TABLE OF CONTENTS VOLUME II OPERATING BUDGET DETAIL Elected and Official Mayor and Council........................................................................................................................................ City Manager .................................................................................................................................................. City Clerk ........................................................................................................................................................ City Attorney.................................................................................................................................................. 1 7 19 29 Neighborhood Services City Court ....................................................................................................................................................... Community Services ..................................................................................................................................... Fire................................................................................................................................................................... Library ............................................................................................................................................................. Neighborhood Resources ............................................................................................................................ Parks and Recreation .................................................................................................................................... Tucson City Golf........................................................................................................................................... Police ............................................................................................................................................................... Independent Police Auditor ........................................................................................................................ Office of the Public Defender .................................................................................................................... 45 55 75 89 105 111 133 141 157 161 Environment and Development Development Services .................................................................................................................................. Comprehensive Planning Task Force ........................................................................................................ Solid Waste Management............................................................................................................................. Transportation ............................................................................................................................................... Tucson Water................................................................................................................................................. Environmental Management ....................................................................................................................... Historic Preservation Office........................................................................................................................ Zoning Examiner .......................................................................................................................................... 167 179 191 203 227 249 255 261 Strategic Initiatives Tucson Convention Center ......................................................................................................................... Office of Economic Development ............................................................................................................ Intergovernmental Relations ....................................................................................................................... Tucson-Mexico Trade Office...................................................................................................................... 265 275 281 287 TABLE OF CONTENTS Support Services Budget and Research .................................................................................................................................... Finance ............................................................................................................................................................ Human Resources ......................................................................................................................................... Information Technology.............................................................................................................................. Operations ...................................................................................................................................................... Procurement................................................................................................................................................... Equal Opportunity Office ........................................................................................................................... 293 303 315 325 341 357 369 Non-Departmental................................................................................................................................................. Outside Agencies........................................................................................................................................... General Expense ........................................................................................................................................... Debt Service ................................................................................................................................................... Debt Management Policy............................................................................................................................. Contingency Fund......................................................................................................................................... 375 377 382 385 389 394 Rio Nuevo Project ................................................................................................................................................. 397 MAYOR AND COUNCIL OPERATING: POSITION TOTAL: $ 2,731,960 53.00 MAYOR COUNCIL PROGRAM ALLOCATION FINANCING PLAN Council-Ward 1 12% Mayor 19% Council-Ward 2 13% Administrative Expenses 6% General Fund 100% Council-Ward 3 13% Council-Ward 6 12% Council-Ward 4 12% Council-Ward 5 13% 43.50 44.50 2000 53.00 53.00 2002 43.50 1999 50.00 1998 60.00 2001 TEN YEAR STAFFING TRENDS Adopted Positions 36.00 36.00 36.00 1996 34.00 1995 40.00 1994 40.00 30.00 1997 1993 20.00 1 CITY OF TUCSON WARD MAP MAYOR ROBERT E. WALKUP WARD 3 KATHLEEN DUNBAR WARD 6 FRED RONSTADT WARD 2 CAROL W. WEST WARD 1 JOSÉ J. IBARRA WARD 5 WARD 4 SHIRLEY C. SCOTT STEVE LEAL 2 MAYOR AND COUNCIL MISSION STATEMENT: To establish public policy and develop programs as mandated by the Tucson City Charter, represent community interests, and work with city management to effectively meet the community's current and long-term needs. OVERVIEW Tucson is a charter city with a council-manager form of government. The legislative body is comprised of an elected mayor and six council members who establish legislative policies. These policies are carried out by a city manager who is appointed by the Mayor and Council. The Mayor and Council also appoint a city attorney, a city clerk, and city magistrates. The city is geographically divided into six wards. Each ward contains about 84,667 citizens who are represented by one council member. The mayor is elected at-large from the city. The Mayor’s Office is located in City Hall. Council members are nominated by ward and elected at-large. Each council member has an office in the ward they represent. MAYOR AND COUNCIL PHONE NUMBERS AND LOCATIONS Address Mayor Ward 1 Ward 2 Ward 3 Ward 4 Ward 5 Ward 6 Robert E. Walkup José J. Ibarra Carol W. West Kathleen Dunbar Shirley C. Scott Steve Leal Fred Ronstadt 255 West Alameda 940 West Alameda 7575 East Speedway 1510 East Grant Road 8123 East Poinciana 4300 South Park Avenue 2205 East Speedway Phone Number 791-4201 791-4040 791-4687 791-4711 791-3199 791-4231 791-4601 The Mayor and Council deliberate and set policy at meetings held on Mondays (and special meetings as designated). Public notification of meeting dates, times, and locations are provided in accordance with the State of Arizona’s Open Public Meetings Law. The agendas for meetings, as well as reference documents and proposed ordinances and resolutions, are available for public review prior to each meeting at the Office of the City Clerk, in the lobby of City Hall (255 West Alameda), and at the Government Reference Desk in the Main Library (101 North Stone Avenue). Live television coverage of Monday meetings is cablecast on Channel 12. In addition, replays of the meetings are also cablecast on Channel 12 following the Monday meetings. Information on the mayor, each council member, and past and current agendas is available on the city’s Web site, (http://www.cityoftucson.org). There are two agendas for each council meeting: the study session agenda and the regular meeting agenda. The study session agenda provides a forum for the Mayor and Council to ask staff questions, to discuss aspects of issues facing the city, and to provide direction to staff. The regular session agenda allows the Mayor and Council to consider and enact ordinances and resolutions. Ordinances, when approved by the Mayor and Council, become the laws of the city. Routine items of business are scheduled under the heading of Consent Agenda. This agenda allows a number of regular business items to be approved by a single vote of the Mayor and Council. 3 MAYOR AND COUNCIL Overview (Continued) The Mayor and Council frequently schedule public hearings on topics of interest in order to ascertain community perspectives. Interested persons are invited to attend and offer comments. Additionally, during “Call to the Audience” on the Regular Agenda, the public is invited to speak to the Mayor and Council on any topic. DEPARTMENT RESOURCES Actual FY 2001 Adopted FY 2002 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 PERMANENT Mayor Council-General Administration* Council-Ward 1 Council-Ward 2 Council-Ward 3 Council-Ward 4 Council-Ward 5 Council-Ward 6 Administrative Expenses* 9.50 1.50 7.00 7.00 7.00 7.00 7.00 7.00 -0- 9.50 1.50 7.00 7.00 7.00 7.00 7.00 7.00 -0- 9.50 1.50 7.00 7.00 7.00 7.00 7.00 7.00 -0- 9.50 -07.00 7.00 7.00 7.00 7.00 7.00 1.50 9.50 -07.00 7.00 7.00 7.00 7.00 7.00 1.50 Department Total 53.00 53.00 53.00 53.00 53.00 $ 497,787 11,600 $ 483,880 11,540 $ 459,940 11,540 $ 515,780 -0- $ 539,960 -0- 142,510 317,043 292,353 325,195 298,401 316,265 335,534 12,320 114,290 302,690 314,030 310,530 313,270 311,710 306,620 12,260 99,740 290,000 288,240 271,240 304,880 311,710 302,740 12,260 -0333,960 353,080 349,910 342,300 343,380 337,780 -0- -0350,630 370,350 367,980 358,900 360,330 353,920 -0- -0- -0- -0- 155,770 160,050 $ 2,549,008 $ 2,480,820 $ 2,352,290 $ 2,731,960 $ 2,862,120 POSITION SUMMARY FINANCIAL SUMMARY Mayor Elected Officials Pension-Former Mayors* Council-General Administration* Council-Ward 1 Council-Ward 2 Council-Ward 3 Council-Ward 4 Council-Ward 5 Council-Ward 6 Elected Officials Pension-Former Council Members* Administrative Expenses* Department Total *For Fiscal Year 2003, the administrative functions of Elected Officials Pension-Former Mayors, Council-General Administration, and Elected Officials Pension-Former Council Members have been combined and retitled to Administrative Expenses. 4 MAYOR AND COUNCIL Department Resources (Continued) Actual FY 2001 Adopted FY 2002 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 $ 2,189,525 294,692 59,695 55,649 -0(50,553) $ 2,595,180 158,370 61,770 -0(297,500) (37,000) $ 2,184,150 145,370 59,770 -0-0(37,000) $ 2,550,510 160,170 58,280 -0-0(37,000) $ 2,680,670 160,170 58,280 -0-0(37,000) $ 2,549,008 $ 2,480,820 $ 2,352,290 $ 2,731,960 $ 2,862,120 $ 2,549,008 $ 2,480,820 $ 2,352,290 $ 2,731,960 $ 2,862,120 $ 2,549,008 $ 2,480,820 $ 2,352,290 $ 2,731,960 $ 2,862,120 CHARACTER OF EXPENDITURES Personal Services Services Commodities Equipment Other Inter-Activity Transfers Department Total SOURCE OF FUNDS General Fund Department Total SIGNIFICANT CHANGES: Fiscal Year 2003 The adopted operating budget for Fiscal Year 2003 of $2,731,960 reflects an increase of $251,140 from the Fiscal Year 2002 Adopted Budget. This increase provides for annual merits and pay adjustments as well as increases in pension and medical insurance rates. Fiscal Year 2004 The operating budget for Fiscal Year 2004 of $2,862,120 includes an increase of $130,160 from Fiscal Year 2003 primarily for pay adjustments and rate increases for fringe benefits. 5 6 CITY MANAGER OPERATING: POSITION TOTAL: $ 2,194,810 22.25 FINANCING PLAN PROGRAM ALLOCATION Agenda 9% Annexation 7% General Fund 100% City Manager 64% Organizational Development 20% 21.00 22.00 23.75 24.25 2002 22.00 2001 15.50 20.00 23.00 2000 19.20 1999 19.80 1998 20.50 1996 30.00 1995 40.00 1997 TEN YEAR STAFFING TRENDS Adopted Positions* 10.00 1994 1993 0.00 *For comparative purposes, combined staffing levels reflect Grants Office staff and a Community Relations Administrator transferred into the City Manager budget during Fiscal Year 2002. 7 8 CITY MANAGER MISSION STATEMENT: To provide leadership in effectively implementing the legislative policy of the Mayor and Council; lead the development and administration of strategic plans, organizational work plans, and special programs that are aligned with priorities established by the governing body and the community; formulate and oversee the fiscal plans that allocate current and future resources in accordance with Mayor and Council direction; and systematically monitor and report on performance and progress to ensure accountability and to attain desired outcomes. OVERVIEW The City Manager budget includes four units: City Manager, Agenda, Annexation, and Organizational Development (which includes Grants Office and Strategic Planning resources). In addition, the City Manager retains hiring authority for and the reporting responsibility over other units that, prior to Fiscal Year 2002, were included in the City Manager budget. The following units are now budgetarily distinct: Environmental Management, Equal Opportunity Office, Historic Preservation Office, Independent Police Auditor, Intergovernmental Relations, Office of Economic Development, Tucson-Mexico Trade Office, and Zoning Examiner. Oversight of the Rio Nuevo Project is also provided by the City Manager. Two other units formerly under the City Manager’s hiring authority have been separated out. The Department of Neighborhood Resources was established during Fiscal Year 2002 as an expansion in focus and responsibilities of the former Citizen and Neighborhood Resources unit of the City Manager. The Community Relations unit has been reorganized and most of its functions have become part of the Information Technology Department. The city manager is aided in carrying out the responsibilities of the office by the deputy city manager, three assistant city managers, and the chief information officer, who also serves as the director of information technology. DEPARTMENT HIGHLIGHTS A series of forty-three Employee Town Halls was held in the summer and fall of 2001 that provided our workforce the opportunity of one-on-one communication with the City Manager and the Deputy City Manager to provide feedback on the working environment and ideas and suggestions to improve the workplace and the community. In an effort to improve communications with city employees, the City Manager is publishing a bi-weekly newsletter that provides information from the City Manager’s perspective on current issues and city projects. A comprehensive citywide survey was conducted during 2001 to assess residents’ perceptions of city service delivery and quality of life in Tucson. The survey provided valuable information that will be used to make improvements to city services. It also provided a benchmark for where we stand today, an important prelude to planning effectively for the future. The survey was conducted for little cost as part of a national pilot project through the International City/County Management Association (ICMA) to develop a standard citizen survey. The City Manager and Mayor and Council held several strategic planning sessions during Fiscal Year 2002. The result of these sessions was the adoption of a City Strategic Plan. The plan identifies six focus areas for the City of Tucson: Growth, Downtown, Transportation, Neighborhoods, Economic Development, and Good Government. These are areas where resources and projects will be directed over the next year so that they produce significant results. The City Manager has placed a high priority on leadership development and better communication among city management. The city’s four Service Teams (Neighborhood Services, Environment and Development, Strategic Initiatives, and Support Services) meet regularly to share information, discuss strategy, and identify ways to improve coordination across departments. The city’s Executive Leadership Team and Management Team also meet regularly to discuss organizational strategy, citywide projects, coordination of efforts, and ways to improve the city organization. 9 CITY MANAGER DEPARTMENT RESOURCES Actual FY 2001 Adopted FY 2002 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 12.00 3.00 6.00 -02.00 -0- 13.50 3.00 2.00 1.00 2.00 2.00 13.50 3.00 2.00 1.00 2.00 2.00 13.25 3.00 2.00 4.00 -0-0- 13.25 3.00 2.00 4.00 -0-0- Permanent Total 23.00 23.50 23.50 22.25 22.25 NON-PERMANENT Grants Office* 0.75 0.75 0.75 -0- -0- 0.75 0.75 0.75 -0- -0- 23.75 24.25 24.25 22.25 22.25 City Manager Agenda Annexation Organizational Development* Grants Office* Strategic Planning* Youth and Family Services** $ 974,338 219,175 373,146 -0132,070 -02,011,277 $ 1,266,620 221,100 167,490 194,890 164,130 159,710 2,100,000 $ 1,272,600 221,100 167,490 194,890 139,130 161,290 1,990,000 $ 1,401,770 202,030 151,590 439,420 -0-0-0- $ 1,461,130 211,630 157,270 449,170 -0-0-0- Department Total $ 3,710,006 $ 4,273,940 $ 4,146,500 $ 2,194,810 $ 2,279,200 $ 1,442,718 153,419 102,392 13,469 2,011,277 (13,269) $ 1,896,830 207,100 104,930 -0(22,000) 2,087,080 $ 1,864,560 202,130 102,730 -0-01,977,080 $ 2,064,490 193,920 44,400 -0-0(108,000) $ 2,157,200 186,630 43,370 -0-0(108,000) $ 3,710,006 $ 4,273,940 $ 4,146,500 $ 2,194,810 $ 2,279,200 POSITION SUMMARY PERMANENT City Manager Agenda Annexation Organizational Development* Grants Office* Strategic Planning* Non-Permanent Total Department Total FINANCIAL SUMMARY CHARACTER OF EXPENDITURES Personal Services Services Commodities Equipment Other Inter-Activity Transfers Department Total *The Grants Office and Strategic Planning have been combined with Organizational Development for Fiscal Years 2003 and 2004. The Grants Office was budgeted as a separate entity under the Support Services Group for Fiscal Year 2002; however, for comparative purposes, prior expenditures and budgets are shown here. In Fiscal Year 2001, Strategic Planning was budgeted in the Budget and Research Department and Organizational Development was budgeted in the Human Resources Department. Both were included as separate units of the City Manager in Fiscal Year 2002. **Youth and Family Services funds have been transferred to the Neighborhood Resources, Community Services, Library, and Parks and Recreation Departments for Fiscal Years 2003 and 2004. 10 CITY MANAGER Department Resources (Continued) Actual FY 2001 Adopted FY 2002 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 $ 3,710,006 -0-0- $ 4,173,940 -0100,000 $ 4,146,500 -0-0- $ 2,183,310 11,500 -0- $ 2,279,200 -0-0- $ 3,710,006 $ 4,273,940 $ 4,146,500 $ 2,194,810 $ 2,279,200 SOURCE OF FUNDS General Fund General Fund - Restricted Miscellaneous Non-Federal Grants Department Total SIGNIFICANT CHANGES: Fiscal Year 2003 The adopted operating budget for Fiscal Year 2003 of $2,194,810 reflects a decrease of $2,079,130 from the Fiscal Year 2002 Adopted Budget. The budget includes a net reduction of two positions. The significant changes to expenditures are as follows: ♦ Youth and Family Services funding was transferred to the Neighborhood Resources, Community Services, Library, and Parks and Recreation Departments and grant capacity for youth programs was eliminated. ♦ Through reorganization, a director of communications has been added, and a secretary, a senior management analyst, and a public information specialist eliminated. ♦ Two City Manager positions are currently assigned to work in other departments. A community relations administrator and a special projects coordinator-city manager’s office are assigned to the Department of Neighborhood Resources. Fiscal Year 2004 The operating budget for Fiscal Year 2004 of $2,279,200 includes an increase of $84,390 from Fiscal Year 2003 primarily due to personnel cost increases. 11 CITY MANAGER CITY MANAGER MISSION STATEMENT: The City Manager provides leadership and administration for the operation of the city government, in support of direction given by the Mayor and Council, and in response to community needs, employing proven public management practices and innovative methods to achieve results. SUPPORT FOR LIVABLE TUCSON GOALS Goal: Engaged Community and Responsive Government The City Manager serves as a focal point for communication and coordination to ensure alignment of Mayor and Council policies and priorities, organizational efforts, and citizen needs. Interactive support and assistance is provided by the City Manager at the weekly Mayor and Council sessions, through strategic planning meetings, individual meetings, and written communications. The City Manager leads the efforts of city department directors and managers to ensure that programs and services effectively support Mayor and Council policies and priorities through Service Teams and Work Plans. By interacting directly with community members on a regular and systematic basis, the City Manager connects municipal government services to citizen needs. This interaction is via responses to specific inquiries, attendance at public meetings and events, through the International City/County Management Association (ICMA) citizen survey, and by issuing reports on the progress of city efforts. The City Manager also uses the 17 Livable Tucson Goals to help set policy and guide city services (see Volume I, Section B). Goal: People-Oriented Neighborhoods The City Manager oversees the coordination and cross-departmental implementation of the General Plan that encourages human scale neighborhoods. Goal: Efficient Use of Natural Resources The City Manager oversees the coordination and cross-departmental implementation of the General Plan that encourages more effective design to conserve water and energy. Goal: Protected Natural Desert Environment The City Manager oversees the coordination and cross-departmental implementation of the General Plan that encourages preservation of open space. The City Manager also provides leadership and guidance to the city’s stewardship of the A-7 Ranch. Goal: Successful Downtown The City Manager provides leadership and guidance to city programs, and improvement efforts focused on downtown. City staff supports the Rio Nuevo Project under the direction of the City Manager. 12 CITY MANAGER City Manager (Continued) KEY MEASURES OF PERFORMANCE Key Outputs Prepare for and participate in all Mayor and Council Study Sessions, Regular Meetings, and Special Meetings, ensuring accurate communication and effective support for deliberations and setting policy. • Number of regularly scheduled meetings • Number of special meetings • Total Mayor and Council documents reviewed and officially signed by the City Manager in advance of meetings • Special strategic sessions held with Mayor and Council Develop and administer a bilingual citizen survey to a statistically valid sample to gather data about priorities and satisfaction with city services. • Number of community characteristics about which data is gathered • Number of city service areas for which citizen satisfaction data is gathered Direct the development of the city strategic plan which identifies Mayor and Council focus areas; direct the development of department work plans including key projects in line with each of the focus areas; and track performance on these projects. • Number of focus areas established • Number of key projects tracked • Number of reports issued updating Mayor and Council on progress in the focus areas Hold town hall meetings with city employees to increase one-on-one communication and gather input on how to improve the City of Tucson; produce a report on the major themes. • Number of town halls held • Number of employees participating Actual FY 2001 Adopted FY 2002 36 8 1,176 43 12 1,380 36 8 1,080 36 6 1,110 36 6 1,110 N/A N/A 7 8 8 N/A 10 10 10 10 N/A 30 30 30 30 N/A N/A N/A N/A N/A N/A 6 100 N/A 6 100 4 6 100 4 N/A N/A N/A N/A 43 1,300 16 450 16 500 13 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 CITY MANAGER City Manager (Continued) KEY MEASURES OF PERFORMANCE Key Outcomes Increase the overall citizen survey ratings of city services over the benchmark Fiscal Year 2001 results. • Percent increase of citizen satisfaction Actual FY 2001 Adopted FY 2002 N/A N/A Estimated FY 2002 Adopted FY 2003 Approved FY 2004 N/A 5% 5% RESOURCE SUMMARY Position Resources Financial Resources General Fund 12.00 13.50 13.50 13.25 13.25 $ 974,338 $ 1,266,620 $ 1,272,600 $ 1,401,770 $ 1,461,130 AGENDA MISSION STATEMENT: Agenda schedules and distributes material to be reviewed by the Mayor and Council during council meetings and monitors follow-up action by city staff. SUPPORT FOR LIVABLE TUCSON GOALS Goal: Engaged Community and Responsive Government Agenda works closely with the Mayor and Council; city departments; other governmental entities, and the general public to ensure that issues, concerns, and emergencies are scheduled and publicized in a timely manner for consideration by the governing body. KEY MEASURES OF PERFORMANCE Key Outputs Develop and establish the annual Mayor and Council meeting calendar and schedule all special meetings requested in accordance with the City Charter. • Number of regularly scheduled meetings • Number of special meetings Track all actions requested or direction given by Mayor and Council to ensure timely completion by all city departments and offices. 36 43 36 36 36 8 12 8 6 6 665 690 675 680 680 14 CITY MANAGER Agenda (Continued) KEY MEASURES OF PERFORMANCE Key Outcomes Compile and review Mayor and Council Memoranda, Communications, and related documents, and ensure the timely delivery of complete and accurate agenda packets. • Number of documents compiled for Regular Agenda • Number of documents compiled for Study Session Actual FY 2001 Adopted FY 2002 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 689 670 630 650 650 487 710 450 460 460 RESOURCE SUMMARY Position Resources Financial Resources General Fund 3.00 3.00 3.00 3.00 3.00 $ 219,175 $ 221,100 $ 221,100 $ 202,030 $ 211,630 ANNEXATION MISSION STATEMENT: Annexation advances Mayor and Council policies and objectives as they relate to expanding the corporate boundaries of the city, dealing with issues of incorporation, economic development, and self-determination. SUPPORT FOR LIVABLE TUCSON GOALS Goal: Engaged Community and Responsive Government The annexation process brings additional neighborhoods into the city and provides citizens with the opportunity for ongoing cooperation with their neighborhood and the local government. KEY MEASURES OF PERFORMANCE Key Outcomes Increase the assessed value of the City of Tucson through annexations. • Amount of assessed valuation in annexed areas ($000s) Increase the City of Tucson’s population through annexations. • Population of annexed areas $ 3,867 $ 35,000 $ 7,309 $ 45,984 $ 16,876 48 958 -0- 1,827 2,370 15 CITY MANAGER Annexation (Continued) RESOURCE SUMMARY Position Resources Financial Resources General Fund Actual FY 2001 Adopted FY 2002 6.00 2.00 $ 373,146 $ 167,490 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 2.00 2.00 2.00 $ 167,490 $ 151,590 $ 157,270 ORGANIZATIONAL DEVELOPMENT MISSION STATEMENT: Organizational Development is a team dedicated to making the City of Tucson successfully positioned for the future by providing consultation and support services to city management and department staff on key organizational issues. Efforts are focused on opportunities, which includes strategic planning, performance management, process improvement, leadership and team development, and strategic support for grant activity and for improved service delivery to the community. SUPPORT FOR LIVABLE TUCSON GOALS Goal: Engaged Community and Responsive Government Organizational Development (OD) develops improvement efforts and conducts research and analysis aimed at increasing the responsiveness of government. OD is involved in efforts such as the City Strategic Plan and the citywide resident survey that are designed to gather citizen, elected officials, and city employee input used to shape city services. KEY MEASURES OF PERFORMANCE Key Outputs Assist departments in identifying and applying for competitive grants. • Total number of grants applications • Dollar amount of grants applications, including multi-year grants ($000s) Key Outcomes Contribute to making the City of Tucson a high-performing organization. • Percent of recommendations made that are implemented Monitor the competitive grants awarded to the city. • Total number of competitive grants awarded • Dollar amount of grants awarded ($000s) 50 $ 50,000 75 $ 46,000 70 $ 40,000 80 $ 52,500 85 $ 55,125 N/A 85% 85% 85% 85% 30 50 45 38 48 $ 30,000 $ 45,000 $ 40,000 $ 38,000 $ 48,000 16 CITY MANAGER Organizational Development (Continued) KEY MEASURES OF PERFORMANCE Provide consultation, support, and training to executive leaders. • Number of learning hours per executive • Number of networking and learning sessions provided for assistant directors Actual FY 2001 Adopted FY 2002 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 32 32 32 30 30 4 4 4 4 4 RESOURCE SUMMARY Position Resources Financial Resources General Fund -0- 1.00 1.00 4.00 4.00 $ -0- $ 194,890 $ 194,890 $ 439,420 $ 449,170 GRANTS OFFICE* RESOURCE SUMMARY Position Resources Financial Resources General Fund 2.75 2.75 2.75 -0- -0- $ 132,070 $ 164,130 $ 139,130 $ -0- $ -0- STRATEGIC PLANNING* RESOURCE SUMMARY Position Resources Financial Resources General Fund -0- 2.00 2.00 -0- -0- $ -0- $ 159,710 $ 161,290 $ -0- $ -0- *The Grants Office and Strategic Planning were absorbed into Organizational Development for Fiscal Years 2003 and 2004. 17 CITY MANAGER YOUTH AND FAMILY SERVICES* RESOURCE SUMMARY Financial Resources General Fund Miscellaneous Non-Federal Grants Financial Resources Total Actual FY 2001 Adopted FY 2002 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 $ 2,011,277 -0- $ 2,000,000 100,000 $ 1,990,000 -0- $ -0-0- $ -0-0- $ 2,011,277 $ 2,100,000 $ 1,990,000 $ -0- $ -0- *Youth and Family Services funds have been transferred to the Neighborhood Resources, Community Services, Library, and Parks and Recreation Departments for Fiscal Years 2003 and 2004. 18 CITY CLERK OPERATING: POSITION TOTAL: $ 2,681,980 41.00 ADMINISTRATION RECORDING AND REPORTING ELECTIONS FINANCING PLAN RECORDS CENTER PROGRAM ALLOCATION Administration 7% Recording and Reporting 27% Records Center 28% General Fund 100% Elections 38% TEN YEAR STAFFING TRENDS Adopted Positions 125.00 Mayor and Council elections are held every other year resulting in an increase in staff in those years. For election years prior to 1998, election-related positions were not included in the total number of positions. 100.00 73.00 40.50 39.50 40.50 40.50 1995 1996 1997 50.00 40.50 1994 75.00 69.50 44.50 63.50 43.00 19 2002 2001 2000 1999 1998 1993 25.00 20 CITY CLERK MISSION STATEMENT: To provide administrative, clerical, and logistical support to the Mayor and Council; maintain, store, and secure all documents necessary for the effective administration and operation of municipal government; conduct regular and special municipal elections in conformance with federal, state, and city laws and procedures; and administer the City of Tucson Campaign Finance Program. OVERVIEW The City Clerk is responsible for providing administrative and logistical support to the Mayor and Council and the boards, commissions, and committees appointed by the governing authority. The City Clerk serves as the official scribe for the Mayor and Council; ensures that Open Meeting Law requirements are met by all public bodies of the city; acts as the official records keeper for city documents; conducts elections and administers the City Charter prescribed Campaign Finance Program. The City Clerk is appointed by the Mayor and Council. The divisions of the City Clerk are Administration, Recording and Reporting, Elections, and the Records Center. Mayor and Council elections are held every other year, which results in a fluctuation in staffing and budget levels. Fiscal Year 2002 was an election year for Wards 3, 5, and 6. In Fiscal Year 2004, elections will be held for the Mayor and Wards 1, 2, and 4. DEPARTMENT HIGHLIGHTS Under the administration of the City Clerk’s Office, the Human Relations Commission held the Martin Luther King Commemorative Dinner in January 2002. A scholarship of $2,500 was awarded. The keynote speaker was Martin Luther King III, the son of the slain civil rights advocate. SUPPORT FOR LIVABLE TUCSON GOALS Goal: Engaged Community and Responsive Government The City Clerk works closely with both the public and city departments to provide timely notice regarding upcoming public meetings of the Mayor and Council and advisory bodies, including the administration of Open Meeting Laws. The City Clerk provides citizens with a means to interact with elected officials and convenient access for viewing and receiving copies of public records, including the Mayor and Council’s Citizen Comment Line and the Records Management Program. The City Clerk ensures that the community is afforded a fair and accurate municipal election process. DEPARTMENT RESOURCES Actual FY 2001 Adopted FY 2002 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 2.00 12.50 8.00 18.00 2.00 12.50 8.00 18.00 2.00 12.50 8.00 18.00 2.00 12.50 8.00 16.00 2.00 12.50 8.00 16.00 40.50 40.50 40.50 38.50 38.50 POSITION SUMMARY PERMANENT Administration Recording and Reporting Elections Records Center Permanent Total 21 CITY CLERK Department Resources (Continued) Actual FY 2001 Adopted FY 2002 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 2.50 23.00 23.00 2.50 23.00 2.50 23.00 23.00 2.50 23.00 43.00 63.50 63.50 41.00 61.50 Administration Recording and Reporting Elections Records Center $ 188,756 608,119 877,211 700,653 $ 202,440 724,960 2,067,750 801,560 $ 202,440 724,960 2,067,750 801,560 $ 198,600 712,000 1,011,720 759,660 $ 206,350 719,310 3,045,650 795,700 Department Total $ 2,374,739 $ 3,796,710 $ 3,796,710 $ 2,681,980 $ 4,767,010 $ 2,007,656 258,807 96,882 11,394 -0- $ 2,434,570 912,530 487,610 -0(38,000) $ 2,434,570 912,530 449,610 -0-0- $ 2,042,770 539,670 99,540 -0-0- $ 2,863,260 1,350,480 548,270 5,000 -0- $ 2,374,739 $ 3,796,710 $ 3,796,710 $ 2,681,980 $ 4,767,010 $ 2,374,739 $ 3,796,710 $ 3,796,710 $ 2,681,980 $ 4,767,010 $ 2,374,739 $ 3,796,710 $ 3,796,710 $ 2,681,980 $ 4,767,010 Position Summary (Continued) NON-PERMANENT Elections Non-Permanent Total Department Total FINANCIAL SUMMARY CHARACTER OF EXPENDITURES Personal Services Services Commodities Equipment Other Department Total SOURCE OF FUNDS General Fund Department Total 22 CITY CLERK SIGNIFICANT CHANGES: Fiscal Year 2003 The adopted operating budget for Fiscal Year 2003 of $2,681,980 reflects a decrease of $1,114,730 from the Fiscal Year 2002 Adopted Budget. Fiscal Year 2003 is not an election year and funding for council office elections will not be required. However, $300,000 capacity has been added for a special election in November if needed. Funding included for annual merit and pay adjustments as well as increases in pension and medical insurance rates were partially offset by the reduction of two positions. Fiscal Year 2004 The operating budget for Fiscal Year 2004 of $4,767,010 reflects an increase of $2,085,030, with the majority of the increase due to elections for the mayor and three council seats. Funding for pay adjustments and rate increases for fringe benefits are included. ADMINISTRATION MISSION STATEMENT: The Administration Division provides administrative direction to the department, monitors budget expenditures, and ensures that all department programs are delivered as required by law and in accordance with City of Tucson policies and procedures. KEY MEASURES OF PERFORMANCE Key Outputs Complete requests for assistance and information from the Mayor and Council and City Manager. • Number of requests completed Ensure Open Meeting Law requirements are met for Mayor and Council meetings and meetings of boards, committees, and commissions. • Number of meeting notices and agendas posted within required time frames Attend and act as the official scribe at the Mayor and Council meetings. • Number of regularly scheduled meetings • Number of special meetings Actual FY 2001 Adopted FY 2002 40 50 50 45 45 1,620 1,650 1,650 1,620 1,620 36 43 36 36 36 8 N/A 8 6 6 23 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 CITY CLERK Administration (Continued) KEY MEASURES OF PERFORMANCE Key Outcomes Fulfill activities in accordance with established guidelines. • Percent of requests from Mayor and Council or City Manager completed • Percent of City Manager referrals completed • Percent of meeting requirements met Actual FY 2001 Adopted FY 2002 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% RESOURCE SUMMARY Position Resources Financial Resources General Fund 2.00 2.00 2.00 2.00 2.00 $ 188,756 $ 202,440 $ 202,440 $ 198,600 $ 206,350 RECORDING AND REPORTING MISSION STATEMENT: The Recording and Reporting Division accurately records, transcribes, and distributes the minutes and attendant documents for Mayor and Council and other public meetings. The division provides staff support for all meetings of the Mayor and Council’s boards, commissions, and committees as legally required. KEY MEASURES OF PERFORMANCE Key Outputs Transcribe and distribute comments received through the Mayor and Council’s Citizen Comment Line within ten work hours from log-in time. • Number of comments transcribed 4,200 4,000 4,000 4,000 4,000 Complete Mayor and Council meeting minutes and special verbatim transcripts within 30 days of meeting or request. • Number of meetings transcribed 74 70 70 70 70 Complete minutes of meetings for boards, commissions, and committees and special verbatim transcripts within 30 days of meeting or request. • Number of meetings transcribed 275 275 275 275 275 24 CITY CLERK Recording and Reporting (Continued) KEY MEASURES OF PERFORMANCE Key Outcomes Inform the Mayor and Council of the opinions of the citizens of Tucson. • Percent of transcription and distribution of comments on the Mayor and Council’s Citizen Comment Line completed within ten work hours Actual FY 2001 Adopted FY 2002 100% 100% Estimated FY 2002 Adopted FY 2003 Approved FY 2004 100% 100% 100% RESOURCE SUMMARY Position Resources Financial Resources General Fund 12.50 12.50 12.50 12.50 12.50 $ 608,119 $ 724,960 $ 724,960 $ 712,000 $ 719,310 ELECTIONS MISSION STATEMENT: The Elections Division ensures that elections are conducted in accordance with legal requirements and established policies and procedures, encouraging maximum voter participation. The division administers the Election Campaign Account ensuring that public funds are distributed in accordance with the provisions of the Tucson City Charter. KEY MEASURES OF PERFORMANCE Key Outputs Publish all legal advertisements for Mayor and Council public hearings, ordinances, and resolutions as required. 160 160 175 • Number of legal advertisements published Update voter registration statistics and update boundary line changes on posted ward maps within 30 days of effective date. • Number of updates completed 8 8 25 8 160 175 8 8 CITY CLERK Elections (Continued) KEY MEASURES OF PERFORMANCE Complete tasks associated with the Campaign Finance Program within established guidelines. • Number of campaign finance reports (mayoral and council candidates) reviewed and processed • Number of audits completed • Number of seminars conducted Key Outcomes Ensure that all registered voters receive information and instructions regarding the election process. Actual FY 2001 Adopted FY 2002 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 10 63 54 8 68 2 1 16 1 18 1 2 1 24 1 100% 100% 100% 100% 100% RESOURCE SUMMARY Position Resources Financial Resources General Fund 10.50 31.00 31.00 10.50 31.00 $ 877,211 $ 2,067,750 $ 2,067,750 $ 1,011,720 $ 3,045,650 RECORDS CENTER MISSION STATEMENT: The Records Center Division stores, secures, and retrieves city documents in a systematic and accessible manner, and provides documentary information and other services requested by city staff and the public in a timely manner and in accordance with legal requirements. KEY MEASURES OF PERFORMANCE Key Outputs Process and file official city documents received for public record in accordance with city and state law within 30 days of receipt. 16,750 16,750 18,000 • Number of documents processed and filed 16,750 18,500 Process citizen and staff requests for information. • Number of requests processed 16,000 17,000 20,500 17,000 22,000 Process and store records received at the Records Center within one week of receipt from city departments. • Number of records (cubic feet) 2,800 2,800 1,400 2,800 1,400 26 CITY CLERK Records Center (Continued) KEY MEASURES OF PERFORMANCE Actual FY 2001 Adopted FY 2002 100% 100% 100% 100% 100% Maintain the percentage of utilized storage space for inactive records at the city Records Center. 100% 100% 100% 100% 100% Archive and maintain public documents to ensure accessibility to public and staff. 100% 100% 100% 100% 100% Key Outcomes Archive documents within the required time frame. Estimated FY 2002 Adopted FY 2003 Approved FY 2004 RESOURCE SUMMARY Position Resources Financial Resources General Fund 18.00 18.00 18.00 16.00 16.00 $ 700,653 $ 801,560 $ 801,560 $ 759,660 $ 795,700 27 28 CITY ATTORNEY OPERATING: POSITION TOTAL: $ 7,300,150 112.00 ADMINISTRATION CIVIL CONSUMER AFFAIRS CRIMINAL FINANCING PLAN PROGRAM ALLOCATION Consumer Affairs 7% Miscellaneous Federal Grants 5% Administration 3% Miscellaneous Non-Federal Grants 2% Criminal 68% General Fund 90% General Fund Forfeiture Funds 3% Civil 22% 108.00 1999 114.00 2002 108.00 113.00 2001 108.00 112.00 2000 107.00 1998 110.00 1997 120.00 1996 TEN YEAR STAFFING TRENDS Adopted Positions 102.50 98.00 100.00 100.00 1995 1994 1993 90.00 29 30 CITY ATTORNEY MISSION STATEMENT: To ensure the legality of the official business of the City of Tucson by providing sound legal advice; represent the city in all legal proceedings and administrative matters involving issues of law; ensure the safety of Tucson’s citizens by enforcing criminal state statutes and local ordinances; and protect the interest of consumers by assisting them against fraudulent business practices. OVERVIEW The City Attorney's Office consists of the Administration, Civil, Criminal, and Consumer Affairs Divisions. The Civil Division provides legal advice and representation to the Mayor and Council, the City Manager, and all city departments. The division helps to ensure the lawfulness of the official business of the city and, when possible, avoid litigation. The Civil Division represents the city in administrative proceedings and litigation before federal and state courts. The Criminal Division prosecutes, on behalf of the city and in the name of the state, all criminal and civil cases within the jurisdiction of City Court. The division uses civil remedies available in Pima County Superior Court such as the Crime Property Abatement statute to address regularly occurring criminal activity. The division provides notice to both state-mandated and non-mandated crime victims. The Consumer Affairs Division provides consumer protection assistance, information, and education to citizens. The division utilizes civil lawsuits, the Arizona Consumer Fraud Act, criminal prosecution, administrative procedure, informal mediation, and other non-judicial remedies. The division operates a telephone service through which complaint pre-screening and a wide range of information is available on consumer subjects, including landlord/tenant rights, consumer finance, transportation, retail sales, and the purchase of many other products and services. All assistance is provided to consumers free of charge. DEPARTMENT HIGHLIGHTS The City Attorney's Office is at the forefront of a variety of issues of vital importance to the city as well as to cities across the state. These include the development of the Rio Nuevo downtown district; compliance with the Endangered Species Act and other environmental laws; maintaining the integration of city boundaries through enforcement of municipal incorporation statutes; addressing the real estate and environmental issues associated with the development of the Clearwater Renewable Resource Facility; and the licensing and franchising of electric utility, gas utility, and fiber optic telecommunications to protect the interests of the city and the citizens due to changes resulting from the new competitive environment. Through development and enforcement of planning and zoning ordinances, the City Attorney’s Office continues to assist in the protection of neighborhoods throughout the city from incompatible non-residential development. The City Attorney’s Office is a leading participant in the city’s Slum Abatement and Blight Enforcement Response (SABER) project. SABER is a multi-departmental effort to identify and eliminate slum housing and to curb the spread of urban blight. Mayor and Council approved SABER as a six-month pilot project in February 2001, and subsequently included funding for SABER in future city budgets. In its role with SABER, the City Attorney’s Office prosecutes slumlords for code violations; represents the city in all related court proceedings, including appeals; assists inspectors in obtaining inspection warrants and in designating slumlords; and drafts code provisions aimed at reducing or eliminating blighted conditions. As legal counsel to the Tucson Water Department, the City Attorney's Office has assisted in drafting agreements to increase the use of reclaimed water instead of groundwater. 31 CITY ATTORNEY Department Highlights (Continued) The Civil Division works to ensure the high caliber of city employees by defending the city against employee appeals of disciplinary and/or termination actions. The City Attorney’s Office successfully negotiated an agreement with the Arizona Department of Environmental Quality (ADEQ) to obtain millions of dollars worth of funding for the clean up of Broadway North landfill and the adjacent groundwater. The Internal Litigation Unit’s defense of the city against claims and lawsuits during Fiscal Year 2001 resulted in $5,223,629 in savings for the city. The city prevailed on two tax cases before the Court of Appeals: the City Attorney’s Office successfully defended the City’s ability to tax cable television subscription fees; the Arizona Supreme Court upheld the Court of Appeals decision in the Qwest tax litigation upholding the city’s imposition of a 1½% public utility tax increase to equalize charges among the various competitive telecommunication providers. The Criminal Division’s appellate efforts resulted in two favorable published opinions from the Arizona Court of Appeals. The city prevailed again against a challenge to the validity of Tucson’s restaurant smoking ban when the Court of Appeals held that the ban was constitutional. The Arizona Court of Appeals also held that the city’s prostitution ordinance prohibited a defendant's sex-for-fee offer despite the impossibility of the undercover officer actually engaging in a sexual act and the ordinance’s failure to define prostitution. SUPPORT FOR LIVABLE TUCSON GOALS Goal: Safe Neighborhoods The Neighborhood Resource Team (NRT) within the Criminal Division works with neighborhood associations, business organizations, the Tucson Police Department (TPD), and many other organizations to reduce criminal activity and promote safety in neighborhoods. NRT attorneys prosecute such diverse matters as nuisance abatement, unruly gatherings, excessive noise, code offenses as well as criminal violations such as prostitution, drug offenses, graffiti, and liquor infractions. The NRT gives special attention to neighborhoods that have endured chronic problems. The NRT’s caseload continues to grow, in part because of the unit’s ongoing effort to educate neighborhoods of their rights as victims. In the past year, the NRT has partnered with TPD, the Arizona Department of Liquor Licenses and Control, and neighborhood groups to close down problem bars and illegal after-hours clubs. The NRT also helped several neighborhoods in their efforts to eliminate prostitution and prosecuted more than 450 prostitution cases. The NRT’s area restriction program, which produces court orders prohibiting convicted offenders from returning to the location of their crimes, protects neighborhood safety and aids law enforcement by keeping prostitutes, drug dealers, and other criminals out of the victimized neighborhood. The NRT obtained area restrictions in 130 cases where the offense occurred in a neighborhood park or other public place, such as the Fourth Avenue business district. The NRT continues to resolve scores of other neighborhood complaints through intervention and mediation without filing civil or criminal charges. The City Attorney’s Office provides two attorneys as legal advisors to the Tucson Police Department. The legal advisors ensure that TPD members are provided with complete and up-todate training concerning changes in the law, and frequently act as liaisons between TPD and other government agencies to assist in resolving neighborhood and community wide concerns. 32 CITY ATTORNEY Support for Livable Tucson Goals (Continued) Safe Neighborhoods (Continued) The Criminal Division co-chairs the Tucson/Pima County Anti-Hate Crimes Task Force, a collaborative effort by the city, county, and state law enforcement and prosecuting agencies, local governments, school districts, community organizations, and the business community, to encourage awareness and prevention of acts of violence or intimidation directed against people or property based on race, color, creed, religion, national origin, gender, age, and sexual preference. The Consumer Affairs Division assists tenants by providing information regarding landlord and tenant rights and obligations under the Arizona Residential Landlord and Tenant Act. The provision of this information enables tenants to assert their rights to have landlords provide and maintain safe living conditions. Goal: Caring, Healthy Families and Youth One of the principal goals of the Criminal Division is to protect men, women, and children against domestic violence and to promote safe family environments. The division’s efforts are aimed at several populations: Children. The Serious Victims Crime Unit prosecutes cases involving child abuse and neglect, aggravated assault on a child, contributing to the delinquency of a minor, serious assaults, and repetitive cases of domestic violence. Adults are held accountable for their acts of neglect and violence and referred to appropriate counseling and parenting classes. The elderly. The Criminal Division continues to place emphasis on prosecution of domestic violence committed against the elderly. Together with the Arizona Department of Economic Security Adult Protective Services, prosecutors regularly train paramedics, fire personnel, and hospital and emergency room staff to identify signs of abuse and to refer to appropriate law enforcement agencies for investigation. Same sex domestic relationships. The Criminal Division participates on local and statewide committees to implement recent legislative changes, which protect persons living in same sex relationships from domestic violence. The chronically mentally ill. In concert with Tucson City Court, the Community Partnership of Southern Arizona, and the Public Defender’s Office, the Criminal Division offers deferred prosecution to those defendants who are chronically mentally ill. The Mental Health Diversion Program provides a more appropriate response to misdemeanor crimes committed by the nondangerous chronically mentally ill than can be provided through standard prosecution. Victims of crimes involving physical injury, threat of physical injury, and sexual offense. The Criminal Division’s Victim Assistance Unit protects the rights of victims by ensuring that victims receive timely information about their rights, legal options, and court procedure. Victim assistants are available when needed to give victims personal assistance, accompany them to court, and give them information about other resources within the community. Prosecutors provide vertical prosecution of victim cases whenever possible, provide victims the opportunity to provide meaningful input into the case, and seek sentences that hold persons accountable for their actions. 33 CITY ATTORNEY Support for Livable Tucson Goals (Continued) Goal: Protected Natural Desert Environment The City Attorney’s Office and the Tucson Water Department are actively engaged in efforts to coordinate with Pima County and other area towns to develop and implement a habitat conservation plan for the preservation of endangered species habitat and the mitigation of development effects on endangered species. This office has been instrumental in the development of a cooperative agreement between the city and the Audubon Society, under which the society will seek funding to rehabilitate retired farmland in Avra Valley that lies along the Santa Cruz River Corridor. The City Attorney’s Office is also involved with the Sweetwater Wetlands project, which uses natural wetlands to filter and improve the quality of sewage effluent that is reused for turf irrigation. The City Attorney’s Office is assisting in the city’s efforts to rehabilitate the Santa Cruz River in cooperation with Pima County, the Town of Marana, and the United States Army Corps of Engineers. In addition, the Criminal Division works with Floodplain Engineering to protect our flood banks by prosecuting persons who dump debris into our desert washes thereby altering, to the detriment of the community, the natural existing water course. Goal: Reduced Poverty and Equality of Opportunity The Consumer Affairs Division provides consumer information and education in retail sales to assist consumers in avoiding financial damage and prevent low-income consumers from losing their vehicles due to unlawful liens. The division also provides information to low-income tenants regarding wrongful evictions and/or utility shutoffs and refers families with children who have been denied rentals to the appropriate agencies for investigation of possible unlawful discrimination. Goal: Abundant Urban Green Space and Recreation Areas The City Attorney's Office helps reduce visual blight by prosecuting civil infractions such as junk motor vehicles, excessive weeds, graffiti, zoning and building code violations, and other violations that contribute to neighborhood blight. Staff works with the Development Services Department on the Billboard Enforcement Program to target visual blight and protect the nighttime skies from light pollution caused by illegal billboards. Goal: Organizational Support The City Attorney's Office provides both routine and complex legal advice to Mayor and Council, the City Manager, and all city departments. Recent examples include support for the Rio Nuevo downtown development project and conformance with state and federal laws concerning environmental issues, protection of historic neighborhoods, advice on personnel matters, and defense of wrongful act litigation. Additional responsibilities include ensuring the legality of the official business of the city and overseeing the preparation of all resolutions and ordinances taken before the Mayor and Council. 34 CITY ATTORNEY DEPARTMENT RESOURCES Actual FY 2001 Adopted FY 2002 2.00 28.00 75.00 8.00 2.00 28.00 76.00 8.00 113.00 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 2.00 28.00 76.00 8.00 2.00 27.00 76.00 7.00 2.00 27.00 76.00 7.00 114.00 114.00 112.00 112.00 $ 265,558 1,375,487 4,120,679 537,220 $ 244,450 1,527,610 4,542,250 562,510 $ 246,490 1,521,490 4,543,280 561,200 $ 246,430 1,633,330 4,911,170 509,220 $ 257,700 1,699,190 5,122,050 534,840 $ 6,298,944 $ 6,876,820 $ 6,872,460 $ 7,300,150 $ 7,613,780 $ 5,925,936 467,367 142,330 68,660 -0(305,349) $ 6,429,960 568,280 242,200 20,000 (63,000) (320,620) $ 6,433,350 563,400 240,190 20,000 (63,000) (321,480) $ 6,781,250 601,660 214,560 -0-0(297,320) $ 7,103,510 604,510 214,560 -0-0(308,800) $ 6,298,944 $ 6,876,820 $ 6,872,460 $ 7,300,150 $ 7,613,780 $ 5,903,254 57,967 78,047 259,676 $ 6,304,570 124,290 122,620 325,340 $ 6,300,080 124,290 122,750 325,340 $ 6,579,380 207,810 155,010 357,950 $ 6,863,210 210,010 160,340 380,220 $ 6,298,944 $ 6,876,820 $ 6,872,460 $ 7,300,150 $ 7,613,780 POSITION SUMMARY PERMANENT Administration Civil Criminal Consumer Affairs Department Total FINANCIAL SUMMARY Administration Civil Criminal Consumer Affairs Department Total CHARACTER OF EXPENDITURES Personal Services Services Commodities Equipment Other Inter-Activity Transfers Department Total SOURCE OF FUNDS General Fund General Fund - Forfeiture Funds Miscellaneous Non-Federal Grants Miscellaneous Federal Grants Department Total 35 CITY ATTORNEY SIGNIFICANT CHANGES: Fiscal Year 2003 The adopted operating budget for Fiscal Year 2003 of $7,300,150 reflects an increase of $423,330 from the Fiscal Year 2002 Adopted Budget. Funding for annual merit and pay adjustments, as well as increases in pension and public liability costs, are partially offset by the reduction of two positions as follows: ♦ The Consumer Affairs Division was reduced by one attorney due to attrition; however, capacity is included to seek grant funding or other financial support to help offset this reduction. ♦ The Civil Division was reduced by one law clerk due to attrition. Fiscal Year 2004 The operating budget for Fiscal Year 2004 of $7,613,780 includes an increase of $313,630 from Fiscal Year 2004 primarily for pay adjustments and rate increases for fringe benefits. ADMINISTRATION MISSION STATEMENT: The Administration Division ensures the legality of the official business of the City of Tucson by providing professional leadership, guidance, and support to the City Attorney’s Office and by providing legal advice to Mayor and Council. KEY MEASURES OF PERFORMANCE Actual FY 2001 Adopted FY 2002 121 11,277 95 8,376 200 11,615 206 11,963 208 12,322 36 43 36 36 36 8 N/A 8 6 6 Monitor prosecution of misdemeanor cases to ensure fair treatment of defendants, compliance with victims’ rights, professionalism of staff, and efficiency of procedures. • Number of cases prosecuted 52,536 56,000 56,000 56,000 56,000 Monitor the provision of consumer protection assistance. • Number of telephone inquiries • New consumer complaints 8,304 298 9,960 425 9,500 425 9,500 425 9,500 425 Key Outputs Monitor responses to requests from the Mayor and Council, the City Manager, and city departments for legal advice. • Number of legal opinions • Number of responses to daily requests for legal advice Advise the Mayor and Council during Mayor and Council meetings. • Number of regularly scheduled meetings • Number of special meetings 36 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 CITY ATTORNEY Administration (Continued) KEY MEASURES OF PERFORMANCE Key Outcomes Provide the Mayor and Council, the City Manager, and city departments with professional advice and responses in regard to legal issues. • Percent completed in a timely manner Obtain, through the provision of legal advice, satisfaction with the City Attorney’s Office by the Mayor and Council, the City Manager, and department heads. • Percent expressing satisfaction during periodic surveys and meetings Obtain, through the provision of services, satisfaction with the Criminal Division by victims, judges, and police enforcement agents. • Percent expressing satisfaction during periodic survey meetings/audits Obtain, through the provision of consumer protection assistance, information, and education, satisfaction with the services of the Consumer Affairs Division by the citizens of Tucson. • Percent expressing satisfaction during random survey ratings Actual FY 2001 Adopted FY 2002 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 95% 95% 95% 95% 95% 95% 85% 85% 95% 95% 88% 85% 85% 85% 85% 98% 90% 90% 90% 90% RESOURCE SUMMARY Position Resources Financial Resources General Fund 2.00 2.00 2.00 2.00 2.00 $ 265,558 $ 244,450 $ 246,490 $ 246,430 $ 257,700 37 CITY ATTORNEY CIVIL MISSION STATEMENT: The Civil Division provides legal advice and representation to the Mayor and Council, the City Manager, and all city departments, and serves as the city representative in courts of law and administrative proceedings (including personal injury, contracts, employment, environment and land use, and misconduct) in order to ensure the legality of the official business of the City of Tucson and avert litigation contrary to the city’s interest for all civil cases. KEY MEASURES OF PERFORMANCE Actual FY 2001 Adopted FY 2002 127 143 130 134 138 Actively defend in-house wrongful act litigation cases against the city. 43 48 43 43 43 Monitor bankruptcy and garnishment cases to protect public resources. 388 348 388 388 388 Provide legal review of all city contracts and foreclosure actions to protect the public resources. 936 1,080 954 1,006 1,010 Represent and respond to all requests from city departments on personnel matters to ensure the integrity and accountability of city employees and to lessen and/or control potential liability to the city resulting from employee lawsuits. 1,490 1,702 1,564 1,610 1,659 121 11,277 95 8,376 200 11,615 206 11,963 208 12,322 $ 5,224 $ 1,560 $ 2,700 $ 2,700 $ 2,700 Key Outputs Control litigation of all active civil cases involving the city during the year. Respond to requests from Mayor and Council, the City Manager, and city departments for legal advice. • Number of legal opinions • Number of responses to requests for legal advice on daily operational issues Key Outcomes Maximize amount of money saved through settlement or litigation ($000s). 38 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 CITY ATTORNEY Civil (Continued) KEY MEASURES OF PERFORMANCE Actual FY 2001 Adopted FY 2002 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 35 45 40 40 40 95% 9 95% 7 95% 8 95% 8 95% 8 95% 33 95% 32 95% 35 95% 35 95% 35 95% 95% 95% 95% 95% 95% 95% 95% 95% 95% Produce favorable civil case outcomes for the city: • Number of civil cases with favorable outcomes (less than estimated exposure) • Percent of total cases • Number of city departments’ disciplinary action cases before the Civil Service Commission • Percent of cases sustained • Number of cases before Administrative Proceeding Offices (disciplinary actions and Liquor Board hearings) • Percent of cases sustained Provide Mayor and Council, the City Manager, and city departments professional advice and responses in regard to legal issues. • Percent completed in a timely manner RESOURCE SUMMARY Position Resources Financial Resources General Fund 28.00 28.00 28.00 27.00 27.00 $ 1,375,487 $ 1,527,610 $ 1,521,490 $ 1,633,330 $ 1,699,190 39 CITY ATTORNEY CRIMINAL MISSION STATEMENT: The Criminal Division promotes the safety of the community and supports local law enforcement by upholding state and local laws and ordinances through the prosecution of misdemeanor criminal cases; provides for rehabilitation of first-time, non-violent offenders through a diversion program; provides timely notification to victims; and responds to citizen inquiries about cases pending in City Court. KEY MEASURES OF PERFORMANCE Key Outputs Respond in writing to all substantive legal motions received from defendants or their attorneys. • Number of motion responses filed at City Court • Number of answers/appeals/special actions filed Ensure the daily availability of a prosecutor to respond to walk-in and telephone inquiries from the public. Defer the prosecution of first-time, nonviolent defendants to reduce the City Court caseload, make resources available for the prosecution of more serious crimes, and offer a counseling/education opportunity to first-time offenders. • Number of defendants who applied for or were offered diversion Advise victims of their rights, case status, outcome, and restitution as required by the victim rights constitutional amendments. • Number of notifications mailed/called • Number of victims assisted in obtaining restitution • Amount obtained in restitution awards for crime victims and City Court ($000s) Actual FY 2001 Adopted FY 2002 3,906 4,398 4,398 4,398 4,398 233 165 235 235 235 80% 85% 85% 85% 85% 5,862 6,753 6,500 6,500 6,500 34,255 2,634 31,617 3,300 35,000 3,300 35,000 3,300 35,000 3,300 $ 133 $ 312 $ 136 $ 136 $ 136 40 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 CITY ATTORNEY Criminal (Continued) KEY MEASURES OF PERFORMANCE Actual FY 2001 Adopted FY 2002 Key Outcomes Respond in a timely manner to all substantive legal motions. • Percent of motion responses filed within ten days of receipt • Percent of appeals/special actions won 100% 95% 95% 95% 95% 86% 85% 86% 86% 86% Obtain responses to public surveys rating staff professionalism. • Percent of public survey responses indicating professional treatment from the prosecutor 86% 85% 85% 85% 85% 90% 75% 95% 95% 95% 7% 10% 10% 10% 10% 88% 95% 95% 95% 95% Offer diversion to first-time, non-violent defendants to reduce the City Court caseload, make resources available for the prosecution of more serious crimes, and offer a counseling/education opportunity to first-time offenders. • Percent of defendants successfully completing diversion • Percent of defendants scheduled for general criminal arraignment offered diversion Obtain responses to victim satisfaction surveys upon conclusion of case. • Percent of victim surveys returned with “above average” appraisal Estimated FY 2002 Adopted FY 2003 Approved FY 2004 RESOURCE SUMMARY Position Resources Financial Resources General Fund General Fund - Forfeiture Funds Miscellaneous Non-Federal Grants Miscellaneous Federal Grants Financial Resources Total 75.00 76.00 76.00 76.00 76.00 $ 3,724,989 57,967 78,047 259,676 $ 3,970,000 124,290 122,620 325,340 $ 3,970,900 124,290 122,750 325,340 $ 4,217,070 207,810 128,340 357,950 $ 4,398,820 210,010 133,000 380,220 $ 4,120,679 $ 4,542,250 $ 4,543,280 $ 4,911,170 $ 5,122,050 41 CITY ATTORNEY CONSUMER AFFAIRS MISSION STATEMENT: The Consumer Affairs Division provides consumer protection through a complaint intake and consumer information telephone service, combined with programs for dispute resolution, investigation of consumer complaints, enforcement through settlement or litigation, education, referrals, and distribution of information; all of which are intended to assist citizens in defending themselves from unfair and deceptive practices in the marketplace. KEY MEASURES OF PERFORMANCE Actual FY 2001 Adopted FY 2002 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 Key Outputs Respond within one business day to citizen inquiries on the consumer information and complaint intake telephone service. • Percent of inquiries • Number of inquiries 100% 9,135 80% 9,500 80% 9,500 98% 9,500 98% 9,500 Respond within one hour to citizen requests for urgent or emergency assistance. • Percent of requests • Number of requests 98% 84 98% 80 98% 80 98% 90 98% 90 Respond within one hour to consumers who require office appointments. • Percent of appointments • Number of appointments 95% 197 90% 200 90% 200 90% 200 90% 200 Mail requested complaint forms and/ or consumer education information materials to consumers upon request. • Percent of requests • Number of requests 100% 2,840 100% 2,700 100% 2,700 100% 2,700 100% 2,700 Evaluate formal consumer complaints for appropriate action. • Percent of complaints • Number of complaints 100% 329 100% 425 100% 425 100% 425 100% 425 Key Outcomes Obtain a random survey rating from clients that staff professionalism and service is “good” or better. • Percent of desired rating achieved 92% 90% 90% 90% 90% 42 CITY ATTORNEY Consumer Affairs (Continued) KEY MEASURES OF PERFORMANCE Obtain court approval on assurances to discontinue deceptive acts or practices, or Consent Judgments to record completion and satisfactory legal settlement of consumer fraud investigation issues. • Number of Assurances of Discontinuance or Consent Judgments Obtain consumer restitution and/or investigative costs and attorney fees ($000s). Actual FY 2001 Adopted FY 2002 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 5 12 12 8 8 $ 80 $ 100 $ 100 $ 90 $ 90 RESOURCE SUMMARY Position Resources Financial Resources General Fund Miscellaneous Non-Federal Grants Financial Resources Total 8.00 8.00 8.00 7.00 7.00 $ 537,220 -0- $ 562,510 -0- $ 561,200 -0- $ 482,550 26,670 $ 507,500 27,340 $ 537,220 $ 562,510 $ 561,200 $ 509,220 $ 534,840 43 44 CITY COURT OPERATING: POSITION TOTAL: $ 9,971,740 138.30 JUDICIAL ADMINISTRATION FINANCING PLAN PROGRAM ALLOCATION Administration 75% General Fund 28% General Fund City Court Revenues 69% Miscellaneous Non-Federal Grants 3% Judicial 25% 138.80 1997 140.00 138.80 1996 145.30 141.80 141.30 143.80 143.80 2002 150.00 2001 TEN YEAR STAFFING TRENDS Adopted Positions 133.80 127.80 130.00 117.80 120.00 45 2000 1999 1998 1995 1994 1993 110.00 46 CITY COURT MISSION STATEMENT: administration of justice. To serve the community and protect individual rights by providing fair and prompt OVERVIEW The case volume of City Court is the second largest of any municipal court in Arizona. The divisions of City Court are Judicial and Administration. Within the Judicial Division, 12 full-time magistrates, 1 limited special magistrate, and other special magistrates hear a variety of cases including traffic, driving under the influence (DUI), drug possession, prostitution, shoplifting, domestic violence, and city code violations. A significant number of the DUI and prostitution cases are tried before a jury. Through an intergovernmental agreement with Superior Court, City Court is the central contact point in Pima County for the issuance of Orders of Protection for domestic violence cases and related hearings. The Administration Division provides records management, computerized case tracking, calendar management, public services, and order enforcement for the entire court, processing nearly 300,000 cases per year. DEPARTMENT HIGHLIGHTS Building Remodel: The final phases of the extensive remodel of the Alameda Plaza - Tucson City Court building have been completed and were unveiled at an opening on December 12, 2001. The project cost $1,400,000 and required 11 months to complete. The Court stayed open for business throughout the ongoing construction. The remodel makes the Court customer friendly with new service accommodations including a walk-up window for payment of fines and expanded front entry area. Citizens can now make payments without passing through security and entering the building. Services such as the issuance of Orders of Protection and Injunctions Against Harassment, probation services, walk-in court, and other public service functions are now all consolidated and available on the first floor. Grateful thanks are extended to Facilities Design and Management, the City Manager, and the Mayor and Council for funding and assistance as well as to judges and staff for working through the dust and inconvenience. Saturday Court: Offers individuals with civil traffic infractions the opportunity to speak with a judge on a walk-in basis and resolve cases in one court visit. The court hears an average of 104 cases per week, and the program has generated $376,806 since its inception in March 1999. Warrant Court: In August 2000 the court instituted extended court hours to arraign individuals with outstanding criminal warrants and to resolve unpaid criminal cases. Through this highly successful program the court has been able provide the public with added accessibility to public services and to a magistrate. Since its inception in August 2000 the court has seen 6,619 defendants, accepted pleas in 4,311 cases, quashed 8,219 warrants, and collected $845,891 in outstanding fines. In October 1998, the Arizona Supreme Court published a “Request for Qualifications” solicitation proposal to qualify vendors for collection services to individual courts. In April 1999, local courts were notified of the State contracts for collection services. On October 1, 2000, Allied Collections was awarded a collection contract and developed a cooperative agreement with the Administrative Office of the Courts. In September 2000, Tucson City Court began utilization of this agreement and worked with Information Technology Department, Parkwise, and SCB Collection Agency, a division of Allied Collections, to recover unpaid parking citations. Through October 2001, 4,216 defaulted parking citations have been turned over for collections. SCB Collection Agency has collected $42,061 since the program began in September 2000. Future plans are to include collection of all delinquent fines and fees due to Tucson City Court inclusive of traffic, criminal misdemeanors, and local ordinance violations. Additionally a system to begin “booting” vehicles of offenders who fail to pay three or more parking citations is under development. 47 CITY COURT Department Highlights (Continued) Mental Health Diversion: The mental health diversion program was developed for non-violent mentally ill offenders who benefit from treatment from a mental health agency rather than incarceration for minor violations. Through the efforts of the courts, City Attorney’s Office and the Office of the Public Defender, the program has been successful in reducing the number of days offenders spend in custody. This project received an Innovations in Justice Award from the Arizona Supreme Court in 2001. SUPPORT FOR LIVABLE TUCSON GOALS Goal: Safe Neighborhoods City Court mediates family and neighborhood problems through Orders of Protection, injunctions prohibiting harassment, and by providing subsequent hearings. Safe streets and respect for laws and the judicial system are promoted through court enforcement programs. City Court enhances public awareness of laws and safety by offering traffic safety classes. Prompt adjudication of civil infractions and criminal matters ensures neighborhood safety. Goal: Caring, Healthy Families and Youth City Court assists victims of domestic violence by having magistrates available 24 hours a day to issue Orders of Protection both at the courthouse and satellite locations. City Court also promotes education in family harmony through domestic violence intervention screening and counseling. Additionally, City Court protects families through specialized assessment and education programs as part of the sentences imposed on offenders. Goal: Engaged Community and Responsive Government In response to citizen surveys, City Court has expanded its hours of operation to meet the needs of the community. The expanded hours of operation include the availability of public service functions such as information, payments, and proofs of compliance with court orders. A magistrate is also available to handle warrants for failure to appear and failure to pay fines on criminal matters, and mitigation in civil matters. DEPARTMENT RESOURCES Actual FY 2001 Adopted FY 2002 18.80 125.00 17.80 126.00 143.80 143.80 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 18.80 125.00 17.80 120.50 17.80 120.50 143.80 138.30 138.30 POSITION SUMMARY PERMANENT Judicial Administration Department Total 48 CITY COURT Department Resources (Continued) Actual FY 2001 Adopted FY 2002 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 $ 1,954,879 6,548,390 $ 2,466,380 7,004,830 $ 2,413,180 7,058,030 $ 2,446,410 7,525,330 $ 2,535,220 7,740,560 8,503,269 871,903 9,471,210 577,000 9,471,210 358,010 9,971,740 -0- 10,275,780 -0- $ 9,375,172 $ 10,048,210 $ 9,829,220 $ 9,971,740 $ 10,275,780 Personal Services Services Commodities Equipment Other Inter-Activity Transfers $ 6,401,798 1,864,003 164,845 56,286 -016,337 $ 6,738,930 2,098,480 294,080 128,720 (89,000) 300,000 $ 6,668,130 2,084,480 289,880 128,720 -0300,000 $ 7,019,570 2,265,810 279,520 106,840 -0300,000 $ 7,327,940 2,261,480 279,520 106,840 -0300,000 Operating Total Capital Improvements 8,503,269 871,903 9,471,210 577,000 9,471,210 358,010 9,971,740 -0- 10,275,780 -0- $ 9,375,172 $ 10,048,210 $ 9,829,220 $ 9,971,740 $ 10,275,780 OPERATING FUNDS General Fund General Fund - City Court Revenues Miscellaneous Non-Federal Grants $ 2,117,765 6,239,000 146,504 $ 3,104,860 6,003,950 362,400 $ 2,962,510 6,346,300 162,400 $ 2,759,740 6,850,000 362,000 $ 2,716,700 7,194,000 365,080 Operating Funds Total $ 8,503,269 $ 9,471,210 $ 9,471,210 $ 9,971,740 $ 10,275,780 $ 871,903 $ 577,000 $ 358,010 $ -0- $ -0- Capital Funds Total $ 871,903 $ 577,000 $ 358,010 $ -0- $ -0- Department Total $ 9,375,172 $ 10,048,210 FINANCIAL SUMMARY Judicial Administration Operating Total Capital Improvements Department Total CHARACTER OF EXPENDITURES Department Total SOURCE OF FUNDS CAPITAL FUNDS General Fund 49 $ 9,829,220 $ 9,971,740 $ 10,275,780 CITY COURT SIGNIFICANT CHANGES: Fiscal Year 2003 The adopted operating budget for Fiscal Year 2003 of $9,971,740 reflects an increase of $500,530 from the Fiscal Year 2002 Adopted Budget. This includes a reduction of 5.5 positions with minimal impact to the level of service provided to the public. Revenues are expected to grow 14% due to improved collection processes. The significant changes to expenditures are as follows: ♦ Better scheduling and utilization of magistrates will allow for the reduction a limited special magistrate. ♦ The elimination of 3.5 court clerk positions will be balanced with application of new technology resulting in minimal impact on case processing and service to the public. ♦ Reorganization of the probation function will result in the reduction of one position from that program. ♦ Improved space utilization and deferred projects provide savings in building maintenance. ♦ Use of the Defensive Driving School by defendants is projected to increase. The additional cost of $220,000 is more than offset by program revenues. Funding for annual merits and pay adjustments is included as well as increases in pension and medical insurance rates. Fiscal Year 2004 The operating budget for Fiscal Year 2004 of $10,275,780 includes an increase of $304,040 from Fiscal Year 2003 primarily due to annual merits and pay adjustments as well as increases in pension and medical insurance rates. Recent trends in revenue collection are projected to continue. JUDICIAL MISSION STATEMENT: The Judicial Division builds public trust and confidence in the City Court by providing prompt and impartial adjudication of cases and equal access for all citizens who appear before City Court. KEY MEASURES OF PERFORMANCE Key Outputs Adjudicate all cases brought before the court. • Number of criminal arraignments • Number of bench trials • Number of jury trials • Number of civil hearings • Number of civil infraction hearings Key Outcomes Provide prompt and impartial adjudication of cases. • Percent of caseload disposed of within 60 days Actual FY 2001 Adopted FY 2002 42,000 780 160 N/A N/A 42,000 750 115 3,000 1,000 42,000 750 115 3,000 1,000 44,100 785 120 3,150 1,050 46,305 825 125 3,300 1,100 80% 80% 80% 80% 80% 50 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 CITY COURT Judicial (Continued) RESOURCE SUMMARY Actual FY 2001 Adopted FY 2002 18.80 17.80 18.80 17.80 17.80 Financial Resources General Fund - City Court Revenues Miscellaneous Non-Federal Grants $ 1,896,195 58,684 $ 2,391,800 74,580 $ 2,338,600 74,580 $ 2,372,230 74,180 $ 2,457,960 77,260 Financial Resources Total $ 1,954,879 $ 2,466,380 $ 2,413,180 $ 2,446,410 $ 2,535,220 Position Resources Estimated FY 2002 Adopted FY 2003 Approved FY 2004 ADMINISTRATION MISSION STATEMENT: The Administration Division supports the judiciary and serves the community by providing efficient case processing, quality service to the public, enforcement of judicial orders, and integrity and accountability in all transactions. KEY MEASURES OF PERFORMANCE Key Outputs Maintain file library and track file flow to ensure accountability for all court-wide events which include the following: file destruction, file storage, calendared events, motions, set asides, probation revocations, prior arrests, record requests, and on-demand requests. • New files opened • Number of files archived and destroyed • Number of pending files Initiate court cases by entering citation information in the computer system, and manage case flow by entering results of court hearings in an accurate and timely manner. • Number of cases initiated and updated Implement contracts for payment when it is determined that defendants, due to financial hardship, are unable to pay at time of sentencing. • Number of contracts for payment established 139,500 104,000 139,000 200,000 139,000 200,000 139,000 200,000 139,000 250,000 468,000 400,000 400,000 588,000 688,000 225,000 298,900 298,900 298,900 298,900 4,600 2,000 2,000 5,080 5,330 51 CITY COURT Administration (Continued) KEY MEASURES OF PERFORMANCE Actual FY 2001 Adopted FY 2002 520 500 Serve the public from 7:00 a.m. to 7:00 p.m. on weekdays, and on Saturday from 7:00 a.m. to 3:00 p.m., to provide citizen information, cashier services, reschedule court hearings, and accept proofs of compliance with court orders. • Number of individuals served 82,000 Provide access to judicial services for victims of domestic violence or harassment from 8:00 a.m. to 4:00 p.m. on weekdays, and provide information, forms, interpreter services, and clerical support for hearings. • Number of citizens served Provide clerical support to the City Court and ensure accurate and timely preparation of court orders and related documents for all court trials and hearings, and route files and documents to the appropriate department for action. • Number of court files handled Monitor domestic violence offenders on the special probation program to prevent further incidents of domestic violence. • Number of domestic violence cases on monitored probation Key Outcomes Enforce contracts for time payments to ensure fines are paid within the specified amount of time. Assist individuals within 30 minutes of their arrival. Serve applicants for orders against domestic violence or harassment within 30 minutes of arrival time. • Number of applicants Adopted FY 2003 Approved FY 2004 500 460 480 88,000 88,000 92,680 93,000 6,120 6,000 6,000 10,000 10,000 77,800 100,000 82,000 86,100 90,400 60% 75% 75% 75% 80% 72% 95% 95% 80% 85% 5,400 6,000 6,000 10,000 10,000 52 Estimated FY 2002 CITY COURT Administration (Continued) RESOURCE SUMMARY Actual FY 2001 Adopted FY 2002 125.00 126.00 Financial Resources General Fund General Fund - City Court Revenues Miscellaneous Non-Federal Grants $ 2,117,765 4,342,805 87,820 Financial Resources Total $ 6,548,390 Position Resources Adopted FY 2003 Approved FY 2004 125.00 120.50 120.50 $ 3,104,860 3,612,150 287,820 $ 2,962,510 4,007,700 87,820 $ 2,759,740 4,477,770 287,820 $ 2,716,700 4,736,040 287,820 $ 7,004,830 $ 7,058,030 $ 7,525,330 $ 7,740,560 53 Estimated FY 2002 54 COMMUNITY SERVICES OPERATING: CAPITAL: TOTAL: POSITION TOTAL: $ 67,783,330 3,171,000 $ 70,954,330 157.00 DEPARTMENT ADMINISTRATION HOUSING MANAGEMENT HOUSING ASSISTANCE TECHNICAL SERVICES COMMUNITY CONSERVATION AND DEVELOPMENT FINANCING PLAN Other* 6% General Fund 6% PROGRAM ALLOCATION Housing Management 22% Community Development Block Grant 16% Other Federal Funds** 20% Department Administration 2% Capital Improvements 4% HOME Program 10% Public Housing Section 8 Fund 34% Technical Services 31% Community Conservation and Development 4% HOPE VI 8% Housing Assistance 37% **Includes General Fund Earned Revenue (3%), Miscellaneous NonFederal Grants (<1%), and Public Housing Local Revenue (3%). **Includes Comprehensive Housing Grant (5%), Miscellaneous Federal Grants (2%), Miscellaneous Federal Housing Grants (7%), and Public Housing Conventional/Development Fund (6%) TEN YEAR STAFFING TRENDS Adopted Positions 180.00 169.00 158.90 160.00 140.00 158.25 167.00 160.00 159.25 153.20 157.00 155.00 148.60 55 2002 2001 2000 1999 1998 1997 1996 1995 1994 1993 120.00 56 COMMUNITY SERVICES MISSION STATEMENT: To improve the quality of life for the citizens of Tucson by providing housing and community service programs that strengthen and enhance the social, economic, and physical environment, especially for those of lower income. OVERVIEW The Community Services Department accomplishes its mission through the work of 157 staff members in Fiscal Year 2003 and 155 staff members in Fiscal Year 2004 organized into five divisions: Department Administration, Housing Management, Technical Services, Housing Assistance, and Community Conservation and Development. The department administers housing, social service, and community development programs, as well as a wide range of other public projects. The department manages federal, state, and local funds, applying those resources to locally determined needs and priorities. The department brings diverse groups together in productive working relationships. The newly-created partnerships can then break through to achieve results far beyond what the individual players would be able to do—truly an instance of the whole being greater than the sum of its parts. The strategy is to be flexible so that the response to opportunity can be quick. If people and resources can be brought together, then opportunity can be transformed into better living conditions and quality of life for citizens. DEPARTMENT HIGHLIGHTS Rehabilitation Collaborative: The Rehabilitation Collaborative is a group of nine homeowner rehabilitation organizations that work together to provide more comprehensive home rehabilitation with greater efficiency than they could achieve working on their own. The efforts of the Rehabilitation Collaborative will result in new funding for home rehabilitation and improved service delivery. Section 8: The Housing Assistance Division initiated a Landlord Outreach Program to better inform community landlords about the benefits and procedures associated with renting to Section 8 clients. The response in the first year was excellent, earning a Housing and Urban Development (HUD) Best Practices Award, and fostered the incorporation of the Landlord Outreach Program as an integral part of its Section 8 Program strategy. Over 200 landlords have now attended the outreach meetings since its inception – many of these being new to the Section 8 Program and eager to participate. Another Housing Assistance Division initiative was its application for and receipt of a HUD award for over 400 new Housing Choice Vouchers in 2001. This initiative increased the number of rental housing subsidies available to our lower income residents by over 20 percent in the last two years! A third and final highlight initiative was the Lottery-Based Waiting List Process that circulated over 100,000 applications throughout the county. This initiative ensured that all low-income families and individuals, including those with disabilities, the elderly, and the working poor, had safe, equal, and convenient access to the assisted housing application process. Housing Opportunities for People Everywhere (HOPE) VI Projects – Changing Directions: During Fiscal Year 2003, the city’s second HOPE VI project--the revitalization of the South Park neighborhood--will be completing its first year of operation. The $12.7 million South Park HOPE VI Project’s goal is to provide improvements in such areas as private housing, economic development, infrastructure, social services, and community security. The department anticipates leveraging funds over the coming years so that a total of $75 million will be invested in the South Park community. 57 COMMUNITY SERVICES Department Highlights (Continued) Investing in People: The department administers a wide range of programs aimed at the diverse needs in the community. There are the Resident Initiatives, which provide additional help to public housing residents. The Family Self-Sufficiency Program prepares families on welfare—typically single-parent families—for a life of independence from government assistance. The Youth Opportunity (YO) Grant funds will provide assistance to young people who are living either in public housing or in Section 8 subsidized housing. The new Mainstream Program, the Positive Opportunities Program, the Shelter Plus Care Program, and the Housing Opportunities for People With Aids Program all provide housing and needed supportive services for clients with disabilities. The department also conducts homeownership counseling for first time homebuyers. Finally, the Homeless Continuum of Care program provides services ranging from emergency help to transitional housing. Community Planning: While the department prides itself on taking advantage of opportunities as they occur, it emphasizes planning which focuses on the long-range needs of the community. This strategy ensures that we will be in a position to see and seize opportunities whenever they arise. Examples of this kind of planning include: the various Neighborhood Community Development Plans, the Distressed Mobile Home Study, the Section 8 Administrative Plan, the Admissions and Continued Occupancy Plan, the Public Housing Agency Plan, the Homeless Continuum of Care, the Human Services Action Plan, and neighborhood revitalization projects. The department participated in a pilot of the Slum Abatement and Blight Enforcement Response (SABER) program. This program's mission is to reduce urban blight by identifying and eliminating slum properties through the enforcement of statutes and ordinances that prohibit blight conditions. The SABER pilot targeted seven rental properties in the community for a coordinated and comprehensive enforcement of the existing property related codes. The Community Services Department administered tenant services for families and individuals whose lives were impacted by the SABER pilot program. The department also targets specific neighborhood initiative areas for funding beyond the HOPE VI grants. These areas include Downtown/Rio Nuevo, the Oracle Homeownership Zone (now in its fourth year), and the citywide Back to Basics Program. Starting in Fiscal Year 2003, there will be a new process for Human Services funding that will increase the effectiveness of this funding. This new process will increase accountability and allow for strategic and coordinated planning by developing a Human Services Action Plan and implementing a single Request for Proposals (RFP) process based on this plan. SUPPORT FOR LIVABLE TUCSON GOALS Goal: Engaged Community and Responsive Government The Community Services Department actively engages the public in discussion of community needs and strategies. Each year, Community Services prepares six major housing and community development plans for which the department seeks out community input, holds public meetings, and listens carefully to what is said. The department also coordinates the activities of two Mayor and Council advisory groups--the Community Development Advisory Committee and the Metropolitan Housing Commission. The Mayor and Council recently established a new planning and coordination strategy for delivering needed human services programs. In support of neighborhood-based decision making, the department actively supports and funds the Pro-Neighborhood program that underwrites neighborhood volunteer projects. 58 COMMUNITY SERVICES Support for Livable Tucson Goals (Continued) Goal: Caring, Healthy Families and Youth Families and youth are important participants in, and recipients of, programs offered by the Community Services Department with the greatest impact occurring through housing programs. Families and youth services also receive major benefits from Community Development Block Grants and other social services block grants programs. The department contracts with organizations such as Pima Youth Partnership, Child and Family Services, and the Homeless Team Project to support the healthy development of youth. Through the city’s Public Housing Drug Elimination Program, the department partners with other agencies to share resources and promote healthy families and youth. Support is given to prevention-based programs that provide at-risk youth with safe, fun, and educational activities. The Family Self-Sufficiency program provides an opportunity for public housing and Section 8 families to improve themselves through education, job training, support for job enhancement, and managed savings. Goal: Infill and Reinvestment, Not Urban Sprawl Comprehensive reinvestment in urban core neighborhoods is a departmental focus. The department administers loan and grant programs, which provide low- and moderate-income families with funds to repair their homes. Two HOPE VI grants and the Oracle Road Home Ownership Zone develop new infill housing and investment in neighborhood infrastructure and public services for city residents in stressed neighborhoods. In the last five years, the department and its non-profit partners have increased the number of households assisted with housing problems from 8,500 to over 11,900. The city’s five-year goal is to assist 1,000 additional households per year. Goal: People-Oriented Neighborhoods The Community Services Department provides financial and technical support to a wide variety of agencies to help them revitalize, and promote services within, neighborhoods. The ProNeighborhood program continues to play a key role in supporting neighborhood-initiated activities. The HOPE VI South Park Neighborhood Revitalization project builds on the Santa Rosa HOPE VI project in that it also creates a new urbanism approach to developing neighborhoods where people can work, play, and live by developing places to work, places to gather, and improved housing through strategic investment in the neighborhood. The department also funds numerous neighborhood-initiated capital and public service projects that make neighborhoods better places to live. Examples include improvements to existing facilities, which house a neighborhood-based credit union and a prevention/wellness center. 59 COMMUNITY SERVICES Support for Livable Tucson Goals (Continued) Goal: Respected Historic and Cultural Resources When rehabilitating existing homes and building homes, the department strives to maintain or construct historically compatible homes—structures that blend in with the existing neighborhoods. One example is infill housing in the El Presidio downtown neighborhood. Culture and history are honored through the Dunbar Coalition Project to create an African-American Cultural Center. The South Park HOPE VI project is also developing an Arts & Culture location to provide cultural education opportunities for the community. Goal: Reduced Poverty and Greater Equality of Opportunity As a public housing authority, the Community Services Department manages 6,000 affordable housing units through its public housing and Section 8 programs. This program provides stable, decent housing to those who could not otherwise afford it. With the additional help of other services that go beyond the basic need of shelter, these clients are in a position to take better advantage of opportunities most of us take for granted. The Family Self-Sufficiency program creates opportunities for families to improve their standard of living, increase their stability, and become self-reliant. In addition, the department administers programs to develop affordable homeownership and transitional rental housing and to promote a wide range of services including those targeted for homeless people. Funding is provided to over 110 agencies whose primary mission is to promote opportunity for the needy in our community. Goal: Successful Downtown The department encourages new housing and the stabilization of existing housing in neighborhoods near downtown. The department is developing homeownership opportunities in downtown neighborhoods, and is pursuing the acquisition of parcels that would serve as gateways to downtown in the future. Goal: Quality Job Training The department participates in the Federal Section 3 program, which encourages city contractors to hire low-income employees. Community Services also supports job training programs for homeless, high school, and university students. Educational stipends are provided to low-income family members participating in the Family Self-Sufficiency program. The Family Self-Sufficiency program funds three one-year apprenticeships within the department as general office clerks. In addition, the South Park HOPE VI program offers apprenticeship general office clerk positions to low income residents. To complete the relocation required for the project, low-income residents were hired as movers. Goal: Strong Local Business The department currently funds four loan programs, which offer affordable loans and training to start-up, low-income, and minority small businesses. The programs are offered through the Tucson Old Pueblo Credit Union, Chicanos Por La Causa, Business Development Finance Corporation, and the Tucson Urban League. The department also provides technical assistance to local businesses in its neighborhood redevelopment programs. 60 COMMUNITY SERVICES DEPARTMENT RESOURCES Actual FY 2001 Adopted FY 2002 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 PERMANENT Department Administration Housing Management Technical Services Housing Assistance Community Conservation and Development 10.00 66.00 28.00 36.00 17.00 10.00 66.00 28.00 35.00 16.00 10.00 67.00 28.00 36.00 16.00 10.00 67.00 28.00 36.00 16.00 10.00 67.00 28.00 36.00 14.00 Department Total 157.00 155.00 157.00 157.00 155.00 988,360 27,510,100 20,580,520 23,862,070 3,285,520 $ 1,002,360 12,549,770 14,237,890 25,722,910 2,739,870 $ 1,216,860 15,272,920 22,100,140 26,017,040 3,176,370 $ 1,058,140 13,613,380 23,900,500 25,199,650 3,137,350 51,259,970 1,487,919 76,226,570 -0- 56,252,800 1,707,630 67,783,330 3,171,000 66,909,020 3,445,000 $ 52,747,889 $ 76,226,570 $ 57,960,430 $ 70,954,330 $ 70,354,020 POSITION SUMMARY FINANCIAL SUMMARY Department Administration Housing Management Technical Services Housing Assistance Community Conservation and Development $ Operating Total Capital Improvements Department Total 883,483 11,816,734 14,271,999 21,831,393 2,456,361 $ CHARACTER OF EXPENDITURES Personal Services Services Commodities Equipment Debt Service Other Inter-Activity Transfers $ 7,826,112 27,350,919 969,788 5,088,632 392,848 10,006,552 (374,881) $ 8,406,040 23,010,460 800,260 2,415,360 390 625,970 40,968,090 $ 8,385,480 27,031,370 940,490 4,078,390 390 620,020 15,196,660 $ 8,630,150 25,415,690 934,980 1,572,070 390 377,870 30,852,180 $ 8,894,740 25,515,590 868,680 1,884,130 390 54,060 29,691,430 Operating Total Capital Improvements 51,259,970 1,487,919 76,226,570 -0- 56,252,800 1,707,630 67,783,330 3,171,000 66,909,020 3,445,000 $ 52,747,889 $ 76,226,570 $ 57,960,430 $ 70,954,330 $ 70,354,020 Department Total 61 COMMUNITY SERVICES Department Resources (Continued) Actual FY 2001 Adopted FY 2002 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 $ 3,334,157 571,110 51,531 7,128,712 $ 3,023,720 2,642,450 500,000 10,308,000 $ 3,023,720 776,120 500,000 6,759,700 $ 3,951,340 2,419,750 500,000 11,277,360 $ 3,986,230 2,054,280 650,000 10,936,810 1,232,509 4,730,777 4,321,295 920,692 2,087,670 4,553,830 7,484,160 14,608,320 863,410 5,415,180 2,802,320 4,943,580 2,531,430 944,710 2,868,580 3,446,100 7,425,340 2,249,860 1,651,400 4,995,170 3,319,050 7,527,110 1,469,000 1,366,810 5,841,020 21,291,198 3,903,377 21,518,560 3,366,320 25,084,790 3,990,190 23,828,220 4,011,130 23,743,420 3,987,630 1,686,942 1,942,620 2,027,660 2,027,660 2,027,660 $ 51,259,970 $ 76,226,570 $ 56,252,800 $ 67,783,330 $ 66,909,020 $ $ $ $ $ SOURCE OF FUNDS OPERATING FUNDS General Fund General Fund Earned Revenue Miscellaneous Non-Federal Grants Community Development Block Grant Comprehensive Housing Grant HOME Program HOPE VI Miscellaneous Federal Grants Miscellaneous Federal Housing Grants Public Housing - Section 8 Fund Public Housing Conventional/ Development Fund Public Housing Local Revenue Operating Funds Total CAPITAL FUNDS General Fund General Fund - Restricted General Fund Earned Revenue Capital Agreements Fund Community Development Block Grant Comprehensive Housing Grant HOPE VI 190,000 79,476 735,000 2,607 143,859 -0336,977 -0-0-0-0-0- -0-0-0-0741,140 -0-0-0-0-0- -0-0-0-0-0- -0-0- -0966,490 70,000 3,101,000 140,000 3,305,000 Capital Funds Total $ 1,487,919 $ -0- $ 1,707,630 $ 3,171,000 $ 3,445,000 Department Total $ 52,747,889 $ 76,226,570 $ 57,960,430 $ 70,954,330 $ 70,354,020 62 COMMUNITY SERVICES SIGNIFICANT CHANGES: Fiscal Year 2003 The adopted operating budget for Fiscal Year 2003 of $67,783,330 reflects a decrease of $8,443,240 from the Fiscal Year 2002 Adopted Budget, primarily in federal funding. The city has been very successful over the years in obtaining federal funds for housing and other community programs. As federal programs and projects such as the Santa Rosa HOPE VI project are completed, the city aggressively seeks federal funding for new programs. Other significant changes to expenditures are as follows: ♦ The city was awarded an additional $2.3 million in Section 8 vouchers that will provide expanded rental assistance to low-income families. ♦ The Mayor and Council approved the Human Services Plan, which consolidates multiple city funding sources for human services into one area of oversight within Community Services. This will streamline the application and award process for community support programs and more specifically target limited resources to priority needs. Funding for annual merits and pay adjustments is included as well as increases in pension and medical insurance rates. The capital budget includes funding of $3,171,000 for Fiscal Year 2003, primarily for HOPE VI South Park and Robert F. Kennedy Homes Revitalization projects. Fiscal Year 2004 The operating budget for Fiscal Year 2004 of $66,909,020 includes a decrease of $874,310 from Fiscal Year 2003. Continued completion of federal programs will reduce funding for two positions. The capital budget includes an increase of $274,000 to continue the Robert F. Kennedy Homes Revitalization and the South Park HOPE VI projects. 63 COMMUNITY SERVICES HOPE VI PROJECTS The two HOPE VI projects—the Santa Rosa Neighborhood project and the South Park Neighborhood project— bring together many of the Livable Tucson Goals. HOPE VI is a U.S. Department of Housing and Urban Development Program designed to redevelop some of the country’s most troubled and isolated housing developments. The goal of the City of Tucson’s HOPE VI projects is not only to improve public housing development but to also improve the surrounding neighborhoods. The city has been working in the Santa Rosa neighborhood for four years, coordinating the efforts of several city departments to develop housing, infrastructure, community facilities, resident initiatives, and economic development. The work in the South Park neighborhood began last year and will be completed in Fiscal Year 2005. Goal: Engaged Community and Responsive Government • Both HOPE VI Revitalization Grant Applications were developed after numerous community meetings. Advisory committee meetings, neighborhood update meetings, and public housing resident meetings have been held on a regular basis since November 1996 for Santa Rosa and since November 2000 for South Park. Goal: Caring, Healthy Families and Youth • The HOPE VI projects call for an expansion of the existing Family Self-Sufficiency program with services provided on-site for current and future residents. The Family Self-Sufficiency program provides collaborative, community-based family case management services, and opportunities for education and job training that can lead to living wage work and affordable homeownership. • The South Park HOPE VI project will provide facilities for a Prevention/Wellness Center on site. CODAC Behavioral Health Services will provide community mobilization and substance abuse prevention services. • The South Park project, partnering with Pima County, will provide supportive services for neighborhood youth to help them complete school, find employment, and link with service providers to overcome at-risk behaviors. Goal: People Oriented Neighborhoods • The South Park HOPE VI project will make improvements to the neighborhood infrastructure including sidewalks and streetlights. • The South Park project will create a Neighborhood Fund, which will be managed by a board of trustees consisting of neighborhood residents and stakeholders. This fund will support programming in the neighborhood, provide economic incentives to encourage the location or expansion of services and businesses, and support the individual economic development of families. Goal: Reduced Poverty and Greater Equality of Opportunity • Public housing residents in the South Park neighborhood will be given the choice of moving to other public housing units located throughout the city or taking a Section 8 voucher for rental assistance. • Along with job opportunities for area residents, the economic development strategy includes stimulation of the underutilized commercial area in South Park. Goal: Infill and Reinvestment, Not Urban Sprawl • The South Park HOPE VI project will assist current homeowners in rehabilitating their existing homes. The project will also be making improvement to the public housing stock in the neighborhood. 64 COMMUNITY SERVICES DEPARTMENT ADMINISTRATION MISSION STATEMENT: The Department Administration Division assists in the efficient and effective delivery of low-cost housing and community services for the citizens of Tucson by providing overall administration for the department, including program, financial, personnel, and computer management. KEY MEASURES OF PERFORMANCE Actual FY 2001 Adopted FY 2002 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 Key Outputs Manage processes that coordinate, measure progress, and ensure performance in achieving departmental goals. • Conduct project management, financial, and performance measures reviews • Produce monthly expenditure reports 8 10 10 10 10 12 12 12 12 12 Spend federal funds on locally determined projects within program guidelines as soon as effectively possible with Community Development Block Grant (CDBG) and HOME grant fiscal year expenditures equal to or exceeding the annual entitlement amounts. • Community Development Block Grant • HOME grant 96% 130% 100% 100% 100% 100% 100% 100% 100% 100% Key Outcomes Produce housing and community services by spending federal funds within the rules and regulations as determined by the annual Single Audit Act, with a goal of two or fewer “findings”. • Number of findings 2 -0- 2 2 2 7 $ 14,272 12 $ 6,000 12 $ 6,000 12 $ 6,000 12 $ 6,000 Secure program funding from the private and public sector to increase community resources for affordable housing and Community Services Department programs. • Number of commitments secured • Amount of commitments secured ($000s) 65 COMMUNITY SERVICES Department Administration (Continued) KEY MEASURES OF PERFORMANCE Manage department programs to the satisfaction of agencies, clients, and employees. • Percent of surveys with rating of “satisfactory” or better Manage department resources to ensure that major programs, projects, and services are produced effectively, on time, and within budget. • Low Rent housing at 97% occupancy • Section 8 housing at 100% occupancy Actual FY 2001 Adopted FY 2002 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 85% 80% 80% 80% 80% 98% 98% 97% 100% 97% 100% 97% 100% 97% 100% RESOURCE SUMMARY Position Resources Financial Resources General Fund General Fund Earned Revenue Community Development Block Grant HOPE VI Public Housing Conventional/ Development Fund Public Housing - Section 8 Fund HOME Program Comprehensive Housing Grant Miscellaneous Federal Housing Grants Financial Resources Total 10.00 10.00 10.00 10.00 10.00 $ 192,753 50,000 400,921 $ 126,560 57,000 467,680 $ 126,560 50,000 567,680 $ 148,550 -0695,180 $ 116,830 -0608,680 19,730 52,030 105,000 52,120 21,000 52,120 96,000 75,620 69,000 52,120 121,989 20,000 16,060 10,000 137,290 21,200 16,510 5,000 137,290 21,200 16,510 10,000 137,290 21,200 33,020 10,000 137,290 21,200 33,020 20,000 $ 883,483 $ 988,360 $ 1,002,360 $ 1,216,860 $ 1,058,140 66 COMMUNITY SERVICES HOUSING MANAGEMENT MISSION STATEMENT: The Housing Management Division manages city-owned rental housing for lowincome households by ensuring that properties are maintained at a high quality standard, by being responsive to neighborhood concerns, and by promoting tenant self-sufficiency. KEY MEASURES OF PERFORMANCE Actual FY 2001 Adopted FY 2002 Key Outputs Maintain a high occupancy rate for available public housing units. • Number of available units • Occupancy rate 1,364 98% 1,463 97% 1,424 97% 1,455 97% 1,455 97% Maintain a constant level of participation in the Family Self-Sufficiency (FSS) program. • Number of participants N/A N/A 225 225 225 N/A N/A 50% 50% 50% Obtain leveraged funding from community and private support for HOPE VI South Park Revitalization Project ($000s). N/A $ 800 $ -0- $ 7,000 $ 20,000 Acquire or construct housing replacement units for HOPE VI South Park Revitalization Project. N/A N/A N/A 10 44 97% 97% 97% 97% 97% 236 723 684 500 500 $ 1,021 $ 721 $ 1,345 $ 1,345 $ 1,345 Assist FSS participants in attaining first time or higher paying jobs to encourage future homeownership. • Percent of client caseload with FSS escrow savings accounts Key Outcomes Collect accounts receivable (tenant rent). • Percent collected Maintain viable housing stock that meets neighborhood standards through the Capital Fund Program. • Number of units maintained and improved • Amount spent ($000s) 67 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 COMMUNITY SERVICES Housing Management (Continued) KEY MEASURES OF PERFORMANCE Actual FY 2001 Adopted FY 2002 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 Assist clients in the FSS program to meet their individual training and service plan goals. • Percent of clients meeting goals 78% 77% 75% 75% 75% Provide effective case management to ensure that FSS participants become eligible to receive any funds accrued in their FSS escrow saving accounts. • Number of successful graduates N/A N/A 27 33 33 67.00 67.00 67.00 RESOURCE SUMMARY Position Resources Financial Resources General Fund General Fund Earned Revenue Community Development Block Grant HOPE VI Public Housing Conventional/ Development Fund Public Housing Local Revenue Public Housing - Section 8 Fund Comprehensive Housing Grant Miscellaneous Federal Housing Grants Miscellaneous Federal Grants Financial Resources Total 66.00 $ 488,527 -010,000 66.00 $ 295,980 1,976,700 10,000 $ 295,980 157,370 20,000 $ 256,980 1,782,350 10,000 $ 259,270 1,364,280 10,000 4,301,565 3,771,641 14,479,320 3,230,370 2,486,430 3,854,240 2,058,860 3,851,680 1,342,400 3,851,680 1,686,942 75,825 1,087,455 394,779 1,942,620 77,940 4,454,310 1,042,860 2,027,660 106,130 2,602,800 917,690 2,027,660 186,360 3,230,070 1,080,790 2,027,660 82,280 3,103,020 1,069,210 -0- -0- 81,470 788,170 503,580 $ 11,816,734 $ 27,510,100 $ 12,549,770 $ 15,272,920 $ 13,613,380 68 COMMUNITY SERVICES TECHNICAL SERVICES MISSION STATEMENT: The Technical Services Division promotes, facilitates, administers, and funds programs and projects to preserve, upgrade, and expand the supply of affordable housing and ensures the effective use of available resources for the delivery of community services and the expansion of community facilities. KEY MEASURES OF PERFORMANCE Key Outputs Provide financial and/or technical assistance to low/moderate income families. • Acquire affordable housing units ◊ Number of units ◊ Dollar value ($000s) • Construct affordable housing ◊ Number of units ◊ Dollar value ($000s) • Rehabilitate affordable housing ◊ Number of units ◊ Dollar value ($000s) Ensure effective distribution of non-local resources by contracting with and monitoring social service agency performance and providing technical assistance for program development and capacity building. • Number of contracts • Amount of contracted funds ($000s) Key Outcomes Expand the supply of affordable housing in the community. • Number of additional housing units produced Strengthen neighborhoods through increased homeownership opportunities and develop affordable homeownership opportunities in “Homeownership Zones.” • Number of homebuyers assisted Actual FY 2001 Adopted FY 2002 48 $ 802 10 $ 300 96 $ 200 25 $ 875 20 $ 700 88 $ 1,456 60 $ 4,700 212 $ 3,976 81 $ 6,480 114 $ 9,120 495 $ 1,703 447 $ 2,445 804 $ 2,069 600 $ 3,000 600 $ 3,000 116 $ 5,647 110 $ 4,470 144 $ 9,841 160 $ 3,000 160 $ 3,000 1,077 1,000 1,000 1,000 1,000 76 80 301 120 120 69 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 COMMUNITY SERVICES Technical Services (Continued) KEY MEASURES OF PERFORMANCE Enhance the quality of life for lowincome residents by supporting local social service agencies and expanding community facilities. • Percent of contracted performance measures met by service agencies Actual FY 2001 Adopted FY 2002 98% 95% Estimated FY 2002 Adopted FY 2003 Approved FY 2004 95% 95% 95% RESOURCE SUMMARY Position Resources Financial Resources General Fund* General Fund Earned Revenue Community Development Block Grant HOPE VI HOME Program Comprehensive Housing Grant Miscellaneous Federal Housing Grants Miscellaneous Federal Grants Miscellaneous Non-Federal Grants Financial Resources Total 28.00 28.00 28.00 28.00 28.00 $ 2,436,739 521,110 5,313,393 $ 2,426,550 580,000 7,585,650 $ 2,426,550 540,000 4,434,990 $ 3,410,430 637,400 8,303,590 $ 3,473,570 690,000 8,089,740 -03,984,005 128,994 1,079,638 24,000 6,736,650 83,010 1,943,620 24,000 4,263,260 183,010 1,164,390 95,000 6,793,280 183,010 1,475,740 57,600 6,895,050 183,010 3,159,840 756,589 51,531 701,040 500,000 701,690 500,000 701,690 500,000 701,690 650,000 $ 14,271,999 $ 20,580,520 $ 14,237,890 $ 22,100,140 $ 23,900,500 *The Mayor and Council approved the Human Services Plan, which consolidates multiple city funding sources for human services into one area of oversight within Community Services beginning in Fiscal Year 2003. 70 COMMUNITY SERVICES HOUSING ASSISTANCE MISSION STATEMENT: The Housing Assistance Division provides Section 8 rental assistance in the private market to eligible low-income individuals and families so that they may live in safe, decent, sanitary, and affordable housing. The division researches and develops new rent subsidy programs to increase the affordable housing stock in the community. KEY MEASURES OF PERFORMANCE Key Outputs Accept housing applications to maintain the required level of occupancy for the Section 8 and Public Housing Programs. • Number of Section 8 applications accepted • Number of public housing applications accepted Comply with program indicators (e.g. reasonable rent, housing quality inspections) as specified under the Department of Housing and Urban Development, Section 8 Management Assessment Program (SEMAP). Annually inspect all occupied units to ensure that families are housed in decent, safe, and sanitary conditions. • Number of units inspected Fully utilize available federal resources for eligible clients by maintaining a 100% occupancy level. Provide quarterly training and/or information to property owners to encourage participation by owners of units located outside areas of poverty or minority concentration and to increase/ maintain affordable housing in the community. • Number of training sessions Actual FY 2001 Adopted FY 2002 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 1,937 1,600 5,000 -0-* 3,000 1,963 2,400 2,400 2,400 2,400 97% 90% 95% 97% 97% 4,812 3,923 3,973 4,612 4,612 98% 100% 100% 100% 100% 2 4 4 4 4 *Section 8 applications will not be accepted in Fiscal Year 2003 because sufficient applications were attained in Fiscal Year 2002 for two years. 71 COMMUNITY SERVICES Housing Assistance (Continued) KEY MEASURES OF PERFORMANCE Key Outcomes Meet the housing assistance needs of eligible families in partnership with private rental businesses. • Number of families assisted • Number of landlords in program • Amount of rent subsidies provided ($000s) Obtain a rating on housing services of “satisfactory” or better from participating families. • Percent of families awarding desired rating Actual FY 2001 Adopted FY 2002 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 3,787 1,420 $ 18,452 3,923 1,420 $ 19,240 3,973 1,420 $ 22,000 4,380 1,430 $ 24,000 4,380 1,430 $ 24,000 91.4% 80.0% 80.0% 80.0% 80.0% 36.00 36.00 36.00 RESOURCE SUMMARY Position Resources Financial Resources General Fund General Fund Earned Revenue Public Housing Conventional/ Development Fund Public Housing - Section 8 Fund Miscellaneous Federal Housing Grants Financial Resources Total 36.00 $ 55,050 -079,706 35.00 $ 22,460 28,750 83,830 $ 22,460 28,750 83,830 $ -0-083,830 $ -0-083,830 21,093,384 603,253 21,303,330 2,423,700 24,841,370 746,500 23,504,570 2,428,640 23,523,850 1,591,970 $ 21,831,393 $ 23,862,070 $ 25,722,910 $ 26,017,040 $ 25,199,650 72 COMMUNITY SERVICES COMMUNITY CONSERVATION AND DEVELOPMENT MISSION STATEMENT: The Community Conservation and Development Division develops and implements housing programs that assist low- and moderate-income individuals and families by eliminating poor housing conditions in order to improve neighborhoods for the citizens of Tucson. KEY MEASURES OF PERFORMANCE Actual FY 2001 Adopted FY 2002 56 150 6 77 157 10 72 155 26 75 139 26 75 139 26 -0- 13 28 45 45 Maintain the amount of private funding for home repair programs to complement public funding reductions. • Amount of public funding ($000s) • Amount of private funding ($000s) $ 2,334 $ 560 $ 2,172 $ 800 $ 2,014 $ 500 $ 2,014 $ 500 $ 2,014 $ 500 Key Outcomes Provide better housing and living conditions to low- and moderate-income families by eliminating health and safety hazards in the home. • Number of families served 212 257 282 305 305 Demolish vacant, dilapidated, and hazardous structures in cooperation with other city agencies. • Number of structures demolished 7 5 5 5 5 Key Outputs Complete repairs to homes occupied by low- and moderate-income families. • Emergency home repairs • Other repair programs • Repairs in target neighborhoods and initiatives • Repairs in Back to Basics neighborhoods Estimated FY 2002 Adopted FY 2003 Approved FY 2004 RESOURCE SUMMARY Position Resources Financial Resources General Fund Community Development Block Grant HOME Program Miscellaneous Federal Housing Grants Miscellaneous Federal Grants Financial Resources Total 17.00 16.00 16.00 16.00 14.00 $ 161,088 1,404,398 $ 152,170 2,244,670 $ 152,170 1,737,030 $ 135,380 2,268,590 $ 136,560 2,228,390 726,772 -0- 726,310 -0- 659,120 30,000 610,860 -0- 610,860 -0- 164,103 162,370 161,550 161,540 161,540 $ 2,456,361 $ 3,285,520 $ 2,739,870 $ 3,176,370 $ 3,137,350 73 74 FIRE OPERATING: CAPITAL: TOTAL: POSITION TOTAL: $ 47,769,310 7,905,100 $ 55,674,410 572.00 HEADQUARTERS OPERATIONS SUPPORT SERVICES CODE ADMINISTRATION TRAINING FINANCING PLAN PROGRAM ALLOCATION General Fund Emergency Medical Transport 10% Public Safety Academy Fund 4% General Fund 71% Capital Improvements 14% Headquarters 3% Operations 66% Training 4% Other* 1% General Fund Certificates of Participation 3% Support Services 8% Code Administration 5% 2000 General Obligation Bonds 11% *Miscellaneous Non-Federal Grants (<1%), Miscellaneous Federal Grants (<1%) TEN YEAR STAFFING TRENDS Adopted Positions 550.00 516.50 528.00 519.50 570.00 571.00 2002 569.00 2001 600.00 539.00 500.00 470.00 459.50 459.50 75 2000 1999 1998 1997 1996 1995 1994 1993 450.00 76 FIRE MISSION STATEMENT: To protect the community from fire, hazardous materials, natural disasters, and other emergencies generated by human acts or nature and to serve the community through comprehensive life safety and property conservation awareness programs that reduce loss of life, protect property, and reduce damage to the environment. OVERVIEW All emergency and non-emergency services are developed, maintained, and provided by highly trained professionals dedicated to excellence. In order to carry out its mission effectively, the Tucson Fire Department is organized into five divisions: Headquarters, Operations, Code Administration, Support Services, and Training. Headquarters provides direction and policy to the entire department. The Operations Division protects the lives and property of the citizens of Tucson by responding to emergencies, performing inspections, and presenting public education programs to increase fire and life safety awareness in the community. The Code Administration Division promotes public safety by administering fire codes and standards, conducting building inspections, enforcing compliance of code requirements, and investigating suspicious fires. Public education efforts include injury prevention, child safety, at-risk behaviors, and safety equipment information. The Support Services Division supports the other divisions by procuring and distributing supplies and equipment, and keeping all vehicles and equipment in a fully functional condition. The Training Division provides training for new and existing Fire Department personnel to ensure well-trained public servants. The division is also developing a regional training program to provide standardized and specialized training to regional fire districts and agencies. DEPARTMENT HIGHLIGHTS The Fire Department constructed a new station at the Public Safety Training Academy that was completed in March 2002 to house a paramedic engine company. Future plans include the addition of a paramedic company and a ladder company. This station services the expanding city limits in the southeast part of the community. Construction of an Aircraft Rescue and Firefighting Facility (ARFF) will be completed at the Public Safety Training Academy. This facility will offer required training for regional airport fire fighters. The groundwork has been laid for advanced life support delivery that will eventually include a paramedic on every engine and ladder company. A six-month pilot program for paramedic assessment units (PAUs) completed in April 2001 showed an increased capability of accurate initial assessment of patients that decreased the demand on ambulances. Currently there are six PAUs in service with plans to convert four companies each fiscal year. New automated personnel staffing system software will allow the automated call back of emergency personnel for daily staffing of fire companies and significant incidents. 77 FIRE SUPPORT FOR LIVABLE TUCSON GOALS Goal: Safe Neighborhoods The Tucson Fire Department responds to all fire and medical calls and maintains an average response time of 4.6 minutes. Fire crews maintain a high profile in neighborhoods and schools to foster safety and a sense of security, and each station is designated as a safe-house. The department provides home safety inspections upon request and provides and installs smoke detectors to families in need. The department also performs fire prevention inspections for businesses. Goal: Caring, Healthy Families and Youth The Tucson Fire Department promotes numerous childhood safety and injury prevention programs such as bike safety rodeos, drowning prevention, and pedestrian, fire, and seasonal safety themes. The department uses a fire safety trailer to teach children how to safely evacuate a building that is on fire. Bike helmets and infant/child car seats are provided to children of low-income families, along with instruction on proper wear/installation. Adopt-A-School programs for third graders and pre-school age children teach them about fire safety. The Juvenile Firesetters Program is delivered to a target group of at-risk youth and includes a mental health evaluation component to better evaluate those who need services. The department participates in a Cadet program, to provide young people with the knowledge and skills necessary to enter public service as a career. The department also participates in the city’s Internal Youth Policy Team with the Police, Parks and Recreation, Library, Community Services, and Neighborhood Resources Departments. Goal: Protected Natural Desert Environment The Tucson Fire Department coordinates the clean up of hazardous materials found on public lands when no responsible party can be found. The department trains city employees and distributes materials needed to clean up small spills of potentially dangerous materials on city property. The department also assists businesses which helps achieve voluntary compliance with applicable fire codes and hazardous materials handling processes. In addition, the department helps prevent the destruction of desert vegetation by effectively fighting wildfires. DEPARTMENT RESOURCES Actual FY 2001 Adopted FY 2002 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 12.00 469.00 36.00 29.00 10.00 13.00 482.00 36.00 29.00 11.00 14.00 482.00 36.00 28.00 11.00 14.00 482.00 36.00 29.00 11.00 14.00 503.00 36.00 29.00 11.00 556.00 571.00 571.00 572.00 593.00 POSITION SUMMARY PERMANENT Headquarters Operations Code Administration Support Services Training Department Total 78 FIRE Department Resources (Continued) Actual FY 2001 Adopted FY 2002 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 COMMISSIONED OFFICERS BY CLASSIFICATION Fire Chief Fire Battalion Chief - Assignment: Assistant Fire Chief Fire Battalion Chief - Assignment Staff Fire Battalion Chief Fire Captain - Assignment: Eight Hour Fire Captain - Assignment: Training Officer Fire Captain - Assignment: Hazardous Material/Technical Rescue Team Fire Captain Fire Engineer - Assignment: Hazardous Material/Technical Rescue Team Paramedic - Assignment: Hazardous Material/Technical Rescue Team Fire Prevention Inspector - Assignment: Hazardous Material/Technical Rescue Team Fire Engineer Paramedic Fire Prevention Inspector Fire Fighter - Assignment: Hazardous Material/Technical Rescue Team Fire Fighter Commissioned Officers Total 1.00 5.00 1.00 5.00 1.00 5.00 1.00 5.00 1.00 5.00 5.00 12.00 6.00 3.00 6.00 12.00 7.00 5.00 6.00 12.00 7.00 5.00 6.00 12.00 7.00 5.00 6.00 12.00 7.00 5.00 15.00 15.00 15.00 15.00 15.00 79.00 18.00 88.00 18.00 88.00 18.00 88.00 18.00 92.00 18.00 12.00 12.00 12.00 12.00 12.00 6.00 6.00 6.00 6.00 6.00 77.00 72.00 16.00 30.00 81.00 76.00 20.00 30.00 81.00 76.00 19.00 30.00 81.00 96.00 19.00 30.00 84.00 103.00 19.00 30.00 142.00 145.00 145.00 125.00 132.00 499.00 527.00 526.00 526.00 547.00 $ 1,310,768 31,575,769 2,555,586 3,494,919 1,282,405 $ 1,641,880 34,338,910 2,704,040 5,137,580 1,656,750 $ 1,601,880 33,890,910 2,704,040 5,137,580 1,656,750 $ 1,580,210 36,849,910 2,883,990 4,476,420 1,978,780 $ 1,569,840 38,395,910 2,992,090 5,401,630 2,084,270 40,219,447 273,886 45,479,160 9,079,200 44,991,160 4,134,400 47,769,310 7,905,100 50,443,740 5,998,000 $ 40,493,333 $ 54,558,360 $ 49,125,560 $ 55,674,410 $ 56,441,740 FINANCIAL SUMMARY Headquarters Operations Code Administration Support Services Training Operating Total Capital Improvements Department Total 79 FIRE Department Resources (Continued) Actual FY 2001 Adopted FY 2002 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 CHARACTER OF EXPENDITURES Personal Services Services Commodities Equipment Inter-Activity Transfers $ 34,867,467 2,814,819 1,545,731 991,430 -0- Operating Total Capital Improvements 40,219,447 273,886 45,479,160 9,079,200 44,991,160 4,134,400 47,769,310 7,905,100 50,443,740 5,998,000 $ 40,493,333 $ 54,558,360 $ 49,125,560 $ 55,674,410 $ 56,441,740 $ 34,846,877 4,059,000 $ 39,172,410 3,800,000 $ 37,884,410 4,600,000 $ 39,372,960 5,800,000 $ 42,241,750 5,800,000 1,282,405 -031,165 1,656,750 350,000 500,000 1,656,750 350,000 500,000 1,946,350 350,000 300,000 2,051,990 350,000 -0- $ 40,219,447 $ 45,479,160 $ 44,991,160 $ 47,769,310 $ 50,443,740 $ $ $ $ $ Department Total $ 37,431,370 $ 37,431,370 4,467,320 4,319,320 2,918,920 2,918,920 1,642,900 1,302,900 (981,350) (981,350) $ 40,370,650 $ 42,883,990 4,038,570 4,758,550 2,617,070 2,420,760 885,000 1,504,000 (141,980) (1,123,560) SOURCE OF FUNDS OPERATING FUNDS General Fund General Fund - Emergency Medical Transport Public Safety Academy Fund Miscellaneous Non-Federal Grants Miscellaneous Federal Grants Operating Funds Total CAPITAL FUNDS Public Safety Academy Fund General Fund - Certificates of Participation Miscellaneous Non-Federal Grants Miscellaneous Federal Grants 1984 General Obligation Bonds 1994 General Obligation Bonds 2000 General Obligation Bonds 45,482 106,649 -03,142,500 -01,552,500 -01,590,000 -0-0- 228 30,286 26,901 39,355 24,985 75,700 523,800 40,200 75,000 5,222,000 75,000 523,800 40,200 75,000 1,867,900 -0-0-0-06,315,100 -0-0-0-05,998,000 Capital Funds Total $ 273,886 $ 9,079,200 $ 4,134,400 $ 7,905,100 $ 5,998,000 Department Total $ 40,493,333 $ 54,558,360 $ 49,125,560 $ 55,674,410 $ 56,441,740 80 FIRE SIGNIFICANT CHANGES: Fiscal Year 2003 The adopted operating budget for Fiscal Year 2003 of $47,769,310 reflects an increase of $2,290,150 from the Fiscal Year 2002 Adopted Budget, including a net increase of one position. An increase in the emergency medical transport rate is expected to generate $1,848,000 in revenues. The significant changes to expenditures are as follows: ♦ A one-year deferral of apparatus replacement will result in a savings of $803,000. ♦ Additional savings are included for fuel and vehicle maintenance. ♦ Reductions in the size of the recruit class and the paramedic class, together with other cuts in staff travel and training will save a total of $80,500. ♦ In response to increasing workloads, a senior account clerk and a heavy equipment mechanic have been added. At the same time a fire inspector related to annexation has been eliminated. Funding for annual merits and pay adjustments is included as well as increases in pension and medical insurance rates. The capital budget is decreased $1,174,100 for a Fiscal Year 2003 budget of $7,905,100 based on completion of city bond funded projects. Fiscal Year 2004 The operating budget for Fiscal Year 2004 of $50,443,740 includes an increase of $2,674,430 from Fiscal Year 2003. Approximately 50% of this increase is due to pay adjustments and other personal service costs. Other significant changes include: ♦ Opening of a new fire station at mid-year with an engine company and a paramedic company staffed by 21 officers will cost $685,520. ♦ Resumption of apparatus replacement deferred from Fiscal Year 2003 adds $803,000. Continued implementation and completion of city bond projects result in a further decrease of $1,907,100 in the Fiscal Year 2004 Capital Budget. 81 FIRE HEADQUARTERS MISSION STATEMENT: The Headquarters Division provides direction and policy to ensure the prevention and extinguishment of fires, and the provision of emergency medical services, environmental protection, and code enforcement to the community; and responsibly administers all fiscal operations and personnel policies, procedures, and actions. The Advanced Life Support Cost Recovery Section recovers partial costs of advanced life support ambulance services to the community, and ensures paperwork is complete for billing purposes. KEY MEASURES OF PERFORMANCE Key Outputs Manage and maintain the facilities, equipment, and fire and support personnel to provide fire protection, medical response, and other services to the community. • Number of fire stations • Number of engine companies • Number of paramedic/engine companies • Number of paramedic companies • Number of ladder companies • Number of commissioned department personnel • Number of non-commissioned department personnel Submit invoices for advanced support ambulance transports. life Key Outcomes Provide additional and/or upgraded facilities/companies to serve the community. Recover costs for advanced life support/ ambulance service. • Collection rate • Dollars collected ($000s) Actual FY 2001 Adopted FY 2002 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 17 18 -012 7 499 18 19 -013 8 527 18 18 1 12 7 526 18 18 1 12 7 526 18 18 1 12 7 547 57 44 45 46 46 16,823 17,000 17,320 17,840 18,375 1 6 -0- -0- -0- 84% $ 4,059 80% $ 3,800 80% $ 4,600 80% $ 5,800 80% $ 6,032 RESOURCE SUMMARY Position Resources Financial Resources General Fund 12.00 13.00 14.00 14.00 14.00 $ 1,310,768 $ 1,641,880 $ 1,601,880 $ 1,580,210 $ 1,569,840 82 FIRE OPERATIONS MISSION STATEMENT: The Operations Division protects the lives and property of the citizens of Tucson by responding promptly to all fire and medical emergencies with an adequate number of personnel, equipment, and consistent use of up-to-date tactics and strategies needed to mitigate those emergencies. It ensures the public’s safety through a comprehensive program of pre-fire planning inspections, and presentation of public education programs that increase fire and life safety awareness in the community. It manages resources to effectively meet the evolving emergency medical needs of the community. Through use of continuous training and educational programs for paramedics and emergency medical technicians, participation in medical research projects, and utilization of the most current medical equipment and technologies, the public is ensured of receiving first-rate professional emergency medical services. KEY MEASURES OF PERFORMANCE Actual FY 2001 Adopted FY 2002 65,779 67,000 67,000 69,000 71,000 254 300 270 277 286 Respond to requests for paramedic services. 28,899 33,200 33,200 35,100 36,200 Respond to calls concerning people experiencing cardiac arrests. 428 470 470 495 644 Key Outcomes Respond to emergency calls by arriving at scene within five minutes of dispatch (average response time is 4.6 minutes). • Percent of timely response 83% 100% 95% 95% 95% Arrive at scene within eight minutes of dispatch for advanced life support response (American Heart Association standard). Average response time is 5.5 minutes. • Percent of timely response 87% 90% 85% 85% 85% 46% 20% 40% 40% 40% 8 19% 22 14% 11 20% 14 20% 16 20% 5 14 8 11 14 Key Outputs Answer emergency calls. Respond to structure fires. Provide cardiopulmonary resuscitation for citizens suffering cardiac arrest. • Percent of patients saved that were suffering bystander-witnessed cardiac arrests • Number of those lives saved • Percent of patients saved that were suffering cardiac arrests not witnessed by bystanders • Number of those lives saved 83 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 FIRE Operations (Continued) RESOURCE SUMMARY Position Resources Financial Resources General Fund General Fund - Emergency Medical Transport Miscellaneous Federal Grants Financial Resources Total Actual FY 2001 Adopted FY 2002 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 469.00 482.00 482.00 482.00 503.00 $ 27,485,604 4,059,000 $ 30,038,910 3,800,000 $ 28,790,910 4,600,000 $ 30,749,910 5,800,000 $ 32,595,910 5,800,000 31,165 500,000 500,000 300,000 -0- $ 31,575,769 $ 34,338,910 $ 33,890,910 $ 36,849,910 $ 38,395,910 CODE ADMINISTRATION MISSION STATEMENT: The Code Administration Division promotes public safety by administering fire codes and standards, conducting regular building inspections, and providing prompt detection and enforced compliance of code violations. The division ensures compliance with federal and state regulations regarding fire and environmental hazards through extensive inspection, enforcement, reporting, and cooperation with responsible agencies to promote and maintain a safer community. The division addresses major health and safety risk areas such as injury prevention, child safety, safety equipment, juvenile firesetters, and other educational opportunities. KEY MEASURES OF PERFORMANCE Key Outputs Conduct fire code commercial buildings. • Number inspected inspections on Provide safety/educational classes to the community. Respond to all fire code complaints from citizens. • Number of complaints Key Outcomes Promote public safety through fire code enforcement. • Percent of commercial buildings inspected • Percent of citizen code complaints addressed within five days Promote public safety through public education. • Number of community contacts through educational programs 3,143 2,550 3,150 3,200 3,200 448 500 525 500 500 592 600 600 600 600 12% 100% 12% 100% 12% 100% 12% 100% 12% 100% 121,630 90,000 81,000 81,000 81,000 84 FIRE Code Administration (Continued) RESOURCE SUMMARY Position Resources Financial Resources General Fund Miscellaneous Non-Federal Grants Financial Resources Total Actual FY 2001 Adopted FY 2002 36.00 36.00 $ 2,555,586 -0$ 2,555,586 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 36.00 36.00 36.00 $ 2,354,040 350,000 $ 2,354,040 350,000 $ 2,533,990 350,000 $ 2,642,090 350,000 $ 2,704,040 $ 2,704,040 $ 2,883,990 $ 2,992,090 SUPPORT SERVICES MISSION STATEMENT: The Support Services Division maintains adequate inventories of organizational supplies and equipment; distributes supplies as required to sustain around-the-clock routine and emergency operations; maintains all vehicles and equipment in a fully functional condition to ensure safe, consistent, and prompt responses of emergency field operations. The division seeks to reduce the crime of arson by conducting comprehensive investigations of all suspicious fires, securing all available evidence for prosecution by the responsible agency, and promoting fire safety and prevention education for all citizens. The division oversees the collection, storage, and dissemination of all fire department data management and information needs. It provides support to all Tucson Fire Department divisions by designing, maintaining, and supplying specialized mapping and drawing information. The Management Information Section ensures the quality control and integrity of data for the fire data management systems, and administers and manages the department’s computers and network. The division provides an organizational framework to enable all members to operate in a safe and healthy work environment. The division develops a prevention program to reduce the incidence and severity of accidents, injuries, and occupational illnesses. KEY MEASURES OF PERFORMANCE Key Outputs Perform preventive maintenance checks on all fire apparatus and support equipment. • Number of preventive maintenance checks done Perform unscheduled and emergency repairs on all front-line apparatus. • Number of repairs 868 655 655 904 942 1,335 1,320 1,320 1,460 1,520 85 FIRE Support Services (Continued) KEY MEASURES OF PERFORMANCE Actual FY 2001 Adopted FY 2002 Investigate fires to determine cause and origin. • Number of fires investigated 438 460 460 480 500 Provide services for management information (includes drafting, records, and computer hardware and software). • Number of requests 7,500 4,680 7,725 7,957 8,196 499 N/A 515 530 530 Investigate/review infectious disease exposures. • Number of members exposed • Number of exposure incidents 112 55 N/A N/A 110 45 110 50 110 50 Key Outcomes Ensure that front-line apparatus and equipment is available at all times. • Percent of apparatus available • Percent of equipment available 91% 99% 90% 90% 90% 90% 90% 90% 90% 90% 219 230 240 250 260 18% N/A 17% 16% 15% Coordinate medical/physical evaluations for all uniform members. • Number of medical/physical evaluations completed Report fires determined to be arson to Tucson Police Department. Identify fire fighters needing aerobic capacity/cardiac function improvement. • Percent needing improvement Estimated FY 2002 Adopted FY 2003 Approved FY 2004 RESOURCE SUMMARY Position Resources Financial Resources General Fund 29.00 29.00 28.00 29.00 29.00 $ 3,494,919 $ 5,137,580 $ 5,137,580 $ 4,476,420 $ 5,401,630 86 FIRE TRAINING MISSION STATEMENT: The Training Division ensures that the uniformed members of the Tucson Fire Department are highly trained and qualified at both the entry- and incumbent-levels. It provides career-enhancement opportunities for all members to ensure well-trained public servants. Fire fighter, driver operator, and aircraft rescue and firefighting training offered to other fire departments, districts, and agencies providing those kinds of services will serve to make the City of Tucson Public Safety Training Academy a regional training facility. KEY MEASURES OF PERFORMANCE Actual FY 2001 Adopted FY 2002 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 Key Outputs Train new recruits to be qualified fire fighters. • Number of recruits • Hours of training per recruit 50 848 50 800 25 848 50 848 50 848 Provide continuing education classes for uniformed members. • Hours of training • Number of personnel 48 499 48 565 48 526 48 526 48 526 Provide advanced driver training and refresher courses to department members. • Hours of training • Number of employees 24 93 24 50 24 85 24 170 24 125 Key Outcomes Enhance staff capability through training and education. • Percent of qualified recruits graduating • Total hours of continuing education • Total hours of driver training 80% 23,952 2,232 80% 27,120 1,200 82% 25,248 2,040 78% 27,120 4,080 78% 28,800 3,000 11.00 11.00 11.00 RESOURCE SUMMARY Position Resources Financial Resources General Fund Public Safety Academy Fund Financial Resources Total 10.00 $ -01,282,405 $ 1,282,405 11.00 $ -01,656,750 $ 1,656,750 87 $ -01,656,750 $ 1,656,750 $ 32,430 1,946,350 $ 1,978,780 $ 32,280 2,051,990 $ 2,084,270 88 LIBRARY OPERATING: CAPITAL: TOTAL: POSITION TOTAL: $ 20,354,030 1,650,000 $ 22,004,030 287.75 ADMINISTRATION TECHNOLOGY MANAGEMENT PUBLIC SERVICES FINANCING PLAN 2000 General Obligation Bonds 7% PROGRAM ALLOCATION Library Fund General Fund Contribution 44% Miscellaneous Non-Federal Grants 3% COLLECTION SERVICES Capital Improvements 8% Technology Management 6% Administration 5% Collection Services 19% Public Services 62% Library Fund Pima County Contribution 46% TEN YEAR STAFFING TRENDS Adopted Positions 350.00 299.50 243.75 265.50 2000 241.75 265.50 1999 239.25 238.75 253.00 1998 250.00 253.00 1997 300.00 287.25 89 2002 2001 1996 1995 1994 1993 200.00 90 LIBRARY MISSION STATEMENT: To provide City of Tucson and Pima County residents free and equitable access to the information resources needed for full participation in the community and for the enrichment of individual lives. OVERVIEW The Library Department provides access to information, promotes literacy and a love of reading, and supports lifelong learning, through collections of materials and computer resources in 22 permanent facilities, a variety of outreach activities, and by providing staff to assist customers with materials and services. Library services are provided to all Pima County residents through an intergovernmental agreement between the City of Tucson and the Pima County Free Library District and in partnership with other community information providers. The divisions within the department are Administration, Technology Management, Public Services and Collection Services. DEPARTMENT HIGHLIGHTS The Library Department will allocate $2,788,760 to expand its collection of books, periodicals, and records. The Library Department completed the second year of a three-year, $400,000 grant from the Wallace-Reader’s Digest Funds to provide low-income youth improved educational and career development opportunities. The grant will finish in October 2002. Through a community-supported strategic plan, the Library Department developed a vision statement, core values, and the following six strategic directions for the 21st century: • Begin with Books and Reading • Put Children and Youth First • Celebrate Culture and the Arts • Promote Strong Neighborhoods • Enhance Economic Development and Support Economic Advancement • Use Library Information Technology to Bridge the “Information Gap” The Library Department is working with the Town of Oro Valley and Pima County to build a 15,000 square-foot library in Oro Valley, projected to open in August 2002. Under construction is the 10,000 square foot Quincie Douglas Branch, scheduled to opened in January 2004 at 36th St. and Kino Boulevard. Also, planning continues for the Midtown Library and Learning Center, in conjunction with the Parks and Recreation Department. Computer labs at South Tucson Library and Green Valley Library opened in the fall of 2001. In January 2002, El Pueblo Library moved to a larger building at the El Pueblo Neighborhood Center, and the Santa Rosa Learning Center in the Santa Rosa Neighborhood opened. The Miller-Golf Links Branch Library expansion is scheduled for completion by July 2002. 91 LIBRARY SUPPORT FOR LIVABLE TUCSON GOALS Goal: Caring, Healthy Families and Youth The Library Department has several programs that target youth and families such as Project LIFT (Literacy Involves Families Together), which brings families together to promote reading as a positive recreational activity. Story times, introducing children and parents to language and reading, are offered at all library locations. Collaborative efforts with community agencies and other city and county departments include working with area schools, the Boys and Girls Clubs of Tucson, and the city and county Parks and Recreation Departments to provide homework help centers for children and teens; partnering with Child and Family Resources (CFR) to promote library resources to parents and develop reading skills in children; and in-service training programs for staff at CFR after-school programs. The department participates in the City of Tucson’s internal Youth Policy Team together with the Police, Community Services, Fire, Parks and Recreation, and Neighborhood Resources Departments. Goal: Strong Local Businesses The Main Library has an extensive reference section and a business librarian to help local business and aspiring entrepreneurs. The Main Library’s business services’ staff actively collaborates with the Greater Tucson Economic Council (GTEC), the Greater Tucson Strategic Partnership for Economic Development (GTSPED), the Tucson Urban League, Pima Community College’s Small Business Development Training Center, and Service Corps of Retired Executives (SCORE). Outreach is provided to business groups to inform the community about available services. Recent outreach efforts have targeted the U.S. Department of Commerce through their Nuts and Bolts project, the American Indian Chamber of Commerce, the Tucson Black Chamber of Commerce, the Tucson Hispanic Chamber of Commerce, and the Small Business Fair. Public access computers are available at all library locations and are widely used by small local businesses for research and other start-up tasks. Goal: Reduced Poverty and Increased Equality of Opportunity The Library Department makes information available to all, including those who cannot easily get to a library, through programs such as the Bookmobile, Books-by-Mail, and Homebound Services. Through a series of Gates Foundation grants and other funding, the department has placed public access personal computers in all library locations. People who do not own computers rely on the Library Department not only for access to electronic resources, but also for staff assistance and training in information technology literacy skills. Job seekers can prepare resumes and find employment resources via the Library Department’s electronic services. A three-year $400,000 grant from the Wallace-Reader’s Digest Funds is providing for the development of improved educational services and employment opportunities for low-income youth, as well as the creation of teen resource centers at the Main, Mission, Valencia, and Woods libraries (through September 30, 2002). Goal: Excellent Public Education The Library Department works closely with schools and offers programs to help ensure that our children are getting the best education possible. The Homework Help program, visits to schools by librarians, newsletters, joint meetings with educators, and tours of libraries for school children are examples of these efforts. Library computer labs and trained staff give children better opportunities to complete research or produce reports for school assignments. 92 LIBRARY Support for Livable Tucson Goals (Continued) Goal: Engaged Community and Responsive Government Free community and neighborhood meeting space is provided at each library. Last year these spaces were used for 8,390 neighborhood gatherings and meetings. The Library Department also encourages and supports involvement in Neighborhood Enhancement Teams (NETeams) and Back to Basics efforts. Eight staff members from seven different library branches are active in NETeam community work. Goal: Respected Historic and Cultural Resources The Main Library maintains two collections of significant relevance to our local history and culture: the Steinheimer Collection of Southwest Children’s Books (2,900 books) and the Arizona Collection (4,650 items of cultural history in Southeast Arizona and Pima County). In addition, the Library Department’s online catalog is able to access the specialized collections at the University of Arizona and Pima Community College, and the department is currently involved in a statewide effort to promote partnerships between public libraries and museums. With funds from a Library Services and Technology Act grant, the Library Department, the University of Arizona, the Arizona State Museum, and the Arizona Historical Society have begun the process of identifying original materials concerning Spanish-speaking peoples of Northwest Mexico and Arizona from approximately 18201910. This project will ultimately make this important material available to a much wider audience in both the United States and Mexico. Goal: Successful Downtown The Main Library, in the heart of downtown, is an educational and cultural center. It provides unique collections, specialized services, and a selection of programs in arts, humanities, and social issues for all ages. The Main Library Plaza is the venue for festivals, public performances, musical concerts, and special events. In the past year it has been the site for the annual Tucson Fire Department’s Chili Cookoff, the Tucson Heritage Festival, Dia de Los Niños Festival, and the Holiday Parade festivities, to name just a few of the notable events. The main floor houses the Gallery, a constantly changing showcase for new and emerging local artists. A Teen Resource Center, designed by teens for teens, opened in October 2001. The Main Library is a destination point for school tours, community groups, history buffs, grant seekers, business entrepreneurs, avid readers, educators, Internet searchers, and parents. Over 50,000 people visit this branch each month. The Main Library works to maintain a safe, pleasant environment for people to visit and enjoy. 93 LIBRARY DEPARTMENT RESOURCES Actual FY 2001 Adopted FY 2002 18.00 6.00 193.75 16.50 13.00 18.00 6.00 183.50 16.50 13.00 247.25 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 15.00 6.00 185.50 19.50 13.00 15.50 9.50 192.00 18.50 -0- 15.50 9.50 204.00 18.50 -0- 237.00 239.00 235.50 247.50 -045.25 4.75 4.25 -041.25 4.75 4.25 -044.75 4.75 4.25 1.75 46.00 4.50 -0- 1.75 49.00 4.50 -0- 54.25 50.25 53.75 52.25 55.25 301.50 287.25 292.75 287.75 302.75 $ 1,275,582 913,148 11,186,294 4,245,135 787,196 $ 1,313,280 852,290 12,441,030 4,254,850 858,530 $ 1,318,850 851,200 12,460,160 4,271,040 859,500 $ 1,199,700 1,309,150 13,613,260 4,231,920 -0- $ 1,319,910 1,391,360 14,429,970 4,171,860 -0- 18,407,355 277,988 19,719,980 6,780,000 19,760,750 3,180,000 20,354,030 1,650,000 21,313,100 820,000 $ 18,685,343 $ 26,499,980 $ 22,940,750 $ 22,004,030 $ 22,133,100 POSITION SUMMARY PERMANENT Administration Technology Management Public Services* Collection Services Outreach Services* Permanent Total NON-PERMANENT Technology Management Public Services* Collection Services Outreach Services* Non-Permanent Total Department Total FINANCIAL SUMMARY Administration Technology Management Public Services* Collection Services Outreach Services* Operating Total Capital Improvements Department Total *The Outreach Services Division was transferred to the Public Services Division for Fiscal Years 2003 and 2004. 94 LIBRARY Department Resources (Continued) Actual FY 2001 Adopted FY 2002 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 $ 11,719,860 $ 11,741,600 $ 13,289,590 3,051,280 3,073,300 2,314,010 4,027,520 4,024,530 3,636,330 103,320 103,320 114,100 (182,000) (182,000) -01,000,000 1,000,000 1,000,000 $ 14,287,110 2,282,910 3,624,840 118,240 -01,000,000 CHARACTER OF EXPENDITURES Personal Services Services Commodities Equipment Other Inter-Activity Transfers $ 11,232,558 2,391,110 4,369,762 416,480 -0(2,555) Operating Total Capital Improvements 18,407,355 277,988 19,719,980 6,780,000 19,760,750 3,180,000 20,354,030 1,650,000 $ 18,685,343 $ 26,499,980 $ 22,940,750 $ 22,004,030 $ 22,133,100 $ 9,644,083 $ 9,359,990 $ 9,380,380 $ 9,677,020 $ 10,156,550 8,348,279 9,859,990 9,880,370 10,177,010 10,656,550 414,993 500,000 500,000 500,000 500,000 $ 18,407,355 $ 19,719,980 $ 19,760,750 $ 20,354,030 $ 21,313,100 $ $ $ $ $ Department Total 21,313,100 820,000 SOURCE OF FUNDS OPERATING FUNDS Library Fund - General Fund Contribution Library Fund - Pima County Contribution Miscellaneous Non-Federal Grants Operating Funds Total CAPITAL FUNDS Library Fund - Pima County Contribution Miscellaneous Non-Federal Grants Pima County Bonds 1994 General Obligation Bonds 2000 General Obligation Bonds -0- 80,000 80,000 -0- -0-07,119 270,869 150,000 1,250,000 700,000 4,600,000 -0-0-03,100,000 150,000 -0-01,500,000 -0-0-0-0820,000 Capital Funds Total $ 277,988 $ 6,780,000 $ 3,180,000 $ 1,650,000 $ Department Total $ 18,685,343 $ 26,499,980 $ 22,940,750 $ 22,004,030 $ 22,133,100 95 820,000 LIBRARY SIGNIFICANT CHANGES: Fiscal Year 2003 The adopted operating budget for Fiscal Year 2003 of $20,354,030 is an increase of $634,050 from the Fiscal Year 2002 Adopted Budget. The budget includes a net increase of .5 positions (5 positions were added during Fiscal Year 2002 and 4.5 other positions were eliminated for Fiscal Year 2003). The significant changes to expenditures are as follows: ♦ Self check-out systems will be installed at many library branches over the next five years beginning with five libraries in Fiscal Year 2003. These systems will improve book security, customer service, and staff efficiencies. ♦ A portion of the materials budget will be used to barcode new books and materials as part of the implementation of the self check system. The book budget overall will be reduced by 13% and staff assigned to process new materials will be reduced by 1.25 positions. ♦ Staffing of the Homework Help program and of the public information, Web support, and computer help desk functions will be reduced by 3.25 positions. ♦ During Fiscal Year 2002, Ajo Library staffing was increased by 1.5 positions to provide adequate coverage at this remote facility, and 3.5 intermittent positions were added to the Infotech Literacy Program to improve program capabilities. Funding for annual merits and pay adjustments is included as well as increases in pension and medical insurance rates. The capital budget includes a reduction of $5,130,000, for a Fiscal Year 2003 budget of $1,650,000 based on the scheduled implementation of the bond program. Fiscal Year 2004 The operating budget for Fiscal Year 2004 of $21,313,100 is an increase of $959,070 from Fiscal Year 2003. In addition to pay adjustments and pension rate increases, the following significant changes are included: ♦ Anticipated openings of the Quincie Douglas Library and the Midtown Library and Learning Center will require about $699,200 a year, including an additional 15 positions. ♦ The self check system will be installed at an additional five libraries and funds from the materials budget will again be used to code additional books and materials for the self check system. The capital budget of $820,000 is a decrease of $830,000 from Fiscal Year 2003, which includes the completion of the George Miller-Golf Links Library expansion. 96 LIBRARY ADMINISTRATION MISSION STATEMENT: The Administration Division provides leadership and management support for the library system through planning, facilities management, fiscal and personnel services, and coordination with city and county governments and the Library Board; collaborates with other libraries and educational and cultural organizations; and responds to, or initiates, major partnership efforts to improve information delivery in the community. KEY MEASURES OF PERFORMANCE Actual FY 2001 Adopted FY 2002 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 $ 18,685 $ 26,499 $ 22,941 $ 21,468 $ 21,714 20 20 20 21 22 Provide new, remodeled, and renovated libraries. 1 3 3 2 1 Prepare major planning documents (i.e., strategic planning, facilities planning, and funding plan documents). 2 2 2 1 1 Maintain ongoing major partnerships with governmental and community agencies. 3 6 6 6 6 Provide support for library organizations and agencies such as the Library Board, Friends of the Library groups, the Tucson-Pima Library Foundation, and the Arizona State Library. 7 7 7 8 9 20 22 22 22 23 Key Outputs Negotiate an intergovernmental agreement between Pima County and the City of Tucson to provide an annual budget ($000s). Administer the private custodial, grounds maintenance, and security contracts, and coordinate the work of city and county public buildings departments to ensure safe, clean, well-maintained libraries for citizens to use and enjoy. • Number of libraries Key Outcomes Meet the community’s need for library services. • Number of open libraries 97 LIBRARY Administration (Continued) RESOURCE SUMMARY Position Resources Financial Resources Library Fund - General Fund Contribution Library Fund - Pima County Contribution Financial Resources Total Actual FY 2001 Adopted FY 2002 18.00 18.00 $ 637,791 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 15.00 15.50 15.50 $ 656,640 $ 659,430 $ 599,850 $ 659,950 637,791 656,640 659,420 599,850 659,960 $ 1,275,582 $ 1,313,280 $ 1,318,850 $ 1,199,700 $ 1,319,910 TECHNOLOGY MANAGEMENT MISSION STATEMENT: The Technology Management Division installs, manages, and maintains the department’s computer resources and network connections, including the integrated online catalog, Web servers, Internet connections, and workstations (computers and terminals) in order to provide the public and staff with access to the Library Department and remote resources both within library facilities and from home. KEY MEASURES OF PERFORMANCE Key Outputs Provide computer access to the Internet, library catalog, and remote databases for the public. • Computers used by the public or to directly assist the public Provide computer access to the Internet, library catalog, remote databases and the City of Tucson computer network for staff. • Staff computers Provide information about the library and information resources through the Internet. • Number of Web pages created and maintained by library staff 231 235 295 383 395 250 509* 183 195 203 1,500 N/A 1,610 1,700 1,800 *Fiscal Year 2002 Adopted measure is higher due to anticipated openings or expansions of several libraries that did not occur as scheduled. 98 LIBRARY Technology Management (Continued) KEY MEASURES OF PERFORMANCE Key Outcomes Expand on-line access to library information. • Number of connections to the library home page from home, school, or library (000s) • Number of connections to the library catalog from home, school, or library (000s) • Percent of time the on-line catalog and circulation system is available to the public Actual FY 2001 Adopted FY 2002 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 1,000 15,000 15,000 16,000 17,000 1,500 3,000 3,000 650 750 99% 99% 99% 99% 99% RESOURCE SUMMARY Position Resources Financial Resources Library Fund - General Fund Contribution Library Fund - Pima County Contribution Financial Resources Total 6.00 6.00 6.00 11.25 11.25 $ 456,574 $ 426,145 $ 425,600 $ 654,580 $ 695,680 456,574 426,145 425,600 654,570 695,680 $ 852,290 $ 851,200 $ 1,309,150 $ 1,391,360 $ 913,148 99 LIBRARY PUBLIC SERVICES MISSION STATEMENT: The Public Services Division, through a Main Library and 21 branch libraries, provides Tucson and Pima County residents with information and materials through lending services and computer access. The division develops and administers specialized services for all ages with emphasis on families, youth, and independent learners to promote opportunity in an increasingly information-based society. The Outreach Section takes library services and materials to locations other than Library Department facilities; strengthens educational, cultural, and literacy efforts throughout the community; and identifies new outreach opportunities by collaborating with schools, community organizations, and other city and county departments. KEY MEASURES OF PERFORMANCE Actual FY 2001 Adopted FY 2002 5,300 3,200 5,700 3,300 5,700 3,300 5,900 3,400 6,100 3,500 1,525 1,600 1,600 1,650 1,700 10,500 11,500 11,500 12,000 12,500 N/A 600 600 620 630 20,600 10,025 24,070 24,320 Inform teenagers about library services by recruiting and training high school students to be library advocates. (Funded by the Wallace-Reader’s Digest Funds’ Public Libraries as Partners in Youth Development grant.) • Number of youth library advocates N/A 10 10 10 10 Provide workforce development by hiring and training low-income teens as library aides at Main, Mission, Valencia, and Woods libraries. (Funded by the WallaceReader’s Digest Funds’ Public Libraries as Partners in Youth Development grant.) • Number of youth library aides N/A 10 10 10 10 Key Outputs Provide Tucson residents and visitors with access to library materials, programs, and information. • Number of materials loaned (000s) • Number of programs and story-times provided for children • Number of library tours and programs provided for adults and teens • Number of books and electronic resources used by customers in the library (000s) • Number of classes offered to residents on basic computer skills, finding jobs on the Internet, writing resumes, consumer health, and conducting research for school assignments • Number of hours Internet available to the public 100 Estimated FY 2002 21,100 Adopted FY 2003 Approved FY 2004 LIBRARY Public Services (Continued) KEY MEASURES OF PERFORMANCE Actual FY 2001 Adopted FY 2002 Provide youth with Homework Help in libraries, schools, recreation centers, and other agencies.* • Number of participants 23,000 24,000 24,000 24,000 24,000 Provide bookmobile, homebound, and books-by-mail services and family literacy programs to customers with limited or no ability to use a library branch.* • Number of customers 15,000 15,000 15,000 15,000 15,000 Collaborate in community events (e.g., festivals and college nights) and provide information about library resources, reading, etc., to groups outside of the library.* • Number of events and presentations • Number of individual contacts 96 30,000 100 30,000 100 30,000 100 30,000 100 30,000 Participate in ongoing partnerships with other departments, schools, community agencies, and organizations to promote reading and literacy.* • Number of partnerships 6 6 6 6 6 N/A 750 750 750 750 N/A N/A N/A 6,500 6,800 875,000 910,000 910,000 920,000 930,000 N/A N/A N/A 450,000 475,000 Provide family literacy programs to high school students and young parents.* • Number of participants in Project LIFT (Literacy Involves Families Together) Key Outcomes Provide Tucson residents and visitors with access to library materials, programs, and information in a variety of formats. • Number of library visitors at all branch libraries and the Main Library (000s) • Number of reference/information questions answered via e-mail, phone, and in person • Number of searches of local electronic resources and databases (000s) Estimated FY 2002 Adopted FY 2003 Approved FY 2004 *The Outreach Services Division was transferred to the Public Services Division for Fiscal Years 2003 and 2004. The historical and adopted key measures of performance for this division appear within the Public Services Division. 101 LIBRARY Public Services (Continued) KEY MEASURES OF PERFORMANCE Actual FY 2001 Adopted FY 2002 22,000 30,000 30,000 30,000 31,000 130,000 137,500 137,500 145,000 150,000 54% 54% 54% 54% 54% Provide informative presentations by youth library advocates to youth groups, middle and high school classes, parent and faculty groups, etc. about library services. • Number of presentations • Number of people contacted N/A N/A 50 1,250 50 1,250 50 1,250 50 1,250 Provide teens and others with opportunities to improve information technology skills through training programs on computer use taught by youth library aides and library staff at Main, Mission, Valencia, and Woods libraries. • Number of training programs • Number of contacts N/A N/A 9 90 9 90 9 90 9 90 80% 75% 75% 75% 75% 95% 85% 85% 85% 85% • Number of children maintaining their school reading levels by participating in the summer reading program • Number of customers of all ages attending programs, storytimes, and tours to support language skills, literacy, and lifelong learning • Percent of population having library cards Support educational, cultural, and literacy efforts in the community.* • Percent of youth reporting improved school grades • Percent of Project LIFT parents reporting more time spent on reading and reading-related activities with their children Estimated FY 2002 Adopted FY 2003 Approved FY 2004 *The Outreach Services Division was transferred to the Public Services Division for Fiscal Years 2003 and 2004. The historical and adopted key measures of performance for this division appear within the Public Services Division. 102 LIBRARY Public Services (Continued) RESOURCE SUMMARY Position Resources Financial Resources Library Fund - General Fund Contribution Library Fund - Pima County Contribution Miscellaneous Non-Federal Grants Financial Resources Total Actual FY 2001 Adopted FY 2002 239.00 225.25 $ 6,033,553 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 230.25 238.00 253.00 $ 5,720,515 $ 5,730,080 $ 6,306,630 $ 6,714,990 4,737,748 6,220,515 6,230,080 6,806,630 7,214,980 414,993 500,000 500,000 500,000 500,000 $ 11,186,294 $ 12,441,030 $ 12,460,160 $ 13,613,260 $ 14,429,970 COLLECTION SERVICES MISSION STATEMENT: The Collection Services Division selects and purchases library materials to meet the needs of the community; catalogs and processes these materials to make them available to the public; works with Public Services Division staff to ensure that library collections are kept current and relevant to the needs of patrons; and processes interlibrary loans to borrow materials that are not available through the Library Department. Couriers daily move materials among all library locations making all materials available countywide. KEY MEASURES OF PERFORMANCE Key Outputs Obtain library materials for use by the community. • Number of new books and other materials delivered to branch libraries for public use • Number of titles ordered • Number of items borrowed from other libraries for customers Deliver library materials county wide. • Libraries served Key Outcomes Provide library materials that are current and relevant to the needs of our customers. • Percent of customers indicating satisfaction with the book and materials collections 285,000 300,000 300,000 261,000 259,000 19,000 2,900 20,000 2,900 20,000 2,900 22,000 2,900 25,000 2,900 22 22 22 22 23 85% 85% 85% 85% 85% 103 LIBRARY Collection Services (Continued) KEY MEASURES OF PERFORMANCE • Percent of titles that appear on the “Best Books” lists that were purchased for the system • Number of items of library materials distributed for use by the community (000s) • Number of unique titles available for library users Actual FY 2001 Adopted FY 2002 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 90% 90% 90% 90% 90% N/A 1,300 1,300 1,350 1,400 N/A 205,000 205,000 206,000 207,000 RESOURCE SUMMARY Position Resources Financial Resources Library Fund - General Fund Contribution Library Fund - Pima County Contribution Financial Resources Total 21.25 21.25 24.25 23.00 23.00 $ 2,122,567 $ 2,127,425 $ 2,135,520 $ 2,115,960 $ 2,085,930 2,122,568 2,127,425 2,135,520 2,115,960 2,085,930 $ 4,245,135 $ 4,254,850 $ 4,271,040 $ 4,231,920 $ 4,171,860 OUTREACH SERVICES* RESOURCE SUMMARY Position Resources Financial Resources Library Fund - General Fund Contribution Library Fund - Pima County Contribution Financial Resources Total 17.25 17.25 17.25 -0- -0- $ 393,598 $ 429,265 $ 429,750 $ -0- $ -0- 393,598 429,265 429,750 -0- -0- $ 787,196 $ 858,530 $ 859,500 $ -0- $ -0- *The Outreach Services Division was transferred to the Public Services Division for Fiscal Years 2003 and 2004. The historical and adopted key measures of performance for this division appear within the Public Services Division. 104 NEIGHBORHOOD RESOURCES* OPERATING: CAPITAL: TOTAL: POSITION TOTAL: FINANCING PLAN $ 2,374,770 5,600,000 $ 7,974,770 21.00 PROGRAM ALLOCATION Capital Improvements 70% Highway User Revenue Fund 22% General Fund 57% Neighborhood Resources 30% Community Development Block Grant 21% TEN YEAR STAFFING TRENDS Adopted Positions* 1996 1997 7.00 7.00 11.00 2002 5.00 11.00 2001 5.00 11.00 2000 5.00 1999 5.00 1995 5.00 1994 10.00 1998 15.00 5.00 1993 0.00 *Neighborhood Resources, previously Citizen and Neighborhood Services, was established as a department during Fiscal Year 2002. 105 106 NEIGHBORHOOD RESOURCES MISSION STATEMENT: To increase the capacity of neighborhoods to develop, improve, and solve problems by bringing city resources to their assistance and to identify other partners for neighborhoods to strengthen their support networks. OVERVIEW The Department of Neighborhood Resources (DNR) was established during Fiscal Year 2002 in response to the Mayor and Council’s identification of neighborhoods as one of the six focus areas of the City Strategic Plan. The department expands the focus and responsibilities of the former Citizen and Neighborhood Services unit of the City Manager. The purposes of the department are to bring focused attention to priority neighborhood needs through the coordinated delivery of city services, improved communication with neighborhood residents and associations, increased partnerships with citizens and community groups, and the support and continued development of city initiatives. The department will administer ongoing programs such as the Graffiti Abatement Program in Tucson (GAPIT), Back to Basics, Slum Abatement and Blight Enforcement Response (SABER), youth programs, and Neighborhood Enhancement Teams (NETeams). Various staff from the City Manager and the Community Services Department have been temporarily assigned to join Citizen and Neighborhood Services staff in the Department of Neighborhood Resources, pending a study that determines specific staffing requirements. SUPPORT FOR LIVABLE TUCSON GOALS Goal: Engaged Community and Responsive Government The Department of Neighborhood Resources effectively partners with citizens through city employees in NETeams who represent city departments and act as liaisons to identify and deliver services and information to neighborhoods. Goal: Caring, Healthy Families and Youth DNR administers youth employment programs throughout the year in collaboration with Pima County’s Community Services Department and private non-profit agencies. Youth employment and enrichment programs are coordinated through the ward offices and administered by Neighborhood Resources. Goal: People-Oriented Neighborhoods DNR provides registered neighborhoods with assistance such as newsletters, meeting notices, logistics, and equipment support for community events. The Back to Basics Program seeks to rehabilitate the city’s aging infrastructure and revitalize the social and economic dynamics of older neighborhoods. The SABER Program targets residential properties and focuses on code enforcement issues. Graffiti Abatement further enhances the quality of Tucson’s neighborhoods by rapid response to incidents of graffiti.. 107 NEIGHBORHOOD RESOURCES DEPARTMENT RESOURCES Actual FY 2001 Adopted FY 2002 PERMANENT Neighborhood Resources 11.00 11.00 Department Total 11.00 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 10.00 21.00 21.00 11.00 10.00 21.00 21.00 886,820 $ 846,790 $ 2,374,770 $ 2,642,710 873,785 1,791,624 886,820 10,243,000 846,790 5,901,840 2,374,770 5,600,000 2,642,710 5,600,000 $ 2,665,409 $ 11,129,820 $ 6,748,630 $ 7,974,770 $ 8,242,710 Personal Services Services Commodities Equipment Other Inter-Activity Transfers $ 593,775 102,849 147,804 29,357 -0-0- $ 626,250 108,470 152,400 8,700 (9,000) -0- $ 586,760 107,930 143,400 8,700 -0-0- $ 1,428,470 453,290 183,810 -0283,500 25,700 $ 1,482,640 452,510 183,810 -0280,350 243,400 Operating Total Capital Improvements 873,785 1,791,624 886,820 10,243,000 846,790 5,901,840 2,374,770 5,600,000 2,642,710 5,600,000 $ 2,665,409 $ 11,129,820 $ 6,748,630 $ 7,974,770 $ 8,242,710 $ 873,785 -0-0- $ 886,820 -0-0- $ 846,790 -0-0- $ 1,912,370 92,400 370,000 $ 2,180,310 92,400 370,000 $ 873,785 $ 886,820 $ 846,790 $ 2,374,770 $ 2,642,710 $ 1,791,624 -0-0-0- $ 5,250,000 3,718,000 1,275,000 -0- $ 2,877,630 2,247,820 255,000 521,390 $ 2,625,000 1,700,000 1,275,000 -0- $ 2,625,000 1,700,000 1,275,000 -0- Capital Funds Total $ 1,791,624 $ 10,243,000 $ 5,901,840 $ 5,600,000 $ 5,600,000 Department Total $ 2,665,409 $ 11,129,820 $ 6,748,630 $ 7,974,770 $ 8,242,710 POSITION SUMMARY FINANCIAL SUMMARY Neighborhood Resources Operating Total Capital Improvements Department Total $ 873,785 $ CHARACTER OF EXPENDITURES Department Total SOURCE OF FUNDS OPERATING FUNDS General Fund Highway User Revenue Fund Community Development Block Grant Operating Funds Total CAPITAL FUNDS General Fund Highway User Revenue Fund Community Development Block Grant 1973 General Obligation Bonds 108 NEIGHBORHOOD RESOURCES SIGNIFICANT CHANGES: Fiscal Year 2003 The adopted operating budget for Fiscal Year 2003 of $2,374,770 reflects an increase of $1,487,950 from the Fiscal Year 2002 Adopted Budget. Staffing changes reflect the Fiscal Year 2002 transition to a department-level entity by the addition of two upper-management positions offset by eliminating three management interns. In addition, 11 staff from other departments were added to provide integrated neighborhood service delivery as set forth in the City Strategic Plan. Due to a realignment of responsibilities, the following functions were transferred into the department from other areas: ♦ Neighborhood youth employment funds of $283,500 from the City Manager’s Youth and Family Services funds. ♦ Graffiti Abatement Program funds of $220,000 from the Department of Transportation. ♦ Code enforcement funds of $547,560 and eight full-time equivalent (FTE) positions from the Development Services Department. ♦ Slum Abatement and Blight Enforcement Response (SABER) funds of $370,000 from Non-Departmental and three SABER-funded FTEs from the Development Services Department. The capital budget is decreased by $4,643,000 for a Fiscal Year 2003 budget of $5,600,000 to reflect completion of Back to Basics projects that had been ongoing from prior fiscal years. Fiscal Year 2004 The operating budget for Fiscal Year 2004 of $2,642,710 includes an increase of $267,940 from Fiscal Year 2003. Carryforward of $217,700 of SABER funds from Fiscal Year 2002 has been included. The capital budget stays the same for a Fiscal Year 2004 budget of $5,600,000. KEY MEASURES OF PERFORMANCE Key Outputs Distribute neighborhood newsletters. • Number of newsletters mailed Monitor Back to Basics projects for timeliness, budget status, and legal compliance. • Number of neighborhoods with active projects Provide education and orientation sessions regarding Neighborhood Resources and the Neighborhood Enhancement Teams (NETeams) to neighborhoods, Mayor and Council, city departments, the media, community organizations, and businesses. • Number of sessions Actual FY 2001 Adopted FY 2002 260 280 260 280 300 12 19 13 13 13 144 160 150 200 200 109 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 NEIGHBORHOOD RESOURCES KEY MEASURES OF PERFORMANCE Actual FY 2001 Adopted FY 2002 N/A N/A 1,280 1,400 1,500 130 175 20 30 40 Address the needs of Citizen Participation Advisory Committee (CPAC) meetings. • Number of CPAC meetings 12 12 2 18 12 Correct slum properties through the SABER Program. • Number of properties abated 2 N/A 19 30 40 Correct graffiti through prompt response. • Number of properties abated N/A N/A 33,700 35,000 36,000 12 12 11 10 10 145 165 160 170 180 14 12 13 14 14 Coordinate service delivery to neighborhoods through DNR staff. • Number of service requests processed Train city staff on the NETeam service delivery concept for the benefit of neighborhoods. • Number of NETeam members trained Key Outcomes Register neighborhood associations. • Number of new neighborhoods registered • Number of registered neighborhoods Monitor completion of Back to Basics projects for timeliness, legal compliance, budget status, and adherence to neighborhood plans. • Mayor’s and ward offices’ completed projects* *The adopted Fiscal Year 2002 amount has been corrected. 110 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 PARKS AND RECREATION OPERATING: CAPITAL: TOTAL: POSITION TOTAL: $ 39,445,840 26,361,100 $ 65,806,940 665.00 ADMINISTRATION OFFICES CENTRAL DISTRICT* EAST DISTRICT SOUTHWEST DISTRICT ZOO DIVISION NORTHWEST DISTRICT* PROGRAM ALLOCATION FINANCING PLAN General Fund 51% Capital Improvements 40% Administration Offices 4% General Fund Fees and Charges 7% Central District 13% Other** 3% Parks and Recreation Grants 2% Zoo Division 3% Capital Agreements Fund 2% 1994 & 2000 General Obligation Bonds 27% Pima County Bonds 10% Southwest District 12% Northwest District 15% East District 11% **Includes General Fund - Parks Foundation (<1%), General Fund Restricted (<1%), Miscellaneous Non-Federal Grants (2%), and Miscellaneous Federal Grants (1%). TEN YEAR STAFFING TRENDS Adopted Positions 800.00 720.25 718.75 685.75 700.00 677.50 1996 600.00 577.00 1995 631.50 580.00 596.00 508.75 500.00 453.00 2002 2001 2000 1999 1998 1997 1994 1993 400.00 *The Central District will be combined with the Northwest District for Fiscal Years 2003 and 2004. Since the final configuration has not been developed, all functions, except district administration, are still shown separately. 111 PARKS AND RECREATION DISTRICT MAP C = Central District E = East District NW = Northwest District SW = Southwest District NW C E SW 112 PARKS AND RECREATION MISSION STATEMENT: To provide a variety of parks, recreation facilities, and program experiences equitably throughout the community. Programs will be developed and maintained to the highest quality, ensuring a safe environment with exceptional service while developing a lifetime customer. Services will demonstrate a positive economic investment through partnerships with other service providers, both public and private, ensuring a high quality of life for Tucsonans. OVERVIEW The Parks and Recreation Department has oriented its entire operation to get closer to Tucsonans by providing quality services and facilities. The department’s emphasis is to strengthen our youth enrichment programs by combining our services with other departments. Community involvement and neighborhood assistance is a priority. We are preparing our system for the future with a progressive and challenging strategic service plan. Included within the Parks and Recreation Department are Administration Offices, the Southwest and East Districts, a combined Northwest and Central District; and the Zoo Division. The final organization of the merged Northwest and Central District is under development. DEPARTMENT HIGHLIGHTS The Parks and Recreation Department works cooperatively with other departments on various programs as follows: • Gang Resistance Education and Training Program (GREAT) with the Tucson Police Department; • Summer Reading and Infotech Literacy Programs as well as the after-school Homework Help program with the Tucson Public Library; • Daycare facilities at our centers which serve neighborhood working parents and are funded by Community Development Block Grants through the Community Services Department; and • Adopt-A-School, Safe Kids, and the Fourth of July Tour for Tucson’s Children with the Tucson Fire Department. The department works diligently to increase voluntary employee participation through the Neighborhood Enhancement Teams (NETeams). The goal is to help neighborhoods with neighborhood clean-ups, housing repairs, and community events. In Fiscal Year 2001, NETeams expanded department participation, adopted a house through the Christmas In April house repair program, adopted a street to conduct periodic clean-ups, and sponsored a booth at the Reid Park Zoo Halloween Festival. The department has also assisted in six community clean-ups. The department involved Tucsonans in a strategic service planning process. The community and neighborhood leadership and staff have developed the department’s direction through the year 2010: “A Proud History–A Future Without Limits!” The department partnerships with non-profit agencies that advocate and conduct fund raising for the department. In Fiscal Year 2001, the Tucson Parks Foundation awarded $123,000 in grants for recreation programming and park improvements, and the Tucson Zoological Society raised $120,000 for Reid Park Zoo. We will continue to leverage our system resources to benefit Tucsonans. SUPPORT FOR LIVABLE TUCSON GOALS Goal: Abundant Urban Green Space and Recreation Areas The Parks and Recreation Department provides numerous and varied leisure time opportunities throughout the city. Facilities and programs, both indoor and outdoor, are designed to serve all people--from the very young through the most mature, from people with disabilities to the most physically active--spanning many social, cultural, and special interests. The department provides 127 parks, 104 playgrounds, 195 playing fields, and 3,094 acres of parkland. 113 PARKS AND RECREATION Support for Livable Tucson Goals (Continued) Goal: Clean Air and Quality Water The Parks and Recreation Department contributes to clean air by maintaining some 22,000 trees on public properties. Department efforts include effective water management, oversight of discharged wastewater, and the predominant use of reclaimed water in the irrigation of turf and landscaping that conserves, protects, and recharges the local aquifer. Goal: People Oriented Neighborhoods The Parks and Recreation Department provides indoor and outdoor facilities and programs throughout the city which accommodate thousands of Tucsonans of all ages, income, and ability. Recreation and neighborhood centers, school sites, pools, parks, and sports fields provide citizens venues to meet and the opportunity to interact with their neighbors. Core service programs such as KIDCO, senior clubs, adult athletic leagues, life-long learning classes, concerts, and special events benefit people in building self-pride and feeling good about themselves, their neighborhoods, and the community. Goal: Caring, Healthy Families and Youth The Parks and Recreation Department offers multiple opportunities for families to have fun, relax, and participate in activities at recreation and neighborhood centers, parks, schools, golf courses, and the Reid Park Zoo. Several programs encourage parent participation in advisory groups as well as activities. The department also participates in the city’s Youth Policy Team, together with the Library, Police, Fire, Community Services, and Neighborhood Resources Departments. Goal: Excellent Public Education The Parks and Recreation Department, through partnerships with the public libraries, local schools, and colleges, promotes public education in our community for all generations by offering programs designed to both educate and enhance learning skills. Parks and Recreation Department facilities are used for middle school intergenerational credit classes, high school credit courses given in conjunction with a downtown youth jobs program, community college course work in programming for youth development, a degree program offered in recreation studies, and free zoo admission for over 30,000 children each year who are provided the opportunity to learn the value of animal wildlife and our responsibility to be conservators of this resource. Other programs such as SeniorNET encourage lifelong learning opportunities for senior participants. Goal: Protected Natural Desert Environment The department supports special preservation efforts such as the Lincoln Park Riparian Habitat Project, and the Case and North-Central District parks. These natural settings will be sustained through careful attention to planning and development. In conjunction with the Tucson Water Department, the Parks and Recreation Department also maintains the grounds of the 60-acre Sweetwater Wetlands site, which provides a riparian habitat in the city. 114 PARKS AND RECREATION Support for Livable Tucson Goals (Continued) Goal: Engaged Community and Responsive Government The department provides space and assistance to community groups who wish to meet for a variety of decision-making discussions and group interchanges. Neighborhood and recreation centers specifically nurture this environment. Numerous citizen advisory groups, steering committees, parent advisory boards for center and after-school sites, senior clubs, an adaptive advisory board specifically for issues regarding people with disabilities, and a teen center downtown participate in decision-making and advisement activities. Year-round volunteer programs within the four districts and the zoo educate individuals to invest in the community and environment. DEPARTMENT RESOURCES Actual FY 2001 Adopted FY 2002 PERMANENT Administration Offices Central District* Southwest District Northwest District* East District Zoo Division Parks and Recreation Grants 27.00 86.75 86.50 90.50 84.00 25.50 3.00 28.00 79.75 90.50 97.50 84.00 25.50 4.00 Permanent Total 403.25 NON-PERMANENT Central District* Southwest District Northwest District* East District Zoo Division Parks and Recreation Grants Estimated FY 2002 Adopted FY 2003 Approved FY 2004 28.00 79.75 91.50 96.50 84.00 25.50 3.00 27.00 76.75 92.50 89.50 84.00 25.50 5.25 27.00 76.75 92.50 89.50 84.00 25.50 5.25 409.25 408.25 400.50 400.50 64.00 39.50 114.75 36.50 11.50 39.25 61.50 29.00 101.25 38.75 2.50 35.25 61.50 32.00 100.25 36.75 2.50 34.00 62.25 32.00 95.00 36.75 2.50 36.00 62.25 32.00 95.00 36.75 2.50 36.00 Non-Permanent Total 305.50 268.25 267.00 264.50 264.50 Department Total 708.75 677.50 675.25 665.00 665.00 POSITION SUMMARY *The Central District will be combined with the Northwest District for Fiscal Years 2003 and 2004. Since the final configuration has not been developed, all functions, except district administration, are still shown separately. 115 PARKS AND RECREATION Department Resources (Continued) Actual FY 2001 Adopted FY 2002 $ 2,268,303 8,123,162 7,102,869 9,610,390 6,341,104 2,113,422 644,670 $ 1,769,310 8,110,380 7,748,800 10,394,100 7,528,710 1,973,700 1,640,620 36,203,920 2,489,770 $ 38,693,690 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 $ 1,739,310 7,969,590 7,402,210 9,433,420 6,932,630 1,980,700 1,343,740 $ 2,480,900 8,118,850 8,075,540 9,882,710 7,459,220 1,998,630 1,429,990 $ 2,379,730 8,301,890 8,342,890 10,192,190 7,954,960 2,020,980 1,448,510 39,165,620 19,731,200 36,801,600 5,146,400 39,445,840 26,361,100 40,641,150 14,862,000 $ 58,896,820 $ 41,948,000 $ 65,806,940 $ 55,503,150 FINANCIAL SUMMARY Administration Offices Central District* Southwest District Northwest District* East District Zoo Division Parks and Recreation Grants Operating Total Capital Improvements Department Total CHARACTER OF EXPENDITURES Personal Services Services Commodities Equipment Debt Service Other Inter-Activity Transfers Operating Total Capital Improvements Department Total $ 20,317,076 $ 21,598,920 12,444,587 13,986,770 2,994,002 3,592,680 556,994 542,480 5,123 -0-0(356,000) (113,862) (199,230) $ 21,344,820 $ 22,907,870 12,183,110 12,775,200 3,118,080 3,894,360 354,820 284,640 -0-0-0-0(199,230) (416,230) $ 23,931,190 12,879,800 4,004,750 241,640 -0-0(416,230) 36,203,920 2,489,770 39,165,620 19,731,200 36,801,600 5,146,400 39,445,840 26,361,100 40,641,150 14,862,000 $ 38,693,690 $ 58,896,820 $ 41,948,000 $ 65,806,940 $ 55,503,150 $ 32,706,100 2,853,350 -045,560 47,770 551,140 $ 34,235,160 3,289,840 190,520 121,320 379,510 949,270 $ 32,432,710 3,025,150 190,520 123,310 379,790 650,120 $ 33,686,140 4,329,710 188,090 202,230 375,430 664,240 $ 33,505,190 5,687,450 191,830 202,710 382,420 671,550 $ 36,203,920 $ 39,165,620 $ 36,801,600 $ 39,445,840 $ 40,641,150 SOURCE OF FUNDS OPERATING FUNDS General Fund General Fund - Fees and Charges General Fund - Parks Foundation General Fund - Restricted Miscellaneous Non-Federal Grants Miscellaneous Federal Grants Operating Funds Total *The Central District will be combined with the Northwest District for Fiscal Years 2003 and 2004. Since the final configuration has not been developed, all functions, except district administration, are still shown separately. 116 PARKS AND RECREATION Department Resources (Continued) Actual FY 2001 Adopted FY 2002 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 Source of Funds (Continued) CAPITAL FUNDS General Fund General Fund - Parks Foundation Miscellaneous Non-Federal Grants Capital Agreements Fund Pima County Bonds 1994 General Obligation Bonds 2000 General Obligation Bonds $ 36,830 -0467,530 -01,144,640 459,100 381,670 $ -090,000 700,000 -07,455,200 100,000 11,386,000 $ -0-0235,000 150,000 2,115,600 2,800 2,643,000 $ -0-0700,000 1,000,000 6,648,500 97,200 17,915,400 $ -0-0700,000 800,000 4,014,000 -09,348,000 Capital Funds Total $ 2,489,770 $ 19,731,200 $ 5,146,400 $ 26,361,100 $ 14,862,000 Department Total $ 38,693,690 $ 58,896,820 $ 41,948,000 $ 65,806,940 $ 55,503,150 SIGNIFICANT CHANGES: Fiscal Year 2003 The adopted operating budget for Fiscal Year 2003 of $39,445,840 reflects an increase of $280,220 from the Fiscal Year 2002 Adopted Budget including a net reduction of 12.5 positions. Fees are increased in Fiscal Year 2003 after three years with no changes to the fee structure. The significant changes to expenditures are as follows: ♦ Continuing improvements to the operation of aquatic programs are projected to save $100,000, including the reduction of 5.25 non-permanent positions. ♦ The cost of maintaining parks and recreation facilities will be reduced through better management, deferring projects, and reducing two maintenance positions. ♦ The maintenance requirements of the Performing Arts Center continue to be evaluated, resulting in a reduction to operating costs. ♦ The Central District will be merged with the Northwest District, saving $270,000 and eliminating seven administrative positions. ♦ Reduction in leisure classes with low attendance, resulting in the elimination of one position. ♦ New grant funds, completion of park facility improvements, and elimination of an intern will result in a net increase of 2.75 positions. Funding for annual merit and pay adjustments is included as well as increases in pension and medical insurance rates. The capital budget includes additional funding of $6,629,900 for a total Fiscal Year 2003 budget of $26,361,100, primarily from city bond funds. 117 PARKS AND RECREATION Significant Changes (Continued) Fiscal Year 2004 The operating budget for Fiscal Year 2004 of $40,641,150 includes an increase of $1,195,310 from Fiscal Year 2003. Revenues are projected to increase over Fiscal Year 2003. Opening of Freedom Park Center, North Central Natural Resource Park, Santa Rosa Center, and other parks and recreational facilities in Fiscal Year 2003 or Fiscal Year 2004 will require $452,000 a year to staff and maintain. The capital budget is decreased $11,499,100 for a Fiscal Year 2004 budget of $14,862,000 based on completion of city and county bond funded projects. ADMINISTRATION OFFICES MISSION STATEMENT: The Administration Offices Division provides direction and sets policy for four districts, the zoo, and city golf courses, and develops and manages the operating and capital budgets for the department. The division provides administrative and clerical support so that district staff can operate in a manner that promotes efficient and effective operations and ensures that customers are provided excellent service and facilities throughout the districts. The division directs planning and development activities for the department. KEY MEASURES OF PERFORMANCE Key Outputs Provide support and assistance to Mayor and Council appointed citizen committees that advise the governing body. • Tucson Parks and Recreation Commission meetings • Tucson Greens Committee meetings • Tucson Rodeo Grounds/Parade Citizens Oversight Committee meetings • Landscape Advisory Committee meetings • Off-Leash Dog Area Task Force meetings Assist City Manager with citywide issues by serving on various directors committees. Enhance communication by meeting with city departments to improve current service. • Number of meetings Actual FY 2001 Adopted FY 2002 10 9 9 9 9 12 1 12 2 12 2 12 2 12 2 12 1 12 2 12 1 12 1 12 1 N/A 6 6 6 6 N/A 6 6 6 6 118 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 PARKS AND RECREATION Administration Offices (Continued) KEY MESURES OF PERFORMANCE Attend neighborhood association and citizen committee meetings to better understand community needs and involvement in our park system. Key Outcomes Obtain overall service satisfaction rating of “very good” or “excellent” from surveyed customers. Actual FY 2001 Adopted FY 2002 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 N/A 36 24 24 24 95% 95% 95% 95% 95% RESOURCE SUMMARY Position Resources Financial Resources General Fund 27.00 28.00 28.00 27.00 27.00 $ 2,268,303 $ 1,769,310 $ 1,739,310 $ 2,480,900 $ 2,379,730 CENTRAL DISTRICT* MISSION STATEMENT: The Central District ensures that customers are provided with excellent service and facilities. The district provides friendly and fun programs, well-maintained, safe, and environmentally-conscious facilities and sites including picnic areas, playgrounds, and athletic facilities. The facilities serve recreational and social needs and ensure fulfilling lifestyles for children, families, adults, seniors, and people with disabilities. Included within the Central District responsibilities are Hi Corbett Field, Reid Park, leisure classes and registration, event and theatre services, sports administration, therapeutics, Randolph Center, the Randolph Tennis Center, and the department’s volunteer program. KEY MEASURES OF PERFORMANCE Key Outputs Provide and operate facilities for various programs. • Regional Centers • Adult sports leagues • Programs for individuals with disabilities N/A 80 122 N/A 92 93 1 92 124 1 80 111 1 80 111 *The Central District will be combined with the Northwest District for Fiscal Years 2003 and 2004. Since the final configuration has not been developed, all functions, except district administration, are still shown separately. 119 PARKS AND RECREATION Central District (Continued) KEY MEASURES OF PERFORMANCE Actual FY 2001 Adopted FY 2002 1 3 3 2 25 15 6 N/A N/A 1 3 1 1 25 18 4 N/A N/A 1 3 1 1 25 15 6 1 1 1 3 1 1 25 15 6 1 1 1 3 1 1 25 15 6 1 1 11,250 11,250 11,250 11,250 11,250 94 88 88 88 88 29,360 6,256 31,000 5,000 29,000 5,000 29,000 6,000 29,000 6,000 25 9 10 6 10 6 20 9 20 9 94,500 94,500 94,500 94,500 94,500 • Number of participants 8,850 9,700 8,900 8,900 8,900 Enhance communication with other agencies utilizing Parks and Recreation facilities through joint meetings. N/A 25 25 25 25 Promote youth, adult, senior, and family development through continuing safety inspections and maintenance of city sports fields, courts, and fixtures. • Biking/jogging paths ◊ Number of paths ◊ Total paved miles • Little League fields • Soccer fields • Tennis courts • Ramadas • Playgrounds • Pools • Indoor Gym Book reservations for park facilities. Sponsor concerts and theater performances at no cost to the public. Register participants in leisure classes held in the area of gymnastics/motor development, sports fitness, cultural arts, and other physical activities. • Number of participants registered • Number of KIDCO participants registered Ensure turf maintenance, forestry, and preservation efforts are environmentally friendly. • Number of trees planted • Number of aged or damaged trees removed • Gallons of reclaimed water used for irrigation (000s) Estimated FY 2002 Adopted FY 2003 Approved FY 2004 Provide adults with sports leagues. 120 PARKS AND RECREATION Central District (Continued) KEY MEASURES OF PERFORMANCE Actual FY 2001 Adopted FY 2002 100% 90% 90% 90% 90% 90% 90% 90% 90% 90% 32,500 32,500 32,500 32,500 32,500 26,905 35,000 35,000 32,000 32,000 Maintain a rating of good or better on providing core district services to other districts and departments. 80% 90% 90% 90% 90% Enhance community awareness and involvement by attending neighborhood and community meetings. N/A 20 20 12 12 Key Outcomes Percentage of park patrons rating park facilities “satisfactory” or better. Maintain a maintenance rating of “good” or better as rated through user surveys for the district’s athletic fields. Conserve water in parks. • Gallons of allowable water (as determined by state regulation) saved through conservation (000s) Provide community volunteers on a yearround basis to assist staff in providing services. • Number of hours provided Estimated FY 2002 Adopted FY 2003 Approved FY 2004 RESOURCE SUMMARY Position Resources Financial Resources General Fund General Fund - Fees and Charges Financial Resources Total 150.75 141.25 141.25 139.00 139.00 $ 6,713,792 1,409,370 $ 6,389,830 1,720,550 $ 6,374,340 1,595,250 $ 5,908,630 2,210,220 $ 5,455,810 2,846,080 $ 8,123,162 $ 8,110,380 $ 7,969,590 $ 8,118,850 $ 8,301,890 121 PARKS AND RECREATION SOUTHWEST DISTRICT MISSION STATEMENT: The Southwest District ensures that customers are provided with excellent service, provides friendly and fun programs, and well-maintained, safe, and environmentally-conscious facilities and sites. The district also provides picnic areas, playgrounds, and athletic facilities serving the recreational and social needs that ensure fulfilling lifestyles for children, families, adults, seniors, and people with disabilities. Southwest District highlights includes the El Pueblo Regional Center, the Tucson Rodeo Grounds, the Kennedy Park Fiesta Area, coordination of civic events, and Senior Olympic administration. KEY MEASURES OF PERFORMANCE Actual FY 2001 Adopted FY 2002 Key Outputs Provide and operate facilities for various programs. • Recreation centers • Neighborhood centers • Regional centers • Parks 2 2 1 27 2 2 1 27 2 2 1 27 2 2 1 27 2 2 1 27 Provide age-appropriate activities to increase socialization skills, wellness habits, arts education, and environmental education. • KIDCO sites – school year • KIDCO sites – summer • Programs for individuals with disabilities • Programs for senior citizens 15 19 9 5 15 19 9 5 15 19 9 5 15 15 9 5 15 15 9 5 Provide free American Red Cross swim classes during the summer. • Number of classes 210 180 180 200 200 4 4 4 4 4 7 6.1 8 32 12 6 6.1 8 34 12 7 6.1 8 32 12 7 6.1 8 32 12 7 6.1 8 32 12 10 13 10 5 11 13 10 5 12 13 10 5 12 13 10 5 12 13 10 5 Promote youth, adult, senior, and family development through continuing safety inspections of city sports fields, courts, and fixtures. • Baseball fields • Biking/jogging paths ◊ Number of paths ◊ Total paved miles • Football fields • Little League fields • Multi-purpose courts (basketball/ volleyball) • Soccer fields • Softball fields • Tennis courts • Volleyball courts 122 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 PARKS AND RECREATION Southwest District (Continued) KEY MEASURES OF PERFORMANCE Actual FY 2001 Adopted FY 2002 20 24 6 22 26 6 22 26 6 22 26 6 22 26 6 11,250 11,250 11,250 11,250 11,250 149 175 160 160 160 65 70 75 50 75 60 75 60 75 60 3,130 2,500 2,260 2,260 2,260 95% 95% 95% 95% 95% Refurbish playgrounds with new fallzones, apparatus, and delineations for safety for a safe and user-friendly park environment. • Number of playground refurbishments 2 2 2 2 2 Resurface multi-use/tennis court surfaces. 3 2 2 2 2 87,000 87,000 87,000 87,000 87,000 Enhance community awareness and involvement by attending neighborhood and community meetings. 28 16 24 24 24 Enhance communication with other agencies utilizing Parks and Recreation facilities through joint meetings. 4 4 6 6 6 • Ramadas • Playgrounds • Swimming Pools Book reservations for park facilities. Provide civic event support to nonprofit, educational, and other local organizations by providing bleachers, staging, and booths. • Number of events supported Ensure turf maintenance, forestry, and preservation efforts are environmentally friendly. • Number of trees planted • Number of aged or damaged trees removed Register youth for sports fitness, visual/ performing arts, and environmental education through KIDCO programs. Key Outcomes Percentage of park patrons rating parks facilities “satisfactory” or better. Conserve water in parks. • Gallons of allowable water (as determined by state regulation) saved through conservation (000s) 123 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 PARKS AND RECREATION Southwest District (Continued) RESOURCE SUMMARY Position Resources Financial Resources General Fund General Fund - Fees and Charges Financial Resources Total Actual FY 2001 Adopted FY 2002 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 126.00 119.50 123.50 124.50 124.50 $ 6,838,419 264,450 $ 7,451,050 297,750 $ 7,125,960 276,250 $ 7,692,930 382,610 $ 7,851,140 491,750 $ 7,102,869 $ 7,748,800 $ 7,402,210 $ 8,075,540 $ 8,342,890 NORTHWEST DISTRICT* MISSION STATEMENT: The Northwest District ensures that customers are provided with excellent service, provides friendly and fun programs, and well-maintained, safe, and environmentally-conscious facilities and sites. The district also provides picnic areas, playgrounds, and athletic facilities to serve the recreational and social needs that ensure fulfilling lifestyles for children, families, adults, seniors, and people with disabilities. Northwest District highlights include Aquatics Program Administration, Northwest Center, Catalina High Magnet School Park, Armory Senior Citizen Center, Pascua Neighborhood Center, Downtown, Blenman Park/School, Birdman Center, and El Rio Neighborhood Center. KEY MEASURES OF PERFORMANCE Key Outputs Provide and operate facilities for various programs. • Recreation centers • Neighborhood centers • Senior center • Parks and Special Areas • YMCA • Boys/Girls Club 3 3 1 45 N/A N/A 3 3 1 33 N/A N/A 3 3 1 45 2 1 3 3 1 46 2 1 3 3 1 46 2 1 Provide age-appropriate activities to increase socialization skills, wellness habits, arts education, and environmental education. • KIDCO sites – school year • KIDCO sites – summer • Programs for individuals with disabilities 10 13 29 9 10 29 9 10 29 9 10 29 9 10 29 *The Central District will be combined with the Northwest District for Fiscal Years 2003 and 2004. Since the final configuration has not been developed, all functions, except district administration, are still shown separately. 124 PARKS AND RECREATION Northwest District (Continued) KEY MEASURES OF PERFORMANCE Provide free American Red Cross swim classes during the summer session. • Number of classes Promote youth, adult, senior, and family development through continuing safety inspections of city sports fields, courts, and fixtures. • Baseball fields • Biking/jogging paths ◊ Number of paths ◊ Total paved miles • Football fields • Little League fields • Multi-purpose courts (basketball/ volleyball) • Rugby fields • Soccer fields • Softball fields • Tennis courts • Volleyball courts • Ramadas • Playgrounds • Pools Book reservations at park facilities. Ensure turf maintenance, forestry, and preservation efforts are environmentally friendly. • Number of trees planted • Number of aged or damaged trees removed • Gallons of reclaimed water used for irrigation (000s) Register youth for sports fitness, visual/performing arts, and environmental education through KIDCO programs. Key Outcomes Percentage of park patrons rating park facilities “satisfactory” or better. Actual FY 2001 Adopted FY 2002 959 937 937 950 965 7 7 7 7 7 6 6.3 4 20 8 6 6.3 4 20 7 6 6.3 4 20 8 6 6.3 4 20 8 6 6.3 4 20 8 1 14 12 13 6 40 41 10 1 15 12 13 6 40 43 10 1 15 12 13 6 42 45 10 1 15 12 13 6 42 45 10 1 15 12 13 6 42 45 10 11,250 11,250 11,250 11,250 11,250 40 175 190 50 50 100 50 100 50 100 75,000 76,000 76,000 76,000 76,000 1,740 1,525 1,525 1,525 1,525 95% 95% 95% 95% 95% 125 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 PARKS AND RECREATION Northwest District (Continued) KEY MEASURES OF PERFORMANCE Actual FY 2001 Adopted FY 2002 N/A 90% 90% 90% 90% Provide registered senior club members with socialization, technology training, fitness, and leisure class opportunities. • Number of registered members 7,000 N/A 7,000 7,000 7,000 Enhance water safety and swimming skills in children. • Number of participants 27,645 28,610 28,610 30,000 30,000 • Gallons of allowable water (as deter- 82,000 83,000 83,000 83,000 83,000 Enhance community awareness and involvement by attending neighborhood and community meetings. 150 125 150 150 150 Enhance communication with other agencies utilizing Parks and Recreation facilities through joint meetings. 50 75 75 75 75 Maintain a maintenance rating of “good” or better for the district’s athletic fields as rated through user surveys. Estimated FY 2002 Adopted FY 2003 Approved FY 2004 Conserve water in parks. mined by state regulation) saved through conservation (000s) RESOURCE SUMMARY Position Resources Financial Resources General Fund General Fund - Fees and Charges Financial Resources Total 205.25 198.75 196.75 184.50 184.50 $ 9,461,730 148,660 $ 10,125,550 268,550 $ 9,254,420 179,000 $ 9,537,440 345,270 $ 9,748,540 443,650 $ 9,610,390 $ 10,394,100 $ 9,433,420 $ 9,882,710 $ 10,192,190 126 PARKS AND RECREATION EAST DISTRICT MISSION STATEMENT: The East District ensures that customers are provided with excellent service; provides friendly and fun programs; and well-maintained, safe, and environmentally-conscious facilities and sites. The district also provides picnic areas, playgrounds, and athletic facilities, serving the recreational and social needs that ensure fulfilling lifestyles for children, families, adults, seniors, and people with disabilities. East District highlights include Udall, Ft. Lowell, and Lincoln Regional Parks; Udall and Clements Regional Recreation Centers; and the Golf Links Sports Complex. KEY MEASURES OF PERFORMANCE Key Outputs Provide and operate facilities for various programs. • Regional centers • Neighborhood centers • Parks Provide citywide, age-appropriate activities to increase socialization skills, wellness habits, arts education, and environmental education. • KIDCO sites – school year • KIDCO sites – summer • MIDCO sites – school year • MIDCO sites – summer for individuals with • Programs disabilities • GREAT sites Provide free American Red Cross swim classes during the summer session. • Number of classes Promote youth, adult, senior, and family development through continuing safety inspections and maintenance of city sports fields, courts, and fixtures. • Baseball fields • Biking/jogging paths ◊ Number of paths ◊ Total paved miles • Little League fields • Multi-purpose courts (basketball/ volleyball) • Soccer fields • Softball fields • Tennis courts Actual FY 2001 Adopted FY 2002 3 N/A 31 3 1 31 2 -031 2 1 31 2 1 31 9 13 2 4 13 10 15 5 8 13 10 14 3 3 13 10 14 3 3 13 10 14 3 3 13 3 3 3 3 3 390 390 390 390 390 5 5 5 5 5 8 3.6 32 19 8 11.6 36 14 8 3.6 32 19 8 3.6 32 19 8 3.6 32 19 25 13 17 27 19 16 25 13 17 25 13 17 25 13 17 127 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 PARKS AND RECREATION East District (Continued) KEY MEASURES OF PERFORMANCE • • • • Volleyball courts Ramadas Playgrounds Pools Book reservations at park facilities. Ensure turf maintenance, forestry, and preservation efforts are environmentally friendly. • Number of trees planted • Number of aged or damaged trees removed • Gallons of reclaimed water used for irrigation (000s) Register youth for sports fitness, visual/performing arts, and environmental education through programs. • KIDCO sites – school year • KIDCO sites – summer • MIDCO sites – school year • MIDCO sites – summer • GREAT sites – summer • Regional Center Camps – summer Key Outcomes Percentage of park patrons rating park facilities “satisfactory” or better. Maintain a maintenance rating of “good” or better for the district’s athletic fields as rated through user surveys. Enhance water safety and swimming skills in children. • Number of participants Conserve water in parks. • Gallons of allowable water (as determined by state regulation) saved through conservation (000s) Actual FY 2001 Adopted FY 2002 6 40 36 9 7 40 34 9 6 40 36 8 6 40 36 8 6 40 36 8 11,250 11,250 11,250 11,250 11,250 99 105 9 114 9 114 9 114 9 114 152,750 152,750 152,750 152,750 152,750 1,127 1,440 120 65 225 540 1,095 1,555 360 140 240 515 1,227 1,540 145 135 225 440 1,227 1,540 145 135 225 440 1,227 1,540 145 135 225 440 95% 95% 95% 95% 95% 90% 90% 90% 90% 90% 1,220 3,700 3,700 3,700 4,200 114,000 113,500 113,500 113,500 113,500 128 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 PARKS AND RECREATION East District (Continued) KEY MEASURES OF PERFORMANCE Actual FY 2001 Adopted FY 2002 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 Enhance community awareness and involvement by attending neighborhood and community meetings. N/A 16 16 16 16 Enhance communication with other agencies utilizing Parks and Recreation facilities through joint meetings. 10 10 12 15 15 RESOURCE SUMMARY Position Resources Financial Resources General Fund General Fund - Fees and Charges Financial Resources Total 120.50 122.75 120.75 120.75 120.75 $ 6,079,464 261,640 $ 7,260,460 268,250 $ 6,674,380 258,250 $ 7,114,320 344,900 $ 7,511,360 443,600 $ 6,341,104 $ 7,528,710 $ 6,932,630 $ 7,459,220 $ 7,954,960 ZOO DIVISION MISSION STATEMENT: Reid Park Zoo provides a healthy learning environment for the exhibition of a cosmopolitan collection of animals; encourages human commitment to the conservation of biological diversity at home and throughout the world; provides an entertaining outdoor learning environment for all ages; and provides enriching environments for its captive animal population. KEY MEASURES OF PERFORMANCE Key Outputs Attract visitors to Reid Park Zoo. • Total number of visitors • Children admitted free in school groups • Special event attendance 442,008 32,876 35,360 400,000 32,000 20,000 410,000 30,000 20,000 410,000 30,000 20,000 410,000 30,000 20,000 560 167 14 475 169 25 560 169 18 560 169 18 560 169 18 naturalistic 36 36 36 36 36 Maintain walkways, public areas, and animal facilities in an aesthetically pleasing and safe condition. • Number of acres 17 17 17 17 17 Provide quality animal care. • Total number of animals • Total number of species • Total number of endangered species Maintain manner. exhibits in a 129 PARKS AND RECREATION Zoo Division (Continued) KEY MEASURES OF PERFORMANCE Offer special events to attract visitors. Participate in the national Species Survival Plans Program to protect and increase awareness of endangered species (number of programs). Key Outcomes Provide proper care to newborn animals. • Collection mortality rate Achieve a positive rating from zoo visitors. • Percent of visitors rating their visit as “satisfactory” or better Provide opportunities for citizen involvement at the zoo through the Zoo Docent Program. • Number of volunteer hours Actual FY 2001 Adopted FY 2002 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 9 6 6 6 6 15 15 15 15 15 3% 3% 3% 3% 3% 96% 95% 96% 96% 96% 11,000 10,000 11,000 11,000 11,000 RESOURCE SUMMARY Position Resources Financial Resources General Fund General Fund - Fees and Charges Financial Resources Total 37.00 28.00 28.00 28.00 28.00 $ 1,344,192 769,230 $ 1,238,960 734,740 $ 1,264,300 716,400 $ 951,920 1,046,710 $ 558,610 1,462,370 $ 2,113,422 $ 1,973,700 $ 1,980,700 $ 1,998,630 $ 2,020,980 130 PARKS AND RECREATION PARKS AND RECREATION GRANTS MISSION STATEMENT: The Parks and Recreation Grants Unit seeks federal, state, and local grant funding for the provision of recreational opportunities and community support services. Emphasis is placed on leveraging existing city resources to enhance funding for programs and services. KEY MEASURES OF PERFORMANCE Actual FY 2001 Adopted FY 2002 10 10 10 10 10 $ 644 $ 1,641 $ 1,344 $ 1,430 $ 1,449 Key Outputs Secure Parks and Recreation grants through federal, state, and local granting agencies. Key Outcomes Improve recreational opportunities for the community through the investment of federal, state, and local grant funds ($000s). Estimated FY 2002 Adopted FY 2003 Approved FY 2004 RESOURCE SUMMARY Position Resources* Financial Resources General Fund - Parks Foundation General Fund - Restricted Miscellaneous Federal Grants Miscellaneous Non-Federal Grants Financial Resources Total 42.25 39.25 37.00 41.25 41.25 -045,760 551,140 47,770 $ 190,520 121,320 949,270 379,510 $ 190,520 123,310 650,120 379,790 $ 188,090 202,230 664,240 375,430 $ 191,830 202,710 671,550 382,420 $ 644,670 $ 1,640,620 $ 1,343,740 $ 1,429,990 $ 1,448,510 $ *Staff in Parks and Recreation Grants report to various staff in other divisions of the department. 131 132 TUCSON CITY GOLF OPERATING: CAPITAL: TOTAL: POSITION TOTAL: $ 9,901,520 810,700 $ 10,712,220 153.75 ADMINISTRATION GOLF COURSE MAINTENANCE GOLF COURSE CLUBHOUSES FINANCING PLAN Golf Course Fund 96% PRO SHOPS PROGRAM ALLOCATION Administration 14% Capital Improvements 8% Golf Course Fund Certificates of Participation 4% Pro Shops 17% Golf Course Maintenance 49% Golf Course Clubhouses 12% TEN YEAR STAFFING TRENDS Adopted Positions 200.00 In Fiscal Year 2001, 66.75 positions were added due to the approval of the Tucson City Golf Business Plan by Mayor and Council on December 13, 1999. 104.00 103.00 103.00 103.00 103.50 1997 1998 1999 103.00 102.00 1996 120.00 1995 160.00 163.25 169.00 96.50 133 2002 2001 2000 1994 1993 80.00 134 TUCSON CITY GOLF MISSION STATEMENT: To maintain our golf course environments to the highest standard; establish ongoing training programs to ensure the highest level of golf course maintenance and customer service; demonstrate a positive economic investment in retail and concessions operations; and develop and promote new programs to increase our annual user base while improving communications with our golfers. OVERVIEW Tucson City Golf (TCG) operates and manages five golf courses, four retail pro shops, four driving ranges, and four clubhouse restaurants. TCG operations are self-supporting through the revenues generated by users. TCG promotes and assists local youth golf programs to provide golfing and training opportunities while improving golf etiquette. TCG’s proactive marketing plan educates our customer base about TCG pricing values year round. TCG has established a strong communication system with our local golfers, charity groups, and golf clubs. TCG has developed a dedicated and trained workforce that provides excellent customer service and is skilled in golf course maintenance and etiquette to increase the enjoyment and frequency of play at all golf courses. The divisions of TCG are Administration, Golf Course Maintenance, Golf Course Clubhouses, and Pro Shops. DEPARTMENT HIGHLIGHTS TCG increased play by 4.3% from Fiscal Year 1999 to Fiscal Year 2000 and followed it up with another 4.8% increase from Fiscal Year 2000 to Fiscal Year 2001. TCG increased its revenues 21% in Fiscal Year 2001 and limited its expenses to a 7.7% increase. TCG went from a $1,184,119 deficit in Fiscal Year 2000 to a $86,171 profit in Fiscal Year 2001. TCG improved golf course conditions and improved its overall customer service. SUPPORT FOR LIVABLE TUCSON GOALS Goal: Caring, Healthy Families and Youth The Junior Golf Program in Tucson is one of the most outstanding in the country. Administered by Tucson City Golf and financially supported by the Tucson Conquistadores, each year it affords nearly 2,000 youth the opportunity to play golf at no charge. Goal: Abundant Urban Green Space and Recreation Areas Tucson City Golf provides recreational opportunities for resident and visiting golfers on five golf courses. There are over 600 acres of turf maintained by Tucson City Golf, along with thousands of trees. In the heart of Tucson lies the Randolph Golf Course complex, an oasis of green open space consisting of two 18-hole golf courses in the midst of a thriving urban environment. Goal: Clean Air and Quality Water Tucson City Golf irrigates turf on the golf courses through the exclusive use of reclaimed water, saving approximately 900 million gallons of groundwater annually. 135 TUCSON CITY GOLF DEPARTMENT RESOURCES Actual FY 2001 Adopted FY 2002 5.00 49.00 6.00 14.00 5.00 23.00 6.00 13.00 74.00 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 5.00 23.00 6.00 13.00 5.00 23.00 6.00 9.00 5.00 23.00 6.00 9.00 47.00 47.00 43.00 43.00 24.25 22.75 44.75 50.25 22.75 49.00 50.25 22.75 49.00 47.00 19.75 44.00 47.00 19.75 44.00 91.75 122.00 122.00 110.75 110.75 165.75 169.00 169.00 153.75 153.75 $ 969,436 4,755,798 1,311,339 1,173,471 $ 1,400,170 5,452,010 1,433,380 2,317,230 $ 1,400,170 5,452,010 1,433,380 2,317,230 $ 1,511,350 5,217,850 1,293,440 1,878,880 $ 1,561,710 5,285,450 1,334,150 1,936,910 8,210,044 131,000 10,602,790 546,900 10,602,790 90,100 9,901,520 810,700 10,118,220 592,000 $ 8,341,044 $ 11,149,690 $ 10,692,890 $ 10,712,220 $ 10,710,220 $ 4,396,802 1,647,635 1,591,917 261,550 312,140 -0- $ 4,876,270 2,213,300 2,490,810 285,300 630,380 106,730 $ 4,876,270 2,213,300 2,490,810 285,300 630,380 106,730 $ 4,720,920 2,080,920 2,174,170 285,300 380,450 259,760 $ 4,887,160 2,116,120 2,174,170 285,300 365,810 289,660 8,210,044 131,000 10,602,790 546,900 10,602,790 90,100 9,901,520 810,700 10,118,220 592,000 $ 8,341,044 $ 11,149,690 $ 10,692,890 $ 10,712,220 $ 10,710,220 POSITION SUMMARY PERMANENT Administration Golf Course Maintenance Golf Course Clubhouses Pro Shops Permanent Total NON-PERMANENT Golf Course Maintenance Golf Course Clubhouses Pro Shops Non-Permanent Total Department Total FINANCIAL SUMMARY Administration Golf Course Maintenance Golf Course Clubhouses Pro Shops Operating Total Capital Improvements Department Total CHARACTER OF EXPENDITURES Personal Services Services Commodities Equipment Debt Service Other Operating Total Capital Improvements Department Total 136 TUCSON CITY GOLF Department Resources (Continued) Actual FY 2001 Adopted FY 2002 $ 8,210,044 $ 10,602,790 $ 8,210,044 $ Estimated FY 2002 Adopted FY 2003 Approved FY 2004 $ 10,602,790 $ 9,901,520 $ 10,118,220 $ 10,602,790 $ 10,602,790 $ 9,901,520 $ 10,118,220 64,220 66,780 $ 129,900 417,000 $ 12,000 78,100 $ 353,900 456,800 $ 592,000 -0- Capital Funds Total $ 131,000 $ 546,900 $ 90,100 $ 810,700 $ 592,000 Department Total $ 8,341,044 $ 11,149,690 SOURCE OF FUNDS OPERATING FUNDS Golf Course Fund Operating Funds Total CAPITAL FUNDS Golf Course Fund Golf Course Fund - Certificates of Participation $ 10,692,890 $ 10,712,220 $ 10,710,220 SIGNIFICANT CHANGES: Fiscal Year 2003 The adopted operating budget for Fiscal Year 2003 of $9,901,520 reflects a decrease of $701,270 from the Fiscal Year 2002 Adopted Budget. This reduction is based on revisions to the Mayor and Council approved Tucson City Golf Business Plan and projected revenues, including the reduction of 4 permanent and 11.25 non-permanent positions. Funding for annual merits and pay adjustments is included. The capital budget includes an increase of $263,800, for a Fiscal Year 2003 budget of $810,700, which is funded with golf revenues. Fiscal Year 2004 The operating budget for Fiscal Year 2004 of $10,118,220 includes an increase of $216,700 from Fiscal Year 2003 primarily due to pay adjustments and pension rate increases. The capital budget is increased $218,700 for a Fiscal Year 2004 budget of $592,000, for the completion of golf course improvements. 137 TUCSON CITY GOLF ADMINISTRATION MISSION STATEMENT: The Administration Division ensures an enjoyable golfing experience for Tucson residents and visitors by scheduling year-round play; effectively administering the automated tee time reservation and resident golf card programs; exercising prudent financial management and control of Tucson City Golf; and coordinating tournament play such as the annual Ladies Professional Golf Association (LPGA) Tournament. KEY MEASURES OF PERFORMANCE Key Outputs Provide opportunities for junior golf play. • Number of junior play cards issued • Total rounds of junior golf Issue or process renewals for resident and senior golf cards. Key Outcomes Provide five municipal golf courses and four driving ranges for the enjoyment and recreation of the public. • Total rounds of golf (18-hole equivalent) Actual FY 2001 Adopted FY 2002 2,000 18,000 2,200 19,000 21,500 271,000 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 2,200 20,000 2,200 20,000 2,200 20,000 22,500 22,500 22,500 22,500 330,000 310,000 310,000 310,000 RESOURCE SUMMARY Position Resources Financial Resources Golf Course Fund 5.00 5.00 5.00 5.00 5.00 $ 969,436 $ 1,400,170 $ 1,400,170 $ 1,511,350 $ 1,561,710 GOLF COURSE MAINTENANCE MISSION STATEMENT: The Golf Course Maintenance Division provides Tucson residents and visitors with five well-maintained golf courses and four driving ranges by ensuring the performance of a comprehensive maintenance program that is conscious of natural resource conservation. KEY MEASURES OF PERFORMANCE Key Outputs Maintain 600 turfed acres for daily golf play. • Fairways mowed twice weekly • Tees mowed three times weekly • Greens mowed daily • Driving ranges and practice areas 175 22 15 47 175 22 15 47 138 175 22 15 47 175 22 15 47 175 22 15 47 TUCSON CITY GOLF Golf Course Maintenance (Continued) KEY MEASURES OF PERFORMANCE Key Outcomes Conserve groundwater through the use of reclaimed water for irrigation of five golf courses (millions of gallons). Maintain percentage of golf course patrons rating golf course facilities “satisfactory” or better. Actual FY 2001 Adopted FY 2002 900 900 N/A 82% Estimated FY 2002 Adopted FY 2003 Approved FY 2004 900 900 900 82% 82% 82% RESOURCE SUMMARY Position Resources Financial Resources Golf Course Fund 73.25 73.25 73.25 70.00 70.00 $ 4,755,798 $ 5,452,010 $ 5,452,010 $ 5,217,850 $ 5,285,450 GOLF COURSE CLUBHOUSES MISSION STATEMENT: The Golf Course Clubhouses Division manages the clubhouses at each golf course with an emphasis on providing superior customer service. Full-service restaurants provide reasonably priced, high quality food and beverage services for golfers and non-golfers, and provide banquet and catering services for special occasions. KEY MEASURES OF PERFORMANCE Key Outputs Provide banquet and catering services at the four golf course clubhouses. • Golf groups • Non-golf groups Key Outcomes Provide clubhouse food service that meets health and safety requirements. • Pima County Health Department rating (average score) 120 360 110 396 110 396 110 396 110 396 95% 95% 95% 95% 95% RESOURCE SUMMARY Position Resources Financial Resources Golf Course Fund 28.75 28.75 28.75 25.75 25.75 $ 1,311,339 $ 1,433,380 $ 1,433,380 $ 1,293,440 $ 1,334,150 139 TUCSON CITY GOLF PRO SHOPS MISSION STATEMENT: The Pro Shops Division manages the golf pro shops at each golf course with an emphasis on providing superior customer service. Full-service golf pro shops collect all greens fees, offer golf merchandise for sale, manage golf course operations, and operate the driving range. KEY MEASURES OF PERFORMANCE Actual FY 2001 Adopted FY 2002 Key Outputs Provide operations support, customer service, golf lessons, and merchandise sales at the four golf course pro shops. 4,000 • Hours of golf lessons $ 600,000 • Revenue from driving range N/A • Revenue from pro shops 4,200 $ 612,000 $ 825,000 3.75 Key Outcomes Provide quality pro shop services. • Customer satisfaction rating (scale of 1 to 5) 3.5 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 4,200 $ 612,000 $ 825,000 4,200 $ 561,800 $ 547,000 4,200 $ 561,800 $ 547,000 3.75 3.75 3.75 RESOURCE SUMMARY Position Resources Financial Resources Golf Course Fund 58.75 62.00 62.00 53.00 53.00 $ 1,173,471 $ 2,317,230 $ 2,317,230 $ 1,878,880 $ 1,936,910 140 POLICE OPERATING: CAPITAL: TOTAL: POSITION TOTAL: $ 113,899,090 1,345,000 $ 115,244,090 1,356.00 CHIEF’S OFFICE ADMINISTRATIVE SERVICES BUREAU SUPPORT SERVICES BUREAU FIELD SERVICES BUREAU INVESTIGATIVE SERVICES BUREAU FINANCING PLAN PROGRAM ALLOCATION Capital Improvements 1% General Fund Restricted 3% Miscellaneous Federal Grants 5% General Fund 86% Chief's Office 3% Other* 12% Administrative Services Bureau 20% Investigative Services Bureau 16% Field Services Bureau 30% Support Services Bureau 18% Other* 6% *Includes Public Safety Academy-General Fund Share (2%), General Fund Forfeiture Funds (1%), General Obligation Bonds (1%), Miscellaneous Non-Federal Grants (1%), and Public Safety Academy Funds-Other Agency Fees (<1%) *Includes Police Grants (10%) and Forfeiture Funds Accounts (2%). TEN YEAR STAFFING TRENDS Adopted Positions 1,362.00 2002 1,350.00 1,355.00 2001 1,500.00 1,102.00 1,043.00 1,146.00 1,154.00 1998 1,200.00 1997 1,266.50 1,191.50 1,048.00 1,050.00 1,029.00 141 2000 1999 1996 1995 1994 1993 900.00 142 POLICE MISSION STATEMENT: To serve the public in partnership with our community to protect life and property, prevent crime, and resolve problems. OVERVIEW The Tucson Police Department is organized into the Chief’s Office and four bureaus: Administrative Services, Field Services, Support Services, and Investigative Services. These functional areas are responsible for delivering quality service to the public. The Chief’s Office provides policy direction to the department and ensures the integrity of the organization and its people. The Administrative Services Bureau ensures that the highest quality of individuals are hired for positions within the department, and that operational and support functions have the necessary financial and material resources to properly serve the community. The bureau also collects, organizes, and distributes essential information to patrol and investigative staffs and provides records to the public. Finally, the bureau includes the programming and technical personnel necessary to maintain and enhance the department’s information systems. The Field Services Bureau provides patrol services and initial response to citizen calls for assistance throughout the city and, along with the Support Services Bureau, is the nucleus for community policing efforts within the department. The Support Services Bureau ensures that all personnel are fully trained and that they maintain the necessary standards to serve as commissioned officers. The bureau’s communications center receives citizen calls for assistance and either dispatches patrol officers to incidents or takes reports over the phone. It also provides air, canine, Special Weapons and Tactics (SWAT), and traffic control support to patrol officers. The bureau administers the School Resource Officer and Crime Prevention programs. It also develops and maintains the department’s emergency response plans. The Investigative Services Bureau conducts follow-up investigations of crimes to develop the information necessary for the successful prosecution of accused criminals. The bureau also analyzes and stores evidence gathered to support the prosecution of alleged offenders. DEPARTMENT HIGHLIGHTS The Police Department received accreditation from the Commission on Accreditation for Law Enforcement Agencies (CALEA) in November 2001. The process included the creation of the new General Orders which is in an electronic format replacing the former Rules and Procedures departmental guidelines. The Police Department developed and implemented a comprehensive departmental strategic work plan to ensure that work is focused towards strategic objectives. The department is using federal grant funds to enhance technology and move significantly closer to an automated information system. These grants provide the necessary funds to upgrade computer technology that will allow patrol officers and investigators to receive more thorough information in a more timely manner. The Mayor and Council authorized a 56 position increase in commissioned strength by approving a United States Department of Justice grant that supports the department’s community policing initiatives. These new positions enhance the patrol divisions by increasing the time officers have available to work with citizens within their beats. 143 POLICE Department Highlights (Continued) The construction of the Midtown Multipurpose Facility at 22nd Street and Alvernon is scheduled to begin in late summer of 2002 with completion scheduled for August 2003. It will house the Midtown Police Substation and police functions that need to be more centrally located such as ID fingerprinting and SWAT, and parking for the Mobile Command Unit. The department added a new commander and division, the Community Resource Division, to the Support Services Bureau to prepare for major emergencies or other unique events that may occur within the city. The Police Department continues to be involved in the community by presenting public events that serve to educate, facilitate, and improve relationships between department members and the citizens of Tucson. Some events include: ¾ Annual Tucson Area K-9 Trials ¾ Southwest Police Motorcycle Training and Competition, which raised over $9,000 for the Arizona Special Olympics in 2001 ¾ Holiday community events, such as Shop with a Cop, School Resource Officer’s Breakfast with Santa, and the Christmas Tree Decorating Party ¾ Arizona Law Enforcement Torch Run for Special Olympics SUPPORT FOR LIVABLE TUCSON GOALS Goal: Safe Neighborhoods The department works closely with individuals and groups to reduce crime and ensure safe neighborhoods. Community policing is a philosophy that requires officers to become familiar with their areas of assignment and work closely with residents, as well as other city departments, to improve the quality of life for citizens throughout the community. Goal: Caring, Healthy Families and Youth The department coordinates with schools and social service agencies to identify and work with atrisk youth to prevent them from making poor decisions that will adversely affect the rest of their lives. The School Resource Officer program places commissioned staff in schools throughout the Amphi, Sunnyside, and Tucson Unified school districts to reduce problems and serve as role models for students. Through a grant program, the department identifies at-risk youth and introduces these students to more wholesome and productive environments to show the benefits that grow out of good decisions and choices. The department also participates in the city’s Internal Youth Policy Team, together with the Library, Parks and Recreation, Fire, Community Services, and Neighborhood Resources Departments. Goal: Strong Local Businesses The department supports businesses by vigorously investigating and arresting individuals who commit crimes against individuals and firms in the Tucson area. Officers provide advice to companies on methods to deter crime in and around their businesses. By reducing crime, the department creates an environment in which businesses can flourish. Goal: Successful Downtown The department provides a safe environment to help the downtown area prosper. Foot and bike patrols furnish protection to citizens who frequent or occasionally visit the downtown area. 144 POLICE Support For Livable Tucson Goals (Continued) Goal: Engaged Community and Responsive Government The department promotes an engaged community and responsive government through its commitment to community based policing. The department has a citizen’s steering committee to obtain public input on policies and future direction. Programs supporting an involved public include: Neighborhood Watch, citizen meetings to determine public satisfaction with the department, the Citizen’s Police Academy, and reserve officer and volunteer programs. DEPARTMENT RESOURCES Actual FY 2001 Adopted FY 2002 45.00 214.00 538.00 159.00 260.00 139.50 45.00 214.00 538.00 162.00 259.50 137.50 Permanent Total 1,355.50 NON-PERMANENT Police Grants Estimated FY 2002 Adopted FY 2003 Approved FY 2004 44.00 214.00 538.00 161.00 259.50 137.50 44.00 142.00 547.00 234.00 248.50 134.50 44.00 142.00 547.00 234.00 248.50 133.00 1,356.00 1,354.00 1,350.00 1,348.50 -0- 6.00 6.00 6.00 6.00 -0- 6.00 6.00 6.00 6.00 1,355.50 1,362.00 1,360.00 1,356.00 1,354.50 POSITION SUMMARY PERMANENT Chief's Office Administrative Services Bureau Field Services Bureau Support Services Bureau Investigative Services Bureau Police Grants Non-Permanent Total Department Total COMMISSIONED PERSONNEL BY CLASSIFICATION Police Chief Police Lieutenant - Assignment: Assistant Police Chief Police Lieutenant - Assignment: Police Captain Police Lieutenant Police Sergeant - Assignment Police Sergeant Detective Assignment Detective Police Officer - Assignment Police Officer Commissioned Personnel Total 1.00 4.00 1.00 4.00 1.00 4.00 1.00 4.00 1.00 4.00 13.00 13.00 14.00 14.00 14.00 26.00 33.00 84.50 5.00 130.00 241.00 456.00 26.00 34.00 83.50 5.00 129.00 244.00 456.00 26.00 33.00 83.50 5.00 129.00 244.00 456.00 26.00 33.00 83.50 5.00 129.00 244.00 456.00 26.00 33.00 83.50 5.00 129.00 244.00 456.00 993.50 995.50 995.50 995.50 995.50 145 POLICE Department Resources (Continued) Actual FY 2001 Adopted FY 2002 $ 3,596,522 21,535,594 29,594,491 15,119,110 16,150,691 10,852,201 838,178 $ 3,445,330 24,116,660 31,897,610 15,697,580 16,915,150 12,175,900 2,345,520 97,686,787 1,990,113 106,593,750 1,723,500 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 $ 3,837,010 22,880,330 31,720,930 16,720,230 17,031,950 13,287,670 2,344,000 $ 3,504,630 22,642,710 35,306,300 20,404,370 18,314,340 11,370,310 2,356,430 $ 3,647,660 23,222,830 36,847,540 20,952,100 19,083,860 12,746,980 2,369,230 107,822,120 2,704,560 113,899,090 1,345,000 118,870,200 6,092,000 FINANCIAL SUMMARY Chief's Office Administrative Services Bureau Field Services Bureau Support Services Bureau Investigative Services Bureau Police Grants Forfeiture Funds Accounts Operating Total Capital Improvements Department Total $ 99,676,900 $ 108,317,250 $ 110,526,680 $ 115,244,090 $ 124,962,200 CHARACTER OF EXPENDITURES Personal Services Services Commodities Equipment Debt Service Other Inter-Activity Transfers Operating Total Capital Improvements Department Total $ 75,591,193 $ 78,641,430 $ 79,959,080 $ 86,561,600 $ 90,120,410 10,920,243 10,633,100 11,257,290 11,456,750 11,102,230 3,042,172 3,818,780 3,838,570 3,565,390 3,392,400 4,301,859 2,476,230 1,897,530 765,890 663,680 9,041 -0-0-0-03,823,248 7,397,200 7,547,080 7,427,050 7,604,430 (969) 3,627,010 3,322,570 4,122,410 5,987,050 97,686,787 1,990,113 $ 99,676,900 106,593,750 1,723,500 107,822,120 2,704,560 113,899,090 1,345,000 118,870,200 6,092,000 $ 108,317,250 $ 110,526,680 $ 115,244,090 $ 124,962,200 146 POLICE Department Resources (Continued) Actual FY 2001 Adopted FY 2002 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 SOURCE OF FUNDS OPERATING FUNDS General Fund General Fund - Forfeiture Funds General Fund - Restricted Public Safety Academy - General Fund Share Public Safety Academy - Other Agency Fees General Fund - Certificates of Participation Miscellaneous Non-Federal Grants Miscellaneous Federal Grants Operating Funds Total CAPITAL FUNDS Public Safety Academy - Certificates of Participation Miscellaneous Non-Federal Grants 1994 General Obligation Bonds 2000 General Obligation Bonds $ 83,661,278 $ 89,459,090 $ 90,012,070 $ 99,259,040 $ 104,576,470 559,550 1,745,520 1,744,000 1,756,430 1,769,230 1,547,542 3,000,000 3,000,000 3,000,000 3,000,000 1,977,889 1,843,670 2,012,980 2,020,400 2,083,860 203,690 430,000 430,000 434,800 440,270 1,232,520 131,000 83,670 -0- -0- 710,591 7,793,727 1,135,170 8,849,300 874,390 9,665,010 1,098,390 6,330,030 1,095,790 5,904,580 $ 97,686,787 $ 106,593,750 $ 107,822,120 $ 113,899,090 $ 118,870,200 $ 1,939,522 $ 321,500 $ 60,480 $ -0- $ -0- 27,201 14,393 8,997 -0-01,402,000 Capital Funds Total $ 1,990,113 $ 1,723,500 Department Total $ 99,676,900 $ 108,317,250 $ 110,526,680 $ 115,244,090 $ 124,962,200 147 -070,080 2,574,000 -0-01,345,000 -0-06,092,000 $ 2,704,560 $ 1,345,000 $ 6,092,000 POLICE SIGNIFICANT CHANGES: Fiscal Year 2003 The adopted operating budget for Fiscal Year 2003 of $113,899,090 reflects an increase of $7,305,340 from the Fiscal Year 2002 Adopted Budget. Although this is an increase of less than 7%, the general purpose funds budget increased more than 8%. No police officer positions were cut from the Fiscal Year 2003 budget; however, three civilian clerical positions have been eliminated. Police resources will focus on core services provided in the community, placing a lesser priority on behind the scenes administrative functions if necessary. The significant changes to expenditures are as follows: ♦ Federal funding for police officers has been reduced; these costs have been picked up by the general fund in order to maintain the same number of officers. ♦ Participation in various joint efforts in drug enforcement has been reduced. ♦ Investment in technology is increased $500,000 to $1,542,060. ♦ Funding for recruitment and training classes have been reduced, consistent with the reduction in federal funds for police officers. Funding for annual merits and pay adjustments is included as well as increases in pension and medical insurance rates. The capital budget includes decreased funding of $378,500 for a Fiscal Year 2003 budget of $1,345,000, primarily due to completion of the Police Academy Dormitory. Fiscal Year 2004 The operating budget for Fiscal Year 2004 of $118,870,200 includes an increase of $4,971,110 from Fiscal Year 2003. This is an increase of more than 5% in general funds and 4% overall. Almost half of this increase is due to pay adjustments. The significant changes include: ♦ Federal funding for police officers continues to decrease with the general fund absorbing the additional cost. ♦ Technology investments continue to expand by $1.8 million. The capital budget is increased $4,747,000 for a Fiscal Year 2004 budget of $6,092,000, primarily due to the bond funded construction of a new police substation. 148 POLICE CHIEF’S OFFICE MISSION STATEMENT: The Chief’s Office develops and implements policies that provide the highest quality of service to the community and ensures that these policies are carried out by establishing and maintaining requisite operating procedures and evaluation processes. The office provides planning and analysis support for the department, coordinates development of the operating and capital budgets, and monitors expenditures. KEY MEASURES OF PERFORMANCE Key Outputs Respond to public inquiries and contacts through the Internal Affairs Unit within the Professional Standards Section. Key Outcomes Optimize patrol function staffing levels to benefit the community. • Percent of patrol officer time available for community-based policing Complete investigations initiated by internal or external complaints. • Number of investigations initiated • Percent of investigations completed within the goal of 20 working days Actual FY 2001 Adopted FY 2002 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 1,167 1,600 1,600 1,650 1,650 22% 20% 20% 20% 20% 1,189 91% 1,500 90% 1,500 90% 1,600 90% 1,600 90% RESOURCE SUMMARY Position Resources Financial Resources General Fund 45.00 45.00 44.00 44.00 44.00 $ 3,596,522 $ 3,445,330 $ 3,837,010 $ 3,504,630 $ 3,647,660 149 POLICE ADMINISTRATIVE SERVICES BUREAU MISSION STATEMENT: The Administrative Services Bureau provides the department with highly qualified commissioned and non-commissioned personnel who reflect the diversity of the city’s population. The bureau provides financial, material, and information resources to department personnel so that they can furnish the best possible service to the community; coordinates the maintenance and acquisition of facilities and equipment and manages capital projects; facilitates police operations by providing technological support and development; furnishes public records to citizens; and reports to investigative staff for following up potential leads. KEY MEASURES OF PERFORMANCE Actual FY 2001 Adopted FY 2002 95% 95% 95% 96% 96% 116,756 188,897 188,897 188,900 192,675 Maintain fleet readiness by ensuring that all city maintained vehicles are available for departments use at any given time. • Percent available 91% 91% 91% 91% 91% Key Outcomes Copy and distribute all police incident reports. • Percent within 24 hours of receipt 100% 100% 100% 100% 100% Key Outputs Ensure that the department remains within 96% of authorized staffing levels.* • Percent of staffing Copy and distribute police incident reports. Estimated FY 2002 Adopted FY 2003 Approved FY 2004 RESOURCE SUMMARY Position Resources Financial Resources General Fund General Fund - Certificates of Participation** Financial Resources Total 214.00 214.00 214.00 142.00 142.00 $ 21,535,594 -0- $ 23,985,660 131,000 $ 22,796,660 83,670 $ 22,642,710 -0- $ 23,222,830 -0- $ 21,535,594 $ 24,116,660 $ 22,880,330 $ 22,642,710 $ 23,222,830 *This measure was previously under the Support Services Bureau. **Certificates of Participation incorrectly shown in the Fiscal Year 2002 Adopted Budget as General Fund. 150 POLICE FIELD SERVICES BUREAU MISSION STATEMENT: The Field Services Bureau protects life and property, prevents crime, preserves the peace, maintains order, and arrests suspected offenders by providing 24-hour-a-day response to calls for service. The bureau interacts with individual neighborhoods and community groups in the resolution of problems, planning for special events, and improving the quality of life. KEY MEASURES OF PERFORMANCE Actual FY 2001 Adopted FY 2002 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 Key Outputs Respond to calls for service.* • Number of emergency response calls • Number of critical response calls • Number of urgent response calls • Number of general response calls N/A N/A N/A N/A N/A N/A N/A N/A 2,039 30,596 99,870 119,106 2,200 32,000 102,000 122,000 2,300 33,000 103,500 125,400 Key Outcomes Respond to emergency response calls.* • Percent within five minutes N/A N/A 90% 90% 90% Respond to critical response calls.* • Percent within ten minutes N/A N/A 90% 90% 90% Respond to urgent response calls.* • Percent within 30 minutes N/A N/A 90% 90% 90% Respond to general response calls.* • Percent within 60 minutes N/A N/A 90% 90% 90% RESOURCE SUMMARY Position Resources Financial Resources General Fund 538.00 538.00 538.00 547.00 547.00 $ 29,594,491 $ 31,897,610 $ 31,720,930 $ 35,306,300 $ 36,847,540 *Calls for service have been reclassified in Fiscal Year 2002. 151 POLICE SUPPORT SERVICES BUREAU MISSION STATEMENT: The Support Services Bureau serves as a communications link between the community and the department. The bureau provides basic and advanced training to commissioned recruits and incumbents respectively, operational support for patrol officers, and crime prevention information to neighborhoods and businesses. The bureau places officers into the public school systems to reduce problems and to serve as role models for the community’s youth. KEY MEASURES OF PERFORMANCE Actual FY 2001 Adopted FY 2002 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 317,986 350,000 350,000 420,000 430,500 N/A N/A N/A N/A 131,760 403,164 219,600 440,400 225,100 451,400 103,563 135,000 135,000 140,000 143,500 Meet with school classes, groups, and associations to deliver presentations on the topics of gang resistance, substance abuse, crime prevention, personal safety, and bicycle safety. • Number of presentations 1,760 3,500 3,500 3,500 3,500 Respond to calls for service in support of police operations. • Service Dog Unit • Air Support Unit • SWAT N/A N/A N/A 4,800 10,500 220 4,800 10,500 220 5,100 12,000 220 5,180 12,420 220 Key Outcomes Answer emergency 9-1-1 calls within ten seconds of the time a call is transferred to the Tucson Police Department.* • Percent within ten seconds 68% 60% 60% 60% 60% N/A N/A 60% 60% 60% Key Outputs Answer emergency 9-1-1 calls routed to the Tucson Police Department.* Process other service related calls: • Inbound service calls • Outbound service calls Answer calls to the Tucson Police Department non-emergency line (791-4444).* Answer inbound other service calls within ten seconds. *These measures were previously under the Administrative Services Bureau. 152 POLICE Support Services Bureau (Continued) KEY MEASURES OF PERFORMANCE Actual FY 2001 Adopted FY 2002 N/A N/A 60% 60% 60% Answer non-emergency line (791-4444) calls within 30 seconds of the time a call enters the queue.* • Percent within 30 seconds 30% 60% 60% 60% 60% Process non-emergency line calls within three minutes.* • Percent within three minutes 30% 60% 60% 60% 60% 18 18 18 18 18 30 30 30 30 30 Process outbound other service calls within three minutes. Reduce traffic collision rates. • Number of injury-producing collisions per thousand of population • Number of overall collisions per thousand of population Estimated FY 2002 Adopted FY 2003 Approved FY 2004 RESOURCE SUMMARY Position Resources Financial Resources General Fund General Fund - Certificates of Participation General Fund - Restricted Public Safety Academy - General Fund Share Public Safety Academy - Other Agency Fees Financial Resources Total 159.00 162.00 161.00 234.00 234.00 $ 10,157,469 1,232,520 $ 10,423,910 -0- $ 11,277,250 -0- $ 14,949,170 -0- $ 15,427,970 -0- 1,547,542 1,977,889 3,000,000 1,843,670 3,000,000 2,012,980 3,000,000 2,020,400 3,000,000 2,083,860 203,690 430,000 430,000 434,800 440,270 $ 15,119,110 $ 15,697,580 $ 16,720,230 $ 20,404,370 $ 20,952,100 *These measures were previously under the Administrative Services Bureau. 153 POLICE INVESTIGATIVE SERVICES BUREAU MISSION STATEMENT: The Investigative Services Bureau conducts follow-up investigations and ensures that violent and habitual criminals are arrested and prosecuted to the fullest extent, combats the illegal drug trade through vigorous interdiction, and participates in other activities designed to reduce the financial incentive for crime. KEY MEASURES OF PERFORMANCE Actual FY 2001 Adopted FY 2002 N/A 12,000 12,000 10,000 10,000 Respond to requests for identification services from officers. N/A 3,600 3,600 4,250 4,500 Process incoming items of evidence and property. N/A 66,000 66,000 80,000 82,000 Key Outcomes Complete requests for comparison and analysis sent to the crime laboratory within the established due dates. • Percent of timely completion N/A 80% 80% 70% 70% Respond to requests for identification services from officers. • Percent of timely completion N/A 100% 100% 80% 80% N/A 53,000 53,000 50,000 50,000 N/A N/A N/A N/A N/A N/A N/A 80% 15% 20% 40% 5% 15% 10% 80% 15% 20% 40% 5% 15% 10% 80% 15% 20% 40% 5% 15% 10% 80% 15% 20% 40% 5% 15% 10% Key Outputs Process requests for evidence comparison and analysis sent to the crime laboratory. Process items of evidence and property for release and disposal. Optimize clearance following crimes: • Homicide • Sexual Assault • Robbery • Aggravated Assault • Burglary • Larceny • Auto Theft rates for Estimated FY 2002 Adopted FY 2003 Approved FY 2004 the RESOURCE SUMMARY Position Resources Financial Resources General Fund 260.00 259.50 259.50 248.50 248.50 $ 16,150,691 $ 16,915,150 $ 17,031,950 $ 18,314,340 $ 19,083,860 154 POLICE POLICE GRANTS MISSION STATEMENT: The Police Grants Unit provides the budget capacity for potential grant funding from federal and state agencies and other funding sources to enhance law enforcement resources. KEY MEASURES OF PERFORMANCE Key Outputs Enhance police resources by applying for grant funding. • Number of applications Key Outcomes Improve police services to the community by obtaining resources from federal and state grants or other funding sources. • Number of grants received • Percent of grant applications that are approved Actual FY 2001 Adopted FY 2002 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 23 20 20 20 20 16 70% 24 90% 24 90% 23 90% 23 90% RESOURCE SUMMARY Position Resources Financial Resources General Fund Miscellaneous Non-Federal Grants Miscellaneous Federal Grants Financial Resources Total 139.50 143.50 143.50 140.50 139.00 $ 2,626,511 710,591 7,515,099 $ 2,791,430 1,135,170 8,249,300 $ 3,348,270 874,390 9,065,010 $ 4,541,890 1,098,390 5,730,030 $ 6,346,610 1,095,790 5,304,580 $ 10,852,201 $ 12,175,900 $ 13,287,670 $ 11,370,310 $12,746,980 FORFEITURE FUNDS ACCOUNTS RESOURCE SUMMARY Financial Resources General Fund - Forfeiture Funds Miscellaneous Federal Grants Financial Resources Total $ 559,550 278,628 $ 1,745,520 600,000 $ 1,744,000 600,000 $ 1,756,430 600,000 $ 1,769,230 600,000 $ 838,178 $ 2,345,520 $ 2,344,000 $ 2,356,430 $ 2,369,230 155 156 INDEPENDENT POLICE AUDITOR OPERATING: POSITION TOTAL: $ 147,440 2.00 FINANCING PLAN PROGRAM ALLOCATION Independent Police Auditor 100% General Fund 100% TEN YEAR STAFFING TRENDS Adopted Positions 2.00 2.00 2.00 2.00 2.00 2000 2001 2002 2.00 1999 The Independent Police Auditor was established in Fiscal Year 1998. 1998 3.00 1.00 1997 1996 1995 1994 1993 0.00 157 158 INDEPENDENT POLICE AUDITOR MISSION STATEMENT: To provide citizens with an external police review process to ensure the thorough, objective, and fair resolution of citizen inquiries and complaints regarding police conduct. In accordance with the Tucson City Charter, the City Manager retains hiring authority for and the reporting responsibility over the Independent Police Auditor. SUPPORT FOR LIVABLE TUCSON GOALS Goal: Engaged Community and Responsive Government The Independent Police Auditor responds to citizen complaints and concerns regarding police services by performing complaint audits, conducting community outreach and education, and by involving the appropriate resources within the Tucson Police Department and other city departments to address community needs. Goal: Safe Neighborhoods The Independent Police Auditor conveys concerns received from citizens about neighborhood crimes and police practices to the appropriate personnel within the Tucson Police Department. The Independent Police Auditor provides citizens with information about how to contact their designated geo-based police officer to facilitate and involve the community as a partner in community policing. OFFICE RESOURCES Actual FY 2001 Adopted FY 2002 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 $ 135,558 $ 143,000 $ 141,100 $ 147,440 $ 154,440 $ 135,558 $ 143,000 $ 141,100 $ 147,440 $ 154,440 Personal Services Services Commodities Other $ 129,096 4,874 1,588 -0- $ 135,000 5,400 3,600 (1,000) $ 135,000 4,400 1,700 -0- $ 138,010 5,830 3,600 -0- $ 145,010 5,830 3,600 -0- Total $ 135,558 $ 143,000 $ 141,100 $ 147,440 $ 154,440 POSITION SUMMARY PERMANENT Independent Police Auditor Total FINANCIAL SUMMARY Independent Police Auditor Total CHARACTER OF EXPENDITURES 159 INDEPENDENT POLICE AUDITOR Office Resources (Continued) Actual FY 2001 Adopted FY 2002 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 $ 135,558 $ 143,000 $ 141,100 $ 147,440 $ 154,440 $ 135,558 $ 143,000 $ 141,100 $ 147,440 $ 154,440 SOURCE OF FUNDS General Fund Total SIGNIFICANT CHANGES: Fiscal Year 2003 The adopted operating budget for Fiscal Year 2003 of $147,440 reflects an increase of $4,440 from the Fiscal Year 2002 Adopted Budget primarily due to personal services cost increases. Fiscal Year 2004 The operating budget for Fiscal Year 2004 of $154,440 includes an increase of $7,000 from Fiscal Year 2003 primarily due to personal services cost increases. KEY MEASURES OF PERFORMANCE Key Outputs Perform monthly audits of Office of Professional Standards investigations performed by the Tucson Police Department. Inform and educate citizens by conducting community outreach through public presentations, brochures, fliers, and video. Key Outcomes Provide citizens with an external police review process to ensure the thorough, objective, and fair resolution of citizen inquiries and complaints regarding police misconduct. • Number of citizen inquiries/contacts • Number of complaints reviewed • Number of complaints referred to the Tucson Police Department’s Office of Professional Standards for investigation 12 12 12 12 12 18 24 24 24 24 400 600 100 300 500 100 300 500 100 800 500 100 800 500 100 160 OFFICE OF THE PUBLIC DEFENDER OPERATING: POSITION TOTAL: $ 2,262,620 33.50 OFFICE OF THE PUBLIC DEFENDER FINANCING PLAN PROGRAM ALLOCATION General Fund 100% Office of the Public Defender 100% 31.00 31.00 32.50 32.50 2001 1996 31.00 2000 33.00 1999 32.50 1998 32.50 1995 31.50 1994 40.00 1997 TEN YEAR STAFFING TRENDS Adopted Positions 33.50 30.00 161 2002 1993 20.00 162 OFFICE OF THE PUBLIC DEFENDER MISSION STATEMENT: To provide quality, cost-effective legal representation to indigent defendants entitled to appointed counsel in City Court in accordance with the mandates of state and federal law and the Ethical Rules of the Arizona State Supreme Court. OVERVIEW The Office of the Public Defender was established as a cost-effective alternative to the use of contract attorneys. The office provides legal representation independent from the Criminal Division of the City Attorney’s Office. The Office of the Public Defender is staffed by 19 attorneys and 14.5 other positions. OFFICE HIGHLIGHTS The city’s policy of aggressive domestic violence enforcement resulted in the Office of the Public Defender being assigned over 3,000 domestic violence cases during Fiscal Year 2002. The Office of the Public Defender, in cooperation with the City Attorney’s Office, will refer over 800 clients to Mental Health Diversion during Fiscal Year 2003 and again in Fiscal Year 2004. These clients will have their charges dismissed if they comply with a mental health treatment plan intended to reduce repeat offenses. SUPPORT FOR LIVABLE TUCSON GOALS Goal: Reduced Poverty and Greater Equality of Opportunity The Office of the Public Defender represents indigent persons charged with crimes in City Court. One of the goals of the office is to ensure that these indigent persons receive equal justice and that all of their constitutional rights are protected. Goal: Caring, Healthy Families and Youth One of the services provided by the Office of the Public Defender is the referral of clients, when appropriate, to counseling services and social service agencies to deal with the cause of their criminal activity. The Office of the Public Defender will refer a projected 600 persons to appropriate agencies during Fiscal Year 2003 and again in Fiscal Year 2004. Goal: Engaged Community and Responsive Government The Office of the Public Defender maintains a continuous dialogue with other government agencies, the courts, and with local mental health experts, in order to be as responsive as possible to the changing needs of our clients and the community. OFFICE RESOURCES Actual FY 2001 Adopted FY 2002 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 32.50 33.50 33.50 33.50 33.50 32.50 33.50 33.50 33.50 33.50 POSITION SUMMARY PERMANENT Office of the Public Defender Total 163 OFFICE OF THE PUBLIC DEFENDER Office Resources (Continued) Actual FY 2001 Adopted FY 2002 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 $ 1,939,841 $ 2,072,480 $ 2,072,480 $ 2,262,620 $ 2,361,320 $ 1,939,841 $ 2,072,480 $ 2,072,480 $ 2,262,620 $ 2,361,320 Personal Services Services Commodities Equipment Other $ 1,791,715 97,933 39,879 10,314 -0- $ 1,919,290 127,670 46,520 -0(21,000) $ 1,904,790 125,170 42,520 -0-0- $ 2,081,550 133,180 47,890 -0-0- $ 2,181,340 132,090 47,890 -0-0- Total $ 1,939,841 $ 2,072,480 $ 2,072,480 $ 2,262,620 $ 2,361,320 $ 1,939,841 $ 2,072,480 $ 2,072,480 $ 2,262,620 $ 2,361,320 $ 1,939,841 $ 2,072,480 $ 2,072,480 $ 2,262,620 $ 2,361,320 FINANCIAL SUMMARY Office of the Public Defender Total CHARACTER OF EXPENDITURES SOURCE OF FUNDS General Fund Total SIGNIFICANT CHANGES: Fiscal Year 2003 The adopted operating budget for Fiscal Year 2003 of $2,262,620 reflects an increase of $190,140 from the Fiscal Year 2002 Adopted Budget. This increase is the result of nondiscretionary increases in personnel costs, including pay adjustments and merits and changes in pension and insurance rates. Fiscal Year 2004 The operating budget for Fiscal Year 2004 of $2,361,320 includes an increase of $98,700 from Fiscal Year 2003. As in Fiscal Year 2003, this increase results entirely from personnel related increases. 164 OFFICE OF THE PUBLIC DEFENDER KEYS MEASURES OF PERFORMANCE Key Outputs Represent all indigent persons appointed to the Office of the Public Defender by City Court. Process complaints promptly and effectively. • Number of complaints from clients Key Outcomes Provide legal representation in an efficient and timely manner to indigent members of the community so that their constitutional right to counsel is maintained. • Percent of clients represented in a timely manner • Percent of satisfied clients Provide representation in a cost-effective manner. • Average cost per case Actual FY 2001 Adopted FY 2002 7,000 7,200 7,200 7,500 7,700 15 20 20 25 30 100% 100% 100% 100% 100% N/A 99% 99% 99% 99% $ 274 $ 288 $ 288 $ 302 $ 307 165 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 166 DEVELOPMENT SERVICES OPERATING: POSITION TOTAL: $ 7,950,940 111.00 ADMINISTRATION CUSTOMER SERVICES PLANS REVIEW FIELD INSPECTON ZONING ADMINISTRATION FINANCING PLAN PROGRAM ALLOCATION Administration 23% Customer Services 6% Zoning Administration 14% General Fund Development Services Revenues 100% Field Inspection 30% Plans Review 27% TEN YEAR STAFFING TRENDS Adopted Positions 64.00 64.00 64.00 66.00 66.00 1998 1999 100.00 101.00 2002 62.50 1997 64.00 1996 80.00 1995 100.00 1994 During Fiscal Year 2000, various zoning and floodplain functions and positions from other city departments were consolidated into the Plans Review Division. For Fiscal Year 2001, additional positions were added to improve customer service. 2001 120.00 72.00 60.00 167 2000 1993 40.00 168 DEVELOPMENT SERVICES MISSION STATEMENT: To protect the public’s safety, health, and welfare through responsive and objective interpretation, application, and enforcement of adopted and mandated laws and standards that govern construction, development, and signs. To provide centralized development-related services. OVERVIEW The Development Services Department manages a comprehensive plan review process and field inspections for residential and business construction activities. Experienced and qualified personnel provide technical assistance on building and development-related codes, plan review, permits, and inspections to ensure compliance to the adopted city codes. The department is organized into five divisions: Administration, Customer Services, Field Inspection, Plans Review, and Zoning Administration. These divisions address the regulatory functions governing development and construction in the city. The city and county Development Services Departments share a computerized plan review and permitting system. The software ensures the customer that all code-related items have been reviewed and all necessary inspections are conducted. The software also allows the tracking, monitoring, and resolution of property and housing complaints. In addition, the department maintains plan review files, inspection records, and approved plans on microfilm in a centralized location accessible to the public. The department also addresses reported violations of the city’s housing, building, and sign codes through plan review, permitting, and by a comprehensive complaint inspection process. Enforcement of the city’s sign code aims to balance a highly aesthetic image for the community with the needs of businesses for identification and advertisement. DEPARTMENT HIGHLIGHTS The Development Services Department standardized the time frames for all submitted plan reviews to a four-week review process. After an initial four-week review period, the applicant is advised of the status of their review. If a second review is required, it is also given a four-week time frame. A department Web page has been created to help facilitate communications with both our internal and external customers. The “E-Services” portion of the Web page provides customers the ability to monitor permitted development within the City of Tucson, the status of plan reviews, inspection results, contractor permit activity, and pre-payment account balances. Additionally, a Development Services Procedures Manual can be found on the Web site. The Development Services Department is committed to providing excellent customer service. The department continues to provide training to enhance and upgrade the existing skills of the employees. Bilingual classes explaining rental property regulations, the permitting process, and manufactured home regulations have been provided to our customers. 169 DEVELOPMENT SERVICES SUPPORT FOR LIVABLE TUCSON GOALS Goal: Engaged Community and Responsive Government The Development Services Department has assigned staff to Neighborhood Resources NETeams to engage the community in meaningful interactions that address citizens’ particular and unique needs. Staff also participates in neighborhood meetings to discuss the functions of the department and to address issues of concern regarding development-related code enforcement and compliance efforts. Classes and self-help tools, such as the Development Services Processes Manual, have been created to assist citizens with the permitting and code enforcement processes. The department seeks to improve its service delivery to the community through the use of surveys and client interactions. Goal: Safe Neighborhoods The Development Services Department actively seeks to provide safe and lawfully operated residential and commercial structures in neighborhoods through the use of plan review, construction permits, and inspection procedures. The department has undertaken a proactive approach to the identification of unsafe rental properties by conducting inspections to ensure compliance with adopted development-related codes that address life, safety, and health-related issues. The Development Services Department has been working cooperatively with neighborhood associations in the identification and securing of vacant and abandoned structures. Development Services also works cooperatively with the Police Department, Fire Department, and other health and safety agencies in responding to emergencies. Goal: People-Oriented Neighborhoods The Development Services Department, through the enforcement of adopted development-related codes and standards, contributes towards maintaining the viability and integrity of neighborhoods. Goal: Strong Local Businesses The Development Services Department is actively involved in commercial project expansions and new development identified by the city’s Office of Economic Development. Project managers are assigned to facilitate meetings and to identify potential development-related issues. They assist in expediting the plan review, permitting, and inspection processes associated with the unique scheduling needs of our clients. Department staff facilitate ad hoc committees comprised of local business people, such as licensed contractors and mobile home operators, to discuss regulations and issues that effect them. Additionally, staff members participate as liaisons on organizations such as the Small Business Administration and the Greater Tucson Economic Council (GTEC). Goal: Successful Downtown The department is actively involved in the Rio Nuevo Project through participation in the city departments directors’ team. 170 DEVELOPMENT SERVICES DEPARTMENT RESOURCES Actual FY 2001 Adopted FY 2002 PERMANENT Administration Customer Services Field Inspection Plans Review Zoning Administration 21.00 11.00 34.00 32.00 -0- 21.00 11.00 34.00 33.00 -0- Permanent Total 98.00 NON-PERMANENT Field Inspection Estimated FY 2002 Adopted FY 2003 Approved FY 2004 24.00 11.00 35.00 33.00 -0- 16.00 10.00 35.00 32.00 17.00 16.00 10.00 35.00 32.00 17.00 99.00 103.00 110.00 110.00 2.50 2.00 1.00 1.00 1.00 2.50 2.00 1.00 1.00 1.00 100.50 101.00 104.00 111.00 111.00 $ 1,810,774 460,894 2,181,107 1,625,848 -0- $ 2,392,960 412,820 2,194,020 2,098,280 -0- $ 2,349,100 412,820 2,175,780 2,006,050 -0- $ 1,826,350 499,690 2,367,230 2,145,800 1,111,870 $ 1,905,440 524,080 2,460,880 2,243,330 1,143,830 $ 6,078,623 $ 7,098,080 $ 6,943,750 $ 7,950,940 $ 8,277,560 $ 5,027,455 838,366 151,914 155,514 (94,626) $ 5,829,250 1,054,160 242,360 37,310 (65,000) $ 5,699,250 1,029,590 242,600 37,310 (65,000) $ 6,713,800 1,070,330 228,010 3,800 (65,000) $ 7,012,120 1,072,830 226,810 30,800 (65,000) $ 6,078,623 $ 7,098,080 $ 6,943,750 $ 7,950,940 $ 8,277,560 $ 6,078,623 $ 7,098,080 $ 6,943,750 $ 7,950,940 $ 8,277,560 $ 6,078,623 $ 7,098,080 $ 6,943,750 $ 7,950,940 $ 8,277,560 POSITION SUMMARY Non-Permanent Total Department Total FINANCIAL SUMMARY Administration Customer Services Field Inspection Plans Review Zoning Administration* Department Total CHARACTER OF EXPENDITURES Personal Services Services Commodities Equipment Inter-Activity Transfers Department Total SOURCE OF FUNDS General Fund - Development Services Revenues Department Total *As part of a citywide reorganization, Zoning Administration was formed from staff transferred from the Comprehensive Planning Task Force. 171 DEVELOPMENT SERVICES SIGNIFICANT CHANGES: Fiscal Year 2003 The adopted operating budget for Fiscal Year 2003 of $7,950,940 reflects an increase of $852,860 from the Fiscal Year 2002 Adopted Budget. Citywide reorganizations resulted in a net increase of $564,310 and six FTEs. Revenues are projected to cover the remaining $288,550 increase with no increase in rates. The significant changes to expenditures are as follows: ♦ Zoning Administration was transferred to Development Services from Comprehensive Planning Task Force, including 17 positions. ♦ Property and Housing Complaints and Public Information was transferred to Department of Neighborhood Services including 11 positions. This included a new administrative position and two inspectors assigned to the Slum Abatement and Blight Enforcement Response (SABER) program. ♦ Improvements to public service and operational efficiencies will be accomplished through the use of advanced technology. In order to facilitate future enhancements, one project manager position and two systems analysts were transferred to Development Services from Information Technology. Funding for annual merit and pay adjustments is included as well as increases in pension and medical insurance rates. Fiscal Year 2004 The operating budget for Fiscal Year 2004 of $8,277,560 includes an increase of $326,620 from Fiscal Year 2003, primarily for pay adjustments and other personnel-related costs. Projected revenues are anticipated to cover the additional costs. ADMINISTRATION MISSION STATEMENT: The Administration Division provides management direction, project management, and administrative support, to ensure an effective, efficient, and responsive development services center. KEY MEASURES OF PERFORMANCE Actual FY 2001 Adopted FY 2002 Key Outputs Coordinate and review all submitted subdivision plats and development plans. • Number of plats and plans reviewed 72 120 100 100 100 Process appeals to the city’s building official. • Number of appeals processed 109 81 100 60 60 16 12 18 18 18 15 12 18 18 18 Provide community training, education, and information associated with the department’s permitting and code enforcement processes. • Develop informational reports, brochures, and fliers • Attend community-sponsored meetings 172 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 DEVELOPMENT SERVICES Administration (Continued) KEY MEASURES OF PERFORMANCE Key Outcomes Provide the development community with timely and consistent review of subdivision/development plans. • Initial comments completed within four weeks of original submittal Process appeals to the building official within the required ten calendar day time frame. • Percent processed within time frame Actual FY 2001 Adopted FY 2002 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 N/A 100% 100% 100% 100% 80% 90% 95% 95% 95% RESOURCE SUMMARY Position Resources Financial Resources General Fund - Development Services Revenues 21.00 21.00 24.00 16.00 16.00 $ 1,810,774 $ 2,392,960 $ 2,349,100 $ 1,826,350 $ 1,905,440 173 DEVELOPMENT SERVICES CUSTOMER SERVICES MISSION STATEMENT: The Customer Services Division provides efficient and effective customer service delivery to citizens in the areas of building permitting, records retrieval, and storage by issuing permits, recording plan review activity, maintaining records, and verifying Certificates of Occupancy. KEY MEASURES OF PERFORMANCE Key Outputs Prepare and issue building permits. • Number of permits issued Key Outcome Provide “satisfactory” or better service to walk-in customers. • Percent of “satisfactory” or better responses indicated on customer surveys Actual FY 2001 Adopted FY 2002 36,221 35,000 90% 90% Estimated FY 2002 Adopted FY 2003 Approved FY 2004 36,400 37,856 37,856 95% 98% 98% RESOURCE SUMMARY Position Resources Financial Resources General Fund - Development Services Revenues 11.00 11.00 11.00 10.00 10.00 $ 460,894 $ 412,820 $ 412,820 $ 499,690 $ 524,080 PERMITS ISSUED (ALL CATEGORIES) 45,000 Number of Permits 40,000 35,000 30,000 25,000 29,404 30,472 30,576 1994 1995 1996 37,384 36,221 36,400 2000 2001 2002 Projected 32,558 28,870 29,679 1997 1998 24,454 20,000 15,000 10,000 5,000 0 1993 Fiscal Year 174 1999 DEVELOPMENT SERVICES FIELD INSPECTION MISSION STATEMENT: The Field Inspection Division protects the public’s health and welfare by inspecting all construction activities for compliance with approved plans as regulated by the city’s building, sign, and technical codes. KEY MEASURES OF PERFORMANCE Actual FY 2001 Adopted FY 2002 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 Key Outputs Perform inspections of new construction, remodels, and additions. • Number of commercial inspections • Number of residential inspections 47,359 111,055 45,000 100,000 60,000 105,000 55,000 100,000 60,000 100,000 Inspect arterial and collector streets to ensure sign code compliance. • Miles inspected 7,692 5,000 8,000 8,000 8,000 • Number of locations found to be in 4,654 4,800 4,800 4,800 4,800 Inspect subdivisions for the release of assurances (secured funds for transportation, floodplain, and other improvements). • Number of inspections 144 140 140 180 216 N/A 98% 98% 98% 98% N/A 98% 98% 98% 98% N/A 90% 90% 95% 95% Investigate sign code complaints. violation of the sign code Key Outcomes Provide timely and impartial inspections. • Percent of commercial inspections completed within 24 hours of customer’s request • Percent of residential inspections completed within 24 hours of customer’s request • Percent of subdivisions inspected for assurance release within three business days of request RESOURCE SUMMARY Position Resources Financial Resources General Fund - Development Services Revenues 36.50 36.00 36.00 36.00 36.00 $ 2,181,107 $ 2,194,020 $ 2,175,780 $ 2,367,230 $ 2,460,880 175 DEVELOPMENT SERVICES PLANS REVIEW MISSION STATEMENT: The Plans Review Division reviews all development plans submitted for compliance with the minimum standards of the building and technical codes that protect the public’s safety, health, and welfare. KEY MEASURES OF PERFORMANCE Actual FY 2001 Adopted FY 2002 Key Outputs Perform review for all commercial building plans. • Number of plans reviewed 2,752 2,030 2,568 2,400 2,400 Perform review for all residential and model home building plans. • Number of plans reviewed 7,809 4,640 6,528 6,338 6,400 90% 90% 90% 95% 95% 90% 90% 90% 95% 95% Key Outcomes Provide timely and impartial plans reviews while protecting the public health and welfare. • Percent of commercial plan reviews completed within four weeks • Percent of residential plan reviews completed within four weeks Estimated FY 2002 Adopted FY 2003 Approved FY 2004 RESOURCE SUMMARY Position Resources Financial Resources General Fund - Development Services Revenues 32.00 33.00 33.00 32.00 32.00 $ 1,625,848 $ 2,098,280 $ 2,006,050 $ 2,145,800 $ 2,243,330 176 DEVELOPMENT SERVICES ZONING ADMINISTRATION* MISSION STATEMENT: The Zoning Administration Division administers and enforces the application of ordinances and regulations relating to the development and use of land in accordance with state statutes and the Tucson Land Use Code. This is accomplished by providing zoning information to the public, investigating complaints about zoning violations, performing site reviews, assisting with zoning review for permit/license applications, and coordinating variance review processes; evaluates and processes rezoning requests and special exception land use requests; and provides rezoning information to the public. KEY MEASURES OF PERFORMANCE Actual FY 2001 Adopted FY 2002 Key Outputs Review and report on rezoning to the Zoning Examiner and Mayor and Council. • Number of reviews and reports 105 130 130 130 130 Review and report on special exception land use cases to the Zoning Examiner and the Mayor and Council. • Number reviews and reports 40 120 32 30 30 Review and report on original zoning for annexation to the Mayor and Council. • Number of reviews and reports 6 4 4 8 8 30 110 16 20 20 200 156 153 120 190 156 200 160 220 160 Process specialized use and compliance review applications. • Number of applications 80 20 100 110 120 Process liquor license applications for zoning compliance within five days. • Number of applications 280 380 300 320 380 Review special exception land use cases. • Number of reviews Respond to written requests from property owners for zoning compliance letters within five days. • Number of requests received • Number of requests completed within five days of receiving requests Estimated FY 2002 Adopted FY 2003 Approved FY 2004 *As part of a citywide Fiscal Year 2003 reorganization Zoning Administration was formed from staff transferred from the Comprehensive Planning Task Force. Key measures of performance for prior years are included here for comparative purposes. 177 DEVELOPMENT SERVICES Zoning Administration (Continued) KEY MEASURES OF PERFORMANCE Actual FY 2001 Adopted FY 2002 Process lot development option applications that modify setbacks and wall heights. • Number of applications 179 210 160 170 170 Key Outcomes Increase availability, through the rezoning process, of land for immediate residential and non-residential development. • Residential acreage • Non-residential acreage 300 100 300 100 300 100 790 1,370 890 1,370 95% 95% 95% 95% 95% Resolve zoning violations through enforcement actions of the division. • Percent of zoning violations successfully resolved Estimated FY 2002 Adopted FY 2003 Approved FY 2004 RESOURCE SUMMARY Position Resources Financial Resources General Fund - Development Services Revenues -0- -0- -0- 17.00 17.00 $ -0- $ -0- $ -0- $ 1,111,870 $ 1,143,830 178 COMPREHENSIVE PLANNING TASK FORCE* OPERATING: $ 2,993,180 POSITION TOTAL: 29.50 ADMINISTRATION PLANNING SERVICES STRATEGIC PRIORITIES LAND USE CODE PROGRAM ALLOCATION FINANCING PLAN Administration 33% Miscellaneous Federal Grants 3% General Fund 97% Land Use Code 11% Planning Services 23% Strategic Priorities 33% TEN YEAR STAFFING TRENDS Adopted Positions 60.00 45.50 46.50 46.50 1998 46.50 1997 46.50 1995 48.50 1994 50.00 46.50 49.50 47.50* 45.50 2002 2001 2000 1999 1996 1993 40.00 *Mayor and Council adopted the creation of the Comprehensive Planning Task Force through a reorganization of the Planning Department. As part of the reorganization, Regional Planning and Research has become Planning Services, Community Planning and Preservation is Strategic Priorities, and Land Use Code and Rezoning is now Land Use Code. Zoning Administration and Compliance transferred to Development Services for Fiscal Year 2003 due to a realignment of functions. 179 180 COMPREHENSIVE PLANNING TASK FORCE MISSION STATEMENT: To elevate long range comprehensive planning to the highest level priority for the City of Tucson, while preserving and enhancing Tucson’s cultural, environmental, and historical resources. OVERVIEW The Comprehensive Planning Task Force was created by the Mayor and Council through a reorganization of the Planning Department to focus on long range comprehensive planning for the community. The Comprehensive Planning Task Force mission will be carried out through the divisions of Administration, Planning Services, Strategic Priorities, and Land Use Code upon finalization of a move to a larger facility to incorporate the combined staff that will be formulating the City of Tucson’s Planned Growth Strategic Priorities. To afford and support a sustainable community, Tucson’s existing land use pattern needs to progress to one that features mixed-use development and a range of densities, while acknowledging our unique identity and preserving natural open space. This progression to more efficient and sustainable land use pattern maximizes the utilization of our resources in providing desirable and necessary infrastructure and services to our citizens. The emphasis of the Comprehensive Planning Task Force for Fiscal Years 2003 and 2004 is to ensure the balanced growth of the community, build effective relationships with regional partners, implement the General Plan’s cost of development strategy, and improve service delivery to address the demands of a growing community. Balanced growth of community will be pursued through development and reinvestment in the Central Core and Mid-City Growth Areas, and by implementing the Desert Village Model of development in Evolving Edge and the Future City Growth Areas. The Task Force will continue the process that was begun in the development of Tucson’s General Plan where all stakeholders within the community-individuals, families, neighborhoods, organizations, and businesses-engage in constructive dialogue to define the future of the Tucson valley. OFFICE HIGHLIGHTS The Comprehensive Planning Task Force will strive to build effective relationships with citizens, other governments, and the private sector to identify solutions to the challenges within each of the city’s growth areas. Emphasis will be on implementation of the General Plan approved by voters in November 2001. The Task Force will be comprised of a cross-departmental multidisciplinary team focused on four priority areas: balanced growth, regional cooperation, general plan implementation, and improved service delivery. This will include a focus on the development of urban design, building and development guidelines that are based on Tucson’s diverse culture, history, and land use patterns. Examples of projects include cost of development, corridor planning (Houghton, Stone Avenue, Sixth Avenue, Broadway, etc.), design guidelines, redevelopment opportunities, and neighborhood plan review. The Task Force will address the planning needs of the community while it engages the citizens of Tucson in dialogue on key issues. Efforts to conduct planning activity will include public information and outreach that provides the community additional information regarding implementation of the General Plan. 181 COMPREHENSIVE PLANNING TASK FORCE SUPPORT FOR LIVABLE TUCSON GOALS Goal: Better Alternatives to Automobile Transportation The Comprehensive Planning Task Force, together with community representatives, promotes alternate modes of transportation through Major Streets and Routes Plan revisions, neighborhood and area planning, and Tucson General Plan policies. The Growth Area element of the Tucson General Plan contains policies promoting alternative modes of travel, through mode choice by the public and through land development patterns. Goal: Engaged Community and Responsive Government The Comprehensive Planning Task Force is involved in outreach to the community regarding long range planning issues. Integral to the Task Force’s outreach are its informative and highly used Web site (3,000 hits per month) and a comprehensive set of bilingual information brochures. The strategic planning program provides an opportunity for staff to educate and work with citizens about the planning process and government services to make lasting neighborhood contacts. Goal: Safe Neighborhoods Tucson General Plan policies emphasize the design of neighborhoods and developments to create safe neighborhoods. Though the application and development of planned growth design concepts and models, the Task Force in cooperation with the Tucson Police Department supports “safe by design” principles. Goal: Infill and Reinvestment, Not Urban Sprawl The Tucson General Plan Growth Land Use and Community Character and Design Elements encourage sustainable infill development, which preserves and enhances existing neighborhoods. Through the application of land use codes, area and neighborhood plans provide land use stability for property owners to reinvest in the city. Goal: Abundant Urban Green Space and Recreation Areas Through implementation of the Parks, Recreation, Open Space, and Trails Element of the General Plan, urban green space and recreation areas are evaluated. The Task Force will communicate the city's green space and recreation goals to the State Land Department and their consultants for inclusion in future land dispositions and development plans. Goal: Protected Natural Desert Environment The Comprehensive Planning Task Force supports protection of the natural desert environment through efforts to improve wash/greenway preservation. Staff works cooperatively with engineering staff to map and designate washes in undeveloped areas of the city for protection of natural riparian resources. 182 COMPREHENSIVE PLANNING TASK FORCE Support for Livable Tucson Goals (Continued) Goal: Strong Local Business The Task Force will provide results of research and socioeconomic information vital to the development of business plans, proformas, and financial applications to assist citizens seeking to develop or expand small business. Staff will conduct research and develop strategies to support economic development in the city to decision-makers. Staff will also continue to update the Web site to provide current socioeconomic information. Goal: People-Oriented Neighborhoods The Task Force supports people-oriented neighborhoods and neighborhood planning processes by working with property owners and residents to develop policy direction specific to the future of their neighborhoods. Though the development of design guidelines to ensure balanced growth, infrastructure needs such as streets will be incorporated to further enhance neighborhoods. Goal: Respected Historic and Cultural Resources The Tucson General Plan Cultural Heritage Element encourages the protection and enhancement of Tucson’s cultural heritage and unique identity and the expansion of the scope of urban experiences for residents and visitors to enjoy. By combining like resources a more comprehensive approach will be taken to pursue and enhance elements such as historic preservation and the architectural character of local historic districts. OFFICE RESOURCES Actual FY 2001 Adopted FY 2002 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 PERMANENT Administration Planning Services Strategic Priorities Land Use Code Zoning Administration and Compliance 4.00 9.50 13.00 9.00 10.00 4.00 9.50 13.00 10.00 10.00 4.00 9.50 13.00 9.00 10.00 4.00 9.50 12.00 4.00 -0- 4.00 9.50 12.00 4.00 -0- Permanent Total 45.50 46.50 45.50 29.50 29.50 NON-PERMANENT Strategic Priorities -0- 1.00 1.00 -0- -0- -0- 1.00 1.00 -0- -0- 45.50 47.50 46.50 29.50 29.50 POSITION SUMMARY* Non-Permanent Total Total *As part of the reorganization, Regional Planning and Research has become Planning Services, Community Planning and Preservation is Strategic Priorities, and Land Use Code and Rezoning is now Land Use Code. Zoning Administration and Compliance transferred to Development Services for Fiscal Year 2003 due to a realignment of functions. 183 COMPREHENSIVE PLANNING TASK FORCE Office Resources (Continued) Actual FY 2001 Adopted FY 2002 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 $ 306,949 610,992 827,570 513,553 569,909 $ 579,790 641,970 1,026,620 686,590 634,500 $ 579,790 641,970 916,620 614,590 634,500 $ 971,310 701,750 987,800 332,320 -0- $ 879,350 718,200 1,030,180 342,950 -0- $ 2,828,973 $ 3,569,470 $ 3,387,470 $ 2,993,180 $ 2,970,680 Personal Services Services Commodities Equipment Other $ 2,632,207 107,523 72,004 17,239 -0- $ 2,978,380 488,380 110,390 26,320 (34,000) $ 2,906,380 378,380 110,390 26,320 (34,000) $ 2,111,240 774,180 97,940 9,820 -0- $ 2,220,020 667,180 78,160 5,320 -0- Total $ 2,828,973 $ 3,569,470 $ 3,387,470 $ 2,993,180 $ 2,970,680 $ 2,828,973 -0- $ 3,459,470 110,000 $ 3,387,470 -0- $ 2,913,180 80,000 $ 2,890,680 80,000 $ 2,828,973 $ 3,569,470 $ 3,387,470 $ 2,993,180 $ 2,970,680 FINANCIAL SUMMARY* Administration Planning Services Strategic Priorities Land Use Code Zoning Administration and Compliance Total CHARACTER OF EXPENDITURES SOURCE OF FUNDS General Fund Miscellaneous Federal Grants Total *As part of the reorganization, Regional Planning and Research has become Planning Services, Community Planning and Preservation is Strategic Priorities and Land Use Code and Rezoning is now Land Use Code. Zoning Administration and Compliance transferred to Development Services for Fiscal Year 2003 due to a realignment of functions. SIGNIFICANT CHANGES: Fiscal Year 2003 The adopted operating budget for Fiscal Year 2003 of $2,993,180 reflects a decrease of $576,290 from the Fiscal Year 2002 Adopted Budget. The significant changes are as follows: ♦ As part of the citywide reorganization 17 positions are transferring to Development Services and one project manager transferred to Neighborhood Resources. ♦ An increase of $250,000 is included for consultant and other costs for the task force. ♦ Additional staff and funding will be allocated during Fiscal Year 2003 once the requirements for the Comprehensive Planning Task Force are completed. Fiscal Year 2004 The projected operating budget for Fiscal Year 2004 of $2,970,680 includes a decrease of $22,500 from Fiscal Year 2003, primarily due to the completion of one-time professional service contracts. 184 COMPREHENSIVE PLANNING TASK FORCE ADMINISTRATION MISSION STATEMENT: The Administration Division provides management direction and support to the other three divisions, oversees Task Force objectives and community outreach, promotes sound land use administration, and provides professional planning advice to the Mayor and Council and City Manager. KEY MEASURES OF PERFORMANCE Actual FY 2001 Adopted FY 2002 Key Outputs Provide citizen participation in planning for the community through public meetings and hearings. • Number of meetings held 220 200 Provide additional training programs for staff in the areas of customer service and professional planning practices. • Number of training hours N/A Provide staff support for various boards, committees, and commissions related to planning issues. • Number of staff hours Key Outcomes Enhance the quality of customer service provided to the development and neighborhood community. of supervisors rating • Percent improvement in the performance of employees after attending training programs Estimated FY 2002 Adopted FY 2003 Approved FY 2004 200 100 100 368 1,700 1,700 1,700 11,300 10,970 10,970 8,900 8,900 N/A 75% 75% 75% 75% RESOURCE SUMMARY Position Resources Financial Resources General Fund 4.00 4.00 4.00 4.00 4.00 $ 306,949 $ 579,790 $ 579,790 $ 971,310 $ 879,350 185 COMPREHENSIVE PLANNING TASK FORCE PLANNING SERVICES* MISSION STATEMENT: The Planning Services Division develops and maintains a coordinated regional planning and research program through the preparation and update of the Comprehensive General Plan; the provision of demographic, economic, land use, and real estate information concerning urban growth and development of the Tucson region; and develops, expands, and maintains a geographic information center in support of department and citywide programs. KEY MEASURES OF PERFORMANCE Key Outputs Provide demographic, economic, and land use data in response to information requests. • Number of requests Prepare revisions to the “Tucson Update” publication and the city’s Web page. Respond to specific urban research requests from the City Manager and Mayor and Council. • Number of requests Complete maps, charts, and data listing requests for various public hearing notifications, publications, and area and neighborhood plan amendments. Key Outcomes Provide informative department wide services that offer substantial opportunity for citizen involvement. • Number of contacts with Web page Actual FY 2001 Adopted FY 2002 3,900 10,700 29 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 10,700 15,000 15,000 28 28 24 24 560 700 700 580 580 2,320 2,620 2,620 2,540 2,540 5,520 29,800 29,800 36,000 36,000 RESOURCE SUMMARY Position Resources Financial Resources General Fund 9.50 9.50 9.50 9.50 9.50 $ 610,992 $ 641,970 $ 641,970 $ 701,750 $ 718,200 *Planning Services was previously Regional Planning and Research. 186 COMPREHENSIVE PLANNING TASK FORCE STRATEGIC PRIORITIES* MISSION STATEMENT: The Strategic Priorities Division develops and maintains a coordinated community planning program through the preparation and update of adopted city plans including sub-regional, area, neighborhood, specific, redevelopment, and functional plans; provides land use policy and planning information as it relates to urban growth and development of the Tucson region; and conducts design reviews within city historic zones. KEY MEASURES OF PERFORMANCE Actual FY 2001 Adopted FY 2002 Key Outputs Process Historic Preservation Zone cases. • Number of cases 80 60 60 70 70 Analyze planning and zoning compliance of real estate offers to sell city property for the Department of Transportation. • Number of offers 92 60 60 60 60 Review rezonings, special exceptions, time extensions, and change of concept plan/change of condition(s) to provide conformance to adopted plans, and review Rezoning Development Plan to ensure compliance. • Number of reviews • Number of cases 60 N/A 70 N/A 70 240 70 240 70 240 Review Residential Cluster Projects to ensure conformance with the Mayor and Council adopted plans. • Number of reviews 68 40 40 50 50 Provide plan amendment determination requests. • Number of requests 150 200 200 200 200 Review rezoning case development plans to ensure compliance with the Mayor and Council rezoning conditions. • Number of reviews 95 110 110 80 80 90% 94% 84% 94% 94% Key Outcomes Promote neighborhood, area, and subregional land use plans. • Percent of city covered by adopted plans** Estimated FY 2002 Adopted FY 2003 **Strategic Priorities was previously Community Planning and Preservation. **Percentage dropped in Fiscal Year 2002 due to annexations which will be covered by Fiscal Year 2003. 187 Approved FY 2004 COMPREHENSIVE PLANNING TASK FORCE Strategic Priorities (Continued) RESOURCE SUMMARY Position Resources Financial Resources General Fund Miscellaneous Federal Grants Financial Resources Total Actual FY 2001 Adopted FY 2002 13.00 14.00 $ 827,570 -0$ 827,570 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 14.00 12.00 12.00 $ 916,620 110,000 $ 916,620 -0- $ 907,800 80,000 $ 950,180 80,000 $ 1,026,620 $ 916,620 $ 987,800 $ 1,030,180 LAND USE CODE* MISSION STATEMENT: The Land Use Code Division maintains land use regulations and development standards and oversees compliance by researching, drafting, evaluating, and processing any amendments to the Tucson Land Use Code and the Development Standards. KEY MEASURES OF PERFORMANCE Key Outputs Complete amendments to the Land Use Code regulations and the Development Standards. • Number of amendments Ensure that proposed projects comply with adopted Mayor and Council Comprehensive Plan, neighborhood plan, and area plan policies. • Number of rezoning or special exception cases 10 4 8 10 10 145 200 200 200 200 RESOURCE SUMMARY Position Resources Financial Resources General Fund 9.00 10.00 9.00 4.00 4.00 $ 513,553 $ 686,590 $ 614,590 $ 332,320 $ 342,950 *Land Use Code was previously Land Use Code and Rezoning Review. 188 COMPREHENSIVE PLANNING TASK FORCE ZONING ADMINISTRATION AND COMPLIANCE* RESOURCE SUMMARY Position Resources Financial Resources General Fund Actual FY 2001 Adopted FY 2002 10.00 10.00 $ 569,909 $ 634,500 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 10.00 -0- -0- $ 634,500 $-0- $-0- *The Zoning Administration and Compliance Division was transferred to Development Services. 189 190 SOLID WASTE MANAGEMENT OPERATING: CAPITAL: TOTAL: $ 25,884,920 6,701,100 $ 32,586,020 POSITION TOTAL: 236.00 ADMINISTRATION CUSTOMER SERVICE AND ENVIRONMENTAL PLANNING COLLECTIONS REFUSE DISPOSAL FINANCING PLAN 2000 General Obligation Bonds 5% PROGRAM ALLOCATION Solid Waste Management Fund General Fund Contribution 44% 1994 General Obligation Bonds 1% Administration 3% Capital Improvements 21% Customer Service and Environmental Planning 9% Refuse Disposal 17% Environmental and Solid Waste Mandate Reserves 15% Collections 50% Solid Waste Management Fund Revenues 34% Miscellaneous NonFederal Grants 1% TEN YEAR STAFFING TRENDS Adopted Positions 224.00 250.00 223.00 225.00 225.00 235.00 240.00 243.00 244.00 200.00 150.00 The Solid Waste Management Department was established in Fiscal Year 1995 with staffing from the Operations Department Sanitation Division. 100.00 50.00 191 2002 2001 2000 1999 1998 1997 1996 1995 1994 1993 0.00 192 SOLID WASTE MANAGEMENT MISSION STATEMENT: To provide a comprehensive and cost-effective solid waste management program to ensure customer satisfaction and community health safeguards by providing solid waste collection, disposal, and recycling services. OVERVIEW The Solid Waste Management Department (SWMD) provides code enforcement, alternating-week curbside recycling, twice-per-week residential refuse collection, commercial refuse collection, seven-day-per-week landfill operations, and twice-a-year brush and bulky collections. The department provides personnel, equipment, supplies, and contracted services to deliver an overall package of high quality and cost-effective waste handling services to the community. Providing community education is a vital component in carrying out these programs. The four divisions of the Solid Waste Management Department are Administration, Customer Service and Environmental Planning, Collections, and Refuse Disposal. With 236 staff members, the department serves approximately 133,500 residential and 3,361 commercial customers. DEPARTMENT HIGHLIGHTS The implementation of the Tucson Recycles program will begin July of 2002 with the delivery of recycling containers and education materials being delivered to residents in phases. The usage of the blue barrels will significantly increase recycling capacity because all accepted materials can be commingled together in a single blue barrel. Through a grant from the Environmental Protection Agency (EPA), the SWMD is offering on-site recycling service to 300 small businesses. The Small Business Recycling Project is testing the feasibility of offering this new service on a citywide basis to Tucson’s small businesses. This pilot project promotes collection of 21 types of recyclable material in a single, 90-gallon blue barrel. This convenient and easy-to-use program increases commercial waste diversion and could ultimately reduce refuse costs for small businesses. SWMD is developing an elementary education program with the support of a Waste Reduction Initiative Through Education (WRITE) grant from the Arizona Department of Environmental Quality. The grant was awarded in July 2001 and is funding the creation of classroom presentations, materials, and teacher-based activities about recycling. The department also received a grant from the National Association of Polyethylene Terephthalate (PET) Container Resources (NAPCOR) for collection of vehicle signs and other materials to promote the recycling of PET (#1) bottles. The Collections Division continues to address the rapid growth of households and population within the city through the use of more efficient routes and scheduling. The department’s commercial services have continued to hold steady over the past year. At the Los Reales Landfill, the first lined cell went into use in July 2000. This disposal area uses an advanced synthetic liner designed to increase protection of the environment. Construction of a second cell began in January 2002. Projects are planned to ensure the Los Reales Landfill will last 20 to 50 years. 193 SOLID WASTE MANAGEMENT SUPPORT FOR LIVABLE TUCSON GOALS Goal: Engaged Community and Responsive Government Through a pilot program, the Solid Waste Management Department provides once-per-week refuse and recycling services to selected neighborhoods in Tucson. Community wide surveys are planned for the upcoming year to help determine participants’ satisfaction with the recycling and collection services. Goal: Abundant Urban Green Space and Recreation Areas The department has several projects, either planned or underway, to revegetate closed landfills or to prepare them for recreational uses. Final planning is for a multipurpose park incorporated into the mandated closure construction at the Irvington Landfill. The feasibility of similar recreational areas is being examined at several other old landfill sites. The department works cooperatively with other city departments and government agencies to protect the environment and help keep our community clean. The department’s environmental inspectors ensure that reported code violations, such as junk storage, weedy lots, illegal refuse, and hazardous waste disposal are quickly addressed, thereby promoting a cleaner community. Goal: Clean Air and Quality Water The department meets federal, state, and local environmental regulations in the development and operation of city landfills. All current and future disposal areas at the Los Reales Landfill will use underground synthetic liners to protect groundwater for future generations. Additionally, proper management of landfill gas ensures protection of the earth’s ozone layer. Implementation of a new computer routing system will enable more efficient routing of garbage trucks, resulting in fewer miles driven and reduced vehicle emissions. The department acquired its first alternative fuel garbage truck and will be assessing its viability in the upcoming year. Goal: People-Oriented Neighborhoods The department provides support to an increasing number of neighborhood improvement projects and special events, including neighborhood cleanups that are coordinated and sponsored by Citizen and Neighborhood Services. The department incorporates and coordinates neighborhood cleanup projects with existing residential neighborhood brush and bulky cleanups (already provided twice a year to all neighborhoods within the city) into the Department of Neighborhood Resources. Goal: Strong Local Businesses The department continues to assist both small and large local businesses by providing integrated and comprehensive solid waste and recycling services. These activities assist businesses to operate in a profitable manner. The department maintains a competitive rate structure for commercial solid waste collection within the city to allow for fair and reasonable prices for the services provided. 194 SOLID WASTE MANAGEMENT Support for Livable Tucson Goals (Continued) Goal: Efficient Use of Natural Resources In partnership with local business and utility companies, the Solid Waste Management Department has developed a project to convert methane, a naturally produced landfill gas, into electricity. This project reduces the level of methane gas at the Los Reales Landfill and provides an economical energy source for the community. This system became operational in March 1999 and its contribution to the environment continues today. Similar projects are being explored at two closed landfills. The department’s waste reduction and recycling programs diverted 19,728 tons of waste from the city’s landfill during Fiscal Year 2000. Over 67% of all eligible households participate in the city’s curbside recycling program. These efforts not only extend the life of the Los Reales Landfill, but also conserve natural resources, reduce greenhouse gases, and help protect groundwater for future generations. DEPARTMENT RESOURCES Actual FY 2001 Adopted FY 2002 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 8.00 26.00 11.00 25.00 11.00 26.00 11.00 26.00 11.00 26.00 164.00 45.00 163.00 45.00 163.00 45.00 156.00 43.00 156.00 43.00 243.00 244.00 245.00 236.00 236.00 0.33 -0- -0- -0- -0- 0.33 -0- -0- -0- -0- 243.33 244.00 245.00 236.00 236.00 969,470 3,034,020 $ 1,010,360 2,919,630 POSITION SUMMARY PERMANENT Administration Customer Service and Environmental Planning Collections Refuse Disposal Permanent Total NON-PERMANENT Customer Service and Environmental Planning Non-Permanent Total Department Total FINANCIAL SUMMARY Administration Customer Service and Environmental Planning Collections Refuse Disposal Operating Total Capital Improvements Department Total $ 908,295 3,285,502 $ 834,780 4,085,100 $ 862,680 3,983,910 $ 16,202,166 6,351,222 18,019,520 6,216,040 16,522,110 5,718,890 16,170,580 5,710,850 15,523,200 5,812,440 26,747,185 784,577 29,155,440 7,690,000 27,087,590 7,690,000 25,884,920 6,701,100 25,265,630 4,941,000 $ 27,531,762 $ 36,845,440 $ 34,777,590 $ 32,586,020 $ 30,206,630 195 SOLID WASTE MANAGEMENT Department Resources (Continued) Actual FY 2001 Adopted FY 2002 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 $ 11,168,629 $ 11,865,450 12,777,956 14,139,950 1,400,630 1,695,480 1,770,984 1,989,560 -0(279,000) (371,014) (256,000) $ 11,475,450 12,245,360 1,695,480 1,927,300 -0(256,000) $ 12,422,220 11,454,230 2,186,470 -0-0(178,000) $ 12,960,460 10,576,440 1,907,730 -0-0(179,000) CHARACTER OF EXPENDITURES Personal Services Services Commodities Equipment Other Inter-Activity Transfers Operating Total Capital Improvements Department Total 26,747,185 784,577 29,155,440 7,690,000 27,087,590 7,690,000 25,884,920 6,701,100 25,265,630 4,941,000 $ 27,531,762 $ 36,845,440 $ 34,777,590 $ 32,586,020 $ 30,206,630 $ 16,902,215 $ 18,554,340 $ 16,962,590 $ 14,333,560 $ 13,040,610 9,835,170 10,184,000 9,715,000 11,141,360 11,815,020 -09,800 410,000 7,100 390,380 19,620 410,000 -0- 410,000 -0- $ 26,747,185 $ 29,155,440 $ 27,087,590 $ 25,884,920 $ 25,265,630 $ $ $ $ $ SOURCE OF FUNDS OPERATING FUNDS Solid Waste Management Fund General Fund Contribution Solid Waste Management Fund Revenues Miscellaneous Non-Federal Grants Miscellaneous Federal Grants Operating Funds Total CAPITAL FUNDS Solid Waste Management Fund General Fund Contribution Environmental and Solid Waste Mandate Reserves 1994 General Obligation Bonds 2000 General Obligation Bonds 18,643 -0- -0- -0- -0- -0- 654,800 654,800 4,748,700 3,231,000 563,867 202,067 925,200 6,110,000 925,200 6,110,000 435,400 1,517,000 1,710,000 -0- Capital Funds Total $ 784,577 $ 7,690,000 $ 7,690,000 $ 6,701,100 $ 4,941,000 Department Total $ 27,531,762 $ 36,845,440 $ 34,777,590 $ 32,586,020 $ 30,206,630 196 SOLID WASTE MANAGEMENT SIGNIFICANT CHANGES: Fiscal Year 2003 The adopted operating budget for Fiscal Year 2003 of $25,884,920 reflects a decrease of $3,270,520 from the Fiscal Year 2002 Adopted Budget. This includes a net reduction of nine full-time positions, with one position added during Fiscal Year 2002 for the Slum Abatement and Blight Enforcement Response (SABER) program. Although no new fees are proposed at this time, revenues are expected to grow 5%, which includes a projected increase in revenues from the implementation of the Tucson Recycles program. The significant changes to expenditures are as follows: ♦ Improvements in operational efficiency at the landfill and in container maintenance will reduce costs and eliminate five positions. ♦ With the implementation of the Tucson Recycles program and related operational improvements in the area of residential collections, a savings of approximately $2,000,000 has been projected for Fiscal Year 2003. ♦ The 10th Avenue transfer station will be temporarily closed with a reduction of seven positions. ♦ Residential collections currently performed by private contractor will be collected by city workers at a lower cost. Funding for annual merit and pay adjustments is included as well as increases in pension and medical insurance rates. The capital budget includes a decrease of $988,900 for a Fiscal Year 2003 budget of $6,701,100. This budget includes the use of $4,748,700 from Environmental and Solid Waste Mandate Reserves. Completion of bond funded projects resulted in the net decrease from Fiscal Year 2002. Fiscal Year 2004 The operating budget for Fiscal Year 2004 of $25,265,630 includes a decrease of $621,290 from Fiscal Year 2003. Full year operations of the Tucson Recycles program will continue to generate savings of close to $1,000,000. Pay adjustments and rate increases in personnel costs are also included. Revenues are projected to increase 5% as in Fiscal Year 2003. The capital budget is decreased $1,760,100 for a Fiscal Year 2004 budget of $4,941,000 based on the completion of projects funded through the use of Environmental and Solid Waste Mandate Reserves and city bond funds. 197 SOLID WASTE MANAGEMENT ADMINISTRATION MISSION STATEMENT: The Administration Division provides management direction for the delivery of solid waste services with emphasis on the operation of a commercial refuse billing system, control and monitoring of capital improvement projects, budget and fiscal management, public education, and employee training and safety. KEY MEASURES OF PERFORMANCE Key Outputs Maintain department personnel overtime at no more than 5% of salaries. Provide facilities for citizens to drop-off hazardous waste products that will protect the environment. • Number of citizens using drop-off facilities Key Outcomes Promote a safe and clean environment by resolving all reported code violations. • Percent resolved within sixty days Actual FY 2001 Adopted FY 2002 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 5.6% 5.0% 5.0% 5.0% 5.0% 26,753 26,000 26,000 29,000 30,500 89% 90% 90% 90% 90% RESOURCE SUMMARY Position Resources Financial Resources General Fund Contribution 8.00 11.00 11.00 11.00 11.00 $ 908,295 $ 834,780 $ 862,680 $ 969,470 $ 1,010,360 198 SOLID WASTE MANAGEMENT CUSTOMER SERVICE AND ENVIRONMENTAL PLANNING MISSION STATEMENT: The Customer Service and Environmental Planning Division promotes waste reduction programs, ensures a safe environment, enhances neighborhoods, provides excellent customer service, develops efficient routing for collection service, and educates the community about solid waste management programs. KEY MEASURES OF PERFORMANCE Actual FY 2001 Adopted FY 2002 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 370,000 5,800 46,400 160,000 8,900 10,500 250,000 7,500 50,000 300,000 8,000 55,000 400,000 8,000 60,000 70 N/A 70 70 70 118,000 118,000 119,000 120,000 120,000 Conduct property inspections of code violations (weedy lots, illegal storage, abandoned vehicles, illegal refuse, and hazardous waste disposal). • Number of code violation inspections 30,500 34,000 34,000 36,500 38,000 Key Outcomes Enhance accessibility to the department by monitoring the hang-up rate and adjusting the phone system to ensure quality customer service. • Percent of customers hanging up 5% 5% 5% 5% 5% Conserve natural resources and protect the environment by diverting waste from Los Reales Landfill. • Tons recycled** 18,500 18,500 18,500 25,000 35,000 Key Outputs Provide recycling and waste reduction education and outreach information to citizens. • Information brochures distributed* • K through 12 student participants • Event and program contacts (including TreeCycle, and Beat the Heap) • Media outreach (i.e., news releases, interviews) Respond to customer telephone calls. • Number of calls received *The adopted 2002 amount is lower than the estimated Fiscal Year 2002, because the Diversion newsletter is distributed to 131,000 curbside recycling residents only every two years, which results in a change in totals between fiscal years. **Increase is due to Tucson Recycles program. 199 SOLID WASTE MANAGEMENT Customer Service and Environmental Planning (Continued) KEY MEASURES OF PERFORMANCE Promote a safe and clean environment by resolving all reported code violations. • Percent resolved within 60 days • Number of Notices of Violation issued • Number of citations issued Actual FY 2001 Adopted FY 2002 89% 4,642 389 90% N/A N/A Estimated FY 2002 Adopted FY 2003 Approved FY 2004 90% 6,014 350 90% 6,500 450 90% 7,000 450 RESOURCE SUMMARY Position Resources Financial Resources General Fund Contribution Miscellaneous Non-Federal Grants Miscellaneous Federal Grants Financial Resources Total 26.33 25.00 26.00 26.00 26.00 $ 3,275,702 -09,800 $ 3,668,000 410,000 7,100 $ 3,573,910 390,380 19,620 $ 2,624,020 410,000 -0- $ 2,509,630 410,000 -0- $ 3,285,502 $ 4,085,100 $ 3,983,910 $ 3,034,020 $ 2,919,630 COLLECTIONS MISSION STATEMENT: The Collections Division provides effective residential and commercial collection of solid waste and recyclables at a minimum per-unit cost while preserving community health and welfare. KEY MEASURES OF PERFORMANCE Key Outputs Maintain commercial customer accounts. • Number of active accounts • Amount of revenue collected ($000s) 4,500 $ 5,300 3,350 $ 5,200 3,361 $ 5,200 3,400 $ 5,300 3,450 $ 5,330 Collect solid waste material and recyclables. • Number of commercial tons collected • Number of residential tons collected 115,469 187,361 115,000 189,000 115,000 189,000 116,000 190,000 118,000 200,000 Collect heavy brush and bulky items through the Brush and Bulky Program. • Number of stops per week • Total tons collected 2,000 9,200 1,891 11,000 1,891 11,000 2,000 12,000 2,400 12,500 Hold occurrence of missed stops to less than 50 of the 65,000 residential stops completed each day. • Total number of missed stops per day 30 25 25 20 20 200 SOLID WASTE MANAGEMENT Collections (Continued) KEY MEASURES OF PERFORMANCE Key Outcomes Ensure that cost-efficient commercial and residential solid waste service is available to the community. • Residential collection cost per ton • Collection cost per household (per month) • Brush and bulky cost per ton • Commercial cost per ton Actual FY 2001 Adopted FY 2002 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 $ 54.53 $ 56.50 $ 56.50 $ 53.88 $ 54.00 $ 6.59 $ 153.89 $ 32.88 $ 6.59 $ 137.07 $ 38.31 $ 6.59 $ 137.07 $ 38.31 $ 6.39 $ 136.41 $ 38.37 $ 6.45 $ 137.00 $ 38.80 RESOURCE SUMMARY Position Resources 164.00 163.00 163.00 156.00 156.00 Financial Resources General Fund Contribution Solid Waste Management Fund Revenues $ 10,848,095 5,354,071 $ 12,571,520 5,448,000 $ 11,182,110 5,340,000 $ 9,954,660 6,215,920 $ 8,830,640 6,692,560 Financial Resources Total $ 16,202,166 $ 18,019,520 $ 16,522,110 $ 16,170,580 $ 15,523,200 REFUSE DISPOSAL MISSION STATEMENT: The Refuse Disposal Division plans, constructs, and operates city landfills, and conducts environmental monitoring, for the protection of health and the environment, in compliance with regulatory requirements. KEY MEASURES OF PERFORMANCE Key Outputs Inspect incoming refuse loads for hazardous wastes (U.S. Environmental Protection Agency’s guideline is to inspect 1% of total loads). • Number of inspections • Percent of total loads inspected 5,820 6.0% 6,600 2.2% 201 6,000 5.5% 6,000 5.5% 6,000 5.5% SOLID WASTE MANAGEMENT Refuse Disposal (Continued) KEY MEASURES OF PERFORMANCE Conduct methane gas measurements at various active and closed landfills to meet health and safety and state regulatory standards. • Number of measurements • Percent meeting standards Provide safe and environmentally secure disposal of refuse. • Tons of refuse collected by department • Tons of refuse collected by private commercial haulers • Number of self-hauled loads Key Outcomes Promote a cleaner environment by ensuring compliance with all regulatory guidelines that affect city solid waste facilities. • Number of regulatory inspections by state agencies • Percent of inspections passed with no violations Actual FY 2001 Adopted FY 2002 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 14,481 99% 15,000 100% 15,000 99% 15,000 100% 15,000 100% 352,248 224,000 352,280 177,000 352,280 177,000 360,000 174,000 366,000 174,000 130,250 142,000 142,000 142,000 142,000 6 4 4 4 4 100% 100% 100% 100% 100% RESOURCE SUMMARY Position Resources 45.00 45.00 45.00 43.00 43.00 Financial Resources General Fund Contribution Solid Waste Management Fund Revenues $ 1,870,123 4,481,099 $ 1,480,040 4,736,000 $ 1,343,890 4,375,000 $ 785,410 4,925,440 $ 689,980 5,122,460 Financial Resources Total $ 6,351,222 $ 6,216,040 $ 5,718,890 $ 5,710,850 $ 5,812,440 202 TRANSPORTATION OPERATING: CAPITAL: TOTAL: POSITION TOTAL: $ 75,509,390 115,821,800 $ 191,331,190 399.50 MANAGEMENT SERVICES TRANSIT SERVICES TRANSPORTATION PLANNING REAL ESTATE SUN TRAN ENGINEERING STREET AND TRAFFIC MAINTENANCE VAN TRAN TRAFFIC ENGINEERING FINANCING PLAN Street and Highway Revenue Bonds 7% Other* 6% PROGRAM ALLOCATION General Fund 3% Management Services 2% Sun Tran 17% Highway User Revenue Fund 20% Mass Transit General Fund Contribution 15% Van Tran 4% Capital Improvements 61% General Obligation Bonds 11% Street and Traffic Maintenance 11% Federal Highway Administration Funds 18% Mass Transit Funds 20% Other* 5% *Includes Miscellaneous Non-Federal Grants (<1%) and Capital Agreements Fund (5%). *Includes Traffic Engineering (2%), Transportation Planning (1%), Engineering (1%), Transit Services (<1%), and Real Estate (<1%) TEN YEAR STAFFING TRENDS Adopted Positions 450.00 400.00 366.50 376.50 378.50 384.00 386.50 401.50 395.50 399.50 350.00 During Fiscal Year 1994, the Department of Operation’s Street Maintenance Division was transferred to Transportation. 300.00 250.00 212.00 220.50 203 2002 2001 2000 1999 1998 1997 1996 1995 1994 1993 200.00 204 TRANSPORTATION MISSION STATEMENT: The Department of Transportation (DOT) provides and manages safe, efficient, and effective traditional and alternate modes of transportation and public transit service for the Tucson metropolitan community. DOT supports safe neighborhoods through effective streets, lighting, and traffic maintenance programs and maintains the highest environmental standards for the city’s stormwater drainage systems and air quality that serve the health, safety, and welfare of the community. OVERVIEW The Department of Transportation is responsible for a transportation system covering approximately 226 square miles, including over 2,000 miles of streets, bikepaths, sidewalks, and alleyways. DOT is committed to providing accessible public transit via Sun Tran and Van Tran, which offer the community quality transportation alternatives. DOT maintains a street, alley, and drainageway program for a clean, safe, and healthful environment; designs and constructs major system improvements; and manages the acquisition and sale of properties for capital improvement projects and the improved quality of life within the community. DOT is committed to improving traffic safety; maintaining high standards of reliability in existing transportation systems; and working with neighborhoods to upgrade streets, sidewalks, medians, and parks to promote safety, improve quality of life, and preserve the unique character of Tucson. The nine divisions of the Department of Transportation are Management Services, Transit Services, Sun Tran, Van Tran, Transportation Planning, Engineering, Real Estate, Street and Traffic Maintenance, and Traffic Engineering. DEPARTMENT HIGHLIGHTS DOT continues to work cooperatively with other city departments and local business to foster the revitalization of the downtown business district. The implementation of the downtown circulator shuttle, Tucson Inner City Express Transit (TICET), is a positive step in the ongoing process. Transit funding obtained from the State of Arizona will enable the department to further upgrade the fleets of Sun Tran and Van Tran, which provide fixed-route and paratransit service within the community, in an effort to reduce congestion and promote the use of alternate modes of transportation. The transition of the Sun Tran bus fleet to environmentally-efficient vehicles remains a priority as diesel-fueled buses are replaced with those that use compressed natural gas (CNG). The new buses are equipped with wheelchair lifts, improving access to the transit system for people with disabilities, and with bicycle racks to promote multi-modal transportation. DOT continues to invest significantly in street overlay and seal coating to provide smoother roads for safe travel and to extend the life of heavily traveled pavement. These reconstruction projects will improve safety, reduce congestion, and improve air quality. 205 TRANSPORTATION SUPPORT FOR LIVABLE TUCSON GOALS Goal: Better Alternatives to Automobile Transportation DOT designs, builds, and administers programs that promote the use of mass transit, bicycles, and walking as alternative modes of transportation for commuting, recreational, and leisure activities. A paratransit service is offered providing much needed mobility and reducing the need for private transportation for those citizens eligible under the Americans with Disabilities Act. Fixed-route service, which transported about 14.5 million riders in the last fiscal year, is also provided to the community by Sun Tran, transporting riders to employment sites, shopping centers, medical complexes, social services, and recreational areas. Sun Tran develops strategic partnerships that encourage use of alternative transportation. The U-Pass program was designed to encourage university students to use Sun Tran. The University of Arizona subsidizes passes for approximately 3,000 students and faculty each year. Sun Tran’s Get On Board program partners with nearly 70 area businesses to provide alternative transportation through employer subsidies. DOT constructs sidewalks and pedestrian-crossing devices, sidewalk landscaping, bicycle paths, and bus shelters. Several special signals designed to facilitate roadway crossings for pedestrians and bicyclists have been installed and more are planned in the future. In cooperation with Pima Association of Governments, Pima County, and the Arizona Department of Transportation, DOT has developed and implemented a regional Intelligent Transportation System to manage and maximize existing transportation resources, pedestrian and bicycle programs, and transit operations. The ParkWise Program has implemented a downtown circulator shuttle, TICET, and provides City of Tucson employees with bike lockers and encourages mass transit and pedestrian travel. University Area Travel Reduction Programs have been implemented to reduce vehicular traffic around the University of Arizona. The Neighborhood Traffic Management Program works with neighborhoods to resolve traffic problems and promote alternate modes of transportation within neighborhoods. Goal: Engaged Community and Responsive Government DOT is actively involved in community outreach, initiating public meetings concerning transportation issues and participating in joint public meetings and open houses with other agencies. DOT participates regularly in citizen advisory meetings, such as the Citizens Transportation Advisory Committee, the Commission on Disability Issues, and the Transportation Enterprise Area Management Commission. DOT supports the University of Arizona Career Night, Job Fairs, public outreach programs, and neighborhood meetings through the newly created Speakers Bureau. Goal: Safe Neighborhoods DOT solicits comments from the public on all capital projects to ensure that “safe by design” concepts are integrated into design and construction. Lighting projects, sidewalks, intersection improvements, and dual turn lanes promote safety for neighborhoods. The maintenance of pedestrian crosswalk striping and safety signals provides safe travel for school children and residents. A cleaner and safer environment is promoted through stormwater quality and water harvesting, and the maintenance of debris-free city-owned lots throughout the community. 206 TRANSPORTATION Support for Livable Tucson Goals (Continued) Goal: Safe Neighborhoods (Continued) The residential street lighting program brings neighbors together to map out plans that manage neighborhood traffic and promote safety for pedestrians, cyclists, and drivers. DOT is responsible for the relamping of approximately 14,340 residential street lights to ensure the lights are functioning properly. Graffiti abatement, neighborhood traffic calming, parking plans, and floodplain education programs all work to ensure that the integrity of neighborhoods is preserved. The Neighborhood Traffic Management Program is designed to protect the quality of life in Tucson neighborhoods through the management and control of traffic in neighborhoods. Techniques such as speed humps, traffic circles, and traffic diverters are used to minimize unwanted traffic and discourage excessive speeds on neighborhood streets, making them safer. The ParkWise Program has residential parking programs in over 20 different neighborhoods, with approximately 5,500 permit holders. These programs significantly reduce the amount of non-resident traffic, which helps to promote neighborhood safety. In addition, traffic enforcement agents routinely patrol these neighborhoods for safety violations and issue citations for non-compliance. Goal: Infill and Reinvestment, Not Urban Sprawl Through an efficient traffic circulation system, DOT provides better access to urban centers, promoting livable neighborhoods and successful businesses. The Neighborhood Traffic Management Program helps the City of Tucson improve and stabilize the quality of life in the residential areas impacted by traffic congestion. DOT proactively pursues the sale of surplus city lots, creating development opportunities, an increased tax base, and an increase of revenue to the City of Tucson. Many of our capital and operating projects are overlays, Back to Basics programs, on-call sidewalk projects, and residential street lighting. The Stormwater Section is working in coordination with various committees, city departments, and participating city neighborhoods on the preservation of various naturally vegetated watercourses, and revegetation of those areas that have been disturbed or altered by construction, flooding, or other causes. The many ParkWise programs are especially designed to support City Center business needs while also protecting/enhancing the quality of life in neighborhoods thereby encouraging City Center living. Goal: Abundant Urban Green Space and Recreation Areas DOT is working to increase recreation areas and beautify the community. The number of bicycle and pedestrian pathways is increasing. DOT is working with the Parks and Recreation Department and neighborhoods to incorporate recreational uses into flood control basin development and beautify median islands, traffic circles, and pullouts in neighborhoods. The Tucson Stormwater Management Study, the Watercourse Amenities Safety and Habitat (WASH) Ordinance, Interim Watercourse Improvement Policy, and floodplain ordinances recommend preserving naturally-vegetated watercourses based on the value of riparian habitat, thereby providing wash open space and green belts throughout the city. The Neighborhood Traffic Management Program promotes the establishment of additional green space in neighborhoods through landscaped traffic circles, medians, and pullouts. 207 TRANSPORTATION Support for Livable Tucson Goals (Continued) Goal: Protected Natural Desert Environment Watercourse preservation, including protection of naturally occurring vegetation and wildlife habitat, and revegetation of disturbed watercourses are primary goals of the Tucson Stormwater Management Study (TSMS) Master Plan adopted by Mayor and Council in February 1996. Rainwater harvesting to reduce the discharge of stormwater and potential pollutants to the desert environment is also promoted through the TSMS process. DOT provides aerial photos to promote the enforcement of the Native Plant Preservation Ordinance. Protection of the environment is always a consideration in the procurement of properties. Goal: Clean Air and Quality Water DOT contributes to cleaner air by providing mass transit services, constructing bus shelters to encourage ridership, operating its buses with compressed natural gas, and increasing the number of bicycle and pedestrian pathways. The construction of roadway and intersection improvements such as dust control paving, intersection widening, and pavement reconstruction helps to alleviate traffic congestion. Land rights are secured that allow for the development and improvement of roadways that more efficiently moves traffic. Landscaping is required on all new projects. Also, reduction of the heat island is achieved through the open space provision. Water harvesting is encouraged on all new projects. By working with the community and local governmental agencies, the Stormwater Quality program’s public education and regulation enforcement help to monitor and maintain the quality of the stormwater runoff. The Stormwater Quality section works to eliminate non-stormwater discharges that are potential sources of pollution to the city's storm drain system and washes and inspects industrial facilities and construction sites to ensure that they are complying with federal regulations to eliminate pollutants in their stormwater runoff. Regional traffic signal synchronization, as part of the Intelligent Transportation System, is a key element in reducing traffic stops and delay. The improved traffic flow creates an operational improvement of air quality in the Tucson area. The TICET shuttle provides an alternative to automobile travel in the downtown that helps to reduce the overall congestion and improves air quality. The transition of the Sun Tran fleet to environmentally-efficient vehicles continues. Sun Tran has added 45 new compressed natural gas (CNG) buses to its fleet that offer the newest technology in the industry. Approximately 68% of the fleet now operates on alternate fuels such as CNG and duel fuel technology. Sun Tran further promotes environmentally-friendly transit as bike racks have been installed on all of its fleet. 208 TRANSPORTATION Support for Livable Tucson Goals (Continued) Goal: People Oriented Neighborhoods A primary goal of DOT is to reduce the number of single occupant automobile trips, thereby reducing traffic congestion and improving air quality. Traffic flow in neighborhoods is reduced by mass transit. The paratransit service provides “grocery sweeps” in which we transport people to grocery stores who would otherwise either be unable to go to the market, or who would use a singlefamily vehicle. This results in improved quality of life for Tucson citizens. DOT also designs and builds neighborhood projects that promote walking, recreational, and leisure activities. Back to Basics projects include the construction of sidewalks, street lighting, pedestrian-crossing devices, public art, linear parks, and the enhancement of sidewalk landscaping. The Neighborhood Traffic Management Program (NTMP) protects the environment and quality of life in Tucson neighborhoods through the management and control of traffic on neighborhood streets. The ParkWise program works closely with neighborhood groups to help minimize parking and traffic disturbances in neighborhoods. Neighborhood meetings with the Transportation Enterprise Area Management (TEAM) Commission have helped to implement parking solutions in the development phase of projects such as the Santa Rosa Neighborhood revitalization and the Stone/Sixth Avenue Two-Way Traffic conversion, which assist the business sector while minimizing the traffic impact on the neighborhood. Goal: Respected Historic and Cultural Resources Through the Tucson Intermodal Center Master Plan, DOT continues its involvement with the preservation of a key feature of Tucson’s past. The renovation of the Union Pacific Depot, together with the relocation of historic locomotive #1673 and the restoration of the Fourth Avenue underpass, will serve to anchor the east end of the downtown area in this revitalization effort. The extension of the Old Pueblo Trolley into the downtown area as an element of the Barraza-Aviation Parkway marks the beginning of the re-creation of historic electric trolley service that was terminated nearly 50 years ago. DOT works with local arts agencies to include public art in roadway project design. DOT is also participating with the Comprehensive Planning Task Force to identify land that could be designated as open space. Goal: Reduced Poverty and Greater Equality of Opportunity DOT collaborates with the Beacon Foundation to employ mentally-challenged individuals in maintenance positions. This includes weed control and litter removal in right of ways. Many Sun Tran and Van Tran passengers are low income citizens who have no other transportation alternatives, and the trips provided give these citizens greater mobility and equality of opportunity for their transportation needs. In the past year, Sun Tran sold approximately 92,000 economy passes to low-income individuals. Another 137,000 reduced-fare passes were sold to non-profit organizations, enabling the community’s social service agencies to better provide service to Tucsonans in need. Sun Tran works to ensure that individuals with disabilities are provided with transportation alternatives. This year, Sun Tran’s fleet improved to provide 100% wheelchair accessibility. Through the Transit Solutions program, Sun Tran works with seniors and persons with disabilities to help these riders feel comfortable about using public transit. The program also teaches sensitivity training to Sun Tran employees who will be serving this segment of the population. 209 TRANSPORTATION Support for Livable Tucson Goals (Continued) Goal: Efficient Use of Natural Resources DOT is committed to the preservation of precious non-renewable resources. Sun Tran estimates that 26,000 people ride the bus every weekday. The most recent Market Research Study indicated that of the current Sun Tran riders, 42% or nearly 11,000 people, have access to more than one vehicle and are considered "riders by choice." The Environmental Protection Agency reports that the average light vehicle sold in the year 2000 averages 24 miles per gallon of gas. Pima Association of Governments estimates the average Tucsonan commutes at least 16 miles round trip per day. Based on those 11,000 people who choose to ride the bus, we estimate a 7,333 gallon reduction in gasoline consumption per weekday; 1,870,000 gallons of gasoline per year (based on a five day workweek.) Recycled roadway construction material is used for base material on new roads. Old tires are recycled to make pavement material. Water harvesting is encouraged on all new projects. Goal: Successful Downtown DOT supports the success of the downtown area through the implementation of plans for improved traffic and pedestrian circulation. Many bus lines routed through the downtown Ronstadt Center provide access to downtown employment, shopping, and public events. Unique signage will be constructed to facilitate traffic circulation. Maintenance of the roadways and sidewalks are basic services vital to private and governmental business activity downtown. The ParkWise Program is a major force in the downtown revitalization efforts, partnering with supporting organizations like the Tucson Downtown Alliance, the Tucson Arts District Partnership, and various other private associations. ParkWise manages the free TICET shuttle system that helps visitors and employees maneuver through downtown. ParkWise will also play an important role in the parking and circulation planning and implementation for the Rio Nuevo development. The department’s collaborative efforts with Tucson Electric Power Company, Citizen Downtown Oversight Committee, Graffiti Abatement Program, Intermodal Depot Committee, and area businesses support the downtown area’s growth, expansion, and economic success. Public art projects, special events, and various other joint activities promoting downtown are ongoing. 210 TRANSPORTATION DEPARTMENT RESOURCES Actual FY 2001 Adopted FY 2002 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 18.50 11.00 21.00 96.00 15.50 191.00 38.00 19.50 11.00 21.00 96.00 15.50 197.00 38.00 21.50 11.00 22.00 94.00 15.50 197.00 37.00 22.50 11.00 10.00 106.00 15.50 196.00 37.00 22.50 11.00 10.00 106.00 15.50 196.00 37.00 Permanent Total 391.00 398.00 398.00 398.00 398.00 NON-PERMANENT Engineering Traffic Engineering 0.50 1.00 0.50 1.00 0.50 1.00 0.50 1.00 0.50 1.00 1.50 1.50 1.50 1.50 1.50 392.50 399.50 399.50 399.50 399.50 POSITION SUMMARY PERMANENT Management Services Transit Services Transportation Planning* Engineering* Real Estate Street and Traffic Maintenance Traffic Engineering Non-Permanent Total Department Total FINANCIAL SUMMARY Management Services Transit Services Sun Tran Van Tran Transportation Planning* Engineering* Real Estate Street and Traffic Maintenance Traffic Engineering Operating Total Capital Improvements Department Total $ 2,118,347 $ 3,184,680 $ 3,692,750 $ 3,226,980 $ 3,242,770 649,689 873,330 721,090 763,310 713,810 30,804,332 32,262,250 30,538,330 33,118,220 34,817,870 6,115,356 6,537,100 6,487,100 6,848,480 6,944,470 1,310,517 2,040,180 1,668,070 1,327,110 1,357,010 1,742,007 2,277,300 2,046,170 3,303,730 3,298,370 768,937 758,300 757,390 842,830 869,460 21,426,979 21,665,010 21,589,410 22,057,930 22,597,160 3,536,462 4,220,270 3,687,040 4,020,800 4,061,500 68,472,626 47,878,710 73,818,420 100,666,700 71,187,350 82,277,360 $ 116,351,336 $ 174,485,120 $ 153,464,710 75,509,390 115,821,800 77,902,420 71,182,000 $ 191,331,190 $ 149,084,420 *Stormwater quality and management functions are transferred from Transportation Planning to Engineering beginning in Fiscal Year 2003. 211 TRANSPORTATION Department Resources (Continued) Actual FY 2001 Adopted FY 2002 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 CHARACTER OF EXPENDITURES Personal Services Services Commodities Equipment Other Inter-Activity Transfers $ 19,580,412 $ 20,457,910 $ 19,952,240 $ 22,538,070 $ 23,534,850 18,797,567 21,453,770 21,121,510 20,526,830 19,967,880 10,616,502 11,085,040 9,818,150 10,393,760 10,379,910 1,167,106 1,009,040 711,180 464,810 408,810 25,703,334 25,899,640 25,579,500 27,675,600 29,904,470 (7,392,295) (6,086,980) (5,995,230) (6,089,680) (6,293,500) Operating Total Capital Improvements Department Total 68,472,626 47,878,710 73,818,420 100,666,700 $ 116,351,336 $ 174,485,120 71,187,350 82,277,360 75,509,390 115,821,800 77,902,420 71,182,000 $ 153,464,710 $ 191,331,190 $ 149,084,420 SOURCE OF FUNDS OPERATING FUNDS General Fund General Fund - Certificates of Participation Highway User Revenue Fund Miscellaneous Non-Federal Grants Mass Transit - Federal Grants Mass Transit - General Fund Contribution Mass Transit - Local Transit Assistance Fund Mass Transit - State Grants Mass Transit - User Charges Federal Highway Administration Funds Operating Funds Total $ 4,666,628 $ 70,295 5,675,950 95,490 $ 4,826,820 $ 55,290 5,638,040 $ -0- 5,818,090 -0- 25,503,505 8,164 2,105,791 21,205,420 27,632,100 245,000 2,109,430 23,843,690 27,707,040 245,000 2,109,430 22,240,800 28,118,560 350,000 2,109,430 25,077,630 28,575,910 350,000 2,109,430 26,659,720 2,811,393 2,706,800 2,706,800 2,707,000 2,707,000 1,504,060 9,942,713 654,657 753,720 10,259,040 497,200 753,720 9,935,770 606,680 635,950 10,200,000 672,780 750,000 10,250,000 682,270 $ 71,187,350 $ 75,509,390 $ 77,902,420 $ 68,472,626 $ 73,818,420 212 TRANSPORTATION Department Resources (Continued) Actual FY 2001 Adopted FY 2002 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 Source of Funds (Continued) CAPITAL FUNDS General Fund Highway User Revenue Fund Miscellaneous Non-Federal Grants Capital Agreements Fund Mass Transit - Federal Grants Mass Transit - General Fund Contribution Mass Transit - State Grants Federal Highway Administration Funds 1973 General Obligation Bonds 1984 General Obligation Bonds 1994 General Obligation Bonds 2000 General Obligation Bonds 1994 Street and Highway Revenue Bonds 2000 Street and Highway Revenue Bonds Series D $ 100,451 6,823,041 -06,364,465 7,105,670 1,442,159 $ 529,000 8,129,000 -013,288,000 22,714,600 4,529,400 $ 529,000 5,195,340 -09,094,200 14,031,520 3,044,320 $ 533,000 9,858,300 728,000 10,234,800 23,948,500 3,246,200 $ 537,000 1,991,000 -05,815,000 24,494,000 2,159,000 365,800 4,592,792 428,000 22,627,000 210,000 25,722,510 -033,578,000 -021,532,000 312,091 88,924 1,054,696 3,130,193 16,498,428 -0-02,598,700 14,427,000 11,396,000 -0-02,272,420 9,488,100 11,609,950 -0-0278,000 19,992,200 2,473,800 -0-0-08,937,000 -0- -0- -0- 1,080,000 10,951,000 5,717,000 Capital Funds Total $ 47,878,710 $ 100,666,700 $ 82,277,360 $ 115,821,800 $ 71,182,000 Department Total $ 116,351,336 $ 174,485,120 $ 153,464,710 $ 191,331,190 $ 149,084,420 SIGNIFICANT CHANGES: Fiscal Year 2003 The adopted operating budget for Fiscal Year 2003 of $75,509,390 reflects an increase of $1,690,970 from the Fiscal Year 2002 Adopted Budget. The general fund contribution to mass transit was increased $1.2 million in order to maintain service levels. This increase is primarily due to contractual requirements for bus and van drivers. Funding for annual merits and pay adjustments is included as well as increases in pension and medical insurance rates. The capital budget includes additional funding of $15,155,100 for a Fiscal Year 2003 budget of $115,821,800. New federal highway funds are budgeted for resurfacing major roadways and implementation of the 2000 bond program continues to expand as scheduled. 213 TRANSPORTATION Significant Changes (Continued) Fiscal Year 2004 The operating budget for Fiscal Year 2004 of $77,902,420 includes an increase of $2,393,030 from Fiscal Year 2003. The general fund contribution to mass transit was increased $1.6 million to maintain service levels. This increase is primarily due to contractual requirements for bus and van drivers. Pay adjustments and other rate increases in fringe benefits are included in the approved increase for Fiscal Year 2004. The capital budget is decreased $44,639,800 for a Fiscal Year 2004 budget of $71,182,000 based on completion of projects funded with city bonds as well as federal and state street and highway funding. MANAGEMENT SERVICES MISSION STATEMENT: The Management Services Division plans, coordinates, supervises, and performs administrative functions; provides budget, personnel, and computer network support; manages the departmental Speakers Bureau; and serves as liaison to community-based committees for the efficient and successful operation of the Department of Transportation. KEY MEASURES OF PERFORMANCE Actual FY 2001 Adopted FY 2002 165 165 25% Coordinate and schedule Mayor and Council agenda items for DOT, council offices, and in partnership with other city departments. • Study Session items • Regular Agenda items Manage the successful coordination of the regular Speakers Bureau. • Speakers Bureau regular presentations Key Outputs Ensure computer hardware, software, and networks are operational so staff of the client divisions have trouble-free access. • Number of computers maintained Provide employee training in programs on computer software and other areas such as customer service, leadership, and safety. • Percent of total employees receiving training Adopted FY 2003 Approved FY 2004 375 375 375 30% 30% 30% 30% N/A N/A 30 80 33 120 35 150 35 150 N/A 24 24 25 25 214 Estimated FY 2002 TRANSPORTATION Management Services (Continued) KEY MEASURES OF PERFORMANCE Provide support and assistance to advisory committees and citizen committees. • Number of advisory committee meetings • Number of subcommittee meetings • Number of citizen committee meetings Send news releases in response to Transportation related issues within 24 hours. • Number of releases Key Outcomes Ensure computers are operational by providing technical support. • Percent of computer support calls responded to within 24 hours Ensure the successful distribution of information to organizations at Speakers Bureau presentations. • Percent of survey cards returned with rating of “good” or “above average” on the value of the presentation Actual FY 2001 Adopted FY 2002 N/A 56 N/A N/A Estimated FY 2002 Adopted FY 2003 Approved FY 2004 56 56 56 4 12 4 48 4 12 4 12 N/A N/A 50 50 50 95% 95% 98% 98% 98% N/A 75% 75% 75% 75% RESOURCE SUMMARY Position Resources Financial Resources General Fund Highway User Revenue Fund Financial Resources Total 18.50 19.50 21.50 22.50 22.50 $ 622,601 1,495,746 $ 639,630 2,545,050 $ 662,550 3,030,200 $ 547,910 2,679,070 $ 604,390 2,638,380 $ 2,118,347 $ 3,184,680 $ 3,692,750 $ 3,226,980 $ 3,242,770 215 TRANSPORTATION TRANSIT SERVICES MISSION STATEMENT: The Transit Services Division plans, coordinates, supervises, and performs administrative functions for the operation of fixed-route and paratransit services to ensure an efficient and costeffective public transit system that provides access to employment, services, and events for residents of the Tucson metropolitan area and to promote the use of alternate modes of transportation. KEY MEASURES OF PERFORMANCE Actual FY 2001 Adopted FY 2002 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 2 $ 13,300 1 $ 1,486 2 $ 14,000 N/A N/A 4 $ 46,062 1 $ 939,128 3 $ 22,747 1 $ 939,128 3 $ 24,567 1 $ 939,128 Prepare, negotiate, and submit Intergovernmental Agreements between area local governments for the provision of public transit services and project management activity utilizing federal and state funding sources. N/A 9 9 9 9 Process applications for Americans with Disabilities Act (ADA) eligibility for paratransit service. 2,727 2,880 3,160 3,239 3,320 Issue reduced-fare identification cards for fixed-route service. 9,326 11,000 11,000 11,1000 11,000 6,672 6,560 7,046 7,440 7,857 Key Outputs Prepare, submit, and execute Federal Transit Administration grants. • Number of federal grants submitted Total grant dollar value ($000s) • Number of state grants submitted Total grant dollar value ($000s) Key Outcomes Maintain access to Van Tran’s paratransit services. • Number of eligible persons RESOURCE SUMMARY Position Resources Financial Resources Mass Transit - General Fund Contribution Mass Transit - State Grants Financial Resources Total 11.00 11.00 11.00 11.00 11.00 $ 602,689 $ 757,330 $ 605,090 $ 690,310 $ 713,810 47,000 116,000 116,000 73,000 -0- $ 649,689 $ 873,330 $ 721,090 $ 763,310 $ 713,810 216 TRANSPORTATION SUN TRAN MISSION STATEMENT: Sun Tran provides safe, well-maintained, and cost-effective public transportation with a team of employees dedicated to customers, the environment, and the community. KEY MEASURES OF PERFORMANCE Adopted FY 2003 Approved FY 2004 185 14,320 185 15,202 185 15,527 600,336 7,829 584,340 7,598 600,336 7,964 596,036 7,736 $ 4.46 1,300 $ 4.12 1,336 $ 4.02 1,336 $ 4.16 1,336 $ 4.50 1,336 675 5,000 4,850 3,500 4,850 3,500 4,850 3,500 4,850 3,500 N/A 6,000 2,500 2,500 2,500 1.5 1.5 1.5 1.5 1.5 0.6 0.6 0.6 0.6 0.6 Increase percentage of buses fueled with compressed natural gas (CNG) to improve air quality. N/A 72% 74% 86% 92% Maintain percentage of buses on the public transit system that comply with the Americans with Disabilities Act. N/A 100% 100% 100% 100% Key Outputs Provide regional bus service. • Number of buses in fleet • Number of fixed-route service passenger trips provided (000s) • Number of fixed-route service hours • Number of fixed-route total miles (000s) • Cost per fixed-route service mile • Number of preventive maintenance checks to reduce breakdowns • Total training hours for operators • Total training hours for maintenance personnel Key Outcomes Maintain the number of miles of service between breakdowns. Actual FY 2001 Adopted FY 2002 203 14,472 185 14,760 596,996 6,904 Estimated FY 2002 Maintain a safe public transit service. • Vehicle collision accidents per 100,000 miles • Passenger injury accidents per 100,000 miles 217 TRANSPORTATION Sun Tran (Continued) RESOURCE SUMMARY Financial Resources Mass Transit - Federal Grants Mass Transit - General Fund Contribution Mass Transit - Local Transit Assistance Fund Mass Transit - State Grants Mass Transit - User Charges Financial Resources Total Actual FY 2001 Adopted FY 2002 $ 1,839,391 15,825,585 $ 1,843,030 17,885,850 2,811,393 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 $ 1,843,030 16,435,200 $ 1,843,030 18,875,430 $ 1,843,030 20,367,750 2,706,800 2,706,800 2,707,000 2,707,000 936,780 9,391,183 117,440 9,709,130 117,440 9,435,860 42,670 9,650,090 200,000 9,700,090 $ 30,804,332 $ 32,262,250 $ 30,538,330 $ 33,118,220 $ 34,817,870 VAN TRAN MISSION STATEMENT: Van Tran provides paratransit services within the Tucson metropolitan area that are comparable to public transit services and are in accordance with the Americans with Disabilities Act, giving persons with disabilities access to employment, shopping, services, community agencies, and events. KEY MEASURES OF PERFORMANCE Key Outputs Provide paratransit services to persons with disabilities who cannot use Sun Tran. • Miles of service provided (000s) • Hours of service provided 2,456 152,980 2,063 162,000 2,033 162,000 2,033 162,000 2,033 162,000 23 17 17 17 17 560 525 525 516 499 Key Outcomes Maintain percent of trips that are on time to destinations. 91% 91% 91% 91% 91% Number of passengers served annually. N/A 336,152 336,552 336,552 336,552 0.8 0.8 0.8 0.8 0.8 Provide training for Van Tran drivers. • Number of safety training hours per driver Provide preventive vehicle maintenance checks to reduce breakdowns. • Number of maintenance checks Number of vehicular accidents per 100,000 miles of service. • Accidents per 100,000 miles 218 TRANSPORTATION Van Tran (Continued) RESOURCE SUMMARY Financial Resources Mass Transit - Federal Grants Mass Transit - General Fund Contribution Mass Transit - State Grants Mass Transit - User Charges Financial Resources Total Actual FY 2001 Adopted FY 2002 $ 266,400 4,777,146 $ 266,400 5,200,510 520,280 551,530 $ 6,115,356 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 $ 266,400 5,200,510 $ 266,400 5,511,890 $ 266,400 5,578,160 520,280 549,910 520,280 499,910 520,280 549,910 550,000 549,910 $ 6,537,100 $ 6,487,100 $ 6,848,480 $ 6,944,470 TRANSPORTATION PLANNING MISSION STATEMENT: The Transportation Planning Division plans, creates, and promotes roadway improvements for efficient access to goods and services, and effective transit and paratransit routes, attractive sidewalks, bike routes, and multiple-use paths to encourage the use of alternate modes reducing congestion and promoting a more healthy environment. The division monitors stormwater management programs for compliance with the city’s federally-mandated municipal stormwater quality permit to ensure both the quality and quantity of stormwater runoff. KEY MEASURES OF PERFORMANCE Key Outputs Develop recommendations for service changes in the Short-Range Transit Plan to improve transit operations. Conduct appeal hearings on eligibility determinations for people with disabilities. Key Outcomes Provide opportunities for public input on Transportation Planning projects. Increase the number of individuals with a better knowledge of the bicycle facilities/ activities throughout the community. 10 10 10 10 10 60 60 60 25 25 20 30 30 30 30 N/A N/A N/A 2,000 2,000 219 TRANSPORTATION Transportation Planning (Continued) RESOURCE SUMMARY Position Resources* Financial Resources* General Fund Highway User Revenue Fund Miscellaneous Non-Federal Grants Federal Highway Administration Funds Financial Resources Total Actual FY 2001 Adopted FY 2002 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 21.00 21.00 22.00 10.00 10.00 $ 793,518 109,474 -0407,525 $ 1,467,510 203,370 245,000 124,300 $ 990,460 182,610 245,000 250,000 $ 492,880 234,230 350,000 250,000 $ 513,010 244,000 350,000 250,000 $ 1,310,517 $ 2,040,180 $ 1,668,070 $ 1,327,110 $ 1,357,010 *Stormwater quality and management functions are transferred from Transportation Planning to Engineering beginning in Fiscal Year 2003. ENGINEERING MISSION STATEMENT: The Engineering Division provides for the prioritization, design, and construction of cost-effective improvements to the city’s roadways and flood control systems; manages the use of and access to public rights-of-way; and provides for the protection of life and property from flood hazards. KEY MEASURES OF PERFORMANCE Key Outputs Design and construct capital improvement projects. Conduct events that provide for public input and awareness of transportation, alternate modes, and stormwater related projects and programs. Conduct stormwater inspections in response to stormwater quality concerns. • Number of inspections conducted Update floodplain delineation studies. Generate petitions by improvement districts at the request of neighborhood groups for the enhancement of their neighborhood. N/A 50 50 50 50 N/A N/A N/A 50 50 N/A N/A N/A 600 600 9 10 9 10 10 N/A 12 12 12 12 220 TRANSPORTATION Engineering Division (Continued) KEY MEASURES OF PERFORMANCE Actual FY 2001 Adopted FY 2002 Issue permits to construct roadway and drainage improvements that result in safety and economic benefits to the community. N/A 6,000 Provide service and support to customers who have obtained permits for excavation/construction in the public right of way. N/A Adopted FY 2003 Approved FY 2004 6,000 6,000 6,000 6,000 6,000 6,000 6,000 85% 87% 87% 87% 87% 21 52 52 52 52 Remove structures from the floodplain and flood hazard through the re-drawing of flood maps. 314 100 100 100 100 Construct improvements that reduce the threat of flood damage and enhance the community’s safety. 5 12 12 13 14 N/A N/A N/A 540 540 Key Outcomes Maintain percent of major city streets that have a condition rating of good or better. Resurface major streets (linear miles). Meet Environmental Protection Agency standards for stormwater. • Number of stormwater quality concerns resolved Estimated FY 2002 RESOURCE SUMMARY Position Resources* Financial Resources* General Fund Highway User Revenue Fund Federal Highway Administration Funds Miscellaneous Non-Federal Grants Financial Resources Total 96.50 96.50 94.50 106.50 106.50 $ 172,759 1,313,952 247,132 $ 251,170 1,653,230 372,900 $ 183,070 1,506,420 356,680 $ 1,156,590 1,724,360 422,780 $ 1,202,330 1,663,770 432,270 8,164 -0- -0- -0- -0- $ 1,742,007 $ 2,277,300 $ 2,046,170 $ 3,303,730 $ 3,298,370 *Stormwater quality and management functions are transferred from Transportation Planning to Engineering beginning in Fiscal Year 2003. 221 TRANSPORTATION REAL ESTATE MISSION STATEMENT: The Real Estate Division provides professional real property services including appraisal, acquisition, management, special studies, geographical information system services, cultural resource clearance, environmental investigation, leasing, and disposition for city departments and the community. KEY MEASURES OF PERFORMANCE Actual FY 2001 Adopted FY 2002 Key Outputs Provide needed property for new public facilities. • Number of properties acquired 75 120 Sell surplus parcels of property. 32 Adopted FY 2003 Approved FY 2004 120 90 90 18 18 18 18 300 180 180 180 180 N/A 100 100 100 100 Provide Geographic Information System (GIS) special project maps to Mayor and Council, neighborhood associations, city departments, governmental agencies, consultants, and the private sector. • Number of maps N/A 125 125 160 170 Key Outcomes Increase the city’s tax base by returning unneeded parcels of property to the tax rolls. • Number of parcels • Value of parcels ($000s) 32 N/A 18 $ 400 18 $ 400 18 $ 400 18 $ 400 Respond to service requests for property vacation, abandonment, easement, rezoning reviews, right-of-entry, lease, or special use. Complete appraisals and estimates of value for real property for various public projects and citywide needs. • Number of appraisals and estimates of value Estimated FY 2002 RESOURCE SUMMARY Position Resources Financial Resources General Fund Financial Resources Total 15.50 15.50 15.50 15.50 15.50 $ 768,937 $ 758,300 $ 757,390 $ 842,830 $ 869,460 $ 768,937 $ 758,300 $ 757,390 $ 842,830 $ 869,460 222 TRANSPORTATION STREETS AND TRAFFIC MAINTENANCE MISSION STATEMENT: The Streets and Traffic Maintenance Division provides a comprehensive maintenance program of streets, median island landscaping, alleyways, and drainage channels to ensure safe driving surfaces, decrease the potential for flooding, and control dust. The division also manages a maintenance and inspection program of street lighting, traffic signs, traffic signals, and roadway markings to ensure the safe and efficient movement of people, traffic, and goods. KEY MEASURES OF PERFORMANCE Actual FY 2001 Adopted FY 2002 Adopted FY 2003 Approved FY 2004 250 250 250 250 275 Maintain four-hour response time to emergency calls regarding traffic signal malfunctions. • Number of emergency calls 1,190 1,000 1,500 1,500 1,500 Conduct preventive maintenance on traffic signals: checking timing, controller, and detection devices. • Number of maintenance checks 950 700 700 800 825 1,920 2,800 2,800 2,800 2,800 Re-lamp street lights for preventive maintenance. • Number of lights replaced 3,000 3,000 3,000 3,000 3,000 Participate in neighborhood cleanups by removal of debris and trash. • Number of cubic yards removed 578 1,500* 1,000 1,000 1,200 208 150 150 150 150 1,565 1,275 1,500 1,500 1,500 Key Outputs Resurface residential streets (lane miles). Re-stripe major collectors and arterials (linear miles). Maintain drainage channels to achieve a balance between flood control considerations, wildlife, and vegetation preservation. • Linear miles of drainage channels maintained Respond to emergency maintenance requests related to public safety (debris and glass in roadway). • Number of man hours *Correction made on performance measure for Adopted Fiscal Year 2002. 223 Estimated FY 2002 TRANSPORTATION Street and Traffic Maintenance (Continued) KEY MEASURES OF PERFORMANCE Key Outcomes Ensure that traffic signals operate trouble free 24 hours per day. • Number of traffic signals • Percent of traffic signals operating trouble free daily Work directly with citizens on projects to enhance quality of life in neighborhoods and communities Actual FY 2001 Adopted FY 2002 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 320 85% 348 98% 340 85% 340 98% 340 98% 10 N/A 10 12 12 197.00 196.00 196.00 RESOURCE SUMMARY Position Resources 191.00 Financial Resources General Fund Highway User Revenue Fund $ Financial Resources Total 704,566 20,722,413 $ 21,426,979 197.00 $ 704,000 20,961,010 $ 21,665,010 $ 704,000 20,885,410 $ 21,589,410 $ 704,000 21,353,930 $ 22,057,930 $ 704,000 21,893,160 $ 22,597,160 TRAFFIC ENGINEERING MISSION STATEMENT: The Traffic Engineering Division designs, constructs, and monitors intelligent transportation, traffic, transit, and parking systems and implements neighborhood traffic calming features that promote a safer community. KEY MEASURES OF PERFORMANCE Key Outputs Process citizen requests concerning traffic regulation signs, visibility issues, pedestrian crossings, traffic signal modifications and timing adjustments, and other safety improvements. 2,438 2,400 2,500 2,500 2,500 Review barricade, development, and roadway improvement plans. • Barricade plans reviewed • Development plans reviewed • Roadway improvement plans reviewed 634 573 350 650 500 350 630 480 360 650 500 350 650 500 350 Respond to requests for Neighborhood Traffic Management Program information. • Number of request responses 216 290 275 290 290 224 TRANSPORTATION Traffic Engineering (Continued) KEY MEASURES OF PERFORMANCE Actual FY 2001 Adopted FY 2002 2,243 242 3,000 350 Conduct intersection reviews and adjust green-light signal times for safe and optimal movement of traffic. 85 Respond to citizen calls for parking enforcement services within one hour. Issue parking permits. • Number of residential permits • Number of non-residential permits Key Outcomes Enhance livability in neighborhoods. • Number of new Neighborhood Traffic Management Programs implemented Manage the number of parking programs to protect neighborhood integrity and business viability. Estimated FY 2002 Adopted FY 2003 Approved FY 2004 5,000 350 5,000 530 5,000 530 200 200 200 200 4,103 1,600 1,450 1,600 1,600 42 40 40 40 40 23 23 31 31 31 RESOURCE SUMMARY Position Resources Financial Resources General Fund General Fund - Certificates of Participation Highway User Revenue Fund Financial Resources Total 39.00 39.00 38.00 38.00 38.00 $ 1,604,247 70,295 $ 1,855,340 95,490 $ 1,529,350 55,290 $ 1,893,830 -0- $ 1,924,900 -0- 1,861,920 2,269,440 2,102,400 2,126,970 2,136,600 $ 3,536,462 $ 4,220,270 $ 3,687,040 $ 4,020,800 $ 4,061,500 225 226 TUCSON WATER OPERATING: CAPITAL: TOTAL: $ 103,310,000 __ 58,234,000 $ 161,544,000 POSITION TOTAL: 590.00 DIRECTOR’S OFFICE BUSINESS SERVICES PLANNING AND ENGINEERING WATER OPERATIONS AND MAINTENANCE WATER QUALITY MANAGEMENT FINANCING PLAN PROGRAM ALLOCATION Director's Office 3% Capital Improvements 36% Business Services 6% 2000 Water Revenue Bonds 21% Water Revenue and Operations Fund 72% Water Operations and Maintenance 18% Planning and Engineering 4% Water Quality Management 5% Other Budgetary Requirements 28% Other* 7% *Includes Water Infrastructure Finance Authority Bonds (7%) Central Arizona Project Reserve Fund (<1%), and Miscellaneous Non-Federal Grants (<1%). TEN YEAR STAFFING TREND Adopted Positions 588.00 588.00 588.00 590.00 2001 2002 1995 589.00 2000 577.00 588.00 1999 577.00 1994 579.00 584.00 1998 600 1997 625 575 1996 1993 550 227 228 TUCSON WATER MISSION STATEMENT: To provide, in partnership with our community, excellence in water services to secure the future and enhance the quality of life. Our commitment is to ensure our customers receive high quality water and excellent service in a cost efficient and environmentally responsible manner. OVERVIEW Tucson Water is charged with balancing the issues of water quality and related costs while managing sustainable water sources to meet current and future demand. Tucson Water maintains this balance by developing and operating the water system in a manner that is responsive to its customers, enhances the environment, and meets or exceeds all regulatory requirements. Tucson Water provides water service to approximately 680,000 residents within a 285 square-mile service area that encompasses approximately 78% of the greater Tucson metropolitan area’s total population. A network of wells, reservoirs, booster stations, and water mains will deliver approximately 36 billion gallons or 110,500 acre-feet (one acre-foot equals 325,851 gallons) of drinking water to city and county residents and businesses during Fiscal Year 2003. In addition, about 3.4 billion gallons or 10,400 acre-feet of reclaimed water (wastewater effluent treated by filtering and disinfecting) will be delivered for irrigation purposes. Tucson Water also recharges Colorado River water, secondary effluent, and reclaimed water into the aquifer, thereby “banking” water for future use. Also, Tucson Water continues to improve the reliability of the water delivery system by replacing old water mains, adding wells, and maintaining the well system at 95% availability during peak demand periods. Through these efforts, Tucson Water will be able to produce and distribute 155 million gallons of drinking water and 25 million gallons of reclaimed water per day during the summer to meet peak day demand. Under the policy direction of the Mayor and Council, staff within the Director's Office and four operating divisions (Business Services, Water Operations and Maintenance, Planning and Engineering, and Water Quality Management) conducts the work of the department. DEPARTMENT HIGHLIGHTS The Clearwater Renewable Resource Facility, located in Avra Valley, began operations in spring of 2001. The facility provides a blend of native groundwater and recharged Colorado River water to the greater Tucson area, which allows many of the wells in the central city to be placed in a stand-by mode. The facility includes recharge basins, recovery wells, a reservoir, a booster station, and transmission mains, and is being constructed in three phases. At full buildout in 2003, the project will provide up to 60,000 acre-feet of water to Tucson per year, which is about half of the potable water now used by the community. Reduced pumping from the central wellfield will allow the aquifer in the Tucson basin to slowly recover through natural recharge. Tucson Water has implemented three programs to increase efficiency in department operations and to reduce risks: • Maintenance Management Program targeting preventative maintenance through improved procedures, organization, and staffing • Reengineering to involve employees in identifying more efficient work practices throughout the department • Five Star Safety System aimed at reducing risk through world-class safety and loss control practices 229 TUCSON WATER SUPPORT FOR LIVABLE TUCSON GOALS Goal: Engaged Community and Responsive Government Tucson Water provides a variety of ways for the community to learn about water issues and to influence the direction of water policy. The community is informed through a monthly newsletter Water Connection, public service announcements, workshops, construction project outreach activities, annual water quality reports, a department Internet Web site covering current water quality information and many other subjects, a speaker’s bureau, department open houses, tours of water facilities and projects using trained docents, water conservation lectures and demonstrations, appearances by the Water Information Van, water information booths at community events, and pamphlets and booklets distributed throughout the community. The public is encouraged to provide input to Tucson Water by e-mail, telephone comment line, focus groups, annual customer surveys, and participation at citizen advisory committee meetings and project meetings. In addition, the Fiscal Year 2002 rate process was developed with the assistance of a Customer Rate Advisory Group that included representatives from all major billing classes. The value of customer input is demonstrated by the “At-the-Tap” program, where feedback from customer groups identified the acceptability of various water blends to be delivered from the Clearwater Renewable Resource Facility. Goal: Excellent Public Education Tucson Water provides educational materials to assist in teaching all ages about water supply, demand, and water quality issues unique to the Tucson basin. Partnerships with the University of Arizona, Pima Community College, and other schools have been established to provide internships at Tucson Water in the areas of hydrology, engineering, geology, and information systems. The department also provides high school teachers with the opportunity for summer internships at Tucson Water to get a better understanding of community water issues, the complexities of operating a community water system, and career opportunities available to their students. The Sweetwater Wetlands Project continues to provide a variety of educational opportunities involving volunteer docents, teachers using the wetlands as an outdoor classroom, and other organizations assisting with field educational materials. Goal: Abundant Urban Green Space and Recreation Areas Tucson Water partners with local schools, the University of Arizona, and Pima County in support of urban green space and recreation areas. Several important Tucson Water projects (such as the Clearwater Renewable Resource Facility, Pima Mine Road, Sweetwater Wetlands, and Lincoln Park Riparian Habitat projects) are included among the city’s Multiple Benefit Water Projects designed to enhance the livability of our community while making judicious use of limited water resources. Staff works with other city departments on Neighborhood Enhancement Teams (NETeams) to help construct neighborhood parks, provide cleanups, and plant native trees. Additionally, Tucson Water maintains landscaping at well and booster sites that blend with the natural surroundings and augments the limited green space in neighborhoods. 230 TUCSON WATER Support for Livable Tucson Goals (Continued) Goal: Protected Natural Desert Environment The primary purpose of the Sweetwater Wetlands is to treat wastewater effluent to allow its reuse for irrigation purposes, but its larger value to the community is the habitat it provides for birds, animals, and plant species that were once common in the area. Since it opened in 1998, many citizens enjoy bird watching at Sweetwater Wetlands. Reclaimed water is used to support native plant and animal life at various parks and walking paths throughout the community. Tucson Water also protects the Sonoran Desert during construction projects by removing natural vegetation, which is then used to “revegetate” construction sites. Goal: Clean Air and Quality Water Tucson Water collaborates with the Arizona Department of Water Quality, Arizona Department of Health Services, Pima Association of Governments, and the University of Arizona to ensure that the quality of water delivered to customers exceeds federal, state, and local regulations. Water quality is regularly monitored at more than 250 sampling points throughout the distribution system. Water samples are analyzed for aesthetic qualities and for chlorine residual, bacteria, and other potential contaminants. In total, approximately 175,000 drinking water analyses are performed per year. Tucson Water also partners with the American Water Works Association Research Foundation and other agencies to provide customer satisfaction through best practices and improved water treatment. Goal: Efficient Use of Natural Resources Tucson Water, in collaboration with the Pima Association of Governments, the U.S. Geological Survey, and the University of Arizona, works vigorously to conserve groundwater and ensure the efficient use of alternative water resources. The Zanjero (water audit) Program saves approximately 45 million gallons of groundwater annually in homes and businesses. An expanded, more sophisticated water main leak detection program saves additional water. The year-round conservation plan Water Conservation: The Recovery Begins will be augmented by other conservation initiatives, including further improvements to the Water Waste ordinance, a pilot program to determine the effectiveness of goalbased rates for irrigation accounts, and a conservation assistance program targeted at low-income customers. In addition to using a large volume of Colorado River water in the Clearwater Renewable Resource Facility, Tucson Water continues to partner with the Central Arizona Water Conservation District (CAWCD) to recharge Colorado River water at the Pima Mine Road site and to sell Colorado River water to agricultural operations resulting in groundwater credits that can be used toward maintaining the assured water supply designation. 231 TUCSON WATER DEPARTMENT RESOURCES Actual FY 2001 Adopted FY 2002 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 31.50 129.00 227.50 142.00 59.00 31.50 130.00 227.50 142.00 59.00 31.50 130.00 224.50 147.00 57.00 33.50 130.00 222.50 147.00 57.00 33.50 130.00 222.50 147.00 57.00 589.00 590.00 590.00 590.00 590.00 $ 3,749,983 8,585,940 24,593,248 $ 4,263,080 8,912,150 21,204,400 $ 4,327,140 8,912,650 21,204,400 $ 5,523,560 9,415,020 29,545,770 $ 5,650,200 9,757,320 31,354,010 5,286,835 13,428,125 23,912,326 5,778,810 13,245,520 45,743,790 6,025,690 13,231,220 44,928,790 6,151,660 8,157,220 44,516,770 6,217,100 8,321,000 48,047,370 79,556,457 49,363,371 99,147,750 56,028,800 98,629,890 56,028,800 103,310,000 58,234,000 109,347,000 48,311,000 POSITION SUMMARY PERMANENT Director's Office Business Services Water Operations and Maintenance Planning and Engineering Water Quality Management Department Total FINANCIAL SUMMARY Director's Office Business Services Water Operations and Maintenance Planning and Engineering Water Quality Management Other Budgetary Requirements Operating Total Capital Improvements Department Total $ 128,919,828 $ 155,176,550 $ 154,658,690 $ 161,544,000 $ 157,658,000 CHARACTER OF EXPENDITURES Personal Services Services Commodities Equipment Debt Service Other Inter-Activity Transfers Operating Total Capital Improvements Department Total $ 26,141,335 $ 27,026,900 $ 27,329,830 $ 28,533,900 $ 29,827,010 32,355,406 46,237,560 45,441,570 48,635,630 50,749,280 5,028,487 6,693,290 6,668,490 6,518,330 6,660,210 584,902 -0-0-0-021,901,513 25,881,710 25,881,710 26,504,220 29,274,750 -0109,890 109,890 80,920 (4,200) (6,455,186) (6,801,600) (6,801,600) (6,963,000) (7,160,050) 79,556,457 49,363,371 $ 128,919,828 99,147,750 56,028,800 98,629,890 56,028,800 103,310,000 58,234,000 109,347,000 48,311,000 $ 155,176,550 $ 154,658,690 $ 161,544,000 $ 157,658,000 232 TUCSON WATER Department Resources (Continued) Actual FY 2001 Adopted FY 2002 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 SOURCE OF FUNDS OPERATING FUNDS Water Revenue and Operations Fund Miscellaneous Non-Federal Grants Operating Funds Total CAPITAL FUNDS Water Revenue and Operations Fund 1994 Water Revenue Bonds 2000 Water Revenue Bonds Water Infrastructure Finance Authority Bond Central Arizona Project Reserve Fund $ 79,548,387 $ 98,696,750 $ 98,229,890 $ 102,945,000 $ 109,197,000 8,070 451,000 400,000 365,000 150,000 $ 79,556,457 $ 99,147,750 $ 98,629,890 $ 103,310,000 $ 109,347,000 $ 15,381,980 $ 13,407,000 $ 13,407,000 $ 13,959,000 $ 16,309,000 24,152,184 -0-0-0-0-032,114,800 32,114,800 33,323,000 29,492,000 8,902,877 9,545,000 9,545,000 10,942,000 2,500,000 926,330 962,000 962,000 10,000 10,000 Capital Funds Total $ 49,363,371 $ 56,028,800 $ 56,028,800 $ 58,234,000 $ 48,311,000 Department Total $ 128,919,828 $ 155,176,550 $ 154,658,690 $ 161,544,000 $ 157,658,000 SIGNIFICANT CHANGES: Fiscal Year 2003 The adopted operating budget for Fiscal Year 2003 of $103,310,000 reflects an increase of $4,162,250 from the Fiscal Year 2002 Adopted Budget. The long-range financial plan calls for an average water rate increase of 4.3% in Fiscal Year 2003. The significant changes to expenditures are as follows: ♦ The ongoing implementation of the 2000 bond program will require an increase in the debt service. ♦ As the Clearwater Renewable Resource Facility is brought on line, additional Central Arizona Project (CAP) water will be purchased and power usage will increase. ♦ The Maintenance Management Program is an important effort to improve the operations of the department. ♦ Claims against the city due to water issues are anticipated to decrease. Funding for annual merit and pay adjustments is included as well as increases in pension and medical insurance rates. The capital budget includes an increase in funding of $2,205,200 for a Fiscal Year 2003 budget of $58,234,000, based on the scheduled implementation of the 2000 bond program. 233 TUCSON WATER Significant Changes (Continued): Fiscal Year 2004 The operating budget for Fiscal Year 2004 of $109,347,000 includes an increase of $6,037,000 from Fiscal Year 2003. As in Fiscal Year 2003, the significant changes are due to increases in debt service on the 2000 bond program and CAP water purchases. Pay adjustments and increases to rates on fringe benefits are included. The capital budget is decreased $9,923,000 for a Fiscal Year 2004 budget of $48,311,000 based on completion of the Clearwater Renewable Resource Facility in Fiscal Year 2003. Expansion of the reclaimed water system is programmed to accelerate in Fiscal Year 2004. DIRECTOR’S OFFICE MISSION STATEMENT: The Director’s Office provides vision for the future and leadership for Tucson Water; oversees the utility’s programs, activities, and strategic planning process to ensure proactive compliance with Mayor and Council water policies, City Manager direction, regulatory requirements, and community expectations; coordinates and facilitates communication with customers, Mayor and Council, outside agencies, other city departments, and the media; provides personnel, training and safety programs; develops efficiency improvements that will minimize projected water rate increases; and promotes water conservation through educational information, training, speakers’ bureaus, and water use audits. KEY MEASURES OF PERFORMANCE Actual FY 2001 Adopted FY 2002 Key Outputs Reduce in-home water consumption for customers participating in the Zanjero Residential Water Audit Program. • Residential water audits conducted 2,200 2,000 1,400 1,400 1,400 Respond to media requests for public information. • Media requests 400 600 500 600 600 Provide Speakers’ Bureau presentations in the community with trained staff. • Number of presentations N/A 150 150 140 140 Conduct educational tours of projects and facilities for customers. • Number of customers 2,000 1,200 1,200 1,000 1,000 234 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 TUCSON WATER Director's Office (Continued) KEY MEASURES OF PERFORMANCE Actual FY 2001 Adopted FY 2002 4,520 4,850 4,850 4,950 5,000 1 12 4 8 4 8 4 8 4 8 7,400 N/A 6,500 6,500 6,500 20 20 20 20 20 800 400 800 800 800 Key Outcomes Obtain overall service satisfaction ratings of “very good” or “excellent” from surveyed customers. • Percent of desired ratings received 90% 92% 92% 93% 94% Save water by reducing user consumption through individualized residential water audits. • Number of gallons saved (000s) 16,000 45,000 45,000 45,000 45,000 Receive employee ratings of “above average” or “excellent” on training programs. • Percent of desired ratings received 88% 89% 89% 89% 90% Provide employee training on customer service, computer software, supervisory skills, and required Occupational Safety and Health Administration (OSHA) safety awareness updates. • Hours of training Conduct surveys and focus groups to obtain customer input and measure customer perception. • Number of surveys conducted annually • Number of focus groups conducted annually Provide educational opportunities for local school children and teachers about the various water supply, water quality, and water conservation issues specific to Tucson. • Number of students participating in Tucson Water Education Programs • Number of high school teachers in internship program • Number of students attending water education fair (Grades 9-12) 235 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 TUCSON WATER Director's Office (Continued) RESOURCE SUMMARY Actual FY 2001 Adopted FY 2002 31.50 31.50 Financial Resources Water Revenue and Operations Fund Miscellaneous Non-Federal Grants $ 3,741,913 8,070 Financial Resources Total $ 3,749,983 Position Resources Estimated FY 2002 Adopted FY 2003 Approved FY 2004 31.50 33.50 33.50 $ 4,062,080 201,000 $ 4,177,140 150,000 $ 5,258,560 265,000 $ 5,500,200 150,000 $ 4,263,080 $ 4,327,140 $ 5,523,560 $ 5,650,200 ZANJERO PROGRAM IMPARTS WATER CONSERVATION TIPS DIRECTLY TO CUSTOMERS The Tucson Water Department’s leadership in water conservation is a nationwide model. Not content with one of the lowest western per capita daily usage of 165 gallons per day (compared to Las Vegas’ 325 gallons per day) the department has added innovative customer outreach efforts to its conservation program. The Zanjero Water Audit program has become one of the Tucson Water Department’s most popular initiatives. Extensively trained employees visit the homes and businesses of Tucson Water Department customers who use a large amount of water to check fixtures, irrigation systems, and customer water use habits. Customers receive individualized surveys that will help them use water more efficiently, identify problem areas, and provide guidelines to reduce their water use. Some customers may qualify to have low-flow fixtures and other water-saving devices installed in their homes. BUSINESS SERVICES MISSION STATEMENT: The Business Services Division promotes service excellence by providing centralized administrative support to the department, the City Manager, the Mayor and Council, and the Citizens’ Water Advisory Committee (CWAC). The division provides financial services and analysis related to water rates and revenues, budget development and coordination (operating and capital), management analysis, and information technology systems implementation and support. The division also operates the billing system for customers of Tucson Water, the city’s Solid Waste Management Department, and Pima County’s Wastewater Management Department. This is accomplished through meter reading, billing activities, and providing timely and effective responses to customer inquiries regarding water bills, payments, meter reading, and water services. KEY MEASURES OF PERFORMANCE Key Outputs Conduct management and financial analysis studies to improve operational efficiency. • Number of studies conducted Read water meters for billing purposes. • Number of water meters read annually (000s) 5 14 9 10 12 2,358 2,429 2,429 2,489 2,491 236 TUCSON WATER Business Services (Continued) KEY MEASURES OF PERFORMANCE Actual FY 2001 Adopted FY 2002 Bill utility service accounts (water, solid waste, and Pima County wastewater). • Number of bills issued annually (000s) 2,639 2,846 2,846 2,931 3,019 Initiate or discontinue water service at customers’ request. • Number of service turn-ons/turn-offs 39,500 41,000 40,500 41,200 42,256 Key Outcomes Work with departmental divisions and Mayor and Council to develop a Financial Plan that meets operational and capital requirements, is acceptable to our customers, and maintains or improves the utility's bond ratings. • Water Revenue Bond Ratings ◊ Moody's ◊ Standard and Poor's Aa3 A+ N/A N/A Aa3 A+ Aa3 A+ Aa3 A+ 88% 99% 95% 99% 99% 15 15 20 15 15 2 2 2 2 2 Ensure department computer application systems are available to staff and the Internet Web site available to customers except during scheduled maintenance downtime. • Percent of scheduled time department computer systems and Web site are available Provide timely responses to approximately 250,000 customer telephone calls regarding utility accounts (water, solid waste, and Pima County wastewater). • Average number of seconds customers wait to speak to a service representative Provide customers with accurate monthly water bills by limiting the number of meter reading errors. • Number of errors per 10,000 reads Estimated FY 2002 Adopted FY 2003 Approved FY 2004 RESOURCE SUMMARY Position Resources Financial Resources Water Revenue and Operations Fund 129.00 130.00 130.00 130.00 130.00 $ 8,585,940 $ 8,912,150 $ 8,912,650 $ 9,415,020 $ 9,757,320 237 TUCSON WATER WATER OPERATIONS AND MAINTENANCE MISSION STATEMENT: The Water Operations and Maintenance Division ensures a continuous supply of water that is acceptable to customers in terms of cleanliness, clarity, flow, and pressure through the operation and maintenance of water production, disinfection, and distribution facilities, as well as the installation and maintenance of new water services and meters. The division also provides water system leak detection and mitigation to conserve water resources. KEY MEASURES OF PERFORMANCE Actual FY 2001 Adopted FY 2002 31,000 34,000 34,000 35,000 36,000 194 5,495 211 6,000 211 6,000 218 7,500 225 8,500 722 600 1,500 1,800 2,000 Conduct pump tests at wells to maximize well field efficiency and capacity to ensure delivery of an adequate water supply. • Number of pump tests conducted • Number of pumps replaced 750 24 422 22 422 22 450 20 500 18 Conduct a systematic valve inspection program. • Number of valves inspected and tested 20,000 20,000 20,000 20,000 20,000 Conduct bluestake investigations for customers planning to dig anywhere on their property. • Number of bluestake investigations 62,000 70,000 70,000 73,000 75,000 Key Outputs Conduct regular inspections of potable and reclaimed water production wells, reservoirs, and boosters to meet Arizona Department of Environmental Quality requirements. • Number of inspections conducted Provide water customers with reliable, high quality water. • Number of operational wells • Number of new meter and full-service requests completed annually • Number of emergency water outages repaired 238 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 TUCSON WATER Water Operations and Maintenance (Continued) KEY MEASURES OF PERFORMANCE Key Outcomes Provide effective and prompt response to water service or distribution maintenance problems within established timelines. • Percent of emergency water outages restored within four to eight hours Evaluate, repair, and restore to service failed water production facilities (160 electric, 40 natural gas engine facilities). • Percent of stations repaired within eight hours • Percent of operational wells in service during summer peak demand period Actual FY 2001 Adopted FY 2002 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 98% 98% 98% 98% 98% 98% 98% 98% 98% 98% 95% 95% 95% 95% 95% RESOURCE SUMMARY Position Resources Financial Resources Water Revenue and Operations Fund 227.50 227.50 224.50 222.50 222.50 $ 24,593,248 $ 21,204,400 $ 21,204,400 $ 29,545,770 $ 31,354,010 PLANNING AND ENGINEERING MISSION STATEMENT: The Planning and Engineering Division ensures that water production and distribution systems are planned, designed, constructed, and protected in a manner that meets customer needs, and complies with city, state, and federal consumer regulations. The division also provides comprehensive planning to determine future water system needs, to preserve groundwater, and to enhance use of alternative water resources such as reclaimed and Colorado River water. KEY MEASURES OF PERFORMANCE Key Outputs Plan to meet current and future water service needs including peak water demand during the summer. • Number of new wells drilled • Number of water system improvements incorporated into the computer modeling to enhance water system needs analysis 9 162 15 150 239 8 150 4 150 3 150 TUCSON WATER Planning and Engineering (Continued) KEY MEASURES OF PERFORMANCE Design or review water production facilities, pipelines, and new water services to ensure current and future water service needs are met. • Number of new and modified production/treatment facility projects designed • Miles of transmission and distribution mains designed • Miles of water mains designed and replaced and miles of cast iron mains rehabilitated • Miles of reclaimed water mains designed • Number of requests for new water services (meters, hydrants, etc.) processed Ensure that all backflow assemblies are inspected and tested annually to protect the public water system from crosscontamination. Continue to inspect construction projects to ensure contract compliance and conformance to State Of Arizona laws. • Number of backflow assembly owners notified that testing is required • Number of backflow code compliance inspections • Number of construction projects inspected for specification compliance Enhance the water delivery system to meet customers’ needs for water pressure and supply. • Number of new wells equipped • Number of booster and pressure relief valve stations installed • Number of reservoirs and storage tanks constructed • Miles of transmission and distribution water mains installed Actual FY 2001 Adopted FY 2002 45 45 4 Adopted FY 2003 Approved FY 2004 45 42 42 5 5 5 5 15 5 5 3 3 3 8 8 7 7 5,807 6,000 6,000 6,000 6,000 11,271 15,500 15,500 15,600 15,700 4,035 7,000 6,500 6,600 6,700 128 200 175 175 175 13 10 14 15 12 15 9 12 4 12 5 5 4 4 4 4 15 4 4 4 240 Estimated FY 2002 TUCSON WATER Planning and Engineering (Continued) KEY MEASURES OF PERFORMANCE Key Outcomes Ensure system infrastructure records are accurate and accessible to the public, developers, designers, and other agencies. • Number of responses to requests for water system information • Percentage of requests responded to within one day Ensure system modification projects submitted for review are processed within established time lines. • Number of system modification plans reviewed • Percentage of system modification plans reviewed within 14 days Ensure the safety of the water system, and complete improvements within established timelines. • Percent of new development plans reviewed within ten days of submittal • Percent of facility projects designed within 15 working days of adopted schedule • Percent of main projects designed within 15 working days of adopted schedule Actual FY 2001 Adopted FY 2002 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 29,860 30,000 30,000 30,500 31,500 100% 100% 100% 100% 100% 497 550 550 575 600 45% 100% 75% 80% 85% 85% 90% 90% 90% 90% 100% 90% 90% 90% 90% 80% 90% 85% 85% 85% RESOURCE SUMMARY Position Resources Financial Resources Water Revenue and Operations Fund 142.00 142.00 147.00 147.00 147.00 $ 5,286,835 $ 5,778,810 $ 6,025,690 $ 6,151,660 $ 6,217,100 241 TUCSON WATER WATER QUALITY MANAGEMENT MISSION STATEMENT: The Water Quality Management Division provides water sampling, analyses, and treatment to ensure that the highest quality water is available to our customers. The division operates the Roger Road Reclaimed Water Plant, Sweetwater Wetlands, Tucson Airport Remediation Project Water Treatment Plant, the Hayden-Udall Water Treatment Plant, and the Clearwater Renewable Resource Facility. In addition, the division maintains regulatory compliance with all state, county, and federal agencies as well as provides analytical support to the City of Tucson through its state-of-the-art laboratory facilities. KEY MEASURES OF PERFORMANCE Key Outputs Conduct water quality monitoring and reporting programs to ensure the highest quality water is being delivered and to ensure compliance with regulatory requirements. • Number of samples analyzed by contract laboratories • Number of samples analyzed in-house • Number of compliance samples collected • Number of discretionary samples collected Respond to customer requests for information. • Number of customer requests • Number of monthly water quality reports published in the newspaper and on the Web page Respond to regulatory requirements by gathering information and preparing and submitting reports within established deadlines. • Number of regulatory reports required • Number of public notices issued resulting from regulatory violations Actual FY 2001 Adopted FY 2002 2600 2,946 25,978 7,066 Adopted FY 2003 Approved FY 2004 2,946 2,000 2,100 17,035 5,582 17,035 5,582 12,000 5,582 13,000 5,600 18,912 13,976 13,976 14,000 14,250 250 120 250 165 250 165 260 140 270 150 5,200 1 4,200 -0- 4,200 -0- 3,200 -0- 5,200 -0- 242 Estimated FY 2002 TUCSON WATER Water Quality Management (Continued) KEY MEASURES OF PERFORMANCE Adopted FY 2003 Approved FY 2004 100% 100% 100% 99% 99% 99% 99% 99.7% 100% 100% 100% 100% 3% 2% 2% 2% 2% 80% 90% 90% 90% 90% 90% 89% 89% 90% 90% Maintain the Tucson Airport Remediation Project (TARP) in service. • Percent of time in service 90% 90% 90% 90% 90% Maintain the Roger Road Reclaimed Water Plant in service. • Percent of time in service 90% 100% 90% 90% 90% Ensure Treatment Plant operations meet all water quality standards. • Percent of standards met 100% N/A 100% 100% 100% Conduct pilot test programs relating to water treatment processes. • Percent of milestones met on schedule 100% 100% 100% 100% 100% Operate plant chemical feed systems to treat water from the Clearwater facility to meet regulatory standards • Percent of standard met 100% N/A 100% 100% 100% Increase usage of reclaimed water as a percentage of total water consumption. 7.5% N/A 8.0% 5.0% 6.0% Operate the TARP facility to produce 7.5% of the potable water supply for Tucson Water customers. 7.5% 6.5% 7.5% 7.5% 7.5% Key Outcomes Ensure public confidence in water quality by meeting or exceeding federal, state, and local water regulatory standards. • Percent of water samples collected which meet regulatory requirements • Percent of customer requests for water data completed within two weeks of receipt • Percent of regulatory reports generated by reporting deadlines • Percent of regulatory reports requiring resubmittal to Arizona Department of Environmental Quality • Percent of contract lab samples turned around in less than six weeks • Percent of in-house lab samples turned around in less than six weeks Actual FY 2001 Adopted FY 2002 100% 100% 98% 243 Estimated FY 2002 TUCSON WATER Water Quality Management (Continued) RESOURCE SUMMARY Actual FY 2001 Adopted FY 2002 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 59.00 59.00 57.00 57.00 57.00 Financial Resources Water Revenue and Operations Fund Miscellaneous Non-Federal Grants $ 13,428,125 -0- $ 12,995,520 250,000 $ 12,981,220 250,000 $ 8,057,220 100,000 $ 8,221,000 100,000 Financial Resources Total $ 13,428,125 $ 13,245,520 $ 13,231,220 $ 8,157,220 $ 8,321,000 Position Resources USE OF RECLAIMED WATER SAVES DRINKING WATER Tucson Water is one of the nation’s pioneers in the study and use of reclaimed water. Its reclaimed water facilities near Prince Road and Interstate 10 have been producing reclaimed water by filtering and disinfecting treated wastewater for more than 16 years. Reclaimed water is distributed through an 85-mile network of transmission mains to a variety of customers who use the water to irrigate turf and other landscaping, thus eliminating their use of groundwater for irrigation. Today, more than 260 sites are using reclaimed water, including 4 City of Tucson golf courses, 9 private golf courses, 25 city parks, 31 schools, and nearly 100 single-family homes. OTHER BUDGETARY REQUIREMENTS Other Budgetary Requirements is an organization that provides budget capacity for various expenses not associated with specific programs within Tucson Water, including General Expense, Administrative Service Charges, Private Water Company Contract Payments, Debt Service: Water Revenue Bonds, and Central Arizona Project capital repayment. DESCRIPTION Other Budgetary Requirements includes the following expenses: General Expense Various expenses that benefit the entire department and that are not directly associated with any one operating program or with the direct cost of supplying water to customers. Expenses in this area include: • Sales taxes on water, paid by customers in their water bill, which Tucson Water passes through to the taxing authority (city or state) • Building management services for the Water Administration Building • Utilities for the Water Administration Building • Other miscellaneous expenses Administrative Service Charges The amount transferred to the General Fund from Tucson Water for support services (direct and indirect) received from other city departments (Procurement, Environmental Management, Information Technology, Budget and Research, etc.). 244 TUCSON WATER Other Budgetary Requirements (Continued) Private Water Company Contract Payments Debt service on private water company acquisitions. Debt Service: Water Revenue Bonds The principal, interest, and fiscal agent fees on the utility’s bonded debt. Central Arizona Project: Capital Charges The required payment to Central Arizona Water Conservation District (CAWCD) for Central Arizona Project infrastructure. RESOURCE SUMMARY Financial Resources Water Revenue and Operations Fund Actual FY 2001 Adopted FY 2002 $ 23,912,326 $ 45,743,790 245 Estimated FY 2002 $ 44,928,790 Adopted FY 2003 Approved FY 2004 $ 44,516,770 $ 48,047,370 TUCSON WATER WATER DEPARTMENT FLOW OF FUNDS PER ORDINANCE NO. 6347 AMOUNT REVENUES FOR OPERATIONS AND DEBT SERVICE Sale of Potable Water Sale of Reclaimed Water Central Arizona Project (CAP) Reserve Fund Revenues Connection Fees Plan Review/Inspection Fees Sales Tax Operating Fund Interest Earnings Miscellaneous Revenue Pima County Sewer/Solid Waste Billing Services Tucson Airport Remediation Project Reimbursement Area Development Fees $ 94,256,000 5,044,000 946,000 3,123,000 845,000 7,123,000 1,008,000 1,741,000 1,448,000 777,000 1,004,000 Total Revenues for Operations and Debt Service $ 117,315,000 OTHER SOURCES Use of Metropolitan Water Company Reserve Account Miscellaneous Operating Grants Central Arizona Project (CAP) Reserve Fund Interest 370,000 365,000 10,000 Total Other Sources 745,000 Total Revenues and Other Sources $ 118,060,000 Less Transfers to Working Capital (781,000) Total Budgeted Revenues and Other Sources $ 117,279,000 OPERATIONS AND MAINTENANCE EXPENSE Director’s Office (excluding grants) Business Services Water Operations (excluding CAP water purchases and power ) Water Quality Management (excluding power and grants) Planning and Engineering CAP Water (capital and commodity charges) Power General Expense (excluding CAP capital/commodity charges) Capitalized Operations and Maintenance Expense Total Operations and Maintenance Expense 5,258,560 9,415,020 16,159,590 6,737,220 6,151,660 9,155,000 11,640,580 9,402,770 (5,000,000) $ 68,920,400 246 TUCSON WATER WATER DEPARTMENT FLOW OF FUNDS PER ORDINANCE NO. 6347 AMOUNT DEBT SERVICE ON WATER REVENUE BONDS Interest Principal Fiscal Fees $ 17,706,750 8,325,250 60,000 Total Debt Service on Water Revenue Bonds $ 26,092,000 OTHER USES Capital Outlay Improvements from Revenues and Other Sources Capitalized Operations and Maintenance Expense Improvements from Central Arizona Project Reserve Fund 8,959,000 5,000,000 10,000 Total Capital Outlay 13,969,000 Private Water Company Contract Payments Miscellaneous Grants Administrative Service Charge (Direct and Indirect Charges)* Purchase of new CAP allocation (prior capital costs) 410,220 365,000 7,192,380 330,000 Total Other Uses 8,297,600 Total Expenses, Debt Service, and Other Uses $ 117,279,000 Debt Service Coverage Total Revenues for Operations and Debt Service Less Total Operating and Maintenance Expense $117,315,000 (68,920,400) Net Revenues after Operations $ 48,394,600 Total Debt Service on Water Revenue Bonds (excluding fiscal fees) Debt Service Coverage $ 26,032,000 186% Ordinance No. 6347 requires the utility to maintain rates at a level resulting in annual net revenues available after operations of at least 120% of the annual total bond debt service (excluding fiscal fees). An additional ordinance covenant requires the utility to make deposits to a reserve fund should such coverage fall below 175%. In response to the ordinance requirements and to achieve lower interest rates on bonds, Mayor and Council have established an annual debt service coverage policy of 175%. *This includes $4,504,370 of indirect administrative charges and $2,688,010 of direct support costs from other city departments. 247 248 ENVIRONMENTAL MANAGEMENT OPERATING: CAPITAL: TOTAL: POSITION TOTAL: FINANCING PLAN General Obligation Bonds* 40% $ 2,470,260 8,229,800 $ 10,700,060 15.00 PROGRAM ALLOCATION General Fund 18% Operating 23% Capital Improvements 77% General Fund Restricted 3% Water Quality Assurance Revolving Fund 15% Environmental and Solid Waste Mandate Reserves 13% Other** 11% *Includes 1994 General Obligation Bonds (5%) and 2000 General Obligation Bonds (35%) **Includes Capital Agreements (9%) and Miscellaneous Federal Grants (2%) 10.00 9.00 9.00 1997 10.00 8.00 1996 15.00 10.75 11.75 15.85 15.00 2002 20.00 2001 TEN YEAR STAFFING TRENDS Adopted Positions 13.60 4.00 5.00 249 2000 1999 1998 1995 1994 1993 0.00 250 ENVIRONMENTAL MANAGEMENT MISSION STATEMENT: generations. Environmental Management restores and protects the environment for future In accordance with the Tucson City Charter, the City Manager retains hiring authority for and the reporting responsibility over Environmental Management. SUPPORT FOR LIVABLE TUCSON GOALS Goal: Clean Air and Quality Water Environmental Management (EM) monitors water quality at approximately 230 wells and other city facilities to ensure compliance with local, state, and federal regulations. EM manages investigation and remediation projects at city sites where contamination may exist. Partnerships with Arizona Department of Environmental Quality, Pima County Department of Environmental Quality, and other government agencies promote protective initiatives such as federal and state superfund programs, wastewater programs, and air quality programs. EM performs environmental site assessments for all city real property acquisitions and Brownfields sites that are considered to have either real or perceived environmental contamination. Environmental Management uses a Webbased electronic system to assist city departments with environmental compliance, permitting, and reporting requirements. Goal: Respected Historic and Cultural Resources Environmental Management is working to reclaim closed landfills in the downtown area to allow for development of the Rio Nuevo Project. Innovative restoration techniques will be used to allow archaeologists to reconstruct historical sites such as the Mission San Augustin. Goal: Engaged Community and Responsive Government Environmental Management encourages community involvement and participation in its landfill and remediation projects. Environmental Management staff serve on the Governor’s State Superfund Board, community advisory boards and committees for capital projects such as the BroadwayPantano Remediation Site, Price Service Center, and the Rio Nuevo Project. Environmental Management seeks out opportunities to address neighborhood leaders and associations and successfully brings community interests into the process for assessing remediation alternatives. Goal: Infill and Reinvestment, Not Urban Sprawl Environmental Management's Brownfields Program encourages the redevelopment of underutilized industrial and commercial sites within city limits. Potential environmental concerns are assessed while business owners and landowners are assisted in obtaining federal incentives for clean up of these sites. Goal: Excellent Public Education Environmental Management promotes environmental awareness to school age youth through programs that engage children. These activities include Kids News, Re-Used Materials Becoming Art (RUMBA), community participation events, presentations at schools, and Parks and Recreation Department after-school programs. Environmental Management partners with the University of Arizona and Pima Community College to provide internships in the areas of hydrology, engineering, and environmental information systems. 251 ENVIRONMENTAL MANAGEMENT OFFICE RESOURCES Actual FY 2001 Adopted FY 2002 PERMANENT Environmental Management 15.00 15.00 Permanent Total 15.00 NON-PERMANENT Environmental Management Non-Permanent Total Estimated FY 2002 Adopted FY 2003 Approved FY 2004 15.00 15.00 15.00 15.00 15.00 15.00 15.00 0.85 -0- -0- -0- -0- 0.85 -0- -0- -0- -0- 15.85 15.00 15.00 15.00 15.00 $ 1,607,998 $ 2,323,780 $ 2,163,280 $ 2,470,260 $ 2,408,370 1,607,998 3,004,680 2,323,780 8,306,400 2,163,280 6,098,350 2,470,260 8,229,800 2,408,370 4,154,000 $ 4,612,678 $ 10,630,180 $ 8,261,630 $ 10,700,060 $ 6,562,370 $ $ POSITION SUMMARY Total FINANCIAL SUMMARY Environmental Management Operating Total Capital Improvements Total CHARACTER OF EXPENDITURES Personal Services Services Commodities Equipment Other Inter-Activity Transfers Operating Total Capital Improvements Total 841,197 $ 896,300 817,717 1,447,780 48,221 30,790 60,563 -0-0(19,000) (159,700) (32,090) 1,607,998 3,004,680 2,323,780 8,306,400 $ 4,612,678 $ 10,630,180 252 885,880 $ 1,020,850 1,447,780 1,439,190 32,540 46,770 -0-0-0-0(202,920) (36,550) 2,163,280 6,098,350 $ 1,068,290 1,543,700 42,770 -0-0(246,390) 2,470,260 8,229,800 2,408,370 4,154,000 $ 8,261,630 $ 10,700,060 $ 6,562,370 ENVIRONMENTAL MANAGEMENT Office Resources (Continued) Actual FY 2001 Adopted FY 2002 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 $ 1,451,000 -0156,998 $ 2,114,610 170,830 38,340 $ 1,954,110 170,830 38,340 $ 1,950,260 320,000 200,000 $ 2,088,370 320,000 -0- $ 1,607,998 $ 2,323,780 $ 2,163,280 $ 2,470,260 $ 2,408,370 $ 128,690 $ 1,404,800 $ 508,140 $ 1,390,000 $ 1,310,000 -0-0- 1,000,000 3,100,000 -01,500,000 1,000,000 1,600,000 -0-0- 2,731,700 144,290 1,431,600 1,370,000 1,959,300 2,130,910 505,000 3,734,800 99,000 2,745,000 Capital Funds Total $ 3,004,680 $ 8,306,400 $ 6,098,350 $ 8,229,800 $ 4,154,000 Total $ 4,612,678 $ 10,630,180 $ 8,261,630 $ 10,700,060 $ 6,562,370 SOURCE OF FUNDS OPERATING FUNDS General Fund General Fund - Restricted Miscellaneous Federal Grants Operating Funds Total CAPITAL FUNDS Environmental and Solid Waste Mandate Reserves Capital Agreements Fund Water Quality Assurance Revolving Fund 1994 General Obligation Bonds 2000 General Obligation Bonds SIGNIFICANT CHANGES: Fiscal Year 2003 The adopted operating budget for Fiscal Year 2003 of $2,470,260 reflects an increase of $146,480 from the Fiscal Year 2002 Adopted Budget. This includes increases in personal services costs and federal grant capacity for the Brownfields Program. The capital budget includes a decrease in funding of $76,600 for a Fiscal Year 2003 budget of $8,229,800, primarily consisting of city bond and state funds due to completion of projects. Fiscal Year 2004 The operating budget for Fiscal Year 2004 of $2,408,370 includes a decrease of $61,890 from Fiscal Year 2003. Federal grant capacity reduction has been offset by an increase in operating and maintenance funds for completed capital projects. The capital budget is decreased $4,075,800 for a Fiscal Year 2004 budget of $4,154,000 based on completion of projects with city bond and state funding. 253 ENVIRONMENTAL MANAGEMENT KEY MEASURES OF PERFORMANCE Actual FY 2001 Adopted FY 2002 Key Outputs Evaluate city facilities to improve environmental compliance and pollution prevention measures. • Facilities inspected 10 50 100 150 160 Monitor groundwater quality at city landfills to ensure compliance with regulatory standards. • Monitoring events per year 540 660 620 660 680 Complete environmental site assessments as requested by city departments. • Research assessments • Sampling assessments • Cleanup assessments 45 10 7 30 20 5 25 15 5 30 20 5 30 22 5 Provide environmental education and public outreach to the community. • Presentations and public meetings 20 56 80 90 90 Key Outcomes Utilize an electronic compliance system to ensure local permit conditions are met. • Percent of programs in compliance • Violations received 100% -0- 100% -0- 100% -0- 100% -0- 100% -0- N/A N/A 1,100 700 450 Promote a safe and clean environment by removing contaminants from the soil and groundwater. • Pounds of perchloroethylene (PCE) removed 254 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 HISTORIC PRESERVATION OFFICE OPERATING: POSITION TOTAL: $ 360,770 2.00 FINANCING PLAN PROGRAM ALLOCATION Miscellaneous Federal Grants 6% Miscellaneous Non-Federal Grants 58% Historic Preservation Office 100% General Fund 36% TEN YEAR STAFFING TRENDS Adopted Positions 1.00 2.00 2.00 2002 1.00 2000 2.00 1999 The Historic Preservation Office was established in Fiscal Year 1999. 2001 3.00 1.00 255 1998 1997 1996 1995 1994 1993 0.00 256 HISTORIC PRESERVATION OFFICE MISSION STATEMENT: To provide information and technical assistance to city staff, elected officials, preservation organizations, property owners, and the general public about the protection and enhancement of Tucson’s varied and significant cultural resources. Other activities include grant writing and administration; program and policy development; and collaboration with community organizations, educational institutions, and city departments to increase awareness about and protection of cultural resources. In accordance with the Tucson City Charter, the City Manager retains hiring authority for and the reporting responsibility over the Historic Preservation Office. SUPPORT FOR LIVABLE TUCSON GOALS Goal: Infill and Reinvestment, Not Urban Sprawl The Historic Preservation Office writes and administers grants for exterior repairs to historic homes, provides information on appropriate materials and repair techniques for property owners, assists neighborhoods in achieving a listing on the National Register of Historic Places, disseminates information regarding tax incentives for owning or rehabilitating historic properties, and develops and implements policies that protect cultural resources located in the urban area. Goal: People-Oriented Neighborhoods The Historic Preservation Office works with historic neighborhoods to preserve pedestrian-oriented elements that contribute to the historic character of these areas. Programs include writing and administering grants for exterior repairs to historic homes and reviewing federally-funded projects for their impact on historic neighborhoods. Goal: Respected Historic and Cultural Resources The Historic Preservation Office serves as the point-of-contact for the public regarding historic preservation issues and information and provides policy direction for city activities taking place in historic neighborhoods or areas of archaeological sensitivity. Activities include informing and educating a variety of audiences about historic preservation in Tucson, reviewing city projects for compliance with federal and state regulations, developing and administering cultural resource protection policies and programs, obtaining funding for preservation projects, facilitating the listing of historic resources on the National Register of Historic Places, and working with non-profit groups and developers to interpret Tucson’s history through new museums or attractions, programs, or activities. Goal: Successful Downtown The Historic Preservation Office assists property owners in obtaining funding and completing appropriate improvements to downtown historic buildings; works with non-profit groups and developers wishing to interpret Tucson’s history; collaborates with city departments whose projects affect downtown historic resources; works on increasing the supply of downtown housing; and provides staff support to the Rio Nuevo Project. 257 HISTORIC PRESERVATION OFFICE OFFICE RESOURCES Actual FY 2001 Adopted FY 2002 2.00 2.00 2.00 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 2.00 2.00 2.00 2.00 2.00 2.00 2.00 $ 288,082 $ 437,950 $ 320,340 $ 360,770 $ 344,410 $ 288,082 $ 437,950 $ 320,340 $ 360,770 $ 344,410 $ 102,688 177,444 2,562 5,388 -0-0- $ 122,310 163,490 4,150 -0(2,000) 150,000 $ 121,200 194,990 4,150 -0-0-0- $ 128,620 96,720 3,650 -0-0131,780 $ 134,810 74,720 3,650 -0-0131,230 $ 288,082 $ 437,950 $ 320,340 $ 360,770 $ 344,410 $ 148,760 131,802 7,520 $ 156,350 271,600 10,000 $ 155,240 145,100 20,000 $ 130,770 210,000 20,000 $ 134,410 210,000 -0- $ 288,082 $ 437,950 $ 320,340 $ 360,770 $ 344,410 POSITION SUMMARY PERMANENT Historic Preservation Office Total FINANCIAL SUMMARY Historic Preservation Office Total CHARACTER OF EXPENDITURES Personal Services Services Commodities Equipment Other Inter-Activity Transfers Total SOURCE OF FUNDS General Fund Miscellaneous Non-Federal Grants Miscellaneous Federal Grants Total SIGNIFICANT CHANGES: Fiscal Year 2003 The adopted operating budget for Fiscal Year 2003 of $360,770 reflects a decrease of $77,180 from the Fiscal Year 2002 Adopted Budget. This decrease is primarily due to reductions in grant capacity and matching funds. Personnel cost increases have been included. Fiscal Year 2004 The operating budget for Fiscal Year 2004 of $344,410 includes a decrease of $16,360 from Fiscal Year 2003 primarily due to grant capacity reductions. Personnel cost increases have been included. 258 HISTORIC PRESERVATION OFFICE KEY MEASURES OF PERFORMANCE Actual FY 2001 Adopted FY 2002 12 12 12 12 12 Conduct historic resource surveys in neighborhoods that appear to be eligible for listing on the National Register of Historic Places. 3 2 2 2 2 Review city projects for compliance with state and federal historic preservation regulations and requirements. 120 160 220 240 240 Manage the city’s on-call contract for archaeology/historic preservation services that assess the impact of city construction projects on cultural resources. • Number of major projects reviewed 10 10 10 5 5 Provide technical assistance to developers, property owners, and non-profit organizations with the rehabilitation and reuse of historic properties. • Number of groups assisted 10 10 10 5 5 2 1 2 2 2 2 2 2 2 2 75% 75% 75% 75% 75% Key Outputs Inform and educate residents of historic neighborhoods, the general public, business and civic groups, elected officials, and city departments about historic preservation in Tucson. • Number of presentations, articles, videos, and brochures Key Outcomes Preserve significant cultural resources by listing historic districts on the National Register of Historic Places and by developing other means of protecting cultural resources. • Number of new historic districts • Cultural resource protection policies or programs developed and implemented Maintain the percentage of training program participants who report that their knowledge of historic preservation principles and regulations is “good” or “excellent” following training. 259 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 260 ZONING EXAMINER OPERATING: POSITION TOTAL: FINANCING PLAN $ 157,730 2.00 PROGRAM ALLOCATION Zoning Examiner 100% General Fund 100% TEN YEAR STAFFING TRENDS Adopted Positions 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 1995 1996 1997 1998 1999 2000 2001 2002 2.00 1994 3.00 2.00 1.00 1993 0.00 261 262 ZONING EXAMINER MISSION STATEMENT: To provide independent and professional review and analysis of zoning and land use changes, and stolen property dispositions. The Zoning Examiner, a quasi-judicial officer, holds code-mandated public hearings on behalf of the Mayor and Council to obtain citizen input, conducts analysis of zoning and land use issues, renders decisions, and makes recommendations to the Mayor and Council. The purpose of these efforts is to provide for orderly, efficient, and quality land development. In accordance with the Tucson City Charter, the City Manager retains hiring authority for and the reporting responsibility over the Zoning Examiner. SUPPORT FOR LIVABLE TUCSON GOALS Goal: Engaged Community and Responsive Government The Zoning Examiner provides a forum for public hearings that foster citizen expression and involvement in development and land uses issues. Citizen input is considered in decisions and recommendations to the Mayor and Council. OFFICE RESOURCES Actual FY 2001 Adopted FY 2002 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 POSITION SUMMARY PERMANENT Zoning Examiner 2.00 2.00 2.00 2.00 2.00 Total 2.00 2.00 2.00 2.00 2.00 Zoning Examiner $ 142,880 $ 149,940 $ 149,440 $ 157,730 $ 165,070 Total $ 142,880 $ 149,940 $ 149,440 $ 157,730 $ 165,070 Personal Services Services Commodities Other $ 138,377 3,222 1,281 -0- $ 143,640 4,950 2,350 (1,000) $ 143,640 4,010 1,790 -0- $ 149,970 5,410 2,350 -0- $ 157,310 5,410 2,350 -0- Total $ 142,880 $ 149,940 $ 149,440 $ 157,730 $ 165,070 $ 142,880 $ 149,940 $ 149,440 $ 157,730 $ 165,070 $ 142,880 $ 149,940 $ 149,440 $ 157,730 $ 165,070 FINANCIAL SUMMARY CHARACTER OF EXPENDITURES SOURCE OF FUNDS General Fund Total 263 ZONING EXAMINER SIGNIFICANT CHANGES: Fiscal Year 2003 The adopted operating budget for Fiscal Year 2003 of $157,730 reflects an increase of $7,790 from the Fiscal Year 2002 Adopted Budget primarily due to personal services cost increases. Fiscal Year 2004 The operating budget for Fiscal Year 2004 of $165,070 includes an increase of $7,340 from Fiscal Year 2003 primarily due to personal services cost increases. KEY MEASURES OF PERFORMANCE Key Outputs Hold public hearings, render decisions, and make recommendations to the Mayor and Council related to zoning and land use, and stolen property disposition. • Number of rezoning cases • Number of zoning appeal cases • Number of special exception land use cases • Number of stolen property disposition cases Key Outcomes Hold timely, orderly, fair, and impartial hearings, obtain citizen input for inclusion in the decision making process, and issue decisions and recommendations that are professional, independent, and based on findings of fact. • Number of hearings Actual FY 2001 Adopted FY 2002 37 -013 34 2 14 38 2 16 40 2 18 44 2 20 40 22 12 26 28 90 72 68 86 94 264 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 TUCSON CONVENTION CENTER OPERATING: CAPITAL: TOTAL: $ 11,525,290 70,000 $ 11,595,290 POSITION TOTAL: 60.00 ADMINISTRATION EVENT DEVELOPMENT EVENT SERVICES FINANCING PLAN PROGRAM ALLOCATION Event Services 91% Capital Improvements 1% Tucson Convention Center Fund Revenues 34% General Fund Contribution 66% Administration 5% Event Development 3% TEN YEAR STAFFING TRENDS Adopted Positions 2000 63.50 63.00 2002 61.00 2001 61.00 1999 58.00 62.00 1998 58.00 1997 55.00 1996 53.00 55.00 1995 60.00 1994 70.00 50.00 1993 40.00 265 266 TUCSON CONVENTION CENTER MISSION STATEMENT: To be a top ten facility by providing outstanding convention and community facilities and services; positively impacting the downtown and metropolitan economies; and providing clean, attractive, accessible, and well-managed venues to our citizens and our out-of-town guests. OVERVIEW The Tucson Convention Center (TCC) is a multi-purpose complex on a 27-acre campus in downtown Tucson that hosts the largest conventions and trade shows, and finest entertainment in the city. The TCC offers a total of 205,000 square feet of meeting space including eight meeting rooms with capacities of 50 to 1,000 people per room. The 22,500 square foot Grand Ballroom can be divided into three soundproof rooms and accommodates up to 2,000 guests. The Arena, adjacent to the exhibition space, offers seating for up to 9,700. A courtyard provides space for outdoor activity and leads to the adjacent Music Hall and Leo Rich Theatre, home for many local arts groups. As a prime component of the Rio Nuevo Project, TCC facilities play a vital role in the redevelopment of the downtown area. This will include new Box Office construction at the TCC. TCC staff provides professional support for public and private assemblies, which favorably impact the local economy, and appeal to diverse segments of the community. These events include conventions, performing arts, shows, sporting events, trade shows, banquets, meetings, and special events. During Fiscal Year 2002, the Tucson Convention Center was reorganized into Administration, Event Development, and Event Services. Parking and Box Office functions were transferred from Administration to Event Services, which was formerly Facilities and Operations. Sales and marketing was renamed Event Development. DEPARTMENT HIGHLIGHTS The Tucson Convention Center hosts conventions and meetings that provide major economic impacts to our city. The Waste Management Symposium, National Association for Interpretation, and the Lions Club Leadership Conference (largest in TCC history) are examples of the many successful conferences. Local public events range from major touring concerts and family shows such as Walt Disney on Ice and the Ringling Brothers Barnum and Bailey Circus. TCC facilities are home to the Tucson Symphony Orchestra, Arizona Opera, Gem and Mineral Show, Mariachi Festival, and Southern Arizona Home Builders Association Home Shows, and are a gathering and meeting place for many of our local residents. The Tucson Convention Center uses construction projects and equipment replacement programs to install modern accommodations, improve patron comfort and accessibility for the disabled, to make the facilities competitive. Additional customer service improvements include the selection of an effective ticketing provider, and improvements to the security, ushering, and stage labor areas. The service standards of TCC staff and contractors commit the TCC to providing a higher level of quality service to all user groups. The Tucson Convention Center has committed to work closely with the Tucson-Mexico Trade Office to assist in the solicitation and marketing efforts towards our Mexican neighbors. A closer relationship with the Metropolitan Tucson Convention and Visitors Bureau will feature a joint program for marketing to, and soliciting regional and national convention business and advertising opportunities. 267 TUCSON CONVENTION CENTER SUPPORT FOR LIVABLE TUCSON GOALS Goal: Respected Historic and Cultural Resources The Tucson Convention Center is at the heart of the downtown Rio Nuevo Project, and therefore must increase its input into the program. The TCC Commission’s Vision 2020 Committee has implemented a community-based multi-cultural project to highlight Tucson’s richly diverse culture in the “Tapestry of Tucson Program”. It has developed interpretive exhibit elements that celebrate the heritage, history, and the culture of our local community groups. This program continues to progress, and exhibits will be installed at various locations at the Convention Center as part of the Rio Nuevo process. Goal: Strong Local Businesses The Tucson Convention Center seeks out and encourages events that promote job growth and new retail business development. Each year promotional activities are implemented to consistently increase the number of events that impact the local economy, such as the Mariachi Festival, Waste Management Symposium, Gem and Mineral Show, and home shows. TCC staff continues to increase its networking with local and national businesses. Goal: Successful Downtown The Tucson Convention Center is a major contributor to the economic health of the downtown area, and is a vital component to the success of the Rio Nuevo Project. Over 500 events are held at its various facilities each year attracting over one million people to the downtown area. These events range from small community meetings to large national and international conventions, concerts, and trade shows. These events create a positive impact on the downtown hotel, restaurant, and retail industries, as well as on city and state sales tax receipts. DEPARTMENT RESOURCES Actual FY 2001 Adopted FY 2002 8.50 6.00 35.50 8.50 6.00 35.50 Permanent Total 50.00 NON-PERMANENT Event Services Estimated FY 2002 Adopted FY 2003 Approved FY 2004 8.50 6.00 35.50 8.50 2.00 35.50 8.50 2.00 35.50 50.00 50.00 46.00 46.00 13.00 13.00 13.00 14.00 14.00 Non-Permanent Total 13.00 13.00 13.00 14.00 14.00 Department Total 63.00 63.00 63.00 60.00 60.00 POSITION SUMMARY PERMANENT Administration* Event Development* Event Services* *During Fiscal Year 2002 the department was reorganized. Actual Fiscal Year 2001 and adopted Fiscal Year 2002 data has been revised consistent with the reorganization which included the transfer of Box Office and Parking functions from Administration to Event Services. Event Development was formerly titled Sales and Marketing and Event Services was formerly titled Facilities and Operations. 268 TUCSON CONVENTION CENTER Department Resources (Continued) Actual FY 2001 Adopted FY 2002 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 $ 576,210 369,303 4,942,444 $ 595,800 499,040 5,869,690 $ 643,580 425,350 5,173,140 5,887,957 -0- 6,964,530 -0- 6,242,070 -0- 11,525,290 70,000 11,528,230 -0- $ 5,887,957 $ 6,964,530 $ 6,242,070 $ 11,595,290 $ 11,528,230 $ 2,438,691 2,928,468 154,613 366,185 -0- $ 2,800,070 2,909,660 306,800 1,007,000 (59,000) $ 2,688,180 2,801,320 215,570 537,000 -0- $ 2,911,920 7,550,650 262,720 800,000 -0- $ 3,020,720 7,444,410 263,100 800,000 -0- 5,887,957 -0- 6,964,530 -0- 6,242,070 -0- 11,525,290 70,000 11,528,230 -0- $ 5,887,957 $ 6,964,530 $ 6,242,070 $ 11,595,290 $ 11,528,230 $ 3,039,297 2,848,660 $ 3,151,530 3,813,000 $ 3,432,160 2,809,910 $ 7,595,770 3,929,520 $ 7,477,530 4,050,700 $ 5,887,957 $ 6,964,530 $ 6,242,070 $ 11,525,290 $ 11,528,230 CAPITAL FUNDS Tucson Convention Center Fund Revenues $ -0- $ -0- $ -0- $ 70,000 $ -0- Capital Funds Total $ -0- $ -0- $ -0- $ 70,000 $ -0- Department Total $ 5,887,957 FINANCIAL SUMMARY Administration* Event Development* Event Services* Operating Total Capital Improvements Department Total $ 655,710 329,270 10,540,310 $ 683,560 306,890 10,537,780 CHARACTER OF EXPENDITURES Personal Services Services Commodities Equipment Other Operating Total Capital Improvements Department Total SOURCE OF FUNDS OPERATING FUNDS General Fund Contribution Tucson Convention Center Fund Revenues Operating Funds Total $ 6,964,530 $ 6,242,070 $ 11,595,290 $ 11,528,230 *During Fiscal Year 2002 the department was reorganized. Actual Fiscal Year 2001 and adopted Fiscal Year 2002 data has been revised consistent with the reorganization which included the transfer of Box Office and Parking functions from Administration to Event Services. Event Development was formerly titled Sales and Marketing and Event Services was formerly titled Facilities and Operations. 269 TUCSON CONVENTION CENTER SIGNIFICANT CHANGES: Fiscal Year 2003 The adopted operating budget for Fiscal Year 2003 of $11,595,290 reflects an increase of $4,560,760 from the Fiscal Year 2002 Adopted Budget. This increase resulted from the transfer of rent payments of $4,908,840 from the Debt Service budget due to the sale of the Tucson Convention Center to Rio Nuevo. Aside from this, there were savings of $348,080, including the reduction of three positions. Although these savings will not impact customers in the short run, the quality of the TCC will be affected in the future. The significant changes to expenditures are as follows: ♦ Improvements to operations will save $135,000 in contract security and cleaning. ♦ Building maintenance and equipment replacement will be deferred. Funding for annual merits and pay adjustments is included as well as increases in pension and medical insurance rates. A capital budget of $70,000 has been added for design of a new box office which will be constructed by the Rio Nuevo Multipurpose Facilities District. Fiscal Year 2004 The operating budget for Fiscal Year 2004 of $11,528,230 includes a decrease of $67,060 from Fiscal Year 2003, with no additional position reductions. Funding increases for annual merits, pay adjustments, and other personnel costs are partly offset by continued savings in maintenance, cleaning, and security. ADMINISTRATION MISSION STATEMENT: The Administration Division promotes the highest level of customer service by planning and coordinating all operational functions; providing analytical, technical, and fiscal support; and maintaining accurate accounting and efficient personnel programs. KEY MEASURES OF PERFORMANCE Actual FY 2001 Adopted FY 2002 2,960 32% 3,500 53% Provide Tucson Convention Center staff with customer service training sessions/ classes. 8 Provide support for Tucson Convention Center Commission public meetings. 10 Key Outputs Provide the community with entertainment, leisure activities, and cultural and social benefits. • Number of event days booked • Percent of available days Tucson Convention Center is utilized 270 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 3,000 33% 3,000 33% 3,300 36% 10 10 6 6 12 10 12 12 TUCSON CONVENTION CENTER Administration (Continued) KEY MEASURES OF PERFORMANCE Key Outcomes Provide effective administrative support services to maximize revenues from events and customer satisfaction. • Revenue generated from events ($000s) • Percent of customers satisfied with overall services Actual FY 2001 Adopted FY 2002 $ 2,848 99% N/A 96% Estimated FY 2002 Adopted FY 2003 Approved FY 2004 $ 2,810 96% $ 3,930 98% $ 4,051 99% RESOURCE SUMMARY Position Resources* Financial Resources* General Fund Contribution Tucson Convention Center Fund Revenues Financial Resources Total 8.50 8.50 8.50 8.50 8.50 $ 276,210 300,000 $ 195,800 400,000 $ 343,580 300,000 $ 255,710 400,000 $ 283,560 400,000 $ 576,210 $ 595,800 $ 643,580 $ 655,710 $ 683,560 *During Fiscal Year 2002 the department was reorganized. Actual Fiscal Year 2001 and adopted Fiscal Year 2002 data has been revised consistent with the reorganization which included the transfer of Box Office and Parking functions from Administration to Event Services. EVENT DEVELOPMENT MISSION STATEMENT: The Event Development Division books and contracts events and develops a comprehensive sales and marketing program to attract a wide variety of local and national revenue-generating events. KEY MEASURES OF PERFORMANCE Key Outputs Provide facilities for public meetings. • Mayor and Council meetings • Other public meetings N/A N/A 15 75 15 75 10 60 10 60 Attend speaker bureau engagements to promote community awareness and conventions at the Tucson Convention Center. 7 12 9 12 12 Distribute monthly event calendars to city departments, the public, and news media. 1,000 3,500 3,500 4,000 5,000 271 TUCSON CONVENTION CENTER Event Development (Continued) KEY MEASURES OF PERFORMANCE Key Outcomes Efficiently book and contract events at the Tucson Convention Center. • Number of events booked Actual FY 2001 Adopted FY 2002 518 500 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 475 515 530 RESOURCE SUMMARY Position Resources Financial Resources General Fund Contribution Tucson Convention Center Fund Revenues Financial Resources Total 6.00 6.00 6.00 2.00 2.00 $ 169,303 200,000 $ 296,810 202,230 $ 225,350 200,000 $ 129,270 200,000 $ 106,890 200,000 $ 369,303 $ 499,040 $ 425,350 $ 329,270 $ 306,890 EVENT SERVICES MISSION STATEMENT: The Event Services Division ensures the utmost success rate for scheduled events by providing quality event assistance and coordination, effective parking and box office services, sound and lighting, and proper facility setups and maintenance. KEY MEASURES OF PERFORMANCE Key Outputs Provide the community with attractive rental facilities, event coordination, and technical services to accommodate various events. • Number of events • Amount invested in improvements Sell event tickets. • Number of event tickets sold Key Outcomes Increase customer satisfaction as measured by exit surveys of lessees and patrons. • Percent of customers satisfied with Event Services performance • Revenue generated from Box Office 518 $ 343,000 500 $ 400,000 475 $ 380,000 515 $ 700,000 530 $ 700,000 275,882 280,000 310,000 325,000 341,000 99% 96% 96% 98% 99% $ 130,446 $ 200,000 $ 160,000 $ 200,000 $ 200,000 272 TUCSON CONVENTION CENTER Event Services (Continued) KEY MEASURES OF PERFORMANCE Key Outcomes Provide parking for patrons attending events on a pay-per-space basis. • Number of daytime parking spaces sold • Number of evening parking spaces sold • Revenue generated from parking Actual FY 2001 Adopted FY 2002 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 54,082 53,666 55,163 56,725 57,859 119,810 134,750 138,290 141,056 143,877 $ 697,800 N/A $ 725,000 $ 728,000 $ 757,120 RESOURCE SUMMARY Position Resources* Financial Resources* General Fund Contribution Tucson Convention Center Fund Revenues Financial Resources Total 48.50 48.50 48.50 49.50 49.50 $ 2,593,784 2,348,660 $ 2,658,920 3,210,770 $ 2,863,230 2,309,910 $ 7,210,790 3,329,520 $ 7,087,080 3,450,700 $ 4,942,444 $ 5,869,690 $ 5,173,140 $ 10,540,310 $ 10,537,780 *During Fiscal Year 2002 the department was reorganized. Actual Fiscal Year 2001 and adopted Fiscal Year 2002 data has been revised consistent with the reorganization which included the transfer of Box Office and Parking functions from Administration to Event Services. 273 274 OFFICE OF ECONOMIC DEVELOPMENT OPERATING: POSITION TOTAL: FINANCING PLAN $ 2,179,910 17.50 PROGRAM ALLOCATION Miscellaneous Non-Federal Grants 13% General Fund 70% Economic Development 100% Community Development Block Grant 6% Miscellaneous Federal Grants 11% TEN YEAR STAFFING TRENDS Adopted Positions 16.00 20.00 9.33 18.00 23.75 18.10 14.00 12.00 15.50 15.50 2002 22.10 2001 30.00 10.00 275 2000 1999 1998 1997 1996 1995 1994 1993 0.00 276 OFFICE OF ECONOMIC DEVELOPMENT MISSION STATEMENT: To provide programs that create and retain quality jobs, train citizens for those jobs, and facilitate revitalization of distressed areas of the community. To assist manufacturing firms in becoming globally competitive through technical and trade assistance, promoting a vibrant economic climate for Tucson. In accordance with the Tucson City Charter, the City Manager retains hiring authority for and the reporting responsibility over the Office of Economic Development. OFFICE HIGHLIGHTS The Office of Economic Development (OED) represented the City of Tucson in joining the City of South Tucson and Pima County in the successful application of being designated an Empowerment Zone by the Department of Housing and Urban Development. The Empowerment Zone is a mixture of tax, financing and workforce training incentives that are designed to benefit and revitalize the inner city. Federal tax incentives are now available to support local businesses and encourage the hiring of zone residents. OED will be responsible for providing education to local businesses on the zone and determining whether or not local businesses are eligible to receive zone benefits. SUPPORT FOR LIVABLE TUCSON GOALS Goal: Engaged Community and Responsive Government Office of Economic Development staff participates in over 75 neighborhood association meetings and/or public forums. These activities facilitate the delivery of city programs and services to people and businesses at the neighborhood level. Various neighborhood associations use OED equipment for copying, faxing, and other support services. Staff is also available to assist the community in organizing events. Goal: Infill and Reinvestment, Not Urban Sprawl OED markets and manages the Parque de Santa Cruz, a 73-acre industrial park at Drexel and Interstate 10. OED is also actively involved with the federally-funded Housing Opportunities for People Everywhere (HOPE) VI projects, assisting with economic development programs for these important redevelopment efforts. The State of Arizona’s Enterprise Zone program, administered locally by the OED, encourages infill development by providing state income tax credits for job creation and property tax adjustments for capital investment. OED is also actively involved in encouraging arterial commercial revitalization within the inner city. Goal: Better Paying Jobs OED delivers programs which directly assist companies in the creation of high wage employment opportunities. OED partners with local economic development organizations to deliver the federal Small Business Association (SBA) Business Learning, Investment, Networking and Collaboration (LINC) program which supports business to business linkages and mentorship opportunities. 277 OFFICE OF ECONOMIC DEVELOPMENT Support for Livable Tucson Goals (Continued) Goal: Quality Job Training OED pursues state workforce development grants for local businesses to provide both new employee and incumbent specialized worker training. The office also assists local business organizations with the development of training courses for their employees. Goal: Reduced Poverty and Greater Equality of Opportunity The Hi-Tech Hi-Wage Program, which provides technical training to local citizens so that they can earn more than a livable wage, receives funding and program assistance from OED. Goal: Strong Local Business OED provides direct assistance to businesses including facility locations; access to available government business incentives; assistance with other city, county, and state agencies; and promotion of Tucson to the film industry. Additional assistance is targeted specifically towards cluster industry companies and include assessments that identify potential business improvement projects, and coordination and management of project resource implementation. OED works to encourage strong local business by providing administrative support to the Mayor and Council-appointed Small Business Commission and through the Business Hotline, a 24-hour telephone inquiry service for the community. OFFICE RESOURCES Actual FY 2001 Adopted FY 2002 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 15.50 15.50 15.50 14.00 14.00 15.50 15.50 15.50 14.00 14.00 -0- -0- 3.50 3.50 3.50 -0- -0- 3.50 3.50 3.50 15.50 15.50 19.00 17.50 17.50 POSITION SUMMARY PERMANENT Economic Development* Permanent Total NON-PERMANENT Economic Development Non-Permanent Total Total *Two and one half positions were incorrectly shown in Fiscal Year 2002 in the Tucson Film Office, which is an organization in Economic Development. 278 OFFICE OF ECONOMIC DEVELOPMENT Office Resources (Continued) Actual FY 2001 Adopted FY 2002 $ 1,282,728 $ 1,815,750 $ 1,282,728 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 $ 2,124,530 $ 2,179,910 $ 2,115,620 $ 1,815,750 $ 2,124,530 $ 2,179,910 $ 2,115,620 $ 736,105 495,426 49,933 1,264 -0-0- $ 871,340 771,250 39,160 -0(16,000) 150,000 $ 985,500 965,870 39,160 -0(16,000) 150,000 $ 1,013,440 848,890 40,080 -0-0277,500 $ 1,042,110 755,930 40,080 -0-0277,500 $ 1,282,728 $ 1,815,750 $ 2,124,530 $ 2,179,910 $ 2,115,620 $ 1,271,016 -011,712 $ 1,665,750 -0150,000 $ 1,615,750 34,560 150,000 $ 1,520,350 34,560 125,000 $ 1,490,620 -0125,000 -0- -0- 324,220 500,000 500,000 $ 1,282,728 $ 1,815,750 $ 2,124,530 $ 2,179,910 $ 2,115,620 FINANCIAL SUMMARY Economic Development Total CHARACTER OF EXPENDITURES Personal Services Services Commodities Equipment Other Inter-Activity Transfers Total SOURCE OF FUNDS General Fund Miscellaneous Non-Federal Grants Community Development Block Grant Miscellaneous Federal Grants Total SIGNIFICANT CHANGES: Fiscal Year 2003 The adopted operating budget for Fiscal Year 2003 of $2,179,910 is an increase of $364,160 from the Fiscal Year 2002 Adopted Budget. This increase is due primarily to receiving $534,560 in new federal and state grant awards. Other significant changes to expenditures are as follows: ♦ The Arizona Council for Economic Conversion has been transferred to Outside Agencies. ♦ Workforce Development funding decreased $23,400 from $150,000. ♦ A net increase of two positions is the result of a new federal grant. Funding for annual merits and pay adjustments is included as well as increases in pension and medical insurance rates. Fiscal Year 2004 The operating budget for Fiscal Year 2004 of $2,115,620 is a decrease of $64,290 from Fiscal Year 2003. Increased personnel costs are partially offset by additional reductions to Workforce Development funding. 279 OFFICE OF ECONOMIC DEVELOPMENT KEY MEASURES OF PERFORMANCE Actual FY 2001 Adopted FY 2002 Key Outputs Assist businesses from targeted industries with retention, expansion, and location within the City of Tucson. • Number of businesses assisted 100 180 Respond to general business inquiries from the Business Hotline, e-mails, walkins, etc. • Number of responses 2,240 Document outreach contacts with emphasis on targeted cluster industries. • Number of contacts Adopted FY 2003 Approved FY 2004 180 200 225 3,000 3,000 3,000 3,000 285 300 300 300 350 Respond to film, television, and advertising production inquiries about locations, technical crews, permits, and facilities in Tucson. • Number of inquiries 2,000 2,500 2,500 3,000 3,500 Key Outcomes Assist businesses in creating and retaining quality jobs for city residents. • Number of jobs created/retained 1,996 600 2,000 1,000 1,300 Assist companies in identifying and implementing opportunities to reduce the cost of doing business. • Dollar amount of cost savings ($000s) $ 3,180 $ 3,500 $ 4,000 $ 5,500 $ 6,500 Market Tucson as a film location to benefit the local economy. • Local direct expenditures ($000s) $ 7,000 $ 7,500 $ 5,000 $ 7,000 $ 8,000 280 Estimated FY 2002 INTERGOVERNMENTAL RELATIONS OPERATING: POSITION TOTAL: FINANCING PLAN $ 534,090 2.00 PROGRAM ALLOCATION Intergovernmental Relations 100% General Fund 100% TEN YEAR STAFFING TRENDS Adopted Positions 2.00 2.00 2.00 2.00 2.00 2001 2002 2.25 2000 2.25 1999 2.00 2.75 1998 2.75 3.00 2.00 Intergovernmental Relations was established in Fiscal Year 1993. 1.00 1997 1996 1995 1994 1993 0.00 281 282 INTERGOVERNMENTAL RELATIONS MISSION STATEMENT: To develop, represent, and advocate the interests of the City of Tucson by fostering and maintaining the city’s relationship with other governmental entities on the local, state, and federal levels. In accordance with the Tucson City Charter, the City Manager retains hiring authority for and the reporting responsibility over Intergovernmental Relations. SUPPORT FOR LIVABLE TUCSON GOALS Goal: Better Alternatives to Automobile Transportation Intergovernmental Relations collaborates with the Pima Association of Governments, the Maricopa Association of Governments, the City of Tucson’s Department of Transportation, the Tucson Chamber of Commerce, the Tucson Regional Transportation Coalition, the Regional Public Transportation Authority, the Arizona League of Cities and Towns, the City of Phoenix, and private industry leaders to ensure that the City of Tucson receives its fair share of transportation funding at the state level and that transportation state-shared revenue funding is not eliminated or reduced. Intergovernmental Relations works to ensure that the City of Tucson and region receives its fair share of federal funding from the Transportation Equity Act for the Twenty-first Century (TEA-21). Infrastructure projects needed for downtown and international trade development are being pursued, and statewide efforts regarding transportation funding opportunities known as Vision-21 are being followed. Intergovernmental Relations also works with federal consultants to ensure that important transportation projects such as the Downtown Intermodal Center receive adequate funding. Goal: Safe Neighborhoods Intergovernmental Relations has been working with federal consultants and the National League of Cities and Towns to ensure that our community has adequate public safety infrastructure to meet the heightened safety requirements of our times. The cost of preparedness will be nearly $100 million which includes $80 million for emergency communications, $12 million for public safety, and $3 million for drinking water safety. The office has also worked with state legislative leaders and the Arizona League of Cities and Towns to provide adequate short- and long-term funding of trauma centers. Without state help, closure of trauma centers in our community would present a safety risk to our citizens. Goal: Engaged Community and Responsive Government Intergovernmental Relations advocates for issues that arise in direct response to community needs. The advocacy process engages the community in the form of coalitions and collaborations around the points of the legislative program adopted annually by the Mayor and Council. Each City of Tucson department is a collaborator in the development and advocacy of the legislative program. In addition, Intergovernmental Relations works with governmental entities and other agencies to secure policies, initiatives, laws, and funding beneficial to the community. Goal: Caring, Healthy Families and Youth Intergovernmental Relations collaborates with Pima County, the Cities of Phoenix and Mesa, and national municipal organizations to secure the continuation of state and federal funding for City of Tucson and Pima County summer youth employment programs. Intergovernmental Relations also works with federal consultants to ensure that federal programs relating to youth and families are adequately funded. 283 INTERGOVERNMENTAL RELATIONS Support for Livable Tucson Goals (Continued) Goal: Better Paying Jobs Intergovernmental Relations provides assistance to the Puerto Nuevo Project, an effort to develop an international distribution center surrounding the Tucson International Airport. Intergovernmental Relations is also working closely with the Office of Economic Development to ensure that federal and state opportunities to stimulate and retain better paying jobs are created and implemented. The Empowerment Zone Application, Work Force Investment Act, and similar programs are examples of efforts assisted by Intergovernmental Relations. Davis Monthan Air Force Base (DMAFB) provides over $1 billion of economic impact to the Tucson metropolitan area. Collaborations with the Office of Economic Development, DMAFB, and other Arizona military bases, the Governor’s Office, and the City of Glendale are working to ensure that DMAFB and all Arizona military bases remain in the State of Arizona. This is also a crucial public safety issue in light of recent terrorism events. Goal: People-Oriented Neighborhoods Intergovernmental Relations is collaborating with cities, neighborhood organizations, and businesses to secure state investment in a Neighborhood Preservation Investment and Initiative proposal. Goal: Successful Downtown Intergovernmental Relations works with other jurisdictions and organizations to develop state and federal funding for downtown redevelopment. This collaboration resulted in the projected $120 million in public funding and in-kind services for the Rio Nuevo Project. Efforts will continue to seek funding for the Tucson Convention Center expansion that will enhance the downtown area. A state legislative committee has been created to explore convention center and tourism financing. Intergovernmental Relations was instrumental in placing the City of Tucson’s Convention Center Director on that committee. OFFICE RESOURCES Actual FY 2001 Adopted FY 2002 2.00 2.00 2.00 2.00 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 2.00 2.00 2.00 2.00 2.00 2.00 POSITION SUMMARY PERMANENT Intergovernmental Relations Total 284 INTERGOVERNMENTAL RELATIONS Office Resources (Continued) Actual FY 2001 Adopted FY 2002 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 $ 501,534 $ 539,340 $ 559,560 $ 534,090 $ 541,910 $ 501,534 $ 539,340 $ 559,560 $ 534,090 $ 541,910 Personal Services Services Commodities Equipment Other $ 138,825 358,225 3,750 734 -0- $ 144,110 397,900 2,330 -0(5,000) $ 154,920 402,310 2,330 -0-0- $ 153,200 378,560 2,330 -0-0- $ 161,020 378,560 2,330 -0-0- Total $ 501,534 $ 539,340 $ 559,560 $ 534,090 $ 541,910 $ 501,534 $ 539,340 $ 559,560 $ 534,090 $ 541,910 $ 501,534 $ 539,340 $ 559,560 $ 534,090 $ 541,910 FINANCIAL SUMMARY Intergovernmental Relations Total CHARACTER OF EXPENDITURES SOURCE OF FUNDS General Fund Total SIGNIFICANT CHANGES: Fiscal Year 2003 The adopted operating budget for Fiscal Year 2003 of $534,090 reflects a decrease of $5,250 from the Fiscal Year 2002 Adopted Budget. Personal services cost increases have been offset by a reduction in state lobbyist funding. Fiscal Year 2004 The operating budget for Fiscal Year 2004 of $541,910 includes an increase of $7,820 from Fiscal Year 2003 primarily due to personal services cost increases. 285 INTERGOVERNMENTAL RELATIONS KEY MEASURES OF PERFORMANCE Actual FY 2001 Adopted FY 2002 900 1,500 1,500 1,600 1,800 16 16 16 16 16 16 16 16 16 16 27 27 27 31 31 Key Outcomes Help ensure passage of legislation beneficial to the City of Tucson and its citizens. • Percent passed 83% 85% 85% 85% 85% Help defeat legislation that Mayor and Council believe is harmful to the City of Tucson and its citizens. • Percent defeated 90% 90% 90% 90% 90% Key Outputs Send proposed state legislation and amendments to Mayor and Council and city departments for review on a timely basis. • Number of legislative proposals and amendments sent Provide state legislative status reports to the Mayor and Council about each legislative session. • Number of study session presentations • Number of written reports Prepare a legislative agenda for Mayor and Council adoption. • Number of Mayor and Council offices and departments surveyed with regard to legislative programs and agenda items prior to legislative session 286 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 TUCSON-MEXICO TRADE OFFICE* OPERATING: POSITION TOTAL: FINANCING PLAN $ 580,830 6.00 PROGRAM ALLOCATION Tucson-Mexico Trade Office 100% General Fund 100% TEN YEAR STAFFING TRENDS Adopted Positions 5.00 5.00 5.00 2001 2002 The Tucson-Mexico Trade Office was established in Fiscal Year 2000 with a transfer of staffing from the Office of Economic Development. 6.00 2000 9.00 3.00 *Previously called the Tucson-México Project. 287 1999 1998 1997 1996 1995 1994 1993 0.00 288 TUCSON-MEXICO TRADE OFFICE MISSION STATEMENT: To assist local businesses and organizations in improving their connections with Mexico by strengthening economic, social, and cultural ties. In accordance with the Tucson City Charter, the City Manager retains hiring authority for and the reporting responsibility over the Tucson-Mexico Trade Office. SUPPORT FOR LIVABLE TUCSON GOALS Goal: Engaged Community and Responsive Government The Tucson-Mexico Trade Office, through its commerce and tourism promotion programs, has developed relationships with over 300 community business members who contribute to the agenda and goals of the office. Goal: Better Paying Jobs The Tucson-Mexico Trade Office promotes higher paying jobs by assisting local businesses to increase their exports to Mexico. Puerto Nuevo Tucson, under the oversight of the Tucson-Mexico Trade Office, will create better paying jobs through the development of an international distribution center in Tucson. Goal: Respected Historic and Cultural Resources The Tucson-Mexico Trade Office assists social, educational, and cultural organizations on collaborative efforts with their counterparts in Mexico, and collaborates with Sister Cities and the Mexican Consulate in Tucson on cultural events related to Mexico. Through their relationship with the Tucson-Mexico Trade Office, the Mexican cities of Guadalajara and Obregon are contributing monuments to be displayed in the Rio Nuevo Project downtown area. Goal: Strong Local Business The Tucson-Mexico Trade Office strives to create a business climate in Tucson that is friendly to Mexican visitors and business people, and collaborates with existing organizations to formulate business development strategies related to Mexico. Additionally, trade shows and trade missions are coordinated for local businesses from the tourism, retail, and wholesale sectors. The Industrial Supplier Program actively matches local suppliers with viable companies in Mexico. Through Puerto Nuevo Tucson, businesses will be recruited from Mexico, Canada, the United States, and around the world. Goal: Successful Downtown Tucson-Mexico Trade Office staff promote the Rio Nuevo Project by giving presentations on investment opportunities at international venues and by bringing international trade events and notable personalities to the downtown area. 289 TUCSON-MEXICO TRADE OFFICE OFFICE RESOURCES Actual FY 2001 Adopted FY 2002 5.00 5.00 5.00 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 6.00 6.00 6.00 5.00 6.00 6.00 6.00 $ 435,037 $ 449,410 $ 449,410 $ 580,830 $ 599,120 $ 435,037 $ 449,410 $ 449,410 $ 580,830 $ 599,120 Personal Services Services Commodities Other $ 312,473 118,001 4,563 -0- $ 317,380 130,730 5,300 (4,000) $ 317,380 126,730 5,300 -0- $ 408,400 167,130 5,300 -0- $ 427,690 166,130 5,300 -0- Total $ 435,037 $ 449,410 $ 449,410 $ 580,830 $ 599,120 $ 435,037 $ 449,410 $ 449,410 $ 580,830 $ 599,120 $ 435,037 $ 449,410 $ 449,410 $ 580,830 $ 599,120 POSITION SUMMARY PERMANENT Tucson-Mexico Trade Office Total FINANCIAL SUMMARY Tucson-Mexico Trade Office Total CHARACTER OF EXPENDITURES SOURCE OF FUNDS General Fund Total SIGNIFICANT CHANGES: Fiscal Year 2003 The adopted operating budget for Fiscal Year 2003 of $580,830 reflects an increase of $131,420 from the Fiscal Year 2002 Adopted Budget. Personal services cost increases and the addition of one economic development specialist have been included. Fiscal Year 2004 The operating budget for Fiscal Year 2004 of $599,120 includes an increase of $18,290 from Fiscal Year 2003 primarily due to personal services cost increases. 290 TUCSON-MEXICO TRADE OFFICE KEY MEASURES OF PERFORMANCE Key Outputs Develop business opportunities between Tucson and Mexico. • International trade and tourism events • Companies and organizations participating in trade/tourism events • Community representative meetings • Business development trips • Community outreach meetings • Tucson-Mexico Economic Alliance visits to Tucson • Puerto Nuevo presentations made locally • Puerto Nuevo presentations made in Mexico Assist Tucson businesses through the Industrial Supplier Program. • Tucson business contacted • Industries in Mexico contacted • Mini-missions to Mexico with Tucson companies • Tucson businesses participating in mini-missions Key Outcomes Increase the economic, social, and cultural exchange between Tucson and Mexico. • Occurrences of media marketing efforts by Tucson’s tourist, retail, and wholesale industries to media target the Mexican market • Signed agreements of cooperation between Tucson and cities in Mexico • Individual Business Assistance Requests processed • Dollar amount of contracts secured with assistance from the Industrial Supplier Program ($000s) Actual FY 2001 Adopted FY 2002 6 60 10 100 10 100 8 80 8 100 18 6 N/A N/A 15 20 6 N/A 15 20 6 2 15 18 12 3 18 18 15 4 N/A N/A 15 10 10 N/A N/A 1 12 16 80 55 24 80 80 30 80 80 30 80 80 30 80 80 30 30 30 30 30 30 3 10 10 10 10 N/A N/A 2 3 2 N/A N/A 45 120 120 $ 660 $ 700 $ 700 $ 1,500 $ 2,000 291 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 292 BUDGET AND RESEARCH OPERATING: POSITION TOTAL: $ 2,137,100 24.00 ADMINISTRATION BUDGET MANAGEMENT PERFORMANCE SYSTEMS PROGRAM ALLOCATION FINANCING PLAN Administration 24% Budget Management 71% Performance Systems 5% General Fund 100% TEN YEAR STAFFING TRENDS Adopted Positions 35.00 30.00 28.00 28.00 28.00 28.00 27.00 26.00 26.00 26.00 26.00 24.00 25.00 293 2002 2001 2000 1999 1998 1997 1996 1995 1994 1993 20.00 294 BUDGET AND RESEARCH MISSION STATEMENT: To develop, implement, and manage the city’s budget, project management, and program evaluation by working with the Mayor and Council, Office of the City Manager, and city departments and offices so that the highest levels of quality services are delivered to the residents of the City of Tucson in a fiscally responsible manner. OVERVIEW The Budget and Research Department develops and manages the annual operating budget and the five-year capital improvement program, provides evaluation and policy analysis of municipal programs, and facilitates performance improvement and good project management. This work is accomplished within the requirements of federal, state, and municipal law. These and other related services are accomplished through the following: Administration, Budget Management, and Performance Systems. DEPARTMENT HIGHLIGHTS The department will implement new budget system enhancements which will simplify the budget preparation, management and monitoring processes, and improve the availability and timeliness of budget information for the city. This system will allow budget analysts to expand the time devoted to various types of program analysis, including program evaluation, benchmarking, performance measurement, research, cost/benefit analysis, and other internal consulting services. The City of Tucson is one of only two jurisdictions in the State of Arizona who have received the Distinguished Budget Presentation Award for 17 years. According to the Government Finance Officer’s Association, no jurisdiction in Arizona received the award more than 17 years. SUPPORT FOR LIVABLE TUCSON GOALS Goal: Engaged Community and Responsive Government The Budget and Research Department staffs the Budget Advisory Committee and the Citizens’ Bond Oversight Committee, which provide an avenue for citizen input and for the city to be responsive to its constituents. Budget and Research staff provides ongoing staff support to the Back to Basics Neighborhoods and NETeams Programs. The department gathers public input through hearings that are conducted as part of the budget adoption process. The department will continue its relationship with the University of Arizona’s Eller College of Business and Public Administration’s Economic and Business Research Program which provides local and regional economic forecasting information that is used in budget planning and forecasting. 295 BUDGET AND RESEARCH Support for Livable Tucson Goals (Continued) Goal: Organizational Support The Budget and Research Department provides support to all city departments and offices through its work in the areas of budget management, performance measurement, and program evaluation. The new budget system enhancements will improve the process and will allow for multi-year budgeting. Through the budget preparation process, the Budget and Research Department works with departments to link department efforts to Livable Tucson Goals and helps departments develop measures that track performance toward these goals. The department contacts other jurisdictions where local sustainability efforts are occurring to see how they tie these efforts to their programs, projects, and policies. Budget and Research staff work in conjunction with the Finance Department to provide operational support to the Rio Nuevo Project. DEPARTMENT RESOURCES Actual FY 2001 Adopted FY 2002 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 7.00 16.00 1.00 2.00 7.00 16.00 1.00 -0- 7.00 16.00 1.00 -0- 7.00 16.00 1.00 -0- 7.00 16.00 1.00 -0- 26.00 24.00 24.00 24.00 24.00 $ 486,616 1,152,369 95,348 155,186 $ 497,030 1,724,240 97,470 -0- $ 497,030 1,649,240 97,470 -0- $ 513,600 1,522,810 100,690 -0- $ 538,760 1,395,210 105,840 -0- $ 1,889,519 $ 2,318,740 $ 2,243,740 $ 2,137,100 $ 2,039,810 POSITION SUMMARY PERMANENT Administration Budget Management Performance Systems Program Evaluation* Department Total FINANCIAL SUMMARY Administration Budget Management Performance Systems Program Evaluation* Department Total *Program Evaluation was transferred to the City Manager's Office in Fiscal Year 2002. 296 BUDGET AND RESEARCH Department Resources (Continued) Actual FY 2001 Adopted FY 2002 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 $ 1,681,908 45,045 83,163 79,403 -0- $ 1,636,000 414,740 128,000 158,000 (18,000) $ 1,636,000 299,740 128,000 198,000 (18,000) $ 1,789,140 253,300 94,660 -0-0- $ 1,876,280 68,870 94,660 -0-0- $ 1,889,519 $ 2,318,740 $ 2,243,740 $ 2,137,100 $ 2,039,810 $ 1,889,519 $ 2,318,740 $ 2,243,740 $ 2,137,100 $ 2,039,810 $ 1,889,519 $ 2,318,740 $ 2,243,740 $ 2,137,100 $ 2,039,810 CHARACTER OF EXPENDITURES Personal Services Services Commodities Equipment Other Department Total SOURCE OF FUNDS General Fund Department Total SIGNIFICANT CHANGES: Fiscal Year 2003 The adopted operating budget for Fiscal Year 2003 of $2,137,100 reflects a decrease of $181,640 from the Fiscal Year 2002 Adopted Budget. During Fiscal Year 2002, the new Budget Reporting and Analysis Support System was substantially completed resulting in a reduction in funding requirements in Fiscal Year 2003. An aggressive use of modern technology such as the Internet and CD-Roms will enable us to print fewer copies of the budget document resulting in savings of $30,000. Funding for annual merits and pay adjustments is included as well as increases in pension and medical insurance rates. Fiscal Year 2004 The operating budget for Fiscal Year 2004 of $2,039,810 includes a decrease of $97,290 from Fiscal Year 2003 due to elimination of carry forward funds for the budget management and reporting system offset by pay adjustments and rate increases for fringe benefits. 297 BUDGET AND RESEARCH ADMINISTRATION MISSION STATEMENT: Administration provides administrative and clerical support to Budget Management, and Performance Systems so that staff can develop and execute the city’s budget in a manner which promotes efficient and effective city operations. KEY MEASURES OF PERFORMANCE Key Outputs Provide support and assistance to a Mayor and Council subcommittee and those citizen committees advising the governing body. • Budget Advisory Committee meetings • Citizens’ Bond Project Oversight Committee meetings • Mayor and Council Civic Events Subcommittee ◊ Number of subcommittee meetings ◊ Number of civic events applications ◊ Number of youth education/cultural travel assistance applications ◊ Status Report - Quarterly Key Outcomes Produce and distribute the City of Tucson’s major budget documents: Recommended and Adopted Operating Budgets, Proposed and Approved FiveYear Capital Improvement Programs, and the Outside Agencies Recommended Budget, and Budget in Brief. Actual FY 2001 Adopted FY 2002 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 24 8 24 8 -05 18 5 18 5 20 62 10 20 65 10 18 64 8 20 60 5 20 60 5 N/A N/A 4 4 4 100% 100% 100% 100% 100% RESOURCE SUMMARY Position Resources Financial Resources General Fund 7.00 7.00 7.00 7.00 7.00 $ 486,616 $ 497,030 $ 497,030 $ 513,600 $ 538,760 298 BUDGET AND RESEARCH BUDGET MANAGEMENT MISSION STATEMENT: Budget Management manages the development and implementation of the city’s annual operating and capital budgets in a manner that controls expenditures within authorized appropriations and available revenues to ensure the highest level of municipal service to city residents. KEY MEASURES OF PERFORMANCE Actual FY 2001 Adopted FY 2002 35 3 39 3 39 3 39 3 39 3 43 39 39 39 39 13 13 13 13 13 39 40 39 32 32 Prepare monthly reports on overtime usage, position vacancies, and projected year-end balances for management and to provide control of the budget. • Number of reports prepared annually 35 35 35 35 35 Conduct program evaluation and other management studies, surveys, and cost studies. • Number of program evaluations • Number of other studies -020 4 16 -03 10 30 5 15 Key Outputs Annually prepare five-year forecasts of the cost of delivering current levels of city services for each department and office. • Number of departments and offices • Citywide summary Evaluate operating and capital budget requests and prepare recommendations to the City Manager. • Number of departments’ and offices’ operating budgets evaluated • Number of departments’ and offices’ capital budgets evaluated • Number of outside agencies’ operating budgets evaluated 299 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 BUDGET AND RESEARCH Budget Management (Continued) KEY MEASURES OF PERFORMANCE Key Outcomes Develop Recommended and Adopted Operating Budgets, Proposed and Approved Five-Year Capital Improvement Programs, and the Outside Agencies Recommended Budget for Mayor and Council review and approval. • Budget documents developed for Mayor and Council Ensure that expenditures do not exceed available revenues and authorized amounts. Actual FY 2001 Adopted FY 2002 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% RESOURCE SUMMARY Position Resources Financial Resources General Fund 16.00 16.00 16.00 16.00 16.00 $ 1,152,369 $ 1,724,240 $ 1,649,240 $ 1,522,810 $ 1,395,210 PERFORMANCE SYSTEMS MISSION STATEMENT: Performance Systems provides training, internal reviews, and consulting on performance measurement and program development, and promotes accountability in city programs and activities by focusing on program outcomes and results. KEY MEASURES OF PERFORMANCE Key Outputs Review budget submittals and provide direction on performance measurement (mission statements, impact statements and measures, Livable Tucson Goals, performance measurements, etc.). • Number of reviews 35 39 39 39 39 Provide training and internal consultant services on performance measurement (mission, goals, objectives, Balanced Scorecard, Livable Tucson, etc.) to department division and work units. • Training sessions N/A N/A 3 15 15 300 BUDGET AND RESEARCH Performance Systems (Continued) KEY MEASURES OF PERFORMANCE Conduct research into municipal programs and issues as directed by the City Manager's Office or departmental management. • Research assignments Key Outcomes Number of departments that receive training that are continuing to implement a form of Balanced Scorecard performance measurement. Actual FY 2001 Adopted FY 2002 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 N/A N/A 3 5 5 N/A N/A 100% 100% 100% RESOURCE SUMMARY Position Resources Financial Resources General Fund 1.00 1.00 1.00 1.00 1.00 $ 95,348 $ 97,470 $ 97,470 $ 100,690 $ 105,840 PROGRAM EVALUATION* RESOURCE SUMMARY Position Resources Financial Resources General Fund 2.00 -0- -0- -0- -0- $ 155,186 $ -0- $ -0- $ -0- $ -0- *Program Evaluation was transferred to the City Manager's Office in Fiscal Year 2002. 301 302 FINANCE OPERATING: POSITION TOTAL: $ 7,321,740 145.00 DIRECTOR’S OFFICE AUDIT TREASURY/PENSION ACCOUNTING REVENUE RISK MANAGEMENT FINANCING PLAN PROGRAM ALLOCATION Director's Office 6% Risk Management* 0% Audit 22% Revenue 33% General Fund 100% Accounting 25% Treasury/ Pension 14% *See Appendix B for Risk Management details. 150.00 138.00 1998 133.00 130.00 139.00 1997 134.00 1996 140.00 134.00 1995 143.00 150.25 151.25 2002 160.00 2001 TEN YEAR STAFFING TRENDS Adopted Positions 146.00 130.00 303 2000 1999 1994 1993 120.00 304 FINANCE MISSION STATEMENT: To support the operations of the City of Tucson by providing financial accounting services for city departments and ensuring proper control of city funds so that the tax dollars of Tucson residents are safeguarded and prudently collected, invested, and disbursed. To administer business licensing and the city's debt program. To increase employee compensation satisfaction and post-employment financial security by actively managing the city's retirement systems. To increase productivity of the city workforce, protect the health of employees, and reduce workplace hazards and financial liability for city government due to accidents. OVERVIEW The Finance Department administers the financial activities of the city and provides financial support to all city departments by coordinating the sale of municipal debt; maximizing interest earnings on city investments; conducting an audit program for the examination and analysis of accounting, financial, and operational controls of city offices; providing for timely and accurate accounting, reporting, and internal control for receipt and disbursement of city funds; ensuring timely collection and accurate recording of cash receipts and billing and auditing tax collection; and managing the risk management and the retirement programs. The divisions of the Finance Department are the Director’s Office, Audit, Accounting, Treasury/Pension, Revenue, and Risk Management. The Tucson Supplemental Retirement System (TSRS) Fund and Deferred Compensation Fund are part of the Treasury/Pension Division. The Risk Management/Self Insurance Fund is used by the Risk Management Division to cover claims and loss prevention expenses. DEPARTMENT HIGHLIGHTS The department arranged the sale of $18,900,000 in Water Revenue Bonds during Fiscal Year 2002, providing required funding for the capital improvement program. For the 19th consecutive year, the department received the Certificate of Achievement for Excellence in Financial Reporting presented by the Government Finance Officers Association. SUPPORT FOR LIVABLE TUCSON GOALS Goal: Organizational Support The Finance Department supports all city departments and offices by providing complete and accurate financial records which may be relied upon by departments in formulating decisions affecting their contributions toward the Livable Tucson Goals. Such information is utilized by many departments, but especially by the City Manager in deciding how best to direct city resources in support of Livable Tucson Goals. Through efficient management of the city’s debt program, the department is able to arrange financing for projects managed by various departments which contribute to a wide variety of Livable Tucson Goals including abundant urban green space and recreation areas, excellent public education, better alternatives to automobile transportation, and clean air and quality water. The Finance Department assists social service agencies with establishing or improving their financial systems to enable them to effectively manage their organizations and qualify for federal grants. The agencies provide needed services to the community in support of various Livable Tucson Goals. 305 FINANCE DEPARTMENT RESOURCES Actual FY 2001 Adopted FY 2002 4.00 26.00 37.00 29.00 42.00 10.00 4.00 26.00 37.00 29.00 42.00 11.00 Permanent Total 148.00 NON-PERMANENT Revenue Risk Management Estimated FY 2002 Adopted FY 2003 Approved FY 2004 4.00 26.00 37.00 29.00 42.00 11.00 4.00 25.00 35.00 27.00 42.00 11.00 4.00 25.00 35.00 27.00 42.00 11.00 149.00 149.00 144.00 144.00 1.25 1.00 1.25 1.00 1.25 1.00 -01.00 -01.00 2.25 2.25 2.25 1.00 1.00 150.25 151.25 151.25 145.00 145.00 $ 399,497 1,478,235 1,633,382 962,691 2,134,467 -0- $ 392,040 1,562,640 1,723,830 974,810 2,283,950 -0- $ 395,900 1,574,240 1,741,060 930,460 2,295,610 -0- $ 423,340 1,607,150 1,812,630 1,056,050 2,422,570 -0- $ 441,460 1,675,540 1,880,390 1,095,870 2,502,940 -0- $ 6,608,272 $ 6,937,270 $ 6,937,270 $ 7,321,740 $ 7,596,200 $ 7,027,771 12,448,799 568,888 238,524 -0(13,675,710) $ 7,400,590 11,186,890 508,310 133,000 (69,000) (12,222,520) $ 7,346,590 11,182,890 505,310 125,000 -0(12,222,520) $ 7,770,200 11,023,850 453,740 158,000 -0(12,084,050) $ 8,131,580 10,812,070 446,580 158,000 -0(11,952,030) $ 6,608,272 $ 6,937,270 $ 6,937,270 $ 7,321,740 $ 7,596,200 POSITION SUMMARY PERMANENT Director's Office Audit Accounting Treasury/Pension Revenue Risk Management Non-Permanent Total Department Total FINANCIAL SUMMARY Director's Office Audit Accounting Treasury/Pension Revenue Risk Management* Department Total CHARACTER OF EXPENDITURES Personal Services Services Commodities Equipment Other Inter-Activity Transfers Department Total *The net budget for Risk Management is zero because the city is self-insured for workers’ compensation and public liability insurance. Costs are recovered by charging other departments through interactivity transfers using rates based on loss experience. See Appendix B for budget details. 306 FINANCE Department Resources (Continued) Actual FY 2001 Adopted FY 2002 $ 6,608,272 $ 6,937,270 $ 6,608,272 $ 6,937,270 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 $ 6,937,270 $ 7,321,740 $ 7,596,200 $ 6,937,270 $ 7,321,740 $ 7,596,200 SOURCE OF FUNDS General Fund Department Total SIGNIFICANT CHANGES: Fiscal Year 2003 The adopted operating budget for Fiscal Year 2003 of $7,321,740 is an increase of $384,470 from the Fiscal Year 2002 Adopted Budget. Funding for annual merit and pay adjustments, and increases in pension and public liability costs are partially offset by the reduction of 6.25 positions. All of the position reductions were based on attrition and will not have a direct impact on public services. Fiscal Year 2004 The operating budget for Fiscal Year 2004 of $7,596,200 is an increase of $274,460 from Fiscal Year 2003 primarily for pay adjustments and rate increases for fringe benefits. LOCATION OF CASHIER STATIONS FOR COLLECTION OF CITY PAYMENTS Site/Location Address Hours of Operation City Hall La Entrada Water Building Development Services Center Eastside City Hall 255 West Alameda 310 West Alameda 201 North Stone 7575 East Speedway Price Service Center Ward 4 Council Office 4004 South Park, Building #1 8123 E. Poinciana 307 M-F 8:00 a.m. to 5:00 p.m. M-F 8:00 a.m. to 5:00 p.m. M-F 8:00 a.m. to 5:00 p.m. M-F 8:00 a.m. to 12:00 p.m. 1:00 p.m. to 5:00 p.m. M-F 1:00 p.m. to 5:00 p.m. M-F 1:00 p.m. to 5:00 p.m. FINANCE DIRECTOR’S OFFICE MISSION STATEMENT: The Director’s Office provides administrative direction to the department’s divisions, manages the city’s debt issuance program, oversees the department’s programs in a prudent manner, and advises city management officials and the governing body regarding financial matters. KEY MEASURES OF PERFORMANCE Key Outputs Plan, organize, and direct city debt offerings. • Number of debt offerings • Number of improvement district bonds Key Outcomes Issue debt to meet the city’s financial needs ($000s). Actual FY 2001 Adopted FY 2002 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 3 -0- 4 4 4 4 4 4 4 4 $ 79,980 $ 78,000 $ 18,900 $ 70,550 $ 67,700 RESOURCE SUMMARY Position Resources Financial Resources General Fund 4.00 4.00 4.00 4.00 4.00 $ 399,497 $ 392,040 $ 395,900 $ 423,340 $ 441,460 AUDIT MISSION STATEMENT: The Audit Division enforces the Business Privilege Tax Code by performing audits of businesses subject to the tax law; improves taxpayer knowledge of the tax law through the auditing program and by conducting taxpayer education seminars, providing informational brochures, and responding to written and telephone requests for information; implements an audit program for the independent examination and analysis of accounting, financial, and operational control of city offices and agencies receiving funds from the city; and performs reviews, investigations, and cost analyses as requested by management. KEY MEASURES OF PERFORMANCE Key Outputs Conduct business privilege tax audits for compliance with the tax code. Conduct or make presentations at taxpayer education seminars or meetings. Respond to business tax inquiries. Perform planned internal audits of city functions and audits requested by management. 445 480 480 480 480 14 14 13 13 13 308 340 340 340 340 26 35 28 28 28 308 FINANCE Audit (Continued) KEY MEASURES OF PERFORMANCE Actual FY 2001 Adopted FY 2002 Monitor agency contracts receiving federal pass-through social service funding. 44 60 60 60 60 Assist city departments in determining the cost of their services. 2 6 4 4 4 100% 100% 100% 100% 100% $ 654,000 $ 890,000 $ 700,000 $ 800,000 $ 800,000 Key Outcomes Ensure the positive response of audited business privilege taxpayers on surveys regarding courteousness of auditor and thoroughness of tax law explanations. • Percent of positive responses Recover unpaid taxes identified in audits to help cover the cost of city services delivered. Estimated FY 2002 Adopted FY 2003 Approved FY 2004 RESOURCE SUMMARY Position Resources Financial Resources General Fund 26.00 26.00 26.00 25.00 25.00 $ 1,478,235 $ 1,562,640 $ 1,574,240 $ 1,607,150 $ 1,675,540 ACCOUNTING MISSION STATEMENT: The Accounting Division maintains accurate and complete financial records; supplies meaningful and timely financial data that will inform and assist the public, city management, and investors; prepares financial reports related to all debt, grant, and contractual agreements to avoid penalties and assessments and to preserve funding sources; pays employees on time and in compliance with all federal, state, and city regulations; and pays vendors accurately and on time to encourage favorable future contract terms and to take advantage of early payment discounts. KEY MEASURES OF PERFORMANCE Key Outputs Pay vendor invoices. • Invoices paid 187,000 190,000 190,000 190,000 190,000 Issue employee paychecks and prepare related reports and remittances. • Paychecks issued • Reports/remittances prepared 193,000 11,063 190,000 12,000 190,000 12,000 190,000 12,000 190,000 12,000 309 FINANCE Accounting (Continued) KEY MEASURES OF PERFORMANCE Actual FY 2001 Adopted FY 2002 1 356 239 186 1 380 350 180 1 380 350 180 1 380 250 180 1 380 250 180 99% 99% 99% 99% 99% Pay all employees and related payroll taxes on time. 100% 100% 100% 100% 100% Issue reports within required or committed time frame. 99% 99% 99% 99% 99% Issue financial and personnel-related reports. • Comprehensive Annual Financial Report • Grant/compliance/regulatory reports • Scheduled management reports • Special requests Key Outcomes Pay vendor invoices within seven calendar days of receipt of authorization. Estimated FY 2002 Adopted FY 2003 Approved FY 2004 RESOURCE SUMMARY Position Resources Financial Resources General Fund 37.00 37.00 37.00 35.00 35.00 $ 1,633,382 $ 1,723,830 $ 1,741,060 $ 1,812,630 $ 1,880,390 TREASURY/PENSION MISSION STATEMENT: The Treasury/Pension Division processes all payments and deposits all revenues received from the public and from other city departments in an accurate and timely manner; operates remote cashier stations for public convenience when making payments; manages the investments of the city, the retirement system, and the deferred compensation plan in an effective manner; maintains accurate and complete records pertaining to the accrual and payment of retirement and deferred compensation benefits; and improves participant knowledge of retirement benefits by providing summary plan descriptions, retirement planning seminars, and responses to employee and retiree inquiries. KEY MEASURES OF PERFORMANCE Key Outputs Operate remote cashier stations for the convenience of the public when making payments. • Number of payments taken at remote cashier stations 174,000 185,000 310 180,000 180,000 180,000 FINANCE Treasury/Pension (Continued) KEY MEASURES OF PERFORMANCE Provide advance retirement planning for employees by conducting individual and group retirement planning sessions. • Individual retirement planning sessions conducted • Group retirement/deferred compensation sessions conducted Maintain accurate records on accrual and payment of retirement and deferred compensation benefits. • Number of employee records maintained Key Outcomes Process and deposit utility payments, tax, license, and other city revenue. • Total number of payments processed (000s) • Percent of utility payments processed same day as received • Percent of tax, license, and other payments processed same day as received Enhance employees’ retirements by increasing participation in the Deferred Compensation Program through education outreach programs. of eligible employees • Percent participating in deferred compensation Actual FY 2001 Adopted FY 2002 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 260 200 270 300 320 45 40 45 45 45 9,086 9,000 9,200 9,300 9,500 2,694 2,700 2,750 2,900 3,000 82% 85% 85% 85% 85% 100% 100% 100% 100% 100% 55% 60% 60% 60% 60% RESOURCE SUMMARY Position Resources Financial Resources General Fund 29.00 29.00 29.00 27.00 27.00 $ 962,961 $ 974,810 $ 930,460 $ 1,056,050 $ 1,095,870 311 FINANCE FIVE-YEAR CITY INVESTMENT RETURNS Pension and City Funds 30% 17.6% 17.9% 11.4% 10.5% 10% 0% 5.9% 5.8% 5.1% 4.5% -10% 1997 1998 7.1% -8.1% City Funds 1999 Fiscal Year 2000 2001 Investment Objectives Pension: diverse mix of assets to provide high, long-term return. City Funds: short-term, safe, liquid investments to meet the city's on-going cash needs. FIVE-YEAR CITY INVESTMENT RETURNS Deferred Compensation 15% 12% Rate of Return Rate of Return 20% Pension 9.1% 9% 6.8% 7.4% 6.6% 6.1% 6% 3% 0% 1997 1998 1999 2000 Calendar Year Investment Objective Invest in U.S. Government and high-quality corporate bonds that generate a stable income for participants. 312 2001 FINANCE REVENUE MISSION STATEMENT: The Revenue Division administers the city tax code to generate revenue for financing city services in a manner that is accountable and responsive to the public; collects delinquent city receivables in a way that balances both fiscal responsibility and fair collection practices; and develops city revenue projections, which are instrumental to the annual budgetary decision making process. KEY MEASURES OF PERFORMANCE Actual FY 2001 Adopted FY 2002 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 8,555 475,804 9,000 450,000 8,500 475,000 8,000 450,000 7,700 430,000 31,300 32,000 32,000 30,000 30,000 4 5 4 4 4 $ 174,060 $ 170,000 $ 174,000 $ 165,000 $ 157,000 Collect delinquent taxes ($000s). $ 3,619 $ 2,800 $ 3,200 $ 3,200 $ 3,200 Collect other delinquent ($000s). $ 1,436 $ 1,000 $ 1,000 $ 1,000 $ 1,000 14,040 12,700 14,000 14,000 14,000 Key Outputs Issue new licenses and bill accounts. • New licenses issued • Accounts billed Resolve delinquent accounts to either recover money owed or determine that accounts are uncollectable. • Number of delinquent accounts in inventory Provide updated revenue projections for the current and next fiscal years. Key Outcomes Collect business sales taxes and occupational license fees ($000s). Resolve delinquent accounts. receivables RESOURCE SUMMARY Position Resources Financial Resources General Fund 43.25 43.25 43.25 42.00 42.00 $ 2,134,467 $ 2,283,950 $ 2,295,610 $ 2,422,570 $ 2,502,940 313 FINANCE RISK MANAGEMENT MISSION STATEMENT: The Risk Management Division administers and funds a risk management program to ensure continuity of city service and programs and to avoid or minimize the cost of risk to the city by the identification of hazards and the application of effective risk control measures to protect property and prevent injuries to employees and the public. KEY MEASURES OF PERFORMANCE Actual FY 2001 Adopted FY 2002 925 950 305 950 975 325 950 975 325 950 1,000 375 950 1,000 375 12 12 12 12 12 Conduct safety training and inspections to meet federal and state Occupational Safety and Health Administration (OSHA) standards and regulations. • Employees trained • Training sessions conducted • Inspections conducted 5,000 250 400 6,000 325 550 6,000 325 550 6,000 325 550 6,000 325 550 Key Outcomes Receive no OSHA citations and fines. • Citations received • Cost of fines served -0$ -0- -0$ -0- 42 $ 110,000 -0$ -0- -0$ -0- Key Outputs Process claims made against the city. • Liability claims processed • Workers’ compensation claims processed • Third party claims processed Produce management claim reports on a monthly basis. Estimated FY 2002 Adopted FY 2003 Approved FY 2004 RESOURCE SUMMARY Position Resources 11.00 12.00 12.00 12.00 12.00 Financial Resources Risk Management/Self Insurance Fund* $ -0- $ -0- $ -0- $ -0- $ -0- *The net budget for Risk Management is zero because the city is self-insured for workers’ compensation and public liability insurance. Costs are recovered by charging other departments through interactivity transfers using rates based on loss experience. See Appendix B for budget details. 314 HUMAN RESOURCES OPERATING: POSITION TOTAL: $ 2,977,290 29.00 ADMINISTRATION EMPLOYEE SUPPORT SERVICES* EMPLOYMENT SERVICES* FINANCING PLAN EMPLOYEE EDUCATION SERVICES* PROGRAM ALLOCATION Employee Education Services 27% Employee Support Services 16% General Fund 100% Administration 25% Employment Services 32% TEN YEAR STAFFING TRENDS Adopted Positions 40.00 32.00 32.00 1998 1999 2000 29.00 1996 28.00 30.00 29.00 1995 34.00 32.00 31.00 28.00 24.00 2002 2001 1997 1994 1993 20.00 *Employment Services was previously titled Employment and Compensation, Employee Support Services was previously titled Employee Benefits and Records, and Employee Education Services was previously titled Employee Development. 315 316 HUMAN RESOURCES MISSION STATEMENT: To ensure that highly qualified individuals are recruited, educated, developed, and retained for all city departments that, in turn, provide service to the community. OVERVIEW The Human Resources Department is the centralized personnel source for the City of Tucson, serving city departments and offices by recruiting, training, and retaining a highly qualified and diverse workforce. The department provides personnel policy development, administration, direction, and guidance to the organization and is responsible for effectively communicating with employees and applicants regarding their rights, responsibilities, opportunities, and benefits. Personnel services are delivered to all levels of the organization through the divisions of Administration, Employment Services, Employee Support Services, and Employee Education Services. The department provides staff support to the city’s Civil Service Commission for appeal hearings and for all employee grievance committee hearings. DEPARTMENT HIGHLIGHTS The Native American Employment Program continues to be successful. Partnerships are being formed with social service agencies and school systems to provide employment experiences to students, and to broaden the pool of Native American applicants for city jobs. A curriculum for Seven Habits of Highly Effective People is included in many training programs. This training is designed to help managers, supervisors, and staff achieve their greatest potential and to see themselves as responsible and accountable, both personally and organizationally. The Waters Consulting Group was hired in 2001 to perform a comprehensive compensation and classification study during 2001. This study reflected the quality of the City of Tucson workforce and made recommendations for appropriate classification and compensation. SUPPORT FOR LIVABLE TUCSON GOALS Goal: Organizational Support The Human Resources Department serves and supports all departments in the organization. Providing effective personnel services to city departments allows those departments to provide needed services to the community. Goal: Better Alternatives to Automobile Transportation Telecommuting provides a viable and accessible alternative to automobile transportation, thus reducing air pollution, greenhouse gas production, and overall traffic congestion. The Human Resources Department supports and facilitates training for the employee telecommuting program. In its fourth year of operation, the program is gaining momentum as an increasing number of employees participate. 317 HUMAN RESOURCES DEPARTMENT RESOURCES Actual FY 2001 Adopted FY 2002 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 PERMANENT Administration Employment Services* Employee Support Services* Employee Education Services* Organizational Development 6.00 16.00 6.00 5.00 1.00 5.00 15.00 6.00 5.00 -0- 5.00 15.00 6.00 5.00 -0- 4.00 14.00 6.00 5.00 -0- 4.00 14.00 6.00 5.00 -0- Department Total 34.00 31.00 31.00 29.00 29.00 $ 581,126 953,184 389,861 795,011 205,382 $ 767,230 1,037,270 430,580 835,250 -0- $ 767,230 1,037,270 430,580 835,250 -0- $ 744,620 957,550 470,710 804,410 -0- $ 761,680 987,420 493,840 785,460 -0- $ 2,924,564 $ 3,070,330 $ 3,070,330 $ 2,977,290 $ 3,028,400 $ 1,874,406 735,648 272,020 29,447 13,043 -0- $ 1,870,430 970,840 259,670 -0(24,500) (6,110) $ 1,870,430 970,840 259,670 -0(24,500) (6,110) $ 1,858,380 879,370 251,830 -06,500 (18,790) $ 1,941,730 847,630 252,330 -06,500 (19,790) $ 2,924,564 $ 3,070,330 $ 3,070,330 $ 2,977,290 $ 3,028,400 $ 2,924,564 $ 3,070,330 $ 3,070,330 $ 2,977,290 $ 3,028,400 $ 2,924,564 $ 3,070,330 $ 3,070,330 $ 2,977,290 $ 3,028,400 POSITION SUMMARY FINANCIAL SUMMARY Administration Employment Services Employee Support Services Employee Education Services Organizational Development Department Total CHARACTER OF EXPENDITURES Personal Services Services Commodities Equipment Other Inter-Activity Transfers Department Total SOURCE OF FUNDS General Fund Department Total *Employment Services was previously called Employment and Compensation, Employee Support Services was previously called Employee Benefits and Records, and Employee Education Services was previously called Employee Development. 318 HUMAN RESOURCES SIGNIFICANT CHANGES: Fiscal Year 2003 The adopted operating budget for Fiscal Year 2003 of $2,977,290 reflects a decrease of $93,040 from the Fiscal Year 2002 Adopted Budget. This reduction includes two full-time positions and reductions in recruitment and training budgets. Funding for annual merit and pay adjustments is included as well as increases in pension and medical insurance rates. Fiscal Year 2004 The operating budget for Fiscal Year 2004 of $3,028,400 includes an increase of $51,110 from Fiscal Year 2003, primarily for pay adjustments and rate increases for fringe benefits. ADMINISTRATION MISSION STATEMENT: The Administration Division provides policy direction and guidance to all city supervisors, managers, and employees in personnel matters involving employee and labor relations to ensure consistent, fair, and equitable treatment of employees and job applicants. KEY MEASURES OF PERFORMANCE Key Outputs Provide administrative staff support to the Civil Service Commission. • Number of quarterly and special business meetings • Number of disciplinary appeal hearings • Number of staff hours spent in support of Civil Service Commission activities Provide facilitation services for grievance hearings. • Number of grievances facilitated • Number of staff hours spent facilitating Administer four union agreements for police, fire, labor/trades and administrative, professional, technical, and clerical employees. • Number of eligible police union members • Number of eligible fire union members • Number of eligible labor/trade union members • Number of eligible administrative, professional, technical, and clerical union members Actual FY 2001 Adopted FY 2002 6 6 6 6 6 9 486 10 500 13 560 10 500 12 550 7 140 5 100 10 200 12 240 15 300 932.0 883.0 954.0 950.5 950.5 400 925 500 968 500 968 502 968 523 968 N/A 1,360 1,360 1,360 1,360 319 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 HUMAN RESOURCES Administration (Continued) KEY MEASURES OF PERFORMANCE Review and update civil service rules and administrative policies regarding personnel matters. Key Outcomes Provide policy direction and guidance on employee and labor relations to city management. • Civil service appeal decisions in support of management actions • Grievance committee decisions in support of management actions Actual FY 2001 Adopted FY 2002 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 20 10 10 10 10 80% 90% 90% 90% 90% 90% 90% 90% 90% 90% RESOURCE SUMMARY Position Resources Financial Resources General Fund 6.00 5.00 5.00 4.00 4.00 $ 581,126 $ 767,230 $ 767,230 $ 744,620 $ 761,680 EMPLOYMENT SERVICES MISSION STATEMENT: The Employment Services Division provides qualified candidates for employment to city departments through the recruitment and testing of applicants to improve the city’s ability to provide services to the community. KEY MEASURES OF PERFORMANCE Key Outputs Manage the employee selection processes. • Process all applications for permanent city jobs • Provide departments with qualified candidates • Complete civil service recruitment and testing processes • New employees hired 7,902 9,000 9,000 9,000 9,000 4,177 3,500 4,000 4,000 4,000 127 120 120 125 125 563 400 400 400 400 320 HUMAN RESOURCES Employment Services (Continued) KEY MEASURES OF PERFORMANCE Key Outcomes Provide an effective recruitment process. • Percent of applicants for jobs that are satisfied with the service provided by the department • Percent of hiring supervisors satisfied with the quality of applicants referred for hiring consideration • Percent of employees passing their probationary period Actual FY 2001 Adopted FY 2002 96% 90% 95% 91% Estimated FY 2002 Adopted FY 2003 Approved FY 2004 90% 90% 90% 90% 90% 90% 90% 90% 90% 90% 90% RESOURCE SUMMARY Position Resources Financial Resources General Fund 16.00 15.00 15.00 14.00 14.00 $ 953,184 $ 1,037,270 $ 1,037,270 $ 957,550 $ 987,420 EMPLOYEE SUPPORT SERVICES MISSION STATEMENT: The Employee Support Services Division supports the organization by providing employees, supervisors, and managers with a healthy, secure, and productive life through education and administration of comprehensive employee benefits and compensation programs, and maintenance of the personnel records system. KEY MEASURES OF PERFORMANCE Key Outputs Process payments and administer contracts for employee benefits programs. • Number of dental and medical contracts • Number of employees eligible for benefits • Number of retirees 13 10 10 8 12 4,850 5,000 5,000 5,010 5,025 1,510 1,510 1,510 1,500 1,500 321 HUMAN RESOURCES Employee Support Services (Continued) KEY MEASURES OF PERFORMANCE Process changes and benefit updates in the payroll system for all annual enrollments in benefit plans. • Number of status changes • Number of open enrollment changes • Number of enrollments for new employees • Number of records converted for retirees • Number of Consolidated Omnibus Budget Reconciliation Act of 1985 (COBRA) insurance applications for employees who are terminating and dependents who are no longer eligible for benefits Key Outcomes Provide employees with benefit information and related services. • Percent of surveyed employees reporting that they are “satisfied” or better with the service they received Ensure that all personnel actions are processed within ten working days. • Number of transactions • Percent processed on time Actual FY 2001 Adopted FY 2002 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 4,500 2,500 400 4,750 3,000 425 4,750 3,000 425 4,500 2,500 400 4,500 5,000 400 120 170 170 150 150 180 100 100 110 110 90% 90% 90% 85% 90% 9,300 100% 11,000 100% 11,000 100% 11,050 100% 11,100 100% RESOURCE SUMMARY Position Resources Financial Resources General Fund 6.00 6.00 6.00 6.00 6.00 $ 389,861 $ 430,580 $ 430,580 $ 470,710 $ 493,840 322 HUMAN RESOURCES EMPLOYEE EDUCATION SERVICES MISSION STATEMENT: The Employee Education Services Division enhances and improves the skills, effectiveness, and motivation of city employees by providing educational programs that enable employees to develop their capabilities and build productive workplaces. KEY MEASURES OF PERFORMANCE Actual FY 2001 Adopted FY 2002 Key Outputs Provide training programs in the areas of customer service, communication, leadership, new employee orientation, and professional and occupational skill development. • Number of participants • Hours of training provided 1,644 19,892 1,500 25,000 Provide city departments with supervisory and pre-supervisory training programs. • Number of participants • Hours of training provided 125 9,758 Key Outcomes Provide training to improve employee productivity and effectiveness. • Percent of all participants (supervisory and non-supervisory) who indicated improvement in job performance as a result of training received • Percent of supervisors rating employee performance improvement for those who attended series programs of more than two days duration Estimated FY 2002 Adopted FY 2003 Approved FY 2004 1,500 25,000 1,375 24,200 1,250 23,150 210 10,500 210 10,500 236 12,300 210 10,500 95% 92% 92% 95% 95% 75% 90% 90% 90% 90% RESOURCE SUMMARY Position Resources Financial Resources General Fund 5.00 5.00 5.00 5.00 5.00 $ 795,011 $ 835,250 $ 835,250 $ 804,410 $ 785,460 323 HUMAN RESOURCES ORGANIZATIONAL DEVELOPMENT* RESOURCE SUMMARY Position Resources Financial Resources General Fund Actual FY 2001 Adopted FY 2002 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 1.00 -0- -0- -0- -0- $ 205,382 $ -0- $ -0- $ -0- $ -0- *The Organizational Development Division was transferred to the City Manager in Fiscal Year 2002. 324 INFORMATION TECHNOLOGY OPERATING: POSITION TOTAL: $ 11,830,050 84.66 ADMINISTRATION CREATIVE SERVICES* APPLICATIONS TELECOMMUNICATIONS SUPPORT SERVICES PROGRA M A LLOCA TION FINANCING PLAN Administration 10% General Fund Restricted 6% C reative Services 13% Support Services 56% Telecommunications 5% General Fund 94% Applications 16% TEN YEAR STAFFING TRENDS Adopted Positions* 100.00 79.50 1996 82.42 82.42 1998 78.00 1995 80.00 74.00 77.50 1994 90.00 1997 92.12 94.12 88.12 91.12 70.00 2002 2001 2000 1999 1993 60.00 *During Fiscal Year 2002, Creative Services was realigned as a division of the Information Technology Department. Prior to the realignment, it was the Community Relations office under the Support Services group. For comparative purposes, the combined staffing levels are shown. 325 326 INFORMATION TECHNOLOGY MISSION STATEMENT: services. To partner with other organizations and lead in the delivery of effective government OVERVIEW The Information Technology (IT) Department is the City of Tucson's central technology provider. The department’s responsibilities are organized around the philosophy that a central technology department should provide those services requiring an enterprise view, and assist departments in providing those services requiring specialty knowledge, such as business system support. To this end, the department has two primary responsibilities. The first is to provide the central information technology services required by city departments and offices, including data center operations, network services, business application development and maintenance, end user support for personal computers (PCs), strategic technology investigation, project oversight, and contract administration for the city’s telecommunications providers. The second is to provide the vision, leadership, and skills that will enable the City of Tucson to benefit from technological innovation and improve service to the community. The Information Technology Department focuses on creating and managing a citywide integrated information network, shared by all levels of city government and where appropriate, by the public. The department is organized into five divisions: Administration, Creative Services, Telecommunications, Applications, and Support Services. Services provided to all city departments include information strategy consulting, e-mail, and support for core city business applications, high-speed data communications, and video and graphics production. This support provides city employees greater access to information, more efficient ways to transact city business, and easier communication avenues both with city departments and with community members. The department also promotes the development and expansion of Tucson’s telecommunications infrastructure, and serves as liaison to the Mayor and Council’s Telecommunications Policy and Advisory Committee (TelePAC) and the Access Tucson board of directors. During Fiscal Year 2002, Community Relations was realigned as a division of the Information Technology department and renamed Creative Services. Prior to the realignment, it was a separate office under the Support Services group. DEPARTMENT HIGHLIGHTS The department is an active and visible participant in the community, and an important voice in the city regarding electronic government strategies. The department, in partnership with other city departments, will help the city apply technology solutions to leverage limited resources. The department will also contribute to technology-related economic development efforts throughout the community. To this end, the department will: • Pursue the city’s electronic government strategy by implementing pilot systems that provide a foundation for electronic service delivery. This includes an electronic payment system that allows the city to accept payments over the Internet and a constituent relationship management system. • Maximize the city's information technology investments by forming an IT Customer Advisory Board and working with the board to prioritize and integrate IT projects. • Continue to work with the Information Technology Association of Southern Arizona (ITASA), the Tucson Chamber of Commerce, the Greater Tucson Economic Council, and other community partners to assist local businesses in both understanding and using technology, and expanding their markets. 327 INFORMATION TECHNOLOGY Department Highlights (Continued) • In partnership with the Operations Department, continue to manage and expand the City of Tucson’s community data network. The community data network is the city’s future voice, data, and video communications infrastructure. It connects 90 facilities, including all city buildings, neighborhood centers, libraries, and schools. Citizens can access this high-speed network from public computers located in neighborhood centers and libraries. • Increase the city’s ability to analyze complex, interrelated community information using Geographic Information Systems (GIS). The department will accomplish this by continuing to support the city’s award-winning GIS cooperative with systems and database expertise, and expanding the city’s citizen information system, City Scan. • Continue to assist city departments implementing new business systems, including the budget and procurement systems. These new systems will dramatically enhance productivity and responsiveness. • Serve as the coordinator for the Telecommunications Policy and Advisory Committee (TelePAC). This advisory group, commissioned by the Mayor and Council, provides recommendations regarding telecommunications policy. • Lead the countywide effort to create a regional telecommunications authority that will, for the first time, provide a consistent regulatory approach for telecommunications companies doing business in the region. • Develop cooperative agreements with telecommunications providers to share the cost of burying cable. • Continue the Technical Intern Program, which provides training and technical employment for students from Pima Community College, the University of Arizona, and Tucson area high schools. SUPPORT FOR LIVABLE TUCSON GOALS Goal: Engaged Community and Responsive Government The Information Technology Department is dedicated to ensuring citizens have access to electronic government services. Through the TelePAC, the department has actively engaged the community in defining telecommunication goals. Applying cost-effective technologies like GIS, the department promotes resource sharing among city, county, and state organizations, and improves service delivery. The City of Tucson Internet home page provides Tucson citizens information instantly and allows them to submit comments or questions to policymakers. The department is also leading the city’s efforts to provide government services over the Internet. Creative Services notifies the public and encourages public participation by producing live Mayor and Council meetings on Channel 12; listing community events and public notifications in CityPage in the Sunday newspaper; ensuring direct access to city offices through the InfoGuide (a city service directory); providing 24-hour access to city information plus on-line opportunities for citizen feedback through the city’s Web site; and promoting city events and services available to the public on the Topic of Tucson television program. Goal: Excellent Public Education Advances in information technology emphasize the importance of lifelong learning. Educational institutions, including libraries and museums, are rethinking their approach to education and their support of nontraditional students. The Information Technology Department supports these efforts by providing high-speed Internet access to local libraries and neighborhood centers across a single network. The department is also working in a collaborative partnership to connect high schools, Pima Community College, and the University of Arizona through an educational network. 328 INFORMATION TECHNOLOGY Support For Livable Tucson Goals (Continued) Goal: Better Paying Jobs The department is preparing residents for better paying jobs through the Technical Intern program. The program provides students hands-on training in not only technical skills, but also the professional skills, such as project management and leading and participating in project teams, that are in such high demand in today’s job market. Interns from Pima Community College, the University of Arizona, and Tucson area high schools earn a salary above the living wage and network with other interns as they prepare for the workplace. Using public systems at libraries, council offices, and neighborhood centers, citizens can access the Internet to identify opportunities and prepare themselves for high-paying jobs in technologydependent industries. Surplus hardware is donated to local non-profit organizations that work with citizens to further technical skill development. Goal: Strong Local Business The department is a strong partner in the community-wide program to attract technology companies to Tucson. As a leader in the Information Technology Association of Southern Arizona (ITASA), the department is helping local businesses understand and use technology, and expand markets for their products. The department is an important voice in city policy regarding electronic commerce. Working with TelePAC, the department is also forming telecommunications policies that encourage a robust, community wide communications infrastructure essential to competing in today’s global markets. Goal: People Oriented Neighborhoods Creative Services promotes neighborhood activities in CityPage calendars and notifications, links to neighborhood Web sites and activities, announcements on the Channel 12 graphic bulletin board, and video stories on CityNews. In addition, Creative Services provides on-going assistance with public awareness for Back to Basics projects. Goal: Successful Downtown Creative Services provides calendars for downtown events in CityPage and on the Channel 12 graphic bulletin board. Creative Services also produced a half-hour video documentary, Rio Nuevo, Heart of the City, for broadcast on Channel 12, a full-color Rio Nuevo brochure for community meetings, and a Rio Nuevo Web site featuring information that is updated several times a month. In addition, Creative Services produces a monthly video feature story on downtown businesses, arts, and culture which can be seen on Tucson Journal and continually highlights organizations that are helping to revitalize the downtown on Topic of Tucson. 329 INFORMATION TECHNOLOGY DEPARTMENT RESOURCES Actual FY 2001 Adopted FY 2002 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 12.50 14.00 2.00 23.00 34.00 12.50 14.00 2.00 23.00 34.00 11.50 14.00 2.00 23.00 34.00 9.50 13.00 2.00 23.00 35.00 9.50 13.00 2.00 23.00 35.00 Permanent Total 85.50 85.50 86.50 82.50 82.50 NON-PERMANENT Creative Services* Applications Support Services 3.12 2.00 0.50 3.12 2.00 0.50 1.66 2.00 0.50 1.66 -00.50 1.66 -00.50 5.62 5.62 2.16 2.16 2.16 91.12 91.12 88.66 84.66 84.66 $ 1,246,738 1,203,964 551,848 1,630,182 5,667,198 $ 1,232,060 1,455,720 911,130 1,844,290 6,776,000 $ 1,188,500 1,419,050 740,480 1,844,290 6,767,200 $ 1,195,950 1,517,970 598,070 1,840,250 6,677,810 $ $ 10,299,930 $ 12,219,200 $ 11,959,520 $ 11,830,050 $ 11,491,580 POSITION SUMMARY PERMANENT Administration Creative Services* Telecommunications Applications Support Services Non-Permanent Total Department Total FINANCIAL SUMMARY Administration Creative Services* Telecommunications Applications Support Services Department Total 947,040 1,485,810 555,630 1,910,020 6,593,080 CHARACTER OF EXPENDITURES Personal Services Services Commodities Equipment Other Inter-Activity Transfers Department Total $ 5,441,298 3,018,678 1,004,752 1,397,375 -0(562,173) $ 5,780,360 $ 5,780,360 4,467,560 4,264,750 1,840,840 1,830,840 1,105,860 946,990 (112,000) -0(863,420) (863,420) $ 5,862,450 4,343,510 1,599,470 796,930 -0(772,310) $ 6,136,330 4,075,280 1,507,100 603,460 -0(830,590) $ 10,299,930 $ 12,219,200 $ 11,830,050 $ 11,491,580 $ 11,959,520 *During Fiscal Year 2002, Creative Services was realigned as a division of the Information Technology Department. Prior to the realignment, it was the Community Relations office under the Support Services group. For comparative purposes, prior expenses and budgets are included. 330 INFORMATION TECHNOLOGY Department Resources (Continued) Actual FY 2001 Adopted FY 2002 General Fund General Fund - Restricted $ 10,072,342 227,588 $ 11,632,330 586,870 Department Total $ 10,299,930 $ 12,219,200 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 $ 11,495,650 463,870 $ 11,129,550 700,500 $ 10,892,080 599,500 $ 11,959,520 $ 11,830,050 $ 11,491,580 SOURCE OF FUNDS SIGNIFICANT CHANGES: Fiscal Year 2003 The adopted operating budget for Fiscal Year 2003 of $11,830,050 reflects a decrease of $389,150 from the Fiscal Year 2002 Adopted Budget, including 6.46 positions. The significant changes to expenditures are as follows: ♦ To improve management and expansion of the city fiber network, non-maintenance functions are now budgeted in Information Technology with the maintenance function in the Operations Department. Information Technology and Operations will continue to coordinate efforts in the expansion and maintenance of the city network. ♦ In order to consolidate communication and information functions, the video and graphics functions of Creative Services has been transferred into Information Technology. Prior to the reorganization non-permanent staff was reduced by 1.46 positions. ♦ Upgrades to software, hardware, and other related items have been deferred. This resulted in savings of close to $1,000,000 and the reduction of two systems analyst positions. ♦ One project manager and two systems analysts have been transferred to the Development Services Department to assist with improvements to public service and operational efficiencies through the use of advanced technology. Funding for annual merit and pay adjustments is included as well as increases in pension and medical insurance rates. Fiscal Year 2004 The operating budget for Fiscal Year 2004 of $11,491,580 includes a decrease of $338,470 from Fiscal Year 2003, primarily due to completion of the current phase of the city I-Net project. Pay adjustments and related personnel rate increases are also included. 331 INFORMATION TECHNOLOGY ADMINISTRATION MISSION STATEMENT: The Administration Division provides leadership, strategic direction, planning, and support in the development and use of information technology. KEY MEASURES OF PERFORMANCE Key Outputs Establish a technical foundation for e-government services and implement timely pilot programs. • Number of projects • Percent of projects completed on time Ensure information technology programs are effective, on time, and within budget by creating and applying technical and project standards. • Percent of acquisition projects reviewed within five days • Number of pilot projects Ensure technology support roles and responsibilities are defined through service agreements with customer departments. • Percent of customer departments with service agreements Provide trained employees to meet the evolving technology needs of customer departments. • Percent of employees with training plan Key Outcomes Improve government services by providing appropriate technical solutions. • Percent of decrease in telephone inquiries to the Development Services Department about development activity due to online availability of data • Percent of customers accessing on-line inspection information • Number of customers accessing on-line telephone directory Actual FY 2001 Adopted FY 2002 4 100% 4 80% 6 100% 4 80% 4 80% 90% 95% 95% 95% 95% 1 1 3 4 4 20% 80% 100% 100% 100% 10% 50% 10% 15% 15% 1% 10% 10% 15% 30% 2% 30% 10% 20% 30% 1,500 6,000 2,000 6,000 7,000 332 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 INFORMATION TECHNOLOGY Administration (Continued) KEY MEASURES OF PERFORMANCE Actual FY 2001 Adopted FY 2002 10 10 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 Key Outputs Improve the technical skills of Tucson’s workforce through the Technical Intern Program. • Number of interns participating in the program 10 12 12 RESOURCE SUMMARY Position Resources Financial Resources General Fund 12.50 12.50 11.50 9.50 9.50 $ 1,246,738 $ 1,232,060 $ 1,188,500 $ 1,195,950 $ 947,040 CREATIVE SERVICES* MISSION STATEMENT: The Creative Services Division is responsible for assisting departments and offices in reaching the public with specific city information and encouraging citizens to get involved in their city government. These tasks are accomplished by producing a variety of television programs which highlight the work of city departments and the weekly deliberations of the Mayor and Council, creating graphic and written materials that explain city services, working with the media to cover city stories, designing and writing an Internet Web site, and publishing a weekly CityPage of events and activities that encourages public participation. KEY MEASURES OF PERFORMANCE Key Outputs Assist city departments and offices by producing educational information and providing up-to-the-minute news to citizens and other key audiences. • Produce live coverage for Mayor and Council meetings (hours) • Create video programs: Topic of Tucson, Tucson Journal, CityNews, Pet Connection, public service announcements, and training shows • Create Community Bulletin Board messages on Channel 12 361 280 360 360 360 102 136 90 90 90 377 460 400 400 400 *During Fiscal Year 2002, Creative Services was realigned as a division of the Information Technology Department. Prior to the realignment, it was the Community Relations office under the Support Services group. For comparative purposes, key measures of performance and prior year expenditures and budget are included. 333 INFORMATION TECHNOLOGY Creative Services (Continued) KEY MEASURES OF PERFORMANCE • Design graphics projects • Generate press releases and calls to the media • Produce CityPage columns for the Arizona Daily Star • Create and post new Hot Topics on the city’s Web site • Respond to inquiries on the city’s Web site Key Outcomes Provide citizens and other key audiences with information about City of Tucson programs and services and where to find more detailed city information to meet their needs. • Percent of Cox Cable survey respondents familiar with programming on the city channel • Number of Cox Cable survey respondents who are regular/occasional viewers of Mayor and Council meetings • Annual “hits” received on the city’s Web site • Number of city news stories covered by broadcast television and print media • Percent of stray animals adopted after appearing on Channel 12’s Pet Connection Actual FY 2001 Adopted FY 2002 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 625 160 650 N/A 630 260 630 260 630 260 283 224 270 270 270 255 250 280 280 280 2,436 1,400 2,000 2,000 2,000 97% 98% 98% 98% 98% 54,096 56,000 56,000 56,000 56,000 492,444 500,000 500,000 500,000 500,000 445 600 450 450 450 97% N/A N/A 97% 97% RESOURCE SUMMARY Position Resources* Financial Resources General Fund General Fund - Restricted Financial Resources Total 17.12 17.12 15.66 14.66 14.66 $ 1,203,964 -0- $ 1,455,720 -0- $ 1,419,050 -0- $ 1,142,970 375,000 $ 1,160,810 325,000 $ 1,203,964 $ 1,455,720 $ 1,419,050 $ 1,517,970 $ 1,485,810 *During the realignment of Community Relations, one position was transferred to the City Manager’s Office; for comparative purposes that position has been excluded from the summary. 334 INFORMATION TECHNOLOGY TELECOMMUNICATIONS MISSION STATEMENT: The Telecommunications Division monitors contracts, licenses, and leases to ensure city-licensed and franchised telecommunications service companies provide quality telecommunications services including voice, video, and data. The division promotes a robust telecommunications infrastructure in the Tucson community. KEY MEASURES OF PERFORMANCE Key Outputs Ensure quality cable telecommunications services are provided to the community by effectively resolving all customer complaints not resolved by Cox Communications, monitoring the system expansion design and implementation, and working with Cox Communications to develop excellent customer service. • Number of complaints/inquiries • Percent responded to within two working days • Percent resolved within 30 days • Number of joint meetings held with Cox Communications Improve Tucson’s economic development efforts, increase competition, and improve customer service by encouraging new telecommunications companies to submit license applications. • Number of providers inquiring about City of Tucson licensing Promote, encourage, and process licenses for new cable television providers, competitive local exchange carriers, and long distance carriers. • Number of licensed cable companies • Number of newly licensed competitive local exchange carriers • Number of long distance carriers Actual FY 2001 Adopted FY 2002 200 99% 200 99% 150 99% 150 99% 150 99% 99% N/A 99% 12 99% 12 99% 12 99% 12 N/A 15 5 5 5 N/A N/A 2 4 2 3 3 4 3 4 N/A 15 15 15 16 335 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 INFORMATION TECHNOLOGY Telecommunications (Continued) KEY MEASURES OF PERFORMANCE Actual FY 2001 Adopted FY 2002 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 N/A $ 61,250 $ 20,000 $ 20,000 $ 20,000 N/A 6 3 5 5 Increase city telecommunications revenue by expanding current telecommunications services and adding new providers. • Total revenue ($000s) • Percent increase N/A N/A $ 3,600 13.0% $ 4,220 0.0% $ 4,220 0.0% $ 4,400 4.2% Award and disburse community telecommunications grants funded through public access fund in consultation with TelePAC. • Number of grants • Dollar value of grants N/A N/A 5 $ 50,000 5 $ 67,700 5 $ 50,000 -0-0- Key Outcomes Encourage telecommunications infrastructure expansion. • Estimated dollar value of fiber optic network expansion ($000s) • Number of cellular towers approved for installation on city property RESOURCE SUMMARY Position Resources Financial Resources General Fund General Fund - Restricted Financial Resources Total 2.00 2.00 2.00 2.00 2.00 $ 324,260 227,588 $ 324,260 586,870 $ 276,610 463,870 $ 272,570 325,500 $ 281,130 274,500 $ 551,848 $ 911,130 $ 740,480 $ 598,070 $ 555,630 336 INFORMATION TECHNOLOGY APPLICATIONS MISSION STATEMENT: The Applications Division ensures proper citywide coordination, utilization, and exploitation of existing and emerging technology for city departments and the citizens of Tucson by providing insight, counsel, project management, application development and implementation, database management, and ongoing information technology support. KEY MEASURES OF PERFORMANCE Key Outputs Complete all database projects within one week of scheduled date. • Number of projects • Percent of projects completed on time 60 90% 60 90% 60 90% 60 90% 60 90% Complete all application projects within one week of scheduled date. • Number of projects • Percent of total projects 60 90% 80 90% 80 90% 70 90% 70 90% Key Outcomes Minimize disruption of normal city business and customer service provision by maintaining reliable system availability and timely information delivery to customers within pre-negotiated parameters. • Number of projects maintained • Percent maintained within parameters 120 90% 120 90% 120 90% 120 90% 120 90% RESOURCE SUMMARY Position Resources Financial Resources General Fund 25.00 25.00 25.00 23.00 23.00 $ 1,630,182 $ 1,844,290 $ 1,844,290 $ 1,840,250 $ 1,910,020 337 INFORMATION TECHNOLOGY SUPPORT SERVICES MISSION STATEMENT: The Support Services Division ensures a stable and secure computing environment for city departments and staff by designing and providing reliable networks, help-desk services, desktop tool support, customer training, and timely printed materials. KEY MEASURES OF PERFORMANCE Actual FY 2001 Adopted FY 2002 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 Key Outputs Ensure mainframe, network, and all local area networks and servers managed by this division are available during primeuse hours (Monday through Friday, 7:00 a.m. - 6:00 p.m.). • Number of hours available • Total prime-use hours 2,831 2,860 2,831 2,860 2,831 2,860 2,831 2,860 2,831 2,860 Process routine reports, customer notifications, and customer billings on schedule by maintaining system availability of 96% during non-prime-use hours (Monday through Friday, 6:00 p.m. - 7:00 a.m.). • Number of hours available • Total non-prime use hours 3,245 3,380 3,245 3,380 3,245 3,380 3,245 3,380 3,245 3,380 Ensure accurate city financial reports and customer billings through accurate keypunching transactions. • Number of error-free transactions (000s) • Total keypunch transactions (000s) 878 878 878 878 878 896 896 896 896 896 Provide for increased customer productivity by resolving support requests. • Number resolved at time of request • Total number of requests for support 8,000 10,000 8,000 10,000 8,000 10,000 8,000 10,000 8,000 10,000 335 335 335 350 350 353 353 353 400 400 Maintain customer productivity by ensuring that desktop hardware service vendors respond to service requests within four hours. • Number responded to within four hours • Total number of service requests 338 INFORMATION TECHNOLOGY Support Services (Continued) KEY MEASURES OF PERFORMANCE Key Outcomes Ensure reliable and timely availability of computer hardware and software, and technical support for customers. • Percent of time local area networks and servers are available during primeuse hours (Monday through Friday, 7:00 a.m. - 6:00 p.m.) • Percent of customer calls for support resolved at time of call • Percent of on-site service calls responded to within four hours Actual FY 2001 Adopted FY 2002 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 99% 99% 99% 99% 99% 60% 60% 60% 65% 70% 95% 95% 95% 95% 95% RESOURCE SUMMARY Position Resources Financial Resources General Fund 34.50 34.50 34.50 35.50 35.50 $ 5,667,198 $ 6,776,000 $ 6,767,200 $ 6,677,810 $ 6,593,080 339 340 OPERATIONS OPERATING: CAPITAL: TOTAL: $ 19,836,100 7,000,600 $ 26,836,700 POSITION TOTAL: 370.00 OPERATIONS ADMINISTRATION FACILITIES MANAGEMENT FLEET SERVICES ARCHITECTURE AND ENGINEERING TECHNICAL PLANNING AND RESOURCES COMMUNICATIONS PROGRAM ALLOCATION FINANCING PLAN General Fund Debt Financing 21% Facilities Management 26% Operations Administration 14% Architecture and Engineering 2% Miscellaneous Non-Federal Grants 6% Technical Planning and Resources 6% Capital Improvements 26% Miscellaneous Federal Grants 6% General Fund 67% Fleet Services* 0% Communications 26% *See Appendix B for the Fleet Services pre-credit budget detail. TEN YEAR STAFFING TRENDS Adopted Positions 800.00 685.00 685.00 During Fiscal Year 1994, the Streets Division was transferred to the Department of Transportation and the Sanitation Division became the Solid Waste Management Department. 335.00 337.00 341.00 350.00 365.00 377.00 377.00 1997 1998 1999 2000 2001 2002 332.00 400.00 1996 600.00 1995 1994 1993 200.00 341 342 OPERATIONS MISSION STATEMENT: To ensure effective, uninterrupted municipal services to city departments and the community by providing professionally operated and maintained public safety and general services communications systems, well-designed and maintained city facilities, efficiently-managed fleet acquisition and maintenance programs, and technical resources for energy management and telecommunication system development. OVERVIEW The Department of Operations consists of six divisions: Operations Administration, Facilities Management, Architecture and Engineering, Technical Planning and Resources, Fleet Services, and Communications. The Department of Operations provides city departments with building maintenance and repair; facility design and construction project coordination; fleet management including maintenance, repairs, fueling, and vehicle/equipment acquisition; public safety/general communications dispatching operations and communication systems maintenance; and technology planning and resources for energy management programs and telecommunication system development. DEPARTMENT HIGHLIGHTS The city’s vehicle replacement program is in its eighth year of maintaining a modern and updated fleet. The citywide Energy Stars Building Program performs energy audits, and designs and implements energy conservation strategies. Construction is scheduled to begin August 2002 for the Midtown Multi-Service Center, a facility designed to use onehalf or less the energy requirements of a typical facility of its type. Anticipated completion date is October 2003. The District Heating and Cooling Project for Downtown Tucson (a centralized plant that takes advantage of the most advanced energy/cost savings technologies) will continue with Phase I implementation at the Tucson Convention Center, and Police and Fire Headquarters. The department will continue with the design and installation of the Regional Emergency Communications System to replace the existing radio and support infrastructure in order to provide increased security and expand voice/data capabilities. A long-range plan to reduce the present $37 million deferred maintenance problem for facilities will be re-introduced. SUPPORT FOR LIVABLE TUCSON GOALS Goal: Safe Neighborhoods The Communications Division provides the initial answering of 547,500 9-1-1 calls annually to police, fire, and medical emergencies. In addition, the division administers and operates the city’s emergency medical dispatch function by providing pre-arrival instructions for citizens reporting medical emergencies. The Communications Division also provides fire and medical dispatching services to the Tucson Fire Department, Avra Valley Fire District, Golder Ranch Fire District, and Northwest Fire District. The Multi-Agency Mutual Aid Radio System maintained by the division provides 13 public safety agencies in the Tucson metropolitan area the ability to communicate with each other when providing emergency services. 343 OPERATIONS Support for Livable Tucson Goals (Continued) Goal: Engaged Community and Responsive Government To promote state of the art technology, the Department of Operations is managing the development of 125 miles of fiber optic network that will connect 91 public buildings. Working with other city departments as well as with the University of Arizona, Pima Community College, and Tucson Unified School District, the network will provide enhanced voice, data, and video conferencing capabilities for public safety, educational, and neighborhood service uses. The Architecture and Engineering Division ensures that the unique cultural and traditional fabrics of neighborhoods are respected and maintained relative to new public building construction, by conducting public meetings where citizen input concerning design is received. Goal: Clean Air and Quality Water The Fleet Services Division has numerous programs in place to reduce pollutants and waste materials. These programs include comprehensive, scheduled preventive maintenance services; annual emissions testing for all fleet units; alternative fuels for a portion of the vehicle fleet; and waste stream reduction. The Communications Division provides 24-hour leak detection monitoring of 20 fuel storage tanks and associated piping. Goal: Efficient Use of Natural Resources The Department of Operations designs and implements energy management and conservation programs in city facilities for energy reduction and cost savings. Activities include energy saving lighting retrofits, solar applications, energy audits, and the use of energy-efficient construction materials and building equipment. The Fleet Services Division manages a program promoting the use of alternative fuels. The program replaces gasoline and diesel-powered fleet vehicles with vehicles operating on compressed natural gas (CNG), a more abundant, less expensive resource than oil. As mandated by the Mayor and Council, the Department of Operations is installing solar devices on city facilities over the next five years. The city’s recognized savings from Tucson Electric Power’s 1% rate cut is being reinvested for the promotion of solar energy. Fleet Services also reduces fuel consumption related to fleet vehicle operations through its rightsizing procurement program, which is designed to match the most fuel-efficient vehicles to work requirements. The Technical Planning and Resources Division furthers energy efficiency by educating both private sector and city staff designers, builders, and contractors, as well as city and county code officials, on the locally adopted Sustainable Energy Standard, which is 50% more rigorous than the Model Energy Code. Goal: Successful Downtown The Department of Operations is implementing a program to provide heating and cooling to downtown governmental and privately-owned facilities using a single physical plant. This will result in reduced energy costs for these buildings and serve as an economic incentive for future investment and new development in the downtown area. 344 OPERATIONS Support for Livable Tucson Goals (Continued) Goal: Organizational Support The Department of Operations supports city departments by maximizing the hours of availability of facilities, fleet vehicles and off-road equipment, and communications systems. The Department of Operations enables city departments to achieve their missions by ensuring the highest quality facility design and construction, and telecommunications/communications systems buildout. Fleet Services reduces organizational maintenance costs associated with obsolete and/or aged vehicles by administering the city’s fleet replacement program and administering an aggressive preventative maintenance program. DEPARTMENT RESOURCES Actual FY2001 Adopted FY 2002 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 11.00 132.00 -011.00 107.00 114.00 11.00 112.00 20.00 11.00 106.00 114.00 11.00 113.00 19.00 11.00 106.00 114.00 10.00 112.00 16.00 11.00 105.00 114.00 10.00 112.00 16.00 10.00 105.00 114.00 375.00 374.00 374.00 368.00 367.00 NON-PERMANENT Architecture and Engineering Technical Planning and Resources Fleet Services -01.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 -01.00 1.00 -01.00 1.00 Non-Permanent Total 2.00 3.00 3.00 2.00 2.00 377.00 377.00 377.00 370.00 369.00 POSITION SUMMARY PERMANENT Operations Administration Facilities Management Architecture and Engineering Technical Planning and Resources Fleet Services Communications Permanent Total Department Total 345 OPERATIONS Department Resources (Continued) Actual FY2001 Adopted FY 2002 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 837,540 7,419,433 343,083 1,356,586 -05,328,181 $ 3,834,720 7,084,690 614,590 1,457,720 -06,001,160 $ 3,660,440 6,584,690 614,590 1,632,000 -05,932,460 $ 3,852,100 7,024,380 525,160 1,503,190 -06,931,270 $ 3,921,380 7,301,690 559,390 1,392,320 -06,813,630 15,284,823 2,327,233 18,992,880 7,183,800 18,424,180 1,033,200 19,836,100 7,000,600 19,988,410 8,222,000 $ 17,612,056 $ 26,176,680 $ 19,457,380 $ 26,836,700 $ 28,210,410 FINANCIAL SUMMARY Operations Administration Facilities Management Architecture and Engineering Technical Planning and Resources Fleet Services* Communications $ Operating Total Capital Improvements Department Total CHARACTER OF EXPENDITURES Personal Services Services Commodities Equipment Other Inter-Activity Transfers $ 17,764,970 12,512,913 15,003,258 339,759 -0(30,336,077) Operating Total Capital Improvements 15,284,823 2,327,233 18,992,880 7,183,800 18,424,180 1,033,200 19,836,100 7,000,600 19,988,410 8,222,000 $ 17,612,056 $ 26,176,680 $ 19,457,380 $ 26,836,700 $ 28,210,410 $ 15,220,469 624 63,730 $ 15,992,880 1,500,000 1,500,000 $ 15,424,180 1,500,000 1,500,000 $ 16,836,100 1,500,000 1,500,000 $ 16,988,410 1,500,000 1,500,000 $ 15,284,823 $ 18,992,880 $ 18,424,180 $ 19,836,100 $ 19,988,410 $ 1,422,069 -089,911 815,253 $ 2,019,000 5,000,000 -0164,800 $ $ $ Capital Funds Total $ 2,327,233 $ 7,183,800 $ 1,033,200 $ 7,000,600 $ 8,222,000 Department Total $ 17,612,056 $ 26,176,680 $ 19,457,380 $ 26,836,700 $ 28,210,410 Department Total $ 19,213,720 $ 19,279,810 $ 20,260,910 $ 21,130,470 20,336,600 19,610,920 19,531,560 19,552,570 10,435,920 10,387,030 10,366,860 10,252,330 8,656,460 6,005,480 8,970,700 9,774,690 (151,000) (151,000) -0-0(39,498,820) (36,708,060) (39,293,930) (40,721,650) SOURCE OF FUNDS OPERATING FUNDS General Fund Miscellaneous Non-Federal Grants Miscellaneous Federal Grants Operating Funds Total CAPITAL FUNDS General Fund General Fund - Debt Financing Miscellaneous Non-Federal Grants 1984 General Obligation Bonds 868,400 -0-0164,800 1,150,600 5,850,000 -0-0- -08,222,000 -0-0- *The net budget for Fleet Services is zero. Costs are recovered by charging other departments for vehicle acquisition and maintenance services through interactivity transfers. See Appendix B for budget details. 346 OPERATIONS SIGNIFICANT CHANGES: Fiscal Year 2003 The adopted operating budget for Fiscal Year 2003 of $19,836,100 reflects an increase of $843,220 from the Fiscal Year 2002 Adopted Budget. Although the total budget increased, certain functions were reduced including seven positions. The significant changes to expenditures are as follows: ♦ Facility maintenance and improvements are deferred resulting in staffing reductions of six positions. ♦ To improve management and expansion of the city fiber network, the maintenance function is now budgeted in Operations, and the non-maintenance function is budgeted in Information Technology. Information Technology and Operations will continue to coordinate efforts in the expansion and maintenance of the city network. ♦ Improvements in Fleet Services will result in savings of close to $450,000 which is reflected in user department budgets. A reduction of one position is included in the savings. Funding for annual merits and pay adjustments is included as well as increases in pension and medical insurance rates. The capital budget is decreased $183,200 for a Fiscal Year 2003 budget of $7,000,600. Increased funding for the Emergency Communications System and Facility project is offset by completion of American with Disabilities Act and other building maintenance projects. Fiscal Year 2004 The operating budget for Fiscal Year 2004 of $19,988,410 includes an increase of $152,310 from Fiscal Year 2003. Significant changes include: ♦ The Midtown Multi-Service Center facility is scheduled for completion in the second quarter of Fiscal Year 2004. Maintenance and other operating costs are included in Operations’ budget. ♦ The Teaching Energy Conservation grant will be completed in Fiscal Year 2004 and a senior community services project coordinator position will be eliminated. The capital budget includes additional funding of $1,221,400 for a Fiscal Year 2004 budget of $8,222,000, to continue the Emergency Communications System and Facility project. 347 OPERATIONS OPERATIONS ADMINISTRATION MISSION STATEMENT: The Operations Administration Division provides overall direction and management for six divisions and supports their efforts in the areas of budgeting, cost accounting, personnel management, environmental compliance, safety, and training. KEY MEASURES OF PERFORMANCE Actual FY2001 Adopted FY 2002 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 Key Outputs Conduct in-house quarterly occupational safety and health inspections department wide. • Number of quarterly inspections 4 4 4 4 4 Ensure departmental accountability by administering major budget, procurement, and personnel systems. • Number of systems 3 3 3 3 3 Key Outcomes Continue to refine adopted customer service survey recommendations presented by department directors. • Facilities Design and Management • Architecture and Engineering • Technical Planning and Resources • Fleet Services • Communications 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% Reduce occupational safety and health violations by conducting quarterly inspections. • Repeat violations identified/eliminated • Percent of serious violations avoided 27 100% 12 100% 12 100% 10 100% 10 100% RESOURCE SUMMARY Position Resources Financial Resources General Fund Miscellaneous Non-Federal Grants Miscellaneous Federal Grants Financial Resources Total 11.00 11.00 11.00 10.00 10.00 $ 836,916 624 -0- $ 834,720 1,500,000 1,500,000 $ 834,720 1,500,000 1,325,720 $ 893,420 1,500,000 1,458,680 $ 921,380 1,500,000 1,500,000 $ 837,540 $ 3,834,720 $ 3,660,440 $ 3,852,100 $ 3,921,380 348 OPERATIONS FACILITIES MANAGEMENT MISSION STATEMENT: The Facilities Management Division ensures a healthy, functional, aesthetic, and sustainable building environment for all city employees and the public by providing cost-effective facility management that responds to the long-term requirements of the city and is sensitive to user needs. KEY MEASURES OF PERFORMANCE Actual FY2001 Key Outputs Respond to work requests received for routine building maintenance within 48 hours. • Number of requests received Adopted FY 2002 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 39,000 40,000 40,000 41,000 42,000 Manage maintenance projects. • Number of projects managed N/A 340 340 350 360 Key Outcomes Respond to work requests received for routine building maintenance within 48 hours. • Percent responded to within 48 hours 95% 95% 95% 95% 95% N/A 98% 98% 98% 98% 100% 100% 100% 100% 100% Manage maintenance projects. • Percent of projects completed within 5% of estimated costs Meet the requirements of customer departments by implementing all adopted suggestions relating to maintenance and minor alterations. • Percent of adopted suggestions implemented RESOURCE SUMMARY Position Resources Financial Resources General Fund 132.00 112.00 113.00 112.00 112.00 $ 7,419,433 $ 7,084,690 $ 6,584,690 $ 7,024,380 $ 7,301,690 349 OPERATIONS ARCHITECTURE AND ENGINEERING MISSION STATEMENT: The Architecture and Engineering Division ensures a healthy, functional, aesthetic, and sustainable building environment for all city employees and the public by providing cost-effective facility designs that respond to the long-term requirements of the city, and are sensitive to user needs. The division ensures construction that is sound and complies with applicable requirements. KEY MEASURES OF PERFORMANCE Actual FY2001 Adopted FY 2002 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 Key Outputs Manage major design projects that involve construction of new buildings, remodeling, and major maintenance projects. • Number of project designs managed 50 40 45 50 50 Manage construction projects involving new buildings, remodels, and renovation projects. • Number of projects managed 50 45 35 40 40 Conduct special architectural and planning studies on request. • Number of studies 60 40 40 45 45 98% 98% 98% 98% 98% 98% 98% 98% 98% 98% 100% 100% 100% 100% 100% Key Outcomes Manage major design projects that involve construction of new buildings, remodeling, and major maintenance projects. • Percent of designs managed within schedule and within budget Manage construction projects involving new buildings, remodels, and renovation projects. • Percent of projects completed within 5% of authorized construction costs Meet the requirements of customer departments for facility design and construction by implementing all adopted suggestions. • Percent of adopted suggestions implemented 350 OPERATIONS Architecture and Engineering (Continued) RESOURCE SUMMARY Position Resources Financial Resources General Fund Actual FY2001 Adopted FY 2002 -0- 21.00 $ 343,083 $ 614,590 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 20.00 16.00 16.00 $ 614,590 $ 525,160 $ 559,390 TECHNICAL PLANNING AND RESOURCES MISSION STATEMENT: The Technical Planning and Resources Division provides design and oversight of telecommunications (fiber optics, local area network and wide area network, microwave, and radio) for all city services, including Police, Fire, and emergency medical services. The division designs and implements energy management and conservation programs in city facilities for energy reduction and cost savings. KEY MEASURES OF PERFORMANCE Key Outputs Review and manage energy projects (i.e., lighting, heating, cooling) for new or modified city facilities. • Number of projects reviewed and managed Respond to requests for engineering and technical assistance from city offices. • Number of requests Design and review telecommunication systems (fiber optics, local and wide area networks, microwave, and radio). • Number of systems designed and reviewed Key Outcomes Complete energy management and conservation enhancements throughout city facilities. Achieve an excellent rating for improvements through debriefings with end users on a project-by-project basis. • Percent of projects receiving excellent rating 21 24 24 24 24 620 520 520 520 520 14 12 12 12 12 95% 95% 95% 95% 95% 351 OPERATIONS Technical Planning and Resources (Continued) KEY MEASURES OF PERFORMANCE Achieve an excellent rating for services delivered by the division in a survey of department representatives. • Percent of services receiving excellent rating Reduce utility costs and pollution by creating energy efficient buildings. • Utility costs savings* • Equivalent number of cars removed from roadway (pollution reduction)* Actual FY2001 Adopted FY 2002 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 100% 100% 100% 100% 100% $ 500,000 746 $ 550,000 820 $ 550,000 820 $ 600,000 899 $ 650,000 965 *Benchmarks adopted by the Environmental Protection Agency to measure energy efficiency. RESOURCE SUMMARY Position Resources Financial Resources General Fund Miscellaneous Federal Grants Financial Resources Total 12.00 12.00 12.00 12.00 11.00 $ 1,292,856 63,730 $ 1,457,720 -0- $ 1,457,720 174,280 $ 1,461,870 41,320 $ 1,392,320 -0- $ 1,356,586 $ 1,457,720 $ 1,632,000 $ 1,503,190 $ 1,392,320 FLEET SERVICES MISSION STATEMENT: The Fleet Services Division meets the transportation and equipment needs of city departments by providing effective maintenance and repair services, managing fuel operations, acquiring new vehicles and equipment, and operating city motor pools. KEY MEASURES OF PERFORMANCE Key Outputs Perform scheduled vehicle maintenance services. • Number of maintenance services performed • Percent of preventive maintenance services performed on city fleet vehicles Acquire new vehicles to replace older vehicles. • Number of replacement vehicles acquired 6,435 6,030 6,030 6,500 6,500 94% 90% 90% 95% 95% 212 300 115 110 110 352 OPERATIONS Fleet Services (Continued) KEY MEASURES OF PERFORMANCE Actual FY2001 Adopted FY 2002 8 12 9 10 10 2,270 2,050 2,050 2,300 2,300 2 2 2 2 2 Key Outcomes Complete fleet repairs within established industry labor time standards. • Percent of repairs within standards 94% 90% 90% 92% 92% Ensure availability of safe, well-maintained fleet vehicles. • Percent of vehicles available ◊ Public Safety ◊ All Other ◊ Total 91% 90% 90% 90% 90% 90% 90% 90% 90% 92% 90% 90% 92% 90% 90% 27 5 5 10 10 22 10 10 10 10 152 9% 170 9% 170 9% 165 9% 165 9% Purchase new vehicles that operate on clean burning, less expensive, compressed natural gas (CNG). • Number of CNG vehicles purchased Perform emission inspections (including any associated repairs) on city vehicles to ensure compliance with state emission standards. • Number of emission inspections conducted Estimated FY 2002 Adopted FY 2003 Approved FY 2004 Conduct reviews of city fleet utilization. • Number of reviews conducted Reduce the size of the city’s fleet by recommending the reassignment or removal from service of underutilized fleet units. • Number of vehicles reassigned to achieve more efficient use • Number of vehicles removed from service Operate fleet vehicles on clean burning, less expensive, compressed natural gas, resulting in cleaner air and the efficient use of natural resources. • Total CNG vehicles • Percent of light duty units operating on CNG 353 OPERATIONS Fleet Services (Continued) RESOURCE SUMMARY Actual FY2001 Adopted FY 2002 Position Resources 108.00 107.00 Financial Resources General Fund* $ -0- $ -0- Estimated FY 2002 Adopted FY 2003 Approved FY 2004 107.00 106.00 106.00 $ -0- $ -0- $ -0- *The net budget for Fleet Services is zero. Costs are recovered by charging other departments for vehicle acquisition and maintenance services through inter-activity transfers. See Appendix B for budget details. COMMUNICATIONS MISSION STATEMENT: The Communications Division provides continuous 9-1-1 and emergency dispatching services to City of Tucson residents, visitors, and other regional public safety agencies, and maintains reliable and cost-effective voice and data communications systems to support city departments in delivering public services. KEY MEASURES OF PERFORMANCE Key Outputs Receive 9-1-1 calls for fire, medical, or police assistance. • Number of calls received 547,500 578,000 578,000 608,000 658,000 80,038 80,000 80,000 88,000 96,000 Design, install, and maintain City of Tucson telephone systems resulting from additions, moves, changes, and repairs. • Number of requests for service 2,340 930 2,437 2,579 2,707 Provide 9-1-1 public education presentations to schools and community groups. • Number of presentations 84 60 60 90 96 Key Outcomes Respond to major communication system failures including microwave, fiber network, automatic vehicle location, and fuel system. • Percent responded to within one hour 100% 100% 100% 100% 100% Provide computer-aided dispatch services for fire and emergency medical units. • Number of fire and emergency medical calls dispatched 354 OPERATIONS Communications (Continued) KEY MEASURES OF PERFORMANCE Respond to major computer system failures including computer-aided dispatch, automatic vehicle location, leak detection, and fuel system. • Percent of service requests responded to within one hour Achieve a superior rating for emergency medical dispatch services by performing quality assurance reviews in accordance with a nationally recognized scoring system. • Percent of quality assurance reviews receiving superior rating Repair major communications systems including microwave, fiber network, automatic vehicle location, and fuel systems within 12 hours. • Percent of systems returned to service within 12 hours Repair major computer systems including computer-aided dispatch, automatic vehicle location, leak detection, and fuel system within 12 hours. • Percent of systems returned to service within 12 hours Achieve highest levels of departmental user satisfaction for telecommunications services. • Percent of surveyed customers indicating above average or excellent Ensure effectiveness of 9-1-1 presentations. • Percent of surveyed respondents indicating that the information presented was useful and remembered Actual FY2001 Adopted FY 2002 100% 100% 100% 100% 100% 92% 90% 90% 91% 91% 95% 100% 100% 100% 100% 100% 100% 100% 100% 100% 86% 90% 90% 90% 90% 100% 100% 100% 100% 100% 355 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 OPERATIONS Communications (Continued) RESOURCE SUMMARY Position Resources Financial Resources General Fund Actual FY2001 Adopted FY 2002 114.00 114.00 $ 5,328,181 $ 6,001,160 356 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 114.00 114.00 114.00 $ 5,932,460 $ 6,931,270 $ 6,813,630 PROCUREMENT OPERATING: $ 3,520,360 POSITION TOTAL: 77.00 ADMINISTRATION REPROGRAPHICS MAIL SERVICES STORES PURCHASING CONTRACT ADMINISTRATION ARCHITECTURAL ENGINEERING CONTRACTS PROGRAM ALLOCATION FINANCING PLAN Mail Services 7% Purchasing 18% Contract Administration 18% Architectural Engineering Contracts 4% General Fund 100% Administration 19% Stores 34% Reprographics* 0% *See Appendix B for the Reprographics pre-credit budget detail. TEN YEAR STAFFING TRENDS Adopted Positions 82.00 2002 77.00 81.00 2001 1996 76.00 2000 72.00 75.00 1999 72.00 75.00 1998 72.00 1995 73.00 1994 80.00 1997 90.00 70.00 1993 60.00 357 358 PROCUREMENT MISSION STATEMENT: To support city departments in meeting their goals by ensuring needed materials and services are available on time, of best value, and acquired with integrity. OVERVIEW The Procurement Department strives to improve the efficiency and effectiveness of purchasing practices, maximize the purchasing value of public funds, and support city departments in accomplishing their missions. Policies promote environmentally-sensitive purchases, competition among vendors providing materials and services to the city, and local purchases to benefit the local economy. The Procurement Department includes the divisions of Administration, Reprographics, Stores, Contract Administration, Mail Services, Purchasing, and Architectural Engineering Contracts. Services provided by the Procurement Department include contracting for all supplies, materials, equipment, services, and construction, and providing in-house printing, inventories needed for daily operations, and distribution of interdepartment and postal mail. DEPARTMENT HIGHLIGHTS The Procurement Department is implementing an automated, on-line procurement integration system (OPIS) project that supports the city in its procurement of goods and services from the identification of a need through receipt and payment, including management of supplier information and relationships. Processes and procedures have been defined and developed through a collaborative effort with Procurement staff, other organizational support departments, and system users. The system is Microsoft Windows based, has Web functionality and interfaces with the city’s financial system. Replacement of the city’s inventory management system is also part of the OPIS project and will be fully integrated with the procurement system. The Procurement Department received the Achievement of Excellence in Procurement award from the National Purchasing Institute, one of 63 purchasing organizations to receive the award. The department has received the award for six consecutive years. SUPPORT FOR LIVABLE TUCSON GOALS Goal: Reduced Poverty and Equality of Opportunity The Procurement Department supports the city’s Minority and Women Owned Business Enterprise Program (MWBE) through goals for construction services and a competitive bid preference to eligible MWBE firms. The department works closely with minority- and women-owned businesses in the community by participating in outreach and training programs to maintain contact with such vendors. Goal: Strong Local Business The Procurement Department, through competitive procurement practices, provides economic stimulation to the local business community. Specifically, the tax-offset program allows purchases to be evaluated by adding sales tax that would be paid to the taxing jurisdiction to the base bid of non-Tucson firms. This program represents up to a 3.2% tax-offset to Tucson vendors. Since its inception in 1990, over one million contract dollars have been awarded to Tucson vendors through the tax-offset program. In addition, since Fiscal Year 1992, the city has awarded an average 76% of annual purchases to vendors within the local metropolitan area. 359 PROCUREMENT Support for Livable Tucson Goals (Continued) Goal: Efficient Use of Natural Resources The Procurement Department purchases products that reduce the waste-stream, such as remanufactured toner cartridges, reloaded ammunition brass, recycled paper, restroom products, envelopes, polyethylene containers, trash can liners, and forms. The department also reduces the number of products in use through source reduction (e.g., purchase of energy saving lamps, environmentally-friendly reprographic products and processes, and alternate fuels). Management staff participates on the Environmental Action Committee. The department publishes an annual report on “Resource Efficient Procurement”. Goal: Better Paying Jobs The Procurement Department supports the goal of better paying jobs through the Living Wage Ordinance adopted by Mayor and Council in September 1999. The Living Wage Ordinance requires that employees of city contractors providing specified services to the city be paid a living wage of either $8.26 or $9.30 an hour, depending on whether the contractor offers health insurance benefits. The Living Wage Ordinance increases the ability of employees to support themselves and their families, decrease poverty, and reduce the need for taxpayer-funded social services in Tucson. The Procurement Department is responsible for monitoring compliance of the ordinance, including the investigation of alleged violations. Goal: Organizational Support The Procurement Department supports all city departments in accomplishing their missions by ensuring materials, equipment, services, and construction are acquired on time and are of best value. DEPARTMENT RESOURCES Actual FY 2001 Adopted FY 2002 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 5.00 11.00 29.00 11.00 7.00 14.00 4.00 6.00 11.00 29.00 11.00 7.00 13.00 5.00 6.00 11.00 29.00 11.00 7.00 13.00 5.00 6.00 11.00 27.00 10.00 6.00 12.00 5.00 6.00 11.00 27.00 10.00 6.00 12.00 5.00 81.00 82.00 82.00 77.00 77.00 POSITION SUMMARY PERMANENT Administration Reprographics Stores Contract Administration Mail Services Purchasing Architectural Engineering Contracts Department Total 360 PROCUREMENT Department Resources (Continued) Actual FY 2001 Adopted FY 2002 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 FINANCIAL SUMMARY Administration Reprographics* Stores Contract Administration Mail Services Purchasing Architectural Engineering Contracts Department Total $ 554,559 45,111 1,219,998 890,173 241,864 598,268 110,376 $ 3,660,349 $ 626,850 -01,195,090 609,670 260,190 592,240 111,920 $ 611,960 -01,196,600 562,680 260,840 592,330 111,920 $ 658,170 -01,206,750 650,370 244,310 631,950 128,810 $ 681,020 -01,251,340 505,550 253,580 660,070 134,780 $ 3,395,960 $ 3,336,330 $ 3,520,360 $ 3,486,340 $ 3,251,862 362,756 2,113,800 580,525 -0-0(2,648,594) $ 3,363,450 438,610 2,284,130 104,980 46,000 (32,000) (2,809,210) $ 3,365,850 420,780 2,270,370 78,480 -0(32,000) (2,767,150) $ 3,484,500 527,130 2,271,200 78,500 -0-0(2,840,970) $ 3,641,140 409,650 2,268,160 46,000 -0-0(2,878,610) $ 3,660,349 $ 3,395,960 $ 3,336,330 $ 3,520,360 $ 3,486,340 $ 3,660,349 $ 3,395,960 $ 3,336,330 $ 3,520,360 $ 3,486,340 $ 3,660,349 $ 3,395,960 $ 3,336,330 $ 3,520,360 $ 3,486,340 CHARACTER OF EXPENDITURES Personal Services Services Commodities Equipment Debt Service Other Inter-Activity Transfers Department Total SOURCE OF FUNDS General Fund Department Total *The net budget for Reprographics is zero. Costs are recovered by charging other departments for printing services through inter-activity transfers. See Appendix B for budget details. 361 PROCUREMENT SIGNIFICANT CHANGES: Fiscal Year 2003 The adopted operating budget for Fiscal Year 2003 of $3,520,360 reflects an increase of $124,400 from the Fiscal Year 2002 Adopted Budget. Although the total budget increased, certain functions were reduced, including five fulltime positions. The significant changes to expenditures are as follows: ♦ The first phase of the On-line Procurement System (OPIS) project was substantially completed in Fiscal Year 2002, with funding included in Fiscal Year 2003 to expand system capabilities. This will continue to improve the efficiency of Procurement and allow the reduction of two positions. ♦ One of the seven stores facilities will be closed, saving $69,210, with the reduction of two storekeeper positions. This is made possible through the use of blanket contracts with supplies. ♦ Use of e-mail and the intranet will allow the city to reduce mail collection to once a day, eliminating one position. Funding for annual merits and pay adjustments is included as well as increases in pension and medical insurance rates. Fiscal Year 2004 The operating budget for Fiscal Year 2004 of $3,486,340 includes a decrease of $34,020 from Fiscal Year 2003. No additional position reductions are proposed for Fiscal Year 2004. Pay adjustments and pension and medical insurance rate increases are included. ADMINISTRATION MISSION STATEMENT: The Administration Division provides strategic direction and management to the department by planning, coordinating, and implementing procurement operations in accordance with applicable laws, Mayor and Council policy, and the administrative direction of the City Manager. KEY MEASURES OF PERFORMANCE Key Outputs Manage sales of surplus city property. • Number of sales held Support the local business community through the “Tucson First” program by using competitive procurement practices, including the tax-offset program, to award purchasing dollars to local vendors. • Amount of purchasing dollars awarded to local vendors ($000s) Actual FY 2001 Adopted FY 2002 12 14 14 13 13 $ 123,022 $ 160,000 $ 135,000 $ 140,000 $ 140,000 362 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 PROCUREMENT Administration (Continued) KEY MEASURES OF PERFORMANCE Key Outcomes Receive revenues from the sale of surplus city property. Percent of purchasing dollars awarded to local vendors. Actual FY 2001 Adopted FY 2002 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 $ 856,000 $ 760,000 $ 800,000 $ 810,000 $ 810,000 64.3% 73.0% 73.0% 73.0% 73.0% RESOURCE SUMMARY Position Resources Financial Resources General Fund 5.00 6.00 6.00 6.00 6.00 $ 554,559 $ 626,850 $ 611,960 $ 658,170 $ 681,020 REPROGRAPHICS MISSION STATEMENT: The Reprographics Division provides responsive, quality in-house reprographic services for all departments by typesetting, printing, and binding documents and reports at or below commercial prices in a timely manner. KEY MEASURES OF PERFORMANCE Key Outputs Provide printing services to city departments. • Number of offset print jobs completed • Number of quick print jobs completed Key Outcomes Fulfill customer requirements for printing services in a cost-efficient and timely manner. • Percent of offset print jobs completed within ten working days of request • Percent of quick print jobs completed within two working days of request 2,451 2,386 2,650 2,380 2,650 2,380 2,700 2,400 2,710 2,420 70% 75% 75% 75% 75% 98% 96% 96% 96% 96% 363 PROCUREMENT Reprographics (Continued) RESOURCE SUMMARY Position Resources Financial Resources General Fund* Actual FY 2001 Adopted FY 2002 11.00 11.00 $ 45,111 $ -0- Estimated FY 2002 Adopted FY 2003 Approved FY 2004 11.00 11.00 11.00 $ -0- $ -0- $ -0- *The net budget for Reprographics is zero. Costs are recovered by charging other departments for printing services through inter-activity transfers. See Appendix B for budget details. STORES MISSION STATEMENT: The Stores Division operates seven warehouses and manages a $1.8 million supply inventory needed for the daily operation of all city departments; orders special non-stock items for the Fleet Services Division of the Department of Operations and for the Tucson Water Department; provides hazardous material safety information on inventory items to city departments in the form of material safety data sheets; delivers goods on a timely basis; and disposes of city surplus material and equipment by public sale, auction, donation, or redistribution to departments. KEY MEASURES OF PERFORMANCE Key Outputs Process and deliver requested materials to user departments and offices. • Number of orders delivered 4,033 5,200 4,400 4,400 4,400 Locate, purchase, and deliver non-stock items for Fleet Services and Tucson Water. • Number of orders completed 8,400 8,550 8,200 8,500 8,600 Reconcile on-hand quantities for stock inventory items. • Number of stock items reconciled 18,630 15,000 17,500 18,000 19,000 94% 94% 96% 96% 96% 93% 92% 93% 94% 94% Key Outcomes Fulfill customer requirements for inventory items. • Percent processed and delivered within three working days of request • Percent of special non-stock items located, purchased, and delivered within two working days of request 364 PROCUREMENT Stores (Continued) KEY MEASURES OF PERFORMANCE Limit the amount of losses through the reconciliation of inventory. • Value of inventory ($000s) • Percent of inventory losses Actual FY 2001 Adopted FY 2002 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 $ 1,759 0.08% $ 1,800 0.05% $ 1,800 0.05% $ 1,800 0.05% $ 1,800 0.05% RESOURCE SUMMARY Position Resources Financial Resources General Fund 29.00 29.00 29.00 27.00 27.00 $ 1,219,998 $ 1,195,090 $ 1,196,600 $ 1,206,750 $ 1,251,340 CONTRACT ADMINISTRATION MISSION STATEMENT: The Contract Administration Division meets the needs of city departments by contracting for professional services, maintenance, and construction services, and ensuring that all contracts are solicited, evaluated, awarded, and administered in accordance with applicable federal, state, and local laws. The division monitors contract compliance, including wage rates on federally funded construction projects, and wage requirements on city contracts subject to the Living Wage Ordinance. KEY MEASURES OF PERFORMANCE Key Outputs Contract for professional, maintenance, and construction services. Award purchase orders.∗ Monitor federally-funded construction projects over $100,000 to ensure wage rate compliance with labor standards. • Number of projects monitored Key Outcomes Ensure integrity in the expenditure of public monies by acquiring needed materials and services on time and at best value. • Percent of contracts issued within the department standard of 120 calendar days 109 150 110 110 120 1,381 850 800 750 800 12 10 15 15 15 N/A** 85% 80% 80% 85% *Awarded purchase orders have decreased due to citywide and multi-use purchase orders. **Information not available due to conversion to the OPIS system. 365 PROCUREMENT Contract Administration (Continued) KEY MEASURES OF PERFORMANCE Actual FY 2001 Adopted FY 2002 N/A* 90% 85% 85% 90% Ensure that federally-funded construction contracts are in compliance with wage rates. • Percent achieving compliance 100% 100% 100% 100% 100% Ensure that applicable contracts are in compliance with Living Wage requirements. • Percent achieving compliance 100% 100% 100% 100% 100% • Percent of purchase orders issued within the department standard of 28 calendar days Estimated FY 2002 Adopted FY 2003 Approved FY 2004 *Information not available due to conversion to the OPIS system. RESOURCE SUMMARY Position Resources Financial Resources General Fund 11.00 11.00 11.00 10.00 10.00 $ 890,173 $ 609,670 $ 562,680 $ 650,370 $ 505,550 MAIL SERVICES MISSION STATEMENT: The Mail Services Division provides centralized pickup and delivery service for interdepartment and postal mail to city departments. The division also provides for the insertion of water bills, business license statements, and various other bills. KEY MEASURES OF PERFORMANCE Key Outputs Provide mail services for city departments. • Number of pieces - outgoing presorted postal mail (000s) • Number of pieces - outgoing postal mail (000s) • Number of water bills processed (000s) Key Outcomes Save two cents per piece by presorting postal mail. • Dollars saved 195 300 150 150 150 6,290 5,600 5,600 5,600 5,600 2,796 2,800 2,800 2,900 2,950 $ 4,731 $ 6,000 $ 3,000 $ 3,000 $ 3,000 366 PROCUREMENT Mail Services (Continued) RESOURCE SUMMARY Position Resources Financial Resources General Fund Actual FY 2001 Adopted FY 2002 7.00 7.00 $ 241,864 $ 260,190 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 7.00 6.00 6.00 $ 260,840 $ 244,310 $ 253,580 PURCHASING MISSION STATEMENT: The Purchasing Division purchases all supplies, materials, equipment, and related services needed by customer departments and offices; and ensures that all purchases are solicited, evaluated, awarded, and administered in accordance with applicable federal, state, and local laws. KEY MEASURES OF PERFORMANCE Key Outputs Award purchase orders for supplies and services.∗ Award contracts services. for supplies and Key Outcomes Meet customer needs for materials and services on time, at the best value, and with integrity. • Percent of purchase orders awarded within the department standard of 28 calendar days • Percent of contracts awarded within the department standard of 120 calendar days 12,595 10,500 10,500 7,500 7,500 216 170 170 180 180 N/A** 90% 85% 85% 90% N/A** 90% 85% 85% 90% *Awarded purchase orders have decreased due to citywide and multi-use purchase orders. **Information not available due to conversion to OPIS system. RESOURCE SUMMARY Position Resources Financial Resources General Fund 14.00 13.00 13.00 12.00 12.00 $ 598,268 $ 592,240 $ 592,330 $ 631,950 $ 660,070 367 PROCUREMENT ARCHITECTURAL ENGINEERING CONTRACTS MISSION STATEMENT: The Architectural Engineering Contracts Division ensures the acquisition of capable and qualified architectural and engineering services in order to maximize the value of the city’s public works projects. KEY MEASURES OF PERFORMANCE Key Outputs Award contracts for architectural, engineering, environmental, and designbuild services. Process contract amendments and oncall contract amendments. Key Outcomes Ensure best value in the expenditure of public monies by acquiring qualified services on time and at a fair price. • Percent of contracts issued within the department standard of 120 calendar day from date requisition is received • Percent of amendments processed within the department standard of ten calendar days from date amendment is received Actual FY 2001 Adopted FY 2002 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 105 80 85 85 85 131 48 80 50 50 N/A* 95% 95% 95% 95% 97% 95% 95% 95% 95% *Information not available due to conversion to OPIS system. RESOURCE SUMMARY Position Resources Financial Resources General Fund 4.00 5.00 5.00 5.00 5.00 $ 110,376 $ 111,920 $ 111,920 $ 128,810 $ 134,780 368 EQUAL OPPORTUNITY OFFICE OPERATING: POSITION TOTAL: FINANCING PLAN $ 702,410 9.00 PROGRAM ALLOCATION Equal Opportunity Office 100% General Fund 100% 9.00 9.00 1999 2000 10.00 10.50 2002 9.00 1998 1995 9.00 1997 8.00 9.00 1996 8.00 1994 12.00 2001 TEN YEAR STAFFING TRENDS Adopted Positions 8.00 4.00 1993 0.00 369 370 EQUAL OPPORTUNITY OFFICE MISSION STATEMENT: To ensure that individuals are afforded equal opportunity in the provision of public accommodation, housing, and employment without regard to race, color, national origin, gender, disability, age, religion, familial status, marital status, sexual orientation, gender identity, or ancestry. The Equal Opportunity Office (EOO) works to ensure equal opportunity to all city employees in all terms and conditions of employment, equal procurement opportunity to all businesses with which the city solicits and/or conducts contracted services, and deals with discrimination in an efficient and professional manner through specific preventive and corrective programs. In accordance with the Tucson City Charter, the City Manager retains hiring authority for and the reporting responsibility over the Equal Opportunity Office. SUPPORT FOR LIVABLE TUCSON GOALS Goal: Engaged Community and Responsive Government The Equal Opportunity Office works in coordination with other governmental agencies in an effort to continuously streamline the application and review process for Minority and Women Owned Business Enterprise and Disadvantaged Business Enterprise certifications. The Tucson Airport Authority, the Arizona Department of Transportation’s Civil Rights Division, and the City of Phoenix are key partners in this initiative that was formed in response to applicants’ input. A unified certification plan was put in place in March 2002, with full implementation within two years. In a collaborative effort with the Women’s Business Center, which is funded by the U.S. Small Business Administration, the EOO provides training on the Minority and Women Owned Business Enterprise certification process as well as reviews all referred applications. The EOO also works with the Small Business Administration’s Business Development Finance Corporation, the Arizona State Department of Commerce, Pima Community College Small Business Development Office, and other such organizations in providing joint presentations that target minority- and women-owned businesses. The EOO partners with an array of agencies and organizations in the facilitation and sponsorship of key community activities such as the Minority Enterprise Week. Public comment and involvement in various facets of its work is solicited by EOO, including the yearly Disadvantaged Business Enterprise Program goal for federally-funded transit projects and the Minority and Women Owned Business Enterprise Program. Goal: Reduced Poverty and Greater Equality of Opportunity As a result of conducting investigations into complaints of discrimination, the Equal Opportunity Office supports reduced poverty by rectifying discriminatory action when it is found, primarily through conciliation efforts. These efforts address, by way of remedy, the harm or potential harm that individuals have undergone based on discrimination. Because such harm can impact individuals financially, remedies assist and prevent individuals from experiencing financial crisis. EOO offers training to businesses and citizens within the community which supports the public implementation of equal opportunity in employment, housing, and public accommodation. The Equal Opportunity Office provides support to the Minority and Women Owned Business Commission in its efforts to correct disparity relative to the procurement of women and minority owned businesses within the community. Some level of support is provided to the Human Relations Commission and the Gay, Lesbian, Bisexual, Transgender Commission. This further supports community efforts against discriminatory treatment that many times impact individuals financially. 371 EQUAL OPPORTUNITY OFFICE Support for Livable Tucson Goals (Continued) Goal: Strong Local Business The EOO supports equal opportunity for local businesses through the implementation of the city’s Minority and Women Owned Business Enterprise (MWBE) Program and the Disadvantaged Business Enterprise Program (DBE). These programs ensure that minority- and women-owned business enterprises are afforded procurement opportunities within the city. The DBE’s Diversity Program for Contracts also supports equal opportunity for small businesses seeking to procure contracts through the city that are funded by the Federal Transit Administration and the Federal Highway Administration of the U.S. Department of Transportation. The EOO provides training and resources to minority- and women-owned businesses and disadvantaged businesses to support them in gaining business through partnerships with the Arizona Department of Commerce and Pima Community College’s Small Business Development Office. OFFICE RESOURCES Actual FY 2001 Adopted FY 2002 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 10.00 10.00 10.00 9.00 9.00 10.00 10.00 10.00 9.00 9.00 -0- 0.50 -0- -0- -0- -0- 0.50 -0- -0- -0- 10.00 10.50 10.00 9.00 9.00 $ 499,157 $ 792,930 $ 685,830 $ 702,410 $ 713,170 $ 499,157 $ 792,930 $ 685,830 $ 702,410 $ 713,170 $ 466,615 15,868 7,027 9,647 -0-0- $ 611,280 172,060 11,340 -0(7,000) 5,250 $ 502,480 171,970 11,380 -0-0-0- $ 578,430 115,630 8,350 -0-0-0- $ 607,690 97,130 8,350 -0-0-0- $ 499,157 $ 792,930 $ 685,830 $ 702,410 $ 713,170 POSITION SUMMARY PERMANENT Equal Opportunity Office Permanent Total NON-PERMANENT Equal Opportunity Office Non-Permanent Total Total FINANCIAL SUMMARY Equal Opportunity Office Total CHARACTER OF EXPENDITURES Personal Services Services Commodities Equipment Other Inter-Activity Transfers Total 372 EQUAL OPPORTUNITY OFFICE Office Resources (Continued) Actual FY 2001 Adopted FY 2002 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 SOURCE OF FUNDS General Fund General Fund - Restricted Total $ 492,568 6,589 $ 772,930 20,000 $ 682,440 3,390 $ 702,410 -0- $ 713,170 -0- $ 499,157 $ 792,930 $ 685,830 $ 702,410 $ 713,170 SIGNIFICANT CHANGES: Fiscal Year 2003 The adopted operating budget for Fiscal Year 2003 of $702,410 reflects a decrease of $90,520 from the Fiscal Year 2002 Adopted Budget. This reduction includes one equal employment opportunity specialist position. Fiscal Year 2004 The operating budget for Fiscal Year 2004 of $713,170 includes an increase of $10,760 from Fiscal Year 2003 primarily due to personnel cost increases. KEY MEASURES OF PERFORMANCE Key Outputs Conduct equity awareness and Minority and Women Owned Business Enterprise program information sessions within the city and community. 72 72 72 72 72 Process, investigate, and mediate complaints of discrimination filed by citizens and city employees. 80 100 100 80 80 Provide Minority and Women Owned Business Enterprise/Disadvantaged Business Enterprise Directory to community and businesses as requested. 1,400 1,400 1,400 1,500 1,500 Distribute information to the community about the city’s non-discrimination mandates and programs via posters, brochures, and media presentations. N/A 5,000 5,000 5,000 5,000 Review equal opportunity employment documents from businesses that procure business from the City of Tucson. N/A 1,000 1,000 1,000 1,000 373 EQUAL OPPORTUNITY OFFICE KEY MEASURES OF PERFORMANCE Key Outcomes Provide Minority and Women Owned Business/Disadvantaged Business Enterprise certification and re-certification to businesses that apply and meet requirements. Assist and provide citizens with information about the Minority and Women Owned Business Enterprise, civil rights complaints, equal employment opportunities, city commissions available for combating discrimination, etc. • Number of citizens Actual FY 2001 Adopted FY 2002 250 250 250 250 250 1,700 2,000 2,000 1,500 1,500 374 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 NON-DEPARTMENTAL The Non-Departmental category contains program budgets that cannot be associated with any specific department. These programs are Outside Agencies, General Expense, Debt Service, and the Contingency Fund. Actual FY 2001 Adopted FY 2002 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 PERMANENT General Expense 5.00 5.50 5.50 5.75 5.75 Total 5.00 5.50 5.50 5.75 5.75 $ 7,410,097 5,707,605 49,948,342 -0- $ 7,114,240 8,206,790 50,261,860 175,000 $ 7,082,360 4,042,780 50,449,590 -0- $ 6,751,970 8,061,850 51,296,790 200,910 $ 7,005,690 7,123,200 56,356,500 175,000 63,066,044 595,733 65,757,890 8,620,700 61,574,730 480,040 66,311,520 15,727,200 70,660,390 4,000,000 $ 63,661,777 $ 74,378,590 $ 62,054,770 $ 82,038,720 $ 74,660,390 $ 2,097,210 $ 3,939,730 5,099,970 2,897,010 1,886,760 987,690 827,000 1,897,750 52,394,110 53,138,270 5,920,960 10,025,020 (6,651,280) (6,573,950) POSITION SUMMARY FINANCIAL SUMMARY Outside Agencies General Expense Debt Service Contingency Fund Operating Total Capital Improvements Total CHARACTER OF EXPENDITURES Personal Services* Services* Commodities Equipment Debt Service Other Inter-Activity Transfers $ 1,537,404 7,479,392 432,725 882,958 50,131,090 6,215,219 (3,612,744) $ 4,261,360 7,772,450 477,160 1,188,000 52,206,380 6,353,820 (6,501,280) Operating Total Capital Improvements 63,066,044 595,733 65,757,890 8,620,700 61,574,730 480,040 66,311,520 15,727,200 70,660,390 4,000,000 $ 63,661,777 $ 74,378,590 $ 62,054,770 $ 82,038,720 $ 74,660,390 Total *Correction in accounting treatment for Adopted Fiscal Year 2002. 375 $ 5,542,170 2,847,540 539,760 55,000 57,522,610 10,196,580 (6,043,270) NON-DEPARTMENTAL Actual FY 2001 Adopted FY 2002 $ 21,382,480 1,509,372 $ 23,724,660 1,609,580 402,240 385,600 -0- Estimated FY 2002 Adopted FY 2003 Approved FY 2004 $ 17,794,910 1,615,330 $ 20,022,310 303,560 $ 21,005,480 131,130 419,960 387,600 -0- 1,919,960 387,600 -0- 364,570 394,820 500,000 426,570 390,070 -0- 257,300 2,143,722 201,530 19,313,994 252,930 2,370,460 281,200 20,953,750 252,930 2,181,300 123,370 20,741,480 256,220 2,397,070 285,620 20,756,360 254,010 999,140 285,620 22,907,710 -015,241,155 -015,562,900 800,000 15,554,280 4,800,000 16,035,270 7,800,000 16,294,550 47,640 46,260 46,260 46,510 37,960 2,000,000 -0- -0- -0- -0- 9,900 29,000 139,541 2,570 9,610 -0136,410 2,570 9,610 8,720 136,410 2,570 9,660 -0136,980 2,570 7,890 -0117,690 2,570 $ 63,066,044 $ 65,757,890 $ 61,574,730 $ 66,311,520 $ 70,660,390 $ -0- $ 5,619,000 $ -0- $ 6,650,000 $ -0- 2,196,600 20,000 8,362,900 4,000,000 595,733 805,100 460,040 714,300 -0- SOURCE OF FUNDS OPERATING FUNDS General Fund Solid Waste Management Fund General Fund Contribution General Fund - Restricted General Fund - Zoo Revenue Library Fund - Oro Valley Contribution Public Safety Academy Fund Highway User Revenue Fund Miscellaneous Non-Federal Grants General Obligation Debt Service Fund Pima Association of Governments Street and Highway Debt Service Fund Community Development Block Grant Federal Highway Administration Funds HOME Program Miscellaneous Federal Grants Public Housing - Section 8 Fund Public Housing Conventional/ Development Fund Operating Funds Total CAPITAL FUNDS General Fund - Restricted Trust Reserves General Fund - Certificates of Participation 1973 General Obligation Bonds -0- Capital Funds Total $ 595,733 $ 8,620,700 $ 480,040 $ 15,727,200 $ 4,000,000 Total $ 63,661,777 $ 74,378,590 $ 62,054,770 $ 82,038,720 $ 74,660,390 376 NON-DEPARTMENTAL OUTSIDE AGENCIES* The Outside Agencies Program supports organizations that provide for economic development, cultural enrichment, community health and safety, Mayor and Council appointed commissions, annual community events, as well as funding for the Tucson Community Cable Corporation (Access Tucson) and payments to other governments. Additional funding is budgeted in the Human Services Program of the Community Services Department for agencies providing human services. Actual FY 2001 Adopted FY 2002 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 $ 1,147,498 3,205,880 1,354,488 399,426 31,804 $ 1,174,000 3,007,000 1,211,850 400,140 33,750 $ 1,147,000 3,007,000 1,211,850 400,140 28,870 $ 1,116,270 3,060,800 1,157,040 212,370 30,380 $ 1,151,980 3,194,450 1,188,880 210,000 30,040 75,000 1,096,001 121,100 1,166,400 121,100 1,166,400 92,250 1,082,860 91,230 1,139,110 100,000 -0- -0- -0- -0- $ 7,410,097 $ 7,114,240 $ 7,082,360 $ 6,751,970 $ 7,005,690 $ 1,196,001 -06,214,096 $ 1,166,400 -05,947,840 $ 1,166,400 -05,915,960 $ 787,860 295,000 5,669,110 $ 779,110 360,000 5,866,580 $ 7,410,097 $ 7,114,240 $ 7,082,360 $ 6,751,970 $ 7,005,690 $ 7,303,097 -0107,000 $ 6,716,240 291,000 107,000 $ 6,684,360 291,000 107,000 $ 6,355,320 295,000 101,650 $ 6,545,110 360,000 100,580 $ 7,410,097 $ 7,114,240 $ 7,082,360 $ 6,751,970 $ 7,005,690 FINANCIAL SUMMARY Payments to Other Governments Economic Development Cultural Enrichment Community Health and Safety Mayor and Council Appointed Commissions Annual Community Events Tucson Community Cable Corporation (Access Tucson) Access Tucson Capacity Program Total CHARACTER OF EXPENDITURES Services Commodities Other Program Total SOURCE OF FUNDS General Fund General Fund - Restricted Highway User Revenue Fund Program Total *Budget detail for these agencies is presented in a separate volume, Outside Agencies Fiscal Year 2003 Recommended Budget. 377 NON-DEPARTMENTAL Outside Agencies (Continued) Actual FY 2001 Adopted FY 2002 $ 752,188 320,310 45,000 30,000 $ 786,190 320,310 40,500 27,000 $ 1,147,498 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 $ 786,190 320,310 40,500 -0- $ 786,190 293,630 36,450 -0- $ 825,500 290,430 36,050 -0- $ 1,174,000 $ 1,147,000 $ 1,116,270 $ 1,151,980 $ 215,880 600,000 140,000 $ 316,000 540,000 126,000 $ 316,000 540,000 126,000 $ 332,000 540,000 126,000 $ 332,000 567,000 132,300 -0- -0- -0- 37,800 36,900 2,250,000 2,025,000 2,025,000 2,025,000 2,126,250 $ 3,205,880 $ 3,007,000 $ 3,007,000 $ 3,060,800 $ 3,194,450 $ 812,500 222,863 15,125 $ 731,250 207,000 -0- $ 731,250 207,000 -0- $ 731,250 186,300 -0- $ 767,810 184,230 -0- 25,000 75,000 20,000 119,000 65,000 22,500 67,500 18,000 107,100 58,500 22,500 67,500 18,000 107,100 58,500 13,500 60,750 16,200 96,390 52,650 13,350 60,080 16,020 95,320 52,070 $ 1,354,488 $ 1,211,850 $ 1,211,850 $ 1,157,040 $ 1,188,880 PROGRAM SUMMARIES Payments to Other Governments Pima Animal Control Center Pima Association of Governments Victim Witness Program Tucson-Pima County Office of Emergency Services Program Sub-Total Economic Development Tucson Downtown Alliance Greater Tucson Economic Council Industry Cluster's Business Development Support Arizona Council for Economic Conversion* Metropolitan Tucson Convention and Visitors Bureau Program Sub-Total Cultural Enrichment Tucson-Pima Arts Council Tucson Arts District Partnership Tucson Arts District Partnership Revolving Loan Fund El Centro Cultural de las Americas Tucson Botanical Gardens Sister Cities Association of Tucson Tucson Museum of Art Tucson Children's Museum Program Sub-Total *Funding for the Arizona Council for Economic Conversion has been transferred from the Office of Economic Development to Outside Agencies. 378 NON-DEPARTMENTAL Outside Agencies (Continued) Community Health and Safety Crime Prevention Council Community Mediation Program 88-Crime Community Food Bank* Domestic Violence Collaborative Services* Domestic Violence Advocacy Services* Wingspan Domestic Violence Project* Educational Enrichment Foundation* National Youth Sports Program (Summer Youth Sports) Pima County/Tucson Women's Commission Metropolitan Education Commission* Humane Society of Southern Arizona Program Sub-Total Mayor and Council Appointed Commissions Human Relations Commission Tucson-Pima Historical Commission Tucson Commission on Disability Issues Metropolitan Tucson Commission on Urban Native American Affairs Metropolitan Energy Commission Program Sub-Total Actual FY 2001 Adopted FY 2002 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 $ 20,780 76,048 23,000 38,000 29,005 $ 18,700 68,450 20,700 34,200 38,170 $ 18,700 68,450 20,700 34,200 38,170 $ 16,830 61,610 18,630 -0-0- $ 16,640 60,920 18,420 -0-0- 38,403 21,900 -05,500 58,500 19,710 9,600 -0- 58,500 19,710 9,600 -0- -0-0-0-0- -0-0-0-0- 71,790 64,610 64,610 58,150 57,500 50,000 25,000 45,000 22,500 45,000 22,500 36,900 20,250 36,490 20,030 $ 399,426 $ 400,140 $ 400,140 $ 212,370 $ 210,000 $ $ $ $ $ 6,405 9,918 5,481 6,140 9,000 4,730 6,140 9,000 4,730 5,530 8,100 4,260 5,470 8,010 4,210 -0- 4,880 -0- 4,390 4,340 10,000 9,000 9,000 8,100 8,010 $ 31,804 $ 33,750 $ 28,870 $ 30,380 $ 30,040 *Funding for the Community Food Bank, Wingspan and other domestic violence services, and the Educational Enrichment Foundation has been transferred to the Human Services Program in the Community Services Department. In addition, a portion of the funding for the Metropolitan Education Commission has been transferred to the Human Services Program. 379 NON-DEPARTMENTAL Outside Agencies (Continued) Actual FY 2001 Annual Community Events Southern Arizona Regional Science and Engineering Fair Tucson Conquistadores Pima Community College Job Fair San Ignacio Yaqui Council Softball Tournament Fort Lowell Soccer Shoot-Out Miracle on Church Street* Tucson Gem and Mineral Society Perimeter Bicycling Association of America (El Tour de Tucson) $ -0- Adopted FY 2002 $ 10,000 Estimated FY 2002 $ Adopted FY 2003 12,875 $ 9,000 Approved FY 2004 $ 8,900 -0-0-0- 16,000 12,000 2,600 -012,000 2,600 -010,800 -0- -010,680 -0- -0-045,000 30,000 13,000 -040,500 27,000 15,875 4,500 43,375 29,875 11,700 -036,450 24,300 11,570 -036,050 24,030 75,000 $ 121,100 $ 121,100 $ $ 1,096,001 $ 1,166,400 $ 1,166,400 $ 1,082,860 $ 1,139,110 100,000 -0- -0- -0- -0- Program Sub-Total $ 1,196,001 $ 1,166,400 $ 1,166,400 $ 1,082,860 $ 1,139,110 Total All Outside Agencies $ 7,410,097 $ 7,114,240 $ 7,082,360 $ 6,751,970 $ 7,005,690 Program Sub-Total Other Agencies Tucson Community Cable Corporation (Access Tucson) Access Tucson Capacity $ 92,250 $ 91,230 *Miracle on Church Street was allocated one-time funding during Fiscal Year 2002. SIGNIFICANT CHANGES: Fiscal Year 2003 The adopted operating budget for Fiscal Year 2003 of $6,751,970 reflects a decrease of $362,270 from the Fiscal Year 2002 Adopted Budget. Most of this decrease is due to a 10% reduction for the General Fund portion of outside agency funding except Pima Animal Control Center, Greater Tucson Economic Development, Cluster Industry Support, Metropolitan Tucson Convention and Visitors Bureau, and Tucson–Pima Arts Council. The other changes to expenditures are as follows: ♦ The Arizona Council for Economic Conversion is transferred from the Office of Economic Development budget. ♦ Funding for the outside agencies providing human services (Community Food Bank, Wingspan, Educational Enrichment Foundation, domestic violence contractual services, and partial funding for the Metropolitan Education Commission) is transferred to the Human Services Program in the Community Services Department budget. ♦ The San Ignacio Yaqui Council and Pima County Emergency Management did not apply for outside agency funding. ♦ Funding for El Centro Cultural de las Americas is decreased $9,000 because the agency is now being funded through Back to Basics and the Tucson-Pima County Historical Commission for renovation of the Charles O. Brown House. 380 NON-DEPARTMENTAL Outside Agencies (Continued) Significant Changes (Continued) Fiscal Year 2004 The operating budget for Fiscal Year 2004 of $7,005,690 includes an increase of $253,720 from Fiscal Year 2003. Mayor and Council allocated a 5% increase for Greater Tucson Economic Council, Industry Clusters, Metropolitan Tucson Convention and Visitors Bureau, Pima Animal Control Center, and Tucson-Pima Arts Council. An increase to Access Tucson’s budget for public, educational, government, (PEG) capital support funding is offset by an additional 1% reduction in other outside agency budgets. 381 NON-DEPARTMENTAL GENERAL EXPENSE The General Expense Program provides centralized budget capacity and accounting and management control for expenditures that are not directly associated with programs of city departments. The Retiree Medical Insurance budget has been included in this program. Actual FY 2001 Adopted FY 2002 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 5.00 5.50 5.50 5.75 5.75 5.00 5.50 5.50 5.75 5.75 $ 1,284,644 190,518 194,548 1,941,902 $ 1,271,800 209,840 -01,900,400 $ 1,021,800 39,840 -01,400,400 6,000 20,000 20,000 18,000 17,800 217,812 -0208,351 140,320 12,633 27,682 191,910 150,000 239,290 100,000 298,000 1,047,500 184,080 -0239,290 100,000 298,000 147,500 206,530 150,000 209,060 -0-01,842,750 204,520 150,000 209,060 -0-0-0- 115,401 1,866,205 8,812 228,297 -04,000,000 -0115,000 175,000 -08,720 85,000 -04,000,000 -0-0- -04,000,000 -0-0- 1,105,309 -084,516 -0-0639,000 -0-0549,000 -0-0-0- -0-0-0- 208,905 -0- 211,000 -0- 211,000 1,500,000 -0500,000 -0-0- -0- -0- 260,000 -0- -0- POSITION SUMMARY PERMANENT General Expense* Program Total FINANCIAL SUMMARY Technological Enhancements Geographical Information Systems Special Elections Other General Government Expense Cultural/Educational Youth Travel A-7 Grant Funded Projects A-7 Grant Capacity A-7 Ranch Operations 800 East 12th Street Acquisition North 6th Avenue Acquisition Tucson Convention Center Switchgear Project Transfers from Contingency Fund Other General Expenditures Rural Domestic Violence Grant Development Services Information Technology Upgrade Annex Replacement Leases Rio Nuevo Project Staff** Development Services Remodeling Project Human Resources Consultant Oro Valley Library Reimbursement Slum Abatement and Blight Enforcement $ -0166,590 -01,609,100 $ -0164,420 -01,563,000 *Includes 3.0 positions for the A-7 Ranch Operations and 2.75 positions for the Rio Nuevo Project. **A zero budget is reflected because the Rio Nuevo Project funding is not part of the citywide budget. See page 393 for information on the Rio Nuevo Project. 382 NON-DEPARTMENTAL General Expense (Continued) Actual FY 2001 Adopted FY 2002 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 Financial Summary (Continued) Neighborhood Protection/ Improvement Initiatives Downtown Employee Allowance Equity Compensation Adjustment Golf Reimbursement Fund Coverage for 1% Cuts Trauma Center Support Pay Adjustment for Non-Commissioned Personnel Fleet Replacement Reduction Indirect Cost Administrative Support-Highway User Revenue Fund Retiree Medical Insurance Program Total $ -0- $ 700,000 $ 380,000 $ -0- $ -0- -0-0-0-0-0-0- 500,000 1,000,000 107,000 225,980 -0563,920 -0-0107,000 -0250,000 -0- -01,694,800 107,000 -0-0-0- -03,186,700 107,000 -0-0-0- -0(3,429,996) 110,330 (2,600,000) (4,493,000) 153,670 -0(4,493,000) 153,670 -0(4,504,370) 158,590 -0(4,639,490) 161,190 1,185,416 1,655,480 1,405,480 1,903,800 1,999,000 $ 5,707,605 $ 8,206,790 $ 4,042,780 $ 8,061,850 $ 7,123,200 $ 1,537,404 6,283,391 432,725 882,958 1,123 (3,429,996) $ 4,261,360 6,606,050 477,160 1,188,000 230,980 (4,556,760) $ 2,097,210 3,933,570 1,886,760 827,000 5,000 (4,706,760) $ 3,939,730 2,109,150 692,690 1,897,750 4,155,000 (4,732,470) $ 5,542,170 2,068,430 179,760 55,000 4,155,000 (4,877,160) $ 5,707,605 $ 8,206,790 $ 4,042,780 $ 8,061,850 $ 7,123,200 $ 4,952,825 402,240 -0122,010 29,000 201,530 $ 7,642,960 128,960 -0153,670 -0281,200 $ 2,128,060 1,628,960 -0153,670 8,720 123,370 $ 7,048,070 69,570 500,000 158,590 -0285,620 $ 6,609,820 66,570 -0161,190 -0285,620 $ 5,707,605 $ 8,206,790 $ 4,042,780 $ 8,061,850 $ 7,123,200 CHARACTER OF EXPENDITURES Personal Services Services Commodities Equipment Other Inter-Activity Transfers Program Total SOURCE OF FUNDS General Fund General Fund - Restricted Library Fund - Oro Valley Contribution Highway User Revenue Fund Miscellaneous Federal Grants Miscellaneous Non-Federal Grants Program Total 383 NON-DEPARTMENTAL General Expense (Continued) SIGNIFICANT CHANGES: Fiscal Year 2003 The adopted operating budget for Fiscal Year 2003 of $8,061,850 reflects a decrease of $144,940 from the Fiscal Year 2002 Adopted Budget. The significant changes to budgets are as follows: ♦ Various projects, such as the 12th Street warehouse acquisition, North Sixth Avenue demolition, and Development Services Center remodeling and information technology upgrade, were completed in Fiscal Year 2002 and will not require additional funding in Fiscal Year 2003. Fiscal Year 2004 The operating budget for Fiscal Year 2004 of $7,123,200 includes a decrease of $938,650 from Fiscal Year 2003. The significant changes include: ♦ Installation of new switchgear at the Tucson Convention Center will be completed in Fiscal Year 2003. 384 NON-DEPARTMENTAL DEBT SERVICE (Excluding Tucson City Golf and Tucson Water*) The Debt Service Program manages debt issuance and payments to meet the approved capital needs of the city, while maintaining strong bond ratings and a low-to-moderate debt burden for taxpayers. Actual FY 2001 Adopted FY 2002 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 FINANCIAL SUMMARY Highway Expansion and Extension Loan Program Business Development Finance Corporation Fixed Rate Debt Hi Corbett Field Debt Service Lease Purchases Debt Service Certificates of Participation Debt Service General Obligation Debt Service Street and Highway Debt Service Assessment Districts Program Total $ 2,069,000 $ 267,000 $ 877,840 $ 5,096,030 $ 8,537,370 5,566,678 5,567,140 5,560,070 654,630 659,430 910,114 858,129 5,986,386 906,960 819,360 6,178,750 906,960 831,510 5,971,450 910,640 557,900 7,279,960 907,510 318,140 6,725,790 19,313,994 15,241,155 2,886 20,953,750 15,562,900 6,000 20,741,480 15,554,280 6,000 20,756,360 16,035,270 6,000 22,907,710 16,294,550 6,000 $ 49,948,342 $ 50,261,860 $ 50,449,590 $ 51,296,790 $ 56,356,500 $ 50,131,090 (182,748) $ 52,206,380 (1,944,520) $ 52,394,110 (1,944,520) $ 53,138,270 (1,841,480) $ 57,522,610 (1,166,110) $ 49,948,342 $ 50,261,860 $ 50,449,590 $ 51,296,790 $ 56,356,500 CHARACTER OF EXPENDITURES Debt Service Inter-Activity Transfers Program Total *See Tucson City Golf detail on page 135 and Tucson Water detail on page 227. 385 NON-DEPARTMENTAL Debt Service (Continued) Actual FY 2001 Adopted FY 2002 Estimated FY 2002 Adopted FY 2003 Approved FY 2004 General Fund $ 9,126,558 General Fund - Zoo Revenue 385,600 Solid Waste Management 1,509,372 General Fund Contribution Public Safety Academy Fund 257,300 Highway User Revenue Fund 1,914,712 General Obligation Debt Service Fund 19,313,994 Pima Association of Governments -0Street and Highway Debt Service Fund 15,241,155 Community Development Block Grant 47,640 Federal Highway Administration Funds 2,000,000 HOME Program 9,900 Public Housing - Section 8 Fund 139,541 Public Housing Conventional/ 2,570 Development Fund $ 9,190,460 387,600 1,609,580 $ 8,982,490 387,600 1,615,330 $ 6,418,010 394,820 303,560 $ 7,675,550 390,070 131,130 252,930 2,109,790 20,953,750 -015,562,900 46,260 -09,610 136,410 2,570 252,930 1,920,630 20,741,480 800,000 15,554,280 46,260 -09,610 136,410 2,570 256,220 2,136,830 20,756,360 4,800,000 16,035,270 46,510 -09,660 136,980 2,570 254,010 737,370 22,907,710 7,800,000 16,294,550 37,960 -07,890 117,690 2,570 $ 50,261,860 $ 50,449,590 $ 51,296,790 $ 56,356,500 SOURCE OF FUNDS Program Total $ 49,948,342 SIGNIFICANT CHANGES: Fiscal Year 2003 The adopted operating budget for Fiscal Year 2003 of $51,296,790 reflects an increase of $1,034,930 from the Fiscal Year 2002 Adopted Budget. Although no new bond sales occurred during Fiscal Year 2002, debt service payments have increased for the following reasons: ♦ Additional loans from the state’s Highway Expansion and Extension Loan Program for street projects increased annual repayments by $4.8 million. ♦ Sales on certificates of participation for city facilities and projects increased annual payments by $1.1 million. ♦ Debt service on existing street and highway revenue bonds increased by $472,370 based on the repayment schedule. These increases were offset by the transfer of the debt service for the financing of the Tucson Convention Center to the Rio Nuevo Project. Fiscal Year 2004 The operating budget for Fiscal Year 2004 of $56,356,500 includes an increase of $5,059,710 from Fiscal Year 2003, primarily due to the following: ♦ Additional loans from the state’s Highway Expansion and Extension Loan Program for street projects increased annual repayments by $3.4 million. ♦ A new sale for general obligation bonds in 2003 increased annual payments by $2.2 million. ♦ A new sale for street and highway revenue bonds in 2003 increased annual payments by $259,280. ♦ Completion of lease purchase agreements and certificates of participation that will reduce debt payments. 386 NON-DEPARTMENTAL Debt Service (Continued) DEBT FINANCING MECHANISMS Highway Expansion and Extension Loan Program This funding mechanism, commonly referred to as the state’s infrastructure bank, was enacted into law in August 1998. The Highway Expansion and Extension Loan Program (HELP) provides the state and Arizona communities financial assistance in the form of loans or credit enhancement for eligible roadway projects. Interest rates are generally below market rate, and the term of the loan varies from project to project. Business Development Finance Corporation Fixed Rate Debt The collateral for this debt is the Tucson Police Headquarters, the Information Technology building, and the City Court building. A surety bond is also posted. This debt matures at various times through 2012 with an estimated average rate of 5.75%. In Fiscal Year 2003, repayment for Tucson Convention Center debt was transferred to Rio Nuevo. Hi Corbett Field Debt Service Debt service for assumption of Pima County’s debt for Hi Corbett Field improvements, additional Hi Corbett improvements made in Fiscal Year 1997, and related costs and reserves financed at a net interest rate of 5.35% with an average life of 15 years. Lease Purchases Debt Service Debt service on lease-purchase financing for police cars, Solid Waste Management vehicles, telephone equipment, computer hardware, and office equipment. Certificates of Participation Debt Service Previously financed projects include acquisition of equipment and construction of facilities. The Fiscal Year 2002 budget included capacity for new debt financing of mobile data terminals for fire vehicles. General Obligation Debt Service Debt service on general obligation bonds used for capital improvements is financed entirely from the secondary property tax. Street and Highway Debt Service Debt service on street and highway bonds used for street improvements is financed from the state-shared gasoline taxes and highway user fees and charges. Assessment Districts This cost is for fees associated with the assessment districts. 387 NON-DEPARTMENTAL Debt Service (Continued) DEBT SERVICE - EXISTING BONDS (AS OF JULY 1, 2002)* PRINCIPAL AND INTEREST Business Development Finance Corporation Hi Corbett Field Certificates of Participation Other Certificates of Participation 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 639,628 644,427 1,678,408 1,672,667 1,674,993 1,678,672 1,673,373 1,675,598 1,673,438 1,676,000 -0-0-0-0-0-0- 904,640 901,505 901,130 903,965 904,409 902,042 902,120 903,020 901,540 -0-0-0-0-0-0-0- 4,899,652 2,826,815 2,065,080 2,065,278 1,656,969 1,661,173 1,721,906 531,191 531,231 530,294 533,354 530,054 525,821 530,446 528,490 530,477 20,750,357 20,722,091 20,652,741 20,643,712 20,646,230 20,983,706 21,032,228 21,057,403 21,039,320 21,037,864 21,137,831 20,200,869 20,685,700 21,613,338 22,520,663 23,672,188 16,029,248 15,678,233 15,671,088 16,161,958 16,094,748 16,041,668 16,218,548 16,256,363 15,229,213 15,089,313 13,694,688 14,183,938 15,160,188 17,378,313 14,010,813 14,094,563 43,223,525 40,773,071 40,968,447 41,447,580 40,977,349 41,267,261 41,548,175 40,423,575 39,374,742 38,333,471 35,365,873 34,914,861 36,371,709 39,522,097 37,059,966 38,297,228 2019 2020 2021 -0-0-0- -0-0-0- 531,161 195,545 -0- 26,274,638 26,424,138 12,091,425 -0-0-0- 26,805,799 26,619,683 12,091,425 Total $ 14,687,204 $ 8,124,371 $ 22,394,937 $ 403,186,442 $ 246,992,883 $ 695,385,837 Fiscal Year Ending General Obligation Bonds Street and Highway Bonds *Does not include indebtedness of enterprise funds (Tucson Water and Tucson City Golf). 388 Total NON-DEPARTMENTAL DEBT MANAGEMENT POLICY The City of Tucson uses a variety of financing mechanisms to meet the long-term capital needs of the community. In determining an appropriate indebtedness program for the city, consideration is given to the following: • Operating and maintenance costs associated with the Capital Improvement Program • Federal and state laws and regulations, Tucson City Charter, and the Tucson Code • Current outstanding debt requirements • Source of debt repayment consistent with the capital project being financed • Life of the capital project is equal to or greater than the term of the financing • Proposed debt will not cause extraordinary tax or fee increases • Proposed debt will not result in limiting the city’s ability for future indebtedness The city’s debt program includes the following financing mechanisms. In all cases, the city aggressively manages the debt program, with the assistance of a financial advisor and bond counsel. Restructuring, refinancing, and advance bond refunding are used to limit the city’s debt service costs and to provide maximum future borrowing flexibility. General Obligation Bonds Bond proceeds are used to finance capital projects for environmental management, police, fire, parks and recreation, library, solid waste management, drainage, and other purposes. State law limits the amount of general obligation bonds that may be outstanding to 20% of assessed valuation for utility and open space purposes and 6% of assessed valuation for all other purposes. General obligation bonds are payable by the secondary property tax. The Tucson City Charter limits the combined primary and secondary property tax rate to $1.75 per $100 of assessed valuation. To provide assurance to the bond rating agencies, the combined tax rate is held to a maximum of $1.50 per $100 of assessed valuation. The city generally issues general obligation bonds with 20-30 year maturities. Street and Highway Revenue Bonds Bond proceeds are used to finance street improvement projects as defined by state law. State law limits the amount of bonds that can be sold; prior fiscal year highway user revenue receipts, which are used to pay the bonds, must be equal to at least twice the highest annual debt service requirements for senior lien bonds and at least one and one-half times for junior lien bonds. Street and highway revenue bonds generally have a 20 year maturity. Water Revenue Bonds Bond proceeds are used to finance capital improvements to the water system. By bond covenant, the city is limited to issuing bonds only if net revenues after operations are equal to at least 120% of the maximum future annual debt service requirement. To maintain a high credit rating and thus decrease borrowing costs, the city maintains a 150% 200% debt service coverage. Water revenue bonds are generally issued with 20-30 year maturities. Special Assessment Bonds Bond proceeds are used to finance improvement district projects. These bonds are payable by tax assessments against the benefiting property owners over a ten-year period. 389 NON-DEPARTMENTAL Debt Management Policy (Continued) Non-Bond Debt: Lease Purchases, Certificates of Participation, and Installment Contract Debt These financing mechanisms are used when the projects involved are unsuitable for traditional bonding or a determination is made that alternative financing has advantages over bonding. The debt requirements for these financing mechanisms are payable from the city’s recurring revenues and are subject to annual appropriation by Mayor and Council. To minimize borrowing costs, the city generally purchases financing insurance and pledges collateral towards the debt repayment. Maturities for these debts range from 1-20 years, depending upon the nature of the project being financed. Forecast 1994 Bond Authorization Sales: On May 17, 1994, the voters approved $80,900,000 of general obligation bonds and $114,502,000 of water system revenue bonds to be sold over a projected five-year period and $70,000,000 of street and highway revenue bonds to be sold over a ten-year period. As of July 1, 2001, the city had sold all of the authorized general obligation bonds, water system revenue bonds, and street and highway revenue bonds. 2000 Bond Authorization Sales: On May 16, 2000, the voters approved $129,500,000 of general obligation bonds, $123,600,000 of water revenue bonds, and $25,000,000 of street and highway revenue bonds, all to be sold over a five-year period. As of July 1, 2002, the city had sold $45,520,000 of general obligation bonds, $5,500,000 in street and highway revenue bonds, and $50,300,000 in water system revenue bonds. Repayment Impact of Bond Sales: General obligation bond debt is paid off from the secondary property tax rate, which is determined each year by the levy required to meet the annual debt service divided by the city’s projected secondary assessed valuation. For Fiscal Year 2003, the required levy to cover existing debt and debt from planned sales is estimated at $20,756,360, an increase of $14,880 over the levy for Fiscal Year 2002, because there will be no new bonds sold in 2002. The Fiscal Year 2003 secondary property rate is estimated at $0.9113 per $100 of assessed valuation, a decrease of $0.0686 from the Fiscal Year 2002 actual rate of $0.9799. The actual rate for Fiscal Year 2003 may be higher or lower depending on the final secondary assessed valuation set by Pima County later this summer. Street and highway revenue bonds are repaid from state-shared Highway User Revenue Fund receipts. Repayment from this source in Fiscal Year 2003 will be $16,035,270, an increase of $480,990 from the adopted budget for Fiscal Year 2002. Water system revenue bonds are repaid from water revenues; that debt service is included in the Tucson Water budget under Other Budgetary Requirements. Debt financing in the Golf Utility is repaid from golf revenues; that debt service is included in the Tucson City Golf budget under Debt Service. 390 NON-DEPARTMENTAL Debt Management Policy (Continued) Summaries of the city’s legal debt margin, direct and overlapping debt, current bond ratings, and debt ratios over a ten-year period are provided in the following tables. LEGAL DEBT MARGIN June 30, 2001 (unaudited) ($000s) General Obligation Bonds Utility Purpose Other Purpose and Open Spaces 6% 20% Assessed Valuation - $2,048,621 Debt Limitation Total Bonded Debt Less Bonds Excluded from Limitation: Street and Highway Water Utility Revenue Bonds Special Assessment Bonds Public Housing Bonds Debt Subject to Limitation $ 122,917 $ 409,724 $ 69,323 $ 154,246 $ 53,594 $ 255,478 $ 654,032 146,840 278,562 4,171 890 $ 223,569 Legal Debt Margin The legal debt margin is calculated in conformity with Article 9, Section 8, Constitution of Arizona. The amount of general obligation bonded debt which may be issued and outstanding is limited to a fixed percent of assessed valuation which is set at 20% for utility purpose and open space, and 6% for other purposes. 391 NON-DEPARTMENTAL Debt Management Policy (Continued) DIRECT AND OVERLAPPING DEBT FOR FISCAL YEAR 2001 Amount ($000s) Net Direct Bonded Debt Estimated Overlapping Debt Total Ratio of Debt to Assessed Value Market Value Debt per Capita $ 222,360 10.85% 1.37% $ 446.23 521,337 25.45% 3.23% 1,046.22 $ 743,697 36.30% 4.60% $ 1,492.45 The city's current bond ratings are as follows: Type of Bond General Obligation Bonds Street and Highway Bonds: Senior Lien Junior Lien Water Revenue Bonds 392 Moody's Standard & Poors Aa2 AA Aa3 A1 Aa3 A+ A A+ RATIO OF NET GENERAL BONDED DEBT TO ASSESSED VALUE AND NET BONDED DEBT PER CAPITA LAST TEN FISCAL YEARS (as of June 30, 2001) FISCAL YEAR FY 1992 Population Assessed Value ($000s) Gross Bonded Debt ($000s) Less Debt Service Funds ($000s) Net Bonded Debt ($000s) Ratio of Net Bonded Debt to Assessed Value Net Bonded Debt Per Capita ($) FY 1993 FY 1994 FY 1995 FY 1996 FY 1997 FY 1998 FY 1999 FY 2000 FY 2001 421,000 428,000 438,000 448,000 449,000 459,000 466,538 476,406 486,810 498,307 1,512,501 1,498,304 1,486,797 1,546,772 1,568,514 1,598,796 1,818,909 1,875,875 1,945,168 2,048,621 123,160 131,622 151,724 173,559 194,854 201,534 209,159 217,274 211,169 223,569 -0- 863 2,199 4,476 5,056 5,517 4,012 1,586 315 1,209 123,160 130,759 149,525 169,083 189,798 196,017 205,147 215,688 210,854 222,360 8.1% 8.7% 10.1% 10.9% 12.1% 12.3% 11.3% 11.5% 10.8% 10.9% 292.54 305.51 341.38 377.42 422.71 427.05 439.72 452.73 433.13 446.23 393 NON-DEPARTMENTAL CONTINGENCY FUND The Contingency Fund supports funding requests made by individuals or organizations that meet specific policy guidelines and have been approved by Mayor and Council. Actual FY 2001 Adopted FY 2002 $ -0- $ 175,000 $ -0- Estimated* FY 2002 Adopted FY 2003 Approved FY 2004 $ -0- $ 200,910 $ 175,000 $ 175,000 $ -0- $ 200,910 $ 175,000 $ -0- $ 175,000 $ -0- $ 200,910 $ 175,000 $ -0- $ 175,000 $ -0- $ 200,910 $ 175,000 $ -0- $ 175,000 $ -0- $ 200,910 $ 175,000 $ -0- $ 175,000 $ -0- $ 200,910 $ 175,000 FINANCIAL SUMMARY Contingency Fund Program Total CHARACTER OF EXPENDITURES Other Program Total SOURCE OF FUNDS General Fund Program Total *When Mayor and Council approves a contingency fund allocation, the funds are transferred to a General Expense organization for disbursement. SIGNIFICANT CHANGES: Fiscal Year 2003 The adopted budget for Fiscal Year 2003 of $200,910 reflects an increase of $25,910 carried forward from Fiscal Year 2002. Fiscal Year 2004 The budget for Fiscal Year 2004 is reduced to the base funding level of $175,000. 394 NON-DEPARTMENTAL Contingency Fund (Continued) Fiscal Year 2002 Contingency Fund Transfers Approved by Mayor and Council October 8, 2001 October 8, 2001 October 22, 2001 November 19, 2001 November 26, 2001 January 14, 2002 January 14, 2002 January 14, 2002 January 14, 2002 January 14, 2002 February 11, 2002 February 25, 2002 February 25, 2002 March 4, 2002 March 18, 2002 March 18, 2002 March 25, 2002 April 1, 2002 April 1, 2002 April 8, 2002 April 8, 2002 April 15, 2002 April 22, 2002 April 22, 2002 May 6, 2002 May 6, 2002 May 13, 2002 May 20, 2002 May 20, 2002 June 6, 2002 June 10, 2002 June 10, 2002 June 17, 2002 June 24, 2002 June 24, 2002 Southern Arizona Domestic Violence Awareness Art Aid for America YWCA “It’s Time to Talk” Youth Forum Tucson Village Campus San Ignacio Yaqui Council, Inc. Community Transportation of Southern Arizona USS Tucson 770 Club Festival of Hope Operation Safe Tucson 2001 Tucson Resiliency Conference Information and Referral Services, Inc. Imagine Project International Women's Day Dia-V Project League of United Latin American Citizens Afrizona Celebration Tucson Unified School District Hispanic Student Recognition Program Voices, Inc. BridgeBuilders 03 Peace Celebration People Helping Kids Community Health Fair City Median Beautification Christmas in April Tucson Rodeo Parade ARTWORKS Academy Pima Council on Aging People Helping Kids Camp Fire, USA Eastern District Women’s Department JobPath Tucson Downtown Alliance Summer Youth Employment Arizona National Guard Youth Leadership Retreat Dream Builders Community Ministry Southern Arizona Center Against Sexual Assault Menlo Park Marquee Sign Sub-Total of Contingency Fund Transfers as of June 30, 2002 Remaining Contingency Fund Balance Program Total $ 3,000 1,000 5,005 1,250 8,000 15,000 7,700 5,000 1,011 1,210 1,000 2,000 2,500 6,000 6,200 9,000 2,000 6,525 1,750 1,000 12,000 3,000 1,214 10,000 1,500 500 250 250 13,000 1,761 450 500 3,648 11,160 3,500 $ 148,884 26,116 $ 175,000 395 396 RIO NUEVO PROJECT FOR INFORMATION PURPOSES. THIS IS NOT PART OF THE CITY OF TUCSON BUDGET. MISSION STATEMENT: To create a vital city heart that expresses and nurtures Tucson’s unique natural landscape, cultural heritage, rich history, and community values. OVERVIEW The Rio Nuevo Multipurpose Facilities District was formed in November 1999 with voter authorization in order to fund the process of recreating Tucson’s birthplace, restoring historic buildings and existing museums, and stimulating new private investment in Tucson’s downtown area. The Rio Nuevo Project will create a solid foundation in which both residents and visitors can experience the cultural riches of our community’s heritage. Its residential and commercial development opportunities will re-create a vibrant core of new life in the heart and future of Tucson. Capital investment financing for the Rio Nuevo Project is made up of the incremental portion of state sales tax revenues to be generated within the district’s geographical boundaries, city funding equaling a match of this state sales tax revenue, and private investment funding. It is currently projected that $60 million of state sales tax will be made available to the Rio Nuevo Project and that the city match portion will provide another $60 million. These funds will be collected over a ten-year period, projected to begin in Fiscal Year 2003. Supplemental private investment dollars over a 20-year timeframe could generate a total Rio Nuevo Project development investment of over $750 million. The level of ultimate funding will be dependent upon the amount of private investment leveraged over time by the District’s $120 million of public investment.. An intergovernmental agreement between the City of Tucson and the District established that the city manager is the executive director of the district, the finance director is the treasurer, and that city staff provides administrative and operational advice and assistance. The District’s Board of Directors adopts its annual budget in June of each year. HIGHLIGHTS During Fiscal Year 2002, the Rio Nuevo Multipurpose Facilities District acquired the Tucson Convention Center (TCC) and its parking facility through a lease payment financing. This fulfilled the Arizona statute requirement that a multipurpose facilities district must include a primary component that is used to accommodate sporting events and entertainment, cultural, civic, meeting, trade show, or convention events or activities. The acquisition and improvements to the TCC ensure that the District can receive the state sales tax increment for use in funding certain aspects of the Rio Nuevo Project. The City of Tucson will make sublease payments to the District as rental for continued use and occupancy of the TCC. City staff working on the Rio Nuevo Project, in conjunction with the Progressive Urban Management Associates consulting firm, held a Downtown Tucson Stakeholder Summit in January 2002. This summit brought together for the first time all downtown organizations for a two-day meeting to identify roles, responsibilities, and priorities for downtown revitalization and ways to improve collaboration. 397 RIO NUEVO PROJECT RESOURCE SUMMARY Actual FY 2001 Adopted* FY 2002 Estimated FY 2002 Adopted* FY 2003 Projected* FY 2004 POSITION SUMMARY PERMANENT Rio Nuevo Project** Total 2.50 2.50 2.50 5.25 5.25 2.50 2.50 2.50 5.25 5.25 $ 2,013,153 $ 2,203,090 $ 4,246,430 $ 7,226,130 $ 6,181,180 2,013,153 32,547 2,203,090 6,555,000 4,246,430 1,232,840 7,226,130 11,781,250 6,181,180 13,900,000 $ 2,045,700 $ 8,758,090 $ 5,479,270 $ 19,007,380 $ 20,081,180 $ 240,730 1,736,060 33,680 2,683 -0- $ 355,090 1,750,000 60,000 38,000 -0- $ 195,500 627,210 16,830 167,500 3,239,390 $ $ 2,013,153 32,547 2,203,090 6,555,000 4,246,430 1,232,840 7,226,130 11,781,250 6,181,180 13,900,000 $ 2,045,700 $ 8,758,090 $ 5,479,270 $ 19,007,380 $ 20,081,180 $ 2,013,153 $ 2,203,090 $ 4,246,430 $ 7,226,130 $ 6,181,180 $ 2,013,153 $ 2,203,090 $ 4,246,430 $ 7,226,130 $ 6,181,180 FINANCIAL SUMMARY Rio Nuevo Project Operating Total*** Capital Improvements Total CHARACTER OF EXPENDITURES Personal Services Services Commodities Equipment Other** Operating Total*** Capital Improvements Total 370,000 1,133,100 72,500 11,750 5,638,780 384,800 943,100 72,500 43,000 4,737,780 SOURCE OF FUNDS OPERATING FUNDS Rio Nuevo Multipurpose District Operating Funds Total *The Rio Nuevo Multipurpose Facilities District Board of Directors adopts the Rio Nuevo Project budget for each fiscal year; the City of Tucson Mayor and Council do not adopt it. The Fiscal Year 2004 budget is a projection only. **Staffing for Fiscal Years 2003 and 2004 includes 2.75 full time equivalent (FTE) City of Tucson staff positions; 2.5 FTEs may potentially be non-city staff. ***The operating total for Estimated Fiscal Year 2002, Adopted Fiscal Year 2003, and Projected Fiscal Year 2004 includes the debt service payment incurred by the Rio Nuevo Multipurpose District on the financing of the Tucson Convention Center (TCC). These payments ($3.2 million in Fiscal Year 2002 and $4.7 million in each of Fiscal Years 2003 and 2004) are to be offset by the revenue received by the District from the City of Tucson as lease payments for the use of the TCC. 398 RIO NUEVO PROJECT Resource Summary (Continued) Actual FY 2001 Adopted* FY 2002 Estimated FY 2002 Adopted* FY 2003 Projected* FY 2004 Source of Funds (Continued) CAPITAL FUNDS Rio Nuevo Multipurpose District $ 32,547 $ 6,555,000 $ 1,232,840 $ 11,781,250 $ 13,900,000 Capital Funds Total $ 32,547 $ 6,555,000 $ 1,232,840 $ 11,781,250 $ 13,900,000 Total $ 2,045,700 $ 8,758,090 $ 5,479,270 $ 19,007,380 $ 20,081,180 RIO NUEVO MASTER PLAN The Rio Nuevo Master Plan – 10-Year Development Program is a comprehensive study that unites Tucson’s rich cultural past with an exciting economic future. Thirty-four projects were identified in the Master Plan as proposed development that would be funded and initiated during the next five years. Phase one consists of 11 cultural projects, 8 residential projects, 10 commercial projects, and 5 infrastructure projects. The plan identifies phase two projects for the second five years, and the long-range vision component of the plan includes the following ten years. Projects that have been identified as being underway or in the detailed planning stages during Fiscal Years 2003 and 2004 include: • • • • • • Tucson Convention Center Box Office Fox Theatre Restoration University of Arizona Science Center Tucson Origins Project Private Sector Land Sales Aquarium 399