Tempe Mayor & City Council i Annual Budget FY 2015/16 Andrew B. Ching City Manager Ken Jones Deputy City Manager, Chief Financial Officer 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 ............................................................................... 8 Tempe Community Profile........................................................................................................................... 9 City Limits ................................................................................................................................................... 12 Demographics ............................................................................................................................................. 13 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 .................................................................................................... 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 ............................................................................................................... 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 .............................................................................................................................. Special Revenue: Ten-Year Historical Trends .......................................................................................... v 17 18 22 23 24 25 26 28 29 30 31 32 33 34 35 37 38 39 40 42 44 46 46 48 50 52 52 54 56 59 60 61 62 63 66 66 67 68 69 70 71 72 73 74 75 76 Transit Tax .............................................................................................................................................. Performing Arts Tax ................................................................................................................................ Highway User Tax ................................................................................................................................... Local Transportation Assistance Fund .................................................................................................... Community Development Block Grant/Section 8 Housing Grant............................................................. Enterprise Revenue: Ten-Year Historical Trends ..................................................................................... Water/Wastewater User Fees ................................................................................................................. Solid Waste Fees .................................................................................................................................... Golf Course Fees .................................................................................................................................... Performance Budget Performance Budget Contents .................................................................................................................... Performance 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, Code Enforcement, Neighborhood Services ................................................................... Development Services............................................................................................................................. Planning .................................................................................................................................................. Community Services ................................................................................................................................... Administration, Kid Zone ......................................................................................................................... Arts, Cultural Services and Library Services ........................................................................................... Recreation ............................................................................................................................................... Diversity Office ............................................................................................................................................ Finance and Technology ............................................................................................................................. Fire Medical Rescue ................................................................................................................................... Administration, Fire Prevention ............................................................................................................... Emergency/Medical Services .................................................................................................................. Homeland Security/Special Operations ................................................................................................... Support Services/Personnel Safety ......................................................................................................... Training/Professional Development......................................................................................................... Human Resources ...................................................................................................................................... Human Services.......................................................................................................................................... Administration, Housing and Revitalization ............................................................................................. Community Resources ............................................................................................................................ Diversity and Outreach ............................................................................................................................ Social Services ........................................................................................................................................ Internal Audit Office .................................................................................................................................... Internal Services ......................................................................................................................................... Administration.......................................................................................................................................... Finance.................................................................................................................................................... Human Resources ................................................................................................................................... Information Technology ........................................................................................................................... Municipal Budget Office .............................................................................................................................. Police .......................................................................................................................................................... Office of the Chief.................................................................................................................................... Investigations/Organizational Services .................................................................................................... Operations ............................................................................................................................................... Support Services ..................................................................................................................................... Public Works ............................................................................................................................................... Administration.......................................................................................................................................... Construction Management/Engineering .................................................................................................. Field Operations ...................................................................................................................................... Transit/Transportation ............................................................................................................................. Water Utilities .......................................................................................................................................... vi 76 77 78 79 80 81 81 82 83 85 86 87 89 90 92 94 96 98 100 101 103 104 106 107 108 110 112 113 114 115 116 117 118 119 120 122 123 125 126 127 128 130 132 133 136 138 140 142 144 145 146 147 148 150 151 152 154 157 Capital Improvements Budget Capital Improvements Program Contents ................................................................................................... 159 Capital Improvements Program Overview................................................................................................... 160 2015-16 CIP Process .................................................................................................................................. 161 Capital Budget Strategic Priorities .............................................................................................................. 162 Fiscal Years 2015-16 through 2019-20 Capital Improvements Program Summary .................................... 163 Fiscal Years 2015-16 through 2019-20 Capital Improvements Program Source of Funds Summary ......... 164 CIP Impact on the Operating Budget .......................................................................................................... 165 CIP - Significant Nonrecurring Projects ....................................................................................................... 166 Capital Improvements Project Map ............................................................................................................. 169 Capital Improvements Program Financing .................................................................................................. 170 Long-Term Debt and Bond Authorization Summary ................................................................................... 171 Legal Bonded Debt Limits ........................................................................................................................... 172 Capital Budget, Debt Service and Property Tax Rate – Ten-Year Historical Trends .................................. 173 Fiscal Year 2015-16 Debt Service Appropriations ...................................................................................... 174 Capital Budget, Debt and Property Tax Levy Policy Statements ................................................................. 174 Fiscal Years 2015-16 through 2018-19 Capital Improvements Program Project Listing ............................. 176 Enterprise Program - Fiscal Years 2015-16 through 2019-20 ................................................................. 177 Water Program CIP Projects................................................................................................................ 178 Wastewater Program CIP Projects ...................................................................................................... 191 Golf Program CIP Projects................................................................................................................... 194 Special Purpose Program - Fiscal Years 2015-16 through 2019-20 ....................................................... 196 Transit Program CIP Projects .............................................................................................................. 197 General Purpose Program - Fiscal Years 2015-16 through 2019-20 ...................................................... 212 Police Protection Program CIP Projects .............................................................................................. 213 Fire Protection Program CIP Projects .................................................................................................. 223 Storm Drains Program CIP Projects .................................................................................................... 229 Park Improvements/Recreation Program CIP Projects ........................................................................ 232 General Governmental Program CIP Projects ..................................................................................... 249 Transportation Program - Fiscal Years 2015-16 through 2019-20 .......................................................... 269 Transportation and Rights-of-Way Improvements Program CIP Projects ............................................ 270 Traffic Signals and Street Lighting Program CIP Projects.................................................................... 277 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 2015-16............................................................................................................ Personnel Schedules .................................................................................................................................. Glossary of Terms....................................................................................................................................... Acronyms .................................................................................................................................................... Index ........................................................................................................................................................... Office of Management and Budget Staff ..................................................................................................... vii 285 286 287 288 288 289 290 292 293 294 296 297 298 299 300 302 333 341 342 345 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, 2014. 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 xii City Organizational Chart Residents of Tempe Mayor and City Council City Attorney City Manager City Clerk City Court Community Relations Economic Development Government Relations Mayor/Council Staff/311 Deputy City Manager, Chief Operating Officer Deputy City Manager, Chief Financial Officer Internal Audit Office Community Development Community Services Human Services Development Services Arts, Cultural Services and Library Services Community Resources Planning Recreation Diversity Social Services Municipal Budget Office Public Works Fire Medical Rescue Police Construction Management/ Engineering Emergency/ Medical Services Field Operations Fire Prevention Investigations/ Organizational Services Homeland Security/ Special Operations Support Services Transit/ Transportation Water Utilities Support Services/ Personnel Safety Training/ Professional Development Assistant City M xiii Operations Internal Services Finance Human Resources Information Technology xiv July 1, 2015 To the Honorable Mayor and City Council: Transmitted herein is the City of Tempe’s (City) Fiscal Year (FY) 2015-16 financial program. The FY 2015-16 adopted financial program reflects a 6.2% increase from the FY 2014-15 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 Since the expiration of the temporary tax of 0.2% in June of 2014, the City has planned for limited deficit spending over the near term horizon and a moderate drawdown of the fund balance. The FY 2015-16 budget is consistent with the long-range financial plan to stabilize the General Fund in light of the expiration of the temporary sales tax, which generated $11.5 million, 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 2015-16 approximates $607.5 million and includes funding for both operating and capital purposes. This amount represents a $26.4 million or 4.5% 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 $14.0 million or 3.3%, while the capital budget increased by $12.4 million or 8.2% this fiscal year. Total Financial Program FY 2014-15 Budget Operating Budget Percent Change Capital Improvements Budget Percent Change $430,710,844 Total Financial Program Percent Change $581,149,310 $150,438,466 FY 2015-16 Budget $444,698,112 3.3% $162,829,772 8.2% $607,527,884 4.5% In general, the increases in the CIP budget are largely due to the construction of the Tempe Town Lake downstream dam, while increases in the operating budget were somewhat offset by a notable decrease in the Debt Service fund budget related to the early repayment of debt. The budget is consistent with the long-term strategic priority of achieving financial sustainability and vitality as approved by the City Council. 1 City of Tempe 2015-16 Annual Budget Budget Message FINANCIAL PROGRAM SUMMARY The graphs below illustrate the relative shares of operating and capital appropriations in FY 2014-15 and FY 2015-16. Total Financial Program FY 2015-16 $608 FY 2014-15 $581 ($ millions) ($ millions) Operating Budget $431 74% Operating Budget $445 73% CIP Budget $150 26% CIP Budget $163 27% 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 2014-15 FY 2015-16 Budget Budget $182,556,591 $187,647,884 Percent Change 2.8% 10,467,609 53,848,245 8,964,081 13,108,612 18,720,688 40,951,736 10,141,956 55,937,932 9,075,472 15,936,882 22,656,618 29,057,155 (3.1%) 3.9% 1.2% 21.6% 21.0% (29.0%) 79,772,225 17,539,290 2,781,767 91,198,186 18,238,867 2,807,160 14.3% 4.0% 0.9% 2,000,000 2,000,000 0.0% $430,710,844 $444,698,112 3.3% Operating Budget Highlights Following are the major citywide highlights contained in the recommended budget: ⋅ ⋅ ⋅ ⋅ ⋅ Employee total compensation growth of 2.5% to 3.0% Funding of Other Postemployment Benefits (OPEB) of $11.1 million Supplemental funding of $3.8 million ($1.9 million of that amount is one-time) Carry forward/reappropriation of funding for encumbered expenditures of $6.0 million, principally due to a $3.0 million Sub-Regional Operating Group (SROG) payment in the Water/Wastewater Fund Vehicle/equipment replacements approximating $7.5 million 2 City of Tempe 2015-16 Annual Budget Budget Message ⋅ Funding for 16 permanent full-time positions and 17.1 temporary full-time equivalent positions Full-Time Equivalent Positions General Fund Court Interpreter Plan Review, Inspection and Support Services Code Inspectors Library Staffing Westside Multigenerational Center Wages Advanced Life Support Medical Compliment Fire Inspector II Sr. Programmer Analyst Communications Dispatcher Staffing for Capital Improvement/Engineering Information Technology Security Manager Subtotal Grants/Racketeer Influenced and Corrupt Organizations (RICO) Funds Patrol Bike Squad School Resource Patrol Officers Subtotal Transit Fund Staffing for Capital Improvement/Engineering Subtotal Golf Fund Eliminate Groundskeepers and Equipment Operator Subtotal Water Fund Staffing for Capital Improvement/Engineering Business Liaison Field Site Manager and Town Lake O&M Coordinator Subtotal Total Perm 1.0 2.0 0.0 2.0 0.0 0.0 1.0 1.0 1.0 0.5 1.0 9.5 Temp 0.0 8.0 6.5 1.0 0.6 1.0 0.0 0.0 0.0 0.0 0.0 17.1 2.0 2.0 4.0 0.0 0.0 0.0 0.5 0.5 0.0 0.0 (3.0) (3.0) 0.0 0.0 2.0 1.0 2.0 5.0 16.0 0.0 0.0 0.0 0.0 17.1 General Fund Departments funded by the General Fund include Mayor and Council, City Manager, City Clerk, City Court, City Attorney, Community Development, Community Services, Internal Services, Fire Medical Rescue, Police, and areas within Public Works, such as Engineering and Parks. The General Fund operating budget provides funding for an additional 9.5 permanent full-time positions and 17 temporary full-time equivalent positions. Of the $2.3 million in supplemental funding provided to the General Fund, the majority was allocated to Community Development for plan review and inspection personnel and code inspection workload. This translated into 2 permanent full-time and 14.5 temporary full-time equivalent positions. Vehicle and equipment replacements neared $2.5 million and funding of OPEB approximated $5.2 million. After application of the changes including budgetary supplemental funding and replacements, the General Fund reserve is projected to approximate 33% of revenues as of June 30, 2016. CAPITAL IMPROVEMENTS BUDGET The City’s five-year Capital Improvements Program covering FY 2015-16 through FY 201920 totals $418.2 million. The first year of the five-year CIP, which is formally adopted by the City Council, totals $162.8 million for FY 2015-16. The proposed CIP provides adequate resources to address the City’s most critical infrastructure needs. Reappropriated funds from projects that were not completed in the previous year totaled $95.3 million while new capital budget appropriations added $67.5 million, summing to the total $162.8 million earmarked for FY 15-16. FY 2014-15 and FY 2015-16 Capital Budgets Comparison Capital Program Enterprise Water Wastewater Golf Special Purpose Transit General Purpose Police Fire Medical Rescue Storm Drains Park Improvements General Governmental Transportation Transportation and R.O.W. Traffic Signals/Street Lighting Total 3 FY 2014-15 Budget $32,259,400 8,844,287 2,700,000 0 27,380,381 0 3,487,063 4,082,186 782,591 51,026,321 9,347,558 0 7,877,198 2,651,481 $150,438,466 FY 2015-16 Budget $37,220,622 11,240,338 2,356,023 0 31,312,428 0 1,484,682 2,873,707 944,392 50,088,500 14,310,953 0 8,374,765 2,623,362 $162,829,772 City of Tempe 2015-16 Annual Budget Budget Message 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. Beginning in fiscal year 2015-16, due to the passage of Proposition 117, all property tax levies are now based on one valuation - the limited property valuation. Cities will still collect taxes via two separate levies, the primary and secondary, but each is now based on the same property valuation. Cities’ debt limits are now also determined via the limited property value as opposed to the secondary, full cash value as they were prior to fiscal year 2015-16. Proposition 117 stipulates, the limited value can only increase by the lesser of market value or an amount 5% greater than the prior year’s limited value. Consequently, whereas previously there was no limit on growth in the secondary/market property valuation, under the new law, in years when market value exceeds 5%, Tempe’s debt limit will be constrained to maximum growth of 5%. This new legal parameter will influence how the City measures and forecasts its annual G.O. debt capacity, which in turn will influence the size of the annual CIP. Secondary property tax levy collections may still only be used to repay property tax secured debt. Capital Improvements Budget Highlights The Capital Budget for FY 2015-16 primarily consists of major projects that are already underway and projects that are largely focused on preserving the City’s assets and sustaining public health and safety. Instances of new project funding will occur primarily in programs with a specialized funding source. The following are some highlights of the Capital Budget: ⋅ ⋅ ⋅ ⋅ ⋅ ⋅ ⋅ Continued funding to complete the design modifications and construction of the Tempe Town Lake downstream dam replacement ($36.1 million) Continued improvements to City Parks ($7.5 million, plus a $6 million contingency) Continued design and construction of the new and up-to-date lab facility ($6.3 million) Improvements to Broadway Road Pedestrian and Bicycle project ($5.8 million) Continued asset preservation of arterial, collector and residential streets ($5.1 million) Continued maintenance and replacement of the City’s Regional Radio System ($3.3 million) Replacement of Fire Medical Rescue apparatus ($1.7 million) Tempe Town Lake downstream dam construction 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 2015-16 total revenue budget. Other major revenue sources include user charges (such as water service and solid waste fees), intergovernmental revenue, and bond proceeds. Where the Money Comes From by Source of Funds User Charges, 20% Intergovernmental, 14% Bonds/CIP Other Revenue, 23% Local Taxes, 33% Other, 10% 4 City of Tempe 2015-16 Annual Budget Budget Message Where the Money Goes by Line Item Category Supplies/Services, 22% Debt Service, 14% Capital Projects/ Outlay, 28% Personnel Costs, 31% Other, 5% The chart above depicts appropriations by expenditure type. Personnel Costs (salaries, wages and benefits) and Capital Projects/Outlay 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. The forecast is updated twice per year – typically around October and February. 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 forecast provides a long-term view of how current-year decisions will impact the City of Tempe’s future finances, and is consistent with the City Council’s stated strategic priority of achieving long-term financial stability and vitality. The Comprehensive Financial Plan can be located on page 38. 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 $63.3 million as of June 30, 2016, assuming departmental spending patterns follow the budget closely. Shown in the following graph, the increasing trend from 2012 to 2014 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 $54.8 million, while the remaining Enterprise funds (Golf and Solid Waste programs) will have a combined fund balance of approximately Unassigned General Fund Balance ($0.8) million as of June 30, 2016. Utility rates are Percent ($ Millions) reviewed annually, and rate studies are currently 70.0 40 underway to determine future rate changes. 34.8 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 $1.5 million contingency appropriation. 60.0 50.0 40.0 30.0 26.1 31.2 30.9 50.9 52.7 33.8 63.9 63.3 30 25 41.9 20 15 20.0 10 10.0 5 0.0 0 2011 2012 Fund Balance 5 35 2013 2014 2015 Fund Balance Coverage City of Tempe 2015-16 Annual Budget Budget Message 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 171. Bond Ratings The City’s bond ratings are further evidence of its financial strength. Tempe’s general obligation bonds are currently rated AAA by Fitch, Aa1 by Moody’s, and AAA by Standard & Poor’s. Having solid financial policies, prudent financial management practices and strong financial reserves are principle reasons for these excellent bond ratings. These high ratings translate directly into lower interest rates on the City’s debt. FINANCIAL STRENGTH AAA Aa1 AAA Fitch Moody’s Standard & Poor’s Development Activity The City of Tempe continues to prosper with employment opportunities for its residents. Major corporate locates have made Tempe home, State Farm, opening soon, to provide up to 8,000 jobs over the next few years and The Northern Trust Company will soon be locating in Tempe with approximately 1,000 high wage jobs due to our business strategies. Tempe has also made news with the announcement of Zenefits, a human resource platform for benefit operations for small and midsize businesses. Zenefits is to hire several thousand employees over the next few years. Zenefit’s location on Tempe Town Lake and proximity to Mill Avenue played a major role for their business expansion. Tempe’s partnerships/memberships with Arizona Commerce Authority and Greater Phoenix Economic Council have been a huge payoff for business attraction. 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. Tempe strives not only to assist corporate locates, but makes every effort to promote local businesses for retention and expansion. Lucid Agency is an award winning interactive marketing and web development firm that offers a wide variety of services such as search engine optimization, pay-per-click management, usability interface design, website development and design, social media, online marketing and brand monitoring. Railway Technologies recently launched their WantAPP pilot program in Tempe, allowing the user to find goods and services on Mill Avenue. In addition MetroMile, an online auto insurance company recently expanded to Tempe. Current Tempe Employment Trends Tempe’s midyear unemployment average continues to remain below Arizona and National averages due to the quality of corporate locates and continued job growth: 2015 Midyear Unemployment Trend 7.0% 6.0% Tempe Arizona 5.0% 4.0% National Jan Feb Mar Apr May Jun 2015 Jan Feb Mar Apr May Jun Tempe 5.3% 4.8% 4.4% 4.4% 4.2% 5.1% Arizona 6.6% 6.2% 5.4% 5.7% 5.5% 6.3% National 5.7% 5.5% 5.5% 5.4% 5.5% 5.3% 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 work study sessions and strategic priorities referenced below were in place at the time the fiscal year 2015-16 budget was developed. The City Council is scheduled to review, and update their priorities and committee structure during a September 2015 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 five 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. 6 City of Tempe 2015-16 Annual Budget Budget Message The following represent the priorities: Ensure safe and secure community Develop and maintain strong community connection Enhance quality of life for all Tempe residents and workers Implement sustainable growth and development strategies Maintain long-term financial stability and vitality 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 VISION City Council's Strategic Priorities Identified PROCESS Citywide Departmental Performance Goals Formulated TRANSFORM Operational and Sustainable Accountability Implemented 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 7 City of Tempe 2015-16 Annual Budget City Council Strategic Priorities Linked By Department Department Mayor and Council City Manager City Attorney Ensure Safe and Secure Community    Community Development   Community Services Fire Medical Rescue Enhance Quality of Life for all Tempe Residents and Workers Implement Sustainable Growth and Development Strategies Maintain Long-term Financial Stability and Vitality          City Clerk City Court Develop and Maintain a Strong Community Connection        Human Services    Internal Audit Office  Internal Services   Municipal Budget Office Police Public Works      8   City of Tempe 2015-16 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 9 City of Tempe 2015-16 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 Art 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 (spring and fall) 10 City of Tempe 2015-16 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, 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 13 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, more than 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, 1.2 million passengers in 2014, 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 In 2015 Tempe will add two miles of bike path on the south bank of the Rio Salado, these two miles will link to the City of Mesa to Phoenix and will complete Tempe’s approximately ten mile Rio Salado pathway network on both sides of Tempe Town Lake; In addition four new miles of bike lanes will be added and three miles will be enhanced Education Primary and Secondary Education 7 public high schools 11 City of Tempe 2015-16 Annual Budget 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 Arizona State University Tempe is home to the main campus of Arizona State University (50,246 students Fall 2014). There are approximately 83,000 students (all campuses and online) 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 A top destination in Arizona, Tempe Town Lake is an engineering marvel that protects the region from flooding, provides recreation, creates jobs and stimulates investment in Tempe.  More than 2.7 million people spend time at the lake every year  The economic impact of Tempe Town Lake since its creation is about $500 million  Dozens of special events happen at Tempe Town Lake annually, including Ironman Arizona, the Fantasy of Lights Boat Parade and the state’s largest Independence Day celebration  More than 5,000 people work in the many businesses surrounding Town Lake Demographics of Tempe Population 163,328 (2014 Estimate) With Bachelor’s Degree or higher 41.7% Median Age 28.3 City Limits Median Household Income $47,941 Median Value of Owner-Occupied Home $200,800 1999 City Limits 1960 Current 1893 - 1940 Sal t River Channel McKellips Rd Salt River Channel Van Buren St S.P. R.R. Curry Rd Sal t River RedChan Mountain Freeway nel Rio Salado Pkwy University Dr Apache Blvd Broadway Rd 1970 I-10 Southern Ave Salt 48th St Superstition Freeway 1950 River Channel Baseline Rd Guadalupe Rd Salt River Channel Price Rd Rural Rd Kyrene Rd Priest Dr I-10 Warner Rd McClintock Dr Western Canal Elliot Rd 1980 Ray Rd Salt River Scale 0 1/2 1 mile Year 1893 1894 1900 1910 1920 1930 Area 1.0 1893 1894 1.8 1900 1.8 1910 1.8 1920 1.8 1930 1.8 Year Year 1.0 1.8 1.8 1.8 1.8 1.8 Year Year 1940 1940 1950 1950 1955 1955 1960 1960 1965 1965 1970 1970 Area Year 1.8 1.8 2.6 2.6 4.5 4.5 17.5 17.5 21.7 21.7 25.3 25.3 12 Year YearArea 1975 1975 36.0 36.0 1980 1980 36.0 36.0 1985 1985 38.5 38.5 1990 39.3 1990 39.8 39.3 1995 1995 40.0 39.8 2000 2006 40.1 Year Channel City of Tempe 2015-16 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 (2014) Registered voters: Primary 85,458 General 83,125 Voter turnout: Primary 21,751 General 36,066 % Voting: Primary 25.45% General 43.39% 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 2014) 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 2014 95,274 2013 93,697 2012 92,302 2011 97,723 2010 89,303 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 5.4% 6.0% 6.3% 7.4% 8.5% Major Employers Arizona State University Maricopa Community Colleges Salt River Project Safeway, Inc. Wells Fargo and Company Honeywell International Kyrene Elementary School District JP Morgan Chase US Airways, Inc. Insight Direct City of Tempe Building Permits (Calendar Year Data) Number Value ($000) 2014 1,137 817,445 2013 1,047 387,428 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 13 11,733 14,247 50,246 Employees 11,185 4,611 4,374 3,996 3,576 3,000 2,401 2,377 1,898 1,538 1,519 City of Tempe 2015-16 Annual Budget City Sales Tax General Transit Performing Arts Total 1.2% 0.5% 0.1% 1.8% Property Tax Rate Primary .09334 Secondary 1.5861 Total $2.5195 % of Net Secondary Largest Property Taxpayers Assessed Valuation Arizona Mills Mall LLC 1.57% Arizona Public Service Company 1.49% Verizon Wireless 1.02% Qwest Corporation 0.71% KBSII Fountainhead LLC 0.64% Honeywell International Inc. 0.57% Tempe Fountainhead Corporate LLC 0.55% T-Mobile 0.53% JDM II Tempe OC LLC 0.46% JP Morgan Chase Bank NA 0.40% Police Sworn Personnel Non-Sworn Personnel Total Avg. Emergency (Priority 1) Response Time (minutes) Crime Index Part I Crime Per 1,000 Capita Fire Medical Rescue Sworn Personnel Non-Sworn Personnel Total 343 148 491 6:43 8,663 51.1 153 31 184 Fire Stations Average Emergency Response Time (CY 2014) (minutes) Response to Emergency (Basic and Advanced Life Support) Medical Incidents (CY 2014) Total Number of Dispatched Calls (CY 2014) 25,977 Solid Waste Residential Accounts Serviced Commercial Accounts Serviced Solid Waste Refuse Collected (tons) Solid Waste Recycled Collected (tons) 32,162 2,138 116,325 12,153 Water/Wastewater Active Accounts Serviced: Water Wastewater Water Treated (billions of gallons) Sanitary Sewers (miles) Water Lines (miles) 6 5:48 20,974 42,330 39,840 15.1 550 831 14 City of Tempe 2015-16 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 2015-16) 1,445,632 $ Millions Phoenix 3,097.3 1,264.5 Mesa 439,041 Mesa Chandler 236,123 Scottsdale 677.3 Glendale 226,721 Glendale 563.4 Scottsdale 217,385 Chandler 545.4 Gilbert 208,453 Gilbert 435.2 Tempe 161,719 Tempe 444.7 Peoria 154,065 Peoria 341.7 Property Tax Rate (as of July 1, 2015) Tempe (per $100 assessed Value) Incorporated City Limits $2.52 Sq. Miles Phoenix 515.0 Glendale 2.20 Scottsdale 185.0 Phoenix 1.82 Peoria 178.0 Peoria 1.44 Mesa 139.3 Scottsdale 1.15 Gilbert 72.1 Mesa 1.21 Chandler 65.0 Chandler 1.18 Glendale 58.5 Gilbert 1.06 Tempe 40.1 Sales Tax Rate (as of July 1, 2015) Glendale 2.90% Phoenix 2.00% Tempe 1.80% Peoria 1.80% Mesa 1.75% Scottsdale 1.65% Chandler 1.50% Gilbert 1.50% 15 City of Tempe 2015-16 Annual Budget City of Tempe 2015-16 Annual Budget Budget Overview Contents Budget Policies .......................................................................................................................................................................... 18 Fund Summary ........................................................................................................................................................................... 22 Financial Program Summary ...................................................................................................................................................... 23 Financial Program Summary for Revenues/Resources and Expenditures/Expenses ................................................................ 24 Budget Process Flowchart ......................................................................................................................................................... 25 Budget Process Summary.......................................................................................................................................................... 26 Budget Calendar ........................................................................................................................................................................ 28 Components of Total Financial Program .................................................................................................................................... 29 Governmental Funds: Ten-Year Fund Balance Trends ............................................................................................................. 30 Special Revenue Funds: Ten-Year Fund Balance Trends ........................................................................................................ 31 Enterprise Funds: Ten-Year Fund Balance Trends ................................................................................................................... 32 Citywide Overview ...................................................................................................................................................................... 33 Residential Cost of Service ........................................................................................................................................................ 34 Personnel Summary: Ten-Year History ..................................................................................................................................... 35 17 City of Tempe 2015-16 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 2015-16 estimated General Fund operating revenue ($185.7 million) to expenditures ($187.7 million) Ratio 1:.98 Financial systems will be maintained to monitor expenditures, revenue and program performance on an ongoing basis. • Status: Financial Services maintains ongoing monitoring systems with quarterly reviews including an automated payment and purchase requisition system Revenue and expenditures will be projected for the next five years and will be updated biannually. • Status: Projections completed in the Comprehensive Financial Plan (October 2015 and February 2016 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 2015-16: 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 2015-16 with debt amortization terms ranging from 10 to 20 years: $51.8 million for police, fire, park improvement, and general governmental projects; $45.4 million for water and wastewater projects and $5.2 million for transportation projects Capital Budget Policies As required by City Charter, a five-year capital improvements program will be developed and updated annually, including anticipated funding sources. • Status: FY 2015-16 Annual CIP budget of $162.8 million adopted representing the first year of a 5-year, $418.2 million CIP program The City will coordinate development of the capital improvements budget with development of the operating budget. Future operating costs associated with new capital improvements will be projected and included in operating budget forecasts. • Status: FY 2015-16 net new operating budget impacts of new capital projects is estimated at $399,807. The estimated net operating budget impacts of new capital projects between FYs 2016-17 and 2019-20 is a maximum of $330,628 The City will maintain all its physical assets at a level adequate to protect its capital investment and to minimize future maintenance and replacement costs. • Status: Capital maintenance program approved in Capital Improvements Program budget includes design and construction of the Tempe Town Lake downstream dam, rehabilitation or replacement of the City’s aging water infrastructure system, streetscape projects and street asset preservation, City facilities rehabilitation, and neighborhood park equipment replacements 18 City of Tempe 2015-16 Annual Budget The City will establish an appropriate mix of bonded debt and pay-as-you-go financing in the funding of capital projects. • Status: Sources of Funds ($ Millions) FY 2015-16 Water / Wastewater Bonds $45.4 General Obligation Bonds 57.0 Outside Revenue 23.7 Capital Projects Fund Balances 23.8 Pay-As-You-Go Financing 12.9 Total Sources of Funds $162.8 Financial Reserve Policies The City will continue its healthy financial reserve position. Unassigned fund balance coverage for the General Fund will maintain a range of 20% to 30% of General Fund revenue. • Status: Unassigned Fund Balance FYE 14 Revenue FY 2013-14 Unassigned Fund Balance Coverage $63.9 M $188.9 M 33.8% Estimated Unassigned Fund Balance FYE 15 Revenue FY 2014-15 Unassigned Fund Balance Coverage $63.3 M $181.8 M 34.8% Estimated Unassigned Fund Balance FYE 16 Revenue FY 2015-16 Unassigned Fund Balance Coverage $56.3 M $185.7 M 30.3% 19 City of Tempe 2015-16 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: Unrestricted Retained Earnings FYE 14 Revenue FY 2013-14 $65.2 M $79.5 M 54.0% 299 $5.5 M $14.4 M 39.0% 141 ($0.7) M $2.7 M 0% 0 Estimated Unrestricted Retained Earnings FYE 15 Revenue FY 2014-15 $65.7 M $79.3 M 82.8% 302 $3.5 M $15.0 M 23.3% 85 ($0.6) M $2.9 M 0% 0 Estimated Unrestricted Retained Earnings FYE 16 Revenue FY 2015-16 Water/Wastewater $54.8 M $81.1 M 67.5% 247 Solid Waste ($0.4) M $14.2 M 0% 0 Golf ($0.4) M $2.9 M 0% 0 Water/Wastewater Solid Waste Golf Water/Wastewater Solid Waste Golf Unrestricted Retained Earnings Coverage 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 Solid Waste Fund does not assume any rate modifications. Efficiency measures have been implemented to reduce the cost of operations and a rate analysis is currently underway to be presented for possible implementation. 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 2015-16 $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 20 City of Tempe 2015-16 Annual Budget Full disclosure will be provided in the general financial statements and bond presentations. • Status: Notes to the financial statements and official bond statement provide full disclosure An annual audit will be performed by an independent public accounting firm with the subsequent issue of an official annual financial statement. • Status: Unqualified independent audit report Property Tax Policy Annual property tax levy increase for existing property shall not exceed the lesser of inflation or 3.3%. • Status: FY 2015-16 levy (1.3%) 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 analyzing and limiting total compensation growth, 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 Postemployment 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 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. 21 City of Tempe 2015-16 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 2015-16 fiscal year. Beginning balances approximate $285 million and the ending fund balances are estimated at $228 million. The decreases in fund balances reflect planned drawdowns to address projected budget shortfalls between revenues and expenditures and from the June of 2014 expiration of the temporary tax of 0.2% in the General Fund. The fund balance in the General Fund is projected to maintain our current policy range of 20% to 30% of General Fund revenue. For FY 2015-16, limited deficit spending and a drawdown of the fund balance are planned with the expiration of the temporary sales tax in June 2014. These planned adjustments are consistent with the long-range financial plan to stabilize the General Fund, however future deficits must continue to be controlled by limiting cost growth. General Fund Special Revenue Funds Revenue in the Performing Arts is not sufficient to cover operations, and the fund balance is expected to continue operations and maintenance until a significant amount of the fund’s debt obligations are retired in FY 2015-16. 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 balance 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 model involving the payment of a management fee for golf operations and food and beverage services en route to achieving longer term financial sustainability. The Solid Waste Fund underwent a thorough review of its operations to minimize the impact to user rates. A solid waste rate analysis is currently underway. 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. To comply with state law, an industrial injury (Workers’ Compensation) trust was created and $2 million has been 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. Internal Service Fund 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 reappropriated 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. Fund General (Unassigned) Special Revenue: HURF/LTAF CDBG/Section 8 Performing Arts Transit Police - RICO & Grants Govt'l Grants Restricted Revenue & Donations Court Enhancement Peterson House Debt Service Special Assessment Enterprise: Golf Solid Waste Water Utilities Internal Service (Risk) Estimated Fund Balance 06/30/2015 $63,308,000 5,168,000 (129,000) 31,444,000 384,948 2,418,226 792,109 2,923 23,488,943 124,427 (560,000) 3,500,000 65,747,000 2,000,000 Revenue $185,694,474 Total Adjusted Financial Financial Resources Expenditures Resources $249,002,474 $187,647,884 $61,354,590 10,213,963 16,320,587 8,308,993 59,782,125 5,904,844 12,130,361 1,203,440 687,756 1,500 26,583,013 2,389,233 15,381,963 16,320,587 8,179,993 91,226,125 6,289,792 12,130,361 3,621,666 1,479,865 4,423 50,071,956 2,513,660 10,141,956 15,936,882 9,075,472 55,937,932 6,262,223 12,130,361 3,053,782 1,204,300 5,952 26,667,922 2,389,233 5,240,007 383,705 (895,479) 35,288,193 27,569 2,908,938 14,224,575 81,110,882 2,348,938 17,724,575 146,857,882 2,000,000 2,807,160 18,238,867 91,198,186 2,000,000 (458,222) (514,292) 55,659,696 567,884 275,565 (1,529) 23,404,034 124,427 Interfund Transfer In (Out) $136,512 $(5,236,972) 1,150,000 190,000 (304,941) (257,650) (6,475,625) (115,762) 6,944,609 (11,238,217) 74,000 200,000 6,193,017 (107,061) (7,072,079) TOTAL OPERATING $197,689,576 $427,464,684 $625,154,260 Capital Improvements 87,154,716 126,117,084 213,271,800 $284,844,292 $553,581,768 $838,426,060 $607,527,884 $230,898,176 $27,763,107 $(30,808,307) $284,844,292 $553,581,768 $838,426,060 $607,527,884 $230,898,176 $30,808,307 $(30,808,307) SUBTOTAL INTERNAL FUNDS Blended Component Unit: Community Facilities District GRAND TOTAL $444,698,112 $180,456,148 $14,888,138 $(30,808,307) 162,829,772 50,442,028 12,874,969 Estimated Fund Balance 06/30/2016 $56,254,130 6,085,066 573,705 (1,153,129) 28,812,568 27,569 567,884 159,803 (1,529) 19,110,426 124,427 (384,222) (421,353) 54,780,634 $164,535,979 63,316,997 $227,852,976 3,045,200 22 $227,852,976 City of Tempe 2015-16 Annual Budget Financial Program Summary The following table summarizes the revenues/funding sources and expenditures for the City's Financial Program. FY 2015-16 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 Grant/Restricted 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 142,748,444 41,834,118 11,905,431 8,345,560 9,833,167 45,390,960 57,052,977 23,673,147 142,748,444 41,834,118 11,905,431 8,345,560 9,833,167 59,782,125 10,213,963 16,320,587 8,308,993 81,110,882 14,224,575 2,908,938 13,333,801 5,904,844 687,756 1,500 45,390,960 57,052,977 23,673,147 $126,117,084 $553,581,768 59,782,125 10,213,963 16,320,587 8,308,993 81,110,882 14,224,575 2,908,938 13,333,801 5,904,844 687,756 1,500 $214,666,720 7,081,121 (16,475,189) 11,432,387 $216,705,039 $114,553,569 1,340,000 (7,153,978) 5,009,269 $113,748,860 $98,244,395 $0 6,467,017 (7,179,140) 14,711,941 $112,244,213 12,874,969 2,000,000 $2,000,000 23,837,719 27,763,107 (30,808,307) 56,991,316 $162,829,772 $607,527,884 4,358,389 15,255,345 50,088,500 115,786,137 51,449,888 73,261,527 29,057,155 16,852,566 87,250,360 21,140,083 9,075,472 11,262,206 4,674,676 15,184,143 6,262,223 1,204,300 5,952 139,659,146 18,238,867 5,163,183 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 111,427,748 36,194,543 23,173,027 29,057,155 16,852,566 55,937,932 10,141,956 9,075,472 11,262,206 4,674,676 15,184,143 6,262,223 1,204,300 5,952 31,312,428 10,998,127 91,198,186 18,238,867 2,807,160 48,460,960 2,356,023 2,000,000 $216,705,039 $113,748,860 23 $112,244,213 $2,000,000 $162,829,772 $607,527,884 City of Tempe 2015-16 Annual Budget Financial Program Summary for Revenues/Resources and Expenditures/Expenses Total budgeted revenue in the FY 2015-16 Financial Program is approximately $554 million, reflecting an overall increase of budgeted revenue compared to the FY 2014-15 revised revenue budget. Except for the Debt Service Fund, revenue receipts for all funds are anticipated to grow in FY 2015-16. 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 2015-16 total $607.5 million, representing a $26.4 million increase from total budgeted expenditures in FY 2014-15. 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. FY 2013-14 Actual FY 2014-15 Budget $188,830,395 $174,826,304 (7.4%) $184,482,546 5.5% $185,694,474 0.7% Special Revenue Funds 93,498,428 106,389,965 13.8% 104,481,686 (1.8%) 114,553,569 9.6% Enterprise Funds 98,467,807 96,919,810 (1.6%) 96,368,242 (0.6%) 98,244,395 1.9% Debt Service Fund 35,381,272 28,839,082 (18.5%) 29,254,345 1.4% 28,972,246 (1.0%) Capital Projects Fund 19,608,315 115,959,573 491.0% 64,543,164 (44.3%) 126,117,084 95.4% $435,786,217 $522,934,734 20.0% $479,129,983 (8.4%) $553,581,768 15.5% FY 2013-14 Actual FY 2014-15 Budget $179,981,497 $182,556,591 1.4% $175,725,094 (3.7%) $187,647,884 6.8% Special Revenue Funds 86,161,832 105,109,235 22.0% 95,001,163 (9.6%) 113,748,860 19.7% Enterprise Funds 88,419,040 100,093,282 13.2% 89,583,104 (10.5%) 112,244,213 25.3% Debt Service Fund 34,445,276 40,951,736 15.5% 37,162,193 (9.3%) 29,057,155 (21.8%) Capital Projects Fund 32,856,210 150,438,466 358.0% 55,786,097 (62.9%) 162,829,772 191.9% Internal Service Fund 0 2,000,000 0.0% 0 (100.0%) 2,000,000 0.0% $421,863,855 $581,149,310 37.4% $453,257,651 (22.0%) $607,527,884 34.0% Revenues/Resources General Fund Total Expenditures/Uses General Fund Total % Change % Change 24 FY 2014-15 Revised FY 2014-15 Revised % Change % Change FY 2015-16 Budget FY 2015-16 Budget % Change % Change City of Tempe 2015-16 Annual Budget Budget Process Flowchart The following flowchart depicts the City of Tempe’s Annual Budget process and timeline. Review Operating Requests Inform Stakeholders Obtain Input 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 Phase I Needs Assessment Phase 25 Adoption/Implementation Phase City of Tempe 2015-16 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 twentyyear 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 the Municipal 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. 26 City of Tempe 2015-16 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 director 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) 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 Municipal Budget Office are responsible for (a) preparing short and longrange revenue and expenditure forecasts, (b) assisting departments as requested in the preparation of supplemental requests, (c) analyzing supplemental requests and presenting that analysis to the Budget Team (Department Directors), 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). 27 City of Tempe 2015-16 Annual Budget Budget Calendar Text in blue indicates CIP related items; black text indicates Operating Budget items. 2014 October 28 CIP Forum a. CIP calendar b. Review CIP process c. Materials available online at Municipal Budget Office intranet site October 28 - December 5 Departments/Municipal Budget Office Departments work with Engineering, Facilities and Custodial, Fleet, Community Development and Information Technology to complete CIP project request forms Municipal Budget Office reviews CIP sources of funds December 15 - January 16 Municipal Budget Office and department representatives meet to review project submissions December 17 Municipal Budget Office/Departments Budget kick-off meeting with departments:  Review of FY 2015-16 budget policies and calendar  Budget forms and manual available on SharePoint 2015 January 23 Departments All base operating budget worksheets and base budget forms completed and submitted via SharePoint; supplemental request forms completed and submitted via SharePoint February 12 City Manager’s Office, Municipal Budget Office and departments review all CIP requests with City Council at Issue Review Session Week of February 16 Municipal Budget Office produces initial prioritization of General Obligation bond funded projects and distributes to departments for review and revision February 19 Municipal Budget Office Present updated Long-Range Financial Forecast to the Council at the Issue Review Session February 25 Municipal Budget Office Hold Public Forum at Tempe History Museum and open Tempe Forum online February - March Municipal Budget Office/Departments Complete operating budget; meet with Departments to review base budgets, supplemental requests and other budget forms, as necessary City Manager/Departments/Municipal 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 20 Review recommended 5-year CIP and obtain Council input on General Obligation bond funded project prioritization at Issue Review Session; 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 IRS and/or April 23 IRS City Council, City Manager’s Office, Municipal Budget Office, and departments conduct CIP follow-up discussion (if necessary) at Issue Review Session April 23 City Council Budget Review Session (Issue Review Session) May 21 City Council Adopt Tentative Operating Budget at Public Hearing during Special Meeting June 11 City Council Adopt Final CIP Budget (Public Hearing and Final Operating Budget (Second and Final Hearing); property tax ordinance introduced (First Public Hearing) all at Special Meeting June 25 City Council Adopt property tax ordinance (Second and Final Hearing) at Public Hearing during Special Meeting 28 City of Tempe 2015-16 Annual Budget Components of Total Financial Program FY 2015-16 Total Financial Program $607,527,884 Operating Budget $444,698,112 Capital Budget $162,829,772 General Governmental Special Revenue Enterprise Internal Service General Purpose Enterprise Transportation Special Purpose $216,705,039 $113,748,860 $112,244,213 $2,000,000 $69,702,234 $50,816,983 $10,998,127 $31,312,428 Public Safety $111,427,748 Transit $55,937,932 Water/ Wastewater $91,198,186 Risk $2,000,000 Park Improvements $50,088,500 Water $37,220,622 Streets $8,374,765 Transit $31,312,428 Debt Service $29,057,155 Governmental Grants, Restricted Revenue and Donations $15,184,143 Solid Waste $18,238,867 General Governmental $14,310,953 Wastewater $11,240,338 Signals $2,623,362 General Services $36,194,543 Highway User Revenue $10,141,956 Golf $2,807,160 Fire Medical Rescue $2,873,707 Golf $2,356,023 Community Services $23,173,027 Section 8 Housing $11,262,206 Police $1,484,682 Performing Arts Tax $9,075,472 Storm Drains $944,392 Development Services $16,852,566 Police – RICO and Grants $6,262,223 CDBG $4,674,676 Court Enhancement $1,204,300 Peterson House Endowment $5,952 29 + City of Tempe 2015-16 Annual Budget Governmental Funds: Ten-Year Fund Balance Trends General Fund Unassigned Fund Balance Millions $70.0 $60.0 $50.0 $40.0 $30.0 54.0 40.9 43.3 44.6 50.9 52.7 2012 2013 63.9 63.3 2014 2015 Est 41.9 29.0 $20.0 $10.0 $0.0 2006 2007 2008 2009 2010 2011 Over the ten-year period, unassigned fund balances in the General Fund have been maintained within the policy guideline of 20-30% of revenue (except FY 2009-10 when at 19%). At FYE 2014, the General Fund unassigned fund balance of $63.3 was above the 20-30% policy threshold, and is estimated to exceed the range in 2015. 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 18.5 17.6 2006 2007 38.1 34.7 35.4 38.3 35.5 23.9 2008 23.6 2009 2010 2011 2012 2013 Fiscal Year Ending June 30 30 2014 2015 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 taxsupported debt. City of Tempe 2015-16 Annual Budget Special Revenue Funds: Ten-Year Fund Balance Trends Performing Arts Fund Committed Fund Balance Millions $20.0 $15.0 15.1 $10.0 14.9 9.6 $5.0 $0.0 ($5.0) 2006 2007 2008 8.3 2009 5.9 2010 4.3 3.0 2011 2012 1.5 0.7 (0.1) 2013 2014 2015 Est Fiscal Year Ending June 30 Highway User Revenue Restricted Fund Balance Millions $20.0 $15.0 $10.0 9.4 12.8 11.3 9.3 8.2 $5.0 $0.0 Since the fund’s inception in FY 200102, 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 is expected to continue operations and maintenance until a significant amount of the fund’s debt obligations are retired in FY 2015-16. 5.9 2006 2007 2008 2009 2010 4.7 2011 6.7 2012 8.1 5.2 2013 2014 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. 2015 Est Fiscal Year Ending June 30 Transit Fund Restricted Fund Balance Millions $100.0 $80.0 86.4 $60.0 $40.0 54.2 41.8 $20.0 $0.0 73.0 72.2 2006 38.2 2007 33.2 2008 2009 2010 2011 2012 27.6 31.0 31.4 2013 2014 2015 Est Fiscal Year Ending June 30 31 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 fund balance reflects early repayment of transit debt service. City of Tempe 2015-16 Annual Budget Enterprise Funds: Ten-Year Fund Balance Trends Water/Wastewater Fund Unrestricted Net Assets Millions $70.0 $60.0 65.6 $50.0 55.6 $40.0 50.6 $30.0 42.9 34.4 $20.0 39.7 65.2 65.8 2014 2015 Est 54.0 46.8 $10.0 $0.0 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. The fund is stable. Fiscal Year Ending June 30 Solid Waste Fund Unrestricted Net Assets Millions $8.0 $7.0 $6.0 $5.0 $4.0 $3.0 2.2 $2.0 $1.0 $0.0 2006 6.8 3.9 2007 7.4 7.1 5.6 3.0 2008 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. 5.6 4.6 3.5 2009 2010 2011 2012 2013 2014 More recently, the Solid Waste Fund has undergone a thorough review of its operations and efficiencies were gained. A rate modification plan is underway for consideration and implementation. 2015 Est Fiscal Year Ending June 30 Golf Fund Unrestricted Net Assets Millions $500 $400 469.0 $300 264.0 $200 $100 $0 ($100) 2006 2007 217.0 2008 0.4 (0.1) (0.3) 2009 2010 2011 (0.5) (0.7) 2012 2013 Fiscal Year Ending June 30 32 (0.7) (0.6) 2014 2015 Est 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 2015-16 Annual Budget Citywide Overview Total Operating Budget and Debt Service Budget Data Operating Budget Cost Per Capita FY 2013-14 FY 2014-15 FY 2014-15 FY 2015-16 Actual Budget Revised Budget $390,007,645 $430,710,844 $397,471,554 $444,698,112 $2,397 $2,642 $2,438 $2,723 10.2% (7.7%) 11.7% $27,344,734 $37,991,886 $34,202,303 $26,667,922 $168 $233 $210 $164 38.7% (9.9%) (21.9%) % Change (cost per capita) Property Tax-Supported Debt Service Cost Per Capita % Change (cost per capita) Total Operating Revenue by Source Source General Fund FY 2013-14 FY 2014-15 FY 2014-15 FY 2015-16 Actual Budget Revised Budget $188,830,395 $174,826,304 $184,482,546 $185,694,474 Debt Service Fund 35,381,272 28,838,629 29,254,345 28,972,246 Transportation/Transit Funds 66,213,479 66,748,207 69,402,358 69,996,088 CDBG/Section 8 Funds 10,482,670 13,108,612 13,735,472 16,320,587 Governmental Grants/Donations 8,966,977 18,800,751 12,308,336 19,927,901 Performing Arts Fund 7,835,283 7,642,395 8,106,008 8,308,993 Solid Waste Fund 14,461,069 14,987,157 14,211,200 14,224,575 Water/Wastewater Fund 81,340,227 78,950,217 79,428,644 81,110,882 2,666,511 2,982,436 2,728,398 2,908,938 $416,177,883 $406,825,160 $413,657,307 $427,464,684 Golf Fund Total Staffing Summaries Citywide: Full-Time Authorized Positions Source Total Personnel FY 2013-14 FY 2014-15 FY 2014-15 FY 2015-16 Actual Budget Revised Budget 1,571 1,567 1,569 1,589 9.7 9.6 9.6 9.7 (1.0%) 0.0% 1.0% Employees/1,000 Population % Change (Employees/1,000 Population) 33 City of Tempe 2015-16 Annual Budget Residential Cost of Service The City maintains three utility services for water, wastewater, and solid waste. Utility rates are reviewed annually, and rate studies are currently underway to determine future rate changes. Water rate increases were last increased 2.2% in January 2014, while wastewater rate changes created a reduction for the typical residential customer. Solid waste rates have not increased since November of 2009. Local Taxes Sales Tax The current sales 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 2015-16 will increase to $2.5195/$100 assessed valuation. The primary tax rate is $0.9334 and the secondary tax rate is $1.5861. 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. Starting in FY 2015-16, Proposition 117, a voter approved initiative, limits the increase of the Limited Property Value (LPV) to 5% per year which is the sole value used to levy both primary and secondary property taxes. Utility Charges for Services Water/Wastewater Water rates were increased in January 2014, impacting median, single family residential water rate customers by an increase of 2.2%. A change to wastewater rates had the effect of reducing rates for the typical residential customer. 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. 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 Average Utility Charges for Services (monthly) Fiscal Year Sales Tax Property Tax Water Wastewater Solid Waste 2015-16 1.8% $2.52 $30.06 $20.80 $19.98 34 City of Tempe 2015-16 Annual Budget Personnel Summary: Ten-Year History The number of full-time employees for FY 2015-16 excluding part-time and temporary employees, totals 1,589. Total employees per 1,000 population for FY 2015-16 is estimated at 9.72, a 1.1% increase 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 1,734 in 2007 to 1,589 in 2016 for an 8.4% decrease. During that same period, the number of employees per 1,000 population decreased by 12.3%. 1,000 800 6 4 600 400 2 200 0 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 Fiscal Year Full-Time Employees Per 1,000 Population Fiscal Year End Budgeted Full-Time Employees Employees Per 1,000 Population 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 1,734 1,831 1,851 1,811 1,602 1,583 1,580 1,573 1,567 1,589 11.08 11.49 11.59 11.30 9.91 9.77 9.73 9.67 9.61 9.72 35 0 City of Tempe 2015-16 Annual Budget City of Tempe 2015-16 Annual Budget Comprehensive Financial Plan Contents Comprehensive Financial Plan Overview ................................................................................................................................... 38 Forecast Methodology ................................................................................................................................................................ 39 Major Revenue Assumptions ..................................................................................................................................................... 40 Major Expenditure Assumptions ................................................................................................................................................. 42 General Fund Forecast Discussion ............................................................................................................................................ 44 Special Revenue Funds ............................................................................................................................................................. 46 Transit Fund Forecast Discussion .......................................................................................................................................... 46 Performing Arts Fund Forecast Discussion ............................................................................................................................ 48 Transportation Fund Forecast Discussion .............................................................................................................................. 50 Enterprise Funds ........................................................................................................................................................................ 52 Water/Wastewater Fund Forecast Discussion ........................................................................................................................ 52 Solid Waste Fund Forecast Discussion .................................................................................................................................. 54 Golf Fund Forecast Discussion............................................................................................................................................... 56 37 City of Tempe 2015-16 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 2015-16 through FY 2018-19. 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 2015 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 2015-16 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 Enterprise Funds ⋅ Water/Wastewater Fund ⋅ Solid Waste Fund ⋅ Golf Fund The City’s finances are still recovering from the deepest economic downturn since the Great Depression. Consequently, the City continues to deal with financial challenges. All operating funds were 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 2015, the General Fund was projected to experience a deficit of $6.1 million in FY 2015-16 due to the expiration of the temporary sales tax. The deficit is projected to shrink steadily as the economy improves, becoming a $1.8 million deficit by FY 2018-19, 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 stabilized since the dip in sales tax revenue during the downturn in the economy. For FY 2014-15, transit tax collection improved by nearly $2.5 million. The fund balance is healthy as of FY 2014-15. Going forward, the forecast includes proposed new Orbit service and increased Streetcar O&M, which combine to create a structural deficit, which will need to be addressed as the new services are developed. No expenditures are included for construction of the streetcar project. The approximate level of deficit is forecasted to grow to $3.6 million by FY 2018-19. The Performing Arts Fund had a projected operating deficit through half of the forecast period. The annual deficit for FY 2015-16 is estimated at $766 thousand, improving to a $2.8 million surplus by FY 2019-20 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 $1.3 million in FY 2015-16 and it is projected to drop to a surplus of $854 thousand by FY 2018-19. The Water/Wastewater Fund was projected to experience small operating surpluses through the forecast period absent water and sewer rate increases. After the rate adjustments, a $2.1 million surplus is projected by the last year of the forecast. The Solid Waste Fund was projected to experience a $1.8 million deficit in FY 2015-16, growing to $2.0 million by FY 201819. 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. 38 City of Tempe 2015-16 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). 39 City of Tempe 2015-16 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 7.5 total, until stabilizing at $5.9 billion in FY 2009-10. This trend is shown in 7.0 the graph at left. 6.5 6.0 5.5 5.0 4.5 4.0 6.6 7.1 7.1 6.5 5.9 6.1 6.2 6.5 6.8 7.4 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 2014-15 estimates) are retail (51%), real and personal rent (17%), utility and communications sales (8%), contracting (8%), and restaurant sales (8%). Overall taxable sales are expected to moderately increase in FY 2015-16 and in the out-years as the economy recovers. Population Following the strong population growth period of the late 1970s (5.3%) and the 1980s (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 1.7% per year over the next five years. The disparity between growth in local and state populations is significant since several major revenue categories are dependent upon Tempe’s population as a percentage of the state. 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 was 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. 40 City of Tempe 2015-16 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. Starting in FY 2015-16, Proposition 117 requires the use of the LPV in levying both primary and secondary property taxes. 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 3% overall in FY 2015-16, 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 2015-16, accelerating to a faster pace, but not reaching historical growth trends by the end of the decade. 41 City of Tempe 2015-16 Annual Budget Major Expenditure Assumptions The following major expenditure assumptions drive the expenditure forecasts for all major operating funds. 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 2015-16 a 4.3% annual increase in overall personnel costs is assumed. For the rest of the forecast period, annual increases for personnel costs are assumed to stay between 2.0% and 2.4%. Personnel costs represent the total amount of the compensation given to employees, not just salary and wages. These assumptions are intended to provide a possible growth pattern and are consistent with the City Council’s direction of controlling growth and providing long-term financial sustainability. The approved fiscal policy guidelines aim 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 Postemployment 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 15/16 11.5% 49.7% 44.7% 85.4% FY 16/17 11.5% 50.6% 45.5% 85.4% FY 17/18 11.5% 50.4% 45.4% 85.4% FY 18/19 11.5% 50.4% 45.3% 85.4% These rates are grown during the forecast period based on information provided from the respective retirement system governing board, as each rate is dependent on the investment decisions of the relevant retirement system as well as the compensation and retirement policies for the system members. The respective systems only publish a formal rate for one year in advance; therefore these projections represent merely the best guess based on available information. Inflation General inflation is expected to fluctuate from 1.6% to 2.1% 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 (-4.3% in FY 2015-16) and gradually increase in the out years (3.1% by FY 2018-19). 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. 42 City of Tempe 2015-16 Annual Budget 43 City of Tempe 2015-16 Annual Budget General Fund Forecast Discussion At the beginning of the 2000s, annual operating surpluses started to decline as revenue growth slowed resulting from a national downturn in the economy. In addition, 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 2015-16 forecast. These revenue sources are highly susceptible to economic fluctuations. Projected General Fund local tax revenues for FY 2015-16 are slightly higher than last year. Adjusting for these factors, underlying economic activity is 6.3% 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 2015-16. 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 2015-16. Health care costs for employees are anticipated to increase by 2.3% in FY 2015-16 and grow by approximately 8.2% per year thereafter. Retiree health care costs are expected to grow an average of 2.3% 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 05 06 07 08 09 10 11 12 13 14 Unassigned Fund Balance $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 63,878,839 44 City of Tempe 2015-16 Annual Budget General Fund: Projected Revenues and Expenditures 250,000 ($000) 200,000 150,000 100,000 50,000 Projected Actual 0 09-10 10-11 11-12 12-13 13-14 14-15 15-16 16-17 17-18 18-19 Revenues Expenditures 09/10 Actual 10/11 Actual 11/12 Actual 12/13 Actual 13/14 Actual 14/15 Projected 15/16 Projected 16/17 17/18 18/19 Projected Projected Projected Local Taxes 81,443 94,255 100,706 103,904 111,874 105,178 108,302 109,788 113,790 117,725 Intergovernmental 39,134 34,219 31,723 34,921 38,155 39,781 40,295 40,013 41,233 42,799 Bldng & Trades/Plan & Zoning 4,633 3,918 5,489 5,183 10,495 8,295 4,497 4,567 4,649 4,744 Cultural and Recreation 5,443 5,781 6,053 6,386 6,462 6,287 6,413 6,525 6,656 6,806 Fines, Fees and Forfeitures 7,109 7,576 7,732 8,132 8,190 8,143 8,306 8,451 8,620 8,814 Business Licenses 1,538 1,573 1,651 1,714 1,703 1,461 1,411 1,433 1,459 1,489 Interest Income 1,900 915 549 457 356 450 722 1,001 1,256 1,764 Franchise Fees 3,560 3,821 3,459 3,253 3,311 3,456 3,518 3,572 3,637 3,711 Other Revenue Sources 4,909 8,304 6,181 6,495 8,360 8,761 8,999 8,954 9,296 8,963 149,669 160,362 163,542 170,445 188,905 181,812 182,463 184,304 190,596 196,816 146,038 120,302 124,440 134,594 143,609 144,068 150,745 153,740 157,082 160,787 7,940 8,092 9,567 10,413 8,896 8,397 8,150 8,234 8,380 8,574 21,746 19,708 24,211 22,471 28,423 26,120 26,926 27,342 27,935 28,475 Revenues ($000) Total Revenues Expenditures ($000) Personnel Costs Materials and Supplies Fees and Services Travel and Training 385 219 371 307 337 500 508 516 525 536 Non-Deprtmtl/Loan Repayment 2,537 2,429 2,118 2,126 2,192 2,349 2,391 2,428 2,472 2,522 Capital Outlay 2,140 1,691 1,472 1,572 1,500 2,830 3,101 3,236 2,948 3,009 (138) 134 (254) (262) 0 2,064 1,004 1,004 1,004 1,004 1,004 1,004 Community Facilities District Special Assessments Transportation Mtnce of Effort Tourism and Convention Bureau Internal Services/Adjustments Total Expenditures (1,468) 0 0 0 (493) (43) (240) (247) 761 1,096 701 1,204 626 1,030 1,030 1,030 1,030 1,030 1,500 2,000 2,060 2,102 2,130 2,160 2,196 2,227 2,263 2,304 (7,141) (6,523) (8,541) (8,701) (7,895) (9,903) (9,780) (9,781) (9,811) (9,904) 194,073 198,575 (3,477) (1,759) 174,439 Net Operating Surplus / (Deficit) (24,771) 149,014 155,906 11,348 7,637 168,013 180,956 178,511 2,432 45 7,949 3,300 188,532 (6,068) 190,229 (5,924) City of Tempe 2015-16 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 63% of fund revenue in FY 2015-16. 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 2015-16 to East Valley Bus Operations & Maintenance (EVBOM) maintenance and fuel, which will contribute 11% of fund revenue in FY 2015-16. This revenue source is a result of the consolidation of regional bus operations with the Regional Public Transportation Authority (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 66% of projected expenditures in FY 2015-16. The pattern of growth reflected in the expenditure estimates for fees and services relies on the Twenty-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 5.5% 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 will show a structural deficit through the forecast period. Going forward, the forecast includes proposed new Orbit service and increased Streetcar O&M, which combine to create a structural deficit, which will need to be addressed as the new services are developed. No expenditures are included for construction of the streetcar project. The approximate level of deficit is forecasted to grow to $3.6 million by FY 2018-19. 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 $54.0 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 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 14 31,022,118 46 City of Tempe 2015-16 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 09-10 10-11 11-12 12-13 13-14 14-15 15-16 16-17 17-18 18-19 Revenues Expenditures 09/10 Actual 10/11 Actual 11/12 Actual 12/13 Actual 13/14 Actual 14/15 15/16 16/17 17/18 18/19 Projected Projected Projected Projected Projected 27,891 29,012 30,172 30,087 33,539 35,837 36,810 37,079 38,396 39,676 LTAF II 184 0 475 476 477 476 476 476 476 476 ASU-Flash Transit 721 856 874 814 820 903 919 936 952 969 Interest Income 404 430 339 178 102 148 302 356 463 474 Light-Rail Fares 2,603 2,972 3,521 3,814 3,603 3,847 3,435 3,441 3,448 3,993 10,473 8,923 7,960 7,357 0 0 0 0 0 0 Revenues ($000) Transit Tax Out of Jurisdiction Svc Revenue EVBOM Maint & Fuel (RPTA) PTF Funding Bus Fares Miscellaneous Revenue Total Revenues 0 0 0 182 6,236 6,652 6,313 6,433 6,549 6,667 2,241 2,003 2,270 2,166 2,145 2,849 2,906 2,945 3,007 3,086 0 0 0 0 4,992 4,867 4,877 4,887 4,897 4,906 1,891 4,336 4,570 9,523 4,916 4,065 2,511 2,523 2,534 2,546 46,408 48,533 50,180 54,596 56,831 59,643 58,549 59,075 60,723 62,793 4,027 2,869 2,681 2,911 3,032 2,282 2,297 2,350 2,344 2,366 Expenditures ($000) Personnel Costs 3,670 3,680 3,944 3,805 4,561 4,714 4,930 5,028 5,128 5,230 42,892 38,643 35,391 37,407 36,268 40,183 40,806 41,794 44,068 49,630 Travel and Training 11 8 3 6 3 15 15 16 16 16 Capital Outlay 61 17 49 214 168 72 285 52 53 54 5,186 5,275 5,313 4,247 4,668 4,663 4,658 4,659 4,658 4,657 751 340 248 280 222 984 977 980 980 990 0 0 0 0 0 108 110 112 178 188 656 633 617 560 698 810 804 800 800 810 0 0 367 959 3,760 5,390 6,601 4,721 5,030 2,478 57,255 51,464 48,613 50,389 53,379 59,222 61,484 60,511 63,255 66,420 (10,847) (2,931) 1,567 4,207 3,451 422 (2,935) (1,436) (2,533) (3,628) Materials and Supplies Fees and Services Debt Service Internal Svc Charges/Adjmts Contingency Indirect Cost Allocations New Transit Tax CIP Funding Total Expenditures Net Operating Surplus / (Deficit) 47 City of Tempe 2015-16 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 88% of fund revenue in FY 2015-16. 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 12% of fund revenue in FY 2015-16. 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 $1.8 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 05 $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 14 693,697 48 City of Tempe 2015-16 Annual Budget Performing Arts Fund: Projected Revenues and Expenditures 10,000 ($000) 8,000 6,000 4,000 2,000 Actual Projected 0 09-10 10-11 11-12 12-13 13-14 14-15 15-16 16-17 17-18 18-19 Revenues Expenditures 09/10 Actual 10/11 Actual 11/12 Actual 12/13 Actual 13/14 Actual 14/15 15/16 16/17 17/18 18/19 Projected Projected Projected Projected Projected Revenues ($000) Performing Arts Tax 5,750 5,980 6,236 6,237 6,922 7,251 7,448 7,502 7,769 8,028 Facility Revenue 562 643 647 772 905 958 989 1,019 1,049 1,081 Interest Income 108 47 25 15 8 10 0 0 6 19 Total Revenues 6,420 6,670 6,908 7,024 7,835 8,219 8,437 8,521 8,824 9,128 1,970 1,508 1,528 1,671 1,813 1,834 1,851 1,887 1,923 1,903 78 87 81 108 112 112 114 115 117 120 452 379 396 470 509 600 615 630 646 663 Capital Outlay 1 1 2 0 0 0 54 0 75 31 Transfers to CIP 0 0 0 117 0 100 182 211 291 0 6,008 6,023 6,172 5,925 5,928 5,927 5,922 3,428 3,429 3,428 286 291 260 257 247 469 466 466 467 472 8,794 8,288 8,438 8,548 8,609 9,042 9,203 6,738 6,950 6,617 (2,374) (1,618) 1,783 1,875 2,511 Expenditures ($000) Personnel Costs Materials and Supplies Fees and Services Debt Service Internal Service Charges Total Expenditures Net Operating Surplus / (Deficit) (1,530) (1,523) 49 (774) (823) (766) City of Tempe 2015-16 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 90% of revenue in FY 2015-16. 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. 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. Personnel Costs expenditures make up the majority of fund expenditures, representing 41% 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 05 06 07 08 09 10 11 12 13 14 $7,260,747 8,784,878 10,237,638 11,199,716 7,119,128 4,644,399 4,521,342 6,747,385 8,120,377 8,088,157 50 City of Tempe 2015-16 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 09-10 10-11 11-12 12-13 13-14 14-15 15-16 16-17 17-18 18-19 Revenues Expenditures 09/10 Actual 10/11 Actual 11/12 Actual 12/13 Actual 13/14 Actual 14/15 15/16 16/17 Projected Projected Projected 17/18 18/19 Projected Projected 9,422 9,503 8,098 8,856 9,125 9,748 10,736 9,953 9,940 10,249 Miscellaneous 516 420 682 479 257 216 202 225 252 257 Maintenance of Effort Transfer 761 1,096 701 1,177 626 1,030 1,030 1,030 1,030 1,030 10,700 11,020 9,481 10,512 10,009 10,994 11,968 11,208 11,221 11,536 5,245 3,176 3,048 3,554 3,917 4,423 4,423 4,485 4,351 4,414 465 367 424 457 580 770 784 796 810 827 2,065 2,105 1,892 1,936 2,058 2,367 2,435 2,504 2,577 2,654 17 7 10 12 8 19 20 20 20 21 Revenues ($000) Highway User Revenue Tax Total Revenues Expenditures ($000) Personnel Costs Materials and Supplies Fees and Services Travel and Training 549 236 107 77 227 1,161 806 518 362 576 2,770 2,770 1,550 500 0 0 0 0 0 0 0 0 0 0 1,427 3,277 350 300 300 300 310 310 3 3 3 5 5 5 5 5 Internal Service Charges 1,035 974 2,758 983 1,062 1,016 1,009 1,009 1,012 1,021 Indirect Cost Allocations 927 854 641 654 758 876 854 854 857 865 13,383 10,800 10,433 8,177 10,041 13,914 10,685 10,491 10,294 10,682 (2,920) 1,283 717 927 854 Capital Outlay Debt Service CIP Pay-As-You-Go Loan Repayment Total Expenditures Net Operating Surplus / (Deficit) (2,683) 220 (952) 2,335 51 (32) City of Tempe 2015-16 Annual Budget Enterprise Funds: Projected Revenues and Expenses Water/Wastewater Fund Forecast Discussion Nearly all revenue to the Water/Wastewater Fund is from User Charges for water and sewer services, which account for 99% of fund revenue in FY 2015-16. 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 45% of expenses in FY 2015-16. 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 4.0% for this category. The Water/Wastewater Fund is projected to experience an operating surpluses through the end of the forecast period. 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 05 06 07 08 09 10 11 12 13 14 Unrestricted Net Assets $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 65,211,429 52 City of Tempe 2015-16 Annual Budget Water/Wastewater Fund: Projected Revenues and Expenditures 100,000 ($000) 80,000 60,000 40,000 20,000 Actual Projected 0 09-10 10-11 11-12 12-13 13-14 14-15 15-16 16-17 17-18 18-19 Revenues Expenditures 09/10 Actual 10/11 Actual 11/12 Actual 12/13 Actual 13/14 Actual 14/15 15/16 16/17 Projected Projected Projected 17/18 18/19 Projected Projected Charges for Service-Water 32,813 35,796 40,242 42,304 45,425 47,612 48,785 49,958 51,437 51,539 Charges for ServiceWastewater 27,512 33,322 32,277 31,941 32,599 30,740 31,522 32,278 32,924 32,990 Interest Income 789 562 267 228 257 308 631 887 1,227 1,449 Land and Facility Rental 520 509 520 520 520 520 0 0 0 0 41 21 0 0 0 0 0 0 0 0 105 787 1,979 662 1,491 70 132 110 127 127 61,781 70,998 75,284 75,655 80,292 79,250 81,071 83,233 85,715 86,105 17,686 14,241 14,588 15,559 15,384 14,170 14,638 14,788 15,022 15,006 3,799 4,038 4,660 4,962 3,757 6,161 6,362 5,927 6,034 6,142 12,497 13,260 12,103 11,009 11,737 14,029 14,333 14,712 15,102 15,504 Revenues ($000) Loan Repayment Other Miscellaneous Revenue Total Revenues Expenses ($000) Personnel Costs Materials and Supplies Fees and Services 122 92 76 52 52 173 176 179 182 185 28,940 31,995 32,694 33,199 33,732 34,634 34,211 37,775 39,464 40,452 448 436 430 223 214 2,836 454 3,374 901 980 Internal Service Charges 2,215 1,575 1,724 1,812 1,970 3,264 3,240 3,241 3,250 3,281 Indirect Cost Allocations 2,146 1,853 1,985 2,104 2,239 2,450 2,432 2,432 2,440 2,463 Travel and Training Debt Service Transfers to CIP Contingency Total Expenditures Net Operating Surplus / (Deficit) 0 0 0 0 0 1,000 0 0 0 0 67,853 67,491 68,260 68,920 69,086 78,714 75,845 82,428 82,394 84,013 (6,072) 3,507 7,024 6,735 11,206 536 5,226 806 3,321 2,093 53 City of Tempe 2015-16 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 2015-16. 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 33% and 22% of FY 201516 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 an estimated $5.5 million in unrestricted net assets in the Solid Waste Fund at FYE 2014. 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 05 06 07 08 09 10 11 12 13 14 Unrestricted Net Assets $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 5,546,500 54 City of Tempe 2015-16 Annual Budget Solid Waste Fund: Projected Revenues and Expenditures ($000) 18,000 16,000 14,000 12,000 10,000 8,000 6,000 4,000 2,000 Actual Projected 0 09-10 10-11 11-12 12-13 13-14 14-15 15-16 16-17 17-18 18-19 Revenues Expenditures 09/10 Actual 10/11 Actual 11/12 Actual 12/13 Actual 13/14 Actual 14/15 15/16 16/17 17/18 18/19 Projected Projected Projected Projected Projected 14,958 15,157 14,866 14,447 14,400 14,796 14,408 14,433 14,462 14,490 67 47 35 27 18 25 26 21 0 0 251 212 26 (81) 43 166 166 215 307 307 15,275 15,416 14,927 14,394 14,461 14,987 14,600 14,668 14,768 14,797 5,602 5,327 5,260 5,571 5,356 5,305 5,371 5,428 5,516 5,536 93 172 170 219 180 216 220 223 227 232 3,252 3,502 3,487 3,639 3,743 3,485 3,547 3,553 3,617 3,683 3 10 40 4 3 24 24 25 25 25 Revenues ($000) Charges for Services Interest Income Other Revenue Sources Total Revenues Expenses ($000) Personnel Costs Materials and Supplies Fees and Services Travel and Training Capital Outlay 2,046 1,149 1,243 312 2,285 3,081 2,395 2,307 2,374 2,374 Internal Service/Adjustments 3,035 2,569 2,931 2,992 3,359 3,726 3,699 3,699 3,710 3,746 0 350 807 866 953 996 988 988 991 1,001 782 752 350 541 371 202 202 202 202 202 14,812 13,832 14,287 14,143 16,251 17,033 16,447 16,425 16,663 16,799 463 1,584 640 251 (1,790) (2,046) (1,847) (1,757) (1,895) (2,002) Indirect Cost Allocations Transfers Total Expenditures Net Operating Surplus / (Deficit) 55 City of Tempe 2015-16 Annual Budget Golf Fund Forecast Discussion The largest component of Golf Fund revenue is Greens Fees, which contribute 73% of revenue in FY 2015-16. In prior years, the dependence on greens fees approached 86%. 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 2014, the Golf Fund has a deficit balance. FYE 05 Unrestricted Net Assets $540,158 06 468,457 07 263,853 08 217,821 09 42,449 10 (107,509) 11 (325,497) 12 (472,856) 13 14 (697,308) (699,509) 56 City of Tempe 2015-16 Annual Budget Golf Fund: Projected Revenues and Expenditures 4 ($000) 3 3 2 2 1 1 0 09-10 Actual 10-11 09/10 Actual 11-12 Projected 12-13 13-14 Revenues 10/11 Actual 14-15 15-16 16-17 Expenditures 11/12 Actual 12/13 Actual 13/14 Actual 1,509 1,600 1,809 17-18 18-19 14/15 15/16 16/17 17/18 18/19 Projected Projected Projected Projected Projected Revenues ($000) Greens Fees Pro Shop/Restaurant 1,370 1,397 1,859 2,156 2,256 2,389 2,401 204 165 0 0 0 0 0 0 0 0 Rental Charges 0 0 581 645 639 660 568 568 609 609 Range Fees 0 0 173 189 191 210 173 176 178 179 Interest Income 1 0 0 0 0 0 0 Other Revenue Sources 3 270 155 114 103 128 74 74 74 74 1,578 1,833 2,417 2,548 2,741 2,856 2,971 3,074 3,250 3,263 1,115 727 852 689 879 902 937 1,004 1,010 734 Materials and Supplies 198 227 451 555 491 500 509 519 529 521 Fees and Services 448 455 923 937 801 824 845 867 891 941 Total Revenues (1) (2) (1) Expenses ($000) Personnel Costs Capital Outlay 8 111 137 121 180 180 180 180 180 224 Internal Service Charges 132 115 151 160 167 171 179 187 194 162 Indirect Cost Allocations 126 129 66 115 150 154 161 169 175 126 0 0 0 0 0 0 0 122 122 122 2,027 1,765 2,580 2,578 2,484 2,717 2,680 2,748 2,785 2,830 257 139 292 326 464 434 Transfers Total Expenditures Net Operating Surplus / (Deficit) (449) 68 (163) (30) 57 City of Tempe 2015-16 Annual Budget 58 City of Tempe 2015-16 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 2015-16 Annual Budget Total Revenue Total revenue for FY 2015-16 is $553.6 million reflecting $427.5 million in operating revenue and $126.1 million from bond proceeds and other revenue sources in the Capital Budget. The FY 2015-16 operating revenue total represents a 5% increase from FY 2014-15. The increase in operating revenue sources is primarily in the General Governmental, Other, and Transportation/Transit areas and consists of increases in local tax revenue, intergovernmental revenue and charges for services. FY 2015-16 Other, 8% Transportation, 12% Bonds/Notes CIP Other Revenue 23% Operating Revenue 77% Enterprise, 18% General Governmental, 39% TOTAL REVENUE FY 2014-15 Budget FY 2015-16 Budget $129,414,939 $137,599,749 1,636,750 1,458,000 Intergovernmental 44,568,411 45,524,813 Charges for Services 11,452,301 11,905,431 Fees, Fines, and Forfeitures 7,943,080 8,345,560 Miscellaneous 8,649,452 9,833,167 Transportation/Transit 66,838,207 69,996,088 7,642,395 8,308,993 CDBG/Section 8 Housing 13,108,612 16,320,587 Restricted Revenue/Grants/Donations 18,800,751 19,927,901 Enterprise 96,919,810 98,244,395 TOTAL OPERATING REVENUE $406,974,708 $427,464,684 Operating Revenue Per Capita $2,497 $2,617 Bond/Note Proceeds 91,593,129 102,443,937 CIP Other Revenue 24,366,444 23,673,147 $522,934,281 $553,581,768 $3,208 $3,389 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 City of Tempe 2015-16 Annual Budget Total Revenue by Source Comparative Revenue by Source FY 2014-15 Budget to FY 2015-16 Budget Fiscal Year Ending June 30 35% 33% 33% 30% 25% 20% 20% 14% 15% 23% 22% 21% 14% 11% 10% 10% 5% 0% Local Taxes User Charges Intergovernmental 2014-15 All Other CIP 2015-16 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 Transit fare and Facilities Fines and Forfeitures Licenses and Permits Bond/Note Proceeds CIP Other Revenue Total Revenue FY 2013-14 Actual FY 2014-15 Budget FY 2014-15 Revised FY 2015-16 Budget $92,929,336 33,539,177 48,642,403 6,921,904 $82,152,592 33,346,352 50,138,629 6,912,473 $86,206,013 35,836,931 50,554,999 7,250,874 $88,527,594 36,809,942 52,125,280 7,447,743 0 78,195,835 14,400,476 10,007,557 10,672,283 0 38,759,166 9,125,178 10,482,670 7,338,976 1,585,129 0 740,526 8,966,997 18,825,524 14,997,740 0 78,051,860 14,796,495 9,118,228 5,912,381 0 40,338,841 9,630,103 13,108,612 7,079,753 1,269,719 0 941,100 18,800,751 10,002,367 15,555,572 0 78,382,771 14,116,200 9,792,804 10,526,064 0 40,395,373 9,748,208 13,735,472 7,079,753 1,684,982 0 946,100 13,237,848 9,482,224 15,555,572 0 80,304,000 14,030,000 9,829,094 5,941,525 0 41,804,118 10,091,343 16,320,587 6,785,443 1,301,462 0 1,628,500 19,927,901 9,416,471 15,088,534 8,342,044 1,704,983 11,650,000 7,958,315 8,180,080 1,638,800 91,593,129 24,366,444 8,419,856 1,634,322 55,775,000 8,768,164 8,624,947 1,460,200 102,443,937 23,673,147 $435,786,219 $522,934,281 $479,129,530 $553,581,768 61 City of Tempe 2015-16 Annual Budget Components of Total Revenue FY 2015-16 Total Revenue $553,581,768 Operating Budget $427,464,684 Capital Budget $126,117,084 General Governmental Special Revenue Enterprise Bond/Note Proceeds Other Revenue $214,666,720 $114,553,569 $98,244,395 $102,443,937 $23,673,147 Local Taxes/ Licenses & Permits $139,057,749 Transit Water/ Wastewater $81,110,882 General Purpose Bonds Federal Grants $57,052,977 $16,065,647 Solid Waste Water/ Wastewater Bonds $45,390,960 Outside Revenue Intergovernmental $45,524,813 Charges for Services $11,905,431 Fines and Forfeitures $59,782,125 CDBG/Section 8 Housing $16,320,587 Governmental Grants and Donations $13,335,301 $8,345,560 Highway User Revenue $10,213,963 Miscellaneous Performing Arts Tax $9,833,167 $8,308,993 $14,224,575 $7,607,500 Golf $2,908,938 + General Governmental is the largest operating revenue category. It supports basic functions of the City, which include Police, Fire Medical Rescue, Community Services, and Community Development. Police – RICO and Grants $5,904,844 Court Enhancement $687,756 Note: The amounts noted above reflect budgeted funds that the City receives as income. Interfund transfers and utilization of fund balances, while a component of the total financial program, are not classified as revenue for this presentation. 62 City of Tempe 2015-16 Annual Budget Comparative Operating Revenue by Major Source and Fund FY 2013-14 Actual Revenue Source General Fund FY 2014-15 Budget FY 2014-15 Revised FY 2015-16 Budget Local Taxes City Sales Tax $92,929,336 $82,152,592 $86,206,013 $88,527,594 Primary Property Tax 13,644,762 14,324,634 14,324,634 14,877,877 Transient Lodging Tax 5,300,229 5,072,952 5,347,511 5,576,481 Franchise Fees 3,310,094 3,255,702 3,307,246 3,336,246 SRP Payment in Lieu of Taxes 2,795,630 2,876,282 2,906,851 3,023,125 $117,980,051 $107,682,162 $112,092,255 $115,341,323 State Sales Tax 14,076,469 14,612,667 14,448,102 15,449,516 State Income Tax 18,025,635 19,575,936 19,614,283 19,470,946 6,053,172 5,718,238 5,718,238 6,391,656 604,737 432,000 674,448 522,000 $38,760,013 $40,338,841 $40,455,071 $41,834,118 $10,494,998 $5,827,381 $10,405,036 $5,822,025 Total Local Taxes Intergovernmental Revenue Vehicle License Tax Agreements Total Intergovernmental Building & Trades/Planning & Zoning Cultural and Recreational Registration Fees 4,826,975 4,398,641 4,840,900 4,716,736 Recreation Admission Charges 521,188 412,824 341,500 414,000 Library Fines and Fees 153,382 50,300 70,360 60,300 Other Cultural and Recreation Fees 960,225 763,155 971,512 892,370 $6,461,770 $5,624,920 $6,224,272 $6,083,406 Traffic Fines 889,316 860,457 922,338 922,338 Criminal Fines 966,188 1,021,587 925,113 925,113 Parking Fines 300,630 314,078 285,794 285,794 6,049,361 5,746,958 6,050,586 6,212,315 $8,205,495 $7,943,080 $8,183,831 $8,345,560 $1,702,633 $1,636,750 $1,632,122 $1,458,000 Total Cultural and Recreational Fines, Fees and Forfeitures 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 355,634 450,100 450,100 850,000 4,869,801 5,323,070 5,039,859 5,960,042 $5,225,435 $5,773,170 $5,489,959 $6,810,042 $188,830,395 $174,826,304 $184,482,546 $185,694,474 Secondary Property Tax 23,590,842 24,609,059 24,609,059 25,281,551 Intergovernmental 11,790,431 4,229,570 4,644,833, 3,690,695 Total Debt Service Fund $35,381,273 $28,838,629 $29,253,892 $28,972,246 Total General Fund Debt Service Fund Note: Totals may not sum exactly due to rounding. 63 City of Tempe 2015-16 Annual Budget Revenue Source Transit Fund FY 2013-14 Actual FY 2014-15 Budget FY 2014-15 Revised FY 2015-16 Budget Transit Tax 33,539,177 33,346,352 35,836,931 36,809,942 Fares and Facility Revenue 15,146,704 15,789,572 15,789,572 15,322,534 Federal and State Funding 6,041,830 5,784,211 5,784,211 5,379,277 ASU-Flash Transit 819,986 819,983 819,983 929,006 Lottery Transfer In 477,160 475,559 475,559 477,160 Interest Income 102,329 148,000 148,000 175,000 Miscellaneous Revenue 762,415 706,130 706,130 689,206 $56,889,601 $57,069,807 $59,560,386 $59,782,125 9,125,178 9,630,103 9,748,208 10,091,343 198,701 138,297 93,764 122,620 $9,323,879 $9,768,400 $9,841,972 $9,768,400 6,921,904 6,912,473 7,250,874 7,447,743 Total Transit Fund Transportation Fund Highway User Revenue Tax Other Revenue Total Transportation Fund Performing Arts Performing Arts Tax Interest Income 8,306 10,000 10,000 13,000 905,073 719,922 845,134 848,250 $7,835,283 $7,642,395 $8,106,008 $8,308,993 $0 $0 $0 $1,203,440 Fund 45 Police-RICO/Grants Fund $3,783,015 $5,959,619 $5,521,873 $5,904,844 Fund 46 Governmental Grants Fund $4,469,044 $11,308,718 $6,786,463 $12,130,361 $713,339 $1,530,131 $928,312 $687,756 $1,598 $2,283 $1,200 $1,500 $10,482,670 $13,108,612 $13,735,472 $16,320,587 Fees and Admission and Miscellaneous Total Performing Arts Fund Fund 44 Governmental Donation Fund Fund 47 Court Enhancement Fund Fund 48 Peterson House Endowment Fund Total CDBG/Section 8 Housing Funds Solid Waste Fund Residential Service 8,395,376 8,359,000 8,375,700 8,392,500 Commercial Service 4,348,825 4,581,795 4,100,000 4,000,000 Roll-Off Service 1,234,631 1,463,900 1,292,000 1,292,000 418,573 391,800 348,500 345,500 Interest Income Recycling 17,788 25,000 25,000 29,000 Miscellaneous Revenue 45,876 165,662 70,000 165,575 $14,461,069 $14,987,157 $14,211,200 $14,224,575 Total Solid Waste Fund Note: Totals may not sum exactly due to rounding. 64 City of Tempe 2015-16 Annual Budget Revenue Source Water/Wastewater Fund FY 2013-14 Actual FY 2014-15 Budget FY 2014-15 Revised FY 2015-16 Budget Charges for Service-Water Water Consumption 34,551,727 36,400,000 36,400,000 37,310,000 Water Service 10,236,680 10,500,000 10,500,000 10,762,500 277,559 330,660 330,660 340,000 Irrigation Other Water Charges 1,387,041 596,200 957,436 988,387 $46,453,007 $47,826,860 $48,188,096 $49,400,887 Sewer Usage 22,701,245 21,400,000 21,400,000 21,935,000 Sewer Service 9,019,149 8,800,000 8,800,000 9,020,000 43,497 25,000 30,703 25,000 $31,763,891 $30,225,000 $30,230,703 $30,980,000 226,200 308,000 308,000 550,000 Total Charges for Service-Water Charges for Service-Wastewater Irrigation Total Charges for Service-Wastewater Other Revenue Sources Interest Income Land and Facility Rental Other Miscellaneous Revenue Total Other Revenue Sources Total Water/Wastewater Fund 520,000 520,000 520,000 0 2,377,129 70,357 181,845 179,995 $3,123,329 $898,357 $1,009,845 $729,995 $81,340,227 $78,950,217 $79,428,644 $81,110,882 1,808,706 1,858,906 1,973,924 2,112,353 Golf Fund Greens Fees Interest Income Other Revenue Sources Total Golf Fund Total Operating Revenue - All Funds 0 5,000 11,500 858,785 (980) 1,123,530 749,474 785,085 $2,666,511 $2,982,436 $2,728,398 $2,908,938 $416,177,904 $406,974,708 $414,586,366 $427,464,684 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 2015-16 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 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 est. 2015-16 est. $74,945,676 84,457,854 81,257,842 72,420,832 67,369,737 80,341,215 83,545,200 85,930,808 92,929,336 86,206,013 88,527,594 12.4% 12.7% (3.8%) (10.9%) (7.0%) 19.3% 4.0% 2.9% 8.1% (7.2%) 2.7% Assumptions The City sales tax, known formally as the transaction privilege tax, is derived from a 1.8% tax on a variety of financial transactions, including retail sales, rental payments, contracting sales, utility, telecommunications payments, and hotel/restaurant sales. In FY 1993-94, voters approved a 0.2% increase from 1.0% to 1.2%. 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 estimated collection amount includes the end of the voter approved tax rate increase and assumes a gradual economic recovery in FY 2015-16. 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 74.9 84.5 81.3 72.4 80.3 67.4 20.0 10.0 0.0 Fiscal Year 66 83.5 85.9 92.9 86.2 88.5 City of Tempe 2015-16 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. 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 est. 2015-16 est. $3,201,772 3,439,069 3,534,640 2,811,364 2,512,518 4,351,046 4,523,369 4,730,174 5,300,229 5,347,511 5,576,481 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 15.0% 7.4% 2.8% (20.5%) (10.6%) 73.2% 4.0% 4.6% 12.1% 0.9% 4.3% 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 2015-16 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 70.4%* 5,413 69.9%* 5,274 66.4%* 5,273 56.5%* 5,434 55.0%* 5,518 59.7%* 5,419 60.3%* 5,305 60.6%* 5,460 63.4%* 5,681 67.0%* 5,692 68.1%* 5,637 0.0 Fiscal Year ∗ Percent Occupied/Number of Rooms 67 64.5%* 4,632 City of Tempe 2015-16 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. Fiscal Year Tax Rate/$100 Assessed Value Primary Collections Secondary Collections Total Amount 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 est. 2015-16 est. 1.40 1.40 1.40 1.40 1.40 1.40 1.79 2.14 2.49 2.44 2.52 $9,287,601 9,076,938 10,057,686 10,836,677 11,560,902 12,029,463 12,637,571 13,242,708 13,644,762 14,324,634 14,877,877 $16,430,588 16,465,111 20,781,970 23,415,585 24,913,392 21,690,870 21,884,734 22,983,109 23,590,842 24,609,059 25,281,551 $25,718,189 25,542,049 30,839,656 34,252,262 36,474,294 33,720,333 34,522,305 36,225,818 37,235,604 38,933,693 40,159,428 Percent Change 9.4% (0.7%) 20.7% 11.1% 6.5% (7.6%) 2.4% 4.9% 2.8% 4.6% 3.1% 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. Starting in FY 2015-16, Proposition 117 requires the use of the LPV in levying both primary and secondary property taxes. The combined primary and secondary property tax rate for FY 2015-16 will total $2.52 per $100 assessed valuation, consisting of $0.93 per $100 of the primary assessed valuation for operating and maintenance costs and $1.59 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 $ Millions City Property Tax 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 City of Tempe 2015-16 Annual Budget Salt River Project In-Lieu Tax Restrictions Fiscal Year Amount 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 est. 2015-16 est. $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 2,906,851 3,023,125 No restrictions on usage. Percent Change (6.0%) 1.9% 0.9% (6.6%) 7.8% 2.8% 28.4% 28.3% 11.4% 15.8% 8.1% 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 1.4 1.5 1.5 1.4 1.5 1.5 0.0 Fiscal Year 69 2.0 2.8 2.9 3.0 City of Tempe 2015-16 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 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 12,636,771 (0.2%) 2012-13 2013-14 13,236,998 14,076,468 4.7% 6.3% 2014-15 est. 2015-16 est. 14,448,102 15,449,516 2.6% 6.9% Assumptions The state assesses a 5.6% sales tax, of which 0.6% is designated for educational purposes. A 1% temporary increase in the 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 2015-16 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 2.0 435.6* 3.9% 462.0* 3.4% 447.1* 3.4% 387.1* 3.4% 357.0* 3.4% 373.3* 3.4% 392.5* 3.2% 408.3* 3.2% 0.0 Fiscal Year ∗ Total state shared sales tax revenue pool ($ in millions)/City’s share of pool 70 437.6* 3.2% 451.5* 3.2% 482.8* 3.2% City of Tempe 2015-16 Annual Budget State Shared Vehicle License Tax Restrictions Fiscal Year No restrictions on usage other than must be expended for a public purpose. 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 est. 2015-16 est. Amount Percent Change $7,527,675 6,870,739 6,655,516 6,024,595 5,560,791 5,424,902 5,437,201 10.8% (8.7%) (3.1%) (9.5%) (7.7%) (2.4%) 0.2% 5,165,072 6,053,172 5,718,238 6,391,656 (5.0%) 17.2% (5.5%) 11.8% 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 five year decreased revenue from FY 2006-07 through FY 2010-11 is reflective of the state recession. For FY 201112, 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 2015-16 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 7.5 6.9 6.7 6.0 5.6 5.4 2.0 1.0 0.0 Fiscal Year 71 5.4 5.2 6.1 5.7 6.4 City of Tempe 2015-16 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 2005-06 2006-07 $16,607,943 18,823,759 13.9% 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 18,025,635 9.1% 2014-15 est. 2015-16 est. 19,614,283 19,470,946 8.8% (0.7%) 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 nearly flat FY 2015-16 projection is based on a moderate decline in State projections. Major Influences: Personal Income, Corporate Net Profits, Population (relative to State) and State Policy State Shared Income Tax $ Millions 30.0 25.0 20.0 15.0 10.0 23.3 16.6 18.8 24.8 21.4 16.1 5.0 0.0 Fiscal Year 72 13.6 16.5 18.0 19.6 19.5 City of Tempe 2015-16 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 2005-06 $4,971,934 (1.0%) 2006-07 5,296,388 6.5% 2007-08 6,158,859 16.3% 2008-09 6,246,518 1.4% 2009-10 5,442,664 (12.9%) 2010-11 5,782,604 6.2% 2011-12 6,052,606 4.7% 2012-13 2013-14 6,386,342 6,461,770 5.5% 1.2% 2014-15 est. 2015-16 est. 6,224,272 6,083,406 (3.7%) (2.3%) 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 2.0 5.0 5.3 6.2 6.2 5.8 5.4 1.0 0.0 Fiscal Year 73 6.1 6.4 6.5 6.2 6.1 City of Tempe 2015-16 Annual Budget Charges for Services/Development Related Restrictions Fiscal Year Intended to offset costs related to permitting and planning for residential and commercial development in the City, though there are no restrictions on usage. Amount Percent Change 2005-06 2006-07 2007-08 $5,506,134 5,969,413 6,479,274 59.2% 8.4% 8.5% 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 est. 2015-16 est. 5,680,740 4,633,358 3,918,147 5,488,936 5,182,620 10,494,998 10,405,036 5,822,025 (12.3%) (18.4%) (15.4%) 40.1% (5.6%) 102.5% (0.9%) (44.0%) 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. FY 2013-14 and the FY 2014-15 estimate show extraordinary growth due to the State Farm project at Marina Heights. The FY 2015-16 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 12.3% growth that FY 2015-16 has over FY 201213. Major Influences: Population, Tax Laws, Economy and Development Charges for Services/Development Related $ Millions 12.0 10.0 8.0 6.0 4.0 2.0 1,845* 453.6 1,442* 443.6 1,374* 373.6 1,106* 377.2 975* 182.9 843* 104.0 0.0 1,000* $250.0 Fiscal Year ∗ Number of building permits/Valuation ($ in millions) 74 915* 257.2 947* 178.3 1,143* 608.1 1,328* 709.2 800* 375.0 City of Tempe 2015-16 Annual Budget Fines and Forfeitures Restrictions Fiscal Year No restrictions on usage. 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 est. 2015-16 est. Amount Percent Change $7,287,717 7,219,328 8,616,319 9.6% (0.9%) 19.4% 9,200,997 7,108,900 7,576,495 7,731,585 8,132,195 8,205,495 8,183,831 8,345,560 6.8% (22.7%) 6.6% 2.0% 5.2% 0.9% (0.3%) 2.0% 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 2015-16 are based on a trend of little to no growth in the number of violations which generate the fines and forfeitures combined with a small increase in the defensive driving fee. 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 7.3 8.6 7.2 9.2 7.6 7.1 2.0 1.0 0.0 Fiscal Year 75 7.7 8.1 8.2 8.2 8.3 City of Tempe 2015-16 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 2005-06 $32,440,081 12.4% 2006-07 34,971,294 7.8% 2007-08 32,449,710 (7.2%) 2008-09 2009-10 29,850,942 27,891,084 (8.0%) (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 33,539,177 11.5% 2014-15 est. 2015-16 est. 35,836,931 36,809,942 6.9% 2.7% Assumptions The Transit Tax represents 1/2 cent of the 1.8% City Sales Tax. The tax for transit was approved by Tempe voters in September 1996 and became effective January 1, 1997. The FY 2015-16 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 32.4 35.0 32.4 29.9 29.0 27.9 10.0 5.0 0.0 Fiscal Year 76 30.2 30.1 33.5 35.8 36.8 City of Tempe 2015-16 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. 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 est. $6,480,218 7,007,790 6,820,193 6,158,761 5,749,649 5,979,900 6,236,500 6,236,879 6,921,904 7,250,874 12.3% 8.1% (2.7%) (9.7%) (6.6%) 4.0% 4.3% 0.0% 11.0% 4.8% 2015-16 est. 7,447,743 2.7% Assumptions The Performing Arts Tax represents 1/10 cent of the 1.8% City Sales Tax. This tax was approved in May 2000 and became effective January 2001. The FY 2015-16 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 6.5 7.0 6.8 6.2 6.0 5.7 2.0 1.0 0.0 Fiscal Year 77 6.2 6.2 6.9 7.3 7.4 City of Tempe 2015-16 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. 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 est. 2015-16 est. Amount Percent Change $11,222,223 11,854,088 11,387,320 9,945,310 9,422,203 9,503,470 8,098,254 (10.2%) 5.6% (3.9%) (12.7%) (5.3%) 0.9% (14.8%) 8,855,957 9,125,178 9,748,208 10,091,343 9.4% 3.0% 6.8% 3.5% 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 2015-16 increase reflects moderate improvement in the state economy. Major Influences: Population, State Statute, Economy and Gasoline Sales Highway User Tax $ Millions 14.0 12.0 10.0 8.0 6.0 4.0 11.2 11.9 11.4 9.9 9.5 9.4 2.0 0.0 Fiscal Year 78 8.1 8.9 9.1 9.7 10.1 City of Tempe 2015-16 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 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 $798,826 771,039 761,513 709,867 416,885 0 474,508 (2.7%) (3.5%) (1.2%) (6.8%) (41.3%) (100.0%) 100.0% 475,559 477,160 475,559 477,160 0.2% 0.3% (0.3%) 0.3% 2012-13 2013-14 2014-15 est. 2015-16 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 0.1 0.0 0.80 0.77 0.76 0.71 0.47 0.42 0.00 Fiscal Year 79 0.48 0.48 0.48 0.48 City of Tempe 2015-16 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 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 est. 2015-16 est. $5,320,983 3,869,328 1,341,332 1,189,291 1,347,768 3,435,874 3,102,989 3,059,338 2,206,232 4,238,742 5,298,381 Section 8 Housing Grant Amount Percent Change 111.4% (27.3%) (65.3%) (11.3%) 13.3% 154.9% (9.7%) (1.4%) (27.9%) 92.1% 25.0% $7,840,074 8,508,012 8,722,976 10,041,342 9,674,069 9,791,085 9,487,793 8,918,256 8,276,438 9,496,730 11,022,206 (8.4%) 8.5% 2.5% 15.1% (3.7%) 1.2% (3.1%) (6.0%) (7.2%) 14.7% 16.1% 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 2015-16 CDBG amount is due primarily to a reappropriation of unspent funds from prior fiscal years. Major Influences: Federal Policy, Poverty Levels and Population Community Development Block Grant/Section 8 Housing Grant $ Millions 18.0 16.0 14.0 5.3 12.0 10.0 5.3 3.9 7.8 8.5 8.0 1.3 6.0 4.0 8.7 1.2 1.3 10.0 9.7 3.4 9.8 3.1 9.5 3.1 8.9 4.2 2.2 8.3 2.0 0.0 Fiscal Year Section 8 Housing Grant Community Development Block Grant 80 9.5 11.0 City of Tempe 2015-16 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 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 est. 2015-16 est. Percent Change $44,396,334 46,180,573 49,083,207 9.1% 4.0% 6.3% 52,407,237 60,330,191 67,111,483 73,149,049 74,263,175 78,216,897 78,418,799 80,380,887 6.8% 15.1% 11.2% 9.0% 1.5% 5.3% 0.3% 2.5% 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 44.4 46.2 49.1 52.4 60.3 67.1 10.0 0.0 Fiscal Year 81 73.1 74.3 78.2 78.4 80.4 City of Tempe 2015-16 Annual Budget Solid Waste Fees Restrictions Fiscal Year Used to defray costs of providing solid waste collection and disposal service. Amount 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 est. 2015-16 est. Percent Change $12,989,827 13,820,128 7.8% 6.4% 14,669,542 15,130,988 6.1% 3.1% 15,242,801 15,416,283 0.7% 1.1% 14,927,082 14,362,436 (3.2%) (3.8%) 14,461,069 14,211,200 14,224,575 0.7% (1.7%) 0.1% Assumptions The collection and disposal of solid waste constitutes the City’s second largest enterprise operation. Revenue derives from user fees for residential, commercial, roll-off, and uncontained solid waste service. Major Influences: Population, Rate Policy, and Commercial Market/Competition Solid Waste Fees $ Millions 18.0 16.0 14.0 12.0 10.0 8.0 6.0 13.0 13.8 14.7 15.1 15.4 15.2 4.0 2.0 0.0 Fiscal Year 82 14.9 14.4 14.5 14.2 14.2 City of Tempe 2015-16 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 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 est. 2015-16 est. $737,699 712,171 694,389 668,736 545,788 523,048 538,847 549,728 610,195 623,618 573,074 Ken McDonald Amount Percent Change 2.4% (3.5%) (2.5%) (3.7%) (18.4%) (4.2%) 3.0% 2.0% 11.0% 2.2% (8.1%) Assumptions $1,012,161 976,892 958,956 971,948 824,027 874,264 970,404 1,050,394 1,198,511 1,350,306 1,539,279 (1.3%) (3.5%) (1.8%) 1.4% (15.2%) 6.1% 11.0% 8.2% 14.1% 12.7% 14.0% 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 2015-16 projection assumes 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 2.5 2.0 1.5 1.0 1.0 1.0 0.5 0.7 0.7 1.0 0.7 1.0 0.7 0.8 0.9 0.5 0.5 1.0 1.1 0.5 0.5 0.0 Fiscal Year Rolling Hills Ken McDonald 83 1.2 0.6 1.4 1.5 0.6 0.6 City of Tempe 2015-16 Annual Budget City of Tempe 2015-16 Annual Budget Performance Budget Contents Performance Benchmarking ....................................................................................................................................................... 86 City Council Strategic Priorities Linked By Department .............................................................................................................. 87 City Organizational Chart ........................................................................................................................................................... 89 Mayor and Council ..................................................................................................................................................................... 90 City Manager .............................................................................................................................................................................. 92 City Attorney............................................................................................................................................................................... 94 City Clerk.................................................................................................................................................................................... 96 City Court ................................................................................................................................................................................... 98 Community Development ......................................................................................................................................................... 100 Administration, Code Enforcement, Neighborhood Services ................................................................................................ 101 Development Services .......................................................................................................................................................... 103 Planning ............................................................................................................................................................................... 104 Community Services ................................................................................................................................................................ 106 Administration, Kid Zone ...................................................................................................................................................... 107 Arts, Cultural Services and Library Services ........................................................................................................................ 108 Recreation ............................................................................................................................................................................ 110 Diversity Office ......................................................................................................................................................................... 112 Finance and Technology .......................................................................................................................................................... 113 Fire Medical Rescue................................................................................................................................................................. 114 Administration, Fire Prevention............................................................................................................................................. 115 Emergency/Medical Services ............................................................................................................................................... 116 Homeland Security/Special Operations ................................................................................................................................ 117 Support Services/Personnel Safety ...................................................................................................................................... 118 Training/Professional Development ...................................................................................................................................... 119 Human Resources.................................................................................................................................................................... 120 Human Services ....................................................................................................................................................................... 122 Administration, Housing and Revitalization .......................................................................................................................... 123 Community Resources ......................................................................................................................................................... 125 Diversity and Outreach ......................................................................................................................................................... 126 Social Services ..................................................................................................................................................................... 127 Internal Audit Office .................................................................................................................................................................. 128 Internal Services ...................................................................................................................................................................... 130 Administration ....................................................................................................................................................................... 132 Finance................................................................................................................................................................................. 133 Human Resources ................................................................................................................................................................ 136 Information Technology ........................................................................................................................................................ 138 Municipal Budget Office ........................................................................................................................................................... 140 Police ....................................................................................................................................................................................... 142 Office of the Chief ................................................................................................................................................................. 144 Investigations/Organizational Services ................................................................................................................................. 145 Operations ............................................................................................................................................................................ 146 Support Services .................................................................................................................................................................. 147 Public Works ............................................................................................................................................................................ 148 Administration ....................................................................................................................................................................... 150 Construction Management/Engineering ............................................................................................................................... 151 Field Operations ................................................................................................................................................................... 152 Transit/Transportation .......................................................................................................................................................... 154 Water Utilities ....................................................................................................................................................................... 157 85 City of Tempe 2015-16 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 March 2015 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. A list of the City Council’s strategic priorities is shown below. The Tempe City Council is committed to: 1. Ensure safe and secure community 2. Develop and maintain strong community connection 3. Enhance quality of life for all Tempe residents and workers 4. Implement sustainable growth and development strategies 5. Maintain long-term financial stability and vitality The Council’s effort to identify its priorities is supported by a citywide leadership development initiative to align departmental goals and objectives with the City Council’s strategic priorities. City leadership has created an actionable strategic plan that maximizes collaboration and interdepartmental resources to support these priorities. The two efforts join to provide a way of identifying and realizing our community vision. 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. 86 City of Tempe 2015-16 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 Ensure Safe and Secure Community    Community Development   Community Services Fire Enhance Quality of Life for all Tempe Residents and Workers Implement Sustainable Growth and Development Strategies Maintain Long-term Financial Stability and Vitality          City Clerk City Court Develop and Maintain a Strong Community Connection        Human Services    Internal Audit Office  Internal Services   Municipal Budget Office Police Public Works      87   City of Tempe 2015-16 Annual Budget 88 City of Tempe 2015-16 Annual Budget City Organizational Chart Residents of Tempe Mayor and City Council City Attorney City Manager City Clerk City Court Community Relations Economic Development Government Relations Mayor/Council Staff/311 Deputy City Manager, Chief Operating Officer Deputy City Manager, Chief Financial Officer Internal Audit Office Community Development Community Services Human Services Development Services Arts, Cultural Services and Library Services Community Resources Planning Recreation Diversity Social Services Municipal Budget Office Public Works Fire Medical Rescue Police Construction Management/ Engineering Emergency/ Medical Services Field Operations Fire Prevention Investigations/ Organizational Services Homeland Security/ Special Operations Support Services Transit/ Transportation Water Utilities Support Services/ Personnel Safety Training/ Professional Development 89 Operations Internal Services Finance Human Resources Information Technology City of Tempe 2015-16 Annual Budget Mayor and Council Mayor and City 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 2015-16 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 City Council Total 2013-14 Actual $408,098 29,400 (69,096) $368,402 $2.26 2014-15 Budget $388,607 47,431 (58,251) $377,787 $2.31 2013-14 Actual Full Perm Temp Time FTE FTE 7 7 90 2014-15 Revised $366,295 46,963 (58,727) $354,531 $2.17 2014-15 Revised Full Perm Temp Time FTE FTE 7 7 2015-16 Budget $374,381 50,931 (60,033) $365,279 $2.24 2015-16 Budget Full Perm Temp Time FTE FTE 7 7 City of Tempe 2015-16 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 (%) 2013-14 Actual 2014-15 Budget 2014-15 Revised 2015-16 Budget 81 88 81 88 Resident satisfaction with the image of the City (%) 84 87 84 87 Resident satisfaction with how well City planning growth (%) 62 65 62 65 Resident satisfaction with quality of life in the City (%) 85 87 85 87 Resident satisfaction with the feeling of safety in the City (%) 73 76 73 76 Resident satisfaction with the leadership of elected officials (%) 60 62 60 62 Resident satisfaction with the direction the City is heading (%) 62 63 62 63 Resident satisfaction with opportunities to express ideas/views to the City (%) 61 60 61 60 Resident satisfaction with efforts to keep residents informed on City budget (%) 57 57 57 57 Resident satisfaction with public involvement in the City’s decision-making (%) 56 57 56 57 *Measured by the percent of residents that responded with “Very Satisfied” or “Satisfied” in the annual Community Attitude Survey 91 City of Tempe 2015-16 Annual Budget City Manager City Manager Administration Community Relations Economic Development Government Relations Mayor/Council Staff/311 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. Community 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. 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/311 staff facilitates communication among the public, city staff, council committees and the Mayor and Council. Note: During FY 2014-15, the City Manager implemented a reorganization of departments, divisions and offices. As a result, the Community Relations division and the 311 operations, formerly under Community Services, were reorganized under the City Manager’s Office. The expenditure and authorized personnel information listed below reflect these changes. FY 2015-16 Budget Highlights: The approved amount includes the following change: ⋅ Authorized funding for Federal Lobbyist Consultant Fees to hire a lobbyist firm to address federal issues that are significant to the City of Tempe ($125,500) Expenditures by Type Personnel Costs Supplies and Services Grants, Donations and/or Restricted Purpose Capital Outlays Internal Services Expenditure Total Per Capita Authorized Personnel Administration Community Relations Economic Development Government Relations Mayor/Council Staff/311 Total 2013-14 Actual $1,634,623 289,375 2014-15 Budget $1,577,190 326,353 2014-15 Revised $3,144,044 912,368 2015-16 Budget $3,265,450 1,097,369 875,000 0 47,491 $2,846,489 $17.43 2,324,710 0 (177,702) $4,050,551 $24.80 1,393,500 657 (306,531) $5,144,038 $31.50 6,221,511 0 (385,263) $10,199,067 $62.45 2013-14 Actual Full Perm Temp Time FTE FTE 4 2 1 4 11 92 2014-15 Revised Full Perm Temp Time FTE FTE 6 9 1.34 2 1 12 30 1.34 2015-16 Budget Full Perm Temp Time FTE FTE 6 9 1.34 2 1 12 30 1.34 City of Tempe 2015-16 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* (%) 2013-14 Actual 2014-15 Budget 2014-15 Revised 2015-16 Budget 88 90 90 90 *Measured by the percent of residents that responded with “Very Satisfied” or “Satisfied” in the annual Community Attitude Survey Related Council Strategic Priority: Develop and Maintain Strong Community Connection 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 2013-14 Actual Performance Measure Resident satisfaction with the availability of information about City programs and services* (%) Tempe Forum subscribers E-notification subscribers Page views for whole website (millions) Twitter followers across all City accounts Facebook likes across all City accounts YouTube views on main City channel Granicus video on demand views 2014-15 Budget 2014-15 Revised 2015-16 Budget 64 70 76 70 809 1,000 1,016 1,050 30,144 32,000 30,100 31,000 5.45 6 5.65 6 12,600 15,000 17,300 18,000 4,783 5,000 5,900 6,100 57,217 77,000 53,587 55,000 8,204 8,000 8,445 8,200 *Measured by the percent of residents that responded with “Very Satisfied” or “Satisfied” in the annual Community Attitude Survey Related Council Strategic Priority: Maintain Long-Term Financial Stability and Vitality Goal: To expand, diversify and drive investment in the Tempe economy Objective: To expand the tax base and job market in the community 2013-14 Actual Performance Measure 2014-15 Budget 2014-15 Revised 2015-16 Budget 65 Opportunities to attract projects in Tempe High waged tracked projects 58 55 61 1 5 3 2 75 800 1,419 1,020 108,511 97,137 95,374 97,282 67 59 58 59 Major corporate locates in Tempe Knowledge based jobs Employment Job-to-Resident ratio Related Council Strategic Priority: Develop and Maintain Strong Community Connection Goal: To meet or exceed performance of government contact centers as determined by evaluating annual statistics from the organization Association of Government Contact Center Employees (AGCCE) Objective: To average above a 50 percent Single Point of Contact (SPOC) ratio for incoming calls 2013-14 2014-15 Actual Budget Performance Measure Calls answered 80,380 Percent change SPOC (%) 56 93 2014-15 Revised 2015-16 Budget N/A 87,198 100,000 N/A N/A 15 N/A 50 51 City of Tempe 2015-16 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 2015-16 Budget Highlights: The approved amount includes the following change: ⋅ Contracted Assistant City Attorney to provide legal work for Community Development and Economic Development ($98,385) Expenditures by Type Personnel Costs Supplies and Services Grants, Donations and/or Restricted Purpose Capital Outlays Internal Services Expenditure Total Per Capita Authorized Personnel City Attorney Total 2013-14 Actual $3,040,369 86,382 2014-15 Budget $3,164,222 87,618 2014-15 Revised $3,085,819 87,609 2015-16 Budget $3,171,644 89,118 127,096 1,574 291 $3,255,712 $19.93 284,193 0 (430,084) $3,105,949 $19.02 93,302 169 (432,042) $2,834,857 $17.36 183,079 0 (387,113) $3,056,728 $18.72 2013-14 Actual Full Perm Temp Time FTE FTE 23 1.75 23 1.75 94 2014-15 Revised Full Perm Temp Time FTE FTE 23 1.75 1.00 23 1.75 1.00 2015-16 Budget Full Perm Temp Time FTE FTE 23 1.75 1.00 23 1.75 1.00 City of Tempe 2015-16 Annual Budget Related Council Strategic Priority: Ensure Safe and Secure Community 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 (%) 2013-14 Actual 2014-15 Budget 2014-15 Revised 2015-16 Budget 95 98 95 98 Related Council Strategic Priority: Ensure Safe and Secure Community 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 (%) 2013-14 Actual 2014-15 Budget 2014-15 Revised 2015-16 Budget 96 100 96 100 2013-14 Actual 2014-15 Budget 2014-15 Revised 2015-16 Budget 100 100 100 100 2013-14 Actual 2014-15 Budget 2014-15 Revised 2015-16 Budget 90 90 90 90 Related Council Strategic Priority: Ensure Safe and Secure Community 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 (%) Related Council Strategic Priority: Ensure Safe and Secure Community 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 (%) 95 City of Tempe 2015-16 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 2015-16 Budget Highlights: The approved amount includes the following change: ⋅ Authorized Contracted Services for City Council Meeting Minutes Transcription to address excessive workload and capacity issues ($15,000) Expenditures by Type Personnel Costs Supplies and Services Internal Services Expenditure Total Per Capita 2013-14 Actual $472,737 332,158 78,740 $883,635 $5.41 2014-15 Budget $507,014 524,820 66,702 $1,098,536 $13.45 2013-14 Actual Authorized Personnel City Clerk Total Full Time 4 4 Perm FTE Temp FTE 0.58 0.58 2014-15 Revised $482,049 173,719 65,858 $721,626 $4.42 2014-15 Revised Full Time 4 4 Perm FTE 0.50 0.50 Temp FTE 2015-16 Budget $481,174 608,395 46,221 $1,135,790 $6.95 2015-16 Budget Full Time 4 4 Perm FTE 0.50 0.50 Temp FTE Related Council Strategic Priority: Develop and Maintain Strong Community Connection 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 1 business day and City Clerk records within 3 business days of receipt 2013-14 2014-15 2014-15 2015-16 Performance Measure Actual Budget Revised Budget City department records requests processed within 1 business day (%) 100 100 100 100 City Clerk records requests processed within 3 business days (%) 97 95 99 95 Related Council Strategic Priority: Develop and Maintain Strong Community Connection 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 2015-16; and 2) determine current level of customer service by conducting an internal City Clerk customer service satisfaction survey in Fiscal Year 2015-16 2013-14 2014-15 2014-15 2015-16 Performance Measure Actual Budget Revised Budget Strategic plan developed and implemented (%) 0 100 100 100 Satisfaction survey conducted (%) 0 100 100 100 Related Council Strategic Priority: Develop and Maintain Strong Community Connection 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 2013-14 2014-15 2014-15 2015-16 Performance Measure Actual Budget Revised Budget Documents processed within one business day (%) N/A 100 100 100 96 City of Tempe 2015-16 Annual Budget Related Council Strategic Priority: Develop and Maintain Strong Community Connection 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 processing and uploading of City Council meeting agenda supplemental materials onto the Tempe City Council SharePoint site prior to the meeting; 3) 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 4) meet City Charter publication requirements by publishing all proposed ordinances at least seven days prior to City Council public hearing date 2013-14 2014-15 2014-15 2015-16 Performance Measure Actual Budget Revised Budget Agendas processed on Friday prior to following weeks’ meetings (%) 100 100 100 100 Supplemental materials processed and uploaded prior to meeting (%) N/A 100 100 100 B & C meeting notices/agendas processed within 1 business day (%) 100 100 100 100 Proposed Ordinances published at least 7 days (%) 100 100 100 100 Related Council Strategic Priority: Develop and Maintain Strong Community Connection 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 2013-14 2014-15 2014-15 2015-16 Performance Measure Actual Budget Revised Budget Legal action summaries published within 3 business days (%) 98 100 100 100 Meeting minutes included on second subsequent meeting agenda (%) Official City documents processed within 3 business days (%) Adopted Ordinances/Resolutions codified prior to effective date (%) Adopted Ordinances/Resolutions published within 3 days after approval (%) 64 85 46 85 100 N/A 100 100 100 100 100 100 100 100 100 100 Related Council Strategic Priority: Develop and Maintain Strong Community Connection 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 2013-14 Actual 100 100 Performance Measure Applicant information within one week (%) Information/Materials within one business day (%) 2014-15 Budget 100 95 2014-15 Revised 100 100 2015-16 Budget 100 95 Related Council Strategic Priority: Develop and Maintain Strong Community Connection 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 2013-14 Actual 100 100 100 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 (%) (Primary Election = 100%; General Election = 78%) 97 2014-15 Budget 100 100 100 2014-15 Revised N/A 100 89 2015-16 Budget 100 100 100 City of Tempe 2015-16 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 2015-16 Budget Highlights: The approved amount includes the following change: ⋅ Authorized Court Interpreter (1 Permanent FT); provides for a change in the funding source from Fill-the-Gap temporary funding to the General Fund; court is constitutionally required to interpret and translate written documents in the Spanish language ($78,916) 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 2013-14 Actual $2,818,152 497,055 2014-15 Budget $2,972,427 552,167 2014-15 Revised $2,810,846 588,703 2015-16 Budget $3,019,962 594,417 304,326 699,307 $4,318,840 $26.44 1,234,488 612,813 $5,371,895 $32.89 286,498 605,205 $4,291,252 $26.27 984,300 586,310 $5,184,989 $31.75 2013-14 Actual Full Perm Temp Time FTE FTE 38 4.06 38 4.06 98 98 2014-15 Revised Full Perm Temp Time FTE FTE 38 4.06 38 4.06 2015-16 Budget Full Perm Temp Time FTE FTE 38 4.06 38 4.06 City of Tempe 2015-16 Annual Budget Related Council Strategic Priority: Ensure Safe and Secure Community Goal: To improve efficiency and effectiveness in the Tempe Municipal Court system’s adjudication process Objective: To achieve a 100% clearance rate of court filings Performance Measure Total number of filings* 2013-14 Actual 65,912 2014-15 Budget 64,392 2014-15 Revised 62,796 2015-16 Budget 62,796 Total number of dispositions 67,220 63,168 65,584 65,584 102 98 104 104 Clearance ratio (%) * Charges and petitions filed during the fiscal year Related Council Strategic Priority: Ensure Safe and Secure Community Goal: To improve efficiency and effectiveness in the Tempe Municipal Court system’s collection process Objective: To achieve a minimum 78% collection rate of obligations imposed in a given fiscal year Performance Measure Total obligations imposed 2013-14 Actual $12,159,690 2014-15 Budget $12,159,690 2014-15 Revised $11,999,207 2015-16 Budget $11,999,207 Total payments processed $9,541,796 $9,454,446 $9,554,354 $9,359,381 78 78 80 78 Collection rate (%) 99 City of Tempe 2015-16 Annual Budget Community Development Community Development Administration Code Enforcement Neighborhood Services Development Services Planning 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, permitting, property addressing, right-of-way permitting, planning, code compliance, managing land use, and neighborhood services. Note: During FY 2014-15, the City Manager implemented a reorganization of departments, divisions and offices. As a result, the Neighborhood Programs and Engineering functions related to private development were reorganized under the Community Development Department. These functions were previously located under the Community Services and Public Works Department. Also, the Housing functions were reorganized from the Community Development Department to the Human Services Department. The expenditure and authorized personnel information listed below reflect these changes. FY 2015-16 Budget Highlights: The approved amount includes the following changes: ⋅ Authorized funding for two permanent full time employees and eight temporary full time employees (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 ($719,660)  Authorized temporary funding for three temporary part-time employees as well as five temporary full-time employees to assist with Code Inspection workload ($432,683) 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, Code Enforcement, Neighborhood Services Development Services Planning Housing Expenditure Total 2013-14 Actual $6,661,948 8,581,990 2014-15 Budget $8,331,728 5,910,790 2014-15 Revised $7,669,104 5,506,336 2015-16 Budget $8,457,729 5,510,835 11,469,185 38,718 354,213 $27,106,054 $166.62 13,369,114 28,465 606,015 $28,246,112 $173.29 95,950 93,563 546,204 $13,911,157 $85.34 615,656 480,000 622,276 $15,686,496 $96.04 2013-14 Actual 2014-15 Budget 2014-15 Revised 2015-16 Budget $9,980,617 3,122,006 2,597,508 11,405,923 $27,106,054 $7,819,963 4,551,795 2,672,212 13,202,142 $28,246,112 $7,251,229 4,124,388 2,535,540 0 $13,911,157 $8,017,982 5,103,541 2,564,973 0 $15,686,496 2013-14 Actual Authorized Personnel Administration, Code Enforcement, Neighborhood Services Development Services Planning Housing Total Full Time 11 31 21 15 78 Perm FTE 1.60 1.60 2014-15 Revised 2015-16 Budget Temp FTE Full Time Perm FTE Temp FTE Full Time 2.50 5.66 1.86 15 34 20 0.75 6.50 11.66 1.86 18 37 17 10.02 69 0.75 20.02 72 100 Perm FTE Temp FTE 9.00 7.66 1.86 0.00 18.52 City of Tempe 2015-16 Annual Budget Community Development Administration, Code Enforcement, Neighborhood Services 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. Code Enforcement is responsible for the residential and commercial enforcement of a variety of municipal codes and ordinances which were created to promote the health, safety, and welfare of our citizens. Neighborhood Services 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. Expenditures by Type Personnel Costs Supplies and Services Grants, Donations and/or Restricted Purpose Capital Outlay Internal Services Expenditure Total Per Capita 2013-14 Actual $1,567,001 8,478,579 2014-15 Budget $2,002,536 5,682,628 2014-15 Revised $1,901,222 5,245,881 2015-16 Budget $2,096,548 5,348,371 0 27,434 (92,397) $9,980,617 $61.35 33,960 28,465 72,374 $7,819,963 $47.97 0 84,938 19,188 $7,251,229 $44.49 30,000 480,000 63,063 $8,017,982 $49.09 2013-14 Actual Authorized Personnel Administration, Code Enforcement, Neighborhood Services Total Full Time Perm FTE 11 11 2014-15 Revised Temp FTE Full Time 2.50 2.50 15 15 Perm FTE 2015-16 Budget Temp FTE Full Time 6.50 6.50 18 18 Perm FTE Temp FTE 9.00 9.00 Related Council Strategic Priority: Enhance Quality of Life for All Tempe Residents and Workers and Develop and Maintain Strong Community Connection 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, listserv; and 3) 95% attendance at neighborhood association meetings 2013-14 2014-15 2014-15 2015-16 Actual Budget Revised Budget Performance Measure Participating households 39,067 Percent change Grant applications received Neighborhood association mailings Neighborhood association meetings attended (percent of total) (%) 39,450 39,251 39,640 1.0% 0.5% 1.0% 26 25 23 25 59,327 45,000 50,350 50,000 97 95 98 95 Related Council Strategic Priority: Ensure Safe and Secure Community, Develop and Maintain Strong Community Connection and Enhance Quality of Life for All Tempe Residents and Workers Goal: To maintain a desirable residential environment through proactive and reactive enforcement of residential property maintenance codes Objective: 1) To maintain a 65/35 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 38%; and 3) minimize the resident level of dissatisfaction with the responsiveness of code enforcement complaints to less than 48% 2013-14 2014-15 2014-15 2015-16 Actual Budget Revised Budget Performance Measure Ratio between proactive and reactive code responses 60/40 60/40 65/35 65/35 Resident dissatisfaction with the maintenance of private property in their neighborhood* (%) 40 <40 38 <38 Dissatisfaction of the code enforcement for property maintenance codes (%) 58 <54 48 <48 *Measured by the percent of residents that responded with “Very Satisfied” or “Satisfied” in the annual Community Attitude Survey 101 City of Tempe 2015-16 Annual Budget Related Council Strategic Priority: Ensure Safe and Secure Community, Develop and Maintain Strong Community Connection and Enhance Quality of Life for All Tempe Residents and Workers 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 2013-14 2014-15 2014-15 2015-16 Actual Budget Revised Budget Performance Measure Days to resolve code violations 38 36 32 30 Code enforcement cases received 6,288 7,000 8,230 8,850 Code enforcement cases closed 6,069 6,790 7,526 8,300 Percent closed 97 97 98 98 Cases per inspector per month 75 65 76 78 Code violation voluntary compliance rate (%) 98 98 98 98 102 City of Tempe 2015-16 Annual Budget Community Development Development Services The Development Services Division is responsible for helping all 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 2013-14 Actual $2,851,921 30,167 2014-15 Budget $4,050,626 144,450 2014-15 Revised $3,631,198 163,405 2015-16 Budget $4,216,023 69,794 42,708 10,097 187,113 $3,122,006 $19.19 78,017 0 278,702 $4,551,795 $27.92 50,000 3,625 276,160 $4,124,388 $25.30 527,628 0 290,096 $5,103,541 $31.25 2013-14 Actual Authorized Personnel Development Services Total Full Time 31 31 Perm FTE 2014-15 Revised Temp FTE 5.66 5.66 Full Time 34 34 Perm FTE 0.75 0.75 2015-16 Budget Temp FTE 11.66 11.66 Full Time 37 37 Perm FTE Temp FTE 7.66 7.66 Related Council Strategic Priority: Enhance Quality of Life for All Tempe Residents and Workers 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 2013-14 Actual Performance Measure Building inspections completed within one day of request (%) 2014-15 Budget 2014-15 Revised 2015-16 Budget 100 100 100 100 94 95 95 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 95 95 Plan reviews processed within agreed time frame (%) Accuracy of front counter activities (%) 103 City of Tempe 2015-16 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, and project coordination and management for large private sector and City owned projects. Expenditures by Type Personnel Costs Supplies and Services Grants, Donations and/or Restricted Purpose Capital Outlay Internal Services Expenditure Total Per Capita 2013-14 Actual $2,243,026 73,244 2014-15 Budget $2,278,566 83,712 2014-15 Revised $2,136,684 97,050 2015-16 Budget $2,145,158 92,670 20,554 1,187 259,497 $2,597,508 $15.97 54,995 0 254,939 $2,672,212 $16.43 45,950 5,000 250,856 $2,535,540 $15.59 58,028 0 269,117 $2,564,973 $15.74 2013-14 Actual Authorized Personnel Planning Total Full Time 21 21 Perm FTE Temp FTE 1.86 1.86 104 2014-15 Revised Full Time 20 20 Perm FTE Temp FTE 1.86 1.86 2015-16 Budget Full Time 17 17 Perm FTE Temp FTE 1.86 1.86 City of Tempe 2015-16 Annual Budget City of Tempe 2015-16 Annual Budget Community Services Community Services Administration Kid Zone Arts, Cultural Services and Library Services Recreation Purpose: To serve the community, elected officials and City departments by providing quality recreation, arts, cultural and library services. Description: The Department’s responsibilities include a full range of public library services, historical/cultural enrichment to Tempe residents, and recreational programs. Note: During FY 2014-15, the City Manager implemented a reorganization of departments, divisions and offices. As a result, the Community Relations division and Tempe 311 operations were reorganized under the City Manager’ s Office, the Neighborhood Programs under the Community Development Department, and the Social Services Division under the Human Services Department. The expenditure and authorized personnel information listed below reflect these changes. FY 2015-16 Budget Highlights: The approved amount includes the following changes: ⋅ Authorized additional Library Staffing and Hours including two permanent full-time and one temporary full-time employees to offer programming to teens and adults and provide dedicated customer service staff ($118,372) ⋅ Authorized contracted personnel to provide security coverage for Escalante Park and Community Center; promotes more participants, less crime activity and calls for service ($79,206) ⋅ Authorized funding for Community Interest Programming to provide programs for tots, youth, teens, adults and families; offset by revenue ($25,000) ⋅ Authorized funding for increased city presence at the front desk (.58 Temporary Full-Time Employee) of Westside Multigenerational Center to assist with running day to day operation of the facility; offset by revenue ($13,995) 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, Kid Zone Arts, Cultural Services and Library Services Recreation Community Relations Social Services Expenditure Total 2013-14 Actual $17,106,639 3,946,124 2014-15 Budget $18,336,333 4,326,601 2014-15 Revised $14,331,504 3,254,558 2015-16 Budget $14,878,786 3,570,664 1,725,402 74,196 2,745,818 $25,598,179 $157.36 2,753,873 1,100 3,181,938 $28,599,845 $175.46 805,958 9,200 3,110,881 $21,512,101 $131.97 1,440,335 0 3,226,709 $23,116,494 $141.53 2013-14 Actual $1,456,440 6,304,731 7,008,084 2,253,859 8,575,065 $25,598,179 2014-15 Budget $1,801,015 7,060,076 7,154,356 3,245,919 9,338,479 $28,599,845 2014-15 Revised $6,038,716 6,693,647 8,779,738 0 0 $21,512,101 2015-16 Budget $6,237,989 7,597,735 9,280,770 0 0 $23,116,494 2013-14 Actual Authorized Personnel Administration, Kid Zone Arts, Cultural Services and Library Services Recreation Community Relations Social Services Total Full Time 31 39 36 19 16 141 Perm FTE 2.50 3.50 0.50 6.50 Temp FTE 59.12 21.36 80.33 1.34 4.88 167.03 106 2014-15 Revised Full Time 33 39 40 Perm FTE 112 2015-16 Budget Full Time 33 39 40 Perm FTE 3.00 3.00 Temp FTE 59.12 24.36 84.43 3.00 3.00 Temp FTE 59.12 24.36 84.43 6.00 167.91 112 6.00 167.91 City of Tempe 2015-16 Annual Budget Community Services Administration, Kid Zone Community Services Administration is responsible for overall management of the City’s library, cultural services, and recreation programs. 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. The Kid Zone Enrichment Program serves families in Tempe by providing a safe, enriching environment for children to attend during non-school hours. Kid Zone operates in 18 school sites throughout Tempe and provides a continuity of programs, serving children in Preschool through 8th grade, 250 days per year. Kid Zone has programs in the Tempe Elementary and Kyrene School District schools that are located within the City of Tempe boundaries and serves approximately 3,275 children each year Expenditures by Type Personnel Costs Supplies and Services Grants, Donations and/or Restricted Purpose Capital Outlay Internal Services Expenditure Total Per Capita 2013-14 Actual $1,013,908 46,866 2014-15 Budget $852,056 48,889 2014-15 Revised $4,122,674 514,297 2015-16 Budget $4,379,432 498,965 0 10,803 384,863 $1,456,440 $8.95 232,400 0 667,670 $1,801,015 $11.05 327,844 915 1,072,986 $6,038,716 $37.05 365,835 0 993,757 $6,237,989 $38.19 2013-14 Actual Authorized Personnel Administration, Kid Zone Total Full Time 31 31 Perm FTE 2014-15 Revised Temp FTE 59.12 59.12 Full Time 33 33 Perm FTE Temp FTE 59.12 59.12 2015-16 Budget Full Time 33 33 Perm FTE Temp FTE 59.12 59.12 Related Council Strategic Priority: Enhance Quality of Life for All Tempe Residents and Workers 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) 2013-14 Actual 2014-15 Budget 2014-15 Revised 2015-16 Budget Parent evaluation survey results measures indicate “very satisfied” with the Kid Zone Enrichment Program (%) 90 80 90 80 National accreditation evaluation survey results of “very satisfied” with the Kid Zone Enrichment Program (%) 93 80 92 80 Performance Measure 107 City of Tempe 2015-16 Annual Budget Community Services Arts, Cultural Services and Library Services The Arts, Cultural Services and Library Services 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 2013-14 Actual $4,145,079 1,127,166 2014-15 Budget $4,372,008 1,237,444 2014-15 Revised $4,233,766 1,180,188 2015-16 Budget $4,523,946 1,373,544 137,435 30,835 864,216 $6,304,731 $38.76 293,059 1,100 1,156,465 $7,060,076 $43.31 130,004 4,255 1,145,434 $6,693,647 $41.06 411,458 0 1,288,787 $7,597,735 $46.52 2013-14 Actual Authorized Personnel Arts, Cultural Services and Library Services Total 2014-15 Revised 2015-16 Budget Full Time Perm FTE Temp FTE Full Time Perm FTE Temp FTE Full Time Perm FTE Temp FTE 39 39 2.50 2.50 21.36 21.36 39 39 3.00 3.00 24.36 24.36 39 39 3.00 3.00 24.36 24.36 Related Council Strategic Priority: Enhance Quality of Life for All Tempe Residents 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 2013-14 2014-15 2014-15 2015-16 Actual Budget Revised Budget Performance Measure Satisfaction with quality of library services* (%) Library visitors (door count) 88 90 87 90 713,589 750,000 750,000 750,000 5.1% 0.0% 0.0% Percent change Registered borrowers 144,745 143,000 137,000 140,000 Circulation 810,755 930,000 750,000 800,000 14.7% (19.4%) 6.7% 170,000 150,000 150,000 Percent change Public Computer Usage 170,000 Library FTE per 1,000 population 0.25 0.25 0.18 0.18 Circulation per capita 5.57 5.57 4.95 5.00 *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 108 City of Tempe 2015-16 Annual Budget Related Council Strategic Priority: Enhance Quality of Life for All Tempe Residents 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 2013-14 Actual Performance Measure 2014-15 Budget 2014-15 Revised 2015-16 Budget Quantified levels of satisfaction reported by visitors and volunteers on evaluation forms (%) N/A 90 90 90 Objects catalogued N/A 4,000 2,600 2,600 Visitors to Historical Museum and Peterson House N/A 27,000 27,000 27,000 Related Council Strategic Priority: Enhance Quality of Life for All Tempe Residents and Develop and Maintain Strong Community Connection 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 2013-14 2014-15 2014-15 2015-16 Actual Budget Revised Budget Performance Measure Satisfaction reported by residents on the annual Tempe Community Survey (%) Maintain the current schedule of free, high-quality, diverse arts events and opportunities Increase ticket sales to Tempe Center for the Arts-produced entertainment events 109 82 85 83 85 153 135 139 135 25,288 6,000 3,000 3,000 City of Tempe 2015-16 Annual Budget Community Services Recreation The Recreation 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 2013-14 Actual $4,767,716 1,449,000 2014-15 Budget $4,499,768 1,446,138 2014-15 Revised $5,975,064 1,560,073 2015-16 Budget $5,975,408 1,698,155 134,354 7,293 649,721 $7,008,084 $43.08 456,228 0 752,222 $7,154,356 $43.89 348,110 4,030 892,461 $8,779,738 $53.86 663,042 0 944,165 $9,280,770 $56.82 2013-14 Actual Authorized Personnel Recreation Total Full Time 36 36 Perm FTE 3.50 3.50 2014-15 Revised Temp FTE 80.33 80.33 Full Time 40 40 Perm Temp FTE FTE 3.00 84.43 3.00 84.43 2015-16 Budget Full Time 40 40 Perm FTE 3.00 3.00 Temp FTE 84.43 84.43 Related Council Strategic Priority: Enhance Quality of Life for All Tempe Residents and Workers and Develop and Maintain Strong Community Connection 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 2013-14 2014-15 2014-15 2015-16 Actual Budget Revised Budget Performance Measure Programs Satisfaction with recreation programs and services* (%) 78 80 77 80 Quality of City swimming pools and programs* (%) 55 60 59 60 75 75 77 75 145,000 146,000 144,000 145,000 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 40 50 40 45 10,000 11,000 8,800 10,000 Community Services Facebook posts 900 850 810 860 Community Services Facebook views 341,421 364,500 343,707 313,040 Costs + Revenue Operating and Maintenance Cost per capita Recreation revenue Recreation revenue as a percent of expenditures (%) $34.10 $36.48 $34.50 $34.00 $3,849,436 $3,053,227 $3,556,546 $3,424,733 51 51 48 48 *Measured by the percent of residents that responded with “Very Satisfied” or “Satisfied” in the annual Community Attitude Survey 110 City of Tempe 2015-16 Annual Budget Related Council Strategic Priority: Enhance Quality of Life for All Tempe Residents and Workers 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 2013-14 Actual 2014-15 Budget 2014-15 Revised 2015-16 Budget Overall customer approval rating for the Escalante Early Education Program (%) 93 90 94 90 Overall customer approval rating for the Escalante Summer Camp Program (%) 92 90 93 90 Performance Measure 111 City of Tempe 2015-16 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. Note: During FY 2014-15, the City Manager implemented a reorganization of departments, divisions and offices. As a result, the Diversity Office was reorganized under the Human Services Department. The expenditure and authorized personnel information listed below reflect this change. FY 2015-16 Budget Highlights: ⋅ None Expenditures by Type Personnel Costs Supplies and Services Internal Services Expenditure Total Per Capita 2013-14 Actual $341,839 87,236 22,502 $451,577 $2.76 2014-15 Budget $382,172 87,874 27,841 $497,887 $3.05 2013-14 Actual Authorized Personnel Diversity Total Full Time 2 2 Perm FTE 1.25 1.25 Temp FTE 112 2014-15 Revised 2014-15 Revised Full Time Perm FTE Temp FTE 2015-16 Budget 2015-16 Budget Full Time Perm FTE Temp FTE City of Tempe 2015-16 Annual Budget Finance and Technology Finance and Technology Administration Budget/ Tax and License Finance Information Technology Purpose: To provide excellent financial management and information technology services with integrity, accountability, superior customer service, and low cost. Description: The Finance and Technology Department provides financial management, technology and operational support to the Mayor and City Council, the City Manager, and City departments. Services provided by the Finance division include accounting, cash management, purchasing, payroll, utility billing and collection, and risk management. The Budget/Tax and License division provides budgeting, long-range financial planning, sales tax collection and auditing, and business licensing. The Technology division coordinates all of the City's information and telecommunications systems. Note: During FY 2014-15, the City Manager implemented a reorganization of departments, divisions and offices. As a result, the Finance and Technology Department, with the exception of the Budget Division was reorganized under the Internal Services Department. The Budget Division was established as a separate office, the Municipal Budget Office. The expenditure and authorized personnel information listed below reflect these changes. FY 2015-16 Budget Highlights: ⋅ None 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 2013-14 Actual $13,755,535 10,301,247 2014-15 Budget $14,522,927 12,130,541 0 0 (16,778,928) $7,380,543 $45.37 0 0 (19,507,896) $7,145,572 $43.84 2013-14 Actual $421,547 4,912,573 2,046,423 * $7,380,543 2014-15 Budget $350,670 4,770,363 2,024,539 * $7,145,572 2014-15 Revised 2015-16 Budget 2014-15 Revised 2015-16 Budget *Information Technology costs are 100% allocated to other Departments and Offices through an interactivity process 2013-14 Actual Authorized Personnel Administration Finance Budget/Tax and License Information Technology Total Full Time 2 49 20 67 138 Perm FTE Temp FTE 0.50 0.50 113 2014-15 Revised Full Time Perm FTE Temp FTE 2015-16 Budget Full Time Perm FTE Temp FTE City of Tempe 2015-16 Annual Budget Fire Medical Rescue Fire Chief Administration Emergency/ Medical Services Homeland Security/Special Operations Fire Prevention Support Services/ Personnel Safety Training/ Professional Development Purpose: To provide for the safety and welfare of the public through preservation of life, property, and the environment. Description: The Fire Medical Rescue 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 2015-16 Budget Highlights: The approved amount includes the following change: ⋅ Authorized phased in increase in medical program compliments over a three year period for Advanced Life Support (ALS) Medical Program Compliment – Phase 1 ($224,461) ⋅ Authorized one Community Health Coordinator for a continued Patient Advocate Services (PAS) program offset by grant revenue ($105,856) ⋅ Authorized one Fire Inspector II position which provides for inspections of new and existing development ($88,090) 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 2013-14 Actual $24,459,395 2,368,959 2014-15 Budget $23,911,041 2,302,588 2014-15 Revised $22,965,661 2,265,267 2015-16 Budget $25,450,818 2,315,078 445,838 50,016 1,503,114 $28,827,322 $176.50 685,793 96,795 1,782,952 $28,779,169 $176.20 855,448 96,264 1,763,795 $27,946,435 $171.11 443,595 93,400 2,096,502 $30,399,393 $186.12 2013-14 Actual $4,191,122 21,420,846 508,897 566,985 2,139,471 $28,827,321 2014-15 Budget $3,450,365 22,272,412 478,353 693,166 1,884,873 $28,779,169 2014-15 Revised 3,072,328 22,082,275 435,718 488,975 1,867,139 $27,946,435 2015-16 Budget 3,410,227 23,999,002 469,649 598,189 1,922,326 $30,399,393 2013-14 Actual Authorized Personnel Administration/Fire Prevention Emergency/Medical Services Training/Professional Development Homeland Security/Special Operations Support Services/Personnel Safety Total Full Time 8 143 2 2 1 156 Perm FTE Temp FTE 114 2014-15 Revised Full Time 8 143 2 2 1 156 Perm FTE Temp FTE 2015-16 Budget Full Time 8 143 2 2 1 156 Perm FTE Temp FTE City of Tempe 2015-16 Annual Budget Fire Medical Rescue 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 2013-14 Actual $2,995,281 192,299 2014-15 Budget $2,062,261 191,257 2014-15 Revised $1,584,773 258,303 2015-16 Budget $1,530,246 265,872 1,427 0 1,002,115 $4,191,122 $25.66 24,128 1,600 1,171,119 $3,450,365 $21.13 13,172 1,069 1,215,011 $3,072,328 $18.81 24,269 0 1,589,840 $3,410,227 $20.88 2013-14 Actual Authorized Personnel Administration, Fire Prevention Total Full Time 8 8 Perm FTE 2014-15 Revised Temp FTE Full Time 8 8 Perm FTE 2015-16 Budget Temp FTE Full Time 8 8 Perm FTE Temp FTE Related Council Strategic Priority: Ensure Safe and Secure Community 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 85% 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 Fire Inspector’s inspections 2013-14 Actual 9.47 2014-15 Budget 9.45 2014-15 Revised 9.45 2015-16 Budget 9.43 0.15 0.15 0.15 0.15 88 90 84 42 42 42 2,380 2,500 3,200 3,200 5% 28% 0% 11 11 Percent change Commercial structures inspected annually (%) 10 12 Code violations abated (%) 84 95 Code inspections per inspector/sq. ft. 85 118/2,083,095 163/1,888,416 90 120/2,000,000 42 90 120/2,000,000 *Measured by the percent of residents that responded with “Very Satisfied” or “Satisfied” in the annual Community Attitude Survey 115 City of Tempe 2015-16 Annual Budget Fire Medical Rescue 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 2013-14 Actual $20,124,045 947,749 2014-15 Budget $20,892,788 882,229 2014-15 Revised $20,648,307 776,535 2015-16 Budget $22,778,863 767,269 299,036 50,016 $21,420,846 $131.15 402,200 95,195 $22,272,412 $136.37 562,238 95,195 $22,082,275 $135.20 359,470 93,400 $23,999,002 $146.94 2013-14 Actual Authorized Personnel Emergency/Medical Services Total Full Time 143 143 Perm FTE 2014-15 Revised Temp FTE Full Time 143 143 Perm FTE Temp FTE 2015-16 Budget Full Time 143 143 Perm FTE Temp FTE Related Council Strategic Priority: Ensure Safe and Secure Community 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 2013-14 Actual 2014-15 Budget Average emergency response time in minutes (from call receipt to arrival in minutes)* 4:07 4:10 4:13 4:10 Total response time at the 90th percentile** 7:55 8:05 8:03 8:05 Total calls per capita (1,000) 155 157 159 159 1.4% 1.2% 0.2% Performance Measure Percent change 2014-15 Revised 2015-16 Budget Fire Medical Rescue response call type*** Fire 2,043 2,129 2,040 2,040 18,809 18,828 19,600 22,500 1,871 2,691 1,870 1,870 Received 3,210 3,250 3,200 3,200 Given 2,741 2,920 2,800 2,800 EMS-ALS/BLS Other Mutual aid * Calls do not include alarm processing time ** Calls include alarm processing time *** Calendar year 116 City of Tempe 2015-16 Annual Budget Fire Medical Rescue 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 Medical Rescue 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 2013-14 Actual $372,433 49,177 2014-15 Budget $378,804 54,897 2014-15 Revised $145,040 63,897 2015-16 Budget $483,436 54,897 145,375 $566,985 $3.47 259,465 $693,166 $4.24 280,038 $488,975 $2.99 59,856 $598,189 $3.66 2013-14 Actual Authorized Personnel Homeland Security/Special Ops Total Full Time 2 2 Perm FTE Temp FTE 117 2014-15 Revised Full Time 2 2 Perm FTE Temp FTE 2015-16 Budget Full Time 2 2 Perm FTE Temp FTE City of Tempe 2015-16 Annual Budget Fire Medical Rescue 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 2013-14 Actual $518,723 1,119,749 500,999 $2,139,471 $13.10 2014-15 Budget $175,739 1,097,301 611,833 $1,884,873 $11.54 2013-14 Actual Authorized Personnel Support Services/Personnel Safety Total Related Council Strategic Priority: Goal: Full Time 1 1 Perm FTE 2014-15 Revised $219,132 1,099,223 548,784 $1,867,139 $11.43 2014-15 Revised Temp FTE Full Time 1 1 Perm FTE Temp FTE 2015-16 Budget $265,933 1,149,731 506,662 $1,922,326 $11.77 2015-16 Budget Full Time 1 1 Perm FTE Temp FTE Ensure Safe and Secure Community 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 2013-14 2014-15 2014-15 2015-16 Actual Budget Revised Budget Performance Measure Preventive maintenance inspections 211 230 209 230 9% (9%) 10% 92 100 91 100 Percent change Completed within PM schedule (%) 118 City of Tempe 2015-16 Annual Budget Fire Medical Rescue 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 2013-14 Actual $448,913 59,985 $508,898 $3.12 2014-15 Budget $401,449 76,904 $478,353 $2.93 2013-14 Actual Authorized Personnel Training/Professional Development Total Full Time 2 2 Perm FTE Temp FTE 2014-15 Revised $368,409 67,309 $435,718 $2.67 2014-15 Revised Full Time 2 2 Perm FTE Temp FTE 2015-16 Budget $392,340 77,309 $469,649 $2.88 2015-16 Budget Full Time 2 2 Perm FTE Temp FTE Related Council Strategic Priority: Ensure Safe and Secure Community 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 Medical Rescue Department standards relating to fireground, EMS and special operations procedures while maintaining 100% of completion; and 2) maintain or reduce firefighter injuries to 15% 2013-14 2014-15 2014-15 2015-16 Actual Budget Revised Budget Performance Measure Companies completing minimum standards evaluations (%) 100 100 100 100 Annual percentage of firefighter injuries (%) 15 119 15 15 15 City of Tempe 2015-16 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. Note: During FY 2014-15, the City Manager implemented a reorganization of departments, divisions and offices. As a result, the Human Resources Department was reorganized under the Internal Services Department. The expenditure and authorized personnel information listed below reflect this change. FY 2015-16 Budget Highlights: ⋅ None Expenditures by Type Personnel Costs Supplies and Services Capital Outlay Internal Services Expenditure Total Per Capita 2013-14 Actual $3,224,595 184,683 3,861 (351,435) $3,061,704 $18.82 2014-15 Budget $3,266,492 278,536 0 (178,406) $3,366,622 $20.65 2013-14 Actual* Authorized Personnel Human Resources Total Full Time 20 20 Perm FTE Temp FTE 120 2014-15 Revised 2014-15 Revised Full Time Perm FTE Temp FTE 2015-16 Budget 2015-16 Budget Full Time Perm FTE Temp FTE City of Tempe 2015-16 Annual Budget City of Tempe 2015-16 Annual Budget Human Services Human Services Administration Housing and Revitalization Community Resources Social Services Diversity and Outreach Purpose: To provide an integrated system of services that promotes the healthy development and education of youth, supports families, responds to crisis needs in the community, offers housing services, provides healthy alternatives for offenders, and promotes the overall well-being of all our community members. Description: The department provides diversity and outreach efforts serving as an ombudsman for City employees, housing opportunities for residents of Tempe, homeless resource coordination, diversion services, human and social services, and counseling to residents and families. Note: During FY 2014-15, the City Manager implemented a reorganization of departments, divisions and offices. As a result, the Social Services Division, Diversity Office and the Housing Division were reorganized under the Human Services Department. These functions were previously organized under the Community Services Department, Diversity Office and Community Development Department. In addition, Tempe Community Council employees and functions were integrated from an outside agency into the Human Services Department. The expenditure and authorized personnel information listed below reflect theses changes. FY 2015-16 Budget Highlights:  No change in staffing levels Expenditures by Type Personnel Costs Supplies and Services Grants, Donations and/or Restricted Purpose Capital Outlay Internal Services Expenditure Total Per Capita Expenditures by Division Administration, Housing and Revitalization Community Resources Diversity and Outreach Social Services Expenditure Total Authorized Personnel Administration, Housing and Revitalization Community Resources Diversity and Outreach Social Services Total 2013-14 Actual 2014-15 Budget 2013-14 Actual 2014-15 Budget 2013-14 Actual Full Perm Temp Time FTE FTE 122 2014-15 Revised $2,543,859 14,393,355 2015-16 Budget $4,036,503 15,629,873 615,054 34,891 381,381 $17,968,540 $110.02 1,081,919 406,000 431,534 $21,585,829 $132.16 2014-15 Revised 2015-16 Budget $13,743,247 1,827,269 462,465 1,935,559 $17,968,540 $16,787,355 1,794,928 497,012 2,506,534 $21,585,829 2014-15 Revised Full Perm Temp Time FTE FTE 18 2.60 2 11 31 1.25 3.85 0.85 4.53 5.38 2015-16 Budget Full Perm Temp Time FTE FTE 18 8 2 11 39 2.50 1.25 3.75 0.85 4.53 5.38 City of Tempe 2015-16 Annual Budget Human Services Administration, Housing and Revitalization The Housing and Revitalization 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 Personnel Costs Supplies and Services Capital Outlay Internal Services Expenditure Total Per Capita 2013-14 Actual 2014-15 Budget 2013-14 Actual Authorized Personnel Administration, Housing and Revitalization Total Full Time Perm FTE 2014-15 Revised $1,153,647 12,435,339 33,386 120,875 $13,743,247 $84.15 2015-16 Budget $1,766,982 14,498,879 406,000 115,494 $16,787,355 $102.78 2014-15 Revised Temp FTE 2015-16 Budget Full Time Perm FTE Temp FTE Full Time Perm FTE Temp FTE 18 18 2.60 2.60 0.85 0.85 18 18 2.50 2.50 0.85 0.85 Related Council Strategic Priority: Enhance Quality of Life for All Tempe Residents and Workers and Develop and Maintain Strong Community Connection 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 2013-14 2014-15 2014-15 2015-16 Actual Budget Revised Budget Performance Measure New ADA program completion (1) (%) 90 90 100 90 Successfully remediate community concerns/consultations (%) 80 80 95 80 Related Council Strategic Priority: Enhance Quality of Life for All Tempe Residents and Workers 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 Performance Measure 2013-14 Actual 2014-15 Budget 2014-15 Revised 2015-16 Budget 10 10 10 25 Decent and affordable owner rehabilitated occupied housing units made available Related Council Strategic Priority: Enhance Quality of Life for All Tempe Residents and Workers 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 2013-14 Actual 90 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 123 2014-15 Budget 100 2014-15 Revised 100 2015-16 Budget 100 65 75 75 5 2 2 75 5 550 450 450 450 City of Tempe 2015-16 Annual Budget Related Council Strategic Priority: Enhance Quality of Life for All Tempe Residents and Workers 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 2013-14 2014-15 2014-15 2015-16 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 124 7 10 10 10 125 150 150 125 City of Tempe 2015-16 Annual Budget Human Services Community Resources Community Resources works with the local community-based nonprofit agencies and partners to deliver human/social services to the Tempe community. The division will oversee the Agency Review funding process, including monitoring and evaluating the efficiency and effectiveness of Tempe agencies receiving public funds, as well as assist in seeking grant opportunities and administering grant funds to meet the needs of the community. Expenditures by Type Personnel Costs Supplies and Services Grants, Donations and/or Restricted Purpose Internal Services Expenditure Total Per Capita 2013-14 Actual 2014-15 Budget 2013-14 Actual Authorized Personnel Community Resources Total Full Time Perm FTE Temp FTE 125 2014-15 Revised $0 1,705,710 2015-16 Budget $754,415 878,885 89,822 31,737 $1,827,269 $11.19 125,000 36,628 $1,794,928 $10.99 2014-15 Revised Full Time Perm FTE Temp FTE 2015-16 Budget Full Time 8 8 Perm FTE Temp FTE City of Tempe 2015-16 Annual Budget Human Services Diversity and Outreach Diversity and Outreach 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. 2013-14 Actual Expenditures by Type Personnel Costs Supplies and Services Grants, Donations and/or Restricted Purpose Internal Services Expenditure Total Per Capita 2014-15 Budget 2013-14 Actual Authorized Personnel Diversity and Outreach Total Full Time Perm FTE 2014-15 Revised $331,351 86,624 2015-16 Budget $373,579 87,874 17,000 27,490 $462,465 $2.83 10,000 25,559 $497,012 $0.22 2014-15 Revised Temp FTE Full Time 2 2 Perm FTE 1.25 1.25 Temp FTE 2015-16 Budget Full Time 2 3 Perm FTE 1.25 1.25 Temp FTE Related Council Strategic Priority: Enhance Quality of Life for All Tempe Residents and Develop and Maintain Strong Community Connection 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 2013-14 Actual Performance Measure Residents’ satisfaction with overall efforts to promote diversity* (%) 2014-15 Budget 2014-15 Revised 2015-16 Budget 67 70 69 70 4 <3 1 <3 Successfully remediate employee safe havens/consultations (%) 80 80 95 80 Successfully remediate community concerns/consultations (%) 90 85 95 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: Enhance Quality of Life for All Tempe Residents and Develop and Maintain Strong Community Connection 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 (%) 126 2013-14 Actual 2014-15 Budget 2014-15 Revised 2015-16 Budget 95 95 95 95 City of Tempe 2015-16 Annual Budget Human 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: Diversion Services, Counseling and Prevention Services, CARE 7, Adult and Senior Programs, and numerous programs within our Multigenerational Centers. 2013-14 Actual Expenditures by Type Personnel Costs Supplies and Services Grants, Donations and/or Restricted Purpose Capital Outlay Internal Services Expenditure Total Per Capita 2014-15 Budget 2013-14 Actual Authorized Personnel Social Services Total Full Time Perm FTE 2014-15 Revised $1,058,861 165,682 2015-16 Budget $1,141,527 164,235 508,232 1,505 201,279 $1,935,559 $11.85 946,919 0 253,853 $2,506,534 $15.35 2014-15 Revised Temp FTE Full Time 11 11 Perm FTE Temp FTE 4.53 4.53 2015-16 Budget Full Time 11 11 Perm FTE Temp FTE 4.53 4.53 Related Council Strategic Priority: Enhance Quality of Life for All Tempe Residents and Workers 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 (%) 2013-14 Actual 2014-15 Budget 2014-15 Revised 2015-16 Budget 85 80 85 85 85 85 85 85 Related Council Strategic Priority: Enhance Quality of Life for All Tempe Residents and Workers 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 (%) 127 2011-12 Actual 2013-14 Budget 2013-14 Revised 2014-15 Budget 3,750 4,000 4,000 4,000 80 80 80 80 City of Tempe 2015-16 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 2015-16 Budget Highlights: ⋅ Authorized a new contract management system ($138,704) Expenditures by Type Personnel Costs Supplies and Services Internal Services Expenditure Total Per Capita 2013-14 Actual $401,740 4,840 18,605 $425,185 $2.60 2014-15 Budget $409,783 6,169 24,007 $439,959 $2.69 2013-14 Actual Authorized Personnel Internal Audit Office Total Full Time 3 3 Perm FTE 2014-15 Revised $387,780 6,163 23,706 $417,649 $2.56 2014-15 Revised Temp FTE 0.50 0.50 Full Time 3 3 Perm FTE 0.50 0.50 Temp FTE 2015-16 Budget $417,129 6,169 21,804 $445,102 $2.73 2015-16 Budget Full Time 3 3 Perm FTE 0.50 0.50 Temp FTE Related Council Strategic Priority: Maintain Long-Term Financial Stability and Vitality Goal: To achieve the City’s mission by evaluating operations and encouraging the use of cost-effective internal controls Objective: 1) To complete 85% of planned audits; 2) obtain management acceptance and support for 95% of recommendations; 3) recommendations Implemented at time of follow-up; 4) 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”; 5) respond to 100% of management’s requests for analytical and investigative assistance 2013-14 Actual Performance Measure Completion of planned audits (%) 85 Support of recommendations (%) Recommendations Implemented at Time of Follow-Up (%) 2014-15 Budget 2014-15 Revised 2015-16 Budget 90 70 85 100 95 100 95 98 95 97 95 Average score on customer surveys (out of 5) 4.5 4.5 4.2 4.5 Response to management’s requests (%) 100 100 100 100 128 City of Tempe 2015-16 Annual Budget City of Tempe 2015-16 Annual Budget Internal Services Internal Services Administration Human Resources Finance Information Technology Purpose: To provide excellent financial management and information technology services with integrity, accountability, superior customer service, and low cost. 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 Internal Services 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, city sales tax and license collection, sales tax auditing, utility billing and collection, and risk management. Human Resources is responsible for Administration, Classification/Compensation and Recruitment/Testing, Employee Benefits and Services, and Education and Career Counseling. Tempe Learning Center (TLC) provides education and career counseling and administers the tuition reimbursement program. The Information Technology division coordinates all of the City's information technology and telecommunications system needs. Note: During FY 2014-15, the City Manager implemented a reorganization of departments, divisions and offices. As a result, the Finance and Technology Department, except the Budget division, and the Human Resources Department were consolidated into one Department, the Internal Services Department. The expenditure and authorized personnel information listed below reflect these changes. FY 2015-16 Budget Highlights: The approved amount includes the following changes: ⋅ Authorized funding from the Court Enhancement Fund for one Sr. Programmer Analyst to provide for continued development and maintenance of an “in-house” Case Management System (CMS) application ($115,762) ⋅ Authorized one full-time Information Technology (IT) Security Manager who will supplement a growing Security Office tasked with the design, implementation and monitoring of systems and software used to protect the City’s data and public trust; funded evenly by the General, Solid Waste, Transit, and W/WW (Water/Wastewater) funds ($123,677) ⋅ Authorized 525 Building Security Guard to provide contracted security during normal business hours of 7:00a.m. to 5:00p.m., Monday through Friday; Funded evenly by General and W/WW funds ($52,240) ⋅ Authorized Water Fund funding to utilize a contracted services resource to help accomplish the prioritized list of tasks and provides advanced training to Customer Services and IT staff, enabling staff to more fully and efficiently utilize the capabilities of the new utility billing system, Customer Care & Billing (CC&B) ($100,000) 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 Human Resources Information Technology Expenditure Total 2013-14 Actual 2014-15 Budget 2013-14 Actual 2014-15 Budget 2014-15 Revised $15,635,819 8,046,815 2015-16 Budget $16,344,707 9,003,588 0 13,680 (14,121,859) $9,574,455 $58.74 0 0 (15,310,037) $10,038,258 $61.46 2014-15 Revised $193,900 6,344,386 3,036,169 * $9,574,455 2015-16 Budget $210,534 6,769,370 3,058,354 * $10,038,258 *Information Technology costs are 100% allocated to other Departments and Offices through an interactivity process. 130 City of Tempe 2015-16 Annual Budget 2013-14 Actual Authorized Personnel Administration Finance Human Resources Information Technology Total Full Time Perm FTE Temp FTE 131 2014-15 Revised Full Time 2 63 19 70 154 Perm FTE 0.50 0.50 Temp FTE 2015-16 Budget Full Time 2 63 19 72 156 Perm FTE 0.50 0.50 Temp FTE City of Tempe 2015-16 Annual Budget Internal Services 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 2013-14 Actual 2014-15 Budget 2013-14 Actual Authorized Personnel Administration Total Full Time Perm FTE Temp FTE 132 2014-15 Revised $348,069 10,653 2015-16 Budget $345,714 36,773 0 243 (165,065) $193,900 $1.19 0 0 (171,953) $210,534 $1.29 2014-15 Revised Full Time 2 2 Perm FTE Temp FTE 2015-16 Budget Full Time 2 2 Perm FTE Temp FTE City of Tempe 2015-16 Annual Budget Internal Services Finance The Finance division is comprised of Accounting, Risk Management, Procurement, Tax and License and Customer Services. Operational functions include all finance, accounting, purchasing, loss control, processing City sales tax and licensing revenue, issuing sales tax licenses, auditing license holders and customer service billing operations. Though the main funding source for Finance is the General Fund, funding is also provided from the Water/Wastewater and Risk Management Funds. 2013-14 Actual Expenditures by Type Personnel Costs Supplies and Services Grants, Donations and/or Restricted Purpose Capital Outlay Internal Services Expenditure Total Per Capita 2014-15 Budget 2013-14 Actual Authorized Personnel Finance Total Full Time Perm FTE 2014-15 Revised $4,683,250 1,592,471 2015-16 Budget $4,755,963 2,282,799 0 81 68,584 $6,344,386 $38.92 0 0 (269,392) $6,769,370 $41.45 2014-15 Revised Temp FTE Full Time 63 63 Perm FTE 0.50 0.50 2015-16 Budget Temp FTE Full Time 63 63 Perm FTE 0.50 0.50 Temp FTE Related Council Strategic Priority: Maintain Long-Term Financial Stability and Vitality 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 2013-14 Actual 2014-15 Budget 2014-15 Revised 2015-16 Budget 34 27 35 31 AAA/Aa1/AAA AAA/Aa1/AAA AAA/Aa1/AAA AAA/Aa1/AAA Performance Measure Fund balance coverage - General Fund (%) General obligation bond rating (Standard & Poor's/Moody’s/Fitch) Related Council Strategic Priority: Maintain Long-Term Financial Stability and Vitality 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 2013-14 Actual 2014-15 Budget 2014-15 Revised 2015-16 Budget Unqualified opinion from independent auditor Yes Yes Yes Yes GFOA Certificate of Excellence Yes Yes Yes Yes Performance Measure Related Council Strategic Priority: Maintain Long-Term Financial Stability and Vitality 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 2013-14 2014-15 2014-15 2015-16 Performance Measure Actual Budget Revised Budget Compare the purchase order dispatch date/invoice date (%) 94 90 95 95 133 City of Tempe 2015-16 Annual Budget Related Council Strategic Priority: Maintain Long-Term Financial Stability and Vitality 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 2013-14 2014-15 2014-15 Performance Measure Actual Budget Revised Claims investigated within 7 days (%) 100 100 100 Workers’ Compensation claims $1,189,109 $1,200,000 $1,500,000 1% 25% 0% $200,000 $185,000 $200,000 17% (8%) 0% Percent change Subrogation recovery totals $165,152 2015-16 Budget 100 Percent change $1,200,000 Related Council Strategic Priority: Maintain Long-Term Financial Stability and Vitality Goal: To establish term contracts for at least 87% of the City’s total spend thereby ensuring that items are purchased at competitive prices using reliable and competent suppliers all accomplished in compliance with the City’s Procurement Code. Objective: 1) To procure at least 87% of total City spend through annual contracts; and 2) maintain 100% compliance with the American Bar Association Model Procurement Code 2013-14 Actual Performance Measure Lower cost purchases made through annual contracts (%) Conformity to American Bar Association Model Procurement Code (%) 2014-15 Budget 2014-15 Revised 2015-16 Budget 83 90 85 87 100 100 100 100 Related Council Strategic Priority: Develop and Maintain Strong Community Connection and Maintain Long-Term Financial Stability and Vitality 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% 2013-14 Actual Performance Measure 2014-15 Budget 2014-15 Revised 2015-16 Budget Monthly call center reports (average speed answered in seconds) 61 58 58 58 Monthly call center reports (abandoned call rate) (%) 1.4 <5.8 <5.8 <5.8 Related Council Strategic Priority: Maintain Long-Term Financial Stability and Vitality 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” 2013-14 Actual 2014-15 Budget 4.92 2.00 3.66 2.00 99 95 98 95 Protested findings upheld (%) 100 90 100 90 Overall customer service rating 4.86 4.50 5.00 4.50 Performance Measure Recovery ratio Non-protested tax audit findings (%) 134 2014-15 Revised 2015-16 Budget City of Tempe 2015-16 Annual Budget Related Council Strategic Priority: Maintain Long-Term Financial Stability and Vitality Goal: To produce accurate and timely reports of aggregate privilege tax information Objective: To issue sales tax revenue statistical reports within four working days of the close of monthly tax return entry 2013-14 2014-15 2014-15 2015-16 Actual Budget Revised Budget Performance Measure Reports issued within four working days (%) 100 100 100 100 Related Council Strategic Priority: Maintain Long-Term Financial Stability and Vitality 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 2013-14 2014-15 2014-15 2015-16 Actual Budget Revised Budget Performance Measure Returns entered within four business days (%) 90 100 90 100 Related Council Strategic Priority: Maintain Long-Term Financial Stability and Vitality 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 2013-14 Actual 2014-15 Budget 2014-15 Revised 2015-16 Budget Percent of average monthly non-filer (%) 7.8 <5 7.6 <5 90 to 120 receivables (%) .51 <1 .50 <1 150 to 360 receivables (%) .53 <.50 .50 <.50 Performance Measure Related Council Strategic Priority: Maintain Long-Term Financial Stability and Vitality 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 135 2013-14 Actual 2014-15 Budget 2014-15 Revised 2015-16 Budget 4.4 4.5 4.5 4.5 City of Tempe 2015-16 Annual Budget Internal Services Human Resources Human Resources is responsible for Administration, Classification/Compensation and Recruitment/Testing, Employee Benefits and Services, and Education and Career Counseling. The division 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. 2013-14 Actual Expenditures by Type Personnel Costs Supplies and Services Grants, Donations and/or Restricted Purpose Capital Outlay Internal Services Expenditure Total Per Capita 2014-15 Budget 2013-14 Actual* Authorized Personnel Human Resources Total Full Time Perm FTE 2014-15 Revised $2,921,150 274,536 2015-16 Budget $3,071,335 259,536 0 0 (159,517) $3,036,169 $18.63 0 0 (272,517) $3,058,354 $18.73 2014-15 Revised Temp FTE Full Time 19 19 Perm FTE Temp FTE 2015-16 Budget Full Time 19 19 Perm FTE Temp FTE Related Council Strategic Priority: Enhance Quality of Life for All Tempe Residents and Workers Goal: To strive to retain a stable workforce Objective: To maintain an annual turnover rate of less than 7.5% Performance Measure Employee turnover rate (%) 2013-14 Actual 2014-15 Budget 2014-15 Revised 2015-16 Budget 7.5 7.0 7.5 7.5 Related Council Strategic Priority: Enhance Quality of Life for All Tempe Residents and Workers and Maintain Long-Term Financial Stability and Vitality Goal: To minimize the escalating costs of providing employee health benefits Objective: To target 80% employee participation rate in the City’s Wellness Program 2013-14 2014-15 Actual Budget Performance Measure Wellness program participation (%) 77 80 2014-15 Revised 74 2015-16 Budget 80 Related Council Strategic Priority: Enhance Quality of Life for All Tempe Residents and Workers 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 2013-14 2014-15 2014-15 2015-16 Actual Budget Revised Budget Performance Measure Applicants per internal recruitment 13 10 14 14 Applicants per external recruitment 106 85 76 85 136 City of Tempe 2015-16 Annual Budget Related Council Strategic Priority: Enhance Quality of Life for All Tempe Residents and Workers 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 75% of City of Tempe employees in the ePerformance System as demonstrated through eLog and ePlan utilization 2013-14 2014-15 2014-15 2015-16 Actual Budget Revised Budget Performance Measure Employee participation (%) 65 100 45 75 Related Council Strategic Priority: Enhance Quality of Life for All Tempe Residents and Workers 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 2013-14 2014-15 2014-15 2015-16 Actual Budget Revised Budget Performance Measure Workforce within two percent points of each six race categories (6/6) Related Council Strategic Priority: Goal: 4/6 5/6 4/6 5/6 Enhance Quality of Life for All Tempe Residents and Workers To utilize learning to support the City’s mission, values, strategic initiatives and develop a stable, capable workforce Objective: To maintain a 90% knowledge, skills improvement rate among participants 2013-14 2014-15 Performance Measure Actual Budget Participants who rated improved knowledge, skills and competence as a result of TLC training and development programming (%) 92 137 85 2014-15 Revised 2015-16 Budget 92 90 City of Tempe 2015-16 Annual Budget Internal Services 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. 2013-14 Expenditures by Type Actual Personnel Costs Supplies and Services Grants, Donations and/or Restricted Purpose Capital Outlay Internal Services Expenditure Total Per Capita* * Based on total budget prior to Internal Services credit. 2014-15 Budget 2013-14 Actual Authorized Personnel Information Technology Total Full Time Perm FTE 2014-15 Revised $7,683,350 6,169,155 2015-16 Budget $8,171,695 6,424,480 0 13,356 (13,865,861) $0 $85.07 0 0 (14,596,175) $0 $89.37 2014-15 Revised Temp FTE Full Time 70 70 Perm FTE Temp FTE 2015-16 Budget Full Time 72 72 Perm FTE Temp FTE Related Council Strategic Priority: Enhance Quality of Life for All Tempe Residents and Workers 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 2013-14 2014-15 2014-15 2015-16 Performance Measure Actual Budget Revised Budget Customer satisfaction (%) N/A 95 96 95 Request Fulfillment FCRR (%) N/A 75 63 75 Incident Management FCRR (%) N/A 50 48 50 Close by Due Date (%) N/A 90 92 90 Related Council Strategic Priority: Enhance Quality of Life for All Tempe Residents and Workers Goal: To minimize system downtime Objective: To average less than 5 milliseconds for PC to server response time during peak traffic load 2013-14 2014-15 2014-15 Performance Measure Actual Budget Revised PC to server response time during peak traffic load (milliseconds) N/A 5 3 2015-16 Budget 5 Related Council Strategic Priority: Enhance Quality of Life for All Tempe Residents and Workers Goal: To provide prompt computer response time Objective: To target 99.95% network access availability for voice and data 2013-14 Actual Performance Measure Network access availability for voice and data (%) N/A 138 2014-15 Budget 2014-15 Revised 2015-16 Budget 99.95 99.97 99.95 City of Tempe 2015-16 Annual Budget 139 City of Tempe 2015-16 Annual Budget Municipal Budget Office Municipal Budget Office Purpose: To efficiently and effectively plan and allocate the City’s resources. Description: The Municipal Budget Office responsibilities include preparation of budget documents, comprehensive financial planning, forecasting, capital improvements program, budget monitoring, benchmarking, and special financial studies. Note: During FY 2014-15, the City Manager implemented a reorganization of departments, divisions and offices. As a result, the Budget Division, formerly part of the Finance and Technology Department, was reorganized into a separate office, the Municipal Budget Office. The expenditure and authorized personnel information listed below reflect this change. FY 2015-16 Budget Highlights:  No change in staffing levels Expenditures by Type Personnel Costs Supplies and Services Grants, Donations and/or Restricted Purpose Capital Outlay Internal Services Expenditure Total Per Capita Authorized Personnel Municipal Budget Office Total 2013-14 Actual 2014-15 Budget 2013-14 Actual Full Perm Temp Time FTE FTE 2014-15 Revised $467,925 11,023 2015-16 Budget $478,209 17,950 0 2,874 (224,510) $257,312 $1.58 0 0 (239,153) $257,006 $1.57 2014-15 Revised Full Perm Temp Time FTE FTE 4 4 2015-16 Budget Full Perm Temp Time FTE FTE 4 4 Related Council Strategic Priority: Maintain Long-Term Financial Stability and Vitality and Enhance Quality of Life for all Tempe Residents and Workers Goal: To provide quality customer service to all citywide user departments Objective: To achieve a 94% or higher satisfaction with overall service provided by the Budget Office 2013-14 2014-15 2014-15 Performance Measure Actual Budget Revised Overall satisfaction with service (%) 95 95 93 2015-16 Budget 94 Related Council Strategic Priority: Maintain Long-Term Financial Stability and Vitality Goal: To produce and report comprehensive, reliable and timely financial planning that addresses the City’s current and future requirements Objective: To achieve revenue forecast to actual variance for budget year of 3.0% for local taxes and intergovernmental revenue 2013-14 2014-15 2014-15 2015-16 Performance Measure Actual Budget Revised Budget Revenue to actual variance (%) 3.6 140 3.0 1.5 3.0 City of Tempe 2015-16 Annual Budget City of Tempe 2015-16 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, Investigations/Organizational Services, Operations, and Support 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 2015-16 Budget Highlights: The approved amount includes the following changes: ⋅ Authorized two part-time Community Dispatcher positions to be allocated during specific time frames and allows flexible coverage in response to special events and absences ($58,608) 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 Investigations/Organizational Services Operations Support Services Total 2013-14 Actual $59,525,243 4,085,815 2014-15 Budget $59,633,304 5,157,104 2014-15 Revised $58,836,344 4,794,955 2015-16 Budget $62,143,910 5,160,880 4,410,476 25,621 7,266,809 $75,313,964 $462.97 5,159,619 0 9,189,479 $79,139,506 $485.51 5,136,925 8,570 9,027,358 $77,804,152 $477.32 5,462,223 0 9,176,269 $81,943,282 $501.71 2013-14 Actual $3,429,872 25,030,363 37,722,865 9,130,864 $75,313,964 2014-15 Budget $4,054,995 26,552,883 39,129,697 9,401,931 $79,139,506 2014-15 Revised $2,959,473 26,049,658 39,298,541 9,496,480 $77,804,152 2015-16 Budget $2,528,516 28,019,677 41,309,556 10,085,533 $81,943,282 2013-14 Actual Authorized Personnel Office of the Chief Investigations/Organizational Services Operations Support Services Total Full Time 4 165 225 97 491 Perm FTE Temp FTE 1.96 3.29 1.00 6.25 142 2014-15 Revised Full Time 4 164 225 97 490 Perm FTE Temp FTE 1.96 3.29 1.00 6.25 2015-16 Budget Full Time 4 164 229 98 495 Perm FTE Temp FTE 1.96 3.29 1.00 6.25 City of Tempe 2015-16 Annual Budget Related Council Strategic Priority: Ensure Safe and Secure Community and Develop and Maintain Strong Community Connection 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 2013-14 2014-15 2014-15 Actual Budget Revised Performance Measure Overall quality of local police services* (%) 81 80 2015-16 Budget 80 80 *Measured by the percent of residents that responded with “Very Satisfied” or “Satisfied” in the annual Community Attitude Survey Related Council Strategic Priority: Ensure Safe and Secure Community and Develop and Maintain Strong Community Connection Goal: To suppress crime and promote the safety of the Tempe community Objective: To reduce residential burglaries and burglary/theft from vehicles, respectively in designated/targeted hotspots by 5% 2013-14 2014-15 2014-15 2015-16 Performance Measure Actual Budget Revised Budget Part I Crime (based on calendar year information) 533 Percent change 647 647 614 21% 0% (5%) Related Council Strategic Priority: Ensure Safe and Secure Community and Develop and Maintain Strong Community Connection Goal: To ensure Tempe residents feel safe Objective: To reduce traffic collisions in designated/targeted hotspots by 5% 2013-14 Actual Performance Measure Traffic collisions (based on calendar year information) 147 Percent change 2014-15 Budget 2014-15 Revised 2015-16 Budget 157 157 139 7% 0% (11%) Related Council Strategic Priority: Ensure Safe and Secure Community and Develop and Maintain Strong Community Connection Goal: To effectively respond to the Tempe community Objective: To answer 9-1-1 calls in less than 10 seconds 90% of the time 2013-14 Actual Performance Measure Overall calls answered in less than 10 seconds (%) 88% 143 2014-15 Budget 2014-15 Revised 2015-16 Budget 90% 90% 90%> City of Tempe 2015-16 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 2013-14 Actual $2,193,793 16,665 2014-15 Budget $2,009,906 7,568 2014-15 Revised $778,288 12,000 2015-16 Budget $853,004 7,568 0 327 1,219,087 $3,429,872 $21.08 0 0 2,037,521 $4,054,995 $24.88 0 0 2,169,185 $2,959,473 $18.16 0 0 1,667,944 $2,528,516 $15.48 2013-14 Actual Authorized Personnel Office of the Chief Total Full Time 4 4 Perm FTE Temp FTE 144 2014-15 Revised Full Time 4 4 Perm FTE Temp FTE 2015-16 Budget Full Time 4 4 Perm FTE Temp FTE City of Tempe 2015-16 Annual Budget Police Investigations/Organizational Services The Investigations/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 in-service training programs; (4) investigate internal complaints and serve as liaison with the Tempe Citizens’ Panel for Review of Police Complaints and Use of Force; (5) provide jail and booking service and transport all prisoners to the City Court; (6) audit and compliance; and (7) update and implement organizational policy and procedure. Expenditures by Type Personnel Costs Supplies and Services Grants, Donations and/or Restricted Purpose Capital Outlay Internal Services Expenditure Total Per Capita Authorized Personnel Investigations/Organizational Services Total 2013-14 Actual $20,639,783 2,647,370 2014-15 Budget $21,098,126 3,523,459 2014-15 Revised $20,991,413 3,177,410 2015-16 Budget $22,049,466 3,469,960 200,409 367 1,542,434 $25,030,363 $153.87 228,112 0 1,703,186 $26,552,883 $162.90 264,322 551 1,615,962 $26,049,658 $159.81 290,972 0 2,209,279 $28,019,677 $171.55 2013-14 Actual Full Perm Temp Time FTE FTE 165 1.96 165 1.96 145 2014-15 Revised Full Perm Temp Time FTE FTE 164 1.96 164 1.96 2015-16 Budget Full Perm Temp Time FTE FTE 164 1.96 164 1.96 City of Tempe 2015-16 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 2013-14 Actual $29,112,463 368,011 2014-15 Budget $29,007,454 394,950 2014-15 Revised $29,424,475 402,950 2015-16 Budget $31,351,003 394,950 4,210,067 2,733 4,029,591 $37,722,865 $231.89 4,931,507 0 4,795,786 $39,129,697 $240.06 4,872,603 33 4,598,480 $39,298,541 $241.09 5,171,251 0 4,392,352 $41,309,556 $253.43 2013-14 Actual Authorized Personnel Operations Total Full Time 225 225 Perm FTE Temp FTE 3.29 3.29 146 2014-15 Revised Full Time 225 225 Perm FTE Temp FTE 3.29 3.29 2015-16 Budget Full Time 229 229 Perm FTE Temp FTE 3.29 3.29 City of Tempe 2015-16 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 2013-14 Actual $7,579,204 1,053,769 2014-15 Budget $7,517,818 1,231,127 2014-15 Revised $7,642,168 1,202,595 2015-16 Budget $7,890,437 1,288,402 0 22,193 475,698 $9,130,864 $56.13 0 0 652,986 $9,401,931 $57.68 0 7,986 643,731 $9,496,480 $58.26 0 0 906,694 $10,085,533 $61.75 2013-14 Actual Authorized Personnel Support Services Total Full Time 97 97 Perm FTE Temp FTE 1.00 1.00 147 2014-15 Revised Full Time 97 97 Perm FTE Temp FTE 1.00 1.00 2015-16 Budget Full Time 98 98 Perm FTE Temp FTE 1.00 1.00 City of Tempe 2015-16 Annual Budget Public Works Public Works Administration Construction Management/ Engineering Field Operations Transit/ 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 Construction Management/ Engineering, Field Operations, Transit/Transportation and Water Utilities. The Construction Management/Engineering division provides CIP project implementation, utility management, 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 Transit/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. Note: During FY 2014-15, the City Manager implemented a reorganization of departments, divisions and offices. As a result, the Engineering functions related to private development were reorganized under the Community Development Department. The expenditure and authorized personnel information listed below reflect this change. FY 2015-16 Budget Highlights: The approved amount includes the following authorized changes: ⋅ Authorized funding for Skate Park Repairs to three skate parks ($25,000) ⋅ Authorized three permanent full-time employees to provide additional staff to deliver projects and improve delivery metrics; current staffing levels are insufficient to deliver the City’s CIP program; offset by two positions in W/WW (Water/Waste Water) ($220,695) and .5 position in transit ($46,309) with an additional $46,309 from the General Fund ($313,313) ⋅ Authorized funding transfer for Administrative Assistant II, which provides for changing the funding source from %100 W/WW to an even split between HURF, Solid Waste, Transit, and W/WW ($68,865) ⋅ Authorized continuation of Urban Forest Management Study to implement Phase 2 of the study being conducted in partnership with Arizona State University Sustainability Solutions Initiatives (ASU SSI); funded with $5,800 each from the General and HURF funds, with a $2,800 contribution each from the Solid Waste, Transit and W/WW funds ($20,000) ⋅ Authorized Golf Fund funding for Contracted Services to continue monitoring and rightsizing the cost of labor at the golf courses to achieve long-term financial sustainability; this funding will reduce the number of three full-time benefitted employees through attrition and transfers; offset by three position reductions ($0) ⋅ Authorized HURF fund funding for a developmental agreement with a billboard company to landscape and maintain the area located on the southwest corner of Kyrene and Elliot; offset by revenue in assigned fund balance ($25,000) ⋅ Authorized HURF fund funding to provide for reimbursement to ASU for the reconstruction of Forest Ave. at the intersection th th of 6 and 7 Streets; with construction of the College Avenue Commons building, Transportation staff identified the need to have Forest Avenue operate as a detour route during special events, which closed College and other points of access; ASU agreed to fund the initial reconstruction with the understanding that repairs are the City’s responsibility ($100,000) ⋅ Authorized Transit Fund funding to replace Police K9 “Ares”($12,000) ⋅ Authorized Water Fund funding for one full-time Water Utilities Business Liaison to support and serve Tempe’s commercial, industrial and educational customer; offset by violation forfeited fine and revenue budget reductions ($42,387) 148 City of Tempe 2015-16 Annual Budget Expenditures by Type Personnel Costs Supplies and Services Grants, Donations and/or Restricted Purpose Capital Outlay Internal Services Transfers Expenditure Total Per Capita 2013-14 Actual $39,701,802 75,148,865 2014-15 Budget $41,429,319 87,408,688 2014-15 Revised $37,081,888 82,901,598 2015-16 Budget $40,599,605 89,816,235 0 4,836,748 3,981,719 (318,945) $123,350,189 $758.25 10,860 7,159,214 4,279,749 (410,452) $139,877,378 $858.13 166,930 4,944,515 4,729,973 (348,336) $129,476,568 $794.33 204,000 8,860,359 5,075,550 (529,826) $144,025,923 $881.82 Expenditures by Division Administration Construction Management/Engineering Field Operations Transit/Transportation Water Utilities Expenditure Total 2013-14 Actual $1,106,715 2,700,695 34,718,957 52,993,307 31,830,515 $123,350,189 2014-15 Budget $926,699 2,449,023 37,369,006 58,997,371 40,135,279 $139,877,378 2014-15 Revised $759,839 1,975,943 33,997,990 58,266,117 34,476,679 $129,476,568 2015-16 Budget $619,570 2,142,726 38,626,434 60,750,468 41,886,725 $144,025,923 Authorized Personnel Administration Construction Management/Engineering Field Operations Transit/Transportation Water Utilities Total 2013-14 Actual 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 24.10 149 2014-15 Revised Full Perm Temp Time FTE FTE 5 0.75 0.49 27 0.50 219 1.50 13.95 65 1.00 1.00 132 0.49 448 3.25 16.43 2015-16 Budget Full Perm Temp Time FTE FTE 6 0.75 0.49 28 0.50 216 1.50 13.95 66 1.00 1.00 134 0.49 450 3.25 16.43 City of Tempe 2015-16 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 2013-14 Actual $1,489,598 33,964 2014-15 Budget $1,327,561 69,406 0 1,391 (418,238) $1,106,715 $6.80 2014-15 Revised $838,301 202,525 10,860 0 (481,128) $926,699 $5.69 2013-14 Actual Full Perm Temp Time FTE FTE 5 0.75 0.49 5 0.75 0.49 2015-16 Budget $890,330 98,698 166,930 287 (448,204) $759,839 $4.66 2014-15 Revised Full Perm Temp Time FTE FTE 5 0.75 0.49 5 0.75 0.49 204,000 0 (573,458) $619,570 $3.79 2015-16 Budget Full Perm Temp Time FTE FTE 5 0.75 0.49 5 0.75 0.49 Related Council Strategic Priority: Implement Sustainable Growth and Development Strategies 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 5% reduction in FY 2015-16 and total 15% reduction in energy usage from baseline year 2013 in buildings citywide by 2025; and 3) develop solar power projects at City facilities with little or no out of pocket costs that will save $1.3 million in electric bills by 2034 2013-14 2014-15 2014-15 2015-16 Actual Budget Revised Budget Performance Measure Reduction in energy usage in energy audit buildings (%) 22 20 20 20 Reduction in energy usage in buildings city wide (%) Reduction in carbon emissions in energy audit buildings (metric tons) Renewable energy / solar power generated in city facilities (kWh generated) Reduction in electricity costs with solar generation ($) 0 1 5 5 2,190 2,190 2,190 2,190 597,000 7,660 1,820,000 26,075 1,700,000 23,274 3,100,000 26,000 Related Council Strategic Priority: Enhance Quality of Life for all Tempe Residents and Workers 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 2013-14 Actual 2014-15 Budget 2014-15 Revised 2015-16 Budget 12.1 $147,780 9.0 $81,300 9.5 $101,900 8.5 $94,500 City of Tempe 2015-16 Annual Budget Public Works Construction Management/Engineering The Public Works Director has overall responsibility for providing the leadership, management, and administrative support for the Public Works Department. The division is responsible for providing high quality community services necessary to build and maintain the infrastructure of the City of Tempe including CIP project implementation, utility management, project design and construction management. Expenditures by Type Personnel Costs Supplies and Services Capital Outlay Internal Services Expenditure Total Per Capita Authorized Personnel Construction Management/Engineering Total 2013-14 Actual $2,589,846 781,416 275 (670,842) $2,700,695 $16.60 2014-15 Budget $3,329,674 536,323 1,400 (1,418,374) $2,449,023 $15.02 2013-14 Actual Full Perm Temp Time FTE FTE 30 30 151 2014-15 Revised $2,858,247 507,223 3,319 (1,392,846) $1,975,943 $12.12 2014-15 Revised Full Perm Temp Time FTE FTE 27 0.50 27 0.50 2015-16 Budget $3,134,157 514,772 1,800 (1,508,003) $2,142,726 $13.12 2015-16 Budget Full Perm Temp Time FTE FTE 28 0.50 28 0.50 City of Tempe 2015-16 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 Transfers Expenditure Total Per Capita Authorized Personnel Field Operations Total 2013-14 Actual $15,431,073 18,146,338 3,693,938 (2,233,447) (318,945) $34,718,957 $213.42 2014-15 Budget $17,014,669 18,513,585 5,675,066 (3,423,862) (410,452) $37,369,006 $229.25 2013-14 Actual Full Perm Temp Time FTE FTE 212 1.50 22.12 212 1.50 22.12 2014-15 Revised $15,369,606 18,554,682 3,359,182 (2,937,144) (348,336) $33,997,990 $208.57 2014-15 Revised Full Perm Temp Time FTE FTE 219 1.50 13.95 219 1.50 13.95 2015-16 Budget $16,768,772 18,456,544 7,014,199 (3,226,682) (386,399) $38,626,434 $236.50 2015-16 Budget Full Perm Temp Time FTE FTE 216 1.50 13.95 216 1.50 13.95 Related Council Strategic Priority: Develop and Maintain Strong Community Connection, Maintain Long-Term Financial Stability and Vitality and Implement Sustainable Growth and Development Strategies Goal: To collect and dispose of all contained solid waste generated by residential customers Objective: 1) To provide excellent service to residential customers by effectively and efficiently managing solid waste collected; 2) reduce residential contained missed collection by 13% per year; and 3) attain resident satisfaction rates that exceed the national average for residential trash collection services, bulk item pick up/removal services, and for recycling services 2013-14 Actual Performance Measure 2014-15 Budget 2014-15 Revised 2015-16 Budget Residential contained/recycling cost per ton ($) 136 140 Residential contained solid waste tons per capita (1,000) 282 291 279 280 Residential contained missed collection calls N/A 486 1,155 1,000 - - Percent missed 136 140 138% 13% Resident satisfaction with residential trash collection services* (%) 82 90 85 90 Resident satisfaction with bulk item pick up/removal services* (%) 61 85 70 85 Resident satisfaction with recycling services* (%) 82 90 85 90 *Measured by the percent of residents that responded with “Very Satisfied” or “Satisfied” in the annual Community Attitude Survey Related Council Strategic Priority: Develop and Maintain Strong Community Connection 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% 2013-14 Actual Performance Measure Scheduled maintenance completed within a year (%) Facility condition index at 6% or lower (%) Internal satisfaction rate (%) (facility condition, interaction and response time) 152 2014-15 Budget 2014-15 Revised 2015-16 Budget 65 80 40 80 4.57 <6 4.57 4.57 74 80 63 80 City of Tempe 2015-16 Annual Budget Related Council Strategic Priority: Enhance Quality of Life for all Tempe Residents and Workers and Develop and Maintain Strong Community Connection 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 2013-14 2014-15 2014-15 2015-16 Performance Measure Actual Budget Revised Budget Resident satisfaction with the quality of City parks* (%) 87 85 85 80 Resident satisfaction with the quality of neighborhood parks* (%) 76 80 80 80 Resident satisfaction with the City’s golf courses* (%) 65 70 70 80 Resident satisfaction with the City’s outdoor athletic fields* (%) 72 80 80 80 Acres of developed park lands maintained per FTE** 18 18 18 18 O&M cost recovered through revenue (Golf Fund) (%) 96 100 100 100 9,782 12,000 5,900 6,000 42 55 50 55 Total volunteer hours Condition rating of 5 or less (%) *Measured by the percent of residents that responded with “Very Satisfied” or “Satisfied” in the annual Community Attitude Survey **Excludes non-City open space Related Council Strategic Priority: Maintain Long-Term Financial Stability and Vitality 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 2013-14 2014-15 2014-15 Performance Measure Actual Budget Revised 2015-16 Budget Cost per mile (maintenance and repair, fuel and capital cost): Police patrol sedans $0.55 $0.50 $0.81 $0.75 Police patrol SUV $0.54 N/A $0.52 $0.55 Light duty trucks $0.49 $0.45 $0.51 $0.50 Solid waste trucks $3.16 $3.00 $4.47 $3.50 Related Council Strategic Priority: Maintain Long-Term Financial Stability and Vitality Goal: To utilize personnel resources in an efficient and effective manner Objective: To maximize utilization of fleet mechanic time at a target of 75% productivity (industry standard is 70%) 2013-14 2014-15 2014-15 Performance Measure Actual Budget Revised Mechanic utilization rate (%) 78 70 79 2015-16 Budget 75 Related Council Strategic Priority: Maintain Long-Term Financial Stability and Vitality 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 2013-14 2014-15 get Performance Measure Actual Revised Preventative maintenance compliance rate (%) 92 153 95 94 2015-16 Budget 95 City of Tempe 2015-16 Annual Budget Public Works Transit/Transportation The Transit/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 Transit/Transportation Total 2013-14 Actual $6,767,012 42,878,078 394,973 2,953,244 $52,993,307 $325.76 2014-15 Budget $6,774,410 47,449,902 850,557 3,922,502 $58,997,371 $361.94 2013-14 Actual Full Perm Temp Time FTE FTE 71 1.00 1.00 71 1.00 1.00 2014-15 Revised $6,117,586 47,376,118 884,793 3,887,620 $58,266,117 $357.46 2014-15 Revised Full Perm Temp Time FTE FTE 65 1.00 1.00 65 1.00 1.00 2015-16 Budget $6,639,920 48,895,775 905,097 4,309,676 $60,750,468 $371.95 2015-16 Budget Full Perm Temp Time FTE FTE 66 1.00 1.00 66 1.00 1.00 Related Council Strategic Priority: Develop and Maintain Strong Community Connection 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 2013-14 Actual 2014-15 Budget 2014-15 Revised 2015-16 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: Ensure Safe and Secure Community 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 2013-14 Actual Performance Measure 2014-15 Budget 2014-15 Revised 2015-16 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 154 City of Tempe 2015-16 Annual Budget Related Council Strategic Priority: Develop and Maintain Strong Community Connection Goal: To meet environmental, storm water, and air quality requirements Objective: To attain an 80% resident satisfaction rate with the cleanliness of City streets Performance Measure Resident satisfaction with cleanliness of City streets* (%) 2013-14 Actual 2014-15 Budget 2014-15 Revised 2015-16 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: Develop and Maintain Strong Community Connection 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 a 75% resident satisfaction rate with the condition of neighborhood streets; and 3) attain a 75% resident satisfaction rate with the overall condition of City streets 2013-14 Actual 2014-15 Budget 2014-15 Revised 2015-16 Budget Average Pavement Quality Index (PQI) 50 70 52 70 Resident satisfaction with the condition of neighborhood streets* (%) 73 86 75 75 Resident satisfaction with overall condition of City streets* (%) 73 80 75 75 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: Develop and Maintain Strong Community Connection Goal: To provide well-maintained and visible street signs Objective: To attain an 85% resident satisfaction rate with the condition and clarity of street signs 2013-14 Actual Performance Measure Resident satisfaction with overall condition and clarity of street signs* (%) 2014-15 Budget 83 80 2014-15 Revised 2015-16 Budget 83 85 *Measured by the percent of residents that responded with “Very Satisfied” or “Satisfied” in the annual Community Attitude Survey Related Council Strategic Priority: Develop and Maintain Strong Community Connection Goal: To plan, operate and maintain a safe, efficient and reliable transportation system that supports all modes of travel Objective: To attain a 65% resident satisfaction rate with the management of traffic flow 2013-14 2014-15 Performance Measure Actual Budget Resident satisfaction with management of traffic flow (%) 65 65 2014-15 Revised 2015-16 Budget 65 65 *Measured by the percent of residents that responded with “Very Satisfied” or “Satisfied” in the annual Community Attitude Survey 155 City of Tempe 2015-16 Annual Budget Related Council Strategic Priority: Implement Sustainable Growth and Development Strategies 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 2013-14 Actual Performance Measure 2014-15 Budget 2014-15 Revised 2015-16 Budget Boardings per mile – Local Bus (> 2.0) 1.9 2.0 1.8 1.8 Boardings per mile – Circulator Bus (> 2.2) 2.0 2.2 1.6 1.3 Boardings per mile – Express Bus (> 1.0) 0.8 1.0 0.8 0.9 Boardings per mile – Metro Light Rail (> 4.5) 5.8 6.0 5.7 5.7 Boardings per trip – Dial-A-Ride (> 1.08) 1.10 1.12 1.11 1.11 Subsidy per boarding – Local Bus ($) 1.59 2.58 1.75 2.00 Subsidy per boarding – Metro Light Rail ($) 1.00 1.27 1.29 1.42 20.81 22.00 19.76 20.93 Subsidy per boarding – Dial-A-Ride ($) Related Council Strategic Priority: Implement Sustainable Growth and Development Strategies and Develop and Maintain Strong Community Connection Goal: To increase satisfaction and use of alternative modes including transit, bicycling, and walking Objective: 1) To retain Tempe’s valley leadership position by maintaining boardings per capita at 70 or higher and exceed 10.6 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 85% as indicated in the annual Community Attitude Survey 2013-14 Actual Performance Measure Boardings per capita 2014-15 Budget 2014-15 Revised 2015-16 Budget 72 75 68 70 11,930,666 12,334,004 11,241,539 10,600,000 Local Bus Boardings 4,984,919 5,141,290 4,769,663 4,600,000 Circulator Bus Boardings 2,877,491 3,043,864 2,393,208 2,000,000 35,554 36,145 34,746 34,000 4,032,702 4,118,621 4,053,073 4,100,000 Total Ridership Express Bus Boardings Metro Light Rail Boardings 41254 42,800 39500 43800 Resident satisfaction with quality of local transit service* (%) Dial-A-Ride Boardings 78 80 80 Resident satisfaction with quality of walking and biking paths* (%) 75 80 80 80 *Measured by the percent of residents that responded with “Very Satisfied” or “Satisfied” in the annual Community Attitude Survey 156 85 City of Tempe 2015-16 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 Transfers Expenditure Total Per Capita Authorized Personnel Water Utilities Total 2013-14 Actual $13,424,273 13,309,069 746,171 4,351,002 0 $31,830,515 $195.67 2014-15 Budget $12,983,005 20,839,472 632,191 5,680,611 0 $40,135,279 $246.23 2013-14 Actual Full Perm Temp Time FTE FTE 141 0.49 141 0.49 2014-15 Revised $11,898,148 16,261,050 696,934 5,620,547 0 $34,476,679 $211.51 2014-15 Revised Full Perm Temp Time FTE FTE 132 0.49 132 0.49 2015-16 Budget $13,166,426 21,850,446 939,263 6,074,017 (143,427) $41,886,725 $256.46 2015-16 Budget Full Perm Temp Time FTE FTE 134 0.49 134 0.49 Related Council Strategic Priority: Develop and Maintain Strong Community Connection 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 2013-14 2014-15 2014-15 2015-16 Actual Budget Revised Budget Performance Measure Overall resident satisfaction with water service* (%) 80 85 79 85 Taste and odor complaints (%) <1 <1 <1 <1 Hardness complaints (%) <1 <1 <1 <1 Other complaints 26 <5 21 <5 100% 100% 100% 100% Response within 24 hours of water quality complaint (%) *Measured by the percent of residents that responded with “Very Satisfied” or “Satisfied” in the annual Community Attitude Survey Related Council Strategic Priority: Develop and Maintain Strong Community Connection 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 157 2013-14 Actual 2014-15 Budget 2014-15 Revised 2015-16 Budget 99.9% 99.9% 99.9% 99.9% City of Tempe 2015-16 Annual Budget 158 City of Tempe 2015-16 Annual Budget Capital Improvements Program Budget Contents Capital Improvements Program Overview .................................................................................................................................. 160 2015-16 CIP Process ................................................................................................................................................................. 161 Capital Budget Strategic Priorities .............................................................................................................................................. 162 Fiscal Years 2015-16 through 2019-20 Capital Improvements Program Summary ................................................................... 163 Fiscal Years 2015-16 through 2019-20 Capital Improvements Program Source of Funds Summary ........................................ 164 CIP Impact on the Operating Budget.......................................................................................................................................... 165 CIP – Significant Nonrecurring Projects ..................................................................................................................................... 166 Capital Improvements Project Map ............................................................................................................................................ 169 Capital Improvements Program Financing ................................................................................................................................. 170 Long-Term Debt and Bond Authorization Summary ................................................................................................................... 171 Legal Bonded Debt Limits .......................................................................................................................................................... 172 Capital Budget, Debt Service and Property Tax Rate – Ten-Year Historical Trends .................................................................. 173 Fiscal Year 2015-16 Debt Service Appropriations ...................................................................................................................... 174 Capital Budget, Debt and Property Tax Levy Policy Statements................................................................................................ 174 Fiscal Years 2015-16 through 2019-20 Capital Improvements Program Project Listing and Descriptions................................. 176 Enterprise Program - Fiscal Years 2015-16 through 2019-20 .................................................................................................... 177 Water Program CIP Projects .................................................................................................................................................. 178 Wastewater Program CIP Projects ......................................................................................................................................... 191 Golf Program CIP Projects ..................................................................................................................................................... 194 Special Purpose Program .......................................................................................................................................................... 196 Transit CIP Projects ................................................................................................................................................................ 197 General Purpose Program - Fiscal Years 2015-16 through 2019-20 ......................................................................................... 212 Police Protection Program CIP Projects ................................................................................................................................. 213 Fire Protection Program CIP Projects ..................................................................................................................................... 223 Storm Drains Program CIP Projects ....................................................................................................................................... 229 Park Improvements / Recreation Program CIP Projects ......................................................................................................... 232 General Governmental Program CIP Projects ........................................................................................................................ 249 Transportation Program - Fiscal Years 2015-16 through 2019-20 ............................................................................................. 269 Transportation and R.O.W. Improvements Program CIP Projects .......................................................................................... 270 Traffic Signals and Street Lighting Program CIP Projects ....................................................................................................... 277 159 City of Tempe 2015-16 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 x Purchase, improvement, or development of land x Operating equipment and machinery for existing and new facilities x Planning and engineering costs related to specific capital improvements x Street resurfacing, renovation, or reconstruction x Emergency vehicles x Information Technology infrastructure x x 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) 2015-16 totals $608 million, and of this amount, $162.8 million is for projects included in the capital budget. The capital budget consists of the following program areas: Enterprise, Special Purpose, General Purpose, and Transportation projects. The Enterprise program totals $50.8 million and includes water, wastewater and golf projects accounting for 31% of the total capital budget in FY 2015-16. The Special Purpose program includes transit projects, and totals $31.3 million, or 19%, of funded projects in FY 2015-16. The General Purpose program includes police protection, fire protection, storm drains, parks and general governmental projects and totals $69.6 million or 43% of the capital budget. The Transportation program includes lighting and traffic signal projects, and street and sidewalk renovation and construction projects. Transportation program funding totals $11 million. Comparison of FY 2014-15 and FY 2015-16 Capital Budgets FY 2015-16 Total Financial Program Operating Budget $444.7 Capital Budget $162.8 Total ($ millions) $607.5 Capital Program FY 2014-15 Budget FY 2015-16 Budget Enterprise Water $ 32,259,400 $ 37,220,622 Wastewater 8,844,287 11,240,338 Golf 2,700,000 2,356,023 27,380,381 31,312,428 Police 3,487,063 5,723,298 Fire 4,082,186 3,195,080 Special Purpose Transit Operating Budget $445 / 73% CIP Budget $163 / 27% General Purpose Storm Drains Park Improvements General Governmental 782,591 944,392 51,026,321 50,088,500 9,347,558 9,632,369 Transportation ($ millions) Transportation and R.O.W 7,877,198 8,493,360 Traffic Signals / Street Lighting 2,651,481 2,623,362 Total 160 $ 150,438,466 $ 162,829,772 City of Tempe 2015-16 Annual Budget  2015-16 CIP Process City Regional Radio System New Traffic Calming Neighborhood Street Asset Drainage Preservation; Athletic Improvements Field Lighting; Park Playgrounds & Infrastructure; Security Systems; Electrical Improvements City Facilites Small Scale Remodels Facilities New Digital Signage Town Lake Dam Replacement Swimming Pools; Park Ramadas & Restrooms; Park Lake Improvements Town Lake Upstream Dam 1 Low 2 Unlike capital project programs like transit and water and wastewater which have dedicated funding sources; 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 exceeded the amount of G.O. bonds the City can afford to issue over the next five years, those projects were prioritized and ranked according to established criteria to identify the most critical capital requirements. Specifically, projects were graded based on the degree to which they contributed to the preservation of City assets, and the degree to which they addressed public health and safety concerns (depicted in the diagram to the right). New Fire Medical Rescue Trucks Police Digital Evidence 4 5 New Fire Medical Rescue Station 3 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, MBO 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 2014 City department heads, capital project managers, and Municipal Budget Office (MBO) staff launched the 2015-16 CIP process with a meeting to review the capital budget calendar and estimated availability of funds. MBO staff provided guidance regarding the information CIP project managers should provide to substantiate requests for FY 2015-16 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 4 5 High The diagram above illustrates how the general purpose G.O. bond funded projects requested in the FY 2015-16 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 2015-16 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 in large part by design since funding availability for these areas is measured by the Municipal Budget Office and Transit and Water / Wastewater fund managers who work closely with the project managers. Finally, during three City Council Work Study Sessions held between February and April 2015, 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, staff 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 th June 11 a balanced final five year capital program was presented for Council adoption. 161 City of Tempe 2015-16 Annual Budget Capital Budget Strategic Priorities At their annual retreat, the City Council identified the five strategic priorities listed below to guide The City of Tempe’s operational strategies for fiscal year 2015-16. The diagram below displays how the capital expenditures included in the adopted FY 2015-16 capital budget are aligned with the City Council’s strategic priorities. 1. 2. 3. 4. 5. Ensure safe and secure community Develop and maintain strong community connection Enhance quality of life for all Tempe residents and workers Implement sustainable growth and development strategies Maintain long-term financial stability and vitality Approximately 65%, or $107 million, of the 2015-16 capital budget maintains and enhances the quality of life in Tempe by focusing on existing core infrastructure through preventative and ongoing asset maintenance and replacement projects. These projects span all capital program areas, but are primarily represented by water, streets, parks, and City facility capital projects. The City’s priority to implement sustainable growth and development strategies is evident in the many projects included in the transit and traffic signals capital programs. Approximately $22 million is budgeted for projects which expand multimodal public transit options, and projects that will improve technology that monitors traffic congestion. The majority of projects within the 2015-16 police and fire protection capital programs directly support the City’s commitment to a safe and secure community through capital spending for public safety operations. These projects approximate $6.6 million. While the construction of the new Tempe Town Lake dam, which will complete in 2015-16, contributes significantly to the City’s quality of life strategic priority, it also contributes greatly to the City’s long term financial stability and vitality since lakeshore property is a very desirable location for new job creating retail development. The lake also serves as a regional attraction which supports Tempe’s base economy. The capital budget also invests approximately $600,000 in projects that promote the City’s ability to enhance transparency and communication with its residents; which serves to strengthen the City’s community connection. These projects include continued investment in the City’s 311 call center, new online records management and reporting software, and a public safety memorial. City of Tempe 2015-16 Annual Budget Fiscal Years 2015-16 through 2019-20 Capital Improvements Program Summary Program Capital Budget Re-appropriations New 2015-16 Capital Budget Appropriations Total 2015-16 Capital Budget Appropriations Additional Projected Needs 2017-18 2018-19 2016-17 Total 5-Year Program 2019-20 Enterprise Program Water 19,723,952 17,496,670 37,220,622 21,514,558 19,499,505 21,385,305 23,899,305 123,519,295 Wastewater 6,757,002 4,483,336 11,240,338 9,047,758 8,845,636 10,637,078 11,536,321 51,307,131 Golf 2,356,023 - 2,356,023 - - - - 2,356,023 28,836,977 21,980,006 50,816,983 30,562,316 28,345,141 32,022,383 35,435,626 177,182,449 19,830,542 11,481,886 31,312,428 7,574,507 6,980,173 2,478,142 2,509,726 50,854,976 19,830,542 11,481,886 31,312,428 7,574,507 6,980,173 2,478,142 2,509,726 50,854,976 Police Protection 1,048,650 4,674,648 5,723,298 4,191,068 2,091,600 5,992,584 2,711,513 20,710,063 Fire Protection 1,547,707 1,647,373 3,195,080 1,563,500 1,305,000 878,000 6,777,600 13,719,180 644,392 300,000 944,392 300,000 2,970,000 800,000 3,980,000 8,994,392 35,601,559 14,486,941 50,088,500 5,899,596 8,100,163 3,198,251 2,369,413 69,655,923 Total Enterprise Special Purpose Program Transit Total Special Purpose General Purpose Program Storm Drains Park Improvements General Governmental 5,460,054 4,172,315 9,632,369 6,592,768 3,721,783 2,816,760 2,642,863 25,406,543 Total General Purpose 44,302,362 25,281,277 69,583,639 18,546,932 18,188,546 13,685,595 18,481,389 138,486,101 2,011,588 6,481,772 8,493,360 9,271,346 11,412,041 6,695,703 7,284,263 43,156,713 351,213 2,272,149 2,623,362 2,393,081 1,791,028 850,000 850,000 8,507,471 2,362,801 8,753,921 11,116,722 11,664,427 13,203,069 7,545,703 8,134,263 51,664,184 95,332,682 67,497,090 162,829,772 68,348,182 66,716,929 55,731,823 64,561,004 418,187,710 Transportation Transportation and R.O.W. Traffic Signals/Street Lighting Total Transportation TOTAL CAPITAL PROGRAM 163 City of Tempe 2015-16 Annual Budget Fiscal Years 2015-16 through 2019-20 Capital Improvements Program Source of Funds Summary Capital Budget Re-appropriations New 2015-16 Capital Budget Appropriations Total 2015-16 Capital Budget Appropriations 23,672,739 21,718,221 45,390,960 27,444,558 27,518,936 - - - 3,117,758 826,205 950,000 120,000 1,070,000 - Development Fees 1,858,215 141,785 2,000,000 Water / Wastewater Fund - Loan 2,356,023 - 28,836,977 21,980,006 Program 2019-20 Total 5-Year Program 31,196,178 34,609,421 166,160,053 826,205 826,205 5,596,373 - - - 1,070,000 - - - - 2,000,000 2,356,023 - - - - 2,356,023 50,816,983 30,562,316 28,345,141 32,022,383 35,435,626 177,182,449 Additional Projected Needs 2017-18 2018-19 2016-17 Enterprise Supported Water / Wastewater Bonds Water / Wastewater Fund Capital Projects Fund Balance Total Enterprise Supported Special Purpose Transit Transit Tax 9,954,058 6,451,915 16,405,973 4,720,801 5,030,173 2,478,142 2,509,726 31,144,815 Federal Grants 9,171,484 5,029,971 14,201,455 2,853,706 1,950,000 - - 19,005,161 705,000 - 705,000 - - - - 705,000 Total Transit MAG - Safety Funds 19,830,542 11,481,886 31,312,428 7,574,507 6,980,173 2,478,142 2,509,726 50,854,976 Total Special Purpose 19,830,542 11,481,886 31,312,428 7,574,507 6,980,173 2,478,142 2,509,726 50,854,976 General Purpose General Obligation Bonds 40,096,475 11,751,323 51,847,798 5,656,225 2,272,500 800,000 - 60,576,523 G.O. Bonds Election Required - - - 12,182,853 13,429,024 12,627,942 16,255,556 54,495,375 Capital Projects Fund Balance 3,322,154 - 3,322,154 - - - - 3,322,154 Capital Improvements Reserve - 3,239,254 3,239,254 27,350 16,700 2,200 - 3,285,504 - 2,000,000 2,000,000 - - - - 2,000,000 Municipal Arts Fund Debt Service Fund 569,733 684,400 1,254,133 - - - - 1,254,133 Performing Arts Fund 100,000 257,650 357,650 210,951 291,367 - - 859,968 Solid Waste Fund 177,000 102,120 279,120 141,667 53,731 54,447 55,193 584,158 Transit Tax 30,000 23,710 53,710 23,710 - - 12,320 89,740 7,000 500,320 507,320 256,676 75,224 153,506 120,820 1,113,546 Cash - 6,000,000 6,000,000 - - - - 6,000,000 County Flood Control District - - - - 2,002,500 - 1,990,000 3,992,500 Water / Wastewater Fund Diablo Stadium Revenue - 47,500 47,500 47,500 47,500 47,500 47,500 237,500 Grants - 500,000 500,000 - - - - 500,000 Private Donations Total General Purpose - 175,000 175,000 - - - - 175,000 44,302,362 25,281,277 69,583,639 18,546,932 18,188,546 13,685,595 18,481,389 138,486,101 Transportation 1,085,325 4,119,854 5,205,179 7,630,801 6,962,041 7,245,703 - 27,043,724 G.O. Bonds Election Required General Obligation Bonds - - - - - - 7,834,263 7,834,263 Capital Projects Fund Balance 249,756 3,317,595 3,567,351 - 53,639 - - 3,620,990 Highway User Revenue Fund - 300,000 300,000 300,000 300,000 300,000 300,000 1,500,000 Developer Assistance - 180,000 180,000 - - - - 180,000 1,027,720 836,472 1,864,192 3,733,626 5,887,389 - - 11,485,207 Federal Grants Total Transportation TOTAL CAPITAL PROGRAM 2,362,801 8,753,921 11,116,722 11,664,427 13,203,069 7,545,703 8,134,263 51,664,184 95,332,682 67,497,090 162,829,772 68,348,182 66,716,929 55,731,823 64,561,004 418,187,710 164 City of Tempe 2015-16 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. Occasionally, CIP projects also 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 2015-16 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 Budget Impacts: FYs 2015-16 to FY 2019-20 Capital Projects by Fund Cost Category FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20 General Fund Contract Management System Digital Evidence System Electronic Records Management and Reporting Fire Medical Rescue Station #7 Fuel Tank Replacements Security Systems Replacement-Citywide Software Maintenance $ - $ 12,000 $ - $ - $ - Wages (through FY 2016-17 only) 46,532 - - - - Software Maintenance & Storage 67,275 141,150 - - - Software Maintenance 46,000 - - - - - - - 34,265 54,463 Personnel Materials, Fees and Services Materials and Supplies Contracted Services General Fund Total - 3,500 - - 25,000 - - - - 184,807 156,650 - 88,728 - 100,000 - - - - RICO Fund Digital Evidence System Software Maintenance & Storage Transit Fund Alameda Drive & I-10 Bicycle / Pedestrian Bridge Landscape & Lighting Maintenance - - - 6,500 - Creamery Branch Rail Path Landscape & Lighting Maintenance - 23,000 - - - Highline Canal Path (Baseline - Knox Road) Landscape & Lighting Maintenance - - - 40,000 - Rio Salado S. Bank Path Underpass at McClintock Dr. Landscape & Lighting Maintenance - - - 750 - Tempe / Phoenix Bike Share Contracted Services 100,000 - - - - US Army Corps Match Money Landscape Maintenance 15,000 - - - - 115,000 23,000 - 47,250 - Transit Fund Total Water / Wastewater Fund Automated Meter Reading Systems Town Lake Dam Replacement Software Maintenance & Storage Personnel Water / Wastewater Fund Total City of Tempe Total - - 15,000 - - 57,402 - - - - 57,402 - 15,000 - - $ 399,807 $ 179,650 $ 165 15,000 $ 135,978 $ - City of Tempe 2015-16 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: Program: General Purpose Sub Program: Park Improvements / Recreation Managing Department: Public Works / Engineering 6504229 07/01/2011 12/31/2015 Artists rendition of new steel-gate dam when complete. Click HERE TO SEE a VIDEO of the future Tempe Town Lake dam in operation. Project Description and Benefit 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. 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. In September 2013, City Council approved the contract to design and fabricate steel gate assemblies and provide associated control and operating equipment. In November 2013, the City Council approved the contract for construction of the dam, and construction began in the first half of 2014 with partial design and permits. Funding Source(s) 2015-16 2016-17 2017-18 2018-19 2019-20 Total 5-Year Capital Improvements Reserve Debt Service Fund General Obligation Bonds 2,700,000 2,000,000 31,408,442 - - - - 2,700,000 2,000,000 31,408,442 Project Total 36,108,442 - - - - 36,108,442 New Operating and Maintenance Budget Impact Once complete, new annual costs for operation, maintenance and monitoring are estimated to be $430,000; however, the majority of these costs will be paid by the Rio Salado Community Facilities District which was formed to address the operations and maintenance of the lake by assessing annual fees to property owners within a close proximity of the lake. The City of Tempe's share of these annual costs will approximate $57,400 which represents half of the annual amount to fund a new Field Sites Manager position to oversee the lake and dam operations. Town Lake dam under construction 166 City of Tempe 2015-16 Annual Budget Environmental Laboratory Facility Project Number: Start Date: Estimated Completion Date: 3203499 Ongoing 10/30/2015 Program: Enterprise Sub Program: Water Managing Department: Public Works / Water Utilities From laboratory architectural plans 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, wastewater, and storm water as required under federal and state laws, and to ensure the safest possible water supply. Design plans and specifications are completed, building permits for the project have been obtained and construction phase contracts awarded. Construction is expected to be complete prior to the end of Calendar Year 2015. 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. Funding Source(s) Water / Wastewater Bonds 2015-16 6,250,000 2016-17 2017-18 - 2018-19 - 2019-20 - Total 5-Year - 6,250,000 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. Lab during construction 167 City of Tempe 2015-16 Annual Budget Broadway Road Streetscape Project Project Number: Start Date: Estimated Completion Date: 6003059 10/01/2008 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 project area has a high volume of pedestrian and bicycle travel due to its proximity to ASU and downtown Tempe. The design of the Broadway Road project was a product of extensive community dialogues. Funding Source(s) 2015-16 2016-17 2017-18 2018-19 2019-20 Total 5-Year Transit Tax Federal Grant - CMAQ MAG - Safety Funds 1,295,191 3,857,670 705,000 - - - - 1,295,191 3,857,670 705,000 Project Total 5,857,861 - - - - 5,857,861 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 2015-16 through 2019-20 Capital Improvements Program Project Listing and Descriptions section. 168 City of Tempe 2015-16 Annual Budget Capital Improvements Project Map 6 1 7 4 8 5 9 2 3 Location 1. 2. 3. 4. 5. 6. 7. 8. 9. Project Description Town Lake Downstream Dam Replacement Environmental Laboratory Facility Highline Canal Path (Baseline - Knox Road) Broadway Road Streetscape Project Kiwanis Park Fiesta Playground Rolling Hills Golf Course Irrigation System City Hall Exterior Repair and Study Water System Rehabilitation or Replacement of Aging Infrastructure Street Light Upgrade / New Installation 169 City of Tempe 2015-16 Annual Budget Capital Improvements Program Financing As shown in the chart below, Tempe's 2015-16 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 2015-16, the City plans to utilize approximately $57 million in new general obligation (G.O.) bond proceeds for projects in the General Purpose and Transportation programs. Through the remainder of the five-year Capital Improvements Program, the City plans to issue an additional $120 million in bonds for these purposes. Debt service on these bonds will be repaid by revenues from the City’s secondary property taxes. It is important to note the total projected issuance amount of approximately $120 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. FY 2015-16 Source of Funds Funding Source Water / Wastewater Bonds $ Millions % of Total $45.4 28% General Obligation Bonds 57.0 35% Outside Revenue 23.7 15% Capital Project Fund Balances 23.8 15% Pay-as-you-go 12.9 8% $162.8 100% Total The City also plans to issue approximately $45 million of new enterprise bonds in 2015-16 to finance the project costs in this program. Over the five year CIP, The City plans to issue approximately $165 million in bonds in the Enterprise program. User fee revenue will support the debt service costs on these bonds. FY 2015-16 capital budget funding sources other than bonds total $60 million. $16 million in federal grants for projects in the Transit and Transportation programs make up the bulk of outside revenue budgeted for expenditure in 2015-16. Pay-as-you go funding is concentrated in the Transit and General Purpose programs in the form of $6.5 million in budget year Transit Tax collections, and $6 million in various City operating fund contributions. The budgeted use of capital project fund balances to finance projects in 2015-16 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 2014-15 and re-appropriated for completion in 2015-16. The FY 2015-16 capital budget funding sources for each project are described in further detail in the Fiscal Years 2015-16 through 2019-20 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. 170 City of Tempe 2015-16 Annual Budget Long-Term Debt and Bond Authorization Summary Remaining General Obligation Bond Authorizations July 1, 2015 Original Authorization 2008 Voter Authorization Water / Wastewater 113,300,000 Prior Issuances Remaining Authorization 54,225,302 59,074,698 Public Safety 32,010,000 22,570,000 9,440,000 Park Improvements / Community Services Streets / Transportation / Storm Drains 51,800,000 44,200,000 51,800,000 13,975,000 30,225,000 241,310,000 142,570,302 98,739,698 6,400,000 - 6,400,000 Subtotal 2012 Voter Authorization Public Safety Park Improvements / Community Services 10,500,000 4,305,000 6,195,000 Municipal Infrastructure Preservation 12,900,000 8,745,000 4,155,000 Subtotal 29,800,000 13,050,000 16,750,000 TOTAL $ 271,110,000 $ 155,620,302 $ 115,489,698 Outstanding Long-Term Debt Summary July 1 2012 2013 2014 2015 General Obligation Bonds Water / Wastewater 270,715,646 253,760,903 236,046,554 216,802,281 Public Safety 59,625,000 60,260,000 59,230,000 55,640,000 Park Improvements 34,170,000 34,105,000 33,920,000 62,345,000 Library / Museum 10,940,000 10,465,000 9,985,000 9,470,000 Streets / Transportation / Storm Drains 57,465,000 57,130,000 54,940,000 48,820,000 - 2,275,000 5,130,000 5,630,000 432,915,646 417,995,903 399,251,554 398,707,281 Municipal Infrastructure Preservation Total G.O. Debt Outstanding Excise Tax Bonds Water / Wastewater 53,744,000 79,034,000 76,109,000 84,864,000 General Governmental 34,347,900 33,352,900 32,297,900 31,197,900 Performing Arts Transit Rio Salado Cemetery Enterprise Total Excise Tax Debt Outstanding Special Assessment Bonds (1) Section 108 Guaranteed Loan (2) Total Outstanding Long-Term Debt 31,820,000 27,280,000 22,530,000 17,555,000 126,955,000 68,345,000 66,645,000 64,900,000 25,400,000 23,545,000 21,680,000 19,745,000 1,658,100 1,558,100 1,453,100 1,348,100 273,925,000 233,115,000 220,715,000 219,610,000 27,815,000 25,675,000 23,930,000 21,175,000 5,572,000 5,247,000 4,907,000 4,552,000 $740,227,646 $682,032,903 $648,803,554 $644,044,281 (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. 171 City of Tempe 2015-16 Annual Budget Legal Bonded Debt Limits Prior to fiscal year 2015-16, Arizona cities collected annual property taxes utilizing two property valuations which were used to calculate two separate but simultaneous property tax levies; the “limited” or primary valuation and levy, and the “secondary“ or market valuation and levy. In accordance with state law, the secondary valuation was used to determine cities’ legal property tax secured debt limits; and taxes collected based on the secondary property valuation could only be used to repay property tax secured debt. Property valuations are established by the Assessor’s Office in each Arizona county. Beginning in fiscal year 2015-16, due to the passage of a new law known as Proposition 117, all property tax levies are now based on one valuation; the limited property valuation. Cities will still collect taxes via two separate levies, the primary and secondary, but each is now based on the same property valuation. Cities’ debt limits are now also determined via the limited property value as opposed to the secondary value as they were prior to fiscal year 2015-16. Proposition 117 stipulates, the limited value can only increase by the lesser of market value or an amount 5% greater than the prior years limited value. Consequently, whereas previously there was no limit on growth in the secondary / market property valuation, under the new law, in years when market value exceeds 5%, cities’ debt limits will be constrained to maximum growth of 5%. Secondary property tax levy collections may still only be used to repay property tax secured debt. Actual debt limits are still calculated using the same methodology, only now they are based on the limited property value as follows: Under Article 9, Section 8 of the Arizona State Constitution, cities may issue property tax secured debt (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 limited 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 limited assessed value. All bonds issued pursuant to Article 9, Section 8 are subject to authorization by a majority vote at a city bond election. FY 2015-16 General Obligation Bonded Debt Limits July 1, 2015 FY 2015-16 6% 20% Projected G.O. Debt Limit (1) $95,636,661 $318,788,871 Outstanding G.O. Bonded Debt-Previously Issued (68,275,000) (330,432,281) $27,361,661 ($11,643,410) Debt Margin Available (1) The FY 2015-16 Bond Limit is based on an estimated limited property value of $1,593,944,354 compared to the FY 2014-15 secondary assessed value of $1,627,720,901. As a result of year over year declines in property values which began during the great recession (displayed on the following page), the City exceeded its 20% debt limit when final annual property valuations were provided from Maricopa County during fiscal year 2011-12. This limit was exceeded because property valuations fell far enough that the City’s amount of already outstanding general obligation debt instantaneously grew to be more than 20% of secondary assessed property value within the City. Although assessed property values for fiscal year 2014-15 grew for the first time since the recession, and grew again for fiscal year 2015-16, the City’s outstanding general obligation debt issued under the 20% limit continues to exceed 20% of the City’s limited assessed property value. As is shown above, for tax and debt limit purposes, the City’s 2015-16 limited assessed value is less than its secondary value was in 2014-15. This is a direct result of Proposition 117. The City currently estimates the combination of paying down the outstanding principal balance of debt issued against the 20% limit, and rising property values through a stabilized economy, will produce a positive debt to value ratio by fiscal year 2016-17. Until such time, the City may / will not incur additional debt against the 20% debt limit. While the City may continue to issue debt within the 6% debt limit; doing so must be done with vigilance depending on actual year to year property valuation activity and economic projections. 172 City of Tempe 2015-16 Annual Budget Capital Budget, Debt Service and Property Tax Rate Ten-Year Historical Trends Budgeted Capital Improvements Program Fiscal Year Outstanding Principal Debt Service Requirements Taxable P&I Assessed Value % Change in Secondary Property Tax Rate ($) Assessed Valuation Primary Secondary Total 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 2015-16 162,829,772 644,044,281 85,512,403 1,593,944,354 (2.1) .93 1.59 2.52 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. 173 City of Tempe 2015-16 Annual Budget Fiscal Year 2015-16 Debt Service Appropriations by Fund Program Principal Debt Service Fund Performing Arts Fund Transit Fund Water / Wastewater Fund Special Assessments Fund Community Development Block Grant Fund Total $ Interest Fiscal Agent Fees Total 17,958,540 9,384,582 370,000 27,713,122 5,210,000 711,676 10,000 5,931,676 1,805,000 2,853,463 10,000 4,668,463 32,734,520 12,094,389 500,000 45,328,909 1,335,000 1,054,233 - 2,389,233 371,000 252,705 - 623,705 59,414,060 $ 26,098,343 $ 890,000 $ 86,655,108 Debt Service Appropriations by Revenue Source Secondary Property Tax Water / Wastewater System Revenues Excise Taxes Special Assessments Performing Arts Tax Transit Tax Developer Contributions Capital Budget, Debt and Property Tax Levy Policy Statements Capital Budget Policy  Estimated costs, potential revenue and funding sources shall be identified prior to any project being submitted for Council approval. A department which anticipates a capital project exceeding its adopted budget shall submit a plan to Council addressing the issue for its prior approval.  A five-year capital improvements program, as required by City Charter, will be developed and updated annually including anticipated funding sources. In addition, a prior year capital project status report shall be presented to the Council for information purposes when the capital improvement budget is considered.  The annual operating budget will provide for the adequate maintenance and the orderly replacement of the capital plant and equipment from current revenue where possible.  Capital improvement operating budget impacts will be coordinated with the development of the Operating Budget. Future operating, maintenance, and replacement costs will be forecast as part of the City's annual long-range financial capacity study.  The City may provide for internal, pay-as-you go financing for its capital improvement program. Funding may come from fund balance reserves or any other acceptable means of funding. 174 City of Tempe 2015-16 Annual Budget 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. 175 City of Tempe 2015-16 Annual Budget Fiscal Years 2015-16 through 2019-20 Capital Improvements Program Project Listing and Descriptions Hardy Drive Streetscape Project Above is a photograph of the recently completed Hardy Drive pedestrian and bicycle improvement project. The project, which was funded through the Transit capital program is approximately one mile in length between Broadway Road and University Drive, and includes geometric changes to the street including bike lanes, widening of sidewalks, improved pedestrian safety, construction of mid-block crossings, and bicycle and pedestrian amenities. 176 City of Tempe 2015-16 Annual Budget  Enterprise Program Water, Wastewater and Golf projects total $50.8 million in FY 2015-16 and account for 31% of the total FY 2015-16 appropriated CIP budget The Enterprise component of the Capital Improvements Program consists of the Water, Wastewater and Golf programs. Combined, they constitute $50.8 million of the $162.8 million Capital Improvements Program for FY 2015-16. 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 201516 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 / Wastewater Fund. 177 City of Tempe 2015-16 Annual Budget Water Program CIP Projects Project Name and Number Funding Source(s) Automated Meter Reading Systems: 3205869 Water / Wastewater Bonds CAP Water Lease - WMAT Quantification Settlement Agreement: NA Water / Wastewater Fund Environmental Laboratory Facility: 3203499 Capital Budget New 2015-16 Re-appropriations Appropriation 2015-16 Total Appropriation Additional Projected Needs 2016-17 2017-18 2018-19 Total 5-Year Program 2019-20 295,298 1,700,000 1,995,298 500,000 500,000 500,000 500,000 3,995,298 - - - 3,117,758 826,205 826,205 826,205 5,596,373 Water / Wastewater Bonds 6,250,000 - 6,250,000 - - - - 6,250,000 Filter Rehabilitation at Water Treatment Plants: 3205889 Water / Wastewater Bonds 461,930 610,000 1,071,930 - - - - 1,071,930 Flood Irrigation Infrastructure Improvements: 3205899 Water / Wastewater Bonds 100,000 100,000 200,000 100,000 100,000 100,000 100,000 600,000 Gila Flood Control: 3207849 Water / Wastewater Bonds - 150,000 150,000 - - - - 150,000 JGMWTP Asset Maintenance: 3207499 Water / Wastewater Bonds 361,415 1,310,000 1,671,415 1,632,000 1,000,000 1,000,000 1,000,000 6,303,415 JGMWTP Reservoir Roof Replacement: 3207149 Water / Wastewater Bonds - 1,528,000 1,528,000 - - - - 1,528,000 JGMWTP Water Aqueduct Rehabilitation: 3204959 Water / Wastewater Bonds 348,973 - 348,973 - - - - 348,973 Meter Replacement Program: 3209319 Water / Wastewater Bonds 600,000 600,000 1,200,000 1,200,000 1,200,000 1,200,000 1,200,000 6,000,000 SCADA Control Center Remodel: 3207869 Water / Wastewater Bonds - 600,000 600,000 - - - - 600,000 SCADA Master Plan Implementation: 3204409 Water / Wastewater Bonds 500,000 - 500,000 156,000 156,000 156,000 156,000 1,124,000 STWTP Asset Maintenance: 3205919 Water / Wastewater Bonds 906,336 944,000 1,850,336 1,000,000 1,000,000 1,000,000 1,000,000 5,850,336 STWTP Main Power Equipment Replacement: 3205909 Water / Wastewater Bonds 1,330,000 2,518,870 3,848,870 - - - - 3,848,870 Water and Wastewater Facilities Security Improvements: 3201029 Water / Wastewater Bonds 300,000 - 300,000 - - - - 300,000 Water and Wastewater Infrastructure Master Plan Update: 3207159 Capital Projects Fund Balance 950,000 120,000 1,070,000 - - - - 1,070,000 Water System - Upgrades, Repairs and Replacement: 3299989 Water / Wastewater Bonds - 2,500,000 2,500,000 1,000,000 1,000,000 1,000,000 1,000,000 6,500,000 178 City of Tempe 2015-16 Annual Budget  2015-16 CIP Projects - Water Program (continued) Project Name and Number Funding Source(s) Capital Budget New 2015-16 Re-appropriations Appropriation 2015-16 Total Appropriation Additional Projected Needs 2016-17 2017-18 2018-19 2019-20 Total 5-Year Program Water System Rehabilitation or Replacement of Aging Infrastructure: 3204969 Water / Wastewater Bonds 6,860,000 - 6,860,000 11,508,800 9,317,300 14,304,600 13,407,000 55,397,700 Water Treatment Plants - Concrete Structures Condition Assessment: 3207879 Water / Wastewater Bonds - 500,000 500,000 1,000,000 1,000,000 1,000,000 1,000,000 4,500,000 Water Utility Buildings Asset Management: Water / Wastewater Bonds 3207169 160,000 727,800 887,800 300,000 400,000 298,500 710,100 2,596,400 Water / Wastewater Bonds 300,000 3,588,000 3,888,000 - 3,000,000 3,000,000 9,888,000 19,723,952 17,496,670 37,220,622 21,514,558 19,499,505 23,899,305 123,519,295 Wells - New Production: 3200019 Water Program Total 179 21,385,305 Automated Meter Reading Systems Project Description Estimated 2015-16 Project Costs The City currently collects monthly water meter reads by hand for over 43,000 customers. During the previous two years the Internal Services Department conducted a pilot study of several automated meter reading (AMR) and advanced metering infrastructure (AMI) technologies. The pilot study showed that the market is sufficiently mature to ensure successful deployment of an AMR or AMI program for Tempe. The City contracted with a consultant to aid in budget development and project implementation. The implementation of this system will be closely coordinated with the timing of meter replacements included in Project #3209319 (Meter Replacement). Staff currently anticipates a five year phase-in of the system city-wide. 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. Other benefits of AMR/AMI include decreased read times and maintenance costs, enhanced customer service through improved leak detection and troubleshooting, improved asset and inventory management, and early detection of meter failures. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $295,298 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement 2015-16 Source of Funds $1,700,000 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Water / Wastewater Bonds $0 Total $1,995,298 $1,995,298 Project Number: 3205869 Estimated Start Date: Estimated Completion Date: 07/01/2013 06/30/2020 Appropriations by Fiscal Year 2015-16 2016-17 2017-18 2018-19 $1,995,298 $500,000 $500,000 $500,000 2019-20 Total 5 Year $500,000 $3,995,298 CAP Water Lease - WMAT Quantification Settlement Agreement Project Description Estimated 2015-16 Project Costs City Council resolution adopted the White Mountain Apache Tribe (WMAT) Quantification Settlement Agreement (QSA) and authorizes the execution of a longterm 100 year lease of WMAT CAP water for Tempe (2,481 acre-feet/year). The enforceability date of the agreement is anticipated to be late 2016 to early 2017. The terms of the water lease agreement provide payment of 50% of the total amount of the 100-year lease 30 days after the enforceability date, followed by four annual payments of 12.5% each, until paid in full. Total lease cost is estimated at $6,235,515. Payment of the initial 50%, approximately $3,117,758, is anticipated to be due in FY 16/17. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $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. 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 2015-16 Source of Funds NA Project Number: NA Estimated Start Date: 07/01/2016 Estimated Completion Date: 01/01/2021 Appropriations by Fiscal Year 2015-16 $0 2016-17 $3,117,758 2017-18 2018-19 $826,205 $826,205 180 2019-20 $826,205 Total 5 Year $5,596,373 Environmental Laboratory Facility Project Description Estimated 2015-16 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, wastewater, and storm water as required under federal and state laws, and to ensure the safest possible water supply. Design plans and specifications are completed, building permits for the project have been obtained and construction phase contracts awarded. Site earthwork is underway. Construction is expected to be complete prior to the end of Calendar Year 2015. 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. The FY 2015-16 budget is based on construction phase contracts that are currently in place plus appropriate contingency amounts. 2015-16 Source of Funds Legal / Administration $54,000 Land Acquisition $0 Permit Fees $176,000 Design and Engineering $108,000 Survey / Staking $54,000 Construction Management $380,000 Furnishings / Equipment $0 Construction / Improvement $5,424,000 Geotech / Material Testing $54,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Water / Wastewater Bonds $6,250,000 $0 Total $6,250,000 Project Number: 3203499 Estimated Start Date: Estimated Completion Date: Ongoing 10/30/2015 Appropriations by Fiscal Year 2015-16 2016-17 $6,250,000 $0 2017-18 $0 2018-19 $0 2019-20 Total 5 Year $0 $6,250,000 Filter Rehabilitation at Water Treatment Plants Project Description Estimated 2015-16 Project Costs This project will include inspections, evaluations and improvements of the filter media, filter structures, underdrain system and piping. An engineering evaluation is underway which will include considering opportunities to optimize performance of the filters. Legal / Administration 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. The estimated costs are based on past projects and are preliminary. Design and Engineering $5,000 Land Acquisition $0 Permit Fees $0 $60,000 Survey / Staking $5,000 Construction Management $35,000 Furnishings / Equipment $0 Construction / Improvement $961,930 Geotech / Material Testing 2015-16 Source of Funds $5,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Water / Wastewater Bonds $1,071,930 $0 Total $1,071,930 Project Number: 3205889 Estimated Start Date: Ongoing Estimated Completion Date: 06/30/2016 Appropriations by Fiscal Year 2015-16 $1,071,930 2016-17 $0 2017-18 $0 2018-19 $0 181 2019-20 $0 Total 5 Year $1,071,930 Flood Irrigation Infrastructure Asset Maintenance Project Description Estimated 2015-16 Project Costs The City operates approximately 37 miles of irrigation pipelines to serve some City parks as well as 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 US60 in the older sections of the City and are non-reinforced concrete pipe. 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. In addition to pipeline replacement in FY15/16, the first phase of the project will include a study of the system and condition assessment to prepare a longer-term asset management plan. This project has been identified as part of a long-term asset management program to ensure reliable operations. Based on CCTV inspection previously performed and operational field inspections by Tempe Irrigation staff, 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; Parkway Boulevard - east of Mill Ave.; Maple Ave approximately 10th to 13th Streets; and in alleys at Cedar and Williams Streets. 2015-16 Source of Funds Legal / Administration $2,000 Land Acquisition $0 $6,000 Permit Fees Design and Engineering $18,000 Survey / Staking $2,000 Construction Management $12,000 Furnishings / Equipment $0 Construction / Improvement $158,000 Geotech / Material Testing $2,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Water / Wastewater Bonds $0 Total $200,000 $200,000 Project Number: 3205899 Estimated Start Date: Estimated Completion Date: Ongoing Ongoing Appropriations by Fiscal Year 2015-16 $200,000 2016-17 2017-18 2018-19 $100,000 $100,000 $100,000 2019-20 Total 5 Year $100,000 $600,000 Gila Flood Control Project Description Estimated 2015-16 Project Costs This project has been identified as part of a long-term asset management program to ensure reliable operations. The project includes flood control in the neighborhood at Hangar Park. The site has equipment that is over 40 years-old and in need of being replaced with up to date equipment. Legal / Administration The project will include an electric service entrance section, pump breakers, starters, and controls, remote telemetry, and security provisions including lighting and fencing. Design and Engineering $1,000 Land Acquisition $0 $4,000 Permit Fees $12,000 Survey / Staking $1,000 Construction Management $7,000 Furnishings / Equipment $0 Construction / Improvement $100,000 Geotech / Material Testing 2015-16 Source of Funds $1,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Water / Wastewater Bonds $150,000 $24,000 Total $150,000 Project Number: 3207849 Estimated Start Date: 07/01/2015 Estimated Completion Date: 06/30/2016 Appropriations by Fiscal Year 2015-16 $150,000 2016-17 $0 2017-18 $0 2018-19 $0 182 2019-20 $0 Total 5 Year $150,000 JGMWTP Asset Maintenance Project Description Estimated 2015-16 Project Costs Due to the size and complexity of the systems at the JGMWTP, the need to perform asset maintenance at this facility is on-going. Projects for fiscal year 2015-16 include a 4160V Generator Switch replacement, improvements to the existing lime feed pumping system, 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. An engineering costbenefit evaluation of an in-reservoir aeration system will also be conducted. Based on the outcome of that evaluation, aerators may be installed in the South Reservoir during FY 2016-17. Funding for FY 2017-18 and beyond is a budgetary estimate to anticipate ongoing asset maintenance related improvements to the facility. These projects have been identified during routine operations as requiring replacement/rehabilitation to ensure reliable operations. Legal / Administration $9,000 Land Acquisition $0 Permit Fees $0 Design and Engineering $320,000 Survey / Staking $9,000 Construction Management $63,000 Furnishings / Equipment $0 Construction / Improvement $1,261,415 Geotech / Material Testing 2015-16 Source of Funds $9,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Water / Wastewater Bonds $1,671,415 $0 Total $1,671,415 Project Number: 3207499 Estimated Start Date: Estimated Completion Date: 07/01/2014 Ongoing Appropriations by Fiscal Year 2015-16 2016-17 $1,671,415 $1,632,000 2017-18 $1,000,000 2018-19 $1,000,000 2019-20 Total 5 Year $1,000,000 $6,303,415 JGMWTP Reservoir Roof Replacement Project Description Estimated 2015-16 Project Costs This project will involve the replacement of the roof on the north drinking water reservoir at the Johnny G. Martinez Water Treatment Plant (JGMWTP) as needed to extend the life of this critical infrastructure asset and in order to optimize opportunities for generating renewable energy at this facility. The replacement roof design is currently underway and is being coordinated with the City’s solar power provider in order to accommodate the installation of solar panels. Legal / Administration The roof of the north drinking water reservoir was last replaced in 1987. The roof is showing signs of wear and recent structural evaluations indicate that it is near the end of its useable lifespan. At the same time, the Public Works Department has been exploring possibilities for installing photovoltaic (PV) panels above this reservoir in conformance with the City's renewable energy use goals. Survey / Staking $12,000 Construction Management $85,000 $12,000 Land Acquisition $0 $43,000 Permit Fees Design and Engineering $146,000 Furnishings / Equipment $0 Construction / Improvement $1,218,000 Geotech / Material Testing 2015-16 Source of Funds $12,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Water / Wastewater Bonds $1,528,000 $0 Total $1,528,000 Project Number: 3207149 Estimated Start Date: 07/01/2015 Estimated Completion Date: 12/31/2015 Appropriations by Fiscal Year 2015-16 $1,528,000 2016-17 $0 2017-18 $0 2018-19 $0 183 2019-20 $0 Total 5 Year $1,528,000 JGMWTP Water Aqueduct Rehabilitation Project Description Estimated 2015-16 Project Costs The purpose of this project is to complete final rehabilitation work of the aqueduct channel at JGMWTP. Progress to date includes completion of major structural repairs to flume support columns, flow channels and expansion joints. Additional concrete repair and/or coating work may be completed as deemed necessary during upcoming inspections. This project is part of a long-term asset management program to ensure reliable operations. The water aqueduct at JGMWTP carries raw water flows from the SRP canal to the plant for treatment. The rehabilitation of the aqueduct was needed to stop the existing channels from leaking and to repair structural defects which have developed in this 50 year-old structure. Major rehabilitation of concrete and expansion joints was completed during SRP's scheduled annual canal dry-up between January and April, 2014. The condition of the repaired structure will be evaluated during dry-up inspections in 2015. Final repairs and/or coating of the structure as necessary will be conducted during the 2015 dry-up. 2015-16 Source of Funds Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $48,973 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement $300,000 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Water / Wastewater Bonds $348,973 $0 Total $348,973 Project Number: 3204959 Estimated Start Date: Estimated Completion Date: Ongoing 06/30/2016 Appropriations by Fiscal Year 2015-16 2016-17 $348,973 2017-18 $0 $0 2018-19 $0 2019-20 Total 5 Year $0 $348,973 Meter Replacement Program Project Description Estimated 2015-16 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. This project provides funds to purchase meters only. 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 allows for an appropriate replacement cycle for each meter size and class, and the identified funding for replacement of approximately 1/10 of the city's meter inventory (approximately 4,300 meters) per year. 2015-16 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 $1,200,000 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Water / Wastewater Bonds $1,200,000 $0 Total $1,200,000 Project Number: 3209319 Estimated Start Date: Ongoing Estimated Completion Date: Ongoing Appropriations by Fiscal Year 2015-16 2016-17 $1,200,000 $1,200,000 2017-18 $1,200,000 2018-19 $1,200,000 184 2019-20 $1,200,000 Total 5 Year $6,000,000 SCADA Control Center Remodel Project Description Estimated 2015-16 Project Costs This project includes an evaluation of the Water Utility's SCADA (Supervisory Control and Data Acquisition) Control Center to modernize and make necessary functional improvements to it and the adjacent data room. The project includes a study of the necessary upgrades and improvements, and design and construction of those improvements to the SCADA Control Center and adjacent data room. This project will also include an evaluation of other possible Control Center locations that may be better suited to the utility's operations. The SCADA Control Center has received few improvements over the last 20 years. Due to changes in technology and operations the WUD is in need of modernizing the workspace and monitoring equipment to meet current building codes and demands on this facility. Also, as part of this project the adjacent data room is in need of expansion to accommodate the need for IT equipment that includes servers, SCADA equipment and security equipment that wasn't envisioned 20 years ago. The data room also needs an air conditioning upgrade to handle the additional heat load that has been added to the room over the years. 2015-16 Source of Funds Legal / Administration $5,000 Land Acquisition $0 Permit Fees $17,000 Design and Engineering $57,000 Survey / Staking $5,000 Construction Management $33,000 Furnishings / Equipment $0 Construction / Improvement $478,000 Geotech / Material Testing $5,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Water / Wastewater Bonds $0 Total $600,000 $600,000 Project Number: 3207869 Estimated Start Date: Estimated Completion Date: 07/01/2015 12/30/2016 Appropriations by Fiscal Year 2015-16 2016-17 $600,000 $0 2017-18 $0 2018-19 2019-20 $0 Total 5 Year $0 $600,000 SCADA Master Plan Implementation Project Description Estimated 2015-16 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 involves 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 and redesign. FY15-16 will finish work at the JGMWTP and include SCADA Communications Improvements at the Knox and Alameda Lift Stations. The following years funding will include SCADA improvements at up to two field sites per year. Legal / Administration SCADA systems allow remote monitoring and operation of critical water treatment, pumping, distribution, and sewage collection equipment. The use of SCADA alerts staff to issues such as main breaks, pump breakdowns, or other equipment status in real time impacting overall operational efficiency. Data provided from the SCADA system is also used to forecast future design needs. Geotech / Material Testing 2015-16 Source of Funds $4,000 Land Acquisition $0 Permit Fees $14,000 Design and Engineering $48,000 Survey / Staking $4,000 Construction Management $28,000 Furnishings / Equipment $0 Construction / Improvement $398,000 $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: 3204409 Estimated Start Date: Ongoing Estimated Completion Date: Ongoing Appropriations by Fiscal Year 2015-16 $500,000 2016-17 2017-18 2018-19 $156,000 $156,000 $156,000 185 2019-20 $156,000 Total 5 Year $1,124,000 STWTP Asset Maintenance Project Description Estimated 2015-16 Project Costs Due to the size and complexity of the systems at the STWTP, the need to perform asset maintenance at this facility is on-going. Projects this fiscal year include evaluating HVAC requirements for the Administration Building and making necessary modifications, new ventilation equipment for the Disinfection Building basement, and modifications to the roof drainage system. Spoils drying beds will also be constructed, structural repairs to flocculation and sedimentation basins concrete will be made, and site grading will be modified to provide on-site retention of storm water from the site perimeter berm. Fiber optic cable will be installed linking this facility to the citywide network. Funding for FY 2016-17 and beyond is a budgetary estimate to anticipate ongoing asset maintenance related improvements to the facility. Legal / Administration $8,000 Land Acquisition $0 $27,000 Permit Fees Design and Engineering $190,000 Survey / Staking $8,000 Construction Management $53,000 Furnishings / Equipment The need for modifications and improvements to the STWTP site has been identified during routine operations. $0 Construction / Improvement $1,556,336 Geotech / Material Testing 2015-16 Source of Funds $8,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Water / Wastewater Bonds $0 Total $1,850,336 $1,850,336 Project Number: 3205919 Estimated Start Date: Estimated Completion Date: Ongoing Ongoing Appropriations by Fiscal Year 2015-16 2016-17 $1,850,336 $1,000,000 2017-18 $1,000,000 2018-19 2019-20 $1,000,000 Total 5 Year $1,000,000 $5,850,336 STWTP Main Power Equipment Replacement Project Description Estimated 2015-16 Project Costs This project will evaluate site power requirements and equipment alternatives at the STWTP, including replacing the existing main power switch gear equipment and enclosure, the preliminary sedimentation sludge pumping motor control center, and the 480V load center equipment. Legal / Administration 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. Estimated project costs are based on preliminary conceptual design plans for the project. Design and Engineering $17,000 Land Acquisition $0 $87,870 Permit Fees $255,000 Survey / Staking $17,000 Construction Management $212,000 Furnishings / Equipment $0 Construction / Improvement $3,030,000 Geotech / Material Testing $30,000 Utility Relocation Fees $30,000 Utility Undergrounding $0 ITD / Telecommunications 2015-16 Source of Funds $50,000 Other Project Costs Water / Wastewater Bonds $3,848,870 $120,000 Total $3,848,870 Project Number: 3205909 Estimated Start Date: 07/01/2013 Estimated Completion Date: 06/30/2016 Appropriations by Fiscal Year 2015-16 $3,848,870 2016-17 $0 2017-18 $0 2018-19 $0 186 2019-20 $0 Total 5 Year $3,848,870 Water and Wastewater Facilities Security Improvements Project Description Estimated 2015-16 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. FY15-16 funding will be to replace the security walls around wells 1 and 10. Legal / Administration 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. Survey / Staking $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 $240,000 Geotech / Material Testing 2015-16 Source of Funds $2,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Water / Wastewater Bonds $300,000 $0 Total $300,000 Project Number: 3201029 Estimated Start Date: Estimated Completion Date: 07/01/2012 06/30/2016 Appropriations by Fiscal Year 2015-16 $300,000 2016-17 $0 2017-18 $0 2018-19 $0 2019-20 Total 5 Year $0 $300,000 Water and Wastewater Infrastructure Master Plan Update Project Description Estimated 2015-16 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 the 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. Funding is estimated based on previous master planning efforts and the need for a comprehensive hydraulic modeling update and is preliminary. 2015-16 Source of Funds Capital Projects Fund Balance $1,070,000 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 $1,070,000 Total $1,070,000 Project Number: 3207159 Estimated Start Date: 07/01/2014 Estimated Completion Date: 06/30/2016 Appropriations by Fiscal Year 2015-16 $1,070,000 2016-17 $0 2017-18 $0 2018-19 $0 187 2019-20 $0 Total 5 Year $1,070,000 Water System - Upgrades, Repairs and Replacement Project Description Estimated 2015-16 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, storage tanks, thousands of valves, and 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 $1.0M per year has been budgeted. Permit Fees $20,000 Land Acquisition $0 $70,000 Design and Engineering $239,000 Survey / Staking $20,000 Construction Management $139,000 Furnishings / Equipment $0 Construction / Improvement $1,992,000 Geotech / Material Testing 2015-16 Source of Funds $20,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Water / Wastewater Bonds $0 Total $2,500,000 $2,500,000 Project Number: 3299989 Estimated Start Date: Estimated Completion Date: Ongoing Ongoing Appropriations by Fiscal Year 2015-16 2016-17 $2,500,000 $1,000,000 2017-18 $1,000,000 2018-19 2019-20 $1,000,000 Total 5 Year $1,000,000 $6,500,000 Water System Rehabilitation or Replacement of Aging Infrastructure Project Description Estimated 2015-16 Project Costs This project is to rehabilitate or replace aging water system infrastructure including waterlines, valves, hydrants, storage tanks, booster stations, and well sites. Fiscal years 15/16 through 19/20 of this program include funding to rehabilitate four existing elevated storage tanks and several waterline replacement projects, based on waterline break history, age and pipe material of construction. In addition, FY's 16/17 and beyond have appropriate funding for replacement of six to ten miles of waterline focusing on areas with a high frequency of failures. Waterline projects include: Tempe Gardens and Superstition Neighborhoods (In Construction); College Avenue - Alameda Drive to Southern Avenue (In Design); Farmer Avenue - 1st Street to Broadway Road (In Design); Dorsey Drive - University to 8th Street (In Design); Brentwood Manor Neighborhood (SE27N); Tempe Royal Palms Neighborhood (SW26N). $54,000 Land Acquisition $0 Permit Fees $192,000 Design and Engineering $652,000 Survey / Staking $54,000 Construction Management $380,000 Furnishings / Equipment $0 Construction / Improvement Other Waterline Project areas will include: Hughes Acres Units 4-6 Neighborhood (SE26N); Hughes Acres Units 1-3 Neighborhood (NW26N); Hughes Acres Units 7-9 Neighborhood (NE26N); Palmcroft Manor Neighborhood (NW25N); Carlson Park and Tomlinson Estates Neighborhoods (NE23N); University Homes (SE21N). 2015-16 Source of Funds Legal / Administration $5,431,000 Geotech / Material Testing $54,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Water / Wastewater Bonds $6,860,000 $43,000 Total $6,860,000 Project Number: 3204969 Estimated Start Date: Ongoing Estimated Completion Date: Ongoing Appropriations by Fiscal Year 2015-16 $6,860,000 2016-17 $11,508,800 2017-18 $9,317,300 2018-19 $14,304,600 188 2019-20 $13,407,000 Total 5 Year $55,397,700 Water Treatment Plants - Concrete Structures Condition Assessment Project Description Estimated 2015-16 Project Costs The Johnny G. Martinez Water Treatment Plant (JGMWTP) was originally constructed in 1964 and the South Tempe Water Treatment Plant (STWTP) was constructed in the mid 1970's. This project will be to commission an evaluation of the existing concrete treatment basins and structures to determine the necessary repairs or rehabilitation required to ensure the long term viability of the WTPs into the future. The first phase of the project will be to complete an evaluation of each WTP. The second and subsequent phases of the project will be to design and construct the necessary repairs to rehabilitate the facilities. The estimates provided are preliminary and will be adjusted based on the study phase of the project as the project progresses. Concrete structures are typically constructed for a 50-year useful life. Several of the concrete basins and structures at Tempe's water treatment plants range from 40- to 50-years old and have never been evaluated to determine their condition and long term viability for service into the future. This project will include a comprehensive evaluation of the existing WTPs to determine the needed repairs and rehabilitation measures required for the different areas of the WTPs. 2015-16 Source of Funds Legal / Administration $0 Land Acquisition $0 $14,000 Permit Fees Design and Engineering $486,000 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 Water / Wastewater Bonds $0 Total $500,000 $500,000 Project Number: 3207879 Estimated Start Date: Estimated Completion Date: 07/01/2015 Ongoing Appropriations by Fiscal Year 2015-16 $500,000 2016-17 $1,000,000 2017-18 $1,000,000 2018-19 2019-20 $1,000,000 Total 5 Year $1,000,000 $4,500,000 Water Utility Buildings Asset Management Project Description Estimated 2015-16 Project Costs This CIP project is designed to cover the costs of major building repairs. The service areas consist of JGM, STWTP, and the Kyrene campus. In conjunction with Facilities Maintenance, Water Utilities Division (WUD) personnel developed an ongoing replacement strategy for floors, roofs, HVAC, sprinkler systems, and elevators. 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 15/16 include: Roof replacement at WUD Remote Sites and JGM Sludge Building; JGM Floors, STWTP Communications and Security, STWTP Sprinklers, Kyrene generator and HVAC. Legal / Administration $0 Land Acquisition $0 $25,000 Permit Fees Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement 2015-16 Source of Funds $862,800 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Water / Wastewater Bonds $887,800 $0 Total $887,800 Project Number: 3207169 Estimated Start Date: Ongoing Estimated Completion Date: Ongoing Appropriations by Fiscal Year 2015-16 $887,800 2016-17 2017-18 2018-19 $300,000 $400,000 $298,500 189 2019-20 $710,100 Total 5 Year $2,596,400 Wells - New Production Project Description Estimated 2015-16 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 complete the drilling and equipping of Well #16 currently under design, connect two additional 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. Well #16 is planned for completion in FY15-16. The SRP wells will be connected during FY 15/16. All work on the SRP wells, including design and engineering, will be performed by SRP and billed to the City. New production wells will be constructed during FY's 17/18 and 19/20. 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 19/20. 2015-16 Source of Funds Legal / Administration $25,000 Land Acquisition $0 $88,000 Permit Fees Design and Engineering $300,000 Survey / Staking $25,000 Construction Management $175,000 Furnishings / Equipment $0 Construction / Improvement $2,500,000 Geotech / Material Testing $25,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Water / Wastewater Bonds $3,888,000 $750,000 Total $3,888,000 Project Number: 3200019 Estimated Start Date: Estimated Completion Date: On-going On-going Appropriations by Fiscal Year 2015-16 $3,888,000 2016-17 $0 2017-18 $3,000,000 2018-19 $0 190 2019-20 $3,000,000 Total 5 Year $9,888,000 City of Tempe 2015-16 Annual Budget Wastewater Program CIP Projects Project Name and Number Funding Source(s) Capital Budget New 2015-16 Re-appropriations Appropriation 2015-16 Total Appropriation Additional Projected Needs Total 5-Year Program 2016-17 2017-18 2018-19 2019-20 3,825,000 6,004,700 5,042,000 6,000,000 Collection System and Pump Station Replacement and Repair: 3299969 Water / Wastewater Bonds 4,303,222 3,395,428 7,698,650 SROG - SAI, SRO, and 91st Ave WWTP: 3200129 Development Impact Fees 1,858,215 141,785 2,000,000 - - - - 2,000,000 Water / Wastewater Bonds Project Total 1,858,215 218,123 359,908 218,123 2,218,123 4,906,758 4,906,758 2,840,936 2,840,936 5,595,078 5,595,078 5,536,321 5,536,321 19,097,216 21,097,216 Water / Wastewater Bonds 595,565 728,000 1,323,565 316,000 - - - 1,639,565 6,757,002 4,483,336 11,240,338 9,047,758 8,845,636 10,637,078 11,536,321 51,307,131 Wastewater Metering Station Improvements: 3202559 Wastewater Program Total 191 28,570,350 Collection System and Pump Station Replacement and Repair Project Description Estimated 2015-16 Project Costs This CIP involves inspection, assessment, repair and replacement of sewer infrastructure. Closed-circuit television (CCTV) inspection of sewer lines and manholes is utilized to evaluate the condition of the system and prioritize repair and replacement activities. Progress to date includes CCTV inspection and assessment of approximately 20 miles of larger diameter (18-inch and larger) sewer pipeline, associated manholes and assessment of siphons crossing the Salt River. The design of replacement sewers for the Maple-Ash Neighborhood north of 10th St., Carver Ranch Estates (Pecan Groves) Neighborhood, 10th St. between Roosevelt and Farmer, and Farmer Avenue north of University Drive are nearing completion and are planned for construction next fiscal year. Future sewer rehabilitation projects will be identified through the ongoing assessment program. Assessment of the City’s four sewage pump stations is also underway and will be followed by appropriate rehabilitation projects. Legal / Administration $0 $150,000 Permit Fees Design and Engineering $1,000,000 Survey / Staking $8,000 Construction Management $2,439,428 Furnishings / Equipment $0 Construction / Improvement The Public Works Department’s long-term asset management program is intended to ensure reliable operations of City facilities including its wastewater conveyance infrastructure which includes over 500 miles of gravity sewers, four sewage pump stations, force mains, odor control facilities, and metering stations. 2015-16 Source of Funds $40,000 Land Acquisition $4,053,222 Geotech / Material Testing $8,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Water / Wastewater Bonds $7,698,650 $0 Total $7,698,650 Project Number: 3299969 Estimated Start Date: Estimated Completion Date: Ongoing Ongoing Appropriations by Fiscal Year 2015-16 2016-17 $7,698,650 $3,825,000 2017-18 $6,004,700 2018-19 $5,042,000 2019-20 Total 5 Year $6,000,000 $28,570,350 SROG - SAI, SRO, and 91st Ave WWTP Project Description Estimated 2015-16 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 included in Tempe's 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. Tempe's conveyance capacity in the SAI and SRO, however, is less than 31.5 MGD and has recently been studied by a consultant to SROG to identify potential cost share scenarios for Interceptor upgrades. The city currently generates approximately 19 MGD of wastewater which is conveyed by the SAI and SRO and treated at the 91st Ave WWTP. How much additional capacity the City may need to meet future needs, will be evaluated as part of this year’s Water/Sewer Infrastructure Master Plan Update. 2015-16 Source of Funds Development Impact Fees $2,000,000 Water / Wastewater Bonds $218,123 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 $2,218,123 Total $2,218,123 Project Number: 3200129 Estimated Start Date: Ongoing Estimated Completion Date: Ongoing Appropriations by Fiscal Year 2015-16 2016-17 $2,218,123 $4,906,758 2017-18 $2,840,936 2018-19 $5,595,078 192 2019-20 $5,536,321 Total 5 Year $21,097,216 Wastewater Metering Station Improvements Project Description Estimated 2015-16 Project Costs This project involves installing new ventilation blowers and exhaust louver systems, improving access to and covering the flow measurement flumes at five SROG meter stations, TP-01 (Priest), TP-02 (Gilbert), TP-03 (SAI), TP-04 (48th St), and TP-05 (NW). Project progress to date includes completion of improvements at TP-03 and construction is near complete at TP-02. Work in FY 15/16 and 16/17 will involve design and construction projects at TP-01, TP-04, and TP-05. Legal / Administration This project will increase safety of the work environment within the metering stations for maintenance and sample collection activities by City staff and employees of SROG partner cities. This is being accomplished by covering the existing flumes, installing new ventilation systems and by improving entrances, stairways and lighting within the metering stations. The project will also help to 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 by minimizing the amount of ventilation are currently being forced into the sewer. Laser flow monitoring equipment will be installed at TP-01, TP-02, and TP-03 to provide calibration verification of the existing flumes. Survey / Staking 2015-16 Source of Funds $5,000 Land Acquisition $0 $18,000 Permit Fees Design and Engineering $160,000 $5,000 Construction Management $35,000 Furnishings / Equipment $100,000 Construction / Improvement $995,565 Geotech / Material Testing $5,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Water / Wastewater Bonds $1,323,565 $0 Total $1,323,565 Project Number: 3202559 Estimated Start Date: Estimated Completion Date: Ongoing 06/30/2017 Appropriations by Fiscal Year 2015-16 2016-17 $1,323,565 $316,000 2017-18 $0 2018-19 $0 193 2019-20 $0 Total 5 Year $1,639,565 City of Tempe 2015-16 Annual Budget  Golf Program CIP Projects Project Name and Number Rolling Hills Irrigation System: 6405929 Funding Source(s) Water / Wastewater Fund - Loan Capital Budget New 2015-16 Re-appropriations Appropriation 2,356,023 - 194 2015-16 Total Appropriation 2,356,023 Additional Projected Needs 2016-17 2017-18 - 2018-19 - Total 5-Year Program 2019-20 - - 2,356,023 Rolling Hills Irrigation System Project Description Estimated 2015-16 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. It is anticipated construction will be completed by fall 2015. An engineering study completed in 2003 identified several operational and maintenance problems with the existing irrigation system, including: Discontinued manufacturer's support for the control system parts; limited software capabilities do not allow for creating site-specific irrigation schedules; obsolete and corroded parts requiring constant maintenance and adjustments; repeated equipment failures; and PVC piping that is beyond its expected useful life. Additionally, the existing system uses potable water for irrigation, at a cost that is 1517 times higher than using raw water. As an example, the annual water expense at Rolling Hills exceeds $250,000 for 30 acres of irrigated turf grass, as compared to the non-potable water expense of $46,000 at Ken McDonald with 100 acres of irrigated turf grass. 2015-16 Source of Funds Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement $2,356,023 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Water / Wastewater Fund - Loan $2,356,023 $0 Total $2,356,023 Project Number: 6405929 Estimated Start Date: Estimated Completion Date: 11/01/2013 10/01/2015 Appropriations by Fiscal Year 2015-16 $2,356,023 2016-17 $0 2017-18 $0 2018-19 $0 195 2019-20 $0 Total 5 Year $2,356,023 City of Tempe 2015-16 Annual Budget Special Purpose Program Transit projects total $31.3 million in FY 2015-16 and account for 19% of the total FY 2015-16 appropriated CIPbudget 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 2015-16. For FY 2015-16 the Transit Tax is planned to provide an additional $6.5 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 2015-16 amount to $14.2 million. Transit projects in FY 2015-16 are focused on the completion of major multi use path projects, the final stages of construction for the Broadway Road streetscape projects, and transit capital asset maintenance and repair projects. 196 City of Tempe 2015-16 Annual Budget  Transit Program CIP Projects Project Name and Number 1st / Rio Salado Pkwy & Ash Ave Intersection Realignment: 6007759 Alameda Drive & I-10 Bicycle / Pedestrian Bridge: 6007769 Funding Source(s) Transit Tax Capital Budget New 2015-16 Re-appropriations Appropriation 2015-16 Total Appropriation Additional Projected Needs 2016-17 2017-18 - - - 206,000 2018-19 1,255,000 Total 5-Year Program 2019-20 - - 1,461,000 Transit Tax - 103,000 103,000 - 184,000 - - 287,000 Federal Grant - CMAQ Project Total - 103,000 103,000 - 1,200,000 1,384,000 - - 1,200,000 1,487,000 Bicycle Boulevard: 6007779 Transit Tax - 100,000 100,000 100,000 200,000 100,000 200,000 700,000 Broadway Road Streetscape Project: 6003059 Transit Tax 1,295,191 - 1,295,191 - - - - 1,295,191 Federal Grant - CMAQ MAG Safety Funds Project Total 3,857,670 705,000 5,857,861 - 3,857,670 705,000 5,857,861 - - - - 3,857,670 705,000 5,857,861 Transit Tax 125,000 - 125,000 - - - - 125,000 Federal Grant - 5307 Project Total 500,000 625,000 - 500,000 625,000 - - - - 500,000 625,000 Bus Purchases - Circulator: 6006752 Bus Stop Capital Maintenance: 6005239 Transit Tax 1,248,894 670,806 1,919,700 688,867 707,453 500,000 500,000 4,316,020 City of Tempe Bus Pullout Project: 6006764 Transit Tax 630,000 500,000 1,130,000 500,000 500,000 500,000 500,000 3,130,000 Development Impact Fees Project Total 630,000 TBD 500,000 TBD 1,130,000 TBD 500,000 TBD 500,000 TBD 500,000 TBD 500,000 TBD 3,130,000 CNG Expansion - East Valley Bus Operations & Maintenance Facility: 6005809 Transit Tax Federal Grant - 5307 Project Total Creamery Branch Rail Path (along 8th Street): 6007139 El Paso Natural Gasline Easement Multiuse Path Phase III: 6006069 427,327 - 427,327 - - - - 427,327 1,054,100 1,481,427 - 1,054,100 1,481,427 - - - - 1,054,100 1,481,427 Transit Tax 198,617 236,979 435,596 - - - - 435,596 Federal Grant - CMAQ Project Total 198,617 1,379,021 1,616,000 1,379,021 1,814,617 - - - - 1,379,021 1,814,617 Transit Tax Federal Grant - CMAQ Project Total 56,602 - 56,602 - - - - 56,602 1,323,000 1,379,602 - 1,323,000 1,379,602 - - - - 1,323,000 1,379,602 197 City of Tempe 2015-16 Annual Budget 2015-16 CIP Projects - Transit Program (continued) Project Name and Number Funding Source(s) EVBOM - Facility Asset Maintenance (East Transit Tax Valley Bus Ops / Maint Facility): 6006089 Federal Grant - 5307 Project Total Highline Canal Path (Baseline - Knox Road): 6006079 Capital Budget New 2015-16 Re-appropriations Appropriation 2015-16 Total Appropriation Additional Projected Needs 2016-17 2017-18 2018-19 Total 5-Year Program 2019-20 1,006,474 450,000 1,456,474 250,000 240,000 325,000 250,000 2,521,474 250,000 1,256,474 450,000 250,000 1,706,474 250,000 240,000 325,000 250,000 250,000 2,771,474 Transit Tax 267,000 1,144,339 1,411,339 644,044 - - - 2,055,383 Federal Grant - CMAQ Development Impact Fees Project Total 267,000 1,366,661 TBD 2,511,000 1,366,661 TBD 2,778,000 1,866,956 TBD 2,511,000 - - - 3,233,617 TBD 5,289,000 Transit Tax 347,000 - 347,000 - - - - 347,000 Federal Grant - CMAQ Development Impact Fees Project Total 65,000 412,000 TBD - 65,000 TBD 412,000 - - - - 65,000 TBD 412,000 Pathway Capital Maintenance: 6005249 Transit Tax 694,947 1,150,000 1,844,947 900,000 500,000 550,000 550,000 4,344,947 Rio Salado S. Bank Path Underpass @ McClintock Dr: 6007789 Transit Tax - 309,000 309,000 947,000 947,000 - - 2,203,000 Federal Grant - CMAQ Project Total - 309,000 309,000 750,000 1,697,000 750,000 1,697,000 - - 1,500,000 3,703,000 North South Rail Spur Path - Phase 1: 6007089 Rio Salado Southbank Path & Underpass at 101 & 202 Freeway Interchange: 6004319 Transit Tax 678,302 - 678,302 - - - - 678,302 Rio Salado Southbank Path Tempe Phoenix: 6004139 Transit Tax 1,076,900 - 1,076,900 - - - - 1,076,900 Rio Salado Southbank Path Underpass @ Priest Drive: 6007189 Transit Tax 69,707 465,604 535,311 13,250 - - - 548,561 Federal Grant - CMAQ Project Total 69,707 1,165,396 1,631,000 1,165,396 1,700,707 236,750 250,000 - - - 1,402,146 1,950,707 Transit Tax 350,000 52,587 402,587 - - - - 402,587 Federal Grant - CMAQ Project Total 350,000 1,118,893 1,171,480 1,118,893 1,521,480 - - - - 1,118,893 1,521,480 Transit Tax 474,469 190,600 665,069 202,640 227,720 234,142 240,726 1,570,297 Tempe / Phoenix Bike Share: 6007199 Transit Passenger Facilities - Bus Stop Improvements: 6003579 198 City of Tempe 2015-16 Annual Budget  2015-16 CIP Projects - Transit Program (continued) Project Name and Number Funding Source(s) TTC - Facility Asset Maintenance (Transportation Center): 6006099 Transit Tax Unaccounted Federal Grants Contingency: 6005259 Transit Tax Federal Grant - CMAQ Project Total US Army Corps Match Money: 6007209 Transit Program Total Transit Tax Capital Budget New 2015-16 Re-appropriations Appropriation 477,200 269,000 2015-16 Total Appropriation 746,200 Additional Projected Needs 2016-17 2017-18 2018-19 Total 5-Year Program 2019-20 269,000 269,000 269,000 269,000 1,822,200 530,428 - 530,428 - - - - 530,428 2,121,714 2,652,142 - 2,121,714 2,652,142 - - - - 2,121,714 2,652,142 - 810,000 810,000 - - - - 810,000 19,830,542 11,481,886 31,312,428 7,574,507 6,980,173 2,478,142 2,509,726 50,854,976 199 1st / Rio Salado Pkwy & Ash Ave Intersection Realignment Project Description Estimated 2015-16 Project Costs This project involves the reconstruction and realignment of the 1st Street/Rio Salado Parkway and Ash Avenue intersection to re-open the intersection for through traffic continuing westbound. The scope of work includes traffic signal relocations, sidewalk, bike lane, driveway and street reconstruction to align the roadway for travel in all directions, much like a traditional intersection. The work may involve some right of way purchase and would be coordinated with the Tempe Streetcar project construction. The project concept designs were completed with a study conducted in 2009. The project has been identified as a need for new development that is occurring west of the intersection, west of downtown Tempe. More detailed cost estimates are not available at this time. The purpose and need of for this project is to provide access for all directions where it is currently not provided today. With recent development of the area west of downtown Tempe there is increased pressure to provide full access through this intersection, which would alleviate some of the traffic pressure on the limited streets that do connect downtown with areas to the west. This project would provide more travel options and routes for the adjacent neighborhoods, businesses and other users. 2015-16 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: 6007759 Estimated Start Date: Estimated Completion Date: 07/01/2016 06/30/2018 Appropriations by Fiscal Year 2015-16 $0 2016-17 2017-18 $206,000 $1,255,000 2018-19 2019-20 $0 Total 5 Year $0 $1,461,000 Alameda Drive & I-10 Bicycle / Pedestrian Bridge Project Description Estimated 2015-16 Project Costs This project is a bicycle and pedestrian bridge along the Alameda Drive alignment at the I-10 freeway. The project includes lighting, safety features and public art. The project would be an elevated crossing of the I-10 connection to a Tempe's Fountainhead Business Park (east side) to Tempe Diablo Stadium (west side). The project would link several Tempe neighborhoods and bikeways, particularly the bike route along Alameda Drive to major employment centers, the stadium and a city of Phoenix bike route on Roeser Road. The project is identified in MAG, ADOT, and local transportation plans. The project would be constructed with the I-10 Improvements Project. Currently there is $1,200,000 in federal funding for the project and staff is working with ADOT to include the project with the I-10 Improvements Project. Legal / Administration $0 Land Acquisition $0 The project would remove a gap in the Tempe and Phoenix bikeway system. Currently Alameda Drive (Roeser St. in Phoenix) is a more than 20 mile bike route that has linkages to downtown Phoenix and Tempe, but is cut in half at the I-10 crossing. The project would further demonstrate Tempe's commitment to multimodal travel, decrease traffic congestion and help improve air quality. ADOT completed a design concept and feasibility study of the project in 2005. 2015-16 Source of Funds $3,000 Permit Fees Design and Engineering $100,000 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement $0 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Transit Tax $103,000 $0 Total $103,000 Project Number: 6007769 Estimated Start Date: 07/01/2013 Estimated Completion Date: 06/30/2018 Appropriations by Fiscal Year 2015-16 $103,000 2016-17 $0 2017-18 $1,384,000 2018-19 $0 200 2019-20 $0 Total 5 Year $1,487,000 Bicycle Boulevards Project Description Estimated 2015-16 Project Costs This project involves a variety of city-wide bicycle related improvements on nine designated bicycle corridors along paths and local and collector streets in Tempe. The specific improvements 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 are included in the Transportation Master Plan and as a part of the plans public outreach process. the first phase of bicycle boulevard implementation is proposed to be the "seat" and "pedal" routes that follow the Knox/LaVieve (South Tempe) and College Ave (central Tempe) alignments/bike routes. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 This project is part of the City Council and Transportation Commission strategies to provide mobility options for residents and visitors. The bicycle boulevard system was adopted in the Transportation Plan in early 2015 and will contribute to achieving the goal of a higher bicycle friendly community rating for Tempe. Construction / Improvement $0 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 2015-16 Source of Funds Survey / Staking $0 Construction Management $0 Furnishings / Equipment $100,000 Other Project Costs Transit Tax $100,000 $0 Total $100,000 Project Number: 6007779 Estimated Start Date: Estimated Completion Date: 07/01/2015 Ongoing Appropriations by Fiscal Year 2015-16 $100,000 2016-17 2017-18 2018-19 $100,000 $200,000 $100,000 2019-20 Total 5 Year $200,000 $700,000 Broadway Road Streetcape Project Project Description Estimated 2015-16 Project Costs The Broadway Road Pedestrian and Bicycle Improvement Project is approximately 1 mile between Mill Ave and Rural Road. The project consists of pedestrian and bicycle facility improvements along an arterial street fronted by single family residential units. Work to be performed include striping for bike lanes, removal of one vehicle lane in the eastbound direction, 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 to change the character of the street to reflect the residential uses on this stretch of Broadway Road, which differs significantly with the rest of corridor. The design of the Broadway Road project was a product of extensive community dialogues. The proposed project is identified in the Tempe Comprehensive Transportation Plan as one of the proposed corridors for improvement. 2015-16 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 $5,857,861 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Transit Tax $1,295,191 Federal Grant - CMAQ $3,857,670 MAG Safety Funds $705,000 $0 Total $5,857,861 Project Number: 6003059 Estimated Start Date: 10/01/2008 Estimated Completion Date: 12/01/2015 Appropriations by Fiscal Year 2015-16 $5,857,861 2016-17 $0 2017-18 $0 2018-19 $0 201 2019-20 $0 Total 5 Year $5,857,861 Bus Purchases - Circulator Project Description Estimated 2015-16 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 2015-16 Source of Funds Transit Tax $125,000 Federal Grant - 5307 $500,000 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 $625,000 Total $625,000 Project Number: 6006752 Estimated Start Date: Estimated Completion Date: 07/01/2014 06/30/2016 Appropriations by Fiscal Year 2015-16 $625,000 2016-17 $0 2017-18 $0 2018-19 2019-20 $0 Total 5 Year $0 $625,000 Bus Stop Capital Maintenance Project Description Estimated 2015-16 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. This project will provide $50,000 annually from FY15-20 to fund repairs and upgrades required to meet ADA for all Tempe bus stops. This project will also fund the reconstruction of failing curb and gutters at Tempe bus stops. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 The purpose of the project is to maintain the city's bus stop infrastructure in a state of good repair, safe for use, and instrumental in promoting transit use. The bus stop represents the "lobby" to the transit system and must provide a safe, secure, and comfortable waiting area with adequate sun and weather protection for transit passengers. All Tempe bus stops must meet or exceed federal ADA requirements. Construction / Improvement $0 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 2015-16 Source of Funds Furnishings / Equipment $1,919,700 Other Project Costs Transit Tax $1,919,700 $0 Total $1,919,700 Project Number: 6005239 Estimated Start Date: Ongoing Estimated Completion Date: Ongoing Appropriations by Fiscal Year 2015-16 2016-17 2017-18 2018-19 $1,919,700 $688,867 $707,453 $500,000 202 2019-20 $500,000 Total 5 Year $4,316,020 City of Tempe Bus Pullout Project Project Description Estimated 2015-16 Project Costs Staff has identified 35 bus pullout priority locations in the city. The project will install 3 to 5 new bus pullouts during FY 2015-16 with passenger amenities at various bus stops in the city. The project will also replace deteriorated 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 5 bus pullouts per year in subsequent years based on location priority established by the ongoing Bus Pullout Study. From 2015 to 2020, staff is estimating that 15 pullouts of the 35 identified locations will be completed. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 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. New residents, employees and customers of new developments in the city will use the City of Tempe transit system. The benefit of the project extends to new developments by reducing conflicts with buses and reducing congestion making streets safer for all users, including those in single occupancy vehicles, pedestrians, bicyclists and transit riders. 2015-16 Source of Funds Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement $1,130,000 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Transit Tax $1,130,000 Development Impact Fees: TBD $0 Total $1,130,000 Project Number: 6006764 Estimated Start Date: Estimated Completion Date: Ongoing Ongoing Appropriations by Fiscal Year 2015-16 2016-17 2017-18 2018-19 $1,130,000 $500,000 $500,000 $500,000 2019-20 Total 5 Year $500,000 $3,130,000 CNG Expansion - East Valley Bus Operations & Maintenance Facility Project Description Estimated 2015-16 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 $0 Construction / Improvement 2015-16 Source of Funds $1,481,427 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Transit Tax $427,327 Federal Grant - 5307 $1,054,100 $0 Total $1,481,427 Project Number: 6005809 Estimated Start Date: 07/01/2013 Estimated Completion Date: 10/01/2015 Appropriations by Fiscal Year 2015-16 $1,481,427 2016-17 $0 2017-18 $0 2018-19 $0 203 2019-20 $0 Total 5 Year $1,481,427 Creamery Branch Rail Path (along 8th Street) Project Description Estimated 2015-16 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. The project concept has been supported by the neighbors, property owners and stakeholders in the area and would be a revitalization to an important part of Tempe. Legal / Administration 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 will add landscaping and encourage appropriate redevelopment on vacant lots or deteriorating structures. The project will better connect the adjacent neighborhoods, but limit cut-through traffic. Construction / Improvement $12,000 Land Acquisition $0 $46,000 Permit Fees Design and Engineering $448,617 Survey / Staking $12,000 Construction Management $84,000 Furnishings / Equipment 2015-16 Source of Funds $0 $1,200,000 Geotech / Material Testing $12,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Transit Tax Federal Grant - CMAQ $0 Total $435,596 $1,379,021 $1,814,617 Project Number: 6007139 Estimated Start Date: Estimated Completion Date: 07/01/2014 06/30/2016 Appropriations by Fiscal Year 2015-16 $1,814,617 2016-17 $0 2017-18 $0 2018-19 2019-20 $0 Total 5 Year $0 $1,814,617 El Paso Natural Gasline Easement Multi-use Path Phase III Project Description Estimated 2015-16 Project Costs The project is a 1/2 mile path extension of the existing El Paso Gasline Path, extending from Price Road to McClintock Drive. This project will extend from Rural Road into Kiwanis Community Park. A bike lane along Southshore Drive, between McClintock and Rural, connects these two projects. The project will include a paved path, with lighting, landscaping, public art and other amenities. The project will meet all ADA requirements and the project is funded almost entirely with $1,323,000 in federal transportation grants. The project will complete the final piece of an east-west path along the gasline. It will link major residential areas (The Lakes, Optimist Park etc...) with the regional Kiwanis Community Park and the neighborhood parks of Optimist, Gaiki and Scudder. Additionally the path will connect to Fuller, Fees, Rover, and Aguilar Schools. The project connects to many transit routes and the 6 mile Western Canal Pathway. The project continues Tempe's commitment to multi-modal transportation and improving upon what is already the highest percentage of bicycle commuters in the state. The project is both a recreational amenity (linear park) and a transportation corridor. 2015-16 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 $1,379,602 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Transit Tax $56,602 Federal Grant - CMAQ $1,323,000 $0 Total $1,379,602 Project Number: 6006069 Estimated Start Date: 10/11/2011 Estimated Completion Date: 06/30/2016 Appropriations by Fiscal Year 2015-16 $1,379,602 2016-17 $0 2017-18 $0 2018-19 $0 204 2019-20 $0 Total 5 Year $1,379,602 EVBOM - Facility Asset Maintenance (East Valley Bus Ops / Maint Facility) Project Description Estimated 2015-16 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. The asset management plan for the facility and the specific projects stemming from it for FY 2015 thru FY 2019 is nearing completion. EVBOM is a 250 bus facility from which all of Tempe's transit service is provided. It also serves as a regional operations base managed by the Regional Public Transportation Authority (RPTA). 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 the upgrade. Future projects also include: Upgrading Fluid Distribution Center - $150,000 in FY15-16; Resealing Fuel area and Maintenance Facility - $250,000 in FY16-17; Pave additional bus and employee parking area - $240,000 in FY 17-18; Repaint and start LED lighting upgrade at the facility - $325,000 in FY18-19; EVBOM LED lighting upgrade - $250,000 in FY19-20. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $450,000 Construction / Improvement 2015-16 Source of Funds $1,256,474 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Transit Tax Federal Grant - 5307 $0 Total $1,456,474 $250,000 $1,706,474 Project Number: 6006089 Estimated Start Date: Estimated Completion Date: 07/01/2013 Ongoing Appropriations by Fiscal Year 2015-16 2016-17 2017-18 2018-19 $1,706,474 $250,000 $240,000 $325,000 2019-20 Total 5 Year $250,000 $2,771,474 Highline Canal Path (Baseline - Knox Road) Project Description Estimated 2015-16 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 facilities that support increasing the numbers of people utilizing non-motorized forms of transportation to assist in reducing air pollution and traffic congestion. The project will serve many Tempe neighborhoods and link to Guadalupe and Phoenix. It will create an improved aesthetic in an area now neglected (canal banks) and enhance the quality of life for area residents. 2015-16 Source of Funds Legal / Administration $20,000 Land Acquisition $0 $71,000 Permit Fees Design and Engineering $507,000 Survey / Staking $20,000 Construction Management $140,000 Furnishings / Equipment $0 Construction / Improvement $2,000,000 Geotech / Material Testing $20,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Transit Tax $1,411,339 Federal Grant - CMAQ $1,366,661 Development Impact Fees: TBD $0 Total $2,778,000 Project Number: 6006079 Estimated Start Date: 07/01/2013 Estimated Completion Date: 06/30/2017 Appropriations by Fiscal Year 2015-16 2016-17 $2,778,000 $2,511,000 2017-18 $0 2018-19 $0 205 2019-20 $0 Total 5 Year $5,289,000 North South Rail Spur Path - Phase 1 Project Description Estimated 2015-16 Project Costs This project involves the design and construction of the first phase 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. This first phase involves the segment from University Drive to Broadway Road and would include both signing and marking on Farmer Ave (University to 13th) and a multi-use path from 13th to Broadway. The path 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. Future phases of this project would be the first phase of many future phases. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering This project is identified in the Tempe General Plan 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. 2015-16 Source of Funds $412,000 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 Federal Grant - CMAQ $0 Total $347,000 $65,000 $412,000 Project Number: Development Impact Fees: TBD 6007089 Estimated Start Date: Estimated Completion Date: 07/01/2014 TBD Appropriations by Fiscal Year 2015-16 $412,000 2016-17 2017-18 $0 $0 2018-19 2019-20 $0 Total 5 Year $0 $412,000 Pathway Capital Maintenance Project Description Estimated 2015-16 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 $500,000 FY 15-16; 3) Repair/replacement of segments of concrete pathways that pose hazards to users $50,000 annually FY 2015-20; 4) Mitigate Erosion and Standing Water at Curry Road Pedestrian Tunnel $750,000 FY 15-16; 5) MUP ingress/egress modifications for sweeper access $350,000 FY1516; 6) Replace El Paso Gas Line Bollard Lights $350,000 FY 16-17; 7) Repaint College Avenue Pedestrian Bridge $250,000 FY 16-17; 8) Repaint Country Club Way Pedestrian Bridge $250,000 FY 16-17; 9) Replace Kyrene Canal MUP Irrigation System/El Paso Gas Line MUP Irrigation System/Grove Parkway MUP Irrigation System $350,000 FY 17-18. 2015-16 Source of Funds Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $1,844,947 Construction / Improvement $0 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Transit Tax $1,844,947 $0 Total $1,844,947 Project Number: 6005249 Estimated Start Date: Ongoing Estimated Completion Date: Ongoing Appropriations by Fiscal Year 2015-16 2016-17 2017-18 2018-19 $1,844,947 $900,000 $500,000 $550,000 206 2019-20 $550,000 Total 5 Year $4,344,947 Rio Salado S. Bank Path Underpass @ McClintock Dr. Project Description Estimated 2015-16 Project Costs This project is the construction of a bicycle/pedestrian path underpass at McClintock Drive along the south bank of the Rio Salado. The project will connect to an existing path on the west side of McClintock and to another path on the east side that is currently under construction managed by ADOT (101/202 underpass). The project will be concrete and lit and meet all ADA requirements and will provide emergency vehicle access. Legal / Administration $0 Land Acquisition $0 This project provides an accessible and safe crossing under McClintock Drive for the Rio Salado Path users, where today none exists. The project will link a more than 5 mile system of paths along the Rio Salado and Town Lake area. 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 $9,000 Permit Fees Design and Engineering 2015-16 Source of Funds $300,000 Other Project Costs Transit Tax $0 Total $309,000 $309,000 Project Number: 6007789 Estimated Start Date: Estimated Completion Date: 07/01/2014 06/30/2018 Appropriations by Fiscal Year 2015-16 $309,000 2016-17 $1,697,000 2017-18 $1,697,000 2018-19 2019-20 $0 Total 5 Year $0 $3,703,000 Rio Salado Southbank Path & Underpass at 101 & 202 Freeway Interchange Project Description Estimated 2015-16 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 and the Tempe match/local leverage is identified in this form. 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. 2015-16 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 $678,302 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Transit Tax $678,302 $0 Total $678,302 Project Number: 6004319 Estimated Start Date: 07/01/2011 Estimated Completion Date: 06/30/2016 Appropriations by Fiscal Year 2015-16 $678,302 2016-17 $0 2017-18 $0 2018-19 $0 207 2019-20 $0 Total 5 Year $678,302 Rio Salado Southbank Path Tempe - Phoenix Project Description Estimated 2015-16 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. Total estimated cost for path lighting is estimated at $750,000 and current appropriation available for lighting is $979,368. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement 2015-16 Source of Funds $1,076,900 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Transit Tax $0 Total $1,076,900 $1,076,900 Project Number: 6004139 Estimated Start Date: Estimated Completion Date: 07/01/2010 06/30/2016 Appropriations by Fiscal Year 2015-16 $1,076,900 2016-17 $0 2017-18 $0 2018-19 2019-20 $0 Total 5 Year $0 $1,076,900 Rio Salado Southbank Path Underpass @ Priest Drive Project Description Estimated 2015-16 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 was constructed in 2013. The project will be concrete and lit and meet all ADA requirements and will provide emergency vehicle access. This project provides an accessible and safe crossing under Priest Drive for the Rio Salado Path users, where today none exists. The project will link a more than 5 miles system of paths along the Rio Salado and Town Lake area. Legal / Administration $11,000 Land Acquisition $0 $39,000 Permit Fees Design and Engineering $201,707 Survey / Staking $11,000 Construction Management $77,000 Furnishings / Equipment $0 Construction / Improvement $1,100,000 Geotech / Material Testing 2015-16 Source of Funds $11,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Transit Tax $535,311 Federal Grant - CMAQ $1,165,396 $250,000 Total $1,700,707 Project Number: 6007189 Estimated Start Date: 07/01/2014 Estimated Completion Date: 06/30/2017 Appropriations by Fiscal Year 2015-16 2016-17 $1,700,707 $250,000 2017-18 $0 2018-19 $0 208 2019-20 $0 Total 5 Year $1,950,707 Tempe / Phoenix Bike Share Project Description Estimated 2015-16 Project Costs The Regional Bike Share program will include multiple cities and Valley Metro and will provide 20 or more locations in Tempe for rental of bicycles at automated bicycle rack kiosks. The kiosks will be in City right-of-way and in high activity areas like downtown Tempe, Tempe Town Lake, the Tempe Public Library, and the Tempe Center for the Arts. The capital funds for the project are through a federal grant and the operations will be contracted through an RFP process, with no operating impacts to the City. The project is 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 Furnishings / Equipment 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. 2015-16 Source of Funds $850,000 Construction / Improvement $0 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Transit Tax Federal Grant - CMAQ $671,480 Total $402,587 $1,118,893 $1,521,480 Project Number: 6007199 Estimated Start Date: Estimated Completion Date: 07/01/2014 12/01/2015 Appropriations by Fiscal Year 2015-16 $1,521,480 2016-17 $0 2017-18 $0 2018-19 2019-20 $0 Total 5 Year $0 $1,521,480 Transit Passenger Facilities - Bus Stop Improvements Project Description Estimated 2015-16 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. 2015-16 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 $625,069 Geotech / Material Testing $2,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Transit Tax $665,069 $0 Total $665,069 Project Number: 6003579 Estimated Start Date: Ongoing Estimated Completion Date: Ongoing Appropriations by Fiscal Year 2015-16 $665,069 2016-17 2017-18 2018-19 $202,640 $227,720 $234,142 209 2019-20 $240,726 Total 5 Year $1,570,297 TTC - Facility Asset Maintenance (Transportation Center) Project Description Estimated 2015-16 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 building is occupied by city staff and private firms and includes meeting space that is open for use by members of the community. The transit center includes a 13 bay bus plaza that is also adjacent to a major light rail station. 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. Legal / Administration In FY 2015-16 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. Geotech / Material Testing 2015-16 Source of Funds $2,000 Land Acquisition $0 $8,000 Permit Fees Design and Engineering $26,000 Survey / Staking $2,000 Construction Management $15,000 Furnishings / Equipment $0 Construction / Improvement $691,200 $2,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Transit Tax $746,200 $0 Total $746,200 Project Number: 6006099 Estimated Start Date: Estimated Completion Date: 07/01/2013 Ongoing Appropriations by Fiscal Year 2015-16 $746,200 2016-17 2017-18 2018-19 $269,000 $269,000 $269,000 2019-20 Total 5 Year $269,000 $1,822,200 Unaccounted Federal Grants Contingency Project Description Estimated 2015-16 Project Costs This Project will create additional spending authority for federal grants that may be available during FY2015-16. The City must account for potential federal grants that could be secured and that need to be spent within 2015-2016. Potential grant funded projects include: a) Transit Facility additions or improvements; b) Multi-Use Paths & Pedestrian Street Improvements; c) Passenger Facility Rehabilitation; and d) Bus Stop Improvements. 2015-16 Source of Funds Transit Tax $530,428 Federal Grant - CMAQ $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 2015-16 $2,652,142 2016-17 $0 2017-18 $0 2018-19 $0 210 2019-20 $0 Total 5 Year $2,652,142 US Army Corps Match Money Project Description Estimated 2015-16 Project Costs The project is for approximately 2.5 acres of habitat restoration and three-quarters mile of path between Indian Bend Wash (IBW) and McClintock Drive to support wildlife observation and recreation. This ¾ mile path completes a 6.8 mile loop between Priest Drive and McClintock. It also provides environmental enhancement of the Salt River and levees as part of the ongoing U.S. Army Corps of Engineers (USACE) and Tempe partnership. FY 2015-16 funding will be used to complete construction and final project close out for all three phases of a 140-acre, 15-year environmental restoration project and a missing link in the planned path system of Rio Salado. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Project design costs are 50% funded by USACE and project construction is 65% funded by USACE. Project's recreational component capital costs (signs, recreation amenities) are 50% funded by USACE. Project monitoring and maintenance is 100% City of Tempe cost. 2015-16 Source of Funds Transit Tax $810,000 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 $810,000 Total $810,000 Project Number: 6007209 Estimated Start Date: Estimated Completion Date: 03/01/2015 12/31/2015 Appropriations by Fiscal Year 2015-16 $810,000 2016-17 $0 2017-18 $0 2018-19 $0 211 2019-20 $0 Total 5 Year $810,000 City of Tempe 2015-16 Annual Budget General Purpose Program General Purpose projects total $69.6 million in FY 2015-16 and account for 43% of the FY 2015-16 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 $69.6 million of the $162.8 million Capital Improvements Budget for FY 2015-16. The majority of the funding for the five program areas above is to be provided by the planned issuance of $51.8 million of general obligation bonds, followed by approximately $6.8 million from pay as you go contributions from various City operating funds. The balance is funded from existing project fund balances, and other outside revenue. Major areas of emphasis in FY 2015-16 include various repair and replacement projects for parks infrastructure, 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. 212 City of Tempe 2015-16 Annual Budget  Police Protection Program CIP Projects Project Name and Number Funding Source(s) Capital Budget New 2015-16 Re-appropriations Appropriation 2015-16 Total Appropriation Additional Projected Needs 2016-17 2017-18 2018-19 Total 5-Year Program 2019-20 General Obligation Bonds 152,682 - 152,682 - - - - 152,682 General Obligation Bonds G.O. Bonds Election Required Solid Waste Fund Water / Wastewater Fund Project Total 88,000 5,000 7,000 100,000 2,846,808 102,120 281,720 3,230,648 2,934,808 107,120 288,720 3,330,648 3,596,725 141,667 256,676 3,995,068 1,962,645 53,731 75,224 2,091,600 2,700,183 54,447 76,226 2,830,856 2,579,050 55,193 77,270 2,711,513 6,531,533 7,241,878 412,158 774,116 14,959,685 Communication Telephone / Radio Logger Replacement: NA G.O. Bonds Election Required - - - - - 311,728 - 311,728 Court Improvement Project - Court Facility: 6705139 General Obligation Bonds 159,968 - 159,968 - - - - 159,968 Detention Camera: NA G.O. Bonds Election Required - - - - - 150,000 - 150,000 Digital Evidence: 5507179 General Obligation Bonds 161,000 196,000 357,000 196,000 - - - 553,000 Electrical Improvements - Main Department Generator Replacement: 5507679 General Obligation Bonds - 325,000 325,000 - - - - 325,000 HVAC Replacement - SWAT Building: 5507689 General Obligation Bonds - 8,000 8,000 - - - - 8,000 Impounded Vehicle Storage: 5507699 General Obligation Bonds - 150,000 150,000 - - - - 150,000 Mobile Replacement: 5509189 General Obligation Bonds G.O. Bonds Election Required 200,000 200,000 - 200,000 200,000 - - 2,100,000 2,100,000 - 200,000 2,100,000 2,300,000 - 65,000 65,000 - - - - 65,000 275,000 - 275,000 - - - - 275,000 - 175,000 175,000 350,000 175,000 175,000 350,000 - - - - 175,000 175,000 350,000 CAD / RMS / FRWS System: 5501999 City Regional Radio System Maintenance and Replacement: 5501989 Project Total Police Department Vent and Waste Piping General Obligation Bonds Replacement: 5507669 Police Mounted Security Upgrade at Kiwanis Maintenance Yard: 5507279 Public Safety Memorial: 5507709 General Obligation Bonds Capital Improvements Reserve Private Donations Project Total 213 City of Tempe 2015-16 Annual Budget 2015-16 CIP Projects - Police Protection Program (continued) Project Name and Number Funding Source(s) Capital Budget New 2015-16 Re-appropriations Appropriation 2015-16 Total Appropriation Additional Projected Needs 2016-17 2017-18 2018-19 Total 5-Year Program 2019-20 Security Systems Replacement - Apache Sub Station: 5507719 General Obligation Bonds - 350,000 350,000 - - - - 350,000 Taser Refresh: NA G.O. Bonds Election Required - - - - - 600,000 - 600,000 1,048,650 4,674,648 5,723,298 4,191,068 2,091,600 5,992,584 2,711,513 20,710,063 Police Protection Program Total 214 CAD / RMS / FRWS System Project Description Estimated 2015-16 Project Costs This project replaces 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. Replacing this system provides considerable functionality that allows the Police Department to more efficiently capture and manage data, and provides the foundation for future data sharing efforts with other jurisdictions. These three software components include CAD, RMS, FRWS as well as electronic accidents, electronic ticketing and custom reporting. The project elements scheduled in fiscal year 2015-16 involve final software and hardware implementation which will complete the overall project. 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 2015-16 Source of Funds $152,682 Other Project Costs General Obligation Bonds $152,682 $0 Total $152,682 Project Number: 5501999 Estimated Start Date: Estimated Completion Date: Ongoing 12/31/2015 Appropriations by Fiscal Year 2015-16 2016-17 $152,682 $0 2017-18 $0 2018-19 $0 2019-20 Total 5 Year $0 $152,682 City Regional Radio System Maintenance and Replacement Project Description Estimated 2015-16 Project Costs The City of Tempe currently utilizes the Regional Wireless Cooperative (RWC), a regional Project 25 700/800 MHz interoperable radio system. Tempe is responsible for upgrading and/or replacing "end user" equipment to accommodate this upgrade. Legal / Administration $0 Land Acquisition $0 This project will continue to allow secure, day-to-day, real time communications between Tempe users as well as allowing interoperability between Tempe and the sixteen other member agencies and the numerous other partner agencies. 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. Upon completion of the initial refresh of the radio system, the radio equipment purchased in the first year of the CIP will be reaching end of life and will need to be replaced. FY 18/19 starts the second refresh of this radio equipment. 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 2015-16 Source of Funds $3,330,648 Other Project Costs General Obligation Bonds $2,934,808 $0 Total $3,330,648 Solid Waste Fund $107,120 Project Number: 5501989 Water / Wastewater Fund $288,720 Estimated Start Date: Ongoing Estimated Completion Date: Ongoing Appropriations by Fiscal Year 2015-16 2016-17 $3,330,648 $3,995,068 2017-18 $2,091,600 2018-19 $2,830,856 215 2019-20 $2,711,513 Total 5 Year $14,959,685 Communication Telephone / Radio Logger Replacement Project Description Estimated 2015-16 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 2015-16 Source of Funds NA 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: 07/01/2018 06/30/2019 Appropriations by Fiscal Year 2015-16 2016-17 $0 $0 2017-18 $0 2018-19 $311,728 2019-20 Total 5 Year $0 $311,728 Court Improvement Project - Court Facility Project Description Estimated 2015-16 Project Costs This project supports ongoing efforts to preserve and improve an important City asset, the Court building. Project funds allow the Court to complete projects underway and planned to serve the public and improve functionality. These projects include replacing counters, cabinets, and fixtures in jury rooms, restrooms, break rooms, and courtrooms. FY15/16 is the 4th year of the Court facility preservation project. Projects underway in FY14/15 include improving security by replacing an antiquated card key access system and courtroom remote locking system. The new system (used throughout the City) provides a more efficient way to manage Courthouse security and access. Access is controlled from one electronic system, eliminating the need to program individual employee ID badges at 34 different doors. Past projects include: facility remodeling and workstation reconfigurations to use space more efficiently and effectively; painting; replaced carpet, tile, and public counters; replaced lobby and courtroom seating. These projects maintain and revitalize City assets, provide a professional environment for Court business, and improve operational efficiency. 2015-16 Source of Funds Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $40,268 Construction / Improvement $119,700 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs General Obligation Bonds $159,968 $0 Total $159,968 Project Number: 6705139 Estimated Start Date: 07/01/2015 Estimated Completion Date: 06/30/2016 Appropriations by Fiscal Year 2015-16 $159,968 2016-17 $0 2017-18 $0 2018-19 $0 216 2019-20 $0 Total 5 Year $159,968 Detention Camera Project Description Estimated 2015-16 Project Costs This project includes 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. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 The purpose is to replace aging systems and technologies with improved and best practice equipment for detention facilities. 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 to more effectively and efficiently monitor prisoners and better ensure their safety as well as the Detention Officers who are placed in close proximity to subjects who can be violent, intoxicated and suffering from mental illness. 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 2015-16 Source of Funds NA Project Number: NA Estimated Start Date: Estimated Completion Date: 07/01/2018 06/30/2019 Appropriations by Fiscal Year 2015-16 2016-17 $0 $0 2017-18 $0 2018-19 $150,000 2019-20 Total 5 Year $0 $150,000 Digital Evidence Project Description Estimated 2015-16 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 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. Body cameras will provide sworn Police Officers with the equipment necessary to safely record digital evidence to help ensure transparency and accountability, fight crime, protect the community and enhance criminal prosecution. The body cameras will be implemented and tested in a small workgroup in FY 14-15, and the remainder deployed in FY 15-16 and 16-17. The need will be re-evaluated after the initial implementation period. 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 2015-16 Source of Funds $357,000 Other Project Costs General Obligation Bonds $357,000 $0 Total $357,000 Project Number: 5507179 Estimated Start Date: 01/01/2015 Estimated Completion Date: 06/30/2017 Appropriations by Fiscal Year 2015-16 $357,000 2016-17 $196,000 2017-18 $0 2018-19 $0 217 2019-20 $0 Total 5 Year $553,000 Electrical Improvements - Main Department Generator Replacement Project Description Estimated 2015-16 Project Costs This project provides funding for the replacement of the generator at the main Police Department building on 5th Street. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement 2015-16 Source of Funds $325,000 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs General Obligation Bonds $0 Total $325,000 $325,000 Project Number: 5507679 Estimated Start Date: Estimated Completion Date: 07/01/2015 12/31/2015 Appropriations by Fiscal Year 2015-16 2016-17 $325,000 $0 2017-18 $0 2018-19 2019-20 $0 Total 5 Year $0 $325,000 HVAC Replacement - SWAT Building Project Description Estimated 2015-16 Project Costs Tempe maintains nearly 400 air conditioning, heat pump and split system units with an expected useful life of 12 years. 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. This project will replace the HVAC unit at the Police Department Apache Swat Building. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement 2015-16 Source of Funds $8,000 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs General Obligation Bonds $8,000 $0 Total $8,000 Project Number: 5507689 Estimated Start Date: 07/01/2015 Estimated Completion Date: 12/31/2015 Appropriations by Fiscal Year 2015-16 $8,000 2016-17 $0 2017-18 $0 2018-19 $0 218 2019-20 $0 Total 5 Year $8,000 Impounded Vehicle Storage Project Description Estimated 2015-16 Project Costs This project includes funding to purchase equipment necessary to immediately update the police property facility to handle vehicles currently stored on the property facility lot for criminal justice purposes. These vehicles are unable to be moved or stored efficiently and take up two times the amount of space. Within the next five years the project goal is also to purchase a unit of land for storing and maintaining all impounded vehicles the Police Department seizes and stores for criminal justice purposes. The lot purchase will provide the permanent long term storage required for the significant number of vehicles impounded each year. On average, the Police Department seizes and impounds over 700 vehicles a year. These vehicles are often held for extended periods of time based on state law and the severity of the case for which they were seized. Currently, these vehicles are stored in multiple places which can make it extremely difficult for the property unit and the case detective to manage and secure them. The police property unit does not have the storage space or equipment necessary to move, rack and store the number of vehicles seized by the Police Department. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment 2015-16 Source of Funds $150,000 Construction / Improvement $0 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs General Obligation Bonds $0 Total $150,000 $150,000 Project Number: 5507699 Estimated Start Date: Estimated Completion Date: 07/01/2015 06/30/2019 Appropriations by Fiscal Year 2015-16 2016-17 $150,000 $0 2017-18 $0 2018-19 2019-20 $0 Total 5 Year $0 $150,000 Mobile Replacement Project Description Estimated 2015-16 Project Costs Police Department personnel consist of both civilian and sworn employees who serve a variety of functions both in an office environment and in the field. Police Department mobile computers ensure access to the fully integrated public safety system for field employees. Mobile computers ensure field Officers can communicate, respond to citizen calls for service and complete police reports, field contacts and arrest/bookings. Police Department desktop computers ensure access to the fully integrated public safety system for office employees. Desktops ensure office employees can access our Computer-Aided Dispatch (CAD), Records Management System (RMS), Jail Management System (JMS) and Property and Evidence systems. In sum, this project is intended to ensure access to the Police Department fully integrated public safety system by replacing Police Department mobile computers. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Construction / Improvement $0 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. Police Department desktop computers need to be replaced every five years. Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 2015-16 Source of Funds Furnishings / Equipment $200,000 Other Project Costs General Obligation Bonds $200,000 $0 Total $200,000 Project Number: 5509189 Estimated Start Date: Ongoing Estimated Completion Date: 06/30/2018 Appropriations by Fiscal Year 2015-16 $200,000 2016-17 $0 2017-18 $0 2018-19 $2,100,000 219 2019-20 $0 Total 5 Year $2,300,000 Police Department Vent and Waste Piping Replacement Project Description Estimated 2015-16 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 replace failing piping throughout the building. Design work is complete and this project is construction ready. If proactive measures are not taken, the impact of the pipe bursting would not only affect the daily operation of the Police Department, but also Information Technology and the Tempe Municipal Courts. However, the Detention Facility located at the lower level of the Police/Court Building will be most adversely affected. The Tempe Police Department Detention Facility is a 24/7 operation that currently processes approximately 30-50 detainees each day and houses approximately 30-50 overnight. If the detention facility is out of commission the day-to-day operations would be severely impacted. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement 2015-16 Source of Funds $65,000 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs General Obligation Bonds $0 Total $65,000 $65,000 Project Number: 5507669 Estimated Start Date: Estimated Completion Date: 07/01/2015 06/30/2016 Appropriations by Fiscal Year 2015-16 2016-17 $65,000 $0 2017-18 $0 2018-19 2019-20 $0 Total 5 Year $0 $65,000 Police Mounted Security Upgrade at Kiwanis Maint Yard Project Description Estimated 2015-16 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. The maintenance yard also houses approximately ten to fifteen marked and unmarked police vehicles and the mounted unit barn which has seven police horses. In addition, the yard is one of the two city fuel access points. The requested funds will be designated for security upgrades to the yard. The upgrades will include installing a solid 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. The current perimeter security includes a block wall around the south, east and north side of the yard. However, the west perimeter is a seven foot chain link fence that separates the yard from the highly traveled SRP canal bank. This request would replace the chain link fence with an eight (8) foot decking fence. 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. 2015-16 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 $275,000 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs General Obligation Bonds $275,000 $0 Total $275,000 Project Number: 5507279 Estimated Start Date: 07/01/2014 Estimated Completion Date: 06/30/2016 Appropriations by Fiscal Year 2015-16 $275,000 2016-17 $0 2017-18 $0 2018-19 $0 220 2019-20 $0 Total 5 Year $275,000 Public Safety Memorial Project Description Estimated 2015-16 Project Costs The City of Tempe currently does not have a memorial dedicated to its police officers, firefighters and police canines who have lost their lives in the line of duty. This memorial will be constructed at the Tempe Beach Park and will serve not only as a tribute to our fallen heroes, it will also serve as a place where families, friends and the community can come to honor those who have fallen. Creating a Public Safety Memorial in Tempe will honor those who have made the ultimate sacrifice in service to our community. A critical aspect of this project will be the private fundraising effort to raise at least $175K to move the project forward to completion. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement 2015-16 Source of Funds $350,000 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Capital Improvements Reserve $175,000 Private Donations $175,000 $0 Total $350,000 Project Number: 5507709 Estimated Start Date: Estimated Completion Date: 07/01/2014 09/30/2016 Appropriations by Fiscal Year 2015-16 2016-17 $350,000 $0 2017-18 $0 2018-19 2019-20 $0 Total 5 Year $0 $350,000 Security Systems Replacement - Apache Sub Station Project Description Estimated 2015-16 Project Costs Special Systems are an important part of safety and security throughout Tempe Facilities. Special Systems include the following: Security alarms, video security, card access, 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 cameras with a life cycle of 5 -7 years, 10 years on security and surveillance systems and to 25 years on sprinkler systems. In 2015-16, this project will replace critical failing and outdated special systems equipment at the Apache Police Department as follows: Replace failing and failed cameras, and recording equipment ($350k). There are 33 cameras in the interior and exterior of the building. This analog video system is nearing 8 years in age with a maximum expected life of 5-7 years. More than 50% of the digital video recorders have failed and more than 40% of the cameras are presently offline due to failures, therefore not allowing the Police Department to review needed footage. This project will replace the current system with a modern video system. 2015-16 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 $350,000 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs General Obligation Bonds $350,000 $0 Total $350,000 Project Number: 5507719 Estimated Start Date: 07/01/2015 Estimated Completion Date: 06/30/2016 Appropriations by Fiscal Year 2015-16 $350,000 2016-17 $0 2017-18 $0 2018-19 $0 221 2019-20 $0 Total 5 Year $350,000 Taser Refresh Project Description Estimated 2015-16 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). As such, a need will exist to refresh all Tasers in 2018. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 The purpose of this project is to replace all departmental Tasers issued as part of the 2013 "Taser Refresh"; the warranty for these units expires in 2017. 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 Other Project Costs $0 Total $0 2015-16 Source of Funds NA Project Number: NA Estimated Start Date: Estimated Completion Date: 07/01/2018 06/30/2019 Appropriations by Fiscal Year 2015-16 $0 2016-17 $0 2017-18 $0 2018-19 $600,000 222 2019-20 $0 Total 5 Year $600,000 City of Tempe 2015-16 Annual Budget  Fire Protection Program CIP Projects Project Name & Number Electrical Improvements - Fire Stations 1 and 3: 5607519 Fire Medical Rescue Apparatus Replacement: 5603619 Funding Source(s) General Obligation Bonds General Obligation Bonds G.O. Bonds Election Required Project Total Fire Medical Rescue Laptop Replacement: 5603629 General Obligation Bonds G.O. Bonds Election Required Project Total Capital Budget New 2015-16 Re-appropriations Appropriation 2015-16 Total Appropriation Additional Projected Needs 2016-17 2017-18 2018-19 Total 5-Year Program 2019-20 - 187,373 187,373 - - - - 187,373 650,914 650,914 1,100,000 1,100,000 1,750,914 1,750,914 1,200,000 1,200,000 - 560,000 560,000 1,200,000 1,200,000 2,950,914 1,760,000 4,710,914 145,041 145,041 - 145,041 145,041 13,500 13,500 72,000 72,000 18,000 18,000 - 230,541 18,000 248,541 - - 1,233,000 - - 1,233,000 Fire Medical Rescue Self Contained Breathing Apparatus (SCBA): NA General Obligation Bonds - - Fire Medical Rescue Station #7: NA G.O. Bonds Election Required - - - - - 300,000 5,577,600 5,877,600 Development Impact Fees Project Total - - - - - TBD 300,000 TBD 5,577,600 TBD 5,877,600 Fire Medical Rescue Station Location Study: 5605939 Capital Projects Fund Balance 101,626 - 101,626 - - - - 101,626 Fire Medical Rescue Training Center Facilities: 5605949 General Obligation Bonds 650,126 200,000 850,126 - - - - 850,126 HVAC Replacements - Fire Stations 2, 4 and 5: 5607529 General Obligation Bonds - 84,000 84,000 - - - - 84,000 Renovate City's Emergency Operations Center: 5607539 General Obligation Bonds - 26,000 26,000 350,000 - - - 376,000 Roof Replacement - Fire Station 1: 5607549 General Obligation Bonds - 50,000 50,000 - - - - 50,000 1,547,707 1,647,373 3,195,080 1,563,500 1,305,000 878,000 6,777,600 13,719,180 Fire Protection Program Total 223 Electrical Improvements - Fire Stations 1 and 3 Project Description Estimated 2015-16 Project Costs This project provides funding to rectify electrical deficiencies at Fire Station #1 ($109, 288) and Fire Station #3 ($78,085) as identified in the ARC Flash Hazard Analysis. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement 2015-16 Source of Funds $187,373 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs General Obligation Bonds $187,373 $0 Total $187,373 Project Number: 5607519 Estimated Start Date: Estimated Completion Date: 07/01/2015 12/30/2015 Appropriations by Fiscal Year 2015-16 2016-17 $187,373 $0 2017-18 $0 2018-19 $0 2019-20 Total 5 Year $0 $187,373 Fire Medical Rescue Apparatus Replacement Project Description Estimated 2015-16 Project Costs This project provides funding to purchase fire emergency response apparatus which have been identified for replacement. Emergency response apparatus replacement addresses public and firefighter safety. 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 ten apparatus that are 12 to 20 years old and eight apparatus that exceed 150,000 miles each. To be in accordance with replacement criteria, two fire emergency response apparatus are needed in FY 15-16 and two in FY 16-17. FY 16-17 to FY 17-18 vehicles are subject to change as the department is in the process of reviewing life cycles for unique apparatus. Fire emergency response 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. 2015-16 Source of Funds General Obligation Bonds $1,750,914 Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement $0 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $1,750,914 Total $1,750,914 Project Number: 5603619 Estimated Start Date: 07/11/2011 Estimated Completion Date: 06/30/2020 Appropriations by Fiscal Year 2015-16 2016-17 $1,750,914 $1,200,000 2017-18 $0 2018-19 2019-20 $560,000 $1,200,000 224 Total 5 Year $4,710,914 Fire Medical Rescue Laptop Replacement Project Description Estimated 2015-16 Project Costs This project will provide for the replacement of ruggedized laptop computers used by Fire personnel in the field for electronic patient care report (ePCR) and development of a wireless fire apparatus infrastructure to accommodate small devices (cell phones), laptops and heart monitors. This will enhance wireless transfer of critical patient information from both the laptop units and heart monitors to definitive care facilities. This project also includes replacement of technology for the City's Emergency Operations Center (EOC) operations. The EOC currently has laptops that are between seven and eight years old with outdated operating systems (which cannot be upgraded), and an antiquated projector which cannot integrate with other City monitoring systems. The EOC also requires 6 additional laptops. The Fire Department is using 28 ruggedized laptops. A five year replacement plan is suggested by ITD. The current inventory of laptops is as follows: 16 are 5 years or greater and are scheduled for replacement in FY 17/18; 4 are 4 years old and are scheduled for replacement in FY 18/19; 8 are 0-3 years old and are scheduled for replacement in FY 20/21. 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 2015-16 Source of Funds $145,041 Other Project Costs General Obligation Bonds $145,041 $0 Total $145,041 Project Number: 5603629 Continuing Estimated Start Date: Estimated Completion Date: 06/30/2019 Appropriations by Fiscal Year 2015-16 $145,041 2016-17 $13,500 2017-18 $72,000 2018-19 $18,000 2019-20 Total 5 Year $0 $248,541 Fire Medical Rescue Self Contained Breathing Apparatus (SCBA) Project Description Estimated 2015-16 Project Costs Self-contained breathing apparatus (SCBAs) are the most important piece of equipment in providing all hazards emergency response capabilities to the community. The self-contained breathing apparatus is utilized daily in not only incidents containing fire, but in confined space rescues and hazardous material mitigation. The department’s current breathing apparatus are nearing ten years old and beginning to incur additional costs to maintain to an appropriate level. Replacement of this equipment with new generation breathing apparatus will increase the safety of our members by providing reliable apparatus that also improves field of vision, increases communication capability, provides easier visualization of members in darkened conditions, and allows for a better ergonomic fit to decrease back and shoulder injuries. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 The project purpose would be to replace all current units with the newest generation of breathing apparatus. Costs would include all new units, masks, parts, testing equipment and EXO self rescuing system. The purpose of the retrofit is to maximize the deployment of the EXO rescue system and to provide better ergonomic fit of the SCBA pack to decrease pressure on the back and shoulders. This new design will decrease firefighter fatigue and the risk of injuries. Construction / Improvement $0 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $0 Total $0 2015-16 Source of Funds NA Project Number: NA Estimated Start Date: 07/01/2017 Estimated Completion Date: 06/30/2018 Appropriations by Fiscal Year 2015-16 $0 2016-17 $0 2017-18 $1,233,000 2018-19 $0 225 2019-20 $0 Total 5 Year $1,233,000 Fire Medical Rescue Station #7 Project Description Estimated 2015-16 Project Costs This project entails building a new fire station (Fire Station #7), including land purchase, construction and operating expenses. The new fire station will address growth in call volume and provide commensurate service throughout the City. Currently, the Tempe Fire Medical Rescue Department has ten companies housed in six fire stations. The last fire station built (station #6), was completed over ten years ago in 2004. Since then, call volume has increased by 29%. Continued growth will result in the need for additional resources. The 2014-15 Fire Station Location Study's preliminary results indicate a need for an additional fire station to address service delivery issues related to growth. At the current pace of growth, calls for service will increase by over 5,000 (or 22%) by the year 2019. It will be critical to have this station be built in order to maintain the benefit of timely service delivery throughout the community. 2015-16 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 2015-16 $0 2016-17 $0 2017-18 $0 2018-19 2019-20 $300,000 $5,577,600 Total 5 Year $5,877,600 Fire Medical Rescue Station Location Study Project Description Estimated 2015-16 Project Costs This project is to fund a fire station location study. For all practical purposes the first phase of this project will be complete in 2015. As a placeholder, funds are being requested to build a new fire station (Fire Station #7), land purchase, building construction and operating expenses. See Fire Station #7 Capital Improvement Project budget request. This project includes funding for a fire station location study. A primary purpose of the study is to maximize the Tempe Fire Medical Rescue Department resources for deployment to emergency incidents. The last fire station (station #6) was built over ten years ago in 2004. Since then, call volume has increased by 30%. This study will incorporate present and anticipated demographic changes. The scope of the project has been expanded to include the delivery of emergency transportation services and various ad-hoc reports. 2015-16 Source of Funds Capital Projects Fund Balance $101,626 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 $101,626 Total $101,626 Project Number: 5605939 Estimated Start Date: 11/01/2013 Estimated Completion Date: 06/30/2016 Appropriations by Fiscal Year 2015-16 $101,626 2016-17 $0 2017-18 $0 2018-19 $0 226 2019-20 $0 Total 5 Year $101,626 Fire Medical RescueTraining Center Facilities Project Description Estimated 2015-16 Project Costs The first phase of this project is complete for the Skills Building repair which was in accordance with a structural evaluation conducted in 2012. Carryforward funds will be used for the second phase of the project: Drivers Training Track repair ($70,000), Burn Room Building renovations (built in 1993) and Skill Building props. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 The Fire Training Center Burn Room building was built in 1993. The extensive use of this facility and the significant benefits derived from firefighters' training, which directly impacts the delivery of service to the community, has exceeded expectations. Because the building sustains damage with each live fire training, it limits the life of the building. The Burn Room and Skills Tower can be used over 100 days each year for fire training and are vital to firefighter preparedness and safety. Modern burn room facilities are conducive to firefighters learning by preparing them for real life situations they will encounter. Given the critical nature of this training for firefighter safety, it is essential that the burn room be kept in a functioning state. Design and Engineering $0 Survey / Staking $0 Construction Management 2015-16 Source of Funds $850,126 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 $0 Total $850,126 $850,126 Project Number: 5605949 Estimated Start Date: Estimated Completion Date: 07/01/2013 06/30/2016 Appropriations by Fiscal Year 2015-16 2016-17 $850,126 $0 2017-18 $0 2018-19 2019-20 $0 Total 5 Year $0 $850,126 HVAC Replacements - Fire Stations 2, 4 and 5 Project Description Estimated 2015-16 Project Costs Tempe maintains nearly 400 air conditioning, heat pump and split system units with an expected useful life of 12 years. 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. This project will replace HVAC units at Fire Station # 2 ($49,000), Fire Station # 4 ($18,000), and Fire Station # 5 ($17,000). Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement 2015-16 Source of Funds $84,000 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs General Obligation Bonds $84,000 $0 Total $84,000 Project Number: 5607529 Estimated Start Date: 07/01/2015 Estimated Completion Date: 06/30/2016 Appropriations by Fiscal Year 2015-16 $84,000 2016-17 $0 2017-18 $0 2018-19 $0 227 2019-20 $0 Total 5 Year $84,000 Renovate City's Emergency Operations Center Project Description Estimated 2015-16 Project Costs The Fire Department is charged with the responsibility of overseeing the City’s emergency management effort. The current EOC was built in 1998 and is located in the Fire Administration building. EOC computers were last replaced in 2002. Much of the current emergency management software now in use will not run well on the outdated operating system. Providing high quality crisis response would require replacement of the EOC computers as well as the video projection technology. Options include desktop and zero client computers, digital projectors, and a video wall. The technology portion represents an immediate need. The furniture and fixtures also need updating with a focus on better utilization of the limited floor space. Elimination of one work group area and acquisition of new, more functional furniture must be considered. Legal / Administration $0 Land Acquisition $0 The utilization of remote work groups through video conferencing is likely the most cost effective option available at this point. While the technology portion can progress without any serious infrastructure upgrades, a raised floor is necessary for proposed changes and improved safety, as well as flexibility for future reconfiguration. 2015-16 Source of Funds $1,000 Permit Fees Design and Engineering $25,000 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 $26,000 $0 Total $26,000 Project Number: 5607539 Estimated Start Date: Estimated Completion Date: 07/01/2015 06/30/2016 Appropriations by Fiscal Year 2015-16 2016-17 $26,000 $350,000 2017-18 $0 2018-19 $0 2019-20 Total 5 Year $0 $376,000 Roof Replacement - Fire Station 1 Project Description Estimated 2015-16 Project Costs Roofs for City facilities are a very important assets to maintaining facilities. By not replacing roofs that are beyond their useful life, there would be damage from water getting into facilities therefore costing much more over time and creating health and safety issues. The expected life of a roof is 15-20 years. This project will replace the roof at Fire Station 1 in 2015-16 . Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement 2015-16 Source of Funds $50,000 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: 5607549 Estimated Start Date: 07/01/2015 Estimated Completion Date: 12/30/2015 Appropriations by Fiscal Year 2015-16 $50,000 2016-17 $0 2017-18 $0 2018-19 $0 228 2019-20 $0 Total 5 Year $50,000 City of Tempe 2015-16 Annual Budget Storm Drains Program CIP Projects Project Name and Number Highline Western Canal: NA Funding Source(s) General Obligation Bonds G.O. Bonds Election Required County Flood Control District Project Total Loma Vista Neighborhood Drainage Improvements: NA General Obligation Bonds County Flood Control District Project Total Storm Drain Improvements: 5899971 Capital Projects Fund Balance General Obligation Bonds G.O. Bonds Election Required Project Total Storm Drains Program Total Capital Budget New 2015-16 Re-appropriations Appropriation 2015-16 Total Appropriation Additional Projected Needs 2016-17 2017-18 2018-19 Total 5-Year Program 2019-20 - - - - - 500,000 500,000 1,690,000 1,990,000 3,680,000 500,000 1,690,000 1,990,000 4,180,000 - - - - 667,500 2,002,500 2,670,000 - - 667,500 2,002,500 2,670,000 644,392 644,392 300,000 300,000 644,392 300,000 944,392 300,000 300,000 300,000 300,000 300,000 300,000 300,000 300,000 644,392 1,200,000 300,000 2,144,392 644,392 300,000 944,392 300,000 2,970,000 800,000 3,980,000 8,994,392 229 Highline Western Canal Project Description Estimated 2015-16 Project Costs The improvements for this project are estimated to consist of box culvert, 36" and 24" diameter storm drains, inlet/channel/outlet improvements intended to convey storm drainage to the Ken McDonald Golf Course (KMGC) and additional retention within the south practice field at Kiwanis Park to lower the risk of flooding for the KMGC system. The progress to date has identified areas of flooding, alternative storm drain concepts, and a conceptual design to determine probable cost. A submittal was made to Maricopa County Flood Control (FCDMC) for matching construction and design funds in the amount of $1.99 million and was conceptually supported by FCDMC. The project cost is estimated at $3,980,000 plus an additional $200,000 for utility relocation and surveying. It will be requested that FCDMC prioritize this project to move forward and provide the funding for construction starting in 2018-2019. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 During the Western Canal Flood Study the consultant identified several areas where street and property flooding occurs. The intent of this project is to relieve street and property flooding in these identified areas around the KMGC, promote a more efficient means of runoff conveyance into the KMGC retention from offsite drainage sub-basins, and provide more retention volume so that the base flood elevation for the area is lowered. 2015-16 Source of Funds NA 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: 07/01/2018 06/30/2021 Appropriations by Fiscal Year 2015-16 $0 2016-17 $0 2017-18 $0 2018-19 2019-20 $500,000 $3,680,000 Total 5 Year $4,180,000 Loma Vista Neighborhood Drainage Improvements Project Description Estimated 2015-16 Project Costs This project was originally planned for installation of storm drain improvements in the neighborhood north of McClintock High with an outfall into an expanded retention basin on the McClintock High School campus, as a recommendation from the Flood Control District of Maricopa County's (FCDMC) Broadway Rural Drainage Master Plan. However, the COT has received a Water Infrastructure Finance Authority (WIFA) Grant to study Low Impact Development (LID) options, including utilizing the runoff for turf irrigation. In addition, McClintock High and the FCDMC representatives have expressed interest in utilizing the project as a demonstration project for more sustainable use of rainfall in a campus/commercial setting. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 The FCDMC conducted the Broadway Rural Drainage Master Plan that included of the neighborhoods bounded by the U.S. 60 on the south, the Union Pacific Railroad (UPRR) on the north, the Price Road/Loop 101 Freeway on the east, and the railroad spur west of Mill Avenue on the west end. The study found that 21 homes could be prone to inundation during a 100-year storm event. We have applied for and received staff recommendation from FCDMC for CIP funding for 75% of the cost. 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 2015-16 Source of Funds NA Project Number: NA Estimated Start Date: 07/01/2017 Estimated Completion Date: 06/30/2019 Appropriations by Fiscal Year 2015-16 $0 2016-17 $0 2017-18 $2,670,000 2018-19 $0 230 2019-20 $0 Total 5 Year $2,670,000 Storm Drain Improvements Project Description Estimated 2015-16 Project Costs This project entails 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. This year upgrades were made to many catch basins throughout the city including Hardy and University Drive catch basins, and several other catch basins throughout the City. Next year there are several projects including the Tempe Town Lake storm drain bypass storm drain ($600,000) and various other smaller replacements and rehabilitations throughout the city based upon current asset inventory, field observation and inspection. This project purpose and need is to relieve or eliminate localized flooding problems to residents/motorist/all users of Tempe streets and provides for the construction of storm drain network extensions and improvements. The City of Tempe maintains over 80 major storm drain retention basins, over 103 miles of storm drain pipes, over 1,600 catch basins and storm drain manholes, and many other related structures. 2015-16 Source of Funds 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 $884,392 Geotech / Material Testing $2,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Capital Projects Fund Balance $644,392 General Obligation Bonds $300,000 $0 Total $944,392 Project Number: 5899971 Estimated Start Date: Estimated Completion Date: 07/01/2015 Ongoing Appropriations by Fiscal Year 2015-16 $944,392 2016-17 2017-18 2018-19 $300,000 $300,000 $300,000 231 2019-20 $300,000 Total 5 Year $2,144,392 City of Tempe 2015-16 Annual Budget  Park Improvements / Recreation Program CIP Projects Project Name and Number Funding Source(s) Capital Budget New 2015-16 Re-appropriations Appropriation 2015-16 Total Appropriation Additional Projected Needs 2016-17 2017-18 2018-19 Total 5-Year Program 2019-20 Community Services Aquatics (Swimming Pool) Infrastructure & General Obligation Bonds Equipment Replacement: 6304999 G.O. Bonds Election Required 321,279 321,279 704,198 704,198 1,025,477 1,025,477 1,822,600 1,822,600 369,000 369,000 681,000 681,000 - 1,025,477 2,872,600 3,898,077 - - - - 250,000 - - 250,000 Project Total 120,065 120,065 47,500 175,000 222,500 47,500 295,065 342,565 47,500 175,000 222,500 47,500 175,000 222,500 47,500 175,000 222,500 47,500 175,000 222,500 237,500 295,065 700,000 1,232,565 General Obligation Bonds 158,528 - 158,528 - - - - 158,528 - - - 192,000 TBD 192,000 1,800,000 TBD 1,800,000 - - 1,992,000 TBD 1,992,000 215,000 25,000 240,000 - 215,000 25,000 240,000 230,000 230,000 - - - 215,000 25,000 230,000 470,000 839,872 926,698 1,766,570 2,467,100 2,641,500 903,500 222,500 8,001,170 107,041 107,041 736,000 736,000 843,041 843,041 120,000 120,000 1,404,000 1,404,000 60,000 60,000 823,000 823,000 843,041 2,407,000 3,250,041 199,548 80,000 279,548 - 199,548 80,000 279,548 188,181 188,181 98,345 98,345 101,296 101,296 - 199,548 80,000 387,822 667,370 - - 597,960 - - - 597,960 Project Total Clark Park Swimming Pool Renovation: NA G.O. Bonds Election Required Diablo Stadium Capital Replacement & Reinvestment: 6303009 Kiwanis Recreation Center Electric Infrastructure Replacement: 6305979 McClintock Pool Community Center: NA Diablo Stadium Revenue General Obligation Bonds G.O. Bonds Election Required G.O. Bonds Election Required Development Impact Fees Project Total Tempe Beach Park Playground Modification: 6506931 Capital Projects Fund Balance General Obligation Bonds G.O. Bonds Election Required Project Total Community Services Total Public Works Athletic Field Lighting System Replacement: 6303089 General Obligation Bonds G.O. Bonds Election Required Project Total Ballfield Infield Renovation: 6305969 Capital Projects Fund Balance General Obligation Bonds G.O. Bonds Election Required Project Total Diablo Main Stadium Field Renovation: NA G.O. Bonds Election Required - 232 City of Tempe 2015-16 Annual Budget 2015-16 CIP Projects - Park Improvements / Recreation Program (continued) Project Name and Number Funding Source(s) Capital Budget New 2015-16 Re-appropriations Appropriation 2015-16 Total Appropriation Additional Projected Needs 2016-17 2017-18 2018-19 Total 5-Year Program 2019-20 Capital Projects Fund Balance 73,987 - 73,987 - - - - 73,987 Indian Bend Wash Repair and Renovation: G.O. Bonds Election Required NA - - - 95,000 65,000 65,000 65,000 290,000 701,374 350,000 1,051,374 - 701,374 350,000 1,051,374 - - - - 701,374 350,000 1,051,374 129,463 129,463 88,000 88,000 217,463 217,463 35,500 35,500 15,000 15,000 8,500 8,500 25,500 25,500 217,463 84,500 301,963 - 6,000,000 6,000,000 - - - - 6,000,000 369,942 369,942 439,250 439,250 809,192 809,192 441,250 441,250 391,750 391,750 250,000 250,000 250,000 250,000 809,192 1,333,000 2,142,192 - 10,000 10,000 10,000 10,000 188,000 188,000 1,423,000 1,423,000 - - 10,000 1,611,000 1,621,000 232,671 232,671 75,000 75,000 307,671 307,671 77,250 77,250 79,568 79,568 81,955 81,955 84,413 84,413 307,671 323,186 630,857 152,386 152,386 405,000 405,000 557,386 557,386 942,000 942,000 942,000 942,000 629,000 629,000 629,000 629,000 557,386 3,142,000 3,699,386 277,261 277,261 436,348 436,348 713,609 713,609 205,000 205,000 400,000 400,000 - 5,000 5,000 713,609 610,000 1,323,609 I-10 Pit Engineering Study: 6307117 Kiwanis Park Fiesta Playground: 6306809 Capital Projects Fund Balance General Obligation Bonds Project Total Park Concrete & Sports Court Replacement & Renovation: 6305119 General Obligation Bonds G.O. Bonds Election Required Project Total Park Improvements - Contingency Fund: 6307299 Park Infrastructure / Equipment Replacement: 6399829 Cash General Obligation Bonds G.O. Bonds Election Required Project Total Park Lake Improvements: 6307629 Capital Improvements Reserve G.O. Bonds Election Required Project Total Park Lighting System Replacement & Renovation: 6305489 General Obligation Bonds G.O. Bonds Election Required Project Total Park Playground Infrastructure & Equipment Replacement & Renovation: 6305499 General Obligation Bonds G.O. Bonds Election Required Project Total Park Ramadas Replacement: 6307639 General Obligation Bonds G.O. Bonds Election Required Project Total 233 City of Tempe 2015-16 Annual Budget  2015-16 CIP Projects - Park Improvements / Recreation Program (continued) Project Name and Number Park Restrooms Renovation / Replacement: 6307649 Funding Source(s) General Obligation Bonds G.O. Bonds Election Required Capital Budget New 2015-16 Re-appropriations Appropriation 2015-16 Total Appropriation Additional Projected Needs 2016-17 2017-18 2018-19 Total 5-Year Program 2019-20 499,624 499,624 - 499,624 499,624 30,000 30,000 290,000 290,000 854,000 854,000 65,000 65,000 499,624 1,239,000 1,738,624 65,000 65,000 75,000 75,000 65,000 75,000 140,000 150,000 150,000 150,000 150,000 150,000 150,000 150,000 150,000 65,000 75,000 600,000 740,000 Project Total - 53,000 53,000 53,000 53,000 150,000 150,000 50,000 50,000 - - 53,000 200,000 253,000 Grants - 500,000 500,000 - - - - 500,000 70,522 70,522 42,645 42,645 113,167 113,167 162,355 162,355 70,000 70,000 50,000 50,000 - 113,167 282,355 395,522 23,174 23,174 - 23,174 23,174 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 23,174 100,000 123,174 3,184 3,184 - 3,184 3,184 25,000 25,000 55,000 55,000 20,000 20,000 25,000 25,000 3,184 125,000 128,184 Capital Projects Fund Balance 18,068 - 18,068 - - - - 18,068 Capital Improvements Reserve Debt Service Fund General Obligation Bonds 31,408,442 31,408,442 2,700,000 2,000,000 4,700,000 2,700,000 2,000,000 31,408,442 36,108,442 - - - - 2,700,000 2,000,000 31,408,442 36,108,442 Public Works Total 34,761,687 13,560,243 48,321,930 3,432,496 5,458,663 2,294,751 2,146,913 61,654,753 Park Improvements / Recreation Program Total 35,601,559 14,486,941 50,088,500 5,899,596 8,100,163 3,198,251 2,369,413 69,655,923 Project Total Parks & Recreation Emergency Repairs: 6305989 Capital Projects Fund Balance General Obligation Bonds G.O. Bonds Election Required Project Total Parks Electrical Repair: 6307659 Parks Grant Contingency: 6309863 Parks Living Infrastructure and Irrigation Systems: 6305999 General Obligation Bonds G.O. Bonds Election Required General Obligation Bonds G.O. Bonds Election Required Project Total Skate Park Structural Repairs: 6302629 General Obligation Bonds G.O. Bonds Election Required Project Total Sports Facility Relamping: 6306938 Capital Projects Fund Balance G.O. Bonds Election Required Project Total Tischler Bise Development Impact Fee Study: 6399827 Town Lake Dam Replacement: 6504229 Project Total 234 Aquatics (Swimming Pool) Infrastructure & Equipment Replacement Project Description Estimated 2015-16 Project Costs This project encompasses the on-going replacement and renovation of the City’s existing aquatics facilities. This project consists of the following improvements to City of Tempe aquatics facilities in fiscal year 2015-16: Legal / Administration •Replacement of Electrical Service Entrance Section (SES) in Pool Electrical room for Escalante and McClintock pool $165,000 •Replacement of filters at Escalante and McClintock Pools $124,200 •Addition of ultra violet at McClintock Pool and Escalante Pool $100,000 •Kiwanis Recreation Center Indoor Pool lighting system $86,998.00 •Replacement of grating on the side of the bulkhead for safety (MCC) $60,000 •Replacement of chlorinators at Kiwanis, Escalante and McClintock Pools $30,000 •Slide pump & Feature pump at Escalante $15,000 •Replacement of pool lanes at Escalante Pool $8,000 Permit Fees $20,000 Design and Engineering $71,000 $6,000 Land Acquisition $0 Survey / Staking $6,000 Construction Management $6,000 Furnishings / Equipment $0 Construction / Improvement $910,477 Geotech / Material Testing 2015-16 Source of Funds $6,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs General Obligation Bonds $0 Total $1,025,477 $1,025,477 Project Number: 6304999 Estimated Start Date: Estimated Completion Date: 07/01/2014 06/30/2019 Appropriations by Fiscal Year 2015-16 2016-17 $1,025,477 $1,822,600 2017-18 2018-19 $369,000 $681,000 2019-20 Total 5 Year $0 $3,898,077 Clark Park Swimming Pool Renovation Project Description Estimated 2015-16 Project Costs This project will renovate the existing 39-year-old swimming pool and replace the existing aged recreation center with a new building connected to the pool. These funds will be used for a feasibility/ Master Plan study. Legal / Administration $0 Land Acquisition $0 Clark swimming pool is 39 years old and the entire structure is at the end of its useful cycle. (In 2013 the Clark pool was partially demolished and converted for neighborhood use as a community garden until such time as a new pool can be constructed.) Major reconstruction and renovation must be performed to restore this facility so it can be used by the residents as a pool again. The project will replace the existing recreation center and bath house (both in poor condition) with a single multi-use building. Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 During the years Clark pool has been open, municipal swimming pool design and construction has changed dramatically. Rectangle swimming pools with racing lanes and a diving board no longer make for a successful, well-attended pool. Modern facilities boast water slides, water play structures, shaded areas, variable depth water levels, concessions and water toys. Construction / Improvement $0 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $0 Total $0 2015-16 Source of Funds NA Project Number: NA Estimated Start Date: 07/01/2018 Estimated Completion Date: 04/30/2019 Appropriations by Fiscal Year 2015-16 $0 2016-17 $0 2017-18 $250,000 2018-19 $0 235 2019-20 $0 Total 5 Year $250,000 Diablo Stadium Capital Replacement & Reinvestment Project Description Estimated 2015-16 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 Angels-identified Stadium and Diablo Complex capital needs on an annual basis. This project will consist of the following five year program of improvements at Diablo Stadium: 2015-16 Stadium dugout floor replacement ($12,000); Angels’ offices carpet replacement ($15,000); Minor League clubhouse floor re-seal ($4,000); East and West parking lot resurfacing and repair ($60,000); Stadium bowl concrete repair ($40,000); Minor League scoreboard for field #4, ($30,000); Angels requests ($61,500). 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 resurface. 2018-19 Minor League complex Mondo flooring replacement . 2019-20 Stadium weight room floor repair and Stadium Mondo flooring replacement. 2015-16 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 $342,565 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Diablo Stadium Revenue $47,500 Geberal Obligation Bonds $295,065 $0 Total $342,565 Project Number: 6303009 Estimated Start Date: Estimated Completion Date: Ongoing Ongoing Appropriations by Fiscal Year 2015-16 $342,565 2016-17 2017-18 2018-19 $222,500 $222,500 $222,500 2019-20 Total 5 Year $222,500 $1,232,565 Kiwanis Recreation Center Electric Infrastructure Replacement Project Description Estimated 2015-16 Project Costs This project includes the replacement of the electrical Service Entrance Section (SES) infrastructure at the Kiwanis Recreation Center, the tennis center, and wave pool. The high use demand continues to stress the electrical infrastructure of the facility. Due to the delay of design plans, the city was not able to complete this project within fiscal year 14-15. The tennis SES project will move to fiscal year 15/16. The high use demand continues to stress the electrical infrastructure of the facility. Legal / Administration $0 Land Acquisition $0 Permit Fees $1,000 Design and Engineering $5,000 Survey / Staking $0 Construction Management $3,000 Furnishings / Equipment $0 Construction / Improvement 2015-16 Source of Funds $149,528 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs General Obligation Bonds $158,528 $0 Total $158,528 Project Number: 6305979 Estimated Start Date: 07/01/2013 Estimated Completion Date: 06/30/2016 Appropriations by Fiscal Year 2015-16 $158,528 2016-17 $0 2017-18 $0 2018-19 $0 236 2019-20 $0 Total 5 Year $158,528 McClintock Pool Community Center Project Description Estimated 2015-16 Project Costs This project will replace the current bath house, which is in disrepair, by building a new community center with multipurpose space and other amenities (i.e., showers, restrooms, lobby). This facility should be completed in order to open McClintock Pool to the public. The project is at the conceptual stage. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 The new facility will offer multipurpose space and amenities that can be used by individuals, groups, private events and recreation class programming. Class programming could include fitness, arts, meeting space and other organized usage. The new facility will respond to immediate and future anticipated use demands. Design and Engineering $0 The community center would provide new opportunities to program activities for the residents. Currently, with limited community center space, the city cannot meet requested programming needs due to space availability and constraints. The city is not able to meet requests from residents to reserve space for their own activities. 2015-16 Source of Funds NA 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: 01/02/2016 05/30/2018 Appropriations by Fiscal Year 2015-16 $0 2016-17 2017-18 $192,000 $1,800,000 2018-19 2019-20 $0 Total 5 Year $0 $1,992,000 Tempe Beach Park Playground Modification Project Description Estimated 2015-16 Project Costs The project addresses equipment and safety concerns including: - Replacement of filtration/circulation system - Demolition & re-grading of the elevated play area Legal / Administration $0 Land Acquisition $0 This three year project encompasses the following: FY 14/15-Updating the playground equipment pump room. Permit Fees $0 Design and Engineering $0 FY 15/16-Removal of the elevated play structure i.e. demolition of the water fall, slide and fall height hill ($125,700). The addition of a new concrete deck where the play structure stood. Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 FY 16/17 - Replacing water play features that were removed for safety, enhancing current and future shade elements $183,000. 2015-16 Source of Funds Construction / Improvement $240,000 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Capital Projects Fund Balance $215,000 General Obligation Bonds $25,000 $0 Total $240,000 Project Number: 6506931 Estimated Start Date: 07/01/2013 Estimated Completion Date: 06/30/2017 Appropriations by Fiscal Year 2015-16 $240,000 2016-17 $230,000 2017-18 $0 2018-19 $0 237 2019-20 $0 Total 5 Year $470,000 Athletic Field Lighting System Replacement Project Description Estimated 2015-16 Project Costs In FY 2014-15 the Benedict Sports Complex lights were installed and the design for the Kiwanis Recreation Center Tennis Courts was completed. Below are planned field lighting replacements. Legal / Administration Land Acquisition $0 • 2015-16: Kiwanis Recreation Center Tennis Courts ($740,000) • 2016-17: Complete lighting system design for the 2017-18 Daley Park Ball fields ($60,000); and for the 2018-19 soccer fields at Svob, Stroud, and Corbell ($60,000) • 2017-18: Complete Lighting system construction for Daley Park ball fields($675,000); and Svob, Stroud and Corbell soccer fields ($735,000) • 2018-19: Project Design for the 2019-20 soccer fields at Estrada, Hanger, and Harelson ($60,000) • 2019-20: Complete lighting construction for soccer fields at Estrada, Hanger, and Harelson (735,000+) Permit Fees $0 $7,000 Design and Engineering $107,041 Survey / Staking $7,000 Construction Management $47,000 Furnishings / Equipment $0 Construction / Improvement 2015-16 Source of Funds $675,000 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs General Obligation Bonds $0 Total $843,041 $843,041 Project Number: 6303089 Estimated Start Date: Estimated Completion Date: 07/01/2008 Ongoing Appropriations by Fiscal Year 2015-16 $843,041 2016-17 2017-18 2018-19 $120,000 $1,404,000 $60,000 2019-20 Total 5 Year $823,000 $3,250,041 Ballfield Infield Renovation Project Description Estimated 2015-16 Project Costs The city has 20 softball and baseball fields (excluding Diablo Stadium) with infields and warning tracks that 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 level, spike, roll and replace it with a product that is dust free and requires minimal 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 Daley Park softball fields were completed in FY 2014/15 in combination with funds from an Indian Gaming grant. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 This project will 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. The estimated cost per field is $45,000. In 2016-17 the softball fields at Kiwanis Park and Jaycee Park will be renovated. Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 2015-16 Source of Funds Construction / Improvement $279,548 Other Project Costs Capital Projects Fund Balance $199,548 General Obligation Bonds $80,000 $0 Total $279,548 Project Number: 6305969 Estimated Start Date: 07/01/2015 Estimated Completion Date: Ongoing Appropriations by Fiscal Year 2015-16 $279,548 2016-17 2017-18 2018-19 $188,181 $98,345 $101,296 238 2019-20 $0 Total 5 Year $667,370 Diablo Main Stadium Field Renovation Project Description Estimated 2015-16 Project Costs The main stadium field was constructed in 1998. This project will remove the buildup of organic matter in the soil, and replace the soil substrate with USGA sand to provide an adequate playing surface and drainage. Additionally the project will replace the aging irrigation system, redo the skinned area, replace the warning track and replace the turf. Ideally fields need to be reconditioned every 10 years. The field is approximately 100,000 square feet. 2015-16 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 12/31/2015 Appropriations by Fiscal Year 2015-16 $0 2016-17 $597,960 2017-18 $0 2018-19 2019-20 $0 Total 5 Year $0 $597,960 I-10 Pit Engineering Study Project Description Estimated 2015-16 Project Costs This project is a feasibility study for the Tempe Basin "Pit" located along the east side of the I-10, north side of Knox Road. The project effort is to understand the parks and recreational amenity options within this retention basin. The study is in progress and expected to be completed in fourth quarter of 2014/15. The project deliverables will include an inventory of existing public park programs and amenities in adjacent communities, a suitability analysis of the site and compatibility with a variety of active and passive recreational uses. 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. In exchange for the use of the property, the city agrees to maintain the pit in good condition. 2015-16 Source of Funds Capital Projects Fund Balance $73,987 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 $73,987 Total $73,987 Project Number: 6307117 Estimated Start Date: 07/01/2014 Estimated Completion Date: 07/01/2015 Appropriations by Fiscal Year 2015-16 $73,987 2016-17 $0 2017-18 $0 2018-19 $0 239 2019-20 $0 Total 5 Year $73,987 Indian Bend Wash Repair and Renovation Project Description Estimated 2015-16 Project Costs The purpose of the Indian Bend Wash (IBW) System is to contain local flows and convey them efficiently through the cities of Scottsdale and Tempe and into the Salt River. The City of Tempe is required to provide maintenance of the IBW associated with the habitat improvements in accordance with an agreement with the Flood Control District (FCD) of Maricopa County. Each year the FCD inspects the Indian Bend Wash Outlet and provides a written inspection report to the city identifying needed repairs. These include removal of deep rooted and other woody vegetation within the riprap and restoration of levee per Flood Control District specifications. The cost estimate is based on a recent costs associated with the repair of a portion of the levee damaged by a broken irrigation main. This project will fund the ongoing repairs needed to fulfill the City's agreement to maintain the Indian Bend Wash, including issues such as repair of leaks and erosion; removal of deep rooted and other woody vegetation within the riprap and restoration of levee per Flood Control District specifications; back filling of tunnels created by wild life and cracks in the levee; repair of missing bricks and wall caps on floodwalls and removal of any debris that has the potential of limiting the flood control capacity of this reach of the wash. 2015-16 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: 07/01/2016 Ongoing Appropriations by Fiscal Year 2015-16 $0 2016-17 $95,000 2017-18 $65,000 2018-19 2019-20 $65,000 Total 5 Year $65,000 $290,000 Kiwanis Park Fiesta Playground Project Description Estimated 2015-16 Project Costs The scope of this project is to update the Fiesta Playground at Kiwanis Community Park with new playground equipment (including slides and swings) for both tots and older children, provide additional and upgraded lighting, new ADA pathway and surface treatments and shade structures for the area. The project has completed construction documents and will commence construction in spring 2014. The project design included outreach to the neighborhood and the nearest elementary school. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 The purpose and need of this project is to upgrade and improve a playground area in a regional park that has not had improvements since it was built in the 1970's. This playground area is utilized by the area residents, adjacent school, and other Kiwanis Park visitors. This project will make current the park / playground with all ADA requirements, public safety requirements, lighting standards and provide shade where there was none before. Survey / Staking $0 Construction Management $0 2015-16 Source of Funds Furnishings / Equipment $706,801 Construction / Improvement $344,573 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Capital Projects Fund Balance $701,374 General Obligation Bonds $350,000 $0 Total $1,051,374 Project Number: 6306809 Estimated Start Date: 07/01/2014 Estimated Completion Date: 06/30/2016 Appropriations by Fiscal Year 2015-16 $1,051,374 2016-17 $0 2017-18 $0 2018-19 $0 240 2019-20 $0 Total 5 Year $1,051,374 Park Concrete & Sports Court Replacement & Renovation Project Description Estimated 2015-16 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 or resurfacing of park basketball courts, the resurfacing of tennis courts, and the resurfacing of asphalt walkways and plazas. In fiscal years 2015-16 and 2016-17, the project will consist of the following planned program of resurfacing and replacement of basketball courts, tennis courts, walkways and plazas in Tempe's parks: 2015-16: • Basketball resurface at Creamery, Hanger, Harelson, and Kiwanis Park Romero (2), Kiwanis Park Fiesta, Meyer $63,000 • Path resurface at Meyer - $10,000 • Tennis Court resurface at Indian Bend (2 courts) - $15,000 2016-17: • Basketball resurface at Redden (2), Hollis ($25,500) • Sidewalk/path at Selleh ($10,000) 2015-16 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 $217,463 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs General Obligation Bonds $217,463 $0 Total $217,463 Project Number: 6305119 Estimated Start Date: Estimated Completion Date: 07/01/2012 Ongoing Appropriations by Fiscal Year 2015-16 $217,463 2016-17 $35,500 2017-18 $15,000 2018-19 $8,500 2019-20 Total 5 Year $25,500 $301,963 Park Improvements - Contingency Fund Project Description Estimated 2015-16 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 2015-16 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 condition ratings 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 2015-16 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: 6307299 Estimated Start Date: Ongoing Estimated Completion Date: Ongoing Appropriations by Fiscal Year 2015-16 $6,000,000 2016-17 $0 2017-18 $0 2018-19 $0 241 2019-20 $0 Total 5 Year $6,000,000 Park Infrastructure / Equipment Replacement Project Description Estimated 2015-16 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. Beginning in 2015-16, this project will also fund the replacement of mortar sand currently used as the safety surfacing in 30 existing playgrounds in Tempe parks. Playground sand (USGA bunker sand) will replace the current mortar sand as follows. 5 parks (FY16); 15 parks (FY17); 10 parks (FY18). On this schedule, all the parks will be brought up to safety surfacing standards in 3 years. Also in 2015-16, $157,000 will be used to complete playground and shade structure lighting at Clark, Joyce, Optimist, Stroud, and Campbell parks. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 For 2015/16, the types of annual expected replacements include: Park & Picnic Equipment ($110,000); Backstops & Fencing ($80,000); Sports/ Play Equipment ($25,000); Safety Surfacing ($55,000); Signage ($15,000); Design ($25,000); Unplanned/ Emergency Replacements ($60,000); Replacement of mortar sand with playground sand ($91,750 for 10 parks). Construction / Improvement 2015-16 Source of Funds Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 $809,192 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs General Obligation Bonds $809,192 $0 Total $809,192 Project Number: 6399829 Estimated Start Date: Estimated Completion Date: Ongoing Ongoing Appropriations by Fiscal Year 2015-16 $809,192 2016-17 2017-18 2018-19 $441,250 $391,750 $250,000 2019-20 Total 5 Year $250,000 $2,142,192 Park Lake Improvements Project Description Estimated 2015-16 Project Costs City of Tempe maintains a park infrastructure system valued at $223.4 million covering nearly 1900 acres in 48 parks. 75% of City parks are over 20 years old and due to financial conditions have had a limited amount of re-investment; in recent years using a “run to fail” asset management system addressing the most significant safety concerns. Within the 6 parks (Hallman Park, Selleh Park, Kiwanis Park, Papago South, Indian Bend Habitat Ponds, Tempe Town Lake) that house lakes, Tempe maintains the lake edge, boating infrastructure and requires periodic dredging of the lakes. Erosion of the lake edge results in an unstable ground surrounding the water. The Papago South Park project will reconstruct the eroded lake edge and prevent further erosion. The Papago Park project in 2015-16 will design the renovation of the lake edge and walkway that have deteriorated over time. The following projects will be completed: 2015-16 Papago Park Lake edge design ($10,000); 2016-17 Complete Papago Park Lake edge repair ($85,000) and Selleh Park Lake edge repair ($103,000); 2017-18 Complete design and begin construction of the 35+ year old concrete Kiwanis Lake edge, walkways and fishing pier repair ($1,423,000). 2015-16 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 $0 Construction / Improvement $0 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Capital Improvements Reserve $10,000 $0 Total $10,000 Project Number: 6307629 Estimated Start Date: 07/01/2015 Estimated Completion Date: Ongoing Appropriations by Fiscal Year 2015-16 2016-17 2017-18 $10,000 $188,000 $1,423,000 2018-19 $0 242 2019-20 $0 Total 5 Year $1,621,000 Park Lighting System Replacement & Renovation Project Description Estimated 2015-16 Project Costs This project provides for the continued funding of a regular relamping program for park area and security lighting systems. It establishes a regular cycle of relamping light fixtures in city parks. There are 928 light poles providing area/security lighting in city parks with an approximate life cycle for the lamps of 5 years. Note that this is different from the very specialized sports field lighting in a different CIP. This project will proactively relamp area lights in 10 parks each year (about 100 lights) based on the condition assessment matrix. This will be an on-going asset management project. By relamping the area lighting in an entire park on a proactive basis, the number of call outs for replacing individual lamps on an as-needed basis is reduced. Also, establishing a regular cycle of relamping ensures that the lighting levels are maintained in compliance with City and I.E.S. (Illuminating Engineering Society) guidelines and standards. 2015-16 Source of Funds Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $307,671 Construction / Improvement $0 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs General Obligation Bonds $307,671 $0 Total $307,671 Project Number: 6305489 Estimated Start Date: Estimated Completion Date: 07/01/2012 Ongoing Appropriations by Fiscal Year 2015-16 $307,671 2016-17 $77,250 2017-18 $79,568 2018-19 $81,955 2019-20 Total 5 Year $84,413 $630,857 Park Playground Infrastructure & Equipment Replacement & Renovation Project Description Estimated 2015-16 Project Costs This is an ongoing project to provide for the complete replacement of all equipment and safety surfacing in an average of two park playgrounds per year. It would provide for bringing each playground into compliance with current Consumer Products Safety Commission (CPSC), American Society for Testing and Materials, (ASTM) and American with Disabilities Act (ADA) guidelines, standards and law. This project will consist of the following five year playground replacement program in Tempe's parks: 2015-16: Scudder ($345,000), Alegre ($60,000); 2016-17: Svob, Selleh, Dwight; 2017-18: Petersen, Celaya, Palmer; 2018-19: Daumler, Ehrhardt; 2019-20: Tempe Women's Club, Arredondo. A complete playground replacement includes the following components: Playground equipment ($80,000), shade structure ($25,000), ADA accessible path ($25,000), playground and path lighting ($125,000), safety surfacing ($50,000), replacement site furnishings ($10,000 - such as benches, picnic tables, trash receptacles, and grills), and irrigation adjustments due to new layout. Specific parks may be more or less depending on complexity of the site and needed replacements. 2015-16 Source of Funds General Obligation Bonds $557,386 Legal / Administration $3,000 Land Acquisition $0 $8,000 Permit Fees Design and Engineering $31,000 Survey / Staking $3,000 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement $361,224 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $151,162 Total $557,386 Project Number: 6305499 Estimated Start Date: 07/01/2012 Estimated Completion Date: Ongoing Appropriations by Fiscal Year 2015-16 $557,386 2016-17 2017-18 2018-19 $942,000 $942,000 $629,000 243 2019-20 $629,000 Total 5 Year $3,699,386 Park Ramadas Replacement Project Description Estimated 2015-16 Project Costs Within each park, Tempe maintains park structures including over 50 ramadas. Park ramadas with metal roofs and masonry columns have an expected life of 30+ years. This CIP will replace/renovate the following ramadas to ensure they are safe, accessible and in good working condition: Legal / Administration Permit Fees $11,000 2015-16: 2016-17: 2017-18: 2019-20: Design and Engineering $18,000 Daley (3 ramadas) Clark; Standard ramada design update ($5,000 - 3 year renewal required) Papago; Kiwanis (Fishing) Standard ramada design update ($5,000 – 3 year renewal required) $4,000 Land Acquisition $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement 2015-16 Source of Funds $643,941 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs General Obligation Bonds $713,609 $36,668 Total $713,609 Project Number: 6307639 Estimated Start Date: Estimated Completion Date: 07/01/2015 Ongoing Appropriations by Fiscal Year 2015-16 $713,609 2016-17 2017-18 $205,000 $400,000 2018-19 $0 2019-20 Total 5 Year $5,000 $1,323,609 Park Restrooms Renovation / Replacement Project Description Estimated 2015-16 Project Costs Within each park, Tempe maintains park structures including 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. The construction of the Kiwanis Park restroom began in FY2014/15. This CIP will replace/renovate restrooms to ensure they are safe, accessible and in good working condition: 2015-16: Finish Kiwanis Park ballfield restroom construction; 2016-17: Daley Park restroom design ($30,000) 2017-18: Daley Park restroom construction- 4 unit structure ($200,000). Benedict restroom design ($90,000) 2018-19: Benedict restroom construction ($854,000) 2019-20: Design and construct small neighbor park restrooms (Hanger and Indian Bend Park) 2015-16 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 $499,624 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs General Obligation Bonds $499,624 $0 Total $499,624 Project Number: 6307649 Estimated Start Date: 07/01/2013 Estimated Completion Date: Ongoing Appropriations by Fiscal Year 2015-16 $499,624 2016-17 2017-18 2018-19 $30,000 $290,000 $854,000 244 2019-20 $65,000 Total 5 Year $1,738,624 Parks & Recreation Emergency Repairs Project Description Estimated 2015-16 Project Costs This project creates 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. In 2014-15, emergency repairs included flooding of the Kiwanis batting cages, and replacement of stolen copper wire from light poles at Rio Salado park. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Each year due to the age of our facilities, weather, and other unforeseen incidences, there are unscheduled infrastructure failures requiring repair. Even with a program of regular infrastructure replacements there will be some failure(s) or demands which cannot wait for their scheduled replacement. Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement 2015-16 Source of Funds $140,000 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Capital Projects Fund Balance $65,000 General Obligation Bonds $75,000 $0 Total $140,000 Project Number: 6305989 Estimated Start Date: Estimated Completion Date: 07/01/2013 Ongoing Appropriations by Fiscal Year 2015-16 $140,000 2016-17 2017-18 2018-19 $150,000 $150,000 $150,000 2019-20 Total 5 Year $150,000 $740,000 Parks Electrical Repair Project Description Estimated 2015-16 Project Costs There are over 1,500 lights in the park system (security, sports courts, and sports field lights) An AFC Flash study of the electrical systems in all the city parks was completed in FY 14/15. The study reviewed switchboards, panel boards, industrial control panels, meter socket enclosures and motor control centers. The consultant made recommendations on what work needs to be done to meet NFPA 70E standard. Staff has prioritized the recommendations and will begin repairs and replacing electrical systems. 2015-16 Source of Funds Legal / Administration $0 Land Acquisition $0 $1,000 Permit Fees Design and Engineering $52,000 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 $53,000 $0 Total $53,000 Project Number: 6307659 Estimated Start Date: 07/01/2015 Estimated Completion Date: 06/30/2018 Appropriations by Fiscal Year 2015-16 2016-17 2017-18 $53,000 $150,000 $50,000 2018-19 $0 245 2019-20 $0 Total 5 Year $253,000 Parks Grant Contingency Project Description Estimated 2015-16 Project Costs This project will create additional spending authority for park improvement-related grants that may become available during FY 2015-16. Potential grant funded projects include: •Improvements in parks and recreation centers located in CDBG-eligible census tracts •Implementation of elements of the Papago Park Master Plan •Community gardens and urban forest/tree planting •Priorities voiced by residents •Priorities voiced by Mayor and Council 2015-16 Source of Funds Grants $500,000 Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement $0 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $500,000 Total $500,000 Project Number: 6309863 Estimated Start Date: Estimated Completion Date: 07/01/2015 ongoing Appropriations by Fiscal Year 2015-16 2016-17 $500,000 $0 2017-18 $0 2018-19 $0 2019-20 Total 5 Year $0 $500,000 Parks Living Infrastructure and Irrigation Systems Project Description Estimated 2015-16 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. Irrigation infrastructure has a range of life cycle and fails incrementally instead of on a system wide basis. Also as technology improves we need to update systems in order to optimize water usage. 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 an additional 20 acres per year at various parks. 2015-16 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 $113,167 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs General Obligation Bonds $113,167 $0 Total $113,167 Project Number: 6305999 Estimated Start Date: 07/01/2015 Estimated Completion Date: Ongoing Appropriations by Fiscal Year 2015-16 $113,167 2016-17 2017-18 $162,355 $70,000 2018-19 $50,000 246 2019-20 $0 Total 5 Year $395,522 Skate Park Structural Repairs Project Description Estimated 2015-16 Project Costs This project provides for ongoing annual specialized capital repairs to the City’s three (3) skate parks. Repairs will include concrete, coping, grind edges, modular surface replacements, etc. In order to keep our skate parks in a safe condition for the users, damages need to be repaired on a timely basis. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement 2015-16 Source of Funds $23,174 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs General Obligation Bonds $0 Total $23,174 $23,174 Project Number: 6302629 Estimated Start Date: Estimated Completion Date: 07/01/2006 Ongoing Appropriations by Fiscal Year 2015-16 2016-17 $23,174 $25,000 2017-18 $25,000 2018-19 2019-20 $25,000 Total 5 Year $25,000 $123,174 Sports Facility Relamping Project Description Estimated 2015-16 Project Costs This project provides for the continued funding of a regular relamping program for our sports facilities' lighting systems. It establishes a regular cycle of relamping and cleaning of light fixtures at all softball/baseball fields, soccer fields, swimming pools and tennis courts. Without this project the light levels at these sports facilities declines. 2016-17: Papago Ballfield ($3,000); Diablo Soccer Field ($4,000); Mckemy Ballfields ($5,000); Corona High Tennis ($3,000); Escalante Pool ($1,500); Connolly Ballfields ($5,000); Tempe Beach Park Ballfield ($3,000); Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 2017-18: Tempe Sports Complex ($50,000); Harelson Tennis ($1,500); Indian Bend Tennis ($1,500) McClintock Pool ($1,500); Furnishings / Equipment Construction / Improvement $0 2018-19: Jaycee Ballfield ($4,000); Tempe High Tennis ($3,000); McClintock High Tennis ($3,000); Marcos de Niza Tennis ($3,000); Clark Pool ($2,000); Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 2019-20: Benedict Sports Complex ($20,000); Clark Ballfield ($3,000) 2015-16 Source of Funds $3,184 Other Project Costs Capital Projects Fund Balance $3,184 $0 Total $3,184 Project Number: 6306938 Estimated Start Date: Ongoing Estimated Completion Date: Ongoing Appropriations by Fiscal Year 2015-16 2016-17 $3,184 $25,000 2017-18 $55,000 2018-19 $20,000 247 2019-20 $25,000 Total 5 Year $128,184 Tischler Bise Development Impact Fee Study Project Description Estimated 2015-16 Project Costs This study will create an Infrastructure Improvement Plan and development impact fee schedule for growth-related projects in the categories of Public Safety, Transportation, Parks, Streets and Community Centers. The study is expected to be completed in Fall 2015. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 This project is being undertaken to comply with Senate Bill 1525 related to development impact fees. Design and Engineering $0 2015-16 Source of Funds Capital Projects Fund Balance $18,068 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 $18,068 Total $18,068 Project Number: 6399827 Estimated Start Date: Estimated Completion Date: 01/01/2014 12/31/2015 Appropriations by Fiscal Year 2015-16 2016-17 $18,068 $0 2017-18 $0 2018-19 2019-20 $0 Total 5 Year $0 $18,068 Town Lake Dam Replacement Project Description Estimated 2015-16 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. In September 2013, the City Council approved the contract to design and fabricate steel gate assemblies and provide associated control and operating equipment. In November 2013, the City Council approved the contract for construction of the dam. Construction began in the first half of 2014 with partial design and permits. Several issues arose that resulted in the need for additional project funding. These included design modifications required to obtain county, state & federal permits, additional core drilling, weather related delays damage, additional testing related to permitting requirements, and adding in a project contingency for 2015 weather-related factors. The increased funding also includes funds for additional design if needed, post design construction management, testing and a previously unbudgeted project contingency of $2 million. Removal of the rubber dam is not included in this project and will be a separate funding request for a future project. 2015-16 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 $36,108,442 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Capital Improvements Reserve $2,700,000 Debt Service Fund $2,000,000 General Obligation Bonds $31,408,442 $0 Total $36,108,442 Project Number: 6504229 Estimated Start Date: 07/01/2011 Estimated Completion Date: 12/31/2015 Appropriations by Fiscal Year 2015-16 $36,108,442 2016-17 $0 2017-18 $0 2018-19 $0 248 2019-20 $0 Total 5 Year $36,108,442 City of Tempe 2015-16 Annual Budget General Governmental Program CIP Projects Project Name and Number Funding Source(s) Capital Budget New 2015-16 Re-appropriations Appropriation 2015-16 Total Appropriation Additional Projected Needs 2016-17 2017-18 2018-19 Total 5-Year Program 2019-20 City Manager Capital Projects Fund Balance 12,006 - 12,006 - - - - 12,006 Downtown Area Parking and City Facilities Capital Projects Fund Balance Space Optimization Study: 6707217 120,000 - 120,000 - - - - 120,000 City Manager Total 132,006 - 132,006 - - - - 132,006 33,501 33,501 40,000 40,000 33,501 40,000 73,501 - - - - 33,501 40,000 73,501 6,000 - 6,000 - - - - 6,000 39,501 40,000 79,501 - - - - 79,501 569,733 569,733 684,400 218,600 903,000 1,254,133 218,600 1,472,733 - - - - 1,254,133 218,600 1,472,733 - 192,650 192,650 210,951 291,367 - - 694,968 200,000 - 200,000 - - - - 200,000 769,733 1,095,650 1,865,383 210,951 291,367 - - 2,367,701 Capital Improvements Reserve - 138,704 138,704 - - - - 138,704 G.O. Bonds Election Required - - - - 555,349 392,775 392,775 1,340,899 Capital Projects Fund Balance General Obligation Bonds G.O. Bonds Election Required Transit Fund Water / Wastewater Fund 46,647 46,647 340,180 23,710 363,890 46,647 340,180 23,710 410,537 253,990 23,710 277,700 477,480 477,480 170,240 77,280 247,520 358,940 12,320 43,550 414,810 46,647 340,180 1,260,650 59,740 120,830 1,828,047 Call Center CRM System: 6704109 Community Development City Hall Parking Garage: 6702979 Capital Projects Fund Balance General Obligation Bonds Project Total Eisendrath House: 6703479 Capital Projects Fund Balance Community Development Total Community Services Municipal Arts Program: 6699799 Municipal Arts Fund Water / Wastewater Fund Project Total Tempe Center for the Arts Asset Restoration: 6707559 Performing Arts Fund Tempe Public Library RFID Conversion: 6706029 General Obligation Bonds Community Services Total Internal Audit Contract Management System: 6707569 Internal Services Core Network Replacement: NA Desktop Technology Refresh - Green Initiative: 6707229 Project Total 249 City of Tempe 2015-16 Annual Budget  2015-16 CIP Projects - General Governmental Program (continued) Project Name and Number Funding Source(s) Capital Budget New 2015-16 Re-appropriations Appropriation 2015-16 Total Appropriation Additional Projected Needs 2016-17 2017-18 2018-19 Total 5-Year Program 2019-20 Electronic Records Management and Reporting: 6707579 Capital Improvements Reserve - 35,000 35,000 - - - - 35,000 Enterprise Network File Storage and Archival: 6709239 General Obligation Bonds - 191,211 191,211 - - - - 191,211 46,647 590,101 636,748 277,700 1,032,829 640,295 807,585 3,395,157 12,812 12,812 59,500 59,500 12,812 59,500 72,312 27,350 27,350 16,700 16,700 2,200 2,200 - 12,812 105,750 118,562 248,539 30,000 278,539 - 248,539 30,000 278,539 278,000 278,000 - - - 248,539 30,000 278,000 556,539 Internal Services Total Municipal Court Court Improvement Project - Court Technology: 6707289 Capital Projects Fund Balance Capital Improvements Reserve Project Total Public Works ADA Accessibility Survey and Transition Plan: 6706249 Capital Projects Fund Balance Transit Fund G.O. Bonds Election Required Project Total City Hall - Exterior Repair and Study: 6707589 General Obligation Bonds - 504,000 504,000 - - - - 504,000 City Hall HVAC Piping Replacement: 6705621 General Obligation Bonds 845,329 - 845,329 - - - - 845,329 City Hall Primary Electrical Service Entry: 6707239 General Obligation Bonds 682,420 - 682,420 - - - - 682,420 General Obligation Bonds G.O. Bonds Election Required 111,977 111,977 30,900 30,900 142,877 142,877 31,827 31,827 32,782 32,782 33,765 33,765 34,778 34,778 142,877 133,152 276,029 - 121,050 121,050 121,050 121,050 145,200 145,200 - - - 121,050 145,200 266,250 249,075 249,075 303,835 303,835 552,910 552,910 874,400 874,400 155,555 155,555 190,000 190,000 220,000 220,000 552,910 1,439,955 1,992,865 Downtown Infrastructure : 6704329 Project Total Drainage Improvements: 6707599 Capital Improvements Reserve G.O. Bonds Election Required Project Total Electrical Improvements: 6705159 General Obligation Bonds G.O. Bonds Election Required Project Total 250 City of Tempe 2015-16 Annual Budget 2015-16 CIP Projects - General Governmental Program (continued) Project Name and Number Emergency Capital Repair: 6799779 Funding Source(s) General Obligation Bonds G.O. Bonds Election Required Flooring Replacement Program: 6705199 Additional Projected Needs 2016-17 2017-18 2018-19 Total 5-Year Program 2019-20 197,000 197,000 438,818 438,818 185,000 185,000 150,000 150,000 100,000 100,000 100,000 100,000 438,818 535,000 973,818 75,898 75,898 197,675 197,675 75,898 197,675 273,573 172,340 172,340 123,050 123,050 50,000 50,000 75,000 75,000 75,898 197,675 420,390 693,963 Solid Waste Fund 172,000 - 172,000 - - - - 172,000 General Obligation Bonds G.O. Bonds Election Required 178,088 178,088 50,000 50,000 228,088 228,088 687,000 687,000 55,000 55,000 94,000 94,000 75,000 75,000 228,088 911,000 1,139,088 Capital Projects Fund Balance General Obligation Bonds G.O. Bonds Election Required Project Total Fleet Maintenance Improvements: 6705189 2015-16 Total Appropriation 241,818 241,818 Project Total Energy Conservation Program: 6705179 Capital Budget New 2015-16 Re-appropriations Appropriation Project Total Fuel Tank Replacements: NA G.O. Bonds Election Required - - - 308,000 - - - 308,000 Historic Properties: 6706809 General Obligation Bonds G.O. Bonds Election Required 50,842 50,842 - 50,842 50,842 87,000 87,000 60,000 60,000 55,000 55,000 45,000 45,000 50,842 247,000 297,842 744,572 130,421 874,993 191,900 191,900 744,572 322,321 1,066,893 1,065,100 1,065,100 465,000 465,000 812,500 812,500 918,500 918,500 744,572 322,321 3,261,100 4,327,993 526,491 526,491 - 526,491 526,491 775,000 775,000 630,000 630,000 475,000 475,000 150,000 150,000 526,491 2,030,000 2,556,491 - 87,000 87,000 87,000 87,000 795,000 795,000 200,000 200,000 200,000 200,000 210,000 210,000 87,000 1,405,000 1,492,000 100,000 65,000 165,000 - - - - 165,000 - 500,000 500,000 500,000 500,000 645,000 645,000 484,000 484,000 149,000 149,000 - 500,000 1,278,000 1,778,000 Project Total HVAC Replacements: 6706873 Capital Projects Fund Balance General Obligation Bonds G.O. Bonds Election Required Project Total Roof Replacement: 6702519 General Obligation Bonds G.O. Bonds Election Required Project Total Security Systems Replacement-Citywide: 6707609 General Obligation Bonds G.O. Bonds Election Required Project Total Tempe Center for the Arts Pool Resurfacing: 6707249 Tempe Public Library Complex Solar Project and Landscape Improvements: 6707619 Performing Arts Fund General Obligation Bonds G.O. Bonds Election Required Project Total 251 City of Tempe 2015-16 Annual Budget  2015-16 CIP Projects - General Governmental Program (continued) Project Name and Number Water Heater Replacement Program: 6705229 Funding Source(s) General Obligation Bonds G.O. Bonds Election Required Capital Budget New 2015-16 Re-appropriations Appropriation 2015-16 Total Appropriation Additional Projected Needs 2016-17 2017-18 2018-19 2019-20 Total 5-Year Program 71,885 71,885 - 71,885 71,885 27,900 27,900 25,500 25,500 15,000 15,000 7,000 7,000 71,885 75,400 147,285 Public Works Total 4,459,355 2,248,360 6,707,715 6,076,767 2,380,887 2,174,265 1,835,278 19,174,912 General Governmental Program Total 5,460,054 4,172,315 9,632,369 6,592,768 3,721,783 2,816,760 2,642,863 25,406,543 Project Total 252 Call Center CRM System Project Description Estimated 2015-16 Project Costs Tempe began operations of a Citizen Request Management (CRM/311) system in November 2010 with a pilot that included the Public Works Department and the City's general operator lines. This past fiscal year we added additional work groups, enhanced a web portal and grew Smart Phone services for residents. The next step is to continue to add work groups to build up to a citywide service, which may include additional integrations. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 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. Final elements to be added with remaining sums are call recording software and real-time call statistics display. 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 2015-16 Source of Funds $12,006 Other Project Costs Capital Projects Fund Balance $12,006 $0 Total $12,006 Project Number: 6704109 Estimated Start Date: Estimated Completion Date: 08/01/2010 Varies Appropriations by Fiscal Year 2015-16 $12,006 2016-17 $0 2017-18 $0 2018-19 $0 2019-20 Total 5 Year $0 $12,006 Downtown Area Parking and City Facilities Space Optimization Study Project Description Estimated 2015-16 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. The purpose of the study is to identify ways for the City of Tempe to offer the most efficient blend of parking options in the downtown area, and to most efficiently occupy facilities used for City service delivery. 2015-16 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: 07/01/2015 Estimated Completion Date: 06/30/2016 Appropriations by Fiscal Year 2015-16 $120,000 2016-17 $0 2017-18 $0 2018-19 $0 253 2019-20 $0 Total 5 Year $120,000 City Hall Parking Garage Project Description Estimated 2015-16 Project Costs The funds will be used to offer to a future tenant of the first floor of City Hall Garage (878 s.f. remaining leasable tenant space). The funds will be used by tenants to fund "hard cost" items only, such as: flooring, office cabinetry, demising walls, air conditioning vent/ductwork, fire protection sprinklers, etc. The funding will be needed until the tenant space is fully leased. We estimate a need to offer $25 per square foot to a future tenant to be applied towards the build-out of the remaining 878 s.f. on the first floor. 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 funds that are being requested within this Project Budget Request will be available as an incentive to sign a future tenant. Additionally, the appropriation is for funds that would need to be available in the event of an early termination of an existing lease (repairs to demising walls, patching and repainting, tile installation to the Garage exterior wall due to signage removal, etc.) 2015-16 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 $73,501 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Capital Projects Fund Balance $33,501 General Obligation Bonds $40,000 $0 Total $73,501 Project Number: 6702979 Estimated Start Date: Estimated Completion Date: 07/01/2014 06/30/2016 Appropriations by Fiscal Year 2015-16 2016-17 $73,501 $0 2017-18 $0 2018-19 $0 2019-20 Total 5 Year $0 $73,501 Eisendrath House Project Description Estimated 2015-16 Project Costs The purpose of this project is to Partner with 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. 2015-16 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 $6,000 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Capital Projects Fund Balance $6,000 $0 Total $6,000 Project Number: 6703479 Estimated Start Date: 07/01/2013 Estimated Completion Date: 12/31/2015 Appropriations by Fiscal Year 2015-16 $6,000 2016-17 $0 2017-18 $0 2018-19 $0 254 2019-20 $0 Total 5 Year $6,000 Municipal Arts Program Project Description Estimated 2015-16 Project Costs The purpose of this capital funding is to provide public art in spaces throughout the City and to fund community arts programs. The programs and projects funded help create an atmosphere in which the arts can flourish and inspire residents to recognize the arts as essential to the whole life of our community. The funds also support Tempe-based arts organizations, schools and artists through grant funding. To continue these initiatives anticipated expenses for these programs and projects for FY 15-16 are: IN FLUX Initiative Public Art ($14,000); platFORM Public Art at Hayden Flour Mill ($11,000); Completing Broadway Road Streetscape Public Art ($40,000); Completing El Paso Gas Line Path Public Art ($22,500); Public Art projects and staff ($298,500); Public Art Maintenance ($50,000); Grants to Tempebased arts organizations and schools ($175,000); Special projects including Tempe Symphony Orchestra, Songwriters' Showcase, Qtrly newsletter ($50,500); Gallery Exhibitions program ($35,000); Studio Artists Program ($40,000); Tempe Performing Arts Center equipment maintenance ($3,000); Tempe Center for the Arts performance series, associated expenses and consultant fees ($115,000); Community Initiative program including Tardeada, Ballet Under the Stars, and Music Under the Stars ($34,500); and Art Education classes ($14,000). 2015-16 Source of Funds Municipal Arts Fund $1,254,133 Water / Wastewater Fund $218,600 Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement $0 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $1,472,733 Total $1,472,733 Project Number: 6699799 Estimated Start Date: Estimated Completion Date: Ongoing Ongoing Appropriations by Fiscal Year 2015-16 $1,472,733 2016-17 $0 2017-18 $0 2018-19 2019-20 $0 Total 5 Year $0 $1,472,733 Tempe Center for the Arts Asset Restoration Project Description Estimated 2015-16 Project Costs A series of projects will address replacement of aging and worn furniture, specialized equipment and carpeting throughout the TCA. Items including theatrical control systems and consoles, guest furniture, artist-designed lobby carpeting, theatrical rigging system, theatrical dimming systems and audio production equipment will be refurbished or replaced. Projects will tentatively begin in FY2016 and continue through FY2018. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Having operated since September 2007 serving in excess of 165,000 guests each year, many customer comforts and essential integrated control systems are approaching the end of their useful life cycle. Upholstered furniture and the artistdesigned lobby carpet are beginning to show signs of irreparable wear. Theatrical dimming equipment and control consoles will be at the end of their typical useful life cycle by FY17. Without replacement of this specialized equipment, rental clients will no longer be able to utilize the Theater, Studio or Lakeside to full advantage. Limitations on available equipment will critically curtail the desire for clients to rent the TCA facilities, thus creating an overall detrimental effect on the city's ability to generate revenue from the facility. Likewise, the decline of quality of furniture will result in loss of revenue-producing business. Survey / Staking $0 Construction Management $0 2015-16 Source of Funds Furnishings / Equipment $192,650 Construction / Improvement $0 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Performing Arts Fund $192,650 $0 Total $192,650 Project Number: 6707559 Estimated Start Date: 01/01/2016 Estimated Completion Date: 06/30/2018 Appropriations by Fiscal Year 2015-16 $192,650 2016-17 2017-18 $210,951 $291,367 2018-19 $0 255 2019-20 $0 Total 5 Year $694,968 Tempe Public Library RFID Conversion Project Description Estimated 2015-16 Project Costs All library hard-copy library materials (books, CDs, DVDs, magazines, etc.) and new materials acquisitions will be migrated from the old bard code system to new RFID (Radio Frequency Identification) tags. The new RFID system will also include RFID pad readers at the self-check out machines and staff service points. RFID technology will improve materials circulation efficiency and security, simplify the customer experience, and allow for more robust inventory control. The Library's projected RFID conversion timeline has been delayed due to an extended RFP (request for proposal) process. RFID technology has developed into the standard platform for library materials handling. The recent adoption of NISO standards for library RFID installations makes this an advantageous time for the Tempe Public Library to update. Conversion to an RFID platform will position the Library to keep up with technological developments in the field, and be competitive with the region's other libraries, most of which have already migrated to RFID. 2015-16 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: Estimated Completion Date: 04/01/2015 01/04/2016 Appropriations by Fiscal Year 2015-16 $200,000 2016-17 $0 2017-18 $0 2018-19 $0 2019-20 Total 5 Year $0 $200,000 Contract Management System Project Description Estimated 2015-16 Project Costs This project will develop a citywide contract management system to replace the existing contract database that has become unsustainable and lacks sufficient controls and reporting capabilities. Legal / Administration $0 Land Acquisition $0 The project would consist of full implementation in the first year of the project with subsequent annual maintenance and updates over a five-year project plan. The project would implement a robust contract management system to streamline and improve the efficiency of the contract management lifecycle from creation, start to expiration. The system will provide robust tools for contract administrations management of agreements for the City. The new system will greatly enhance monitoring and reporting capabilities at all levels of City management and provide rich data for on-going economic development. Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement $0 All arrangements by the City related to third parties are contained within contracts and agreements approved by the City. From large development agreements to tenant parking lease arrangements, the City utilizes formal contracts to set the terms between the City and third parties including performance requirements along with revenues and any authorized expenditures. Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications 2015-16 Source of Funds $138,704 Other Project Costs Capital Improvements Reserve $138,704 $0 Total $138,704 Project Number: 6707569 Estimated Start Date: 07/01/2015 Estimated Completion Date: 06/30/2016 Appropriations by Fiscal Year 2015-16 $138,704 2016-17 $0 2017-18 $0 2018-19 $0 256 2019-20 $0 Total 5 Year $138,704 Core Network Replacement Project Description Estimated 2015-16 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 consist of two Cisco 6500 series enterprise switch/routers. Each Cisco 6500 is capable of losing several cards or power supplies without losing the capability to move critical data. 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 purchase 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. 2015-16 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 2015-16 2016-17 $0 $0 2017-18 2018-19 $555,349 $392,775 2019-20 Total 5 Year $392,775 $1,340,899 Desktop Technology Refresh - Green Initiative Project Description Estimated 2015-16 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. We are currently in the first year of this project and will be replacing desktops in City Hall, Courts, Water, and Community Development. Prior to this year, City had a five year period without a budget for desktop PC replacement. The IT Division has been able to keep most devices operational through “desktop virtualization” and warranty support. Due to the age of the PCs, we can no longer extend the warranty on old PCs. A desktop technology refresh program is necessary to begin replacing PCs and monitors with virtual clients and small-form PCs to stay ahead of the support and failure issues. The current PCs being used in the City consume about 60 - 85% more energy than a new Zero client. The saving in electricity cost could pay for a new unit in two years. 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 2015-16 Source of Funds $410,537 Other Project Costs Capital Projects Fund Balance $46,647 General Obligation Bonds $340,180 Transit Fund $23,710 $0 Total $410,537 Project Number: 6707229 Estimated Start Date: 07/04/2014 Estimated Completion Date: 06/30/2020 Appropriations by Fiscal Year 2015-16 $410,537 2016-17 2017-18 2018-19 $277,700 $477,480 $247,520 257 2019-20 $414,810 Total 5 Year $1,828,047 Electronic Records Management and Reporting Project Description Estimated 2015-16 Project Costs This project will implement a technology-based solution for electronic records management, retention and litigation holds for the City Attorney’s Office and other areas of the City. Implement a citizen-facing solution for financial reporting and transparency. Implement a solution for the distribution and viewing of geographybased analytical data for real-time decision support. These solutions are all necessary for effective City operations and compliance. The proposed solutions can be web-hosted with little maintenance required by city staff, but will require an annual fee (operating cost). Capital funding will be used to purchase software and pay for implementation services. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Electronic records management is critical to legal compliance and effective operations of the City. Currently departments struggle to manage electronic data using manual processes and ineffective search tools. The City has a requirement to provide budget and financial transaction data to the public through our website. True financial transparency in an easy to read and search format can be achieved by implementing a system that links to PeopleSoft and generates monthly reports for both internal and citizen-facing viewing. 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 2015-16 Source of Funds $35,000 Other Project Costs Capital Improvements Reserve $0 Total $35,000 $35,000 Project Number: 6707579 Estimated Start Date: Estimated Completion Date: 07/01/2015 06/30/2016 Appropriations by Fiscal Year 2015-16 2016-17 $35,000 $0 2017-18 $0 2018-19 2019-20 $0 Total 5 Year $0 $35,000 Enterprise Network File Storage and Archival Project Description Estimated 2015-16 Project Costs The demand for information storage, archival, and records retention is continually increasing. New technology in "cloud computing" through virtualization has allowed Tempe to use Storage Area Networking (SAN) to share resources across multiple departments and applications. Our existing SAN infrastructure is at its physical limitation for space. Recent technology developments in mid-tier storage for virtualization has provided a solution to extend the life of our existing infrastructure at a much reduced cost by offloading non-mission critical storage to a distributed SAN system that places storage near the users, providing fault tolerance to network interruptions and supports desktop virtualization. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 The existing highly available SAN will continue to support enterprise business functions such as financials, payroll, utility billing, and sales tax collection using the resources gained from the migration of non-mission critical storage to the lower cost mid-tier storage devices. Furnishings / Equipment $0 Construction / Improvement $0 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications 2015-16 Source of Funds $191,211 Other Project Costs General Obligation Bonds $191,211 $0 Total $191,211 Project Number: 6709239 Estimated Start Date: Ongoing Estimated Completion Date: 06/30/2017 Appropriations by Fiscal Year 2015-16 $191,211 2016-17 $0 2017-18 $0 2018-19 $0 258 2019-20 $0 Total 5 Year $191,211 Court Improvement Project - Court Technology Project Description Estimated 2015-16 Project Costs This project supports ongoing efforts to preserve and improve City assets. It includes refreshing Court technology, including lap top computers, printers, conference phones, calendar display system, scanners, and high-volume shredders. It includes systems to present evidence in court proceedings, and to support efficient and effective court operations. This project excludes Court PCs at IT's direction and commitment that Court PCs will be included in IT's CIP. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 FY15/16 is the 2nd year of the Court technology project. This project provides the technology infrastructure to support public service, improve efficiency and effectiveness, and limit operational impacts of failing systems. The Court's current calendar display system was purchased in 2000 and has required increasing amounts of technical support and parts (which are difficult to find) to maintain functionality. The replacement system not only refreshes hardware and software, it offers additional functionality such as public online access to Court calendars. Survey / Staking $0 Construction Management $0 Furnishings / Equipment $63,112 Construction / Improvement $0 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications 2015-16 Source of Funds $9,200 Other Project Costs Capital Projects Fund Balance $12,812 Capital Improvements Reserve $59,500 $0 Total $72,312 Project Number: 6707289 Estimated Start Date: Estimated Completion Date: 07/01/2015 Ongoing Appropriations by Fiscal Year 2015-16 2016-17 $72,312 $27,350 2017-18 $16,700 2018-19 2019-20 $2,200 Total 5 Year $0 $118,562 ADA Accessibility Survey and Transition Plan Project Description Estimated 2015-16 Project Costs In order to bring the City into compliance with ADA standards and meet our obligations to the U.S. Department of Justice, an ADA Transition Plan is required to identify physical barriers in public facilities and recommend methods to remove these barriers. The Transition Plan will include the following: 1) Accessibility survey of pedestrian rights-of-way using 2010 ADA Standards to include sidewalks, pathways, curb ramps, and signalized intersections for physical condition, slopes, cross-slopes and safety conditions. 2) Accessibility survey 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. Tempe, through its active Commissions on Disability Concerns, Transportation, and city planning processes, has recognized the importance of equal access and full community integration for our residents and visitors. While the city has been responsive in solving specific accessibility concerns in rights of way and public buildings as it becomes aware of them, completion of this project will demonstrate the city's proactive approach to understanding its accessibility requirements, and outline a plan for addressing deficiencies going forward. 2015-16 Source of Funds Capital Projects Fund Balance $248,539 Transit Fund $30,000 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 $278,539 Total $278,539 Project Number: 6706249 Estimated Start Date: 02/01/2015 Estimated Completion Date: 12/31/2015 Appropriations by Fiscal Year 2015-16 $278,539 2016-17 $278,000 2017-18 $0 2018-19 $0 259 2019-20 $0 Total 5 Year $556,539 City Hall - Exterior Repair and Study Project Description Estimated 2015-16 Project Costs This project consists of two parts: Part one was completed in 2014-15 which applied a safety film over 7 sections of glass panels whose integrity had been compromised by scratches and weld marks. Part two consists of removing and replacing existing caulking with silicone sealant, cleaning existing cladding and making minor repairs on 11 panels and painting the structural steel between the windows and cladding. Legal / Administration $0 $11,000 Permit Fees Design and Engineering Also included in this request is funding for a Mechanical and Functional Study. This study will identify mechanical and other systems deficiencies, aesthetics upgrade, and other improvements to accommodate operational needs ($100,000) of building occupants. $0 Survey / Staking $0 Construction Management $25,000 Furnishings / Equipment City Hall tower was constructed in 1971. Two studies completed in 2008 and 2010 identified scratches in several glass panels as well as specific deficiencies in walkways and walls, the building envelope, electrical, mechanical and plumbing systems. This project will begin to address those deficiencies in the building envelope and commission a study to identify aesthetic, operational and occupant improvements. Funding requests in future years will address the recommendations from this study. $0 Construction / Improvement $360,000 Geotech / Material Testing 2015-16 Source of Funds General Obligation Bonds $4,000 Land Acquisition $504,000 $4,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs $100,000 Total $504,000 Project Number: 6707589 Estimated Start Date: Estimated Completion Date: 07/01/2015 06/30/2016 Appropriations by Fiscal Year 2015-16 2016-17 $504,000 $0 2017-18 $0 2018-19 2019-20 $0 Total 5 Year $0 $504,000 City Hall HVAC Piping Replacement Project Description Estimated 2015-16 Project Costs This project is Phase II and III of the City Hall HVAC CIP. Phase I and II were for the design and 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. 2015-16 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 $845,329 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs General Obligation Bonds $845,329 $0 Total $845,329 Project Number: 6705621 Estimated Start Date: 07/01/2014 Estimated Completion Date: 11/30/2015 Appropriations by Fiscal Year 2015-16 $845,329 2016-17 $0 2017-18 $0 2018-19 $0 260 2019-20 $0 Total 5 Year $845,329 City Hall Primary Electrical Service Entry Project Description Estimated 2015-16 Project Costs Design is complete. This project will carry over funding to complete the 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 $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 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. 2015-16 Source of Funds Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement $682,420 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs General Obligation Bonds $682,420 $0 Total $682,420 Project Number: 6707239 Estimated Start Date: Estimated Completion Date: 07/01/2015 06/30/2016 Appropriations by Fiscal Year 2015-16 2016-17 $682,420 $0 2017-18 $0 2018-19 $0 2019-20 Total 5 Year $0 $682,420 Downtown Infrastructure Project Description Estimated 2015-16 Project Costs Downtown Tempe has an inventory of decorative street furnishings, including 65 trash cans, 52 ash trays, 31 street benches, and 8 recycling cans. In addition, the city is responsible for approximately 241,000 sq. feet of brick sidewalk, 200 tree grates, 100 tree rings, an 8300' length of string lights and 4150 lamps for the Mill Avenue Bridge and an electrical system used to support special events and activities particularly on Mill Avenue. This project is for the purpose of updating these furnishings and infrastructure to ensure pedestrian safety, and 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 is also the funding source for the joint collaboration of projects between the City and the Downtown Tempe Authority (DTA) to enhance the viability of the downtown. 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 funded new literature and bicycle racks along Mill Avenue, the installation of new string lights on the Mill Avenue bridge, and repairs in the shared garage between Police/Courts and Mission Palms hotel. The regular replacement of Mill Avenue street furnishings is estimated at $30,000 per year. Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 2015-16 Source of Funds Construction / Improvement $142,877 Other Project Costs General Obligation Bonds $142,877 $0 Total $142,877 Project Number: 6704329 Estimated Start Date: Ongoing Estimated Completion Date: Ongoing Appropriations by Fiscal Year 2015-16 $142,877 2016-17 $31,827 2017-18 $32,782 2018-19 $33,765 261 2019-20 $34,778 Total 5 Year $276,029 Drainage Improvements Project Description Estimated 2015-16 Project Costs City staff has identified the Museum, TCA and Library as having drainage issues. This project is to change the slope around the existing facility. 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. At each of the locations, water has been flowing into the buildings each time it rains. Currently, staff utilizes sand bags to reduce the amount of water entering the building. This project will divert water away from the facility along with fixing concrete columns and areas where water does not drain from a patio area. The Museum project has been designed and is ready to proceed depending on funding. The TCA and Library need to have designed work prior to be able to correct these issues. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 FY15/16: Museum ($101,250)-already designed TCA-($7800) and Library ($12,000) for design work Construction / Improvement FY16/17: Complete TCA ($57,200) and Library ($88,000) 2015-16 Source of Funds Design and Engineering $19,800 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 $101,250 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Capital Improvements Reserve $121,050 $0 Total $121,050 Project Number: 6707599 Estimated Start Date: Estimated Completion Date: 07/01/2015 06/30/2017 Appropriations by Fiscal Year 2015-16 $121,050 2016-17 $145,200 2017-18 $0 2018-19 $0 2019-20 Total 5 Year $0 $266,250 Electrical Improvements Project Description Estimated 2015-16 Project Costs This project will be used to rectify electrical deficiencies such as: replacement of damaged electrical panel, missing labels, replacement of enclosure doors, and replacement of 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 2015-2016: City hall parking garage design study ($20,000), North yard service generator and ATS - Design ($9,000), Ken McDonald Restaurant - Design ($21,600). The following projects have been designed and are construction ready: 525 Building ($136,934), Hardy Yard Maintenance ($90,334), and Kiwanis Police Substation ($25,967). 2016-17: City hall Parking Garage ($180,000) Priest yard main service entrance section ($350,000), 400 amp secondary service that controls the tennis courts ($50,000), McClintock pool service entrance section and MCC ($70,000) Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 FY 2016-17: North yard service generator and ATS - Construction ($66,000), Ken McDonald Restaurant - Construction ($158,400) 2015-16 Source of Funds Construction / Improvement $552,910 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs General Obligation Bonds $552,910 $0 Total $552,910 Project Number: 6705159 Estimated Start Date: Ongoing Estimated Completion Date: Ongoing Appropriations by Fiscal Year 2015-16 $552,910 2016-17 2017-18 2018-19 $874,400 $155,555 $190,000 262 2019-20 $220,000 Total 5 Year $1,992,865 Emergency Capital Repair Project Description Estimated 2015-16 Project Costs Tempe maintains 96 buildings covering 1.6 million square feet. Each year the city experiences some unplanned and emergency repair needs. This CIP provides funding for these types of unplanned occurrences, including storm-related damage, sewer back-ups, fire damage, flooding and electrical emergencies. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 The purpose of this CIP is to maintain public facilities and buildings. Continued funding for repair and replacement of faulty equipment and infrastructures allows for the city to have facilities that operate in a safe manner, efficient to operate and provides basic repairs that if not made could increase future costs of repairs. Planned maintenance extends the life of equipment and systems therefore reducing costly repairs and building closures. Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement 2015-16 Source of Funds $438,818 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs General Obligation Bonds $438,818 $0 Total $438,818 Project Number: 6799779 Estimated Start Date: Estimated Completion Date: Ongoing Ongoing Appropriations by Fiscal Year 2015-16 $438,818 2016-17 2017-18 2018-19 $185,000 $150,000 $100,000 2019-20 Total 5 Year $100,000 $973,818 Energy Conservation Program Project Description Estimated 2015-16 Project Costs The overall goal of the City's Energy Management Program is to reduce city energy use and utility costs in city facilities by 15% by 2025. To accomplish this, staff will focus on a number of strategies including: a second phase of energy audits and retrofits, renewable energy projects at city facilities and facilitating a culture of conservation. Staff will review 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 LEDs), replace or add new EMS (Energy Management Systems) and add programmable thermostats. Fiscal year 2015-16 funds will be used for Kiwanis wave pool lighting. Legal / Administration • FY 2016-17 funds will be used to implement energy upgrades at the Kiwanis Recreation Center, including gymnasium ($52,675) based on the energy audit recommendations from FY15, and for an energy audit and lighting upgrades for the Escalante Recreation Center gymnasium ($52,340). • FY2017-18 funds will be used to install new lighting at the West Side MultiGenerational Center gymnasium ($39,050) and to implement energy conservation measures based on the FY2016-17 energy audit. • FY2018-19 funds will be used for an energy audit Furnishings / Equipment 2015-16 Source of Funds $1,000 Land Acquisition $0 Permit Fees $3,000 Design and Engineering $6,000 Survey / Staking $1,000 Construction Management $3,000 $0 Construction / Improvement $258,573 Geotech / Material Testing $1,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Capital Projects Fund Balance $75,898 General Obligation Bonds $197,675 $0 Total $273,573 Project Number: 6705179 Estimated Start Date: 07/01/2015 Estimated Completion Date: Ongoing Appropriations by Fiscal Year 2015-16 $273,573 2016-17 2017-18 2018-19 $172,340 $123,050 $50,000 263 2019-20 $75,000 Total 5 Year $693,963 Fleet Maintenance Improvements Project Description Estimated 2015-16 Project Costs Design and Install 2 CNG Dispensers at the Public Works fueling facility that will provide cheaper and environmentally cleaner fuel initially for the City’s solid waste fleet, and subsequently to other CNG fueled city vehicles. 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. Building the facility in tandem with the current construction will lower the construction cost of the proposed CNG dispensers at the Public Works Fueling site. The CNG dispensers will be equipped with two-hoses, each with a heavy duty hose and nozzle, a light duty hose and nozzle, one meter and automatic PLC-controlled flowbalancing valves. The light duty hose will allow the city to fuel future CNG equipment. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 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. Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 2015-16 Source of Funds Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement $172,000 Other Project Costs Solid Waste Fund $0 Total $172,000 $172,000 Project Number: 6705189 Estimated Start Date: Estimated Completion Date: 01/01/2013 Ongoing Appropriations by Fiscal Year 2015-16 2016-17 $172,000 $0 2017-18 $0 2018-19 2019-20 $0 Total 5 Year $0 $172,000 Flooring Replacement Program Project Description Estimated 2015-16 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. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Future flooring replacement needs will be in the following locations: 2016-17: Kiwanis ($80,000), Duplicating ($15,000), Fire Maintenance ($22,000), Council Chambers ($150,000), Orchid House ($200,000); East side of Garden Level ($60,000), Kiwanis Restroom ($75,000), Westside Multi Gen ($75,000), Hardy Warner Maintenance ($10,000), Fire Training ($50,000) 2017-18: Priest Yard Building G ($40,000), House Hold Product Center ($15,000) 2018-19: Kiwanis Batting Cage ($10,000), Fire Station #6 ($70,000), McClintock Pool bath house/Office ($14,000) 2019-2020: South Police Department ($75,000). Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 2015-16 Source of Funds Construction / Improvement $228,088 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs General Obligation Bonds $228,088 $0 Total $228,088 Project Number: 6705199 Estimated Start Date: Ongoing Estimated Completion Date: Ongoing Appropriations by Fiscal Year 2015-16 $228,088 2016-17 2017-18 $687,000 $55,000 2018-19 $94,000 264 2019-20 $75,000 Total 5 Year $1,139,088 Fuel Tank Replacements Project Description Estimated 2015-16 Project Costs The city has a total of seven satellite fuel sites. Three provide fuel access to Fire Stations #1, #2, and #3 for Fire response apparatus. Three provide fuel for vehicles and equipment at the Rolling Hills Golf course, the Ken MacDonald Golf course and Diablo stadium. This equipment cannot be driven on the streets to either of the two main fuel sites. The seventh fuel site is at the Priest yard for maintenance, and emergency fuel situations for Police department patrol vehicles, Fire Department vehicles, Refuse vehicles and other service departments. These tanks were last replaced in 1995 and 1996. These seven tanks have reached the end of their expected life and need to be replaced to prevent any potential fuel leakage, large scale spills or interruption in city services. Fuel products are considered a hazardous material and have strict regulations from Arizona Department of Environmental Quality and the Environmental Protection Agency regarding delivery, storage, dispensation, and any potential cleanup. Funding needs are: 2016-17: $308,000 (7 sites) Annual Maintenance budget: $3,500 2015-16 Source of Funds NA $0 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 06/30/2017 Appropriations by Fiscal Year 2015-16 $0 2016-17 $308,000 2017-18 $0 2018-19 2019-20 $0 Total 5 Year $0 $308,000 Historic Properties Project Description Estimated 2015-16 Project Costs The City has 7 buildings designated as historic properties and these buildings have an average age of 100 years. This CIP funds the rehabilitation and repair of aging historic facilities, infrastructure and systems. The scope of the rehabilitation includes infrastructure systems, roofing repairs/replacements, floor covering, painting, security lighting, repairs/upgrades of building automation systems, fire alarms and damaged equipment. This CIP enables the City to continue to preserve and maintain our historic property assets. These structures are important to our city and require special attention. Planned improvements include: Fiscal year 2016-2020 as budget allows: 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). 2015-16 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 $50,842 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs General Obligation Bonds $50,842 $0 Total $50,842 Project Number: 6706809 Estimated Start Date: Ongoing Estimated Completion Date: Ongoing Appropriations by Fiscal Year 2015-16 2016-17 $50,842 $87,000 2017-18 $60,000 2018-19 $55,000 265 2019-20 $45,000 Total 5 Year $297,842 HVAC Replacements Project Description Estimated 2015-16 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. Projects planned for fiscal year 2015-16 include: Completion of phase 2 of the Library chiller replacement, Parking Garage ($19,000), McClintock Pool House ($16,000), Westside Multi Generational Center ($197,000). Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement 2015-16 Source of Funds $1,066,893 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Capital Projects Fund Balance $744,572 General Obligation Bonds $322,321 $0 Total $1,066,893 Project Number: 6706873 Estimated Start Date: Estimated Completion Date: Ongoing Ongoing Appropriations by Fiscal Year 2015-16 2016-17 $1,066,893 $1,065,100 2017-18 2018-19 $465,000 $812,500 2019-20 Total 5 Year $918,500 $4,327,993 Roof Replacement Project Description Estimated 2015-16 Project Costs Roofs for City facilities are very important assets in maintaining facilities. By not replacing roofs that are beyond their useful life, there could be damage from water getting into facilities therefore costing much more over time and creating health and safety issues. The expected life of a roof is 15-20 years. 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. Remaining funding reappropriated to FY 2015-16 funding will complete projects initiated in FY 2014-15. The following projects are planned for the respective future fiscal years: Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 2016-17- Priest Yard (500,000) and Tempe Performing Arts Center ($100,000); Police Tack Room ($10,000); 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, Park Restrooms ($80,000), Museum ($200,000), Police South Substation @ Kiwanis ($70,000), and West Dam Roof ($25,000). 2019-2020- City Hall Pyramid. Furnishings / Equipment $0 2015-16 Source of Funds Construction / Improvement $526,491 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs General Obligation Bonds $526,491 $0 Total $526,491 Project Number: 6702519 Estimated Start Date: Ongoing Estimated Completion Date: Ongoing Appropriations by Fiscal Year 2015-16 $526,491 2016-17 2017-18 2018-19 $775,000 $630,000 $475,000 266 2019-20 $150,000 Total 5 Year $2,556,491 Security Systems Replacement-Citywide Project Description Estimated 2015-16 Project Costs Tempe maintains 96 buildings covering 1.6 million square feet. Special Systems are an important part of safety and security throughout Tempe Facilities. Special Systems include the following: Security alarms, video security, card access, environmental and energy management controls, and fire alarm/extinguishing systems. Card access system is comprised of 62 access controls and 440 doors and gates. There are over 44 security alarm panels. The city has over 63 sprinkler systems and has over 370 cameras throughout city facilities. In order to maintain these crucial systems, it is expected that over a five year period that $1,140,000 is needed in funding. This equates to $228,000 needed on the average per year. 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. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 In 2015-16, the following are critical needs to replace failing and outdated equipment: • Orchid House, 525 building and City Hall - upgrade outdated card access systems ($45k). This system is 21 years old and has failed twice in past 7 years. • 525 building - replace failing locks and exit doors ($12k). Construction / Improvement 2015-16 Source of Funds Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 $87,000 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs General Obligation Bonds $87,000 $0 Total $87,000 Project Number: 6707609 Estimated Start Date: Estimated Completion Date: 07/01/2015 06/30/2016 Appropriations by Fiscal Year 2015-16 2016-17 2017-18 2018-19 $87,000 $795,000 $200,000 $200,000 2019-20 Total 5 Year $210,000 $1,492,000 Tempe Center for the Arts Pool Resurfacing Project Description Estimated 2015-16 Project Costs This is a carryover of funds and a request for additional funding to complete the project. The initial estimate of $100,000 was developed with information and recommendations from design architects for the TCA, the surface coating manufacturer’s representative, and based on the condition of the reflecting pool surface in October 2013. Based on recommendations at that time, the proposal included power scrubbing and power washing the surface of the reflecting pool to remove any loose material, cleaning for maximum adhesion and application of new coating membrane. 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. By the time the RFP for the project was developed and issued (Aug. 2014), the condition of the surface had further deteriorated and recommendations were revised to include complete removal of the current surface membrane prior to application of the new surface treatment. In addition, resealing of the water spill trench portion of the water feature is now recommended. Neither was included in the initial estimate. 2015-16 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 $165,000 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Performing Arts Fund $165,000 $0 Total $165,000 Project Number: 6707249 Estimated Start Date: 07/01/2015 Estimated Completion Date: 06/30/2016 Appropriations by Fiscal Year 2015-16 $165,000 2016-17 $0 2017-18 $0 2018-19 $0 267 2019-20 $0 Total 5 Year $165,000 Tempe Public Library Complex Solar Project and Landscape Improvements Project Description Estimated 2015-16 Project Costs This project includes a 1 megawatt (MW) solar installation and low impact development landscape for the Tempe Public Library Complex. The purpose of the project is to utilize renewable energy and increase the tree canopy at the community center. The project would be sequenced over 5 years and will include the following improvements: • a one-year design phase to create a landscape master plan for the entire library complex to address dead and missing trees; add low water use plants and trees to the perimeter, pathways and parking areas; and follow low Impact development design standards for the complex. • FY 2015-16: installation of a 1 MW solar project including solar panels on the rooftops of the Library and the History Museum and solar carports in the parking areas. • FY 2016-17: re-striping and re-paving of the parking lot with low impact design features to minimize asphalt and add decomposed granite, and add new lighting and upgrade electrical system; • FY 2017-18: Construction of irrigation systems, and preparation for first phase of planting trees, shrubs and plants in the parking lots, sidewalks and the drop-off zone in front of the library; • FY 2018-19: Construction of second phase of planting of trees, plants and shrubs in perimeter and along sidewalks. 2015-16 Source of Funds Legal / Administration $2,000 Land Acquisition $0 $9,000 Permit Fees Design and Engineering $100,000 Survey / Staking $2,000 Construction Management $14,000 Furnishings / Equipment $0 Construction / Improvement $371,000 Geotech / Material Testing $2,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs General Obligation Bonds $500,000 $0 Total $500,000 Project Number: 6707619 Estimated Start Date: Estimated Completion Date: 07/01/2015 06/30/2019 Appropriations by Fiscal Year 2015-16 $500,000 2016-17 2017-18 2018-19 $645,000 $484,000 $149,000 2019-20 Total 5 Year $0 $1,778,000 Water Heater Replacement Program Project Description Estimated 2015-16 Project Costs The City maintains 166 water heaters with an expected useful life of seven years. Delayed replacement will cost the city more over time than replacing units when they are beyond their useful life cycle. This project will replace the following: Legal / Administration $0 Land Acquisition $0 Fiscal year 2016-2017: Library ($5,600), Escalante ($5,000), McClintock Pool Bath House ($2,000), Kiwanis Police ($1,000), North Substation ($1,000), Service Yard Bldg. C ($300), Household Products Facility ($1,000), Kiwanis Maintenance Bldg. ($1,000), Priest Yard Bldg. G ($1,000), and various other locations ($10,000). Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 2017-2018: Priest Yard ($1,500), Ken McDonald maintenance ($1,000), Ken McDonald proshop ($1,000), Ken McDonald restaurant ($3,000), Westside Multi Center ($8,000), City Hall Garden Offices ($1,000), Orchid House ($2,000), South PD Briefing Bldg. ($3,000), and various other ($5,000). 2018-2019: Fire Station 6 ($2,000), Fire Training ($3,000), Priest Yard Bldg. D ($5,000), and various other locations ($5,000). 2019-2020: McClintock Pool ($2,000), and various other locations ($5,000). 2015-16 Source of Funds Construction / Improvement $71,885 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs General Obligation Bonds $71,885 $0 Total $71,885 Project Number: 6705229 Estimated Start Date: Ongoing Estimated Completion Date: Ongoing Appropriations by Fiscal Year 2015-16 2016-17 $71,885 $27,900 2017-18 $25,500 2018-19 2019-20 $15,000 $7,000 268 Total 5 Year $147,285 City of Tempe 2015-16 Annual Budget Transportation Program Transportation projects total $11 million in FY 2015-16 and account for 7% of the 2015-16 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 $11 million of the $162.8 million Capital Improvements Budget for FY 2015-16. In FY 2015-16 the three main funding sources for transportation projects are the planned issuance of $5.2 million in general obligation bonds, $3.6 million from existing transportation capital project funds, and $1.9 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. 269 City of Tempe 2015-16 Annual Budget  Transportation and R.O.W. Improvements Program CIP Projects Project Name and Number Arterial, Collector, and Residential Street Asset Preservation: 5499741 Funding Source(s) Capital Projects Fund Balance General Obligation Bonds G.O. Bonds Election Required Capital Budget New 2015-16 Re-appropriations Appropriation 2015-16 Total Appropriation Additional Projected Needs 2016-17 2017-18 2018-19 2019-20 Total 5-Year Program 515,813 515,813 2,700,000 1,905,877 4,605,877 2,700,000 2,421,690 5,121,690 5,045,767 5,045,767 5,539,995 5,539,995 5,816,995 5,816,995 6,398,694 6,398,694 2,700,000 18,824,447 6,398,694 27,923,141 464,978 464,978 300,000 300,000 764,978 764,978 300,000 300,000 300,000 300,000 300,000 300,000 300,000 300,000 1,664,978 300,000 1,964,978 Project Total - 380,000 380,000 380,000 380,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 530,000 50,000 580,000 Electrical Improvements - Traffic Maintenance Building: 5407801 Capital Projects Fund Balance - 78,595 78,595 - - - - 78,595 HVAC Replacement - Traffic Maintenance Building: 5407811 Capital Projects Fund Balance - 10,000 10,000 - - - - 10,000 General Obligation Bonds G.O. Bonds Election Required - 209,300 209,300 209,300 209,300 215,579 215,579 222,046 222,046 228,708 228,708 235,569 235,569 875,633 235,569 1,111,202 999,220 - 999,220 - - - - 999,220 31,577 31,577 300,000 300,000 600,000 331,577 300,000 631,577 300,000 300,000 300,000 300,000 300,000 300,000 300,000 300,000 331,577 1,500,000 1,831,577 Project Total Bridge Maintenance: 5499891 General Obligation Bonds G.O. Bonds Election Required Project Total City Facility Parking Lots: 5407791 Minor Concrete Improvements: 5401417 General Obligation Bonds G.O. Bonds Election Required Project Total Potential Federal Grants Contingency: 5406139 ROW Landscape Replacement and Revitalization: 5406149 Federal Grants Capital Projects Fund Balance Highway User Revenue Fund Project Total Rural Rd & Southern Ave Intersection Improvements: 5407821 Rural Rd & University Dr Intersection Improvements: NA Security Systems Replacement - Traffic Maintenance Building: 5407831 General Obligation Bonds - 268,000 268,000 - - - - 268,000 Federal Safety Grant Development Impact Fees Project Total - TBD 268,000 TBD 268,000 2,750,000 TBD 2,750,000 - - - 2,750,000 TBD 3,018,000 General Obligation Bonds - - - 610,000 - - - 610,000 Federal Safety Grant Development Impact Fees Project Total - - - TBD 610,000 5,000,000 TBD 5,000,000 - - 5,000,000 TBD 5,610,000 Capital Projects Fund Balance - 30,000 30,000 - - - - 30,000 2,011,588 270 6,481,772 8,493,360 9,271,346 11,412,041 6,695,703 7,284,263 43,156,713 Transportation and R.O.W. Improvements Program Total Arterial, Collector, and Residential Street Asset Preservation Project Description Estimated 2015-16 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 Reconstructing, resurfacing and rehabilitating arterial/collector/residential streets increases the strength and the durability of the roadway, while decreasing maintenance costs. This project is an important component of our strategic plan to maintain/preserve the 1241 lanes miles of asphalt roadways (447 Arterial Lane Miles, 107 Collector Lane Miles, 72 Industrial Lane Miles, and 615 Local Lane Miles) in good condition. To account for the unpredictable nature of oil prices an additional 10% was added to the outlying fiscal years. If funded, the street segments selected by staff with the help of Roadmatrix will be maintained according to their PQI. $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 $4,914,713 Geotech / Material Testing 2015-16 Source of Funds $85,374 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Capital Projects Fund Balance $2,700,000 General Obligation Bonds $2,421,690 $0 Total $5,121,690 Project Number: 5499741 Estimated Start Date: Estimated Completion Date: Ongoing Ongoing Appropriations by Fiscal Year 2015-16 2016-17 $5,121,690 $5,045,767 2017-18 $5,539,995 2018-19 2019-20 $5,816,995 Total 5 Year $6,398,694 $27,923,141 Bridge Maintenance Project Description Estimated 2015-16 Project Costs In the report described below, ADOT identifies specific repairs and maintenance required and quantifies the estimated cost to make the repairs. The City updates these costs for construction inflation and determines current costs. The scope of work includes replacement of damaged joints, joint seals and diaphragms, cleaning debris out of the joints to allow them to function properly, posting of vertical clearance signs, repair of damaged structural members and guardrail, replacement of missing bolts and nuts from railings, correction of settlement at abutments, rehabilitation of bridge decks, and miscellaneous other items. This is done to assure that the bridges are safe and in good repair. The design plans per the most recent report has recently been designed and construction will commence when low bidder is determined. Legal / Administration 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. Construction / Improvement 2015-16 Source of Funds $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 $704,978 Geotech / Material Testing $2,000 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs General Obligation Bonds $764,978 $0 Total $764,978 Project Number: 5499891 Estimated Start Date: 07/01/2015 Estimated Completion Date: Ongoing Appropriations by Fiscal Year 2015-16 $764,978 2016-17 2017-18 2018-19 $300,000 $300,000 $300,000 271 2019-20 $300,000 Total 5 Year $1,964,978 City Facility Parking Lots Project Description Estimated 2015-16 Project Costs Over time, the condition of the city's parking lots has continued to deteriorate. As with the street system, the deferred maintenance of this asset will continue to increase costs necessary to maintain the lots at a safe and acceptable level. Staff will work with a consultant to identify costs which will analyze the condition of the assets. Currently identified lots include 25 north of the US 60 and 16 south of the US 60 totaling approximately 4.3 million square feet. The information on the condition of the parking lots will then be used to prioritize the maintenance over a period of time. Appropriate levels of maintenance will also be identified including sealing, resurfacing and reconstruction. This program would create a system to strategically address these assets on a ongoing basis. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering This year’s CIP will address parking lots at the following locations: Tempe Sports Complex (Estimated Cost = $300,000) and the south Tempe police substation on Carver Rd (Estimated Costs = $50,000). Funding requests in years 2-5 will be based on the results of the consultant’s evaluation. $30,000 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement 2015-16 Source of Funds $350,000 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs General Obligation Bonds $0 Total $380,000 $380,000 Project Number: 5407791 Estimated Start Date: Estimated Completion Date: 07/01/2015 Ongoing Appropriations by Fiscal Year 2015-16 $380,000 2016-17 $50,000 2017-18 $50,000 2018-19 $50,000 2019-20 Total 5 Year $50,000 $580,000 Electrical Improvements - Traffic Maintenance Building Project Description Estimated 2015-16 Project Costs This project provides funding to rectify electrical deficiencies at the Traffic Maintenance building as identified in the ARC Flash Hazard Analysis. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement 2015-16 Source of Funds $78,595 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Capital Projects Fund Balance $78,595 $0 Total $78,595 Project Number: 5407801 Estimated Start Date: 07/01/2015 Estimated Completion Date: 06/30/2016 Appropriations by Fiscal Year 2015-16 $78,595 2016-17 $0 2017-18 $0 2018-19 $0 272 2019-20 $0 Total 5 Year $78,595 HVAC Replacement - Traffic Maintenance Building Project Description Estimated 2015-16 Project Costs Tempe maintains nearly 400 air conditioning, heat pump and split system units with an expected useful life of 12 years. 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. This project will replace the HVAC unit at the Public Works Traffic Maintenance Building. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement 2015-16 Source of Funds $10,000 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Capital Projects Fund Balance $0 Total $10,000 $10,000 Project Number: 5407811 Estimated Start Date: Estimated Completion Date: 07/01/2015 06/30/2016 Appropriations by Fiscal Year 2015-16 2016-17 $10,000 $0 2017-18 $0 2018-19 2019-20 $0 Total 5 Year $0 $10,000 Minor Concrete Improvements Project Description Estimated 2015-16 Project Costs This project supplements the City's concrete program and the strategy of utilizing city forces (two employees) to handle smaller less complex jobs. This project will provide for peak demands and emergency replacement of broken curbs, gutters, and sidewalks throughout the city. Other uses of the project include the construction of curbs, gutters, sidewalks and ADA accessible ramps to improve the continuity of the infrastructure and to improve accessibility and mobility for pedestrians in various areas. This project is also used in emergency call out situations as needed. Funds for the project will allow for approximately 18,000 square feet of minor concrete repair per year. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 This project is a cost effective way of quickly repairing concrete damages of the estimated 5.0 million lineal feet of curb, gutter and sidewalk. Funding this project is crucial to the citizens by providing safe and easily traversable pedestrian access throughout the city. Furnishings / Equipment $0 2015-16 Source of Funds Construction / Improvement $209,300 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs General Obligation Bonds $209,300 $0 Total $209,300 Project Number: 5401417 Estimated Start Date: Ongoing Estimated Completion Date: Ongoing Appropriations by Fiscal Year 2015-16 $209,300 2016-17 2017-18 2018-19 $215,579 $222,046 $228,708 273 2019-20 $235,569 Total 5 Year $1,111,202 Potential Federal Grants Contingency Project Description Estimated 2015-16 Project Costs This Project will create additional spending authority for federal grants that may be available during FY2015-16. The City must account for potential federal grants that could be secured and that need to be spent within 2015-2016. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement 2015-16 Source of Funds $999,220 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Federal Grants $0 Total $999,220 $999,220 Project Number: 5406139 Estimated Start Date: Estimated Completion Date: 07/01/2015 06/30/2016 Appropriations by Fiscal Year 2015-16 $999,220 2016-17 $0 2017-18 $0 2018-19 2019-20 $0 Total 5 Year $0 $999,220 ROW Landscape Replacement and Revitalization Project Description Estimated 2015-16 Project Costs This project supports the replacement and regeneration of the ROW landscape areas. The City of Tempe’s right of way and median landscape consists of an eclectic mix of trees and shrubs covering over 6.5 million square feet of landscape maintained. There is an inventory of over 7,000 City street trees valued at over $16 million which also serves to support clean air and clean water goals. There is a mixture of public, home-owner association, and commercial development properties that blend together along with City arterials. In many areas the ROW landscaping is showing incredible signs of decline, including plant stress and decimation. This project supports the replacement and regeneration of the ROW landscape areas. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 For 2015, the ROWs surrounding the redevelopment areas from Priest to Price on Rio Salado Parkway are scheduled to be updated due to the new building construction projects currently underway. These building projects should be completed in 2015 and at such time, the landscaping will require enhancements due to the degradation of the areas from the construction traffic. In addition, the ROW revegetation program is scheduled for McClintock Road from Elliot to the Tempe border. 2015-16 Source of Funds Design and Engineering Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement $631,577 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Capital Projects Fund Balance $331,577 Highway User Revenue Fund $300,000 $0 Total $631,577 Project Number: 5406149 Estimated Start Date: 07/01/2015 Estimated Completion Date: Ongoing Appropriations by Fiscal Year 2015-16 $631,577 2016-17 2017-18 2018-19 $300,000 $300,000 $300,000 274 2019-20 $300,000 Total 5 Year $1,831,577 Rural Rd & Southern Ave Intersection Improvements Project Description Estimated 2015-16 Project Costs As part of a continuing transportation safety program, Traffic Engineering staff proactively identifies potential locations within the City that could benefit from the implementation of traffic safety measures. This project will construct safety and capacity improvements at the intersection of Rural Road and Southern Avenue. Based on the findings of a Road Safety Assessment in 2013 and a recently completed Project Assessment, staff has identified intersection improvements that will help to mitigate safety issues and improve capacity at this intersection. Improvements will include construction of additional turn lanes (left-turn and rightturn) and improvements to the traffic signal, sidewalks (including ADA), lighting, striping, and transit stops. The intersection of Rural Rd and Southern Avenue continues to show up in our safety program as a potential location for safety improvements. Most recently it ranked #2 in the City of Tempe's "Top 100 High Crash Intersections" and ranked #1 in the Maricopa Association of Governments' (MAG) "Top 100 Intersection Crashes" in the MAG Region. Additionally, in 2011 this intersection was identified by the Arizona Department of Transportation (ADOT) in the statewide "Top 5% Intersection Safety Transparency Report." 2015-16 Source of Funds Legal / Administration $0 Land Acquisition $0 $25,000 Permit Fees Design and Engineering $243,000 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 $268,000 Development Impact Fees: TBD $0 Total $268,000 Project Number: 5407821 Estimated Start Date: Estimated Completion Date: 07/01/2015 06/30/2017 Appropriations by Fiscal Year 2015-16 $268,000 2016-17 $2,750,000 2017-18 $0 2018-19 $0 2019-20 Total 5 Year $0 $3,018,000 Rural Rd & University Dr Intersection Improvements Project Description Estimated 2015-16 Project Costs As part of a continuing transportation safety program, Traffic Engineering staff proactively identifies potential locations within the City that could benefit from the implementation of traffic safety measures. This project will construct safety and capacity improvements at the intersection of Rural Road and University Drive. Improvements will likely include construction of additional turn lanes (left-turn and right-turn) and improvements to the traffic signal, sidewalks (including ADA), lighting, striping, and transit stops. The intersection of Rural Rd and University Dr continues to show up in our safety program as a potential location for safety improvements. Most recently it ranked #1 in the City of Tempe's "Top 100 High Crash Intersections" and ranked #70 in the Maricopa Association of Governments' (MAG) "Top 100 Intersection Crashes" in the MAG Region. Based on the findings of a Road Safety Assessment in 2013, Tempe will pursue MAG sponsored assistance to complete a Project Assessment which will assist staff with identifying intersection improvements that will help to mitigate safety issues and improve capacity at this intersection. 2015-16 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: 07/01/2016 Estimated Completion Date: 06/30/2018 Appropriations by Fiscal Year 2015-16 $0 2016-17 2017-18 $610,000 $5,000,000 2018-19 $0 275 2019-20 $0 Total 5 Year $5,610,000 Security Systems Replacement - Traffic Maintenance Building Project Description Estimated 2015-16 Project Costs Special Systems are an important part of safety and security throughout Tempe Facilities. Special Systems include the following: Security alarms, video security, card access, 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 cameras with a life cycle of 5 -7 years, 10 years on security and surveillance systems and to 25 years on sprinkler systems. The systems are crucial in protecting our infrastructure and facilities. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 In 2015-16 this project will replace critical failing and outdated special systems equipment at the Public Works Traffic Maintenance building. 2015-16 Source of Funds Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement $30,000 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Capital Projects Fund Balance $30,000 $0 Total $30,000 Project Number: 5407831 Estimated Start Date: Estimated Completion Date: 07/01/2015 06/30/2016 Appropriations by Fiscal Year 2015-16 $30,000 2016-17 $0 2017-18 $0 2018-19 $0 276 2019-20 $0 Total 5 Year $30,000 City of Tempe 2015-16 Annual Budget Traffic Signals and Street Lighting Program CIP Project Project Name and Number East Valley Arterial Congestion Monitoring: 6907259 Fiber Optic Installation & ITS Improv: Elliot, Guadalupe and Warner: 6906171 Fiber Optic Installation and ITS Improv: Broadway/I-10 and Rio Salado/L101: 6906169 Funding Source(s) 2015-16 Total Appropriation Additional Projected Needs 2016-17 2017-18 2018-19 Total 5-Year Program 2019-20 General Obligation Bonds 50,000 49,997 99,997 - - - - 99,997 Federal Grant - CMAQ Development Impact Fees Project Total 50,000 165,388 TBD 215,385 165,388 TBD 265,385 - - - - 165,388 TBD 265,385 Capital Projects Fund Balance 18,179 - 18,179 - - - - 18,179 General Obligation Bonds Federal Grant - CMAQ Development Impact Fees Project Total 18,179 164,286 383,333 TBD 547,619 164,286 383,333 TBD 565,798 - - - - 164,286 383,333 TBD 565,798 General Obligation Bonds Federal Grant - CMAQ Development Impact Fees Project Total Fiber Optic Installation: Rural Road North: Capital Projects Fund Balance 6907269 General Obligation Bonds Federal Grant - CMAQ Development Impact Fees Project Total Fiber Optic Installation: Rural Road South: Capital Projects Fund Balance 6907729 - 17,394 17,394 - - - - 17,394 28,500 28,500 287,751 TBD 305,145 316,251 TBD 333,645 - - - - 316,251 TBD 333,645 200,000 - 200,000 - - - - 200,000 200,000 TBD - TBD 200,000 59,455 983,626 TBD 1,043,081 - - - 59,455 983,626 TBD 1,243,081 - 19,000 19,000 - 53,639 - - 72,639 - TBD 19,000 TBD 19,000 TBD - 887,389 TBD 941,028 - - 887,389 TBD 960,028 General Obligation Bonds - 75,000 75,000 500,000 - - - 575,000 Development Impact Fees Project Total - TBD 75,000 TBD 75,000 TBD 500,000 - - - TBD 575,000 Federal Grant - CMAQ Development Impact Fees Project Total Light Rail Efficiency Improvement at University Dr: 6907739 Capital Budget New 2015-16 Re-appropriations Appropriation 277 City of Tempe 2015-16 Annual Budget  2015-16 CIP Projects - Traffic Signals and Street Lighting Program (continued) Project Name and Number New Signals / Safety Upgrades: 6906209 Rural Rd Light Rail Intersection Improvement: 6907749 Streetlight Pole Structural Replacement: 6999849 Funding Source(s) Additional Projected Needs 2016-17 2017-18 2018-19 Total 5-Year Program 2019-20 - 180,000 180,000 - - - - 180,000 Developer Assistance Project Total - 180,000 360,000 180,000 360,000 - - - - 180,000 360,000 General Obligation Bonds - 125,000 125,000 - - - - 125,000 General Obligation Bonds G.O. Bonds Election Required - 250,000 250,000 250,000 250,000 300,000 300,000 300,000 300,000 300,000 300,000 300,000 300,000 1,150,000 300,000 1,450,000 - 250,000 250,000 250,000 250,000 300,000 300,000 300,000 300,000 300,000 300,000 300,000 300,000 1,150,000 300,000 1,450,000 54,534 54,534 75,000 75,000 129,534 129,534 150,000 150,000 150,000 150,000 150,000 150,000 150,000 150,000 579,534 150,000 729,534 - 50,000 50,000 50,000 50,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 350,000 100,000 450,000 351,213 2,272,149 2,623,362 2,393,081 1,791,028 850,000 850,000 8,507,471 Streetlight Upgrade / New Install: 6999869 General Obligation Bonds G.O. Bonds Election Required Project Total General Obligation Bonds G.O. Bonds Election Required Project Total Traffic Signal Green Sign Face Replacement: 6906229 2015-16 Total Appropriation Capital Projects Fund Balance Project Total Traffic Signal Foundation: 6903383 Capital Budget New 2015-16 Re-appropriations Appropriation General Obligation Bonds G.O. Bonds Election Required Project Total Traffic Signals and Street Lighting Program Total 278 East Valley Arterial Congestion Monitoring Project Description Estimated 2015-16 Project Costs This project includes the purchase and installation of 91 Anonymous Re-identification (ARID) Bluetooth devices in existing signal cabinets across the East Valley including 24 in Tempe. The project includes central control software for each partnering agency's Transportation Management Center. The data from the devices will be shared via the Regional Archive Data System (RADS) and will be available to the public in the form of an on-line map which may graphically display speed or congestion levels on the City's web page. Travel times to/from various destinations will also be calculated using the shared agency data as well as existing ADOT data. This project will enable partnering agencies to monitor congestion across jurisdictional boundaries and to provide real-time traveler information. Mesa and Chandler have previously installed ARID devices. This project expands their existing coverage and expands the coverage into Gilbert and Tempe. The devices will facilitate the calculation of travel times across city boundaries and incorporate ADOT data to provide travelers with information for trip making decisions. By using creative and cost-effective strategies the City can manage increased demand on the system while still providing for the safe and efficient movement of people and goods on the transportation network. 2015-16 Source of Funds Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $50,000 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement $215,385 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs General Obligation Bonds Federal Grant - CMAQ $0 Total $99,997 $165,388 $265,385 Project Number: 6907259 Estimated Start Date: Estimated Completion Date: 07/01/2014 06/30/2016 Appropriations by Fiscal Year 2015-16 2016-17 $265,385 $0 2017-18 $0 2018-19 2019-20 $0 Total 5 Year $0 $265,385 Fiber Optic Installation & ITS Improv: Elliot, Guadalupe and Warner Project Description Estimated 2015-16 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. 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 By using creative and cost-effective strategies such as Transportation Systems Management (TSM) and Intelligent Transportation Systems (ITS) technologies, the City can manage increased demand on the system while still providing for the safe and efficient movement of people and goods on the transportation network. 2015-16 Source of Funds Design and Engineering $18,179 Construction / Improvement $547,619 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Capital Projects Fund Balance $18,179 $0 Total $565,798 General Obligation Bonds $164,286 Project Number: Federal Grant - CMAQ $383,333 Estimated Start Date: 07/01/2013 Estimated Completion Date: 06/30/2016 6906171 Appropriations by Fiscal Year 2015-16 $565,798 2016-17 $0 2017-18 $0 2018-19 $0 279 2019-20 $0 Total 5 Year $565,798 Fiber Optic Installation and ITS Improv: Broadway/I-10 and Rio Salado/L101 Project Description Estimated 2015-16 Project Costs The purpose of this project is to provide the City with a reliable communications network to be able to view, monitor, and actively manage traffic conditions both on the arterial streets and at the freeway ramp intersections to reduce delay and improve traffic flow. The project will install new conduit and make use of existing conduit to provide fiber connection from ADOT's node 12 building to the signals at Broadway and Ramp K, Broadway and 48th St, and 48th St and Ramp C. Wireless radios will be installed at Broadway and Ramp L, 48th and Cotton Center, 48th and Alameda, and 48th and Southern. High speed DSL copper communications will be installed along Rio Salado and McClintock. Communications devices to be installed include fiber optic cable, pull boxes, splice closure, patch panels, fiber optic jumper cables, VDSL switches, and Ethernet switches. The project also includes purchasing and installing 22 CCTV cameras for each interchange intersection in Tempe. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 The project will provide communication links to the ramp intersections at the Broadway and I-10 interchange and at Rio Salado/ Loop 101 ramp intersections with fiber and wireless connections. This will complete the City's fiber backbone rings provided through ADOT's freeway system fiber. Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 2015-16 Source of Funds Design and Engineering $28,500 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement $305,145 Other Project Costs General Obligation Bonds Federal Grant - CMAQ $0 Total $17,394 $316,251 $333,645 Project Number: Development Impact Fees: TBD 6906169 Estimated Start Date: Estimated Completion Date: 07/01/2013 06/30/2016 Appropriations by Fiscal Year 2015-16 $333,645 2016-17 $0 2017-18 2018-19 $0 2019-20 $0 Total 5 Year $0 $333,645 Fiber Optic Installation: Rural Road North Project Description Estimated 2015-16 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 light rail transit, 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 of this project is to provide the City with a reliable communications network to view, monitor, and actively manage traffic conditions. The ultimate goal is to have a hybrid fiber/wireless network that will increase communications bandwidth, eliminate the need for telephone lease lines, and improve system performance. The project will provide a fiber backbone through the middle of the City on Rural Rd, one of Tempe's major north-south arterial routes. The installation of fiber will provide a reliable and efficient communication corridor that will improve real time traffic signal operations, improve traffic flow, and decrease delay. A fiber backbone through the middle of the City will allow additional wireless communications to be installed in the future. This will provide the infrastructure that can be used for future transit operations, for traveler information, and for special event traffic management. 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 2015-16 Source of Funds Design and Engineering $200,000 Other Project Costs Capital Projects Fund Balance $200,000 Development Impact Fees: TBD $0 Total $200,000 Project Number: 6907269 Estimated Start Date: 07/01/2014 Estimated Completion Date: 06/30/2017 Appropriations by Fiscal Year 2015-16 $200,000 2016-17 $1,043,081 2017-18 $0 2018-19 $0 280 2019-20 $0 Total 5 Year $1,243,081 Fiber Optic Installation: Rural Road South Project Description Estimated 2015-16 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 of this project 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. The project will provide a fiber backbone through the middle of the City on Rural Rd, one of Tempe's major north-south arterial routes. A fiber backbone will allow additional wireless communications to be installed in the future. In addition, this project will provide the infrastructure that can be used for future transit operations, for traveler information, and for special event traffic management. 2015-16 Source of Funds Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $19,000 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 $19,000 Development Impact Fees: TBD $0 Total $19,000 Project Number: 6907729 Estimated Start Date: Estimated Completion Date: 07/01/2015 06/30/2018 Appropriations by Fiscal Year 2015-16 2016-17 $19,000 $0 2017-18 $941,028 2018-19 $0 2019-20 Total 5 Year $0 $960,028 Light Rail Efficiency Improvement at University Dr Project Description Estimated 2015-16 Project Costs The City of Tempe's Transportation Division is tasked with providing residents and visitors with a safe and efficient transportation system. Traffic Engineering staff spends a significant amount of time monitoring traffic and identifying potential solutions for improving capacity and reducing congestion on Tempe's transportation network. This project will increase capacity on Rural Rd and improve the efficiency of light rail vehicles at University Dr. Improvements will include new sensors and improved equipment that will minimize the amount of time that gate arms are activated on University Dr, causing congestion and delay to all users. The intersection of Rural Rd and University Dr is the busiest intersection in the City of Tempe. The light rail crossing of University Dr is only 600 feet west of this intersection. Based on the current train schedule, and the fact that there are both eastbound and westbound trains, it is not uncommon for the gates at University Dr to be activated every 5 minutes. The current train sensors and equipment result in premature activation of the gates which results in unnecessary delay to users along University Dr as well as Rural Rd. This operation can function much more efficiently with the installation of new sensors and improved equipment. 2015-16 Source of Funds Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $75,000 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement $0 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs General Obligation Bonds $75,000 Development Impact Fees: TBD $0 Total $75,000 Project Number: 6907739 Estimated Start Date: 07/01/2015 Estimated Completion Date: 06/30/2017 Appropriations by Fiscal Year 2015-16 2016-17 $75,000 $500,000 2017-18 $0 2018-19 $0 281 2019-20 $0 Total 5 Year $575,000 New Signals / Safety Upgrades Project Description Estimated 2015-16 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 224 signalized intersections every other year and/or add one new traffic signal based on traffic engineering warrants. The project’s purpose is to manage traffic safely and efficiently by installing new signals and/or modifying existing signal indications based on traffic engineering studies. 2015-16 Source of Funds Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement $360,000 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs Capital Projects Fund Balance $180,000 Developer Assistance $180,000 $0 Total $360,000 Project Number: 6906209 Estimated Start Date: Estimated Completion Date: Ongoing Ongoing Appropriations by Fiscal Year 2015-16 2016-17 $360,000 $0 2017-18 $0 2018-19 $0 2019-20 Total 5 Year $0 $360,000 Rural Rd Light Rail Intersection Improvement Project Description Estimated 2015-16 Project Costs The City of Tempe's Transportation Division is tasked with providing residents and visitors with a safe and efficient transportation system. Traffic Engineering staff spends a significant amount of time monitoring traffic and identifying potential solutions for improving capacity and reducing congestion on Tempe's transportation network. This project will construct bicycle and pedestrian improvements at the intersection. Legal / Administration $0 Land Acquisition $0 Permit Fees $0 The intersection of Rural Rd and Tyler/Terrace Rd is very congested. There is a significant amount of vehicular traffic as well as pedestrian and bicycle traffic. This intersection also serves a transit platform on the west side of Rural Rd that accommodates Light Rail and buses. The geometry of the intersection is skewed which has presented some unforeseen operational and safety concerns, primarily with bicyclists and pedestrians. Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 2015-16 Source of Funds Design and Engineering $25,000 Construction / Improvement $100,000 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs General Obligation Bonds $125,000 $0 Total $125,000 Project Number: 6907749 Estimated Start Date: 07/01/2015 Estimated Completion Date: 06/30/2016 Appropriations by Fiscal Year 2015-16 $125,000 2016-17 $0 2017-18 $0 2018-19 $0 282 2019-20 $0 Total 5 Year $125,000 Streetlight Pole Structural Replacement Project Description Estimated 2015-16 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 streetlight 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 will 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. The purpose of the project is to be proactive by providing structurally sound streetlight poles that conform to engineering standards and that will also enhance our long term goal of ensuring landscape irrigation does not impact the structural integrity of our infrastructure and will help manage our potential risk for existing rusted street light poles. The streetlight poles with a foundation have a life expectancy of 30+ years compared to a direct buried pole that may only have a 1520 year life span. 2015-16 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 $250,000 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs General Obligation Bonds $0 Total $250,000 $250,000 Project Number: 6999849 Estimated Start Date: Estimated Completion Date: Ongoing Ongoing Appropriations by Fiscal Year 2015-16 $250,000 2016-17 2017-18 2018-19 $300,000 $300,000 $300,000 2019-20 Total 5 Year $300,000 $1,450,000 Streetlight Upgrade / New Install Project Description Estimated 2015-16 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 requests, as well as upgrading approximately 4000 High Pressure Sodium (HPS) to Induction 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: North side of Guadalupe Rd between Rural and McClintock Legal / Administration $0 Land Acquisition $0 Permit Fees $0 Design and Engineering $0 Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement 2015-16 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 2015-16 $250,000 2016-17 2017-18 2018-19 $300,000 $300,000 $300,000 283 2019-20 $300,000 Total 5 Year $1,450,000 Traffic Signal Foundation Project Description Estimated 2015-16 Project Costs The City's transportation system includes 224 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 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 This project is necessary to keep the signal system functioning properly by supplementing our existing traffic signal construction program with installing underground infrastructure which may include underground items such as conduit repair and replacements, new traffic signal underground j-boxes and new signal foundations. The following traffic signal assets are identified for replacement: four traffic signal poles are structurally deficient due to corrosion factors at the base. Six traffic signal intersections are programed to have the underground signal conductors replaced because they have reached their end of life cycle. 2015-16 Source of Funds Survey / Staking $0 Construction Management $0 Furnishings / Equipment $0 Construction / Improvement $129,534 Geotech / Material Testing $0 Utility Relocation Fees $0 Utility Undergrounding $0 ITD / Telecommunications $0 Other Project Costs General Obligation Bonds $129,534 $0 Total $129,534 Project Number: 6903383 Estimated Start Date: Estimated Completion Date: Ongoing Ongoing Appropriations by Fiscal Year 2015-16 $129,534 2016-17 2017-18 2018-19 $150,000 $150,000 $150,000 2019-20 Total 5 Year $150,000 $729,534 Traffic Signal Green Sign Face Replacement Project Description Estimated 2015-16 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 Transportation and Traffic Engineering 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. As part of a continuing transportation asset management program, this project will begin the process of replacing sign faces (8 per intersection) at a rate of 6 intersections per year with a total of 75 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. 2015-16 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 $50,000 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: 6906229 Estimated Start Date: Ongoing Estimated Completion Date: Ongoing Appropriations by Fiscal Year 2015-16 2016-17 2017-18 2018-19 $50,000 $100,000 $100,000 $100,000 284 2019-20 $100,000 Total 5 Year $450,000 City of Tempe 2015-16 Annual Budget Schedules and Summaries Contents Property Tax Ordinance ........................................................................................................................................................... 286 Budget Resolution .................................................................................................................................................................... 287 Budget Schedules .................................................................................................................................................................... 288 Schedule A Summary Schedule of Estimated Revenues and Expenditures/Expenses.................................................... 288 Schedule B Tax Levy and Tax Rate Information .............................................................................................................. 289 Schedule C Revenues Other Than Property Taxes .......................................................................................................... 290 Schedule D Other Financing Sources/ and Interfund Transfers ........................................................................... 292 Schedule E Expenditures/Expenses by Fund ................................................................................................................... 293 Schedule F Expenditures/Expenses by Department ........................................................................................................ 294 Schedule G Full-Time Employees and Personnel Compensation .................................................................................... 296 Budget Basis, Units and Changes ............................................................................................................................................ 297 Financial Structure and Organization ....................................................................................................................................... 298 Personnel Summary ................................................................................................................................................................. 299 Personnel Changes for FY 2015-16 ......................................................................................................................................... 300 Personnel Schedules ............................................................................................................................................................... 302 Glossary of Terms .................................................................................................................................................................... 333 Acronyms ................................................................................................................................................................................. 341 Index ........................................................................................................................................................................................ 342 Municipal Budget Office Staff ................................................................................................................................................... 345 285 City of Tempe 2015-16 Annual Budget Property Tax Ordinance ORDINANCE NO. O2015.27 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, 2016. WHEREAS, pursuant to A.R.S. §42-17151, the ordinance levying taxes for Fiscal Year 2015-2016 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 $14,877,877, resulting in a primary tax rate of $0.9334 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 limited 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 $1.5861 per $100 of assessed value. Section 3. The combined tax rate as set forth in Sections 1 and 2 shall equal $2.5195 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 25th day of June, 2015. 286 City of Tempe 2015-16 Annual Budget Budget Resolution RESOLUTION NO. R2015.59 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, 2015, AND ENDING JUNE 30, 2016. 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 21, 2015, 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 21, 2015, 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 11, 2015, 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 2015-2016. PASSED AND ADOPTED BY THE CITY COUNCIL OF TEMPE, ARIZONA, this 11th day of June, 2015. 287 City of Tempe 2015-16 Annual Budget Budget Schedules Schedule A Summary Schedule of Estimated Revenues and Expenditures/Expenses S c h Fiscal Year FUNDS General Fund Special Revenue Funds Debt Service Funds Capital Projects Funds Enterprise Funds Available Internal Service Funds 2,000,000 Adopted/Adjusted Budgeted 2015 Expenditures/Expenses* E 182,311,624 105,491,860 40,951,736 150,438,466 97,124,196 2015 Actual Expenditures/ Expenses** E 175,725,094 95,001,163 37,162,193 55,786,097 89,583,104 63,308,000 40,081,206 23,613,370 87,154,716 68,687,000 2016 Fund Balance/Net Position at July 1*** 2016 Primary Property Tax Levy B 2016 Secondary Property Tax Levy B 2016 Estimated Revenues Other than Property Taxes C 2016 Other Financing Sources D 2016 Other Financing (Uses) D 2016 Interfund Transfers In D 2016 Interfund Transfers (Out) D Blended Component Unit (a) 578,317,882 453,257,651 2,000,000 284,844,292 14,877,877 14,877,877 25,281,551 170,816,597 114,553,569 25,281,551 3,690,695 98,244,395 387,305,256 149,954,803 136,512 (5,236,972) Total All Funds 1,340,000 6,944,609 (7,153,978) (11,238,217) 12,874,969 149,954,803 6,467,017 3,045,200 (7,179,140) 30,808,307 (30,808,307) 2016 Reduction for Amounts Not Available: LESS: Amounts for Future Debt Retirement: 2016 Total Financial Resources Available 2016 Budgeted Expenditures/Expenses E 243,902,014 148,820,797 48,292,008 249,984,488 166,219,272 2,000,000 187,647,884 113,748,860 29,057,155 162,829,772 112,244,213 2,000,000 EXPENDITURE LIMITATION COMPARISON 1. Budgeted expenditures/expenses 2. Add/subtract: estimated net reconciling items 3. Budgeted expenditures/expenses adjusted for reconciling items 4. Less: estimated exclusions 5. Amount subject to the expenditure limitation 6. EEC expenditure limitation 2015 $ 578,317,882 (175,706,734) 402,611,148 102,560,330 $ 300,050,818 $ 300,050,818 3,045,200 862,263,779 607,527,884 2016 $ 607,527,884 (237,747,009) 369,780,875 68,446,473 $ 301,334,402 $ 313,889,296 * Includes Expenditure/Expense Adjustments Approved in the 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 on this line 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. 288 City of Tempe 2015-16 Annual Budget Schedule B Tax Levy and Tax Rate Information 2015 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. 4. 5. Property tax levy amounts A. Primary property taxes B. Secondary property taxes C. Total property tax levy amounts $ $ 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 $ $ $ $ $ Property tax rates A. City/Town tax rate (1) Primary property tax rate (2) Secondary property tax rate (3) Total city/town tax rate B. Special assessment district tax rates 2016 14,324,634 $ 14,877,877 14,324,634 24,609,512 38,934,146 $ 14,877,877 25,281,551 40,159,428 $ 13,470,429 83,617 13,554,046 23,142,000 143,652 23,285,652 36,839,698 0.9231 1.5119 2.4350 0.9334 1.5861 2.5195 * 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. 289 City of Tempe 2015-16 Annual Budget Schedule C Revenues Other Than Property Taxes ACTUAL REVENUES* 2015 ESTIMATED REVENUES 2015 SOURCE OF REVENUES ESTIMATED REVENUES 2016 GENERAL FUND Local Taxes City Sales Tax Transient Lodging Tax Franchise Fees $ Licenses and permits 82,152,592 5,072,952 3,255,702 $ 86,206,013 5,347,511 3,307,246 $ 88,527,594 5,576,481 3,336,246 1,636,750 1,632,122 1,458,000 Intergovernmental State Other 39,906,841 432,000 39,780,623 674,448 41,312,118 522,000 Charges for Services 11,452,301 16,629,308 11,905,431 7,943,080 8,183,831 8,345,560 Fines and Forfeits Interest on Investments 450,100 450,100 850,000 Voluntary Contributions 2,876,282 2,906,851 3,023,125 Miscellaneous 5,323,070 5,039,859 5,960,042 Total General Fund $ 160,501,670 $ 170,157,912 $ $170,816,597 $ 33,346,352 819,983 148,000 6,259,770 16,495,702 $ 35,836,931 819,983 148,000 6,259,770 16,495,702 $ 36,809,942 929,006 175,000 5,856,437 16,011,740 Total Transit Fund $ 57,069,807 $ 59,560,386 $ 59,782,125 $ 9,630,103 85,000 53,297 $ 9,748,208 85,000 8,764 $ 10,091,343 85,000 37,620 Total Highway User Revenue Fund $ 9,768,400 $ 9,841,972 $ 10,213,963 $ 6,912,473 710,872 10,000 9,050 $ 7,250,874 845,134 10,000 $ 7,447,743 848,250 13,000 Total Performing Arts Fund $ 7,642,395 $ 8,106,008 $ 8,308,993 $ 3,611,882 9,496,730 $ 4,238,742 9,496,730 $ 5,298,381 11,022,206 Total CDBG/Section 8 Housing Funds $ 13,108,612 $ 13,735,472 $ 16,320,587 $ 1,203,440 SPECIAL REVENUE FUNDS Transit Fund Transit Tax ASU-Flash Transit Interest Income Intergovernmental Miscellaneous Revenue Highway User Revenue Fund Highway User Revenue Tax Barricading Fees Miscellaneous Revenue Performing Arts Fund Performing Arts Tax Fees and Admissions Interest Income Miscellaneous Revenue CDBG/Section 8 Housing Funds Community Development Block Grant Section 8 Housing Governmental Restricted Revenue & Donations Fund $ Police Dept-RICO & Grants Fund $ 5,959,619 $ 5,521,873 $ 5,904,844 Governmental Grants F u n d $ 11,308,718 $ 6,786,463 $ 12,130,361 Court Enhancement Fund $ 1,530,131 $ 928,312 $ 687,756 Peterson House Fund $ 2,283 $ 1,200 $ 1,500 Total Special Revenue Funds $ 106,389,965 $ 104,481,686 $ 114,553,569 $ * 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. 290 City of Tempe 2015-16 Annual Budget Schedule C Revenues Other Than Property Taxes (Continued) ACTUAL REVENUES* 2015 ESTIMATED REVENUES 2015 SOURCE OF REVENUES ESTIMATED REVENUES 2016 DEBT SERVICE FUNDS Debt Service $ 1,269,719 $ 1,684,982 $ 1,301,462 Special Assessments $ 2,959,851 $ 2,959,851 $ 2,389,233 Total Debt Service Funds $ 4,229,570 $ 4,644,833 $ 3,690,695 Water/Wastewater $ 78,950,217 $ 79,428,644 $ 81,110,882 Solid Waste $ 14,987,157 $ 14,211,200 $ 14,224,575 ENTERPRISE FUNDS Golf $ 2,982,436 $ 2,728,398 $ 2,908,938 Total Enterprise Funds $ 96,919,810 $ 96,368,242 $ 98,244,395 TOTAL ALL FUNDS $ 368,041,015 $ $375,652,673 $ $387,305,256 * 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. 291 City of Tempe 2015-16 Annual Budget Schedule D Other Financing Sources/ and Interfund Transfers OTHER FINANCING 2016 FUND SOURCES GENERAL FUND INTERFUND TRANSFERS 2016 IN $ $ $ $ $ $ 136,512 $ (5,236,972) $ (115,762) SPECIAL REVENUE FUNDS Court Enhancement Highway User Revenue 1,150,000 (304,941) Transit (6,475,625) Performing Arts (257,650) Section 8 Housing 190,000 Total Special Revenue Funds GENERAL GOVERNMENTAL DEBT SERVICE FUND Total Debt Service Funds $ $ $ 1,340,000 $ (7,153,978) $ $ $ 6,944,609 $ (11,238,217) $ $ $ 6,944,609 $ (11,238,217) $ 102,443,937 $ $ CAPITAL PROJECTS FUNDS Bond Proceeds Fund Balance Applied 23,837,719 Other Funding 23,673,147 Total Capital Projects Funds $ 12,874,969 $ 149,954,803 $ $ 12,874,969 $ $ $ $ 6,193,017 $ ENTERPRISE FUNDS Water / Wastewater Solid Waste 200,000 Golf Fund (7,072,079) (107,061) 74,000 Total Enterprise Funds SUBTOTAL INTERNAL CITY FUNDS $ $ $ 6,467,017 $ (7,179,140) $ 149,954,803 $ $ 27,763,107 $ (30,808,307) $ (30,808,307) BLENDED COMPONENT UNIT Community Facilities District GRAND TOTAL 3,045,200 $ 149,954,803 $ 292 $ 30,808,307 City of Tempe 2015-16 Annual Budget Schedule E Expenditures/Expenses by Fund ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2015 FUND/DEPARTMENT GENERAL FUND Mayor and Council City Manager Diversity Internal Audit City Clerk City Court City Attorney Internal Services Finance and Technology Human Resources Municipal Budget Office Police Fire Medical Rescue Community Services Community Development Human Services Public Works Non-Departmental General Fund Contingency Total General Fund SPECIAL REVENUE FUNDS Highway User Revenue Transit CDBG Section 8 Housing Housing Performing Arts Police Dept-Rico & Grants Govtl Grants and Donations Govtl Restricted Revenue and Donations Govtl Grants Court Enhancement Petersen House Endowment Total Special Revenue Funds DEBT SERVICE FUNDS General Governmental Special Assessment Total Debt Service Funds CAPITAL PROJECTS FUNDS All Capital Projects ENTERPRISE FUNDS Water/Wastewater Golf Solid Waste Total Enterprise Funds INTERNAL SERVICE FUNDS Risk Management TOTAL ALL FUNDS * $ 377,787 1,725,841 497,887 439,959 1,098,536 4,137,407 2,821,756 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2015 $ $ 1,663,316 (497,887) 12,040 (10,126) 26,603 30,433 7,249,078 (4,327,047) (3,366,622) 251,902 456,293 204,151 (3,193,041) (117,706) 4,593,096 (79,150) (3,027,984) (112,316) (244,967) $ 382,625 4,327,047 3,366,622 73,979,887 28,093,376 22,904,181 14,884,068 $ $ 19,770,256 3,131,981 1,000,000 182,556,591 10,467,609 53,848,245 3,611,882 9,496,730 ACTUAL EXPENDITURES/ EXPENSES* 2015 $ $ $ $ 445,102 1,135,790 4,200,689 2,873,649 7,215,706 257,312 72,667,227 27,090,987 18,455,761 13,815,207 4,054,874 18,293,028 2,922,000 257,006 76,481,059 29,955,798 19,206,201 15,070,840 4,567,028 19,464,865 1,482,273 1,500,000 187,647,884 175,725,094 $ $ 9,833,642 53,644,154 3,611,882 9,686,730 $ 8,774,907 5,136,925 4,025,225 $ 382,625 $ $ $ $ 37,991,886 2,959,850 40,951,736 $ $ 150,438,466 $ $ $ $ 79,772,225 2,781,767 17,539,290 100,093,282 $ $ 2,000,000 $ $ 581,149,310 $ 365,279 3,426,599 417,649 721,626 4,004,754 2,741,555 6,726,536 $ 8,964,081 5,959,619 11,308,718 1,450,068 2,283 105,109,235 354,531 3,202,047 BUDGETED EXPENDITURES/ EXPENSES 2016 286,498 1,200 95,001,163 $ 10,141,956 55,937,932 4,674,676 11,212,206 50,000 9,075,472 6,262,223 3,053,782 12,130,361 1,204,300 5,952 113,748,860 $ $ 34,202,343 2,959,850 37,162,193 $ 26,667,922 2,389,233 29,057,155 $ 55,786,097 $ 162,829,772 (2,435,248) $ $ (533,838) (2,969,086) $ 71,907,289 2,547,043 15,128,772 89,583,104 $ 91,198,186 2,807,160 18,238,867 112,244,213 $ 2,000,000 $ 607,527,884 $ (2,831,428) $ 453,257,651 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. 293 City of Tempe 2015-16 Annual Budget Schedule F Expenditures/Expenses by Department DEPARTMENT/FUND Mayor and Council Department: General Fund ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2015 $ City Manager Department: $ General Fund Transit Fund Govtl Grants and Donations Govtl Restricted Revenue & Donations Govtl Grants Department Total $ 377,787 1,725,841 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2015 $ $ 2,324,710 4,050,551 $ ACTUAL EXPENDITURES/ EXPENSES* 2015 $ 1,663,316 547,295 840,307 3,050,918 $ $ 354,531 3,202,047 548,491 1,393,500 5,144,038 BUDGETED EXPENDITURES/ EXPENSES 2016 $ $ $ 365,279 3,426,599 550,957 821,511 5,400,000 10,199,067 Diversity Department: General Fund $ 497,887 $ (497,887) $ Internal Audit Department: General Fund $ 439,959 $ 12,040 $ 417,649 $ 445,102 City Clerk Department: General Fund $ 1,098,536 $ (10,126) $ 721,626 $ 1,135,790 City Court Department: General Fund $ Court Enhancement Fund Department Total $ 4,137,407 1,234,488 5,371,895 $ 26,603 $ $ $ 26,603 $ 4,004,754 286,498 4,291,252 $ 4,200,689 984,300 5,184,989 2,821,756 284,193 $ 30,433 $ 2,741,555 93,302 $ 2,873,649 3,105,949 $ 30,433 $ 2,834,857 $ 183,079 3,056,728 $ 7,249,078 2,818,525 10,067,603 $ 6,726,536 2,847,919 9,574,455 $ $ $ $ $ $ City Attorney Department: General Fund $ Govtl Grants and Donations Govtl Grants Department Total $ Internal Services Department: General Fund $ Water/Wastewater Fund Department Total $ $ Finance + Technology Department: General Fund $ Water/Wastewater Fund Department Total $ 4,327,047 2,818,525 7,145,572 $ $ (4,327,047) (2,818,525) (7,145,572) Human Resources Department: General Fund $ 3,366,622 $ (3,366,622) Municipal Budget Office General Fund $ Police Department: General Fund $ Police Dept -RICO + Grants Department Total $ Fire Medical Rescue: General Fund $ Govtl Grants and Donations Govtl Restricted Revenue & Donations Govtl Grants Department Total $ * $ $ $ 7,215,706 2,822,552 10,038,258 $ 251,902 $ 257,312 $ 257,006 73,979,887 5,159,619 79,139,506 $ 456,293 $ $ $ 456,293 $ 72,667,227 5,136,925 77,804,152 $ 76,481,059 5,462,223 81,943,282 28,093,376 685,793 $ 204,151 169,655 $ 27,090,987 855,448 $ 29,955,798 28,779,169 $ 373,806 $ 27,946,435 $ 115,386 328,209 30,399,393 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. 294 City of Tempe 2015-16 Annual Budget Schedule F Expenditures/Expenses by Department (Continued) DEPARTMENT/FUND Community Services Department: General Fund $ Transit Fund Performing Arts Fund Govtl Grants and Donations Govtl Restricted Revenue & Donations Govtl Grants Peterson House Endowment Department Total $ Community Development Department: General Fund $ CDBG/Home Section 8 Govtl Grants and Donations Govtl Restricted Revenue & Donations Govtl Grants Department Total $ ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2015 22,904,181 547,295 8,321,022 2,756,590 $ (3,193,041) (547,295) ACTUAL EXPENDITURES/ EXPENSES* 2015 $ $ 1,200 27,438,627 $ 14,884,068 3,611,882 9,496,730 253,432 $ (117,706) (3,611,882) (9,496,730) (93,530) $ 13,815,207 $ 15,070,840 28,246,112 $ (13,319,848) $ 13,911,157 $ 557,628 58,028 15,686,496 $ 4,593,096 3,611,882 9,496,730 4,054,874 3,611,882 9,686,730 $ 817,084 615,054 $ 18,518,792 $ $ 18,293,028 2,547,043 597,999 15,128,772 9,833,642 53,095,663 69,059,370 166,930 $ 168,722,447 $ 4,000 200,000 194,183,295 2,922,000 $ 1,482,273 34,202,343 2,959,850 37,162,193 $ 26,667,922 2,389,233 29,057,155 $ 3,131,981 $ (3,027,984) Debt Service Debt Service Fund $ Special Assessment Fund Departmental Total $ 37,991,886 2,959,850 40,951,736 $ $ $ $ 1,000,000 1,000,000 108,000 2,000,000 800,000 5,000,000 $ * TOTAL ALL FUNDS $ (2,435,248) 162,930 150,438,466 $ $ $ $ (334,445) 215,580 10,123,580 581,149,310 $ (2,831,428) 19,464,865 2,807,160 673,838 18,238,867 10,141,956 55,276,975 87,375,634 1,500,000 1,000,000 110,000 2,000,000 800,000 500,000 4,500,000 220,000 10,630,000 (446,761) $ 466,582 615,337 21,585,829 17,968,540 (533,838) 382,625 (112,316) 4,567,028 4,674,676 11,212,206 50,000 $ (2,502,681) All Capital Projects (79,150) 95,950 $ Capital Projects 8,401,634 (5,302,337) 180,352,631 Contingency General Fund $ Water/Wastewater Fund Transit Fund Internal Service/Risk Management Police Dept - RICO + Grants Govtl Grants and Donations Govtl Restricted Revenue & Donations Govtl Grants Court Enhancement Fund Departmental Total 19,206,201 $ 2,283 34,531,371 $ General Fund $ 8,176,908 804,758 (1,562,001) 19,770,256 2,781,767 643,059 17,539,290 10,467,609 53,192,950 75,953,700 4,000 Non Departmental 18,455,761 BUDGETED EXPENDITURES/ EXPENSES 2016 588,675 845,708 5,952 29,048,170 Human Services Department: General Fund $ CDBG/Home Section 8 Housing Govtl Grants and Donations Govtl Restricted Revenue & Donations Govtl Grants Department Total $ Public Works Department: General Fund $ Golf Fund Performing Arts Fund Solid Waste Fund Highway User Revenue Fund Transit Fund Water/Wastewater Fund Govtl Grants and Donations Govtl Restricted Revenue & Donations Govtl Grants Department Total $ EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2015 55,786,097 453,257,368 $ 162,829,772 607,527,884 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. 295 City of Tempe 2015-16 Annual Budget Schedule G Full-Time Employees and Personnel Compensation FUND GENERAL FUND Employee Salaries and Hourly Costs Retirement Costs* Healthcare Costs Other Benefit Costs** Total Estimated Personnel Compensation 2016 2016 2016 2016 2016 2016 1,203.29 $ 96,117,278 $ 23,776,128 $ 12,009,525 $ 9,195,724 $ 141,098,655 SPECIAL REVENUE FUNDS Highway User Revenue Transit CDBG/Home Section 8 Housing Performing Arts Police Dept - Rico & Grants Govtl Grants Court Enhancement Fund Total Special Revenue Funds 40.34 34.62 4.00 7.00 19.65 17.00 5.90 6.00 134.51 $ $ $ 262,256 227,616 29,296 34,451 112,810 117,102 15,928 22,207 821,666 $ $ 476,168 366,285 37,426 57,905 173,350 179,285 38,281 63,734 1,392,434 $ $ 308,178 313,184 32,055 44,766 127,534 338,354 42,109 33,141 1,239,321 $ $ 2,776,681 2,451,546 290,680 409,477 1,148,583 1,729,156 317,874 288,937 9,412,934 $ 3,823,283 3,358,631 389,457 546,599 1,562,277 2,363,897 414,192 408,019 12,866,355 CAPITAL PROJECTS FUNDS All Capital Projects 1.00 $ 73,424 $ 8,422 $ 9,973 $ 6,129 $ 97,948 $ $ 1,154,868 33,189 418,648 1,606,705 $ $ 1,766,644 66,282 759,427 2,592,353 $ $ 1,274,900 37,490 451,533 1,763,923 $ $ 11,421,379 341,976 4,056,578 15,819,933 $ Total Enterprise Funds 170.38 6.00 75.92 252.30 $ 15,617,791 478,937 5,686,186 21,782,914 INTERNAL SERVICE FUND Risk Management Total Enterprise Funds 6.50 6.50 $ $ 489,339 489,339 $ $ 53,963 53,963 $ $ 60,333 60,333 $ $ 42,132 42,132 $ $ 645,767 645,767 1,597.60 $ 121,912,908 $ 26,841,757 $ 16,064,618 $ 11,672,356 $ 176,491,639 ENTERPRISE FUNDS Water/Wastewater Golf Solid Waste TOTAL ALL FUNDS * ** Full-Time Equivalent (FTE) 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. 296 City of Tempe 2015-16 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 ⋅ 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. ⋅ 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). 297 City of Tempe 2015-16 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. 298 City of Tempe 2015-16 Annual Budget Personnel Summary The number of employees for FY 2015-16 totals 1,825.22 full-time equivalents (FTE), including 1,589 full-time, 16.25 permanent full-time equivalents, and 219.97 temporary full-time equivalent employees. 2013-14 Actual Department Mayor and Council 2014-15 Budget 2014-15 Revised Full Perm Temp Full Perm Temp Full Perm Temp Full Perm Temp Time FTE FTE Time FTE FTE Time FTE FTE Time FTE FTE 7 7 7 City Manager 11 11 30 City Attorney 23 1.75 23 City Clerk 4 0.58 City Court 38 4.06 38 Community Development 78 1.60 10.02 75 6.50 167.03 145 Community Services Diversity Program 141 1.75 1.00 4 0.50 7.00 174.63 112 1.25 Finance and Technology 138 0.50 141 0.50 Fire Medical Rescue 156 156 20 20 3 0.50 Internal Services Municipal Budget Office 30 1.00 23 1.75 4 0.50 491 Public Works 459 3.25 6.25 491 4.06 20.02 72 17.02 6.00 167.91 112 6.00 168.49 0.75 156 3.85 3 154 24.10 451 3.25 490 16.43 448 1.00 38 31 6.25 1.34 4.06 5.38 39 3.75 0.50 3 0.50 0.50 156 0.50 4 Police Total Personnel 1.34 156 Human Services Sub Total 0.50 69 2 3 0.50 4 20.02 1.25 Internal Audit 1.75 38 2.35 7 23 4.06 2 Human Resources 2015-16 Budget 5.38 4 3.25 6.25 495 16.43 450 6.25 3.25 16.43 1,571 15.35 212.04 1,567 17.10 222.39 1,569 17.10 222.39 1,589 16.25 219.97 1,798.39 1,806.49 299 1,808.49 1,825.22 City of Tempe 2015-16 Annual Budget Personnel Changes for FY 2015-16 Reflects all personnel changes/reductions approved by City Council through 6/30/2015 Full and Part-Time Position Reductions Department Community Development Position Fire Inspector Fund General Cost Center 2322 Human Services General 2814 Public Works Homeless Outreach Specialist Sr Civil Engineer General 3222 Public Works Equipment Operator I Golf Public Works Groundskeeper II+ Public Works Groundskeeper II+ PCN 1997 FTE (0.75) 2034 & 2035 1999 (0.10) 2512 503 (1.00) Golf 2512 510 (1.00) Golf 2512 511 (1.00) Total Full and Part-Time Position Reductions (1.00) Action Summary Only approved for one-year funding (FY2014/15). Position was reauthorized for full-time permanent Positions reduced to conform to 30 hour work schedule Only approved for one-year funding – position eliminated 6/30/2015 Funding for other Golf Operations – position eliminated 6/30/2015 Funding for other Golf Operations – position eliminated 6/30/2015 Funding for other Golf Operations – position eliminated 6/30/2015 (4.85) Temporary (Wage) Position Reductions Department City Attorney Position Unclassified Temporary Fund Gen Cost Center PCN 1710 N/A Community Development Unclassified Temporary Gen 2721 Community Development Unclassified Temporary Gen Community Services Unclassified Temporary Gen FTE (1.00) Action Summary Authorized for one year (FY2014/15) N/A (11.00) Authorized for one year (FY2014/15) 2727 N/A (5.50) Authorized for one year (FY2014/15) 2440 N/A (3.00) Authorized for one year (FY2014/15) Total Temporary (Wage) Position Reductions (20.50) Full and Part-Time Position Additions Department Position Fund Cost Center Community Development Building Inspector II Gen 2721 Community Services Community Health Coordinator 50% Gen/50% Grant 2373 Community Services Assistant Recreation Coord Accountant Des Fund 2406 Gen Human Services Social Services Supervisor Human Services PCN FTE Action Summary 2021 & 2022 2008 2.00 Operating Budget Supplemental 1.00 2.00 3527 2009 & 2010 2016 Gen 3527 2017 1.00 Management Asst II+ Gen 3527 2018 1.00 Human Services Executive Assistant Gen 3527 2019 1.00 Human Services TBD Gen 3527 TBD 4.00 Internal Services IT Security Manager 1997 TBD 1.00 Internal Services Police Sr Programmer Analyst Communications Dispatcher 25%Gen, 25% SW, 25%Transit, 25% WWW Dsg Fund Gen Operating Budget Supplemental. Continued funding of position through 6/30/2015. Position approved midyear FY2014/15. Midyear addition (FY2014/15), approved by Council Council Approval 6/11/2015, transition of Tempe Community Council employees to the City Council Approval 6/11/2015, transition of Tempe Community Council employees to the City Council Approval 6/11/2015, transition of Tempe Community Council employees to the City Council Approval 6/11/2015, transition of Tempe Community Council employees to the City Council Approval 6/11/2015, transition of Tempe Community Council employees to the City Operating Budget Supplemental 1994 2232 2020 2023 & 2034 1.00 1.00 Human Services 300 1.00 Operating Budget Supplemental Operating Budget Supplement – approved as two 0.50 FTE positions City of Tempe 2015-16 Annual Budget Full and Part-Time Position Additions (continued) Cost Fund Center PCN Police Grants/RICO 2221 2025 & 2026 Police School Resource Officer Grants/RICO 2212 SRO0 0001 Police School Resource Officer Grants/RICO 2295 SRO0 0002 Public Works Sr Eng Associate Gen 3223 2014 Public Works Sr Civil Engineer Gen 3223 2015 Public Works Sr Planner (Landscape 50% Gen, 3923 TBD Architect) 50% Transit Public Works Water Utilities Business WWW 3002 TBD Liason Public Works Water Operations 50% WWW, 3007 TBD Manager 50% CFD Public Works TTL Ops & Maint Coord 100% CFD 3007 TBD Total Full and Part-Time Position Additions Department Position Police Officers Temporary (Wage) Position Additions FTE 2.00 Action Summary Operating Budget Supplemental 1.00 Operating Budget Supplemental 1.00 Operating Budget Supplemental 1.00 1.00 1.00 Operating Budget Supplemental Operating Budget Supplemental Operating Budget Supplemental 1.00 Operating Budget Supplemental 1.00 Operating Budget Supplemental 1.00 26.00 Operating Budget Supplemental Action Summary Operating Budget Supplemental – 2.0 FTE are recurring, 1.0FTE is authorized for FY2015/16 only Operating Budget Supplemental Cost Center 2440 PCN N/A FTE 3.00 Gen 2538 N/A 0.58 Unclassified Temporary Gen 1710 N/A 1.00 Community Development Unclassified Temporary Gen 2721 N/A 7.00 Community Development Unclassified Temporary Gen 2727 N/A 6.50 Department Community Services Position Unclassified Temporary Fund Gen Community Services Unclassified Temporary City Attorney Total Temporary (Wage) Position Additions 18.08 Summary Authorized Full and Part-Time Positions (FTEs) FY 2014-15 Budget 1,584.10 Position Reductions ( 4.85) Position Additions 26.00 FY 2015-16 Budget 1,605.25 Authorized Temporary (Wage) Positions (FTEs) FY 2014-15 Budget 222.39 Position Reductions (20.50) Position Additions 18.08 FY 2015-16 Budget 219.97 301 Operating Budget Supplemental authorized for one year (FY 2015/16) Operating Budget Supplemental – authorized for one year only (FY2015/16) Operating Budget Supplemental – authorized for one year only (FY2015/16) City of Tempe 2015-16 Annual Budget Personnel Schedules Reflects all personnel changes/reductions approved by City Council through 6/30/2015 1110 1210 1214 Position MAYOR & COUNCIL Mayor Vice Mayor Council Member Mayor & Council Total Full-Time CITY MANAGER Administration City Mgr Asst City Mgr Deputy City Mgr - Chief Op Officer Deputy City Mgr - Chief Fin Officer Executive Asst to City Mgr Executive Assistant Total Full-Time 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* 1216 3916 Government Relations Government Relations Officer Total Full-Time Marketing and Public Information Public Information Officer Funding Source Gen Gen Gen 1220 2014-15 Budget 2014-15 Revised 2015-16 Budget 1 1 5 1 1 5 1 1 5 1 1 5 7 7 7 7 Gen Gen Gen Gen Gen Gen 1 1 0 0 1 1 4 1 1 0 0 1 1 4 1 0 1 1 1 2 6 1 0 1 1 1 2 6 Gen Gen Transit 50% WWW 50% Gen Gen Gen 0 0 0 0 0 0 1 2 1 1 2 1 0 0 0.00 0 0.00 0 0 0.00 0 0.00 2 2 1.34 8 1.34 2 2 1.34 8 1.34 Gen 1 1 1 1 1 1 1 1 Gen 25% Solid Waste 25% Transit 50% 0 0 1 1 0 0 1 1 Total Full-Time 1219 2013-14 Actual Mayor/Council Staff Mayor/City Council - Chief of Staff Mayoral Aide City Council Aide II+ Total Full-Time Gen Gen Gen 1 1 2 4 1 1 2 4 1 1 2 4 1 1 2 4 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 0 0 0 0 0 0 0 0 0 0 0 0 1 4 1 1 1 8 1 4 1 1 1 8 **Permanent Full-Time Equivalent *Temporary Full-Time Equivalent 302 City of Tempe 2015-16 Annual Budget Reflects all personnel changes/reductions approved by City Council through 6/30/2015 1221 Position CITY MANAGER Economic Development Economic Development Dir Business Development Officer Total Full-Time Funding Source Gen Gen 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* 3115 City Attorney/Water Sr Asst City Attorney Asst City Attorney Executive Assistant Total Full-Time 1410 CITY CLERK City Clerk Dep City Clerk Asst City Clerk Executive Assistant Micrographics Operator I/II+ 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 **Permanent Full-Time Equivalent 2014-15 Revised 2015-16 Budget 1 1 2 1 1 2 1 1 2 11 0.00 11 0.00 30 1.34 30 1.34 1 2 1 1 8 2 1 1 2 2 1 9 2 1 1 2 2 1 9 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 1 0.75 1.00 1.00 23 1.75 1.00 1 3 1 0.75 1.00 1.00 23 1.75 1.00 1 3 1 0.75 1.00 1.00 23 1.75 1.00 1 1 1 3 0 0 0 0 0 0 0 0 0 0 0 0 23 1.75 0.00 23 1.75 1.00 23 1.75 1.00 23 1.75 1.00 Gen Gen Gen Gen 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 Gen Gen 0.00 0.58 4 0.00 0.58 0.50 0.00 4 0.50 0.00 0.50 0.00 4 0.50 0.00 0.50 0.00 4 0.50 0.00 Gen Gen Gen 1 1 2 1 1 2 1 1 2 1 1 2 Gen Gen Gen Gen Gen Gen Gen 60% Grants 40% Gen Gen Gen Gen Gen Gen WWW WWW WWW City Attorney Total Full-Time City Attorney Total Perm FTE** City Attorney Total Temp FTE* 1310 2014-15 Budget 1 1 2 City Manager Total Full-Time City Manager Total Temp FTE* 1710 2013-14 Actual *Temporary Full-Time Equivalent 303 City of Tempe 2015-16 Annual Budget Reflects all personnel changes/reductions approved by City Council through 6/30/2015 1410 1411 1412 4710 4720 4730 Position CITY COURT (continued) Administration/Judicial Division (continued) 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* Funding Source 2014-15 Budget 2014-15 Revised 2015-16 Budget Gen Gen Gen Gen Gen Gen Gen Gen Gen 2 1 0 1 0 0 0 1 0.00 9 0.00 2 1 3 1 2 18 1 1 4.06 33 4.06 2 1 3 1 2 18 1 1 4.06 33 4.06 2 1 3 1 2 18 1 1 4.06 33 4.06 Gen Gen Gen Gen 1 1 8 1.96 10 1.96 0 0 0 0.00 0 0.00 0 0 0 0.00 0 0.00 0 0 0 0.00 0 0.00 Gen Gen Gen 2 11 2.10 13 2.10 0 0 0.00 0 0.00 0 0 0.00 0 0.00 0 0 0.00 0 0.00 Court Enhancement Fund Deputy Court Admin Court Svcs Spec II+ Total Full-Time Desg Desg 0 2 2 0 2 2 0 2 2 0 2 2 Fill the Gap Fund Court Interpreter Total Full-Time Grant 1 1 0 0 0 0 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 0 0 0 0 1 0 1 1 1 1 1 1 1 1 1 1 1 1 1 City Court Total Full-Time City Court Total Temp FTE* 2710 2013-14 Actual COMMUNITY DEVELOPMENT Administration Administration/Economic Development Community Development Dir Community Development Dir Rio Salado Financial Analyst Principal Planner Sr Planner **Permanent Full-Time Equivalent Gen 95% Grants 5% Gen Gen Gen Gen *Temporary Full-Time Equivalent 304 City of Tempe 2015-16 Annual Budget Reflects all personnel changes/reductions approved by City Council through 6/30/2015 2710 2721 2322 2731 Position COMMUNITY DEVELOPMENT (continued) Administration/Economic Development (continued) Real Estate Dev Supvr Management Assistant Executive Assistant Total Full-Time Development Services 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+ Sr Eng Associate+ Sr Civil Eng+ Development Svcs Spec II+ Administrative Assistant II+ Customer Relations Spec Unclassified Temporary* Total Full-Time Total Perm FTE** Total Temp FTE* Fire Support Fire Inspector II+ Fire Education Spec Fire Inspector II+** Total Full-Time Total Perm FTE** Planning Planning Dep Com Dev Dir - Planning Dep Com Dev Dir - Planning Code Enforcement Mgr Principal Architect Sr Architect+ Principal Planner Sr Planner Sr Planner Sr Transportation Planner Planner II+ Tech Planner Project Mgmt Coord Sr Code Inspector Spec Code Inspector II+ Administrative Assistant II+ Unclassified Temporary* Total Full-Time Total Temp FTE* **Permanent Full-Time Equivalent Funding Source 2013-14 Actual 2014-15 Budget 2014-15 Revised 2015-16 Budget Gen Gen Gen 1 1 1 6 1 1 1 7 1 1 1 7 1 1 1 7 Gen Gen Gen Gen Gen Gen Gen Gen Gen Gen Gen Gen Gen Gen Gen 1 1 1 1 5 1 1 1 5 0 0 3 2 1 5.66 23 1 1 1 1 5 1 1 1 5 0 0 3 2 0 11.66 22 1 1 1 1 5 1 1 1 5 1 2 4 2 0 11.66 26 1 1 1 1 5 1 1 1 7 1 2 4 2 0 7.66 28 5.66 11.66 11.66 7.66 7 1 0.00 8 0.00 7 1 0.75 8 0.75 7 1 0.75 8 0.75 8 1 0.00 9 0.00 1 0 0 0 0 1 1 1 2 6 1 1 1 1 1 2 7 0 1 1 1 1 2 6 0 1 0 1 1 2 6 0 1 0 1 1 1 2 2 1.86 1 0 0 1 1 2 2 1.86 0 2 0 1 1 2 2 1.86 0 2 0 1 1 0 2 1.86 21 1.86 20 1.86 20 1.86 17 1.86 Gen Gen Gen Gen 90% Grants 10% Gen Gen Gen Gen Gen Gen Gen 50% Grants 50% Gen Gen Gen Gen Gen Gen Gen Gen *Temporary Full-Time Equivalent 305 City of Tempe 2015-16 Annual Budget Reflects all personnel changes/reductions approved by City Council through 6/30/2015 Funding Source Position 2013-14 Actual 2014-15 Budget 2014-15 Revised 2015-16 Budget COMMUNITY DEVELOPMENT (continued) 2727 1215 Neighborhood Services Code Compliance Code Enforcement Mgr Sr Code Inspector Spec Code Inspector II+ Administrative Assistant II+ Unclassified Temporary* Total Full-Time Total Temp FTE* Neighborhood Program Neighborhood Program Mgr Neighborhood Svcs Spec Neighborhood Svcs Spec Gen Gen Gen Gen Gen Gen Gen Transit 50% WWW 50% Total Full-Time 2814 Housing Neighborhood Enhancement Homeless Outreach Coordinator** Total Perm FTE** 2771 to 2779 Section 8 Housing Housing Svcs Mgr Family Self Sufficiency Spec Housing Services Spec II+ Administrative Assistant II+ Total Full-Time 2851 to 2872 CDBG/Home Neighborhood Revital Coord Housing Svcs Mgmt Accountant Homeless Coordinator Neighborhood Grants Analyst Principal Planner Principal Planner Gen Grant Grant Grant Grant 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* 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* **Permanent Full-Time Equivalent Gen Gen Transit 50% WWW 50% Gen Gen Gen *Temporary Full-Time Equivalent 306 0 1 3 1 2.50 5 2.50 0 1 3 1 6.50 5 6.50 0 1 3 1 6.50 5 6.50 1 1 5 1 7.50 8 7.50 0 0 0 0 0 0 1 1 1 1 1 1 0 0 3 3 1.60 1.60 1.60 1.60 0.00 0.00 0.00 0.00 1 2 6 1 10 1 2 5 1 9 0 0 0 0 0 0 0 0 0 0 1 1 1 1 1 1 1 1 0 0 0 0 0 0 0 0 1 0 0 0 5 4 0 0 78.00 1.60 10.02 75.00 2.35 20.02 69.00 0.75 20.02 72.00 0.00 17.02 1 2 0 1 2 1 0 0 0 0 0 0 2 2 1.34 7 1.34 2 2 1.34 8 1.34 0 0 0.00 0 0.00 0 0 0.00 0 0.00 City of Tempe 2015-16 Annual Budget Reflects all personnel changes/reductions approved by City Council through 6/30/2015 Funding Source Position 2013-14 Actual 2014-15 Budget 2014-15 Revised 2015-16 Budget COMMUNITY SERVICES (continued) 1215 Community Relations (continued) Neighborhood Program Neighborhood Program Mgr Neighborhood Svcs Spec Neighborhood Svcs Spec Gen Gen Transit 50% WWW 50% 1 1 1 1 1 1 0 0 0 0 0 0 3 3 0 0 Gen Gen SW HURF WWW HURF 1 3 1 1 1 1 8 1 4 1 1 1 1 9 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Gen 25% Solid Waste 25% Transit 50% 1 1 0 0 1 1 0 0 1 1 1 1 1 1 1 1 1 1 1 1 1 0 1 0 1 1 1 0.52 7 0.52 1 0 1 0.52 6 0.52 1 0 1 0.52 5 0.52 1 0 1 0.52 5 0.52 1 0 0 1 0 0 1 1 0 1 0 1 6 7 6 7 6 8 6 8 1 1 4 5 6 0 58.60 17 58.60 1 1 4 5 6 0 58.60 17 58.60 1 1 4 5 6 1 58.60 18 58.60 1 1 4 5 6 1 58.60 18 58.60 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 Total Full-Time 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* 2323 Fire Support Emerg Medical Svcs Coord Emerg Medical Svcs Coord Emerg Medical Svcs Coord Emerg Paramedic Total Full-Time 2457 Kid Zone Kid Zone Kid Zone Prog Mgr Community Svcs Supvr Sr Social Svcs Coord+ Social Svcs Spec Assistant Recreation Coord Administrative Assistant II+ Unclassified Temporary* Total Full-Time Total Temp FTE* **Permanent Full-Time Equivalent Gen 85% Arts 15% Gen 50% Arts 50% Gen Gen 80% Perf Arts 20% Gen CIP Perf Arts Gen Gen Desg Gen 50% Desg 50% Contract Gen Gen Gen Gen Gen Gen Gen *Temporary Full-Time Equivalent 307 City of Tempe 2015-16 Annual Budget Reflects all personnel changes/reductions approved by City Council through 6/30/2015 Funding Source Position 2013-14 Actual 2014-15 Budget 2014-15 Revised 2015-16 Budget COMMUNITY SERVICES (continued) 2406 2440 2484 3610 2451 Kid Zone (continued) Kid Zone - Grant Assistant Recreation Coord Total Full-Time 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 Systems Spec 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+ Administrative Assistant II+ Unclassified Temporary* Total Full-Time Total Temp FTE* Performing Arts - Administration Cultural Facilities Mgr Cultural Development Coord TCA Marketing Coord Management Assistant II+ Box Office Assistant Arts Coordinator Arts Specialist Unclassified Temporary* Total Full-Time Total Temp FTE* Social Services Diversion Social Svcs Supvr Social Svcs Counselor II+ Unclassified Temporary* Total Full-Time Total Temp FTE* **Permanent Full-Time Equivalent Desg 0 0 0 0 2 2 2 2 Gen Gen Gen Gen Gen Gen Gen Gen Gen Gen Gen Gen Gen 2 0 1 11 1 1 1 5 0 3 0.50 2.00 7.44 25 2.50 7.44 1 2 1 9 1 1 1 5 0 2 1.00 2.00 10.44 23 3.00 10.44 1 2 1 9 1 1 1 5 1 1 1.00 2.00 10.44 23 3.00 10.44 1 2 1 9 1 1 1 5 1 1 1.00 2.00 10.44 23 3.00 10.44 Gen Gen Gen Gen 1 3 0 0.65 4 0.65 1 3 0 0.65 4 0.65 1 3 1 0.65 5 0.65 1 3 1 0.65 5 0.65 Arts Arts Arts Arts Arts Arts Arts Arts 1 1 0 1 0 4 3 13.27 10 13.27 1 0 1 1 1 4 3 13.27 11 13.27 1 0 1 1 1 5 2 13.27 11 13.27 1 0 1 1 1 5 2 13.27 11 13.27 Gen Gen Gen 1 3 0.43 4 0.43 1 3 0.93 4 0.93 0 0 0.00 0 0.00 0 0 0.00 0 0.00 *Temporary Full-Time Equivalent 308 City of Tempe 2015-16 Annual Budget Reflects all personnel changes/reductions approved by City Council through 6/30/2015 2485 2486 2521 2522 2531 2532 Position COMMUNITY SERVICES (continued) Social Services (continued) 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* Recreation Administration 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* Kiwanis Recreation Center Kiwanis Recreation Center Recreation Mgr Sr Recreation Coord+ Administrative Assistant II+** Unclassified Temporary* Total Full-Time Total Perm FTE** Total Temp FTE* Kiwanis Concessions Unclassified Temporary* Total Temp FTE* **Permanent Full-Time Equivalent Funding Source 2013-14 Actual 2014-15 Budget 2014-15 Revised 2015-16 Budget Gen Gen Gen Gen Gen 1 2 1 3 3.60 7 3.60 1 2 1 3 3.60 7 3.60 0 0 0 0 0.00 0 0.00 0 0 0 0 0.00 0 0.00 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 0 0 0 0.00 0.00 0 0.00 0.00 0 0 0 0.00 0.00 0 0.00 0.00 Gen Gen Gen Gen 1 1 0 1.22 2 1.22 1 1 1 1.22 3 1.22 1 1 1 1.22 3 1.22 1 1 1 1.22 3 1.22 Gen Gen Gen Gen 1 2 1 2.18 4 2.18 1 3 1 2.18 5 2.18 1 3 1 2.18 5 2.18 1 3 1 2.18 5 2.18 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 Gen 1.99 1.99 1.99 1.99 1.99 1.99 1.99 1.99 *Temporary Full-Time Equivalent 309 City of Tempe 2015-16 Annual Budget Reflects all personnel changes/reductions approved by City Council through 6/30/2015 2533 2535 2543 2481 2524 2527 2534 2536 2525 Position COMMUNITY SERVICES (continued) Kiwanis Recreation Center (continued) Aquatics Sr Recreation Coord+ Asst Recreation Coord Aquaticl Maint Mechanic Aquatic Maint Tech Unclassified Temporary* Total Full-Time Total Temp FTE* Funding Source 2013-14 Actual 2014-15 Budget 2014-15 Revised 2015-16 Budget Gen Gen Gen Gen Gen 1 0 1 1 16.73 3 16.73 1 1 1 1 16.73 4 16.73 1 1 1 1 16.73 4 16.73 1 1 1 1 16.73 4 16.73 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 Tennis Sr Recreation Coord+ Total Full-Time Gen 1 1 1 1 1 1 1 1 Community Interests Vihel + Cultural Programming Arts Coord Unclassified Temporary* Total Full-Time Total Temp FTE* 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 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 0 0.00 0 0.00 1 4.10 1 4.10 1 4.10 1 4.10 1 4.10 1 4.10 Adapted Recreation Sr Recreation Coord+ Total Full-Time Gen 1 1 1 1 1 1 1 1 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 Sports Adult Sports Sr Recreation Coord+ Unclassified Temporary* Total Full-Time Total Temp FTE* 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 Kiwanis Batting Cage Sr Recreation Coord+ Unclassified Temp* 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* Facility Resources Sr Recreation Coord+ Unclassified Temporary* Total Full-Time Total Temp FTE* **Permanent Full-Time Equivalent *Temporary Full-Time Equivalent 310 City of Tempe 2015-16 Annual Budget Reflects all personnel changes/reductions approved by City Council through 6/30/2015 2526 2529 2415 2487 2523 2538 Position COMMUNITY SERVICES (continued) Sports (continued) Youth Sports Recreation Mgr Sr Recreation Coord+ Unclassified Temporary* Total Full-Time Total Temp FTE* Diablo Stadium Sr Recreation Coord+ Unclassified Temporary* Total Full-Time Total Temp FTE* Community Centers North Side Multigenl Center Sr Social Svcs Coord+ Administrative Assistant II+ Total Full-Time 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* 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+ Unclassified Temporary* Total Full-Time Total Tempe FTE* Funding Source DIVERSITY Diversity Dir Sr Diversity Spec Administrative Assistant II** ADA Compliance Specialist** Diversity Total Full-Time Diversity Total Perm FTE** **Permanent Full-Time Equivalent 2014-15 Budget 2014-15 Revised 2015-16 Budget Gen Gen Gen 1 2 3.89 3 3.89 1 2 3.89 3 3.89 1 2 3.89 3 3.89 1 2 3.89 3 3.89 Gen Gen 1 2.41 1 2.41 1 2.41 1 2.41 1 2.41 1 2.41 1 2.41 1 2.41 Gen Gen 2 1 3 2 1 3 2 1 3 2 1 3 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 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 0.00 2.87 2 0.00 2.87 1 1 0.00 2.87 2 0.00 2.87 Gen Gen 1 0.00 1 0.00 1 0.00 1 0.00 1 0.00 1 0.00 1 0.58 1 0.58 141.00 6.50 167.03 145.00 7.00 174.63 112.00 6.00 167.91 112.00 6.00 168.49 1 1 0.50 0.75 2 1.25 1 1 0.50 0.75 2 1.25 0 0 0.00 0.00 0 0.00 0 0 0.00 0.00 0 0.00 Community Services Total Full-Time Community Services Total Perm FTE** Community Services Total Temp FTE* 1212 2013-14 Actual Gen Gen Gen Gen *Temporary Full-Time Equivalent 311 City of Tempe 2015-16 Annual Budget Reflects all personnel changes/reductions approved by City Council through 6/30/2015 1810 1812 1831 1832 1841 1851 2613 Position FINANCE & TECHNOLOGY Financial Services Administration Finance & Tech Dir Executive Assistant Total Full-Time Funding Source 2013-14 Actual 2014-15 Budget 2014-15 Revised 2015-16 Budget Gen Gen 1 1 2 1 1 2 0 0 0 0 0 0 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 0 0 0 0 0 0 0 0 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 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 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 5 1 1 3 4 16 1 1 5 1 1 3 4 16 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 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+ Total Full-Time WWW WWW WWW WWW WWW WWW WWW 1 1 1 1 1 8 8 21 1 1 1 1 1 8 8 21 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Central Services/Purchasing Central Svcs Mgr Procurement Officer Financial Services Technician II+ Total Full-Time Gen Gen Gen 1 3 3 7 1 3 3 7 0 0 0 0 0 0 0 0 0 1 2 0.50 3 0.50 0 0 0 0.00 0 0.00 0 0 0 0.00 0 0.00 0 0 0 0.00 0 0.00 Safety & Training Safety & Risk Coord Industrial Hygienist Safety & Training Spec II Safety & Risk Coord** Total Full-Time Total Perm FTE** **Permanent Full-Time Equivalent WWW WWW WWW WWW *Temporary Full-Time Equivalent 312 City of Tempe 2015-16 Annual Budget Reflects all personnel changes/reductions approved by City Council through 6/30/2015 2621 1991 1992 1993 1994 1995 Position FINANCE & TECHNOLOGY (continued) Financial Services (continued) 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** Funding Source 2013-14 Actual 2014-15 Budget 2014-15 Revised 2015-16 Budget Risk Risk Risk Risk Risk Risk 1 1 1 0 0 0.00 3 0.00 1 1 1 1 2 0.50 6 0.50 0 0 0 0 0 0.00 0 0.00 0 0 0 0 0 0.00 0 0.00 Information Technology Administration Dep Fin & Tech Dir - IT Sr Mgmt Asst IT Project Mgr Administrative Assistant II+ Total Full-Time Gen Gen Gen Gen 1 1 1 2 5 1 1 1 2 5 0 0 0 0 0 0 0 0 0 0 Support Services Sr Data Center Support Spec IT Supvr Sr IT Svcs Consultant IT Svcs Consultant II+ Data Center Support Spec Total Full-Time Gen Gen Gen Gen Gen 1 1 1 8 2 13 1 1 1 8 2 13 0 0 0 0 0 0 0 0 0 0 0 0 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 5 2 1 11 1 1 1 5 2 1 11 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Business Solutions IT Mgr IT Supvr Business Systems Analyst Business Systems Analyst Database Admin Sr Programmer Analyst Sr Programmer Analyst Programmer Analyst+ Total Full-Time Gen Gen Gen WWW Gen Gen WWW Gen 1 1 8 1 3 9 2 1 26 1 1 8 1 3 9 2 1 26 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 System Administration Sr Tech Support Analyst Sr IT Svcs Conslt Tech Support Analyst II+ Total Full-Time Gen Gen Gen 1 1 4 6 1 1 4 6 0 0 0 0 0 0 0 0 **Permanent Full-Time Equivalent *Temporary Full-Time Equivalent 313 City of Tempe 2015-16 Annual Budget Reflects all personnel changes/reductions approved by City Council through 6/30/2015 1996 1997 1998 Funding Source Position FINANCE & TECHNOLOGY (continued) Information Technology (continued) Training + Print Shop IT Trng Print Shop Svcs Supvr Print Production Lead Print Production Spec Mail Ops Clerk Total Full-Time 2330 2332 2340 2344 2370 2014-15 Revised 2015-16 Budget 1 2 1 1 5 1 2 1 1 5 0 0 0 0 0 0 0 0 0 0 Gen 1 1 1 1 0 0 0 0 Gen WWW Gen 0 0 0 0 1 1 1 3 0 0 0 0 0 0 0 0 Gen Gen Gen 1 1 3 5 1 1 3 5 0 0 0 0 0 0 0 0 138 0.50 141 0.50 0 0.00 0 0.00 Gen Gen Gen 1 2 3 6 1 2 3 6 1 2 3 6 1 2 3 6 Fire Prevention Asst Fire Chief Total Full-Time Gen 1 1 1 1 1 1 1 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 33 36 69 33 36 69 33 36 71 138 138 138 140 Security Administration IT Security Admin Total Full-Time GIS 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** 2310 2014-15 Budget Gen Gen Gen Gen Enterprise GIS Syst Mgr Enterprise GIS Syst Admin Tech Planner Total Full-Time 2321 2013-14 Actual FIRE MEDICAL RESCUE Administration/Fire Prevention Administration Fire Chief Asst Fire Chief Fire Deputy Chief Total Full-Time Emergency Medical Services Fire Emergency Services Fire Captain Gen Fire Eng Gen Firefighter+ Gen (66 Firefighter, Engineer or Captain positions are paramedic assignment) Total Full-Time Fire Emergency Services - SAFR Firefighter Total Full-Time Grant 3 3 3 3 3 3 1 1 Medical Services Fire Deputy Chief Fire Captain Paramedic Assign Total Full-Time Gen Gen 1 1 2 1 1 2 1 1 2 1 1 2 **Permanent Full-Time Equivalent *Temporary Full-Time Equivalent 314 City of Tempe 2015-16 Annual Budget Reflects all personnel changes/reductions approved by City Council through 6/30/2015 2361 2380 2350 Position FIRE MEDICAL RESCUE (continued) Support Services/Personnel Safety Support Services - Administration Fire Deputy Chief Total Full-Time Homeland Security/Special Operations Special Operations Fire Deputy Chief Fire Captain Paramedic - Assign Total Full-Time Training/Professional Development Training/Professional Development Fire Deputy Chief Fire Captain Paramedic - Assign Total Full-Time Funding Source HUMAN RESOURCES Human Resources -Administration HR Dir Dep HR Dir HR Manager Sr HR Analyst+* HR Prog Coord HR Spec HR Tech II+ Administrative Assistant II+ Sr Learning & Org Dev Assoc Total Full-Time 2922 2014-15 Revised 2015-16 Budget 1 1 1 1 1 1 1 1 Gen Gen 1 1 2 1 1 2 1 1 2 1 1 2 Gen Gen 1 1 2 1 1 2 1 1 2 1 1 2 156 156 156 156 1 1 3 5 1 3 3 1 2 20 1 1 3 5 1 3 3 1 2 20 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 20 20 0 0 Gen Gen Gen Gen Gen Gen Gen Gen Gen Human Resources Department Total Full-Time 2910 2014-15 Budget Gen Fire Medical Rescue Department Total Full-Time 1911 2013-14 Actual HUMAN SERVICES Administration Human Services Administration Human Svcs Director Dep Human Svcs Dir - Soc Svcs Education Coordinator Community Svcs Supervisor Administrative Assistant II+ Administrative Assistant II+** Sr. Recreation Coord+** Unclassified Temporary* Total Full-Time Total Perm FTE** Total Temp FTE* Gen Gen Gen Gen Gen Gen Gen Gen 0 0 0 0 0 0.00 0.00 0.00 0 0.00 0.00 0 0 0 0 0 0.00 0.00 0.00 0 0.00 0.00 1 1 1 1 2 0.50 0.50 0.85 6 1.00 0.85 1 1 1 1 2 0.50 0.00 0.85 6 0.50 0.85 Cahill Senior Center Sr. Recreation Coord+** Total Perm FTE** Gen 0.00 0.00 0.00 0.00 0.00 0.00 0.50 0.50 **Permanent Full-Time Equivalent *Temporary Full-Time Equivalent 315 City of Tempe 2015-16 Annual Budget Reflects all personnel changes/reductions approved by City Council through 6/30/2015 2451 2485 1212 3527 2814 Position HUMAN SERVICES (continued) Social Services Diversion Social Svcs Supvr Social Svcs Counselor II+ Unclassified Temporary* Total Full-Time Total Temp FTE* Funding Source 2013-14 Actual 2014-15 Budget 2014-15 Revised 2015-16 Budget Gen Gen Gen 0 0 0.00 0 0.00 0 0 0.00 0 0.00 1 3 0.93 4 0.93 1 3 0.93 4 0.93 Gen Gen Gen Gen 0 0 0 0.00 0 0.00 0 0 0 0.00 0 0.00 3 1 3 3.60 7 3.60 3 1 3 3.60 7 3.60 Diversity + Outreach Diversity Diversity Dir Sr Diversity Spec Diversity Coord** Administrative Assistant II** ADA Compliance Specialist** Total Full-Time Total Perm FTE** Gen Gen Gen Gen Gen 0 0 0.00 0.00 0.00 0 0.00 0 0 0.00 0.00 0.00 0 0.00 1 1 0.50 0.00 0.75 2 1.25 1 1 0.50 0.00 0.75 2 1.25 Community Resources Tempe Community Council (formerly) Dep Human Svcs Dir Sr. Mgmt Assistant Mgmt Assistant Social Svcs Supvr Accountant Executive Assistant Administrative Assistant II+ Total Full-Time Gen Gen Gen Gen Gen Gen Gen 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 2 1 1 1 1 1 8 Housing & Revitalization Neighborhood Enhancement Homeless Outreach Coordinator** Total Perm FTE** Gen 0.00 0.00 0.00 0.00 1.60 1.60 1.50 1.50 Partnerships Social Svcs Supvr Social Svcs Counselor II+ Crisis Intervention Spec Unclassified Temporary * Total Full-Time Total Temp FTE* 2771 to 2779 Section 8 Housing Housing Svcs Mgr Housing & Revitalization Mgr Family Self Sufficiency Spec Housing Services Spec II+ Administrative Assistant II+ Total Full-Time Grant Grant Grant Grant Grant 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 5 1 8 0 1 1 5 1 8 2851 to 2872 CDBG/Home Neighborhood Revital Coord Housing Svcs Mgmt Accountant Homeless Coordinator Neighborhood Grants Analyst Total Full-Time Grant Grant Grant Grant 0 0 0 0 0 0 0 0 0 0 1 1 1 1 4 1 1 1 1 4 **Permanent Full-Time Equivalent *Temporary Full-Time Equivalent 316 City of Tempe 2015-16 Annual Budget Reflects all personnel changes/reductions approved by City Council through 6/30/2015 Funding Source Position HUMAN SERVICES (continued) Human Services Total Full-Time Human Services Total Perm FTE** Human Services Total Temp FTE* 1213 1810 1831 1832 1841 1851 2013-14 Actual 2014-15 Budget 2014-15 Revised 2015-16 Budget 0 0.00 0.00 0 0.00 0.00 31 3.85 5.38 39 3.75 5.38 Gen Gen Gen Gen 1 2 0.00 0.50 3 0.50 1 2 0.50 0.00 3 0.50 1 2 0.50 0.00 3 0.50 1 2 0.50 0.00 3 0.50 Gen Gen 0 0 0 0 0 0 1 1 2 1 1 2 Gen Gen Gen Gen Gen Gen Gen Gen 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 1 1 1 1 2 2 10 1 1 1 1 1 1 2 2 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 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 4 1 1 2 4 14 1 1 4 1 1 2 4 14 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+ Total Full-Time WWW WWW WWW WWW WWW WWW WWW 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 1 1 1 8 8 21 1 1 1 1 1 8 8 21 Central Services/Purchasing Central Svcs Mgr Procurement Officer Procurement Specialist Financial Services Technician II+ Total Full-Time Gen Gen Gen Gen 0 0 0 0 0 0 0 0 0 0 1 3 0 3 7 1 3 3 0 7 INTERNAL AUDIT City Auditor Internal Auditor Audit Associate** Contract Administrator** Internal Audit Total Full-Time Internal Audit Division Total Perm FTE** INTERNAL SERVICES Administration Administration Internal Services Director Executive Assistant Total Full-Time Finance Accounting Controller Financial Report Anlys Supvr Cash Mgmt Supvr Payroll Supvr Accountant Payroll Specialist Accounting Spec Financial Svcs Tech II+ Total Full-Time **Permanent Full-Time Equivalent *Temporary Full-Time Equivalent 317 City of Tempe 2015-16 Annual Budget Reflects all personnel changes/reductions approved by City Council through 6/30/2015 2321 2621 1911 1991 1992 1993 Position INTERNAL SERVICES (continued) Finance (continued) Fire Support Fire Budget/Finance Supvr Executive Assistant Administrative Assistant II+ Total Full-Time 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** Human Resources Human Resources -Administration Dep Inter Svcs Dir - HR HR Manager Sr HR Analyst+* HR Prog Coord HR Spec HR Tech II+ Administrative Assistant II+ Sr Learning & Org Dev Assoc Total Full-Time Information Technology Administration Dep Inter Svcs Dir - IT Sr Mgmt Asst IT Project Mgr 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 Total Full-Time 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 **Permanent Full-Time Equivalent Funding Source 2013-14 Actual 2014-15 Budget 2014-15 Revised 2015-16 Budget Gen Gen Gen 0 0 0 0 0 0 0 0 1 1 3 5 1 1 3 5 Risk Risk Risk Risk Risk Risk 0 0 0 0 0 0.00 0 0.00 0 0 0 0 0 0.00 0 0.00 1 1 1 1 2 0.50 6 0.50 1 1 1 1 2 0.50 6 0.50 Gen Gen Gen Gen Gen Gen Gen Gen 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 3 5 1 3 3 1 2 19 1 3 5 1 3 3 1 2 19 Gen Gen Gen Gen 0 0 0 0 0 0 0 0 0 0 1 1 1 2 5 1 1 1 2 5 Gen Gen Gen Gen Gen 0 0 0 0 0 0 0 0 0 0 0 0 1 1 1 8 2 13 1 1 1 8 2 13 Gen Gen Gen Gen Gen Gen 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 1 5 2 1 11 1 1 1 5 2 1 11 *Temporary Full-Time Equivalent 318 City of Tempe 2015-16 Annual Budget Reflects all personnel changes/reductions approved by City Council through 6/30/2015 1994 1995 1996 1997 1998 Position INTERNAL SERVICES (continued) Information Technology (continued) Business Solutions IT Mgr IT Supvr Business Systems Analyst Business Systems Analyst Database Admin Sr Programmer Analyst Sr Programmer Analyst Sr Programmer Analyst Programmer Analyst+ Total Full-Time Funding Source 2014-15 Revised 2015-16 Budget 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 8 1 3 9 2 0 1 26 1 1 8 1 3 9 2 1 1 27 System Administration Sr Tech Support Analyst Sr IT Svcs Conslt Tech Support Analyst II+ Total Full-Time Gen Gen Gen 0 0 0 0 0 0 0 0 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 0 0 0 0 0 0 0 0 0 0 1 2 1 1 5 1 2 1 1 5 Security Administration Info Security Mgr IT Security Admin Total Full-Time Gen Gen 0 0 0 0 0 0 0 1 1 1 1 2 Gen WWW Gen 0 0 0 0 0 0 0 0 1 1 1 3 1 1 1 3 0 0.00 0 0.00 154 0.50 156 0.50 Gen Gen Gen 0 0 0 0 0 0 0 0 1 1 2 4 1 1 2 4 Gen Gen Gen Gen 1 1 1 1 4 1 1 1 1 4 1 1 1 1 4 1 1 1 1 4 GIS Internal Services Total Full-Time Internal Services Total Perm FTE** 2210 2014-15 Budget Gen Gen Gen WWW Gen Gen WWW Desg Gen Enterprise GIS Syst Mgr Enterprise GIS Syst Admin Tech Planner Total Full-Time 1812 2013-14 Actual MUNICIPAL BUDGET OFFICE Budget Budget Mgr Lead Budget & Finance Analyst Sr Budget & Finance Analyst+ Municipal Budget OfficeTotal Full-Time POLICE Office of the Chief Police Chief Asst Police Chief Community Affairs Spec Executive Assistant Total Full-Time **Permanent Full-Time Equivalent *Temporary Full-Time Equivalent 319 City of Tempe 2015-16 Annual Budget Reflects all personnel changes/reductions approved by City Council through 6/30/2015 2241 2243 2225 Position POLICE (continued) Investigations & Organizational Services Criminal Investigations Bureau Asst Police Chief Commander Lieutenant Sergeant Police Officer Investigative Assistant Administrative Assistant II+ Unclassified Temporary* Total Full-Time Total Temp FTE* Funding Source 2248 2251 2014-15 Revised 2015-16 Budget 1 1 2 9 49 3 1 1.26 66 1.26 1 1 2 9 50 3 1 1.26 67 1.26 1 1 2 9 51 3 1 1.26 68 1.26 1 1 2 9 51 3 1 1.26 68 1.26 Gen Gen Gen Gen 1 4 21 1 27 1 4 19 1 25 1 4 18 1 24 1 4 18 1 24 Desg 1 1 1 1 1 1 1 1 Desg 1 1 1 1 1 1 1 1 Detention Bureau Lieutenant Detention Sergeant Detention Officer+ Total Full-Time Gen Gen Gen 1 6 21 28 1 6 21 28 1 6 21 28 1 6 21 28 Central City Bureau Lieutenant Sergeant Police Officer Total Full-Time Gen Gen Gen 1 2 16 19 1 2 16 19 1 2 16 19 1 2 16 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 6 1 1 9 1 1 1 0.70 23 0.70 1 2 6 1 1 9 1 1 1 0.70 23 0.70 1 2 6 1 1 9 1 1 1 0.70 23 0.70 Special Investigations Bureau Lieutenant Sergeant Police Officer Administrative Assistant II+ Total Full-Time HIDTA Sergeant HIDTA Police Officer Total Full-Time 2231 2014-15 Budget Gen Gen Gen Gen Gen Gen Gen Gen Total Full-Time 2246 2013-14 Actual 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 320 City of Tempe 2015-16 Annual Budget Reflects all personnel changes/reductions approved by City Council through 6/30/2015 2232 2233 2235 2257 2259 2236 2242 Position POLICE (continued) Support Services Communications Bureau Communications Mgr Communications Supvr Communications Dispatcher II+ Administrative Assistant II+ Total Full-Time Funding Source 2013-14 Actual 2014-15 Budget 2014-15 Revised 2015-16 Budget Gen Gen Gen Gen 1 7 38 1 47 1 7 38 1 47 1 7 38 1 47 1 7 39 1 48 Gen Gen Gen Gen Gen 1 3 2 18 1.00 24 1.00 1 3 2 18 1.00 24 1.00 1 3 2 19 1.00 25 1.00 1 3 2 19 1.00 25 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+ Crime Intelligence Center Supvr Tactical Crim Intel Anl+ Alarm Coord Records Spec Administrative Assistant II+ Total Full-Time Gen Gen Gen Gen Gen Gen Gen Gen Gen Gen Gen 1 1 1 1 0 2 0 3 1 1 2 13 1 1 1 1 0 2 0 3 1 1 2 13 1 1 1 1 0 2 0 3 1 0 2 12 1 1 1 1 0 2 1 2 1 0 2 12 Gen Gen 4 1 5 4 1 5 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 321 City of Tempe 2015-16 Annual Budget Reflects all personnel changes/reductions approved by City Council through 6/30/2015 2271 2272 2209 2212 2221 2222 2279 Position POLICE (continued) Operations (continued) Patrol Administration/South Ops Asst Police Chief Sergeant Lieutenant Police Officer Administrative Assistant II+ Unclassified Temporary* Total Full-Time Total Temp FTE* 3913 4516 4522 2013-14 Actual 2014-15 Budget 2014-15 Revised 2015-16 Budget Gen Gen Gen Gen Gen Gen 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 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 2 142 170 2 24 3 142 171 2 24 3 142 171 2 24 3 142 171 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 SRO - Gilliland & Fees Police Officer Total Full-Time Desg Fund 0 0 0 0 0 0 1 1 RICO Police Officer Total Full-Time Desg Fund 0 0 0 0 0 0 2 2 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 Desg Fund 0 0 0 0 0 0 1 1 Transit 1 1 1 1 1 1 1 1 Rio Salado - Park Rangers Sergeant Total Full-Time 2295 Funding Source SRO - Gilliland & Fees Police Officer Total Full-Time PD - Security Transportation Center Sergeant (All positions funded by Transit Fund) Total Full-Time 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 0 0 0 0 **Permanent Full-Time Equivalent *Temporary Full-Time Equivalent 322 City of Tempe 2015-16 Annual Budget Reflects all personnel changes/reductions approved by City Council through 6/30/2015 Funding Source Position POLICE (continued) Police Department Total Full-Time Police Department Total Perm FTE** Police Department Total Temp FTE* 3210 3221 3222 PUBLIC WORKS Administration Public Works Director Public Works Admin Mgr Public Works Supvr-Admin Administrative Assistant II+ 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+ Public Works Svcs Spec Sr Eng Associate+ Total Full-Time Engineering/Private Development and Utility Principal Civil Engineer Sr Civil Eng+ Sr Eng Associate+ Public Works Svcs Spec 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 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 Civil Engineer Sr Eng Associate+ Eng Tech II+ Survey Tech II+ Total Full-Time **Permanent Full-Time Equivalent 2013-14 Actual 2014-15 Budget 2014-15 Revised 2015-16 Budget 491 0.00 6.25 491 0.00 6.25 490 0.00 6.25 495 0.00 6.25 1 2 2 0 0.75 0.49 5 0.75 0.49 1 2 2 0 0.75 0.49 5 0.75 0.49 1 2 2 0 0.75 0.49 5 0.75 0.49 1 2 2 1 0.75 0.49 6 0.75 0.49 Gen Transit Gen Gen Gen Gen Gen 1 1 1 1 2 0 1 7 1 1 1 1 2 0 1 7 1 1 1 1 2 0 1 7 1 1 1 1 0 2 1 7 Gen 50% WWW 50% Gen Gen Gen Gen 1 1 1 1 1 5 0 1 8 2 5 0 1 9 1 4 0 1 7 0 4 1 0 6 Gen Gen WWW Transit WWW Gen Gen 1 2 1 1 1 3 0.00 9 0.00 1 2 1 1 1 3 0.50 9 0.50 1 2 1 1 1 3 0.50 9 0.50 1 1 2 1 2 3 0.50 10 0.50 Transit Gen Gen Gen Gen Gen 1 1 0 1 2 1 6 1 1 0 1 2 1 6 1 1 0 1 0 1 4 1 1 1 1 0 1 5 Gen Gen Gen Gen Gen Gen *Temporary Full-Time Equivalent 323 City of Tempe 2015-16 Annual Budget Reflects all personnel changes/reductions approved by City Council through 6/30/2015 3232 Position PUBLIC WORKS (continued) Field Operations Field Operations - Admin Dep Pub Wks Dir - Field Oper 3261 3262 3271 2014-15 Budget 2014-15 Revised 2015-16 Budget 1 1 1 1 1 1 1 2 2 2 2 1 2 2 0.50 0.50 5 1.00 1 2 2 0.50 0.50 5 1.00 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 3 1 1 20 1 2 1 11 3 1 1 20 1 2 1 11 3 1 1 20 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 Fleet Services/Fleet Maintenance Public Works Supvr - Heavy Equip Sr Fleet Equip Mechanic Equip Mechanic Equip Mechanic Fleet Equip Coord Fleet Service Wrk II Total Full-Time Gen Gen Gen SW Gen Gen 2 4 11 1 1 4 23 2 4 11 3 1 4 25 2 3 12 3 1 4 25 2 3 12 3 1 4 25 Field Services/Custodial 1 Custodial Svcs Supt Custodial Supvr Custodial Team Leader Bldg Equip Tech Custodian Custodian Custodian Custodian Total Full-Time Gen Gen Gen Transit Gen SW Transit WWW 1 2 2 0 21 1 0 0 27 1 2 2 0 21 1 2 2 31 1 2 2 0 21 1 2 2 31 1 2 2 0 21 1 2 2 31 Total Full-Time 3241 Gen 50% SW 50% Gen 50% SW 50% 2013-14 Actual 1 Public Works Supvr - Admin 2324 Funding Source Fire Support Sr Fire Mechanic Fire Mechanic Fire Svcs Inventory Tech Fire Svcs Inventory Tech** Fire Service Aide** Total Full-Time Total Perm FTE** Field Operations/Facility Maintenance Administration Facility Maint Mgr Fac Maint Supvr Facility Automation Tech Bldg Equip Tech II+ Bldg Equip Tech II+ Fac Electrician Administrative Assistant II+ 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* **Permanent Full-Time Equivalent Gen Gen Gen Gen Gen Gen Gen Gen Gen Transit Gen Gen *Temporary Full-Time Equivalent 324 City of Tempe 2015-16 Annual Budget Reflects all personnel changes/reductions approved by City Council through 6/30/2015 3612 2511 2512 2527 2552 2553 2554 Position PUBLIC WORKS (continued) Field Operations (continued) TCA Facility Management Bldg Equip Tech II+ TCA Maint Supvr TCA Maint Worker Total Full-Time 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 Field Services/Ken McDonald 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* 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 Public Works Team Lead Sprinkler Sys Maint Wkr II+ Groundskeeper I/II+ Unclassified Temporary* Total Full-Time Total Temp FTE* Rio Salado Maintenance Administrative Project Coord Public Works Supvr Groundskeeper I/II+ Unclassified Temporary* Total Full-Time Total Temp FTE* **Permanent Full-Time Equivalent Funding Source 2013-14 Actual 2014-15 Budget 2014-15 Revised 2015-16 Budget Arts Arts Arts 1 1 5 7 1 1 5 7 1 1 5 7 1 1 5 7 Golf Golf Golf Golf 1 0 0 4.07 1 0 1 0 0.00 1 0 1 0 0.00 1 0 1 0 0.00 1 Golf Golf Golf Golf Golf Golf Golf Golf 1 1 0 1 1 4 1 1.35 9 1.35 1 0 1 1 1 3 1 1.35 8 1.35 1 0 1 1 1 3 1 1.35 8 1.35 1 0 1 1 1 1 0 1.35 5 1.35 Gen Gen 2 4.10 2 4.10 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 Gen 1 1 1 1 1 1 1 1 Gen Gen Gen Gen Gen 1 0 1 6 0.56 8 0.56 1 0 1 6 0.56 8 0.56 1 1 0 6 0.56 8 0.56 1 1 0 6 0.56 8 0.56 1 2 2.00 3 2.00 1 2 2.00 3 2.00 1 2 2.00 3 2.00 1 2 2.00 3 2.00 Gen Gen Gen Gen *Temporary Full-Time Equivalent 325 City of Tempe 2015-16 Annual Budget Reflects all personnel changes/reductions approved by City Council through 6/30/2015 2556 2557 2559 3611 3712 3713 Position PUBLIC WORKS (continued) Field Operations (continued) 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* Funding Source 2013-14 Actual 2014-15 Budget 2014-15 Revised 2015-16 Budget Gen Gen Gen Gen Gen Gen Gen Gen Gen 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 1 0 1 1 1 3 3 4 3.42 14 3.42 1 0 1 1 1 3 3 4 3.42 14 3.42 CFD CFD CFD CFD 1 0 1 2.00 2 2.00 0 1 1 2.00 2 2.00 0 1 1 2.00 2 2.00 0 1 1 2.00 2 2.00 1 1 2 0 3 3 3 1 1 1.70 15 1.70 1 1 0 2 3 3 3 1 1 1.70 15 1.70 1 1 0 2 3 3 3 1 1 1.70 15 1.70 1 1 0 2 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 Field Services/Solid Waste Support Services Solid Waste Svcs Mgr Solid Waste Inspector Management Assistant II+ Financial Svcs Tech II+ Administrative Assistant II+ Solid Waste Routing Spec Total Full-Time SW SW SW SW SW SW 1 3 0 1 1 0 6 1 0 2 1 1 0 5 1 0 2 1 1 1 6 1 0 2 1 1 1 6 Field Services/Solid Waste Residential Refuse Public Works Supvr-Heavy Equip Sr Solid Waste Equip Oper Solid Waste Equip Oper II+ Total Full-Time SW SW SW 1 1 18 20 1 1 18 20 1 2 17 20 1 2 17 20 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 Parks/Golf Course Supvr Public Works Supvr Parks Fac Maint Wkr II+ Parks/Golf Course Maint Coord Public Works Team Lead 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* **Permanent Full-Time Equivalent Gen Gen Gen Gen Gen Gen Gen Gen SW Gen Gen *Temporary Full-Time Equivalent 326 City of Tempe 2015-16 Annual Budget Reflects all personnel changes/reductions approved by City Council through 6/30/2015 3714 3715 3716 3717 3718 3721 3813 3814 Position PUBLIC WORKS (continued) Field Operations (continued) Field Services/Solid Waste Commercial Refuse Public Works Supvr-Heavy Equip Sr Solid Waste Equip Oper Management Assistant II+ Solid Waste Equip Oper II+ Solid Waste Routing Spec Total Full-Time Funding Source 2013-14 Actual 2014-15 Budget 2014-15 Revised 2015-16 Budget SW SW SW SW SW 1 2 2 14 0 19 1 2 0 12 0 15 1 2 0 11 0 14 1 2 0 10 1 14 SW 3 3 3 3 3 3 3 3 SW SW SW SW SW SW SW 0 0 4 0 0 0 0.50 4 0.50 1 4 4 0 2 0 0.50 11 0.50 1 5 4 1 2 2 0.50 15 0.50 1 5 4 1 2 2 0.50 15 0.50 Solid Waste Ed & Community Outreach Sr Mgmt Asst Recycling Coord Total Full-Time SW SW 1 0 1 1 0 1 0 1 1 0 1 1 Field Services/Solid Waste Uncontained Refuse Public Works Supvr-Heavy Equip Sr Solid Waste Equip Oper Solid Waste Equip Oper II+ Total Full-Time SW SW SW 2 0 12 14 1 0 10 11 1 1 8 10 1 1 8 10 SW SW SW 1 1 0.98 2 0.98 1 1 0.98 2 0.98 1 0 0.98 1 0.98 1 0 0.98 1 0.98 HURF HURF HURF HURF SW WWW 1 1 2 8 2 4 18 1 1 2 8 2 4 18 1 1 2 8 0 4 16 1 1 2 8 0 4 16 HURF HURF 1 0 1 1 0 1 1 1 2 1 1 2 Field Services/Roll Off Tilt Frame Senior Sanitation Equipment Operator Solid Waste Equip Oper II+ Total Full-Time Field Services/Solid Waste Support Services Public Works Supvr-Heavy Equip Solid Waste Inspector Solid Waste Equip Spec Sr Solid Waste Equip Oper Solid Waste Equip Oper II+ Street Maint Equip Oper II+ Wash Bay Attendant** Total Full-Time Total Perm FTE** Hazardous Material Safety Hazardous Waste Coml Supvr Hazardous Material Safety Spec Unclassified Temporary* Total Full-Time Total Temp FTE* Transportation Streets & Traffic Ops/Street Maintenance Sr Civil Eng+ Public Works Supvr - Heavy Equip Streets Maint Team Leader Street Maint Equip Operator II+ Street Maint Equip Operator II+ Street Maint Equip Operator II+ Total Full-Time Street & Traffic Operations/Right-of-Way Streets Maint Team Leader Landscape Coord Total Full-Time **Permanent Full-Time Equivalent *Temporary Full-Time Equivalent 327 City of Tempe 2015-16 Annual Budget Reflects all personnel changes/reductions approved by City Council through 6/30/2015 3815 3821 3822 Position PUBLIC WORKS (continued) Transportation (continued) Graffiti Abatement Transp Wkr II+ Total Full-Time Streets & Traffic Operations/Administration Transp Maint Mgr Public Works Services Spec Traffic Ops Support Spec Management Assistant II+ Total Full-Time Transportation/Studies & Design Dep Pub Wks Dir-Trans/Traf Eng Traffic Eng Sr Civil Eng+ Traffic Eng Analyst Sr Traffic Eng Tech+ Total Full-Time 3823 3824 3825 3911 3914 Funding Source 2013-14 Actual 2014-15 Budget 2014-15 Revised 2015-16 Budget HURF 0 0 0 0 1 1 1 1 HURF HURF HURF HURF 1 0 1 1 3 1 0 1 1 3 1 0 1 1 3 1 1 0 1 3 1 1 1 1 1 3 2 1 8 1 3 2 1 8 1 3 2 1 8 1 3 2 1 8 HURF 50% Transit 50% HURF HURF HURF HURF Streets & Traffic Operations/Operations Sign Tech Transp Wkr II+ Total Full-Time HURF HURF 1 5 6 1 5 6 1 4 5 1 4 5 Streets & Traffic Operations/Street Lighting Traffic Signal Svcs Wkr II+ Total Full-Time HURF 0 0 1 1 1 1 1 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 3 9 1 3 1 1 2 8 1 3 1 1 2 8 1 3 1 1 2 8 Transit Transit Transit Transit Transit Transit Transit 1 2 1 0 1 1 1.00 6 1.00 1 2 1 0 1 1 1.00 6 1.00 1 2 1 0 1 1 1.00 6 1.00 1 2 1 1 0 1 1.00 6 1.00 Transit Transit Transit Transit Transit Transit 1 1 1 1 1 0 2 2 6 1 0 2 0 4 0 1 2 0 4 0 1 2 0 4 Transportation/Transit Transit Mgr Public Works Supvr - Admin Transportation Financial Analyst Public Works Services Spec Transportation Support Spec Administrative Assistant II+ Unclassified Temporary * Total Full-Time Total Temp FTE* Transit Operations Transporation Fac Suprv Sr Transportation Planner Sr Transit Ops Coord Sr Planner Transit Operations Coord II+ Bldg Equip Tech II+ Total Full-Time **Permanent Full-Time Equivalent *Temporary Full-Time Equivalent 328 City of Tempe 2015-16 Annual Budget Reflects all personnel changes/reductions approved by City Council through 6/30/2015 3915 3917 3921 3922 3923 Position PUBLIC WORKS (continued) Transportation (continued) 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** 3003 3004 3007 2013-14 Actual 2014-15 Budget 2014-15 Revised 2015-16 Budget Transit Transit Transit Transit Transit 1 1 1 2 0.50 5 0.50 0 1 1 0 0.50 2 0.50 0 1 1 0 0.50 2 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 1 4 3 1 4 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 Transportation Systems Sr Civil Eng+** Total Perm FTE** Transit 0.50 0.50 0.50 0.50 0.50 0.50 0.50 0.50 1 3 1 3 1 3 1 3 0 0 0 1 4 4 4 5 WWW WWW WWW WWW WWW WWW WWW 1 1 1 1 0 2 2 0.49 8 0.49 1 1 1 1 0 0 2 0.49 6 0.49 1 1 1 1 0 0 3 0.49 7 0.49 1 1 1 1 1 0 3 0.49 8 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 0 0 0 1 0 0 0 0 0 0 1 2 1 1 1 1 1 1 1 1 Planning & Project Review Development Project Officer Principal Planner Landscape Architect Total Full-Time 3002 Funding Source Water Utilities Water Utilities - Administration Dep Pub Wks Dir - Water Util Planning & Research Analyst Management Assistant II+ Public Works Supvr- Admin Water Utilities Business Liason Custodian Administrative Assistant II+ Unclassified Temporary* Total Full-Time Total Temp FTE* Tempe Town Lake Operations Water Operations Mgr TTL Ops & Maint Coordinator Total Full-Time Transit Transit Transit 50% Gen 50% WWW 50% CFD 50% CFD 3011 Water Quality - Administration Plant Ops Mgr WWW Total Full-Time **Permanent Full-Time Equivalent *Temporary Full-Time Equivalent 329 City of Tempe 2015-16 Annual Budget Reflects all personnel changes/reductions approved by City Council through 6/30/2015 3012 3013 3014 3021 3022 3024 3025 Position PUBLIC WORKS (continued) Water Utilities (continued) Control Center Operations Control Center Supvr Instrument & Cntrl Tech (SBP) Control Center Oper Total Full-Time Funding Source 2013-14 Actual 2014-15 Budget 2014-15 Revised 2015-16 Budget 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+ (SBP) Total Full-Time WWW WWW WWW WWW WWW WWW 1 1 1 3 6 1 13 1 1 1 3 5 1 12 1 1 1 3 5 1 12 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+ (SBP) Total Full-Time WWW WWW WWW WWW WWW WWW 1 1 1 2 7 1 13 1 1 1 2 7 1 13 1 1 1 2 7 1 13 1 1 1 2 7 1 13 Distribution System Services - Admin Water Utilities Oper Mgr Computer Maint Mgmt System II+ Administrative Assistant II+ Total Full-Time WWW WWW WWW 1 4 1 6 1 4 1 6 1 3 0 4 1 3 0 4 Distribution System Maintenance Water Util Supvr (SBP) Util Svcs Tech II+ (SBP) Total Full-Time WWW WWW 4 19 23 4 19 23 4 19 23 4 19 23 Irrigation Irrigation Supvr Irrigator Total Full-Time WWW WWW 1 7 8 1 7 8 1 7 8 1 7 8 Technical Support Team Principal Civil Eng Sr Civil Eng+ Management Assistant II+ GIS Analyst+ GIS Coord GIS Tech+ TV Truck Tech Underground Util Coord Water Resources Hydrologist Administrative Assistant II+ Total Full-Time WWW WWW WWW WWW WWW WWW WWW WWW WWW WWW 1 0 1 2 1 1 2 2 0 1 11 1 0 1 2 1 0 2 2 0 1 10 1 1 1 2 1 0 2 2 0 1 11 1 1 1 2 1 0 2 2 1 0 11 1 1 1 2 5 1 1 1 2 5 1 1 1 2 5 1 1 1 2 5 3026 Environmental Administration Environmental Svcs Mgr WWW Water Qual Process/Plan Coord WWW Management Assistant II+ WWW Administrative Assistant II+ WWW Total Full-Time **Permanent Full-Time Equivalent *Temporary Full-Time Equivalent 330 City of Tempe 2015-16 Annual Budget Reflects all personnel changes/reductions approved by City Council through 6/30/2015 3027 3028 3029 3034 3035 3041 3051 3052 Position PUBLIC WORKS (continued) Water Utilities (continued) Environmental Services Environmental Program Supvr Environmental Quality Spec Total Full-Time Funding Source 2013-14 Actual 2014-15 Budget 2014-15 Revised 2015-16 Budget 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 Environmental Sampling & Monitoring Environmental Quality Supvr Water Quality Specialist Environmental Compl Insp II+ Total Full-Time WWW WWW WWW 1 5 1 7 1 4 1 6 1 3 1 5 1 3 1 5 Kyrene Water Reclamation Plant Plant Supvr (SBP) Plant Mechanic (SBP) Plant Operator+ (SBP) Total Full-Time WWW WWW WWW 1 1 0 2 0 0 0 0 0 0 0 0 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 0 2 4 1 1 0 2 4 1 1 0 2 4 Laboratory Services - Administration Laboratory Supervisor Chemist II+ Total Full-Time WWW WWW 1 5 6 1 5 6 1 6 7 1 6 7 Water Resources - Administration Water Resources Mgr Water Resources Hydrologist Total Full-Time WWW WWW 1 1 2 1 1 2 1 1 2 1 0 1 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 0 1 3 1 1 0 1 3 1 1 0 1 3 459 3.25 24.10 451 3.25 16.43 448 3.25 16.43 450 3.25 16.43 Grand Total Full-Time 1,571 1,567 1,569 1,589 Grand Total Perm FTE** 15.35 17.10 17.10 16.25 Grand Total Temp FTE* 212.04 222.39 222.39 219.97 Public Works Total Full-Time Public Works Total Perm FTE** Public Works Total Temp FTE* **Permanent Full-Time Equivalent *Temporary Full-Time Equivalent 331 City of Tempe 2015-16 Annual Budget Personnel by Fund Permanent FTE Positions (Full and Part-Time) 2013-14 Actual 2014-15 Budget 2014-15 Revised 2015-16 Budget 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 Capital Improvement Program CDBG/Section 8 Community Facilities District (CFD) Court Enhancement Fund Fill the Gap Fund GIITEM Task Force HIDTA Local JCEF Nutrition Grant Patient Advocate Services Grant Percent for the Arts RICO SAFR Grant Tempe County Island Fire District Vehicle Impound Victims Rights Grant 1,175.20 1,184.10 1,185.30 1200.45 10.00 76.75 179.50 9.00 77.75 167.50 9.00 77.75 167.50 6.00 77.75 170.00 39.50 18.65 3.00 33.50 39.50 19.65 6.50 34.00 39.50 19.65 6.50 34.00 39.50 19.65 6.50 34.50 6.00 1.00 1.00 15.15 2.50 2.00 1.00 1.00 2.00 3.00 0.00 0.00 1.20 3.00 3.00 1.00 7.00 0.40 1,586.35 6.00 1.00 0.00 13.00 2.50 2.00 0.00 1.00 2.00 3.00 0.00 0.00 1.20 3.00 3.00 1.00 7.00 0.40 6.00 0.00 0.00 12.00 2.50 2.00 0.00 1.00 2.00 3.00 2.00 1.00 1.00 3.00 3.00 1.00 7.00 0.40 6.00 0.00 0.00 12.00 4.00 3.00 0.00 1.00 2.00 3.00 2.00 0.50 1.00 7.00 1.00 1.00 7.00 0.40 1,584.10 1,586.10 1,605.25 Grand Total 332 City of Tempe 2015-16 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. 333 City of Tempe 2015-16 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. 334 City of Tempe 2015-16 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. 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. 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). 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. 335 City of Tempe 2015-16 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 ordinance 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. 336 City of Tempe 2015-16 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. Levy - To impose taxes for the support of government activities. Liability - Amounts owed for items received, services rendered, expenses incurred, assets acquired, construction performed, and amounts received but not as yet earned. Line Item Budget - A budget prepared along departmental lines that focuses on what is to be bought. 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. 337 City of Tempe 2015-16 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. Net Assets Earnings - An equity account reflecting the accumulated earnings of an enterprise or internal service fund. 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 Postemployment 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. Postemployment 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 Postemployment 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 Medical Rescue. 338 City of Tempe 2015-16 Annual Budget (4) Environmental Health consists of: Water Utilities; Public Works – Solid Waste; and Community Development – Code Compliance. (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. 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. 339 City of Tempe 2015-16 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. 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. 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). 340 City of Tempe 2015-16 Annual Budget Acronyms ADA-Americans with Disabilities Act ADDI-American Dream Downpayment 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 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 Improvements Program 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 FLASH-Free Local Area Shuttle 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 IT-Information Technology ITS-Intelligent Transportation Systems 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 Postemployment 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 SBP-Skill Based Pay SCADA-Supervisory Control and Data Acquisition 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 WMAT-White Mountain Apache Tribe WUD-Water Utilities Department 341 City of Tempe 2015-16 Annual Budget Index A Community Development Block Grant Revenue ......... 80 Community Profile ......................................................... 9 Community Services Performance Budget ............... 106 Administration, Kid Zone ...................................... 107 Arts, Cultural Services and Library Services ......... 108 Recreation Services .............................................. 110 Comparative Operating Revenue by Source............... 63 Comprehensive Financial Plan Comprehensive Financial Plan Overview ................ 37 Assumptions ...................................................... 40, 42 Economic Outlook ................................................... 41 Enterprise Funds ..................................................... 52 Financial Plan Overview .......................................... 38 General Fund........................................................... 44 Golf Fund ................................................................. 56 Methodology ............................................................ 39 Performing Arts Fund .............................................. 48 Solid Waste Fund .................................................... 54 Transit Fund ............................................................ 46 Transportation Funds .............................................. 50 Water/Wastewater Fund .......................................... 52 Cost of Services (Residential) ..................................... 34 Council Strategic Priorities ............................................ 6 Acronyms .................................................................. 341 Assessed Property Valuation (Secondary): Ten-year Historical Trends .................................... 176 B Bed Tax (Transient Lodging Tax) ................................ 67 Benchmarking, Performance ....................................... 86 Bonded Debt Limits Summary................................... 172 Budget Basis, Budgetary Units, and Changes to Budget ................................................ 297 Budget Calendar ......................................................... 28 Budget Message ........................................................... 1 Budget Per Capita ....................................................... 33 Budget Policies ........................................................... 18 Budget Process Flowchart .......................................... 25 Budget Process Summary........................................... 26 Budget Resolution ..................................................... 287 Budget Schedules Estimated Revenue and Expenditures Summary .. 288 Expenditures Within Each Fund Summary ............ 293 Other Financing Sources and Interfund Transfers Summary............................................ 292 Revenue Other Than Property Taxes .................... 290 Summary by Department and Fund ....................... 294 Tax Levy and Tax Rate Information ....................... 289 D Debt Limits, Legal Bonded ........................................ 172 Debt Management Plan ............................................ 170 Debt Policy .......................................................... 18, 174 Debt Service Fund Balance, Restricted ...................... 30 Debt Service Requirements ...................................... 174 Debt Service Ten-Year Historical Trends .................. 173 Debt Summary .......................................................... 174 Demographics ............................................................. 12 Department Expenditures, Summary by Fund .......... 293 Department Expenditures, Summary Within Each Fund ............................................................. 294 Departments, Performance Budget City Attorney ............................................................ 94 City Clerk ................................................................. 96 City Court................................................................. 98 City Manager ........................................................... 92 Community Development ...................................... 100 Community Services.............................................. 106 Diversity Office ...................................................... 112 Finance and Technology ....................................... 113 Fire Medical Rescue .............................................. 114 Human Resources ................................................. 120 Human Services .................................................... 122 Internal Audit Office ............................................... 128 Internal Services .................................................... 130 Mayor and Council................................................... 90 Municipal Budget Office......................................... 140 Police ..................................................................... 142 Public Works.......................................................... 148 Diversity Performance Budget................................... 112 C Calendar, Budget ........................................................ 28 Capital Improvements Program Capital Budget Policy........................................ 18,174 Financing ............................................................... 170 Impact on the Operating Budget ............................ 165 Overview............................................................ 3, 160 Process.................................................................. 161 Project Listing ........................................................ 176 Project Map ........................................................... 169 Significant Nonrecurring Project Expenditures ...... 166 Source of Funds .................................................... 164 Strategic Focus ...................................................... 162 Summary ............................................................... 163 Ten-Year Historical Trends .................................... 173 Charges for Services Cultural and Recreational ........................................ 73 Development Related .............................................. 74 City Attorney Performance Budget .............................. 94 City Clerk Performance Budget ................................... 96 City Court Performance Budget .................................. 98 City Limits.................................................................... 12 City Manager Performance Budget ............................. 92 Citywide Overview of Operating Budget Debt Service, Revenue and Staffing ........................ 33 Community Development Performance Budget ........ 100 Administration, Code Enforcement, Neighborhood Services ............................................................. 101 Development Services ........................................... 103 Planning................................................................. 104 E Enterprise Funds, Comprehensive Financial Plans..... 52 342 City of Tempe 2015-16 Annual Budget Enterprise Funds Revenue Golf Course Fees..................................................... 83 Solid Waste Fees..................................................... 82 Water/Wastewater User Fees .................................. 81 Estimated Revenues and Expenditures .................... 288 Revenue .................................................................. 78 Human Resources Performance Budget................... 120 Human Services Performance Budget ...................... 122 Administration, Housing and Revitalization ........... 123 Community Resources .......................................... 125 Diversity and Outreach .......................................... 126 Social Services ...................................................... 127 F Financial Program Components .................................. 29 Financial Program Summary ....................................... 23 Financial Reporting Policies ........................................ 18 Financial Reserve Policies .......................................... 19 Finance and Technology Performance Budget ......... 113 Financial Structure and Organization Fund Structure ....................................................... 298 Level of Revenue and Expenditure Detail.............. 298 Relationship Between Budgeting and Accounting . 298 Types of Budgeting ................................................ 298 Fines and Forfeitures .................................................. 75 Fire Medical Rescue Performance Budget ................ 114 Administration/Fire Prevention .............................. 115 Emergency/Medical Services ................................ 116 Homeland Security/Special Operations ................. 117 Support Services/Personnel Safety ....................... 118 Training/Professional Development ....................... 119 Fund Balances, Unassigned/Restricted General Fund ..................................................... 30, 44 Performing Arts Fund......................................... 31, 48 Transit Fund ...................................................... 31, 46 Transportation Fund .......................................... 31, 50 Fund Structure .......................................................... 298 Fund Summary ............................................................ 22 G General Fund Comprehensive Financial Plan ................................ 44 Fund Balances, Unassigned ............................. 30, 44 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 ..................................................... 333 Golf Fund Comprehensive Financial Plan ................................ 56 Net Assets, Unrestricted ........................ 20, 22, 32, 56 Revenue .................................................................. 83 H Highway User Tax Fund (HURF) Fund Balances, Restricted ...................................... 31 I Internal Audit Office Performance Budget ................. 128 Internal Services Performance Budget...................... 130 Administration ........................................................ 132 Finance.................................................................. 133 Human Resources ................................................. 136 Information Technology ......................................... 138 L Local (City Sales Tax) ................................................. 66 Local Transportation Assistance Fund (LTAF) ............ 79 M Mayor and Council Performance Budget .................... 90 Municipal Budget Office Performance Budget .......... 140 N Needs Assessment Phase .......................................... 26 Net Assets, Unrestricted Golf Fund ................................................20, 22, 32, 56 Solid Waste Fund ...................................20, 22, 32, 54 Water and Wastewater Fund ..................20, 22, 32, 52 O Operating Budget Policies ........................................... 18 Operating Revenue ..................................................... 60 Organization Chart ................................................ xiii, 89 Other Financing Sources and Interfund Transfers .... 292 P Performance Benchmarking........................................ 86 Performance Budget, Departments City Attorney ............................................................ 94 City Clerk ................................................................. 96 City Court................................................................. 98 City Manager ........................................................... 92 Community Development ...................................... 100 Community Services.............................................. 106 Diversity Office ...................................................... 112 Fire Medical Rescue .............................................. 114 Human Services .................................................... 122 Internal Audit Office ............................................... 128 Internal Services .................................................... 130 Mayor and Council................................................... 90 343 City of Tempe 2015-16 Annual Budget Municipal Budget Office ......................................... 138 Police ..................................................................... 142 Public Works .......................................................... 148 Performing Arts Comprehensive Financial Plan ................................ 48 Fund Balances, Restricted ................................ 31, 48 Personnel Changes for FY 2015-16 ....................................... 300 Summary by Department ....................................... 299 Summary by Fund ................................................. 332 Ten-Year History...................................................... 35 Police Performance Budget....................................... 142 Office of the Chief .................................................. 144 Operations ............................................................. 146 Investigations/Organizational Services .................. 145 Support Services ................................................... 147 Projected Revenue and Expenditures General Fund ........................................................... 44 Golf Fund ................................................................. 56 Performing Arts Fund............................................... 48 Solid Waste Fund .................................................... 54 Transit Fund ............................................................ 46 Transportation Fund ................................................ 50 Water/Wastewater Fund .......................................... 52 Property Tax Levy and Rate ....................................................... 289 Levy Policy ...................................................... 21, 174 Ordinance .............................................................. 286 Revenue .................................................................. 68 Ten-Year Historical Trends .................................... 173 Public Works Performance Budget............................ 148 Administration ........................................................ 150 Construction Management/Engineering................. 151 Field Operations .................................................... 152 Transit/Transportation............................................ 154 Water Utilities ........................................................ 157 Purpose Statement........................................................ xi Summary by Fund, Other than Property Tax ......... 290 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 ................................ 54 Retained Earnings, Unrestricted ............20, 22, 32, 54 Revenue .................................................................. 82 Schedule A................................................................ 288 Schedule B................................................................ 289 Schedule C ............................................................... 290 Schedule D ............................................................... 292 Schedule E................................................................ 293 Schedule F ................................................................ 294 Schedule G ............................................................... 296 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 ................................ 46 Fund Balances, Restricted ................................ 31, 50 Revenue .................................................................. 76 Transportation Comprehensive Financial Plan ................................ 50 Fund Balances, Restricted ................................ 31, 50 Revenue Highway User Tax................................................ 78 R Relationship Between Operating and Capital Budgets ..................................................... 165 Reserve Policies ......................................................... 19 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 W Water Utilities Performance Budget .......................... 157 Water/Wastewater Fund Comprehensive Financial Plan ................................ 52 Retained Earnings, Unrestricted .............20, 22, 32, 52 Revenue .................................................................. 81 344 City of Tempe 2015-16 Annual Budget Municipal Budget Office 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 345