Annual Budget July 1, 2013 - June 30, 2014 Tempe Mayor & City Council i Annual Budget FY 2013/14 Andrew B. Ching City Manager Ken Jones Finance and Technology Director Cecilia Velasco-Robles Budget Manager Mark Day Sr. Budget and Finance Analyst Adam Williams Sr. Budget and Finance Analyst Lauri Vickers Budget and Finance Analyst Anita Erspamer Executive Assistant iii Table of Contents Introduction Budget Award ............................................................................................................................................. ix City of Tempe Mission Statement ............................................................................................................... xi Organizational Chart ................................................................................................................................... xiii Budget Message ......................................................................................................................................... 1 Council Committees .................................................................................................................................... 7 Tempe Community Profile........................................................................................................................... 8 City Limits ................................................................................................................................................... 11 Demographics ............................................................................................................................................. 11 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 ...................................................................................................................................... Residential Cost of Service ......................................................................................................................... Personnel Summary: Ten Year History..................................................................................................... 15 16 20 21 22 23 24 26 28 29 30 31 32 33 34 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 ............................................................................................................... Debt Service Fund Forecast Discussion.................................................................................................. 35 36 37 38 40 42 44 44 46 48 50 50 52 54 56 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............................................................................................ Fines and Forfeitures .............................................................................................................................. v 59 60 61 62 63 66 66 67 68 69 70 71 72 73 74 75 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 .................................................................................................................................... 76 76 77 78 79 80 81 81 82 83 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 ...................................................................................................................................... Internal Audit Office .................................................................................................................................... Police .......................................................................................................................................................... Office of the Chief.................................................................................................................................... Operations ............................................................................................................................................... Support Services ..................................................................................................................................... Organizational Services........................................................................................................................... Public Works ............................................................................................................................................... Administration.......................................................................................................................................... Engineering ............................................................................................................................................. Field Operations ...................................................................................................................................... Transportation ......................................................................................................................................... Water Utilities .......................................................................................................................................... vi 85 86 87 88 89 90 92 94 96 98 100 102 103 104 105 108 109 110 111 112 113 114 116 117 120 122 123 124 126 128 130 131 132 133 134 135 136 138 140 141 142 143 144 146 148 150 152 155 159 Capital Improvements Budget Capital Improvements Program Contents ................................................................................................... Capital Improvements Program Overview................................................................................................... 2013-14 CIP Process .................................................................................................................................. Capital Budget Strategic Priorities .............................................................................................................. Fiscal Years 2013-14 through 2017-18 Capital Improvements Program Summary .................................... Fiscal Years 2013-14 through 2017-18 Capital Improvements Program Source of Funds Summary ......... CIP Impact on the Operating Budget .......................................................................................................... CIP - Significant Nonrecurring Projects ....................................................................................................... Capital Improvements Project Map ............................................................................................................. Capital Improvements Program Financing .................................................................................................. Long-Term Debt and Bond Authorization Summary ................................................................................... Fiscal Years 2013-14 Debt Service Appropriations by Capital Program ..................................................... Legal Bonded Debt Limits ........................................................................................................................... Capital Budget, Debt Service and Property Tax Rate – Ten Year Historical Trends................................... Capital Debt and Property Tax Levy Policy Statements .............................................................................. Fiscal Years 2013-14 through 2017-18 Capital Improvements Program Project Listing ............................. Enterprise Program - Fiscal Years 2013-14 through 2017-18 ................................................................. Water Program CIP Projects................................................................................................................ Wastewater Program CIP Projects ...................................................................................................... Special Purpose Program - Fiscal Years 2013-14 through 2017-18 ....................................................... Transit Program CIP Projects .............................................................................................................. General Purpose Program - Fiscal Years 2013-14 through 2017-18 ...................................................... Police Protection Program CIP Projects .............................................................................................. Fire Protection Program CIP Projects .................................................................................................. Storm Drains Program CIP Projects .................................................................................................... Park Improvements / Recreation Program CIP Projects ...................................................................... General Governmental Program CIP Projects ..................................................................................... Transportation Program - Fiscal Years 2013-14 through 2017-18 .......................................................... Transportation and Rights-of-Way Improvements Program CIP Projects ............................................ Traffic Signals and Street Lighting Program CIP Projects.................................................................... 161 162 163 164 165 166 167 168 172 173 174 175 175 176 176 178 179 180 196 201 202 215 216 218 222 224 239 257 258 266 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 Tax Levy and Tax Rate Information ................................................................................... Schedule C Revenues Other Than Property Taxes .............................................................................. Schedule D Other Financing Sources/ and Interfund Transfers ................................................ Schedule E Expenditures/Expenses by Fund ....................................................................................... Schedule F Expenditures/Expenses by Department ............................................................................. Schedule G Full-Time Employees and Personnel Compensation ......................................................... Budget Basis, Units and Changes .............................................................................................................. Financial Structure and Organization .......................................................................................................... Personnel Summary ................................................................................................................................... Personnel Changes for FY 2013-14............................................................................................................ Personnel Schedules .................................................................................................................................. Glossary of Terms....................................................................................................................................... Acronyms .................................................................................................................................................... Index ........................................................................................................................................................... Office of Management and Budget Staff ..................................................................................................... vii 277 278 279 280 280 281 282 284 285 286 288 289 290 291 292 293 324 332 333 336 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, 2011. 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 Assistant City M 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 Assistant City M City Organizational Chart Residents of Tempe Mayor and City Council City Clerk City Attorney City Manager City Court Brigitta Kuiper Judith R. Baumann Andrew Ching MaryAnne Majestic brigitta_kuiper@tempe.gov judi_baumann@tempe.gov andrew_ching@tempe.gov m_majestic@tempe.gov Police 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 greg_ruiz@tempe.gov Community Relations Manager Shelley Hearn Finance and Technology Diversity Office Finance and Technology Director Ken Jones Diversity Manager Rosa Inchausti ken_jones@tempe.gov rosa_inchausti@tempe.gov shelley_hearn@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 Public Works Director Don Bessler 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 xiii Assistant City M July 1, 2013 To the Honorable Mayor and City Council: Transmitted herein is the City of Tempe’s (City) Fiscal Year (FY) 2013-14 financial program. The City continues to adjust its budget in anticipation of the June 2014 expiration of the 0.2% temporary sales tax. The FY 2013-14 adopted budget of all funds reflects a 7.9% reduction from the FY 2012-13 budget. 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’s sales tax rate to avoid further cuts to the General Fund and critical City services. 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 and construction contracting. At the time of the increase, the City Council directed that City staff 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 have occurred over the last several fiscal years to avoid a structural deficit when the temporary sales tax expires. Citywide, departments were asked to examine departmental reductions, efficiencies, and revenue enhancements. The FY 2013-14 budget is consistent with the long-range plan to stabilize the General Fund and to 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. Budget Overview The financial program for FY 2013-14 approximates $547 million and includes funding for both operating and capital purposes. This amount represents a $47.1 million or 7.9% decrease from the prior year and is due, in large part, to early repayment of debt and a reduced Capital Improvements Program (CIP). As shown in the table below, the operating budget is projected to decrease by $41.8 million or 8.9%, while the capital budget decreased by $5.3 million or 4.2% in the upcoming year. The decrease in the Operating Budget is largely due to early retirement of debt, specifically a $54 million reduction of debt in the Transit fund. The operating decrease was offset by increases related to citywide employee compensation, supplemental funding needs, retirement system contributions and employee health insurance. The net impact of debt reduction and increased operating needs resulted in a reduced operating budget. The decrease in the CIP Budget results from significant reductions in the Water/Wastewater and Transit capital programs, which were partly offset by increases to park improvements. Total Financial Program FY 2012-13 Budget FY 2013-14 Budget Operating Budget Percent Change Capital Improvements Budget Percent Change $469,588,900 $427,759,223 (8.9%) $119,527,409 (4.2%) Total Financial Program Percent Change $594,401,426 $124,812,526 1 $547,286,632 (7.9%) FINANCIAL PROGRAM SUMMARY The graphs below illustrate the relative shares of operating and capital appropriations in FY 2012-13 and FY 2013-14. Total Financial Program FY 2012-13 $594 (in Millions) FY 2013-14 $547 (in Millions) Operating Budget $469 / 79% Operating Budget $428 / 78% CIP Budget $125 / 21% CIP Budget $119 / 22% OPERATING BUDGET The following table presents a summary breakdown of the operating budget by fund. General Fund Special Revenue Funds Transportation Transit Performing Arts CDBG/Section 8 Housing Other Gov’t Grants/Donations Debt Service Fund Enterprise Funds Water/Wastewater Solid Waste Golf Internal Service Fund Risk Management Total Operating Budget Operating Budget Summary FY 2012-13 FY 2013-14 Budget Budget $168,561,658 $178,566,369 Percent Change 5.9% 8,194,236 106,006,203 8,525,455 15,943,255 17,237,152 9,762,744 50,496,283 8,660,585 14,741,113 18,465,876 19.1% (52.4%) 1.6% (7.5%) 7.1% 48,623,373 46,731,632 (3.9%) 75,746,634 16,237,017 2,513,917 78,458,221 17,206,518 2,669,882 3.6% 6.0% 6.2% 2,000,000 2,000,000 $469,588,900 $427,759,223 0.0% (8.9%) Operating Budget Highlights Following are the major highlights contained in the recommended budget: ⋅ ⋅ ⋅ ⋅ ⋅ Employee total compensation growth of 4.5% Citywide supplemental funding of $3.7 million, including $1 million of nonrecurring funding for building inspection workloads and code compliance in the General Fund Carry forward/re-appropriations of encumbrances in excess of $2.5 million Increased payments to the Rio Salado Community Facilities District approximating $0.7 million Increased funding of Other Post-Employment Benefits (OPEB) by $0.5 million totaling $8.5 million After application of the changes, the General Fund reserve is projected to approximate 28% of revenues as of June 30, 2014. 2 CAPITAL BUDGET The City’s five-year Capital Improvements Program covering FY 2013-14 through FY 2017-18 totals $303.5 million. Comparison of FY 2012-13 and FY 2013-14 Capital Budgets FY 2012-13 Budget FY 2013-14 Budget $43,446,718 $27,447,487 19,573,037 10,118,974 20,365,587 15,521,005 Police 7,845,283 2,745,512 Fire 1,687,521 2,556,829 Storm Drains 1,091,059 896,062 Park Improvements 10,006,161 29,774,582 General Governmental 11,644,294 15,257,687 Transportation and R.O.W. 7,433,340 12,256,356 Traffic Signals/Street Lighting 1,719,526 2,952,915 Capital Program The first year of the five-year CIP, which is formally adopted by the City Council, totals $119.5 million for FY 2013-14. Enterprise Water Wastewater The proposed CIP provides adequate resources to address the City’s most critical infrastructure needs. Re-appropriated funds from projects that were not completed in the previous year totaled $58 million while new capital budget appropriations added $61.5 million, summing to the total $119.5 earmarked for FY 2013-14. Special Purpose Transit General Purpose The CIP is funded by enterprise supported bonds, dedicated special revenues, general obligation (G.O.) bonds, cash and grants. General obligation bonds are issued to fund projects under the General Purpose and Transportation programs and are repaid with secondary property taxes. The total amount of G.O. bond funding to be issued is in compliance with the parameters of the City’s property tax levy stabilization policy, debt service reserve policy, and statutory debt limits. Transportation Capital Budget Highlights Total The Capital Budget for FY 2013-14 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: ⋅ ⋅ ⋅ ⋅ ⋅ $124,812,526 $119,527,409 New funding for the design and preliminary construction of the Tempe Town Lake dam ($13.6 million) New funding for arterial, collector, and residential street asset preservation ($4.7 million) New funding for the City regional Radio System Maintenance and Replacement ($3.0 million) New funding for the heating and cooling repair at City Hall complex ($1.6 million) New funding for North Tempe alley improvement project ($1.0 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 personnel costs). Local taxes (e.g., city sales tax and property tax) continue to be the largest City revenue sources, representing 36% of the FY 2013-14 total revenue budget. Other major revenue sources include user charges (such as water service and solid waste fees), intergovernmental revenue, and bond proceeds. User Charges, 21% Where the Money Comes From by Source of Funds Intergovernmental, 15% Bonds, 18% Local Taxes, 36% 3 Other, 10% Supplies/Services, 22% Debt Service, 16% Where the Money Goes by Line Item Category Capital Projects/ Outlay, 23% Personnel Costs, 34% Other, 5% The chart above depicts appropriations by expenditure type. Personnel Costs (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 $51 million as of June 30, 2013, assuming departmental spending patterns follow the budget closely. Shown in the graph below, the increasing trend from 2010 to 2013 is due to a slowly improving local sales tax base, largely fueled by the 0.2% temporary increase in the sales tax rate. The line in the graph represents the unassigned fund balance as a percentage of 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 $48 million, while the remaining Enterprise funds (Golf and Solid Waste programs) will have a combined fund balance of approximately $7.2 million as of June 30, 2013. Unassigned General Fund Balance ($Millions) Percent 60.0 35 30 50.0 25 40.0 20 30.0 15 20.0 10 10.0 5 0 0.0 2009 2010 2011 Fund Balance 2012 2013 Fund Balance Coverage 4 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 The City of Tempe is known for its progressive and deliberate planning with its vision/commitments for sustainable economic growth and development. Overall, Tempe exceeds industry market conditions with low vacancy rates and high lease rates compared to the region. Tempe has approximately 28 million square feet of industrial, 6.5 million of office and 18 million in retail space. The vacancy rate for industrial space in Tempe is 12%, similar to the rest of the region. Office vacancy is at 11.7% as the region battles 19.4%. The retail vacancy rate is at 7.7%, lower than the region’s 10.8%. Tempe’s real estate market is attractive with higher rental rates than the region as market conditions improve. Significant projects were announced during Fiscal Year 2012-13. The largest “Class A” office project in the history of the State of Arizona, “Marina Heights,” is planned for development in Tempe. The significant $600 million development in downtown Tempe is to be anchored by a State Farm Insurance regional headquarters. The entire project is estimated at 1.9 million square feet in five office buildings on a 20-acre site north of Arizona State University’s Sun Devil Stadium. The project is expected to become a job hub that will draw thousands of employees at various skill levels. The much-anticipated hotel and conference center at the intersection of Mill Avenue and University Drive was also announced. The $350 million development will feature a 330-room luxury hotel and a 30,000-square-foot conference center, both operated by Omni Hotels and Resorts, as well as apartments above office and retail space on the site. Construction is anticipated to break ground later this year and open by the end of 2015. The project, proposed by USA Place, will be located on 10.5 acres of land at Mill Avenue and University Drive and is projected to bring some 300,000 people to Tempe each year. In addition, the project will feature a state of the art basketball facility housing five full courts and a 4,500 seat event center. (The city of Tempe and the Arizona Board of Regents still must approve the development plans and related agreements). In summary, capital investment exceeding $704 million and new jobs of 12,000 or more could result from companies recently choosing to build in Tempe. Continued strategies will enable Tempe to build upon a sustainable economy whereby, we are ahead of the curve financially and using various strategies efficiently to allow continued profitable growth and development over time. 5 MAJOR POLICY CONSIDERATIONS Appropriation decisions, ultimately approved by the City Council, were developed within the context of strategic direction developed during City Council budget sessions. The City Council committees and strategic priorities referenced below were in place at the time the fiscal year 2013-14 budget was developed. The City Council is scheduled to review, and update their priorities and committee structure during an August 2013 Council Retreat. City 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 the following page. 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 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 continue to adapt to changing conditions and be on a strong foundation for the future. The following budget is based on a commitment to the City Council’s policies 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, Andrew B. Ching City Manager 6 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. The following represent the three umbrella areas and strategic priorities: Neighborhood and Education Committee • 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 • EDUCATION AS A PRIORITY: Tempe fosters an environment for maximizing outstanding educational outcomes and lifelong learning Finance and Effective Infrastructure Committee • 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 • EFFECTIVE INFRASTRUCTURE: Systematic planning and update of our core infrastructure to support city services and growth for the future • OPERATIONAL SUSTAINABILITY AND ACCOUNTABILITY: Accountability measurement in place to measure operational efficiencies, effectiveness and sustainability for all programs and operations • IMPLEMENTATION ALIGNMENT: That our defined and communicated strategies are clearly aligned with the ability of our staffs and operations to implement those strategies • 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 Economic, Lake, Downtown, and Advanced Transportation Committee • SUSTAINABLE ECONOMIC DEVELOPMENT: Focus on attracting and retaining the right businesses, developing a skilled workforce, and having the right diversity of businesses for Tempe • TOWN LAKE DEVELOPMENT AND DOWNTOWN CONNECTIVITY: Full development of the town lake potential with great connectivity to downtown Tempe and regional parks • ADVANCED TRANSPORTATION INFRASTRUCTURE: A truly regional and multi-modal system for Tempe • REGIONAL LEVERAGE: That we act as a leader and a strong team player on issues that affect our regional cities and communities 7 TEMPE COMMUNITY PROFILE Where is Tempe, Arizona? Date of Incorporation - November 26, 1894 Date Charter Adopted - October 19, 1964 TEMPE 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. 8 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. A low cost of living, high quality of life and world-class recreation make Tempe a place where people can prosper financially, physically and culturally. Tempe’s central location gets active people to great entertainment, sports and recreation areas throughout the region quickly. 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. Entertainment and Culture Tempe Center for the Arts Concerts, plays, gallery shows and special events Edna Vihel Cultural Center Community art classes Marquee Theatre Popular concerts and new music ASU Gammage Offers Broadway shows and famous speakers Concerts at Comerica Theatre, Orpheum Theater, Childsplay Theatre, Mill Avenue Third Thursday Concerts, Arizona Opera and Phoenix Symphony Orchestra Museums include Arizona Science Center, Arizona Historical Society Museum, Tempe History Museum, Phoenix Arts Museum, Nelson Fine Arts Center, Ceramics Research Center, Mars Space Flight Facility and Center for Meteorite Studies (Among the 30 galleries and museums at ASU), Heard Museum and The Hall of Flame Fire Museum More than 150 special events bring the community together to celebrate random acts of fun: Fat Tire Tour de Fat Bike Ride, New Year’s Eve Block Party, Aloha Festival, Salsa Challenge, Fantasy of Lights Boat Parade, Tempe Festival of the Arts Pro and College Sports and Amateur Athletic Events Cactus League Spring Training Baseball at Diablo Stadium, Sun Devil Football and other Arizona State University sports Minutes away from Phoenix Suns Basketball, WNBA Phoenix Mercury, Arizona Diamondbacks Baseball, Phoenix Coyotes Hockey and Cardinals Football, and Arizona Rattlers Arena Football Amateur Athletic Events including Ironman Arizona, PF Chang’s Rock n Roll Marathon, regular rowing, sailing and outrigger regattas, dozens of runs and walks, including Pat Tillman Run, and several triathlons, including Nathan’s Tempe Triathlon Hike and Golf the Great Outdoors Hike Tempe Butte in the middle of downtown Tempe 50+ Tempe city parks, splash areas and athletic complexes Rowing, sailing, kayaking and watersports at Tempe Town Lake 175 miles of bikeways Stroll and learn at Desert Botanical Gardens Papago Park is one of the nation’s largest natural parks Near South Mountain Park, the nation’s largest park 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 9 Shopping Tempe Marketplace 1.3 million square feet of retail space, featuring an interactive shopping, dining and entertainment experience in a vibrant, high-energy outdoor setting Mill Avenue District Historic Mill Avenue offers authentic urban experiences with shops and restaurants Arizona Mills Mall Indoor outlet mall with 185 stores and restaurants,including IMAX and Gameworks Emerald Center Shops and IKEA Home furnishings-based 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 Metro Light Rail Tempe has border to border light rail, line starts in Phoenix, goes through Tempe and ends in Mesa, 9 light rail stations within Tempe, rail connects to regional bus service, neighborhood circulators or campus circulators, 3 park and ride lots, and one transportation center Bus 15 bus routes covering every arterial, 5 neighborhood circulators, 2 ASU campus circulators, 4 express routes bring people from outlying cities to the downtown area Fly Sky Harbor International Airport – ranked among one of the 15 busiest airports worldwide, 1,200 schedule flights daily, passenger flights, light rail commute or 10 minute drive; Mesa Falcon Field – private and small commercial planes, 20 minute drive; Scottsdale Airpark – private planes, 25 minute drive; Chandler Municipal Airport – private planes, 25 minute drive; Phoenix-Mesa Gateway Airport – passenger flights, private planes, 300,000 passengers in 2011, freight, 30 minute drive Bike/Walk Most walkable city in Arizona, named a Bicycle Friendly Community by the League of American Bicyclists, more than 10,000 miles of hiking trails in the region, 175 miles of bikeways connecting Tempe to surrounding communities 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 Tempe 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 Lake 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 Cost of Living Index 94.5 Median Household Income $47,500 Median Value of Owner-Occupied Home $248,500 Median Home Purchase Price $150,000 10 City Limits 1999 City Limits 1960 Current 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 t 48th St Superstition Freeway River Channel Baseline Rd 1950 Guadalupe Rd Sal t River Channel Western Canal I-10 Price Rd Warner Rd McClintock Dr Rural Rd Priest Dr Kyrene Rd 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 1.8 1930 1930 1.8 Year 1940 1940 1950 1950 1955 1955 1960 1960 1965 1965 1970 1970 Year Area 1.8 1.8 2.62.6 4.54.5 17.5 17.5 21.7 21.7 25.3 25.3 Year Year 1975 1980 1985 1990 1995 2000 Channel Year Area Year 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 11 117,457 9,551 9,217 4,671 645 13,793 6,385 Building Permits (Calendar Year Data) Number Value ($000) 2012 972 251,026 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 City Sales Tax General Transit Performing Arts Total % of Net Secondary Largest Property Taxpayers Assessed Valuation Arizona Mills Mall LLC 1.32% Arizona Public Service Company 1.11% Qwest Corporation 0.85% Verizon Wireless 0.80% Honeywell International, Inc. 0.68% Tempe Fountainhead Corporate LLC 0.55% RP HFL, LLC 0.50% State Farm Mutual Auto Insurance Company 0.48% Target Corporation 0.44% Freescale Semiconductor Inc. 0.43% St. Paul Properties Inc. 0.43% Residential 46% Mixed Use 11% Private and Open Space/Recreation/ Water 12% Commercial/ Industrial 27% Elections (2012) 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 2012) Tempe Campus Bond Ratings Fitch Standard and Poor's Moody's Employment Trends Employment 2012 92,302 2011 97,723 2010 89,303 2009 96,916 2008 100,640 Police Sworn Personnel Non-Sworn Personnel Total Avg. Emergency Response Time (min.) Crime Index (CY 2012) Part I Crime Per 1,000 Capita (CY 2012) 12,067 13,712 59,794 Fire Sworn Personnel Non-Sworn Personnel Total AAA AAA Aa1 Fire Stations Average Emergency Response Time (CY 2012) (minutes) Response to Emergency Medical Incidents (CY 2012) Total Number of Calls (CY 2012) Unemployment Rate 6.3% 7.4% 8.5% 7.8% 4.5% 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 (temporary 0.2% tax expires June 2014) Property Tax Rate Primary 0.9177 Secondary 1.5705 Total $2.4882 Land Use (2010) (%) Civic/ Educational 4% 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 (CY 2012) (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) 12 341 149 490 4:39 8,761 53.9 153 29 182 6 4:07 16,409 20,924 33,788 2,219 117,056 12,859 42,145 39,669 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 2013-14) Million $ Phoenix 2,971.8 Mesa 439,041 Mesa 994.6 Chandler 236,123 Scottsdale 623.5 Glendale 226,721 Chandler 565.2 Scottsdale 217,385 Glendale 513.8 Gilbert 208,453 Tempe 427.7 Tempe 161,719 Peoria 391.9 Peoria 154,065 Gilbert 369.3 Property Tax Rate (as of July 1, 2013) Tempe (per $100 assessed Value) Incorporated City Limits $2.49 sq. miles Phoenix 515.0 Glendale 2.29 Scottsdale 185.0 Phoenix 1.82 Peoria 170.5 Peoria 1.44 Mesa 139.3 Scottsdale 1.30 Gilbert 72.1 Chandler 1.27 Chandler 63.3 Gilbert 1.15 Glendale 58.5 Mesa 0.51 Tempe 40.1 Sales Tax Rate (as of July 1, 2013) Glendale 2.20% Phoenix 2.00% Tempe 2.00% Peoria 1.80% Mesa 1.75% Scottsdale 1.65% Chandler 1.50% Gilbert 1.50% 13 City of Tempe 2013-14 Annual Budget Budget Overview Contents Budget Policies .......................................................................................................................................................................... 16 Fund Summary ........................................................................................................................................................................... 20 Financial Program Summary ...................................................................................................................................................... 21 Financial Program Summary for Revenues/Resources and Expenditures/Expenses ................................................................ 22 Budget Process Flowchart ......................................................................................................................................................... 23 Budget Process Summary.......................................................................................................................................................... 24 Budget Calendar ........................................................................................................................................................................ 26 Components of Total Financial Program .................................................................................................................................... 28 Governmental Funds: Ten Year Fund Balance Trends ............................................................................................................. 29 Special Revenue Funds: Ten Year Fund Balance Trends ........................................................................................................ 30 Enterprise Funds: Ten Year Fund Balance Trends ................................................................................................................... 31 Citywide Overview ...................................................................................................................................................................... 32 Residential Cost of Service ........................................................................................................................................................ 33 Personnel Summary: Ten Year History ..................................................................................................................................... 34 15 City of Tempe 2013-14 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 2013-14 estimated General Fund operating revenue ($175.4 million) to expenditures ($178.6 million) Ratio 1:.98 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 2013 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 2013-14: Debt Service Reserve at 15% 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 2013-14 with debt amortization terms ranging from 10 to 20 years: $32.8 million for police, fire, park improvement, and general governmental projects; $36.3 million for water and wastewater projects and $6.2 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 2013-14 Annual CIP budget of $119.5 million adopted representing the first year of a 5-year, $303.5 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 2013-14 net new operating budget impacts of new capital projects is estimated at $110,563. The estimated net operating budget impacts of new capital projects between FYs 2014-15 and 2017-18 is a maximum of $393,597. The City will maintain all its physical assets at a level adequate to protect its capital investment and to minimize future maintenance and replacement costs. • Status: Capital maintenance program approved in Capital Improvements Program budget includes water and sewer line replacement and repair, beginning phases of replacement of the town lake dam, City radio system replacement, fire apparatus replacement, City facilities rehabilitation, local and major street maintenance, and neighborhood park equipment replacements 16 City of Tempe 2013-14 Annual Budget The City will establish an appropriate mix of bonded debt and pay-as-you-go financing in the funding of capital projects. • Status: Sources of Funds ($ Millions) FY 2013-14 Water / Wastewater Bonds $36.3 General Obligation Bonds 39.0 Outside Revenue 16.5 Capital Projects Fund Balances 10.3 Pay-As-You-Go Financing 17.4 Total Sources of Funds $119.5 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 12* Revenue FY 2011-12 Unassigned Fund Balance Coverage $50.9 M $163.5 M 31.2% Estimated Unassigned Fund Balance FYE 13 Revenue FY 2012-13 Unassigned Fund Balance Coverage $51.0 M $169.1 M 30.2% Estimated Unassigned Fund Balance FYE 14 Revenue FY 2013-14 Unassigned Fund Balance Coverage $49.6 M $175.4 M 28.3% * For comparative purposes, the amounts listed include the Rio Salado Fund as this fund was merged into the General Fund Effective 2011-12. 17 City of Tempe 2013-14 Annual Budget Effective July 2013, the City will maintain unrestricted retained earnings of no less than 25% of current revenue, plus 2% of the gross book value of tangible assets in the Water/Wastewater Fund, and a minimum of 15% of anticipated revenue in the Solid Waste and Golf funds. • Status: Water/Wastewater Solid Waste Golf Water/Wastewater Solid Waste Golf Water/Wastewater Solid Waste Golf Unrestricted Retained Earnings FYE 12 Revenue FY 2011-12 Unrestricted Retained Earnings Coverage $46.8 M $69.7 M 67.1% 245 $7.1 M $14.9 M 47.6% 174 ($0.5) M $2.4 M 0% 0 Estimated Unrestricted Retained Earnings FYE 13 Revenue FY 2012-13 $47.7 M $72.7 M 65.6% 239 $7.8 M $14.8 M 52.7% 192 ($0.6) M $2.5 M 0% 0 Estimated Unrestricted Retained Earnings FYE 14 Revenue FY 2013-14 $45.9 M $77.2 M 59.5% 217 $5.1 M $14.9 M 34.2% 125 ($1.2) M $2.7 M 0% 0 Unrestricted Retained Earnings Coverage Unrestricted Retained Earnings Coverage Days Coverage Days Coverage Days Coverage The Water/Wastewater Unrestricted Retained Earnings 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 has recently transitioned to a new business model involving the payment of a management fee to a private vendor for golf operations. The new business model is forecasted to generate operating surpluses in outer years. Self-insurance reserves shall be maintained at a level which, together with purchased insurance policies, adequately indemnifies the City's assets. • Status: FY 2013-14 $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 18 City of Tempe 2013-14 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 2013-14 levy (1.7%) Financial Stability Several steps were taken to ensure our continued financial stability. These recommendations 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. 19 City of Tempe 2013-14 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 2013-14 fiscal year. Beginning balances approximate $213 million and the ending fund balances are estimated at $180 million. The decreases in fund balances reflect planned drawdowns to address projected budget shortfalls between revenues and expenditures resulting from the continued residual 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. For FY 2013-14, limited deficit spending and a moderate draw down of the fund balance are planned with the expiration of the temporary sales tax due in June 2014. The impact of the expiration of the temporary sales tax is expected to approximate $12 million. These planned adjustments are consistent with the long-range financial plan to stabilize the General Fund, however future deficits must be controlled by limiting cost growth. Special Revenue Funds Revenue in Performing Arts is not sufficient to cover operations and the fund balance is expected to continue operations and maintenance, and the fund balance is expected to continue operations and maintenance until a significant amount of the debt’s obligations are retired in FY 2015-16. The Transit Fund has been improved over the last few years from a structural deficit to producing an average annual surplus. A change in the funding model, involving the elimination of HURF funds to the Debt Service Fund, allowed HURF to maintain a healthy fund balance for unanticipated future events. Streets-related capital projects are now exclusively funded with bonds and repaid from the debt service fund, while short-life-cycle capital expenditures and operations and maintenance expenditures are more appropriately paid out of the operating budget. 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 is now fully operating under a new model involving the payment of a management fee for golf operations and food and beverage services en route to achieving financial sustainability. The Solid Waste Fund underwent a thorough review of its operations to minimize the impact to user rates. Upon direction by the City Council, water and wastewater rate increases have been kept to a minimum by spending down the fund balance in a measured fashion to reduce the fund balance to approximately six months of operating revenue from what was once equivalent to a full year’s revenue. The Water/Wastewater Fund assumes the continuation of planned rate increases approved as part of a long-term strategy. Internal Service Fund To comply with state law, an industrial injury (Workers’ Compensation) trust was created and $2 million will be transferred to the new trust fund from the General Fund Risk Management Reserve. Additionally, a $2 million contingency is 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 Estimated Fund Balance 06/30/2013 Revenue Total Financial Resources $51,017,513 $175,355,895 $226,373,408 $178,566,369 $47,807,039 $75,000 $(1,744,156) $46,137,883 8,646,832 558,373 1,609,589 20,347,258 9,193,972 14,741,113 7,446,946 55,779,100 5,602,064 11,447,386 1,411,301 5,125 26,961,085 17,840,804 15,299,486 9,056,535 76,126,358 5,602,064 11,447,386 1,411,301 5,125 59,544,389 9,762,744 14,741,113 8,660,585 50,496,283 5,602,064 11,447,386 1,411,301 5,125 46,731,632 8,078,060 558,373 395,950 25,630,075 1,096,000 (2,583,304) (3,759,780) 6,590,756 558,373 395,950 21,870,295 12,812,757 6,898,256 (6,159,966) 13,551,047 (602,123) 7,808,497 47,678,884 2,000,000 2,662,621 14,864,052 77,167,160 2,060,498 22,672,549 124,846,044 2,669,882 17,206,518 78,458,221 2,000,000 (609,384) 5,466,031 46,387,823 (2,000,000) 74,000 5,156,086 (674,000) (371,339) (5,602,772) (1,209,384) 5,094,692 45,941,137 171,648,127 402,637,820 572,285,947 427,759,223 144,526,724 13,299,342 (20,895,317) 138,930,749 41,406,654 111,257,434 152,664,088 119,527,409 33,136,679 7,595,975 $213,054,781 $513,895,254 $724,950,035 $547,286,632 $177,663,403 $20,895,317 $(20,895,317) $179,663,403 Expenditures Adjusted Financial Resources Interfund Transfer In (Out) Estimated Fund Balance 06/30/2014 Special Revenue: HURF/LTAF CDBG/Section 8 Performing Arts Transit Police – RICO & Grants Gov't Grant/Donations Court Enhancement Peterson House Debt Service Enterprise: Golf Solid Waste Water Utilities Internal Service (Risk) Total Operating Capital Improvements TOTAL FUNDS 32,583,304 20 40,732,654 City of Tempe 2013-14 Annual Budget Financial Program Summary The following table summarizes the revenues and expenditures for the City's Financial Program. FY 2013-14 General Governmental Revenues Local Taxes, Licenses & Permits Intergovernmental Charges for Service Fines and Forfeitures Other Transit Highway User Revenue CDBG / Section 8 Housing Performing Arts Water / Wastewater Solid Waste Golf Governmental Grants/Donations Police - RICO and Grants Court Enhancement Water / Wastewater Bonds Tax Supported G.O. Bonds Outside Revenue Total Revenues Transfers In Transfers Out Fund Balance Applied Total Financial Resources Special Revenue Enterprise Internal Service Capital Budget Total Financial Program 136,779,544 136,779,544 41,033,220 10,660,157 7,455,390 6,388,669 36,354,530 38,960,650 16,464,726 41,033,220 10,660,157 7,455,390 6,388,669 55,779,100 9,193,972 14,741,113 7,446,946 77,167,160 14,864,052 2,662,621 11,452,511 5,602,064 1,411,301 36,354,530 38,960,650 16,464,726 $91,779,906 $494,417,726 7,595,975 20,895,317 (20,895,317) 52,868,906 55,779,100 9,193,972 14,741,113 7,446,946 77,167,160 14,864,052 2,662,621 11,452,511 5,602,064 1,411,301 $202,316,980 $105,627,007 $94,693,833 6,973,256 (7,904,122) 1,096,000 (6,343,084) 5,230,086 (6,648,111) 23,911,887 $225,298,001 1,746,678 $102,126,601 5058813 $98,334,621 $0 2,000,000 $2,000,000 20,151,528 $119,527,409 $547,286,632 Expenditures Public Safety General Governmental Services Community Services Debt Service Development Services Transit Highway User / Transportation Performing Arts Section 8 Housing CDBG Governmental Grants/Donations Police - RICO and Grants Court Enhancement Petersen House Endowment Water / Wastewater Solid Waste Golf Internal Service Total Expenditures 101,841,129 41,393,567 21,811,513 46,731,632 13,520,160 5,302,341 16,153,749 29,774,582 50,496,283 9,762,744 8,660,585 10,185,240 4,555,873 11,447,386 5,602,064 1,411,301 5,125 15,521,005 15,209,271 78,458,221 17,206,518 2,669,882 37,566,461 2,000,000 $225,298,001 $102,126,601 21 $98,334,621 $2,000,000 $119,527,409 107,143,470 57,547,316 51,586,095 46,731,632 13,520,160 66,017,288 24,972,015 8,660,585 10,185,240 4,555,873 11,447,386 5,602,064 1,411,301 5,125 116,024,682 17,206,518 2,669,882 2,000,000 $547,286,632 City of Tempe 2013-14 Annual Budget Financial Program Summary for Revenues/Resources and Expenditures/Expenses Total budgeted revenue in the FY 2013-14 Financial Program is approximately $494 million, reflecting an overall moderation of revenue collected over the FY 2012-13 revenue budget. Although leveling, the General, Special Revenue, and Enterprise funds showed modest improvement, while the other funds’ revenue decreased. The slowly recovering economy, projected increases in local sales tax collections impacting the General Fund, and the Transit and Performing Arts Funds which fall under the Special Revenue Funds category below. The total financial program will be balanced through transfers in/out and planned drawdowns of fund balance. These adjustments are not shown below. Budgeted expenditures for FY 2013-14 total $547 million, representing a $46.7 million decrease from total budgeted expenditures in FY 2012-13. Total budgeted expenditures have decreased during this period largely due to early retirement of $54 million of debt in the Transit Fund, a fund contained within Special Revenue Funds. Expenditures % FY 2012-13 Change Revised FY 2011-12 Actual FY 2012-13 Budget $156,327,896 $168,561,658 7.6% $164,753,383 (2.0%) $178,566,369 8.4% 108,154,172 155,906,301 44.2% 143,825,256 (7.7%) 102,126,601 (29.0%) Enterprise Funds 84,003,191 94,497,568 12.5% 87,697,498 (7.2%) 98,334,621 12.1% Debt Service Fund 43,218,898 48,623,373 12.5% 27,801,761 (42.8%) 46,731,632 68.1% Capital Projects Fund 49,175,005 124,812,526 153.8% 66,932,903 (46.4%) 119,527,409 78.6% Internal Service Fund 0 2,000,000 100.0% 0 (100.0%) 2,000,000 100.0% $440,879,162 $594,401,426 34.7% $491,010,801 (17.3%) $547,286,632 11.5% FY 2011-12 Actual FY 2012-13 Budget $163,542,235 $168,179,271 2.8% $168,562,943 0.2% $175,355,895 4.0% 107,774,058 104,746,683 (2.8%) 92,859,925 (11.3%) 105,627,007 13.7% Enterprise Funds 87,125,872 93,475,689 7.3% 89,994,590 (3.7%) 94,693,833 5.2% Debt Service Fund 48,500,390 23,658,581 (51.2%) 28,036,559 18.5% 26,961,085 (3.8%) Capital Projects Fund 44,332,261 104,307,884 135.3% 50,658,010 (51.4%) 91,779,906 81.2% $451,274,816 $494,368,108 9.5% $430,112,027 (13.0%) $494,417,726 15.0% Expenditures/Uses General Fund Special Revenue Funds Total Revenues/Resources General Fund Special Revenue Funds Total Revenues % Change 22 FY 2012-13 Revised % Change % Change FY 2013-14 Budget FY 2013-14 Budget % Change % Change City of Tempe 2013-14 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 23 Adoption/Implementation Phase City of Tempe 2013-14 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. • Budget Roles and Responsibilities Every employee plays a role in budgeting, be it formulation, preparation, implementation, administration, or evaluation. 24 City of Tempe 2013-14 Annual Budget 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). 25 City of Tempe 2013-14 Annual Budget Budget Calendar Text in blue indicates CIP related items; black text indicates Operating Budget items. 2012 October 24 CIP Kickoff a. CIP calendar b. Review / discuss CIP process / changes c. Materials online at Budget intranet site October 24 – November 30 Departments / Financial Services Departments work with Engineering, Facilities & Custodial, Fleet, Community Development and Information Technology to complete CIP project request forms Financial Services review CIP sources of funds November 30 Final due date for CIP Forms to Financial Services December 10 - January 11 Financial Services & Department representatives meet to review project submissions 2013 January Budget Office Begin update of Comprehensive Financial Plan (CFP) of revenues and expenditures for all operating funds January 8 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. January 18 Final project revisions due to Financial Services January 29 Budget Office CFP transmitted to City Clerk Financial Services distributes all Department CIP requests to City Council and Staff February 1 Departments Base budget data entry completed; Supplemental request forms completed and transmitted to assigned budget analyst via e-mail; other required budget forms completed and transmitted to Budget Office February 7 - IRS Budget Office Present updated Comprehensive Financial Plan to the Council at the Issue Review Session City Manager’s Office, Financial Services, Departments review all CIP requests with City Council Week of February 11 Financial Services produces initial prioritization of G.O. bond funded projects and distributes to Departments for review and revision February 22 All Departmental feedback and revisions for initial G.O. bond funded project prioritization due back to Financial Services Week of February 25 City Manager’s Office, Financial Services, Departments meet to finalize prioritization of G.O. bond funded projects, and total recommended 5-year CIP February – March Budget Office Complete payroll projections; meet with Departments to review payroll, base budgets, supplemental requests and other budget forms, as necessary 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) March 12 Financial Services transmits prioritized G.O. bond funded projects, and final recommended 5-year CIP to City Clerk for distribution to City Council for CIP work session March 21 - IRS CIP Work Session: review recommended 5-year CIP, and obtain Council input on G.O bond funded project prioritization Per City Charter (Tempe City Charter, Section 5.06, Capital Program), recommended 5-year CIP must be submitted to council not later than three (3) months prior to the close of the fiscal year. 26 City of Tempe 2013-14 Annual Budget March 30 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 18 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/May Budget Office Distribute performance budget data request forms to departments (WIGs and benchmarks). Week of April 1st City Manager/Finance and Technology Director Review recommendations; finalize Budget Review Session Book April 4 – IRS and or April 18 – IRS City Council, City Manager’s Office, Financial Services, Departments conduct CIP follow up (if necessary) April 9 Budget Office Budget Review Session Book complete and transmitted to City Clerk April 10 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 18 hearing April 18 City Council Budget Office Budget Review Session (IRS Truth in Taxation Hearing – Formal City Council Meeting) 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 21 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 Week of May 13 or 20 Financial Services & 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 17 Departments Benchmark data forms completed and returned (hardcopy) to Budget May 21 Budget Office Tentative Budget Resolution and Schedules complete and transmitted to City Clerk May 30 City Council Adopt Tentative Operating Budget Between May 30 and June 13 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 4 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 13 City Council Adopt Final CIP Budget and Final Operating Budget adoption (Hearing and Special Meeting); property tax ordinance introduced and first public hearing held City Council a. Public Hearing b. Final Adoption of the CIP June 18 Budget Office Property tax ordinance and Staff Summary Report for final adoption complete and transmitted to City Clerk June 27 City Council Final adoption of property tax ordinance – public hearing at Formal Council Meeting 27 City of Tempe 2013-14 Annual Budget Components of Total Financial Program FY 2013-14 Total Financial Program $547,286,632 Operating Budget $427,759,223 Capital Budget $119,527,409 General Governmental Special Revenue Enterprise Internal Service General Purpose Enterprise Transportation Special Purpose $225,298,001 $102,126,601 $98,334,621 $2,000,000 $49,977,042 $38,240,461 $15,209,271 $16,100,635 Public Safety $101,841,129 Transit $50,496,283 Water/ Wastewater $78,458,221 Risk $2,000,000 Park Improvements $28,520,952 Water $27,447,487 Streets $12,256,356 Transit $15,521,005 Debt Service $46,731,632 Governmental Grants and Donations $11,447,386 Solid Waste $17,206,518 General Governmental $15,257,687 Wastewater $10,118,974 Signals $2,952,915 Rio Salado $579,630 General Services $41,393,567 Section 8 Housing $10,185,240 Golf $2,669,882 Police $2,745,512 Golf $674,000 Community Services $21,811,513 Highway User Revenue $9,762,744 Fire $2,556,829 Development Services $13,520,160 Performing Arts Tax $8,660,585 Storm Drains $896,062 Police – RICO and Grants $5,602,064 CDBG $4,555,873 Court Enhancement $1,411,301 Peterson House Endowment $5,125 28 + City of Tempe 2013-14 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 37.8 40.9 43.3 44.6 50.9 51.0 2012 2013 Est 41.9 29.0 $20.0 $10.0 $0.0 2004 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 2013, the General Fund unassigned fund balance is estimated at $48.2 million, which is within the 20-30% policy threshold. Fiscal Year Ending June 30 Debt Service Fund Restricted Fund Balance Millions $60.0 $50.0 $40.0 38.1 $30.0 31.8 $20.0 $10.0 34.7 35.4 2011 2012 32.6 23.9 13.4 16.0 18.5 17.6 2005 2006 2007 $0.0 2004 2008 2009 2010 Fiscal Year Ending June 30 29 2013 Est 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 2013-14 Annual Budget Special Revenue Funds: Ten Year Fund Balance Trends Performing Arts Fund Restricted Fund Balance Millions $20.0 $15.0 14.3 15.1 14.3 14.9 $10.0 9.6 $5.0 8.3 5.9 4.3 3.0 1.6 2011 2012 2013 Est $0.0 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 12.8 9.4 8.0 8.6 8.2 5.9 6.7 4.7 $0.0 2004 2005 2006 2007 2008 2009 2010 2011 2012 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, declined sharply through FY 2010-11, 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. 2013 Est 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 73.0 72.2 54.2 42.1 41.8 38.2 29.6 33.2 20.3 2004 2005 2006 2007 2008 2009 2010 2011 Fiscal Year Ending June 30 30 2012 2013 Est 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. The drastic decrease in the FY 2012-13 balance reflects early repayment of transit debt service. City of Tempe 2013-14 Annual Budget Enterprise Funds: Ten Year Fund Balance Trends Water/Wastewater Fund Unrestricted Net Assets Millions $80.0 $70.0 $60.0 67.5 $50.0 $40.0 $30.0 $20.0 $10.0 $0.0 2004 60.8 65.6 55.6 50.6 42.9 34.4 2005 2006 2007 2008 2009 2010 46.8 47.7 2012 2013 Est 39.7 2011 In FY 2005-06, the City began drawing down net assets to finance capital improvements. 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 $9.0 $8.0 $7.0 $6.0 $5.0 $4.0 $3.0 $2.0 $1.0 1.10 $0.0 2004 6.8 7.1 7.8 5.6 4.9 3.9 More recently, the Solid Waste Fund has undergone a thorough review of its operations. Efficiencies were gained and budget reductions became effective FY 2013-14. 4.6 3.0 2.20 2005 2006 2007 2008 2009 2010 Through November of 2009, fee increases were implemented to build the fund balance to meet the financial guideline of a minimum of 15% of anticipated revenue. 2011 2012 2013 Est Fiscal Year Ending June 30 Golf Fund Unrestricted Net Assets Millions $700 $600 $500 605 540 $400 469 $300 $200 264 $100 217 $0 -$100 2004 2005 2006 2007 2008 0.4 -0.1 -0.3 -0.5 -0.6 2009 2010 2011 2012 2013 Est Fiscal Year Ending June 30 31 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 2013-14 Annual Budget Citywide Overview Total Operating Budget and Debt Service Budget Data Operating Budget Cost Per Capita FY 2011-12 FY 2012-13 FY 2012-13 FY 2013-14 Actual Budget Revised Budget $391,704,157 $415,661,337 $391,704,157 $377,827,475 $2,418 $2,560 $2,413 $2,323 5.9% (5.8%) (3.7%) $43,218,898 $53,927,563 27,801,761 $49,931,748 $267 $332 $171 $307 24.5% (48.4%) 79.2% % 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 2011-12 FY 2012-13 FY 2012-13 FY 2013-14 Actual Budget Revised Budget $163,542,235 $168,179,271 $168,562,943 $175,355,895 Debt Service Fund 48,500,390 23,658,581 28,036,559 26,961,085 Transportation/Transit Funds 58,610,452 64,034,375 63,853,056 64,973,072 CDBG/Section 8 Funds 12,590,782 16,473,652 11,937,791 14,741,113 9,042,124 17,237,152 10,049,156 18,465,876 Performing Arts Fund 27,530,700 7,001,504 7,019,922 7,446,946 Solid Waste Fund 14,927,082 14,976,722 14,800,052 14,864,052 Water/Wastewater Fund 69,713,465 76,104,967 72,718,160 77,167,160 2,342,842 2,394,000 2,476,378 2,662,621 142,483 0 0 0 $406,942,555 $390,060,224 $379,454,017 $402,637,820 Governmental Grants/Donations Golf Fund Cemetery Fund Total Staffing Summaries Citywide: Full-Time Authorized Positions Source Total Personnel FY 2011-12 FY 2012-13 FY 2012-13 FY 2013-14 Actual Budget Revised Budget 1,580 1,580 1,578 1,573 9.8 9.7 9.7 9.7 (0.2%) (0.1%) (0.5%) Employees/1,000 Population % Change (Employees/1,000 Population) 32 City of Tempe 2013-14 Annual Budget Residential Cost of Service The City maintains three utility services for water, wastewater, and solid waste. For FY 2013-14, no rate increases are planned for wastewater and solid waste services. The most recent water rate increase was effective January 2013. 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 2013-14 will increase to $2.4882/$100 assessed valuation. The primary tax rate is $0.9177 and the secondary tax rate is $1.5705. 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 rates were increased in January 2013, impacting residential water rate customers by an increase of 9.5%. 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 2013-14, 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. Efficiencies were gained by modifying the Uncontained/Bulk Program to reduce the collection frequency and renegotiating the landfill fee contract. Local Taxes 1 Average Utility Charges for Services (monthly) 1 Fiscal Year Sales Tax Property Tax Water Wastewater Solid Waste 2013-14 2.0% $2.49 $29.63 $22.17 $19.98 Charges reflect the water rate increase effective January 2013. The amounts for water and wastewater charges are based on the median single family residential monthly water consumption and wastewater inflow amounts. 33 City of Tempe 2013-14 Annual Budget Personnel Summary: Ten Year History The number of full-time employees for FY 2013-14 excluding part-time and temporary employees, totals 1,573. Total employees per 1,000 population for FY 2013-14 is estimated at 9.67, relatively unchanged from the previous fiscal year. 12 2,000 1,800 10 1,600 1,400 8 1,200 The total number of full-time employees has decreased from 1,645 to 1,573 from 2005 to 2014 for a 4.4% decrease. During that same period the number of employees per 1,000 population decreased by 7.3%. 1,000 800 6 4 600 400 2 200 0 0 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 Fiscal Year Full-Time Employees Per 1,000 Population Fiscal Year End Budgeted Full-Time Employees Employees Per 1,000 Population 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 1,645 1,700 1,734 1,831 1,851 1,811 1,602 1,583 1,580 1,573 10.43 10.88 11.08 11.49 11.59 11.30 9.91 9.77 9.73 9.67 34 City of Tempe 2013-14 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 Debt Service Fund Forecast Discussion ................................................................................................................................. 56 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 2012-13 through FY 2016-17. 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 2013 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 2013-14 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 Enterprise Funds ⋅ ⋅ ⋅ ⋅ ⋅ ⋅ Water/Wastewater Fund ⋅ Solid Waste Fund ⋅ Golf Fund General Fund Transit Fund Transportation Fund Performing Arts Fund Debt Service 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 2013, the General Fund was projected to experience a deficit of $854 thousand in FY 2013-14. Due largely to increasing public safety retirement system contribution rate increases, retiree health care costs, shortfalls in departmental revenues, and the expiration of the temporary sales tax increase, the deficit was projected to grow to $15.8 million by FY 2016-17. The Transit Fund has been improved over the last three years from a structural deficit to producing an annual surplus continuing through the forecast period. This turn-around was achieved by restructuring and optimizing the bus program, reorganizing, and reducing the size of the transit program and staff levels. Contract costs were reduced, revenue sources were increased, debt was restructured and reduced, fleet (Orbit bus) was converted to compressed natural gas (CNG), and the regional bus operations were unified (consolidation of bus operations with the Regional Public Transportation Association (RPTA)). The approximate level of surplus is forecasted to grow to $6.1 million by FY 2016-17. The Performing Arts Fund had a projected operating deficit throughout most of the forecast period. The annual deficit for FY 2013-14 was estimated at $1.3 million, improving to a $2.1 million surplus by FY 2016-17 due to a partial debt expiration that will result in a $2.5 million reduction to debt service costs. After instituting a new model of paying for CIP project costs with cash, instead of depositing HURF proceeds into the Debt Service Fund and issuing bonds, the Transportation Fund is no longer showing deficits through the end of the forecast. The deficit for this fund was estimated at $1.0 million in FY 2013-14 and it was projected to change to surplus of $570 thousand by FY 2016-17. 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 $5.6 million surplus is projected by the last year of the forecast. The Solid Waste Fund was projected to experience a $1.6 million deficit in FY 2013-14, growing to $2.7 million by FY 201617. A rate study is anticipated to take place in Fall 2013. The Golf Fund has been experiencing an operating deficit for years. Beginning in FY 2012-13, a new management structure was implemented 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. 36 City of Tempe 2013-14 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 revenues, 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 5.3 7.1 7.1 6.5 5.9 6.0 6.2 6.4 5.3 5.0 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 2012-13 estimates) are retail (52%), real and personal rent (20%), utility and communications sales (9%), contracting (6%), and restaurant sales (7%). Overall taxable sales are expected to moderately increase in FY 2013-14 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 mostly 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. The most recent recalculation of the formula was based on the 2010 U.S. Census. Tempe Population 175 150 125 100 75 50 25 0 Thousands State Revenues As the base for state shared revenues, state income and sales taxes are also important to City revenues. As with City revenues, State revenue growth in recent years 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 stopped declining in FY 2011-12, and will experience 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 2013-14 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 11% overall in FY 2013-14, and resume growth starting in FY 2014-15. 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. Economic forecasts for the state call for slow growth in FY 2013-14, 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 The City’s historical salary structure allowed for 5% annual salary growth within each position’s approved salary range, as well as annual surveys of the market to test the sufficiency of the salary ranges against peer municipalities. However, 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 was in place for FY 2010-11 and FY 2011-12. In FY 2012-13, the furlough policy ended, and starting with FY 2013-14 a 4% annual increase in salaries and wages is assumed thereafter. 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. Growth of approximately 7.5% per year is assumed for active employees throughout the forecast. 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 12% 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. Beginning in FY 2012-13, full funding of the OPEB actuarially required contributions resumed. 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 13/14 11.6% 37.4% 33.6% 39.6% FY 14/15 11.8% 39.5% 35.5% 39.6% FY 15/16 12.1% 41.7% 37.4% 39.6% FY 16/17 12.2% 44.1% 39.5% 39.6% 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 1.5 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 (-6.1% in FY 2012-13) and gradually increase in the out years (1.6% by FY 2016-17). 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 2013-14 Annual Budget 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 2013-14 forecast. These revenue sources are highly susceptible to economic fluctuations. Projected General Fund local tax revenues for FY 2013-14 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 2013-14. 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 81% of the projected total in FY 2013-14. Health care costs for employees are anticipated to increase by 7.5% in FY 2013-14 and grow by approximately 7.5% per year thereafter. Retiree health care costs are expected to grow during each year of the forecast, ranging from 10% in FY 2013-14 to 16% by the last year of the forecast. To maintain a stable budget in the future, personnel costs will continue to be closely analyzed as salaries and benefits are the greatest expense in any service oriented organization. These costs are projected to outpace revenue growth in the future based on current City personnel policies. 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 2012 lead to an increase in the balance to $51.0 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 03 04 05 06 07 08 09 10 11 12 Unassigned Fund Balance $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 50,954,570 42 City of Tempe 2013-14 Annual Budget General Fund: Projected Revenues and Expenditures 250,000 ($000) 200,000 150,000 100,000 50,000 Actual Projected 0 07-08 08-09 09-10 10-11 11-12 12-13 13-14 14-15 15-16 16-17 Revenues Expenditures 07/08 Actual 08/09 Actual 09/10 Actual 10/11 Actual 11/12 Actual 12/13 13/14 Projected Projected 14/15 Projected 15/16 Projected 16/17 Projected Local Taxes 94,850 84,869 81,443 94,255 100,712 103,736 108,036 101,271 106,921 112,238 Intergovernmental 45,225 44,048 39,134 34,219 31,723 34,916 37,034 38,978 41,419 37,718 Bldng & Trades/Plan & Zoning 6,479 5,681 4,633 3,918 Cultural and Recreation 6,157 6,244 5,443 5,781 5,491 5,316 4,762 5,526 5,651 5,855 6,053 5,835 5,986 6,119 6,243 6,360 Fines, Fees and Forfeitures 8,616 9,201 7,109 7,546 7,734 7,662 7,873 8,039 8,167 8,371 Business Licenses 1,333 1,546 1,538 1,573 1,651 1,544 1,547 1,550 1,553 1,556 Interest Income 10,044 5,034 1,900 915 575 465 475 475 475 475 Franchise Fees Other Revenue Sources 3,425 3,981 3,560 3,821 3,461 3,533 3,541 3,548 3,555 3,562 4,180 5,138 4,909 8,333 6,061 6,318 6,328 6,386 6,446 6,537 180,310 165,741 149,669 160,361 163,462 169,326 175,581 171,891 180,429 182,672 139,131 149,330 146,038 120,258 124,440 136,989 143,771 150,152 157,217 164,063 Revenues ($000) Total Revenues Expenditures ($000) Personnel Costs Materials and Supplies 9,263 8,737 7,940 8,092 9,495 9,672 9,800 9,768 9,799 9,973 24,105 24,598 21,746 19,684 24,223 23,236 23,879 24,768 25,482 26,229 802 429 385 219 371 369 375 382 389 396 Non-Deprtmtl/Loan Repayment 2,653 2,888 2,537 2,429 2,118 2,532 2,578 2,621 2,671 2,722 Capital Outlay 2,730 4,019 2,140 1,691 1,462 1,620 1,410 1,316 1,398 1,398 0 0 0 1,000 0 0 0 0 0 (493) (145) (150) (154) (159) (163) Fees and Services Travel and Training Contingency 0 0 Community Facilities District 227 458 Transportation Mtnce of Effort 955 786 761 1,096 1,051 1,096 1,096 1,096 1,096 1,096 2,007 1,802 1,500 2,000 2,060 2,101 2,139 2,175 2,217 2,259 (8,149) (6,420) (7,141) (6,523) (8,515) (8,137) (8,462) (8,801) (9,153) (9,519) Tourism and Convention Bureau Internal Services/Adjustments Total Expenditures Net Operating Surplus/(Deficit) (1,468) 173,724 186,626 174,439 148,947 156,211 170,334 6,586 (20,885) (24,771) 11,414 7,251 (1,008) 43 176,435 (854) 183,324 190,957 198,454 (11,433) (10,527) (15,782) 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 2013-14. 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 will change in FY 2013-14 to EVBOM maintenance and fuel (RPTA), which will contribute 12% of fund revenue in FY 2013-14. This revenue source is a result of the consolidation of regional bus operations with the Regional Public Transportation Association (RPTA). The decline in this revenue source as it replaces the out of jurisdiction service payments is projected to be -21.8% in FY 2013-14 followed by 2% increases thereafter. The Transit Fund expenditure model is different from most other City funds in that the largest component of expenditures is not Personnel Costs. 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 73% of projected expenditures in FY 2013-14. 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 1.9% per year on average through the end of the four year forecast period. The Transit Fund has been improved over the last three years from a structural deficit to producing an annual surplus continuing through the forecast period. This turn-around was achieved by restructuring and optimizing the bus program, reorganizing, and reducing the size of the transit program and staff levels. Contract costs were reduced, revenue sources were increased, debt was restructured and reduced, and fleet (Orbit bus) was converted to compressed natural gas (CNG). The approximate level of surplus is forecasted to grow to $6.1 million by FY 2016-17. Restricted Fund Balance The Transit Fund’s balance has grown from $49.0 million in FY 2002-03 to $73.0 million at FYE 2012. Receipt of federal reimbursements for prior year expenditures was the sole reason for balance growth in FYE 2011. FYE Restricted Fund Balance 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 12 72,956,405 44 City of Tempe 2013-14 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 07-08 08-09 09-10 10-11 11-12 12-13 13-14 14-15 15-16 16-17 Revenues Expenditures 07/08 Actual 08/09 Actual 09/10 Actual 10/11 Actual 11/12 Actual 27,891 29,012 30,172 12/13 13/14 Projected Projected 14/15 Projected 15/16 Projected 16/17 Projected 34,041 36,075 37,974 Revenues ($000) Transit Tax 32,450 29,851 30,906 32,242 Lottery Transfer In 254 278 184 0 - 475 475 475 475 475 ASU-Flash Transit 581 603 721 856 874 932 831 847 864 881 Interest Income 960 180 404 430 339 120 83 86 196 234 Light-Rail Fares 0 964 2,603 2,972 3,521 3,292 3,391 3,493 4,231 4,746 8,674 11,298 10,473 8,923 7,981 7,795 0 0 0 0 0 0 0 0 0 0 6,098 6,220 6,344 6,471 PTF Funding 0 2,305 2,241 2,003 2,335 2,622 2,414 2,726 2,809 2,945 Bus Fares 0 0 0 0 3,684 3,721 3,758 3,946 641 3,376 1,891 4,336 4,997 6,731 2,973 3,087 3,232 3,312 43,561 48,854 46,408 48,533 50,219 52,874 52,189 54,697 57,985 60,985 Out of Jurisdiction Svc Revenue EVBOM Maint & Fuel (RPTA) Miscellaneous Revenue Total Revenues 0- Expenditures ($000) Personnel Costs 3,292 3,841 4,027 2,869 2,681 3,041 3,207 3,336 3,484 3,646 Materials and Supplies 3,251 6,451 3,670 2,822 2,562 3,994 3,997 4,104 4,213 4,325 30,844 39,811 42,892 38,643 37,971 39,584 37,880 38,663 38,734 40,073 29 28 11 8 3 10 15 15 16 16 123 250 61 17 49 153 52 53 98 59 5,518 6,019 5,186 5,275 5,313 3,685 4,656 4,656 4,658 4,659 317 531 751 1,197 248 334 348 361 376 390 Fees and Services Travel and Training Capital Outlay Debt Service Internal Svc Chgs/Adjustments Contingency Indirect Cost Allocations Transfer to CIP Total Expenditures Net Operating Surplus / (Deficit) 0 0 0 0 0 75 12 18 18 19 808 650 656 633 617 560 583 606 630 660 0 0 0 0 367 959 1,038 1,034 996 1,040 44,183 57,581 57,255 51,464 49,810 52,396 51,787 52,847 53,224 54,887 (622) (8,727) (10,847) (2,931) 409 478 402 1,850 4,760 6,098 45 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 2013-14. 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 3.17% on average through the end of the forecast period, and represents 9% 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 fund balance to go negative in FY 2014-15. However, due to a partial debt expiration that will result in a $2.5 million reduction to debt service costs, FY 2016-17 is forecast to have a $2.1 million operating surplus, which will bring the fund back to a positive balance. In light of a forecasted two year fund deficit, 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 03 04 05 Restricted Fund Balance $10,865,891 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 12 2,996,651 46 City of Tempe 2013-14 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 07-08 08-09 09-10 10-11 11-12 12-13 13-14 14-15 15-16 16-17 Revenues Expenditures 07/08 Actual 08/09 Actual 09/10 Actual 10/11 Actual 11/12 Actual 12/13 Projected 13/14 Projected 14/15 Projected 15/16 Projected 16/17 Projected Revenues ($000) Performing Arts Tax 6,820 6,159 5,750 5,980 6,236 6,375 6,657 7,029 7,449 7,841 Facility Revenue 662 745 562 643 646 607 627 647 668 688 Interest Income 645 224 108 47 25 20 1 0 0 0 Total Revenues 8,127 7,128 6,420 6,670 6,907 7,002 7,285 7,676 8,117 8,529 1,579 1,871 1,970 1,508 1,528 1,631 1,703 1,761 1,834 1,911 Materials and Supplies 797 99 78 87 81 100 101 103 105 107 Fees and Services 754 514 452 379 396 593 608 623 640 656 Expenditures ($000) Personnel Costs Travel and Other Capital Outlay Debt Service Internal Service Charges Total Expenditures Net Operating Surplus / (Deficit) 4 2 1 1 2 2 2 2 2 2 38 0 0 0 0 0 0 1 2 2 6,014 6,017 6,008 6,023 6,072 5,922 5,918 5,919 5,922 3,428 150 242 286 291 259 268 279 290 301 313 9,335 8,746 8,794 8,288 8,338 8,515 8,611 8,698 8,803 6,417 (1,208) (1,618) (2,374) (1,618) (1,430) (1,514) (1,326) (1,022) (687) 2,112 47 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 86% of revenue in FY 2012-13. 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. However, a lawsuit by the Center for Law in the Public Interest could restore this source of revenue in the future. Personnel Costs expenditures make up the majority of fund expenditures, representing 33% 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 in 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 03 04 05 06 07 08 09 10 11 12 Restricted Fund Balance $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 6,747,385 48 City of Tempe 2013-14 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 07-08 08-09 09-10 10-11 11-12 12-13 13-14 14-15 15-16 16-17 Revenues Expenditures 07/08 Actual 08/09 Actual 09/10 Actual 10/11 Actual 11,387 9,945 9,422 9,503 762 709 0 1 7 955 11/12 Actual 12/13 Projected 13/14 Projected 14/15 15/16 Projected Projected 16/17 Actual 8,098 8,829 9,009 9,289 9,630 9,085 0 0 0 0 0 0 0 516 420 682 421 421 421 421 421 786 761 1,096 701 1,096 1,096 1,096 1,096 1,096 (254) (278) 0 0 0 0 0 0 0 0 12,851 11,169 10,700 11,020 9,481 10,346 10,526 10,806 11,147 10,602 4,821 5,081 5,245 3,176 3,048 3,672 3,864 4,036 4,155 4,306 537 670 465 367 424 618 629 640 652 664 1,901 1,977 2,065 2,105 1,892 2,096 2,159 2,223 2,289 2,358 47 26 17 7 10 19 20 20 20 21 140 1,269 549 236 107 76 479 827 418 376 2,770 2,770 2,770 2,770 1,550 500 0 0 0 0 0 0 0 0 0 0 2,600 300 300 300 Revenues ($000) Highway User Revenue Tax State Lottery Proceeds Miscellaneous Maintenance of Effort Transfer Lottery Transfer to Transit Total Revenues Expenditures ($000) Personnel Costs Materials and Supplies Fees and Services Travel and Training Capital Outlay Debt Service CIP Pay As You Go Loan Repayment 310 310 310 310 3 3 3 3 3 3 Internal Service Charges 1,212 1,354 1,035 974 2,754 1,059 1,102 1,146 1,192 1,239 Indirect Cost Allocations 813 692 927 854 641 654 680 708 736 765 12,551 14,147 13,383 10,800 10,430 8,698 11,536 9,902 9,765 10,033 300 (2,978) (2,683) 220 (948) 1,649 (1,010) 904 1,382 570 Total Expenditures Net Operating Surplus / (Deficit) 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 2013-14. 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 47% of expenses in FY 2013-14. 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 2.9% for this category. The Water/Wastewater Fund is projected to experience an operating surplus beginning in FY 2015-16; 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 $46.8 million at FYE 2012. FYE 03 04 05 06 07 08 09 10 11 12 Unrestricted Net Assets $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 46,750,269 50 City of Tempe 2013-14 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 07-08 08-09 09-10 10-11 11-12 12-13 13-14 14-15 15-16 16-17 Revenues Expenditures 07/08 Actual 08/09 Actual 09/10 Actual 10/11 Actual 11/12 Actual 12/13 Projected 13/14 14/15 15/16 Projected Projected Projected 16/17 Projected Charges for Service-Water 28,146 29,071 32,813 35,796 39,817 42,349 46,016 50,007 54,186 58,641 Charges for ServiceWastewater 20,933 23,330 27,512 33,322 32,369 30,564 31,064 32,209 33,401 34,635 3,355 1,523 789 562 268 223 134 144 166 144 520 536 520 509 520 520 548 554 561 561 79 60 41 21 0 0 0 0 0 0 254 178 105 787 1,957 150 150 151 151 151 53,287 54,698 61,781 70,998 74,931 73,807 77,912 83,064 88,465 94,132 15,454 15,901 17,686 14,241 14,588 16,375 16,698 17,400 18,185 19,028 3,870 4,111 3,799 4,038 4,937 7,190 6,588 6,649 6,799 6,930 12,559 13,072 12,497 13,696 11,427 14,382 14,915 16,081 16,463 16,847 173 148 122 92 76 154 157 159 162 165 Revenues ($000) Interest Income Land and Facility Rental Loan Repayment Other Miscellaneous Revenue Total Revenues Expenses ($000) Personnel Costs Materials and Supplies Fees and Services Travel and Training 22,413 25,867 28,940 31,995 32,603 32,531 37,616 38,781 38,668 40,909 Internal Service Charges Debt Service 2,208 1,581 2,215 1,575 1,721 1,900 1,976 2,055 2,137 2,223 Indirect Cost Allocations 1,847 2,434 2,146 1,853 1,985 2,104 2,188 2,276 2,367 2,461 0 0 0 0 0 1,000 0 0 0 0 58,524 63,113 67,405 67,491 67,338 75,636 80,138 83,401 84,782 88,564 (5,237) (8,415) (5,624) 3,507 7,593 (1,829) (2,226) (337) 3,683 5,568 Contingency Total Expenses Net Operating Surplus / (Deficit) 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 98% of fund revenue in FY 2013-14. 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 Personnel Costs and fees and services, which represent 38% and 22% of FY 201314 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 $7.1 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 have 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 03 04 05 06 07 08 09 10 11 12 Unrestricted Net Assets $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 7,077,767 52 City of Tempe 2013-14 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 07-08 08-09 09-10 10-11 11-12 12-13 13-14 14-15 15-16 16-17 Revenues Expenditures 07/08 Actual 08/09 Actual 09/10 Actual 10/11 Actual 11/12 Actual 12/13 Projected 13/14 Projected 14,456 14,934 14,958 15,157 Sludge Disposal 86 0 0 Interest Income 218 106 Other Revenue Sources 232 14/15 15/16 16/17 Projected Projected Projected 14,708 14,467 14,495 14,524 14,553 14,582 0 0 0 0 0 0 0 67 47 35 29 24 18 10 0 400 251 212 184 227 227 227 227 227 14,993 15,440 15,275 15,416 14,927 14,723 14,746 14,769 14,790 14,809 5,056 5,414 5,602 5,327 5,260 5,890 6,187 6,449 6,726 7,005 519 162 93 172 170 220 224 228 232 237 3,633 3,697 3,252 3,502 3,531 3,498 3,561 3,621 3,690 3,760 0 0 3 10 40 24 24 25 25 25 Capital Outlay 3,431 1,377 2,046 1,149 1,243 1,573 1,746 1,885 1,846 1,236 Internal Service/Adjustments 2,942 3,167 3,035 2,569 2,913 3,128 3,254 3,384 3,519 3,660 832 790 782 752 807 866 900 936 974 1,013 0 0 0 350 350 541 477 542 504 554 16,412 14,607 14,812 13,832 14,314 15,739 16,373 17,070 17,516 17,489 (1,419) 833 463 1,584 614 (1,016) (1,626) (2,300) (2,727) (2,680) Revenues ($000) Charges for Services Total Revenues Expenses ($000) Personnel Costs Materials and Supplies Fees and Services Travel and Training Indirect Cost Allocations Transfers Total Expenses Net Operating Surplus / (Deficit) 53 City of Tempe 2012-13 Annual Budget Golf Fund Forecast Discussion The largest component of Golf Fund revenue is Greens Fees, which contribute 65% of revenue in FY 2013-14. 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 2012, the Golf Fund has a deficit balance. FYE 03 04 Unrestricted Net Assets $680,101 604,703 05 540,158 06 468,457 07 263,853 08 217,821 09 42,449 10 (107,509) 11 (325,497) 12 (472,856) 54 City of Tempe 2013-14 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 07-08 08-09 09-10 10-11 11-12 12-13 13-14 14-15 15-16 16-17 Revenues Expenditures 07/08 Actual 08/09 Actual 09/10 Actual 10/11 Actual 1,653 1,562 1,370 1,397 331 252 204 Rental Charges 0 0 Range Fees 0 11/12 Actual 12/13 Projected 13/14 Projected 14/15 Projected 15/16 Projected 16/17 Projected 1,511 1,569 1,694 1,828 1,861 1,937 165 0 0 0 0 0 0 0 0 581 605 653 704 717 747 0 0 0 173 183 194 207 210 218 Revenues ($000) Greens Fees Pro Shop/Restaurant Interest Income 14 5 1 0 0 0 0 0 0 0 Other Revenue Sources 65 66 3 270 155 75 74 74 74 74 2,064 1,885 1,578 1,833 2,420 2,431 2,616 2,813 2,862 2,976 Total Revenues Expenses ($000) 1,098 1,225 1,115 727 852 848 903 930 958 1,016 Materials and Supplies 250 220 198 227 451 438 446 453 462 471 Fees and Services 367 379 448 455 924 732 792 835 881 930 Capital Outlay 5 56 8 111 137 161 104 139 139 35 Debt Service 2 0 0 0 0 0 0 0 0 0 Internal Service Charges 187 157 132 115 150 184 192 200 208 216 Indirect Cost Allocations 170 139 126 129 66 115 120 125 130 135 2,078 2,175 2,027 1,765 2,580 2,478 2,557 2,682 2,776 2,802 (15) (291) (449) 68 (160) (47) 59 132 85 174 Personnel Costs Total Expenses Net Operating Surplus / (Deficit) 55 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 2013-14. 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 2012, the Debt Service Fund had a restricted balance of $35.4 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 03 Restricted Fund Balance $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 12 35,360,470 56 City of Tempe 2013-14 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 07-08 08-09 09-10 10-11 11-12 12-13 13-14 14-15 15-16 16-17 Revenues Expenditures 07/08 Actual 08/09 Actual 09/10 Actual 10/11 Actual 11/12 Actual 12/13 Projected 13/14 Projected 14/15 15/16 16/17 Projected Projected Projected 20,782 23,416 24,913 21,691 22,100 23,001 23,460 23,929 24,408 24,896 2,770 2,770 2,770 2,770 1,550 500 0 0 0 0 0 0 0 0 559 735 738 733 733 730 AZSTA Payment 273 263 93 52 0 678 1,111 1,102 2,713 3,542 SRP In -Lieu Payment Revenues ($000) Secondary Property Tax Transfer from HURF Other Transfers In 935 876 0 0 0 0 0 0 0 0 Interest Income 21 8 0 0 0 0 0 0 0 0 Total Revenues 24,780 27,333 27,776 24,513 24,209 24,914 25,309 25,764 27,853 29,168 13,090 14,061 16,318 17,836 17,987 17,806 19,527 20,661 22,453 23,398 Expenditures ($000) G.O. Debt Service Excise Tax Debt Service 1,733 1,733 2,254 2,259 2,806 2,959 2,965 2,967 3,881 3,847 Rio Salado Debt Service 3,063 3,058 3,058 3,050 3,055 2,991 2,927 2,925 3,049 3,049 638 463 288 4,869 0 0 0 0 0 0 18,523 19,315 21,917 28,013 23,848 23,756 25,419 26,553 29,382 30,294 6,257 8,018 5,859 (3,501) 361 1,158 (110) (789) (1,529) (1,126) America West Payment Total Expenditures Net Operating Surplus / (Deficit) 57 City of Tempe 2012-13 Annual Budget City of Tempe 2013-14 Annual Budget Revenue Information Contents Total Revenue ............................................................................................................................................................................ 60 Total Revenue by Source ........................................................................................................................................................... 61 Components of Total Revenue................................................................................................................................................... 62 Comparative Operating Revenue by Major Source and Fund .................................................................................................... 63 General Governmental Revenue: Ten Year Historical Trends .................................................................................................. 66 City Sales Tax ........................................................................................................................................................................ 66 Transient Lodging Tax ............................................................................................................................................................ 67 City Property Tax .................................................................................................................................................................... 68 Salt River Project In-Lieu Tax ................................................................................................................................................. 69 State Shared Sales Tax .......................................................................................................................................................... 70 State Shared Vehicle License Tax.......................................................................................................................................... 71 State Shared Income Tax ....................................................................................................................................................... 72 Charges for Services/Cultural and Recreational ..................................................................................................................... 73 Charges for Services/Development Related ........................................................................................................................... 74 Fines and Forfeitures.............................................................................................................................................................. 75 Special Revenue: Ten Year Historical Trends........................................................................................................................... 76 Transit Tax.............................................................................................................................................................................. 76 Performing Arts Tax................................................................................................................................................................ 77 Highway User Tax .................................................................................................................................................................. 78 Local Transportation Assistance Fund ................................................................................................................................... 79 Community Development Block Grant/Section 8 Housing Grant ............................................................................................ 80 Enterprise Revenue: Ten Year Historical Trends ...................................................................................................................... 81 Water/Wastewater User Fees................................................................................................................................................. 81 Solid Waste Fees ................................................................................................................................................................... 82 Golf Course Fees ................................................................................................................................................................... 83 59 City of Tempe 2013-14 Annual Budget Total Revenue Total revenue for FY 2013-14 is $494.4 million reflecting $402.6 million in operating revenue and $91.8 million from bond proceeds and other revenue sources in the Capital Budget. The FY 2013-14 operating revenue total represents an 11% increase from FY 2012-13. The increase in operating revenue sources is primarily in the General Governmental, Transportation/Transit, and Enterprise areas and consists of increases in local tax revenue, intergovernmental revenue and charges for services. FY 2013-14 Other, 10% Transportation, 16% Bonds/ CIP Other Revenue 19% Operating Revenue 81% Enterprise, 24% General Governmental, 50% TOTAL REVENUE FY 2012-13 Budget FY 2013-14 Budget OPERATING REVENUE General Governmental Local Taxes $130,270,811 $135,114,912 1,543,750 1,664,632 36,190,033 41,033,220 Charges for Services 9,517,515 10,660,157 Fees, Fines, and Forfeitures 7,375,168 7,455,390 Miscellaneous 6,940,575 6,388,669 Transportation/Transit 64,034,375 64,973,072 7,001,504 7,446,946 CDBG/Section 8 Housing 16,473,652 14,741,113 Restricted Revenue/Grants/Donations 17,237,152 18,465,876 Enterprise 93,475,689 94,693,833 Licenses and Permits Intergovernmental Performing Arts TOTAL OPERATING REVENUE $390,060,224 $402,637,820 Operating Revenue Per Capita $2,402 $2,475 Bond/Note Proceeds 85,590,459 75,315,180 CIP Other Revenue 18,717,425 16,464,726 $494,368,108 $494,417,726 $3,045 $3,039 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. 60 City of Tempe 2013-14 Annual Budget Total Revenue by Source Comparative Revenue by Source FY 2012-13 Budget to FY 2013-14 Budget Fiscal Year Ending June 30 40% 35% 34% 35% 30% 25% 21% 21% 20% 21% 16% 19% 15% 15% 8% 10% 10% 5% 0% Local Taxes User Charges Intergovernmental 2012-13 All Other CIP 2013-14 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 Bond/Note Proceeds CIP - Outside Revenue Total Revenue FY 2011-12 Actual FY 2012-13 Budget FY 2012-13 Revised $83,545,200 30,172,338 44,429,972 6,236,500 0 72,829,336 14,866,281 28,831,397 5,488,936 0 32,325,812 8,285,028 12,590,782 15,402,975 24,089,373 0 1,210,331 9,042,124 8,213,680 $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 0 35,532,408 9,101,143 16,473,652 19,779,424 657,625 0 857,430 17,237,152 10,687,468 $85,847,840 30,905,796 46,202,128 6,374,872 0 71,969,160 14,695,052 8,087,234 4,655,735 0 35,359,321 8,829,124 11,937,791 19,779,424 1,106,489 0 887,000 10,049,156 13,510,033 $89,281,629 31,702,000 47,896,825 6,657,096 0 76,442,160 14,764,052 8,288,464 4,911,527 0 37,838,500 9,122,472 14,741,113 9,495,594 1,238,750 0 679,800 18,465,876 21,991,940 7,731,585 1,650,907 40,171,865 4,160,396 $451,274,816 7,375,168 1,543,750 85,590,459 18,717,425 $494,368,108 7,611,230 1,646,632 40,915,000 9,743,010 $430,112,027 7,455,390 1,664,632 75,315,180 16,464,726 $494,417,726 61 FY 2013-14 Budget City of Tempe 2013-14 Annual Budget Components of Total Revenue FY 2013-14 Total Revenue $494,417,726 Operating Budget $402,637,820 Capital Budget $91,779,906 General Governmental Special Revenue Enterprise Bond/Note Proceeds Outside Revenue $202,316,980 $105,627,007 $94,693,833 $75,315,180 $16,464,726 Local Taxes/ Licenses & Permits $136,779,544 Transit Water/ Wastewater $77,167,160 General Purpose Bonds Federal Grants $38,960,650 $14,307,596 Solid Waste Water/ Wastewater Bonds $36,354,530 Other Intergovernmental $41,033,220 Charges for Services $10,660,157 Fines and Forfeitures $55,779,100 CDBG/Section 8 Housing $14,741,113 Governmental Grants and Donations $11,452,511 $7,455,390 Highway User Revenue $9,193,972 Miscellaneous Performing Arts Tax $6,388,669 $7,446,946 Police – RICO and Grants $5,602,064 $14,864,052 $2,157,130 Golf + $2,662,621 General Governmental is the largest operating revenue category. It supports basic functions of the City, which include Police, Fire, Community Services, and Community Development. Court Enhancement $1,411,301 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 2013-14 Annual Budget Comparative Operating Revenue by Major Source and Fund FY 2011-12 Actual Revenue Source General Fund Local Taxes City Sales Tax Primary Property Tax FY 2012-13 Budget FY 2012-13 Revised FY 2013-14 Budget $83,545,200 12,637,571 $85,817,840 13,271,172 $85,847,840 13,271,172 $89,281,629 13,778,678 Transient Lodging Tax 4,523,369 4,647,362 4,647,362 5,014,504 Franchise Fees 3,428,125 3,533,481 3,273,736 3,273,736 SRP Payment in Lieu of Taxes 1,956,173 1,523,000 2,009,858 2,063,542 $106,090,438 $108,792,855 $109,049,968 $113,412,089 State Sales Tax 12,636,771 13,522,980 13,200,000 13,973,746 State Income Tax 13,649,203 16,516,196 16,516,196 18,042,169 5,437,201 5,361,232 5,200,000 5,390,585 602,637 132,000 443,125 432,000 $32,325,812 $35,532,408 $35,359,321 $37,838,500 5,488,936 3,682,855 4,655,735 4,911,527 Total Local Taxes Intergovernmental Revenue Vehicle License Tax Agreements Total Intergovernmental Building & Trades/Planning & Zoning Cultural and Recreational Registration Fees 4,589,371 4,394,481 4,394,481 4,372,781 Recreation Admission Charges 427,923 425,174 462,724 437,324 Library Fines and Fees 247,819 254,800 254,800 190,450 Other Cultural and Recreation Fees 787,492 760,205 758,738 748,075 $6,052,606 $5,834,660 $5,870,743 $5,748,630 Traffic Fines 1,148,095 1,336,462 869,000 1,032,800 Criminal Fines 1,037,240 1,031,858 1,031,858 1,037,017 Total Cultural and Recreational Fines, Fees and Forfeitures Parking Fines Other Fines, Fees and Forfeitures Total Fines, Fees and Forfeitures Business/Non-Business Licenses 294,453 250,606 366,012 366,012 5,251,797 4,756,242 5,344,360 5,019,561 $7,731,585 $7,375,168 $7,611,230 $7,455,390 $1,650,907 $1,543,750 $1,646,632 $1,664,632 Other Revenue Sources Interest Income 548,804 464,983 450,000 330,000 3,653,147 4,952,592 3,919,314 3,995,127 $4,201,951 $5,417,575 $4,369,314 $4,325,127 $163,542,235 $168,179,271 $168,562,943 $175,355,895 Secondary Property Tax 21,884,734 23,000,956 23,000,000 23,766,365 Intergovernmental 26,615,656 657,625 5,036,559 3,194,720 Total Debt Service Fund $48,500,390 $23,658,581 $28,036,559 $26,961,085 Other Miscellaneous Revenue Total Other Revenue Total General Fund Debt Service Fund Totals may not sum exactly due to rounding 63 City of Tempe 2013-14 Annual Budget Revenue Source FY 2011-12 Actual FY 2012-13 Budget FY 2012-13 Revised FY 2013-14 Budget Transit Fund Transit Tax 30,172,338 30,905,796 30,905,796 31,702,000 Lottery Transfer In 474,508 474,508 474,508 475,559 ASU-Flash Transit 873,901 932,103 932,103 932,103 Interest Income 338,512 120,000 200,000 144,000 14,054,566 18,372,813 18,372,813 8,087,932 4,272,311 4,057,012 4,057,012 14,437,506 $50,186,136 $54,862,232 $54,942,232 $55,779,100 8,098,254 9,101,143 8,829,124 9,122,472 326,063 71,000 81,700 71,500 $8,424,316 $9,172,143 $8,910,824 $9,193,972 6,236,500 6,374,872 6,374,872 6,657,096 24,661 19,582 12,000 10,800 21,269,539 607,050 633,050 779,050 $27,530,700 $7,001,504 $7,019,922 $7,446,946 Fund 45 Police-RICO/Grants Fund $3,068,796 $5,165,104 $4,597,657 $5,602,064 Fund 46 Governmental Grants/Donation Fund $5,172,724 $10,653,863 $4,594,425 $11,447,386 $799,773 $1,414,465 $855,712 $1,411,301 $831 $3,720 $1,362 $5,125 $12,590,782 $16,473,652 $11,937,791 $14,741,113 Residential Service 8,378,708 8,342,352 8,342,352 8,342,352 Commercial Service 4,581,366 4,824,000 4,631,000 4,700,000 Roll-Off Service 1,291,722 1,264,000 1,331,200 1,331,200 612,579 412,000 390,500 390,500 Interest Income 34,705 29,370 25,000 20,000 Miscellaneous Revenue 28,003 105,000 80,000 80,000 $14,927,082 $14,976,722 $14,800,052 $14,864,052 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 Fund Fund 47 Court Enhancement Fund Fund 48 Peterson House Endowment Fund Total CDBG/Section 8 Housing Funds Solid Waste Fund Recycling Total Solid Waste Fund Totals may not sum exactly due to rounding 64 City of Tempe 2013-14 Annual Budget FY 2011-12 Actual FY 2012-13 Budget FY 2012-13 Revised FY 2013-14 Budget 29,983,269 32,205,248 31,000,000 34,400,000 9,472,867 9,500,000 9,500,000 10,200,000 297,848 330,860 330,660 330,660 1,703,763 691,500 657,500 691,500 $41,457,746 $42,727,608 Sewer Usage 23,159,554 Sewer Service Revenue Source Water/Wastewater Fund Charges for Service-Water Water Consumption Water Service Irrigation Other Water Charges Total Charges for Service-Water $41,488,160 $45,622,160 24,000,000 22,000,000 22,200,000 8,508,042 8,466,000 8,466,000 8,600,000 23,707 13,000 15,000 20,000 $31,691,303 $32,479,000 $30,481,000 $30,820,000 Interest Income 250,593 223,495 200,000 175,000 Land and Facility Rental 519,805 520,000 520,000 520,000 Other Miscellaneous Revenue (4,205,981) 154,864 29,000 30,000 Total Water/Wastewater Fund $69,713,465 $76,104,967 $72,718,160 $77,167,160 1,509,252 1,567,000 1,583,441 1,760,784 (1,513) 0 0 0 835,104 827,000 892,937 901,837 Charges for Service-Wastewater Irrigation Total Charges for Service-Wastewater Golf Fund Greens Fees Interest Income Other Revenue Sources Total Golf Fund $2,342,842 $2,394,000 $2,476,378 $2,662,621 Cemetery Fund Lot & Burial Sales 142,483 0 0 0 Total Cemetery Fund $142,483 $0 $0 $0 $406,942,555 $390,060,224 Total Operating Revenue - All Funds $379,454,017 $402,637,820 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 Note: Totals may not sum exactly due to rounding 65 City of Tempe 2013-14 Annual Budget General Governmental Revenue: Ten Year Historical Trends City Sales Tax Restrictions Current General Fund rate of 1.4% can only be increased 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% is dedicated to funding for Performing Arts. Fiscal Year Amount 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 est. 2013-14 est. $61,267,731 66,667,254 74,945,676 84,457,854 81,257,842 72,420,832 67,369,737 80,341,215 83,545,200 85,847,840 89,281,629 Percent Change 6.0 8.8 12.4 12.7 (3.8) (10.9) (7.0) 19.3 4.0 2.8 4.0 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 2013-14 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 84.5 40.0 30.0 61.3 66.7 74.9 81.3 72.4 20.0 10.0 0.0 Fiscal Year 66 80.3 67.4 83.5 85.8 89.3 City of Tempe 2013-14 Annual Budget Transient Lodging Tax Restrictions Fiscal Year Amount Percent Change The 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. 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 est. 2013-14 est. $2,413,099 2,784,826 3,201,772 3,439,069 3,534,640 2,811,364 2,512,518 4,351,046 4,523,369 4,647,362 5,014,504 18.6 15.4 15.0 7.4 2.8 (20.5) (10.6) 73.2 4.0 2.7 7.9 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%. In 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 2008-09 through FY 2009-10 is due to the impact of the national and state recessions on local tourism. The large increase in revenue for FY 2010-11 is primarily reflective of a voter approved 2% increase rather than an increase in lodging structures or occupants. The FY 2013-14 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 6.0 5.0 4.0 3.0 2.0 1.0 65.3%* 68.7%* 70.4%* 69.9%* 66.4%* 56.5%* 55.0%* 59.7%* 59.9%* 61.6%* 63.1%* 5,305 5,305 5,458 5,458 5,367 5,180 5,366 5,502 5,533 5,305 5,478 0.0 64.5%* 4,632 Fiscal Year ∗ Percent Occupied/Number of Rooms 67 City of Tempe 2013-14 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 statutory limit on rate. Tax Rate/$100 Primary Secondary Total Percent Fiscal Year Assessed Value Collections Collections Amount Change 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 1.40 9,076,938 16,465,111 25,542,049 (0.7) 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 est.* 2013-14 est.* 1.40 1.40 1.40 1.40 1.79 2.14 2.49 10,057,686 10,836,677 11,560,902 12,029,463 12,637,571 13,271,172 13,778,678 20,781,970 23,415,585 24,913,392 21,690,870 21,884,734 23,000,000 23,766,365 30,839,656 34,252,262 36,474,294 33,720,333 34,522,305 36,271,172 37,545,043 12.1 11.1 6.5 (7.6) 2.4 5.1 3.5 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 2013-14 will total $2.49 per $100 assessed valuation, consisting of $0.92 per $100 of the primary assessed valuation for operating and maintenance costs and $1.57 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 68 City of Tempe 2013-14 Annual Budget Salt River Project In-Lieu Tax Restrictions Fiscal Year No restrictions on usage. Amount Percent Change 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 1,481,741 7.8 2010-11 2011-12 1,523,033 1,956,173 2.8 28.4 2012-13 est. 2,009,858 2.7 2013-14 est. 2,063,542 2.7 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. The calculations to determine the net voluntary contributions paid by the Salt River Project in lieu of property taxes are set forth in A.R.S § 48-241 and A.R.S § 48-242. 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 2.5 2.0 1.5 1.0 2.0 1.5 0.5 1.4 1.5 1.5 1.4 1.1 0.0 Fiscal Year 69 1.5 1.5 2.0 2.1 City of Tempe 2013-14 Annual Budget State Shared Sales Tax Restrictions Fiscal Year No restrictions on usage other than must be expended for a public purpose. Amount Percent Change 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 12,636,771 (0.2) 2012-13 est. 13,200,000 4.5 2013-14 est. 13,973,746 5.9 Assumptions The state assesses a 5.6% sales tax, of which 0.6% is designated for educational purposes. A 1% temporary increase in the sales tax was approved at a May 2010 General Election and expired May 31, 2013. It was excluded from revenue sharing. 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 2013-14 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 2.0 340.5* 3.9% 376.2* 3.9% 435.6* 3.9% 462.0* 3.4% 447.1* 3.4% 387.1* 3.4% 357.0* 3.4% 0.0 Fiscal Year ∗ Total state shared sales tax revenue pool/City’s share of pool 70 373.3* 3.4% 392.5* 3.2% 413.7* 3.2% 434.0* 3.2% City of Tempe 2013-14 Annual Budget State Shared Vehicle License Tax Restrictions Fiscal Year No restrictions on usage other than must be expended for a public purpose. 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 est. 2013-14 est. Amount Percent Change $6,427,396 6,791,043 7,527,675 6,870,739 6,655,516 2.9 5.6 10.8 (8.7) (3.1) 6,024,595 5,560,791 5,424,902 5,437,201 5,200,000 5,390,585 (9.5) (7.7) (2.4) 0.2 (4.4) 3.7 Assumptions Cities and towns receive 24.58% 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 nearly flat growth is due to the reduced revenue sharing percentage. The decline in FY 2012-13 is due the timing of rd revenue reported by the MVD’s 3 party vendors. The FY 2013-14 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 6.4 6.8 7.5 6.9 6.7 6.0 2.0 1.0 0.0 Fiscal Year 71 5.6 5.4 5.4 5.2 5.4 City of Tempe 2013-14 Annual Budget State Shared Income Tax Restrictions Fiscal Year No restrictions on usage other than must be expended for a public purpose. Amount Percent Change 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 13,649,203 (15.4) 2012-13 est. 16,516,196 21.0 2013-14 est. 18,042,169 9.2 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 2013-14 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 24.8 23.3 10.0 14.3 14.6 16.6 21.4 18.8 16.1 5.0 0.0 Fiscal Year 72 13.6 16.5 18.0 City of Tempe 2013-14 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 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 6,052,606 4.7 2012-13 est. 5,870,743 (3.0) 2013-14 est. 5,748,630 (2.1) 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; 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 6.2 6.2 3.0 5.1 5.0 5.0 5.4 5.3 2.0 1.0 0.0 Fiscal Year 73 5.8 6.1 5.9 5.7 City of Tempe 2013-14 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. Amount 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 est. 2013-14 est. Percent Change $2,644,489 2.9 3,458,518 5,506,134 5,969,413 6,479,274 5,680,740 4,633,358 3,918,147 5,488,936 4,655,735 4,911,527 30.8 59.2 8.4 8.5 (12.3) (18.4) (15.4) 40.1 (15.2) 5.5 Assumptions The annual growth rates shown above reflect the extreme cyclical nature of development. There was a fee increase in FY 2002-03. 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 200910 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 estimate shows a reduction in construction activity. FY 2013-14 should see a moderate increase in activity as the economy gradually improves. 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 1,137* $210.5 1,242* $302.2 1,845* $453.6 1,442* $443.6 1,374* $373.6 1,106* $377.2 0.0 1,000* $250.0 Fiscal Year ∗ Number of building permits/Valuation ($ in millions) 74 975* $182.9 843* $104.0 915* 1,050* 900* $257.2 $265.0 $230.0 City of Tempe 2013-14 Annual Budget Fines and Forfeitures Restrictions Fiscal Year No restrictions on usage. Amount Percent Change $5,831,134 6,651,935 7,287,717 7,219,328 8,616,319 9,200,997 7,108,900 7,576,495 5.8 14.1 9.6 (0.9) 19.4 6.8 (22.7) 6.6 2011-12 2012-13 est. 7,731,585 7,611,230 2.0 (1.6) 2013-14 est. 7,455,390 (2.0) 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 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 slight increase in FY 2013-14 is due to a number of new and revised fines and fees that were adopted as a result of the budget balancing effort. The decrease in FY 2012-13 is related to the Council’s decision to discontinue the photo enforcement program. Otherwise, the discontinuation of the photo enforcement program would have caused a larger decrease. The projections for FY 2013-14 are based on a trend of declining violations which generate the fines and forfeitures. 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 3.0 9.2 8.6 4.0 5.8 6.7 7.3 7.2 7.1 2.0 1.0 0.0 Fiscal Year 75 7.6 7.7 7.6 7.5 City of Tempe 2013-14 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 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 27,891,084 (6.6) 2010-11 2011-12 29,012,369 30,172,338 4.0 4.0 2012-13 est. 30,905,796 2.4 2013-14 est. 31,702,000 2.6 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 2013-14 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 26.7 28.8 32.4 35.0 32.4 29.9 10.0 5.0 0.0 Fiscal Year 76 27.9 29.0 30.2 30.9 31.7 City of Tempe 2013-14 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. 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 est. 2013-14 est. $5,279,580 5,768,058 6,480,218 7,007,790 6,820,193 6,158,761 5,749,649 5,979,900 6,236,500 6,374,872 6,657,096 5.4 9.3 12.3 8.1 (2.7) (9.7) (6.6) 4.0 4.3 2.2 4.4 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 2013-14 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 5.3 5.8 6.5 7.0 6.8 6.2 2.0 1.0 0.0 Fiscal Year 77 5.7 6.0 6.2 6.4 6.7 City of Tempe 2013-14 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. 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 est. 2013-14 est. Amount Percent Change $10,981,726 12,492,819 11,222,223 11,854,088 11,387,320 6.8 13.8 (10.2) 5.6 (3.9) 9,945,310 9,422,203 9,503,470 8,098,254 8,829,124 9,122,472 (12.7) (5.3) 0.9 (14.8) 9.0 3.3 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 highwayrelated 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 2013-14 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 12.5 11.0 11.2 11.9 11.4 9.9 9.4 9.5 8.1 4.0 2.0 0.0 Fiscal Year 78 8.8 9.1 City of Tempe 2013-14 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 2003-04 2004-05 2005-06 2006-07 2007-08 $845,814 820,811 798,826 771,039 761,513 (2.8) (3.0) (2.7) (3.5) (1.2) 709,867 416,885 0 474,508 474,508 475,559 (6.8) (41.3) (100.0) 100.0 0.0 0.2 2008-09 2009-10 2010-11 2011-12 2012-13 est. 2013-14 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 March 2010 diverted distributions of Lottery proceeds retroactive to February 1, 2010 to the state General Fund. In September 2011, a court ruling restored the LTAF only to Maricopa County, the only region with a Clean Air Act court order. Major Influences: Population (relative to state) and Lottery Ticket Sales Local Transportation Assistance Fund $ Millions 0.9 0.8 0.7 0.6 0.5 0.4 0.85 0.82 0.80 0.77 0.76 0.71 0.3 0.47 0.42 0.2 0.1 0.00 0.0 Fiscal Year 79 0.47 0.48 City of Tempe 2013-14 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 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 est. 2013-14 est. $2,412,298 2,517,226 5,320,983 3,869,328 1,341,332 1,189,291 1,347,768 3,435,874 3,102,607 2,717,964 4,555,873 Section 8 Housing Grant Amount Percent Change 20.8 4.3 111.4 (27.3) (65.3) (11.3) 13.3 154.9 (9.7) (12.4) 67.6 $8,359,523 8,562,338 7,840,074 8,508,012 8,722,976 10,041,342 9,674,069 9,791,085 9,487,793 9,219,827 10,185,240 15.7 2.4 (8.4) 8.5 2.5 15.1 (3.7) 1.2 (3.1) (2.8) 10.5 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 2013-14 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 16.0 14.0 4.6 12.0 10.0 3.4 2.4 2.5 8.4 8.6 5.3 3.9 1.2 1.3 10.0 9.7 3.1 2.7 1.3 8.0 6.0 4.0 7.8 8.5 8.7 2.0 0.0 Fiscal Year Section 8 Housing Grant Community Development Block Grant 80 9.8 9.5 9.2 10.2 City of Tempe 2013-14 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 Percent Change 2003-04 2004-05 $41,081,389 40,696,171 0.4 (0.9) 2005-06 2006-07 44,396,334 46,180,573 9.1 4.0 2007-08 2008-09 49,083,207 52,407,237 6.3 6.8 2009-10 2010-11 60,330,191 67,111,483 15.1 11.2 2011-12 2012-13 est. 2013-14 est. 73,149,049 71,969,160 76,442,160 9.0 (1.6) 6.2 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 90.0 80.0 70.0 60.0 50.0 40.0 30.0 20.0 41.1 40.7 44.4 46.2 49.1 52.4 10.0 0.0 Fiscal Year 81 60.3 67.1 73.1 72.0 76.4 City of Tempe 2013-14 Annual Budget Solid Waste Fees Restrictions Fiscal Year Used to defray costs of providing solid waste collection and disposal service. Amount 2003-04 Percent Change 4.9 $11,014,949 12,054,563 2004-05 2005-06 9.4 7.8 12,989,827 13,820,128 2006-07 2007-08 6.4 6.1 14,669,542 15,130,988 2008-09 2009-10 3.1 0.7 15,242,801 15,416,283 2010-11 2011-12 1.1 (3.2) 14,927,082 14,800,052 14,864,052 2012-13 est. 2013-14 est. (0.8) 0.4 Assumptions The collection and disposal of solid waste constitutes the City’s second largest enterprise operation. Revenue derives from user fees for residential, commercial, roll-off, and uncontained solid waste service. 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 11.0 12.1 13.0 13.8 15.1 14.7 4.0 2.0 0.0 Fiscal Year 82 15.2 15.4 14.9 14.8 14.9 City of Tempe 2013-14 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 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 est. 2013-14 est. $739,705 720,663 737,699 712,171 694,389 668,736 545,788 523,048 538,847 529,136 605,107 Ken McDonald Amount Percent Change (3.4) (2.6) 2.4 (3.5) (2.5) (3.7) (18.4) (4.2) 3.0 (1.8) 14.4 $1,061,049 1,025,508 1,012,161 976,892 958,956 971,948 824,027 874,264 970,404 1,054,305 1,155,677 (2.1) (3.3) (1.3) (3.5) (1.8) 1.4 (15.2) 6.1 11.0 8.6 9.6 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 2013-14 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 1.0 1.0 1.0 1.0 1.2 1.0 1.0 0.8 0.9 0.5 0.5 1.0 1.1 0.5 0.5 0.8 0.6 0.4 0.7 0.7 0.7 0.7 0.7 0.7 0.2 0.0 Fiscal Year Rolling Hills Ken McDonald 83 0.6 City of Tempe 2013-14 Annual Budget City of Tempe 2013-14 Annual Budget Performance Budget Contents Performance Budget Summary .................................................................................................................................................. 86 Per Capita Performance ............................................................................................................................................................. 87 Performance Benchmarking ....................................................................................................................................................... 88 City Organizational Chart ........................................................................................................................................................... 89 Mayor and Council ..................................................................................................................................................................... 90 City Manager .............................................................................................................................................................................. 92 City Attorney............................................................................................................................................................................... 94 City Clerk.................................................................................................................................................................................... 96 City Court ................................................................................................................................................................................... 98 Community Development ......................................................................................................................................................... 100 Administration/Economic Development ................................................................................................................................ 102 Building Safety...................................................................................................................................................................... 103 Planning ............................................................................................................................................................................... 104 Housing ................................................................................................................................................................................ 105 Community Relations Office ..................................................................................................................................................... 108 Administration/Mayor and Council Staff................................................................................................................................ 109 Neighborhood Services ........................................................................................................................................................ 110 Communication and Media Relations ................................................................................................................................... 111 Community Services ................................................................................................................................................................ 112 Administration ....................................................................................................................................................................... 113 Library and Cultural Services................................................................................................................................................ 114 Recreation Services ............................................................................................................................................................. 116 Social Services ..................................................................................................................................................................... 117 Diversity Office ......................................................................................................................................................................... 120 Finance and Technology .......................................................................................................................................................... 122 Administration ....................................................................................................................................................................... 123 Finance................................................................................................................................................................................. 124 Budget / Tax and License ..................................................................................................................................................... 126 Information Technology ........................................................................................................................................................ 128 Fire ........................................................................................................................................................................................... 130 Administration/Fire Prevention.............................................................................................................................................. 131 Emergency/Medical Services ............................................................................................................................................... 132 Training/Professional Development ...................................................................................................................................... 133 Homeland Security/Special Operations ................................................................................................................................ 134 Support Services/Personnel Safety ...................................................................................................................................... 135 Human Resources.................................................................................................................................................................... 136 Internal Audit Office .................................................................................................................................................................. 138 Police ....................................................................................................................................................................................... 140 Office of the Chief ................................................................................................................................................................. 141 Operations ............................................................................................................................................................................ 142 Support Services .................................................................................................................................................................. 143 Organizational Services ........................................................................................................................................................ 144 Public Works ............................................................................................................................................................................ 146 Administration ....................................................................................................................................................................... 148 Engineering .......................................................................................................................................................................... 150 Field Operations ................................................................................................................................................................... 152 Transportation ...................................................................................................................................................................... 155 Water Utilities ....................................................................................................................................................................... 159 85 City of Tempe 2013-14 Annual Budget Performance Budget Summary As expected from a service oriented organization, Personnel Costs or salaries, wages, and benefits comprise 54% or $171.2 million, the largest share of budgeted departmental expenditures. Department Personnel Costs Grants and/or Restricted Expenditures Supplies/ Services Capital Outlay Total FY 2013-14 Budget Internal Services Mayor and Council 400,379 47,431 0 0 (49,445) 398,365 City Manager 684,322 150,423 2,250,000 0 (192,145) 2,892,600 City Attorney 3,019,659 91,899 261,393 0 5,879 3,378,830 City Clerk 413,254 358,000 0 0 78,672 849,926 City Court 2,862,822 551,782 1,195,721 0 701,111 5,311,436 7,711,891 4,404,974 15,141,682 4,400 319,099 27,582,046 1,981,125 798,912 967,289 0 379,155 4,126,481 14,872,832 3,442,308 1,528,579 2,600 3,022,765 22,869,084 365,313 77,874 0 0 24,114 467,301 Finance and Technology 13,110,004 11,121,367 0 30,000 (17,460,849) 6,800,522 Fire 25,341,407 2,293,123 1,034,445 93,400 1,450,731 30,213,106 3,107,009 306,231 0 0 (248,322) 387,969 5,540 0 0 18,594 412,103 Police 56,030,428 4,929,246 4,970,020 0 7,587,079 73,516,773 Public Works 40,952,445 80,918,352 4,000 6,669,679 3,523,642 132,068,118 171,240,859 109,497,462 27,353,129 6,800,079 Community Development Community Relations Office Community Services Diversity Office Human Resources Internal Audit Office Total Departmental Debt Service Non-Departmental Contingencies Total Operating Budget Capital Improvements Total Financial Program (839,920) 3,164,918 314,051,609 0 92,425,635 0 0 0 92,425,635 6,748,487 406,655 4,152,229 0 45,748 11,353,119 0 9,928,860 0 0 0 9,928,860 177,989,346 212,258,612 31,505,358 6,800,079 0 0 0 0 119,527,409 119,527,409 $177,989,346 $212,258,612 $31,505,358 $6,800,079 $118,733,237 $547,286,632 86 (794,172) 427,759,223 City of Tempe 2013-14 Annual Budget Per Capita Performance The citywide budget for FY 2013-14 totals $547.3 million which represents a per capita amount of $3,346.24 The City continues to prioritize the general areas of Public Works and Public Safety accounting for over 75% of the total departmental budgets. FY 2011-12 Actual FY 2012-13 Budget FY 2012-13 Revised FY 2013-14 Budget $2.01 $2.29 $2.17 $2.45 City Manager 3.50 17.42 9.02 17.78 City Attorney 18.45 21.80 21.43 20.77 City Clerk 5.55 3.46 3.16 5.22 City Court 22.42 30.84 27.15 32.65 139.58 166.14 135.22 169.55 15.87 18.29 16.03 25.37 122.99 141.08 135.12 140.58 2.82 2.94 2.62 2.87 35.29 38.52 37.44 41.80 155.91 173.66 173.72 185.72 Human Resources 15.47 17.76 15.42 19.46 Internal Audit Office 2.43 2.61 2.42 2.53 Police 385.03 444.69 436.30 451.92 Public Works 709.76 801.81 761.27 811.84 $1,637.08 $1,883.31 $1,778.49 $1,930.51 687.92 894.88 766.09 550.15 37.82 52.16 55.87 69.79 0.00 62.27 10.43 61.03 $2,362.82 $2,892.62 $2,610.88 $2,611.48 $303.50 $768.78 $412.27 $734.76 $2,666.32 $3,661.40 $3,023.15 $3,346.24 Department Mayor and Council Community Development Community Relations Office Community Services Diversity Office Finance and Technology Fire Total Departmental Per Capita Debt Service Non-Departmental Contingencies Total Operating Per Capita Capital Improvements Total Budget Per Capita 87 City of Tempe 2013-14 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 August 2012 annual summit, 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 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. 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 7 in greater detail. The City Council is scheduled to review and update their priorities and committee structure during an August 2013 Council Retreat. 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. 88 City of Tempe 2013-14 Annual Budget City Organizational Chart Residents of Tempe Mayor and City Council City Clerk City Attorney City Manager City Court Brigitta Kuiper Judith R. Baumann Andrew Ching MaryAnne Majestic brigitta_kuiper@tempe.gov judi_baumann@tempe.gov andrew_ching@tempe.gov m_majestic@tempe.gov Assistant City Manager Police Chief of Police Tom Ryff Jeff Kulaga tom_ryff@tempe.gov Jeff_Kulaga@tempe.gov Fire Community Relations Office Fire Chief Greg Ruiz greg_ruiz@tempe.gov Community Relations Manager Shelley Hearn Finance and Technology Diversity Office Finance and Technology Director Ken Jones Diversity Manager Rosa Inchausti ken_jones@tempe.gov rosa_inchausti@tempe.gov shelley_hearn@tempe.gov Community Development Internal Audit Office Interim Community Development Director Lisa Collins City Auditor Barbara Blue barbara_blue@tempe.gov lisa collins@tempe.gov Public Works Public Works Director Don Bessler 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 89 City of Tempe 2013-14 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 2013-14 Budget Highlights: ⋅ No change in staffing levels Expenditures by Type Personnel Costs Supplies and Services Grants, Donations and/or Restricted Purpose Capital Outlay Internal Services Expenditure Total Per Capita Authorized Personnel Mayor and Council Total 2011-12 Actual $376,438 10,412 2012-13 Budget $408,812 29,431 2012-13 Revised $396,850 27,463 2013-14 Budget $400,379 47,431 0 0 (60,474) $326,376 $2.01 6,000 0 (71,712) $372,531 $2.29 0 0 (72,372) $351,941 $2.17 0 0 (49,445) $398,365 $2.45 2011-12 Actual Full Perm Temp Time FTE FTE 7 7 90 2012-13 Revised Full Perm Temp Time FTE FTE 7 7 2013-14 Budget Full Perm Temp Time FTE FTE 7 7 City of Tempe 2013-14 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 (%) 2011-12 Actual 2012-13 Budget 2012-13 Revised 2013-14 Budget 83 83 88 88 Resident satisfaction with the image of the City (%) 87 87 87 87 Resident satisfaction with how well City planning growth (%) 60 60 61 61 Resident satisfaction with quality of life in the City (%) 86 86 85 85 Resident satisfaction with the feeling of safety in the City (%) 71 71 73 73 Resident satisfaction with the leadership of elected officials (%) 62 62 62 62 Resident satisfaction with the direction the City is heading (%) 66 66 63 63 *Measured by the percent of residents that responded with “Very Satisfied” or “Satisfied” in the annual Community Attitude Survey 91 City of Tempe 2013-14 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 2013-14 Budget Highlights: ⋅ No change in staffing levels NOTE: Subsequent to adoption of the FY2013-14 Budget, the City Council approved the reorganization of the Mayor and Council support staff from the Community Relations Office and the reorganization of the Economic Development functions from the Community Development Department to the City Manager’s Office. These changes will be reflected in subsequent budget document publications. Expenditures by Type Personnel Costs Supplies and Services Grants, Donations and/or Restricted Purpose Capital Outlay Internal Services Expenditure Total Per Capita Authorized Personnel City Manager Total 2011-12 Actual $637,565 128,609 2012-13 Budget $690,476 128,122 2012-13 Revised $811,585 141,370 2013-14 Budget $684,322 150,423 0 0 (198,361) $567,813 $3.50 2,250,00 0 (239,673) $2,828,925 $17.42 756,000 0 (244,165) $1,464,790 $9.02 2,250,000 0 (192,145) $2,892,600 $17.78 2011-12 Actual Full Perm Temp Time FTE FTE 4 4 2012-13 Revised Full Perm Temp Time FTE FTE 4 4 2013-14 Budget Full Perm Temp Time FTE FTE 4 4 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* (%) 2011-12 Actual 2012-13 Budget 2012-13 Revised 2013-14 Budget 90 90 88 90 *Measured by the percent of residents that responded with “Very Satisfied” or “Satisfied” in the annual Community Attitude Survey 92 City of Tempe 2013-14 Annual Budget City of Tempe 2013-14 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 2013-14 Budget Highlights: ⋅ No change in staffing levels Expenditures by Type Personnel Costs Supplies and Services Grants, Donations and/or Restricted Purpose Capital Outlay Internal Services Expenditure Total Per Capita Authorized Personnel City Attorney Total 2011-12 Actual $2,884,091 84,135 2012-13 Budget $3,006,016 91,899 2012-13 Revised $3,028,049 98,324 2013-14 Budget $3,019,659 91,899 0 195 21,553 $2,989,974 $18.45 379,909 0 61,380 $3,539,204 $21.80 297,745 205 54,786 $3,479,109 $21.43 261,393 0 5,879 $3,378,830 $20.77 2011-12 Actual Full Perm Temp Time FTE FTE 23 1.75 23 1.75 94 2012-13 Revised Full Perm Temp Time FTE FTE 23 1.75 23 1.75 2013-14 Budget Full Perm Temp Time FTE FTE 23 1.75 23 1.75 City of Tempe 2013-14 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 2011-12 Actual 93 Measures Departments indicating a positive response to promptness (%) 2012-13 Budget 98 2012-13 Revised 100 2013-14 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 (%) 2011-12 Actual 2012-13 Budget 2012-13 Revised 2013-14 Budget 93 100 100 100 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 2011-12 Actual 100 Measures DUI cases disposed of within 180 days (%) 2012-13 Budget 100 2012-13 Revised 90 2013-14 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 2011-12 Actual 90 Measures Victim’s rights satisfaction rating (%) 95 2012-13 Budget 90 2012-13 Revised 90 2013-14 Budget 90 City of Tempe 2013-14 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 2013-14 Budget Highlights: The approved amount includes the following change: ⋅ Authorized refiling and digitizing of permanent records in the amount of $38,000. Expenditures by Type Personnel Costs Supplies and Services Grants, Donations and/or Restricted Purpose Capital Outlay Internal Services Expenditure Total Per Capita Authorized Personnel City Clerk Total 2011-12 Actual $400,344 469,160 2012-13 Budget $386,131 151,000 2012-13 Revised $351,152 138,250 2013-14 Budget $413,254 358,000 0 0 29,439 $898,943 $5.55 0 0 24,597 $561,728 $3.46 0 0 24,245 $513,647 $3.16 0 0 78,672 $849,926 $5.22 2011-12 Actual Full Perm Temp Time FTE FTE 4 0.58 4 0.58 2012-13 Revised Full Perm Temp Time FTE FTE 4 0.58 4 0.58 2013-14 Budget Full Perm Temp Time FTE FTE 4 0.58 4 0.58 Related Council Strategic Priority: Goal: To provide timely and accurate responses to all public records requests Objective: To accurately process and distribute public records requests received for City departments within one business day and City Clerk records within three business days of receipt 2011-12 2012-13 2012-13 2013-14 Measures Actual Budget Revised Budget City department records within one business day (%) N/A N/A N/A 100 City Clerk records within three business days (%) N/A N/A N/A 95 Related Council Strategic Priority: Goal: Objective: To establish and apply efficient City Clerk business processes by utilizing best practices 1) To develop and implement a strategic plan in Fiscal Year 2013-14; and 2) determine current level of customer service by conducting an internal City Clerk customer service satisfaction survey in Fiscal Year 2013-14 2011-12 2012-13 2012-13 2013-14 Measures Actual Budget Revised Budget Strategic plan developed and implemented (%) N/A N/A N/A 100 Satisfaction survey conducted (%) N/A N/A N/A 100 96 City of Tempe 2013-14 Annual Budget Related Council Strategic Priority: Goal: To provide timely notice and access to official meetings of the Tempe City Council and Tempe Boards, Commissions and Committees Objective: 1) To provide timely notice and access to City Council meeting agendas by preparing, distributing and posting meeting agendas on Friday prior to following weeks’ meetings 100% of time; 2) provide timely posting of board and commission (B & C) meeting notices and agendas on the City’s official board by posting within one business day of receipt from B & C staff liaisons; and 3) meet City Charter publication requirements by publishing all proposed ordinances at least seven days prior to City Council public hearing date 2011-12 Actual N/A N/A N/A Measures Agendas on Friday prior to following weeks’ meetings (%) B & C notices/agendas within one business day (%) Ordinances seven days prior to City Council public hearing date (%) 2012-13 Budget N/A N/A N/A 2012-13 Revised N/A N/A N/A 2013-14 Budget 100 100 100 Related Council Strategic Priority: Goal: To provide an accurate account of all City Council official meetings and actions Objective: 1) To prepare accurate legal action summaries and meeting minutes by publishing on the city’s website a summary of legal actions within three business days following City Council meetings and including minutes on the second subsequent formal agendas; 2) provide timely access to official City documents, including the Tempe City Code by processing official documents within three business days of adoption, receipt or authorization and transmitting adopted ordinances and resolutions that amend the code electronically to City Attorney’s Office for codification within three business days following City Council meetings; and 3) provide notification of resolutions and ordinances adopted by the City Council by publishing all ordinances/resolutions within three days after City Council approval 2011-12 2012-13 2012-13 2013-14 Measures Actual Budget Revised Budget City Council’s legal actions within three business days (%) N/A N/A N/A 100 Minutes on second formal meeting agenda (%) N/A N/A N/A 95 Official City documents within three business days (%) N/A N/A N/A 100 Ordinances/Resolutions to City Attorney’s Office within three days (%) N/A N/A N/A 100 Ordinances/Resolutions published within three days after approval (%) N/A N/A N/A 100 Related Council Strategic Priority: Goal: To provide efficient administrative support to the City’s Board and Commission (B & C) program Objective: 1) To provide accurate and timely information for B & C recruitments and appointments by providing vacancy and applicant information to the Mayor within one week of the recruitment close date; and 2) provide appointees with appointment information and Open Meeting Law materials within one business day of City Council appointment 2011-12 Actual N/A N/A Measures Applicant information within one week (%) Information/Materials within one business day (%) 2012-13 Budget N/A N/A 2012-13 Revised N/A N/A 2013-14 Budget 100 95 Related Council Strategic Priority: Goal: To provide timely processing of and access to City election-related information Objective: 1) To provide timely processing of and access to candidate information and campaign finance reports by processing all candidate paperwork within one business day of official filing and provide notification to the candidate on the City’s website, and processing political committee campaign finance reports within one business day of receipt; and 2) provide accurate and timely election results by processing election results received by the County Elections Department to comply with City Charter requirements and post results to the City’s website within ½ hour of receipt 2011-12 Actual N/A N/A N/A Measures Paperwork and notification within one business day (%) Campaign finance reports within one business day (%) Election results processed/posted within ½ hour (%) 97 2012-13 Budget N/A N/A N/A 2012-13 Revised N/A N/A N/A 2013-14 Budget 100 100 100 City of Tempe 2013-14 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 2013-14 Budget Highlights: The approved amount includes the following changes: ⋅ Authorized the supplemental funding of a Deputy Courts Administrator from the General Fund that was previously funded by a Restricted Purpose Fund. ⋅ Authorized the supplemental funding of two Court Services Specialist positions from a Restricted Purpose Fund that were previously funded by the General Fund. Expenditures by Type Personnel Costs Supplies and Services Grants, Donations and/or Restricted Purpose Capital Outlay Internal Services Expenditure Total Per Capita Expenditures by Division City Court - Administration Criminal Civil Expenditure Total Authorized Personnel City Court Total 2011-12 Actual $2,668,253 539,896 2012-13 Budget $2,836,458 535,940 2012-13 Revised $2,598,123 540,740 2013-14 Budget $2,862,822 551,782 0 0 425,292 $3,633,441 $22.42 1,214,465 0 419,302 $5,006,165 $30.84 855,712 0 413,075 $4,407,650 $27.15 1,195,721 0 701,111 $5,311,436 $32.65 2011-12 Actual $1,879,924 670,771 1,082,745 $3,633,441 2012-13 Budget $2,822,813 1,037,492 1,145,860 $5,006,165 2012-13 Revised $2,474,201 915,476 1,017,973 $4,407,650 2013-14 Budget $3,140,215 1,187,136 984,085 $5,311,436 2011-12 Actual Full Perm Temp Time FTE FTE 38 4.06 38 4.06 98 2012-13 Revised Full Perm Temp Time FTE FTE 38 4.06 38 4.06 2013-14 Budget Full Perm Temp Time FTE FTE 38 4.06 38 4.06 City of Tempe 2013-14 Annual Budget 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 2011-12 Actual 74,142 Measures Total number of filings Total number of dispositions Clearance ratio (%) 2012-13 Budget 72,000 2012-13 Revised 71,338 2013-14 Budget 69,198 81,011 70,500 80,846 67,814 109 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 2011-12 2012-13 Actual Budget Measures 2012-13 Revised 2013-14 Budget Total obligations imposed $12,853,996 $8,500,000 $12,251,420 $9,622,674 Total payments processed $10,725,917 $7,789,536 $10,047,732 $8,852,860 83 92 82 92 Collection rate (%) 99 City of Tempe 2013-14 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 2013-14 Budget Highlights: The approved amount includes the following changes: ⋅ Elimination of a Affordable Housing Specialist position, funded by CDBG ⋅ Authorized supplemental funding for the following: o $32,000 for the General Plan Update o $350,000 for General Fund Assistance for the administration of the Section 8 Housing programs o $181,604 for the hiring of additional temporary Code Compliance Inspectors o $705,618 for the hiring of temporary building inspectors for new and existing building activity o $95,180 for the Developable Property Management program, offset with a like amount in revenue NOTE: Subsequent to adoption of the FY2013-14 Budget, the City Council approved the reorganization of the Economic Development functions from the Community Development Department to the City Manager’s Office. These changes will be reflected in subsequent budget document publications. 100 City of Tempe 2013-14 Annual Budget Expenditures by Type Personnel Costs Supplies and Services Grants, Donations and/or Restricted Purpose Capital Outlay Internal Services Expenditure Total Per Capita 2011-12 Actual $6,341,741 3,015,373 2012-13 Budget $6,833,476 3,221,414 2012-13 Revised $6,239,509 3,239,531 2013-14 Budget $7,711,891 4,404,974 12,552,027 12,016 694,234 $22,615,391 $139.58 16,501,439 1,000 415,240 $26,972,569 $166.14 12,073,823 3,000 396,900 $21,952,763 $135.22 15,141,682 4,400 319,099 $27,582,046 $169.55 Expenditures by Division Administration/Economic Development Building Safety Planning Housing Expenditure Total 2011-12 Actual $3,849,218 2,374,108 3,840,038 12,552,027 $22,615,391 2012-13 Budget $3,436,421 2,922,600 4,557,126 16,056,422 $26,972,569 2012-13 Revised $3,196,149 2,555193 4,236,440 11,964,981 $21,952,763 2013-14 Budget $4,263,153 3,493,829 4,993,754 14,831,310 $27,582,046 2011-12 Actual Authorized Personnel Administration/Economic Development Building Safety Planning Housing Total Full Time 8 24 30 16 78 Perm FTE Temp FTE 0.66 2.86 1.60 1.60 3.52 101 2012-13 Revised Full Time 8 23 30 16 77 Perm FTE Temp FTE 0.66 2.86 1.60 1.60 3.52 2013-14 Budget Full Time 8 23 30 15 76 Perm FTE Temp FTE 5.66 4.36 1.60 1.60 10.02 City of Tempe 2013-14 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 Personnel Costs Supplies and Services Grants, Donations and/or Restricted Purpose Capital Outlay Internal Services Expenditure Total Per Capita 2011-12 Actual $1,078,818 2,643,444 2012-13 Budget $937,923 2,680,954 2012-13 Revised $673,755 2,713,914 2013-14 Budget $921,323 3,554,100 0 10,403 116,553 $3,849,218 $23.76 0 0 (182,456) $3,436,421 $21.17 0 2,000 (193,520) 3,196,149 $19.69 0 0 (212,270) $4,263,153 $26.21 2011-12 Actual Authorized Personnel Administration/Economic Development Total Full Time 8 8 Perm FTE 2012-13 Revised Temp FTE Full Time 8 8 Perm FTE Temp FTE 2013-14 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 2011-12 Actual Measures Opportunities to retain Tempe businesses 13 Percent change Jobs generated by new companies 2,100 Percent change New businesses brought to Tempe 12 Percent change Successful business retention and expansions 7 Percent change 2012-13 Budget 2012-13 Revised 2013-14 Budget 20 19 30 35% 32% 37% 1,750 2,336 3,000 (20%) 10.1% 22.1% 12 14 20 0% 14% 30% 7 19 25 0% 63% 24% * Measured by the percent of residents that responded with “Very Satisfied” or “Satisfied” in the annual Community Attitude Survey 102 City of Tempe 2013-14 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 Personnel Costs Supplies and Services Grants, Donations and/or Restricted Purpose Capital Outlay Internal Services Expenditure Total Per Capita 2011-12 Actual $2,070,009 29,861 2012-13 Budget $2,224,031 66,200 2012-13 Revised $2,175,324 41,150 2013-14 Budget $2,668,034 401,330 0 0 274,238 $2,374,108 $14.65 366,082 0 266,287 $2,922,600 $18.00 77,163 0 261,556 $2,555,193 $15.74 238,372 0 186,093 $3,493,829 $21.48 2011-12 Actual Authorized Personnel Building Safety Total Related Council Strategic Priority: Alignment Full Time 24 24 Perm FTE 2012-13 Revised Temp FTE 0.66 0.66 Full Time 23 23 Perm FTE 2013-14 Budget Temp FTE 0.66 0.66 Full Time 23 23 Perm FTE Temp FTE 5.66 5.66 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 100% 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 2011-12 Actual Measures Building inspections completed within one day of request (%) 100 Plan reviews processed within agreed time frame (%) 2012-13 Budget 100 2012-13 Revised 100 2013-14 Budget 100 94 95 94 95 Complete all preliminary site plan reviews by due date (%) 100 100 100 100 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 (%) 93 95 94 95 103 City of Tempe 2013-14 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 Personnel Costs Supplies and Services Grants, Donations and/or Restricted Purpose Capital Outlay Internal Services Expenditure Total Per Capita 2011-12 Actual $3,192,914 342,068 2012-13 Budget $3,671,522 474,260 2012-13 Revised $3,390,430 484,467 2013-14 Budget $4,122,534 449,544 0 1,613 303,443 $3,840,038 $23.70 78,935 1,000 331,409 $4,557,126 $28.07 31,679 1,000 328,864 $4,236,440 $26.09 72,000 4,400 345,276 $4,993,754 $30.70 2011-12 Actual Authorized Personnel Planning Total Full Time 30 30 Perm FTE 2012-13 Revised Temp FTE 2.86 2.86 Full Time 30 30 Perm FTE Temp FTE 2.86 2.86 2013-14 Budget Full Time 30 30 Perm FTE Temp FTE 4.36 4.36 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 36 days or less; 2) close 97% of code enforcement cases received; and 3) achieve a 98% voluntary compliance rate for property owners cited with a code violation 2011-12 Actual Measures Days to resolve code violations 2012-13 Budget 2012-13 Revised 2013-14 Budget 36 35 36 36 Code enforcement cases received 5,298 5,087 5,380 5,380 Code enforcement cases closed 5,200 4,986 5,210 5,210 Percent closed 98 98 97 97 Cases per inspector per month 70 71 74 74 Code violation voluntary compliance rate (%) 99 97 98 98 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 40/60 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 40%; and 3) minimize the resident level of dissatisfaction with the responsiveness of code enforcement complaints to less than 54% 2011-12 2012-13 2012-13 2013-14 Actual Budget Revised Budget Measures Ratio between proactive and reactive code responses 36/64 30/70 36/64 40/60 Resident dissatisfaction with the maintenance of private property in their neighborhood* (%) 43 <43 40 <40 Dissatisfaction of the code enforcement for property maintenance codes (%) 61 <61 54 <54 *Measured by the percent of residents that responded with “Very Satisfied” or “Satisfied” in the annual Community Attitude Survey 104 City of Tempe 2013-14 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 Grants, Donations and/or Restricted Purpose Expenditure Total Per Capita 2011-12 Actual 2012-13 Budget 12,552,027 $12,552,027 $77.47 $16,056,422 $16,056,422 $98.90 2011-12 Actual Authorized Personnel Housing Total Full Time 16 16 Perm FTE 1.60 1.60 2012-13 Revised 2013-14 Budget $11,964,981 $11,964,981 $73.70 $14,831,310 $14,831,310 $91.17 2012-13 Revised Temp FTE Full Time 16 16 Perm FTE 1.60 1.60 Temp FTE 2013-14 Budget Full Time 15 15 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 2011-12 Actual 2012-13 Budget 2012-13 Revised 2013-14 Budget Decent and affordable owner occupied housing units made available 0 3 3 9 Decent and affordable owner rehabilitated occupied housing units made available 2 3 3 2 Measures 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 2011-12 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 105 2012-13 Budget 100 2012-13 Revised 100 2013-14 Budget 100 59 15 7 3 6 6 2 4 402 300 400 400 35 4 35 4 35 4 19 3 City of Tempe 2013-14 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 2011-12 Actual Measures Households becoming homeowners with HOME funding Families receiving U.S. Department of Housing and Urban Development (HUD) housing counseling 106 2012-13 Budget 2012-13 Revised 2013-14 Budget 10 12 12 10 113 120 120 120 City of Tempe 2013-14 Annual Budget City of Tempe 2013-14 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 2013-14 Budget Highlights: The approved amount includes the following changes: ⋅ Authorized $13,000 in supplemental funding for the Tempe 11 Boards and Commissions tapings and broadcasts ⋅ The elimination of a Video Production coordinator position NOTE: Subsequent to adoption of the FY2013-14 Budget, the City Council approved the reorganization of the Mayor and Council support staff to the City Manager’s Office and the reorganization of the Neighborhood Services and Communication and Media Relations sections to the Community Services Department. These changes will be reflected in subsequent budget document publications. Expenditures by Type Personnel Costs Supplies and Services Grants, Donations and/or Restricted Purpose 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 2011-12 Actual $1,903,413 469,898 2012-13 Budget $2,026,626 461,677 2012-13 Revised $2,117,472 145,811 2013-14 Budget $1,981,125 798,912 0 0 198,245 $2,571,556 $15.87 198,134 0 283,194 $2,969,631 $18.29 93,098 0 246,081 $2,602,462 $16.03 967,289 0 379,155 $4,126,481 $25.37 2011-12 Actual 2012-13 Budget 2012-13 Revised $818,809 362,429 1,390,318 $2,571,556 $1,020,810 415,896 1,532,925 $2,969,631 $981,906 438,572 1,181,984 $2,602,462 2011-12 Actual Authorized Personnel Community Relations-Administration/ Mayor and Council Staff Neighborhood Services Communication and Media Relations Total Full Time 7 8 10 25 Perm FTE 2012-13 Revised Temp FTE Full Time 0.49 6 8 9 23 0.85 1.34 108 Perm FTE Temp FTE 0.49 0.85 1.34 2013-14 Budget $1,948,427 656,952 1,521,102 $4,126,481 2013-14 Budget Full Time 6 8 9 23 Perm FTE Temp FTE 0.49 0.85 1.34 City of Tempe 2013-14 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 Personnel Costs Supplies and Services Grants, Donations and/or Restricted Purpose Capital Outlay Internal Services Expenditure Total Per Capita 2011-12 Actual $700,716 44,586 2012-13 Budget $741,664 24,398 2012-13 Revised $808,426 24,398 2013-14 Budget $698,901 24,398 0 0 73,507 $818,809 $5.05 198,134 0 56,614 $1,020,810 $6.29 93,098 0 55,984 $981,906 $6.05 967,289 0 257,839 $1,948,427 $11.98 2011-12 Actual Authorized Personnel Community Relations-Administration/ Mayor and Council Staff Total Full Time 7 7 Perm FTE 2012-13 Revised Temp FTE Full Time 0.49 0.49 6 9 109 Perm FTE 2013-14 Budget Temp FTE Full Time 0.49 0.49 6 6 Perm FTE Temp FTE 0.49 0.49 City of Tempe 2013-14 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 Personnel Costs Supplies and Services Grants, Donations and/or Restricted Purpose Capital Outlay Internal Services Expenditure Total Per Capita 2011-12 Actual $337,920 7,589 2012-13 Budget $350,215 10,981 2012-13 Revised $374,951 10,680 2013-14 Budget $373,551 245,981 0 0 16,920 $362,429 $2.24 0 0 54,700 $415,896 $2.56 0 0 52,941 $438,572 $2.70 0 0 37,420 $656,952 $4.04 2011-12 Actual Authorized Personnel Neighborhood Services Total Full Time 8 8 Perm FTE 2012-13 Revised Temp FTE Full Time 8 8 Perm FTE Temp FTE 2013-14 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; and 3) increase Tempe 311 service requests to 30% self service via mobile app and web forms Measures 2011-12 Actual 2012-13 Budget 2012-13 Revised 2013-14 Budget Participating households 37,956 38,335 38,773 39,160 1% 2% 1% Percent change Grant applications received Neighborhood association mailings Neighborhood association meetings attended (percent of total) (%) Tempe 311 self service requests 110 27 25 20 25 62,725 40,000 37,000 40,000 97 95 98 95 N/A N/A N/A 30% City of Tempe 2013-14 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 Personnel Costs Supplies and Services Grants, Donations and/or Restricted Purpose Capital Outlay Internal Services Expenditure Total Per Capita 2011-12 Actual $864,775 417,725 2012-13 Budget $934,747 426,298 2012-13 Revised $934,095 110,733 2013-14 Budget $908,673 528,533 0 0 107,818 $1,390,318 $8.58 0 0 171,880 $1,532,925 $9.44 0 0 137,156 $1,181,984 $7.28 0 0 83,896 $1,521,102 $9.35 2011-12 Actual Authorized Personnel Communication and Media Relations Total Full Time 10 10 Perm FTE 2012-13 Revised Temp FTE 0.85 0.85 Full Time 9 9 Perm FTE Temp FTE 0.85 0.85 2013-14 Budget Full Time 9 9 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; and 2) provide information to the community through the City’s website, social media accounts, online videos and forums 2011-12 Actual Measures Resident satisfaction with the availability of information about City programs and services* (%) 2012-13 Budget 2012-13 Revised 2013-14 Budget 66 70 67 70 Tempe Forum subscribers N/A N/A N/A 248 Enotification subscribers N/A N/A N/A 30,000 Page views for whole website N/A N/A N/A 6M Twitter followers on main City account N/A N/A N/A 8,500 Facebook likes on main City account N/A N/A N/A 4,500 YouTube views on main City channel N/A N/A N/A 75,113 Granicus video on demand views N/A N/A N/A 7,000 *Measured by the percent of residents that responded with “Very Satisfied” or “Satisfied” in the annual Community Attitude Survey 111 City of Tempe 2013-14 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 2013-14 Budget Highlights: The approved amount includes the following change: ⋅ authorized $94,437 in supplement funding for a Cultural Development Coordinator position, with $85,000 offset from additional revenue. Expenditures by Type Personnel Costs Supplies and Services Grants, Donations and/or Restricted Purpose Capital Outlay Internal Services Expenditure Total Per Capita Expenditures by Division Administration Library and Cultural Services Recreation Services Social Services Expenditure Total 2011-12 Actual $13,808,319 3,220,905 2012-13 Budget $14,639,510 3,415,427 2012-13 Revised $14,121,691 3,418,215 2013-14 Budget $14,872,832 3,442,308 0 20,321 2,878,779 $19,928,324 $122.99 1,386,565 0 3,462,463 $22,903,965 $141.08 1,180,435 6,100 3,211,286 $21,937,727 $135.12 1,528,579 2,600 3,022,765 $22,869,084 $140.58 2011-12 Actual $405,714 5,853,780 6,419,987 7,248,852 $19,928,324 2012-13 Budget $1,111,669 6,638,146 6,971,009 8,182,841 $22,903,965 2012-13 Revised $918,020 6,190,291 6,901,113 7,928,303 $21,937,727 2013-14 Budget $1,185,701 6,541,140 6,857,631 8,284,612 $22,869,084 2011-12 Actual Authorized Personnel Administration Library and Cultural Services Recreation Services Social Services Total Full Time 2 38 36 40 116 Perm FTE 2.50 1.75 2.25 6.50 Temp FTE 0.52 21.36 70.18 73.63 165.69 112 2012-13 Revised Full Time 5 39 28 44 116 Perm FTE 2.50 2.25 1.75 6.50 Temp FTE 0.52 21.36 70.18 73.63 165.69 2013-14 Budget Full Time 5 40 28 44 117 Perm FTE 2.50 2.25 1.75 6.50 Temp FTE 0.52 21.36 70.18 73.63 165.69 City of Tempe 2013-14 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 Personnel Costs Supplies and Services Grants, Donations and/or Restricted Purpose Capital Outlay Internal Services Expenditure Total Per Capita 2011-12 Actual $259,935 48,882 2012-13 Budget $363,516 49,803 2012-13 Revised $344,306 49,703 2013-14 Budget $429,106 49,803 0 49 96,848 $405,714 $2.50 3,720 0 694,930 $1,111,969 $6.85 1,362 100 522,549 $918,020 $5.65 5,125 100 701,567 $1,185,701 $7.29 2011-12 Actual Authorized Personnel Administration Total Full Time 2 2 Perm FTE Temp FTE 0.52 0.52 113 2012-13 Revised Full Time 2 0 Perm FTE Temp FTE 0.52 0.52 2013-14 Budget Full Time 5 5 Perm FTE Temp FTE 0.52 0.52 City of Tempe 2013-14 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 Personnel Costs Supplies and Services Grants, Donations and/or Restricted Purpose Capital Outlay Internal Services Expenditure Total Per Capita 2011-12 Actual $3,662,142 1,038,354 2012-13 Budget $4,019,532 1,223,060 2012-13 Revised $3,887,167 1,110,948 2013-14 Budget $4,208,795 1,236,191 0 5,788 1,147,496 $5,853,780 $36.13 259,222 0 1,136,332 $6,638,146 $40.89 64,053 0 1,128,123 $6,190,291 $38.13 233,836 0 862,318 $6,541,140 $40.21 2011-12 Actual Authorized Personnel Library and Cultural Services Total Full Time 38 38 Perm FTE 2.50 2.50 Temp FTE 21.36 21.36 2012-13 Revised Full Time 39 39 Perm FTE 2.50 2.50 Temp FTE 21.36 21.36 2013-14 Budget Full Time 40 40 Perm FTE 2.50 2.50 Temp FTE 21.36 21.36 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, 2014 Team WIG Library and Cultural Services: To increase repeat museum visits by 40% through regular changes of content to the main exhibit gallery by June 30, 2014 2011-12 2012-13 2012-13 2013-14 Actual Budget Revised Budget Measures Repeat museum visits (%) N/A 10 35 40 “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 88 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 2011-12 2012-13 2012-13 2013-14 Measures Actual Budget Revised Budget Satisfaction with quality of library services* (%) 87 90 86 90 Library visitors (door count) 829,407 830,000 763,799 800,000 Percent change 0.0% (8.0%) 4.7% Registered borrowers 145,948 146,000 140,523 143,000 Circulation 1,015,578 1,050,000 933,824 950,000 Percent change 3.4% (11.1%) 1.7% Public Computer Usage 218,912 218,000 173,883 175,000 Library FTE per 1,000 population 0.22 0.22 0.22 0.22 Circulation per capita 6.27 6.47 5.77 5.87 *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 114 City of Tempe 2013-14 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 2011-12 Actual Measures Quantified levels of satisfaction reported by visitors and volunteers on evaluation forms (%) Objects catalogued Visitors to Historical Museum and Peterson House 2012-13 Budget 2012-13 Revised 2013-14 Budget 90 90 90 90 4,360 3,000 4,000 4,000 29,000 25,000 26,000 26,000 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 an 80% or greater level of satisfaction by attendees; and 2) increase entertainment events and arts opportunities for audiences and visual performing artists 2011-12 Actual 2012-13 Budget Satisfaction reported by residents on the annual Tempe Community Survey (%) N/A N/A 78 80 Maintain the current schedule of free, high-quality, diverse arts events and opportunities N/A N/A 120 120 Increase ticket sales to Tempe Center for the Arts-produced entertainment events N/A N/A 700 3,000 Measures 115 2012-13 Revised 2013-14 Budget City of Tempe 2013-14 Annual Budget Community Services Department Recreation Services The Recreation Services Division is comprised of recreation and art instruction for youth and adults, adapted recreation for special populations, facilities coordination and scheduling, volunteer management and administration, special event coordination, aquatics maintenance and programming, and youth and adult sports. Expenditures by Type Personnel Costs Supplies and Services Grants, Donations and/or Restricted Purpose Capital Outlay Internal Services Expenditure Total Per Capita 2011-12 Actual $4,264,072 1,413,719 2012-13 Budget $4,340,654 1,396,026 2012-13 Revised $4,225,640 1,511,026 2013-14 Budget $4,241,519 1,409,776 0 14,183 728,004 $6,419,978 $39.62 455,711 0 778,618 $6,971,009 $42.94 430,049 6,000 728,398 $6,901,113 $42.51 411,816 2,500 792,020 $6,857,631 $42.15 2011-12 Actual Authorized Personnel Recreation Services Total Full Time 36 36 Perm FTE 1.75 1.75 2012-13 Revised Temp FTE 70.18 70.18 Full Time 28 28 Perm Temp FTE FTE 2.25 70.18 2.25 70.18 2013-14 Budget Full Time 28 28 Perm FTE 2.25 2.25 Temp FTE 70.18 70.18 Related Council Strategic Priority: Operational Sustainability and Accountability, Neighborhood Enhancement, Effective Infrastructure, and Leverage Technology Goal: To provide high quality recreation services, programs, events and facilities. Objective: 1) To deliver recreation programs and events that are responsive to community needs; 2) provide inviting, friendly and safe facilities and amenities for community use; 3) promote community involvement; 4) expand the use of service enhancing technologies; and 5) maintain and operate recreation programs and facilities at a cost and staffing level, on a per capita basis, that meets the needs of residents 2011-12 Actual Measures 2012-13 Budget 2012-13 Revised 2013-14 Budget Programs Satisfaction with recreation programs and services* (%) Quality of City swimming pools and programs* (%) Quality of City recreation programs for youth* (%) Quality of City recreation programs for adults* (%) 75 59 66 66 75 60 70 70 75 57 63 66 80 60 70 70 Facilities Quality of City recreation centers* (%) 76 80 70 75 148,152 150,000 145,342 146,000 50 N/A N/A N/A 50 8,700 1,000 345,500 48 8,763 1,092 345,800 50 8,800 1,100 346,000 $35.25 $3,203,901 56 $39.34 $2,875,227 48 $35.03 $3,012,154 53 $36.02 $3,010,727 52 Community Involvement Annual volunteer hours for all City programs Service Enhancing Technologies Online registrations (%) Community Services E-newsletter subscriptions Community Services Facebook posts Community Services Facebook views Costs + Revenue Operating and Maintenance Cost per capita Recreation revenue Recreation revenue as a percent of expenditures (%) *Measured by the percent of residents that responded with “Very Satisfied” or “Satisfied” in the annual Community Attitude Survey 116 City of Tempe 2013-14 Annual Budget Community Services Department Social Services Tempe Social Services provides personal and professional assistance in a variety of ways to residents and families. The programs offered to Tempe residents and residents of surrounding communities are: The Kid Zone Enrichment Program, Diversion Services, Counseling and Prevention Services, CARE 7, Adult and Senior Programs, and numerous programs within our Multigenerational Centers. Expenditures by Type Personnel Costs Supplies and Services Grants, Donations and/or Restricted Purpose Capital Outlay Internal Services Expenditure Total Per Capita 2011-12 Actual $5,622,170 719,950 2012-13 Budget $5,915,808 746,538 2012-13 Revised $5,664,578 746,538 2013-14 Budget $5,993,412 746,538 0 301 906,431 $7,248,852 $44.74 667,912 0 852,583 $8,182,841 $50.40 684,971 0 832,216 $7,928,303 $48.83 877,802 0 666,860 $8,284,612 $50.93 2011-12 Actual Authorized Personnel Social Services Total Full Time 40 40 Perm FTE 2.25 2.25 2012-13 Revised Temp FTE 73.63 73.63 Full Time 44 44 Perm FTE 1.75 1.75 2013-14 Budget Temp FTE 73.63 73.63 Full Time 44 44 Perm FTE 1.75 1.75 Temp FTE 73.63 73.63 Related Council Strategic Priority: Neighborhood Quality of Life and Revitalization, Sports, Tourism, Recreation, Arts and Cultural Development and Education Partnerships 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 2011-12 Actual 2012-13 Budget 2012-13 Revised 2013-14 Budget Overall customer approval rating for the Escalante Early Education Program (%) 95 90 94 90 Overall customer approval rating for the Escalante Summer Camp Program (%) 96 90 93 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 80% of the clients served respond favorably to the services provided by Care 7 Measures Victims satisfied with services (%) Care 7 clients reporting satisfaction with services (%) 117 2011-12 Actual 83 2012-13 Budget 85 2012-13 Revised 80 2013-14 Budget 80 97 85 85 85 City of Tempe 2013-14 Annual Budget Related Council Strategic Priority: Operational Sustainability and Accountability, Neighborhood Quality of Life and Revitalization and Education as a Priority 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 an 80% approval rating from customers and the school community who utilize Kid Zone services; and 2) maintain at least an 80% approval rating on the national accreditation evaluation (Kid Zone) 2011-12 2012-13 2012-13 2013-14 Actual Budget Revised Budget Measures Parent evaluation survey results measures indicate “very satisfied” with the Kid Zone Enrichment Program (%) 97 90 93 80 National accreditation evaluation survey results of “very satisfied” with the Kid Zone Enrichment Program (%) 98 90 95 80 Related Council Strategic Priority: Operational Sustainability and Accountability and Neighborhood Quality of Life and Revitalization Goal: To place offenders into positive community based programs of redirection, by providing assessment, counseling, and education programs Objective: To attain a successful program completion rate of 80% 2011-12 Actual Measures New program participants Successful program completion (%) 118 2012-13 Budget 2012-13 Revised 2013-14 Budget 3,403 3,750 4,394 4,000 80 80 77 80 City of Tempe 2013-14 Annual Budget City of Tempe 2013-14 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 2013-14 Budget Highlights: ⋅ No change in staffing levels Expenditures by Type Personnel Costs Supplies and Services Grants, Donations and/or Restricted Purpose Capital Outlay Internal Services Expenditure Total Per Capita 2011-12 Actual $352,735 74,791 2012-13 Budget $368,438 77,874 2012-13 Revised $318,803 76,874 2013-14 Budget $365,313 77,874 0 0 29,378 $456,904 $2.82 0 0 31,121 $477,433 $2.94 0 0 29,968 $425,645 $2.62 0 0 24,114 $467,301 $2.87 2011-12 Actual Authorized Personnel Diversity Total Full Time 2 2 Perm FTE 1.25 1.25 Temp FTE 120 2012-13 Revised Full Time 2 2 Perm FTE 1.25 1.25 Temp FTE 2013-14 Budget Full Time 2 2 Perm FTE 1.25 1.25 Temp FTE City of Tempe 2013-14 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 2011-12 Actual Measures Residents’ satisfaction with overall efforts to promote diversity* (%) 70 EEOC complaints 2012-13 Budget 70 2012-13 Revised 2013-14 Budget 67 70 <3 2 <3 Successfully remediate employee safe havens/consultations (%) 80 80 90 80 Successfully remediate community concerns/consultations (%) 85 85 85 85 *Measured by the percent of residents that responded with “Very Satisfied” or “Satisfied” in the annual Community Attitude Survey **Question changed in 2012-13 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 (%) 2011-12 Actual 2012-13 Budget 2012-13 Revised 2013-14 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 2011-12 Actual 2012-13 Budget 2012-13 Revised 2013-14 Budget New ADA program completion (1) (%) 95 90 90 90 Successfully remediate community concerns/consultations (%) 95 80 80 80 Measures 121 City of Tempe 2013-14 Annual Budget Finance and Technology Finance and Technology Budget/ Tax and License Finance 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 2013-14 Budget Highlights: The approved amount includes the following changes: ⋅ Authorized $54,187 in supplement funding for conversion of an Administrative Assistant position from temporary to full-time. This funding was offset by expenditure reductions of the same amount. ⋅ Authorized $91,526 in supplemental funding for a Enterprise Network Engineer position. This funding was offset by expenditure reductions of the same amount. Expenditures by Type Personnel Costs Supplies and Services Grants, Donations and/or Restricted Purpose Capital Outlay Internal Services Expenditure Total Per Capita Expenditures by Division Administration Finance Budget/Tax and License Information Technology Expenditure Total 2011-12 Actual $12,213,617 11,422,991 2012-13 Budget $12,906,167 11,105,024 2012-13 Revised $12,467,075 10,075,306 2013-14 Budget $13,110,004 11,121,367 0 76,924 (17,995,993) $5,717,539 $35.29 0 68,020 (17,825,480) $6,253,731 $38.52 0 68,420 (16,532,728) $6,078,073 $37.44 0 30,000 (17,460,849) $6,800,522 $41.80 2011-12 Actual $77,135 3,889,289 1,751,115 * $5,717,539 2012-13 Budget $137,372 4,290,219 1,826,140 * $6,253,731 2012-13 Revised $131,249 4,246,209 1,700,615 * $6,078,073 2013-14 Budget $164,965 4,570,209 2,065,348 * $6,800,522 *Information Technology costs are 100% allocated to other Departments and Offices through an interactivity process. 2011-12 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 0.50 122 2012-13 Revised Full Time 2 44 20 65 131 Perm FTE 0.50 0.50 Temp FTE 2013-14 Budget Full Time 2 44 20 67 133 Perm FTE 0.50 0.50 Temp FTE City of Tempe 2013-14 Annual Budget Finance and Technology Administration Administration is responsible for the overall management of the department. Expenditures by Type Personnel Costs Supplies and Services Grants, Donations and/or Restricted Purpose Capital Outlay Internal Services Expenditure Total Per Capita 2011-12 Actual $290,198 153 2012-13 Budget $294,523 10,586 2012-13 Revised $294,495 5,545 2013-14 Budget $308,926 10,586 0 0 (213,216) $77,135 $0.48 0 0 (167,737) $137,372 $0.85 0 0 (168,791) $131,249 $0.81 0 0 (154,547) $164,965 $1.01 2011-12 Actual Authorized Personnel Administration Total Full Time 2 2 Perm FTE 2012-13 Revised Temp FTE Full Time 2 2 Perm FTE 2013-14 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 2011-12 2012-13 2012-13 2013-14 Actual Budget Revised Budget Measures Administration Fund balance coverage - General Fund (%) General obligation bond rating (Standard & Poor's/Moody’s/Fitch) 30 AA+/Aa1/AAA 123 25 AA+/Aa1/AAA 30 AA+/Aa1/AAA 29 AA+/Aa1/AAA City of Tempe 2013-14 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 Personnel Costs Supplies and Services Grants, Donations and/or Restricted Purpose Capital Outlay Internal Services Expenditure Total Per Capita 2011-12 Actual $3,644,365 5,758,094 2012-13 Budget $3,855,884 5,487,583 2012-13 Revised $3,720,418 4,499,306 2013-14 Budget $3,857,784 5,562,783 0 4,734 (5,517,904) $3,889,289 $24.00 0 68,020 (5,121,268) $4,290,219 $26.43 0 68,020 (4,041,535) $4,246,209 $26.15 0 30000 (4,880,358) $4,570,209 $28.09 2011-12 Actual Authorized Personnel Finance Total Full Time 44 44 Perm FTE 0.50 0.50 2012-13 Revised Temp FTE Full Time 44 44 Perm FTE 0.50 0.50 Temp FTE 2013-14 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 2011-12 Actual 2012-13 Budget 2012-13 Revised 2013-14 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 2011-12 2012-13 2012-13 2013-14 Measures Actual Budget Revised Budget Compare the purchase order dispatch date/invoice date (%) 90 90 90 90 124 City of Tempe 2013-14 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 2011-12 2012-13 2012-13 Measures Actual Budget Revised Claims investigated within 7 days (%) 100 100 100 Workers’ Compensation claims $894,289 Percent change Subrogation recovery totals $697,006 Percent change 2013-14 Budget 100 $1,000,000 $1,200,000 11.8% 20.0% $1,000,000 (20.0%) $200,000 $153,000 $200,000 (71.3%) (23.5%) 30.7% 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 90% of lower cost items through annual contracts; and 2) maintain 100% compliance with the American Bar Association Model Procurement Code 2011-12 2012-13 2012-13 2013-14 Actual Budget Revised Budget Measures Lower cost purchases made through annual contracts (%) Conformity to American Bar Association Model Procurement Code (%) 88 85 90 90 100 100 100 100 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% 2011-12 Actual Measures Monthly call center reports (average speed answered in seconds) Monthly call center reports (abandoned call rate) (%) 125 2012-13 Budget 2012-13 Revised 2013-14 Budget 131 58 131 58 13 <5.8 8 <5.8 City of Tempe 2013-14 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 Personnel Costs Supplies and Services Grants, Donations and/or Restricted Purpose Capital Outlay Internal Services Expenditure Total Per Capita 2011-12 Actual $1,794,292 73,268 2012-13 Budget $1,844,946 65,600 2012-13 Revised $1,721,312 65,200 2013-14 Budget $1,821,097 65,600 0 272 (116,717) $1,751,115 $10.81 0 0 (84,406) $1,826,140 $11.25 0 400 (86,297) $1,700,615 $10.47 0 0 178,651 $2,065,348 $12.70 2011-12 Actual Authorized Personnel Budget/Tax and License Total Full Time 20 20 Perm FTE 2012-13 Revised Temp FTE Full Time 20 20 Perm FTE Temp FTE 2013-14 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 96% or higher satisfaction with overall service provided by the Budget Office 2011-12 2012-13 2012-13 Actual Budget Revised Measures Overall satisfaction with service (%) 95 95 96 2013-14 Budget 96 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 2.00; 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) 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” 2011-12 Actual 2012-13 Budget 3.06 2.00 2.00 2.00 99 95 95 95 Protested findings upheld (%) N/A 90 90 90 Overall customer service rating 4.6 4.5 4.5 4.5 Measures Recovery ratio Non-protested tax audit findings (%) 126 2012-13 Revised 2013-14 Budget City of Tempe 2013-14 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 Measures Reports issued within four working days (%) 2011-12 Actual 2012-13 Budget 2012-13 Revised 2013-14 Budget 100 100 100 100 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 four business days of the deadline; and 2) have the lowest ratio of license staff to businesses when comparing to other benchmark cities 2011-12 2012-13 2012-13 2013-14 Actual Budget Revised Budget Measures Returns entered within four business days (%) License staff to benchmark cities 85 100 87 100 1 : 1.4 1 : 1.5 1 : 1.4 1 : 1.1 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 Measures Percent of average monthly non-filer (%) 2011-12 Actual 2012-13 Budget 2012-13 Revised 2013-14 Budget <5 8.0 <5 8.7 90 to 120 receivables (%) 0.82 <1 0.67 <1 150 to 360 receivables (%) 0.50 <.5 0.49 <.5 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 127 2011-12 Actual 2012-13 Budget 2012-13 Revised 2013-14 Budget 4.3 4.5 4.3 4.5 City of Tempe 2013-14 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 Personnel Costs Supplies and Services Grants, Donations and/or Restricted Purpose Capital Outlay Internal Services Expenditure Total Per Capita* 2011-12 Actual $6,484,762 5,591,476 2012-13 Budget $6,910,814 5,541,255 2012-13 Revised $6,730,850 5,505,255 2013-14 Budget $7,122,197 5,482,398 0 71,918 (12,148,156) $0 $74.98 0 0 (12,452,069) $0 $76.70 0 0 (12,236,105) $0 $75.37 0 0 (12,604,595) $0 $77.48 * Based on total budget prior to Internal Services credit. 2011-12 Actual Authorized Personnel Information Technology Total Full Time 65 65 Perm FTE 2012-13 Revised Temp FTE Full Time 65 65 Perm FTE Temp FTE 2013-14 Budget Full Time 67 67 Perm FTE Temp FTE Related Council Strategic Priority: Operational Sustainability and Accountability Goal: To provide prompt response to computer system problems Objective: 1) To assure 95% 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) maintain 60% single point of contact (SPOC) resolution will meet or exceed industry standard established benchmark organizations supporting similar sized user base 2011-12 Actual Measures Customer satisfaction (%) SPOC resolution (%) 2012-13 Budget 2012-13 Revised 2013-14 Budget 98 90 90 95 60 55 60 60 Related Council Strategic Priority: Operational Sustainability and Accountability Goal: To minimize system downtime Objective: To average less than 5 milliseconds for PC to server response time during peak traffic load 2011-12 2012-13 2012-13 Measures Actual Budget Revised PC to server response time during peak traffic load (milliseconds) 6.56 30 10 2013-14 Budget 5 Related Council Strategic Priority: Operational Sustainability and Accountability Goal: To provide prompt computer response time Objective: To target 99.95% network access availability for voice and data Measures Network access availability for voice and data (%) 128 2011-12 Actual 2012-13 Budget 2012-13 Revised 2013-14 Budget 99.97 99.93 99.93 99.95 City of Tempe 2013-14 Annual Budget 129 City of Tempe 2013-14 Annual Budget Fire Fire Chief 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 2013-14 Budget Highlights: The approved amount includes the following change: ⋅ Authorized $815,574 in supplemental funding for replacement staffing costs due to the retirement of firefighters and paramedics. $273,959 of this funding was offset by cost reductions in other areas. Expenditures by Type Personnel Costs Supplies and Services Grants, Donations and/or Restricted Purpose 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 2011-12 Actual $21,723,593 2,113,668 2012-13 Budget $23,541,792 2,169,869 2012-13 Revised $22,765,820 2,940,084 2013-14 Budget $25,341,407 2,293,123 0 60,799 1,364,286 $25,262,346 $155.91 868,791 84,400 1,529,877 $28,194,729 $173.66 962,023 64,700 1,470,917 $28,203,544 $173.72 1,034,445 93,400 1,450,731 $30,213,106 $185.72 2011-12 Actual $3,301,571 18,864,804 483,906 480,298 2,131,767 $25,262,346 2012-13 Budget $3,458,673 20,478,878 550,368 1,294,203 2,412,607 $28,194,729 2012-13 Revised $3,138,593 19,984,511 521,067 1,384,448 3,174,925 $28,203,544 2013-14 Budget $3,812,975 22,439,991 620,270 1,239,289 2,100,581 $30,213,106 2011-12 Actual Authorized Personnel Administration/Fire Prevention Emergency/Medical Services Training/Professional Development Homeland Security/Special Operations Support Services/Personnel Safety Total Fire Full Time 20 150 3 3 5 181 Perm FTE Temp FTE 1.00 1.00 130 2012-13 Revised Full Time 20 150 3 3 5 181 Perm FTE 1.00 1.00 Temp FTE 2013-14 Budget Full Time 20 150 3 2 6 181 Perm FTE 1.00 1.00 Temp FTE City of Tempe 2013-14 Annual Budget 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 Personnel Costs Supplies and Services Grants, Donations and/or Restricted Purpose Capital Outlay Internal Services Expenditure Total Per Capita 2011-12 Actual $2,329,930 182,907 2012-13 Budget $2,460,434 166,510 2012-13 Revised $2,160,252 197,249 2013-14 Budget $2,496,072 192,998 0 0 788,734 $3,301,571 $20.38 59,013 0 772,716 $3,458,673 $21.30 34,744 0 746,348 $3,138,593 $19.33 83,121 0 1,040,784 $3,812,975 $23.44 2011-12 Actual Authorized Personnel Administration/Fire Prevention Total Full Time 20 20 Perm FTE 2012-13 Revised Temp FTE Full Time 20 20 Perm FTE Temp FTE 2013-14 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 4.0 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 2011-12 Actual Measures Fleet readiness level N/A 2012-13 Budget 4.0 2012-13 Revised 2013-14 Budget 4.0 4.0 “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 88 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 9.47 sworn full-time equivalents (FTE) per capita and .15 fire stations per square mile; 2) attain 90% resident satisfaction with the quality of local fire services; and 3) maintain daily minimum firefighter staff level at 42 2011-12 Actual 9.44 2012-13 Budget 9.42 2012-13 Revised 9.49 Non-Firefighters per capita (10,000) 1.79 1.73 1.73 1.73 Fire Stations per square mile Measures Firefighters per capita (10,000) 2013-14 Budget 9.47 0.15 0.15 0.15 0.15 Resident satisfaction with the quality of local fire service* (%) 88 90 84 90 Daily minimum firefighter staffing level 42 42 42 42 *Measured by the percent of residents that responded with “Very Satisfied” or “Satisfied” in the annual Community Attitude Survey 131 City of Tempe 2013-14 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 Personnel Costs Supplies and Services Grants, Donations and/or Restricted Purpose Capital Outlay Internal Services Expenditure Total Per Capita 2011-12 Actual $18,011,888 792,117 2012-13 Budget $19,537,545 815,324 2012-13 Revised $19,078,341 747,879 2013-14 Budget $21,126,105 822,549 0 60,799 0 $18,864,804 $116.43 41,609 84,400 0 $20,478,878 $126.14 93,591 64,700 0 $19,984,511 $123.09 397,937 93,400 0 $22,439,991 $137.94 2011-12 Actual Authorized Personnel Emergency/Medical Services Total Full Time 150 150 Perm FTE 2012-13 Revised Temp FTE Full Time 150 150 Perm FTE Temp FTE 2013-14 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 2011-12 Actual 2012-13 Budget 4:10 4:10 4:07 4:10 76 76 76 76 Total response time at the 90 percentile** 8:14 7:20 8:05 8:05 Calls per capita (1,000) 144 132 145 144 (8.3%) 9.8% (0.7%) Measures Average emergency response time in minutes (from call receipt to arrival in minutes)* Emergency responses taking 5.0 minutes or less (%) th Percent change *Calls do not include alarm processing time **Calls include alarm processing time 132 2012-13 Revised 2013-14 Budget City of Tempe 2013-14 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 Personnel Costs Supplies and Services Grants, Donations and/or Restricted Purpose Capital Outlay Internal Services Expenditure Total Per Capita 2011-12 Actual $423,921 59,985 2012-13 Budget $448,937 80,710 2012-13 Revised $434,899 80,920 2013-14 Budget $465,360 154,910 0 0 0 $483,906 $2.99 20,721 0 0 $550,368 $3.39 5,248 0 0 $521,067 $3.21 0 0 0 $620,270 $3.81 2011-12 Actual Authorized Personnel Training/Professional Development Total Full Time 3 3 Perm FTE 2012-13 Revised Temp FTE Full Time 3 3 Perm FTE Temp FTE 2013-14 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 2011-12 2012-13 2012-13 2013-14 Measures Actual Budget Revised Budget Companies completing minimum standards evaluations (%) 100 100 100 100 Annual percentage of firefighter injuries (%) 16.3 133 17 17 17 City of Tempe 2013-14 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 Personnel Costs Supplies and Services Grants, Donations and/or Restricted Purpose Capital Outlay Internal Services Expenditure Total Per Capita 2011-12 Actual $412,919 67,379 2012-13 Budget $492,858 54,897 2012-13 Revised $502,247 53,761 2013-14 Budget $631,005 54,897 0 0 0 $480,298 $2.96 747,448 0 0 $1,294,203 $7.97 828,440 0 0 $1,384,448 $8.53 553,387 0 0 $1,239,289 $7.62 2011-12 Actual Authorized Personnel Homeland Security/Special Ops Total Full Time 3 3 Perm FTE Temp FTE 134 2012-13 Revised Full Time 3 3 Perm FTE Temp FTE 2013-14 Budget Full Time 2 2 Perm FTE Temp FTE City of Tempe 2013-14 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 Personnel Costs Supplies and Services Grants, Donations and/or Restricted Purpose Capital Outlay Internal Services Expenditure Total Per Capita 2011-12 Actual $544,935 1,011,280 2012-13 Budget $602,018 1,053,428 2012-13 Revised $590,081 1,860,275 2013-14 Budget $622,865 1,067,769 0 0 575,552 $2,131,767 $13.16 0 0 757,161 $2,412,607 $14.86 0 0 724,569 $3,174,925 $19.56 0 0 409,947 $2,100,581 $12.91 2011-12 Actual Authorized Personnel Support Services/Personnel Safety Total Related Council Strategic Priority: Full Time 5 5 Perm FTE 1.00 1.00 2012-13 Revised Temp FTE Full Time 5 5 Perm FTE 1.00 1.00 Temp FTE 2013-14 Budget Full Time 6 6 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 2011-12 Actual Measures Preventive maintenance inspections 209 Percent change Completed within PM schedule (%) 72 135 2012-13 Budget 2012-13 Revised 2013-14 Budget 288 250 288 38% (13%) 15% 100 86 100 City of Tempe 2013-14 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, Employee Benefits and Services, and Education and Career Counseling. 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. Tempe Learning Center (TLC) provides education and career counseling and administers the tuition reimbursement program. FY 2013-14 Budget Highlights: ⋅ No change in staffing levels Expenditures by Type Personnel Costs Supplies and Services Grants, Donations and/or Restricted Purpose Capital Outlay Internal Services Expenditure Total Per Capita 2011-12* Actual $2,726,307 201,869 2012-13* Budget $3,089,343 318,119 2012-13* Revised $2,810,615 222,629 2013-14 Budget $3,107,009 306,231 0 533 (422,654) $2,506,055 $15.47 0 0 (524,636) $2,882,826 $17.76 0 0 (530,081) $2,503,163 $15.42 0 0 (248,322) $3,164,918 $19.46 * Figures include amounts attributable to the Tempe Learning Center, which has now been fully integrated into the Human Resources Department. 2011-12 Actual* Authorized Personnel Human Resources Total Full Time 20 20 Perm FTE 2012-13 Revised* Temp FTE Full Time 20 20 Perm FTE Temp FTE 2013-14 Budget Full Time 20 20 Perm FTE Temp FTE 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 (%) 136 2011-12 Actual 2012-13 Budget 2012-13 Revised 2013-14 Budget 5.5 7.5 6.0 7.4 City of Tempe 2013-14 Annual Budget 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 90% employee participation rate in the City’s Wellness Program 2011-12 Actual N/A Measures Medical plan cost increase (%) Wellness program participation (%) N/A 2012-13 Budget 8 2012-13 Revised 8 92 2013-14 Budget 10 90 90 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 creates diverse and deep candidate pools 2011-12 Actual N/A Measures Applicants per internal recruitment Applicants per external recruitment N/A 2012-13 Budget N/A 2012-13 Revised 6 45 2013-14 Budget 8 59 70 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 2011-12 Actual N/A Measures Employee participation (%) 2012-13 Budget 100 2012-13 Revised 95 2013-14 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 that of the City’s as reflected in the census data Measures Workforce within two percent points of each six race categories (6/6) 2011-12 Actual N/A 2012-13 Budget 4/6 2012-13 Revised 4/6 2013-14 Budget 5/6 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 90% successful completion rate for all courses with each education partnership degree program 2011-12 Actual 2012-13 Budget 2012-13 Revised 2013-14 Budget Participants who rated improved knowledge, skills and competence as a result of TLC training and development programming (%) 86 85 90 85 Education partnership participants who successfully completed assigned classes (%) 89 90 90 90 Measures 137 City of Tempe 2013-14 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 2013-14 Budget Highlights: The approved amount includes the following change: ⋅ Authorized $42,121 in supplemental funding for a part-time, benefitted audit position. A portion of the expense will be offset by the elimination of a temporary part-time staff position. Expenditures by Type Personnel Costs Supplies and Services Grants, Donations and/or Restricted Purpose Capital Outlay Internal Services Expenditure Total Per Capita 2011-12 Actual $365,496 8,622 2012-13 Budget $391,212 5,540 2012-13 Revised $362,048 5,154 2013-14 Budget $387,969 5,540 0 0 19,378 $393,496 $2.43 0 0 26,656 $423,408 $2.61 0 0 26,394 $393,596 $2.42 0 0 18,594 $412,103 $2.53 2011-12 Actual Authorized Personnel Internal Audit Total Full Time 3 3 Perm FTE 2012-13 Revised Temp FTE 0.45 0.45 Full Time 3 3 Perm FTE Temp FTE 0.45 0.45 2013-14 Budget Full Time 3 3 Perm FTE 0.50 050 Temp FTE 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 complete 90% of planned audits; 2) obtain management acceptance and support for 95% of recommendations; 3) achieve an average score on customer surveys of 4.5 on a scale of 5.0, where 4.5 is “good” and 5.0 is “excellent”; 4) respond to 100% of management’s requests for analytical and investigative assistance; and 5) record all nonprocurement contracts in the City’s central database within 15 working days from City Council approval of the contract, 95% of the time 2011-12 Actual N/A Measures Completion of planned audits (%) Support of recommendations (%) 2012-13 Budget 90 2012-13 Revised 75 2013-14 Budget 90 92 95 100 95 Average score on customer surveys (out of 5) N/A 4.5 4.3 4.5 Response to management’s requests (%) 100 100 100 100 Maintenance of the contract database (%) 95 95 100 95 138 City of Tempe 2013-14 Annual Budget 139 City of Tempe 2013-14 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 2013-14 Budget Highlights: The approved amount includes the following change: ⋅ Authorized the elimination of a grant funded Police Officer position and a grant funded Commander position. ⋅ Authorized the addition of a Restricted Purposed funded Police Officer position. Expenditures by Type Personnel Costs Supplies and Services Grants, Donations and/or Restricted Purpose Capital Outlay Internal Services Expenditure Total Per Capita Expenditures by Division Office of the Chief Operations Support Services Organizational Services Total 2011-12 Actual $50,511,061 4,078,994 2012-13 Budget $54,462,771 4,616,728 2012-13 Revised $54,528,648 3,843,195 2013-14 Budget $56,030,428 4,929,246 0 25,178 7,770,201 $62,385,434 $385.03 4,330,376 0 8,754,002 $72,163,877 $444.69 4,291,902 0 8,170,004 $70,833,749 $436.30 4,970,020 0 7,587,079 $73,516,773 $451.92 2011-12 Actual $1,512,317 45,784,804 8,053,145 7,035,168 $62,385,434 2012-13 Budget $2,225,583 53,341,160 8,644,071 7,953,063 $72,163,877 2012-13 Revised $1,983,086 53,140,408 8,363,227 7,347,028 $70,833,749 2013-14 Budget $2,058,520 54,198,842 8,856,204 8,403,207 $73,516,773 2011-12 Actual Authorized Personnel Office of the Chief Operations Support Services Organizational Services Total Full Time 4 341 95 48 488 Perm FTE Temp FTE 4.55 1.00 0.70 6.25 140 2012-13 Revised Full Time 4 340 97 50 491 Perm FTE Temp FTE 4.55 1.00 0.70 6.25 2013-14 Budget Full Time 4 338 97 51 490 Perm FTE Temp FTE 4.55 1.00 0.70 6.25 City of Tempe 2013-14 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 Personnel Costs Supplies and Services Grants, Donations and/or Restricted Purpose Capital Outlay Internal Services Expenditure Total Per Capita 2011-12 Actual $629,321 8,109 2012-13 Budget $670,617 7,568 2012-13 Revised $693,981 7,000 2013-14 Budget $694,276 7,568 0 0 874,887 $1,512,317 $9.33 0 0 1,547,398 $2,225,583 $13.71 0 0 1,282,105 $1,983,086 $12.21 0 0 1,356,676 $2,058,520 $12.65 2011-12 Actual Authorized Personnel Office of the Chief Total Full Time 4 4 Perm FTE 2012-13 Revised Temp FTE Full Time 4 4 Perm FTE Temp FTE 2013-14 Budget Full Time 4 4 Perm FTE Temp FTE Related Council Strategic Priority: 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 2011-12 2012-13 2012-13 Actual Budget Revised Measures Overall quality of local police services* (%) 81 80 2013-14 Budget 82 *Measured by the percent of residents that responded with “Very Satisfied” or “Satisfied” in the annual Community Attitude Survey 141 80 City of Tempe 2013-14 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 I 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 Personnel Costs Supplies and Services Grants, Donations and/or Restricted Purpose Capital Outlay Internal Services Expenditure Total Per Capita 2011-12 Actual $38,620,729 1,161,315 2012-13 Budget $41,559,075 1,210,910 2012-13 Revised $41,706,156 1,176,896 2013-14 Budget $42,677,479 1,187,330 0 24,133 5,978,627 $45,784,804 $282.57 4,330,376 0 6,240,799 $53,341,160 $328.55 4,291,902 0 5,965,454 $53,140,408 $327.32 4,970,020 0 5,364,013 $54,198,842 $333.17 2011-12 Actual Authorized Personnel Operations Total Full Time 341 341 Perm FTE 2012-13 Revised Temp FTE 4.55 4.55 Full Time 340 340 Perm FTE Temp FTE 4.55 4.55 2013-14 Budget Full Time 338 338 Perm FTE Temp FTE 4.55 4.55 Related Council Strategic Priority: Neighborhood Enhancement Goal: To suppress crime and promote the safety of the Tempe community Objective: To reduce overall Part I crime by 5% Measures 2011-12 Actual 2012-13 Budget 2012-13 Revised 2013-14 Budget Part I Crime 9,379 8,910 8,910 8,464 (5%) 0% (5%) Percent change Related Council Strategic Priority: Neighborhood Enhancement Goal: To ensure Tempe residents feel safe Objective: To reduce overall traffic collisions by 5% Measures Traffic collisions (based on calendar year information) Percent change 142 2011-12 Actual 2012-13 Budget 2012-13 Revised 2013-14 Budget 4,889 4,644 4,644 4,412 (5%) 0% (5%) City of Tempe 2013-14 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 Personnel Costs Supplies and Services Grants, Donations and/or Restricted Purpose Capital Outlay Internal Services Expenditure Total Per Capita 2011-12 Actual $6,907,311 640,688 2012-13 Budget $7,482,848 648,552 2012-13 Revised $7,224,357 635,733 2013-14 Budget $7,529,053 843,657 0 1,045 504,101 $8,053,145 $49.70 0 0 512,671 $8,644,071 $53.24 0 0 503,137 $8,363,227 $51.51 0 0 483,494 $8,856,204 $54.44 2011-12 Actual Authorized Personnel Support Services Total Full Time 95 95 Perm FTE 2012-13 Revised Temp FTE 1.00 1.00 Full Time 97 97 Perm FTE Temp FTE 1.00 1.00 2013-14 Budget Full Time 97 97 Perm FTE Temp FTE 1.00 1.00 Related Council Strategic Priority: Long-term Financial Stability Goal: To effectively manage our police resources to meet the needs of the Tempe community Objective: To complete the fiscal year within budget 2011-12 Actual 2012-13 Budget 61,834,991 95 Measures Operating budget ($) Percent of Budget (%) 143 2012-13 Revised 2013-14 Budget 72,198,605 70,833,749 68,546,753 - 98 <100 City of Tempe 2013-14 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 Personnel Costs Supplies and Services Grants, Donations and/or Restricted Purpose Capital Outlay Internal Services Expenditure Total Per Capita Authorized Personnel Organizational Services Total 2011-12 Actual $4,353,700 2,268,882 2012-13 Budget $4,750,231 2,749,698 2012-13 Revised $4,904,154 2,023,566 2013-14 Budget $5,129,620 2,890,691 0 0 412,586 $7,035,168 $43.42 0 0 453,134 $7,953,063 $48.99 0 0 419,308 $7,347,028 $45.25 0 0 382,896 $8,403,207 $51.66 2011-12 Actual Full Perm Temp Time FTE FTE 48 0.70 48 0.70 144 2012-13 Revised Full Perm Temp Time FTE FTE 50 0.70 50 0.70 2013-14 Budget Full Perm Temp Time FTE FTE 51 0.70 51 0.70 City of Tempe 2013-14 Annual Budget 145 City of Tempe 2013-14 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 2013-14 Budget Highlights: ⋅ Authorized supplemental funding for the following: o $131,035 for contracted custodial services, offset by the elimination of 3 vacant custodial positions o $7,150 for increase the Executive Assistant hours from 25 to 30 hours, offset by other budget reductions o $191,500 for wages, overtime and contracted services at Diablo Stadium, offset by additional revenue sources and various budget reductions o $$146,000 in Contracted Services for the SLiPP Program, offset by additional revenue of the same amount o $207,133 increase in the Fleet parts budget o $282,164 in funding to realign various positions to their related funding source o $452,765 in supplemental HURF funding for vehicle replacement, increase a Civil Engineer position by 0.50 FTE, a pavement management system, pedestrian ITS devices, traffic engineering safety improvements, and traffic signal LED replacement. o $146,915 in supplemental Golf Fund funding for contracted services, league fees and supplemental projects. $96,915 of the funding was offset by the elimination of a vacant position, and additional revenue. o $720,638 in supplemental Water Fund funding for shoring trench boxes, vehicle replacements, Eisendrath House maintenance and a development fees rate study. 146 City of Tempe 2013-14 Annual Budget Expenditures by Type Personnel Costs Supplies and Services Grants, Donations and/or Restricted Purpose Capital Outlay Internal Services Expenditure Total Per Capita 2011-12 Actual $34,947,192 74,012,208 2012-13 Budget $39,600,328 82,709,786 2012-13 Revised $36,510,614 81,178,676 2013-14 Budget $40,952,445 80,918,352 0 1,838,764 4,202,981 $115,001,145 $709.76 16,000 4,993,882 2,855,660 $130,175,656 $801.81 15,059 3,318,528 2,570,745 $123,593,622 $761.27 4,000 6,669,679 3,523,642 $132,068,118 $811.84 Expenditures by Division Administration Engineering Field Operations Transportation Water Utilities Expenditure Total 2011-12 Actual $130,508 1,869,973 30,556,591 50,943,673 31,500,400 $115,001,145 2012-13 Budget $115,380 2,075,032 34,414,802 55,178,208 38,392,234 $130,175,656 2012-13 Revised $38,775 2,066,644 31,770,798 54,694,626 35,022,779 $123,593,622 2013-14 Budget $302,246 2,310,610 36,464,660 54,332,788 38,657,814 $132,068,118 Authorized Personnel Administration Engineering Field Operations Transportation Water Utilities Total 2011-12 Actual 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 24.10 147 2012-13 Revised Full Perm Temp Time FTE FTE 5 0.63 0.49 30 213 0.50 22.12 67 0.50 1.00 143 0.49 458 1.63 24.10 2013-14 Budget Full Perm Temp Time FTE FTE 5 0.75 0.49 30 207 0.50 22.12 67 1.00 1.00 143 0.49 452 2.25 24.10 City of Tempe 2013-14 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. Expenditures by Type Personnel Costs Supplies and Services Grants, Donations and/or Restricted Purpose Capital Outlay Internal Services Expenditure Total Per Capita Authorized Personnel Administration Total 2011-12 Actual $491,434 26,361 2012-13 Budget $525,279 54,266 2012-13 Revised $509,134 35,706 2013-14 Budget $727,309 51,906 0 2,521 (389,808) $130,508 $0.81 16,000 400 (480,565) $115,380 $0.71 15,059 1,419 (522,543) $38,775 $0.24 4,000 0 (480,969) $302,246 $1.86 2011-12 Actual Full Perm Temp Time FTE FTE 5 0.50 0.49 5 0.50 0.49 2012-13 Revised Full Perm Temp Time FTE FTE 5 0.63 0.49 5 0.63 0.49 2013-14 Budget Full Perm Temp Time FTE FTE 5 0.75 0.49 5 0.75 0.49 Related Council Strategic Priority: Long-term Financial Sustainability and Operational Sustainability and Accountability Goal: To increase energy efficiency in city facilities, reduce utility bills, and create a portfolio of renewable energy resources with no capital costs to power city facilities with renewable energy Objective: 1) To achieve a 20% reduction in energy usage from baseline year in buildings participating in the Ameresco - Energy Service audit; 2) achieve a 5% reduction in 2014 and total 15% reduction in energy usage from baseline year in buildings citywide by 2015 by continuing energy audits, retrofits and retrocommissioning; upgrading central chiller plants in 2 locations; changing set points during occupied and unoccupied hours; changing custodial shift from night to day; installing energy efficient equipment; and employee behavioral changes; and 3) develop two solar power projects at City facilities with no out of pocket costs that will save $1.3 million in electric bills over the next 20 years 2011-12 2012-13 2012-13 2013-14 Measures Actual Budget Revised Budget Reduction in energy usage in energy audit buildings (%) Reduction in energy usage in buildings city wide (%) Reduction in carbon emissions in energy audit buildings (metric tons) Renewable energy / solar power generated in city facilities (kWh generated) Solar power generating system installation, operations & maintenance cost ($) Reduction in electricity costs with solar generation ($) 148 15 20 15 20 N/A N/A N/A 5 N/A N/A N/A 4,200 N/A N/A N/A 1,000,000 N/A N/A N/A N/A N/A N/A 0 14,000 City of Tempe 2013-14 Annual Budget Related Council Strategic Priority: Long-term Financial Sustainability, Operational Sustainability and Accountability, Education as a Priority Goal: To create and maintain a culture of safety and accountability, focusing on process improvement, safety training, and employee performance Objective: 1) To follow-up on and document 100% of process improvement recommendations presented to the Public Works Safety Team; 2) maintain 100% employee compliance with required safety training; and 3) maintain documented follow-up on 100% of safety related incidents and accidents Measures Safety Team recommendations with documented follow-up (%) Employees compliant with required safety training (%) Safety-related incidents and accidents with documented follow-up (%) 149 2011-12 Actual 2012-13 Budget 2012-13 Revised 2013-14 Budget N/A N/A N/A 100 N/A N/A N/A 100 N/A N/A N/A 100 City of Tempe 2013-14 Annual Budget Public Works Engineering 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. Expenditures by Type Personnel Costs Supplies and Services Grants, Donations and/or Restricted Purpose Capital Outlay Internal Services Expenditure Total Per Capita Authorized Personnel Engineering Total 2011-12 Actual $2,319,619 496,015 2012-13 Budget $2,452,679 370,529 2012-13 Revised $2,368,547 452,597 2013-14 Budget $2,487,836 484,935 0 5,454 (951,115) $1,869,973 $11.54 0 0 (748,176) $2,075,032 $12.78 0 0 (754,500) $2,066,644 $12.73 0 0 (662,161) $2,310,610 $14.20 2011-12 Actual Full Perm Temp Time FTE FTE 30 30 2012-13 Revised Full Perm Temp Time FTE FTE 30 30 2013-14 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, 100% of the time; and 2) complete the project on-time 100% of the time for the Capital Improvements Program 2011-12 Actual 2012-13 Budget 2012-13 Revised 2013-14 Budget CIP projects that completed the design phase within the approved baseline budget or within normal tolerances of 5% (%) 100 95 100 100 CIP projects that completed the design phase within two months of the approved baseline schedule or within normal tolerances of 5% (%) 100 95 100 100 CIP projects that completed the construction phase within the approved baseline budget or within normal tolerances of 5% (%) 100 95 100 100 CIP projects that completed the construction phase within two months of the approved baseline schedule or within normal tolerances of 5% (%) 100 95 100 100 Measures 150 City of Tempe 2013-14 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 2011-12 2012-13 2012-13 2013-14 Measures Actual Budget Revised Budget 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 (%) 98 90 98 90 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 (%) 95 90 95 90 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 2011-12 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 (%) 151 2012-13 Budget 2012-13 Revised 2013-14 Budget N/A 100 100 100 N/A 100 100 100 City of Tempe 2013-14 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. Expenditures by Type Personnel Costs Supplies and Services Grants, Donations and/or Restricted Purpose Capital Outlay Internal Services Expenditure Total Per Capita Authorized Personnel Field Operations Total 2011-12 Actual $14,804,064 18,098,154 2012-13 Budget $16,556,949 16,785,370 2012-13 Revised $15,256,281 16,812,286 2013-14 Budget $16,646,480 17,481,714 0 1,521,125 (3,866,752) $30,556,591 $188.59 0 3,605,116 (2,532,633) $34,414,802 $211.98 0 2,234,394 (2,532,163) $31,770,798 $195.69 0 4,981,747 (2,645,281) $36,464,660 $224.15 2011-12 Actual Full Perm Temp Time FTE FTE 212 0.50 22.12 212 0.50 22.12 2012-13 Revised Full Perm Temp Time FTE FTE 213 0.50 22.12 213 0.50 22.12 2013-14 Budget Full Perm Temp Time FTE FTE 207 0.50 22.12 207 0.50 22.12 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) reconcile billing and routing data for commercial accounts from 0 to 1,834 by January 1, 2014; and 2) (Diversion) increase the combined diversion rate from 10% to 15% by June 1, 2014 2011-12 2012-13 2012-13 2013-14 Actual Budget Revised Budget Measures Number of billing and routing data accounts reconciled Diversion rate (%) N/A 1,834 1,742 1,834 9 15 15 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 88 for a complete description of the Performance Benchmarking Program. 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; and 2) achieve an internal satisfaction rate of 80% 2011-12 2012-13 2012-13 2013-14 Measures Actual Budget Revised Budget Cost of square foot maintained per FTE equivalent* N/A N/A N/A $2.26 Internal satisfaction rate (%) N/A *Excludes personnel and facilities budgeted in the Performing Arts and Transit Funds 152 N/A N/A 80 City of Tempe 2013-14 Annual Budget Related Council Strategic Priority: Neighborhood Enhancement and Operational Sustainability and Accountability Goal: To collect and dispose of all contained solid waste generated by residential customers Objective: 1) To provide excellent service to residential customers by effectively and efficiently managing solid waste collected; and 2) attain resident satisfaction rates that exceed the national average for residential trash collection services (84%), bulk item pick up/removal services (60%), and for recycling services (73%) 2011-12 Actual Measures 2012-13 Budget 2012-13 Revised 2013-14 Budget Residential contained/recycling cost per ton ($) 115 125 121 147 Residential contained solid waste tons per capita (1,000) 279 281 281 281 Resident satisfaction with residential trash collection services* (%) 92 91 90 90 Resident satisfaction with bulk item pick up/removal services* (%) 86 86 85 85 Resident satisfaction with recycling services* (%) 89 89 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: 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 ICMA industry standards; 2) complete 65% of scheduled preventative maintenance within a year; 3) maintain facility condition index (FCI) at an average of 6% or lower for all City owned buildings; and 4) achieve an internal satisfaction rate of 80% 2011-12 2012-13 2012-13 2013-14 Measures Actual Budget Revised Budget Operating and Maintenance cost per square foot maintained* ($) 3.66 3.48 3.42 3.69 Scheduled maintenance completed within a year (%) N/A 80 50 65 Facility condition index at 6% or lower (%) N/A N/A 4.57 <6 Internal satisfaction rate (%) N/A N/A N/A 80 *Excludes personnel and facilities budgeted in the Performing Arts and Transit Funds 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; 4) achieve volunteer staffing levels that exceed published National Parks and Recreation Association industry standards; and 5) achieve a condition rating of 5 or less in 100% of all park assets 2011-12 2012-13 2012-13 2013-14 Measures Actual Budget Revised Budget Resident satisfaction with the quality of City parks* (%) 91 80 89 80 Resident satisfaction with the quality of neighborhood parks* (%) 77 80 77 80 Resident satisfaction with the City’s golf courses* (%) 64 80 63 80 Resident satisfaction with the City’s outdoor athletic fields* (%) 71 80 72 80 Resident satisfaction with the quality of City recreation centers* (%) 76 80 70 80 Acres of developed park lands maintained per FTE** 15 43 15 15 O&M cost recovered through revenue (Golf Fund) (%) 96 100 96 100 42,000 14,600 14,600 12,000 Total volunteer hours Condition rating over 5 or less (%) N/A N/A 49 *Measured by the percent of residents that responded with “Very Satisfied” or “Satisfied” in the annual Community Attitude Survey **Excludes non-City open space 153 100 City of Tempe 2013-14 Annual Budget 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 2011-12 2012-13 2012-13 Actual Budget Revised Measures 2013-14 Budget Cost per mile (maintenance and repair, fuel and capital cost): Police patrol sedans $0.52 $0.51 $0.57 $0.50 Light duty trucks $0.50 $0.54 $0.57 $0.50 Solid waste trucks $3.01 $2.98 $3.35 $3.00 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) 2011-12 2012-13 2012-13 Actual Budget Revised Measures Mechanic utilization rate (%) 70 70 71 2013-14 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 95% among all city user groups Measures Preventative maintenance compliance rate (%) 154 2011-12 Actual 2012-13 Budget 2012-13 Revised 2013-14 Budget 85 85 92 95 City of Tempe 2013-14 Annual Budget Public Works Transportation The Transportation Division consists of two sections, Traffic Engineering and Operations and Transit. The Traffic Engineering and Operations section has the primary responsibility of providing engineering, surveying, inspection, testing and contractual services for all improvements constructed within the public rights-of-way. 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. 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. Expenditures by Type Personnel Costs Supplies and Services Grants, Donations and/or Restricted Purpose Capital Outlay Internal Services Expenditure Total Per Capita Authorized Personnel Traffic Engineering and Operations Total 2011-12 Actual $5,180,751 40,016,111 2012-13 Budget $6,100,874 46,297,623 2012-13 Revised $5,761,441 46,296,539 2013-14 Budget $6,557,875 44,091,424 0 156,325 5,590,486 $50,943,673 $314.41 0 227,000 2,552,711 $55,178,208 $339.87 0 207,342 2,429,304 $54,694,626 $336.89 0 671,939 3,011,550 $54,332,788 $333.99 2011-12 Actual Full Perm Temp Time FTE FTE 67 0.50 1.00 67 0.50 1.00 2012-13 Revised Full Perm Temp Time FTE FTE 67 0.50 1.00 67 0.50 1.00 2013-14 Budget Full Perm Temp Time FTE FTE 67 1.00 1.00 67 1.00 1.00 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, 100% of the time; and 2) complete the project on-time 100% of the time for the Capital Improvements Program 2011-12 Actual 48 Measures Active CIP construction contracts 2012-13 Budget 50 2012-13 Revised 51 2013-14 Budget 52 Active CIP professional service contracts 107 130 102 125 CIP projects that completed the design phase within the approved baseline budget or within normal tolerances of 5% (%) 100 95 100 100 CIP projects that completed the design phase within two months of the approved baseline schedule or within normal tolerances of 5% (%) 100 95 100 100 100 95 100 100 100 95 100 100 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% (%) 155 City of Tempe 2013-14 Annual Budget 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 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 (%) 2011-12 Actual 2012-13 Budget 2012-13 Revised 2013-14 Budget N/A 100 100 100 N/A 100 100 100 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 2011-12 Actual 137 Measures Civil plan sheets reviewed 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 (%) 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 2012-13 Budget 150 2012-13 Revised 750 2013-14 Budget 800 98 90 95 90 1,182 1,500 1,000 1,200 95 270 90 185 95 260 90 250 1,007 1,150 575 800 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 2011-12 Actual 2012-13 Budget 2012-13 Revised 2013-14 Budget Street light outage calls repaired within three working days (%) 98 98 96 98 Resident satisfaction with the adequacy of City street lighting* (%) 69 70 70 70 Measures *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 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 2011-12 Actual Measures Emergency signal service calls response within 30 minutes (%) Preventative maintenance of traffic signal control cabinets (annually) (%) 156 2012-13 Budget 2012-13 Revised 2013-14 Budget 98 98 98 98 100 100 100 100 City of Tempe 2013-14 Annual Budget 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 attain an 80% resident satisfaction rate regarding the cleanliness of City streets Measures Resident satisfaction with cleanliness of City streets* (%) 2011-12 Actual 2012-13 Budget 2012-13 Revised 2013-14 Budget 76 80 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 perform preventive roadway maintenance to extend the life of City streets Objective: 1) To maintain an average Pavement Quality Index (PQI) rating of 70 for City streets; 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 2011-12 2012-13 2012-13 2013-14 Actual Budget Revised Budget Measures Average Pavement Quality Index (PQI) N/A N/A N/A 70 Resident satisfaction with the condition of neighborhood streets* (%) 75 80 80 80 Resident satisfaction with overall condition of City streets* (%) 74 80 72 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 2011-12 2012-13 2012-13 Actual Budget Revised Measures Resident satisfaction with overall condition and clarity of street signs* (%) 80 80 2013-14 Budget 80 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 2011-12 2012-13 Actual Budget Measures Resident satisfaction with management of traffic flow (%) 62 65 2012-13 Revised 2013-14 Budget 63 65 *Measured by the percent of residents that responded with “Very Satisfied” or “Satisfied” in the annual Community Attitude Survey 157 City of Tempe 2013-14 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 Measures On-time performance (%) Complaint rate (complaints per 100,000 boardings) Preventative maintenance inspection schedule compliance (%) Miles between in-service failures 2011-12 Actual 2012-13 Budget 2012-13 Revised 2013-14 Budget 94.6 94.0 93.2 94.0 35.11 30.0 27.2 <30.0 99.0 98.0 98.2 98.0 17,043 <20,000 20,441 <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 2011-12 2012-13 2012-13 2013-14 Actual Budget Revised Budget Measures Boardings per mile – Local Bus (> 2.0) 1.9 2.0 2.0 2.0 Boardings per mile – Circulator Bus (> 2.2) 2.4 2.2 2.2 2.2 Boardings per mile – Express Bus (> 1.0) 0.7 1.0 0.8 1.0 Boardings per mile – Metro Light Rail (> 4.5) 5.7 4.5 6.2 6.0 Boardings per hour – Dial-A-Ride (> 1.7) 1.6 1.7 3.9 3.5 2.46 3.41 2.04 2.50 Subsidy per boarding – Bus ($) Subsidy per boarding – Metro Light Rail ($) Subsidy per boarding – Dial-A-Ride ($) 1.18 2.09 1.72 1.90 47.92 11.15 26.08 26.09 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 75 or higher and exceed 13 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 2011-12 2012-13 2012-13 2013-14 Actual Budget Revised Budget Measures Boardings per capita Total Ridership Local Bus Boardings 75 75 76 75 12,317,778 4,892,121 13,021,118 12,465,088 13,000,000 5,067,577 5,094,591 5,200,000 3,490,934 3,760,394 3,166,062 3,300,000 47,802 47,726 37,785 40,000 3,886,921 4,112,156 4,166,650 4,300,000 Circulator Bus Boardings Express Bus Boardings Metro Light Rail Boardings 29,952 33,265 35,616 35,000 Resident satisfaction with quality of local transit service* (%) Dial-A-Ride Boardings 73 80 74 80 Resident satisfaction with quality of walking and biking paths* (%) 78 80 75 80 *Measured by the percent of residents that responded with “Very Satisfied” or “Satisfied” in the annual Community Attitude Survey 158 City of Tempe 2013-14 Annual Budget Public Works Water Utilities The Water Utilities Division 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. Expenditures by Type Personnel Costs Supplies and Services Grants, Donations and/or Restricted Purpose Capital Outlay Internal Services Expenditure Total Per Capita Authorized Personnel Water Utilities Total 2011-12 Actual $12,151,324 15,375,567 2012-13 Budget $13,964,547 19,201,998 2012-13 Revised $12,615,211 17,581,548 2013-14 Budget $14,532,945 18,808,373 0 153,339 3,380,170 $31,500,400 $194.41 0 1,161,366 4,218,479 $38,392,234 $236.48 0 875,373 3,722,491 $35,022,779 $215.72 0 1,015,993 4,300,503 $38,657,814 $237.64 2011-12 Actual Full Perm Temp Time FTE FTE 146 0.49 146 0.49 2012-13 Revised Full Perm Temp Time FTE FTE 143 0.49 143 0.49 2013-14 Budget Full Perm Temp Time FTE FTE 143 0.49 143 0.49 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) purchase and drill Well Site #16 land; 3) outfit 35 Salt River Project 3 Western Canals; and 4) update GIS mapping software by June 30, 2014 2011-12 Actual Measures 2012-13 Budget 2012-13 Revised 2013-14 Budget Million gallons per day emergency capacity N/A N/A N/A 25-30 Well #16 Land Purchase N/A N/A 100 Complete Well #16 Drilling N/A N/A N/A 75 SRP Western Canals N/A N/A N/A 35 GIS Software Update 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 88 for a complete description of the Performance Benchmarking Program. 159 City of Tempe 2013-14 Annual Budget Related Council Strategic Priority: Neighborhood Quality of Life and Revitalization 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; and 3) respond to water quality complaints within 24 hours, 100% of the time 2011-12 2012-13 2012-13 2013-14 Actual Budget Revised Budget Measures Overall resident satisfaction with water service (%) 82 85 84 85 Taste and odor complaints (%) <1 <1 <1 <1 Hardness complaints (%) <1 <1 <1 <1 Other complaints Response within 24 hours of water quality complaint (%) 22 <5 <5 <5 100 100 100 100 *Measured by the percent of residents that responded with “Very Satisfied” or “Satisfied” in the annual Community Attitude Survey Related Council Strategic Priority: Neighborhood Quality of Life and Revitalization Goal: To measure percentage of time residents have accessibility to tap water Objective: To maintain reliability index at 99% or above Measures Reliability of service* 2011-12 Actual 2012-13 Budget 2012-13 Revised 2013-14 Budget N/A N/A N/A 99.9% *Measured by the percent of residents that responded with “Very Satisfied” or “Satisfied” in the annual Community Attitude Survey 160 City of Tempe 2013-14 Annual Budget Capital Improvements Program Budget Contents Capital Improvements Program Overview .................................................................................................................. 162 2013-14 CIP Process ................................................................................................................................................. 163 Capital Budget Strategic Priorities .............................................................................................................................. 164 Fiscal Years 2013-14 through 2017-18 Capital Improvements Program Summary ................................................... 165 Fiscal Years 2013-14 through 2017-18 Capital Improvements Program Source of Funds Summary ........................ 166 CIP Impact on the Operating Budget.......................................................................................................................... 167 CIP – Significant Nonrecurring Projects ..................................................................................................................... 168 Capital Improvements Project Map ............................................................................................................................ 172 Capital Improvements Program Financing ................................................................................................................. 173 Long-Term Debt and Bond Authorization Summary ................................................................................................... 174 Fiscal Year 2013-14 Debt Service Appropriations by Capital Program ...................................................................... 175 Legal Bonded Debt Limits .......................................................................................................................................... 175 Capital Budget, Debt Service and Property Tax Rate - Ten Year Historical Trends ................................................... 176 Capital Budget, Debt and Property Tax Levy Policy Statements ................................................................................ 176 Fiscal Years 2013-14 through 2017-18 Capital Improvements Program Project Listing and Descriptions ................. 178 Enterprise Program - Fiscal Years 2013-14 through 2017-18 .................................................................................... 179 Water Program CIP Projects .................................................................................................................................. 180 Wastewater Program CIP Projects ......................................................................................................................... 196 Special Purpose Program .......................................................................................................................................... 201 Transit CIP Projects ................................................................................................................................................ 202 General Purpose Program - Fiscal Years 2013-14 through 2017-18 ......................................................................... 215 Police Protection Program CIP Projects ................................................................................................................. 216 Fire Protection Program CIP Projects ..................................................................................................................... 218 Storm Drains Program CIP Projects ....................................................................................................................... 222 Park Improvements / Recreation Program CIP Projects ......................................................................................... 224 General Governmental Program CIP Projects ........................................................................................................ 239 Transportation Program - Fiscal Years 2013-14 through 2017-18 ............................................................................. 257 Transportation and R.O.W. Improvements Program CIP Projects .......................................................................... 258 Traffic Signals and Street Lighting Program CIP Projects ....................................................................................... 266 161 City of Tempe 2013-14 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) 2013-14 totals $547 million, and of this amount, approximately $119.5 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 $37.6 million and includes water and wastewater projects accounting for 31.4% of the total capital budget in FY 2013-14. The Special Purpose program includes Transit projects, and totals $15.5 million, or 13%, of funded projects in FY 2013-14. The General Purpose program includes Police, Fire, Storm Drains, Parks and General Governmental projects and totals $51.2 million or 43% 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 $15.2 million. FY 2013-14 Total Financial Program Comparison of FY 2012-13 and FY 2013-14 Capital Budgets Capital Program Enterprise Water Wastewater FY 2012-13 Budget FY 2013-14 Budget $43,446,718 19,573,037 $27,447,487 10,118,974 Special Purpose Transit 20,365,587 15,521,005 General Purpose Police Fire Storm Drains Park Improvements General Governmental 7,845,283 1,687,521 1,091,059 10,006,161 11,644,294 2,745,512 2,556,829 896,062 29,774,582 15,257,687 7,433,340 1,719,526 12,256,356 2,952,915 $124,812,526 $119,527,409 Transportation Transportation and R.O.W Traffic Signals / Street Lighting Total 162 Operating Budget $427.8 Capital Budget $119.5 Total ($ millions) $547.3 Operating Budget 78% Capital Budget 22% City of Tempe 2013-14 Annual Budget 2013-14 CIP Process 5 4 As a result, the top priority G.O. funded projects recommended by staff were those necessary to maintain or replace existing assets, and projects that would enable the City to operating at existing service levels. Pedestrian Intersection Countdown Timers Public Safety Communications Equipment City Facilites Small Scale Remodels 2 Low Since total costs associated with projects submitted with G.O. bonds as the proposed funding source far exceeded the amount of G.O. bonds the City can afford to issue over the next five years, those projects were prioritized and ranked according to established criteria to identify the 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 Street Lights, Storm Drains, Sidewalks 3 Unlike capital project programs like transit and water and wastewater which have dedicated funding sources; several general purpose project program areas are eligible for G.O bond funding as approved by Tempe voters. Enterprise Network Storage Traffic Signals, Light Poles, Street Preservation, Park & Recreation Infrastructure and Equipment Replacement Traffic Calming Enhancements 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 estimated the City’s capacity to enter into additional General Obligation (G.O) debt to fund capital projects over the upcoming five year period of the CIP, and worked to identify all other potential project funding sources. High Early November 2012 City department heads, capital project managers, and Financial Services staff launched the 2013-14 CIP process with a meeting to review the capital budget calendar and estimated availability of funds. Financial Services staff provided guidance regarding the information CIP project managers should provide to substantiate requests for FY 2013-14 project funding. This included detailed assistance with how to complete the most recent project request form. Continued emphasis was placed on the importance of providing accurate project completion timelines, and validating ongoing project costs with detailed schedules for the replacement and maintenance of City assets. 1 Low 2 3 Lake Dam Replacement City Facilities Infrastructure Maintenance and Replacement 4 5 High The diagram above illustrates how the general purpose G.O. bond funded projects requested in the FY 2013-14 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 2013-14 adopted five year CIP; projects in red categories were considered relatively lower priorities and fell just outside of the G.O. bond funding range. It is important to note transit and water / wastewater projects were also evaluated for necessity based on adherence to the City’s asset management practices, and the degree to which they addressed public health and safety concerns; however they were not subjected to a rigorous prioritization process because total project costs fell within the funding levels available to the respective program areas. This is somewhat by design since funding availability for these areas is measured by transit and water / wastewater fund managers who work closely with the project managers. Finally, during three City Council Issue Review Sessions held between February and April 2013, staff presented, for Council’s consideration, all capital projects originally submitted by departments, as well as staff’s recommended prioritization of G.O. bond funded projects. Also during these sessions, Financial Services discussed the financial and legal funding variables used to determine the total potential monetary size of the next five year CIP (discussed further below under Capital Program Financing). Consequently, on June 13th a balanced final five year capital program was presented for Council adoption. 163 City of Tempe 2013-14 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 2013-14 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, 63% of the funded 2013-14 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 and Water / Wastewater capital project programs. Several Transit projects such as the Broadway Road streetscape project, and the Rio Salado Multiuse Path projects support the Advanced Transportation Infrastructure strategic priority by adding grant funded multi-modal pedestrian and bicycle accessibility improvements to these areas. Projects to install pedestrian intersection countdown timers and traffic flow monitoring under the Traffic Signals and Street Lighting program also contribute to the advanced transportation infrastructure. The Town Lake dam project exemplifies 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 2013-14 capital programs in projects such as the Permits Plus Upgrade project, the Library Software Upgrade and RFID Conversion, and the Police Department’s upgrade and replacement of its computer aided dispatch, records management, and field report writing systems. The CIP also contributes directly to the Sustainable Economic Development strategic priority. 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. 164 City of Tempe 2013-14 Annual Budget Fiscal Years 2013-14 through 2017-18 Capital Improvements Program Summary Program New 2013-14 Total 2013-14 Capital Budget Capital Budget Capital Budget Re-appropriations Appropriations Appropriations 2014-15 Additional Projected Needs 2015-16 2016-17 2017-18 Total 5-Year Program Enterprise Program Water Wastewater Total Enterprise 22,690,987 4,756,500 27,447,487 14,613,000 10,618,758 8,652,205 7,147,205 68,478,655 4,853,974 5,265,000 10,118,974 3,695,578 7,314,515 10,264,951 6,495,529 37,889,547 27,544,961 10,021,500 37,566,461 18,308,578 17,933,273 18,917,156 13,642,734 106,368,202 Special Purpose Program Transit 11,322,141 4,198,864 15,521,005 14,086,376 5,349,390 3,408,348 1,709,568 40,074,687 11,322,141 4,198,864 15,521,005 14,086,376 5,349,390 3,408,348 1,709,568 40,074,687 Police Protection 1,883,801 861,711 2,745,512 - - 3,912,538 - 6,658,050 Fire Protection 1,484,429 1,072,400 2,556,829 1,858,000 582,800 1,100,000 550,000 6,647,629 896,062 - 896,062 250,000 250,000 250,000 250,000 1,896,062 Park Improvements 5,513,452 24,261,130 29,774,582 29,571,351 2,407,500 2,517,500 2,597,500 66,868,433 General Governmental 5,782,926 9,474,761 15,257,687 5,171,527 4,873,148 5,710,805 3,190,113 34,203,279 Total General Purpose 15,560,670 35,670,002 51,230,672 36,850,878 8,113,448 13,490,843 6,587,613 116,273,453 2,666,852 9,589,504 12,256,356 4,425,277 4,825,177 5,265,067 4,759,295 31,531,172 871,800 2,081,115 2,952,915 1,010,884 1,884,066 1,763,081 1,661,028 9,271,974 3,538,652 11,670,619 15,209,271 5,436,161 6,709,243 7,028,148 6,420,323 40,803,146 57,966,425 61,560,985 119,527,409 74,681,993 38,105,354 42,844,495 28,360,238 303,519,489 Total Special Purpose General Purpose Program Storm Drains Transportation Transportation and R.O.W. Traffic Signals/Street Lighting Total Transportation TOTAL PROGRAM 165 City of Tempe 2013-14 Annual Budget Fiscal Years 2013-14 through 2017-18 Capital Improvements Program Source of Funds Summary Program New 2013-14 Total 2013-14 Capital Budget Capital Budget Capital Budget Re-appropriations Appropriations Appropriations Additional Projected Needs 2015-16 2016-17 2017-18 2014-15 Total 5-Year Program Enterprise Supported Water / Wastewater Bonds 27,132,030 9,222,500 36,354,530 18,308,578 17,933,273 18,917,156 13,612,734 412,931 799,000 1,211,931 - - - 30,000 1,241,931 27,544,961 10,021,500 37,566,461 18,308,578 17,933,273 18,917,156 13,642,734 106,368,202 Transit Tax 2,892,803 3,729,780 6,622,583 3,305,706 2,083,994 2,029,327 1,709,568 15,751,178 Federal Grants 8,429,338 469,084 8,898,422 10,780,670 3,265,396 1,379,021 - 24,323,509 11,322,141 4,198,864 15,521,005 14,086,376 5,349,390 3,408,348 1,709,568 40,074,687 General Obligation Bonds 7,833,418 24,964,706 32,798,124 29,707,377 7,687,299 13,045,297 6,407,810 89,645,907 Capital Projects Fund Balance 7,291,029 921,711 8,212,740 - - - - 8,212,740 293,223 500,562 793,785 - - - - 793,785 87,500 367,915 455,415 97,799 99,957 141,544 55,126 849,840 Capital Projects Fund Balance Total Enterprise Supported 105,126,271 Special Purpose Transit Total Special Purpose General Purpose Municipal Arts Fund Solid Waste Fund - 30,000 30,000 - - - - 30,000 17,500 214,280 231,780 236,201 278,692 256,503 77,177 1,080,352 Golf Fund Enterprise Revenue - 674,000 674,000 2,762,000 - - - 3,436,000 Capital Improvements Reserve 38,000 19,698 57,698 - - - - 57,698 - 6,000,000 6,000,000 4,000,000 - - - 10,000,000 Property Assessments - 579,630 579,630 - - - - 579,630 CenturyLink - 150,000 150,000 - - - - 150,000 Diablo Stadium Revenue - 47,500 47,500 47,500 47,500 47,500 47,500 237,500 Transit Tax Water / Wastewater Fund Cash Orchid House Proceeds - 1,200,000 1,200,000 - - - - 1,200,000 Total General Purpose 15,560,670 35,670,002 51,230,672 36,850,878 8,113,448 13,490,843 6,587,613 116,273,453 2,607,564 3,554,961 6,162,525 5,029,244 5,465,854 5,744,523 5,232,933 27,635,079 386,011 491,561 877,572 - - - - 877,572 Developer Assistance - 180,000 180,000 - - - - 180,000 Highway User Revenue Fund - 1,427,000 1,427,000 300,000 300,000 300,000 300,000 2,627,000 State LTAF Revenue - 1,153,000 1,153,000 - - - - 1,153,000 Transportation General Obligation Bonds Capital Projects Fund Balance Federal Grants Total Transportation TOTAL PROGRAM 545,077 4,864,097 5,409,174 106,917 943,389 983,625 887,390 8,330,495 3,538,652 11,670,619 15,209,271 5,436,161 6,709,243 7,028,148 6,420,323 40,803,146 57,966,425 61,560,985 119,527,409 74,681,993 38,105,354 42,844,495 28,360,238 303,519,489 166 City of Tempe 2013-14 Annual Budget CIP 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. 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. The new FY 2013-14 operating costs and revenues shown below are incorporated in the City’s adopted operating budget. 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. The table below shows the estimated new ongoing operating budget impacts associated with projects included in the adopted five year CIP. New Operating and Maintenance Impacts: FYs 2013-14 to FY 2017-18 Capital Projects by Fund General Fund Projects City Regional Radio System Maintenance and Replacement CAD / RMS / FRWS Cost Category Software Maintenance FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 $ $ 109,200 $ 25,200 $ 109,200 $ 224,015 224,015 224,015 224,015 15,000 15,000 15,000 15,000 25,200 Software Maintenance Laptop Replacement Vehicle Data Cards Permits Plus Upgrade Software Maintenance General Fund Subtotal 15,000 25,200 75,838 75,838 75,838 75,838 75,838 116,038 424,053 340,053 424,053 340,053 7,103 7,316 7,103 7,316 Transit Fund Projects Alameda Drive & I-10 Bicycle / Pedestrian Bridge Landscape Maintenance Broadway Road Streetscape Project Landscape Maintenance Creamery Branch Rail Path Landscape Maintenance El Paso Natural Gasline Easement Multi-use Path Phase III Landscape Maintenance Hardy Drive Streetscape Project Landscape Maintenance Rio Salado Southbank Path Tempe Phoenix Landscape Maintenance Rio Salado Southbank Path Underpass at 101 & 202 Freeway Interchange Landscape Maintenance Tempe Transit Center 6,896 7,535 6,500 6,896 7,103 7,316 8,500 8,755 9,018 9,288 6,695 6,896 7,103 7,316 6,695 6,895 7,102 7,315 Lease Revenue (15,875) (83,820) (87,630) (91,440) (95,250) Transit Passenger Facilities Installation and Upgrade Project Bus Stop Maintenance 3,900 3,900 4,017 4,138 4,262 University Drive Bike / Ped Improvements (Union Pacific Railroad to Priest) Landscape Maintenance 6,896 7,103 7,316 7,535 (5,475) (51,134) (40,172) (35,456) (30,051) Transit Fund Subtotal Water / Wastewater Fund Projects Water Utilities Security Improvements Lights Maintenance City of Tempe Total $ $ 110,563 5,000 $ 377,919 $ 5,000 $ 304,881 $ 5,000 $ 393,597 $ 5,000 $ 315,002 Notably, as a result of the Transit Center project, build-out of the ground floor retail space of the Tempe Transportation Center is estimated to generate new revenue as a result of leasing transit-oriented retail space to new tenants. Shown above, this new revenue is projected to more than offset the annual operating and maintenance expenditure increases in the Transit Fund. 167 City of Tempe 2013-14 Annual Budget CIP – Significant Nonrecurring Projects These are permanent projects that are unusual and typically “one time” in nature and involve the construction of new facilities or City infrastructure, extensive renovation or addition to existing facilities, or that appreciably contribute to the City’s General Plan particularly with regard to sustainable land use, economic development and regional connectivity. Town Lake Dam Replacement Project Num ber: Start Date: Estim ated Com pletion Date: 6504227 07/05/2012 12/31/2015 Program : General Purpose Sub Program : Park Improvements / Recreation Managing Departm ent: Public Works / Engineering Project Description and Benefit Based on the contractual agreement betw een the City and Bridgestone, the temporary rubber bladders must be replaced by the City by the end of December, 2015. The City has initiated a project to select, design and construct the "best - value" solution for replacement of the Tempe Tow n Lake dow nstream dam and that has been determined to be the steel hinged crest gate. Current project cost estimate is for the Dow nstream Dam only. Design and Engineering costs in year 2013- 2014 w ill apply to long lead item procurement. Tempe Tow n 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(s) represents a major investment in the sustainability of this important attraction and ensures the lake w ill remain a pleasant and safe leisure opportunity destination for residents into the future. Funding Source(s) 2013-14 2014-15 2015-16 2016-17 2017-18 Total 5-Year Capital Projects Fund Balance Cash General Obligation Bonds 3,621,330 13,550,000 4,000,000 19,611,851 - - - 3,621,330 4,000,000 33,161,851 Project Total 17,171,330 23,611,851 - - - 40,783,181 New Operating and Maintenance Budget Im pact The annual operating budget for maintenance of the existing Tow n Lake Dam w ill be utilized to maintain the new dam once complete. City engineering staff are currently w orking to estimate the actual costs required to fully maintain and monitor the new dam. Should the annual operating costs exceed the current budget for the existing dam, a determination w ill be made about w hether or not it w ill be fiscally necessary to reduce the operating budget in other operating areas or departments in order to accommodate the increase, or w hether the increase can be added to the City's total operating budget. 168 City of Tempe 2013-14 Annual Budget Environmental Laboratory Facility Project Num ber: 3203499 Start Date: 07/01/2012 Estim ated Com pletion Date: 12/31/2013 Program : Enterprise Sub Program : Water Managing Departm ent: Public Works / Water Utilities Project Description and Benefit This project involves the design and construction of an environmental laboratory facility necessary to continue to analyze the quality of its drinking w ater and w astew ater as required under federal and state environmental law s, and to ensure the safest possible w ater supply. Design plans and specifications are completed and building permits for the project have been obtained. The purpose is to allow Tempe to conduct quality analyses of its drinking w ater and w astew ater supplies to ensure compliance w ith federal and state regulations, and to ensure that Tempe residents receive a safe and sustainable w ater supply. Rapidly emerging regulations governing drinking w ater and w astew ater have created a nearly 5-fold increase in the last decade in the number of analyses that Tempe must conduct to ensure compliance w ith Clean Water Act and Safe Drinking Water Act requirements. Without this project, Tempe w ill increasingly depend on costly contract laboratories to provide w ater quality analyses, and w ill be unable to utilize such data to optimize treatment processes and practices due to long turn-around times associated w ith contract labs. The Environmental Laboratory project w ill help ensure the City’s w ater quality is tested and treated in compliance w ith current and future environmental regulation under the U.S. Safe Drinking Water Act. According to the City’s 2012 Community Attitude Survey, the City’s ability to supply reliable, high quality domestic w ater to its residents resulted in an 84% resident satisfaction rating w hich is 4% above the national average of 80%. Funding Source(s) Water / Wastew ater Bonds 2013-14 6,936,639 2014-15 2015-16 2016-17 2017-18 Total 5-Year - - - - 6,936,639 New Operating and Maintenance Budget Im pact Water utilities staff predict the current annual operating budget for w ater testing can be reduced once the new laboratory facility is complete. While the exact reduction amount is unknow n at this time, w ater utilities staff estimate new technology and equipment at the new facility w ill allow the department to save betw een $100,000 and $200,000 annually because more w ater testing w ill be performed “in house” rather than by expensive outside laboratories. 169 City of Tempe 2013-14 Annual Budget Rio Salado Southbank Path Underpass at 101 & 202 Freeway Interchange Project Num ber: 6004319 Start Date: 07/01/2011 Estim ated Com pletion Date: 12/30/2013 Program : Special Purpose Sub Program : Transit Managing Departm ent: Public Works / Transit Project Description and Benefit The project w ill 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 w ide concrete path w ith lighting and safety railings underneath the freew ay and w ould link to existing and planned pathw ays in Tempe and Mesa. The project is funded through a federal transportation grant in partnership w ith the Arizona Department of Transportation. The project provides a non-motorized link along a regionally significant riparian corridor betw een 2 major centers, Tempe Marketplace and Mesa Riverview . Additionally, the project w ill eliminate the main obstruction connecting Tempe to Mesa and w ill link to the Scottsdale Indian Bend Wash, Rio Salado, Dow ntow n Tempe, Arizona State University, and Metro Light Rail. Finally the project is located in a Tempe Enterprise Zone w hich supports Tempe City Council's efforts to revitalize areas that serve low income neighborhoods. Funding Source(s) 2013-14 2014-15 2015-16 2016-17 2017-18 Total 5-Year Transit Tax Federal Grant - CMAQ 125,390 2,074,438 - - - - 125,390 2,074,438 Project Total 2,199,828 - - - - 2,199,828 New Operating and Maintenance Budget Im pact 2013-14 Landscape Maintenance $ 2014-15 - $ 6,695 2015-16 $ 6,895 2016-17 $ 7,102 2017-18 $ 7,315 Transit Staff estimate this project w ill require future expansion to the scope and cost of the City's existing multiuse path landscape maintenance contract in the annual amounts show n above. 170 City of Tempe 2013-14 Annual Budget Broadway Road Streetscape Project Project Num ber: 6003059 Start Date: 10/01/2008 Program : Special Purpose Estim ated Com pletion Date: 12/01/2013 Sub Program : Transit Managing Departm ent: Public Works / Transit Project Description and Benefit The Broadw ay Road Pedestrian and Bicycle Improvement Project is approximately 1 mile betw een 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 include striping for bike lanes, the w idening of sidew alks, construction of planted medians, protection from noise, pedestrian safety, reduction of speed limit, provisions for mid-block crossings and providing transit and pedestrian amenities. The proposed project area has a high volume of pedestrian and bicycle travel due to its proximity to ASU and dow ntow n Tempe. Area residents are advocating to change the character of the street to reflect the residential uses on this stretch of Broadw ay Road, w hich differs significantly w ith the rest of corridor. The design of the Broadw ay Road project w as 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. Funding Source(s) 2013-14 2014-15 2015-16 2016-17 2017-18 Total 5-Year Transit Tax Federal Grant - CMAQ 575,000 - 772,000 3,857,670 - - - 1,347,000 3,857,670 Project Total 575,000 4,629,670 - - - 5,204,670 New Operating and Maintenance Budget Im pact 2013-14 Landscape Maintenance $ 2014-15 - $ 2015-16 - $ 6,896 2016-17 $ 7,103 2017-18 $ 7,316 Transit Staff estimate this project w ill require future expansion to the scope and cost of the City's existing multiuse path landscape maintenance contract in the annual amounts show n above. CIP – Significant Recurring Capital Expenditures The majority of the CIP provides for ongoing or recurring projects that maintain and repair City facilities, water infrastructure, streets, and parks, and projects that gradually replace various capital assets. All 148 projects included in the adopted five year CIP are described under their respective program area in the Fiscal Years 2013-14 through 2017-18 Capital Improvements Program Project Listing and Descriptions section. 171 City of Tempe 2013-14 Annual Budget Capital Improvements Project Map 1 3 7 4 9 5 2 6 8 Location 1. 2. 3. 4. 5. 6. 7. 8. 9. Project Description Town Lake Downstream Dam Replacement Environmental Laboratory Facility Tempe Rio Salado Underpass – Under 202 at 101 Broadway Road Streetscape Project Kiwanis Park Playground Replacement & Renovations Ken McDonald Golf Course Recharge Project City Hall Complex Heating and Cooling Repair Arterial, Collector & Residential Street Asset Preservation Street Light Upgrade / New Installation 172 City of Tempe 2013-14 Annual Budget Capital Improvements Program Financing As shown in the chart below, Tempe's 2013-14 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 2013-14, the City plans to issue $39 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 $117 million in bonds for these purposes. Debt service on these bonds will be repaid by revenues from the City’s secondary property taxes. FY 2013-14 Source of Funds Funding Source $ Millions % of Total Water / Wastewater Bonds $36.3 30% General Obligation Bonds 39.0 33% Outside Revenue 16.5 14% Capital Project Fund Balances 10.3 9% Pay-as-you-go Total 17.4 15% $119.5 100% It is important to note the total projected issuance amount of approximately $117 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 $36.3 million of new enterprise bonds in 2013-14 to finance the project costs in this program. Over the five year CIP, The City plans to issue approximately $105 million in bonds in the Enterprise program. User fee revenue will support the debt service costs on these bonds. FY 2013-14 capital budget funding sources other than bonds total $44 million. $14 million in federal grants received for projects in the Transit and Transportation programs make up the bulk of outside revenue budgeted for expenditure in 2013-14. Pay-asyou go funding is concentrated in the Transit and General Purpose programs in the form of $6.6 million in budget year Transit Tax collections, and $6 million of potential cash expenditures respectively. The budgeted use of capital project fund balances to finance projects in 2013-14 largely represents the use of prior year cash balances or bond proceeds assigned to projects in the General Purpose program which were approved in 2012-13 and reappropriated for completion in 2013-14. The FY 2013-14 capital budget funding sources for each project are described in further detail in the Fiscal Years 2013-14 through 2017-18 Capital Improvements Program Project Listing and Descriptions section. 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 readily assess long-term implications for its debt portfolio in order to make proactive decisions about how much new debt capacity is available today. Additionally, in support of the City’s new 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. These high ratings translate directly into lower interest rates on the City’s debt. 173 City of Tempe 2013-14 Annual Budget Long-Term Debt and Bond Authorization Summary Remaining General Obligation Bond Authorizations July 1, 2013 Original Authorization 2008 Voter Authorization Water / Wastewater (1) 113,300,000 Prior Issuances Remaining Authorization 52,025,302 61,274,698 Public Safety 32,010,000 15,505,000 16,505,000 Park Improvements / Community Services 51,800,000 19,475,000 32,325,000 Streets / Transportation / Storm Drains 44,200,000 8,505,000 35,695,000 241,310,000 95,510,302 145,799,698 6,400,000 - 6,400,000 Subtotal 2012 Voter Authorization Public Safety Park Improvements / Community Services 10,500,000 - 10,500,000 Municipal Infrastructure Preservation 12,900,000 2,275,000 10,625,000 Subtotal 29,800,000 2,275,000 27,525,000 $ 271,110,000 $ 97,785,302 $173,324,698 2011 2012 2013 TOTAL Outstanding Long-Term Debt Summary July 1 2010 General Obligation Bonds Water / Wastewater 305,177,545 287,621,092 270,715,646 253,760,903 Public Safety 59,905,000 60,875,000 59,625,000 60,260,000 Park Improvements 36,688,500 34,515,000 34,170,000 34,105,000 Library / Museum 11,721,500 11,410,000 10,940,000 10,465,000 Streets / Transportation / Storm Drains 64,350,000 59,880,000 57,465,000 57,130,000 - - - 2,275,000 477,842,545 454,301,092 432,915,646 417,995,903 Municipal Infrastructure Preservation Total G.O. Debt Outstanding Excise Tax Bonds Water / Wastewater 16,175,000 46,954,000 53,744,000 79,034,000 General Governmental 28,815,000 35,676,000 34,347,900 33,352,900 Performing Arts Transit Rio Salado Cemetery Enterprise Total Excise Tax Debt Outstanding Special Assessment Bonds (1) Section 108 Guaranteed Loan (2) Total Outstanding Long-Term Debt 39,780,000 36,295,000 31,820,000 27,280,000 132,745,000 129,905,000 126,955,000 68,345,000 29,130,000 27,435,000 25,400,000 23,545,000 1,875,000 1,785,000 1,658,100 1,558,100 248,520,000 278,050,000 273,925,000 233,115,000 33,025,000 29,875,000 27,815,000 25,675,000 6,181,000 5,883,000 5,572,000 5,247,000 $765,568,545 $768,109,092 $740,227,646 $682,032,903 (1) As trustee for improvement districts within the City, the City is responsible for collection of assessments levied against the owners of property within the improvement districts and for disbursement of these amounts for retirement of the respective bonds issued to finance the improvements. Improvement bonds are collateralized by properties within the districts. In the event of default by the property owner, the City is contingently liable on special assessment bonds to the extent proceeds from assessments are insufficient to retire outstanding bonds. (2) In July 2004, the City entered into a Section 108 guaranteed loan agreement with the U.S. Department of Housing and Urban Development (HUD) for funding of $7,000,000 for on-site environmental remediation of the University / Hayden Butte Redevelopment Area 5 (Rio Salado Marketplace Redevelopment). The City has pledged its Community Development Block Grants as security for HUD’s guaranteed loan. The City was awarded a $1,000,000 HUD Brownfield Economic Development Initiative grant to be used to pay interest on the HUD Section 108 loan until such time the development generates sufficient tax revenue to cover the debt service of the development. 174 City of Tempe 2013-14 Annual Budget Fiscal Year 2013-14 Debt Service Appropriations by Capital Program Program Water / Wastewater General Governmental Principal 20,616,594 9,337,105 Transportation Interest Fiscal Agent Fees 14,130,946 357,500 5,930,516 305,000 Total 35,105,040 15,572,621 4,835,000 1,934,962 - 6,769,962 Transit Program 1,700,000 2,955,713 7,500 4,663,213 Performing Arts Rio Salado 4,750,000 1,865,000 1,168,250 1,064,200 7,500 - 5,925,750 2,929,200 Special Assessments 1,745,000 1,214,850 - 2,959,850 340,000 289,708 - 629,708 45,188,699 $ 28,689,144 $ Section 108 Loan Total $ 677,500 $ 74,555,343 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. As a result of year over year declines in property values which began during the great recession (displayed on the following page), the City first exceeded its 20% debt limit when final annual property valuations were provided from Maricopa County during fiscal year 2011-12. This limit was exceeded because property valuations fell far enough that the City’s amount of already outstanding general obligation debt instantaneously grew to be more than 20% of secondary assessed property value within the City. Between fiscal year 2011-12 and 2013-14 taxable secondary assessed property values within the City fell approximately 46%. As is shown below, this decline in value continues to cause the City’s outstanding debt issued under the 20% limit to exceed 20% of the City’s secondary assessed property value. The City currently estimates the combination of paying down the outstanding principal balance of debt issued against the 20% limit, and rising property values through a recovering economy, will produce a positive debt to value ratio by fiscal year 201516 or 2016-17. Until such time, the City may / will not incur additional debt against the 20% debt limit. While the City may continue to issue debt within the 6% debt limit; doing so must be done with extreme vigilance depending on actual year to year property valuation activity and economic projections. FY 2013-14 General Obligation Bonded Debt Limits July 1, 2013 FY 2013-14 6% 20% Projected G.O. Debt Limit (1) $90,797,956 $302,659,854 Outstanding G.O. Bonded Debt-Previously Issued (27,395,000) (390,600,903) Debt Margin Available $63,402,956 ($87,941,049) (1) The FY 2013-14 Bond Limit is based on an estimated secondary assessed value of $1,513,299,272 compared to the FY 2012-13 secondary assessed value of $1,697,237,040. 175 City of Tempe 2013-14 Annual Budget Capital Budget, Debt Service and Property Tax Rate Ten Year Historical Trends Budgeted Capital Improvements Fiscal Year Program Outstanding Debt Service Principal Requirements Net Secondary FY End P&I Assessed Value % Change in Property Tax Rate ($) Secondary Assessed Valuation Primary Secondary Total 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 96,310,568 765,568,545 68,975,861 2,767,488,865 4.2 .49 .91 1.40 2010-11 48,264,755 768,109,092 69,753,500 2,512,995,468 (9.2) .52 .88 1.40 2011-12 49,337,804 740,227,646 66,378,628 1,957,328,610 (22.1) .66 1.13 1.79 2012-13 124,812,526 682,032,903 120,964,519 1,697,237,040 (13.3) .79 1.36 2.14 2013-14 119,527,409 712,468,733 74,555,343 1,513,299,272 (10.8) .91 1.57 2.48 The CIP budget 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. As the great recession began to produce rapidly declining property values, the City’s capacity to issue general obligation (G.O.) debt became significantly compromised not only because outstanding debt as a percentage of property valuations threatened to cause the City to exceed its legal debt limits, but also because secondary property tax levies were cut in half while maintaining a stable property tax rate. Since the secondary property tax may only legally be used to repay G.O. debt, this circumstance made it very risky to take on new debt service commitments, and potentially jeopardized the City’s ability to repay its outstanding G.O. debt service; without draining the City’s debt service reserve, or increasing the property tax rate. As shown above, this resulted in a dramatically scaled back CIP in fiscal years 2010-11 and 2011-12. In those years, the water / wastewater capital programs accounted for the bulk of the CIP since debt issued to fund those programs is repaid strictly from water and sewer system user fee revenue. In response to the declining property values, the City adopted a property tax stabilization policy (provided below) in FY 201011 which 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”: shown above starting in fiscal year 2011-12. This policy helped to effectively put the City back on track toward reliable and stable capital expenditure planning. 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 provided for the retirement of $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. 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. 176 City of Tempe 2013-14 Annual Budget  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 annual revenue coverage of at least 3 times maximum annual 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. 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. 177 City of Tempe 2013-14 Annual Budget Fiscal Years 2013-14 through 2017-18 Capital Improvements Program Project Listing and Descriptions Tempe Town Lake Pedestrian Bridge looking toward Tempe Center for the Arts CIP Project Completed Fiscal Year 2011-12 178 City of Tempe 2013-14 Annual Budget Enterprise Program Water and Wastewater projects total $37.6 million in FY 2013-14 And account for 31% of the total FY 2013-14 appropriated CIP budget The Enterprise component of the Capital Improvements Program consists of the Water and Wastewater programs. Combined, they constitute $37.6 million of the $120 million Capital Improvements Program for FY 2013-14. The City's Capital Budget for this area is driven primarily by planned infrastructure maintenance and replacement projects that support the City’s long term water and wastewater distribution, collection, and treatment capabilities. The primary funding source for these projects in FY 2013-14 is water and wastewater revenue supported bonds. These bonds are repaid by user charges for service delivery in both programs. 179 City of Tempe 2013-14 Annual Budget Water Program CIP Projects New 2013-14 Capital Budget Capital Budget Re-appropriations Appropriations Total 2013-14 Capital Budget Appropriations ARC Flash Hazard Analysis: 3201202 Capital Projects Fund Balance 26,700 79,000 105,700 - - - 30,000 135,700 Automated Water Metering Systems: 3205869 Capital Projects Fund Balance - 120,000 120,000 - - - - 120,000 Carl Hayden Campus Sustainability Project Fund: 3203259 Capital Projects Fund Balance 87,174 - 87,174 - - - - 87,174 - 50,000 50,000 50,000 50,000 - - 50,000 2,710,000 2,760,000 - - 6,936,639 - - 150,000 800,000 950,000 Project Total Environmental Laboratory Facility: 3203499 Filter Rehabilitation at Water Treatment Plants: 3205889 Water / Wastewater Bonds Capital Projects Fund Balance Water / Wastewater Bonds 6,936,639 - 6,936,639 1,355,000 1,355,000 - 1,355,000 1,355,000 - Project Total - 150,000 150,000 150,000 150,000 480,000 480,000 320,000 320,000 Flood Irrigation Infrastructure Improvement Fund: 3205899 Water / Wastewater Bonds - 250,000 250,000 250,000 250,000 JGMWTP Water Quality Upgrades: 3201099 Water / Wastewater Bonds 1,471,440 - 1,471,440 Ken McDonald Golf Course Recharge Project: 3209309 Water / Wastewater Bonds 1,000,000 - 1,000,000 New Production Wells: 3200019 Water / Wastewater Bonds 2,226,763 - 2,226,763 Perimeter Metering of ASU Main Campus: Capital Projects Fund Balance 3203519 Water / Wastewater Bonds Project Total - - 250,000 2017-18 Total 5-Year Program Funding Source(s) Chlorine Generation Cells Replacement at Capital Projects Fund Balance Water Treatment Plants: 3205879 Water / Wastewater Bonds 2014-15 Additional Projected Needs 2015-16 2016-17 Project Name & Number 250,000 1,250,000 - - - 1,471,440 1,600,000 - - - 2,600,000 1,850,000 - - 6,076,763 2,000,000 200,000 200,000 - - - - 200,000 1,520,073 1,520,073 200,000 1,520,073 1,720,073 - - - - 1,520,073 1,720,073 - - SCADA Master Plan & Implementation: 3204409 Water / Wastewater Bonds 296,576 959,000 1,255,576 467,000 Small Meter Replacement Program- 2" and under: 3209319 Water / Wastewater Bonds 341,468 175,000 516,468 200,000 180 200,000 200,000 465,000 2,187,576 200,000 1,316,468 City of Tempe 2013-14 Annual Budget Water Program CIP Projects (continued) New 2013-14 Capital Budget Capital Budget Re-appropriations Appropriations Total 2013-14 Capital Budget Appropriations Project Name & Number Funding Source(s) South Tempe Water Treatment Plant Improvements: 3203219 Water / Wastewater Bonds STWTP Main Power Building: 3205909 Water / Wastewater Bonds - 172,500 172,500 STWTP Site Improvements: 3205919 Water / Wastewater Bonds - 351,000 351,000 Town Lake Bypass Pumps: 3204789 Capital Projects Fund Balance 299,057 Water Aqueduct Repair and Security at the JGMWTP: 3204959 Water / Wastewater Bonds 310,000 Water Distribution System Metering Stations: 3201559 Water / Wastewater Bonds 275,000 Water Utilities Security Improvements: 3201029 Water / Wastewater Bonds 1,300,000 Waterline Repair and Replacement: 3299989 Water / Wastewater Bonds 538,000 Waterline Replacements of Aging Infrastructure: 3204969 Water / Wastewater Bonds 3,606,000 Capital Projects Fund Balance Water / Wastewater Bonds 1,370,472 1,370,472 Waterline Upgrade/Replacement Rural (University - Apache): 3203539 Project Total 331,232 - - - - 331,232 765,500 - - - 938,000 552,000 - - - 903,000 - 299,057 910,000 - - - - 910,000 - 275,000 - - - - 275,000 - 1,300,000 1,089,500 - - - 2,389,500 1,988,000 1,500,000 1,500,000 1,500,000 1,500,000 7,988,000 3,606,000 3,626,000 3,626,000 3,626,000 3,626,000 18,110,000 200,000 200,000 - 200,000 1,370,472 1,570,472 Water / Wastewater Bonds Well No. 9 Pump to SRP Irrigation Line: 3204419 Water / Wastewater Bonds 504,393 - 504,393 Well Rehabilitation: 3203549 Water / Wastewater Bonds 250,000 - 250,000 WMAT Quantification Settlement Agreement CAP Water Lease: NA Water / Wastewater Bonds 4,756,500 181 - - - 22,690,987 Total 5-Year Program - Well Automation and Control: NA Water Program Total 2017-18 - 1,450,000 - - Additional Projected Needs 2015-16 2016-17 299,057 600,000 - 331,232 2014-15 - 27,447,487 628,000 250,000 14,613,000 - - - 200,000 1,370,472 1,570,472 - - - 628,000 - - - 504,393 250,000 250,000 250,000 1,250,000 3,117,758 826,205 826,205 4,770,168 10,618,758 8,652,205 7,147,205 68,478,655 ARC Flash Hazard Analysis Project Description Estimated Project Costs This project provides engineering services for OSHA required evaluations and labeling of electrical equipment located a water facilities. The JGMWTP 5-year arc flash study update was recently completed. Study updates for STWTP and some field sites are currently underway. Upcoming work will complete updates to well sites, pump stations and other water utility field sites. Year 17/18 funding is to update the arc flash study for all the water facilities. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 To facilitate the safety of our employees while following OSHA safe work practices it is necessary to have engineering services to provide proper labeling on electrical equipment. These services provide calculations on potential energy discharges and approach boundaries for clear communication to our employees. 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 2013-14 Source of Funds Design and Engineering $135,700 Other Project Costs Capital Projects Fund Balance $105,700 $0 Total $135,700 Project Number: 3201202 Estimated Start Date: Estimated Completion Date: Ongoing Ongoing New Appropriations by Fiscal Year 2013-14 $105,700 2014-15 $0 2015-16 $0 2016-17 2017-18 Total 5 Year $0 $30,000 $135,700 Automated Water Metering Systems Project Description Estimated Project Costs Customer Services plans to test 3 automated meter reading systems from the responses to the recent Request for Information (RFI) #13-035. This testing will guide Customer Services in compiling and gathering data that will ultimately be utilized to issue a Request for Proposal (RFP) to begin a City-wide, gradually phased in automation of the collection of water meter reads. This test will include approximately 200 water meters which will be monitored for an approximate 6-month time period to analyze for read accuracy, user friendliness, installation ease, and overall quality and use. The selected vendors will provide the equipment and software to the City for no or minimal cost for this initial pilot program. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 The purpose of this pilot program is to find the most suitable Automated Meter reading/Automated Metering Infrastructure solution for Tempe that will cost effectively maximize the read success rate and billing accuracy, optimize water-use efficiency, improve communication and responsiveness to the rate payers/customers, and improve employee safety. After the conclusion of this pilot program, staff will be able to develop a comprehensive plan for the phased-in implementation of automated meter reading that will be reflected in a future CIP funding request. Furnishings / Equipment $0 Construction / Improvement $0 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 2013-14 Source of Funds Capital Projects Fund Balance $120,000 Other Project Costs $120,000 Total $120,000 Project Number: 3205869 Estimated Start Date: 07/01/2013 Estimated Completion Date: 07/01/2014 New Appropriations by Fiscal Year 2013-14 $120,000 2014-15 $0 2015-16 $0 2016-17 2017-18 Total 5 Year $0 $0 $120,000 182 Carl Hayden Campus Sustainability Project Fund Project Description Estimated Project Costs The purpose of this project is to mitigate water utilities construction impacts to Papago Park and to provide associated environmental enhancements. Legal / Administration $1,000 Land Acquisition This project provides riparian and desert plant restoration 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. $0 Permit Fees $2,000 Design and Engineering $8,000 Survey / Staking $1,000 Construction Management $5,000 Furnishings / Equipment 2013-14 Source of Funds $0 Construction / Improvement $69,174 Geotech / Material Testing $1,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Capital Projects Fund Balance $87,174 $0 Total $87,174 Project Number: 3203259 Estimated Start Date: Estimated Completion Date: Ongoing 06/30/2015 New Appropriations by Fiscal Year 2013-14 $87,174 2014-15 $0 2015-16 $0 2016-17 2017-18 Total 5 Year $0 $0 $87,174 Chlorine Generation Cells Replacement at Water Treatment Plants Project Description Estimated Project Costs The current Sodium Hypochlorite (NaOCl) generation systems will be at the end of their manufacture service life in 2015. NaOCl is required to disinfect the drinking water to meet the Safe Drinking Water Act standards. This project will evaluate equipment alternatives, and purchase and install generating cells. Legal / Administration $24,000 Land Acquisition $0 Permit Fees $30,000 Design and Engineering $90,000 Survey / Staking $24,000 Construction Management $168,000 Furnishings / Equipment $0 Construction / Improvement $2,400,000 Geotech / Material Testing 2013-14 Source of Funds $24,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Capital Projects Fund Balance $50,000 $0 Total $2,760,000 Project Number: 3205879 Estimated Start Date: 07/01/2013 Estimated Completion Date: 06/30/2016 New Appropriations by Fiscal Year 2013-14 $50,000 2014-15 $1,355,000 2015-16 $1,355,000 2016-17 2017-18 Total 5 Year $0 $0 $2,760,000 183 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 its drinking water and wastewater as required under federal and state environmental laws, and to ensure the safest possible water supply. Design plans and specifications are completed and building permits for the project have been obtained. The purpose is to allow Tempe to conduct quality analyses of its drinking water and wastewater supplies to ensure compliance with federal and state regulations, and to ensure that Tempe residents receive a safe and sustainable 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. Without this project, Tempe will increasingly depend on costly contract laboratories to provide water quality analyses, and will be unable to utilize such data to optimize treatment processes and practices due to long turn-around times associated with contract labs. Legal / Administration $0 Land Acquisition $0 Permit Fees $320,000 Design and Engineering $250,000 Survey / Staking $0 Construction Management $300,000 Furnishings / Equipment $0 Construction / Improvement $5,400,000 Geotech / Material Testing $25,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications 2013-14 Source of Funds $95,000 Other Project Costs Water / Wastewater Bonds $6,936,639 $546,639 Total $6,936,639 Project Number: 3203499 Estimated Start Date: Estimated Completion Date: Ongoing 12/31/2013 New Appropriations by Fiscal Year 2013-14 $6,936,639 2014-15 $0 2015-16 $0 2016-17 2017-18 Total 5 Year $0 $0 $6,936,639 Filter Rehabilitation at Water Treatment Plants Project Description Estimated Project Costs This project includes the replacement of filter media at both water treatment plants is required. This project will also include inspections and evaluations of the filter structures, underdrain system and piping. An engineering evaluation of the filters will be conducted and opportunities to optimize performance will be considered and implemented as appropriate. Legal / Administration $0 Land Acquisition $0 Permit Fees $18,000 Design and Engineering $89,000 Survey / Staking $10,000 Construction Management $55,000 Furnishings / Equipment $0 Construction / Improvement $750,000 Geotech / Material Testing 2013-14 Source of Funds $5,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Capital Projects Fund Balance $150,000 $23,000 Total $950,000 Project Number: 3205889 Estimated Start Date: 07/01/2013 Estimated Completion Date: 06/30/2016 New Appropriations by Fiscal Year 2013-14 2014-15 $150,000 $480,000 2015-16 $320,000 2016-17 2017-18 Total 5 Year $0 $0 $950,000 184 Flood Irrigation Infrastructure Improvement Fund Project Description Estimated Project Costs The City operates approximately 37 miles of irrigation pipelines to serve it's irrigation customers. This project continues a program to replace old pipelines. This is an ongoing CIP used to repair irrigation lines and replace 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. Over time as the high frequency break pipelines have been replaced, this project will be used to continue to replace aging irrigation lines that have reached the end of their useful life. Annual funding of $250,000 will line or replace approximately 800-1,000 feet of irrigation pipeline. Legal / Administration Based on CCTV inspection previously performed, the following areas have been identified as high-priority areas that require replacement or relining: Furnishings / Equipment Construction / Improvement $995,000 - Ash Ave - 9th st to 13th st. - 15th St - McAllister to Mill Ave. - Wilson St. - University to 10th st. - 14th St - McAllister to Mill Ave. Geotech / Material Testing $10,000 2013-14 Source of Funds $10,000 Land Acquisition $0 $35,000 Permit Fees Design and Engineering $120,000 Survey / Staking $10,000 Construction Management $70,000 $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Water / Wastewater Bonds $250,000 $0 Total $1,250,000 Project Number: 3205899 Estimated Start Date: Estimated Completion Date: Ongoing Ongoing New Appropriations by Fiscal Year 2013-14 2014-15 $250,000 $250,000 2015-16 2016-17 2017-18 Total 5 Year $250,000 $250,000 $250,000 $1,250,000 JGMWTP Water Quality Upgrades Project Description Estimated Project Costs 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, booster pump station, Greenline irrigation pipeline, enhanced coagulation treatment systems and offsite drainage improvements. The final stages of this project include completion of modifications to the north reservoir, installation of aeration equipment, network hardware and control system upgrades, and landscaping & revegitation of past construction staging areas. Improvements to the JGMWTP are necessary to continue meet current and future water quality regulations and to replace aging equipment nearing the end of its serviceable lifespan. . Legal / Administration $16,000 Land Acquisition $0 $58,000 Permit Fees Design and Engineering $198,000 Survey / Staking $16,000 Construction Management $115,000 Furnishings / Equipment $0 Construction / Improvement $1,050,000 Geotech / Material Testing 2013-14 Source of Funds $16,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Water / Wastewater Bonds $1,471,440 $2,440 Total $1,471,440 Project Number: 3201099 Estimated Start Date: Ongoing Estimated Completion Date: 09/30/2013 New Appropriations by Fiscal Year 2013-14 $1,471,440 2014-15 $0 2015-16 $0 2016-17 2017-18 Total 5 Year $0 $0 $1,471,440 185 Ken McDonald Golf Course Recharge Project Project Description Estimated Project Costs This project provides the balance of funding to drill and outfit up to three aquifer storage and recovery wells at the Ken McDonald Golf Course. Legal / Administration $25,000 Land Acquisition 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 by increasing the City's Long-Term Underground Storage Credit balance. The Project is permitted by the Arizona Department of Water Resources (ADWR) 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. Tempe has filed for amendments to the ADWR Underground Storage Facility and Water Storage Permits to provide for storage of Central Arizona Project Colorado River surface water or Roosevelt Dam New Conservation Space Salt River surface water supplies at this groundwater recharge site for long-term credits and future recovery. This project will be used to assist the Golf fund in changing portions of the Golf Course to less water intensive xeriscaping in areas that are directly disturbed by the Project. 2013-14 Source of Funds $0 Permit Fees $128,000 Design and Engineering $300,000 Survey / Staking $25,000 Construction Management $129,000 Furnishings / Equipment $0 Construction / Improvement $1,840,000 Geotech / Material Testing $39,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Water / Wastewater Bonds $1,000,000 $114,000 Total $2,600,000 Project Number: 3209309 Estimated Start Date: Estimated Completion Date: Ongoing Ongoing New Appropriations by Fiscal Year 2013-14 $1,000,000 2014-15 $1,600,000 2015-16 $0 2016-17 2017-18 Total 5 Year $0 $0 $2,600,000 New Production Wells Project Description Estimated Project Costs This project will add new groundwater production and recovery well capacity to the Tempe municipal system for back-up water production, supplemental drought supply, water quality blending and emergency preparedness. Funding from this project will connect three Salt River Project wells located along the Western Canal through an existing pipeline to the South Tempe Water Treatment Plant, and provide for the drilling and equipping of one new City of Tempe municipal production well. The SRP wells will be connected during FY '12-'13 and '13-'14. All work to be done on the SRP wells, including design and engineering, will be performed by SRP and billed to the City. The new Tempe municipal well will be permitted during FY '13-'14 and constructed during FY '14-'15 and '15-16. Additional groundwater and recovery well capacity for the Tempe municipal system is necessary to provide greater overall water production capacity and system redundancy to surface water treatment. Additional production well capacity provides back-up water production capacity for water treatment plants, supplemental supply during times of drought, water quality blending, and greater system redundancy and emergency preparedness. The goal is to increase groundwater production capacity to average daily water demand in the Tempe Water Service Area by FY '17-'18. 2013-14 Source of Funds Legal / Administration $47,000 Land Acquisition $300,000 Permit Fees $163,000 Design and Engineering $552,000 Survey / Staking $47,000 Construction Management $322,000 Furnishings / Equipment $0 Construction / Improvement $4,598,763 Geotech / Material Testing $47,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Water / Wastewater Bonds $2,226,763 $0 Total $6,076,763 Project Number: 3200019 Estimated Start Date: Ongoing Estimated Completion Date: 06/30/2018 New Appropriations by Fiscal Year 2013-14 $2,226,763 2014-15 $1,850,000 2015-16 $0 2016-17 2017-18 Total 5 Year $2,000,000 $0 $6,076,763 186 Perimeter Metering of ASU Main Campus Project Description Estimated Project Costs Thuis project will install perimeter metering for the ASU main campus bounded by University Dr., Rural Rd., Apache Blvd., and Mill Ave. Meter vaults, meters and piping reconfiguration as required. The project is currently under design and construction is anticipated to start in the Spring of 2013. This project has been combined with the Waterline Upgrade/Replacement Rural (University - Apache) Project because of the coordination required during design and construction. Legal / Administration The ASU main campus has numerous water mains throughout that are not 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. Survey / Staking 2013-14 Source of Funds $2,000 Land Acquisition $0 $6,000 Permit Fees Design and Engineering $0 $0 Construction Management $13,000 Furnishings / Equipment $0 Construction / Improvement $1,699,073 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Capital Projects Fund Balance $200,000 Water / Wastewater Bonds $1,520,073 $0 Total $1,720,073 Project Number: 3203519 Estimated Start Date: Estimated Completion Date: Ongoing 12/12/2013 New Appropriations by Fiscal Year 2013-14 2014-15 $1,720,073 $0 2015-16 $0 2016-17 2017-18 Total 5 Year $0 $0 $1,720,073 SCADA Master Plan & Implementation Project Description Estimated Project Costs The Supervisory Control and Data Acquisition (SCADA) master plan project to date has involved the inventory and evaluation of existing system equipment and software and the development of SCADA design standards and recommendations for upgrades. The next phases (years 13/14 & 14/15) of the project will involve implementation of the recommended upgrades including: standardization of the JGMWTP communication network, updating and standardizing computer hardware and software at JGMWTP and all field sites, updating the control center software to a global system. The year 17/18 funding will be to evaluate and replace obsolete equipment, and update software. Legal / Administration SCADA systems allow remote monitoring and operation of critical water treatment, pumping, distribution and sewage collection equipment. The use of SCADA alerts staff to issues such as main breaks, pump breakdowns or other equipment status in real time impacting overall operational efficiency. Data provided from the SCADA system is used to forecast future design needs as well as to meet both regulatory and record retention requirements. The primary objectives of the Master Plan will be to review the current SCADA systems’ functionality, develop a roadmap for increasing uniformity throughout the system and identify long-term operating costs. $15,000 Land Acquisition $0 $53,000 Permit Fees Design and Engineering $398,000 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement $1,650,000 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications 2013-14 Source of Funds $50,000 Other Project Costs Water / Wastewater Bonds $1,255,576 $21,576 Total $2,187,576 Project Number: 3204409 Estimated Start Date: Ongoing Estimated Completion Date: Ongoing New Appropriations by Fiscal Year 2013-14 2014-15 $1,255,576 $467,000 2015-16 $0 2016-17 2017-18 Total 5 Year $0 $465,000 $2,187,576 187 Small Meter Replacement Program- 2" and under Project Description Estimated Project Costs This project provides for the replacement of revenue generating water meters that have been in service for 15 years or longer. This will help increase water conservation through accurate metering. Legal / Administration $0 Land Acquisition $0 By installing new meters the city will realize increased revenue and accurate water accounting due to these older meters having past their useful life for accuracy. There are over 40,000 water meters within the system and the goal is to replace approximately 4,000 meters each year. 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 2013-14 Source of Funds Water / Wastewater Bonds $516,468 Other Project Costs $1,316,468 Total $1,316,468 Project Number: 3209319 Estimated Start Date: Estimated Completion Date: Ongoing Ongoing New Appropriations by Fiscal Year 2013-14 2014-15 $516,468 $200,000 2015-16 2016-17 2017-18 Total 5 Year $200,000 $200,000 $200,000 $1,316,468 South Tempe Water Treatment Plant Improvements Project Description Estimated Project Costs Project progress to date includes installation of carbon dioxide and 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. Remaining work involves a number of relatively small improvements to the facility including: modifications to the solids dewatering drain and pump station, installation of a booster pumping system for the powder activated carbon dosing system, installation of fire protection equipment in the old lime storage area, new air compressor and control valves for the chlorine dosing system. Improvements are required to replace aging equipment and to meet current and future water quality regulations. 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 2013-14 Source of Funds $200,000 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Water / Wastewater Bonds $331,232 $56,232 Total $331,232 Project Number: 3203219 Estimated Start Date: In progress Estimated Completion Date: 09/30/2013 New Appropriations by Fiscal Year 2013-14 $331,232 2014-15 $0 2015-16 $0 2016-17 2017-18 Total 5 Year $0 $0 $331,232 188 STWTP Main Power Building Project Description Estimated Project Costs This project will evaluate site power requirements and equipment alternatives, and replace the existing main power switch, gear equipment, and enclosure. Legal / Administration $7,500 Land Acquisition The existing breakers are Square D Solenarc Air Circuit Breakers. These Breakers are motor charged / spring operated Air Circuit Breakers. The endurance rating of these breakers is 1000 operations over a design lifetime of thirty years. Today’s technology is to use vacuum technology requiring relatively little if any maintenance and an endurance rating of 10,000 operations. $0 Permit Fees $22,000 Design and Engineering $90,000 Survey / Staking $7,500 Construction Management $53,000 Furnishings / Equipment $0 Construction / Improvement $750,000 Geotech / Material Testing 2013-14 Source of Funds $8,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Water / Wastewater Bonds $172,500 $0 Total $938,000 Project Number: 3205909 Estimated Start Date: Estimated Completion Date: 07/01/2013 06/30/2015 New Appropriations by Fiscal Year 2013-14 2014-15 $172,500 $765,500 2015-16 $0 2016-17 2017-18 Total 5 Year $0 $0 $938,000 STWTP Site Improvements Project Description Estimated Project Costs The project consists of on-site sewage collection and pumping system evaluation and modifications, Admin Building HVAC modifications, Disinfection building roof reconstruction, and Filter gallery improvements for compliance meters. Legal / Administration The sewage project is to correct high level alarms in the wet well. The HVAC modifications are to tie multiple expansion projects together and improve ventilation in the basement of the administration building. The disinfection roof project needs to correctly relocate a roof drain away from electrical gear. The filter gallery improvements will assist in compliance requirements outlined by the Arizona Department of Health Services. Permit Fees $4,000 Land Acquisition $0 $12,500 Design and Engineering $110,500 Survey / Staking $3,000 Construction Management $29,000 Furnishings / Equipment $0 Construction / Improvement $660,000 Geotech / Material Testing $4,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications 2013-14 Source of Funds $50,000 Other Project Costs Water / Wastewater Bonds $351,000 $30,000 Total $903,000 Project Number: 3205919 Estimated Start Date: 07/01/2013 Estimated Completion Date: 06/30/2015 New Appropriations by Fiscal Year 2013-14 2014-15 $351,000 $552,000 2015-16 $0 2016-17 2017-18 Total 5 Year $0 $0 $903,000 189 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 and funded. 2013-14 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: Estimated Completion Date: Ongoing Ongoing New Appropriations by Fiscal Year 2013-14 2014-15 $299,057 $0 2015-16 $0 2016-17 2017-18 Total 5 Year $0 $0 $299,057 Water Aqueduct Repair and Security at the JGMWTP Project Description Estimated Project Costs This project is to repair and secure the water aqueduct at the JGMWTP. Progress to date includes completion of structural evaluation of the flume support columns and engineering recommendations for leak repair. Some structural repairs have been started. Legal / Administration The repairs to the aqueduct are required to stop the existing channels from leaking and to fix some structural defects found in recent years. Design and Engineering $5,000 Land Acquisition $0 $16,000 Permit Fees $141,000 Survey / Staking $5,000 Construction Management $33,000 Furnishings / Equipment 2013-14 Source of Funds $0 Construction / Improvement $600,000 Geotech / Material Testing $20,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Water / Wastewater Bonds $910,000 $90,000 Total $910,000 Project Number: 3204959 Estimated Start Date: Ongoing Estimated Completion Date: 12/31/2013 New Appropriations by Fiscal Year 2013-14 $910,000 2014-15 $0 2015-16 $0 2016-17 2017-18 Total 5 Year $0 $0 $910,000 190 Water Distribution System Metering Stations Project Description Estimated Project Costs This project includes the design and construction of five flow and water quality monitoring stations dispersed throughout the water distribution system. Construction of 4 metering stations is complete, and completion of the last station is planned next year. Legal / Administration It is difficult to monitor water flow and 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 $2,000 Land Acquisition $0 $8,000 Permit Fees $26,000 Survey / Staking $2,000 Construction Management $15,000 Furnishings / Equipment $0 Construction / Improvement $220,000 Geotech / Material Testing 2013-14 Source of Funds $2,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Water / Wastewater Bonds $275,000 $0 Total $275,000 Project Number: 3201559 Estimated Start Date: Estimated Completion Date: Ongoing 12/12/2013 New Appropriations by Fiscal Year 2013-14 2014-15 $275,000 $0 2015-16 $0 2016-17 2017-18 Total 5 Year $0 $0 $275,000 Water Utilities Security Improvements Project Description Estimated Project Costs This project is a continuation of the security improvements which were recommended / addressed by the vulnerability assessment per the Dept. of Homeland Security. The three plant locations, Kyrene Reclamation, JGM Water Treatment Plant and the South Water Treatment Plant were the major focus of the security enhancements to date. Fiscal year 12/13 will finally complete the fencing and lighting issues at all the plant sites. The remainder of the sites include, wells, booster stations, metering stations and above ground water storage tanks. Well 7 was designed and will be under construction fiscal 12/13 for fence improvements, Well 1 and 10 will be designed in fiscal 12/13 with construction in fiscal 13/14 for fence improvements. The above ground water storage tanks will be designed in 13/14 and construction in 14/15 for fence improvements. 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. The completion of this project will enhance our effective time in delaying, deterring and detecting unauthorized persons entering our secured facility. Construction / Improvement 2013-14 Source of Funds $19,000 Land Acquisition $0 $68,000 Permit Fees Design and Engineering $228,000 Survey / Staking $19,000 Construction Management $134,000 Furnishings / Equipment $0 $1,902,500 Geotech / Material Testing $19,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Water / Wastewater Bonds $1,300,000 $0 Total $2,389,500 Project Number: 3201029 Estimated Start Date: 07/12/2012 Estimated Completion Date: 06/30/2014 New Appropriations by Fiscal Year 2013-14 $1,300,000 2014-15 $1,089,500 2015-16 $0 2016-17 2017-18 Total 5 Year $0 $0 $2,389,500 191 Waterline Repair and Replacement Project Description Estimated Project Costs This project provides a recurring funding source to replace waterlines that break during normal operation or have reached the end of their useful life. Based on historical spending on emergency waterline breaks and expenditures for distribution system fittings we anticipate that the annual cost will be approximately $1.5M per year. 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 WUD Integrated Master Plan identifies most of the specific waterlines that need to be replaced to meet increasing demands. Legal / Administration $64,000 Land Acquisition $0 Permit Fees $225,000 Design and Engineering $761,000 Survey / Staking $64,000 Construction Management $447,000 Furnishings / Equipment $0 Construction / Improvement $6,363,000 Geotech / Material Testing 2013-14 Source of Funds $64,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Water / Wastewater Bonds $1,988,000 $0 Total $7,988,000 Project Number: 3299989 Estimated Start Date: Estimated Completion Date: Ongoing Ongoing New Appropriations by Fiscal Year 2013-14 $1,988,000 2014-15 $1,500,000 2015-16 $1,500,000 2016-17 2017-18 Total 5 Year $1,500,000 $1,500,000 $7,988,000 Waterline Replacements of Aging Infrastucture Project Description Estimated Project Costs This project will be the beginning of a program to replace pipelines that are on our high frequency water break list. These pipelines are primarily located north of the US-60 in the older sections of the City and are mostly Cast Iron Pipe (CIP). These pipelines frequently break and cause damage to the roadways and in some instances cause damage to private property. Additionally when these lines break residences and business can be out of water for a period of time, can cause traffic disruption and unsafe conditions for the traveling public. Over time as the high frequency break pipelines have been replaced this project will be continued to replace additional aging water lines that have reached the end of their useful life. Based on historical waterline break history a number of areas have been identified as areas that require replacement. Projects currently in design include: Legal / Administration - Stadem Drive - Miller Road to Curry Road (Design Plans & Specifications Complete) - Weber Drive - Scottsdale Road to Stadem Drive (Design Plans & Specifications Complete) - Farmer Avenue - 1st Street to Broadway Road (Survey & Design Underway) - Dorsey Drive - University to 8th St. Construction / Improvement 2013-14 Source of Funds $145,000 Land Acquisition $0 $510,000 Permit Fees Design and Engineering $1,435,000 Survey / Staking $145,000 Construction Management $1,010,000 Furnishings / Equipment $0 $14,720,000 Geotech / Material Testing $145,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Water / Wastewater Bonds $3,606,000 $0 Total $18,110,000 Project Number: 3204969 Estimated Start Date: Ongoing Estimated Completion Date: Ongoing New Appropriations by Fiscal Year 2013-14 $3,606,000 2014-15 $3,626,000 2015-16 $3,626,000 2016-17 2017-18 Total 5 Year $3,626,000 $3,626,000 $18,110,000 192 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 2,600 feet of 16 inch ductile iron pipe will be tied to the 30 inch transmission main at University and Apache. New fire hydrants, gate valves, onsite fire suppression system connections, services/meters, and connections to the distribution system will be included. This project has been combined with the Perimeter Metering of the ASU Main Campus Project because of the coordination required during design and construction. 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. 2013-14 Source of Funds Legal / Administration $2,000 Land Acquisition $0 $6,000 Permit Fees Design and Engineering $0 Survey / Staking $0 Construction Management $13,000 Furnishings / Equipment $0 Construction / Improvement $1,549,472 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Capital Projects Fund Balance $200,000 Water / Wastewater Bonds $1,370,472 $0 Total $1,570,472 Project Number: 3203539 Estimated Start Date: Estimated Completion Date: Ongoing 12/12/2013 New Appropriations by Fiscal Year 2013-14 $1,570,472 2014-15 2015-16 $0 $0 2016-17 2017-18 Total 5 Year $0 $0 $1,570,472 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 which currently gives the operational status of each well site. Currently a well is started and stopped by Field Site personnel at each location. Legal / Administration This project will include modifications to several City Well sites that will automate the startup and stoppage of strategic wells. This well automation will add additional automated valves, electrical, instrumentation and controls to certain well sites. Automating these processes will give added operational flexibility and control. Permit Fees $18,000 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 2013-14 Source of Funds $5,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $0 Total NA $628,000 Project Number: NA Estimated Start Date: 07/01/2013 Estimated Completion Date: 06/30/2014 New Appropriations by Fiscal Year 2013-14 $0 2014-15 $628,000 2015-16 $0 2016-17 2017-18 Total 5 Year $0 $0 $628,000 193 Well No. 9 Pump to SRP Irrigation Line Project Description Estimated Project Costs This project will construct a pump to 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 completion of detailed 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. 2013-14 Source of Funds Legal / Administration $0 Land Acquisition $0 $5,000 Permit Fees Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement $475,000 Geotech / Material Testing $4,393 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Water / Wastewater Bonds $504,393 $20,000 Total $504,393 Project Number: 3204419 Estimated Start Date: Estimated Completion Date: Ongoing 09/30/2013 New Appropriations by Fiscal Year 2013-14 2014-15 $504,393 $0 2015-16 $0 2016-17 2017-18 Total 5 Year $0 $0 $504,393 Well Rehabilitation Project Description Estimated Project Costs This ongoing project is for the rehabilitation and major structural repair of Tempe municipal groundwater production wells. One to two wells will be selected each year to be inspected by video camera and/or downhole well logging equipment, brushed and redeveloped, or reconstructed, as necessary. This is an ongoing project, with the goal of rehabilitating each well once every four years. Well #6 is undergoing downhole modification and reconstruction (liner sleeve) this year under this program. This project anticipates that well rehabilitation could cost as much as $250,000 per year to keep our wells in proper operating condition. The project purpose is to maintain the reliability and full production capacity of Tempe' s municipal groundwater production wells for drinking water use. Some of Tempe's older municipal wells are now 50+ years old (COT Wells #1, 4, 6, 7, 9) and a regular rehabilitation and structural repair schedule will keep these wells productive for another 10 - 20 years. 2013-14 Source of Funds Legal / Administration $8,000 Land Acquisition $0 $8,000 Permit Fees Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement $1,234,000 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Water / Wastewater Bonds $250,000 $0 Total $1,250,000 Project Number: 3203549 Estimated Start Date: Ongoing Estimated Completion Date: Ongoing New Appropriations by Fiscal Year 2013-14 2014-15 $250,000 $250,000 2015-16 2016-17 2017-18 Total 5 Year $250,000 $250,000 $250,000 $1,250,000 194 WMAT Quantification Settlement Agreement CAP Water Lease Project Description Estimated Project Costs The Tempe City Council approved a Central Arizona Project Water Lease Agreement with the White Mountain Apache Tribe in 2009. The Lease Agreement provides Tempe with the opportunity to further diversify and add to our water resources portfolio for the future through the lease of CAP water under a long-term contract. The enforceability date of the agreement is contingent upon further funding approval by the Arizona State Legislature and the Arizona Superior Court for Maricopa County in Gila River General Stream Adjudication, but is anticipated to be mid-2015. The terms of the water lease agreement provide that a payment of 1/2 the total amount of the 100-year lease is due 30 days after the enforceability date, with four annual payments of 1/8 the total amount to follow until paid in full. Total lease cost is estimated at $6,235,515. Initial payment of approximately $3,117,758 is due on or about 7/01/15 (FY 15/16), with the second installment of approximately $826,205 due on or about 7/01/16 (FY 16/17). 2013-14 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 $4,770,168 Total $4,770,168 Project Number: NA Estimated Start Date: Estimated Completion Date: 07/01/2015 07/01/2020 New Appropriations by Fiscal Year 2013-14 $0 2014-15 $0 2015-16 $3,117,758 2016-17 2017-18 Total 5 Year $826,205 $826,205 $4,770,168 195 City of Tempe 2013-14 Annual Budget Wastewater Program CIP Projects New 2013-14 Capital Budget Capital Budget Re-appropriations Appropriations Total 2013-14 Capital Budget Appropriations Additional Projected Needs 2014-15 2015-16 2016-17 2017-18 Total 5-Year Program 1,000,000 1,000,000 1,000,000 1,000,000 9,910,256 Project Name & Number Funding Source(s) Collection System and Pump Station Replacement and Repair: 3299969 Water / Wastewater Bonds 910,256 Collection System Odor Control & Sewage Metering Station Improvements: 3206069 Water / Wastewater Bonds 724,501 - 724,501 - - - - 724,501 Sewer Metering Station Improvements: 3202559 Water / Wastewater Bonds 1,107,612 - 1,107,612 - - - - 1,107,612 Sewer Replacement / Upsize Smith Rd (Apache to University): NA Water / Wastewater Bonds - - - - - - 2,590,500 Sewer Replacement/Upsize (5th Street from Price Road to Smith Road): NA Water / Wastewater Bonds - - - - - - 2,576,000 Sewer Replacement/Upsize Scottsdale Road, Curry to Gilbert M.S.: 3209399 Water / Wastewater Bonds 1,130,363 - - 1,395,363 SROG - 91st Avenue: 3200129 Water / Wastewater Bonds 981,242 Wastewater Program Total 5,000,000 265,000 - 4,853,974 5,265,000 196 5,910,256 1,395,363 - 2,576,000 - 2,590,500 981,242 2,695,578 3,738,515 6,674,451 5,495,529 19,585,315 10,118,974 3,695,578 7,314,515 10,264,951 6,495,529 37,889,547 Collection System and Pump Station Replacement and Repair Project Description Estimated Project Costs The 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 we will need to spend up to $1M in 12/13 and 13/14 at these stations to replace and repair equipment that has reached the end of their useful life. Other specific projects anticipated in this CIP are as follows: - Maple Ash Neighborhood Sewer Replacement - Farmer Avenue Sewer Replacement 1st St to University - Manhole Rehabilitation project Legal / Administration This project provides a recurring funding source to replace sewer lines that break during normal operation or have reached the end of their useful life. Also, this project will be used to construct or reconstruct wastewater infrastructure as needed at our pump stations, odor control facilities and metering stations. The WUD operates and maintains 4 wastewater pump stations, 2 odor control bio filters, 4 wastewater metering stations and over 500 miles of sanitary sewers. Years 14/1517/18 funding is to provide recurring funding for anticipated infrastructure repairs at unknown locations throughout the system. Furnishings / Equipment 2013-14 Source of Funds $79,000 Land Acquisition $0 Permit Fees $279,000 Design and Engineering $949,000 Survey / Staking $79,000 Construction Management $554,000 $0 Construction / Improvement $7,891,256 Geotech / Material Testing $79,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Water / Wastewater Bonds $5,910,256 $0 Total $9,910,256 Project Number: 3299969 Estimated Start Date: Estimated Completion Date: Ongoing Ongoing New Appropriations by Fiscal Year 2013-14 $5,910,256 2014-15 $1,000,000 2015-16 $1,000,000 2016-17 2017-18 Total 5 Year $1,000,000 $1,000,000 $9,910,256 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 completion 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 $18,000 Design and Engineering $30,000 Survey / Staking $5,000 Construction Management $35,000 Furnishings / Equipment $0 Construction / Improvement $626,501 Geotech / Material Testing 2013-14 Source of Funds $5,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Water / Wastewater Bonds $724,501 $0 Total $724,501 Project Number: 3206069 Estimated Start Date: Ongoing Estimated Completion Date: Ongoing New Appropriations by Fiscal Year 2013-14 $724,501 2014-15 $0 2015-16 $0 2016-17 2017-18 Total 5 Year $0 $0 $724,501 197 Sewer Metering Station Improvements Project Description Estimated Project Costs This project will include installing new ventilation blower and exhaust louver systems, and covering the flow measurement flumes in order to limit 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), TP-03 (SAI MS), TP-04 (48th St MS) and TP-05 (NW MS). Project progress to date includes completion of detailed design plans and specifications 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 2013-14 Source of Funds $6,000 Land Acquisition $0 Permit Fees $22,000 Design and Engineering $76,000 $6,000 Construction Management $44,000 Furnishings / Equipment $0 Construction / Improvement $947,612 Geotech / Material Testing $6,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Water / Wastewater Bonds $1,107,612 $0 Total $1,107,612 Project Number: 3202559 Estimated Start Date: Estimated Completion Date: Ongoing 06/30/2014 New Appropriations by Fiscal Year 2013-14 $1,107,612 2014-15 $0 2015-16 $0 2016-17 2017-18 Total 5 Year $0 $0 $1,107,612 Sewer Replacement / Upsize Smith Rd (Apache to University) Project Description Estimated Project Costs This project will replace approximately 2,670 feet of existing 12 to 15 inch sanitary sewer with new 18 inch sewer due to insufficient capacity when Apache Blvd. redevelopment occurs. Legal / Administration $21,000 Land Acquisition $0 $73,000 Permit Fees Design and Engineering $248,000 Survey / Staking $21,000 Construction Management $144,000 Furnishings / Equipment $0 Construction / Improvement $2,062,500 Geotech / Material Testing 2013-14 Source of Funds $21,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $0 Total NA $2,590,500 Project Number: NA Estimated Start Date: 07/01/2016 Estimated Completion Date: 07/01/2017 New Appropriations by Fiscal Year 2013-14 $0 2014-15 $0 2015-16 $0 2016-17 2017-18 Total 5 Year $2,590,500 $0 $2,590,500 198 Sewer Replacement/Upsize (5th Street from Price Road to Smith Road) Project Description Estimated Project Costs This project will replace approximately 2,650 feet of existing 15 inch sanitary sewer with new 18 inch sewer due to insufficient capacity when Apache Blvd. redevelopment occurs. Legal / Administration $21,000 Land Acquisition $0 $73,000 Permit Fees Design and Engineering $246,000 Survey / Staking $21,000 Construction Management $144,000 Furnishings / Equipment $0 Construction / Improvement $2,050,000 Geotech / Material Testing 2013-14 Source of Funds $21,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $0 Total NA $2,576,000 Project Number: NA Estimated Start Date: Estimated Completion Date: 07/01/2015 07/01/2016 New Appropriations by Fiscal Year 2013-14 2014-15 $0 $0 2015-16 $2,576,000 2016-17 2017-18 Total 5 Year $0 $0 $2,576,000 Sewer Replacement/Upsize Scottsdale Road, Curry to Gilbert M.S. Project Description Estimated Project Costs Replace 1,500 feet of existing 12 inch sanitary sewer with new 15 inch diameter pipe. New sewer will facilitate additional discharges from JGMWTP and new condominium development (Scottsdale/Weber/Curry). Project progress to date includes completion of engineering design calculations, geotechnical investigations, evaluation of construction alternatives and completion design plans and specifications. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $10,000 Construction Management $95,000 Furnishings / Equipment $0 Construction / Improvement $1,200,000 Geotech / Material Testing 2013-14 Source of Funds $10,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Water / Wastewater Bonds $1,395,363 $80,363 Total $1,395,363 Project Number: 3209399 Estimated Start Date: Ongoing Estimated Completion Date: 09/30/2013 New Appropriations by Fiscal Year 2013-14 $1,395,363 2014-15 $0 2015-16 $0 2016-17 2017-18 Total 5 Year $0 $0 $1,395,363 199 SROG - 91st Avenue Project Description Estimated Project Costs This project represents Tempe's share of all capital project activities at the 91st Avenue WWTP including interceptor capacity, power lines, process control, optimization, digester gas, capital equipment and replacements, modifications and additions to meet regulatory requirements, and process enhancements. This plant is jointly owned by the Cities of Tempe, Phoenix, Mesa, Scottsdale, and Glendale and is operated by the City of Phoenix. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 The investment in SROG allows the water utility to continue to keep Kyrene off-line while treating all the City's wastewater at the 91st Avenue WWTP and reducing cost. With the City's reduction in total wastewater flow, treatment at 91st Avenue remains 4-5 times less expensive than treating at the Kyrene Reclamation Facility. 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 2013-14 Source of Funds Water / Wastewater Bonds $981,242 Other Project Costs $19,585,315 Total $19,585,315 Project Number: 3200129 Estimated Start Date: Estimated Completion Date: Ongoing Ongoing New Appropriations by Fiscal Year 2013-14 $981,242 2014-15 $2,695,578 2015-16 $3,738,515 2016-17 2017-18 Total 5 Year $6,674,451 $5,495,529 $19,585,315 200 City of Tempe 2013-14 Annual Budget Special Purpose Program Transit projects total $15.5 million in FY 2013-14 and account for 13% of the total FY 2013-14 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 2013-14. For FY 2013-14 the Transit Tax is planned to provide $6.6 million to fund transit capital projects. For the majority of these projects, the Transit Tax serves as the source of funds providing a required funding match to federal grants which are the primary project funding source. Federal grant contributions in FY 2013-14 amount to nearly $9 million. Transit projects in FY 2013-14 are focused on the completion of major multi use path projects, the final stages of construction for the Hardy and University Drive streetscape projects, and transit capital asset maintenance and repair projects. 201 City of Tempe 2013-14 Annual Budget Transit Program CIP Projects Project Name & Number Alameda Drive & I-10 Bicycle / Pedestrian Bridge: NA Broadway Road Streetcape Project: 6003059 Bus Stop Capital Maintenance: 6005239 CCTV Monitoring Stations - LRT Intersections: 6004369 Funding Source(s) New 2013-14 Capital Budget Capital Budget Re-appropriations Appropriations Total 2013-14 Capital Budget Appropriations Additional Projected Needs 2014-15 2015-16 2016-17 2017-18 Total 5-Year Program Transit Tax Federal Grant - CMAQ - - - 100,000 68,400 1,200,000 - - 168,400 1,200,000 Project Total - - - 100,000 1,268,400 - - 1,368,400 - - 1,347,000 3,857,670 5,204,670 Transit Tax Federal Grant - CMAQ Project Total 175,000 175,000 400,000 400,000 575,000 575,000 772,000 3,857,670 4,629,670 Transit Tax 586,861 602,724 1,189,585 620,806 Transit Tax 638,867 657,453 400,000 3,506,711 14,250 - 14,250 - - - - 14,250 Project Total 235,750 250,000 - 235,750 250,000 - - - - 235,750 250,000 City of Tempe Bus Pullout Project: 6006764 Transit Tax 660,018 - 660,018 City of Tempe Bus Purchases - Fleet: 6006752 Transit Tax 125,000 - 125,000 - - - - 125,000 Federal 5307 Grant Project Total 500,000 625,000 - 500,000 625,000 - - - - 500,000 625,000 Transit Tax 250,000 - 250,000 Federal Grant - CMAQ City of Tempe Transit Passenger Facilities Installation and Upgrade Project: 6003579 CNG Expansion - East Valley Bus Operations Transit Tax & Maintenance Facility: 6005809 Creamery Branch Rail Path (along 8th Street): NA El Paso Natural Gasline Easement Multi-use Path Phase III: 6006069 500,000 500,000 187,500 - 309,000 200,000 - 318,270 225,000 - 327,818 231,750 - 1,915,106 1,094,250 500,000 Transit Tax - - - 200,000 - 78,604 - 278,604 Federal Grant - CMAQ Project Total - - - 200,000 - 1,379,021 1,457,625 - 1,379,021 1,657,625 Transit Tax - 103,000 103,000 75,400 - - - 178,400 Federal Grant - CMAQ - 103,000 103,000 1,323,000 1,398,400 - - - 1,323,000 1,501,400 - - - 2,700,000 Project Total Federal Grants / General Contingency: 6005259 - 300,000 Federal Grants 2,700,000 - 202 2,700,000 - City of Tempe 2013-14 Annual Budget Transit Program CIP Projects (continued) Project Name & Number Hardy Drive Streetcape Project: 6004379 Funding Source(s) Transit Tax Federal Grant - CMAQ Project Total New 2013-14 Capital Budget Capital Budget Re-appropriations Appropriations 1,142,591 1,142,591 Total 2013-14 Capital Budget Appropriations 2014-15 82,689 82,689 82,689 1,142,591 1,225,280 - 200,000 200,000 5,600,000 250,000 Additional Projected Needs 2015-16 2016-17 2017-18 Total 5-Year Program - - - 82,689 1,142,591 1,225,280 - - - 5,800,000 Highline Canal Path (Baseline - Knox Road): 6006079 CMAQ & Other Agency Funds Pathway Capital Maintenance: 6005249 Transit Tax 242,175 350,000 592,175 Transit Tax Federal Grant - CMAQ 692,777 700,000 269,084 700,000 961,861 - - - - 700,000 961,861 Project Total 692,777 969,084 1,661,861 - - - - 1,661,861 Rio Salado Southbank Path Tempe Phoenix: 6004139 Rio Salado Southbank Path Underpass at 101 & 202 Freeway Interchange: 6004319 Rio Salado Southbank Path Underpass at Priest Drive: NA Tempe / Phoenix Bike Share: NA - 250,000 250,000 250,000 1,592,175 Transit Tax Federal Grant - CMAQ 125,390 2,074,438 - 125,390 2,074,438 - - - - 125,390 2,074,438 Project Total 2,199,828 - 2,199,828 - - - - 2,199,828 Transit Tax Federal Grant - CMAQ - - - 200,000 - 66,427 1,165,396 - - 266,427 1,165,396 Project Total - - - 200,000 1,231,823 - - 1,431,823 Transit Tax Federal Grant - CMAQ - - - 100,000 - 51,300 900,000 - - 151,300 900,000 Project Total - - - 100,000 951,300 - - 1,051,300 - - 714,109 Tempe Transit Center: 6006762 Transit Tax Transit Facility Asset Maintenance (East Valley Bus Ops / Maint Facility): 6006089 Transit Tax - 700,000 700,000 250,000 250,000 250,000 250,000 1,700,000 Transit Facility Asset Maintenance (Transportation Center): 6006099 Transit Tax - 200,000 200,000 250,000 250,000 250,000 250,000 1,200,000 - University Drive Bike/Ped Improvments (Union Pacific Railroad to Priest): 6004509 Transit Tax Federal Grant - CMAQ Project Total Transit Program Total 714,109 - 714,109 - - 91,367 91,367 - - - - 91,367 1,083,782 1,083,782 91,367 1,083,782 1,175,149 - - - - 1,083,782 1,175,149 11,322,141 4,198,864 15,521,005 203 14,086,376 5,349,390 3,408,348 1,709,568 40,074,687 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 is identified in MAG, ADOT, and local transportation plans. The project would be constructed with the I-10 Improvements Project. Currently there is $1,200,000 in federal funding for the project and staff is working with ADOT to include the project with the I-10 Improvements Project. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 The project would remove a gap in the Tempe and Phoenix bikeway system. Currently Alameda Drive (Roeser St. in Phoenix) is a more than 20 mile bike route that has linkages to downtown Phoenix and Tempe, but is cut in half at the I-10 crossing. This project would facilitate a freeway crossing like the College Avenue and Country Club Way bike/ped bridges over the US60. The project is supported by MAG, Phoenix and Tempe and is identified in several plans. Construction / Improvement 2013-14 Source of Funds Design and Engineering $100,000 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 $1,268,400 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $0 Total NA $1,368,400 Project Number: NA Estimated Start Date: Estimated Completion Date: 07/01/2013 06/30/2015 New Appropriations by Fiscal Year 2013-14 $0 2014-15 $100,000 2015-16 $1,268,400 2016-17 2017-18 Total 5 Year $0 $0 $1,368,400 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 include 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. The proposed project area has a high volume of pedestrian and bicycle travel due to its proximity to ASU and downtown Tempe. Area residents are advocating 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. 2013-14 Source of Funds Legal / Administration $26,000 Land Acquisition $50,000 Permit Fees $166,000 Design and Engineering $575,000 Survey / Staking $76,000 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement $4,311,670 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Transit Tax $575,000 $0 Total $5,204,670 Project Number: 6003059 Estimated Start Date: 10/01/2008 Estimated Completion Date: 12/01/2013 New Appropriations by Fiscal Year 2013-14 $575,000 2014-15 $4,629,670 2015-16 $0 2016-17 2017-18 Total 5 Year $0 $0 $5,204,670 204 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). A 2011 comprehensive condition assessment rated Tempe's bus stop infrastructure on a scale that included Good (repair/replace 5+ years), Fair (repair/replace in 3-5 years, Poor (repair/replace within 1-2 years), Critical (repair/replace within 0-1 year). Based on this criteria and a thorough inspection of all facilities, the following assets were deemed as poor or critical and should be rehabilitated if possible or replaced if necessary in FY 2013-14: 35 Shelters ($527,400), 61 benches ($32,357), 71 bike racks ($7,479), 58 trash receptacles ($30,899), and 43 bus stop signs ($4,588). Assets rated as fair (repair/replace in 3-5 years) are spread evenly across the years FY 2014-15 thru FY 2017-18. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 The purpose of the project is to maintain the city's bus stop infrastructure in a state of good repair, safe for use, and instrumental in promoting transit use. 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. Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 2013-14 Source of Funds Furnishings / Equipment $2,476,451 Construction / Improvement $1,030,260 Other Project Costs Transit Tax $1,189,585 $0 Total $3,506,711 Project Number: 6005239 Estimated Start Date: Estimated Completion Date: Ongoing Ongoing New Appropriations by Fiscal Year 2013-14 2014-15 $1,189,585 $620,806 2015-16 2016-17 2017-18 Total 5 Year $638,867 $657,453 $400,000 $3,506,711 CCTV Monitoring Stations - LRT 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. Two-thirds of this project will be funded through a CMAQ grant as part of the MAG TIP. This project is currently in the final design/advertising process, however, due to the unknown completion date for this project, we are requesting that a portion of the funds be carried over to FY 2013-14. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $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. 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 2013-14 Source of Funds Transit Tax $14,250 Federal Grant - CMAQ $235,750 Other Project Costs $250,000 Total $250,000 Project Number: 6004369 Estimated Start Date: 07/01/2012 Estimated Completion Date: 08/30/2013 New Appropriations by Fiscal Year 2013-14 $250,000 2014-15 $0 2015-16 $0 2016-17 2017-18 Total 5 Year $0 $0 $250,000 205 City of Tempe Bus Pullout Project Project Description Estimated Project Costs The project will install 4 to 5 new bus pullouts during FY 2013-14 with passenger amenities at various bus stops in the city. The project will also refurbish deteriorating existing bus pullouts. The locations for the next series of pull-outs is based on the project list established in the current Comprehensive Transportation Plan, but which is in the process of being re-prioritized for inclusion in the new Transportation Master Plan and based on changes in bus service levels, ridership, traffic volumes, and intersection safety considerations across the city. The projects will install 2 bus pullouts per year in subsequent years and provide funding for repair of existing pull-outs. Bus pull-outs provide safer layover areas, improve passenger safety and comfort by increasing distance from traffic flow, improve traffic flow along major streets, and improve intersection safety by reducing traffic back-ups behind buses. Legal / Administration $14,508 Land Acquisition $0 $33,659 Permit Fees Design and Engineering $146,937 Survey / Staking $11,606 Construction Management $81,245 Furnishings / Equipment $0 Construction / Improvement $1,615,545 Geotech / Material Testing 2013-14 Source of Funds $11,606 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Transit Tax $660,018 $0 Total $1,915,106 Project Number: 6006764 Estimated Start Date: Estimated Completion Date: 07/01/2013 06/30/2014 New Appropriations by Fiscal Year 2013-14 2014-15 $660,018 $300,000 2015-16 2016-17 2017-18 Total 5 Year $309,000 $318,270 $327,818 $1,915,106 City of Tempe Bus Purchases - Fleet Project Description Estimated Project Costs This project provides federal funding for a prototype hybrid bus to determine appropriate specifications and feasibility of a long-term replacement vehicle to the Orbit fleet of 24 foot cutaway buses. Legal / Administration $0 Land Acquisition $0 The purpose is to identify a more cost efficient vehicle that also provides greater passenger capacity, extended useful life, low or zero emissions, and which is suitable for operation in neighborhoods. 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 2013-14 Source of Funds Transit Tax $125,000 Federal 5307 Grant $500,000 Other Project Costs $625,000 Total $625,000 Project Number: 6006752 Estimated Start Date: 07/01/2013 Estimated Completion Date: 06/30/2014 New Appropriations by Fiscal Year 2013-14 $625,000 2014-15 $0 2015-16 $0 2016-17 2017-18 Total 5 Year $0 $0 $625,000 206 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 2013-14 with 10 installations in each of the subsequent 4 fiscal years. Locations identified as suitable for installation of a bus stop shelter and associated amenities include stops that meet the following criteria: location is served by at least one bus route with productivity at or above 2.0 boardings per mile; and immediate physical environment offers no weather/sun protection or seating. 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 as reported in public opinion research as the valley's high sun and heat are significant barriers to more Tempe residents choosing transit as an viable alternative to auto-use. Legal / Administration $8,754 Land Acquisition $0 $30,639 Permit Fees Design and Engineering $105,048 Survey / Staking $8,754 Construction Management $61,278 Furnishings / Equipment $0 Construction / Improvement $877,902 Geotech / Material Testing $875 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications 2013-14 Source of Funds $1,000 Other Project Costs Transit Tax $250,000 $0 Total $1,094,250 Project Number: 6003579 Estimated Start Date: Estimated Completion Date: Ongoing Ongoing New Appropriations by Fiscal Year 2013-14 2014-15 $250,000 $187,500 2015-16 2016-17 2017-18 Total 5 Year $200,000 $225,000 $231,750 $1,094,250 CNG Expansion - East Valley Bus Operations & Maintenance Facility Project Description Estimated Project Costs This project will expand the East Valley Bus Operations and Maintenance Facility's Compressed Natural Gas (CNG) fuel dispensing capacity from 2 to 4 dispensers. The project is needed to accommodate the larger bus fleet size associated with the unification of Tempe and RPTA bus operations. Because this project is the result of a regional cooperative effort with substantial regional financial benefits, the city expects financial participation by the region in such a way that the final cost to Tempe is consistent with the city's proportional share of regional bus services operating from the facility. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $100,000 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement 2013-14 Source of Funds $400,000 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Transit Tax $500,000 $0 Total $500,000 Project Number: 6006059 Estimated Start Date: 07/01/2013 Estimated Completion Date: 06/30/2014 New Appropriations by Fiscal Year 2013-14 $500,000 2014-15 $0 2015-16 $0 2016-17 2017-18 Total 5 Year $0 $0 $500,000 207 Creamery Branch Rail Path (along 8th Street) Project Description Estimated Project Costs This project is the construction of a pathway along the Creamery Branch Rail Spur. The project is 1 mile pathway along the non-operational rail track next to 8th Street (between Rural and McClintock) adjacent to ASU and near downtown Tempe and attached to two historic Tempe neighborhoods (Borden Homes & University Heights). The project area includes a light rail station, and a strong neighborhood commercial center that includes the 4 Peaks Brewing Company. A public process and stakeholder committee was established in 2010 and completed an approved concept plan. The project would re-construct the Creamery Rail Spur to include landscaping, a paved path, improved pedestrian areas, on-street parking, and public art. This project would place a pathway along a rail spur to accommodate a stronger bicycle and pedestrian environment that will promote the city's mission of increasing transit, bike and pedestrian travel. The project will add landscaping and better integration with historic structures while encouraging appropriate redevelopment on vacant lots or deteriorating structures. The project will better connect the adjacent neighborhoods, but limit cut-through traffic. The project concept has been supported by the neighbors, property owners and stakeholders in the area. 2013-14 Source of Funds Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $200,000 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement $1,457,625 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $0 Total NA $1,657,625 Project Number: NA Estimated Start Date: Estimated Completion Date: 07/01/2013 12/01/2017 New Appropriations by Fiscal Year 2013-14 $0 2014-15 $200,000 2015-16 $0 2016-17 2017-18 Total 5 Year $1,457,625 $0 $1,657,625 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 and the project is funded almost entirely with $1,323,000 in federal transportation grants. The project will complete the final 1/2 piece of an east-west path along the gasline. It will link major residential areas (The Lakes, Optimist Park etc...) with the regional Kiwanis Community Park and the neighborhood parks of Optimist, Gaiki and Scudder. Additionally the path will connect to Fuller, Fees, Rover, and Aguilar Schools. The project connects to many transit routes and the 6 mile Western Canal Pathway. The project continues Tempe's commitment to multi-modal transportation and improving upon what is already the highest percentage of bicycle commuters in the state. The project is both a recreational amenity (linear park) and a transportation corridor. 2013-14 Source of Funds Legal / Administration $11,000 Land Acquisition $0 $42,000 Permit Fees Design and Engineering $232,000 Survey / Staking $11,000 Construction Management $77,000 Furnishings / Equipment $0 Construction / Improvement $1,117,400 Geotech / Material Testing $11,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Transit Tax $103,000 $0 Total $1,501,400 Project Number: 6006069 Estimated Start Date: 10/11/2011 Estimated Completion Date: 06/30/2015 New Appropriations by Fiscal Year 2013-14 $103,000 2014-15 $1,398,400 2015-16 $0 2016-17 2017-18 Total 5 Year $0 $0 $1,501,400 208 Federal Grants / General Contingency Project Description Estimated Project Costs The purpose of this project is to ensure spending authority exists to deal with three (3) contingencies: 1) the city deems a non-budgeted Transit asset repair/replacement to be necessary, 2) a cost or scope increase on an existing CIP project with either instance requiring City Council approval before advancing, and 3) grant funding becomes accessible for a new project that the City Council has directed staff to pursue. Some specific projects that may be pursued for grant funding in 2013-14 are listed below. Utilization of this CIP for any of the listed projects will be presented to the City Council for approval. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Bike-Pedestrian Bridges/Connections: - I-10; US-60; 101. Construction / Improvement $0 Geotech / Material Testing $0 Streetscape Improvements: - Hardy Drive: University-Broadway; University Drive: Ash-Priest; Broadway: RuralMill / 48th Street-Mill / Rural-Tempe Canal. Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Multi-use Pathways/Corridor Improvements: - Rio Salado; Union Pacific Railroad; Kyrene Canal; Highline Canal; Grand Canal. 2013-14 Source of Funds Federal Grants $2,700,000 Other Project Costs $2,700,000 Total $2,700,000 Project Number: 6005259 Estimated Start Date: Estimated Completion Date: 07/01/2013 06/30/2014 New Appropriations by Fiscal Year 2013-14 $2,700,000 2014-15 $0 2015-16 $0 2016-17 2017-18 Total 5 Year $0 $0 $2,700,000 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. The proposed project area has a high volume of pedestrian and bicycle travel due to its proximity to ASU, Downtown Tempe, Rio Salado and the high industrial and office employment area south of the project. Area residents are advocating retaining the neighborhood character of the street to reflect the residential uses 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. The Transportation Element of the Tempe General Plan classified Hardy Drive as a Green Street. Green streets serve as priority routes for bicyclists and pedestrians and function as connectors between off-street multi-use paths. The neighborhood is requesting geometric changes to the street including striping for bike lanes, widening of sidewalks, reduction of existing travel lane widths, construction of planted medians, protection from intrusion of commercial truck traffic, improved pedestrian safety, reduction of speed limits, and construction of mid-block crossings. 2013-14 Source of Funds Legal / Administration $10,000 Land Acquisition $0 $28,000 Permit Fees Design and Engineering $0 Survey / Staking $58,000 Construction Management $57,000 Furnishings / Equipment $0 Construction / Improvement $1,062,210 Geotech / Material Testing $10,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Transit Tax $82,689 Federal Grant - CMAQ $1,142,591 $70 Total $1,225,280 Project Number: 6004379 Estimated Start Date: 01/15/2012 Estimated Completion Date: 12/15/2013 New Appropriations by Fiscal Year 2013-14 $1,225,280 2014-15 $0 2015-16 $0 2016-17 2017-18 Total 5 Year $0 $0 $1,225,280 209 Highline Canal Path (Baseline - Knox Road) Project Description Estimated Project Costs This project is the concept design and construction of a 3.5 mile pathway along the Highline Canal in west central Tempe. The Salt River Project canal runs north and south from Baseline Road on the north to Knox Road on the south and is one of the last remaining canal banks without a dedicated path for public use. This path design concept would be completed and used to apply for federal funding, similar to other path projects. This project would also be done design and funding partnership with the Town of Guadalupe, Maricopa County and the City of Phoenix, since all agencies connect to this path. The project would have a public outreach component. The path would include street crossing treatments, fencing (where needed), landscaping, lighting and a paved path that meets all ADA and national transportation design standards. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 This project is part of the City's Transportation Master Plan and is in concert with the Tempe General Plan. It continues Tempe's commitment to building facilities that support increasing the numbers of people utilizing non-motorized forms of transportation to assist in reducing air pollution and traffic congestion. The project will serve many Tempe neighborhoods and link to Guadalupe and Phoenix. Construction / Improvement 2013-14 Source of Funds Design and Engineering $200,000 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 $5,600,000 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs CMAQ and Other Agency Funds $200,000 $0 Total $5,800,000 Project Number: 6006079 Estimated Start Date: Estimated Completion Date: 07/01/2013 06/30/2014 New Appropriations by Fiscal Year 2013-14 $200,000 2014-15 2015-16 $5,600,000 $0 2016-17 2017-18 Total 5 Year $0 $0 $5,800,000 Pathway Capital Maintenance Project Description Estimated Project Costs This project will repair, rehabilitate or replace multi-use pathway infrastructure that will surpass its useful life during the project year or due to excessive or adverse environmental exposures (e.g., sun, irrigation, high use, damage, theft). This project has two major elements: 1) Replace pathway lighting systems including 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. Replacement campaigns will be established for each pathway segment based on the transit program's asset management program for pathway infrastructure and phased over the five (5) year CIP period. 2) Replace fence along Kyrene Pathway near Ken McDonald golf course that has been structurally damaged due to irrigation. This will be an FY 2013-14 project with an estimated cost of $300,000. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 The purpose of the project is to maintain the city's bike and pedestrian pathway system in a state of good repair, safe for use, instrumental in promoting citywide bikepedtransit use, and leading to increases in the bike-pedestrian mode share of all trips. Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 2013-14 Source of Funds Furnishings / Equipment $1,092,175 Construction / Improvement $500,000 Other Project Costs Transit Tax $592,175 $0 Total $1,592,175 Project Number: 6005249 Estimated Start Date: 07/01/2012 Estimated Completion Date: Ongoing New Appropriations by Fiscal Year 2013-14 2014-15 $592,175 $250,000 2015-16 2016-17 2017-18 Total 5 Year $250,000 $250,000 $250,000 $1,592,175 210 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. The project construction is funded by federal transportation grants. The project would extend the regional multi-use path system to the City of Phoenix and Tempe. This project is the final west end path piece of the Rio Salado path system and would complete the path system on the south bank of the Rio Salado from McClintock Drive to the Hohokam Freeway for a total of 4 miles. 2013-14 Source of Funds Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement $1,661,861 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Transit Tax $700,000 Federal Grant - CMAQ $961,861 $0 Total $1,661,861 Project Number: 6004139 Estimated Start Date: Estimated Completion Date: 07/01/2010 06/30/2013 New Appropriations by Fiscal Year 2013-14 $1,661,861 2014-15 $0 2015-16 $0 2016-17 2017-18 Total 5 Year $0 $0 $1,661,861 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. The project is funded through a federal transportation grant in partnership with the Arizona Department of Transportation. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 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. Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 2013-14 Source of Funds Construction / Improvement $2,199,828 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Transit Tax $125,390 Federal Grant - CMAQ $2,074,438 $0 Total $2,199,828 Project Number: 6004319 Estimated Start Date: 07/01/2011 Estimated Completion Date: 12/30/2013 New Appropriations by Fiscal Year 2013-14 $2,199,828 2014-15 $0 2015-16 $0 2016-17 2017-18 Total 5 Year $0 $0 $2,199,828 211 Rio Salado Southbank Path Underpass at Priest Drive Project Description Estimated Project Costs This project is the construction of a bicycle/pedestrian path underpass at Priest Drive along the south bank of the Rio Salado. The project will connect to an existing path on the east side of Priest and to another path on the west side that will be constructed in 2013. The project will be concrete and lit and meet all ADA requirements and will provide emergency vehicle access. This project provides an accessible and safe crossing under Priest Drive for the Rio Salado Path users, where today none exists. The project will link a more than 5 miles system of paths along the Rio Salado and Town Lake area. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $200,000 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement 2013-14 Source of Funds $1,231,823 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $0 Total NA $1,431,823 Project Number: NA Estimated Start Date: Estimated Completion Date: 01/07/2013 12/01/2014 New Appropriations by Fiscal Year 2013-14 $0 2014-15 $200,000 2015-16 $1,231,823 2016-17 2017-18 Total 5 Year $0 $0 $1,431,823 Tempe / Phoenix Bike Share Project Description Estimated Project Costs The Regional Bike Share program will include multiple cities and Valley Metro and will provide 20 or more locations in Tempe for rental of bicycles at automated bicycle rack kiosks. The kiosks will be in City right-of-way and in high activity areas like downtown Tempe, Tempe Town Lake, the Tempe Public Library, and the Tempe Center for the Arts. The capital funds for the project are through a federal grant and the operations will be contracted through an RFP process, with no operating impacts to the City. The project is modeled after other cities and is similar to the nationwide Zipcar program, which also operates in Tempe, where the public has ease of access to renting a car. The project will include a public process to identify best locations for racks and bikes and will be a partnership with Valley Metro and other cities. The bike share project is intended to provide additional sustainable transportation opportunities in Tempe and the region. It will provide enhanced bicycle service access that will link directly to transit options. Bike share is a successful program in other cities nationwide and is a logical extension of the Tempe system. It will enable visitors, students, residents and others to obtain a bike easily in most activity areas around Tempe. 2013-14 Source of Funds Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $100,000 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $200,000 Construction / Improvement $300,000 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $451,300 Total NA $1,051,300 Project Number: NA Estimated Start Date: 07/01/2013 Estimated Completion Date: 12/01/2015 New Appropriations by Fiscal Year 2013-14 $0 2014-15 $100,000 2015-16 $951,300 2016-17 2017-18 Total 5 Year $0 $0 $1,051,300 212 Tempe Transit Center Project Description Estimated Project Costs This project will complete the build-out of the ground floor retail space of the Tempe Transportation Center and ready it for lease by a retail/restaurant application. The major elements of the project include 1) Essential Building Systems - for design and construction of gas lines, ventilation system, drainage system, grease interceptor, 10% contingency, and related city fees, and 2) Standard Tenant Improvements - for a tenant improvement allowance based on an appropriate market rate per square foot. The Tempe Transportation Center is a 40,000 square foot federally funded mixeduse 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. Income from a potential lease of this space would be available to support the transit program including operating and capital maintenance of the Transportation Center. 2013-14 Source of Funds Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement $714,109 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Transit Tax $714,109 $0 Total $714,109 Project Number: 6006762 Estimated Start Date: Estimated Completion Date: 07/01/2013 06/30/2014 New Appropriations by Fiscal Year 2013-14 $714,109 2014-15 $0 2015-16 $0 2016-17 2017-18 Total 5 Year $0 $0 $714,109 Transit Facility Asset Maintenance (East Valley Bus Ops / Maint Facility) Project Description Estimated Project Costs This projects conducts major repair, refurbishment, or replacement of major equipment and sub-systems at the East Valley Bus Operations and Maintenance facility. The asset management plan for the facility and the specific projects stemming from it for FY 2014 thru FY 2018 is not yet complete, but will be in time to provide the necessary information for this request. EVBOM is a 250 bus facility from which the majority of Tempe's transit operations are based. Maintaining the facility in state of good repair facilitates the provision of bus service on a daily basis by allowing for the timely and effective fleet repairs; efficient fueling, fare collection, and cleaning; efficient operations; and safe working conditions for the roughly 400 city and contractor staff based there. The major deliverables for the EVBOM Maintenance Building include: code compliant air monitoring system throughout the maintenance building; code compliant HVAC system for rooms M139 and M143; and a complete and operational Energy Management System including all necessary hardware and computer interfacing for these improvements. Design Study is currently under contract and will determine total cost for upgrade. 2013-14 Source of Funds Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $125,000 Survey / Staking $0 Construction Management $55,000 Furnishings / Equipment $115,000 Construction / Improvement $825,000 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Transit Tax $700,000 $580,000 Total $1,700,000 Project Number: 6006089 Estimated Start Date: 07/01/2013 Estimated Completion Date: 06/30/2014 New Appropriations by Fiscal Year 2013-14 2014-15 $700,000 $250,000 2015-16 2016-17 2017-18 Total 5 Year $250,000 $250,000 $250,000 $1,700,000 213 Transit Facility Asset Maintenance (Transportation Center) Project Description Estimated Project Costs This project conducts major repair, refurbishment, or replacement of major equipment, structure, and sub-systems at the Tempe Transportation Center. The facility was completed in 2008 so near-term major needs are not anticipated. The asset management plan for the facility and the specific projects stemming from it for FY 2014 thru FY 2018 is being developed. The Tempe Transportation Center was designed as LEED Platinum (application pending) mixed-use inter-modal transportation center. The building is occupied by city staff and private firms and includes meeting space that is open for use by members of the community. The facility includes a 13 bay bus plaza that is also adjacent to a major light rail station. Maintaining the building in a state of good repair maintains good working condition for staff and tenants while ensuring the site is safe and functional for transit operations and public use. 2013-14 Source of Funds Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $125,000 Survey / Staking $0 Construction Management $55,000 Furnishings / Equipment $115,000 Construction / Improvement $825,000 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Transit Tax $200,000 $80,000 Total $1,200,000 Project Number: 6006099 Estimated Start Date: Estimated Completion Date: 07/01/2013 06/30/2014 New Appropriations by Fiscal Year 2013-14 2014-15 $200,000 $250,000 2015-16 2016-17 2017-18 Total 5 Year $250,000 $250,000 $250,000 $1,200,000 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. Project construction is funded through federal CMAQ grants. 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. The project will enhance the pedestrian and bicycle environment and improve air quality by providing alternatives to automobile travel while encouraging nonmotorized travel through widened bicycle lanes, shaded sidewalks, public art, shorter crosswalk distances at intersections, and improvements transit facilities along the street. The project will involve public meetings with neighbors and businesses/property owners in the area. 2013-14 Source of Funds Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $73,803 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement $1,101,346 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Transit Tax $91,367 Federal Grant - CMAQ $1,083,782 $0 Total $1,175,149 Project Number: 6004509 Estimated Start Date: 10/01/2011 Estimated Completion Date: 06/30/2014 New Appropriations by Fiscal Year 2013-14 $1,175,149 2014-15 $0 2015-16 $0 2016-17 2017-18 Total 5 Year $0 $0 $1,175,149 214 City of Tempe 2013-14 Annual Budget General Purpose Program General Purpose projects total $51 million in FY 2013-14 and account for 43% of the FY 2013-14 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 $51 million of the $120 million Capital Improvements Budget for FY 2013-14. The majority of the funding for the five program areas above is to be provided by the planned issuance of $33 million of general obligation bonds, followed by just over $8 million in existing project fund balances. The balance is funded from various City operating funds and other outside pay as you go contributions Major areas of emphasis in FY 2013-14 include various repair and replacement projects for parks infrastructure, continued design and engineering for the replacement of the Tempe Town Lake dam, fire truck replacements, continued improvements to the City’s regional radio system, the purchase of new laptop computers for police vehicles, and numerous capital asset repair and replacement projects for municipal buildings. 215 City of Tempe 2013-14 Annual Budget Police Protection Program CIP Projects Project Name & Number Funding Source(s) CAD / RMS / FRWS System: 5501999 Capital Projects Fund Balance General Obligation Bonds Project Total Laptop Replacement: 5509189 Police Protection Program Total General Obligation Bonds New 2013-14 Capital Budget Capital Budget Re-appropriations Appropriations - 551,711 310,000 861,711 1,883,801 - 1,883,801 861,711 216 Total 2013-14 Capital Budget Appropriations Additional Projected Needs 2014-15 2015-16 551,711 310,000 861,711 - - 1,883,801 - - 2,745,512 - - 2016-17 - 2017-18 Total 5-Year Program - 551,711 310,000 861,711 3,912,538 - 5,796,339 3,912,538 - 6,658,050 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 can no longer be maintained by an outside vendor. The hardware will be maintained internally until the entire system is replaced. The vendor that currently provides the CAD, RMS, and FRWS has not, to date, developed its CAD product to function on newer computer platforms. 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. To minimize interfacing issues and related costs, it is critical that all three software components be provided by a single vendor. 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 2013-14 Source of Funds $861,711 Other Project Costs Capital Projects Fund Balance $551,711 General Obligation Bonds $310,000 $0 Total $861,711 Project Number: 5501999 Estimated Start Date: Estimated Completion Date: Ongoing 06/30/2014 New Appropriations by Fiscal Year 2013-14 2014-15 $861,711 $0 2015-16 $0 2016-17 2017-18 Total 5 Year $0 $0 $861,711 Laptop Replacement Project Description Estimated Project Costs Police Department ruggedized laptops require replacement 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; complete arrests and field contacts with citizens; and access necessary information sources to perform their daily job functions. The Police Department is in the midst of upgrading its current software applications resulting in a fully integrated public safety system. This system must continue to have reliable hardware to support and maintain its full functionality. Officer use of the integrated public safety system can only be achieved in a mobile environment available on department issued laptops. In sum, this project is intended to replace Police Department laptops and maintain federally mandated two-factor authentication as well as complete wireless functionality. 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 2013-14 Source of Funds $5,796,339 Other Project Costs General Obligation Bonds $1,883,801 $0 Total $5,796,339 Project Number: 5509189 Estimated Start Date: Ongoing Estimated Completion Date: Ongoing New Appropriations by Fiscal Year 2013-14 $1,883,801 2014-15 $0 2015-16 $0 2016-17 2017-18 Total 5 Year $3,912,538 $0 $5,796,339 217 City of Tempe 2013-14 Annual Budget Fire Protection Program CIP Projects Project Name & Number Funding Source(s) Fire Apparatus Replacement: 5603619 General Obligation Bonds Fire Facility and Deployment Study: 5605939 Capital Projects Fund Balance Fire Laptop Replacement: 5603629 General Obligation Bonds Fire Training Center Facilities: 5605949 General Obligation Bonds Radio Conversion: 5606947 General Obligation Bonds Fire Protection Program Total New 2013-14 Capital Budget Capital Budget Re-appropriations Appropriations 1,156,898 222,531 105,000 - - - 150,000 16,400 238,931 - 32,800 - - 271,731 356,000 356,000 - - - 1,114,000 - - - 105,000 2,556,829 1,858,000 582,800 1,100,000 550,000 Total 5-Year Program - - 1,100,000 2017-18 150,000 758,000 550,000 2016-17 150,000 105,000 1,100,000 2015-16 1,706,898 1,072,400 218 Additional Projected Needs 2014-15 550,000 - 1,484,429 Total 2013-14 Capital Budget Appropriations 550,000 5,006,898 6,647,629 Fire Apparatus Replacement Project Description Estimated Project Costs This project includes the purchase of fire apparatus which has been identified for replacement. Replacement is predicated on age, miles and operational costs (repair, maintenance, mileage, engine hours, and fuel consumption). Fire apparatus are evaluated for replacement after 10 years or when mileage exceeds 120,000. Extensive repair or maintenance costs may cause a unit to warrant earlier replacement. The Department currently has 10 apparatus that are 12 to 20 years old and eight apparatus that exceed 150,000 miles each. Fire Department’s Maintenance Division is continuously challenged to keep this fleet in service. With the economic downturn, the City has been unable to fund fire apparatus replacement in accordance with replacement criteria. To be in accordance with replacement criteria three pumper trucks are needed in FY 13-14 and three in FY 1415. 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. FY 15-16 to FY 17-18 vehicles are subject to change as the Department is in the process of reviewing life cycles for unique apparatus. 2013-14 Source of Funds Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $5,006,898 Construction / Improvement $0 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs General Obligation Bonds $1,706,898 $0 Total $5,006,898 Project Number: 5603619 Estimated Start Date: Estimated Completion Date: 07/01/2011 12/30/2017 New Appropriations by Fiscal Year 2013-14 $1,706,898 2014-15 $1,100,000 2015-16 $550,000 2016-17 2017-18 Total 5 Year $1,100,000 $550,000 $5,006,898 Fire Facility and Deployment Study Project Description Estimated Project Costs This project includes funding for a fire facilities and deployment study. One purpose of the study is to maximize the Fire Department's staffing and deployment for emergency response. A previous fire station relocation plan was first presented to the City Council in 1990, it is over 20 years old and needs to be revised. The last fire station (station #6) was built over nine years ago, since then call volume has increase by 21% and response time has gone from five minutes and 28 seconds to five minutes and 47 seconds. This study will incorporate present and anticipated demographic changes. 2013-14 Source of Funds Capital Projects Fund Balance $150,000 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 $150,000 Total $150,000 Project Number: 5605939 Estimated Start Date: 07/01/2013 Estimated Completion Date: 06/30/2014 New Appropriations by Fiscal Year 2013-14 $150,000 2014-15 $0 2015-16 $0 2016-17 2017-18 Total 5 Year $0 $0 $150,000 219 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 the development of a wireless fire apparatus infrastructure to accommodate small devices (cell phones), laptops and heart monitors. This will enhance wireless transfer of critical patient information from both the laptop units and heart monitors to definitive care facilities. 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. Currently, the Fire Department is using 28 ruggedized laptops. These ruggedized laptops are used daily, with over 16,000 annual EMS calls. Given this significant use in extreme conditions, a five year replacement plan is suggest by ITD 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 2013-14 Source of Funds $271,731 Other Project Costs General Obligation Bonds $238,931 $0 Total $271,731 Project Number: 5603629 Estimated Start Date: Estimated Completion Date: Ongoing 06/30/2016 New Appropriations by Fiscal Year 2013-14 2014-15 $238,931 $0 2015-16 $32,800 2016-17 2017-18 Total 5 Year $0 $0 $271,731 Fire Training Center Facilities Project Description Estimated Project Costs This project provides for the repair and maintenance of the Fire Training Center buildings. The Skills Building part of the project is for repair in accordance with a structural evaluation conducted in 2012. The Burn Room Building project is based on age and use (built in 1993). Legal / Administration Permit Fees $21,000 A structural evaluation conducted in 2012 of the Fire Training Skills buildings, revealed the following items should be address: replacement of corroded steel doors, replacement of corroded steel ledgers, patching concrete, reinforcement and support of balcony, repair of damaged precast panels, improve building drainage, remove an usable gas line, and installation of an ice machine. 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. Because the building sustains damage with each live fire training, it limits the life of the building. Design and Engineering $72,000 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. Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 2013-14 Source of Funds $6,000 Land Acquisition $0 Survey / Staking $6,000 Construction Management $70,000 Furnishings / Equipment $0 Construction / Improvement $860,000 Geotech / Material Testing $6,000 Other Project Costs General Obligation Bonds $356,000 $73,000 Total $1,114,000 Project Number: 5605949 Estimated Start Date: 07/01/2013 Estimated Completion Date: 06/30/2015 New Appropriations by Fiscal Year 2013-14 2014-15 $356,000 $758,000 2015-16 $0 2016-17 2017-18 Total 5 Year $0 $0 $1,114,000 220 Radio Conversion Project Description Estimated Project Costs This project addresses the federally mandated public safety radio conversion to 800 Mhz. 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 affects all the fire departments in the Phoenix metro area automatic aid consortium. This project allows the City to continue with the federally mandated conversion and remain on track in our partnership with the other Valley Cities in the Automatic Aide System. For all practical purposes this project is complete. Remaining funds will be used for minor expenses to complete the project. 2013-14 Source of Funds General Obligation Bonds $105,000 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 $105,000 Total $105,000 Project Number: 5606947 Estimated Start Date: Estimated Completion Date: Ongoing 07/30/2014 New Appropriations by Fiscal Year 2013-14 $105,000 2014-15 $0 2015-16 $0 2016-17 2017-18 Total 5 Year $0 $0 $105,000 221 City of Tempe 2013-14 Annual Budget Storm Drains Program CIP Projects New 2013-14 Capital Budget Capital Budget Re-appropriations Appropriations Project Name & Number Funding Source(s) AZPDES - ADEQ Stormwater Program: 5806396 Capital Projects Fund Balance 96,588 - Capital Projects Fund Balance General Obligation Bonds 799,474 - - Project Total Storm Drain Improvements: 5899971 Storm Drains Program Total Total 2013-14 Capital Budget Appropriations 96,588 Additional Projected Needs 2014-15 - 2015-16 - 2016-17 - 2017-18 - Total 5-Year Program 96,588 - 799,474 - 250,000 250,000 250,000 250,000 799,474 1,000,000 799,474 - 799,474 250,000 250,000 250,000 250,000 1,799,474 896,062 - 896,062 250,000 250,000 250,000 250,000 1,896,062 222 AZPDES - ADEQ Stormwater Program Project Description Estimated Project Costs The City of Tempe is subject to a Phase I MS4 AZPDES Stormwater permit that requires Tempe stormwater facility enhancements. Funding will go to Equipment Wash Basins at Kiwanis Park, Ken McDonald Golf Course, and Diablo Stadium ($15k each) and $50k will go to the Environmental Sampling Training Center. Progress on this program will be tracked annually as a component of permit reporting requirements. The project is needed to ensure environmental regulatory compliance with ADEQs AZPDES Stormwater Permit. 2013-14 Source of Funds Capital Projects Fund Balance $96,588 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 $96,588 Total $96,588 Project Number: 5806396 Estimated Start Date: Estimated Completion Date: 07/01/1999 06/30/2013 New Appropriations by Fiscal Year 2013-14 $96,588 2014-15 $0 2015-16 $0 2016-17 2017-18 Total 5 Year $0 $0 $96,588 Storm Drain Improvements Project Description Estimated Project Costs This project provides ongoing maintenance, preservation, and upgrades to the existing storm drain system. Project scope would include replacement and upgrades of existing catch basins, new storm drain manholes to facilitate maintenance of the existing pipe network, and additional storm drains to relieve flooding in localized areas. In addition, The Flood Control District of Maricopa County will be generating mitigation locations and alternatives for the first phase of the Storm Water Master Plan beginning with the Broadway and Rural sub-basin area. These upgrades, when identified, will also be funded from this project. This year upgrades were made to College Avenue drainage structures, Hardy Drive catch basins, and several other catch basins throughout the City. This project purpose and need is to relieve or eliminate localized flooding problems to residents/motorist/all users of Tempe streets and provides for the construction of storm drain network extensions and improvements. The City of Tempe maintains over 80 major storm drain retention basins, over 103 miles of storm drain pipes, over 1,600 catch basins and storm drain manholes, and many other related structures. 2013-14 Source of Funds Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement $1,799,474 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Capital Projects Fund Balance $799,474 $0 Total $1,799,474 Project Number: 5899971 Estimated Start Date: 07/01/2013 Estimated Completion Date: Ongoing New Appropriations by Fiscal Year 2013-14 2014-15 $799,474 $250,000 2015-16 2016-17 2017-18 Total 5 Year $250,000 $250,000 $250,000 $1,799,474 223 City of Tempe 2013-14 Annual Budget Park Improvements / Recreation Program CIP Projects Project Name & Number Funding Source(s) Aquatics (Swimming Pool) Infrastructure & General Obligation Bonds Equipment Replacement: 6304999 New 2013-14 Capital Budget Capital Budget Re-appropriations Appropriations 115,000 - Total 2013-14 Capital Budget Appropriations 2014-15 115,000 520,000 320,000 150,000 150,000 50,000 50,000 555,000 870,000 620,000 320,000 180,000 180,000 ARC Flash Hazard Analysis - Parks: 6305959 General Obligation Bonds Athletic Field Lighting System Replacement: 6303089 General Obligation Bonds Ballfield Infield Renovation: 6305969 General Obligation Bonds - Batting Range Pitching Machine/Netting Replacement: NA General Obligation Bonds - - - - Clark Park Swimming Pool Renovation: NA General Obligation Bonds - - - - Diablo Stadium Capital Replacement & Reinvestment: 6303009 315,000 - - 145,000 - 620,000 - 550,000 2017-18 660,000 - 610,000 Total 5-Year Program 2,235,000 250,000 2,970,000 - - 180,000 - - 145,000 - 100,000 100,000 Diablo Stadium Revenue - 47,500 47,500 47,500 47,500 47,500 47,500 237,500 General Obligation Bonds 90,000 90,000 175,000 222,500 265,000 312,500 175,000 222,500 175,000 222,500 175,000 222,500 175,000 222,500 965,000 1,202,500 Project Total Kiwanis Park Playground Replacement & Renovations: 6306808 - Additional Projected Needs 2015-16 2016-17 Capital Projects Fund Balance 729,000 General Obligation Bonds 729,000 Project Total 729,000 - - - - 729,000 350,000 350,000 - 350,000 1,079,000 - - - - 350,000 1,079,000 - - - 315,000 - - - 37,000 Kiwanis Recreation Center Electric Infrastructure Replacement: 6305979 General Obligation Bonds - 30,000 30,000 Mill Avenue Tree Replacement: 6305109 General Obligation Bonds 37,000 - 37,000 Park Concrete & Sports Court Replacement & Renovation: 6305119 General Obligation Bonds 50,000 Park Improvements: 6399729 Cash Park Infrastructure / Equipment Replacement: 6399829 General Obligation Bonds Park Lighting System Replacement & Renovation: 6305489 General Obligation Bonds 285,000 - 100,000 150,000 6,000,000 6,000,000 184,000 350,000 534,000 350,000 300,000 300,000 250,000 1,734,000 150,000 200,000 350,000 200,000 200,000 200,000 200,000 1,150,000 - 224 100,000 - 150,000 - 110,000 - 110,000 - 620,000 6,000,000 City of Tempe 2013-14 Annual Budget Park Improvements / Recreation Program CIP Projects (continued) Project Name & Number Funding Source(s) Park Playground Infrastructure & Equipment Replacement & Renovation: 6305499 General Obligation Bonds Park Restrooms and Ramadas: 6305129 General Obligation Bonds Parks & Recreation Emergency Repairs: 6305989 New 2013-14 Capital Budget Capital Budget Re-appropriations Appropriations Additional Projected Needs 2014-15 2015-16 2016-17 2017-18 Total 5-Year Program 250,000 400,000 225,000 225,000 250,000 250,000 1,350,000 - 675,000 675,000 200,000 340,000 175,000 75,000 1,465,000 General Obligation Bonds - 200,000 200,000 150,000 100,000 50,000 50,000 550,000 Parks Living Infrastructure and Irrigation Systems: 6305999 General Obligation Bonds - 145,000 145,000 - - - - 145,000 Rio Salado CFD Infrastructure Replacement: 6306239 Property Assessments - 579,630 579,630 - - - - 579,630 Rolling Hills Irrigation System: 6305929: Golf Fund Enterprise Revenue - 674,000 674,000 2,762,000 - - - 3,436,000 Skate Park Structural Repairs: 6302629 Capital Projects Fund Balance General Obligation Bonds 8,000 - 25,000 8,000 25,000 15,000 15,000 15,000 15,000 8,000 85,000 Project Total 8,000 25,000 33,000 15,000 15,000 15,000 15,000 93,000 20,049 - 20,049 - - - - 20,049 - - - 20,000 20,000 25,000 55,000 120,000 20,049 - 20,049 20,000 20,000 25,000 55,000 140,049 - 25,000 25,000 240,000 - - - 265,000 Sports Facility Relamping: 6306938 Capital Projects Fund Balance General Obligation Bonds Project Total Tempe Beach Splash Playground Modification: 6506931 General Obligation Bonds Town Lake Dam Replacement: 6504229 Capital Projects Fund Balance Cash General Obligation Bonds Project Total Town Lake Emergency Warning Modifications: 6503771 Capital Projects Fund Balance Park Improvements / Recreation Program Total 150,000 Total 2013-14 Capital Budget Appropriations 3,621,330 - 3,621,330 44,073 - - - 3,621,330 13,550,000 13,550,000 4,000,000 19,611,851 - - - 4,000,000 33,161,851 13,550,000 17,171,330 23,611,851 - - - 40,783,181 - - - 44,073 - 5,513,452 24,261,130 225 3,621,330 44,073 29,774,582 - 29,571,351 2,407,500 2,517,500 2,597,500 66,868,433 Aquatics (Swimming Pool) Infrastructure & Equipment Replacement Project Description Estimated Project Costs This project encompasses the ongoing replacement and renovation of the existing aquatics facilities. The City of Tempe’s aquatics facilities continue to need replacement of major equipment and structural components. All facilities have aging infrastructures that have not been addressed in previous projects. Also large operational equipment are at the end of their life cycles and need to be replaced. Many of the replacement projects will address safety standards to meet existing and future rules and regulations. Many projects will improve energy efficiency; saving the City energy dollars. The following improvements to City of Tempe Aquatics facilities planned in fiscal year14-15 include: - SES panel replacement at Escalante and McClintock pools $165,000 - Re-plaster of Kiwanis Wave pool $250,000 - The pool was last plaster in 2000 and needs to be re-plastered every 5-10 years. - Industrial high volume circulation fans for Kiwanis Wave pool $35,000. 2013-14 Source of Funds Legal / Administration $11,000 Land Acquisition $0 $55,000 Permit Fees Design and Engineering $152,000 Survey / Staking $11,000 Construction Management $112,000 Furnishings / Equipment $0 Construction / Improvement $1,593,000 Geotech / Material Testing $11,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs General Obligation Bonds $115,000 $290,000 Total $2,235,000 Project Number: 6304999 Estimated Start Date: Estimated Completion Date: 07/01/2014 06/30/2019 New Appropriations by Fiscal Year 2013-14 2014-15 $115,000 $520,000 2015-16 2016-17 2017-18 Total 5 Year $320,000 $620,000 $660,000 $2,235,000 ARC Flash Hazard Analysis - Parks Project Description Estimated Project Costs The purpose of this project is to hire a consultant that will perform a study of electrical components for all city park facilities. The consultant will label all electrical equipment components as defined in NFPA 70E: standards for electrical safety in the workplace. The study will review switchboards, panel boards, industrial control panels, meter socket enclosures and motor control centers all which are likely to require examination, adjustments, servicing or maintenance while energized. 2013-14 Source of Funds Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $250,000 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 General Obligation Bonds $150,000 $0 Total $250,000 Project Number: 6305959 Estimated Start Date: 07/01/2013 Estimated Completion Date: 06/30/2016 New Appropriations by Fiscal Year 2013-14 2014-15 2015-16 $150,000 $50,000 $50,000 2016-17 2017-18 Total 5 Year $0 $0 $250,000 226 Athletic Field Lighting System Replacement Project Description Estimated Project Costs This project's original purpose was to upgrade the lighting levels at all the existing deficient baseball, softball and multi-purpose athletic fields so that they are in compliance with Illuminating Engineering Society (I.E.S.) recommendations. However in recent years sports lighting pole safety issues and aging electrical service section replacement has taken priority as well as lighting deficiency. This project consists of the following estimated five year replacement program at Tempe's athletic facilities: - 2013 - 14 Benedict Sports Complex Field #3, 4 & 5 - 2014 - 15 Benedict Sports Complex Field #1 & 2 - 2015 - 16 McKemy Ball fields SES Replacement; Papago Park Bellfield; Svob Park Soccer Field. - 2016 - 17 Stroud Park Soccer Field; Daley Park Ball fields. - 2017 - 18 Connolly Ball fields. 2013-14 Source of Funds Legal / Administration $23,500 Land Acquisition $0 $77,500 Permit Fees Design and Engineering $240,000 Survey / Staking $23,500 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement $2,419,000 Geotech / Material Testing $23,500 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs General Obligation Bonds $870,000 $163,000 Total $2,970,000 Project Number: 6303089 Estimated Start Date: Estimated Completion Date: 07/01/2008 06/30/2020 New Appropriations by Fiscal Year 2013-14 2014-15 $870,000 $620,000 2015-16 2016-17 2017-18 Total 5 Year $320,000 $550,000 $610,000 $2,970,000 Ballfield Infield Renovation Project Description Estimated Project Costs The city has 20 softball and baseball fields (excluding Diablo Stadium) whose infields and warning tracks have deteriorated from use and age to such an extent that they are extremely dusty when users play on them and require watering down to control the dust. Funding for this project will be used on 14 of the fields that are used for league and recreational programming, to remove the existing infield and warning track mix, laser grade, spike roll and replace it with a product that is dust free and does not require watering and allows play to continue very quickly even after a rainstorm. The goal is to coordinate this effort with the Living Infrastructure to provide better field conditions. The replacement infield and warning track mixes will last for almost 10 years with minimal maintenance. The estimated cost per field is $45,000. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement 2013-14 Source of Funds $180,000 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs General Obligation Bonds $180,000 $0 Total $180,000 Project Number: 6305969 Estimated Start Date: 07/01/2013 Estimated Completion Date: Ongoing New Appropriations by Fiscal Year 2013-14 $180,000 2014-15 $0 2015-16 $0 2016-17 2017-18 Total 5 Year $0 $0 $180,000 227 Batting Range Pitching Machine/Netting Replacement Project Description Estimated Project Costs This project will replace all 18 batting cage machines, light indicator boxes, and token boxes. The continual replacement of parts, some of which are hard to find or are no longer manufactured, has increased our annual maintenance costs to where it is more cost effective to replace the existing pitching machines with new machines. Legal / Administration $1,000 Land Acquisition $0 $4,000 Permit Fees Design and Engineering $0 Survey / Staking $1,000 Construction Management $8,000 Furnishings / Equipment $0 Construction / Improvement $120,000 Geotech / Material Testing 2013-14 Source of Funds $1,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $10,000 Total NA $145,000 Project Number: NA Estimated Start Date: Estimated Completion Date: 07/01/2013 06/30/2014 New Appropriations by Fiscal Year 2013-14 $0 2014-15 $0 2015-16 $145,000 2016-17 2017-18 Total 5 Year $0 $0 $145,000 Clark Park Swimming Pool Renovation Project Description Estimated Project Costs This project aims to provide the preliminary design funding for the subsequent overall project which will renovate the existing 38 year old swimming pool, and replace the existing aged recreation center with a new building connected to the pool. Major reconstruction and renovation must be performed to restore this facility so it can be used by the citizens again. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering 2013-14 Source of Funds $100,000 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 NA $100,000 Project Number: NA Estimated Start Date: 07/01/2017 Estimated Completion Date: 04/30/2018 New Appropriations by Fiscal Year 2013-14 $0 2014-15 $0 2015-16 $0 2016-17 2017-18 Total 5 Year $0 $100,000 $100,000 228 Diablo Stadium Capital Replacement & Reinvestment Project Description Estimated Project Costs This project is to provide for the ongoing contractual capital requirements and improvements to 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 For fiscal year 13-14, this project is planned to address the following improvements at Diablo Stadium: Suites Upgrade - cabinets, countertops, lighting ($50,000); Bunting Station between Field 1 & 2 ($35,000); Carpet Replacement - Visitors’ Locker Room ($15,000); Warning Track material replacement - Fields 1 & 2 ($60,000); Minor League Clubhouse - Floor re-seal ($3000); Angels Requests ($59,500). Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement 2013-14 Source of Funds $1,202,500 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Diablo Stadium Revenue $47,500 General Obligation Bonds $265,000 $0 Total $1,202,500 Project Number: 6303009 Estimated Start Date: Estimated Completion Date: 08/01/2012 Ongoing New Appropriations by Fiscal Year 2013-14 2014-15 $312,500 $222,500 2015-16 2016-17 2017-18 Total 5 Year $222,500 $222,500 $222,500 $1,202,500 Kiwanis Park Playground Replacement & Renovations Project Description Estimated Project Costs This project will address the deteriorating condition of the Kiwanis Park Fiesta Playground. It provides for the complete replacement of all play equipment. Renovation of the playground will bring it into compliance with current ADA and safety requirements and guidelines. Legal / Administration Permit Fees $72,000 The majority of the design is being done in-house. Since this project was approved as part of 2012-13 CIP plan, construction has been delayed to start during the summer of 2013. 2013-14 funding will allow the project to be done in one phase saving the City money in the overall cost of the project. Design and Engineering $29,000 $5,000 Land Acquisition $0 Survey / Staking $5,000 Construction Management $35,000 Furnishings / Equipment $375,000 Construction / Improvement $500,000 Geotech / Material Testing 2013-14 Source of Funds $5,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Capital Projects Fund Balance $729,000 General Obligation Bonds $350,000 $53,000 Total $1,079,000 Project Number: 6306808 Estimated Start Date: 07/01/2001 Estimated Completion Date: 11/01/2013 New Appropriations by Fiscal Year 2013-14 $1,079,000 2014-15 $0 2015-16 $0 2016-17 2017-18 Total 5 Year $0 $0 $1,079,000 229 Kiwanis Recreation Center Electric Infrastructure Replacement Project Description Estimated Project Costs This project includes the replacement of the electrical Service Entrance Section (SES) infrastructure at the Kiwanis Recreation Center, Tennis Center and Wave pool. The project includes the replacement of the SES and electrical panels at the tennis center and the two main electric service sections at the recreation center. The high use demand continues to stress the electrical infrastructure of KRC facilities. Legal / Administration $2,000 Land Acquisition $0 $7,000 Permit Fees Design and Engineering $30,000 Survey / Staking $2,000 Construction Management $16,000 Furnishings / Equipment $0 Construction / Improvement $235,000 Geotech / Material Testing 2013-14 Source of Funds $2,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs General Obligation Bonds $30,000 $21,000 Total $315,000 Project Number: 6305979 Estimated Start Date: Estimated Completion Date: 07/01/2013 06/30/2015 New Appropriations by Fiscal Year 2013-14 $30,000 2014-15 $285,000 2015-16 $0 2016-17 2017-18 Total 5 Year $0 $0 $315,000 Mill Avenue Tree Replacement Project Description Estimated Project Costs Funding for this project will be used to complete the removal of any 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 modification to the irrigation system so that the trees are watered up to the drip line (edge of the tree canopy). Thirty-six (36) inch box trees is the size of tree stock that will be used. The goal is to restore the iconic look for which Mill Avenue is noted and to mitigate hazardous conditions dead or dying trees may pose. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement 2013-14 Source of Funds $37,000 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs General Obligation Bonds $37,000 $0 Total $37,000 Project Number: 6305109 Estimated Start Date: 07/01/2012 Estimated Completion Date: 06/30/2014 New Appropriations by Fiscal Year 2013-14 $37,000 2014-15 $0 2015-16 $0 2016-17 2017-18 Total 5 Year $0 $0 $37,000 230 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 & athletic amenities where they still don't exist in the majority of our parks and sports facilities. It also funds the regular replacement/construction of park basketball courts; provides for a five year resurfacing schedule of the Indian Bend & Harelson Park Tennis Courts (4) and the Mitchell (2), Creamery (1/2), Redden (2) Park basketball courts; the resurfacing of the asphalt walkways/plazas in Selleh, Meyer and the Kiwanis Park Ballfields; and paving the maintenance yard at the Arredondo Sports Complex. This CIP will be administered using an asset management, best practices approach to ensure that the most critical elements, based on a condition rating spread throughout the entire park system, take priority. Legal / Administration $5,500 Land Acquisition $0 $6,500 Permit Fees Design and Engineering $22,000 Survey / Staking $5,500 Construction Management $19,000 Furnishings / Equipment $0 Construction / Improvement $525,000 Geotech / Material Testing 2013-14 Source of Funds $6,500 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs General Obligation Bonds $150,000 $30,000 Total $620,000 Project Number: 6305119 Estimated Start Date: Estimated Completion Date: 07/01/2012 Ongoing New Appropriations by Fiscal Year 2013-14 2014-15 $150,000 $100,000 2015-16 2016-17 2017-18 Total 5 Year $150,000 $110,000 $110,000 $620,000 Park Improvements Project Description Estimated Project Costs This project will fund improvements in various parks throughout the city and has spending authority of up to $6 million in 2013-14 contingent upon land sale proceeds or some other cash funding source becoming available. This project replaces the original Park Renovation and Restoration Project. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Projects will be based on an asset management, best practices approach to ensure that the most critical elements, using condition ratings applied across the entire park system, take priority. Design and Engineering $350,000 Survey / Staking $0 Construction Management $350,000 Furnishings / Equipment $0 Construction / Improvement 2013-14 Source of Funds $5,300,000 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Cash $6,000,000 $0 Total $6,000,000 Project Number: 6399729 Estimated Start Date: 07/01/2013 Estimated Completion Date: 06/30/2018 New Appropriations by Fiscal Year 2013-14 $6,000,000 2014-15 $0 2015-16 $0 2016-17 2017-18 Total 5 Year $0 $0 $6,000,000 231 Park Infrastructure / Equipment Replacement Project Description Estimated Project Costs This ongoing project provides for the annual miscellaneous replacement of picnic equipment, drinking fountains, backstops, fencing, soccer goals, basketball standards, signage, sand, rubber safety surfacing, etc. in all the City's various parks, athletic facilities, aquatic facilities, and other various Tempe parks & recreation facilities. The fiscal year 13-14 funding allocation below shows the types of equipment and infrastructure planned for replacement on an annual basis throughout the five year plan. 2013 - 14 - Park & Picnic Equipment ($100,000); Backstops & Fencing ($100,000); Sports/Play Equipment ($25,000); Safety Surfacing ($25,000); Signage ($15,000); Design ($25,000); Unplanned/Emergency Replacements ($60,000). 2013-14 Source of Funds Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $125,000 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $1,609,000 Construction / Improvement $0 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs General Obligation Bonds $534,000 $0 Total $1,734,000 Project Number: 6399829 Estimated Start Date: Estimated Completion Date: Ongoing Ongoing New Appropriations by Fiscal Year 2013-14 2014-15 $534,000 $350,000 2015-16 2016-17 2017-18 Total 5 Year $300,000 $300,000 $250,000 $1,734,000 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 brings 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 & fixtures and other related equipment. The lighting in the majority of our parks have lighting systems & equipment ranging in age from a minimum of 20 - 50+ years. As a park's lighting system continues to age the light levels in that park continues to decline, becoming more and more inadequate. Also the majority of our parks received general area lighting for the entire park rather than any additional lighting for a common use area such as playgrounds. This CIP will be administered using an asset management, best practices approach to ensure that the most critical elements, based on a condition rating spread throughout the entire park system, take priority. 2013-14 Source of Funds Legal / Administration $11,000 Land Acquisition $0 $28,000 Permit Fees Design and Engineering $102,000 Survey / Staking $11,000 Construction Management $62,000 Furnishings / Equipment $0 Construction / Improvement $870,000 Geotech / Material Testing $11,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs General Obligation Bonds $350,000 $55,000 Total $1,150,000 Project Number: 6305489 Estimated Start Date: 07/01/2012 Estimated Completion Date: Ongoing New Appropriations by Fiscal Year 2013-14 2014-15 $350,000 $200,000 2015-16 2016-17 2017-18 Total 5 Year $200,000 $200,000 $200,000 $1,150,000 232 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 an average of two park playgrounds per year. It would provide for bringing each playground into compliance with current CPSC, ASTM and ADA guidelines, standards and law. The playgrounds in the majority of our 45+ park playgrounds have equipment ranging in age from a minimum of 15 - 30+ years. The priority would be to bring our 6 fully accessible playgrounds into compliance with the changes made in the current ADA law. In 2013-14, the following 6 partially accessible playgrounds will be brought into compliance with recent changes in ADA law: Campbell ($25,000); Clark ($50,000); Harelson ($50,000); Joyce ($50,000); Optimist ($25,000); Stroud ($50,000). In future years, this CIP will be administered using an asset management, best practices approach to ensure that the most critical elements, based on a condition rating spread throughout the entire park system, take priority. 2013-14 Source of Funds Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $105,000 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement $1,245,000 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs General Obligation Bonds $400,000 $0 Total $1,350,000 Project Number: 6305499 Estimated Start Date: Estimated Completion Date: 07/01/2012 Ongoing New Appropriations by Fiscal Year 2013-14 2014-15 $400,000 $225,000 2015-16 2016-17 2017-18 Total 5 Year $225,000 $250,000 $250,000 $1,350,000 Park Restrooms and Ramadas Project Description Estimated Project Costs City of Tempe maintains a park infrastructure system valued at $223.4 million covering nearly 1900 acres in 48 parks. 75% of City parks are over 20 years old and due to financial conditions have had a limited amount of re-investment. Within each park, Tempe maintains park structures including over 50 ramadas and approximately 20 restrooms. Restroom renovation involves replacing the traditional style restrooms (enclosed facility with stalls) with unisex units such as the ones at Tempe Beach Park. Restrooms generally will be rebuilt in the same location and only relocated when necessary. Park ramadas with metal roofs and masonry columns have an expected life of 30+ years. Size varies from 20’ x 20’ ($75,000) to 20’ x 40’ ($100,000). This CIP will replace/renovate restrooms and ramadas to ensure they are safe, accessible and in good working condition. This CIP will be administered using an asset management, best practices approach to ensure the most critical elements, based on a condition rating spread throughout the entire park system, take priority. 2013-14 Source of Funds Legal / Administration $13,000 Land Acquisition $0 $37,000 Permit Fees Design and Engineering $105,000 Survey / Staking $13,000 Construction Management $58,000 Furnishings / Equipment $0 Construction / Improvement $1,122,000 Geotech / Material Testing $13,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs General Obligation Bonds $675,000 $104,000 Total $1,465,000 Project Number: 6305129 Estimated Start Date: 07/01/2012 Estimated Completion Date: ongoing New Appropriations by Fiscal Year 2013-14 2014-15 $675,000 $200,000 2015-16 2016-17 2017-18 Total 5 Year $340,000 $175,000 $75,000 $1,465,000 233 Parks & Recreation Emergency Repairs Project Description Estimated Project Costs This project creates contingency funding to address the unexpected infrastructure failures, public safety issues and/or contractual obligations. In recent years due to an aging parks & recreation facility system, we have been required to address a regular series of emergency and/or unexpected infrastructure repairs and replacements. Each year due to the age of our facilities we know that we are going to experience some sort of unscheduled infrastructure failure or repair. We just don't know what it will be. Last year it was the structural failure of the Kiwanis Fiesta Group Ramadas structural support failure ($250,000). Before that was the replacement of the 35 year old lighting system at Diablo Stadium due to the unsafe condition of the poles ($1,300,000). Replacement of the electrical service section at the Benedict Sports Complex which failed for the second time in a year ($75,000). The repairs to the Diablo Stadium field drainage system and leveling of the infield required by contractual obligations. The replacement of seven various park electrical service pedestals in a single year. Even with a program of regular infrastructure replacements we will experience some failure(s) or demands which won't wait for their scheduled replacement. 2013-14 Source of Funds General Obligation Bonds $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 $550,000 Total $550,000 Project Number: 6305989 Estimated Start Date: Estimated Completion Date: 07/01/2013 Ongoing New Appropriations by Fiscal Year 2013-14 2014-15 $200,000 $150,000 2015-16 2016-17 2017-18 Total 5 Year $100,000 $50,000 $50,000 $550,000 Parks Living Infrastructure and Irrigation Systems Project Description Estimated Project Costs Tempe maintains close to 16,000 trees and shrubs. Typically park trees have an expected life span of no more than 20 years. Within each park, Tempe maintains irrigation systems to water the living infrastructure. This includes controllers, electrical systems, sprinkler heads and main and lateral distribution lines. Irrigation infrastructure has a range of life cycle and fails incrementally instead of on a system wide basis. Also as technology improves we need to update systems in order to optimize water usage. This CIP will be administered using an asset management, best practices approach to ensure that the most critical elements, based on a condition rating spread throughout the entire park system, take priority. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 There are environmental benefits associated with this project. As discussed with Mayor and Council during the June 14, 2012 IRS, staff has implemented a green waste to compost program where green waste is collected in the community, processed into high quality, organic compost, and used in our parks maintenance programs to rehabilitate tired and over-used turf. As indicated above, one of the primary purposes of this project is to rebuild soil structure within a 3-year time frame in a way that increases the city's use of organic compost and bio-stimulants, and decreases the use of inorganic fertilizers and pesticides. 2013-14 Source of Funds Design and Engineering $145,000 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 General Obligation Bonds $145,000 $0 Total $145,000 Project Number: 6305999 Estimated Start Date: 07/01/2013 Estimated Completion Date: Ongoing New Appropriations by Fiscal Year 2013-14 $145,000 2014-15 $0 2015-16 $0 2016-17 2017-18 Total 5 Year $0 $0 $145,000 234 Rio Salado CFD Infrastructure Replacement Project Description Estimated Project Costs This project serves as a reserve for the replacement of Tempe Town Lake capital items located between lake edge-to-lake edge, dam-to-dam. The infrastructure replacement reserve amount is anticipated to change upon completion of a reserve study for capital asset replacement. The Rio Salado Enhanced Services Commission recommended that a reserve study be completed to ensure that an appropriate replacement reserve is budgeted. The infrastructure reserve budget will be modified each year based upon changes to replaced items during the previous year, and also based upon the annual West Urban CPI. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement 2013-14 Source of Funds $579,630 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Special Assessments $579,630 $0 Total $579,630 Project Number: 6306009 Estimated Start Date: Estimated Completion Date: Ongoing Ongoing New Appropriations by Fiscal Year 2013-14 $579,630 2014-15 $0 2015-16 $0 2016-17 2017-18 Total 5 Year $0 $0 $579,630 Rolling Hills Irrigation System Project Description Estimated Project Costs This project will convert the irrigation system at Rolling Hills Golf Course from a potable water source to an untreated raw water source. Additionally, this project will renovate the existing irrigation system, constructed in two phases in the 1970's and 1980's, improving efficiency and reducing overall water usage. Legal / Administration An engineering study completed in 2003 identified several operational and maintenance problems with the existing irrigation system, including: Discontinued manufacturer's support for the control system parts; limited software capabilities do not allow for creating site-specific irrigation schedules; obsolete and corroded parts requiring constant maintenance and adjustments; repeated equipment failures; and PVC piping that is beyond its expected useful life. Design and Engineering Additionally, the existing system uses potable water for irrigation, at a cost that is 5-7 times higher than using raw water. As an example, the annual water expense at Rolling Hills exceeds $250,000 for 60 acres of irrigated turf grass, as compared to the non-potable water expense of $46,000 at Ken McDonald with 100 acres of irrigated turf grass. Construction / Improvement 2013-14 Source of Funds $22,000 Land Acquisition $0 $97,000 Permit Fees $919,000 Survey / Staking $22,000 Construction Management $154,000 Furnishings / Equipment $0 $2,200,000 Geotech / Material Testing $22,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Golf Fund Enterprise Revenue $674,000 $0 Total $3,436,000 Project Number: 6305929 Estimated Start Date: 07/01/2013 Estimated Completion Date: 06/30/2015 New Appropriations by Fiscal Year 2013-14 $674,000 2014-15 $2,762,000 2015-16 $0 2016-17 2017-18 Total 5 Year $0 $0 $3,436,000 235 Skate Park Structural Repairs Project Description Estimated Project Costs This project provides for the ongoing annual specialized capital repairs to the City three (3) skate parks. Repairs will include concrete, coping, grind edges, modular surface replacements, etc. This project was established to deal with the ongoing annual repairs required in each of our three (3) skate park structures. It is known that we would experience damages to the concrete structures/surfaces beyond what normal maintenance could address. The modular fixture's surfaces in Hudson Park will need to be replaced on a periodic basis as they are damaged or wear out. 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 2013-14 Source of Funds $93,000 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Capital Projects Fund Balance $8,000 General Obligation Bonds $25,000 $0 Total $93,000 Project Number: 6302629 Estimated Start Date: Estimated Completion Date: 07/01/2006 Ongoing New Appropriations by Fiscal Year 2013-14 $33,000 2014-15 2015-16 2016-17 2017-18 Total 5 Year $15,000 $15,000 $15,000 $15,000 $93,000 Sports Facility Relamping Project Description Estimated Project Costs This project provides for the continued funding of a regular relamping program for our sports facilities' lighting systems. It establishes a regular cycle of relamping and cleaning of light fixtures at all softball/baseball fields, soccer fields, swimming pools and tennis courts. Without this project the light levels at these sports facilities declines, and exposes the City to unnecessary liability & risk. The following reflects the anticipated activity planned for the next three years. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 2013 -14 - Daley Ballfields ($5,000); Jaycee Ballfield ($3,000); Tempe High Tennis ($2,500); McClintock High Tennis ($2,500); Marcos de Niza Tennis ($2,500); Unplanned Relamping ($4,500). 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 2014-15 - Papago Ballfield ($3,000); Diablo Soccer Field ($4,000); Clark Ballfield ($3,000); Corona High Tennis ($3,000); Escalante Pool ($1,500); Unplanned Relamping ($5,500). 2015 -16 - Connolly Ballfields ($5,000); Mckemy Ballfields ($5,000); Tempe Beach Ballfield ($3,000); Harelson Tennis ($1,500); Indian Bend Tennis ($1,500) McClintock Pool ($1,500); Unplanned Relamping ($2,500). 2013-14 Source of Funds Capital Projects Fund Balance $20,049 Other Project Costs $140,049 Total $140,049 Project Number: 6306938 Estimated Start Date: Ongoing Estimated Completion Date: Ongoing New Appropriations by Fiscal Year 2013-14 $20,049 2014-15 2015-16 2016-17 2017-18 Total 5 Year $20,000 $20,000 $25,000 $55,000 $140,049 236 Tempe Beach Splash Playground Modification Project Description Estimated Project Costs The Splash Playground opened in 2002 and was designed to entertain and accommodate 20 - 25,000 participants per year. Ten years later our participation averages between 50 - 60,000 visitors a year. This has resulted in extensive wear and tear on the physical structures. Several play pieces have been removed because they were no longer functional or didn’t meet safety/health standards. This project will replace of worn out equipment, and address an on-going health and safety issue related to the hill & slide area. The project will consist of the following: Legal / Administration $3,000 Land Acquisition $0 $6,000 Permit Fees Design and Engineering $24,000 Survey / Staking $2,000 Construction Management - Replacement of filtration/circulation system - $35,000 - Demolition & re-grading of the hill/slide area - $50,000 (This area has a been a long standing health & safety issue.) - Items to replace the hill area - $55,000 (Items would include new play features, shade and landscaping.) - Decking & refurbishment of the existing deck - $55,000 - Design - $25,000 2013-14 Source of Funds $14,000 Furnishings / Equipment $0 Construction / Improvement $195,000 Geotech / Material Testing $2,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs General Obligation Bonds $25,000 $19,000 Total $265,000 Project Number: 6506931 Estimated Start Date: Estimated Completion Date: 07/01/2013 06/30/2015 New Appropriations by Fiscal Year 2013-14 $25,000 2014-15 $240,000 2015-16 $0 2016-17 2017-18 Total 5 Year $0 $0 $265,000 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 has 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 (January 2012). Current project cost estimate is for the Downstream Dam only. Design and Engineering costs in year 2013- 2014 will apply to long lead item procurement. Legal / Administration $119,000 Land Acquisition $0 Permit Fees $1,018,736 Design and Engineering $2,327,389 Survey / Staking $318,000 Construction Management $1,582,000 Furnishings / Equipment $13,000,000 Construction / Improvement $21,750,056 Geotech / Material Testing 2013-14 Source of Funds $318,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Capital Projects Fund Balance $3,621,330 General Obligation Bonds $13,550,000 $350,000 Total $40,783,181 Project Number: 6504229 Estimated Start Date: 07/01/2013 Estimated Completion Date: 12/31/2015 New Appropriations by Fiscal Year 2013-14 $17,171,330 2014-15 $23,611,851 2015-16 $0 2016-17 2017-18 Total 5 Year $0 $0 $40,783,181 237 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 2013-14 Source of Funds $44,073 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Capital Projects Fund Balance $44,073 $0 Total $44,073 Project Number: 6503771 Estimated Start Date: Estimated Completion Date: 07/01/2013 12/30/2013 New Appropriations by Fiscal Year 2013-14 $44,073 2014-15 $0 2015-16 $0 2016-17 2017-18 Total 5 Year $0 $0 $44,073 238 City of Tempe 2013-14 Annual Budget General Governmental Program CIP Projects Project Name & Number Funding Source(s) New 2013-14 Capital Budget Capital Budget Re-appropriations Appropriations Total 2013-14 Capital Budget Appropriations 2014-15 Additional Projected Needs 2015-16 2016-17 2017-18 Total 5-Year Program City Court Court Improvement Project: 6705139 General Obligation Bonds 184,300 302,450 486,750 - - - - 486,750 Capital Projects Fund Balance General Obligation Bonds 274,161 - 350,000 274,161 350,000 - - - - 274,161 350,000 Project Total 274,161 350,000 624,161 - - - - 624,161 43,349 - - - - 43,349 1,200,000 1,200,000 - - - - 1,200,000 1,550,000 1,867,510 - - - - 1,867,510 Community Development City Hall Parking Garage: 6702979 Eisendrath House: 6703479 Capital Projects Fund Balance Orchid House Relocations: 6706019 Orchid House Proceeds Community Development Total 43,349 - 317,510 Community Relations Call Center CRM System: 6704109 Capital Projects Fund Balance 84,396 - 84,396 - - - - 84,396 Egovernment Portal: 6700529 Capital Projects Fund Balance 9,300 - 9,300 - - - - 9,300 93,696 - 93,696 - - - - 93,696 - - - - - 225,000 - - - 200,000 Community Relations Total Community Services Library Public Access Computer Replacement: NA General Obligation Bonds - Library Software Upgrade and RFID Conversion: 6706029 General Obligation Bonds - Municipal Arts Program: 6699799 Municipal Arts Fund Water/ Wastewater Fund Project Total Community Services Total 200,000 293,223 200,000 225,000 - 500,562 793,785 - - - - 793,785 100,215 100,215 - - - - 100,215 293,223 600,777 894,000 - - - - 894,000 293,223 800,777 1,094,000 - - - 1,319,000 - 239 225,000 City of Tempe 2013-14 Annual Budget General Governmental Program CIP Projects (continued) Project Name & Number Funding Source(s) New 2013-14 Capital Budget Capital Budget Re-appropriations Appropriations Total 2013-14 Capital Budget Appropriations 2014-15 Additional Projected Needs 2015-16 2016-17 2017-18 Total 5-Year Program Finance and Technology City Regional Radio System Maintenance and Replacement: 5501989 General Obligation Bonds 220,000 2,504,334 2,724,334 2,901,772 2,808,745 3,594,548 1,000,461 13,029,860 Solid Waste Fund Water / Wastewater Fund 12,500 17,500 367,915 114,065 380,415 131,565 97,799 236,201 99,957 278,692 141,544 256,503 55,126 77,177 774,840 980,137 250,000 2,986,314 3,236,314 3,235,773 3,187,394 3,992,594 1,132,764 14,784,838 555,349 555,349 Project Total Core Network Replacement: NA General Obligation Bonds - Enterprise Network File Storage and Archival: 6709239 General Obligation Bonds - Permits Plus Upgrade: 6709219 Capital Projects Fund Balance General Obligation Bonds Project Total Sales Tax System Replacement: 6706944 - 381,050 500,000 - 500,000 - 381,050 - 133,754 - 133,754 - 191,211 - 839,769 500,000 - - - - 500,000 586,472 586,472 - - - - 586,472 586,472 1,086,472 - - - - 1,086,472 Capital Projects Fund Balance 10,302 - 10,302 - - - - 10,302 Capital Improvements Reserve 10,302 19,698 19,698 19,698 30,000 - - - - 19,698 30,000 760,302 3,973,534 4,733,836 Project Total Finance and Technology Total 3,369,527 3,321,148 4,183,805 1,688,113 17,296,428 Public Works ADA Accessibility Survey and Transition Plan : 6706039 CenturyLink FTTN-FTTC-FAI: 6704591 Capital Projects FB - Fund 67 - 70,000 70,000 - - - - 70,000 Capital Projects FB - Fund 54 - 100,000 100,000 - - - - 100,000 Transit Tax - 30,000 30,000 - - - - 30,000 Project Total - 200,000 200,000 - - - - 200,000 CenturyLink - 150,000 150,000 - - - - 150,000 - 1,620,000 1,620,000 - - - - 1,620,000 209,000 310,000 75,000 75,000 75,000 75,000 610,000 377,000 - - - - 377,000 City Hall Complex Heating & Cooling Repair: General Obligation Bonds 6706049 Downtown Infrastructure: 6704329 General Obligation Bonds 101,000 Electrical Improvements: 6705159 General Obligation Bonds 377,000 Emergency Capital Repair: 6799779 General Obligation Bonds 370,000 153,000 240 523,000 300,000 275,000 250,000 225,000 1,573,000 City of Tempe 2013-14 Annual Budget General Governmental Program CIP Projects (continued) New 2013-14 Capital Budget Capital Budget Re-appropriations Appropriations Total 2013-14 Capital Budget Appropriations Energy Conservation Program: 6705179 Capital Improvements Reserve 38,000 - 38,000 - - - - 38,000 Fleet Maintenance Improvements: 6705189 Solid Waste Fund 75,000 - 75,000 - - - - 75,000 Flooring Replacement Program: 6705199 General Obligation Bonds 800,000 145,000 945,000 Fuel Metering Project: 6705209 General Obligation Bonds 48,000 48,000 96,000 Historic Properties Preservation: 6706809 Capital Projects Fund Balance 51,007 - 51,007 - - - - 51,007 - - - 15,000 15,000 15,000 15,000 60,000 51,007 - 51,007 15,000 15,000 15,000 15,000 111,007 885,000 250,000 250,000 250,000 250,000 1,885,000 Project Total - 407,000 - 407,000 - 2,573,000 96,000 General Obligation Bonds QECB Energy Services Retrofit : 6703822 Capital Projects Fund Balance 1,000,000 Capital Projects Fund Balance Project Total 243,958 243,958 50,000 39,000 89,000 50,000 282,958 332,958 Tempe Fire Training Facility: 6705219 General Obligation Bonds 295,000 - 295,000 - - - - 295,000 Water Heater Replacement Program: 6705229 General Obligation Bonds 54,930 29,000 83,930 50,000 50,000 50,000 50,000 283,930 Public Works Total 4,133,895 2,848,000 6,981,895 1,577,000 1,552,000 1,527,000 1,502,000 13,139,895 General Governmental Program Total 5,782,926 9,474,761 15,257,687 5,171,527 4,873,148 5,710,805 3,190,113 34,203,279 General Obligation Bonds 205,000 - 407,000 HVAC Replacements: 6706873 Roof Replacement: 6702519 680,000 407,000 2017-18 Total 5-Year Program Funding Source(s) General Obligation Bonds 2014-15 Additional Projected Needs 2015-16 2016-17 Project Name & Number - 241 1,000,000 480,000 480,000 480,000 480,000 480,000 480,000 480,000 480,000 1,000,000 50,000 2,202,958 2,252,958 Court Improvement Project Project Description Estimated Project Costs This project supports ongoing efforts to preserve and improve an important City asset, the Court building. The project involves a remodel of the civil division of the Court, to include eliminating a conference room/call center to expand the staff work/seating area. The Court intends to use existing modular furniture to the greatest extent possible, supplementing with new pieces where necessary. Additionally, the project includes the replacement of existing worn, dirty and stained cloth benches/pews and jury box chairs in each courtroom with public seating units. The project also includes a security build-out and a break room remodel. Legal / Administration $0 Land Acquisition $0 $3,000 Permit Fees Design and Engineering $12,000 Survey / Staking $0 Construction Management $7,000 Furnishings / Equipment $291,300 Construction / Improvement $158,500 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications 2013-14 Source of Funds $4,000 Other Project Costs General Obligation Bonds $486,750 $10,950 Total $486,750 Project Number: 6705139 Estimated Start Date: Estimated Completion Date: 07/01/2013 06/30/2014 New Appropriations by Fiscal Year 2013-14 2014-15 $486,750 $0 2015-16 $0 2016-17 2017-18 Total 5 Year $0 $0 $486,750 City Hall Parking Garage Project Description Estimated Project Costs This project provides for basic tenant improvements to the tenant space on the north side of the City Hall Parking Garage. Tenant improvements will include such things as air conditioning, demising walls, restrooms, and fire protection sprinklers. The project will be continuing until all space is leased. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement 2013-14 Source of Funds $624,161 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Capital Projects Fund Balance $274,161 General Obligation Bonds $350,000 $0 Total $624,161 Project Number: 6702979 Estimated Start Date: 01/31/2013 Estimated Completion Date: 06/30/2014 New Appropriations by Fiscal Year 2013-14 $624,161 2014-15 $0 2015-16 $0 2016-17 2017-18 Total 5 Year $0 $0 $624,161 242 Eisendrath House Project Description Estimated Project Costs This project completes the rehabilitation of the historic Eisendrath House. This completed facility is widely anticipated to be a valuable community asset and the “flagship” for the Carl Hayden Campus for Sustainability. It includes meeting, exhibit, office and event space. The project has been designed as a showpiece of energy and water conservation, as well as ADA accessibility, and is expected to achieve a LEED Gold or Silver rating. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Improvements to the historic house, include all necessary structural repairs, installation of most mechanical, electrical and plumbing lines and some equipment, window and door repairs, roof replacement, adobe/stucco repair and paint (original “dusty rose” color). Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement 2013-14 Source of Funds $43,349 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Capital Projects Fund Balance $43,349 $0 Total $43,349 Project Number: 6703479 Estimated Start Date: Estimated Completion Date: 07/01/2013 06/30/2013 New Appropriations by Fiscal Year 2013-14 2014-15 $43,349 $0 2015-16 $0 2016-17 2017-18 Total 5 Year $0 $0 $43,349 Orchid House Relocations Project Description Estimated Project Costs This project will fund the relocation of all City department functions currently located on 2nd floor of Orchid house. The project consists of the following components/phases: Legal / Administration 1. Renovate existing Community Development offices and lobby in East Garden Level of City Hall to accommodate Code Enforcement and Redevelopment work groups while improving overall efficiency and customer service. Permit Fees 2. Construct complete tenant improvements in existing raw shell 2nd floor office space in Tempe Parking Structure to accommodate City Attorney + Prosecutor work groups. 3. Renovate vacated Prosecutor space on south 3rd floor of Courts building to accommodate Housing Services. $40,000 Land Acquisition $0 $10,000 Design and Engineering $140,000 Survey / Staking $0 Construction Management $40,000 Furnishings / Equipment $90,000 Construction / Improvement $780,000 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications 2013-14 Source of Funds $60,000 Other Project Costs Orchid House Proceeds $1,200,000 $40,000 Total $1,200,000 Project Number: 6706019 Estimated Start Date: 07/01/2013 Estimated Completion Date: 06/30/2014 New Appropriations by Fiscal Year 2013-14 $1,200,000 2014-15 $0 2015-16 $0 2016-17 2017-18 Total 5 Year $0 $0 $1,200,000 243 Call Center CRM System Project Description Estimated Project Costs This project funds the implementation of Tempe‘s Citizen Request Management (CRM/311) system. The web-based enterprise system is a technological tool 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. It introduces "business rules" that govern each service request type and promotes consistency in the way operations are performed. The system also has a robust knowledge base that serves as a central repository for accurately answering questions. Finally, the CRM system allows the city to track and report on how services are being delivered to citizens. 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 2013-14 Source of Funds $84,396 Other Project Costs Capital Projects Fund Balance $84,396 $0 Total $84,396 Project Number: 6704109 Estimated Start Date: Estimated Completion Date: 08/01/2010 06/30/2014 New Appropriations by Fiscal Year 2013-14 $84,396 2014-15 $0 2015-16 $0 2016-17 2017-18 Total 5 Year $0 $0 $84,396 Egovernment Portal Project Description Estimated Project Costs The project provides city customers with a variety of means to access government services. The new website has added a number of Egovernment tools including mobile application enhancements and a permanent on-line forum portal. The online forum is a tool to gather public feedback regarding a variety of topics, issues and projects. 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 2013-14 Source of Funds $9,300 Other Project Costs Capital Projects Fund Balance $9,300 $0 Total $9,300 Project Number: 6700529 Estimated Start Date: 05/01/2012 Estimated Completion Date: 06/30/2014 New Appropriations by Fiscal Year 2013-14 $9,300 2014-15 $0 2015-16 $0 2016-17 2017-18 Total 5 Year $0 $0 $9,300 244 Library Public Access Computer Replacement Project Description Estimated Project Costs The Tempe Public Library provides public access computing services and a public Wi-Fi network at the Library, the Escalante Community Center, and the North Tempe Multigenerational Center, and public access computing at the Cahill Senior Center. Legal / Administration $0 Land Acquisition $0 This project allows for the replacement of the 170 public access computers in service at the Tempe Public Library, the community outreach centers and the upgrade of wireless access points at the Library to support the 802.11n standard. The new wireless access points will conform to emerging technology standards and meet the increased demand of users with mobile devices. Replacement of the current equipment is necessary to maintain existing services. 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 2013-14 Source of Funds $225,000 Other Project Costs $0 Total NA $225,000 Project Number: NA Estimated Start Date: Estimated Completion Date: 07/01/2014 06/30/2015 New Appropriations by Fiscal Year 2013-14 $0 2014-15 $225,000 2015-16 $0 2016-17 2017-18 Total 5 Year $0 $0 $225,000 Library Software Upgrade and RFID Conversion Project Description Estimated Project Costs Current library materials (books, DVDs, etc.) and new acquisitions will be affixed with RFID (Radio Frequency Identification) tags. RFID pad readers will be installed at self-service checkout stations and staff service desks. RFID technology will support enhanced customer self-service applications, security, inventory control, and materials circulation systems. RFID technology has developed into the standard platform for library materials handling. The recent adoption of NISO standards for library RFID installations makes this an advantageous time for the Tempe Public Library to upgrade. Among local public libraries, Phoenix, Chandler, Mesa, Glendale, Peoria, and the Maricopa County Library District have already adopted RFID technology. 2013-14 Source of Funds Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $200,000 Construction / Improvement $0 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs General Obligation Bonds $200,000 $0 Total $200,000 Project Number: 6706029 Estimated Start Date: 07/01/2013 Estimated Completion Date: 06/30/2014 New Appropriations by Fiscal Year 2013-14 $200,000 2014-15 $0 2015-16 $0 2016-17 2017-18 Total 5 Year $0 $0 $200,000 245 Municipal Arts Fund Project Description Estimated Project Costs This project funds the city's cultural improvements and programs 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 inspire Tempe residents to recognize the arts as essential to the whole life of our community. The programs and the associated anticipated expenditures for FY13-14 are: Public Art ($30,000), Public Art Maintenance ($60,000), Library renovation public art ($50,000), Bike Lockers ($4,000), Utility box art enhancement ($12,000), IN FLUX program - temporary public art ($15,000), Grants to Tempe-based arts organizations and projects ($155,000), Special projects including Tempe Symphony Orchestra, Songwriters' Showcase, Quarterly newsletter ($55,000), Gallery Exhibitions program ($35,000), TPAC equipment maintenance ($3,000), Community Initiative program including Tardeada, Ballet Under the Stars, Music Under the Stars and Poetry in April ($51,000), Rio Salado Public Art Maintenance ($12,000) and Municipal Arts including a presenting series at TCA, consulting fees and marketing ($402,000). 2013-14 Source of Funds Municipal Arts Fund Balance $793,785 Water / Wastewater Fund $100,215 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 $894,000 Total $894,000 Project Number: 6699799 Estimated Start Date: Estimated Completion Date: 07/01/2013 06/30/2014 New Appropriations by Fiscal Year 2013-14 2014-15 $894,000 $0 2015-16 $0 2016-17 2017-18 Total 5 Year $0 $0 $894,000 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 Project 25 700/800 MHz interoperable radio system. The RWC has sixteen partners and many other interoperable partners, allowing 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. All Tempe municipal, police and fire portable and mobile radios must be replaced. Dispatch equipment used at the Apache Police substation, Emergency Operations Center, Fleet Maintenance, Hardy Police substation, Johnny G Martinez Water facility and the Water Reclamation Building will also need to be replaced and or upgraded. 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. 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 2013-14 Source of Funds $14,784,838 Other Project Costs General Obligation Bonds $2,724,334 $0 Total $14,784,838 Solid Waste Fund $380,415 Project Number: 5501989 Water / Wastewater Fund $131,565 Estimated Start Date: Ongoing Estimated Completion Date: Ongoing New Appropriations by Fiscal Year 2013-14 $3,236,314 2014-15 $3,235,773 2015-16 $3,187,394 2016-17 2017-18 Total 5 Year $3,992,594 $1,132,764 $14,784,838 246 Core Network Replacement Project Description Estimated Project Costs This project will replace the enterprise network backbone and associated equipment that is reaching end of service life and support. This would consist of a three year program to replace the existing core Cisco 6500 series switch/routers in the first year and then edge core switches in the major City of Tempe campuses over the remaining two years to maintain system compatibility and performance. The enterprise network is the backbone utilized to move data and information between computer systems, applications, departments, and people. The Cisco 6500 routers currently in use at the City of Tempe were purchased in 2004 and upgraded in 2007. Cisco currently projects they will reach the end of their life in 2015 and end of support in 2016 leaving Tempe vulnerable. A new central core and replacement of the Cisco 6500 is critical to maintaining efficient and effective information flow on the computer network backbone. 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 2013-14 Source of Funds $555,349 Other Project Costs $0 Total NA $555,349 Project Number: NA Estimated Start Date: Estimated Completion Date: 07/01/2017 06/30/2018 New Appropriations by Fiscal Year 2013-14 2014-15 $0 $0 2015-16 $0 2016-17 2017-18 Total 5 Year $0 $555,349 $555,349 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. Our 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. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 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. Furnishings / Equipment $0 Construction / Improvement $0 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications 2013-14 Source of Funds $839,769 Other Project Costs General Obligation Bonds $381,050 $0 Total $839,769 Project Number: 6709239 Estimated Start Date: Ongoing Estimated Completion Date: 06/30/2017 New Appropriations by Fiscal Year 2013-14 2014-15 $381,050 $133,754 2015-16 2016-17 2017-18 Total 5 Year $133,754 $191,211 $0 $839,769 247 Permits Plus Upgrade Project Description Estimated Project Costs This project will upgrade the City’s current Permits Plus system to an enterprise-wide permitting solution that is citizen-centric and allows information to be shared across departments. This newer technology will support a robust workflow for streamlining the permit approval process. It will automate the application process, the plan reviews, fee calculations and collections, inspection and investigation tasks, and more. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Web-based technology will provide 24/7 access for our citizens and employees via the Internet. This functionality will allow our citizens to apply for permits online, submit and track their project plans, attach documents, and make payments over the Internet. Integrated Wireless technology will allow employees to use their mobile devices for inspections, research, and scheduling. Employees can also use their laptops or handheld devices for data entry and querying. Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement $0 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 An integrated GIS component will provide our field inspectors with mapping capabilities. This includes geographic viewing of all zoning and infrastructure information associated with parcels, permits, inspections, or plans. ITD / Telecommunications 2013-14 Source of Funds $1,086,472 Other Project Costs Capital Projects Fund Balance $500,000 General Obligation Bonds $586,472 $0 Total $1,086,472 Project Number: 6709219 Estimated Start Date: Estimated Completion Date: 09/01/2012 06/30/2014 New Appropriations by Fiscal Year 2013-14 $1,086,472 2014-15 $0 2015-16 $0 2016-17 2017-18 Total 5 Year $0 $0 $1,086,472 Sales Tax Replacement System Project Description Estimated Project Costs This project will complete the upgrade of the Tax & License TaxMantra computer program, and provide for implementation of new data imaging capability. 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 2013-14 Source of Funds $30,000 Other Project Costs Capital Projects Fund Balance $10,302 Capital Improvements Reserve $19,698 $0 Total $30,000 Project Number: 6706944 Estimated Start Date: 11/01/2010 Estimated Completion Date: 12/30/2013 New Appropriations by Fiscal Year 2013-14 $30,000 2014-15 $0 2015-16 $0 2016-17 2017-18 Total 5 Year $0 $0 $30,000 248 ADA Accessibility Survey and Transition Plan Project Description Estimated Project Costs In order to bring the City into compliance with ADA standards and meet our obligations to the U.S. Department of Justice, an ADA Transition Plan is required to identify physical barriers in public facilities and recommend methods to remove these barriers. The Transition Plan will include the following: 1) Accessibility survey of pedestrian rights-of-way using 2010 ADA Standards to include sidewalks, pathways, curb ramps, and signalized intersections for physical condition, slopes, cross-slopes and safety conditions. 2) Accessibility survey of all City facilities, including public buildings, city parks and multi-use paths for 2010 ADA compliance. Each survey will include prioritization of all identified non-compliance issues, which will facilitate future CIP and O&M planning for correcting deficiencies and asset preservation. Completion of this project will demonstrate the city's proactive approach to understanding its accessibility requirements, and outline a plan for addressing deficiencies going forward. 2013-14 Source of Funds Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $200,000 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 Capital Project Fund Balance - Fund 67 $70,000 Capital Project Fund Balance - Fund 54 $100,000 Transit Tax $30,000 $0 Total $200,000 Project Number: 6706039 Estimated Start Date: Estimated Completion Date: 07/01/2013 06/30/2014 New Appropriations by Fiscal Year 2013-14 $200,000 2014-15 2015-16 $0 $0 2016-17 2017-18 Total 5 Year $0 $0 $200,000 CenturyLink FTTN-FTTC-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. 2013-14 Source of Funds Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $150,000 Furnishings / Equipment $0 Construction / Improvement $0 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs CenturyLink $150,000 $0 Total $150,000 Project Number: 6704591 Estimated Start Date: Ongoing Estimated Completion Date: Ongoing New Appropriations by Fiscal Year 2013-14 $150,000 2014-15 $0 2015-16 $0 2016-17 2017-18 Total 5 Year $0 $0 $150,000 249 City Hall Complex Heating and Cooling Repair Project Description Estimated Project Costs This project is to repair and replace, as necessary, the piping within the City Hall heating and cooling system that is installed throughout the building complex. The piping is over thirty years old and has been showing signs of failure, most recently in January of 2013 where the heating was not fully operational for several days. The system was repaired to functionality but full scale repairs or replacement are needed. Temperatures are difficult to maintain in the Garden Level offices and in the upper levels of the pyramid and many of the pipes have reached the end of their design life and are corroded. The purpose of the project is to maintain the integrity of the heating system within the City Hall complex. Without this repair the heating system will fail. Replacement and repair of the system was previously recommended as a result of an HVAC study, and then again during the recently completed energy retrofits. Legal / Administration $13,000 Land Acquisition $0 $46,000 Permit Fees Design and Engineering $155,000 Survey / Staking $13,000 Construction Management $90,000 Furnishings / Equipment $0 Construction / Improvement $1,290,000 Geotech / Material Testing 2013-14 Source of Funds $13,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs General Obligation Bonds $1,620,000 $0 Total $1,620,000 Project Number: 6706049 Estimated Start Date: Estimated Completion Date: 07/01/2013 06/30/2014 New Appropriations by Fiscal Year 2013-14 2014-15 $1,620,000 $0 2015-16 $0 2016-17 2017-18 Total 5 Year $0 $0 $1,620,000 Downtown Infrastructure Project Description Estimated Project Costs This CIP is to help ensure pedestrian safety and maintain the physical assets in the downtown area. The combination of the day-to-day use of the pedestrian right-ofway as well as the special events held on Mill Avenue, necessitate the need to replace and repair the improvements. Those improvements have been in place approximately 25 years. In 2013-14, this CIP will fund: - Mill Avenue Bridge Decorative String Lights ($140,000). The string light cord and sockets have deteriorated to a point where there are no other options for repair and will need to be completely replaced. The life span of the cord is 10-12 years; the life span of the lamps are 5-7 years. New string lights make the Mill Avenue bridge aesthetically pleasing and provide reflective ambient light on the bridge and on Tempe Town Lake. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement $100,000 - Complete the replacement of the 125 electrical receptacles along Mill Avenue ($45,000) The electrical receptacles are used for several special events throughout the year. The life span of each of these new pedestals is 15yrs. Geotech / Material Testing $0 Utility Relocation Fees $0 - Hospitality Zone commitments: literature racks & portable restrooms ($70,000). Utility Undergrounding $0 ITD / Telecommunications $0 2013-14 Source of Funds General Obligation Bonds $310,000 Other Project Costs $510,000 Total $610,000 Project Number: 6704329 Estimated Start Date: 07/01/2012 Estimated Completion Date: Ongoing New Appropriations by Fiscal Year 2013-14 2014-15 2015-16 2016-17 2017-18 Total 5 Year $310,000 $75,000 $75,000 $75,000 $75,000 $610,000 250 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. This 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 deficiencies identified in the ARC Flash Hazard Analysis. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement 2013-14 Source of Funds $377,000 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs General Obligation Bonds $377,000 $0 Total $377,000 Project Number: 6705159 Estimated Start Date: Estimated Completion Date: 07/01/2013 06/30/2014 New Appropriations by Fiscal Year 2013-14 2014-15 $377,000 $0 2015-16 $0 2016-17 2017-18 Total 5 Year $0 $0 $377,000 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 CIP provides funding for these types of unplanned occurrences, including storm-related damage, sewer back-ups, fire damage, flooding and electrical emergencies. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 The purpose of this CIP is to maintain public facilities and buildings. 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. Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement 2013-14 Source of Funds $1,573,000 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs General Obligation Bonds $523,000 $0 Total $1,573,000 Project Number: 6799779 Estimated Start Date: Ongoing Estimated Completion Date: Ongoing New Appropriations by Fiscal Year 2013-14 2014-15 $523,000 $300,000 2015-16 2016-17 2017-18 Total 5 Year $275,000 $250,000 $225,000 $1,573,000 251 Energy Conservation Program Project Description Estimated Project Costs The overall goal of the City's Energy Management Program is to reduce energy use and utility costs in city facilities by 15% by 2015. To accomplish this, staff will focus on a number of strategies including: a second phase of energy audits and retrofits, renewable energy projects at city facilities and facilitating a culture of conservation. Fiscal year 2013-14 funds will be used for consultant services to evaluate alternative energy projects and perform a second phase energy audit. 2013-14 Source of Funds Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $38,000 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 Capital Improvements Reserve $38,000 $0 Total $38,000 Project Number: 6705179 Estimated Start Date: Estimated Completion Date: 07/01/2014 06/30/2015 New Appropriations by Fiscal Year 2013-14 $38,000 2014-15 $0 2015-16 $0 2016-17 2017-18 Total 5 Year $0 $0 $38,000 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. 2013-14 Source of Funds 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 Solid Waste Fund $75,000 $0 Total $75,000 Project Number: 6705189 Estimated Start Date: 01/01/2013 Estimated Completion Date: 06/30/2014 New Appropriations by Fiscal Year 2013-14 $75,000 2014-15 $0 2015-16 $0 2016-17 2017-18 Total 5 Year $0 $0 $75,000 252 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. Flooring has an expected useful life of 10 years. This project provides for the systematic replacement of worn flooring. The annual reinvestment target for flooring is $1.25 million. The following flooring systems are beyond their useful life and will be replaced in 2013-14: Fire Station #2 ($10,000); Edna Vihel Center ($100,000); South Police Department Benched Locker Room ($35,000). Future flooring replacement needs will be in the following locations: 2014-15: City Hall/Council, Fire Station #3, Pyle Center, North Multi Center, Westside Multi Center 2015-16: 525 Building, Kiwanis Restroom, Diablo 3rd Floor Press Box, Diablo Minor League Gym 2016-17: Kiwanis Recreation Center 2013-14 Source of Funds Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement $2,573,000 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs General Obligation Bonds $945,000 $0 Total $2,573,000 Project Number: 6705199 Estimated Start Date: Estimated Completion Date: Ongoing Ongoing New Appropriations by Fiscal Year 2013-14 2014-15 $945,000 $407,000 2015-16 2016-17 2017-18 Total 5 Year $407,000 $407,000 $407,000 $2,573,000 Fuel Metering Project Project Description Estimated Project Costs This project continues the installation of automated fuel management systems at 6 unmetered fueling sites and connect to the City's fuel network. Currently there are 12 fuel sites and 8 are unmetered and account for 10% shrinkage in the overall cities fuel budget. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 The City has 12 fueling sites, of which 8 are currently unmetered. Unmetered sites have poor tracking of actual fuel usage and an undetermined amount of fuel shrinkage, resulting in an inaccurate O&M cost for a vehicle. This project is part of a larger plan to gradually add meters to all unmetered sites. 2013-14 sites are Ken McDonald, Rolling Hills, and Diablo Stadium. Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement 2013-14 Source of Funds $96,000 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs General Obligation Bonds $96,000 $0 Total $96,000 Project Number: 6705209 Estimated Start Date: 07/01/2012 Estimated Completion Date: 06/30/2014 New Appropriations by Fiscal Year 2013-14 $96,000 2014-15 $0 2015-16 $0 2016-17 2017-18 Total 5 Year $0 $0 $96,000 253 Historic Properties Preservation Project Description Estimated Project Costs The City has 7 buildings designated as historic properties and these buildings have an average age of 100 years. This CIP 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. 2013-14 projects include replacing the Hacket House stove ($9,000); a new HVAC system at the Elias Rodriguez House ($20,000); and resealing doors and windows at the Flour Mill ($15,000) plus ongoing repair work. 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. 2013-14 Source of Funds Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement $111,007 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Capital Projects Fund Balance $51,007 $0 Total $111,007 Project Number: 6706809 Estimated Start Date: Estimated Completion Date: Ongoing Ongoing New Appropriations by Fiscal Year 2013-14 $51,007 2014-15 2015-16 2016-17 2017-18 Total 5 Year $15,000 $15,000 $15,000 $15,000 $111,007 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. The COMET Asset Management System has identified a replacement cost over the next 10 years as $3.0 million. 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. In 2013-14, the following locations have units that need to be replaced: Kiwanis-heaters ($60,000); Fire Station 2, 3 & 4-evap coolers ($15,000); South Maintenance Yard-evap ($20,000); Household Products-evap ($5000); Ken McDonald-evap ($5000); McClintock-pool gas heater ($2,000); Air handler replacements at various locations ($80,000); and Gun Range ($18,000). Delayed replacement will cost the city more over time than replacing units when they are beyond their useful life. 2013-14 Source of Funds Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement $1,885,000 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs General Obligation Bonds $885,000 $0 Total $1,885,000 Project Number: 6706873 Estimated Start Date: Ongoing Estimated Completion Date: Ongoing New Appropriations by Fiscal Year 2013-14 2014-15 $885,000 $250,000 2015-16 2016-17 2017-18 Total 5 Year $250,000 $250,000 $250,000 $1,885,000 254 QECB Energy Services Retrofit Project Description Estimated Project Costs Fiscal year 13-14 funding will complete this energy efficiency project that 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. Legal / Administration $0 Land Acquisition $0 The total project cost is $8.7 million for new HVAC, HVAC controls, lighting, and occupancy sensors which will reduce energy use, and electricity costs. The utility savings are anticipated to be $550,000 annually. 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. Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement 2013-14 Source of Funds $1,000,000 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Capital Projects Fund Balance $1,000,000 $0 Total $1,000,000 Project Number: 6703822 Estimated Start Date: Estimated Completion Date: 05/01/2011 07/31/2012 New Appropriations by Fiscal Year 2013-14 2014-15 $1,000,000 $0 2015-16 $0 2016-17 2017-18 Total 5 Year $0 $0 $1,000,000 Roof Replacement Project Description Estimated Project Costs Tempe maintains 96 buildings covering 1.6 million square feet. The COMET Asset Management System has identified a replacement cost over the next 10 years as $6.8 million. In 2013-14, this project will replace the roof at the Fire Maintenance Facility ($20,000); Rolling Hills Maintenance Sprinkler Warehouse ($19,000); and fund an evaluation and development of a long-range roof replacement program. 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. 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 2013-14 Source of Funds $2,202,958 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Capital Projects Fund Balance $50,000 General Obligation Bonds $282,958 $0 Total $2,252,958 Project Number: 6702519 Estimated Start Date: Ongoing Estimated Completion Date: Ongoing New Appropriations by Fiscal Year 2013-14 2014-15 $332,958 $480,000 2015-16 2016-17 2017-18 Total 5 Year $480,000 $480,000 $480,000 $2,252,958 255 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 2013-14 Source of Funds $2,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs General Obligation Bonds $295,000 $0 Total $295,000 Project Number: 6705219 Estimated Start Date: Estimated Completion Date: 01/01/2013 06/30/2014 New Appropriations by Fiscal Year 2013-14 2014-15 $295,000 $0 2015-16 $0 2016-17 2017-18 Total 5 Year $0 $0 $295,000 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 13 water heaters that are beyond their useful life at the Library, Fire Maintenance Facility, 525 Building, Ken McDonald, Police & Courts, Household Products Facility, Kiwanis, and JGM. For the future years, it is anticipated that this CIP will replace an average of 24 water heaters per year. 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. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement 2013-14 Source of Funds $283,930 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs General Obligation Bonds $83,930 $0 Total $283,930 Project Number: 6705229 Estimated Start Date: 07/01/2013 Estimated Completion Date: Ongoing New Appropriations by Fiscal Year 2013-14 $83,930 2014-15 2015-16 2016-17 2017-18 Total 5 Year $50,000 $50,000 $50,000 $50,000 $283,930 256 City of Tempe 2013-14 Annual Budget Transportation Program Transportation projects total $15.2 million in FY 2013-14 and account for 13% of the 2013-14 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 $15.2 million of the $120 million Capital Improvements Budget for FY 2013-14. In FY 2013-14 the two main funding sources for transportation projects are the planned issuance of $6.2 million in general obligation bonds, and $5.4 million in federal grants. Both operating and capital project fund balances are also planned as significant funding sources in FY 2013-14. 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 projects that maintain, replace and upgrade various technologies that support the City’s traffic signals system, as well as on street light pole replacement. 257 City of Tempe 2013-14 Annual Budget Transportation and R.O.W. Improvements Program CIP Projects Project Name & Number Funding Source(s) Arterial, Collector and Residential Street Asset Preservation: 5499741 General Obligation Bonds Highway User Revenue Fund State LTAF Revenue Project Total Bridge Maintenance: 5499891 General Obligation Bonds Broadway / Priest Improvements: 5403401 Capital Projects Fund Balance Federal Grant - HSIP Project Total Evergreen Alley Improvement Project: 5405699 Holdeman Alley Improvement Project: 5405679 New 2013-14 Capital Budget Capital Budget Re-appropriations Appropriations 1,812,467 3,665,977 Additional Projected Needs 2015-16 2016-17 3,999,995 20,475,744 1,147,000 1,812,467 1,153,000 4,725,661 1,153,000 6,538,128 3,665,977 4,065,877 4,505,767 3,999,995 1,153,000 22,775,744 168,374 250,000 418,374 250,000 250,000 250,000 250,000 1,418,374 - 4,505,767 Total 5-Year Program 4,238,128 - 4,065,877 2017-18 1,147,000 - - 1,147,000 2,801 12,309 15,110 - - - - 15,110 2,801 203,637 215,946 203,637 218,747 - - - - 203,637 218,747 Capital Projects Fund Balance - 29,140 29,140 - - - - 29,140 Federal Grant - CMAQ Project Total - 482,057 511,197 482,057 511,197 - - - - 482,057 511,197 Capital Projects Fund Balance Federal Grant - CMAQ - 32,103 531,097 32,103 531,097 - - - - 32,103 531,097 Project Total - 563,200 563,200 - - - - 563,200 209,300 509,300 General Obligation Bonds Neighborhood Traffic Calming: 5499921 Capital Projects Fund Balance 28,210 North Tempe Alley Improvement Project: 5405689 Capital Projects Fund Balance - Federal Grant - CMAQ Project Total - Federal Grants - 865,000 Railroad Quiet Zone: 5401901 2014-15 2,425,661 - Minor Concrete Improvements: 5401415 Potential Federal Grants Contingency: 5406139 Total 2013-14 Capital Budget Appropriations Capital Projects Fund Balance Federal Grants Project Total 300,000 - 355,000 258 209,300 209,300 209,300 1,346,500 28,210 - - - - 58,095 58,095 - - - - 58,095 961,105 1,019,200 961,105 1,019,200 - - - - 961,105 1,019,200 865,000 - - - - 865,000 355,000 - 355,000 209,300 28,210 355,000 - - - - 700,000 700,000 - - - - 700,000 700,000 1,055,000 - - - - 1,055,000 City of Tempe 2013-14 Annual Budget Transportation Program CIP Projects (continued) Project Name & Number ROW Landscape Replacement and Revitalization: 5406149 Funding Source(s) Capital Projects Fund Balance Highway User Revenue Fund Project Total Street Sweeper: 5406159 Capital Projects Fund Balance Federal Grant - CMAQ Project Total Transportation and R.O.W. Program Total New 2013-14 Capital Budget Capital Budget Re-appropriations Appropriations - Total 2013-14 Capital Budget Appropriations - 200,000 100,000 300,000 200,000 100,000 300,000 - 26,024 203,976 230,000 26,024 203,976 230,000 9,589,504 12,256,356 2,666,852 259 2014-15 300,000 300,000 4,425,277 Additional Projected Needs 2015-16 2016-17 300,000 300,000 4,825,177 300,000 300,000 5,265,067 2017-18 300,000 300,000 4,759,295 Total 5-Year Program 200,000 1,300,000 1,500,000 26,024 203,976 230,000 31,531,172 Arterial, Collector and Residential Street Asset Preservation Project Description Estimated Project Costs This project provides for the reconstruction, resurfacing, and rehabilitation of arterial, collector and residential streets that have exceeded their design life or are in need of maintenance as part of the pavement asset management program. Improvements are necessary to ensure accessibility and safety for residents and businesses on Tempe's streets and to accommodate all modes of traffic including pedestrians, bicyclists, and vehicular traffic. Depending on the condition of the pavement structure, different maintenance treatments are available which can be used to extend the life of the system. These include (in order of cost): crack seal, seal coat, slurry seal, chip seal, Mill and Overlay and the most expensive is a reconstruction. Based on the current state of the Highway User Revenue Fund and recognizing the need to focus on maintaining the city's roadway assets, this request includes a onetime transfer from the HURF Fund balance in order to address roadways in Tempe which are in need of repair. Reconstructing, resurfacing and rehabilitating arterial/collector/residential streets increases the strength and the durability of the roadway, while decreasing maintenance costs. This project is an important component of our strategic plan to maintain/preserve the 1241 lanes miles of asphalt roadways. 2013-14 Source of Funds Legal / Administration $151,514 Land Acquisition $0 Permit Fees $287,876 Design and Engineering $163,650 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement $21,749,326 Geotech / Material Testing $423,378 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $0 Total General Obligation Bonds $4,238,128 Highway User Revenue Fund $1,147,000 Project Number: State LTAF Revenue $1,153,000 Estimated Start Date: Estimated Completion Date: $22,775,744 5499741 07/01/2013 06/30/2014 New Appropriations by Fiscal Year 2013-14 $6,538,128 2014-15 $3,665,977 2015-16 $4,065,877 2016-17 2017-18 Total 5 Year $4,505,767 $3,999,995 $22,775,744 Bridge Maintenance Project Description Estimated Project Costs In the report described below, ADOT identifies specific repairs and maintenance required and quantifies the estimated cost to make the repairs. The City updates these costs for construction inflation and determines current costs. The scope of work includes replacement of damaged joints, joint seals and diaphragms, cleaning debris out of the joints to allow them to function properly, posting of vertical clearance signs, repair of damaged structural members and guardrail, replacement of missing bolts and nuts from railings, correction of settlement at abutments, and miscellaneous other items. This is done to assure that the bridges are safe and in good repair. The Mill Ave. and Scottsdale Rd. bridge deck joints were recently replaced, and repairs are eminent on the two Center Parkway bridges. Federal law mandates the inspection of all bridges in the country every two (2) years. ADOT has been inspecting Tempe's bridges for many years and submitting a report to the City for required repairs and maintenance. Currently, ADOT inspects 32 bridges for the City in which all are at least twenty years old or older. Repairs are prioritized based upon the sufficiency rating produced by ADOT which varies from each inspection year. The next scheduled inspection will be conducted in the fall of 2013. 2013-14 Source of Funds Legal / Administration $10,000 Land Acquisition $0 $35,000 Permit Fees Design and Engineering $120,000 Survey / Staking $10,000 Construction Management $70,000 Furnishings / Equipment $0 Construction / Improvement $1,163,374 Geotech / Material Testing $10,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs General Obligation Bonds $418,374 $0 Total $1,418,374 Project Number: 5499891 Estimated Start Date: 07/01/2013 Estimated Completion Date: Ongoing New Appropriations by Fiscal Year 2013-14 2014-15 $418,374 $250,000 2015-16 2016-17 2017-18 Total 5 Year $250,000 $250,000 $250,000 $1,418,374 260 Broadway / Priest Improvements Project Description Estimated Project Costs This project will construct safety improvements including a widened eastbound right turn lane, ADA sidewalk ramp improvements, and a southbound bus pull-out. Costs for design and construction are being split between transportation pavement funds, transit bus pull-out funds, and Highway Safety Improvement Program (HSIP) grant funds. The HSIP grant funds total $215,946 for construction. The $2,801 identified below is needed for post-construction services. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 The proposed improvements will provide large trucks with a full-sized right-turn lane (currently only 8-foot in width) and provide a bus pull-out to remove stopped buses from the southbound flow of traffic. Broadway Road and Priest Drive both serve as major arterials in the city. The combined average daily entering volume of this intersection has been measured at nearly 62,000 vehicles. This close proximity to a major freeway, coupled with the large amount of commercial and industrial centers in the area, results in a heavy volume of large truck traffic. These measures, along with the recently constructed traffic signals and additional pavement improvements, will likely reduce the number of crashes occurring at the intersection and will benefit many users of the regional transportation system including pedestrians, riders of transit and the general motoring public. Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 2013-14 Source of Funds Design and Engineering $2,801 Construction / Improvement $215,946 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Capital Projects Fund Balance $15,110 Federal Grant - HISP $203,637 $0 Total $218,747 Project Number: 5403401 Estimated Start Date: Estimated Completion Date: 07/01/2013 06/30/2014 New Appropriations by Fiscal Year 2013-14 2014-15 $218,747 $0 2015-16 $0 2016-17 2017-18 Total 5 Year $0 $0 $218,747 Evergreen Alley Improvement Project Project Description Estimated Project Costs This project will supplement the city's ongoing alley maintenance program. The project will include removing soil fines and old soil material and replacing with recycled asphalt (RAP) from wall to wall in alleys within the Evergreen Neighborhood. This project would stabilize approximately 2.7% of the city's alleys which equates to the completion of approximately 4.5 of the 165 miles of alleys in the City. The improvement will include the areas bounded by Broadway Rd, the Price Fwy, Southern Ave, and the eastern city limits. The primary environmental benefit derived from the project is a reduction in dust emissions due to activity in the alley. The project is approximately 94% CMAQ grant funded. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Funding this project will allow the city of Tempe to continue to reduce PM 10 emissions. The Evergreen 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 Scottsdale, and due to the fact that it is close to the County's PM-10 air quality monitoring station in South Scottsdale. Furnishings / Equipment $0 2013-14 Source of Funds Construction / Improvement $511,197 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Capital Projects Fund Balance $29,140 Federal Grants - CMAQ $482,057 $0 Total $511,197 Project Number: 5406109 Estimated Start Date: 07/01/2013 Estimated Completion Date: 06/30/2014 New Appropriations by Fiscal Year 2013-14 $511,197 2014-15 $0 2015-16 $0 2016-17 2017-18 Total 5 Year $0 $0 $511,197 261 Holdeman Alley Improvement Project Project Description Estimated Project Costs This project will supplement the city's ongoing alley maintenance program. The project will include removing soil fines and old soil material and replacing with recycled asphalt (RAP) from wall to wall in alleys within the Holdeman Neighborhood. This project would stabilize approximately 2.5% of the city's alleys which equates to the completion of 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. The project is approximately 94% CMAQ grant funded. Funding this project will allow the city of Tempe to continue to reduce PM 10 emissions. 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.. Additionally, traffic counts in the northern segment of the area yielded higher than average number of trips per day for alley use. 2013-14 Source of Funds Legal / Administration $5,000 Land Acquisition $0 $9,000 Permit Fees Design and Engineering $54,000 Survey / Staking $5,000 Construction Management $32,000 Furnishings / Equipment $0 Construction / Improvement $450,000 Geotech / Material Testing $5,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Capital Projects Fund Balance $32,103 Federal Grant - CMAQ $531,097 $3,200 Total $563,200 Project Number: 5406119 Estimated Start Date: Estimated Completion Date: 07/01/2013 06/30/2014 New Appropriations by Fiscal Year 2013-14 2014-15 $563,200 $0 2015-16 $0 2016-17 2017-18 Total 5 Year $0 $0 $563,200 Minor Concrete Improvements Project Description Estimated Project Costs This project supplements the City's concrete program and the strategy of utilizing city forces (two employees) to handle smaller less complex jobs. This project will provide for peak demands and 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. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 This project provides a cost effective way of quickly repairing concrete damages of the estimated 5.0 million lineal feet of curb, gutter an sidewalk. Funding this project is crucial to the citizens by providing safe and easily traversable pedestrian access throughout the city. Furnishings / Equipment $0 2013-14 Source of Funds Construction / Improvement $1,346,500 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs General Obligation Bonds $509,300 $0 Total $1,346,500 Project Number: 5401415 Estimated Start Date: 07/01/2013 Estimated Completion Date: 06/30/2014 New Appropriations by Fiscal Year 2013-14 2014-15 $509,300 $209,300 2015-16 2016-17 2017-18 Total 5 Year $209,300 $209,300 $209,300 $1,346,500 262 Neighborhood Traffic Calming Project Description Estimated Project Costs This project provides the Transportation Engineering and Operations 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 Currently, three street segments have qualified for the installation of speed humps and all necessary requirements of the program have been met. Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement 2013-14 Source of Funds $28,210 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Capital Projects Fund Balance $28,210 $0 Total $28,210 Project Number: 5499921 Estimated Start Date: Estimated Completion Date: Ongoing Ongoing New Appropriations by Fiscal Year 2013-14 $28,210 2014-15 $0 2015-16 $0 2016-17 2017-18 Total 5 Year $0 $0 $28,210 North Tempe Alley Improvement Project Project Description Estimated Project Costs This project will supplement the city's ongoing alley maintenance program. The project will include removing soil fines and old soil material and replacing with recycled asphalt (RAP) from wall to wall in alleys within the North Tempe Neighborhood. 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 project is approximately 94% CMAQ grant funded. Legal / Administration Funding this project will allow the city of Tempe to continue to reduce PM 10 emissions. 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. Furnishings / Equipment 2013-14 Source of Funds $8,000 Land Acquisition $0 Permit Fees $15,000 Design and Engineering $96,000 Survey / Staking $8,000 Construction Management $56,000 $0 Construction / Improvement $800,000 Geotech / Material Testing $8,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Capital Projects Fund Balance $58,095 Federal Grant - CMAQ $961,105 $28,200 Total $1,019,200 Project Number: 5406129 Estimated Start Date: 07/01/2013 Estimated Completion Date: 06/30/2014 New Appropriations by Fiscal Year 2013-14 $1,019,200 2014-15 $0 2015-16 $0 2016-17 2017-18 Total 5 Year $0 $0 $1,019,200 263 Potential Federal Grants Contingency Project Description Estimated Project Costs This Project will create additional spending authority for federal grants that may be available during FY2013-14. The City must account for potential federal grants that could be secured and that need to be spent within 2013-2014. 2013-14 Source of Funds Federal Grants $865,000 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 $865,000 Total $865,000 Project Number: 5406139 Estimated Start Date: Estimated Completion Date: 07/01/2013 06/30/2014 New Appropriations by Fiscal Year 2013-14 $865,000 2014-15 $0 2015-16 $0 2016-17 2017-18 Total 5 Year $0 $0 $865,000 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 (FRA) and the Arizona Corporation Commission (ACC), established a railroad quiet zone in Tempe. This established quiet zone includes the mainline portion of the Union Pacific Railroad north of Broadway Road from our city limit with Phoenix to our city limit with Mesa. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 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. Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 The establishment of the industrial spur quiet zone would prohibit the sounding of train horns at all highway rail crossing except in certain safety situations as determined by the train engineer. It is the intent of the project to establish quiet zone conditions at the Broadway Rd., Alameda Dr., Southern Ave., Baseline Rd., Guadalupe Rd., Divot Dr., Elliot Rd., Carver Lane and Warner Rd. rail crossings along the spur line. Construction / Improvement 2013-14 Source of Funds $1,055,000 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Capital Projects Fund Balance $355,000 Federal Grants $700,000 $0 Total $1,055,000 Project Number: 5401901 Estimated Start Date: Ongoing Estimated Completion Date: 06/30/2014 New Appropriations by Fiscal Year 2013-14 $1,055,000 2014-15 $0 2015-16 $0 2016-17 2017-18 Total 5 Year $0 $0 $1,055,000 264 ROW Landscape Replacement and Revitalization Project Description Estimated Project Costs This project supports the replacement and revitalization of landscape within the rights of way (ROW) along the City's arterial streets . The City of Tempe’s right of way and median landscape consists of an eclectic mix of trees and shrubs covering over 5 million square feet of landscape maintained. There is an inventory of over 7500 city street trees valued at over $2.5 million which also serves to support clean air and clean water goals. There is a mixture of public, home owner association and commercial development properties that blend together along city arterials. In many areas the ROW landscaping is showing signs of decline including plant stress and decimation. In these areas the original landscape intent has been lost and sparsely located plant materials remain. 2013-14 Source of Funds Capital Projects Fund Balance $200,000 Highway User Revenue Fund $100,000 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 $1,500,000 Total $1,500,000 Project Number: 5406149 Estimated Start Date: Estimated Completion Date: 07/01/2013 06/30/2014 New Appropriations by Fiscal Year 2013-14 2014-15 $300,000 $300,000 2015-16 2016-17 2017-18 Total 5 Year $300,000 $300,000 $300,000 $1,500,000 Street Sweeper Project Description Estimated Project Costs The Traffic Engineering and Operations Division is tasked with the maintenance and cleaning/sweeping of 1241 lane miles of Tempe streets as part of the city's responsibility to minimize the amount of debris and pollutants that are discharged into the storm sewer system. As part of this program, arterial streets are swept every 8 to 12 days 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 Traffic Engineering and Operations Division has applied for CMAQ funds to assist in procuring this street sweeper. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 A four-person team is currently responsible for sweeping the street system necessary to meet the requirements of the Storm water Management Plan. In order to maintain operations 6 days a week and to stay up with current demands, the Division has had to retain a fleet of 6 sweepers due to the amount of down time and repairs needed for the aging fleet. Over time, through the use of grant funds, the city has been able to replace 3 of its 6 street sweepers. This grant, if approved, will provide for the replacement of the 4th sweeper and will ultimately allow for a reduction in the number of sweepers in the fleet. Furnishings / Equipment $0 Construction / Improvement $0 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 2013-14 Source of Funds Capital Projects Fund Balance $26,024 Federal Grants - CMAQ $203,976 Other Project Costs $230,000 Total $230,000 Project Number: 5406159 Estimated Start Date: 07/01/2013 Estimated Completion Date: 06/30/2014 New Appropriations by Fiscal Year 2013-14 $230,000 2014-15 $0 2015-16 $0 2016-17 2017-18 Total 5 Year $0 $0 $230,000 265 City of Tempe 2013-14 Annual Budget Traffic Signals and Street Lighting Program CIP Projects Project Name & Number East Valley Arterial Congestion Monitoring: NA Fiber Optic Installation and ITS Improv: Broadway/I-10 and Rio Salado/L101: 6906169 Funding Source(s) Total 2013-14 Capital Budget Appropriations 2014-15 Additional Projected Needs 2015-16 2016-17 2017-18 Total 5-Year Program General Obligation Bonds - - - 32,967 9,997 - - 42,964 Federal Grant - CMAQ Project Total - - - 32,967 165,388 175,385 - - 165,388 208,352 Capital Projects Fund Balance General Obligation Bonds Federal Grant - CMAQ - 15,000 36,000 15,000 36,000 - 17,394 287,751 - - 15,000 17,394 323,751 Project Total - 51,000 51,000 - 305,145 - - 356,145 - 60,000 - 60,000 - - 164,286 - - 60,000 164,286 - 60,000 60,000 - 383,333 547,619 - - 383,333 607,619 - 100,000 - - - 100,000 Fiber Optic Installation and ITS Improv: Elliot, Capital Projects Fund Balance Guadalupe and Warner: 6906179 General Obligation Bonds Federal Grant - CMAQ Project Total Fiber Optic Installation: Downtown: 6904479 Federal Grant - CMAQ Fiber Optic Installation: Rural Road North: NA General Obligation Bonds Federal Grant - CMAQ Project Total Fiber Optic Installation: Rural Road South: NA General Obligation Bonds Federal Grant - CMAQ Project Total HSIP Safety Program Phase 1: 6905429 Federal Grant - HSIP HSIP Safety Program Phase 2: 6905279 Capital Projects Fund Balance Federal Grant - HSIP Project Total HSIP Safety Program Phase 3 - 5: 6906199 New 2013-14 Capital Budget Capital Budget Re-appropriations Appropriations 100,000 - - - - 141,000 - 59,456 983,625 - 200,456 983,625 - - - 141,000 - 1,043,081 - 1,184,081 - - - - - - - 19,000 - 53,638 72,638 - 19,000 - 887,390 941,028 887,390 960,028 149,877 48,198 198,075 - - - - 198,075 76,800 76,800 5,000 5,000 5,000 76,800 81,800 - - - - 5,000 76,800 81,800 - Capital Projects Fund Balance General Obligation Bonds Federal Grant - HSIP - 10,000 106,917 10,000 106,917 10,000 106,917 10,000 106,917 - - 10,000 20,000 320,751 Project Total - 116,917 116,917 116,917 116,917 - - 350,751 266 City of Tempe 2013-14 Annual Budget Traffic Signals and Street Lighting Program CIP Projects (continued) Project Name & Number Funding Source(s) New Signals / Safety Upgrades: 6906209 Highway User Revenue Fund Developer Assistance New 2013-14 Capital Budget Capital Budget Re-appropriations Appropriations Total 2013-14 Capital Budget Appropriations 2014-15 Project Total 180,000 180,000 360,000 Street Light Pole Structural Replacement: 6999849 General Obligation Bonds - 250,000 250,000 250,000 250,000 250,000 250,000 1,250,000 Street Light Upgrade / New Install: 6999869 General Obligation Bonds 250,000 435,563 250,000 250,000 250,000 250,000 1,435,563 Traffic Control Cabinets and Hardware Replacement: 6906219 Traffic Signal Foundation: 6903382 - 180,000 180,000 360,000 Capital Projects Fund Balance Federal Grant - CMAQ - 43,890 726,110 43,890 726,110 - - - - 43,890 726,110 Project Total - 770,000 770,000 - - - - 770,000 47,560 100,000 147,560 150,000 150,000 150,000 150,000 747,560 - 70,000 70,000 70,000 70,000 70,000 70,000 350,000 - 93,600 218,400 312,000 - - - - 93,600 218,400 312,000 General Obligation Bonds Traffic Signal Green Sign Face Replacement: General Obligation Bonds 6906229 Wireless Communication & CCTV Monitoring: 6903639 - Total 5-Year Program 180,000 180,000 360,000 - - 2017-18 - 185,563 - Additional Projected Needs 2015-16 2016-17 General Obligation Bonds Federal Grant - CMAQ Project Total Traffic Signals and Street Lighting Program Total 93,600 218,400 312,000 871,800 2,081,115 267 2,952,915 1,010,884 1,884,066 1,763,081 1,661,028 9,271,974 East Valley Arterial Congestion Monitoring Project Description Estimated Project Costs Purchase and install 91 Anonymous Re-identification (ARID) Bluetooth devices in existing signal cabinets across the East Valley including 24 in Tempe. The project includes central control software for each partnering agency's TMC. The data from the devices will be shared via the Regional Archive Data System (RADS) and disseminated via a web map which may graphically display speed or congestion levels. Travel times to/from various destinations will also be calculated using the shared agency data as well as existing ADOT data. Travel times could be disseminated via the web or an arterial dynamic message sign. This project will allow partnering agencies to monitor congestion across jurisdictional boundaries and to provide real-time traveler information. Mesa and Chandler have previously installed ARID devices. This project expands their existing coverage and expands the coverage into Gilbert and Tempe. The devices will facilitate the calculation of travel times across city boundaries and incorporate ADOT data to provide travelers with information for trip making decisions. The information will be available to the public in the form of an on-line map on the City's web page. 2013-14 Source of Funds Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $32,967 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement $175,385 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $0 Total NA $208,352 Project Number: NA Estimated Start Date: Estimated Completion Date: 07/01/2014 06/30/2016 New Appropriations by Fiscal Year 2013-14 $0 2014-15 2015-16 $32,967 $175,385 2016-17 2017-18 Total 5 Year $0 $0 $208,352 Fiber Optic Installation and ITS Improv: Broadway/I-10 and Rio Salado/L101 Project Description Estimated Project Costs To provide the City with a reliable communications network to be able to view, monitor, and actively manage traffic conditions both on the arterial streets and at the freeway ramp intersections to reduce delay and improve traffic flow. The project will install new conduit and make use of existing conduit to provide fiber connection from ADOT's node 12 building to the signals at Broadway and Ramp K, Broadway and 48th St, and 48th St and Ramp C. Wireless radios will be installed at Broadway and Ramp L, 48th and Cotton Center, 48th and Alameda, and 48th and Southern. High speed DSL copper communications will be installed along Rio Salado and McClintock. Communications devices to be installed include fiber optic cable, pull boxes, splice closure, patch panels, fiber optic jumper cables, VDSL switches, and Ethernet switches. The project also includes purchasing and installing 22 CCTV cameras for each interchange intersection in Tempe. 2013-14 Source of Funds Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $51,000 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement $305,145 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Capital Projects Fund Balance $15,000 Federal Grant - CMAQ $36,000 $0 Total $356,145 Project Number: 6906169 Estimated Start Date: 07/01/2013 Estimated Completion Date: 06/30/2016 New Appropriations by Fiscal Year 2013-14 $51,000 2014-15 $0 2015-16 $305,145 2016-17 2017-18 Total 5 Year $0 $0 $356,145 268 Fiber Optic Installation and ITS Improv: Elliot, Guadalupe and Warner Project Description Estimated Project Costs 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. Seventy percent of this project will be funded through a CMAQ grant as part of the MAG TIP. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 The project will be used to monitor and adjust signal timing through centralized command and control strategies to improve traffic flow and minimize congestion along the corridors of Elliot Rd, Guadalupe Rd, and Warner Rd. 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. Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 2013-14 Source of Funds Design and Engineering $60,000 Construction / Improvement $547,619 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Capital Projects Fund Balance $60,000 $0 Total $607,619 Project Number: 6906179 Estimated Start Date: Estimated Completion Date: 07/01/2015 06/30/2016 New Appropriations by Fiscal Year 2013-14 $60,000 2014-15 $0 2015-16 $547,619 2016-17 2017-18 Total 5 Year $0 $0 $607,619 Fiber Optic Installation: Downtown Project Description Estimated Project Costs Tempe currently uses leased phone lines to facilitate traffic signal operations. This project is currently under construction and 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 (approximately $7400/yr). 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 Additionally, this project mitigates congestion through enhanced regional multiagency signal coordination and maximizes the use of existing communications infrastructure. Traffic efficiency improvements and/or traffic management strategies can be coordinated with real-time data sharing to better manage accidents and/or incidents on the street or freeway network. Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 2013-14 Source of Funds Construction / Improvement $100,000 Other Project Costs Federal Grant - CMAQ $100,000 $0 Total $100,000 Project Number: 6904479 Estimated Start Date: 10/01/2012 Estimated Completion Date: 06/30/2014 New Appropriations by Fiscal Year 2013-14 $100,000 2014-15 $0 2015-16 $0 2016-17 2017-18 Total 5 Year $0 $0 $100,000 269 Fiber Optic Installation: Rural Road North Project Description Estimated Project Costs The project will install conduit and fiber in the Rural Rd corridor from US 60 north. Conduit location will vary along the route and could include installation under the roadway, under LRT, and on a bridge. Devices to be installed to complete the system include pull boxes, splice closures, patch panels, fiber optic jumper cables, and Ethernet switches. The installation will be based on the overall design of the Rural Rd fiber corridor which will be funded locally. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 The project will provide the City with a reliable communications network to be able to view, monitor, and actively manage traffic conditions. The ultimate goal is to have a hybrid fiber/wireless network that will increase communications bandwidth, eliminate the need for telephone lease lines, and improve system performance. The installation of fiber will provide an efficient communication corridor that will improve real time traffic signal operations, improve traffic flow, and decrease delay. Survey / Staking 2013-14 Source of Funds Design and Engineering $141,000 $0 Construction Management $1,043,081 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 NA $1,184,081 Project Number: NA Estimated Start Date: Estimated Completion Date: 07/01/2014 06/30/2017 New Appropriations by Fiscal Year 2013-14 $0 2014-15 $141,000 2015-16 $0 2016-17 2017-18 Total 5 Year $1,043,081 $0 $1,184,081 Fiber Optic Installation: Rural Road South Project Description Estimated Project Costs The project will install conduit and fiber in the Rural Rd corridor from US 60 south to the City limits. Conduit location will vary along the route and could include installation under the roadway or behind sidewalk. Devices to be installed to complete the system include pull boxes, splice closures, patch panels, fiber optic jumper cables, and Ethernet switches. The installation will be based on the overall design of the Rural Rd fiber corridor which will be funded locally and completed in conjunction with the Rural Rd Fiber North project. This project provides the City with a reliable communications network to be able to view, monitor, and actively manage traffic conditions. The ultimate goal is to have a hybrid fiber/wireless network that will increase communications bandwidth, eliminate the need for telephone lease lines, and improve system performance. The installation of fiber will provide a reliable and efficient communication corridor that will improve real time traffic signal operations, improve traffic flow, and decrease delay. 2013-14 Source of Funds Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $19,000 Survey / Staking $0 Construction Management $941,028 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 NA $960,028 Project Number: NA Estimated Start Date: 07/01/2015 Estimated Completion Date: 06/30/2018 New Appropriations by Fiscal Year 2013-14 $0 2014-15 $0 2015-16 $19,000 2016-17 2017-18 Total 5 Year $0 $941,028 $960,028 270 HSIP Safety Program Phase 1 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 pedestrian signal heads to pedestrian countdown timers at 22 high-pedestrian traffic intersections in the City of Tempe. This accounts for 10% of the total signal system. In addition, in order to improve traffic signal visibility to motorists, this project will also procure equipment needed to install additional LED traffic signal heads at 33 intersections (15% of the signal system) and upgrade existing signal heads (8-inch diameter to 12-inch diameter LED indications) at 36 intersections (16% of the signal system) in the City of Tempe. Research has demonstrated that installation of pedestrian countdown timers can result in a 48% reduction in pedestrian related crashes. Additional signal heads and larger signal indications improve the overall visibility of traffic signals to motorists, reducing the risk of red light running and rear end crashes. Research has demonstrated that adding additional signal heads and upgrading to larger signal indications can result in a reduction in overall crashes of 27% and 10% respectively. 2013-14 Source of Funds Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement $198,075 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Federal Grants - HSIP $198,075 $0 Total $198,075 Project Number: 6905429 Estimated Start Date: Estimated Completion Date: 07/01/2012 06/30/2014 New Appropriations by Fiscal Year 2013-14 $198,075 2014-15 2015-16 $0 $0 2016-17 2017-18 Total 5 Year $0 $0 $198,075 HSIP Safety Program Phase 2 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 all 22 intersections (10% of the system) 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 first-responders, this project will also procure equipment needed to upgrade 20 intersections (9% of the system) along the Rural Road and McClintock Drive corridors with new emergency preemption cards. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Research has demonstrated that installation of pedestrian countdown timers can result in a 48% reduction in pedestrian related crashes. 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 firstresponders. Research has demonstrated that properly functioning emergency preemption can result in a 30% reduction in overall crashes. Furnishings / Equipment $0 2013-14 Source of Funds Capital Projects Fund Balance $5,000 Federal Grant - HSIP $76,800 Construction / Improvement $5,000 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $76,800 Total $81,800 Project Number: 6905279 Estimated Start Date: 07/01/2012 Estimated Completion Date: 06/30/2014 New Appropriations by Fiscal Year 2013-14 $81,800 2014-15 $0 2015-16 $0 2016-17 2017-18 Total 5 Year $0 $0 $81,800 271 HSIP Safety Program Phase 3 - 5 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. Phase 3 will upgrade 52 intersections (23% of the system), Phase 4 will upgrade 51 intersections (23% of the system) and Phase 5 will upgrade 35 intersections (16% of the system). 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. Research has demonstrated that installation of pedestrian countdown timers can result in a 48% reduction in pedestrian related crashes. Audible pedestrian pushbuttons provide valuable information to the visually impaired community so that they can more safely take advantage of the City of Tempe's diverse transportation system. 2013-14 Source of Funds Capital Projects Fund Balance $10,000 Federal Grants - HSIP $106,917 Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement $30,000 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $320,751 Total $350,751 Project Number: 6906199 Estimated Start Date: Estimated Completion Date: 07/01/2013 06/30/2016 New Appropriations by Fiscal Year 2013-14 2014-15 $116,917 $116,917 2015-16 $116,917 2016-17 2017-18 Total 5 Year $0 $0 $350,751 New Signals / Safety Upgrades Project Description Estimated Project Costs This project provides for the installation of new traffic signals and associated equipment based on traffic engineering studies and warrants. It will also allow for replacement of existing outdated signals and address all safety updates to meet state and federal regulations. A modular intersection costs an average of $180,000 depending on the size of intersection, which takes into account two modular poles at each corner. This will allow the city to upgrade approximately one of the city's 221 signalized intersections every other year and/or add one new traffic signal based on traffic engineering warrants. The purpose of this project is to manage traffic safely and efficiently by installing new signals and/or modifying existing signal indications based on traffic engineering studies. 2013-14 Source of Funds Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $360,000 Construction / Improvement $0 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Highway User Revenue Fund $180,000 Developer Assistance $180,000 $0 Total $360,000 Project Number: 6906209 Estimated Start Date: Ongoing Estimated Completion Date: Ongoing New Appropriations by Fiscal Year 2013-14 $360,000 2014-15 $0 2015-16 $0 2016-17 2017-18 Total 5 Year $0 $0 $360,000 272 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 3,605 direct buried street light poles left in our inventory that need to be replaced at a rate of 100-150 per year (based on their corrosion factor as provided by the study completed in October 2011). Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 This project proactively provides structurally sound streetlight poles that conform to our engineering standards and that will also enhance our long term goal of ensuring landscape irrigation does not impact the structural integrity of our infrastructure and will help manage our potential risk for existing rusted street light poles. The streetlight poles with a foundation have a life expectancy of 30+ years compared to a direct buried pole that may only have a 15-20 year life span. Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 2013-14 Source of Funds Construction / Improvement $1,250,000 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs General Obligation Bonds $250,000 $0 Total $1,250,000 Project Number: 6999849 Estimated Start Date: Estimated Completion Date: Ongoing Ongoing New Appropriations by Fiscal Year 2013-14 2014-15 $250,000 $250,000 2015-16 2016-17 2017-18 Total 5 Year $250,000 $250,000 $250,000 $1,250,000 Street Light Upgrade / New Install Project Description Estimated Project Costs This project allows staff to strategically prioritize improvements to the street light system including the installation of arterial dual-side street lights and residential street lights per citizen request, as well as upgrading approximately 4000 existing inefficient Mercury Vapor and High Pressure Sodium streetlight luminaires to environmentally friendly and energy efficient luminaires throughout the city. Currently Identified locations for upgrades include the following: Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 - South side Warner Rd between Bonarden and Juniper (13) lights - South side of Southern Ave between Price Rd and East city limits (15) lights Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement 2013-14 Source of Funds $1,435,563 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs General Obligation Bonds $435,563 $0 Total $1,435,563 Project Number: 6999869 Estimated Start Date: Ongoing Estimated Completion Date: Ongoing New Appropriations by Fiscal Year 2013-14 2014-15 $435,563 $250,000 2015-16 2016-17 2017-18 Total 5 Year $250,000 $250,000 $250,000 $1,435,563 273 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 222 traffic signal control cabinets. As a practical matter, the inventory is aging and must eventually be replaced to minimize maintenance calls and to foster a high quality preventative maintenance program. Seventy percent of this project will be funded through a CMAQ grant as part of the MAG TIP. 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. 2013-14 Source of Funds Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $770,000 Construction / Improvement $0 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Capital Projects Fund Balance $43,890 Federal Grant - CMAQ $726,110 $0 Total $770,000 Project Number: 6906219 Estimated Start Date: Estimated Completion Date: 07/01/2013 06/30/2014 New Appropriations by Fiscal Year 2013-14 2014-15 $770,000 $0 2015-16 $0 2016-17 2017-18 Total 5 Year $0 $0 $770,000 Traffic Signal Foundation Project Description Estimated Project Costs The City's transportation system includes 222 signalized intersections and associated infrastructure to support the safe movement of all modes of travel in Tempe. This project provides for the installation of new traffic signals and installation/repair of existing equipment related to the traffic signal system and as warranted by traffic engineering studies. In addition, this project provides for the management and replacement of underground signal system assets which have been identified for repair and replacement. This project is necessary in order to keep the signal system functioning properly by supplementing our existing traffic signal construction program (2 full time employees) with installing underground infrastructure which may include underground items such as conduit repair and replacements, new traffic signal underground j-boxes and new signal foundations. 2013-14 Source of Funds Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement $747,560 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs General Obligation Bonds $147,560 $0 Total $747,560 Project Number: 6903382 Estimated Start Date: Ongoing Estimated Completion Date: Ongoing New Appropriations by Fiscal Year 2013-14 2014-15 $147,560 $150,000 2015-16 2016-17 2017-18 Total 5 Year $150,000 $150,000 $150,000 $747,560 274 Traffic Signal Green Sign Face Replacement Project Description Estimated Project Costs This project will allow for the replacement of the traffic signal internally illuminated green signs which have exceeded their expected life. As part of the development of the Traffic Engineering and Operations Division Asset Management Plan, staff have identified the green signs as an asset in the system for inclusion in the plan and development of a program for the systematic replacement of the signs. Current traffic signal internally illuminated green signs have been in place for at least 15+ years and have exceeded their product life cycle. As part of a continuing transportation asset management program, this project will begin the process of replacing sign faces (8 per intersection) at a rate of 12 intersections per year with a total of 90 modular signalized intersections to complete. This project will allow Tempe to replace its aging green sign faces, which will increase visibility and improve safety for the motoring public. 2013-14 Source of Funds Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $350,000 Construction / Improvement $0 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs General Obligation Bonds $70,000 $0 Total $350,000 Project Number: 6906229 Estimated Start Date: Estimated Completion Date: 07/01/2013 06/30/2014 New Appropriations by Fiscal Year 2013-14 $70,000 2014-15 2015-16 2016-17 2017-18 Total 5 Year $70,000 $70,000 $70,000 $70,000 $350,000 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 222 traffic signals. The project will be used to adjust signal timing to improve traffic flow at congested intersections. We expect to kick-off this project in FY12/13, however due to unknown construction timelines we are requesting that the funds be rolled over. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 The wireless communications will reduce the use and cost of leased lines for signal communication back to the TMC. In addition, it will provide a higher transmission speed for transferring data and viewing camera images. The CCTV monitoring will allow traffic conditions to be monitored from the TMC during incidents, special events, construction, and congested times. This real time monitoring provides the advantage of being able to manage signals from the TMC based on what they see happening in the field . The CCTV monitoring can also be used to observe resident concerns that are being studied by Traffic Engineering staff. Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 2013-14 Source of Funds Construction / Improvement $312,000 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs General Obligation Bonds $93,600 Federal Grant - CMAQ $218,400 $0 Total $312,000 Project Number: 6903639 Estimated Start Date: 07/01/2013 Estimated Completion Date: 06/30/2014 New Appropriations by Fiscal Year 2013-14 $312,000 2014-15 $0 2015-16 $0 2016-17 2017-18 Total 5 Year $0 $0 $312,000 275 City of Tempe 2013-14 Annual Budget City of Tempe 2013-14 Annual Budget Schedules and Summaries Contents Property Tax Ordinance ........................................................................................................................................................... 278 Budget Resolution .................................................................................................................................................................... 279 Budget Schedules .................................................................................................................................................................... 280 Schedule A Summary Schedule of Estimated Revenues and Expenditures/Expenses ..................................................... 280 Schedule B Tax Levy and Tax Rate Information .............................................................................................................. 281 Schedule C Revenues Other Than Property Taxes .......................................................................................................... 282 Schedule D Other Financing Sources/ and Interfund Transfers ........................................................................... 284 Schedule E Expenditures/Expenses by Fund ................................................................................................................... 285 Schedule F Expenditures/Expenses by Department ........................................................................................................ 286 Schedule G Full-Time Employees and Personnel Compensation .................................................................................... 288 Budget Basis, Units and Changes ............................................................................................................................................ 289 Financial Structure and Organization ....................................................................................................................................... 290 Personnel Summary ................................................................................................................................................................. 291 Personnel Changes for FY 2013-14 ......................................................................................................................................... 292 Personnel Schedules ............................................................................................................................................................... 293 Glossary of Terms .................................................................................................................................................................... 324 Acronyms ................................................................................................................................................................................. 332 Index ........................................................................................................................................................................................ 333 Office of Management and Budget Staff .................................................................................................................................. 336 277 City of Tempe 2013-14 Annual Budget Property Tax Ordinance ORDINANCE NO. 2013.33 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, 2014. PURSUANT to A.R.S. §42-17151, the ordinance levying taxes for Fiscal Year 2013-2014 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 $13,778,678, resulting in a primary tax rate of $0.9177 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 $1.5705 per $100 of assessed value. Section 3: The combined tax rate as set forth in Sections 1 and 2 shall equal $2.4882 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 27th day of June, 2013. 278 City of Tempe 2013-14 Annual Budget Budget Resolution RESOLUTION 2013.72 A RESOLUTION DETERMINING AND ADOPTING FINAL ESTIMATES OF PROPOSED EXPENDITURES BY THE CITY OF TEMPE FOR THE FISCAL YEAR BEGINNING JULY 1, 2013, AND ENDING JUNE 30, 2014. 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, Chapter 17, Articles 1-5, Arizona Revised Statutes (A.R.S.), the City Council did, on May 30, 2013, make an estimate of the different amounts required to meet the public expenditures/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 of the City of Tempe, Arizona, and WHEREAS, in accordance with said chapter of said title, and following due public notice, the Council met on May 30, 2013, at which meeting any taxpayer was privileged to appear and be heard in favor of or against any of the proposed expenditures/expenses or tax levies, and WHEREAS, it appears that publication has been duly made as required by law, of said estimates together with a notice that the City Council would meet on June 13, 2013, in the Council Chambers for the purpose of hearing taxpayers and making tax levies as set forth in said estimates, and WHEREAS, it appears that the sums to be raised by taxation, as specified therein, do not in the aggregate exceed that amount as computed in A.R.S. §42-17051(A), therefore be it RESOLVED, that the said estimates of revenues and expenditures/expenses shown on the accompanying schedules, as now increased, reduced or changed are hereby adopted as the budget of the City of Tempe, Arizona, for the fiscal year 2013-2014. 279 City of Tempe 2013-14 Annual Budget Budget Schedules Schedule A Summary Schedule of Estimated Revenues and Expenditures/Expenses FUND 1. General Fund ADOPTED BUDGETED EXPENDITURES/ EXPENSES* 2013 ACTUAL EXPENDITURES/ EXPENSES** 2013 FUND BALANCE/ NET POSITION*** July 1, 2013** $168,458,268 $164,753,383 $51,017,513 155,691,961 143,825,256 31,162,052 48,623,373 27,801,761 32,583,304 123,801,394 66,932,903 41,406,654 94,320,413 87,697,498 54,885,258 2. Special Revenue Funds 3. Debt Service Funds 4. Capital Projects Funds 5. Enterprise Funds 6. Internal Service Funds 2,000,000 ESTIMATED REVENUES OTHER THAN OTHER FINANCING PROPERTY TAX PROPERTY 2014 REVENUES TAXES SOURCES 2014 2014 Primary: $13,778,678 $161,577,217 $ $ Secondary: 23,766,365 105,627,007 3,194,720 111,931,434 INTERFUND TRANSFERS 2014 IN BUDGETED EXPENDITURES / EXPENSES 2014 $75,000 $(1,744,156) $228,192,564 $178,566,369 1,096,000 (6,343,084) 167,994,508 102,126,601 6,898,256 (6,159,966) 48,836,246 46,731,632 160,934,063 119,527,409 161,457,288 98,334,621 2,000,000 2,000,000 $769,414,669 $547,286,632 7,595,975 94,693,833 TOTAL FINANCIAL RESOURCES AVAILABLE 2014 5,230,086 (6,648,111) 2,000,000 7. TOTAL ALL FUNDS $592,895,409 $491,010,801 $213,054,781 $37,545,043 $365,092,777 $111,931,434 EXPENDITURE LIMITATION COMPARISON 1. Budgeted expenditures/expenses 2. 3. 4. 5. 6. Add/subtract: estimated net reconciling items Budgeted expenditures/expenses adjusted for reconciling items Less: estimated exclusions Amount subject to the expenditure limitation EEC or voter-approved alternative expenditure limitation $ 2013 $592,895,409 2014 $547,286,632 592,895,409 301,312,440 $291,582,969 547,286,632 242,359,236 $304,927,396 $291,582,969 $304,927,396 $20,895,317 $(20,895,317) * 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 Position 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). 280 City of Tempe 2013-14 Annual Budget Schedule B 1. Tax Levy and Tax Rate Information Maximum allowable primary property tax levy. A.R.S. §42-17051(A) 2. Amount received from primary property taxation in the current year in excess of the sum of that year's maximum allowable primary property tax levy. A.R.S. §42-17102(A)(18) 3. Property tax levy amounts A. Primary property taxes B. Secondary property taxes C. Total property tax levy amounts 4. 5. Property taxes collected* A. Primary property taxes (1) Current year's levy (2) Prior years’ levies (3) Total primary property taxes B. Secondary property taxes (1) Current year's levy (2) Prior years’ levies (3) Total secondary property taxes C. Total property taxes collected 2013 2014 $13,271,172 $13,778,678 $13,271,172 23,000,956 $36,272,128 $13,778,678 23,766,365 $37,545,043 $13,218,160 107,775 $13,325,935 $22,909,078 186,790 $23,095,868 $36,421,803 Property tax rates A. City/Town tax rate (1) Primary property tax rate (2) Secondary property tax rate (3) Total city/town tax rate B. Special assessment district tax rates 0.7862 1.3552 2.1414 0.9177 1.5705 2.4882 Secondary property tax rates - As of the date the proposed budget was prepared, the city/town was operating one special assessment district for which secondary property taxes are levied. For information pertaining to this special assessment district and its tax rates, please contact the city/town. * Includes actual property taxes collected as of the date the proposed budget was prepared, plus estimated property tax collections for the remainder of the fiscal year. 281 City of Tempe 2013-14 Annual Budget Schedule C Revenues Other Than Property Taxes ESTIMATED REVENUES 2013 SOURCE OF REVENUES GENERAL FUND Local taxes City Sales Tax Transient Lodging Tax Franchise Fees Licenses and permits Intergovernmental State Other Charges for services Fines and forfeits Interest on investments Voluntary contributions Miscellaneous ACTUAL REVENUES* 2013 ESTIMATED REVENUES 2014 $ 85,817,840 4,647,362 3,533,481 1,543,750 $ 85,847,840 4,647,362 3,273,736 1,646,632 $89,281,629 5,014,504 3,273,736 1,664,632 Total General Fund 35,400,408 132,000 9,517,515 7,375,168 464,983 1,523,000 4,952,592 $ 154,908,099 34,916,196 443,125 10,526,478 7,611,230 450,000 2,009,858 3,919,314 $155,291,771 37,406,500 432,000 10,660,157 7,455,390 330,000 2,063,542 3,995,127 $ 161,577,217 Total Transit Fund $ 30,905,796 932,103 120,000 18,847,321 4,057,012 $ 54,862,232 $30,905,796 932,103 200,000 18,847,321 4,057,012 $54,942,232 $ 31,702,000 932,103 144,000 8,563,491 14,437,506 $ 55,779,100 Highway User Revenue Fund Highway User Revenue Tax Barricading Fees Miscellaneous Revenue Total Highway User Revenue Fund $9,101,143 70,000 1,000 $ 9,172,143 $8,829,124 80,000 1,700 $8,910,824 $9,122,472 70,000 1,500 $9,193,972 Total Performing Arts Fund $6,374,872 601,500 5,550 19,582 $7,001,504 $6,374,872 627,500 5,550 12,000 $7,019,922 $6,657,096 773,500 5,550 10,800 $7,446,946 CDBG/Section 8 Housing Funds Community Development Block Grant Section 8 Housing Total CDBG/Section 8 Housing Funds $4,908,913 11,034,342 $15,943,255 $2,717,964 9,219,827 $11,937,791 $4,555,873 10,185,240 $14,741,113 Police Dept-RICO & Grants Fund Governmental Grants or Donations Fund Court Enhancement Fund Peterson House Fund Total Special Revenue Funds $5,165,104 10,653,863 1,414,465 3,720 $104,216,286 $4,597,657 4,594,425 855,712 1,362 $92,859,925 $5,602,064 11,447,386 1,411,301 5,125 $105,627,007 SPECIAL REVENUE FUNDS Transit Fund Transit Tax ASU-Flash Transit Interest Income Intergovernmental Miscellaneous Revenue Performing Arts Fund Performing Arts Tax Fees and Admissions Miscellaneous Revenue Interest Income * Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated revenues for the remainder of the fiscal year. 282 City of Tempe 2013-14 Annual Budget Schedule C (Continued) Revenues Other Than Property Taxes Fiscal Year 2014 SOURCE OF REVENUES ESTIMATED REVENUES 2013 DEBT SERVICE FUNDS Debt Service Fund Special Assessments Fund Total Debt Service Funds ENTERPRISE FUNDS Water/Wastewater Fund Solid Waste Fund Golf Fund Total Enterprise Funds INTERNAL SERVICE FUNDS Risk Management Fund TOTAL ALL FUNDS $657,625 ACTUAL REVENUES* 2013 ESTIMATED REVENUES 2014 $657,625 $1,106,489 $3,930,070 $5,036,559 $1,238,750 $1,955,970 $3,194,720 $76,104,967 $14,976,722 $2,394,000 $93,475,689 $72,718,160 $14,800,052 $2,476,378 $89,994,590 $77,167,160 $14,864,052 $2,662,621 $94,693,833 $2,000,000 $2,000,000 $355,257,699 $345,182,845 $365,092,777 * Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated revenues for the remainder of the fiscal year. 283 City of Tempe 2013-14 Annual Budget Schedule D Other Financing Sources/ and Interfund Transfers OTHER FINANCING 2014 FUND SOURCES GENERAL FUND INTERFUND TRANSFERS 2014 IN $75,000 $(1,744,156) $1,096,000 $(1,430,304) SPECIAL REVENUE FUNDS HURF Transit (3,759,780) Local Transportation Assistance (1,153,000) Total Special Revenue Funds $1,096,000 $(6,343,084) $5,894,376 $(6,159,966) DEBT SERVICE FUNDS General Governmental Debt Service Special Assessment Debt Service 1,003,880 Total Debt Service Funds $6,898,256 $(6,159,966) CAPITAL PROJECTS FUNDS Bond Proceeds $75,315,180 Fund Balance Applied 13,477,528 Other Funding 23,138,726 Total Capital Projects Funds $111,931,434 $7,595,975 $7,595,975 ENTERPRISE FUNDS Water / Wastewater $5,156,086 Solid Waste Fund $(5,602,772) (371,339) Golf Fund Total Enterprise Funds TOTAL ALL FUNDS $111,931,434 284 74,000 (674,000) $5,230,086 $(6,648,111) $20,895,317 $(20,895,317) City of Tempe 2013-14 Annual Budget Schedule E Expenditures/Expenses by Fund FUND/DEPARTMENT ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2013 GENERAL FUND Mayor and Council City Manager Community Relations Diversity Department Internal Audit City Clerk City Court Human Resources Tempe Learning Center City Attorney Finance + Technology Community Development Police Fire Community Services Public Works Non-Departmental General Fund Contingency Total General Fund $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 SPECIAL REVENUE FUNDS Highway User Revenue Transit CDBG Section 8 Housing Performing Arts Police Dept-Rico & Grants Govtl Grants or Donations Court Enhancement Petersen House Endowment Total Special Revenue Funds 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 DEBT SERVICE FUNDS General Governmental Special Assessment Total Debt Service Funds CAPITAL PROJECTS FUNDS All Capital Projects ENTERPRISE FUNDS Water/Wastewater Golf Solid Waste Total Enterprise Funds INTERNAL SERVICE FUNDS Risk Management TOTAL ALL FUNDS EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2013 $3,000 16,376 200 ACTUAL EXPENDITURES/ EXPENSES* 2013 BUDGETED EXPENDITURES/ EXPENSES 2014 (674,143) $351,941 819,631 2,298,543 425,645 393,596 513,647 3,551,938 2,061,703 441,460 2,795,767 3,269,221 9,041,099 66,541,847 27,241,521 18,837,432 17,097,232 9,071,160 $(103,390) $164,753,383 $398,365 642,600 2,613,700 467,301 412,103 849,926 4,115,715 2,620,646 544,272 2,706,504 3,793,756 11,520,162 68,546,753 29,178,661 19,197,813 18,604,973 11,353,119 1,000,000 $178,566,369 7,954,073 105,632,647 2,562,569 9,219,827 8,406,984 4,597,657 4,594,425 855,712 1,362 $143,825,256 9,762,744 50,496,283 4,555,873 10,185,240 8,660,585 5,602,064 11,447,386 1,411,301 5,125 $102,126,601 23,871,691 3,930,070 $27,801,761 43,771,782 2,959,850 $46,731,632 (6,000) (97,590) 654,767 (119,935) (94,405) $(214,340) 48,623,373 $48,623,373 $124,812,526 $(1,011,132) $66,932,903 $119,527,409 75,746,634 2,513,917 16,237,017 $94,497,568 (177,155) 71,492,623 2,679,645 13,525,230 $87,697,498 78,458,221 2,669,882 17,206,518 $98,334,621 $(177,155) $2,000,000 $594,401,426 $2,000,000 $(1,506,017) $491,010,801 $547,286,632 * Includes actual expenditures/expenses recognized on the modified accrual or 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 2013-14 Annual Budget Schedule F Expenditures/Expenses by Department DEPARTMENT/FUND Mayor and Council Department: General Fund City Manager Department: General Fund Govtl Grants and Donations Department Total Community Relations Department: General Fund Transit Fund Govtl Grants and Donations Department Total ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2013 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2013 $372,531 $3,000 $351,941 $398,365 $578,925 $16,376 $819,631 $578,925 $16,376 $819,631 $642,600 2,250,000 $2,892,600 $2,289,832 481,665 2,448,134 $5,219,631 $200 $2,298,543 210,821 849,098 $3,358,462 $2,613,700 545,492 967,289 $4,126,481 $200 ACTUAL EXPENDITURES/ EXPENSES* 2013 BUDGETED EXPENDITURES/ EXPENSES 2014 Diversity Department Department: General Fund $477,433 $425,645 $467,301 Internal Audit Department: General Fund $423,408 $393,596 $412,103 City Clerk Department: General Fund $561,728 $513,647 $849,926 City Court Department: General Fund Court Enhancement Fund Department Total $3,791,700 1,214,465 $5,006,165 $3,551,938 855,712 $4,407,650 $4,115,715 1,195,721 $5,311,436 Human Resources Department: General Fund $2,336,150 $2,061,703 $2,620,646 $546,676 $441,460 $544,272 $2,795,767 385,597 297,745 $3,479,109 $2,706,504 410,933 261,393 $3,378,830 Tempe Learning Center Department: General Fund City Attorney Department: General Fund Water Fund Govtl Grants and Donations Department Total $2,770,028 389,267 379,909 $3,539,204 Finance + Technology Department: General Fund Water Fund Department Total $3,429,884 2,823,847 $6,253,731 $3,269,221 2,808,852 $6,078,073 $3,793,756 3,006,766 $6,800,522 Community Development Department: General Fund Transit Fund Section 8 Grants Fund Comm Dev Block Grant Fund Govtl Grants and Donations Department Total $9,593,822 877,308 11,034,342 4,908,913 558,184 $26,972,569 $9,041,099 837,841 9,219,827 2,562,569 291,427 $21,952,763 $11,520,162 920,202 10,185,240 4,555,873 400,569 $27,582,046 $(6,000) $(6,000) (119,935) $(119,935) 286 City of Tempe 2013-14 Annual Budget Schedule F (Continued) Expenditures/Expenses by Department ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2013 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2013 Police Department: General Fund Police Dept-Rico & Grants Department Total $67,833,501 4,330,376 $72,163,877 $(97,590) Fire Department: General Fund Govtl Grants and Donations Department Total $27,325,938 868,791 $28,194,729 Community Services Department: General Fund Performing Arts Fund Govtl Grants and Donations Petersen House Endowment Department Total Public Works Department: General Fund Golf Fund Performing Arts Fund Solid Waste Fund Highway User Revenue Fund Transit Fund Water Fund Govtl Grants or Donations Department Total DEPARTMENT/FUND Non Departmental: General Fund ACTUAL EXPENDITURES/ EXPENSES* 2013 BUDGETED EXPENDITURES/ EXPENSES 2014 $(97,590) $66,541,847 4,291,902 $70,833,749 $68,546,753 4,970,020 $73,516,773 $654,767 (94,405) $560,362 $27,241,521 962,023 $28,203,544 $29,178,661 1,034,445 $30,213,106 $19,548,371 2,040,529 1,382,845 3,720 $22,971,745 $18,837,432 1,919,860 1,179,073 1,362 $21,936,365 $19,197,813 2,142,692 1,523,454 5,125 $22,863,959 $17,214,204 2,513,917 552,576 16,237,017 8,194,236 46,717,686 38,658,520 16,000 $130,104,156 $(177,155) $17,097,232 2,679,645 561,774 13,525,230 7,954,073 46,609,618 35,236,174 15,059 $123,678,805 $18,604,973 2,669,882 592,143 17,206,518 9,762,744 44,292,376 38,935,482 4,000 $132,068,118 $8,467,527 $(674,143) $9,071,160 $11,353,119 $57,974,367 32,675,000 5,925,350 23,871,691 3,930,070 $124,376,478 $4,663,213 35,105,040 5,925,750 43,771,782 2,959,850 $92,425,635 Debt Service: Transit Fund Water Fund Performing Arts Fund Debt Service Fund Special Assessment Fund Department Total $145,285,267 Contingency: General Fund Water Fund Transit Fund Internal Service / Risk Management Police Dept-Rico & Grants Govtl Grants or Donations Court Enhancement Fund Department Total $1,000,000 1,000,000 75,000 2,000,000 834,728 5,000,000 200,000 $10,109,728 Capital Projects: All Capital Projects TOTAL ALL FUNDS (177,155) $57,854,544 32,875,000 5,932,350 48,623,373 $1,692,755 $1,000,000 1,000,000 75,000 2,000,000 632,044 5,006,236 215,580 $9,928,860 387,000 305,755 1,000,000 $124,812,526 $(1,011,132) $66,932,903 $119,527,409 $594,401,426 $(1,506,017) $491,010,801 $547,286,632 * Includes actual expenditures/expenses recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated expenditures/expenses for the remainder of the fiscal year. 287 City of Tempe 2013-14 Annual Budget Schedule G Full-Time Employees and Personnel Compensation FUND GENERAL FUND SPECIAL REVENUE FUNDS Transit Fund Highway User Revenue Performing Arts CDBG Section 8 Housing Police Dept. - Rico & Grants Governmental Grants & Donations Court Enhancement Total Special Revenue Funds CAPITAL PROJECTS FUNDS All Capital Projects ENTERPRISE FUNDS Water/Wastewater Golf Solid Waste Total Enterprise Funds INTERNAL SERVICE FUNDS Risk Management TOTAL ALL FUNDS * ** Full-Time Equivalent (FTE) 2014 Employee Salaries and Hourly Costs 2014 Retirement Costs* 2014 Healthcare Costs 2014 Total Estimated Personnel Compensation 2014 Other Benefit Costs** 2014 1,187.87 $93,345,397 $18,528,186 $11,500,927 $7,707,766 = $131,082,276 34.33 38.50 17.15 5.15 9.00 13.00 4.40 6.00 127.53 $2,348,767 2,578,994 1,038,018 270,760 264,154 1,132,606 249,312 275,270 $8,157,881 $268,765 284,770 114,378 29,389 64,230 172,597 68,468 29,968 $1,032,565 $326,968 398,106 158,426 31,928 81,636 136,311 38,881 56,082 $1,228,338 $213,977 265,046 100,449 35,506 50,926 105,072 13,146 22,745 $806,867 = = $3,158,477 3,526,916 1,411,271 367,583 460,946 1,546,586 369,807 384,065 $11,225,651 2.20 $156,074 $18,011 $23,339 $12,832 = $210,256 181.50 11.00 76.25 268.75 $12,066,352 512,406 4,044,597 $16,623,355 $1,330,102 62,102 444,805 $1,837,009 $1,711,221 90,919 736,205 $2,538,345 $1,102,474 49,951 376,928 $1,529,353 = = $16,210,149 715,378 5,602,535 $22,528,062 3.00 $214,903 $23,584 $17,983 $18,985 = $275,455 1,589.35 $118,497,610 $21,439,355 $15,308,932 $10,075,803 = $165,321,700 Represents employer contributions to Arizona State Retirement System, Public Safety Personnel Retirement System, and Elected Officials Retirement System Includes FICA, Mediflex reimbursement, deferred compensation contributions for DROP employees, vehicle allowance, and employer contributions to a health reimbursement plan for future retirees 288 City of Tempe 2013-14 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). 289 City of Tempe 2013-14 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. 290 City of Tempe 2013-14 Annual Budget Personnel Summary The number of employees for FY 2013-14 totals 1,800.39 full-time equivalents (FTE), including 1,573 full-time, 15.35 permanent full-time equivalents, and 212.04 temporary full-time equivalent employees. 2011-12 Actual Department 2012-13 Budget 2012-13 Revised 2013-14 Budget Full Perm Temp Full Perm Temp Full Perm Temp Full Perm Temp Time FTE FTE Time FTE FTE Time FTE FTE Time FTE FTE Mayor and Council 7 7 7 7 City Manager 4 5 4 4 City Attorney 23 1.75 23 1.75 23 1.75 23 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 78 1.60 3.52 78 3.52 77 3.52 76 Community Relations 25 1.34 24 1.34 23 1.34 23 1.34 Community Services 116 6.50 165.69 116 6.50 165.69 116 6.50 165.69 117 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 0.50 133 0.50 Fire 181 1.00 181 1.00 181 1.00 181 1.00 Human Resources Internal Audit 17 17 17 20 3 0.45 3 0.45 3 0.45 3 Police 488 6.25 490 6.25 491 6.25 490 Public Works 460 24.10 458 24.10 458 24.10 452 Tempe Learning Center Sub Total Total Personnel 1.50 3 1.63 3 10.02 1.63 0.50 6.25 2.25 24.10 3 1,580 14.10 205.99 1,580 14.23 205.99 1,578 14.23 205.99 1,573 15.35 212.04 1,800.09 1,800.22 291 1,798.22 1,800.39 City of Tempe 2013-14 Annual Budget Personnel Changes for FY 2013-14 Reflects all personnel changes/reductions approved by City Council through 6/30/2013 Position Reductions Fund Grant Grant CDBG Cost Center 1231 2736 2863 PCN 1961 1622 1679 General 1214 22 Police Position Energy & Grants Project Mgr Building Inspector II+ Affordable Housing Specialist Video Production Coordinator Police Officer Grant 2287 1969 Police Commander Grant 2201 1959 Public Works Solid Waste 3718 759 Solid Waste 3718 760 Public Works Solid Waste Equip Operator II+ Solid Waste Equip Operator II+ Custodian General 3271 579 Public Works Custodian General 3271 584 Public Works Custodian General 3271 592 Department City Manager Community Development Community Development Community Relations Public Works Total Reductions Position Additions/Status Changes FTE Action Summary (1.00) Authorization Ended 9/1/2012 (1.00) Authorization Ended 11/4/2012 (1.00) Lack of funds – position eliminated 2/15/2013 (1.00) Authorization Ended 12/31/2012 (1.00) Completion of Grant award effective 6/30/2013 (1.00) Completion of Grant award effective 6/30/2013 (1.00) Solid Waste Reduction Plan effective 6/30//2013 (1.00) Solid Waste Reduction Plan effective 6/30/2013 (1.00) FY 13/14 Supplemental effective 6/30/2013 (1.00) FY 13/14 Supplemental effective 6/30/2013 (1.00) FY 13/14 Supplemental effective 6/30/2013 (11.00) PCN TBD FTE 1.00 Admin Assistant Cost Fund Center Percent for 66997Arts 99 General 1991 1984 1.00 Finance and Technology Enterprise Network Eng II+ General 1993 1986 1.00 Internal Audit Accountant/Auditor General 1213 TBD 0.50 Police Police Officer 4522 1981 1.00 Public Works Executive Assistant Special Revenue General 3210 518 0.12 Public Works Sr. Civil Engineer HURF 3822 1985 0.50 Department Community Services Position Cultural Dev Coordinator Finance and Technology Total Changes Action Summary New position – Operating Budget Supplemental – effective 7/1/2013 New position – Operating Budget Supplemental – effective 7/1/2013 New positions – Operating Budget Supplemental – effective 7/1/2013 New position – Operating Budget Supplemental – effective 7/1/2013 Mid-year addition (9/10/2012) – Council approved Increase from 25 to 30 hours per week Operating Budget Supplemental – effective 7/1/2013 Will combine with a 0.50 Transit funded Sr. Civil Engineer to create one full-time position 5.12 Change in Funding Department Public Works Position Public Works Supervisor Community Development Sr. Transportation Planner+ Funding Change From 50% General Fund/ 50% Golf Fund to 100% Golf Fund From 50% General Fund/50% Transit Fund to 100% Transit Fund Summary – Authorized Positions (Full and Part-Time FTEs) FY 2012-13 Budget 1,594.23 Position Reductions (11.00) Position Additions 5.12 292 Cost Center PCN Action Summary 2512 513 Operating Budget Supplemental effective 7/1/2013 3923 829 Operating Budget Supplemental effective 7/1/2013 City of Tempe 2013-14 Annual Budget Personnel Schedules Reflects all personnel changes/reductions approved by City Council through 6/30/2013 1110 Position MAYOR & COUNCIL Mayor Funding Source Vice Mayor Council Member 2012-13 Budget 2011-12 Actual 2012-13 Revised 2013-14 Budget Gen 1 1 1 1 Gen Gen 1 5 1 5 1 5 1 5 7 7 7 7 Gen 1 1 1 1 Gen Gen 1 1 3 1 1 3 1 1 3 1 1 3 Gen 0 1 1 1 0 1 1 1 1 1 0 0 1 1 0 0 4 5 4 4 1 2 1 1 8 2 1 1 2 1 1 8 2 1 1 2 1 1 8 2 1 1 2 1 1 8 2 1 1 3 0.75 1.00 20 1 3 0.75 1.00 20 1 3 0.75 1.00 20 1 3 0.75 1.00 20 1.75 1.75 1.75 1.75 W/WW W/WW 1 1 1 1 1 1 1 1 WWW 1 3 1 3 1 3 1 3 23 1.75 23 1.75 23 1.75 23 1.75 Mayor & Council Total Full-Time CITY MANAGER 1210 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 Grant City Manager Total Full-Time 1710 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 Assistant Legal Specialist II+** Assistant City Attorney** Total Full-Time Total Perm FTE** 3115 City Attorney/Water Sr Asst City Attorney Asst City Attorney Executive Assistant Gen Gen Gen Gen Gen Gen Gen Gen 60% Grants 40% Gen Gen Gen Total Full-Time City Attorney Total Full-Time City Attorney Total Perm FTE** **Permanent Full-Time Equivalent *Temporary Full-Time Equivalent 293 City of Tempe 2013-14 Annual Budget Reflects all personnel changes/reductions approved by City Council through 6/30/2013 1310 Position CITY CLERK Funding Source 2011-12 Actual 2012-13 Budget 2012-13 Revised 2013-14 Budget City Clerk Gen 1 1 1 1 Dep City Clerk Gen Gen 1 1 1 1 1 1 1 1 Gen 1 1 1 1 Gen 0.58 0.58 0.58 0.58 4 0.58 4 0.58 4 0.58 4 0.58 Asst City Clerk Executive Assistant COE * City Clerk Total Full-Time City Clerk Total Temp FTE* CITY COURT 1410 Administration/Judicial Division Presiding City Judge Court Admin City Judge Gen Gen Gen 1 1 2 1 1 1 1 1 1 2 2 2 Court Commissioner Dep Court Admin Gen Gen 2 1 2 2 2 Court Svcs Supvr Gen 1 1 1 1 1 2 1 8 8 8 9 1 1 1 1 Total Full-Time 1411 Criminal Division Court Svcs Supvr Gen 1 Lead Court Svcs Spec Gen 1 1 1 Court Svcs Spec II+ COE* Gen Gen 8 1.96 9 9 8 1.96 1.96 1.96 10 1.96 11 1.96 11 1.96 10 1.96 Gen 2 Gen Gen 13 2.10 15 2.10 2 12 2 12 2 11 2.10 2.10 2.10 14 2.10 14 2.10 13 2.10 Total Full-Time Total Temp FTE* 1412 Civil Division Court Svcs Supvr Court Svcs Spec II+ COE* Total Full-Time Total Temp FTE* 4710 4720 4730 Court Enhancement Fund Deputy Court Admin Court Svcs Spec II+ Total Full-Time Dsg Fund Dsg Fund 1 0 1 1 0 1 1 0 1 0 2 2 Fill the Gap Fund Court Interpreter Total Full-Time Grant 1 1 1 1 1 1 1 1 Local JCEF Court Svcs Spec II+ Court Training Coord Executive Assistant Total Full-Time Grant Grant Grant 2 1 0 3 2 1 0 3 2 0 1 3 2 0 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 294 City of Tempe 2013-14 Annual Budget Reflects all personnel changes/reductions approved by City Council through 6/30/2013 Position COMMUNITY DEVELOPMENT Funding Source 2011-12 Actual 2012-13 Budget 2012-13 Revised 2013-14 Budget Economic Development 2710 2721 2727 2736 Administration/Economic Development Community Development Dir Business Development Officer Gen 95% Grants 5% Gen 1 1 1 1 1 1 1 1 Economic Development Spec Gen 1 1 1 1 Rio Salado Financial Analyst Sr Planner Gen Gen 1 1 1 1 1 1 1 1 Tech Development Spec Gen 1 1 1 1 Executive Assistant Administrative Assistant II+ Total Full-Time Gen Gen 1 1 1 1 1 1 1 1 8 8 8 8 1 1 1 1 1 1 1 1 5 1 1 5 1 1 5 Building Safety Building Safety Inspections and Permits Dep Com Dev Dir - Bldg/Permits Gen 1 Plan Review Mgr Gen 1 Bldg Inspection Mgr Gen 1 Development Project Coord Sr Plan Check Engineer+ Gen Gen 1 5 Sr Bldg Inspector Permit Center Supervisor Gen Gen 1 1 1 1 1 1 1 1 Bldg Inspector II+ Development Svcs Spec II+ Gen Gen 5 4 5 4 5 4 5 4 Administrative Assistant II+ Customer Relations Spec Building Inspector I/II+ * Total Full-Time Total Temp FTE* Gen Gen 3 0 3 0 2 1 2 1 Gen 0.66 23 0.66 0.66 0.66 5.66 23 0.66 23 0.66 23 5.66 Planning Code Compliance Sr Code Inspector Spec Gen 1 1 1 1 Code Inspector II+ Administrative Assistant II+ Gen Gen 3 1 3 3 3 Unclassified Temporary* Total Full-Time Total Temp FTE* Gen 1.00 5 1.00 1 1.00 1 1.00 1 2.50 5 1.00 5 1.00 5 2.50 1 1 0 0 1 1 0 0 EECBG - IED Code Im Bldg Inspector II+ Grant (Position is funded through 11-4-12) Total Full-Time **Permanent Full-Time Equivalent *Temporary Full-Time Equivalent 295 City of Tempe 2013-14 Annual Budget Reflects all personnel changes/reductions approved by City Council through 6/30/2013 2731 Position Planning Funding Source Dep Com Dev Dir - Planning 2013-14 Budget 1 1 1 1 1 Principal Architect Sr Architect+ Gen Gen 1 1 1 1 1 1 1 1 1 1 1 Principal Planner Sr Planner Sr Planner Gen Gen 2 6 2 6 2 6 2 6 Gen 50% Grants 50% 1 1 1 1 Sr Transportation Planner Gen Gen Gen 1 1 1 Gen Gen 1 2 1 1 1 1 1 1 1 1 1 1 1 1 Administrative Assistant II+ Gen 2 2 2 2 2 2 2 COE* Gen 1.86 21 1.86 1.86 1.86 1.86 21 1.86 21 1.86 21 1.86 2 1 2 1 2 1 2 1 0 4 1 0 4 0 0 4 0 1 4 Planning & Project Review Development Project Officer Principal Planner Sr Transportation Planner+ Sr Transportation Planner+ Total Full-Time Housing Neighborhood Enhancement Homeless Outreach Coordinator** Gen 67% Transit 33% Transit Transit 50% Gen 50% Transit Gen Total Perm FTE** 2771 to 2779 2012-13 Revised Code Enforcement Mgr Total Full-Time Total Temp FTE* 2814 2012-13 Budget Gen 90% Grants 10% Gen Tech Planner Project Mgmt Coord Sr Code Inspector Spec Code Inspector II+ 3923 2011-12 Actual Section 8 Housing Housing Svcs Mgr 1 1.60 1.60 1.60 1.60 1.60 1.60 1.60 1.60 Grant 1 1 1 1 Family Self Sufficiency Spec Grant 2 Housing Services Spec II+ Administrative Assistant II+ Total Full-Time Grant Grant 6 1 10 2 6 1 2 6 1 2 6 1 10 10 10 **Permanent Full-Time Equivalent *Temporary Full-Time Equivalent 296 City of Tempe 2013-14 Annual Budget Reflects all personnel changes/reductions approved by City Council through 6/30/2013 2011-12 Actual Position Funding Source 2851 CDBG/Home to 2872 Neighborhood Revital Coord Grant Housing Svcs Mgmt Accountant Grant Homeless Coordinator Grant Affordable Housing Spec Grant Neighborhood Grants Analyst Grant Principal Planner Gen 50% Grants 50% Total Full-Time Community Development Total Full-Time Community Development Total Perm FTE* Community Development Total Temp FTE* 1219 COMMUNITY RELATIONS Administration Administration Community Relations Dir 2012-13 Revised 2013-14 Budget 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 0 1 1 6 1 6 1 6 1 5 78.00 78.00 77.00 76.00 1.60 3.52 1.60 3.52 1.60 3.52 1.60 10.02 1 0 1 0 1 0 Gen 1 Asst to the Mayor Mayor/City Council Chief of Staff Gen Gen 1 0 1 1 1 Sr Mayoral/City Council Aide+ Gen 2 0 0 0 Mayoral Aide Gen 0 1 1 1 City Council Aide Gen 0 Asst to the City Council Executive Assistant Gen Gen 1 1 2 0 2 0 2 0 1 1 1 COE* Gen 0.49 0.49 0.49 0.49 6 0.49 6 0.49 6 0.49 6 0.49 1 0 0 0 1 0 0 0 Total Full-Time Total Temp FTE* 1216 2012-13 Budget Government Relations Government Relations Officer Gen Total Full-Time Communication/Media Relations 1214 Communication & Media Relations Comm & Media Relations Mgr Gen 1 1 1 1 Media Svcs Admin Community Outreach Mktg Coord II+ Gen Gen 1 2 0 0 0 0 0 0 Public Info Officer Gen 0 Community Relations Coord Gen 2 2 0 2 0 2 0 Web & Design Coord Gen 0 2 2 2 Video Production Coord Media Svcs Producer II+ Gen Gen 0 1 2 2 2 0 0 0 Video Production Coord Gen 0 1 0 0 CIP 1 0 0 0 Gen Gen 0.19 0.66 0.19 0.19 0.19 0.66 0.66 0.66 8 0.85 8 0.85 7 0.85 7 0.85 (Position funded through 12-31-12) Media Svcs Producer II+ (Position funded through 6-30-12) Media Services Assistant * Media Services Intern* Total Full-Time Total Temp FTE* **Permanent Full-Time Equivalent *Temporary Full-Time Equivalent 297 City of Tempe 2013-14 Annual Budget Reflects all personnel changes/reductions approved by City Council through 6/30/2013 1216 Position Government Relations Government Relations Officer Funding Source Gen Marketing and Public Information Community Outreach Mktg Supvr Public Information Officer Comm Outreach/Mktg Coord II+ Public Information Officer Total Full-Time 2012-13 Budget 1 Total Full-Time 3916 2011-12 Actual Gen 25% Solid Waste 25% Transit 50% Gen 25% Solid Waste 25% Transit 50% Transit Transit 2012-13 Revised 2013-14 Budget 1 0 0 0 0 0 0 1 0 0 0 0 1 1 1 1 0 2 0 1 0 1 0 1 2 2 2 1 1 1 1 1 1 1 1 0 1 1 1 Neighborhood Program 1215 Neighborhood Program Neighborhood Program Mgr Neighborhood Svcs Spec Neighborhood Svcs Spec Comm Outreach/Mktg Coord II+ Gen Gen Transit 50% W/WW 50% Transit 50% W/WW 50% 1 0 0 0 3 3 3 3 Gen 1 1 1 1 Gen Gen SW SW 1 0 1 0 1 0 1 0 0 1 0 1 0 1 0 1 HURF HURF W/WW WWW 1 0 1 0 5 1 0 1 0 5 0 1 0 1 5 0 1 0 1 5 25 1.34 24 1.34 23 1.34 23 1.34 Total Full-Time 1220 Customer Relations Center Customer Relations Supvr Administrative Assistant II Customer Relations Spec Administrative Assistant II Customer Relations Spec Administrative Assistant II Customer Relations Spec Administrative Assistant II Customer Relations Spec Total Full-Time Community Relations Total Full-Time Community Relations Total Temp FTE* **Permanent Full-Time Equivalent *Temporary Full-Time Equivalent 298 City of Tempe 2013-14 Annual Budget Reflects all personnel changes/reductions approved by City Council through 6/30/2013 Position COMMUNITY SERVICES Funding Source 2011-12 Actual 2012-13 Budget 2012-13 Revised 2013-14 Budget Administration 2410 Administration Community Svcs Dir Dep Com Svcs Dir- Lbry/Cultrl Executive Assistant Administrative Assistant II+ Parks Project Coordinator Unclassified Temporary* Total Full-Time Total Temp FTE* 2440 Arts and Library Library Library Mgr Gen 85% Arts 15% Gen 50% Arts 50% Gen Gen 80% Perfor Arts 20% CIP Gen 1 1 1 0 1 1 1 1 1 1 1 0 0 0.52 1 1 0.52 1 1 0.52 1 1 0.52 2 5 5 5 0.52 0.52 0.52 0.52 Gen 2 2 2 2 Sr Social Svcs Coord+ Gen 1 1 1 1 Librarian I/II+ Gen 11 11 11 11 Library Mgr - Ops Gen 1 1 1 1 Circulation Svcs Coord Gen 1 1 1 1 Library Spec II+ Gen 5 5 5 5 Library Asst Gen 4 4 4 4 Librarian I/II+** Library Assistant** Gen Gen 0.50 2.00 0.50 0.50 0.50 2.00 2.00 2.00 Unclassified Temp - Office* Gen 7.44 7.44 7.44 7.44 25 2.50 7.44 25 2.50 7.44 25 2.50 7.44 25 2.50 7.44 1 1 1 0 0 0 0 0 0 0 0 0 1 0 0 0 Total Full-Time Total Perm FTE** Total Temp FTE* 2481 1 Cultural Services - Administration Dep Com Svcs Dir- Lbry/Cultrl Sr Social Svcs Coord+ Arts Coord Arts Coord Gen 50% Arts 50% Gen Gen Administrative Assistant II+ Perfor Arts Gen 80% Perfor Arts 20% 1 0 0 0 Recreation Leader III* Gen 0.95 0.00 0.00 0.00 Recreation Leader IV* Gen 0.36 0.00 0.00 0.00 Unclassified Temporary* Gen 6.01 0.00 0.00 0.00 5 7.32 0 0.00 0 0.00 0 0.00 Total Full-Time Total Temp FTE* **Permanent Full-Time Equivalent *Temporary Full-Time Equivalent 299 City of Tempe 2013-14 Annual Budget Reflects all personnel changes/reductions approved by City Council through 6/30/2013 2484 Position Historical Museum Museum Administrator Funding Source Gen 1 1 1 3 3 3 3 Unclassified Temp - Office* Gen 0.65 0.65 0.65 0.65 2451 4 4 4 4 0.65 0.65 0.65 0.65 1 Sr Recreation Coord+ Gen 0 1 1 Administrative Assistant II Gen 0 1 1 1 Sr Recreation Coord+** Gen 0.00 Unclassified Temporary* Total Full-Time Total Perm FTE** Total Temp FTE* Gen 0.00 0 0.00 0.00 0.50 2.87 0.50 2.87 0.50 2.87 2 0.50 2.87 2 0.50 2.87 2 0.50 2.87 0 1 1 1 0 1 1 1 1 0 1 0 1 1 1 1 1 4 4 4 1 3 13.27 1 3 13.27 Neighborhood Facilities - Recreation Sr Recreation Coord+ Gen Performing Arts - Administration Cultural Facilities Mgr Arts 1 Cultural Development Coord Management Assistant II+ Perfor Arts Arts 0 1 Arts Coordinator Arts Coordinator Arts Perfor Arts 4 0 Arts Specialist Arts 3 Unclassified Temp* Arts 13.27 1 3 13.27 9 13.27 10 13.27 10 13.27 11 13.27 2 2 1 2 1 2 1 3 3 3 Total Full-Time Total Temp FTE* 2415 1 Senior Adults Total Full-Time 3610 2013-14 Budget 2012-13 Revised Gen Total Temp FTE* 2538 2012-13 Budget Sr Museum Curator+ Total Full-Time 2523 2011-12 Actual Social Services Social Services/North Side Multigenl Center Sr Social Svcs Coord+ Gen Administrative Assistant II+ Gen Total Full-Time Social Services/Diversion Social Svcs Supvr Social Svcs Counselor II+ Administrative Assistant+* 1 3 Gen 1 Gen Gen 3 0.43 1 3 1 3 1 3 0.43 0.43 0.43 4 0.43 4 0.43 4 0.43 4 0.43 Total Full-Time Total Temp FTE* **Permanent Full-Time Equivalent *Temporary Full-Time Equivalent 300 City of Tempe 2013-14 Annual Budget Reflects all personnel changes/reductions approved by City Council through 6/30/2013 2457 Position Social Services/KID ZONE Kid Zone Prog Mgr Community Svcs Supvr Sr Social Svcs Coord+ Social Services Specialist Asst Recreation Coord Unclassified Temporary* Funding Source 2486 2481 2012-13 Revised 2013-14 Budget 1 1 1 1 1 1 1 1 Gen Gen Gen Gen 4 5 6 58.60 4 4 4 5 6 5 6 5 6 58.60 58.60 58.60 17 58.60 17 58.60 17 58.60 17 58.60 Social Services/Partnerships Social Svcs Supvr Gen 1 1 1 1 Sr Social Svcs Coord+ Gen 2 2 2 2 Social Svcs Counselor II+ Crisis Intervention Spec Gen Gen 1 3 Unclassified Temporary * Total Full-Time Total Temp FTE* Gen 3.60 7 1 3 3.60 1 3 3.60 1 3 3.60 Social Services/Administration Dep Com Svcs Dir - Social Svcs 7 7 7 3.60 3.60 3.60 3.60 Gen 1 1 1 1 Community Svcs Supvr Gen 1 1 1 1 Administrative Assistant II+ Administrative Assistant II+** Gen Gen 2 1.50 2 1.50 3 0.50 3 0.50 Unclassified Temporary* Total Full-Time Total Perm FTE** Gen 0.85 4 0.85 0.85 0.85 4 5 5 1.50 0.85 1.50 0.85 0.50 0.85 0.50 0.85 Total Temp FTE* 2487 2012-13 Budget Gen Gen Total Full-Time Total Temp FTE* 2485 2011-12 Actual Social Services/Escalante Social Svcs Mgr Gen 1 1 1 1 Sr Social Svcs Coord+ Administrative Assistant II+ Social Services Coordinator** Gen Gen Gen 4 0 0.75 3 3 3 1 0.75 1 0.75 1 0.75 Unclassified Temporary* Total Full-Time Total Perm FTE** Total Temp FTE* Gen 7.28 5 0.75 7.28 7.28 7.28 7.28 5 0.75 7.28 5 0.75 7.28 5 0.75 7.28 Recreation Centers and Programs Cultural Services - Administration Arts Coord Recreation Leader III* Recreation Leader IV* Unclassified Temporary* Total Full-Time Total Temp FTE* **Permanent Full-Time Equivalent Gen Gen Gen 0 0.00 0.00 1 0.95 1 0.95 1 0.95 0.36 0.36 0.36 Gen 0.00 0 0.00 6.01 6.01 6.01 1 7.32 1 7.32 1 7.32 *Temporary Full-Time Equivalent 301 City of Tempe 2013-14 Annual Budget Reflects all personnel changes/reductions approved by City Council through 6/30/2013 2521 Position Recreation - Administration Dep Com Svcs Dir - Recreation Sr Recreation Coord+ Asst Recreation Coord Administrative Assistant II+ Unclassified Temporary* Total Full-Time Total Temp FTE* 2522 Special Events Sr Recreation Coord+ Assistant Recreation Coordinator Recreation Leader* Unclassified Temporary* Total Full-Time Total Temp FTE* 2523 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* 2524 2525 Special Interest and Boating Recreation Mgr Funding Source 2012-13 Budget Gen 1 CIP Gen Gen Gen 1 1 1 1.22 4 1.22 1 0 1 1 1.22 1 0 1 1 1.22 1 0 1 1 1.22 3 1.22 3 1.22 3 1.22 2 2 2 Gen Gen Gen 1 1.00 1.18 3 2.18 1 1.00 1.18 1 1.00 1.18 1 1.00 1.18 3 2.18 3 2.18 3 2.18 0 0 0 0.00 0.00 0 0 0 0.00 0.00 0 0 0 0.00 0.00 0 0.00 0.00 0 0.00 0.00 0 0.00 0.00 1 1 1 1 1 1 1 1.93 4.72 1 1.93 4.72 1 1.93 4.72 3 6.65 3 6.65 3 6.65 Gen 1 Gen Gen Gen 1 1 0.50 Gen 2.87 3 0.50 2.87 1 Gen 2 Asst Recreation Coord Recreation Leader III* Unclassified Temporary* Total Full-Time Total Temp FTE* Gen Gen Gen 0 1.93 4.72 3 6.65 Gen 1 1 1 1 Gen 3.84 1 3.84 3.84 3.84 1 1 1 3.84 3.84 3.84 3.84 1 1 2 1 2 1 2 Total Temp FTE* Youth Sports Recreation Mgr 2013-14 Budget 2 Gen Adult Sports Sr Recreation Coord+ 2012-13 Revised Gen Sr Recreation Coord+ Unclassified Temporary* Total Full-Time 2526 2011-12 Actual Gen Sr Recreation Coord+ Gen 2 Unclassified Temporary* Total Full-Time Gen 3.89 3 3.89 3.89 3.89 3 3 3 3.89 3.89 3.89 3.89 Total Temp FTE* **Permanent Full-Time Equivalent *Temporary Full-Time Equivalent 302 City of Tempe 2013-14 Annual Budget Reflects all personnel changes/reductions approved by City Council through 6/30/2013 2529 Position Diablo Stadium Funding Source 2532 2533 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 1 1 1 1 1 1 Kiwanis Recreation Center Recreation Mgr Gen 1 Sr Recreation Coord+ Gen 2 Administrative Assistant II+ Gen 1 1 0 0 Administrative Assistant II+** Gen 1.25 1.25 2.25 2.25 Recreation Leader I* Gen 0.75 0.75 0.75 0.75 Recreation Worker* Gen 0.50 0.50 0.50 0.50 Unclassified Temporary* Gen 20.29 20.29 20.29 20.29 Total Full-Time Total Perm FTE** 4 1.25 3 1.25 2 2.25 2 2.25 Total Temp FTE* 21.54 21.54 21.54 21.54 Gen 1.99 1.99 1.99 1.99 1.99 1.99 1.99 1.99 Kiwanis Concessions Unclassified Temporary* Total Temp FTE* Aquatics Sr Recreation Coord+ Gen 1 1 1 1 Swimming Pool Maint Mechanic Gen 1 1 1 1 Swimming Pool Maint Tech Gen 1 1 1 1 Unclassified Temporary* Gen 16.73 16.73 16.73 16.73 3 16.73 3 16.73 3 16.73 3 16.73 1 1 1 1 1 1 1 1 Gen 1 1 1 1 Gen 2.41 2.41 2.41 2.41 1 2.41 1 2.41 1 2.41 1 2.41 Gen 1 1 1 1 Gen 0 1 1 1 1 2 2 2 Adapted Recreation Gen Total Full-Time Kiwanis Batting Cage Sr Recreation Coord+ Unclassified Temp* Total Full-Time Total Temp FTE* 2536 Boating Programs Sr Recreation Coord+ Asst Recreation Coord Total Full-Time 2537 2013-14 Budget Gen Sr Recreation Coord+ 2535 2012-13 Revised Sr Recreation Coord+ Total Full-Time Total Temp FTE* 2534 2012-13 Budget Unclassified Temporary* Total Full-Time Total Temp FTE* 2531 2011-12 Actual Community Outreach/Marketing Recreation Mgr Gen 1 1 1 1 Asst Recreation Coord Gen 1 0 0 0 2 1 1 1 Total Full-Time **Permanent Full-Time Equivalent *Temporary Full-Time Equivalent 303 City of Tempe 2013-14 Annual Budget Reflects all personnel changes/reductions approved by City Council through 6/30/2013 2541 Position Rio Salado Administration Administrative Assistant II+ Funding Source Gen Total Full-Time 2543 Tennis Sr Recreation Coord+ Gen Total Full-Time 2545 2012-13 Budget 2012-13 Revised 2013-14 Budget 1 1 1 1 1 1 1 1 0 1 1 1 0 1 1 1 0 1 1 1 0 1 1 1 116 6.50 165.69 116.00 6.50 165.69 116.00 6.50 165.69 117 6.50 165.69 1 Volunteer Program Sr Social Svcs Coord+ Total Full-Time Gen Community Services Total Full-Time Community Services Total Perm FTE** Community Services Total Temp FTE* 1212 2011-12 Actual DIVERSITY Diversity Admin Gen 1 1 1 Sr Diversity Spec Gen 1 1 1 1 Administrative Assistant II** ADA Compliance Specialist** Gen Gen 0.50 0.75 0.50 0.75 0.50 0.75 0.50 0.75 2 1.25 2 1.25 2 1.25 2 1.25 1 1 1 1 1 1 1 1 2 2 2 2 1 1 2 1 1 1 1 1 1 2 2 2 4 4 4 4 Diversity Total Full-Time Diversity Total Perm FTE** FINANCIAL & TECHNOLOGY 1810 Financial Services Administration Finance & Tech Dir Executive Assistant Gen Gen Total Full-Time 1812 Budget Budget Mgr Lead Budget & Finance Analyst Sr Budget & Finance Analyst+ Gen Gen Gen Total Full-Time 1831 Accounting Controller Gen 1 1 1 1 Accounting Supvr Gen 1 Financial Mgmt Accountant Payroll Supervisor Gen Gen 1 1 1 1 1 1 1 1 Accountant Payroll Specialist Gen Gen 1 1 1 1 1 1 1 1 1 1 1 Financial Svcs Tech II+ Total Full-Time Gen 4 10 4 4 4 10 10 10 **Permanent Full-Time Equivalent *Temporary Full-Time Equivalent 304 City of Tempe 2013-14 Annual Budget Reflects all personnel changes/reductions approved by City Council through 6/30/2013 1832 Position Tax and Licensing Funding Source 1851 License & Collections Supvr Gen 1 Gen Gen Gen 1 6 1 1991 2013-14 Budget 1 1 1 1 1 1 6 1 6 1 6 1 1 3 1 3 Gen 1 Gen 3 1 3 Financial Svcs Tech II+ Total Full-Time Gen 3 16 3 3 3 16 16 16 Customer Services Dep Fin & Tech Dir - Finance W/WW 1 1 1 1 Customer Svcs Mgr W/WW 1 1 1 1 Customer Svcs Office Supvr Customer Svcs Field Supvr W/WW W/WW 1 1 1 1 1 Sr Financial Svcs Tech W/WW 1 1 1 1 1 1 1 Financial Svcs Tech II+ W/WW 8 8 8 8 Water Meter Reader II+ W/WW 7 Water Meter Reader I+ Total Full-Time W/WW 1 21 7 1 7 1 7 1 21 21 21 Central Services/Purchasing Central Svcs Mgr Gen 1 1 1 1 Procurement Officer Gen 3 3 3 3 Financial Svcs Tech II+ Gen 3 3 3 3 7 7 7 7 Safety & Training Safety & Risk Coord W/WW 1 1 1 1 Industrial Hygienist Safety & Training Spec II W/WW W/WW 1 1 1 1 1 1 1 1 Safety & Training Spec II** W/WW 0.50 0.50 0.50 0.50 3 0.50 3 0.50 3 0.50 3 0.50 Total Full-Time Total Perm FTE** 2621 2012-13 Revised Revenue Compliance Officer II+ Total Full-Time 2613 2012-13 Budget Tax Audit Supvr Tax Auditor II+ Rental Property Spec Tax Analyst 1841 2011-12 Actual Risk Management Risk Mgr Risk 1 1 1 1 Risk Mgmt Claims Adjuster Risk 1 Risk Mgmt Spec Total Full-Time Risk 1 3 1 1 1 1 1 1 3 3 3 1 1 1 1 1 1 1 1 1 Information Technology Administration Dep Fin & Tech Dir - IT Sr Mgmt Asst Gen Gen 1 1 IT Project Mgr IT Security Admin Gen Gen 1 0 0 1 0 Sr Tech Support Analyst Gen 1 1 1 0 Administrative Assistant II+ Total Full-Time Gen 1 5 1 1 2 5 6 5 **Permanent Full-Time Equivalent *Temporary Full-Time Equivalent 305 City of Tempe 2013-14 Annual Budget Reflects all personnel changes/reductions approved by City Council through 6/30/2013 2011-12 Actual Position Funding Source Data Center + Helpdesk 1992 1993 1994 2013-14 Budget Gen 1 1 1 1 IT Supvr Gen 0 1 1 1 Data Center & Net Ops Supv Sr PC Svcs Conslt PC Svcs Consultant II+ Gen Gen Gen 1 0 0 0 1 0 1 0 1 Data Center Support Spec IT Support Analyst Total Full-Time Gen Gen 3 3 8 4 3 4 3 4 3 3 3 3 13 13 13 Network Engineering IT Mgr Gen 1 1 1 1 IT Supvr Sr Enterprise Network Eng Gen Gen 0 2 Enterprise Network Eng II+ Enterprise Network Tech II+ Lead Enterprise Network Tech Total Full-Time Gen Gen Gen 5 1 1 10 1 2 4 1 1 4 1 1 5 2 1 2 1 2 1 11 10 11 Business Solutions IT Mgr Gen 1 1 1 1 Applications Supvr Gen 1 IT Supvr Business Analyst Business Analyst Database Administrator Gen Gen W/WW Gen 0 7 1 3 0 1 0 1 0 1 Webmaster Gen Sr Programmer Analyst Sr Programmer Analyst Programmer Analyst+ Gen W/WW Gen 10 2 0 7 1 3 1 10 2 0 7 1 3 1 9 2 1 8 1 3 0 9 2 1 26 26 26 26 Gen 1 Gen Gen Gen Gen 0 2 4 4 11 0 0 1 0 4 0 0 1 0 4 0 1 1 0 4 5 5 6 0 1 0 2 0 1 0 1 0 1 0 2 0 1 0 1 0 1 0 2 0 1 0 1 5 5 5 System Administration Systems Admin Supvr Sr Tech Support Analyst Sr PC Svcs Conslt PC Svcs Consultant II+ Technical Support Analyst II+ Total Full-Time 1996 2012-13 Revised Sr Data Center Support Spec 1 Total Full-Time 1995 2012-13 Budget Training + Print Shop 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 306 1 0 2 0 1 0 1 0 5 City of Tempe 2013-14 Annual Budget Reflects all personnel changes/reductions approved by City Council through 6/30/2013 1997 2310 2330 Position Security Administration IT Security Admin Total Full-Time Funding Source Gen 0 0 0 1 0 0 0 1 131 131 131 133 0.50 0.50 0.50 Gen Gen Gen 1 2 3 1 2 1 2 1 2 Fire Budget / Finance Supvr Executive Assistant Gen Gen 1 1 3 1 3 1 3 1 1 1 1 Administrative Assistant I/II+ Total Full-Time Gen 1 9 FIRE Administration/Fire Prevention Administration Fire Chief Asst Fire Chief Fire Deputy Chief 1 1 1 9 9 9 1 1 6 2 1 1 6 2 1 1 7 1 1 10 10 10 10 Fire Prevention Asst Fire Chief Gen 1 Fire Inspector II+ Fire Education Spec Gen Gen 6 2 Administrative Assistant II+ Gen Tempe County Island Fire District Fire District 1 1 1 1 1 1 1 1 33 36 33 33 33 36 36 36 72 69 69 141 138 138 0 0 3 3 0 0 3 3 Emergency Medical Services Fire Emergency Services Fire Captain Fire Eng Gen Gen Firefighter+ Gen 72 (66 Firefighter, Engineer or Captain positions are paramedic assignment) Total Full-Time 141 Fire Emergency Services - SAFR Firefighter Grant Total Full-Time 2370 Medical Services Fire Deputy Chief Gen 1 1 1 1 Fire Captain Paramedic-Assign Gen 1 EMS Coord Gen 1 1 1 1 1 1 1 3 3 3 3 Total Full-Time 2374 2013-14 Budget 0.50 Total Full-Time 2344 2012-13 Revised Finance and Information Technology Total Perm FTE** Fire Inspector II+ 2340 2012-13 Budget Finance and Information Technology Total Full-Time Total Full-Time 2332 2011-12 Actual Ambulance Operations Paramedic Contract Total Full-Time **Permanent Full-Time Equivalent *Temporary Full-Time Equivalent 307 6 6 6 6 6 6 6 6 City of Tempe 2013-14 Annual Budget Reflects all personnel changes/reductions approved by City Council through 6/30/2013 Position Support Services/Personnel Safety 2361 Funding Source Gen 1 1 1 1 2 Service Aide ** Gen 0.50 2 0.50 2 0.50 2 0.50 3 0.50 3 0.50 3 0.50 3 0.50 Fire Apparatus Maintenance Sr Fire Mechanic Gen 1 1 1 1 Fire Mechanic Gen 1 Fire Svcs Inventory Tech** Gen 0.50 1 0.50 1 0.50 2 0.50 2 0.50 2 0.50 2 0.50 3 0.50 Gen Gen 1 1 1 1 1 1 1 0 Gen 1 1 1 1 3 3 3 2 Gen Gen 1 1 1 1 1 Gen 1 3 181 1.00 1 1 1 1 1 1 3 181 1.00 3 181 1.00 3 181 1.00 Homeland Security/Special Operations Special Operations Fire Deputy Chief Hazardous Material Prog Spec 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** 1911 2013-14 Budget Gen Fire Captain Paramedic-Assign 2350 2012-13 Revised Fire Svcs Inventory Tech Total Full-Time Total Perm FTE** 2380 2012-13 Budget Support Services - Administration Fire Deputy Chief Total Full-Time Total Perm FTE** 2363 2011-12 Actual HUMAN RESOURCES Human Resources -Administration HR Dir Dep HR Dir Gen Gen 1 1 1 1 1 1 1 1 Employment Services Mgr Gen 1 Employee Benefits Mgr Sr HR Analyst+ Gen Gen Gen 10% Health 90% Gen 1 5 1 1 1 1 1 1 5 5 5 1 0 Gen 3 0 1 3 0 1 3 0 1 3 Gen Gen Gen Gen Gen 3 1 0 0 0 3 1 0 0 0 3 1 0 0 0 3 1 1 1 1 17 17 17 20 17 17 17 20 Benefits Prog Coord Benefits Prog Coord HR Spec HR Tech II+ Administrative Assistant II+ Org Development Administrator Performance Mgmt Designer Sr Learning & Org Dev Assoc Total Full-Time Human Resources Department Total Full-Time **Permanent Full-Time Equivalent *Temporary Full-Time Equivalent 308 City of Tempe 2013-14 Annual Budget Reflects all personnel changes/reductions approved by City Council through 6/30/2013 1213 2011-12 Actual 2012-13 Budget 2012-13 Revised 2013-14 Budget Position INTERNAL AUDIT City Auditor Funding Source Gen 1 Internal Auditor Contract Administrator** Contract Administrator* Internal Audit Total Full-Time Internal Audit Division Total Perm FTE** Internal Audit Total Temp FTE* Gen Gen Gen 2 0.00 0.45 1 2 0.00 0.45 1 2 0.00 0.45 1 2 0.50 0.00 3 0.00 0.45 3 0.00 0.45 3 0.00 0.45 3 0.50 0.00 Gen Gen Gen 1 1 1 Gen 1 4 1 1 1 1 1 1 1 1 1 1 1 1 4 4 4 POLICE 2210 Office of the Chief Police Chief Assistant Police Chief Community Affairs Spec Executive Assistant Total Full-Time 2231 2251 Organizational Services Detention Bureau Lieutenant Detention Admin Detention Supervisor Detention Sergeant Detention Officer+ Total Full-Time 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* 2232 Support Services Communications Bureau Communications Mgr Communications Supervisor Communications Dispatcher II Administrative Assistant II+ Total Full-Time **Permanent Full-Time Equivalent Gen Gen Gen Gen 0 1 6 0 0 0 6 0 0 0 0 6 1 0 0 6 Gen 21 28 21 21 21 27 27 28 Gen Gen Gen 1 0 1 Gen Gen Gen 6 1 1 Gen Gen Gen Gen Gen 7 1 1 1 0.70 20 0.70 0 1 1 7 1 1 7 1 1 0 1 2 7 1 1 8 1 1 0 1 2 7 1 1 8 1 1 1 0.70 1 0.70 1 0.70 21 0.70 23 0.70 23 0.70 1 7 38 1 1 7 38 1 1 7 38 1 47 47 47 Gen Gen Gen Gen 1 6 37 1 45 *Temporary Full-Time Equivalent 309 City of Tempe 2013-14 Annual Budget Reflects all personnel changes/reductions approved by City Council through 6/30/2013 2233 Position Records Bureau Tech Svcs Bureau Mgr Funding Source 2246 Gen 1 Gen Gen Gen Gen Gen 3 2 15 4 0 COE* Gen 1 25 1.00 2013-14 Budget 1 3 2 15 1 3 2 0 1 3 2 0 4 0 0 19 0 19 1 1 1 25 1.00 25 1.00 1 5 1 7 1 5 1 1 5 1 1 5 1 7 7 7 Desig 1 1 1 1 1 1 1 1 Gen Gen 1 5 1 5 1 5 1 5 6 6 6 6 Gen Gen Gen 1 1 1 1 1 1 1 1 1 1 1 1 Police Officer Police Analyst II+ Police Research Data Analyst+ Gen Gen Gen 1 5 0 1 5 0 1 5 0 1 0 2 Tactical Crim Intel Anl+ Alarm Coord Administrative Assistant II+ Gen Gen 0 1 Gen 2 12 0 1 2 0 1 2 3 1 2 12 12 12 3 3 2 2 2 2 2 2 0 0 0 0 0 0 0 1 1 0 0 2 Identification Unit Identification Supervisor Identification Technician Fingerprint Technician Total Full-Time HIDTA Police Officer Gen Gen Gen Property Unit Property Supervisor Property Technician Total Full-Time 2259 2012-13 Revised 25 1.00 Total Full-Time 2257 2012-13 Budget Police Records Supvr Administrative Assistant II+ Records Clerk II Records Clerk I Records Specialist Total Full-Time Total Temp FTE* 2235 2011-12 Actual Office of Mgmt/Budget/Research Fiscal/Research Mgr Sr Budget & Finance Analyst Police Plan & Research Supvr Total Full-Time Operations 2236 2239 Crime Prevention Unit Police Officer Total Full-Time Gen Homeland Security Unit Sergeant Police Officer Total Full-Time Gen Gen **Permanent Full-Time Equivalent *Temporary Full-Time Equivalent 310 City of Tempe 2013-14 Annual Budget Reflects all personnel changes/reductions approved by City Council through 6/30/2013 2241 Position Criminal Investigations Bureau Funding Source Gen 1 1 1 1 1 1 1 2 1 2 1 2 Gen Gen 8 47 Gen Gen 2 1 Gen 1.26 61 1.26 8 49 3 1 1.26 8 49 3 1 1.26 8 47 3 1 1.26 65 1.26 65 1.26 63 1.26 1 4 1 4 1 4 19 1 19 1 19 1 Total Full-Time Total Temp FTE* Traffic Investigations Bureau Lieutenant Sergeant Police Officer Administrative Assistant II+ Traffic Enforcement Aide Gen Gen Gen 1 5 21 Gen Gen 1 2 Total Full-Time Special Investigations Bureau Lieutenant Sergeant 2 2 2 30 27 27 27 1 1 4 1 4 Gen 5 1 6 Gen Gen Gen 24 1 1 27 0 1 22 0 1 22 0 1 32 35 28 28 Gen Gen Gen 1 1 2 0 1 0 1 0 1 Police Officer Gen 16 Licensing Spec Total Full-Time Gen 1 21 2 16 1 2 16 1 2 16 1 20 20 20 Police Officer Investigative Assistant Administrative Assistant II+ Gen Total Full-Time 2271 2013-14 Budget Gen Gen COE* 2248 2012-13 Revised Assistant Police Chief Police Officer Investigative Assistant Administrative Assistant II+ 2243 2012-13 Budget Commander Lieutenant Sergeant 2242 2011-12 Actual Central City Bureau Commander Lieutenant Sergeant Patrol Administration/South Ops Asst Police Chief Sergeant Gen Gen 0 3 1 3 1 3 1 3 Lieutenant Police Officer Administrative Assistant II+ Gen Gen Gen 2 1 3 2 1 2 1 1 1 Police Reserves* Service Aide* Gen Gen 0.16 2.50 3 0.16 2.50 3 0.16 2.50 3 0.16 2.50 COE* Gen 0.63 9 3.29 0.63 0.63 0.63 10 3.29 10 3.29 9 3.29 Total Full-Time Total Temp FTE* **Permanent Full-Time Equivalent *Temporary Full-Time Equivalent 311 City of Tempe 2013-14 Annual Budget Reflects all personnel changes/reductions approved by City Council through 6/30/2013 2272 Position Patrol North Operations Funding Source 2222 2279 4516 4522 2013-14 Budget Gen 2 2 2 2 Gen Gen Gen 24 4 141 23 3 139 24 2 144 24 2 144 171 167 172 172 1 1 1 0 1 1 1 0 Desg Desg Desg 2 2 1 2 2 2 2 1 2 0 2 0 Records Specialist Communications Dispatcher II Desg Desg 0 0 0 1 1 Administrative Assistant I/II+ Total Full-Time Desg 1 6 1 1 1 1 1 1 7 7 7 1 2 3 1 2 3 1 2 3 1 2 3 1 1 1 1 1 1 1 1 1 1 1 1 AZ Post Commander Desg Vehicle Impound Police Officer Vehicle Impound Specialist Records Clerk II RICO Police Officer - CIB Detective Police Officer Total Full-Time Rio Salado - Park Rangers Sergeant Desg Fund Desg Fund CFD 50% Gen 50% Total Full-Time 3913 2012-13 Revised Commander Total Full-Time 2209 2012-13 Budget Sergeant Lieutenant Police Officer Total Full-Time 2201 2011-12 Actual PD - Security Transportation Center Sergeant Total Full-Time Transit 1 1 1 1 GIITEM Task Force Police Officer Total Full-Time Desg Fund 1 1 1 1 1 1 1 1 AZ Law Enforcement Academy Commander Total Full-Time Desg Fund 0 0 0 0 1 1 1 1 488 6.25 490 6.25 491 6.25 490 6.25 Police Department Total Full-Time Police Department Total Temp FTE* **Permanent Full-Time Equivalent *Temporary Full-Time Equivalent 312 City of Tempe 2013-14 Annual Budget Reflects all personnel changes/reductions approved by City Council through 6/30/2013 2011-12 Actual Position Funding Source PUBLIC WORKS 3210 Administration Public Works Director Dep Pub Wks Dir - Field Oper Sr Mgmt Asst Public Works Util Admin Mgr Public Works Admin Mgr Public Works Trng Coord Public Works Trng Coord Energy Mgmt Coord Executive Assistant** COE* 3221 3222 Gen Gen 50% SW 50% 2013-14 Budget 1 1 1 1 1 Gen W/WW Gen W/WW Gen Gen Gen 1 1 0 1 0 0 0.50 0 1 1 0 1 0 1 0.63 0 1 1 0 1 0 1 0.63 0 1 0 1 0 1 1 0.75 Gen 0.49 0.49 0.49 0.49 5 0.50 5 0.63 5 0.63 5 0.75 Total Temp FTE* Engineering Engineering/Admin. Support/Contract Admin. 0.49 0.49 0.49 0.49 1 1 1 1 1 1 1 1 2 1 1 1 2 1 Dep Pub Wks Dir - Engineering Contract Compl Analyst Eng Services Mgr Gen Transit Gen 1 1 1 Eng Contract Supvr Gen 1 Eng Contract Svcs Spec II+ Sr Eng Associate+ Total Full-Time Gen Gen 2 0 1 1 2 1 6 7 7 7 1 1 1 1 1 5 1 5 1 5 1 5 Engineering/Private Development and Utility Principal Civil Engineer Gen 50% W/WW 50% Sr Civil Engineer+ Gen Sr Eng Associate+ Gen Gen Total Full-Time 3225 2012-13 Revised Total Full-Time Total Perm FTE** Eng Tech II+ 3223 2012-13 Budget Engineering/Capital Improvements Principal Civil Engineer CIP Design & Construction Mgr Transit 1 1 1 1 8 8 8 8 1 0 0 0 1 2 1 2 1 2 1 1 1 1 1 1 1 3 1 3 1 3 9 9 9 Gen 1 Sr Civil Engineer+ Sr Civil Engineer+ Gen W/WW 2 1 Sr Civil Engineer+ Transit 1 Sr Construction Project Mgr Sr Eng Associate+ Total Full-Time W/WW Gen 1 4 11 Engineering/Information & Technical Services Principal Civil Engineer Transit 0 1 1 1 Right of Way Mgmt Coord Sr Eng Associate+ Gen Gen 1 1 1 1 1 1 1 1 Eng Tech II+ Survey Tech II+ Gen Gen 2 1 2 1 2 1 2 1 5 6 6 6 Total Full-Time *Temporary Full-Time Equivalent **Permanent Full-Time Equivalent 313 City of Tempe 2013-14 Annual Budget Reflects all personnel changes/reductions approved by City Council through 6/30/2013 Position Field Operations 3232 Funding Source Field Operations - Admin Dep Pub Wks Dir - Field Oper Sr Mgmt Asst Gen 50% SW 50% Gen Total Full-Time 3241 Field Operations/Facility Maintenance Administration Facility Maint Mgr Gen 3271 2013-14 Budget 0 1 1 1 1 1 1 0 2 2 2 1 1 1 1 2 Gen 2 2 2 Gen 1 1 1 1 Bldg Equip Tech II+ Gen 11 Fac Electrician Administrative Assistant II+ Gen Gen 1 1 11 1 11 1 11 1 1 1 1 17 17 17 17 Fleet Services/Fleet Management Fleet Mgr Gen 1 1 1 1 Fleet Analyst Gen 1 1 1 1 Auto Parts Supvr Fleet Parts Spec Gen Gen 1 3 1 1 1 3 3 3 Parts Messenger* Gen 0.50 0.50 0.50 0.50 6 0.50 6 0.50 6 0.50 6 0.50 Fleet Services/Fleet Maintenance Fleet Supvr Gen 2 2 2 2 Sr Fleet Equip Mechanic Gen 3 Equip Mechanic Equip Mechanic Gen SW 13 1 4 12 4 12 4 12 1 1 1 Equip Svcs Wkr II Total Full-Time Gen 4 23 4 4 4 23 23 23 1 2 1 2 1 2 2 24 2 21 Field Services/Custodial 1 Custodial Svcs Supt Gen 1 Custodial Supvr Gen 2 Custodial Team Leader Custodian Custodian Gen Gen SW 2 24 1 2 24 1 1 1 30 30 30 27 1 1 1 1 1 1 1 1 5 5 7 5 7 5 7 Total Full-Time 3612 0 2012-13 Revised Fac Automation Technician Total Full-Time Total Temp FTE* 3262 2012-13 Budget Fac Maint Supvr Total Full-Time 3261 2011-12 Actual TCA Facility Management Bldg Equip Tech II+ TCA Maint Supvr TCA Maint Worker Arts Arts 50% Transit 50% Arts Total Full-Time **Permanent Full-Time Equivalent 7 *Temporary Full-Time Equivalent 314 City of Tempe 2013-14 Annual Budget Reflects all personnel changes/reductions approved by City Council through 6/30/2013 3721 Position Hazardous Material Safety Funding Source SW 1 Hazardous Material Safety Spec HPCC Interns* Total Full-Time SW SW 1 0.98 2 0.98 Field Services/Rolling Hills Golf Parks/Golf Course Maint Coord Sprinkler Systems Maint. Worker/II+ Groundskeeper I/II+* Total Full-Time Field Services/Ken McDonald Golf P & G Course Supvr Public Works Supvr Public Works Supvr Parks/Golf Course Maint Coord P & G Mechanic Sprinkler System Maint. Worker I/II+ Groundskeeper I/II+ Equipment Operator I Groundskeeper I/II+* 1 1 0.98 1 1 0.98 2 0.98 2 0.98 2 0.98 1 1 4.07 2 4.07 1 1 4.07 1 1 4.07 1 0 4.07 2 4.07 2 4.07 1 4.07 1 0 0 0 Gen 50% Golf 50% Gen 50% Golf 50% Golf 0 1 1 0 Golf 0 1 Golf Golf Golf Golf Golf 1 1 4 1 1.35 0 1 1 1 4 1 1.35 0 1 1 1 4 1 1.35 1 1 1 1 4 1 1.35 9 9 9 9 1.35 1.35 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 Parks Mgr Gen 1 1 1 1 Sr Mgmt Asst Gen 1 0 0 0 2 1 1 1 Gen Gen 1 0 Gen Gen Gen 1 6 0.56 8 0.56 0 1 1 6 0.56 0 1 1 6 0.56 0 1 1 6 0.56 8 0.56 8 0.56 8 0.56 Facility Resources Sr Recreation Coord+ Parks Maintenance Total Full-Time 2553 1 1 0.98 1.35 Unclassified Temporary* Total Full-Time Total Temp FTE* 2552 2013-14 Budget Golf Total Full-Time Total Temp FTE* 2527 2012-13 Revised Golf Golf Total Temp FTE* 2512 2012-13 Budget Environmental Hlth & Sfty Supv Total Temp FTE* 2511 2011-12 Actual Diablo Stadium Maintenance Parks/Golf Course Supvr Public Works Supervisor Sprinkler Sys Maint Wkr II+ Groundskeeper I/II+ Groundskeeper* Total Full-Time Total Temp FTE* **Permanent Full-Time Equivalent *Temporary Full-Time Equivalent 315 City of Tempe 2013-14 Annual Budget Reflects all personnel changes/reductions approved by City Council through 6/30/2013 2554 Position Rio Salado Maintenance Funding Source 2557 2013-14 Budget Gen 1 Gen Gen Gen 0 2 2 3 0 1 2 0 1 2 0 1 2 2 3 2 3 2 3 2.00 2.00 2.00 2.00 North Parks Parks/Golf Course Supvr Gen 1 0 0 0 Public Works Supvr Parks/Golf Course Maint Coord Parks Fac Maint Wkr II+ Parks/Golf Mechanic Sprinkler Sys Maint Wkr II+ Gen Gen Gen Gen Gen 0 1 1 1 2 Equip Operator II Groundskeeper I/II+ Groundskeeper I/II+ Groundskeeper* Unclassified Temporary* Total Full-Time Total Temp FTE* Gen Gen SW Gen Gen 4 3 1 1.75 1.67 14 3.42 1 1 1 1 2 4 3 1 1.75 1.67 1 1 1 1 2 4 3 1 1.75 1.67 1 1 1 1 2 4 3 1 1.75 1.67 14 3.42 14 3.42 14 3.42 1 1 2 2 2.00 1 1 2 2 2.00 1 1 2 2 2.00 1 1 2 2 2.00 Gen 1 Gen Gen Gen Gen Gen Gen Gen Gen Gen 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 0 1 1 2 1 3 3 4 0.87 0.83 0 1 1 2 1 3 3 4 0.87 0.83 15 1.70 15 1.70 15 1.70 1 1.44 1 1.44 1 1.44 1 1.44 1 1.44 1 1.44 Rio Salado Maintenance - CFD Parks/Golf Maint Coord CFD CFD CFD Total Full-Time Total Temp FTE* 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 2012-13 Revised Public Works Supvr Groundskeeper I/II+ Groundskeeper I/II+* Sprinkler Sys Maint Coord Groundskeeper I/II+* 2559 2012-13 Budget Administrative Project Coord Total Full-Time Total Temp FTE* 2556 2011-12 Actual Tempe Arts Park Groundskeeper II+ Unclassified Temporary* Total Full-Time Total Temp FTE* **Permanent Full-Time Equivalent Arts 1 Arts 1.44 1 1.44 *Temporary Full-Time Equivalent 316 City of Tempe 2013-14 Annual Budget Reflects all personnel changes/reductions approved by City Council through 6/30/2013 Position Unclassified Temporary* Total Full-Time Total Temp FTE* 3611 3712 3713 Tempe Arts Park Groundskeeper II+ Unclassified Temporary* Total Full-Time Total Temp FTE* 3717 3718 2012-13 Budget Arts Arts 2013-14 Budget 0.83 0.83 0.83 15 1.70 15 1.70 15 1.70 1 1.44 1 1.44 1 1.44 1 1.44 1 1.44 1 1.44 1 3 0 1 3 0 1 3 1 2 6 2 6 1 6 1 19 1 19 1 19 20 20 20 2 3 0 14 19 2 3 0 14 2 3 0 14 1 2 2 14 19 19 19 3 3 3 3 3 3 3 3 4 0.50 4 4 4 4 0.50 4 0.50 4 0.50 4 0.50 0.50 0.50 0.50 1 1 1 1 1 1 1 1 1 15 16 1 15 16 1 15 16 1 13 14 1 1.44 1 1.44 1 3 0 2 6 1 SW 2012-13 Revised 19 20 Field Services/Solid Waste Commercial Refuse SW SW SW SW Field Services/Roll Off Tilt Frame Solid Waste Equip Oper II+ Total Full-Time 3716 2011-12 Actual 0.83 15 1.70 Field Services/Solid Waste Residential Refuse Solid Waste/Recycling Supvr SW Solid Waste/Recycling Supvr Sr Equip Operator Management Assistant II+ Solid Waste Equip Oper II+ Total Full-Time 3715 Gen Field Services/Solid Waste Support Services Solid Waste Svcs Mgr SW Solid Waste Inspector SW Financial Svcs Tech II+ SW Administrative Assistant II+ SW Total Full-Time Solid Waste Equip Oper II+ Total Full-Time 3714 Funding Source SW Field Services/Solid Waste Support Services Solid Waste Equip Spec SW Wash Bay Attendant** SW Total Full-Time Total Perm FTE** Solid Waste Ed & Community Outreach Sr Mgmt Asst Total Full-Time SW Field Services/Solid Waste Uncontained Refuse Solid Waste/Recycling Supvr SW Solid Waste Equip Oper II+ SW Total Full-Time 317 City of Tempe 2013-14 Annual Budget Reflects all personnel changes/reductions approved by City Council through 6/30/2013 3821 3822 Position Funding Source Streets & Traffic Operations/Administration 3825 2013-14 Budget 0 0 1 1 1 1 1 1 Management Assistant II+ Total Full-Time HURF 0 0 1 3 1 3 1 3 Transportation/Studies & Design Traffic Eng HURF 1 1 1 1 Sr Civil Engineer+ HURF 2 Traffic Engineering Analyst Sr Traffic Eng Tech+ HURF HURF 1 2 2 1 2 1 2 1 2 2 2 6 6 6 6 Streets & Traffic Operations/Operations Traffic Maint Mgr Traffic Operations Crew Leader HURF HURF 1 1 0 0 0 0 0 0 Traffic Operations Support Spec HURF 1 Sign Tech Transportation Wkr II+ HURF HURF 1 3 0 1 4 0 1 4 0 1 4 Sr Civil Engineer 50% Transit 50% HURF 0 0 0 1 7 5 5 6 Streets & Traffic Operations/Street Lighting Management Assistant II+ HURF Lighting Systems Coord HURF Total Full-Time 1 1 2 0 1 1 0 1 1 0 1 1 Streets and Traffic Operations/Signal System Public Works Supvr HURF Traffic Signal Tech II+ HURF 0 1 1 1 3 3 3 3 1 1 1 1 1 1 2 Traffic Signal Tech II+ Transit 1 Traffic Signal Tech Crew Lead Traffic Signal Svcs Wkr II+ HURF HURF 1 2 2 2 Parks/Golf Course Supvr HURF 1 0 0 0 8 8 8 8 1 1 1 1 1 1 1 Total Full-Time 3911 2012-13 Revised HURF HURF Total Full-Time 3824 2012-13 Budget Transp Maint Mgr Traffic Ops Support Spec Total Full-Time 3823 2011-12 Actual Transportation/Transit Sr Mgmt Asst Transp Financial Analyst Transit 1 Transit 1 Transportation Support Spec Administrative Assistant II+ Transit Transit 1 1 1 1 1 1 1 Administrative Assistant I/II+ * Total Full-Time Total Temp FTE* Transit 1.00 4 1.00 1.00 4 1.00 1.00 4 1.00 1.00 4 1.00 **Permanent Full-Time Equivalent *Temporary Full-Time Equivalent 318 City of Tempe 2013-14 Annual Budget Reflects all personnel changes/reductions approved by City Council through 6/30/2013 3914 3915 3917 3921 3922 3002 Position Transit Operations Transit Mgr Funding Source 2012-13 Budget 2012-13 Revised 2013-14 Budget Transit 1 1 1 1 Transportation Fac Supvr Transit 1 Sr Transit Operations Coord Transit 1 1 1 1 1 1 1 Transit Operations Coord II+ Transit 2 Bldg Equip Tech II+ Total Full-Time Transit 1 6 2 2 2 2 2 2 7 7 7 Transportation/Transit Store Bldg Equip Tech II+ Transit 2 1 1 1 Lead Transit Store Tech Financial Svcs Tech II+ Transit Transit 1 1 1 1 1 1 1 1 Custodian Financial Svcs Tech I/II+** Total Full-Time Total Perm FTE** Transit Transit 2 0.50 6 0.50 2 2 2 0.50 5 0.50 0.50 5 0.50 0.50 5 0.50 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 CP/EV Light Rail Project Sr Traffic Eng Tech+ Total Full-Time Transit 1 1 1 1 1 1 1 1 Transit Transit 1 0.00 1 0.00 1 0.00 1 0.00 1 0.00 1 0.00 0 0.50 0 0.50 1 1 0 1 1 0 1 1 0 1 1 1 1 1 1 0.49 9 0.49 2 2 0.49 2 2 0.49 2 2 0.49 8 0.49 8 0.49 8 0.49 1 1 2 1 1 2 1 1 2 1 1 2 Transportation Systems Sr Civil Engineer+ Sr Civil Engineer+** Total Full-Time Total Perm FTE** Water Utilities Water Utilities - Administration Dep Pub Wks Dir - Water Util W/WW 1 Planning & Research Analyst^ Plant Supvr (SBP) W/WW W/WW 1 1 Management Assistant II+ W/WW 1 Executive Assistant W/WW W/WW W/WW 1 2 2 Custodian Administrative Assistant II+ COE* Total Full-Time Total Temp FTE* 3003 2011-12 Actual Water Utilities Warehouse Warehouse Supvr Water Inventory Svcs Spec Total Full-Time **Permanent Full-Time Equivalent W/WW W/WW *Temporary Full-Time Equivalent 319 City of Tempe 2013-14 Annual Budget Reflects all personnel changes/reductions approved by City Council through 6/30/2013 3004 Position Water Utilities Security Funding Source 1 1 1 1 W/WW 5 5 5 5 6 6 6 6 1 1 1 1 1 1 1 1 Water Quality - Administration W/WW Control Center Operations Control Center Supvr W/WW 1 1 1 1 Instrument & Cntrl Tech (SBP) W/WW 0 1 1 1 Control Center Operator W/WW 4 4 4 4 5 6 6 6 Total Full-Time Johnny G. Martinez Water Plant Plant Supvr (SBP) W/WW 1 1 1 1 Instrument & Cntrl Tech (SBP) Plant Electrician (SBP) W/WW W/WW 1 1 1 1 1 1 1 1 Plant Mechanic+ (SBP) W/WW 1 3 3 3 Plant Operator I/II+ (SBP) W/WW W/WW 7 1 6 0 6 0 6 0 12 12 12 12 1 1 1 1 1 1 1 1 1 Plant Ops & Maint Trainee+ Total Full-Time 3014 South Tempe Water Plant Plant Supvr (SBP) W/WW 1 Instrument & Cntrl Tech (SBP) Plant Electrician (SBP) W/WW W/WW 1 1 Plant Mechanic+ (SBP) Plant Operator + (SBP) W/WW W/WW W/WW 2 5 1 2 5 2 2 5 2 2 5 2 11 12 12 12 W/WW 1 W/WW W/WW 4 1 1 4 1 4 1 4 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 2013-14 Budget W/WW Total Full-Time 3013 2012-13 Revised WUD Security Officer Plant Ops Mgr 3012 2012-13 Budget Water Util Div Security Supvr Total Full-Time 3011 2011-12 Actual Distribution System Maintenance Util Svcs Tech Supvr (SBP) 6 1 1 1 6 6 6 W/WW 4 4 4 4 W/WW Util Svcs Tech I+ CIP (positions funded through June 30, 2012) Total Full-Time 19 3 19 0 19 0 19 0 26 23 23 23 Util Svcs Tech II+ (SBP) **Permanent Full-Time Equivalent *Temporary Full-Time Equivalent 320 City of Tempe 2013-14 Annual Budget Reflects all personnel changes/reductions approved by City Council through 6/30/2013 3024 3025 3026 Position Irrigation Funding Source W/WW 1 Irrigator Total Full-Time W/WW 7 8 Technical Support Team Principal Civil Eng Management Assistant II+ W/WW W/WW 1 1 GIS Analyst GIS Coord W/WW W/WW 2 1 GIS Tech+ W/WW 1 TV Truck Tech Underground Util Coord W/WW W/WW 2 2 Administrative Assistant II+ Total Full-Time W/WW 1 11 Environmental Administration Environmental Svcs Mgr Environmental Services Environmental Program Supvr Environment Quality Spec Environmental Sampling & Monitoring Environmental Quality Supvr Water Quality Specialist Environmental Compl Insp II+ Total Full-Time Total Temp FTE* 3034 Kyrene Water Reclamation Plant Plant Supvr (SBP) 1 7 1 7 1 7 8 8 8 1 1 2 1 1 2 1 1 2 1 1 1 1 2 1 2 1 2 2 2 2 1 1 1 11 11 11 1 1 1 1 1 1 2 1 1 2 1 1 2 1 1 2 5 5 5 5 1 4 1 1 1 4 4 4 5 5 5 5 1 7 1 7 1 7 1 7 8 8 8 8 WWW WWW 0 0 0 0 0 0 1 5 WWW 0 0 0 0 0 0 7 W/WW W/WW W/WW W/WW Total Full-Time 3029 2013-14 Budget W/WW Total Full-Time Environmental - Wastewater Environmental Compliance Supvr Environmental Compl Insp II+ 2012-13 Revised W/WW WWW W/WW Total Full-Time 3028 2012-13 Budget Irrigation Supvr Water Qual Process/Plan Coord Management Assistant II+ Administrative Assistant II+ 3027 2011-12 Actual 1 W/WW 1 1 1 1 Instrument & Cntrl Tech (SBP) Plant Mechanic+ (SBP) W/WW W/WW 1 2 Plant Operator+ (SBP) Total Full-Time W/WW 3 7 0 1 4 0 1 4 0 1 4 6 6 6 **Permanent Full-Time Equivalent *Temporary Full-Time Equivalent 321 City of Tempe 2013-14 Annual Budget Reflects all personnel changes/reductions approved by City Council through 6/30/2013 Position 3035 Funding Source 3051 3052 2012-13 Revised 2013-14 Budget Laboratory Services - Administration Laboratory Supervisor WWW W/WW W/WW 0 1 1 1 1 1 1 1 1 1 1 1 W/WW 3 5 2 2 2 5 5 5 W/WW 1 1 1 1 Chemist II+ W/WW 6 Environmental Quality Supvr WWW 0 6 0 5 1 5 0 Water Quality Specialist W/WW 5 5 5 0 Environmental Compl Insp II+ Total Full-Time W/WW 1 13 1 1 0 13 13 6 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 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 4 460 1.50 24.10 458 1.63 24.10 458 1.63 24.10 452 2.25 24.10 1 2 3 1 2 3 1 2 3 0 0 0 1,580 14.10 1,580 14.23 1,578 14.23 1,573 15.35 205.99 205.99 205.99 212.04 Public Works Total Full-Time Public Works Total Perm FTE** Public Works Total Temp FTE* 1217 2012-13 Budget Field Facilities - Wastewater Plant Supvr (SBP) Instrument & Cntrl Tech (SBP) Plant Electrician (SBP) Plant Mechanic+ (SBP) Total Full-Time 3041 2011-12 Actual Tempe Learning Center Org Development Administrator Sr Learning & Org Dev Assoc Total Full-Time Gen Gen Grand Total Full-Time Grand Total Perm FTE** Grand Total Temp FTE* **Permanent Full-Time Equivalent *Temporary Full-Time Equivalent 322 City of Tempe 2013-14 Annual Budget Personnel by Fund Permanent FTE positions (Full and Part-Time) 2011-12 Actual General Fund Enterprise Funds Golf Cemetery Solid Waste Water/Wastewater 2012-13 Budget 2012-13 Revised 2013-14 Budget 1,177.72 1,180.85 1,181.75 1,177.37 10.50 10.50 10.50 10.00 0.00 78.25 0.00 78.25 0.00 78.25 0.00 76.25 183.50 183.50 183.50 181.50 Special Revenue Funds Health Fund HURF Performing Arts Rio Salado/CFD Risk Management Fund Transit Grants/Designated Funds Ambulance Provider AZ Law Enforcement Academy 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 SAFR Grant Tempe County Island Fire District Vehicle Impound Victims Rights Grant Grand Total 323 0.90 0.90 0.00 0.00 38.00 38.00 38.00 38.50 17.15 0.00 17.15 0.00 17.15 0.00 17.15 0.00 3.00 33.83 3.00 33.83 3.00 33.83 3.00 34.33 6.00 0.00 6.00 0.00 6.00 1.00 6.00 1.00 1.00 5.00 16.15 1.00 1.00 16.15 1.00 1.00 16.15 0.00 1.00 15.15 2.50 1.00 2.00 1.00 2.50 1.00 2.00 1.00 2.50 1.00 0.00 1.00 2.50 2.00 0.00 1.00 1.00 1.00 3.00 1.00 1.00 3.00 1.00 1.00 3.00 1.00 1.00 3.00 1.20 3.00 0.00 1.00 6.00 0.40 1,594.10 1.20 3.00 0.00 1.00 7.00 0.40 1,594.23 1.20 3.00 3.00 1.00 7.00 0.40 1,596.23 2.20 3.00 3.00 1.00 7.00 0.40 1,588.35 City of Tempe 2013-14 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. 324 City of Tempe 2013-14 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. 325 City of Tempe 2013-14 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. 326 City of Tempe 2013-14 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. 327 City of Tempe 2013-14 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. Granicus - Granicus, Inc. provides comprehensive solutions for creating, managing and distributing live and on-demand streaming media content to support and enhance public meeting communications, internal training and public education programs for government. 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 Ownership Made Easier (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. 328 City of Tempe 2013-14 Annual Budget Long-Term Debt - Debt with a maturity of more than one year after the date of issuance. 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. Personnel Costs - 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, Finance and Technology, Public Works, and Other Programs. (2) Development Services consists of: 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 Community Development – Code Compliance. 329 City of Tempe 2013-14 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 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. Section 108 Loan - A source of financing offered by the U.S. Department of Housing and Urban Development Section 108 Loan Guarantee Program to provide communities with financing for economic development, housing rehabilitation, public facilities, and large-scale physical development projects. Significant Nonrecurring 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. Special Assessment Bonds - Municipal bonds repaid with taxes assessed on the land that benefits from the improvements financed by the bonds. 330 City of Tempe 2013-14 Annual Budget 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. 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. 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). 331 City of Tempe 2013-14 Annual Budget Acronyms ADA-American with Disabilities Act ADDI-American Dream Down Payment Initiative ADEQ-Arizona Department of Environmental Quality 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 AZPDES-Arizona Pollutant Discharge Elimination System 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 CNG-Compressed Natural Gas COE-Cooperative Office Education COPS-Community Oriented Policing System CP/EV-Central Phoenix/East Valley CRM-Citizen Request Management CY-Calendar Year 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 QECB-Qualified Energy Conservation Bonds RFID-Radio Frequency Identification 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) WMAT-White Mountain Apache Tribe WUD-Water Utilities Department 332 City of Tempe 2013-14 Annual Budget Index A Acronyms .................................................................. 322 Assessed Property Valuation (Secondary): Ten Year Historical Trends .................................... 176 B Bed Tax (Transient Lodging Tax) ................................ 67 Benchmarking, Performance ....................................... 88 Bonded Debt Limits Summary................................... 175 Budget Basis, Budgetary Units, and Changes to Budget ................................................ 289 Budget Calendar ......................................................... 26 Budget Message ........................................................... 1 Budget Per Capita ................................................. 32, 87 Budget Policies ........................................................... 16 Budget Process Flowchart .......................................... 23 Budget Process Summary........................................... 24 Budget Resolution ..................................................... 279 Budget Schedules Estimated Revenue and Expenditures Summary .. 280 Expenditures Within Each Fund Summary ............ 285 Other Financing Sources and Interfund Transfers Summary............................................ 284 Revenue Other Than Property Taxes .................... 282 Summary by Department and Fund ....................... 286 Tax Levy and Tax Rate Information ....................... 281 C Calendar, Budget ........................................................ 26 Capital Improvements Program Capital Budget Policy........................................ 16,177 Financing ............................................................... 173 Impact on the Operating Budget ............................ 167 Overview............................................................ 3, 162 Process.................................................................. 163 Project Listing ........................................................ 178 Project Map ........................................................... 172 Significant Nonrecurring Project Expenditures ...... 168 Source of Funds .................................................... 166 Strategic Focus ...................................................... 164 Summary ............................................................... 165 Ten Year Historical Trends .................................... 176 Charges for Services Cultural and Recreational ........................................ 73 Development Related .............................................. 74 City Attorney Performance Budget .............................. 94 City Clerk Performance Budget ................................... 96 City Court Performance Budget .................................. 98 City Limits.................................................................... 11 City Manager Performance Budget ............................. 92 Citywide Overview of Operating Budget Debt Service, Revenue and Staffing ........................ 32 Community Development Performance Budget ........ 100 Administration/Economic Development ................. 102 Building Safety ....................................................... 103 Housing ................................................................. 105 Planning ................................................................ 104 Community Development Block Grant Revenue ......... 80 Community Profile ......................................................... 8 Community Relations Performance Budget .............. 108 Administration/Mayor and Council Staff................. 109 Communication and Media Relations .................... 111 Neighborhood Services ......................................... 110 Community Services Performance Budget ............... 112 Administration ....................................................... 113 Library and Cultural Services................................. 114 Recreation Services .............................................. 116 Social Services ...................................................... 117 Comparative Operating Revenue by Source............... 63 Comprehensive Financial Plan Assumptions ...................................................... 38, 40 Debt Service Fund ................................................... 56 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) ..................................... 33 Council Committees .................................................. 6, 7 D Debt Limits, Legal Bonded ........................................ 175 Debt Management Plan ............................................ 173 Debt Policy .......................................................... 16, 176 Debt Service Fund Balance, Restricted ................ 29, 56 Debt Service Requirements ...................................... 175 Debt Service Ten Year Historical Trends .................. 176 Debt Summary .......................................................... 174 Demographics ............................................................. 10 Department Expenditures, Summary by Fund .......... 286 Department Expenditures, Summary Within Each Fund ............................................................. 285 Departmental, Per Capita Performance Budget .......... 87 Departments, Performance Budget City Attorney ............................................................ 94 City Clerk ................................................................. 96 City Court................................................................. 98 City Manager ........................................................... 92 Community Development ...................................... 100 Community Relations Office .................................. 108 Community Services.............................................. 112 Diversity Office ...................................................... 120 Finance and Technology ....................................... 122 Fire ........................................................................ 130 Human Resources ................................................. 136 Internal Audit Office ............................................... 138 Mayor and Council................................................... 90 Police ..................................................................... 140 Public Works.......................................................... 146 Diversity Performance Budget................................... 120 333 City of Tempe 2013-14 Annual Budget E Revenue .................................................................. 83 Enterprise Funds, Comprehensive Financial Plans ..... 50 Enterprise Funds Revenue Golf Course Fees..................................................... 83 Solid Waste Fees..................................................... 82 Water/Wastewater User Fees .................................. 81 Estimated Revenues and Expenditures .................... 280 H Highway User Tax Fund (HURF) Fund Balances, Restricted ..................................... 30 Revenue .................................................................. 78 Human Resources Performance Budget................... 136 F I Financial Program Components .................................. 28 Financial Program Summary ....................................... 21 Financial Reporting Policies ........................................ 18 Financial Reserve Policies .......................................... 17 Finance and Technology Performance Budget ......... 122 Administration ........................................................ 123 Budget/Tax and License ........................................ 126 Finance .................................................................. 124 Information Technology ......................................... 128 Financial Structure and Organization Fund Structure ....................................................... 290 Level of Revenue and Expenditure Detail.............. 290 Relationship Between Budgeting and Accounting . 290 Types of Budgeting ................................................ 290 Fines and Forfeitures .................................................. 75 Fire Performance Budget .......................................... 130 Administration/Fire Prevention .............................. 131 Emergency/Medical Services ................................ 132 Homeland Security/Special Operations ................. 134 Support Services/Personnel Safety ....................... 135 Training/Professional Development ....................... 133 Fund Balances, Unassigned/Restricted General Fund ..................................................... 29, 42 Performing Arts Fund......................................... 30, 46 Transit Fund ...................................................... 30, 44 Transportation Fund .......................................... 30, 48 Fund Structure .......................................................... 290 Fund Summary ............................................................ 20 Internal Audit Performance Budget ........................... 138 L Local (City Sales Tax) ................................................. 66 Local Transportation Assistance Fund (LTAF) ............ 79 M Mayor and Council Performance Budget .................... 90 Mission Statement......................................................... xi N Needs Assessment Phase .......................................... 24 Net Assets, Unrestricted Golf Fund ................................................18, 20, 31, 54 Solid Waste Fund ...................................18, 20, 31, 52 Water and Wastewater Fund ..................18, 20, 31, 50 O Operating Budget Policies ........................................... 16 Operating Revenue ..................................................... 60 Organization Chart ................................................ xiii, 89 Other Financing Sources and Interfund Transfers .... 284 G P General Fund Comprehensive Financial Plan ................................ 42 Fund Balances, Unassigned ............................. 29, 42 General Governmental Revenue Charges for Services Cultural and Recreational..................................... 73 Development Related........................................... 74 City Property Tax ..................................................... 68 City Sales Tax ......................................................... 66 Fines and Forfeitures ............................................... 75 Salt River Project In-Lieu Tax .................................. 69 State Shared Income Tax .......................................................... 72 Sales Tax ............................................................. 70 Vehicle License Tax ............................................. 71 Transient Lodging Tax ............................................. 67 Glossary of Terms ..................................................... 324 Golf Fund Comprehensive Financial Plan ................................ 54 Net Assets, Unrestricted ........................ 18, 20, 31, 54 Per Capita Performance Budget ................................. 87 Performance Benchmarking........................................ 88 Performance Budget, Departments City Attorney ............................................................ 94 City Clerk ................................................................. 96 City Court................................................................. 98 City Manager ........................................................... 92 Community Development ...................................... 100 Community Relations Office .................................. 108 Community Services.............................................. 112 Diversity Office ...................................................... 120 Finance and Technology ....................................... 122 Fire ........................................................................ 130 Human Resources ................................................. 136 Internal Audit Office ............................................... 138 Mayor and Council................................................... 90 Police..................................................................... 140 Public Works.......................................................... 146 334 City of Tempe 2013-14 Annual Budget Performance Budget Summary ................................... 86 Performance Budget, Departmental Per Capita .......... 87 Performing Arts Comprehensive Financial Plan ................................ 46 Fund Balances, Restricted ................................ 30, 46 Personnel Changes for FY 2013-14 ....................................... 292 Summary by Department ....................................... 291 Summary by Fund ................................................. 323 Ten-Year History...................................................... 34 Police Performance Budget....................................... 140 Office of the Chief .................................................. 141 Operations ............................................................. 142 Organizational Services ......................................... 144 Support Services ................................................... 143 Projected Revenue and Expenditures Debt Service Fund ................................................... 56 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 ....................................................... 281 Levy Policy ...................................................... 19, 177 Ordinance .............................................................. 278 Revenue .................................................................. 68 10 Year Historical Trends ...................................... 176 Public Works Performance Budget............................ 146 Administration ........................................................ 148 Engineering ........................................................... 150 Field Operations .................................................... 152 Transportation ....................................................... 155 Water Utilities ........................................................ 159 R Relationship Between Operating and Capital Budgets ..................................................... 167 Reserve Policies ......................................................... 17 Revenue By Source ................................................................ 61 Charges for Service Cultural and Recreational ..................................... 73 Development Related........................................... 74 City Property Tax ..................................................... 68 City Sales Tax ......................................................... 66 Community Development Block Grant ..................... 80 Comparative Revenue by Source ............................ 63 Fines and Forfeitures ............................................... 75 Golf Course Fees..................................................... 83 Highway User Tax ................................................... 78 Local Transportation Assistance .............................. 79 Performing Arts Tax ................................................. 77 Salt River Project In-Lieu Tax .................................. 69 Section 8 Housing Grant.......................................... 80 Solid Waste Fees..................................................... 82 State Shared Income Tax ........................................ 72 State Shared Sales Tax ........................................... 70 State Shared Vehicle License Tax ........................... 71 Summary by Fund, Other than Property Tax ......... 282 Total Revenue ......................................................... 60 Transient Lodging Tax (Bed Tax) ............................ 67 Transit Tax............................................................... 76 Water/Wastewater User Fees.................................. 81 S Sales Tax, City ............................................................ 66 Salt River Project In-Lieu Tax...................................... 69 Solid Waste Fund Comprehensive Financial Plan ................................ 52 Retained Earnings, Unrestricted ............18, 20, 31, 52 Revenue .................................................................. 82 Schedule A................................................................ 280 Schedule B................................................................ 281 Schedule C ............................................................... 282 Schedule D ............................................................... 284 Schedule E................................................................ 285 Schedule F ................................................................ 286 Schedule G ............................................................... 288 Section 8 Housing Revenue Trends............................ 80 Special Revenue Community Development Block Grant..................... 80 Highway User Tax ................................................... 78 Local Transportation Assistance.............................. 79 Performing Arts Tax................................................. 77 Section 8 Housing Grant ......................................... 80 Transit Tax............................................................... 76 State Shared Revenue Income Tax .............................................................. 72 Sales Tax................................................................. 70 Vehicle License Tax ................................................ 71 T Transient Lodging Tax (Bed Tax) ................................ 67 Transit Fund Comprehensive Financial Plan ................................ 44 Fund Balances, Restricted ................................ 30, 44 Revenue .................................................................. 76 Transportation Comprehensive Financial Plan ................................ 48 Fund Balances, Restricted ................................ 30, 48 Revenue Highway User Tax................................................ 78 W Water Utilities Performance Budget .......................... 159 Water/Wastewater Fund Comprehensive Financial Plan ................................ 50 Retained Earnings, Unrestricted .............18, 20, 31, 50 Revenue .................................................................. 81 335 City of Tempe 2013-14 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 Mark Day Senior Budget and Finance Analyst Lauri Vickers 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 Department/Budget P.O. Box 5002 Tempe, Arizona 85280 336