Tempe Mayor & City Council i Annual Budget FY 2014/15 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 Purpose Statement .............................................................................................................. xi Organizational Chart ................................................................................................................................... xiii Budget Message ......................................................................................................................................... 1 City Council Strategic Priorities Linked by Department ............................................................................... 7 Tempe Community Profile........................................................................................................................... 8 City Limits ................................................................................................................................................... 11 Demographics ............................................................................................................................................. 12 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 Council Strategic Priorities Linked by Department ............................................................................... City Organizational Chart ............................................................................................................................ Mayor and Council ...................................................................................................................................... City Manager............................................................................................................................................... City Attorney ............................................................................................................................................... City Clerk .................................................................................................................................................... City Court .................................................................................................................................................... Community Development ............................................................................................................................ Administration.......................................................................................................................................... Building Safety ........................................................................................................................................ Planning .................................................................................................................................................. Housing ................................................................................................................................................... Community Services ................................................................................................................................... Administration.......................................................................................................................................... Community Relations .............................................................................................................................. 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 ..................................................................................................................................... Investigations and Organizational Services ............................................................................................. Public Works ............................................................................................................................................... Administration.......................................................................................................................................... Engineering ............................................................................................................................................. Field Operations ...................................................................................................................................... Transportation ......................................................................................................................................... Water Utilities .......................................................................................................................................... vi 85 86 87 88 89 91 92 94 96 98 102 104 106 107 108 109 112 114 115 117 119 120 122 124 125 126 128 130 132 133 134 135 136 137 138 140 142 143 144 145 146 148 150 151 153 156 159 Capital Improvements Budget Capital Improvements Program Contents ................................................................................................... Capital Improvements Program Overview .................................................................................................. 2014-15 CIP Process .................................................................................................................................. Capital Budget Strategic Priorities .............................................................................................................. Fiscal Years 2014-15 through 2018-19 Capital Improvements Program Summary .................................... Fiscal Years 2014-15 through 2018-19 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 Year 2014-15 Debt Service Appropriations ...................................................................................... 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 2014-15 through 2017-18 Capital Improvements Program Project Listing ............................. Enterprise Program - Fiscal Years 2014-15 through 2018-19 ................................................................. Water Program CIP Projects................................................................................................................ Wastewater Program CIP Projects ...................................................................................................... Golf Program CIP Projects................................................................................................................... Special Purpose Program - Fiscal Years 2014-15 through 2018-19 ....................................................... Transit Program CIP Projects .............................................................................................................. General Purpose Program - Fiscal Years 2014-15 through 2018-19 ...................................................... 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 2014-15 through 2018-19 .......................................................... Transportation and Rights-of-Way Improvements Program CIP Projects ............................................ Traffic Signals and Street Lighting Program CIP Projects.................................................................... 161 162 163 164 165 166 167 168 172 173 174 175 175 176 176 178 179 180 193 197 199 200 215 216 221 224 226 241 261 262 266 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 2014-15............................................................................................................ Personnel Schedules .................................................................................................................................. Glossary of Terms ....................................................................................................................................... Acronyms .................................................................................................................................................... Index ........................................................................................................................................................... Office of Management and Budget Staff ..................................................................................................... vii 275 276 277 278 278 279 280 282 283 284 286 287 288 289 290 292 320 328 329 332 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, 2012. 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 Assistant City Manager Diversity Office Internal Audit Office Community Development Building Safety Planning Housing Community Services Community Relations Library and Cultural Services Recreation Services Social Services Finance and Technology Finance Budget/Tax and License Information Technology Fire Fire Prevention Emergency/ Medical Services Training/ Professional Dev Special Operations/ Homeland Security Support Services xiii Human Resources Police Patrol Investigations Support Services Public Works Engineering Field Operations Transportation Water Utilities July 1, 2014 To the Honorable Mayor and City Council: Transmitted herein is the City of Tempe’s (City) Fiscal Year (FY) 2014-15 financial program. The City has adjusted its budget as a result of the June 2014 expiration of the 0.2% temporary sales tax. The FY 2014-15 adopted budget of all funds reflects a 6.2% increase from the FY 2013-14 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. Because of the expiration of the temporary tax, the City has planned for limited deficit spending and a moderate drawdown of the fund balance. The FY 2014-15 budget is consistent with the long-range financial plan to stabilize the General Fund, and commits to maintain the fund balance within our current policy range of 20% to 30% of annual revenues. That level of cash reserves provides economic stabilization during economic downturns. 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. Budget Overview The financial program for FY 2014-15 approximates $581 million and includes funding for both operating and capital purposes. This amount represents a $33.9 million or 6.2% increase from the prior year and is due, in large part, to an increased Capital Improvements Program (CIP). As shown in the table below, the operating budget is projected to increase by $3.0 million or 0.7%, while the capital budget increased by $30.9 million or 25.9% in the upcoming year. Total Financial Program FY 2013-14 Budget FY 2014-15 Budget Operating Budget Percent Change Capital Improvements Budget Percent Change $427,759,223 $430,710,844 0.7% $150,438,466 25.9% Total Financial Program Percent Change $547,286,632 $119,527,409 $581,149,310 6.2% The increases in the CIP budget are largely due to the design and construction of the Tempe Town Lake downstream dam, replacement of the aging water infrastructure system, and several significant streetscape and multiuse projects in the Transit program. 1 City of Tempe 2014-15 Annual Budget Budget Message FINANCIAL PROGRAM SUMMARY The graphs below illustrate the relative shares of operating and capital appropriations in FY 2013-14 and FY 2014-15. Total Financial Program FY 2013-14 $547 (in Millions) FY 2014-15 $581 (in Millions) Operating Budget $428 / 78% Operating Budget $431 / 74% CIP Budget $119 / 22% CIP Budget $150 / 26% 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 2013-14 FY 2014-15 Budget Budget $178,566,369 $182,556,591 Percent Change 2.2% 9,762,744 50,496,283 8,660,585 14,741,113 18,465,876 10,467,609 53,848,245 8,964,081 13,108,612 18,720,688 7.2% 6.6% 3.5% (11.1)% 1.4% 46,731,632 40,951,736 (12.4)% 78,458,221 17,206,518 2,669,882 79,772,225 17,539,290 2,781,767 1.7% 1.9% 4.2% 2,000,000 2,000,000 0.0% $427,759,223 $430,710,844 0.7% Operating Budget Highlights Following are the major highlights contained in the recommended budget: ⋅ ⋅ ⋅ ⋅ ⋅ Employee total compensation growth of 1.5% to 2% Supplemental funding of $4.1 million, largely one-time in nature of $2.5 million Increased payments to the Rio Salado Community Facilities District (CFD) of $246,000 Carry forward/re-appropriation of funding for encumbered contractual expenditures of $643,000 Vehicle replacements approximating $2.2 million After application of the changes, the General Fund reserve is projected to approximate 27% of revenues as of June 30, 2015. 2 City of Tempe 2014-15 Annual Budget Budget Message CAPITAL BUDGET The City’s five-year Capital Improvements Program covering FY 2014-15 through FY 2018-19 totals $336.3 million. The first year of the five-year CIP, which is formally adopted by the City Council, totals $150.4 million for FY 2014-15. 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 $73.6 million while new capital budget appropriations added $76.8 million, summing to the total $150.4 earmarked for FY 14-15. 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. Comparison of FY 2013-14 and FY 2014-15 Capital Budgets FY 2013-14 Budget FY 2014-15 Budget $27,447,487 $32,259,400 10,118,974 8,844,287 0 2,700,000 0 0 15,521,005 27,380,381 0 0 Police 2,745,512 3,487,063 Fire 2,556,829 4,082,186 896,062 782,591 Park Improvements 29,774,582 51,026,321 General Governmental 15,257,687 9,347,558 0 0 12,256,356 7,877,198 Capital Program Enterprise Water Wastewater Golf Special Purpose Transit General Purpose Storm Drains Transportation Transportation and R.O.W. Traffic Signals/Street Lighting 2,952,915 2,651,481 Capital Budget Highlights The Capital Budget for FY 2014-15 primarily consists Total $119,527,409 $150,438,466 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: ⋅ Continued funding to complete the design and construction of the Tempe Town Lake downstream dam ($38.7 million) ⋅ Continued funding to complete the construction of the Broadway Road, Hardy Drive and University Drive streetscape projects ($10.5 million) ⋅ New funding for five new fire trucks ($2.8 million) ⋅ Continued funding for the rehabilitation or replacement of the City’s aging water infrastructure system ($11.7 million) ⋅ Continued funding for the renovation and replacement of park playgrounds and aging park infrastructure ($3.6 million) ⋅ Continued funding for arterial, collector, and residential street asset preservation ($4.7 million) ⋅ Continued funding for the repair, renovation, and replacement of municipal facilities infrastructure ($5.6 million) REVENUE/EXPENSES The following pie charts represent the City’s revenue (where the money comes from) and expenses (where the money goes). 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 33% of the FY 2014-15 total revenue budget. Other major revenue sources include user charges (such as water service and solid waste fees), intergovernmental revenue, and bond proceeds. 3 City of Tempe 2014-15 Annual Budget Budget Message Where the Money Comes From by Source of Funds User Charges, 20% Intergovernmental, 13% Bonds, 18% Local Taxes, 33% Other, 16% Where the Money Goes by Line Item Category Supplies/Services, 22% Debt Service, 15% Capital Projects/ Outlay, 27% Personnel Costs, 32% Other, 4% 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. Comprehensive 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. The Comprehensive Financial Plan can be located on page 35. 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 $59 million as of June 30, 2014, assuming departmental spending patterns follow the budget closely. Shown in the following graph, 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, which expired in June 2014. 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 $57.5 million, while the remaining Enterprise funds (Golf and Solid Waste programs) will have a combined fund balance of approximately $5.3 million as of June 30, 2014. 4 City of Tempe 2014-15 Annual Budget Budget Message 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 $6.8 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 $1 million contingency appropriation. Unassigned General Fund Balance 70.0 ($ Millions) Percent 35 60.0 30 50.0 25 40.0 20 30.0 15 20.0 10 10.0 5 0 0.0 2010 2011 2012 2013 2014 Fund Balance Fund Balance Coverage 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. Additional debt information can be located on page 174. Bond Ratings Fitch The City’s bond ratings are further evidence of its financial strength. Tempe’s Moody's general obligation bonds are currently rated AAA by Fitch, Aa1 by Moody’s, and AAA by Standard & Poor’s. Having solid financial policies, prudent financial Standard & Poor's management practices and strong financial reserves are principle reasons for these excellent bond ratings. These high ratings translate directly into lower interest rates on the City’s debt. AAA Aa1 AAA Development Activity The overall employment condition in Tempe continues to improve with an unemployment rate of 5% (State average 6.8%). This is consistent with improvement seen in many indicators including regional population growth which is projected to be approximately 2% by 2015. Nearly 41% of residents age 25 and older in Tempe have a bachelor’s degree, or higher, well above the state average of 27% (U.S. Census Bureau data). Tempe is uniquely positioned for employment growth with existing companies such as LifeLock, KPMG, Bank of America, Edward Jones, Silicon Valley Bank, Go-Daddy and Medtronic. Establishing a corporate presence in Tempe allows for continued business attraction for all industries. The largest “Class A” office project in the history of the State of Arizona, “Marina Heights,” is well underway in Tempe. The significant $600 million development in downtown Tempe is anchored by a State Farm 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. Tempe is known for technology and innovation and is pleased to spotlight Medtronic as the recipient of the 2014 Manufacturer of the year award presented by Arizona Manufacturers Council. Medtronic is known as a leading medical technology company. Employees at the facility design, develop, manufacture and test microelectronics solutions used in Medtronic implantable devices, such as cardiac pacemakers and defibrillators, spinal cord simulators for pain management and deep brain stipulators. (900 employees) Tempe continues to expand upon the Entrepreneur and innovation strategies and recognizes the latest downtown coworking space, Big Bounce. This innovative business is teaching late-stage disruptive startups to launch and run a sustainable company. The Big Bounce name is about giving companies their final big bounce to move forward. Their goal is to have companies in their facility six to 12 months. Big Bounce will be assisting the City in creating a Tempe Entrepreneur Network (TEN) that will grow industry talent locally. 5 City of Tempe 2014-15 Annual Budget Budget Message Another successful new business is Reputation.com, "a world-class team of technologists and researchers focused on helping people control their lives online. Their cutting-edge technology will monitor the Web 24/7 for your private data, finding and removing it from dozens of people-search sites. Their publishing team will create custom profiles and other content for you or your business to build a positive online presence, and our expert reputation advisors will work with you to push down or suppress any negative content that shows up high in your search results. (Projected 150 employees) Tempe strives not only to assist corporate locates, but makes every effort to promote local businesses for retention and expansion. The key to our economy is to “grow our own” through promoting educational programs at all levels and create an environment for business success. Click here to view a video of Tempe’s vibrant development activity as described by Mayor Mark Mitchell. 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 2014-15 budget was developed. The City Council is scheduled to review, and update their priorities and committee structure during an August 2014 Council Retreat. City Council Strategic Priorities The City Council strategic priorities were identified after a series of open meetings to discuss, identify and prioritize their collective vision for the future of Tempe. The resulting 5 priorities provide the framework to align our top strategic priorities through city staff in creating goals that support the City Council’s vision and achieve operational and sustainable accountability. This means continually finding ways to transform our strategic priorities into strategies that guide the development of the budget, allocation of resources, and citywide departmental performance goals in getting the most important things accomplished. The following represent the priorities: 1. 2. 3. 4. 5. Ensure Long-Term Financial Stability Pursue Quality Economic Development Maintain High Quality of Life and Services Maintain Commitment to Public Safety Create Innovative/Creative/Fun/Different/Active Atmosphere 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. 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 City of Tempe 2014-15 Annual Budget City Council Strategic Priorities Linked By Department Department Mayor and Council City Manager City Attorney City Clerk City Court Community Development Community Services Ensure LongTerm Financial Stability Pursue Quality Economic Development Maintain High Quality of Life and Services Maintain Commitment to Public Safety Create Innovative/Creative/ Fun/Different/Active Atmosphere ◘ ◘ ◘ ◘ ◘ ◘ ◘ ◘ ◘ ◘ ◘ ◘ ◘ ◘ ◘ ◘ ◘ ◘ ◘ ◘ Diversity Office Finance and Technology Fire Human Resources Internal Audit Office Police Public Works ◘ ◘ ◘ ◘ ◘ ◘ ◘ ◘ ◘ ◘ ◘ 7 ◘ ◘ ◘ City of Tempe 2014-15 Annual Budget TEMPE COMMUNITY PROFILE Date of Incorporation - November 26, 1894 Date Charter Adopted - October 19, 1964 Form of Government - Council - Manager A Brief History of Tempe Following the establishment of Fort McDowell on the eastern edge of central Arizona’s Salt River Valley in 1865, enterprising farmers moved into the area. They dug out the irrigation canals left by the prehistoric Hohokam people and built new ones to carry Salt River water to their fields. Valley farms soon supplied food to Arizona’s military posts and mining towns. The first settlers to move to the Tempe area, south of the Salt River and east of Phoenix, were Hispanic families from southern Arizona. They helped construct the first two irrigation canals, the Kirkland-McKinney Ditch and the San Francisco Canal, and started small farms to the east and west of a large butte (Tempe Butte). In 1872, some of these Mexican settlers founded a town called San Pablo east of Tempe Butte. Another settlement, known as Hayden’s Ferry, developed west of Tempe Butte. Charles Trumbull Hayden, owner of a mercantile and freighting business in Tucson, homesteaded this location in 1870. Within a few years, he had built a store and flourmill, warehouses and blacksmith shops, and a ferry. This community became the trade center for the south side of the Salt River Valley. Both settlements grew quickly and soon formed one community. The town was named Tempe in 1879. “Lord” Darrell Duppa, an Englishman who helped establish Phoenix, is credited with suggesting the name. The sight of the butte 8 City of Tempe 2014-15 Annual Budget 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. 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 9 City of Tempe 2014-15 Annual Budget 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 62,012 Rounds of Play and Rolling Hills with 43,358 Rounds of Play 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 scheduled 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, 1,300,000 passengers in 2012, 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 a variety of parochial and charter schools 10 City of Tempe 2014-15 Annual Budget Arizona State University Tempe is home to the main campus of Arizona State University. There are approximately 66,000 students and 11,185 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 163,000 Median Household Income $476,710 Median Value of OwnerOccupied Home $240,000 With Bachelor’s Degree or higher 41% Median Age 29 1999 City Limits 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 1950 River Channel Baseline Rd Guadalupe Rd Sal t River Channel Price Rd Rural Rd Kyrene Rd Priest Dr I-10 Warner Rd McClintock Dr Western Canal Elliot Rd 1980 Ray Rd Sal t River Scale 0 1/2 1 mile Year Area Year 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 19301930 1.8 1.8 Year 1940 1940 1950 1950 1955 1955 1960 1960 1965 1965 1970 1970 Year Area 1.8 1.8 2.6 2.6 4.5 4.5 17.5 17.5 21.7 21.7 25.3 25.3 Year 11 Year 1975 1980 1985 1990 1995 2000 Year Area Year 1975 36.0 36.0 1980 36.0 36.0 1985 38.5 38.5 1990 39.3 39.3 39.8 1995 39.8 40.0 2006 40.1 Channel City of Tempe 2014-15 Annual Budget 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 Land Use (2010) (%) 161,719 165,796 158,625 153,821 142,165 132,942 106,743 63,550 24,897 7,906 Residential 46% Civic/ Educational 4% Elections (2012) Registered voters: Primary 87,110 General 85,184 Voter turnout: Primary 20,160 General 22,753 % Voting: Primary 23% General 27% 84,200 77,519 27,208 134,511 30,009 29,327 26,089 23,723 13,660 School Registration Tempe Elementary District Tempe Union High School District ASU (Fall 2013) Tempe Campus Bond Ratings Fitch Standard and Poor's Moody's Population by Ethnicity Hispanic or Latino Non-Hispanic or Latino 34,092 127,627 Employment Trends Employment 2013 93,485 2012 92,302 2011 97,723 2010 89,303 2009 96,916 Population by Race White African American Asian American Indian and Alaska Native Native Hawaiian and Pacific Islander Other Identified by two or more Private and Open Space/Recreation/ Water 12% Commercial/ Industrial 27% Population by Sex/Age Male Female Under 18 18 & over 20 - 24 25 - 34 35 - 49 50 - 64 65 & over Mixed Use 11% 117,457 9,551 9,217 4,671 645 13,793 6,385 AAA AAA Aa1 Unemployment Rate 5.9% 6.3% 7.4% 8.5% 7.8% Major Employers Arizona State University Maricopa Community Colleges Salt River Project Safeway, Inc. Wells Fargo and Company Motorola Honeywell International Kyrene Elementary School District JP Morgan Chase US Airways, Inc. Building Permits (Calendar Year Data) Number Value ($000) 2013 808 160,471 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 12 11,720 14,274 55,000 Employees 11,185 4,611 4,374 3,996 3,576 3,000 3,000 2,401 2,377 1,898 City of Tempe 2014-15 Annual Budget City Sales Tax General Transit Performing Arts Total 1.2% 0.5% 0.1% 1.8% Property Tax Rate Primary 0.9231 Secondary 1.5119 Total $2.4350 % of Net Secondary Largest Property Taxpayers Assessed Valuation Arizona Mills Mall LLC 1.68% Arizona Public Service Company 1.60% Verizon Wireless 1.10% Qwest Corporation 0.77% Kbsii Fountainhead LLC 0.69% Core Campus Communities Tempe 1 LLC 0.63% Honeywell International Inc. 0.61% Tempe Fountainhead Corporate LLC 0.60% T-Mobile 0.57% JDM II Tempe Oc LLC 0.49% Police Sworn Personnel Non-Sworn Personnel Total Avg. Emergency (Priority 1) Response Time (minutes) Crime Index Part I Crime Per 1,000 Capita Fire Sworn Personnel Non-Sworn Personnel Total 341 149 490 6:47 8,811 53.9 153 29 182 Fire Stations Average Emergency Response Time (CY 2013) (minutes) Response to Emergency (Basic and Advanced Life Support) Medical Incidents (CY 2013) Total Number of Dispatched Calls (CY 2013) 25,190 Solid Waste Residential Accounts Serviced Commercial Accounts Serviced Solid Waste Refuse Collected (tons) Solid Waste Recycled Collected (tons) 33,441 2,129 116,325 11,756 Water/Wastewater Active Accounts Serviced: Water Wastewater Water Treated (billions of gallons) Sanitary Sewers (miles) 6 5:57 18,104 42,551 40,079 16.0 549 13 City of Tempe 2014-15 Annual Budget 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 Operating Budget (FY 2014-15) 1,445,632 Phoenix Million $ 4,443.5 Mesa 439,041 Mesa 997.3 Chandler 236,123 Scottsdale 651.0 Glendale 226,721 Glendale 554.8 Scottsdale 217,385 Chandler 543.6 Gilbert 208,453 Gilbert 464.8 Tempe 161,719 Tempe 430.7 Peoria 154,065 Peoria 324.8 Property Tax Rate (as of July 1, 2014) Tempe (per $100 assessed Value) Incorporated City Limits $2.44 sq. miles Phoenix 515.0 Glendale 2.15 Scottsdale 185.0 Phoenix 1.82 Peoria 170.5 Peoria 1.44 Mesa 139.3 Scottsdale 1.25 Gilbert 72.1 Mesa 1.19 Chandler 63.3 Chandler 1.18 Glendale 58.5 Gilbert 1.07 Tempe 40.1 Sales Tax Rate (as of July 1, 2014) Glendale 2.20% Phoenix 2.00% Tempe 1.80% Peoria 1.80% Mesa 1.75% Scottsdale 1.65% Chandler 1.50% Gilbert 1.50% 14 City of Tempe 2014-15 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 2014-15 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 2014-15 estimated General Fund operating revenue ($174.7 million) to expenditures ($182.5 million) Ratio 1:.96 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 2014 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 2014-15: Debt Service Reserve at 9% 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 2014-15 with debt amortization terms ranging from 10 to 20 years: $48.8 million for police, fire, park improvement, and general governmental projects; $39.2 million for water and wastewater projects and $3.5 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 2014-15 Annual CIP budget of $150.4 million adopted representing the first year of a 5-year, $336.3 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 2014-15 net new operating budget impacts of new capital projects is estimated at $590,525. The estimated net operating budget impacts of new capital projects between FYs 2015-16 and 2018-19 is a maximum of $160,100. The City will maintain all its physical assets at a level adequate to protect its capital investment and to minimize future maintenance and replacement costs. • Status: Capital maintenance program approved in Capital Improvements Program budget includes design and construction of the Tempe Town Lake downstream dam, rehabilitation or replacement of the City’s aging water infrastructure system, streetscape projects and street asset preservation, City facilities rehabilitation, and neighborhood park equipment replacements 16 City of Tempe 2014-15 Annual Budget The City will establish an appropriate mix of bonded debt and pay-as-you-go financing in the funding of capital projects. • Status: Sources of Funds ($ Millions) FY 2014-15 Water / Wastewater Bonds $39.2 General Obligation Bonds 52.3 Outside Revenue 24.4 Capital Projects Fund Balances 17.7 Pay-As-You-Go Financing 16.8 Total Sources of Funds $150.4 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 13 Revenue FY 2012-13 Unassigned Fund Balance Coverage $52.7 M $170.4 M 30.9% Estimated Unassigned Fund Balance FYE 14 Revenue FY 2013-14 Unassigned Fund Balance Coverage $59.1 M $181.2 M 32.6% Estimated Unassigned Fund Balance FYE 15 Revenue FY 2014-15 Unassigned Fund Balance Coverage $46.8 M $174.7 M 26.8% 17 City of Tempe 2014-15 Annual Budget 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 13 Revenue FY 2012-13 Unrestricted Retained Earnings Coverage $54.0 M $75.9 M 58.3% 213 $7.4 M $14.3 M 29.1% 106 ($0.7) M $2.5 M 0% 0 Estimated Unrestricted Retained Earnings FYE 14 Revenue FY 2013-14 $57.5 M $76.7 M 45.3% 166 $5.9 M $14.7 M 37.6% 137 ($0.6) M $2.6 M 0% 0 Estimated Unrestricted Retained Earnings FYE 15 Revenue FY 2014-15 $53.5 M $79.0 M 55.6% 203 $3.1 M $15.0 M 72.5% 125 ($0.3) M $3.0 M 0% 0 Unrestricted Retained Earnings Coverage Unrestricted Retained Earnings Coverage Days Coverage Days Coverage Days Coverage Rate increases in the Water/Wastewater Fund have been kept to a minimum by spending down the fund balance to the new policy level. The Golf Fund has 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 2014-15 $6.8 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 Full disclosure will be provided in the general financial statements and bond presentations. 18 City of Tempe 2014-15 Annual Budget • 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 2014-15 levy (1.8%) Financial Stability Several steps were taken to ensure our continued financial stability. These recommendations include the following steps: • Expenditure Control will be directed at slowing growth by means of citywide line item reviews, modified base budget approach, and program sunsetting. • 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. • 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 2014-15 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 2014-15 fiscal year. Beginning balances approximate $255 million and the ending fund balances are estimated at $216 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. 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 2014-15, limited deficit spending and a drawdown 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. General Fund 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 9%, slightly above the targeted minimum policy level range of 4% to 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 an unrestricted retained earnings reserve of no less than 25% of current year operating revenue, plus 2% of gross book value of tangible assets. 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 is gradually ramping general purpose pay-as-you-go balances designated for the Capital Improvements Program, as well as accumulating reserves for pay-as-you-go capital financing as sufficient revenues are generated. Estimated Fund Balance 06/30/2014 $59,085,320 Fund General Special Revenue: HURF/LTAF 8,470,866 CDBG/Section 8 326,579 Performing Arts 110,633 Transit 23,060,540 Police-RICO &Grants 1,430,739 Govt'l Grants/Donation 2,422,902 Court Enhancement 169,669 Peterson House 2,083 Debt Service 34,288,983 Special Assessment (571,299) Enterprise: Golf (607,897) Solid Waste 5,878,829 Water Utilities 57,526,518 Internal Service (Risk) 2,000,000 TOTAL OPERATING $193,594,465 Capital Improvements 61,213,889 SUBTOTAL $254,808,354 INTERNAL FUNDS Blended Component Unit: Community Facilities District TOTAL FUNDS $254,808,354 Revenue $174,676,304 Total Financial Resources Expenditures $233,761,624 $182,556,591 Adjusted Financial Resources $51,205,033 Interfund Transfer In (Out) $98,713 $(4,509,006) (3,281,978) Estimated Fund Balance 06/30/2015 $46,794,740 9,768,400 13,108,612 7,642,395 57,069,807 5,959,619 11,308,718 1,530,131 2,283 25,879,231 2,959,850 18,239,266 13,435,191 7,753,028 80,130,347 7,390,358 13,731,620 1,699,800 4,366 60,168,214 2,388,551 10,467,609 13,108,612 8,964,081 53,848,245 5,959,619 11,308,718 1,450,068 2,283 37,991,886 2,959,850 7,771,657 326,579 (1,211,053) 26,282,102 1,430,739 2,422,902 249,732 2,083 22,176,328 (571,299) 1,030,000 2,982,436 14,987,157 78,950,217 2,781,767 17,539,290 79,772,225 2,000,000 $430,710,844 150,438,466 (407,228) 3,326,696 56,704,510 74,000 $406,825,160 138,580,174 2,374,539 20,865,986 136,476,735 2,000,000 $600,419,625 199,794,063 $169,708,781 49,355,597 $12,270,728 16,820,859 $(32,016,188) $149,963,321 66,176,456 $545,405,334 $800,213,688 $581,149,310 $219,064,378 $29,091,587 $(32,016,188) $216,139,777 $545,405,334 $800,213,688 $581,149,310 $219,064,378 $(32,016,188) $216,139,777 (100,000) (5,389,812) (77,963) 5,909,874 5,158,141 (10,082,741) (202,099) (8,372,589) 5,519,679 326,579 (1,311,053) 20,892,290 1,430,739 2,422,902 171,769 2,083 18,003,461 (571,299) (333,228) 3,124,597 53,490,062 2,924,601 20 $32,016,188 City of Tempe 2014-15 Annual Budget Financial Program Summary The following table summarizes the revenues and expenditures for the City's Financial Program. FY 2014-15 General Governmental Special Revenue Enterprise Internal Service Capital Budget Total Financial Program 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 Peterson House Water / Wastewater Bonds Tax Supported G.O Bonds Outside Revenue Total Revenues Transfers In Transfers Out Fund Balance Applied Total Revenues 131,052,142 44,568,410 11,452,301 7,793,080 8,649,452 39,248,191 52,344,938 24,366,444 131,052,142 44,568,410 11,452,301 7,793,080 8,649,452 57,069,807 9,768,400 13,108,612 7,642,395 78,950,217 14,987,157 2,982,436 11,308,718 5,959,619 1,530,131 2,283 39,248,191 52,344,938 24,366,444 $115,959,573 $522,784,733 57,069,807 9,768,400 13,108,612 7,642,395 78,950,217 14,987,157 2,982,436 11,308,718 5,959,619 1,530,131 2,283 $203,515,385 $106,389,965 6,008,587 (14,591,747) 1,030,000 (8,849,753) 28,576,102 $223,508,327 6,539,023 $105,109,235 $96,919,810 $0 5,232,141 (8,574,688) 6,516,019 $100,093,282 16,820,859 2,000,000 $2,000,000 17,658,034 29,091,587 (32,016,188) 61,289,178 $150,438,466 $581,149,310 7,569,249 10,130,149 53,726,321 113,779,919 46,599,798 76,630,502 40,951,736 16,972,091 81,228,626 20,996,288 8,964,081 9,496,730 3,611,882 11,308,718 5,959,619 1,450,068 2,283 120,875,912 17,539,290 2,781,767 2,000,000 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 106,210,670 36,469,649 22,904,181 40,951,736 16,972,091 53,848,245 10,467,609 8,964,081 9,496,730 3,611,882 11,308,718 5,959,619 1,450,068 2,283 27,380,381 10,528,679 79,772,225 17,539,290 2,781,767 41,103,687 2,000,000 $223,508,327 $105,109,235 21 $100,093,282 $2,000,000 $150,438,466 $581,149,310 City of Tempe 2014-15 Annual Budget Financial Program Summary for Revenues/Resources and Expenditures/Expenses Total budgeted revenue in the FY 2014-15 Financial Program is approximately $523 million, reflecting an overall increase of revenue collected over the FY 2013-14 revenue budget. All funds experienced growth, while the General Fund’s revenue decreased. The General Fund’s reduction is due to the expiration of a four year temporary tax on June 30, 2014 and sizable amounts of one-time revenue generated in FY 2013-14. 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 2014-15 total $581 million, representing a $33.9 million increase from total budgeted expenditures in FY 2013-14. Total budgeted expenditures have increased during this period due to an increased Capital Improvements Program, largely due to the design and construction of the Tempe Town Lake downstream dam. Expenditures FY 2012-13 Actual FY 2013-14 Budget $166,121,516 $178,566,369 7.5% $178,207,969 (0.2%) $182,556,591 2.4% Special Revenue Funds 85,296,779 102,126,601 19.7% 91,644,552 (10.3%) 105,109,235 14.7% Enterprise Funds 81,915,058 98,334,621 20.0% 91,201,256 (7.3%) 100,093,282 9.7% Debt Service Fund 38,134,219 46,731,632 22.5% 25,280,026 (45.9%) 40,951,736 62.0% Capital Projects Fund 38,903,964 119,527,409 207.2% 45,107,847 (62.3%) 150,438,466 235.5% Internal Service Fund 22,322 2,000,000 8,859.8% 0 (100.0%) 2,000,000 0% $410,393,858 $547,286,632 33.4% $431,441,650 (21.2%) $581,149,310 34.7% Expenditures/Uses General Fund Total % Change FY 2013-14 Revised % Change FY 2014-15 Budget % Change Revenues FY 2012-13 Actual FY 2013-14 Budget $170,445,298 $175,355,895 2.9% 138,105,272 105,626,809 (23.5%) Enterprise Funds 92,736,672 94,693,833 Debt Service Fund 43,972,143 Capital Projects Fund Revenues/Resources General Fund Special Revenue Funds Total % Change FY 2013-14 Revised FY 2014-15 Budget % Change 3.4% $174,676,304 (3.6%) 93,167,117 (11.8%) 106,389,965 14.2% 2.1% 94,005,917 (0.7%) 96,919,810 3.1% 26,961,085 (38.7%) 25,528,947 (5.3%) 28,839,081 13.0% 39,903,964 91,779,906 130.0% 45,107,847 (50.9%) 115,959,573 157.1% $485,163,349 $494,417,528 2.1% $439,043,762 (11.2%) $522,784,733 19.1% 22 $181,233,934 % Change City of Tempe 2014-15 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 2014-15 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. 24 City of Tempe 2014-15 Annual Budget • Budget Roles and Responsibilities Every employee plays a role in budgeting, be it formulation, preparation, implementation, administration, or evaluation. Ultimately, of course, the department head, through the City Manager, is accountable to the City Council for the performance of departmental personnel in meeting specific objectives within resource allocation limits. Actual budget preparation responsibility can be identified more specifically: 1. The program cost center manager is responsible for (a) preparing cost estimates for the remainder of the current fiscal year; (b) projecting base budget requirements for the next year; and (c) developing other requests that change or revise the program so that it will be more effective, efficient, productive and economical. 2. The department manager and the division administrator are responsible for reviewing, modifying and assembling their cost center data into a departmental request package. Department heads should critically evaluate departmental objectives and prioritize requests. The preparation of budget requests, goals and objectives should coincide with the strategic issues set forth by the Council. 3. Internal Service Areas (Fleet and Information Technology Areas) will contact each department to coordinate the initial needs assessment, cost estimates, and recommendations. Replacement equipment (i.e., vehicles, hardware/software and communication equipment) will be submitted to the Budget Office by the Internal Service areas. Any new equipment required by the departments should reflect the cost estimates and recommendations from the Internal Service areas and be submitted by the departments to the Budget Office. Final review and recommendations for hardware/software and communication equipment will be the result of evaluating priorities within the departmental budget team process. 4. The Budget Manager and Analysts within the Finance and Technology Department are responsible for (a) preparing short and long-range revenue and expenditure forecasts, (b) assisting departments as requested in the preparation of supplemental requests, (c) analyzing supplemental requests and presenting that analysis to the Budget Team (Department Managers and the Financial and Technology Director), and (d) reviewing the linkage between budget requests and the City’s strategic issues. 5. The Budget Team is responsible for reviewing departmental operating requests within the context of a set of evaluation criteria and preparing a recommended budget for review by the City Manager. 6. The Capital Improvements Program Executive Committee reviews program scopes, cost estimates and funding sources of CIP requests and prepares a recommended CIP budget for review by the City Manager. 7. The City Council is responsible for the review of the City Manager's tentative budget and approval of a final budget. 8. Transfer of Appropriations; at any time during the fiscal year, the City Manager may transfer part or all of any unencumbered appropriation balance among programs within a department, office, or agency (Section 5.08, City of Tempe Charter). 9. Midyear Program/Personnel Adjustment Request; should the need arise for additional personnel or program enhancements during the fiscal year to meet some unforeseen need, a midyear program/personnel request is submitted to the Budget Office for a needs assessment and fiscal impact review. If, after evaluation, the request is approved and involves either additional personnel or the abolition of a position(s), the request is forwarded to either the relevant Council Committee or full Council with recommended action. 10. Budget Transfers; the department should process a budget transfer request form anytime a shortfall is anticipated in a departmental subtotal budget. Budget transfers are not necessary to address a shortfall within summary account groups as long as sufficient monies are available in the subtotal departmental budget. The subtotal budget includes salaries and wages, fringe benefits, materials and supplies, fees and services, travel and other expenses, contributions, and capital outlay, and excludes internal services. Only as a last resort are contingency monies used to fund a shortfall. Alternative courses of action should be sought before contingency monies will be considered. Purchase orders and requisitions will be held until the budget shortfall is addressed. 11. Permission to Exceed Budget; in the event of an emergency, the Council may seek permission from the State Board of Tax Appeals (previously State Tax Commission) to exceed the adopted budget (Section 5.09, City of Tempe Charter). 25 City of Tempe 2014-15 Annual Budget Budget Calendar Text in blue indicates CIP related items; black text indicates Operating Budget items. 2013 October 29 CIP Kickoff a. CIP calendar b. Review / discuss CIP process / changes c. Materials online at Budget intranet site October 29 - December 6 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 December 6 Final due date for CIP Forms to Financial Services December 16 - January 17 Financial Services & department representatives meet to review project submissions December 17 Budget Office/Departments Budget kick-off meeting with departments: review of FY 14/15 budget policies and calendar budget forms and base budget allocation targets available on SharePoint budget manual distributed 2014 January 17 Final project revisions due to Financial Services January 31 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 3 Financial Services distributes all department CIP requests to City Clerk for distribution to City Council February 13 - IRS City Manager’s Office, Financial Services and departments review all CIP requests with City Council Week of February 17 Financial Services produces initial prioritization of G.O. bond funded projects and distributes to departments for review and revision February 25 All departmental feedback and revisions for initial G.O. bond funded project prioritization due back to Financial Services February 27 Budget Office Present updated Long-Range Financial Forecasts to the Council at the Issue Review Session February - March Budget Office/Departments Complete operating budget; meet with Departments to review 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 4 City Manager’s Office, Financial Services and departments finalize prioritization of G.O. bond funded projects, and total recommended 5-year CIP March 10 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 20 - 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. April 9 Budget/Community Services Publish first Truth in Taxation hearing notice (must be published at least 14 days but not more than 20 days prior to April 24 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 10 - IRS and/or April 24 - IRS City Council, City Manager’s Office, Financial Services, and departments conduct CIP follow up (if necessary) Week of April 14 City Manager/Finance and Technology Director Review recommendations; finalize Budget Review Session Book 26 City of Tempe 2014-15 Annual Budget 2014 Continued April 16 Budget Publish second Truth in Taxation hearing notice (must be published at least 7 days but not more than 10 days prior to April 24 hearing April 21 Budget Office Distribute performance budget data request forms to departments (benchmarks) April 24 City Council Budget Review Session (Issue Review Session) Truth in Taxation Hearing – part of Formal City Council Meeting) Truth in Taxation Hearing (must occur on or before final budget adoption; hearings may be combined per A.R.S. §4217104) but must have a roll call vote April 25 Budget/Community Services 60 day notice deadline for any property tax increases April 29 Budget Office Within three days of the hearing, mail a copy of the truth in taxation notice, a statement of its publication and the result of the Council's vote to the Property Tax Oversight Commission May 12 Budget Office Tentative Budget Resolution and Schedules A through G completed and transmitted to City Clerk Week of May 19 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 22 City Council Adopt Tentative Operating Budget Between May 23 and June 11 Budget 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 May 23 Departments Benchmark data forms completed and returned to Budget June 2 Budget Office Final Budget Resolution and Schedules complete and transmitted to City Clerk (Request for Council Action) Property tax ordinance for introduction and first public hearing complete and transmitted to City Clerk (Request for Council Action) June 12 City Council – (Special Meeting and Public Hearing) Adopt Final CIP Budget (Public Hearing and Final Operating Budget adoption (Second and Final Hearing); property tax ordinance introduced (First Public Hearing) June 16 Budget Office Property tax ordinance for final adoption and second hearing complete and transmitted to City Clerk (Request for Council Action) June 26 City Council – (Special Meeting and Public Hearing) Final adoption of property tax ordinance (Second and Final Hearing) 27 City of Tempe 2014-15 Annual Budget Components of Total Financial Program FY 2014-15 Total Financial Program $581,149,310 Operating Budget $430,710,844 Capital Budget $150,438,466 General Governmental Special Revenue Enterprise Internal Service General Purpose Enterprise Transportation Special Purpose $223,508,327 $105,109,235 $100,093,282 $2,000,000 $68,725,719 $43,803,687 $10,528,679 $27,380,381 Public Safety $106,210,670 Transit $53,848,245 Water/ Wastewater $79,772,225 Risk $2,000,000 Park Improvements $51,026,321 Water $32,259,400 Streets $7,877,198 Transit $27,380,381 Debt Service $40,951,736 Governmental Grants and Donations $11,308,718 Solid Waste $17,539,290 General Governmental $9,347,558 Wastewater $8,844,287 Signals $2,651,481 General Services $36,469,649 Highway User Revenue $10,467,609 Golf $2,781,767 Fire $4,082,186 Golf $2,700,000 Community Services $22,904,181 Section 8 Housing $9,496,730 Police $3,487,063 Development Services $16,972,091 Performing Arts Tax $8,964,081 Storm Drains $782,591 Police – RICO and Grants $5,959,619 CDBG $3,611,882 Court Enhancement $1,450,068 Peterson House Endowment $2,283 28 + City of Tempe 2014-15 Annual Budget Governmental Funds: Ten Year Fund Balance Trends General Fund Unassigned Fund Balance Millions $70.0 $60.0 $50.0 54.0 $40.0 $30.0 37.8 40.9 43.3 44.6 50.9 52.7 2012 2013 59.1 41.9 29.0 $20.0 $10.0 $0.0 2005 2006 2007 2008 2009 2010 2011 2014 Est 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 2014, the General Fund unassigned fund balance is estimated at $59.1 million, which is slightly above the 20-30% policy threshold. Fiscal Year Ending June 30 Debt Service Fund Restricted Fund Balance Millions $60.0 $50.0 $40.0 $30.0 31.8 $20.0 $10.0 $0.0 16.0 18.5 17.6 2005 2006 2007 38.1 34.7 35.4 2011 2012 38.3 34.3 23.9 2008 2009 2010 Fiscal Year Ending June 30 29 2013 2014 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 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 2014-15 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 14.9 $10.0 9.6 $5.0 $0.0 8.3 5.9 2005 2006 2007 2008 2009 2010 4.3 3.0 1.5 2011 2012 2013 0.1 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. 2014 Est Fiscal Year Ending June 30 Highway User Revenue Restricted Fund Balance Millions $20.0 $15.0 $10.0 11.1 11.3 9.4 12.8 8.2 $5.0 $0.0 5.9 2005 2006 2007 2008 2009 2010 4.7 2011 9.3 8.5 2013 2014 Est 6.7 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 in 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 en route to a new and more appropriate funding model of capital and operating expenditures. Fiscal Year Ending June 30 Transit Fund Restricted Fund Balance Millions $100.0 $80.0 86.4 $60.0 54.2 $40.0 $20.0 $0.0 73.0 72.2 41.8 29.6 2005 2006 38.2 2007 33.2 2008 27.6 2009 2010 2011 2012 Fiscal Year Ending June 30 30 2013 23.1 2014 Est The Transit Fund balance was built 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 2014-15 Annual Budget Enterprise Funds: Ten Year Fund Balance Trends Water/Wastewater Fund Unrestricted Net Assets Millions $70.0 $60.0 $50.0 60.8 65.6 55.6 $40.0 50.6 $30.0 42.9 34.4 $20.0 46.8 39.7 54.0 57.5 $10.0 $0.0 2005 2006 2007 2008 2009 2010 2011 2012 2013 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 an unrestricted retained earning reserve of no less than 25% of current year operating revenue, plus 2% of gross book value of tangible assets. 2014 Est Fiscal Year Ending June 30 Solid Waste Fund Unrestricted Net Assets Millions $8.0 $7.0 $6.0 $5.0 $4.0 $3.0 $2.0 2.2 $1.0 $0.0 2005 7.1 6.8 2006 3.9 2007 5.9 5.6 4.9 3.0 7.4 2008 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 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 2014 Est Fiscal Year Ending June 30 Golf Fund Unrestricted Net Assets Millions $600 $500 $400 540 469 $300 $200 264 $100 $0 -$100 2005 2006 2007 217 2008 0.4 -0.1 -0.3 -0.5 -0.7 -0.6 2009 2010 2011 2012 2013 2014 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 2014-15 Annual Budget Citywide Overview Total Operating Budget and Debt Service Budget Data Operating Budget Cost Per Capita FY 2012-13 FY 2013-14 FY 2013-14 FY 2014-15 Actual Budget Revised Budget $485,918,560 $427,759,025 $386,333,803 $430,710,844 $2,993 $2,629 $2,375 $2,642 (12.1)% (9.7%) 11.3% $39,935,291 $49,931,748 $31,557,446 $48,074,627 $246 $307 $194 $295 24.8% (36.8%) 52.0% % Change (cost per capita) Property Tax-Supported Debt Service Cost Per Capita % Change (cost per capita) Total Operating Revenue by Source Source General Fund Debt Service Fund Transportation/Transit Funds FY 2012-13 FY 2013-14 FY 2013-14 FY 2014-15 Actual Budget Revised Budget $170,445,298 $175,355,895 $181,233,934 $174,676,304 43,972,143 26,961,085 25,528,947 28,839,081 109,076,554 64,973,072 62,632,420 66,838,207 CDBG/Section 8 Funds 11,977,594 14,740,915 11,680,908 13,108,612 Governmental Grants/Donations 10,026,904 18,465,876 11,654,720 18,800,751 7,024,220 7,446,946 7,199,069 7,642,395 Solid Waste Fund 14,362,436 14,864,052 14,747,967 14,987,157 Water/Wastewater Fund 75,900,148 77,167,160 76,660,902 78,950,217 2,474,088 2,662,621 2,597,048 2,982,436 $445,259,385 $402,637,622 $393,935,915 $406,825,160 Performing Arts Fund Golf Fund Total Staffing Summaries Citywide: Full-Time Authorized Positions Source Total Personnel FY 2012-13 FY 2013-14 FY 2013-14 FY 2014-15 Actual Budget Revised Budget 1,578 1,573 1,571 1,567 9.7 9.7 9.7 9.6 0.0% 0.0% (0.01%) Employees/1,000 Population % Change (Employees/1,000 Population) 32 City of Tempe 2014-15 Annual Budget Residential Cost of Service The City maintains three utility services for water, wastewater, and solid waste. For FY 2014-15, no rate increases are planned for wastewater and solid waste services. The most recent water rate increase was effective January 2014. Local Taxes Sales Tax Effective July 1, 2014, the current tax rate is 1.8%. Prior to July 2014, residents had 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 was not applied to food for home consumption and construction contracting, and expired June 30, 2014. Currently, of the 1.8% sales tax rate, 1.2% 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 2014-15 will decrease to $2.4350/$100 assessed valuation. The primary tax rate is $0.9231 and the secondary tax rate is $1.5119. The primary levy is used to pay for General Fund services such as police, fire, parks, and libraries, while the secondary tax levy is restricted to repay debt on general obligation bonds. Utility Charges for Services Water/Wastewater Water and wastewater rates were increased in January 2014, impacting median, single family residential water rate customers by an increase of 2.2%. 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 2014-15, solid waste rates are annually reviewed to fully recover all operating, maintenance and debt service costs to provide residential, commercial, recycling and roll-off solid waste services. Efficiencies were gained by modifying the Uncontained/Bulk Program to reduce the collection frequency and renegotiating the landfill fee contract. Local Taxes Fiscal Year 2014-15 1 1 Average Utility Charges for Services (monthly) Sales Tax Property Tax Water Wastewater Solid Waste 1.8% $2.44 $30.06 $20.10 $19.98 Charges reflect the water rate increase effective January 2014. 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 2014-15 Annual Budget Personnel Summary: Ten Year History The number of full-time employees for FY 2014-15 excluding part-time and temporary employees, totals 1,567. Total employees per 1,000 population for FY 2014-15 is estimated at 9.61, 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 1,700 to 1,567 from 2006 to 2015 for a 7.8% decrease. During that same period, the number of employees per 1,000 population decreased by 11.7%. 1,000 800 6 4 600 400 2 200 0 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 Fiscal Year Full-Time Employees Per 1,000 Population Fiscal Year End Budgeted Full-Time Employees Employees Per 1,000 Population 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 1,700 1,734 1,831 1,851 1,811 1,602 1,583 1,580 1,573 1,567 10.88 11.08 11.49 11.59 11.30 9.91 9.77 9.73 9.67 9.61 34 0 City of Tempe 2014-15 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 2014-15 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 2014-15 through FY 2017-18. 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 2014 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 2014-15 operating budget was formulated using this forecast as a starting point. As such, the forecast provides the long-term context used as the foundation for budget development rather than a prospective look at the future impacts of current year budget choices. The Comprehensive Financial Plan covers all major operating funds, including: Governmental Funds ⋅ ⋅ ⋅ ⋅ ⋅ General Fund Transit Fund Transportation Fund Performing Arts Fund Debt Service Fund Enterprise Funds ⋅ Water/Wastewater Fund ⋅ Solid Waste Fund ⋅ Golf Fund 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 2014, the General Fund was projected to experience a deficit of $9.0 million in FY 2014-15 due to the expiration of the temporary sales tax. The deficit is projected to shrink steadily as the economy improves, turning into a $854 thousand surplus by FY 2017-18, as long as the number of positions remains constant throughout the forecast period, there is no significant reduction to the level of public programs or services, and total compensation growth is restricted in all years of the forecast to comply with the approved fiscal policy guidelines. The approved fiscal policy guidelines are to project a balanced budget with an unassigned fund balance between 20% and 30% throughout the 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, 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 $1.4 million by FY 2017-18. The Performing Arts Fund had a projected operating deficit throughout most of the forecast period. The annual deficit for FY 2014-15 is estimated at $1.0 million, improving to a $1.9 million surplus by FY 2017-18 due to a partial debt expiration that will result in a $3.4 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 every year through the end of the forecast. The surplus for this fund was estimated at $190 thousand in FY 2014-15 and it is projected to change to a deficit of $142 thousand by FY 2017-18. The Water/Wastewater Fund was projected to experience operating deficits through the forecast period absent water and sewer rate increase. After the rate adjustments, a $2.6 million surplus is projected by the last year of the forecast. The Solid Waste Fund was projected to experience a $1.7 million deficit in FY 2014-15, growing to $3.2 million by FY 201718. A rate study took place in Fall of 2013 to aid in the development of new proposed rates. 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 2014-15 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 2014-15 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 $5.9 billion in FY 2009-10. This trend is shown in 6.0 the graph at left. 5.0 4.0 3.0 2.0 1.0 0.0 5.3 6.6 7.1 7.1 6.5 5.9 6.1 6.2 6.5 6.7 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 2013-14 estimates) are retail (51%), real and personal rent (18%), utility and communications sales (9%), contracting (6%), and restaurant sales (8%). Overall taxable sales are expected to moderately increase in FY 2014-15 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 1.8% per year over the next five years. The disparity between growth in local and state populations is significant since several major revenue categories are dependent upon Tempe’s population as a percentage of the state. 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 2014-15 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 increase by 4% overall in FY 2014-15, and experience modest growth thereafter. The smaller increase 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 years have trended upward. Economic forecasts for the state call for continued slow growth in FY 2014-15, accelerating to a faster pace, but not reaching historical growth trends by the end of the decade. 39 City of Tempe 2014-15 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. Personnel Costs 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 2014-15 a 1.3% annual increase in overall personnel costs is assumed thereafter. Personnel costs represent the total amount of the compensation given to employees, not just salary and wages. The 1.3% assumption is intended to provide a possible growth pattern and is consistent with the City Council’s direction of limiting growth and providing long-term financial sustainability. The approved fiscal policy guidelines are to project a balanced budget with an unassigned fund balance between 20% and 30% throughout the forecast period. 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 8.0% 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 14/15 11.6% 38.8% 35.1% 39.6% FY 15/16 11.7% 41.7% 37.2% 39.6% FY 16/17 11.7% 44.1% 39.5% 39.6% FY 17/18 11.8% 44.7% 40.1% 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 1.8 to 2.0% 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 (-1.1% in FY 2014-15) and gradually increase in the out years (1.9% by FY 2017-18). 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 2014-15 Annual Budget 41 City of Tempe 2014-15 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 59% of revenue in the FY 2014-15 forecast. These revenue sources are highly susceptible to economic fluctuations. Projected General Fund local tax revenues for FY 2014-15 are lower than last year. However, this is entirely due to the expiration of 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 only 1% above the peak in FY 2006-07. Recent collections and economic reports point to slow growth in the local economy, and support moderate growth over the next four years, which translates into commensurate growth in local tax collections. 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 22% of revenue in FY 2014-15. 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. From an expenditure perspective, employee compensation and benefit costs have traditionally been the largest component of expenditures, representing 80% of the projected total in FY 2014-15. 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 8% during each 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. Unless carefully managed, these costs could easily outpace revenue growth in the future. 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 2013 lead to an increase in the balance to $53 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 04 05 06 07 08 09 10 11 12 13 Unassigned Fund Balance $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 52,658,705 42 City of Tempe 2014-15 Annual Budget General Fund: Projected Revenues and Expenditures 250,000 ($000) 200,000 150,000 100,000 50,000 Projected Actual 0 08-09 09-10 10-11 11-12 12-13 13-14 14-15 15-16 16-17 17-18 Revenues Expenditures 08/09 Actual 09/10 Actual 10/11 Actual 11/12 Actual 12/13 Actual 13/14 14/15 Projected Projected 15/16 Projected 16/17 Projected 17/18 Projected Local Taxes 84,869 81,443 94,255 100,706 103,904 109,635 101,906 106,510 110,033 113,917 Intergovernmental 44,048 39,134 34,219 31,723 34,921 37,428 39,893 41,608 42,039 44,031 Bldng & Trades/Plan & Zoning 5,681 4,633 3,918 5,489 Cultural and Recreation 6,244 5,443 5,781 6,053 5,183 8,113 5,827 4,497 4,608 4,723 6,386 5,704 5,709 5,825 5,951 6,078 Fines, Fees and Forfeitures 9,201 7,109 7,576 7,732 8,132 6,549 6,780 6,910 7,049 7,192 Business Licenses 1,546 1,538 1,573 1,651 1,714 1,655 1,658 1,661 1,665 1,668 Interest Income 5,034 1,900 915 549 457 330 450 718 933 977 Franchise Fees Other Revenue Sources 3,981 3,560 3,821 3,459 3,253 3,233 3,256 3,262 3,269 3,275 5,138 4,909 8,304 6,181 6,495 8,493 8,500 9,037 9,117 9,289 165,741 149,669 160,362 163,542 170,445 181,138 173,978 180,028 184,663 191,151 149,330 146,038 120,302 124,440 134,594 144,670 146,935 148,578 150,204 152,292 Revenues ($000) Total Revenues Expenditures ($000) Personnel Costs Materials and Supplies 8,737 7,940 8,092 9,567 10,413 8,887 8,707 8,758 8,919 9,102 24,598 21,746 19,708 24,211 24,534 24,648 26,166 26,741 27,349 27,972 429 385 219 371 307 474 417 424 433 441 Non-Deprtmtl/Loan Repayment 2,888 2,537 2,429 2,118 2,126 2,679 2,200 2,241 2,285 2,329 Capital Outlay 4,019 2,140 1,691 1,472 1,572 1,509 2,219 2,488 2,612 2,314 458 (1,468) 0 (493) (138) (212) (218) (224) (231) (238) 0 0 0 0 0 0 1,004 1,004 1,004 1,004 786 761 1,096 701 673 1,030 1,030 1,030 1,030 1,030 1,802 1,500 2,000 2,060 2,102 2,130 2,165 2,202 2,241 2,280 (6,420) (7,141) (6,523) (8,541) (8,701) (7,534) (7,368) (7,734) (8,077) (8,381) 186,626 174,439 149,014 155,906 167,483 178,282 183,257 185,508 187,767 190,144 Net Operating Surplus / (Deficit) (20,885) (24,771) 11,348 7,637 2,962 2,856 (9,279) (5,480) (3,104) 1,007 Fees and Services Travel and Training Community Facilities District Special Assessments Transportation Mtnce of Effort Tourism and Convention Bureau Internal Services/Adjustments Total Expenditures 43 City of Tempe 2014-15 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 53% of fund revenue in FY 2014-15. This specific tax, approved in September 1996 and effective January 1997, represents 0.5% of the City’s total 1.8% 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 at the end of June 2014. The second largest revenue source to the Transit Fund will change in FY 2014-15 to East Valley Bus Operations & Maintenance (EVBOM) maintenance and fuel, which will contribute 10% of fund revenue in FY 2014-15. This revenue source is a result of the consolidation of regional bus operations with the Regional Public Transportation Association (RPTA). 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 59% of projected expenditures in FY 2014-15. 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 3.8% per year on average through the end of the four year forecast period. Anticipated grant revenues to fund transit capital projects have increased projections of revenues and expenditures during the forecast period. The Transit Fund has been improved over the last three years from a structural deficit to producing a surplus most years 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 $1.4 million by FY 2017-18. Fund Balance The Transit Fund’s balance has grown from $42.0 million in FYE 2004 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. Utilizing the federal reimbursements, the Transit Fund paid off nearly $54 million of outstanding debt in July 2012, which is why the balance has shrunk to $27.6 million at FYE 2013. As a result of that debt retirement, annual debt service requirements decreased by approximately $650 thousand less per year. FYE Fund Balance 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 13 27,570,693 44 City of Tempe 2014-15 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 08-09 09-10 10-11 11-12 12-13 13-14 14-15 15-16 16-17 17-18 Revenues Expenditures 08/09 Actual 09/10 Actual 10/11 Actual 11/12 Actual 12/13 Actual 13/14 14/15 Projected Projected 15/16 Projected 16/17 Projected 17/18 Projected 29,851 27,891 29,012 30,172 30,087 31,299 33,346 34,890 35,986 37,219 LTAF II 278 184 0 475 476 476 476 476 476 476 ASU-Flash Transit 603 721 856 874 814 819 859 890 913 942 Interest Income 180 404 430 339 178 144 148 386 607 847 Light-Rail Fares 964 2,603 2,972 3,521 3,814 3,391 3,493 4,231 4,746 4,335 11,298 10,473 8,923 7,960 7,357 0 0 0 0 0 0 0 0 0 0 6,098 6,202 6,313 6,433 6,549 2,305 2,241 2,003 2,270 2,166 2,414 2,726 2,809 2,945 3,007 0 0 0 0 0 3,684 3,721 3,758 3,946 3,986 3,376 1,891 4,336 4,570 9,523 3,689 2,953 2,545 2,568 2,581 48,854 46,408 48,533 50,180 54,415 52,014 53,924 56,298 58,622 59,942 Personnel Costs 3,841 4,027 2,869 2,681 2,911 3,242 3,377 3,530 3,703 3,829 Materials and Supplies 6,451 3,670 3,680 3,944 3,805 3,972 3,933 3,894 3,914 3,988 39,811 42,892 38,643 35,391 37,407 37,521 38,155 38,837 41,120 43,384 28 11 8 3 6 15 15 16 16 16 250 61 17 49 214 65 56 285 52 53 6,019 5,186 5,275 5,313 4,247 4,663 4,656 4,658 4,659 4,658 531 751 340 248 280 243 248 260 270 280 0 0 0 0 0 75 18 18 19 19 650 656 633 617 560 698 713 748 780 810 0 0 0 367 959 3,730 5,505 3,173 2,459 1,486 57,581 57,255 51,464 48,613 50,389 54,223 56,675 55,420 56,993 58,524 (8,727) (10,847) (2,931) 1,567 4,025 (2,210) (2,751) 878 1,629 1,418 Revenues ($000) Transit Tax Out of Jurisdiction Svc Revenue EVBOM Maint & Fuel (RPTA) PTF Funding Bus Fares Miscellaneous Revenue Total Revenues Expenditures ($000) Fees and Services Travel and Training Capital Outlay Debt Service Internal Svc Charges/Adjmts Contingency Indirect Cost Allocations New Transit Tax CIP Funding Total Expenditures Net Operating Surplus / (Deficit) 45 City of Tempe 2014-15 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 2014-15. This specific tax, approved in May 2000 and effective January 2001, represents 0.1% of the City’s total 1.8% 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% 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 $1.9 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. 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 Fund Balance 04 05 $14,339,689 14,255,302 06 07 15,064,184 14,865,175 08 09 9,635,775 8,328,983 10 11 5,937,646 4,296,447 12 13 2,996,651 1,460,975 46 City of Tempe 2014-15 Annual Budget Performing Arts Fund: Projected Revenues and Expenditures ($000) 10,000 8,000 6,000 4,000 2,000 Actual Projected 0 08-09 09-10 10-11 11-12 12-13 13-14 14-15 15-16 16-17 17-18 Revenues Expenditures 08/09 Actual 09/10 Actual 10/11 Actual 11/12 Actual 12/13 Actual 13/14 Projected 14/15 Projected 15/16 Projected 16/17 Projected 17/18 Projected Revenues ($000) Performing Arts Tax 6,159 5,750 5,980 6,236 6,237 6,488 6,912 7,232 7,460 7,715 Facility Revenue 745 562 643 647 772 701 711 741 756 779 Interest Income 224 108 47 25 15 11 10 0 0 0 Total Revenues 7,128 6,420 6,670 6,908 7,024 7,200 7,634 7,973 8,216 8,494 1,871 1,970 1,508 1,528 1,671 1,731 1,790 1,853 1,954 2,045 Expenditures ($000) Personnel Costs Materials and Supplies Fees and Services Travel and Other Debt Service Internal Service Charges Total Expenditures Net Operating Surplus / (Deficit) 99 78 87 81 108 105 106 161 111 188 514 452 379 396 469 520 561 575 590 606 2 1 1 2 0.5 1 1 1 2 2 6,017 6,008 6,023 6,172 5,925 5,926 5,919 5,922 3,428 3,429 242 286 291 260 257 249 255 267 279 290 8,746 8,794 8,288 8,438 8,548 8,532 8,631 8,780 6,364 6,559 (1,618) (1,530) (1,523) (1,332) (997) (807) 1,852 1,935 (1,618) (2,374) 47 City of Tempe 2014-15 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 89% of revenue in FY 2014-15. 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 39% 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. 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 Fund Balance 04 05 06 07 08 09 10 11 12 13 $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 7,617,111 48 City of Tempe 2014-15 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 08-09 09-10 10-11 11-12 12-13 13-14 14-15 15-16 16-17 17-18 Revenues Expenditures 08/09 Actual 09/10 Actual 10/11 Actual 11/12 Actual 12/13 Actual 13/14 Projected 14/15 15/16 Projected Projected 16/17 Actual 17/18 Actual 9,945 9,422 9,503 8,098 8,856 8,751 9,587 9,674 9,760 9,818 709 0 0 0 0 0 0 0 0 0 7 516 420 682 479 81 134 119 141 166 786 761 1,096 701 673 1,030 1,030 1,030 1,030 1,030 (278) 0 0 0 0 0 0 0 0 0 11,169 10,700 11,020 9,481 10,008 9,862 10,751 10,823 10,931 11,015 5,081 5,245 3,176 3,048 3,554 3,979 4,121 4,258 4,422 4,563 670 465 367 424 457 737 750 764 779 794 1,977 2,065 2,105 1,892 1,936 2,299 2,368 2,437 2,508 2,582 26 17 7 10 12 19 20 20 20 21 Capital Outlay 1,269 549 236 107 77 607 774 518 518 362 Debt Service 2,770 2,770 2,770 1,550 500 0 0 0 0 0 0 0 0 0 0 1,427 300 300 300 300 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 CIP Pay As You Go Loan Repayment 310 310 310 3 3 3 3 3 3 3 Internal Service Charges 1,354 1,035 974 2,758 983 1,346 1,375 1,443 1,508 1,564 Indirect Cost Allocations 692 927 854 641 654 758 851 893 933 968 14,147 13,383 10,800 10,433 8,177 11,176 10,561 10,636 10,991 11,157 (2,978) (2,683) 220 (952) 1,831 (1,314) 190 186 (60) (142) Total Expenditures Net Operating Surplus / (Deficit) 49 City of Tempe 2014-15 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 98% of fund revenue in FY 2014-15. 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 48% of expenses in FY 2014-15. 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 3.2% 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 $54.0 million at FYE 2013. FYE 04 05 06 07 08 09 10 11 12 13 Unrestricted Net Assets $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 54,005,888 50 City of Tempe 2014-15 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 08-09 09-10 10-11 11-12 12-13 13-14 14-15 15-16 16-17 17-18 Revenues Expenditures 08/09 Actual 09/10 Actual 10/11 Actual 11/12 Actual 12/13 Actual 13/14 Projected 14/15 15/16 16/17 Projected Projected Projected 17/18 Projected Charges for Service-Water 29,071 32,813 35,796 40,242 42,304 48,470 50,539 52,272 54,019 55,851 Charges for ServiceWastewater 23,330 27,512 33,322 32,277 31,941 29,557 30,144 30,742 31,353 31,975 1,523 789 562 267 228 175 308 626 943 1,194 536 520 509 520 520 545 554 561 561 561 60 41 21 0 0 0 0 0 0 0 178 105 787 1,979 662 335 378 397 375 392 54,698 61,781 70,998 75,284 75,655 79,082 81,923 84,598 87,251 89,974 15,901 17,686 14,241 14,588 15,559 16,500 16,791 17,554 18,255 18,941 4,111 3,799 4,038 4,660 4,962 6,963 6,260 6,376 6,500 6,627 13,072 12,497 13,696 12,533 16,497 14,024 14,907 15,166 15,574 15,993 148 122 92 76 52 177 177 180 184 187 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 25,867 28,940 31,995 32,694 33,199 35,817 38,751 38,693 39,494 40,575 Internal Service Charges Debt Service 1,581 2,215 1,575 1,724 1,812 2,134 2,147 2,253 2,353 2,442 Indirect Cost Allocations 2,434 2,146 1,853 1,985 2,104 2,239 2,287 2,401 2,508 2,602 0 0 0 0 0 1,000 0 0 0 0 63,113 67,405 67,491 68,260 74,185 78,854 81,320 82,623 84,868 87,366 (8,415) (5,624) 3,507 7,024 1,470 228 603 1,975 2,383 2,607 Contingency Total Expenses Net Operating Surplus / (Deficit) 51 City of Tempe 2014-15 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 99% of fund revenue in FY 2014-15. 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 37% and 21% of FY 201415 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 $7.4 million in unrestricted net assets in the Solid Waste Fund at FYE 2013. 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 04 05 06 07 08 09 10 11 12 13 Unrestricted Net Assets $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 7,424,234 52 City of Tempe 2014-15 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 08-09 09-10 10-11 11-12 12-13 13-14 14-15 15-16 16-17 17-18 Revenues Expenditures 08/09 Actual 09/10 Actual 10/11 Actual 11/12 Actual 12/13 Actual 13/14 Projected 14/15 15/16 16/17 17/18 Projected Projected Projected Projected 14,934 14,958 15,157 14,866 14,447 14,662 14,796 14,826 14,855 14,885 Interest Income 106 67 47 35 27 30 25 53 50 14 Other Revenue Sources 400 251 212 26 (81) 80 111 166 215 307 15,440 15,275 15,416 14,927 14,394 14,772 14,932 15,044 15,120 15,206 5,414 5,602 5,327 5,260 5,571 5,811 6,072 6,397 6,701 6,973 162 93 172 170 219 220 224 228 232 237 3,697 3,252 3,502 3,487 3,639 3,414 3,482 3,546 3,615 3,686 0 3 10 40 4 24 24 25 25 26 Revenues ($000) Charges for Services Total Revenues Expenses ($000) Personnel Costs Materials and Supplies Fees and Services Travel and Training Capital Outlay 1,377 2,046 1,149 1,243 312 3,400 2,298 2,395 2,307 2,374 Internal Service/Adjustments 3,167 3,035 2,569 2,931 2,992 3,358 3,429 3,600 3,760 3,901 790 782 752 350 541 953 974 1,022 1,068 1,108 0 0 350 807 866 371 101 103 145 59 14,607 14,812 13,832 14,287 14,143 17,551 16,604 17,316 17,852 18,362 833 463 1,584 640 251 (2,779) (1,673) (2,272) (2,732) (3,156) Indirect Cost Allocations Transfers Total Expenses Net Operating Surplus / (Deficit) 53 City of Tempe 2014-15 Annual Budget Golf Fund Forecast Discussion The largest component of Golf Fund revenue is Greens Fees, which contribute 65% of revenue in FY 2014-15. 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, is forecasted to begin generating operating surpluses in the out-years of the forecast. Unrestricted Net Assets As of FYE 2013, the Golf Fund has a deficit balance. FYE 04 05 Unrestricted Net Assets $604,703 540,158 06 468,457 07 263,853 08 217,821 09 42,449 10 (107,509) 11 (325,497) 12 (472,856) 13 (697,308) 54 City of Tempe 2014-15 Annual Budget Golf Fund: Projected Revenues and Expenditures 4 ($000) 3 3 2 2 1 1 Actual Projected 0 08-09 09-10 10-11 11-12 12-13 13-14 14-15 15-16 16-17 17-18 Revenues Expenditures 08/09 Actual 09/10 Actual 10/11 Actual 11/12 Actual 1,562 1,370 1,397 1,509 252 204 165 Rental Charges 0 0 Range Fees 0 0 12/13 Actual 13/14 Projected 14/15 Projected 15/16 Projected 16/17 Projected 17/18 Projected 1,600 1,742 1,803 1,921 1,930 2,050 0 0 0 0 0 0 0 0 581 645 652 693 740 743 775 0 173 189 200 208 211 214 216 Revenues ($000) Greens Fees Pro Shop/Restaurant Interest Income Other Revenue Sources Total Revenues 5 1 0 (2) (1) 0 0 0 0 0 66 3 270 155 114 74 74 74 74 74 1,885 1,578 1,833 2,417 2,548 2,668 2,777 2,945 2,962 3,115 1,225 1,115 727 852 689 879 902 937 1,004 1,010 Expenses ($000) Personnel Costs Materials and Supplies 220 198 227 451 555 491 500 509 519 529 Fees and Services 379 448 455 923 937 801 824 845 867 891 56 8 111 137 121 180 180 180 180 Internal Service Charges 157 132 115 151 160 167 171 179 187 194 Indirect Cost Allocations 139 126 129 66 115 150 154 161 169 175 2,175 2,027 1,765 2,580 2,578 2,668 2,729 2,811 2,926 2,979 (291) (449) 68 (163) (30) (0) 48 134 36 137 Capital Outlay Total Expenses Net Operating Surplus / (Deficit) 55 180 City of Tempe 2014-15 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 92% of fund revenue in FY 2014-15. 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 on 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 2013, the Debt Service Fund had a restricted balance of $38.3 million. Accelerated debt retirement is planned in the near term which will spend down fund balance and help to moderate future annual debt service requirements. FYE 04 Restricted Fund Balance $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 13 38,275,002 56 City of Tempe 2014-15 Annual Budget Debt Service Fund: Projected Revenues and Expenditures 40,000 ($000) 35,000 30,000 25,000 20,000 15,000 10,000 5,000 Actual Projected 0 08-09 09-10 10-11 11-12 12-13 13-14 14-15 15-16 16-17 17-18 Revenues Expenditures 08/09 Actual 09/10 Actual 10/11 Actual 11/12 Actual 12/13 Actual 13/14 Projected 14/15 15/16 16/17 17/18 Projected Projected Projected Projected 23,416 24,913 21,691 22,100 22,983 23,766 24,609 25,579 26,623 27,714 2,770 2,770 2,770 1,550 500 0 0 0 0 0 0 0 0 559 735 738 733 733 730 729 AZSTA Payment 263 93 52 0 1,763 1,585 1,270 1,301 4,149 4,662 SRP In -Lieu Payment Revenues ($000) Secondary Property Tax Transfer from HURF Other Transfers In 876 0 0 0 0 0 0 0 0 0 Interest Income 8 0 0 0 0 0 0 0 0 0 Total Revenues 27,333 27,776 24,513 24,209 25,981 26,090 26,612 27,614 31,502 33,106 14,061 16,318 17,836 17,987 17,806 19,307 30,854 21,235 22,338 23,395 Expenditures ($000) G.O. Debt Service Excise Tax Debt Service 1,733 2,254 2,259 2,806 2,959 2,988 2,967 3,881 3,847 3,855 Rio Salado Debt Service 3,058 3,058 3,050 3,055 2,996 2,929 2,925 3,045 3,046 3,041 463 288 4,869 0 0 0 0 0 0 0 Special Assessment Debt Service 0 0 0 0 0 1,004 0 0 0 0 Marriott Agreement Payment 0 0 0 0 0 4,000 0 0 0 0 Total Expenditures 19,315 21,917 28,013 23,848 23,761 30,227 36,746 28,161 29,231 30,291 8,018 5,859 (3,501) 361 2,220 (4,138) (10,134) (547) 2,271 2,814 America West Payment Net Operating Surplus / (Deficit) 57 City of Tempe 2014-15 Annual Budget 58 City of Tempe 2014-15 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 2014-15 Annual Budget Total Revenue Total revenue for FY 2014-15 is $522.8 million reflecting $406.8 million in operating revenue and $116.0 million from bond proceeds and other revenue sources in the Capital Budget. The FY 2014-15 operating revenue total represents a 1% increase from FY 2013-14. The increase in operating revenue sources is primarily in the Enterprise, Transportation/Transit, and General Governmental areas and consists of increases in local tax revenue, intergovernmental revenue and charges for services. FY 2014-15 Other, 10% Transportation, 16% Bonds/Notes CIP Other Revenue 22% Operating Revenue 78% Enterprise, 24% General Governmental, 50% TOTAL REVENUE FY 2013-14 Budget FY 2014-15 Budget $135,114,912 $129,415,392 1,664,632 1,636,750 Intergovernmental 41,033,220 44,568,410 Charges for Services 10,660,157 11,452,301 Fees, Fines, and Forfeitures 7,455,390 7,793,080 Miscellaneous 6,388,669 8,649,452 Transportation/Transit 64,973,072 66,838,207 7,446,946 7,642,395 CDBG/Section 8 Housing 14,740,915 13,108,612 Restricted Revenue/Grants/Donations 18,465,876 18,800,751 Enterprise 94,693,833 96,919,810 TOTAL OPERATING REVENUE $402,637,622 $406,825,160 Operating Revenue Per Capita $2,475 $2,496 Bond/Note Proceeds 75,315,180 91,593,129 CIP Other Revenue 16,464,726 24,366,444 $494,417,726 $522,784,733 $3,039 $3,207 OPERATING REVENUE General Governmental Local Taxes Licenses and Permits Performing Arts 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 60 City of Tempe 2014-15 Annual Budget Total Revenue by Source Comparative Revenue by Source FY 2013-14 Budget to FY 2014-15 Budget Fiscal Year Ending June 30 40% 35% 36% 33% 30% 25% 21% 20% 22% 20% 19% 15% 15% 14% 10% 10% 11% 5% 0% Local Taxes User Charges Intergovernmental 2013-14 All Other CIP 2014-15 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 Other Revenue Total Revenue FY 2012-13 Actual FY 2013-14 Budget FY 2013-14 Revised FY 2014-15 Budget $85,930,808 30,087,229 46,677,952 6,236,879 $89,281,629 31,702,000 47,896,825 6,657,096 $91,003,456 31,298,751 48,467,705 6,488,019 $82,152,592 33,346,352 50,139,082 6,912,473 0 74,263,175 14,444,211 8,758,805 5,182,620 0 35,556,591 8,855,957 11,977,594 19,544,305 1,762,947 0 895,654 10,026,904 75,211,966 8,132,195 1,713,594 31,705,000 7,198,964 0 76,442,160 14,764,052 8,288,464 4,911,527 0 37,838,500 9,122,472 14,740,915 9,495,594 1,238,750 0 679,800 18,465,876 21,991,940 7,455,390 1,664,632 75,315,180 16,464,726 0 75,561,264 14,663,000 8,117,802 8,112,586 0 37,859,528 8,750,802 11,680,908 7,847,610 1,762,947 0 689,223 11,654,720 20,818,862 7,479,535 1,679,197 11,650,000 33,457,847 0 78,051,860 14,796,495 8,203,748 5,827,381 0 40,338,841 9,630,103 13,108,612 7,079,753 1,269,719 0 941,100 18,800,751 26,796,468 7,793,080 1,636,750 91,593,129 24,366,444 $484,163,350 $494,417,528 $439,043,762 $522,784,733 61 City of Tempe 2014-15 Annual Budget Components of Total Revenue FY 2014-15 Total Revenue $522,784,733 Operating Budget $406,825,160 Capital Budget $115,959,573 General Governmental Special Revenue Enterprise Bond/Note Proceeds Other Revenue $203,515,385 $106,389,965 $96,919,810 $91,593,129 $24,366,444 Local Taxes/ Licenses & Permits $131,052,142 Transit Water/ Wastewater $78,950,217 General Purpose Bonds Federal Grants $52,344,938 $16,798,944 Solid Waste Water/ Wastewater Bonds $39,248,191 Pay-As-You-Go and Outside Revenue $7,567,500 Intergovernmental $44,568,410 Charges for Services $11,452,301 Fines and Forfeitures $57,069,807 CDBG/Section 8 Housing $13,108,612 Governmental Grants and Donations $11,311,011 $7,793,080 Highway User Revenue $9,768,400 Miscellaneous Performing Arts Tax $8,649,452 $7,642,395 Police – RICO and Grants $5,959,619 $14,987,157 Golf $2,982,436 + 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 $1,530,131 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 62 City of Tempe 2014-15 Annual Budget Comparative Operating Revenue by Major Source and Fund FY 2012-13 Actual Revenue Source General Fund FY 2013-14 Budget FY 2013-14 Revised FY 2014-15 Budget Local Taxes City Sales Tax $85,930,808 $89,281,629 $91,003,456 $82,152,592 Primary Property Tax 13,242,708 13,778,678 13,778,678 14,324,634 Transient Lodging Tax 4,730,174 5,014,504 4,894,695 5,072,952 Franchise Fees 3,211,531 3,273,736 3,232,702 3,255,702 SRP Payment in Lieu of Taxes 2,510,430 2,063,542 2,795,630 2,876,282 $109,625,651 $113,412,089 $115,705,161 $107,682,162 State Sales Tax 13,236,998 13,973,746 13,973,746 14,612,667 State Income Tax 16,519,248 18,042,169 18,042,169 19,575,936 5,165,072 5,390,585 5,411,613 5,718,238 Total Local Taxes Intergovernmental Revenue Vehicle License Tax Agreements Total Intergovernmental Building & Trades/Planning & Zoning 635,273 432,000 432,000 432,000 $35,556,591 $37,838,500 $37,859,528 $40,338,841 $5,182,620 $4,911,527 $8,112,586 $5,827,381 Cultural and Recreational Registration Fees 4,678,133 4,372,781 4,368,641 4,398,641 Recreation Admission Charges 533,989 437,324 432,824 412,824 Library Fines and Fees 209,102 190,450 153,594 50,300 Other Cultural and Recreation Fees 965,118 748,075 745,555 763,155 $6,386,342 $5,748,630 $5,700,614 $5,624,920 892,535 1,032,800 843,999 860,457 Criminal Fines 1,041,842 1,037,017 1,002,047 1,021,587 Parking Fines 341,676 366,012 308,071 314,078 5,856,142 5,019,561 5,325,418 5,596,958 $8,132,195 $7,455,390 $7,479,535 $7,793,080 $1,713,594 $1,664,632 $1,679,197 $1,636,750 Total Cultural and Recreational Fines, Fees and Forfeitures Traffic Fines Other Fines, Fees and Forfeitures Total Fines, Fees and Forfeitures Business/Non-Business Licenses Other Revenue Sources Interest Income Other Miscellaneous Revenue Total Other Revenue 457,009 330,000 330,000 450,100 3,391,298 3,995,127 4,367,313 5,323,070 $3,848,307 $4,325,127 $4,697,313 $5,773,170 $170,445,298 $175,355,895 $181,233,934 $174,676,304 Secondary Property Tax 22,983,109 23,766,365 23,766,000 24,609,512 Intergovernmental 20,989,034 3,194,720 1,762,947 4,229,569 Total Debt Service Fund $43,972,143 $26,961,085 $25,528,947 $28,839,081 Total General Fund Debt Service Fund Note: Totals may not sum exactly due to rounding. 63 City of Tempe 2014-15 Annual Budget Revenue Source Transit Fund Transit Tax FY 2012-13 Actual FY 2013-14 Budget FY 2013-14 Revised FY 2014-15 Budget 30,087,229 31,702,000 31,298,751 33,346,352 Lottery Transfer In 475,559 475,559 475,559 475,559 ASU-Flash Transit 814,293 932,103 932,103 819,983 Interest Income 177,876 144,000 144,000 148,000 Federal and State Funding 18,254,453 8,087,932 6,439,948 5,784,211 Miscellaneous Revenue 50,282,027 14,437,506 14,437,506 16,495,702 $100,091,437 $55,779,100 $53,727,867 $57,069,807 8,855,957 9,122,472 8,750,802 9,630,103 129,160 71,500 153,751 138,297 $8,985,117 $9,193,972 $8,904,553 $9,768,400 6,236,879 6,657,096 6,488,019 6,912,473 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 14,999 10,800 10,800 10,000 772,342 779,050 700,250 719,922 $7,024,220 $7,446,946 $7,199,069 $7,642,395 Fund 45 Police-RICO/Grants Fund $3,887,099 $5,602,064 $4,622,113 $5,959,619 Fund 46 Governmental Grants/Donation Fund $5,428,797 $11,447,386 $6,031,301 $11,308,718 $709,855 $1,411,301 $996,768 $1,530,131 $1,153 $5,125 $4,538 $2,283 $11,977,594 $14,740,915 $11,680,908 $13,108,612 8,345,481 8,342,352 8,342,352 8,359,000 Fund 47 Court Enhancement Fund Fund 48 Peterson House Endowment Fund Total CDBG/Section 8 Housing Funds Solid Waste Fund Residential Service Commercial Service 4,396,535 4,700,000 4,559,000 4,581,795 Roll-Off Service 1,327,632 1,331,200 1,370,148 1,463,900 374,564 390,500 391,500 391,800 27,094 20,000 29,967 25,000 (108,869) 80,000 55,000 165,662 $14,864,052 $14,747,967 $14,987,157 Recycling Interest Income Miscellaneous Revenue Total Solid Waste Fund $14,362,437 Note: Totals may not sum exactly due to rounding. 64 64 City of Tempe 2014-15 Annual Budget Revenue Source Water/Wastewater Fund FY 2012-13 Actual FY 2013-14 Budget FY 2013-14 Revised FY 2014-15 Budget Charges for Service-Water Water Consumption Water Service Irrigation Other Water Charges 31,936,745 34,400,000 34,400,000 36,400,000 9,709,406 10,200,000 10,200,000 10,500,000 259,819 330,660 330,660 330,660 1,010,315 691,500 1,005,604 596,200 $42,916,285 $45,622,160 $45,936,264 $47,826,860 Sewer Usage 22,575,695 22,200,000 21,000,000 21,400,000 Sewer Service 8,745,080 8,600,000 8,600,000 8,800,000 26,116 20,000 25,000 25,000 Total Charges for Service-Water Charges for Service-Wastewater Irrigation $31,346,891 $30,820,000 $29,625,000 $30,225,000 Interest Income Total Charges for Service-Wastewater 219,573 175,000 175,000 308,000 Land and Facility Rental 520,000 520,000 520,000 520,000 Other Miscellaneous Revenue Total Water/Wastewater Fund 897,400 30,000 404,638 70,357 $75,900,148 $77,167,160 $76,660,902 $78,950,217 1,600,121 1,760,784 1,716,938 1,858,906 Golf Fund Greens Fees Interest Income Other Revenue Sources Total Golf Fund Total Operating Revenue - All Funds (896) 0 (544) 0 874,863 901,837 880,654 1,123,530 $874,863 $2,662,621 $1,782,491 $2,982,436 $445,259,385 $402,637,622 $393,935,915 $406,825,160 Notes: 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. Totals may not sum exactly due to rounding. 65 City of Tempe 2014-15 Annual Budget General Governmental Revenue: Ten Year Historical Trends City Sales Tax Restrictions Current General Fund rate of 1.2% 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 Percent Change 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 est. 2014-15 est. $66,667,254 74,945,676 84,457,854 81,257,842 72,420,832 67,369,737 80,341,215 83,545,200 85,930,808 91,003,456 82,152,592 8.8% 12.4% 12.7% (3.8%) (10.9%) (7.0%) 19.3% 4.0% 2.9% 5.9% (9.7%) 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 were exempted from the increase. The 0.2% temporary tax expired 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 2014-15 budgeted collection amount includes the end of the voter approved tax rate increase and assumes a gradual economic recovery. Major Influences: Taxable Sales, Population, and Consumer Price Index City Sales Tax $ Millions 100.0 90.0 80.0 70.0 60.0 50.0 40.0 30.0 66.7 74.9 84.5 81.3 72.4 67.4 20.0 10.0 0.0 Fiscal Year 66 66 80.3 83.5 85.9 91.0 82.2 City of Tempe 2014-15 Annual Budget Transient Lodging Tax Restrictions Fiscal Year Amount 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. 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 est. 2014-15 est. $2,784,826 3,201,772 3,439,069 3,534,640 2,811,364 2,512,518 4,351,046 4,523,369 4,730,174 4,894,695 5,072,952 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. Percent Change 15.4% 15.0% 7.4% 2.8% (20.5%) (10.6%) 73.2% 4.0% 4.6% 3.5% 3.6% 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 2014-15 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 68.7%* 70.4%* 69.9%* 66.4%* 56.5%* 55.0%* 59.7%* 59.9%* 60.6%* 63.4%* 67.0%* 5,458 5,367 5,180 5,366 5,502 5,553 5,305 5,305 5,305 5,428 5,835 0.0 64.5%* 4,632 Fiscal Year ∗ Percent Occupied/Number of Rooms 67 City of Tempe 2014-15 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 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 est. 2014-15 est. 1.35 1.40 1.40 1.40 1.40 1.40 1.40 1.79 2.14 2.49 2.44 $8,878,734 9,287,601 9,076,938 10,057,686 10,836,677 11,560,902 12,029,463 12,637,571 13,242,708 13,778,678 14,324,634 $14,631,500 16,430,588 16,465,111 20,781,970 23,415,585 24,913,392 21,690,870 21,884,734 22,983,109 23,766,000 24,609,512 $23,510,234 25,718,189 25,542,049 30,839,656 34,252,262 36,474,294 33,720,333 34,522,305 36,225,818 37,544,678 38,934,146 10.0% 9.4% (0.7%) 20.7% 11.1% 6.5% (7.6%) 2.4% 4.9% 3.6% 3.7% 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 2014-15 will total $2.44 per $100 assessed valuation, consisting of $0.93 per $100 of the primary assessed valuation for operating and maintenance costs and $1.51 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 45.0 40.0 35.0 30.0 25.0 20.0 15.0 Secondary Tax Levy 10.0 5.0 Primary Tax Levy 0.0 Fiscal Year 68 68 City of Tempe 2014-15 Annual Budget Salt River Project In-Lieu Tax Restrictions Fiscal Year Amount 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 est. 2014-15 est. $1,522,519 1,431,678 1,458,614 1,471,815 1,373,964 1,481,741 1,523,033 1,956,173 2,510,430 2,795,630 2,876,282 No restrictions on usage. Percent Change 39.2% (6.0%) 1.9% 0.9% (6.6%) 7.8% 2.8% 28.4% 28.3% 11.4% 2.9% 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 3.5 3.0 2.5 2.0 1.5 2.5 1.0 0.5 1.5 1.4 1.5 1.5 1.5 1.4 0.0 Fiscal Year 69 1.5 2.0 2.8 2.9 City of Tempe 2014-15 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 2004-05 $14,695,069 10.3% 2005-06 16,985,845 15.6% 2006-07 15,758,308 (7.2%) 2007-08 15,237,309 (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 2012-13 12,636,771 13,236,998 (0.2%) 4.7% 2013-14 est. 2014-15 est. 13,973,746 14,612,667 5.6% 4.6% Assumptions The state assesses a 5.6% sales tax, of which 0.6% is designated for educational purposes. A 1% temporary increase in the state 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 growth in FY 2014-15 is due to 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 2.0 376.2* 3.9% 435.6* 3.9% 462.0* 3.4% 447.1* 3.4% 387.1* 3.4% 357.0* 3.4% 373.3* 3.4% 0.0 Fiscal Year ∗ Total state shared sales tax revenue pool/City’s share of pool 70 70 392.5* 3.2% 411.1* 3.2% 436.7* 3.2% 456.6* 3.2% City of Tempe 2014-15 Annual Budget State Shared Vehicle License Tax Restrictions Fiscal Year No restrictions on usage other than must be expended for a public purpose. 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 est. 2014-15 est. Amount Percent Change $6,791,043 7,527,675 6,870,739 6,655,516 6,024,595 5,560,791 5,424,902 5.7% 10.8% (8.7%) (3.1%) (9.5%) (7.7%) (2.4%) 5,437,201 5,165,072 5,411,613 5,718,238 0.2% (5.0%) 4.8% 5.7% 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 to the timing of revenue reported by the Motor Vehicle Department’s third party vendors. The FY 2014-15 growth is based on 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 6.8 7.5 6.9 6.7 6.0 5.6 2.0 1.0 0.0 Fiscal Year 71 5.4 5.4 5.2 5.4 5.7 City of Tempe 2014-15 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 2004-05 2005-06 $14,582,117 16,607,943 2.0% 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 16,519,248 21.0% 2013-14 est. 2014-15 est. 18,042,169 19,575,936 9.2% 8.5% 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 2014-15 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 23.3 10.0 14.6 16.6 18.8 24.8 21.4 16.1 5.0 0.0 Fiscal Year 72 72 13.6 16.5 18.0 19.6 City of Tempe 2014-15 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 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 2012-13 6,052,606 6,386,342 4.7% 5.5% 2013-14 est. 2014-15 est. 5,700,614 5,624,920 (10.7%) (1.3%) 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 3.0 5.0 2.0 5.0 5.3 6.2 6.2 5.4 1.0 0.0 Fiscal Year 73 5.8 6.1 6.4 5.7 5.6 City of Tempe 2014-15 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. 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 est. 2014-15 est. Amount Percent Change $3,458,518 5,506,134 5,969,413 30.8% 59.2% 8.4% 6,479,274 5,680,740 4,633,358 3,918,147 5,488,936 5,182,620 8,112,586 5,827,381 8.5% (12.3%) (18.4%) (15.4%) 40.1% (5.6%) 56.5% (28.2%) Assumptions The annual growth rates shown above reflect the extremely cyclical nature of development. In FY 2004-05 and FY 2005-06, permitting activity increased due to the attractiveness of the Tempe downtown area for development, as well as the construction of Tempe Marketplace shopping center. The FY 2008-09 decrease is largely the result of large projects working their way out of the construction queue. Activity for FY 2009-10 and FY 2010-11 dropped further due to a tight credit market and regional oversupply in commercial real estate, which suppressed the demand for new construction. The FY 2011-12 increase is due primarily to multifamily residential projects, while FY 2012-13 shows a reduction in construction activity. The FY 2013-14 estimate shows extraordinary growth due to the State Farm project at Marina Heights. The FY 2014-15 decrease is largely due to the State Farm project working its way out of the construction queue. However, the continued improvement in the economy can be seen in the 12.4% growth that FY 2014-15 has over FY 2012-13. Major Influences: Population, Tax Laws, Economy and Development Charges for Services/Development Related $ Millions 9.0 8.0 7.0 6.0 5.0 4.0 3.0 2.0 1.0 1,242* $302.2 1,845* $453.6 1,442* $443.6 1,374* $373.6 1,106* $377.2 975* $182.9 0.0 1,000* $250.0 Fiscal Year ∗ Number of building permits/Valuation ($ in millions) 74 74 843* $104.0 915* $257.2 947* 1,143* 950* $178.3 $608.1 $350.0 City of Tempe 2014-15 Annual Budget Fines and Forfeitures Restrictions Fiscal Year No restrictions on usage. 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 est. 2014-15 est. Amount Percent Change $6,651,935 7,287,717 7,219,328 14.1% 9.6% (0.9%) 8,616,319 9,200,997 7,108,900 7,576,495 7,731,585 8,132,195 7,479,535 7,793,080 19.4% 6.8% (22.7%) 6.6% 2.0% 5.2% (8.0%) 4.2% Assumptions The fines and forfeitures revenue to the City derive from fines related to parking, traffic, criminal, animal control, defensive driving school, adult diversion, domestic violence, and false alarms, plus revenue from public defender reimbursements, forfeitures, and boot fees. The slight increase in FY 2012-13 is due to a number of new and revised fines and fees that were adopted as a result of the budget balancing effort. However, the new and revised fees have been offset by 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 2014-15 are based on a trend of little to no growth in the number of 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 4.0 3.0 6.7 7.3 8.6 9.2 7.2 7.1 2.0 1.0 0.0 Fiscal Year 75 7.6 7.7 8.1 7.5 7.8 City of Tempe 2014-15 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 2004-05 $28,848,493 7.9% 2005-06 32,440,081 12.4% 2006-07 34,971,294 7.8% 2007-08 2008-09 32,449,710 29,850,942 (7.2%) (8.0%) 2009-10 27,891,084 (6.6%) 2010-11 29,012,369 4.0% 2011-12 30,172,338 4.0% 2012-13 30,087,229 (0.3%) 2013-14 est. 2014-15 est. 31,298,751 33,346,352 4.0% 6.5% Assumptions The Transit Tax represents 1/2 cent of the 2.0% City Sales Tax. The tax for transit was approved by Tempe voters in September 1996 and became effective January 1, 1997. The FY 2014-15 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 28.8 32.4 35.0 32.4 29.9 27.9 10.0 5.0 0.0 Fiscal Year 76 76 29.0 30.2 30.1 31.3 33.3 City of Tempe 2014-15 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. 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 est. $5,768,058 6,480,218 7,007,790 6,820,193 6,158,761 5,749,649 5,979,900 6,236,500 6,236,879 6,488,019 9.3% 12.3% 8.1% (2.7%) (9.7%) (6.6%) 4.0% 4.3% 0.0% 4.0% 2014-15 est. 6,912,473 6.5% Assumptions The Performing Arts Tax represents 1/10 cent of the 2.0% City Sales Tax. This tax was approved in May 2000 and became effective January 2001. The FY 2014-15 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 5.8 6.5 7.0 6.8 6.2 5.7 2.0 1.0 0.0 Fiscal Year 77 6.0 6.2 6.2 6.5 6.9 City of Tempe 2014-15 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. 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 est. 2014-15 est. Amount Percent Change $12,492,819 11,222,223 11,854,088 11,387,320 9,945,310 9,422,203 9,503,470 13.8% (10.2%) 5.6% (3.9%) (12.7%) (5.3%) 0.9% 8,098,254 8,855,957 8,750,802 9,630,103 (14.8%) 9.4% (1.2%) 10.0% Assumptions Highway User Revenue Fund (HURF) revenue is comprised primarily of a share of the state-imposed tax on fuel (18 cents per gallon), but also includes a portion of vehicle license taxes and other motor carrier permits and fees. 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 2014-15 increase reflects moderate improvement in the state economy, as well as the end of the increase in the state budget allocation of HURF funds for the state Department of Public Safety. Major Influences: Population, State Statute, Economy and Gasoline Sales Highway User Tax $ Millions 14.0 12.0 10.0 8.0 6.0 4.0 12.5 11.2 11.9 11.4 9.9 9.4 2.0 0.0 Fiscal Year 78 78 9.5 8.1 8.9 8.8 9.6 City of Tempe 2014-15 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 Percent Change 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 $820,811 798,826 771,039 761,513 709,867 416,885 0 (3.0%) (2.7%) (3.5%) (1.2%) (6.8%) (41.3%) (100.0%) 474,508 475,559 475,559 475,559 100.0% 0.2% 0.0% 0.0% 2011-12 2012-13 2013-14 est. 2014-15 est. 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 0.3 0.2 0.82 0.80 0.77 0.76 0.71 0.47 0.42 0.1 0.00 0.0 Fiscal Year 79 0.48 0.48 0.48 City of Tempe 2014-15 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 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 est. 2014-15 est. $2,517,226 5,320,983 3,869,328 1,341,332 1,189,291 1,347,768 3,435,874 3,102,989 3,059,338 2,515,196 3,611,882 Section 8 Housing Grant Amount Percent Change 4.3% 111.4% (27.3%) (65.3%) (11.3%) 13.3% 154.9% (9.7%) (1.4%) (17.8%) 43.6% $8,562,338 7,840,074 8,508,012 8,722,976 10,041,342 9,674,069 9,791,085 9,487,793 8,918,256 9,165,712 9,496,730 2.4% (8.4%) 8.5% 2.5% 15.1% (3.7%) 1.2% (3.1%) (6.0%) 2.8% 3.6% 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 2014-15 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 14.0 12.0 10.0 2.5 5.3 3.9 3.4 1.2 1.3 10.0 9.7 1.3 3.1 3.1 2.5 8.9 9.2 3.6 8.0 6.0 4.0 8.6 7.8 8.5 8.7 9.8 9.5 2.0 0.0 Fiscal Year Section 8 Housing Grant Community Development Block Grant 80 80 9.5 City of Tempe 2014-15 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 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 est. 2014-15 est. Percent Change $40,696,171 44,396,334 46,180,573 (0.9%) 9.1% 4.0% 49,083,207 52,407,237 60,330,191 67,111,483 73,149,049 74,263,175 75,561,264 78,051,860 6.3% 6.8% 15.1% 11.2% 9.0% 1.5% 1.7% 3.3% Assumptions Water/Wastewater revenue is derived from fees and service charges assessed to residential and commercial customers of the City’s water and wastewater systems. Revenue also includes charges to the City’s residential irrigation customers. Over the past few years, both water and sewer rates have been adjusted to address increased costs resulting from inflation, debt service on capital projects, and environmental regulation compliance. 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 40.7 44.4 46.2 49.1 52.4 60.3 10.0 0.0 Fiscal Year 81 67.1 73.1 74.3 75.6 78.1 City of Tempe 2014-15 Annual Budget Solid Waste Fees Restrictions Fiscal Year Used to defray costs of providing solid waste collection and disposal service. Amount 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 est. 2014-15 est. Percent Change $12,054,563 12,989,827 9.4% 7.8% 13,820,128 14,669,542 6.4% 6.1% 15,130,988 15,242,801 3.1% 0.7% 15,416,283 14,927,082 1.1% (3.2%) 14,362,436 14,747,967 14,987,157 (3.8%) 2.7% 1.6% 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 12.1 13.0 13.8 14.7 15.1 15.2 4.0 2.0 0.0 Fiscal Year 82 82 15.4 14.9 14.4 14.7 15.0 City of Tempe 2014-15 Annual Budget Golf Course Fees Restrictions Revenue is used to defray costs of operating the Rolling Hills and Ken McDonald golf courses. Rolling Hills Amount Percent Change Fiscal Year 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 est. 2014-15 est. $720,663 737,699 712,171 694,389 668,736 545,788 523,048 538,847 549,728 585,672 661,521 Ken McDonald Amount Percent Change (2.6%) 2.4% (3.5%) (2.5%) (3.7%) (18.4%) (4.2%) 3.0% 2.0% 6.5% 13.0% Assumptions $1,025,508 1,012,161 976,892 958,956 971,948 824,027 874,264 970,404 1,050,394 1,131,266 1,197,385 (3.3%) (1.3%) (3.5%) (1.8%) 1.4% (15.2%) 6.1% 11.0% 8.2% 7.7% 5.8% 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 2014-15 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 1.0 1.0 1.0 1.0 1.0 1.0 0.8 0.9 0.5 0.5 1.0 1.1 0.5 0.5 1.1 1.2 0.8 0.6 0.4 0.2 0.7 0.7 0.7 0.7 0.7 0.0 Fiscal Year Rolling Hills Ken McDonald 83 0.6 0.7 City of Tempe 2014-15 Annual Budget 84 84 City of Tempe 2014-15 Annual Budget Performance Budget Contents Performance Budget Summary .................................................................................................................................................. 86 Per Capita Performance ............................................................................................................................................................. 87 Performance Benchmarking ....................................................................................................................................................... 88 City Council Strategic Priorities Linked By Department .............................................................................................................. 89 City Organizational Chart ........................................................................................................................................................... 91 Mayor and Council ..................................................................................................................................................................... 92 City Manager .............................................................................................................................................................................. 94 City Attorney ............................................................................................................................................................................... 96 City Clerk .................................................................................................................................................................................... 98 City Court ................................................................................................................................................................................. 102 Community Development ......................................................................................................................................................... 104 Administration ....................................................................................................................................................................... 106 Building Safety...................................................................................................................................................................... 107 Planning ............................................................................................................................................................................... 108 Housing ................................................................................................................................................................................ 109 Community Services ................................................................................................................................................................ 112 Administration ....................................................................................................................................................................... 114 Community Relations ........................................................................................................................................................... 115 Library and Cultural Services................................................................................................................................................ 117 Recreation Services ............................................................................................................................................................. 119 Social Services ..................................................................................................................................................................... 120 Diversity Office ......................................................................................................................................................................... 122 Finance and Technology .......................................................................................................................................................... 124 Administration ....................................................................................................................................................................... 125 Finance ................................................................................................................................................................................. 126 Budget/Tax and License ....................................................................................................................................................... 128 Information Technology ........................................................................................................................................................ 130 Fire ........................................................................................................................................................................................... 132 Administration/Fire Prevention.............................................................................................................................................. 133 Emergency/Medical Services ............................................................................................................................................... 134 Training/Professional Development ...................................................................................................................................... 135 Homeland Security/Special Operations ................................................................................................................................ 136 Support Services/Personnel Safety ...................................................................................................................................... 137 Human Resources.................................................................................................................................................................... 138 Internal Audit Office .................................................................................................................................................................. 140 Police ....................................................................................................................................................................................... 142 Office of the Chief ................................................................................................................................................................. 143 Operations ............................................................................................................................................................................ 144 Support Services .................................................................................................................................................................. 145 Investigations and Organizational Services .......................................................................................................................... 146 Public Works ............................................................................................................................................................................ 148 Administration ....................................................................................................................................................................... 150 Engineering .......................................................................................................................................................................... 151 Field Operations ................................................................................................................................................................... 153 Transportation ...................................................................................................................................................................... 156 Water Utilities ....................................................................................................................................................................... 159 85 City of Tempe 2014-15 Annual Budget Performance Budget Summary As expected from a service oriented organization, Personnel Costs or salaries, wages, and benefits comprise 55% or $178.9 million, the largest share of budgeted departmental expenditures. Department Personnel Costs Grants and/or Restricted Expenditures Supplies/ Services Capital Outlay Total FY 2014-15 Budget Internal Services Mayor and Council $388,607 $47,431 0 0 $(58,251) $377,787 City Manager 1,577,190 326,353 2,324,710 0 (177,702) 4,050,551 City Attorney 3,164,222 87,618 284,193 0 (430,084) 3,105,949 City Clerk 507,014 524,820 0 0 66,702 1,098,536 City Court 2,972,427 552,167 1,234,488 0 612,813 5,371,895 Community Development 8,320,828 5,873,557 13,362,044 28,465 661,218 28,246,112 18,336,333 4,326,601 2,758,873 1,100 3,181,938 28,604,845 Community Services Diversity Office 382,172 87,874 0 0 Finance and Technology 14,322,927 10,466,355 0 0 Fire 23,911,041 2,302,588 685,793 96,795 3,266,492 278,536 0 0 Human Resources Internal Audit Office 27,841 497,887 (17,643,710) 7,145,572 1,782,952 28,779,169 (178,406) 3,366,622 409,783 6,169 0 0 24,007 439,959 Police 59,633,304 5,157,104 5,159,619 0 9,189,479 79,139,506 Public Works 41,429,319 87,408,688 4,000 7,159,214 3,869,297 139,870,518 178,621,659 117,445,861 25,813,720 7,285,574 928,094 330,094,908 0 87,360,375 0 0 0 87,360,375 (1,070,540) 4,170,784 0 0 31,737 3,131,981 0 10,123,580 0 0 0 10,123,580 177,551,119 219,100,550 25,813,720 7,285,574 959,831 430,710,844 0 0 0 0 150,438,466 150,438,466 $177,551,119 $219,100,550 $25,813,720 $7,285,574 $151,398,297 $581,149,310 Total Departmental Debt Service Non-Departmental Contingencies Total Operating Budget Capital Improvements Total Financial Program 86 City of Tempe 2014-15 Annual Budget Per Capita Performance The citywide budget for FY 2014-15 totals $581.1 million which represents a per capita amount of $3,601.68. The City continues to prioritize the general areas of Public Works and Public Safety accounting for over 75% of the total departmental budgets. FY 2012-13 Actual FY 2013-14 Budget FY 2013-14 Revised FY 2014-15 Budget $2.18 $2.45 $2.33 $2.32 City Manager $20.51 $23.81 $21.85 $24.85 City Attorney $20.89 $20.77 $20.65 $19.05 City Clerk $3.10 $5.22 $5.44 $6.74 City Court $23.44 $32.65 $29.46 $32.96 Community Development $149.69 $169.55 $172.25 $173.29 Community Services $145.70 $159.91 $157.50 $175.49 $2.70 $2.87 $2.72 $3.05 $40.67 $41.80 $44.36 $43.84 $171.30 $185.72 $175.15 $176.56 Human Resources $15.24 $19.46 $19.14 $20.65 Internal Audit Office $2.38 $2.53 $2.63 $2.70 Police $432.60 $451.92 $452.88 $485.51 Public Works $713.68 $811.84 $807.16 $858.09 $1,744.08 $1,930.51 $1,913.52 $2,025.10 $766.09 $568.15 $466.74 $535.95 $62.35 $63.64 $32.25 $19.21 $0.00 $61.03 $0.00 $62.11 $2,572.52 $2,623.53 $2,413.84 $2,642.37 $239.63 $734.75 $924.77 $922.92 $2,812.15 $3,358.07 $3,337.28 $3,565.29 Department Mayor and Council 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 2014-15 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 the 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 throughout in the Performance Budget section of this book. At their August 2013 annual retreat, the City Council identified and prioritized a number of citywide strategic priorities. Five strategic priorities emerged to guide Tempe over the next three to five years. The Council’s efforts to identify its priorities is supported by a citywide leadership development initiative (Leadership Development Program, LDP) that is 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 performance 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. A list of the City Council’s strategic priorities is listed below. The City Council is scheduled to review and update their priorities and committee structure during an August 2014 Council Retreat. The Tempe City Council is committed to: 1. Ensure Long-Term Financial Stability 2. Pursue Quality Economic Development 3. Maintain High Quality of Life and Services 4. Maintain Commitment to Public Safety 5. Create Innovative/Creative/Fun/Different/Active Atmosphere 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 2014-15 Annual Budget City Council Strategic Priorities Linked By Department The five strategic priorities generated by the City Council provide the framework to align our top strategic priorities through City Departments in creating goals and objectives that support the City Council’s vision and achieve operational and sustainable accountability. The relationship between departments and related council strategic priorities are identified and embedded in the following Performance Budget section. Department Mayor and Council City Manager City Attorney City Clerk City Court Community Development Community Services Ensure LongTerm Financial Stability Pursue Quality Economic Development Maintain High Quality of Life and Services Maintain Commitment to Public Safety Create Innovative/Creative/ Fun/Different/Active Atmosphere ◘ ◘ ◘ ◘ ◘ ◘ ◘ ◘ ◘ ◘ ◘ ◘ ◘ ◘ ◘ ◘ ◘ ◘ ◘ ◘ Diversity Office Finance and Technology Fire Human Resources Internal Audit Office Police Public Works ◘ ◘ ◘ ◘ ◘ ◘ ◘ ◘ ◘ ◘ ◘ 89 ◘ ◘ ◘ City of Tempe 2014-15 Annual Budget 90 City of Tempe 2014-15 Annual Budget City Organizational Chart Residents of Tempe Mayor and City Council City Clerk City Attorney City Manager City Court Assistant City Manager Diversity Office Internal Audit Office Community Development Building Safety Planning Housing Community Services Community Relations Library and Cultural Services Recreation Services Social Services Finance and Technology Finance Budget/Tax and License Information Technology Human Resources Fire Fire Prevention Emergency/ Medical Services Training/ Professional Dev Special Operations/ Homeland Security Support Services 91 Police Patrol Investigations Support Services Public Works Engineering Field Operations Transportation Water Utilities City of Tempe 2014-15 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 2014-15 Budget Highlights: ⋅ No change in staffing levels Expenditures by Type Personnel Costs Supplies and Services Internal Services Expenditure Total Per Capita Authorized Personnel Mayor and Council Total 2012-13 Actual $397,164 31,238 (73,779) $354,623 $2.18 2013-14 Budget $400,379 47,431 (49,445) $398,365 $2.45 2012-13 Actual Full Perm Temp Time FTE FTE 7 7 92 2013-14 Revised $404,686 24,725 (48,810) $380,601 $2.33 2013-14 Revised Full Perm Temp Time FTE FTE 7 7 2014-15 Budget $388,607 47,431 (58,251) $377,787 $2.32 2014-15 Budget Full Perm Temp Time FTE FTE 7 7 City of Tempe 2014-15 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 Performance Measure* Resident satisfaction with the appearance of the City (%) 2012-13 Actual 2013-14 Budget 2013-14 Revised 2014-15 Budget 88 88 83 88 Resident satisfaction with the image of the City (%) 87 87 84 87 Resident satisfaction with how well City planning growth (%) 61 61 63 65 Resident satisfaction with quality of life in the City (%) 85 85 86 87 Resident satisfaction with the feeling of safety in the City (%) 73 73 76 76 Resident satisfaction with the leadership of elected officials (%) 62 62 60 62 Resident satisfaction with the direction the City is heading (%) 63 63 65 63 Resident satisfaction with opportunities to express ideas/views to the City (%) 60 60 59 60 Resident satisfaction with efforts to keep residents informed on City budget (%) 57 57 55 57 Resident satisfaction with public involvement in the City’s decision-making (%) 57 57 52 57 *Measured by the percent of residents that responded with “Very Satisfied” or “Satisfied” in the annual Community Attitude Survey 93 City of Tempe 2014-15 Annual Budget City Manager City Manager Economic Development Government Relations Mayor/Council Staff 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. Economic Development 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. Government Relations is responsible for the coordination of all state and federal legislative activities. The Mayor/Council staff facilitate communication among the public, city staff, council committees and the Mayor and Council. FY 2014-15 Budget Highlights: ⋅ No change in staffing levels 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, and are reflected in FY 2013-14 revised estimates. Expenditures by Type Personnel Costs Supplies and Services Grants, Donations and/or Restricted Purpose Internal Services Expenditure Total Per Capita Authorized Personnel City Manager Economic Development Government Relations Mayor/Council Staff Total 2012-13 Actual $1,640,198 170,836 2013-14 Budget $1,383,223 174,821 2013-14 Revised $1,544,311 278,743 2014-15 Budget $1,577,190 326,353 1,595,019 (76,069) $3,329,984 $20.51 2,250,000 65,694 $3,873,738 $23.81 1,674,710 56,311 $3,554,075 $21.85 2,324,710 (177,702) $4,050,551 $24.85 2012-13 Actual Full Perm Temp Time FTE FTE 4 1 4 4 94 2013-14 Revised Full Perm Temp Time FTE FTE 4 2 1 4 11 2014-15 Budget Full Perm Temp Time FTE FTE 4 2 1 4 11 City of Tempe 2014-15 Annual Budget 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 Performance Measure Satisfaction with overall quality of City services* (%) 2012-13 Actual 2013-14 Budget 2013-14 Revised 2014-15 Budget 88 90 88 90 *Measured by the percent of residents that responded with “Very Satisfied” or “Satisfied” in the annual Community Attitude Survey Related Council Strategic Priority: Pursue Quality Economic Development and Ensure Long-Term Financial Stability Goal: To expand, diversify and drive investment in the Tempe economy Objective: To expand the tax base and job market in the community 2012-13 Actual Performance Measure 2013-14 Budget 2013-14 Revised 2014-15 Budget 55 Opportunities to attract Tempe businesses City of Tempe N/A* N/A* 50 GPEC (Greater Phoenix Economic Council) N/A* N/A* 19 21 2,336 3,000 3,390 2,000 Jobs generated by new companies New businesses brought to Tempe Employment Job-to-Resident ratio 19 20 17 15 93,697 95,742 95,742 97,137 57.7 58.8 58.8 59.6 “ Opportunities to attract Tempe businesses” begins in the “2013-14 Revised” column. Tracking criteria changed as a result of a restructure within the Community Development/Economic Development Department. 95 City of Tempe 2014-15 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 2014-15 Budget Highlights: The approved amount includes the following change: ⋅ Authorized wages to provide legal services for Community Development ($75,000) Expenditures by Type Personnel Costs Supplies and Services Grants, Donations and/or Restricted Purpose Internal Services Expenditure Total Per Capita Authorized Personnel City Attorney Total 2012-13 Actual $2,951,273 73,398 2013-14 Budget $3,019,659 91,899 2013-14 Revised $3,001,622 84,411 2014-15 Budget $3,164,222 87,618 321,925 44,522 $3,391,675 $20.89 261,393 5,879 $3,378,830 $20.77 269,274 3,694 $3,359,001 $20.65 284,193 (430,084) $3,105,649 $19.05 2012-13 Actual Full Perm Temp Time FTE FTE 23 1.75 23 1.75 96 2013-14 Revised Full Perm Temp Time FTE FTE 23 1.75 23 1.75 2014-15 Budget Full Perm Temp Time FTE FTE 23 1.75 1.00 23 1.75 1.00 City of Tempe 2014-15 Annual Budget Related Council Strategic Priority: Ensure Long-Term Financial Stability and Maintain High Quality of Life and Services Goal: To provide prompt legal services Objective: To achieve a 98% satisfaction rating from departments responding to the Civil Client Satisfaction Survey Performance Measure Departments indicating a positive response to promptness (%) 2012-13 Actual 2013-14 Budget 2013-14 Revised 2014-15 Budget 96 98 98 98 Related Council Strategic Priority: Ensure Long-Term Financial Stability and Maintain High Quality of Life and Services Goal: To provide excellent customer service Objective: To target 100% satisfaction rating from departments responding to the Civil Client Satisfaction Survey Performance Measure Departments indicating a positive response to courteous and approachable services (%) 2012-13 Actual 2013-14 Budget 2013-14 Revised 2014-15 Budget 98 100 98 100 Related Council Strategic Priority: Ensure Long-Term Financial Stability and Maintain High Quality of Life and Services Goal: To provide prompt disposal of DUI cases Objective: To dispose of 100% of DUI cases within 180 days Performance Measure DUI cases disposed of within 180 days (%) 2012-13 Actual 2013-14 Budget 2013-14 Revised 2014-15 Budget 100 100 100 100 Related Council Strategic Priority: Ensure Long-Term Financial Stability and Maintain High Quality of Life and Services Goal: To increase victim’s rights satisfaction rating Objective: To achieve a 90% victim’s rights satisfaction rating Performance Measure Victim’s rights satisfaction rating (%) 97 2012-13 Actual 2013-14 Budget 2013-14 Revised 2014-15 Budget 90 90 90 90 City of Tempe 2014-15 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 2014-15 Budget Highlights: The approved amount includes the following change: ⋅ Authorized part-time Administrative Assistant position to assist current staff to focus on timeliness of statutorily required duties and special projects ($24,211); fully offset by a reduction in expenditures Expenditures by Type Personnel Costs Supplies and Services Internal Services Expenditure Total Per Capita 2012-13 Actual $374,088 106,387 23,383 $503,858 $3.10 2013-14 Budget $413,254 358,000 78,672 $849,926 $5.22 2012-13 Actual Authorized Personnel City Clerk Total Full Time 4 4 Perm FTE Temp FTE 0.58 0.58 2013-14 Revised $453,724 353,750 77,447 $884,921 $5.44 2013-14 Revised Full Time 4 4 Perm FTE Temp FTE 0.58 0.58 2014-15 Budget $507,014 524,820 66,702 $1,098,536 $6.74 2014-15 Budget Full Time 4 4 Perm FTE 0.50 0.50 Temp FTE Related Council Strategic Priority: Ensure Long-Term Financial Stability 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 2012-13 2013-14 2013-14 2014-15 Performance Measure Actual Budget Revised Budget City department records requests processed within 1 business day (%) N/A 100 100 100 City Clerk records requests processed within 3 business days (%) N/A 95 97 95 Related Council Strategic Priority: Ensure Long-Term Financial Stability Goal: To establish and apply efficient City Clerk business processes by utilizing best practices Objective: 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 2012-13 2013-14 2013-14 2014-15 Performance Measure Actual Budget Revised Budget Strategic plan developed and implemented (%) N/A 100 0 100 Satisfaction survey conducted (%) N/A 100 0 100 98 City of Tempe 2014-15 Annual Budget Related Council Strategic Priority: Ensure Long-Term Financial Stability 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 Performance Measure Agendas processed on Friday prior to following weeks’ meetings (%) B & C meeting notices/agendas processed within 1 business day (%) Proposed Ordinances published at least 7 days (%) 2012-13 Actual N/A N/A N/A 2013-14 Budget 100 100 100 2013-14 Revised 100 100 100 2014-15 Budget 100 100 100 Related Council Strategic Priority: Ensure Long-Term Financial Stability 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 3) provide notification of resolutions and ordinances adopted by the City Council by publishing all ordinances/resolutions within three days after City Council approval 2012-13 2013-14 2013-14 2014-15 Performance Measure Actual Budget Revised Budget Legal action summaries published within 3 business days (%) 100 98 100 N/A Meeting minutes included on second subsequent meeting agenda (%) N/A N/A 95 64 85 Official City documents processed within 3 business days (%) 100 100 100 Adopted Ordinances/Resolutions codified prior to effective date (%) N/A 100 100 100 N/A 100 100 100 Adopted Ordinances/Resolutions published within 3 days after approval (%) Related Council Strategic Priority: Ensure Long-Term Financial Stability 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 2012-13 Actual N/A N/A Performance Measure Applicant information within one week (%) Information/Materials within one business day (%) 2013-14 Budget 100 95 2013-14 Revised 100 100 2014-15 Budget 100 95 Related Council Strategic Priority: Ensure Long-Term Financial Stability 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 2012-13 Actual N/A N/A N/A Performance Measure Paperwork and notification processed within 1 business day (%) Campaign finance reports processed within 1 business day (%) Election results processed/posted within ½ hour (%) 99 2013-14 Budget 100 100 100 2013-14 Revised 100 100 100 2014-15 Budget 100 100 100 City of Tempe 2014-15 Annual Budget Related Council Strategic Priority: Ensure Long-Term Financial Stability Goal: To provide accurate and timely processing of documents filed with the City’s Filing Officer Objective: To accurately process and distribute documents filed with the City’s Filing Officer within one business day; documents include: claims, lawsuits, demands, subpoenas, summons, appeals, and notices 2012-13 2013-14 2013-14 2014-15 Performance Measure Actual Budget Revised Budget Documents processed within 1 business day (%) N/A 100 100 100 100 City of Tempe 2014-15 Annual Budget 101 City of Tempe 2014-15 Annual Budget City Court City Court 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 2014-15 Budget Highlights: The approved amount includes the following change: ⋅ Authorized a change in the funding source for a Court Interpreter from the Fill-the-Gap temporary funding to the General Fund; City Court is constitutionally required to interpret and translate written documents in the Spanish language Expenditures by Type Personnel Costs Supplies and Services Grants, Donations and/or Restricted Purpose Internal Services Expenditure Total Per Capita Authorized Personnel City Court Total 2012-13 Actual $2,639,398 459,640 2013-14 Budget $2,862,822 551,782 2013-14 Revised $2,780,369 541,782 2014-15 Budget $2,972,427 552,167 304,742 402,071 $3,805,851 $23.44 1,195,721 701,111 $5,311,436 $32.65 781,188 689,768 $4,793,107 $29.46 1,234,488 612,813 $5,371,895 $32.96 2012-13 Actual Full Perm Temp Time FTE FTE 38 4.06 38 4.06 102 2013-14 Revised Full Perm Temp Time FTE FTE 38 4.06 38 4.06 2014-15 Budget Full Perm Temp Time FTE FTE 38 4.06 38 4.06 City of Tempe 2014-15 Annual Budget Related Council Strategic Priority: Ensure Long-Term Financial Stability 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 Performance Measure Total number of filings* 2012-13 Actual 68,785 Total number of dispositions Clearance ratio (%) Related Council Strategic Priority: 2013-14 Budget 69,198 2013-14 Revised 64,392 2014-15 Budget 64,392 69,905 67,814 63,168 63,168 100 98 98 98 Ensure Long-Term Financial Stability Goal: To improve efficiency and effectiveness in the Tempe Municipal Court system’s collection process Objective: To achieve a 78% collection rate of obligations imposed in a given fiscal year 2012-13 Actual Performance Measure 2013-14 Budget 2013-14 Revised 2014-15 Budget Total obligations imposed $12,794,078 $9,622,674 $12,159,690 $12,159,690 Total payments processed $9,982,936 $8,852,860 $9,454,446 $9,454,446 78 92 78 78 Collection rate (%) 103 City of Tempe 2014-15 Annual Budget Community Development Community Development Administration 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 providing building safety inspections and permitting, planning, code compliance, managing land use, and seeking housing opportunities for the residents of Tempe. FY 2014-15 Budget Highlights: The approved amount includes the following changes: ⋅ Authorized one time FY 2014-15 supplemental funding for a contractual development agreement to pay for the City’s obligation to pay half of the landscaping improvements associated with the Marina Heights private development near Tempe Town Lake ($450,000) ⋅ Authorized one time FY 2014-15 supplemental funding for temporary staff to provide plan review, inspection and support services for multiple large construction projects currently in the design stage that will move to the construction phase this year ($1,033,295) ⋅ Authorized one time FY 2014-15 funding to add four new full time positions and to continue funding three existing temporary positions to support the City’s code inspection workload which entails a large number of existing code violations and prevention of future violations ($347,326) ⋅ Authorized one time FY 2014-15 supplemental funding to pay for the funding deficiency in the Section 8 Administration budget ($190,000) 104 City of Tempe 2014-15 Annual Budget Expenditures by Type Personnel Costs Supplies and Services Grants, Donations and/or Restricted Purpose Capital Outlay Internal Services Expenditure Total Per Capita 2012-13 Actual $6,370,339 5,105,529 2013-14 Budget $7,711,891 4,404,974 2013-14 Revised $6,717,795 9,023,358 2014-15 Budget $8,320,828 5,873,557 12,465,222 11,416 349,546 $24,302,052 $149.69 15,141,682 4,400 319,099 $27,582,046 $169.55 11,881,718 29,380 369,450 $28,021,701 $172.25 13,362,044 28,465 661,218 $28,246,112 $173.29 Expenditures by Division Administration Building Safety Planning Housing Expenditure Total 2012-13 Actual $5,421,942 2,512,467 4,053,503 12,314,140 $24,302,052 2013-14 Budget $4,263,153 3,493,829 4,993,754 14,831,310 $27,582,046 2013-14 Revised $9,178,042 3,265,710 3,771,916 11,806,033 $28,021,701 2014-15 Budget $6,549,758 4,551,795 3,942,417 13,202,142 $28,246,112 2012-13 Actual Authorized Personnel Administration Building Safety Planning Housing Total Full Time 8 23 30 16 77 Perm FTE 1.60 1.60 Temp FTE 0.66 2.86 3.52 105 2013-14 Revised Full Time 6 31 26 15 78 Perm FTE 1.60 1.60 Temp FTE 5.66 4.36 10.02 2014-15 Budget Full Time 7 30 25 13 75 Perm FTE Temp FTE 0.75 11.66 8.36 1.60 2.35 20.02 City of Tempe 2014-15 Annual Budget Community Development Administration 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. Expenditures by Type Personnel Costs Supplies and Services Internal Services Expenditure Total Per Capita 2012-13 Actual $706,357 4,945,775 (230,190) $5,421,942 $33.40 2013-14 Budget $921,323 3,554,100 (212,270) $4,263,153 $26.21 2012-13 Actual Authorized Personnel Administration Total Full Time 8 8 Perm FTE Temp FTE 106 2013-14 Revised $930,420 8,384,373 (136,751) $9,178,042 $56.42 2013-14 Revised Full Time 6 6 Perm FTE Temp FTE 2014-15 Budget $1,020,970 5,511,589 17,199 $6,549,758 $40.18 2014-15 Budget Full Time 7 7 Perm FTE Temp FTE City of Tempe 2014-15 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 2012-13 Actual $2,205,317 22,157 2013-14 Budget $2,668,034 401,330 2013-14 Revised $2,659,240 392,960 2014-15 Budget $4,050,626 144,450 28,081 1,552 255,360 $2,512,467 $15.48 238,372 0 186,093 $3,493,829 $21.48 30,000 0 183,510 $3,265,710 $20.07 78,017 0 278,702 $4,551,795 $27.92 2012-13 Actual Authorized Personnel Building Safety Total Full Time 23 23 Perm FTE 2013-14 Revised Temp FTE 0.66 0.66 Full Time 31 31 Perm FTE 2014-15 Budget Temp FTE 5.66 5.66 Full Time 30 30 Perm FTE 0.75 0.75 Temp FTE 11.66 11.66 Related Council Strategic Priority: Ensure Long-Term Financial Stability and Maintain High Quality of Life and Services 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 2012-13 Actual Performance Measure Building inspections completed within one day of request (%) 100 Plan reviews processed within agreed time frame (%) 2013-14 Budget 100 2013-14 Revised 100 2014-15 Budget 100 94 95 92 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 (%) 100 100 100 100 94 95 98 95 Accuracy of front counter activities (%) 107 City of Tempe 2014-15 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 2012-13 Actual $3,458,665 137,597 2013-14 Budget $4,122,534 449,544 2013-14 Revised $3,128,135 246,025 2014-15 Budget $3,262,054 217,518 123,001 9,864 324,376 $4,053,503 $24.97 72,000 4,400 345,276 $4,993,754 $30.70 45,685 29,380 322,691 $3,771,916 $23.19 81,885 28,465 352,495 $3,942,417 $24.19 2012-13 Actual Authorized Personnel Planning Total Full Time 30 30 Perm FTE 2013-14 Revised Temp FTE 2.86 2.86 Full Time 26 26 Perm FTE Temp FTE 4.86 4.86 2014-15 Budget Full Time 25 25 Perm FTE Temp FTE 8.36 8.36 Related Council Strategic Priority: Ensure Long-Term Financial Stability and Maintain High Quality of Life and Services 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 2012-13 Actual Performance Measure Days to resolve code violations 2013-14 Budget 2013-14 Revised 2014-15 Budget 38 36 38 36 Code enforcement cases received 5,180 5,380 6,288 7,000 Code enforcement cases closed 5,157 5,210 6,069 6,790 Percent closed 99 97 97 97 Cases per inspector per month 62 74 75 65 Code violation voluntary compliance rate (%) 99 98 98 98 Related Council Strategic Priority: Ensure Long-Term Financial Stability and Maintain High Quality of Life and Services 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% 2012-13 2013-14 2013-14 2014-15 Actual Budget Revised Budget Performance Measure Ratio between proactive and reactive code responses 29/61 40/60 40/60 40/60 Resident dissatisfaction with the maintenance of private property in their neighborhood* (%) 40 <40 40 <40 Dissatisfaction of the code enforcement for property maintenance codes (%) 54 <54 58 <54 *Measured by the percent of residents that responded with “Very Satisfied” or “Satisfied” in the annual Community Attitude Survey 108 City of Tempe 2014-15 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 2012-13 Actual 2013-14 Budget $14,831,310 $14,831,310 $11,806,033 $11,806,033 $13,202,142 $13,202,142 $75.85 $91.17 $72.57 $80.99 2012-13 Actual Total 2014-15 Budget $12,314,140 $12,314,140 Per Capita Authorized Personnel Housing 2013-14 Revised Full Time 16 Perm FTE 1.60 16 1.60 2013-14 Revised Temp FTE Full Time 15 Perm FTE 1.60 15 1.60 Temp FTE 2014-15 Budget Full Time 13 Perm FTE 1.60 13 1.60 Temp FTE Related Council Strategic Priority: Maintain High Quality of Life and Services 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 2012-13 Actual 2013-14 Budget 2013-14 Revised 2014-15 Budget Decent and affordable owner occupied housing units made available 12 9 9 10 Decent and affordable owner rehabilitated occupied housing units made available 1 2 2 0 Performance Measure Related Council Strategic Priority: Maintain High Quality of Life and Services 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 2012-13 Actual 98 Performance Measure 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 109 2013-14 Budget 100 2013-14 Revised 95 2014-15 Budget 100 76 75 77 3 5 5 75 2 443 400 544 450 32 3 23 3 23 3 23 3 City of Tempe 2014-15 Annual Budget Related Council Strategic Priority: Maintain High Quality of Life and Services 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 2012-13 2013-14 2013-14 2014-15 Performance Measure Actual Budget Revised Budget Households becoming homeowners with HOME funding Families receiving U.S. Department of Housing and Urban Development (HUD) housing counseling 110 9 10 10 10 150 120 120 150 City of Tempe 2014-15 Annual Budget 111 City of Tempe 2014-15 Annual Budget Community Services Community Services Administration Community Relations Library and Cultural Services Recreation Services Social Services Purpose: To serve the community, elected officials and City departments by delivering Tempe’s message and information to the public, and provide quality cultural, recreational, and social services to our residents. Description: The Department’s responsibilities include neighborhood services and communication and media relations, and a full range of public library services, historical/cultural enrichment to Tempe residents, and recreational and social service programs. FY 2014-15 Budget Highlights: The approved amount includes the following changes: ⋅ Authorized General Fund (GF) funding for additional library staff to allow the library to increase the hours it is open to the public ($112,000): funding is for FY 2014-15 only ⋅ Authorized General Fund (GF) funding for a permanent Administrative Assistant position for the Recreation division; funding was offset by a reduction in the division’s wages budget ($47,187) ⋅ Authorized GF funding for a permanent Assistant Recreation Coordinator position for the Aquatics program in the Recreation division; funding was offset by a reduction in the division’s wages budget ($58,817) ⋅ Authorized GF funding to increase the Recreation division’s sports officials contract; funding was offset by a budgeted increase in revenue to be derived from increased program registration ($30,000) ⋅ Authorized GF funding for wages to ensure staff provision of city services at the North Tempe Multigenerational Center; funding was offset by a like reduction in the City’s non departmental budget ($60,000) ⋅ Authorized GF funding for wages and additional contracted supervision services for court ordered mandates and treatment services in the Social Services division; funding was offset by additional program revenue ($147,000) ⋅ Authorized Performing Arts Fund (PAF) funding for a permanent Box Office Assistant position to address increased volume of ticketed events at the Tempe Center for the Arts (TCA) under the Library and Cultural Services division; partially offset by a reduction in the TCA materials and supplies budget ($55,685) ⋅ Authorized PAF funding for the wages at the TCA to respond to client inquiries and process rental agreements in a timely manner ($47,403) ⋅ Authorized PAF funding for a permanent TCA Marketing Specialist position to increase visibility and build on the public perception of the TCA ($117,119) ⋅ Authorized funding split equally between the Water / Wastewater Fund (WWF) and the Transit Fund for a Public Information Officer position in the Community Relations division to cover water / wastewater and transportation and streets communication ($84,620) ⋅ Authorized in WWF funding for wages to provide city services at the North Tempe Multigenerational Center under the Social Services division ($20,738) Expenditures by Type Personnel Costs Supplies and Services Grants, Donations and/or Restricted Purpose Capital Outlay Internal Services Expenditure Total Per Capita 2012-13 Actual $15,633,490 3,627,080 2013-14 Budget $16,155,056 4,216,822 2013-14 Revised $16,823,668 4,085,949 2014-15 Budget $18,336,333 4,326,601 1,232,204 37,179 3,124,864 $23,654,817 $145.70 2,495,268 2,600 3,144,081 $26,013,827 $159.91 1,585,333 1,100 3,125,993 $25,622,043 $157.50 2,758,873 1,100 3,181,938 $28,604,845 $175.49 112 City of Tempe 2014-15 Annual Budget Expenditures by Division Administration Community Relations Library and Cultural Services Recreation Services Social Services Expenditure Total 2012-13 Actual $825,266 1,877,039 6,278,848 6,614,523 8,059,141 $23,654,817 2013-14 Budget $1,373,373 2,952,546 6,549,640 6,824,452 8,313,816 $26,013,827 2012-13 Actual Authorized Personnel Administration Community Relations Library and Cultural Services Recreation Services Social Services Total Full Time 5 18 39 28 44 134 Perm FTE 2.50 2.25 1.75 6.50 Temp FTE 0.52 1.34 21.36 70.18 73.63 167.03 113 2013-14 Revised $1,599,828 2,132,141 6,116,084 6,954,270 8,819,720 $25,622,043 2013-14 Revised Full Time 7 19 39 25 51 141 Perm FTE 2.50 2.25 1.75 6.50 Temp FTE 0.52 1.34 21.36 70.18 73.63 167.03 2014-15 Budget $1,801,015 3,245,919 7,067,359 7,154,356 9,336,196 $28,604,845 2014-15 Budget Full Time 6 21 38 29 51 145 Perm FTE 3.00 2.25 1.75 7.00 Temp FTE 0.52 1.34 24.36 74.28 74.13 174.63 City of Tempe 2014-15 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 2012-13 Actual $321,422 49,780 2013-14 Budget $429,106 49,803 2013-14 Revised $764,496 49,803 2014-15 Budget $852,056 48,889 74,452 92 379,520 $825,266 $5.08 192,797 100 701,567 $1,373,373 $8.44 94,500 100 690,929 $1,599,828 $9.83 232,400 0 667,670 $1,801,015 $11.05 2012-13 Actual Authorized Personnel Administration Total Full Time 5 5 Perm FTE Temp FTE 0.52 0.52 114 2013-14 Revised Full Time 7 7 Perm FTE Temp FTE 0.52 0.52 2014-15 Budget Full Time 6 6 Perm FTE Temp FTE 0.52 0.52 City of Tempe 2014-15 Annual Budget Community Services Community Relations The Neighborhood Services program 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. Communication and Media Relations 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, audiovisual and government access cable channel coordination. Expenditures by Type Personnel Costs Supplies and Services Grants, Donations and/or Restricted Purpose Internal Services Expenditure Total Per Capita 2012-13 Actual $1,318,674 371,220 2013-14 Budget $1,282,224 774,514 2013-14 Revised $1,303,583 676,698 2014-15 Budget $1,846,913 813,714 6,031 181,114 $1,877,039 $11.56 774,492 121,316 $2,952,546 $18.15 32,033 119,827 $2,132,141 $13.11 762,907 (177,615) $3,245,919 $19.91 2012-13 Actual Authorized Personnel Community Relations Total Full Time 18 18 Perm FTE 2013-14 Revised Temp FTE 1.34 1.34 Full Time 19 19 Perm FTE Temp FTE 1.34 1.34 2014-15 Budget Full Time 21 21 Perm FTE Temp FTE 1.34 1.34 Related Council Strategic Priority: Maintain High Quality of Life and Services and Ensure Long-Term Financial Stability 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 35% self service via mobile app and web forms Performance Measure 2012-13 Actual 2013-14 Budget 2013-14 Revised 2014-15 Budget Participating households 38,773 39,160 39,067 39,450 1% (.2%) 1% 20 25 26 25 43,184 40,000 52,500 45,000 98 95 98 95 N/A 30 38 35 Percent change Grant applications received Neighborhood association mailings Neighborhood association meetings attended (percent of total) (%) Tempe 311 self service requests (%) 115 City of Tempe 2014-15 Annual Budget Related Council Strategic Priority: Ensure Long-Term Financial Stability 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 2012-13 Actual Performance Measure Resident satisfaction with the availability of information about City programs and services* (%) N/A 2013-14 Budget 70 2013-14 Revised 2014-15 Budget 64 70 Tempe Forum subscribers N/A 248 809 1,000 Enotification subscribers N/A 30,000 30,144 32,000 Page views for whole website (millions) N/A 6.0 5.5 6.0 Twitter followers on main City account N/A 8,500 12,600 15,000 Facebook likes on main City account N/A 4,500 4,783 5,000 YouTube views on main City channel N/A 75,113 84,588 77,000 Granicus video on demand views N/A 7,000 8,204 8,000 *Measured by the percent of residents that responded with “Very Satisfied” or “Satisfied” in the annual Community Attitude Survey 116 City of Tempe 2014-15 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 2012-13 Actual $3,973,432 1,064,781 2013-14 Budget $4,208,795 1,236,191 2013-14 Revised $3,992,519 1,191,963 2014-15 Budget $4,372,008 1,237,444 126,130 242,336 79,840 300,042 15,398 1,099,107 $6,278,848 $38.67 0 862,318 $6,549,640 $40.26 0 851,762 $6,116,084 $37.60 1,100 1,156,465 $7,067,359 $43.36 2012-13 Actual Authorized Personnel Library and Cultural Services Total Full Time 39 39 Perm FTE 2.50 2.50 2013-14 Revised Temp FTE 21.36 21.36 Full Time 39 39 Perm FTE 2.50 2.50 Temp FTE 21.36 21.36 2014-15 Budget Full Time 38 38 Perm FTE 3.00 3.00 Temp FTE 24.36 24.36 Related Council Strategic Priority: Maintain High Quality of Life and Services and Ensure Long-Term Financial Stability 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 2012-13 2013-14 2013-14 2014-15 Actual Budget Revised Budget Performance Measure Satisfaction with quality of library services* (%) Library visitors (door count) 87 90 90 90 767,787 800,000 707,132 750,000 4.2% (11.6%) 6.0% Percent change Registered borrowers 140,708 143,000 143.018 143,000 Circulation 939,099 950,000 814,199 930,000 1.2% (14.3%) 14.2% Percent change 168,873 175,000 165,297 170,000 Library FTE per 1,000 population Public Computer Usage 0.22 0.22 0.22 0.25 Circulation per capita 5.83 5.87 5.06 5.57 *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 117 City of Tempe 2014-15 Annual Budget Related Council Strategic Priority: Maintain High Quality of Life and Services and Ensure Long-Term Financial Stability 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 2012-13 Actual Performance Measure Quantified levels of satisfaction reported by visitors and volunteers on evaluation forms (%) Objects catalogued Visitors to Historical Museum and Peterson House 2013-14 Budget 2013-14 Revised 2014-15 Budget 90 90 90 90 4,355 4,000 4,000 4,000 27,627 26,000 26,000 27,000 Related Council Strategic Priority: Maintain High Quality of Life and Services, Ensure Long-Term Financial Stability and Create Innovative/Creative/Fun/Different/Active Atmosphere 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 85% or greater level of satisfaction by attendees; and 2) increase entertainment events and arts opportunities for audiences and visual performing artists 2012-13 2013-14 2013-14 2014-15 Actual Budget Revised Budget Performance Measure Satisfaction reported by residents on the annual Tempe Community Survey (%) 78 80 82 85 Maintain the current schedule of free, high-quality, diverse arts events and opportunities 120 120 131 135 Increase ticket sales to Tempe Center for the Arts-produced entertainment events 700 3,000 4,595 6,000 118 City of Tempe 2014-15 Annual Budget Community Services 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 2012-13 Actual $4,322,959 1,448,362 2013-14 Budget $4,241,519 1,409,776 2013-14 Revised $4,442,708 1,420,947 2014-15 Budget $4,499,768 1,446,138 179,670 5,816 657,716 $6,614,523 $40.74 378,637 2,500 792,020 $6,824,452 $41.95 276,529 1,000 813,086 $6,954,270 $42.75 456,228 0 752,222 $7,154,356 $43.89 2012-13 Actual Authorized Personnel Recreation Services Total Full Time 28 28 Perm FTE 2.25 2.25 2013-14 Revised Temp FTE 70.18 70.18 Full Time 25 25 Perm Temp FTE FTE 2.25 70.18 2.25 70.18 2014-15 Budget Full Time 29 29 Perm FTE 2.25 2.25 Temp FTE 74.28 74.28 Related Council Strategic Priority: Create Innovative/Creative/Fun/Different/Active Atmosphere, Maintain High Quality of Life and Services, and Ensure Long-Term Financial Stability 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 2012-13 Actual Performance Measure 2013-14 Budget 2013-14 Revised 2014-15 Budget Programs Satisfaction with recreation programs and services* (%) 75 80 78 80 Quality of City swimming pools and programs* (%) 57 60 55 60 70 75 75 75 148,000 146,000 146,000 146,000 Facilities Quality of City recreation centers* (%) Community Involvement Annual volunteer hours for all City programs Service Enhancing Technologies Online registrations (%) Community Services E-newsletter subscriptions 50 50 52 50 N/A 8,800 10,000 11,000 Community Services Facebook posts 407 1,100 778 850 Community Services Facebook views 316,431 346,000 347,130 364,500 Costs + Revenue Operating and Maintenance Cost per capita Recreation revenue Recreation revenue as a percent of expenditures (%) $35.33 $36.02 $35.61 $36.48 $3,481,224 $3,010,727 $3,449,150 $3,053,227 59 52 60 51 *Measured by the percent of residents that responded with “Very Satisfied” or “Satisfied” in the annual Community Attitude Survey 119 City of Tempe 2014-15 Annual Budget Community Services 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 2012-13 Actual $5,697,003 692,937 2013-14 Budget $5,993,412 746,538 2013-14 Revised $6,320,362 746,538 2014-15 Budget $6,765,588 780,416 845,921 15,873 807,407 $8,059,141 $49.64 907,006 1,102,431 1,006,996 666,860 $8,313,816 $51.11 650,389 $8,819,720 $54.22 783,196 $9,336,196 $57.28 2012-13 Actual Authorized Personnel Social Services Total Full Time 44 44 Perm FTE 1.75 1.75 2013-14 Revised Temp FTE 73.63 73.63 Full Time 51 51 Perm FTE 1.75 1.75 Temp FTE 73.63 73.63 2014-15 Budget Full Time 51 51 Perm FTE 1.75 1.75 Temp FTE 74.13 74.13 Related Council Strategic Priority: Maintain High Quality of Life and Services 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 2012-13 Actual 2013-14 Budget 2013-14 Revised 2014-15 Budget Overall customer approval rating for the Escalante Early Education Program (%) 96 90 90 90 Overall customer approval rating for the Escalante Summer Camp Program (%) 94 90 90 90 Performance Measure Related Council Strategic Priority: Maintain High Quality of Life and Services Goal: 1) To provide the residents of Tempe with quality crisis intervention services, support and referral; and 2) provide comprehensive services to victims of crimes occurring in Tempe Objective: To ensure that a minimum of 85% of the clients served respond favorably to the services provided by Care 7 Performance Measure Victims satisfied with services (%) Care 7 clients reporting satisfaction with services (%) 120 2012-13 Actual 2013-14 Budget 2013-14 Revised 2014-15 Budget 85 80 85 85 85 85 85 85 City of Tempe 2014-15 Annual Budget Related Council Strategic Priority: Maintain High Quality of Life and Services 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) 2012-13 2013-14 2013-14 2014-15 Actual Budget Revised Budget Performance Measure Parent evaluation survey results measures indicate “very satisfied” with the Kid Zone Enrichment Program (%) 80 80 80 80 National accreditation evaluation survey results of “very satisfied” with the Kid Zone Enrichment Program (%) 80 80 80 80 Related Council Strategic Priority: Maintain High Quality of Life and Services 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% Performance Measure New program participants Successful program completion (%) 121 2011-12 Actual 2012-13 Budget 2012-13 Revised 2013-14 Budget 3,750 4,000 4,000 4,000 80 80 80 80 City of Tempe 2014-15 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 2014-15 Budget Highlights: ⋅ No change in staffing levels Expenditures by Type Personnel Costs Supplies and Services Capital Outlay Internal Services Expenditure Total Per Capita 2012-13 Actual $335,666 73,818 44 28,598 $438,126 $2.70 2013-14 Budget $365,313 77,874 0 24,114 $467,301 $2.87 2012-13 Actual Authorized Personnel Diversity Total Full Time 2 2 Perm FTE 1.25 1.25 Temp FTE 122 2013-14 Revised $330,511 87,874 0 23,808 $442,193 $2.72 2013-14 Revised Full Time 2 2 Perm FTE 1.25 1.25 Temp FTE 2014-15 Budget $382,172 87,874 0 27,841 $497,887 $3.05 2014-15 Budget Full Time 2 2 Perm FTE 1.25 1.25 Temp FTE City of Tempe 2014-15 Annual Budget Related Council Strategic Priority: Maintain High Quality of Life and Services and Create Innovative/Creative/Fun/Different/ Active Atmosphere 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 2012-13 Actual Performance Measure Residents’ satisfaction with overall efforts to promote diversity* (%) 2013-14 Budget 2013-14 Revised 2014-15 Budget 67 70 72 70 4 <3 2 <3 Successfully remediate employee safe havens/consultations (%) 80 80 90 80 Successfully remediate community concerns/consultations (%) 90 85 90 85 EEOC complaints *Measured by the percent of residents that responded with “Very Satisfied” or “Satisfied” in the annual Community Attitude Survey Related Council Strategic Priority: Maintain High Quality of Life and Services and Create Innovative/Creative/Fun/Different/ Active Atmosphere 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 Performance Measure Attendants rating events above average or higher (%) 2012-13 Actual 2013-14 Budget 2013-14 Revised 2014-15 Budget 95 95 95 95 Related Council Strategic Priority: Maintain High Quality of Life and Services and Create Innovative/Creative/Fun/Different/ Active Atmosphere 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 2012-13 2013-14 2013-14 2014-15 Actual Budget Revised Budget Performance Measure New ADA program completion (1) (%) 90 90 90 90 Successfully remediate community concerns/consultations (%) 80 80 90 80 123 City of Tempe 2014-15 Annual Budget Finance and Technology Finance and Technology Administration Finance Budget/ Tax and License Information Technology Purpose: To provide excellent financial management and information technology services with integrity, accountability, superior customer service, and low cost. Description: The Finance and Technology Department provides financial management, technology and operational support to the Mayor and City Council, the City Manager, and City departments. Services provided by the Finance division include accounting, cash management, purchasing, payroll, utility billing and collection, and risk management. The Budget/Tax and License division provides budgeting, long-range financial planning, sales tax collection and auditing, and business licensing. The Technology division coordinates all of the City's information and telecommunications systems. FY 2014-15 Budget Highlights: The approved amount includes the following changes: ⋅ Authorized funding for a Printer Management Tool that provides hardware and software capabilities to manage printing functions throughout the city ($22,000); addition of this tool facilitated a reduction of $59,784 from various departments’ equipment and machine rental budgets, thereby translating into a net operating budget impact of -$37,784 ⋅ Authorized funding from the Water / Wastewater fund for contracted services and training for the City’s new utility billing system: Customer Care and Billing (CC&B) ($100,000) ⋅ Authorized funding for hardware and software maintenance required by the City Regional Radio System Maintenance and Replacement project under the Capital Improvements Program (CIP) ($84,000) ⋅ Authorized contracted services required as a result of the Desktop Technology Refresh project under the CIP ($50,000) 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 2012-13 Actual $12,777,226 9,871,444 2013-14 Budget $13,110,004 11,121,367 2013-14 Revised $13,378,568 11,162,764 2014-15 Budget $14,322,927 10,466,355 0 34,875 (16,080,521) $6,603,024 $40.67 0 30,000 (17,460,849) $6,800,522 $41.80 0 800 (17,325,521) $7,216,611 $44.36 0 0 (17,643,710) $7,145,572 $43.84 2012-13 Actual $160,081 4,712,159 1,730,784 * $6,602,024 2013-14 Budget $164,965 4,570,209 2,065,348 * $6,800,522 2013-14 Revised $420,830 4,787,642 2,008,139 * $7,216,611 2014-15 Budget $350,670 4,770,363 2,024,539 * $7,145,572 *Information Technology costs are 100% allocated to other Departments and Offices through an interactivity process. 124 City of Tempe 2014-15 Annual Budget 2012-13 Actual Authorized Personnel Administration Finance Budget/Tax and License Information Technology Total Full Time 2 44 20 65 131 Perm FTE 2013-14 Revised Temp FTE Full Time 2 49 20 67 138 0.50 0.50 Perm FTE 2014-15 Budget Temp FTE Full Time 2 49 20 70 141 0.50 0.50 Perm FTE Temp FTE 0.50 0.50 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 2012-13 Actual $306,034 3,357 2013-14 Budget $308,926 10,586 2013-14 Revised $565,013 10,586 2014-15 Budget $506,061 10,586 0 0 (149,310) $160,081 $0.99 0 0 (154,547) $164,965 $1.01 0 0 (154,769) $420,830 $2.59 0 0 (165,977) $350,670 $2.15 2012-13 Actual Authorized Personnel Administration Total Full Time 2 2 Perm FTE 2013-14 Revised Temp FTE Full Time 2 2 Perm FTE 2014-15 Budget Temp FTE Full Time 2 2 Perm FTE Temp FTE Related Council Strategic Priority: Ensure Long-Term Financial Stability 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 2012-13 2013-14 2013-14 2014-15 Performance Measure Actual Budget Revised Budget Administration Fund balance coverage - General Fund (%) General obligation bond rating (Standard & Poor's/Moody’s/Fitch) 31 AAA/Aa1/AAA 125 29 AAA/Aa1/AAA 33 AAA/Aa1/AAA 27 AAA/Aa1/AAA City of Tempe 2014-15 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 2012-13 Actual $3,797,497 4,855,707 2013-14 Budget $3,857,784 5,562,783 2013-14 Revised $4,106,224 5,594,980 2014-15 Budget $4,360,843 5,891,837 0 1,644 (3,942,689) $4,712,159 $29.02 0 30,000 (4,880,358) $4,570,209 $28.09 0 0 (4,913,562) $4,787,642 $29.43 0 0 (5,482,317) $4,770,363 $29.27 2012-13 Actual Authorized Personnel Finance Total Full Time 44 44 Perm FTE 0.50 0.50 2013-14 Revised Temp FTE Full Time 49 49 Perm FTE 0.50 0.50 Temp FTE 2014-15 Budget Full Time 49 49 Perm FTE 0.50 0.50 Temp FTE Related Council Strategic Priority: Ensure Long-Term Financial Stability 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 2012-13 Actual 2013-14 Budget 2013-14 Revised 2014-15 Budget Unqualified opinion from independent auditor Yes Yes Yes Yes GFOA Certificate of Excellence Yes Yes Yes Yes Performance Measure Related Council Strategic Priority: Ensure Long-Term Financial Stability 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 2012-13 2013-14 2013-14 2014-15 Performance Measure Actual Budget Revised Budget Compare the purchase order dispatch date/invoice date (%) 86 90 90 90 126 City of Tempe 2014-15 Annual Budget Related Council Strategic Priority: Ensure Long-Term Financial Stability 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 2012-13 2013-14 2013-14 Performance Measure Actual Budget Revised Claims investigated within 7 days (%) 100 100 100 Workers’ Compensation claims $1,225,000 Percent change Subrogation recovery totals $151,000 Percent change 2014-15 Budget 100 $1,000,000 $1,200,000 (18%) 20% $1,200,000 0 $200,000 $125,000 $200,000 33% (38%) 60% Related Council Strategic Priority: Ensure Long-Term Financial Stability 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 2012-13 2013-14 2013-14 2014-15 Actual Budget Revised Budget Performance Measure Lower cost purchases made through annual contracts (%) Conformity to American Bar Association Model Procurement Code (%) 82 90 84 90 100 100 100 100 Related Council Strategic Priority: Ensure Long-Term Financial Stability 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% 2012-13 Actual Performance Measure 2013-14 Budget 2013-14 Revised 2014-15 Budget Monthly call center reports (average speed answered in seconds) N/A* 58 58 58 Monthly call center reports (abandoned call rate) (%) N/A* <5.8 <5.8 <5.8 *Unable to retrieve data due to system failure and unable to analyze data 127 City of Tempe 2014-15 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 2012-13 Actual $1,772,155 68,429 2013-14 Budget $1,821,097 65,600 2013-14 Revised $1,770,240 64,800 2014-15 Budget $1,845,551 67,361 0 736 (110,536) $1,730,784 $10.66 0 0 178,651 $2,065,348 $12.70 0 800 172,299 $2,008,139 $12.34 0 0 111,627 $2,024,539 $12.42 2012-13 Actual Authorized Personnel Budget/Tax and License Total Full Time 20 20 Perm FTE 2013-14 Revised Temp FTE Full Time 20 20 Perm FTE 2014-15 Budget Temp FTE Full Time 20 20 Perm FTE Temp FTE Related Council Strategic Priority: Ensure Long-Term Financial Stability 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 Performance Measure Overall satisfaction with service (%) 2012-13 Actual 2013-14 Budget 2013-14 Revised 2014-15 Budget 95 95 96 96 Related Council Strategic Priority: Ensure Long-Term Financial Stability 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) 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” 2012-13 Actual 2013-14 Budget Recovery ratio 2.39 2.00 4.87 2.00 Non-protested tax audit findings (%) >99 95 >99 95 Protested findings upheld (%) N/A 90 N/A 90 Overall customer service rating 4.60 4.50 4.86 4.50 Performance Measure 128 2013-14 Revised 2014-15 Budget City of Tempe 2014-15 Annual Budget Related Council Strategic Priority: Ensure Long-Term Financial Stability 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 2012-13 2013-14 2013-14 2014-15 Actual Budget Revised Budget Performance Measure Reports issued within four working days (%) 100 100 100 100 Related Council Strategic Priority: Ensure Long-Term Financial Stability 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 2012-13 2013-14 2013-14 2014-15 Actual Budget Revised Budget Performance Measure Returns entered within four business days (%) 87 100 89 100 Related Council Strategic Priority: Ensure Long-Term Financial Stability 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 2012-13 Actual 2013-14 Budget 2013-14 Revised 2014-15 Budget Percent of average monthly non-filer (%) 8.64 <5 7.65 <5 90 to 120 receivables (%) 0.64 <1 0.46 <1 150 to 360 receivables (%) 0.52 <0.50 0.54 <0.50 Performance Measure Related Council Strategic Priority: Ensure Long-Term Financial Stability 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” Performance Measure Overall customer service rating 129 2012-13 Actual 2013-14 Budget 2013-14 Revised 2014-15 Budget 4.4 4.5 4.5 4.5 City of Tempe 2014-15 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* 2012-13 Actual $6,901,540 4,943,951 2013-14 Budget $7,122,197 5,482,398 2013-14 Revised $6,937,091 5,492,398 2014-15 Budget $7,810,472 6,160,757 0 32,495 (11,877,986) $0 $73.16 0 0 (12,604,595) $0 $77.48 0 0 (12,429,489) $0 $76.41 0 0 (13,971,229) $0 $85.71 * Based on total budget prior to Internal Services credit. 2012-13 Actual Authorized Personnel Information Technology Total Full Time 65 65 Perm FTE 2013-14 Revised Temp FTE Full Time 67 67 Perm FTE Temp FTE 2014-15 Budget Full Time 70 70 Perm FTE Temp FTE Related Council Strategic Priority: Ensure Long-Term Financial Stability Goal: To provide prompt response to computer system problems Objective: 1) To assure customers are satisfied or extremely satisfied with Information Technology’s support based upon customer survey tool electronically delivered when a service request is closed; 2) maintain 75% first call resolution rate (FCRR) will meet or exceed industry standard established benchmark organizations supporting similar sized user base for Incident Management and Request Fulfillment; and 3) maintain or exceed a 90% closed by due date set by Information Technology and customer 2012-13 Actual Performance Measure Customer satisfaction (%) Request Fulfillment FCRR (%) Incident Management FCRR (%) Close by Due Date (%) 2013-14 Budget 2013-14 Revised 2014-15 Budget 97 95 95 95 N/A 75 75 75 N/A 50 50 50 N/A 90 90 90 Related Council Strategic Priority: Ensure Long-Term Financial Stability Goal: To minimize system downtime Objective: To average less than 5 milliseconds for PC to server response time during peak traffic load 2012-13 2013-14 2013-14 Performance Measure Actual Budget Revised PC to server response time during peak traffic load (milliseconds) 1 5 5 2014-15 Budget 5 Related Council Strategic Priority: Ensure Long-Term Financial Stability Goal: To provide prompt computer response time Objective: To target 99.95% network access availability for voice and data Performance Measure Network access availability for voice and data (%) 130 2012-13 Actual 2013-14 Budget 2013-14 Revised 2014-15 Budget 99.81 99.95 99.95 99.95 City of Tempe 2014-15 Annual Budget 131 City of Tempe 2014-15 Annual Budget Fire Fire Chief Administration Fire Prevention Training/ Professional Development Emergency/ Medical Services Homeland Security/Special Operations Support Services/ Personnel Safety Purpose: To provide for the safety and welfare of the public through preservation of life, property, and the environment. Description: The Fire Department consists of Administration/Fire Prevention, Emergency/Medical Services, Training/Professional Development, Homeland Security/Special Operations, and Support Services/Personnel Safety divisions. The Department’s operational areas include administrative services, fire suppression, emergency management, emergency medical services, hazardous materials control, technical rescue, communications, equipment and facilities maintenance, training, fire prevention and inspection, and public safety education. FY 2014-15 Budget Highlights: The approved amount includes the following change: ⋅ Authorized a Fire Inspector position to be assigned to existing building inspections, special events, complaint, and fire investigations ($75,000) 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 2012-13 Actual $22,954,349 2,239,220 2013-14 Budget $25,341,407 2,293,123 2013-14 Revised $24,165,535 2,308,612 2014-15 Budget $23,911,041 2,302,588 1,035,916 55,275 1,526,315 $27,811,075 $171.30 1,034,445 93,400 1,450,731 $30,213,106 $185.72 654,966 72,000 1,291,334 $28,492,447 $175.15 685,793 96,795 1,782,952 $28,779,169 $176.56 2012-13 Actual $3,181,795 20,332,260 518,488 1,351,654 2,426,878 $27,811,075 2013-14 Budget $3,812,975 22,439,991 620,270 1,239,289 2,100,581 $30,213,106 2013-14 Revised $3,737,850 21,371,442 634,652 786,386 1,962,117 $28,492,447 2014-15 Budget $3,450,365 22,272,412 478,353 693,166 1,884,873 $28,779,169 2012-13 Actual Authorized Personnel Administration/Fire Prevention Emergency/Medical Services Training/Professional Development Homeland Security/Special Operations Support Services/Personnel Safety Total Full Time 20 150 3 3 5 181 Perm FTE Temp FTE 1.00 1.00 132 2013-14 Revised Full Time 8 143 2 2 1 156 Perm FTE Temp FTE 2014-15 Budget Full Time 8 143 2 2 1 156 Perm FTE Temp FTE City of Tempe 2014-15 Annual Budget Fire Administration/Fire Prevention Administration is responsible for general policy and direction of the department, as delineated in the Five-Year Strategic Plan and Operational Guide, by providing management and leadership for the operating divisions within the Fire Department. Development and administration of the budget, recruitment, member safety and wellness program management are also basic responsibilities of Administration. The goal of Fire Prevention is to prevent loss of life, injury and property loss to fire through the creation, implementation, and management of comprehensive and effective building and fire codes, education programs and fire inspections. Services include: (1) inspection of commercial and industrial properties; (2) response to resident fire hazard complaints; (3) approval of plans for and inspections of new construction; (4) determination of cause and origin of fires; (5) public information office; (6) volunteer program; and (7) public safety education programs. Expenditures by Type Personnel Costs Supplies and Services Grants, Donations and/or Restricted Purpose Capital Outlay Internal Services Expenditure Total Per Capita 2012-13 Actual $2,118,291 217,849 2013-14 Budget $2,496,072 192,998 2013-14 Revised $2,608,068 181,029 2014-15 Budget $2,062,261 191,257 60,248 0 780,158 $3,176,546 $19.57 83,121 0 1,040,784 $3,812,975 $23.44 415 0 948,338 $3,737,850 $22.98 24,128 1,600 1,171,119 $3,450,365 $21.17 2012-13 Actual Authorized Personnel Administration/Fire Prevention Total Full Time 20 20 Perm FTE 2013-14 Revised Temp FTE Full Time 8 8 Perm FTE Temp FTE 2014-15 Budget Full Time 8 8 Perm FTE Temp FTE Related Council Strategic Priority: Maintain Commitment to Public Safety and Ensure Long-Term Financial Stability Goal: To provide high quality cost efficient fire services Objective: 1) To efficiently manage resources to meet the needs of residents with 9.45 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; 3) maintain daily minimum firefighter staff level at 42; and 4) increase the number of fire inspections by 3% Performance Measure Firefighters per capita (10,000) Fire stations per square mile Resident satisfaction with the quality of local fire service* (%) Daily minimum firefighter staffing level 2012-13 Actual 10.00 2013-14 Budget 9.47 2013-14 Revised 9.47 2014-15 Budget 9.45 0.15 0.15 0.15 0.15 84 90 86 90 42 42 42 42 N/A N/A 2,421 2,500 N/A N/A N/A 3% Commercial structures inspected annually (%) N/A N/A N/A 11.5 Code violations abated (%) N/A N/A Code inspections per inspector/sq. ft. N/A N/A N/A N/A 163/1,888,416 Fire Inspector’s inspections Percent change 95 *Measured by the percent of residents that responded with “Very Satisfied” or “Satisfied” in the annual Community Attitude Survey 133 City of Tempe 2014-15 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 Expenditure Total Per Capita 2012-13 Actual $19,293,973 837,217 2013-14 Budget $21,126,105 822,549 2013-14 Revised $20,202,360 817,394 2014-15 Budget $20,892,788 882,229 151,043 55,275 $20,337,508 $125.27 471,217 93,400 $22,513,271 $138.39 279,688 72,000 $21,371,442 $131.37 402,200 95,195 $22,272,412 $136.64 2012-13 Actual Authorized Personnel Emergency/Medical Services Total Full Time 150 150 Perm FTE 2013-14 Revised Temp FTE Full Time 143 143 Perm FTE Temp FTE 2014-15 Budget Full Time 143 143 Perm FTE Temp FTE Related Council Strategic Priority: Maintain Commitment to Public Safety and Ensure Long-Term Financial Stability Goal: To provide efficient response to fire, medical, hazardous materials, and rescue emergencies Objective: To respond to safe emergency responses under 4:10 minutes; and 2) maintain mutual aid received/given levels 2012-13 Actual 2013-14 Budget Average emergency response time in minutes (from call receipt to arrival in minutes)* 4:06 4:10 4:08 4:10 Total response time at the 90th percentile** 8:05 8:05 8:02 8:05 Total calls per capita (1,000) 151 144 155 157 (4.7%) 7.6% 2.0% Performance Measure P P Percent change 2013-14 Revised 2014-15 Budget Tempe Fire response call type Fire 1,959 N/A 2,047 2,129 17,759 N/A 18,104 18,828 2,054 N/A 2,588 2,691 Received 3,170 N/A 3,200 3,250 Given 2,778 N/A 2,870 2,920 EMS-ALS/BLS Other Mutual aid *Calls do not include alarm processing time **Calls include alarm processing time 134 City of Tempe 2014-15 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 Expenditure Total Per Capita 2012-13 Actual $470,604 47,884 $518,488 $3.19 2013-14 Budget $465,360 154,910 $620,270 $3.81 2012-13 Actual Authorized Personnel Training/Professional Development Total Full Time 3 3 Perm FTE Temp FTE 2013-14 Revised $497,382 137,270 $634,652 $3.90 2013-14 Revised Full Time 2 2 Perm FTE Temp FTE 2014-15 Budget $401,449 76,904 $478,353 $2.93 2014-15 Budget Full Time 2 2 Perm FTE Temp FTE Related Council Strategic Priority: Maintain Commitment to Public Safety and Ensure Long-Term Financial Stability 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 to 15% 2012-13 2013-14 2013-14 2014-15 Actual Budget Revised Budget Performance Measure Companies completing minimum standards evaluations (%) 100 100 100 100 Annual percentage of firefighter injuries (%) 16 135 17 15 15 City of Tempe 2014-15 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 Expenditure Total Per Capita 2012-13 Actual $474,748 52,282 2013-14 Budget $631,005 54,897 2013-14 Revised $359,226 52,297 2014-15 Budget $378,804 54,897 824,624 $1,351,654 $8.33 480,107 $1,166,009 $7.17 374,863 $786,386 $4.83 259,465 $693,166 $4.25 2012-13 Actual Authorized Personnel Homeland Security/Special Ops Total Full Time 3 3 Perm FTE Temp FTE 136 2013-14 Revised Full Time 2 2 Perm FTE Temp FTE 2014-15 Budget Full Time 2 2 Perm FTE Temp FTE City of Tempe 2014-15 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 Internal Services Expenditure Total Per Capita 2012-13 Actual $596,733 1,083,988 746,157 $2,426,878 $14.95 2013-14 Budget $622,865 1,067,769 409,947 $2,100,581 $12.91 2012-13 Actual Authorized Personnel Support Services/Personnel Safety Total Related Council Strategic Priority: Goal: Full Time 5 5 Perm FTE 1.00 1.00 Temp FTE 2013-14 Revised $498,499 1,120,622 342,996 $1,962,117 $12.06 2013-14 Revised Full Time 1 1 Perm FTE Temp FTE 2014-15 Budget $175,739 1,097,301 611,833 $1,884,873 $11.56 2014-15 Budget Full Time 1 1 Perm FTE Temp FTE Maintain Commitment to Public Safety and Ensure Long-Term Financial Stability To conduct progressive maintenance, inspections, service work, and major and minor repairs of all fire apparatus Objective: 1) To increase preventive maintenance inspections by 36%; and 2) target 100% maintenance completion within the preventive maintenance (PM) schedule 2012-13 2013-14 2013-14 2014-15 Actual Budget Revised Budget Performance Measure Preventive maintenance inspections 209 Percent change Completed within PM schedule (%) 73 137 288 211 288 38% (27%) 36% 100 73 100 City of Tempe 2014-15 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 2014-15 Budget Highlights: ⋅ No change in staffing levels Expenditures by Type Personnel Costs Supplies and Services Capital Outlay Internal Services Expenditure Total Per Capita 2012-13 Actual $2,869,592 221,969 1,494 (619,217) $2,473,838 $15.24 2013-14 Budget $3,107,009 306,231 0 (248,322) $3,164,918 $19.46 2012-13 Actual* Authorized Personnel Human Resources Total Full Time 20 20 Perm FTE 2013-14 Revised $3,221,974 256,231 0 (363,920) $3,114,285 $19.14 2013-14 Revised Temp FTE Full Time 20 20 Perm FTE Temp FTE 2014-15 Budget $3,266,492 278,536 0 (178,406) $3,366,622 $20.65 2014-15 Budget Full Time 20 20 Perm FTE Temp FTE Related Council Strategic Priority: Ensure Long-Term Financial Stability Goal: To strive to retain a stable workforce Objective: To maintain an annual turnover rate of less than 7.0% Performance Measure Employee turnover rate (%) 138 2012-13 Actual 2013-14 Budget 2013-14 Revised 2014-15 Budget 6.0 7.4 7.3 7.0 City of Tempe 2014-15 Annual Budget Related Council Strategic Priority: Ensure Long-Term Financial Stability Goal: To minimize the escalating costs of providing employee health benefits Objective: To maintain an annual medical plan cost increase of less than 7%; and 2) maintain 80% employee participation rate in the City’s Wellness Program 2012-13 Actual 7.5 Performance Measure Medical plan cost increase (%) Wellness program participation (%) 80 2013-14 Budget 10.0 2013-14 Revised 6.6 90 2014-15 Budget <7.0 78 80 Related Council Strategic Priority: Ensure Long-Term Financial Stability 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 2012-13 Actual Performance Measure Applicants per internal recruitment Applicants per external recruitment 2013-14 Budget 2013-14 Revised 2014-15 Budget N/A 8 13 10 N/A 70 97 85 Related Council Strategic Priority: Ensure Long-Term Financial Stability 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 2012-13 2013-14 2013-14 2014-15 Actual Budget Revised Budget Performance Measure 100 100 95 100 Employee participation (%) Related Council Strategic Priority: Ensure Long-Term Financial Stability 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 2012-13 2013-14 2013-14 2014-15 Actual Budget Revised Budget Performance Measure 4/6 5/6 4/6 5/6 Workforce within two percent points of each six race categories (6/6) Related Council Strategic Priority: Ensure Long-Term Financial Stability Goal: To utilize learning to support the City’s mission, values, strategic initiatives and develop a stable, capable workforce Objective: To maintain an 85% knowledge, skills improvement rate among participants 2012-13 2013-14 Actual Budget Performance Measure Participants who rated improved knowledge, skills and competence as a result of TLC training and development programming (%) 91 139 85 2013-14 Revised 2014-15 Budget 86 85 City of Tempe 2014-15 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 2014-15 Budget Highlights: ⋅ No change in staffing levels Expenditures by Type Personnel Costs Supplies and Services Internal Services Expenditure Total Per Capita 2012-13 Actual $354,949 5,407 25,735 $386,091 $2.38 2013-14 Budget $387,969 5,540 18,594 $412,103 $2.53 2012-13 Actual Authorized Personnel Internal Audit Total Full Time 3 3 Perm FTE 2013-14 Revised $404,504 5,540 18,310 $428,354 $2.63 2013-14 Revised Temp FTE 0.45 0.45 Full Time 3 3 Perm FTE 0.50 0.50 Temp FTE 2014-15 Budget $409,783 6,169 24,007 $439,959 $2.70 2014-15 Budget Full Time 3 3 Perm FTE 0.50 050 Temp FTE Related Council Strategic Priority: Ensure Long-Term Financial Stability 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, 100% of the time 2012-13 Actual Performance Measure Completion of planned audits (%) 75 2013-14 Budget 2013-14 Revised 90 85 2014-15 Budget 90 Support of recommendations (%) 100 95 100 95 Average score on customer surveys (out of 5) 4.2 4.5 4.5 4.5 Response to management’s requests (%) 100 100 100 100 Maintenance of the contract database (%) 100 95 100 100 140 City of Tempe 2014-15 Annual Budget 141 City of Tempe 2014-15 Annual Budget Police Police Office of the Chief Investigations/ Organizational Services Support Services Operations 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 Investigations/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 2014-15 Budget Highlights: The approved amount includes the following changes: ⋅ Authorized software maintenance and data storage required by the Digital Evidence System project under the Capital Improvements Program (CIP) ($110,025); funded by the General Fund ($10,025) and RICO Grant Fund ($100,000) ⋅ Authorized funding for information technology administration in support of the CAD/RMS/FRWS System project under the CIP ($245,000) 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 Investigations/Organizational Services Total 2012-13 Actual $53,813,330 4,238,221 2013-14 Budget $56,030,428 4,929,246 2013-14 Revised $58,607,895 4,469,175 2014-15 Budget $59,633,304 5,157,104 3,921,049 34,346 8,227,332 $70,234,228 $432.60 4,970,020 0 7,587,079 $73,516,773 $451.92 3,191,374 0 7,404,367 $73,672,811 $452.88 5,159,619 0 9,189,479 $79,139,506 $485.51 2012-13 Actual $2,041,631 35,362,490 8,396,481 24,433,626 $70,234,228 2013-14 Budget $2,058,520 36,490,498 9,060,714 25,907,041 $73,516,773 2013-14 Revised $3,535,527 36,297,060 8,785,038 25,055,186 $73,672,811 2014-15 Budget $4,054,995 39,129,697 9,401,931 26,552,883 $79,139,506 2012-13 Actual Authorized Personnel Office of the Chief Operations Support Services Investigations/Organizational Services Total Full Time 4 226 97 164 491 Perm FTE Temp FTE 3.29 1.00 1.96 6.25 142 2013-14 Revised Full Time 4 225 97 165 491 Perm FTE Temp FTE 3.29 1.00 1.96 6.25 2014-15 Budget Full Time 4 226 97 164 491 Perm FTE Temp FTE 3.29 1.00 1.96 6.25 City of Tempe 2014-15 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 2012-13 Actual $750,963 44,593 2013-14 Budget $694,276 7,568 2013-14 Revised $2,193,946 7,568 2014-15 Budget $2,009,906 7,568 0 565 1,245,510 $2,041,631 $12.58 0 0 1,356,676 $2,058,520 $12.65 0 0 1,334,013 $3,535,527 $21.73 0 0 2,037,521 $4,054,995 $24.88 2012-13 Actual Authorized Personnel Office of the Chief Total Full Time 4 4 Perm FTE 2013-14 Revised Temp FTE Full Time 4 4 Perm FTE Temp FTE 2014-15 Budget Full Time 4 4 Perm FTE Temp FTE Related Council Strategic Priority: Maintain Commitment to Public Safety and Ensure Long-Term Financial Stability 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 2012-13 2013-14 2013-14 Performance Measure Actual Budget Revised Overall quality of local police services* (%) 82 80 2014-15 Budget 81 *Measured by the percent of residents that responded with “Very Satisfied” or “Satisfied” in the annual Community Attitude Survey 143 80 City of Tempe 2014-15 Annual Budget Police Operations The Operations Division is comprised of North Patrol, South Patrol, Central City, and Traffic 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 2012-13 Actual $26,340,091 336,593 2013-14 Budget $27,050,202 421,186 2013-14 Revised $28,871,355 460,108 2014-15 Budget $29,007,454 394,950 3,808,870 16,698 4,860,238 $35,362,490 $217.81 4,841,483 0 4,177,627 $36,490,498 $224.31 2,930,602 0 4,034,995 $36,297,060 $223.12 4,931,507 0 4,795,786 $39,129,697 $240.06 2012-13 Actual Authorized Personnel Operations Total Full Time 226 226 Perm FTE 2013-14 Revised Temp FTE 3.29 3.29 Full Time 225 225 Perm FTE Temp FTE 3.29 3.29 2014-15 Budget Full Time 226 226 Perm FTE Temp FTE 3.29 3.29 Related Council Strategic Priority: Maintain Commitment to Public Safety and Ensure Long-Term Financial Stability Goal: To suppress crime and promote the safety of the Tempe community Objective: To reduce overall Part I crime by 5% Performance Measure Part I Crime 2012-13 Actual 2013-14 Budget 2013-14 Revised 2014-15 Budget 8,707 8,464 8,811 8,370 (3%) 4% (5%) Percent change Related Council Strategic Priority: Maintain Commitment to Public Safety and Ensure Long-Term Financial Stability Goal: To ensure Tempe residents feel safe Objective: To reduce overall traffic collisions by 5% Performance Measure Traffic collisions (based on calendar year information) Percent change 144 2012-13 Actual 2013-14 Budget 2013-14 Revised 2014-15 Budget 4,825 4,412 4,749 4,512 (9%) 8% (5%) City of Tempe 2014-15 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 2012-13 Actual $7,168,619 627,188 2013-14 Budget $7,529,053 1,048,167 2013-14 Revised $7,273,710 1,034,897 2014-15 Budget $7,517,818 1,231,127 0 12,256 588,418 $8,396,481 $51.72 0 0 483,494 $9,060,714 $55.69 0 0 476,431 $8,785,038 $54.00 0 0 652,986 $9,401,931 $57.68 2012-13 Actual Authorized Personnel Support Services Total Full Time 97 97 Perm FTE 2013-14 Revised Temp FTE 1.00 1.00 Full Time 97 97 Perm FTE Temp FTE 1.00 1.00 2014-15 Budget Full Time 97 97 Perm FTE Temp FTE 1.00 1.00 Related Council Strategic Priority: Maintain Commitment to Public Safety and Ensure Long-Term Financial Stability Goal: To effectively manage our police resources to meet the needs of the Tempe community Objective: To complete the fiscal year within budget 2012-13 Actual 2013-14 Budget 2013-14 Revised 2014-15 Budget 66,996,649 68,546,753 67,073,430 73,979,887 <100 <100 <100 <100 Performance Measure Operating budget ($) Percent of Budget (%) 145 City of Tempe 2014-15 Annual Budget Police Investigations and Organizational Services The Investigations and Organizational Services Division is comprised of Criminal Investigations, Special Investigations, 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 inservice 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 Investigations & Organizational Services Total 2012-13 Actual $19,553,657 3,226,289 2013-14 Budget $20,756,897 3,452,325 2013-14 Revised $20,268,884 2,966,602 2014-15 Budget $21,098,126 3,523,459 112,179 4,827 1,536,674 $24,433,626 $150.50 128,537 0 1,569,282 $25,907,041 $159.25 260,772 0 1,558,928 $25,055,186 $154.02 228,112 0 1,703,186 $26,552,883 $162.90 2012-13 Actual Full Perm Temp Time FTE FTE 164 1.96 164 1.96 146 2013-14 Revised Full Perm Temp Time FTE FTE 165 1.96 165 1.96 2014-15 Budget Full Perm Temp Time FTE FTE 164 1.96 164 1.96 City of Tempe 2014-15 Annual Budget 147 City of Tempe 2014-15 Annual Budget Public Works Public Works Administration 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 2014-15 Budget Highlights: The approved amount includes the following authorized changes: ⋅ General Fund (GF) funding for wages in the Engineering division’s Private Development and CIP Programs to address workload shortfalls in private development plan review and inspection, and CIP Construction; funding is for FY 2014-15 only and is partially offset by a budgeted program revenue ($156,263) ⋅ GF funding to increase the contracted services budget in support of the Engineering division’s Service Line Protection Program (SLiPP) ($50,388) ⋅ Only GF funding for an Urban Forest Management Study in FY 2014-15 to provide a tree inventory and analysis of the City’s urban canopy to quantify the value and cost benefit: the cost is offset by budget reductions in the various funds under the Public Works department ($17,500) ⋅ Intersection Magic funded by the Highway User Revenue Fund (HURF) - computer software for comprehensive safety transportation planning to study and analyze crash records and data; cost will be reimbursed by a federal grant ($26,600) ⋅ HURF funding to establish a centralized graffiti abatement program in the Field Operations division ($46,900) ⋅ Additional funding in the Transit Fund for marketing, advertising and public Involvement ($94,200) ⋅ One time FY 2014-15 only Transit funding for a replacement crane truck in the Transportation division ($20,000) ⋅ Golf Fund increase to the Rolling Hills golf course labor services contract and to provide for the potential payout of an incentive based bonus to the contracted concessionaire ($141,097); funding is partially offset by elimination of wages and increased Golf Fund enterprise revenue ⋅ Golf Fund increase to the Ken McDonald golf course labor services contract and to provide for the potential payout of an incentive based bonus to the contracted concessionaire ($88,280); funding is partially offset by elimination of a vacant position and increased Golf Fund enterprise revenue ⋅ Golf Fund increase to the Ken McDonald and Rolling Hills golf courses’ concessionaire contract ($18,156) 148 City of Tempe 2014-15 Annual Budget ⋅ Solid Waste Fund funding for education, outreach and enforcement resources for solid waste collection services ($70,138) ⋅ General Fund funding for additional software maintenance for Public Work’s energy efficiency monitoring system; funding is offset by a like reduction in the General Fund electricity budget ($42,000) ⋅ Transit Fund increase to the landscape and lighting maintenance contract to address additional maintenance requirements resulting from the completion of several multi-use path projects under the Transit Program of the Capital Improvements Program ($101,500) Expenditures by Type Personnel Costs Supplies and Services Grants, Donations and/or Restricted Purpose Capital Outlay Internal Services Expenditure Total Per Capita 2012-13 Actual $37,126,090 74,854,527 2013-14 Budget $40,952,445 80,918,352 2013-14 Revised $38,937,939 83,391,351 2014-15 Budget $41,429,319 87,408,688 9,902 1,611,240 2,263,251 $115,868,010 $713.68 4,000 6,669,679 3,523,642 $132,068,118 $811.84 2,000 5,059,887 3,915,377 $131,306,554 $807.16 4,000 7,159,214 3,869,297 $139,870,518 $858.09 Expenditures by Division Administration Engineering Field Operations Transportation Water Utilities Expenditure Total 2012-13 Actual $88,003 2,371,409 30,969,167 51,926,389 30,513,042 $115,868,010 2013-14 Budget $302,246 2,310,610 36,464,660 54,332,788 38,657,814 $132,068,118 2013-14 Revised $1,163,134 2,328,447 34,765,578 58,551,837 34,497,558 $131,306,554 2014-15 Budget $919,839 2,449,023 37,369,006 59,269,486 39,863,164 $139,870,518 Authorized Personnel Administration Engineering Field Operations Transportation Water Utilities Total 2012-13 Actual 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 24.10 149 2013-14 Revised Full Perm Temp Time FTE FTE 5 0.75 0.49 30 212 1.50 22.12 71 1.00 1.00 141 0.49 459 3.25 24.10 2014-15 Budget Full Perm Temp Time FTE FTE 5 0.75 0.49 31 0.50 217 1.50 13.95 66 1.00 1.00 132 0.49 451 3.25 16.43 City of Tempe 2014-15 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 2012-13 Actual $521,757 27,410 9,902 1,411 (475,477) $88,003 $0.52 2013-14 Budget $727,309 51,906 2013-14 Revised $1,472,712 34,016 2014-15 Budget $1,327,561 69,406 4,000 2,000 4,000 (480,969) $302,246 $1.86 2012-13 Actual Full Perm Temp Time FTE FTE 5 0..63 0.49 5 0.63 0.49 (345,594) $1,163,134 $7.15 2013-14 Revised Full Perm Temp Time FTE FTE 5 0.75 0.49 5 0.75 0.49 (481,128) $919,839 $5.64 2014-15 Budget Full Perm Temp Time FTE FTE 5 0.75 0.49 5 0.75 0.49 Related Council Strategic Priority: Maintain Commitment to Public Safety and Ensure Long-Term Financial Stability 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 2010 in buildings participating in the Ameresco energy audit; 2) achieve a 1% reduction in 2015 and total 15% reduction in energy usage from baseline year 2013 in buildings citywide by 2025; and 3) develop two solar power projects at City facilities with no out of pocket costs that will save $1.3 million in electric bills by 2034 2012-13 Actual 15 Performance Measure Reduction in energy usage in energy audit buildings (%) Reduction in energy usage in buildings city wide (%) Reduction in carbon emissions in energy audit buildings (metric tons) Renewable energy / solar power generated in city facilities (kWh generated) Reduction in electricity costs with solar generation ($) 2013-14 Budget 20 2013-14 Revised 22 2014-15 Budget 20 N/A 5 0 1 N/A 4,200 2,190 2,190 N/A N/A 1,000,000 14,000 597,000 7,660 1,820,000 26,075 Related Council Strategic Priority: Maintain Commitment to Public Safety and Ensure Long-Term Financial Stability Goal: To create and maintain a culture of safety and accountability, focusing on process improvement, safety training, and employee performance Objective: 1) To incrementally reduce, year over year, the incidence rate of workers compensation injury and illness cases for Public Works employees towards the national average for local governments of 6.1 per 100 employees; and 2) reduce the dollar amount paid in third party damage claims resulting from employee incidents Performance Measure Rate of workers compensation injury and illness cases per 100 full time employees Dollars paid in third party claims resulting from employee accidents 150 2012-13 Actual 2013-14 Budget 2013-14 Revised 2014-15 Budget 10.0 $91,353 9.1 $83,327 9.5 $84,800 9.0 $81,300 City of Tempe 2014-15 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 Capital Outlay Internal Services Expenditure Total Per Capita Authorized Personnel Engineering Total 2012-13 Actual $2,382,628 760,060 4,117 (775,396) $2,371,409 $14.61 2013-14 Budget $2,487,836 484,935 2013-14 Revised $2,478,240 518,789 (662,161) $2,310,610 $14.20 (668,582) $2,328,447 $14.31 2012-13 Actual Full Perm Temp Time FTE FTE 30 30 2013-14 Revised Full Perm Temp Time FTE FTE 30 30 2014-15 Budget $3,329,674 536,323 1,400 (1,418,374) $2,449,023 $15.02 2014-15 Budget Full Perm Temp Time FTE FTE 31 0.50 31 0.50 Related Council Strategic Priority: Maintain Commitment to Public Safety and Ensure Long-Term Financial Stability Goal: To efficiently implement the Capital Improvements 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 2012-13 Actual 2013-14 Budget 2013-14 Revised 2014-15 Budget CIP projects that completed the design phase within the approved baseline budget or within normal tolerances of 5% (%) 100 100 100 100 CIP projects that completed the design phase within two months of the approved baseline schedule or within normal tolerances of 5% (%) 100 100 100 100 CIP projects that completed the construction phase within the approved baseline budget or within normal tolerances of 5% (%) 100 100 10 100 CIP projects that completed the construction phase within two months of the approved baseline schedule or within normal tolerances of 5% (%) 100 100 100 100 Performance Measure 151 City of Tempe 2014-15 Annual Budget Related Council Strategic Priority: Maintain Commitment to Public Safety and Ensure Long-Term Financial Stability 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 2012-13 2013-14 2013-14 2014-15 Performance Measure 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 (%) 96 90 72 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 92 90 Related Council Strategic Priority: Maintain Commitment to Public Safety and Ensure Long-Term Financial Stability 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 2012-13 Actual Performance Measure 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 (%) P 2013-14 Budget 2013-14 Revised 2014-15 Budget P 152 100 100 100 100 100 100 100 100 City of Tempe 2014-15 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 Capital Outlay Internal Services Expenditure Total Per Capita Authorized Personnel Field Operations Total 2012-13 Actual $15,311,256 19,132,117 908,704 (4,382,910) $30,969,167 $190.75 2013-14 Budget $16,646,480 17,481,714 4,981,747 (2,645,281) $36,464,660 $224.15 2012-13 Actual Full Perm Temp Time FTE FTE 213 0.50 22.12 213 0.50 22.12 2013-14 Revised $15,378,641 17,995,819 4,128,756 ( 2,737,638) $34,765,578 $213.71 2013-14 Revised Full Perm Temp Time FTE FTE 212 1.50 22.12 212 1.50 22.12 2014-15 Budget $17,014,669 18,513,585 5,675,066 (3,834,314) $37,369,006 $229.25 2014-15 Budget Full Perm Temp Time FTE FTE 217 1.50 13.95 217 1.50 13.95 Related Council Strategic Priority: Maintain Commitment to Public Safety and Ensure Long-Term Financial Stability Goal: To maintain a high level of cleanliness and maintain a sanitary environment for City facilities in an efficient and cost effective manner Objective: To achieve an internal satisfaction rate of 80% 2012-13 Actual N/A Performance Measure Internal satisfaction rate (%) 2013-14 Budget 80 2013-14 Revised 85 2014-15 Budget 80 Related Council Strategic Priority: Maintain Commitment to Public Safety and Ensure Long-Term Financial Stability Goal: To collect and dispose of all contained solid waste generated by residential customers Objective: 1) To provide excellent service to residential customers by effectively and efficiently managing solid waste collected; 2) To reduce residential contained missed collection by 2% per year; and 3) attain resident satisfaction rates that exceed the national average for residential trash collection services, bulk item pick up/removal services, and for recycling services 2012-13 Actual Performance Measure 2013-14 Budget 2013-14 Revised 2014-15 Budget Residential contained/recycling cost per ton ($) 108 147 108 140 Residential contained solid waste tons per capita (1,000) 272 281 281 291 Residential contained missed collection calls N/A N/A N/A 486 Resident satisfaction with residential trash collection services* (%) 90 90 82 90 Resident satisfaction with bulk item pick up/removal services* (%) 85 85 59 85 Resident satisfaction with recycling services* (%) 90 90 82 90 *Measured by the percent of residents that responded with “Very Satisfied” or “Satisfied” in the annual Community Attitude Survey 153 City of Tempe 2014-15 Annual Budget Related Council Strategic Priority: Maintain Commitment to Public Safety and Ensure Long-Term Financial Stability Goal: To maintain a high level of maintenance and service to ensure that facilities are physically safe and in good condition Objective: 1) To complete 80% of scheduled preventative maintenance within a year; 2) maintain facility condition index (FCI) at an average of 6% or lower for all City owned buildings; and 3) achieve an internal satisfaction rate of 80% 2012-13 2013-14 2013-14 2014-15 Actual Budget Revised Budget Performance Measure Scheduled maintenance completed within a year (%) Facility condition index at 6% or lower (%) Internal satisfaction rate (%) (facility condition, interaction and response time) 50 65 65 80 4.57 <6 4.57 <6 N/A 80 88 80 Related Council Strategic Priority: Maintain Commitment to Public Safety, Ensure Long-Term Financial Stability and Maintain High Quality of Life and Services 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) maintain parks staffing levels of 18 acres per full-time equivalents; 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 2012-13 Actual 89 2013-14 Budget 80 2013-14 Revised 85 2014-15 Budget 85 Resident satisfaction with the quality of neighborhood parks* (%) 78 80 80 80 Resident satisfaction with the City’s golf courses* (%) 64 80 70 70 Resident satisfaction with the City’s outdoor athletic fields* (%) 71 80 75 80 Acres of developed park lands maintained per FTE** 15 15 18 18 Performance Measure Resident satisfaction with the quality of City parks* (%) O&M cost recovered through revenue (Golf Fund) (%) Total volunteer hours Condition rating of 5 or less (%) 100 100 100 100 12,417 12,000 10,000 12,000 50 100 50 55 *Measured by the percent of residents that responded with “Very Satisfied” or “Satisfied” in the annual Community Attitude Survey **Excludes non-City open space 154 City of Tempe 2014-15 Annual Budget Related Council Strategic Priority: Maintain Commitment to Public Safety and Ensure Long-Term Financial Stability 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 2012-13 2013-14 2013-14 Performance Measure Actual Budget Revised 2014-15 Budget Cost per mile (maintenance and repair, fuel and capital cost): Police patrol sedans $0.57 $0.50 $0.55 $0.50 Light duty trucks $0.57 $0.50 $0.43 $0.45 Solid waste trucks $3.35 $3.00 $3.12 $3.00 Related Council Strategic Priority: Maintain Commitment to Public Safety and Ensure Long-Term Financial Stability 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) 2012-13 2013-14 2013-14 Performance Measure Actual Budget Revised Mechanic utilization rate (%) 71 70 77 2014-15 Budget 70 Related Council Strategic Priority: Maintain Commitment to Public Safety and Ensure Long-Term Financial Stability 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 2012-13 2013-14 2013-14 Performance Measure Actual Budget Revised Preventative maintenance compliance rate (%) 92 155 95 93 2014-15 Budget 95 City of Tempe 2014-15 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 Capital Outlay Internal Services Expenditure Total Per Capita Authorized Personnel Transportation Total 2012-13 Actual $5,871,964 41,859,805 290,921 3,903,699 $51,926,389 $319.84 2013-14 Budget $6,557,875 44,091,424 671,939 3,011,550 $54,332,788 $333.99 2012-13 Actual Full Perm Temp Time FTE FTE 67 0.50 1.00 67 0.50 1.00 2013-14 Revised $6,673,131 48,320,386 214,893 3,343,427 $58,551,837 $359.93 2013-14 Revised Full Perm Temp Time FTE FTE 71 1.00 1.00 71 1.00 1.00 2014-15 Budget $6,781,134 47,449,902 850,557 4,187,893 $59,269,486 $363.61 2014-15 Budget Full Perm Temp Time FTE FTE 66 1.00 1.00 66 1.00 1.00 Related Council Strategic Priority: Maintain Commitment to Public Safety and Ensure Long-Term Financial Stability 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 80% resident satisfaction regarding the adequacy of City street lighting 2012-13 Actual 2013-14 Budget 2013-14 Revised 2014-15 Budget Street light outage calls repaired within three working days (%) 96 98 95 98 Resident satisfaction with the adequacy of City street lighting* (%) 69 70 68 80 Performance Measure *Measured by the percent of residents that responded with “Very Satisfied” or “Satisfied” in the annual Community Attitude Survey Related Council Strategic Priority: Maintain Commitment to Public Safety and Ensure Long-Term Financial Stability 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 2012-13 Actual Performance Measure 2013-14 Budget 2013-14 Revised 2014-15 Budget Emergency signal service calls response within 30 minutes (%) 98 98 98 98 Preventative maintenance of traffic signal control cabinets (%) 100 100 100 100* *Change to bi-annual 156 City of Tempe 2014-15 Annual Budget Related Council Strategic Priority: Maintain Commitment to Public Safety, and Ensure Long-Term Financial Stability Goal: To meet environmental, storm water, and air quality requirements Objective: To attain an 80% resident satisfaction rate regarding the cleanliness of City streets Performance Measure Resident satisfaction with cleanliness of City streets* (%) 2012-13 Actual 2013-14 Budget 2013-14 Revised 2014-15 Budget 78 80 77 80 *Measured by the percent of residents that responded with “Very Satisfied” or “Satisfied” in the annual Community Attitude Survey Related Council Strategic Priority: Maintain Commitment to Public Safety, and Ensure Long-Term Financial Stability 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 2012-13 Actual 2013-14 Budget 2013-14 Revised 2014-15 Budget Average Pavement Quality Index (PQI) 54 70 50 70 Resident satisfaction with the condition of neighborhood streets* (%) 75 80 76 80 Resident satisfaction with overall condition of City streets* (%) 72 80 70 80 Performance Measure *Measured by the percent of residents that responded with “Very Satisfied” or “Satisfied” in the annual Community Attitude Survey Related Council Strategic Priority: Maintain Commitment to Public Safety, and Ensure Long-Term Financial Stability 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 Performance Measure Resident satisfaction with overall condition and clarity of street signs* (%) 2012-13 Actual 2013-14 Budget 2013-14 Revised 2014-15 Budget 80 80 79 80 *Measured by the percent of residents that responded with “Very Satisfied” or “Satisfied” in the annual Community Attitude Survey Related Council Strategic Priority: Maintain Commitment to Public Safety, and Ensure Long-Term Financial Stability Goal: To plan, operate and maintain a safe, efficient and reliable transportation system that supports all modes of travel Objective: To attain a 80% resident satisfaction rate regarding the management of traffic flow 2012-13 2013-14 Performance Measure Actual Budget Resident satisfaction with management of traffic flow (%) 63 65 2013-14 Revised 2014-15 Budget 60 80 *Measured by the percent of residents that responded with “Very Satisfied” or “Satisfied” in the annual Community Attitude Survey 157 City of Tempe 2014-15 Annual Budget Related Council Strategic Priority: Maintain Commitment to Public Safety, and Ensure Long-Term Financial Stability 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 2012-13 2013-14 2013-14 2014-15 Actual Budget Revised Budget Performance Measure Boardings per mile – Local Bus (> 2.0) 2.0 2.0 1.9 2.0 Boardings per mile – Circulator Bus (> 2.2) 2.1 2.2 2.1 2.2 Boardings per mile – Express Bus (> 1.0) 0.8 1.0 0.7 1.0 Boardings per mile – Metro Light Rail (> 4.5) 6.0 6.0 6.0 6.0 Boardings per trip – Dial-A-Ride (> 1.08) 1.08 1.09 1.09 1.12 Subsidy per boarding – Local Bus ($) 2.54 2.50 2.58 2.58 Subsidy per boarding – Metro Light Rail ($) 1.07 1.90 1.96 1.96 24.10 24.10 23.00 22.00 Subsidy per boarding – Dial-A-Ride ($) Related Council Strategic Priority: Maintain Commitment to Public Safety, and Ensure Long-Term Financial Stability 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 12.3 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 2012-13 Actual Performance Measure Boardings per capita Total Ridership Local Bus Boardings 2013-14 Budget 2013-14 Revised 2014-15 Budget 75 75 74 75 12,211,961 5,050,083 13,000,000 11,974,761 12,334,004 3,081,111 5,200,000 4,991,544 5,141,290 3,300,000 2,955,207 3,043,864 40,000 35,092 36,145 4,042,971 4,300,000 3,998,661 4,118,621 Circulator Bus Boardings 37,796 Express Bus Boardings Metro Light Rail Boardings 36,300 41,000 41,000 42,800 Resident satisfaction with quality of local transit service* (%) Dial-A-Ride Boardings 74 80 78 80 Resident satisfaction with quality of walking and biking paths* (%) 75 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 2014-15 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 Capital Outlay Internal Services Expenditure Total Per Capita Authorized Personnel Water Utilities Total 2012-13 Actual $13,038,485 13,075,135 406,087 3,993,335 $30,513,042 $187.94 2013-14 Budget $14,532,945 18,808,373 1,015,993 4,300,503 $38,657,814 $237.64 2012-13 Actual Full Perm Temp Time FTE FTE 143 0.49 143 0.49 2013-14 Revised $12,935,215 16,522,341 716,238 4,323,764 $34,497,558 $212.06 2013-14 Revised Full Perm Temp Time FTE FTE 141 0.49 141 0.49 2014-15 Budget $12,976,281 20,839,472 632,191 5,415,220 $39,863,164 $244.56 2014-15 Budget Full Perm Temp Time FTE FTE 132 0.49 132 0.49 Related Council Strategic Priority: Maintain Commitment to Public Safety and Ensure Long-Term Financial Stability 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 less than 1% of total customer base in Tempe; and 3) respond to water quality complaints within 24 hours, 100% of the time 2012-13 2013-14 2013-14 2014-15 Actual Budget Revised Budget Performance Measure Overall resident satisfaction with water service* (%) 80 85 85 85 Taste and odor complaints (%) 8 <1 <1 <1 Hardness complaints (%) 4 <1 <1 <1 Other complaints Response within 24 hours of water quality complaint (%) 26 <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: Maintain Commitment to Public Safety and Ensure Long-Term Financial Stability Goal: To measure percentage of time residents have accessibility to tap water Objective: To maintain reliability index at 99% or above Performance Measure Reliability of service 159 2012-13 Actual 2013-14 Budget 2013-14 Revised 2014-15 Budget 99.9% 99.9% 99.9% 99.9% City of Tempe 2014-15 Annual Budget 160 City of Tempe 2014-15 Annual Budget Capital Improvements Program Budget Contents Capital Improvements Program Overview .................................................................................................................. 162 2014-15 CIP Process ................................................................................................................................................. 163 Capital Budget Strategic Priorities .............................................................................................................................. 164 Fiscal Years 2014-15 through 2018-19 Capital Improvements Program Summary ................................................... 165 Fiscal Years 2014-15 through 2018-19 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 2014-15 Debt Service Appropriations ...................................................................................................... 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 2014-15 through 2018-19 Capital Improvements Program Project Listing and Descriptions ................. 178 Enterprise Program - Fiscal Years 2014-15 through 2018-19 .................................................................................... 179 Water Program CIP Projects .................................................................................................................................. 180 Wastewater Program CIP Projects ......................................................................................................................... 193 Golf Program CIP Projects ..................................................................................................................................... 197 Special Purpose Program .......................................................................................................................................... 199 Transit CIP Projects ................................................................................................................................................ 200 General Purpose Program - Fiscal Years 2014-15 through 2018-19 ......................................................................... 215 Police Protection Program CIP Projects ................................................................................................................. 216 Fire Protection Program CIP Projects ..................................................................................................................... 221 Storm Drains Program CIP Projects ....................................................................................................................... 224 Park Improvements / Recreation Program CIP Projects ......................................................................................... 226 General Governmental Program CIP Projects ........................................................................................................ 241 Transportation Program - Fiscal Years 2014-15 through 2018-19 ............................................................................. 261 Transportation and R.O.W. Improvements Program CIP Projects .......................................................................... 262 Traffic Signals and Street Lighting Program CIP Projects ....................................................................................... 266 161 City of Tempe 2014-15 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) 2014-15 totals $581 million, and of this amount, $150.4 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 $43.8 million and includes water, wastewater and golf projects accounting for 29% of the total capital budget in FY 2014-15. The Special Purpose program includes transit projects, and totals $27.4 million, or 18%, of funded projects in FY 2014-15. The General Purpose program includes police protection, fire protection, storm drains, parks and general governmental projects and totals $68.7 million or 46% 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 $10.5 million. FY 2014-15 Total Financial Program Operating Budget $430.7 Capital Budget $150.4 Total ($ millions) $581.1 Comparison of FY 2013-14 and FY 2014-15 Capital Budgets Capital Program Enterprise Water Wastewater FY 2013-14 Budget $ FY 2014-15 Budget 27,447,487 $ 32,259,400 10,118,974 8,844,287 674,000 2,700,000 15,521,005 27,380,381 Police 2,745,512 3,487,063 Fire 2,556,829 4,082,186 896,062 782,591 Park Improvements 29,100,582 51,026,321 General Governmental 15,257,687 9,347,558 12,256,356 7,877,198 2,952,915 2,651,481 Golf Special Purpose Transit Operating Budget $431 / 74% General Purpose Storm Drains CIP Budget $150 / 26% Transportation Transportation and R.O.W Traffic Signals / Street Lighting Total 162 $ 119,527,409 $ 150,438,466 City of Tempe 2014-15 Annual Budget 2014-15 CIP Process 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 continue operating at existing service levels. 5 New Fire Trucks Public Safety Communications Equipment Pedestrian Intersection Countdown Timers 3 Street Lights, Storm Drains, Sidewalks 2 4 Low 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. 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). Police Dept. Detention Camera Upgrade City Facilities Parking Lots Traffic Signals, Light Poles, Street Preservation, Park & Recreation Infrastructure and Equipment Replacement City Facilites Small Scale Remodels 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 2013 City department heads, capital project managers, and Financial Services staff launched the 2014-15 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 2014-15 project funding. This included a detailed review of the information required to complete CIP project request forms. 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 2014-15 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 2014-15 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 2014, 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 12th a balanced final five year capital program was presented for Council adoption. 163 City of Tempe 2014-15 Annual Budget Capital Budget Strategic Priorities At their annual summit, the City Council identified the five 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 expenditures included in the adopted FY 2014-15 capital budget are aligned with the City Council’s strategic priorities. 1. 2. 3. 4. 5. Ensure Long Term Financial Stability Pursue Quality Economic Development Maintain High Quality of Life and Services Maintain Commitment to Public Safety Create Innovative / Creative / Fun / Different / Active Atmosphere Ensure Long Term Financial Stability Pursue Quality Economic Development Maintain High Quality of Life and Services Maintain Commitment to Public Safety Create Innovative / Creative / Fun / Different / Active Atmosphere The Create Innovative / Creative / Fun / Different / Active Atmosphere priority accounts for approximately 31% of FY 2014-15 capital budget expenditures. In very large part this is because construction of the new $38.7 million Tempe Town Lake dam is included in this category. Tempe Town Lake is a premier hub of activity not only for the City of Tempe, but for the entire Phoenix metropolitan area. It is host to many special events, water and land sports, and is adjacent to all the attractions of downtown Tempe. This priority is also represented by several projects that will improve City recreation elements, as well as several pedestrian and bicycle friendly multi use path projects. The strategic priority to Ensure Long Term Financial Stability captures projects spanning all capital project program areas and exemplifies the City’s focus on maintaining its existing core infrastructure through preventative and ongoing asset maintenance and replacement projects. All projects under the police and fire protection programs are included in the Maintain Commitment to Public Safety strategic priority. This category is also represented by several other capital programs with projects that maintain City infrastructure that contributes to public safety on an everyday basis. These projects include water treatment and distribution, traffic signal repair and replacement, and street lighting. The priority to Maintain High Quality of Life and Services is represented by projects that address the condition of neighborhood parks and park amenities, City right of way landscape revitalization, projects under the Municipal Arts Program, and significant pedestrian and bicycle friendly streetscape projects. FY 2014-15 projects supporting economic development contribute to improved transportation flow within the City through the installation of technology that monitors traffic congestion, and projects that seek to improve downtown accessibility. 164 City of Tempe 2014-15 Annual Budget Fiscal Years 2014-15 through 2018-19 Capital Improvements Program Summary Program Capital Budget Re-appropriations New 2014-15 Capital Budget Appropriations Total 2014-15 Capital Budget Appropriations Additional Projected Needs 2016-17 2017-18 2015-16 Total 5-Year Program 2018-19 Enterprise Program Water Wastewater Golf Total Enterprise 15,808,641 16,450,759 32,259,400 14,574,938 9,173,604 10,599,538 8,105,867 74,713,347 7,770,507 1,073,780 8,844,287 5,396,510 12,685,376 22,051,266 8,260,848 57,238,287 200,000 2,500,000 2,700,000 - - - - 2,700,000 23,779,148 20,024,539 43,803,687 19,971,448 21,858,980 32,650,804 16,366,715 134,651,634 Special Purpose Program Transit Total Special Purpose 12,214,475 15,165,906 27,380,381 6,454,807 5,705,173 2,685,542 1,443,726 43,669,629 12,214,475 15,165,906 27,380,381 6,454,807 5,705,173 2,685,542 1,443,726 43,669,629 General Purpose Program Police Protection Fire Protection Storm Drains Park / Recreation Improvements 755,000 2,732,063 3,487,063 3,330,663 4,105,327 4,193,412 2,254,208 17,370,673 2,382,186 1,700,000 4,082,186 550,000 1,132,800 622,000 568,000 6,954,986 582,591 200,000 782,591 200,000 300,000 300,000 300,000 1,882,591 24,676,240 26,350,081 51,026,321 1,885,200 3,163,981 3,490,845 3,592,796 63,159,143 General Governmental 4,865,184 4,482,374 9,347,558 4,174,010 5,432,098 5,046,991 3,897,621 27,898,278 Total General Purpose 33,261,201 35,464,518 68,725,719 10,139,873 14,134,206 13,653,248 10,612,625 117,265,671 31,785,831 Transportation Transportation and R.O.W. 2,836,221 5,040,977 7,877,198 3,805,877 5,945,767 6,439,995 7,716,995 Traffic Signals/Street Lighting 1,478,517 1,172,964 2,651,481 1,712,149 1,893,081 1,791,028 850,000 8,897,739 4,314,738 6,213,941 10,528,679 5,518,026 7,838,848 8,231,023 8,566,995 40,683,571 73,569,562 76,868,904 150,438,466 42,084,154 49,537,207 57,220,616 36,990,060 336,270,504 Total Transportation TOTAL PROGRAM 165 City of Tempe 2014-15 Annual Budget Fiscal Years 2014-15 through 2018-19 Capital Improvements Program Source of Funds Summary Capital Budget Re-appropriations New 2014-15 Capital Budget Appropriations Total 2014-15 Capital Budget Appropriations 22,773,652 16,474,539 39,248,191 16,853,690 21,032,775 - - - 3,117,758 826,205 Capital Projects Fund Balance 305,496 1,050,000 1,355,496 - - Development Fees 500,000 - 500,000 - - - - 500,000 Water / Wastewater Fund - Loan 200,000 2,500,000 2,700,000 - - - - 2,700,000 23,779,148 20,024,539 43,803,687 19,971,448 21,858,980 32,650,804 16,366,715 134,651,634 Program Additional Projected Needs 2016-17 2017-18 2015-16 2018-19 Total 5-Year Program 31,774,599 15,490,510 124,399,765 826,205 826,205 5,596,373 50,000 50,000 1,455,496 Enterprise Supported Water / Wastewater Bonds Water / Wastewater Fund Total Enterprise Supported Special Purpose Transit Transit Tax 7,346,286 5,389,812 12,736,098 3,172,750 2,459,196 1,485,542 1,443,726 21,297,312 Federal Grants 4,868,189 9,071,094 13,939,283 3,282,057 3,245,977 1,200,000 - 21,667,317 - 705,000 705,000 - - - - 705,000 Total Transit 12,214,475 15,165,906 27,380,381 6,454,807 5,705,173 2,685,542 1,443,726 43,669,629 Total Special Purpose 12,214,475 15,165,906 27,380,381 6,454,807 5,705,173 2,685,542 1,443,726 43,669,629 MAG - Safety Funds General Purpose 22,726,221 26,112,771 48,838,992 9,670,192 6,622,154 3,386,240 300,000 68,817,578 G.O. Bonds Election Required General Obligation Bonds - - - - 7,012,838 10,086,436 10,051,234 27,150,507 Capital Projects Fund Balance 4,307,621 2,897,833 7,205,454 - - - - 7,205,454 Capital Improvements Reserve - 2,821,300 2,821,300 17,750 31,550 3,900 4,400 2,878,900 Debt Service Fund - 2,000,000 2,000,000 - - - - 2,000,000 310,359 417,396 727,754 - - - - 727,754 - 100,000 100,000 - - - - 100,000 Solid Waste Fund 80,000 197,150 277,150 100,820 140,880 53,822 55,088 627,760 Transit Tax 30,000 - 30,000 23,710 23,710 - - 77,420 7,000 535,568 542,569 279,901 255,574 75,350 154,403 1,307,797 6,000,000 Municipal Arts Fund Performing Arts Fund Water / Wastewater Fund Cash 5,800,000 200,000 6,000,000 - - - - Residential Development Fee - 60,000 60,000 - - - - 60,000 Diablo Stadium Revenue - 122,500 122,500 47,500 47,500 47,500 47,500 312,500 33,261,201 35,464,518 68,725,719 10,139,873 14,134,206 13,653,248 10,612,625 117,265,671 General Obligation Bonds 917,868 2,588,078 3,505,946 4,381,554 6,555,222 7,043,634 8,266,995 29,753,351 Capital Projects Fund Balance 476,043 - 476,043 - - - - 476,043 Highway User Revenue Fund 230,000 3,277,029 3,507,029 300,000 300,000 300,000 300,000 4,707,029 Total General Purpose Transportation Developer Assistance Federal Grants Total Transportation TOTAL PROGRAM 180,000 - 180,000 - - - - 180,000 2,510,827 348,834 2,859,661 836,472 983,626 887,389 - 5,567,148 4,314,738 6,213,941 10,528,679 5,518,026 7,838,848 8,231,023 8,566,995 40,683,571 73,569,562 76,868,904 150,438,466 42,084,154 49,537,207 57,220,616 36,990,060 336,270,504 166 City of Tempe 2014-15 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 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 2014-15 operating costs shown below are incorporated in the City’s adopted operating budget. In addition to current year operating budget impacts, future operating costs 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 recurring operating budget impacts associated with projects included in the adopted five year CIP. New Recurring Operating and Maintenance Impacts: FYs 2014-15 to FY 2018-19 Capital Projects by Fund Cost Category FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 General Fund CAD / RMS / FRWS IT Administration $ 245,000 $ City Regional Radio System Maintenance and Replacement Hardware Maintenance 84,000 Desktop Technology Refresh Green Initiative Contracted Services 50,000 Digital Evidence System Software Maintenance & Storage General Fund Total - $ - - - $ - $ - - - 10,025 37,800 37,800 - - 389,025 37,800 37,800 - - 100,000 - - - - RICO Fund Digital Evidence System Software Maintenance & Storage Transit Fund Alameda Drive & I-10 Bicycle / Pedestrian Bridge Landscape & Lighting Maintenance - - - - 6,500 Broadway Road Streetscape Project Landscape & Lighting Maintenance 26,500 - - - - Creamery Branch Rail Path Landscape & Lighting Maintenance - - - 23,000 - El Paso Natural Gasline Easement Multi-use Path Phase III Landscape & Lighting Maintenance 21,500 - - - - Hardy Drive Streetscape Project Landscape & Lighting Maintenance 21,500 - - - - Highline Canal Path (Baseline - Knox Road) Landscape & Lighting Maintenance - - - 40,000 - Rio Salado Southbank Path Underpass at 101 & 202 Freeway Interchange Landscape & Lighting Maintenance 4,000 - - - - 28,000 - - - - 101,500 - - 63,000 6,500 University Drive Bike / Ped Improvements (Union Pacific Railroad to Priest) Landscape & Lighting Maintenance Transit Fund Total Water / Wastewater Fund Automated Meter Reading Systems Software Maintenance & Storage $ City of Tempe Total 167 - $ - $ 15,000 $ - $ - $ 590,525 $ 37,800 $ 52,800 $ 63,000 $ 6,500 City of Tempe 2014-15 Annual Budget CIP – Significant Nonrecurring Projects These are permanent projects that are exceptional 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 Number: Start Date: Estimated Completion Date: 6504229 07/05/2012 12/31/2015 Program: General Purpose Sub Program: Park Improvements / Recreation Managing Department: Public Works / Engineering Click HERE TO SEE a VIDEO of the future Tempe Town Lake dam in operation. Project Description and Benefit Based on the contractual agreement between the City and Bridgestone, the temporary rubber bladders west dam of the Tempe Town Lake must be replaced by the City by the end of December, 2015. In July of 2011, the City initiated a project to select, design and construct the "best - value" solution for replacement of the Tempe Town Lake downstream dam. In January 2012, the City selected a hydraulically operated steel gate to replace the existing rubber bladders. Since then, the contracted engineer has reached 90 percent completion of steel gate dam design. The construction is anticipated to start in the first half of 2014. Tempe Town Lake is a major element of the City’s identity, and residents enjoy the many activities and events that take place around the lake throughout the year. Replacement of the lake’s dam(s) represents a major investment in the sustainability of this important attraction and ensures the lake will remain a pleasant and safe leisure opportunity destination for residents into the future. Funding Source(s) 2014-15 2015-16 2016-17 2017-18 2018-19 Total 5-Year Capital Projects Fund Balance Capital Improvements Reserve Debt Service Fund General Obligation Bonds 3,176,913 2,400,000 1,000,000 32,161,851 - - - - 3,176,913 2,400,000 1,000,000 32,161,851 Project Total 38,738,764 - - - - 38,738,764 New Operating and Maintenance Budget Impact The annual operating budget for maintenance of the existing Town Lake Dam will be utilized to maintain the new dam once complete. City engineering staff are currently working 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 will be made about whether or not it will be fiscally necessary to reduce the operating budget in other operating areas or departments in order to accommodate the increase, or whether the increase can be added to the City's total operating budget. 168 City of Tempe 2014-15 Annual Budget Environmental Laboratory Facility Project Number: 3203499 Start Date: Ongoing Estimated Completion Date: 03/31/2015 Program: Enterprise Sub Program: Water Managing Department: Public Works / Water Utilities Project Description and Benefit This project involves the design and construction of a new and up-to-date environmental laboratory facility necessary to continue to analyze the quality of Tempe drinking water and wastewater as required under federal and state 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 existing environmental laboratory facility is undersized, inefficient, outdated, and has been expanded into repurposed areas of the STWTP. This project will allow all water and wastewater quality analyses to be conducted in a dedicated and up-to-date facility. In the last decade emerging regulations governing drinking water and wastewater have created a nearly five-fold increase in the number of required analyses to ensure compliance with Clean Water Act and Safe Drinking Water Act requirements. Without this project, Tempe will increasingly outsource analyses, and will be less available to conduct real-time operational analyses to support treatment processes and practices. The Environmental Laboratory project will help ensure the City’s water quality is tested and treated in compliance with current and future environmental regulation under the U.S. Safe Drinking Water Act. According to the City’s 2013 Community Attitude Survey, the City’s ability to supply reliable, high quality domestic water to its residents resulted in an 80% resident satisfaction rating which matches the national average. Funding Source(s) Water / Wastewater Bonds 2014-15 7,314,339 2015-16 2016-17 - 2017-18 - 2018-19 - Total 5-Year - 7,314,339 New Operating and Maintenance Budget Impact Water utilities staff predict the current annual operating budget for water testing can be reduced once the new laboratory facility is complete. While the exact reduction amount is unknown at this time, water utilities staff estimate new technology and equipment at the new facility will allow the department to save between $100,000 and $200,000 annually because more water testing will be performed in house rather than by expensive outside laboratories. 169 City of Tempe 2014-15 Annual Budget Rio Salado Southbank Path Underpass at 101 & 202 Freeway Interchange Project Number: 6004319 Start Date: 07/01/2011 Program: Special Purpose Estimated Completion Date: 06/30/2015 Sub Program: Transit Managing Department: Public Works / Transit Project Description and Benefit The project will construct a shared use path from McClintock drive to the Mesa city limits and includes a portion of pathway underneath Loop 202 at the 202/101 Traffic Interchange. The project is the eastern-most connection of the Tempe Rio Salado and links directly to Mesa along the south bank of the Salt River. The project involves a 10-foot wide concrete path with lighting and safety railings. The project is funded through a federal transportation grant managed through the Arizona Department of Transportation. Majority of the project funding is identified in the ADOT budget. 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. This path project continues the Tempe Rio Salado pathway from McClintock to the Mesa city limits. Funding Source(s) Transit Tax 2013-14 2014-15 996,279 2015-16 - 2016-17 - 2017-18 - Total 5-Year - 996,279 New Operating and Maintenance Budget Impact 2014-15 Landscape and Lighting Maintenance $ 2015-16 4,000 $ 2016-17 - $ 2017-18 - $ 2018-19 - $ - This project requires an expansion to the scope of the City's existing multiuse path landscape and lighting maintenance contracts which translates into additional recurring operating costs shown above. 170 City of Tempe 2014-15 Annual Budget Broadway Road Streetscape Project Project Number: 6003059 Start Date: 10/01/2008 Estimated Completion Date: 12/01/2015 Program: Special Purpose Sub Program: Transit Managing Department: Public Works / Transit Project Description and Benefit The Broadway Road Pedestrian and Bicycle Improvement Project is approximately 1 mile between Mill Ave and Rural Road. The project consists of pedestrian and bicycle facility improvements along an arterial street fronted by single family residential units. Work to be performed includes striping for bike lanes, the widening of sidewalks, construction of planted medians, construction of a wall, pedestrian safety, street tree plantings, provisions for a mid-block crossing between Sierra Vista and Venture and providing transit and pedestrian amenities. The proposed project area has a high volume of pedestrian and bicycle travel due to its proximity to ASU and downtown Tempe. Area residents are advocating changing the character of the street to reflect the residential uses on this stretch of Broadway Road, which differs significantly with the rest of corridor. The design of the Broadway Road project was a product of extensive community dialogues. The proposed project is identified in the Tempe Comprehensive Transportation Plan as one of the proposed corridors for improvement. Funding Source(s) 2014-15 2015-16 2016-17 2017-18 2018-19 Total 5-Year Transit Tax Federal Grant - CMAQ MAG - Safety Funds 1,822,213 3,857,670 705,000 - - - - 1,822,213 3,857,670 705,000 Project Total 6,384,883 - - - - 6,384,883 New Operating and Maintenance Budget Impact 2014-15 Landscape and Lighting Maintenance $ 2015-16 26,500 $ 2016-17 - $ 2017-18 - $ 2018-19 - $ This project requires an expansion to the scope of the City's existing landscape and lighting maintenance contracts which translates into the additional recurring operating costs shown 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 136 projects included in the adopted five year CIP are described under their respective program area in the Fiscal Years 2014-15 through 2018-19 Capital Improvements Program Project Listing and Descriptions section. 171 - City of Tempe 2014-15 Annual Budget Capital Improvements Project Map 6 1 3 7 4 8 5 2 9 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 Rolling Hills Golf Course Irrigation System City Hall Complex Heating and Cooling Repair Arterial, Collector & Residential Street Asset Preservation Street Light Upgrade / New Installation 172 City of Tempe 2014-15 Annual Budget Capital Improvements Program Financing As shown in the chart below, Tempe's 2014-15 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 2014-15, the City plans to issue $52 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 $125.7 million in bonds for these purposes. Debt service on these bonds will be repaid by revenues from the City’s secondary property taxes. FY 2014-15 Source of Funds Funding Source Water / Wastewater Bonds $ Millions % of Total $39.2 26% General Obligation Bonds 52.3 35% Outside Revenue 24.4 16% Capital Project Fund Balances 17.7 12% Pay-as-you-go 16.8 11% $150.4 100% Total It is important to note the total projected issuance amount of approximately $125.7 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 $39 million of new enterprise bonds in 2014-15 to finance the project costs in this program. Over the five year CIP, The City plans to issue approximately $124 million in bonds in the Enterprise program. User fee revenue will support the debt service costs on these bonds. FY 2014-15 capital budget funding sources other than bonds total $60 million. $16.8 million in federal grants received for projects in the Transit and Transportation programs make up the bulk of outside revenue budgeted for expenditure in 2014-15. Pay-as-you go funding is concentrated in the Transit and General Purpose programs in the form of $5.4 million in budget year Transit Tax collections, and $11.4 million in various City operating fund contributions. The budgeted use of capital project fund balances to finance projects in 2014-15 largely represents the use of prior year cash balances and City operating fund contributions assigned to projects in the General Purpose program which were approved in 2013-14 and re-appropriated for completion in 2014-15. The FY 2014-15 capital budget funding sources for each project are described in further detail in the Fiscal Years 2014-15 through 2018-19 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 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 2014-15 Annual Budget Long-Term Debt and Bond Authorization Summary Remaining General Obligation Bond Authorizations July 1, 2014 Original Authorization 2008 Voter Authorization Water / Wastewater 113,300,000 Prior Issuances Remaining Authorization 52,025,302 61,274,698 Public Safety 32,010,000 18,565,000 13,445,000 Park Improvements / Community Services Streets / Transportation / Storm Drains 51,800,000 44,200,000 22,105,000 11,545,000 29,695,000 32,655,000 241,310,000 104,240,302 137,069,698 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 5,215,000 7,685,000 Subtotal 29,800,000 5,215,000 24,585,000 TOTAL $ 271,110,000 $ 109,455,302 $ 161,654,698 Outstanding Long-Term Debt Summary July 1 2011 2012 2013 2014 General Obligation Bonds Water / Wastewater 287,621,092 270,715,646 253,760,903 236,046,554 Public Safety 60,875,000 59,625,000 60,260,000 59,230,000 Park Improvements 34,515,000 34,170,000 34,105,000 33,920,000 Library / Museum 11,410,000 10,940,000 10,465,000 9,985,000 Streets / Transportation / Storm Drains 59,880,000 57,465,000 57,130,000 54,940,000 Municipal Infrastructure Preservation - - 2,275,000 5,130,000 454,301,092 432,915,646 417,995,903 399,251,554 Water / Wastewater 46,954,000 53,744,000 79,034,000 76,109,000 General Governmental 35,676,000 34,347,900 33,352,900 32,297,900 Performing Arts 36,295,000 31,820,000 27,280,000 22,530,000 129,905,000 126,955,000 68,345,000 66,645,000 27,435,000 25,400,000 23,545,000 21,680,000 1,785,000 1,658,100 1,558,100 1,453,100 278,050,000 273,925,000 233,115,000 220,715,000 29,875,000 27,815,000 25,675,000 23,930,000 5,883,000 5,572,000 5,247,000 4,907,000 $768,109,092 $740,227,646 $682,032,903 $648,803,554 Total G.O. Debt Outstanding Excise Tax Bonds Transit Rio Salado Cemetery Enterprise Total Excise Tax Debt Outstanding Special Assessment Bonds (1) Section 108 Guaranteed Loan (2) Total Outstanding Long-Term Debt (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 2014-15 Annual Budget Fiscal Year 2014-15 Debt Service Appropriations Program Principal Debt Service Fund Performing Arts Fund Transit Fund Interest Fiscal Agent Fees Total 29,232,105 8,359,781 400,000 37,991,886 4,975,000 944,026 7,500 5,926,526 1,745,000 2,910,688 7,500 4,663,188 Water / Wastewater Fund 21,614,273 13,894,652 310,000 35,818,925 Special Assessments Fund Total $ 1,745,000 59,311,378 $ 1,214,850 27,323,997 $ 725,000 $ 2,959,850 87,360,375 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 purpose 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 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. Notably, taxable secondary assessed property values within the City increased in 2014-15 for the first time in five years. 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 2014-15 General Obligation Bonded Debt Limits July 1, 2014 FY 2014-15 6% 20% Projected G.O. Debt Limit (1) $97,663,254 $325,544,180 Outstanding G.O. Bonded Debt-Previously Issued (37,530,000) (361,721,554) $60,133,254 ($36,177,374) Debt Margin Available (1) The FY 2014-15 Bond Limit is based on an estimated secondary assessed value of $1,627,720,901 compared to the FY 2012-13 secondary assessed value of $1,513,299,272 . 175 City of Tempe 2014-15 Annual Budget Capital Budget, Debt Service and Property Tax Rate Ten Year Historical Trends Budgeted Capital Improvements Fiscal Year Program Outstanding Principal Debt Service Requirements Net Secondary P&I Assessed Value % Change in Property Tax Rate ($) Secondary Assessed Primary Secondary Total Valuation 2004-05 177,118,222 280,525,000 27,696,707 1,768,877,385 4.8 .53 .82 1.35 2005-06 189,971,703 362,225,000 35,620,916 1,904,426,188 7.7 .52 .88 1.40 2006-07 196,728,491 452,490,000 44,105,855 2,006,703,332 5.4 .52 .88 1.40 2007-08 212,706,469 581,595,000 52,988,091 2,401,898,465 19.7 .51 .89 1.40 2008-09 168,033,325 651,395,000 59,795,499 2,656,948,194 10.6 .51 .89 1.40 2009-10 96,310,568 700,245,000 68,975,861 2,767,488,865 4.2 .49 .91 1.40 2010-11 48,264,755 765,568,545 69,753,500 2,512,995,468 (9.2) .52 .88 1.40 2011-12 49,337,804 768,109,092 66,378,628 1,957,328,610 (22.1) .66 1.13 1.79 2012-13 124,812,526 740,227,646 120,964,519 1,697,237,040 (13.3) .79 1.36 2.14 2013-14 119,527,409 682,032,903 74,555,343 1,513,299,272 (10.8) .91 1.57 2.48 2014-15 150,438,466 648,803,554 86,635,375 1,627,720,901 7.6 .92 1.51 2.44 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 2014-15 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 2014-15 Annual Budget Fiscal Years 2014-15 through 2018-19 Capital Improvements Program Project Listing and Descriptions Marina Heights Future Above is an architectural rendering of the Marina Heights development currently under construction just south of downtown Tempe on the south bank of Tempe Town Lake. The property will be the largest office development in state history at 2 million square feet. 178 City of Tempe 2014-15 Annual Budget Enterprise Program Water, Wastewater and Golf projects total $43.8 million in FY 2014-15 and account for 29% of the total FY 2014-15 appropriated CIP budget The Enterprise component of the Capital Improvements Program consists of the Water, Wastewater and Golf programs. Combined, they constitute $43.8 million of the $150.4 million Capital Improvements Program for FY 2014-15. The City's Capital Budget for the Water and Wastewater programs 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 201415 is water and wastewater revenue supported bonds. These bonds are repaid by user charges for service delivery in both programs. The Golf program consists of a single project to renovate and convert the City’s Rolling Hills golf course irrigation system from using ground water to reclaimed water. The funding source for the project is a long term loan from the City’s Water / Waster Fund. 179 City of Tempe 2014-15 Annual Budget Water Program CIP Projects Capital Budget New 2014-15 2014-15 Total Re-appropriations Appropriations Appropriations Additional Projected Needs 2016-17 2017-18 Total 5-Year Program Project Name & Number Funding Source(s) ARC Flash Hazard Analysis: 3201202 Capital Projects Fund Balance 75,185 - 75,185 - - 50,000 50,000 175,185 Capital Projects Fund Balance Water / Wastewater Bonds 105,311 105,311 400,000 400,000 105,311 400,000 505,311 500,000 500,000 500,000 500,000 500,000 500,000 500,000 500,000 105,311 2,400,000 2,505,311 - - - 3,117,758 826,205 826,205 826,205 5,596,373 40,000 - 40,000 - - - - 40,000 6,936,639 377,700 7,314,339 - - - - 7,314,339 85,000 85,000 480,000 480,000 85,000 480,000 565,000 320,000 320,000 - - - 85,000 800,000 885,000 Automated Meter Reading Systems: 3205869 Project Total CAP Water Lease - WMAT Quantification Settlement Agreement: NA Water / Wastewater Fund Carl Hayden Campus for Sustainability: 3203259 Capital Projects Fund Balance Environmental Laboratory Facility: 3203499 Water / Wastewater Bonds Filter Rehabilitation at Water Treatment Plants: 3205889 Capital Projects Fund Balance Water / Wastewater Bonds Project Total 2015-16 2018-19 Flood Irrigation Infrastructure Improvements: 3205899 Water / Wastewater Bonds 100,000 - 100,000 100,000 100,000 100,000 100,000 500,000 JGMWTP Minor Improvements: 3207149 Water / Wastewater Bonds - 377,000 377,000 - - - - 377,000 JGMWTP Solar Project: NA Water / Wastewater Fund - - - - - - - - Meter Replacement Program: 3209319 Water / Wastewater Bonds 455,587 750,000 1,205,587 900,000 900,000 900,000 900,000 4,805,587 SCADA Master Plan Implementation: 3204409 Water / Wastewater Bonds 744,262 1,199,000 1,943,262 251,000 251,000 465,000 - 2,910,262 STWTP Main Power Building: 3205909 Water / Wastewater Bonds 97,500 1,332,500 1,430,000 - - - - 1,430,000 STWTP Minor Improvements: 3205919 Water / Wastewater Bonds 338,000 762,000 1,100,000 - - - - 1,100,000 Water and Wastewater Facilities Security Improvements: 3201029 Water / Wastewater Bonds 500,000 - 500,000 - - - - 500,000 Water and Wastewater Infrastructure Master Plan Update: 3207159 Capital Projects Fund Balance - 1,050,000 1,050,000 - - - - 1,050,000 180 City of Tempe 2014-15 Annual Budget 2014-15 CIP Projects - Water Program (continued) New 2014-15 Appropriation Capital Budget Request Re-appropriations 2014-15 Total Requested Appropriation Additional Projected Needs 2016-17 2017-18 Total 5-Year Program Project Name & Number Funding Source(s) Water Aqueduct Rehabilitation at JGMWTP: 3204959 Water / Wastewater Bonds 355,921 220,000 575,921 - - - - 575,921 Water Distribution System Metering Stations: 3201551 Water / Wastewater Bonds 235,000 - 235,000 - - - - 235,000 Water System - Upgrades, Repairs, and Replacement: 3299989 Water / Wastewater Bonds 758,262 741,738 1,500,000 1,499,000 1,499,000 1,499,000 1,499,000 7,496,000 Water System Rehabilitation or Replacement of Aging Infrastructure: 3204969 Water / Wastewater Bonds 3,232,622 8,443,000 11,675,622 5,760,000 4,818,000 3,877,000 3,877,000 30,007,622 Water Utility Buildings Asset Management: 3207169 Water / Wastewater Bonds - 317,821 317,821 277,180 279,399 382,333 353,662 1,610,395 Wells - New Production: 3200019 Water / Wastewater Bonds 1,749,352 - 1,749,352 1,850,000 - 2,000,000 - 5,599,352 15,808,641 16,450,759 32,259,400 14,574,938 9,173,604 10,599,538 8,105,867 74,713,347 Water Program Total 181 2015-16 2018-19 ARC Flash Hazard Analysis Project Description Estimated 2014-15 Project Costs This project provides engineering services for evaluations and labeling of electrical equipment located at water facilities. Arc flash studies were recently completed at the each of the water treatment plants. Study updates for wells, pump stations, and other field sites are currently ongoing and scheduled to be completed in FY 14/15. Arc flash studies will be updated on a rolling basis every five years in the future. The National Fire Protection Association requires that arc-flash hazard analysis be completed and reviewed at least every five years. This project is to help ensure safety in the workplace and compliance with regulations. Arc Flash Hazard Analysis involves completing engineering calculations on potential energy discharges and safe approach boundaries and the development of appropriate labeling on electrical equipment to provide for clear communication to employees. 2014-15 Source of Funds Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $75,185 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 Projects Fund Balance $75,185 $0 Total $75,185 Project Number: 3201202 Estimated Start Date: Estimated Completion Date: Ongoing Ongoing Appropriations by Fiscal Year 2014-15 2015-16 $75,185 $0 2016-17 $0 2017-18 2018-19 Total 5 Year $50,000 $50,000 $175,185 Automated Meter Reading Systems Project Description Estimated 2014-15 Project Costs The purpose of this project is to provide an automated meter reading 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. Specifically, some of the benefits to be derived with implementation include: (1) cost savings through the gradual reduction in personnel and vehicles currently utilized in the manual reading of water meters, (2) improved billing accuracy, (3) enhanced customer service through improved leak detection and troubleshooting, (4) reduced carbon footprint. A pilot study was approved for fiscal year 2013/14 for the purpose of exploring the available technologies that would meet the needs of the city. The six month study will conclude by December 31st, 2013 and will provide important information regarding the nature, extent and timing of the automated meter reading system for the city. The implementation of this system will be closely coordinated with the timing of meter replacements included in Project #3209319 (Meter Replacement). We anticipate and approximate 5 to 7year phase-in of the system city-wide. 2014-15 Source of Funds Capital Projects Fund Balance $105,311 Water / Wastewater Bonds $400,000 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 $505,311 Total $505,311 Project Number: 3205869 Estimated Start Date: 07/01/2015 Estimated Completion Date: 06/30/2020 Appropriations by Fiscal Year 2014-15 2015-16 $505,311 $500,000 2016-17 2017-18 2018-19 Total 5 Year $500,000 $500,000 $500,000 $2,505,311 182 CAP Water Lease - WMAT Quantification Settlement Agreement Project Description Estimated 2014-15 Project Costs Resolution 2013.06 was adopted by Tempe City Council on 1/10/13. This resolution adopts the amended and restated White Mountain Apache Tribe (WMAT) Quantification Settlement Agreement (QSA) and also authorizes the execution of a long-term 100 year lease of WMAT CAP water for Tempe (2,481 acre-feet/year). The enforceability date of the agreement is contingent upon approval by the Arizona Superior Court for Maricopa County in Gila River General Stream Adjudication, but is anticipated to be late 2015 to early 2016. The terms of the water lease agreement provide payment of 50% of the total amount of the 100-year lease is due 30 days after the enforceability date, with four annual payments of 1/8 of 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 due FY 15/16. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 The WMAT QSA and the Congressional Act resolve long-standing water disputes and provides greater water supply certainty for Tempe and all parties in the future. The WMAT CAP Water Lease Agreement provides Tempe and the other leasing cities 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. Construction / Improvement $0 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 2014-15 Source of Funds NA Other Project Costs $0 Total $0 Project Number: NA Estimated Start Date: Estimated Completion Date: 01/01/2016 01/01/2021 Appropriations by Fiscal Year 2014-15 $0 2015-16 $3,117,758 2016-17 2017-18 2018-19 Total 5 Year $826,205 $826,205 $826,205 $5,596,373 Carl Hayden Campus for Sustainability Project Description Estimated 2014-15 Project Costs In lieu of a more costly and less favorable pipeline route, this project provides funding for park restoration, mitigation of areas disturbed by construction, environmental enhancements, and improvements tied to the cost savings realized by routing the JGMWTP 60" water transmission main project through the Papago Park Green Line riparian area, adjacent portions of Papago Park and the Arizona Historical Society Museum property. Funds have been used at 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. 2014-15 Source of Funds Capital Projects Fund Balance $40,000 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 $40,000 Total $40,000 Project Number: 3203259 Estimated Start Date: Ongoing Estimated Completion Date: 06/30/2015 Appropriations by Fiscal Year 2014-15 $40,000 2015-16 $0 2016-17 $0 2017-18 2018-19 Total 5 Year $0 $0 $40,000 183 Environmental Laboratory Facility Project Description Estimated 2014-15 Project Costs This project involves the design and construction of a new and up-to-date environmental laboratory facility necessary to continue to analyze the quality of Tempe drinking water and wastewater as required under federal and state 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 existing environmental laboratory facility is undersized, inefficient, outdated, and has been expanded into repurposed areas of the STWTP. This project will allow all water and wastewater quality analyses to be conducted in a dedicated and up-todate facility. In the last decade emerging regulations governing drinking water and wastewater have created a nearly five-fold increase in the number of required analyses to ensure compliance with Clean Water Act and Safe Drinking Water Act requirements. Without this project, Tempe will increasingly outsource analyses, and will be less available to conduct real-time operational analyses to support treatment processes and practices. Legal / Administration $0 Land Acquisition $0 Permit Fees $339,200 Design and Engineering $265,000 Survey / Staking $0 Construction Management $318,000 Furnishings / Equipment $0 Construction / Improvement $5,724,000 Geotech / Material Testing $26,500 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications 2014-15 Source of Funds $95,000 Other Project Costs Water / Wastewater Bonds $7,314,339 $546,639 Total $7,314,339 Project Number: 3203499 Estimated Start Date: Estimated Completion Date: Ongoing 03/31/2015 Appropriations by Fiscal Year 2014-15 2015-16 $7,314,339 $0 2016-17 $0 2017-18 2018-19 Total 5 Year $0 $0 $7,314,339 Filter Rehabilitation at Water Treatment Plants Project Description Estimated 2014-15 Project Costs This project will include inspections and evaluations of the filter media, 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. This project was recommended as part of a previous engineering study to ensure operational reliability through proper maintenance and long term asset management of critical plant infrastructure. Legal / Administration $0 Land Acquisition $0 $9,000 Permit Fees Design and Engineering $25,000 Survey / Staking $4,000 Construction Management $25,000 Furnishings / Equipment $0 Construction / Improvement $485,000 Geotech / Material Testing 2014-15 Source of Funds $5,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Capital Projects Fund Balance $85,000 Water / Wastewater Bonds $480,000 $12,000 Total $565,000 Project Number: 3205889 Estimated Start Date: 07/01/2013 Estimated Completion Date: 06/30/2016 Appropriations by Fiscal Year 2014-15 2015-16 $565,000 $320,000 2016-17 $0 2017-18 2018-19 Total 5 Year $0 $0 $885,000 184 Flood Irrigation Infrastructure Improvements Project Description Estimated 2014-15 Project Costs The City operates approximately 37 miles of irrigation pipelines to serve its 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 $100,000 will line or replace approximately 480-600 feet of irrigation pipeline. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 This project has been identified as part of a long-term asset management program to ensure reliable operations. Based on CCTV inspection previously performed, the following areas have been identified as high-priority areas that require replacement or relining: Ash Ave - 10th to 13th Streets; 14th and 15th Streets - McAllister to Mill Ave; Wilson Street - University to 10th Street. Furnishings / Equipment $0 Construction / Improvement $0 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 2014-15 Source of Funds Water / Wastewater Bonds $100,000 Other Project Costs $100,000 Total $100,000 Project Number: 3205899 Estimated Start Date: Estimated Completion Date: Ongoing Ongoing Appropriations by Fiscal Year 2014-15 2015-16 $100,000 $100,000 2016-17 2017-18 2018-19 Total 5 Year $100,000 $100,000 $100,000 $500,000 JGMWTP Minor Improvements Project Description Estimated 2014-15 Project Costs The project consists of 4160V Generator Switch replacement, improvements to the existing lime feed pumping system, replacement of the existing redwood baffles at the presedimentation basins, reconfiguration of valves on the solids handling belt presses, and replacement of the original 50-year old secondary sedimentation basin sludge blow down telescoping valves with newer technology plug valves. These projects have been identified during routine operations as requiring replacement/rehabilitation to ensure reliable operations. The 4160V generator switch is a critical piece of equipment and is in need of replacement - if it fails JGMWTP will lose most of its back up power and the use of critical portions of the plant. The lime feed pumping system is in need of new pumps and piping system due to operational challenges. The redwood baffles at the presedimentation basins are in need of replacement in order to avoid potential damage to the downstream sludge collection system. The solids handling belt press feed valves will be reconfigured so that they are less susceptible to clogging and leaking. The secondary sedimentation basin sludge telescoping valves are leaking and have recently begun to fail - these will be replaced with newer technology plug valves to increase efficiency and reduce water loss. 2014-15 Source of Funds Legal / Administration $3,000 Land Acquisition $0 Permit Fees $11,000 Design and Engineering $36,000 Survey / Staking $3,000 Construction Management $21,000 Furnishings / Equipment $0 Construction / Improvement $300,000 Geotech / Material Testing $3,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Water / Wastewater Bonds $377,000 $0 Total $377,000 Project Number: 3207149 Estimated Start Date: 07/01/2014 Estimated Completion Date: 06/30/2015 Appropriations by Fiscal Year 2014-15 $377,000 2015-16 $0 2016-17 $0 2017-18 2018-19 Total 5 Year $0 $0 $377,000 185 JGMWTP Solar Project Project Description Estimated 2014-15 Project Costs This project would install photovoltaic solar panels on the JGM reservoir roof structures and other locations where economically and environmentally feasible to reduce energy costs at JGM through generation of renewable solar energy. Legal / Administration $0 Land Acquisition $0 Through a power purchase agreement, the city will have little or no upfront costs for the solar system which will be owned and maintained by a third party. The city would in turn agree to purchase power at a fixed rate over 20 years, lower than the current rate. This project will save rate payers money, save the city utility costs and reduce carbon emissions each year. Project cost is still to be determined, however, the project would not move forward unless the analysis shows a positive financial impact for the City. Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment Construction / Improvement 2014-15 Source of Funds Water / Wastewater Fund $0 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $0 Total $0 Project Number: NA Estimated Start Date: Estimated Completion Date: 07/01/2014 06/30/2015 Appropriations by Fiscal Year 2014-15 2015-16 $0 2016-17 $0 $0 2017-18 2018-19 Total 5 Year $0 $0 $0 Meter Replacement Program Project Description Estimated 2014-15 Project Costs This project provides for the replacement of revenue generating water meters that have been in service past their useful life. As they age, meters tend to under-report flows. By improving read accuracy, this project will help decrease unaccounted for water, ensure fair and equitable billing, and increase water enterprise revenue. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Industry studies confirm that water meters of all sizes decrease their read accuracy over time, particularly at low volume flows. This results in inaccurate data regarding consumption, and unfair and inequitable billing. The water industry recommends regular testing of water meters and, based on test results, cost-benefit analyses, and manufacturer warranty periods, replacement approximately every 10-12 years. The city currently maintains 43,000 water meters up to 10" in size (approximately 38,000 meters between 5/8" and 2"). This project will develop an appropriate replacement cycle for each meter size and class, and the identified funding will allow for replacement of approximately 1/12 of the city's meter inventory (approximately 3,500 meters) per year. 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 2014-15 Source of Funds Water / Wastewater Bonds $1,205,587 Other Project Costs $1,205,587 Total $1,205,587 Project Number: 3209319 Estimated Start Date: On-going Estimated Completion Date: On-going Appropriations by Fiscal Year 2014-15 2015-16 $1,205,587 $900,000 2016-17 2017-18 2018-19 Total 5 Year $900,000 $900,000 $900,000 $4,805,587 186 SCADA Master Plan Implementation Project Description Estimated 2014-15 Project Costs The Supervisory Control and Data Acquisition (SCADA) Master Plan project has involved the inventory and evaluation of the existing system, implementation of equipment and software, the development of SCADA design standards, and recommendations for upgrades at the JGMWTP. The next phase of the project will involve the implementation of the recommended upgrades including: fiber optic communication for the STWTP & Utility Services campus, updating and standardizing computer hardware and software at the JGMWTP, and standardizing hardware and software at all Water Utilities field sites (Wells, Lift Stations, and Sewer Metering Stations), culminating in a global software system. FY 17/18 funding is to evaluate and replace obsolete equipment and update software. 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. The primary objectives of the Master Plan are to review the current SCADA systems’ functionality, develop a roadmap for increasing uniformity throughout the system, and identify long-term operating costs. 2014-15 Source of Funds Legal / Administration $10,000 Land Acquisition $0 $34,000 Permit Fees Design and Engineering $680,000 Survey / Staking $20,000 Construction Management $45,000 Furnishings / Equipment $0 Construction / Improvement $1,144,262 Geotech / Material Testing $10,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Water / Wastewater Bonds $1,943,262 $0 Total $1,943,262 Project Number: 3204409 Estimated Start Date: Estimated Completion Date: Ongoing Ongoing Appropriations by Fiscal Year 2014-15 2015-16 $1,943,262 $251,000 2016-17 2017-18 2018-19 Total 5 Year $251,000 $465,000 $0 $2,910,262 STWTP Main Power Building Project Description Estimated 2014-15 Project Costs This project is to evaluate site power requirements and equipment alternatives. Replace existing main power switch gear equipment and enclosure. Legal / Administration $12,500 Land Acquisition This project was identified during the last major renovation of the STWTP. Switches in the main power building are 38+ years old and have exceeded their design life. To ensure reliable operations, the switch gear must be replaced. The technology is outdated, unreliable, and does not meet current specifications or standards. Replacement equipment will use a vacuum technology requiring minimal maintenance and an endurance rating of 10,000 operations. $0 Permit Fees $38,000 Design and Engineering $69,000 Survey / Staking $12,500 Construction Management $85,000 Furnishings / Equipment $0 Construction / Improvement $1,200,000 Geotech / Material Testing 2014-15 Source of Funds $13,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Water / Wastewater Bonds $1,430,000 $0 Total $1,430,000 Project Number: 3205909 Estimated Start Date: 07/01/2013 Estimated Completion Date: 06/30/2015 Appropriations by Fiscal Year 2014-15 $1,430,000 2015-16 $0 2016-17 $0 2017-18 2018-19 Total 5 Year $0 $0 $1,430,000 187 STWTP Minor Improvements Project Description Estimated 2014-15 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 regulatory compliance meters. A drying bed will also be installed on-site to assist the utilities crews with drying out spoils from water main breaks. Legal / Administration $5,000 Land Acquisition $0 $23,500 Permit Fees Design and Engineering These modifications and improvements are necessary as a result of issues identified during routine operations. 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. The drying bed for the Utilities Services Crews will allow spoils from main breaks to dry before being hauled to the landfill, saving on trucking costs. The estimated costs are based on past projects and are preliminary. $102,500 Survey / Staking $8,000 Construction Management $38,000 Furnishings / Equipment $0 Construction / Improvement $836,000 Geotech / Material Testing $5,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications 2014-15 Source of Funds $50,000 Other Project Costs Water / Wastewater Bonds $32,000 Total $1,100,000 $1,100,000 Project Number: 3205919 Estimated Start Date: Estimated Completion Date: 07/01/2013 06/30/2015 Appropriations by Fiscal Year 2014-15 2015-16 $1,100,000 $0 2016-17 $0 2017-18 2018-19 Total 5 Year $0 $0 $1,100,000 Water and Wastewater Facilities Security Improvements Project Description Estimated 2014-15 Project Costs This project addresses security needs identified by the vulnerability assessment performed by the Department of Homeland Security. Phase I of the project included fencing at the three plant locations. This is Phase II and addresses the remainder of the sites including wells, booster stations, metering stations, and above-ground water storage tanks. The Department of Homeland Security identified requirements for security at critical infrastructure sites. The completion of this project will enhance our reliability and ability to adequately maintain our assets by delaying, deterring, and detecting unauthorized persons entering secure facilities. Legal / Administration $4,000 Land Acquisition $0 Permit Fees $14,000 Design and Engineering $50,000 Survey / Staking $4,000 Construction Management $4,000 Furnishings / Equipment $0 Construction / Improvement $420,000 Geotech / Material Testing 2014-15 Source of Funds $4,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Water / Wastewater Bonds $500,000 $0 Total $500,000 Project Number: 3201029 Estimated Start Date: Ongoing Estimated Completion Date: 06/30/2015 Appropriations by Fiscal Year 2014-15 $500,000 2015-16 $0 2016-17 $0 2017-18 2018-19 Total 5 Year $0 $0 $500,000 188 Water and Wastewater Infrastructure Master Plan Update Project Description Estimated 2014-15 Project Costs It has been 10+ years since the Water Infrastructure Master Plan was updated and 7+ years since the Wastewater Infrastructure Master Plan was completed. These plans were extremely useful for development growth during that time frame but are now dated and inadequate for addressing infrastructure needs into the future. This project will include an evaluation of the existing water and sewer computer hydraulic models and update the infrastructure plans to include known development projects and planning incorporated into the General Plan 2040. This project provides funding to facilitate updates to our Water and Wastewater Infrastructure Master Plans and computer hydraulic models. These updates are critical to ensure the infrastructure needs of existing and future residential and business customers are met well into the future. 2014-15 Source of Funds Capital Projects Fund Balance $1,050,000 Legal / Administration $10,000 Land Acquisition $0 $30,000 Permit Fees 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 $1,010,000 Total $1,050,000 Project Number: 3207159 Estimated Start Date: Estimated Completion Date: 07/01/2014 12/30/2015 Appropriations by Fiscal Year 2014-15 2015-16 $1,050,000 $0 2016-17 $0 2017-18 2018-19 Total 5 Year $0 $0 $1,050,000 Water Aqueduct Rehabilitation at JGMWTP Project Description Estimated 2014-15 Project Costs The purpose of this project is to complete final rehabilitation work and coating of the aqueduct channel at JGMWTP. Progress to date includes completion of structural repairs to flume support columns and to flow channels. Work included in this project will be completed in two phases - during SRP's annual dry-up between January and April of 2014 and 2015. The water aqueduct at JGMWTP carries raw water flows from the SRP canal to the plant for treatment. SRP schedules an annual dry-up between January and April for maintenance. Rehabilitation of concrete and seams will occur during SRP's 2014 dry-up. Concrete coating will occur the following year. This project is part of a longterm asset management program to ensure reliable operations. The rehabilitation of the aqueduct is required to stop the existing channels from leaking and to repair structural defects which have developed in this 50 year-old structure. Legal / Administration $4,000 Land Acquisition $0 Permit Fees $12,000 Design and Engineering $82,000 Survey / Staking $4,000 Construction Management $35,000 Furnishings / Equipment $0 Construction / Improvement $420,000 Geotech / Material Testing 2014-15 Source of Funds $4,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Water / Wastewater Bonds $575,921 $14,921 Total $575,921 Project Number: 3204959 Estimated Start Date: Ongoing Estimated Completion Date: 4/31/2015 Appropriations by Fiscal Year 2014-15 $575,921 2015-16 $0 2016-17 $0 2017-18 2018-19 Total 5 Year $0 $0 $575,921 189 Water Distribution System Metering Stations Project Description Estimated 2014-15 Project Costs This project includes design and construction of the final of five flow and pressure monitoring stations strategically placed throughout the water distribution system. Four of these stations have been constructed - this project will complete the fifth and last station. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Monitoring water flow and pressure once it leaves the water treatment plants is challenging. Regulatory requirements regarding disinfection residual and byproducts require increased collection of data for system monitoring. 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 water pressure and flow, and monitor changes in water quality throughout the system thereby ensuring compliance with drinking water regulations. Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement 2014-15 Source of Funds $235,000 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Water / Wastewater Bonds $0 Total $235,000 $235,000 Project Number: 3201551 Estimated Start Date: Estimated Completion Date: Ongoing 06/30/2015 Appropriations by Fiscal Year 2014-15 2015-16 $235,000 $0 2016-17 $0 2017-18 2018-19 Total 5 Year $0 $0 $235,000 Water System - Upgrades, Repairs, and Replacement Project Description Estimated 2014-15 Project Costs This project provides for upgrades, repairs, or replacement of existing water system infrastructure that fails unexpectedly and has not been included in a planned rehabilitation program. Legal / Administration Tempe's water distribution system consists of several well sites, booster stations, and storage tanks, thousands of valves, are over 800 miles of waterline. This entire infrastructure is of varying age and material - nearly 75% of the city's waterlines are cast iron or asbestos concrete of increasing age and are prone to failure. Unexpected failures occur every year and, based on historical spending on emergency work, approximately $1.5M per year has been budgeted. Permit Fees $2,000 Land Acquisition $0 $5,000 Design and Engineering $18,000 Survey / Staking $2,000 Construction Management $11,000 Furnishings / Equipment $0 Construction / Improvement $760,000 Geotech / Material Testing 2014-15 Source of Funds $2,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Water / Wastewater Bonds $1,500,000 $700,000 Total $1,500,000 Project Number: 3299989 Estimated Start Date: Ongoing Estimated Completion Date: Ongoing Appropriations by Fiscal Year 2014-15 $1,500,000 2015-16 $1,499,000 2016-17 $1,499,000 2017-18 2018-19 Total 5 Year $1,499,000 $1,499,000 $7,496,000 190 Water System Rehabilitation or Replacement of Aging Infrastructure Project Description Estimated 2014-15 Project Costs This project is to rehabilitate or replace aging water system infrastructure including waterlines, valves, hydrants, storage tanks, booster stations, and well sites. FY's 14/15 through 16/17 of this program include funding to rehabilitate four existing elevated storage tanks and several waterline replacement projects, based on waterline break history. Water line projects include: Stadium Drive - Miller to Curry Roads (In Construction); Weber Drive - Scottsdale Road to Stadium Drive (In Construction); Tempe Gardens and Superstition neighborhoods (In Design); Farmer Avenue - 1st Street to Broadway Road (In Design); Dorsey Drive - University to 8th Street (In Design); 17th through 19th Streets - Hardy to Roosevelt; Terrace Road – Broadway to Southern. Other water line project areas will include: Margo Drive University Drive to 12th Place; Geneva Drive - Priest Drive to Albert Avenue; Taylor/Papago/Van Ness west of Scottsdale Road; Lemon Street; Una Ave from Dorsey to Orange Street and Hall St to Lemon Street. These projects have been identified as part of a long-term asset management program to ensure reliable operations. Other more critical water lines may be identified and inserted into this project list as they are identified. 2014-15 Source of Funds Legal / Administration $93,000 Land Acquisition $0 $328,000 Permit Fees Design and Engineering $1,113,000 Survey / Staking $93,000 Construction Management $650,000 Furnishings / Equipment $0 Construction / Improvement $9,276,000 Geotech / Material Testing $93,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Water / Wastewater Bonds $11,675,622 $29,622 Total $11,675,622 Project Number: 3204969 Estimated Start Date: Estimated Completion Date: Ongoing Ongoing Appropriations by Fiscal Year 2014-15 $11,675,622 2015-16 $5,760,000 2016-17 $4,818,000 2017-18 2018-19 Total 5 Year $3,877,000 $3,877,000 $30,007,622 Water Utility Buildings Asset Management Project Description Estimated 2014-15 Project Costs This CIP project is designed to cover the costs of building repairs. The service areas consist of JGMWTP, STWTP, and the Kyrene Campus. In conjunction with Facilities Maintenance, WUD personnel developed an ongoing replacement strategy for floors, roofs, HVAC, sprinkler systems, and elevators. In addition to ongoing replacement, office remodel is planned at the Environmental Administration Building to accommodate the sampling staff. Legal / Administration This program has been identified in partnership with Facilities Maintenance as part of a long-term asset management program to ensure reliable operations. Specific projects for FY 14/15 include: JGMWTP water heater replacement and sludge building roof and floors, STWTP HVAC, admin building roof, and transformer building repairs, and Environmental Building floors and minor remodel. Other infrastructure needs addressed by this CIP are as followed: storage tanks repairs and coatingsPapago Butte, Bell Butte, Hayden Butte East and Hayden Butte West; booster stations- Kyrene booster station analysis and improvements; large diameter valve replacement on our transmission mains; Phoenix interconnect rehabilitation - pump replacement, revised discharge piping to facilitate flushing, and; annual well rehabilitation. Survey / Staking 2014-15 Source of Funds $1,000 Land Acquisition $0 Permit Fees $0 Design and Engineering $8,000 $1,000 Construction Management $242,821 Furnishings / Equipment $0 Construction / Improvement $63,000 Geotech / Material Testing $1,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Water / Wastewater Bonds $317,821 $1,000 Total $317,821 Project Number: 3207169 Estimated Start Date: 07/01/2014 Estimated Completion Date: Ongoing Appropriations by Fiscal Year 2014-15 2015-16 $317,821 $277,180 2016-17 2017-18 2018-19 Total 5 Year $279,399 $382,333 $353,662 $1,610,395 191 Wells - New Production Project Description Estimated 2014-15 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. This project will connect three Salt River Project (SRP) wells located along the Western Canal through an existing pipeline to the STWTP and provide for the drilling and equipping of two new production wells in south Tempe. The SRP wells will be connected during FY's 13/14 and 14/15. All work on the SRP wells, including design and engineering, will be performed by SRP and billed to the City. The new production wells will be constructed during FY's 15/16 and 17/18. Legal / Administration 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 (45 MGD) in the service area by FY 17/18. Furnishings / Equipment 2014-15 Source of Funds $14,000 Land Acquisition $0 $49,000 Permit Fees Design and Engineering $167,000 Survey / Staking $14,000 Construction Management $98,000 $0 Construction / Improvement $1,393,352 Geotech / Material Testing $14,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Water / Wastewater Bonds $1,749,352 $0 Total $1,749,352 Project Number: 3200019 Estimated Start Date: Estimated Completion Date: Ongoing 12/30/2018 Appropriations by Fiscal Year 2014-15 $1,749,352 2015-16 $1,850,000 2016-17 $0 2017-18 2018-19 Total 5 Year $2,000,000 $0 $5,599,352 192 City of Tempe 2014-15 Annual Budget Wastewater Program CIP Projects Capital Budget New 2014-15 2014-15 Total Re-appropriations Appropriations Appropriations Additional Projected Needs 2016-17 2017-18 Total 5-Year Program Project Name & Number Funding Source(s) Collection System and Pump Station Replacement and Repair: 3299969 Water / Wastewater Bonds 5,735,825 - 5,735,825 1,000,000 1,000,000 1,000,000 1,000,000 9,735,825 Ken McDonald Golf Course Recharge Project: 3209309 Water / Wastewater Bonds - - - - 1,255,000 - 1,255,000 2,510,000 Sewer Replacement and Upsizing - 5th Street and Smith Street: NA Water / Wastewater Bonds - - - - 2,576,000 2,589,000 - 5,165,000 Development Impact Fees Water / Wastewater Bonds 500,000 481,242 981,242 1,073,780 1,073,780 500,000 1,555,022 2,055,022 3,396,510 3,396,510 7,354,376 7,354,376 17,962,266 17,962,266 6,005,848 6,005,848 500,000 36,274,022 36,774,022 1,053,440 - 1,053,440 1,000,000 500,000 500,000 - 3,053,440 7,770,507 1,073,780 8,844,287 5,396,510 12,685,376 22,051,266 8,260,848 57,238,287 SROG - Southern Ave Interceptor, Salt River Outfall, and 91st Ave WWTP: 3200129 Project Total Wastewater Metering Station Improvements: 3202559 Wastewater Program Total Water / Wastewater Bonds 193 2015-16 2018-19 Collection System and Pump Station Replacement and Repair Project Description Estimated 2014-15 Project Costs This project will repair and replace sewer lines at the end of their useful life and make improvements at the Knox, Alameda, Carver, and Camelot pump stations. Specific sewer projects anticipated in this CIP include: Maple Ash Neighborhood Sewer Replacement due to significant structural deterioration and capacity issues (design completed); Rio Salado and 1st Street Relief Sewer; Farmer Avenue Sewer Replacement - 1st Street to University to provide increased capacity for development (in design); Manhole Rehabilitation Project for evaluation of approximately 650 manholes on large diameter (18" and larger) sewers and rehabilitate as needed. These projects have been identified as part of a long-term asset management program to ensure reliable operations. This project will also be used to replace or rehabilitate wastewater infrastructure at odor control facilities, and metering stations. FY's 15/16 through 18/19 funding is for infrastructure repairs as will be identified in engineering evaluations. 2014-15 Source of Funds Legal / Administration $50,000 Land Acquisition $0 Permit Fees $165,000 Design and Engineering $550,000 Survey / Staking $50,000 Construction Management $320,000 Furnishings / Equipment $0 Construction / Improvement $4,565,700 Geotech / Material Testing $35,125 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Water / Wastewater Bonds $5,735,825 $0 Total $5,735,825 Project Number: 3299969 Estimated Start Date: Estimated Completion Date: Ongoing Ongoing Appropriations by Fiscal Year 2014-15 $5,735,825 2015-16 $1,000,000 2016-17 $1,000,000 2017-18 2018-19 Total 5 Year $1,000,000 $1,000,000 $9,735,825 Ken McDonald Golf Course Recharge Project Project Description Estimated 2014-15 Project Costs This is a continuation of a project initially funded in FY 09/10. The project will provide the balance of funding to drill and outfit up to two additional aquifer storage and recovery wells at the Ken McDonald Golf Course. Legal / Administration $0 Land Acquisition $0 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. 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 2014-15 Source of Funds NA Other Project Costs $0 Total $0 Project Number: 3209309 Estimated Start Date: 07/01/2016 Estimated Completion Date: 06/30/2018 Appropriations by Fiscal Year 2014-15 $0 2015-16 $0 2016-17 $1,255,000 2017-18 2018-19 Total 5 Year $0 $1,255,000 $2,510,000 194 Sewer Replacement and Upsizing - 5th Street and Smith Street Project Description Estimated 2014-15 Project Costs This project allows upsizing of two sewer sections between Rio Salado and Apache Boulevards, on the west side of Price Road which involves replacing 2,650 feet of the existing 15" sanitary sewer at 5th Street, from Price to Smith Roads, and 2,670 feet of the existing 12" and 15" sanitary sewer at Smith Road, from University Drive to Apache Boulevard, with 18" sections. This project is part of the city's program to ensure infrastructure is available for existing and future demands. This project will allow for increased wastewater flows resulting from re-development along Apache Boulevard. Budgeted funds are based on past projects and are preliminary. 2014-15 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 $0 Total $0 Project Number: NA Estimated Start Date: Estimated Completion Date: 07/01/2015 06/30/2016 Appropriations by Fiscal Year 2014-15 2015-16 $0 $0 2016-17 $2,576,000 2017-18 2018-19 Total 5 Year $2,589,000 $0 $5,165,000 SROG - Southern Ave Interceptor, Salt River Outfall, and 91st Ave WWTP Project Description Estimated 2014-15 Project Costs This project represents Tempe's share of all capital project activities at the Southern Avenue Interceptor (SAI), Salt River Outfall (SRO), 91st Avenue Wastewater Treatment Plant (WWTP), and associated infrastructure 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. The projected annual expenditures are anticipated in the most recent rate studies. This project represents Tempe's investment in SROG (Sub Regional Operating Group). This investment provides for a wastewater treatment capacity of approximately 31.5 MGD at the 91st Ave WWTP. Conveyance capacity in the SAI and SRO is somewhat less than 31.5 MGD and is currently being quantified by a consultant to SROG. The city currently generates around 19 MGD of wastewater which is conveyed by the SAI and SRO and treated at the 91st Ave WWTP. The currently unused treatment capacity at 91st Ave WWTP will be necessary to meet future needs. 2014-15 Source of Funds Development Impact Fees $500,000 Water / Wastewater Bonds $1,555,022 Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement $0 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $2,055,022 Total $2,055,022 Project Number: 3200129 Estimated Start Date: Ongoing Estimated Completion Date: Ongoing Appropriations by Fiscal Year 2014-15 $2,055,022 2015-16 $3,396,510 2016-17 $7,354,376 2017-18 2018-19 Total 5 Year $17,962,266 $6,005,848 $36,774,022 195 Wastewater Metering Station Improvements Project Description Estimated 2014-15 Project Costs This project will include installing new ventilation blower and exhaust louver systems, and covering the flow measurement flumes to prevent ventilation airflow from being forced into the sewer at the five meter stations, TP-01 (Priest), TP-02 (Gilbert), TP-03 (SAI), TP-04 (48th St), and TP-05 (NW). Project progress to date includes construction of improvements at TP-03 and design and bid documents completed and ready for construction for TP-02. FY 16/17 and 17/18 funding is to complete similar design and construction projects at TP-01, TP-04, and TP-05. This project will control sanitary sewer nuisance odors in the vicinities of Priest Road and Rio Salado Parkway, Gilbert Road and Scottsdale Road, 48th Street and Southern Avenue, 48th Street and Rio Salado Parkway, and Priest Drive north of the Salt River related to existing wastewater flow metering stations at 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. 2014-15 Source of Funds Legal / Administration $8,000 Land Acquisition $0 Permit Fees $28,000 Design and Engineering $96,000 Survey / Staking $8,000 Construction Management $56,000 Furnishings / Equipment $0 Construction / Improvement $800,000 Geotech / Material Testing $8,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Water / Wastewater Bonds $1,053,440 $49,440 Total $1,053,440 Project Number: 3202559 Estimated Start Date: Estimated Completion Date: Ongoing 12/31/2014 Appropriations by Fiscal Year 2014-15 $1,053,440 2015-16 $1,000,000 2016-17 2017-18 2018-19 Total 5 Year $500,000 $500,000 $0 $3,053,440 196 City of Tempe 2014-15 Annual Budget Golf Program CIP Projects Project Name & Number Funding Source(s) Rolling Hills Irrigation System: 6405929 Water / Wastewater Fund - Loan Capital Budget New 2014-15 2014-15 Total Re-appropriations Appropriations Appropriations 200,000 2,500,000 197 2,700,000 Additional Projected Needs 2016-17 2017-18 2015-16 - - - Total 5-Year Program 2018-19 - 2,700,000 Rolling Hills Irrigation System Project Description Estimated 2014-15 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. The existing system uses potable water for irrigation, at a cost that is 15-17 times higher than using raw water. Legal / Administration A study is underway to update the project costs from an engineering study completed in 2003. Once this study is complete, design and construction costs will be confirmed for this CIP. Survey / Staking $22,000 Land Acquisition $0 $89,000 Permit Fees Design and Engineering $191,000 $22,000 Construction Management $154,000 Furnishings / Equipment $0 Construction / Improvement $2,200,000 Geotech / Material Testing 2014-15 Source of Funds $22,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Water / Wastewater Fund - Loan $2,700,000 $0 Total $2,700,000 Project Number: 6405929 Estimated Start Date: Estimated Completion Date: 11/01/2013 09/30/2015 Appropriations by Fiscal Year 2014-15 $2,700,000 2015-16 $0 2016-17 $0 2017-18 2018-19 Total 5 Year $0 $0 $2,700,000 198 City of Tempe 2014-15 Annual Budget Special Purpose Program Transit projects total $27.4 million in FY 2014-15 and account for 18% of the total FY 2014-15 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 2014-15. For FY 2014-15 the Transit Tax is planned to provide $5.4 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 2014-15 amount to nearly $14 million. Transit projects in FY 2014-15 are focused on the completion of major multi use path projects, the final stages of construction for the Broadway, Hardy and University Drive streetscape projects, and transit capital asset maintenance and repair projects. 199 City of Tempe 2014-15 Annual Budget Transit Program CIP Projects Project Name & Number Alameda Drive & I-10 Bicycle / Pedestrian Bridge: NA Bicycle Boulevard: NA Broadway Road Streetscape Project: 6003059 Funding Source(s) Transit Tax Federal Grant - CMAQ Capital Budget New 2014-15 2014-15 Total Re-appropriations Appropriations Appropriations Additional Projected Needs 2016-17 2017-18 2015-16 Total 5-Year Program 2018-19 Project Total - - - 103,000 103,000 - 48,400 1,200,000 1,248,400 - 151,400 1,200,000 1,351,400 Transit Tax - - - 100,000 100,000 100,000 100,000 400,000 527,883 527,883 1,294,330 3,857,670 705,000 5,857,000 1,822,213 3,857,670 705,000 6,384,883 - - - - 1,822,213 3,857,670 705,000 6,384,883 Transit Tax Federal Grant - CMAQ MAG - Safety Funds Project Total Bus Stop Capital Maintenance: 6005239 Transit Tax 1,140,108 620,806 1,760,914 638,867 657,453 400,000 400,000 3,857,234 City of Tempe Bus Pullout Project: 6006764 Transit Tax 630,161 - 630,161 - - - - 630,161 Transit Tax Federal Grant - 5307 125,000 500,000 625,000 City of Tempe Bus Purchases - Fleet: 6006752 Project Total CNG Expansion - East Valley Bus Operations & Maintenance Facility: 6005809 Transit Tax Federal Grant - 5307 Project Total Creamery Branch Rail Path (along 8th Street): 6007139 Transit Tax Federal Grant - CMAQ Project Total El Paso Natural Gasline Easement Multi-use Path Phase III: 6006069 Transit Tax Federal Grant - CMAQ Project Total - 125,000 500,000 625,000 - - - - 125,000 500,000 625,000 473,457 473,457 1,054,100 1,054,100 473,457 1,054,100 1,527,557 - - - - 473,457 1,054,100 1,527,557 - 206,000 206,000 206,000 206,000 - 126,979 1,379,021 1,506,000 - - 332,979 1,379,021 1,712,000 147,947 147,947 75,400 1,323,000 1,398,400 223,347 1,323,000 1,546,347 - - - - 223,347 1,323,000 1,546,347 200 City of Tempe 2014-15 Annual Budget 2014-15 CIP Projects - Transit Program (continued) Project Name & Number EVBOM - Facility Asset Maintenance (East Valley Bus Ops/Maint Facility): 6006089 Funding Source(s) Transit Tax Federal Grant - 5307 Project Total Hardy Drive Streetscape Project: 6004379 Transit Tax Federal Grant - CMAQ Project Total Highline Canal Path (Baseline - Knox Road): 6006079 Transit Tax Federal Grant - CMAQ Project Total North South Rail Spur Path: 6007089 Transit Tax Federal Grant - CMAQ Project Total Pathway Capital Maintenance: 6005249 Rio Salado Southbank Path Tempe Phoenix: 6004139 Transit Tax Transit Tax Federal Grant - CMAQ Project Total Rio Salado Southbank Path Underpass at 101 & 202 Freeway Interchange: 6004319 Rio Salado Southbank Path Underpass at Priest Drive: 6007189 Transit Tax Transit Tax Federal Grant - CMAQ Project Total Tempe / Phoenix Bike Share: 6007199 Transit Tax Federal Grant - CMAQ Project Total Tempe Transit Center: 6006762 Transit Tax Capital Budget New 2014-15 2014-15 Total Re-appropriations Appropriations Appropriations 696,793 696,793 350,000 250,000 Additional Projected Needs 2016-17 2017-18 2015-16 Total 5-Year Program 2018-19 600,000 1,046,793 250,000 1,296,793 239,000 239,000 239,000 239,000 239,000 239,000 239,000 239,000 2,002,793 250,000 2,252,793 13,669 1,142,591 1,156,260 374,376 655,624 1,030,000 388,045 1,798,215 2,186,260 - - - - 388,045 1,798,215 2,186,260 200,000 200,000 67,000 67,000 200,000 67,000 267,000 1,144,339 1,366,661 2,511,000 644,044 1,866,956 2,511,000 - - 1,988,383 3,300,617 5,289,000 - 347,000 65,000 412,000 347,000 65,000 412,000 - - - - 347,000 65,000 412,000 401,812 550,000 951,812 250,000 250,000 250,000 250,000 1,951,812 695,180 961,861 1,657,041 460,000 460,000 1,155,180 961,861 2,117,041 - - - - 1,155,180 961,861 2,117,041 996,279 - 996,279 - - - - 996,279 - 206,000 206,000 206,000 206,000 79,604 1,165,396 1,245,000 - - - 285,604 1,165,396 1,451,000 - 350,000 350,000 350,000 350,000 201,300 750,000 951,300 - - - 551,300 750,000 1,301,300 258,491 - 258,491 - - - - 258,491 201 City of Tempe 2014-15 Annual Budget 2014-15 CIP Projects - Transit Program (continued) Project Name & Number Transit Passenger Facilities - Bus Stop Improvements: 6003579 TTC - Facility Asset Maintenance (Transportation Center): 6006099 Unaccounted Federal Grants Contingency: 6005259 Funding Source(s) Transit Tax Federal Grant - 5307 190,600 100,000 Project Total 249,114 249,114 Transit Tax Transit Tax Federal Grants Project Total University Drive Bike/Ped Improvements (Union Pacific Railroad to Priest): Transit Tax 6004509 Federal Grant - CMAQ Project Total Transit Program Total Capital Budget New 2014-15 2014-15 Total Re-appropriations Appropriations Appropriations Additional Projected Needs 2016-17 2017-18 2015-16 Total 5-Year Program 2018-19 290,600 439,714 100,000 539,714 202,640 202,640 227,720 227,720 234,142 234,142 240,726 240,726 1,344,942 100,000 1,444,942 200,000 314,000 514,000 214,000 214,000 214,000 214,000 1,370,000 530,428 1,271,714 1,802,142 850,000 850,000 530,428 2,121,714 2,652,142 - - - - 530,428 2,121,714 2,652,142 59,964 992,023 1,051,987 51,300 848,700 900,000 111,264 1,840,723 1,951,987 - - - - 111,264 1,840,723 1,951,987 12,214,475 15,165,906 27,380,381 6,454,807 5,705,173 2,685,542 1,443,726 43,669,629 202 Alameda Drive & I-10 Bicycle / Pedestrian Bridge Project Description Estimated 2014-15 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. The project would remove a gap in the Tempe and Phoenix bikeway system. 2014-15 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 $0 Total $0 Project Number: NA Estimated Start Date: Estimated Completion Date: 07/01/2015 06/30/2018 Appropriations by Fiscal Year 2014-15 $0 2015-16 $103,000 2016-17 $0 2017-18 2018-19 Total 5 Year $1,248,400 $0 $1,351,400 Bicycle Boulevard Project Description Estimated 2014-15 Project Costs This project would involve a variety of city-wide bicycle related improvements on designated bicycle corridors along paths and local and collector streets in Tempe. The specific improvements would include bike lanes, protected and buffered bike lanes, signal enhancements and upgrades, bicycle parking, signage, intersection improvements and more. Materials that would be funded through this item include paint, bollards, bicycle parking devices, landscaping, concrete/asphalt and other depending on the specific improvement. Designated bike boulevards and specific improvements will be included in the Transportation Master Plan and as a part of the plans public outreach process.” Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement 2014-15 Source of Funds NA $100,000 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $0 Total $0 Project Number: NA Estimated Start Date: 07/01/2015 Estimated Completion Date: Ongoing Appropriations by Fiscal Year 2014-15 $0 2015-16 $100,000 2016-17 2017-18 2018-19 Total 5 Year $100,000 $100,000 $100,000 $400,000 203 Broadway Road Streetcape Project Project Description Estimated 2014-15 Project Costs The Broadway Road Pedestrian and Bicycle Improvement Project is approximately 1 mile between Mill Ave and Rural Road. The project consists of pedestrian and bicycle facility improvements along an arterial street fronted by single family residential units. Work to be performed includes striping for bike lanes, the widening of sidewalks, construction of planted medians, construction of a wall, pedestrian safety, street tree plantings, provisions for a mid-block crossing between Sierra Vista and Venture and providing transit and pedestrian amenities. The proposed project area has a high volume of pedestrian and bicycle travel due to its proximity to ASU and downtown Tempe. Area residents are advocating changing the character of the street to reflect the residential uses on this stretch of Broadway Road, which differs significantly with the rest of corridor. The design of the Broadway Road project was a product of extensive community dialogues. The proposed project is identified in the Tempe Comprehensive Transportation Plan as one of the proposed corridors for improvement. 2014-15 Source of Funds Legal / Administration $46,000 Land Acquisition $0 Permit Fees $145,000 Design and Engineering $527,883 Survey / Staking $46,000 Construction Management $319,000 Furnishings / Equipment $705,000 Construction / Improvement $4,550,000 Geotech / Material Testing $46,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Transit Tax $1,822,213 Federal Grant - CMAQ $3,857,670 MAG - Safety Funds $705,000 $0 Total $6,384,883 Project Number: 6003059 Estimated Start Date: Estimated Completion Date: 10/01/2008 12/01/2015 Appropriations by Fiscal Year 2014-15 $6,384,883 2015-16 $0 2016-17 $0 2017-18 2018-19 Total 5 Year $0 $0 $6,384,883 Bus Stop Capital Maintenance Project Description Estimated 2014-15 Project Costs This project will repair, rehabilitate and or replace bus stop infrastructure that has or will surpass its useful life during the project year or due to excessive or adverse environmental exposures (e.g., sun, irrigation, high use). City-wide bus stops number 814 with sizes and amenities varying widely based on transit system demand. The bus stop infrastructure consists of bus shelters (297), benches (648), bike racks (969), trash receptacles (775), lighting (173), concrete pads (tbd), schedule holders (1,100), and bus stop signs (817). In general, these assets were purchased and installed between 1994 and 2008. 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. 2014-15 Source of Funds Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $1,760,914 Construction / Improvement $0 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Transit Tax $1,760,914 $0 Total $1,760,914 Project Number: 6005239 Estimated Start Date: 07/01/2013 Estimated Completion Date: Ongoing Appropriations by Fiscal Year 2014-15 2015-16 $1,760,914 $638,867 2016-17 2017-18 2018-19 Total 5 Year $657,453 $400,000 $400,000 $3,857,234 204 City of Tempe Bus Pullout Project Project Description Estimated 2014-15 Project Costs The project will install 1 to 3 new bus pullouts during FY 2014-15 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 will be based on industry standards which include sufficient right of way, changes in bus service levels, ridership, traffic volumes, and intersection safety considerations across the city. The project will install 1 - 2 bus pullouts per year in subsequent years based on location priority established by the current Transportation Master Plan. 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 $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement 2014-15 Source of Funds $630,161 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Transit Tax $630,161 $0 Total $630,161 Project Number: 6006764 Estimated Start Date: Estimated Completion Date: 07/01/2013 06/30/2014 Appropriations by Fiscal Year 2014-15 $630,161 2015-16 $0 2016-17 $0 2017-18 2018-19 Total 5 Year $0 $0 $630,161 City of Tempe Bus Purchases - Fleet Project Description Estimated 2014-15 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 2014-15 Source of Funds Transit Tax $125,000 Federal Grant - 5307 $500,000 Other Project Costs $625,000 Total $625,000 Project Number: 6006752 Estimated Start Date: 07/01/2014 Estimated Completion Date: 06/30/2015 Appropriations by Fiscal Year 2014-15 $625,000 2015-16 $0 2016-17 $0 2017-18 2018-19 Total 5 Year $0 $0 $625,000 205 CNG Expansion - East Valley Bus Operations & Maintenance Facility Project Description Estimated 2014-15 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. Upgrades will include all necessary improvements, vessels, heat exchangers, etc… to maintain current fueling capacity per dispenser. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 The project is needed to accommodate the larger bus fleet size associated with the unification of Tempe and RPTA bus operations. Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $473,457 Construction / Improvement 2014-15 Source of Funds $1,054,100 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Transit Tax $473,457 Federal Grant - 5307 $1,054,100 $0 Total $1,527,557 Project Number: 6005809 Estimated Start Date: Estimated Completion Date: 07/01/2013 10/01/2014 Appropriations by Fiscal Year 2014-15 $1,527,557 2015-16 $0 2016-17 $0 2017-18 2018-19 Total 5 Year $0 $0 $1,527,557 Creamery Branch Rail Path (along 8th Street) Project Description Estimated 2014-15 Project Costs This project is the construction of a pathway along the Creamery Branch Rail Spur and streetscape improvements along 8th Street. The project path would include landscaping and lighting along the non-operational rail track next to 8th Street (between Rural and McClintock) adjacent to ASU and near downtown Tempe. The streetscape improvements are adjacent to and integrated in with the rail path and would include street trees, enhanced sidewalks and improved bicycle lanes. The project area includes two historic Tempe neighborhoods (Borden Homes & University Heights), a connection to 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 in September 2010. Legal / Administration $0 Land Acquisition $0 This project would enhance a well traveled collector street and 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 concept has been supported by the neighbors, property owners and stakeholders in the area and would be revitalization to an important part of Tempe. 2014-15 Source of Funds $6,000 Permit Fees 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 Transit Tax $206,000 $0 Total $206,000 Project Number: 6007139 Estimated Start Date: 07/01/2014 Estimated Completion Date: 06/30/2017 Appropriations by Fiscal Year 2014-15 $206,000 2015-16 $0 2016-17 $1,506,000 2017-18 2018-19 Total 5 Year $0 $0 $1,712,000 206 El Paso Natural Gasline Easement Multi-use Path Phase III Project Description Estimated 2014-15 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 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. 2014-15 Source of Funds Legal / Administration $11,000 Land Acquisition $0 $39,000 Permit Fees Design and Engineering $278,947 Survey / Staking $11,000 Construction Management $78,000 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 $223,347 Federal Grant - CMAQ $1,323,000 $0 Total $1,546,347 Project Number: 6006069 Estimated Start Date: Estimated Completion Date: 10/11/2011 06/30/2015 Appropriations by Fiscal Year 2014-15 $1,546,347 2015-16 $0 2016-17 $0 2017-18 2018-19 Total 5 Year $0 $0 $1,546,347 EVBOM - Facility Asset Maintenance (East Valley Bus Ops/Maint Facility) Project Description Estimated 2014-15 Project Costs This project conducts major repair, refurbishment, or replacement of major equipment and sub-systems at the East Valley Bus Operations and Maintenance facility (EVBOM). EVBOM is a 250 bus facility from which the all of Tempe's transit service is provided. It also serves as a regional operations base manage by the Regional Public Transportation Authority (RPTA). Maintaining the facility in state of good repair facilitates the provision of local and regional 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 600 Tempe, RPTA and contractor staff based there. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 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; HVAC repairs to the Administrative Building to correct heating and cooling deficiencies; 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. Furnishings / Equipment $350,000 Construction / Improvement $946,793 2014-15 Source of Funds Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Transit Tax $1,046,793 Federal Grant - 5307 $250,000 $0 Total $1,296,793 Project Number: 6006089 Estimated Start Date: 07/01/2013 Estimated Completion Date: Ongoing Appropriations by Fiscal Year 2014-15 2015-16 $1,296,793 $239,000 2016-17 2017-18 2018-19 Total 5 Year $239,000 $239,000 $239,000 $2,252,793 207 Hardy Drive Streetcape Project Project Description Estimated 2014-15 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. Legal / Administration The Transportation Element of the Tempe General Plan classified Hardy Drive as a Green Street. Green streets typically are collector streets that already serve as high volume bicycle and pedestrian corridors. The neighborhood is requesting geometric changes to the street including striping for bike lanes, widening of sidewalks and providing bulb-outs at critical intersections, reduction of existing travel lane widths, construction of planted medians, protection from intrusion of commercial truck traffic, improved pedestrian safety, reduction of speed limits, construction of mid-block crossings and providing transit, bicycle and pedestrian amenities. Furnishings / Equipment 2014-15 Source of Funds $19,000 Land Acquisition $0 Permit Fees $61,000 Design and Engineering $44,739 Survey / Staking $19,000 Construction Management $130,000 $0 Construction / Improvement $1,854,521 Geotech / Material Testing $10,000 Utility Relocation Fees $48,000 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Transit Tax $388,045 Federal Grant - CMAQ $1,798,215 $0 Total $2,186,260 Project Number: 6004379 Estimated Start Date: Estimated Completion Date: 01/15/2012 06/30/2015 Appropriations by Fiscal Year 2014-15 $2,186,260 2015-16 $0 2016-17 $0 2017-18 2018-19 Total 5 Year $0 $0 $2,186,260 Highline Canal Path (Baseline - Knox Road) Project Description Estimated 2014-15 Project Costs This project is the 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 in Tempe without a dedicated path for public use. This path has been awarded federal funding in the fall of 2013. This project would integrate with and connect to planned and funded portions of pathway along the Highline Canal in the Town of Guadalupe and the City of Phoenix. 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. 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 faculties 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. It will create an improved aesthetic in an area now neglected (canal banks) and enhance the quality of life for area residents. 2014-15 Source of Funds Legal / Administration $0 Land Acquisition $0 $2,000 Permit Fees Design and Engineering $265,000 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 Transit Tax $200,000 Federal Grant - CMAQ $67,000 $0 Total $267,000 Project Number: 6006079 Estimated Start Date: 07/01/2013 Estimated Completion Date: 06/30/2017 Appropriations by Fiscal Year 2014-15 $267,000 2015-16 $2,511,000 2016-17 $2,511,000 2017-18 2018-19 Total 5 Year $0 $0 $5,289,000 208 North South Rail Spur Path Project Description Estimated 2014-15 Project Costs This project involves the design and construction of up to 8 miles of a multi-use path adjacent to the existing freight rail line travelling north and south in Tempe, from Tempe Beach Park to Knox Road and the border with Chandler. The project involves constructing a 10 foot minimum path with lighting and landscaping, street crossing treatments and other amenities. Some public outreach has taken place and a $65,000 MAG grant has been received for concept design of the project. It is anticipated that this path project would eventually be built in phases (1-2 miles at a time, 1-2 crossings at time) and as such will require future separate CIP requests for each project. Legal / Administration $0 Land Acquisition $0 This project is identified in the Tempe General Plans and Transportation Plan. It is part of the expansion of transportation alternatives to decrease dependency on the private automobile. The project has been requested by several businesses and neighborhoods and has already had some portions built through agreements with private business. The project would complement existing transportation systems. 2014-15 Source of Funds $12,000 Permit Fees Design and Engineering $400,000 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 Transit Tax $347,000 Federal Grant - CMAQ $65,000 $0 Total $412,000 Project Number: 6007089 Estimated Start Date: Estimated Completion Date: 07/01/2014 TBD Appropriations by Fiscal Year 2014-15 $412,000 2015-16 2016-17 $0 $0 2017-18 2018-19 Total 5 Year $0 $0 $412,000 Pathway Capital Maintenance Project Description Estimated 2014-15 Project Costs This project will repair, rehabilitate or replace multi-use pathway (MUP) infrastructure that will surpass its useful life during the project period or due to excessive or adverse environmental exposures (e.g., sun, irrigation, high use, damage, theft). There are currently 23 miles of MUPs in Tempe. This project has multiple elements such as: 1) Replacement of pathway lighting systems including poles and associated infrastructure (wiring, bulbs, fixtures, concrete, shields) 2) Replacement of fencing along Kyrene Pathway near Ken McDonald golf course that has been structurally damaged due to irrigation, 3) Repair/replacement of segments of concrete pathways that pose hazards to users. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 The purpose of these projects is to maintain the city's bike and pedestrian pathway system in a state of good repair, safe for use, instrumental in promoting citywide bikepedestrian use, and leading to increases in the bike-pedestrian mode share of all trips. Replacement and maintenance 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. Furnishings / Equipment 2014-15 Source of Funds $951,812 Construction / Improvement $0 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Transit Tax $951,812 $0 Total $951,812 Project Number: 6005249 Estimated Start Date: 07/01/2013 Estimated Completion Date: Ongoing Appropriations by Fiscal Year 2014-15 2015-16 $951,812 $250,000 2016-17 2017-18 2018-19 Total 5 Year $250,000 $250,000 $250,000 $1,951,812 209 Rio Salado Southbank Path Tempe - Phoenix Project Description Estimated 2014-15 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. 2014-15 Source of Funds Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $460,000 Construction / Improvement $1,657,041 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Transit Tax $1,155,180 Federal Grant - CMAQ $961,861 $0 Total $2,117,041 Project Number: 6004139 Estimated Start Date: Estimated Completion Date: 07/01/2010 06/30/2015 Appropriations by Fiscal Year 2014-15 $2,117,041 2015-16 $0 2016-17 $0 2017-18 2018-19 Total 5 Year $0 $0 $2,117,041 Rio Salado Southbank Path Underpass at 101 & 202 Freeway Interchange Project Description Estimated 2014-15 Project Costs The project will construct a shared use path from McClintock drive to the Mesa city limits and includes a portion of pathway underneath Loop 202 at the 202/101 Traffic Interchange. The project is the eastern-most connection of the Tempe Rio Salado and links directly to Mesa along the south bank of the Salt River. The project involves a 10-foot wide concrete path with lighting and safety railings. The project is funded through a federal transportation grant managed through the Arizona Department of Transportation. Majority of the project funding is identified in the ADOT budget. 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. This path project continues the Tempe Rio Salado pathway from McClintock to the Mesa city limits. 2014-15 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 $996,279 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Transit Tax $996,279 $0 Total $996,279 Project Number: 6004319 Estimated Start Date: 07/01/2011 Estimated Completion Date: 06/30/2015 Appropriations by Fiscal Year 2014-15 $996,279 2015-16 $0 2016-17 $0 2017-18 2018-19 Total 5 Year $0 $0 $996,279 210 Rio Salado Southbank Path Underpass at Priest Drive Project Description Estimated 2014-15 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. 2014-15 Source of Funds Legal / Administration $0 Land Acquisition $0 $6,000 Permit Fees 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 Transit Tax $206,000 $0 Total $206,000 Project Number: 6007189 Estimated Start Date: Estimated Completion Date: 07/01/2014 06/30/2016 Appropriations by Fiscal Year 2014-15 $206,000 2015-16 $1,245,000 2016-17 $0 2017-18 2018-19 Total 5 Year $0 $0 $1,451,000 Tempe / Phoenix Bike Share Project Description Estimated 2014-15 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 project is modelled 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. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 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 and further improve Tempe's menu of alternative mode options. Furnishings / Equipment 2014-15 Source of Funds $350,000 Construction / Improvement $0 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Transit Tax $350,000 $0 Total $350,000 Project Number: 6007199 Estimated Start Date: 07/01/2014 Estimated Completion Date: 12/01/2015 Appropriations by Fiscal Year 2014-15 2015-16 $350,000 $951,300 2016-17 $0 2017-18 2018-19 Total 5 Year $0 $0 $1,301,300 211 Tempe Transit Center Project Description Estimated 2014-15 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. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement 2014-15 Source of Funds $258,491 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Transit Tax $0 Total $258,491 $258,491 Project Number: 6006762 Estimated Start Date: Estimated Completion Date: 07/01/2013 06/30/2014 Appropriations by Fiscal Year 2014-15 $258,491 2015-16 $0 2016-17 $0 2017-18 2018-19 Total 5 Year $0 $0 $258,491 Transit Passenger Facilities - Bus Stop Improvements Project Description Estimated 2014-15 Project Costs The project will install passenger shelters and related amenities (seating, bike racks, trash cans, transit schedule information) at 10 bus stops across the city in FY 201415 with 5 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 a viable alternative to auto-use. 2014-15 Source of Funds Legal / Administration $2,000 Land Acquisition $0 $5,000 Permit Fees Design and Engineering $18,000 Survey / Staking $2,000 Construction Management $11,000 Furnishings / Equipment $0 Construction / Improvement $499,714 Geotech / Material Testing $2,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Transit Tax $439,714 Federal Grant - 5307 $100,000 $0 Total $539,714 Project Number: 6003579 Estimated Start Date: Ongoing Estimated Completion Date: Ongoing Appropriations by Fiscal Year 2014-15 2015-16 $539,714 $202,640 2016-17 2017-18 2018-19 Total 5 Year $227,720 $234,142 $240,726 $1,444,942 212 TTC - Facility Asset Maintenance (Transportation Center) Project Description Estimated 2014-15 Project Costs This project conducts major repair, refurbishment, or replacement of major equipment, infrastructure, and sub-systems at the Tempe Transportation Center. The facility was completed in 2008 and acts as a major multi-modal transit center served by 12 bus routes which include Orbit circulators, local and express service and by METRO light rail. The transit center portion of the transit center includes passenger amenities such as benches, shelters, landscape, a transit store and public restrooms. Due to its proximity to downtown Tempe and ASU activity centers, the center experiences heavy use during City or university related special events and during moderate climate seasons. Maintaining the building and transit center 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. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $314,000 In FY 2014-15 it is anticipated that the project will address repairs and maintenance at the transit center such as pavement repair and restoration, rest room refurbishment, plaza repairs and building systems replacement or repair which include chillers, water recycle system. In addition, funding will cover tenant improvements for the 1st floor retail space upon lease execution. Construction / Improvement $200,000 2014-15 Source of Funds Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Transit Tax $514,000 $0 Total $514,000 Project Number: 6006099 Estimated Start Date: Estimated Completion Date: 07/01/2013 Ongoing Appropriations by Fiscal Year 2014-15 2015-16 $514,000 $214,000 2016-17 2017-18 2018-19 Total 5 Year $214,000 $214,000 $214,000 $1,370,000 Unaccounted Federal Grants Contingency Project Description Estimated 2014-15 Project Costs This project will create additional spending authority for federal grants that may be available during FY 2014-15. The City must account for potential federal grants that could be secured and that need to be spent within 2014-2015. Potential grant funded projects include: a)South Tempe Transit Center; b) University Drive Bicycle and Pedestrian Improvements; c) EVBOM CNG Fuel Capacity Expansion; d) East Valley Solar Generation Capacity Improvements; e) Passenger Facility Rehabilitation; and f) Bus Stop Improvements. 2014-15 Source of Funds Transit Tax $530,428 Federal Grants $2,121,714 Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement $0 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $2,652,142 Total $2,652,142 Project Number: 6005259 Estimated Start Date: 07/01/2013 Estimated Completion Date: Ongoing Appropriations by Fiscal Year 2014-15 $2,652,142 2015-16 $0 2016-17 $0 2017-18 2018-19 Total 5 Year $0 $0 $2,652,142 213 University Drive Bike/Ped Improvments (Union Pacific Railroad to Priest) Project Description Estimated 2014-15 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 fulfills the Tempe General Plan 2030 objective of increasing mode share for non-motorized travel. The project will involve public meetings with neighbors and businesses/property owners in the area. 2014-15 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 $1,951,987 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Transit Tax $111,264 Federal Grant - CMAQ $1,840,723 $0 Total $1,951,987 Project Number: 6004509 Estimated Start Date: Estimated Completion Date: 10/01/2011 06/30/2015 Appropriations by Fiscal Year 2014-15 $1,951,987 2015-16 $0 2016-17 $0 2017-18 2018-19 Total 5 Year $0 $0 $1,951,987 214 City of Tempe 2014-15 Annual Budget General Purpose Program General Purpose projects total $68.7 million in FY 2014-15 and account for 46% of the FY 2014-15 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 $68.7 million of the $150.4 million Capital Improvements Budget for FY 2014-15. The majority of the funding for the five program areas above is to be provided by the planned issuance of $48.8 million of general obligation bonds, followed by approximately $8 million in existing project fund balances. The balance is funded from pay as you go contributions from various City operating funds, and other outside revenue. Major areas of emphasis in FY 2014-15 include various repair and replacement projects for parks infrastructure, design and construction of the Tempe Town Lake dam, fire truck replacements, continued improvements to the City’s regional radio system, and numerous capital asset repair and replacement projects for municipal buildings. 215 City of Tempe 2014-15 Annual Budget Police Protection Program CIP Projects Project Name & Number Funding Source(s) CAD / RMS / FRWS System: 5501999 General Obligation Bonds City Regional Radio System Maintenance Capital Projects Fund Balance and Replacement: 5501989 General Obligation Bonds G.O. Bonds Election Required Solid Waste Fund Water / Wastewater Fund Project Total Capital Budget New 2014-15 2014-15 Total Re-appropriations Appropriations Appropriations Additional Projected Needs 2016-17 2017-18 2015-16 Total 5-Year Program 2018-19 255,000 - 255,000 - - - - 255,000 88,000 5,000 7,000 100,000 740,000 1,216,420 100,150 239,493 2,296,063 740,000 1,304,420 105,150 246,493 2,396,063 2,823,942 100,820 279,901 3,204,663 3,582,873 140,880 255,574 3,979,327 1,964,240 53,822 75,350 2,093,412 1,060,269 55,088 77,123 1,192,480 740,000 9,675,475 1,060,269 455,760 934,441 12,865,945 - 161,000 161,000 126,000 126,000 - - 413,000 Digital Evidence System: 5507179 General Obligation Bonds Mobile Replacement: 5509189 General Obligation Bonds G.O. Bonds Election Required Project Total 400,000 400,000 - 400,000 400,000 - - 500,000 1,600,000 2,100,000 - 900,000 1,600,000 2,500,000 Police Communications Telephone / Radio Logger Replacement: NA G.O. Bonds Election Required - - - - - - 311,728 311,728 Police Department / Detention Camera Upgrade: NA G.O. Bonds Election Required - - - - - - 150,000 150,000 Police Department Taser Refresh: NA G.O. Bonds Election Required - - - - - - 600,000 600,000 Police Mounted Security Upgrade @ Kiwanis Maintenance Yard: 5507279 General Obligation Bonds - 275,000 275,000 - - - - 275,000 755,000 2,732,063 3,487,063 3,330,663 4,105,327 4,193,412 2,254,208 17,370,673 Police Protection Program Total 216 CAD / RMS / FRWS System Project Description Estimated 2014-15 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. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Replacing this system will provide considerable functionality that will allow the Police Department to more efficiently capture and manage data, and will provide the foundation for future data sharing efforts with other jurisdictions. 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 2014-15 Source of Funds $255,000 Other Project Costs General Obligation Bonds $255,000 $0 Total $255,000 Project Number: 5501999 Estimated Start Date: Estimated Completion Date: Ongoing 12/31/2014 Appropriations by Fiscal Year 2014-15 2015-16 $255,000 $0 2016-17 $0 2017-18 2018-19 Total 5 Year $0 $0 $255,000 City Regional Radio System Maintenance and Replacement Project Description Estimated 2014-15 Project Costs The over-reaching goal of this project is for Tempe to continue as a functioning member of the Regional Wireless Cooperative (RWC) ASTRO P25 700/800 MHz digital interoperable radio system. This project will continue to allow secure, day-today, 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 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. Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 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. Construction / Improvement $0 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 2014-15 Source of Funds Capital Projects Fund Balance $740,000 General Obligation Bonds $1,304,420 Solid Waste & Water/Wastewater Funds $351,643 Other Project Costs $2,396,063 Total $2,396,063 Project Number: 5501989 Estimated Start Date: 12:00:00 AM Estimated Completion Date: 12:00:00 AM Appropriations by Fiscal Year 2014-15 $2,396,063 2015-16 $3,204,663 2016-17 $3,979,327 2017-18 2018-19 Total 5 Year $2,093,412 $1,192,480 $12,865,945 217 Digital Evidence System Project Description Estimated 2014-15 Project Costs The Digital Evidence System will provide the Police Department the ability to safely, securely, and efficiently collect, store, and manage all digital evidence--including still images, videos and audio recordings. The Digital Evidence System will replace the Police Department's current server based evidence storage system for still images, and provide a central repository for audio and video recordings which currently does not exist. It will transform and simplify the way the Police Department collects, stores, and disseminates increasingly large amounts of digital evidence. The Digital Evidence System will include the use of a vendor hosted solution for media storage of new digital evidence and convert existing digital evidence (which requires subscription based service charges). The project will also include the replacement of cameras in the Forensic Services Unit used to capture crime scene photographs and the purchase of body cameras for use by Police Officers. 2014-15 Source of Funds General Obligation Bonds $161,000 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 $161,000 Total $161,000 Project Number: 5507179 Estimated Start Date: Estimated Completion Date: 07/01/2014 ongoing Appropriations by Fiscal Year 2014-15 2015-16 $161,000 $126,000 2016-17 $126,000 2017-18 2018-19 Total 5 Year $0 $0 $413,000 Mobile Replacement Project Description Estimated 2014-15 Project Costs This project is intended to ensure access to the Police Department fully integrated public safety system by replacing Police Department mobile and desktop computers. Police Department mobile computers need to be replaced every four to five years to ensure access is available and to limit failure in the field. Based on day to day operations, ruggedized mobile desktops and mounts that support mobiles in vehicles are required to limit damage that might occur through normal police activities. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Police Department desktop computers need to be replaced every five years to ensure access is available to run our Computer-Aided Dispatch (CAD), Records Management System (RMS), Jail Management System (JMS) and Property and Evidence systems. These systems make-up our fully integrated public safety system and they are critical to the day-to-day operations within the Police Department and to help ensure field officers are equipped with the necessary information to respond to citizen calls for service and detectives are equipped to further investigate and solve cases. 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 2014-15 Source of Funds $400,000 Other Project Costs General Obligation Bonds $400,000 $0 Total $400,000 Project Number: 5509189 Estimated Start Date: 07/01/2017 Estimated Completion Date: 06/30/2019 Appropriations by Fiscal Year 2014-15 $400,000 2015-16 $0 2016-17 $0 2017-18 2018-19 Total 5 Year $2,100,000 $0 $2,500,000 218 Police Communications Telephone/Radio Logger Replacement Project Description Estimated 2014-15 Project Costs This project will replace the existing Voice Radio/Telephone recorder which provides 24/7 recordings of all incoming and outgoing radio and telephone traffic involving the day-to-day operations of the Police Department's Communications Bureau. Legal / Administration $0 Land Acquisition $0 The current equipment used to record all incoming and outgoing radio and telephone traffic is more than 6 years old and, as we continue to upgrade our overall radio and telephone infrastructure, will no longer interface with newer technology. The recordings from this system are utilized for investigative purposes, court proceedings, and training on a daily basis. Having recordings available assists the Police Department in prosecuting criminals as well as provides protection to the City from potential liability by being able to provide a direct record of personnel actions during both major and minor incidents. 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 2014-15 Source of Funds NA Other Project Costs $0 Total $0 Project Number: NA Estimated Start Date: Estimated Completion Date: 07/01/2015 11/01/2015 Appropriations by Fiscal Year 2014-15 $0 2015-16 $0 2016-17 $0 2017-18 2018-19 Total 5 Year $0 $311,728 $311,728 Police Department / Detention Camera Upgrade Project Description Estimated 2014-15 Project Costs This project entails a complete replacement and technological upgrade to the Jail’s aging analog CCTV system to include installation of digital cameras, camera housings and recording capabilities to ensure best practices of high quality video, sound and camera movement capabilities for 24/7 monitoring of prisoner and employee movement throughout the jail facility and surrounding prisoner movement areas. This will greatly reduce City liability exposure from use of force, injury and similar complaints while providing greater risk management through real time advanced camera capabilities. 2014-15 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 $0 Total $0 Project Number: NA Estimated Start Date: 07/01/2015 Estimated Completion Date: 06/30/2016 Appropriations by Fiscal Year 2014-15 $0 2015-16 $0 2016-17 $0 2017-18 2018-19 Total 5 Year $0 $150,000 $150,000 219 Police Department Taser Refresh Project Description Estimated 2014-15 Project Costs All sworn police officers are issued a Taser as part of their assigned equipment. A highly effective tool, the Taser allows police officers to defend themselves and/or 3rd parties from individuals and animals who pose a threat to the safety and security of the community. At present the current Taser warranty for all of the units currently deployed is scheduled to expire in 2017 (a department wide refresh occurred in 2013). Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Funds allocated for this project would be used to purchase: 400 Tasers, 400 Taser battery packs, 400 Taser holsters, 2500 Taser cartridges, 4 Taser data download systems, training, and a 4 year Taser warranty. 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 Source of Funds NA Other Project Costs $0 Total $0 Project Number: NA Estimated Start Date: Estimated Completion Date: 01/01/2017 06/30/2017 Appropriations by Fiscal Year 2014-15 2015-16 $0 $0 2016-17 $0 2017-18 2018-19 Total 5 Year $0 $600,000 $600,000 Police Mounted Security Upgrade @ Kiwanis Maintenance Yard Project Description Estimated 2014-15 Project Costs The City of Tempe park maintenance yard at 6300 S. All America Way houses several city operational components to include Parks, Facility Maintenance and the Police Department. The Police Department specifically operates the mounted and canine units at this location. Project funding will be designated for security upgrades to the yard. The upgrades will include installing a solid eight (8) foot decking fence on the west perimeter from Guadalupe to the north end of the yard property, security cameras and card access gates for the east and south access points. To further harden the perimeter, security cameras would be utilized to cover the main access points of the yard, west perimeter fence and the police barn area. This camera system would be joined with the existing monitoring system at the Apache Police Station and could be accessed and monitored by Tempe Police Dispatch. The security enhancements will significantly target harden the Kiwanis facility providing a safer environment for the police horses and staff, significantly deter theft of critical police vehicles and city assets to include parks maintenance equipment and the fuel pump station. 2014-15 Source of Funds General Obligation Bonds $275,000 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 $275,000 Total $275,000 Project Number: Need New Estimated Start Date: 07/01/2014 Estimated Completion Date: 06/30/2015 Appropriations by Fiscal Year 2014-15 $275,000 2015-16 $0 2016-17 $0 2017-18 2018-19 Total 5 Year $0 $0 $275,000 220 City of Tempe 2014-15 Annual Budget Fire Protection Program CIP Projects Project Name & Number Funding Source(s) Fire Apparatus Replacement: 5603619 General Obligation Bonds Fire Station Location Study: 5605937 Fire Training Center Facilities: 5605949 Total 5-Year Program 2018-19 1,100,000 1,100,000 2,806,898 2,806,898 550,000 550,000 1,100,000 1,100,000 550,000 550,000 550,000 550,000 5,006,898 550,000 5,556,898 G.O. Bonds Election Required Project Total 207,014 207,014 - 207,014 207,014 - 32,800 32,800 72,000 72,000 18,000 18,000 311,814 18,000 329,814 Capital Projects Fund Balance 150,000 - 150,000 - - - - 150,000 Capital Projects Fund Balance General Obligation Bonds 318,274 318,274 105,000 495,000 600,000 105,000 813,274 918,274 - - - - 105,000 813,274 918,274 2,382,186 1,700,000 4,082,186 550,000 1,132,800 622,000 568,000 6,954,986 General Obligation Bonds Project Total Fire Protection Program Total Additional Projected Needs 2016-17 2017-18 2015-16 1,706,898 1,706,898 G.O. Bonds Election Required Project Total Fire Laptop Replacement: 5603629 Capital Budget New 2014-15 2014-15 Total Re-appropriations Appropriations Appropriations 221 Fire Apparatus Replacement Project Description Estimated 2014-15 Project Costs This project provides funding to purchase 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. 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. To be in accordance with replacement criteria, FY 14-15 appropriations provide funding to purchase five new apparatus, three of which were ordered in FY 13-14. FY 15-16 to FY 18-19 vehicles are subject to change as the Department is in the process of reviewing life cycles for unique apparatus. 2014-15 Source of Funds General Obligation Bonds $2,806,898 Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement $0 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $2,806,898 Total $2,806,898 Project Number: 5603619 Estimated Start Date: Estimated Completion Date: 07/01/2011 12/30/2019 Appropriations by Fiscal Year 2014-15 2015-16 $2,806,898 $550,000 2016-17 $1,100,000 2017-18 2018-19 Total 5 Year $550,000 $550,000 $5,556,898 Fire Laptop Replacement Project Description Estimated 2014-15 Project Costs This project will provide for the replacement of ruggedized laptop computers used by Fire personnel in the field for electronic patient care reporting (ePCR), and development of a wireless fire apparatus infrastructure to accommodate small devices (cell phones), laptops and heart monitors. Fire paramedics gather critical patient information while en-route to the hospital, which is transmitted to the treating facility prior to the patients' arrival, therefore enhancing patient care. The ruggedized laptops are used daily, with over 17,000 annual EMS calls. A five year replacement plan is suggest by ITD. The scope of the project also includes laptops for the City's Emergency Operations Center operations. Those laptops are between six and seven years old. 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 2014-15 Source of Funds $207,014 Other Project Costs General Obligation Bonds $207,014 $0 Total $207,014 Project Number: 5603629 Estimated Start Date: Continuing Estimated Completion Date: 06/30/2019 Appropriations by Fiscal Year 2014-15 $207,014 2015-16 $0 2016-17 2017-18 2018-19 Total 5 Year $32,800 $72,000 $18,000 $329,814 222 Fire Station Location Study Project Description Estimated 2014-15 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 23% 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. 2014-15 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: 5605937 Estimated Start Date: Estimated Completion Date: 11/01/2013 08/30/2014 Appropriations by Fiscal Year 2014-15 2015-16 $150,000 2016-17 $0 $0 2017-18 2018-19 Total 5 Year $0 $0 $150,000 Fire Training Center Facilities Project Description Estimated 2014-15 Project Costs This project provides for repair and maintenance of the Fire Training Center buildings. The project will also address repairs required at the Skills Building in accordance with a structural evaluation conducted in 2012. The scope of this project has been slightly altered to include associated Skills Building props with no additional funding, as well as, Driver Training Track repair with an additional cost of $70,000. Repairs to the Burn Room Building are based on age and use (built in 1993). A structural evaluation conducted in 2012 of the Fire Training Skills buildings, revealed the following items to 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. Last year the Burn Room and Skills Tower were used 118 days for fire training and it was vital to firefighter preparedness and safety. 2014-15 Source of Funds Capital Projects Fund Balance $105,000 General Obligation Bonds $813,274 Legal / Administration $4,000 Land Acquisition $0 Permit Fees $13,000 Design and Engineering $43,000 Survey / Staking $4,000 Construction Management $25,000 Furnishings / Equipment $0 Construction / Improvement $360,000 Geotech / Material Testing $4,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $465,274 Total $918,274 Project Number: 5605949 Estimated Start Date: 07/01/2013 Estimated Completion Date: 06/30/2016 Appropriations by Fiscal Year 2014-15 $918,274 2015-16 $0 2016-17 $0 2017-18 2018-19 Total 5 Year $0 $0 $918,274 223 City of Tempe 2014-15 Annual Budget Storm Drains Program CIP Projects Capital Budget New 2014-15 2014-15 Total Re-appropriations Appropriations Appropriations 2018-19 Total 5-Year Program Funding Source(s) Storm Drain Improvements: 5899978 Capital Projects Fund Balance General Obligation Bonds 582,591 - 100,000 100,000 682,591 100,000 200,000 300,000 300,000 300,000 682,591 1,200,000 Project Total 582,591 200,000 782,591 200,000 300,000 300,000 300,000 1,882,591 224 2015-16 Additional Projected Needs 2016-17 2017-18 Project Name & Number Storm Drain Improvements Project Description Estimated 2014-15 Project Costs This project includes ongoing maintenance, preservation, and upgrades to the existing storm drain system. 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 FY 2014-15 there are several projects: McAllister and Apache flooding ($75,000), the north side of US 60 and Bonarden Lane ($35,000), 25 total catch basins on University Drive, Broadway Road, and Hardy Drive for projects requiring pavement resurfacing this year ($150,000), the Rio Salado south bank Town Lake bypass storm drain ($600,000), and numerous other requests for drywell rehabilitation, flooding and vector control problems, and various other storm drain structure issues in parks (30 structures holding water and 2 drywells not draining), and streets (flooding in several intersections). 2014-15 Source of Funds Legal / Administration $3,000 Land Acquisition $0 Permit Fees $10,000 Design and Engineering $33,000 Survey / Staking $3,000 Construction Management $19,000 Furnishings / Equipment $0 Construction / Improvement $711,591 Geotech / Material Testing $3,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Capital Projects Fund Balance $682,591 General Obligation Bonds $100,000 $0 Total $782,591 Project Number: 5899978 Estimated Start Date: Estimated Completion Date: 07/01/2014 Ongoing Appropriations by Fiscal Year 2014-15 2015-16 $782,591 $200,000 2016-17 2017-18 2018-19 Total 5 Year $300,000 $300,000 $300,000 $1,882,591 225 City of Tempe 2014-15 Annual Budget Park Improvements / Recreation Program CIP Projects Project Name & Number Funding Source(s) Aquatics (Swimming Pool) Infrastructure & General Obligation Bonds Equipment Replacement: 6304999 G.O. Bonds Election Required Project Total ARC Flash Hazard Analysis - Parks: 6305959 Ballfield Infield Renovation: 6305969 Additional Projected Needs 2016-17 2017-18 2015-16 Total 5-Year Program 2018-19 15,000 15,000 575,000 575,000 590,000 590,000 565,000 565,000 945,000 945,000 710,000 710,000 500,000 500,000 2,100,000 1,210,000 3,310,000 100,000 100,000 50,000 50,000 50,000 100,000 150,000 50,000 50,000 50,000 50,000 - - 50,000 200,000 250,000 Project Total 123,104 123,104 745,000 745,000 868,104 868,104 - 60,000 60,000 800,000 800,000 735,000 735,000 928,104 1,535,000 2,463,104 Capital Projects Fund Balance General Obligation Bonds G.O. Bonds Election Required Project Total 200,000 80,000 280,000 - 200,000 80,000 280,000 92,700 92,700 95,481 95,481 98,345 98,345 101,296 101,296 200,000 268,181 199,641 667,822 Capital Projects Fund Balance General Obligation Bonds Project Total Athletic Field Lighting System Replacement: 6303089 Capital Budget New 2014-15 2014-15 Total Re-appropriations Appropriations Appropriations General Obligation Bonds G.O. Bonds Election Required Batting Range Pitching Machine / Netting Replacement: 6307209 General Obligation Bonds - 136,500 136,500 - - - - 136,500 Clark Park Swimming Pool Renovation: NA G.O. Bonds Election Required - - - - - - 100,000 100,000 Diablo Stadium Capital Replacement & Reinvestment: 6303009 General Obligation Bonds 9,000 9,000 150,000 122,500 272,500 159,000 122,500 281,500 150,000 47,500 197,500 200,000 47,500 247,500 47,500 200,000 247,500 47,500 175,000 222,500 509,000 312,500 375,000 1,196,500 - 15,000 60,000 75,000 15,000 60,000 75,000 - - - - 15,000 60,000 75,000 710,000 350,000 1,060,000 - 710,000 350,000 1,060,000 - - - - 710,000 350,000 1,060,000 Diablo Stadium Revenue G.O. Bonds Election Required Project Total I-10 Pit Engineering Study: 6307117 Capital Projects Fund Balance Residential Development Fee Project Total Kiwanis Park Playground Replacement & Renovations: 6306809 Capital Projects Fund Balance General Obligation Bonds Project Total 226 City of Tempe 2014-15 Annual Budget 2014-15 CIP Projects - Park Improvements / Recreation Program (continued) Project Name & Number Funding Source(s) Kiwanis Recreation Center Electric Infrastructure Replacement: 6305979 General Obligation Bonds Park Concrete & Sports Court Replacement & Renovation: 6305119 Park Improvements: 6399729 Park Infrastructure / Equipment Replacement: 6399829 Park Lighting System Replacement & Renovation: 6305489 Park Playground Infrastructure & Equipment Replacement & Renovation: 6305499 Park Restrooms and Ramadas: 6305129 Parks & Recreation Emergency Repairs: 6305989 Additional Projected Needs 2016-17 2017-18 2015-16 Total 5-Year Program 2018-19 10,000 250,000 260,000 - - - - 260,000 125,000 125,000 125,000 125,000 250,000 250,000 125,000 125,000 130,000 130,000 105,000 105,000 120,000 120,000 505,000 225,000 730,000 5,800,000 200,000 6,000,000 - - - - 6,000,000 General Obligation Bonds G.O. Bonds Election Required Project Total 195,000 195,000 290,000 290,000 485,000 485,000 240,000 240,000 300,000 300,000 250,000 250,000 250,000 250,000 725,000 800,000 1,525,000 General Obligation Bonds G.O. Bonds Election Required Project Total 180,000 180,000 125,000 125,000 305,000 305,000 125,000 125,000 375,000 375,000 375,000 375,000 250,000 250,000 430,000 1,000,000 1,430,000 General Obligation Bonds G.O. Bonds Election Required Project Total 210,000 210,000 125,000 125,000 335,000 335,000 125,000 125,000 400,000 400,000 400,000 400,000 300,000 300,000 460,000 1,100,000 1,560,000 General Obligation Bonds G.O. Bonds Election Required Project Total 523,104 523,104 200,000 200,000 723,104 723,104 200,000 200,000 316,000 316,000 290,000 290,000 854,000 854,000 923,104 1,460,000 2,383,104 Capital Projects Fund Balance General Obligation Bonds - 75,000 75,000 75,000 75,000 75,000 75,000 75,000 75,000 75,000 75,000 75,000 75,000 75,000 75,000 225,000 375,000 50,000 50,000 50,000 50,000 100,000 100,000 75,000 75,000 130,000 130,000 70,000 70,000 50,000 50,000 175,000 250,000 425,000 General Obligation Bonds G.O. Bonds Election Required Project Total Cash G.O. Bonds Election Required Project Total Parks Living Infrastructure and Irrigation Systems: 6305999 Capital Budget New 2014-15 2014-15 Total Re-appropriations Appropriations Appropriations General Obligation Bonds G.O. Bonds Election Required Project Total 227 City of Tempe 2014-15 Annual Budget 2014-15 CIP Projects - Park Improvements / Recreation Program (continued) Capital Budget New 2014-15 2014-15 Total Re-appropriations Appropriations Appropriations Additional Projected Needs 2016-17 2017-18 Funding Source(s) Skate Park Structural Repairs: 6302629 General Obligation Bonds G.O. Bonds Election Required Project Total 12,000 12,000 15,000 15,000 27,000 27,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 42,000 45,000 87,000 Sports Facility Relamping: 6306938 Capital Projects Fund Balance G.O. Bonds Election Required Project Total 5,000 5,000 - 5,000 5,000 - 25,000 25,000 55,000 55,000 20,000 20,000 5,000 100,000 105,000 Capital Projects Fund Balance General Obligation Bonds 25,000 25,000 240,000 240,000 240,000 25,000 265,000 - - - - 240,000 25,000 265,000 2,387,683 13,550,000 15,937,683 789,230 2,400,000 1,000,000 18,611,851 22,801,081 3,176,913 2,400,000 1,000,000 32,161,851 38,738,764 - - - - 3,176,913 2,400,000 1,000,000 32,161,851 38,738,764 16,349 - 16,349 - - - - 16,349 24,676,240 26,350,081 51,026,321 1,885,200 3,163,981 3,490,845 3,592,796 63,159,143 Tempe Beach Splash Playground Modification: 6506931 Project Total Town Lake Dam Replacement: 6504229 Capital Projects Fund Balance Capital Improvements Reserve Debt Service Fund General Obligation Bonds Project Total Town Lake Emergency Warning Modifications: 6503771 Capital Projects Fund Balance Park Improvements / Recreation Program Total 228 2015-16 Total 5-Year Program Project Name & Number 2018-19 Aquatics (Swimming Pool) Infrastructure & Equipment Replacement Project Description Estimated 2014-15 Project Costs This project encompasses the on-going 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. In fiscal year 2014-15, this project consists of the following improvements to City of Tempe Aquatics facilities: - SES panel replacement at Escalante and McClintock pools $165,000 - Both of these SES panels are at the end of their life cycle. The panels consist of parts from multi-vendors because they are not available for these aging panels. These panels are a potential safety concern. - 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. Presently there is a large bubble which is the first sign the plaster is starting to de-grade. - Industrial high volume circulation fans for Kiwanis Wave pool $35,000 - Overhead rail system to remove & replace wave fan motors $20,000. 2014-15 Source of Funds Legal / Administration $5,000 Land Acquisition $0 Permit Fees $15,000 Design and Engineering $25,000 Survey / Staking $0 Construction Management $33,000 Furnishings / Equipment $0 Construction / Improvement $470,000 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs General Obligation Bonds $590,000 $42,000 Total $590,000 Project Number: 6304999 Estimated Start Date: Estimated Completion Date: 07/01/2012 06/30/2019 Appropriations by Fiscal Year 2014-15 2015-16 $590,000 $565,000 2016-17 2017-18 2018-19 Total 5 Year $945,000 $710,000 $500,000 $3,310,000 ARC Flash Hazard Analysis - Parks Project Description Estimated 2014-15 Project Costs This project will provide funding for an electrical system engineering study that is performed by engineers familiar with the power distribution and control equipment and the calculation methods required. The consultant will label all electrical equipment components as defined in NFPA 70E-standard 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. This study will continue our current project at city parks. 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 including many of the electrical systems. There are over 1500 lights in the park system (area, sports courts, and sports field lights). 2014-15 Source of Funds Legal / Administration $0 Land Acquisition $0 $2,000 Permit Fees Design and Engineering $73,000 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement $75,000 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 $100,000 $0 Total $150,000 Project Number: 6305959 Estimated Start Date: 07/01/2014 Estimated Completion Date: 06/30/2016 Appropriations by Fiscal Year 2014-15 2015-16 2016-17 $150,000 $50,000 $50,000 2017-18 2018-19 Total 5 Year $0 $0 $250,000 229 Athletic Field Lighting System Replacement Project Description Estimated 2014-15 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. Current fiscal funding was used for the replacement of the athletic lighting system of two multi-purpose fields at the Benedict Sports Complex. This project will consist of the following five year replacement program at Tempe's athletic facilities: Legal / Administration Construction Management $0 2014 - 15 ($745,000) Benedict Sports Complex Field #1 & 2; Project Design for 2017-18 - Kiwanis Rec Center Tennis Courts 2016 - 17 ($60,000) Project Design for 2018-19 - Daley Park Ballfields 2017 - 18 ($800,000) Kiwanis Recreation Center Tennis Courts ($740,000); Project Design for 2019-20 - Svob, Stroud & Corbell Park Soccer Fields ($60,000). 2018 - 19 ($735,000) Daley Park Ballfields ($675,000); Project Design for 2020-21 Estrada, Hanger & Harelson Park Soccer Fields ($60,000). Furnishings / Equipment $0 2014-15 Source of Funds $6,000 Land Acquisition $0 $20,000 Permit Fees Design and Engineering $107,104 Survey / Staking $6,000 Construction / Improvement $689,000 Geotech / Material Testing $6,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs General Obligation Bonds $868,104 $34,000 Total $868,104 Project Number: 6303089 Estimated Start Date: Estimated Completion Date: 07/01/2008 06/30/2022 Appropriations by Fiscal Year 2014-15 2015-16 $868,104 $0 2016-17 2017-18 2018-19 Total 5 Year $60,000 $800,000 $735,000 $2,463,104 Ballfield Infield Renovation Project Description Estimated 2014-15 Project Costs The purpose of this project is to improve the conditions of softball and baseball fields by providing playing surfaces that generate less dust thus contributing to the air quality, easy to maintain resulting in reduced labor requirements. Legal / Administration $0 Land Acquisition $0 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 CIP 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. In 2015-16 the softball fields at Escalante and Jaycee Park will be renovated. Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 2014-15 Source of Funds Construction / Improvement $280,000 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Capital Projects Fund Balance $200,000 General Obligation Bonds $80,000 $0 Total $280,000 Project Number: 6305969 Estimated Start Date: 07/01/2014 Estimated Completion Date: Ongoing Appropriations by Fiscal Year 2014-15 2015-16 2016-17 2017-18 2018-19 Total 5 Year $280,000 $92,700 $95,481 $98,345 $101,296 $667,822 230 Batting Range Pitching Machine / Netting Replacement Project Description Estimated 2014-15 Project Costs This project includes the replacement of all 18 batting cage machines, light indicator boxes, token boxes and the facility canopy/cage netting. This will help reduce maintenance costs because of the continual replacement of parts, some of which are hard to find or are no longer manufactured. The manufacturer indicates that the normal lifecycle of the pitching machines is anywhere from 12-15 years. The existing machines are nearing 24 years old. The age of the existing machines raises the concern of possible pitching malfunctions that could lead to customer injury, and/or potential legal action against the City. The canopy netting at the Kiwanis Park Batting Range is deteriorating due to UV, weather and damage caused by normal wear and tear. Legal / Administration $1,000 Land Acquisition $0 $5,000 Permit Fees Design and Engineering $0 Survey / Staking $1,000 Construction Management $10,000 Furnishings / Equipment $0 Construction / Improvement $106,500 Geotech / Material Testing 2014-15 Source of Funds $1,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs General Obligation Bonds $136,500 $12,000 Total $136,500 Project Number: 6307209 Estimated Start Date: Estimated Completion Date: 07/01/2014 01/01/2015 Appropriations by Fiscal Year 2014-15 $136,500 2015-16 $0 2016-17 $0 2017-18 2018-19 Total 5 Year $0 $0 $136,500 Clark Park Swimming Pool Renovation Project Description Estimated 2014-15 Project Costs Clark swimming pool is 39 years old and the entire structure is at the end of its useful cycle. Major reconstruction and renovation must be performed to restore this facility so it can be used by the citizens as a pool again. Attendance at this facility has suffered the last several years of operation, primarily due to a lack of amenities and user groups would rather attend a pool with more play and recreational options. The project will replace the existing recreation center and bath house (both in poor condition) with a single multi-use building. 2014-15 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 $0 Total $0 Project Number: NA Estimated Start Date: 07/01/2018 Estimated Completion Date: 04/30/2019 Appropriations by Fiscal Year 2014-15 $0 2015-16 $0 2016-17 $0 2017-18 2018-19 Total 5 Year $0 $100,000 $100,000 231 Diablo Stadium Capital Replacement & Reinvestment Project Description Estimated 2014-15 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. This project consists of the following five year program of improvements at Diablo Stadium: 2014-15: Stadium infield renovation ($50,000); Warning track material replacement, fields 3 & 4 ($35,000); Shade structure for maintenance yard ($21,000); Fence replacement around complex ($20,000); Minor League Clubhouse floor reseal ($4,000); Parking lot resurfacing, ($35,000); Angels' requests ($57,500) 2015-16: Warning track material fields 5 & 6 ($30,000); Stadium dugout floor replacement ($12,000); Scoreboard for field 4, ($75,000); Angels offices carpet replacement ($15,000); Minor league clubhouse floor reseal ($4,000); Major league weight room floor reseal ($50,000); Angels' requests ($36,500) 2016-17 Stadium pad replacement ($60,000); Windscreen replacement ($50,000); Fertilizer sprayer ($30,000); Press box counter replacement ($15,000); Minor league clubhouse floor reseal ($4,000); Angels' requests ($63,500) 2017-18 Stadium concourse repair and re-surface ($222,500) 2018-19 Mondo flooring replacement, major and minor league complex ($222,500) 2014-15 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 $281,500 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Diablo Stadium Revenue $122,500 General Obligation Bonds $159,000 $0 Total $281,500 Project Number: 6303009 Estimated Start Date: Estimated Completion Date: 07/01/2014 Ongoing Appropriations by Fiscal Year 2014-15 2015-16 $281,500 $197,500 2016-17 2017-18 2018-19 Total 5 Year $247,500 $247,500 $222,500 $1,196,500 I-10 Pit Engineering Study Project Description Estimated 2014-15 Project Costs This project is an engineering study and concept design of the I-10 Pit as a potential site for a future City park. In 1990, the City of Tempe entered into an IGA with the state of Arizona for the purpose of managing the "I-10 Pit" at I-10 and Warner Road. The IGA has 25 years duration with an option to renew. The end of term date is approaching, October of 2015. The IGA allows the city to use the pit for public, non-profit purposes in addition to a storm drainage basin, including public recreation. For years the "Pit" has been the subject of numerous conversations about the potential for adaptive re-use into a park amenity. The "pit" serves as a perfect example of how we can add capacity to our park system to accommodate the anticipated growth in parks usage and increased participation in youth sports. Staff envisions a process that could be undertaken over the next 12 months that would be used to evaluate the potential of this site for parks purposes. 2014-15 Source of Funds Residential Development Fee $60,000 Capital Projects Fund Balance $15,000 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 $75,000 Total $75,000 Project Number: 6307117 Estimated Start Date: 07/01/2014 Estimated Completion Date: 06/30/2015 Appropriations by Fiscal Year 2014-15 $75,000 2015-16 $0 2016-17 $0 2017-18 2018-19 Total 5 Year $0 $0 $75,000 232 Kiwanis Park Playground Replacement & Renovations Project Description Estimated 2014-15 Project Costs This project was established to address the deteriorating condition of the Kiwanis Park Fiesta Playground. It provides for the complete replacement of all play equipment, and the renovation of the playground will bring it into compliance with current ADA and safety requirements and guidelines. Legal / Administration Permit Fees $17,000 The proposed design of the playground was taken to the public related to whether a splash playground should or should not be included in the playground. The public chose not to include it. This created a major change for the construction plans, and thus creates a delay in having the project ready for bidding. Design and Engineering $10,000 $5,000 Land Acquisition $0 Survey / Staking $5,000 Construction Management $35,000 Furnishings / Equipment $430,000 Construction / Improvement $500,000 Geotech / Material Testing 2014-15 Source of Funds $5,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Capital Projects Fund Balance $710,000 General Obligation Bonds $350,000 $53,000 Total $1,060,000 Project Number: 6306809 Estimated Start Date: Estimated Completion Date: 07/01/2001 09/30/2015 Appropriations by Fiscal Year 2014-15 2015-16 $1,060,000 $0 2016-17 $0 2017-18 2018-19 Total 5 Year $0 $0 $1,060,000 Kiwanis Recreation Center Electric Infrastructure Replacement Project Description Estimated 2014-15 Project Costs This project is the replacement of the electrical 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 which are over 40 years old. The two main electric service sections at the recreation center were installed in1986, and are at the end of their expected 25 year life cycle. Legal / Administration $2,000 Land Acquisition $0 $6,000 Permit Fees Design and Engineering $30,000 Survey / Staking $0 Construction Management $13,000 Furnishings / Equipment $0 Construction / Improvement $184,000 Geotech / Material Testing 2014-15 Source of Funds $2,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs General Obligation Bonds $260,000 $23,000 Total $260,000 Project Number: 6305979 Estimated Start Date: 07/01/2013 Estimated Completion Date: 06/30/2015 Appropriations by Fiscal Year 2014-15 $260,000 2015-16 $0 2016-17 $0 2017-18 2018-19 Total 5 Year $0 $0 $260,000 233 Park Concrete & Sports Court Replacement & Renovation Project Description Estimated 2014-15 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 and the Mitchell, Creamery, Redden Park basketball courts; and the resurfacing of the asphalt walkways/plazas in Sellehand Meyer, and the Kiwanis Park Ballfields. In fiscal years 2015 and 2016 this project will consist of the following program of resurfacing, replacement and construction in Tempe's parks: Goodwin Park ADA Access ($50,000); Mitchell Park Basketball Ct. Resurfacing ($10,000); Kiwanis Park Ballfield Plaza Resurfacing ($25,000); Daley Basketball Ct. Resurface ($5,000); Joyce Basketball Ct. Resurface ($5,000); Optimist Basketball Ct. Resurface ($5,000); Corbell Basketball Ct. Resurface ($5,000). Legal / Administration Scudder Park ADA Access ($60,000); Meyer Park Path Resurfacing ($10,000); Indian Bend Park Tennis Ct. Resurfacing ($15,000); Creamery Park Basketball Ct. Resurfacing ($5,000); Hanger Basketball Ct. Resurface ($5,000); Harelson Basketball Ct. Resurface ($5,000); Kiwanis-Romero Basketball Ct. Resurface ($10,000). Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 2014-15 Source of Funds $1,000 Land Acquisition $0 Permit Fees $1,000 Design and Engineering $3,000 Survey / Staking $1,000 Construction Management $3,000 Furnishings / Equipment $0 Construction / Improvement $230,000 Other Project Costs General Obligation Bonds $250,000 $11,000 Total $250,000 Project Number: 6305119 Estimated Start Date: Estimated Completion Date: 07/01/2012 Ongoing Appropriations by Fiscal Year 2014-15 2015-16 $250,000 $125,000 2016-17 2017-18 2018-19 Total 5 Year $130,000 $105,000 $120,000 $730,000 Park Improvements Project Description Estimated 2014-15 Project Costs This project will fund improvements in various parks throughout the city and will have spending authority of up to approximately $6 million in 2014-15 contingent upon land sale proceeds or some other cash funding source becoming available. Legal / Administration $0 Land Acquisition $0 Projects will be based on an asset management, best practices approach to ensure that the most critical elements, using on a condition rating spread throughout the entire park system, take priority. Permit Fees $0 Design and Engineering $350,000 Survey / Staking $0 Construction Management $350,000 Furnishings / Equipment $0 Construction / Improvement 2014-15 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: 07/01/2007 Estimated Completion Date: 06/30/2027 Appropriations by Fiscal Year 2014-15 $6,000,000 2015-16 $0 2016-17 $0 2017-18 2018-19 Total 5 Year $0 $0 $6,000,000 234 Park Infrastructure / Equipment Replacement Project Description Estimated 2014-15 Project Costs This ongoing project provides for the annual miscellaneous replacement of picnic tables/equipment, benches, trash receptacles, 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. In fiscal years 2015 through 17 this project will consist of the following program of park equipment & infrastructure replacement: Legal / Administration $0 Land Acquisition $0 Permit Fees $0 2014 - 15 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). Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 2015 - 16 Park & Picnic Equipment ($100,000); Backstops & Fencing ($50,000); Sports/Play Equipment ($25,000); Safety Surfacing ($25,000); Signage ($15,000); Design ($25,000); Unplanned/Emergency Replacements ($60,000). 2016 - 17 Park & Picnic Equipment ($100,000); Backstops & Fencing ($50,000); Sports/Play Equipment ($25,000); Safety Surfacing ($25,000); Signage ($15,000). 2014-15 Source of Funds Design and Engineering $25,000 Construction / Improvement $460,000 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs General Obligation Bonds $485,000 $0 Total $485,000 Project Number: 6399829 Estimated Start Date: Estimated Completion Date: Ongoing Ongoing Appropriations by Fiscal Year 2014-15 2015-16 $485,000 $240,000 2016-17 2017-18 2018-19 Total 5 Year $300,000 $250,000 $250,000 $1,525,000 Park Lighting System Replacement & Renovation Project Description Estimated 2014-15 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 will include the replacement of the aged electrical service sections, poles & fixtures and other related equipment. The lighting in the majority of our parks has 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 project will consist of the following five year park lighting/electrical replacement program in Tempe's parks: Legal / Administration 2014 - 15 2015 - 16 2016 - 17 2017 - 18 2018 - 19 Construction / Improvement Goodwin ($125,000). Scudder ($125,000); ($375,000) Svob ($125,000); Selleh ($125,000); Dwight ($125,000); ($375,000) Petersen ($125,000; Celaya ($125,000); Palmer ($125,000). ($250,000) Daumler ($125,000); Ehrhardt ($125,000). 2014-15 Source of Funds $3,000 Land Acquisition $0 Permit Fees $10,000 Design and Engineering $27,000 Survey / Staking $1,000 Construction Management $0 Furnishings / Equipment $0 $235,000 Geotech / Material Testing $1,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs General Obligation Bonds $305,000 $28,000 Total $305,000 Project Number: 6305489 Estimated Start Date: 07/01/2012 Estimated Completion Date: Ongoing Appropriations by Fiscal Year 2014-15 2015-16 $305,000 $125,000 2016-17 2017-18 2018-19 Total 5 Year $375,000 $375,000 $250,000 $1,430,000 235 Park Playground Infrastructure & Equipment Replacement & Renovation Project Description Estimated 2014-15 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 will 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. This project will consist of the following five year playground replacement program in Tempe's parks: Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $30,000 Survey / Staking $0 Construction Management $0 2015 - 16 Scudder ($150,000) Furnishings / Equipment $0 2016 - 17 Svob ($100,000); Selleh ($150,000). Dwight ($125,000); Construction / Improvement 2014 - 15 Goodwin ($100,000) 2017 - 18 Petersen ($150,000).Celaya ($150,000); Palmer ($125,000). 2018 - 19 Daumler ($150,000); Ehrhardt ($150,000). 2014-15 Source of Funds $305,000 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs General Obligation Bonds $335,000 $0 Total $335,000 Project Number: 6305499 Estimated Start Date: Estimated Completion Date: 07/01/2012 Ongoing Appropriations by Fiscal Year 2014-15 2015-16 $335,000 $125,000 2016-17 2017-18 2018-19 Total 5 Year $400,000 $400,000 $300,000 $1,560,000 Park Restrooms and Ramadas Project Description Estimated 2014-15 Project Costs This project will replace/renovate restrooms and ramadas to ensure they are safe, accessible and in good working condition. 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). 2014-15: Start Kiwanis Park ballfield restroom construction – 8 unit structure and install utility outlets for drive-up/temporary concessions. Finish Hallman ramadas. 2015-16: Finish Kiwanis Park ballfield restroom construction; Daley Park ramadas construction 2016-17: Clark Park ramada consruction. Standard ramada design update ($5,000 3 year renewal required); Daley Park restroom design 2017-18: Daley Park restroom construction- 4 unit structure. Benedict restroom design 2018-19: Benedict Park restroom construction. 2014-15 Source of Funds Legal / Administration $2,000 Land Acquisition $0 $6,000 Permit Fees Design and Engineering $19,000 Survey / Staking $2,000 Construction Management $11,000 Furnishings / Equipment $0 Construction / Improvement $681,104 Geotech / Material Testing $2,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs General Obligation Bonds $723,104 $0 Total $723,104 Project Number: 6305129 Estimated Start Date: 07/01/2014 Estimated Completion Date: Ongoing Appropriations by Fiscal Year 2014-15 2015-16 $723,104 $200,000 2016-17 2017-18 2018-19 Total 5 Year $316,000 $290,000 $854,000 $2,383,104 236 Parks & Recreation Emergency Repairs Project Description Estimated 2014-15 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, a series of emergency and/or unexpected infrastructure repairs and replacements has been required. 2014-15 Source of Funds Capital Projects Fund Balance $75,000 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 $75,000 Total $75,000 Project Number: 6305989 Estimated Start Date: Estimated Completion Date: 07/01/2013 Ongoing Appropriations by Fiscal Year 2014-15 $75,000 2015-16 2016-17 2017-18 2018-19 Total 5 Year $75,000 $75,000 $75,000 $75,000 $375,000 Parks Living Infrastructure and Irrigation Systems Project Description Estimated 2014-15 Project Costs Within each park, Tempe maintains living infrastructure including trees, shrubs, groundcover, soil, turf, and gravel with an annual reinvestment target of $125,000 to replace the living infrastructure on a life cycle basis. 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. As a part of long range living infrastructure reconditioning program several parks will be addressed. Goodwin Park has been identified for replacement of living infrastructure and redesign of irrigation system in 2015-16. As budget allows, projects for 2016/17 through 2018/19 include: - Irrigation modifications and replacement at Harelson Park, Indian Bend Habitat, Tempe Center for the Arts Park and Ehrhardt Park - Tree replacement and addition at Harelson Park, Daley Park, Indian Bend Habitat and Rio Salado Park - Compost addition of 20 acres per year at various parks 2014-15 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 $100,000 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs General Obligation Bonds $100,000 $0 Total $100,000 Project Number: 6305999 Estimated Start Date: 07/01/2014 Estimated Completion Date: Ongoing Appropriations by Fiscal Year 2014-15 2015-16 2016-17 2017-18 2018-19 Total 5 Year $100,000 $75,000 $130,000 $70,000 $50,000 $425,000 237 Skate Park Structural Repairs Project Description Estimated 2014-15 Project Costs This project provides for the ongoing annual specialized capital repairs to the City’s three (3) skate parks. Repairs will include concrete, coping, grind edges, modular surface replacements, etc. 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 2014-15 Source of Funds $27,000 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs General Obligation Bonds $27,000 $0 Total $27,000 Project Number: 6302629 Estimated Start Date: Estimated Completion Date: 07/01/2006 Ongoing Appropriations by Fiscal Year 2014-15 $27,000 2015-16 2016-17 2017-18 2018-19 Total 5 Year $15,000 $15,000 $15,000 $15,000 $87,000 Sports Facility Relamping Project Description Estimated 2014-15 Project Costs This project provides for the continued funding of a regular relamping program for our sports facilities' lighting systems. It established 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. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 2017-18 - ($55,000) Tempe Sports Complex ($50,000); Harelson Tennis ($1,500); Indian Bend Tennis ($1,500) McClintock Pool ($2,000). Furnishings / Equipment $0 Construction / Improvement $0 2018 -19 - ($20,000) Jaycee Ballfield ($4,000); Clark Ballfield ($3,000); Tempe High Tennis ($3,000); McClintock High Tennis ($3,000); Marcos de Niza Tennis ($3,000); Clark Pool/Garden ($1,500); Unplanned Relamping ($2,500). Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 2016-17 - ($25,000) Papago Ballfield ($3,000); Diablo Soccer Field ($4,000); Mckemy Ballfields ($5,000); Corona High Tennis ($3,000); Escalante Pool ($2,000); Connolly Ballfields ($5,000); Tempe Beach Ballfield ($3,000). 2014-15 Source of Funds Capital Projects Fund Balance $5,000 Other Project Costs $5,000 Total $5,000 Project Number: 6306938 Estimated Start Date: Ongoing Estimated Completion Date: Ongoing Appropriations by Fiscal Year 2014-15 $5,000 2015-16 $0 2016-17 2017-18 2018-19 Total 5 Year $25,000 $55,000 $20,000 $105,000 238 Tempe Beach Splash Playground Modification Project Description Estimated 2014-15 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 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: - Replacement of filtration/circulation system - $35,000 - Demolition & re-grading of the hill/slide area - $50,000 (This area has 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 2014-15 Source of Funds Legal / Administration $2,000 Land Acquisition $0 $6,000 Permit Fees Design and Engineering $25,000 Survey / Staking $2,000 Construction Management $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 Capital Projects Fund Balance $240,000 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 Appropriations by Fiscal Year 2014-15 2015-16 $265,000 $0 2016-17 $0 2017-18 2018-19 Total 5 Year $0 $0 $265,000 Town Lake Dam Replacement Project Description Estimated 2014-15 Project Costs Based on the contractual agreement between the City and Bridgestone, the temporary rubber bladders west dam of the Tempe Town Lake must be replaced by the City by the end of December, 2015. In July of 2011, the City initiated a project to select, design and construct the "best - value" solution for replacement of the Tempe Town Lake downstream dam. In January 2012, the City selected a hydraulically operated steel gate to replace the existing rubber bladders. Since then, the contracted engineer has reached 90 percent completion of steel gate dam design. The construction is anticipated to start in the first half of 2014. Legal / Administration $286,000 Land Acquisition $0 $600,000 Permit Fees Design and Engineering $2,887,094 Survey / Staking $753,001 Construction Management $1,582,000 Furnishings / Equipment $12,210,778 Construction / Improvement $19,889,301 Geotech / Material Testing 2014-15 Source of Funds $330,590 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Capital Projects Fund Balance $3,176,913 CIP Reserve & Debt Service Fund $3,400,000 General Obligation Bonds $32,161,851 $200,000 Total $38,738,764 Project Number: 6504229 Estimated Start Date: 07/01/2011 Estimated Completion Date: 12/31/2015 Appropriations by Fiscal Year 2014-15 $38,738,764 2015-16 $0 2016-17 $0 2017-18 2018-19 Total 5 Year $0 $0 $38,738,764 239 Town Lake Emergency Warning Modifications Project Description Estimated 2014-15 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 completed. 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 2014-15 Source of Funds $16,349 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Capital Projects Fund Balance $16,349 $0 Total $16,349 Project Number: 6503771 Estimated Start Date: Estimated Completion Date: Ongoing 12/30/2014 Appropriations by Fiscal Year 2014-15 $16,349 2015-16 $0 2016-17 $0 2017-18 2018-19 Total 5 Year $0 $0 $16,349 240 City of Tempe 2014-15 Annual Budget General Governmental Program CIP Projects Project Name & Number Funding Source(s) Capital Budget New 2014-15 2014-15 Total Re-appropriations Appropriations Appropriations Additional Projected Needs 2016-17 2017-18 2015-16 Total 5-Year Program 2018-19 City Court Court Improvement Project - Court Facility: 6705139 General Obligation Bonds Court Improvement Project - Court Technology: 6707289 Capital Improvements Reserve City Court Total 446,864 - 446,864 254,300 - - - 701,164 - 29,800 29,800 17,750 31,550 3,900 4,400 87,400 446,864 29,800 476,664 272,050 31,550 3,900 4,400 788,564 - 120,000 120,000 - - - - 120,000 City Manager Downtown Area Parking and City Facilities Capital Projects Fund Balance Space Optimization Study: 6707217 Community Development City Hall Parking Garage: 6702979 Capital Improvements Reserve - 297,500 297,500 - - - - 297,500 Eisendrath House: 6703479 Capital Projects Fund Balance 10,919 - 10,919 - - - - 10,919 10,919 297,500 308,419 - - - - 308,419 40,651 - 40,651 - - - - 40,651 Project Total 310,359 310,359 417,396 175,245 592,641 727,754 175,246 903,000 - - - - 727,754 175,246 903,000 General Obligation Bonds 200,000 - 200,000 - - - - 200,000 551,010 592,641 1,143,651 - - - - 1,143,651 Community Development Total Community Services Call Center CRM System: 6704109 Capital Projects Fund Balance Municipal Arts Program: 6699799 Municipal Arts Fund Water / Wastewater Fund Tempe Public Library RFID Conversion: 6706029 Community Services Total 241 City of Tempe 2014-15 Annual Budget 2014-15 CIP Projects - General Governmental Program (continued) Project Name & Number Funding Source(s) Capital Budget New 2014-15 2014-15 Total Re-appropriations Appropriations Appropriations Additional Projected Needs 2016-17 2017-18 2015-16 Total 5-Year Program 2018-19 Finance and Technology Core Network Replacement: NA Desktop Technology Refresh - Green Initiative: 6707229 G.O. Bonds Election Required - - - - - 555,349 392,775 948,124 Capital Projects Fund Balance General Obligation Bonds G.O. Bonds Election Required Transit Tax Water / Wastewater Fund - 250,000 120,830 370,830 250,000 120,830 370,830 300,000 23,710 323,710 253,990 23,710 277,700 477,480 477,480 170,240 77,280 247,520 250,000 300,000 901,710 47,420 198,110 1,697,240 - 125,000 125,000 125,000 125,000 125,000 125,000 191,211 191,211 - - 125,000 125,000 191,211 441,211 542,794 - 542,794 - - - - 542,794 542,794 495,830 1,038,624 448,710 468,911 1,032,829 640,295 3,629,369 170,000 30,000 200,000 78,603 78,603 248,603 30,000 278,603 - - - - 248,603 30,000 278,603 1,624,675 1,624,675 - 1,624,675 1,624,675 200,000 200,000 1,420,000 1,420,000 - - 1,824,675 1,420,000 3,244,675 - 700,000 700,000 - - - - 700,000 114,397 114,397 30,000 30,000 30,000 114,397 144,397 31,050 31,050 32,137 32,137 33,262 33,262 34,426 34,426 30,000 145,447 99,824 275,271 Project Total Enterprise Network File Storage and Archival: 6709239 Capital Projects Fund Balance General Obligation Bonds G.O. Bonds Election Required Project Total Permits Plus Upgrade: 6709219 General Obligation Bonds Finance and Technology Total Public Works ADA Accessibility Survey and Transition Plan: 6706249 Capital Projects Fund Balance Transit Tax Project Total City Hall HVAC Piping Replacement: 6705629 General Obligation Bonds G.O. Bonds Election Required Project Total City Hall Primary Electrical Service Entry: General Obligation Bonds 6707230 Downtown Infrastructure: 6704329 Capital Projects Fund Balance General Obligation Bonds G.O. Bonds Election Required Project Total 242 City of Tempe 2014-15 Annual Budget 2014-15 CIP Projects - General Governmental Program (continued) Project Name & Number Funding Source(s) Drainage Improvements: NA G.O. Bonds Election Required Electrical Improvements: 6705159 Capital Improvements Reserve General Obligation Bonds Capital Budget New 2014-15 2014-15 Total Re-appropriations Appropriations Appropriations Additional Projected Needs 2016-17 2017-18 2015-16 Total 5-Year Program 2018-19 - - - - - - 365,000 365,000 297,060 297,060 50,000 50,000 50,000 297,060 347,060 50,000 50,000 370,000 370,000 555,000 555,000 190,000 190,000 50,000 347,060 1,115,000 1,512,060 400,000 400,000 100,000 100,000 100,000 400,000 500,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 500,000 300,000 900,000 G.O. Bonds Election Required Project Total 24,000 24,000 80,000 80,000 104,000 104,000 65,000 65,000 65,000 65,000 - 50,000 50,000 104,000 65,000 115,000 284,000 Fleet Maintenance Improvements: 6705189 Solid Waste Fund 75,000 97,000 172,000 - - - - 172,000 Flooring Replacement Program: 6705199 General Obligation Bonds 99,776 99,776 100,000 100,000 199,776 199,776 100,000 100,000 117,000 117,000 55,000 55,000 179,000 179,000 299,776 351,000 650,776 G.O. Bonds Election Required Project Total Emergency Capital Repair: 6799779 Capital Projects Fund Balance General Obligation Bonds G.O. Bonds Election Required Project Total Energy Conservation Program: 6705179 Capital Projects Fund Balance General Obligation Bonds G.O. Bonds Election Required Project Total Fuel Metering Project: 6705209 Capital Improvements Reserve - 25,000 25,000 - - - - 25,000 Historic Properties: 676809 Capital Projects Fund Balance General Obligation Bonds 10,429 10,429 50,000 50,000 10,429 50,000 60,429 50,000 50,000 87,000 87,000 85,000 85,000 80,000 80,000 10,429 100,000 252,000 362,429 130,421 130,421 1,000,000 1,000,000 1,000,000 130,421 1,130,421 1,000,000 1,000,000 1,541,000 1,541,000 2,059,000 2,059,000 1,447,500 1,447,500 1,000,000 1,130,421 5,047,500 7,177,921 - - - 1,500,000 - - - 1,500,000 G.O. Bonds Election Required Project Total HVAC Replacements: 6706873 Debt Service Fund General Obligation Bonds G.O. Bonds Election Required Project Total Police Department Piping Replacement: NA General Obligation Bonds 243 City of Tempe 2014-15 Annual Budget 2014-15 CIP Projects - General Governmental Program (continued) Project Name & Number Funding Source(s) Roof Replacement: 6702519 General Obligation Bonds Capital Budget New 2014-15 2014-15 Total Re-appropriations Appropriations Appropriations Additional Projected Needs 2016-17 2017-18 2015-16 Total 5-Year Program 2018-19 G.O. Bonds Election Required Project Total 14,036 14,036 517,000 517,000 531,036 531,036 300,000 300,000 1,128,000 1,128,000 790,000 790,000 597,000 597,000 831,036 2,515,000 3,346,036 Security System Replacement: NA G.O. Bonds Election Required - - - - - 200,000 210,000 410,000 Tempe Center for the Arts Pool Resurfacing: 6707249 Performing Arts Fund - 100,000 100,000 - - - - 100,000 Tempe Fire Training Facility: 6705219 General Obligation Bonds 257,679 - 257,679 - - - - 257,679 66,125 66,125 19,000 19,000 19,000 66,125 85,125 57,200 57,200 71,500 71,500 133,000 133,000 - 19,000 123,325 204,500 346,825 Public Works Total 3,313,598 2,946,603 6,260,201 3,453,250 4,931,637 4,010,262 3,252,926 21,908,275 General Governmental Program Total 4,865,184 4,482,374 9,347,558 4,174,010 5,432,098 5,046,991 3,897,621 27,898,278 Water Heater Replacement Program: 6705229 Capital Improvements Reserve General Obligation Bonds G.O. Bonds Election Required Project Total 244 Court Improvement Project - Court Facility Project Description Estimated 2014-15 Project Costs This project supports ongoing efforts to preserve and improve an important City asset, the Court building. It includes improving the functionality of the Court facility by replacing counters, cabinets, fixtures and furniture in jury rooms, restrooms, break rooms, and courtrooms, to better serve the public. The project also entails reconfiguring workspace, workstations, and furniture, to provide a professional environment for Court business while improving operational efficiency. Legal / Administration $0 Land Acquisition $0 Design and Engineering $0 Fiscal year 14-15 is the 3rd year of Court facility preservation project. Previous projects include painting, reconfiguring the security checkpoint, and replacing damaged/missing tile, stained/worn carpeting, public counters, and torn/soiled lobby seating. Survey / Staking $0 Construction Management $0 $724 Permit Fees Furnishings / Equipment $407,852 Construction / Improvement 2014-15 Source of Funds $38,288 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs General Obligation Bonds $446,864 $0 Total $446,864 Project Number: 6705139 Estimated Start Date: Estimated Completion Date: 07/01/2014 Ongoing Appropriations by Fiscal Year 2014-15 2015-16 $446,864 $254,300 2016-17 $0 2017-18 2018-19 Total 5 Year $0 $0 $701,164 Court Improvement Project - Court Technology Project Description Estimated 2014-15 Project Costs This project supports ongoing efforts to preserve and improve City assets. It includes refreshing Court technology, including lap top computers, printers, server, conference phones, calendar display system, scanners, and high-volume shredders. It also includes systems to present evidence in court proceedings, and to support efficient and effective court operations. This is the 1st year of Court technology projects. This project provides the technology infrastructure to support public service, improve efficiency and effectiveness, and limit operational impacts of failing systems. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $4,350 Construction / Improvement $0 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications 2014-15 Source of Funds $25,450 Other Project Costs Capital Improvements Reserve $29,800 $0 Total $29,800 Project Number: Need New Estimated Start Date: 07/01/2014 Estimated Completion Date: Ongoing Appropriations by Fiscal Year 2014-15 $29,800 2015-16 2016-17 $17,750 $31,550 2017-18 2018-19 Total 5 Year $3,900 $4,400 $87,400 245 Downtown Area Parking and City Facilities Space Optimization Study Project Description Estimated 2014-15 Project Costs This project entails hiring a consultant to evaluate The City of Tempe's current downtown area parking and city facility space utilization in order to identify options and strategies for achieving the highest and best use for these spaces, as well as potential additional space. This would include strategies to enhance or expand parking options downtown. 2014-15 Source of Funds Capital Projects Fund Balance $120,000 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 $120,000 Total $120,000 Project Number: 6707217 Estimated Start Date: Estimated Completion Date: 07/01/2014 06/30/2015 Appropriations by Fiscal Year 2014-15 $120,000 2015-16 $0 2016-17 $0 2017-18 2018-19 Total 5 Year $0 $0 $120,000 City Hall Parking Garage Project Description Estimated 2014-15 Project Costs This project will be used to make improvements to the remaining leasable tenant space on first and second floors of the City Hall Garage. The funds will likely be used to fund items such as: flooring, office cabinetry, demising walls, air conditioning vent/ductwork, fire protection sprinklers, etc. This amount of tenant improvement funding is consistent with other comparable commercial tenant space. The tenant improvements are needed to render the space "leasable". The 9,500 s.f. leasable space is currently in the design phase (mechanical, plumbing and electrical) stage presently. Improvements that will be constructed with planned completion of July 2014 will bring the space to "white" shell condition: restrooms, plumbing, electrical service panel, and HVAC installation. Legal / Administration $2,000 Land Acquisition $0 $8,000 Permit Fees Design and Engineering $29,000 Survey / Staking $2,000 Construction Management $17,000 Furnishings / Equipment $0 Construction / Improvement $237,500 Geotech / Material Testing 2014-15 Source of Funds $2,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Capital Improvements Reserve $297,500 $0 Total $297,500 Project Number: 6702979 Estimated Start Date: 07/01/2014 Estimated Completion Date: 06/30/2015 Appropriations by Fiscal Year 2014-15 $297,500 2015-16 $0 2016-17 $0 2017-18 2018-19 Total 5 Year $0 $0 $297,500 246 Eisendrath House Project Description Estimated 2014-15 Project Costs Remaining project funding will used to Partner with the Rio Salado Foundation, including public, private and corporate donors, to complete 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. The expected life of the Eisendrath House is 50 years. Phase 1 has been completed, including the following: - New meeting building (SRP Center for Water Education) with associated kitchen, storage and ADA-accessible restrooms - Improvements to the historic house, including 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). - All utility connections, access drive, ramps/railings, retaining walls and site lighting. 2014-15 Source of Funds Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $5,000 Construction / Improvement $5,919 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Capital Projects Fund Balance $10,919 $0 Total $10,919 Project Number: 6703479 Estimated Start Date: Estimated Completion Date: 07/01/2013 12/31/2014 Appropriations by Fiscal Year 2014-15 $10,919 2015-16 $0 2016-17 $0 2017-18 2018-19 Total 5 Year $0 $0 $10,919 Call Center CRM System Project Description Estimated 2014-15 Project Costs Continued project funding in FY 2014-15 will finalize implementation of Tempe’s Citizen Request Management (CRM/311) system. The web-based enterprise system is a technological tool that is used by the city’s Customer Relations Center (CRC) to serve Tempe as a central connection for easily accessible information and government services. The CRM system enables CRC staff to provide consistent and accurate information or enter a service request into the system, where it will then be automatically routed to the proper location in the city. 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 2014-15 Source of Funds $40,651 Other Project Costs Capital Projects Fund Balance $40,651 $0 Total $40,651 Project Number: 6704109 Estimated Start Date: 08/01/2010 Estimated Completion Date: Ongoing Appropriations by Fiscal Year 2014-15 $40,651 2015-16 $0 2016-17 $0 2017-18 2018-19 Total 5 Year $0 $0 $40,651 247 Municipal Arts Fund Project Description Estimated 2014-15 Project Costs The project funds the city's cultural improvements and programs 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 FY 14-15 include: Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Public Art projects and staff $220,000, Broadway Road Streetscape Public Art $70,000; platFORM Public Art at Hayden Flour Mill $8,000; El Paso Gas Line Path Public Art $24,000, University Drive Streetscap $4,000; Public Art Maintenance $75,000; IN FLUX Initiative Public Art $14,000; Grants to Tempe-based arts organizations and schools $175,000; Special projects including Tempe Symphony, Songwriters' Showcase; Qtrly newsletter $70,500; Gallery Exhibitions program $35,000; TPAC equipment maintenance $3,000; TCA performance series, associated expenses and consultant fees $150,000; Community Initiative program including Tardeada, Ballet Under the Stars, Music Under the Stars Poetry in April $34,500; Museum events $6,000 and; Summer arts instructional programming at Vihel Center $14,000. 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 2014-15 Source of Funds Municipal Arts Fund $727,754 Water / Wastewater Fund $175,246 Other Project Costs $903,000 Total $903,000 Project Number: 6699799 Estimated Start Date: Estimated Completion Date: 07/01/2014 06/30/2015 Appropriations by Fiscal Year 2014-15 2015-16 $903,000 $0 2016-17 $0 2017-18 2018-19 Total 5 Year $0 $0 $903,000 Tempe Public Library RFID Conversion Project Description Estimated 2014-15 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 National Information Standards Organization (NISO) standards for library RFID installations makes this an advantageous time for the Tempe Public Library to upgrade. Conversion to an RFID platform will position the Library to keep up with technological developments in the field. 2014-15 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: 03/01/2014 Estimated Completion Date: 06/30/2015 Appropriations by Fiscal Year 2014-15 $200,000 2015-16 $0 2016-17 $0 2017-18 2018-19 Total 5 Year $0 $0 $200,000 248 Core Network Replacement Project Description Estimated 2014-15 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. Our existing core network consists of two Cisco 6500 series enterprise switch/routers. In addition, each system is fiber connected to both switches for full redundancy. Loss of these switches would cause a catastrophic loss of the ability to move data and users would lose connection to their business applications. The Cisco 6500 currently at use at the City of Tempe were purchased in 2004 and upgraded in 2007. Cisco currently projects they will reach end of 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. 2014-15 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 $0 Total $0 Project Number: NA Estimated Start Date: Estimated Completion Date: 07/01/2017 06/30/2020 Appropriations by Fiscal Year 2014-15 2015-16 $0 $0 2016-17 $0 2017-18 2018-19 Total 5 Year $555,349 $392,775 $948,124 Desktop Technology Refresh - Green Initiative Project Description Estimated 2014-15 Project Costs The Desktop Technology Refresh - Green Initiative project is a multi-year effort to replace aging desktop computers across the city organization with more efficient units that support mobile access and consume 60 - 85% less power. Current PC desktop units will be replaced with virtual clients (Zero Clients), or small form PCs where virtualization is not supported. The new devices will allow Departments to leverage current software solutions, as well as, expand technology solutions into the field with mobile access. The first year will include the replacement and virtualization of 130 Public PCs located at the Library and Community Centers. 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 2014-15 Source of Funds $370,830 Other Project Costs Capital Projects Fund Balance $250,000 Water / Wastewater Fund $120,830 $0 Total $370,830 Project Number: 6707229 Estimated Start Date: 07/01/2014 Estimated Completion Date: 06/30/2020 Appropriations by Fiscal Year 2014-15 2015-16 $370,830 $323,710 2016-17 2017-18 2018-19 Total 5 Year $277,700 $477,480 $247,520 $1,697,240 249 Enterprise Network File Storage and Archival Project Description Estimated 2014-15 Project Costs The demand for information storage, archival, and records retention is continually increasing. New technology in "cloud computing" through virtualization has allowed Tempe to use Storage Area Networking (SAN) to share resources across multiple departments and applications. The existing SAN infrastructure is at its physical limitation for space. Recent technology developments in mid-tier storage for virtualization has provided a solution to extend the life of our existing infrastructure at a much reduced cost by offloading non-mission critical storage to a distributed SAN system that places storage near the users, providing fault tolerance to network interruptions and supports desktop virtualization. The existing highly available SAN will continue to support enterprise business functions such as financials, payroll, utility billing, and sales tax collection using the resources gained from the migration of non-mission critical storage to the lower cost mid-tier storage devices. 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 2014-15 Source of Funds $125,000 Other Project Costs Capital Projects Fund Balance $125,000 $0 Total $125,000 Project Number: 6709239 Estimated Start Date: Estimated Completion Date: Ongoing 06/30/2017 Appropriations by Fiscal Year 2014-15 2015-16 $125,000 $125,000 2016-17 $191,211 2017-18 2018-19 Total 5 Year $0 $0 $441,211 Permits Plus Upgrade Project Description Estimated 2014-15 Project Costs This project is an upgrade of the current Permits Plus system to Accela Automation. The current system will be upgraded to an enterprise-wide permitting solution that is citizen-centric and allows information to be shared across departments. Over 170 employees across several City departments require access to this system. These departments include Community Development, Public Works Engineering, Public Works Water Utilities, Police Department, Fire Department, and Community Relations. This system is used to support and manage all aspects of the land development process which includes zoning, permitting, licensing, code enforcement, building, plan reviews, inspections, and fee collections. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 The 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. Webbased 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. Furnishings / Equipment $0 Construction / Improvement $0 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications 2014-15 Source of Funds $542,794 Other Project Costs General Obligation Bonds $542,794 $0 Total $542,794 Project Number: 6709219 Estimated Start Date: 07/01/2013 Estimated Completion Date: 12/31/2014 Appropriations by Fiscal Year 2014-15 $542,794 2015-16 $0 2016-17 $0 2017-18 2018-19 Total 5 Year $0 $0 $542,794 250 ADA Accessibility Survey and Transition Plan Project Description Estimated 2014-15 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 followings: 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 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. In 2014-15, funding is being requested for ADA site improvements to the Hayden Flour Mill - $78,603. 2014-15 Source of Funds Capital Projects Fund Balance $248,603 Transit Tax $30,000 Legal / Administration $1,000 Land Acquisition $0 $2,000 Permit Fees Design and Engineering $0 Survey / Staking $1,000 Construction Management $5,000 Furnishings / Equipment $0 Construction / Improvement $68,603 Geotech / Material Testing $1,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $200,000 Total $278,603 Project Number: 6706249 Estimated Start Date: Estimated Completion Date: 07/01/2013 06/30/2015 Appropriations by Fiscal Year 2014-15 2015-16 $278,603 $0 2016-17 $0 2017-18 2018-19 Total 5 Year $0 $0 $278,603 City Hall HVAC Piping Replacement Project Description Estimated 2014-15 Project Costs This project is Phase II of the City Hall HVAC CIP. Phase I was for the replacement of the underground piping for City Hall cooling and heating systems. 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. This project is very important in maintaining our city's assets. 2014-15 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 $1,624,675 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs General Obligation Bonds $1,624,675 Total Project Number: $0 $1,624,675 6705629 Estimated Start Date: 12:00:00 AM Estimated Completion Date: 12:00:00 AM Appropriations by Fiscal Year 2014-15 2015-16 $1,624,675 $200,000 2016-17 $1,420,000 2017-18 2018-19 Total 5 Year $0 $0 $3,244,675 251 City Hall Primary Electrical Service Entry Project Description Estimated 2014-15 Project Costs This project will fund the design and replacement of the outdated and failing electrical service distribution system serving the City Hall Complex and City Hall Tower. The City Hall municipal building is serviced by a 2000 amp service with distribution panels that range from 800 amps to 400 amps. There are also branch panels that range from 400 amps to 100 amps. The panels were installed in 1970 and have experienced catastrophic failures. In the last year, these panels have shorted out causing electrical disruptions to City Hall. Not only have these failures caused disruptions to our buildings and the services we provide to our customers, but have created an unsafe condition. Legal / Administration These electrical distribution systems need to be replaced due to the failures and knowing that these units are over 40 years old. The average useful life for related equipment is 20 years. By replacing this outdated system, we will ensure asset preservation to our older facilities and ensure continued reliability of the electrical system. The upgrade will ensure that the newly designed system will meet today's standard of electrical needs. Furnishings / Equipment 2014-15 Source of Funds $6,000 Land Acquisition $0 Permit Fees $20,000 Design and Engineering $67,000 Survey / Staking $6,000 Construction Management $39,000 $0 Construction / Improvement $556,000 Geotech / Material Testing $6,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs General Obligation Bonds $700,000 $0 Total $700,000 Project Number: 6707230 Estimated Start Date: Estimated Completion Date: 07/01/2014 07/01/2015 Appropriations by Fiscal Year 2014-15 2015-16 $700,000 $0 2016-17 $0 2017-18 2018-19 Total 5 Year $0 $0 $700,000 Downtown Infrastructure Project Description Estimated 2014-15 Project Costs This project is for the purpose of updating Tempe’s inventory of furnishings and infrastructure in the Mill Avenue district which may include improvements and refurbishing of brick sidewalks, street furniture, replacing trees along Mill Avenue and small enhancements identified in the Project for Public Spaces (PPS) analysis. This project also is the funding source for the City’s commitments as identified in the Hospitality Zone Assessment project, a joint effort between the City and Mill Avenue District to improve the economic viability of the downtown. This project will 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-of-way 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. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 In 2014-15, this project will fund, as budget allows: Hospitality Zone improvements: literature racks and portable restrooms ($70,000); Completion of the electrical receptacle project on Mill Ave. ($50,000); and Mill Avenue street furnishings replacements as needed ($25,000). In Fys 2015-16 through 2018-19, replacement of Mill Avenue street furnishings is estimated at $30,000 per year. Construction / Improvement $0 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 2014-15 Source of Funds Capital Projects Fund Balance $30,000 General Obligation Bonds $114,397 Other Project Costs $144,397 Total $144,397 Project Number: 6304329 Estimated Start Date: 07/01/2012 Estimated Completion Date: ongoing Appropriations by Fiscal Year 2014-15 2015-16 2016-17 2017-18 2018-19 Total 5 Year $144,397 $31,050 $32,137 $33,262 $34,426 $275,271 252 Drainage Improvements Project Description Estimated 2014-15 Project Costs City staff has identified three city facilities that are in need of having drainage improvements made to them. This project is to change the slope around the existing facilities. The current slope results in the water drainage going into the buildings. By correcting, when we receive significant rainfall the slope will eliminate flooding in buildings and prevent further damage to the facilities. This project will ensure that the three city facilities listed below are preserved and the potential for flooding into the facilities is stopped. 2018-2019 Projects: Diablo Stadium ($75,000) PD Horse Barn ($36,000) Museum ($180,000) 2014-15 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 $0 Total $0 Project Number: NA 07/01/2014 Estimated Start Date: Estimated Completion Date: 12:00:00 AM Appropriations by Fiscal Year 2014-15 2015-16 $0 $0 2016-17 $0 2017-18 2018-19 Total 5 Year $0 $365,000 $365,000 Electrical Improvements Project Description Estimated 2014-15 Project Costs This project will provide funding to rectify deficiencies such as: replacement of damaged electrical panel, missing labels, 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 Fiscal year 2014-2015: Design work of main PD generator replacement and emergency repairs ($50,000). Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Fiscal year 2015-2019 as funding permits: Main PD generator replacement ($300,000), Priest yard main service entrance section ($350,000), North yard service generator and ATS ($75,000), Kiwanis recreation building main entrance section with MCC ($250,000), 400 amp secondary service that controls the tennis courts ($50,000), McClintock pool service entrance section and MCC ($70,000), Fire station #4 service entrance section ($50,000), Police substation at 10 W Guadalupe ($25,000), Fire Training service entrance section (80,000), Fire station #2 service entrance section, old fire maintenance service entrance section ($60,000), Generator and ATS ($50,000), Branch panels ($30,000), and Fire station #5 service entrance section ($50,000). 2014-15 Source of Funds Construction / Improvement $347,060 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Capital Improvements Reserve $50,000 General Obligation Bonds $297,060 Total Project Number: $0 $347,060 6705159 Estimated Start Date: 12:00:00 AM Estimated Completion Date: 12:00:00 AM Appropriations by Fiscal Year 2014-15 2015-16 2016-17 2017-18 2018-19 Total 5 Year $347,060 $50,000 $370,000 $555,000 $190,000 $1,512,060 253 Emergency Capital Repair Project Description Estimated 2014-15 Project Costs Tempe maintains 96 buildings covering 1.6 million square feet. Each year the city experiences some unplanned and emergency repair needs. This project provides funding for these types of unplanned occurrences, including storm-related damage, sewer back-ups, fire damage, flooding and electrical emergencies. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 The purpose of this project 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. The following is planned for 2014-2019 as budget allows: Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Museum- security lighting ($20,000), Kiwanis Pool/Gym lighting ($2,000), Westside Multi-Generational Center window options ($15,000), New locks in the Jail cells ($70,000), Apache PD new gate operators ($30,000), Fire Station 3 doors, Fire Station #1 remove and replace concrete ($35,000) and Field Operations gate, card access for gate, front office doors and Solid Waste building ($45,000). Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 2014-15 Source of Funds Construction / Improvement $500,000 Other Project Costs Capital Projects Fund Balance $100,000 General Obligation Bonds $400,000 $0 Total $500,000 Project Number: 6799779 Estimated Start Date: Estimated Completion Date: Ongoing Ongoing Appropriations by Fiscal Year 2014-15 2015-16 $500,000 $100,000 2016-17 2017-18 2018-19 Total 5 Year $100,000 $100,000 $100,000 $900,000 Energy Conservation Program Project Description Estimated 2014-15 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 continue to focus on a number of strategies including: renewable energy projects at city facilities, a second phase of energy audits and retrofits and facilitating a culture of conservation. This project will focus on these three areas. Staff will work with the utilities to review and audit city facility needs and determine where we can achieve sustainable savings in utility costs. Staff will replace substandard and inefficient lighting systems (replacing T-12s with T8 or T-5 or LED upgrades) and add programmable thermostats. Fiscal year 2014-15 funds will be used: to conduct retrofits at the Kiwanis Recreation Center and the golf courses ($55,000) and for consultant services to evaluate energy efficiency projects and perform a second phase energy audit ($25,000). 2014-15 Source of Funds Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $24,000 Construction / Improvement $55,000 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Capital Projects Fund Balance $104,000 $25,000 Total $104,000 Project Number: 6705179 Estimated Start Date: 07/01/2014 Estimated Completion Date: Ongoing Appropriations by Fiscal Year 2014-15 2015-16 2016-17 $104,000 $65,000 $65,000 2017-18 2018-19 Total 5 Year $0 $50,000 $284,000 254 Fleet Maintenance Improvements Project Description Estimated 2014-15 Project Costs The project consists of expanding the CNG fueling system at the East Valley Bus Operations and Maintenance (EVBOM) facility to include 2 CNG dispensers to be located at the Public Works Fueling Facility. The City is expanding the existing CNG facility at EVBOM to accommodate the new regional buses being operated at the facility. The CNG dispensers will be equipped with two-hoses, each with a heavy duty hose and nozzle, a light duty hose and nozzle, and one meter and automatic PLCcontrolled flow-balancing valves. The light duty hose will allow the city to fuel future CNG equipment. The city has purchased 5 CNG fueled solid waste disposal trucks. CNG fuel emissions are friendlier to the environment than traditional fossil fuels. The cost of a gallon of CNG fuel equivalent can be as low as $0.42. Significant cost savings can be realized if the City expands the current fleet. This project would allow for long term access for Public Works to this CNG fuel. 2014-15 Source of Funds Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $10,000 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $75,000 Construction / Improvement $87,000 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Solid Waste Fund $172,000 $0 Total $172,000 Project Number: 6705189 Estimated Start Date: Estimated Completion Date: 01/01/2013 Ongoing Appropriations by Fiscal Year 2014-15 2015-16 $172,000 $0 2016-17 $0 2017-18 2018-19 Total 5 Year $0 $0 $172,000 Flooring Replacement Program Project Description Estimated 2014-15 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. Future flooring replacement needs will be in the following locations: 2014-15: Pyle Center ($85,000) and Fire Station #3 ($15,000) 2015-16: City Council Chambers ($100,000) 2016-17: Performing Arts ($75,000), Rolling Hills Maintenance ($10,000), Ken McDonald Maintenance ($10,000) and Fire Maintenance ($22,000) 2017-18: Carpet Garden Level ($55,000) 2018-19: Kiwanis restroom flooring ($70,000), Westside Multi Center ($70,000), Fire Training ($39,000) 2014-15 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 $199,776 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs General Obligation Bonds $199,776 $0 Total $199,776 Project Number: 6705199 Estimated Start Date: Ongoing Estimated Completion Date: Ongoing Appropriations by Fiscal Year 2014-15 2015-16 $199,776 $100,000 2016-17 2017-18 2018-19 Total 5 Year $117,000 $55,000 $179,000 $650,776 255 Fuel Metering Project Project Description Estimated 2014-15 Project Costs This project continues the installation of automated fuel management systems at unmetered fueling sites and connection to the City's fuel network. At the start of the project 7 of the 10 fuel sites were unmetered. 2014-15 is the final digital meter installation at the last unmetered fuel site in the city (Priest Yard.) Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Unmetered sites have poor tracking of actual fuel usage and account for as much as 10% shrinkage in the overall city’s fuel budget, resulting in an inaccurate O&M cost for a vehicle. This project will complete the metering of all sites. 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 2014-15 Source of Funds Capital Improvements Reserve $25,000 Other Project Costs $25,000 Total $25,000 Project Number: 6705209 Estimated Start Date: Estimated Completion Date: 07/01/2013 06/30/2015 Appropriations by Fiscal Year 2014-15 2015-16 $25,000 $0 2016-17 $0 2017-18 2018-19 Total 5 Year $0 $0 $25,000 Historic Properties Project Description Estimated 2014-15 Project Costs The City has 7 buildings designated as historic properties and these buildings have an average age of 100 years. This project funds the rehabilitation and repair of aging historic facilities, infrastructure and systems. The scope of the rehabilitation includes infrastructure systems, roofing repairs/replacements, floor covering, painting, security lighting, repairs/upgrades of building automation systems, fire alarms and damaged equipment. By funding this CIP, the City will be able to continue to preserve and maintain our historic property assets. These structures are important to our city and require special attention. The following projects are planned for fiscal years 2014-2019 as budget allows: Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Peterson House fire alarm system ($30,000), Peterson House porch wood repair and paint ($8,000), Hackett House concrete patio repairs ($10,000), Elias Rodriguez House painting ($8,000), Peterson House fence painting ($3,000), Benjamin Moer House painting ($5,000), Elias Rodriguez fire retardant roof coating ($10,000), Hackett House painting ($12,000), Peterson House painting ($20,000), Hackett House ($15,000), Hackett House fire retardant roof coating ($10,000), Flour Mill window repair and painting ($15,000 per FY) and emergency repair of all historical buildings ($30,000 per FY). Furnishings / Equipment $0 2014-15 Source of Funds Construction / Improvement $60,429 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Capital Projects Fund Balance $10,429 General Obligation Bonds $50,000 $0 Total $60,429 Project Number: 676809 Estimated Start Date: Ongoing Estimated Completion Date: Ongoing Appropriations by Fiscal Year 2014-15 $60,429 2015-16 2016-17 2017-18 2018-19 Total 5 Year $50,000 $87,000 $85,000 $80,000 $362,429 256 HVAC Replacements Project Description Estimated 2014-15 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 $8.4 million, with higher replacement costs in the first five years, at an average of $1.5 million per year. HVAC systems account for approximately 30% of the electrical bill. By replacing older and inefficient units with more efficient units, the City saves in electricity expenditures, reduces time and labor in repair needs, and reduces our carbon footprint. In fiscal years 2014-17, the following locations have units that need to be replaced: Apache PDP ($8,000), Priest Yard ($5,500), Fire Station #2 ($49,000), Fire Station #4 ($18,000), Fire Station #5 ($17,000), Parking Garage ($19,000), Ken McDonald Rest. ($5,000), Hardy ($2,100), PD Horse Coral ($9,000), Library ($1,500,000), McClintock Pool House ($16,000), Municipal bldg. ($455,000), Priest Yard- trailers ($12,000), Priest Yard- Assembly Hall ($16,000), Rolling Hills Proshop ($10,000), Traffic Maint. ($10,000) and Westside Multi Center ($2,000). 2014-15 Source of Funds Legal / Administration $8,000 Land Acquisition $0 Permit Fees $28,000 Design and Engineering $96,000 Survey / Staking $8,000 Construction Management $56,000 Furnishings / Equipment $0 Construction / Improvement $926,421 Geotech / Material Testing $8,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Debt Service Fund $1,000,000 General Obligation Bonds $130,421 $0 Total $1,130,421 Project Number: 6706873 Estimated Start Date: Estimated Completion Date: Ongoing Ongoing Appropriations by Fiscal Year 2014-15 $1,130,421 2015-16 $1,000,000 2016-17 $1,541,000 2017-18 2018-19 Total 5 Year $2,059,000 $1,447,500 $7,177,921 Police Department Piping Replacement Project Description Estimated 2014-15 Project Costs The City of Tempe Police Department and Courts building was built in the 1970's. The building continues to need modifications to ensure that as this building continues to age, the systems are updated and assets are preserved. This project will design and replace failing piping throughout the building. Staff is bringing in an expert to further investigate and analyze solutions to replace the piping. 2014-15 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 $0 Total $0 Project Number: NA Estimated Start Date: 07/01/2014 Estimated Completion Date: 06/30/2015 Appropriations by Fiscal Year 2014-15 $0 2015-16 $1,500,000 2016-17 $0 2017-18 2018-19 Total 5 Year $0 $0 $1,500,000 257 Roof Replacement Project Description Estimated 2014-15 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. This CIP will fund an average annual replacement of $680,000. The following projects are planned for the respective future fiscal years: 2014-15- City Hall Municipal Complex ($250,000), City Hall Pyramid ($150,000), Fire Station #6 ($100,000) and Police-South Hardy ($17,000). 2015-16- Escalante ($150,000), and Hardy Maint. Gravel surface ($150,000). 2016-17- McClintock Pool ($60,000), Fire Station #1 ($50,000), Police Tac Room ($10,000), Kiwanis Boat House, Batting Cages, Concessions and Tennis Courts ($80,000), Priest Yard all bldgs. ($500,000) and Tempe Performing Arts Center ($100,000). 2017-18- Parks restrooms ($100,000), Household Products bldg. ($60,000), South Vehicle Maintenance Yard ($60,000), Fire Training Facility ($80,000), PD Apache Substation ($180,000), PD Apache Evidence bldg. ($100,000) and Hardy Maint. Smooth coat ($50,000). 2018-19- Traffic Maintenance @ Rio Salado ($100,000), Hardy/Warner Concession and Restrooms ($80,000), Museum ($200,000), Police South Substation @ Kiwanis ($70,000), and West Dam Roof ($25,000). 2014-15 Source of Funds Legal / Administration $4,000 Land Acquisition $0 Permit Fees $15,000 Design and Engineering $49,000 Survey / Staking $4,000 Construction Management $29,000 Furnishings / Equipment $0 Construction / Improvement $426,036 Geotech / Material Testing $4,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs General Obligation Bonds $531,036 $0 Total $531,036 Project Number: 6702519 Estimated Start Date: Estimated Completion Date: Ongoing Ongoing Appropriations by Fiscal Year 2014-15 2015-16 $531,036 $300,000 2016-17 $1,128,000 2017-18 2018-19 Total 5 Year $790,000 $597,000 $3,346,036 Security System Replacement Project Description Estimated 2014-15 Project Costs The City of Tempe maintains special systems throughout city facilities, which include: full motion video security, card access, building alarms, environmental and energy management controls, and fire alarm/extinguishing systems. To allow for continued operation of these systems, replacements and updates are imperative and are planned for the next 5 years based on the equipment lifecycle. The useful life of these systems range from 10 years on security and surveillance systems to 25 years on sprinkler systems. In fiscal years 2017-19 the following systems will be replaced as budget allows: Video Systems, Access Systems, Security Systems, Environmental Controls and Fire Systems. Replacement of these systems as relevant are planned for the following City facilities within the next five years: Apache P.D., North side Multi-Generational, Tempe Center for the Arts, Traffic Operations, Tempe Adult Day Care, McClintock Pool, Diablo Stadium, Kiwanis Recreation Center, Ken McDonald Golf Course, Rolling Hills Golf Course, BB Moeur House, Tempe Butte, Escalante Center, City Hall, 525 Building. 2014-15 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 $0 Total $0 Project Number: NA Estimated Start Date: Ongoing Estimated Completion Date: Ongoing Appropriations by Fiscal Year 2014-15 $0 2015-16 $0 2016-17 $0 2017-18 2018-19 Total 5 Year $200,000 $210,000 $410,000 258 Tempe Center for the Arts Pool Resurfacing Project Description Estimated 2014-15 Project Costs The Tempe Center for the Arts reflecting pool was installed in 2007 and has not had any refurbishment since the original installation. The top surface is blistering and flaking over the entire surface area (approx. 23,000 square feet). Legal / Administration $0 Land Acquisition $0 This project will restore the deteriorating condition of the pool by stripping the top surface of the pool and return trench, preparing all surfaces and applying two separate layers of membrane. 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 2014-15 Source of Funds Performing Arts Fund $100,000 Other Project Costs $100,000 Total $100,000 Project Number: 6707249 Estimated Start Date: Estimated Completion Date: 07/01/2014 06/30/2015 Appropriations by Fiscal Year 2014-15 2015-16 $100,000 $0 2016-17 $0 2017-18 2018-19 Total 5 Year $0 $0 $100,000 Tempe Fire Training Facility Project Description Estimated 2014-15 Project Costs The campus of the Tempe Fire Training Center at 1342 E University Ave houses a 150 foot antenna tower necessary for police and fire communications. The purpose of the project is to protect the communications tower, building, and equipment from flooding caused by large storm events. 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. Design is currently underway to add an emergency overflow outlet via a storm drain for the existing retention basin, and a vestibule to the front of the tower building to protect the interior equipment from any rain water intrusion through the entry doors. A waterproofing substance will also be applied to the existing exterior building walls so that high water cannot seep into the building. ADA access the entry doors will be brought into compliance. Legal / Administration $2,000 Land Acquisition $0 $8,000 Permit Fees Design and Engineering $0 Survey / Staking $2,000 Construction Management $5,679 Furnishings / Equipment $0 Construction / Improvement $238,000 Geotech / Material Testing 2014-15 Source of Funds $2,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs General Obligation Bonds $257,679 $0 Total $257,679 Project Number: 6705219 Estimated Start Date: 01/30/2013 Estimated Completion Date: 08/31/2014 Appropriations by Fiscal Year 2014-15 $257,679 2015-16 $0 2016-17 $0 2017-18 2018-19 Total 5 Year $0 $0 $257,679 259 Water Heater Replacement Program Project Description Estimated 2014-15 Project Costs The City maintains 166 water heaters with an expected useful life of seven years. This project will replace the following: Fiscal year 2014-2015 PD parking garage ($19,000). Fiscal year 2015-2016 Household product cc ($1,000), Library ($2,600), McClintock Pool ($53,600). Fiscal year 2016-2017 priest yard ($1,500), Hardy yard building C ($12,000), priest yard building D ($58,000). Fiscal year 2017-2018 Ken McDonald maintenance ($36,000), Ken McDonald proshop ($19,000), Ken McDonald restaurant ($78,000). 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. 2014-15 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 $85,125 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Capital Improvements Reserve $19,000 General Obligation Bonds $66,125 $0 Total $85,125 Project Number: 6705229 Estimated Start Date: Estimated Completion Date: Ongoing Ongoing Appropriations by Fiscal Year 2014-15 $85,125 2015-16 2016-17 2017-18 2018-19 Total 5 Year $57,200 $71,500 $133,000 $0 $346,825 260 City of Tempe 2014-15 Annual Budget Transportation Program Transportation projects total $10.5 million in FY 2014-15 and account for 7% of the 2014-15 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 $10.5 million of the $150.4 million Capital Improvements Budget for FY 2014-15. In FY 2014-15 the three main funding sources for transportation projects are the planned issuance of $3.5 million in general obligation bonds, $3.5 million of pay as you go funding from the City’s Highway User Revenue Fund, and $2.8 million in federal grants. 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. 261 City of Tempe 2014-15 Annual Budget Transportation and R.O.W. Improvements Program CIP Projects Project Name & Number Funding Source(s) Arterial, Collector, and Residential Street Highway User Revenue Fund Asset Preservation: 5499741 General Obligation Bonds Capital Budget New 2014-15 2014-15 Total Re-appropriations Appropriations Appropriations Additional Projected Needs 2016-17 2017-18 2015-16 Total 5-Year Program 2018-19 Project Total 487,029 487,029 2,727,029 1,478,948 4,205,977 2,727,029 1,965,977 4,693,006 3,105,877 3,105,877 5,045,767 5,045,767 5,539,995 5,539,995 6,816,995 6,816,995 2,727,029 22,474,610 25,201,639 Bridge Maintenance: 5499898 General Obligation Bonds 291,538 200,000 491,538 200,000 300,000 300,000 300,000 1,591,538 Minor Concrete Improvements: 5401419 General Obligation Bonds 50,501 200,000 250,501 200,000 300,000 300,000 300,000 1,350,501 Potential Federal Grants Contingency: 5406139 Federal Grants 865,000 135,000 1,000,000 - - - - 1,000,000 342,153 700,000 1,042,153 - 342,153 700,000 1,042,153 - - - - 342,153 700,000 1,042,153 100,000 300,000 400,000 300,000 300,000 300,000 300,000 1,600,000 2,836,221 5,040,977 7,877,198 3,805,877 5,945,767 6,439,995 7,716,995 31,785,831 Railroad Quiet Zone: 5401901 Capital Projects Fund Balance Federal Grants Project Total ROW Landscape Replacement and Revitalization: 5406149 Transportation and R.O.W. Program Total Highway User Revenue Fund 262 Arterial, Collector, and Residential Street Asset Preservation Project Description Estimated 2014-15 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. Legal / Administration Fiscal year 14/15 year projects will include McClintock (Elliot to Broadway), and Neighborhood N34 (Mill to Rural and Southern to US60). $30,553 Land Acquisition $0 Permit Fees $58,050 Design and Engineering $33,000 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement $4,486,029 Geotech / Material Testing 2014-15 Source of Funds $85,374 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Highwary User Revenue Fund $2,727,029 General Obligation Bonds $1,965,977 $0 Total $4,693,006 Project Number: 5499741 Estimated Start Date: Estimated Completion Date: 07/01/2014 06/30/2015 Appropriations by Fiscal Year 2014-15 $4,693,006 2015-16 $3,105,877 2016-17 $5,045,767 2017-18 2018-19 Total 5 Year $5,539,995 $6,816,995 $25,201,640 Bridge Maintenance Project Description Estimated 2014-15 Project Costs 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. Legal / Administration 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, rehabilitation of bridge decks, and miscellaneous other items. This is done to assure that the bridges are safe and in good repair. This year several bridge decks must be resurfaced and rehabilitated. These include but are not limited to Mill Ave. at the Salt River, Hardy Drive at the Western Canal, and McClintock Drive at the Western Canal. Survey / Staking 2014-15 Source of Funds $2,000 Land Acquisition $0 $8,000 Permit Fees Design and Engineering $29,000 $2,000 Construction Management $17,000 Furnishings / Equipment $0 Construction / Improvement $431,538 Geotech / Material Testing $2,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs General Obligation Bonds $491,538 $0 Total $491,538 Project Number: 5499898 Estimated Start Date: Ongoing Estimated Completion Date: Ongoing Appropriations by Fiscal Year 2014-15 2015-16 $491,538 $200,000 2016-17 2017-18 2018-19 Total 5 Year $300,000 $300,000 $300,000 $1,591,538 263 Minor Concrete Improvements Project Description Estimated 2014-15 Project Costs This project will provide for peak demands and emergency replacement of broken curbs, gutters, and sidewalks throughout the city. This project supplements the City's concrete program and the strategy of utilizing city forces (two employees) to handle smaller less complex jobs. 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 Funding this project is crucial to the citizens by providing safe and easily traversable pedestrian access throughout the city. Furnishings / Equipment $0 2014-15 Source of Funds Construction / Improvement $250,501 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs General Obligation Bonds $250,501 $0 Total $250,501 Project Number: 5401419 Estimated Start Date: Estimated Completion Date: 07/01/2014 06/30/2015 Appropriations by Fiscal Year 2014-15 2015-16 $250,501 $200,000 2016-17 2017-18 2018-19 Total 5 Year $300,000 $300,000 $300,000 $1,350,501 Potential Federal Grants Contingency Project Description Estimated 2014-15 Project Costs This Project will create additional spending authority for federal grants that may be available during FY2014-15. The City must account for potential federal grants that could be secured and that need to be spent within FY2014- 2015. 2014-15 Source of Funds Federal Grants $1,000,000 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 $1,000,000 Total $1,000,000 Project Number: 5406139 Estimated Start Date: 07/01/2014 Estimated Completion Date: 06/30/2015 Appropriations by Fiscal Year 2014-15 $1,000,000 2015-16 $0 2016-17 $0 2017-18 2018-19 Total 5 Year $0 $0 $1,000,000 264 Railroad Quiet Zone Project Description Estimated 2014-15 Project Costs In January 2012, the City of Tempe, in conjunction with the Union Pacific Railroad and the regulatory agencies of the Federal Railroad Administration and the Arizona Corporation Commission, established a railroad quiet zone in Tempe. This 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. 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. Like the existing quiet zone, this quiet zone extension would require approvals by the Arizona Corporation Commission, Union Pacific Railroad and Federal Railroad Administration. The establishment of the industrial spur quiet zone would prohibit the sounding of train horns at all highway rail crossings except in certain safety situations. It is the intent of the project to establish quiet zone conditions at the Broadway Road, Alameda Drive, Southern Avenue, Baseline Road, Guadalupe Road, Divot Drive, Elliot Road, Carver Lane and Warner Road rail crossings along the spur line. 2014-15 Source of Funds Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $1,042,153 Furnishings / Equipment $0 Construction / Improvement $0 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Capital Projects Fund Balance $342,153 Federal Grants $700,000 $0 Total $1,042,153 Project Number: 5401901 Estimated Start Date: Estimated Completion Date: Ongoing 06/30/2015 Appropriations by Fiscal Year 2014-15 $1,042,153 2015-16 $0 2016-17 $0 2017-18 2018-19 Total 5 Year $0 $0 $1,042,153 ROW Landscape Replacement and Revitalization Project Description Estimated 2014-15 Project Costs This project will support the replacement and revitalization of the City’s Right of Way (ROW) landscape. Over the last year, Public Works and Community Development staff worked with the former Neighborhood and Education Council Committee to develop a plan to reinvest in the landscape along the City's arterial roadways. This project will provide the resources necessary to continue this program and the goal of making the arterial roadways more pedestrian and multi-modal friendly. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 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 7,500 city street trees valued at over $2.5 million which also serves to support clean air and clean water goals. Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement 2014-15 Source of Funds $400,000 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Highwary User Revenue Fund $400,000 $0 Total $400,000 Project Number: 5406149 Estimated Start Date: Ongoing Estimated Completion Date: Ongoing Appropriations by Fiscal Year 2014-15 2015-16 $400,000 $300,000 2016-17 2017-18 2018-19 Total 5 Year $300,000 $300,000 $300,000 $1,600,000 265 City of Tempe 2014-15 Annual Budget Traffic Signals and Street Lighting Program CIP Projects Project Name & Number East Valley Arterial Congestion Monitoring: 6907259 Funding Source(s) General Obligation Bonds Federal Grant - CMAQ Project Total Fiber Optic Installation & ITS Improv: Elliot, Guadalupe and Warner: 6906179 Capital Projects Fund Balance General Obligation Bonds Federal Grant - CMAQ Project Total Fiber Optic Installation and ITS Improv: Broadway/I-10 and Rio Salado/L101: 6906169 Capital Projects Fund Balance General Obligation Bonds Federal Grant - CMAQ Project Total Fiber Optic Installation: Rural Road North: 6907269 Highway User Revenue Fund 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 2 (Ped Timers Capital Projects Fund Balance and Preemp Cards): 6905279 Federal Grant - HSIP Project Total HSIP Safety Program Phase 3 - 5: 6906199 Capital Projects Fund Balance General Obligation Bonds Federal Grant - HSIP Project Total Capital Budget New 2014-15 2014-15 Total Re-appropriations Appropriations Appropriations Additional Projected Needs 2016-17 2017-18 2015-16 Total 5-Year Program 2018-19 - 50,000 50,000 50,000 50,000 49,997 165,388 215,385 - - - 99,997 165,388 265,385 60,000 60,000 - 60,000 60,000 164,286 383,333 547,619 - - - 60,000 164,286 383,333 607,619 15,000 36,000 51,000 - 15,000 36,000 51,000 17,394 287,751 305,145 - - - 15,000 17,394 323,751 356,145 - 200,000 200,000 200,000 200,000 - 59,455 983,626 1,043,081 - - 200,000 59,455 983,626 1,243,081 - - - 19,000 19,000 - 53,639 887,389 941,028 - 72,639 887,389 960,028 5,000 76,800 81,800 - 5,000 76,800 81,800 - - - - 5,000 76,800 81,800 10,000 106,917 116,917 34,130 213,834 247,964 10,000 34,130 320,751 364,881 - - - - 10,000 34,130 320,751 364,881 266 City of Tempe 2014-15 Annual Budget 2014-15 CIP Projects - Traffic Signals and Street Lighting Program (continued) Project Name & Number Funding Source(s) New Signals/Safety Upgrades: 6906209 Highway User Revenue Fund Developer Assistance Project Total Capital Budget New 2014-15 2014-15 Total Re-appropriations Appropriations Appropriations Additional Projected Needs 2016-17 2017-18 2015-16 Total 5-Year Program 2018-19 130,000 180,000 310,000 50,000 50,000 180,000 180,000 360,000 - - - - 180,000 180,000 360,000 Street Light Pole Structural Replacement: 6999849 General Obligation Bonds - 250,000 250,000 250,000 300,000 300,000 300,000 1,400,000 Street Light Upgrade / New Install: 6999869 General Obligation Bonds - 250,000 250,000 250,000 300,000 300,000 300,000 1,400,000 43,890 726,110 770,000 - 43,890 726,110 770,000 - - - - 43,890 726,110 770,000 Traffic Control Cabinets and Hardware Replacement: 6905709 Capital Projects Fund Balance Federal Grant - CMAQ Project Total Traffic Signal Foundation: 6903389 General Obligation Bonds 20,027 75,000 95,027 75,000 150,000 150,000 150,000 620,027 Traffic Signal Green Sign Face Replacement: 6906229 General Obligation Bonds 68,773 50,000 118,773 50,000 100,000 100,000 100,000 468,773 1,478,517 1,172,964 2,651,481 1,712,149 1,893,081 1,791,028 850,000 8,897,739 Traffic Signals and Street Lighting Program Total 267 East Valley Arterial Congestion Monitoring Project Description Estimated 2014-15 Project Costs This project will purchase and install 112 Anonymous Re-identification (ARID) Bluetooth devices in existing signal cabinets across the East Valley including approximately 45 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. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 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. 2014-15 Source of Funds Design and Engineering $50,000 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 $50,000 $0 Total $50,000 Project Number: 6907259 Estimated Start Date: Estimated Completion Date: 07/01/2014 06/30/2016 Appropriations by Fiscal Year 2014-15 $50,000 2015-16 $215,385 2016-17 $0 2017-18 2018-19 Total 5 Year $0 $0 $265,385 Fiber Optic Installation & ITS Improv: Elliot, Guadalupe and Warner Project Description Estimated 2014-15 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. In addition, wireless radios will be used to provide communication to signals along Guadalupe and Warner to the fiber optic line on Elliot. 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 Construction / Improvement $0 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 2014-15 Source of Funds Design and Engineering $60,000 Other Project Costs Capital Projects Fund Balance $60,000 $0 Total $60,000 Project Number: 6906179 Estimated Start Date: 07/01/2013 Estimated Completion Date: 06/30/2016 Appropriations by Fiscal Year 2014-15 $60,000 2015-16 $547,619 2016-17 $0 2017-18 2018-19 Total 5 Year $0 $0 $607,619 268 Fiber Optic Installation and ITS Improv: Broadway/I-10 and Rio Salado/L101 Project Description Estimated 2014-15 Project Costs This project will 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. 2014-15 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 $0 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 $51,000 Project Number: 6906169 Estimated Start Date: Estimated Completion Date: 07/01/2013 06/30/2016 Appropriations by Fiscal Year 2014-15 $51,000 2015-16 $305,145 2016-17 2017-18 2018-19 Total 5 Year $0 $0 $356,145 $0 Fiber Optic Installation: Rural Road North Project Description Estimated 2014-15 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 purpose is to 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. 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 Source of Funds Design and Engineering $200,000 Other Project Costs Highway User Revenue Fund $200,000 $0 Total $200,000 Project Number: 6907269 Estimated Start Date: 07/01/2014 Estimated Completion Date: 06/30/2017 Appropriations by Fiscal Year 2014-15 $200,000 2015-16 $0 2016-17 $1,043,081 2017-18 2018-19 Total 5 Year $0 $0 $1,243,081 269 Fiber Optic Installation: Rural Road South Project Description Estimated 2014-15 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. The purpose is to 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. 2014-15 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 $0 Total $0 Project Number: NA Estimated Start Date: Estimated Completion Date: 07/01/2015 06/30/2018 Appropriations by Fiscal Year 2014-15 $0 2015-16 $19,000 2016-17 $0 2017-18 2018-19 Total 5 Year $941,028 $0 $960,028 HSIP Safety Program Phase 2 (Ped Timers and Preemp Cards) Project Description Estimated 2014-15 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. One hundred percent of the equipment procurement for this project will be funded through a federal Highway Safety Improvement Program (HSIP) grant as part of the MAG TIP. A minimal amount of local funding will be required for installation. This project will help supplement the limited operating budget available to address these components in the system. 2014-15 Source of Funds Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $76,800 Construction / Improvement $5,000 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Capital Projects Fund Balance $5,000 Federal Grant - HSIP $76,800 $0 Total $81,800 Project Number: 6905279 Estimated Start Date: 07/01/2012 Estimated Completion Date: 06/01/3015 Appropriations by Fiscal Year 2014-15 $81,800 2015-16 $0 2016-17 $0 2017-18 2018-19 Total 5 Year $0 $0 $81,800 270 HSIP Safety Program Phase 3 - 5 Project Description Estimated 2014-15 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. One hundred percent of the equipment procurement for this project will be funded through a federal Highway Safety Improvement Program (HSIP) grant as part of the MAG TIP. A minimal amount of local funding will be required for installation. This project will help supplement the limited operating budget available to address these components in the system. 2014-15 Source of Funds Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $320,751 Construction / Improvement $44,130 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Capital Projects Fund Balance $10,000 General Obilgation Bonds $34,130 Federal Grant - HSIP $320,751 $0 Total $364,881 Project Number: 6906199 Estimated Start Date: Estimated Completion Date: Ongoing 06/30/2015 Appropriations by Fiscal Year 2014-15 $364,881 2015-16 2016-17 $0 $0 2017-18 2018-19 Total 5 Year $0 $0 $364,881 New Signals/Safety Upgrades Project Description Estimated 2014-15 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. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement 2014-15 Source of Funds $360,000 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 Appropriations by Fiscal Year 2014-15 $360,000 2015-16 $0 2016-17 $0 2017-18 2018-19 Total 5 Year $0 $0 $360,000 271 Street Light Pole Structural Replacement Project Description Estimated 2014-15 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 October 2011. The study indicates corrosion factors on a 1-100% scale (100% meaning structural integrity has been compromised). The poles from 26% to 100% have been replaced and this project would allow us to continue to address the remaining direct buried poles that fall under the 26% corrosion factor rating and that currently do not pose an immediate health and safety concern. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 The purpose of the project is to be proactive by providing 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. The streetlight poles with a foundation have a life expectancy of 30+ years compared to a direct buried pole that may only have a 1520 year life span. Construction / Improvement 2014-15 Source of Funds $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 $250,000 Project Number: 6999849 Estimated Start Date: Estimated Completion Date: Ongoing Ongoing Appropriations by Fiscal Year 2014-15 2015-16 $250,000 $250,000 2016-17 2017-18 2018-19 Total 5 Year $300,000 $300,000 $300,000 $1,400,000 Street Light Upgrade/New Install Project Description Estimated 2014-15 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. Salt River Project charges Tempe a flat rate energy fee based on type of fixture and will realize some energy savings as well as see significant savings in our maintenance costs. Currently Identified locations for upgrades include the following: Southern Ave between Price Rd and East city limits (15) lights, and Warner Rd Street lighting (13) lights. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement 2014-15 Source of Funds $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 $250,000 Project Number: 6999869 Estimated Start Date: Ongoing Estimated Completion Date: Ongoing Appropriations by Fiscal Year 2014-15 2015-16 $250,000 $250,000 2016-17 2017-18 2018-19 Total 5 Year $300,000 $300,000 $300,000 $1,400,000 272 Traffic Control Cabinets and Hardware Replacement Project Description Estimated 2014-15 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 50 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. 2014-15 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: 6905709 Estimated Start Date: Estimated Completion Date: 07/01/2013 06/30/2015 Appropriations by Fiscal Year 2014-15 2015-16 $770,000 $0 2016-17 $0 2017-18 2018-19 Total 5 Year $0 $0 $770,000 Traffic Signal Foundation Project Description Estimated 2014-15 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. The program includes a proactive asset management element where components are replaced to ensure the signal system is operating safely and efficiently. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Next fiscal year, the following items are planned for replacement: Intersection lighting improvements at four signalized intersections; Replace two signal poles at Apache and Terrace & at McClintock and Warner. Replace and rewire underground infrastructure at three signalized intersections. Re-configure signal poles and heads at Elliot and Harl Ave. In addition, the CIP provides for unexpected emergency repairs that occur throughout the year and are needed to ensure the system remains functional. Furnishings / Equipment $0 2014-15 Source of Funds Construction / Improvement $95,027 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs General Obligation Bonds $95,027 $0 Total $95,027 Project Number: 6903389 Estimated Start Date: Ongoing Estimated Completion Date: Ongoing Appropriations by Fiscal Year 2014-15 $95,027 2015-16 2016-17 2017-18 2018-19 Total 5 Year $75,000 $150,000 $150,000 $150,000 $620,027 273 Traffic Signal Green Sign Face Replacement Project Description Estimated 2014-15 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 has 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. This project will begin the process of replacing sign faces (8 per intersection) at a rate of 6 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. 2014-15 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 $118,773 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs General Obligation Bonds $118,773 $0 Total $118,773 Project Number: 6906229 Estimated Start Date: Estimated Completion Date: Ongoing Ongoing Appropriations by Fiscal Year 2014-15 2015-16 2016-17 2017-18 2018-19 Total 5 Year $118,773 $50,000 $100,000 $100,000 $100,000 $468,773 274 City of Tempe 2014-15 Annual Budget Schedules and Summaries Contents Property Tax Ordinance ........................................................................................................................................................... 276 Budget Resolution .................................................................................................................................................................... 277 Budget Schedules .................................................................................................................................................................... 278 Schedule A Summary Schedule of Estimated Revenues and Expenditures/Expenses ..................................................... 278 Schedule B Tax Levy and Tax Rate Information .............................................................................................................. 279 Schedule C Revenues Other Than Property Taxes .......................................................................................................... 280 Schedule D Other Financing Sources/ and Interfund Transfers ........................................................................... 282 Schedule E Expenditures/Expenses by Fund ................................................................................................................... 283 Schedule F Expenditures/Expenses by Department ........................................................................................................ 284 Schedule G Full-Time Employees and Personnel Compensation .................................................................................... 286 Budget Basis, Units and Changes ............................................................................................................................................ 287 Financial Structure and Organization ....................................................................................................................................... 288 Personnel Summary ................................................................................................................................................................. 289 Personnel Changes for FY 2014-15 ......................................................................................................................................... 290 Personnel Schedules ............................................................................................................................................................... 292 Glossary of Terms .................................................................................................................................................................... 320 Acronyms ................................................................................................................................................................................. 328 Index ........................................................................................................................................................................................ 329 Office of Management and Budget Staff .................................................................................................................................. 332 275 City of Tempe 2014-15 Annual Budget Property Tax Ordinance ORDINANCE NO. O2014.28 AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF TEMPE, ARIZONA, 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, 2015. WHEREAS, pursuant to A.R.S. §42-17151, the ordinance levying taxes for Fiscal Year 2014-2015 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 $14,324,634, resulting in a primary tax rate of $0.9231 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 $1.5119 per $100 of assessed value. Section 3. The combined tax rate as set forth in Sections 1 and 2 shall equal $2.4350 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 26th day of June, 2014. 276 City of Tempe 2014-15 Annual Budget Budget Resolution RESOLUTION NO. R2014.84 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF TEMPE, ARIZONA, DETERMINING AND ADOPTING FINAL ESTIMATES OF PROPOSED EXPENDITURES OF THE CITY OF TEMPE FOR THE FISCAL YEAR BEGINNING JULY 1, 2014, AND ENDING JUNE 30, 2015. 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 22, 2014, 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; WHEREAS, in accordance with said chapter of said title, and following due public notice, the Council met on May 22, 2014, 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; 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 12, 2014, in the Council Chambers for the purpose of hearing taxpayers and making tax levies as set forth in said estimates; 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); NOW, THEREFORE, BE IT RESOLVED BY THE MAYOR AND CITY COUNCIL OF THE CITY OF TEMPE, as follows: 1. 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 2014-2015. PASSED AND ADOPTED BY THE CITY COUNCIL OF TEMPE, ARIZONA, this 12th day of June, 2014. APPROVED AS TO FORM: 277 City of Tempe 2014-15 Annual Budget Budget Schedules Schedule A Summary Schedule of Estimated Revenues and Expenditures/Expenses FUND 1. General 2. Special Revenue 3. Debt Service 4. Capital Projects 5. Enterprise ADOPTED BUDGETED EXPENDITURES / EXPENSES* 2014 ACTUAL EXPENDITURES/ EXPENSES** 2014 ESTIMATED REVENUES OTHER THAN PROPERTY TAX PROPERTY REVENUES TAXES 2015 2015 Primary: $59,085,320 $160,351,670 $14,324,634 FUND BALANCE/ NET POSITION*** July 1, 2014** $183,363,609 $178,207,969 101,707,871 91,644,552 35,994,011 39,802,432 25,280,026 34,288,983 119,803,010 45,107,847 61,213,889 97,982,911 91,201,256 62,797,450 2,000,000 6. Internal Service OTHER FINANCING 2015 SOURCES $ BUDGETED EXPENDITURES / EXPENSES 2015 $(4,509,006) $229,351,331 $182,556,591 106,389,965 1,030,000 (8,849,753) 134,564,223 105,109,235 4,229,569 5,909,874 (10,082,741) 58,955,197 40,951,736 211,652,355 150,438,466 156,374,713 100,093,282 2,000,000 2,000,000 $792,897,819 $581,149,310 133,617,607 16,820,859 96,919,810 5,232,141 (8,574,688) 2,000,000 2,924,601 7. Blended Component Unit (a) 7. TOTAL ALL FUNDS IN TOTAL FINANCIAL RESOURCES AVAILABLE 2015 $98,713 Secondary: 24,609,512 $ INTERFUND TRANSFERS 2015 $544,659,833 $431,441,650 $255,379,653 $38,934,146 $367,891,014 EXPENDITURE LIMITATION COMPARISON 2014 1. Budgeted expenditures/expenses 2. 3. 4. 5. $133,617,607 $547,286,632 (143,720,047) 403,566,585 Add/subtract: estimated net reconciling items Budgeted expenditures/expenses adjusted for reconciling items Less: estimated exclusions Amount subject to the expenditure limitation 6. EEC or voter-approved alternative expenditure limitation $ $32,016,188 $(32,016,188) 2015 $581,149,310 (103,517,413) 477,631,897 114,260,068 184,266,914 $289,306,517 $293,364,983 $301,998,196 $300,050,818 * 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). a. The Rio Salado Community Facilities District is a blended component unit of the City of Tempe formed under the laws of the State of Arizona to facilitate development of the Rio Salado Town Lake project. The board of the district is comprised of the same members as the City’s council. 278 City of Tempe 2014-15 Annual Budget Schedule B Tax Levy and Tax Rate Information 1. 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. 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 5. 2014 2015 $13,778,678 $14,324,634 $13,778,678 23,766,365 $37,545,043 $14,324,634 24,609,512 $38,934,146 $13,628,753 74,352 $13,703,105 $23,507,765 128,247 $23,636,012 $37,339,117 Property tax rates A. City/Town tax rate (1) Primary property tax rate (2) Secondary property tax rate (3) Total city/town tax rate 0.9177 1.5705 2.4882 0.9231 1.5119 2.4350 * 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. 279 City of Tempe 2014-15 Annual Budget Schedule C Revenues Other Than Property Taxes ESTIMATED REVENUES 2014 ACTUAL REVENUES* 2014 ESTIMATED REVENUES 2015 $89,281,629 5,014,504 3,273,736 1,664,632 $91,003,456 4,894,695 3,232,702 1,679,197 $82,152,592 5,072,952 3,255,702 1,636,750 Total General Fund 37,406,500 432,000 10,660,157 7,455,390 330,000 2,063,542 3,995,127 $161,577,217 37,427,528 432,000 13,813,200 7,479,535 330,000 2,795,630 4,367,313 $167,455,256 39,906,841 432,000 11,452,301 7,793,080 450,100 2,876,282 5,323,070 $160,351,670 Total Transit Fund $31,702,000 932,103 144,000 8,563,491 14,437,506 $55,779,100 $31,298,751 932,103 144,000 6,915,507 14,437,506 $53,727,867 $33,346,352 819,983 148,000 6,259,770 16,495,702 $57,069,807 Highway User Revenue Fund Highway User Revenue Tax Barricading Fees Miscellaneous Revenue Total Highway User Revenue Fund $9,122,472 70,000 1,500 $9,193,972 $8,750,802 84,275 69,476 $8,904,553 $9,630,103 85,000 53,297 $9,768,400 Total Performing Arts Fund $6,657,096 773,500 10,800 5,550 $7,446,946 $6,488,019 692,000 10,800 8,250 $7,199,069 $6,912,473 710,872 10,000 9,050 $7,642,395 CDBG/Section 8 Housing Funds Community Development Block Grant Section 8 Housing Total CDBG/Section 8 Housing Funds $4,555,675 10,185,240 $14,740,915 $2,035,144 9,165,712 $11,200,856 $3,611,882 9,496,730 $13,108,612 Police Dept-RICO & Grants Fund Governmental Grants or Donations Fund Court Enhancement Fund Peterson House Fund Total Special Revenue Funds $5,602,064 $11,447,386 $1,411,301 $5,125 $105,626,809 $4,622,113 $6,031,301 $996,768 $4,538 $92,687,065 $5,959,619 $11,308,718 $1,530,131 $2,283 $106,389,965 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 SPECIAL REVENUE FUNDS Transit Fund Transit Tax ASU-Flash Transit Interest Income Intergovernmental Miscellaneous Revenue Performing Arts Fund Performing Arts Tax Fees and Admissions Interest Income Miscellaneous Revenue * 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. 280 City of Tempe 2014-15 Annual Budget Schedule C Revenues Other Than Property Taxes SOURCE OF REVENUES DEBT SERVICE FUNDS Debt Service Special Assessments ESTIMATED REVENUES 2014 ACTUAL REVENUES* 2014 ESTIMATED REVENUES 2015 Total Debt Service Funds $1,238,750 $1,955,970 $3,194,720 $1,762,947 $2,959,850 $4,722,797 $1,269,719 $2,959,850 $4,229,569 Total Enterprise Funds $77,167,160 $14,864,052 $2,662,621 $94,693,833 $76,660,902 $14,747,967 $2,597,048 $94,005,917 $78,950,217 $14,987,157 $2,982,436 $96,919,810 TOTAL ALL FUNDS $365,092,579 $358,871,035 $367,891,014 ENTERPRISE FUNDS Water/Wastewater Solid Waste Golf * 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. 281 City of Tempe 2014-15 Annual Budget Schedule D Other Financing Sources/ and Interfund Transfers OTHER FINANCING 2015 FUND SOURCES INTERFUND TRANSFERS 2015 IN $98,713 GENERAL FUND $(4,509,006) SPECIAL REVENUE FUNDS Court Enhancement $(77,963) HURF $1,030,000 Transit (3,281,978) (5,389,812) Performing Arts (100,000) Total Special Revenue Funds GENERAL GOVERNMENTAL DEBT SERVICE FUND $1,030,000 $(8,849,753) $5,909,874 $(10,082,741) CAPITAL PROJECTS FUNDS Bond Proceeds $91,593,129 Fund Balance Applied 17,658,034 Other Funding 24,366,444 Total Capital Projects Funds $133,617,607 $16,820,859 $16,820,859 ENTERPRISE FUNDS Water / Wastewater $5,158,141 Solid Waste Fund $(8,372,589) (202,099) Golf Fund 74,000 Total Enterprise Funds SUBTOTAL INTERNAL CITY FUNDS $133,617,607 $5,232,141 $(8,574,688) $29,091,587 $(32,016,188) BLENDED COMPONENT UNIT Community Facilities District TOTAL ALL FUNDS 2,924,601 $133,617,607 282 $32,016,188 $(32,016,188) City of Tempe 2014-15 Annual Budget Schedule E Expenditures/Expenses by Fund FUND/DEPARTMENT ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2014 GENERAL FUND Mayor and Council City Manager Community Relations** Diversity Internal Audit City Clerk City Court Human Resources City Attorney Finance and Technology Community Development Police Fire Community Services Public Works Non-Departmental General Fund Contingency Total General Fund $398,365 642,600 2,613,700 467,301 412,103 849,926 4,115,715 3,164,918 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 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 $9,762,744 50,496,283 4,555,675 10,185,240 8,660,585 5,602,064 11,447,386 1,411,301 5,125 $102,126,403 DEBT SERVICE FUNDS General Governmental Special Assessment Total Debt Service Funds CAPITAL PROJECTS FUNDS All Capital Projects Total Capital Projects Funds ENTERPRISE FUNDS Water/Wastewater Golf Solid Waste Total Enterprise Funds INTERNAL SERVICE FUNDS Risk Management TOTAL ALL FUNDS * EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2014 ACTUAL EXPENDITURES/ EXPENSES* 2014 BUDGETED EXPENDITURES/ EXPENSES 2015 $27,878 1,351,153 (2,613,700) 22,946 23,169 39,017 130,975 160,912 153,667 803,847 5,438,804 2,823,638 (84,284) 2,793,308 897,028 (7,171,118) $379,601 1,879,365 $377,787 1,725,841 442,193 428,354 884,921 4,011,919 3,114,285 2,749,093 4,249,165 16,139,983 70,481,437 27,837,481 21,211,892 19,152,297 5,245,983 $4,797,240 $178,207,969 497,887 439,959 1,098,536 4,137,407 3,366,622 2,821,756 4,327,047 14,884,068 73,979,887 28,093,376 22,904,181 19,770,256 3,131,981 1,000,000 $182,556,591 $9,084,290 54,478,240 2,035,144 9,165,712 8,549,411 3,191,374 4,356,738 781,188 2,455 $91,644,552 $10,467,609 53,848,245 3,611,882 9,496,730 8,964,081 5,959,619 11,308,718 1,450,068 2,283 $105,109,235 $37,991,886 2,959,850 $40,951,736 (18,532) (400,000) $(418,532) $43,771,782 2,959,850 $46,731,632 $(6,929,200) $(6,929,200) $22,320,176 2,959,850 $25,280,026 $119,527,409 $119,527,409 $275,601 $275,601 $45,107,847 $45,107,847 $150,438,466 $150,438,466 $78,458,221 2,669,882 17,206,518 $98,334,621 $(351,710) $72,697,586 2,581,637 15,922,033 $91,201,256 $79,772,225 2,781,767 17,539,290 $100,093,282 $(351,710) $2,000,000 $547,286,434 $2,000,000 $(2,626,601) $431,441,650 $581,149,310 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. ** In FY 2013-14 the Community Relations Department was merged with the Community Services Department and the City Manager's Department. 283 City of Tempe 2014-15 Annual Budget Schedule F Expenditures/Expenses by Department DEPARTMENT/FUND Mayor and Council Department: General Fund ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2014 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2014 $398,365 27,878 City Manager Department: General Fund Govtl Grants and Donations Department Total $642,600 2,250,000 $2,892,600 $1,351,153 (200,000) $1,151,153 Community Relations Department:** General Fund Transit Fund Govtl Grants and Donations Department Total $2,613,700 545,492 967,289 $4,126,481 $(2,613,700) (545,492) (967,289) $(4,126,481) ACTUAL EXPENDITURES/ EXPENSES* 2014 BUDGETED EXPENDITURES/ EXPENSES 2015 379,601 377,787 $1,879,365 1,674,710 $3,554,075 $1,725,841 2,324,710 $4,050,551 Diversity Department: General Fund $467,301 $22,946 $442,193 $497,887 Internal Audit Department: General Fund $412,103 $23,169 $428,354 $439,959 City Clerk Department: General Fund $849,926 $39,017 $884,921 $1,098,536 City Court Department: General Fund Court Enhancement Fund Department Total $4,115,715 1,195,721 $5,311,436 $130,975 $130,975 $4,011,919 781,188 $4,793,107 $4,137,407 1,234,488 $5,371,895 Human Resources Department: General Fund $3,164,918 $160,912 $3,114,285 $3,366,622 City Attorney Department: General Fund Water Fund Govtl Grants and Donations Department Total $2,706,504 410,933 261,393 $3,378,830 $153,667 $2,749,093 341,584 269,274 $3,359,951 $2,821,756 Finance + Technology Department: General Fund Water Fund Department Total $3,793,756 3,006,766 $6,800,522 $803,847 $803,847 $4,249,165 2,576,369 $6,825,534 $4,327,047 2,818,525 $7,145,572 Community Development Department: General Fund Transit Fund Comm Dev Block Grant Fund Section 8 Grants Fund Govtl Grants and Donations Department Total $11,520,162 920,202 4,555,675 10,185,240 400,569 $27,581,848 $5,438,804 $16,139,983 $14,884,068 (200,000) $5,238,804 2,035,144 9,165,712 168,455 $27,509,294 3,611,882 9,496,730 253,432 $28,246,112 Police Department: General Fund Police Dept-Rico & Grants Department Total $68,546,753 4,970,020 $73,516,773 $2,823,638 (18,532) $2,805,106 $70,481,437 3,191,374 $73,672,811 $73,979,887 5,159,619 $79,139,506 * $153,667 284,193 $3,105,949 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. ** In FY 2013-14 the Community Relations Department was merged with the Community Services Department and the City Manager's Department 284 City of Tempe 2014-15 Annual Budget Schedule F (Continued) Expenditures/Expenses by Department DEPARTMENT/FUND Fire Department: General Fund Govtl Grants and Donations Department Total Community Services Department: General Fund Transit 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 ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2014 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2014 $29,178,661 1,034,445 $30,213,106 $(84,284) $28,093,376 685,793 $28,779,169 $21,211,892 483,438 2,022,469 1,589,333 2,455 $25,309,587 $22,904,181 547,295 2,394,496 2,756,590 2,283 $28,604,845 (351,710) $19,152,297 2,581,637 601,192 15,922,033 9,084,290 49,331,589 29,720,403 $545,318 $126,393,441 $19,770,256 2,781,767 643,059 17,539,290 10,467,609 48,529,762 34,976,634 4,000 $134,712,377 $5,245,983 $3,131,981 $4,663,213 40,059,230 5,925,750 22,320,176 2,959,850 $75,928,219 $4,663,188 40,977,066 5,926,526 37,991,886 2,959,850 $92,518,516 $2,793,308 545,492 2,142,692 1,523,454 5,125 $22,869,084 1,424,737 $4,763,537 $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 $897,028 Non Departmental: General Fund $11,353,119 Debt Service: Transit Fund Water Fund Performing Arts Fund Debt Service Fund Special Assessment Fund Department Total $4,663,213 35,105,040 5,925,750 43,771,782 2,959,850 $92,425,635 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 2,000,000 632,044 5,006,236 215,580 $9,928,860 $(457,448) Capital Projects: All Capital Projects TOTAL ALL FUNDS $119,527,409 $547,286,434 $275,601 $(2,626,601) * BUDGETED EXPENDITURES/ EXPENSES 2015 $27,837,481 654,966 $28,492,447 $(84,284) $19,197,813 ACTUAL EXPENDITURES/ EXPENSES* 2014 $(7,171,118) (6,929,200) $(6,929,200) $1,000,000 1,000,000 108,000 2,000,000 800,000 5,000,000 215,580 $10,123,580 (457,448) $45,107,847 $431,441,650 $150,438,466 $581,149,310 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 2014-15 Annual Budget Schedule G Full-Time Employees and Personnel Compensation Full-Time Equivalent (FTE) 2015 FUND GENERAL FUND SPECIAL REVENUE FUNDS Highway User Revenue Transit CDBG Section 8 Housing Performing Arts Police Dept-Rico & Grants Govtl Grants or Donations Court Enhancement Total Special Revenue Funds CAPITAL PROJECTS FUNDS All Capital Projects Total Capital Projects Funds ENTERPRISE FUNDS Water/Wastewater Golf Solid Waste Total Enterprise Funds INTERNAL SERVICE FUNDS Risk Management Total Internal Service Funds TOTAL ALL FUNDS * ** Employee Salaries and Hourly Costs 2015 Retirement Costs* 2015 Healthcare Costs 2015 Total Estimated Personnel Compensation 2015 Other Benefit Costs** 2015 1,219.25 $94,888,807 $20,000,797 $12,326,335 $9,498,188 = $136,714,127 42.50 29.00 4.50 7.50 18.50 14.00 4.40 5.00 125.40 $2,949,556 1,627,878 288,316 528,782 1,015,365 1,715,492 257,725 215,416 $8,598,530 $338,165 209,312 32,721 60,605 116,508 152,780 75,609 23,180 $1,008,880 $519,372 229,839 41,259 68,192 172,379 138,887 36,403 51,774 $1,258,105 $324,089 149,031 24,539 47,537 134,382 84,613 13,966 13,468 $791,625 = = $4,131,182 2,216,060 386,835 705,116 1,438,634 2,091,772 383,703 303,838 $11,657,140 1.20 1.20 $79,815 $79,815 $9,259 $9,259 $12,047 $12,047 $6,624 $6,624 = = $107,745 $107,745 155.00 9.00 70.00 234.00 $9,994,038 457,692 3,750,106 $14,201,836 $1,145,315 52,271 430,736 $1,628,322 $1,530,048 93,508 745,500 $2,369,056 $999,557 49,074 363,342 $1,411,973 = $13,668,958 652,545 5,289,684 $19,611,187 6.50 6.50 $474,544 $474,544 $54,260 $54,260 $60,477 $60,477 $41,931 $41,931 = = $631,212 $631,212 1,586.35 $118,243,532 $22,701,518 $16,026,020 $11,750,341 = $168,721,411 = 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, and employer contributions to a health reimbursement plan for future retirees. 286 City of Tempe 2014-15 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). 287 City of Tempe 2014-15 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. 288 City of Tempe 2014-15 Annual Budget Personnel Summary The number of employees for FY 2014-15 totals 1,806.49 full-time equivalents (FTE), including 1,567 full-time, 17.10 permanent full-time equivalents, and 222.39 temporary full-time equivalent employees. 2012-13 Actual Department 2013-14 Budget 2013-14 Revised 2014-15 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 4 11 11 City Attorney 23 1.75 23 1.75 23 1.75 23 1.75 0.50 City Clerk 4 0.58 4 0.58 4 0.58 4 City Court 38 4.06 38 4.06 38 4.06 38 Community Development 77 1.60 3.52 76 10.02 78 10.02 75 Community Relations 23 1.34 23 1.34 Community Services 116 6.50 165.69 117 6.50 165.69 6.50 166.54 145 Diversity Program 1.60 141 1.60 4.06 2.35 1.25 2 1.25 2 1.25 2 1.25 Finance and Technology 131 0.50 133 0.50 138 0.50 141 0.50 Fire 181 1.00 181 1.00 156 156 20 20 Internal Audit 17 20 3 0.45 Police 491 6.25 490 Public Works 458 24.10 452 Tempe Learning Center Sub Total Total Personnel 1.63 3 0.50 2.25 3 6.25 491 24.10 459 0.50 3.25 3 6.25 491 24.10 451 20.02 7.00 174.63 2 Human Resources 1.00 0.50 6.25 3.25 16.43 3 1,578 14.23 205.99 1,573 15.35 212.04 1,571 15.35 211.55 1,567 17.10 222.39 1,798.22 1,800.39 289 1,797.90 1,806.49 City of Tempe 2014-15 Annual Budget Personnel Changes for FY 2014-15 Reflects all personnel changes/reductions approved by City Council through 6/30/2014 Full and Part-Time Position Reductions Department Community Svcs Position Parks Project Coordinator Fund CIP Community Svcs Library Assistant General Cost Center 63997 29 2440 Community Svcs Librarian II General 2440 1515 Community Svcs Cultural Dev Coord Arts 3610 N/A Community Svcs Community Relations Dir General 1219 33 Community Dev Housing Svcs Spec II+ Sec 8 2772 1685 Public Works Groundskeeper II+ Golf 2512 504 Public Works Plant Oper+ WWW 3013 1714 Public Works Plant Oper+ WWW 3034 284 Public Works Plant Mechanic WWW 3034 287 Public Works Water Quality Spec WWW 3029 515 Public Works Plant Oper+ WWW 3034 1715 Public Works Plant Electrician WWW 3035 1717 Public Works Sr Groundskeeper WWW 3052 1765 PCN 1449 1494 Total Full and Part-Time Position Reductions FTE Action Summary (1.00) Lack of funds – position eliminated 6/30/2014 (1.00) Funding for Library reorganization – position eliminated 6/30/2014 (0.50) Funding for Library reorganization – position converted to PT 6/30/2014 (1.00) Funded one year only – position eliminated 6/30/2014 (1.00) Reorganization (1.00) Lack of funds – position eliminated 6/30/2014 (1.00) Funding for other Golf operations – position eliminated 6/30/2014 (1.00) WWW Reduction Plan – position eliminated 6/30/2014 (1.00) WWW Reduction Plan – position eliminated 6/30/2014 (1.00) WWW Reduction Plan – position eliminated 6/30/2014 (1.00) WWW Reduction Plan – position eliminated 6/30/2014 (1.00) WWW Reduction Plan – position eliminated 6/30/2014 (1.00) WWW Reduction Plan – position eliminated 6/30/2014 (1.00) WWW Reduction Plan – position eliminated 6/30/2014 (13.50) Temporary (Wage) Position Reductions Cost Center PCN 1310 N/A Department City Clerk Position Unclassified Temporary Fund General Community Dev Unclassified Temporary General 2721 N/A Community Dev Unclassified Temporary General 2727 N/A Public Works Unclassified Temporary Golf 2511 N/A Total Temporary (Wage) Position Reductions FTE Action Summary (0.58) FY 14/15 Supplemental – wages eliminated to fund perm position (5.00) FY 13/14 Supplemental – wages eliminated effective 6/30/2014 (1.50) FY 13/14 Supplemental – wages eliminated effective 6/30/2014 (4.07) FY 14/15 Supplemental – wages eliminated to fund other operational activities (11.15) Full and Part-Time Position Additions Department City Clerk Position Admin Asst II+ Fund Gen Cost Ctr PCN 1310 2002 Comm Development Fire Inspector II+ Gen 2322 1997 Community Svcs Admin Asst II+ Gen 2521 1996 Community Svcs Asst Recreation Coord Gen 2533 1998 Community Svcs TCA Box Office Asst Arts 3610 TBD Community Svcs TCA Marketing Specialist Arts 3610 TBD Community Svcs Public Information Officer 50% WWW Fund/ 1214 2001 290 FTE Action Summary 0.50 New position – Operating Budget Supplemental – effective 7/1/2014 0.75 New position – Operating Budget Supplemental – effective 7/1/2014 1.00 New position – Operating Budget Supplemental – effective 7/1/2014 1.00 New positions – Operating Budget Supplemental – effective 7/1/2014 1.00 New position – Operating Budget Supplemental – effective 7/1/2014 1.00 New position – Operating Budget Supplemental – effective 7/1/2014 1.00 New position – Operating Budget Supplemental – effective 7/1/2014 City of Tempe 2014-15 Annual Budget Police Police Officer Public Works Solid Waste Inspector 50% Transit Fund Special Revenue Solid Waste Public Works Sr. Civil Engineer General 2225 1988 1.00 Mid-year addition – Council approved 3716 2000 1.00 New position – Operating Budget Supplemental – effective 7/1/2014 3222 1999 1.00 New position – Operating Budget Supplemental – effective 7/1/2014 Total Full and Part-Time Position Additions 9.25 Temporary (Wage) Position Additions Department City Attorney Position Unclassified Temporary Fund Gen Cost Ctr PCN 1710 N/A Community Dev Unclassified Temporary Gen 2721 N/A Community Dev Unclassified Temporary Gen 2721 N/A Community Svcs Unclassified Temporary Gen 2440 N/A Community Svcs Unclassified Temporary Gen 2451 N/A Public Works Unclassified Temporary Gen 3223 N/A Total Temporary (Wage) Position Additions FTE Action Summary 1.00 Operating Budget Supplemental – effective 7/1/2014 11.00 Operating Budget Supplemental – effective 7/1/2014 5.50 Operating Budget Supplemental – effective 7/1/2014 3.00 Operating Budget Supplemental – effective 7/1/2014 0.50 Operating Budget Supplemental – effective 7/1/2014 0.50 Operating Budget Supplemental – effective 7/1/2014 21.50 Change in Funding Department City Court Position Court Intreptrer Public Works Develop Project Officer Community Development Principal Planner Community Development Sr Planner Community Development Comm Development Dir Community Development Deputy Comm Dev Dir Cost Funding Change Center PCN From 100% Desg Fund 1410 151 to 100% General Fund From 67% General 3923 1696 Fund/ 33% Transit Fund to 100% Transit Fund From 50% General 2710 824 Fund/50% CDBG to 100% General From 50% General 2731 1789 Fund/50% CDBG to 100% General From 95% General 2710 1611 Fund/ 5% CDBG to 100% General Fund From 90% General 2721 1698 Fund/ 10% CDBG to 100% General Fund Summary Authorized Full and Part-Time Positions (FTEs) FY 2013-14 Budget 1,588.35 Position Reductions (13.50) Position Additions 9.25 FY 2014-15 Budget 1,584.10 Authorized Temporary (Wage) Positions (FTEs) FY 2013-14 Budget 212.04 Position Reductions (11.15) Position Additions 21.50 FY 2014-15 Budget 222.39 291 Action Summary FY 2014/15 Budget Supplemental effective 7/1/2014 Per Ordinance, Council Meeting Date 12/12/2013 City Reorganization – effective 7/1/2014 City Reorganization – effective 7/1/2014 City Reorganization – effective 7/1/2014 City Reorganization – effective 7/1/2014 City of Tempe 2014-15 Annual Budget Personnel Schedules Reflects all personnel changes/reductions approved by City Council through 6/30/2014 Funding Source Position 1110 1210 1216 1219 1221 MAYOR & COUNCIL Mayor Vice Mayor Council Member Mayor & Council Total Full-Time 2013-14 Revised 2014-15 Budget 1 1 5 1 1 5 1 1 5 7 7 7 7 Gen Gen Gen Gen 1 1 1 0 3 1 1 1 0 3 1 1 1 1 4 1 1 1 1 4 Government Relations Government Relations Officer Total Full-Time Gen 1 1 1 1 1 1 1 1 Mayor/Council Staff Mayor/City Council - Chief of Staff Mayoral Aide City Council Aide Total Full-Time Gen Gen Gen 0 0 0 0 0 0 0 0 1 1 2 4 1 1 2 4 Economic Development Economic Development Dir Business Development Officer Total Full-Time Gen Gen 0 0 0 0 0 0 1 1 2 1 1 2 4 4 11 11 1 2 1 1 8 2 1 1 2 1 1 8 2 1 1 2 1 1 8 2 1 1 2 2 1 9 2 1 1 3 0 0.75 1.00 0.00 20 1.75 0.00 1 3 0 0.75 1.00 0.00 20 1.75 0.00 1 3 0 0.75 1.00 0.00 20 1.75 0.00 1 3 1 0.75 1.00 1.00 23 1.75 1.00 City Manager Total Full-Time 1710 2013-14 Budget 1 1 5 CITY MANAGER Administration City Mgr Asst City Mgr Executive Asst to City Mgr Executive Assistant Total Full-Time Gen Gen Gen 2012-13 Actual CITY ATTORNEY Legal Services City Attorney Dep City Attorney Sr Asst City Attorney Police Legal Advisor Asst City Attorney Paralegal II+ Paralegal II+ Administrative Support Supvr Legal Assistant Executive Assistant Legal Specialist II+** Assistant City Attorney** Unclassified Temporary* Total Full-Time Total Perm FTE** Total Temp FTE* **Permanent Full-Time Equivalent Gen Gen Gen Gen Gen Gen Gen 60% Grants 40% Gen Gen Gen Gen Gen Gen *Temporary Full-Time Equivalent 292 City of Tempe 2014-15 Annual Budget Reflects all personnel changes/reductions approved by City Council through 6/30/2014 Funding 2012-13 Position Source Actual 3115 City Attorney/Water Sr Asst City Attorney Asst City Attorney Executive Assistant Total Full-Time WWW WWW WWW 1410 1411 1412 CITY CLERK City Clerk Dep City Clerk Asst City Clerk Executive Assistant Administrative Assistant II+** Unclassified Temporary* City Clerk Total Full-Time City Clerk Total Perm FTE** City Clerk Total Temp FTE* CITY COURT Administration/Judicial Division Presiding City Judge Court Admin City Judge Court Commissioner Dep Court Admin Court Svcs Supvr Sr Mgmt Asst Lead Court Svcs Supvr Court Svcs Spec II+ Court Interpreter Management Assistant II+ Unclassified Temporary* Total Full-Time Total Temp FTE * Criminal Division Court Svcs Supvr Lead Court Svcs Spec Court Svcs Spec II+ Unclassified Temporary* Total Full-Time Total Temp FTE* Civil Division Court Svcs Supvr Court Svcs Spec II+ Unclassified Temporary* Total Full-Time Total Temp FTE* **Permanent Full-Time Equivalent 2013-14 Revised 2014-15 Budget 1 1 1 3 1 1 1 3 1 1 1 3 0 0 0 0 23 1.75 0.00 23 1.75 0.00 23 1.75 0.00 23 1.75 1.00 Gen Gen Gen Gen Gen Gen 1 1 1 1 0 0.58 4 0 0.58 1 1 1 1 0 0.58 4 0 0.58 1 1 1 1 0 0.58 4 0 0.58 1 1 1 1 0.50 0.00 4 0.50 0.00 Gen Gen Gen Gen Gen Gen Gen Gen Gen Gen Gen Gen 1 1 2 2 1 1 0 0 0 0 0 0.00 8 0.00 1 1 2 2 2 1 0 0 0 0 0 0.00 9 0.00 1 1 2 2 1 0 1 0 0 0 1 0.00 9 0.00 1 1 2 2 1 3 1 2 18 1 1 4.06 33 4.06 Gen Gen Gen Gen 1 1 9 1.96 11 1.96 1 1 8 1.96 10 1.96 1 1 8 1.96 10 1.96 0 0 0 0.00 0 0.00 Gen Gen Gen 2 12 2.10 14 2.10 2 11 2.10 13 2.10 2 11 2.10 13 2.10 0 0 0.00 0 0.00 City Attorney Total Full-Time City Attorney Total Perm FTE** City Attorney Total Temp FTE* 1310 2013-14 Budget *Temporary Full-Time Equivalent 293 City of Tempe 2014-15 Annual Budget Reflects all personnel changes/reductions approved by City Council through 6/30/2014 Funding Position Source 4710 4720 4730 2013-14 Revised 2014-15 Budget Dsg Fund Dsg Fund 1 0 1 0 2 2 0 2 2 0 2 2 Fill the Gap Fund Court Interpreter Total Full-Time Grant 1 1 1 1 1 1 0 0 Local JCEF Court Svcs Spec II+ Executive Assistant Total Full-Time Grant Grant 2 1 3 2 1 3 2 1 3 2 1 3 38 4.06 38 4.06 38 4.06 38 4.06 1 1 1 0 0 1 1 1 0 1 0 1 0 1 1 8 0 1 1 1 0 1 0 1 0 1 1 8 0 0 0 1 0 1 1 0 1 1 0 6 1 0 0 1 1 1 1 0 1 1 0 7 1 1 1 1 5 1 1 0 5 4 2 1 0.66 23 0.66 1 1 1 1 5 1 1 0 5 4 2 1 5.66 23 5.66 1 1 1 1 5 1 1 1 5 3 2 1 5.66 23 5.66 1 1 1 1 5 1 1 1 5 3 2 0 11.66 22 11.66 COMMUNITY DEVELOPMENT Administration Administration/Economic Development Community Development Dir Community Development Dir Business Development Officer Economic Development Spec Rio Salado Financial Analyst Principal Planner Sr Planner Real Estate Dev Supvr Tech Development Spec Management Assistant Executive Assistant Administrative Assistant II+ Total Full-Time 2721 2013-14 Budget Court Enhancement Fund Deputy Court Admin Court Svcs Spec II+ Total Full-Time City Court Total Full-Time City Court Total Temp FTE* 2710 2012-13 Actual Building Safety Building Safety Inspections and Permits Dep Com Dev Dir - Bldg/Permits Plan Review Mgr Bldg Inspection Mgr Development Project Coord Sr Plan Check Engineer + Sr Bldg Inspector Permit Center Supervisor Sr Planner Bldg Inspector II+ Development Svcs Spec II+ Administrative Assistant II+ Customer Relations Spec Unclassified Temporary* Total Full-Time Total Temp FTE* **Permanent Full-Time Equivalent Gen 95% Grants 5% Gen Gen Gen Gen Gen Gen Gen Gen Gen Gen Gen Gen Gen Gen Gen Gen Gen Gen Gen Gen Gen Gen Gen Gen *Temporary Full-Time Equivalent 294 City of Tempe 2014-15 Annual Budget Reflects all personnel changes/reductions approved by City Council through 6/30/2014 Funding Position Source Fire 2322 Support Fire Inspector II+ Gen Fire Education Spec Gen Fire Inspector II+** Gen Total Full-Time Total Perm FTE** 2727 2731 2013-14 Revised 2014-15 Budget 0 0 0.00 0 0.00 7 1 0.00 8 0.00 7 1 0.75 8 0.75 1 3 1 1.00 5 1.00 1 3 1 2.50 5 2.50 1 3 1 2.50 5 2.50 1 3 1 6.50 5 6.50 1 1 1 0 0 1 1 1 2 6 1 0 1 1 1 2 6 1 0 1 1 1 2 6 1 1 1 1 1 2 7 0 1 1 1 1 2 2 1.86 21 1.86 1 1 1 1 2 2 1.86 21 1.86 1 1 1 1 2 2 1.86 21 1.86 1 0 1 1 2 2 1.86 20 1.86 Gen 67% Transit 33% 1 1 0 0 Principal Planner Sr Transportation Planner+ Transit 2 1 2 0 0 0 0 0 Sr Transportation Planner+ Total Full-Time Transit 0 4 1 4 0 0 0 0 1.60 1.60 1.60 1.60 1.60 1.60 1.60 1.60 Planning Code Compliance Sr Code Inspector Spec Code Inspector II+ Administrative Assistant II+ Unclassified Temporary* Total Full-Time Total Temp FTE* Planning Dep Com Dev Dir - Planning Sr Transportation Planner Tech Planner Project Mgmt Coord Sr Code Inspector Spec Code Inspector II+ Administrative Assistant II+ Unclassified Temporary* Total Full-Time Total Temp FTE* 2814 2013-14 Budget 0 0 0.00 0 0.00 Dep Com Dev Dir - Planning Code Enforcement Mgr Principal Architect Sr Architect+ Principal Planner Sr Planner Sr Planner 3923 2012-13 Actual Planning & Project Review Development Project Officer Housing Neighborhood Enhancement Homeless Outreach Coordinator** Total Perm FTE** **Permanent Full-Time Equivalent Gen Gen Gen Gen Gen 90% Grants 10% Gen Gen Gen Gen Gen Gen Gen 50% Grants 50% Gen Gen Gen Gen Gen Gen Gen Transit 50% Gen 50% Gen *Temporary Full-Time Equivalent 295 City of Tempe 2014-15 Annual Budget Reflects all personnel changes/reductions approved by City Council through 6/30/2014 Funding Position Source 2771 Section 8 Housing to 2779 Housing Svcs Mgr Grant Family Self Sufficiency Spec Grant Housing Services Spec II+ Grant Administrative Assistant II+ Grant Total Full-Time 2851 to 2872 CDBG/Home Neighborhood Revital Coord Housing Svcs Mgmt Accountant Homeless Coordinator Affordable Housing Spec Neighborhood Grants Analyst Principal Planner Grant Grant Grant Grant Grant Gen 50% Grants 50% Total Full-Time Community Development Total Full-Time Community Development Total Perm FTE* Community Development Total Temp FTE* 1219 1214 3916 2012-13 Actual 2013-14 Budget 2013-14 Revised 2014-15 Budget 1 2 6 1 10 1 2 6 1 10 1 2 6 1 10 1 2 5 1 9 1 1 1 1 1 1 1 1 1 0 1 1 1 1 1 0 1 1 1 1 1 0 1 0 6 5 5 4 77.00 1.60 3.52 76.00 1.60 10.02 78.00 1.60 10.02 75.00 2.35 20.02 COMMUNITY RELATIONS Administration Administration Community Relations Dir Mayor/City Council Chief of Staff Mayoral Aide City Council Aide Executive Assistant Unclassified Temporary* Total Full-Time Total Temp FTE* Gen Gen Gen Gen Gen Gen 1 1 1 2 1 0.49 6 0.49 1 1 1 2 1 0.49 6 0.49 0 0 0 0 0 0.00 0 0.00 0 0 0 0 0 0.00 0 0.00 Communication/Media Relations Communication & Media Relations Comm & Media Relations Mgr Public Info Officer Web & Design Coord Video Production Coord Unclassified Temporary* Total Full-Time Total Temp FTE* Gen Gen Gen Gen Gen 1 2 2 2 0.85 7 0.85 1 2 2 2 0.85 7 0.85 0 0 0 0 0.00 0 0.00 0 0 0 0 0.00 0 0.00 Gen 25% Solid Waste 25% Transit 50% 1 1 0 0 Transit 1 2 1 2 0 0 0 0 Marketing and Public Information Public Information Officer Public Information Officer Total Full-Time **Permanent Full-Time Equivalent *Temporary Full-Time Equivalent 296 City of Tempe 2014-15 Annual Budget Reflects all personnel changes/reductions approved by City Council through 6/30/2014 Funding Position Source 1215 Neighborhood Program Neighborhood Program Neighborhood Program Mgr Neighborhood Svcs Spec Neighborhood Svcs Spec Gen Gen Transit 50% WWW 50% Total Full-Time 1220 Customer Relations Center Customer Relations Supvr Customer Relations Spec Customer Relations Spec Customer Relations Spec Customer Relations Spec Total Full-Time Gen Gen SW HURF WWW Community Relations Total Full-Time Community Relations Total Temp FTE* 1214 COMMUNITY SERVICES Community Relations Communication & Media Relations Comm & Media Relations Mgr Public Info Officer Public Info Officer Web & Design Coord Video Production Coord Unclassified Temporary* Total Full-Time Total Temp FTE* 1215 Neighborhood Program Neighborhood Program Mgr Neighborhood Svcs Spec Neighborhood Svcs Spec Gen Gen Transit 50% WWW 50% Gen Gen Gen Gen Gen Transit 50% WWW 50% Total Full-Time 1220 3916 Customer Relations Center Customer Relations Supvr Customer Relations Spec Customer Relations Spec Customer Relations Spec Customer Relations Spec Transp Wkr II+ Total Full-Time Marketing and Public Information Public Information Officer Gen Gen SW HURF WWW HURF Gen 25% Solid Waste 25% Transit 50% Total Full-Time **Permanent Full-Time Equivalent *Temporary Full-Time Equivalent 297 2012-13 Actual 2013-14 Budget 2013-14 Revised 2014-15 Budget 1 1 1 1 1 1 0 0 0 0 0 0 3 3 0 0 1 1 1 1 1 5 1 1 1 1 1 5 0 0 0 0 0 0 0 0 0 0 0 0 23 1.34 23 1.34 0 0.00 0 0.00 0 0 0 0 0 0 1 2 0 1 2 1 0 0 0.00 0 0.00 0 0 0.00 0 0.00 2 2 1.34 7 1.34 2 2 1.34 8 1.34 0 0 0 0 0 0 1 1 1 1 1 1 0 0 3 3 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 3 1 1 1 1 8 1 4 1 1 1 1 9 0 0 1 1 0 0 1 1 City of Tempe 2014-15 Annual Budget Reflects all personnel changes/reductions approved by City Council through 6/30/2014 Funding Position Source 2410 Administration Administration Community Svcs Dir Dep Com Svcs Dir- Lbry/Cultrl Executive Assistant Administrative Assistant II+ Management Assistant II+ Parks Project Coordinator Arts Coord Unclassified Temporary* Total Full-Time Total Temp FTE* 2440 2484 3610 Library and Cultural Services Library Library Mgr Library Supvr Sr Social Svcs Coord+ Librarian I/II+ Library Supvr - Ops Circulation Svcs Coord Library Materials Supvr Library Spec II+ Library Asst Librarian I/II+** Library Assistant** Unclassified Temporary* Total Full-Time Total Perm FTE** Total Temp FTE* Historical Museum Museum Manager Sr Museum Curator+ Unclassified Temporary* Total Full-Time Total Temp FTE* Performing Arts - Administration Cultural Facilities Mgr Cultural Development Coord TCA Marketing Specialist Management Assistant II+ Box Office Assistant Arts Coordinator Arts Coordinator Arts Specialist Unclassified Temporary* Total Full-Time Total Temp FTE* **Permanent Full-Time Equivalent 2012-13 Actual 2013-14 Budget 2013-14 Revised 2014-15 Budget 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 Gen CIP Perf Arts Gen 0 1 0 0.52 5 0.52 0 1 0 0.52 5 0.52 1 1 1 0.52 7 0.52 1 0 1 0.52 6 0.52 Gen Gen Gen Gen Gen Gen Gen Gen Gen Gen Gen Gen 2 0 1 11 1 1 0 5 4 0.50 2.00 7.44 25 2.50 7.44 2 0 1 11 1 1 0 5 4 0.50 2.00 7.44 25 2.50 7.44 2 0 1 11 1 1 1 5 3 0.50 2.00 7.44 25 2.50 7.44 1 2 1 9 1 1 1 5 2 1.00 2.00 10.44 23 3.00 10.44 Gen Gen Gen 1 3 0.65 4 0.65 1 3 0.65 4 0.65 1 3 0.65 4 0.65 1 3 0.65 4 0.65 1 0 0 1 0 4 1 3 13.27 10 13.27 1 1 0 1 0 4 1 3 13.27 11 13.27 1 1 0 1 0 4 0 3 13.27 10 13.27 1 0 1 1 1 4 0 3 13.27 11 13.27 Gen 85% Arts 15% Gen 50% Arts 50% Gen Gen 80% Perf Arts 20% Perf Arts Perf Arts Arts Arts Arts Arts Perf Arts Arts Arts *Temporary Full-Time Equivalent 298 City of Tempe 2014-15 Annual Budget Reflects all personnel changes/reductions approved by City Council through 6/30/2014 Funding Position Source 2323 2415 Social Services Fire Support Emerg Medical Svcs Coord Emerg Paramedic Total Full-Time North Side Multigenl Center Sr Social Svcs Coord+ Administrative Assistant II+ 2457 2485 2486 2487 Diversion Social Svcs Supvr Social Svcs Counselor II+ Unclassified Temporary* Total Full-Time Total Temp FTE* Kid Zone Kid Zone Prog Mgr Community Svcs Supvr Sr Social Svcs Coord+ Social Svcs Spec Assistant Recreation Coord Unclassified Temporary* Total Full-Time Total Temp FTE* Partnerships Social Svcs Supvr Sr Social Svcs Coord+ Social Svcs Counselor II+ Crisis Intervention Spec Unclassified Temporary * Total Full-Time Total Temp FTE* Administration Dep Com Svcs Dir - Social Svcs Community Svcs Supvr Administrative Assistant II+ Administrative Assistant II+** Unclassified Temporary* Total Full-Time Total Perm FTE** Total Temp FTE* Escalante Community Center Social Svcs Mgr Sr Social Svcs Coord+ Administrative Assistant II+ Social Services Coordinator** Unclassified Temporary* Total Full-Time Total Perm FTE** Total Temp FTE* **Permanent Full-Time Equivalent 2013-14 Budget 2013-14 Revised 2014-15 Budget Gen Contract 0 0 0 0 0 0 1 6 7 1 6 7 Gen Gen 2 1 2 1 2 1 2 1 3 3 3 3 Gen Gen Gen 1 3 0.43 4 0.43 1 3 0.43 4 0.43 1 3 0.43 4 0.43 1 3 0.93 4 0.93 Gen Gen Gen Gen Gen Gen 1 1 4 5 6 58.60 17 58.60 1 1 4 5 6 58.60 17 58.60 1 1 4 5 6 58.60 17 58.60 1 1 4 5 6 58.60 17 58.60 Gen Gen Gen Gen Gen 1 2 1 3 3.60 7 3.60 1 2 1 3 3.60 7 3.60 1 2 1 3 3.60 7 3.60 1 2 1 3 3.60 7 3.60 Gen Gen Gen Gen Gen 1 1 3 0.50 0.85 5 0.50 0.85 1 1 3 0.50 0.85 5 0.50 0.85 1 1 3 0.50 0.85 5 0.50 0.85 1 1 3 0.50 0.85 5 0.50 0.85 Gen Gen Gen Gen Gen 1 3 1 0.75 7.28 5 0.75 7.28 1 3 1 0.75 7.28 5 0.75 7.28 1 3 1 0.75 7.28 5 0.75 7.28 1 3 1 0.75 7.28 5 0.75 7.28 Total Full-Time 2451 2012-13 Actual *Temporary Full-Time Equivalent 299 City of Tempe 2014-15 Annual Budget Reflects all personnel changes/reductions approved by City Council through 6/30/2014 Funding Position Source 2523 2538 2481 2521 2522 2524 2525 Senior Adults Sr Recreation Coord+ Administrative Assistant II Sr Recreation Coord+** Unclassified Temporary* Total Full-Time Total Perm FTE** Total Temp FTE* Neighborhood Facilities Sr Recreation Coord+ Total Full-Time Recreation Centers and Programs Cultural Services - Administration Arts Coord Unclassified Temporary* Total Full-Time Total Temp FTE* Recreation - Administration Dep Com Svcs Dir - Recreation Asst Recreation Coord Administrative Assistant II+ Unclassified Temporary* Total Full-Time Total Temp FTE* Special Events Recreation Mgr Sr Recreation Coord+ Asst Recreation Coord Unclassified Temporary* Total Full-Time Total Temp FTE* Special Interest and Boating Recreation Mgr Sr Recreation Coord+ Asst Recreation Coord Unclassified Temporary* Total Full-Time Total Temp FTE* Adult Sports Sr Recreation Coord+ Unclassified Temporary* Total Full-Time Total Temp FTE* 2012-13 Actual 2013-14 Budget 2013-14 Revised 2014-15 Budget Gen Gen Gen Gen 1 1 0.50 2.87 2 0.50 2.87 1 1 0.50 2.87 2 0.50 2.87 1 1 0.50 2.87 2 0.50 2.87 1 1 0.50 2.87 2 0.50 2.87 Gen 1 1 1 1 1 1 1 1 Gen Gen 1 7.32 1 7.32 1 7.32 1 7.32 1 7.32 1 7.32 1 7.32 1 7.32 Gen Gen Gen Gen 1 1 1 1.22 3 1.22 1 1 1 1.22 3 1.22 1 1 0 1.22 2 1.22 1 1 1 1.22 3 1.22 Gen Gen Gen Gen 0 2 1 2.18 3 2.18 0 2 1 2.18 3 2.18 1 2 1 2.18 4 2.18 1 3 1 2.18 5 2.18 Gen Gen Gen Gen 1 1 1 6.65 3 6.65 1 1 1 6.65 3 6.65 1 1 1 6.65 3 6.65 1 1 1 6.65 3 6.65 Gen Gen 1 3.84 1 3.84 1 3.84 1 3.84 1 3.84 1 3.84 1 3.84 1 3.84 1 2 0 3.89 3 3.89 1 2 0 3.89 3 3.89 1 2 1 2 3.89 3 3.89 3.89 3 3.89 2526 Youth Sports Recreation Mgr Gen Sr Recreation Coord+ Gen Instructional Leader* Unclassified Temporary* Gen Total Full-Time Total Temp FTE* **Permanent Full-Time Equivalent *Temporary Full-Time Equivalent 300 City of Tempe 2014-15 Annual Budget Reflects all personnel changes/reductions approved by City Council through 6/30/2014 Funding Position Source 2527 2529 2531 2532 2533 2534 2535 2536 2537 2541 Facility Resources Sr Recreation Coord+ Unclassified Temporary* Total Full-Time Total Temp FTE* 2012-13 Actual 2013-14 Budget 2013-14 Revised 2014-15 Budget Gen Gen 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 1 4.10 1 4.10 Gen Gen 1 2.41 1 2.41 1 2.41 1 2.41 1 2.41 1 2.41 1 2.41 1 2.41 Gen Gen Gen Gen 1 1 2.25 21.54 2 2.25 21.54 1 1 2.25 21.54 2 2.25 21.54 1 1 2.25 21.54 2 2.25 21.54 1 1 2.25 21.54 2 2.25 21.54 Kiwanis Concessions Unclassified Temporary* Total Temp FTE* Gen 1.99 1.99 1.99 1.99 1.99 1.99 1.99 1.99 Aquatic s Sr Recreation Coord+ Asst Recreation Coord Swimming Pool Maint Mechanic Swimming Pool Maint Tech Unclassified Temporary* Total Full-Time Total Temp FTE* Gen Gen Gen Gen Gen 1 0 1 1 16.73 3 16.73 1 0 1 1 16.73 3 16.73 1 0 1 1 16.73 3 16.73 1 1 1 1 16.73 4 16.73 Adapted Recreation Sr Recreation Coord+ Total Full-Time Gen 1 1 1 1 1 1 1 1 Gen Gen 1 2.41 1 2.41 1 2.41 1 2.41 1 2.41 1 2.41 1 2.41 1 2.41 Boating Programs Sr Recreation Coord+ Asst Recreation Coord Total Full-Time Gen Gen 1 1 2 1 1 2 1 1 2 1 1 2 Community Outreach/Marketing Recreation Mgr Total Full-Time Gen 1 1 1 1 0 0 0 0 Rio Salado Administration Administrative Assistant II+ Total Full-Time Gen 1 1 1 1 0 0 0 0 Diablo Stadium Sr Recreation Coord+ Unclassified Temporary* Total Full-Time Total Temp FTE* Kiwanis Recreation Center Recreation Mgr Sr Recreation Coord+ Administrative Assistant II+** Unclassified Temporary* Total Full-Time Total Perm FTE** Total Temp FTE* Kiwanis Batting Cage Sr Recreation Coord+ Unclassified Temp* Total Full-Time Total Temp FTE* **Permanent Full-Time Equivalent *Temporary Full-Time Equivalent 301 City of Tempe 2014-15 Annual Budget Reflects all personnel changes/reductions approved by City Council through 6/30/2014 Funding Position Source 2543 1810 1812 1831 1832 2013-14 Revised 2014-15 Budget Gen 1 1 1 1 1 1 1 1 Gen 1 1 1 1 0 0 0 0 116.00 6.50 165.69 117.00 6.50 165.69 141.00 6.50 167.03 145.00 7.00 174.63 Gen Gen Gen Gen 1 1 0.50 0.75 2 1.25 1 1 0.50 0.75 2 1.25 1 1 0.50 0.75 2 1.25 1 1 0.50 0.75 2 1.25 Gen Gen 1 1 2 1 1 2 1 1 2 1 1 2 Budget Budget Mgr Lead Budget & Finance Analyst Sr Budget & Finance Analyst+ Total Full-Time Gen Gen Gen 1 1 2 4 1 1 2 4 1 1 2 4 1 1 2 4 Accounting Controller Financial Report Anlys Supvr Cash Mgmt Supvr Payroll Supvr Accountant Payroll Specialist Financial Svcs Tech II+ Total Full-Time Gen Gen Gen Gen Gen Gen Gen 1 1 1 1 1 1 4 10 1 1 1 1 1 1 4 10 1 1 1 1 1 1 4 10 1 1 1 1 1 1 4 10 Tax and Licensing License & Collections Supvr Tax Audit Supvr Tax Auditor II+ Rental Property Spec Tax Analyst Revenue Compliance Officer II+ Financial Svcs Tech II+ Total Full-Time Gen Gen Gen Gen Gen Gen Gen 1 1 6 1 1 3 3 16 1 1 6 1 1 3 3 16 1 1 5 1 1 3 4 16 1 1 5 1 1 3 4 16 Volunteer Program Sr Social Svcs Coord+ Total Full-Time Community Services Total Full-Time Community Services Total Perm FTE** Community Services Total Temp FTE* 1212 2013-14 Budget Tennis Sr Recreation Coord+ Total Full-Time 2545 2012-13 Actual DIVERSITY Diversity Dir Sr Diversity Spec Administrative Assistant II** ADA Compliance Specialist** Diversity Total Full-Time Diversity Total Perm FTE** FINANCE & TECHNOLOGY Financial Services Administration Finance & Tech Dir Executive Assistant Total Full-Time **Permanent Full-Time Equivalent *Temporary Full-Time Equivalent 302 City of Tempe 2014-15 Annual Budget Reflects all personnel changes/reductions approved by City Council through 6/30/2014 Funding Position Source 1841 1851 2613 2621 1991 1992 Customer Services Dep Fin & Tech Dir - Finance Customer Svcs Mgr Customer Svcs Office Supvr Customer Svcs Field Supvr Sr Financial Svcs Tech Financial Svcs Tech II+ Water Meter Reader II+ Water Meter Reader I+ Total Full-Time WWW WWW WWW WWW WWW WWW WWW WWW Central Services/Purchasing Central Svcs Mgr Procurement Officer Financial Services Technician II+ Total Full-Time Gen Gen Gen Safety & Training Safety & Risk Coord Industrial Hygienist Safety & Training Spec II Safety & Training Spec II** Safety & Risk Coord** Total Full-Time Total Perm FTE** Risk Management Risk Mgr Risk Mgmt Claims Adjuster Risk Mgmt Spec Industrial Hygienist Safety & Training Spec II+ Safety & Risk Coord** Total Full-Time Total Perm FTE** Information Technology Administration Dep Fin & Tech Dir - IT Sr Mgmt Asst IT Project Mgr IT Security Admin Sr Tech Support Analyst Administrative Assistant II+ Total Full-Time Support Services Sr Data Center Support Spec IT Supvr Sr IT Svcs Consultant IT Svcs Consultant II+ Data Center Support Spec IT Support Analyst Total Full-Time **Permanent Full-Time Equivalent 2012-13 Actual 2013-14 Budget 2013-14 Revised 2014-15 Budget 1 1 1 1 1 8 7 1 21 1 1 1 1 1 8 7 1 21 1 1 1 1 1 8 8 0 21 1 1 1 1 1 8 8 0 21 1 3 3 7 1 3 3 7 1 3 3 7 1 3 3 7 WWW WWW WWW WWW WWW 1 1 1 0.50 0.00 3 0.50 0 1 2 0.00 0.50 3 0.50 0 1 2 0.00 0.50 3 0.50 0 0 0 0.00 0.00 0 0.00 Risk Risk Risk Risk Risk Risk 1 1 1 0 0 0.00 3 0.00 1 1 1 0 0 0.00 3 0.00 1 1 1 0 0 0.00 3 0.00 1 1 1 1 2 0.50 6 0.50 Gen Gen Gen Gen Gen Gen 1 1 1 1 1 1 6 1 1 1 0 0 2 5 1 1 1 0 0 2 5 1 1 1 0 0 2 5 Gen Gen Gen Gen Gen Gen 1 1 1 4 3 3 13 1 1 1 4 3 3 13 1 1 1 8 2 0 13 1 1 1 8 2 0 13 *Temporary Full-Time Equivalent 303 City of Tempe 2014-15 Annual Budget Reflects all personnel changes/reductions approved by City Council through 6/30/2014 Funding Position Source 1993 1994 1995 1996 1997 1998 2013-14 Budget 2013-14 Revised 2014-15 Budget Network Engineering IT Mgr IT Supvr Sr Enterprise Network Eng Enterprise Network Eng II+ Enterprise Network Tech II+ Lead Enterprise Network Tech Total Full-Time Gen Gen Gen Gen Gen Gen 1 1 1 4 2 1 10 1 1 1 5 2 1 11 1 1 1 5 2 1 11 1 1 1 5 2 1 11 Business Solutions IT Mgr IT Supvr Business Systems Analyst Business Systems Analyst Database Admin Webmaster Sr Programmer Analyst Sr Programmer Analyst Programmer Analyst+ Total Full-Time Gen Gen Gen WWW Gen Gen Gen WWW Gen 1 1 7 1 3 1 9 2 1 26 1 1 8 1 3 0 9 2 1 26 1 1 8 1 3 0 9 2 1 26 1 1 8 1 3 0 9 2 1 26 System Administration Sr Tech Support Analyst Sr IT Svcs Conslt Tech Support Analyst II+ Total Full-Time Gen Gen Gen 0 1 4 5 1 1 4 6 1 1 4 6 1 1 4 6 Training + Print Shop IT Trng Print Shop Svcs Supvr Print Production Lead Print Production Spec Mail Ops Clerk Total Full-Time Gen Gen Gen Gen 1 2 1 1 5 1 2 1 1 5 1 2 1 1 5 1 2 1 1 5 Security Administration IT Security Admin Total Full-Time Gen 0 0 1 1 1 1 1 1 Gen WWW Gen 0 0 0 0 0 0 0 0 0 0 0 0 1 1 1 3 Gen Gen Gen 0 0 0 0 0 0 0 0 1 1 3 5 1 1 3 5 131 0.50 133 0.50 138 0.50 141 0.50 GIS Enterprise GIS Syst Mgr Enterprise GIS Syst Admin Tech Planner Total Full-Time 2321 2012-13 Actual Fire Support Fire Budget/Finance Supvr Executive Assistant Administrative Assistant II+ Total Full-Time Finance and Information Technology Total Full-Time Finance and Information Technology Total Perm FTE** **Permanent Full-Time Equivalent *Temporary Full-Time Equivalent 304 City of Tempe 2014-15 Annual Budget Reflects all personnel changes/reductions approved by City Council through 6/30/2014 Funding Position Source 2310 2330 2332 2340 2344 2370 2374 2361 FIRE Administration/Fire Prevention Administration Fire Chief Asst Fire Chief Fire Deputy Chief Fire Budget/Finance Supvr Executive Assistant Administrative Assistant I/II+ Total Full-Time 2012-13 Actual 2013-14 Budget 2013-14 Revised 2014-15 Budget Gen Gen Gen Gen Gen Gen 1 2 3 1 1 1 9 1 2 3 1 1 1 9 1 2 3 0 0 0 6 1 2 3 0 0 0 6 Fire Prevention Asst Fire Chief Fire Inspector II+ Fire Education Spec Administrative Assistant II+ Total Full-Time Gen Gen Gen Gen 1 6 2 1 10 1 7 1 1 10 1 0 0 0 1 1 0 0 0 1 Tempe County Island Fire District Fire Inspector II+ Total Full-Time Fire District 1 1 1 1 1 1 1 1 33 36 69 138 33 36 69 138 33 36 69 138 33 36 69 138 Emergency Medical Services Fire Emergency Services Fire Captain Gen Fire Eng Gen Firefighter+ Gen Total Full-Time (66 Firefighter, Engineer or Captain positions are paramedic assignment) Fire Emergency Services - SAFR Firefighter Total Full-Time Grant 3 3 3 3 3 3 3 3 Medical Services Fire Deputy Chief Fire Captain Paramedic Assign Emerg Medical Svcs Coord Total Full-Time Gen Gen Gen 1 1 1 3 1 1 1 3 1 1 0 2 1 1 0 2 Ambulance Operations Emerg Paramedic Total Full-Time Contract 6 6 6 6 0 0 0 0 1 2 0.50 3 0.50 1 2 0.50 3 0.50 1 0 0.00 1 0.00 1 0 0.00 1 0.00 1 1 0.50 2 0.50 1 2 0.50 3 0.50 0 0 0.00 0 0.00 0 0 0.00 0 0.00 Support Services/Personnel Safety Support Services - Administration Fire Deputy Chief Fire Svcs Inventory Tech Service Aide ** Total Full-Time Total Perm FTE** Gen Gen Gen 2363 Fire Apparatus Maintenance Sr Fire Mechanic Gen Fire Mechanic Gen Fire Svcs Inventory Tech** Gen Total Full-Time Total Perm FTE** **Permanent Full-Time Equivalent *Temporary Full-Time Equivalent 305 City of Tempe 2014-15 Annual Budget Reflects all personnel changes/reductions approved by City Council through 6/30/2014 Funding Position Source 2380 2350 1911 Homeland Security/Special Operations Special Operations Fire Deputy Chief Hazardous Material Prog Spec Fire Captain Paramedic - Assign Total Full-Time Training/Professional Development Training/Professional Development Fire Deputy Chief Fire Captain Paramedic - Assign Administrative Assistant II+ Total Full-Time Fire Department Total Full-Time Fire Department Total Perm FTE** HUMAN RESOURCES Human Resources -Administration HR Dir Dep HR Dir HR Manager Employment Services Mgr Employee Benefits Mgr Sr HR Analyst+* HR Prog Coord Benefits Prog Coord HR Spec HR Tech II+ Administrative Assistant II+ Org Development Administrator Sr Learning & Org Dev Assoc Total Full-Time 2210 INTERNAL AUDIT City Auditor Internal Auditor Audit Associate** Contract Administrator** Contract Administrator* Internal Audit Total Full-Time Internal Audit Division Total Perm FTE** Internal Audit Total Temp FTE* POLICE Office of the Chief Police Chief Asst Police Chief Community Affairs Spec Executive Assistant Total Full-Time 2013-14 Budget 2013-14 Revised 2014-15 Budget Gen Gen Gen 1 1 1 3 1 0 1 2 1 0 1 2 1 0 1 2 Gen Gen Gen 1 1 1 3 181 1.00 1 1 1 3 181 1.00 1 1 0 2 156 0.00 1 1 0 2 156 0.00 Gen Gen Gen Gen Gen Gen Gen Gen Gen Gen Gen Gen Gen 1 1 0 1 1 5 0 1 3 3 1 0 0 17 1 1 0 1 1 5 0 1 3 3 1 1 2 20 1 1 3 0 0 5 1 0 3 3 1 0 2 20 1 1 3 0 0 5 1 0 3 3 1 0 2 20 17 20 20 20 Gen Gen Gen Gen Gen 1 2 0.00 0.00 0.45 3 0.00 0.45 1 2 0.00 0.50 0.00 3 0.50 0.00 1 2 0.00 0.50 0.00 3 0.50 0.00 1 2 0.50 0.00 0.00 3 0.50 0.00 Gen Gen Gen Gen 1 1 1 1 4 1 1 1 1 4 1 1 1 1 4 1 1 1 1 4 0 0 0 1 1 2 0 0 0 0 0 0 Human Resources Department Total Full-Time 1213 2012-13 Actual Investigations & Organizational Services Homeland Security Unit Sergeant Gen Police Officer Gen Total Full-Time **Permanent Full-Time Equivalent *Temporary Full-Time Equivalent 2239 306 City of Tempe 2014-15 Annual Budget Reflects all personnel changes/reductions approved by City Council through 6/30/2014 Funding Position Source 2241 2243 2225 2246 2231 2248 2251 Criminal Investigations Bureau Asst Police Chief Commander Lieutenant Sergeant Police Officer Investigative Assistant Administrative Assistant II+ Unclassified Temporary* Total Full-Time Total Temp FTE* 2012-13 Actual 2013-14 Budget 2013-14 Revised 2014-15 Budget Gen Gen Gen Gen Gen Gen Gen Gen 1 1 2 8 49 3 1 1.26 65 1.26 1 1 2 8 47 3 1 1.26 63 1.26 1 1 2 9 49 3 1 1.26 66 1.26 1 1 2 9 50 3 1 1.26 67 1.26 Special Investigations Bureau Lieutenant Sergeant Police Officer Administrative Assistant II+ Total Full-Time Gen Gen Gen Gen 1 4 22 1 28 1 4 22 1 28 1 4 21 1 27 1 4 19 1 25 HIDTA Sergeant Total Full-Time Desig 0 0 0 0 1 1 1 1 HIDTA Police Officer Total Full-Time Desig 1 1 1 1 1 1 1 1 Detention Bureau Lieutenant Detention Sergeant Detention Officer+ Total Full-Time Gen Gen Gen 0 6 21 27 1 6 21 28 1 6 21 28 1 6 21 28 Central City Bureau Lieutenant Sergeant Police Officer Licensing Spec Total Full-Time Gen Gen Gen Gen 1 2 16 1 20 1 2 16 1 20 1 2 16 0 19 1 2 16 0 19 Gen Gen Gen Gen Gen Gen Gen Gen Gen Gen 1 2 7 1 1 8 1 1 1 0.70 23 0.70 1 2 7 1 1 8 1 1 1 0.70 23 0.70 1 2 7 1 1 8 1 1 1 0.70 23 0.70 1 2 6 1 1 9 1 1 1 0.70 23 0.70 Professional Dev Bureau Commander Lieutenant Sergeant Polygraph Examiner II+ Management Assistant II+ Police Officer Community Affairs Specialist Volunteer Coord Police Support Svcs Spec Unclassifed Temporary* Total Full-Time Total Temp FTE* **Permanent Full-Time Equivalent *Temporary Full-Time Equivalent 307 City of Tempe 2014-15 Annual Budget Reflects all personnel changes/reductions approved by City Council through 6/30/2014 Funding Position Source 2232 2233 2235 2257 2259 2236 2242 Support Services Communications Bureau Communications Mgr Communications Supvr Communications Dispatcher II+ Administrative Assistant II+ Total Full-Time 2012-13 Actual 2013-14 Budget 2013-14 Revised 2014-15 Budget Gen Gen Gen Gen 1 7 38 1 47 1 7 38 1 47 1 7 38 1 47 1 7 38 1 47 Gen Gen Gen Gen Gen 1 3 2 19 1.00 25 1.00 1 3 2 19 1.00 25 1.00 1 3 2 18 1.00 24 1.00 1 3 2 18 1.00 24 1.00 Identification Unit Forensic Svcs Supvr Forensic Svcs Tech Fingerprint Tech Total Full-Time Gen Gen Gen 1 5 1 7 1 5 1 7 1 5 1 7 1 5 1 7 Property Unit Property Supvr Property Tech Total Full-Time Gen Gen 1 5 6 1 5 6 1 5 6 1 5 6 Office of Mgmt/Budget/Research Fiscal/Research Mgr Sr Budget & Finance Analyst+ Police Plan & Research Supvr Police Officer Police Analyst II+ Police Research Data Analyst II+ Tactical Crim Intel Anl+ Alarm Coord Records Spec Administrative Assistant II+ Total Full-Time Gen Gen Gen Gen Gen Gen Gen Gen Gen Gen 1 1 1 1 5 0 0 1 0 2 12 1 1 1 1 0 2 3 1 0 2 12 1 1 1 1 0 2 3 1 1 2 13 1 1 1 1 0 2 3 1 1 2 13 Gen Gen 2 0 2 2 0 2 4 1 5 4 1 5 Gen Gen Gen Gen Gen 1 4 19 1 2 27 1 4 19 1 2 27 1 4 19 1 2 27 1 4 19 1 2 27 Records Bureau Tech Svcs Bureau Mgr Police Records Supvr Administrative Assistant II+ Records Specialist Unclassifed Temporary* Total Full-Time Total Temp FTE* Operations Crime Prevention Unit Police Officer Licensing Spec Total Full-Time Traffic Investigations Bureau Lieutenant Sergeant Police Officer Administrative Assistant II+ Traffic Enforcement Aide Total Full-Time **Permanent Full-Time Equivalent *Temporary Full-Time Equivalent 308 City of Tempe 2014-15 Annual Budget Reflects all personnel changes/reductions approved by City Council through 6/30/2014 Funding Position Source 2271 2272 2201 2209 2222 2279 Patrol Administration/South Ops Asst Police Chief Sergeant Lieutenant Police Officer Administrative Assistant II+ Unclassified Temporary* Total Full-Time Total Temp FTE* 4516 4522 2013-14 Budget 2013-14 Revised 2014-15 Budget Gen Gen Gen Gen Gen Gen 1 3 2 1 3 3.29 10 3.29 1 3 1 1 3 3.29 9 3.29 1 3 1 1 3 3.29 9 3.29 1 3 1 1 3 3.29 9 3.29 Patrol North Operations Commander Sergeant Lieutenant Police Officer Total Full-Time Gen Gen Gen Gen 2 24 2 144 172 2 24 2 144 172 2 24 2 142 170 2 24 3 142 171 AZ Post Commander Total Full-Time Desg 1 1 0 0 0 0 0 0 Vehicle Impound Police Officer Vehicle Impound Specialist Records Specialist Communications Dispatcher II+ Administrative Assistant II+ Total Full-Time Desg Desg Desg Desg Desg 2 2 1 1 1 7 2 2 1 1 1 7 2 2 1 1 1 7 2 2 1 1 1 7 RICO Police Officer - CIB Detective Police Officer Total Full-Time Desg Fund Desg Fund 1 2 3 1 2 3 1 2 3 1 2 3 CFD 50% Gen 50% 1 1 1 1 1 1 1 1 Rio Salado - Park Rangers Sergeant Total Full-Time 3913 2012-13 Actual PD - Security Transportation Center Sergeant Total Full-Time Transit 1 1 1 1 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 1 1 1 1 1 1 1 1 491 6.25 490 6.25 491 6.25 491 6.25 Police Department Total Full-Time Police Department Total Temp FTE* **Permanent Full-Time Equivalent *Temporary Full-Time Equivalent 309 City of Tempe 2014-15 Annual Budget Reflects all personnel changes/reductions approved by City Council through 6/30/2014 Funding 2012-13 Position Source Actual 3210 3221 3222 PUBLIC WORKS Administration Public Works Director Sr Mgmt Asst Public Works Util Admin Mgr Public Works Admin Mgr Public Works Trng Coord Public Works Trng Coord Public Works Supvr- Admin Energy Mgmt Coord Executive Assistant** Unclassified Temporary* Total Full-Time Total Perm FTE** Total Temp FTE* Engineering Engineering/Admin Support/Contract Admin Dep Pub Wks Dir - Engineering Contract Compl Analyst Eng Services Mgr Eng Contract Supvr Eng Contract Svcs Spec II+ Sr Eng Associate+ Total Full-Time Engineering/Private Development and Utility Principal Civil Engineer Sr Civil Eng+ Sr Eng Associate+ Eng Tech II+ Total Full-Time 3223 3225 Engineering/Capital Improvements CIP Design & Construction Mgr Sr Civil Engineer+ Sr Civil Engineer+ Sr Civil Engineer+ Sr Construction Project Mgr Sr Eng Associate+ Sr Eng Associate+ Unclassified Temporary Total Full-Time Total Temp FTE* Engineering/Information & Technical Services Principal Civil Engineer Right of Way Mgmt Coord Sr Eng Associate+ Eng Tech II+ Survey Tech II+ Total Full-Time **Permanent Full-Time Equivalent 2013-14 Budget 2013-14 Revised 2014-15 Budget Gen Gen WWW Gen WWW Gen Gen Gen Gen Gen 1 1 1 0 1 0 0 1 0.63 0.49 5 0.63 0.49 1 1 0 1 0 1 0 1 0.75 0.49 5 0.75 0.49 1 0 0 2 0 0 2 0 0.75 0.49 5 0.75 0.49 1 0 0 2 0 0 2 0 0.75 0.49 5 0.75 0.49 Gen Transit Gen Gen Gen Gen 1 1 1 1 2 1 7 1 1 1 1 2 1 7 1 1 1 1 2 1 7 1 1 1 1 2 1 7 Gen 50% WWW 50% Gen Gen Gen 1 1 1 1 1 5 1 8 1 5 1 8 1 5 1 8 2 5 1 9 Gen Gen WWW Transit WWW WWW Gen Gen 1 2 1 1 1 0 3 0.00 9 0.00 1 2 1 1 1 0 3 0.00 9 0.00 1 2 1 1 0 1 3 0.00 9 0.00 1 2 1 1 0 1 3 0.50 9 0.50 Transit Gen Gen Gen Gen 1 1 1 2 1 6 1 1 1 2 1 6 1 1 1 2 1 6 1 1 1 2 1 6 *Temporary Full-Time Equivalent 310 City of Tempe 2014-15 Annual Budget Reflects all personnel changes/reductions approved by City Council through 6/30/2014 Funding Position Source 3232 Field Operations Field Operations - Admin Dep Pub Wks Dir - Field Oper Public Works Supvr - Admin Sr Mgmt Asst Total Full-Time 2324 3241 3261 3262 Fire Support Sr Fire Mechanic Fire Mechanic Fire Svcs Inventory Tech Fire Svcs Inventory Tech** Fire Service Aide** Total Full-Time Total Perm FTE** Gen 50% SW 50% Gen 50% SW 50% Gen 50% SW 50% Fleet Services/Fleet Maintenance Fleet Supvr Public Works Supvr - Heavy Equip Sr Fleet Equip Mechanic Equip Mechanic Equip Mechanic Fleet Equip Coord Fleet Service Wrk II Total Full-Time 2013-14 Budget 2013-14 Revised 2014-15 Budget 1 1 1 1 0 0 1 1 1 1 0 0 2 2 2 2 0 0 0 0.00 0.00 0 0.00 0 0 0 0.00 0.00 0 0.00 1 2 2 0.50 0.50 5 1.00 1 2 2 0.50 0.50 5 1.00 1 2 1 11 0 1 1 17 1 2 1 11 0 1 1 17 1 2 1 11 0 1 1 17 1 2 1 11 2 1 1 19 Gen Gen Gen Gen Gen 1 1 1 3 0.50 6 0.50 1 1 1 3 0.50 6 0.50 1 1 1 3 0.50 6 0.50 1 1 1 3 0.50 6 0.50 Gen Gen Gen Gen SW Gen Gen 2 0 4 12 1 0 4 23 2 0 4 12 1 0 4 23 0 2 4 11 1 1 4 23 0 2 4 11 3 1 4 25 1 2 2 0 24 1 0 0 30 1 2 2 0 21 1 0 0 27 1 2 2 0 21 1 0 0 27 1 2 2 1 21 1 2 2 32 Gen Gen Gen Gen Gen Field Operations/Facility Maintenance Administration Facility Maint Mgr Gen Fac Maint Supvr Gen Facility Automation Tech Gen Bldg Equip Tech II+ Gen Bldg Equip Tech II+ Transit Fac Electrician Gen Administrative Assistant II+ Gen Total Full-Time Fleet Services/Fleet Management Fleet Mgr Fleet Analyst Fleet Parts Supvr Fleet Parts Spec Unclassified Temporary* Total Full-Time Total Temp FTE* 2012-13 Actual 3271 Field Services/Custodial 1 Custodial Svcs Supt Gen Custodial Supvr Gen Custodial Team Leader Gen Bldg Equip Tech Transit Custodian Gen Custodian SW Custodian Transit Custodian WWW Total Full-Time **Permanent Full-Time Equivalent *Temporary Full-Time Equivalent 311 City of Tempe 2014-15 Annual Budget Reflects all personnel changes/reductions approved by City Council through 6/30/2014 Funding Position Source 3612 TCA Facility Management Bldg Equip Tech II+ TCA Maint Supvr TCA Maint Supvr TCA Maint Worker Total Full-Time 3721 2511 2512 Hazardous Material Safety Environmental Hlth & Safety Supv Hazardous Material Safety Spec Unclassified Temporary* Total Full-Time Total Temp FTE* Field Services/Rolling Hills Golf Parks/Golf Course Maint Coord Public Works Team Lead Sprinkler Systems Maint. Worker/II+ Groundskeeper I/II+* Total Full-Time Total Temp FTE* Field Services/Ken McDonald Golf Public Works Supvr 2527 2552 2553 Facility Resources Sr Recreation Coord+ Unclassified Temporary* Total Full-Time Total Temp FTE* Parks Maintenance Parks Mgr Total Full-Time Diablo Stadium Maintenance Public Works Supervisor Sprinkler Sys Maint Wkr II+ Groundskeeper I/II+ Unclassified Temporary* Total Full-Time Total Temp FTE* **Permanent Full-Time Equivalent 2013-14 Budget 2013-14 Revised 2014-15 Budget Arts Arts 50% Transit 50% 1 1 1 1 1 0 1 0 Arts Arts 0 5 7 0 5 7 1 5 7 1 5 7 SW SW SW 1 1 0.98 2 0.98 1 1 0.98 2 0.98 1 1 0.98 2 0.98 1 1 0.98 2 0.98 Golf Golf Golf Golf 1 0 1 4.07 2 4.07 1 0 0 4.07 1 4.07 1 0 0 4.07 1 4.07 0 1 0 0 1 0 1 0 0 0 0 1 0 1 1 4 1 1.35 9 1.35 1 1 0 1 1 4 1 1.35 9 1.35 1 1 0 1 1 4 1 1.35 9 1.35 1 0 1 1 1 3 1 1.35 8 1.35 Gen Gen 2 4.10 2 4.10 2 4.10 2 4.10 2 4.10 2 4.10 0 0.00 0 0.00 Gen 1 1 1 1 1 1 1 1 Gen Gen Gen Gen 1 1 6 0.56 8 0.56 1 1 6 0.56 8 0.56 1 1 6 0.56 8 0.56 1 1 6 0.56 8 0.56 Gen 50% Golf 50% Golf Golf Golf Golf Golf Golf Golf Golf Public Works Supvr Parks/Golf Course Maint Coord Public Works Team Lead P & G Mechanic Sprinkler System Maint. Worker I/II+ Groundskeeper I/II+ Equipment Operator I Unclassified Temporary* Total Full-Time Total Temp FTE* 2012-13 Actual *Temporary Full-Time Equivalent 312 City of Tempe 2014-15 Annual Budget Reflects all personnel changes/reductions approved by City Council through 6/30/2014 Funding Position Source 2554 2556 2557 2559 3611 3712 Rio Salado Maintenance Public Works Supvr Groundskeeper I/II+ Unclassified Temporary* Total Full-Time Total Temp FTE* North Parks Public Works Supvr Parks/Golf Course Maint Coord Public Works Team Lead Parks Fac Maint Wkr II+ Parks/Golf Mechanic Sprinkler Sys Maint Wkr II+ Equip Operator II Groundskeeper I/II+ Unclassified Temporary* Total Full-Time Total Temp FTE* Rio Salado Maintenance - CFD Parks/Golf Maint Coord Public Works Team Lead Sprinkler Sys Maint Wkr II+ Unclassified Temporary* Total Full-Time Total Temp FTE* South Parks Public Works Supvr Parks Fac Maint Wkr II+ Parks/Golf Course Maint Coord Public Works Team Lead Sr Groundskeeper Equip Operator II Sprinkler Sys Maint Wkr II+ Groundskeeper I/II+ Groundskeeper I/II+ Administrative Assistant II+ Unclassified Temporary* Total Full-Time Total Temp FTE* Tempe Arts Park Groundskeeper II+ Unclassified Temporary* Total Full-Time Total Temp FTE* Field Services/Solid Waste Support Services Solid Waste Svcs Mgr Solid Waste Inspector Management Assistant II+ Financial Svcs Tech II+ Administrative Assistant II+ Total Full-Time **Permanent Full-Time Equivalent 2012-13 Actual 2013-14 Budget 2013-14 Revised 2014-15 Budget Gen Gen Gen 1 2 2 3 2.00 1 2 2 3 2.00 1 2 2 3 2.00 1 2 2 3 2.00 Gen Gen Gen Gen Gen Gen Gen Gen Gen 1 1 0 1 1 2 4 4 3.42 14 3.42 1 1 0 1 1 2 4 4 3.42 14 3.42 1 1 0 1 1 2 4 4 3.42 14 3.42 1 0 1 1 1 2 4 4 3.42 14 3.42 CFD CFD CFD CFD 1 0 1 2.00 2 2.00 1 0 1 2.00 2 2.00 1 0 1 2.00 2 2.00 0 1 1 2.00 2 2.00 Gen Gen Gen Gen Gen Gen Gen Gen SW Gen Gen 1 1 2 0 1 3 3 3 1 0 1.70 15 1.70 1 1 2 0 1 3 3 3 1 0 1.70 15 1.70 1 1 2 0 0 3 3 3 1 1 1.70 15 1.70 1 1 0 2 0 3 3 3 1 1 1.70 15 1.70 Arts Arts 1 1.44 1 1.44 1 1.44 1 1.44 1 1.44 1 1.44 1 1.44 1 1.44 SW SW SW SW SW 1 3 0 0 2 6 1 3 0 1 1 6 1 3 0 1 1 6 1 0 2 1 1 5 *Temporary Full-Time Equivalent 313 City of Tempe 2014-15 Annual Budget Reflects all personnel changes/reductions approved by City Council through 6/30/2014 Funding Position Source 3713 3714 3715 3716 3717 3718 3813 3814 2012-13 Actual 2013-14 Budget 2013-14 Revised 2014-15 Budget Field Services/Solid Waste Residential Refuse Solid Waste/Recycling Supvr Public Works Supvr-Heavy Equip Sr Solid Waste Equip Oper Solid Waste Equip Oper II+ Total Full-Time SW SW SW SW 1 0 0 19 20 1 0 0 19 20 0 1 1 18 20 0 1 1 18 20 Field Services/Solid Waste Commercial Refuse Solid Waste/Recycling Supvr Public Works Supvr-Heavy Equip Sr Solid Waste Equip Oper Management Assistant II+ Solid Waste Equip Oper II+ Total Full-Time SW SW SW SW SW 2 0 3 0 14 19 1 0 2 2 14 19 0 1 2 2 14 19 0 1 2 0 12 15 Field Services/Roll Off Tilt Frame Solid Waste Equip Oper II+ Total Full-Time SW 3 3 3 3 3 3 3 3 SW SW SW SW SW 0 0 4 0 0.50 4 0.50 0 0 4 0 0.50 4 0.50 0 0 4 0 0.50 4 0.50 1 4 4 2 0.50 11 0.50 Solid Waste Ed & Community Outreach Sr Mgmt Asst Total Full-Time SW 1 1 1 1 1 1 1 1 Field Services/Solid Waste Uncontained Refuse Solid Waste/Recycling Supvr Public Works Supvr-Heavy Equip Solid Waste Equip Oper II+ Total Full-Time SW SW SW 1 0 15 16 1 0 13 14 0 2 12 14 0 1 10 11 HURF HURF HURF HURF HURF SW HURF WWW WWW 1 1 0 3 8 2 2 4 0 21 1 1 0 2 8 2 2 4 0 20 1 0 1 2 8 2 0 0 4 18 1 0 1 2 8 2 0 0 4 18 HURF 0 0 1 1 1 1 1 1 Field Services/Solid Waste Support Services Public Works Supvr-Heavy Equip Solid Waste Inspector Solid Waste Equip Spec Solid Waste Equip Oper II+ Wash Bay Attendant** Total Full-Time Total Perm FTE** Transportation Streets & Traffic Ops/Street Maintenance Sr Civil Eng+ Streets Supervisor Public Works Supvr - Heavy Equip Streets Maint Team Leader Street Maint Equip Operator II+ Street Maint Equip Operator II+ Transp Wrk II+ Equip Operator I Street Maint Equip Operator II+ Total Full-Time Street & Traffic Operations/Right-of-Way Streets Maint Team Leader Total Full-Time **Permanent Full-Time Equivalent *Temporary Full-Time Equivalent 314 City of Tempe 2014-15 Annual Budget Reflects all personnel changes/reductions approved by City Council through 6/30/2014 Funding Position Source 3821 3822 Streets & Traffic Operations/Administration Transp Maint Mgr Traffic Ops Support Spec Management Assistant II+ Total Full-Time 3824 3825 3911 3914 2013-14 Budget 2013-14 Revised 2014-15 Budget HURF HURF HURF 1 1 1 3 1 1 1 3 1 1 1 3 1 1 1 3 HURF HURF 50% Transit 50% HURF HURF HURF HURF 1 0 1 0 0 1 0 1 0 2 2 1 6 0 3 2 1 7 1 3 2 1 8 1 3 2 1 8 Streets & Traffic Operations/Operations Sign Tech Transp Wkr II+ Total Full-Time HURF HURF 1 4 5 1 4 5 1 5 6 1 5 6 Streets & Traffic Operations/Street Lighting Traffic Signal Svcs Wkr II+ Lighting Systems Coord Total Full-Time HURF HURF 0 1 1 0 1 1 0 0 0 1 0 1 Streets & Traffic Operations/Signal System Public Works Supvr Traffic Signal Tech II+ Traffic Signal Tech II+ Traffic Signal Tech Crew Lead Traffic Signal Svcs Wkr II+ Total Full-Time HURF HURF Transit HURF HURF 1 3 1 1 2 8 1 3 1 1 2 8 1 3 1 1 3 9 1 3 1 1 2 8 Transit Transit Transit Transit Transit Transit Transit 0 0 1 1 1 1 1.00 4 1.00 0 0 1 1 1 1 1.00 4 1.00 1 2 0 1 1 1 1.00 6 1.00 1 2 0 1 1 1 1.00 6 1.00 Transit Transit Transit Transit Transit 1 1 1 2 2 7 1 1 1 2 2 7 0 1 1 2 2 6 0 1 1 2 0 4 Transportation/Studies & Design Dep Pub Wks Dir-Trans/Traf Eng Dep Pub Wks Dir-Trans/Traf Eng Traffic Eng Sr Civil Eng+ Traffic Eng Analyst Sr Traffic Eng Tech+ Total Full-Time 3823 2012-13 Actual Transportation/Transit Transit Mgr Public Works Supvr - Admin Sr Mgmt Asst Transportation Financial Analyst Transportation Support Spec Administrative Assistant II+ Unclassified Temporary * Total Full-Time Total Temp FTE* Transit Operations Transit Mgr Transporation Fac Suprv Sr Transit Ops Coord Transit Operations Coord II+ Bldg Equip Tech II+ Total Full-Time **Permanent Full-Time Equivalent *Temporary Full-Time Equivalent 315 City of Tempe 2014-15 Annual Budget Reflects all personnel changes/reductions approved by City Council through 6/30/2014 Funding 2012-13 Position Source Actual 3915 3917 3921 3922 3923 3002 3003 3004 3011 Transportation/Transit Store Bldg Equip Tech II+ Lead Transit Store Tech Financial Svcs Tech II+ Custodian Financial Svcs Tech I/II+** Total Full-Time Total Perm FTE** 2013-14 Budget 2013-14 Revised 2014-15 Budget Transit Transit Transit Transit Transit 1 1 1 2 0.50 5 0.50 1 1 1 2 0.50 5 0.50 1 1 1 2 0.50 5 0.50 0 1 1 0 0.50 2 0.50 Transportation/Bus Stop Maintenance Transp Wkr II+ Groundskeeper II+ Total Full-Time Transit Transit 3 2 5 3 2 5 3 1 4 3 1 4 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 0 0.50 0 0.50 0 0.50 0 0.50 0 0.50 0 0.50 Transit Transit 0 0 0 0 0 0 1 3 4 1 3 4 WWW WWW WWW WWW WWW WWW WWW 1 1 1 0 1 2 2 0.49 8 0.49 1 1 1 0 1 2 2 0.49 8 0.49 1 1 1 1 0 2 2 0.49 8 0.49 1 1 1 1 0 0 2 0.49 6 0.49 Water Utilities Warehouse Warehouse Supvr Water Inventory Svcs Spec Total Full-Time WWW WWW 1 1 2 1 1 2 1 1 2 1 1 2 Water Utilities Security Water Util Div Security Supvr WUD Security Officer Total Full-Time WWW WWW 1 5 6 1 5 6 1 5 6 1 5 6 Water Quality - Administration Plant Ops Mgr Total Full-Time WWW 1 1 1 1 1 1 1 1 Transportation Systems Sr Civil Eng+ Sr Civil Eng+** Total Full-Time Total Perm FTE** Planning & Project Review Development Project Officer Principal Planner Total Full-Time Water Utilities Water Utilities - Administration Dep Pub Wks Dir - Water Util Planning & Research Analyst Management Assistant II+ Public Works Supvr- Admin Executive Assistant Custodian Administrative Assistant II+ Unclassified Temporary* Total Full-Time Total Temp FTE* **Permanent Full-Time Equivalent *Temporary Full-Time Equivalent 316 City of Tempe 2014-15 Annual Budget Reflects all personnel changes/reductions approved by City Council through 6/30/2014 Funding Position Source 3012 3013 3014 3021 3022 3024 3026 2013-14 Budget 2013-14 Revised 2014-15 Budget Control Center Operations Control Center Supvr Instrument & Cntrl Tech (SBP) Control Center Oper Total Full-Time WWW WWW WWW 1 1 4 6 1 1 4 6 1 1 4 6 1 1 4 6 Johnny G. Martinez Water Plant Plant Supvr (SBP) Instrument & Cntrl Tech (SBP) Plant Electrician (SBP) Plant Mechanic (SBP) Plant Oper+ (SBP) Plant Ops & Maint Trainee+ Total Full-Time WWW WWW WWW WWW WWW WWW 1 1 1 3 6 0 12 1 1 1 3 6 0 12 1 1 1 3 6 1 13 1 1 1 3 5 1 12 South Tempe Water Plant Plant Supvr (SBP) Instrument & Cntrl Tech (SBP) Plant Electrician (SBP) Plant Mechanic (SBP) Plant Oper+ (SBP) Plant Ops & Maint Trainee+ Total Full-Time WWW WWW WWW WWW WWW WWW 1 1 1 2 5 2 12 1 1 1 2 5 2 12 1 1 1 2 7 1 13 1 1 1 2 7 1 13 Distribution System Services - Admin Water Distribute & Collect Mgr Computer Maint Mgmt System II+ Administrative Assistant II+ Total Full-Time WWW WWW WWW 1 4 1 6 1 4 1 6 1 4 1 6 1 4 1 6 Distribution System Maintenance Util Svcs Tech Supvr (SBP) Util Svcs Tech II+ (SBP) Total Full-Time WWW WWW 4 19 23 4 19 23 4 19 23 4 19 23 WWW WWW 1 7 8 1 7 8 1 7 8 1 7 8 Technical Support Team Principal Civil Eng Management Assistant II+ GIS Analyst+ GIS Coord GIS Tech+ TV Truck Tech Underground Util Coord Administrative Assistant II+ Total Full-Time WWW WWW WWW WWW WWW WWW WWW WWW 1 1 2 1 1 2 2 1 11 1 1 2 1 1 2 2 1 11 1 1 2 1 1 2 2 1 11 1 1 2 1 0 2 2 1 10 Environmental Administration Environmental Svcs Mgr Water Qual Process/Plan Coord Management Assistant II+ Administrative Assistant II+ Total Full-Time WWW WWW WWW WWW 1 1 1 2 5 1 1 1 2 5 1 1 1 2 5 1 1 1 2 5 Irrigation Irrigation Supvr Irrigator Total Full-Time 3025 2012-13 Actual **Permanent Full-Time Equivalent *Temporary Full-Time Equivalent 317 City of Tempe 2014-15 Annual Budget Reflects all personnel changes/reductions approved by City Council through 6/30/2014 Funding Position Source 3027 3028 3029 3034 3035 3041 3051 3052 2012-13 Actual 2013-14 Budget 2013-14 Revised 2014-15 Budget Environmental Services Environmental Program Supvr Environmental Quality Spec Total Full-Time WWW WWW 1 4 5 1 4 5 1 4 5 1 4 5 Environmental - Wastewater Environmental Compl Supvr Environmental Comp Insp II+ Total Full-Time WWW WWW 1 7 8 1 7 8 1 7 8 1 7 8 WWW WWW WWW 0 0 0 0 1 5 1 7 1 5 1 7 1 4 1 6 Kyrene Water Reclamation Plant Plant Supvr (SBP) Plant Mechanic (SBP) Plant Operator+ (SBP) Total Full-Time WWW WWW WWW 1 1 4 6 1 1 4 6 1 1 0 2 0 0 0 0 Field Facilities - Wastewater Plant Supvr (SBP) Instrument & Cntrl Tech (SBP) Plant Electrician (SBP) Plant Mechanic (SBP) Total Full-Time WWW WWW WWW WWW 1 1 1 2 5 1 1 1 2 5 1 1 1 2 5 1 1 0 2 4 Laboratory Services - Administration Laboratory Supervisor Chemist II+ Environmental Quality Supvr Water Quality Specialist Environmental Compl Insp II+ Total Full-Time WWW WWW WWW WWW WWW 1 5 1 5 1 13 1 5 0 0 0 6 1 5 0 0 0 6 1 5 0 0 0 6 Water Resources - Administration Water Resources Mgr Water Resources Hydrologist Total Full-Time WWW WWW 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 WWW WWW WWW WWW 1 1 1 1 4 1 1 1 1 4 1 1 1 1 4 1 1 0 1 3 458 1.63 24.10 452 2.25 24.10 459 3.25 24.10 451 3.25 16.43 Environmental Sampling & Monitoring Environmental Quality Supvr Water Quality Specialist Environmental Compl Insp II+ Total Full-Time Total Temp FTE* Public Works Total Full-Time Public Works Total Perm FTE** Public Works Total Temp FTE* **Permanent Full-Time Equivalent *Temporary Full-Time Equivalent 318 City of Tempe 2014-15 Annual Budget Reflects all personnel changes/reductions approved by City Council through 6/30/2014 Funding Position Source 1217 Tempe Learning Center Org Development Admin 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 2012-13 Actual 2013-14 Budget 2013-14 Revised 2014-15 Budget 1 2 3 0 0 0 0 0 0 0 0 0 1,578 14.23 205.99 1,573 15.35 212.04 1,571 15.35 212.04 1,567 17.10 222.39 *Temporary Full-Time Equivalent Personnel by Fund Permanent FTE positions (Full and Part-Time) 2012-13 Actual General Fund Enterprise Funds Golf Solid Waste Water/Wastewater Special Revenue Funds HURF Performing Arts 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 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 1,181.75 1,176.87 1,175.20 1,190.10 10.50 78.75 183.50 10.00 76.75 181.50 10.00 76.75 179.50 9.00 76.75 162.50 38.00 17.15 3.00 33.83 39.00 17.15 3.00 33.83 39.50 17.65 3.00 33.50 39.50 18.65 6.50 34.00 6.00 1.00 1.00 1.00 16.15 2.50 1.00 1.00 1.00 1.00 3.00 1.20 3.00 3.00 1.00 7.00 0.40 6.00 1.00 0.00 1.00 15.15 2.50 2.00 1.00 1.00 1.00 3.00 2.20 3.00 3.00 1.00 7.00 0.40 6.00 1.00 0.00 1.00 15.15 2.50 2.00 1.00 1.00 2.00 3.00 2.20 3.00 3.00 1.00 7.00 0.40 6.00 1.00 0.00 0.00 13.00 2.50 2.00 1.00 1.00 2.00 3.00 1.20 3.00 3.00 1.00 7.00 0.40 Grand Total 1,592.93 1,588.35 1,586.35 1,584.10 319 2013-14 Budget 2013-14 Revised 2014-15 Budget City of Tempe 2014-15 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. 320 City of Tempe 2014-15 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. 321 City of Tempe 2014-15 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. 322 City of Tempe 2014-15 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. 323 City of Tempe 2014-15 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. 324 City of Tempe 2014-15 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 Measure - Specific quantitative and qualitative indicator 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. 325 City of Tempe 2014-15 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. 326 City of Tempe 2014-15 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). 327 City of Tempe 2014-15 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 CC&B-Customer Care & Billing 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 EVBOM-East Valley Bus Operations & Maintenance 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 GDP-Gross Domestic Product 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 MSA-Metropolitan Statistical Areas 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 328 City of Tempe 2014-15 Annual Budget Index A Acronyms .................................................................. 328 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 ................................................ 287 Budget Calendar ......................................................... 26 Budget Message ........................................................... 1 Budget Per Capita ................................................. 32, 87 Budget Policies ........................................................... 16 Budget Process Flowchart .......................................... 23 Budget Process Summary........................................... 24 Budget Resolution ..................................................... 277 Budget Schedules Estimated Revenue and Expenditures Summary .. 280 Expenditures Within Each Fund Summary ............ 284 Other Financing Sources and Interfund Transfers Summary............................................ 282 Revenue Other Than Property Taxes .................... 280 Summary by Department and Fund ....................... 283 Tax Levy and Tax Rate Information ....................... 279 C Calendar, Budget ........................................................ 26 Capital Improvements Program Capital Budget Policy........................................ 16,176 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 .............................. 96 City Clerk Performance Budget ................................... 98 City Court Performance Budget ................................ 102 City Limits.................................................................... 11 City Manager Performance Budget ............................. 94 Citywide Overview of Operating Budget Debt Service, Revenue and Staffing ........................ 32 Community Development Performance Budget ........ 104 Administration/Economic Development ................. 106 Building Safety ....................................................... 107 Housing ................................................................. 109 Planning................................................................. 108 Community Development Block Grant Revenue ......... 80 Community Profile ......................................................... 8 Community Services Performance Budget ............... 112 Administration ....................................................... 114 Community Relations ............................................ 115 Library and Cultural Services................................. 117 Recreation Services .............................................. 119 Social Services ...................................................... 120 Comparative Operating Revenue by Source............... 63 Comprehensive Financial Plan Comprehensive Financial Plan Overview ................ 36 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 Strategic Priorities ............................................ 6 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 ............................................................. 11 Department Expenditures, Summary by Fund .......... 283 Department Expenditures, Summary Within Each Fund ............................................................. 284 Departmental, Per Capita Performance Budget .......... 87 Departments, Performance Budget City Attorney ............................................................ 96 City Clerk ................................................................. 98 City Court............................................................... 102 City Manager ........................................................... 94 Community Development ...................................... 104 Community Services.............................................. 112 Diversity Office ...................................................... 122 Finance and Technology ....................................... 124 Fire ........................................................................ 132 Human Resources ................................................. 138 Internal Audit Office ............................................... 140 Mayor and Council................................................... 92 Police..................................................................... 142 Public Works.......................................................... 148 Diversity Performance Budget................................... 122 E Enterprise Funds, Comprehensive Financial Plans..... 50 Enterprise Funds Revenue Golf Course Fees .................................................... 83 329 City of Tempe 2014-15 Annual Budget H Solid Waste Fees..................................................... 82 Water/Wastewater User Fees .................................. 81 Estimated Revenues and Expenditures .................... 278 Highway User Tax Fund (HURF) Fund Balances, Restricted ..................................... 30 Revenue .................................................................. 78 Human Resources Performance Budget................... 138 F Financial Program Components .................................. 28 Financial Program Summary ....................................... 21 Financial Reporting Policies ........................................ 18 Financial Reserve Policies .......................................... 17 Finance and Technology Performance Budget ......... 124 Administration ........................................................ 125 Budget/Tax and License ........................................ 128 Finance .................................................................. 126 Information Technology ......................................... 130 Financial Structure and Organization Fund Structure ....................................................... 288 Level of Revenue and Expenditure Detail.............. 288 Relationship Between Budgeting and Accounting . 288 Types of Budgeting ................................................ 288 Fines and Forfeitures .................................................. 75 Fire Performance Budget .......................................... 132 Administration/Fire Prevention .............................. 133 Emergency/Medical Services ................................ 134 Homeland Security/Special Operations ................. 136 Support Services/Personnel Safety ....................... 137 Training/Professional Development ....................... 135 Fund Balances, Unassigned/Restricted General Fund ..................................................... 29, 42 Performing Arts Fund......................................... 30, 46 Transit Fund ...................................................... 30, 44 Transportation Fund .......................................... 30, 48 Fund Structure .......................................................... 288 Fund Summary ............................................................ 20 I Internal Audit Performance Budget ........................... 140 L Local (City Sales Tax) ................................................. 66 Local Transportation Assistance Fund (LTAF) ............ 79 M Mayor and Council Performance Budget .................... 92 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, 91 Other Financing Sources and Interfund Transfers .... 282 G 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 ..................................................... 320 Golf Fund Comprehensive Financial Plan ................................ 54 Net Assets, Unrestricted ........................ 18, 20, 31, 54 Revenue .................................................................. 83 P Per Capita Performance Budget ................................. 87 Performance Benchmarking........................................ 88 Performance Budget, Departments City Attorney ............................................................ 96 City Clerk ................................................................. 98 City Court............................................................... 102 City Manager ........................................................... 94 Community Development ...................................... 104 Community Services.............................................. 112 Diversity Office ...................................................... 122 Finance and Technology ....................................... 124 Fire ........................................................................ 132 Human Resources ................................................. 138 Internal Audit Office ............................................... 140 Mayor and Council................................................... 92 Police..................................................................... 142 Public Works.......................................................... 148 Performance Budget Summary ................................... 86 330 City of Tempe 2014-15 Annual Budget Performance Budget, Departmental Per Capita .......... 87 Performing Arts Comprehensive Financial Plan ................................ 46 Fund Balances, Restricted ................................ 30, 46 Personnel Changes for FY 2014-15 ....................................... 290 Summary by Department ....................................... 289 Summary by Fund ................................................. 319 Ten-Year History...................................................... 34 Police Performance Budget....................................... 142 Office of the Chief .................................................. 143 Operations ............................................................. 144 Investigations and Organizational Services ........... 146 Support Services ................................................... 145 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 ....................................................... 279 Levy Policy ...................................................... 19, 177 Ordinance .............................................................. 276 Revenue .................................................................. 68 10 Year Historical Trends ...................................... 176 Public Works Performance Budget............................ 148 Administration ........................................................ 150 Engineering ........................................................... 151 Field Operations .................................................... 153 Transportation ....................................................... 156 Water Utilities ........................................................ 159 Purpose Statement........................................................ xi 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 ......... 280 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................................................................ 278 Schedule B................................................................ 279 Schedule C ............................................................... 280 Schedule D ............................................................... 282 Schedule E................................................................ 283 Schedule F ................................................................ 284 Schedule G ............................................................... 286 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 .................................................................. 81 331 City of Tempe 2014-15 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 Municipal Budget Office P.O. Box 5002 Tempe, Arizona 85280 332