Dept-Rico & Grants Governmental Grants or Donations Court Enhancement Petersen House Endowment Total Special Revenue Funds DEBT SERVICE FUND Debt Service Total Debt Service Fund CAPITAL PROJECTS FUNDS All Capital Projects Total Capital Projects Funds ENTERPRISE FUNDS Water/Wastewater Golf Cemetery Solid Waste Total Enterprise Funds INTERNAL SERVICE FUNDS Risk Management TOTAL ALL FUNDS 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. 283 City of Tempe 2012-13 Annual Budget Schedule F Summary by Department / Fund Department / Fund Mayor and Council Department: General Fund City Manager Department: General Fund Budgeted Expenditures/ Expenses FY 2011-12 Expenditure/ Expense Adjustments Approved FY 2011-12 $322,621 Estimated Expenditures/ Expenses FY 2011-12* Budgeted Expenditures/ Expenses FY 2012-13 $321,854 $372,531 281,445 - 513,512 578,925 2,298,533 454,452 2,752,985 26,000 26,000 2,070,436 457,098 2,527,534 2,289,832 481,665 2,462,134 5,233,631 City Clerk: General Fund 917,783 - 949,361 561,728 Tempe Learning Center Office: General Fund 538,177 - 460,581 546,676 Diversity Office: General Fund 449,752 - 455,314 477,433 Internal Audit Office: General Fund 405,502 8,813 388,813 423,408 City Court Department: General Fund Court Enhancement Fund City Court Total 3,787,780 3,787,780 - 3,494,486 3,494,486 3,791,700 1,214,465 5,006,165 Human Resources Department: General Fund 2,041,178 152,889 2,097,637 2,336,150 City Attorney Department: General Fund Water Fund Governmental Grants or Donations City Attorney Total 2,524,064 380,051 2,904,115 15,600 15,600 2,627,697 368,720 2,996,417 2,770,028 389,267 379,909 3,539,204 Finance and Technology Department: General Fund Water Fund Finance and Technology Total 3,162,837 2,719,086 5,881,923 (56,249) (56,249) 3,341,284 2,699,658 6,040,942 3,429,884 2,823,847 6,253,731 Police Department: General Fund Police Dept-Rico & Grants Police Total 65,018,285 65,018,285 (737,191) (737,191) 61,834,991 61,834,991 67,833,501 4,365,104 72,198,605 Fire Department: General Fund Governmental Grants or Donations Fire Total 26,354,274 26,354,274 (117,964) (117,964) 25,244,161 25,244,161 27,325,938 868,791 28,194,729 Community Relations Office: General Fund Transit Fund Governmental Grants or Donations Community Relations Total 284 City of Tempe 2012-13 Annual Budget Schedule F (Continued) Summary by Department / Fund Department / Fund Budgeted Expenditures/ Expenses FY 2011-12 Expenditure/ Expense Adjustments Approved FY 2011-12 Estimated Expenditures/ Expenses FY 2011-12* Budgeted Expenditures/ Expenses FY 2012-13 Community Services Department: General Fund Performing Arts Fund Governmental Grants or Donations Petersen House Endowment Community Services Total 18,285,198 2,005,006 20,290,204 13,210 13,210 17,620,323 1,870,480 19,490,803 19,548,371 2,040,529 1,382,845 3,720 22,975,465 Community Development Department: General Fund Transit Fund Section 8 Grants Fund Comm Dev Block Grant Fund Governmental Grants or Donations Community Development Total 9,504,602 932,870 10,344,964 6,656,965 27,439,401 (1,816) (1,039,853) (1,041,669) 9,195,750 659,438 9,530,164 2,726,106 22,111,458 9,593,822 877,308 11,034,342 4,908,913 558,184 26,972,569 Public Works Department: General Fund Golf Fund Cemetery Fund Performing Arts Fund Solid Waste Fund Highway User Revenue Fund Transit Fund Water Fund Governmental Grants or Donations Public Works Total 16,936,690 2,290,553 180,863 532,493 14,816,357 7,747,186 47,406,487 38,083,706 127,994,335 326,691 (6,561) (14,329) (1,076,381) (8,000) (778,580) 15,773,509 2,449,743 180,359 510,672 14,256,190 8,952,498 52,180,897 34,759,274 129,063,142 17,214,204 2,513,917 552,576 16,237,017 8,194,236 46,717,686 38,658,520 2,000 130,090,156 5,743,100 384,578 6,539,124 8,467,527 5,070,000 33,600,655 6,027,788 21,548,322 66,246,765 - 5,424,007 32,421,669 5,942,764 20,892,327 64,680,767 57,854,544 32,875,000 5,932,350 48,623,373 145,285,267 1,000,000 1,000,000 - - 1,000,000 1,000,000 75,000 2,000,000 800,000 5,000,000 200,000 10,075,000 49,337,804 - 49,337,804 124,812,526 $409,707,429 $(2,130,563) $398,548,701 $594,401,426 Non Departmental: General Fund Debt Service: Transit Fund Water Fund Performing Arts Fund Debt Service Fund Debt Service Total Contingency: General Fund Water Fund Transit Fund Internal Service / Risk Management Police Department-Rico & Grants Governmental Grants or Donations Court Enhancement Fund Contingency Total Capital Projects: Capital Projects Funds TOTAL ALL FUNDS * 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. 285 City of Tempe 2012-13 Annual Budget 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). 286 City of Tempe 2012-13 Annual Budget Financial Structure and Organization 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. 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. 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. 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 self-insurance 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 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. 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. 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. 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. 287 City of Tempe 2012-13 Annual Budget Personnel Summary The number of employees for FY 2012-13 totals 1,800.22 full-time equivalents (FTE), including 1,580 full-time, 14.23 permanent full-time equivalents, and 205.99 temporary full-time equivalent employees. This total translates to a 0.16% decrease over the 1,803.09 full-time equivalents budgeted in FY 2011-12. Department 2010-11 Actual 2011-12 Budget 2011-12 Revised Full Perm Temp Full Perm Temp Full Perm Temp Full Time FTE Time FTE Time Time FTE FTE FTE FTE 2012-13 Budget Mayor and Council 7 7 7 7 City Manager 4 4 4 5 City Attorney 23 1.75 23 1.75 23 1.75 23 Perm Temp FTE FTE 1.75 City Clerk 4 0.58 4 0.58 4 0.58 4 0.58 City Court 38 4.06 38 4.06 38 4.06 38 4.06 Community Development 82 1.60 4.01 78 3.52 78 3.52 78 Community Relations 24 1.34 25 1.34 25 1.34 24 1.34 Community Services 117 6.00 165.69 116 6.50 165.69 116 6.50 165.69 116 6.50 165.69 Diversity Program 1.60 1.60 1.60 2 1.25 2 1.25 2 1.25 2 1.25 Finance and Technology 131 0.50 131 0.50 131 0.50 131 0.50 Fire 181 1.00 181 1.00 181 1.00 181 1.00 Human Resources Internal Audit 17 17 17 3.52 17 3 0.45 3 0.45 3 0.45 3 0.45 Police 493 6.25 491 6.25 488 6.25 490 6.25 Public Works 467 20.20 460 24.10 460 24.10 458 Tempe Learning Center Sub Total Total Personnel 1.50 3 1.50 3 1.50 3 1.50 24.10 3 1,596 13.60 202.58 1,583 14.10 205.99 1,580 14.10 202.58 1,580 14.23 205.99 1,812.18 1,803.09 288 1,796.68 1,800.22 City of Tempe 2012-13 Annual Budget Personnel Changes for FY 2012-13 Position Reductions Department Police Public Works Total Reductions Position Detention Administrator Park Ranger Park Ranger Park Ranger Park Ranger Utility Services Tech I+ PCN 954 1214 1215 1855 1856 N/A FTE (1.00) (1.00) (1.00) (1.00) (1.00) (3.00) (8.00) Action Summary Operating Budget Supplemental Rio Salado Budget Balancing Plan Rio Salado Budget Balancing Plan Rio Salado Budget Balancing Plan Rio Salado Budget Balancing Plan Authorization Ended 6/30/2012 Fund Special Revenue General PCN 1976 FTE 1.00 Action Summary Mid-year addition – Council approved 1979 1.00 General 1978 1.00 Special Revenue General 1977 1.00 518 0.13 General 1980 1.00 New position – Operating Budget Supplemental New position – Operating Budget Supplemental New position – Operating Budget Supplemental Increase from 20 to 25 hours per week Operating Budget Supplemental New position – Operating Budget Supplemental Position Additions/Status Changes Department Police Position Police Officer Police Communications Supervisor Communications Dispatcher Communications Dispatcher Executive Assistant Police Police Public Works Public Works Energy Management Coordinator Total Changes 5.13 Position Extensions Department City Manager Community Development Community Relations Total Extensions Position Energy & Grants Project Manager Building Inspector II+ Fund Grant PCN 1961 FTE 1.00 Action Summary Extended until 9/1/2012 Grant 1622 1.00 Extended until 11/4/2012 Video Production Coordinator General 1214 1.00 Extended until 12/31/2012 3.00 Summary – Authorized Positions (Full and Part-Time FTE) FY 2011-12 Budget Position Reductions Position Additions Position FTE Changes FY 2012-13 Budget 1,597.10 (8.00) 5.00 (0.13) 1,594.23 289 City of Tempe 2012-13 Annual Budget Personnel Schedules Reflects all personnel changes/reductions approved by City Council through 6/30/2012 Funding 2010-11 Source Actual Position 1110 MAYOR & COUNCIL Mayor Gen 1 Vice Mayor Gen 1 Council Member Gen 5 Mayor & Council Total Full-Time 7 1210 CITY MANAGER Administration City Mgr Asst City Mgr Executive Asst to City Mgr Total Full-Time 1216 Government Relations Government Relations Officer Total Full-Time 1231 EECBG Energy & Grants Project Mgr (Position is funded through 9-1-12) Total Full-Time CITY ATTORNEY Legal Services City Attorney Dep City Attorney Sr Asst City Attorney Police Legal Advisor Asst City Attorney Paralegal II+ Administrative Support Supvr Paralegal I+ Legal Specialist II+ Legal Assistant Legal Specialist II+** Paralegal** Assistant City Attorney** Total Full-Time Total Perm FTE** 3115 City Attorney/Water Sr Asst City Attorney Asst City Attorney Legal Specialist II+ Legal Secretary** Total Full-Time Total Perm FTE** 2011-12 Revised 2012-13 Budget 1 1 5 7 1 1 5 7 1 1 5 7 Gen Gen Gen 1 1 1 3 1 1 1 3 1 1 1 3 1 1 1 3 Gen 0 0 0 0 0 0 1 1 Grant 1 1 1 1 1 1 1 1 4 4 4 5 1 2 1 1 8 1 1 1 1 2 1 1 8 2 1 1 1 2 1 1 8 2 1 1 1 2 1 1 8 2 1 1 1 3 0 0.75 1.00 20 1.75 0 3 0.75 0.00 1.00 20 1.75 0 3 0.75 0.00 1.00 20 1.75 0 3 0.75 0.00 1.00 20 1.75 1 1 1 1 1 1 1 1 1 1 1 1 3 3 3 3 23 1.75 0.00 23 1.75 0.00 23 1.75 0.00 23 1.75 0.00 City Manager Total Full-Time 1710 2011-12 Budget Gen Gen Gen Gen Gen Gen Gen Gen 60% Grants 40% Gen Gen Gen Gen Gen W/WW W/WW W/WW City Attorney Total Full-Time City Attorney Total Perm FTE** City Attorney Total Temp FTE* **Permanent Full-Time Equivalent *Temporary Full-Time Equivalent 290 City of Tempe 2012-13 Annual Budget Reflects all personnel changes/reductions approved by City Council through 6/30/2012 Funding 2010-11 Source Actual Position 1310 CITY CLERK City Clerk Gen 1 Dep City Clerk Gen 1 Executive Assistant Gen 2 COE * Gen 0.58 City Clerk Total Full-Time 4 City Clerk Total Temp FTE* 0.58 1410 CITY COURT Administration/Judicial Division Presiding City Judge Court Admin City Judge Court Commissioner Dep Court Admin Court Svcs Supvr Total Full-Time 2011-12 Budget 2011-12 Revised 2012-13 Budget 1 1 2 0.58 4 0.58 1 1 2 0.58 4 0.58 1 1 2 0.58 4 0.58 Gen Gen Gen Gen Gen Gen 1 1 2 2 1 1 8 1 1 2 2 1 1 8 1 1 2 2 1 1 8 1 1 2 2 1 1 8 Gen Gen Gen Gen 1 1 8 1.96 10 1.96 1 1 8 1.96 10 1.96 1 1 8 1.96 10 1.96 1 1 9 1.96 11 1.96 Gen Gen Gen 2 13 2.10 15 2.10 2 13 2.10 15 2.10 2 13 2.10 15 2.10 2 12 2.10 14 2.10 1411 Criminal Division Court Svcs Supvr Lead Court Svcs Spec Court Svcs Spec II+ COE* Total Full-Time Total Temp FTE* 1412 Civil Division Court Svcs Supvr Court Svcs Spec II+ COE* Total Full-Time Total Temp FTE* 4710 Court Enhancement Fund Deputy Court Admin Total Full-Time Dsg Fund 1 1 1 1 1 1 1 1 4720 Fill the Gap Fund Court Interpreter Total Full-Time Grant 1 1 1 1 1 1 1 1 4730 Local JCEF Court Svcs Spec II+ Court Training Coord Total Full-Time Grant Grant 2 1 3 2 1 3 2 1 3 2 1 3 38 4.06 38 4.06 38 4.06 38 4.06 City Court Total Full-Time City Court Total Temp FTE* **Permanent Full-Time Equivalent *Temporary Full-Time Equivalent 291 City of Tempe 2012-13 Annual Budget Reflects all personnel changes/reductions approved by City Council through 6/30/2012 Funding 2010-11 Source Actual Position COMMUNITY DEVELOPMENT Economic Development 2710 Administration/Economic Development Community Development Dir Gen 95% 0 Grants 5% Community Development Dir Gen 67% 1 Grants 33% Business Development Officer Gen 0 Economic Development Spec Gen 0 Rio Salado Financial Analyst Gen 0 Sr Planner Gen 0 Tech Development Spec Gen 0 Executive Assistant Gen 1 Administrative Assistant II+ Gen 0 Total Full-Time 2 2810 2721 2727 Economic Development Admin Principal Architect Sr Architect+ Technology Development Spec Economic Development Spec Administrative Assistant II+ COE* Total Full-Time Total Temp FTE* 2011-12 Budget 2011-12 Revised 2012-13 Budget 1 1 1 0 0 0 1 1 1 1 1 1 1 8 1 1 1 1 1 1 1 8 1 1 1 1 1 1 1 8 Gen Gen Gen Gen Gen Gen 1 1 1 1 1 0.00 5 0.00 0 0 0 0 0 0.00 0 0.00 0 0 0 0 0 0.00 0 0.00 0 0 0 0 0 0.00 0 0.00 Building Safety Building Safety Inspections and Permits Dep Com Dev Dir - Bldg/Permits Plan Review Mgr Bldg Inspection Mgr Development Project Coord Sr Plan Check Engineer+ Sr Bldg Inspector Project Mgmt Coord Bldg Inspector II+ Development Svcs Spec II+ Administrative Assistant II+ Building Inspector I/II+ * Total Full-Time Total Temp FTE* Gen Gen Gen Gen Gen Gen Gen Gen Gen Gen Gen 1 1 1 1 6 1 0 5 4 3 0.66 24 0.66 1 1 1 1 5 1 1 5 4 3 0.66 24 0.66 1 1 1 1 5 1 0 5 4 3 0.66 23 0.66 1 1 1 1 5 1 0 5 4 3 0.66 23 0.66 Planning Code Compliance Sr Code Inspector Spec Code Inspector II+ Administrative Assistant II+ Unclassified Temporary* Total Full-Time Total Temp FTE* Gen Gen Gen Gen 1 3 0 1.00 4 1.00 1 3 1 1.00 5 1.00 1 3 1 1.00 5 1.00 1 3 1 1.00 5 1.00 **Permanent Full-Time Equivalent *Temporary Full-Time Equivalent 292 City of Tempe 2012-13 Annual Budget Reflects all personnel changes/reductions approved by City Council through 6/30/2012 Funding 2010-11 Source Actual Position 2736 EECBG - IED Code Im Bldg Inspector II+ Grant 1 (Position is funded through 11-4-12) Total Full-Time 1 2731 Planning Dep Com Dev Dir - Planning Dep Com Dev Dir - Planning Code Enforcement Mgr Principal Architect Sr Architect+ Principal Planner Sr Planner Sr Planner Sr Transportation Planner Tech Planner Project Mgmt Coord Sr Code Inspector Spec Code Inspector II+ Administrative Assistant II+ COE* Total Full-Time Total Temp FTE* 2812 Redevelopment/Special Projects Principal Planner Sr Planner Total Full-Time 3923 Planning & Project Review Development Project Officer Principal Planner Sr Transportation Planner+ Sr Transportation Planner+ Total Full-Time 4410 2814 Community Dev - Rio Salado Administration Dep Comm Dev Mgr - Econ Dev Rio Salado Financial Analyst Sr Planner Administrative Assistant II+ COE* Total Full-Time Total Temp FTE * Housing Neighborhood Enhancement Homeless Outreach Coordinator** Total Perm FTE** **Permanent Full-Time Equivalent 2011-12 Budget 2011-12 Revised 2012-13 Budget 1 1 1 1 1 1 1 0 0 1 0 1 0 1 1 0 0 1 4 0 1 1 1 2 6 1 1 1 1 2 6 1 1 1 1 2 6 1 1 1 0 1 2 2 1.86 14 1.86 1 1 0 1 2 2 1.86 20 1.86 1 1 1 1 2 2 1.86 21 1.86 1 1 1 1 2 2 1.86 21 1.86 Gen Gen 1 3 4 0 0 0 0 0 0 0 0 0 Gen 67% Transit 33% Transit Transit Transit 50% Gen 50% 1 1 1 1 2 3 0 2 0 1 2 0 1 2 0 1 6 4 4 4 Rio Rio Rio Rio Rio 1 1 1 1 0.49 4 0.49 0 0 0 0 0.00 0 0.00 0 0 0 0 0.00 0 0.00 0 0 0 0 0.00 0 0.00 Gen 1.60 1.60 1.60 1.60 1.60 1.60 1.60 1.60 Gen Gen 90% Grants 10% Gen Gen Gen Gen Gen Gen 50% Grants 50% Gen Gen Gen Gen Gen Gen Gen *Temporary Full-Time Equivalent 293 City of Tempe 2012-13 Annual Budget Reflects all personnel changes/reductions approved by City Council through 6/30/2012 Funding 2010-11 Source Actual Position 2771 to Section 8 Housing 2779 Housing Svcs Mgr Grant 1 Housing Svcs Supvr Grant 1 Family Self Sufficiency Spec Grant 2 Housing Services Spec II+ Grant 6 Administrative Assistant II+ Grant 1 Total Full-Time 11 2851 to 2872 CDBG/Home Housing Services Supvr Neighborhood Revital Coord Housing Svcs Mgmt Accountant Homeless Coordinator Affordable Housing Spec Neighborhood Grants Analyst Principal Planner Principal Planner Administrative Assistant II+ Total Full-Time Grant Grant Grant Grant Grant Grant Grant Gen 50% Grants 50% Grant Community Development Total Full-Time Community Development Total Perm FTE* Community Development Total Temp FTE* 1219 1216 2011-12 Budget 2011-12 Revised 2012-13 Budget 1 0 2 6 1 10 1 0 2 6 1 10 1 0 2 6 1 10 1 0 1 1 2 0 1 0 0 1 1 1 2 0 0 1 0 1 1 1 1 1 0 1 0 1 1 1 1 1 0 1 1 7 0 6 0 6 0 6 82.00 1.60 4.01 78.00 1.60 3.52 78.00 1.60 3.52 78.00 1.60 3.52 COMMUNITY RELATIONS Administration Administration Community Relations Admin Asst to the Mayor Mayor/City Council Chief of Staff Sr Mayoral/City Council Aide+ Mayoral Aide City Council Aide Asst to the City Council Executive Assistant COE* Total Full-Time Total Temp FTE* Gen Gen Gen Gen Gen Gen Gen Gen Gen 1 1 0 2 0 0 1 1 0.49 6 0.49 1 1 0 2 0 0 1 1 0.49 6 0.49 1 1 0 2 0 0 1 1 0.49 6 0.49 1 0 1 0 1 2 0 1 0.49 6 0.49 Government Relations Government Relations Officer Total Full-Time Gen 0 0 1 1 1 1 0 0 **Permanent Full-Time Equivalent *Temporary Full-Time Equivalent 294 City of Tempe 2012-13 Annual Budget Reflects all personnel changes/reductions approved by City Council through 6/30/2012 Funding 2010-11 Source Actual Position Communication/Media Relations 1214 Communication & Media Relations Comm & Media Relations Mgr Gen 1 Media Svcs Admin Gen 1 Community Outreach Mktg Coord II+ Gen 1 Public Info Officer Gen 0 Community Relations Coord Gen 2 Web & Design Coord Gen 0 Video Production Coord Gen 0 Media Svcs Producer II+ Gen 1 Video Production Coord Gen 0 (Position funded through 12-31-12) Media Svcs Producer II+ CIP 1 (Position funded through 6-30-12) Media Services Assistant * Gen 0.19 Media Services Intern* Gen 0.66 Total Full-Time 7 Total Temp FTE* 0.85 3916 Marketing and Public Information Community Outreach Mktg Supvr Community Outreach Mktg Supvr Public Information Officer Comm Outreach/Mktg Coord II+ Public Information Officer Total Full-Time 4418 1215 Rio Salado Marketing Community Relations Coord Total Full-Time Neighborhood Program Neighborhood Program Neighborhood Program Mgr Neighborhood Svcs Spec Neighborhood Svcs Spec Comm Outreach/Mktg Coord II+ Total Full-Time **Permanent Full-Time Equivalent 2011-12 Budget 2011-12 Revised 2012-13 Budget 1 1 2 0 2 0 0 1 0 1 1 2 0 2 0 0 1 0 1 0 0 2 0 2 2 0 1 1 1 0 0.19 0.66 8 0.85 0.19 0.66 8 0.85 0.19 0.66 8 0.85 Transit Gen 25% Solid Waste 25% Transit 50% Gen 25% Solid Waste 25% Transit 50% Transit Transit 1 0 0 1 0 1 0 0 0 0 0 1 2 0 3 1 0 2 1 0 2 0 1 2 Rio 1 1 0 0 0 0 0 0 Gen Gen Transit 50% W/WW 50% Transit 50% W/WW 50% 1 1 0 1 1 0 1 1 0 1 1 1 0 1 1 0 2 3 3 3 *Temporary Full-Time Equivalent 295 City of Tempe 2012-13 Annual Budget Reflects all personnel changes/reductions approved by City Council through 6/30/2012 Funding 2010-11 Source Actual Position 1220 Customer Relations Center Customer Relations Supvr Gen 1 Administrative Assistant II Gen 1 Administrative Assistant II SW 1 Administrative Assistant II HURF 1 Administrative Assistant II W/WW 1 Total Full-Time 5 Community Relations Total Full-Time Community Relations Total Temp FTE* 2410 COMMUNITY SERVICES Administration Administration Community Svcs Dir Dep Com Svcs Dir- Library/Cultrl Executive Assistant Administrative Assistant II+ Unclassified Temporary* Total Full-Time Total Temp FTE* 2440 2481 Arts and Library Library Library Mgr Sr Social Svcs Coord+ Librarian I/II+ Library Mgr - Ops Circulation Svcs Coord Library Spec II+ Library Asst Librarian I/II+** Library Assistant** Unclassified Temp - Office* Total Full-Time Total Perm FTE** Total Temp FTE* Cultural Services - Administration Dep Com Svcs Dir- Lbry/Cultrl Sr Social Svcs Coord+ Arts Coord Arts Coord Administrative Assistant II+ Recreation Leader III* Recreation Leader IV* Unclassified Temporary* Total Full-Time Total Temp FTE* **Permanent Full-Time Equivalent Gen 85% Arts 15% Gen 50% Arts 50% Gen Gen 80% Perfor Arts 20% Gen Gen Gen Gen Gen Gen Gen Gen Gen Gen Gen Gen 50% Arts 50% Gen Gen Perfor Arts Gen 80% Perfor Arts 20% Gen Gen Gen *Temporary Full-Time Equivalent 296 2011-12 Budget 2011-12 Revised 2012-13 Budget 1 1 1 1 1 5 1 1 1 1 1 5 1 1 1 1 1 5 24 1.34 25 1.34 25 1.34 24 1.34 1 1 1 1 0 0 0 1 1 0 1 0 1 0 1 1 0.52 2 0.52 0.52 2 0.52 0.52 2 0.52 0.52 4 0.52 3 1 11 1 1 5 4 0.00 2.00 7.44 26 2.00 7.44 2 1 11 1 1 5 4 0.50 2.00 7.44 25 2.50 7.44 2 1 11 1 1 5 4 0.50 2.00 7.44 25 2.50 7.44 2 1 11 1 1 5 4 0.50 2.00 7.44 25 2.50 7.44 1 1 1 0 1 1 1 1 1 1 1 1 1 1 1 1 0 1 0 0 0.95 0.36 6.01 5 7.32 0.95 0.36 6.01 5 7.32 0.95 0.36 6.01 5 7.32 0.00 0.00 0.00 0 0.00 City of Tempe 2012-13 Annual Budget Reflects all personnel changes/reductions approved by City Council through 6/30/2012 Funding 2010-11 Position Source Actual Historical Museum 2484 Museum Administrator Gen 1 Sr Museum Curator+ Gen 3 Unclassified Temp - Office* Gen 0.65 Total Full-Time 4 Total Temp FTE* 0.65 2523 2538 3610 2415 2451 2457 Senior Adults Sr Recreation Coord+ Administrative Assistant II Sr Recreation Coord+** Unclassified Temporary* Total Full-Time Total Perm FTE** Total Temp FTE* Neighborhood Facilities - Recreation Sr Recreation Coord+ Total Full-Time Performing Arts - Administration Cultural Facilities Mgr Management Assistant II+ Arts Coordinator Arts Coordinator Arts Specialist Unclassified Temp* Total Full-Time Total Temp FTE* Social Services Social Svcs/North Side Multigenl Center Sr Social Svcs Coord+ Administrative Assistant II+ Total Full-Time Social Services/Diversion Social Svcs Supvr Social Svcs Counselor II+ Administrative Assistant+* Total Full-Time Total Temp FTE* Social Services/KID ZONE Kid Zone Prog Mgr Community Svcs Supvr Sr Social Svcs Coord+ Social Services Specialist Asst Recreation Coord Unclassified Temporary* Total Full-Time Total Temp FTE* **Permanent Full-Time Equivalent 2011-12 Budget 2011-12 Revised 2012-13 Budget 1 3 0.65 4 0.65 1 3 0.65 4 0.65 1 3 0.65 4 0.65 Gen Gen Gen Gen 0 0 0.00 0.00 0 0.00 0.00 0 0 0.00 0.00 0 0.00 0.00 0 0 0.00 0.00 0 0.00 0.00 1 1 0.50 2.87 2 0.50 2.87 Gen 0 0 0 0 0 0 1 1 1 1 4 0 3 13.27 9 13.27 1 1 4 0 3 13.27 9 13.27 1 1 4 0 3 13.27 9 13.27 1 1 4 1 3 13.27 10 13.27 Gen Gen 2 1 3 2 1 3 2 1 3 2 1 3 Gen Gen Gen 1 3 0.43 4 0.43 1 3 0.43 4 0.43 1 3 0.43 4 0.43 1 4 0.43 5 0.43 Gen Gen Gen Gen Gen Gen 1 1 4 5 6 58.60 17 58.60 1 1 4 5 6 58.60 17 58.60 1 1 4 5 6 58.60 17 58.60 1 1 4 5 6 58.60 17 58.60 Arts Arts Arts Perfor Arts Arts Arts *Temporary Full-Time Equivalent 297 City of Tempe 2012-13 Annual Budget Reflects all personnel changes/reductions approved by City Council through 6/30/2012 Funding 2010-11 Position Source Actual Social Services/Partnerships 2485 Social Svcs Supvr Gen 1 Sr Social Svcs Coord+ Gen 2 Social Svcs Counselor II+ Gen 1 Crisis Intervention Spec Gen 3 Unclassified Temporary * Gen 3.60 Total Full-Time 7 Total Temp FTE* 3.60 2486 2487 2481 2521 Social Services/Administration Dep Com Svcs Dir - Social Svcs Community Svcs Supvr Administrative Assistant II+ Administrative Assistant II+** Unclassified Temporary* Total Full-Time Total Perm FTE** Total Temp FTE* Social Services/Escalante Social Svcs Mgr Sr Social Svcs Coord+ Administrative Assistant II+ Social Services Coordinator** Unclassified Temporary* Total Full-Time Total Perm FTE** Total Temp FTE* Recreation Centers and Programs Cultural Services - Administration Arts Coord Recreation Leader III* Recreation Leader IV* Unclassified Temporary* Total Full-Time Total Temp FTE* Recreation - Administration Dep Com Svcs Dir - Recreation Sr Recreation Coord+ Asst Recreation Coord Administrative Assistant II+ Unclassified Temporary* Total Full-Time Total Temp FTE* **Permanent Full-Time Equivalent 2011-12 Budget 2011-12 Revised 2012-13 Budget 1 2 1 3 3.60 7 3.60 1 2 1 3 3.60 7 3.60 1 2 1 3 3.60 7 3.60 Gen Gen Gen Gen Gen 1 1 2 1.50 0.85 4 1.50 0.85 1 1 2 1.50 0.85 4 1.50 0.85 1 1 2 1.50 0.85 4 1.50 0.85 1 1 2 1.50 0.85 4 1.50 0.85 Gen Gen Gen Gen Gen 1 4 0 0.75 7.28 5 0.75 7.28 1 4 0 0.75 7.28 5 0.75 7.28 1 4 0 0.75 7.28 5 0.75 7.28 1 3 1 0.75 7.28 5 0.75 7.28 Gen Gen Gen Gen 0 0.00 0.00 0.00 0 0.00 0 0.00 0.00 0.00 0 0.00 0 0.00 0.00 0.00 0 0.00 1 0.95 0.36 6.01 1 7.32 Gen CIP Gen Gen Gen 1 1 1 1 1.22 4 1.22 1 1 1 1 1.22 4 1.22 1 1 1 1 1.22 4 1.22 1 0 1 1 1.22 3 1.22 *Temporary Full-Time Equivalent 298 City of Tempe 2012-13 Annual Budget Reflects all personnel changes/reductions approved by City Council through 6/30/2012 Funding 2010-11 Position Source Actual Special Events 2522 Sr Recreation Coord+ Gen 2 Assistant Recreation Coordinator Gen 1 Recreation Leader* Gen 1.00 Unclassified Temporary* Gen 1.18 Total Full-Time 3 Total Temp FTE* 2.18 2523 2524 2525 2526 2529 Senior Adults Sr Recreation Coord+ Asst Recreation Coord Administrative Assistant II Sr Recreation Coord+** Unclassified Temporary* Total Full-Time Total Perm FTE** Total Temp FTE* Special Interest and Boating Recreation Mgr Sr Recreation Coord+ Asst Recreation Coord Recreation Leader III* Unclassified Temporary* Total Full-Time Total Temp FTE* Adult Sports Sr Recreation Coord+ Unclassified Temporary* Total Full-Time Total Temp FTE* Youth Sports Recreation Mgr Sr Recreation Coord+ Unclassified Temporary* Total Full-Time Total Temp FTE* Diablo Stadium Sr Recreation Coord+ Unclassified Temporary* Total Full-Time Total Temp FTE* **Permanent Full-Time Equivalent 2011-12 Budget 2011-12 Revised 2012-13 Budget 2 1 1.00 1.18 3 2.18 2 1 1.00 1.18 3 2.18 2 1 1.00 1.18 3 2.18 Gen Gen Gen Gen Gen 1 1 1 0.50 2.87 3 0.50 2.87 1 1 1 0.50 2.87 3 0.50 2.87 1 1 1 0.50 2.87 3 0.50 2.87 0 0 0 0.00 0.00 0 0.00 0.00 Gen Gen Gen Gen Gen 1 2 0 1.93 4.72 3 6.65 1 2 0 1.93 4.72 3 6.65 1 2 0 1.93 4.72 3 6.65 1 1 1 1.93 4.72 3 6.65 Gen Gen 1 3.84 1 3.84 1 3.84 1 3.84 1 3.84 1 3.84 1 3.84 1 3.84 Gen Gen Gen 1 2 3.89 3 3.89 1 2 3.89 3 3.89 1 2 3.89 3 3.89 1 2 3.89 3 3.89 Gen Gen 1 2.41 1 2.41 1 2.41 1 2.41 1 2.41 1 2.41 1 2.41 1 2.41 *Temporary Full-Time Equivalent 299 City of Tempe 2012-13 Annual Budget Reflects all personnel changes/reductions approved by City Council through 6/30/2012 Funding 2010-11 Position Source Actual Kiwanis Recreation Center 2531 Recreation Mgr Gen 1 Sr Recreation Coord+ Gen 2 Administrative Assistant II+ Gen 1 Administrative Assistant II+** Gen 1.25 Recreation Leader I* Gen 0.75 Recreation Worker* Gen 0.50 Unclassified Temporary* Gen 20.29 Total Full-Time 4 Total Perm FTE** 1.25 Total Temp FTE* 21.54 2532 2533 2534 2535 Kiwanis Concessions Unclassified Temporary* Total Temp FTE* Aquatics Sr Recreation Coord+ Swimming Pool Maint Mechanic Swimming Pool Maint Tech Unclassified Temporary* Total Full-Time Total Temp FTE* Adapted Recreation Sr Recreation Coord+ Total Full-Time 2011-12 Revised 2012-13 Budget 1 2 1 1.25 0.75 0.50 20.29 4 1.25 21.54 1 2 1 1.25 0.75 0.50 20.29 4 1.25 21.54 1 1 1 1.25 0.75 0.50 20.29 3 1.25 21.54 Gen 1.99 1.99 1.99 1.99 1.99 1.99 1.99 1.99 Gen Gen Gen Gen 1 1 1 16.73 3 16.73 1 1 1 16.73 3 16.73 1 1 1 16.73 3 16.73 1 1 1 16.73 3 16.73 Gen 1 1 1 1 1 1 1 1 Kiwanis Batting Cage Sr Recreation Coord+ Unclassified Temp* Total Full-Time Gen 1 1 1 1 Gen 2.41 2.41 2.41 2.41 1 1 1 1 2.41 2.41 2.41 2.41 Gen 1 1 1 1 Gen 0 0 0 1 1 1 1 2 Total Temp FTE* 2536 2011-12 Budget Boating Programs Sr Recreation Coord+ Asst Recreation Coord Total Full-Time **Permanent Full-Time Equivalent *Temporary Full-Time Equivalent 300 City of Tempe 2012-13 Annual Budget Reflects all personnel changes/reductions approved by City Council through 6/30/2012 Funding 2010-11 Source Actual Position 2537 Community Outreach/Marketing Recreation Mgr Gen 1 Asst Recreation Coord Gen 1 Total Full-Time 2 2011-12 Budget 2011-12 Revised 2012-13 Budget 1 1 2 1 1 2 1 0 1 2538 Neighborhood Facilities - Rec Sr Recreation Coord+ Total Full-Time Gen 0 0 0 0 0 0 1 1 2541 Rio Salado Administration Administrative Assistant II+ Total Full-Time Gen 1 1 1 1 1 1 1 1 2543 Tennis Sr Recreation Coord+ Total Full-Time Gen 0 0 0 0 0 0 1 1 2545 Volunteer Program Sr Social Svcs Coord+ Total Full-Time Gen 0 0 0 0 0 0 1 1 117 6.00 165.69 116 6.50 165.69 116 6.50 165.69 116 6.50 165.69 Gen Gen Gen Gen 1 1 0.50 0.75 2 1.25 1 1 0.50 0.75 2 1.25 1.00 1.00 0.50 0.75 2 1.25 1 1 0.50 0.75 2 1.25 Gen Gen 1 1 2 1 1 2 1 1 2 1 1 2 Gen Gen Gen 1 1 2 4 1 1 2 4 1 1 2 4 1 1 2 4 1 1 1 1 1 1 4 10 1 1 1 1 1 1 4 10 1 1 1 1 1 1 4 10 1 1 1 1 1 1 4 10 Community Services Total Full-Time Community Services Total Perm FTE** Community Services Total Temp FTE* 1212 1810 1812 DIVERSITY Diversity Admin Sr Diversity Spec Administrative Assistant II** ADA Compliance Specialist** Diversity Total Full-Time Diversity Total Perm FTE** FINANCIAL & TECHNOLOGY Financial Services Administration Finance & Tech Dir Executive Assistant Total Full-Time Budget Budget Mgr Lead Budget & Finance Analyst Sr Budget & Finance Analyst+ Total Full-Time 1831 Accounting Controller Gen Accounting Supvr Gen Financial Mgmt Accountant Gen Payroll Supervisor Gen Accountant Gen Payroll Specialist Gen Financial Svcs Tech II+ Gen Total Full-Time **Permanent Full-Time Equivalent *Temporary Full-Time Equivalent 301 City of Tempe 2012-13 Annual Budget Reflects all personnel changes/reductions approved by City Council through 6/30/2012 Funding 2010-11 Source Actual Position 1832 Tax and Licensing License & Collections Supvr Gen 1 Tax Audit Supvr Gen 1 Tax Auditor II+ Gen 6 Rental Property Spec Gen 1 Tax Analyst Gen 1 Rev Compliance Officer II+ Gen 3 Financial Svcs Tech II+ Gen 3 Total Full-Time 16 2011-12 Budget 2011-12 Revised 2012-13 Budget 1 1 6 1 1 3 3 16 1 1 6 1 1 3 3 16 1 1 6 1 1 3 3 16 1 1 1 1 1 8 7 1 21 1 1 1 1 1 8 7 1 21 1 1 1 1 1 8 7 1 21 1 1 1 1 1 8 7 1 21 1 3 3 7 1 3 3 7 1 3 3 7 1 3 3 7 1 1 1 0.50 3 0.50 1 1 1 0.50 3 0.50 1 1 1 0.50 3 0.50 1 1 1 0.50 3 0.50 1841 Customer Services Dep Fin & Tech Dir - Finance Customer Svcs Mgr Customer Svcs Office Supvr Customer Svcs Field Supvr Sr Financial Svcs Tech Financial Svcs Tech II+ Water Meter Reader II+ Water Meter Reader I+ Total Full-Time W/WW W/WW W/WW W/WW W/WW W/WW W/WW W/WW 1851 Central Services/Purchasing Central Svcs Mgr Procurement Officer Financial Svcs Tech II+ Total Full-Time Gen Gen Gen 2613 Safety & Training Safety & Risk Coord Industrial Hygienist Safety & Training Spec II Safety & Training Spec II** Total Full-Time Total Perm FTE** 2621 Risk Management Risk Mgr Risk Mgmt Claims Adjuster Risk Mgmt Spec Total Full-Time Risk Risk Risk 1 1 1 3 1 1 1 3 1 1 1 3 1 1 1 3 Information Technology Administration Dep Fin & Tech Dir - IT Sr Mgmt Asst IT Project Mgr Sr Tech Support Analyst Administrative Assistant II+ Total Full-Time Gen Gen Gen Gen Gen 1 1 0 1 1 4 1 1 1 1 1 5 1 1 1 1 1 5 1 1 1 1 1 5 1991 **Permanent Full-Time Equivalent W/WW W/WW W/WW W/WW *Temporary Full-Time Equivalent 302 City of Tempe 2012-13 Annual Budget Reflects all personnel changes/reductions approved by City Council through 6/30/2012 Funding 2010-11 Source Actual Position 1992 Data Center + Helpdesk IT Mgr Gen 1 IT Project Mgr Gen 1 Business Analyst Gen 3 Business Analyst W/WW 1 Sr Programmer Analyst Gen 5 Sr Programmer Analyst W/WW 2 Sr Data Ctr Support Spec Gen 0 IT Supvr Gen 0 Data Ctr & Net Ops Supv Gen 0 Sr PC Svcs Conslt Gen 0 PC Svcs Consultant II+ Gen 0 Data Center Support Spec Gen 0 IT Support Analyst Gen 0 Total Full-Time 13 2011-12 Budget 2011-12 Revised 2012-13 Budget 0 0 0 0 0 0 1 0 1 0 0 3 3 8 0 0 0 0 0 0 1 0 1 0 0 3 3 8 0 0 0 0 0 0 1 1 0 1 4 3 3 13 1993 Network Engineering IT Mgr IT Supvr Sr Enterprise Network Eng Enterprise Network Eng II+ Ent Network Tech II+ Lead Ent Network Tech Total Full-Time Gen Gen Gen Gen Gen Gen 1 0 2 5 1 1 10 1 0 2 5 1 1 10 1 0 2 5 1 1 10 1 1 2 4 2 1 11 1994 Enterprise Applications IT Mgr Applications Supvr IT Supvt Business Analyst Business Analyst IT Project Mgr Database Administrator Webmaster Sr Programmer Analyst Sr Programmer Analyst Total Full-Time Gen Gen Gen Gen W/WW Gen Gen Gen Gen W/WW 1 0 0 2 0 1 3 2 4 0 13 1 1 0 7 1 0 3 1 10 2 26 1 1 0 7 1 0 3 1 10 2 26 1 0 1 7 1 0 3 1 10 2 26 1995 System Administration Systems Admin Supvr Sr PC Svcs Conslt PC Svcs Consultant II+ Sr Data Ctr Support Spec Data Ctr & Net Ops Supvr Data Center Support Spec Tech Support Analyst II+ Total Full-Time Gen Gen Gen Gen Gen Gen Gen 1 1 0 1 1 3 4 11 1 2 4 0 0 0 4 11 1 2 4 0 0 0 4 11 0 1 0 0 0 0 4 5 1 0 2 0 1 0 1 0 5 1 0 2 0 1 0 1 0 5 1 0 2 0 1 0 1 0 5 0 1 0 2 0 1 0 1 5 1996 Training and Automation IT Trng Coord Gen IT Integration & Auto Supvr Gen Reprographics Supvr Gen Print Production Lead Gen Reprographics Oper Gen Print Production Spec Gen Distribution Clerk Gen Mail Ops Clerk Gen Total Full-Time **Permanent Full-Time Equivalent *Temporary Full-Time Equivalent 303 City of Tempe 2012-13 Annual Budget Reflects all personnel changes/reductions approved by City Council through 6/30/2012 Funding 2010-11 Source Actual Position 1997 Customer Support IT Support Analyst Supvr Gen 1 IT Support Analyst II+ Gen 3 Sr PC Svcs Conslt Gen 1 PC Svcs Consultant II+ Gen 4 Total Full-Time 9 Finance and Information Technology Total Full-Time 131 Finance and Information Technology Total Perm FTE** 0.50 2310 FIRE Administration/Fire Prevention Administration Fire Chief Asst Fire Chief Fire Deputy Chief Fire Budget / Finance Supvr Executive Assistant Administrative Assistant I/II+ Total Full-Time 2011-12 Revised 2012-13 Budget 0 0 0 0 0 131 0.50 0 0 0 0 0 131 0.50 0 0 0 0 0 131 0.50 Gen Gen Gen Gen Gen Gen 1 2 3 1 1 1 9 1 2 3 1 1 1 9 1 2 3 1 1 1 9 1 2 3 1 1 1 9 1 6 2 1 10 1 6 2 1 10 1 6 2 1 10 1 6 2 1 10 1 1 1 1 1 1 1 1 33 36 72 33 36 72 33 36 72 141 141 141 2330 Fire Prevention Asst Fire Chief Fire Inspector II+ Fire Education Spec Administrative Assistant II+ Total Full-Time Gen Gen Gen Gen 2332 Tempe County Island Fire District Fire Inspector II+ Total Full-Time Fire District 2340 2011-12 Budget Emergency Medical Services Fire Emergency Services Fire Captain Gen 33 Fire Eng Gen 36 Firefighter+ Gen 72 (66 Firefighter, Engineer or Captain positions are paramedic assignment) Total Full-Time 141 2370 Medical Services Fire Deputy Chief Fire Cptn Paramedic-Assign EMS Coord Total Full-Time Gen Gen Gen 1 1 1 3 1 1 1 3 1 1 1 3 1 1 1 3 2374 Ambulance Operations Paramedic Total Full-Time Contract 6 6 6 6 6 6 6 6 1 2 0.50 3 0.50 1 2 0.50 3 0.50 1 2 0.50 3 0.50 1 2 0.50 3 0.50 Support Services/Personnel Safety Support Services - Admin Fire Deputy Chief Gen Fire Svcs Inventory Tech Gen Service Aide ** Gen Total Full-Time Total Perm FTE** **Permanent Full-Time Equivalent *Temporary Full-Time Equivalent 2361 304 City of Tempe 2012-13 Annual Budget Reflects all personnel changes/reductions approved by City Council through 6/30/2012 Funding 2010-11 Source Actual Position 2363 2380 2350 1911 Fire Apparatus Maintenance Sr Fire Mechanic Fire Mechanic Fire Svcs Inventory Tech** Total Full-Time Total Perm FTE** Homeland Security/Special Operations Special Operations Fire Deputy Chief Hazardous Material Prog Spec Fire Captain Paramedic-Assign Total Full-Time Training/Professional Development Training/Professional Development Fire Deputy Chief Fire Captain Paramedic-Assign Administrative Assistant II+ Total Full-Time Fire Department Total Full-Time Fire Department Total Perm FTE** HUMAN RESOURCES Human Resources -Administration HR Dir Dep HR Dir Employment Services Mgr Employee Benefits Mgr Sr HR Analyst+ Benefits Prog Coord HR Spec HR Tech II+ Administrative Assistant II+ Total Full-Time 2210 INTERNAL AUDIT City Auditor Internal Auditor Contract Administrator* Internal Audit Total Full-Time Internal Audit Total Temp FTE* POLICE Office of the Chief Police Chief Assistant Police Chief Community Affairs Spec Executive Assistant Total Full-Time **Permanent Full-Time Equivalent 2011-12 Revised 2012-13 Budget Gen Gen Gen 1 1 0.50 2 0.50 1 1 0.50 2 0.50 1 1 0.50 2 0.50 1 1 0.50 2 0.50 Gen Gen Gen 1 1 1 3 1 1 1 3 1 1 1 3 1 1 1 3 Gen Gen Gen 1 1 1 3 181 1.00 1 1 1 3 181 1.00 1 1 1 3 181 1.00 1 1 1 3 181 1.00 1 1 1 1 5 1 1 1 1 1 5 1 1 1 1 1 5 1 1 1 1 1 5 1 3 3 1 17 3 3 1 17 3 3 1 17 3 3 1 17 17 17 17 17 Gen Gen Gen 1 2 0.45 3 0.45 1 2 0.45 3 0.45 1 2 0.45 3 0.45 1 2 0.45 3 0.45 Gen Gen Gen Gen 1 1 1 1 4 1 1 1 1 4 1 1 1 1 4 1 1 1 1 4 Gen Gen Gen Gen Gen Gen 10% Health 90% Gen Gen Gen Human Resources Department Total Full-Time 1213 2011-12 Budget *Temporary Full-Time Equivalent 305 City of Tempe 2012-13 Annual Budget Reflects all personnel changes/reductions approved by City Council through 6/30/2012 Funding 2010-11 Source Actual Position Organizational Services 2231 Detention Bureau Detention Admin Gen 1 Detention Supervisor Gen 6 Detention Officer+ Gen 21 Total Full-Time 28 2251 2232 Professional Dev Bureau Assistant Police Chief Commander Lieutenant Sergeant Polygraph Examiner II+ Management Assistant II+ Police Officer Community Affairs Specialist Volunteer Coordinator Police Support Svcs Spec COE* Total Full-Time Total Temp FTE* Support Services Communications Bureau Communications Mgr Communications Supervisor Communications Dispatcher II Administrative Assistant II+ Total Full-Time 2011-12 Budget 2011-12 Revised 2012-13 Budget 1 6 21 28 1 6 21 28 0 6 21 27 Gen Gen Gen Gen Gen Gen Gen Gen Gen Gen Gen 1 0 1 6 1 1 7 1 1 1 0.70 20 0.70 1 0 1 6 1 1 7 1 1 1 0.70 20 0.70 1 0 1 6 1 1 7 1 1 1 0.70 20 0.70 0 1 1 7 1 1 7 1 1 1 0.70 21 0.70 Gen Gen Gen Gen 1 6 37 1 45 1 6 37 1 45 1 6 37 1 45 1 7 38 1 47 Gen Gen Gen Gen Gen Gen 1 3 2 15 4 1.00 25 1.00 1 3 2 15 4 1.00 25 1.00 1 3 2 15 4 1 25 1.00 1 3 2 15 4 1 25 1.00 2233 Records Bureau Tech Svcs Bureau Mgr Police Records Supvr Administrative Assistant II+ Records Clerk II Records Clerk I COE* Total Full-Time Total Temp FTE* 2235 Identification Unit Identification Supervisor Identification Technician Fingerprint Technician Total Full-Time Gen Gen Gen 1 5 1 7 1 5 1 7 1 5 1 7 1 5 1 7 2246 HIDTA Police Officer Total Full-Time Desig 1 1 1 1 1 1 1 1 2257 Property Unit Property Supervisor Property Technician Total Full-Time Gen Gen 1 5 6 1 5 6 1 5 6 1 5 6 **Permanent Full-Time Equivalent *Temporary Full-Time Equivalent 306 City of Tempe 2012-13 Annual Budget Reflects all personnel changes/reductions approved by City Council through 6/30/2012 Funding 2010-11 Source Actual Position 2259 Office of Mgmt/Budget/Research Fiscal/Research Mgr Gen 1 Sr Budget & Finance Analyst Gen 1 Police Plan & Research Supvr Gen 1 Police Officer Gen 1 Police Analyst II+ Gen 5 Alarm Coord Gen 1 Administrative Assistant II+ Gen 2 Total Full-Time 12 2236 Operations Crime Prevention Unit Police Officer Total Full-Time 2011-12 Budget 2011-12 Revised 2012-13 Budget 1 1 1 1 5 1 2 12 1 1 1 1 5 1 2 12 1 1 1 1 5 1 2 12 Gen 3 3 3 3 3 3 2 2 Gen Gen Gen Gen Gen Gen Gen Gen 1 1 1 8 47 2 1 1.26 61 1.26 1 1 1 8 47 2 1 1.26 61 1.26 1 1 1 8 47 2 1 1.26 61 1.26 1 1 2 8 49 3 1 1.26 65 1.26 2241 Criminal Investigations Bureau Assistant Police Chief Commander Lieutenant Sergeant Police Officer Investigative Assistant Administrative Assistant II+ COE* Total Full-Time Total Temp FTE* 2242 Traffic Investigations Bureau Lieutenant Sergeant Police Officer Administrative Assistant II+ Traffic Enforcement Aide Total Full-Time Gen Gen Gen Gen Gen 1 5 21 1 2 30 1 5 21 1 2 30 1 5 21 1 2 30 1 4 19 1 2 27 2243 Special Investigations Bureau Lieutenant Sergeant Police Officer Investigative Assistant Administrative Assistant II+ Total Full-Time Gen Gen Gen Gen Gen 1 5 26 1 1 34 1 5 24 1 1 32 1 5 24 1 1 32 1 6 27 0 1 35 2248 Central City Bureau Commander Lieutenant Sergeant Police Officer Licensing Spec Total Full-Time Gen Gen Gen Gen Gen 1 1 2 14 1 19 1 1 2 16 1 21 1 1 2 16 1 21 0 1 2 16 1 20 **Permanent Full-Time Equivalent *Temporary Full-Time Equivalent 307 City of Tempe 2012-13 Annual Budget Reflects all personnel changes/reductions approved by City Council through 6/30/2012 Funding 2010-11 Position Source Actual 2271 Patrol Administration/South Ops Asst Police Chief Gen 0 Sergeant Gen 3 Lieutenant Gen 2 Police Officer Gen 1 Administrative Assistant II+ Gen 3 Police Reserves* Gen 0.16 Service Aide* Gen 2.50 COE* Gen 0.63 Total Full-Time 9 Total Temp FTE* 3.29 2011-12 Budget 2011-12 Revised 2012-13 Budget 0 3 2 1 3 0.16 2.50 0.63 9 3.29 0 3 2 1 3 0.16 2.50 0.63 9 3.29 1 3 2 1 3 0.16 2.50 0.63 10 3.29 2 24 4 141 171 2 24 4 141 171 2 24 4 141 171 2 23 3 139 167 2272 Patrol North Operations Commander Sergeant Lieutenant Police Officer Total Full-Time Gen Gen Gen Gen 2201 AZ Post Commander Total Full-Time Desg 1 1 1 1 1 1 1 1 2209 Vehicle Impound Police Officer Vehicle Impound Specialist Records Clerk II Communications Dispatcher II Administrative Assistant I/II+ Total Full-Time Desg Desg Desg Desg Desg 2 2 1 0 1 6 2 2 1 0 1 6 2 2 1 0 1 6 2 2 1 1 1 7 2222 RICO Police Officer - CIB Detective Police Officer Total Full-Time Desg Fund Desg Fund 1 0 1 1 2 3 1 2 3 1 2 3 2279 Rio Salado - Park Rangers Sergeant Sergeant CFD CFD 50% Gen 50% 0 0 1 0 0 1 0 1 CFD 0 0 4 5 0 1 0 1 Park Ranger Total Full-Time 3913 PD - Security Transportation Center Sergeant Total Full-Time Transit 1 1 1 1 1 1 1 1 4516 GIITEM Task Force Police Officer Total Full-Time Desg Fund 0 0 0 0 1 1 1 1 4416 Rio Salado - Sworn Police Officer Total Full-Time Rio 2 2 0 0 0 0 0 0 **Permanent Full-Time Equivalent *Temporary Full-Time Equivalent 308 City of Tempe 2012-13 Annual Budget Reflects all personnel changes/reductions approved by City Council through 6/30/2012 Funding 2010-11 Source Actual Position 4417 Rio Salado - Park Rangers Sergeant Rio 1 Park Ranger Rio 6 Total Full-Time 7 3221 3222 PUBLIC WORKS Administration Public Works Director Dep Pub Wks Dir - Field Oper Sr Mgmt Asst Public Works Util Admin Mgr Public Works Trng Coord Energy Mgmt Coord Executive Assistant** COE* Total Full-Time Total Perm FTE** Total Temp FTE* Engineering Engineering/Admin. Support/Contract Admin. Dep Pub Wks Dir - Engineering Contract Compl Analyst Eng Services Mgr Eng Contract Supvr Eng Contract Svcs Spec II+ Sr Eng Associate+ Total Full-Time Engineering/Private Development and Utility Principal Civil Engineer Sr Civil Engineer+ Eng Permit Inspection Supvr Sr Eng Associate+ Eng Tech II+ Total Full-Time 3223 Engineering/Capital Improvements Principal Civil Engineer Principal Civil Engineer Principal Civil Engineer CIP Design & Construction Mgr Sr Civil Engineer+ Sr Civil Engineer+ Sr Civil Engineer+ Sr Construction Project Mgr Sr Eng Associate+ Total Full-Time **Permanent Full-Time Equivalent 2011-12 Revised 2012-13 Budget 0 0 0 0 0 0 0 0 0 493 6.25 491 6.25 488 6.25 490 6.25 1 0 1 1 1 1 1 0 1 0 0 0 0.50 0.49 2 0.50 0.49 1 1 1 0 0.50 0.49 5 0.50 0.49 1 1 1 0 0.50 0.49 5 0.50 0.49 1 1 1 1 0.63 0.49 5 0.63 0.49 Gen Transit Gen Gen Gen Gen 1 1 1 1 2 0 6 1 1 1 1 2 0 6 1 1 1 1 2 0 6 1 1 1 1 2 1 7 Gen 50% W/WW 50% Gen Gen Gen Gen 0 1 1 1 2 1 5 1 9 1 0 5 1 8 1 0 5 1 8 1 0 5 1 8 Gen Transit Gen 50% W/WW 50% Gen Gen W/WW Transit W/WW Gen 1 1 1 0 1 0 0 1 0 0 0 0 0 1 1 1 1 3 10 1 2 1 1 1 4 11 1 2 1 1 1 4 11 1 2 1 1 1 3 9 Police Department Total Full-Time Police Department Total Temp FTE* 3210 2011-12 Budget Gen Gen 50% SW 50% Gen W/WW W/WW Gen Gen Gen *Temporary Full-Time Equivalent 309 City of Tempe 2012-13 Annual Budget Reflects all personnel changes/reductions approved by City Council through 6/30/2012 Funding 2010-11 Source Actual Position 3225 Engineering/Information & Technical Services Principal Civil Engineer Transit 0 Right of Way Mgmt Coord Gen 1 Sr Eng Associate+ Gen 2 Eng Tech II+ Gen 2 Survey Tech II+ Gen 1 Total Full-Time 6 3232 Field Operations Field Operations - Admin Dep Pub Wks Dir - Field Oper Sr Mgmt Asst Total Full-Time 2011-12 Budget 2011-12 Revised 2012-13 Budget 0 1 1 2 1 5 0 1 1 2 1 5 1 1 1 2 1 6 0 0 0 1 0 0 0 0 0 0 1 2 1 2 1 11 1 1 17 1 2 1 11 1 1 17 1 2 1 11 1 1 17 1 2 1 11 1 1 17 Gen Gen Gen Gen Gen 1 1 1 3 0.50 6 0.50 1 1 1 3 0.50 6 0.50 1 1 1 3 0.50 6 0.50 1 1 1 3 0.50 6 0.50 Gen 50% SW 50% Gen 3241 Field Operations/Facility Maintenance Administration Facility Maint Mgr Gen Fac Maint Supvr Gen Fac Automation Technician Gen Bldg Equip Tech II+ Gen Fac Electrician Gen Administrative Assistant II+ Gen Total Full-Time 3261 Fleet Services/Fleet Management Fleet Mgr Fleet Analyst Auto Parts Supvr Fleet Parts Spec Parts Messenger* Total Full-Time Total Temp FTE* 3262 Fleet Services/Fleet Maintenance Fleet Supvr Sr Fleet Equip Mechanic Equip Mechanic Equip Mechanic Equip Svcs Wkr II Total Full-Time Gen Gen Gen SW Gen 3 3 13 1 4 24 2 3 13 1 4 23 2 3 13 1 4 23 2 4 12 1 4 23 3271 Field Services/Custodial 1 Custodial Svcs Supt Custodial Supvr Custodial Team Leader Custodian Custodian Total Full-Time Gen Gen Gen Gen SW 1 2 2 24 1 30 0 1 4 24 1 30 1 2 2 24 1 30 1 2 2 24 1 30 3612 TCA Facility Management Bldg Equip Tech II+ TCA Maint Supvr 1 1 1 1 1 1 1 1 5 7 5 7 5 7 5 7 TCA Maint Worker Total Full-Time **Permanent Full-Time Equivalent Arts Arts 50% Transit 50% Arts *Temporary Full-Time Equivalent 310 City of Tempe 2012-13 Annual Budget Reflects all personnel changes/reductions approved by City Council through 6/30/2012 Funding 2010-11 Source Actual Position 3721 Hazardous Material Safety Environmental Hlth & Sfty Supv SW 1 Hazardous Material Safety Spec SW 1 HPCC Interns* SW 0.98 Total Full-Time 2 Total Temp FTE* 0.98 2511 Field Services/Rolling Hills Golf Parks/Golf Course Maint Coord Sprinkler Systems Maint. Worker/II+ Groundskeeper I/II+* Total Full-Time Total Temp FTE* 2512 Field Services/Ken McDonald Golf P & G Course Supervisor Public Works Supvr Parks/Golf Course Maint Coordinator P & G Mechanic Sprinkler System Maint. Worker I/II+ Groundskeeper I/II+ Equipment Operator I Groundskeeper I/II+* Total Full-Time Total Temp FTE* 2527 Facility Resources Sr Recreation Coordinator+ Unclassified Temporary* Total Full-Time Total Temp FTE* 2552 Parks Maintenance Parks Manager Sr Management Assistant Total Full-Time 2553 Diablo Stadium Maintenance Parks/Golf Course Supervisor Public Works Supervisor P&G Course Maintenance Coordinator Sprinkler Sys Maintenance Worker II+ Groundskeeper I/II+ Groundskeeper* Total Full-Time Total Temp FTE* 2011-12 Budget 2011-12 Revised 2012-13 Budget 1 1 0.98 2 0.98 1 1 0.98 2 0.98 1 1 0.98 2 0.98 1 1 4.07 2 4.07 1 1 4.07 2 4.07 1 1 4.07 2 4.07 1 1 4.07 2 4.07 1 1 1 0 0 0 0 1 1 1 1 4 1 1.35 9 1.35 1 1 1 4 1 1.35 9 1.35 1 1 1 4 1 1.35 9 1.35 1 1 1 4 1 1.35 9 1.35 Gen Gen 2 4.10 2 4.10 2 4.10 2 4.10 2 4.10 2 4.10 2 4.10 2 4.10 Gen Gen 0 1 1 1 1 2 1 1 2 1 0 1 Gen Gen Gen Gen Gen Gen 0 0 1 1 6 0.56 8 0.56 1 0 0 1 6 0.56 8 0.56 1 0 0 1 6 0.56 8 0.56 0 1 0 1 6 0.56 8 0.56 0 0 0 0.00 0 0.00 1 0 2 2.00 3 2.00 1 0 2 2.00 3 2.00 0 1 2 2.00 3 2.00 Golf Golf Golf Gen 50% Golf 50% Gen 50% Golf 50% Golf Golf Golf Golf Golf Golf 2554 Rio Salado Maintenance Administrative Project Coordinator Gen Public Works Supervisor Gen Groundskeeper I/II+ Gen Groundskeeper I/II+* Gen Total Full-Time Total Temp FTE* **Permanent Full-Time Equivalent *Temporary Full-Time Equivalent 311 City of Tempe 2012-13 Annual Budget Reflects all personnel changes/reductions approved by City Council through 6/30/2012 Funding 2010-11 Position Source Actual 2555 Landscape Maintenance P& G Course Supvr HURF 1 Total Full-Time 1 2556 North Parks Parks/Golf Course Supvr Public Works Supvr Parks/Golf Course Maint Coord Parks Fac Maint Wkr II+ Parks/Golf Mechanic Sprinkler Sys Maint Wkr II+ Equip Operator II Groundskeeper I/II+ Groundskeeper I/II+ Groundskeeper* Unclassified Temporary* Total Full-Time Total Temp FTE* 2557 Rio Salado Maintenance - CFD Parks/Golf Maint Coord Sprinkler Sys Maint Coord Groundskeeper I/II+* Total Full-Time Total Temp FTE* 2559 South Parks Parks/Golf Course Supvr Public Works Supvr Parks Fac Maint Wkr II+ Parks/Golf Course Maint Coords Sr Groundskeeper Equip Operator II Sprinkler Sys Maint Wkr II+ Groundskeeper I/II+ Groundskeeper* Unclassified Temporary* Total Full-Time Total Temp FTE* 3611 Tempe Arts Park Groundskeeper II+ Unclassified Temporary* Total Full-Time Total Temp FTE* 4414 Rio Salado Maintenance P&G Course Maint Coord Groundskeeper II+ Groundskeeper* Total Full-Time Total Temp FTE* **Permanent Full-Time Equivalent 2011-12 Budget 2011-12 Revised 2012-13 Budget 0 0 0 0 0 0 Gen Gen Gen Gen Gen Gen Gen Gen SW Gen Gen 2 0 1 1 1 3 3 3 1 1.75 1.67 15 3.42 1 0 1 1 1 2 4 3 1 1.75 1.67 14 3.42 1 0 1 1 1 2 4 3 1 1.75 1.67 14 3.42 0 1 1 1 1 2 4 3 1 1.75 1.67 14 3.42 CFD CFD CFD 0 0 0.00 0 0.00 1 1 2.00 2 2.00 1 1 2.00 2 2.00 1 1 2.00 2 2.00 Gen Gen Gen Gen Gen Gen Gen Gen Gen Gen 1 0 1 2 1 3 3 4 0.87 0.83 15 1.70 1 0 1 2 1 3 3 4 0.87 0.83 15 1.70 1 0 1 2 1 3 3 4 0.87 0.83 15 1.70 0 1 1 2 1 3 3 4 0.87 0.83 15 1.70 Arts Arts 1 1.44 1 1.44 1 1.44 1 1.44 1 1.44 1 1.44 1 1.44 1 1.44 Rio Rio Rio 1 1 0.10 2 0.10 0 0 0.00 0 0.00 0 0 0.00 0 0.00 0 0 0.00 0 0.00 *Temporary Full-Time Equivalent 312 City of Tempe 2012-13 Annual Budget Reflects all personnel changes/reductions approved by City Council through 6/30/2012 Funding 2010-11 Source Actual Position 4415 Rio Salado - Ent. Zone Administrative Project Coord Rio 1 Groundskeeper I/II+ Rio 2 Total Full-Time 3 2011-12 Budget 2011-12 Revised 2012-13 Budget 0 0 0 0 0 0 0 0 0 1 3 2 6 1 3 2 6 1 3 2 6 1 3 2 6 3712 Field Services/Solid Waste Support Services Solid Waste Svcs Mgr Solid Waste Inspector Administrative Assistant II+ Total Full-Time 3713 Field Services/Solid Waste Residential Refuse Solid Waste/Recycling Supvr SW Solid Waste Equip Oper II+ SW Total Full-Time 1 19 20 1 19 20 1 19 20 1 19 20 3714 Field Services/Solid Waste Commercial Refuse Solid Waste/Recycling Supvr SW Sr Equip Operator SW Solid Waste Equip Oper II+ SW Total Full-Time 2 3 14 19 2 3 14 19 2 3 14 19 2 3 14 19 3715 Field Services/Roll Off Tilt Frame Solid Waste Equip Oper II+ Total Full-Time 3 3 3 3 3 3 3 3 4 0.50 4 0.50 4 0.50 4 0.50 4 0.50 4 0.50 4 0.50 4 0.50 1 1 1 1 1 1 1 1 1 15 16 1 15 16 1 15 16 1 15 16 1 1 3 8 4 0 4 21 1 1 3 10 2 0 4 21 1 1 3 10 2 0 4 21 1 1 3 8 2 2 4 21 3716 SW SW SW SW Field Services/Solid Waste Support Services Solid Waste Equip Spec SW Wash Bay Attendant** SW Total Full-Time Total Perm FTE** 3717 Solid Waste Ed & Community Outreach Sr Mgmt Asst Total Full-Time 3718 Field Services/Solid Waste Uncontained Refuse Solid Waste/Recycling Supvr SW Solid Waste Equip Oper II+ SW Total Full-Time 3813 Transportation Streets & Traffic Ops/Street Maintenance Sr Civil Engineer+ Streets Supervisor Streets Maint Team Leader Street Maint Equip Operator II Street Maint Equip Operator II Transp Wrk II+ Equip Operator I Total Full-Time **Permanent Full-Time Equivalent SW HURF HURF HURF HURF SW HURF W/WW *Temporary Full-Time Equivalent 313 City of Tempe 2012-13 Annual Budget Reflects all personnel changes/reductions approved by City Council through 6/30/2012 Funding 2010-11 Position Source Actual 3821 Streets & Traffic Operations/Administration Dep Pub Wks Dir - Field Ops HURF 50% 1 SW 50% Transp Maint Mgr HURF 0 Traffic Ops Support Spec HURF 0 Management Assistant II+ HURF 0 Total Full-Time 1 2011-12 Budget 2011-12 Revised 2012-13 Budget 0 0 0 0 0 0 0 0 0 0 0 1 1 1 3 3822 Transportation/Studies & Design Traffic Eng Sr Civil Engineer+ Traffic Engineering Analyst Sr Traffic Eng Tech+ Total Full-Time HURF HURF HURF HURF 1 2 1 2 6 1 2 1 2 6 1 2 1 2 6 1 2 1 2 6 3823 Streets & Traffic Operations/Operations Traffic Maint Mgr Traffic Operations Crew Leader Traffic Operations Support Spec Sign Tech Transportation Wkr II+ Total Full-Time HURF HURF HURF HURF HURF 1 1 1 1 3 7 1 1 1 1 3 7 1 1 1 1 3 7 0 0 0 1 4 5 3824 Streets & Traffic Operations/Street Lighting Management Assistant II+ Lighting Systems Coord Total Full-Time HURF HURF 1 1 2 1 1 2 1 1 2 0 1 1 3825 Streets and Traffic Operations/Signal System Public Works Supvr Traffic Signal Supervisor Traffic Signal Tech II+ Traffic Signal Tech II+ Traffic Signal Tech Crew Lead Traffic Signal Svcs Wkr II+ Parks/Golf Course Supvr Total Full-Time HURF HURF HURF Transit HURF HURF HURF 0 1 3 1 1 2 0 8 0 0 3 1 1 2 1 8 0 0 3 1 1 2 1 8 1 0 3 1 1 2 0 8 3911 Transportation/Transit Dep PW Mgr-Transit & Transport Transit 50% HURF 50% Transit Transit Transit Transit Transit 1 0 0 0 1 1 1 1 1.00 5 1.00 1 1 1 1 1.00 4 1.00 1 1 1 1 1.00 4 1.00 1 1 1 1 1.00 4 1.00 1 1 1 2 1 3 9 1 1 1 2 1 0 6 1 1 1 2 1 0 6 1 1 1 2 2 0 7 Sr Mgmt Asst Transp Financial Analyst Transportation Support Spec Administrative Assistant II+ Administrative Assistant I/II+ * Total Full-Time Total Temp FTE* 3914 Transit Operations Transit Mgr Transit Transportation Fac Supvr Transit Sr Transit Operations Coord Transit Transit Operations Coord II+ Transit Bldg Equip Tech II+ Transit Custodian Transit Total Full-Time **Permanent Full-Time Equivalent *Temporary Full-Time Equivalent 314 City of Tempe 2012-13 Annual Budget Reflects all personnel changes/reductions approved by City Council through 6/30/2012 Funding 2010-11 Source Actual Position 3915 Transportation/Transit Store Bldg Equip Tech II+ Transit 2 Lead Transit Store Tech Transit 1 Financial Svcs Tech II+ Transit 1 Custodian Transit 2 Financial Svcs Tech I/II+** Transit 0.50 Total Full-Time 6 Total Perm FTE** 0.50 2011-12 Budget 2011-12 Revised 2012-13 Budget 2 1 1 2 0.50 6 0.50 2 1 1 2 0.50 6 0.50 1 1 1 2 0.50 5 0.50 3917 Transportation/Bus Stop Maintenance Transportation Wkr II+ Groundskeeper II+ Total Full-Time Transit Transit 3 2 5 3 2 5 3 2 5 3 2 5 3921 CP/EV Light Rail Project Sr Traffic Eng Tech+ Total Full-Time Transit 1 1 1 1 1 1 1 1 3922 Transportation Systems Sr Civil Engineer+ Total Full-Time Transit 1 1 1 1 1 1 1 1 W/WW W/WW W/WW W/WW W/WW W/WW W/WW W/WW W/WW 1 1 1 1 0 1 1 2 2 0.49 10 0.49 1 0 1 0 1 1 1 2 2 0.49 9 0.49 1 0 1 0 1 1 1 2 2 0.49 9 0.49 1 0 1 0 0 1 1 2 2 0.49 8 0.49 3002 Water Utilities Water Utilities - Administration Dep Pub Wks Dir - Water Util Water Util Administrator Planning & Research Analyst^ WUD Safety & Training Coord Plant Supvr (SBP) Management Assistant II+ Executive Assistant Custodian Administrative Assistant II+ COE* Total Full-Time Total Temp FTE* 3003 Water Utilities Warehouse Warehouse Supvr Water Inventory Svcs Spec Total Full-Time W/WW W/WW 1 1 2 1 1 2 1 1 2 1 1 2 3004 Water Utilities Security Water Util Div Security Supvr WUD Security Officer Total Full-Time W/WW W/WW 1 5 6 1 5 6 1 5 6 1 5 6 3011 Water Quality - Administration Plant Ops Mgr Total Full-Time W/WW 1 1 1 1 1 1 1 1 1 1 4 1 7 1 0 4 0 5 1 0 4 0 5 1 1 4 0 6 3012 Control Center Operations Control Center Supvr W/WW Instrument & Cntrl Tech (SBP) W/WW Control Center Operator W/WW Plant Mechanic+ (SBP) W/WW Total Full-Time **Permanent Full-Time Equivalent *Temporary Full-Time Equivalent 315 City of Tempe 2012-13 Annual Budget Reflects all personnel changes/reductions approved by City Council through 6/30/2012 Funding 2010-11 Position Source Actual Johnny G. Martinez Water Plant 3013 Plant Supvr (SBP) W/WW 1 Instrument & Cntrl Tech (SBP) W/WW 1 Plant Electrician (SBP) W/WW 1 Plant Mechanic+ (SBP) W/WW 1 Plant Operator I/II+ (SBP) W/WW 7 Plant Ops & Maint Trainee+ W/WW 1 Total Full-Time 12 3014 South Tempe Water Plant Plant Supvr (SBP) Instrument & Cntrl Tech (SBP) Plant Electrician (SBP) Plant Mechanic+ (SBP) Plant Operator + (SBP) Plant Ops & Maint Trainee+ Total Full-Time 3021 Distribution System Services - Admin Water Distribute & Collect Mgr Computer Maint Mgmt System II+ Administrative Assistant II+ Total Full-Time 3022 2011-12 Budget 2011-12 Revised 2012-13 Budget 1 1 1 1 7 1 12 1 1 1 1 7 1 12 1 1 1 3 6 0 12 W/WW W/WW W/WW W/WW W/WW W/WW 1 1 1 2 5 1 11 1 1 1 2 5 1 11 1 1 1 2 5 1 11 1 1 1 2 5 2 12 W/WW W/WW W/WW 1 4 1 6 1 4 1 6 1 4 1 6 1 4 1 6 1 4 18 3 0 4 19 3 0 4 19 3 0 4 19 0 26 26 26 23 Distribution System Maintenance Util Svcs Supvr W/WW Util Svcs Tech Supvr (SBP) W/WW Util Svcs Tech II+ (SBP) W/WW Util Svcs Tech I+ CIP (positions funded through June 30, 2012) Total Full-Time 3024 Irrigation Irrigation Supvr Irrigator Total Full-Time W/WW W/WW 1 7 8 1 7 8 1 7 8 1 7 8 3025 Technical Support Team Principal Civil Eng Management Assistant II+ GIS Analyst GIS Coord GIS Tech+ TV Truck Tech Underground Util Coord Administrative Assistant II+ Total Full-Time W/WW W/WW W/WW W/WW W/WW W/WW W/WW W/WW 1 1 2 1 1 2 2 1 11 1 1 2 1 1 2 2 1 11 1 1 2 1 1 2 2 1 11 1 1 2 1 1 2 2 1 11 3026 Environmental Administration Environmental Svcs Mgr Water Qual Process/Plan Coord Management Assistant II+ Administrative Assistant II+ Total Full-Time W/WW W/WW WWW W/WW 1 1 0 2 4 1 1 0 2 4 1 1 1 2 5 1 1 1 2 5 **Permanent Full-Time Equivalent *Temporary Full-Time Equivalent 316 City of Tempe 2012-13 Annual Budget Reflects all personnel changes/reductions approved by City Council through 6/30/2012 Funding 2010-11 Position Source Actual Environmental Services 3027 Environmental Program Supvr W/WW 1 Environment Quality Spec W/WW 4 Total Full-Time 5 2011-12 Budget 2011-12 Revised 2012-13 Budget 1 4 5 1 4 5 1 4 5 3028 Environmental - Wastewater Environmental Compliance Supvr Cross Connec Control Insp Environmental Compl Insp II+ Environmental Compl Insp I+ Total Full-Time W/WW W/WW W/WW W/WW 1 1 5 1 8 1 0 7 0 8 1 0 7 0 8 1 0 7 0 8 3031 Wastewater Services - Administration Sub Reg Oper Grp Prog Mgr Total Full-Time W/WW 1 1 1 1 0 0 0 0 3034 Kyrene Water Reclamation Plant Plant Team Leader Plant Supvr (SBP) Instrument & Cntrl Tech (SBP) Plant Mechanic+ (SBP) Plant Operator+ (SBP) Total Full-Time W/WW W/WW W/WW W/WW W/WW 2 0 1 2 3 8 0 1 1 2 3 7 0 1 1 2 3 7 0 1 0 1 4 6 3035 Field Facilities - Wastewater Plant Supvr (SBP) Instrument & Cntrl Tech (SBP) Plant Electrician (SBP) Plant Mechanic+ (SBP) Total Full-Time WWW W/WW W/WW W/WW 0 0 1 2 3 0 1 1 3 5 0 1 1 3 5 1 1 1 2 5 3041 Laboratory Services - Administration Laboratory Supervisor Chemist II+ Water Quality Specialist Environmental Compl Insp II+ Environmental Tech II+ Total Full-Time W/WW W/WW W/WW W/WW W/WW 1 6 1 1 4 13 1 6 5 1 0 13 1 6 5 1 0 13 1 6 5 1 0 13 3051 Water Resources - Administration Water Resources Mgr Water Resources Hydrologist Total Full-Time W/WW W/WW 1 1 2 1 1 2 1 1 2 1 1 2 3052 Water Conservation Water Conservation Coord Water Conservation Spec Sr Groundskeeper Groundskeeper I+ Total Full-Time W/WW W/WW W/WW W/WW 1 1 1 1 4 1 1 1 1 4 1 1 1 1 4 1 1 1 1 4 467 1.50 20.20 460 1.50 24.10 460 1.50 24.10 458 1.63 24.10 Public Works Total Full-Time Public Works Total Perm FTE** Public Works Total Temp FTE* **Permanent Full-Time Equivalent *Temporary Full-Time Equivalent 317 City of Tempe 2012-13 Annual Budget Reflects all personnel changes/reductions approved by City Council through 6/30/2012 Funding 2010-11 Position Source Actual Tempe Learning Center 1217 Org Development Administrator Gen 1 Performance Mgmt Designer Gen 1 Sr Learning & Org Dev Assoc Gen 1 Total Full-Time 3 Grand Total Full-Time Grand Total Perm FTE** Grand Total Temp FTE* **Permanent Full-Time Equivalent 1,596 13.60 202.58 2011-12 Budget 2011-12 Revised 2012-13 Budget 1 1 1 3 1 0 2 3 1 0 2 3 1,583 14.10 205.99 1,580 14.10 205.99 1,580 14.23 205.99 *Temporary Full-Time Equivalent Personnel by Fund Permanent FTE positions (Full and Part-Time) 2010-11 Actual 2011-12 Budget 2011-12 Revised 2012-13 Budget General Fund Enterprise Funds Golf Solid Waste Water/Wastewater Special Revenue Funds Health Fund HURF Performing Arts Rio Salado/CFD Risk Management Fund Transit Grants/Designated Funds Ambulance Provider AZ Post Capital Improvement Program CDBG/Section 8 Community Facilities District (CFD) Court Enhancement Fund EECBG Fill the Gap Fund GIITEM Task Force HIDTA Local JCEF Percent for the Arts RICO Tempe County Island Fire District Vehicle Impound Victims Rights Grant 1,169.29 1,177.22 1,177.72 1,180.85 10.50 80.00 183.00 10.50 78.25 183.50 10.50 78.25 183.50 10.50 78.25 183.50 0.90 38.00 17.15 19.00 3.00 40.83 0.90 38.00 17.15 0.00 3.00 33.83 0.90 38.00 17.15 0.00 3.00 33.83 0.90 38.00 17.15 0.00 3.00 33.83 6.00 1.00 5.00 18.33 0.00 1.00 2.00 1.00 0.00 1.00 3.00 1.20 1.00 1.00 6.00 0.40 6.00 1.00 5.00 16.15 7.00 1.00 2.00 1.00 0.00 1.00 3.00 1.20 3.00 1.00 6.00 0.40 6.00 1.00 5.00 16.15 2.50 1.00 2.00 1.00 1.00 1.00 3.00 1.20 3.00 1.00 6.00 0.40 6.00 1.00 1.00 16.15 2.50 1.00 2.00 1.00 1.00 1.00 3.00 1.20 3.00 1.00 7.00 0.40 Grand Total 1,609.60 1,597.10 1,594.10 1,594.23 318 City of Tempe 2012-13 Annual Budget 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. Adopted Budget - The financial plan of revenue and expenditures for a fiscal year as approved by the governing entity. Annexation - 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). 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. Balance Sheet - A financial statement showing the assets, liabilities, and net worth of an entity as of a specific date. 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 an entity’s 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. 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. 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 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. 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. 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. 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. 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. 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. 319 City of Tempe 2012-13 Annual Budget 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. Budget Calendar - The schedule of key dates or milestones which the City follows in the preparation, 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. Budget Group - A fun group of hard working employees responsible for budget preparation, benchmarking, forecasting, and financial analysis. 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. 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. Capital Budget - The appropriation of bonds or other revenue for improvements to facilities and other infrastructure. Capital Expenditures - Expenditures approved in the Capital Budget related to the acquisition, expansion or rehabilitation of an element of the government's physical plant. 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. Capital Outlay - Expenditures which result in the acquisition of or addition to fixed assets. Cash Basis - A basis of accounting in which transactions are recognized only when cash is increased or decreased. 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. 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. 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. 320 City of Tempe 2012-13 Annual Budget 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. 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. 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). Outstanding Tax Supported Debt - Direct debt minus self-supporting debt. Debt for which the City has pledged a repayment from its secondary property taxes. Overall Net Debt - Net direct debt plus overlapping debt. 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. 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. Deficit - The excess of an entity’s liabilities over its assets or the excess of expenditures over revenue during a single accounting period. 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. 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. 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. Efficiency Measure - Degree of capability or productivity of a process, such as the number of cases closed per year or tasks accomplished per unit cost. Encumbrance - The legal commitment of appropriated funds to purchase an item or service. To encumber funds means to set aside or commit funds for a future expenditure. Energy Efficiency and Conservation Block Grants (EECBG) - This program supports projects to develop, promote, implement, and manage energy efficiency and conservation projects and programs designed to: reduce fossil fuel emissions; reduce the total energy use of the eligible entities; improve energy efficiency in the transportation, building, and other appropriate sectors; and create and retain jobs. Estimated Revenue - The amount of projected revenue to be collected during the fiscal year. 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. 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. 321 City of Tempe 2012-13 Annual Budget 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. 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 hours/week (full-time) and is benefitted; (2) Permanent FTE - works more than 19.5 hours per week and less than 40 hours/week, is not seasonal, is not of specific limited duration, and is not for educational training; and (3) Temporary FTE - works less than 40 hours/week, is seasonal, and is of specific limited duration, or is for educational training. 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). 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). 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 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. 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 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. 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. Fund Balance - The difference between revenue and expenditures. The beginning fund balance represents the residual funds brought forward from the previous year (ending balance). The classifications of fund balance are Non-spendable, Restricted, Committed, Assigned, and Unassigned. Committed, Assigned, and Unassigned represent the amount that is available for discretionary spending. Non-spendable fund balance includes amounts that cannot be spent because either 1) it is not in a spendable form, such as inventory or prepaid items or 2) legally or contractually required to be maintained intact. Restricted fund balance is externally (outside the City) enforceable limitations imposed by creditors, grantors, contributors, laws and regulations of other governments, or laws through constitutional provisions or enabling legislation (changes in City Charter). Committed fund balance is self-imposed limitations imposed at the highest level of decision making authority, namely, Mayor and Council. Mayor and Council approval (through ordnance or another type of formal action) is required to commit resources or to rescind the commitment. Assigned fund balance represents limitations imposed by management for specific purposes. Furlough - Mandatory time off work with no pay. Used as an alternative to a layoff, employee furloughs can occur when revenue or projected revenue fails to match expenses. 322 City of Tempe 2012-13 Annual Budget 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. 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. Generally Accepted Accounting Principles (GAAP) - Uniform minimum standards for financial accounting and recording, encompassing the conventions, rules, and procedures that define accepted accounting principles. Goal - A long-term, attainable target for an organization–its vision of the future. 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. 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 consists 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. HOME - The largest federal block grant to State and local governments designed exclusively to create affordable housing for low income households. 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. 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. 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. Internal Services Charges - The charges to user departments for internal services provided by another government agency, such as data processing, fleet services and communications. Lead Measure(s) - Are the critical activities, if done with excellence, that have the greatest impact on results. They are predictive, influenceable weekly and are more difficult to measure. 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. Levy - To impose taxes for the support of government activities. Line Item Budget - A budget prepared along departmental lines that focuses on what is to be bought. Long-Term Debt - Debt with a maturity of more than one year after the date of issuance. 323 City of Tempe 2012-13 Annual Budget 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. Mandate - A binding obligation issued from an inter-governmental organization. For example, the state to a county which is bound to follow the instructions of the organization. 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. Municipality - An urban district having corporate status and powers of self-government. Objective - A specific measurable and observable result of an organization's activity which advances the organization toward its goal. Operating Expenses - The cost for personnel, materials and equipment required for a department to function. 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. 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. 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. 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. Performance Budget - A budget wherein expenditures are based primarily upon measurable performance of activities and work programs. 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. Personal Services - Expenditures for salaries, wages, and fringe benefits of a government's employees. 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. 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: (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. (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. (4) Environmental Health consists of: Water Utilities; Public Works – Solid Waste; and Development Services – Code Enforcement. 324 City of Tempe 2012-13 Annual Budget (5) Community Services consists of: Community Services – Recreation/Library/Social Services; Public Works – Park Maintenance; and Cemetery. (6) Transportation consists of: Public Works – Transit/Street Maintenance. Property Tax - A levy upon the assessed valuation of the property within the City of Tempe upon each $100 of valuation. Property taxes in Arizona consist of both primary and secondary levies. 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. Public Forums - A public meeting involving audience discussion. Purpose - A broad statement, in terms of meeting public service needs, that a department is organized to meet. 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. Resolution - A special or temporary order of a legislative body requiring less legal formality than an ordinance or statute. Resources - Total amounts available for appropriation including estimated revenue, fund transfers, and beginning balances. Net Assets Earnings - An equity account reflecting the accumulated earnings of an enterprise or internal service fund. Revenue - Funds that the government receives as income. It includes such items as tax payments, fees from specific services, receipts from other governments, fines, forfeitures, grants, shared revenue and interest income. 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. Revised Budget - A revised budget is a revision of the adopted budget previously submitted and authorized by a governing board. Right-of-Way - The land used by a public utility, road, or railroad. Rio Salado - Spanish for Salt River was a project to re-introduce 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. 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. Rio Salado Fund - Special revenue fund to account for the receipts and expenditures of miscellaneous monies used to foster the development of Rio Salado. Risk Management - An organization goal to protect a government's assets against accidental loss in the most economical method. R.O.W. - Abbreviated form, see Right-of-Way. 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. Source of Revenue - Revenue are classified according to their source or point of origin. 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. 325 City of Tempe 2012-13 Annual Budget Taxes - Compulsory charges levied by a government for the purpose of financing services performed for the common benefit of the people. This term does not include specific charges made against particular persons or property for current or permanent benefit, such as special assessments. Team WIG(s) - Teams are not necessarily defined by organizational charts; rather, they are defined by the goal. Team WIGs contribute to achieving an overarching goal. Several Team WIGs may align to the goal. Team WIGs are specific, clear, explicitly linked to purpose, measureable, and deadline-driven. Transfers In/Out - Amounts transferred from one fund to another to assist in financing the services for the recipient fund. Unauthorized General Obligation (G.O.) Bonds - General Obligation Bonds that have not been approved by residents via an election, but that are anticipated to be approved by residents via an election prior to their use as a capital project funding source. 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. Unrestricted 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. Wildly Important Goals (WIGs) - While any important goal is worth achieving, a Wildly Important Goal must be achieved. Failure to achieve this goal renders any of your other achievements inconsequential. WIGs are written in plain language in the format “(Verb) (measure) from X to Y by (when)” and are specific, clear, explicitly linked to purpose, measureable, and deadline-driven. 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). 326 City of Tempe 2012-13 Annual Budget Acronyms ADA-American with Disabilities Act ADDI-American Dream Down Payment Initiative ADOT-Arizona Department of Transportation ADWR-Arizona Department of Water Resources 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 CMAQ-Congestion Mitigation and Air Quality CMMS-Computer Maintenance Management System COE-Cooperative Office Education COPS-Community Oriented Policing System CP/EV-Central Phoenix/East Valley DUI-Driving Under the Influence EECBG-Energy Efficiency and Conservation Block Grant EEOC-Equal Employment Opportunity Commission FAC-Finance Advisory Committee FEVA-Finance, Economy, and Veterans Affairs FTE-Full Time Equivalent FRWS-Field Report Writing System FSS-Family Self Sufficiency 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 HOPE-Homeowners Preserving Equity HPCC-Household Products Collection Center HPRP-Homelessness Prevention and Rapid Re-housing Program 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 JCEF-Judicial Court Enhancement Fund JGMWTP-Johnny G. Martinez Water Treatment Plant KWRF-Kyrene Water Reclamation Facility LEED-Leadership in Energy and Environmental Design 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 PBV-Project Based Voucher PCN-Position Control Number 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 SHP-Supportive Housing Program SROG-Sub Regional Operating Group SRP-Salt River Project STWTP-South Tempe Water Treatment Plant TCA-Tempe Center for the Arts WIG-Wildly Important Goal(s) WUD-Water Utilities Department 327 City of Tempe 2012-13 Annual Budget Index A Housing ................................................................. 107 Planning ................................................................ 106 Community Development Block Grant Revenue ......... 82 Community Profile ......................................................... 7 Community Relations Performance Budget .............. 110 Administration/Mayor and Council Staff ................. 111 Communication and Media Relations .................... 113 Neighborhood Services ......................................... 112 Community Services Performance Budget ............... 114 Administration ....................................................... 115 Library and Cultural Services................................. 116 Recreation Services .............................................. 118 Social Services ...................................................... 119 Comparative Operating Revenue by Source ............... 65 Comprehensive Financial Plan Assumptions ...................................................... 28, 40 Debt Service Fund ................................................... 59 Economic Outlook ................................................... 39 Enterprise Funds ..................................................... 50 Financial Plan Overview .......................................... 36 General Fund........................................................... 42 Methodology ............................................................ 37 Performing Arts Fund .............................................. 46 Transit Fund ............................................................ 44 Transportation Funds .............................................. 48 Cost of Services (Residential) ..................................... 32 Council Committees .............................................. 31, 90 Acronyms .................................................................. 327 Assessed Property Valuation (Secondary): Ten Year Historical Trends .................................... 181 B Bed Tax (Transient Lodging Tax) ................................ 69 Benchmarking, Performance ....................................... 90 Bonded Debt Limits Summary ................................... 179 Budget Basis, Budgetary Units, and Changes to Budget ................................................ 286 Budget Calendar ......................................................... 24 Budget Message ........................................................... 1 Budget Per Capita ................................................. 30, 89 Budget Policies ........................................................... 14 Budget Process Flowchart .......................................... 21 Budget Process Summary........................................... 22 Budget Resolution ..................................................... 277 Budget Schedules Estimated Revenue and Expenditures Summary .. 278 Expenditures Within Each Fund Summary ............ 283 Other Financing Sources and Interfund Transfers Summary............................................ 282 Revenue Other Than Property Taxes .................... 280 Summary by Department and Fund ....................... 284 Tax Levy and Tax Rate Information ....................... 279 D C Debt Limits, Legal Bonded ........................................ 179 Debt Management Plan ............................................ 168 Debt Policy .......................................................... 14, 177 Debt Service Fund Balance, Restricted ................ 27, 58 Debt Service Requirements ...................................... 181 Debt Service Ten Year Historical Trends .................. 181 Debt Summary .......................................................... 180 Demographics ............................................................. 10 Department Expenditures, Summary by Fund .......... 284 Department Expenditures, Summary Within Each Fund ............................................................. 283 Departmental, Per Capita Performance Budget .......... 89 Departments, Performance Budget City Attorney ............................................................ 96 City Clerk ................................................................. 98 City Court............................................................... 100 City Manager ........................................................... 94 Community Development ...................................... 102 Community Relations Office .................................. 110 Community Services.............................................. 114 Diversity Office ...................................................... 122 Finance and Technology ....................................... 124 Fire ........................................................................ 132 Human Resources ................................................. 138 Internal Audit Office ............................................... 142 Mayor and Council................................................... 92 Police ..................................................................... 144 Public Works.......................................................... 150 Tempe Learning Center ......................................... 140 Diversity Performance Budget................................... 122 Calendar, Budget ........................................................ 24 Capital Improvements Program Capital Budget Policy........................................ 14,177 Financing ............................................................... 167 Impact on the Operating Budget ............................ 169 Overview............................................................ 3, 164 Process.................................................................. 165 Project Highlights ................................................... 166 Project Listing ........................................................ 182 Project Map ........................................................... 173 Significant Nonrecurring Project Expenditures ...... 172 Source of Funds .................................................... 175 Strategic Focus ...................................................... 176 Summary ............................................................... 174 Ten Year Historical Trends .................................... 181 Charges for Services Cultural and Recreational ........................................ 75 Development Related .............................................. 76 City Attorney Performance Budget .............................. 96 City Clerk Performance Budget ................................... 98 City Court Performance Budget ................................ 100 City Limits.................................................................... 10 City Manager Performance Budget ............................. 94 Citywide Overview of Operating Budget Debt Service, Revenue and Staffing ........................ 30 Community Development Performance Budget ........ 102 Administration/Economic Development ................. 104 Building Safety ....................................................... 105 328 City of Tempe 2012-13 Annual Budget E Revenue .................................................................. 85 Enterprise Funds, Comprehensive Financial Plans ..... 50 Enterprise Funds Revenue Golf Course Fees..................................................... 85 Solid Waste Fees..................................................... 84 Water/Wastewater User Fees .................................. 83 Estimated Revenues and Expenditures .................... 278 H Highway User Tax Fund (HURF) Fund Balances, Restricted ..................................... 28 Revenue .................................................................. 80 Human Resources Performance Budget ................... 138 F I Financial Program Components .................................. 26 Financial Program Summary ....................................... 19 Financial Reporting Policies ........................................ 16 Financial Reserve Policies .......................................... 15 Finance and Technology Performance Budget ......... 124 Administration ........................................................ 125 Budget/Tax and License ........................................ 128 Finance .................................................................. 126 Information Technology ......................................... 130 Financial Structure and Organization Fund Structure ....................................................... 287 Level of Revenue and Expenditure Detail .............. 287 Relationship Between Budgeting and Accounting . 287 Types of Budgeting ................................................ 287 Fines and Forfeitures .................................................. 77 Fire Performance Budget .......................................... 132 Administration/Fire Prevention .............................. 133 Emergency/Medical Services ................................ 134 Homeland Security/Special Operations ................. 136 Support Services/Personnel Safety ....................... 137 Training/Professional Development ....................... 135 Fund Balances, Unassigned/Restricted General Fund ..................................................... 27, 42 Performing Arts Fund......................................... 28, 46 Transit Fund ...................................................... 28, 44 Transportation Fund .......................................... 28, 48 Fund Structure .......................................................... 287 Fund Summary ............................................................ 18 Internal Audit Performance Budget ........................... 142 L Local (City Sales Tax) ................................................. 68 M Mayor and Council Performance Budget .................... 92 Mission Statement......................................................... xi N Needs Assessment Phase .......................................... 22 Net Assets, Unrestricted Golf Fund ................................................16, 18, 29, 54 Solid Waste Fund ...................................16, 18, 29, 52 Water and Wastewater Fund ..................16, 18, 29, 50 O Operating Budget Policies ........................................... 14 Operating Revenue ..................................................... 62 Organization Chart ................................................ xiii, 91 Other Financing Sources and Interfund Transfers .... 282 G P General Fund Comprehensive Financial Plan ................................ 42 Fund Balances, Unassigned ............................. 27, 42 General Governmental Revenue Charges for Services Cultural and Recreational ..................................... 75 Development Related........................................... 76 City Property Tax ..................................................... 70 City Sales Tax ......................................................... 68 Fines and Forfeitures ............................................... 77 Salt River Project In-Lieu Tax .................................. 71 State Shared Income Tax .......................................................... 74 Sales Tax ............................................................. 72 Vehicle License Tax ............................................. 73 Transient Lodging Tax ............................................. 69 Glossary of Terms ..................................................... 319 Golf Fund Comprehensive Financial Plan ................................ 54 Net Assets, Unrestricted ........................ 16, 18, 29, 54 Per Capita Performance Budget ................................. 89 Performance Benchmarking ........................................ 90 Performance Budget, Departments City Attorney ............................................................ 96 City Clerk ................................................................. 98 City Court............................................................... 100 City Manager ........................................................... 94 Community Development ...................................... 102 Community Relations Office .................................. 110 Community Services.............................................. 114 Diversity Office ...................................................... 122 Finance and Technology ....................................... 124 Fire ........................................................................ 132 Human Resources ................................................. 138 Internal Audit Office ............................................... 142 Mayor and Council................................................... 92 Police ..................................................................... 144 Public Works.......................................................... 150 Tempe Learning Center ......................................... 140 329 City of Tempe 2012-13 Annual Budget Performance Budget Summary ................................... 88 Performance Budget, Departmental Per Capita .......... 89 Performing Arts Comprehensive Financial Plan ................................ 46 Fund Balances, Restricted ................................ 28, 46 Personnel Changes for FY 2012-13 ....................................... 289 Summary by Department ....................................... 288 Summary by Fund ................................................. 318 Ten-Year History...................................................... 33 Police Performance Budget....................................... 144 Office of the Chief .................................................. 145 Operations ............................................................. 146 Organizational Services ......................................... 148 Support Services ................................................... 147 Projected Revenue and Expenditures Cemetery Fund ........................................................ 56 Debt Service Fund ................................................... 58 General Fund ........................................................... 42 Golf Fund ................................................................. 54 Performing Arts Fund............................................... 46 Solid Waste Fund .................................................... 52 Transit Fund ............................................................ 44 Transportation Fund ................................................ 48 Water/Wastewater Fund .......................................... 50 Property Tax Levy and Rate ....................................................... 279 Levy Policy ...................................................... 17, 177 Ordinance .............................................................. 276 Revenue .................................................................. 70 10 Year Historical Trends ...................................... 181 Public Works Performance Budget............................ 150 Administration ........................................................ 152 Engineering ........................................................... 153 Field Operations .................................................... 155 Transportation ....................................................... 158 Water Utilities ........................................................ 161 Total Revenue ......................................................... 62 Transient Lodging Tax (Bed Tax) ............................ 69 Transit Tax............................................................... 78 Water/Wastewater User Fees.................................. 83 S Sales Tax, City ............................................................ 68 Salt River Project In-Lieu Tax...................................... 71 Solid Waste Fund Comprehensive Financial Plan ................................ 52 Net Assets, Unrestricted ........................16, 18, 29, 52 Revenue .................................................................. 84 Schedule A ................................................................ 278 Schedule B ................................................................ 279 Schedule C ............................................................... 280 Schedule D ............................................................... 282 Schedule E ................................................................ 283 Schedule F ................................................................ 284 Section 8 Housing Revenue Trends............................ 82 Special Revenue Community Development Block Grant ..................... 82 Highway User Tax ................................................... 80 Performing Arts Tax................................................. 79 Section 8 Housing Grant ......................................... 82 Transit Tax............................................................... 78 State Shared Revenue Income Tax .............................................................. 74 Sales Tax................................................................. 72 Vehicle License Tax ................................................ 73 T Tempe Learning Center Performance Budget .......... 140 Transient Lodging Tax (Bed Tax) ................................ 69 Transit Fund Comprehensive Financial Plan ................................ 44 Fund Balances, Restricted ................................ 28, 44 Revenue .................................................................. 78 Transportation Comprehensive Financial Plan ................................ 48 Fund Balances, Restricted ...................................... 48 Revenue Highway User Tax................................................ 80 R Relationship Between Operating and Capital Budgets ..................................................... 169 Reserve Policies ......................................................... 15 Revenue By Source ................................................................ 63 Charges for Service Cultural and Recreational ..................................... 75 Development Related........................................... 76 City Property Tax ..................................................... 70 City Sales Tax ......................................................... 68 Community Development Block Grant ..................... 82 Comparative Revenue by Source ............................ 65 Fines and Forfeitures ............................................... 77 Golf Course Fees..................................................... 85 Highway User Tax ................................................... 80 Performing Arts Tax ................................................. 79 Salt River Project In-Lieu Tax .................................. 71 Section 8 Housing Grant.......................................... 82 Solid Waste Fees..................................................... 84 State Shared Income Tax ........................................ 74 State Shared Sales Tax ........................................... 72 State Shared Vehicle License Tax ........................... 73 Summary by Fund, Other than Property Tax ......... 280 W Water Utilities Performance Budget .......................... 161 Water/Wastewater Fund Comprehensive Financial Plan ................................ 50 Net Assets, Unrestricted .........................16, 18, 29, 50 Revenue .................................................................. 83 330 City of Tempe 2012-13 Annual Budget Office of Management and Budget Staff 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. Cecilia Velasco-Robles Budget Manager 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 The City of Tempe’s budget documents are available online at: www.tempe.gov/budget If you have any questions, call us at (480) 350-8350 Our mailing address is: City of Tempe Finance and Technology/Budget P.O. Box 5002 Tempe, Arizona 85280 331 This page intentionally left blank.