TABLE OF CONTENTS VOLUME II OPERATING BUDGET DETAIL Elected and Official Mayor and Council......................................................................................................................................... City Manager ................................................................................................................................................... City Clerk......................................................................................................................................................... City Attorney................................................................................................................................................... 1 7 17 27 Neighborhood Services City Court ........................................................................................................................................................ Community Services ...................................................................................................................................... Fire.................................................................................................................................................................... Library.............................................................................................................................................................. Neighborhood Resources ............................................................................................................................. Office of Equal Opportunity Programs and Independent Police Review............................................ Office of the Public Defender ..................................................................................................................... Parks and Recreation ..................................................................................................................................... Police................................................................................................................................................................ Tucson City Golf............................................................................................................................................ 41 51 67 81 97 103 111 117 137 153 Environment and Development Development Services................................................................................................................................... Environmental Services................................................................................................................................. Transportation ................................................................................................................................................ Tucson Water.................................................................................................................................................. Urban Planning and Design ......................................................................................................................... Zoning Examiner ........................................................................................................................................... 161 173 189 211 233 247 Strategic Initiatives Intergovernmental Relations ........................................................................................................................ Office of Economic Development ............................................................................................................. Tucson Convention Center .......................................................................................................................... Tucson-Mexico Trade Office....................................................................................................................... 251 257 263 271 Support Services Budget and Research ..................................................................................................................................... Finance............................................................................................................................................................. General Services ............................................................................................................................................. Human Resources .......................................................................................................................................... Information Technology............................................................................................................................... Procurement.................................................................................................................................................... 277 285 299 317 327 341 TABLE OF CONTENTS Non-Departmental ................................................................................................................................................. Outside Agencies............................................................................................................................................ General Expense ............................................................................................................................................ Debt Service.................................................................................................................................................... Debt Management Policy.............................................................................................................................. Contingency Fund.......................................................................................................................................... 353 355 359 361 365 370 MAYOR AND COUNCIL OPERATING: POSITION TOTAL: $ 3,118,990 53.00 MAYOR COUNCIL PROGRAM ALLOCATION FINANCING PLAN Council-Ward 2 12% Council-Ward 3 12% Council-Ward 1 12% Council-Ward 4 12% General Fund 100% Mayor 17% Council-Ward 5 12% Administrative Expenses 11% Council-Ward 6 12% TEN YEAR STAFFING TRENDS Adopted Positions 53.00 2004 1999 53.00 2003 43.50 53.00 2002 43.50 1998 50.00 53.00 2001 60.00 44.50 40.00 40.00 36.00 36.00 2000 1997 1996 1995 30.00 1 CITY OF TUCSON WARD MAP 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 approximately 81,340 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 Office Mayor Ward 1 Ward 2 Ward 3 Ward 4 Ward 5 Ward 6 Representative Robert E. Walkup José J. Ibarra Carol W. West Kathleen Dunbar Shirley C. Scott Steve Leal Fred Ronstadt Address 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 at 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, may be viewed online at: www.cityoftucson.org/agdocs. Hard copies 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, 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 2003 Adopted FY 2004 PERMANENT Mayor Council-Ward 1 Council-Ward 2 Council-Ward 3 Council-Ward 4 Council-Ward 5 Council-Ward 6 Administrative Expenses 9.50 7.00 7.00 7.00 7.00 7.00 7.00 1.50 9.50 7.00 7.00 7.00 7.00 7.00 7.00 1.50 Department Total 53.00 53.00 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 9.50 7.00 7.00 7.00 7.00 7.00 7.00 1.50 9.50 7.00 7.00 7.00 7.00 7.00 7.00 1.50 9.50 7.00 7.00 7.00 7.00 7.00 7.00 1.50 53.00 53.00 53.00 POSITION SUMMARY FINANCIAL SUMMARY Mayor Council-Ward 1 Council-Ward 2 Council-Ward 3 Council-Ward 4 Council-Ward 5 Council-Ward 6 Administrative Expenses Department Total $ 495,015 283,824 317,852 290,483 314,173 333,676 289,570 148,380 $ $ 2,472,973 527,030 344,990 337,400 312,940 373,370 348,770 337,550 162,950 $ 2,745,000 4 $ 527,030 303,990 307,400 302,940 338,370 318,770 337,550 132,920 $ 2,568,970 $ 546,120 373,180 373,180 373,180 373,180 373,180 373,180 333,790 $ 3,118,990 $ 581,000 397,980 397,980 397,980 397,980 397,980 397,980 342,280 $ 3,311,160 MAYOR AND COUNCIL Department Resources (Continued) Actual FY 2003 Adopted FY 2004 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 $ 2,305,993 160,183 53,452 7,884 (54,539) $ 2,564,220 159,500 58,280 -0(37,000) $ 2,369,190 159,500 58,280 -0(18,000) $ 2,688,860 369,740 60,390 -0-0- $ 2,880,080 370,690 60,390 -0-0- $ 2,472,973 $ 2,745,000 $ 2,568,970 $ 3,118,990 $ 3,311,160 $ 2,472,973 $ 2,745,000 $ 2,568,970 $ 3,118,990 $ 3,311,160 $ 2,472,973 $ 2,745,000 $ 2,568,970 $ 3,118,990 $ 3,311,160 CHARACTER OF EXPENDITURES Personal Services Services Commodities Equipment Inter-Activity Transfers Department Total SOURCE OF FUNDS General Fund Department Total SIGNIFICANT CHANGES Fiscal Year 2005 The adopted operating budget for Fiscal Year 2005 of $3,118,990 reflects an increase of $373,990 from the Fiscal Year 2004 Adopted Budget. Funding has been added to ensure the recruitment and retention of employees, including merit-based raises, a 2% market-based compensation adjustment, coverage for health insurance and pension increases. In addition, a change in the formula for allocating maintenance and related facility costs will result in a $210,210 transfer from the General Services Department. Beginning in Fiscal Year 2005, each Council Office is allocated an equal budget. Fiscal Year 2006 The operating budget for Fiscal Year 2006 of $3,311,160 includes an increase of $192,170 from Fiscal Year 2005. Funding has been added to ensure the recruitment and retention of employees, including merit-based raises, marketbased compensation adjustments, coverage for health insurance and pension increases. 5 6 CITY MANAGER OPERATING: POSITION TOTAL: $ 2,250,840 19.00 CITY MANAGER ORGANIZATIONAL DEVELOPMENT AGENDA FINANCING PLAN PROGRAM ALLOCATION Agenda 11% City Manager 69% General Fund 100% Organizational Development 20% 19.80 23.00 19.20 22.00 21.00 22.00 2000 30.00 1999 40.00 1998 TEN YEAR STAFFING TRENDS Adopted Positions 23.75 24.25 22.25 19.25 20.00 10.00 7 2004 2003 2002 2001 1997 1996 1995 0.00 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 includes three units: City Manager, Agenda, and Organizational Development (which includes strategic planning and training). In addition, the City Manager retains hiring authority for and the reporting responsibility over other budgetarily distinct units that, prior to Fiscal Year 2002, were included in the City Manager budget: Office of Equal Opportunity Programs and Independent Police Review, 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’s Office. 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 The City of Tucson has progressively moved forward in its efforts to become a more strategic, results-oriented organization with a sustainable future. The goal of the strategic approach is to become more efficient and effective in delivering quality services to residents. The City of Tucson’s Strategic Plan was created to designate long term goals for the organization. The plan identifies six focus areas and the projects that are important to making progress towards those goals. These projects are inventoried in the city’s annual Strategic Work Plan and database. Routine briefings on Strategic Plan progress were conducted with the Mayor and Council as well as a year-end report that detailed accomplishments in Fiscal Year 2003. A comprehensive citywide survey was initially conducted in Fiscal Year 2001 and repeated in 2004 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. A series of nine Employee Town Halls was held in the summer of 2003 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. A series of budget meetings was also held with employees to inform them of our fiscal status and seek their knowledgeable input. In an effort to improve communications with city employees, the city manager continues to publish a bi-weekly newsletter that provides information from the city manager’s perspective on current issues and city projects. The city’s employee intranet Web site continues to be upgraded to provide another avenue for information to employees. 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 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 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). The Agenda Office 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. 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, improvements in customer service, and organizational efficiency. 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. 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. 10 CITY MANAGER DEPARTMENT RESOURCES Actual FY 2003 Adopted FY 2004 13.25 3.00 4.00 13.25 3.00 3.00 20.25 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 13.25 3.00 3.00 13.00 3.00 3.00 13.00 3.00 3.00 19.25 19.25 19.00 19.00 $ 1,436,527 225,723 33,060 431,801 $ 1,452,010 217,370 -0371,390 $ 1,383,640 234,870 -0277,090 $ 1,554,770 250,810 -0445,260 $ 1,659,920 265,840 -0380,140 $ 2,127,111 $ 2,040,770 $ 1,895,600 $ 2,250,840 $ 2,305,900 $ 1,953,999 130,256 43,037 (181) $ 1,841,420 160,230 40,120 (1,000) $ 1,764,160 87,170 45,270 (1,000) $ 1,900,320 210,920 140,570 (970) $ 2,038,380 207,440 61,020 (940) $ 2,127,111 $ 2,040,770 $ 1,895,600 $ 2,250,840 $ 2,305,900 General Fund General Fund: Restricted $ 2,127,111 -0- $ 2,033,270 7,500 $ 1,892,010 3,590 $ 2,246,930 3,910 $ 2,305,900 -0- Department Total $ 2,127,111 $ 2,040,770 $ 1,895,600 $ 2,250,840 $ 2,305,900 POSITION SUMMARY PERMANENT City Manager Agenda Organizational Development Department Total FINANCIAL SUMMARY City Manager Agenda Annexation* Organizational Development Department Total CHARACTER OF EXPENDITURES Personal Services Services Commodities Inter-Activity Transfers Department Total SOURCE OF FUNDS *Annexation was transferred to Urban Planning and Design. SIGNIFICANT CHANGES Fiscal Year 2005 The adopted operating budget for Fiscal Year 2005 of $2,250,840 reflects an increase of $210,070 from the Fiscal Year 2004 Adopted Budget. Funding has been added to ensure the recruitment and retention of employees, including merit-based raises, a 2% market-based compensation adjustment, coverage for health insurance, and pension increases. Other significant changes are as follows: ♦ Completion of acquisitions begun in Fiscal Year 2004 will be funded through an $80,000 carryforward. ♦ A change in the formula for allocating maintenance and related facility costs will result in a $53,030 transfer from the General Services Department. 11 CITY MANAGER Significant Changes (Continued) Fiscal Year 2006 The operating budget for Fiscal Year 2006 of $2,305,900 includes an increase of $55,060 from Fiscal Year 2005. Funding has been added to ensure the recruitment and retention of employees, including merit-based raises, marketbased compensation adjustments, coverage for health insurance, and pension increases. 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. 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 biennial, 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 Actual FY 2003 Adopted FY 2004 34 5 987 36 6 1,110 4 Adopted FY 2005 Approved FY 2006 38 6 1,000 37 6 1,000 37 6 1,000 8 7 7 7 N/A 10 10 N/A 10 N/A 30 30 N/A 30 12 Estimated FY 2004 CITY MANAGER City Manager (Continued) KEY MEASURES OF PERFORMANCE Direct the development of the city strategic plan which identifies Mayor and Council focus areas, direct the development of department work plans and 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 2003 Adopted FY 2004 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 6 101 3 6 100 4 6 100 2 6 100 4 6 100 4 9 238 16 500 10 300 10 300 10 330 RESOURCE SUMMARY Position Resources Financial Resources General Fund 13.25 13.25 13.25 13.00 13.00 $ 1,436,527 $ 1,452,010 $ 1,383,640 $ 1,554,770 $ 1,659,920 13 CITY MANAGER 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. 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. 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 2003 Adopted FY 2004 34 36 5 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 38 37 37 6 6 6 6 664 680 650 650 650 649 650 650 650 650 338 460 400 400 400 RESOURCE SUMMARY Position Resources Financial Resources General Fund 3.00 3.00 3.00 3.00 3.00 $ 225,723 $ 217,370 $ 234,870 $ 250,810 $ 265,840 14 CITY MANAGER ANNEXATION* RESOURCE SUMMARY Position Resources Financial Resources General Fund Actual FY 2003 Adopted FY 2004 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 -0- -0- -0- -0- -0- $ 33,060 $ -0- $ -0- $ -0- $ -0- *Annexation was transferred to Urban Planning and Design. ORGANIZATIONAL DEVELOPMENT MISSION STATEMENT: Organizational Development is 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 strategic planning, process improvement, leadership, and team development for improved service delivery to the community. KEY MEASURES OF PERFORMANCE Key Outputs Provide consultation, support, and training to executive leaders. • Number of learning hours per executive • Number of networking and learning sessions provided for assistant directors 32 30 28 32 32 1 4 2 4 4 RESOURCE SUMMARY Position Resources Financial Resources General Fund General Fund: Restricted Financial Resources Total 4.00 3.00 3.00 3.00 3.00 $ 431,801 -0- $ 363,890 7,500 $ 273,500 3,590 $ 441,350 3,910 $ 380,140 -0- $ 431,801 $ 371,390 $ 277,090 $ 445,260 $ 380,140 15 16 CITY CLERK OPERATING: POSITION TOTAL: $ 3,785,520 37.00 ADMINISTRATION LEGISLATIVE MANAGEMENT * RECORDS/ELECTIONS MANAGEMENT* FINANCING PLAN CAMPAIGN FINANCE/ FINANCIAL MANAGEMENT* PROGRAM ALLOCATION Administration 11% Campaign Finance/ Financial Management 25% Legislative Management 14% General Fund 100% Records/ Elections Management 50% 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 69.50 40.50 40.50 1997 50.00 39.50 1996 75.00 44.50 63.50 43.00 58.50 41.00 *Division names changed for Fiscal Year 2005. 17 2004 2003 2002 2001 2000 1999 1998 1995 25.00 18 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 body. 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 municipal elections and administers the Campaign Finance Program as prescribed by the City Charter. The City Clerk is appointed by the Mayor and Council. The divisions of the City Clerk are Administration, Legislative Management, Records/Elections Management, and Campaign Finance/Financial Management. Mayor and Council elections are held every other year, which results in a fluctuation in staffing and budget levels. Fiscal Year 2004 was an election year for Mayor, and Council Members for Wards 1, 2, and 4. In Fiscal Year 2006, elections will be held for Council Members in Wards 3, 5, and 6. DEPARTMENT HIGHLIGHTS The recording system in the Mayor and Council chambers was upgraded to enhance the audio system. The City Clerk provided current election information and statistics to the public in a timely manner through the use of the city’s Web page. For the first time, during the 2004 election cycle, citizens were provided the opportunity to request Early Ballots on-line. This resulted in the most early ballot requests ever in a City of Tucson election. The City Clerk created a manual for the precinct Accu-vote units that assisted the election workers in operating the equipment and successfully transmitting results on election night. This manual was praised by the workers and is being used as a model in other jurisdictions in the State of Arizona. A new security system was installed at the City Records Center, located at 4300 South Park, and at the City Clerk Elections/Records Facility located at 800 East 12th Street. The new system provides on-site and remote monitoring of election activities, and increases security for records stored at these facilities. In Fiscal Year 2004 the City Clerk instituted a self-service program for city departments at the City Records Center. Selected employees from various departments who require access to records on a daily basis were trained in security, retrieval, and refiling of records. This provides those departments with constant access to the City Records Center and offsets the impact that a reduction in hours due to budget cuts might have caused. Under the administration of the City Clerk, the Human Relations Commission held the Martin Luther King Commemorative event in February 2004. A scholarship of $2,500 was awarded. The keynote speaker was Dr. Julian Nava. 19 CITY CLERK 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, and to properly administer 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 2003 Adopted FY 2004 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 2.00 12.50 8.00 16.00 2.00 9.50 8.00 16.00 2.00 8.50 8.00 16.00 2.00 8.50 8.00 16.00 2.00 8.50 8.00 16.00 38.50 35.50 34.50 34.50 34.50 NON-PERMANENT Records/Elections Management* 2.50 23.00 23.00 2.50 23.00 Non-Permanent Total 2.50 23.00 23.00 2.50 23.00 41.00 58.50 57.50 37.00 57.50 POSITION SUMMARY PERMANENT Administration Legislative Management* Records/Elections Management* Campaign Finance/Financial Management* Permanent Total Department Total FINANCIAL SUMMARY Administration Legislative Management* Records/Elections Management* Campaign Finance/Financial Management* Department Total $ 250,880 655,636 1,104,220 930,602 $ 2,941,338 $ 211,550 693,910 2,568,000 1,220,730 $ 4,694,190 *Division names changed for Fiscal Year 2005. 20 $ 281,650 536,210 2,725,820 888,140 $ 4,431,820 $ 435,520 516,120 1,881,350 952,530 $ 3,785,520 $ 446,150 540,200 2,632,330 1,333,480 $ 4,952,160 CITY CLERK Department Resources (Continued) Actual FY 2003 Adopted FY 2004 $ 2,484,520 353,229 103,589 -0- $ 2,795,100 1,345,820 548,270 5,000 $ 2,941,338 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 $ 2,795,090 757,810 798,920 80,000 $ 2,319,670 1,316,630 144,220 5,000 $ 2,901,520 1,495,600 550,040 5,000 $ 4,694,190 $ 4,431,820 $ 3,785,520 $ 4,952,160 $ 2,941,338 $ 4,694,190 $ 4,431,820 $ 3,785,520 $ 4,952,160 $ 2,941,338 $ 4,694,190 $ 4,431,820 $ 3,785,520 $ 4,952,160 CHARACTER OF EXPENDITURES Personal Services Services Commodities Equipment Department Total SOURCE OF FUNDS General Fund Department Total SIGNIFICANT CHANGES Fiscal Year 2005 The adopted operating budget for Fiscal Year 2005 of $3,785,520 reflects a decrease of $908,670 from the Fiscal Year 2004 Adopted Budget. Fiscal Year 2005 is not a regularly scheduled election year and $1.4 million budgeted in Fiscal Year 2004 for mayor and council office elections will not be required. There is funding for a bond election anticipated for May 2005. Funding has been added to ensure the recruitment and retention of employees, including merit-based raises, a 2% market-based compensation adjustment, coverage for health insurance and pension increases. ♦ A change in the formula for allocating maintenance and related facility costs will result in a $167,710 transfer from the General Services Department. ♦ Completion of projects and acquisitions begun in Fiscal Year 2004 will be funded through a $140,000 carryforward. Fiscal Year 2006 The operating budget for Fiscal Year 2006 of $4,952,160 reflects an increase of $1,166,640 with the majority of the increase due to the conduct of regularly scheduled elections involving three council seats. Funding has been added to ensure the recruitment and retention of employees, including merit-based raises, market-based compensation adjustments, coverage for health insurance and pension increases. 21 CITY CLERK 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. RESOURCE SUMMARY Position Resources Financial Resources General Fund Actual FY 2003 Adopted FY 2004 2.00 2.00 $ 250,880 $ 211,550 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 2.00 2.00 2.00 $ 281,650 $ 435,520 $ 446,150 LEGISLATIVE MANAGEMENT MISSION STATEMENT: The Legislative Management Division provides administrative direction to the department, 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 Respond to 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 Publish all legal advertisements for Mayor and Council public hearings, ordinances, and resolutions as required. • Number of legal advertisements published 43 45 43 50 45 1,640 1,620 1,620 1,640 1,620 36 36 38 37 37 6 6 6 6 6 178 175 165 180 165 22 CITY CLERK Legislative Management (Continued) KEY MEASURES OF PERFORMANCE Complete minutes and special verbatim transcripts of Mayor and Council meetings and for boards, commissions, and committees meetings. • Number of Mayor and Council meetings transcribed • Number of boards, commissions and committees meetings transcribed Key Outcomes Complete activities in accordance with established guidelines. • Percent of requests from Mayor and Council or City Manager completed in a timely manner • Percent of mandated meeting requirements met Actual FY 2003 Adopted FY 2004 59 70 98 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 65 65 65 267 98 98 98 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% RESOURCE SUMMARY Position Resources Financial Resources General Fund 12.50 9.50 8.50 8.50 8.50 $ 655,636 $ 693,910 $ 536,210 $ 516,120 $ 540,200 23 CITY CLERK RECORDS/ELECTIONS MANAGEMENT MISSION STATEMENT: The Records/Elections Management 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. The division also ensures that elections are conducted in accordance with legal requirements and established policies and procedures, encouraging maximum voter participation. KEY MEASURES OF PERFORMANCE Actual FY 2003 Adopted FY 2004 Adopted FY 2005 Approved FY 2006 17,000 18,500 17,500 18,000 17,500 Process citizen and staff requests for information. • Number of requests processed 20,000 22,000 20,000 18,000 18,000 Process and store records received at the Records Center within one week of receipt from city departments. • Volume of records (cubic feet) 1,800 1,400 1,400 1,800 1,400 Update voter registration statistics and boundary line changes on posted ward maps within 30 days of effective date. • Number of updates completed 8 8 8 8 8 100% 100% 100% 100% 100% Archive and maintain public documents to ensure accessibility to the public and staff. 100% 100% 100% 100% 100% Ensure that all registered voters receive information and instructions regarding the election process. 100% 100% 100% 100% 100% Key Outputs Process and file official city documents received as public record in accordance with city and state law within 30 days of receipt. • Number of documents processed and filed Key Outcomes Maintain the percentage of utilized storage space for inactive records at the Records Center. 24 Estimated FY 2004 CITY CLERK Records/Elections Management (Continued) RESOURCE SUMMARY Position Resources Financial Resources General Fund Actual FY 2003 Adopted FY 2004 10.50 31.00 $ 1,104,220 $ 2,568,000 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 31.00 10.50 31.00 $ 2,725,820 $ 1,881,350 $ 2,632,330 CAMPAIGN FINANCE/FINANCIAL MANAGEMENT MISSION STATEMENT: The Campaign Finance/Financial Management Division provides financial direction to the department and the Mayor and Council offices, monitors budget expenditures, and administers the Election Campaign Account to ensure that public funds are distributed in accordance with the provisions of the Tucson City Charter. KEY MEASURES OF PERFORMANCE Key Outputs Complete tasks associated with the Campaign Finance Program within established guidelines. • Number of mayoral and council candidate campaign finance reports reviewed and processed • Number of audits completed • Number of seminars conducted • Number of requests for public matching funds processed Update Campaign Finance Software created by the City Clerk to assist candidates and treasurers with report filing pursuant to state law and the City Charter. • Number of updates completed Provide mandated voter information/ publicity pamphlets to registered households within time frame set by state law. • Number of voter pamphlets distributed to 180,000 registered households 75 68 58 8 48 2 2 N/A 24 1 N/A 14 1 17 2 2 3 14 1 21 N/A N/A 2 2 2 N/A N/A 2 1 2 25 CITY CLERK Campaign Finance/Financial Management (Continued) KEY MEASURES OF PERFORMANCE Key Outcomes Ensure that all registered voters receive information and instructions regarding the election process. Ensure that all candidates are notified of changes to laws, procedures and filing deadlines within established timelines. Actual FY 2003 Adopted FY 2004 100% 100% N/A N/A Estimated FY 2004 Adopted FY 2005 Approved FY 2006 100% 100% 100% 100% 100% 100% RESOURCE SUMMARY Position Resources Financial Resources General Fund 16.00 16.00 16.00 16.00 16.00 $ 930,602 $ 1,220,730 $ 888,140 $ 952,530 $ 1,333,480 26 CITY ATTORNEY OPERATING: POSITION TOTAL: $ 7,643,910 106.00 ADMINISTRATION CIVIL CRIMINAL FINANCING PLAN PROGRAM ALLOCATION Miscellaneous Non-Federal Grants 2% Criminal 71% Administration 5% Miscellaneous Federal Grants 5% General Fund 90% General Fund Forfeiture Funds 3% Civil 24% TEN YEAR STAFFING TRENDS Adopted Positions 120.00 107.00 108.00 1997 110.00 1996 112.00 108.00 113.00 114.00 112.00 108.00 105.00 100.00 100.00 27 2004 2003 2002 2001 2000 1999 1998 1995 90.00 28 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; and ensure the safety of Tucson’s citizens by enforcing criminal state statutes and local ordinances. OVERVIEW The City Attorney's Office consists of the Administration, Civil, and Criminal 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. 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 land uses. The City Attorney's Office successfully defended the rights of advisory board members to pursue complaints to the Mayor and Council. The City Attorney's Office also successfully defended the city in a case brought to delay the funding and construction of the Lalo Guerrero Barrio Viejo residential housing project for the elderly. The project received approximately $4 million from the federal government for construction and is now complete and occupied. The City Attorney's Office helped negotiate the amendments to over a dozen governing documents for the transfer of the master development of Civano from Fannie Mae to Pulte Homes for the development of the second and third phases of Civano. 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. In its role with SABER, the City Attorney’s Office prosecutes slumlords for code violations; represents the city in all related and quasi-judicial 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. The code revisions drafted by the City Attorney's Office culminated in February 2002 with the Council's adoption of a new Chapter of the Tucson Code, the Neighborhood Preservation Ordinance (NPO), which provides powerful and coherent legislation for the elimination of blight. In several recent prosecutions under the NPO, attorneys in the Criminal Division of the City Attorney's Office have obtained court orders directing property owners to abate blighted properties and imposing fines approaching $10,000. As legal counsel to the Tucson Water Department, the City Attorney's Office has assisted in drafting an agreement for managed recharge in the Santa Cruz River that will augment the city's water supplies, and has drafted contracts for the purchase of two additional water companies within or adjacent to Tucson Water's service area. 29 CITY ATTORNEY Department Highlight (Continued) The City Attorney’s Office settled the Speedway Landfill litigation, paving the way for closure of the city's Vincent Mullins Landfill and freeing the property for public use. The city has successfully defended its telecommunications tax against a federal court challenge by Qwest that the tax constituted an improper charge for use of the rights-of-way. The United States District Court ruled last summer that the taxes are lawful under the Federal Telecommunications Act. The Internal Litigation Unit’s defense of the city against claims and lawsuits during Fiscal Year 2003 resulted in $5,741,558 in savings for the city. The Criminal Division achieved favorable results in a number of diverse and widely publicized cases ranging from the prosecution of a celebrity for Driving Under the Influence (DUI), the prosecution of five persons for failing to report the death of a fellow cult member, to the prosecution of bicycle activists who intentionally impeded the flow of vehicular traffic. The Criminal Division also achieved favorable results in a number of less well publicized cases including a published Court of Appeals decision denying the right to jury trial for civil infraction violations in the Speedway Landfill Case. SUPPORT FOR LIVABLE TUCSON GOALS The City Attorney's Office assists all city departments in achieving Livable Tucson Goals by providing necessary and essential legal services. Goal: Engaged Community and Responsive Government City legal staff attended meetings with residents near the Speedway Landfill to explain legal issues associated with the litigation and closure of landfills. City legal staff also participated in a series of meetings with various stakeholder groups, which were held to discuss the proposed streamlining of Land Use Code procedures. Goal: Safe Neighborhoods The Neighborhood Prosecution Team (NPT) within the Criminal Division works to reduce criminal activity and promote safety in neighborhoods. NPT attorneys prosecute such diverse matters as nuisance abatement, unruly gatherings, excessive noise, prostitution, drug offenses, graffiti, and liquor infractions. The NPT partners with the Tucson Police Department, the Arizona Department of Liquor Licenses and Control, and neighborhood groups to prosecute problem bars and illegal after-hours clubs. The NPT helps neighborhoods in their efforts to eliminate prostitution, and in the past year prosecuted more than 352 prostitution cases, with an 89% conviction rate, and helped create the Tucson Johns Web site, which posts the photos and names of persons who have been convicted of soliciting prostitutes. The NPT’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 NPT obtained area restrictions in excess of 300 cases where the offense occurred in a neighborhood park or other public place, such as the Fourth Avenue business district. The NPT continues to resolve scores of other neighborhood complaints through intervention and mediation without filing civil or criminal charges. 30 CITY ATTORNEY Support for Livable Tucson Goals (Continued) Safe Neighborhoods (Continued) The NPT also prosecutes cases generated through the SABER program in order to improve the safety of neighborhoods by obtaining court orders directing the abatement of slum properties and other blighting conditions. In a case involving a historic district property on the eastside, the NPT successfully prosecuted dozens of code violations and secured the imposition of $9,500 in fines. On the southwest side, the prosecution of numerous code violations resulted in the removal of a hazardous junk pile at a residential property across the street from a public school. The successful prosecution of a public nuisance case involving a residence on the southside converted the property from a gathering spot for drinking, drug and prostitution activity to a cleaned, marketed and sold residential property. In midtown, the NPT responded to the complaints of an elementary school about the condition of a neighboring property and the safety risks posed to children nearby. At a property on East Waverly, the NPT worked with the police and neighbors to curtail the recurring criminal activity on the premises. On East Speedway, the NPT secured an agreement for $20,000 in facility improvements to mitigate noise that had created a neighborhood nuisance and generated litigation that had spanned many years. The City Attorney’s Office provides two attorneys as legal advisors to the Tucson Police Department (TPD). The legal advisors ensure that TPD members are provided with complete and up-to-date 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. 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. 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 Civil Division assisted the Gay, Lesbian, Bisexual, Transgender (GLBT) Commission enact the first Domestic Registry in the state. 31 CITY ATTORNEY Support for Livable Tucson Goals (Continued) Caring, Healthy Families and Youth (Continued) The chronically mentally ill. In concert with Tucson City Court, the Community Partnership of Southern Arizona, and the Office of the Public Defender, 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. 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 City Attorney’s office assisted in clearing legal hurdles to bioremediation of landfills. 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: Clean Air and Quality Water Legal staff is working towards achieving meaningful standards for the city’s stormwater discharge. The City Attorney’s Office is also working for the preservation of Lakeside Lake. Goal: Successful Downtown The City Attorney’s Office works with other city departments and divisions, most notably the Río Nuevo Office, to facilitate the revitalization of downtown Tucson. The City Attorney’s Office has assisted in the creation of solicitations for downtown investment, such as the West Congress Street residential project and the Thrifty Block redevelopment that will result in new residential and commercial development in downtown. The City Attorney’s Office also has helped negotiate and execute development agreements for downtown redevelopment, including the construction of a new Pennington Street parking garage and the rehabilitation of the Historic Fox Theatre. The City Attorney’s Office has worked with the Community Services Department to prepare a HOPE VI grant application and draft development agreement in conjunction with the redevelopment and rehabilitation of the Martin Luther King/Depot Plaza site on the east side of the downtown. Support for Livable Tucson Goals (Continued) 32 CITY ATTORNEY 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 to city departments to ensure compliance with labor and employment laws and on-going legal support on managing personnel issues for a workforce of approximately 6,000 employees. 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. DEPARTMENT RESOURCES Actual FY 2003 Adopted FY 2004 2.00 27.00 76.00 7.00 2.00 27.00 76.00 -0- 112.00 105.00 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 3.00 26.00 76.00 -0- 3.00 26.00 77.00 -0- 3.00 26.00 77.00 -0- 105.00 106.00 106.00 328,780 1,467,750 4,959,710 -0- $ 388,280 1,796,360 5,459,270 -0- $ 403,090 1,911,820 5,791,960 -0- POSITION SUMMARY PERMANENT Administration Civil Criminal Consumer Affairs Department Total FINANCIAL SUMMARY Administration Civil Criminal Consumer Affairs Department Total $ 274,161 1,593,609 4,545,669 421,203 $ 261,770 1,722,740 5,097,540 -0- $ $ 6,834,642 $ 7,082,050 $ 6,756,240 $ 7,643,910 $ 8,106,870 $ 6,454,576 554,277 162,470 11,796 (348,477) $ 6,682,400 549,090 199,410 -0(348,850) $ 6,413,740 475,960 157,930 -0(291,390) $ 7,191,810 556,100 215,070 25,000 (344,070) $ 7,701,060 578,890 200,070 -0(373,150) $ 6,834,642 $ 7,082,050 $ 6,756,240 $ 7,643,910 $ 8,106,870 $ 6,449,341 54,697 259,038 71,566 $ 6,354,670 210,010 383,980 133,390 $ 6,267,440 129,810 266,980 92,010 $ 6,917,470 210,010 378,130 138,300 $ 7,341,720 210,010 409,560 145,580 $ 6,834,642 $ 7,082,050 $ 6,756,240 $ 7,643,910 $ 8,106,870 CHARACTER OF EXPENDITURES Personal Services Services Commodities Equipment Inter-Activity Transfers Department Total SOURCE OF FUNDS General Fund General Fund: Forfeiture Funds Miscellaneous Federal Grants Miscellaneous Non-Federal Grants Department Total SIGNIFICANT CHANGES 33 CITY ATTORNEY Fiscal Year 2005 The adopted operating budget for Fiscal Year 2005 of $7,643,910 reflects an increase of $561,860 from the Fiscal Year 2004 Adopted Budget. Funding has been added to ensure the recruitment and retention of employees, including merit-based raises, a 2% market-based compensation adjustment, coverage for health insurance, and pension increases. Other significant changes are as follows: ♦ A change in the formula for allocating maintenance and related facility costs will result in a $62,710 transfer from the General Services Department. ♦ In response to state mandates, $52,210 for one court clerk have been added to the budget. Fiscal Year 2006 The operating budget for Fiscal Year 2006 of $8,106,870 includes an increase of $462,960 from Fiscal Year 2005. Funding has been added to ensure the recruitment and retention of employees, including merit-based raises, marketbased compensation adjustments, coverage for health insurance, and pension increases. 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 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 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 Actual FY 2003 Adopted FY 2004 127 11,840 206 11,963 36 Adopted FY 2005 Approved FY 2006 132 12,255 136 12,684 140 13,128 36 30 36 35 3 6 4 6 5 54,444 56,000 56,350 58,323 60,365 34 Estimated 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 Actual FY 2003 Adopted FY 2004 95% 95% 95% 84% Estimated FY 2004 Adopted FY 2005 Approved FY 2006 95% 95% 95% 95% 95% 95% 95% 85% 85% 85% 85% RESOURCE SUMMARY Position Resources Financial Resources General Fund 2.00 2.00 3.00 3.00 3.00 $ 274,161 $ 261,770 $ 328,780 $ 388,280 $ 403,090 35 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 2003 Adopted FY 2004 Adopted FY 2005 Approved FY 2006 130 134 135 140 144 Actively defend in-house wrongful act litigation cases against the city. 31 43 41 43 45 Monitor bankruptcy and garnishment cases to protect public resources. 445 388 400 414 429 Provide legal review of all city contracts and foreclosure actions to protect the public resources. 927 1,006 930 962 995 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. 1,480 1,610 1,500 1,552 1,606 127 11,840 206 11,963 132 12,255 136 12,684 140 13,128 $ 5,742 $ 2,700 $ 5,915 $ 6,092 $ 6,275 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). 36 Estimated FY 2004 CITY ATTORNEY Civil (Continued) KEY MEASURES OF PERFORMANCE Produce favorable civil case outcomes for the city • Number of civil cases with favorable outcomes (less than estimated exposure) • Percent of cases with favorable outcomes • 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 Actual FY 2003 Adopted FY 2004 32 40 98% Estimated FY 2004 Adopted FY 2005 Approved FY 2006 35 37 39 95% 95% 95% 95% 7 8 8 8 8 90% 23 95% 35 95% 28 95% 28 95% 28 95% 95% 95% 95% 95% 95% 95% 95% 95% 95% RESOURCE SUMMARY Position Resources Financial Resources General Fund 27.00 27.00 26.00 26.00 26.00 $ 1,593,609 $ 1,722,740 $ 1,467,750 $ 1,796,360 $ 1,911,820 37 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 Adopted FY 2005 Approved FY 2006 4,146 4,290 4,440 235 272 282 292 81% 85% 85% 85% 85% 5,890 6,500 6,096 6,310 6,530 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) 35,526 3,258 35,000 3,300 36,770 3,372 38,057 3,490 39,389 3,612 $ 128 $ 136 $ 132 $ 137 $ 142 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 99% 95% 99% 95% 95% 74% 86% 85% 85% 85% 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 Actual FY 2003 Adopted FY 2004 4,006 4,398 263 38 Estimated FY 2004 CITY ATTORNEY Criminal (Continued) KEY MEASURES OF PERFORMANCE Obtain responses to public surveys rating staff professionalism. • Percent of public survey responses indicating professional treatment from the prosecutor 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” rating Actual FY 2003 Adopted FY 2004 77% 85% 85% Estimated FY 2004 Adopted FY 2005 Approved FY 2006 85% 85% 85% 95% 95% 95% 95% 9.6% 10.0% 10.0% 10.0% 10.0% 84% 95% 95% 95% 95% RESOURCE SUMMARY Position Resources Financial Resources General Fund General Fund: Forfeiture Funds Miscellaneous Federal Grants Miscellaneous Non-Federal Grants Financial Resources Total 76.00 76.00 76.00 77.00 77.00 $ 4,160,368 54,697 259,038 71,566 $ 4,370,160 210,010 383,980 133,390 $ 4,470,910 129,810 266,980 92,010 $ 4,732,830 210,010 378,130 138,300 $ 5,026,810 210,010 409,560 145,580 $ 4,545,669 $ 5,097,540 $ 4,959,710 $ 5,459,270 $ 5,791,960 39 CITY ATTORNEY CONSUMER AFFAIRS* RESOURCE SUMMARY Position Resources Financial Resources General Fund Actual FY 2003 Adopted FY 2004 7.00 -0- $ 421,203 $ -0- *The Consumer Affairs Division was eliminated in Fiscal Year 2004. 40 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 -0- -0- -0- $ -0- $ -0- $ -0- CITY COURT OPERATING: CAPITAL: TOTAL: POSITION TOTAL: $ 9,875,580 _984,900 $ 10,860,480 141.30 JUDICIAL ADMINISTRATION PROGRAM ALLOCATION FINANCING PLAN TEAM*/ Parkwise Fund 1% Miscellaneous Non-Federal Grants 4% General Fund: City Court Revenues 84% Capital Improvements 9% Administration 70% General Fund: Restricted 11% Judicial 21% *Transportation Enterprise Area Management (TEAM) TEN YEAR STAFFING TRENDS Adopted Positions 160.00 1997 141.80 143.80 143.80 140.00 133.80 138.30 137.30 2004 138.80 2003 138.80 1996 145.30 141.30 41 2002 2001 2000 1999 1998 1995 120.00 42 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, 2 limited special magistrates, 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. The Administration Division provides, and is responsible for, personnel management, facilities management, budget management, 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 Facilities Enhancement: City Court has added a second security station (metal detector and x-ray) in order to decrease the time visitors to the court must wait to enter the building. Prior to the addition of this second security station the waiting lines to enter the building often extended a block or more down Alameda Street. City Court has an average of 1,805 individuals pass through the doors Monday through Friday. Security protocols remain very strict at the court as a result of the September 11, 2001 terrorist incident. Customer Service Enhancements (Waiting Times): The Public Services and Sentence Enforcement Divisions have restructured to reduce waiting times in the customer service lobby from nearly one-hour to an average of 18 minutes. Delays still occur depending on time of day and volume of persons seeking to access services, but are much less than in the past. Call Center: City Court has reengineered the automated phone menu system in an effort to provide better customer service. A phone call center was established and staffed by four employees. Previously published customer service numbers were consolidated into a single customer service number (791-4216), with 12 incoming lines. Customers select options from the menu with a one-stop call center as the key component of the system. Citizen complaints regarding telephone service appear to have ceased as a result of this effort. 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 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 American Government Award from Harvard University’s John F. Kennedy School of Government in Fiscal Year 2003. Sentence Enforcement Enhancements: Sentence Enforcement Court: City Court continues to operate the Sentence Enforcement Court, formerly Warrant Court, to arraign individuals with outstanding criminal warrants and to resolve unpaid criminal cases. This is a highly successful program allowing the court to provide the public with added accessibility to a special 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. 43 CITY COURT Department Highlights (Continued) Booting Program: A program to “boot” the vehicles of offenders who fail to pay three or more parking citations has been implemented successfully. To date this program has encouraged 33 individuals to pay past due fines in the amount of $29, 311. Fines/Fees and Restitution Program: City Court has participated as a pioneer court in the Fines, Fees, and Restitution (FARE) program. This program is designed to enhance compliance with court orders and sanctions through a full range of collection and enforcement services; a consequence of the program is enhanced revenue. The collection services may include skip tracing, referral to the Traffic Ticket Enforcement Assistance Program (TTEAP), Tax Intercept Program (TIP), wage garnishment, and credit bureau reporting. To date the program has processed 2,571 cases and collected $889,797. 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 during working hours to issue Orders of Protection both at the courthouse and satellite locations. Emergency Orders of Protection can be issued after normal working hours through the on-call magistrate. 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 complaints regarding telephone service, City Court has established a call center to provide information, accept payments, and route citizens to the appropriate court department to receive service. City Court continues to offer the basic customer services of scheduling court dates, accepting payment or proof of compliance, and providing information on Saturdays from 8:00 a.m. to 12:00 p.m. in the Public Assistance Lobby. 44 CITY COURT DEPARTMENT RESOURCES Actual FY 2003 Adopted FY 2004 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 17.80 120.50 16.80 120.50 16.80 120.50 17.80 123.50 17.80 123.50 138.30 137.30 137.30 141.30 141.30 $ 2,356,887 7,273,639 $ 2,109,720 7,643,850 $ 2,111,110 6,763,890 $ 2,312,140 7,563,440 $ 2,352,580 7,967,400 9,630,526 -0- 9,753,570 250,000 8,875,000 15,100 9,875,580 984,900 10,319,980 -0- $ 9,630,526 $ 10,003,570 $ 8,890,100 $ 10,860,480 $ 10,319,980 Personal Services Services Commodities Equipment Inter-Activity Transfers $ 6,903,802 2,391,003 274,520 61,201 -0- $ 7,069,600 1,922,610 354,520 106,840 300,000 $ 6,846,820 1,427,370 381,970 118,840 100,000 $ 7,634,170 1,494,000 354,970 106,840 285,600 $ 8,092,140 1,495,260 354,970 106,840 270,770 Operating Total Capital Improvements 9,630,526 -0- 9,753,570 250,000 8,875,000 15,100 9,875,580 984,900 10,319,980 -0- $ 9,630,526 $ 10,003,570 $ 8,890,100 $ 10,860,480 $ 10,319,980 $ $ $ $ POSITION SUMMARY PERMANENT Judicial Administration Department Total FINANCIAL SUMMARY Judicial Administration Operating Total Capital Improvements Department Total CHARACTER OF EXPENDITURES Department Total SOURCE OF FUNDS OPERATING FUNDS General Fund General Fund: Restricted General Fund: City Court Revenues Transportation Enterprise Area Management (TEAM)/Parkwise Fund Miscellaneous Non-Federal Grants 179,700 168,529 9,174,611 -0- -0250,000 9,144,510 -0- -0250,000 8,480,540 -0- -0250,000 9,120,480 105,960 $ -0250,000 9,553,640 113,440 107,686 359,060 144,460 399,140 402,900 $ 9,630,526 $ 9,753,570 $ 8,875,000 $ 9,875,580 $ 10,319,980 $ -0- $ 250,000 $ 15,100 $ 984,900 $ -0- Capital Funds Total $ -0- $ 250,000 $ 15,100 $ 984,900 $ -0- Department Total $ 9,630,526 Operating Funds Total CAPITAL FUNDS General Fund: Restricted $ 10,003,570 45 $ 8,890,100 $ 10,860,480 $ 10,319,980 CITY COURT SIGNIFICANT CHANGES Fiscal Year 2005 The adopted operating budget for Fiscal Year 2005 of $9,875,580 reflects an increase of $122,010 from the Fiscal Year 2004 Adopted Budget. Funding has been added to ensure the recruitment and retention of employees, including merit-based raises, a 2% market-based compensation adjustment, coverage for health insurance, and pension increases. The significant changes to expenditures are as follows: ♦ A change in the method of accounting for expenditures and revenues for the defensive driving school reduces both by an equal amount, $480,000. ♦ To speed the adjudication of parking violations, TEAM will fund $106,220 including two positions. ♦ The increased caseload in probation requires the addition of $62,610 including two positions to effectively manage the program. The Fiscal Year 2005 Capital Budget of $984,900 funds structural improvements to the City Court building and demolition of the attached parking garage for safety reasons. Fiscal Year 2006 The operating budget for Fiscal Year 2006 of $10,319,980 includes an increase of $444,400 from Fiscal Year 2005. Funding has been added to ensure the recruitment and retention of employees, including merit-based raises, marketbased compensation adjustments, coverage for health insurance, and pension increases. There is no capital budget for Fiscal Year 2006. 46 CITY COURT JUDICIAL MISSION STATEMENT: The Judicial Division builds public trust and confidence in 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 traffic hearings Actual FY 2003 Adopted FY 2004 97,921 502 90 2,893 46,305 825 125 3,300 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 40,000 525 90 3,000 40,000 525 100 3,000 40,000 525 100 3,000 RESOURCE SUMMARY Position Resources 17.80 16.80 16.80 17.80 17.80 Financial Resources General Fund: City Court Revenues TEAM/Parkwise Fund Miscellaneous Non-Federal Grants $ 2,259,998 -096,889 $ 2,038,480 -071,240 $ 2,054,470 -056,640 $ 2,133,600 67,220 111,320 $ 2,166,660 70,840 115,080 Financial Resources Total $ 2,356,887 $ 2,109,720 $ 2,111,110 $ 2,312,140 $ 2,352,580 47 CITY COURT 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 that required action by a judicial officer. 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 Serve the public from 8:00 a.m. to 5:00 p.m. on weekdays, and from 8:00 a.m. to 12:00 p.m. on Saturday, to provide citizen information, cashier services, reschedule court hearings, and accept proofs of compliance with court orders. • Number of individuals served Actual FY 2003 Adopted FY 2004 187,741 153,142 139,000 250,000 450,000 Adopted FY 2005 Approved FY 2006 187,741 200,000 187,741 200,000 187,741 200,000 688,000 400,000 400,000 400,000 189,939 298,900 218,000 218,000 218,000 6,041 5,330 6,500 6,800 6,800 122,142 93,000 130,000 130,000 130,000 48 Estimated FY 2004 CITY COURT Administration (Continued) KEY MEASURES OF PERFORMANCE Actual FY 2003 Adopted FY 2004 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* 4,181 10,000 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 153,084 Key Outcomes 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* Estimated FY 2004 Adopted FY 2005 Approved FY 2006 4,500 4,500 4,500 90,400 218,084 218,084 218,084 85% 85% 85% 90% 90% 4,181 10,000 4,200 4,200 4,200 *Number of people served has decreased with implementation of an agreement between Pima County Superior Court and Justice Court regarding issuing Orders of Protection at those courts. RESOURCE SUMMARY Position Resources 120.50 120.50 Financial Resources General Fund General Fund: City Court Revenues General Fund: Restricted TEAM/Parkwise Fund Miscellaneous Non-Federal Grants $ 179,700 6,914,613 168,529 -010,797 $ Financial Resources Total $ 7,273,639 $ 7,643,850 49 -07,106,030 250,000 -0287,820 120.50 $ -06,426,070 250,000 -087,820 $ 6,763,890 123.50 $ -06,986,880 250,000 38,740 287,820 $ 7,563,440 123.50 $ -07,386,980 250,000 42,600 287,820 $ 7,967,400 50 COMMUNITY SERVICES OPERATING: CAPITAL: TOTAL: $ 82,089,090 925,500 $ 83,014,590 POSITION TOTAL: 153.00 DEPARTMENT ADMINISTRATION HOUSING MANAGEMENT HOUSING ASSISTANCE COMMUNITY DEVELOPMENT* PROGRAM ALLOCATION FINANCING PLAN Other* 4% Other Federal Funds** 15% General Fund 5% Community Development Block Grant 15% Community Development* 33% Housing Management 30% H.O.M.E. Program 11% Department Administration 1% Public Housing Section 8 Fund 34% Housing Assistance 35% Capital Improvements 1% HOPE VI 16% ** Includes General Fund Earned Revenue (4%), Capital Agreement Funds: Pima County Bonds (<1%), and Miscellaneous Non-Federal Grants (<1%). ** Includes Public Housing Conventional/Development Fund (7%), Miscellaneous Federal Housing Grants (4%), Comprehensive Housing Fund (3%), and Miscellaneous Federal Grants (1%). ** The Community Development Division was created during Fiscal Year 2004 by combining the Technical Services and Community Conservation and Development Divisions. TEN YEAR STAFFING TRENDS Adopted Positions 158.25 160.00 167.00 159.25 160.00 157.00 155.00 157.00 2003 169.00 2002 180.00 158.90 153.00 140.00 51 2004 2001 2000 1999 1998 1997 1996 1995 120.00 52 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 its staff members organized into four divisions: Department Administration, Housing Management, Community Development, and Housing Assistance. The Community Development Division is new this year, the result of a re-organization that combined the Technical Services and the Community Conservation and Development Divisions. 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. These partnerships can then work together 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 combine strategic planning with flexibility so that the response to opportunity can be maximized. When people and resources are brought together, opportunity is transformed into better living conditions and quality of life for citizens. DEPARTMENT HIGHLIGHTS Downtown Housing: This is the second year of the department’s initiative to increase housing production downtown. Major projects have included the Depot Plaza, West Congress Street, and Presidio Terrace. The department will continue its emphasis on spurring downtown residential development over the next two years. Neighborhood Revitalization: During Fiscal Year 2005, the city’s second Housing Opportunities for People Everywhere (HOPE) VI project, the revitalization of the South Park neighborhood, will be completing its major goals. The $12.7 million South Park HOPE VI Project’s goals include supporting the area through housing, economic development, infrastructure, social services, and community security. The department anticipates leveraging funds so that a total of $75 million will be invested in the South Park community. Investing in People: Starting in Fiscal Year 2003, a new process for Human Services funding increased the effectiveness of these resources, by increasing accountability and allowing for strategic and coordinated planning through the development of a Human Services Action Plan and implementation of a single Request for Proposal (RFP) process. In addition, the department directly provides services for assisted housing residents to help them live independently and/or become self-sufficient. 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, community development, and human service plans for which the department seeks out community input. The department also coordinates the activities of two Mayor and Council advisory groups–the Community Development Advisory Committee and the Metropolitan Housing Commission. 53 COMMUNITY SERVICES Support for Livable Tucson Goals (Continued) Engaged Community and Responsive Government (Continued) In support of neighborhood-based decision making, the department actively supports and funds the Pro-Neighborhood program that underwrites neighborhood volunteer projects. The department’s strategy in the 2003 budget stated that the goal of the department was to “grow the programs that can be grown.” The Section 8 Program continues to pursue and realize that strategy. During the last two years the program grew by 12.3%, bringing into the community an additional 738 assisted housing units and an additional $4.2 million in housing subsidies to landlords. Included was special funding for disabled families and funding for preservation of affordable housing. The Housing Assistance Division expects to continue maintaining 100% occupancy within its programs as well as to continue exploring other housing opportunities for future growth. One such growth opportunity recently occurred when the Mayor and Council authorized the use of Section 8 administrative reserve money to rehabilitate or purchase affordable housing. The department is currently negotiating the purchase of a ten-unit complex that will not only increase affordable housing opportunities, but will generate additional housing funds. 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 human services programs. The department contracts with organizations such as Pima Youth Partnership, Child and Family Services, and the Homeless Teen Project to support the healthy development of youth. 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 that provide low- and moderate-income families with funds to repair their homes. HOPE VI grants and Downtown Initiative funds develop new infill housing and investment in neighborhood infrastructure and public services for city residents. 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 17,000. The department’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 to 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 uses 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. 54 COMMUNITY SERVICES Support for Livable Tucson Goals (Continued) People-Oriented Neighborhoods (Continued) The department also funds numerous neighborhood-initiated capital and public service projects that make neighborhoods better places to live. For example, the department has helped create a neighborhood credit union and a prevention/wellness center. Goal: Respected Historic and Cultural Resources When rehabilitating existing homes and building new 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 such projects as the Dunbar Coalition Project by the African-American Cultural Center partially funded by the department. 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 supports 6,000 affordable housing units through its public housing and Section 8 programs. These programs provide 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 through more than 100 organizations that promote opportunity for people in need in our community. Goal: Successful Downtown The department encourages new housing and the stabilization of existing housing in the downtown core and neighborhoods near downtown. The department is developing homeownership opportunities in downtown neighborhoods, and is pursuing the development of land parcels for mixed use and mixed income housing. 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 in the Human Services process. Educational stipends are provided to low-income family members participating in the Family Self-Sufficiency program. Goal: Strong Local Business The department currently funds programs that offer affordable loans and training to start-up, lowincome, and minority small businesses. The department also provides technical assistance to local businesses in its neighborhood redevelopment programs. 55 COMMUNITY SERVICES HOPE VI PROJECT The South Park HOPE VI Neighborhood Project brings 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 project is not only to improve public housing development but also to improve the surrounding neighborhood. The work in the South Park neighborhood will be completed in Fiscal Year 2005. Goal: Engaged Community and Responsive Government • The South Park HOPE VI Revitalization Grant Application was 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 2000. 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 has provided facilities for a Prevention/Wellness Center on site. CODAC Behavioral Health Services provides community mobilization and substance abuse prevention services. • The South Park project, partnering with Pima County, provides 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, in conjunction with Back to Basics, has made improvements to the neighborhood infrastructure including sidewalks and streetlights. • The Weed and Seed program is fighting crime and enhancing the strong community involvement of the area. Goal: Reduced Poverty and Greater Equality of Opportunity • Along with job opportunities for area residents, the economic development strategy included support of neighborhood businesses. • In partnership with United Way, an Individual Development Account program has helped neighborhood residents save for their future. Goal: Infill and Reinvestment, Not Urban Sprawl • The South Park HOPE VI project assists current homeowners in rehabilitating their existing homes. The project is making improvements to the public housing in the neighborhood, and is developing fifty infill homes. 56 COMMUNITY SERVICES DEPARTMENT RESOURCES Actual FY 2003 Adopted FY 2004 10.00 67.00 44.00 36.00 10.00 66.00 41.00 36.00 157.00 153.00 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 11.00 66.00 40.00 38.00 11.00 66.00 38.00 38.00 11.00 66.00 38.00 38.00 155.00 153.00 153.00 POSITION SUMMARY PERMANENT Department Administration Housing Management Community Development* Housing Assistance Department Total FINANCIAL SUMMARY Department Administration Housing Management Community Development* Housing Assistance $ Operating Total Capital Improvements Department Total 888,226 12,143,385 18,552,840 26,730,645 $ 951,800 13,596,560 26,905,970 25,199,650 $ 961,280 14,194,440 25,957,810 25,199,660 $ 1,269,590 24,889,250 27,026,550 28,903,700 $ 1,108,010 22,855,080 25,800,110 28,638,570 58,315,096 5,643,633 66,653,980 2,290,100 66,313,190 11,303,230 82,089,090 925,500 78,401,770 -0- $ 63,958,729 $ 68,944,080 $ 77,616,420 $ 83,014,590 $ 78,401,770 9,071,853 $ 9,184,517 38,199,265 25,557,110 880,340 829,060 3,635,204 1,884,130 670 390 6,920,373 80,230 (392,609) 29,118,543 $ 8,994,010 30,556,500 932,100 3,592,880 390 8,211,590 14,025,720 $ 9,728,360 29,899,080 670,070 90,160 670 20,000 41,680,750 $ 10,132,510 29,412,660 671,890 80,120 670 19,450 38,084,470 CHARACTER OF EXPENDITURES Personal Services Services Commodities Equipment Debt Service Other Inter-Activity Transfers Operating Total Capital Improvements Department Total $ 58,315,096 5,643,633 66,653,980 2,290,100 66,313,190 11,303,230 82,089,090 925,500 78,401,770 -0- $ 63,958,729 $ 68,944,080 $ 77,616,420 $ 83,014,590 $ 78,401,770 *The Community Development Division was created during Fiscal Year 2004 by combining the Technical Services and Community Conservation and Development Divisions. Fiscal Year 2003 and Fiscal Year 2004 staffing and budgets have been revised to reflect this change. 57 COMMUNITY SERVICES Department Resources (Continued) Actual FY 2003 Adopted FY 2004 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 SOURCE OF FUNDS OPERATING FUNDS General Fund General Fund: Earned Revenue Community Development Block Grant Fund HOPE VI Grants Public Housing Conventional/ Development Fund Public Housing Section 8 Fund H.O.M.E. Grants Comprehensive Housing Fund Miscellaneous Federal Housing Grants Miscellaneous Federal Grants Miscellaneous Non-Federal Grants Operating Funds Total CAPITAL FUNDS General Fund: Earned Revenue Capital Agreement Fund Capital Agreement Fund: Pima County Bonds Community Development Block Grant Fund HOPE VI Grants H.O.M.E. Grants Comprehensive Housing Fund $ 3,832,791 1,202,743 5,568,523 $ 3,731,190 2,054,280 10,936,810 $ 3,731,250 2,054,290 10,272,280 $ 3,913,750 3,104,600 11,873,840 $ 3,963,620 3,114,590 11,292,950 1,992,977 5,769,940 1,469,000 6,015,290 1,469,000 6,015,300 12,549,050 5,895,650 11,334,960 5,895,650 26,150,278 5,460,867 2,886,279 3,861,924 23,743,420 7,527,110 3,319,050 5,841,020 23,743,420 8,593,450 3,312,160 5,176,180 27,998,320 9,336,830 2,488,320 3,099,260 28,077,030 8,754,530 2,490,940 2,565,960 1,116,471 472,303 1,366,810 650,000 1,295,860 650,000 1,179,470 650,000 261,540 650,000 $ 58,315,096 $ 66,653,980 $ 66,313,190 $ 82,089,090 $ 78,401,770 $ $ $ $ $ 32,493 15,000 -0- -0-0-0- -0-0-0- -0-0150,000 -0-0-0- 555,598 23,200 368,830 251,500 -0- 5,040,542 -0-0- 2,245,500 -021,400 9,629,000 717,000 588,400 524,000 -0-0- -0-0-0- Capital Funds Total $ 5,643,633 $ 2,290,100 $ 11,303,230 $ Department Total $ 63,958,729 $ 68,944,080 $ 77,616,420 $ 83,014,590 58 925,500 $ -0- $ 78,401,770 COMMUNITY SERVICES SIGNIFICANT CHANGES Fiscal Year 2005 The adopted operating budget for Fiscal Year 2005 of $82,089,090 reflects an increase of $15,435,110 from the Fiscal Year 2004 Adopted Budget, primarily in federal funding. Above and beyond its federal entitlement program allocations, the city has been successful over the years in obtaining special federal funds for housing and other community programs. Funding has been added to ensure the recruitment and retention of employees, including meritbased raises, a 2% market-based compensation adjustment, coverage for health insurance and pension increases. Other significant changes are as follows: ♦ Investment in the community will be expanded with $11 million in HOPE VI grants. ♦ Assistance for low-income families will be expanded by an additional $4.2 million in Section 8 vouchers. ♦ Efficiencies from combining the Technical Services and the Community Conservation and Development Divisions will save $232,000. The Fiscal Year 2005 Capital Budget of $925,500 funds the South Park Arts and Culture Center and Robert F. Kennedy Home Revitalization project, primarily with HOPE VI funding. Fiscal Year 2006 The operating budget for Fiscal Year 2006 of $78,401,770 includes a decrease of $3,687,320 from Fiscal Year 2005, primarily in federal funding. As federal programs and projects are completed, the city aggressively seeks federal funding for new programs that will be reflected when secured. Funding has been added to ensure the recruitment and retention of employees, including merit-based raises, market-based compensation adjustments, coverage for health insurance and pension increases. There is no capital budget for Fiscal Year 2006. 59 COMMUNITY SERVICES DEPARTMENT ADMINISTRATION MISSION STATEMENT: The Department Administration Division assists in the efficient and effective delivery of affordable 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 2003 Adopted FY 2004 10 10 12 Spend Community Development Block Grant (CDBG) and H.O.M.E. grant funds on locally determined projects within program guidelines as soon as possible, with expenditures equal to or exceeding the annual entitlement amounts. • Community Development Block Grant • H.O.M.E. grant 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 audit findings. • Number of audit findings Key Outputs Manage processes that coordinate, measure progress, and ensure performance in achieving departmental goals. • Conduct project management, financial, and performance measure reviews • Produce monthly expenditure reports Secure program funding from the private and public sectors to increase community resources for affordable housing and Community Services Department programs. • Number of commitments secured • Amount of commitments secured ($000s) Manage department programs to the satisfaction of agencies, clients, and employees. • Percent of surveys with ratings of “satisfactory” or better Adopted FY 2005 Approved FY 2006 10 10 10 12 12 12 12 80% 133% 100% 100% 100% 100% 100% 100% 100% 100% -0- 2 2 2 2 17 $ 2,339 12 $ 6,000 12 $ 6,000 12 $ 3,000 12 $ 3,000 82% 80% 80% 80% 80% 60 Estimated FY 2004 COMMUNITY SERVICES Department Administration (Continued) KEY MEASURES OF PERFORMANCE 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 2003 Adopted FY 2004 97% 98% 97% 100% Estimated FY 2004 Adopted FY 2005 Approved FY 2006 97% 100% 97% 100% 97% 100% 11.00 11.00 RESOURCE SUMMARY Position Resources Financial Resources General Fund General Fund: Earned Revenue Community Development Block Grant Fund HOPE VI Grants Public Housing Conventional/ Development Fund Public Housing Section 8 Fund H.O.M.E. Grants Comprehensive Housing Fund Miscellaneous Federal Housing Grants Financial Resources Total 10.00 10.00 11.00 $ 148,612 -0464,366 $ 10,490 -0608,680 $ 10,490 9,480 608,680 14,620 75,621 69,000 52,120 69,000 52,120 42,000 100,000 -0121,550 137,302 21,193 16,510 10,002 137,290 21,200 33,020 20,000 137,290 21,200 33,020 20,000 164,490 21,200 45,000 9,000 171,280 36,260 61,340 4,000 $ 888,226 $ 951,800 $ 961,280 $ 1,269,590 $ 1,108,010 $ 203,630 -0684,270 $ 209,510 -0504,070 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 Key Outputs Maintain a high occupancy rate for available public housing units. • Occupancy rate 98% 97% 61 97% 97% 97% COMMUNITY SERVICES Housing Management (Continued) KEY MEASURES OF PERFORMANCE Maintain a constant level of participation in the Family Self-Sufficiency (FSS) program. • Number of participants ◊ Public Housing ◊ Section 8-City of Tucson ◊ Section 8-Pima County Key Outcomes Collect tenant rental payments. • Percent collected 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 Actual FY 2003 Adopted FY 2004 189 101 57 31 225 120 67 38 98.7% 20 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 200* 117 65 28 200 112 63 28 200 112 63 28 97.0% 97.0% 97.0% 97.0% 33 13* 13 13 66.00 66.00 66.00 *Decrease due to reduced funding levels. RESOURCE SUMMARY Position Resources Financial Resources General Fund General Fund: Earned Revenue Community Development Block Grant Fund HOPE VI Grants Public Housing Conventional/ Development Fund Public Housing Section 8 Fund H.O.M.E. Grants Comprehensive Housing Fund Miscellaneous Federal Housing Grants Miscellaneous Federal Grants Miscellaneous Non-Federal Grants Financial Resources Total 67.00 $ 155,225 136,189 -0- 66.00 $ 242,450 1,364,280 10,000 $ 535,310 1,364,280 10,000 $ 252,980 2,306,600 914,930 $ 266,810 2,310,980 590,000 1,978,357 5,638,257 1,342,400 5,879,340 1,342,400 5,879,340 12,460,000 5,730,250 11,300,000 5,708,700 60,797 -02,744,236 793,365 82,280 -03,103,020 1,069,210 82,280 305,020 3,103,020 1,069,210 50,240 -02,320,700 537,310 50,240 -02,185,800 342,550 239,459 397,500 503,580 -0- 503,580 -0- 316,240 -0- 100,000 -0- $ 12,143,385 $ 13,596,560 $ 14,194,440 $ 24,889,250 $ 22,855,080 62 COMMUNITY SERVICES COMMUNITY DEVELOPMENT DIVISION* MISSION STATEMENT: The Community Development Division facilitates programs and projects to preserve, upgrade, and expand the supply of affordable housing, assist low- and moderate- income individuals and families by improving housing conditions, 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: • Single Family Units ◊ Number of units ◊ Dollar value ($000s) • Multi Dwelling Complex ◊ Number of units ◊ Dollar value ($000s) • Public Facilities** ◊ Number of units ◊ Dollar value ($000s) • Rehabilitation (Includes Agency Units) ◊ Number of units ◊ Dollar value ($000s) • Demolition ◊ Number of units ◊ Dollar value ($000s) Key Outcomes Ensure effective distribution of resources by contracting with and monitoring social service agencies. • Number of contracts • Amount of contracted funds ($000s) Actual FY 2003 Adopted FY 2004 266 $ 1,245 299 $ 1,492 292 $ 1,172 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 299 $ 1,492 160 $ 4,080 145 $ 3,632 218 $ 1,113 218 $ 1,113 100 $ 1,100 100 $ 1,100 10 $ 716 22 $ 2,753 22 $ 2,753 30 $ 1,281 27 $ 1,204 1,219 $ 1,512 658 $ 2,047 658 $ 2,047 798*** $ 2,914 798*** $ 2,972 2 $ 11 5 $ 31 5 $ 31 38 $ 184 38 $ 184 160 $ 3,000 185 $ 6,361 185 $ 6,361 138 $ 6,205 130 $ 5,234 *The Community Development Division was created during Fiscal Year 2004 by combining the Technical Services and Community Conservation and Development Divisions. **Public Facilities includes Back to Basics (B2B) funded by Community Development Block Grant (CDBG) funds. ***Includes Housing Rehabilitation Collaborative (HRC) Agencies. 63 COMMUNITY SERVICES Community Development Division (Continued) RESOURCE SUMMARY Position Resources Financial Resources General Fund General Fund: Earned Revenue Community Development Block Grant Fund HOPE VI Grants H.O.M.E. Grants Comprehensive Housing Fund Miscellaneous Federal Housing Grants Miscellaneous Federal Grants Miscellaneous Non-Federal Grants Financial Resources Total Actual FY 2003 Adopted FY 2004 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 44.00 41.00 40.00 38.00 38.00 $ 3,528,954 1,066,554 5,104,157 $ 3,478,250 690,000 10,318,130 $ 3,185,450 680,530 9,653,600 $ 3,457,140 798,000 10,274,640 $ 3,487,300 803,610 10,198,880 -05,439,674 125,533 2,336,153 57,600 7,505,910 183,010 3,159,840 57,600 8,267,230 176,120 2,495,000 47,050 9,315,630 122,620 1,498,240 34,960 8,718,270 243,800 1,501,750 877,012 74,803 863,230 650,000 792,280 650,000 863,230 650,000 161,540 650,000 $ 18,552,840 $ 26,905,970 $ 25,957,810 $ 27,026,550 $ 25,800,110 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 Public Housing Program. • Number of public housing applications accepted Comply with the following program indicators as specified under the Department of Housing and Urban Development, Section 8 Management Assessment Program (SEMAP): 1) Reasonable rent determinations 2) Adjusted income determinations 3) Housing quality inspections • Annual performance scores ◊ Tucson ◊ Pima County 2,448 2,400 2,130 2,130 2,130 100% 98% 97% 97% 98% 98% 98% 98% 98% 98% 64 COMMUNITY SERVICES Housing Assistance (Continued) KEY MEASURES OF PERFORMANCE 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 biannual 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 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 2003 Adopted FY 2004 3,535 4,612 98% Adopted FY 2005 Approved FY 2006 4,715 4,715 4,715 100% 100% 100% 100% 1 4 2 2 2 4,537 1,450 $ 23,820 4,380 1,430 $ 24,000 4,715 1,430 $ 26,000 4,715 1,430 $ 26,000 4,715 1,430 $ 26,000 N/A 80% 80% 80% 80% 65 Estimated FY 2004 COMMUNITY SERVICES Housing Assistance (Continued) RESOURCE SUMMARY Position Resources Financial Resources Public Housing Conventional/ Development Fund Public Housing Section 8 Fund Miscellaneous Federal Housing Grants Financial Resources Total $ Actual FY 2003 Adopted FY 2004 36.00 36.00 56,062 $ 83,830 Estimated FY 2004 Adopted FY 2005 38.00 $ 83,840 Approved FY 2006 38.00 $ 65,400 38.00 $ 65,400 25,952,179 722,404 23,523,850 1,591,970 23,523,850 1,591,970 27,783,590 1,054,710 27,855,510 717,660 $ 26,730,645 $ 25,199,650 $ 25,199,660 $ 28,903,700 $ 28,638,570 66 FIRE OPERATING: CAPITAL: TOTAL: $ 56,878,000 8,941,800 $ 65,819,800 POSITION TOTAL: 612.00 ADMINISTRATION OPERATIONS SUPPORT SERVICES FIRE PREVENTION AND COMMUNITY SAFETY EDUCATION AND TECHNOLOGY PROGRAM ALLOCATION FINANCING PLAN Administration 2% Certificates of Participation 6% General Obligation Bonds 11% General Fund 78% Capital Improvements 14% Operations 64% Education and Technology 5% Public Safety Academy Funds 4% Miscellaneous Non-Federal Grants 1% Support Services 9% Fire Prevention and Community Safety 6% TEN YEAR STAFFING TRENDS Adopted Positions 572.00 593.00 539.00 528.00 519.50 571.00 2003 516.50 570.00 2002 569.00 600.00 2001 700.00 500.00 459.50 67 2004 2000 1999 1998 1997 1996 1995 400.00 68 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 (TFD) is organized into five divisions: Administration, Operations, Fire Prevention and Community Safety, Support Services, and Education and Technology. Administration provides direction and policy to the entire department. The Operations Division protects the lives and property of the citizens of Tucson by responding to fire and medical emergencies, performing inspections, and presenting public education programs to increase fire and life safety awareness in the community. The Fire Prevention and Community Safety Division promotes public safety by administering fire codes and standards, conducting commercial 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 Education and Technology Division provides training for new and existing Fire Department personnel to ensure well-trained public servants. The division has developed a regional training program to provide standardized and specialized training to regional fire districts and agencies. DEPARTMENT HIGHLIGHTS The Tucson Fire Department acquired land and began design for two new fire stations. Anticipated completion of Fire Stations 20 and 21 is January 2005. Fire Station 20 will initially house an engine and a paramedic company to serve the northwest and north central portions of the city. Fire Station 21 will serve the northeast part of the city and initially be staffed with a paramedic/engine company. Future plans include the addition of a ladder company at Station 20 and a paramedic company and ladder company at Station 21. An additional bay was constructed at Fire Station 7 to house more apparatus and equipment at this centrally located station. Site acquisition was completed and design work begun to relocate the Fire Supply and Maintenance facility to provide adequate space and functionality for the work that this section does for the department. That project is anticipated to be completed in May 2005. A project to remodel fire stations to incorporate separate dormitory facilities for male and female staff was started in February 2004. Several stations have already been remodeled to include this feature. This project will provide funding to remodel the remaining six stations that still have shared dormitories. The department continues to increase the number of paramedic assessment units (PAUs) each fiscal year. When the program is completed, TFD will have a paramedic on every engine and ladder company. A pilot program for PAUs completed in April 2001 showed an increased capability of accurate initial assessment of patients that decreased the demand on ambulances. Currently there are twelve PAUs in service with plans to convert four companies each fiscal year. The Disaster Preparedness section has expanded its role to include managing the Metropolitan Medical Response System, coordinating training for first responders and the community, and providing liaison duties to a host of federal, state, and local entities for preparation and management of a weapons of mass destruction event. 69 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 programs with 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 lowincome families, along with instruction on proper wearing and installation of those items. Adopt-ASchool programs for third graders and pre-school age children teach them about fire safety. The Juvenile Firestoppers 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 2003 Adopted FY 2004 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 14.00 482.00 36.00 14.00 482.00 36.00 14.00 485.00 39.00 14.00 520.00 43.00 14.00 541.00 47.00 25.00 15.00 25.00 15.00 19.00 15.00 19.00 16.00 19.00 16.00 572.00 572.00 572.00 612.00 637.00 POSITION SUMMARY PERMANENT Administration Operations Fire Prevention and Community Safety Support Services Education and Technology Department Total 70 FIRE Department Resources (Continued) Actual FY 2003 Adopted FY 2004 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 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 1.00 5.00 1.00 5.00 1.00 5.00 1.00 5.00 1.00 5.00 7.00 12.00 6.00 5.00 7.00 12.00 6.00 5.00 7.00 12.00 6.00 5.00 7.00 12.00 6.00 5.00 7.00 12.00 6.00 5.00 15.00 15.00 15.00 21.00 21.00 88.00 18.00 88.00 18.00 88.00 18.00 89.00 24.00 93.00 24.00 12.00 12.00 12.00 12.00 12.00 6.00 6.00 6.00 6.00 6.00 81.00 96.00 19.00 30.00 81.00 96.00 19.00 30.00 81.00 96.00 19.00 30.00 82.00 119.00 23.00 45.00 86.00 122.00 27.00 45.00 125.00 125.00 125.00 108.00 118.00 526.00 526.00 526.00 565.00 590.00 1,546,703 37,894,226 2,640,801 $ 1,549,160 37,122,610 3,002,650 $ 1,653,810 38,920,990 2,910,260 1,638,200 41,864,910 3,894,930 $ 1,699,780 46,416,450 4,171,910 4,043,629 1,530,271 4,103,740 2,164,980 3,458,170 1,730,480 6,217,490 3,262,470 6,484,800 3,351,570 47,655,630 870,291 47,943,140 9,189,500 48,673,710 1,887,310 56,878,000 8,941,800 62,124,510 480,000 $ 48,525,921 $ 57,132,640 $ 50,561,020 $ 65,819,800 $ 62,604,510 Commissioned Officers Total FINANCIAL SUMMARY Administration Operations Fire Prevention and Community Safety Support Services Education and Technology Operating Total Capital Improvements Department Total $ 71 $ FIRE Department Resources (Continued) Actual FY 2003 Adopted FY 2004 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 CHARACTER OF EXPENDITURES Personal Services Services Commodities Equipment Inter-Activity Transfers $ 41,573,668 3,363,069 2,273,891 178,520 266,482 Operating Total Capital Improvements 47,655,630 870,291 47,943,140 9,189,500 48,673,710 1,887,310 56,878,000 8,941,800 62,124,510 480,000 $ 48,525,921 $ 57,132,640 $ 50,561,020 $ 65,819,800 $ 62,604,510 $ 45,992,792 -0442,095 -01,209,108 $ 45,612,060 -0-0350,000 1,821,080 $ 46,905,600 -0200,430 -01,565,030 11,635 160,000 2,650 160,000 160,000 -0- -0- -0- 1,700,000 1,755,000 $ 47,655,630 $ 47,943,140 $ 48,673,710 $ 56,878,000 $ 62,124,510 $ $ $ $ Department Total $ 41,618,760 $ 43,217,140 $ 47,340,720 $ 52,424,590 3,743,960 3,483,130 4,730,150 4,782,250 2,268,860 2,203,880 2,680,310 2,735,370 473,300 441,300 2,298,000 2,353,000 (161,740) (671,740) (171,180) (170,700) SOURCE OF FUNDS OPERATING FUNDS General Fund Certificates of Participation (COPS) Miscellaneous Federal Grants Miscellaneous Non-Federal Grants Public Safety Academy Fund: General Fund Contribution Public Safety Academy Fund: Other Agency Fees Fleet Replacement - Certificates of Participation Operating Funds Total CAPITAL FUNDS 1984 General Obligation Bond Funds 1994 General Obligation Bond Funds 1994 General Obligation Bond Funds Interest 2000 General Obligation Bond Funds 2000 General Obligation Bond Funds Interest Certificates of Participation 70,885 11,432 42 -0-0-0- 33,090 12,950 -0- $ 51,530,590 $ 56,668,000 464,000 464,000 -0-0350,000 350,000 2,673,410 2,727,510 -011,400 303,900 $ -0-0200,000 772,042 -0- 7,645,700 -0- 1,163,430 -0- 7,098,700 -0- -0280,000 15,890 1,543,800 677,840 1,527,800 -0- Capital Funds Total $ 870,291 $ 9,189,500 $ 1,887,310 $ 8,941,800 $ Department Total $ 48,525,921 $ 57,132,640 $ 50,561,020 $ 65,819,800 $ 62,604,510 72 480,000 FIRE SIGNIFICANT CHANGES Fiscal Year 2005 The adopted operating budget for Fiscal Year 2005 of $56,878,000 reflects an increase of $8,934,860 from the Fiscal Year 2004 Adopted Budget. Funding has been added to ensure the recruitment and retention of employees, including merit-based raises, a 2% market-based compensation adjustment (2.8% for commissioned officers), coverage for health insurance and pension increases. Other significant changes are as follows: ♦ To upgrade the fleet of fire trucks, $1,700,000 is added, funded with certificates of participation, to replace aging apparatus deferred in prior years. ♦ Emergency response capabilities will be improved when two new fire stations are opened mid-year at a cost of $1,278,000, and adding 35 officers. ♦ To meet firefighter staffing needs for the new stations and to replace commissioned officers planning to retire, $1,000,000 is added for new recruit training. ♦ A change in the formula for allocating maintenance and related facility costs will result in a $401,890 transfer from the General Services Department. ♦ To increase fire safety inspections, four positions are added at a cost of $390,190. ♦ Increases in the price of fuel and fleet maintenance costs add $155,320. ♦ To improve paramedic and hazardous materials response, $131,580 is added to the budget. ♦ Increasing technology demands require the addition of an information technology manager for $69,300. The Fiscal Year 2005 Capital Budget of $8,941,800 funds the completion of new fire stations funded with general obligation bonds and mobile data terminals funded with certificates of participation. Fiscal Year 2006 The operating budget for Fiscal Year 2006 of $62,124,510 includes an increase of $5,246,510 from Fiscal Year 2005. Funding has been added to ensure the recruitment and retention of employees, including merit-based raises, marketbased compensation adjustments, coverage for health insurance and pension increases. Other significant changes include: ♦ Emergency response capabilities will be improved by the addition of a ladder company staffed by 14 officers at Station 20 at a cost of $747,700 and a paramedic company at Station 21 with seven offices at a cost of $520,000. ♦ Four additional prevention positions are added for $342,000 to continue enhancing fire safety inspections. The Fiscal Year 2006 Capital Budget of $480,000 completes upgrades to older fire stations. 73 FIRE ADMINISTRATION MISSION STATEMENT: The Administration 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 life support ambulance transports. Key Outcomes Provide additional companies to serve the community. Recover costs for advanced life support/ ambulance service. • Collection rate • Dollars collected ($000s) Actual FY 2003 Adopted FY 2004 18 18 1 13 7 526 18 18 1 12 7 547 46 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 18 18 1 13 7 526 20 19 2 14 7 561 20 20 1 15 7 582 46 46 46 46 16,752 18,375 16,056 15,708 15,534 -0- -0- -0- 3 2 87% $ 4,984 80% $ 6,032 70%* $ 5,786 70%* $ 5,931 70%* $ 6,109 *Rate reduction due to different method of calculating the collection rate. RESOURCE SUMMARY Position Resources Financial Resources General Fund 14.00 14.00 14.00 14.00 14.00 $ 1,546,703 $ 1,549,160 $ 1,653,810 $ 1,638,200 $ 1,699,780 74 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 and equipment, and consistently using up-to-date tactics and strategies needed to mitigate those emergencies; 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; and manages resources to effectively meet the evolving emergency medical needs of the community. Through the 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. The division provides disaster preparedness oversight for the city and metropolitan area, and manages significant resources to coordinate and train the various disciplines included in this work. It also provides an organizational framework to enable all members to operate in a safe and healthy work environment. The division manages a prevention program to reduce the incidence and severity of accidents, injuries, and occupational illnesses. KEY MEASURES OF PERFORMANCE Actual FY 2003 Adopted FY 2004 67,151 71,000 (house, 625* Respond to requests for paramedic services. Respond to calls concerning people experiencing cardiac arrests. Key Outputs Answer emergency calls. Respond to structure apartment, building). fires Investigate/review infectious disease exposures. • Number of members exposed • Number of exposure incidents Coordinate medical/physical evaluations for all commissioned staff. • Number of medical/physical evaluations completed 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 Adopted FY 2005 Approved FY 2006 72,500 74,000 75,500 286 675* 700* 725* 29,243 36,200 31,000 31,400 31,800 705 644 725 750 775 61 20 110 50 60 40 55 35 55 35 434 530 526 561 582 95% 95% 95% 95% 95% *Variance due to how data is being gathered. 75 Estimated FY 2004 FIRE Operations (Continued) KEY MEASURES OF PERFORMANCE 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 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 Identify fire fighters needing aerobic capacity/cardiac function improvement. • Percent needing improvement Actual FY 2003 Adopted FY 2004 85% 85% 50% Estimated FY 2004 Adopted FY 2005 Approved FY 2006 86% 90% 90% 40% 50% 50% 50% 12 10% 16 20% 25 12% 30 14% 35 16% 4 14 6 8 10 3% 15% 2% 1% 0% RESOURCE SUMMARY Position Resources Financial Resources General Fund Certificates of Participation Miscellaneous Federal Grants Financial Resources Total 482.00 482.00 485.00 520.00 541.00 $ 37,537,499 -0356,727 $ 37,122,610 -0-0- $ 38,738,490 -0182,500 $ 41,504,910 360,000 -0- $ 46,056,450 360,000 -0- $ 37,894,226 $ 37,122,610 $ 38,920,990 $ 41,864,910 $ 46,416,450 76 FIRE FIRE PREVENTION AND COMMUNITY SAFETY MISSION STATEMENT: The Fire Prevention and Community Safety 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. 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. KEY MEASURES OF PERFORMANCE Actual FY 2003 Adopted FY 2004 2,828 3,200 626 Respond to all fire code complaints from citizens. • Number of complaints Investigate fires to determine cause and origin. • Number of fires investigated Key Outputs Conduct fire code commercial buildings. • Number inspected inspections Estimated FY 2004 Adopted FY 2005 Approved FY 2006 3,200 3,200 3,200 500 550 550 550 590 600 613 600 600 412 500 450 460 470 10% 100% 12% 100% 12% 100% 14% 100% 14% 100% 124,231 81,000 95,000 95,000 95,000 218 260 240 245 250 on Provide safety/educational classes to the community. 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 Report fires determined to be arson to the Tucson Police Department. 77 FIRE Fire Prevention and Community Safety (Continued) RESOURCE SUMMARY Position Resources Financial Resources General Fund Certificates of Participation Miscellaneous Federal Grants Miscellaneous Non-Federal Grants Financial Resources Total Actual FY 2003 Adopted FY 2004 36.00 36.00 $ 2,555,433 -085,368 -0$ 2,640,801 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 39.00 43.00 47.00 $ 2,652,650 -0-0350,000 $ 2,892,330 -017,930 -0- $ 3,440,930 104,000 -0350,000 $ 3,717,910 104,000 -0350,000 $ 3,002,650 $ 2,910,260 $ 3,894,930 $ 4,171,910 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; and maintains all vehicles and equipment in a fully functional condition to ensure safe, consistent, and prompt responses of emergency field operations. KEY MEASURES OF PERFORMANCE Key Outputs Perform preventive maintenance checks on all fire apparatus and support equipment. • Number of preventive maintenance checks done 855 942 864 873 890 Perform unscheduled and emergency repairs on all front-line apparatus. • Number of repairs 1,465 1,520 1,494 1,524 1,554 Key Outcomes Ensure that front-line apparatus and equipment is available at all times. • Percent of apparatus available • Percent of equipment available 91% 91% 90% 90% 90% 90% 90% 90% 91% 91% 78 FIRE Support Services (Continued) RESOURCE SUMMARY Position Resources Financial Resources General Fund Fleet Replacement - COPS Financial Resources Total Actual FY 2003 Adopted FY 2004 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 25.00 25.00 19.00 19.00 19.00 $ 4,043,629 -0- $ 4,103,740 -0- $ 3,458,170 -0- $ 4,517,490 1,700,000 $ 4,729,800 1,755,000 $ 4,043,629 $ 4,103,740 $ 3,458,170 $ 6,217,490 $ 6,484,800 EDUCATION AND TECHNOLOGY MISSION STATEMENT: The Education and Technology 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 specialty 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. The division oversees the collection, storage, and dissemination of all Fire Department data management and information needs. It provides support to the entire department by designing, maintaining, and supplying specialized mapping and drawing information. The Management Information Section ensures the quality control and integrity of data for fire data management systems, and administers and manages the department’s computers and network. KEY MEASURES OF PERFORMANCE Key Outputs Train new recruits to be qualified fire fighters. • Number of recruits • Hours of training per recruit -0-0- 50 848 20 848 70 848 70 848 Provide continuing education classes for uniformed members. • Hours of training • Number of personnel 48 442 48 526 48 508 48 550 48 575 Provide advanced driver training and refresher courses to department members. • Hours of training • Number of employees 12 35 24 125 31 510 4 550 28 610 79 FIRE Education and Technology (Continued) KEY MEASURES OF PERFORMANCE Actual FY 2003 Adopted FY 2004 Provide services for management information (includes drafting, records, and computer hardware and software). • Number of requests 8,001 8,196 Key Outcomes Enhance staff capability through training and education. • Percent of qualified recruits graduating • Total hours of continuing education • Total hours of driver training N/A 21,216 420 78% 28,800 3,000 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 8,300 8,400 8,500 80% 24,384 15,810 80% 26,400 2,200 80% 27,600 17,080 15.00 16.00 16.00 RESOURCE SUMMARY Position Resources Financial Resources General Fund Public Safety Academy Fund: General Fund Contribution Public Safety Academy Fund: Other Agency Fees Financial Resources Total 15.00 $ 309,528 1,209,108 15.00 $ 183,900 1,821,080 $ 162,800 1,565,030 $ 429,060 2,673,410 $ 464,060 2,727,510 11,635 160,000 2,650 160,000 160,000 $ 1,530,271 $ 2,164,980 $ 1,730,480 $ 3,262,470 $ 3,351,570 80 LIBRARY OPERATING: CAPITAL: TOTAL: POSITION TOTAL: $ 20,415,450 1,978,600 $ 22,394,050 282.75 ADMINISTRATION TECHNOLOGY MANAGEMENT PUBLIC SERVICES PROGRAM ALLOCATION FINANCING PLAN Technology Management 6% Library Fund: General Fund Contribution 40% 1994 General Obligation Bond Funds - Interest 2% 2000 General Obligation Bond Funds 7% Miscellaneous Non-Federal Grants 4% COLLECTION SERVICES Public Services 61% Administration 6% Capital Improvements 9% Library Fund: Fines* 3% Library Fund: Pima County Contribution 44% Collection Services 18% *Library fees previously included as part of the General Fund Contribution are now shown separately. TEN YEAR STAFFING TRENDS Adopted Positions 350.00 287.75 286.75 2003 2004 265.50 2000 241.75 243.75 265.50 1999 250.00 253.00 287.25 2002 299.50 300.00 253.00 81 2001 1998 1997 1996 1995 200.00 82 LIBRARY MISSION STATEMENT: To provide City of Tucson and Pima County residents with 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 23 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 Through a community-supported strategic plan, the Library Department developed a vision statement, core values, and the following six strategic directions for 2004-2009. • Encourage Lifelong Learning • Create a Community Gathering Place • Provide General Information • Promote Cultural Awareness • Obtain Current Topics and Titles • Support Business and Workforce Development The Golf Links and Bear Canyon branch libraries are undergoing expansions in 2005 to increase services to the eastside population. The 10,000 square foot Quincie Douglas Branch at 36th Street and Kino Boulevard is under construction and scheduled to open in July 2005. Plans for the Midtown Library and Learning Center are progressing and the opening is scheduled for the summer of 2005. As part of the Library Department’s ongoing efforts to improve efficient and effective customer service, a selfcheckout system is being implemented. This allows library users to check out their books without waiting in a long line. The Library Department is also implementing a self-signup system that will allow customers to reserve time on a public computer to search the Internet, send e-mail, and use word processing and other programs. The Library Department is partnering with the Tucson Botanical Gardens on “Desert Connections,” a three-year leadership grant from the Institute of Museum and Library Services. The project includes programs for adults and children designed to educate them about native wildflowers, butterflies, and birds. 83 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 targets teen parents 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 afterschool programs. The Library collaborates with the City of Tucson Fire Department to bring story times on fire safety to branch libraries. The Library Department conducts a family literacy program called Motheread® at the Pima County Adult Detention Center. Goal: Successful Downtown: The Joel D. Valdez 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 Jácome Plaza adjacent to the Main Library is the venue for festivals, public performances, musical concerts, and special events. In the past year it has been the site for the Tucson Fire Department’s Chili Cookoff, the Tucson Heritage Festival, Día de los Niños/Día de los Libros Festival, and the Holiday Parade festivities, to name just a few of the notable events. Renovations to the plaza were completed in December 2003 with Back to Basics funding. The first floor of the library houses the Gallery, a constantly changing showcase for new and emerging local artists. The second floor includes a Teen Resource Center, designed by teens for teens. 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 library each month. The Main Library works to maintain a safe, pleasant environment for people to visit and enjoy. Goal: Reduced Poverty and Increased Equality of Opportunity: Library Department programs such as the Bookmobile, Books-by-Mail, and Homebound Services take resources to those who cannot easily visit a library. The Tucson-Pima Public Library offers many services that enable library users with special needs to access materials and information. A variety of assist technologies is available at the Main Library and at branch libraries throughout the system. People who do not own computers visit the libraries regularly for access to electronic resources, to prepare resumes and find employment resources, and to increase their information technology skills through computer classes taught by library staff. Enhanced technology provides popular service options for customers. People can now register for a library card, and reserve and renew materials online. Several branches offer self-service reserves and self-check-out options for customers. Teens who were trained to be library advocates gave 40 presentations about TucsonPima Public Library (TPPL) services and resources to 1,317 people, mostly middle and high school students. Goal: Respected Historical and Cultural Resources: The Joel D. Valdez 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. The library system partners with the area museums, cultural organizations, Friends of the Tucson-Pima Public Library, and the Arizona Humanities Council to bring engaging cultural and historical programming to audiences of all ages. 84 LIBRARY Support for Livable Tucson Goals (Continued) Goal: Strong Local Business: The Joel D. Valdez Main Library has an extensive reference section and a business librarian to help local business and aspiring entrepreneurs. The 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 the 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. The young adult services librarians recruit and train high school students to be advocates on behalf of the library. The advocates gain knowledge about the library and develop public-speaking skills. A number of high school students gained important job experience by working as computer aides in branches and the Teen Resource Center at the Main Library. Goal: Engaged Community and Responsive Government: Free community and neighborhood meeting space is provided at each library. The Library Department encourages participation in civic and social events by making information available to all. Managing librarians sent letters of introduction to presidents of neighborhood associations; a number of librarians have given presentations to neighborhood and homeowner associations that meet in the library. The library promoted community involvement through Make a Difference Day, in partnership with the Arizona Daily Star, the Friends of the Tucson-Pima Public Library, and the Tucson Area Literacy Coalition. In January 2004, the departments participated in the Family Arts Festival. The Library Department collaborated with the Human Resources Department in the Team Powered Service pilot project. This project identified standards of excellent customer service and is now being implemented in other city departments. Local, state, and federal government information is available through the Internet or in the Reference Department of the Main Library. Ongoing partnerships include area museums, Child and Family Resources, City of Tucson Parks and Recreation, the Tucson Fire Department, and Wingspan. Goal: Excellent Public Education: The Library Department works closely with schools and offers programs to help insure that our children are getting the best education possible. The Homework Help program, visits to schools by librarians, joint meetings with educators, and tours of libraries for school children are examples of these efforts. Library computer labs give students better opportunities to complete research or produce reports for school assignments. Librarians work closely with teachers to provide access to books on school reading lists. For 20 years, the Summer Reading Club has helped reinforce children’s reading skills throughout the summer months. 85 LIBRARY DEPARTMENT RESOURCES Actual FY 2003 Adopted FY 2004 15.50 9.50 195.00 18.50 15.50 9.50 190.00 18.50 238.50 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 15.50 9.50 190.00 18.50 15.50 9.50 186.00 18.50 15.50 9.50 205.50 18.50 233.50 233.50 229.50 249.00 1.75 47.00 4.50 1.75 47.00 4.50 1.75 47.00 4.50 1.75 47.00 4.50 1.75 50.00 4.50 53.25 53.25 53.25 53.25 56.25 291.75 286.75 286.75 282.75 305.25 $ 1,175,507 1,218,649 12,069,795 4,330,297 $ 1,198,780 1,293,800 13,143,980 4,147,420 $ 1,000,990 1,277,160 12,918,120 4,083,030 $ 1,253,160 1,350,820 13,654,580 4,156,890 $ 1,317,080 1,397,570 16,246,150 4,549,280 18,794,248 188,227 19,783,980 2,464,000 19,279,300 3,226,780 20,415,450 1,978,600 23,510,080 125,000 $ 18,982,475 $ 22,247,980 $ 22,506,080 $ 22,394,050 $ 23,635,080 Personal Services Services Commodities Equipment Other Inter-Activity Transfers $ 12,921,925 2,043,382 3,706,895 122,046 -0-0- $ 13,025,700 $ 12,578,360 $ 13,592,860 2,079,160 2,073,920 2,067,540 3,621,680 3,640,680 3,636,810 118,240 129,240 118,240 (60,800) (60,800) -01,000,000 917,900 1,000,000 $ 15,821,550 2,326,720 4,223,570 118,240 20,000 1,000,000 Operating Total Capital Improvements 18,794,248 188,227 19,783,980 2,464,000 19,279,300 3,226,780 20,415,450 1,978,600 23,510,080 125,000 $ 18,982,475 $ 22,247,980 $ 22,506,080 $ 22,394,050 $ 23,635,080 POSITION SUMMARY PERMANENT Administration Technology Management Public Services Collection Services Permanent Total NON-PERMANENT Technology Management Public Services Collection Services Non-Permanent Total Department Total FINANCIAL SUMMARY Administration Technology Management Public Services Collection Services Operating Total Capital Improvements Department Total CHARACTER OF EXENDITURES Department Total 86 LIBRARY Department Resources (Continued) Actual FY 2003 Adopted FY 2004 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 $ 8,778,077 $ 8,290,300 $ 9,088,970 $ 9,005,120 548,150 9,195,285 654,370 10,339,310 566,000 9,115,570 570,000 9,840,330 570,000 21,940,080 79,102 193,634 -0500,000 36,290 472,470 -01,000,000 -01,000,000 $ 18,794,248 $ 19,783,980 $ 19,279,300 $ 20,415,450 $ 23,510,080 $ 188,227 -0- $ 1,864,000 600,000 $ 2,858,830 367,950 $ 1,628,600 350,000 $ -0125,000 Capital Funds Total $ 188,227 $ 2,464,000 $ 3,226,780 $ 1,978,600 $ 125,000 Department Total $ 18,982,475 $ 22,247,980 $ 22,506,080 $ 22,394,050 $ 23,635,080 SOURCE OF FUNDS OPERATING FUNDS Library Fund: General Fund Contribution Library Fund: Fines* Library Fund: Pima County Contribution Miscellaneous Federal Grants Miscellaneous Non-Federal Grants Operating Funds Total CAPITAL FUNDS 2000 General Obligation Bond Funds 1994 General Obligation Bond Funds Interest $ -0- *Fiscal Years 2003 and 2004 data have been revised to separately report the Library fees previously included as part of the General Fund Contribution. Note: The sources of funds for Fiscal Year 2006 reflects full funding of Library operations by the Pima County Library District Tax, except for $570,000 in Library fines. As a result, there is no city general fund contribution. SIGNIFICANT CHANGES Fiscal Year 2005 The adopted operating budget for Fiscal Year 2005 of $20,415,450 is an increase of $631,470 from the Fiscal Year 2004 Adopted Budget. Funding has been added to ensure the recruitment and retention of employees, including merit-based raises, a 2% market-based compensation adjustment, coverage for health insurance, and pension increases. Other significant changes are as follows: ♦ A change in the formula for allocating maintenance and related facility costs will result in a $110,760 transfer from the General Services Department. ♦ Self check-out systems installed at five libraries to improve book security, customer service, and staff efficiencies will save $114,000 and four positions. The Fiscal Year 2005 Capital Budget of $1,978,600 completes the voter authorized bond program for Library. 87 LIBRARY Significant Changes (Continued) Fiscal Year 2006 The operating budget for Fiscal Year 2006 of $23,510,080 is an increase of $3,094,630 from Fiscal Year 2005. The Fiscal Year 2006 budget is based on proposing full funding of the Library system from Library District taxes. Funding has been added to ensure the recruitment and retention of employees, including merit-based raises, market-based compensation adjustments, coverage for health insurance, and pension increases. Significant changes to expenditures are as follows: ♦ Full year funding for the Quincie Douglas Library and the Midtown Library and Learning Center adds $883,900, including 15 positions. ♦ Expanding and standardizing library hours and services adds $550,540, including 10.5 positions. ♦ The book replacement budget increases by $318,910 to $3 million. ♦ Replacing furniture and computer equipment that is no longer serviceable adds $249,000. ♦ Increasing security for library customers adds $160,000 to the budget. ♦ Self check-out systems installed at four libraries will save $85,000 and eliminate 3 positions. The Fiscal Year 2006 Capital Budget funds improvements to the Main Library Plaza. 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 2003 Adopted FY 2004 21 22 Provide new, remodeled, and renovated libraries. 2 Prepare major planning documents (i.e., strategic planning, facilities planning, and funding plan documents). 1 Key Outputs 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 88 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 23 23 25 1 1 1 2 1 1 1 1 LIBRARY Administration (Continued) KEY MEASURES OF PERFORMANCE Actual FY 2003 Adopted FY 2004 Maintain ongoing major partnerships with governmental and community agencies. 9 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 22 Key Outcomes Meet the community’s need for library services. • Number of open libraries Estimated FY 2004 Adopted FY 2005 Approved FY 2006 6 6 6 9 9 7 7 23 23 23 25 15.50 15.50 15.50 RESOURCE SUMMARY Position Resources 15.50 Financial Resources Library Fund: General Fund Contribution Library Fund: Pima County Contribution $ Financial Resources Total 585,253 15.50 $ 622,470 $ 523,580 $ 649,060 $ -0- 590,254 576,310 477,410 604,100 1,317,080 $ 1,175,507 $ 1,198,780 $ 1,000,990 $ 1,253,160 $ 1,317,080 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 405 405 89 305 383 383 LIBRARY Technology Management (Continued) KEY MEASURES OF PERFORMANCE 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* Key Outcomes Maintain 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 2003 Adopted FY 2004 195 203 3,825 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 203 203 195 3,825 5,432 5,400 5,500 1,552 17,000 17,000 17,000 17,000 672 750 750 750 650 99% 99% 99% 99% 99% 11.25 11.25 11.25 *Increase due to more precise method of counting pages. RESOURCE SUMMARY Position Resources Financial Resources Library Fund: General Fund Contribution Library Fund: Pima County Contribution Financial Resources Total 11.25 $ 670,360 11.25 $ 650,400 $ 642,080 $ 679,360 $ -0- 548,289 643,400 635,080 671,460 1,397,570 $ 1,218,649 $ 1,293,800 $ 1,277,160 $ 1,350,820 $ 1,397,570 90 LIBRARY PUBLIC SERVICES MISSION STATEMENT: The Public Services Division, through a Main Library and 22 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 Adopted FY 2005 Approved FY 2006 6,100 2,500 6,100 3,000 6,350 3,400 1,700 1,700 1,800 1,900 12,000 12,500 12,500 12,500 12,500 606 630 600 600 630 24,070 24,320 24,320 24,070 24,070 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 9 10 10 10 10 Provide workforce development by hiring and training low-income teens as library aides at the 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 10 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 Actual FY 2003 Adopted FY 2004 6,052 3,274 6,100 3,500 1,626 91 Estimated FY 2004 LIBRARY Public Services (Continued) KEY MEASURES OF PERFORMANCE Actual FY 2003 Adopted FY 2004 Provide youth with Homework Help in libraries, schools, recreation centers, and other agencies. • Number of participants* 8,952 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 10,377 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 Participate in ongoing partnerships with other departments, schools, community agencies, and organizations to promote reading and literacy. • Number of partnerships 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) Adopted FY 2005 Approved FY 2006 9,000 9,000 9,000 15,000 15,000 12,000 12,000 69 6,832 100 30,000 100 30,000 72 30,000 72 30,000 4 6 6 6 6 3,691 750 750 750 750 3,499 6,800 6,800 6,500 6,800 920,000 930,000 930,000 920,000 970,000 887,745 887,745 475,000 475,000 500,000 *The Homework Help Program was reduced in Fiscal Year 2004. 92 Estimated FY 2004 LIBRARY Public Services (Continued) KEY MEASURES OF PERFORMANCE Adopted FY 2005 Approved FY 2006 31,000 31,000 32,000 150,000 150,000 150,000 160,000 52% 54% 54% 54% 56% 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 40 1,317 50 1,250 50 1,250 50 1,250 50 1,230 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 69 516 9 90 9 90 9 90 9 90 80% 75% 75% 75% 75% 70% 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 Actual FY 2003 Adopted FY 2004 30,000 31,000 170,645 93 Estimated FY 2004 LIBRARY Public Services (Continued) RESOURCE SUMMARY Position Resources Financial Resources Library Fund: General Fund Contribution Library Fund: Fines* Library Fund: Pima County Contribution Miscellaneous Federal Grants Miscellaneous Non-Federal Grants Financial Resources Total Actual FY 2003 Adopted FY 2004 242.00 237.00 $ 5,357,318 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 237.00 233.00 255.50 $ 4,940,870 $ 5,878,940 $ 5,595,860 548,150 5,891,591 654,370 7,048,740 566,000 5,964,420 570,000 6,488,720 570,000 14,676,150 79,102 193,634 -0500,000 36,290 472,470 -01,000,000 -01,000,000 $ 12,069,795 $ 13,143,980 $ 12,918,120 $ 13,654,580 $ 16,246,150 $ -0- *Fiscal Years 2003 and 2004 data have been revised to separately report the Library fees previously included as part of the General Fund Contribution. 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 move materials daily 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 countywide via courier service. • Libraries served 238,381 259,000 259,000 261,000 270,000 17,554 2,652 25,000 2,900 25,000 2,900 22,000 2,900 22,000 2,000 22 23 23 23 25 94 LIBRARY Collection Services (Continued) KEY MEASURES OF PERFORMANCE 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 • 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 2003 Adopted FY 2004 N/A 85% 76% Estimated FY 2004 Adopted FY 2005 Approved FY 2006 85% 85% 83% 90% 90% 90% 90% 1,414 1,400 1,400 1,350 1,470 199,841 207,000 207,000 207,000 207,000 23.00 RESOURCE SUMMARY Position Resources Financial Resources Library Fund: General Fund Contribution Library Fund: Pima County Contribution Financial Resources Total 23.00 23.00 23.00 23.00 $ 2,165,146 $ 2,076,560 $ 2,044,370 $ 2,080,840 2,165,151 2,070,860 2,038,660 2,076,050 4,549,280 $ 4,330,297 $ 4,147,420 $ 4,083,030 $ 4,156,890 $ 4,549,280 95 $ -0- 96 NEIGHBORHOOD RESOURCES OPERATING: CAPITAL: TOTAL: POSITION TOTAL: $ 2,499,610 10,975,000 $ 13,474,610 20.00 FINANCING PLAN Highway User Revenue Fund 41% PROGRAM ALLOCATION Neighborhood Resources 19% Capital Improvements 81% General Fund 38% Community Development Block Grant Fund 21% TEN YEAR STAFFING TRENDS Adopted Positions 30.00 21.00 11.00 11.00 11.00 2000 2001 2002 5.00 7.00 1999 5.00 7.00 1998 5.00 1997 10.00 1996 20.00 19.00 97 2004 2003 1995 0.00 98 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) brings 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), Property and Housing Complaints, and youth programs. DEPARTMENT HIGHLIGHTS The SABER program exceeded its numeric goal of abating slum and blighted properties. In conjunction with the Property and Housing Complaint section of Neighborhood Resources, 4,650 initial inspections were performed. Two inspectors have been added to better manage the caseload and an informational brochure has assisted the public in understanding our processes. The improved mailing list and frequent electronic updates has increased the number of neighborhood associations availing themselves of Neighborhood Resources’ services. The Back to Basics program has benefited from monthly and programmatic reporting and frequent updates from participating departments to manage its more than 100 ongoing projects. SUPPORT FOR LIVABLE TUCSON GOALS Goal: Engaged Community and Responsive Government DNR effectively partners with other departments, agencies, and citizens 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 DNR. Goal: People-Oriented Neighborhoods DNR provides registered neighborhoods with assistance such as mailings, meeting venues, logistics, and support for neighborhood activities. The Back to Basics Program seeks to improve the city’s aging infrastructure and revitalize the social and economic dynamics of neighborhoods. The SABER Program and Property and Housing Complaints target residential properties and focus on code enforcement issues. Graffiti Abatement further enhances the quality of Tucson’s neighborhoods by rapid response to incidents of graffiti. 99 NEIGHBORHOOD RESOURCES DEPARTMENT RESOURCES Actual FY 2003 Adopted FY 2004 PERMANENT Neighborhood Resources 21.00 19.00 Department Total 21.00 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 19.00 20.00 20.00 19.00 19.00 20.00 20.00 $ 2,164,417 $ 2,401,930 $ 2,071,870 $ 2,499,610 $ 2,572,230 2,164,417 4,937,784 2,401,930 10,780,000 2,071,870 2,947,650 2,499,610 10,975,000 2,572,230 2,975,000 $ 7,102,201 $ 13,181,930 $ 5,019,520 $ 13,474,610 $ 5,547,230 Personal Services Services Commodities Other Inter-Activity Transfers $ 1,257,326 406,990 248,680 251,412 9 $ 1,397,760 417,570 178,810 224,700 183,090 $ 1,213,750 383,620 236,600 224,700 13,200 $ 1,432,540 562,990 269,380 224,700 10,000 $ 1,522,820 547,140 267,570 224,700 10,000 Operating Total Capital Improvements 2,164,417 4,937,784 2,401,930 10,780,000 2,071,870 2,947,650 2,499,610 10,975,000 2,572,230 2,975,000 $ 7,102,201 $ 13,181,930 $ 5,019,520 $ 13,474,610 $ 5,547,230 $ 1,758,440 313,577 $ 1,939,530 370,000 $ 1,923,040 56,430 $ 2,407,210 -0- $ 2,470,630 -0- 92,400 92,400 92,400 92,400 101,600 $ 2,164,417 $ 2,401,930 $ 2,071,870 $ 2,499,610 $ 2,572,230 $ 2,593,624 42,775 463,974 $ 3,700,000 -02,820,000 $ 670,010 -01,817,630 $ 2,700,000 -02,775,000 $ 1,837,411 4,260,000 460,010 5,500,000 1,700,000 Capital Funds Total $ 4,937,784 $ 10,780,000 $ 2,947,650 $ 10,975,000 $ 2,975,000 Department Total $ 7,102,201 $ 13,181,930 $ 5,019,520 $ 13,474,610 $ 5,547,230 POSITION SUMMARY FINANCIAL SUMMARY Neighborhood Resources Operating Total Capital Improvements Department Total CHARACTER OF EXPENDITURES Department Total SOURCE OF FUNDS OPERATING FUNDS General Fund Community Development Block Grant Fund Highway User Revenue Fund Operating Funds Total CAPITAL FUNDS General Fund Capital Agreement Fund Community Development Block Grant Fund Highway User Revenue Fund 100 -0-01,275,000 NEIGHBORHOOD RESOURCES SIGNIFICANT CHANGES Fiscal Year 2005 The adopted operating budget for Fiscal Year 2005 of $2,499,610 reflects an increase of $97,680 from the Fiscal Year 2004 Adopted Budget. The budget includes $500,000 for neighborhood initiatives including one position to improve customer service support. In addition to continued funding of Slum Abatement and Blight Enforcement Response (SABER) from the $500,000, resources will be focused on building and property issues in neighborhoods, with a special emphasis on vacant and abandoned buildings. Funding has been added to ensure the recruitment and retention of employees, including merit-based raises, a 2% market-based compensation adjustment, coverage for health insurance, and pension increases. The increases to the budget were offset by reductions in funding capacity from federal grants. The Fiscal Year 2005 Capital Budget of $10,975,000 includes funding of $8,000,000 required for the completion of prior year Back to Basics projects and $2,975,000 from Community Development Block Grant (CDBG) and Highway User Revenue Fund (HURF) for new projects. Fiscal Year 2006 The operating budget for Fiscal Year 2006 of $2,572,230 includes an increase of $72,620 from Fiscal Year 2005. Funding has been added to ensure the recruitment and retention of employees, including merit-based raises, market-based compensation adjustments, coverage for health insurance, and pension increases. The Fiscal Year 2006 Capital Budget of $2,975,000 includes CDBG and HURF funding for new Back to Basics projects. KEY MEASURES OF PERFORMANCE Actual FY 2003 Adopted FY 2004 499 300 Monitor Back to Basics projects for timeliness, budget status, and legal compliance. • Number of active projects* 78 Coordinate service delivery to neighborhoods through DNR staff. • Number of service requests processed Abate slum properties through the SABER Program. • Number of properties abated • Number of living units abated Key Outputs Distribute neighborhood mailings. • Number of mailings distributed Estimated FY 2004 Adopted FY 2005 Approved FY 2006 520 550 600 92 127 100 60 1,546 1,500 1,600 1,650 1,700 61 513 40 N/A 65 520 70 560 75 600 *Method of measurement revised to reflect number of active projects rather than number of neighborhoods with active projects. 101 NEIGHBORHOOD RESOURCES KEY MEASURES OF PERFORMANCE Key Outputs Respond to Property and Housing Complaints. • Number of cases opened and referrals made • Number of initial and follow-up inspections performed • Number of properties abated Abate graffiti through prompt response. • Number of properties abated • Number of “tags” removed Key Outcomes Register neighborhood associations. • Number of new associations or inactive associations revitalized • Number of registered neighborhoods Actual FY 2003 Adopted FY 2004 1,765 N/A 4,650 Adopted FY 2005 Approved FY 2006 1,964 1,700 1,800 N/A 4,260 3,760 3,980 1,125 N/A 705 1,000 1,200 7,224 36,480 6,000 36,000 6,000 36,000 6,000 36,000 6,000 36,000 12 10 10 10 10 140 180 140 145 150 102 Estimated FY 2004 OFFICE OF EQUAL OPPORTUNITY PROGRAMS AND INDEPENDENT POLICE REVIEW* OPERATING: POSITION TOTAL: $ 650,090 9.00 FINANCING PLAN PROGRAM ALLOCATION Office of Equal Opportunity Programs and Independent Police Review 100% General Fund 100% TEN YEAR STAFFING TRENDS Adopted Positions 9.00 1998 1999 2000 10.00 10.50 11.00 2003 9.00 2002 9.00 2001 9.00 1997 10.00 9.00 1996 15.00 10.00 5.00 2004 1995 0.00 *In Fiscal Year 2004, the Equal Opportunity Office was merged with the Independent Police Auditor and renamed Office of Equal Opportunity Programs and Independent Police Review. 103 104 OFFICE OF EQUAL OPPORTUNITY PROGRAMS AND INDEPENDENT POLICE REVIEW 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. To ensure equal opportunity to all city employees in all terms and conditions of employment. To ensure equal procurement opportunity to all businesses with which the city solicits and/or conducts contracted services. To provide an external review process of citizen inquiries and complaints of police misconduct that is thorough, objective, and fair. In accordance with the Tucson City Charter, the City Manager retains hiring authority for and the reporting responsibility over the Office of Equal Opportunity Programs and Independent Police Review. SUPPORT FOR LIVABLE TUCSON GOALS Goal: Engaged Community and Responsive Government The Office of Equal Opportunity Programs works in coordination with the Tucson Airport Authority, the Arizona Department of Transportation’s Civil Rights Division, and the City of Phoenix to continuously streamline the application and review process for Minority and Women Owned Business Enterprise and Disadvantaged Business Enterprise certifications. The office provides training on the Minority and Women Owned Business Enterprise certification process as well as review of all referred applications. The office also works with the Small Business Administration’s Business Development Finance Corporation, the Arizona State Department of Commerce, Pima Community College’s Small Business Development Office, and other organizations in providing joint presentations that target minority and women owned businesses. The office 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 the Office of Equal Opportunity Programs, including the annual Disadvantaged Business Enterprise Program goal for federally-funded transit projects and the Minority and Women Owned Business Enterprise Program. 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. Some level of support is provided to the Citizen Police Advisory Review Board. Goal: Reduced Poverty and Greater Equality of Opportunity As a result of conducting investigations into complaints of discrimination, the Office of Equal Opportunity Programs 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. The office offers training to businesses and citizens within the community which supports the implementation of equal opportunity in employment, housing, and public accommodation. 105 OFFICE OF EQUAL OPPORTUNITY PROGRAMS AND INDEPENDENT POLICE REVIEW Support for Livable Tucson Goals (Continued) Reduced Poverty and Greater Equality of Opportunity ( Continued) The Office of Equal Opportunity Programs provides support to the Minority and Women Owned Business Commission in its efforts to correct disparity in the women and minority owned business procurement process. Some level of support is provided by the office to the Human Relations Commission and the Gay, Lesbian, Bisexual, Transgender Commission. This further supports community efforts against discriminatory treatment that many times impacts individuals financially. Goal: Strong Local Business The Office of Equal Opportunity Programs supports equal opportunity for local businesses through the implementation and monitoring 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 office 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. 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 resources within the police department to facilitate and involve the community as a partner in community policing. OFFICE RESOURCES Actual FY 2003 Adopted FY 2004 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 11.00 10.00 9.00 9.00 9.00 11.00 10.00 9.00 9.00 9.00 POSITION SUMMARY PERMANENT Office of Equal Opportunity Programs and Independent Police Review* Total *In Fiscal Year 2004, the Equal Opportunity Office was merged with the Independent Police Auditor and renamed Office of Equal Opportunity Programs and Independent Police Review. 106 OFFICE OF EQUAL OPPORTUNITY PROGRAMS AND INDEPENDENT POLICE REVIEW Office Resources (Continued) Actual FY 2003 Adopted FY 2004 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 $ 916,999 $ 738,770 $ 574,790 $ 650,090 $ 686,010 $ 916,999 $ 738,770 $ 574,790 $ 650,090 $ 686,010 Personal Services Services Commodities $ 795,057 111,650 10,292 $ 626,700 100,120 11,950 $ 449,840 116,670 8,280 $ 529,970 108,000 12,120 $ 565,470 108,350 12,190 Total $ 916,999 $ 738,770 $ 574,790 $ 650,090 $ 686,010 $ 916,999 $ 738,770 $ 574,790 $ 650,090 $ 686,010 $ 916,999 $ 738,770 $ 574,790 $ 650,090 $ 686,010 FINANCIAL SUMMARY Office of Equal Opportunity Programs and Independent Police Review Total CHARACTER OF EXPENDITURES SOURCE OF FUNDS General Fund Department Total SIGNIFICANT CHANGES Fiscal Year 2005 The adopted operating budget for Fiscal Year 2005 of $650,090 reflects a decrease of $88,680 from the Fiscal Year 2004 Adopted Budget. To improve efficiencies and reduce costs, the Independent Police Auditor was merged with the Equal Opportunity Office resulting in a net saving of $94,000 and the reduction of one position. Funding has been added to ensure the recruitment and retention of employees, including merit-based raises, a 2% market-based compensation adjustment, coverage for health insurance, and pension increases. Fiscal Year 2006 The operating budget for Fiscal Year 2006 of $686,010 includes an increase of $35,920 from Fiscal Year 2005. Funding has been added to ensure the recruitment and retention of employees, including merit-based raises, marketbased compensation adjustments, coverage for health insurance, and pension increases. 107 OFFICE OF EQUAL OPPORTUNITY PROGRAMS AND INDEPENDENT POLICE REVIEW KEY MEASURES OF PERFORMANCE Actual FY 2003 Adopted FY 2004 Adopted FY 2005 Approved FY 2006 14 72 16 20 25 Process, investigate, and mediate complaints of discrimination filed by citizens and city employees. 110 80 100 100 100 Provide a Minority and Women Owned Business Enterprise/Disadvantaged Business Enterprise Directory to community and businesses as requested. 800 1,500 1,000 1,000 1,000 Distribute information to the community about the city’s non-discrimination mandates and programs via posters, brochures, and media presentations. 2,475 5,000 2,500 2,600 2,600 Review equal opportunity employment documents from businesses that do business with the City of Tucson. 1,139 1,000 1,200 1,300 1,300 Perform monthly audits of Office of Internal Affair’s investigations performed by the Tucson Police Department. 12 12 12 12 12 Inform and educate citizens by conducting community outreach through public presentations, brochures, fliers, and video. 21 24 25 25 25 401 250 400 425 425 925 N/A 1,500 N/A 1,500 2 1,500 2 1,500 2 Key Outputs Conduct equity awareness and Minority and Women Owned Business Enterprise program information sessions within the city and community. 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 • Average number of days to process Certificates of Equal Employment Opportunity (CEEO) forms. 108 Estimated FY 2004 OFFICE OF EQUAL OPPORTUNITY PROGRAMS AND INDEPENDENT POLICE REVIEW KEY MEASURES OF PERFORMANCE 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 Internal Affairs for investigation. Actual FY 2003 Adopted FY 2004 729 337 54 800 500 100 109 Estimated FY 2004 800 400 75 Adopted FY 2005 Approved FY 2006 800 425 75 800 425 75 110 OFFICE OF THE PUBLIC DEFENDER OPERATING: POSITION TOTAL: $ 2,712,910 36.00 OFFICE OF THE PUBLIC DEFENDER FINANCING PLAN PROGRAM ALLOCATION Office of the Public Defender 100% General Fund 100% 32.50 32.50 33.50 33.50 33.50 2004 31.00 2003 31.00 2002 31.00 1998 33.00 1997 32.50 2001 40.00 2000 TEN YEAR STAFFING TRENDS Adopted Positions 30.00 1999 1996 1995 20.00 111 112 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 21 attorneys and 15 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 2003. 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 2005. 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 2005. 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 2003 Adopted FY 2004 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 33.50 33.50 33.50 36.00 36.00 33.50 33.50 33.50 36.00 36.00 POSITION SUMMARY PERMANENT Office of the Public Defender Total 113 OFFICE OF THE PUBLIC DEFENDER Office Resources (Continued) Actual FY 2003 Adopted FY 2004 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 $ 2,238,530 $ 2,333,440 $ 2,371,630 $ 2,712,910 $ 2,881,300 $ 2,238,530 $ 2,333,440 $ 2,371,630 $ 2,712,910 $ 2,881,300 Personal Services Services Commodities Equipment $ 2,065,908 117,604 48,104 6,914 $ 2,151,020 134,530 47,890 -0- $ 2,213,600 117,180 40,850 -0- $ 2,522,100 142,730 48,080 -0- $ 2,689,550 143,670 48,080 -0- Total $ 2,238,530 $ 2,333,440 $ 2,371,630 $ 2,712,910 $ 2,881,300 $ 2,238,530 $ 2,333,440 $ 2,371,630 $ 2,712,910 $ 2,881,300 $ 2,238,530 $ 2,333,440 $ 2,371,630 $ 2,712,910 $ 2,881,300 FINANCIAL SUMMARY Office of the Public Defender Total CHARACTER OF EXPENDITURES SOURCE OF FUNDS General Fund Total SIGNIFICANT CHANGES Fiscal Year 2005 The adopted operating budget for Fiscal Year 2005 of $2,712,910 reflects an increase of $379,470 from the Fiscal Year 2004 Adopted Budget. Due to increasing caseloads, $167,750, including 2.5 positions are added to the budget. Funding has been added to ensure the recruitment and retention of employees, including merit-based raises, a 2% market-based compensation adjustment, coverage for health insurance, and pension increases. Fiscal Year 2006 The operating budget for Fiscal Year 2006 of $2,881,300 includes an increase of $168,390 from Fiscal Year 2005. Funding has been added to ensure the recruitment and retention of employees, including merit-based raises, marketbased compensation adjustments, coverage for health insurance, and pension increases. 114 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 2003 Adopted FY 2004 8,318 7,700 8,800 8,800 9,000 15 20 20 25 30 100% 100% 100% 100% 100% N/A 99% 99% 99% 99% $ 269 $ 303 $ 270 $ 308 $ 320 115 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 116 PARKS AND RECREATION OPERATING: CAPITAL: TOTAL: $ 44,435,050 22,885,600 $ 67,320,650 POSITION TOTAL: 669.75 ADMINISTRATION OFFICES SOUTHWEST DISTRICT EAST DISTRICT NORTHWEST DISTRICT ZOO AND REID PARK OPERATIONS* FINANCING PLAN PROGRAM ALLOCATION General Fund: Fees and Charges 8% Other* 4% Capital Agreements Fund 3% General Fund 55% Capital Improvements 34% Administration Offices 4% Parks and Recreation Grants 3% Capital Agreement Fund: Pima County Bonds General 8% Southwest District 16% Zoo and Reid Park Operations 10% Obligation Bond Funds 22% Northwest District 19% East District 14% *Includes: Miscellaneous Non-Federal Grants (2%), Miscellaneous Federal Grants (1%), Certificates of Participation (<1%), General Fund: Parks Foundation (<1%), General Fund: Restricted (<1%). TEN YEAR STAFFING TRENDS Adopted Positions 800.00 720.25 685.75 700.00 600.00 718.75 677.50 666.50 631.50 580.00 577.00 633.75 596.00 500.00 2004 2003 2002 2001 2000 1999 1998 1997 1996 1995 400.00 *The operation of Reid Park was transferred to the Zoo Division in Fiscal Year 2003. The Zoo Division was renamed Zoo and Reid Park Operations to reflect the functions of the division. 117 118 PARKS AND RECREATION MISSION STATEMENT: To provide a parks and recreation system offering high quality facilities, programs, and services for Tucsonans of all ages and abilities. OVERVIEW The Parks and Recreation Department will provide a variety of parks, recreation facilities, and program experiences equitably throughout the community. Existing facilities will be aggressively maintained and additional facilities will be added as growth and demand dictate. Programs will be operated at the highest quality level, ensuring a safe environment with exceptional service to develop lifetime customers. Services will demonstrate a positive economic investment through partnerships with other service providers, both public and private, contributing to a high quality of life for Tucsonans. DEPARTMENT HIGHLIGHTS • The opening of the new James F. Ronstadt Entry Plaza at Reid Park Zoo marks the completion of the first step of the Zoo's Master Plan. Facilities include ticket offices, a membership window, information center, enhanced gift shop, concessions modifications, and ample restrooms. The area is made comfortable for guests with a large sound structure for shade, lush gardens, and seating areas. • A $218,000 irrigation upgrade was completed at Hi Corbett Field as part of the 2000 bond program. The stadium has become an exciting events venue, hosting Martina McBride and the Tucson Symphony in 2003. • The Arizona Heat, the woman’s professional fast-pitch softball team, will play at Hi Corbett Field in the newly formed National Woman's Softball League. • All of the department’s 2000 bond program projects are either under design, in construction, or finished. It is anticipated that all 2000 bond program projects will be completed within two years. Some of the highlights in this program are the Adaptive Recreation Center, the Udall Senior Center, the El Pueblo Senior Center, and the Mansfield Gymnasium. • The Richard and Annette Bloch Cancer Survivors Plaza was dedicated in Reid Park. The Plaza is dedicated to cancer survivors. The facility gives hope and encouragement to the millions of Americans with cancer to have the will to fight. 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 130 parks, 105 playgrounds, 203 playing fields, and 3,998 acres of parkland. Goal: Clean Air and Quality Water The Parks and Recreation Department contributes to clean air by maintaining some 22,000 trees in city parks. Department efforts include effective water management, oversight of discharged wastewater, and use of reclaimed water in the irrigation of turf and landscaping that conserves, protects, and recharges the local aquifer. 119 PARKS AND RECREATION Support for Livable Tucson Goals (Continued) 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 confidence 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, and discounted zoo admission for over 30,000 children each year who are provided the opportunity to learn about 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. 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 and adaptive advisory boards specifically for issues regarding people with disabilities. Year-round volunteer programs encourage individuals to invest in the community and environment. 120 PARKS AND RECREATION DEPARTMENT RESOURCES Actual FY 2003 Adopted FY 2004 30.50 99.50 110.50 84.00 67.75 5.25 27.50 93.50 106.50 83.00 68.25 5.25 397.50 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 27.50 93.50 106.50 83.00 68.25 5.25 27.50 96.50 114.00 88.00 68.25 5.25 27.50 99.50 115.00 92.00 68.25 5.25 384.00 384.00 399.50 407.50 1.00 70.00 110.50 35.50 16.00 36.00 -057.50 105.00 34.50 16.75 36.00 -057.50 105.00 34.50 16.75 36.00 -057.50 123.00 37.00 16.75 36.00 -059.00 137.25 37.50 16.75 36.00 Non-Permanent Total 269.00 249.75 249.75 270.25 286.50 Department Total 666.50 633.75 633.75 669.75 694.00 $ 2,437,660 8,651,480 11,088,430 7,550,948 5,894,857 496,255 $ 2,415,020 8,635,630 11,703,780 7,883,110 5,737,290 2,174,820 2,043,160 8,641,560 10,733,060 7,321,420 6,148,490 2,138,830 $ 2,652,970 10,388,310 12,842,740 9,575,520 6,776,370 2,199,140 $ 2,767,710 10,657,540 13,687,950 10,222,510 6,819,390 2,229,890 36,119,630 6,138,465 38,549,650 31,345,800 37,026,520 14,000,020 44,435,050 22,885,600 46,384,990 6,691,800 $ 42,258,095 $ 69,895,450 $ 51,026,540 $ 67,320,650 $ 53,076,790 POSITION SUMMARY PERMANENT Administration Offices Southwest District Northwest District East District Zoo and Reid Park Operations Parks and Recreation Grants Permanent Total NON-PERMANENT Administration Offices Southwest District Northwest District East District Zoo and Reid Park Operations Parks and Recreation Grants FINANCIAL SUMMARY Administration Offices Southwest District Northwest District East District Zoo and Reid Park Operations Parks and Recreation Grants Operating Total Capital Improvements Department Total 121 $ PARKS AND RECREATION Department Resources (Continued) Actual FY 2003 Adopted FY 2004 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 CHARACTER OF EXPENDITURES Personal Services Services Commodities Equipment Debt Service Other Inter-Activity Transfers $ 22,028,120 10,936,176 3,247,348 150,149 13,319 -0(255,482) Operating Total Capital Improvements 36,119,630 6,138,465 38,549,650 31,345,800 37,026,520 14,000,020 44,435,050 22,885,600 46,384,990 6,691,800 $ 42,258,095 $ 69,895,450 $ 51,026,540 $ 67,320,650 $ 53,076,790 $ 31,901,987 3,850,498 -029,459 -0292,751 44,935 $ 31,581,740 4,861,420 189,840 218,750 -0619,560 1,078,340 $ 30,172,160 4,829,000 189,840 105,890 -0683,660 1,045,970 $ 36,295,910 5,430,000 192,980 210,920 510,000 708,990 1,086,250 $ 37,925,100 6,030,000 195,530 216,830 200,000 725,370 1,092,160 $ 36,119,630 $ 38,549,650 $ 37,026,520 $ 44,435,050 $ 46,384,990 $ $ $ $ $ Department Total $ 22,222,140 $ 21,423,840 $ 24,186,120 $ 26,290,060 12,640,240 12,147,170 15,479,700 15,268,970 3,905,360 3,696,100 4,943,450 5,039,770 198,140 175,640 258,140 233,140 -0-0-0-0(3,587,430) (3,587,430) -0-03,171,200 3,171,200 (432,360) (446,950) SOURCE OF FUNDS OPERATING FUNDS General Fund General Fund: Fees and Charges General Fund: Parks Foundation General Fund: Restricted Certificates of Participation Miscellaneous Federal Grants Miscellaneous Non-Federal Grants Operating Funds Total CAPITAL FUNDS General Fund 1994 General Obligation Bond Funds 1994 General Obligation Bond Funds Interest 2000 General Obligation Bond Funds 2000 General Obligation Bond Funds Interest Capital Agreement Fund Capital Agreement Fund: Pima County Bonds Miscellaneous Non-Federal Grants -07,542 -0- -0-011,800 -071,510 136,360 280,000 -0235,000 -0-080,000 5,570,030 -0- 19,917,100 -0- 9,963,530 -0- 14,554,300 100,000 2,744,000 -0- -0560,893 1,800,000 9,425,900 -03,828,620 1,800,000 5,597,300 -03,867,800 -0- 191,000 -0- 319,000 -0- Capital Funds Total $ 6,138,465 $ 31,345,800 $ 14,000,020 $ 22,885,600 $ 6,691,800 Department Total $ 42,258,095 $ 69,895,450 $ 51,026,540 $ 67,320,650 $ 53,076,790 122 PARKS AND RECREATION SIGNIFICANT CHANGES Fiscal Year 2005 The adopted operating budget for Fiscal Year 2005 of $44,435,050 is an increase of $5,885,400 from the Fiscal Year 2004 Adopted Budget. Funding has been added to ensure the recruitment and retention of employees, including meritbased raises, a 2% market-based compensation adjustment, coverage for health insurance, and pension increases. Other significant changes are as follows: ♦ Opening new parks and recreation facilities, and expansion of existing facilities will require $1,613,200 for added staff and maintenance, including 36 positions. These include the Adaptive Recreation Center and Udall Center Senior Expansion as well as $734,200 for miscellaneous parks and facilities. ♦ To ensure functional and safe facilities for the public, funding for deferred facility maintenance is increased by $1,162,320, including $390,000 to replace one swimming pool disinfection system and design the replacement of two systems to be constructed in future years. ♦ Maintenance equipment and public furniture that is no longer serviceable will be replaced at a cost of $670,000. ♦ A change in the formula for allocating maintenance and related facility costs will result in a $503,680 transfer from the General Services Department. ♦ Delays in the use of reclaimed water from Pima County require the addition of $434,000 for irrigation. ♦ To ensure equitable access to Parks and Recreation services for City of Tucson resident youth, seniors, families and those with special needs who are unable to pay full fees, a $400,000 assistance fund will be established. ♦ To ensure and improve the long-term health of the parks system, funding for irrigation is increased by $300,000, including upgrades to irrigation systems. ♦ Increases in the price of fuel and other fleet costs add $135,180. The Fiscal Year 2005 Capital Budget of $22,885,600 includes projects funded with city and county bonds and agreements with other agencies. Fiscal Year 2006 The operating budget for Fiscal Year 2006 of $46,384,990 includes an increase of $1,949,940 from Fiscal Year 2005. Opening of the Quincie Douglas Center Pool and other parks and recreational facilities in Fiscal Year 2006 will require an additional $1,127,300 to staff and maintain, including 24.25 positions. Funding has been added to ensure the recruitment and retention of employees, including merit-based raises, market-based compensation adjustments, coverage for health insurance, and pension increases. The Fiscal Year 2006 Capital Budget of $6,691,800 completes the voter authorized city and county bond programs. 123 PARKS AND RECREATION ADMINISTRATION OFFICES MISSION STATEMENT: Administration Offices provides direction and sets policy for the East, Southwest and Northwest Districts, the Zoo and Reid Park Operations, and the municipal golf courses; develops and manages the operating and capital budgets for the department; provides administrative and clerical support so that district staff can operate in a manner that promotes consistent, efficient, and effective operations; ensures that customers are provided excellent service and facilities throughout the system; and 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 Register participants in leisure classes and programs including gymnastics/motor development, sports fitness, cultural arts, KIDCO, Junior Teen Scene, Gang Resistance Education and Training, Regional Center camps, senior clubs, and other activities. • Number of participants registered • Number of KIDCO participants registered • Number of registered senior club members 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 2003 Adopted FY 2004 8 9 12 2 Adopted FY 2005 Approved FY 2006 9 9 9 12 2 12 2 12 2 12 2 6 -0- 12 1 12 1 12 1 12 1 24,441 5,144 29,000 6,000 25,000 6,000 25,500 6,000 26,000 6,000 1,212 7,000 1,300 1,400 1,500 6 6 6 6 6 6 6 6 6 6 124 Estimated FY 2004 PARKS AND RECREATION Administration Offices (Continued) KEY MEASURES 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 2003 Adopted FY 2004 24 24 95% 95% Estimated FY 2004 Adopted FY 2005 Approved FY 2006 24 24 24 95% 95% 95% RESOURCE SUMMARY Position Resources Financial Resources General Fund General Fund: Fees and Charges Financial Resources Total 31.50 27.50 27.50 27.50 27.50 $ 2,129,620 308,040 $ 2,026,107 388,913 $ 1,656,840 386,320 $ 2,218,570 434,400 $ 2,285,310 482,400 $ 2,437,660 $ 2,415,020 $ 2,043,160 $ 2,652,970 $ 2,767,710 SOUTHWEST DISTRICT MISSION STATEMENT: The Southwest District serves the leisure and social needs of children, teens, adults, seniors, and people with disabilities by providing customer-oriented programs, facilities, and sites. Southwest District highlights include leisure class administration, 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 Key Outputs Provide and operate facilities for various programs. • Recreation centers • Neighborhood centers • Regional centers • Parks 2 2 1 27 2 2 1 27 125 2 2 1 28 2 2 1 29 2 2 1 29 PARKS AND RECREATION Southwest District (Continued) KEY MEASURES OF PERFORMANCE Actual FY 2003 Adopted FY 2004 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 14 13 8 5 15 15 9 5 Provide American Red Cross swim classes during the summer. • Number of classes 217 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 • Courts (basketball/ volleyball) • Soccer fields • Softball fields • Tennis courts • Volleyball courts • 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 Adopted FY 2005 Approved FY 2006 14 14 9 5 14 14 9 5 14 14 9 5 200 245 265 290 4 4 4 4 4 7 3.6 2 26 20.5 10 8 7 5 62 27 7 7 3.6 2 26 20.5 12 10 7 5 62 27 7 7 3.6 2 26 20.5 13 10 7 5 62 27 7 7 3.6 2 26 20.5 13 10 7 5 62 27 7 7 3.6 2 26 20.5 13 10 7 5 62 27 7 10,696 11,250 12,942 12,942 12,942 168 160 168 168 175 126 Estimated FY 2004 PARKS AND RECREATION Southwest District (Continued) KEY MEASURES OF PERFORMANCE Actual FY 2003 Adopted FY 2004 Adopted FY 2005 Approved FY 2006 80 70 75 60 85 75 100 75 100 75 95% 95% 90% 90% 95% Enhance water safety and swimming skills in children. • Number of participants 1,334 N/A 1,500 1,750 2,000 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. 4 2 6 6 6 Enhance community awareness and involvement by attending neighborhood and community meetings. 21 24 24 24 24 Enhance communication with other agencies utilizing Parks and Recreation facilities through joint meetings. 5 6 6 6 6 Ensure turf maintenance, forestry, and preservation efforts are environmentally friendly. • Number of trees planted • Number of aged or damaged trees removed Key Outcomes Percentage of park patrons rating parks facilities “satisfactory” or better. Estimated FY 2004 RESOURCE SUMMARY Position Resources Financial Resources General Fund General Fund: Fees and Charges Certificates of Participation Financial Resources Total 169.50 151.00 151.00 154.00 158.50 $ 6,610,716 2,040,764 -0- $ 6,059,077 2,576,553 -0- $ 6,082,190 2,559,370 -0- $ 7,371,410 2,877,900 139,000 $ 7,406,640 3,195,900 55,000 $ 8,651,480 $ 8,635,630 $ 8,641,560 $ 10,388,310 $ 10,657,540 127 PARKS AND RECREATION NORTHWEST DISTRICT MISSION STATEMENT: The Northwest District serves the leisure and social needs of children, teens, adults, seniors, and people with disabilities by providing customer-oriented programs, facilities, and sites. Northwest District highlights include the Aquatics Program administration, the Therapeutic Center, 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 Adopted FY 2005 Approved FY 2006 2 4 1 48 1 1 2 2 4 1 49 1 1 2 2 4 1 52 1 1 2 9 10 N/A 29 8 6 2 26 8 6 2 66 8 6 2 76 5 N/A 5 5 5 Provide American Red Cross swim classes during the summer session. • Number of classes 225 265 250 275 300 Provide community volunteers on a yearround basis to assist staff in providing services. • Number of hours provided 8,000 8,000 8,000 8,000 8,000 Key Outputs Provide and operate facilities for various programs. • Recreation centers • Neighborhood centers • Senior center • Parks and special areas • Young Men’s Christian Association • Boys/Girls Club • Therapeutic center Provide age-appropriate activities to increase socialization skills, wellness habits, arts education, and environmental education. • KIDCO sites – school year • KIDCO sites – summer • Middle Schools • Programs for individuals with disabilities • Number of neighborhood and recreation centers Actual FY 2003 Adopted FY 2004 2 4 1 47 1 1 1 3 3 1 46 2 1 1 8 6 2 27 128 Estimated FY 2004 PARKS AND RECREATION Northwest District (Continued) KEY MEASURES OF PERFORMANCE Promote youth, adult, senior, and family development through continuing safety inspections of the following 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 and center 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) 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. Provide registered senior club members with socialization, technology training, fitness, and leisure class opportunities. • Number of registered members Actual FY 2003 Adopted FY 2004 7 7 7 6.76 4 20 9 Adopted FY 2005 Approved FY 2006 7 7 7 7 6.76 4 20 8 7 6.76 4 20 8 7 6.76 4 20 8 7 6.76 4 20 8 1 15 12 13 6 42 45 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 1 15 12 13 6 42 45 10 10,164 11,250 11,500 11,500 11,500 67 42 50 100 100 50 100 50 100 50 76,000 76,000 76,000 76,000 76,000 95% 95% 95% 95% 95% 90% 90% 90% 90% 90% 587 650 650 650 650 129 Estimated FY 2004 PARKS AND RECREATION Northwest District (Continued) KEY MEASURES OF PERFORMANCE Actual FY 2003 Adopted FY 2004 26,250 30,000 Enhance community awareness and involvement by attending neighborhood and community meetings. 136 Enhance communication with other agencies utilizing Parks and Recreation facilities through joint meetings. 62 Enhance water safety and swimming skills in children. • Number of participants Estimated FY 2004 Adopted FY 2005 Approved FY 2006 28,000 30,000 32,000 150 345 150 150 75 75 75 55 RESOURCE SUMMARY Position Resources Financial Resources General Fund General Fund: Fees and Charges Certificates of Participation Financial Resources Total 221.00 211.50 211.50 237.00 252.25 $ 10,780,390 308,040 -0- $ 11,314,867 388,913 -0- $ 10,346,740 386,320 -0- $ 12,270,340 434,400 138,000 $ 13,150,550 482,400 55,000 $ 11,088,430 $ 11,703,780 $ 10,733,060 $ 12,842,740 $ 13,687,950 EAST DISTRICT MISSION STATEMENT: The East District serves the leisure and social needs of children, teens, adults, seniors, and people with disabilities by providing customer-oriented programs, facilities, and sites. East District highlights include Udall, Ft. Lowell, and Lincoln Regional Parks; Randolph, 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 2 -031 2 1 31 130 3 1 31 3 1 31 3 1 31 PARKS AND RECREATION East District (Continued) KEY MEASURES OF PERFORMANCE Provide age-appropriate activities to increase socialization skills, wellness habits, arts education, and environmental education. • KIDCO sites – school year • KIDCO sites – summer • Jr. Teen Scene sites – school year • Jr. Teen Scene sites – summer • Programs for individuals with disabilities • Gang Resistance Education and Training Program (GREAT) sites • Senior club • Regional center camps Provide 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 • Courts (basketball/ volleyball) • Soccer fields • Softball fields • Tennis courts • Off leash dog run • Indoor gymnasium • Volleyball courts • Ramadas • Playgrounds • Pools Book reservations at park facilities. Actual FY 2003 Adopted FY 2004 12 10 4 3 13 12 14 3 3 13 4 Adopted FY 2005 Approved FY 2006 12 13 3 3 13 12 13 3 3 13 12 13 3 3 13 3 3 3 3 3 2 3 -0- 3 3 3 4 3 4 381 390 400 425 450 5 5 5 5 5 8 3.6 32 19 25 13 17 -02 6 40 36 9 8 3.6 32 19 25 13 17 -02 6 40 36 9 8 3.6 32 20 25 13 42 1 2 7 41 37 9 8 3.6 32 20 26 13 46 2 3 7 43 39 9 8 3.6 32 20 26 13 46 2 3 7 43 39 9 21,927 11,250 21,927 23,013 23,464 131 Estimated FY 2004 PARKS AND RECREATION East District (Continued) KEY MEASURES OF PERFORMANCE Adopted FY 2005 Approved FY 2006 110 150 110 150 110 160 152,750 152,750 152,750 152,750 95% 95% 95% 95% 95% 90% 90% 90% 90% 90% Enhance water safety and swimming skills in children. • Number of participants 5,605 4,200 6,000 6,500 7,000 Provide community volunteers on a year round basis to assist staff in providing services. • Number of hours provided 9,279 N/A 8,000 8,000 8,000 Enhance community awareness and involvement by attending neighborhood and community meetings. 16 16 20 20 20 Enhance communication with other agencies utilizing Parks and Recreation facilities through joint meetings. 15 15 20 20 20 Agency collaborations with facilities and programs 8 N/A 10 10 15 N/A N/A 581 620 700 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) 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. Provide registered senior club members with socialization, technology, training, fitness and recreation and leisure opportunities. • Number registered Actual FY 2003 Adopted FY 2004 132 162 9 114 152,750 132 Estimated FY 2004 PARKS AND RECREATION East District (Continued) RESOURCE SUMMARY Position Resources Financial Resources General Fund General Fund: Fees and Charges Certificates of Participation Financial Resources Total Actual FY 2003 Adopted FY 2004 119.50 117.50 $ 7,242,908 308,040 -0$ 7,550,948 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 117.50 125.00 129.50 $ 7,494,197 388,913 -0- $ 6,935,100 386,320 -0- $ 9,003,120 434,400 138,000 $ 9,685,110 482,400 55,000 $ 7,883,110 $ 7,321,420 $ 9,575,520 $ 10,222,510 ZOO AND REID PARK OPERATIONS MISSION STATEMENT: Zoo and Reid Park Operations provides facilities that serve the recreational and social needs of the community, including Reid Park Zoo, Hi Corbett Field, Reid Park, events and theater services, sports administration and provides a centralized maintenance service to all other districts in the organization. The specific mission of the Reid Park Zoo is to encourage human commitment to the conservation of biological diversity; to provide a healthy and enriching environment for a collection of animals from around the world; and to provide educational and fun experiences for visitors of all ages. KEY MEASURES OF PERFORMANCE Key Outputs Zoo Attract visitors to Reid Park Zoo. • Total number of visitors • Children admitted free (in-school groups) • Special event attendance Provide quality animal care. • Total number of animals • Total number of species Maintain walkways, public areas, and animal facilities in an aesthetically pleasing and safe condition. • Number of acres 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 385,993 26,000 410,000 30,000 400,000 35,000 410,000 35,000 410,00 35,000 35,226 20,000 35,000 35,000 35,000 461 160 560 169 500 165 500 165 500 165 17 17 17 17 17 6 6 6 6 6 15 15 15 15 15 133 PARKS AND RECREATION Zoo and Reid Park Operations (Continued) KEY MEASURES OF PERFORMANCE Actual FY 2003 Adopted FY 2004 Reid Park Provide and operate facilities for various programs. • Adult sports leagues 72 80 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 • Off leash dog run • Soccer fields • Ramadas • Playgrounds 1 3 1 1 19 4 Book reservations for park facilities. Sponsor concerts and theater performances at no cost to the public. 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) Provide adults with sports leagues. • Number of participants Key Outcomes Achieve a positive rating from zoo visitors. • Percent of visitors rating their visit as “satisfactory” or better Adopted FY 2005 Approved FY 2006 80 80 80 1 3 1 1 19 4 1 3 1 1 19 4 1 3 1 1 19 4 1 3 1 1 19 4 4,126 4,400 4,500 4,500 4,500 90 88 95 100 100 40 30 20 9 20 20 20 20 20 20 55,000 94,500 95,000 95,000 95,000 7,332 8,900 7,500 7,775 7,775 96% 96% 96% 96% 96% 134 Estimated FY 2004 PARKS AND RECREATION Zoo and Reid Park Operations (Continued) KEY MEASURES OF PERFORMANCE Actual FY 2003 Adopted FY 2004 Adopted FY 2005 Approved FY 2006 11,450 1,600 11,000 N/A 12,000 1,500 13,000 1,600 13,000 1,600 90% 90% 90% 90% 90% Maintain athletic field maintenance ratings of “good” or better as rated through user surveys. 90% 90% 90% 90% 90% Maintain a rating of good or better on providing core district services to other districts and departments. 90% 90% 90% 90% 90% Enhance community awareness and involvement by attending neighborhood and community meetings. 12 12 12 12 12 Provide opportunities for citizen involvement at the zoo through volunteer programs. • Number of docent hours • Number of teen volunteer hours Achieve a positive rating from Reid Park visitors. • Percentage of park patrons rating Reid Park facilities “satisfactory” or better. Estimated FY 2004 RESOURCE SUMMARY Position Resources Financial Resources General Fund General Fund: Fees and Charges Certificates of Participation Financial Resources Total 83.75 85.00 85.00 85.00 85.00 $ 5,009,243 885,614 -0- $ 4,619,162 1,118,128 -0- $ 5,037,820 1,110,670 -0- $ 5,432,470 1,248,900 95,000 $ 5,397,490 1,386,900 35,000 $ 5,894,857 $ 5,737,290 $ 6,148,490 $ 6,776,370 $ 6,819,390 135 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 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). Actual FY 2003 Adopted FY 2004 8 10 $ 496 $ 2,175 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 7 8 9 $ 2,139 $ 2,199 $ 2,230 41.25 41.25 41.25 RESOURCE SUMMARY Position Resources Financial Resources General Fund General Fund: Parks Foundation General Fund: Restricted Miscellaneous Federal Grants Miscellaneous Non-Federal Grants Financial Resources Total 41.25 41.25 $ 129,110 -029,459 292,751 44,935 $ $ 496,255 $ 2,174,820 136 68,330 189,840 218,750 619,560 1,078,340 $ 113,470 189,840 105,890 683,660 1,045,970 $ 2,138,830 $ -0192,980 210,920 708,990 1,086,250 $ 2,199,140 $ -0195,530 216,830 725,370 1,092,160 $ 2,229,890 POLICE OPERATING: CAPITAL: TOTAL: POSITION TOTAL: $ 127,985,240 7,156,300 $ 135,141,540 1,373.50 CHIEF’S OFFICE ADMINISTRATIVE SERVICES BUREAU SUPPORT SERVICES BUREAU FIELD SERVICES BUREAU INVESTIGATIVE SERVICES BUREAU FINANCING PLAN PROGRAM ALLOCATION Miscellaneous Federal Grants 4% General Fund 84% Police Grants 8% Investigative Services Bureau 17% Forfeiture Funds Accounts 1% Capital Improvements 5% Support Services Bureau 17% General Obligation Bonds 5% Chief's Office 3% Field Services Bureau 32% Other* 7% Administrative Services Bureau 17% *Includes General Fund - Restricted (2%), Public Safety Academy - General Fund Contribution (2%), General Fund - Forfeiture Funds (1%), Miscellaneous Non-Federal Grants (1%), Certificates of Participation (<1%), and Public Safety Academy - Other Agency Fees (<1%). TEN YEAR STAFFING TRENDS Adopted Positions 1,355.00 1,362.00 1,356.00 1,353.50 2001 2002 2003 2004 1,450.00 1,266.50 1,300.00 1,154.00 1997 1998 1,191.50 1,146.00 1,102.00 1,150.00 1,048.00 137 2000 1999 1996 1995 1,000.00 138 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 personnel. The Administrative Services Bureau ensures that individuals of the highest quality 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 includes the programming and technical personnel necessary to maintain and enhance the department’s information systems. Information sharing systems are a direct result of the department’s technical staff. Finally, the bureau collects, organizes, and distributes essential information to patrol and investigative staff and provides records to the public. 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 proficiency necessary to continue serving 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. Support Services also provides air, canine, Special Weapons and Tactics (SWAT), and traffic control assistance to field officers. The bureau administers the School Resource Officer program. It also develops and maintains the department’s emergency response plans and conducts training exercises based on these plans. The Investigative Services Bureau conducts follow-up investigations to develop the information necessary for the successful prosecution of accused criminals. Investigative responsibilities range from crimes against people to crimes against property. 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 department is preparing for reaccredidation in Fiscal Year 2005. The department operates a false alarm program. The program establishes criteria for responses designed to reduce the likelihood that staff will be sent to false alarms. If the criteria are not met, field officers may not respond under the assumption that the alert is a false alarm. The program has: • reduced the response to false alarms • increased the time officers have for preventive patrol • increased the likelihood that officers will respond more quickly to emergency situations The dedication of the Patrick K. Hardesty City of Tucson Midtown Multi-Service Center at 22nd Street and Alvernon occurred in January 2004. It houses the Midtown Police Substation and police functions that need to be more centrally located, such as identification, fingerprinting, and parking for the Mobile Command Unit. 139 POLICE Department Highlights (Continued) 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. Grants have also provided funding for programs that allow investigative and patrol forces to obtain information while in the field as soon as it is entered into the computer and to share information with other agencies in the region. The department added a new division to the Field Services Bureau to support the downtown area and the Rio Nuevo project. The division provides a central point of contact for merchants and residents in the downtown area. The city purchased a large, vacated retail facility at the corner of Miracle Mile and Flowing Wells Road to serve as a new westside substation, and to provide space for evidence storage and the Traffic Section. The department continued to refine the Tactical Operations Planning (TOP) program. TOP provides a management tool for identifying problem areas within the city, developing plans for resolving these issues, and evaluating the success of the operations. The process offers a mechanism by which the department can work out a focused and comprehensive approach to problem resolution in the community. 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: • Annual Tucson Area K-9 Trials • Holiday community events, such as Shop with a Cop, School Resource Officer’s Breakfast with Santa, and the Christmas Tree Decorating Party • 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 Amphitheater, 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. 140 POLICE Support For Livable Tucson Goals (Continued) Goal: Strong Local Businesses The department supports businesses by 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. 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 2003 Adopted FY 2004 43.00 131.00 560.00 234.00 248.50 134.50 43.00 130.00 560.00 234.00 247.50 133.00 Permanent Total 1,351.00 NON-PERMANENT Police Grants Estimated FY 2004 Adopted FY 2005 Approved FY 2006 41.00 126.00 609.00 236.00 253.50 84.00 42.00 125.00 617.00 233.00 268.50 82.00 42.00 125.00 640.00 233.00 277.50 82.00 1,347.50 1,349.50 1,367.50 1,399.50 6.00 6.00 6.00 6.00 6.00 6.00 6.00 6.00 6.00 6.00 1,357.00 1,353.50 1,355.50 1,373.50 1,405.50 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 Note: The Fiscal Year 2004 Adopted Budget has been corrected to reflect the addition of one position authorized in Fiscal Year 2003. 141 POLICE Department Resources (Continued) Actual FY 2003 Adopted FY 2004 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 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 Hazardous Device Technician* 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 14.00 14.00 14.00 14.00 14.00 27.00 33.00 85.50 5.00 129.00 0.00 244.00 454.00 27.00 33.00 85.00 5.00 128.00 0.00 245.00 454.00 27.00 57.00 61.00 4.00 129.00 2.00 287.00 410.00 27.00 57.00 61.00 4.00 129.00 2.00 287.00 415.00 27.00 57.00 64.00 4.00 129.00 2.00 287.00 435.00 996.50 996.00 996.00 1,001.00 1,024.00 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 3,951,311 21,954,053 38,005,334 19,184,683 18,779,826 9,148,088 610,613 $ 3,404,070 22,174,520 38,791,500 20,199,950 18,683,130 13,066,340 2,369,230 $ 3,404,070 22,694,520 39,569,500 20,199,950 18,683,130 13,008,410 2,369,230 $ 4,182,320 $ 4,172,710 22,560,570 23,431,730 43,440,070 48,518,510 23,023,840 23,622,710 22,309,200 23,584,310 10,697,090 10,492,320 1,772,150 1,772,150 111,633,908 7,721,749 118,688,740 3,971,200 119,928,810 642,700 127,985,240 7,156,300 135,594,440 3,444,000 $ 119,355,657 $ 122,659,940 $ 120,571,510 $ 135,141,540 $ 139,038,440 $ 97,853,570 $ 105,542,490 10,977,520 11,152,970 4,097,960 3,787,770 708,960 1,147,950 8,514,430 8,513,560 5,832,800 5,449,700 CHARACTER OF EXPENDITURES Personal Services Services Commodities Equipment Other Inter-Activity Transfers $ 88,886,309 11,080,733 4,640,739 1,749,068 5,277,059 -0- $ 89,898,360 10,568,740 3,306,300 649,680 8,278,610 5,987,050 $ 90,363,600 10,743,320 3,599,490 839,920 8,553,610 5,828,870 Operating Total Capital Improvements 111,633,908 7,721,749 118,688,740 3,971,200 119,928,810 642,700 $ 119,355,657 $ 122,659,940 $ 120,571,510 Department Total 127,985,240 7,156,300 $ 135,141,540 $ 139,038,440 *Two police officer assignment positions were allocated to hazardous device technicians in Fiscal Year 2004. 142 135,594,440 3,444,000 POLICE Department Resources (Continued) Actual FY 2003 Adopted FY 2004 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 SOURCE OF FUNDS OPERATING FUNDS General Fund General Fund: Forfeiture Funds General Fund: Restricted Certificates of Participation Miscellaneous Federal Grants Miscellaneous Non-Federal Grants Public Safety Academy Fund: General Fund Contribution Public Safety Academy Fund: Other Agency Fees Operating Funds Total CAPITAL FUNDS Certificates of Participation Public Safety Academy Fund: General Fund Contribution 2000 General Obligation Bond Funds 1994 General Obligation Bond Funds $ 100,561,020 595,097 1,883,627 -05,449,802 875,031 1,835,121 $ 104,145,850 $ 105,360,860 $ 113,400,150 $ 121,024,720 1,769,230 1,769,230 1,772,150 1,772,150 3,000,000 3,000,000 3,129,170 3,131,680 -0-059,280 443,000 6,250,450 6,250,490 5,797,280 5,317,020 1,053,200 1,053,220 1,142,390 1,154,150 2,029,740 2,054,740 2,244,550 2,311,450 434,210 $ 111,633,908 $ 655,995 2,443 440,270 $ 7,721,749 Department Total $ 119,355,657 440,270 440,270 $ 118,688,740 $ 119,928,810 $ 127,985,240 $ 135,594,440 $ 7,063,311 -0- Capital Funds Total 440,270 $ 232,500 $ -0- 232,500 $ -0- 468,100 $ -0- 3,738,700 -0- 397,300 12,900 6,688,200 -0- 3,971,200 $ 642,700 $ 7,156,300 $ 3,444,000 -0-0-03,444,000 $ 122,659,940 $ 120,571,510 $ 135,141,540 $ 139,038,440 143 POLICE SIGNIFICANT CHANGES Fiscal Year 2005 The adopted operating budget for Fiscal Year 2005 of $127,985,240 reflects an increase of $9,296,500 from the Fiscal Year 2004 Adopted Budget. This increase includes $5.1 million to fully fund a force of 1,001 police officers by the end of Fiscal Year 2005. Of this increase, $4 million is for commissioned officer personal services. Although this amount funds an increase of 71 officers over Fiscal Year 2004 funding levels, it represents an addition of five authorized police officer positions. The additional $1.1 million for support includes 13 civilian positions in the areas of evidence, crime lab, and criminal identification as well as increased helicopter flights hours and jail costs. Funding has been added to ensure the recruitment and retention of employees, including merit-based raises, a 2% market-based compensation adjustment (2.8% for commissioned officers), coverage for health insurance and pension increases. Other significant changes are as follows: ♦ Increases in the price of fuel and fleet maintenance and replacement costs add $901,250. ♦ A change in the formula allocating maintenance and related facility costs will result in a $714,820 transfer from the General Services Department. ♦ Maintaining recent gains in technology requires an investment of $654,470. ♦ These increases are offset by decreases in federal funding of $242,400. ♦ Completion of acquisitions began in Fiscal Year 2004 are funded through a $58,000 carryforward. ♦ One position was transferred from City Clerk. The Fiscal Year 2005 Capital Budget of $7,156,300 primarily funds renovation of a facility to serve as a new police substation to replace the Rillito Substation. Fiscal Year 2006 The operating budget for Fiscal Year 2006 of $135,594,440 includes an increase of $7,609,200 from Fiscal Year 2005. This includes $3 million for full year funding of positions added in Fiscal Year 2005 and $1.8 million for an additional 23 police officers. Funding to support the expanded police force will increase $0.6 million including 9 positions. Funding has been added to ensure the recruitment and retention of employees, including merit-based raises, marketbased compensation adjustments, coverage for health insurance and pension increases. The Fiscal Year 2006 Capital Budget of $3,444,000 completes the new police substation. 144 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 2003 Adopted FY 2004 970 1,650 22.8% 681 88.4% Estimated FY 2004 Adopted FY 2005 Approved FY 2006 1,018 1,069 1,122 20.0% 22.0% 22.0% 22.0% 1,600 90.0% 715 64.4% 751 67.6% 788 70.9% RESOURCE SUMMARY Position Resources Financial Resources General Fund 43.00 43.00 41.00 42.00 42.00 $ 3,951,311 $ 3,404,070 $ 3,404,070 $ 4,182,320 $ 4,172,710 145 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 2003 Adopted FY 2004 95% 96% 140,231 Maintain fleet readiness by ensuring that all city maintained vehicles are available for departments use at any given time. • Percent available Key Outcomes Copy and distribute all police incident reports. • Percent within 24 hours of receipt Key Outputs Increase department staffing to authorized levels by the end of Fiscal Year 2005. • Percent of staffing Copy and distribute police incident reports. Estimated FY 2004 Adopted FY 2005 Approved FY 2006 96% 100% 100% 192,675 145,139 150,218 155,476 91% 91% 93% 94% 94% 100% 100% 100% 100% 100% RESOURCE SUMMARY Position Resources Financial Resources General Fund 131.00 130.00 126.00 125.00 125.00 $ 21,954,053 $ 22,174,520 $ 22,694,520 $ 22,560,570 $ 23,431,730 146 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 2003 Adopted FY 2004 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 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 3,488 39,132 95,710 113,637 2,300 33,000 103,500 125,400 2,800 40,900 94,600 105,000 2,900 43,000 99,300 110,200 3,100 45,100 104,300 115,700 Key Outcomes Respond to emergency response calls. • Percent within five minutes 68.2% 90.0% 90.0% 90.0% 90.0% Respond to critical response calls. • Percent within ten minutes 72.4% 90.0% 90.0% 90.0% 90.0% Respond to urgent response calls. • Percent within 30 minutes 90.9% 90.0% 90.0% 90.0% 90.0% Respond to general response calls. • Percent within 60 minutes 68.9% 90.0% 90.0% 90.0% 90.0% RESOURCE SUMMARY Position Resources 560.00 560.00 609.00 617.00 640.00 Financial Resources General Fund Certificates of Participation Public Safety Academy Fund: General Fund Contribution $ 38,005,334 -0-0- $ 38,791,500 -0-0- $ 39,569,500 -0-0- $ 43,380,790 59,280 -0- $ 48,074,010 443,000 1,500 Financial Resources Total $ 38,005,334 $ 38,791,500 $ 39,569,500 $ 43,440,070 $ 48,518,510 147 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 2003 Adopted FY 2004 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 Key Outputs Answer emergency 9-1-1 calls routed to the Tucson Police Department. 357,675 430,500 368,405 379,457 390,840 Process other service-related calls. • Inbound service calls • Outbound service calls 228,437 276,000 225,100 451,400 235,290 284,280 243,490 292,808 249,619 301,592 95,168 143,500 98,023 100,924 103,993 4,570 3,500 4,549 4,549 4,549 4,192 8,417 138 135 5,180 12,420 220 N/A 4,794 6,074 171 135 4,800 6,100 175 133 4,800 6,100 175 130 58% 60% 60% 60% 60% 30% 60% 60% 60% 60% Answer calls to the Tucson Police Department non-emergency line (791-4444). 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 Respond to calls for service in support of police operations. • Service Dog Unit • Air Support Unit • Special Weapons and Tactics (SWAT) • Emergency Hazardous Device Division (EHDD) 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 Answer other service calls within ten seconds. 148 POLICE Support Services Bureau (Continued) KEY MEASURES OF PERFORMANCE Actual FY 2003 Adopted FY 2004 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% Process non-emergency line calls within three minutes. • Percent within three minutes Process other service, outbound 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 2004 Adopted FY 2005 Approved FY 2006 60% 60% 60% 60% 60% 60% 60% 90% 60% 60% 60% 60% 15.60 18.00 18.36 19.09 19.85 33.00 30.00 30.60 31.82 33.09 *Estimates reflect historical evidence that collision rates increase more quickly as population growth rates increase. RESOURCE SUMMARY Position Resources Financial Resources General Fund General Fund: Restricted Public Safety Academy Fund: General Fund Contribution Public Safety Academy Fund: Other Agency Fees Miscellaneous Federal Grants Financial Resources Total 234.00 234.00 236.00 233.00 233.00 $ 15,031,725 1,883,627 1,835,121 $ 14,729,940 3,000,000 2,029,740 $ 14,704,940 3,000,000 2,054,740 $ 17,140,500 3,129,170 2,244,550 $ 17,670,510 3,131,680 2,309,950 434,210 440,270 440,270 440,270 440,270 -0- -0- -0- 69,350 70,300 $ 19,184,683 $ 20,199,950 $ 20,199,950 $ 23,023,840 $ 23,622,710 149 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 2003 Adopted FY 2004 Adopted FY 2005 Approved FY 2006 4,921 10,000 5,000 5,100 5,150 Respond to requests for identification services from officers. 4,176 4,500 3,600 3,800 4,000 Process incoming items of evidence and property. 80,815 82,000 80,000 81,000 82,000 Key Outcomes Complete requests for comparison and analysis sent to the crime laboratory within the established due dates. • Percent of timely completion 41.8% 70.0% 42.0% 43.0% 44.0% Respond to requests for identification services from officers. • Percent of timely completion 69% 80% 82% 83% 84% 23,380 50,000 60,000 60,000 60,000 78.4% 27.1% 21.6% 32.5% 6.7% 28.1% 7.2% 80.0% 15.0% 20.0% 40.0% 5.0% 15.0% 10.0% 79.0% 22.0% 21.0% 32.0% 7.0% 28.0% 8.0% 80.0% 24.0% 23.0% 34.0% 7.0% 29.0% 8.0% 82.0% 25.0% 25.0% 36.0% 8.0% 30.0% 9.0% 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 2004 the RESOURCE SUMMARY Position Resources Financial Resources General Fund 248.50 247.50 253.50 268.50 277.50 $ 18,779,826 $ 18,683,130 $ 18,683,130 $ 22,309,200 $ 23,584,310 150 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 Actual FY 2003 Adopted FY 2004 31 20 25 100% 23 90% 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 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 33 33 33 30 90% 30 90% 30 90% RESOURCE SUMMARY Position Resources Financial Resources General Fund Miscellaneous Federal Grants Miscellaneous Non-Federal Grants Financial Resources Total 140.50 139.00 90.00 88.00 88.00 $ 2,836,116 5,436,941 875,031 $ 6,362,690 5,650,450 1,053,200 $ 6,304,700 5,650,490 1,053,220 $ 3,826,770 5,727,930 1,142,390 $ 4,091,450 5,246,720 1,154,150 $ 9,148,088 $ 13,066,340 $ 13,008,410 $ 10,697,090 $10,492,320 $ $ FORFEITURE FUNDS ACCOUNTS RESOURCE SUMMARY Financial Resources General Fund General Fund: Forfeiture Funds Miscellaneous Federal Grants Financial Resources Total $ 2,655 595,097 12,861 $ 610,613 $ -01,769,230 600,000 $ 2,369,230 151 $ -01,769,230 600,000 $ 2,369,230 -01,772,150 -0- $ 1,772,150 -01,772,150 -0- $ 1,772,150 152 TUCSON CITY GOLF OPERATING: CAPITAL: TOTAL: POSITION TOTAL: $ 10,705,590 3,363,000 $ 14,068,590 154.75 ADMINISTRATION GOLF COURSE MAINTENANCE GOLF COURSE CLUBHOUSES PRO SHOPS PROGRAM ALLOCATION FINANCING PLAN Capital Improvements 24% Golf Course Fund: Contributions 11% Golf Course Fund 89% Administration 12% Pro Shops 15% Golf Course Maintenance 39% Golf Course Clubhouses 10% TEN YEAR STAFFING TRENDS Adopted Positions 200.00 103.00 103.50 169.00 153.75 154.75 2004 103.00 163.25 2003 104.00 103.00 1999 120.00 1998 160.00 1997 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. 96.50 153 2002 2001 2000 1996 1995 80.00 154 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, in partnership with the Tucson Conquistadores, will renovate the Trini Alvarez–El Rio Golf Course. The end goal of the partnership is to re-open and operate the Trini Alvarez–El Rio Golf Course as a youth golf training First Tee Facility. TCG continues to improve golf course conditions and 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 for a nominal fee of $1.00. 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 use of reclaimed water, saving approximately 900 million gallons of groundwater annually. 155 TUCSON CITY GOLF DEPARTMENT RESOURCES Actual FY 2003 Adopted FY 2004 6.00 23.00 6.00 9.00 6.00 23.00 6.00 9.00 44.00 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 6.00 23.00 6.00 9.00 6.00 23.00 6.00 9.00 6.00 23.00 6.00 9.00 44.00 44.00 44.00 44.00 47.00 19.75 44.00 47.00 19.75 44.00 47.00 19.75 44.00 47.00 19.75 44.00 47.00 19.75 44.00 Non-Permanent Total 110.75 110.75 110.75 110.75 110.75 Department Total 154.75 154.75 154.75 154.75 154.75 $ 1,113,997 4,710,811 1,295,115 1,830,783 $ 1,624,210 5,291,420 1,263,700 1,881,300 $ 1,426,220 5,289,770 1,431,150 1,913,490 $ 1,665,980 5,565,460 1,411,580 2,062,570 $ 1,704,590 5,712,130 1,444,050 2,126,740 8,950,706 3,374 10,060,630 2,048,900 10,060,630 2,048,900 10,705,590 3,363,000 10,987,510 -0- $ 8,954,080 $ 12,109,530 $ 12,109,530 $ 14,068,590 $ 10,987,510 $ 4,492,639 2,154,237 1,989,840 9,999 303,991 -0- $ 4,828,440 2,117,250 2,174,170 285,300 365,810 289,660 $ 4,613,920 2,494,410 2,023,190 563,300 365,810 -0- $ 5,130,970 2,411,700 2,239,840 285,300 365,810 271,970 $ 5,365,550 2,458,050 2,239,840 285,300 365,810 272,960 8,950,706 3,374 10,060,630 2,048,900 10,060,630 2,048,900 10,705,590 3,363,000 10,987,510 -0- $ 8,954,080 $ 12,109,530 $ 12,109,530 $ 14,068,590 $ 10,987,510 POSITION SUMMARY PERMANENT Administration Golf Course Maintenance Golf Course Clubhouses Pro Shops Permanent Total NON-PERMANENT Golf Course Maintenance Golf Course Clubhouses Pro Shops FINANCIAL SUMMARY Administration Golf Course Maintenance Golf Course Clubhouses ProShops Operating Total Capital Improvements Department Total CHARACTER OF EXPENDITURES Personal Services Services Commodities Equipment Debt Service Other Operating Total Capital Improvements Department Total Note: The Fiscal Year 2004 Adopted Budget has been corrected to reflect the addition of one position authorized in Fiscal Year 2003. 156 TUCSON CITY GOLF Department Resources (Continued) Actual FY 2003 Adopted FY 2004 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 $ 8,950,706 $ 10,060,630 $ 10,060,630 $ 10,705,590 $ 10,987,510 $ 8,950,706 $ 10,060,630 $ 10,060,630 $ 10,705,590 $ 10,987,510 $ 841 2,533 $ 1,710,000 338,900 $ 1,710,000 338,900 $ 1,763,000 -0- $ -0- -0- -0- 1,600,000 SOURCE OF FUNDS OPERATING FUNDS Golf Course Fund Operating Funds Total CAPITAL FUNDS Golf Course Fund Golf Course Fund: Certificates of Participation Golf Course Fund: Contributions -0-0-0- Capital Funds Total $ 3,374 $ 2,048,900 $ 2,048,900 $ 3,363,000 $ -0- Department Total $ 8,954,080 $ 12,109,530 $ 12,109,530 $ 14,068,590 $ 10,987,510 SIGNIFICANT CHANGES Fiscal Year 2005 The adopted operating budget for Fiscal Year 2005 of $10,705,590 reflects an increase of $644,960 from the Fiscal Year 2004 Adopted Budget. A change in the formula for allocating maintenance and related facility costs will result in a $227,880 transfer from the General Services Department. Funding has been added to ensure the recruitment and retention of employees, including merit-based raises, a 2% market-based compensation adjustment, coverage for health insurance and pension increases. The Fiscal Year 2005 Capital Budget of $3,363,000 completes renovations at Trini Alvarez-El Rio Golf Course to replace the irrigation system and develop a youth golf training facility, as well as miscellaneous golf course improvements citywide. Fiscal Year 2006 The operating budget for Fiscal Year 2006 of $10,987,510 includes an increase of $281,920 from Fiscal Year 2005. Funding has been added to ensure the recruitment and retention of employees, including merit-based raises, marketbased compensation adjustments, coverage for health insurance and pension increases. There is no capital budget for Fiscal Year 2006. 157 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 card holders • 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 2003 Adopted FY 2004 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 2,300 16,300 2,200 20,000 2,300 17,000 2,350 19,000 2,400 20,000 15,000 22,500 18,000 21,000 22,500 295,000 310,000 272,000 268,000 290,000 RESOURCE SUMMARY Position Resources Financial Resources Golf Course Fund 6.00 6.00 6.00 6.00 6.00 $ 1,113,997 $ 1,624,210 $ 1,426,220 $ 1,665,980 $ 1,704,590 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 through 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 hitting stations 180 270 90 110 175 22 15 47 158 180 270 90 110 180 270 90 110 180 270 90 110 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 2003 Adopted FY 2004 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 900 900 900 900 900 82% 82% 85% 85% 85% RESOURCE SUMMARY Position Resources Financial Resources Golf Course Fund 70.00 70.00 70.00 70.00 70.00 $ 4,710,811 $ 5,291,420 $ 5,289,770 $ 5,565,460 $ 5,712,130 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 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) 107 401 110 396 120 415 125 420 130 425 95% 95% 95% 95% 95% RESOURCE SUMMARY Position Resources Financial Resources Golf Course Fund 25.75 25.75 25.75 25.75 25.75 $ 1,295,115 $ 1,263,700 $ 1,431,150 $ 1,411,580 $ 1,444,050 159 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 Key Outputs Provide operations support, customer service, golf lessons, and merchandise sales at the four golf course pro shops. • Hours of golf lessons • Revenue from driving range • Revenue from pro shops Key Outcomes Provide quality pro shop services. • Average customer satisfaction rating (scale of 1 to 5) Actual FY 2003 Adopted FY 2004 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 2,600 $ 517,000 $ 622,000 4,200 $ 561,800 $ 547,000 2,800 $ 495,000 $ 674,000 2,900 $ 567,000 $ 598,000 3,000 $ 604,000 $ 655,000 3.75 3.75 3.75 3.75 3.75 RESOURCE SUMMARY Position Resources Financial Resources Golf Course Fund 53.00 53.00 53.00 53.00 53.00 $ 1,830,783 $ 1,881,300 $ 1,913,490 $ 2,062,570 $ 2,126,740 160 DEVELOPMENT SERVICES OPERATING: POSITION TOTAL: $ 9,618,730 133.00 ADMINISTRATION CUSTOMER SERVICES PLANS REVIEW FIELD INSPECTON ZONING ADMINISTRATION FINANCING PLAN PROGRAM ALLOCATION Administration 23% Customer Services 5% Zoning Administration 13% General Fund Fees and Charges 100% Field Inspection 26% Plans Review 33% 66.00 66.00 101.00 113.00 2004 64.00 100.00 112.00 2003 64.00 1999 64.00 1998 80.00 1997 100.00 1996 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. 2002 120.00 2001 TEN YEAR STAFFING TRENDS Adopted Positions 72.00 60.00 2000 1995 40.00 161 162 DEVELOPMENT SERVICES MISSION STATEMENT: Facilitating a safe, attractive, and sustainable community. Working in partnership with the community to build a safe and beautiful city while preserving Tucson’s unique heritage. Sharing knowledge through education and technology to encourage innovative development and design solutions. Providing and maintaining a safe, fulfilling, and enriching environment for our staff that encourages open communication and participation. OVERVIEW The Development Services Department manages comprehensive zoning administration, rezoning, plan review, and field inspection services 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 Service, Plans Review, Field Inspections, and Zoning Administration. These divisions address the regulatory functions governing development and construction in the city. The city and county share a computerized plan review and permitting system. This software assures 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 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 zoning, 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 is committed to providing excellent customer service. The department has engaged in providing training to enhance and upgrade the existing skills of the employees. The Development Services Department provides standardized four-week time frames for all submitted plan reviews. The department provides a resource-rich Web site (www.cityoftucson.org/dsd) to facilitate information sharing with both our internal and external customers. The “E-Services” portion of the Web site provides customers the ability to monitor permitted development within the City of Tucson. Through “E-Services” one can access the status and staff comments of plan reviews, inspection results, contractor permit activity, pre-payment account balances, schedule and cancel field inspections, and obtain and pay for routine permits, 24-hours a day. Additionally, relevant codes, fee schedules, and the Development Services Procedural Manual are also provided. 163 DEVELOPMENT SERVICES SUPPORT FOR LIVABLE TUCSON GOALS Goal: Engaged Community and Responsive Government The Development Services Department staff facilitates neighborhood meetings to discuss the functions of the department and to address issues of concern regarding development-related code enforcement and compliance efforts. The department conducts classes and outreach programs for user groups 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 attractive neighborhoods through the planning and review of construction projects, and the administration of the zoning and sign codes to assure compliance with city and neighborhood plans. The department also works cooperatively with other city departments, including the Police Department, Fire Department, Environmental Services, Neighborhood Resources, and other health and safety agencies in responding to emergencies. Goal: People-Oriented Neighborhoods The Development Services Department, through the administration of adopted developmentrelated codes and standards, ensures the building of attractive communities with sidewalks, landscape, and biking amenities. Goal: Strong Local Businesses The Development Services Department is actively involved in commercial project expansions and development. Development Services staff are assigned to facilitate meetings and solve potential development-related issues. Department staff facilitates ad hoc committees comprised of local business people, such as licensed contractors, homebuilders, architects, and engineers, to discuss regulations and issues affecting the industry. Additionally, staff members participate as liaisons to organizations such as the Small Business Commission, Chamber of Commerce, and Greater Tucson Economic Council (GTEC). Goal: Successful Downtown The department is actively involved in the Rio Nuevo Project and development of the downtown core through participation in the city’s Executive Leadership Team. The department provides individualized staff resources to Rio Nuevo and downtown core projects and applicants to assist through the review process. 164 DEVELOPMENT SERVICES DEPARTMENT RESOURCES Actual FY 2003 Adopted FY 2004 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 PERMANENT Administration Customer Services Field Inspection Plans Review Zoning Administration 16.00 10.00 35.00 32.00 17.00 16.00 10.00 35.00 34.00 17.00 15.00 10.00 35.00 35.00 17.00 16.00 11.00 35.00 51.00 19.00 16.00 11.00 35.00 51.00 19.00 Permanent Total 110.00 112.00 112.00 132.00 132.00 NON-PERMANENT Field Inspection 2.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 112.00 113.00 113.00 133.00 133.00 $ 1,673,382 437,437 2,252,726 2,043,352 1,005,048 $ 1,907,230 432,460 2,430,760 2,315,540 1,160,120 $ 1,799,750 432,000 2,306,600 2,243,410 1,133,320 $ 2,251,710 464,720 2,454,650 3,178,520 1,269,130 $ 2,609,370 507,800 2,593,530 3,426,160 1,359,600 $ 7,411,945 $ 8,246,110 $ 7,915,080 $ 9,618,730 $ 10,496,460 $ 6,161,849 912,371 274,093 63,632 $ 6,900,370 1,087,350 227,590 30,800 $ 6,608,340 1,048,350 227,590 30,800 $ 7,994,270 1,006,560 451,100 166,800 $ 8,776,720 1,345,040 343,900 30,800 $ 7,411,945 $ 8,246,110 $ 7,915,080 $ 9,618,730 $ 10,496,460 General Fund: Fees and Charges $ 7,411,945 $ 8,246,110 $ 7,915,080 $ 9,618,730 $ 10,496,460 Department Total $ 7,411,945 $ 8,246,110 $ 7,915,080 $ 9,618,730 $ 10,496,460 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 Department Total SOURCE OF FUNDS 165 DEVELOPMENT SERVICES SIGNIFICANT CHANGES Fiscal Year 2005 The adopted operating budget for Fiscal Year 2005 of $9,618,730 reflects an increase of $1,372,620 from the Fiscal Year 2004 Adopted Budget. This increase will be fully funded from fees. Funding has been added to ensure the recruitment and retention of employees, including merit-based raises, a 2% market-based compensation adjustment, coverage for health insurance, and pension increases. Other significant changes are as follows: ♦ To meet and continue to improve the quality of customer service and the efficiency of the review process, $593,400, including 7 positions, have been added to the budget. ♦ Inspections of new construction will be expanded to ensure standards are met through a new Private Improvement Agreement program with a budget of $389,970, including 7.5 positions, covered by a new fee. ♦ In response to the growing need to better manage stormwater basins in the community, a new Stormwater Retention Basin Management program will be created to inventory, map, and inspect private retention basins to ensure drainage compliance at a budget of $307,760, including 5.5 positions. Fiscal Year 2006 The operating budget for Fiscal Year 2006 of $10,496,460 includes an increase of $877,730 from Fiscal Year 2005. Funding has been added to ensure the recruitment and retention of employees, including merit-based raises, marketbased compensation adjustments, coverage for health insurance, and pension increases. An additional $275,000 is required to accommodate facility service needs. 166 DEVELOPMENT SERVICES 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 2003 Adopted FY 2004 Key Outputs Coordinate and review all submitted subdivision plats and development plans. • Number of plats and plans reviewed 85 100 Process appeals to the city’s building official. • Number of appeals processed 142 Provide community training, education, and information associated with the department’s permitting and code administration processes. • External customer meetings attended to discuss development/code-related issues Key Outcomes Provide the development community with timely and consistent review of subdivision/development plans. • Initial comments completed within four weeks of original submittal Provide “satisfactory” or better service to customers. • Percentage of “satisfactory” or above responses indicated on customer surveys Estimated FY 2004 Adopted FY 2005 Approved FY 2006 90 85 85 60 190 190 190 110 N/A 120 120 120 90% 100% 95% 95% 95% 73% 98% 80% 98% 98% RESOURCE SUMMARY Position Resources Financial Resources General Fund: Fees and Charges 16.00 16.00 15.00 16.00 16.00 $ 1,673,382 $ 1,907,230 $ 1,799,750 $ 2,251,710 $ 2,609,370 167 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 various permits. • Number of permits issued Actual FY 2003 Adopted FY 2004 37,131 37,856 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 36,984 37,500 37,500 RESOURCE SUMMARY Position Resources Financial Resources General Fund: Fees and Charges 10.00 10.00 10.00 11.00 11.00 $ 437,437 $ 432,460 $ 432,000 $ 464,720 $ 507,800 ACTUAL PERMITS ISSUED (ALL CATEGORIES) 45,000 Number of Permits 40,000 35,000 30,472 30,576 1995 1996 30,000 28,870 29,679 1997 1998 37,384 36,221 2000 2001 39,000 37,131 32,558 36,984 25,000 20,000 15,000 10,000 5,000 0 1999 Fiscal Year 168 2002 2003 2004 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 2003 Adopted FY 2004 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 Key Outputs Perform inspections of new construction, remodels, and additions. • Number of commercial inspections • Number of residential inspections 59,983 97,577 60,000 100,000 60,000 100,000 60,000 100,000 60,000 100,000 Inspect arterial and collector streets to ensure sign code compliance. • Miles inspected 6,000 8,000 6,000 6,500 7,000 2,000 N/A 2,500 2,750 2,750 155 155 N/A N/A 150 150 145 145 150 150 780 N/A 760 740 760 95% 98% 95% 95% 95% 95% 98% 95% 95% 95% N/A N/A 95% 95% 95% Investigate sign code complaints. • Number of sign code violations inspected Inspect subdivisions for the release of assurances. • Number of inspections: ◊ Grading ◊ Arizona Pollution Discharge Elimination System (AZPDES) Release of subdivision assurance agreements. • Number of lots released lots from 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 and processed for assurance release within ten business days of request 169 DEVELOPMENT SERVICES Field Inspection (Continued) RESOURCE SUMMARY Position Resources Financial Resources General Fund: Fees and Charges Actual FY 2003 Adopted FY 2004 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 37.00 36.00 36.00 36.00 36.00 $ 2,252,726 $ 2,430,760 $ 2,306,600 $ 2,454,650 $ 2,593,530 PLANS REVIEW MISSION STATEMENT: The Plans Review Division reviews all development plans submitted for compliance with the adopted building codes. KEY MEASURES OF PERFORMANCE Key Outputs Perform review for all commercial building permit applications. • Number of applications reviewed 4,067 4,000 4,020 4,020 4,020 Perform review for all residential and model home building permit applications. • Number of applications reviewed 11,129 10,000 10,400 10,400 10,400 87% 95% 95% 95% 95% 87% 95% 95% 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 RESOURCE SUMMARY Position Resources Financial Resources General Fund: Fees and Charges 32.00 34.00 35.00 51.00 51.00 $ 2,043,352 $ 2,315,540 $ 2,243,410 $ 3,178,520 $ 3,426,160 170 DEVELOPMENT SERVICES ZONING ADMINISTRATION MISSION STATEMENT: The Zoning Administration Division administers 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. KEY MEASURES OF PERFORMANCE Actual FY 2003 Adopted FY 2004 Key Outputs Review and report on rezoning to the Zoning Examiner and Mayor and Council. • Number of reviews and reports 79 130 Review and report on special exception land use cases to the Zoning Examiner and the Mayor and Council. • Number reviews and reports 32 Review and report on original zoning for annexation to the Mayor and Council. • Number of reviews and reports Adopted FY 2005 Approved FY 2006 90 85 85 30 35 45 50 4 8 5 5 5 Respond to written requests from property owners for zoning compliance letters within five days. • Number of requests received 147 220 170 180 180 Process specialized use and compliance review applications. • Number of applications processed ◊ Board of Adjustment (BA) ◊ Development Review Board (DRB) ◊ Historic Preservation Zone (HPZ) ◊ Project Design Option (PDO) ◊ Rio Nuevo and Downtown (RND) ◊ Temporary Use Permit (TUP) 50 27 82 8 11 17 N/A N/A N/A N/A N/A N/A 60 36 91 17 20 26 70 46 101 27 30 36 80 56 111 37 40 46 Process liquor license applications for zoning compliance within five days. • Number of applications 264 380 300 340 400 171 Estimated FY 2004 DEVELOPMENT SERVICES Zoning Administration (Continued) KEY MEASURES OF PERFORMANCE Process lot development option applications that modify setbacks and wall heights. • Number of applications Key Outcomes Resolve zoning violations through enforcement actions of the division. • Percent of zoning violations successfully resolved • Percent of zoning compliance letters responded to within five days Actual FY 2003 Adopted FY 2004 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 211 170 220 250 280 95% 95% 95% 95% 95% 88% 80% 95% 95% 95% RESOURCE SUMMARY Position Resources Financial Resources General Fund: Fees and Charges 17.00 17.00 17.00 19.00 19.00 $ 1,005,048 $ 1,160,120 $ 1,133,320 $ 1,269,130 $ 1,359,600 172 ENVIRONMENTAL SERVICES* OPERATING: CAPITAL: TOTAL: $ 32,079,020 20,831,300 $ 52,910,320 POSITION TOTAL: 263.00 ADMINISTRATION CUSTOMER SERVICE AND ENVIRONMENTAL PLANNING ENVIRONMENTAL COMPLIANCE AND LANDFILL OPERATIONS** COLLECTIONS FINANCING PLAN PROGRAM ALLOCATION Capital Improvements 39% Environmental Services Fund: Debt Financing 18% Other Budgetary Requirements 5% 2000 General Obligation Bond Funds 20% Environmental Services Fund: Fees and Charges 57% Administration 2% Customer Service and Environmental Planning 6% Environmental Compliance and Landfill Operations 13% Other* 3% Capital Agreement Fund 2% Collections 35% *Includes Miscellaneous Non-Federal Grants (1%), 1994 General Obligation Bond Funds (<1%), 1994 General Obligation Bond Funds Interest (<1%), and Environmental Services Fund: Reimbursement (<1%). TEN YEAR STAFFING TRENDS Adopted Positions 253.60 1999 2000 258.85 259.00 251.00 252.00 2004 246.75 2003 235.75 2002 234.00 1998 234.00 232.00 1997 300.00 200.00 2001 1996 1995 100.00 *During Fiscal Year 2004 The Solid Waste Management Department was renamed Environmental Services. **The Refuse Disposal Division was renamed Environmental Compliance and Landfill Operations in Fiscal Year 2004. 173 174 ENVIRONMENTAL SERVICES 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, recycling, and environmental remediation services. OVERVIEW Environmental Services (ES) provides code enforcement, once a week residential refuse curbside recycling and 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 contract 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 Environmental Services Department are Administration, Customer Service and Environmental Planning, Collections, and Environmental Compliance and Landfill Operations. With 263 staff members, the department serves approximately 141,500 residential and 3,360 commercial customers. DEPARTMENT HIGHLIGHTS ES has operated the Tucson Recycles program since the beginning of July 2002. The use of blue barrels for recycling materials will significantly increase recycling diversion because all accepted materials are now commingled in a single blue barrel. The city has moved from a 9% residential diversion rate with the former bi-weekly program to an average of 22% diversion with the blue barrel program. ES collections will expand the Orphan Waste List (OWL) program in Fiscal Year 2005 to include all neighborhoods. During a three month trial period in the current year, ES cleaned up over 900 illegal dumping sites under a program initiated in cooperation with Ward 3 using a portion of the Clean Tucson fees, partially contributing to a 30% increase in total tons picked up. In Fiscal Year 2005, this program will operate as a companion to ES and the Tucson Department of Transportation Streets Division’s neighborhood wash and alley clean ups, further increasing efficiencies and services. 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 increase revenues by about of $10,000 per month over the past year. At the Los Reales Landfill, the second lined cell went into use in September 2002. These disposal areas use an advanced synthetic liner designed to increase protection of the environment. Funding for the construction of a third cell, to begin by 2006, needs to be identified. Projects are planned to ensure the Los Reales Landfill will last 60 additional years. 175 ENVIRONMENTAL SERVICES SUPPORT FOR LIVABLE TUCSON GOALS Goal: Engaged Community and Responsive Government Environmental Services encourages community involvement and participation in its landfill and remediation projects. Environmental Services staff serve on the Governor’s State Superfund Board, community advisory boards, and committees for capital projects such as the Broadway-Pantano Remediation Site, Price Service Center, and the Rio Nuevo Project. Environmental Services seeks out opportunities to address neighborhood leaders and associations, and successfully brings community interests into the process for assessing remediation alternatives. Goal: Excellent Public Education Environmental Services 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 Services partners with Tucson Clean and Beautiful and the Environmental Education Exchange to present performances at schools regarding Tucson Recycles. ES also partners with the University of Arizona, Pima Community College, Arizona Hydrological Society, and Southern Arizona Environmental Managers to provide technical internships in the areas of hydrology, engineering, geology, and environmental science. Goal: Infill and Reinvestment, Not Urban Sprawl Environmental Services’ Brownfields Program encourages the redevelopment of underutilized industrial and commercial sites within the 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: Abundant Urban Green Space and Recreation Areas The department has several projects, either planned or underway, to safely manage the closure and beneficial use of closed landfills. Current projects include the alternative cover system design and construction for the Vincent Mullins Landfill and the final planning for a multipurpose park at the Irvington Landfill. The department completed a pilot project to degrade and stabilize closed landfill waste materials into compost that is 100 times faster than under normal conditions. Additionally, closed landfill sites are currently being designed and permitted to expand the degradation project using ambient air. The city plans to create a historic and cultural park in the area known as Rio Nuevo. 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. If funds are available, more alternative vehicles will be added to the fleet. 176 ENVIRONMENTAL SERVICES Support for Livable Tucson Goals (Continued) Goal: Clean Air and Quality Water (Continued) Environmental Services (ES) monitors water quality at approximately 220 groundwater wells and other city facilities to ensure compliance with local, state, and federal regulations. ES 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. ES 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 Services uses a Webbased electronic system to assist city departments with environmental compliance, permitting, and reporting requirements. Goal: People-Oriented Neighborhoods The department provides support to an increasing number of neighborhood improvement projects and special events. Environmental Services incorporates its existing residential neighborhood brush and bulky cleanups (already provided twice a year to all neighborhoods within the city) into neighborhood cleanups that are coordinated and sponsored by the Department of Neighborhood Resources. Goal: Respected Historic and Cultural Resources Environmental Services 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: 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. Goal: Efficient Use of Natural Resources In partnership with local business and utility companies, Environmental Services has developed a project to convert methane, a naturally produced landfill gas, into electricity to power 4,000 households. 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 46,543 tons of waste from the city’s landfill during Fiscal Year 2004. Over 80% 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. 177 ENVIRONMENTAL SERVICES DEPARTMENT RESOURCES Actual FY 2003 Adopted FY 2004 11.00 26.00 11.00 28.00 156.00 57.00 250.00 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 13.00 29.00 13.00 33.00 13.00 33.00 156.00 57.00 155.00 54.00 159.00 58.00 159.00 58.00 252.00 251.00 263.00 263.00 POSITION SUMMARY PERMANENT Administration Customer Service and Environmental Planning Collections Environmental Compliance and Landfill Operations Department Total FINANCIAL SUMMARY Administration Customer Service and Environmental Planning Collections Environmental Compliance and Landfill Operations Other Budgetary Requirements $ Operating Total Capital Improvements Department Total 1,149,456 2,942,437 $ 1,062,470 2,708,580 $ 1,010,930 2,187,840 $ 1,213,870 $ 3,129,270 1,277,520 3,204,560 20,506,749 7,266,964 15,911,360 7,363,780 15,982,260 6,771,470 18,282,800 7,098,570 18,769,390 7,576,870 487,019 337,440 337,440 2,354,510 5,038,130 32,352,625 6,596,912 27,383,630 20,564,100 26,289,940 7,290,710 32,079,020 20,831,300 35,866,470 5,679,000 $ 38,949,537 $ 47,947,730 $ 33,580,650 $ 52,910,320 $ 41,545,470 CHARACTER OF EXPENDITURES Personal Services Services Commodities Equipment Debt Service Other Inter-Activity Transfers Operating Total Capital Improvements Department Total $ 13,757,541 $ 13,850,690 12,801,082 12,071,120 2,897,161 1,873,220 3,515,045 14,000 487,019 337,440 -0(11,122,210) (1,105,223) 10,359,370 $ 13,028,500 $ 14,886,090 $ 15,944,290 11,839,620 12,882,720 13,678,140 2,243,220 3,704,590 3,624,220 14,000 350,600 189,000 337,440 3,009,510 3,538,130 (10,572,460) (11,122,210) (11,122,210) 9,399,620 8,367,720 10,014,900 32,352,625 6,596,912 27,383,630 20,564,100 26,289,940 7,290,710 $ 38,949,537 $ 47,947,730 $ 33,580,650 178 32,079,020 20,831,300 35,866,470 5,679,000 $ 52,910,320 $ 41,545,470 ENVIRONMENTAL SERVICES Department Resources (Continued) Actual FY 2003 Adopted FY 2004 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 SOURCE OF FUNDS OPERATING FUNDS Miscellaneous Federal Grants Miscellaneous Non-Federal Grants Environmental Services Fund: General Fund Contribution Environmental Services Fund: Fees and Charges Environmental Services Fund: Mandate Reserves Environmental Services Fund: Debt Financing Environmental Services Fund: Reimbursement Operating Funds Total $ 41,621 -017,728,367 $ -0410,000 12,643,530 $ 8,500 -012,138,200 $ -0410,000 -0- $ -0410,000 -0- 10,299,820 14,010,100 13,963,240 30,299,070 34,199,730 4,223,000 -0- -0- -0- -0- -0- -0- -0- 1,040,350 917,250 59,817 320,000 180,000 329,600 339,490 $ 32,352,625 $ 27,383,630 $ 26,289,940 $ 32,079,020 $ 35,866,470 $ $ $ $ CAPITAL FUNDS General Fund: Mandate Reserves $ 1,161,784 Capital Agreement Fund 1,571,954 Capital Agreement Fund: Pima -0County Contribution Environmental Services Fund: Debt -0Financing 2000 General Obligation Bond Funds 2,673,738 1994 General Obligation Bond Funds 1,050,445 1994 General Obligation Bond Funds 138,991 Interest 9,376,700 1,821,200 43,700 3,739,000 721,200 43,700 -01,100,000 -0- -0450,000 -0- -0- -0- 8,693,300 2,396,000 8,665,900 618,500 38,100 1,629,280 1,090,410 67,120 10,539,200 466,700 32,100 2,734,000 99,000 -0- Capital Funds Total $ 6,596,912 $ 20,564,100 $ 7,290,710 $ 20,831,300 $ 5,679,000 Department Total $ 38,949,537 $ 47,947,730 $ 33,580,650 $ 52,910,320 $ 41,545,470 179 ENVIRONMENTAL SERVICES SIGNIFICANT CHANGES Fiscal Year 2005 The adopted operating budget for Fiscal Year 2005 of $32,079,020 reflects an increase of $4,695,390 from the Fiscal Year 2004 Adopted Budget. This budget reflects a transition to an enterprise fund with budget increases to improve services. Because the new residential refuse fee will not be implemented until August 1, 2004, $1,655,000 will be charged to the General Fund for the lost revenue. Funding has been added to ensure the recruitment and retention of employees, including merit-based raises, a 2% market-based compensation adjustment, coverage for health insurance and pension increases. Significant changes are as follows: ♦ Increased mileage, cost of fuel, and an aging fleet result in a $2,080,290 increase in costs to service and operate refuse trucks and other equipment. ♦ To provide customers with replacements for worn out or broken refuse containers, an increase of $789,950 is required. ♦ Increased efforts to protect groundwater at landfills require an investment of $545,600 and three positions. ♦ Net transfers and costs allocations will increase the budget $367,740. ♦ Growing demand for residential services requires the addition of two new routes at a cost of $320,360 and two positions. ♦ Customer service will be improved with the addition of four positions at a cost of $230,320. ♦ The Clean Community Program will be expanded with the addition of $227,190 including two positions. The Fiscal Year 2005 Capital Budget of $20,831,300 funds implementation of voter approved bond projects. Fiscal Year 2006 The operating budget for Fiscal Year 2006 of $35,866,470 includes an increase of $3,787,450 from Fiscal Year 2005. The $1,655,000 charged to the General Fund in Fiscal Year 2005 will not be required in Fiscal Year 2006. Debt service or capital financing will increase $528,620. Funding has been added to ensure the recruitment and retention of employees, including merit-based raises, market-based compensation adjustments, coverage for health insurance and pension increases. The Fiscal Year 2006 Capital Budget of $5,679,000 substantially completes voter approved bond programs. 180 ENVIRONMENTAL SERVICES ADMINISTRATION MISSION STATEMENT: The Administration Division provides management direction for the delivery of solid waste services, 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 over-time 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 2003 Adopted FY 2004 5% 5% 29,000 90% Estimated FY 2004 Adopted FY 2005 Approved FY 2006 5% 5% 4% 30,500 6,900 7,000 7,200 90% 75% 98% 98% 13.00 13.00 RESOURCE SUMMARY Position Resources Financial Resources Environmental Services Fund: General Fund Contribution Environmental Services Fund: Fees and Charges Financial Resources Total 11.00 11.00 13.00 $ 1,149,456 $ 1,062,470 $ 1,010,930 -0- -0- -0- 1,213,870 1,277,520 $ 1,149,456 $ 1,062,470 $ 1,010,930 $ 1,213,870 $ 1,277,520 181 $ -0- $ -0- ENVIRONMENTAL SERVICES 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, and educates the community about Environmental Services’ programs. KEY MEASURES OF PERFORMANCE Actual FY 2003 Adopted FY 2004 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 300,000 8,000 60,000 400,000 8,000 60,000 8,000* 9,000 25,000** 8,500 9,300 25,000 8,750 9,600 25,000 120,000 120,000 126,500 132,000 128,000 Conduct property inspections of code violations (weedy lots, illegal storage, abandoned vehicles, illegal refuse, and hazardous waste disposal). • Number of violation inspections 36,500 38,000 43,000 52,000 58,000 Key Outcomes Enhance customer accessibility to the department by monitoring the telephone hang-up rate and adjusting the phone system to ensure quality customer service. • Percent of customers hanging up 12.37% 9.00% 8.00% 7.00% 6.00% Conserve natural resources and protect the environment by diverting waste from Los Reales Landfill. • Tons recycled 25,000 44,400 44,400 47,000 48,500 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 90% 6,500 450 75% 7,500 550 98% 10,000 1,000 98% 13,000 2,500 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) Respond to customer telephone calls. • Number of calls received 90% 7,000 450 *Due to budget cuts, the Diversion newsletter is no longer distributed to residential customers. **Reduced due to loss of public information specialist position and completed implementation of Tucson Recycles. 182 ENVIRONMENTAL SERVICES Customer Service and Environmental Planning (Continued) RESOURCE SUMMARY Position Resources Financial Resources Environmental Services Fund: General Fund Contribution Environmental Services Fund: Fees and Charges Miscellaneous Federal Grants Miscellaneous Non-Federal Grants Financial Resources Total Actual FY 2003 Adopted FY 2004 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 26.00 28.00 29.00 $ 2,938,039 $ 2,298,580 $ 2,179,340 -0- -0- -0- 2,719,270 2,794,560 4,398 -0- -0410,000 8,500 -0- -0410,000 -0410,000 $ 2,942,437 $ 2,708,580 $ 2,187,840 $ 3,129,270 $ 3,204,560 33.00 $ -0- 33.00 $ -0- 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 stops. • Number of active stops • Amount of total revenue collected ($000s) 3,360 $ 5,413 3,450 $ 5,330 3,450 $ 5,760 3,537 $ 7,950 3,629 $ 8,650 Collect solid waste material and recyclables. • Number of commercial tons collected • Number of residential tons collected 101,252 175,790 118,000 200,000 103,000 180,000 105,000 182,000 107,000 186,000 Collect heavy brush and bulky items through the Brush and Bulky Program. • Number of stops per week • Total tons collected 1,200 8,917 2,400 12,500 2,000 13,600 2,150 14,100 2,300 14,700 Hold occurrence of missed stops to less than 20 of the 46,000 residential stops completed each day. • Total number of missed stops per day 20 20 20 20 20 183 ENVIRONMENTAL SERVICES 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 (O&M only) • Brush and bulky cost per ton • Commercial increase in sales Actual FY 2003 Adopted FY 2004 $ 47 $ 5.97 $ 54 $ 5.21 $ 215 N/A $ 137 N/A Estimated FY 2004 Adopted FY 2005 Approved FY 2006 $ 63 $ 5.55 $ 65 $ 5.68 $ 67 $ 5.89 $ 180 3% $ 185 5% $ 190 7% 155.00 159.00 159.00 -0- $ 1,040,350 RESOURCE SUMMARY Position Resources Financial Resources Environmental Services Fund: Debt Financing Environmental Services Fund: General Fund Contribution Environmental Services Fund: Fees and Charges Environmental Services Fund: Mandate Reserves Financial Resources Total 156.00 $ -0- 156.00 $ -0- $ $ 917,250 10,588,845 6,713,440 6,923,940 -0- -0- 5,694,904 9,197,920 9,058,320 17,242,450 17,852,140 4,223,000 -0- -0- -0- -0- $ 20,506,749 $ 15,911,360 $ 15,982,260 $ 18,282,800 $ 18,769,390 184 ENVIRONMENTAL SERVICES ENVIRONMENTAL COMPLIANCE AND LANDFILL OPERATIONS MISSION STATEMENT: The Environmental Compliance and Landfill Operations 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 Actual FY 2003 Adopted FY 2004 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 4,936 4.8% 6,000 5.5% 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 8,000 100% Adopted FY 2005 Approved FY 2006 5,000 5.0% 5,050 5.0% 5,100 5.0% 15,000 100% 3,000 100% 3,000 100% 3,000 100% 277,000 157,000 366,000 174,000 280,000 210,000 283,000 212,000 286,000 214,000 134,000 142,000 135,000 136,000 137,000 Evaluate city facilities to improve environmental compliance and pollution prevention measures. • Facilities inspected 163 160 175 190 200 Monitor groundwater and landfill gas at city landfills to ensure compliance with regulatory standards. • Monitoring events per year 712 680 808 820 830 Complete environmental site assessments as requested by city departments. • Research assessments • Sampling assessments • Cleanup assessments 8 10 -0- 30 22 5 30 11 5 30 35 15 30 10 5 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 (not tons) 185 Estimated FY 2004 ENVIRONMENTAL SERVICES Environmental Compliance and Landfill Operations (Continued) KEY MEASURES OF PERFORMANCE 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 Utilize an electronic compliance system to ensure local permit conditions are met. • Percent of programs in compliance Promote a safe and clean environment by removing contaminants from the soil and groundwater. • Pounds of perchloroethylene (PCE) removed Actual FY 2003 Adopted FY 2004 2 4 100% Estimated FY 2004 Adopted FY 2005 Approved FY 2006 3 3 3 100% 100% 100% 100% 100% 100% 100% 100% 100% 200 450 12 12 12 58.00 58.00 RESOURCE SUMMARY Position Resources Financial Resources Environmental Services Fund: General Fund Contribution Environmental Services Fund: Fees and Charges Environmental Services Fund: Reimbursement Miscellaneous Federal Grants Financial Resources Total 57.00 57.00 54.00 $ 2,565,008 $ 2,231,600 $ 1,686,550 4,604,916 4,812,180 4,904,920 6,768,970 7,237,380 59,817 320,000 180,000 329,600 339,490 37,223 -0- -0- -0- -0- $ 7,266,964 $ 7,363,780 $ 6,771,470 $ 7,098,570 $ 7,576,870 186 $ -0- $ -0- ENVIRONMENTAL SERVICES OTHER BUDGETARY REQUIREMENTS Other Budgetary Requirements is an organization that provides budget capacity for various expenses not associated with specific programs within Environmental Services, including General Expense, Administrative Service Charges, Debt Service: Bonds, and Certificates of Participation funds. DESCRIPTION Other Budgetary Requirements includes the following expenses: Administrative Service Charges Administrative support charges from other city departments (Procurement, Information Technology, Budget and Research, etc.). Debt Service: Bonds The principal, interest, and fiscal agent fees on the bonded debt. Certificates of Participation (COPs) The principal, interest, and fiscal agent fees on Certificates of Participation funds. RESOURCE SUMMARY Financial Resources Environmental Services Fund: General Fund Contribution Environmental Services Fund: Fees and Charges Financial Resources Total Actual FY 2003 Adopted FY 2004 Estimated FY 2004 $ 487,019 $ 337,440 $ 337,440 -0- -0- -0- 2,354,510 5,038,130 $ 487,019 $ 337,440 $ 337,440 $ 2,354,510 $ 5,038,130 187 Adopted FY 2005 $ -0- Approved FY 2006 $ -0- 188 TRANSPORTATION OPERATING: CAPITAL: TOTAL: $ 121,007,050 87,102,500 $ 208,109,550 POSITION TOTAL: 398.00 MANAGEMENT SERVICES TRANSIT SERVICES VAN TRAN STREET AND TRAFFIC MAINTENANCE SUN TRAN ENGINEERING TRAFFIC ENGINEERING PROGRAM ALLOCATION FINANCING PLAN Capital Agreement Funds 9% Other* 6% Sun Tran 20% Highway User Revenue Funds 20% Management Services 3% General Obligation Bond Funds 8% Certificates of Participation 12% Van Tran 6% Street and Traffic Maintenance 24% Federal Highway Administration Grant Funds 6% Mass Transit General Fund Contribution 22% Capital Improvements 42% Mass Transit Funds 17% *Includes General Fund (2%), Street and Highway Revenue Bonds (2%) Transportation Enterprise Area Management (TEAM) ParkWise Fund (1%), Highway User Revenue Funds - Certificates of Participation (<1%), and Miscellaneous Non-Federal Grants (<1%). Other* 5% *Includes Traffic Engineering (3%), Engineering (2%), and Transit Services (<1%). 400.00 376.50 378.50 384.00 386.50 395.50 399.50 399.50 2003 401.50 2002 450.00 2001 TEN YEAR STAFFING TRENDS Adopted Positions 393.50 366.50 350.00 189 2004 2000 1999 1998 1997 1996 1995 300.00 190 TRANSPORTATION MISSION STATEMENT: To create, maintain, and operate a safe and reliable system for the movement of people throughout our community with the highest quality transportation services, programs, and facilities. OVERVIEW The Department of Transportation (DOT) is responsible for a transportation system covering approximately 226 square miles, including over 2,000 miles of streets, bike routes, sidewalks, and alleyways. DOT is committed to providing accessible public transit via Sun Tran and Van Tran, which offer the community quality transportation alternatives; maintains a street, alley, and drainageway program for a clean, safe, and healthful environment; designs and constructs major system improvements. 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 five divisions of the Department of Transportation are Management Services, Transit Services (including Sun Tran and Van Tran), Engineering, 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 federal government 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 replacement of the aging Sun Tran bus fleet remains a priority as buses over twelve years old or with over 500,000 miles are replaced with Federal Transit Administration support. 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 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 damage to private vehicles, and improve noise quality. 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 provided about 14.5 million rides in the last fiscal year, is provided to the community by Sun Tran, transporting riders to employment sites, shopping centers, medical complexes, social services, and recreational areas. 191 TRANSPORTATION Support for Livable Tucson Goals (Continued) Goal: Better Alternatives to Automobile Transportation (Continued) 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, public art in transportation public facilities, 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 and the Tucson-Pima County Bicycle Advisory Committee, the Tucson 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 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. 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 15,852 residential streetlights to ensure the lights are functioning properly. 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 parking violations and issue citations for non-compliance. 192 TRANSPORTATION Support for Livable Tucson Goals (Continued) 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. 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 business needs in the city center while also protecting/enhancing the quality of life in neighborhoods, thereby encouraging downtown living. Goal: Abundant Urban Green Space and Recreation Areas DOT is working to increase recreation areas and include public art. 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 bus pullouts in neighborhoods. The Tucson Stormwater Management Study (TSMS), 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 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 bus pullouts. 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. 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. 193 TRANSPORTATION Support for Livable Tucson Goals (Continued) Goal: Clean Air and Quality Water (Continued) 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 stormwater runoff. Regional traffic signal synchronization, as part of the Intelligent Transportation System, is a key element in reducing traffic stops and delays. 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 dual fuel technology. Sun Tran further promotes environmentally-friendly transit as bike racks have been installed on all of its fleet. 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 Downtown 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. 194 TRANSPORTATION Support for Livable Tucson Goals (Continued) Goal: Respected Historic and Cultural Resources (Continued) DOT contracts with the Tucson-Pima Arts Council to include public art in roadway project design. DOT is also participating with the Department of Urban Planning and Design 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. 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, and public art. 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 and various other private associations. ParkWise manages the 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, Tucson Downtown Alliance, 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. 195 TRANSPORTATION DEPARTMENT RESOURCES Actual FY 2003 Adopted FY 2004 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 32.50 11.00 101.00 15.50 202.00 37.00 30.50 11.00 98.00 14.50 201.00 37.00 38.00 11.00 91.00 14.00 198.00 38.00 38.00 11.00 94.00 -0205.00 48.00 38.00 11.00 94.00 -0205.00 48.00 Permanent Total 399.00 392.00 390.00 396.00 396.00 NON-PERMANENT Engineering Traffic Engineering 0.50 1.00 0.50 1.00 0.50 1.00 0.50 1.50 0.50 1.50 1.50 1.50 1.50 2.00 2.00 400.50 393.50 391.50 398.00 398.00 POSITION SUMMARY PERMANENT Management Services Transit Services Engineering Real Estate* Street and Traffic Maintenance Traffic Engineering Non-Permanent Total Department Total FINANCIAL SUMMARY Management Services Transit Services Sun Tran Van Tran Engineering Real Estate* Street and Traffic Maintenance Traffic Engineering Operating Total Capital Improvements Department Total $ 3,709,869 $ 4,320,540 $ 4,266,980 818,166 1,514,100 1,450,850 33,745,114 42,050,070 37,431,780 6,686,609 12,042,400 12,012,400 2,962,756 3,098,470 2,608,830 549,708 738,340 589,440 21,907,783 22,828,430 21,573,610 3,753,927 4,842,010 4,665,150 74,133,932 42,915,563 91,434,360 102,127,500 84,599,040 71,964,570 $ 117,049,495 $ 193,561,860 $ 156,563,610 $ 6,592,530 $ 6,880,250 1,834,740 1,846,460 41,892,850 41,081,520 11,954,040 12,469,620 3,900,140 3,877,340 -0-048,939,460 24,053,090 5,893,290 5,772,790 121,007,050 87,102,500 $ 208,109,550 $ 144,234,370 * For Fiscal Year 2005, Real Estate Division has transferred to the General Services Department. 196 95,981,070 48,253,300 TRANSPORTATION Department Resources (Continued) Actual FY 2003 Adopted FY 2004 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 CHARACTER OF EXPENDITURES Personal Services Services Commodities Equipment Other Inter-Activity Transfers $ 21,752,698 $ 22,890,040 $ 21,268,030 $ 24,369,810 $ 26,225,480 20,380,537 21,705,050 21,033,180 47,705,430 22,281,870 11,562,211 16,473,550 12,939,050 16,247,350 14,536,570 710,667 5,183,910 4,642,010 4,338,120 2,269,320 27,526,551 31,577,470 31,046,920 33,885,720 36,539,970 (5,872,140) (7,798,732) (6,395,660) (6,330,150) (5,539,380) Operating Total Capital Improvements Department Total 74,133,932 42,915,563 $ 117,049,495 91,434,360 102,127,500 84,599,040 71,964,570 121,007,050 87,102,500 95,981,070 48,253,300 $ 193,561,860 $ 156,563,610 $ 208,109,550 $ 144,234,370 $ $ SOURCE OF FUNDS OPERATING FUNDS General Fund* Certificates of Participation Transportation Enterprise Area Management (TEAM)/ ParkWise Fund* Capital Agreement Fund Capital Agreement Fund: Pima Association of Governments (PAG) Highway User Revenue Fund Highway User Revenue Fund: Certificates of Participation Federal Highway Administration Grants Mass Transit Fund: General Fund Transfer Mass Transit Fund: Federal Grants Mass Transit Fund: Fees and Charges Mass Transit Fund: Local Transit Assistance Fund Mass Transit Fund: State Grants Miscellaneous Non-Federal Grants Operating Funds Total $ 2,145,878 -01,559,547 2,434,570 $ -02,696,480 2,153,110 -02,363,460 3,514,680 $ 25,000,000 2,576,360 4,040,600 -02,837,040 65,708 -0- -0-0- -0-0- -0536,000 -0-0- 28,503,424 -0- 29,643,390 -0- 28,051,880 -0- 32,186,390 557,000 32,746,980 -0- 609,486 676,460 758,670 604,990 608,850 24,635,452 28,098,490 25,690,680 33,007,270 35,185,770 3,317,353 10,552,589 2,720,606 14,152,750 10,615,220 2,767,000 11,758,240 10,753,000 2,720,000 8,412,130 10,946,000 2,646,230 5,661,830 11,230,000 2,650,000 23,889 -0- -0350,000 -0350,000 -01,020,000 -01,020,000 $ 74,133,932 $ 91,434,360 $ 84,599,040 $ 121,007,050 $ 95,981,070 *Prior years revenue adjustment for Transportation Enterprise Area Management (TEAM)/ParkWise fund. 197 TRANSPORTATION Department Resources (Continued) Actual FY 2003 Adopted FY 2004 Estimated FY 2004 -0- $ -03,211,000 500,000 -0-02,242,090 500,000 Adopted FY 2005 Approved FY 2006 Source of Funds (Continued) CAPITAL FUNDS General Fund $ TEAM/ParkWise Fund Capital Agreement Fund Capital Agreement Fund: Arizona Department of Transportation (ADOT) Capital Agreement Fund: Pima County Bonds Capital Agreement Fund: PAG Capital Agreement Fund: Pima County Contribution Highway User Revenue Fund Federal Highway Administration Grants Mass Transit Fund: General Fund Transfer Mass Transit Fund: Federal Grants Miscellaneous Non-Federal Grants 1965 and 1973 General Obligation Bond Funds 1994 General Obligation Bond Funds 2000 General Obligation Bond Funds 2000 General Obligation Bond Funds Interest 1994 Street and Highway Revenue Bond Funds 2000 Street and Highway Revenue Bond Funds 46,327 -0572,308 1,667 $ $ -0- $ 521,700 5,297,600 -0- -0124,700 115,000 -0- -0- -0- -0- 1,000,000 1,000,000 6,301,691 248,857 7,003,900 206,000 5,596,980 50 10,905,900 209,300 12,840,000 2,000,000 7,221,890 4,880,033 6,133,000 22,978,000 5,331,940 7,357,920 9,534,500 11,621,000 8,141,000 14,164,000 225,719 2,250,000 1,177,000 2,194,800 1,010,600 3,244,697 5,929 521,824 31,571,400 728,000 -0- 21,076,590 722,080 -0- 24,047,600 -0-0- 5,811,100 -0-0- 96,744 8,565,577 -0- 671,800 15,685,200 -0- 1,068,420 15,138,610 -0- 500,000 14,996,800 1,500,000 -02,300,000 -0- 4,665,107 192,700 451,420 442,100 -0- 6,317,193 10,996,500 11,301,470 4,331,200 746,900 Capital Funds Total $ 42,915,563 $ 102,127,500 $ 71,964,570 $ 87,102,500 $ 48,253,300 Department Total $ 117,049,495 $ 193,561,860 $ 156,563,610 $ 208,109,550 $ 144,234,370 198 TRANSPORTATION SIGNIFICANT CHANGES Fiscal Year 2005 The adopted operating budget for Fiscal Year 2005 of $121,007,050 reflects an increase of $29,572,690 from the Fiscal Year 2004 Adopted Budget. The city will make a $25 million investment in street repairs, street lighting, sidewalks, and landscaping. This effort and on going maintenance of streets will be supported by ten Highway User Revenue funded positions. Funding has been added to ensure the recruitment and retention of employees, including meritbased raises, a 2% market-based compensation adjustment, coverage for health insurance, and pension increases. Other significant changes are as follows: ♦ Completion of projects and acquisitions begun in Fiscal Year 2004 are funded through a $3,063,700 carryforward. ♦ In response to a growing demand for Van Tran service, $2,567,960 is added to the budget including $1,420,800 in federal funds. ♦ Increases in the price of fuel adds $1,409,690. ♦ In order to improve public safety and reduce congestion in construction zones, $350,000 and four positions are added for traffic control in temporary work zones, which will be fully funded from permit fees. ♦ To meet federal mandates for stormwater quality, $220,000 is included to update technology. ♦ Capacity to expand residential parking enforcement program adds $215,000 and seven positions to be funded with Transportation Enterprise Area Management (TEAM) revenues. ♦ A change in the formula for allocation of maintenance and related facility costs results in a $159,880 transfer from the General Service Department. ♦ To improve organizational efficiencies, the Real Estate Division is transferred to the General Services Department, including $137,080 and 14 positions. Two positions were eliminated for Real Estate. The Improvement District Section is transferred to Finance, including $95,810 and two positions. ♦ These increases are offset by reductions in capacity for federal grants. The Fiscal Year 2005 Capital Budget of $87,102,500 includes funding from city bonds, federal grants, Highway User Revenue funds, and other Inter-Governmental Agreements, (see Volume III Approved Five-Year Capital Improvement Program, Fiscal Year 2005 through 2009 for additional details). Fiscal Year 2006 The operating budget for Fiscal Year 2006 of $95,981,070 includes a decrease of $25,025,980 from Fiscal Year 2005. Funding has been added to ensure the recruitment and retention of employees, including merit-based raises, marketbased compensation adjustments, coverage for health insurance, and pension increases. The Fiscal Year 2006 Capital Budget of $48,253,300 substantially completes the voter authorized bond programs and continues implementation of programs funded with federal grants, Highway User Revenue funds, and InterGovernmental Agreements with other agencies. 199 TRANSPORTATION MANAGEMENT SERVICES MISSION STATEMENT: The Management Services Division plans, coordinates, supervises, and performs administrative functions; provides budget, personnel, and computer network support; and manages the departmental Speakers Bureau. The division manages the special projects section which plans, creates, and promotes alternate mode improvements thereby reducing traffic congestion and promoting a healthier environment. The division supports the downtown revitalization effort and serves as liaison to community-based committees. The division strives to ensure the efficient and successful operation of the Department of Transportation. KEY MEASURES OF PERFORMANCE 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 safety, on computer software, and other areas such as customer service and leadership. • Percent of employees receiving Occupational Safety and Health Administration (OSHA) mandated training • Percent of total employees receiving other safety training • Percent of total employees receiving training 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/Public Outreach presentations. • Speakers Bureau/Public Outreach regular presentations 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 2003 Adopted FY 2004 165 375 375 390 390 N/A N/A 100% 100% 100% N/A N/A 10% 10% 10% 25% 30% 30% 10% 30% 10 84 35 150 33 120 20 75 20 75 N/A 25 24 25 25 N/A 75% 75% 75% 75% 200 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 TRANSPORTATION Management Services (Continued) KEY MEASURES OF PERFORMANCE Actual FY 2003 Adopted FY 2004 N/A N/A 50% 50% 50% Manage Downtown revitalization projects such as the Union Pacific Depot restoration, support of Rio Nuevo. • Number of hours/month N/A N/A 120 120 120 Support alternate modes programs. • Number of hours monthly N/A N/A 120 120 120 Send news releases in response to transportation related issues within 24 hours. • Number of releases N/A 50 50 50 50 N/A N/A 50 50 50 95% 98% 98% 98% 98% 38.00 38.00 38.00 731,760 2,892,020 293,200 $ 1,226,170 4,766,360 250,000 $ 1,247,820 5,032,430 250,000 Monitor the progress of pedestrian improvements suggested by the public. • Number of suggested projects completed divided by the number of valid requests received annually Estimated FY 2004 Adopted FY 2005 Approved FY 2006 Coordinate DOT public art projects. • Number of hours per month Key Outcomes Ensure computers are operational by providing technical support. • Percent of computer support calls responded to within 24 hours RESOURCE SUMMARY Position Resources Financial Resources General Fund Highway User Revenue Fund Federal Highway Administration Grants Miscellaneous Non-Federal Grants Financial Resources Total 32.50 $ 607,121 2,803,263 299,485 30.50 $ 791,370 2,929,170 250,000 $ -0- 350,000 350,000 350,000 350,000 $ 3,709,869 $ 4,320,540 $ 4,266,980 $ 6,592,530 $ 6,880,250 201 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; promotes the use of alternate modes of transportation; obtains and manages grants related to transit activities. KEY MEASURES OF PERFORMANCE Actual FY 2003 Adopted FY 2004 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 2 $ 23,949 1 -0- 3 $ 24,567 1 939,128 3 $ 24,494 1 667,000 2 $ 20,490 -0-0- 2 $ 21,500 -0-0- 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. 9 9 5 5 5 Process applications for Americans with Disabilities Act (ADA) eligibility for paratransit service. 3,239 3,320 3,320 3,500 3,500 Issue reduced-fare identification cards for fixed-route service. 11,000 11,000 11,000 9,500 10,0000 7,440 7,857 7,500 7,500 7,600 11.00 11.00 11.00 $ -0270,000 1,015,460 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 Key Outcomes Maintain access to Van Tran’s paratransit services. • Number of eligible persons RESOURCE SUMMARY Position Resources Financial Resources General Fund Miscellaneous Non-Federal Grants Mass Transit Fund: General Fund Contribution Mass Transit Fund: Federal Grants Financial Resources Total 11.00 $ -0- 11.00 $ (26,890) -0659,082 -0961,390 -0898,140 0270,000 1,016,740 159,084 579,600 579,600 548,000 561,000 $ 818,166 $ 1,514,100 $ 1,450,850 $ 1,834,740 $ 1,846,460 202 $ (26,890) $ TRANSPORTATION SUN TRAN MISSION STATEMENT: Sun Tran provides safe, well-maintained, and cost-effective public transportation with a team of innovative and diverse employees dedicated to our customers, the environment, and the community. KEY MEASURES OF PERFORMANCE Adopted FY 2005 Approved FY 2006 189 15,440 189 15,679 189 15,963 $ 7,736 7,736 $ 5.44 1,336 4,850 $ 7,473 7,972 $ 4.70 1,500 1,500 $ 7,840 7,977 $ 5.25 1,500 1,500 $ 7,982 7,982 $ 5.15 1,500 1,500 6,264 2,500 6,600 6,600 6,600 1.4 1.5 1.5 1.5 1.5 0.6 0.6 0.6 0.6 0.6 Improve air quality using a percentage of buses fueled with alternative fuel. 68% 92% 72% 72% 85% Maintain compliance with the Americans with Disability Act. 100% 100% 100% 100% 100% Key Outputs Provide regional bus service. • Number of buses in active fleet • Number of annual passenger trips (000s) • Annual passenger revenue (000s) • Total miles (000s) • Cost per mile • Preventative maintenance inspections • Operator safety training hours Key Outcomes Maintain the number of miles of service between breakdowns. Operate a safe public transit service. • Vehicle collision accidents per 100,000 miles • Passenger injury accidents per 100,000 miles Actual FY 2003 Adopted FY 2004 199 15,004 185 15,527 $ 6,710 7,868 $ 4.29 1,254 902 Estimated FY 2004 RESOURCE SUMMARY Financial Resources Mass Transit Fund: General Fund Contribution Mass Transit Fund: Local Transit Assistance Fund Mass Transit Fund: Fees and Charges Mass Transit Fund: State Grants Mass Transit Fund: Federal Grants Miscellaneous Non-Federal Grants Financial Resources Total $ 18,142,286 $ 18,826,560 $ 16,701,540 $ 23,229,690 $ 24,058,290 2,720,606 2,767,000 2,720,000 2,646,230 2,650,000 9,978,153 23,889 2,880,180 -0- 10,058,760 -010,397,750 -0- 9,983,000 -08,027,240 -0- 10,176,000 -05,640,930 200,000 10,430,000 -03,743,230 200,000 $ 33,745,114 $ 42,050,070 $ 37,431,780 $ 41,892,850 $ 41,081,520 203 TRANSPORTATION 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 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 Key Outcomes Maintain percent of trips that are on time to destinations. Number of passenger trips provided annually. Number of vehicular accidents 100,000 miles of service. • Accidents per 100,000 miles Actual FY 2003 Adopted FY 2004 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 2,202 155,618 2,033 162,000 2,624 140,230 2,820 214,175 3,631 255,732 9.3 17.0 12.0 12.0 12.0 701 499 702 898 1,011 91% 91% 91% 91% 91% 324,846 336,552 416,197 554,184 659,789 0.66 0.80 0.80 0.80 0.80 per RESOURCE SUMMARY Financial Resources Mass Transit Fund: General Fund Contribution Mass Transit Fund: Fees and Charges Mass Transit Fund: Federal Grants Miscellaneous Non-Federal Grants Financial Resources Total $ 5,834,084 $ 8,310,540 $ 8,091,000 $ 8,760,840 $ 10,112,020 574,436 278,089 -0- 556,460 3,175,400 -0- 770,000 3,151,400 -0- 770,000 2,223,200 200,000 800,000 1,357,600 200,000 $ 6,686,609 $ 12,042,400 $ 12,012,400 $ 11,954,040 $ 12,469,620 204 TRANSPORTATION 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 Actual FY 2003 Adopted FY 2004 N/A 50 50 50 35 9 10 9 10 9 Conduct events that provide for public input and awareness of transportation, alternate modes, and stormwater related projects and programs. N/A 50 50 50 50 Issue permits to construct roadway and drainage improvements that result in safety and economic benefits to the community. N/A 6,000 6,000 6,000 6,000 N/A 600 600 50 50 N/A 6,000 6,000 6,000 6,000 85% 87% 87% 87% 76% Resurface major streets (linear miles). 21 52 52 135 45 Provide opportunities for public input on stormwater projects. • Number of stormwater quality concerns resolved* 20 N/A 30 30 30 N/A 540 540 50 50 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 14 12 13 14 Key Outputs Design and construct capital improvement projects. Update floodplain delineation studies. Conduct stormwater inspections in response to stormwater quality concerns. • Number of inspections conducted Provide service and support to customers who have obtained permits for excavation/construction in the public right-ofway. Key Outcomes Maintain percent of major city streets that have a condition rating of good or better. *Information provided in Fiscal Year 2004 was reported inaccurately. 205 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 TRANSPORTATION Engineering (Continued) RESOURCE SUMMARY Position Resources Financial Resources General Fund Highway User Revenue Fund Highway User Revenue Fund: Certificates of Participation Financial Resources Total Actual FY 2003 Adopted FY 2004 101.50 98.50 $ 1,020,662 1,942,094 -0$ 2,962,756 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 91.50 94.50 94.50 $ 1,247,470 1,851,000 -0- $ 1,058,320 1,550,510 -0- $ 1,925,290 1,939,670 35,180 $ 1,702,810 2,174,530 -0- $ 3,098,470 $ 2,608,830 $ 3,900,140 $ 3,877,340 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 Key Outputs Provide needed property for new public facilities. • Number of properties acquired Sell surplus parcels of property. 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 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 120 90 80 -0- -0- 28 18 18 -0- -0- 216 180 200 -0- -0- 76 100 75 -0- -0- 192 170 180 -0- -0- *The Real Estate Division was transferred to the General Services Department for Fiscal Year 2005. 206 TRANSPORTATION Real Estate (Continued) KEY MEASURES OF PERFORMANCE 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) Actual FY 2003 Adopted FY 2004 28 $ 1,839 18 $ 400 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 20 $ 400 -0$ -0- -0$ -0- RESOURCE SUMMARY Position Resources Financial Resources General Fund Highway User Revenue Fund Financial Resources Total 15.50 14.50 14.00 -0- -0- $ 518,095 31,613 $ 422,620 315,720 $ 389,920 199,520 $ -0-0- $ -0-0- $ 549,708 $ 738,340 $ 589,440 $ -0- $ -0- 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 Key Outputs Resurface streets (lane miles). • Chip, cape, slurry seal programs • Infrastructure enhancement micro resurfacing Respond to emergency calls regarding traffic signal malfunctions within four hours. • Number of emergency calls Conduct preventive maintenance on traffic signals: checking timing, controller, and detection devices. • Number of traffic signal maintenance checks 203 N/A 275 N/A 132 N/A 150 155 150 N/A 3,468 1,500 3,850 3,700 3,700 1,006 825 1,050 1,015 1,015 207 TRANSPORTATION Street and Traffic Maintenance (Continued) KEY MEASURES OF PERFORMANCE Actual FY 2003 Adopted FY 2004 3,348 2,800 3,015 3,050 3,050 3,379 N/A 3,000 N/A 2,800 2,210 2,900 2,210 3,000 2,210 195 150 129 165 165 Respond to emergency maintenance requests related to public safety (debris and glass in roadway). • Number of man hours 2,281 1,500 2,600 2,260 2,260 Process citizen requests for maintenance in paved surface, weed control, street cleaning, drainage channel maintenance, street lights, traffic signals, striping, signage, non-paved surface maintenance, storm damage, concrete work and other safety concerns. • Number of service requests N/A N/A 17,900 15,000 15,000 N/A N/A 7,000 6,000 6,000 N/A N/A N/A N/A N/A N/A 5,880 3.5 1,900 5,300 5.0 1,550 5,300 5.0 1,550 348 97% 340 98% 348 97% 348 98% 348 98% Re-stripe major collectors and arterials (linear miles). Relamp streetlights in a preventive maintenance program and respond to customer trouble calls reported. • Number of lights replaced • Number of streetlight trouble calls Maintain drainage channels to achieve a balance between flood control considerations, wildlife, and vegetation preservation. • Linear miles of drainage channels maintained Install and replace critical regulatory signs. (number of signs) Conduct a comprehensive maintenance program on median island and roadsides for tree/shrub trimming and irrigation repairs/construction. • Hours spent on irrigation repairs • Miles of irrigation reconstruction • Hours spent on tree/shrub trimming Key Outcomes Ensure that traffic signals operate trouble free 24 hours per day. • Number of traffic signal intersections • Percent of traffic signals operating trouble free daily 208 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 TRANSPORTATION Street and Traffic Maintenance (Continued) KEY MEASURES OF PERFORMANCE Respond to requests for maintenance tracked in the maintenance management program. • Service requests completed Actual FY 2003 Adopted FY 2004 N/A N/A Estimated FY 2004 Adopted FY 2005 Approved FY 2006 93% 93% 93% 198.00 205.00 205.00 RESOURCE SUMMARY Position Resources 202.00 Financial Resources General Fund Certificates of Participation Highway User Revenue Fund Highway User Revenue Fund: Certificates of Participation Federal Highway Administration Grants $ Financial Resources Total -0-021,597,782 -0- 201.00 $ -0-022,401,970 -0- $ -0-021,132,140 -0- $ 14,520 25,000,000 23,048,130 521,820 $ 704,000 -022,990,240 -0- 310,001 426,460 441,470 354,990 358,850 $ 21,907,783 $ 22,828,430 $ 21,573,610 $ 48,939,460 $ 24,053,090 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. 2,391 2,500 2,560 3,500 3,500 Review barricade, development, and roadway improvement plans. • Barricade plans reviewed • Development plans reviewed • Roadway improvement plans reviewed 572 417 221 650 500 350 1,385 509 340 1,200 500 350 1,200 500 350 Respond to requests for Neighborhood Traffic Management Program information. • Number of request responses 212 290 201 230 230 209 TRANSPORTATION Traffic Engineering (Continued) KEY MEASURES OF PERFORMANCE Actual FY 2003 Adopted FY 2004 2,457 248 5,000 530 2,348 405 3,000 530 3,000 530 Conduct intersection reviews and adjust green-light signal times for safe and optimal movement of traffic. 74 200 85 80 80 Respond to citizen calls for parking enforcement services within one hour. 1,381 1,600 1,138 1,600 1,600 60 40 80 120 140 23 31 31 35 35 39.00 49.50 49.50 Issue parking permits. • Number of residential permits • Number of non-residential permits Key Outcomes Enhance livability in neighborhoods. • Number of Neighborhood Traffic Management Programs implemented Manage the number of parking programs to protect neighborhood integrity and business viability. Estimated FY 2004 Adopted FY 2005 Approved FY 2006 RESOURCE SUMMARY Position Resources Financial Resources General Fund Transportation Enterprise Area Management (TEAM)/ ParkWise Fund Capital Agreement Fund Capital Agreement Fund: PAG Highway User Revenue Fund Federal Highway Administration Grants Financial Resources Total 38.00 $ -01,559,547 38.00 $ -02,696,480 $ -02,363,460 $ 348,700 2,576,360 $ 385,970 2,837,040 65,708 -02,128,672 -0- -0-02,145,530 -0- -0-02,277,690 24,000 -0536,000 2,432,230 -0- -0-02,549,780 -0- $ 3,753,927 $ 4,842,010 $ 4,665,150 $ 5,893,290 $ 5,772,790 210 TUCSON WATER OPERATING: CAPITAL: TOTAL: $ 114,601,280 __ 50,873,000 $ 165,474,280 POSITION TOTAL: 576.00 DIRECTOR’S OFFICE BUSINESS SERVICES WATER OPERATIONS AND MAINTENANCE CUSTOMER SERVICES PLANNING AND ENGINEERING WATER QUALITY MANAGEMENT FINANCING PLAN Certificates of Participation 1% 2000 Water Revenue Bond Funds 17% PROGRAM ALLOCATION Planning and Engineering 4% Water Revenue and Operations Fund 81% Water Quality Management 6% Water Operations and Maintenance 20% Other Budgetary Requirements 30% Customer Service 4% Central Arizona Project Reserve Fund 1% Business Services 2% Water Revenue and Operations Fund: Grants <1% Capital Improvements 31% Director's Office 3% TEN YEAR STAFFING TREND Adopted Positions 588.00 589.00 588.00 588.00 588.00 590.00 590.00 589.00 1999 2000 2001 2002 2003 2004 584.00 1998 600 1997 625 577.00 575 1996 1995 550 211 212 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 2005. 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 five operating divisions (Business Services, Customer Services, Water Operations and Maintenance, Planning and Engineering, and Water Quality Management) conduct 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 was constructed in three phases and completed in 2003. The facility provides 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 continued three critical programs to increase efficiency in department operations and risk reduction: • 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 213 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 2003 System Equity Fee process included the input and assistance of a Customer Rate Advisory Group which represented all major billing classes. 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) 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. 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. 214 TUCSON WATER Support For Livable Tucson Goals (Continued) 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 program, Be Water Smart, will be augmented by other conservation initiatives, including further improvements to the Water Waste ordinance 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. DEPARTMENT RESOURCES Actual FY 2003 Adopted FY 2004 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 31.50 31.00 99.00 222.50 147.00 59.00 30.50 31.00 99.00 222.50 147.00 59.00 75.50 25.00 106.00 188.50 147.00 38.00 30.50 26.00 107.00 203.00 147.00 62.50 30.50 26.00 107.00 197.00 147.00 62.50 590.00 589.00 580.00 576.00 570.00 POSITION SUMMARY PERMANENT Director's Office Business Services* Customer Services* Water Operations and Maintenance Planning and Engineering Water Quality Management Department Total *The Billing Office, Westside Metering, and Eastside Metering were transferred from Business Services to Customer Services as part of a reorganization. 215 TUCSON WATER Department Resources (Continued) Actual FY 2003 Adopted FY 2004 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 FINANCIAL SUMMARY Director's Office Business Services Customer Services Water Operations and Maintenance Planning and Engineering Water Quality Management Other Budgetary Requirements $ $ 7,483,060 $ 5,125,180 3,707,700 4,046,840 5,538,370 5,912,190 27,606,190 32,347,280 $ 5,195,810 4,173,690 6,314,260 32,787,830 6,233,573 7,249,475 45,620,389 6,247,780 8,893,540 49,819,290 5,816,130 6,895,900 49,833,860 6,780,920 10,096,690 50,292,180 7,184,890 9,775,070 53,128,500 102,887,110 48,095,591 111,343,320 52,029,000 106,881,210 53,685,580 114,601,280 50,873,000 118,560,050 52,265,000 $ 150,982,701 $ 163,372,320 $ 160,566,790 $ 165,474,280 $ 170,825,050 Operating Total Capital Improvements Department Total 5,520,068 $ 4,945,950 3,612,197 4,225,160 5,334,107 5,383,090 29,317,301 31,828,510 CHARACTER OF EXPENDITURES Personal Services Services Commodities Equipment Debt Service Other Inter-Activity Transfers Operating Total Capital Improvements Department Total $ 29,481,783 $ 29,408,360 $ 26,776,300 $ 30,309,630 $ 31,933,430 44,537,259 50,537,250 48,743,130 52,629,240 53,541,040 6,997,931 7,287,210 7,025,270 7,782,110 7,491,520 2,195,967 2,000,000 2,000,000 1,950,000 1,880,000 25,755,024 29,274,750 29,500,760 29,160,000 30,655,000 130,920 (4,200) (4,200) 137,190 143,410 (6,211,774) (7,160,050) (7,160,050) (7,366,890) (7,084,350) 102,887,110 48,095,591 111,343,320 52,029,000 114,601,280 50,873,000 118,560,050 52,265,000 $ 150,982,701 $ 163,372,320 $ 160,566,790 $ 165,474,280 $ 170,825,050 216 106,881,210 53,685,580 TUCSON WATER Department Resources (Continued) Actual FY 2003 Adopted FY 2004 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 SOURCE OF FUNDS OPERATING FUNDS Central Arizona Project Reserve Fund Water Revenue and Operations Fund Water Revenue and Operations Fund: Grants Water Revenue and Operations Fund: Certificates of Participation $ 1,272,167 $ 1,488,000 $ 1,488,000 $ 1,488,000 $ 1,488,000 101,614,943 109,705,320 105,243,210 111,663,280 115,742,050 -0150,000 150,000 150,000 150,000 -0- -0- -0- 1,300,000 1,180,000 Operating Funds Total $ 102,887,110 $ 111,343,320 $ 106,881,210 $ 114,601,280 $ 118,560,050 CAPITAL FUNDS 2000 Water Revenue Bond Funds Central Arizona Project Reserve Fund Future Water Revenue Bonds Water Revenue and Operations Fund Water Revenue and Operations Fund: Grants $ 34,391,081 $ 31,206,000 $ 32,796,580 $ 28,145,000 $ -011,583 10,000 10,000 11,000 11,000 -0-066,000 -028,074,000 13,330,038 20,813,000 20,813,000 22,217,000 23,930,000 362,889 -0-0500,000 250,000 Capital Funds Total $ 48,095,591 $ 52,029,000 $ 53,685,580 $ 50,873,000 $ 52,265,000 Department Total $ 150,982,701 $ 163,372,320 $ 160,566,790 $ 165,474,280 $ 170,825,050 217 TUCSON WATER SIGNIFICANT CHANGES Fiscal Year 2005 The adopted operating budget for Fiscal Year 2005 of $114,601,280 reflects an increase of $3,257,960 from the Fiscal Year 2004 Adopted Budget. Funding has been added to ensure the recruitment and retention of employees, including merit-based raises, a 2% market-based compensation adjustment, coverage for health insurance and pension increases. Other significant changes are as follows: ♦ Higher natural gas prices result in a $944,300 increase in power costs. ♦ Efficiencies identified through the Maintenance Management Program save $800,000, including 13 positions. ♦ To generate future efficiency savings, a one-time investment of $494,000 in the Maintenance Management Program is funded in Fiscal Year 2005. ♦ As the recharge capacity at the Clearwater Renewable Resource Facility is brought on-line an increase in Central Arizona Project (CAP) water purchases will require an additional $493,400. ♦ Revisions in regulatory requirements necessitate an increase of $403,000 for testing and consultant services. ♦ To make payment of water bills more convenient for customers, an on-line credit card system and pay stations will be implemented at a cost of $275,000. ♦ Increases in the price of fuel add $199,190. The Fiscal Year 2005 Capital Budget of $50,873,000 completes the voter authorized bond program and implements projects funded with water revenues. Fiscal Year 2006 The operating budget for Fiscal Year 2006 of $118,560,050 includes an increase of $3,958,770 from Fiscal Year 2005. Funding has been added to ensure the recruitment and retention of employees, including merit-based raises, marketbased compensation adjustments, coverage for health insurance and pension increases. In addition, an increase in Central Arizona Project (CAP) water purchases and debt service will add $2,990,850. Projected efficiencies through the Maintenance Management Program will result in savings of $298,000, including six positions. The Fiscal Year 2006 Capital Budget of $52,265,000 anticipates the sale of future water revenue bonds for planned potable and reclaimed water projects and continued use of water revenues for ongoing projects. 218 TUCSON WATER 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 water rate increases; and promotes water conservation through educational information and training. KEY MEASURES OF PERFORMANCE Actual FY 2003 Adopted FY 2004 Key Outputs Respond to media requests for public information. • Media requests 600 600 Provide Speakers’ Bureau presentations in the community with trained staff. • Number of presentations 150 Conduct educational tours of projects and facilities for customers. • Number of customers Provide employee training on customer service, computer software, multi-skilled program, 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 Conduct management studies and financial analysis to improve operational efficiency. • Number of studies conducted Adopted FY 2005 Approved FY 2006 600 650 700 140 140 150 160 1,000 1,000 1,000 1,200 1,300 4,950 5,000 5,050 5,200 5,400 4 4 4 5 5 8 8 8 10 10 12 12 14 14 15 219 Estimated FY 2004 TUCSON WATER Director’s Office (Continued) KEY MEASURES OF PERFORMANCE Actual FY 2003 Adopted FY 2004 16,500 16,500 20 Key Outcomes Obtain overall service satisfaction ratings of “very good” or “excellent” from surveyed customers. • Percent of desired ratings received Receive employee ratings of “above average” or “excellent” on training programs. • Percent of desired ratings received Provide educational opportunities for local school children and teachers about the various water supplies, 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 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 16,500 16,750 17,000 20 22 25 25 93% 94% 94% 95% 95% 90% 90% 90% 92% 94% RESOURCE SUMMARY Position Resources 31.50 30.50 75.50 30.50 30.50 Financial Resources Water Revenue and Operations Fund Water Revenue and Operations Fund: Grants $ 5,520,068 -0- $ 4,795,950 150,000 $ 7,333,060 150,000 $ 4,975,180 150,000 $ 5,045,810 150,000 Financial Resources Total $ 5,520,068 $ 4,945,950 $ 7,483,060 $ 5,125,180 $ 5,195,810 WATER WISDOM IN THE CLASSROOM Tucson Water has an ongoing commitment to school education. More than 21,000 students from local schools have seen presentations, taken field trips, or participated in classroom activities sponsored by Tucson Water during the past three years. This interaction with students and teachers continues to enhance our future generations’ knowledge of water conservation and water quality issues as well as ensure protection of our precious water resource for the future. 220 TUCSON WATER 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. KEY MEASURES OF PERFORMANCE 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 Ensure department computer application systems are available to staff and the Internet Web site is available to customers except during scheduled maintenance downtime. • Percent of scheduled time department computer systems and Web site are available Actual FY 2003 Adopted FY 2004 Aa3 A+ Aa3 A+ 98% 99% Estimated FY 2004 Adopted FY 2005 Approved FY 2006 Aa3 A+ Aa3 A+ Aa3 A+ 99% 99% 99% RESOURCE SUMMARY Position Resources* Financial Resources Water Revenue and Operations Fund 31.00 31.00 25.00 26.00 26.00 $ 3,612,197 $ 4,225,160 $ 3,707,700 $ 4,046,840 $ 4,173,690 *The Billing Office, Westside Metering, and Eastside Metering were transferred from Business Services to Customer Services as part of a reorganization. 221 TUCSON WATER CUSTOMER SERVICES MISSION STATEMENT: The Customer Services Division promotes service excellence by providing monthly water billing services, and responding to all customer inquiries regarding water bills and payments; responding to customer requests for water service turn-on/off and other billing-related services; and ensuring meters are accessible and readable. Through in-home water audits and high bill investigations, the Customer Services Division assists customers in conservation efforts and efficient use of water. This is accomplished through meter reading, billing activities, and providing timely and effective responses to customer inquiries regarding water bills, payments, and other water services. The division also operates the billing system for customers of the city’s Environmental Services Department, and Pima County’s Wastewater Management Department. KEY MEASURES OF PERFORMANCE Actual FY 2003 Adopted FY 2004 2,508 2,491 Bill utility service accounts (water, solid waste, and sewer). • Number of bills issued annually (000s) 2,795 Initiate or discontinue water service at customers’ request. • Number of service turn-ons/turn-offs Conduct water use audits at customers’ request. • Number of audits Key Outputs Read water meters for billing purposes. • Number of water meters read annually (000s) Key Outcomes Provide timely responses to approximately 260,000 customer telephone calls regarding utility accounts (water, solid waste, sewer). • 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 2004 Adopted FY 2005 Approved FY 2006 2,571 2,635 2,701 3,019 2,887 2,959 3,033 42,438 42,256 43,500 44,590 45,700 1,624 1,700 1,700 1,725 1,750 17 15 20 20 20 5 2 4 3 3 RESOURCE SUMMARY Position Resources* Financial Resources Water Revenue and Operations Fund 99.00 99.00 106.00 107.00 107.00 $ 5,334,107 $ 5,383,090 $ 5,538,370 $ 5,912,190 $ 6,314,260 *The Billing Office, Westside Metering, and Eastside Metering were transferred from Business Services to Customer Services as part of a reorganization. 222 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 Adopted FY 2005 Approved FY 2006 24,336 24,752 25,168 225 8,500 234 6,500 238 7,000 242 7,500 435 2,000 400 400 400 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 130 18 500 18 150 15 400 18 520 17 Conduct bluestake investigations for customers planning to dig anywhere on their property to meet Arizona Damage Prevention Law and Arizona Corporation Commission (ACC) Rules • Number of bluestake investigations 68,300 75,000 69,300 69,800 70,300 98% 98% 98% 98% 98% 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 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 Actual FY 2003 Adopted FY 2004 23,400 36,000 225 5,593 223 Estimated FY 2004 TUCSON WATER Water Operations and Maintenance (Continued) KEY MEASURES OF PERFORMANCE 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 2003 Adopted FY 2004 99% 98% 96% 95% Estimated FY 2004 Adopted FY 2005 Approved FY 2006 98% 98% 98% 97% 97% 97% RESOURCE SUMMARY Position Resources Financial Resources Water Revenue and Operations Fund 222.50 222.50 188.50 203.00 197.00 $ 29,317,301 $ 31,828,510 $ 27,606,190 $ 32,347,280 $ 32,787,830 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 production wells drilled • Number of new monitor wells drilled • Number of new piezometer wells drilled • Number of water system analyses to enhance the water system 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 potable transmission mains designed 5 9 18 3 -0-0- 3 -0-0- 5 2 2 3 7 7 150 150 150 150 150 40 42 42 45 45 12.25 5.00 8.00 10.00 10.00 224 TUCSON WATER Planning and Engineering (Continued) KEY MEASURES OF PERFORMANCE • Miles of potable distribution mains designed • Miles of reclaimed transmission mains designed • Miles of reclaimed distribution mains designed • Miles of reclaimed transmission and distribution mains installed • Miles of reclaimed distribution mains installed • 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 com-pliance inspections 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 potable transmission water mains installed Actual FY 2003 Adopted FY 2004 11.50 3.00 6.0 Adopted FY 2005 Approved FY 2006 18.25 10.00 10.00 7.0 6.0 3.0 8.0 5.0 -0- 3.0 3.0 3.0 1.5 -0- 6.0 6.0 3.0 0.50 -0- 6.50 2.0 3.0 8,421 6,000 7,000 7,250 7,300 17,450 15,700 18,148 18,874 19,629 3,463 6,700 3,636 7,272 7,709 4 10 4 12 6 12 4 12 4 12 4 4 3 3 3 2.1 4.0 11.5 6.0 8.0 225 Estimated FY 2004 TUCSON WATER Planning and Engineering (Continued) KEY MEASURES OF PERFORMANCE Actual FY 2003 Adopted FY 2004 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 30,250 31,500 100% 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 15 working 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 Increase use of reclaimed water as a percentage of total water consumption Estimated FY 2004 Adopted FY 2005 Approved FY 2006 30,500 29,500* 29,250* 100% 100% 100% 100% 120 600 120 150 100 80% 85% 80% 60% 90% 90% 90% 90% 90% 90% 85% 90% 85% 90% 90% 75% 85% 75% 75% 75% 8.9% 6.0% 8.0% 8.0% 8.0% *Anticipated to be lower due to the effect of Geographical Information System (GIS) users being able to access information electronically. This should reduce the number of requests made to the department. RESOURCE SUMMARY Position Resources Financial Resources Water Revenue and Operations Fund 147.00 147.00 147.00 147.00 147.00 $ 6,233,573 $ 6,247,780 $ 5,816,130 $ 6,780,920 $ 7,184,890 226 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 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 Actual FY 2003 Adopted FY 2004 1,437 2,100 8,520 3,650 Adopted FY 2005 Approved FY 2006 2,000 1,500 1,500 13,000 5,600 10,000 4,300 9,000 3,880 9,000 3,850 13,400 14,250 15,100 16,600 17,400 260 88 270 150 270 90 312 92 343 95 3,300 5,200 5,900 3,307 3,296 100% 100% 100% 100% 100% 100% 99% 100% 100% 100% 100% 100% 100% 100% 100% 227 Estimated FY 2004 TUCSON WATER Water Quality Management (Continued) KEY MEASURES OF PERFORMANCE Adopted FY 2005 Approved FY 2006 1% 1% 1% 90% 95% 95% 95% 98% 90% 95% 95% 95% 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 100% 90% 90% 90% 90% Ensure Treatment Plant operations meet all water quality standards. • Percent of standards met 100% 100% 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% 100% 100% 100% 100% 7.5% 7.5% 7.5% 7.5% 7.5% • 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 Operate the TARP facility to produce 7.5% of the potable water supply for Tucson Water customers. Actual FY 2003 Adopted FY 2004 1% 2% 98% Estimated FY 2004 RESOURCE SUMMARY Position Resources Financial Resources Water Revenue and Operations Fund 59.00 59.00 38.00 62.50 62.50 $ 7,249,475 $ 8,893,540 $ 6,895,900 $ 10,096,690 $ 9,775,070 228 TUCSON WATER 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 20 years. Reclaimed water is distributed through an 100-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, 10 private golf courses, 27 city parks, 39 schools, and nearly 400 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 Administrative support charges from other city departments (Procurement, Environmental Services, Information Technology, Budget and Research, etc.). 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. 229 TUCSON WATER Other Budgetary Requirements (Continued) RESOURCE SUMMARY Financial Resources Water Revenue and Operations Fund Water Revenue and Operations Fund: Certificates of Participation Central Arizona Project Reserve Fund Financial Resources Total Actual FY 2003 Adopted FY 2004 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 $ 44,348,222 -0- $ 48,331,290 -0- $ 48,345,860 -0- $ 47,504,180 1,300,000 $ 50,460,500 1,180,000 1,272,167 1,488,000 1,488,000 1,488,000 1,488,000 $ 45,620,389 $ 49,819,290 $ 49,833,860 $ 50,292,180 $ 53,128,500 230 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 CAP Reserve Fund Revenues Connection Fees Plan Review/Inspection Fees Sales and Utility Tax Operating Fund Interest Earnings Miscellaneous Revenue Billing Services Water System Equity Fees Tucson Airport Remediation Project Reimbursement Area Development Fees $ 101,982,000 6,152,000 1,488,000 3,200,000 1,200,000 10,280,000 1,044,000 1,764,000 1,877,000 6,933,000 933,000 939,000 Total Revenues for Operations and Debt Service $ 137,792,000 OTHER SOURCES Use of Metropolitan Water Company Reserve Account Capital Grants Miscellaneous Operating Grants CAP Reserve Fund Interest Miscellaneous Non-revenue Sources (certificates of participation) $ 414,000 500,000 150,000 11,000 1,300,000 Total Other Sources $ 2,375,000 Total Budgeted Revenues and Other Sources $ 140,167,000 OPERATIONS AND MAINTENANCE EXPENSE Director’s Office (excluding grants) Business Services Customer Services Water Operations (excluding CAP water purchases and power ) Water Quality Management (excluding power) Planning and Engineering CAP Water (capital and commodity charges) Power Sales and Utility Taxes General Expense Capitalized Operations and Maintenance Expense Total Operations and Maintenance Expense $ 4,975,180 4,046,840 5,912,190 16,175,540 8,747,010 6,780,920 8,687,540 12,983,920 10,280,000 2,011,090 (5,000,000) $ 75,600,230 231 TUCSON WATER WATER DEPARTMENT FLOW OF FUNDS PER ORDINANCE NO. 6347 AMOUNT DEBT SERVICE ON WATER REVENUE BONDS Interest Principal Fiscal Fees $ 17,245,000 11,417,000 60,000 Total Debt Service on Water Revenue Bonds $ 28,722,000 OTHER USES Capital Outlay Improvements from Revenues and Grants Capitalized Operations and Maintenance Expense Improvements from Central Arizona Project Reserve Fund Capitalizable Equipment 17,717,000 5,000,000 11,000 1,950,000 Total Capital Outlay $ 24,678,000 Private Water Company Contract Payments Miscellaneous Grants Administrative Service Charge (Direct and Indirect Charges)* Bond Issuance Costs Funding of Reclaimed Loan Revolving Fund Increase to Utility Working Capital 414,000 150,000 7,765,050 188,000 200,000 2,449,720 Total Other Uses $ 11,166,770 Total Expenses, Debt Service, and Other Uses $ 140,167,000 Debt Service Coverage Total Revenues for Operations and Debt Service Less Total Operating and Maintenance Expense $ 137,792,000 (75,600,230) Net Revenues after Operations $ 62,191,770 Total Debt Service on Water Revenue Bonds (excluding fiscal fees) Debt Service Coverage $ 28,662,000 217% 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 $4,778,670 of indirect administrative charges and $2,986,380 of direct support costs from other city departments. 232 DEPARTMENT OF URBAN PLANNING AND DESIGN* OPERATING: $ 4,301,210 POSITION TOTAL: 39.50 ADMINISTRATION REGIONAL PLANNING AND RESEARCH AREA PLANNING AND URBAN DESIGN** REINVESTMENT AND CULTURAL RESOURCES** PROGRAM ALLOCATION FINANCING PLAN Reinvestment and Cultural Resources 18% Administration 26% Miscellaneous Federal Grants 3% General Fund 89% Highway User Revenue Fund 3% Area Planning and Urban Design 31% Miscellaneous Non-Federal Grants 5% Regional Planning and Research 25% TEN YEAR STAFFING TRENDS Adopted Positions 100.00 75.00 46.50 50.00 45.50 46.50 46.50 48.50 49.50 45.50 47.50 38.50 29.50 25.00 2004 2003 2002 2001 2000 1999 1998 1997 1996 1995 0.00 *The Comprehensive Planning Task Force was renamed the Department of Urban Planning and Design in March 2004. **New divisions were established based on a department reorganization in Fiscal Year 2004. 233 234 URBAN PLANNING AND DESIGN MISSION STATEMENT: To enhance the quality of life in Tucson through stewardship, community partnerships, education, communication, and innovative planning approaches to guide the city’s future. Urban Planning and Design is committed to a planning and design renaissance that makes Tucson a city recognized as a model for attractive urban development, cultural and historic preservation, and environmental integrity. The department consists of four divisions: Administration, Regional Planning and Research, Area Planning and Urban Design, and Reinvestment and Cultural Resources. The department is committed to ongoing citizen participation, education, dialogue and partnerships with all community stakeholders. The department employs innovative technologies and urban planning approaches to create a more livable city. Teamwork, open communication, and follow-up to achieve objectives characterize our work. The department is results-oriented and focused on analysisbased solutions to urban issues. The organization is proactive and adaptable and readily shifts resources to address unforeseen issues and emerging trends. The department is committed to the stewardship of Tucson’s economic, environmental and cultural resources. Through pride in, and commitment to their work, department staff is actively pursuing development of a more sustainable city for today’s residents and future generations. The department is comprised of a multidisciplinary team organized into six workgroups: • Area Planning • Urban Design and Code Development • Regional and Strategic Planning • Research and Analysis • Infill and Reinvestment • Historic and Cultural Resources Urban Planning and Design is heavily involved in implementing the City Strategic Plan and is charged with leading the Growth focus area. The Growth focus area states that the city will elevate long range, comprehensive planning to the highest level priority for the City of Tucson. The department is responsible for a variety of projects in the Strategic Plan including the cost of service/impact fee study, the Houghton Area Master Plan, corridor studies, downtown redevelopment planning, conservation and habitat planning, annexation, and urban design guidelines. Urban Planning and Design seeks to build effective relationships with citizens, other governments, and the private sector by identifying solutions to challenges within each of the city’s growth areas. Emphasis is on implementation of the General Plan approved by voters in November 2001. The department addresses planning needs of the community while engaging citizens of Tucson in dialogue on key issues. 235 URBAN PLANNING AND DESIGN SUPPORT FOR LIVABLE TUCSON GOALS Goal: Better Alternatives to Automobile Transportation Urban Planning and Design, 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 Urban Planning and Design is involved in outreach to the community regarding long range planning issues. Integral to the department’s outreach are its informative and highly used Web site (4,000 hits per month) and a comprehensive set of bilingual information brochures. Goal: Safe Neighborhoods Tucson General Plan policies emphasize the design of neighborhoods and developments to create safe neighborhoods. Through the application and development of planned growth design concepts and models, the department, in cooperation with the Tucson Police Department, supports “safe by design” principles. Goal: Infill and Reinvestment, Not Urban Sprawl The Tucson General Plan’s 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 department 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 Urban Planning and Design 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. Goal: Strong Local Business The department will provide results of research and socioeconomic information vital to the development of business plans 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. Staff will also continue to update the Web site to provide current socioeconomic information. 236 URBAN PLANNING AND DESIGN Support for Livable Tucson Goals (Continued) Goal: People-Oriented Neighborhoods The department 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 and sidewalks, will be incorporated to further enhance neighborhoods. Goal: Respected Historic and Cultural Resources The Tucson General Plan’s 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. The Historic and Cultural Resources section 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 and attractions, programs, and other activities. Goal: Successful Downtown The department provides support to the Rio Nuevo downtown revitalization project and oversees a variety of downtown improvement projects including the improvement of gateway corridors to downtown and the Tucson Origins project. The department assists property owners in obtaining funding and completing appropriate improvements to downtown historic buildings; works with nonprofit groups and developers wishing to interpret Tucson’s history; collaborates with city departments whose projects affect downtown historic resources; and works on increasing the supply of downtown housing. 237 URBAN PLANNING AND DESIGN DEPARTMENT RESOURCES Actual FY 2003 Adopted FY 2004 6.00 18.00 13.50 -0- 6.00 19.00 13.50 -0- 37.50 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 7.50 10.00 14.00 7.00 7.50 10.00 15.00 7.00 7.50 10.00 15.00 7.00 38.50 38.50 39.50 39.50 1.00 -0- -0- -0- -0- 1.00 -0- -0- -0- -0- 38.50 38.50 38.50 39.50 39.50 749,907 1,511,243 983,009 13,596 $ 1,202,610 1,505,230 1,054,400 210,000 $ 1,113,710 1,505,230 1,054,400 210,000 $ 1,089,610 1,076,790 1,346,410 788,400 $ 1,119,480 1,352,440 1,415,210 825,910 229 -0- -0- -0- -0- $ 3,257,984 $ 3,972,240 $ 3,883,340 $ 4,301,210 $ 4,713,040 $ 2,744,539 417,050 109,615 -0(13,220) $ 3,022,420 722,890 90,380 5,320 131,230 $ 2,921,420 734,990 90,380 5,320 131,230 $ 3,110,510 942,790 90,830 5,320 151,760 $ 3,389,770 1,050,320 90,870 5,320 176,760 $ 3,257,984 $ 3,972,240 $ 3,883,340 $ 4,301,210 $ 4,713,040 POSITION SUMMARY PERMANENT Administration Regional Planning and Research Area Planning and Urban Design* Reinvestment and Cultural Resources* Permanent Total NON-PERMANENT Regional Planning and Research Non-Permanent Total Department Total FINANCIAL SUMMARY Administration Regional Planning and Research Area Planning and Urban Design* Reinvestment and Cultural Resources* Zoning Administration and Compliance** Department Total $ CHARACTER OF EXPENDITURES Personal Services Services Commodities Equipment Inter-Activity Transfers Department Total *New divisions established based on department reorganization in Fiscal Year 2004. **Zoning Administration and Compliance was transferred to Development Services in Fiscal Year 2003. 238 URBAN PLANNING AND DESIGN Department Resources (Continued) Actual FY 2003 Adopted FY 2004 $ 3,135,508 6,878 108,880 6,718 $ 3,551,990 80,000 130,250 210,000 $ 3,257,984 $ 3,972,240 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 $ 3,463,090 80,000 130,250 210,000 $ 3,823,580 130,000 137,630 210,000 $ 4,276,660 80,000 146,380 210,000 $ 3,883,340 $ 4,301,210 $ 4,713,040 SOURCE OF FUNDS General Fund Miscellaneous Federal Grants Highway User Revenue Fund Miscellaneous Non-Federal Grants Department Total SIGNIFICANT CHANGES Fiscal Year 2005 The adopted operating budget for Fiscal Year 2005 of $4,301,210 reflects an increase of $328,970 from the Fiscal Year 2004 Adopted Budget. This increase expands on efforts begun in Fiscal Year 2004 in various focus areas of the City Strategic Plan. Funding has been added to ensure the recruitment and retention of employees, including merit-based raises, a 2% market-based compensation adjustment, and coverage for health insurance and pension increases. Fiscal Year 2006 The operating budget for Fiscal Year 2006 of $4,713,040 includes an increase of $411,830 from Fiscal Year 2005. Funding has been added to ensure the recruitment and retention of employees, including merit-based raises, marketbased compensation adjustments, coverage for health insurance and pension increases. 239 URBAN PLANNING AND DESIGN ADMINISTRATION MISSION STATEMENT: The Administration Division provides management direction and support to the other three divisions; oversees department operations, 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 2003 Adopted FY 2004 Key Outputs Foster citizen participation in planning processes through public meetings and hearings. • Number of meetings held 20 20 Provide training programs for staff in the areas of professional planning practices. • Number of trainings attended by staff 42 Adopted FY 2005 Approved FY 2006 20 24 24 49 49 55 55 12 12 12 12 12 9 12 12 12 12 -0- 12 12 12 12 Make presentations to the community on planning issues. • Number of presentations 16 57 57 75 75 Manage projects in the City Strategic Plan. • Number of projects 18 18 18 18 18 19% 25% 25% 25% 25% Provide staff support for various boards, committees, and commissions related to planning issues. • Number of Planning Commission meetings • Number of Mayor and Council Growth Subcommittee Meetings • Number of Landscape Advisory Committee Meetings Key Outcomes Percent of citizens rating the quality of land use, planning, and zoning in Tucson as good or excellent on the International City Manager’s Association (ICMA) Resident Survey. Estimated FY 2004 RESOURCE SUMMARY Position Resources Financial Resources General Fund 6.00 6.00 7.50 7.50 7.50 $ 749,907 $ 1,202,610 $ 1,113,710 $ 1,089,610 $ 1,119,480 240 URBAN PLANNING AND DESIGN REGIONAL PLANNING AND RESEARCH MISSION STATEMENT: The Regional Planning and Research Division conducts policy analysis, strategic planning and research in support of comprehensive city planning efforts. The division is responsible for annexation and the coordination of regional planning issues. The division maintains demographic, economic, land use and real estate information concerning urban growth and development of the Tucson region, and maintains a geographic information center in support of department and citywide programs. KEY MEASURES OF PERFORMANCE Actual FY 2003 Adopted FY 2004 Adopted FY 2005 Approved FY 2006 N/A N/A 15 15 15 Provide demographic, economic, and land use data in response to information requests. • Number of requests N/A N/A 2,210 2,210 2,210 Prepare the “Tucson Update” publication. N/A N/A 12 12 12 Produce maps, charts, and graphic displays. N/A N/A 215 215 215 Develop visual computer models (Community Viz) to assist in analyzing proposed projects and land uses. • Number of projects • Number of presentations N/A N/A N/A N/A 3 10 7 12 9 14 Key Outcomes Annex new areas into the city limits. • Size of the city (square miles) • Population of the city N/A N/A N/A N/A 226.13 522,850 227.00 532,350 228.00 543,902 N/A N/A 48,000 48,000 48,000 Key Outputs Develop reports, presentations, and communications related to planning and policy issues for the City Manager’s Office and the Mayor and Council. Provide demographic and planning information to increase citizen involvement. • Average number of contacts with Web page 241 Estimated FY 2004 URBAN PLANNING AND DESIGN Regional Planning and Research (Continued) RESOURCE SUMMARY Position Resources Financial Resources General Fund Highway User Revenue Fund Financial Resources Total Actual FY 2003 Adopted FY 2004 19.00 19.00 $ 1,402,363 108,880 $ 1,511,243 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 10.00 10.00 10.00 $ 1,374,980 130,250 $ 1,374,980 130,250 $ 1,076,790 -0- $ 1,352,440 -0- $ 1,505,230 $ 1,505,230 $ 1,076,790 $ 1,352,440 AREA PLANNING AND URBAN DESIGN MISSION STATEMENT: The Area Planning and Urban Design Division develops plans for neighborhoods and areas, and along corridors within the city. The division maintains and updates plans and reviews development applications for compliance with plan policy. The division updates the Land Use Code and is responsible for developing urban design guidelines. KEY MEASURES OF PERFORMANCE Key Outputs Conduct corridor studies to provide guidance for land use capability and to determine future capital improvement needs. • Number of studies -0- 1 1 1 1 Update neighborhood and area plans in order to respond to changing policies and developing trends. • Number of plans updated -0- 2 1 1 -0- Review rezonings, special exceptions, time extensions, change of concept and change of condition plan(s) to provide conformance to adopted plans. • Number of reviews 138 70 192 200 200 Process amendments to neighborhood and area plans in order to respond to property owner and guests. • Number of plan amendments processed 9 10 6 8 7 242 URBAN PLANNING AND DESIGN Area Planning and Urban Design (Continued) KEY MEASURES OF PERFORMANCE Actual FY 2003 Adopted FY 2004 Coordinate, facilitate, and attend community design academy classes. • Number of classes held N/A N/A Key Outcomes Conduct master planning in future growth areas in order to guide future land use decisions and promote orderly, economically sustainable development patterns. • Number of plans completed -0- Revise the land use code in order to comply with general plan policy and current community needs. • Number of code amendments 2 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 12 12 12 1 1 -0- 1 2 5 4 4 14.00 15.00 15.00 974,400 -080,000 $ 1,134,430 81,980 130,000 $ 1,248,640 86,570 80,000 $ 1,054,400 $ 1,346,410 $ 1,415,210 RESOURCE SUMMARY Position Resources Financial Resources General Fund Highway User Revenue Fund Miscellaneous Federal Grants Financial Resources Total 13.50 13.50 $ 983,009 -0-0- $ $ 983,009 $ 1,054,400 243 974,400 -080,000 $ URBAN PLANNING AND DESIGN REINVESTMENT AND CULTURAL RESOURCES MISSION STATEMENT: The Reinvestment and Cultural Resources Division promotes infill development, rehabilitation, and reuse in areas of need and/or opportunity through focused incentives, project assistance and innovative planning approaches. The division also provides information and technical assistance about Tucson’s varied and significant cultural resources; develops and administers cultural resource policies; and collaborates with community organizations, educational institutions, and other city departments to enhance the quality of life in Tucson. This is accomplished by creating collaborative relationships with the community and the public/private sectors and through a balanced and thoughtful approach to the treatment of our community’s historic and cultural resources. KEY MEASURES OF PERFORMANCE Actual FY 2003 Adopted FY 2004 Adopted FY 2005 Approved FY 2006 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. 2 2 1 1 1 Review city projects for compliance with state and federal historic preservation regulations and requirements. 279 240 300 300 300 Provide technical assistance to developers, property owners, and non-profit organizations with the rehabilitation and reuse of historic properties. • Number of groups assisted 10 5 10 5 5 Provide focused incentives and project assistance for infill and redevelopment in target areas and sites. • Number of targeted sites 2 4 2 5 8 Create collaborative relationships with the community and other public/private entities to promote innovative planning approaches for reinvestment in transitioning areas. • Number of projects 2 3 2 5 8 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 244 Estimated FY 2004 URBAN PLANNING AND DESIGN Reinvestment and Cultural Resources (Continued) KEY MEASURES OF PERFORMANCE Actual FY 2003 Adopted FY 2004 1 1 1 1 Streamline procedures and remove obstacles to reinvestment in our community. • Conduct a Land Use Code Audit 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 Undertake activities that capitalize and encourage public/private investment in opportunity areas. • Dollars invested ($000’s) Promote infill development, rehabilitation, and reuse that contribute positively to city neighborhoods and overall community goals. • Develop a Reinvestment Strategies document Estimated FY 2004 Adopted FY 2005 Approved FY 2006 1 1 1 2 2 3 2 2 2 -02 $ 750 $ 2,000 $ 2,000 $ 2,000 $ 2,000 1 1 2 2 2 7.00 7.00 7.00 -0-0-0210,000 $ 522,750 55,650 -0210,000 $ 556,100 59,810 -0210,000 $ 210,000 $ 788,400 $ 825,910 RESOURCE SUMMARY Position Resources Financial Resources General Fund Highway User Revenue Fund Miscellaneous Federal Grants Miscellaneous Non-Federal Grants Financial Resources Total -0$ -0- -0-06,878 6,718 $ $ 13,596 -0-0-0210,000 $ 210,000 245 $ URBAN PLANNING AND DESIGN ZONING ADMINISTRATION AND COMPLIANCE* RESOURCE SUMMARY Position Resources Financial Resources General Fund Actual FY 2003 Adopted FY 2004 -0- -0- $ 229 $ -0- Estimated FY 2004 Adopted FY 2005 Approved FY 2006 -0- -0- -0- $ -0- $ -0- $ -0- *Zoning Administration and Compliance was transferred to Development Services in Fiscal Year 2003. 246 ZONING EXAMINER OPERATING: POSITION TOTAL: $ 179,310 2.00 FINANCING PLAN 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 1997 1998 1999 2000 2001 2002 2003 2004 2.00 1996 3.00 2.00 1.00 1995 0.00 247 248 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 2003 Adopted FY 2004 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 PERMANENT Zoning Examiner 2.00 2.00 2.00 2.00 2.00 Total 2.00 2.00 2.00 2.00 2.00 $ 158,848 $ 167,500 $ 168,500 $ 179,310 $ 191,750 $ 158,848 $ 167,500 $ 168,500 $ 179,310 $ 191,750 Personal Services Services Commodities $ 152,566 2,684 3,598 $ 159,570 5,580 2,350 $ 160,570 5,580 2,350 $ 172,350 4,610 2,350 $ 184,400 5,000 2,350 Total $ 158,848 $ 167,500 $ 168,500 $ 179,310 $ 191,750 $ 158,848 $ 167,500 $ 168,500 $ 179,310 $ 191,750 $ 158,848 $ 167,500 $ 168,500 $ 179,310 $ 191,750 POSITION SUMMARY FINANCIAL SUMMARY Zoning Examiner Total CHARACTER OF EXPENDITURES SOURCE OF FUNDS General Fund Total 249 ZONING EXAMINER SIGNIFICANT CHANGES Fiscal Year 2005 The adopted operating budget for Fiscal Year 2005 of $179,310 reflects an increase of $11,810 from the Fiscal Year 2004 Adopted Budget. Funding has been added to ensure the recruitment and retention of employees, including merit-based raises, a 2% market-based compensation adjustment, coverage for health insurance, and pension increases. Fiscal Year 2006 The operating budget for Fiscal Year 2006 of $191,750 includes an increase of $12,440 from Fiscal Year 2005. Funding has been added to ensure the recruitment and retention of employees, including merit-based raises, market-based compensation adjustments, coverage for health insurance, and pension 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 • Number of liquor license extension of premise cases Key Outcomes Hold timely, orderly, fair, and impartial hearings, obtain citizen input for inclusion in the decision making process, and render decisions, and make recommendations that are professional, independent, and based on findings of fact. • Number of hearings Actual FY 2003 Adopted FY 2004 28 -010 44 2 20 15 Adopted FY 2005 Approved FY 2006 30 1 18 35 2 18 40 2 20 28 26 26 26 N/A N/A 20 20 20 53 94 95 101 108 250 Estimated FY 2004 INTERGOVERNMENTAL RELATIONS OPERATING: POSITION TOTAL: $ 555,260 2.00 FINANCING PLAN PROGRAM ALLOCATION Intergovernmental Relations 100% General Fund 100% TEN YEAR STAFFING TRENDS Adopted Positions 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2000 2001 2002 2003 2004 2.75 1999 2.75 2.25 1998 3.00 2.00 1.00 1997 1996 1995 0.00 251 252 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. During Fiscal Year 2004, the office also gave support to the region’s efforts to get state laws to allow for the Pima County Regional Transportation Authority and Excise Tax. Intergovernmental Relations works with the congressional delegation, the City of Tucson’s Transportation Department, Pima Association of Governments, and other Arizona associations of government’s private industry to ensure that the City of Tucson and the region will receive markedly increased federal funding in the upcoming reauthorization of the federal transportation bill, Transportation Equity Act for the Twenty-first Century (TEA-21). Infrastructure projects needed for downtown and international trade development are being pursued. Intergovernmental Relations also works with federal consultants to ensure that important transportation projects such as the Rail Road Safety and Access Initiatives 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 the congressional delegation and state legislative leaders to ensure that dollars and policies are in place to ensure downtown housing and development initiatives can prosper. Federal legislation was secured to insure that city-owned land in the downtown area could qualify for Brownfields rehabilitation dollars. 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. Intergovernmental Relations also provides information to the community regarding the state and federal legislative process. 253 INTERGOVERNMENTAL RELATIONS Support for Livable Tucson Goals (Continued) Goal: Caring, Healthy Families and Youth Intergovernmental Relations collaborates with Pima County and Arizona cities 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. The Mayor and Council have supported the Governor’s budget priorities as they relate to children, youth, and families. Intergovernmental Relations monitors and provides legislative staff assistance when needed in regard to those policies and budget issues. 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 terrorism events. Goal: People-Oriented Neighborhoods Intergovernmental Relations collaborated 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 obtain 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 continue to seek funding for the Tucson Convention Center expansion that will enhance the downtown area. A state legislative committee was created to explore convention center and tourism financing. Intergovernmental Relations was instrumental in placing the Tucson Convention Center’s Director on that committee. This year an additional $60 million of public funding and in-kind services was secured from the state legislature to support tourism industry efforts through the convention center expansion. OFFICE RESOURCES Actual FY 2003 Adopted FY 2004 Estimated FY 2004 Recommended FY 2005 FY 2006 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 POSITION SUMMARY PERMANENT Intergovernmental Relations Total 254 INTERGOVERNMENTAL RELATIONS Office Resources (Continued) Actual FY 2003 Adopted FY 2004 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 $ 538,706 $ 538,190 $ 541,940 $ 555,260 $ 567,480 $ 538,706 $ 538,190 $ 541,940 $ 555,260 $ 567,480 $ 172,279 391,444 4,983 (30,000) $ 161,210 374,650 2,330 -0- $ 164,960 374,650 2,330 -0- $ 179,000 373,930 2,330 -0- $ 191,180 373,970 2,330 -0- $ 538,706 $ 538,190 $ 541,940 $ 555,260 $ 567,480 $ 538,706 $ 538,190 $ 541,940 $ 555,260 $ 567,480 $ 538,706 $ 538,190 $ 541,940 $ 555,260 $ 567,480 FINANCIAL SUMMARY Intergovernmental Relations Total CHARACTER OF EXPENDITURES Personal Services Services Commodities Inter-Activity Transfers Total SOURCE OF FUNDS General Fund Total SIGNIFICANT CHANGES Fiscal Year 2005 The adopted operating budget for Fiscal Year 2005 of $555,260 is an increase of $17,070 from the Fiscal Year 2004 Adopted Budget. Funding has been added to ensure the recruitment and retention of employees, including merit-based raises, a 2% market-based compensation adjustment, coverage for health insurance, and pension increases. Fiscal Year 2006 The operating budget for Fiscal Year 2006 of $567,480 is an increase of $12,220 from Fiscal Year 2005. Funding has been added to ensure the recruitment and retention of employees, including merit-based raises, market-based compensation adjustments, coverage for health insurance, and pension increases. KEY MEASURES OF PERFORMANCE 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 1,860 1,800 255 1,750 1,750 1,800 INTERGOVERNMENTAL RELATIONS KEY MEASURES OF PERFORMANCE Actual FY 2003 Adopted FY 2004 24 24 16 16 32 Key Outcomes* Ensure passage of legislation beneficial to the City of Tucson and its citizens. • Percent passed Defeat legislation that Mayor and Council believe is harmful to the City of Tucson and its citizens. • Percent defeated 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 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 16 16 16 16 16 16 31 32 32 32 62% 85% 70% 70% 70% 80% 90% 80% 80% 80% *Reduced percentages result from negative impacts of state budget problems. RESOURCE SUMMARY Position Resources Financial Resources General Fund 2.00 2.00 2.00 2.00 2.00 $ 538,706 $ 538,190 $ 541,940 $ 555,260 $ 567,480 256 OFFICE OF ECONOMIC DEVELOPMENT OPERATING: POSITION TOTAL: FINANCING PLAN $ 1,796,380 15.50 PROGRAM ALLOCATION Community Development Block Grant 9% General Fund 72% Office of Economic Development 100% Miscellaneous Federal Grants 19% TEN YEAR STAFFING TRENDS Adopted Positions 20.00 16.00 18.00 23.75 18.10 14.00 15.50 15.50 2002 22.10 2001 30.00 17.50 14.50 10.00 257 2004 2003 2000 1999 1998 1997 1996 1995 0.00 258 OFFICE OF ECONOMIC DEVELOPMENT MISSION STATEMENT: To maintain and expand quality jobs, enhance skills training for local residents, and promote urban revitalization by assisting Tucson businesses. In accordance with the Tucson City Charter, the City Manager retains hiring authority for and the reporting responsibility over the Office of Economic Development (OED). OFFICE HIGHLIGHTS In Fiscal Year 2004, OED’s programs impacted 6,248 private sector jobs and resulted in $29.4 million in private sector capital investments. OED logged over 22,764 customer contracts, either by phone, mail or Web site. OED’s workforce development program facilitated over $2.0 million in state job training grant awards to local businesses. OED’s Business Learning, Investment, Networking, and Collaboration (LINC) Program recorded 75 new business to business sales contracts exceeding $3.1 million. The Tucson Pima Enterprise Zone qualified 3,345 jobs for tax credits totaling over $3 million. Commercial building permits valued at $4.6 million were issued for property in the Tucson Empowerment Zone. Bombardier’s new regional service center and Citicorp located within the Empowerment Zone during Fiscal Year 2004. OED’s industrial land Web site, Tucson’s Commercial Property Online, has 428 listings with square footage totaling 120,000,000. The site received over 23,000 hits during the year. SUPPORT FOR LIVABLE TUCSON GOALS Goal: Engaged Community and Responsive Government OED staff participates in 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’s Tucson’s Commercial Property Online Web site provides easy access to an inventory of land and buildings, encouraging utilization of available incentives. OED is working to encourage and maintain retail development within the City of Tucson. 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 federally designated Tucson Empowerment Zone program, administered locally by OED, encourages infill development by providing federal tax incentives for job creation and capital investment. OED delivers programs, project management and coordination to the Greater Tucson Economic Council (GTEC), the Arizona Department of Commerce (ADOC), and the University of Arizona Science and Technology Park for the recruitment of new companies to Tucson with a focus on downtown and infill locations. 259 OFFICE OF ECONOMIC DEVELOPMENT Support for Livable Tucson Goals (Continued) Goal: Better Paying Jobs OED delivers programs which directly assist companies in the creation of high wage employment opportunities. OED partners with regional economic development organizations to deliver the City of Tucson’s BusinessLINC program, which supports new business-to-business sales opportunities for Southern Arizona businesses. OED assisted in the development of two different industry specific training programs to train citizens for jobs that provide a career ladder for higher wages and benefits. Goal: Quality Job Training OED pursues state workforce training 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. OED assisted the Pima Community College’s Aviation Center with job training grants to support the start up of an Airframe and Powerplant Mechanics degree program. 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. The Southern Arizona Institute of Advanced Technology (SAIAT) provides free remedial math and reading programs for adults, addressing the link between literacy and poverty. OED provides funding and coaching to SAIAT. OED is also working to provide a program to deliver work ethics and job preparation training for residents and employees in the Empowerment Zone. Goal: Strong Local Business OED provides direct assistance to businesses including facility locations; access to available government business incentives; and assistance with other city departments, as well as county and state agencies Additional assistance is targeted specifically towards targeted cluster industry companies and include assessments that identify potential business improvement projects. OED also operates the BusinessLINC program, which increases revenues to local companies by linking them with new sales opportunities. 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. 260 OFFICE OF ECONOMIC DEVELOPMENT OFFICE RESOURCES Actual FY 2003 Adopted FY 2004 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 14.00 11.00 11.00 11.00 11.00 14.00 11.00 11.00 11.00 11.00 3.50 3.50 4.50 4.50 4.50 3.50 3.50 4.50 4.50 4.50 17.50 14.50 15.50 15.50 15.50 $ 1,730,908 $ 1,748,100 $ 1,687,270 $ 1,796,380 $ 1,850,470 $ 1,730,908 $ 1,748,100 $ 1,687,270 $ 1,796,380 $ 1,850,470 $ 1,067,284 604,051 56,236 3,337 -0- $ 926,840 584,850 16,910 -0219,500 $ 922,840 528,020 16,910 -0219,500 $ 1,201,830 538,050 16,910 -039,590 $ 1,261,330 534,820 16,910 -037,410 $ 1,730,908 $ 1,748,100 $ 1,687,270 $ 1,796,380 $ 1,850,470 $ 1,303,045 3,565 $ 1,081,050 125,000 $ 1,020,220 125,000 $ 1,286,430 167,900 $ 1,335,550 172,870 358,749 65,549 542,050 -0- 542,050 -0- 342,050 -0- 342,050 -0- $ 1,730,908 $ 1,748,100 $ 1,687,270 $ 1,796,380 $ 1,850,470 POSITION SUMMARY PERMANENT Economic Development Permanent Total NON-PERMANENT Economic Development Non-Permanent Total Total FINANCIAL SUMMARY Economic Development Total CHARACTER OF EXPENDITURES Personal Services Services Commodities Equipment Inter-Activity Transfers Total SOURCE OF FUNDS General Fund Community Development Block Grant Fund Miscellaneous Federal Grants Miscellaneous Non-Federal Grants Total 261 OFFICE OF ECONOMIC DEVELOPMENT SIGNIFICANT CHANGES Fiscal Year 2005 The adopted operating budget for Fiscal Year 2005 of $1,796,380 reflects an increase of $48,280 from the Fiscal Year 2004 Adopted Budget. An addition of $200,000 for BusinessLINC (Learning, Investment, Networking and Collaboration) is offset by a reduction in federal grant capacity. Funding has been added to ensure the recruitment and retention of employees, including merit-based raises, a 2% market-based compensation adjustment, coverage for health insurance, and pension increases. Fiscal Year 2006 The operating budget for Fiscal Year 2006 of $1,850,470 includes an increase of $54,090 from Fiscal Year 2005. Funding has been added to ensure the recruitment and retention of employees, including merit-based raises, marketbased compensation adjustments, coverage for health insurance, and pension increases. KEY MEASURES OF PERFORMANCE Key Outputs Assist businesses from targeted industries with retention, expansion, and location within the City of Tucson. • Number of businesses assisted 1,086 225 1,000 1,000 1,000 Respond to general business inquiries from the Business Hotline, e-mails, walkins, mail, etc. • Number of responses 3,473 3,000 3,200 3,200 3,200 Key Outcomes Assist businesses in creating and retaining quality jobs for city residents. • Number of jobs impacted 11,367 1,300 6,000 5,000 5,000 Assist companies in receiving training grants, tax credits, and/or increased sales. • Dollar amount of cost savings ($000s) $ 64,709 $ 6,500 $ 18,000 $ 25,000 $ 25,000 262 TUCSON CONVENTION CENTER OPERATING: CAPITAL: TOTAL: $ 10,279,730 1,028,000 $ 11,307,730 POSITION TOTAL: 61.75 ADMINISTRATION EVENT DEVELOPMENT EVENT SERVICES FINANCING PLAN Convention Center Fund: Revenues 27% PROGRAM ALLOCATION Convention Center Fund: Restricted Fees 7% 2000 General Obligation Bond Funds Interest 9% Capital Improvements 9% Event Services 38% Event Development 3% Convention Center Fund: General Fund Contribution 57% Administration 50% TEN YEAR STAFFING TRENDS Adopted Positions 70.00 58.00 58.00 1997 60.00 1996 62.00 61.00 61.00 63.50 63.00 60.00 56.25 55.00 50.00 263 2004 2003 2002 2001 2000 1999 1998 1995 40.00 264 TUCSON CONVENTION CENTER MISSION STATEMENT: To create an economic catalyst for our downtown and community through the attraction of convention visitors and community members to our downtown; to provide quality event space and services for our community organizations; entertainment, performing arts, and exhibitions for our community members to attend; and quality management of the City of Tucson’s public assembly facilities. OVERVIEW The Tucson Convention Center is a multi-purpose complex on a 27-acre campus in downtown Tucson that hosts the largest conventions and trade shows, and the finest entertainment in the city. The Tucson Convention Center offers a total of 205,000 square feet of meeting space in eight 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, Tucson Convention Center facilities play a vital role in the redevelopment of the downtown area. DEPARTMENT HIGHLIGHTS The Tucson Convention Center hosts conventions and meetings that provide major economic impacts to our city. The Waste Management Symposium, American Gem Trade Association, Mariachi Festival, and the Tucson Gem and Mineral Society are examples of our successful conferences. Public events for our community include major touring concerts and family shows such as Walt Disney on Ice and the Ringling Brothers Barnum and Bailey Circus. Tucson Convention Center facilities are home to the Tucson Symphony Orchestra, Arizona Opera, Broadway In Tucson, Friends of Chamber Music, and Southern Arizona Home Builders Association Home Shows, and are a gathering and meeting place for many of our local residents. This past year three of the Tucson Convention Center’s long standing clients celebrated significant birthdays. The Arizona Icecats had their twenty-fifth winning season. The Tucson Gem and Mineral show is still rocking after fifty years. The Tucson Symphony Orchestra, one of the cornerstones of performing arts in Arizona, celebrated 75 years of truly great music. Last year, as the inaugural Rio Nuevo project, a new state of the art ticket office was added to the Tucson Convention Center. Besides providing a better and more up-to-date location for ticket sales, this facility creates an attractive front door for the Arena. 265 TUCSON CONVENTION CENTER SUPPORT FOR LIVABLE TUCSON GOALS Goal: Respected Historic and Cultural Resources The Tucson Convention Center provides quality event space and services for our community organizations. In this way our facilities embrace the diverse cultures of Tucson. Goal: Strong Local Businesses The Tucson Convention Center acts as an economic catalyst for our downtown and community through the attraction of convention visitors and community members to the downtown. Goal: Successful Downtown The Tucson Convention Center acts as an economic catalyst for our downtown and community through the attraction of convention visitors and community members to the downtown. DEPARTMENT RESOURCES Actual FY 2003 Adopted FY 2004 11.50 2.00 29.50 11.50 2.00 29.50 Permanent Total 43.00 NON-PERMANENT Administration Event Services Estimated FY 2004 Adopted FY 2005 Approved FY 2006 11.50 2.00 27.50 11.50 2.00 29.25 11.50 2.00 29.25 43.00 41.00 42.75 42.75 8.25 5.00 8.25 5.00 8.25 7.00 9.00 10.00 9.00 10.00 Non-Permanent Total 13.25 13.25 15.25 19.00 19.00 Department Total 56.25 56.25 56.25 61.75 61.75 POSITION SUMMARY PERMANENT Administration Event Development Event Services 266 TUCSON CONVENTION CENTER Department Resources (Continued) Actual FY 2003 Adopted FY 2004 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 $ 1,470,970 235,228 9,076,499 $ 1,908,430 293,370 8,678,310 $ 1,542,430 297,370 8,685,310 $ 5,608,980 331,710 4,339,040 $ 5,705,950 304,320 4,520,350 10,782,697 33,699 10,880,110 -0- 10,525,110 -0- 10,279,730 1,028,000 10,530,620 -0- $ 10,816,396 $ 10,880,110 $ 10,525,110 $ 11,307,730 $ 10,530,620 $ 2,732,503 7,467,081 547,266 35,847 $ 2,757,920 7,220,690 251,500 650,000 $ 2,822,920 7,133,690 268,500 300,000 $ 2,967,500 6,424,650 237,580 650,000 $ 3,222,240 6,401,560 256,820 650,000 10,782,697 33,699 10,880,110 -0- 10,525,110 -0- 10,279,730 1,028,000 10,530,620 -0- $ 10,816,396 $ 10,880,110 $ 10,525,110 $ 11,307,730 $ 10,530,620 $ 8,096,230 $ 7,127,040 $ 7,352,110 $ 6,459,730 $ 6,710,620 2,373,407 313,060 3,003,070 750,000 2,773,000 400,000 3,070,000 750,000 3,070,000 750,000 $ 10,782,697 $ 10,880,110 $ 10,525,110 $ 10,279,730 $ 10,530,620 $ $ $ $ FINANCIAL SUMMARY Administration Event Development Event Services Operating Total Capital Improvements Department Total CHARACTER OF EXPENDITURES Personal Services Services Commodities Equipment Operating Total Capital Improvements Department Total SOURCE OF FUNDS OPERATING FUNDS Convention Center Fund: General Fund Contribution Convention Center Fund: Revenues Convention Center Fund: Restricted Fees Operating Funds Total CAPITAL FUNDS Convention Center Fund: General Fund Contribution 2000 General Obligation Bond Funds Interest $ 33,699 -0- Capital Funds Total $ 33,699 Department Total $ 10,816,396 -0-0- $ -0- $ 10,880,110 267 -0- -0- -0- -0- 1,028,000 -0- $ 1,028,000 $ $ 10,525,110 $ 11,307,730 $ 10,530,620 $ -0-0- TUCSON CONVENTION CENTER SIGNIFICANT CHANGES Fiscal Year 2005 The adopted operating budget for Fiscal Year 2005 of $10,279,730 reflects a decrease of $600,380 from the Fiscal Year 2004 Adopted Budget. This decrease is due to a reduction in rent payments of $1,204,980 to coincide with the Rio Nuevo Multipurpose District bond debt service schedule. Funding has been added to ensure the recruitment and retention of employees, including merit-based raises, a 2% market-based compensation adjustment, coverage for health insurance and pension increases. Other significant changes are as follows: ♦ A change in the formula for allocating maintenance and related facility costs will result in a $335,980 transfer from the General Services Department. ♦ Maintenance and other support for public events will be improved with the addition of $272,470 and 5.50 positions, offset by anticipated revenue growth. The Fiscal Year 2005 Capital Budget includes additional funding of $1,028,000 from city bond funds interest for the replacement of the fire alarm system. Fiscal Year 2006 The operating budget for Fiscal Year 2006 of $10,530,620 is an increase of $250,890 from Fiscal Year 2005. Funding has been added to ensure the recruitment and retention of employees, including merit-based raises, market-based compensation adjustments, coverage for health insurance and pension increases. There is no capital budget for Fiscal Year 2006. KEY MEASURES OF PERFORMANCE Actual FY 2003 Adopted FY 2004 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 248 N/A 237 245 250 240 N/A 244 250 260 417,900 N/A 420,553 441,580 463,660 405,000 N/A 565,750 800,000 1,000,000 Community Event Space The Tucson Convention Center provides quality space and event services for our community organizations. Maintain strong community use of the Music Hall, Leo Rich Theatre, meeting space, Arena, and exhibition space. • Days used by non-profit organizations in the Music Hall • Days used by non-profit organizations in the Leo Rich Theatre • Square footage used by non-profit organizations in the meeting rooms • Square footage used by non-profit organizations in the Ballroom 268 TUCSON CONVENTION CENTER KEY MEASURES OF PERFORMANCE Actual FY 2003 • Square footage used by non-profit organizations in the exhibition space (000) • Days used by non-profit organizations in the Arena Adopted FY 2004 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 3,227 N/A 2,934 3,389 3,558 30 N/A 39 38 38 771,465 N/A 777,500 852,500 877,500 41,699 $ 151,784 N/A N/A 42,234 $ 153,732 46,468 $ 169,144 49,000 $ 178,360 $ 260,273 N/A $ 270,000 $ 320,000 $ 350,000 $ 62,909 N/A $ 64,130 $ 66,400 $ 70,000 42% N/A 51% 53% 51% Entertaining our Community Members Provide entertainment, performing arts, and exhibitions for our community members to attend. Provide opportunities for our community members to enjoy the Tucson Convention Center facilities. • Number of attendees at events that are open to the public Economic Catalyst Create an economic catalyst for our downtown and community through the attraction of convention visitors and community members to our downtown. The facilities serve to improve economy of the downtown and general community. • Number of hotel room nights generated • Amount of Transient Occupancy Tax generated • Sales tax collected at the Tucson Convention Center • Economic impact generated by Tucson Convention Center events ($000s) Quality Management Provide quality management for the City of Tucson’s public assembly facilities. Minimize expenses and maximize revenues. • Percent of operational expenses covered by revenues. 269 TUCSON CONVENTION CENTER ADMINISTRATION RESOURCE SUMMARY Position Resources Financial Resources Convention Center Fund: General Fund Contribution Convention Center Fund: Restricted Fees Financial Resources Total Actual FY 2003 Adopted FY 2004 19.75 19.75 $ 1,157,910 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 19.75 20.50 20.50 $ 1,158,430 $ 1,142,430 $ 4,858,980 $ 4,955,950 313,060 750,000 400,000 750,000 750,000 $ 1,470,970 $ 1,908,430 $ 1,542,430 $ 5,608,980 $ 5,705,950 EVENT DEVELOPMENT RESOURCE SUMMARY Position Resources Financial Resources Convention Center Fund: General Fund Contribution Financial Resources Total 2.00 2.00 2.00 2.00 2.00 $ 235,228 $ 293,370 $ 297,370 $ 331,710 $ 304,320 $ 235,228 $ 293,370 $ 297,370 $ 331,710 $ 304,320 EVENT SERVICES RESOURCE SUMMARY Position Resources Financial Resources Convention Center Fund: General Fund Contribution Convention Center Fund: Revenues Financial Resources Total 34.50 34.50 34.50 39.25 39.25 $ 6,703,092 $ 5,675,240 $ 5,912,310 $ 1,269,040 $ 1,450,350 2,373,407 3,003,070 2,773,000 3,070,000 3,070,000 $ 9,076,499 $ 8,678,310 $ 8,685,310 $ 4,339,040 $ 4,520,350 270 TUCSON-MEXICO TRADE OFFICE OPERATING: POSITION TOTAL: FINANCING PLAN General Fund: Restricted 23% $ 1,399,160 14.00 PROGRAM ALLOCATION Federal Highway Administration Grants 19% General Fund 38% Tucson-Mexico Trade Office 100% Miscellaneous Non-Federal Grants 20% 5.00 5.00 6.00 6.00 2004 5.00 2003 6.00 2002 The Tucson-Mexico Trade Office was established in Fiscal Year 2000 with a transfer of staffing from the Office of Economic Development. 2001 9.00 2000 TEN YEAR STAFFING TRENDS Adopted Positions 3.00 1999 1998 1997 1996 1995 0.00 271 272 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 a Port of Entry and Commerce 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. 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 Export Development 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 The Tucson-Mexico Trade Office is working on the development of downtown Tucson through its Tucson-Mexico Passenger Train Project. This effort would make Tucson the only city in the United States operating a passenger train service into Mexico from its downtown train depot. 273 TUCSON-MEXICO TRADE OFFICE OFFICE RESOURCES Actual FY 2003 Adopted FY 2004 PERMANENT Tucson-Mexico Trade Office 6.00 6.00 Permanent Total 6.00 NON-PERMANENT Tucson-Mexico Trade Office Estimated FY 2004 Adopted FY 2005 Approved FY 2006 6.00 6.00 6.00 6.00 6.00 6.00 6.00 -0- -0- 1.00 8.00 8.00 -0- -0- 1.00 8.00 8.00 6.00 6.00 7.00 14.00 14.00 $ 582,673 $ 485,630 $ 705,660 $ 1,399,160 $ 1,433,020 $ 582,673 $ 485,630 $ 705,660 $ 1,399,160 $ 1,433,020 $ 393,483 181,928 7,262 -0- $ 430,100 50,230 5,300 -0- $ 442,250 250,610 12,800 -0- $ $ $ 582,673 $ 485,630 $ 705,660 $ 1,399,160 $ 582,673 -0-0- $ 485,630 -0-0- $ 489,630 18,000 198,030 $ -0- -0- -0- 284,280 286,170 $ 582,673 $ 485,630 $ 705,660 $ 1,399,160 $ 1,433,020 POSITION SUMMARY Non-Permanent Total Total FINANCIAL SUMMARY Tucson-Mexico Trade Office Total CHARACTER OF EXPENDITURES Personal Services Services Commodities Inter-Activity Transfers Total 892,060 276,400 30,700 200,000 925,430 276,890 30,700 200,000 $ 1,433,020 SOURCE OF FUNDS General Fund General Fund: Restricted Federal Highway Administration Grants Miscellaneous Non-Federal Grants Total 274 526,300 317,980 270,600 $ 553,770 319,730 273,350 TUCSON-MEXICO TRADE OFFICE SIGNIFICANT CHANGES Fiscal Year 2005 The adopted operating budget for Fiscal Year 2005 of $1,399,160 reflects an increase of $913,530 from the Fiscal Year 2004 Adopted Budget. Federal and state grants, in addition to marketing revenues, account for $872,860 of the total increase and will fund seven positions focused on increased marketing of Tucson as a destination for Mexican businesses and visitors. Funding has been added to ensure the recruitment and retention of employees, including merit-based raises, a 2% market-based compensation adjustment, coverage for health insurance, and pension increases. Fiscal Year 2006 The operating budget for Fiscal Year 2006 of $1,433,020 includes an increase of $33,860 from Fiscal Year 2005. Funding has been added to ensure the recruitment and retention of employees, including merit-based raises, market-based compensation adjustments, coverage for health insurance, and pension increases. 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 businesses assisted • Businesses in Mexico contacted • Trips to Mexico with Tucson companies • Tucson businesses participating in trips Actual FY 2003 Adopted FY 2004 13 139 8 100 41 17 16 4 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 8 100 9 120 9 130 18 18 15 4 28 20 22 4 30 25 25 4 40 25 25 4 27 10 18 20 25 19 16 16 18 25 50 32 8 80 80 30 93 68 20 125 80 20 150 100 22 13 30 96 120 130 *The Industrial Supplier Program is being re-structured; in its place is the Export Development Program. 275 TUCSON-MEXICO TRADE OFFICE KEY MEASURES OF PERFORMANCE 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 target the Mexican market • Signed agreements of cooperation between Tucson and cities in Mexico • Individual Business Assistance Requests processed Actual FY 2003 Adopted FY 2004 160 10 -075 276 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 175 175 175 2 1 -0- -0- 120 50 60 75 BUDGET AND RESEARCH OPERATING: POSITION TOTAL: $ 2,064,920 22.55 ADMINISTRATION BUDGET MANAGEMENT PROGRAM ALLOCATION FINANCING PLAN Budget Management 69% Administration 31% General Fund 100% TEN YEAR STAFFING TRENDS Adopted Positions 35.00 30.00 28.00 28.00 27.00 26.00 26.00 26.00 26.00 24.00 25.00 24.00 22.55 277 2004 2003 2002 2001 2000 1999 1998 1997 1996 1995 20.00 278 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, 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 Administration and Budget Management Divisions. DEPARTMENT HIGHLIGHTS The department implemented new budget system enhancements, which simplified the budget preparation, management, and monitoring processes, and improves the availability and timeliness of budget information for the city. This system allows 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 18 years. According to the Government Finance Officer’s Association, no jurisdiction in Arizona received the award for more than 18 years. SUPPORT FOR LIVABLE TUCSON GOALS Goal: Engaged Community and Responsive Government The Budget and Research Department provides staff support to the Citizens’ Bond Oversight Committee, which provides 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. 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. 279 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 improve the process and 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 2003 Adopted FY 2004 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 7.00 16.00 1.00 7.55 15.00 -0- 7.55 15.00 -0- 7.55 15.00 -0- 7.55 15.00 -0- 24.00 22.55 22.55 22.55 22.55 POSITION SUMMARY PERMANENT Administration Budget Management Performance Systems* Department Total FINANCIAL SUMMARY Administration Budget Management Performance Systems Department Total 634,500 1,430,420 -0- $ 669,790 1,445,960 -0- $ 530,158 1,313,390 128,871 $ 554,910 1,468,980 -0- $ 558,970 1,294,920 -0- $ $ 1,972,419 $ 2,023,890 $ 1,853,890 $ 2,064,920 $ 2,115,750 $ 1,795,375 57,656 57,245 62,143 $ 1,756,860 172,370 94,660 -0- $ 1,639,840 109,390 104,660 -0- $ 1,798,710 171,550 94,660 -0- $ 1,920,690 102,400 92,660 -0- $ 1,972,419 $ 2,023,890 $ 1,853,890 $ 2,064,920 $ 2,115,750 $ 1,972,419 $ 2,023,890 $ 1,853,890 $ 2,064,920 $ 2,115,750 $ 1,972,419 $ 2,023,890 $ 1,853,890 $ 2,064,920 $ 2,115,750 CHARACTER OF EXPENDITURES Personal Services Services Commodities Equipment Department Total SOURCE OF FUNDS General Fund Department Total *This division was eliminated as part of the Fiscal Year 2004 Budget Reduction Process. Note: The Fiscal Year 2004 Adopted Budget column has been corrected to reflect a .55 position funded in Fiscal Year 2004, but not reflected in the budget. 280 BUDGET AND RESEARCH SIGNIFICANT CHANGES Fiscal Year 2005 The adopted operating budget for Fiscal Year 2005 of $2,064,920 reflects an increase of $41,030 from the Fiscal Year 2004 Adopted Budget. Funding has been added to ensure the recruitment and retention of employees, including merit-based raises, a 2% market-based compensation adjustment, coverage for health insurance, and pension increases. Other significant changes are as follows: ♦ Completion of projects and acquisitions begun in Fiscal Year 2004 will be funded through a $70,000 carryforward. ♦ A change in the formula for allocating maintenance and related facility costs will result in a $59,070 transfer from the General Services Department. ♦ During Fiscal Year 2004, the installation of the new budget management and reporting system was completed, as was the position control sub-system, resulting in a reduction in Fiscal Year 2005 of $52,500. Fiscal Year 2006 The operating budget for Fiscal Year 2006 of $2,115,750 includes an increase of $50,830 from Fiscal Year 2005. Funding has been added to ensure the recruitment and retention of employees, including merit-based raises, marketbased compensation adjustments, coverage for health insurance, and pension increases. 281 BUDGET AND RESEARCH ADMINISTRATION MISSION STATEMENT: Administration provides administrative and clerical support to Budget Management 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 Mayor and Council subcommittees and those citizen committees advising the governing body. • Citizens’ Bond Project Oversight Committee meetings • Mayor and Council Civic Events Subcommittee* ◊ Number of subcommittee meetings Key Outcomes Produce and distribute the City of Tucson’s major budget documents: Recommended and Adopted Biennial Operating Budgets, Proposed and Approved Five-Year Capital Improvement Programs, the Outside Agencies Recommended Budget, and Budget in Brief. Actual FY 2003 Adopted FY 2004 9 5 14 100% Estimated FY 2004 Adopted FY 2005 Approved FY 2006 9 9 9 20 6 2 2 100% 100% 100% 100% *Mayor and Council changed the Civic Event process to fund City Co-Sponsored Events in Fiscal Year 2005. RESOURCE SUMMARY Position Resources Financial Resources General Fund 7.00 7.55 7.55 7.55 7.55 $ 530,158 $ 554,910 $ 558,970 $ 634,500 $ 669,790 282 BUDGET AND RESEARCH BUDGET MANAGEMENT MISSION STATEMENT: Budget Management develops and implements 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 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 for 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 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 Conduct program evaluation and other management studies, surveys, and cost studies. • Number of program evaluations • Number of other studies Key Outcomes Develop Recommended and Adopted Biennial Operating Budgets, Proposed and Approved Five-Year Capital Improvement Programs, and the Outside Agencies Recommended Budget for Mayor and Council review and approval. • Number of budget documents developed for Mayor and Council Ensure that expenditures do not exceed available revenues and authorized amounts. Actual FY 2003 Adopted FY 2004 39 3 39 3 39 Adopted FY 2005 Approved FY 2006 32 3 32 3 32 3 39 32 32 32 14 13 14 14 14 32 32 32 29 29 23 35 21 23 23 12 20 21 20 20 12 10 5 15 7 14 6 14 6 14 5 9 9 5 9 100% 100% 100% 100% 100% 283 Estimated FY 2004 BUDGET AND RESEARCH Budget Management (Continued) RESOURCE SUMMARY Position Resources Financial Resources General Fund Actual FY 2003 Adopted FY 2004 16.00 15.00 $ 1,313,390 $ 1,468,980 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 15.00 15.00 15.00 $ 1,294,920 $ 1,430,420 $ 1,445,960 PERFORMANCE SYSTEMS* RESOURCE SUMMARY Position Resources Financial Resources General Fund 1.00 -0- -0- -0- -0- $ 128,871 $ -0- $ -0- $ -0- $ -0- *This division was eliminated as part of the Fiscal Year 2004 Budget Reduction Process. 284 FINANCE OPERATING: POSITION TOTAL: $ 9,130,520 149.00 DIRECTOR’S OFFICE ACCOUNTING REVENUE TREASURY/PENSION RISK MANAGEMENT PROGRAM ALLOCATION FINANCING PLAN Director's Office 19% General Fund 98% Accounting 21% Risk Management* 0% Certificates of Participation 2% Treasury/ Pension 19% Revenue 41% *See Appendix B for Risk Management details. 150.25 151.25 145.00 146.00 2004 146.00 2003 133.00 138.00 143.00 2002 134.00 139.00 1998 150.00 1997 175.00 2001 TEN YEAR STAFFING TRENDS Adopted Positions 125.00 285 2000 1999 1996 1995 100.00 286 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, Accounting, Treasury/Pension, Revenue, and Risk Management. The Tucson Supplemental Retirement System (TSRS) Fund and Deferred Compensation Fund are part of the Treasury 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 $29,840,000 in General Obligation Bonds and $5,000,000 in Street and Highway Revenue Bonds during Fiscal Year 2003, providing required funding for the capital improvement program. For the 20th 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. 287 FINANCE DEPARTMENT RESOURCES Actual FY 2003 Adopted FY 2004 11.00 3.00 35.00 27.00 57.00 12.00 11.00 3.00 35.00 29.00 57.00 11.00 Permanent Total 145.00 NON-PERMANENT Revenue Estimated FY 2004 Adopted FY 2005 Approved FY 2006 15.00 -036.00 30.00 57.00 11.00 15.00 -036.00 30.00 57.00 11.00 15.00 -036.00 30.00 57.00 11.00 146.00 149.00 149.00 149.00 1.25 -0- -0- -0- -0- 1.25 -0- -0- -0- -0- 146.25 146.00 149.00 149.00 149.00 935,280 259,510 1,805,190 1,447,080 3,490,570 -0- $ 1,471,760 -01,762,970 1,537,690 3,110,090 -0- $ 1,707,510 -01,960,250 1,749,070 3,713,690 -0- $ 1,592,030 -02,070,360 1,835,690 5,412,560 -0- $ 7,371,390 $ 7,937,630 $ 7,882,510 $ 9,130,520 $ 10,910,640 $ 6,660,019 792,745 333,754 134,668 -0(549,796) $ 8,028,040 $ 7,745,050 10,390,220 10,446,620 464,960 453,160 158,000 158,000 -0251,060 (11,103,590) (11,171,380) $ 7,786,390 $ 8,329,720 10,946,290 10,751,550 470,760 470,800 408,000 1,908,000 -0-0(10,480,920) (10,549,430) $ 7,371,390 $ 7,937,630 $ 9,130,520 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 $ 926,113 256,508 1,691,046 1,134,400 3,363,323 -0- $ CHARACTER OF EXPENDITURES Personal Services Services Commodities Equipment Other Inter-Activity Transfers Department Total $ 7,882,510 $ 10,910,640 *A departmental reorganization moved organizations within the Audit Division to the Director’s Office and the Revenue Division during Fiscal Year 2004. **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 inter-activity transfers using rates based on loss experience. See Appendix B for budget details. 288 FINANCE Department Resources (Continued) Actual FY 2003 Adopted FY 2004 $ 7,226,230 145,160 -0- $ 7,837,630 100,000 -0- $ 7,371,390 $ 7,937,630 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 $ 7,782,510 100,000 -0- $ 8,930,520 200,000 -0- $ 10,910,640 -0-0- $ 7,882,510 $ 9,130,520 $ 10,910,640 SOURCE OF FUNDS General Fund Certificates of Participation Risk Management Internal Service Fund* 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 inter-activity transfers using rates based on loss experience. See Appendix B for budget details. SIGNIFICANT CHANGES Fiscal Year 2005 The adopted operating budget for Fiscal Year 2005 of $9,130,520 reflects an increase of $1,192,890 from the Fiscal Year 2004 Adopted Budget. Funding has been added to ensure the recruitment and retention of employees, including merit-based raises, a 2% market-based compensation adjustment, coverage for health insurance and pension increases. Other significant changes are as follows: ♦ A department reorganization and the transfer of the Improvement District function from Transportation added $303,240, including three positions. ♦ A change in the formula for allocating maintenance and related facility costs will result in a $282,290 transfer from the General Services Department. ♦ To provide a critical upgrade to the business license software system, an initial $250,000 has been added to the Fiscal Year 2005 budget. The current system is close to 20 years old, is costly to operate, and no longer meets customer and reporting requirements. ♦ To complete upgrades to customer service areas begun in Fiscal Year 2004, $200,000 has been added to the Fiscal Year 2005 budget. Fiscal Year 2006 The operating budget for Fiscal Year 2006 of $10,910,640 includes an increase of $1,780,120 from Fiscal Year 2005, including an additional $1,750,000 to continue the upgrade of the business license software system. Funding has been added to ensure the recruitment and retention of employees, including merit-based raises, market-based compensation adjustments, coverage for health insurance and pension increases. 289 FINANCE Department Resources (Continued) 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 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. 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, develops city revenue projections, and advises city management officials and the governing body regarding financial matters. The Internal Audit Section 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 Actual FY 2003 Adopted FY 2004 7 8 4 4 Provide updated revenue projections for the current and next fiscal years. 4 Perform planned internal audits of city functions and audits requested by management. Monitor agency contracts receiving federal pass-through social service funding. Key Outputs Plan, organize, and direct city debt offerings. • Number of debt offerings • Number of improvement district bonds Adopted FY 2005 Approved FY 2006 5 4 5 4 4 4 4 4 4 4 N/A N/A N/A 20 20 N/A N/A N/A 50 50 290 Estimated FY 2004 FINANCE Director’s Office (Continued) KEY MEASURES OF PERFORMANCE Assist city departments in determining the cost of their services. Key Outcomes Issue debt to meet the city’s financial needs ($000s). Actual FY 2003 Adopted FY 2004 N/A N/A $ 40,340 $ 67,700 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 N/A 2 4 $ 67,700 $ 75,000 $ 75,000 RESOURCE SUMMARY Position Resources Financial Resources General Fund Certificates of Participation Financial Resources Total 11.00 11.00 15.00 15.00 15.00 $ 791,445 134,668 $ 835,280 100,000 $ 1,371,760 100,000 $ 1,507,510 200,000 $ 1,592,030 -0- $ 926,113 $ 935,280 $ 1,471,760 $ 1,707,510 $ 1,592,030 AUDIT* RESOURCE SUMMARY Position Resources Financial Resources General Fund 3.00 3.00 -0- -0- -0- $ 256,508 $ 259,510 $ -0- $ -0- $ -0- *A departmental reorganization moved organizations within the Audit Division to the Director’s Office and the Revenue Division during Fiscal Year 2004. 291 FINANCE 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 Actual FY 2003 Adopted FY 2004 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 Key Outputs Pay vendor invoices. • Invoices paid 184,345 190,000 200,000 200,000 200,000 Issue employee paychecks and prepare related reports and remittances. • Paychecks issued • Reports/remittances prepared 189,596 12,336 190,000 12,000 210,000 14,000 210,000 14,000 210,000 14,000 Issue financial and personnel-related reports. • Comprehensive Annual Financial Report • Grant/compliance/regulatory reports • Scheduled management reports • Special requests 1 385 150 126 1 380 250 180 1 390 200 145 1 400 200 145 1 400 200 145 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 frames. 99% 99% 99% 99% 99% Key Outcomes Pay vendor invoices within seven calendar days of receipt of authorization. RESOURCE SUMMARY Position Resources Financial Resources General Fund 35.00 35.00 36.00 36.00 36.00 $ 1,691,046 $ 1,805,190 $ 1,762,970 $ 1,960,250 $ 2,070,360 292 FINANCE TREASURY/PENSION MISSION STATEMENT: The Treasury/Pension Division is comprised of the Collections, Investments, Retirement, and Employee Benefits Sections. The Collection Section processes all payments and deposits all revenues received from the public and from other city departments in an accurate and timely manner and operates cashier stations throughout the community. The Investment Section manages the City of Tucson’s investments, the retirement system, and the deferred compensation plan in an effective manner. The Retirement Section 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. The Employee Benefits Section provides employees and retirees, through administration, education and communication, quality health and welfare benefits intended to provide security for themselves and their families. 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 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 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 Actual FY 2003 Adopted FY 2004 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 193,048 180,000 195,000 195,000 195,000 547 320 320 350 350 48 45 45 54 75 12,519 9,500 9,500 10,750 11,000 4,500 5,000 400 4,500 5,000 400 4,500 5,300 500 4,500 5,300 450 4,500 5,300 450 275 150 150 150 150 200 110 200 200 200 293 FINANCE Treasury/Pension (Continued) KEY MEASURES OF PERFORMANCE Process payments and administer contracts for employee benefits programs. • Number of dental and medical contracts • Number of employees eligible for benefits • Number of retirees Key Outcomes Process and deposit utility, tax, and license payments and other city revenue. • Total number of payments processed (000s) • Percent of utility payments processed the same day as received • Percent of tax, license, and other payments processed the 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 Provide employees with benefit information and related services. • Percent of surveyed employees reporting that they are “satisfied” or better with the service they received Actual FY 2003 Adopted FY 2004 12 12 5,275 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 11 11 11 5,025 5,005 5,200 5,200 1,750 1,500 2,230 2,300 2,350 2,683 3,000 3,000 3,000 3,000 87% 85% 82% 82% 82% 100% 100% 100% 100% 100% 58% 60% 60% 62% 64% 90% 90% 90% 90% 90% RESOURCE SUMMARY Position Resources Financial Resources General Fund Certificates of Participation Financial Resources Total 27.00 29.00 30.00 30.00 30.00 $ 1,123,908 10,492 $ 1,447,080 -0- $ 1,537,690 -0- $ 1,749,070 -0- $ 1,835,690 -0- $ 1,134,400 $ 1,447,080 $ 1,537,690 $ 1,749,070 $ 1,835,690 294 FINANCE Treasury/Pension (Continued) FIVE-YEAR CITY INVESTMENT RETURNS Pension and City Funds 30% Pension Rate of Return 20% 11.4% 10.5% 8.1% 10% 0% 3.3% 4.5% 7.1% 5.1% -8.1% -10% 1999 2000 4.0% 2.6% City Funds 2001 Fiscal Year 2002 2003 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% Rate of Return 12% 9% 6.8% 6.6% 6.1% 5.6% 6% 5.1% 3% 0% 1999 2000 2001 2002 Calendar Year Investment Objective Invest in U.S. Government and high-quality corporate bonds that generate a stable income for participants. 295 2003 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; and collects delinquent city receivables in a way that balances both fiscal responsibility and fair collection practices. The Sales Tax Audit Section enforces the Business Privilege Tax Code by performing audits of businesses subject to the tax law; and 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. KEY MEASURES OF PERFORMANCE Actual FY 2003 Adopted FY 2004 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 8,160 454,000 7,700 430,000 8,000 450,000 8,200 460,000 8,400 470,000 31,000 30,000 35,000 35,000 35,000 Conduct business privilege tax audits for compliance with the tax code. 218 480 268 320 320 Conduct or make presentations at taxpayer education seminars or meetings. 13 13 8 9 9 290 340 340 340 340 $ 180,192 $ 157,000 $ 180,000 $ 185,000 $ 190,000 Collect delinquent taxes ($000s). $ 9,278 $ 3,200 $ 7,000 $ 7,000 $ 7,000 Collect other ($000s). $ 4,200 $ 1,000 $ 3,500 $ 3,500 $ 3,500 18,000 14,000 17,000 17,000 17,000 99% 100% 99% 100% 100% Recover unpaid taxes identified in audits $ 1,336,530 to help cover the cost of city services delivered. Revenue (Continued) $ 800,000 $ 600,000 $ 800,000 $ 800,000 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 Respond to business tax inquiries. Key Outcomes Collect business sales taxes and occupational license fees ($000s). delinquent receivables Resolve delinquent accounts. 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 296 FINANCE RESOURCE SUMMARY Position Resources Financial Resources General Fund Actual FY 2003 Adopted FY 2004 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 58.25 57.00 57.00 57.00 57.00 $ 3,363,323 $ 3,490,570 $ 3,110,090 $ 3,713,690 $ 5,412,560 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 Key Outputs Process claims made against the city. • Liability claims processed • Workers’ compensation claims processed • Third party claims processed 1,003 960 950 1,000 950 1,000 1,000 1,000 1,000 1,000 400 375 375 400 400 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 9,083 506 333 6,000 325 550 6,000 325 550 7,000 400 500 7,000 400 500 Key Outcomes Receive no OSHA citations and fines. • Citations received • Cost of fines served -0$ -0- -0$ -0- -0$ -0- -0$ -0- -0$ -0- Produce management claim reports on a monthly basis. 297 FINANCE Risk Management (Continued) RESOURCE SUMMARY Actual FY 2003 Adopted FY 2004 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 Position Resources 12.00 11.00 11.00 11.00 11.00 Financial Resources Risk Management Internal Service 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 inter-activity transfers using rates based on loss experience. See Appendix B for budget details. 298 GENERAL SERVICES* OPERATING: CAPITAL: TOTAL: $ 23,378,950 12,923,700 $ 36,302,650 POSITION TOTAL: 357.00 GENERAL SERVICES ADMINISTRATION REAL ESTATE** ARCHITECTURE AND ENGINEERING FLEET SERVICES FACILITIES MANAGEMENT TECHNICAL PLANNING AND RESOURCES COMMUNICATIONS PROGRAM ALLOCATION FINANCING PLAN Technical Planning and Resources 1% Miscellaneous Federal Grants 4% Certificates of Participation 49% Fleet Services 27% Communications 18% Architecture and Engineering 1% Miscellaneous Non-Federal Grants 4% Facilities Management 6% Real Estate <1% General Fund: Restricted Trust Reserves 14% Capital Improvements 36% General Services Administration 11% General Fund 29% TEN YEAR STAFFING TRENDS Adopted Positions 400.00 377.00 377.00 365.00 370.00 350.00 350.00 332.00 335.00 337.00 350.00 341.00 2004 2003 2002 2001 2000 1999 1998 1997 1996 1995 300.00 *The Department of Operations’ name was changed to the General Services Department in Fiscal Year 2004. **The Real Estate Division was transferred from the Department of Transportation in Fiscal Year 2005. 299 300 GENERAL SERVICES 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, technical resources for energy management, real property services, and efficiently-managed fleet acquisition and maintenance programs. OVERVIEW The General Services Department consists of seven divisions: General Services Administration, Real Estate, Facilities Management, Architecture and Engineering, Technical Planning and Resources, Fleet Services, and Communications. The General Services Department provides city departments with building maintenance and repair; property management; technology planning and resources for energy management programs; facility design and construction project coordination; fleet maintenance, repairs, fueling, and vehicle/equipment acquisition; public safety/general communications dispatching operations and communication systems maintenance; and management of the acquisition and sale of properties for capital improvement projects. DEPARTMENT HIGHLIGHTS The Department of Operations’ name was changed to the General Services Department effective July 1, 2004. The city’s vehicle replacement program is in its tenth 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 was completed for the Patrick K. Hardesty City of Tucson Midtown Multi-Service Center, a facility designed to use one-half or less of the energy requirements of a similar facility. The District Heating and Cooling Project for Downtown Tucson (a centralized plant that takes advantage of the most advanced energy/cost savings technologies) was completed with Phase I implementation at the Tucson Convention Center, and Police and Fire Headquarters. Notable construction contracts awarded were for the first phase of the northwest Sun Tran bus maintenance facility, the building of the Adaptive Recreation Center, the expansion of the Northwest Neighborhood Center, and the expansion of the George Miller Golf Links Library. A long-range plan to reduce the current $46 million deferred maintenance problem for facilities was re-introduced. SUPPORT FOR LIVABLE TUCSON GOALS Goal: Safe Neighborhoods The Communications Division provides the initial answering of 572,610 9-1-1 calls annually for police, fire, and medical emergencies. The Communications Division provides fire and medical dispatching services to the Tucson Fire Department, Avra Valley Fire District, Golder Ranch Fire District, and Northwest Fire District. 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 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. 301 GENERAL SERVICES Support for Livable Tucson Goals (Continued) Goal: Engaged Community and Responsive Government 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 about project 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 exceeding state mandated requirements, 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 General Services Department 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 General Services Department 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. The Facilities Management 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 General Services Department 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. Goal: Organizational Support The General Services Department supports city departments by maximizing the hours of availability of facilities, fleet vehicles and off-road equipment, and communications systems. The General Services Department enables city departments to accomplish 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 an aggressive preventative maintenance program. 302 GENERAL SERVICES DEPARTMENT RESOURCES Actual FY 2003 Adopted FY 2004 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 10.00 -0113.00 16.00 11.00 105.00 114.00 8.00 -0106.00 14.00 9.00 94.00 117.00 6.00 -0107.00 14.00 10.00 96.00 117.00 6.00 14.00 107.00 14.00 2.00 108.00 105.00 6.00 14.00 107.00 14.00 2.00 108.00 105.00 369.00 348.00 350.00 356.00 356.00 NON-PERMANENT Architecture and Engineering Technical Planning and Resources Fleet Services 1.00 1.00 1.00 -01.00 1.00 -01.00 -0- -01.00 -0- -01.00 -0- Non-Permanent Total 3.00 2.00 1.00 1.00 1.00 372.00 350.00 351.00 357.00 357.00 POSITION SUMMARY PERMANENT General Services Administration Real Estate* Facilities Management Architecture and Engineering Technical Planning and Resources Fleet Services Communications Permanent Total Department Total FINANCIAL SUMMARY General Services Administration Real Estate* Facilities Management Architecture and Engineering Technical Planning and Resources Fleet Services** Communications Operating Total Capital Improvements Department Total $ 728,757 -06,820,803 486,847 1,351,853 -07,138,885 $ 3,655,670 -05,932,750 268,130 1,200,510 -06,880,080 $ 553,670 -05,492,440 210,200 1,241,250 -06,469,070 $ 3,792,940 $ 137,080 2,166,280 450,880 533,670 9,719,120 6,578,980 3,829,600 137,080 2,133,570 486,350 542,260 9,811,400 6,850,180 16,527,145 521,711 17,937,140 5,928,400 13,966,630 1,172,550 23,378,950 12,923,700 23,790,440 3,197,300 $ 17,048,856 $ 23,865,540 $ 15,139,180 $ 36,302,650 $ 26,987,740 *The Real Estate Division is transferred from the Department of Transportation in Fiscal Year 2005. **Prior to Fiscal Year 2005, the net budgets for Fleet Services were zero because the costs of both vehicle maintenance and acquisition were paid by departments through interactivity transfers. In Fiscal Years 2005 and 2006, fleet acquisition is budgeted in Fleet Services to allow vehicle replacement to occur with Certificate of Participation funding. See Appendix B for budget details. 303 GENERAL SERVICES Department Resources (Continued) Actual FY 2003 Adopted FY 2004 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 CHARACTER OF EXPENDITURES Personal Services Services Commodities Equipment Inter-Activity Transfers $ 20,087,022 17,658,187 9,656,741 5,818,535 (36,693,340) $ 19,921,050 17,978,630 10,228,160 8,964,860 (39,155,560) $ 18,546,570 17,665,970 10,315,350 12,099,030 (44,660,290) Operating Total Capital Improvements 16,527,145 521,711 17,937,140 5,928,400 13,966,630 1,172,550 23,378,950 12,923,700 23,790,440 3,197,300 $ 17,048,856 $ 23,865,540 $ 15,139,180 $ 36,302,650 $ 26,987,740 $ 16,396,027 -0-0131,118 -0-0- $ 14,838,370 98,770 -01,500,000 1,500,000 -0- $ 13,687,990 72,920 -0205,720 -0-0- $ 10,520,920 48,910 90,000 1,500,000 1,500,000 9,719,120 $ 10,979,040 -0-01,500,000 1,500,000 9,811,400 $ 16,527,145 $ 17,937,140 $ 13,966,630 $ 23,378,950 $ 23,790,440 $ $ $ $ $ Department Total $ 21,642,990 $ 23,095,030 15,428,640 15,402,350 11,328,680 11,362,290 9,803,880 9,896,160 (34,825,240) (35,965,390) SOURCE OF FUNDS OPERATING FUNDS General Fund General Fund: Restricted Certificates of Participation Miscellaneous Federal Grants Miscellaneous Non-Federal Grants Fleet Replacement - Certificates of Participation Operating Funds Total CAPITAL FUNDS General Fund General Fund: Restricted Trust Reserves Certificates of Participation 1984 General Obligation Bond Funds 277,382 -0- 931,200 -0- 819,960 -0- 72,400 4,876,300 -0-0- -0244,329 4,997,200 -0- 120,900 231,690 7,975,000 -0- 3,197,300 -0- Capital Funds Total $ 521,711 $ 5,928,400 $ 1,172,550 $ 12,923,700 $ 3,197,300 Department Total $ 17,048,856 $ 23,865,540 $ 15,139,180 $ 36,302,650 $ 26,987,740 304 GENERAL SERVICES SIGNIFICANT CHANGES Fiscal Year 2005 The adopted operating budget for Fiscal Year 2005 of $23,378,950 reflects an increase of $5,441,810 from the Fiscal Year 2004 Adopted Budget. Funding has been added to ensure the recruitment and retention of employees, including merit-based raises, a 2% market-based compensation adjustment, coverage for health insurance and pension increases. Other significant changes are as follows: ♦ Budgets for fleet replacement are transferred from departments to allow for acquisition of replacement vehicles with $9.7 million in Certificates of Participation by Fleet Services. ♦ A change in the formula for allocating maintenance and related facility costs results in a $3,356,140 transfer to city departments. ♦ In order to consolidate communications and network functions, data services, telecommunications system, and communications engineering and network design have been transferred to Information Technology, including $1,623,620 and 20 positions. ♦ Efficiency improvement will be accomplished through the transfer of Auto Stores from the Procurement Department, including $283,080 and ten positions. The amount transferred is offset by charges to user departments. ♦ The Real Estate Division was transferred from the Department of Transportation, including $137,080 and 14 positions. ♦ Two positions have been added to meet demand for vehicle maintenance. ♦ A Teaching Energy Conservation grant has been approved by the Department of Energy, including one position. The Fiscal Year 2005 Capital Budget of $12,923,700 continues the implementation of the Emergency Communications System and Facility project and completion of Americans with Disabilities Act projects. Fiscal Year 2006 The operating budget for Fiscal Year 2006 of $23,790,440 includes an increase of $411,490 from Fiscal Year 2005. Funding has been added to ensure the recruitment and retention of employees, including merit-based raises, marketbased compensation adjustments, coverage for health insurance and pension increases. The Fiscal Year 2006 Capital Budget of $3,197,300 continues the implementation of the Emergency Communications System and Facility project. 305 GENERAL SERVICES GENERAL SERVICES ADMINISTRATION MISSION STATEMENT: The General Services 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 FY 2003 Adopted FY 2004 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 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 7 100% 12 100% 10 100% 10 100% 10 100% 8.00 6.00 6.00 6.00 RESOURCE SUMMARY Position Resources Financial Resources General Fund Miscellaneous Federal Grants Miscellaneous Non-Federal Grants Financial Resources Total 10.00 $ 728,757 -0-0- $ 733,670 1,422,000 1,500,000 $ 553,670 -0-0- $ $ 728,757 $ 3,655,670 $ 553,670 $ 3,792,940 306 792,940 1,500,000 1,500,000 $ 829,600 1,500,000 1,500,000 $ 3,829,600 GENERAL SERVICES 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 2003 Adopted FY 2004 Key Outputs Provide needed property for new public facilities. • Number of properties acquired -0- -0- Sell surplus parcels of property. -0- Respond to service requests for property vacation, abandonment, easement, rezoning reviews, right-of-entry, lease, or special use. Estimated FY 2004 Adopted FY 2005 Approved FY 2006 -0- 80 80 -0- -0- 18 18 -0- -0- -0- 200 200 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 -0- -0- -0- 180 180 Key Outcomes Increase the city’s tax base by returning unneeded parcels of property to the tax rolls. • Number of parcels • Value of parcels ($000s) -0$ -0- -0$ -0- -0$ -0- 20 $ 400 20 $ 400 Complete appraisals and estimates of value for real property for various public projects and citywide needs. RESOURCE SUMMARY Position Resources Financial Resources General Fund -0- -0- -0- 14.00 14.00 $ -0- $ -0- $ -0- $ 137,080 $ 137,080 *The Real Estate Division is transferred from the Department of Transportation in Fiscal Year 2005. 307 GENERAL SERVICES 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, property and energy management that responds to the long-term requirements of the city and is sensitive to user needs. KEY MEASURES OF PERFORMANCE Key Outputs Call back customers within one hour after receiving repair work order requests with name of assigned tradespersons and time of arrival. • Percentage of customers called back within one hour Respond to work requests received for routine building maintenance within 48 hours. • Number of requests received Manage maintenance projects. • Number of projects managed Review and manage energy projects (i.e., lighting, heating, cooling) for new or modified city facilities. • Number of projects reviewed and managed Key Outcomes Respond to work requests received for routine building maintenance within 48 hours. • Percent responded to within 48 hours Manage maintenance projects. • Percent of projects completed within 5% of estimated costs Ensure system of quality control whereby trades personnel call back and record their contact person’s degree of satisfaction within two days after the completion of each job. • Percentage of customers called back within two days Actual FY 2003 Adopted FY 2004 N/A N/A 40,000 Adopted FY 2005 Approved FY 2006 90% 90% 90% 41,000 41,000 41,000 41,000 340 360 360 360 360 25 24 24 24 24 94% 95% 96% 98% 98% 96% 98% 98% 99% 99% N/A N/A 90% 90% 90% 308 Estimated FY 2004 GENERAL SERVICES Facilities Management (Continued) KEY MEASURES OF PERFORMANCE Determine required repairs and estimate completion date. • Percentage of work orders completed by estimated date. Reduce utility costs and pollution by creating energy efficient buildings. • Utility costs savings* • Equivalent number of cars removed from roadway (pollution reduction)* 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 Meet the requirements of customer departments by implementing all adopted suggestions relating to maintenance and minor alterations. • Percent of adopted suggestions implemented Actual FY 2003 Adopted FY 2004 N/A N/A $ 650,000 965 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 90% 90% 90% $ 650,000 965 $ 750,000 1,120 $ 750,000 1,120 $ 750,000 1,120 96% 95% 95% 95% 95% 100% 100% 100% 100% 100% *Benchmarks adopted by the Environmental Protection Agency to measure energy efficiency. RESOURCE SUMMARY Position Resources Financial Resources General Fund Certificates of Participation Financial Resources Total 113.00 106.00 107.00 107.00 107.00 $ 6,820,803 -0- $ 5,932,750 -0- $ 5,492,440 -0- $ 2,076,280 90,000 $ 2,133,570 -0- $ 6,820,803 $ 5,932,750 $ 5,492,440 $ 2,166,280 $ 2,133,570 309 GENERAL SERVICES 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 FY 2003 Adopted FY 2004 Key Outputs Manage major design projects that involve construction of new buildings, remodeling, and major maintenance projects. • Number of project designs managed 56 50 Manage construction projects involving new buildings, remodels, and renovation projects. • Number of projects managed 49 Conduct special architectural and planning studies on request. • Number of studies 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 Adopted FY 2005 Approved FY 2006 45 50 60 40 48 40 50 50 45 40 45 50 100.0% 98.0% 99.5% 99.5% 99.5% 99.5% 98.0% 99.5% 99.5% 99.5% 100% 100% 100% 100% 100% 310 Estimated FY 2004 GENERAL SERVICES Architecture and Engineering (Continued) RESOURCE SUMMARY Position Resources Financial Resources General Fund Actual FY 2003 Adopted FY 2004 17.00 14.00 $ 486,847 $ 268,130 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 14.00 14.00 14.00 $ 210,200 $ 450,880 $ 486,350 TECHNICAL PLANNING AND RESOURCES* RESOURCE SUMMARY Position Resources Financial Resources General Fund Miscellaneous Federal Grants Financial Resources Total 12.00 10.00 11.00 3.00 3.00 $ 1,220,735 131,118 $ 1,122,510 78,000 $ 1,035,530 205,720 $ 533,670 -0- $ 542,260 -0- $ 1,351,853 $ 1,200,510 $ 1,241,250 $ 533,670 $ 542,260 *The telecommunication and network function of the Technical Planning and Resources Division was transferred to the Information Technology Department for Fiscal Years 2005 and 2006, the remaining functions will be combined with the Facilities Management Division during Fiscal Year 2005. Performance Measures for this remaining function are already shown in Facilities Management. 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 5,461 6,500 5,300 5,300 5,300 97% 95% 97% 97% 97% 263 110 248 250 250 311 GENERAL SERVICES Fleet Services (Continued) KEY MEASURES OF PERFORMANCE 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 Conduct reviews of city fleet utilization. • Number of reviews conducted Locate, purchase, and deliver non-stock items. • Number of orders completed Key Outcomes Evaluate vehicle problem and provide estimated completion date to customer at time unit is given to Fleet Services for repair. • Percentage of customers provided estimated completion date • Percentage of vehicles returned to customer by estimated date Notify customer of any extension to the estimated repair completion date within one working day after that information is known. • Percentage of customers notified of extensions within one working day Complete fleet repairs within established industry labor time standards. • Percent of repairs within standards Actual FY 2003 Adopted FY 2004 3 10 2 4 4 1,496 2,300 1,500 1,500 1,500 2 2 2 2 2 6,356 8,600 6,000 5,800 5,800 N/A 100% 100% 100% 100% N/A 70% 70% 100% 100% N/A 80.0% 80.0% 82.5% 85.0% 92% 92% 93% 95% 95% 312 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 GENERAL SERVICES Fleet Services (Continued) KEY MEASURES OF PERFORMANCE Ensure availability of safe, well maintained fleet vehicles. • Percent of vehicles available ◊ Public Safety ◊ All Other ◊ Total 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 Fulfill customer requirements for inventory items. • Percent of special non-stock items located, purchased, and delivered within two working days of request Actual FY 2003 Adopted FY 2004 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 96.1% 95.4% 95.6% 92.0% 90.0% 90.0% 95.0% 95.0% 95.0% 95.0% 95.0% 95.0% 95.0% 95.0% 95.0% 8 10 10 10 10 59 10 10 10 10 146 9% 165 9% 138 9% 140 9% 135 9% 93% 94% 92% 94% 94% RESOURCE SUMMARY Position Resources Financial Resources Fleet Replacement - Certificates of Participation* 106.00 95.00 96.00 108.00 108.00 $ -0- $ -0- $ -0- $ 9,719,120 $ 9,811,400 *Prior to Fiscal Year 2005, the net budgets for Fleet Services were zero because the costs of both vehicle maintenance and acquisition were paid by departments through interactivity transfers. In Fiscal Years 2005 and 2006, fleet acquisition is budgeted in Fleet Services to allow vehicle replacement to occur with Certificate of Participation funding. See Appendix B for budget details. 313 GENERAL SERVICES 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 572,612 608,000 597,700 622,800 647,950 83,896 88,000 87,750 91,600 95,450 Provide 9-1-1 public education presentations to schools and community groups. • Number of presentations 65 90 60 60 60 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% 91% 91% 91% 91% 91% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% Provide computer-aided dispatch services for fire and emergency medical units. • Number of fire and emergency medical calls dispatched 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 Ensure effectiveness of 9-1-1 presentations. • Percent of surveyed respondents indicating that the information presented was useful and remembered 314 GENERAL SERVICES Communications (Continued) RESOURCE SUMMARY Position Resources Financial Resources General Fund General Fund: Restricted Financial Resources Total Actual FY 2003 Adopted FY 2004 114.00 117.00 $ 7,138,885 -0$ 7,138,885 Adopted FY 2005 Approved FY 2006 117.00 105.00 105.00 $ 6,781,310 98,770 $ 6,396,150 72,920 $ 6,530,070 48,910 $ 6,850,180 -0- $ 6,880,080 $ 6,469,070 $ 6,578,980 $ 6,850,180 315 Estimated FY 2004 316 HUMAN RESOURCES OPERATING: POSITION TOTAL: $ 2,692,100 26.00 ADMINISTRATION RECRUITMENT/MARKETING/ GENERAL CONSULTING* EDUCATION, TRAINING AND DEVELOPMENT* FINANCING PLAN PROGRAM ALLOCATION Education, Training and Development 29% Administration 29% General Fund 100% Recruitment/ Marketing/ General Consulting 42% TEN YEAR STAFFING TRENDS Adopted Positions 40.00 34.00 32.00 30.00 29.00 29.00 32.00 32.00 31.00 28.00 27.00 25.00 2004 2003 2002 2001 2000 1999 1998 1997 1996 1995 20.00 *Recruitment/Marketing/General Consulting was previously titled Employment and Compensation; and Education, Training and Development was previously titled Employee Development. 317 318 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, Recruitment/Marketing/General Consulting, and Education, Training and Development. The department provides staff support to the city’s Civil Service Commission for appeal hearings and to the City Manager’s Office for all employee grievance matters. DEPARTMENT HIGHLIGHTS Civil Service Rule Modernization: In partnership with Civil Service Commissioners, Human Resources (HR) has begun to modernize the rules and regulations that govern the city’s employment practices. The rule changes are intended to provide greater flexibility and allow the city to be guided by the commission’s overarching principles and the professional and ethical principles of the human resources profession. Administrative actions are now delegated to the Director of Human Resources, changing the role of the commission to one of a policy making board. Additionally, the amended rules will give the ability to respond to the unique needs of each department when providing services. Job Description Update and Reclassification Reviews: In partnership with all departments and offices, HR has completed a citywide review and update of all classification descriptions (approximately 500) for its workforce. Additionally, in conjunction with the annual budget process, staff has reviewed over 80 individual positions for proper classification placement as requested by departments. This work accomplishes the accurate communication of job duties for several purposes including recruitment announcements, performance evaluation, and employee compensation. This work is one of many elements that will assist the organization move towards effective use of its human talent. Technology: Human Resources is implementing several service improvements by using technology. Job seekers are now able to submit an employment application on-line. Other planned technological improvements include a streamlined applicant data management/tracking system, an upgrade to the existing personnel/payroll system for automated employee records maintenance, and the installation of computers in the city’s Employment Center for public use. Training: Human Resources has implemented an on-going series of training sessions designed to educate managers and supervisors in “best practice” methods for consistent HR management of employees across the organization. Labeled “Conversations with HR,” sessions cover HR policies, rules, procedures and applicable laws. These sessions also lead to greater discussions about issues and concerns that face managers and employees on a daily basis. Recruitment Marketing Enhancements: Human Resources has launched a marketing campaign to increase exposure and draw a high quality of talent to our organization. Marketing campaign elements include increased job fair attendance, targeted and strategic advertising through a variety of media sources, and targeted mailings. 319 HUMAN RESOURCES 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. DEPARTMENT RESOURCES Actual FY 2003 Adopted FY 2004 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 4.00 12.00 4.00 12.00 9.00 12.00 9.00 12.00 9.00 12.00 6.00 4.00 -0- -0- -0- 5.00 5.00 5.00 5.00 5.00 27.00 25.00 26.00 26.00 26.00 647,860 841,510 $ 845,250 704,970 488,697 279,300 159,930 -0- -0- 761,749 754,470 790,960 784,020 810,640 $ 2,923,756 $ 2,523,140 $ 2,501,110 $ 2,692,100 $ 2,816,080 $ 1,831,911 947,499 122,955 14,992 6,399 -0- $ 1,677,110 635,970 223,350 -06,500 (19,790) $ 1,661,970 635,210 197,430 -06,500 -0- $ 1,808,320 649,190 227,500 -06,500 590 $ 1,932,600 649,170 227,500 -06,500 310 $ 2,923,756 $ 2,523,140 $ 2,501,110 $ 2,692,100 $ 2,816,080 $ 2,923,756 $ 2,523,140 $ 2,501,110 $ 2,692,100 $ 2,816,080 $ 2,923,756 $ 2,523,140 $ 2,501,110 $ 2,692,100 $ 2,816,080 POSITION SUMMARY PERMANENT Administration Recruitment/Marketing/General Consulting Employee Relations/Classification and Compensation/Training Education, Training and Development Department Total FINANCIAL SUMMARY Administration Recruitment/Marketing/General Consulting Employee Relations/Classification and Compensation/Training Education, Training and Development Department Total $ 901,809 771,501 $ $ 787,470 1,120,610 $ 819,750 1,185,690 CHARACTER OF EXPENDITURES Personal Services Services Commodities Equipment Other Inter-Activity Transfers Department Total SOURCE OF FUNDS General Fund Department Total 320 HUMAN RESOURCES SIGNIFICANT CHANGES Fiscal Year 2005 The adopted operating budget for Fiscal Year 2005 of $2,692,100 reflects an increase of $168,960 from the Fiscal Year 2004 Adopted Budget. Funding has been added to ensure the recruitment and retention of employees, including merit-based raises, a 2% market-based compensation adjustment, coverage for health insurance and pension increases. Funding has also been included to expand recruitment marketing and employee skills training. Fiscal Year 2006 The operating budget for Fiscal Year 2006 of $2,816,080 includes an increase of $123,980 from Fiscal Year 2005. Funding has been added to ensure the recruitment and retention of employees, including merit-based raises, marketbased compensation adjustments, coverage for health insurance and pension increases. ADMINISTRATION MISSION STATEMENT: The Administration Division provides policy direction and guidance to all city managers, supervisors, and employees in personnel matters involving employee and labor relations to ensure consistent, fair, and equitable treatment of employees and job applicants. The division also verifies that all employment actions are in compliance with city policy, Civil Service Rules, and laws, and insures the accuracy of employment records. Through the Human Resources Director, staff support is provided to the Civil Service Commission. . 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 Review and update civil service rules and administrative policies regarding personnel matters. Provide educational dialogue sessions regarding personnel matters facing managers and supervisors. • Number of annual “Conversations with HR” sessions. Actual FY 2003 Adopted FY 2004 4 6 7 320 Adopted FY 2005 Approved FY 2006 4 4 4 12 550 5 230 7 320 7 320 3 10 10 1 1 N/A 20 20 20 20 321 Estimated FY 2004 HUMAN RESOURCES Administration (Continued) KEY MEASURES OF PERFORMANCE Actual FY 2003 Adopted FY 2004 Key Outcomes Provide policy direction and guidance on employee and labor relations to city management. • Civil service appeal decisions in support of management actions • Final grievance decisions in support of management actions 71% 90% 62% Ensure that all personnel actions are processed within ten working days. • Number of transactions • Percent of transaction processed correctly • Percent processed on time Estimated FY 2004 Adopted FY 2005 Approved FY 2006 80% 90% 95% 90% 80% 90% 95% 13,569 N/A 11,100 98% 6,100 98% 11,100 98% 11,100 98% 100% 100% 100% 100% 100% RESOURCE SUMMARY Position Resources Financial Resources General Fund 4.00 4.00 9.00 9.00 9.00 $ 901,809 $ 647,860 $ 845,250 $ 787,470 $ 819,750 322 HUMAN RESOURCES RECRUITMENT/MARKETING/GENERAL CONSULTING MISSION STATEMENT: The Recruitment/Marketing/General Consulting Division attracts highly qualified candidates for employment with the city. This is accomplished in partnership with departments through recruitment marketing, screening, and testing of applicants. Employment of highly qualified talent will bolster the city’s ability to provide excellent services to the community. KEY MEASURES OF PERFORMANCE Adopted FY 2005 Approved FY 2006 7,000 5,500 7,000 4,000 3,000 2,500 3,000 82 125 100 100 125 3 60 15 300 6 120 5 100 5 100 920.0 950.5 890.0 900.0 900.0 497 845 523 968 506 862 530 850 530 850 1,586 1,360 1,571 1,550 1,550 500 500 500 10 10 Perform reclassification reviews of positions as requested by departments in conjunction with the annual budget process. N/A 80 80 40 30 Perform reclassification reviews of positions as requested by departments outside of the annual budget process. N/A 5 5 5 5 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 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/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/clerical union members Review and update job descriptions. Actual FY 2003 Adopted FY 2004 5,350 9,000 2,497 323 Estimated FY 2004 HUMAN RESOURCES Recruitment/Marketing/General Consulting (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 2003 Adopted FY 2004 95% 90% 76% 95% Estimated FY 2004 Adopted FY 2005 Approved FY 2006 95% 95% 95% 90% 95% 95% 95% 90% 95% 95% 95% RESOURCE SUMMARY Position Resources Financial Resources General Fund 12.00 12.00 12.00 12.00 12.00 $ 771,501 $ 841,510 $ 704,970 $ 1,120,610 $ 1,185,690 EMPLOYEE RELATIONS/CLASSIFICATION AND COMPENSATION/TRAINING* MISSION STATEMENT: The Employee Relations/Classification and Compensation/Training Division assists employees and management in addressing and resolving questions and concerns related to city employment; facilitates employee grievance processes and disability accommodations; and assists with employee labor relations activities including union/management interactions, negotiations, and contract agreement interpretations; develops and maintains the city’s classification system, and develops and recommends compensation strategies that support the organizational objectives. RESOURCE SUMMARY Position Resources Financial Resources General Fund Actual FY 2003 Adopted FY 2004 6.00 4.00 $ 488,697 $ 279,300 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 -0- -0- -0- $ 159,930 $ -0- $ -0- *Employee Relations/Classifications and Compensation/Training were merged with Recruitment/Marketing/ General Consulting in Fiscal Year 2004. 324 HUMAN RESOURCES EDUCATION, TRAINING AND DEVELOPMENT MISSION STATEMENT: The Education, Training and Development Division assists City of Tucson employees to improve their performance by providing opportunities for training and education that support individual, team and organizational development. KEY MEASURES OF PERFORMANCE Key Outputs Provide training programs hours for : • New Employee Welcome • Professional Development • Communication • Occupational Skill Develop • Wellness • Customer Service • Foundations for Leadership • Supervisory Programs • Number of participants (including tuition reimbursement) • Hours of training provided Key Outcomes Provide training and services 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 Actual FY 2003 Adopted FY 2004 3,005 2,138 1,614 1,197 522 1,122 2,590 3,969 1,161 5,000 2,200 1,600 1,200 600 800 2,600 4,000 1,250 16,353 93% Estimated FY 2004 Adopted FY 2005 Approved FY 2006 5,000 2,200 1,600 1,200 600 800 2,600 4,000 1,500 5,000 3,000 1,600 1,200 600 800 2,600 4,700 1,700 5,000 3,000 1,600 1,200 600 800 2,600 4,700 1,750 23,150 18,000 19,500 20,000 95% 95% 95% 95% RESOURCE SUMMARY Position Resources Financial Resources General Fund 5.00 5.00 5.00 5.00 5.00 $ 761,749 $ 754,470 $ 790,960 $ 784,020 $ 810,640 325 326 INFORMATION TECHNOLOGY OPERATING: POSITION TOTAL: $ 13,480,060 101.16 ADMINISTRATION CREATIVE SERVICES APPLICATIONS COMMUNICATIONS ENGINEERING SUPPORT SERVICES PROGRAM ALLOCATION FINANCING PLAN Applications 15% General Fund: Restricted 4% General Fund 96% Communications Engineering 13% Miscellaneous Non-Federal Grants <1% Creative Services 12% Support Services 51% Administration 9% TEN YEAR STAFFING TRENDS Adopted Positions* 100.00 92.12 94.12 91.12 88.12 82.42 1998 80.00 78.00 82.42 1997 90.00 84.66 81.16 79.50 2004 2003 2002 2001 2000 1999 1996 1995 70.00 *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. 327 328 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, Communications Engineering, 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 Access Tucson board of directors. 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 through the IT Customer Advisory Board and working with the board to prioritize and integrate IT projects. • 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. • Manage and expand the City of Tucson’s data network. The data network is the city’s 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. 329 INFORMATION TECHNOLOGY Department Highlights (Continued) • Assist city departments implementing new business systems, including the finance and human resources/payroll systems. These new systems will dramatically enhance productivity and responsiveness. • 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. The Emergency Communications System and Facility Project continues with proposals and awards for the replacement of digital microwave, fire mobile data, and computer aided dispatch. The functions of the Communications Division’s Telecommunications Systems and Data Services were reassigned to Information Technology from General Services. The Division of Technical Planning and Resources was also transferred to Information Technology. 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. 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 instantly provides information to Tucson citizens 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. The IT Department also notifies the public and encourages public participation by producing live Mayor and Council meetings on Channel 12, promoting city events and services through Channel 12 programming and Community Bulletin Board, producing and airing 12 Answers, ensuring direct access to city offices through the InfoGuide (a city service directory), and providing 24-hour access to city information plus on-line opportunities for citizen feedback through the city’s Web site. Creative Services produces a 12-minute monthly program, 12 Answers, that urges viewers to talk about the key issues affecting our community. 12 Answers has an interactive online forum that allows citizens to weigh in on the issues. 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. 330 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 professional skills, such as project management 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. Goal: People Oriented Neighborhoods Creative Services promotes neighborhood activities on the city’s Web page, links to neighborhood Web sites and activities, announcements on the Channel 12 graphic bulletin board “Community Calendar”, 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 on the city’s Web page and on the Channel 12 graphic bulletin board “Community Calendar.” Creative Services also produces a 12minute monthly program, The Beat, spotlighting the rhythm of Downtown and Rio Nuevo developments. 331 INFORMATION TECHNOLOGY DEPARTMENT RESOURCES Actual FY 2003 Adopted FY 2004 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 9.50 13.00 2.00 23.00 35.00 7.50 13.00 2.00 24.00 33.00 8.50 13.00 1.00 24.00 33.00 8.50 13.00 21.00 24.00 33.00 8.50 13.00 21.00 24.00 33.00 Permanent Total 82.50 79.50 79.50 99.50 99.50 NON-PERMANENT Creative Services Support Services 1.66 0.50 1.66 -0- 1.66 -0- 1.66 -0- 1.66 -0- 2.16 1.66 1.66 1.66 1.66 84.66 81.16 81.16 101.16 101.16 833,093 1,531,476 323,540 1,692,981 5,933,779 $ 1,050,610 1,651,500 175,870 1,841,300 6,346,790 $ 1,039,210 1,445,360 84,040 1,872,800 6,337,740 $ 1,180,900 1,550,500 1,820,050 1,994,960 6,933,650 $ 1,174,480 1,610,470 1,931,710 2,121,330 7,127,430 $ 10,314,869 $ 11,066,070 $ 10,779,150 $ 13,480,060 $ 13,965,420 $ 5,615,138 3,171,618 1,451,321 565,076 (488,284) $ 5,800,130 $ 5,651,400 $ 7,613,970 $ 8,127,520 3,896,840 3,873,840 7,501,640 7,582,310 1,456,280 1,484,790 1,604,460 1,604,490 743,410 534,710 594,240 594,240 (830,590) (765,590) (3,834,250) (3,943,140) $ 10,314,869 $ 11,066,070 $ 10,779,150 $ 13,480,060 $ 13,965,420 $ 9,839,376 475,493 -0- $ 10,551,380 514,690 -0- $ 10,379,650 399,500 -0- $ 12,975,850 474,210 30,000 $ 13,461,500 473,920 30,000 $ 10,314,869 $ 11,066,070 $ 10,779,150 $ 13,480,060 $ 13,965,420 POSITION SUMMARY PERMANENT Administration Creative Services Communications Engineering* Applications Support Services Non-Permanent Total Department Total FINANCIAL SUMMARY Administration Creative Services Communications Engineering* Applications Support Services $ Department Total CHARACTER OF EXPENDITURES Personal Services Services Commodities Equipment Inter-Activity Transfers Department Total SOURCE OF FUNDS General Fund General Fund: Restricted Miscellaneous Non-Federal Grants Department Total *To improve organizational efficiency the communications and network functions have been consolidated in Information Technology by transferring data services, telecommunications systems, communications engineering, and network design from the General Services Department. 332 INFORMATION TECHNOLOGY SIGNIFICANT CHANGES Fiscal Year 2005 The adopted operating budget for Fiscal Year 2005 of $13,480,060 reflects an increase of $2,413,990 from the Fiscal Year 2004 Adopted Budget. A major part of this increase is due to the transfer of various telecommunication and networking functions from the General Services Department, including $1,623,620 and 20 positions. Funding has been added to ensure the recruitment and retention of employees, including merit-based raises, a 2% market-based compensation adjustment, coverage for health insurance, and pension increases. Other significant changes are as follows: ♦ Continuing to maintain our technology system as warranties expire will require an increase of $313,910. ♦ Meeting demand for faster and better public and employee access to information systems require an investment of $250,000 in technology. ♦ Capacity to expand agreements with other agencies to provide networking and fiber optic services adds $100,000. Fiscal Year 2006 The operating budget for Fiscal Year 2006 of $13,965,420 includes an increase of $485,360 from Fiscal Year 2005. Funding has been added to ensure the recruitment and retention of employees, including merit-based raises, marketbased compensation adjustments, coverage for health insurance, and pension increases. 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 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 projects Ensure technology support roles and responsibilities are defined through service agreements with customer departments. • Percent of customer departments with service agreements Actual FY 2003 Adopted FY 2004 95% 95% 7 80% 333 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 95% 95% 95% 4 4 4 4 100% 100% 100% 100% INFORMATION TECHNOLOGY Administration (Continued) KEY MEASURES OF PERFORMANCE Provide enterprise-wide review and prioritization of technology initiatives through customer advisory and executive oversight boards. • Percent of new projects reviewed by customer advisory board Continue to encourage regional GIS solutions by sponsoring and providing budget oversight for the GIS Cooperative. • Number of projects (including awareness, education, and training efforts) completed by the co-op. Key Outputs Improve the technical skills of Tucson’s workforce through the Technical Intern Program. • Number of interns participating in the program 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 2003 Adopted FY 2004 N/A N/A N/A Estimated FY 2004 Adopted FY 2005 Approved FY 2006 N/A 100% 100% N/A N/A 5 5 3 12 3 3 3 10% 30% 30% 30% 30% 30% 30% 30% 30% 30% 6,000 7,000 7,000 7,000 7,000 RESOURCE SUMMARY Position Resources Financial Resources General Fund Miscellaneous Non-Federal Grants Financial Resources Total 9.50 7.50 8.50 8.50 8.50 $ 833,093 -0- $ 1,050,610 -0- $ 1,039,210 -0- $ 1,150,900 30,000 $ 1,144,480 30,000 $ 833,093 $ 1,050,610 $ 1,039,210 $ 1,180,900 $ 1,174,480 334 INFORMATION TECHNOLOGY 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: CityNews, OnScene, In Motion, The Beat, 12 Answers, Pet Connection, public service announcements, and training shows • Create Community Bulletin Board messages on Channel 12 • Design graphics projects • Generate press releases and calls to the media • 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 Actual FY 2003 Adopted FY 2004 292 360 73 Adopted FY 2005 Approved FY 2006 300 300 300 90 96 108 108 737 400 800 800 800 441 N/A 630 260 612 260 600 260 600 260 250 280 280 280 280 1,400 2,000 2,000 2,000 2,000 N/A 98% 98% 98% 98% N/A 56,000 60,000 60,000 60,000 335 Estimated FY 2004 INFORMATION TECHNOLOGY Creative Services (Continued) KEY MEASURES OF PERFORMANCE • 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 2003 Adopted FY 2004 600 450 97% 97% Estimated FY 2004 Adopted FY 2005 Approved FY 2006 450 450 450 97% 97% 97% RESOURCE SUMMARY Position Resources Financial Resources General Fund General Fund: Restricted Financial Resources Total 14.66 14.66 14.66 14.66 14.66 $ 1,156,483 374,993 $ 1,146,310 505,190 $ 1,120,360 325,000 $ 1,225,500 325,000 $ 1,285,470 325,000 $ 1,531,476 $ 1,651,500 $ 1,445,360 $ 1,550,500 $ 1,610,470 COMMUNICATIONS ENGINEERING* MISSION STATEMENT: The Communications Engineering Division provides design and oversight construction management for police, fire, emergency medical services, and city public services in the building of communications systems including wireless networks, two-way radio, fiber optic, and microwave. The division also monitors contracts, licenses, leases, and franchises with telecommunications providers operating within City of Tucson jurisdiction. 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 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 200 99% 150 99% 150 99% 150 99% 150 99% 99% 12 99% 12 99% 12 99% 12 99% 12 *To improve organizational efficiency the communications and network functions have been consolidated in Information Technology by transferring data services, telecommunications systems, communications engineering, and network design from the General Services Department. 336 INFORMATION TECHNOLOGY Communications Engineering (Continued) KEY MEASURES OF PERFORMANCE 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 long distance carriers Design and review telecommunication systems (fiber optics, local and wide area networks, microwave, and radio). • Number of systems designed and reviewed 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 Achieve an excellent rating for services delivered by the division in a survey of department representatives. • Percent of services receiving excellent rating Actual FY 2003 Adopted FY 2004 15 5 2 15 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 5 5 5 3 16 3 16 2 2 2 2 12 12 12 12 12 $ 61,250 $ 20,000 $ 20,000 $ 20,000 $ 20,000 6 5 5 5 5 95% 95% 95% 95% 95% RESOURCE SUMMARY Position Resources Financial Resources General Fund General Fund: Restricted Financial Resources Total 2.00 2.00 1.00 21.00 21.00 $ 223,040 100,500 $ 166,370 9,500 $ 74,540 9,500 $ 1,770,840 49,210 $ 1,882,790 48,920 $ 323,540 $ 175,870 $ 84,040 $ 1,820,050 $ 1,931,710 337 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 on-going information technology support. KEY MEASURES OF PERFORMANCE Actual FY 2003 Adopted FY 2004 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% Complete all application projects within one week of scheduled date. • Number of projects • Percent of total projects 80 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% Estimated FY 2004 Adopted FY 2005 Approved FY 2006 60 90% 60 90% 60 90% 70 90% 70 90% 70 90% 70 90% 120 90% 120 90% 120 90% 120 90% RESOURCE SUMMARY Position Resources Financial Resources General Fund 23.00 24.00 24.00 24.00 24.00 $ 1,692,981 $ 1,841,300 $ 1,872,800 $ 1,994,960 $ 2,121,330 338 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, timely printed materials, and reliable and cost-effective telephone systems. KEY MEASURES OF PERFORMANCE Actual FY 2003 Adopted 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 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 Ensure accurate city financial reports and customer billings through accurate keypunching transactions. • Number of error-free transactions (000s) • Total keypunch transactions (000s) Ensure that desktop hardware service vendors respond to service requests within four hours. • Number responded to within four hours • Total number of service requests Adopted FY 2005 Approved FY 2006 2,831 2,860 2,831 2,860 2,831 2,860 3,245 3,380 3,245 3,380 3,245 3,380 3,245 3,380 878 878 878 878 878 896 896 896 896 896 335 350 350 350 350 353 400 400 400 400 339 Estimated FY 2004 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 prime-use 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 Achieve a level of 90% or greater departmental user satisfaction for telecommunications services. • Percent of surveyed customers indicating above average or excellent Ensure 99% availability to the Computer Aided Dispatch, Emergency Medical Billing System, and Field Reporting System server and applications. • Percentage • Hours Actual FY 2003 Adopted FY 2004 99% 99% 60% Estimated FY 2004 Adopted FY 2005 Approved FY 2006 99% 99% 99% 70% 70% 70% 70% 95% 95% 95% 95% 95% 86% 90% 90% 90% 90% N/A N/A N/A N/A N/A N/A 99.99% 875,912 99.99% 875,912 RESOURCE SUMMARY Position Resources Financial Resources General Fund General Fund: Restricted Financial Resources Total 35.50 33.00 33.00 33.00 33.00 $ 5,933,779 -0- $ 6,346,790 -0- $ 6,272,740 65,000 $ 6,833,650 100,000 $ 7,027,430 100,000 $ 5,933,779 $ 6,346,790 $ 6,337,740 $ 6,933,650 $ 7,127,430 340 PROCUREMENT OPERATING: $ 3,391,470 POSITION TOTAL: 65.00 ADMINISTRATION REPROGRAPHICS MAIL SERVICES STORES PURCHASING SERVICES CONTRACTING DESIGN AND CONSTRUCTION CONTRACTING PROGRAM ALLOCATION FINANCING PLAN Mail Services 9% Purchasing 18% Design and Construction Contracting 2% Services Contracting 24% General Fund 100% Administration 18% Stores 29% Reprographics* 0% *See Appendix B for the Reprographics pre-credit budget detail. TEN YEAR STAFFING TRENDS Adopted Positions 90.00 75.00 76.00 77.00 1999 2000 72.00 75.00 1998 80.00 1997 81.00 82.00 77.00 75.00 72.00 70.00 341 2004 2003 2002 2001 1996 1995 60.00 342 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, Services Contracting, Mail Services, Purchasing, and Design and Construction Contracting. 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 has developed a Five-Year Strategic Plan to create an environment that promotes trust, confidence, and partnerships while meeting the diverse needs of its customers and the community. In conjunction with Procurement’s strategic plan, four key result areas have been identified: maximize competition with professional integrity; increase customer satisfaction; continue improvement and best use of technology; and expand cooperative partnerships. In conjunction with its on-going automation plans, the Procurement Department is also focusing efforts on replacing the inventory management system. The replacement system will be part of an enterprise-wide software system. The Procurement Department received the Achievement of Excellence in Procurement award from the National Purchasing Institute, one of only six purchasing organizations to receive the award for eight 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 nonTucson 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 73% of annual purchases to vendors within the local metropolitan area. 343 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 Management Program Board. 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. The Living Wage Ordinance increases the ability of employees to support themselves and their families, decreases poverty, and reduces the need for taxpayer-funded social services in Tucson. The Procurement Department is responsible for monitoring compliance with the ordinance. 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 2003 Adopted FY 2004 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 6.00 11.00 27.00 10.00 6.00 12.00 5.00 6.00 10.00 26.00 10.00 6.00 12.00 5.00 4.00 10.00 26.00 10.00 6.00 11.00 8.00 4.00 10.00 16.00 10.00 6.00 11.00 8.00 4.00 10.00 16.00 10.00 6.00 11.00 8.00 77.00 75.00 75.00 65.00 65.00 POSITION SUMMARY PERMANENT Administration Reprographics Stores Services Contracting Mail Services Purchasing Design and Construction Contracting Department Total 344 PROCUREMENT Department Resources (Continued) Actual FY 2003 Adopted FY 2004 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 FINANCIAL SUMMARY Administration Reprographics* Stores Services Contracting Mail Services Purchasing Design and Construction Contracting Department Total $ 655,351 92,489 1,150,684 489,021 243,527 675,956 116,946 $ 667,060 -0909,590 632,870 250,130 666,050 64,460 $ 540,220 (38,570) 804,070 570,050 161,940 553,970 247,930 $ 619,120 -0984,910 803,730 301,260 596,540 85,910 $ 645,010 -0989,890 729,250 369,610 637,210 93,560 $ 3,423,974 $ 3,190,160 $ 2,839,610 $ 3,391,470 $ 3,464,530 $ 3,447,430 385,702 2,104,157 1,800 (2,515,115) $ 3,266,450 449,390 2,264,420 78,500 (2,868,600) $ 2,977,820 463,260 2,221,130 46,000 (2,868,600) $ 3,967,610 807,190 2,277,800 46,000 (3,707,130) $ 4,221,080 676,030 2,277,860 46,000 (3,756,440) $ 3,423,974 $ 3,190,160 $ 2,839,610 $ 3,391,470 $ 3,464,530 $ 3,423,974 $ 3,190,160 $ 2,839,610 $ 3,391,470 $ 3,464,530 $ 3,423,974 $ 3,190,160 $ 2,839,610 $ 3,391,470 $ 3,464,530 CHARACTER OF EXPENDITURES Personal Services Services Commodities Equipment Inter-Activity Transfers Department Total SOURCE OF FUNDS General Fund Department Total *The net budget for Reprographics is zero, because costs are recovered by charging other departments for printing services through inter-activity transfers. See Appendix B for budget details. SIGNIFICANT CHANGES Fiscal Year 2005 The adopted operating budget for Fiscal Year 2005 of $3,391,470 reflects an increase of $201,310 from the Fiscal Year 2004 Adopted Budget. Funding has been added to ensure the recruitment and retention of employees, including merit-based raises, a 2% market-based compensation adjustment, coverage for health insurance, and pension increases. Other significant changes are as follows: ♦ A change in the formula for allocating maintenance and related facility costs will result in a $385,550 transfer from the General Services Department. ♦ Efficiency improvements will be accomplished through the transfer of Auto Stores to the General Services department including $283,080 and ten positions. ♦ Completion of the Online Procurement Integration System (OPIS) will result in a decrease of $154,190. ♦ Completion of projects and acquisitions begun in Fiscal Year 2004 will be funded through a $119,430 carryforward. 345 PROCUREMENT Significant Changes (Continued) Fiscal Year 2006 The operating budget for Fiscal Year 2006 of $3,464,530 reflects an increase of $73,060 from Fiscal Year 2005. Funding has been added to ensure the recruitment and retention of employees, including merit-based raises, marketbased compensation adjustments, coverage for health insurance, and pension increases. . 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) Key Outcomes Receive revenues from the sale of surplus city property. Percent of purchasing dollars awarded to local vendors. Actual FY 2003 Adopted FY 2004 10 13 $ 121,283 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 13 14 15 $ 140,000 $ 124,000 $ 125,000 $ 126,000 $ 998,665 $ 810,000 $ 1,000,000 $ 1,025,000 $ 1,035,000 67.7% 73.0% 73.0% 73.0% 73.0% RESOURCE SUMMARY Position Resources Financial Resources General Fund 6.00 6.00 4.00 4.00 4.00 $ 655,351 $ 667,060 $ 540,220 $ 619,120 $ 645,010 346 PROCUREMENT REPROGRAPHICS MISSION STATEMENT: The Reprographics Division provides responsive, quality, in-house reprographic services to 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 Actual FY 2003 Adopted FY 2004 1,934 2,199 2,710 2,420 64% 99% Estimated FY 2004 Adopted FY 2005 Approved FY 2006 1,600 2,300 1,650 2,350 1,675 2,375 75% 75% 75% 75% 96% 96% 96% 96% RESOURCE SUMMARY Position Resources Financial Resources* General Fund 11.00 10.00 10.00 10.00 10.00 $ 92,489 $ -0- $ (38,570) $ -0- $ -0- *The net budget for Reprographics is zero, because costs are recovered by charging other departments for printing services through inter-activity transfers. See Appendix B for budget details. 347 PROCUREMENT STORES MISSION STATEMENT: The Stores Division operates three warehouses and manages a $1.3 million supply inventory needed for the daily operation of all city departments; 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 Actual FY 2003 Adopted FY 2004 Key Outputs Process and deliver requested materials to user departments and offices. • Number of orders delivered 3,215 4,400 Reconcile on-hand quantities for stock inventory items. • Number of stock items reconciled* 16,864 Key Outcomes Fulfill customer requirements for inventory items. • Percent processed and delivered within three working days of request Limit the amount of losses through the reconciliation of inventory. • Value of inventory ($000s)* • Percent of inventory losses Estimated FY 2004 Adopted FY 2005 Approved FY 2006 3,000 3,200 3,300 19,000 17,000 13,000 13,000 99% 96% 99% 97% 98% $ 1,799 .035% $ 1,800 .050% $ 2,230 .040% $ 1,300 .050% $ 1,400 .050% RESOURCE SUMMARY Position Resources Financial Resources General Fund 27.00 26.00 26.00 16.00 16.00 $ 1,150,684 $ 909,590 $ 804,070 $ 984,910 $ 989,890 *Auto Stores is transferred to General Services in Fiscal Year 2005 including ten positions. This results in reductions in various measures. The reduction to the budget of $283,080 is offset by the transfer of maintenance and facility costs from General Services. 348 PROCUREMENT SERVICES CONTRACTING MISSION STATEMENT: The Services Contracting Division meets the needs of city departments by contracting for professional and non-professional services, ensuring that all contracts are solicited, evaluated, awarded, and administered in accordance with applicable federal, state, and local laws. KEY MEASURES OF PERFORMANCE Key Outputs Contract for professional and professional services.* non- Award purchase orders.* 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** • Percent of purchase orders issued within the department standard of 28 calendar days** Actual FY 2003 Adopted FY 2004 110 120 900 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 50 50 50 800 600 575 575 N/A N/A N/A 85% 85% N/A N/A N/A 90% 90% *Purchase orders have decreased due to citywide/multi-use and renewable term purchase orders. **Information not available until Online Procurement Integration System (OPIS) upgrade is complete. RESOURCE SUMMARY Position Resources Financial Resources General Fund 10.00 10.00 10.00 10.00 10.00 $ 489,021 $ 632,870 $ 570,050 $ 803,730 $ 729,250 349 PROCUREMENT 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 barcoded postal mail (000s) • Number of pieces - outgoing postal mail (000s) • Number of water bills processed (000s) Key Outcomes Save three cents per piece by barcoding postal mail. • Amount saved Actual FY 2003 Adopted FY 2004 N/A N/A 5,845 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 840 1,040 1,050 5,600 5,850 5,910 5,970 2,745 2,950 2,880 2,900 2,930 N/A N/A $ 25,200 $ 30,000 $ 31,200 RESOURCE SUMMARY Position Resources Financial Resources General Fund 6.00 6.00 6.00 6.00 6.00 $ 243,527 $ 250,130 $ 161,940 $ 301,260 $ 369,610 350 PROCUREMENT 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 Actual FY 2003 Adopted FY 2004 8,850 7,500 167 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 7,500 7,000 7,000 180 170 150 150 N/A N/A N/A 90% 90% N/A N/A N/A 90% 90% *Purchase orders have decreased due to citywide, multi-use, and blanket purchase orders. **Process improvements, including the recent adoption of the revised Tucson Procurement Code, will decrease the number of purchase orders and contracts awarded. ***Information not available until Online Procurement Integration System (OPIS) upgrade is complete. RESOURCE SUMMARY Position Resources Financial Resources General Fund 12.00 12.00 11.00 11.00 11.00 $ 675,956 $ 666,050 $ 553,970 $ 596,540 $ 637,210 351 PROCUREMENT DESIGN AND CONSTRUCTION CONTRACTING MISSION STATEMENT: The Design and Construction Contracting Division manages the procurement of professional consultants and contractors for the City of Tucson to ensure the provision of competent and qualified design and construction services at a fair price, and protects the public interest by maximizing each dollar spent, while complying with current laws and regulations, and providing timely, ongoing contract administration for our customers. KEY MEASURES OF PERFORMANCE Key Outputs Award contracts for design, construction, and construction services.* • Number of job order contracts awarded • Number of construction manager atrisk contracts awarded • Number of design build contracts awarded 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** • Total dollar amount of projects awarded under job order contracts (millions) • Total dollar amount of Construction Manager at-risk contracts awarded (millions) Actual FY 2003 Adopted FY 2004 29 85 N/A Estimated FY 2004 Adopted FY 2005 Approved FY 2006 85 120 120 N/A N/A 18 18 N/A N/A N/A 7 7 N/A N/A N/A 1 1 N/A N/A N/A 95% 95% N/A N/A N/A $ 1.5 $ 1.5 N/A N/A N/A $ 3.5 $ 3.5 *Increase in contracts due to the division’s reorganization of construction contracting. **Information not available until Online Procurement Integration System (OPIS) upgrade is complete. RESOURCE SUMMARY Position Resources Financial Resources General Fund 5.00 5.00 8.00 8.00 8.00 $ 116,946 $ 64,460 $ 247,930 $ 85,910 $ 93,560 352 NON-DEPARTMENTAL The Non-Departmental category contains program budgets that cannot be associated with any specific department. These programs are Outside Agencies, General Expense, and Debt Service. Actual FY 2003 Adopted FY 2004 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 PERMANENT General Expense 5.75 4.75 7.75 4.75 4.75 Total 5.75 4.75 7.75 4.75 4.75 POSITION SUMMARY FINANCIAL SUMMARY Outside Agencies General Expense Debt Service Contingency Fund $ Operating Total Capital Improvements Total 6,689,552 1,683,301 41,530,340 -0- $ 7,553,340 1,742,820 52,414,030 46,970 $ 7,549,430 1,490,720 50,814,030 -0- $ 3,723,490 $ 3,723,490 6,697,750 4,888,930 48,242,650 57,436,340 -0-0- 49,903,193 7,989,723 61,757,160 18,700,300 59,854,180 7,056,580 58,663,890 18,693,100 66,048,760 -0- $ 57,892,916 $ 80,457,460 $ 66,910,760 $ 77,356,990 $ 66,048,760 CHARACTER OF EXPENDITURES Personal Services Services Commodities Equipment Debt Service Other Inter-Activity Transfers Operating Total Capital Improvements Total $ 1,778,424 $ 2,557,700 $ 3,871,980 $ 3,519,330 $ 3,848,900 4,426,664 2,384,680 3,056,010 5,154,030 5,354,670 703,086 510,760 510,760 397,280 397,280 359,907 900,000 549,910 -0-043,477,820 53,715,170 52,115,170 48,892,480 58,025,360 5,609,142 8,173,180 6,319,240 5,973,140 5,973,140 (6,451,850) (6,484,330) (6,568,890) (5,272,370) (7,550,590) 49,903,193 7,989,723 61,757,160 18,700,300 59,854,180 7,056,580 58,663,890 18,693,100 66,048,760 -0- $ 57,892,916 $ 80,457,460 $ 66,910,760 $ 77,356,990 $ 66,048,760 353 NON-DEPARTMENTAL Non-Departmental (Continued) Actual FY 2003 Adopted FY 2004 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 $ 12,131,594 295,000 51,036 $ 11,984,250 3,260,000 -0- $ 12,168,350 909,910 -0- $ 16,658,390 1,600,730 -0- $ 20,598,450 1,600,720 -0- 256,223 254,010 254,010 251,310 253,110 105,280 102,080 102,080 585,460 582,060 800,000 4,400,000 4,400,000 800,000 1,300,000 2,163,056 46,510 1,440,840 37,960 1,571,350 37,960 749,110 37,930 1,083,420 37,930 19,241,890 23,055,320 23,055,320 21,336,520 23,098,280 14,585,180 16,294,550 16,294,550 16,548,380 17,398,730 2,570 2,570 2,570 2,570 2,570 136,025 9,660 -0- 117,690 7,890 800,000 117,690 7,890 800,000 85,610 7,880 -0- 85,610 7,880 -0- 4,975 74,194 -0-0- -0132,500 -0-0- -0-0- $ 49,903,193 $ 61,757,160 $ 59,854,180 $ 58,663,890 $ 66,048,760 $ $ 850,000 1,000,000 6,650,000 $ 2,461,100 1,500,000 831,180 $ $ 720,039 -0-0987,339 10,200,300 -0-0-0- 2,264,300 -0-0-0- 7,553,100 840,000 9,500,000 -0- Capital Funds Total $ 7,989,723 $ 18,700,300 $ 7,056,580 $ 18,693,100 $ Total $ 57,892,916 $ 80,457,460 $ 66,910,760 $ 77,356,990 $ 66,048,760 SOURCE OF FUNDS OPERATING FUNDS General Fund General Fund: Restricted Library Fund: Other Agency Contributions Public Safety Academy Fund: Other Agency Fees Transportation Enterprise Area Management (TEAM)/ ParkWise Fund Capital Agreement Fund: Pima Association of Governments Highway User Revenue Fund Community Development Block Grant Fund General Obligation Bond Debt Service Fund Street and Highway Revenue Bond Debt Service Fund Public Housing Conventional/ Development Fund Public Housing Section 8 Fund H.O.M.E. Program Federal Highway Administration Grants Miscellaneous Federal Grants Miscellaneous Non-Federal Grants Operating Funds Total CAPITAL FUNDS General Fund General Fund: Restricted General Fund: Restricted Trust Reserves Certificates of Participation TEAM/ParkWise Fund TEAM: Certificates of Participation 1965 and 1973 General Obligation Bond Funds 467,468 -05,814,877 354 800,000 -0-0- -0-0-0-0-0-0-0-0- 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. Actual FY 2003 Adopted FY 2004 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 $ 1,070,304 3,050,800 1,156,219 212,370 24,749 $ 1,129,400 3,994,580 1,070,000 189,010 27,040 $ 1,129,400 3,994,580 1,070,000 189,010 23,130 $ 1,129,400 662,580 904,190 189,010 27,040 $ 1,129,400 662,580 904,190 189,010 27,040 92,250 1,082,860 82,110 1,061,200 82,110 1,061,200 50,070 761,200 50,070 761,200 $ 6,689,552 $ 7,553,340 $ 7,549,430 $ 3,723,490 $ 3,723,490 787,860 295,000 5,606,692 701,200 360,000 6,492,140 701,200 360,000 6,488,230 401,200 360,000 2,962,290 401,200 360,000 2,962,290 $ 6,689,552 $ 7,553,340 $ 7,549,430 $ 3,723,490 $ 3,723,490 $ 6,292,902 295,000 101,650 $ 7,092,760 360,000 100,580 $ 7,088,850 360,000 100,580 $ 3,262,910 360,000 100,580 $ 3,262,910 360,000 100,580 $ 6,689,552 $ 7,553,340 $ 7,549,430 $ 3,723,490 $ 3,723,490 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) 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 - Recommended Biennial Budget, Fiscal Years 2005 and 2006. 355 NON-DEPARTMENTAL Outside Agencies (Continued) Actual FY 2003 Adopted FY 2004 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 PROGRAM SUMMARIES Payments to Other Governments Pima Animal Control Center Pima Association of Governments Victim Witness Program Program Sub-Total Economic Development Tucson Downtown Alliance* Greater Tucson Economic Council Southern Arizona Tech Council Microbusiness Advancement Center Metropolitan Tucson Convention and Visitors Bureau* Program Sub-Total Cultural Enrichment Tucson-Pima Arts Council Tucson Arts District Partnership** 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 $ 740,224 293,630 36,450 $ 825,500 271,450 32,450 $ 825,500 271,450 32,450 $ 825,500 271,450 32,450 $ 825,500 271,450 32,450 $ 1,070,304 $ 1,129,400 $ 1,129,400 $ 1,129,400 $ 1,129,400 $ $ $ 332,000 510,300 119,070 33,210 3,000,000 $ -0510,300 119,070 33,210 -0- $ -0510,300 119,070 33,210 -0- 322,000 540,000 126,000 37,800 2,025,000 332,000 510,300 119,070 33,210 3,000,000 $ 3,050,800 $ 3,994,580 $ 3,994,580 $ 662,580 $ 662,580 $ $ $ 691,030 165,810 12,020 54,070 14,420 85,790 46,860 $ 691,030 -012,020 54,070 14,420 85,790 46,860 $ 691,030 -012,020 54,070 14,420 85,790 46,860 $ 1,070,000 $ 904,190 $ 904,190 731,250 186,300 12,679 60,750 16,200 96,390 52,650 $ 1,156,219 691,030 165,810 12,020 54,070 14,420 85,790 46,860 $ 1,070,000 *Funding for Tucson Downtown Alliance ($332,000 for Fiscal Year 2005 and 2006) and The Metropolitan Tucson Convention and Visitors Bureau ($3,100,000 for Fiscal Year 2005 and $3,308,180 for Fiscal Year 2006) has been transferred to the General Expense section of the Non-Departmental budget. **Funding for Tucson Arts District Partnership ($165,810) was reallocated to City Co-Sponsored Events in the General Expense Budget. 356 NON-DEPARTMENTAL Outside Agencies (Continued) Actual FY 2003 Community Health and Safety Community Safety/Crime Prevention Association Community Mediation Program 88-Crime 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 Annual Community Events Southern Arizona Regional Science and Engineering Fair Pima Community College Job Fair Fort Lowell Soccer Shoot-Out*** Tucson Gem and Mineral Society Perimeter Bicycling Association of America (El Tour de Tucson)*** Program Sub-Total $ 16,830 Adopted FY 2004 $ 14,980 Estimated FY 2004 $ 14,980 Adopted FY 2005 $ 14,980 Approved FY 2006 $ 14,980 61,610 18,630 58,150 54,830 16,580 51,750 54,830 16,580 51,750 54,830 16,580 51,750 54,830 16,580 51,750 36,900 20,250 32,840 18,030 32,840 18,030 32,840 18,030 32,840 18,030 $ 212,370 $ 189,010 $ 189,010 $ 189,010 $ 189,010 $ 5,520 8,070 3,059 $ 4,920 7,210 3,790 $ 4,920 7,210 3,790 $ 4,920 7,210 3,790 $ 4,920 7,210 3,790 -0- 3,910 -0- 3,910 3,910 8,100 7,210 7,210 7,210 7,210 $ 24,749 $ 27,040 $ 23,130 $ 27,040 $ 27,040 $ 9,000 $ 8,010 $ 8,010 $ 8,010 $ 8,010 10,800 11,700 36,450 24,300 $ 92,250 9,610 10,410 32,450 21,630 $ 82,110 9,610 10,410 32,450 21,630 $ 82,110 9,610 -032,450 -0$ 50,070 9,610 -032,450 -0$ 50,070 ***Funding for the Fort Lowell Soccer Shoot-Out ($10,410) and El Tour de Tucson ($21,630) has been moved to City Co-Sponsored Events in the General Expense budget. 357 NON-DEPARTMENTAL Outside Agencies (Continued) Actual FY 2003 Adopted FY 2004 $ 1,082,860 $ 1,061,200 $ 1,061,200 $ 761,200 $ 761,200 Program Sub-Total $ 1,082,860 $ 1,061,200 $ 1,061,200 $ 761,200 $ 761,200 Total All Outside Agencies $ 6,689,552 $ 7,553,340 $ 7,549,430 $ 3,723,490 Other Agencies Tucson Community Cable Corporation (Access Tucson) Estimated FY 2004 Adopted FY 2005 Approved FY 2006 $ 3,723,490 SIGNIFICANT CHANGES Fiscal Year 2005 The adopted operating budget for Fiscal Year 2005 of $3,723,490 reflects a decrease of $3,829,850 from the Fiscal Year 2004 Adopted Budget. This decrease is primarily due to transferring the funding for the Metropolitan Tucson Convention and Visitors Bureau ($3,100,000) and the Tucson Downtown Alliance ($332,000) to the NonDepartmental, General Expense budget. As part of a consolidated program for city co-sponsored events, the funding for El Tour de Tucson ($21,630) and the Fort Lowell Soccer Shoot-out ($10,410) has been transferred to the NonDepartmental, General Expense budget to fund the City Co-Sponsored Events program. Unallocated arts funding ($165,810) was also transferred to the General Expense budget. Funding for Access Tucson was decreased $300,000 with an understanding that $150,000 in funding may be restored through collaboration and efficiencies realized by working with Channel 12. Fiscal Year 2006 The adopted operating budget for Fiscal Year 2006 of $3,723,490 reflects no change from the Fiscal Year 2005 adopted operating budget. 358 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 2003 Adopted FY 2004 5.75 4.75 5.75 4.75 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 7.75 4.75 4.75 7.75 4.75 4.75 POSITION SUMMARY PERMANENT General Expense* Program Total FINANCIAL SUMMARY Geographical Information Systems Other General Government Expense Cultural/Educational Youth Travel A-7 Grant Funded Projects* A-7 Ranch Operations* Tucson Convention Center Switchgear Project Transfers from Contingency Fund Other General Expenditures Rio Nuevo Project Staff** Oro Valley Library Reimbursement Golf Reimbursement Fund Quality Lease & Development Indirect Cost Administrative Support-Highway User Revenue Fund Budget Unallocated Qwest Fee El Con Property Rio Nuevo Housing Site Receivables Write-Off Back to School Bash Senior Women's Conference City Co-Sponsored Events Metropolitan Tucson Convention and Visitors Bureau (MTCVB) Downtown Tucson Alliance Retiree Medical Insurance Program Total $ 7,279 $ 80,420 $ 80,420 $ 80,420 $ 80,420 1,886,876 1,198,000 1,436,950 1,595,500 1,601,220 18,000 -0- -0- -0- -0- 117,974 213,571 693,701 -0-0900,000 202,190 210,740 549,910 -0-0-0- -0-0-0- 163,393 -0-051,036 -02,000,000 -0-0- 32,380 -0-0-0- 12,190 3,655,000 -0-0- -02,000,000 -0-0- 100,516 192,949 (4,504,370) 124,576 101,650 -0(4,639,490) 161,190 101,650 -0(4,639,490) 161,190 98,600 -0(5,778,680) 310,750 95,460 -0(6,422,040) 327,930 -0435,003 44,666 267,106 239,750 -0-0-0-0- 42,000 -0-0-0-0-0-0-0-0- -0400,000 -0-0-0-0-0-0-0- -0-0-0-0-02,000 400 405,850 3,100,000 -0-0-0-0-0-0-0405,850 3,308,180 -01,631,275 -01,899,050 -02,954,780 332,000 2,883,720 332,000 3,159,910 $ 1,683,301 $ 1,742,820 $ 1,490,720 $ 6,697,750 $ 4,888,930 *Funding for the A-7 Ranch, with 3 grant funded positions, was not included in the Fiscal Year 2004 Adopted Budget; however, the ranch continues to operate. **Expenses transferred to Rio Nuevo non-city funds. 359 NON-DEPARTMENTAL General Expense (Continued) Actual FY 2003 Adopted FY 2004 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 $ 1,778,424 3,638,804 408,086 359,907 2,450 (4,504,370) $ 2,557,700 1,683,480 150,760 900,000 1,634,070 (5,183,190) $ 3,871,980 2,354,810 150,760 549,910 (168,990) (5,267,750) $ 3,519,330 4,752,830 37,280 -03,010,850 (4,622,540) $ 3,848,900 4,953,470 37,280 -03,010,850 (6,961,570) $ 1,683,301 $ 1,742,820 $ 1,490,720 $ 6,697,750 $ 4,888,930 $ 1,428,520 -051,036 $ (1,318,370) 2,900,000 -0- $ 516,610 549,910 -0- $ 5,387,000 1,000,000 -0- $ 3,561,000 1,000,000 -0- 124,576 4,975 74,194 161,190 -0-0- 291,700 -0132,500 310,750 -0-0- 327,930 -0-0- $ 1,683,301 $ 1,742,820 $ 1,490,720 $ 6,697,750 $ 4,888,930 CHARACTER OF EXPENDITURES Personal Services Services Commodities Equipment Other Inter-Activity Transfers Program Total SOURCE OF FUNDS General Fund General Fund: Restricted Library Fund: Other Agency Contributions Highway User Revenue Fund Miscellaneous Federal Grants Miscellaneous Non-Federal Grants Program Total SIGNIFICANT CHANGES Fiscal Year 2005 The adopted operating budget for Fiscal Year 2005 of $6,697,750 reflects an increase of $4,954,930 from the Fiscal Year 2004 Adopted Budget. Most of this increase is due to the transfer of funding for the Metropolitan Tucson Convention and Visitors Bureau and the Tucson Downtown Alliance from the Outside Agencies budget to the General Expense budget. Other significant increases include: ♦ An increase in retiree medical insurance due to early retirement incentives offered during Fiscal Year 2003, as well as increased premiums. ♦ Consolidation of a program for city co-sponsored events which includes the transfer of $197,850 from Outside Agencies. ♦ Carryforward to complete contingency fund allocations. ♦ A funding set aside to offset lost revenue anticipated from deferring the start up of the new residential refuse fee to August 1st. ♦ Completion of the Tucson Convention Center switchgear replacement project begun during Fiscal Year 2004. Fiscal Year 2006 The adopted operating budget for Fiscal Year 2006 of $4,888,930 includes a decrease of $1,808,820 from Fiscal Year 2005. This decrease is primarily due to the one-time set aside in Fiscal Year 2005 to cover lost residential refuse fee revenues that is not required for Fiscal Year 2006. 360 NON-DEPARTMENTAL DEBT SERVICE (Excluding Environmental Services, 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 2003 Adopted FY 2004 Estimated FY 2004 Adopted FY 2005 Approved FY 2006 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 $ 896,030 $ 6,379,070 $ 6,379,070 $ 849,470 $ 1,318,920 652,998 659,430 659,430 1,693,410 1,687,670 906,450 406,893 4,837,219 907,510 332,600 4,779,550 907,510 332,600 3,179,550 907,130 321,310 6,580,430 909,970 376,290 12,640,480 19,241,890 14,585,180 3,680 23,055,320 16,294,550 6,000 23,055,320 16,294,550 6,000 21,336,520 16,548,380 6,000 23,098,280 17,398,730 6,000 $ 41,530,340 $ 52,414,030 $ 50,814,030 $ 48,242,650 $ 57,436,340 CHARACTER OF EXPENDITURES Personal Services Debt Service Inter-Activity Transfers Program Total 43,477,820 (1,947,480) $ 41,530,340 53,715,170 (1,301,140) $ 52,414,030 52,115,170 (1,301,140) $ 50,814,030 48,892,480 (649,830) $ 48,242,650 58,025,360 (589,020) $ 57,436,340 *See Tucson City Golf detail on page 156, Environmental Services detail on page 178, and Tucson Water detail on page 216. 361 NON-DEPARTMENTAL Debt Service (Continued) Actual FY 2003 Financial Resources General Fund $ 4,410,172 General Fund: Restricted -0Public Safety Academy Fund: Other 256,223 Agency Fees TEAM / Parkwise Fund 105,280 Capital Agreement Fund: Pima 800,000 Association of Governments Highway User Revenue Fund 1,936,830 Community Development Block 46,510 Grant Fund General Obligation Bond Debt 19,241,890 Service Fund Street and Highway Revenue Bond 14,585,180 Debt Service Fund Public Housing 2,570 Conventional/Development Fund Public Housing Section 8 Fund 136,025 H.O.M.E. Grants 9,660 Federal Highway Administration -0Grants Program Total $ 41,530,340 Adopted FY 2004 $ 6,162,890 -0254,010 Estimated FY 2004 $ 4,562,890 -0254,010 $ Adopted FY 2005 Approved FY 2006 8,008,480 240,730 251,310 $ 13,774,540 240,720 253,110 102,080 4,400,000 102,080 4,400,000 585,460 800,000 582,060 1,300,000 1,179,070 37,960 1,179,070 37,960 337,780 37,930 654,910 37,930 23,055,320 23,055,320 21,336,520 23,098,280 16,294,550 16,294,550 16,548,380 17,398,730 2,570 2,570 2,570 2,570 117,690 7,890 800,000 117,690 7,890 800,000 85,610 7,880 -0- 85,610 7,880 -0- $ 52,414,030 $ 50,814,030 $ 48,242,650 $ 57,436,340 SIGNIFICANT CHANGES Fiscal Year 2005 The adopted budget for Fiscal Year 2005 of $48,242,650 reflects a decrease of $4,171,380 from the Fiscal Year 2004 Adopted Budget. Significant changes include the following: ♦ All projects from the state’s Highway Expansion and Extension Loan Program (HELP), with the exception of the street project from Ajo Way to the Rodeo Grounds, have been postponed, decreasing annual repayments by $5.5 million. ♦ General obligation bonds used for environmental service projects will be repaid from the Environmental Services Enterprise Fund established in Fiscal Year 2005, reducing General Fund debt service by $1.9 million. ♦ Additional certificates of participation to be sold for new projects and equipment increase debt service by $1.7 million. ♦ Principal payments for Business Development Finance Corporation debt service increased $1 million due to maturing securities. 362 NON-DEPARTMENTAL Debt Service - Significant Changes (Continued) Fiscal Year 2006 The adopted budget for Fiscal Year 2006 of $57,436,340 reflects an increase of $9,193,690 from Fiscal Year 2005 primarily due to the following: ♦ Additional certificates of participation to be issued for new projects and equipment increases funding by $6.4 million. ♦ The debt service for a new sale of general obligation bonds in 2005 will have annual payments of $1.7 million. ♦ Debt service for street and highway revenue bonds increased $850,000 based on new sales and repayment schedules. 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 enhancements for eligible roadway projects. Interest rates are generally below market rates, 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 interest 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, 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 2005 and 2006 budgets include capacity for new debt financing of the emergency communication system, the Pennington Street Garage, and a police substation. 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. 363 NON-DEPARTMENTAL Debt Service (Continued) DEBT SERVICE - EXISTING BONDS (AS OF JULY 1, 2003)* PRINCIPAL AND INTEREST Business Fiscal Development Year Finance Ending Corporation 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 $ 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 -0-0-0-0-0-0-0- Hi Corbett Field Certificates of Participation $ Other Certificates of Participation General Obligation Bonds** 901,505 901,130 903,965 904,409 902,042 902,120 903,020 901,540 -0-0-0-0-0-0-0-0- $ 4,899,652 3,728,320 2,966,210 2,969,243 2,561,378 2,563,216 2,624,026 1,434,211 1,432,771 530,294 533,354 530,054 525,821 530,446 528,490 530,477 $ 22,101,640 21,936,896 21,922,592 22,427,865 23,054,900 23,280,710 23,381,510 23,482,072 23,696,030 23,706,993 23,217,880 23,783,855 24,871,733 25,766,338 26,950,863 27,619,563 Street and Highway Bonds $ Total 13,388,771 15,794,425 16,287,325 16,221,060 16,189,030 16,384,485 16,421,000 15,895,425 15,737,900 14,079,375 13,758,375 13,690,687 13,624,063 11,010,813 11,094,563 -0- $ 41,935,995 44,039,179 43,752,759 44,197,570 44,386,022 44,803,904 45,005,154 43,386,686 42,542,701 38,316,662 37,509,609 38,004,596 39,021,617 37,307,597 38,573,916 28,150,040 2020 2021 -0-0- -0-0- 531,161 195,545 28,307,513 17,031,425 -0-0- 28,838,674 17,226,970 Total $ 14,047,576 $ 7,219,731 $ 29,614,669 $ 426,540,378 $ 219,577,297 $ 696,999,651 *Does not include indebtedness of enterprise funds (Tucson Water and Tucson City Golf). ** Includes indebtedness of proposed Environmental Services Fund. 364 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. 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 the 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. 365 NON-DEPARTMENTAL Debt Management Policy (Continued) 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 fiveyear period. As of July 1, 2003, the city had sold $75,360,000 of general obligation bonds, $35,500,000 in street and highway revenue bonds, and $96,338,000 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 2005, the required levy to cover existing debt and debt from planned sales is estimated at $21,336,520, a decrease of $1,718,800 over the levy for Fiscal Year 2004. The decrease is due to the debt service on outstanding bonds for Environmental Services being defrayed by the proposed Environmental Services Fund. However, the debt service on these bonds remains guaranteed by the secondary property tax levy. The Fiscal Year 2005 secondary property rate is estimated at $0.8316 per $100 of assessed valuation, a decrease of $0.1164 from the Fiscal Year 2004 actual rate of $0.948. The actual rate for Fiscal Year 2005 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 2005 will be $13,388,771, a decrease of $2,905,779 from the adopted budget for Fiscal Year 2004. 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. 366 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, 2003 (unaudited) ($000s) General Obligation Bonds Utility Purpose Other Purposes and Open Spaces 6% 20% Assessed Valuation - $2,268,733 Debt Limitation Total Bonded Debt Less Bonds Excluded from Limitation: Street and Highway Water Utility Revenue Bonds Special Assessment Bonds Debt Subject to Limitation $ 136,124 $ 453,747 $ 84,671 $ 182,318 $ 51,453 $ 271,429 $ 758,754 153,545 333,665 4,555 $ 266,989 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. 367 NON-DEPARTMENTAL Debt Management Policy (Continued) DIRECT AND OVERLAPPING DEBT FOR FISCAL YEAR 2003 Amount ($000s) Net Direct Bonded Debt Estimated Overlapping Debt Total Ratio of Debt to Assessed Value Market Value Debt per Capita $ 263,794 11.60% 1.50% $ 511.01 540,119 23.80% 2.00% 1,046.30 $ 803,913 35.40% 3.50% $ 1,557.31 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 Senior Lien Certificates of Participation 368 Moody's Standard & Poors Aa2 AA Aa3 A1 A+ A Aa3 A1 A+ AA- RATIO OF NET GENERAL BONDED DEBT TO ASSESSED VALUE AND NET BONDED DEBT PER CAPITA LAST TEN FISCAL YEARS (as of June 30, 2003) FISCAL YEAR FY 1994 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 1995 FY 1996 FY 1997 FY 1998 FY 1999 FY 2000 FY 2001 FY 2002 FY 2003 438,000 448,000 449,000 459,000 466,538 476,406 486,810 498,307 508,271 516,220 1,486,797 1,546,772 1,568,514 1,598,796 1,818,909 1,875,875 1,945,168 2,048,621 2,138,461 2,268,733 151,724 173,559 194,854 201,534 209,159 217,274 211,169 223,569 243,099 266,989 2,199 4,476 5,056 5,517 4,012 1,586 315 1,209 1,503 3,195 149,525 169,083 189,798 196,017 205,147 215,688 210,854 222,360 241,596 263,794 10.1% 10.9% 12.1% 12.3% 11.3% 11.5% 10.8% 10.9% 11.3% 11.6% 341.38 377.42 422.71 427.05 439.72 452.74 433.13 446.23 475.33 511.01 369 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 2003 Adopted FY 2004 $ -0- $ 46,970 $ -0- Estimated* FY 2004 Adopted FY 2005 Approved FY 2006 $ -0- $ -0- $ -0- $ 46,970 $ -0- $ -0- $ -0- $ -0- $ 46,970 $ -0- $ -0- $ -0- $ -0- $ 46,970 $ -0- $ -0- $ -0- $ -0- $ 46,970 $ -0- $ -0- $ -0- $ -0- $ 46,970 $ -0- $ -0- $ -0- 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 2005 In Fiscal Year 2004 the Mayor and Council eliminated the contingency fund except for $46,970 carried forward from Fiscal Year 2003. Carryforward of $12,190 from Fiscal Year 2004 is budgeted in the General Expense budget for Fiscal Year 2005. 370