CITY OF TUCSON, ARIZONA Adopted Budget Fiscal Year 2018 Effective July 1, 2017 Mayor and Council HONORABLE JONATHAN ROTHSCHILD Mayor REGINA ROMERO Ward One SHIRLEY SCOTT Ward Four PAUL CUNNINGHAM Ward Two RICHARD FIMBRES Ward Five City Administration MICHAEL J. ORTEGA, P.E. City Manager ALBERT ELIAS Assistant City Manager JOYCE GARLAND, CPA CFO/Assistant City Manager KARIN UHLICH Ward Three STEVE KOZACHIK Ward Six DISTINGUISHED BUDGET PRESENTATION AWARD The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award to the City of Tucson, Arizona for its annual budget for the Fiscal Year beginning July 1, 2016. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan, and as a communication device. The award is valid for a period of one year. We believe our current budget continues to conform to program requirements, and we are submitting it to GFOA to determine its eligibility for another award. TABLE‡of‡CONTENTS City‡of‡Tucson‡Organization‡Chart‡Fiscal‡Year‡2017/18............................................................................ City‡of‡Tucson‡Officials‡and‡Directors....................................................................................................... Budget‡Calendar‡for‡Fiscal‡Year‡2017/18................................................................................................... Community‡Profile ..................................................................................................................................... How‡to‡Use‡This‡Budget............................................................................................................................. i ii iii iv xi SECTION A CITY MANAGER'S MESSAGE City‡Manager€s‡Message ............................................................................................................................ A-1 Budget‡Overview........................................................................................................................................ A-5 SECTION B POLICIES and LEGAL REQUIREMENTS Financial‡Policies‡and‡Practices ................................................................................................................. Debt‡Management‡Policy ........................................................................................................................... Legal‡Requirements Imposed‡by‡the‡State......................................................................................................................... Imposed‡by‡the‡Tucson‡City‡Charter ................................................................................................ Statement‡Required‡by‡Arizona‡Revised‡Statutes‡42-17102 ...................................................................... Resolution‡No.‡22729‡adopting‡the‡Budget‡for‡Fiscal‡Year‡2017/18 ......................................................... B-1 B-4 B-8 B-10 B-12 B-13 SECTION C FUNDING SOURCES Revenues‡Fiscal‡Year‡2017/18‡Total........................................................................................................... General‡Fund .............................................................................................................................................. Special‡Revenue‡Funds............................................................................................................................... Enterprise‡Funds ......................................................................................................................................... Debt‡Service‡Funds..................................................................................................................................... Capital‡Projects‡Funds ................................................................................................................................ Internal‡Service‡Funds ................................................................................................................................ Fiduciary‡Funds .......................................................................................................................................... Summary‡of‡Projected‡Fund‡Balance ......................................................................................................... C-1 C-2 C-11 C-15 C-18 C-20 C-21 C-22 C-30 TABLE‡of‡CONTENTS SECTION D DEPARTMENT BUDGETS Expenditures‡Fiscal‡Year‡2017/18‡Total .................................................................................................... Summary‡of‡Expenditures‡by‡Department ................................................................................................ Mayor‡and‡Council .................................................................................................................................... City‡Attorney ............................................................................................................................................. City‡Clerk .................................................................................................................................................. City‡Court .................................................................................................................................................. City‡Manager ............................................................................................................................................. Environmental‡and‡General‡Services ........................................................................................................ Finance ...................................................................................................................................................... Housing‡and‡Community‡Development .................................................................................................... Human‡Resources ...................................................................................................................................... Information‡Technology ............................................................................................................................ Parks‡and‡Recreation ................................................................................................................................. Planning‡and‡Development‡Services ......................................................................................................... Procurement............................................................................................................................................... Public‡Defender ......................................................................................................................................... Transportation............................................................................................................................................ Tucson‡City‡Golf ....................................................................................................................................... Tucson‡Convention‡Center ........................................................................................................................ Tucson‡Fire ................................................................................................................................................ Tucson‡Police............................................................................................................................................. Tucson‡Water ............................................................................................................................................. Pension‡Services ........................................................................................................................................ General‡Government ................................................................................................................................. Four-Year‡City‡Staffing‡Comparison......................................................................................................... Departmental‡Position‡Resources.............................................................................................................. Departmental‡Performance‡Measures........................................................................................................ D-1 D-2 D-5 D-9 D-13 D-17 D-23 D-27 D-33 D-37 D-41 D-47 D-53 D-59 D-63 D-67 D-69 D-75 D-79 D-83 D-89 D-95 D-101 D-103 D-106 D-107 D-141 TABLE‡of‡CONTENTS SECTION E CAPITAL IMPROVEMENT PROGRAM Overview‡of‡the‡Five-Year‡Capital‡Improvement‡Program ...................................................................... Summary‡Tables Table‡I,‡Summary‡by‡Department..................................................................................................... Table‡II,‡Summary‡by‡Funding‡Source ............................................................................................. Table‡III,‡Summary‡of‡CIP‡Impact‡on‡the‡Operating‡Budget ........................................................... Table‡IV,‡Projects‡with‡Pima‡County‡Funding.................................................................................. Table‡V,‡Projects‡with‡Development‡Impact‡Fees ............................................................................ Department‡Programs ................................................................................................................................ E-1 E-7 E-8 E-10 E-15 E-16 E-18 SECTION F GLOSSARY Glossary‡of‡Terms...................................................................................................................................... F-1 Acronyms‡and‡Initialisms.......................................................................................................................... F-7 CITY OF TUCSON ORGANIZATION CHART FISCAL YEAR 2017/18 Citizens Mayor and Council City‡Clerk City Manager City‡Attorney Management‡Assistant Chief Financial Officer/ Assistant City Manager Assistant City Manager Environmental‡and‡General Services City‡Court Finance Housing‡and‡Community Development Communication‡and Public‡Information Human Resources Parks‡and‡Recreation Economic‡Initiatives Information‡Technology Planning‡and‡Development Services Emergency Management Internal Audit Transportation Independent‡Police‡Auditor Procurement Tucson‡Water Intergovernmental‡Relations Public‡Defender Tucson‡Fire Tucson‡Police i CITY OF TUCSON ORGANIZATION CHART FISCAL YEAR 2017/18 Citizens Mayor and Council City Clerk City Manager City Attorney Management Assistant Chief Financial Officer/ Assistant City Manager Assistant City Manager Environmental and General Services City Court Finance Housing and Community Development Communication and Public Information Human Resources Parks and Recreation Economic Initiatives Information Technology Planning and Development Services Emergency Management Internal Audit Transportation Independent Police Auditor Procurement Tucson Water Intergovernmental Relations Public Defender Tucson Fire Tucson Police i CITY OF TUCSON OFFICIALS and DIRECTORS OFFICIALS l City Manager, Michael J. Ortega, P.E. l Assistant l City Manager, Albert Elias Chief Financial Officer/Assistant City Manager, Joyce Garland, CPA l City Attorney, Mike Rankin l City Clerk, Roger Randolph COMMUNITY ENRICHMENT and DEVELOPMENT l l Housing and Community Development, Sally Stang Parks and Recreation, Interim, Joan Stauch l l Planning and Development Services, Interim, Scott Clark Transportation, Daryl Cole l Tucson City Golf, Greg Jackson Tucson Convention Center, Greg Jackson l PUBLIC SAFETY and JUSTICE SERVICES l City Court, Antonio Riojas l Public Defender, Mary Trejo l Tucson Fire, James Critchley, Jr. l Tucson Police, Chris Magnus PUBLIC UTILITIES l Environmental and General Services, Carlos De La Torre l Tucson Water, Tim Thomure SUPPORT SERVICES l l Finance, Pete Saxton, CPA l Human Resources, Interim, Ana Urquijo Information Technology, David Scheuch l Procurement, Marcheta Gilliespie Special Thanks to the Budget Staff l Budget Administrator, Vivian Newsheller Todd Bullington Antonio Figueroa l David Ortega Rosanne Channell William Knowles l Alicia Roberson Lynn Erbe Diane Link l Joseph Ware l l l l l l Acknowledgment Graphic Artist, Katherine Roberts, for Cover Design and Images ii BUDGET CALENDAR FOR FISCAL YEAR 2017/18 March 28, 2017 Regular Special Meeting: Retreat. Review of Fiscal Year 2017/18 Budget. April 5, 2017 Study Session: Discussion of Fiscal Year 2017/18 Budget. April 19, 2017 Study Session: Discussion of Special Revenue and Enterprise Funds; and Consideration of Retirement Incentive for Certain PSPRS Employees. May 9, 2017 Study Session: Submission of the City Manager’s Recommended Fiscal Year 2017/18 Budget, including the Five-Year Capital Improvement Program. May 23, 2017 Study Session: Discussion of Recommended Fiscal Year 2017/18 Budget. Regular Agenda: Public Hearing on the Recommended Fiscal Year 2017/18 Budget. Regular Agenda: Adoption of a Tentative Budget for Fiscal Year 2017/18. June 6, 2017 Regular Agenda: Public Hearing on the Fiscal Year 2017/18 budget as tentatively adopted. Special Agenda: Mayor and Council meeting for the purpose of final budget adoption. June 20, 2017 Regular Agenda: Adoption of Fiscal Year 2017/18 property tax levies. iii COMMUNITY PROFILE A Fantastic Place to Live and Visit With a culturally diverse population of more than 529,000, Tucson is Arizona’s second largest city, with a metropolitan area exceeding 1.1 million people. Surrounded by four majestic mountain ranges and nestled in the heart of a lush Sonoran Desert valley, Tucson offers residents and visitors the climate, attractions, amenities, and opportunities that create an unparalleled and authentic life experience. With 350 days of sunshine, Tucson is a destination for outdoor enthusiasts. Hikers and walkers can visit both Sentinel Peak, also known as “A” Mountain, and Tumamoc Hill to get in a great workout and experience two of the best views of the valley from the same place that our region’s first native inhabitants did more than 2,000 years ago. If cycling is your thing, then you can take advantage of the most comprehensive and top-rated network for active cyclists in the nation with 620 miles of dedicated roadway bike lanes and The Loop, a 131 mile paved shared-use path that encircles the metro area. Mountain Bikers are not left out either as Tucson is also home to the world-renowned Fantasy Island Mountain Biking Park. Of course swimming, tennis, and golf opportunities abound at municipal and private facilities throughout the city and region, offering exceptional experiences at any budget. For those who are more focused on a nature experience over sport, birding, stargazing, and horseback-riding are amazing ways to connect with the Sonoran Desert. Some of the attractions that draw families and children of all ages, including the “young at heart,” are the Reid Park Zoo, a 24-acre campus that houses hundreds of animals in naturalistic exhibits like the Expedition Tanzania elephant exhibit which saw its first elephant birth in 2014, bringing us the amazing baby Nandi, the Tucson Children’s Museum, the Tucson Botanical Gardens, and the Pima Air and Space Museum. Nationally known regional attractions that highlight our unique ecosystem, natural beauty, and culture include the Arizona Sonoran Desert Museum, Saguaro National Monument East and West, Mt. Lemmon, the Kitt Peak National Observatory, and Mission San Xavier del Bac. Tucson’s vibrant and growing downtown is crowded with theaters, performance spaces, locally owned shops, and restaurants. It is the place to experience so much of the best that our community has to offer including; our vibrant arts community that includes a symphony, an opera company, 18 art galleries, the Tucson Museum of Art and the Museum of Contemporary Art, live music and entertainment events at historic venues like the Fox Theater, Rialto Theater, Hotel Congress, Temple of Music and Art, and the renewed Tucson Arena, our many diverse cultural and outdoor festivals held throughout the year, like Tucson Meet Yourself, the All Souls Procession, Dia de San Juan, the Fourth Avenue Street Fair, and the Tucson Gem and Mineral Show that brings gem, mineral, and fossil dealers from around the world to display and sell their precious wares to global buyers, collectors, and the fascinated public. More than 55 thousand visitors to this annual event held over the first two weeks of February generate an estimated $120 million in direct spending for the region. iv COMMUNITY PROFILE The Downtown, Mercado, 4th Avenue, UofA Main Gate Square, Main Campus, and Medical Center areas are easier to access thanks to the investments made in our Sun Link Streetcar system and the construction and modernization of our parking infrastructure. The modernization includes adjacent transit multistory parking garages and electronic on street parking meters that can be paid for via SunGo phone apps or credit cards as well as cash. Sun Link will celebrate the completion of its third year of operation on July 25th and has been a great success for our community. More than 2 million riders have used Sun Link to date and our community has experienced a huge economic benefit from the more than $900 million of combined public and private investment projects under construction or completed, including two new hotels, student rental housing, marketrate rental apartments, market-rate residential housing, commercial retail, and corporate headquarters along its 3.9 mile loop. We Mean Business Tucson has long been recognized as a center for the defense, aerospace, astronomy, and medical-health services industries and is now receiving global and national attention for its emerging presence as a center for logistics, mining technology, solar, optics, and biotechnology. Under the leadership of Tucson’s Mayor and Council, our community has entered into a new era of cooperation and collaboration with our economic development partners, the State of Arizona, Pima County, Rio Nuevo, and Sun Corridor Inc., that has transformed our business environment and successfully attracted major investment and job creation by global and national corporations. Some of the successes include: • Caterpillar, Inc. in May 2016 chooses Tucson as the new location for its Surface Mining and Technology offices bringing 600 projected new Arizona jobs over five years and an estimated economic impact of $600 million. • HomeGoods in October 2016 opens its 850,000 square foot distribution center for business initially providing 400 new jobs, with full employment expected to reach 900, and an estimated economic impact of $830 million. • Raytheon in November 2016 announces expansion plans that will add 1,975 new jobs at an average wage of $110,000 annually, require a capital investment of $233.8 million, and have an estimated economic impact of $2.4 million annually. • Hexagon Mining in March 2017 announced the selection of downtown Tucson, and the new City Park project, for the relocation and expansion of their corporate headquarters bringing their existing 140 jobs, adding 120 jobs with an average salary of $110,000 annually, investing $9.4 million, and having a total economic impact of $224 million. In August of 2016 Bloomberg reported that Tucson had the third-fastest job growth rate of any metro area in the nation and in May of 2017 the Arizona Office of Economic Opportunity reported a 4.4% unadjusted unemployment rate for the Tucson MSA. v COMMUNITY PROFILE Tucson is home to Davis-Monthan Air Force Base, our longtime partner, whose mission supports over 7,000 military and 2,700 civilian jobs, as well as 4,123 indirect jobs and provides services to more than 19,000 local retirees. It has an estimated economic impact of more than $1.5 billion to our community. Tucson’s Mayor and Council work closely with Arizona’s Federal delegation and local community support organizations to ensure that Davis-Monthan’s current mission is supported and that the base is positioned to adapt to the future needs of our nation. The Tucson International Airport (TUS) is a cornerstone of our logistics and tourism industries. TUS is a Port of Entry with 24-hour customs and immigration services. At 8,300 acres, TUS is the 10th largest commercial airport in the nation, by land area. TUS has both existing facilities and development sites available airside and landside for business and industry to explore. Six airlines, including the four largest U.S. airlines: Delta, United, Southwest, and American operate from TUS, as well as Alaska Airlines and Aeromar. Together they provide nonstop service to 19 cities and some 350 connections worldwide for almost 3.3 million passengers. TUS also supports the 162nd Wing of the Air National Guard, which conducts national and international training operations for the F-16 Fighting Falcon. The 162nd Wing is the second largest ANG wing in the country and sits on 92 acres next to the TUS. It shares use of the runway, security and fire control with the airport. The wing has three flying squadrons consisting of more than 70 F-16 aircraft. The wing employs approximately 1,100 full-time members, and 600 drill status Guardsmen who report for duty one weekend per month and an additional two weeks per year. Workforce Development Tucson has amazing workforce development assets in the University of Arizona (UA) and Pima Community College (PCC). The UA is Arizona’s premier research university and is ranked 21st among the top of public research universities nationwide and 34th overall in research investment by the National Science Foundation for investing more than $606 million annually. It is the recipient of more NASA grants for space exploration research than any other university. Its Eller College of Management’s McGuire Entrepreneurship Program has been ranked the No. 2 public undergraduate and No. 3 public graduate program in the nation by Entrepreneur magazine and the Princeton Review. The UA faculties have a global reputation for innovative research and are helping create the next generation of knowledgeable workers. PCC offers 185 transfer and occupational programs across 6 campuses and 4 learning centers. The college also customizes workforce training for regional employers, with training for approximately 5,600 employees annually. For many of its 40-plus years, PCC has ranked among the ten largest multi-campus community colleges in the nation. vi COMMUNITY PROFILE City Government By charter from the State of Arizona, the City of Tucson is governed by a Mayor and Council. Council member candidates are nominated in primary elections in each of the six wards, but are elected in citywide elections. The mayor is nominated and elected citywide. The Mayor and Council set policy and appoint a city manager to provide the general supervision and direction for city government operations. Tucson is the county seat for Pima County which is the second largest county in population in Arizona. Demographics Tucson has grown: 45th largest city in 1980, 34th largest in 1990, the 30th largest in 2000, and the 32nd largest in 2010. Tucson is the second largest city in Arizona behind Phoenix. Population 1990 2000 2010 Tucson 405,371 486,699 520,116 Pima County 666,957 843,746 980,263 Land Area 1990 157.53 square miles 2000 195.5 square miles 2010 227.7 square miles Racial/Ethnic Composition, 2010 White, Non-Hispanic Hispanic/Latino Black/African American Native American Asian/Pacific Islander Other Two or more races vii Land Use, 2010 Undeveloped Residential Commercial Government Industrial Open Space Agricultural Other 40.3% 35.6% 4.2% 2.3% 2.6% 13.3% 1.7% 52.84% 22.5% 4.06% 3.26% 3.09% 2.59% 0.77% 10.89% Median Age 1990 30.8 years 2000 32.1 years 2010 34.2 years COMMUNITY PROFILE Economy Major Employers - Southern Arizona, 2016 (Number of full-time positions) University of Arizona Raytheon Missile Systems State of Arizona Davis-Monthan Air Force Base Tucson Unified School District Pima County Banner University Health Care U.S. Customs and Border Patrol Freeport-McMoran Copper and Gold, Inc. Walmart Stores, Inc. 11,235 9,600 8,524 8,335 7,134 7,023 6,542 6,470 5,800 5,400 Total Employment - Pima County Unemployment Rates - Pima County 2011 2012 2013 2014 2015 2011 2012 2013 2014 2015 478,153 484,803 490,005 495,697 500,592 Annual Rate of Earnings (Per worker in current dollars) $ $ $ $ $ 2012 2013 2014 2015 2016 45,384 46,034 46,123 46,638 48,055 Building Permits Issued Residential 2012 336 2013 490 2014 547 2015 346 2016 731 viii Commercial 104 136 146 74 99 7.2% 7.0% 6.6% 5.7% 5.7% COMMUNITY PROFILE City Services The City of Tucson is committed to providing appropriate and equitable levels of service to all of its citizens. Some examples are listed below. Environmental Services Tons of Waste Received at Los Reales Landfill Tons of Waste Collected by City of Tucson Refuse Services Tons of Material Recycled Parks and Recreation/Golf Resources Parks (district, neighborhood, school, regional, and open space) Recreation Centers Senior Centers Out of School Program Sites Senior Citizen Program Sites Swimming Pools Sites Splash Pad Sites Municipal Golf Courses Tennis Court Sites Ball Fields/Multipurpose Fields (including joint-use school parks) Public Safety Number of Authorized Sworn Police Personnel Number of Authorized Professional Staff Number of Service Calls Number of Authorized Commissioned Fire Personnel (including Paramedics) Number of Fire Stations Number of Fire Emergency Calls Number of Ambulance Transports (Advanced Life Support) Total Fire Response Time (including travel time; 90% of the time) Transportation Number of Street Miles Maintained Miles of Bikeways Miles of Drainageway Miles of Sidewalks Number of Street Lights Annual Miles of Fixed-Route Bus Service Annual Miles of Paratransit Service Annual Miles of Fixed-Rail Streetcar Service Number of Traffic Signals Tucson Water Miles of Water Lines Miles of Reclaimed Water Lines Number of Active Water Connections Millions of Gallons of Potable Water Storage Capacity Billions of Gallons of Potable Water Delivered Annually ix 605,000 223,500 32,000 164 17 3 24 11 25 2 5 19 225 850 323.5 286,811 643 22 91,964 18,665 8.4 min. 5,553 544 344 1,799 21,916 9,669,040 5,049,420 191,256 583 4,650 200 230,718 315.6 28.3 COMMUNITY PROFILE SELECTED ECONOMIC INDICATORS - TUCSON METRO AREA Calendar Year Description Projected 2016 2015 Personal Income ($Millions) Percentage Change from Prior Year Projected 2017 Projected 2018 $38,922 2.7 $40,090 3.0 $41,742 4.1 $43,815 5.0 $8,444 7.5 $8,559 1.4 $8,741 2.1 $8,937 2.2 Residential Building Permits (Units) Percentage Change from Prior Year 2,428 -25.3 3,048 25.5 3,658 20.0 3,911 6.9 Gasoline Sales (Millions of Gallons) Percentage Change from Prior Year 388.0 4.4 399.0 2.9 404.0 1.3 415.0 2.7 Population (000) Percentage Change from Prior Year 1,009.4 0.2 1,013.1 0.4 1,021.3 0.8 1,030.3 0.9 Real Per Capita Disposable Income Percentage Change from Prior Year $31,525 0.9 $31,829 1.0 $31,985 0.5 $32,543 1.7 Aggregate Earnings Rate Percentage Change from Prior Year $47,263 2.5 $48,055 1.7 $49,515 3.0 $50,887 2.8 Consumer Price Index (CPI) Western Region (Percent Change) 1.2 1.9 2.4 1.9 Personal Consumption Deflator (Percent Change) 0.3 1.1 1.8 1.4 Retail Sales-Excluding Food1 ($Millions) Percentage Change from Prior Year Source: Economic Outlook, June 2017, Economics and Business Research Center, Eller College of Management, The University of Arizona. 1 Calculated by combining retail sales (less food) with restaurant and bar sales. x HOW TO USE THIS BUDGET This document guide outlines the City of Tucson’s Fiscal Year 2017/18 Adopted Budget. Copies of the budget are available for viewing at the Joel D. Valdez Main Library, the City Clerk’s Office, and the Budget office. In addition, the budget may be viewed on the City of Tucson web site, https://www.tucsonaz.gov/finance/ budget. Information may be obtained by calling the Budget office at (520) 791-4551 or e-mailing the office at budget@tucsonaz.gov. The Adopted Budget is organized as follows. City Manager’s Message - This section includes the letter from the City Manager transmitting the budget to the Mayor and Council and an overview of the budget. In the transmittal letter, the City Manager highlights the strategic approach to maintaining the City financial strength. Policies and Legal Requirements - Financial policies and practices, debt management policy, and State and local legal provisions are presented, including the process for budget adoption and setting the property tax, public hearings, and a property tax summary. Funding Sources - This section of this document offers descriptions of the City’s funds, detailed discussion on the various revenue sources and includes a historical summary of certain revenues for each fund. Department Budgets - This section provides an overview of the departments’ budgets. Within each department is a summary of its services, significant changes, key measures of performance, descriptions of the department’s operating programs, and the financial and personnel resources that support each program. Capital Improvement Program - This section provides a summary of the approved Five-Year Capital Improvement Program. Glossary - The glossary and acronyms/initialisms define terms used in the budget. xi BUDGET OVERVIEW The Tucson City Charter requires the City Manager to submit a recommended budget for the following fiscal year on or before the first Monday in May, or on such a date in each year as shall be fixed by the Mayor and Council. The Mayor and Council review the City Manager’s recommended budget and as required by the State of Arizona, adopt a balanced budget on or before the third Monday in August. For Fiscal Year 2017/18, the recommended budget was submitted on May 9, 2017 and adopted by the Mayor and Council on June 6, 2017. The Fiscal Year 2017/18 Adopted Budget totals $1.430 billion. The total operating budgets for all funds is $983.4 million, an increase of $19.0 million or 1.9% over last year’s total operating budget of $964.4 million. The Capital Improvement Plan for Fiscal Year 2017/18 is $305.9 million, an increase of $36.2 million or 13.4% from last year’s total capital budget of $269.7 million. The City’s debt service obligations total $140.9 million, an increase of $2.8 million or 2.0% over Fiscal Year 2016/17 of $138.1 million. Capital, $305,919,910 21% Fiscal Year 2017/18 Total Budget $1.430 billion Debt Service Obligations, $140,877,730 10% Operating, $983,354,760 69% The City’s budget is comprised of a number of different funds which are set up to accomplish different functions. This allows for segregation and tracking of the cost for different city operations and programs. The overall increase from the Fiscal Year 2016/17 Adopted Budget of $1.372 billion to the Fiscal Year 2017/18 Adopted Budget of $1.430 billion is $58.0 million. The most significant factor attributing to increase is the passage of Proposition 101, Tucson Delivers initiative. On May 16, 2017, voters overwhelmingly approved this measure which adds a new half-cent sales tax for five years to fund public safety capital needs and road repairs. The tax goes into effect on July 1, 2017. Over the five year period, $250 million is projected to be collected with 60% to fund public safety vehicles, equipment replacements, and facility repairs. The remaining 40% of collections will be used to repair arterial and local streets. To ensure our good work, there will be two citizen oversight commissions, one for public safety purchases A-5 and another for road repairs. The amount budgeted for this program in this year’s budget is $50 million. The collections generated from this program will be segregated and tracked within two newly established special revenue funds. The following table shows the dollar amount budgeted for each fund type: Total Budget ($ millions) Adopted FY 16/17 Budget Fund Type General Fund Enterprise Funds Special Revenue Funds Internal Service Funds Capital Project Funds Debt Service Funds Fiduciary Funds Total $ $ Adopted FY 17/18 Budget Dollar Amount Change Increase/ (Decrease) 492.1 $ 55.9 339.7 20.1 308.4 43.3 18.1 (43.7) 138.3 (19.0) 48.8 (2.1) 84.8 3.5 1,430.2 $ 58.0 436.2 $ 319.6 265.1 61.8 157.3 50.9 81.3 1,372.2 $ Percent Change 12.8 % 6.3 % 16.3 % (70.7)% (12.1)% (4.1)% 4.3 % 4.2 % Revenues funding the operation of the government come from various sources. With the passage of the Proposition 101 measure, effective Fiscal Year 2017/18, the single largest source of revenue comes from business privilege tax which is 17.4% of the total revenues. The Proposition 101 measure increases the business privilege tax rate for most business activities from 2% to 2.5%; 2% of the collections are the major funding source for the General Fund and 0.5% is restricted for public safety capital needs and road repairs. The next largest source of revenue comes from public utility charges generated by Tucson Water and Environmental Services which are 17.2% of the total revenues. The following graph illustrates the City’s multiple funding sources for Fiscal Year 2017/18: Revenues Fiscal Year 2017/18 $1.430 billion Secondary Property Tax, 2.2% Business Privilege Tax, 17.6% Primary Property Tax, 1.1% Pension Trust, 1.6% Other Local Taxes, 3.4% Interdepartmental Charges, 1.1% Use of Bond and Longterm Debt Financing, 3.9% State-Shared Taxes, 9.9% Fines and Forfeitures, 0.8% Federal Grants, 8.2% Charges for Current Services, 4.5% Licenses and Permits, 2.1% Net Change of Fund Balance, 5.4% Public Utility Charges, 18.1% Other Agencies, 16.9% Other Miscellaneous Revenues, 3.2% A-6 City Property Taxes The City imposes two taxes on property within the city limits: a primary and secondary property tax. A single assessed value, called the Limited Property Value (LPV), is used for both the primary and secondary tax levies. The growth in the LPV is limited to no more than 5% per year, excluding new construction. The Arizona State Constitution limits the amount of ad valorem taxes levied by a city to an amount not to exceed 2% greater than the maximum allowable levy in the preceding year. This levy limitation permits additional taxes to be levied on new or annexed property which may be taxed at the allowable rate computed for property taxed in the preceding year. Property annexed by November 1 will be taxable in the following year. The Fiscal Year 2017/18 revenues reflect the 2% allowable increase. The combined property tax rate for the Fiscal Year 2017/18 Adopted Budget is $1.4342 per $100 of assessed valuation, which is a decrease of $0.1640 from the prior year. As allowed by state law, the City will adjust the primary property tax levy by the actual cost of involuntary torts or claims paid in Fiscal Year 2015/16. The involuntary tort levy amount is $205,000, which is $2,295,001 less than the amount from the prior year resulting in a decrease in the estimated primary tax by $0.0723 per $100 of assessed valuation. The involuntary tort revenue will be a reimbursement to the City’s Self Insurance Fund. There is a decrease to the secondary tax rate that is required to repay the annual general obligation bond principal and interest obligations. The $0.1640 decrease in the combined rate would mean a decrease of $16.40 annually for an owner of a home with a $100,000 actual valuation. Property Tax Comparison Change Actual Adopted Increase FY 16/17 FY 17/18 (Decrease) $ 0.4563 $ 0.4519 (0.0044) 0.0785 0.0062 (0.0723) 1.0634 0.9761 (0.0873) $ 1.5982 $ 1.4342 (0.1640) Rate Changes: Primary Property Tax Primary Property Tax - Involuntary Tort Secondary Property Tax Total General Fund Overview The City structurally balanced its budget through a number of initiatives such as reducing the number of full-time equivalent (FTE) positions through attrition, retirements, and combining functions. Although revenues have remained stable, the City continues to struggle to provide optimal service delivery to its citizens with its available funding sources. The major fiscal challenge the City continues to face is the increase in public safety pension contributions and health care benefits. The Fiscal Year 2017/18 Adopted Budget is structurally balanced primarily through cost cutting measures. Cash carryforward will be used to pay one-time expenses for employee distributions, election costs, new permitting system, Enterprise Resource Planning system, public safety vehicles, and other cost cutting measures such as reduction of positions vacated through attrition, department reorganizations, assessment and merging of functions, public safety retirement incentive, and reengineering of community programs. The Fiscal Year 2017/18 budget process began shortly after the first of the calendar year; beginning with revenue projections and discussions with staff on the projected expenditures for Fiscal Year 2017/18. On March 28, 2017, a Mayor and Council retreat was held to present an overview of the Fiscal Year 2016/17 projections to provide an understanding of what was being projected and how the projections would affect Fiscal Year 2017/18. A specific discussion was the Fiscal Year 2016/17 cash carry forward which was projected to be approximately $15.8 million and was later increased to $30.2 million primarily due to a legal settlement. There were many factors and actions attributing to the Fiscal Year 2016/17 cash carry forward such as maintaining a strict review of all vacancies before approving them to be filled; instituting a retirement incentive for Tucson Supplemental Retirement System (TSRS) members; combining of functions and departments such Finance and Budget, the Office of Integrated Planning with Planning and Development Services and Real Estate with the Transportation Department. A-7 The following chart illustrates the General Fund expenditures outpacing revenues through Fiscal Year 2014/15. On the other hand, starting in Fiscal Year 2015/16 revenues exceeded expenditures due to the sale of two large properties. The Fiscal Year 2016/17 revenue forecast is anticipated to exceed expenditures which is primarily due the use of prior year cash carry forward, maintaining a strict review of all vacancies before approving them to be filled, delays in the completion of projects, and other operating efficiencies. Unfortunately, this fiscal year, expenditures are projected to outpace revenues primarily due to the increase to public safety pension contributions, the replacement of 20 police officer positions, transition of 37 fire fighter positions, and medical insurance. The revenues in the chart do not include other funding sources (e.g. use of fund balance) and its uses related to debt restructuring. General Fund Expenditures and Revenues Fiscal Year 2009/10 - Fiscal Year 2017/18 $600.0 $500.0 $400.0 $300.0 $200.0 $100.0 $0.0 FY 09/10 FY 10/11 FY 11/12 FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 Adopted Adopted Taxes Other Agencies Charges for Services License and Permits Fines and Forfeitures Use of Money and Property Miscellaneous In-Lieu of Property Tax Expenditures General Fund Revenue The General Fund is the main operating fund for general government operations including Police, Fire, Parks and Recreation, Planning and Development Services. The Fiscal Year 2017/18 Adopted Budget includes a total of $543.7 million in General Fund revenue which is a $54.1 million increase or 11.0% more than the Fiscal Year 2016/17 Adopted Budget of $489.6 million. The City’s goal is to maintain its General Fund revenue base balanced between taxes, intergovernmental shared revenues, and other revenue sources such as: licenses and permits, user fees, and miscellaneous revenues. The General Fund is supported by business privilege tax revenue. The business privilege tax revenue of $199.4 million or 36.7% of the total represents the largest single source of General Fund revenue. Other local taxes, including utility, use, transient occupancy, and liquor taxes account for a total of $52.5 million or 9.7% of the total revenues. State-shared taxes (income, sales, and auto lieu) account for a total of $141.1 million or 25.9% of the total revenues. These revenues have a high potential for revenue fluctuations. A-8 Fiscal Year 2017/18 General Fund Revenues $543.7 million Charges for Services $63.3 11.6% Licenses and Permits $29.9 5.5% Primary Property Taxes $15.0 2.8% Other Local Taxes $52.5 9.7% Other Revenues $18.7 3.4% Fines and Forfeitures $10.5 1.9% Non-Recurring Funding Sources $13.4 2.5% State Shared Revenues $141.0 25.9% Business Privilege Tax $199.4 36.7% The City’s business privilege tax revenue continues to gradually increase particularly for retail and restaurant sales. The Fiscal Year 2017/18 Adopted Budget of $199.4 million is $3.1 million more than Fiscal Year 2016/17 projected revenues of $196.3 million. However, construction sales tax continues to remain flat since State laws limited what may be taxed in local jurisdictions. Those limits include disallowing commercial lease sales tax on lease arrangements between businesses owned by at least 80% of the same owners, and changing the rules regarding collection of contracting sales tax, and the definitions of “alteration” and “replacement” construction contracts. The City’s state shared revenue estimates used in the Fiscal Year 2017/18 Adopted Budget are based on the 2016 population estimates from the U.S. Census Bureau as stipulated by state statute. This fiscal year’s General Fund revenues are expected to increase significantly primarily due to the inclusion of $20.8 million from charges to Special Revenue and Enterprise Funds for fuel, vehicle, and facility maintenance which resulted from the elimination of the Fleet and General Services Internal Service Funds. The City also anticipates using assigned fund balance of $10.1 million to fund one-time expenditures. The assigned fund balance will be used to pay for employee distributions, election costs, a permitting system, the financial and human resource software system upgrade, and Tucson Fire and Police vehicles. Other revenues include proceeds of $2.5 million for the sale of real property and $4.0 million for the Energy Performance Contracting (EPC) program financing. The EPC program is discussed in more detail within Section D under Environmental and General Services Departments budget page D-28. A-9 General Fund Expenditures The single largest investment is in personnel at $333.9 million or 61.4% of total General Fund expenditures, an increase of $39.2 million from Fiscal Year 2016/17. Operating expenses, costs for post-employment, services, commodities, and capital equipment make up an additional $131.5 million or 24.2% of the total General Fund expenditures. Debt service obligations are $26.7 million or 4.9% and Investments to Other funds are $51.6 million or 9.5% of the total General Fund expenditures. Investments to Other funds are cash transfers to Mass Transit, Tucson Convention Center, and Development Fee Funds. Fiscal Year 2017/18 General Fund Expenditures $543.7 million Investments to Other Funds $51.6 9.5% Capital Equipment and Projects $8.6 1.6% Debt Service $26.7 4.9% Supplies $24.9 4.6% Services $88.5 16.3% Personnel $333.9 61.4% Retiree Medical Benefits $9.5 1.7% The General Fund is organized into six functions: the largest being Public Safety and Judicial Services; this function includes Police, Fire, City Court, and the Public Defender’s Office; Community Enrichment and Development includes the quality of life type services provided by the City’s Parks and Recreation Department, Planning and Development Services, Transportation, and Housing and Community Development; Elected and Official function includes Mayor and Council, City Manager, City Attorney, and City Clerk; Support Services function includes Finance, General Services, Human Resources, Information Technology, and Procurement; Public Utilities consists of code enforcement; General Government includes outside agencies, debt service, and general expense; and Investments to Other funds are primarily transfers to the Transit System and the Tucson Convention Center that cover the difference between the costs of operations and the revenue generated. A-10 Total General Fund Expenditures ($ millions) Adopted Adopted FY 16/17 FY 17/18 Budget Budget Function Elected and Official Public Safety and Justice Services Community Enrichment and Development Support Services Public Utilities General Government Investments to Other Funds Total $ $ 17.1 $ 252.0 37.0 63.8 3.1 63.2 53.4 489.6 $ 18.1 $ 276.1 41.4 91.9 1.8 62.8 51.6 543.7 $ Dollar Amount Change 1.0 24.1 4.4 28.1 (1.3) (0.4) (1.8) 54.1 Percentage Change 5.8% 9.6% 11.9% 44.0% -41.9% -0.6% -3.4% 11.0% The overall increase from the Fiscal Year 16/17 Adopted Budget of $489.6 million to the Fiscal Year 17/18 Adopted Budget of $543.7 million is $54.1 million. The major factors attributing to this overall budget increase are the following: Public Safety and Justice Services increased due to Police and Fire public safety pension contributions increased from $62.6 million in Fiscal Year 2016/17 to $83.0 million in Fiscal Year 2017/18. This is an increase of $20.4 million or 32.6% increase from the prior fiscal year. The increase is due to increasing pension liabilities. Support Services increased due to the elimination of Fleet and General Services Internal Service Funds. These functions will be accounted for in the General Fund. The change was made in order to move away from an Internal Service Fund (ISF) accounting methodology of cost recovery. Special Revenue and Enterprise Funds will continue to be billed for any services and goods provided by General Fund operations. Special projects funding is also included in this year’s budget. The first project is the Central Energy Plant connection to the Catholic Diocese is budgeted at $1.3 million. The purpose of the project is to maximize the use and share in fixed costs of the Central Energy Plant; an agreement with the Catholic Diocese has been developed to provide heating and cooling to the Cathedral Square. In addition, $4.0 million was added to finance an Energy Performance Contracting (EPC) program that is underway. This is an innovative financing technique and budget-neutral approach that uses costs savings from reduced energy consumption to pay and finance building system or component replacements or upgrades intended to reduce energy and water usage. The EPC contract approved vendor list and has selected three facilities as a pilot project: City Hall; Udall Park; and the Donna Liggins Recreation Center. Based on the outcomes of this project the City may move forward with more aggressive widespread investment through this contracting model. Other major factors increasing Public Safety and Justice Services include the replacement of twenty police officer positions above the Fiscal Year 2016/17 staffing plan which generated an increase to the budget of $2.3 million and $1.4 million was added to the budget for the transfer of 37 Fire Fighter positions from federal funding due to the end of the Staffing for Adequate Fire and Emergency Response (SAFER) grant. General Fund - Fund Balance Certain revenues are subject to constraints either externally imposed by creditors, grantors, contributors, laws or regulations of other government, or are imposed by law through constitutional provisions (i.e. state assessment fee, vehicle impoundment fee, forfeitures). If the City is unable to spend the restricted revenues by fiscal year end, then the remaining unexpended funds increase the General Fund’s restricted fund balance. A department may plan to spend the restricted funds in the following fiscal year. Mayor and Council established a Stabilization Fund within the Committed Fund Balance category with a minimum policy goal of 10% of prior year General Fund revenues or $49.5 million and a goal of 7% for the Unassigned Fund Balance. At the end of Fiscal Year 2015/16, the Stabilization Fund was $22.8 million, or 4.6% of operating revenues. The Unassigned Fund Balance, or residual net resources, was $28.3 million or 5.7% of revenues, which is near the Mayor and Council’s target of 7% minimum or $34.5 million to meet policy. A-11 The Fiscal Year 2016/17 revenues are projected to exceed expenditures by approximately $30.2 million. In large part, this is due to the City’s ongoing efforts to reduce costs. In addition, the General Fund received proceeds from a legal settlement. There were many factors and actions leading to the increase to fund balance such as maintaining a strict review of all vacancies, the institution of a PSPRS retirement incentives, the combining of functions and departments, continued evaluation of staffing resources and reorganized departments. The increase to fund balance will be set aside for the self-insurance medical plan, a fuel contingency account, one-time Fiscal Year 2017/18 expenditures, an additional payment to Tucson Fire and Police public safety retirement plan, and operating contingency account. The remaining balance will go to restricted and unassigned fund balance. Overall, for Fiscal Year 2017/18, the City is expecting to draw $10.1 million to pay for employee distributions, election costs, a permitting system, the financial and human resource software system upgrade, and Tucson Fire and Police vehicles from assigned fund balance. The following graph illustrates the General Fund actual and projected fund balance by category. The fund balance amounts do not include Non-spendable Fund Balance. General Fund Fund Balance $101.7 100 $90.9 30.1 $ (Millions) 80 30.5 $71.5 $56.3 60 $54.5 28.3 35.8 $46.5 16 15.7 40 12.8 1.7 6.5 4.3 8.5 20 27.7 28.4 29.6 31.3 31.3 31.3 0 4.3 5.4 4.9 3.4 4.5 4 FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17 Projected FY 17/18 Adopted Restricted Committed A-12 25.1 Assigned Unassigned Personnel Overview Salaries and benefits make up 44.9% of the total operating budget and 61% of the General Fund budget. Traditionally, these costs tend to increase at a higher rate than other operating costs. The City’s goal is to manage the decrease in the number of positions to the greatest extent possible through the combining of functions, reorganizations, and other efficiency enhancements. For Fiscal Year 2017/18, there is a decrease of 21 Full-Time Equivalents (FTEs) from 4,526 to 4,505. The General Fund FTEs are 3,231.45 in FY 17/18; an increase of 237.50 from FY 16/17 of 2,993.95. The changes to the General Fund FTE count include the additional 205 Fleet and General Services FTEs. In addition, Tucson Police officer positions per a previous staffing plan, the transfer of 37 Tucson Fire FTEs from federal funding due to the end of the Staffing for Adequate Fire and Emergency Response (SAFER) grant, and other miscellaneous reductions. Section D includes position details by department; see pages D-107 through D-140. The following chart illustrates the City of Tucson staffing levels for the last ten fiscal years: FTEs Historical Stafing Levels 7,000 6,000 5,000 4,000 3,000 2,000 1,000 0 6,028 08/09 5,628 09/10 5,419 10/11 4,944 4,937 4,918 4,782 4,782 4,526 4,505 11/12 12/13 13/14 14/15 15/16 16/17 17/18 Fiscal Year Salary and Benefits Costs The budget does not include any step or merit increases. The City is instituting alternative compensation plans. For example, the Tucson Water, Environmental Services, Housing and Community Development departments, and the Public Safety Communications Center implemented a skill based compensation plan to provide excellent customer service to the community. Medical health insurance costs will increase by 5.85%. The City negotiated a three-year rate guarantee for the City’s dental plans; Fiscal Year 2017/18 is the third year under the rate guarantee. In order to avoid impacting employees’ pay and to keep the plan design the same, the City will pay the increased costs for the medical insurance plans. Of the $441.8 million budgeted for salaries and benefits, employee health insurance costs are $46.8 million. In addition, as part of a comprehensive review of the City benefit package in Fiscal Year 2016/17, ongoing efforts to achieve continuous savings of approximately $2.1 million to convert from a fully insured medical plan to a minimum premium plan which lowers monthly payments and realizes premium tax savings. In Fiscal Year 2015/16, a reserve was established within the General Fund to support this effort. In order to recruit and retain quality employees in today’s market place, an initiative to improve employee benefits took place last fiscal year. A review was conducted by a team of City Deputy Directors at the request of the City Manager to propose new employee benefits. The team’s recommendations included increasing the vacation leave accrual rate and usage policy, provide six weeks of paid parental leave. Included in the this year’s General Fund budget is $0.5 million to expand the tuition reimbursement program, enhance the volunteer program, and establish an employee morale and recognition program. A-13 Pension costs are determined by an independent actuarial study. The Tucson Supplemental Retirement System (TSRS) employer pension rate is the same as Fiscal Year 2017/18 at 27.5%. In Fiscal Year 2017/18, general fund employee pension costs are $35.7 million, an increase of $1.2 million from the Fiscal Year 2016/17 adopted budget of $34.5 million. The increase is generated from the change in the forecasting methodology, to transition from the traditional entry level salary to mid-point salary in an effort to market our organization to attract the best and brightest. TSRS continues to perform strong given current assumptions. TSRS is cautious since we do not anticipate staffing levels to increase and in some areas may decrease over the next few years. The City realizes this could impact the forecasts and costs associated with operating the TSRS plan. The Police and Fire public safety pension increased from $62.6 million in Fiscal Year 2016/17 to $83.0 million in Fiscal Year 2017/18, an increase of $20.4 million or 32.6% increase from the prior fiscal year. The increase is due to using the actuarial recommended contribution amount instead of the recommended contribution rate. This approach was chosen in order to mitigate the City’s future obligations to the plan. In addition, The State of Arizona lost a lawsuit related to the funding of Public Safety pensions. One impact required the City to revert member contribution rates to 7.65 % from 11.65%. A second impact wast the City is required to return excess member contributions. These excess contributions are required to be repaid with interest. PSPRs cannot legally repay these excess contributions directly to participants, therefore, the City must repay the excess contributions as well as the interest. The City has since received amounts to pay our members, but is still waiting to receive the final interest rate from the State. The City has chosen to refund the excess contribution to members’ as a lump sum on August 4, 2017. Finally, the City received a memorandum from PSPRS on May 18, 2017 which discusses an unintended consequence of the emergency clause attached to HB2485 and the amendment to SB1442 affecting the amortization period of the unfunded liabilities associated with the retirement plan. The amendment provides employers the ability to choose a longer amortization period now and have it applied to their June 30, 2016 actuary valuation. The City elected not to extend its amortization period in order to increase funds paid into to the system, which will reduce the unfunded liability over twenty years and will provide a more financially viable program. A-14 The following table details the citywide personnel expenditures: Total Personnel Expenditures ($ millions) Personnel Costs Salaries and wages - permanent and non-permanent Extra and Overtime Employer Pension Contributions: Police Fire Tucson Supplemental Retirement System FICA Workers' Compensation Group Health Plans Compensation for earned leave accrual Sick leave paid out upon retirement Other Personnel expenditures 1 Total Dollar Amount Adopted Adopted Change FY 16/17 FY 17/18 Increase/ Percentage Budget Budget (Decrease) Change $ 228.2 $ 229.6 $ 1.4 0.6 % 17.3 20.3 3.0 17.3 % $ 36.9 25.7 34.5 10.8 6.6 44.8 2.5 0.3 2.6 410.2 $ 50.5 32.5 35.7 11.1 9.7 46.8 2.5 0.5 2.6 441.8 $ 13.6 6.8 1.2 0.3 3.1 2.0 — 0.2 — 31.6 36.9 % 26.5 % 3.5 % 2.8 % 47.0 % 4.5 % —% 66.7 % —% 7.7% ¹Other personnel expenditures include uniform allowance, second language pay, downtown employee allowance, state unemployment, meal allowance, paramedic certification, and fire prevention pay as approved by labor contracts. Other Funds Overview Tucson Water Utility Fund The Tucson Water Utility operating revenues are projected to be $199.0 million, an increase of 3.8% from the Fiscal Year 2016/17 projection of $197.1 million. On May 17, 2016, Mayor and Council approved a 7% revenue increase for two years ending in Fiscal Year 2017/18. This is the second year of the two-year water rate package; the average single family household will see an increase of approximately $3.00 per month. Fiscal Year 2017/18: $191.9 million of water sales revenue, of which $179.3 million is projected to be generated from existing rates and $12.5 million to be generated by an increase in water rates. Development of future multiyear rates will occur during the next budget cycle based on an assessment of operational and capital needs. Environmental Services Fund The operating budget for Environmental Services has been designed to provide quality services to the community and to align with the Long-Term Financial Sustainability Plan. This fiscal year’s budget includes a net revenue projection of $0.4 million from the Recyclables Resale Program. A recycling surcharge on each residential and commercial account is still in place in order to offset the recycling program revenue loss. Environmental Services will continue to monitor the rate in a quarterly basis and request for approval to adjust the rates as necessary. Fiscal Year 2017/18 will be the department’s fifth year replacing its collections fleet with clean natural gas fueled trucks and continues its commitment to replace the residential collection fleet, resulting in higher operating efficiencies, a drastically reduced particulate emissions, and reduced fuel cost. Environmental Services has invested in technology improvements, including location monitors and an Environmental/Regulator Data System to record test results. A-15 In December 2016, the Illegal Dumping program was implemented. Three Department of Corrections (DOC) crews of 6-8 inmates were established. The Environmental Services staff oversees the three crews and they are responsible for the program. Over 1,200 reported cases have been abated. Fleet and General Service Internal Service Funds Effective this fiscal year, Fleet and General Services Internal Service Funds were eliminated to move away from an Internal Service Fund (ISF) method of cost recovery. The Fleet and General Service functions will be account for in the General Fund. Special Revenue and Enterprise Funds will continue to be billed for any services and goods provided. This change translates to a shift in focus, from individual department decisions and transactional charges that are inherent in an ISF, to managing the City’s fleet as a whole and maintaining its buildings, facilities, and communications assets. The goal is to optimally manage and deploy its fleet and address significant maintenance activities given the annual funding available. Park Tucson Fund In Fiscal Year 2017/18, Park Tucson will implement a license plate recognition (LPR) system for its enforcement program, and will upgrade its permitting system to include an on-line option for monthly garage and lot permit-holders, as well as resident and non-resident on-street parking permit-holders. This will improve customer convenience and potentially, in conjunction with Park Tucson’s new enforcement system, allow for the introduction of new parking products and services. The LPR system and on-line permitting system working together may allow for a permit program eliminating the use of physical permits. The GoTucson Parking mobile app will soon incorporate the ability to pay for parking ticket fines directly from one's smart-phone. The Light Emitting Diode (LED) conversion at all six garages is complete. The projected savings on electricity will pay back projected financing costs. Highway User Revenue Fund (HURF) The City’s LED street light conversion project is near completion and it will continue to yield energy and electricity savings. The savings on electricity will be used to pay for financing costs. Another new program underway is a six month pilot program to encourage property owners to repair and/or replace their broken sidewalk and reduce potential tripping hazard to the public. The City will pay for the cost of labor for repair and replacement of broken sidewalk and the property owner will pay for the materials. Capital Improvement Program The Adopted Five-Year Capital Improvement Program (CIP) covering Fiscal Years 2017/18 through 2021/22 totals $1.1 billion. The Fiscal Year 2017/18 CIP plan is estimated at $305.9 million, $36.2 million more than Fiscal Year 2016/17. Section E of this book includes a complete listing of the proposed capital projects to be implemented during Fiscal Year 2017/18, summaries for each capital improvement fund and provide a five-year look into the future. A-16 The capital improvement plan budget is shown by department in the following chart: Fiscal Year 2017/18 CIP Budget by Department $305.9 million General Expense: $2.4: 0.8% Housing and Community Development: $3.0: 1.0% Parks and Recreation: $6.2: 2.0% Environmental and General Services: $17.0: 5.6% Transportation: $177.2: 57.9% Public Safety: $30.0: 9.8% Tucson Water: $70.2: 22.9% The Transportation Department’s Fiscal Year 2017/18 CIP plan is $177.2 million. The department has 59 projects in the plan with funding sources from the Regional Transportation Authority (RTA), Federal Highway Administration grants, Better Streets Improvement Fund, and general obligation bonds. Limited funding is provided from Highway User Revenue Fees, development fees, and Pima County bond proceeds. In November 2012, the voters approved a $100 million Road Recovery bond program to restore, repair, resurface, and improve defined streets inside the city limits. Fiscal Year 2017/18 includes the final installment of $20.0 million of General Obligation bonds. On May 16, 2017, voters approved Proposition 101 for a five-year, half-cent sales tax to fund road repairs. 40% of the funds collected over the five-year period will be spent to restore, repair, and resurface City streets. The projects will be determined by a citizen’s oversight commission and segregated in the Better Streets Improvement Fund. 60% of the fund collected over the five-year period will be spend on the capital needs of the Public Safety Department. Fiscal Year 2017/18 CIP plan includes $30 million for capital needs. The projects funded will be determined by a separate citizen’s oversight commission. Funding from enterprise fund CIP projects comes from operating funds revenues on a pay-as-you-go basis, as well as, from debt. The Tucson Water Department’s Fiscal Year 2017/18 budget is $70.1 million. The department has 69 projects in the plan with approximately $38.3 million in water main replacements, potable upgrades, meter replacements, and reservoir rehabilitation. A-17 The Environmental and General Services Department Fiscal Year 2017/18 budget is $17 million. This includes more that $7 million for landfill improvements and environmental protection, as well as $5 million for improvement to overall energy efficiency. Budget Development Process The budgetary process is governed by both State and City legal requirements and provides an opportunity for citizen comment. Within the framework of identified community priorities and policy initiatives, the Mayor and Council review the City Manager’s recommended budget and make adjustments as necessary. Following this review and public hearings to obtain taxpayer comments, the Mayor and Council adopt the budget and property tax levy. The budget calendar for Fiscal Year 2017/18 can be found on page iii. A-18 FINANCIAL POLICIES and PRACTICES In addition to legal requirements set by State law and the City Charter, the Mayor and Council adopted Comprehensive Financial Policies as recommended by the Government Finance Officers Association (GFOA) in December 2012 and approved a revision to the Policies in November 2014. These policies establish guidelines for the City’s overall fiscal planning and management and are intended to foster and support the continued financial strength and stability of the City as reflected in its financial goals. Following these principles will enhance the City’s financial health as well as its image and credibility with its citizens’, the public in general, bond rating agencies, and investors. It will protect the Council’s policy-making ability by ensuring important policy decisions are not controlled by financial problems or emergencies. The Comprehensive Financial Policies are available in their entirety on the City Finance Department’s website at https://www.tucsonaz.gov/files/finance/Comprehensive_Financial_Policies_Nov_2014.pdf. Balanced Budget The city shall adopt a balanced budget so expenditures approved for City purposes will not exceed the estimate of income expected from all sources, including available balances from prior years. This policy applies to expenditures and revenues within each fund such that each fund is individually balanced. Furthermore, one-time funding sources should only be used for one-time expenditures to avoid a future imbalance caused by funding recurring expenditures with one-time revenues or balances from prior years. Pursuant to the adopted Policies, the City of Tucson has adopted a structurally balanced budget and considered the long-term impact on the City’s financial health. The City will continue to maintain balanced operating budgets and reduce liabilities as quickly as possible. Operating Management Policies • Department directors are expected to manage their areas with the overall financial health of the City in mind and to look for effective and efficient ways to deliver quality services to our citizens while meeting the goals of the City Council. • All personnel requests must be fully justified to show they will either meet new program purposes or maintain or enhance service delivery. • Revenue projections will be based on historical trends by developing base lines for ongoing types of revenues. Conservative but realistic revenue projections will be prepared to assess the limits of budget appropriation. • User fees and charges, which are approved by the City Council, will be periodically analyzed and updated to ensure sufficient cost recovery. • Development fees will be reviewed each year and adjusted if necessary. • Each department will create performance measurements to make sure the goals and objectives of the department are obtained in an efficient and effective manner. • Investments of cash funds will be maintained in accordance with the City Charter and State Statutes. • The City will pursue outstanding collections through revenue collectors and perform audits on businesses to ensure compliance with the State and City Tax Code. Capital Management Policy The purpose of the Capital Improvement Program (CIP) is to systematically plan, schedule, and finance capital projects to ensure cost-effectiveness as well as conformance to established policies. • The City will develop, maintain, and revise when necessary a continuing CIP. • The CIP must include a list of proposed capital improvements with cost estimates, funding sources, time schedules for each improvement, and estimated operating and maintenance costs. • The CIP will cover a five-year planning horizon, identifying infrastructure and facility projects along with the funding sources available for projected expenditures. B-1 FINANCIAL POLICIES and PRACTICES Revenue Diversification The City cannot meet the growing demand for services without diversifying its revenue base. Although the State places certain restrictions on raising revenues, restrictions due to the City Charter can be lifted if approved by the voters. The City must continue in its efforts to expand revenues such as fees for services, and to remove limitations set by the City Charter where feasible. General Accounting Policies • The City complies with Generally Accepted Accounting Principles (GAAP) and Governmental Accounting Standards Board (GASB) statements in accounting for and presenting financial information. • The modified accrual basis of accounting is used for all governmental fund types, while other fund types including enterprise funds comply with the full accrual basis of accounting. • An annual audit is performed by an independent public accounting firm. The audit opinion is included in the City’s Comprehensive Annual Financial Reports (CAFR). • The City’s CAFR will be submitted to the GFOA Certification of Achievement for Excellence in Financial Reporting Program. • Financial systems will be maintained to monitor revenues and expenditures. Budgetary Policies Arizona law Title 42 Arizona Revised Statutes (ARS) requires the City Council to annually adopt a balanced budget by purpose of public expense. The City budgets revenues and expenditures on the basis of a fiscal year which begins on July 1 and ends on the following June 30. • The budget will be prepared using the best practices and procedures set out by the GFOA and the GASB. • The budget will be prepared in accordance with the policies and priorities of the Mayor and Council, including the City’s Comprehensive Financial Policies and approved strategic plan. • The budget will reflect the needs being met, services provided, resources used, and sources of funds. • Annually, the Mayor and Council is to adopt a balanced budget on or before the third Monday in June preceding the beginning of the fiscal year, which sets out that year’s revenues and appropriations for each program and item of expenditures. • The City will adopt a balanced budget without using non-recurring funding sources to defray recurring expenditures. • Consistent with the annual budget process, a five-year capital improvement program will be approved. • The adopted annual budget is the basis for the implementation, control, and management of that year’s programs and use of funds. • The City’s budget will be submitted to the GFOA Distinguished Budget Presentation Program. Fund Balance Policy An important component of good fiscal practice for any organization is to have a policy on the amount of reserves to be maintained, the purposes for which their use is allowed, and the manner in which reserves are restored after use. Fund balance is an important indicator of the City’s financial position. Fund Balance is comprised of Non-spendable, Restricted, Committed, Assigned, or Unassigned components. This policy refers to unrestricted fund balance which would include the latter three fund balance components: Committed, Assigned, or Unassigned. The City of Tucson’s General Fund unrestricted fund balances will be maintained to provide the City with sufficient working capital and a comfortable margin of safety to address emergencies and unexpected declines in revenue without borrowing. This is needed to maintain the City’s creditworthiness and to adequately provide for economic and legislative uncertainties, cash flow needs, and contingencies. B-2 FINANCIAL POLICIES and PRACTICES Committed Fund Balance • Mayor and Council action is required to “commit” and “un-commit” funds for a specific purpose. • The City will maintain a stabilization fund or “rainy day fund” as a committed fund balance in the General Fund of 10% of General Fund revenues. The City is currently not in conformity with this goal but will strive to achieve it within five years. • The stabilization fund may only be used if specific action is taken by Mayor and Council after the unassigned/ contingency fund balance is depleted. The stabilization fund will be funded from balances having remained unspent in assigned fund balance after one fiscal year. • In the event the stabilization fund must be used to provide for temporary funding, the City must restore it to the ten percent level over a period not to exceed five fiscal years following the fiscal year in which the event occurred. If the depletion of the stabilization fund was a result of an ongoing economic downturn, the City’s goal is to restore the fund balance within five years of revenue stabilization. Assigned Fund Balance • The Finance Director will approve any designation to “assigned” fund balance as deemed appropriate for potential future needs. Typically, the year-end assigned fund balance represents those fund balance monies budgeted for use in the following fiscal year or for known expenditures in the future. • If fund balance is assigned, Mayor and Council will be informed within 180 days after the June 30th fiscal yearend. Unassigned Fund Balance • A target of a minimum of 7% of General Fund revenues will be “unassigned/contingency”, with the intention to provide additional stability to the General Fund recognizing the cyclical nature of the economy and the volatility of the major revenue sources of the City. • Funds in excess of the seven percent target will be retained in the unassigned General Fund balance, and may be considered to supplement “pay as you go” capital outlay expenditures, or may be used to prepay existing City debt. • These funds may not be used to establish or support costs that are recurring in nature. Investment Policy The Tucson City Charter and State Statutes authorize the City to invest in obligations of the U.S. government, its agencies and instrumentalities, money market funds consisting of the above, repurchase agreements, bank certificates of deposit, commercial paper rated A-1/P-1, corporate bonds and notes rated AAA or AA, and the State of Arizona Local Government Investment Pool. Investment maturities shall be scheduled to enable the City to meet all operating requirements which might be reasonably anticipated. Surplus and idle money related to the day-to-day operation of the City may be invested in authorized investments with a final maturity not exceeding five years from the date of investment. Comparison to the Basis of Accounting for the CAFR • The structure of City funds is generally the same in the budget and the CAFR. However, because the CAFR uses either a modified accrual or full accrual basis of accounting, there are differences in how revenues and expenses are treated in specific areas. • Where the General Fund contributes to a special revenue fund, those special revenue funds do not carry an unreserved fund balance because only the amount of General Fund required to cover expenses and obligations are transferred. This treatment is essentially the same in both the budget and the CAFR. • The budget does not record expenditures such as depreciation that are accrued under GAAP. B-3 DEBT MANAGEMENT POLICY This policy is a component of the adopted Comprehensive Financial Policies. It has been developed to provide guidelines for the issuance of bonds and other forms of indebtedness to finance necessary land acquisitions, capital construction, equipment, and other items for the City and post-closing follow-up with respect to such financings. The debt policy is to be used in conjunction with the Adopted Budget, the CIP, and other financial policies as directed by Mayor and Council. It will assist the City in determining appropriate uses of debt financing, establish debt management goals, provide guidelines resulting in the lowest cost of borrowing for each transaction, and assist the City in maintaining its current credit ratings, while assuming a prudent level of financial risk and preserving the City’s flexibility to finance future capital programs and requirements. 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 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. The City’s debt program includes the following financing mechanisms. General Obligation (GO) Bonds Bond proceeds are used to finance capital projects for police, fire, parks and recreation, drainage, and other purposes. State law limits the amount of general obligation bonds that may be outstanding to 20% of assessed valuation for utility, open space, public safety, and transportation purposes and 6% of assessed valuation for all other purposes. GO bonds are backed by the full-faith and credit of the City and are secured by secondary property tax. The Tucson City Charter currently sets an upper primary and secondary property tax limit of $1.75 per $100 of assessed valuation as a condition upon the City’s continuing ability to impose and collect transaction privilege taxes. Therefore, state laws notwithstanding, the City will not levy a combined primary and secondary property tax that exceeds $1.75. The City generally issues general obligation bonds with 20 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 and Obligations 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 150% 200% debt service coverage. Water revenue bonds and obligations are generally issued with 20 - 30 year maturities. B-4 DEBT MANAGEMENT POLICY 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. Water Infrastructure Finance Authority (WIFA) Loans In 1997, Arizona State Legislation increased the powers of the Wastewater Management Authority created in 1989 and permitted additional types of borrowers to access funds through the establishment of the WIFA. A part of this legislation provides WIFA the power to issue bonds to provide low interest rate loans to local governments related to the Clean Water Act. WIFA’s funding source includes both Federal and State sources. In order to participate in the WIFA loan program, local governments must have existing bond authorization equal to the loan amount. Clean Renewable Energy Bonds (CREBs) In July 2005, Congress passed the Energy Tax Incentives Act of 2005 (the “Act”). Among a number of other tax incentives, the Act permits state and local governments, cooperative electric companies, clean renewable energy bond lenders and Indian tribal governments to issue CREBs to finance certain renewable energy and clean coal facilities. CREBs are a form of tax credit bond in which interest on the bonds is paid in the form of federal tax credits by the United States government in lieu of interest paid by the issuer. CREBs, therefore, provide qualified issuers/qualified borrowers with the ability to borrow at a 0% interest rate. The federal tax benefit to the holder of a CREB is greater than the benefit derived from tax-exempt municipal bonds in that the tax credit derived from a CREB can be used to offset on a dollar-for-dollar basis. The City began issuing CREBs in Fiscal Year 2009 and will continue to use this financing mechanism to fund the purchase and installation of solar panels for use on city buildings. The bond principal is being repaid from the electricity savings and rebates from Tucson Electric Power. 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. B-5 DEBT MANAGEMENT POLICY As of July 1, 2016 Principal Outstanding Issue Type Governmental Activities: General Obligation Bonds Highway Revenue Bonds Certificates of Participation Special Assessment Debt Clean Renewable Energy Bonds Capital Leases $ 208,860,000 69,790,000 213,516,281 692,000 11,260,800 19,272,245 523,391,326 20.32% 6.79% 20.77% 0.07% 1.10% 1.87% 50.92% $ 494,071,965 10,266,719 273,463 504,612,147 48.05% 1.00% 0.03% 49.08% $ 1,028,003,473 100.00% $ Business-Type Activities: Water System Revenue Bonds Certificates of Participation Capital Leases $ Total Indebtedness % of Total Bond Sales 2012 Bond Authorization Sales - In November 2012, the voters approved $100,000,000 of General Obligation bonds for a five-year program to restore, repair, and resurface streets inside Tucson City limits. On April 19, 2017, Mayor and Council authorized the fifth installment of $20,000,000 in General Obligation Bonds for this purpose and $10,000,000 for refunding existing debt to take advantage of the low interest rate environment. On June 28, 2017 the $17,265,000 of new money and $8,610,000 of General Obligation Refunding Bonds were sold. The interest cost was 1.6270% and the net present value savings to secondary property taxpayers is $379,299.39. Water System Revenue Obligations, Series 2017 - On May 9, 2017, Mayor and Council authorized the sale and issuance of water system revenue obligation bonds in an amount not to exceed $30,000,000 to provide funds for the purposes of acquiring, constructing and improvement utility systems for the City and $85,000,000 to refund existing debt to realize interest savings. On June 28, 2017, $106,970,000 of 2016 Water Revenue Obligations were issued and resulted with an interest cost of 2.453%. Certificates of Participation (COPs) - On May 17, 2016, Mayor and Council approved an issuance not to exceed $50,000,000 to refund existing debt for interest savings. The 2016 COP refunding, in the amount of $34,160,000, was sold on June 15, 2016 with an interest cost of 2.276%. The refunding produced an overall net present value savings of $3,094,660 over the life of the debt. Repayment Impact of Bond Sales General Obligation Bond Debt Service - 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 2016/17, the required levy to cover outstanding bonds is estimated at $33,874,570, an increase of $657,160 from the levy for Fiscal Year 2015/16. The Fiscal Year 2017/18 secondary property rate is estimated at $0.9761 per $100 of assessed valuation that is higher based on the final secondary assessed valuation set by Pima County in the summer of 2016. B-6 DEBT MANAGEMENT POLICY Street and Highway Revenue Bond Debt Service - Street and highway revenue bonds are repaid from state-shared Highway User Revenue Fund receipts. Repayment from this source in Fiscal Year 2017/18 will be $16,902,450. Enterprise Funds Debt Service - Enterprise Fund revenue bonds and other long-term obligations are payable solely from fees, charges for services, or rents paid by users of the service provided. DEBT SERVICE BY SOURCE OF FUNDS PRINCIPAL AND INTEREST FY 2016/17 General Government Funds1 General Fund Community Development Block Grant Fund Park Tucson Fund Public Housing Section 8 Fund Highway User Revenue Fund Mass Transit Fund - Sun Link General Obligation Bond Debt Fund Street and Highway Revenue Bond Debt Fund Special Assessments Fund Total General Government Funds $ Internal Service Funds2 General Service Fund3 Total Internal Service Funds Enterprise Funds2 Environmental Services Fund3 Tucson City Golf Fund Tucson Water Utility Fund Total Enterprise Funds Total Indebtedness FY 2017/18 $ 24,717,140 $ — 1,553,020 83,870 — 1,514,120 33,490,600 17,016,550 425,630 78,800,930 $ 26,726,640 15,280 1,974,840 68,590 3,237,410 1,511,250 31,660,790 16,902,450 266,840 82,364,090 $ $ 1,764,140 $ 1,764,140 $ — — $ $ 757,510 $ 100,140 54,709,850 55,567,500 $ 783,500 32,110 55,167,140 55,982,750 $ 136,132,570 $ 138,346,840 1 General Government Funds debt service payments are budgeted in General Government, except for Park Tucson where its debt service payments are budgeted within its respective department. 2 Internal Service and Enterprise Funds debt service payments are budgeted in their respective departments. 3 Beginning in FY2017/18 General Services and Environmental Services were merged, and ongoing debt payments are budgeted in the fund. B-7 LEGAL REQUIREMENTS The City’s budget is subject to requirements set by the State of Arizona's Constitution and Statutes, and the Tucson City Charter. LEGAL REQUIREMENTS IMPOSED BY THE STATE Tucson, like all cities in the State of Arizona, is subject to numerous budgetary and related legal requirements. Article IX, Section 20(1) of the Arizona Constitution sets out limits on the City's legal budget capacity. In general, the Mayor and Council cannot authorize expenditures of local revenues in excess of the expenditure limitation determined annually by the State of Arizona's Economic Estimates Commission (EEC). This limitation is based on the City's actual expenditures incurred during Fiscal Year 1980, adjusted to reflect subsequent inflation and population growth. Not subject to this limit are items such as bond proceeds, related debt service, interest earnings, certain highway user revenue funds, federal funds, monies received pursuant to intergovernmental agreements, and state grants which are to be used for specific purposes. Each year the EEC recalculates expenditure limitations for population growth and inflation, using the federal Gross Domestic Product (GDP) index to account for inflationary increases. The City’s limitation amount for Fiscal Year 2017/18 includes three voter-approved increases to the expenditure base. In November 1981, the voters passed an $800,000 increase and in November 1987, the voters approved a $46.9 million permanent increase to the base limitation and then in the November 2013 election, the voters approved an additional $50.0 million permanent increase to the base limitation. Property Tax Levy Limitation The Arizona Constitution and Arizona Revised Statutes (ARS) specify a property tax levy limitation system. This system consists of two levies, a limited levy known as the primary property tax levy and an unlimited levy referred to as the secondary property tax levy. The primary levy may be imposed for all purposes, while the secondary levy may be used only to retire the principal and interest or redemption charges on general obligation bonded indebtedness. Proposition 117, passed by Arizona voters in 2012, changes the method used to determine values used in calculating assessed values used for tax rates and levies. Beginning with tax year 2015, used for property tax revenues in Fiscal Year 2015/16, a single assessed value, called the Limited Property Value (LPV), will be used for both the primary and secondary tax levies. The growth in the LPV is limited to no more than 5% per year, excluding new construction. Primary Property Tax Levy: There is a strict limitation on how much the City can levy as a primary property tax. The primary property tax levy is limited to an increase of 2% over the previous year's maximum allowable primary levy, plus an increased dollar amount due to a net gain in property not taxed the previous year (ARS §42-17051). Even if the City does not adopt the maximum allowable levy from year to year, the 2% allowable increase will be based on the prior year's "maximum allowable levy.” The "net new property" factor is included in the calculation to take into account all new construction and any additional property added to a community due to annexations. The 2% increase applies to all taxable property. The Arizona State law allows cities and towns to include tort claim reimbursements in the primary tax levy. The property tax revenue represents a reimbursement to the City’s Self-Insurance Fund for the actual cost of liability claim judgments paid during the prior fiscal year. The City of Tucson includes this reimbursement in its primary property tax levy. Secondary Property Tax Levy: The secondary property tax allows the City to levy a property tax for the purpose of retiring the principal and paying interest on general obligation bonds. This property tax may be levied in an amount to make necessary interest payments on, and for the retirement of, general obligation bonds issued by the City. B-8 LEGAL REQUIREMENTS Budget Adoption State law (ARS §42-17101) requires that on or before the third Monday in July of each fiscal year, the Mayor and Council must adopt a tentative budget. Once this tentative budget has been adopted, the expenditures may not be increased upon final adoption. In effect, with the adoption of the tentative budget, the council has set its maximum "limits" for expenditure, but these limits may be reduced upon final adoption. Once the tentative budget has been adopted, it must be published once a week for at least two consecutive weeks. The tentative budget must be fully itemized in accordance with forms supplied by the auditor general and included in the council meeting minutes. State law (ARS §42-17104, §42-17105) specifies the city or town council must adopt the final budget for the fiscal year by roll call vote at a special meeting called for that purpose. The adopted budget then becomes the amount proposed for expenditure in the upcoming fiscal year and shall not exceed the total amount proposed for expenditure in the published estimates (ARS §42-17106). Once adopted, no expenditures shall be made for a purpose not included in the budget, and no expenditures shall be made in excess of the amounts specified for each purpose in the budget, except as provided by law. This restriction applies whether or not the city has at any time received, or has on hand, funds or revenue in excess of those required to meet expenditures incurred under the budget. Federal and bond funds are not subject to this requirement. Adoption of Tax Levy State law (ARS §42-17107) governing truth in taxation notice and hearing requires on or before February 10, the county assessor shall transmit to the city an estimate of the total net assessed valuation of the city, including an estimate of new property that has been added to the tax roll since the previous levy of property taxes in the city. If the proposed primary property tax levy, excluding amounts that are attributable to new construction, is greater than the amount levied by the city in the preceding year, the governing body shall publish a notice of tax increase. The truth in taxation hearing must be held prior to the adoption of the property tax levy. The tax levy for the city must be adopted on or before the third Monday in August (ARS §42-17151). The tax levy must be specified in an ordinance adopted by the Mayor and Council. The levy is for both the primary and secondary tax. Budget Revisions ARS §42-17106 requires no expenditures be made for a purpose not included in the adopted budget in any fiscal year in excess of the amount specified for each purpose in the budget. The City of Tucson in its annual Budget Adoption Resolution defines “purpose” as a series of departments and offices organized into the following seven program categories: 1. Elected and Officials 2. Community Enrichment and Development 3. Public Safety and Justice Services 4. Public Utilities 5. Support Services 6. General Government 7. Fiduciary Funds B-9 LEGAL REQUIREMENTS The departments within a given program category are held accountable for their budget. Each department and the Finance/Budget office continuously monitor expenditures. Expenditures will be controlled by an annual budget at the purpose level. The City Council shall establish appropriations through the budget process. The Council or City Manager may transfer these appropriations as necessary through the budget amendment process. ARS §42-17106 permits the Mayor and Council, on the affirmation of a majority of the members at a duly noticed public meeting, to authorize the transfer of funds between program categories if the funds are available so long as the transfer does not violate the state set spending limitations. Department directors are required to control expenditures to prevent exceeding their departmental expenditure budget. If budget changes are needed within a department budget, city departments prepare budget change requests identifying the areas to be increased and decreased. The Finance/Budget office approves these budget change requests; under special circumstances the City Manager or his designee also approves the change requests. If there are major policy or program implications associated with a change, the City Manager may submit it to the Mayor and Council for approval. Once approved, the revised appropriation is entered into the City’s financial management system. LEGAL REQUIREMENTS IMPOSED BY THE TUCSON CITY CHARTER Legal requirements of the Tucson City Charter related to limiting property taxes and scheduling of budget adoption are more restrictive than state law. Property Tax Levy Limitation Chapter IV, Section 2 of the Tucson City Charter sets an upper property tax limit of $1.75 per $100 assessed value. Therefore, state laws notwithstanding, the City cannot levy a combined primary and secondary property tax that exceeds $1.75. Fiscal Year The fiscal year of the City begins the first day of July of each year. (Tucson City Charter, Chapter XIII, Section 1) Submission of the Recommended Budget The Tucson City Charter requires that the City Manager prepare a written estimate of the funds required to conduct the business and affairs of the City for the next fiscal year. This estimate, which is the recommended budget, is due on or before the first Monday in May of each year, or on such date in each year as shall be fixed by the Mayor and Council. (Tucson City Charter, Chapter XIII, Section 3) Budget Approval On or before the first Monday in June of each year, or on such date in each year as shall be fixed by the Mayor and Council, the City Manager is required to submit to the Mayor and Council an estimate of the probable expenditures for the coming fiscal year, stating the amount in detail required to meet all expenditures necessary for city purposes, including interest and sinking funds, and outstanding indebtedness. Also required is an estimate of the amount of income expected from all sources and the probable amount required to be raised by taxation to cover expenditures, interest, and sinking funds. (Tucson City Charter, Chapter XIII, Section 4) Budget Publication and Hearings The budget has to be prepared in sufficient detail to show the aggregate sum and the specific items allowed for each and every purpose. The budget and a notice that the Mayor and Council will meet for the purpose of making tax levies must be published in the official newspaper of the city once a week for at least two consecutive weeks following the tentative adoption of such budget. (Tucson City Charter, Chapter XIII, Section 5) B-10 LEGAL REQUIREMENTS Adoption of the Budget and Tax Levy Under Chapter XIII, Section 13 of the Tucson City Charter, any unexpended funds held at the conclusion of the fiscal year, other than funds needed to pay bond indebtedness, are no longer available for expenditure and must be credited against amounts to be raised by taxation in the succeeding fiscal year. If a budget is adopted after the beginning of the fiscal year, Chapter XIII, Section 13 may bar the expenditure of any money until a budget is in place. The implications of Chapter XIII, Section 13 are two-fold. First, any non-bond related expenditure authority terminates on June 30. Second, since the clear implication of this section is that an adopted budget is necessary to provide expenditure authority, if a budget is not in place on July 1 the City cannot expend funds. To avoid any possible implications of not having a budget in place before the beginning of the fiscal year, it is advised that the Mayor and Council adopt a final budget on or before June 30. The Mayor and Council are required to hold a public hearing at least one week prior to the day on which tax levies are made, so that taxpayers may be heard in favor of or against any proposed tax levy. After the hearing has been concluded, the Mayor and Council adopt the budget as finally determined upon. All taxes are to be levied or voted upon in specific sums and cannot exceed the sum specified in the published estimate. (Tucson City Charter, Chapter XIII, Section 6, and Ordinance Number 1142, effective 6-23-48) City Ordinance Setting the Property Tax Rate On the day set for making tax levies, and not later than the third Monday in August, the Mayor and Council must meet and adopt an ordinance that levies upon assessed valuation of property within the city a rate of taxation sufficient to raise the amounts estimated to be required in the annual budget. (Tucson City Charter, Chapter XIII, Section 7, and Ordinance Number 1142, effective 6-23-48) B-11 STATEMENT REQUIRED BY ARIZONA REVISED STATUTES §42-17102 RELATIVE TO PROPERTY TAXATION PRIMARY AND SECONDARY TAX LEVIES FISCAL YEARS 2016/17 AND 2017/18 FY 17/18 Property Tax Primary Primary Involuntary Tort Secondary Total Adopted Actual Maximum FY 17/18 Involuntary Tort FY 16/17 FY 16/17 Levy Levy Levy Increase/ Amount Amount (Decrease) Levy Levy 1 Amount $ 14,535,127 $ 14,535,127 $15,030,260 $ 2,500,001 33,874,570 2,500,001 33,874,570 32,465,710 $ 50,909,698 $ 50,909,698 $47,495,970 $ Property Tax Primary Primary Involuntary Tort Secondary Total $ FY 17/18 Percentage Total Levy — $15,030,260 205,000 — (91.8)% (4.2)% 205,000 $47,700,970 $(3,208,728) (6.3)% Amount Percentage Rate Rate FY 16/17 FY 17/18 Increase/ Increase/ (Decrease) (Decrease) Rate 3.4% (2,295,001) (1,408,860) Estimated Rate 495,133 205,000 32,465,710 Actual 2 $ 0.4563 0.4519 $ (0.0044) (1.0)% 0.0785 1.0634 0.0062 0.9761 (0.0723) (0.0873) (92.1)% (8.2)% 1.5982 $ 1.4342 $ (0.1640) (10.3)% 1 The primary property tax levy is limited to an increase of two percent over the previous year's maximum allowable primary levy plus an increased dollar amount due to a net gain in property not taxed in the previous year, such as new construction and annexed property. The primary property tax levy is shown at the estimated maximum amount. The actual maximum amount may be less. 2 Chapter IV, Section 2 of the Tucson City Charter currently sets an upper primary and secondary property tax limit of $1.75 per $100 assessed value as a condition upon the City's continuing ability to impose and collect transaction privilege taxes. Therefore, state laws notwithstanding, the City will not levy a combined primary and secondary property tax that exceeds $1.75. B-12 Schedule A Resolution No. 22729 CITY OF TUCSON Summary Schedule of Estimated Revenues and Expenditures/Expenses Fiscal Year 2018 Sch Fiscal Year FUNDS General Fund Special Revenue Fund Debt Service Fund Capital Projects Fund Enterprise Funds Available Permanent Fund Internal Service Funds Fiduciary Funds Total All Funds 2017 Adopted/Adjusted Budgeted Expenditures/ Expenses* E 436,223,930 265,133,430 50,932,780 157,269,540 — 319,578,940 61,744,740 81,272,710 1,372,156,070 2017 Actual Expenditures/ Expenses** E 425,485,980 248,285,480 51,593,070 101,567,730 — 291,032,930 57,358,020 81,272,710 1,256,595,920 2018 Fund Balance/Net Position at July 1*** 87,852,020 26,831,140 2,519,440 61,422,240 139,004,988 43,874,670 710,910,169 1,072,414,667 2018 Primary Property Tax Levy B 2018 Secondary Property Tax Levy B 2018 Estimated Revenues Other than Property Taxes C 2018 Other Financing Sources D 2018 Interfund Transfers In D 3,500,000 51,202,750 2018 Interfund Transfers (Out) D (51,629,370) (9,428,200) 2018 Reduction for Amounts Not Available: 2018 Total Financial Resources Available 2,018 Budgeted Expenditures/ Expenses E 15,030,260 205,000 15,235,260 32,465,710 510,645,230 253,976,330 8,983,480 32,465,710 105,887,210 — 276,431,440 15,613,030 48,765,430 1,220,302,150 4,000,000 — 30,000,000 — — 34,000,000 9,002,450 904,370 — 16,000 — — 64,625,570 — — — — — (64,625,570) 441,884,428 59,692,700 759,675,599 2,374,417,787 339,670,810 18,106,300 84,765,430 1,430,152,400 565,398,140 322,582,020 52,971,080 172,213,820 492,118,840 308,364,740 48,830,080 138,296,200 (3,568,000) — EXPENDITURE LIMITATION COMPARISON 2017 2018 $ 1,372,156,070 $ 1,430,152,400 1. Budgeted expenditures/expenses 2. Add/subtract: estimated net reconciling items 3. Budgeted expenditures/expenses adjusted for reconciling items 4. Less: estimated exclusions * ** *** 1,372,156,070 1,430,152,400 631,655,302 603,300,902 5. Amount subject to the expenditure limitation $ 740,500,768 $ 826,851,498 6. EEC expenditure limitation $ 932,798,747 $ 949,981,773 The city/town does not levy property taxes and does not have special assessment districts for which property taxes are levied. Therefore, Schedule B has been omitted. Includes Expenditure/Expense Adjustments Approved in the current year from Schedule E. Includes actual amounts as of the date the proposed budget was prepared, adjusted for estimated activity for the remainder of the fiscal year. Amounts on this line represent Fund Balance/Net Position amounts except for amounts not in spendable form (e.g., prepaids and inventories) or legally or contractually required to be maintained intact (e.g., principal of a permanent fund). B-17 Schedule B to Resolution No. 22729 CITY OF TUCSON Tax Levy and Tax Rate Information Fiscal Year 2018 1. Maximum allowable primary property tax levy. A.R.S. §42-17051(A) 2. Amount received from primary property taxation in the current year in excess of the sum of that year's maximum allowable primary property tax levy. A.R.S. §42-17102(A)(18) 3. Property tax levy amounts A. Primary property taxes B. Secondary property taxes C. Total property tax levy amounts 4. 2017 2018 $ 17,035,130 $ 15,235,260 $ 17,035,130 $ 15,235,260 33,874,570 32,465,710 $ 50,909,700 $ 47,700,970 Property taxes collected* A. Primary property taxes (1) Current year's levy $ 13,846,000 (2) Prior years’ levies 250,000 $ 14,096,000 (3) Total primary property taxes B. Secondary property taxes (1) Current year's levy $ 33,874,570 (2) Prior years’ levies 1,000,000 $ 34,874,570 (3) Total secondary property taxes $ 48,970,570 C. Total property taxes collected 5. Property tax rates A. City/Town tax rate (1) Primary property tax rate 0.5348 0.4581 (2) Secondary property tax rate 1.0634 0.9761 (3) Total city/town tax rate 1.5982 1.4342 B. Special assessment district tax rates Secondary property tax rates - As of the date the proposed budget was prepared, the city/town does not have special assessment districts for which secondary property taxes are levied. For information pertaining to these special assessment districts and their tax rates, please contact the city/town. * Includes actual property taxes collected as of the date the proposed budget was prepared, plus estimated property tax collections for the remainder of the fiscal year. B-18 Schedule C Resolution No. 22729 CITY OF TUCSON Revenues Other Than Property Taxes Fiscal Year 2018 SOURCE OF REVENUES ESTIMATED REVENUES 2017 ACTUAL REVENUES* 2017 ESTIMATED REVENUES 2018 $ 192,539,300 26,722,100 5,090,860 10,425,620 7,502,400 352,770 250,000 $ 196,302,430 25,951,660 5,950,650 10,706,480 7,268,800 502,580 250,000 21,020 $ 199,370,010 27,024,170 6,263,890 10,998,850 7,732,790 517,100 400,000 21,020 $ 65,118,880 50,099,800 22,790,790 $ 65,043,020 49,506,790 23,489,130 $ 66,727,160 49,506,790 24,751,250 $ 14,850,000 5,000,000 3,400,200 2,663,000 1,150,000 800,000 250,000 160,000 200,000 280,500 148,930 172,100 $ 14,917,320 6,138,940 3,229,950 2,663,000 1,150,000 557,520 281,230 160,000 264,500 170,300 274,230 634,500 $ 14,810,810 5,250,000 3,229,950 2,731,520 1,100,000 507,430 262,500 172,500 264,500 170,300 692,000 726,800 $ 13,554,070 14,000 $ 13,861,580 14,500 $ 13,279,230 14,000 20,838,100 664,630 67,590 5,104,050 2,572,410 78,880 14,081,090 5,495,590 GENERAL FUND Local Taxes Business Privilege Tax Public Utility Tax Use Tax Transient Occupancy Tax Room Tax Pawn Broker Second Hand Dealer Property Taxes - Prior Years Government Property Lease Excise Tax State Shared Revenues State Shared Income Tax State Shared Sales Tax State Shared Auto Lieu Tax Licenses and Permits Utility Franchise Fees Permits/Inspection Fees Cable Television Licenses License Application Fees Animal License and Care Fees Liquor License Sign Regulation Fee Litter Assessment Fee Alarm Permit Fee Telecommunications Licenses and Franchise Fee Dealer Trade Show License Miscellaneous Licenses and Permits Charges for Services Administration Charge to Enterprise Funds City Attorney Environmental and General Services General Government Information Technology Parks and Recreation Planning and Development Services Public Defender Tucson Fire Tucson Police 674,600 67,590 5,778,440 2,788,000 117,440 13,598,090 6,735,000 Fines and Forfeits City Attorney City Court Finance General Government Planning and Development Services Tucson Fire Tucson Police Use of Money and Property Rentals and Leases Interest Earnings * 945,870 67,590 5,758,390 3,059,510 117,440 13,581,090 5,636,500 $ 280,000 8,597,730 5,500 14,500 1,500 500 1,578,900 $ 330,000 7,291,250 5,500 12,000 3,110 350 1,578,900 $ 330,000 8,360,710 2,700 15,380 1,980 350 1,990,900 $ 192,840 255,950 $ 232,900 255,950 $ 230,920 239,950 Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated revenues for the remainder of the fiscal year. B-19 Schedule C Resolution No. 22729 CITY OF TUCSON Revenues Other Than Property Taxes Fiscal Year 2018 SOURCE OF REVENUES In-lieu Property Taxes Tucson Water Utility Other Agencies Dispatch Services University of Arizona Fire Service Law Enforcement Training State Telecommunications 911 Excise Tax Non-Grant Contributions General Government General Services Parks and Recreation Tucson Fire Department Tucson Police Department ESTIMATED REVENUES 2017 ACTUAL REVENUES* 2017 ESTIMATED REVENUES 2018 $ 1,918,300 $ 1,918,300 $ 1,938,060 $ 1,162,560 141,430 240,000 40,000 $ 1,162,560 141,430 215,000 37,460 $ 1,166,890 141,430 215,000 37,460 $ 1,065,280 $ 1,360,660 $ 1,278,390 902,840 3,420 1,400,000 1,877,710 $ 2,500,000 1,141,750 800,000 642,480 383,100 1,300,000 1,838,270 Miscellaneous Sale of Property Miscellaneous Revenues Rebates Purchasing Card Recovered Expenditures $ 7,233,000 123,020 600,000 370,390 Total General Fund $ 480,637,250 1,879,110 1,300,000 1,839,250 $ 109,000 8,169,510 800,000 537,410 $ 487,656,170 $ 510,645,230 10,699,860 349,200 9,090,900 5,613,880 504,020 417,000 1,242,090 13,628,350 41,545,300 $ $ $ 741,000 175,680 1,200,000 2,116,680 SPECIAL REVENUE FUNDS * Mass Transit Fund Passenger Revenue $ Advertising Revenue Regional Transportation Authority Other Governmental Operating Assistance Special Needs Rents and Leases Miscellaneous Revenue Federal Transit Grants Total Mass Transit Fund $ 10,986,850 349,200 8,600,850 5,386,220 710,530 414,100 1,399,090 18,527,880 46,374,720 $ Mass Transit Fund - Sun Link Passenger Revenue $ Advertising Regional Transportation Authority Total Mass Transit Fund - Sun Link $ 917,260 175,680 1,200,000 2,292,940 $ $ 747,120 175,680 2,000,000 2,922,800 Streets Improvement Fund Business Privilege Tax $ Total Streets Improvement Fund $ — — $ $ — — $ $ 20,000,000 20,000,000 Public Safety Improvement Fund Business Privilege Tax $ Total Public Safety Improvement Fund $ — — $ $ — — $ $ 30,000,000 30,000,000 $ $ 11,822,300 366,660 8,561,290 5,065,950 797,390 480,000 1,252,690 14,540,670 42,886,950 Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated revenues for the remainder of the fiscal year. B-20 Schedule C Resolution No. 22729 CITY OF TUCSON Revenues Other Than Property Taxes Fiscal Year 2018 ESTIMATED REVENUES 2017 ACTUAL REVENUES* 2017 ESTIMATED REVENUES 2018 1,618,410 1,098,030 2,167,140 38,700 906,930 212,660 1,031,370 7,073,240 $ 1,568,550 1,033,310 2,487,120 22,740 566,100 174,940 1,030,060 6,882,820 $ 38,274,480 400,000 250,000 24,800 550,000 500,000 80,000 100,000 $ $ 40,179,280 $ 36,600,000 370,000 280,000 24,800 100,000 850,000 80,000 630,000 1,000,000 39,934,800 $ 1,450,000 2,975,360 55,000 90,000 703,000 108,840 5,382,200 $ Total Park Tucson Fund $ 1,442,220 2,919,760 56,000 63,900 710,000 108,840 5,300,720 $ 1,467,900 3,278,250 100,000 87,000 720,000 108,840 5,761,990 Civic Contribution Fund City Clerk's Office $ Mayor's Office Parks and Recreation Tucson Convention Center Tucson Fire Tucson Police Total Civic Contribution Fund $ 5,000 52,500 176,700 30,000 47,000 15,000 326,200 $ 12,200 52,500 2,187,910 30,000 24,000 15,000 2,321,610 $ 5,000 $ 2,072,000 30,000 29,000 15,000 2,151,000 Community Development Block Grant Fund Community Development Block Grant $$ Program Income Miscellaneous Revenues Total Community Development Block Grant Fund $ 17,942,100 $$ 90,000 860 18,032,960 $ SOURCE OF REVENUES Tucson Convention Center Fund Room and Space Rental $ Parking Catering and Concessions Novelty Sales Facility User Fees Event Ticket Rebates Recovered Expenditures Total Tucson Convention Center Fund $ Highway User Revenue Fund State Shared HURF $ Permits and Inspection Fees Temporary Work Zone Traffic Control Other Charges for Service Rents and Leases Proceeds from Sale of Capital Assets Interest Earnings Recovered Expenditures Miscellaneous Revenues Total Highway User Revenue Fund $ Park Tucson Fund Parking Meter Collections Parking Revenues Hooded Meter Fees Assessment Fee Parking Violations Rents and Leases $ Miscellaneous Housing Grant Fund Federal Miscellaneous Housing Grants $ Program Income Total Miscellaneous Housing Grant Fund $ * 3,014,030 720,280 3,734,310 $ $ $ $ $ $ $ 17,942,100 $$ 90,000 860 18,032,960 $ 3,282,580 500,000 3,782,580 $ $ 1,663,620 851,510 2,174,470 27,250 564,450 248,960 1,230,400 6,760,660 41,050,000 350,000 270,000 24,800 100,000 650,000 80,000 130,000 1,000,000 43,654,800 13,743,650 40,000 13,783,650 3,137,060 551,380 3,688,440 Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated revenues for the remainder of the fiscal year. B-21 Schedule C Resolution No. 22729 CITY OF TUCSON Revenues Other Than Property Taxes Fiscal Year 2018 ESTIMATED REVENUES 2017 SOURCE OF REVENUES ACTUAL REVENUES* 2017 ESTIMATED REVENUES 2018 36,202,610 57,300 17,750 48,620 36,326,280 $ 38,937,000 $ 20,000 12,000 38,969,000 7,039,070 418,270 100 7,457,440 $ 6,998,240 572,050 $ 7,570,290 801,820 829,720 367,470 10,167,490 5,112,510 9,050,320 26,329,330 $ 172,250 687,390 578,720 15,296,980 4,461,240 11,660,340 32,856,920 84,900 442,000 — — 2,545,890 3,072,790 $ Public Housing Section 8 Fund Federal Public Housing Section 8 Grant $ Charges for Service Interest Earnings Miscellaneous Revenues Total Public Housing Section 8 Fund $ 36,367,610 57,300 17,750 48,620 36,491,280 $ HOME Investment Partnerships Program Fund HOME Funds $ Program Income Miscellaneous Revenues Total HOME Investment Partnerships Program Fund $ 7,023,070 418,270 100 7,441,440 $ Other Federal Grants Fund City Attorney $ City Court Parks and Recreation Transportation Tucson Fire Tucson Police Total Other Federal Grants Fund $ 297,900 861,940 619,670 11,835,490 6,871,340 8,656,240 29,142,580 $ Non-Federal Grants Fund City Attorney $ Housing and Community Development Parks and Recreation Tucson Fire Tucson Police Total Non-Federal Grants Fund $ 119,800 442,000 156,420 25,000 2,514,050 3,257,270 $ Total Special Revenue Funds $ 197,354,000 $ $ $ $ $ $ 82,200 351,000 108,000 25,000 3,209,750 3,775,950 $ 191,068,110 $ 253,976,330 $ 7,900,000 $ 7,900,000 DEBT SERVICE FUNDS * Street and Highway Bond and Interest Fund State Shared - HURF $ Interest Earnings Total Street and Highway Bond and Interest Fund $ 7,859,480 16,000 7,875,480 $ $ 7,900,000 6,300 7,906,300 General Obligation Bond and Interest Fund Secondary Property Taxes - Prior Years $ Total General Obligation Bond and Interest Fund $ 1,000,000 1,000,000 $ $ 1,100,000 1,100,000 $ $ 1,000,000 1,000,000 Special Assessment Bond and Interest Fund Special Assessment Collections $ Interest Earnings Miscellaneous Revenues Total Special Assessment Bond and Interest Fund $ 227,240 10,000 2,630 239,870 $ 227,240 $ 80,380 $ 2,630 229,870 $ 3,100 83,480 Total Debt Service Funds $ 9,115,350 $ 9,236,170 $ 8,983,480 Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated revenues for the remainder of the fiscal year. B-22 Schedule C Resolution No. 22729 CITY OF TUCSON Revenues Other Than Property Taxes Fiscal Year 2018 ESTIMATED REVENUES 2017 SOURCE OF REVENUES ACTUAL REVENUES* 2017 ESTIMATED REVENUES 2018 CAPITAL PROJECTS FUNDS 2012 General Obligation Bond Fund Interest Earnings Total 2012 General Obligation Fund $ — $ $ 5,000 5,000 $ — Capital Improvement Fund Intergovernmental Agreements $ Total Capital Improvement Fund $ 25,189,000 25,189,000 $ $ 15,844,530 15,844,530 $ $ 36,442,100 36,442,100 Development Fee Fund Development Fees for Police $ Development Fees for Fire Development Fees for Transportation Development Fees to Parks Interest Earnings Total Development Fee Fund $ 217,780 87,470 2,015,730 462,980 55,220 2,839,180 $ 702,870 433,720 13,868,380 2,711,240 $ 702,870 433,720 13,868,380 2,711,240 $ 17,716,210 $ 17,716,210 Regional Transportation Authority Fund Regional Transportation Authority $ Rentals and Leases Total Regional Transportation Authority Fund $ 91,225,330 165,610 91,390,940 $ $ 51,728,900 $ 55,744,570 19,800 55,764,370 $ 51,728,900 Total Capital Projects Funds $ 119,419,120 $ 89,325,110 $ 105,887,210 $ 142,100,000 9,400,000 24,697,760 3,000,000 2,625,000 1,550,000 3,515,000 620,000 4,315,000 11,087,600 675,000 2,300,000 50,000 340,000 945,000 400,000 $ 207,620,360 $ 145,150,000 9,150,000 24,200,000 3,000,000 2,650,000 1,500,000 3,500,000 550,000 4,315,000 3,050,000 975,000 2,300,000 50,000 350,000 975,000 385,000 $ 202,100,000 ENTERPRISE FUNDS Tucson Water Utility Potable Water Sales $ 135,000,000 Reclaimed Water Sales 9,000,000 Central Arizona Project Surcharge 22,500,000 Water Conservation Fee 3,000,000 Fire Sprinkler Fee 2,500,000 Connection Fees 1,500,000 Service Charges 3,550,000 Development Plan Review/Inspection Fees 510,000 Billing Services 4,315,000 Miscellaneous Revenues 9,825,000 Tucson Airport Remediation Project 975,000 Water System Equity Fees 2,300,000 Developer Contributions 50,000 CAP Resource Fee 350,000 Grants and Contributions 973,340 Investment Income 335,000 Billing Services $ 196,683,340 * Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated revenues for the remainder of the fiscal year. B-23 Schedule C Resolution No. 22729 CITY OF TUCSON Revenues Other Than Property Taxes Fiscal Year 2018 ESTIMATED REVENUES 2017 SOURCE OF REVENUES Environmental Services Fund Residential Refuse Services $ Commercial Refuse Services Landfill Services Charges Remediation Ground Fee Self Haul Fee Refuse Penalties Recycling Household Hazardous Waste Intergovernmental Agreements Miscellaneous Grants Sale of Capital Assets Interest Earnings Recovered Expenses Miscellaneous Revenues Total Environmental Services Fund $ 28,637,000 7,130,000 6,650,000 3,500,000 1,200,000 141,000 ESTIMATED REVENUES 2018 $ 29,260,780 7,721,810 7,165,770 3,772,470 1,537,040 163,120 989,820 53,370 40,000 124,000 60,490 154,190 82,920 146,590 51,272,370 $ 28,790,000 7,681,000 6,860,000 3,680,000 1,300,000 141,000 800,000 70,800 40,000 125,000 150,000 126,000 100,000 $ 49,863,800 966,680 3,421,330 997,740 1,203,080 1,342,060 — 7,930,890 $ 1,061,380 3,531,940 1,133,920 1,285,430 1,441,610 $ 8,454,280 5,638,020 3,276,750 3,362,030 92,150 7,960 30,620 12,407,530 $ 6,700,570 3,009,220 3,302,610 97,030 223,720 1,673,820 78,060 17,500 1,993,100 $ 109,180 40,000 124,000 200,000 35,000 8,000 47,774,180 $ Tucson Golf Course Enterprise Fund El Rio Golf Course $ Randolf Golf Course Fred Enke Golf Course Silverbell Golf Course Food and Beverage Other Income Total Tucson Golf Course Enterprise Fund $ 966,680 3,470,810 1,047,740 1,253,080 1,392,060 13,730 8,144,100 $ Public Housing Fund Federal Grants $ Housing Administration Charges Tenant Rent and Parking Fees Charges for Other Services Other Rental Income Interest Earnings Total Public Housing Fund $ 5,638,020 3,276,750 3,362,030 92,150 7,960 30,620 12,407,530 $ Non-Public Housing Asset Management Fund Federal Grants $ Tenant Rent Charges for Other Services Rents and Leases Total Non-Public Housing Asset Management Fund $ 223,720 1,510,840 78,060 17,500 1,830,120 $ Total Enterprise Funds $ 266,839,270 * ACTUAL REVENUES* 2017 $ $ $ $ 281,224,250 $ $ 34,820 13,144,250 227,000 2,456,360 129,750 56,000 2,869,110 $ 276,431,440 Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated revenues for the remainder of the fiscal year. B-24 Schedule C Resolution No. 22729 CITY OF TUCSON Revenues Other Than Property Taxes Fiscal Year 2018 ESTIMATED REVENUES 2017 SOURCE OF REVENUES ACTUAL REVENUES* 2017 ESTIMATED REVENUES 2018 INTERNAL SERVICE FUNDS Fleet Services Internal Service Fund Interdepartmental Charges $ Proceeds from the Sale of Capital Assets Miscellaneous Revenues Total Fleet Services Internal Service Fund $ 23,926,210 142,000 72,110 24,140,320 $ General Services Internal Service Fund Interdepartmental Charges $ Total General Services Internal Service Fund $ $ 21,633,110 125,890 80,190 21,839,190 $ — 19,200,630 19,200,630 $ $ 17,769,660 17,769,660 $ — Self Insurance Internal Service Fund Interdepartmental Charges $ Total Self Insurance Internal Service Fund $ 15,473,530 15,473,530 $ $ 17,332,010 17,332,010 $ $ 15,613,030 15,613,030 Total Internal Service Funds $ 58,814,480 $ 56,940,860 $ 15,613,030 Tucson Supplemental Retirement System Employer Contributions $ Employee Contributions Portfolio Earnings Miscellaneous Revenues Total Tucson Supplemental Retirement System $ 40,203,900 6,772,700 12,135,000 50,000 59,161,600 $ $ $ 40,203,900 6,611,100 19,135,000 50,000 66,000,000 $ 18,335,210 4,411,120 25,882,700 136,400 48,765,430 Total Fiduciary Funds $ 59,161,600 $ 66,000,000 $ 48,765,430 FIDUCIARY FUNDS TOTAL ALL FUNDS $1,191,341,070 * $1,181,450,670 $1,220,302,150 Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated revenues for the remainder of the fiscal year. B-25 Schedule D to Resolution No. 22729 CITY OF TUCSON Other Financing Sources/ and Interfund Transfers Fiscal Year 2018 2018 FUND GENERAL FUND Transfer to Mass Transit Fund Transfer to Mass Transit - Sun Link Fund Transfer to Tucson Convention Center Transfer from Water Utility Fund Transfer to Development Fee Fund Total General Fund 3,500,000 TOTAL ALL FUNDS $ $ 3,500,000 $ 51,150,750 (478,620) $ (51,629,370) (9,002,450) (425,750) $ 52,000 51,202,750 $ $ 9,002,450 9,002,450 $ 478,620 425,750 $ 904,370 30,000,000 $ 16,000 16,000 34,000,000 $ 64,625,570 DEBT SERVICE FUNDS Transfer from Highway User Revenue Fund Total Debt Service Funds ENTERPRISE FUNDS Water System Obligation Bond Proceeds $ Tucson Water Utility Fund Housing funds transfers to/from Operating Total Enterprise Funds $ $ (43,655,740) (3,030,080) (4,464,930) SPECIAL REVENUE FUNDS Transfer to/from General Fund Transfer to Street and Highway Bond and Interest Fund Transfer to Development Fee Fund Transfer to Operating Total Special Revenue Funds CAPITAL PROJECTS FUNDS Transfer from General Fund Transfer from Highway User Revenue Fund General Services Lease Proceeds Total Capital Projects Funds $ 2018 4,000,000 4,000,000 $ (9,428,200) $ (3,500,000) (68,000) (3,568,000) 30,000,000 B-26 $ (64,625,570) Schedule E to Resolution No. 22729 CITY OF TUCSON Expenditures/Expenses by Fund Fiscal Year 2018 ADOPTED BUDGETED EXPENDITURES/ EXPENSES EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED ACTUAL EXPENDITURES/ EXPENSES* BUDGETED EXPENDITURES/ EXPENSES 2017 2017 2017 2018 FUND/DEPARTMENT GENERAL FUND Mayor and Council $ City Attorney City Clerk City Court City Manager Environmental Services Finance General Services Housing and Community Development Human Resources Information Technology Parks and Recreation Planning and Development Services Procurement Public Defender Transportation Tucson Fire Tucson Police General Government Contingency Total General Fund $ 2,386,810 7,435,540 3,172,710 9,380,940 4,156,670 3,061,600 8,363,620 29,076,870 2,553,900 2,365,420 20,649,250 27,104,310 5,863,630 3,311,340 2,700,840 1,491,290 91,165,710 148,779,290 59,954,190 3,250,000 436,223,930 $ SPECIAL REVENUE FUNDS Mass Transit Fund Transportation $ Total Fund $ * $ $ 2,150,950 7,528,150 3,017,190 9,444,520 4,203,820 2,034,220 8,352,350 28,384,790 2,432,510 2,301,780 20,384,470 26,391,040 5,851,410 3,138,750 2,700,210 781,950 92,125,910 147,822,850 55,382,540 1,056,570 425,485,980 $ 2,470,230 7,617,420 3,324,170 9,450,970 4,690,980 1,829,960 7,923,580 55,999,400 2,608,080 2,447,210 22,202,300 31,014,310 6,450,580 3,354,740 2,696,930 1,312,060 103,142,400 160,808,940 61,524,580 1,250,000 492,118,840 90,938,640 90,938,640 $ $ 84,593,790 84,593,790 $ $ 86,542,690 86,542,690 Mass Transit Fund - Sun Link Transportation $ Total Fund $ 5,468,220 5,468,220 $ $ 5,146,660 5,146,660 $ $ 5,146,660 5,146,660 Streets Improvement Fund Transportation $ Total Fund $ — — $ $ — — $ $ — — $ $ 20,000,000 20,000,000 Public Safety Improvement Fund Tucson Fire $ Tucson Police $ Total Fund $ — — — $ $ $ — — — $ $ $ — — — $ $ $ 17,100,000 12,900,000 30,000,000 Tucson Convention Center Fund Tucson Convention Center $ General Government Total Fund $ 10,232,750 1,317,050 11,549,800 $ — $ $ $ — $ 10,042,420 1,317,050 11,359,470 9,913,870 1,311,720 11,225,590 $ Includes actual expenditures/expenses recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated expenditures/expenses for the remainder of the fiscal year. B-27 Schedule E to Resolution No. 22729 CITY OF TUCSON Expenditures/Expenses by Fund Fiscal Year 2018 ADOPTED BUDGETED EXPENDITURES/ EXPENSES EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED ACTUAL EXPENDITURES/ EXPENSES* BUDGETED EXPENDITURES/ EXPENSES 2017 2017 2017 2018 FUND/DEPARTMENT Highway User Revenue Fund Transportation $ General Government Total Fund $ 51,403,960 100,580 51,504,540 $ $ $ 43,347,090 100,580 43,447,670 $ 42,676,820 100,580 42,777,400 $ Total Fund $ 6,739,540 6,739,540 $ $ 6,549,770 6,549,770 $ $ 7,586,020 7,586,020 Civic Contribution Fund Mayor and Council Parks and Recreation Planning and Development Services Tucson Convention Center Tucson Fire Tucson Police Total Fund $ 659,490 3,860 30,000 47,000 15,000 755,350 $ 2,148,270 75,000 2,419,070 $ 24,000 15,000 2,187,270 $ 30,000 29,000 15,000 2,568,070 Community Development Block Housing and Community $ Total Fund $ 18,084,960 18,084,960 $ $ 16,814,150 16,814,150 $ $ 13,850,930 13,850,930 Miscellaneous Housing Grant Fund Housing and Community $ Total Fund $ 3,734,310 3,734,310 $ $ 5,000,860 5,000,860 $ $ 5,486,900 5,486,900 Public Housing Section 8 Fund Housing and Community $ Total Fund $ 36,491,280 36,491,280 $ $ 36,326,280 36,326,280 $ $ 38,962,060 38,962,060 HOME Investment Partnerships Housing and Community $ Total Fund $ 7,457,440 7,457,440 $ $ 7,457,440 7,457,440 $ $ 7,585,550 7,585,550 Other Federal Grants Fund City Attorney $ City Court Parks and Recreation Planning and Development Services Transportation Tucson Fire Tucson Police Total Fund $ 297,900 861,940 619,670 9,500 11,835,490 6,871,340 8,656,240 29,152,080 $ 201,820 828,720 367,470 $ 172,250 687,390 578,720 Non-Federal Grants Fund City Attorney $ Housing and Community Parks and Recreation Tucson Fire Tucson Police Total Fund $ 119,800 442,000 156,420 25,000 2,514,050 3,257,270 $ $ 2,545,890 3,072,790 $ 82,200 351,000 108,000 25,000 3,209,750 3,775,950 Total Special Revenue Funds $ 265,133,430 $ 248,285,480 $ 308,364,740 Park Tucson Fund Transportation * $ 10,167,490 5,112,510 9,651,320 26,329,330 84,900 442,000 $ $ 15,296,980 4,461,240 11,660,340 32,856,920 Includes actual expenditures/expenses recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated expenditures/expenses for the remainder of the fiscal year. B-28 Schedule E to Resolution No. 22729 CITY OF TUCSON Expenditures/Expenses by Fund Fiscal Year 2018 ADOPTED BUDGETED EXPENDITURES/ EXPENSES EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED ACTUAL EXPENDITURES/ EXPENSES* BUDGETED EXPENDITURES/ EXPENSES 2017 2017 2017 2018 FUND/DEPARTMENT DEBT SERVICE FUNDS General Obligation Bond and Interest Fund General Government $ 33,490,600 Total Fund $ 33,490,600 $ $ 34,145,390 34,145,390 $ $ 31,660,790 31,660,790 Street and Highway Bond and Interest Fund General Government $ 17,016,550 Total Fund $ 17,016,550 $ $ 17,016,550 17,016,550 $ $ 16,902,450 16,902,450 Special Assessment Bond and Interest Fund General Government $ Total Fund $ 425,630 425,630 $ $ 431,130 431,130 $ $ 266,840 266,840 Total Debt Service Funds $ 50,932,780 $ 51,593,070 $ 48,830,080 CAPITAL PROJECTS FUNDS 2013 General Obligation Fund Transportation $ Total Fund $ 18,220,000 18,220,000 $ $ 18,220,000 18,220,000 $ $ 27,600,000 27,600,000 Capital Improvement Fund Parks and Recreation $ City Courts Transportation Total Fund $ 3,516,200 2,336,000 25,189,000 31,041,200 $ 255,530 $ 194,400 $ 15,589,000 15,844,530 $ 36,247,700 36,442,100 $ Total Fund $ 2,542,500 13,944,900 130,000 16,617,400 Regional Transportation Authority Transportation $ Total Fund $ Development Fee Fund Parks and Recreation Transportation Tucson Fire $ 4,158,200 18,367,000 $ 962,630 10,586,000 180,000 11,728,630 $ 22,525,200 91,390,940 91,390,940 $ $ 55,774,570 55,774,570 $ $ 51,728,900 51,728,900 Total Capital Projects Funds $ 157,269,540 $ 101,567,730 $ 138,296,200 ENTERPRISE FUNDS Tucson Water Utility Fund Tucson Water Utility $ Total Fund $ 237,540,270 237,540,270 $ $ 218,162,300 218,162,300 $ $ 254,449,260 254,449,260 Environmental Services Fund Environmental Services $ General Services Total Fund $ 59,307,240 345,000 59,652,240 $ $ 61,400,170 $ 50,257,980 339,740 50,597,720 $ 61,400,170 Tucson Golf Enterprise Fund Tucson City Golf $ Total Fund $ 7,902,410 7,902,410 $ $ 7,619,630 7,619,630 $ $ 7,884,320 7,884,320 * $ Includes actual expenditures/expenses recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated expenditures/expenses for the remainder of the fiscal year. B-29 Schedule E to Resolution No. 22729 CITY OF TUCSON Expenditures/Expenses by Fund Fiscal Year 2018 ADOPTED BUDGETED EXPENDITURES/ EXPENSES EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED ACTUAL EXPENDITURES/ EXPENSES* BUDGETED EXPENDITURES/ EXPENSES 2017 2017 2017 2018 FUND/DEPARTMENT Public Housing AMP Fund General Government $ Housing and Community Total Fund $ 83,870 12,570,650 12,654,520 $ Non-Public Housing Asset Housing and Community $ Total Fund $ $ $ 83,870 12,576,310 12,660,180 $ 68,590 13,063,510 13,132,100 1,829,500 1,829,500 $ $ 1,993,100 1,993,100 $ $ 2,804,960 2,804,960 Total Enterprise Funds $ 319,578,940 $ 291,032,930 $ 339,670,810 INTERNAL SERVICE FUNDS Fleet Services Internal Service General Services $ Total Fund $ 25,240,320 25,240,320 $ $ 22,027,790 22,027,790 $ $ — — General Services Internal Service Fund General Services $ Total Fund $ 19,200,630 19,200,630 $ $ 17,945,720 17,945,720 $ $ — — Self Insurance Internal Service Finance $ Human Resources Transportation Tucson Fire Total Fund $ 15,287,650 271,500 1,400,000 344,640 17,303,790 $ $ $ 15,259,500 371,810 1,420,080 333,120 17,384,510 $ 16,103,760 257,500 1,420,000 325,040 18,106,300 Total Internal Service Funds $ 61,744,740 $ 57,358,020 $ 18,106,300 FIDUCIARY FUNDS Tucson Supplemental Retirement $ Total Fund $ 81,272,710 81,272,710 $ $ 81,272,710 81,272,710 $ $ 84,765,430 84,765,430 Total Fiduciary Funds $ 81,272,710 $ 81,272,710 $ 84,765,430 TOTAL ALL FUNDS $ 1,372,156,070 * $ 1,256,595,920 $ 1,430,152,400 Includes actual expenditures/expenses recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated expenditures/expenses for the remainder of the fiscal year. B-30 Schedule F to Resolution No. 22729 CITY OF TUCSON Expenditures/Expenses by Department Fiscal Year 2018 ADOPTED BUDGETED EXPENDITURES/ EXPENSES EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED ACTUAL EXPENDITURES/ EXPENSES* BUDGETED EXPENDITURES/ EXPENSES 2017 2017 2017 2018 FUND/DEPARTMENT Mayor and Council General Fund $ Civic Contribution Fund Department Total $ 2,386,810 $ 2,150,950 $ 2,386,810 $ 2,150,950 $ 7,435,540 119,800 297,900 7,853,240 $ $ $ 7,528,150 84,900 201,820 7,814,870 $ 7,617,420 82,200 172,250 7,871,870 $ Department Total $ 3,172,710 3,172,710 $ $ 3,017,190 3,017,190 $ $ 3,324,170 3,324,170 City Court General Fund $ Capital Improvement Fund Other Federal Grants Fund Department Total $ 9,380,940 2,336,000 861,940 12,578,880 $ 9,444,520 $ 9,450,970 $ 828,720 10,273,240 $ 687,390 10,138,360 4,156,670 4,156,670 $ $ 4,203,820 4,203,820 $ $ 4,690,980 4,690,980 24,717,140 $ 22,528,070 $ 24,990,250 15,280 680,150 31,660,790 266,840 16,902,450 3,237,410 1,511,250 1,974,840 68,590 81,307,850 City Attorney General Fund $ Non-Federal Grants Fund Other Federal Grants Fund Department Total $ City Clerk General Fund City Manager General Fund $ Department Total $ Debt Service General Fund $ Community Development Block Grant Environmental Services Fund General Obligation Fund Special Assessments Fund Streets and Highway Debt Service Highway User Revenue Fund Mass Transit Fund Park Tucson Public Housing AMP Fund Department Total $ 33,490,600 425,630 17,016,550 33,905,590 431,130 17,016,550 1,514,120 1,514,120 83,870 77,247,910 Environmental Services General Fund $ 3,061,600 Environmental Services Fund 59,183,240.00 Other Federal Grants Fund 124,000.00 Department Total $ 62,368,840 * $ $ $ Finance Department General Fund $ Self Insurance Internal Service Fund Department Total $ 8,363,620 15,287,650 23,651,270 $ General Services General Fund $ Environmental Services Fund Fleet Services Internal Service Fund General Service Internal Service Fund Department Total $ 29,076,870 345,000 25,240,320 19,200,630 73,862,820 $ $ $ 83,870 75,479,330 $ 2,470,230 75,000 2,545,230 2,034,220 50,192,410 65,570 52,292,200 $ 8,352,350 15,259,500 23,611,850 $ $ 7,923,580 16,103,760 24,027,340 28,384,790 339,740 22,027,790 17,945,720 68,698,040 $ 55,999,400 $ 55,999,400 $ 1,829,960 60,595,020 125,000 62,549,980 Includes actual expenditures/expenses recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated expenditures/expenses for the remainder of the fiscal year. B-31 Schedule F to Resolution No. 22729 CITY OF TUCSON Expenditures/Expenses by Department Fiscal Year 2018 ADOPTED BUDGETED EXPENDITURES/ EXPENSES EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED ACTUAL EXPENDITURES/ EXPENSES* BUDGETED EXPENDITURES/ EXPENSES 2017 2017 2017 2018 FUND/DEPARTMENT Housing and Community General Fund $ Community Development Block Grant HOME Investment Partnerships Miscellaneous Housing Grants Non-Federal Grants Fund Non-Public Housing Assistance Asset Management Other Federal Grants Fund Public Housing AMP Fund Public Housing Section 8 Fund Department Total $ 12,570,650 36,491,280 83,164,040 $ $ Human Resources General Fund $ Self Insurance Internal Service Fund Department Total $ 2,365,420 271,500 2,636,920 $ Information Technology General Fund $ Department Total $ Outside Agencies General Fund $ Highway User Revenue Fund Department Total $ 2,432,510 16,814,150 7,457,440 3,782,580 442,000 1,993,100 1,218,280 12,576,310 36,326,280 83,042,650 $ $ 2,608,080 13,835,650 7,585,550 3,686,900 351,000 2,804,960 1,800,000 13,063,510 38,962,060 84,697,710 $ $ 2,301,780 371,810 2,673,590 $ 2,447,210 257,500 2,704,710 20,649,250 20,649,250 $ $ 20,384,470 20,384,470 $ $ 22,202,300 22,202,300 9,557,970 100,580 9,658,550 $ $ $ 9,770,480 100,580 9,871,060 $ 9,852,510 100,580 9,953,090 $ Department Total $ 5,394,740 5,394,740 $ $ 5,449,770 5,449,770 $ $ 5,611,180 5,611,180 Parks and Recreation General Fund $ Capital Improvements Fund Civic Contribution Fund Development Fee Fund Non-Federal Grant Fund Other Federal Grants Fund Department Total $ 27,104,310 3,516,200 659,490 2,542,500 156,420 619,670 34,598,590 $ 26,391,040 255,530 2,148,270 962,630 $ $ 367,470 30,124,940 $ 31,014,310 194,400 2,419,070 4,158,200 108,000 578,720 38,472,700 Planning and Development Services General Fund $ Civic Contributions Fund Other Federal Grants Fund Department Total $ 5,863,630 3,860 9,500 5,876,990 $ 5,851,410 $ 6,450,580 $ 5,851,410 $ 6,450,580 $ Department Total $ 3,311,340 3,311,340 $ $ 3,138,750 3,138,750 $ $ 3,354,740 3,354,740 $ Department Total $ 2,700,840 2,700,840 $ $ 2,700,210 2,700,210 $ $ 2,696,930 2,696,930 Park Tucson Park Tucson Fund Procurement General Fund Public Defender General Fund * 2,553,900 18,084,960 7,457,440 3,734,310 442,000 1,829,500 Includes actual expenditures/expenses recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated expenditures/expenses for the remainder of the fiscal year. B-32 Schedule F to Resolution No. 22729 CITY OF TUCSON Expenditures/Expenses by Department Fiscal Year 2018 ADOPTED BUDGETED EXPENDITURES/ EXPENSES EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED ACTUAL EXPENDITURES/ EXPENSES* BUDGETED EXPENDITURES/ EXPENSES 2017 2017 2017 2018 FUND/DEPARTMENT Transportation General Fund $ General Obligation Fund Highway User Revenue Fund Capital Improvements Fund Development Fee Fund Other Federal Grants Mass Transit Fund Park Tucson Fund Regional Transportation Authority Self Insurance Internal Service Fund Streets Improvement Fund Department Total $ 1,491,290 18,220,000 51,403,960 25,189,000 13,944,900 11,835,490 94,892,740 1,344,800 91,390,940 1,400,000 $ 781,950 18,220,000 43,347,090 15,589,000 10,586,000 10,167,490 88,466,130 1,100,000 55,774,570 1,420,080 $ 311,113,120 $ 245,452,310 $ 51,728,900 1,420,000 20,000,000 301,590,150 $ Department Total $ 7,902,410 7,902,410 $ $ 7,619,630 7,619,630 $ $ 7,884,320 7,884,320 Tucson Convention Center Convention Center Fund $ Civic Contributions Department Total $ 10,232,750 30,000 10,262,750 $ 10,042,420 $ $ 10,042,420 $ 9,913,870 30,000 9,943,870 91,165,710 47,000 130,000 25,000 6,871,340 344,640 $ 92,125,910 24,000 180,000 $ 98,583,690 $ 97,775,540 $ 148,779,290 15,000 2,514,050 8,656,240 $ 147,822,850 15,000 2,545,890 9,651,320 $ 159,964,580 $ 160,035,060 $ 160,808,940 15,000 3,209,750 11,660,340 12,900,000 188,594,030 Tucson Water Tucson Water Utility Fund $ Department Total $ 237,540,270 237,540,270 $ $ 218,162,300 218,162,300 $ $ 254,449,260 254,449,260 General Government General Fund $ Convention Center Fund Department Total $ 28,929,080 1,317,050 30,246,130 $ $ $ 24,140,560 1,317,050 25,457,610 $ 27,931,820 1,311,720 29,243,540 81,272,710 81,272,710 $ $ 81,272,710 81,272,710 $ $ 84,765,430 84,765,430 Tucson City Golf Golf Course Fund Tucson Fire General Fund $ Civic Contribution Fund Development Fee Fund Non-Federal Grants Fund Other Federal Grants Fund Self Insurance Internal Service Fund Public Safety Improvement Fund Department Total $ Tucson Police General Fund $ Civic Contribution Fund Non-Federal Grants Fund Other Federal Grants Public Safety Improvement Fund Department Total $ Pension Services TSRS Pension Fund $ Department Total $ TOTAL ALL DEPARTMENTS $ 1,372,156,070 * 5,112,510 333,120 $ 1,256,595,920 1,312,060 27,600,000 39,439,410 36,247,700 18,367,000 15,296,980 90,178,100 103,142,400 29,000 25,000 4,461,240 325,040 17,100,000 125,082,680 $ 1,430,152,400 Includes actual expenditures/expenses recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated expenditures/expenses for the remainder of the fiscal year. B-33 Schedule G to Resolution No. 22729 CITY OF TUCSON Full-Time Employees and Personnel Compensation Fiscal Year 2018 FUND GENERAL FUND SPECIAL REVENUE FUNDS Community Block Grants Fund Civic Contribution Fund Convention Center Fund Highway User Revenue Fund HOME Investment Partnerships Program Fund Mass Transit Fund Miscellaneous Housing Grants Fund Non-Federal Grants Fund Other Federal Grants Fund Park Tucson Fund Public Housing Section 8 Fund Total Special Revenue Funds ENTERPRISE FUNDS Environmental Service Fund Tucson Water Utility Fund Public Housing AMP Fund Non-Public Housing Asset Management Fund Tucson City Golf Fund Total Enterprise Funds Full-Time Equivalent (FTE) 2018 Employee Salaries, and Hourly Costs 2018 Retirement Costs 2018 Healthcare Costs 2018 Other Benefit Costs 2018 Total Estimated Personnel Compensation 2018 3,231.45 $ 184,897,620 $ 99,888,130 $ 33,604,210 $ 19,344,280 $ 337,734,240 16.30 $ $ 180,460 $ 109,330 $ $ 270.00 5.05 657,010 17,000 33,920 12,701,050 172,940 1,025,190 18,910 51,360 20,566,360 269,180 4.00 2.80 9.00 54.05 18.00 26.80 406.00 339,470 268,070 1,255,440 5,090,730 782,180 1,098,020 22,415,830 $ 9,971,780 28,049,220 3,121,860 381,400 $ 5,560 2,772,510 27,480 93,360 69,700 799,370 2,627,550 204,850 297,410 8,026,140 69,020 54,210 157,390 415,590 177,250 272,160 4,060,500 37,100 32,850 100,990 335,490 91,070 137,050 2,234,850 2,449,650 7,122,310 833,000 96,670 $ $ 2,305,430 5,899,510 632,840 98,130 $ $ 1,168,350 3,115,830 387,300 46,370 $ $ 538,950 424,830 2,313,190 8,469,360 1,255,350 1,804,640 36,737,320 212.00 554.50 74.22 8.63 $ 849.35 $ 33,920 41,558,180 $ 9,330 10,510,960 $ 5,660 8,941,570 $ 2,550 4,720,400 $ 51,460 65,731,110 INTERNAL SERVICE FUND Self Insurance Fund Total Internal Service Fund 14.00 14.00 $ $ 821,910 821,910 $ $ 223,180 223,180 $ $ 152,000 152,000 $ $ 89,950 89,950 $ $ 1,287,040 1,287,040 FIDUCIARY Tucson Supplemental Retirement Total Fiduciary Funds 4.00 4.00 $ $ 246,640 246,640 $ $ 69,290 69,290 $ $ 31,890 31,890 $ $ 23,620 23,620 $ $ 371,440 371,440 TOTAL ALL FUNDS 4,504.80 $ 249,940,180 $ 118,717,700 $ 46,790,170 $ 26,413,100 $ 441,861,150 B-34 $ 9,330 3,696,620 47,490 78,390 1,910 2,550 1,396,180 21,270 15,895,210 44,186,870 4,975,000 622,570 REVENUES FISCAL YEAR 2017/18 TOTAL Business Privilege Tax, 17.6% Other Local Taxes, 3.4% Secondary Property Tax, 2.2% Primary Property Tax, 1.1% Pension Trust, 1.6% State-Shared Taxes, 9.9% Interdepartmental Charges, 1.1% Use of Bond and Longterm Debt Financing, 3.9% Charges for Current Services, 4.5% Fines and Forfeitures, 0.8% Net Change of Fund Balance, 5.4% Federal Grants, 8.2% Licenses and Permits, 2.1% Other Agencies, 16.9% Public Utility Charges, 18.1% Other Miscellaneous Revenues, 3.2% Annual Budget Total Funds Available Primary Property Tax Secondary Property Tax Business Privilege Tax Other Local Taxes State-Shared Taxes Charges for Current Services Use/(Increase) of Fund Balance Other Agencies Other Miscellaneous Revenues Public Utility Charges Licenses and Permits Federal Grants Fines and Forfeitures Use of Bond and Longterm Debt Financing Interdepartmental Charges Pension Trust Total Funds Available C-1 Percent of Total $ 15,259,500 31,632,200 249,370,010 50,557,820 189,935,200 63,521,250 123,263,410 124,518,160 35,332,750 246,038,800 30,538,310 124,702,510 11,309,020 34,000,000 15,408,030 84,765,430 1.1 % 2.2 % 17.6 % 3.4 % 9.9 % 4.5 % 5.4 % 16.9 % 3.2 % 18.1 % 2.1 % 8.2 % 0.8 % 3.9 % 1.1 % 1.6 % $ 1,430,152,400 100.0% GENERAL FUND The General Fund is the chief operating fund of a state or local government. All of a government’s activities are reported in the General Fund unless there is a compelling reason to report an activity in another fund. Compelling reasons include requirements for certain Generally Accepted Accounting Principles, specific legal circumstances, or financial administration. The City of Tucson’s Adopted General Fund revenues for Fiscal Year 2017/18 are $543.7 million, an increase of $54.1 million or 11% from the Fiscal Year 2016/17 adopted budget of $489.6 million. General Fund Revenues $543.7 million Business Privilege Tax, $199.4, 36.7% Other Funding Sources, $1.9, 0.3% Other Agencies, $1.5, 0.3% Licenses and Permits, $29.9, 5.5% Use of Money and Property, $0.5, 0.1% Charges for Services, $63.3, 11.6% Fines and Forfeitures, $10.5, 1.9% Other Local Taxes, $52.6, 9.7% Miscellaneous Revenues, $22.6, 4.2% State Shared Revenues, $141.0, 25.9% Primary Property Tax, $15.1, 2.8% Non-Grant Contributions, $5.5, 1.0% C-2 GENERAL FUND CITY BUSINESS PRIVILEGE (SALES) TAX The Business Privilege Tax is a major source of revenue to the City and accounts for approximately 36.7% of the anticipated General Fund revenue. The Tucson City Charter exempts food purchased for home consumption, but allows the taxation of food consumed in restaurants or carried out. As a result of a Special Election held on May 16, 2017, Mayor and Council adopted Resolution No. 22760, to authorize a voter approved five year temporary half-cent sales taxes increase to fund public safety capial needs and road repairs. The half-cent increase changes the tax rate to 2.5%; of which 2% of the collections will go to the General Fund and 0.5% will be restricted. The charter further provides, as long as the city sales tax is imposed, no ad valorem tax shall be imposed on real or personal property within the city in excess of $1.75 per $100 of assessed valuation. City Business Privilege Tax (millions) $187.2 $188.8 $194.1 $196.3 $199.4 FY 13/14 FY 14/15 FY 15/16 FY 16/17 Estimated FY 17/18 Adopted In 2013, lawmakers passed HB 2111 to streamline Arizona’s Transaction Privilege Tax (TPT) system. The bill establishes the Arizona Department of Revenue (ADOR) as the sole collection agency for municipal and state TPT. The effective date of this change took place beginning with sales tax returns for January 2017 period, which must be filed and paid in February 2017 to ADOR. C-3 GENERAL FUND STATE SHARED REVENUES Cities and towns in Arizona receive a portion of revenues collected by the State of Arizona. The allocations for these revenues are primarily based on U.S. Census population figures. The three state-shared revenues represent 25.9% of the General Fund budget. Revenues from these sources may be used for any general government activity. For Fiscal Year 2017/18, the projected state-shared revenues are $141.0 million, representing a 2.1% increase from the $138.0 million estimate for Fiscal Year 2016/17. State Shared Revenues (millions) $58.8 $45.3 $20.7 FY 13/14 $62.9 $47.7 $63.1 $49.9 $22.8 $22.1 FY 14/15 FY 15/16 State Income Tax $65.0 $49.5 $66.7 $49.5 $24.8 $23.5 FY 16/17 Estimated FY 17/18 Adopted State Sales Tax Auto Lieu Tax C-4 GENERAL FUND PUBLIC UTILITY TAX The Tucson City Charter authorizes a tax on the gross sales by public utilities and telecommunication providers operating without a franchise to consumers within the city limits. The tax is paid monthly on gross income with a provision allowing credit against the public utility tax for any franchise fees paid to the City. The public utility tax is in addition to the 2% city sales tax. Under the terms of voter-approved franchises granted to Tucson Electric Power and Southwest Gas for use of public rights-of-way, the City collects 2.25% on gross sales of electricity and 3.0% on natural gas consumed within the city. The franchise fee payments received from Tucson Electric Power and Southwest Gas reduces their public utility tax. Monies received from public utility taxes and utility franchise fees may be used to pay any expense legally chargeable to the General Fund. Estimated revenues from public utility taxes for Fiscal Year 2017/18 total $27.0 million. The forecast includes an increase of $1.5 million from Fiscal Year 2016/17 estimated revenues of $25.5 million. Public Utility Tax (millions) $20.9 $21.8 $23.0 FY 13/14 FY 14/15 FY 15/16 C-5 $25.5 $27.0 FY 16/17 Estimated FY 17/18 Adopted GENERAL FUND PRIMARY PROPERTY TAX The City imposes a primary property tax on real and personal property located within the city limits. Revenues from the primary property tax can be used to pay any expense legally chargeable to the General Fund. The Arizona State Constitution limits the amount of ad valorem taxes levied by a city to an amount not to exceed 2% greater than the maximum allowable levy in the preceding year. This levy limitation permits additional taxes to be levied on new or annexed property which may be taxed at the allowable rate computed for property taxed in the preceding year. Property annexed by November 1 will be taxable in the following year. The Fiscal Year 2017/18 revenues reflect the 2% allowable increase. Proposition 117, passed by Arizona voters in 2012, changes the method for determining property values used in calculating assessed values for tax rates and levies. Beginning with tax year 2015, a single assessed value called the Limited Property Value (LPV), will be used for both the primary and secondary tax levies. The growth in the LPV is limited to no more than 5% per year, excluding new construction. The city applies a state law allowing an increase to the primary property tax levy by the amount of involuntary torts or claims paid in Fiscal Year 2015/16. The involuntary tort levy amount is $205,000, which is less than the prior year and, decreases the estimated primary tax rate by $0.0062 per $100 of assessed valuation. The revenue from the primary property tax will be recognized in the Self-Insurance Internal Service Fund. The estimated primary property tax for Fiscal Year 2017/18, including the amount for the tort levy, is $15,235,260 or $1.8 million less than the actual levy of $17,035,028 for Fiscal Year 2016/17. The tax rate for Fiscal Year 2017/18 will decrease to $0.4581 per $100 of assessed valuation from $0.5348 for Fiscal Year 2016/17. The chart illustrates the Primary tax rates and levy for five years. Primary Tax Rate Primary Tax Levy Net Taxable Value Primary Tax Rate and Levy FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 Actual Actual Actual Actual Adopted $0.5245 $0.4829 $0.5326 $0.5348 $0.4581 $13,670,900 $16,333,360 $14,973,710 $17,035,130 $15,235,260 $3,313,878,996 $3,114,079,421 $3,068,049,790 $3,185,432,195 $3,326,022,182 C-6 GENERAL FUND OTHER LOCAL TAXES Other local taxes that the City imposes include use, transient occupancy, room, occupational, liquor, and excise. The use tax applies when goods are purchased from a retailer who does not collect sales tax. The Tucson City Code authorizes a 6% transient occupancy tax on rooms rented for 30 days or less. In addition to the transient occupancy tax, there is a daily hotel/motel surtax of $4.00 per rented room. The room surcharge was increased from $2.00/night to $4.00/ night in FY 2016/17 and adjusted to by Mayor and Council on June 20, 2017 to exclude rental of recreational vehicle space from $4.00 to $2.00 for each 24-hour period (or fraction of a 24-hour period) that a space is rented. The forecast for Fiscal 2017/18 total of $7.7 million shows an increase of $0.4 million from the FY 2016/17 estimated revenues of $7.3 million. Not including public utility tax and hotel/motel surtax, estimated revenues from transient occupancy and other local taxes for Fiscal Year 2017/18 total $17.8 million, an increase of $0.6 million from Fiscal Year 2016/17 estimated revenues of $17.2 million. CHARGES for SERVICES City departments may charge fees for a certain level of cost recovery. The Planning and Development Services Department charges fees for project planning, review, and zoning. The Fire Department charges fees for services provided for emergency medical transport and fire inspections. The Parks and Recreation Department has fees for admission to the zoo, recreational programs, and classes. Included in the Charges for Services is an administrative charge to the Water and Environmental Services Enterprise Funds, as well as the Park Tucson and Highway User Revenue Funds (HURF). This charge covers the cost of General Fund central support services provided to the businesstype activities of the City. In Fiscal Year 2017/18, charges for services are projected to increase approximately $19.9 million from estimated Fiscal Year 2016/17. The primary changes in Fiscal Year 2017/18 are for charges to Special Revenue and Enterprise Funds for fuel, vehicle and facility maintenance which resulted from the elimination of the Fleet and General Services Internal Service Funds. In prior years, these charges were of a similar magnitude but were not shown in the General Fund. The following graph illustrates the City of Tucson Charges for Services over five years. Charges for Services (millions) $63.3 $40.7 $38.5 FY 13/14 FY 14/15 $42.5 $43.4 FY 15/16 FY 16/17 Estimated C-7 FY 17/18 Adopted GENERAL FUND LICENSES and PERMITS Licenses and Permits revenues include revenue from franchise fees, licenses for various business activities, and permits for signs, alarms, and trash hauling. For Fiscal Year 2017/18, the projected licenses and permits revenues are $29.9 million, representing a decrease from the $30.8 million estimate for Fiscal Year 2016/17. Fiscal Year’s 2014/15 through 2017/18 includes the impact of transferring Liquor License Fees from Other Local Taxes, Animal Care License Fees from Other Agencies, Permits and Inspections Fees from Charges for Service to other revenue categories. Licenses and Permits (milllions) $29.1 $28.6 FY 14/15 FY 15/16 $30.8 $29.9 FY 16/17 Estimated FY 17/18 Adopted $20.2 FY 13/14 C-8 GENERAL FUND FINES and FORFEITURES This revenue is derived from fines for violations of state statutes and the Tucson City Code, and from forfeitures collected by the Tucson Police Department and the City Attorney. Fines include driving under the influence and other criminal misdemeanors, along with civil traffic violations. Fines and penalty revenues are accounted for in both the General Fund and the Special Revenue Funds. Forfeitures, which are accounted for in the General Fund, are restricted for specific law enforcement expenses. The proposed Fiscal Year 2017/18 revenues of $10.5 million are projected to increase $1.8 million from Fiscal Year 2016/17 estimated revenues of $8.7. One of the major factors contributing to the increase is City Court is now offering an Improved Compliance Assistance Program (ICAP) to make it easier for defendants to pay fines, fee, and restitution in a single contract with reasonable, affordable payments. Defendants entering the ICAP will need to make a good faith payment based on a formula, and the monthly payment contract amount will be based on the remaining balance. Fines and Forfeitures (millions) $15.0 $16.1 $12.2 $8.7 FY 13/14 FY 14/15 FY 15/16 FY 16/17 Estimated $10.5 FY 17/18 Adopted USE of MONEY and PROPERTY Revenues in this category include payments from the leasing of City property and interest earnings. The Finance Department invests funds available but not needed for immediate disbursement. Fiscal Year 2017/18 interest earnings and rental revenues are anticipated to slightly decrease by $0.1 million from the Fiscal Year 2016/17 revenue projection. OTHER AGENCIES Revenues in this category come from Intergovernmental Agreements with other jurisdictions, e.g., contract for fire services with the University of Arizona, law enforcement training, and dispatch. C-9 GENERAL FUND NON-GRANT CONTRIBUTIONS Revenues in this category are from miscellaneous contributions. The major source of revenue in this category is from a federal subsidy to investors equal to 35% of the interest payable by the issuer of Qualified Energy Conservation Bonds (QECBs) and Build America Bonds (BABs). The City projects to receive $0.9 million from the subsidy to offset the debt service interest payments. The City entered into a contract with Raytheon to provide for fire services late in Fiscal Year 2014/15, the annual amount starting this fiscal year is $1.4 million. Additionally, the City agreed to provide school resource officers at Tucson and Amphitheater Unified School district campuses for $1.0 million. MISCELLANEOUS REVENUES Revenues in this category include the sale of property, recovered expenditures and other miscellaneous funds. OTHER FINANCING SOURCES Other Financing Sources is the category in which current financial resources are reported separately from standard operating revenues to avoid distorting revenue trends. For Fiscal Year 2017/18, the other financial resources are in lieu of taxes and use of fund balance. Municipal-owned utilities are exempt from property taxes. In order to compensate the City for the lost property tax revenues, the City imposed a payment in lieu of tax (PILOT) on the Tucson Water Utility Fund which will bring $1.9 million into the General Fund for Fiscal Year 2017/18. For Fiscal Year 2017/18 $4.0 million is included in the budget for the Energy Performance Contract (EPC). The EPC is a new program underway and is an innovative financing technique and budget-neutral approach that uses cost savings from reduced energy consumption to pay and finance building system or component replacements or upgrades intended to reduce energy and water usage. Based on the outcomes of this project the City may move forward with more aggressive widespread investment through this contracting model. The City receives certain funds which are subject to constraints either externally imposed by creditors, grantors, contributors, or laws or regulations of other governments; or are imposed by law through constitutional provisions (i.e. state assessment fee, vehicle impoundment fee, special duty). If the City is unable to spend the restricted funds by fiscal year end, then the remaining funds increase the General Fund’s restricted fund balance. A department may plan to spend the restricted funds in the following fiscal years. The City will continue to experience a significant increase in Fiscal Year 2017/18 to public safety pension costs. In order to not reduce services to the community, the City plans to draw $10.1 million of the Assigned fund balance to pay for one-time expenditures. Revenue detail for General Fund revenue on page C-25. C-10 SPECIAL REVENUE FUNDS Special Revenue Funds are used to account for the proceeds of several revenue sources restricted to expenditures for specified purposes. Included in this category are the Mass Transit Fund, Tucson Convention Center (TCC) Fund, Highway Revenue User Fund (HURF), Park Tucson Fund, Civic Contribution Fund, Federal and State Grant Funds, and the Public Safety and Streets Improvement Fund. MASS TRANSIT FUND The Mass Transit Fund records the revenues generated and expenditures made in order to run the public transportation system for the City. Revenues include passenger revenues, operating assistance from the Regional Transportation Authority (RTA), Pima County and other local jurisdictions, and other miscellaneous revenues. The Fiscal Year 2017/18 passenger revenues of $11.8 million are projected to increase by $1.1 million from the Fiscal Year 2016/17 estimated of $10.7 million. The increase in revenue is anticipated from fare adjustments occurring in January 2018. Fiscal Year 2017/18 federal grant revenue of $14.5 million is an increase of $0.9 million from the Fiscal Year 2016/17 estimated of $13.6 million. The increase is to pay projects delayed from the previous year. The General Fund transfer to the Mass Transit Fund is increasing by $3.6 million from $40.1 million estimated in Fiscal Year 2016/17 to the projected $43.7 million in Fiscal Year 2017/18. The increase is primarily due to contracted labor and fuel increase. MASS TRANSIT – SUN LINK FUND Sun Link, the City's modern, high-capacity streetcar system, began operations in July 2014. Estimated passenger revenues for Fiscal Year 2017/18 total $0.7 million. The forecast assumes a slight change from Fiscal Year 2016/17 estimated total. The City’s General Fund is projected to provide $3.0 million in funding in Fiscal Year 2017/18 to cover operating costs and debt service on the street cars, an increase of $0.6 million from Fiscal Year 2016/17 estimated total of $2.4 million. TUCSON CONVENTION CENTER FUND The Tucson Convention Center Fund is used for the operations of the convention center and is operated by an outside contractor, SMG. On May 17, 2016, the City entered into a ten-year license contract with the American Hockey League (AHL) for use of the Convention Center arena beginning in October 2016. Under this contract, the AHL pays the City an annual license fee of $300,000, adjusted for inflation each year. The City is responsible for the operational costs associated with the AHL’s use. The City and the AHL split net revenues from the sales of concessions, parking, other types of advertising, and naming rights. In addition, the City collects a Facility Fee on sold tickets to fund a capital improvement and maintenance reserve account. Revenues include room and space rental, parking fees, catering and concessions, and other miscellaneous revenues. Projected operational revenues of $6.8 million for Fiscal Year 2017/18 are anticipated to decrease from the adopted Fiscal Year 2016/17 budgeted revenues of $7.1 million. C-11 SPECIAL REVENUE FUNDS HIGHWAY USER REVENUE FUND The HURF revenues are generated from the state-collected gasoline tax. Currently, the gas tax is levied at a rate of $0.18 per gallon and distributed to cities and towns under two formulas. The first formula deposits $0.13 of the $0.18 in a fund from which 30% is allocated to cities and towns. One-half of the monies received under this formula are distributed on the basis of population and the remaining half of the monies are distributed on the basis of gasoline sales from the “county of origin.” This portion is then allocated in relation to the population of all incorporated cities and towns in the county. The HURF revenues are restricted solely for street and highway purposes. Eligible activities for HURF revenues include rights-of-way acquisitions, street construction, maintenance and improvements, and debt service on highway and street bonds. HURF revenues are anticipated to increase $2.0 million in Fiscal Year 2017/18 from Fiscal Year 2016/17 projected revenues of $39.1 million to $41.1 million. The increase is mainly due to an additional one-time $1.5 million that is included in the Arizona Department of Transportation budget for distribution to each city and town. The following graph shows the amount of state-shared HURF revenues received and anticipated by the City. It reflects an approximate 20.9% increase in revenues since Fiscal Year 2013/14. Highway User Revenue Fund (HURF) Allocation (millions) $36.9 $38.5 $39.1 $41.1 $34.0 FY 13/14 FY 14/15 FY 15/16 FY 16/17 Estimated FY 17/18 Adopted C-12 SPECIAL REVENUE FUNDS PARK TUCSON FUND The Park Tucson Fund is used to account for the operations of the City’s parking garages, parking lots and parking meters. The projected parking space and meter collections of $4.8 million for Fiscal Year 2017/18 are anticipated to remain flat from Fiscal Year 2015/16 estimated revenues. Beginning in Fiscal Year 2015/16, Park Tucson began collecting payments for parking ticket fines, including Tucson Police Department issued parking citations, for 30 days after the ticket issued date. Citations not resolved within 30 days are referred to City Court. Effective July 1, 2016, the annual costs of weekday Meter Expansion Permits in the Downtown area will increase from $150 to $200. Implementation of the Toole Lot monthly permit fee increase from $35 to $40 has been postponed until October 2016. Park Tucson continues to upgrade its permitting system to include an on-line option for monthly garage and lot permitholders as well as resident and non-resident on-street parking permit-holders for convenience. Eventually the system will allow for the introduction of new parking products and services. CIVIC CONTRIBUTION FUND The Civic Contribution Fund accounts for any monetary contributions from individuals or organizations for a specific purpose. Projected contributions to be expended during Fiscal Year 2017/18 include those for the Tucson Fire, Police, Parks and Recreation Departments, along with Tucson Convention Center, and for Historic Designations. COMMUNITY DEVELOPMENT BLOCK GRANT FUND The Community Development Block Grant (CDBG) Fund are for funds received from a federal program administered by the U.S. Department of Housing and Urban Development (HUD). Grant funds are awarded to local and state governments to develop viable urban communities by providing decent housing and expanding economic opportunities for low- and moderate-income residents. For Fiscal Year 2017/18, the projected CDBG funding of $13.9 million is anticipated to decrease $2.9 million from the Fiscal Year 2016/17 estimate of $16.8 million. MISCELLANEOUS HOUSING GRANT FUND The Miscellaneous Housing Grant Fund are for grants from HUD. The fund includes several grants for homeless activities, supportive services for public housing residents, and other smaller or non-recurring HUD programs. The fund accounts for the Lead Hazard Control Program that reduces lead-based paint hazards to help meet the goal of eliminating childhood lead poisoning. The revenues in the Miscellaneous Housing Grant Fund are anticipated to increase $1.8 in Fiscal Year 2017/18 from the Fiscal Year 2016/17 estimated revenues of $3.7 million to $5.5 million. The increase is mainly due to the newly awarded Lead Hazard Control Program funding. PUBLIC HOUSING SECTION 8 FUND The Public Housing Section 8 Funds are for the federally-funded program offering affordable and safe housing for low-income families and individuals. Tenants are required to pay rent in the amount of no more than 30% of their income, and federal money pays the balance of the rent to the landlord. The estimated revenue in Fiscal Year 2016/17 is $36.3 million, and Fiscal Year 2017/18 is anticipated to increase by $2.7 million to $39.0 million. The decrease is primarily due to grant carry forward spending of multi-year projects. C-13 SPECIAL REVENUE FUNDS PUBLIC SAFETY AND STREETS IMPROVEMENT FUNDS On May 16, 2017, voters approved a new, five year, half-cent sales tax to fund public safety capital needs and road repairs, which goes into effect July 1, 2017. The funds collected over the five-year period will be split with $100 million to restore, repair, and resurface City streets, and $150 million will be spent on vehicles, equipment, facilities for the Tucson Police and Fire departments. A Public Safety Improvement Fund has been established for taxes collected to fund vehicles, safety equipment, and facility needs of the Tucson Police and Tucson Fire Departments. The Fiscal Year 2017/18 revenue forecast is $30.0 million. A Streets Improvement Fund has been established for taxes collected to repair and maintain city streets. The Fiscal Year 2017/18 revenue forecast is $20.0 million. HOME INVESTMENT PARTNERSHIPS PROGRAM FUND This is a U.S. Department of Housing and Urban Development entitlement grant program used to strengthen publicprivate partnerships and to expand the supply of decent, safe, sanitary, and affordable housing, with primary attention to rental housing for very low-income and low-income families. Projected revenues for Fiscal Year 2017/18 are $7.6 million, an increase of $0.1 million from prior year estimate of $7.5 million. OTHER FEDERAL and NON-FEDERAL GRANTS FUNDS The Other Federal and Non-Federal Grants Fund are for miscellaneous federal grants not accounted for in the Mass Transit Fund, Enterprise Funds, or any of the Housing Funds. The grants are awarded by federal agencies such as Department of Justice, Department of Energy, Department of the Interior, Department of Homeland Security, National Highway Traffic Safety Administration, the Federal Highway Administration, the Arizona Criminal Justice Commission, the Arizona Counter Narcotics Alliance (CNA), and the Arizona Department of Transportation. City departments apply for federal and state grants enhancing the department’s mission in providing services to the community. In Fiscal Year 2017/18, other federal and non-federal grant revenue is increasing from an estimated $30.6 million in Fiscal Year 2016/17 to $36.6 million. The increase is mainly due to an increase in grants for Surface Transportation Regional Program and Operation Stonegarden Program funding offset with decrease from expiration of the Staffing for Adequate Fire and Emergency Response grant. Revenue detail for all Special Revenue Funds on page C-26. C-14 ENTERPRISE FUNDS Enterprise Funds are used to account for certain operations providing services to the general public for a fee. The City of Tucson’s Enterprise Funds are established to set fees or charges to recover the cost of providing services, including capital costs. The Enterprise Funds may issue debt backed solely by the fees and charges of the funds. TUCSON WATER UTILITY The Tucson Water Utility is committed to ensuring customers receive high quality water. To provide this service, the Utility has a variety of fees. The fees include potable water sales, water conservation fees, reclaimed water sales, connection fees, and other miscellaneous operating revenues. Non-operating revenues include interest earnings, reimbursement from the Tucson Airport Remediation Project, equity fees, and miscellaneous state and federal grants. Mayor and Council approved a 7.0% increase to water rates as presented in the Water Financial Plan for Fiscal Years 2016/17 – 2020/21 on May 17, 2016. This is the second year of the two-year water rate package. The rate increase is projected to generate an additional $12.5 million in revenue for Fiscal Year 2017/18. For Fiscal Year 2017/18, the water sales revenue (Potable, Reclaimed, Central Arizona Project Surcharge, Conservation and Fire Sprinkler fees) is projected to increase by $2.5 million or 1.4% over Fiscal Year 2016/17 estimated. Water Sales Allocation (millions) $160.5 $164.0 $167.7 FY 13/14 FY 14/15 FY 15/16 $181.8 $184.3 FY 16/17 Estimated FY 17/18 Adopted Water Revenue System Obligations are issued to provide funds for the acquisition and construction of water system improvements. Revenue System Obligations are loaned to a utility by its guarantee of repayment solely from revenues generated by the utility rather than from a tax. Mayor and Council approval is needed to issue this type of debt obligation. The bonds will be used to continue replacement/upgrades to an advanced metering infrastructure, upgrades to the Supervisory Control Data Acquisition (SCADA) system, extending water main along the Aerospace Parkway in support of the Sonoran Corridor expansion, and for multiple water system improvement projects. Details on projects funded by the Tucson Water Department may be found in Section E, Capital Improvement Program. C-15 ENTERPRISE FUNDS ENVIRONMENTAL SERVICES FUND Environmental Services provides Tucson citizens and businesses with refuse and recycling trash collection and waste disposal services. The department operates the City's landfill in compliance with State and Federal regulations and administers the city's Environmental Compliance and Brownfields programs as well as the Household Hazardous Waste program. In Fiscal Year 2014/15, the Mayor and Council approved a 3% increase to the commercial waste collection fee; the first increase in four years. Another 5% increase in front load refuse rates was approved in June 2016 to provide for an additional $0.2 million for FY 2017/18. In addition, Mayor and Council approved Residential Recycling Surcharge estimated to generate $0.8 million and Groundwater Protection Fee for an additional $0.2 million for FY 2017/18. Fund balance reserves will be used for improvements to the department’s Container Maintenance Facility and construction of facilities at the Los Reales Landfill. Environmental Services Collection Fees (millions) $28.4 $28.4 $28.4 $27.7 $28.8 $7.5 $7.5 $7.4 $7.6 $7.7 FY 13/14 FY 14/15 FY 15/16 FY 16/17 Estimated FY 17/18 Adopted Residential Commercial C-16 ENTERPRISE FUNDS TUCSON GOLF ENTERPRISE FUND The Tucson Golf Fund operates five golf courses throughout the city: El Rio, Randolph, Dell Urich, Fred Enke, and Silverbell. The revenues funding the golf operations include golf fees, cart rental, driving range, pro shops, and food and beverage sales. The City contracts with OB Sports to manage the golf operations. The projected revenues are anticipated to increase by $0.3 million, from Fiscal Year 2016/17 estimated level of $7.6 million to $7.9 million for Fiscal Year 2017/18. The graph on the following page shows the amount of golf operating revenues received and anticipated by the City. It reflects an increase for all golf operations, including food and beverage sales, due to the change in management in Fiscal Year 2013/14. Golf Operating Revenues (millions) $6.0 $6.1 FY 13/14 FY 14/15 $7.4 $7.6 $7.9 FY 15/16 FY 16/17 Estimated FY 17/18 Adopted PUBLIC HOUSING (AMP) FUNDS Public housing provides decent and safe rental housing for eligible low-income families, the elderly, and persons with disabilities. The City of Tucson owns and manages 1,505 public housing units located throughout the city. The public housing unit portfolio includes elderly/disabled high-rises, multi-unit housing complexes, and scattered site single family homes. The Public Housing (AMP) Funds federal grant funding is projected to increase over FY 2016/17 estimated total of $5.6 million to $6.7 million in FY 2017/18. NON-PHA ASSET MANAGEMENT FUND This fund accounts for asset management activities by the Housing and Community Development Department, consisting of affordable multifamily housing rentals and department office buildings. Revenue detail of each Enterprise Fund on page C-27. C-17 DEBT SERVICE FUNDS Debt Service Funds are used to account for the accumulation of resources for and the payment of, general long-term debt principal and interest which are not serviced by the General, Special Revenue, and Enterprise Funds. It does not include contractual obligations accounted for in the individual funds. GENERAL OBLIGATION BOND and INTEREST FUND General Obligation bonds are a form of long-term borrowing in which the City issues municipal securities and pledges its full faith and credit to their repayment. Bonds are repaid over many years through semi-annual debt service payments. The City levies a property tax for the purpose of retiring the principal and paying interest on the general obligation bonds. The tax rate is based on the annual debt service requirements and includes a tax delinquency factor. The city’s total estimated debt service requirement on general obligation bonds for Fiscal Year 2017/18 is $32,465,710, a decrease of $751,700 from the Fiscal Year 2016/17 actual levy of $33,874,570. The secondary property tax rate for Fiscal Year 2016/17 was $1.0634 per $100 valuation. For Fiscal Year 2017/18, the secondary property tax rate will decrease by $0.0873 per $100 valuation to $0.9761 per $100 valuation. Even with the issuance of the final installment of the $20.0 million in streets general obligation bonds, the City will not need to increase the secondary property tax rate in Fiscal Year 2017/18 from the Fiscal Year 2016/17 rate. The favorable financial markets offered the City the ability to refund existing obligations to lower the interest amounts due. FY 13/14 Actual Secondary Tax Rate Secondary Tax Levy Net Taxable Value $0.9059 Primary Tax Rate and Levy FY 14/15 FY 15/16 Actual Actual $0.9777 $1.0634 FY 16/17 Actual $1.0634 FY 17/18 Adopted $0.9761 $28,545,290 $30,622,420 $33,217,410 $33,874,570 $32,465,710 $3,151,042,287 $3,099,471,500 $3,123,678,733 $3,185,496,639 $3,326,063,928 STREET and HIGHWAY BOND and INTEREST FUND Street and Highway special revenue bonds are issued specifically for the purpose of constructing street and highway projects. These bonds require voter approval and are secured by gasoline tax revenues collected by the State of Arizona. The State’s current distribution formula provides that 50.5% be retained in the state highway fund, 19% be distributed to counties, 27.5% be distributed to all incorporated cities and towns, and a final 3% be distributed to cities with a population greater than 300,000. The City designates the 3% allocation to the repayment of the principal and interest on the Street and Highway revenue bonds. If the amount received is not sufficient to cover the debt service payments, then an operating transfer from the HURF Fund to the debt service fund is made to cover the difference. The projected amount for Fiscal Year 2017/18 is $7.9 million, which is flat over the prior year estimate. The following graph shows the amount of state-shared 3% HURF Allocation revenues received and anticipated by the City. C-18 DEBT SERVICE FUNDS Street and Highway 3% Allocation (millions) $6.5 $7.0 $7.3 FY 13/14 FY 14/15 FY 15/16 $7.9 $7.9 FY 16/17 Estimated FY 17/18 Adopted SPECIAL ASSESSMENT BOND and INTEREST DEBT SERVICE FUND Special Assessment bonds are issued by the City on behalf of improvement districts created for a specific purpose, such as to finance local street paving, street lighting, or sidewalk improvements. Property owners in the designated districts are proportionately assessed for the principal and interest costs of repaying bonds. The City, as trustee for improvement districts, is responsible for collecting the assessments levied against owners of property within each improvement district and for disbursing these amounts to retire the bonds issued to finance the improvements. In the event of default (non-payment) by the property owner, the City may enforce auction sale of the property to satisfy the debt service requirements of the special assessment bonds. The City of Tucson administers special improvement districts in accordance with the provisions of Arizona Revised Statutes Chapter 4 of Title 48 which governs these types of taxing districts. The City invoices the property owners twice a year, during the fall and spring of the calendar year. The monies received are used to pay the debt service on the bonds. Revenue detail for all Debt Service Funds on page C-28. C-19 CAPITAL PROJECTS FUNDS Funds for capital projects are created to account for the purchase or construction of major capital facilities which are not financed by General, Special Revenue, or Enterprise Funds. Voter-authorized bonds, certificates of participation proceeds, intergovernmental agreements, and impact fees are the source of funds in this group. The capital projects overview may be found in Section E of this book. 2012 GENERAL OBLIGATION FUND The City of Tucson voters approved a $100 million General Obligation Bond program to improve the condition of city streets in the election held on November 6, 2012. The bond funds are being used to restore, repair, and resurface streets inside Tucson City limits over a five-year timeframe. The bond sale date of the first bond issuance of the authorization was June 11, 2013. The Transportation Department will spend $27.6 million for the repair and resurfacing of city streets during Fiscal Year 2017/18 which is the final year of bond authorization. CAPITAL IMPROVEMENT FUND The Capital Improvement Fund accounts for capital projects financed by certificates of participation (COPs) or are reimbursed by governmental agencies such as Pima County and Pima Association of Governments (PAG). Typical projects to be reimbursed by other agencies are street and highway and park improvements. DEVELOPMENT FEE FUND The Development Fee Fund accounts for the capital projects funded by impact fees. Impact fees are charged to new development as a means of paying for the facilities and infrastructure needed to serve development. The City of Tucson currently assesses impact fees for water, roads, parks, police, and fire. The impact fees for water are accounted for in the Tucson Water Utility Fund. Funding from impact fees will go towards seventeen Parks projects and fourteen Transportation projects in Fiscal Year 2017/18, the largest projects being the Reid Park Expansion, Jesse Owens Park, Houghton Road, and Valencia Road. REGIONAL TRANSPORTATION AUTHORITY (RTA) FUND The RTA Fund accounts for the capital projects approved with funding from the RTA. The RTA plan is funded by a countywide transaction 1/2-cent sales tax approved by the voters on May 16, 2006, which is collected by the State of Arizona. The State, in turn, transfers the collected funds to a Regional Transportation authorized fund account managed by the PAG, the region’s metropolitan planning organization. The tax will fund the RTA plan through Fiscal Year 2025/26. Revenues fluctuate widely from one year to the next, depending on if RTA current projects are located within the city limits or not. Projects funded with RTA funds include design and improvements along major arterial and collector roadways within the City of Tucson. The improvements include street widening, storm drains, sidewalks, street lighting, bike paths and landscaping. Revenue detail for all Capital Projects Funds on page C-28. C-20 INTERNAL SERVICE FUNDS Internal Service Funds are used to account for the financing of goods or services provided by one department to other departments of the City or to other governments on a cost reimbursement basis. Fleet Services and General Services for facilities maintenance, communications, architects and engineering have been incorporated in the operating budget for Environmental and General Services Department. The Self Insurance Fund accounts for property and public liability, workers’ compensation, and the safety and wellness programs. FLEET AND GENERAL SERVICES INTERNAL SERVICE FUNDS Effective this fiscal year, Fleet and General Services Internal Service Funds were eliminated to move away from an Internal Service Fund (ISF) accounting methodology of cost recovery. Special Revenue and Enterprise Funds will continue to be billed for any services and goods provided within the General Fund. This change translates to a shift in focus, from individual department decisions and transactional charges that are inherent in an ISF, to managing the City’s fleet as a whole and maintaining its buildings, facilities, and communications assets. The goal is to optimally manage and deploy its fleet and address significant maintenance activities given the annual funding available. SELF INSURANCE FUND The Self Insurance Fund is used to finance the City of Tucson's risk management program. Revenue for this fund is primarily derived from charges to other City departments. The related fund activity includes unemployment claims, workers’ compensation claims, public liability claims, employee safety, hazardous waste management (spill program), and specified environmental remediation. The charges to other City departments are dependent on the department claim cost and the expenses (e.g. insurance, legal, medical, and administrative costs) related to the risk management program. In Fiscal Year 2017/18, the City continues to include tort claim reimbursements in the primary tax levy as allowed by state law. The property tax revenue represents a reimbursement to the City’s Self Insurance Fund for the actual cost of liability claim judgments paid during Fiscal Year 2015/16. The amount levied for the tort liability reimbursement will be $205,000, a 0.0723 decrease per $100 assessed value. Revenue detail of Internal Service Funds is on page C-29. C-21 FIDUCIARY FUNDS These funds are used to account for assets held by the City in a trustee capacity or as an agent of individuals, private organizations, other governments, and/or other funds. TUCSON SUPPLEMENTAL RETIREMENT SYSTEM The Tucson Supplemental Retirement System (TSRS) was established in 1953 to provide retirement, survivor, and disability benefits for eligible city employees. Substantially all full-time and certain part-time employees, with the exception of those covered by the Arizona Public Safety Personnel Retirement System or the Elected Officials Retirement Plan of Arizona, are covered by TSRS. Upon recommendation by the TSRS Board, the Mayor and Council approved the employer/employee contribution rates for all TSRS members that will take effect July 1, 2017. The rates incorporate the Actuary’s recommendations plus additional contributions related to funding policy changes recommended by the TSRS Board aimed at achieving a fully funded status by the year 2035. The Board’s funding policy adds contributions from both member and employer contributions that exceed the Actuary’s recommended rates for the fiscal year ending 2017/18 by approximately 2.15%. For TSRS employees hired prior to July 1, 2006, the employee contribution rate of 5% of their annual covered payroll through bi-weekly payroll deductions did not change. For employees hired after June 30, 2006, the contribution rate is 6.75%; for employees hired after June 30, 2011, the rate is 5.25%. The Fiscal Year 2017/18 employer contribution rate is 27.50% for all employee members in the TSRS. The following graph illustrates the amount of employee and employer contributions by fiscal year: TSRS Pension Contributions (millions) $35.7 $34.2 $40.2 $36.3 $27.4 $7.3 $6.3 $5.3 $6.6 $4.4 FY 13/14 FY 14/15 FY 15/16 FY 16/17 Estimated FY 17/18 Adopted Employer Revenue detail for TSRS on page C-29. C-22 Employee CITY OF TUCSON ADOPTED BUDGET FOR FISCAL YEAR ENDING JUNE 30, 2018 SUMMARY RESOURCES BY FUND ACTUAL FY 15/16 General Fund Special Revenue Funds: Civic Contribution Fund Community Development Block Grant Fund Highway User Revenue Fund HOME Affordable Housing Fund Mass Transit Fund Mass Transit Fund - Sun Link Miscellaneous Housing Grant Fund Non-Federal Grants Fund Other Federal Grants Fund Park Tucson Fund Public Housing Section 8 Fund Public Safety Improvement Fund Streets Improvement Fund Tucson Convention Center Fund Total Special Revenue Funds Enterprise Funds: Environmental Services Fund Non-PHA Asset Management Fund Public Housing Fund Tucson Golf Enterprise Fund Tucson Water Utility Total Enterprise Funds Capital Projects Funds: 2012 General Obligation Fund Capital Improvement Fund Development Fee Fund Regional Transportation Authority Fund Total Capital Projects Funds Debt Service Funds: General Obligation Bond and Interest Fund Special Assessment Bond and Interest Fund Street and Highway Bond and Interest Fund Total Debt Service Funds $ 515,180,008 $ $ $ $ $ $ ESTIMATED FY 16/17 ADOPTED FY 17/18 489,618,310 $ 472,011,570 $ 543,748,210 340,984 755,350 $ 2,187,270 $ 2,568,070 4,857,180 55,541,018 3,007,215 86,798,657 6,213,494 3,751,145 2,014,368 16,484,612 7,165,766 34,804,947 — — 10,049,911 231,029,297 18,084,960 51,504,540 7,457,440 90,938,640 5,468,220 3,734,310 3,257,270 29,152,080 6,739,540 36,491,280 — — 11,549,800 265,133,430 $ 16,814,150 43,447,670 7,457,440 84,593,790 5,386,460 3,782,580 3,072,790 27,547,610 6,549,770 36,326,280 — — 11,359,470 248,525,280 $ 13,850,930 42,777,400 7,585,550 86,542,690 5,146,660 3,686,900 3,775,950 34,656,920 7,586,020 38,962,060 30,000,000 20,000,000 11,225,590 308,364,740 $ 49,124,720 4,437,469 9,894,639 14,860,688 190,279,727 268,597,243 $ 21,230,911 3,229,910 5,713,504 $ $ 54,956,893 85,131,218 $ 57,059,621 $ ADOPTED FY 16/17 $ 59,652,240 1,829,500 12,654,520 7,902,410 237,540,270 319,578,940 $ 18,220,000 31,041,200 16,617,400 $ $ 91,390,940 157,269,540 $ 33,490,600 $ 50,597,720 1,993,100 12,660,180 7,619,630 218,162,300 291,032,930 $ 18,445,000 15,844,530 11,728,630 $ $ 61,400,170 2,804,960 13,132,100 7,884,320 254,449,260 339,670,810 27,600,000 36,442,100 22,525,200 $ 55,774,570 101,792,730 $ 51,728,900 138,296,200 $ 33,680,590 $ 31,660,790 286,141 425,630 431,130 266,840 17,046,918 74,392,680 17,016,550 50,932,780 17,016,550 51,128,270 16,902,450 48,830,080 C-23 $ $ $ CITY OF TUCSON ADOPTED BUDGET FOR FISCAL YEAR ENDING JUNE 30, 2018 SUMMARY RESOURCES BY FUND ACTUAL FY 15/16 Internal Service Funds: Fleet Services Internal Service Fund General Services Internal Service Fund Self Insurance Internal Service Fund Total Internal Service Funds $ 32,977,927 ADOPTED FY 16/17 $ 25,240,320 ESTIMATED FY 16/17 $ 22,027,790 ADOPTED FY 17/18 $ — 18,954,085 19,200,630 17,945,720 — $ 19,271,639 71,203,651 $ 17,303,790 61,744,740 $ 17,384,510 57,358,020 $ 18,106,300 18,106,300 Fiduciary Funds: Tucson Supplemental Retirement System Total Fiduciary Funds $ $ 62,332,344 62,332,344 $ $ 81,272,710 81,272,710 $ $ 81,272,710 81,272,710 $ $ 84,765,430 84,765,430 Total City Resources $ 1,307,866,441 C-24 $ 1,425,550,450 $ 1,303,121,510 $ 1,481,781,770 CITY OF TUCSON ADOPTED BUDGET FOR FISCAL YEAR ENDING JUNE 30, 2018 RESOURCES BY FUND ACTUAL FY 15/16 GENERAL FUND Revenues: Primary Property Tax Business Privilege Tax Public Utility Tax Transient Occupancy Tax Room Tax Other Local Taxes State Shared Taxes: State Income Tax State Sales Tax Auto Payments in Lieu of Tax Licenses and Permits Fines and Forfeitures Charges for Services Use of Money and Property Other Agencies Non-Grant Contributions Sale of Real Property Miscellaneous Revenues In Lieu of Taxes Total Revenues Other Financing Sources: Refunding Proceeds Capital Lease Proceeds Use/(Increase) of Restricted Fund Balance Use/(Increase) of Assigned Fund Balance Use/(Increase) of Fund Balance Total Sources Total Fund $ $ $ $ $ 13,985,798 194,093,020 23,031,922 10,345,642 3,670,651 6,814,453 63,032,252 48,829,221 21,801,786 28,593,800 12,162,876 42,504,511 1,171,359 1,302,142 4,881,360 13,757,480 3,711,542 1,600,000 495,289,815 ADOPTED FY 16/17 $ $ 30,132,570 $ — 1,496,204 (7,879,508) (3,859,073) 19,890,193 $ 515,180,008 C-25 $ 14,494,430 192,539,300 26,722,100 10,425,620 7,502,400 5,443,630 65,118,880 50,099,800 22,790,790 29,074,730 10,478,630 43,327,230 448,790 1,583,990 4,586,650 7,789,000 1,237,410 1,918,300 495,581,680 ESTIMATED FY 16/17 $ $ — $ — (504,370) — (5,459,000) (5,963,370) $ 489,618,310 $ 14,284,130 196,302,430 25,488,960 10,706,480 7,268,800 6,474,250 65,043,020 49,506,790 23,489,130 30,782,190 8,678,710 43,440,270 619,590 1,561,000 6,429,020 409,120 9,806,140 1,918,300 502,208,330 ADOPTED FY 17/18 $ $ — $ — (1,112,100) (27,296,760) (1,787,900) (30,196,760) $ 472,011,570 $ 15,054,500 199,370,010 27,024,170 10,998,850 7,732,790 6,802,010 66,727,160 49,506,790 24,751,250 29,918,310 10,502,020 63,345,570 470,870 1,545,780 5,502,360 2,500,000 5,109,230 1,938,060 528,799,730 — 4,000,000 544,310 10,750,000 (345,830) 14,948,480 543,748,210 CITY OF TUCSON ADOPTED BUDGET FOR FISCAL YEAR ENDING JUNE 30, 2018 RESOURCES BY FUND ACTUAL FY 15/16 Special Revenue Funds Revenues: Business Privilege Tax Licenses and Permits Fines, Forfeitures, and Penalties Use of Money and Property $ Community Development Block Grant Federal Miscellaneous Housing Grants HOME Investment Partnerships Program Public Housing Section 8 Grants Other Federal and Non-Federal Grants Other Agencies Contributions Mass Transit Passenger Revenue Mass Transit Federal Grants Mass Transit Sun Link Passenger Revenue HURF - State Shared Revenue Tucson Convention Center Park Tucson Meter and Parking Revenues Charges for Current Services Miscellaneous Revenue Total Revenues Other Financing Sources: General Fund Contributions Highway User Revenue Fund Transfers Other Fund Contributions and Transfers Capital Lease Proceeds Use/(Increase) of Fund Balance Total Sources Total Special Revenue Funds $ $ $ $ — 246,259 830,941 854,623 ADOPTED FY 16/17 $ — 650,000 773,900 1,170,690 ESTIMATED FY 16/17 $ — 650,000 838,000 1,135,570 ADOPTED FY 17/18 $ 50,000,000 620,000 807,000 788,840 4,848,721 3,751,145 17,942,100 3,734,310 18,032,100 3,734,310 13,783,650 3,688,440 3,001,886 34,750,939 18,497,539 6,029,568 333,952 10,721,818 19,838,627 1,085,476 38,486,661 5,878,949 4,656,077 73,473 2,981,482 156,868,136 7,441,440 36,367,610 32,437,890 13,745,600 333,800 11,006,150 18,527,880 917,260 38,274,480 7,073,240 4,417,980 1,807,230 866,830 197,488,390 7,441,440 36,367,610 28,753,300 16,702,230 2,320,610 10,699,860 13,628,350 747,120 39,100,000 7,073,240 4,480,360 175,680 3,130,830 195,010,610 7,570,290 38,937,000 38,432,870 14,822,880 2,151,000 11,822,300 14,540,670 741,000 41,050,000 6,760,660 4,846,150 175,680 2,265,250 253,803,680 $ 47,310,180 $ (9,349,754) (84,303) 16,445,984 19,839,054 74,161,161 $ 231,029,297 C-26 $ $ 53,277,990 $ (9,939,640) 68,000 — 24,238,690 67,645,040 $ 265,133,430 $ $ 46,902,580 $ (9,110,250) (288,560) — 16,010,900 53,514,670 $ 248,525,280 $ 51,629,370 (9,002,450) (357,750) — 12,291,890 54,561,060 308,364,740 CITY OF TUCSON ADOPTED BUDGET FOR FISCAL YEAR ENDING JUNE 30, 2018 RESOURCES BY FUND ACTUAL FY 15/16 Enterprise Funds Revenues: Environment Services: Residential Refuse Service Commercial Refuse Service Landfill Service Charges Remediation Ground Fees Self Haul Fees Other Income Tucson Water Utility: Potable Water Sales Reclaimed Water Sales Central Arizona Project Surcharge Water Conservation Fee Fire Sprinkler Fee Other Income Tucson Golf Enterprise Fund: El Rio Golf Randolph Golf Fred Enke Golf Silverbell Golf Other Income Public Housing Federal Grant Funds: Federal Grants Housing Administration Charges Tenant Rent and Parking Fees Other Income Non-PHA Asset Management Fund: Federal Grants Tenant Rent Other Income Total Revenues Other Financing Sources: Water Revenue Bonds Other Fund Contributions and Transfers Use/(Increase) of Fund Balance Total Sources Total Enterprise Funds ADOPTED FY 16/17 ESTIMATED FY 16/17 ADOPTED FY 17/18 $ 29,092,611 7,400,583 7,359,079 3,533,778 1,531,130 736,839 $ 28,637,000 7,130,000 6,650,000 3,500,000 1,200,000 657,180 $ 29,260,780 7,721,810 7,165,770 3,772,470 1,537,040 1,748,930 $ 28,790,000 7,681,000 6,860,000 3,680,000 1,300,000 1,552,800 $ 135,724,302 8,992,875 22,569,203 3,000,905 2,392,013 24,707,164 $ 135,000,000 9,000,000 22,500,000 3,000,000 2,500,000 24,683,340 $ 142,100,000 9,400,000 24,697,760 3,000,000 2,625,000 24,795,360 $ 145,150,000 9,150,000 24,200,000 3,000,000 2,650,000 17,950,000 1,108,516 4,007,542 1,114,208 1,277,399 1,000 1,180,140 4,251,390 1,234,390 1,464,450 13,730 1,161,280 3,836,380 1,176,140 1,275,260 — 1,162,610 3,945,980 1,208,980 1,327,210 — 6,067,135 2,637,051.75 3,668,598 158,906 5,603,290 3,127,830 3,362,030 314,380 5,603,290 3,127,830 3,362,030 314,380 6,657,590 2,648,530 3,302,610 535,520 227,967 1,627,855 83,102 269,019,762 $ 223,720 1,456,720 81,680 266,771,270 223,720 1,456,720 81,680 279,443,630 227,000 2,059,460 582,650 275,621,940 30,000,000 — 22,807,670 52,807,670 $ $ 30,000,000 $ 11,450,565 (41,873,084) (422,519) $ $ 30,000,000 $ (5,433,721) (12,976,979) 11,589,300 $ $ 268,597,243 319,578,940 $ 291,032,930 $ $ C-27 $ $ $ $ 30,000,000 (1,938,300) 35,987,170 64,048,870 339,670,810 CITY OF TUCSON ADOPTED BUDGET FOR FISCAL YEAR ENDING JUNE 30, 2018 RESOURCES BY FUND ACTUAL FY 15/16 Debt Service Funds Revenues: Secondary Property Tax State Shared Revenue - HURF Special Assessment Collections Use of Money and Property Total Revenues Other Financing Sources: Refunding Proceeds Transfer in - Highway User Revenue Fund Use/(Increase) of Fund Balance Total Sources Total Debt Service Funds Capital Project Funds Revenues: Other Agencies Development Impact Fees Regional Transportation Authority Use of Money and Property & Miscellaneous Total Revenues Other Financing Sources: General Fund Contributions Highway User Fund Contributions General Obligation Bond Proceeds Other Fund Contributions and Transfers Use/(Increase) of Fund Balance Total Sources Total Capital Project Funds $ $ $ 32,375,642 8,305,103 273,851 59,538 41,014,134 ADOPTED FY 16/17 $ $ 34,874,570 7,875,480 239,870 — 42,989,920 ESTIMATED FY 16/17 $ $ 34,874,570 7,900,000 239,870 16,000 43,030,440 ADOPTED FY 17/18 $ $ 31,632,200 7,900,000 80,380 3,100 39,615,680 — 9,002,450 211,950 9,214,400 $ 24,683,979 $ 9,349,754 (655,187) 33,378,546 $ — $ 9,141,070 (1,198,210) 7,942,860 $ — $ 9,110,250 (1,012,420) 8,097,830 $ $ 74,392,680 $ 50,932,780 $ 51,128,270 $ 48,830,080 $ 3,229,178 4,352,737 53,488,670 $ 25,259,000 2,783,950 91,225,330 $ 13,743,000 1,437,530 75,930,280 $ 36,442,100 14,955,160 51,728,900 $ $ 690,338 61,760,923 $ $ $ 346,383 655,687 20,996,774 1,371,451 — 23,370,295 $ 85,131,218 C-28 150,830 119,419,110 $ 54,400 91,165,210 $ 2,761,050 105,887,210 478,620 425,750 — — 31,504,620 32,408,990 $ $ 478,620 798,570 24,016,200 — 12,557,040 37,850,430 $ 120,000 $ 785,570 20,000,000 — (10,278,050) 10,627,520 $ $ 157,269,540 $ 101,792,730 $ 138,296,200 CITY OF TUCSON ADOPTED BUDGET FOR FISCAL YEAR ENDING JUNE 30, 2018 RESOURCES BY FUND ACTUAL FY 15/16 Internal Service Funds Revenues: Primary Property Tax Fleet Services: Interdepartmental Charges Other Income General Services: Interdepartmental Charges Other Income Self Insurance: Interdepartmental Charges Other Income Total Revenues $ 2,445,781 ADOPTED FY 16/17 $ 2,500,000 ESTIMATED FY 16/17 $ 2,500,000 ADOPTED FY 17/18 $ 205,000 21,734,723 362,636 23,926,210 214,110 21,633,110 206,080 — — 18,351,872 322,148 18,933,560 267,070 17,422,080 267,070 — — $ 16,506,662 319,196 60,043,018 15,473,530 — 61,314,480 14,831,930 — 56,860,270 $ 15,408,030 — 15,613,030 $ 11,160,632 1 319,197 1 319,197 $ — 1 497,750 1 497,750 $ — 2,493,270 2,493,270 $ 60,362,215 $ 61,744,740 $ 57,358,020 $ 18,106,300 $ $ $ 40,203,900 6,611,100 19,135,000 50,000 66,000,000 $ $ 40,203,900 6,772,700 12,135,000 50,000 59,161,600 $ $ 33,175,307 7,083,385 21,965,029 105,713 62,329,434 $ 35,335,840 4,411,120 8,882,070 136,400 48,765,430 Other Financing Sources: Use of Fund Balance Total Sources $ $ 2,910 2,910 $ $ 22,111,110 22,111,110 $ $ 15,272,710 15,272,710 $ $ 36,000,000 36,000,000 Total TSRS Fund $ 62,332,344 $ 81,272,710 $ 81,272,710 $ 84,765,430 Grand Total $ 1,297,025,005 Other Financing Sources: Other Fund Contributions and Transfers Use/(Increase) of Fund Balance Total Sources Total Internal Service Funds Tucson Supplemental Retirement System Revenues: Employer Contributions Employee Contributions Portfolio Earnings Miscellaneous Revenue Total Revenues C-29 $ $ — 1 430,260 1 430,260 $ $ 1,425,550,450 $ 1,303,121,510 $ 1,481,781,770 SUMMARY of PROJECTED FUND BALANCE as of June 30, 2017 FINANCIAL RESOURCES Projected Beginning Fund Balance July 1, 20161 General Fund2 $ 90,985,730 $ 532,799,730 $ 492,118,840 $ (48,129,370) $ 83,537,250 $ 3,155,812 $ 42,886,950 $ 86,542,690 $ 43,655,740 $ 3,155,812 1,530,290 2,116,680 5,146,660 3,030,080 1,530,390 — 20,000,000 20,000,000 — — 30,000,000 30,000,000 — 24,500 6,760,660 11,225,590 4,464,930 24,500 12,275,340 43,654,800 42,777,400 (9,428,200) 3,724,540 3,037,337 5,761,990 7,586,020 1,213,307 636,666 2,151,000 2,568,070 219,596 3,973,302 13,783,650 13,850,930 3,906,022 — 3,688,440 5,486,900 (1,798,460) 2,044,044 38,969,000 38,962,060 52,000 2,102,984 85,570 7,570,290 7,585,550 70,310 68,279 32,856,920 32,856,920 68,279 — 3,775,950 3,775,950 — 26,831,140 $ 253,976,330 $ 308,364,740 $ 41,774,550 $ 14,217,280 Special Revenue Funds Mass Transit Fund Mass Transit Fund - Sun Link Streets Improvement Fund Public Safety Improvement Fund Tucson Convention Center Fund Highway User Revenue Fund Park Tucson Fund Civic Contribution Fund Community Development Block Miscellaneous Housing Grant Fund Public Housing Section 8 Fund HOME Investment Partnerships Other Federal Grants Fund Non-Federal Grants Fund Total Special Revenue Funds Enterprise Funds Tucson Water Utility Environmental Services Fund Tucson Golf Course Fund Public Housing Fund Non-PHA Asset Management Fund Total Enterprise Funds Debt Service Fund General Obligation Bond Street and Highway Bond Special Assessment Bond Total Debt Service Funds Capital Projects Funds 2012 General Obligation Fund Capital Improvement Fund Development Fee Fund Regional Transportation Authority Total Capital Projects Funds Internal Service Funds2 Self Insurance Internal Service Fund Total Internal Service Funds Fiduciary Funds Tucson Supplemental Retirement Total Fiduciary Funds Total All Budgeted Funds 1 2 $ Projected Revenue FY 2016/17 Net Projected Projected Transfers In/ Ending Fund Expenditures (Out) Balance FY 2016/17 FY 2016/17 June 30, 2017 $ 96,185,826 $ 232,100,000 $ 254,449,260 $ (3,500,000) $ 30,453,449 49,863,800 61,400,170 — 8,454,280 7,884,320 12,365,713 13,144,250 13,132,100 (68,000) — 2,869,110 2,804,960 16,000 $ 139,004,988 $ 306,431,440 $ 339,670,810 $ (3,552,000) $ $ $ $ 1,578,587 $ — 940,853 2,519,440 $ 32,549,190 $ 7,900,000 1,000,000 41,449,190 $ 31,660,790 16,902,450 266,840 48,830,080 $ $ 30,133,805 $ — $ 27,600,000 864,469 40,442,100 36,442,100 29,428,130 17,716,210 22,525,200 995,836 51,728,900 51,728,900 61,422,240 $ 109,887,210 $ 138,296,200 $ $ 40,740,960 40,740,960 $ 15,818,030 15,818,030 $ $ 9,002,450 9,002,450 $ 70,336,566 18,917,079 569,960 12,309,863 80,150 102,213,618 2,466,987 — 1,674,013 4,141,000 $ 2,533,805 478,620 5,343,089 425,750 25,044,890 995,836 904,370 $ 33,917,620 18,106,300 18,106,300 $ — 38,452,690 — $ 38,452,690 $ 710,910,169 $ 48,765,430 $ 84,765,430 $ $ 710,910,169 $ 48,765,430 $ 84,765,430 $ $1,072,414,667 $1,309,127,360 $1,430,152,400 $ — $ 674,910,169 — $ 674,910,169 — $ 951,389,627 Projected Beginning Fund Balance does not include Non-spendable fund balance. Fleet and General Services financial resources are combined with the General Fund effective this Fiscal Year. C-30 EXPENDITURES FISCAL YEAR 2017/2018 TOTAL Elected and Official: 1.3% Pension Services: 5.9% General Government: 8.4% Public Safety and Justice Services: 22.8% Support Services: 7.6% Public Utilities: 22.2% Community Enrichment and Development: 31.8% Annual Budget Total Funds Available Elected and Official Public Safety and Justice Services Community Enrichment and Development Public Utilities Support Services General Government Pension Services Total Funds Available D-1 $ Percent of Total 18,432,250 326,512,000 454,650,510 316,999,240 108,288,490 120,504,480 84,765,430 1.3% 22.8% 31.8% 22.2% 7.6% 8.4% 5.9% $1,430,152,400 100.0% SUMMARY OF EXPENDITURES BY DEPARTMENT OPERATING AND CAPITAL (if applicable) Actual FY 15/16 Adopted FY 16/17 Estimated FY 16/17 Adopted FY 17/18 2,514,947 $ 3,344,798 7,855,224 2,890,202 16,605,171 $ 2,386,810 $ 4,156,670 7,853,240 3,172,710 17,569,430 $ 2,270,220 $ 4,203,820 7,866,650 3,017,190 17,357,880 $ 2,545,230 4,690,980 7,871,870 3,324,170 18,432,250 11,382,889 $ 792,684 2,961,435 99,480,613 4,404 163,137,443 — 277,759,468 $ 10,242,880 $ 2,336,000 2,700,840 96,903,890 1,679,800 159,964,580 — 273,827,990 $ 10,236,770 $ — 2,700,210 97,828,950 60,000 158,815,890 — 269,641,820 $ 10,138,360 — 2,696,930 107,982,680 17,100,000 175,694,030 12,900,000 326,512,000 63,473,655 $ 630,429 35,030,235 540,272 7,919,414 116,246,164 103,852,811 7,641,111 8,734,094 344,068,185 $ 82,164,040 $ 1,000,000 28,514,890 6,083,700 5,876,990 127,365,660 189,142,200 7,902,410 10,262,750 458,312,640 $ 78,242,650 $ 4,800,000 26,775,470 3,349,470 5,851,410 119,854,947 97,843,697 7,619,630 11,675,280 356,012,554 $ 81,747,710 2,950,000 32,169,800 6,302,900 6,450,580 130,038,840 177,162,490 7,884,320 9,943,870 454,650,510 43,786,638 $ 3,082,575 171,152,632 50,650,172 268,672,017 $ 51,593,840 $ 10,775,000 181,442,270 56,098,000 299,909,110 $ 48,314,010 $ 3,978,190 166,906,570 51,255,730 270,454,500 $ 50,862,080 11,687,900 184,239,230 70,210,030 316,999,240 1,182,754 $ 12,299,647 51,247,107 8,485,807 8,520,357 21,477,610 2,869,445 106,082,727 $ — $ 23,651,270 72,063,920 1,798,900 2,636,920 20,774,110 3,311,340 124,236,460 $ — $ 23,611,850 67,999,140 698,900 2,673,590 20,441,200 3,138,750 118,563,430 $ — 24,027,340 54,699,400 1,300,000 2,704,710 22,202,300 3,354,740 108,288,490 Elected and Official Mayor and Council City Manager City Attorney City Clerk Subtotal $ $ Public Safety and Justice Services City Court Capital Public Defender Tucson Fire Capital Tucson Police Capital Subtotal $ $ Community Enrichment and Development Housing and Community Development Capital Parks and Recreation Capital Planning and Development Services Transportation Capital Tucson City Golf Tucson Convention Center Subtotal $ $ Public Utilities Environmental Services* Capital Tucson Water Capital Subtotal $ $ Support Services Budget and Internal Audit Finance General Services* Capital Human Resources Information Technology Procurement Subtotal $ $ * Although Environmental Services and General Serves have been combined into one department (see page D-27) they are shown separately here as the expenditures fall into separate functional categories. D-2 Actual FY 15/16 Adopted FY 16/17 Estimated FY 16/17 Adopted FY 17/18 $ 159,534,265 $ 843,942 160,378,207 $ 116,402,590 $ 750,000 117,152,590 $ 110,122,040 $ 460,960 110,583,000 $ 118,104,480 2,400,000 120,504,480 $ $ 75,228,335 $ 75,228,335 $ 81,272,710 $ 81,272,710 $ 81,272,710 $ 81,272,710 $ 84,765,430 84,765,430 General Government General Government Capital Subtotal $ Pension Funds Pension Services Subtotal Total All Departments $ 1,248,794,110 $ 1,372,280,930 $ 1,223,885,894 $ 1,430,152,400 D-3 D-4 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. Department Cost Summary STAFFING EXPENDITURES Salaries and Benefits Services Supplies Department Total $ $ Actual FY 15/16 Adopted FY 16/17 Estimated FY 16/17 Adopted FY 17/18 Variance 43.00 42.00 42.00 44.00 2.00 2,216,245 $ 249,357 49,345 2,514,947 $ 2,210,610 $ 127,450 48,750 2,386,810 $ FINANCING PLAN 2,129,420 $ 117,570 23,230 2,270,220 $ 2,315,580 $ 203,270 26,380 2,545,230 $ 104,970 75,820 (22,370) 158,420 PROGRAM ALLOCATION Council Ward 5 13% General Fund 100% Council Ward 6 13% Administrative 4% Council Ward 4 13% Mayor 18% Council Ward 3 13% Council Ward 2 13% Council Ward 1 13% SIGNIFICANT CHANGES The adopted operating budget for Fiscal Year 2017/18 of $2,545,230 reflects an increase of $158,420 from the Fiscal Year 2016/17 Adopted Budget. Changes include: Increase to personnel costs primarily due to position increases Increase for Hats Off to Heroes program Increase to miscellaneous costs Decrease to public relations Decrease to public liability insurance and hazardous waste Total D-5 $ $ 104,980 75,000 1,570 (6,800) (16,330) 158,420 MAYOR and COUNCIL OPERATING PROGRAMS Actual FY 15/16 Adopted FY 16/17 Estimated FY 16/17 Adopted FY 17/18 Program Staffing ADMINISTRATIVE: This program area provides the necessary operating expenses to support the Mayor and Council meetings. Character of Expenditures Services Supplies Program Total $ $ 169,988 $ 2,513 172,501 $ 37,430 $ 4,680 42,110 $ 15,030 $ 2,510 17,540 $ 58,170 4,030 62,200 0.00 MAYOR and COUNCIL: This program area consists of the Mayor and six Council members. The Mayor and Council act as the policymaking body for the City of Tucson, pass City ordinances, establish policy for administrative staff by resolution, approve new programs, and adopt the budget. MAYOR'S OFFICE Character of Expenditures Salaries and Benefits Services Supplies Capital Program Total $ 439,645 $ 18,816 14,356 895 473,712 $ 442,590 $ 26,720 2,070 — 471,380 $ 409,040 $ 17,310 4,760 — 431,110 $ 428,100 12,980 10,350 — 451,430 7.00 $ 308,601 $ 11,423 3,454 323,478 $ 294,670 $ 10,550 7,000 312,220 $ 296,880 $ 16,530 4,470 317,880 $ 314,580 9,520 2,000 326,100 7.00 $ 320,222 $ 294,670 $ 249,410 $ 314,580 $ WARD 1 Character of Expenditures Salaries and Benefits Services Supplies Program Total $ WARD 2 Character of Expenditures Salaries and Benefits Services 11,606 10,550 13,830 9,520 Supplies 1,540 7,000 1,680 2,000 333,368 $ 312,220 $ 264,920 $ Program Total $ D-6 326,100 6.00 MAYOR and COUNCIL Actual FY 15/16 Adopted FY 16/17 Estimated FY 16/17 Adopted FY 17/18 Program Staffing WARD 3 Character of Expenditures Salaries and Benefits $ 269,791 $ 294,670 $ 301,660 $ 314,580 Services 12,049 10,550 15,460 9,520 Supplies 11,541 7,000 3,800 2,000 Program Total $ 293,381 $ 312,220 $ 320,920 $ 326,100 $ 292,284 $ 294,670 $ 306,330 $ 314,580 6.00 WARD 4 Character of Expenditures Salaries and Benefits Services 6,376 10,550 12,190 9,520 Supplies 718 7,000 190 2,000 Program Total $ 299,378 $ 312,220 $ 318,710 $ 326,100 $ 295,567 $ 294,670 $ 275,710 $ 314,580 6.00 WARD 5 Character of Expenditures Salaries and Benefits Services 10,864 10,550 17,980 9,520 Supplies 11,046 7,000 3,650 2,000 Program Total $ 317,477 $ 312,220 $ 297,340 $ 326,100 $ 290,135 $ 294,670 $ 290,390 $ 314,580 6.00 WARD 6 Character of Expenditures Salaries and Benefits Services 7,340 10,550 9,240 9,520 Supplies 4,177 7,000 2,170 2,000 301,652 $ 312,220 $ 301,800 $ Program Total $ D-7 326,100 6.00 CITY ATTORNEY MISSION STATEMENT: To provide quality, diligent and ethical representation of indigent defendants entitled to appointed counsel in Tucson City Court and to protect and defend the rights guaranteed us by the United States and Arizona Constitutions. Department Cost Summary STAFFING EXPENDITURES Salaries and Benefits Services Supplies Department Total $ $ Actual FY 15/16 Adopted FY 16/17 Estimated FY 16/17 Adopted FY 17/18 Variance 93.00 85.50 85.5 84.5 (1.00) 7,261,058 $ 509,800 84,366 7,855,224 $ 7,279,920 $ 460,530 112,790 7,853,240 $ FINANCING PLAN 6,960,280 $ 810,220 96,150 7,866,650 $ 7,089,900 $ 673,190 108,780 7,871,870 $ (190,020) 212,660 (4,010) 18,630 PROGRAM ALLOCATION *Other 3% Criminal 59% *Other 10% General Fund 97% Civil 31% *Other includes Other Federal Grants Fund (2%) and Non-Federal Grants Fund (1%). *Other includes Administration (4%), Drug Enforcement Unit (4%) and Victim Notification and Assistance (2%). D-9 CITY ATTORNEY SIGNIFICANT CHANGES The adopted operating budget for Fiscal Year 2017/18 of $7,871,870 reflects an increase of $18,630 from the Fiscal Year 2016/17 Adopted Budget. Changes include: Increase due to transfer of General Fund legal fees capacity Decrease in miscellaneous supplies Decrease due to position salary and benefit reduction Decrease in other personnel costs Total $ $ 212,660 (4,010) (60,000) (130,020) 18,630 Trends Our budget has remained relatively flat the past several years and almost all of our expenses are personnel related. We expect this trend to continue into the near future and we will have to adjust accordingly. For example, we recently secured approval of a modest reorganization of the Criminal Division so we can put more prosecutors in the court room without increasing personnel costs. Another trend is that the grant funding for drug enforcement prosecution continues to decline. Future Challenges and Opportunities With the increase in community oriented policing, we expect to see an increase in criminal cases. We will face the challenge of prosecuting this increased caseload without the benefit of increased FTEs. The number of lawsuits the City defends continues to increase but the City Attorney's Office has been able to put increased resources in our litigation unit to keep more cases in house rather than assigning them to outside counsel. The City Attorney's Office will continue to work with Pima County on projects such as the MacArthur grant to pursue opportunities to coordinate the efforts of the 2 jurisdictions to administer prosecutions efficiently while reducing jail and other costs. Program Budget Overview All invoices for outside counsel are now paid through the City Attorney's Office. This will result in an enhanced ability to track these expenses and pay them quickly. Recent Accomplishments Case management software is being used in both the Criminal and Civil Divisions. This increases efficiency, decreases costs in paper, printing, and forms, and enhances the ability to track workloads and expenses. The City Attorney's Office philosophy of aggressively defending lawsuits has resulted in numerous successful outcomes saving the City potentially millions of dollars. Our litigation strategies include an aggressive motions practice aimed at dismissing or narrowing cases in the pre-trial stages; early evaluation of liability exposure to identify reasonable settlement opportunities; and taking defensible cases to trial where reasonable settlement terms cannot be reached. These strategies have produced several recent positive results, including the dismissal of a streetcar track design claim and the successful defense of the City's election system. OPERATING PROGRAMS Actual FY 15/16 Adopted FY 16/17 Estimated FY 16/17 Adopted FY 17/18 Program Staffing ADMINISTRATION: This program area provides legal advice to the Mayor and Council and City management, as well as professional leadership, guidance, and support to the other program areas. Character of Expenditures Salaries and Benefits Services Supplies Program Total $ $ 250,411 $ 13,068 3,202 266,681 $ 254,300 $ 15,600 2,710 272,610 $ D-10 261,860 $ 14,200 2,710 278,770 $ 283,960 14,160 2,710 300,830 3.00 CITY ATTORNEY Actual FY 15/16 Adopted FY 16/17 Estimated FY 16/17 Adopted FY 17/18 Program Staffing CIVIL: This program area 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 contracts, employment, environment and land use, personal injury, property damage, wrongful death and civil rights actions) to help ensure the lawfulness of the official business of the City of Tucson and avert litigation contrary to the City’s interest for all civil cases. Character of Expenditures Salaries and Benefits Services Supplies Program Total $ $ 2,046,506 $ 156,202 21,268 2,223,976 $ 2,054,860 $ 159,460 23,920 2,238,240 $ 2,045,620 $ 508,910 22,500 2,577,030 $ 2,075,840 387,600 11,700 2,475,140 24.00 CRIMINAL: This program area 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 and civil infraction 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. Character of Expenditures Salaries and Benefits Services Supplies Program Total $ $ 4,540,643 $ 329,900 41,582 4,912,125 $ 4,454,690 $ 272,340 66,680 4,793,710 $ 4,220,580 $ 274,380 47,840 4,542,800 $ 4,335,350 234,160 68,670 4,638,180 51.50 DRUG ENFORCEMENT UNIT: This program area enhances violent crime control efforts by investigating, prosecuting, adjudicating, and punishing drug, gang and related criminal offenders. Character of Expenditures Salaries and Benefits Services Supplies Program Total $ $ 316,141 $ 8,870 1,342 326,353 $ 366,800 $ 11,330 3,100 381,230 $ 318,660 $ 10,930 2,800 332,390 $ 319,260 8,830 2,800 330,890 4.00 VICTIM NOTIFICATION and ASSISTANCE UNIT: This program area maintains victims’ rights through the provision of timely notification to victims and responses to inquiries about cases pending in City Court. Character of Expenditures Salaries and Benefits Services Supplies Program Total $ $ 107,357 $ 1,760 16,972 126,089 $ 149,270 $ 1,800 16,380 167,450 $ D-11 113,560 $ 1,800 20,300 135,660 $ 108,190 1,040 17,600 126,830 2.00 D-12 CITY CLERK MISSION STATEMENT: To enable the public to fully participate in the governmental process, by providing accurate information and services in a professional manner, enabling the public to make informed decisions affecting the quality of their lives. Department Cost Summary STAFFING EXPENDITURES Salaries and Benefits Services Supplies Department Total $ Actual FY 15/16 Adopted FY 16/17 Estimated FY 16/17 Adopted FY 17/18 Variance 43.50 32.00 32.00 33.00 1.00 1,600,975 $ 847,257 441,970 2,890,202 $ $ 1,910,330 $ 760,740 501,640 3,172,710 $ FINANCING PLAN 1,721,840 $ 830,580 464,770 3,017,190 $ 2,029,060 $ 753,860 541,250 3,324,170 $ 118,730 (6,880) 39,610 151,460 PROGRAM ALLOCATION Records Management 31% General Fund 100% Legislative Management 44% Administration 16% Campaign Finance 9% SIGNIFICANT CHANGES The adopted operating budget for Fiscal Year 2017/18 of $3,324,170 reflects an increase of $151,460 from the Fiscal Year 2016/17 Adopted Budget. Changes include: Increase to personnel costs primarily due to workers compensation and group insurance Increase primarily due to upgrade of fourteen Secretary positions to Administrative Assistant positions Increase generated by election expense for postage, mailing and printing supplies Decrease to public liability and hazardous waste Total D-13 $ $ 71,490 47,240 43,980 (11,250) 151,460 CITY CLERK Trends The City Clerk transmits agenda packets via email rather than by hard copy; thus eliminating wear and tear on copy machines and staff time to copy, compile and distribute binders prior to each meeting. Future Challenges and Opportunities The Mayor and Council authorized the City Clerk to run vote-by-mail elections. Every qualified voter receives a ballot in the mail. This reduces the need for election-day polling places, thereby reducing the costs to the City while potentially increasing voter turnout. Program Budget Overview The responsibility of vehicle maintenance, fuel, utilities, telephone, building and maintenance was transferred to the Environmental and General Services Department. Recent Accomplishments The City Clerk purchased the equipment and software to prepare ballot packets for mailing, sorting and for receiving voted ballots back for tabulation. This eliminates the need to contract with an outside vendor and reduces election administration expenses. OPERATING PROGRAMS Actual FY 15/16 Adopted FY 16/17 Estimated FY 16/17 Adopted FY 17/18 Program Staffing ADMINISTRATION: This program area provides legal advice to the Mayor and Council and City management, as well as professional leadership, guidance, and support to the other program areas. Character of Expenditures Salaries and Benefits Services Supplies Program Total $ $ 524,788 $ 58,588 13,697 597,073 $ 535,000 $ 43,890 13,530 592,420 $ 519,520 $ 31,780 5,870 557,170 $ 471,750 38,680 6,530 516,960 3.00 CAMPAIGN FINANCE: The City Clerk serves as the Campaign Finance Administrator and administers the Campaign Finance Program as prescribed by the City Charter. Character of Expenditures Salaries and Benefits Services Supplies Program Total $ $ — $ 170,430 — 170,430 $ 540 $ 400,000 2,600 403,140 $ D-14 — $ 300,000 — 300,000 $ — 300,000 — 300,000 0.00 CITY CLERK Actual FY 15/16 Adopted FY 16/17 Estimated FY 16/17 Adopted FY 17/18 Program Staffing ELECTION MANAGEMENT1: This program area administratively manages the City’s elections that include elective offices, charter amendments, measures and initiatives, and referendum and recall petitions by ensuring that elections are conducted in accordance with legal requirements and established policies and procedures to encourage maximum voter participation. Character of Expenditures Salaries and Benefits Services Supplies Program Total $ $ 66,670 $ 472,497 416,881 956,048 $ 288,490 $ 190,390 437,570 916,450 $ 118,230 $ 283,280 437,220 838,730 $ — — — — 0.00 FINANCIAL MANAGEMENT1: This program area provides financial direction to the department and the Mayor and Council offices; monitors budget expenditures; assists with the development of budgets; maintains internal controls and ensures transactions comply with City of Tucson rules, regulations and policies. Character of Expenditures Salaries and Benefits Services Supplies Program Total $ $ 100,351 $ 3,518 827 104,696 $ — $ — — — $ — $ — — — $ — — — — 0.00 LEGISLATIVE MANAGEMENT1: This program area officially documents the legislative action taken by the Mayor and Council; processes and distributes meeting agendas, minutes, executed agreements, contracts, resolutions and ordinances for Mayor and Council and other public meetings; administratively manages the filling of boards, committee and commission seats; oversees and supports departments in the administration and management of the City’s advisory boards and sub-committees; and oversees the liquor license application process. Character of Expenditures Salaries and Benefits Services Supplies Program Total $ $ 252,904 $ 101,043 9,328 363,275 $ 222,040 $ 106,910 27,980 356,930 $ 230,090 $ 99,480 17,660 347,230 $ 1,252,910 204,600 29,730 1,487,240 26.00 RECORDS MANAGEMENT: This program area acts as the official records keeper for the City; coordinates and implements citywide records policies and procedures; manages the City Records Center; prepares, stores, secures, and retrieves City documents in a systematic and accessible manner as requested by City staff and the public in accordance with legal requirements. Character of Expenditures Salaries and Benefits Services Supplies Program Total 1 $ $ 656,262 $ 41,181 1,237 698,680 $ 864,260 $ 19,550 19,960 903,770 $ 854,000 $ 116,040 4,020 974,060 $ 304,400 210,580 504,990 1,019,970 Election Management and Financial Management were merged into Legislative Management for FY 2017/18 D-15 4.00 D-16 CITY COURT MISSION STATEMENT: To serve the community and protect individual rights by providing fair and prompt administration of justice. Department Cost Summary STAFFING EXPENDITURES Salaries and Benefits $ Services Supplies Equipment Operating Total $ Capital Improvement Program Department Total $ Actual FY 15/16 Adopted FY 16/17 Estimated FY 16/17 Adopted FY 17/18 Variance 136.80 112.80 112.80 117.80 5.00 8,570,682 $ 2,281,839 530,368 — 11,382,889 $ 792,684 12,175,573 $ 7,848,560 $ 1,699,060 508,260 187,000 10,242,880 $ 2,336,000 12,578,880 $ FINANCING PLAN General Fund 93% 7,714,460 $ 1,738,700 404,640 378,970 10,236,770 $ 7,534,400 $ 1,820,750 404,240 378,970 10,138,360 $ 10,236,770 $ 10,138,360 $ (314,160) 121,690 (104,020) 191,970 (104,520) (2,336,000) (2,440,520) PROGRAM ALLOCATION Judicial Services 23% Other Federal Grants 7% Public Services 15% Other 11% Judicial 27% Administration 15% Court Services 9% *Other includes: Case Processing Service (9%), Fill the Gap (1%), Judicial Collections (1%), and FARE (<1%). D-17 CITY COURT SIGNIFICANT CHANGES The adopted operating budget for Fiscal Year 2017/18 of $10,138,360 reflects a decrease of $104,520 from the Fiscal Year 2016/17 Adopted Budget. Changes include: Increase to computer software costs Increase to professional services for contracted interpreters Increase to miscellaneous professional services Decrease to public liability insurance and hazardous waste Decrease in office equipment costs Decrease to personnel costs due to the contracting of interpreting services Decrease to other personnel costs primarily due to reduction of vacant positions Total $ $ 191,970 117,860 72,650 (65,820) (107,020) (117,860) (196,300) (104,520) Trends Budget challenges faced by the City of Tucson, together with initiatives at the state level to make courts more "user friendly" have opened the doors for discussions on increasing efforts to coordinate key events, or in some instances, consideration to consolidating certain functions. Future Challenges and Opportunities It is a constant challenge to retain quality staff, particularly when other courts in the area have a higher starting pay. In Fiscal Year 2017/18, the Court will continue to research the possibility of becoming an Attorney/Consumer Assistance Program (ACAP) court (on state court network and supported by them) rather than continuing to be a self supporting court requiring six in-house IT staff. The Court looks to expand the current Alternative to Jail Program from a 70 hour per week operation to a 24/7 operation to further save on the jail board bill with Pima County. Lastly, the Court is planning a pilot program to stay open expanded hours one evening a week. Program Budget Overview The responsibility of vehicle maintenance and fuel, utilities, telephone, building and maintenance was transferred to the Environmental and General Services Department. The court continues to fund over half its security costs through the use of restricted funds. This budget does not include funding for extended operating hours for Alternative To Jail or for extended hours for all services one evening a week. Recent Accomplishments City Court entered into a partnership/IGA with Santa Cruz County Jail that allows certain City Court defendants to serve their mandated jail time at the Santa Cruz Jail rather than Pima County Jail. Santa Cruz County bills a flat rate per day that is lower than Pima County Jail, thereby saving the City of Tucson money. The court also transitioned to a new case management system. OPERATING PROGRAMS Actual FY 15/16 Adopted FY 16/17 Estimated FY 16/17 Adopted FY 17/18 Program Staffing ADMINISTRATION: This program area is responsible for personnel management, facilities management, budget management, contract management, case management, records retention and the enforcement of court-ordered sanctions for approximately 260,000 charges per year. Character of Expenditures Salaries and Benefits Services Supplies Program Total $ $ 1,232,354 $ 859,289 154,004 2,245,647 $ 1,130,780 $ 316,000 136,420 1,583,200 $ D-18 1,186,270 $ 439,430 112,220 1,737,920 $ 922,870 442,370 112,220 1,477,460 14.00 CITY COURT Actual FY 15/16 Adopted FY 16/17 Estimated FY 16/17 Adopted FY 17/18 Program Staffing COURT SERVICES: This program area oversees the records management section of the court, with approximately 500,000 active records. It is responsible for records retention and the destruction of court files. Additionally, it is responsible for the processing of case file requests, motions, set-asides, records requests, and appeals. Court Services also monitors electronic functions such as document scanning, computerized case tracking, photo enforcement, and ecitations. Character of Expenditures Salaries and Benefits Services Program Total $ $ 942,479 $ 13,341 955,820 $ 894,890 $ 15,320 910,210 $ 783,590 $ 10,300 793,890 $ 898,180 8,880 907,060 16.00 EVENING ALTERNATIVE to JAIL: Evening Alternative to Jail was implemented to reduce the number of defendants taken into custody for incarceration at the Pima County Jail during the hours of 5:00 PM to midnight. By reducing the number of defendants taken to the jail, the City does not incur costs associated with the first day of jail board, police officers do not spend several hours booking defendants into the jail, and defendants usually have their initial appearance within 20 minutes or less after arriving at the Court. Character of Expenditures Salaries and Benefits $ 95,612 $ 80,000 $ 31,450 $ — 0.00 JUDICIAL: This program area hears a variety of cases including traffic, driving under the influence (DUI), drug possession, prostitution, shoplifting, domestic violence, and other city code violations. A significant number of the DUI and prostitution cases are tried before a jury. Character of Expenditures Salaries and Benefits Services Supplies Program Total $ $ 1,969,711 $ 945,883 9,505 2,925,099 $ 1,837,160 $ 994,240 25,720 2,857,120 $ 1,896,770 $ 969,270 19,500 2,885,540 $ 1,636,660 1,054,610 19,100 2,710,370 11.80 JUDICIAL SERVICES: This program area provides clerical support to the magistrates by assisting with courtroom proceedings, updating cases in the court’s electronic case management system, and overseeing the management of the daily court calendar. Character of Expenditures Salaries and Benefits Services Program Total $ $ 2,515,071 $ 35,290 2,550,361 $ 2,397,930 $ 38,330 2,436,260 $ D-19 2,283,370 $ 26,900 2,310,270 $ 2,333,030 21,500 2,354,530 42.00 CITY COURT Actual FY 15/16 Adopted FY 16/17 Estimated FY 16/17 Adopted FY 17/18 Program Staffing PUBLIC SERVICES: This program area assists the public by giving out court information, setting civil and parking hearings, accepting and processing various court-ordered documents presented by citizens, and processing payments. It also provides customer service to individuals inquiring by telephone and citizens filing Orders of Protection and Injunctions Against Harassment. Character of Expenditures Salaries and Benefits Services Program Total $ $ 1,614,638 $ 134,399 1,749,037 $ 1,485,420 $ 144,560 1,629,980 $ 1,388,700 $ 93,530 1,482,230 $ 1,458,000 93,840 1,551,840 29.00 GENERAL RESTRICTED REVENUE FUNDS-PURPOSE and USE CASE PROCESSING SERVICE FUND1: The Case Processing Service Fund was established to cover case processing costs incurred by the court, such as credit card processing fees; cost of a bond clerk at the Pima County Jail; postage costs for mailing parking notices to defendants per ordinance; bond card publication; and court security. Character of Expenditures Salaries and Benefits Services Supplies Equipment Program Total $ $ 97,710 $ 141,630 263,198 — 502,538.00 $ — $ 138,250 203,540 127,000 468,790 $ 74,930 $ 168,920 170,540 378,970 793,360 $ 213,840 170,080 170,540 378,970 933,430 5.00 1 Fiscal Year 16/17 Case Processing Service Fund salaries and benefits expenditure adopted budget is zero due to decreased program funding. FILL the GAP FUND: The Fill the Gap Fund was established by the Arizona Supreme Court for courts to use to improve, maintain, and enhance the ability to collect and manage monies assessed or received by the courts; improve court automation; and improve case processing or the administration of justice. Character of Expenditures Salaries and Benefits Services Supplies Equipment Program Total $ $ — $ 125,000 58,648 — 183,648 $ 22,380 $ 14,470 30,000 20,000 86,850 $ D-20 69,380 $ 9,470 — — 78,850 $ 71,820 9,470 — — 81,290 0.00 CITY COURT Actual FY 15/16 Adopted FY 16/17 Estimated FY 16/17 Adopted FY 17/18 Program Staffing FINES/FEES and RESTITUTION ENFORCEMENT PROGRAM (FARE) FUND: This program fund was established by the Arizona Supreme Court to assist courts in becoming more consistent and uniform with their collection practices. As a FARE participant, City Court receives limited reimbursement to help cover costs for data entry, computer programming, payment processing and other FARE-related duties that may increase workload. Character of Expenditures Services Supplies Program Total $ $ 23,657 $ 12,442 36,099 $ 15,000 $ 15,000 30,000 $ 20,000 $ 4,800 24,800 $ 20,000 4,800 24,800 0.00 JUDICIAL COLLECTION ENHANCEMENT FUND (JCEF)2: This fund is legislatively appropriated monies that, upon approval of the Arizona Supreme Court, is to be used to train court personnel, improve, maintain and enhance the ability to collect and manage monies assessed or received by the courts including restitution, fines and civil penalties; and to improve court automation projects likely to assist in case processing or the administration of justice. Character of Expenditures Salaries and Benefits Services Supplies Equipment Program Total 2 $ $ 103,107 $ 3,350 32,571 — 139,028 $ — $ 22,890 97,580 40,000 160,470 $ — $ 880 97,580 — 98,460 $ — — 97,580 — 97,580 Fiscal Year 16/17 salaries and benefits expenditures adopted budget is zero due to decreased program funding. D-21 0.00 D-22 CITY MANAGER MISSION STATEMENT: To provide an environment that creates trust and confidence in the City of Tucson organization and management systems that facilitates the delivery of the highest quality municipal services to Tucson residents. Department Cost Summary Actual FY 15/16 Adopted FY 16/17 Estimated FY 16/17 Adopted FY 17/18 Variance 33.00 24.00 24.00 23.00 (1.00) STAFFING EXPENDITURES Salaries and Benefits Services Supplies Department Total $ $ 1,951,836 $ 1,349,217 43,745 3,344,798 $ 2,584,240 $ 1,529,100 43,330 4,156,670 $ FINANCING PLAN 2,855,170 $ 1,297,800 50,850 4,203,820 $ 3,057,330 $ 1,585,220 48,430 4,690,980 $ 620,430 (91,220) 5,100 534,310 PROGRAM ALLOCATION Economic Initiatives and Annexation 34% General Fund 100% Communications 10% Other* 15% City Manager 41% *Other includes: Internal Audit (8%), Independent Police Review (6%). SIGNIFICANT CHANGES The adopted operating budget for Fiscal Year 2017/18 of $4,690,980 reflects an increase of $534,310 from the Fiscal Year 2016/17 Adopted Budget. Changes include: Increase in personnel costs due to the reallocation and reclassification of certain positions Increase to Zoning Examiner for outside contract Increase to public liability insurance Decrease to miscellaneous costs Total D-23 $ $ 473,090 43,000 34,420 (16,200) 534,310 CITY MANAGER Trends Economic development activity continues to increase in the greater downtown, Houghton corridor and airport vicinities. Primary employers in mining, logistics, and aerospace and defense sectors show continued interest in expanding and locating in Tucson. Future Challenges and Opportunities To continue delivering excellent customer service to the citizens of Tucson with fewer resources. City annexation office continues to work with land owners along City borders to provide incentives to develop within City limits and work with bordering neighborhoods to educate property owners on benefits of joining the City of Tucson. Program Budget Overview This is the second consecutive fiscal year that the adopted budget is structurally balanced. The Zoning Examiner Position was removed and $43,000 was added to fund outside zoning examiner services. Recent Accomplishments Implementation of successful economic development and annexation programs. OPERATING PROGRAMS Actual FY 15/16 Adopted FY 16/17 Estimated FY 16/17 Adopted FY 17/18 Program Staffing CITY MANAGER: This program area is responsible for carrying out the Mayor and Council’s policy decisions, providing executive oversight to all City departments, and planning and developing programs in response to community needs. Character of Expenditures Salaries and Benefits Services Supplies Program Total $ $ 979,062 $ 140,820 31,241 1,151,123 $ 1,175,320 $ 86,640 12,490 1,274,450 $ 1,275,430 $ 117,950 17,140 1,410,520 $ 1,599,330 313,200 12,590 1,925,120 10.00 COMMUNICATIONS: This program area provides management and oversight of the City Manager's Office communications both within City government, to the federal government, the State of Arizona, and to the Tucson community. Communications programs include media response and public information, the City of Tucson website, email, and social media properties. Character of Expenditures Salaries and Benefits Services Supplies Program Total $ $ 205,912 $ 395,358 750 602,020 $ 348,230 $ 295,590 8,840 652,660 $ D-24 351,150 $ 291,090 8,240 650,480 $ 271,700 187,980 8,840 468,520 3.00 CITY MANAGER Actual FY 15/16 Adopted FY 16/17 Estimated FY 16/17 Adopted FY 17/18 Program Staffing ECONOMIC INITIATIVES and ANNEXATION: This program area ensures prosperity in the City of Tucson by strengthening our competitiveness, facilitating investment, stimulating business activity, promoting economic activities, securing revenues to improve service through annexation, and striving to raise the quality of life among our citizens. This area manages annual contracts with Visit Tucson, the Business Improvement District (BID), and also facilitates the Request for Proposal (RFP) process through the Economic and Workforce Development Selection Committee. Character of Expenditures Salaries and Benefits Services Supplies Program Total $ $ 513,121 $ 795,513 11,362 1,319,996 $ 487,560 $ 1,066,760 21,000 1,575,320 $ 577,670 $ 808,310 21,320 1,407,300 $ 580,230 1,006,590 26,000 1,612,820 6.00 INDEPENDENT POLICE REVIEW: This program investigates complaints of discrimination filed by citizens and City employees, and ensures accessibility to City programs, facilities, and services for persons with disabilities and provides citizens with an external police review process to ensure thorough resolution of citizen complaints of police misconduct. Character of Expenditures Salaries and Benefits Services Supplies Program Total $ $ 81,787 $ 6,039 58 87,884 $ 104,500 $ 13,280 1,000 118,780 $ 232,200 $ 11,980 3,330 247,510 $ 284,660 16,290 1,000 301,950 2.00 INTERNAL AUDIT: This program area conducts audits, reviews, cost studies, investigations, special projects, consultations, and analyzes department performance measures. Auditors work in an independent and objective manner to provide management with information necessary to improve the city's operations. Character of Expenditures Salaries and Benefits Services Program Total $ $ 3,130 $ — 3,130 $ 292,970 $ 58,150 351,120 $ 242,260 $ 58,230 300,490 $ 321,410 61,160 382,570 2.00 ZONING EXAMINER: This program area provides independent and professional review and analysis of zoning and land use changes, stolen property dispositions, and liquor license extension-of-premises cases. Character of Expenditures Salaries and Benefits Services Supplies Program Total $ $ 168,824 $ 11,487 334 180,645 $ 175,660 $ 8,680 — 184,340 $ D-25 176,460 $ 10,240 820 187,520 $ — — — — 0.00 D-26 ENVIRONMENTAL and GENERAL SERVICES1 MISSION STATEMENT: To promote a healthy Tucson community by providing innovative and effective waste management and environmental protection services and maintaining City building, communications and vehicle assets to support City-wide service delivery. Department Cost Summary Actual FY 15/16 Adopted FY 16/17 Estimated FY 16/17 Adopted FY 17/18 Variance 437.00 460.00 455.00 450.00 (10.00) STAFFING EXPENDITURES Salaries and Benefits $ 29,788,385 $ 33,196,490 $ 29,667,715 $ 32,416,510 $ Services 42,690,353 59,603,370 56,607,043 42,684,170 Supplies 15,034,827 21,495,590 16,845,575 16,966,850 Equipment 4,972,571 6,840,660 6,534,130 6,974,060 Debt Service 2,547,609 2,521,650 2,521,650 2,519,890 Operating Total $ 95,033,745 $ 123,657,760 $ 112,176,113 $ 101,561,480 $ Capital Improvement Program 11,568,382 12,573,900 5,377,400 16,987,900 Department Total $ 106,602,127 $ 136,231,660 $ 117,553,513 $ 118,549,380 $ FINANCING PLAN PROGRAM ALLOCATION Other* 35% Facilities 30% Capital Improvement Program 17% Collections 27% Environmental Services Fund 48% *Other includes: General Fund (35%) and Miscellaneous Federal Grants (<1%). 1 (779,980) (16,919,200) (4,528,740) 133,400 (1,760) (22,096,280) 4,414,000 (17,682,280) Fleet Services 19% Other* 24% *Other includes: Landfill Operations (7%), Other Requirements (7%), Administration (6%), Code Enforcement (2%), Groundwater Protection (2%), and Environmental Compliance (<1%). Environmental Services and General Services were merged in FY 2017/18 D-27 ENVIRONMENTAL and GENERAL SERVICES SIGNIFICANT CHANGES The adopted operating budget for Fiscal Year 2017/18 of $101,561,480 reflects a decrease of $22,096,280 from the Fiscal Year 2016/17 Adopted Budget. Changes include: Increase due to Energy Performance Contract to reduce energy consumption Increase due to a recently signed agreement with Catholic Diocese to maximize the use of the Central Plant and share costs Decrease due to the transition of Code Enforcement efforts to Tucson Police Department Decrease in personnel costs due to other position reductions Decrease to Parks and Recreation water rate credit Decrease to fuel rate Decrease due to elimination of Fleet and General Services Internal Service funds accounting methodology of cost recovery Total $ 4,000,000 1,300,000 (460,200) (870,410) (888,970) (1,442,000) $ (23,734,700) (22,096,280) Trends Continue enhancement of programs; Code Enforcement, Illegal Dumping, and addressing the aesthetics of City facilities. Future Challenges and Opportunities Continue to increase operating efficiencies resulting from the EGSD consolidation. Program Budget Overview This budget reflects the elimination of the Internal Service fund; it also reflects the consolidated budget for Environmental Services and General Services. The Energy Performance Contracting (EPC), which uses costs savings from reduced energy consumption to pay and finance building system or component replacements or upgrades intended to reduce energy and water usage, is a budget-neutral innovation that will be implemented at selected facilities as a pilot project. Recent Accomplishments Successful Consolidation of the Environmental & General Services Department (EGSD). Successful integration of the Code Enforcement program into EGSD operations resulting in more efficient and effective caseload processing. EGSD-Fleet & Facility Divisions made significant progress on migrating from a maintenance program to an overall asset management program. Implemented the "Illegal Dumping" program. This program was put in place to address illegal dumping throughout the City particularly along collector and arterial streets. To date, over 1,200 reported cases have been abated. OPERATING PROGRAMS Actual FY 15/16 Adopted FY 16/17 Estimated FY 16/17 Adopted FY 17/18 Program Staffing ADMINISTRATION: This program area provides general oversight by setting direction and policy, including rates, developing and managing the department's operating and capital budgets, providing administrative and clerical support, and ensuring that customers are provided excellent services. Administrative functions include the Director’s Office, Customer Service and Billing, citywide Recycling and Waste Reduction, Tucson Clean and Beautiful, Public Information, and Management Support Services (i.e. finance, human resources, procurement and information technology). Character of Expenditures Salaries and Benefits Services Supplies Equipment Program Total $ $ 2,473,666 $ 893,858 91,968 25,754 3,485,246 $ 3,122,520 $ 1,274,550 107,400 80,000 4,584,470 $ D-28 3,819,090 $ 993,770 85,170 137,390 5,035,420 $ 4,298,240 1,195,800 104,390 28,160 5,626,590 56.00 ENVIRONMENTAL and GENERAL SERVICES Actual FY 15/16 Adopted FY 16/17 Estimated FY 16/17 Adopted FY 17/18 Program Staffing CODE ENFORCEMENT: This program area provides enforcement and education of City Codes relating to property maintenance and minimum housing standards as directed through the Neighborhood Preservation Ordinance (NPO), Sign Code, portions of the Unified Development Code (UDC), Peddler ordinance, and educates the public about the codes, code violations and resolving violations. Character of Expenditures Salaries and Benefits Services Supplies Equipment Program Total $ $ — $ — — — — $ 1,783,330 $ 250,300 27,970 — 2,061,600 $ 1,413,302 $ 247,812 26,504 — 1,687,618 $ 1,473,900 273,660 30,800 51,600 1,829,960 20.00 COLLECTIONS: This program area provides the collection of refuse and recycling services to both residential and commercial customers at a minimum per-unit cost while preserving community health and welfare. This program includes residential brush and bulk collections, container maintenance, and collects recycles, and disposes of hazardous materials such as automotive fluids, batteries, paint products, cleaning products, flammable materials, reactive materials, corrosives and poisons. Character of Expenditures Salaries and Benefits Services Supplies Equipment Program Total $ $ 9,276,554 $ 9,336,367 2,652,432 4,289,667 25,555,020 $ 9,456,180 $ 8,977,550 3,699,460 4,755,860 26,889,050 $ 9,041,350 $ 9,871,410 2,798,670 4,591,030 26,302,460 $ 9,723,670 9,547,450 3,222,100 4,602,800 27,096,020 135.00 ENVIRONMENTAL COMPLIANCE: This program area provides a variety of regulatory and compliance activities to protect the citizens by providing a clean environment along with the development of renewable energy sources from landfill gas. The program area includes funding for Brownfields and Federal grants. Character of Expenditures Salaries and Benefits Services Supplies Program Total $ $ 419,512 $ 161,210 806 581,528 $ 544,450 $ 288,670 5,550 838,670 $ D-29 251,810 $ 179,130 540 431,480 $ 534,430 262,760 3,780 800,970 5.00 ENVIRONMENTAL and GENERAL SERVICES Actual FY 15/16 Adopted FY 16/17 Estimated FY 16/17 Adopted FY 17/18 Program Staffing FACILITIES: This program area ensures a healthy, functional, aesthetic, and sustainable building environment for all City employees and the public through development and oversight of long-term building plans and programs; detailed project scopes, cost estimates, design, construction documents; construction oversight for major new buildings; repairs, remodels, alteration and demolition projects; planning and scheduling ongoing and long-term facilities maintenance, repair, and custodial services; and planning and implementation for energy conservation and energy optimization efforts. This program area also maintains critical public safety and public works communication equipment. Character of Expenditures Salaries and Benefits Services Supplies Equipment Debt Service Program Total $ $ 3,849 $ 10,651,545 4,100 — — 10,659,494 $ — $ 22,543,170 — — — 22,543,170 $ 6,818,430 $ 27,690,570 1,863,310 75,500 1,764,140 38,211,950 $ 7,457,780 19,584,360 1,664,150 6,500 1,736,390 30,449,180 106.00 FLEET SERVICES: This program area provides direct vehicle, fuel, and equipment management and support to all city operations. City vehicles and equipment are centrally specified and procured; preventive maintenance plans are scheduled and developed; vehicles maintained and repaired; vehicles and equipment disposed of; and all fuels purchased, stored, and dispensed. Character of Expenditures Salaries and Benefits Services Supplies Equipment Program Total $ $ — $ — — — — $ 4,140,600 $ 2,393,100 — — 6,533,700 $ 5,576,463 $ 8,970,091 11,594,691 160,000 26,301,245 $ 6,188,460 1,898,070 11,219,270 25,000 19,330,800 93.00 FLEET SERVICES INTERNAL SERVICE FUND2: This program area provides direct vehicle, fuel, and equipment management and support to all city operations. This program is a governmental accounting fund used to account for the financing of goods or services provided by one city department to another at a cost reimbursement basis. As a result, expenses are budgeted in customer departments. Character of Expenditures Salaries and Benefits Services Supplies Equipment Program Total $ $ 5,843,973 $ 6,016,090 10,017,688 27,868 21,905,619 $ 6,215,920 $ 5,453,940 12,395,460 75,000 24,140,320 $ D-30 — $ — — — — $ — — — — — 0.00 ENVIRONMENTAL and GENERAL SERVICES Actual FY 15/16 Adopted FY 16/17 Estimated FY 16/17 Adopted FY 17/18 Program Staffing GENERAL SERVICES INTERNAL SERVICE FUND2: An Internal Service Fund is a governmental accounting fund used to account for the financing of goods or services provided by one city department to another at a cost reimbursement basis. As a result, expenses are budgeted in customer departments. Character of Expenditures Salaries and Benefits Services Supplies Equipment Debt Service Program Total $ $ 9,085,205 $ 5,835,724 1,775,588 194,311 1,791,166 18,681,994 $ 9,287,270 $ 5,834,010 1,954,810 6,500 1,764,140 18,846,730 $ — $ — — — — — $ — — — — — — 0.00 GROUNDWATER PROTECTION: This program area protects the community from environmental hazards and public health and safety issues that can arise from old, closed landfills in the City. The department is responsible for maintenance, monitoring, and remediation at closed landfills, addressing the groundwater, soil, stormwater and methane gas issues that may occur at these sites. The Groundwater Protection Fee directly funds these activities. Character of Expenditures Salaries and Benefits Services Supplies Equipment Program Total $ $ 622,512 $ 1,021,570 23,198 34,119 1,701,399 $ 612,050 $ 1,545,640 30,910 261,000 2,449,600 $ 660,450 $ 842,570 20,940 25,000 1,548,960 $ 659,030 1,350,680 23,530 237,000 2,270,240 7.00 GRAFFITI ABATEMENT: This program area is responsible for the abatement of graffiti on City-owned properties. Character of Expenditures Salaries and Benefits Services Supplies Program Total $ $ — $ — — — $ 111,350 $ 850,170 38,480 1,000,000 $ — $ — — — $ — — — — 0.00 LANDFILL OPERATIONS: This program area provides for the safe disposal of refuse materials with on-site waste diversion and recycling opportunities while ensuring compliance with regulatory laws to help protect the citizens of our community and also provide a clean environment. Character of Expenditures Salaries and Benefits Services Supplies Equipment Program Total $ $ 2,063,114 $ 3,434,508 469,047 400,852 6,367,521 $ 2,063,420 $ 2,571,170 842,450 1,662,300 7,139,340 $ D-31 2,086,820 $ 2,501,660 455,750 1,545,210 6,589,440 $ 2,081,000 2,657,260 698,830 2,023,000 7,460,090 28.00 ENVIRONMENTAL and GENERAL SERVICES Actual FY 15/16 Adopted FY 16/17 Estimated FY 16/17 Adopted FY 17/18 Program Staffing OTHER REQUIREMENTS: This program area funds debt service and administrative service charges which compensates Tucson Water and the general government for services received (e.g., procurement, financial, etc.). Character of Expenditures Administrative Services Services Debt Service Program Total 2 $ $ 5,034,060 $ 305,421 756,443 6,095,924 $ 5,133,030 $ 740,570 757,510 6,631,110 $ 4,569,460 $ 740,570 757,510 6,067,540 $ 5,188,130 726,000 783,500 6,697,630 General Services and Fleet Services Internal Service Funds were moved to the General Fund in FY 2017/18. D-32 0.00 FINANCE MISSION STATEMENT: To safeguard the City’s assets and support the operations of the City of Tucson by maintaining a fiscally sound organization that conforms to legal requirements and generally accepted financial management principles; and provide quality service in the areas of long-term financial planning, investments, debt management, revenue administration and projections, accounting, risk management, and tax audit. Department Cost Summary STAFFING EXPENDITURES Salaries and Benefits Services Supplies Equipment Debt Service Department Total $ $ Actual FY 15/16 Adopted FY 16/17 Estimated FY 16/17 Adopted FY 17/18 Variance 112.00 114.00 114.00 108.00 (6.00) 7,096,155 $ 4,786,743 416,749 — — 12,299,647 $ 8,335,240 $ 14,893,060 242,970 180,000 — 23,651,270 $ FINANCING PLAN 8,164,030 $ 15,051,410 217,130 179,280 — 23,611,850 $ 8,056,020 $ 15,390,370 194,450 186,500 200,000 24,027,340 $ (279,220) 497,310 (48,520) 6,500 200,000 376,070 PROGRAM ALLOCATION Internal Service Fund: Self Insurance 67% Revenue 13% Treasury 8% Risk Management 64% *Other 5% Accounting 10% General Fund 33% *Other includes Budget Management (3%) and Administration (2%). D-33 FINANCE SIGNIFICANT CHANGES: GENERAL FUND The adopted General Fund operating budget for Fiscal Year 2017/18 of $7,923,580 reflects an decrease of $440,040 from the Fiscal Year 2016/17 Adopted Budget. Changes include: Increase to banking costs Decrease due to the transfer of capacity for software maintenance to Information Technology Department Decrease in supplies primarily due to printing costs Decrease to miscellaneous professional services Decrease in personnel costs primarily due to position reductions Total 13,520 $ (32,920) (39,240) (169,120) (212,280) (440,040) SIGNIFICANT CHANGES: SELF INSURANCE FUND The adopted Self Insurance Fund operating budget for Fiscal Year 2017/18 of $16,103,760 reflects an increase of $861,110 from the Fiscal Year 2016/17 Adopted Budget. Changes include: Increase to services due to public liability insurance Increase due to workers' compensation surety bond cost of issuance Increase to equipment Decrease to supplies Decrease to personnel costs Total $ $ 685,830 200,000 6,500 (9,280) (66,940) 816,110 Trends The Finance Department will continue to achieve the highest standards of financial management in order to balance the City's financial resources and the City's financial obligations. The department will accomplish this through a program of continuous improvement while also merging our activities with other City departments. As the department transforms itself and streamlines all financial activities in the City, it will benefit the citizens by reducing cost through the elimination of redundancy while increasing the quality and usefulness of financial information provided to all decision makers. Future Challenges and Opportunities The Finance Department is challenged by a variety of computer systems being used by departments throughout the City that are not well integrated and require significant manual intervention to ensure financial data is complete and accurate. In the coming year, the Department will benefit from several technology projects which have been launched recently including: the upgrade of the City-wide financial system, the implementation of a new financial system dedicated to the needs of the Housing and Community Development Department, the improvement of a new system for the Parks and Recreation department, and the identification of a new system which will support our business licensing division. Concurrent with these technological upgrades, the Finance Department will improve upon our policies and procedures with a program of continuous improvement. A new business services model is being implemented that will combine the functions for Human Resources, Finance, and Procurement. An estimated $2.5 million in reductions is expected due to elimination of redundancies, the standardization of supporting systems and creating a leaner more efficient organization. Program Budget Overview The Finance Department developed our budget with the philosophy that we will begin by, "holding the line" against any increase in our ongoing operating costs. In addition, we are participating in a City-wide effort to be more efficient in the delivery of service to all customers and we anticipate reducing our operating costs by the end of the fiscal year. Recent Accomplishments The Revenue Division executed a Tax Amnesty program that resulted in the collection of over $2 million of city tax revenues. The debt management team completed several refundings in fiscal year 2015/16 that took advantage of the low interest rate environment. Tucson Water rate payers will benefit by $8.9 million in debt service savings; City property owners will benefit by $1.8 million in General Obligation debt service savings. The City’s collection system was upgraded, and Park Tucson went live with the new online payment portal. The Self Insurance Fund went into a positive net position for the first time in 15 years due to our ongoing efforts to reduce our losses. Central Safety Services reduced the number of OSHA recordable injuries by 77%. The Tucson Supplementary Retirement Office used a disciplined investment strategy to generate returns in excess of 13% last year. Central payroll successfully transitioned to the automated timekeeping system for biweekly payroll processing. D-34 FINANCE OPERATING PROGRAMS Actual FY 15/16 Adopted FY 16/17 Estimated FY 16/17 Adopted FY 17/18 Program Staffing ADMINISTRATION: This program area provides leadership to the department and financial direction to City management and other City departments and prepares and monitors the department's budget. Character of Expenditures Salaries and Benefits Services Supplies Program Total $ $ 482,918 $ 32,874 2,791 518,583 $ 576,590 $ 30,090 1,000 607,680 $ 830,650 $ 64,320 3,400 898,370 $ 469,900 54,240 2,080 526,220 3.00 ACCOUNTING: This program area ensures appropriate reporting of the City’s funds and financial transactions, prepares the Comprehensive Annual Financial Report (CAFR), processes employee payroll, manages accounts receivables and accounts payables, and pursues the collection of past due accounts. Character of Expenditures Salaries and Benefits Services Supplies Program Total $ $ 1,974,035 $ 114,905 62,807 2,151,747 $ 2,044,110 $ 100,140 53,900 2,198,150 $ 1,990,870 $ 111,690 27,870 2,130,430 $ 1,816,000 80,370 27,700 1,924,070 26.00 BUDGET MANAGEMENT1: This program area supports the development, implementation, and monitors the city's annual operating and capital budgets to ensure they remain within authorized appropriations and available revenues. This work is accomplished within the requirements of federal, state, and municipal laws. Staff coordinates the development of the City’s five-year Capital Improvement Plan (CIP) including: assisting departments with infrastructure and facility project budgets, verification and proper use of multiple funding sources, and updating the city’s list of unmet needs. It also performs analysis, forecasting, state expenditure limitation, and manages the legal adoption of the City's property tax and conducts cost studies. This program area also develops, implements, and manages the City’s Development Impact Fee Program. Character of Expenditures Salaries and Benefits Services Supplies Program Total $ $ — $ — — — $ 695,240 $ 40,100 6,060 741,400 $ 1 676,090 $ 44,760 6,060 726,910 $ The Budget Office merged with the Finance Department beginning in Fiscal Year 2016/17. D-35 807,190 32,460 6,060 845,710 9.00 FINANCE Actual FY 15/16 Adopted FY 16/17 Estimated FY 16/17 Adopted FY 17/18 Program Staffing RISK MANAGEMENT: This program area administers the Self Insurance Trust for the City, including external public liability claims, workers' compensation, employee safety (loss control), and subrogation programs. Risk Management reviews claims filed against the City and pays for public liability and property losses. It also reviews contracts for insurance and indemnification requirements. Safety Services is also responsible for compliance and education of employees on the practices and procedures for a safe and healthful work environment. It provides training, monitoring, and updating of work practices. This program also ensures that leaking underground storage tanks are remediated as required for compliance with local, state, and federal laws. Character of Expenditures Salaries and Benefits Services Supplies Equipment Program Total $ $ 738,556 $ 3,323,283 68,377 — 4,130,216 $ 1,086,330 $ 13,894,160 127,160 180,000 15,287,650 $ 919,770 $ 14,048,770 111,680 179,280 15,259,500 $ 1,019,390 14,579,990 117,880 186,500 15,903,760 12.00 REVENUE: This program area processes business tax returns, manages all City business licenses, and investigates unlicensed businesses. Revenue also administers the City's Tax Code to generate revenue for financing City services. It educates businesses about the code, and conducts regular tax audits of City businesses to ensure compliance with the tax code. Character of Expenditures Salaries and Benefits Services Supplies Program Total $ $ 2,789,793 $ 688,816 265,772 3,744,381 $ 2,874,550 $ 302,740 41,310 3,218,600 $ 2,705,440 $ 278,110 51,620 3,204,420 $ 2,775,200 131,280 24,420 2,959,230 40.00 TREASURY: This program area operates cashier stations throughout the community; manages the City's cash and investments by projecting cash needs to maintain adequate liquidity, ensuring the timely transfer of funds to meet daily cash needs and investing the excess to provide maximum returns at acceptable levels of risk. The Treasury Division also manages the City's debt obligations and requirements, handles all City banking needs and is the point of contact for the City's banking services provider. Character of Expenditures Salaries and Benefits Services Supplies Program Total $ $ 1,110,852 $ 626,865 17,000 1,754,718 $ 1,058,420 $ 525,830 13,540 1,597,790 $ D-36 1,041,210 $ 503,760 16,500 1,555,470 $ 1,168,340 512,030 16,310 1,708,340 18.00 HOUSING and COMMUNITY DEVELOPMENT MISSION STATEMENT: To make Tucson “Home for Everyone” by engaging in direct services and partnerships that provide improved housing choices, stable neighborhoods, healthy residents and a culturally unique community featuring efficient and attractive places for present and future generations. Department Cost Summary STAFFING EXPENDITURES Salaries and Benefits $ Services Supplies Equipment Operating Total $ Capital Improvement Program Department Total $ Actual FY 15/16 Adopted FY 16/17 Estimated FY 16/17 Adopted FY 17/18 Variance 144.25 141.25 141.25 141.25 0.00 9,735,238 $ 52,470,531 1,134,163 133,723 63,473,655 $ 630,429 64,104,084 $ 9,946,810 $ 67,968,080 1,228,150 3,021,000 82,164,040 $ 1,000,000 83,164,040 $ FINANCING PLAN 9,837,450 $ 67,170,030 1,214,170 21,000 78,242,650 $ 4,800,000 83,042,650 $ 10,505,580 $ 69,361,730 1,856,920 23,480 81,747,710 $ 2,950,000 84,697,710 $ 558,770 1,393,650 628,770 (2,997,520) (416,330) 1,950,000 1,533,670 PROGRAM ALLOCATION Public Housing Section 8 Fund 46% Housing Choice Voucher Program 48% Contracts 16% Other* 17% Public Housing AMP Funds 15% HOME Investment Partnerships 9% Community Development Block Grant 13% Other includes Capital Improvement Program (4%), Miscellaneous Housing Grant Fund (4%), General Fund (3%), Non-Public Housing Asset Management (3%), Other Federal Grants (2%), and Non-Federal Grants Fund (>1%). Community Development 14% *Other 5% Public Housing Program 17% *Other includes Administration (3%), Planning and Community Development (1%), and Tenant Services (1%). D-37 HOUSING and DEVELOPMENT SERVICES SIGNIFICANT CHANGES The adopted operating budget for Fiscal Year 2017/18 of $81,747,710 reflects a decrease of $416,330 from the Fiscal Year 2016/17 Adopted Budget. Changes include: Increase to services due primarily to rehabilitation and building improvements Increase to supplies for building and grounds Increase to personnel primarily due to reorganization Decrease is due to expiration of grant funding Total $ $ 1,393,650 628,770 558,770 (2,997,520) (416,330) Trends Federal funding has been trending down and regulations have been increasing. Future Challenges and Opportunities Uncertainty, at the Federal level, regarding program continuation and funding levels. Program Budget Overview Given the uncertainties surrounding the Federal budget, we have developed a relatively flat budget. Recent Accomplishments We successfully competed for a grant to remove lead hazards from local homes. In addition, we were able to leverage our HOME funds to allow developers to build four low income housing tax credit projects, consisting of 243 affordable housing units at a cost of over $67 million. The majority of the cost is paid by the developers, with the remaining $1.5 million paid out of the HOME funds. OPERATING PROGRAMS Actual FY 15/16 Adopted FY 16/17 Estimated FY 16/17 Adopted FY 17/18 Program Staffing ADMINISTRATION: This program area assists in the efficient and effective delivery of services by providing overall program, financial, personnel, and information technology management, as well as grant identification and execution to maximize the department’s resources. Character of Expenditures Salaries and Benefits Services Supplies Program Total $ $ 1,235,034 $ 111,812 18,416 1,365,262 $ 2,453,490 $ 199,160 46,900 2,699,550 $ 2,369,580 $ 212,490 45,600 2,627,670 $ 2,153,060 210,750 56,010 2,419,820 30.00 COMMUNITY DEVELOPMENT: This program area oversees initiatives that assist low-income homeowners to repair their homes. Each year approximately 200 families are provided assistance; the community at-large benefits from this reinvestment in neighborhoods. Character of Expenditures Salaries and Benefits Services Supplies Equipment Program Total $ $ 1,171,990 $ 3,608,934 7,819 27,933 4,816,676 $ 694,790 $ 8,361,630 6,420 9,062,840 $ D-38 739,920 $ 8,793,020 11,800 9,544,740 $ 1,052,070 10,497,360 12,030 11,561,460 8.00 HOUSING and DEVELOPMENT SERVICES Actual FY 15/16 Adopted FY 16/17 Estimated FY 16/17 Adopted FY 17/18 Program Staffing CONTRACTS: This program area oversees contract awards and monitoring of agencies receiving funding, reporting outcomes and financial data to the funding sources, and reporting to the Mayor and Council and the public on the impact of funded programs. Character of Expenditures Salaries and Benefits Services Supplies Equipment Program Total $ $ 486,264 $ 6,225,076 7,752 6,719,092 $ 493,870 $ 15,997,290 8,500 3,000,000 19,499,660 $ 444,030 $ 14,751,080 8,440 15,203,550 $ 419,680 12,797,760 8,640 13,226,080 6.00 HOUSING CHOICE VOUCHER PROGRAM (HCV)/SECTION 8: This program area provides rental assistance to eligible low-income individuals and families ensuring that they live in safe, sanitary, and affordable housing. The HCV program currently provides rental assistance to approximately 5,400 households and 32,000 individuals in the greater Pima County area. During the past year, the program distributed over $40 million of federal housing assistance to more than 2,000 participating property owners. Character of Expenditures Salaries and Benefits Services Supplies Equipment Program Total $ $ 1,940,477 $ 34,496,484 124,044 10,042 36,571,047 $ 1,765,200 $ 35,466,670 234,630 21,000 37,487,500 $ 1,765,200 $ 35,300,370 233,430 21,000 37,320,000 $ 2,018,660 37,339,890 198,460 23,480 39,580,490 29.00 PLANNING and COMMUNITY DEVELOPMENT ADMINISTRATION: This program area administers and provides financial support to the Community Development; and Contracts program areas. Character of Expenditures Salaries and Benefits Services Supplies Program Total $ $ 265,539 $ 122,044 8,073 395,656 $ 347,840 $ 74,530 10,440 432,810 $ 327,100 $ 71,420 10,910 409,430 $ 355,230 95,160 10,130 460,520 4.00 PUBLIC HOUSING PROGRAM: This program area maintains a permanent stock of affordable housing. The department owns and operates 1,505 units of public housing that provide housing for the elderly and disabled persons, and for families. Four apartment complexes provide housing for the elderly and disabled persons: Tucson House, Craycroft Towers, Lander Garden Apartments, and the Martin Luther King Apartments. Family housing is scattered over 500 sites, from single-family homes to medium-sized apartment complexes. Character of Expenditures Salaries and Benefits Services Supplies Equipment Program Total $ $ 4,363,927 $ 7,844,202 961,161 95,748 13,265,038 $ 3,829,800 $ 7,787,280 903,860 12,520,940 $ D-39 3,829,800 $ 7,962,030 884,690 12,676,520 $ 4,114,970 8,362,930 1,568,150 14,046,050 58.25 HOUSING and DEVELOPMENT SERVICES Actual FY 15/16 Adopted FY 16/17 Estimated FY 16/17 Adopted FY 17/18 Program Staffing TENANT SERVICES: This program uses federal grants to help public housing tenants achieve greater financial independence. The Family Self-Sufficiency program combines housing assistance with counseling and education over a five-year period to help families reach economic independence. The Resident Opportunities for Self-Sufficiency program provides services to the elderly and families. Character of Expenditures Salaries and Benefits Services Supplies Program Total $ $ 272,230 $ 61,757 6,898 340,885 $ 361,820 $ 81,520 17,400 460,740 $ D-40 361,820 $ 79,620 19,300 460,740 $ 391,910 57,880 3,500 453,290 6.00 HUMAN RESOURCES MISSION STATEMENT: To partner with City departments to facilitate the development of a culture that attracts and retains an effective, engaged, and diverse workforce. Department Cost Summary STAFFING EXPENDITURES Salaries and Benefits Services Supplies Equipment Department Total $ $ Actual FY 15/16 Adopted FY 16/17 Estimated FY 16/17 Adopted FY 17/18 Variance 28.00 26.00 26.00 27.00 1.00 2,146,646 $ 6,151,210 70,448 152,053 8,520,357 $ 1,995,680 $ 530,950 70,290 40,000 2,636,920 $ FINANCING PLAN 1,875,120 $ 698,810 59,660 40,000 2,673,590 $ 165,960 (13,650) (44,520) (40,000) 67,790 PROGRAM ALLOCATION Benefits / Leave Management 13% General Fund 90% 2,161,640 $ 517,300 25,770 — 2,704,710 $ Internal Service Fund: Self Insurance 10% *Other 20% Recruiting and Talent Management 27% Administration 25% Information Systens / Records 15% *Other includes Unemployment Insurance (10%), Equal Opportunity Programs / Labor Relations (6%), and Education, Training and Development (4%). D-41 HUMAN RESOURCES SIGNIFICANT CHANGES The adopted operating budget for Fiscal Year 2017/18 of $2,704,710 reflects an increase of $67,790 from the Fiscal Year 2016/17 Adopted Budget. Changes include: Increase to personnel costs due to addition of a position and workers' compensation Increase in professional services primarily due to labor agreement consultant costs Decrease to miscellaneous supplies Decrease to miscellaneous services Decrease in public liability insurance and hazardous waste insurance Decrease primarily due to transfer of legal fees capacity to City Attorney Decrease of one-time funding for Application Tracking System Decrease due to transfer of capacity for software maintenance agreements to Information Technology department Total $ $ 165,960 40,230 (10,520) (11,540) (16,340) (26,000) (34,000) (40,000) 67,790 Trends The Human Resources department has been challenged with a number of converging issues that have driven the need to design a new model of work to help the organization adapt and encourage positive change, find new efficiencies and establish accountability. This movement toward redesign has a focus on innovation, continuous learning and improvement as it creates a new platform and dynamic to better support the changing needs of the organization. Future Challenges and Opportunities Efforts to improve and strengthen areas of employee recruitment, engagement and retention will be at the forefront on initiatives this fiscal year. Grievances, Appeals, and Equal Employment Opportunity charges continue to occur requiring appropriate investigations and resolutions. Human Resources staff need to continue to stay current on laws, regulations, Rules and Policies. Employee coaching and development is critical with a leaner workforce. Management and Supervisory Core Training is critical for the organization to prevent adverse employment claims. A new business services model is being implemented that will combine the functions for Human Resources, Finance, and Procurement. An estimated $2.5 million in reductions is expected due to elimination of redundancies, the standardization of supporting systems and creating a leaner more efficient organization. Program Budget Overview Funds for legal fees transferred to the Attorney's Office for the purpose of providing civil legal services and annual maintenance fees transferred to the Information Technology Department for the purpose of monitoring and tracking different management systems. Recent Accomplishments Design of a new work model for the Human Resources department that will share talent, create consistency and increase customer service in collaboration with other departments; Stakeholder involvement in the selection, processes and user defined roles for the new Applicant Tracking System; Increase participation of employees in the wellness program; Streamlined recruitment and class/comp transitional items; Revised several Administrative Directives; and Provided HR Foundations Training, HR Liaison Classification/Compensation Training and New Employee Welcome Sessions. D-42 HUMAN RESOURCES OPERATING PROGRAMS Actual FY 15/16 Adopted FY 16/17 Estimated FY 16/17 Adopted FY 17/18 Program Staffing ADMINISTRATION: This program area provides oversight and management of all Human Resources functions in alignment with federal mandates, charter, code and civil service rules and administrative directives. Additionally, this program provides service as secretary and staff to the Civil Service Commission, manages labor relations with represented employee groups on behalf of the City Manager. Staff also oversees education, training and development. Character of Expenditures Salaries and Benefits Services Supplies Program Total $ $ 379,623 $ 81,369 14,722 475,714 $ 575,410 $ 77,690 11,340 664,440 $ 483,920 $ 85,330 13,820 583,070 $ 571,150 82,680 13,820 667,650 5.00 BENEFITS/LEAVE MANAGEMENT: This program area is responsible for insurance contract procurement, negotiation and finalization relative to employees, retirees and their dependents; administration and federal/state compliance of all employee/retiree insurance including but not limited new hires, life events, separations, retirements, and Consolidated Omnibus Budget Reconciliation Act (COBRA); providing information, services, and support to all participants. This program also oversees and administers FML, medical and military leave, as well as City-wide wellness programs. Character of Expenditures Salaries and Benefits Services Supplies Program Total $ $ 249,664 $ 24,550 7,909 282,123 $ 188,600 $ 25,380 2,400 216,380 $ 262,390 $ 56,380 2,300 321,070 $ 343,650 20,680 2,300 366,630 4.00 EDUCATION, TRAINING, and DEVELOPMENT: This program area provides education and training to employees in both classroom and technology-based learning environments. Training is based upon learner needs and organizational goals to enhance employee on-the-job performance. Character of Expenditures Salaries and Benefits Services Supplies Program Total $ $ 140,816 $ 62,268 34,642 237,726 $ — $ 108,200 37,730 145,930 $ — $ 107,600 36,620 144,220 $ — 107,600 2,730 110,330 0.00 EQUAL OPPORTUNITY PROGRAM: This program area is responsible for the City of Tucson's compliance with internal and external discrimination/wrongful conduct claims, provides certification of adherence to the federal Equal Employment Opportunity statute for hiring and promotions, for employee reasonable accommodations under the Americans Disability Act (ADA), and employee relations. Character of Expenditures Salaries and Benefits Services Supplies Program Total $ $ 181,799 $ 14,922 2,730 199,451 $ 137,280 $ 16,600 2,700 156,580 $ D-43 152,590 $ 15,110 2,500 170,200 $ 150,310 10,450 2,500 163,260 4.00 HUMAN RESOURCES Actual FY 15/16 Adopted FY 16/17 Estimated FY 16/17 Adopted FY 17/18 Program Staffing INFORMATION SYSTEMS / RECORDS: This program area partners with City departments and Central Payroll to process personnel actions requests. This program oversees the Unemployment Insurance Program, and the functional administration of Information Systems, Timekeeping, Applicant Tracking, and Learning Management Systems. Character of Expenditures Salaries and Benefits Services Supplies Program Total $ $ 95,011 $ — — 95,011 $ 373,830 $ 18,570 2,100 394,500 $ 340,720 $ 18,070 1,900 360,690 $ 392,150 18,630 1,900 412,680 6.00 RECRUITING and TALENT MANAGEMENT: This program area partners with City departments to fulfill staffing requirements through outreach, recruiting, and personnel actions as well as administers the hiring processes to allow candidates to compete fairly based upon merit. In addition, this program is responsible for the review and maintenance of the classification plan and for the preparation of the annual proposed compensation plan. Character of Expenditures Salaries and Benefits Services Supplies Equipment Program Total $ $ 854,852 $ 22,240 1,773 152,053 1,030,918 $ 720,560 $ 24,510 2,520 40,000 787,590 $ 635,500 $ 44,510 2,520 40,000 722,530 $ 704,380 19,760 2,520 — 726,660 8.00 UNEMPLOYMENT INSURANCE: This program area manages, reviews, monitors, and pays former City staff unemployment claims according to policies, statutes, and best practices. Character of Expenditures Services $ 74,961 $ 257,500 $ 371,810 $ 257,500 0.00 WELLNESS PROGRAM: This program area develops and implements programming for City employees and retirees with the goal of reducing claims and positively impacting employee well-being. Character of Expenditures Salaries and Benefits Services Supplies Program Total $ $ (11) $ 105 2,000 2,094 $ — $ 2,500 11,500 14,000 $ D-44 — $ — — — $ — — — — 0.00 HUMAN RESOURCES Actual FY 15/16 Adopted FY 16/17 Estimated FY 16/17 Adopted FY 17/18 Program Staffing MEDICAL and LEAVE MANAGEMENT: This program area provides case management for the FML, Americans with Disabilities, and Uniformed Services Employment and Reemployment Rights Acts in conjunction with the City's leave and Workers' Compensation policies. FML and Military leave transferred to Benefits/Leave Management Division, and ADA transferred to the Equal Opportunity Programs Division. Character of Expenditures Salaries and Benefits Services Supplies Program Total $ $ 244,892 $ 5,870,795 6,672 6,122,359 $ — $ — — — $ D-45 — $ — — — $ — — — — 0.00 D-46 INFORMATION TECHNOLOGY MISSION STATEMENT: To lead in the delivery of innovative technology for effective government services in collaboration with City departments. Department Cost Summary STAFFING EXPENDITURES Salaries and Benefits Services Supplies Equipment Department Total $ $ Actual FY 15/16 Adopted FY 16/17 Estimated FY 16/17 Adopted FY 17/18 Variance 107.00 94.50 94.50 96.00 1.50 9,425,851 $ 8,762,062 1,277,488 2,012,209 21,477,610 $ 9,575,030 $ 9,935,910 769,900 493,270 20,774,110 $ FINANCING PLAN 9,111,350 $ 9,528,800 723,280 1,077,770 20,441,200 $ 9,764,450 $ 10,274,960 809,870 1,353,020 22,202,300 $ 189,420 339,050 39,970 859,750 1,428,190 PROGRAM ALLOCATION Network Services 13% General Fund 100% Public Safety Services 15% Technical Services 14% Application Services 33% Other* 25% *Other includes Telecommunications System, (6%), Field Technicians, (4%), Project Management, (4%), Communications Engineering, (3%), Service Desk, (3%), Administration, (2%), and Geographic Information Systems (3%). D-47 INFORMATION TECHNOLOGY SIGNIFICANT CHANGES The adopted operating budget for Fiscal Year 2017/18 of $22,202,300 reflects an increase of $1,428,190 from the Fiscal Year 2016/17 Adopted Budget. Changes include: Increase due to transfer of General Fund capacity for annual software maintenance agreements Increase for one-time purchase of network switches Increase for other equipment purchases Increase to software maintenance costs Increase in personnel primarily due to workers compensation and group insurance Increase to network services and data center facilities Increase for NICE Recorder software maintenance Increase to miscellaneous supplies Increase for Payment Card Industry compliance Decrease in public liability insurance and hazardous waste insurance Decrease in telephone and wireless modem charges Decrease in computer hardware maintenance services Decrease in miscellaneous professional services Total $ 459,800 400,000 400,000 370,000 189,420 186,930 153,000 39,970 38,900 (71,880) (93,170) (273,500) (371,280) 1,428,190 Trends Departments are under significant pressure to do the jobs better, faster, smarter. As a result, many turn to IT to help them achieve those goals, which places additional pressure on resources. Future Challenges and Opportunities IT is now able to offer virtual desktops to all departments at no cost as a viable alternative to purchasing new computers. Program Budget Overview After holding software maintenance costs in check for the last two years, we are seeing an average 5.5% increase in those costs. Recent Accomplishments IT is implementing a new bimodal organizational structure that will allow us to proactively reach out to our customers and find business process improvements by deploying technology in new areas. OPERATING PROGRAMS Actual FY 15/16 Adopted FY 16/17 Estimated FY 16/17 Adopted FY 17/18 Program Staffing ADMINISTRATION: This program area provides executive management, administrative, and facilities management to the entire department. Key responsibilities include technology planning, finance, human resources support, and the establishment and enforcement of standards and procedures. Character of Expenditures Salaries and Benefits Services Supplies Program Total $ $ 668,811 $ 590,188 17,021 1,276,020 $ D-48 617,840 $ 154,790 12,070 784,700 $ 579,550 $ 121,760 12,070 713,380 $ 511,170 (92,150) 12,070 431,090 5.00 INFORMATION TECHNOLOGY Actual FY 15/16 Adopted FY 16/17 Estimated FY 16/17 Adopted FY 17/18 Program Staffing APPLICATION SERVICES: This program area provides the analysis, development, implementation and on-going support of specific and enterprise software applications that run City business processes, ensuring the performance, availability and stability of those systems. Application Services also provides analysis, development, implementation and on-going support of the applications supporting public safety including fire and police dispatch, records, and special functions. City data is designed, managed and controlled within this area which also provides consultation for software purchases and develops application and architectural standards and best practices. In addition, the Application Services area provides design, development, support, and maintenance for the City’s Internet Web sites and promotes increased public information and access to City services. Character of Expenditures Salaries and Benefits Services Supplies Equipment Program Total $ $ 2,261,792 $ 2,249,050 $ 3,981,400 4,238,390 288,132 250,600 — — 6,531,324 $ 6,738,040 $ 2,192,460 $ 4,314,890 242,400 5,600 6,755,350 $ 2,332,480 4,771,830 245,000 5,600 7,354,910 22.00 COMMUNICATIONS ENGINEERING: This program area provides network engineering analysis, design, implementation and support services. Character of Expenditures Salaries and Benefits Services Supplies Equipment Program Total $ $ 556,432 $ 491,150 $ 579,736 573,290 4,492 8,230 432,232 — 1,572,892 $ 1,072,670 $ 500,750 $ 173,290 8,060 415,000 1,097,100 $ 544,290 169,930 8,060 15,000 737,280 6.00 FIELD TECHNICIANS: This program area provides lifecycle services for nearly 5,000 devices including PCs, printers and mobile devices. Character of Expenditures Salaries and Benefits Services Supplies Program Total $ $ 791,504 $ 61,423 15,107 868,034 $ D-49 786,050 $ 127,310 11,500 924,860 $ 722,170 $ 122,910 11,650 856,730 $ 754,290 117,500 11,500 883,290 9.00 INFORMATION TECHNOLOGY Actual FY 15/16 Adopted FY 16/17 Estimated FY 16/17 Adopted FY 17/18 Program Staffing GEOGRAPHIC INFORMATION SYSTEMS (GIS) SERVICES: This program helps departments analyze and display their business data in ways that make it easier to convey information and discover patterns that improve their business workflows. Data is made available to both City staff and the public as paper maps, web-based mapping applications, or GIS data files to be used with desktop software. GIS Services administers all GIS software for the City and provides first level support for GIS users within the City; and also coordinates the use and storage of GIS data for all City departments and promotes standards for data and metadata. Character of Expenditures Salaries and Benefits Services Supplies Equipment Program Total $ $ 372,437 $ 122,521 8,307 8,092 511,357 $ 396,480 $ 128,510 5,000 12,000 541,990 $ 395,660 $ 132,510 1,100 11,900 541,170 $ 391,430 125,600 850 16,150 534,030 4.00 NETWORK SERVICES: This program provides a robust network structure which supports data transmission and security. Character of Expenditures Salaries and Benefits Services Supplies Equipment Program Total $ $ 689,754 $ 669,370 $ 1,284,163 887,590 477,025 164,800 905,591 123,390 3,356,533 $ 1,845,150 $ 616,250 $ 819,460 157,300 130,890 1,723,900 $ 834,640 955,760 164,800 873,390 2,828,590 7.00 PROJECT MANAGEMENT: This program has two main functions within Information Technology (IT) - monitoring of City hardware and software assets to help assure compliance with regulatory requirements and minimize potential risks; and, assisting departments with the selection, planning, implementation and stabilization of technology related projects. This includes providing City leadership with great visibility into project plans and priorities. Character of Expenditures Salaries and Benefits Services Supplies Program Total $ $ 474,705 $ 159,287 84,304 718,296 $ 478,460 $ 212,150 94,500 785,110 $ 365,270 $ 223,150 83,500 671,920 $ 657,080 194,920 94,500 946,500 4.00 PUBLIC SAFETY SERVICES: This program area provides critical support services for police, fire, and emergency management (911). Character of Expenditures Salaries and Benefits Services Supplies Equipment Program Total $ $ 1,395,861 $ 1,381,730 $ 1,129,006 1,355,530 210,582 127,000 — 135,000 2,735,449 $ 2,999,260 $ D-50 1,421,070 $ 1,252,750 112,000 135,000 2,920,820 $ 1,425,580 1,741,550 112,000 135,000 3,414,130 14.00 INFORMATION TECHNOLOGY Actual FY 15/16 Adopted FY 16/17 Estimated FY 16/17 Adopted FY 17/18 Program Staffing SERVICE DESK: This program area provides customer support and conduit for hardware and software problem resolution. Character of Expenditures Salaries and Benefits Services Supplies Equipment Program Total $ $ 505,795 $ 39,493 5,977 162,215 713,480 $ 603,390 $ 33,290 14,000 — 650,680 $ 560,570 $ 35,690 16,000 — 612,260 $ 604,300 13,800 19,570 — 637,670 8.00 TECHNICAL SERVICES: This program area ensures a stable and secure computing environment by supporting data center operations and by monitoring and maintaining the servers and storage infrastructure needed to support City applications and services. This program also provides citywide replacement of personal computing equipment, e-mail and calendar support, as well as customer services field support which focuses on hardware and software for desktop and mobile computing units. Character of Expenditures Salaries and Benefits Services Supplies Equipment Program Total $ $ 1,714,673 $ 1,679,620 $ 965,837 1,598,130 156,314 75,450 445,074 120,000 3,281,898 $ 3,473,200 $ 1,444,670 $ 1,430,490 72,180 276,500 3,223,840 $ 1,399,540 1,376,160 134,500 205,000 3,115,200 14.00 TELECOMMUNICATIONS SYSTEM: This program area ensures a stable and secure communications environment for all City departments, including communications networks, Internet access, data networks, voice-over-internet-protocol (VOIP) telecommunications, and wireless connectivity. Also, this area directs Citywide information and access security practices. Character of Expenditures Salaries and Benefits Services Supplies Equipment Program Total $ $ (5,913) $ (150,992) 10,227 59,005 (87,673) $ D-51 221,890 $ 626,930 6,750 102,880 958,450 $ 312,930 $ 901,900 7,020 102,880 1,324,730 $ 309,650 900,060 7,020 102,880 1,319,610 3.00 D-52 PARKS and RECREATION MISSION STATEMENT: To provide an environment that creates trust and confidence in the City of Tucson organization and management systems that facilitates the delivery of the highest quality municipal services to Tucson residents. Department Cost Summary STAFFING EXPENDITURES Salaries and Benefits $ Services Supplies Equipment Operating Total $ Capital Improvement Program Department Total $ Actual FY 15/16 Adopted FY 16/17 Estimated FY 16/17 Adopted FY 17/18 Variance 477.75 433.75 433.75 433.75 0.00 21,218,141 $ 11,051,779 2,745,743 14,572 35,030,235 $ 540,272 35,570,507 $ 20,280,550 $ 4,758,550 3,405,790 70,000 28,514,890 $ 6,083,700 34,598,590 $ FINANCING PLAN 19,708,760 $ 4,005,020 2,997,470 64,220 26,775,470 $ 3,349,470 30,124,940 $ 20,816,850 $ 8,265,410 3,087,540 — 32,169,800 $ 6,302,900 38,472,700 $ 536,300 3,506,860 (318,250) (70,000) 3,654,910 219,200 3,874,110 PROGRAM ALLOCATION Recreation Centers 20% *Other 4% General Fund 96% Zoo 11% *Other 28% Parks Maintenance 32% Aquatics 9% *Other includes: Civic Contributions Fund (2%), Other Federal Grants (2%), and Non-Federal Grants (<1%). *Other includes Administration (8%), KIDCO (7%), Therapeutic and Adaptive Recreation (4%), Leisure Classes (3%), Capital Planning and Development (2%), Civic Events/ Performing Arts (2%), HI Corbett Maintenance (1%), Grants (<1%), Historical (<1%), and Tennis (<1%). D-53 PARKS and RECREATION SIGNIFICANT CHANGES The adopted operating budget for Fiscal Year 2017/18 of $32,169,800 reflects an increase of $3,654,910 from the Fiscal Year 2016/17 Adopted Budget. Changes include: $ Increase for parks irrigation improvements Increase to personnel costs primarily from minimum wage increase Increase to repair and maintenance and minor rehabilitation Increase to service/regulatory fees Increase for one-time funding for gate replacement Increase for one-time funding for Arizona Pollution Discharge Elimination Systems permit Decrease in equipment purchases Decrease to public liability insurance and hazard waste Decrease primarily in operating efficiencies due to revision to agreements with other public organizations Total $ 3,500,000 538,930 265,250 127,090 40,000 25,000 (70,000) (78,440) (692,920) 3,654,910 Trends The citizens of Tucson are following the national trend of outdoor recreation to include walking, running, biking, sports, and using park amenities, i.e., playgrounds, sports fields, walking paths and trails, etc. Future Challenges and Opportunities Yearly reductions to operating and capital improvement budgets over the last 8-9 years have negatively impacted our assets. Deferred maintenance has resulted in the marginalization of many of our facilities that are in dire need of major repair, upgrade or replacement. Program Budget Overview Increasing costs for workers compensation and group insurance have significantly impacted the fiscal year 2017/18 budget. An additional $3.5 million has been allocated for parks irrigation improvements, funded from Water Revenues transfered to the General Fund. Recent Accomplishments Parks and Recreation recently developed and obtained approval of the Parks and Recreation System Master Plan. OPERATING PROGRAMS Actual FY 15/16 Adopted FY 16/17 Estimated FY 16/17 Adopted FY 17/18 Program Staffing ADMINISTRATION: This program area provides general oversight for the department by setting direction and policy, developing and managing the department’s operating and capital budgets, providing administrative and clerical support, and ensuring that customers are provided excellent services and facilities throughout the system. Administrative functions include the Director’s Office and Management Support Services (e.g. human resources, information technology, accounting, reservation/registration services, environmental management and safety). The administration program area also provides clerical and facilitation support for the Tucson Parks and Recreation Commission and the Tucson Greens Committee. Character of Expenditures Salaries and Benefits Services Supplies Program Total $ $ 1,413,320 $ 380,798 77,635 1,871,753 $ 1,354,540 $ 374,160 152,470 1,881,170 $ D-54 1,402,770 $ 442,880 139,850 1,985,500 $ 1,700,660 533,820 143,230 2,377,710 16.00 PARKS and RECREATION Actual FY 15/16 Adopted FY 16/17 Estimated FY 16/17 Adopted FY 17/18 Program Staffing AQUATICS: This program area serves to provide safe and clean swimming facilities and opportunities for pool patrons. Leisure classes, swimming lessons for children and adults, synchronized and competitive swimming, fitness training, and recreational and lap swimming are major components of this program. Lifeguarding and Water Safety Instruction (WSI) are offered, leading to job opportunities for youth ages 15 and above. The Adaptive Recreation Center, Catalina, Sunnyside, and Clements Pools provide year-round swimming. Amphi, Archer, Fort Lowell, Quincie Douglas, and Udall Pools are open April through November. Nine summer seasonal pools will operate during the nine-week summer season. Character of Expenditures Salaries and Benefits Services Supplies Program Total $ $ 1,633,789 $ 517,330 655,435 2,806,554 $ 1,684,140 $ 174,880 772,810 2,631,830 $ 1,745,490 $ 164,260 748,240 2,657,990 $ 1,839,430 157,130 726,970 2,723,530 58.25 CAPITAL PLANNING and DEVELOPMENT: This program area is responsible for developing and administering all planning, design, construction and contract administration of Parks projects, developing capital improvement plans, managing the department’s Ten Year Strategic Services plan and the five year Capital Improvement Plan (CIP). Character of Expenditures Salaries and Benefits Services Supplies Program Total $ $ 571,452 $ 22,172 4,034 597,658 $ 395,680 $ 24,880 5,950 426,510 $ 403,820 $ 19,310 4,600 427,730 $ 404,190 18,150 4,650 426,990 5.00 CIVIC EVENTS/EVENT PROGRAMMING: This program area provides equipment and technical support to special events throughout the City of Tucson. Event support is provided for both City-sponsored events as well as a variety of community events sponsored by other organizations. Character of Expenditures Salaries and Benefits Services Supplies Program Total $ $ 430,215 $ 172,701 26,400 629,316 $ 413,260 $ 413,480 166,880 993,620 $ 420,780 $ 113,320 19,460 553,560 $ 492,640 474,130 33,850 1,000,620 6.75 HI CORBETT MAINTENANCE: This program area is responsible for maintenance of HI Corbett Field and the surrounding annex fields. This work is accomplished at a high level in order to meet the requirements of the lease agreement with the University of Arizona and the North Korea Dinos, a Korean professional baseball team. The complex is also maintained for local youth and adult baseball leagues during the summer months. Character of Expenditures Salaries and Benefits Services Supplies Program Total $ $ 344,181 $ 170,400 62,019 576,600 $ 216,600 $ 65,050 75,970 357,620 $ D-55 187,900 $ 60,720 79,080 327,700 $ 229,530 45,220 74,050 348,800 7.00 PARKS and RECREATION Actual FY 15/16 Adopted FY 16/17 Estimated FY 16/17 Adopted FY 17/18 Program Staffing HISTORICAL and CULTURAL PROGRAMS: This program area consists of the Presidio San Agustin del Tucson, a portion of Tucson's Spanish walled presidio, which is open to the public. This historical cultural center includes historic buildings used as a small museum and gift shop while providing interpretation and educational programs regarding the many levels of Tucson's history. This facility is operated and maintained by the Tucson Presidio Trust for Historic Preservation. Character of Expenditures Services $ 60,616 $ 50,720 $ 51,080 $ 40,120 0.00 KIDCO: This program area provides after-school and summer recreation programs in a safe, supervised environment for children ages 5-11, in kindergarten through fifth grade. It offers an opportunity for kids to express themselves creatively through various art forms, sports and special events during out-of-school time. Character of Expenditures Salaries and Benefits Services Supplies Program Total $ $ 1,401,458 $ 88,677 47,180 1,537,315 $ 1,433,180 $ 85,030 110,060 1,628,270 $ 1,528,690 $ 52,050 86,130 1,666,870 $ 1,724,360 41,930 82,590 1,848,880 59.00 LEISURE CLASSES: This program area offers instructional/special interest classes to youth and adults throughout the year. Class topics include fitness, arts and crafts, music, pottery, sports, dance, gymnastics, and many others. Character of Expenditures Salaries and Benefits Services Supplies Program Total $ $ 622,091 $ 17,091 23,949 663,131 $ 717,500 $ 31,350 33,500 782,350 $ 641,500 $ 21,220 30,100 692,820 $ 757,500 17,960 30,090 805,550 15.50 PARKS MAINTENANCE: This program area provides resources for the routine, specialized and preventive maintenance of 126 parks and facilities throughout Tucson. Daily maintenance occurs throughout the park system to ensure clean, safe, and attractive facilities. Character of Expenditures Salaries and Benefits Services Supplies Program Total $ $ 4,529,731 $ 5,370,032 704,431 10,604,194 $ 4,464,360 $ 1,658,570 727,140 6,850,070 $ D-56 4,131,500 $ 1,534,930 720,840 6,387,270 $ 4,468,560 5,070,350 642,890 10,181,800 100.00 PARKS and RECREATION Actual FY 15/16 Adopted FY 16/17 Estimated FY 16/17 Adopted FY 17/18 Program Staffing RECREATION CENTERS: This program area provides recreation and neighborhood centers that are open to the public five/six days per week for both structured and unstructured activities. Hours of operation will vary by center. Additionally, the four regional recreation centers (Udall, Clements, El Pueblo, and Randolph) are open on Saturdays. All centers are closed on Sundays. Character of Expenditures Salaries and Benefits Services Supplies Equipment Program Total $ $ 6,858,915 $ 2,780,988 431,609 14,572 10,071,512 $ 5,795,950 $ 940,070 490,860 5,713,280 $ 712,610 436,280 5,154,690 876,820 522,840 7,226,880- $ 6,862,170- $ 6,554,350- 84.75 SPORTS: This program area offers organized league play for adult softball and summer track and field events. This program is also responsible for facilitating and scheduling 215 fields for 146 organizations representing a total of 4,002 teams. Character of Expenditures Salaries and Benefits Services Supplies Program Total $ $ 206,593 $ 156,423 11,836 374,852 $ 220,510 $ 146,460 8,250 375,220 $ 209,770 $ 147,380 8,350 365,500 $ 240,280 142,920 8,250 391,450 5.25 TENNIS: This program area supports the operation of City owned tennis facilities located at Randolph, Fort Lowell, and Himmel Tennis Centers. Character of Expenditures Services Supplies Program Total $ $ 73,376 $ 6,235 79,611 $ 12,390 $ 4,800 17,190 $ 11,840 $ 5,780 17,620 $ 11,840 5,680 17,520 0.00 THERAPEUTIC and ADAPTIVE RECREATION: This program area offers social, fitness, arts, athletic, trips and camp programs for youth, teens, and adults with various disabilities. It also offers structured programs for citizens suffering from arthritis, recovering stroke patients, and a variety of other disabilities. Character of Expenditures Salaries and Benefits Services Supplies Program Total $ $ 767,741 $ 257,427 25,098 1,050,266 $ 887,300 $ 59,670 35,670 982,640 $ D-57 850,570 $ 57,440 31,590 939,600 $ 1,015,390 55,070 31,130 1,101,590 33.00 PARKS and RECREATION Actual FY 15/16 Adopted FY 16/17 Estimated FY 16/17 Adopted FY 17/18 Program Staffing ZOO: This program area is an Association of Zoos and Aquariums (AZA) accredited facility that offers an environmentally friendly, educational, and recreational experience to over 550,000 annual visitors each year and is open 364 days per year. Many special events are offered at the zoo throughout the year, including the ever-popular Howl-oween event during the fall and Zoo Lights during the winter holiday season. Train rides around the large Reid Park pond are offered daily. Character of Expenditures Salaries and Benefits Services Supplies Equipment Program Total $ $ 2,224,240 $ 856,706 610,984 3,691,930 $ 2,420,060 $ 440,770 580,970 70,000 3,441,800 $ 2,183,760 $ 492,770 621,720 64,220 3,298,250 $ 2,470,010 548,710 615,870 3,634,590 39.50 GRANTS: This program area seeks federal, state, and local 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. Funding from the Pima Council on Aging will provide support for the senior nutrition program. Funding from the University of Arizona will provide support for a veterinarian position for the Reid Park Zoo. Character of Expenditures Salaries and Benefits Services Supplies Program Total $ $ 214,416 $ 127,044 58,878 400,338 $ 277,470 $ 281,070 240,460 799,000 $ D-58 247,230 $ 123,210 65,450 435,890 $ 319,610.00 231,240 165,450 716,300 3.75 PLANNING and DEVELOPMENT SERVICES MISSION STATEMENT: To protect the health, safety and welfare of residents and visitors and enhance the quality of life in Tucson through professional planning, site and building review, and inspection services. To ensure Tucson is a sustainable, well-designed, and prosperous community with a business-friendly environment. Department Cost Summary STAFFING EXPENDITURES Salaries and Benefits Services Supplies Equipment Department Total $ $ Actual FY 15/16 Adopted FY 16/17 Estimated FY 16/17 Adopted FY 17/18 Variance 98.00 57.00 57.00 57.00 0.00 7,032,800 $ 768,989 117,733 (108) 7,919,414 $ 4,999,100 $ 769,130 108,760 — 5,876,990 $ FINANCING PLAN 4,950,470 $ 797,190 103,750 — 5,851,410 $ 5,174,020 $ 1,176,480 100,080 — 6,450,580 $ 174,920 407,350 (8,680) — 573,590 PROGRAM ALLOCATION Zoning Administration and Code Development 30% Administration 20% General Fund 100% Plan Review and Project Development 31% D-59 Building Safety Review and Inspections 19% PLANNING and DEVELOPMENT SERVICES SIGNIFICANT CHANGES The adopted operating budget for Fiscal Year 2017/18 of $6,450,580 reflects an increase of $ 573,590 from the Fiscal Year 2016/17 Adopted Budget. Changes include: Increase to public works building rent Increase for one-time fee study and planning code book Increase in personnel costs Increase in miscellaneous professional services Increase in software costs Decrease for other miscellaneous Decrease in auditing and bank services Decrease in printing and photo expenses Decrease in hazard waste and public liability insurance Total $ 200,000 110,000 174,920 161,290 15,870 (20,950) (10,000) (28,730) (28,810) 573,590 Trends Efforts to improve and strengthen economic development, customer services, City/County relationship, budget stability, happy workforce/community will be at the forefront this fiscal year. Future Challenges and Opportunities The Planning and Development Services Department (PDSD) focus is to remain responsive to a growing market while maintaining a lean and flexible organizational structure by integrating technological improvements, partnerships and the use of consultants. Program Budget Overview PDSD is undergoing an internal process review of implementing new technology, staffing strategies, and improved customer service lend to a stronger, continually evolving department. Recent Accomplishments PDSD completed the initial implementation of technology upgrades, made changes to the Unified Development Code via text amendments, and emphasize customer services with an economic focus. OPERATING PROGRAMS Actual FY 15/16 Adopted FY 16/17 Estimated FY 16/17 Adopted FY 17/18 Program Staffing ADMINISTRATION: This program area sets overall direction and policy and manages departmental operations and budget. Maintains communication with Mayor and Council as well as internal and external stakeholders. Character of Expenditures Salaries and Benefits Services Supplies Program Total $ $ 976,209 $ 57,520 14,575 1,048,304 $ 625,680 $ 597,960 89,120 1,312,760 $ D-60 629,760 $ 567,280 56,910 1,253,950 $ 456,840 800,580 56,320 1,313,740 4.00 PLANNING and DEVELOPMENT SERVICES Actual FY 15/16 Adopted FY 16/17 Estimated FY 16/17 Adopted FY 17/18 Program Staffing BUILDING and SITE INSPECTIONS: This program area inspects commercial and residential construction to ensure that all buildings are constructed to adopted codes and standards with the key purpose of ensuring life safety. Character of Expenditures Salaries and Benefits Services Supplies Equipment Program Total $ $ 1,717,066 $ 71,765 29,555 (108) 1,818,278 $ 1,166,920 $ 77,260 10,250 — 1,254,430 $ 1,254,720 $ 58,640 11,350 — 1,324,710 $ 1,137,460 100,180 22,000 — 1,259,640 14.00 PLAN REVIEW and PERMITTING: This program area reviews site and building plans to ensure compliance with the Unified Development Code and Building Codes, and issues permits and certificates of occupancy. Character of Expenditures Salaries and Benefits Services Supplies Program Total $ $ 1,150,679 $ 24,705 702 1,176,086 $ 1,542,550 $ 32,030 6,040 1,580,620 $ 1,387,090 $ 96,600 5,340 1,489,030 $ 1,803,170 169,300 13,500 1,985,970 20.00 PLANNING and ZONING: This program area conducts advanced planning initiatives, manages the zoning code, and handles entitlement processes, historic preservation, and overlay districts. Character of Expenditures Salaries and Benefits Services Supplies Program Total $ $ 1,344,925 $ 395,815 29,071 1,769,811 $ 1,663,950 $ 61,880 3,350 1,729,180 $ D-61 1,678,900 $ 74,670 30,150 1,783,720 $ 1,776,550 106,420 8,260 1,891,230 19.00 D-62 PROCUREMENT MISSION STATEMENT: To provide exemplary support to our City departments and the business community by offering strategic and innovative services and opportunities in the procurement of goods and services, through commitment to our values of accountability, ethics, impartiality, professionalism, service, and transparency. Department Cost Summary STAFFING EXPENDITURES Salaries and Benefits Services Supplies Equipment Department Total $ $ Actual FY 15/16 Adopted FY 16/17 Estimated FY 16/17 Adopted FY 17/18 Variance 39.00 36.00 36.00 35.00 (1.00) 2,657,016 $ 226,978 (14,549) — 2,869,445 $ 2,730,540 $ 160,700 420,100 — 3,311,340 $ FINANCING PLAN 2,524,350 $ 158,860 422,020 33,520 3,138,750 $ 2,801,360 $ 132,790 420,590 — 3,354,740 $ 70,820 (27,910) 490 — 43,400 PROGRAM ALLOCATION General Fund 100% Surplus, Auction and Materials Management 12% Procurement Card 6% Administration 18% Mail Services 17% Contracting 48% D-63 PROCUREMENT SIGNIFICANT CHANGES The adopted operating budget for Fiscal Year 2017/18 of $3,354,740 reflects an increase of $43,400 from the Fiscal Year 2016/17 Adopted Budget. Changes include: Increase to personnel costs Increase to auction fees Increase for one-time funding to complete Wizard pilot application project Decrease to miscellaneous services Decrease to hazard waste and public liability insurance Decrease due to the transfer of software maintenance agreements to Information Technology Department Total $ $ 70,820 15,000 9,800 (2,520) (16,060) (33,640) 43,400 Trends Providing procurement services to other government agencies. Future Challenges and Opportunities Transitioning the pCard program to a new banking partner. Expanding the pCard program to new cooperative partners and purchasing consortium. Providing contract administration and compliance services to City departments. Increased complexities in contracting services. A new business services model is being implemented that will combine the functions for Human Resources, Finance, and Procurement. An estimated $2.5 million in reductions is expected due to elimination of redundancies, the standardization of supporting systems and creating a leaner more efficient organization. Program Budget Overview The responsibility of vehicle maintenance and fuel, utilities, building and maintenance was transferred to the Environmental and General Services Department, and telephones to the Information Technology Department. Recent Accomplishments Increased revenues from cooperative contracts program. Automated the Small Business Enterprise/Disadvantaged Business Enterprise registration process for businesses. Provided online auction services to Tucson Airport Authority. Negotiated $1.7M in parts/labor as consideration for streetcar manufacturer delays. OPERATING SYSTEMS Actual FY 15/16 Adopted FY 16/17 Estimated FY 16/17 Adopted FY 17/18 Program Staffing ADMINISTRATION: This program area 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. Character of Expenditures Salaries and Benefits Services Supplies Program Total $ $ 506,670 $ 100,865 6,454 613,989.00 $ 505,730 $ 90,680 9,240 605,650 $ D-64 506,060 $ 95,620 8,650 610,330 $ 506,420 77,490 9,240 593,150 4.00 PROCUREMENT Actual FY 15/16 Adopted FY 16/17 Estimated FY 16/17 Adopted FY 17/18 CONTRACTING: This program area contracts for goods, services, and design and construction services to ensure all contracts are developed, solicited, evaluated, negotiated, awarded, and administered in accordance with applicable federal, state, and local laws. The program administers the Small Business Enterprise Program and the Disadvantaged Business Program which entails certification of participating businesses, establishing participation goals for eligible projects, and monitoring the effectiveness. The program also administers the Davis Bacon and related acts which requires the City to ensure the federal prevailing wages are paid on all federally funded construction projects. Character of Expenditures Salaries and Benefits Services Supplies Program Total $ $ 1,486,403 $ 25,563 463 1,512,429 $ 1,542,140 $ 22,100 300 1,564,540 $ 1,340,750 $ 32,270 300 1,373,320 $ 1,602,620 14,040 300 1,616,960 19.00 MAIL SERVICES: This program area provides centralized pick-up and delivery service for interdepartmental and postal mail to City departments. The program also provides for the insertion of business license statements and various other bills. Character of Expenditures Salaries and Benefits Services Supplies Program Total $ $ 143,257 $ 25,827 (34,074) 135,010 $ 138,790 $ 20,400 404,330 563,520 $ 139,140 $ 20,400 404,670 564,210 $ 135,990 18,820 404,560 559,370 3.00 PROCUREMENT CARD (pCard): This program area manages and administers the City’s pCard (direct credit card purchase) program. Character of Expenditures Salaries and Benefits Services Program Total $ $ 118,936 $ 2,460 121,396 $ 184,390 $ 2,660 187,050 $ 187,980 $ 2,660 190,640 $ 195,800 1,580 197,380 3.00 SURPLUS, AUCTION and MATERIALS MANAGEMENT (SAMM): This program area operates the central warehouse and manages an inventory needed for the daily operations. It also provides hazardous material safety information on inventory items; delivers goods on a timely basis; and disposes of City surplus material and equipment by public sale, online auction, donation, or redistribution to departments. SAMM also centrally manages Citywide lost and found. Character of Expenditures Salaries and Benefits Services Supplies Equipment Program Total $ $ 401,750 $ 72,262 12,608 — 486,620 $ 359,490 $ 24,860 6,230 — 390,580 $ D-65 350,420 $ 7,910 8,400 33,520 400,250 $ 360,530 20,860 6,490 — 387,880 6.00 D-66 OFFICE of the PUBLIC DEFENDER MISSION STATEMENT: To provide quality, diligent and ethical representation of indigent defendants entitled to appointed counsel in Tucson City Court and to protect and defend the rights guaranteed us by the United States and Arizona Constitutions. Department Cost Summary STAFFING EXPENDITURES Salaries and Benefits Services Supplies Department Total $ $ Actual FY 15/16 Adopted FY 16/17 Estimated FY 16/17 Adopted FY 17/18 Variance 32.00 28.00 28.00 28.00 0.00 2,731,179 $ 190,452 39,804 2,961,435 $ 2,518,760 $ 140,310 41,770 2,700,840 $ FINANCING PLAN 2,512,400 $ 146,040 41,770 2,700,210 $ 2,527,800 $ 133,020 36,110 2,696,930 $ 9,040 (7,290) (5,660) (3,910) PROGRAM ALLOCATION Public Defender 100% General Fund 100% SIGNIFICANT CHANGES The adopted operating budget for Fiscal Year 2017/18 of $2,696,930 reflects a decrease of $3,910 from the Fiscal Year 2016/17 Adopted Budget. Changes include: Increase to workers' compensation insurance Decrease to miscellaneous costs Decrease to other personnel costs Decrease to hazard waste and public liability insurance Total $ $ D-67 15,820 (5,660) (6,780) (7,290) (3,910) PUBLIC DEFENDER Trends The use of Alternatives to Jail and diversion programs, specialty courts such as Mental Health Court, Veteran's Court, and Domestic Violence Court have increased. We will continue the implementation of the goals and objectives of the Arizona Supreme Court: Justice for All and MacArthur Grant. Future Challenges and Opportunities Alternatives to Jail as a means to address criminal behavior, substance abuse and decriminalize mental illness will lead to a safer community for all. Program Budget Overview Budgetary demands fluctuate with the volume of criminal defense cases due to the number of criminal filings and the appointment of defense counsel. Recent Accomplishments Appealed cases to Arizona Supreme Court; expansion of Appeals team; Mental Health and Domestic Violence Teams; Active participation with Regional Municipalities Veterans Treatment Court; increased litigation with trials, bench and jury, and hearings; essential participant with Tucson City Court Video Court; working with University of Arizona Law School, 38D law students/summer interns. OPERATING PROGRAMS Public Defender: This program area was established as a cost-effective alternative to the use of contract attorneys. The office provides legal representation independent from the Criminal Division of the City Attorney’s Office. The Office of the Public Defender is staffed by 19 attorneys and 9 support positions. Character of Expenditures Salaries and Benefits Services Supplies Program Total $ $ 2,731,179 $ 190,452 39,804 2,961,435 $ 2,518,760 $ 140,310 41,770 2,700,840 $ D-68 2,512,400 $ 146,040 41,770 2,700,210 $ 2,527,800 133,020 36,110 2,696,930 28.00 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. Department Cost Summary STAFFING Actual FY 15/16 Adopted FY 16/17 Estimated FY 16/17 Adopted FY 17/18 Variance 292.00 299.00 299.00 297.00 (2.00) EXPENDITURES Salaries and Benefits $ 18,336,713 $ 22,270,940 $ 17,925,340 $ 22,624,080 $ Services 31,404,364 34,062,690 32,594,397 32,068,410 Supplies 14,474,904 18,089,400 15,854,250 18,423,370 Equipment 1,538,561 958,450 1,839,140 3,957,000 Debt Service 1,330,575 1,553,020 1,581,100 1,650,740 Contracted Labor 49,161,047 50,431,160 50,060,720 51,315,240 Operating Total $ 116,246,164 $ 127,365,660 $ 119,854,947 $ 130,038,840 $ Capital Improvement Program 103,852,811 189,142,200 97,843,697 177,162,490 Department Total $ 220,098,975 $ 316,507,860 $ 97,843,697 $ 307,201,330 $ FINANCING PLAN Mass Transit Fund: General Fund 33% 353,140 (1,994,280) 333,970 2,998,550 97,720 884,080 2,673,180 (11,979,710) (9,306,530) PROGRAM ALLOCATION Sun Van 11% Mass Transit Fund 29% *Other 8% Sun Tran 47% *Other 29% Streets and Traffic Maintenance 14% Highway User Revenue Funds 30% *Other includes: Park Tucson Fund (4%), Capital Improvement Program (1%), General Fund (1%), Internal Service Fund: Self Insurance (1%), Other Federal Grants (1%), and Regional Transportation Authority (<1%). *Other includes: Management Services (8%), Engineering (5%), Park Tucson (4%), Sun Link (3%), Planning (2%), Traffic Engineering (2%), Transit Services (2%), Graffiti Abatement (1%), Public Transit Liability (1%), Real Estate (1%), Landscape and Roadway Maintenance (<1%), and Stormwater Quality (<1%). D-69 TRANSPORTATION SIGNIFICANT CHANGES The adopted operating budget for Fiscal Year 2017/18 of $130,038,840 reflects an increase of $2,673,180 from the Fiscal Year 2016/17 Adopted Budget. Changes include: Increase to equipment purchasing to support road repairs Increase to salaries and transit contract labor Increase to supplies Increase to Park Tucson debt service Decrease to costs for services in Graffiti Abatement and roadway clean up Total $ $ 2,998,550 1,237,220 333,970 97,720 (1,994,280) 2,673,180 Trends The increase in Social Media platforms versus traditional news sources; The national and local shift to Smart City technology and infrastructure; Population growth and providing necessary infrastructure improvements/ maintenance; Increase in freight corridor and international trade and supporting necessary infrastructure and policies. Future Challenges and Opportunities Funding and staffing for the maintenance of existing infrastructure; Traditional funding sources are dwindling, need to find new dedicated funding sources such as the approved sales tax increase and RTA II; Dedicated funding sources for transit services; Opportunities to improve roadways through major projects; High capacity transit implementation plan; The opportunity to launch public Bike Share Program; Establishing and fund ADA Transition Plan; Fund the Bike Boulevard Master Plan; Fund the Bike and Pedestrian Signal Plan; Research and develop potential Alternate Transit Management processes; Create efficient use of Drones; Establish priorities and fund drainage projects that result in removing commercial and residential structures from the FEMA and Cities Flood Plain. Program Budget Overview This budget reflects an additional $1.5 million in HURF revenue and expenditures. This is due to the governor's state budget approval to distribute $30 million for road repairs to local agencies. Recent Accomplishments Increase in social media presence; Completed 11 projects. OPERATING PROGRAMS Actual FY 15/16 Adopted FY 16/17 Estimated FY 16/17 Adopted FY 17/18 Program Staffing MANAGEMENT SERVICES: This program area coordinates, supervises, and performs administrative functions to ensure the efficient and successful operation of the department. Character of Expenditures Salaries and Benefits Services Supplies Equipment Program Total $ $ 3,105,728 $ 3,736,138 459,391 451,808 7,753,065 $ 2,891,490 $ 3,635,030 483,180 750,000 7,759,700 $ D-70 2,540,020 $ 3,337,570 493,050 870,000 7,240,640 $ 2,562,380 3,712,700 765,160 3,000,000 10,040,240 29.00 TRANSPORTATION Actual FY 15/16 Adopted FY 16/17 Estimated FY 16/17 Adopted FY 17/18 Program Staffing ENGINEERING: This program area designs and constructs improvements to the city’s roadways and flood control system, manages the use of and access to public rights-of-way, and protects life and property from flood hazards. Character of Expenditures Salaries and Benefits Services Supplies Equipment Program Total $ $ 2,671,894 $ 425,889 75,302 362,909 3,535,994 $ 4,569,420 $ 1,330,750 58,810 45,000 6,003,980 $ 2,764,645 $ 555,480 59,010 627,550 4,006,685 $ 5,104,600 513,280 54,910 600,000 6,272,790 71.00 GRAFFITI ABATEMENT1: This program area is responsible for the abatement/removal of graffiti visible from city rights-of-way on various city-owned properties and infrastructure as well as from private property with property owner consent. Character of Expenditures Salaries and Benefits Services Supplies Program Total 1 $ $ 167,059 $ 867,690 7,023 1,041,772 $ — $ — — — $ 36,310 $ 400,970 — 437,280 $ 96,820 550,170 38,480 685,470 2.00 Transferred from Environmental Services for Fiscal Year 2016/17. LANDSCAPE and ROADWAY MAINTENANCE: This program area is responsible for the maintenance of the City's median islands. Character of Expenditures Salaries and Benefits Services Supplies Equipment Program Total $ $ 69,487 $ 158,060 — — 227,547 $ 41,450 $ 55,940 3,310 — 100,700 $ — $ 30,570 6,850 11,520 48,940 $ 100,000 129,000 16,000 30,500 275,500 0.00 PARK TUCSON: This program area provides a parking management program that enhances quality of life, stimulates the economic development within the area defined by the City Center Strategic Vision Plan, and efficiently and creatively utilizes parking resources to improve overall accessibility and environment of the region. Character of Expenditures Salaries and Benefits Services Supplies Equipment Debt Service Program Total $ $ 956,130 $ 2,446,777 164,551 634,471 1,330,575 5,532,504 $ 1,166,980 $ 2,475,740 149,000 50,000 1,553,020 5,394,740 $ D-71 932,830 $ 2,798,145 169,600 40,000 1,581,100 5,521,675 $ 1,255,350 2,442,890 232,200 30,000 1,650,740 5,611,180 19.00 TRANSPORTATION Actual FY 15/16 Adopted FY 16/17 Estimated FY 16/17 Adopted FY 17/18 Program Staffing PLANNING: This program area manages the planning and early design of major transportation corridor projects. It oversees the Bicycle/Pedestrian Program, and programming and funding of projects on a regional level. This division also oversees compliance with federal National Environmental Policy Act requirements, bus stop planning, and freight movement within the city. Character of Expenditures Salaries and Benefits Services Supplies Equipment Program Total $ $ 652,884 $ 83,922 14,451 5,567 756,824 $ 1,041,650 $ 98,690 41,700 — 1,182,040 $ 577,020 $ 346,840 39,700 — 963,560 $ 1,289,750 297,770 341,200 150,000 2,078,720 7.00 PUBLIC TRANSIT LIABILITY: This program area pays the liability and property losses incurred by Sun Tran, Sun Van, and Sun Link that are not covered by purchased insurance policies. Character of Expenditures Services $ 760,883 $ 1,400,000 $ 1,420,000 $ 1,420,000 0.00 REAL ESTATE1: This program area provides professional real property support for City departments, including appraisal, acquisition, management, special studies, cultural resource clearance, environmental investigation, leasing, and disposition. Character of Expenditures Salaries and Benefits Services Supplies Program Total 1 $ $ — $ — — — $ 326,330 $ 93,110 5,450 424,890 $ 301,840 $ 58,350 150 360,340 $ 768,800 84,630 1,350 854,780 9.00 Transferred to Transportation for Fiscal Year 2016/17. STORMWATER QUALITY: This program area is federally mandated to monitor hazardous discharge into the city's drainage system Character of Expenditures Salaries and Benefits Services Supplies Equipment Program Total $ $ 157,960 $ 34,020 5,586 — 197,566 $ 151,440 $ 23,660 2,150 — 177,250 $ D-72 137,010 $ 30,460 910 86,000 254,380 $ 254,840 32,470 1,650 10,000 298,960 3.00 TRANSPORTATION Actual FY 15/16 Adopted FY 16/17 Estimated FY 16/17 Adopted FY 17/18 Program Staffing STREETS and TRAFFIC MAINTENANCE: This program area (among many activities) performs asphalt pavement maintenance, maintains median and roadside landscaping, alleyways, and drainage ways, and performs street sweeping activities to ensure safe driving surfaces, decrease the potential for flooding, and control dust. The program also manages the maintenance and inspection of traffic control devices (signals, pedestrian hybrid beacons, etc.), street lights, traffic signs, and roadway pavement markings to ensure the safe and efficient movement of people, traffic, and goods. Character of Expenditures Salaries and Benefits Services Supplies Equipment Program Total $ $ 9,073,869 $ 6,681,720 2,407,196 20,302 18,183,087 $ 10,381,950 $ 6,907,760 2,517,710 26,500 19,833,920 $ 9,064,170 $ 6,639,850 2,599,610 26,500 18,330,130 $ 9,204,480 6,231,150 2,533,210 26,500 17,995,340 147.00 SUN LINK: This program area provides a four-mile streetcar system with a route serving the University of Arizona and the downtown business district. This service started operating seven days a week in Fiscal Year 2015. Character of Expenditures Services Supplies Equipment Contracted Labor Program Total $ $ 2,062,569 $ 161,762 2,551 1,719,040 3,945,922 $ 1,685,680 $ 247,400 — 1,995,260 3,928,340 $ 1,884,470 $ 193,910 — 1,593,720 3,672,100 $ 1,617,080 206,710 — 1,811,720 3,635,510 0.00 SUN TRAN: This program area provides a fixed-route bus service for the Tucson metropolitan region. The system operates seven days per week. Character of Expenditures Salaries and Benefits Services Supplies Equipment Contracted Labor Program Total $ $ 6,857 $ 8,447,180 9,702,669 20,874 37,092,024 55,269,604 $ — $ 7,894,450 12,894,100 85,000 38,162,510 59,036,060 $ — $ 8,621,130 10,851,850 177,570 38,141,840 57,792,390 $ 24,000 8,625,130 12,796,430 — 39,216,960 60,662,520 0.00 SUN VAN: This program area provides paratransit services by appointment that are comparable to Sun Tran’s fixedroute bus service and are in accordance with the ADA. The program gives persons with disabilities access to employment, shopping, services, community agencies, and events. Character of Expenditures Services Supplies Equipment Contracted Labor Program Total $ $ 3,398,905 $ 1,348,351 20,949 10,349,983 15,118,188 $ 4,027,620 $ 1,568,990 — 10,273,390 15,870,000 $ D-73 3,923,590 $ 1,345,930 — 10,325,160 15,594,680 $ 3,731,560 1,327,670 110,000 10,286,560 15,455,790 16.00 TRANSPORTATION Actual FY 15/16 Adopted FY 16/17 Estimated FY 16/17 Adopted FY 17/18 Program Staffing TRAFFIC ENGINEERING: This program area monitors transportation, traffic and transit systems, and implements neighborhood traffic calming features, such as speed humps, that promote safer neighborhoods. Character of Expenditures Salaries and Benefits Services Supplies Equipment Program Total $ $ 1,017,474 $ 922,028 44,282 19,130 2,002,914 $ 1,057,730 $ 2,319,080 69,100 — 3,445,910 $ 1,114,085 $ 1,467,460 51,180 — 2,632,725 $ 1,216,110 1,361,160 59,900 — 2,637,170 16.00 TRANSIT SERVICES: This program area administers and coordinates the activities of the public transportation system, which includes Sun Tran, a fixed-route bus service, Sun Van, a paratransit service for persons with disabilities, and the four-mile Sun Link Modern Streetcar serving the University of Arizona and downtown Tucson. Character of Expenditures Salaries and Benefits Services Supplies Equipment Program Total $ $ 457,371 $ 1,378,583 84,340 — 1,920,294 $ 642,500 $ 2,115,180 48,500 1,950 2,808,130 $ D-74 457,410 $ 1,079,512 42,500 — 1,579,422 $ 746,950 1,319,420 48,500 — 2,114,870 6.00 TUCSON CITY GOLF MISSION STATEMENT: To strive to provide municipal golfers with the best possible golf experience through the provision of well-maintained golf courses and outstanding customer service. Department Cost Summary Actual FY 15/16 CHARACTER OF EXPENDITURES Salaries and Benefits $ 50,684 $ Services 2,476,413 Supplies 1,815,539 Equipment 17,465 Debt Service 89,925 Contracted Labor 3,191,085 Department Total $ 7,641,111 $ Adopted FY 16/17 Estimated FY 16/17 Adopted FY 17/18 50,530 $ 2,474,890 1,908,290 — 100,140 3,368,560 7,902,410 $ 50,530 $ 2,493,360 1,923,410 — 12,640 3,139,690 7,619,630 $ 51,460 $ 2,523,330 1,904,630 — 32,110 3,372,790 7,884,320 $ FINANCING PLAN Variance 930 48,440 (3,660) — (68,030) 4,230 (18,090) PROGRAM ALLOCATION El Rio Golf Course 20% Fred Enke Golf Course 21% Golf Course Silverbell Fund Golf Course 100% 18% Randolph Golf Course 41% SIGNIFICANT CHANGES The adopted operating budget for Fiscal Year 2017/18 of $7,884,320 reflects a decrease of $18,090 from the Fiscal Year 2016/17 Adopted Budget. Changes include: Increase to services primarily due to uninsured losses Increase to miscellaneous costs Decrease to debt service Total $ $ $ $ D-75 48,440 1,500 (68,030) (18,090) TUCSON CITY GOLF Trends The revenue generated per round of golf is on the rise and the number of non-golf related activities in the clubhouses is increasing. Future Challenges and Opportunities Deferred infrastructure repairs and old maintenance equipment continue to negatively impact expenses. The golf courses continue to see opportunities to expand revenues in conjunction with non-golf related activities in the clubhouses. Program Budget Overview Tucson City Golf operates five courses (Randolph North, Del Urich, Silverbell, El Rio and Fred Enke) year round. Golf courses operations are managed by OB Sports, which includes all maintenance, operations of the clubhouse, pro shops, and restaurants. OB Sports is focused on improving course and facility conditions and ensuring a great customer experience. Recent Accomplishments Tucson City Golf renovated all of the greenside sand traps and replaced the bridge on hole 18 at Silverbell Golf Course. OPERATING PROGRAMS Actual FY 15/16 Adopted FY 16/17 Estimated FY 16/17 Adopted FY 17/18 Program Staffing* EL RIO GOLF COURSE: This program area provides an 18-hole facility of modest length with historical reference having hosted Tucson Open many years ago and is a Tucson favorite. This program, presented by OB Sports Golf Management, represents the budget for course services, food and beverage, golf shop, course maintenance, and general and administrative departments. Character of Expenditures Salaries and Benefits Services Supplies Contracted Labor Program Total $ $ 10,751 $ 617,271 305,001 649,530 1,582,553 $ 10,700 $ 583,500 301,310 665,110 1,560,620 $ 10,700 $ 591,100 287,580 621,630 1,511,010 $ 10,270 595,230 300,670 656,010 1,562,180 0.00 FRED ENKE GOLF COURSE: This program area provides an 18-hole facility in a very scenic desert lined golf course that is seen as one of the most challenging in the Tucson City Golf portfolio. This program, presented by OB Sports Golf Management, represents the budget for course services, food and beverage, golf shop, course maintenance, and general and administrative departments. Character of Expenditures Salaries and Benefits Services Supplies Equipment Contracted Labor Program Total $ $ 10,751 $ 598,507 343,607 17,465 631,205 1,601,535 $ 10,700 $ 605,780 352,080 — 665,500 1,634,060 $ D-76 10,700 $ 594,810 347,480 — 609,500 1,562,490 $ 10,300 614,630 354,960 — 647,020 1,626,910 0.00 TUCSON CITY GOLF Actual FY 15/16 Adopted FY 16/17 Estimated FY 16/17 Adopted FY 17/18 Program Staffing* RANDOLPH GOLF COURSE: This program area provides Randolph/Dell Urich Golf Course as a 36-hole facility, which is the premier course within the Tucson City Golf portfolio. Randolph has hosted the PGA Tour Tucson Open, Senior Open and LPGA Tour events and has been home course of the University of Arizona Golf programs. This program, presented by OB Sports Golf Management, represents the budget for course services, food and beverage, golf shop, course maintenance, general and administrative departments, and includes the costs associated with capital leases for maintenance equipment. Character of Expenditures Salaries and Benefits Services Supplies Debt Service Contracted Labor Program Total $ $ 18,431 $ 903,795 780,098 89,925 1,277,580 3,069,829 $ 18,430 $ 944,390 849,770 100,140 1,376,900 3,289,630 $ 18,430 $ 966,590 856,500 12,640 1,291,240 3,145,400 $ 20,590 962,760 845,170 32,110 1,380,780 3,241,410 0.00 SILVERBELL GOLF COURSE: This program area provides an 18-hole facility in a very popular layout that is viewed as playable, yet challenging with contiguous turf from tee to green in most cases. This program, presented by OB Sports Golf Management, represents the budget for course services, food and beverage, golf shop, course maintenance, and general and administrative departments. Character of Expenditures Salaries and Benefits Services Supplies Contracted Labor Program Total $ $ 10,751 $ 356,840 386,833 632,770 1,387,194 $ 10,700 $ 341,220 405,130 661,050 1,418,100 $ * Tucson City Golf is managed by a contracting company. D-77 10,700 $ 340,860 431,850 617,320 1,400,730 $ 10,300 350,710 403,830 688,980 1,453,820 0.00 D-78 TUCSON CONVENTION CENTER MISSION STATEMENT: To embody the hospitality of Tucson and to contribute to its economic vitality via a strong commitment to customer service and an appreciation for the community’s cultural diversity, thereby providing quality convention, meeting, and entertainment facilities and services to both local residents and out of town guests. Actual FY 15/16 Department Cost Summary EXPENDITURES Salaries and Benefits Services Supplies Equipment Contracted Labor Department Total $ $ 50,687 $ 4,209,465 834,118 538,032 3,101,792 8,734,094 $ Adopted FY 16/17 50,550 $ 5,217,960 1,316,200 759,850 2,918,190 10,262,750 $ FINANCING PLAN Estimated FY 16/17 Adopted FY 17/18 Variance 50,550 $ 6,348,000 1,579,120 — 3,697,610 11,675,280 $ 51,360 $ 4,719,920 1,064,530 489,460 3,618,600 9,943,870 $ 810 (498,040) (251,670) (270,390) 700,410 (318,880) PROGRAM ALLOCATION Tucson Convention Center Fund 62% Operations 23% Events and Hospitality 38% General Fund Transfer 38% Administration 39% SIGNIFICANT CHANGES The adopted operating budget for Fiscal Year 2017/18 of $9,943,870 reflects a decrease of $318,880 from the Fiscal Year 2016/17 Adopted Budget. Changes include: Increase to management company payroll Increase to professional/regulatory services Decrease to utilities Decrease to travel and training Decrease to public liability and hazard waste insurance Decrease to repair and maintenance Decrease to commodities and equipment Decrease to event services Decrease to costs related to Tucson Roadrunners Hockey Total $ $ D-79 700,410 65,780 (17,420) (39,240) (41,900) (162,120) (224,390) (296,930) (303,070) (318,880) TUCSON CONVENTION CENTER Trends Starting in December 2016, ticket sales for events have been strong. There has been a significant increase in booking inquiries for facilities at the Tucson Convention Center. Revenue projections for Fiscal Year 2017/18 are relatively flat as the management company continues to fine tune scheduling. Future Challenges and Opportunities Aging infrastructure continues to put constraints on the maintenance and operations budget. Availability to book shows is becoming increasingly more difficult because of the number of events and inflexibility with some tenants. The new improvements and stronger ticket sales for events will help position the Tucson Convention Center favorably for future events. Program Budget Overview The Tucson Convention Center is managed by SMG on behalf of the city. The budget is for operating the Leo Rich Theater, Music Hall, the arena, exhibit halls, Eckbo Plaza, parking areas and convention center spaces. This includes all administration, maintenance and operations, event management, ticketing, parking and security. Recent Accomplishments The elevator in the Music Hall was renovated and upgraded. House lighting in the Music Hall and Leo Rich Theater were converted to LED. OPERATING PROGRAMS Actual FY 15/16 Adopted FY 16/17 Estimated FY 16/17 Adopted FY 17/18 Program Staffing* ADMINISTRATION: This program area plans, coordinates, and provides analytical fiscal support; maintains accurate accounting systems; and financially administers event support services. Manages all parking functions for multiple events and venues and is responsible for cash handling of all parking fee collections. Provides quality promoter and guest experience, by managing all ticketing functions including responsibility for the ticketing fund handling. Character of Expenditures Salaries and Benefits Services Supplies Equipment Contracted Labor Program Total $ $ 50,687 $ 595,897 53,912 — 838,681 1,539,177 $ 50,550 $ 2,284,190 282,530 759,850 455,510 3,832,630 $ 50,550 $ 2,539,550 168,270 — 889,990 3,648,360 $ 51,360 2,373,140 52,000 489,460 950,060 3,916,020 0.00 EVENTS and HOSPITALITY: This program area provides event management and coordinates all events to include service provider contracts and ensure a quality guest experience. Staff conducts site visits, tours, and works collaboratively with Visit Tucson to attract a wide variety of local and national revenue-generating events. Character of Expenditures Services Supplies Contracted Labor Program Total $ $ 1,421,757 $ 616,297 1,271,896 3,309,950 $ 1,889,980 $ 908,070 1,418,650 4,216,700 $ D-80 2,307,240 $ 1,258,050 1,295,050 4,860,340 $ 1,601,150 793,530 1,343,690 3,738,370 0.00 TUCSON CONVENTION CENTER Actual FY 15/16 Adopted FY 16/17 Estimated FY 16/17 Adopted FY 17/18 Program Staffing* OPERATIONS: This program area provides event set-up and maintenance for all events, including responsibility for ice set-ups and all buildings. The area also supports events requiring staging and theatrical services and oversees all arena and music hall rigging, concert set-ups and telephone and internet services for all events. Character of Expenditures Services Supplies Equipment Contracted Labor Program Total $ $ 2,191,811 $ 163,909 538,032 991,215 3,884,967 $ 1,043,790 $ 125,600 — 1,044,030 2,213,420 $ * Tucson Convention Center is managed by a contracting company. D-81 1,501,210 $ 152,800 — 1,512,570 3,166,580 $ 745,630 219,000 — 1,324,850 2,289,480 0.00 D-82 TUCSON FIRE MISSION STATEMENT: To protect the lives and property of the citizens of the City of Tucson from natural and man made hazards and acute medical emergencies through prevention, education, and active intervention. Department Cost Summary STAFFING EXPENDITURES Salaries and Benefits $ Services Supplies Equipment Department Total $ Capital Improvement Program Total Department $ Actual FY 15/16 Adopted FY 16/17 Estimated FY 16/17 Adopted FY 17/18 Variance 790.50 778.50 778.50 767.50 (11.00) 90,346,400 $ 4,410,908 4,441,255 282,050 99,480,613 $ 4,404 99,485,017 $ 89,804,410 $ 3,363,030 2,849,540 886,910 96,903,890 $ 1,679,800 98,583,690 $ FINANCING PLAN 90,337,570 $ 97,930,520 $ 3,391,760 2,616,580 3,892,510 3,427,380 207,110 4,008,200 97,828,950 $ 107,982,680 $ 60,000 17,100,000 97,888,950 $ 125,082,680 $ 8,126,110 (746,450) 577,840 3,121,290 11,078,790 15,420,200 26,498,990 PROGRAM ALLOCATION 911 Communications Center 6% Other* 18% Advanced Life Support 25% General Fund 100% Fire Suppression and Emergency Medical Services 51% *Other includes Emergency Management (4%), Fire Logistics (4%), Fire Prevention and Life Safety (4%), Emergency Vehicle Management (3%), Administration (2%), Fire Training (1%), and Hazardous Waste Disposal Program (<1%). D-83 TUCSON FIRE SIGNIFICANT CHANGES The adopted operating budget for Fiscal Year 2017/18 of $107,982,680 reflects an increase of $11,078,790 from the Fiscal Year 2016/17 Adopted Budget. Changes include: Increase to Public Safety Personnel Retirement System costs Increase for vehicle purchases including two pumpers and one ladder truck Increase primarily due to workers compensation, group insurance and overtime costs Increase to uniforms and safety clothing Increase to miscellaneous and computer equipment Decrease to miscellaneous supplies costs Decrease due to transfer of capacity for software maintenance agreement costs to Information Technology Department Decrease to public liability insurance costs Total $ 6,717,040 3,121,290 1,409,070 315,790 262,050 (124,840) (199,760) (421,850) $ 11,078,790 Trends Emergency medical response makes up 90% of our total call volume; however, our department continues to experience a high volume of fire, specialty rescue, and hazardous material response. Future Challenges and Opportunities Fleet - As a result of losing apparatus replacement funding, the emergency response fleet is getting older, registering higher miles and experiencing a decrease in reliability. Paramedic services - The department predicts an increase in demand for paramedic services related to struggles with health care. Members of the public are growing increasingly dependent on the fire service for medical care. Changes in the medical insurance industry could have a negative impact on ambulance billing revenue. Community Risk Reduction (CRR) - This is a risk management process adopted by the fire service to eliminate risks present in the community. The CRR process involves the identification and prioritization of community risks related to the fire service, followed by the development of programs, resources and projects designed to eliminate and mitigate their impact. The CRR program applied for and received a $340,000 grant to help with funding. For FY17/18 the City of Tucson has begun consolidation of the 911 Communications Center to bring together TPD and TFD dispatchers and operators under one organizational structure which will be known as the Public Safety Communications Center. Over time it is expected that this consolidation will produce greater overall customer service efficiencies and cost savings to the City of Tucson. This initial consolidation is a piece of an overall larger initiative to centralize and improve customer service throughout the City of Tucson. Program Budget Overview The department's general fund personnel budget is over 90% of the total department budget. The remaining 10% is used to support the purchase of all firefighting, medical, and safety equipment as well as all computer and office products and supplies. This money also supports all department travel and training. With the passing of Proposition 101 on May 16, 2017, TFD is projected to receive $75M over a five year period for new vehicles, new equipment and facility improvements. FY17/18 will utilize $14.7M of the $75M for vehicle and equipment acquisitions and facility improvements. Recent Accomplishments In February 2016, Tucson Fire Department launched Tucson Collaborative Community Care, or "TC-3". TC-3 provides a means for our crews to connect at-risk frequent 911 system users to more definitive community-based care. Many of the clients that are now part of the TC-3 program may need on-going support, however, most have been effectively connected to long-term solutions that meet the individual’s needs, improve their quality of life and lessen or eliminate their reliance on emergency resources. In May of 2017, the Tucson Fire Department received the Insurance Services Organization Class One Rating for Fire Departments. D-84 TUCSON FIRE OPERATING PROGRAMS Actual FY 15/16 Adopted FY 16/17 Estimated FY 16/17 Adopted FY 17/18 Program Staffing ADMINISTRATION: This program area 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. It responsibly administers all fiscal operations and personnel policies, procedures and actions, and carries out the administrative functions and requirements of the Public Safety Pension Retirement System. Character of Expenditures Salaries and Benefits Services Supplies Program Total $ $ 1,109,646 $ 134,019 42,010 1,285,675 $ 1,788,830 $ 101,210 18,280 1,908,320 $ 1,690,890 $ 74,480 18,280 1,783,650 $ 1,892,290 73,200 17,650 1,983,140 16.50 ADVANCED LIFE SUPPORT: This program area is responsible for the department's Advanced Life Support (ALS) services response and Emergency Medical Service (EMS) administration. EMS administration includes the creation and monitoring of service contracts; the development of equipment specifications, scope of practices, and standards of care; and the resolution of customer and quality assurance, liability, and liaison issues related to pre-hospital medical care. This program is partially funded through an in-house billing cost recovery for ALS ambulance services. Character of Expenditures Salaries and Benefits Services Supplies Program Total $ $ 23,213,342 $ 1,085,699 1,550,471 25,849,512 $ 22,952,840 $ 1,181,930 800,980 24,935,750 $ 22,443,180 $ 1,110,520 1,542,610 25,096,310 $ 24,896,290 743,380 972,890 26,612,560 178.00 COMMUNICATIONS CENTER: This program area coordinates regional 911 systems and operations on behalf of the State of Arizona and provides continuous 911 call taking and emergency fire-medical dispatching services for Tucson and surrounding jurisdictions. Character of Expenditures Salaries and Benefits Services Supplies Program Total $ $ 5,737,946 $ 313,669 13,398 6,065,013 $ 6,379,250 $ 302,120 6,510 6,687,880 $ D-85 6,434,600 $ 316,580 6,510 6,757,690 $ 6,240,970 197,930 92,600 6,531,500 83.00 TUCSON FIRE Actual FY 15/16 Adopted FY 16/17 Estimated FY 16/17 Adopted FY 17/18 Program Staffing EMERGENCY MANAGEMENT: This program area provides citywide disaster management; homeland security protection; and regional, state, and federal all-hazard coordination. Other functions include special operations training, education, regional response, and mass casualty and preparedness. Character of Expenditures Salaries and Benefits Services Supplies Equipment Program Total $ $ 753,234 $ 35,576 258,460 8,416 1,055,686 $ 768,870 $ 10,220 90,660 763,800 1,633,550 $ 750,350 $ 26,680 140,330 84,000 1,001,360 $ 2,211,130 183,960 312,710 1,725,000 4,432,800 4.00 EMERGENCY VEHICLE MANAGEMENT: This program area maintains all front-line emergency response vehicles and safety equipment. Character of Expenditures Salaries and Benefits Services Supplies Program Total $ $ 1,299,361 $ 357,659 1,111,790 2,768,810 $ 1,319,270 $ 280,200 960,120 2,559,590 $ 1,372,300 $ 351,400 1,099,160 2,822,860 $ 1,513,370 291,430 1,066,280 2,871,080 14.00 FIRE LOGISTICS: This program area administers all the procurement functions, processes payment of invoices, distributes supplies and equipment to all stations, and coordinates facility repairs and improvements. Character of Expenditures Salaries and Benefits Services Supplies Equipment Program Total $ $ 436,909 $ 1,215,184 656,733 273,634 2,582,460 $ 719,190 $ 435,380 828,640 123,110 2,106,320 $ 659,790 $ 444,470 801,740 123,110 2,029,110 $ 714,430 383,880 790,740 2,283,200 4,172,250 6.00 FIRE PREVENTION and LIFE SAFETY: This program area promotes public safety by administering fire codes and standards, conducting regular building and facility inspections of commercial buildings, schools, vacant and neglected structures, group homes, and landfills; and enforcing compliance of code violations. They also respond to citizen complaints and conduct specialty inspections of tents, fireworks displays, open burn permits, and the self-inspection program. In accordance with International Fire Code, this program investigates the cause and origin of all fires reported within City jurisdiction. This program proactively engages in fire prevention and life safety by educating fire fighters and the community with instructional support, materials, and education programs focused on reducing the incidence of injury and death; and provides accurate and timely information to the news media and the community on events and services provided. Character of Expenditures Salaries and Benefits Services Supplies Program Total $ $ 4,320,840 $ 148,262 73,032 4,542,134 $ 4,701,220 $ 91,700 69,380 4,862,300 $ D-86 4,271,250 $ 97,060 56,540 4,424,850 $ 4,507,220 98,790 32,140 4,638,150 40.00 TUCSON FIRE Actual FY 15/16 Adopted FY 16/17 Estimated FY 16/17 Adopted FY 17/18 Program Staffing FIRE SUPPRESSION and EMERGENCY MEDICAL SERVICES: This program area provides all-hazard risk protection and timely response to the Tucson community using contemporary, efficient, and compliant emergency response service, including a highly-trained force of professional and dedicated emergency fire and rescue personnel. It focuses on continuously improving customer service, internal processes, and technologies. Character of Expenditures Salaries and Benefits Services Supplies Program Total $ $ 50,858,470 $ 753,423 277,245 51,889,138 $ 49,956,260 $ 764,290 21,340 50,741,890 $ 50,710,320 $ 735,690 20,340 51,466,350 $ 54,829,020 472,100 14,280 55,315,400 418.00 FIRE TRAINING: This program area ensures well-trained, highly-qualified fire fighters are available to provide emergency service to the Tucson community through comprehensive professional training programs and career enhancement opportunities. Character of Expenditures Salaries and Benefits Services Supplies Program Total $ $ 2,361,899 $ 355,046 440,268 3,157,213 $ 961,440 $ 133,580 28,630 1,123,650 $ 1,742,980 $ 212,310 183,850 2,139,140 $ 1,225,060 137,420 105,190 1,467,670 7.00 HAZARDOUS WASTE DISPOSAL PROGRAM: This program area ensures that City generated hazardous waste is properly collected, packaged, and disposed of per local, state, and federal laws. Character of Expenditures Salaries and Benefits Services Supplies Program Total $ $ 254,753 $ 12,371 17,848 284,972 $ 257,240 $ 62,400 25,000 344,640 $ D-87 261,910 $ 22,570 23,150 307,630 $ 267,650 34,490 22,900 325,040 2.00 D-88 TUCSON POLICE MISSION STATEMENT: To serve the public in partnership with our community, to protect life and property, prevent crime, and resolve problems. Department Cost Summary Actual FY 15/16 Adopted FY 16/17 Estimated FY 16/17 Adopted FY 17/18 Variance STAFFING 1,322.50 1,207.50 1,207.50 1,203.50 (4.00) EXPENDITURES Salaries and Benefits Services Supplies Equipment Department Total Capital Improvement Program Total Department $ 141,419,625 $ 140,389,090 $ 139,788,280 $ 158,126,680 $ 17,737,590 15,810,820 12,419,420 11,585,050 9,108,470 (3,310,950) 5,540,167 4,557,090 5,690,730 5,667,050 1,109,960 366,831 2,598,980 1,751,830 2,791,830 192,850 $ 163,137,443 $ 159,964,580 $ 158,815,890 $ 175,694,030 $ 15,729,450 — — — 12,900,000 12,900,000 $ 163,137,443 $ 159,964,580 $ 158,815,890 $ 188,594,030 $ 28,629,450 FINANCING PLAN PROGRAM ALLOCATION Patrol 47% General Fund 92% Support Services 8% *Other 18% *Other 8% Investigative Services 18% *Other includes Other Federal Grant Funds (6%), Non-Federal Grant Funds (2%), and Civic Contribution Fund (<1%). Grants 9% *Other includes Office of the Chief's of Police (5%), Logistics (3%), Administrative Services (2%), Special Duty (2%), Traffic Enforcement (2%), Training (2%), Forfeiture (1%), Impounds (1%), and Emergency Management (<1%). D-89 TUCSON POLICE SIGNIFICANT CHANGES The adopted operating budget for Fiscal Year 2017/18 of $175,694,030 reflects an increase of $15,729,450 from the Fiscal Year 2016/17 Adopted Budget. Changes include: Increase to Public Safety Personnel Retirement System pension costs Increase primarily due to workers compensation and group insurance costs Increase to fund replacement of 20 police officer positions Increase to furnishings, equipment and tools Increase in officer training costs Increase to miscellaneous supplies primarily for helicopter maintenance costs Increase to equipment Decrease to services Decrease to miscellaneous professional services Decrease to uniforms and safety equipment Decrease to radio and data services Decrease to public liability and hazardous waste insurance Decrease to vehicle purchases Total $ $ 13,209,260 2,034,690 1,890,720 835,520 602,920 274,440 192,850 (258,350) (277,540) (388,310) (541,500) (845,250) (1,000,000) 15,729,450 Trends Police officers are broadening their role beyond traditional law enforcement to address issues of mental illness, domestic violence, drug (including opioid) addiction, and homelessness by partnering with social service providers and by seeking alternatives to incarceration. Future Challenges and Opportunities Nationally, police are being scrutinized for use of force. This is an opportunity for us to analyze our use of force and to be as transparent and responsive to the community as possible. Another challenge is diminishing resources. This challenge may be met with various technologies that maximize our efficiency, such as predictive analytics. For FY17/18 the City of Tucson has begun consolidation of the 911 Communications Center to bring together TPD and TFD dispatchers and operators under one organizational structure which will be known as the Public Safety Communications Center. Over time it is expected that this consolidation will produce greater overall customer service efficiencies and cost savings to the City of Tucson. This initial consolidation is a piece of an overall larger initiative to centralize and improve customer service throughout the City of Tucson. Program Budget Overview The themes of this budget cycle include civilianization of sworn positions and reduction of middle management positions as we reduce sworn staffing to levels not seen since 1995. We will also be attempting to address issues that arise as a result of deferred maintenance. With the passing of Proposition 101 on May 16, 2017, TPD is projected to receive $75M over a five year period for new vehicles, new equipment and facility improvements. FY17/18 will utilize $9.1M of the $75M for vehicle and equipment acquisitions and facility improvements. Recent Accomplishments Following the transition to a new Chief of Police, the Department engaged in a multi-phase reorganization, showcasing the organization's adaptability as we cut $7M from our Fiscal Year 2017 budget. Police and Fire have collaborated to consolidate our Communications Centers, a concept approved by the City Manager and ready to be presented before Mayor and Council. The Department has successfully partnered with academic and other institutions (ASU, NYU, DOJ) for various projects that serve the community. Once again, the Department was named a "Best for Vets" employer. D-90 TUCSON POLICE OPERATING PROGRAMS Actual FY 15/16 Adopted FY 16/17 Estimated FY 16/17 Adopted FY 17/18 Program Staffing OFFICE of the CHIEF of POLICE: This program area directs policy, oversees the professionalism of department members, and coordinates the efforts of the department. This program also includes Internal Affairs, Finance, Human Resources, and Special Events. Character of Expenditures Salaries and Benefits Services Supplies Program Total $ $ 7,761,336 $ 776,665 33,400 8,571,401 $ 7,754,850 $ 514,290 16,960 8,286,100 $ 7,907,250 $ 506,790 31,460 8,445,500 $ 8,670,450 458,600 31,460 9,160,510 46.00 ADMINISTRATIVE SERVICES: This program area provides services necessary to ensure sustainable and proactive operations as directed by the Chief of Police. This support also includes Capital and Records. Character of Expenditures Salaries and Benefits Services Supplies Program Total $ $ 2,958,753 $ 83,975 39 3,042,767 $ 3,360,460 $ 51,470 1,500 3,413,430 $ 3,319,260 $ 51,470 1,500 3,372,230 $ 3,883,760 97,370 1,500 3,982,630 56.00 EMERGENCY MANAGEMENT: This program area plans, coordinates, and integrates activities necessary to build, sustain, and improve the City's capability to mitigate against, prepare for, respond to, and recover from threats, natural or man-made disasters, and acts of terrorism; to promote a safer, less vulnerable community with the capacity to cope with all hazards. Homeland Security Section protects communities by identifying, preparing for, and mitigating potential threats to critical infrastructure within the City, and by coordinating with regional partners to reduce vulnerability. Character of Expenditures Salaries and Benefits Services Supplies Program Total $ $ 590,935 $ 17,664 1,306 609,905 $ 502,960 $ 9,050 1,500 513,510 $ 503,920 $ 9,050 1,500 514,470 $ 566,380 6,420 1,500 574,300 3.00 FORFEITURE: This program area effectively applies funding associated with the Racketeer Influenced and Corrupt Organizations (RICO) Act and Arizona forfeiture laws, enhancing operational objectives as determined by the Chief of Police. Character of Expenditures Salaries and Benefits Services Supplies Equipment Program Total $ $ 789,542 $ 286,075 69,221 82,937 1,227,775 $ 856,970 $ 366,540 261,470 97,510 1,582,490 $ D-91 943,330 $ 317,540 340,470 77,510 1,678,850 $ 1,007,790 313,870 340,470 77,510 1,739,640 3.00 TUCSON POLICE Actual FY 15/16 Adopted FY 16/17 Estimated FY 16/17 Adopted FY 17/18 Program Staffing GRANTS: This program area provides administrative and financial oversight and capacity for grant funding allocated to the Tucson Police Department in order to enhance operational objectives outlined by the Chief of Police. Character of Expenditures Salaries and Benefits Services Supplies Equipment Program Total $ $ 8,784,744 $ 3,013,155 1,376,800 241,606 13,416,305 $ 7,371,350 $ 5,459,920 1,268,830 443,200 14,543,300 $ 7,428,920 $ 4,614,090 2,351,580 449,050 14,843,640 $ 7,409,290 3,671,950 2,428,220 1,594,050 15,103,510 60.00 IMPOUNDS: This program is established based on enforcement of Arizona Revised State Statute 28-3511, for the removal and immobilization or impoundment of vehicles. It provides procedures for tracking operational requirements and funding based partially on associated restricted revenues generated from impound fee receipts. Character of Expenditures Salaries and Benefits Services Supplies Program Total $ $ 3,534,952 $ 91,404 368,076 3,994,432 $ 749,520 $ 127,510 166,320 1,043,350 $ 749,520 $ 136,070 150,820 1,036,410 $ 797,430 132,570 500 930,500 8.00 INVESTIGATIVE SERVICES: This program area conducts professional and exemplary criminal investigations by striving to set the highest standards in investigative, forensic, and evidentiary procedures. This area includes the Crime Lab Assessment fund. Character of Expenditures Salaries and Benefits Services Supplies Equipment Program Total $ $ 31,552,226 $ 1,100,281 571,767 — 33,224,274 $ 31,620,100 $ 1,104,460 537,960 6,500 33,262,520 $ 31,323,540 $ 997,550 494,910 6,500 32,816,000 $ 29,557,760 763,490 672,950 6,500 30,994,200 241.50 LOGISTICS: This program area is responsible for all facilities management within the Tucson Police Department and other logistical needs associated with Department operations. This support includes Fleet Management and Data Services. Character of Expenditures Salaries and Benefits Services Supplies Equipment Program Total $ $ 1,653,560 $ 7,791,241 2,301,027 — 11,745,828 $ 1,827,660 $ 2,562,160 1,100,670 2,000,270 7,490,760 $ D-92 1,753,820 $ 2,540,920 1,057,220 1,167,270 6,519,230 $ 1,801,510 1,927,960 879,180 1,062,270 5,670,920 17.00 TUCSON POLICE Actual FY 15/16 Adopted FY 16/17 Estimated FY 16/17 Adopted FY 17/18 Program Staffing PATROL: This program area responds to calls for service, investigates crimes, and provides for the safe flow of traffic. This includes maintaining strong relationships with neighborhood and business associations, as well as furthering partnerships in an effort to protect life, property, prevent crime, and resolve problems. Character of Expenditures Salaries and Benefits Services Supplies Program Total $ $ 62,041,218 $ 922,800 2,468 62,966,486 $ 63,094,230 $ 999,400 28,300 64,121,930 $ 62,496,850 $ 1,009,480 23,930 63,530,260 $ 82,166,530 671,800 23,930 82,862,260 609.00 SPECIAL DUTY: This program area provides police-related services to an employer, other than the City of Tucson, by departmental personnel during off-duty hours (i.e., point control, security, or any time required to work in a police capacity) in order to enhance existing public safety and community policing efforts. This program includes the Crime Lab Assessment Fund. Character of Expenditures Salaries and Benefits Services Supplies Program Total $ $ 2,895,691 $ 139,198 — 3,034,889 $ 3,560,060 $ 119,380 14,000 3,693,440 $ 35,600,607 $ 119,380 14,000 35,733,987 $ 3,426,750 117,340 14,000 3,558,090 3.00 SUPPORT SERVICES: This program area consists of staff and equipment to provide specialized assistance to the department including training and homeland security support, enabling the department to respond to unusual events, disasters, or human-caused crises. Character of Expenditures Salaries and Benefits Services Supplies Equipment Program Total $ $ 11,678,539 $ 274,872 450,865 42,288 12,446,564 $ 12,399,600 $ 297,600 449,360 51,500 13,198,060 $ 12,461,970 $ 324,700 441,860 51,500 13,280,030 $ 13,435,610 252,660 441,860 51,500 14,181,630 128.00 TRAFFIC ENFORCEMENT: This program area provides and coordinates effective professional support in all functions relating to traffic as they pertain to the Department. This program consists of Solo Motors, DUI squads, Commercial Vehicle Enforcement Officers, Traffic Investigations, Off Road Enforcement, Mandatory Impound Section, and Alarm Enforcement Unit. Character of Expenditures Salaries and Benefits Services Supplies Program Total $ $ 4,414,712 $ 1,076,612 13,439 5,504,763 $ 4,884,130 $ 84,900 41,790 5,010,820 $ D-93 4,892,160 $ 262,940 41,630 5,196,730 $ 2,666,400 17,540 41,630 2,725,570 12.00 TUCSON POLICE Actual FY 15/16 Adopted FY 16/17 Estimated FY 16/17 Adopted FY 17/18 Program Staffing TRAINING: This program area is responsible for the training of basic recruits and provides on-going training for Tucson Police Department employees. Character of Expenditures Salaries and Benefits Services Supplies Program Total $ $ 2,763,417 $ 236,878 351,758 3,352,053 $ 2,407,200 $ 722,740 668,430 3,798,370 $ D-94 2,447,680 $ 695,070 739,850 3,882,600 $ 2,737,020 676,900 789,850 4,203,770 17.00 TUCSON WATER MISSION STATEMENT: To ensure that our customers receive high quality water and excellent service in a safe, reliable, efficient, and environmentally responsible manner. Department Cost Summary STAFFING Actual FY 15/16 Adopted FY 16/17 Estimated FY 16/17 Adopted FY 17/18 Variance 550.50 550.50 550.50 554.50 4.00 EXPENDITURES Salaries and Benefits $ 38,505,639 $ 34,484,570 $ 31,038,410 $ 37,148,120 $ Services 71,433,568 78,981,580 70,568,770 77,997,468 Supplies 8,779,489 10,036,780 9,822,320 10,601,502 Equipment 1,976,022 3,229,490 3,660,080 3,325,000 Debt Service 50,457,914 54,709,850 51,816,990 55,167,140 Operating Total $ 171,152,632 $ 181,442,270 $ 166,906,570 $ 184,239,230 $ Capital Improvement Program 50,650,172 56,098,000 51,255,730 70,210,030 Department Total $ 221,802,804 $ 237,540,270 $ 218,162,300 $ 254,449,260 $ FINANCING PLAN PROGRAM ALLOCATION Debt Requirements 30% Other* 2% 2,663,550 (984,112) 564,722 95,510 457,290 2,796,960 14,112,030 16,908,990 Tucson Water Utility Fund 70% Capital Improvement Program 28% Water Quality and Operations 25% Other Budgetary Requirements 14% *Other 17% Water Maintenance 14% *Other includes System Equity Fee (1%) and Tucson Water Conservation Fund (1%). *Other includes Customer Service (6%), Administration (5%), Business Services (3%), and Planning and Engineering (3%). D-95 TUCSON WATER SIGNIFICANT CHANGES The adopted operating budget for Fiscal Year 2017/18 of $184,239,230 reflects an increase of $2,796,960 from the Fiscal Year 2016/17 Adopted Budget. Changes include: Increase to repair and maintenance to water infrastructure Increase to personnel primarily due to the implementation of a skill based compensation plan to improve customer service Increase to workers' compensation and group insurance Increase to electricity Increase to supplies Increase to commodities Decrease to equipment Decrease to other miscellaneous costs Decrease to financing costs primarily due to debt refunding Decrease to miscellaneous professional services Total $ 2,088,150 $ 887,450 544,230 543,640 223,450 29,670 (20,000) (419,320) (457,290) (623,020) 2,796,960 Trends Low income program certification response time is declining. Total potable water sales are continuing to decline even as population and new development increase. Aging brick and mortar and information technology infrastructure are resulting in more frequent losses of localized water service. Future Challenges and Opportunities The continued trend in declining revenues from potable water sales due to conservation, as well as the community’s desire to conserve water challenge Tucson Water’s current potable water sales dependent rate structure to fund ongoing operations and maintenance. Conversely, water conservation has deferred the need for some major capital projects since the projected demand for water is not materializing. The opportunity presented is to develop a rate structure that funds operations and maintenance; allows for the prudent modernization of brick and mortar and information technology infrastructure; protects our economically challenged customers; and stimulates economic development. Program Budget Overview The responsibility of vehicle maintenance and fuel, utilities, telephone, building and maintenance was transferred to the Environmental and General Services Department. Recent Accomplishments The implementation of the Excellence in Customer Service Program has reduced call wait times, eliminated busy signals, and reduced call center staff turnover. The employment of corrosion detection leak control has prevented major transmission line failures. Completed rehabilitation of the Rauscher and Valley View Reservoirs. D-96 TUCSON WATER OPERATING PROGRAMS Actual FY 15/16 Adopted FY 16/17 Estimated FY 16/17 Adopted FY 17/18 Program Staffing DIRECTOR'S OFFICE: This 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's 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; promotes water conservation through educational information; and training. The Director’s Office supports all of the utility’s commitments and strategic initiatives. Character of Expenditures Salaries and Benefits Services Supplies Equipment Program Total $ $ 2,735,582 $ 4,137,899 336,700 7,279 7,217,460 $ 2,836,250 $ 5,295,980 391,050 — 8,523,280 $ 2,753,120 $ 5,016,090 428,510 — 8,197,720 $ 3,466,020 5,711,158 427,762 — 9,604,940 33.00 BUSINESS SERVICES: This program 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), fixed asset management, and system administration for the utility billing system. Character of Expenditures Salaries and Benefits Services Supplies Equipment Program Total $ $ 749,825 $ 1,886,026 1,392,064 322,944 4,350,859 $ 821,480 $ 1,977,590 1,476,630 241,370 4,517,070 $ 762,150 $ 1,611,890 1,482,400 250,000 4,106,440 $ 926,000 3,445,000 1,577,100 250,000 6,198,100 11.00 CUSTOMER SERVICE: This program area is responsible for water service-related activities including meter reading, service turn-on and turn-off, and issuing monthly water, sewer, and refuse bills. The call center and customer service representatives serve as the primary customer contact for most Tucson Water customers. In addition, the office conducts high bill investigations, investigates water waste complaints, and provides other customer assistance services. Specialized staff in this section responds to water complaint issues and provides water audit services to customers with high bills and high water use landscaping. Character of Expenditures Salaries and Benefits Services Supplies Equipment Program Total $ $ 7,175,451 $ 457,632 551,643 — 8,184,726 $ 7,246,340 $ 577,760 612,180 — 8,436,280 $ D-97 6,660,270 $ 861,880 656,250 3,910 8,182,310 $ 8,607,880 806,520 750,130 — 10,164,530 135.00 TUCSON WATER Actual FY 15/16 Adopted FY 16/17 Estimated FY 16/17 Adopted FY 17/18 Program Staffing PLANNING and ENGINEERING: This program area 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, efficiently utilize CAP water and to enhance use of alternative water resources such as reclaimed. Character of Expenditures Salaries and Benefits Services Supplies Program Total $ $ 5,180,040 $ 205,377 284,274 5,669,691 $ 3,929,500 $ 513,200 272,460 4,715,160 $ 3,491,970 $ 568,360 284,300 4,344,630 $ 4,875,280 645,350 379,550 5,900,180 120.00 WATER MAINTENANCE: This program area ensures a continuous supply of water acceptable to customers in terms of cleanliness, clarity, flow, and pressure through the maintenance of all water production, disinfection, and distribution facilities, as well as, the installation and maintenance of new water services and meters. Character of Expenditures Salaries and Benefits Services Supplies Equipment Program Total $ $ 12,769,433 $ 11,119,553 4,758,787 — 28,647,773 $ 12,262,820 $ 9,185,660 4,745,580 — 26,194,060 $ 11,380,410 $ 10,288,920 5,214,000 306,670 26,883,330 $ 11,302,950 9,888,950 4,566,660 — 25,758,560 186.00 WATER QUALITY and OPERATIONS: This program area provides water quality sampling, analyses, and treatment to ensure that the highest quality water is available to our customers. Water Quality Management oversees all functions of water quality including operation of all water delivery facilities. 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. Character of Expenditures Salaries and Benefits Services Supplies Program Total $ $ 6,034,299 $ 33,286,969 1,620,541 40,941,809 $ 5,769,440 $ 36,199,350 2,379,740 44,348,530 $ 5,051,670 $ 34,681,880 1,688,790 41,422,340 $ 7,069,990 35,869,910 2,731,920 45,671,820 69.50 DEBT REPAYMENTS: This program area (also referred to as Debt Service) contains debt issuance and repayment expenses for the acquisition and construction of water system improvements. The financing methods used are water revenue bonds and obligations and Water Infrastructure Finance Authority Loans. Character of Expenditures Debt Service $ 50,457,914 $ 54,709,850 $ D-98 51,816,990 $ 55,167,140 0.00 TUCSON WATER OTHER BUDGETARY REQUIREMENTS: This program area provides budget capacity for various expenses not associated with specific programs within Tucson Water, including general expense, and administrative service charges. Character of Expenditures Salaries and Benefits Services Supplies Equipment Program Total $ $ 3,861,009 $ 20,340,112 (164,520) 1,645,799 25,682,400 $ 1,618,740 $ 25,232,040 159,140 2,988,120 29,998,040 $ D-99 938,820 $ 17,539,750 68,070 3,099,500 21,646,140 $ 900,000 21,630,580 168,380 3,075,000 25,773,960 0.00 D-100 PENSION SERVICES MISSION STATEMENT: To assist Tucson Supplemental Retirement System (TSRS) members with planning for a secure retirement; and provide monthly retirement benefits that supplement social security benefits and personal investment savings of our members and their beneficiaries. Department Cost Summary Actual FY 15/16 Adopted FY 16/17 Estimated FY 16/17 Adopted FY 17/18 4.00 4.00 4.00 4.00 STAFFING EXPENDITURES Salaries and Benefits TSRS Refunds Retiree and Beneficiary Payments Services Supplies Equipment Department Total $ $ Variance 0.00 562,649 $ 2,535,255 67,910,497 507,680 $ 2,650,000 73,725,000 507,680 $ 2,650,000 73,725,000 467,440 $ 2,650,000 77,140,000 (40,240) 0 3,415,000 4,199,287 20,647 — 75,228,335 $ 4,357,780 32,250 — 81,272,710 $ 4,351,180 36,150 2,700 81,272,710 $ 4,475,740 32,250 — 84,765,430 $ 117,960 — — 3,492,720 FINANCING PLAN PROGRAM ALLOCATION Disbursements 94% TSRS Pension Fund 100% Administration 6% SIGNIFICANT CHANGES The adopted operating budget for Fiscal Year 2017/18 of $84,765,430 reflects an increase of $3,492,720 from the Fiscal Year 2016/17 Adopted Budget. Changes include: Increase to retiree and beneficiary payments Increase to services driven by legal, banking and audit services Decrease to personnel costs due to reduction of interdepartmental charges for pension personnel Total D-101 $ $ 3,415,000 117,960 (40,240) 3,492,720 PENSION SERVICES Trends The TSRS currently pays benefits to approximately 2,945 retirees with an average pension of $23,856 per retiree. As of June 30, 2016 there were 2,495 active participants, and the System’s funded status was 71.1%. Future Challenges and Opportunities Per City Code the TSRS is to operate for the exclusive purpose of providing benefits to members and beneficiaries. The TSRS receives resources to pay these benefits through contrition’s from both the City and plan members, and from investment returns. TSRS administration must ensure future sustainability of these revenue streams. Program Budget Overview The primary expenditures of the TSRS involve the payment of benefits to members and their beneficiaries. In addition, the TSRS board shall annually prepare and maintain a budget setting forth the administrative costs of the system. The system budget shall include separate line items for the primary administrative expenses of the system, including, but not limited to, record keeping, accounting fees, actuarial expenses, investment fees and expenses, audit expenses, staffing costs, other independent professional expenses, and professional development fees and expenses for board members and the system administrator. Recent Accomplishments TSRS net assets held in trust for pensions was valued at approximately $726.8 million as of June 30, 2016. During that time frame the annual rate of return on the plan’s investments was 2.38%, which was above the Plan benchmark return of 1.82% for the same period, ranking in the top tenth percentile among peers in institutional government investors. Due to retirement incentives offered by the City the TSRS processed 188 retirements during fiscal year ending June 30, 2016, which represents an 86.1% increase over prior year member retirements of 101. OPERATING PROGRAMS Actual FY 15/16 Adopted FY 16/17 Estimated FY 16/17 Adopted FY 17/18 Program Staffing ADMINISTRATION: This program area administers the pension benefits for non-public safety City employees and retirees. Character of Expenditures Salaries and Benefits Services Supplies Equipment Program Total $ $ 562,649 $ 4,199,287 20,647 — 4,782,583 $ 507,680 $ 4,357,780 32,250 — 4,897,710 $ 507,680 $ 4,351,180 36,150 2,700 4,897,710 $ 467,440 4,475,740 32,250 — 4,975,430 4.00 DISBURSEMENTS: This program area provides for the distribution of pension benefits to non-public safety City retirees and their beneficiaries, including transfers to and from other pension systems. Character of Expenditures Retiree and Beneficiary Payments TSRS Refunds Program Total $ 67,910,497 $ 73,725,000 $ 73,725,000 $ 77,140,000 $ 2,535,255 70,445,752 $ 2,650,000 76,375,000 $ 2,650,000 76,375,000 $ 2,650,000 79,790,000 D-102 0.00 GENERAL GOVERNMENT The General Government category contains program budgets that are not associated with any specific department. Its programs are General Expense, Debt Repayments, and Contracts for Services or Funding Support. Department Cost Summary Actual FY 15/16 Adopted FY 16/17 Estimated FY 16/17 Adopted FY 17/18 EXPENDITURES Retiree Benefits $ 8,975,993 $ 8,830,770 $ 9,166,530 $ 7,635,370 $ Services 20,459,858 26,617,850 24,229,630 28,886,070 Supplies 46,611 — 59,450 135,190 Equipment — 3,706,060 1,412,100 140,000 Debt Service 75,235,254 77,247,910 75,254,330 81,307,850 Refunding 54,816,549 — — — Operating Total $ 159,534,265 $ 116,402,590 $ 110,122,040 $ 118,104,480 $ Capital Improvement Program 843,942 750,000 460,960 2,400,000 Department Total $ 160,378,207 $ 117,152,590 $ 110,583,000 $ 120,504,480 $ FINANCING PLAN Variance (1,195,400) 2,268,220 135,190 (3,566,060) 4,059,940 — 1,701,890 1,650,000 3,351,890 PROGRAM ALLOCATION Street and Highway Bond Debt Service Fund 14% Debt Repayments 68% Other* 8% General Fund 52% General Obligation Bond Debt Service Fund 26% Contracts for Services/ Funding Support 9% General Expense 23% *Other includes Highway User Revenue Fund (3%), Park Tucson Fund (2%), Capital Improvement Program (1%), Environmental Service Fund (1%), Sun Link Fund (1%), Community Development Block Grant Fund (<1%), Other Federal Grants (<1%), Special Assessment Fund (<1%), and Tucson Convention Center Fund (<1%), . D-103 GENERAL GOVERNMENT SIGNIFICANT CHANGES The adopted operating budget for Fiscal Year 2017/18 of $118,104,480 reflects an increase of $1,701,890 from the Fiscal Year 2016/17 Adopted Budget. Changes include: Increase to debt service primarily due to new LED lighting lease Increase for an additional one-time employee distribution Increase for 911 communications consolidation Increase for one-time payment card industry compliance Increase for animal care costs Decrease for budgetary savings from the managed print services assessment Decrease for other general expenses Decrease for budgetary savings from the business service restructure Decrease for budgetary savings from other restructures and partnerships Total $ $ 4,059,940 2,000,000 1,000,000 190,000 170,720 (150,000) (268,770) (2,500,000) (2,800,000) 1,701,890 OPERATING PROGRAMS Actual FY 15/16 Adopted FY 16/17 Estimated FY 16/17 Adopted FY 17/18 GENERAL EXPENSE: This program area provides centralized budget capacity and accounting and management control for expenditures that are not directly associated with City department programs. Character of Expenditures Retiree Benefits Services Supplies Equipment Program Total $ $ 8,975,993 $ 12,146,437 46,611 — 21,169,041 $ 8,830,770 $ 16,959,300 — 3,706,060 29,496,130 $ 9,166,530 $ 14,358,570 59,450 1,412,100 24,996,650 $ 7,635,370 18,932,980 135,190 140,000 26,843,540 0.00 DEBT REPAYMENTS: This program area (also referred to as Debt Service) contains debt issuance and repayment expenditures for equipment, vehicle, and facility financing needs of general government City departments. Environmental Services and Tucson Water budget for their own debt service needs. The financing methods used are general obligation bonds, the street and highway user revenue bonds, lease/purchases, and certificates of participation. Character of Expenditures Debt Service $ 75,235,254 $ 77,247,910 $ 75,254,330 $ 81,307,850 0.00 CONTRACTS for SERVICES or FUNDING SUPPORT: This program area provides funding for organizations that support the Mayor and Council’s priorities. Specific organizations and their annual allocations are listed on the following page. Some of the funding is included in the City Manager's Office and the Housing and Community Development Department. Character of Expenditures Services Outside Agencies Program Total $ $ 8,299,686 $ 13,735 8,313,421 $ 9,634,550 $ 24,000 9,658,550 $ D-104 9,847,060 $ 24,000 9,871,060 $ 9,929,090 24,000 9,953,090 0.00 CONTRACTS for SERVICES or FUNDING SUPPORT Adopted FY 16/17 Arts and Cultural Enrichment Arts Foundation for Tucson and Southern Arizona Program Total Civic/Special Community Events Veterans Day Martin Luther King Cesar Chavez Program Total $ $ 350,000 350,000 $ $ 480,070 480,070 $ 8,000 8,000 8,000 24,000 $ 8,000 8,000 8,000 24,000 $ $ 6,900,000 4,500,000 199,000 24,900 11,623,900 $ 6,900,000 4,550,000 199,000 24,900 11,673,900 $ 1,464,910 $ 1,469,910 $ $ $ 19,570 365,000 3,544,710 3,929,280 $ 19,570 365,000 4,290,550 4,675,120 $ 17,392,090 $ 18,323,000 $ Payments to Other Governments Jail Board Pima Animal Control Center1 Pima Association of Governments2 Victim Witness Program Total $ Human Services3 Economic and Workforce Development Metropolitan Education Commission Tucson Downtown Partnership Visit Tucson4 Program Total Total Adopted FY 17/18 $ 1 Funding is paid out for actual services rendered; revenues received for fees and licensing offset the expenditures. These amounts reflect an estimate of the full year payments. 2 Additional funding is also in the Tucson Water Department's budget ($99,000) and in the Highway User Revenue Fund ($100,580) which is budgeted in General Government for this purpose. 3 Funding is in the Housing and Community Development Department Budget 4 Fiscal Year 2017/18 reflects an estimate of the allocation to Visit Tucson based on a projection of Fiscal Year 2016/17 transient occupancy tax and Hotel/Motel Room collections. D-105 FOUR-YEAR CITY STAFFING COMPARISON Department Elected and Official Mayor and Council City Manager City Attorney City Clerk Sub-Total Adopted FY 14/15 Adopted FY 15/16 Adopted FY 16/17 Adopted FY 17/18 43.00 35.00 91.00 37.50 206.50 43.00 33.00 93.00 43.50 212.50 42.00 24.00 85.50 32.00 183.50 44.00 23.00 84.50 33.00 184.50 Public Safety and Justice Services City Court Equal Opportunity Programs and Independent Police Review Public Defender Tucson Fire Tucson Police Sub-Total 136.80 9.00 136.80 — 112.80 — 117.80 — 32.00 753.50 1,315.50 2,246.80 32.00 766.50 1,319.50 2,254.80 28.00 778.50 1,207.50 2,126.80 28.00 767.50 1,203.50 2,116.80 Community Enrichment and Development Housing and Community Development Integrated Planning Parks and Recreation Planning and Development Services Transportation Tucson City Golf Tucson Convention Center Sub-Total 146.25 15.00 462.75 100.00 284.00 68.00 44.50 1,120.50 146.25 16.00 478.75 99.00 287.00 — — 1,027.00 141.25 — 433.75 57.00 299.00 — — 931.00 141.25 — 433.75 57.00 297.00 — — 929.00 Public Utilities Environmental Services Tucson Water Sub-Total 216.00 547.50 763.50 214.00 547.50 761.50 241.00 550.50 791.50 236.00 554.50 790.50 Support Services Budget and Internal Audit Finance General Services Human Resources Information Technology Procurement Sub-Total 14.00 107.00 223.00 30.00 105.00 39.00 518.00 15.00 112.00 222.00 29.00 105.50 39.00 522.50 — 114.00 219.00 26.00 94.50 36.00 489.50 — 108.00 214.00 27.00 96.00 35.00 480.00 4.00 4.00 4.00 4.00 4,859.30 4,782.30 4,526.30 4,504.80 Pension Services Total D-106 DEPARTMENTAL POSITION RESOURCES MAYOR'S OFFICE Actual FY 15/16 Adopted FY 16/17 Estimated FY 16/17 Adopted FY 17/18 Mayor's Office Mayor Chief of Staff: Office of the Mayor Executive Assistant/Mayor Management Coordinator Management Assistant M&C Personal Staff Member Mayor and Council Assistant Program Total 1.00 1.00 3.00 1.00 1.00 — — 7.00 1.00 1.00 3.00 1.00 1.00 — — 7.00 1.00 1.00 3.00 1.00 1.00 — — 7.00 1.00 — — — — 5.00 1.00 7.00 Council - Ward 1 Council Member M&C Personal Staff Member Council Administrative Assistant Executive Assistant Mayor and Council Assistant Program Total 1.00 — 3.00 2.00 — 6.00 1.00 — 3.00 2.00 — 6.00 1.00 — 3.00 2.00 — 6.00 1.00 5.00 — — 1.00 7.00 Council - Ward 2 Council Member M&C Personal Staff Member Council Administrative Assistant Executive Assistant Mayor and Council Assistant Program Total 1.00 — 3.00 2.00 — 6.00 1.00 — 3.00 2.00 — 6.00 1.00 — 3.00 2.00 — 6.00 1.00 4.00 — — 1.00 6.00 Council - Ward 3 Council Member M&C Personal Staff Member Council Administrative Assistant Executive Assistant Mayor and Council Assistant Program Total 1.00 — 3.00 2.00 — 6.00 1.00 — 3.00 2.00 — 6.00 1.00 — 3.00 2.00 — 6.00 1.00 4.00 — — 1.00 6.00 Council - Ward 4 Council Member M&C Personal Staff Member Council Administrative Assistant Executive Assistant Program Total 1.00 — 3.00 2.00 6.00 1.00 — 3.00 2.00 6.00 1.00 — 3.00 2.00 6.00 1.00 5.00 — — 6.00 D-107 POSITION RESOURCES Mayor and Council (Continued) Actual FY 15/16 Adopted FY 16/17 Estimated FY 16/17 Adopted FY 17/18 Council - Ward 5 Council Member M&C Personal Staff Member Council Administrative Assistant Executive Assistant Mayor and Council Assistant Program Total 1.00 — 3.00 2.00 — 6.00 1.00 — 3.00 2.00 — 6.00 1.00 — 3.00 2.00 — 6.00 1.00 2.00 — — 3.00 6.00 Council - Ward 6 Council Member Council Administrative Assistant M&C Personal Staff Member Executive Assistant Mayor and Council Assistant Program Total 1.00 3.00 — 2.00 — 6.00 1.00 3.00 — 2.00 — 6.00 1.00 3.00 — 2.00 — 6.00 1.00 — 4.00 — 1.00 6.00 43.00 43.00 43.00 44.00 1.00 1.00 1.00 3.00 1.00 1.00 1.00 3.00 1.00 1.00 1.00 3.00 1.00 1.00 1.00 3.00 1.00 1.00 14.00 1.00 2.00 5.00 1.00 1.00 14.00 1.00 3.00 4.00 1.00 1.00 14.00 1.00 2.00 5.00 1.00 1.00 14.00 1.00 2.00 5.00 1.00 25.00 — 24.00 — 24.00 — 24.00 1.00 2.00 4.00 19.00 2.00 1.00 3.00 3.00 1.00 21.00 2.00 59.00 1.00 2.00 4.00 15.50 1.00 1.00 3.00 3.00 — 20.00 2.00 52.50 1.00 2.00 4.00 14.50 1.00 1.00 3.00 3.00 1.00 20.00 2.00 52.50 1.00 5.00 — 16.50 — 2.00 3.00 3.00 1.00 18.00 2.00 51.50 Department Total CITY ATTORNEY Administration City Attorney Management Coordinator Administrative Assistant Program Total Civil Principal Assistant City Attorney (Chief Principal Assistant City Attorney Principal Assistant City Attorney Executive Assistant Paralegal Legal Secretary Principal Assistant City Attorney Assignment: Lead Civil Division Program Total Criminal Principal Assistant City Attorney (Deputy) Principal Assistant Prosecuting City Attorney Senior Assistant Prosecuting City Attorney Associate Prosecuting City Attorney Assistant City Attorney Management Assistant Litigation Support Supervisor Legal Secretary Paralegal Litigation Support Clerk Customer Service Representative Program Total D-108 POSITION RESOURCES City Attorney (Continued) Actual FY 15/16 Adopted FY 16/17 Estimated FY 16/17 Adopted FY 17/18 Drug Enforcement Unit Senior Assistant Prosecuting City Attorney Associate Prosecuting City Attorney Legal Secretary Litigation Support Clerk Program Total 1.00 1.00 1.00 1.00 4.00 1.00 1.00 1.00 1.00 4.00 1.00 1.00 1.00 1.00 4.00 — 2.00 1.00 1.00 4.00 Victim Notification and Assistance Unit Litigation Support Clerk Program Total 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 93.00 85.50 85.50 84.50 1.00 1.00 1.00 1.00 4.00 1.00 1.00 1.00 1.00 4.00 1.00 1.00 1.00 1.00 4.00 1.00 1.00 1.00 — 3.00 1.00 1.00 14.50 16.50 — — 10.00 10.00 1.00 — 10.00 11.00 1.00 — 10.00 11.00 Financial Management Management Coordinator Secretary Program Total 1.00 1.00 2.00 — — — — — — — — — Legislative Management Management Assistant Office Supervisor Agenda Office Coordinator Administrative Assistant Secretary Program Total 1.00 1.00 1.00 — 3.00 6.00 1.00 1.00 — 2.00 — 4.00 1.00 1.00 — 2.00 — 4.00 1.00 1.00 — 2.00 — 4.00 Records Management City Records Manager Management Assistant Systems Analyst Office Supervisor Administrative Assistant Secretary Program Total 1.00 2.00 1.00 1.00 — 10.00 15.00 1.00 2.00 1.00 1.00 4.00 5.00 14.00 1.00 2.00 1.00 1.00 4.00 5.00 14.00 1.00 2.00 1.00 2.00 9.00 — 15.00 Department Total 43.50 32.00 33.00 33.00 Department Total CITY CLERK Administration City Clerk City Clerk Administrator Deputy City Clerk Executive Assistant Program Total Election Management Election Specialist (Hourly) Senior Election Technician (Hourly) Election Technician (Hourly) Program Total D-109 POSITION RESOURCES CITY COURT Actual FY 15/16 Adopted FY 16/17 Estimated FY 16/17 Adopted FY 17/18 — 1.00 2.00 1.00 1.00 1.00 2.00 1.00 2.00 1.00 1.00 1.00 1.00 2.00 — 17.00 1.00 1.00 — 1.00 1.00 — 2.00 1.00 2.00 1.00 — 1.00 1.00 2.00 — 14.00 — 1.00 1.00 1.00 1.00 — 2.00 — 2.00 1.00 — 1.00 2.00 2.00 1.00 15.00 — 1.00 1.00 1.00 1.00 — 2.00 — 2.00 1.00 — 1.00 1.00 2.00 1.00 14.00 5.00 5.00 — — 3.00 3.00 5.00 5.00 Court Services Court Section Manager Court Supervisor Senior Court Clerk Court Clerk Program Total 1.00 2.00 4.00 10.00 17.00 1.00 2.00 4.00 9.00 16.00 1.00 2.00 4.00 10.00 17.00 1.00 2.00 4.00 9.00 16.00 Judicial Presiding Magistrate City Magistrate Limited Special City Magistrate Administrative Assistant Court Clerk Program Total 1.00 8.00 2.00 1.80 1.00 13.80 1.00 8.00 — 1.80 1.00 11.80 1.00 8.00 — 1.80 1.00 11.80 1.00 8.00 — 1.80 1.00 11.80 6.00 6.00 — — — — — — 1.00 1.00 4.00 1.00 30.00 7.00 44.00 1.00 1.00 3.00 1.00 30.00 7.00 43.00 1.00 — 3.00 2.00 30.00 7.00 43.00 1.00 1.00 3.00 1.00 30.00 6.00 42.00 Administration Deputy Director of City Court Court Administrator Assistant Court Administrator Information Technology Manager Data Base Administrator System Administrator Systems Analyst Management Assistant Information Technology Specialist Executive Assistant Court Supervisor Accountant Administrative Assistant Senior Court Clerk Court Clerk Program Total Case Processing Service Fund Court Clerk Program Total Judicial Collection Enhancement Fund Court Clerk Program Total Judicial Services Court Section Manager Court Interpreter Supervisor Court Supervisor Court Interpreter Senior Court Clerk Court Clerk Program Total D-110 POSITION RESOURCES City Court (Continued) Public Services Court Section Manager Court Supervisor Senior Court Clerk Court Clerk Program Total Department Total Actual FY 15/16 Adopted FY 16/17 Estimated FY 16/17 Adopted FY 17/18 1.00 3.00 9.00 21.00 34.00 1.00 3.00 9.00 15.00 28.00 1.00 3.00 9.00 18.00 31.00 1.00 3.00 9.00 16.00 29.00 136.80 112.80 120.80 117.80 CITY MANAGER City Manager City Manager Deputy City Manager Assistant City Manager Assistant City Manager/Chief Financial Executive Management Advisor Project Manager Management Assistant to the City Manager Executive Assistant/City Manager Administrative Assistant Program Total 1.00 1.00 1.00 1.00 — 2.00 1.00 2.00 1.00 10.00 1.00 1.00 1.00 1.00 — 2.00 1.00 2.00 1.00 10.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 10.00 1.00 — 1.00 1.00 2.00 2.00 1.00 1.00 1.00 10.00 Communications Management Assistant to the City Manager Executive Assistant/City Manager Public Information Specialist Television Production Specialist Program Total 1.00 1.00 1.00 — 3.00 1.00 1.00 1.00 — 3.00 1.00 — 1.00 1.00 3.00 1.00 — 1.00 1.00 3.00 Economic Development and Annexation Economic Development Program Director Management Coordinator Economic Development Specialist Project Manager Management Analyst Program Total 1.00 1.00 3.00 1.00 1.00 7.00 — 1.00 3.00 1.00 1.00 6.00 — 1.00 3.00 1.00 1.00 6.00 — 1.00 3.00 1.00 1.00 6.00 Independent Police Review Independent Police Auditor Management Assistant to the City Manager Program Total 1.00 — 1.00 1.00 — 1.00 1.00 1.00 2.00 1.00 1.00 2.00 — — — 1.00 2.00 3.00 1.00 2.00 3.00 1.00 1.00 2.00 Internal Audit Finance Manager Principal Internal Auditor Program Total D-111 POSITION RESOURCES City Manager (Continued) Zoning Examiner Zoning Examiner Program Total Department Total Actual FY 15/16 Adopted FY 16/17 Estimated FY 16/17 Adopted FY 17/18 1.00 1.00 1.00 1.00 1.00 1.00 — — 22.00 24.00 25.00 23.00 ENVIRONMENTAL SERVICES Administration Director Deputy Director Environmental Services Administrator Information Technology Manager Department Finance Manager Environmental Manager Management Coordinator GIS Supervisor Environmental Project Coordinator Principal Planner Management Assistant Staff Assistant Public Information Officer GIS Data Analyst Safety Specialist Executive Assistant Public Information Specialist Water Services Supervisor Utility Account Supervisor Training and Customer Relations Specialist Utility Services Acct Representative III Utility Services Acct Representative II Utility Services Acct Representative I Utility Service Representative Administrative Assistant Customer Service Representative Secretary Program Total Code Enforcement Development Services Administrator Inspection Supervisor Management Assistant Staff Assistant Code Inspector Customer Service Representative Program Total D-112 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 — 1.00 1.00 — — — 2.00 4.00 11.00 1.00 38.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 — — — — — 2.00 5.00 11.00 1.00 38.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 — 1.00 — 1.00 — 3.00 4.00 5.00 2.00 5.00 — 1.00 38.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 — 1.00 — 1.00 — 3.00 4.00 5.00 2.00 5.00 — 1.00 38.00 — — — — — — — 1.00 2.00 1.00 1.00 17.00 4.00 26.00 1.00 2.00 — 1.00 17.00 4.00 25.00 — 2.00 — 1.00 14.00 3.00 20.00 POSITION RESOURCES Environmental Services (Continued) Collections Environmental Services Superintendent Environmental Services Accounts Representative Supervisor Welder Supervisor Environmental Services/Neighborhood Resources Supervisor Environmental Services Accounts Representative Welder Environmental Services Equipment Operator Lead Household Hazardous Waste Technician Trade Specialist Administrative Assistant Household Hazardous Waste Technician Senior Environmental Services Worker Environmental Services Worker Program Total Environmental Compliance Environmental Services Administrator Environmental Manager Environmental Scientist Staff Assistant Program Total Graffiti Abatement Street Maintenance Crew Leader Customer Services Representative Program Total Groundwater Protection Engineering Manager Environmental Project Coordinator Environmental Services Inspection Environmental Services Inspector Program Total D-113 Actual FY 15/16 Adopted FY 16/17 Estimated FY 16/17 Adopted FY 17/18 2.00 2.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 9.00 1.00 2.00 102.00 2.00 — 1.00 3.00 5.00 7.00 136.00 9.00 1.00 2.00 102.00 2.00 — — 3.00 5.00 7.00 135.00 9.00 1.00 2.00 102.00 2.00 3.00 — 3.00 5.00 7.00 138.00 9.00 1.00 2.00 102.00 2.00 3.00 — 3.00 5.00 7.00 138.00 1.00 1.00 2.00 1.00 5.00 1.00 1.00 2.00 1.00 5.00 1.00 1.00 2.00 — 4.00 1.00 1.00 2.00 1.00 5.00 — — — 1.00 1.00 2.00 — — — — — — 1.00 1.00 1.00 4.00 7.00 1.00 1.00 1.00 4.00 7.00 1.00 1.00 1.00 4.00 7.00 1.00 1.00 1.00 4.00 7.00 POSITION RESOURCES Environmental Services (Continued) Landfill Operations Landfill Manager Environmental Services Superintendent Environmental Services/Neighborhood Services Supervisor Equipment Operation Specialist Environmental Services/Neighborhood Services Supervisor Utility Account Relations Specialist I Administrative Assistant Customer Service Representative Senior Environmental Services Worker Environmental Services Worker Program Total Department Total Actual FY 15/16 Adopted FY 16/17 Estimated FY 16/17 Adopted FY 17/18 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 12.00 1.00 2.00 12.00 1.00 2.00 12.00 1.00 2.00 12.00 1.00 — 1.00 3.00 3.00 4.00 28.00 — 1.00 3.00 2.00 5.00 28.00 3.00 1.00 — 2.00 5.00 28.00 3.00 1.00 — 2.00 5.00 28.00 214.00 241.00 240.00 236.00 1.00 1.00 1.00 1.00 4.00 1.00 1.00 1.00 1.00 4.00 1.00 1.00 — 1.00 3.00 1.00 1.00 — 1.00 3.00 2.00 1.00 — 2.00 2.00 — 1.00 7.00 — — 2.00 3.00 3.00 — — 10.00 1.00 34.00 2.00 1.00 1.00 2.00 — — 1.00 7.00 — 1.00 2.00 2.00 2.00 — — 9.00 1.00 31.00 1.00 1.00 — 1.00 — 1.00 — — 7.00 1.00 2.00 2.00 — 1.00 3.00 6.00 1.00 27.00 1.00 1.00 — 1.00 — 1.00 — — 7.00 1.00 2.00 2.00 — 1.00 3.00 5.00 1.00 26.00 FINANCE Administration Director Deputy Director Finance Manager Executive Assistant Program Total Accounting Finance Administrator Finance Manager Budget Specialist Business Analyst II Principal Accountant Payroll Manager Management Assistant Senior Accountant Senior Financial Accountant Business Analyst I Financial Services Supervisor Account Clerk Supervisor Administrative Assistant Senior Payroll Technician Payroll Technician Senior Account Clerk Office Assistant Program Total D-114 POSITION RESOURCES Finance (Continued) Actual FY 15/16 Adopted FY 16/17 Estimated FY 16/17 Adopted FY 17/18 — — — — — — 1.00 1.00 — 5.00 1.00 8.00 1.00 1.00 1.00 5.00 1.00 9.00 1.00 1.00 1.00 5.00 1.00 9.00 1.00 — 2.00 1.00 2.00 1.00 — — 2.00 9.00 1.00 1.00 2.00 1.00 2.00 1.00 — 1.00 3.00 12.00 1.00 — 2.00 1.00 2.00 1.00 1.00 1.00 3.00 12.00 1.00 — 2.00 1.00 2.00 1.00 1.00 1.00 3.00 12.00 Revenue Finance Administrator Finance Manager Finance Analyst Tax Audit Supervisor Tax Auditor Financial Services Supervisor Revenue Investigation Supervisor Revenue Investigator Administrative Assistant Customer Service Representative Senior Account Clerk Office Assistant Program Total 1.00 2.00 1.00 2.00 7.00 2.00 1.00 16.00 1.00 5.00 3.00 — 41.00 1.00 2.00 1.00 2.00 7.00 2.00 1.00 16.00 1.00 4.00 3.00 1.00 41.00 1.00 1.00 2.00 2.00 7.00 2.00 1.00 16.00 1.00 4.00 3.00 1.00 41.00 1.00 1.00 2.00 2.00 7.00 2.00 1.00 16.00 1.00 4.00 3.00 — 40.00 Treasury Finance Administrator Finance Manager Financial Specialist Financial Services Supervisor Office Supervisor Administrative Assistant Senior Account Clerk Senior Cashier Program Total 1.00 1.00 1.00 1.00 2.00 2.00 3.00 12.00 23.00 1.00 1.00 — 1.00 2.00 1.00 3.00 9.00 18.00 1.00 1.00 1.00 1.00 2.00 1.00 3.00 9.00 19.00 1.00 1.00 1.00 1.00 2.00 1.00 3.00 8.00 18.00 111.00 114.00 111.00 108.00 Budget Management Budget Administrator Management Coordinator Budget Specialist Lead Budget Analyst Administrative Assistant Program Total Risk Management Risk Manager Human Resources Manager Risk Management Claims Adjuster Risk Management Specialist Safety and Environmental Compliance Safety and Environmental Compliance Work Compensation Supervisor Medical Leave Specialist Administrative Assistant Program Total Department Total D-115 POSITION RESOURCES GENERAL SERVICES Facilities Director Deputy Director Architecture and Engineering Administrator Facilities Management Administrator Communication Maintenance Superintendent Department Finance Manager Energy Manager Management Coordinator Architect Mechanical Engineer Project Manager Senior Engineering Associate Staff Assistant Safety Specialist Communications Maintenance Scheduler Planner Scheduler Senior Communication Technician Carpentry Supervisor Communication Technician Contract and Assessment Specialist Electrician Supervisor Electronics Technician Supervisor HVAC Supervisor Plumbing Supervisor Electrician Electronics Technician Engineering Associate Facilities Project Coordinator Financial Services Supervisor Fuel Station Mechanic HVAC Technician Carpenter Custodial Services Supervisor Facilities Management Superintendent Locksmith Office Supervisor Plumber Asset Management Planning Technician Electronics Bench Technician Fire Impairment Specialist Painter Roofer Administrative Assistant Building Maintenance Worker Lead Custodian Secretary Senior Account Clerk D-116 Actual FY 15/16 Adopted FY 16/17 Estimated FY 16/17 Adopted FY 17/18 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 3.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 8.00 6.00 2.00 5.00 1.00 3.00 13.00 7.00 1.00 3.00 3.00 1.00 6.00 1.00 4.00 — 2.00 2.00 3.00 4.00 1.00 2.00 5.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 — 3.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 8.00 6.00 — 5.00 1.00 3.00 13.00 7.00 1.00 2.00 3.00 1.00 6.00 1.00 4.00 — 2.00 2.00 4.00 4.00 1.00 2.00 5.00 — 1.00 1.00 1.00 — 1.00 1.00 1.00 1.00 1.00 2.00 — 3.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 8.00 6.00 1.00 5.00 1.00 3.00 12.00 7.00 1.00 3.00 3.00 1.00 6.00 1.00 4.00 1.00 2.00 2.00 4.00 5.00 1.00 1.00 5.00 — 1.00 1.00 1.00 — 1.00 1.00 — 1.00 1.00 1.00 — 2.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 8.00 6.00 1.00 5.00 1.00 3.00 12.00 7.00 1.00 3.00 3.00 1.00 6.00 1.00 4.00 1.00 2.00 2.00 4.00 5.00 — — 5.00 POSITION RESOURCES General Services (Continued) Storekeeper Custodian Customer Service Clerk Program Total Fleet Services Fleet Administrator Fleet Maintenance Superintendent Management Assistant Fleet Equipment Specialist Fleet Services Supervisor Lead Automotive Mechanic Senior Heavy Equipment Mechanic Automotive Mechanic Welder Asset Management Planning Technician Automotive Parts Specialist Lead Fleet Service Technician Administrative Assistant Fleet Control Specialist Senior Account Clerk Senior Fleet Service Technician Senior Storekeeper Automotive Service Writer Fleet Services Attendant Program Total Department Total Actual FY 15/16 Adopted FY 16/17 Estimated FY 16/17 Adopted FY 17/18 1.00 15.00 2.00 129.00 1.00 15.00 2.00 126.00 1.00 13.00 1.00 123.00 1.00 15.00 2.00 121.00 1.00 1.00 1.00 3.00 6.00 3.00 24.00 20.00 2.00 1.00 6.00 2.00 1.00 2.00 2.00 12.00 1.00 1.00 4.00 93.00 1.00 1.00 1.00 3.00 6.00 3.00 24.00 20.00 2.00 1.00 6.00 2.00 1.00 2.00 2.00 12.00 1.00 1.00 4.00 93.00 1.00 1.00 1.00 3.00 6.00 3.00 24.00 20.00 2.00 1.00 6.00 2.00 1.00 2.00 1.00 12.00 1.00 1.00 4.00 92.00 1.00 1.00 1.00 3.00 6.00 3.00 24.00 20.00 2.00 1.00 6.00 2.00 1.00 2.00 2.00 12.00 1.00 1.00 4.00 93.00 222.00 219.00 215.00 214.00 1.00 1.00 1.00 1.00 1.00 4.00 1.00 1.00 3.00 5.00 1.00 1.00 4.00 1.00 3.00 1.00 30.00 1.00 1.00 1.00 1.00 1.00 4.00 1.00 1.00 3.00 5.00 1.00 1.00 4.00 1.00 3.00 1.00 30.00 HOUSING and COMMUNITY DEVELOPMENT Administration Director Deputy Director Community Services Administrator Lead Management Analyst Community Services Project Supervisor Staff Assistant Human Resources Analyst Management Analyst Principal Accountant Senior Accountant Office Supervisor Accountant Administrative Assistant Customer Service Representative Customer Service Clerk Office Assistant Program Total 1.00 1.00 1.00 1.00 1.00 4.00 1.00 1.00 3.00 5.00 1.00 1.00 4.00 1.00 3.00 1.00 30.00 D-117 1.00 1.00 1.00 1.00 1.00 4.00 1.00 1.00 3.00 5.00 1.00 1.00 4.00 1.00 3.00 1.00 30.00 POSITION RESOURCES Housing and Community Development (Continued) Actual FY 15/16 Adopted FY 16/17 Estimated FY 16/17 Adopted FY 17/18 Community Development Community Services Manager Community Services Project Supervisor Community Services Project Coordinator Residential Rehabilitation Project Coordinator Program Total 1.00 1.00 1.00 5.00 8.00 1.00 1.00 1.00 5.00 8.00 1.00 1.00 1.00 5.00 8.00 1.00 1.00 1.00 5.00 8.00 Contracts Community Services Project Supervisor Community Services Project Coordinator Program Total 1.00 5.00 6.00 1.00 5.00 6.00 1.00 5.00 6.00 1.00 5.00 6.00 1.00 1.00 1.00 1.00 2.00 1.00 3.00 2.00 15.00 2.00 29.00 1.00 1.00 1.00 1.00 2.00 1.00 3.00 2.00 15.00 2.00 29.00 1.00 1.00 1.00 1.00 2.00 1.00 3.00 2.00 15.00 2.00 29.00 1.00 1.00 1.00 1.00 2.00 1.00 3.00 2.00 15.00 2.00 29.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 4.00 1.00 1.00 4.00 1.00 1.00 4.00 1.00 1.00 4.00 1.00 2.00 2.00 1.00 19.00 1.75 2.00 7.00 1.00 14.00 3.00 2.00 2.50 58.25 1.00 2.00 2.00 1.00 19.00 1.75 2.00 7.00 1.00 14.00 3.00 2.00 2.50 58.25 1.00 2.00 2.00 1.00 19.00 1.75 2.00 7.00 1.00 14.00 3.00 2.00 2.50 58.25 1.00 2.00 2.00 1.00 19.00 1.75 2.00 7.00 1.00 14.00 3.00 2.00 2.50 58.25 Housing Choice Voucher/Section 8 Program Community Services Manager Community Services Project Supervisor Housing Quality Standards Supervisor Community Services Project Coordinator Housing Assistance Supervisor Housing Investigator Housing Quality Standards Inspector Administrative Assistant Housing Services Agent Customer Service Clerk Program Total Planning and Community Development Administrative Assistant Community Services / Neighborhood Resources Manager Community Services / Neighborhood Resources Project Coordinator Community Services Administrator Program Total Public Housing Program Community Services Administrator Community Services Resources Manager Community Services Project Supervisor Housing Field Operations Coordinator Lead Housing Technician Locksmith Physical Plant Operator Residential Property Manager Residential Rehabilitation Project Coordinator Housing Services Agent Housing Technician Customer Service Representative Custodian Program Total D-118 POSITION RESOURCES Housing and Community Development (Continued) Tenant Services Housing Services Agent Community Services Project Supervisor Community Services Project Coordinator Program Total Department Total Actual FY 15/16 Adopted FY 16/17 Estimated FY 16/17 Adopted FY 17/18 4.00 1.00 1.00 6.00 4.00 1.00 1.00 6.00 4.00 1.00 1.00 6.00 4.00 1.00 1.00 6.00 141.25 141.25 141.25 141.25 HUMAN RESOURCES Administration Director of Human Resources Deputy Director of Human Resources Human Resources Manager Lead Human Resources Analyst Human Resources Analyst Executive Assistant Human Resources Technician Administrative Assistant Secretary Program Total 1.00 1.00 — 1.00 1.00 1.00 1.00 — 1.00 7.00 1.00 1.00 1.00 — — 1.00 — — 1.00 5.00 1.00 1.00 1.00 — — 1.00 — 1.00 — 5.00 1.00 1.00 1.00 — — 1.00 — 1.00 — 5.00 Benefits/Leave Management Human Resources Manager Lead Human Resources Analyst Benefits Analyst Human Resources Technician Administrative Assistant Program Total — — 1.00 — 1.00 2.00 1.00 1.00 — 1.00 1.00 4.00 1.00 1.00 — 1.00 1.00 4.00 1.00 1.00 — 1.00 1.00 4.00 Equal Opportunity Program Human Resources Manager Lead Human Resources Analyst Senior Equal Opportunity Specialist Staff Assistant Management Analyst Lead Civilian Investigator Program Total — — 1.00 — 1.00 1.00 3.00 1.00 1.00 1.00 — 1.00 — 4.00 — 1.00 1.00 1.00 — — 3.00 1.00 1.00 1.00 1.00 — — 4.00 Information Systems/Records Human Resources Manager Business Analyst II Business Analyst Human Resources Analyst Human Resources Technician Program Total — — — — 1.00 1.00 1.00 1.00 — 1.00 3.00 6.00 1.00 1.00 1.00 — 3.00 6.00 1.00 1.00 1.00 — 3.00 6.00 Education, Training, and Development Lead Human Resources Analyst Human Resources Technician Program Total 1.00 1.00 2.00 — — — — — — — — — D-119 POSITION RESOURCES Human Resources (Continued) Medical and Leave Management Information Technology Analyst Medical Leave Specialist Administrative Assistant Program Total Service Team and Employee Records Human Resources Administrator Human Resources Manager Lead Human Resources Analyst Human Resources Analyst Human Resources Technician Administrative Assistant Program Total Department Total Actual FY 15/16 Adopted FY 16/17 Estimated FY 16/17 Adopted FY 17/18 1.00 1.00 1.00 3.00 — — — — — — — — — — — — 1.00 1.00 5.00 1.00 3.00 1.00 12.00 — 1.00 4.00 1.00 1.00 — 7.00 — 1.00 4.00 2.00 1.00 — 8.00 — 1.00 4.00 2.00 1.00 — 8.00 30.00 26.00 26.00 27.00 INFORMATION TECHNOLOGY Administration Director of Information Technology Deputy Director of Information Technology Management Coordinator Staff Assistant Administrative Assistant Customer Service Representative Program Total Application Services Information Technology Administrator Information Technology Manager Lead Systems Analyst Data Base Administrator Enterprise Resource Planning Manager GID Supervisor Web Developer GIS Data Analyst Software Engineer Web Design Analyst Systems Analyst Program Total Communications Engineering Information Technology Manager Communications Engineer Engineering Associate Information Technology Analyst IT Associate Program Total D-120 1.00 1.00 1.00 1.00 2.00 1.00 7.00 1.00 1.00 — 1.00 2.00 1.00 6.00 1.00 — 1.00 — 3.00 — 5.00 1.00 — 1.00 — 3.00 — 5.00 — 1.00 2.00 3.00 1.00 1.00 2.00 — 3.00 2.00 9.00 24.00 1.00 1.00 2.00 3.00 — 1.00 2.00 1.00 1.00 2.00 8.00 22.00 1.00 1.00 2.00 3.00 — — 2.00 1.00 1.00 2.00 9.00 22.00 1.00 1.00 2.00 3.00 — — 2.00 1.00 1.00 2.00 9.00 22.00 1.00 2.00 — 1.00 3.00 7.00 1.00 2.00 — 1.00 — 4.00 1.00 3.00 1.00 — 1.00 6.00 1.00 3.00 1.00 — 1.00 6.00 POSITION RESOURCES Information Technology (Continued) Actual FY 15/16 Adopted FY 16/17 Estimated FY 16/17 Adopted FY 17/18 1.00 — 8.00 1.00 10.00 1.00 — 8.00 — 9.00 1.00 1.00 7.00 — 9.00 1.00 1.00 7.00 — 9.00 Geographic Information Systems (GIS) Services Database Administrator GIS Supervisor GIS Data Analyst GIS Programmer Program Total 1.00 — 2.00 1.00 4.00 1.00 — 2.00 1.00 4.00 1.00 1.00 1.00 1.00 4.00 1.00 1.00 1.00 1.00 4.00 Network Services Information Technology Manager Lead Network Engineer Lead Security Administrator Network Engineer Information Technology Analyst Program Total 1.00 — 1.00 4.00 1.00 7.00 1.00 — 1.00 3.00 1.00 6.00 1.00 1.00 1.00 4.00 — 7.00 1.00 1.00 1.00 4.00 — 7.00 Project Management Information Technology Administrator Information Technology Manager Information Technology Specialist Information Technology Analyst Lead Systems Analyst Program Total 2.00 2.00 1.00 1.00 2.00 6.00 2.00 2.00 1.00 1.00 2.00 6.00 1.00 1.00 — 1.00 1.00 3.00 1.00 1.00 — 1.00 1.00 3.00 Public Safety Services Information Technology Administrator Information Technology Manager Lead Systems Analyst System Administrator Information Technology Analyst - SC Systems Analyst Information Technology Specialist Program Total 1.00 2.00 — 1.00 — 9.00 1.00 14.00 1.00 2.00 — 1.00 1.00 7.00 1.00 13.00 1.00 2.00 2.00 — 1.00 8.00 — 14.00 1.00 2.00 2.00 — 1.00 8.00 — 14.00 1.00 5.00 1.00 7.00 1.00 5.00 2.00 8.00 1.00 5.00 2.00 8.00 1.00 5.00 2.00 8.00 Field Technicians Information Technology Manager Information Technology Analyst Information Technology Specialist Information Technology Associate Program Total Service Desk Information Technology Manager Information Technology Specialist Information Technology Associate Program Total D-121 POSITION RESOURCES Information Technology (Continued) Technical Services Deputy Director of Information Technology Information Technology Administrator Information Technology Manager Lead Data and Backup Administrator Lead Systems Administrator Systems Administrator Information Analyst Systems Analyst Information Technology Specialist Program Total Telecommunications System Telephone System Coordinator Information Technology Specialist Program Total Department Total Actual FY 15/16 Adopted FY 16/17 Estimated FY 16/17 Adopted FY 17/18 1.00 3.00 — 1.00 — 9.00 1.00 2.00 1.00 18.00 1.00 1.00 1.00 1.00 — 8.00 — — 1.00 13.00 1.00 1.00 — 1.00 1.00 6.00 3.00 — — 13.00 1.00 1.00 — 1.00 1.00 6.00 3.00 1.00 — 14.00 1.00 2.00 3.00 1.00 2.00 3.00 1.00 2.00 3.00 1.00 2.00 3.00 107.00 94.00 94.00 95.00 PARKS and RECREATION Administration Director Deputy Director of Parks and Recreation Parks and Recreation Administrator Department Finance Manager Management Coordinator GIS Project Manager Community Promotions and Marketing Business Analyst Systems Analyst Information Technology Specialist Executive Assistant Office Supervisor Graphic Arts Specialist Administrative Assistant Customer Services Representative Program Total 1.00 1.00 — 1.00 1.00 1.00 1.00 — 1.00 1.00 1.00 1.00 1.00 3.00 2.00 16.00 1.00 1.00 — 1.00 1.00 1.00 1.00 — 1.00 1.00 1.00 1.00 1.00 3.00 1.00 15.00 1.00 1.00 — 1.00 1.00 1.00 1.00 1.00 1.00 — 1.00 1.00 1.00 2.00 1.00 14.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 — 1.00 1.00 1.00 3.00 1.00 16.00 Aquatics Aquatics Program Manager Electrician Lead Maintenance Mechanic Trade Specialist Swimming Pool Supervisor Aquatics Program Supervisor (Hourly) Swimming Pool Supervisor (Hourly) Water Safety Instructor/Senior Lifeguard (Hourly) Program Total 1.00 1.00 1.00 3.00 1.00 2.75 9.00 28.25 11.25 58.25 1.00 1.00 1.00 3.00 1.00 2.75 9.00 28.25 11.25 58.25 1.00 1.00 1.00 3.00 1.00 2.75 9.00 28.25 11.25 58.25 1.00 1.00 1.00 3.00 1.00 2.75 9.00 28.25 11.25 58.25 D-122 POSITION RESOURCES Parks and Recreation (Continued) Actual FY 15/16 Adopted FY 16/17 Estimated FY 16/17 Adopted FY 17/18 Capital Planning and Development Architect Manager Landscape Architect Management Assistant Administrative Assistant Program Total 1.00 3.00 1.00 1.00 6.00 — 3.00 1.00 1.00 5.00 — 3.00 1.00 1.00 5.00 — 3.00 1.00 1.00 5.00 Civic Events/Performing Arts Parks Events Coordinator Trade Specialist Equipment Operator Parks Events Worker (Hourly) Program Total 1.00 2.00 2.00 1.75 6.75 1.00 2.00 2.00 1.75 6.75 1.00 2.00 2.00 1.75 6.75 1.00 2.00 2.00 1.75 6.75 Hi Corbett Maintenance Parks Maintenance Coordinator Parks Equipment Operator Groundskeeper General Maintenance Trainee/Worker Program Total 2.00 1.00 1.00 5.00 9.00 1.00 — 1.00 5.00 7.00 1.00 — 1.00 5.00 7.00 1.00 — 1.00 5.00 7.00 KIDCO Recreation Supervisor Recreation Program Coordinator Recreation Assistant Senior Recreation Worker (Hourly) Bus Driver Class Instructor Fine Arts Recreation Worker (Hourly) Program Total 1.00 4.00 1.00 23.50 1.00 1.00 28.50 60.00 1.00 4.00 1.00 23.50 1.00 — 28.50 59.00 1.00 4.00 1.00 23.50 1.00 — 28.50 59.00 1.00 4.00 1.00 23.50 1.00 — 28.50 59.00 Leisure Classes Class Registration Coordinator Recreation Program Coordinator Customer Services Representative Recreation Assistant Office Assistant Class Instructor Fine Arts (Hourly) Program Total 1.00 2.00 1.00 1.00 2.50 10.00 17.50 1.00 2.00 1.00 1.00 2.50 8.00 15.50 1.00 2.00 1.00 1.00 2.50 8.00 15.50 1.00 2.00 1.00 1.00 2.50 8.00 15.50 Parks Maintenance Parks and Recreation Superintendent Parks and Golf Area Supervisor Electrician Carpenter Equipment Operation Specialist Lead Parks Equipment Mechanic Parks Maintenance Coordinator Pest Control Specialist — 5.00 1.00 1.00 1.00 1.00 11.00 3.00 — 5.00 — — 1.00 1.00 10.00 3.00 — 5.00 — — 1.00 1.00 10.00 1.00 1.00 5.00 1.00 — 1.00 1.00 10.00 2.00 D-123 POSITION RESOURCES Parks and Recreation (Continued) Actual FY 15/16 Adopted FY 16/17 Estimated FY 16/17 Adopted FY 17/18 Plumber Welder Heavy Equipment Operator Parks Equipment Mechanic Trade Specialist Parks Equipment Operator Groundskeeper General Maintenance Trainee/Worker Program Total 2.00 2.00 1.00 4.00 16.00 8.00 56.00 1.00 113.00 2.00 1.00 — 4.00 14.00 6.00 52.00 1.00 100.00 2.00 1.00 — 4.00 11.00 6.00 52.00 1.00 95.00 2.00 1.00 — 4.00 13.00 6.00 52.00 1.00 100.00 Recreation Centers Parks and Recreation Administrator Parks and Recreation Superintendent Recreation Supervisor Recreation Program Coordinator Administrative Assistant Customer Services Representative Secretary Recreation Assistant Custodian Customer Service Clerk General Maintenance Trainee/Worker Senior Recreation Worker (Hourly) Program Total 2.00 4.00 7.00 16.00 3.00 2.00 1.00 47.00 14.00 1.00 0.75 11.25 109.00 1.00 2.00 4.00 14.00 2.00 1.00 1.00 43.00 9.00 1.00 0.75 11.25 90.00 1.00 2.00 4.00 14.00 2.00 1.00 1.00 42.00 9.00 1.00 0.75 14.25 92.00 — 1.00 4.00 14.00 1.00 1.00 1.00 42.00 9.00 1.00 0.75 10.00 84.75 1.00 1.50 2.00 2.00 6.50 1.00 1.50 2.00 1.25 5.75 1.00 1.50 2.00 1.25 5.75 1.00 1.00 2.00 1.25 5.25 1.00 1.00 1.00 1.00 1.00 2.00 2.00 7.50 5.00 9.50 6.00 37.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 7.50 5.00 9.50 3.00 33.00 1.00 1.00 1.00 1.00 1.00 2.00 2.00 7.50 5.00 9.50 3.00 34.00 1.00 1.00 1.00 1.00 1.00 2.00 2.00 7.50 5.00 9.50 2.00 33.00 Sports Recreation Program Coordinator Recreation Assistant Senior Recreation Worker (Hourly) Recreation Worker (Hourly) Program Total Therapeutic and Adaptive Recreation Therapeutic Recreation Supervisor Aquatics Coordinator Recreation Program Coordinator Recreation Specialist Swimming Pool Supervisor (Hourly) Recreation Assistant Program Coordinator (Hourly) Water Safety Instructor/Senior Lifeguard (Hourly) Senior Recreation Worker (Hourly) Recreation Worker (Hourly) Program Total D-124 POSITION RESOURCES Parks and Recreation (Continued) Zoo Zoo Administrator Zoo General Curator Zoo Education Curator Zoo Vet Parks and Golf Area Supervisor Zoo Area Supervisor Parks Maintenance Coordinator Trade Specialist Zoo Educator Zookeeper Customer Services Representative Zoo Education Assistant Groundskeeper General Maintenance Trainee/Worker Program Total Grants Senior Recreation Worker (Hourly) Short Order Cook Program Total Department Total Actual FY 15/16 Adopted FY 16/17 Estimated FY 16/17 Adopted FY 17/18 1.00 1.00 1.00 — 1.00 3.00 1.00 1.00 1.00 19.00 1.00 1.00 4.00 3.50 38.50 1.00 1.00 1.00 1.00 1.00 3.00 1.00 1.00 1.00 19.00 1.00 1.00 4.00 3.50 39.50 1.00 1.00 1.00 1.00 1.00 3.00 1.00 1.00 1.00 19.00 1.00 1.00 4.00 3.50 39.50 1.00 1.00 1.00 1.00 1.00 3.00 1.00 1.00 1.00 19.00 1.00 1.00 4.00 3.50 39.50 3.00 1.00 4.00 3.00 1.00 4.00 3.00 1.00 4.00 3.00 0.75 3.75 481.50 438.75 435.75 433.75 PLANNING and DEVELOPMENT SERVICES Administration Director Deputy Director Building Official Development Services Administrator Development Services Manager Management Coordinator Project Coordinator Principal Planner Management Assistant Executive Assistant Planning Technician Administrative Assistant Program Total 1.00 1.00 1.00 2.00 2.00 1.00 1.00 — 1.00 1.00 — — 11.00 1.00 1.00 — — — — — 1.00 — 1.00 1.00 1.00 6.00 1.00 1.00 — — — — — — 1.00 — — — 3.00 1.00 1.00 — — — — — — 1.00 — — 1.00 4.00 Building and Site Inspections Building Inspector Manager Building Plans Examiner Construction Inspection Supervisor Lead Building Inspector Building Inspector Building Permits Specialist Program Total 1.00 4.00 1.00 1.00 14.00 2.00 23.00 1.00 — 1.00 — 13.00 — 15.00 1.00 — 1.00 — 12.00 — 14.00 1.00 — 1.00 — 12.00 — 14.00 D-125 POSITION RESOURCES Planning and Development Services (Continued) Actual FY 15/16 Adopted FY 16/17 Estimated FY 16/17 Adopted FY 17/18 — — — 1.00 3.00 4.00 — 2.00 — — 1.00 1.00 — 1.00 1.00 14.00 1.00 1.00 3.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 — 2.00 3.00 — 18.00 1.00 1.00 4.00 1.00 1.00 3.00 — 1.00 — 1.00 1.00 2.00 1.00 2.00 — 19.00 1.00 1.00 4.00 1.00 1.00 3.00 — 1.00 — 1.00 1.00 2.00 2.00 2.00 — 20.00 — — — 3.00 3.00 2.00 — — — — 8.00 3.00 1.00 1.00 2.00 7.00 — 1.00 1.00 1.00 1.00 18.00 2.00 1.00 1.00 3.00 8.00 — 1.00 1.00 2.00 — 19.00 2.00 1.00 1.00 3.00 8.00 — 1.00 1.00 2.00 — 19.00 Code Enforcement Development Services Administrator Inspection Supervisor Management Assistant Staff Assistant Code Inspector Administrative Assistant Customer Service Representative Customer Service Clerk Program Total 1.00 2.00 1.00 1.00 17.00 1.00 4.00 1.00 28.00 — — — — — — — — — — — — — — — — — — — — — — — — — — — Customer and Administrative Support Planning Technician Administrative Assistant Customer Service Representative Secretary Customer Service Clerk Program Total 2.00 4.00 5.00 2.00 1.00 14.00 — — — — — — — — — — — — — — — — — — 98.00 57.00 55.00 57.00 Plan Review and Permitting Building Official Development Services Manager Building Plans Examiner Civil Engineer Principal Planner Lead Planner Management Assistant Senior Engineering Associate Planner Building Permit Specialist Landscape Field Representative Planning Technician Administrative Assistant Customer Service Representative Customer Service Clerk Program Total Planning and Zoning Development Services Manager Historic Preservation Principal Planner Management Coordinator Principal Planner Lead Planner Planner Building Inspector Housing Assistance/Outreach Coordinator Planning Technician Secretary Program Total Department Total D-126 POSITION RESOURCES PROCUREMENT Actual FY 15/16 Adopted FY 16/17 Estimated FY 16/17 Adopted FY 17/18 1.00 1.00 1.00 1.00 4.00 1.00 1.00 1.00 1.00 4.00 1.00 1.00 1.00 1.00 4.00 1.00 1.00 1.00 1.00 4.00 2.00 — 6.00 1.00 5.00 1.00 1.00 5.00 21.00 2.00 — 6.00 1.00 5.00 1.00 1.00 4.00 20.00 2.00 1.00 5.00 1.00 5.00 1.00 — 4.00 19.00 2.00 1.00 5.00 1.00 5.00 1.00 — 4.00 19.00 Mail Services Office Supervisor Mail Clerk Program Total 1.00 3.00 4.00 — 3.00 3.00 — 3.00 3.00 — 3.00 3.00 Procurement Card (pCard) pCard Manager pCard Coordinator Administrative Assistant Program Total 1.00 1.00 1.00 3.00 1.00 1.00 1.00 3.00 1.00 1.00 1.00 3.00 1.00 1.00 1.00 3.00 Surplus, Auction and Materials SAMM Superintendent SAMM Supervisor Administrative Assistant SAMM Specialists Program Total 1.00 2.00 1.00 3.00 7.00 1.00 1.00 1.00 3.00 6.00 1.00 1.00 1.00 3.00 6.00 1.00 1.00 1.00 3.00 6.00 39.00 36.00 35.00 35.00 Administration Director Deputy Director Management Assistant Executive Assistant Program Total Contract Administration and Supplier Management Contract Administrator Management Coordinator Principal Contract Officer Business Enterprise Compliance Senior Contract Officer Equal Opportunity Specialist Contract Compliance Officer Administrative Assistant Program Total Department Total D-127 POSITION RESOURCES OFFICE of the PUBLIC DEFENDER Public Defender Chief Public Defender Supervising Public Defender Associate Public Defender Assistant Public Defender Law Clerk Management Assistant Legal Secretary Paralegal Litigation Support Clerk Customer Service Representative Program Total Department Total Actual FY 15/16 Adopted FY 16/17 Estimated FY 16/17 Adopted FY 17/18 1.00 7.00 9.00 4.00 1.00 1.00 5.00 1.00 1.00 2.00 32.00 — 5.00 — — — — — 1.00 — 1.00 7.00 1.00 5.00 9.00 4.00 1.00 1.00 5.00 — 1.00 1.00 28.00 1.00 5.00 9.00 4.00 1.00 1.00 5.00 — 1.00 1.00 28.00 32.00 7.00 28.00 28.00 TRANSPORTATION Management Services Director Deputy/Assistant Director Transportation Administrator Department Finance Manager Finance Manager Human Resources Manager Management Coordinator Lead Management Analyst Transportation Program Coordinator Transportation Public Information Management Assistant Staff Assistant Safety Specialist Systems Analyst Executive Assistant Contract Compliance Officer Administrative Assistant Customer Service Representative Secretary Program Total 1.00 2.00 1.00 — 1.00 1.00 3.00 1.00 3.00 1.00 1.00 5.00 1.00 2.00 2.00 1.00 3.00 2.00 1.00 32.00 1.00 2.00 1.00 — 1.00 1.00 2.00 1.00 2.00 1.00 2.00 5.00 1.00 2.00 2.00 — 3.00 2.00 1.00 30.00 1.00 2.00 1.00 1.00 — — 1.00 1.00 1.00 1.00 1.00 6.00 — 2.00 2.00 1.00 3.00 2.00 — 26.00 1.00 2.00 1.00 1.00 — — 2.00 1.00 1.00 1.00 1.00 5.00 — 2.00 2.00 1.00 3.00 2.00 — 26.00 Capital Program Support Transportation Administrator Engineering Project Manager Landscape Architect Street Maintenance Supervisor Administrative Assistant Program Total 1.00 7.00 1.00 1.00 1.00 11.00 1.00 7.00 1.00 1.00 1.00 11.00 1.00 10.00 1.00 1.00 1.00 14.00 1.00 9.00 1.00 1.00 — 12.00 D-128 POSITION RESOURCES Transportation (Continued) Actual FY 15/16 Adopted FY 16/17 Estimated FY 16/17 Adopted FY 17/18 Engineering City Surveyor Engineering Manager Civil Engineer Engineering Project Manager Engineering Support Section Supervisor Inspection Supervisor Land Surveyor Transportation Program Coordinator Management Assistant Senior Engineering Associate Engineering Associate Lead Construction Inspector Lead Construction Materials Inspector Construction Inspector Construction Materials Inspector Senior Engineering Technician Survey Crew Chief Engineering Permit and Code Inspector Survey Instrument Technician Traffic Engineering Technician Administrative Assistant Customer Service Representative Secretary Survey Technician Customer Service Clerk Program Total 1.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 — 3.00 1.00 10.00 2.00 3.00 6.00 2.00 6.00 2.00 — 2.00 2.00 3.00 1.00 56.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 — 3.00 1.00 3.00 — 10.00 2.00 3.00 6.00 3.00 6.00 2.00 — 2.00 2.00 3.00 1.00 56.00 1.00 2.00 — 1.00 — 2.00 1.00 1.00 1.00 4.00 — 4.00 1.00 10.00 2.00 2.00 6.00 1.00 6.00 2.00 — 3.00 2.00 3.00 — 55.00 1.00 2.00 — 1.00 — 2.00 1.00 1.00 1.00 4.00 — 4.00 1.00 10.00 2.00 2.00 6.00 1.00 6.00 2.00 1.00 3.00 2.00 3.00 — 56.00 Park Tucson Park Tucson Program Administrator Park Tucson Operations Manager Parking Services Supervisor Lead Parking Service Agent Administrative Assistant Parking Services Agent Customer Service Representative Senior Account Clerk Program Total 1.00 1.00 1.00 1.00 2.00 9.00 1.00 2.00 18.00 1.00 1.00 1.00 1.00 2.00 9.00 1.00 2.00 18.00 1.00 1.00 1.00 1.00 2.00 9.00 1.00 2.00 18.00 1.00 1.00 1.00 1.00 2.00 9.00 1.00 2.00 18.00 Planning Transportation Administrator Project Manager Transportation Program Coordinator Lead Planner Program Total 1.00 4.00 2.00 1.00 8.00 1.00 4.00 2.00 1.00 8.00 1.00 4.00 1.00 1.00 7.00 1.00 4.00 1.00 1.00 7.00 D-129 POSITION RESOURCES Transportation (Continued) Real Estate Transportation Administrator Real Estate Program Supervisor Staff Assistant Senior Property Agent Senior Engineering Technician Secretary Program Total Streets and Traffic Maintenance Transportation Administrator Transportation Superintendent Civil Engineer Lead Management Analyst Transportation Program Coordinator Management Assistant Senior Engineering Associate Street Maintenance Supervisor Fleet Equipment Specialist Safety Specialist Electrical Supervisor Electronics Technician Supervisor High Voltage Electrician Supervisor Electrician Electronic Technician Engineering Associate Lead High Voltage Electrician Cement Mason Construction Inspector Equipment Operation Specialist Lead Traffic Control Technician Street Maintenance Crew Leader Streets Inspector and Compliance Specialist Welder Construction Maintenance Worker High Voltage Electrician Sign Painter Traffic Control Technician Administrative Assistant Customer Service Representative Heavy Equipment Operator Senior Account Clerk Senior Storekeeper Senior Street Maintenance Worker Senior Trades Helper Program Total D-130 Actual FY 15/16 Adopted FY 16/17 Estimated FY 16/17 Adopted FY 17/18 — — — — — — — — 2.00 1.00 4.00 — 1.00 8.00 1.00 2.00 — 4.00 1.00 1.00 9.00 1.00 2.00 — 4.00 1.00 1.00 9.00 1.00 2.00 — 1.00 1.00 1.00 1.00 7.00 1.00 — — 1.00 2.00 — 6.00 3.00 4.00 4.00 3.00 6.00 10.00 12.00 4.00 1.00 5.00 4.00 1.00 4.00 2.00 3.00 33.00 3.00 1.00 14.00 4.00 145.00 1.00 2.00 — 1.00 1.00 1.00 1.00 7.00 1.00 — — 1.00 2.00 — 6.00 3.00 4.00 4.00 3.00 6.00 10.00 12.00 5.00 1.00 5.00 4.00 1.00 4.00 2.00 3.00 33.00 3.00 1.00 14.00 4.00 146.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 7.00 1.00 1.00 2.00 1.00 — 8.00 6.00 3.00 — 4.00 3.00 6.00 8.00 13.00 6.00 1.00 6.00 — 1.00 6.00 2.00 3.00 31.00 2.00 1.00 16.00 3.00 149.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 7.00 1.00 1.00 — 1.00 2.00 1.00 6.00 3.00 4.00 4.00 3.00 6.00 8.00 12.00 6.00 1.00 6.00 3.00 1.00 6.00 2.00 4.00 31.00 2.00 1.00 16.00 3.00 149.00 POSITION RESOURCES Transportation (Continued) Traffic Engineering Transportation Administrator Community Services/Neighborhood Resource Project Coordinator Community Services/Neighborhood Information Technology Manager Systems Engineer Systems Analyst Geographic Information System Traffic Engineering Technician Supervisor Electronics Technician Engineering Associate Senior Engineering Technician Traffic Engineering Technician Traffic Engineering Technician Administrative Assistant Customer Service Clerk Program Total Transit Services Transportation Administrator Transit Services Coordinator Transportation Eligibility Specialist Secretary Program Total Department Total Actual FY 15/16 Adopted FY 16/17 Estimated FY 16/17 Adopted FY 17/18 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 — 1.00 — 4.00 0.50 0.50 15.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 — 1.00 — 4.00 0.50 0.50 15.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 — 1.00 1.00 1.00 4.00 1.00 — 16.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 — 1.00 1.00 1.00 4.00 1.00 — 16.00 1.00 2.00 2.00 1.00 6.00 1.00 2.00 2.00 1.00 6.00 1.00 2.00 1.00 — 4.00 1.00 2.00 1.00 — 4.00 291.00 298.00 298.00 297.00 TUCSON FIRE Administration Fire Chief Fire Battalion Chief Department Finance Manager Department Human Resources Manager Management Coordinator Management Assistant Management Analyst Executive Assistant Administrative Assistant Customer Service Representative Senior Account Clerk Program Total 1.00 3.00 1.00 1.00 — 1.00 1.00 1.00 3.50 1.00 2.00 15.50 1.00 3.00 1.00 — 1.00 1.00 1.00 1.00 3.50 1.00 2.00 15.50 1.00 3.00 1.00 1.00 — 2.00 1.00 1.00 3.50 1.00 2.00 16.50 1.00 3.00 1.00 1.00 — 2.00 1.00 1.00 3.50 1.00 2.00 16.50 Advanced Life Support Fire Battalion Chief: Assistant Fire Chief Fire Captain: Eight Hour Fire Captain Paramedic: Haz Mat/Technical Rescue Paramedic 1.00 1.00 12.00 12.00 156.00 1.00 1.00 12.00 12.00 143.00 1.00 1.00 12.00 12.00 143.00 1.00 1.00 12.00 12.00 143.00 D-131 POSITION RESOURCES Tucson Fire (Continued) Actual FY 15/16 Adopted FY 16/17 Estimated FY 16/17 Adopted FY 17/18 GIS Data Analyst Management Assistant Lead Cost Recovery Clerk Cost Recovery Clerk Program Total 1.00 1.00 2.00 4.00 190.00 1.00 1.00 2.00 5.00 178.00 1.00 1.00 2.00 5.00 178.00 1.00 1.00 2.00 5.00 178.00 1.00 2.00 1.00 1.00 7.00 5.00 47.00 1.00 18.00 83.00 1.00 2.00 1.00 1.00 7.00 5.00 47.00 1.00 18.00 83.00 1.00 2.00 1.00 1.00 7.00 5.00 47.00 1.00 18.00 83.00 1.00 2.00 1.00 1.00 7.00 5.00 47.00 1.00 18.00 83.00 1.00 2.00 1.00 1.00 5.00 1.00 2.00 1.00 1.00 5.00 1.00 1.00 1.00 — 3.00 1.00 2.00 1.00 — 4.00 Emergency Vehicle Management Equipment Vehicle Fleet Superintendent Emergency Vehicle Technician Supervisor Certified Fire Equipment Specialist Automotive Parts Specialist Emergency Vehicle Technician Senior Fleet Service Technician Fleet Service Attendant Program Total 1.00 2.00 2.00 2.00 7.00 1.00 1.00 16.00 1.00 1.00 2.00 2.00 7.00 1.00 — 14.00 1.00 1.00 2.00 2.00 7.00 1.00 — 14.00 1.00 1.00 2.00 2.00 7.00 1.00 — 14.00 Fire Logistics Fire Battalion Chief Assignment: Deputy Fire Captain: Eight Hour Administrative Assistant Senior Storekeeper Program Total 1.00 2.00 2.00 2.00 7.00 1.00 2.00 1.00 2.00 6.00 1.00 2.00 1.00 2.00 6.00 1.00 2.00 1.00 2.00 6.00 Fire Prevention and Life Safety Fire Battalion Chief Assignment: Deputy Fire Captain: Eight Hour Fire Prevention Inspector: Haz Mat Fire Prevention Inspector Fire Prevention Inspector Assignment: 1.00 4.00 — 16.00 6.00 1.00 4.00 — 16.00 6.00 1.00 2.00 — 16.00 6.00 1.00 4.00 3.00 13.00 6.00 Communications Center Fire Battalion Chief Assignment: Deputy Fire Captain: Eight Hour Communications Superintendent Emergency Communications Manager Public Safety Communications Supervisor Lead Public Safety Dispatcher Public Safety Dispatcher Master Street Address Guide Scheduler Emergency 911 Operator Program Total Emergency Management Fire Battalion Chief Assignment: Deputy Chief Fire Captain: Eight Hour Emergency Management Coordinator Administrative Assistant Program Total D-132 POSITION RESOURCES Tucson Fire (Continued) Actual FY 15/16 Adopted FY 16/17 Estimated FY 16/17 Adopted FY 17/18 1.00 — 1.00 3.00 — — 1.00 1.00 1.00 35.00 1.00 1.00 1.00 3.00 4.00 — 1.00 1.00 1.00 40.00 1.00 1.00 1.00 3.00 4.00 1.00 — 1.00 1.00 38.00 1.00 1.00 1.00 3.00 4.00 1.00 — 1.00 1.00 40.00 1.00 12.00 15.00 86.00 21.00 94.00 27.00 172.00 1.00 429.00 1.00 12.00 15.00 86.00 21.00 94.00 27.00 171.00 1.00 428.00 1.00 12.00 15.00 89.00 21.00 94.00 27.00 171.00 — 430.00 1.00 12.00 15.00 86.00 21.00 94.00 45.00 143.00 — 417.00 Fire Training Fire Battalion Chief Assignment: Deputy Fire Captain Assignment: Eight Hour Fire Training Coordinator Lead Housing Technician Administrative Assistant Program Total 1.00 4.00 1.00 1.00 1.00 8.00 1.00 4.00 — 1.00 1.00 7.00 1.00 4.00 — 1.00 1.00 7.00 1.00 4.00 — 1.00 1.00 7.00 Hazardous Waste Disposal Program Fire Captain: Eight Hour Fire Prevention Inspector: Haz Mat Program Total 1.00 1.00 2.00 1.00 1.00 2.00 1.00 1.00 2.00 1.00 1.00 2.00 790.50 778.50 777.50 767.50 1.00 — 4.00 2.00 4.00 7.00 6.00 — 1.00 — 4.00 2.00 4.00 6.00 5.00 — 1.00 — 4.00 2.00 4.00 6.00 5.00 — Fire Code Administrator Building Inspection Manager Fire Protection Plans Examiner Public Safety Education Specialist Building Inspection Administrative Assistant Secretary Customer Service Clerk Office Assistant Program Total Fire Suppression and Emergency Fire Battalion Chief Assignment: Deputy Fire Battalion Chief Fire Captain: Haz Mat/Technical Rescue Fire Captain Fire Engineer: Haz Mat/Technical Rescue Fire Engineer Fire Fighter: Haz Mat/Technical Rescue Fire Fighter Administrative Assistant Program Total Department Total TUCSON POLICE Office of the Chief of Police Police Chief Police Lieutenant: Deputy Police Chief Police Lieutenant: Assistant Police Chief Police Lieutenant: Police Captain Police Lieutenant Police Sergeant: Assignments Police Sergeant Detective 1.00 1.00 4.00 2.00 4.00 7.00 6.00 1.00 D-133 POSITION RESOURCES Tucson Police (Continued) Actual FY 15/16 Adopted FY 16/17 Estimated FY 16/17 Adopted FY 17/18 Police Officer: Assignments Police Officer Human Resources Administrator Management Coordinator Lead Management Analyst Management Assistant Staff Assistant Management Analyst Police Crime Analyst Account Clerk Supervisor Secretary Senior Account Clerk Program Total 2.00 6.00 1.00 1.00 3.00 2.00 3.00 2.00 1.00 1.00 5.00 4.00 57.00 2.00 4.00 — 1.00 3.00 2.00 3.00 2.00 1.00 1.00 5.00 4.00 52.00 2.00 4.00 1.00 1.00 3.00 2.00 3.00 2.00 1.00 1.00 5.00 4.00 51.00 2.00 4.00 1.00 1.00 3.00 2.00 2.00 2.00 1.00 1.00 3.00 4.00 48.00 Administrative Services Police Sergeant: Assignments Police Psychologist Police Records Superintendent Police Records Supervisor Police Records Specialist Clerk Transcriptionist Data Control Clerk Office Assistant Program Total 2.00 1.00 1.00 8.00 35.00 — 1.00 1.00 49.00 2.00 1.00 — 7.00 41.00 1.00 1.00 1.00 54.00 2.00 1.00 — 7.00 41.00 1.00 1.00 1.00 54.00 2.00 1.00 — 7.00 41.00 1.00 1.00 1.00 54.00 Emergency Management Police Lieutenant Police Sergeant: Assignments Police Sergeant Program Total 1.00 1.00 1.00 3.00 1.00 1.00 1.00 3.00 1.00 1.00 1.00 3.00 1.00 1.00 1.00 3.00 Forfeiture Police Lieutenant: Police Captain Department Finance Manager Police Crime Analyst Senior Fleet Services Technician Program Total 1.00 1.00 1.00 1.00 4.00 1.00 1.00 1.00 1.00 4.00 1.00 1.00 — 1.00 3.00 1.00 1.00 — 1.00 3.00 1.00 2.00 2.00 2.00 44.00 3.00 1.00 — 1.00 1.00 2.00 2.00 3.00 44.00 3.00 1.00 1.00 1.00 1.00 2.00 2.00 3.00 23.00 3.00 1.00 1.00 1.00 1.00 2.00 2.00 3.00 43.00 3.00 1.00 1.00 1.00 Grants Police Lieutenant Police Sergeant: Assignments Detective Police Officer: Assignments Police Officer Criminalist III Lead Management Analyst Electronics Technician Financial Investigator D-134 POSITION RESOURCES Tucson Police (Continued) Crime Scene Specialist Police Crime Analyst Senior Account Clerk Program Total Impounds Police Sergeant Customer Service Representative Police Records Specialist Program Total Investigative Services Police Lieutenant: Police Captain Police Lieutenant Police Sergeant: Assignments Police Sergeant Detective: Assignments Detective Police Officer: Assignments Police Officer Crime Laboratory Superintendent Forensics Administrator Crime Laboratory Coordinator DNA Technical Leader Police Identification Superintendent Criminalist III Police Evidence Superintendent Staff Assistant Information Technology Specialist Automated Fingerprint Identification Crime Scene Specialist Supervisor Electronics Technician Police Evidence Supervisor Regional Intelligence Analyst Crime Scene Specialist Police Crime Analyst Police Evidence Technician Administrative Assistant Secretary Senior Account Clerk Clerk Transcriptionist Office Assistant Program Total Logistics Police Lieutenant: Police Captain Police Lieutenant Police Sergeant: Assignments Police Officer: Assignments Police Officer D-135 Actual FY 15/16 Adopted FY 16/17 Estimated FY 16/17 Adopted FY 17/18 1.00 — 1.00 58.00 1.00 — 1.00 60.00 1.00 1.00 1.00 40.00 1.00 1.00 1.00 60.00 1.00 5.00 2.00 8.00 1.00 5.00 2.00 8.00 1.00 5.00 2.00 8.00 1.00 5.00 2.00 8.00 3.00 6.00 18.00 5.00 4.00 118.00 32.00 14.00 1.00 1.00 4.50 1.00 1.00 18.00 1.00 2.00 1.00 7.00 4.00 1.00 2.00 1.00 18.00 10.00 12.00 1.00 3.00 1.00 3.00 2.00 295.50 3.00 6.00 15.00 5.00 3.00 115.00 27.00 12.00 1.00 1.00 4.50 1.00 1.00 17.00 1.00 2.00 1.00 7.00 4.00 — 2.00 1.00 18.00 10.00 9.00 1.00 3.00 1.00 3.00 1.00 275.50 2.00 4.00 12.00 3.00 2.00 98.00 22.00 6.00 1.00 1.00 4.50 1.00 1.00 19.00 1.00 2.00 1.00 7.00 4.00 — 2.00 1.00 16.00 10.00 9.00 1.00 3.00 1.00 3.00 1.00 238.50 2.00 4.00 12.00 3.00 2.00 98.00 22.00 6.00 1.00 1.00 4.50 1.00 1.00 19.00 1.00 2.00 1.00 7.00 4.00 — 2.00 1.00 16.00 10.00 11.00 1.00 3.00 1.00 3.00 2.00 241.50 1.00 1.00 1.00 2.00 3.00 1.00 1.00 1.00 2.00 2.00 1.00 1.00 1.00 2.00 2.00 1.00 1.00 1.00 2.00 2.00 POSITION RESOURCES Tucson Police (Continued) Actual FY 15/16 Adopted FY 16/17 Estimated FY 16/17 Adopted FY 17/18 Management Assistant Staff Assistant Senior Fleet Services Technician Senior Shop Keeper Program Total — 3.00 5.00 2.00 18.00 1.00 2.00 5.00 2.00 17.00 — 3.00 5.00 2.00 17.00 — 3.00 5.00 2.00 17.00 Patrol Police Lieutenant: Police Captain Police Lieutenant Police Sergeant: Assignments Police Sergeant Detective Assignment Detective Police Officer: Assignments Police Officer Community Service Officer Secretary Program Total 5.00 16.00 14.00 55.00 — 19.00 96.00 351.00 36.00 5.00 597.00 4.00 16.00 12.00 53.00 — 12.00 79.00 308.00 35.00 5.00 524.00 5.00 18.00 20.00 56.00 1.00 29.00 103.00 337.00 35.00 5.00 609.00 5.00 18.00 20.00 56.00 1.00 29.00 97.00 322.00 36.00 4.00 588.00 1.00 1.00 2.00 4.00 1.00 1.00 2.00 4.00 1.00 1.00 2.00 4.00 1.00 1.00 1.00 3.00 1.00 5.00 5.00 2.00 3.00 1.00 22.00 20.00 1.00 1.00 11.00 2.00 33.00 44.00 — 151.00 1.00 5.00 5.00 2.00 3.00 — 20.00 17.00 1.00 1.00 11.00 2.00 33.00 44.00 1.00 146.00 1.00 5.00 5.00 2.00 3.00 — 20.00 16.00 1.00 1.00 11.00 2.00 40.00 36.00 — 143.00 1.00 5.00 5.00 2.00 3.00 — 20.00 16.00 — 1.00 10.00 37.00 40.00 37.00 — 177.00 1.00 1.00 6.00 5.00 42.00 1.00 1.00 6.00 5.00 27.00 1.00 1.00 3.00 5.00 8.00 1.00 1.00 3.00 5.00 7.00 Special Duty Police Sergeant: Assignments Staff Assistant Administrative Assistant Program Total Support Services Police Lieutenant: Police Captain Police Lieutenant Police Sergeant: Assignments Police Sergeant Police Hazardous Devices Technician Detective Police Officer: Assignments Police Officer Public Safety Communications Communications Superintendent Public Safety Communications Aircraft Mechanic Public Safety Dispatcher Police Service Operator Clerk Transcriptionist Program Total Traffic Enforcement Police Lieutenant: Police Captain Police Lieutenant Police Sergeant: Assignments Detective Police Officer: Assignments D-136 POSITION RESOURCES Tucson Police (Continued) Actual FY 15/16 Adopted FY 16/17 Estimated FY 16/17 Adopted FY 17/18 Police Officer Clerk Transcriptionist Program Total 2.00 1.00 58.00 2.00 1.00 43.00 1.00 1.00 20.00 1.00 1.00 19.00 Training Police Lieutenant: Police Captain Police Lieutenant Police Sergeant: Assignments Police Officer: Assignments Police Officer Administrative Assistant Secretary Program Total 1.00 1.00 4.00 6.00 6.00 1.00 1.00 20.00 — 1.00 4.00 6.00 6.00 — 1.00 18.00 — 1.00 3.00 6.00 6.00 — 1.00 17.00 — 1.00 3.00 6.00 6.00 — 1.00 17.00 1,322.50 1,208.50 1,207.50 1,238.50 Department Total TUCSON WATER Director's Office Director Deputy Director Water Administrator Department Human Resources Manager Management Coordinator Lead Management Analyst Project Manager Management Assistant Risk Management Specialist Staff Assistant Management Analyst Water Conservation / Information Supervisor Water Plant Supervisor Water Program Supervisor Executive Assistant Water Public Information Officer Public Information Specialist Utility Service Representative Administrative Assistant Customer Service Representative Secretary Program Total 1.00 2.00 1.00 1.00 3.00 1.00 1.00 1.00 2.00 2.00 2.00 1.00 1.00 1.00 1.00 — 4.00 2.00 2.00 1.00 2.00 32.00 1.00 2.00 1.00 1.00 3.00 1.00 2.00 1.00 2.00 2.00 2.00 1.00 1.00 1.00 1.00 — 4.00 2.00 2.00 1.00 2.00 33.00 1.00 2.00 1.00 1.00 3.00 1.00 2.00 1.00 2.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 4.00 1.00 3.00 1.00 1.00 33.00 1.00 2.00 1.00 1.00 3.00 1.00 2.00 1.00 2.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 4.00 1.00 3.00 1.00 1.00 33.00 Business Services Water Administrator Finance Manager Management Coordinator Lead Financial Accountant Staff Assistant Administrative Assistant Program Total 1.00 — 1.00 2.00 6.00 2.00 12.00 1.00 — 1.00 2.00 6.00 2.00 12.00 1.00 1.00 1.00 1.00 5.00 2.00 11.00 1.00 1.00 1.00 1.00 5.00 2.00 11.00 D-137 POSITION RESOURCES Tucson Water (Continued) Customer Service Water Administrator Staff Assistant Water Operations Supervisor Engineering Associate Water Services Supervisor Lead Utility Service Worker Lead Water Meter Repairer Utility Account Supervisor Training and Customer Relations Specialist Utility Account Relations Specialist I Utility Account Relations Specialist II Utility Account Relations Specialist III Utility Service Representative Water Meter Repairer Administrative Assistant Meter Service Representative Utility Service Worker Customer Service Representative Senior Account Clerk Program Total Planning and Engineering Water Administrator Chief Hydrologist Civil Engineer Electrical Engineer Engineering Manager GIS Project Manager Inspection Supervisor Land Surveyor Lead Hydrologist Hydrologist Management Assistant Senior Engineering Associate GIS Data Analyst Geographic Information Systems (GIS) Engineering Associate Engineering Records and Information Engineering Support Section Supervisor Lead Construction Inspector Water Services Supervisor Construction Inspector GIS Technician Senior Engineering Technician Survey Crew Chief Engineering Technician Survey Instrument Technician Administrative Assistant Customer Service Representative D-138 Actual FY 15/16 Adopted FY 16/17 Estimated FY 16/17 Adopted FY 17/18 1.00 1.00 2.00 1.00 10.00 4.00 1.00 — 2.00 — — — 5.00 2.00 2.00 7.00 41.00 45.00 5.00 129.00 1.00 1.00 2.00 1.00 10.00 4.00 1.00 — 2.00 — — — 5.00 2.00 2.00 7.00 41.00 45.00 5.00 129.00 1.00 1.00 2.00 1.00 6.00 4.00 1.00 4.00 — 36.50 7.50 8.00 5.00 2.00 2.00 7.00 41.00 — 5.00 134.00 1.00 1.00 2.00 1.00 6.00 4.00 1.00 4.00 — 37.50 7.50 8.00 5.00 2.00 2.00 7.00 41.00 — 5.00 135.00 2.00 1.00 13.00 4.00 5.00 — 1.00 1.00 3.00 9.00 1.00 9.00 2.00 1.00 6.00 1.00 1.00 3.00 1.00 15.00 4.00 13.00 4.00 2.00 4.00 4.00 5.00 2.00 1.00 13.00 4.00 5.00 — 1.00 1.00 3.00 9.00 1.00 9.00 2.00 1.00 6.00 1.00 1.00 3.00 1.00 15.00 4.00 13.00 4.00 2.00 4.00 4.00 5.00 2.00 1.00 14.00 4.00 5.00 1.00 1.00 1.00 3.00 7.00 1.00 9.00 4.00 1.00 7.00 1.00 1.00 3.00 1.00 15.00 4.00 11.00 4.00 3.00 4.00 4.00 5.00 2.00 1.00 13.00 4.00 5.00 — 1.00 1.00 3.00 8.00 1.00 9.00 3.00 1.00 7.00 1.00 1.00 3.00 1.00 15.00 4.00 12.00 4.00 2.00 4.00 4.00 5.00 POSITION RESOURCES Tucson Water (Continued) Actual FY 15/16 Adopted FY 16/17 Estimated FY 16/17 Adopted FY 17/18 Secretary Survey Technician Technological Intern Program Total 2.00 1.00 2.00 120.00 2.00 1.00 2.00 120.00 2.00 — 2.00 121.00 2.00 1.00 2.00 120.00 Water Maintenance Water Administrator Water Control Systems Manager Water Operations Superintendent Inspection Supervisor Water Program Superintendent Water Control Systems Engineer Assistant Water Operations Superintendent Management Assistant Fleet Services Supervisor Safety Specialist Planner Scheduler Corrosion Control Supervisor Electrician Supervisor Water Operations Supervisor Electrician Electronics Technician Senior Heavy Equipment Mechanic Water Parts Supervisor Cable Tool Driller Corrosion Control Technician Cross Connection Control Specialist Lead Well Maintenance Mechanic Office Supervisor Pest Control Specialist Welder Equipment Operation Specialist Maintenance Mechanic Senior Utility Service Worker Utility Technician Water Service Locator Well Maintenance Mechanic Administrative Assistant Water Parts Specialist Customer Service Representative Secretary Senior Account Clerk Senior Fleet Technician Water Communications Operator Program Total 1.00 1.00 3.00 1.00 1.00 3.00 2.00 2.00 1.00 1.00 5.00 1.00 1.00 13.00 6.00 4.00 5.00 1.00 1.00 2.00 5.00 5.00 1.00 2.00 2.00 16.00 2.00 3.00 66.00 11.00 5.00 5.00 6.00 1.00 1.00 3.00 1.00 4.00 194.00 1.00 1.00 3.00 1.00 1.00 3.00 2.00 2.00 1.00 1.00 5.00 1.00 1.00 13.00 6.00 4.00 5.00 1.00 1.00 2.00 5.00 5.00 1.00 2.00 2.00 16.00 2.00 3.00 66.00 11.00 5.00 5.00 6.00 1.00 1.00 3.00 1.00 4.00 194.00 1.00 1.00 4.00 1.00 1.00 3.00 2.00 2.00 1.00 1.00 5.00 1.00 1.00 14.00 6.00 4.00 5.00 1.00 1.00 2.00 5.00 5.00 1.00 2.00 2.00 16.00 2.00 2.00 66.00 11.00 5.00 5.00 6.00 1.00 1.00 3.00 1.00 4.00 195.00 1.00 1.00 3.00 1.00 1.00 3.00 2.00 2.00 1.00 1.00 5.00 1.00 1.00 13.00 6.00 4.00 5.00 1.00 1.00 2.00 5.00 5.00 1.00 2.00 2.00 16.00 2.00 3.00 66.00 11.00 5.00 5.00 6.00 1.00 1.00 3.00 1.00 4.00 194.00 D-139 POSITION RESOURCES Tucson Water (Continued) Water Quality and Operations Water Administrator Water Operations Superintendent Water Quality Laboratory Supervisor Water Control Systems Engineer Chemist Supervisor Environmental Scientist Management Assistant Chemist Information Technology Analyst Systems Analyst Planner Scheduler Water Plant Supervisor Water Program Supervisor Water Services Supervisor Disinfection Technician Lead Maintenance Mechanic Water Quality Analyst Water System Operator Water Treatment Plant Operator Administrative Assistant Senior Account Clerk Program Total Department Total Actual FY 15/16 Adopted FY 16/17 Estimated FY 16/17 Adopted FY 17/18 1.00 2.00 1.00 0.50 4.00 3.00 1.00 8.00 2.00 1.00 1.00 3.00 1.00 1.00 3.00 3.00 4.00 17.00 4.00 1.00 1.00 62.50 1.00 2.00 1.00 0.50 4.00 3.00 1.00 8.00 2.00 1.00 1.00 3.00 1.00 1.00 3.00 3.00 3.00 17.00 4.00 1.00 1.00 61.50 1.00 2.00 1.00 0.50 4.00 3.00 1.00 8.00 2.00 1.00 1.00 3.00 1.00 1.00 5.00 1.00 3.00 17.00 4.00 1.00 1.00 61.50 1.00 2.00 1.00 0.50 4.00 3.00 1.00 8.00 2.00 1.00 1.00 3.00 1.00 1.00 4.00 2.00 3.00 17.00 4.00 1.00 1.00 61.50 549.50 549.50 555.50 554.50 — 1.00 1.00 — 1.00 1.00 4.00 — 1.00 1.00 — 1.00 1.00 4.00 1.00 — — 1.00 1.00 1.00 4.00 1.00 — — 1.00 1.00 1.00 4.00 4.00 4.00 4.00 4.00 PENSION SERVICES Administration Pension Administrator HR Manager Lead Management Analyst Lead Pension Analyst Management Analyst Administrative Assistant Program Total Department Total D-140 DEPARTMENTAL PERFORMANCE MEASURES CITY ATTORNEY'S OFFICE Actual FY 15/16 Goal: Adopted Estimated Adopted FY 16/17 FY 16/17 FY 17/18 The Economic Environment An economy that supports existing business and attracts new businesses to increase employment opportunities, raise income levels, expand the tax base, and generate public and private investment leading to a high quality of life for the community. Objective: Recognize that government plays an instrumental role in creating a business supportive climate through investment in public infrastructure and services, through its regulations and policies, and in building publicprivate partnerships. Monitor and respond to requests from the Mayor and Council, the City Manager, and City departments for legal advice and representation. · Number of responses to requests for legal opinions and advise on operational issues · Legal review of contracts and inter-governmental agreements · Legal review of Mayor and Council Agenda items Control litigation of all active civil cases involving the City during the year. · Actively defend litigation cases against the City · Number of cases handled by outside counsel 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 D-141 10,086 10,500 7,594 8,840 436 400 425 425 683 720 720 720 161 94 135 N/A 145 80 150 80 69 35 50 50 99% 90% 90% 93% PERFORMANCE MEASURES CITY CLERK Actual FY 15/16 Goal: Adopted Estimated Adopted FY 16/17 FY 16/17 FY 17/18 The Social Environment Timely, accessible, and inclusive processes to actively engage a diverse community in City policy, program, and project planning. Objective: Provide the public with regular communication and sufficient information regarding policy, program, and project planning and decision-making process. Provide full support, prepare agendas, addenda, administrative action reports and minutes for Study Session and regular Mayor and Council meetings. Post agendas, reports and minutes to staff and the public on the City of Tucson, City Clerk web site. · Number of meetings supported and attended · Number of Mayor and Council agenda items processed Provide limited support, prepare agendas, legal action reports and minutes for major boards, committees, and commissions (BCC) programs. Post agendas, reports and minutes to staff and the public on the City of Tucson, City Clerk, BCC web site. 50 750 50 750 86 838 95 965 1,155 1,150 1,104 1,120 138 140 79 80 165 45 160 50 233 43 235 45 5,000 N/A N/A N/A N/A N/A 5,000 N/A N/A N/A N/A N/A 4,270 852 200 131 609 6,062 4,400 855 200 150 650 6,255 Provide support for liquor license applications; includes provision for public notices, coordination of staff recommendations and posting requirements. · Number of new person and location transfer applications processed · Number of special event applications processed · Number of extension of premise applications processed Process and file official City documents such as ordinances, resolutions, contracts and Mayor and Council minutes received as public record in accordance with City and state law. · Official documents placed in public record · Claims/Lawsuits filed · Public Record Requests processed · Contracts processed and filed applications processed · Documents recorded Scan and upload official City documents into the electronic document management system for access by City departments. Objective: Provide orientation and ongoing training for members of City boards, commissions, and committees to enable them to better serve the public. Maintain BCC appointments including the coordination of loyalty oaths and member handbook. D-142 355 300 233 300 PERFORMANCE MEASURES City Clerk (Continued) Goal: Actual FY 15/16 Adopted Estimated Adopted FY 16/17 FY 16/17 FY 17/18 The Social Environment (Continued) An educated citizenry. Objective: Emphasize interactive participation methods that solicit input from the public and provide feedback to the public on input received and how it was used. Administer City elections in accordance with legal requirements and established policies and procedures to encourage maximum voter participation. · Design, compile, assemble and mail all ballots for vote-by-mail City elections 250,000 N/A 253,000 367,430 · Number of sample ballots/election information pamphlets compiled, printed and mailed to each voter household prior to each election 290,000 N/A 160,000 266,000 D-143 PERFORMANCE MEASURES CITY COURT Actual FY 15/16 Goal: Adopted Estimated Adopted FY 16/17 FY 16/17 FY 17/18 The Social Environment A safe community and secure neighborhoods. Objective: Clearance rate: Measures new filings of charges against charges disposed within a specific time period. Indicates whether caseload is expanding or contracting. Goal is 100% clearance rate. Criminal Charge Clearance Rate 1 Civil Charge Clearance Rate 1 184% 111% 100% 100% 184% 126% 98% 98% Objective: Cost Per Charge: Measures the cost of processing a single violation (charge) by charge type. The court has a responsibility to use resources effectively to deliver desired outcomes such as access to the court, fairness, impartiality, and timeliness in case processing. This performance measure assists in gauging that effectiveness over time. Goal is to keep costs within 5% of prior year costs (dependent on external factors). Cost Per Criminal Charge Cost Per Civil Charge 2 Goal: $ $ 71 22 $ $ 70 20 $ $ 69 34 $ $ 72 23 A safe community and secure neighborhoods Objective: Wait times to access court services: Goal is an average wait time in customer service lobby of 15 minutes or less, dependent upon staffing levels and an average wait time of no more than 10 minutes on customer service phone line. Customer Service Lobby Wait Time 14:00 15:00 9:00 15:00 Customer Service Phone Wait Time 14:00 10:00 7:30 10:00 1 Clearance rates are high due to cases being disposed as part of data cleanup for transition to new case management system. 2 Cost increase was due to decreased civil filings. Judicial officers and staff were reduced at time of reappointment in Fiscal Year 2017 to compensate for reduction in civil filings. D-144 PERFORMANCE MEASURES CITY MANAGER Actual FY 15/16 Goal: Adopted Estimated Adopted FY 16/17 FY 16/17 FY 17/18 The Built Environment An urban form that conserves natural resources, improves and builds on existing public infrastructure and facilities, and provides an interconnected multi-modal transportation system to enhance the mobility of people Objective: Integrate land use, transportation, and urban design to achieve an urban form that supports more effective use of resources, mobility options, more aesthetically-pleasing and active public spaces, and sensitivity to Number of rezoning cases. Number of special exception land use cases. Number of annexations completed. Goal: 24 14 4 26 16 5 15 10 4 26 16 4 The Economic Environment An economy that supports existing businesses and attracts new businesses to increase employment opportunities, raise income levels, expand the tax base, and generate public and private investment leading to a high quality of life for the community. Objective: Continue to develop and implement local strategies, services, and incentives to enhance Tucson’s business climate. Number of new jobs created through economic development efforts. Number of new development economic incentives awarded. 1,310 500 3,191 650 5 5 7 5 Objective: Coordinate consistent and integrated policy, program, and project planning across City departments. Provide administrative support and audit assistance to the Mayor and Council's Independent Audit and Performance Commission regular and subcommittee meetings. Conduct internal audit and other projects as requested by management. Goal: 16 25 18 20 20 23 20 20 The Social Environment Timely, accessible, and inclusive processes to actively engage a diverse community in City policy, program, and project planning. Objective: Provide the public with regular communication and sufficient information regarding policy, program, and project planning and decision-making via multiple methods. Number of social media views, follows and likes. Respond to media requests and inquiries. Goal: 230,000 630 165,000 575 250,000 625 250,000 625 A safe community and secure neighborhoods. Objective: Identify, implement, and maintain standards for high quality, efficient, and cost effective law enforcement services. Process, monitor, and audit external complaints of 494 800 700 700 police misconduct filed by citizens. D-145 PERFORMANCE MEASURES ENVIRONMENTAL and GENERAL SERVICES Actual FY 15/16 Goal: Adopted Estimated Adopted FY 16/17 FY 16/17 FY 17/18 The Built Environment Well-maintained public facilities and Infrastructure that support coordinated cost-effective service delivery for current and future residents. Objective: Evaluate brownfield sites, closed public facilities, and underutilized land as opportunities for redevelopment and revitalization, using a multidisciplinary approach to attract new assets and strengthen existing surrounding assets, including neighborhoods, businesses, and historic and cultural resources. Brownfields Assessments and Cleanups. · Phase I Environmental Site Assessments (Historic 12 60 35 30 property use investigation) · Phase II Environmental Site Assessments (Sampling 21 75 30 25 or contaminant investigation) Objective: Invest in highest priority needs to manage and maintain public infrastructure and facilities that are fundamental to economic development and to sustaining and enhancing living conditions in the community. Work toward more timely completion of facilities maintenance related work orders. · Total number of work orders completed · Average days to complete work orders Provide the Environmental Services Department with 100% of its daily collection equipment needs for sideloaders and front-end loaders. · 45 side loaders daily · 12 front-end loaders daily 31,146 17 N/A N/A 100% 92% 33,000 15 100% 100% 33,000 14 100% 98% 100% 100% Objective: Expand the use of state of the art, cost effective technologies and services for public infrastructure and facilities. Reduce the average costs associated with the permitting $ and inspecting of repair/ replacement building component projects by utilizing the Registered Plant Program (annual permit) concept. Goal: 135 $ 175 $ 175 $ 175 The Economic Environment A sustained increase in household income and wages, and a sustained reduction in the poverty rate, especially for Tucson's children, seniors, and disable residents. Objective: Contribute to workforce stability and advancement through support of ancillary services, such as transportation, childcare, nutrition, and health care. Low Income Program participants (monthly average). Goal: 3,600 3,400 3,600 3,600 A community whose vibrant economy and quality of life benefits residents and attracts visitors. Objective: Recognize the importance of well-maintained and attractive roadways and gateways in establishing an initial impression for visitors and generating pride among residents. Collection of Solid Waste. · Residential customers · Residential refuse tons collected · Commercial customers · Commercial refuse tons collected · Roll-offs provided for community cleanups D-146 131,700 146,780 3,400 68,712 335 132,500 148,000 3,500 67,500 425 133,000 153,000 3,400 67,000 350 133,400 157,000 3,300 66,500 400 PERFORMANCE MEASURES Environmental and General Services (Continued) Goal: Actual FY 15/16 Adopted Estimated Adopted FY 16/17 FY 16/17 FY 17/18 The Natural Environment A secure, high quality, reliable, long-term supply of water for humans and the natural environment. Objective: Protect groundwater, surface water, and stormwater from contamination. Goal: Groundwater Protection - Provide groundwater and soil vapor remediation, sampling and assessment to protect the drinking water aquifer and nearby residents. · Number of landfill gas monitoring wells sampled by 503 503 Environmental Services (ES) staff (quarterly) · Average number of groundwater wells sampled by ES 306 306 staff (annually) · Number of sites under active groundwater 2 2 remediation · Number of sites with active landfill gas extraction 5 5 systems A reduction in the community's carbon footprint, and greater energy independence. 503 506 306 306 2 1 5 5 Objective: Promote recycling as well as the responsible disposal of electronics and hazardous waste, and reduce other environmentally-damaging forms of waste. Recycling. · Tons recycled at a local facility · Tons of metal scrapped · Metric tons of Carbon reduced Tons of food waste collected. Goal: 31,743 156 94,740 38,000 130 113,365 32,000 175 95,560 32,000 175 95,560 581 750 767 775 A reduction in the community's carbon footprint, and greater energy independence. Objective: Promote recycling as well as the responsible disposal of electronics and hazardous waste, and reduce other environmentally-damaging forms of waste. Household Hazardous Waste Program. · Residents served · Businesses served · Total tons collected Goal: 10,012 157 600 10,000 160 350 11,000 150 600 12,000 150 600 580,000 200,000 590,000 200,000 605,000 205,000 A comfortable, attractive, and pollution-free environment. Objective: Assess and address the impact of governmental actions on air quality. Provide safe and environmentally secure disposal of refuse at Los Reales Landfill. · Tons disposed · Number of loads Goal: 575,468 194,246 A reduction in the community's carbon footprint, and greater energy independence. Objective: Encourage new and existing City infrastructure, facilities, and operations to use best energy efficiency technologies and energy conservation practices and strive for net zero energy facilities. Provide green energy from renewable landfill gas resources and reduce greenhouse gas emissions. Landfill gas diverted to Tucson Electric Power for generation (million cubic feet). D-147 603 731 620 635 PERFORMANCE MEASURES Environmental and General Services (Continued) Goal: Actual FY 15/16 Adopted Estimated Adopted FY 16/17 FY 16/17 FY 17/18 The Social Environment A safe community and secure neighborhoods. Objective: Prioritize property maintenance and order as a preventive measure against crime and disorder. Work toward more timely resolution of code violations. Goal: 9,178 N/A1 9,000 10,000 An educated citizenry. Objective: Provide the public with regular communication and sufficient information regarding policy, program, and decision-making via multiple methods. Enhance the customer's average time to access the department by monitoring the phone system to ensure quality customer service. (seconds) 1 Code Enforcement moved to Environmental Services in Fiscal Year 2016/17. D-148 30 18 95 150 PERFORMANCE MEASURES FINANCE DEPARTMENT Actual FY 15/16 Goal: Adopted Estimated Adopted FY 16/17 FY 16/17 FY 17/18 The Built Environment Well-maintained public facilities and infrastructure that support coordinated cost-effective service delivery for current and future residents. Objective: Continue to expand and diversify funding mechanisms for the repair, upgrade, maintenance, and service expansion, of public infrastructure and facilities. Recover unpaid taxes identified in audits and collect delinquent taxes ($000s). Issue new licenses and bill accounts. · New licenses issued · Accounts billed Goal: $ 7,113 $ 5,663 95,726 6,686 $ 5,000 90,900 4,773 $ 5,024 100,691 3,965 5,000 96,000 The Economic Environment An economy that supports existing business and attracts new businesses to increase employment opportunities, raise income levels, expand the tax base, and generate public and private investment leading to a high quality of life for the community. Objective: Recognize that government plays an instrumental role in creating a business supportive climate through investment in public infrastructure and services, through its regulations and policies, and in building publicprivate partnerships. 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 · Collect business privilege tax and license fees ($000s) Pay vendor invoices. · By check · By electronic funds transfer Goal: 1,482,262 0.85 1,470 0.85 1,475,000 0.9 1,475,000 0.95 0.85 0.85 0.85 — $ 233,104 $ 236,775 $ 252,848 $ 274,469 23,091 38,719 24,000 47,000 21,500 45,000 20,000 47,000 The Social Environment Timely, accessible, and inclusive processes to actively engage a diverse community in City policy, program, and project planning. Objective: Provide the public with regular communication and sufficient information regarding policy, program, and project planning and decision-making via multiple methods. Prepare quarterly reports on projected year-end expenditure and revenue balances and position vacancies for management and city departments so they can make informed fiscal decisions. Produce Comprehensive Annual Financial Report. Produce monthly financial statements within two weeks of month close. D-149 N/A 3 3 3 N/A N/A N/A N/A N/A N/A 1 10 PERFORMANCE MEASURES HOUSING and COMMUNITY DEVEOPMENT Actual FY 15/16 Goal: Adopted Estimated Adopted FY 16/17 FY 16/17 FY 17/18 The Economic Environment A sustained increase in household income and wages, and a sustained reduction in the poverty rate, especially for Tucson's children, seniors, and disabled residents. Objective: Contribute to workforce stability and advancement through support of ancillary services, such as transportation, childcare, nutrition and health care. Human services contracts are agreements the City makes with community agencies to provide assistance in the following areas: employment, crime prevention, child care, health, drug abuse, education, energy conservation, welfare, and recreation needs. · General Fund ($000) · Community Development Block Grant ($000) · Federal Housing Opportunities for People with AIDS ($000) · Emergency Solutions Grant ($000) · Continuum of Care Program ($000) Goal: $ $ $ 1,465 759 472 $ $ $ 1,465 767 452 $ $ $ 1,465 755 457 $ $ $ 1,465 755 457 $ $ 520 2,089 $ $ 455 2,215 $ $ 461 2,296 $ $ 461 2,296 The Social Environment A mix of well-maintained, energy efficient housing options with multi-modal access to basic goods and services, recognizing the important role of homeownership to neighborhood stability. Objective: Focus public and private investment on documented housing needs and priorities considering long-term housing supply and demand. Objective: Promote safe, decent, and affordable housing and neighborhoods that support aging in place. Provide housing units (single and multi-family homes) that are either newly built structures purchased by the City, where the cost to own or rent is set below market rates, or structures purchased by low income persons using downpayment assistance from the City using federal HOME and Community Development Block Grant dollars. · Single Family Units · Number of units · Dollar value ($000s) · Multi-Family Homes · Number of units · Dollar value ($000s) $ 105 645 $ 50 600 $ 50 600 $ 50 600 $ 24 2,005 $ 33 3,000 $ 41 4,000 $ 41 4,000 $ 230 910 $ 84 836 $ 110 1,495 Objective: Improve housing conditions in aging and historic neighborhoods. Rehabilitate homes for low income persons using federal funds. Rehabilitation can include heating and cooling upgrades, plumbing, electrical, and structural improvements, or other badly needed improvements. · Number of units · Dollar value ($000s) $ D-150 163 1,619 PERFORMANCE MEASURES Housing and Community Development (Continued) Actual FY 15/16 Adopted Estimated Adopted FY 16/17 FY 16/17 FY 17/18 The Social Environment (Continued) Objective: Address the housing needs of the most vulnerable populations in the community, including those at risk of homelessness. Occupancy rate of the City's Public Housing Program. 96% 98% 98% 98% Provide market rental homes subsidized with federal funds by the City's Public Housing Authority. · Number of unit months leased 63,522 62,566 60,651 63,612 · Percentage of annual unit months allocation 99% 98% 95% 93% · Housing assistance payments ($000) $ 32,238 $ 34,563 $ 33,455 $ 32,494 Meet or exceed the Department of Housing and Urban Development, Section 8 Management Assessment Program (SEMAP) target rate of 90%. (Annual performance scores). · Tucson · Pima County D-151 95% 95% 93% 93% 93% 93% 93% 93% PERFORMANCE MEASURES HUMAN RESOURCES Actual FY 15/16 Goal: Adopted Estimated Adopted FY 16/17 FY 16/17 FY 17/18 The Economic Environment The City strives for a local job market that provides opportunities for all Tucsonans to meet their basic needs and pursue career advancement, matched with a well-educated, well-qualified workforce that is able to meet the dynamic needs of businesses and employers. Objective: Recognize and enhance the three interrelated building blocks of a strong economy: a high quality of life and vibrant urban environment, a skilled and talented workforce, and a diversified, high-wage job market. Support quality staffing by managing the employee selection process. · Process applications for City positions · Vacancies posted · Candidates selected · Number of new hire, supervisory, managerial and tech training class completions · Number of course credits reimbursed through Tuition Reimbursement · Number of Personnel Action Request Forms (PARFs) processed · Number of Insurance Enrollments and Related Benefits Transactions (other than PARFs) · Number of Family Medical Leave (FML) and other leave requests processed (other than PARFs) Goal: 16,824 273 185 744 13,000 125 175 3,000 12,800 120 160 810 13,000 125 175 1,250 560 750 680 800 5,318 4,930 3,932 4,000 N/A 2,797 8,000 8,000 341 800 2,100 2,100 1,200 1,200 The Social Environment A community that is healthy physically, mentally, economically, and environmentally. Objective: Continue to provide and support workforce wellness programs. Support employee health by offering wellness programs. Number of participants: D-152 1,168 N/A PERFORMANCE MEASURES INFORMATION TECHNOLOGY Actual FY 15/16 Goal: Adopted Estimated Adopted FY 16/17 FY 16/17 FY 17/18 The Built Environment Strategic public and private investments for long-term economic, social, and environmental sustainability. Objective: Prioritize major public infrastructure investments in developed areas and for improvements of the existing infrastructure. Increase the leverage of IT investments. · Percent of computers with supported operating systems and browsers · Percent of virtualized servers · Number of virtualized desktops/laptops · Average customer satisfaction score (based on surveys, 5 is highest) Goal: 95% 96% 98% 98% N/A N/A N/A N/A N/A N/A 85% 600 4.5 90% 1,000 4.7 The Economic Environment An economy that supports existing businesses and attracts new businesses to increase employment opportunities, raise income levels, expand the tax base, and generate public and private investment leading to a high quality of life for the community. Objective: Recognize that government plays an instrumental role in creating a business supportive climate through investment in public infrastructure and services, through its regulations and policies, and in building publicprivate partnerships. Ensure that supported applications are available to internal customers during scheduled business hours, and to the public on a highly available basis. · Number of service interruptions · Percentage of production hardware on a maintenance contract · Percentage of server uptime Protect and secure all City data and systems. · Number of incidents for computers infected with a virus1 · Number of blocked network attacks (connections in billions) 1 282 98% 300 98% 150 98% 120 98% N/A N/A 0.98 0.99 240 240 285 N/A This also includes virus definitions out of date and not necessarily infected. D-153 400 N/A 10.0 11.0 PERFORMANCE MEASURES PARKS and RECREATION Actual FY 15/16 Goal: Adopted FY 16/17 Estimated FY 16/17 Adopted FY 17/18 The Economic Environment A community whose vibrant economy and quality of life benefits residents and attracts visitors. Support and promote tourism in Southern Arizona as a major economic driver that benefits a variety of Objective: business sectors throughout the community. Attract visitors to Reid Park Zoo promoting education and preservation programs and a safe fun experience. · Total number of admissions 519,829 572,500 525,000 525,000 · Total revenues collected $ 2,046,495 $ 2,154,120 $ 2,107,000 $ 2,108,000 Goal: The Natural Environment A comfortable, attractive, and pollution-free environment. Expand and maintain a healthy, drought-tolerant, low-water use tree canopy and urban forest to provide Objective: ecosystem services, mitigate the urban heat island, and improve the attractiveness of neighborhoods and the city as a whole. Provide safe, clean, and well maintained parks, athletic fields, and special places. Maintain the number of park facility rentals. · Pass holders · Drop-ins Goal: 161 135 145 150 43,949 587,970 47,200 655,500 46,593 623,340 47,200 655,500 The Social Environment A community that is healthy physically, mentally, economically, and environmentally. Objective: Ensure a range of recreational opportunities from passive to active. Provide age-appropriate leisure activities to increase socialization, wellness, arts, aquatics, and environmental benefits. · Courses offered 2,155 2,150 1,950 2,150 · Courses completed 1,794 1,850 1,625 1,850 · Courses registration 19,812 19,541 19,421 20,084 · Courses revenues $ 1,447,070 $ 1,466,910 $ 1,418,530 $ 1,466,910 Objective: Foster the integration of different generations and abilities through shared activities and facilities. Provide, operate, and maintain recreation center facilities for various programs and activities. · Pass holders · Drop-ins · Revenues (excludes rentals) $ · Facilities rentals · Facilities rentals revenue $ D-154 8,535 139,308 500,140 $ 1,429 108,830 $ 8,250 152,697 540,670 $ 1,550 106,000 $ 8,375 142,790 512,640 $ 1,375 104,750 $ 8,250 152,700 540,670 1,550 106,000 PERFORMANCE MEASURES PLANNING and DEVELOPMENT SERVICES Actual FY 15/16 Goal: Adopted Estimated FY 16/17 FY 16/17 Adopted FY 17/18 The Built Environment Strategic public and private investments for long-term economic, social, and environmental sustainability. Objective: Ensure urban design that is sensitive to the surrounding scale and intensities of existing development, integrates alternative transportation choices, creates safe gathering places, and fosters social interaction, provides multi-modal connections between and within building blocks, includes ample, usable public space and green infrastructure, and takes into account prominent viewsheds. Provide timely and impartial plans reviews while protecting the public health and welfare. 9,050 8,700 9,000 9,000 3,057 83 6,322 547 3,010 120 6,500 380 3,050 84 6,700 650 3,200 100 7,035 700 42,304 32,401 2,476 33,000 42,200 2,700 37,000 32,000 2,500 39,900 33,500 2,000 Coordinate and review all submitted sub-division plats and development packages. 333 250 350 360 Issue all sign permits. 738 910 910 920 34,310 29,800 32,000 33,600 231 200 216 226 Issue commercial and residential building permits. · Total number of commercial permits · Number of new commercial permits · Total number of residential permits · Number of new residential permits Perform inspections of new construction, remodels, and additions. · Number of commercial inspections · Number of residential inspections · Number of sign inspections Provide assistance to walk-in customers. · Number of records and permit counter customers assisted · Number of certificates of occupancy issued for existing buildings Goal: A community that respects and integrates historic resources into the built environment and uses them for the advancement of multiple community goals. Objective: Evaluate the benefits of new development relative to historic preservation in land use decisions. Conduct historic reviews and formal consultations.1 · Number of Historic Preservation Zone and rezoning cases reviewed · Number of architectural documentations reviewed · Number of formal consultations with the State Historic Preservation Office and federal agencies D-155 123 170 204 238 53 33 60 50 65 54 70 58 PERFORMANCE MEASURES Planning and Development Services (Continued) Goal: Actual FY 15/16 Adopted Estimated FY 16/17 FY 16/17 Adopted FY 17/18 The Social Environment (Continued) Timely, accessible, and inclusive processes to actively engage a diverse community in City policy, program, and project planning. Objective: Coordinate consistent and integrated policy, program, and project planning across City departments. Implement Plan Tucson.1 · Number of new actions initiated to implement Plan Tucson goals and policies · Number of plans, policies, and regulations established or updated 6 12 4 — 5 7 8 6 Objective: Facilitate opportunities for neighborhood representatives, business organizations, not-for-profit organizations and agencies, and other stakeholders to meet regularly with and obtain information from City staff on City initiatives and activities. Conduct inclusive and effective community planning processes.1 Staff PDS citizen advisory committees.1 1 22 41 33 29 150 164 169 165 Office of Integrated Planning merged into Planning and Development Services in Fiscal Year 2016/17. D-156 PERFORMANCE MEASURES PROCUREMENT Actual FY 15/16 Goal: Adopted FY 16/17 Estimated FY 16/17 Adopted FY 17/18 The Built Environment Well-maintained public facilities and infrastructure that support coordinated cost-effective service delivery for current and future residents. Objective: Invest in highest priority needs to manage and maintain public infrastructure and facilities that are fundamental to economic development and to sustaining and enhancing living conditions in the community. Ensure professional best practices, to comply with all city, state and federal regulations, and to provide value-added procurement services. · Negotiate added value in at least 20% of the 26% 20% 27% 20% total number of eligible contracts over the City's formal bid threshold. · Ensure that a minimum of 25% of commodity 88% 25% 41% 25% and services expenditures are through annual requirements contracts to realize the most favorable price and terms. · Generate revenue by expanding the National $1,457,668 $1,000,000 $1,400,000 $1,250,000 Cooperative Procurement and pCard Programs. Goal: The Economic Environment A local job market that provides opportunities for all Tucsonans to meet their basic needs and pursue career advancement, matched with a well-educated, well-qualified workforce that is able to meet the dynamic needs of businesses and employers. Objective: Recognize and enhance the three interrelated building blocks of a strong economy: a high quality of life and vibrant urban environment; a skilled and talented workforce; and a diversified, high-wage job market. Achieve a minimum level of 50% professional certification for staff. Goal: 62% 60% 57% 50% An economy that supports existing businesses and attracts new businesses to increase employment opportunities, raise income levels, expand the tax base, and generate public and private investment leading to a high quality of life for the community. Objective: Promote and support local, minority-owned, independent, and small business involved in the sale and purchase of locally produced goods and services. Develop strong partnerships with the business and contracting communities. · Participate in a minimum of four outreach events for the local business and contracting communities. · Provide Small Business Enterprise and Disadvantaged Business Enterprise certification. · Increase Small Business Enterprise and Disadvantaged Business Enterprise certification by 5%. D-157 4 4 5 4 224 225 225 — N/A N/A N/A 5% PERFORMANCE MEASURES OFFICE of the PUBLIC DEFENDER Actual FY 15/16 Goal: Objective: Adopted Estimated Adopted FY 16/17 FY 16/17 FY 17/18 The Social Environment To provide quality, diligent, and ethical representation of indigent defendants entitled to appointed counsel in Tucson City Court and to protect and defend the rights guaranteed us by the United States and Arizona Constitutions. Defend all due process rights of clients and continue to provide cost-effective legal representation in a manner that reduces recidivism and incarceration by pursuing alternative dispositions. Provide representation in a cost-effective manner. · Average cost per docket/case $ · Recidivism · Approximate number of dockets/cases closed · Approximate number of defendants seen at video that are represented by the Public Defender's Office D-158 235 $ 5,227 12,030 1,510 210 $ 6,150 13,800 1,700 235 $ 5,200 12,000 1,500 235 5,200 12,000 1,500 PERFORMANCE MEASURES TRANSPORTATION Actual FY 15/16 Goal: Adopted Estimated Adopted FY 16/17 FY 16/17 FY 17/18 The Built Environment Well-maintained public facilities and infrastructure that support coordinated cost-effective service delivery for current and future residents. Objective: Prioritize major public infrastructure investments in developed areas and for improvements of the existing infrastructure. Provide regional fixed-route bus service. · Number of regional fixed-routes · Number of regional express routes · Number of buses · Number of annual passenger trips (000s) · Annual passenger revenue ($000s) · Total miles (000s) · Cost per mile · Revenue per mile 30 13 252 15,744 $ 9,255 8,550 $ 7.47 $ 0.94 Resolve parking garage maintenance issues within two days of request for service. Provide Streetcar routes connecting neighborhoods, schools, entertainment, culture, shopping, dining, sports and more. · Number of Streetcars · Number of miles traveled by the streetcars annually · Number of annual scheduled streetcar stops Goal: 90% 8 193,860 821,116 30 13 252 18,846 $ 10,984 9,495 $ 6.24 $ 1.16 90% 8 194,477 774,543 29 12 252 16,787 $ 10,209 9,537 $ 6.24 $ 1.10 92% 8 200,247 780,963 29 12 252 16,787 $ 10,209 9,537 $ 6.24 $ 1.10 92% 8 200,247 780,963 Strategic public and private investments for long-term economic, social, and environmental sustainability. Objective: Pursue all feasible and allowable funding mechanisms to ensure new development pays its fair share of the cost of growth, and that this funding results in a beneficial use to the development. Maintain a fare box recovery ratio that is above the national average of 18% for cities with a population of 200,000 - 1 million and strive for a target ratio of 25%. Goal: 17% 19% 17% 18% The Economic Environment A reputation as a national leader in the development and use of locally renewable energy technologies, water conservation, waste diversion and recovery, and other emerging environmentally-sensitive industries. Objective: Encourage new and existing City infrastructure, facilities, and operations to use best energy efficient technologies and energy conservation practices and strive for net zero energy facilities. Coordinate and manage property acquisitions, including rights-of-way, for Tucson Water, Parks and Recreation, Transportation, and the Regional Transportation Authority. D-159 60 45 39 60 PERFORMANCE MEASURES Transportation (Continued) Goal: Actual FY 15/16 Adopted Estimated Adopted FY 16/17 FY 16/17 FY 17/18 The Natural Environment A reputation as a national leader in the development and use of locally renewable energy technologies, water conservation, waste diversion and recovery, and other emerging environmentally-sensitive industries. Objective: Encourage new and existing City infrastructure, facilities, and operations to use best energy efficient technologies and energy conservation practices and strive for net zero energy facilities. Design and construct capital improvement projects. Maintain collector and arterial streets, traffic signals, and street lights. Roadway conditions are based on the Pavement Condition Index (PCI) set by the Army Corps of Engineers or the Pavement Surface Evaluation and Rating (PASER) system developed at the University of Wisconsin. · Percent of major city streets meeting a good or better condition rating · Number of traffic signal trouble calls · Number of streetlight trouble calls 48 63 63 53% 58% 49% 49% 1,766 3,386 — 60% 2,174 3,360 — 71% 3,141 2,748 — 71% 135 611 4,927 139 757 4,626 139 757 4,626 2,174 3,360 Cost recovery in the residential parking program. Goal: 43 71% The Social Environment A safe community and secure neighborhoods. Objective: Continue to provide and support workforce wellness programs. Provide paratransit services to persons with disabilities who cannot use Sun Tran. · Number of vans · Number of scheduled passenger trips (000s) · Miles of service provided (000s) D-160 139 777 4,597 PERFORMANCE MEASURES TUCSON CITY GOLF Actual FY 15/16 Goal: Adopted Estimated Adopted FY 16/17 FY 16/17 FY 17/18 The Economic Environment A community whose vibrant economy and quality of life benefits residents and attracts visitors. Objective: Enhance the community attributes that are mutually beneficial to the business climate and quality of life for residents, including a safe environment, recreational opportunities, multi-modal transportation, a vibrant downtown, distinctive neighborhoods, excellent education, primary and secondary employment opportunities, and arts and entertainment venues. Objective: Support and promote tourism is Southern Arizona as a major economic driver that benefits a variety of business sectors throughout the community. Objective: Promote Tucson as a premier healthy lifestyle, outdoor, and recreation destination for cycling, hiking, bird watching, astronomy, nature, desert ecology, golf, spas, wellness, and healthcare. Objective: Invest in the maintenance and expansion of sports and recreational facilities, venues, and events to serve local demand and promote sports tourism. Objective: Retain, enhance and expand the annual Gem, Mineral, and Fossil Show and make Tucson a year-round gem and mineral destination. Objective: Enhance civic and convention facilities, outdoor spaces, and venues making them reflective of Tucson's cultural heritage and desert environment, in order to draw visitors to the area and serve the local community with year-round indoor and outdoor arts, culture, and sports programming. Support and strengthen the emerging independent music and performing arts community. · Number of social media followers Facebook 1,532 1,750 1,650 Twitter 287 400 350 Instagram 596 900 750 2,000 500 1,500 · Number of app downloads1 El Rio Fred Enke Randolph/Dell Urich Silverbell 800 500 1,200 600 1 Goal: 517 361 917 553 800 500 1,000 600 568/250 406/175 1,012/450 604/275 For the Estimated 2016/17 the first number represents an old app and the second number represents the new app. The Social Environment A stabilized local economy with opportunities for diversified economic growth supported by high-level, high quality public infrastructure, facilities, and services. Objective: Ensure equitable distribution of recreational resources to reach all populations throughout the City and make them affordable to all. Objective: Ensure a range of recreational opportunities from passive to active. Objective: Provide lifelong recreational opportunities for people of all ages and abilities. · Total rounds of golf (18-hole equivalent). 226,534 234,519 229,748 237,370 El Rio 40,390 41,019 40,337 42,498 Fred Enke 38,739 40,000 39,917 41,989 Randolph/Dell Urich 105,457 110,000 109,516 109,398 Silverbell 41,948 43,500 39,978 43,485 · Number of non golf events at courses. El Rio Fred Enke Randolph/Dell Urich Silverbell 7 2 62 5 D-161 5 5 75 5 5 3 85 3 19 — 104 8 PERFORMANCE MEASURES TUCSON CONVENTION CENTER Actual FY 15/16 Goal: Adopted Estimated Adopted FY 16/17 FY 16/17 FY 17/18 The Economic Environment A community whose vibrant economy and quality of life benefits residents and attracts visitors. Objective: Enhance the community attributes that are mutually beneficial to the business climate and quality of life for residents, including a safe environment, recreational opportunities, multi-modal transportation, a vibrant downtown, distinctive neighborhoods, excellent education, primary and secondary employment opportunities, and arts and entertainment venues. Objective: Support and promote tourism is Southern Arizona as a major economic driver that benefits a variety of business sectors throughout the community. Objective: Invest in the maintenance and expansion of sports and recreational facilities, venues, and events to serve local demand and promote sports tourism. Objective: Retain, enhance and expand the annual Gem, Mineral, and Fossil Show and make Tucson a year-round gem and mineral destination. Objective: Enhance civic and convention facilities, outdoor spaces, and venues making them reflective of Tucson's cultural heritage and desert environment, in order to draw visitors to the area and serve the local community with year-round indoor and outdoor arts, culture, and sports programming. Objective: Support and strengthen the emerging independent music and performing arts community. Number of attendees at events. Goal: Goal: 470,015 482,000 465,000 496,460 ARENA - Types of events · Concerts · Sporting events 8 50 5 154 4 142 3 163 MUSIC HALL - Types of events · Concerts · Performing arts 8 30 5 58 7 57 6 59 LEO RICH THEATRE - Types of events · Performing arts, concerts 27 31 42 31 EXHIBITION, CONVENTION, BALLROOM - Types of events · Consumer/Trade Show 36 64 76 38 The Social Environment A stabilized local economy with opportunities for diversified economic growth supported by high-level, high quality public infrastructure, facilities, and services. A community whose economic stability and sense of place reflects its commitment to arts and culture and its care for the natural environment. Objective: Improve the quality of life and livability of the community through the arts by supporting avenues for expression and creativity that strengthens and enhance the social, civic, and cultural participation of citizens. Objective: Increase the capacity of and access to buildings and open spaces to expand arts-related activities and public programming throughout the community. ARENA - Types of events · Family events, entertainment · Other - graduations, consumer/trade shows, assemblies D-162 3 17 19 30 13 29 8 18 PERFORMANCE MEASURES Tucson Convention Center (Continued) Actual FY 15/16 The Social Environment (Continued) MUSIC HALL - Types of events · Other - graduations, meetings, assemblies Adopted Estimated Adopted FY 16/17 FY 16/17 FY 17/18 8 12 23 11 LEO RICH THEATRE - Types of events · Other - graduations, meetings, assemblies 24 6 10 25 EXHIBITION, CONVENTION, BALLROOM - Types of events · Assemblies/Banquets · Meetings 92 58 46 31 41 35 97 61 D-163 PERFORMANCE MEASURES TUCSON FIRE Actual FY 15/16 Goal: Adopted Estimated Adopted FY 16/17 FY 16/17 FY 17/18 The Built Environment Well-maintained public facilities and infrastructure that support coordinated cost-effective service delivery for current and future residents. Objective: Invest in highest priority needs to manage and maintain public infrastructure and facilities that are fundamental to economic development and to sustaining and enhancing living condition in the community. Conduct fire code inspections. · Number of commercial buildings inspected · Number of schools inspected · Number of specialty inspections Goal: 3,883 31 4,600 4,500 20 1,500 2,500 40 2,862 3,500 50 3,000 The Social Environment A safe community and secure neighborhoods. Objective: Maintain a high quality, efficient and cost effective fire and hazardous material response and emergency medical service. Respond to fire and medical emergency calls. · Number of emergency calls · Number of unit responses to structure fires (house, apartment, building) · Number of calls concerning people experiencing cardiac arrests Respond to emergency calls by arriving at scene within a specific travel time 90% of the time per National Fire Protection Association (NFPA) recommendations. · Medical calls – five minutes · Fire calls – five minutes, twenty seconds · Medical calls – five minutes, 12 seconds · Fire calls – five minutes, 12 seconds Arrive at scene within nine minutes of dispatch for advanced life support response per Arizona Department of Health Services' requirements. Recover costs for advanced life support/ ambulance service from either the patients' insurance carriers or the patients themselves. · Number of billed advanced life support ambulance transports · Cost recovery D-164 91,272 5,973 88,000 6,000 95,000 6,000 95,000 6,000 1,033 1,000 1,000 1,000 82% 65% N/A N/A 82% 65% N/A N/A N/A N/A N/A N/A 84% 66% 84% 66% 91% 91% 91% 91% 20,427 55% 20,100 49% 19,750 58% 20,070 58% PERFORMANCE MEASURES Tucson Fire (Continued) Actual FY 15/16 Adopted Estimated Adopted FY 16/17 FY 16/17 FY 17/18 The Social Environment (Continued) Objective: Reduce potential harm to life and property in natural hazard areas and from hazards resulting from human activities and development through prevention measure. Investigate fires to determine cause and origin. 188 200 224 212 Objective: Direct resources to education and prevention program, such as Neighborhood Watch, that encourage residents to be proactive regarding personal property and traffic safety. Promote public safety through public education. · Number of community contacts through educational programs · Number of Juvenile Fire Stopper (JFS) classes conducted D-165 69,878 25,000 70,000 70,000 8 10 10 10 PERFORMANCE MEASURES TUCSON POLICE Actual FY 15/16 Goal: Adopted Estimated Adopted FY 16/17 FY 16/17 FY 17/18 The Social Environment A safe community and secure neighborhoods. Objective: Identify, implement, and maintain standards for high quality, efficient, and cost effective law enforcement services Respond to calls for service. · Number of emergency responses · Number of critical responses · Number of urgent responses · Number of general responses 2,201 42,439 72,295 78,652 Respond to emergency response calls within five minutes. Respond to critical response calls within ten minutes. Respond to urgent response calls within 30 minutes. Respond to general response calls within 120 minutes. Answer emergency 9-1-1 calls routed to the Tucson Police Department. · Inbound service calls · Outbound service calls Requests received for evidence comparison and analysis sent to the crime laboratory. Requests completed/closed for evidence comparison and analysis sent to the crime laboratory. Process incoming items of evidence and property. Process outgoing items of evidence and property. Yearly percentage of property turnover (number of items disposed/returned vs. number of items seized). Optimize clearance rates (for assigned cases). · Homicide · Sexual Assault · Robbery · Aggravated Assault · Burglary · Larceny · Auto Theft D-166 2,272 44,806 73,456 80,535 2,322 43,712 75,910 84,944 2,322 43,712 75,910 84,944 67% 72% 72% 72% 53% 72% 66% 60% 75% 65% 60% 75% 66% 60% 75% 66% 374,829 289,126 353,000 304,000 393,570 297,800 393,570 297,800 3,563 3,700 4,200 4,200 3,402 3,300 4,300 4,300 91,325 65,117 71% 86,000 94,600 110% 58% 6% 16% 32% 5% 12% 6% 79% 7% 18% 35% 5% 16% 5% 98,000 98,000 68,000 107,800 70% 110% 79% 7% 18% 35% 5% 16% 6% 79% 7% 18% 35% 5% 16% 6% PERFORMANCE MEASURES TUCSON WATER Goal: Actual Adopted Estimated Adopted FY 15/16 FY 16/17 FY 16/17 FY 17/18 The Built Environment Well-maintained public facilities and infrastructure that support coordinated cost-effective service delivery for current and future residents. Objective: Prioritize major public infrastructure investments in developed areas and for improvements of the existing infrastructure. 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 · Percent of emergency water outages restored within four to eight hours 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 · Number of requests for new water services (meters, hydrants, etc.) processed Ensure system modification projects submitted for review are processed within established timelines. · Number of system modification plans reviewed · Percentage of system modification plans reviewed within 15 working days Goal: 208 1,496 222 1,375 202 1,400 208 1,496 488 99% 575 98% 525 99% 525 99% 7 9 7 7 1,520 1,334 1,600 1,700 30 25% 54 40% 30 40% 40 40% 414,000 5:35 485,000 2:50 420,000 4:30 425,000 3:30 The Social Environment A safe community and secure neighborhoods. Objective: Continue to provide customer service programs. Provide timely responses to customer telephone calls regarding utility accounts. · Number of incoming calls · Average number of minutes customers wait to speak to a service representative Provide customers with accurate monthly water bills by limiting the number of meter reading errors. Read water meters for billing purposes. 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 · Percent of water samples collected which meet regulatory requirements D-167 0.25 4.00 1.00 1.00 2,906 2,916 2,909 2,909 1,021 7,657 3,854 3,803 100% 720 7,400 3,200 4,200 100% 720 7,400 3,200 4,200 100% 720 7,500 3,700 4,200 100% OVERVIEW of the FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM A Capital Improvement Plan (CIP) is a community planning and fiscal management tool used to coordinate the location, timing, and financing of capital improvements over a five year period. Capital improvements refer to major, nonrecurring physical expenditures such as land, buildings, public infrastructure, and equipment, all with a cost of $100,000 or more. The CIP is necessary to improve public facilities and infrastructure assets for the economic, aesthetic, and functional viability to our City. The plan identifies our City’s specific capital needs based on various long-range plans, goals, and policies and also provides analysis for decision making for City officials and strategic capital planning efforts with City departments. The City of Tucson’s practice is to develop, maintain, and revise when necessary a continuing Capital Improvement Program that covers a five-year planning horizon. This budget document covers Fiscal Years 2017/18 through 2021/22 and identifies capital projects during this timeframe to include the funding sources available for projected expenditures. The objective of this overview is to give the reader a brief look into the CIP which contains the following financial and narrative information: • Capital Improvement Program Process • Budget Highlights • Summary of Expenditures and Funding Sources • Department Programs • Impact on the Operating Budget CAPITAL IMPROVEMENT PROGRAM PROCESS Defining a Capital Improvement To be included in the CIP, projects need to meet one of the following criteria: • • • Construction of a new City asset or expansion of an existing City-owned facility, including preliminary planning and surveys, cost of land, staff and contractual services for design and construction, and related furnishings and equipment. Initial acquisition of a major equipment system which will become a City asset, with a cost of $100,000 or more and a useful life of at least six years. Major renovation or rehabilitation of an existing City-owned facility that requires an expenditure of $100,000 or more and will extend the life of the original City asset. Exceptions have been made for inclusion of a few projects that do not meet the above criteria (Sun Tran buses, Sun Van paratransit vans, and street improvements) to make the planning, funding, and acquisition of these purchases more visible to the public and the governing body. Steps from Submittal to Approval In December 2016, the CIP process began with the Finance/ Budget Division providing direction and guidelines to department liaisons. Departments were given approximately seven weeks to develop their CIP requests based on their assessment of needs, existing bond authorizations, and grant awards. Departments were directed to include only projects with secured funding. Exceptions were made for annual federal grant appropriations from the Federal Transit Administration (FTA), other pending awards that would require budget capacity (e.g., any non-federal grant or contribution), and future enterprise revenue bonds. Department requests were reviewed by the Budget Division and applicable revisions were made. The proposed CIP was presented to the Mayor and Council on April 19, 2017, along with the Recommended Fiscal Year 2017/18 Budget. The first year of the CIP was included as part of the City’s Recommended Budget. The Mayor E-1 OVERVIEW of the FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM and Council reviewed and discussed both the operating and capital budgets at Study Sessions in May. Two public hearings were held prior to the adoption of the Fiscal Year 2017/18 budget on June 6, 2017. BUDGET HIGHLIGHTS This proposed Five-Year CIP totals $1,115.1 million; $305.9 million is budgeted in the first year of the CIP and is a component of the Fiscal Year 2017/18 Adopted Budget. Notable projects include the following: Aerospace-Sonoran Corridor Transmission Main Extension. Support future expansion needs along the Sonoran Corridor by changing the relocation of the previously planned water treatment facility and modifying piping to support the new facility. Installation of a reservoir and booster facility will provide fire service flows to Section 31 and the Aerospace Parkway. A main extension along the Aerospace Parkway will provide water to World View and additional customers. This project began in Fiscal Year 2016/17 and will be completed in Fiscal Year 2020/21. The Five-Year CIP is estimated to be $17.8 million with $10.5 million budgeted in Fiscal Year 2017/18. Los Reales Landfill. Design and construct upgrades to the existing landfill site to increase efficiency, improve customer services, and provide for continued waste disposal capacity at the landfill. The project, when complete, will better serve both the needs of the City of Tucson and the community. Total project costs are estimated at $20.5 million with $8.1 million budgeted in Fiscal Year 2017/2018. This project is funded with Environmental Services user revenues. Reid Park Zoo Health Center. Design and construct an addition to the existing veterinary facility at the Reid Park Zoo. This project is necessary as the existing facility is extremely dated (approximately 40 years old) and is no longer large enough to accommodate the zoo’s current collection of animals. The facility is also needed to help meet the standards set by the Association of Zoos and Aquariums. Total project costs are estimated at $3.5 million. The Reid Park Zoological Society is raising the funds for this project. Street Improvements: Proposition 409. Restore, repair, and resurface streets inside Tucson City limits with the $100 million bond program approved by voters in November 2012. Street resurfacing will be over a five-year period and approximately 85% of bond funds will be allocated to major streets and 15% will be allocated to neighborhood streets. Accordingly, the Tucson Department of Transportation’s (TDOT) conservative road repair estimates and a favorable bidding environment resulting from lower material costs and falling gas prices, the arterial road mileage repairs authorized by the bond package are now roughly estimated to cost only $60 million. As a result, the Bond Oversight Commission recommended, and the Mayor and Council unanimously adopted, an allocation of an extra $40 million in bonded revenue to be spent on an expanded list of arterial and residential road repairs. With the additional capacity, TDOT added 550 lane miles to the program, resulting in roadway improvements to about 45 more roadway segments. Total project costs are estimated to be $99.0 million with $27.6 million budgeted in Fiscal Year 2017/18 ($1.0 million is for the bond issuance costs). Roads and Public Safety: Proposition 101. On May 16, 2017, the City of Tucson voters approved a five-year, halfcent sales tax to fund public safety capital needs and road repairs. Funds collected over the five-year period will be split with $100 million being spent to restore, repair, and resurface City streets, and $150 million being spent on vehicles, equipment, and facilities for the Tucson Police Department and Tucson Fire Department. SUMMARY of EXPENDITURES and FINANCING PLANS Only funded projects, except as noted earlier, are presented in this Five-Year CIP. The objective is to clarify for the community what the City can do to meet its needs with the limited funds available. Expenditures The proposed Five-Year CIP for Fiscal Years 2017/18 through 2021/22 totals $1,115.1 million. The majority of the projects are in the Public Utilities category, which includes Environmental Services and Tucson Water. The majority of expenditures are in the Community Enrichment and Development category, which includes Housing and Community Development, Parks and Recreation, Public Safety, and Transportation. E-2 OVERVIEW of the FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM Five-Year CIP Summary of Expenditures Adopted Year 1 FY 17/18 $ 186.3 30.0 87.2 2.4 $ 305.9 (in $millions) Community Enrichment and Development Public Safety and Justice Services Public Utilities General Government Total Projected FiveYear Program $ 624.1 150.0 337.1 3.9 $ 1,115.1 This Five-Year CIP is $265.2 million more than the approved Five-Year CIP for Fiscal Years 2016/17 through 2020/21. Fiscal Year 2017/18 includes $34.3 million carried forward for project expenditures not spent as planned during Fiscal Year 2016/17 and $271.6 million in new funding. The CIP presumes that all of the Fiscal Year 2017/18 budget will be spent in that year. CIP expenditures decrease significantly after Fiscal Year 2017/18 from $305.9 million in Fiscal Year 2017/18 to $171.9 million by Fiscal Year 2021/22. Funds Available for Capital Projects ($millions) $305.9 $34.3 $210.2 $213.5 $213.6 $171.9 $271.6 FY 17/18 FY 18/19 FY 19/20 New Funding FY 20/21 FY 21/22 Carryforward For a summary of expenditures by department and fiscal year, see Table I, Five-Year CIP Summary by Department on page E-7. Financing Plans This five-year program of $1,115.1 million is funded primarily from Capital Projects Funds. E-3 OVERVIEW of the FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM Five-Year CIP Summary of Financing Plan (in $millions) Capital Projects Funds Enterprise Funds General Fund Special Revenue Funds Total Adopted Year 1 FY 17/18 $ 138.3 81.9 7.7 78.1 $ 306.0 Projected FiveYear Program $ 434.0 331.8 9.2 340.1 $ 1,115.1 Capital Projects Funds. (This category, which includes the City bond funds, is 39% of the five-year CIP). These funds will provide $433.9 million over the next five years. Regional Transportation Authority (RTA) funds of $264.9 million account for the largest portion of this category. Next are General Obligation Street Bonds of $27.6 million. Pima County bonds will provide $41.7 million. Capacity of $39.1 million was added for road, regional park, and communications improvements along with $60.6 million from regional Highway User Revenue Funds (HURF) distributed by the Pima Association of Governments (PAG). Enterprise Funds. Enterprise Funds total $331.8 million or 30% of the Five-Year CIP. Environmental and General Services totals $29.5 million. Tucson Water accounts for the remaining $302.3 million: $147.7 million from user revenues, $40.3 million from Water’s Obligation Funds, and $114.3 million from future Water Revenue Bonds. General Fund. This category totals $9.2 million or less than 1% of the Five-Year CIP and is funding citywide technology upgrades. Special Revenue Funds. This category totals $340.1 million or 30% of the Five-Year CIP. Included in this category are Roads and Public Safety Improvement funds of $250.0 million and federal grants of $73.6 million. The General Fund provides $13.7 million for Mass Transit. The City’s HURF allocation accounts for $0.9 million and $1.9 million comes from fees/charges and civic contributions. For more detail on funding sources, see Table II, Five-Year CIP Summary by Funding Source beginning on page E-8. Five-Year Program by Financing Plan Enterprise Funds 30% General Fund 1% Special Revenue Funds 30% Capital Projects Funds 39% E-4 OVERVIEW of the FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM DEPARTMENT PROGRAMS Programs are briefly presented in this section by departments which are listed alphabetically within their budget reporting categories, also known as service areas: Community Enrichment and Development, Public Safety and Justice Services, Public Utilities, and General Government. A further listing of the projects by departments starts on page E-18. Community Enrichment and Development The Community Enrichment and Development category, which accounts for 56.0% of the total Five-Year CIP, contains projects managed by Housing and Community Development, Parks and Recreation, Public Safety, and Transportation. Housing and Community Development. This department’s five-year program of $3.0 million consists of two projects. Funding is provided by the Community Development Block Grant (CDBG). Parks and Recreation. Parks’ five-year CIP of $8.5 million contains 22 projects. These projects are funded primarily from impact fee revenues of $6.9 million. Civic contributions and certificates of participation provide for the remaining $1.6 million. These funds provide for a wide range of projects: improvements at regional parks, urban greenway improvements, and amenities at neighborhood parks. Transportation. The five-year Transportation program of $612.7 million includes four program areas: Road Improvements for $200.0 million, Public Transit for $67.1 million, Streets for $443.6 million, Street Lighting for $0.3 million, and Traffic Signals for $1.7 million. Because there are insufficient funds to meet all of Transportation's needs, this CIP allocates available funding to the highest priority projects. The largest funding source for Transportation's projects is the funding from the RTA plan which totals $264.9 million. The Road Improvement funding from Proposition 101 will provide $200.0 million for repairs. General Obligation Street Bonds total $27.6 million. Federal funding provides another significant portion totaling $70.7 million: $52.6 million for transit projects and $18.1 million for street projects. Other funding sources are Pima County bond funds of $41.5 million, regional HURF from PAG of $60.6 million, City HURF of $0.9 million, and impact fee revenues of $28.7 million. The remaining $17.8 million is from the General Fund for Mass Transit and certificates of participation, which is used as the local match for federal transit grants. E-5 OVERVIEW of the FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM Public Safety and Justice Services The Public Safety and Justice Services category, which accounts for 13.5% of the total Five-Year CIP, contains projects managed by Tucson Fire and Tucson Police. Public Safety. The five-year Public Safety program of $150.0 million includes fire and police vehicles, personnel safety equipment, technology upgrades and facility upgrades, police air support, equipment repairs/replacement, police evidence storage and Public Safety Training Academy track replacement, operating and security upgrades. Public Safety five-year program funding comes from Proposition 101 half-cent sales tax increase. Public Utilities The Public Utilities category, which accounts for 30.2% of the total Five-Year CIP, contains projects managed by Environmental and General Services and Tucson Water. Environmental and General Services. The department's five-year program of seven projects totals $34.8 million. Environmental and General Services’ CIP is funded from Environmental Services revenues, General Services revenues and General Fund. Tucson Water. The five-year Tucson Water CIP of $302.3 million includes $291.7 million of improvements to the potable water system and $10.6 million of improvements for the reclaimed water system. Tucson Water's CIP is funded with future water revenue bond authorization of $114.3 million, operation funds of $147.7 million, 2016 Revenue Obligation funds of $13.2 million, and 2017 Revenue Obligation funds of $27.1 million. General Government The General Government category, which accounts for less than 1% of the total Five-Year CIP, contains two projects that are budgeted here because it is beyond the oversight scope of a single department. The Tucson Police and Tucson Fire NICE Recorder Logger will upgrade the capabilities of the 911 phone system. The Technology Upgrade Project will upgrade the City’s multiple enterprise related systems to a current standard supported by the vendor. These projects are funded by the General Fund. IMPACT on the OPERATING BUDGET The completion of many capital projects is the beginning of recurring costs for the operating budget. Operating and Maintenance (O&M) impacts from projects in this Five-Year CIP total $272,500 for Fiscal Year 2017/18, increasing to a five-year total of $3.4 million through Fiscal Year 2021/22. The General Fund O&M impacts in Fiscal Year 2017/18 are for the opening of new or expanded facilities. For summaries and project detail of O&M impacts by department and funding source over the next five years, see Table III, Summary of CIP Impact on the Operating Budget on page E-10. SUMMARY TABLES Table I Table II Table III Table IV Table V Summary by Department .................................................. Summary by Funding Source ........................................... Summary of CIP Impact on the Operating Budget ........... Projects with Pima County Bond Funding ....................... Projects with Development Impact Fees .......................... E-6 Page E-7 Page E-8 Page E-10 Page E-15 Page E-16 FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM Table I. Summary by Department ($000) Adopted Projected Requirements Year 1 Year 2 Year 3 Year 4 Year 5 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 Community Enrichment and Development $ 2,950.0 $ — $ — $ — $ — $ Housing and Community Development Parks and Recreation 6,202.9 949.3 445.3 425.0 434.5 Transportation 177,168.1 107,631.9 124,373.4 122,504.6 80,991.5 Subtotal $ 186,321.0 $ 108,581.2 $ 124,818.7 $ 122,929.6 $ Five Year Total 2,950.0 8,457.0 612,669.5 81,426.0 $ 624,076.5 Public Safety and Justice Services $ Public Safety 30,000.0 $ 30,000.0 $ 30,000.0 $ 30,000.0 $ 30,000.0 $ 150,000.0 $ 30,000.0 $ 30,000.0 $ 30,000.0 $ 30,000.0 $ 30,000.0 $ 150,000.0 $ 16,987.9 $ 10,716.0 $ 3,500.0 $ 1,600.0 $ 2,000.0 $ 34,803.9 Subtotal Public Utilities Environmental and General Services Tucson Water Subtotal General Government General Expense 70,211.0 $ 59,391.0 87,198.9 $ 70,107.0 $ 55,136.0 59,104.0 58,483.0 302,325.0 58,636.0 $ 60,704.0 $ 60,483.0 $ 337,128.9 $ 2,400.0 $ 1,500.0 $ — $ — $ — $ 3,900.0 Subtotal $ 2,400.0 $ 1,500.0 $ — $ — $ — $ 3,900.0 Total $ 305,919.9 $ 210,188.2 $ 213,454.7 $ 213,633.6 $ 171,909.0 $ 1,115,105.4 E-7 FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM Table II. Summary by Financing Plan ($000) Adopted Year 1 FY 17/18 Capital Projects Funds Capital Agreement Fund: PAG Capital Agreement Fund: Pima County Bonds Capital Agreement Fund: Pima County Contribution General Obligation Bonds: Series 2016 General Obligation Bonds: Series 2017 Impact Fee Fund: Central District Impact Fee Fund: East District Impact Fee Fund: Southeast District Impact Fee Fund: Southlands District Impact Fee Fund: West District Regional Transportation Authority Subtotal Enterprise Funds 2016 Water Revenue System Obligation Fund 2017 Water Revenue System Obligation Fund Environmental Services Fund Future Water Revenue Tucson Water Revenue and Operations Fund Subtotal Projected Requirements Year 2 Year 3 Year 4 Year 5 FY 18/19 FY 19/20 FY 20/21 FY 21/22 $ 17,685.0 $ 2,625.0 $ 19,823.0 $ 20,500.0 $ 17,619.7 10,700.0 8,783.9 4,605.9 — $ — Five Year Total 60,633.0 41,709.5 1,137.4 1,700.2 1,278.0 — — 4,115.6 7,800.0 — — — — 7,800.0 19,800.0 — — — — 19,800.0 8,933.4 3,239.0 7,789.7 240.0 5,334.7 — 2,269.5 600.0 20.3 — 2,000.0 700.0 — — — 400.0 — — — 409.5 14,288.4 3,239.0 12,059.2 2,349.5 2,323.1 51,686.5 235.0 42,495.0 100.0 58,102.0 400.0 63,528.4 — 49,118.0 3,058.1 264,929.9 $ 138,253.8 $ 65,959.4 $ 90,807.2 $ 89,434.3 $ 49,527.5 $ 433,982.2 $ 13,175.0 $ — $ — $ — $ — $ 13,175.0 27,126.0 — — — — 27,126.0 11,687.9 — 29,910.0 10,716.0 33,641.0 25,750.0 3,500.0 25,863.0 29,273.0 1,600.0 28,523.0 30,581.0 2,000.0 26,269.0 32,214.0 29,503.9 114,296.0 147,728.0 $ 81,898.9 $ 70,107.0 $ 58,636.0 $ 60,704.0 $ 60,483.0 $ 331,828.9 General Fund $ 7,700.0 $ 1,500.0 $ — $ — $ — $ 9,200.0 Subtotal $ 7,700.0 $ 1,500.0 $ — $ — $ — $ 9,200.0 E-8 FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM Table II. Summary by Financing Plan ($000) Adopted Year 1 FY 17/18 Special Revenue Funds Civic Contributions Fund Community Development Block Grant Fund Federal Highway Administration Grants Highway User Revenue Fund Mass Transit Fund: General Fund Mass Transit Fund: Federal Grants Road and Public Safety Improvement Fund $ 1,850.3 $ 2,950.0 Projected Requirements Year 2 Year 3 Year 4 Year 5 FY 18/19 FY 19/20 FY 20/21 FY 21/22 25.0 $ — Five Year Total 25.0 $ — 25.0 $ — 25.0 $ — 1,950.3 2,950.0 14,115.7 3,931.5 — — — 18,047.2 842.3 1,112.3 7,196.6 50,000.0 11.1 3,667.8 14,986.4 50,000.0 5.0 3,131.3 10,850.2 50,000.0 5.0 3,379.7 10,085.6 50,000.0 — 2,392.6 9,480.9 50,000.0 863.4 13,683.7 52,599.7 250,000.0 Subtotal $ 78,067.2 $ 72,621.8 $ 64,011.5 $ 63,495.3 $ 61,898.5 $ 340,094.3 Total $ 305,919.9 $ 210,188.2 $ 213,454.7 $ 213,633.6 $ 171,909.0 $ 1,115,105.4 E-9 FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM Table III. Summary of CIP Impact on the Operating Budget ($000) Adopted Year 1 FY 17/18 Year 2 FY 18/19 Projected Requirements Year 3 Year 4 Year 5 FY 19/20 FY 20/21 FY 21/22 Five Year Total SERVICE AREA/IMPACT Community Enrichment and Development Parks and Recreation Transportation $ 13.0 $ 59.5 33.7 $ 130.0 37.7 $ 236.5 39.6 $ 236.5 29.5 $ 236.5 153.5 899.0 $ 72.5 $ 163.7 $ 274.2 $ 276.1 $ 266.0 $ 1,052.5 $ 200.0 $ 546.0 $ 546.0 $ 546.0 $ 546.0 $ 2,384.0 Subtotal $ 200.0 $ 546.0 $ 546.0 $ 546.0 $ 546.0 $ 2,384.0 Total $ 272.5 $ 709.7 $ 820.2 $ 822.1 $ 812.0 $ 3,436.5 General Fund $ 13.0 $ 33.7 $ 37.7 $ 39.6 $ 29.5 $ 153.5 Subtotal $ 13.0 $ 33.7 $ 37.7 $ 39.6 $ 29.5 $ 153.5 $ 200.0 $ 546.0 $ 546.0 $ 546.0 $ 546.0 $ 2,384.0 $ 200.0 $ 546.0 $ 546.0 $ 546.0 $ 546.0 $ 2,384.0 $ 59.5 $ — 110.0 $ 20.0 216.5 $ 20.0 216.5 $ 20.0 216.5 $ 20.0 819.0 80.0 Subtotal $ 59.5 $ 130.0 $ 236.5 $ 236.5 $ 236.5 $ 899.0 Total $ 272.5 $ 709.7 $ 820.2 $ 822.1 $ 812.0 $ 3,436.5 Subtotal Public Utilities Environmental Services SOURCE OF FUNDS SUMMARY Enterprise Fund Environmental Services Subtotal Special Revenue Funds Highway User Revenue Fund Mass Transit Fund E-10 FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM Table III. Environmental Services: CIP Impact on the Operating Budget ($000) The impact of this five-year CIP on future operating budgets is estimated to be $200.0 in Fiscal Year 2017/18, increasing to $546.0 by Fiscal Year 2021/22 for a five-year total of $2,384.0. When the following projects in the CIP are completed, they will require funding for annual operations. The estimated impact of these projects on the operating budget over the next five years is shown in the table below. Adopted Year 1 FY 17/18 Project Name Silverbell Landfill Water Quality Assurance Treatment Facility Total Source of Funds Summary Environmental Services Fund Total Projected Requirements Year 2 Year 3 Year 4 Year 5 FY 18/19 FY 19/20 FY 20/21 FY 21/22 Five Year Total $ 200.0 $ 546.0 $ 546.0 $ 546.0 $ 546.0 $ 2,384.0 $ 200.0 $ 546.0 $ 546.0 $ 546.0 $ 546.0 $ 2,384.0 $ 200.0 $ 546.0 $ 546.0 $ 546.0 $ 546.0 $ 2,384.0 $ 200.0 $ 546.0 $ 546.0 $ 546.0 $ 546.0 $ 2,384.0 E-11 FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM Table III. Parks and Recreation: CIP Impact on the Operating Budget ($000) The impact of this five-year CIP on future operating budgets is estimated to be $13.0 in Fiscal Year 2017/18, increasing to $29.5 by Fiscal Year 2021/22 for a five-year total of $153.5. When the following projects in the CIP are completed, they will require funding for annual operations. The estimated impact of these projects on the operating budget over the next five years is shown in the table below. Adopted Year 1 FY 17/18 Project Name A Mountain Improvement Arroyo Chico Urban Path: Country Club to Treat Barrio Santa Rosa-Viejo Ball Court Cherry Avenue Improvements Christopher Columbus Park Expansion Groves Park Playground Himmel Park Improvements Lakeside Park Playground Limberlost Family Park ADA Improvements and Walking Path Lincoln Park Playground Menlo Park Exercise Stations Purple Heart Park Expansion Reid Park Expansion, Phase I Reid Park Zoo Health Center Shade Structure Projects South Central Community Park, Phase I Sunnyside Airport Wash Multi-Use Path Total Source of Funds Summary General Fund Total $ Year 2 FY 18/19 Projected Requirements Year 3 Year 4 Year 5 FY 19/20 FY 20/21 FY 21/22 Five Year Total 1.6 $ 1.1 1.6 $ 1.2 1.7 $ 1.3 1.7 $ 1.5 1.8 $ 1.6 8.4 6.7 0.5 0.5 0.6 1.1 1.0 1.1 — 0.6 0.6 0.6 1.2 1.1 1.2 1.2 0.6 0.6 0.7 1.3 1.2 1.3 1.3 0.7 0.7 0.7 1.5 1.3 1.5 1.5 0.7 0.7 0.8 1.6 1.5 1.6 1.6 3.1 3.1 3.4 6.7 6.1 6.7 5.6 1.1 0.5 1.8 — 0.5 0.6 — 1.0 1.2 0.6 1.9 — 6.6 0.6 12.4 1.1 1.3 0.6 2.1 2.0 7.2 0.7 12.6 1.2 1.5 0.7 2.3 2.1 7.3 0.7 12.6 1.3 1.6 0.7 2.6 2.4 8.0 0.8 — 1.5 6.7 3.1 10.7 6.5 29.6 3.4 37.6 6.1 $ 13.0 $ 33.7 $ 37.7 $ 39.6 $ 29.5 $ 153.5 $ 13.0 $ 33.7 $ 37.7 $ 39.6 $ 29.5 $ 153.5 $ 13.0 $ 33.7 $ 37.7 $ 39.6 $ 29.5 $ 153.5 E-12 FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM Table III. Transportation: CIP Impact on the Operating Budget ($000) The impact of this five-year CIP on future operating budgets is estimated to be $59.5 in Fiscal Year 2017/18, increasing to $236.5 by Fiscal Year 2021/22 for a five-year total of $899.0. When the following projects in the CIP are completed, they will require funding for annual operations. The estimated impact of these projects on the operating budget over the next five years is shown in the table below. Adopted Year 1 FY 17/18 Project Name 4th/Congress/Toole Bike Pedestrian Improvements Arroyo Chico Greenway Broadway: Camino Seco to Houghton Campbell and 9th HAWK Campbell Avenue Revitalization CNG Fueling System Columbus Corridor Pedestrian Path Copper Street Bike Boulevard Craycroft and Ft. Lowell Park HAWK El Paso and Southwestern Greenway Five Points Pedestrian Improvements Glenn Street Transportation Enhancement Grant and Sahuara HAWK Houghton Road: Bridge Replacement Houghton Road: Irvington to Valencia Houghton Road: Union Pacific Railroad to I-10 Houghton Road: Broadway to 22nd Street Liberty Avenue Bicycle Boulevard Park Avenue Transportation Enhancement Pima Street Pedestrian Pathway Enhancements Regional Transportation Data Network Rio Vista Safe Routes to School Robison Safe Routes to School Stone Ave: Drachman and Speedway Improvements Street Improvements Proposition 409 Treat Avenue Bike Boulevard Valencia: Alvernon to Kolb Total $ $ Projected Requirements Year 2 Year 3 Year 4 Year 5 FY 18/19 FY 19/20 FY 20/21 FY 21/22 5.0 $ 5.0 $ 5.0 $ 5.0 $ 5.0 $ Five Year Total 25.0 0.5 — 4.0 — — 0.5 0.5 4.0 0.5 1.0 1.0 0.5 7.5 4.0 5.0 20.0 0.5 0.5 4.0 0.5 1.0 1.0 0.5 7.5 4.0 5.0 20.0 0.5 0.5 4.0 0.5 1.0 1.0 0.5 7.5 4.0 5.0 20.0 0.5 0.5 4.0 0.5 1.0 1.0 0.5 7.5 4.0 5.0 20.0 0.5 0.5 4.0 0.5 1.0 1.0 2.5 30.0 20.0 20.0 80.0 2.5 2.5 20.0 2.5 5.0 5.0 4.0 — 20.0 5.0 4.0 5.0 20.0 5.0 4.0 5.0 20.0 5.0 4.0 5.0 20.0 5.0 4.0 5.0 20.0 5.0 20.0 20.0 100.0 25.0 5.0 5.0 5.0 5.0 5.0 25.0 5.0 — 10.0 — 10.0 0.5 10.0 0.5 10.0 0.5 45.0 1.5 — — 1.0 1.0 1.0 3.0 — — 0.5 — — 0.5 0.5 — 100.0 0.5 0.5 5.0 100.0 0.5 0.5 5.0 100.0 0.5 0.5 5.0 300.0 2.0 2.5 15.0 — 0.5 2.5 25.0 0.5 5.0 25.0 0.5 5.0 25.0 0.5 5.0 25.0 0.5 5.0 100.0 2.5 22.5 59.5 $ 130.0 $ E-13 236.5 $ 236.5 $ 236.5 $ 899.0 FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM Table III. Transportation: CIP Impact on the Operating Budget ($000) Adopted Year 1 FY 17/18 Source of Funds Summary Highway User Revenue Fund Mass Transit Fund Total Projected Requirements Year 2 Year 3 Year 4 Year 5 FY 18/19 FY 19/20 FY 20/21 FY 21/22 Five Year Total $ 59.5 $ — 110.0 $ 20.0 216.5 $ 20.0 216.5 $ 20.0 216.5 $ 20.0 819.0 80.0 $ 59.5 $ 130.0 $ 236.5 $ 236.5 $ 236.5 $ 899.0 E-14 FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM Table IV. Projects with Pima County Bond Funding ($000) Adopted Year 1 FY 17/18 Parks and Recreation Barrio Santa Rosa-Viejo Ball Court Menlo Park Playground Sunnyside Airport Wash Multi-Use Path Parks and Recreation Total Transportation 22nd Street: I-10 to Tucson Boulevard Broadway Boulevard: Euclid to Country Club Country Glenn Neighborhood Improvements Elvira Solar Street Lighting Five Points Pedestrian Improvements Houghton Road: 22nd to Irvington Houghton Road: Bridge Replacement Houghton Road: Irvington to Valencia Houghton Road: Valencia to Mary Ann Cleveland Way Midvale Park Oak Tree Dr. Lighting Santa Cruz SW Neighborhood Association Park Improvements Silverbell Road: Grant to Ina $ $ $ Year 2 FY 18/19 84.4 $ 10.0 100.0 194.4 $ Projected Requirements Year 3 Year 4 Year 5 FY 19/20 FY 20/21 FY 21/22 — $ — — — $ — $ — — — $ — $ — — — $ — $ — $ 4,605.9 $ 4,605.9 $ 10,000.0 10,000.0 3,652.8 — — $ — — — $ Five Year Total 84.4 10.0 100.0 194.4 — $ 9,211.8 — 23,652.8 141.3 — — — — 141.3 45.0 276.7 43.8 43.8 43.8 43.8 — — 175.0 175.0 175.0 175.0 — — 131.3 131.3 131.3 131.3 — — — — — — — — — — — — 45.0 276.7 350.1 350.1 350.1 350.1 107.1 280.0 — — — — — — — — 107.1 280.0 6,400.0 — — — — 6,400.0 Transportation Total $ 17,425.3 $ 10,700.0 $ 8,783.9 $ 4,605.9 $ — $ 41,515.1 Total $ 17,619.7 $ 10,700.0 $ 8,783.9 $ 4,605.9 $ — $ 41,709.5 E-15 FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM Table V. Projects with Development Impact Fees ($000) Adopted Year 1 FY 17/18 Parks and Recreation East District Jesse Owens Park East District Subtotal Central District Arroyo Chico Urban Path: Country Club to Treat Himmel Park Improvements Limberlost Family Park ADA Improvements and Walking Path Reid Park Expansion, Phase 1 Silverlake Park Central District Subtotal Southeast District Groves Park Playground Lakeside Park Playground Lincoln Park Playground Purple Heart Park Expansion South Central Community Park, Phase I Southeast District Subtotal Southlands District Valencia Corridor Land Acquisition, Phase I Southlands District Subtotal West District A Mountain Improvement Cherry Avenue Improvements Christopher Columbus Park Expansion John F. Kennedy Park San Juan Park West District Subtotal Parks and Recreation Total Transportation East District Broadway: Camino Seco to Houghton Houghton Road: Tanque Verde to 5th Street Houghton Road: 22nd to Irvington Houghton Road: Broadway to 22nd Street East District Subtotal Year 2 FY 18/19 Projected Requirements Year 3 Year 4 Year 5 FY 19/20 FY 20/21 FY 21/22 Five Year Total $ $ 989.0 $ 989.0 $ — $ — $ — $ — $ — $ — $ — $ — $ 989.0 989.0 $ 172.7 $ 90.0 $ — $ — $ — $ 262.7 214.0 152.0 — 25.0 — — — — — — 214.0 177.0 600.2 292.5 $ 1,431.4 $ 239.8 — 354.8 $ 20.3 — 20.3 $ — — — $ — 860.3 — 860.3 — $ 2,374.3 $ 25.0 $ 125.0 220.0 540.0 364.7 $ 1,274.7 $ — $ — — — 269.5 269.5 $ — $ — — — — — $ — $ — — — — — $ — $ 25.0 — 125.0 — 220.0 — 540.0 — 634.2 — $ 1,544.2 $ $ 180.0 $ 180.0 $ 300.0 $ 300.0 $ 400.0 $ 400.0 $ 400.0 $ 400.0 $ 409.5 $ 1,689.5 409.5 $ 1,689.5 $ 168.0 $ 50.0 25.1 9.0 31.0 283.1 $ — $ — — — — — $ — $ — — — — — $ — $ — — — — — $ $ 4,158.2 $ 924.3 $ 420.3 $ 400.0 $ 409.5 $ 6,880.1 $ 1,500.0 $ 50.0 500.0 200.0 $ 2,250.0 $ — $ — — — — $ — $ — — — — $ — $ — — — — $ — $ 1,500.0 — 50.0 — 500.0 — 200.0 — $ 2,250.0 $ E-16 — $ — — — — — $ 168.0 50.0 25.1 9.0 31.0 283.1 FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM Table V. Projects with Development Impact Fees ($000) Adopted Year 1 FY 17/18 Central District 22nd Street: I-10 to Tucson Boulevard Arroyo Chico, MUP, Tucson Blvd Broadway: Euclid to Country Club Grant: Oracle to Swan Central District Subtotal Southeast District Houghton Road: Union Pacific Railroad to I-10 Valencia: Alvernon to Kolb Valencia: Kolb to Houghton Southeast District Subtotal Southlands District Houghton Road: I-10 to Andrada Road Southlands District Subtotal West District Congress Grande Intersection Improvements Silverbell Road: Grant to Ina West District Subtotal Transportation Total Total Year 2 FY 18/19 Projected Requirements Year 3 Year 4 Year 5 FY 19/20 FY 20/21 FY 21/22 Five Year Total $ 3,000.0 $ 2,979.9 $ 2.0 — 1,500.0 — 3,000.0 2,000.0 $ 7,502.0 $ 4,979.9 $ — $ — — — — $ — $ — — — — $ — $ 5,979.9 — 2.0 — 1,500.0 — 5,000.0 — $ 12,481.9 $ — $ — $ — $ 1,000.0 — — 5,000.0 2,000.0 2,000.0 $ 6,515.0 $ 2,000.0 $ 2,000.0 $ — — — $ — 1,000.0 — 9,000.0 — $ 10,515.0 $ $ — $ — $ 515.0 $ — $ 515.0 60.0 $ 60.0 $ 300.0 $ 300.0 $ 300.0 $ 300.0 $ — $ — $ 40.0 $ 2,000.0 $ 2,040.0 $ 35.0 $ 200.0 235.0 $ 100.0 $ — 100.0 $ 400.0 $ — 400.0 $ — $ 575.0 — 2,200.0 — $ 2,775.0 $ 18,367.0 $ 7,514.9 $ 2,400.0 $ 400.0 $ — $ 28,681.9 $ 22,525.2 $ 8,439.2 $ 2,820.3 $ 800.0 $ 409.5 $ 35,562.0 $ E-17 660.0 660.0 FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM ENVIRONMENTAL and GENERAL SERVICES ($000) Adopted Year 1 FY 17/18 Project Name Container Maintenance Assurance Treatment Facility Energy Performance Contract City Hall, Udall Park, DL Park Expansion of Energy Plan at the TCC to Serve Catholic Diocese Household Hazardous Waste Los Reales Relocation Los Reales Education Center Los Reales Landfill BufferNortheastern Berm and Landscape Los Reales Landfill East Property Acquisition Los Reales Landfill Lined Cell 4 Los Reales Landfill Self Hauler Facility Los Reales Lite Maintenance Facility Replacement Utility Billing and Operations System Silverbell Landfill Final Cover Operations System Silverbell Landfill Water Quality Assurance Treatment Facility Tenth Avenue Maintenance Facility Total Source of Funds Summary Environmental Services Fund General Fund Total $ Year 2 FY 18/19 3,230.0 $ Projected Requirements Year 3 Year 4 Year 5 FY 19/20 FY 20/21 FY 21/22 1,430.0 $ Five Year Total — $ — $ — $ 4,660.0 4,000.0 — — — — 4,000.0 1,300.0 — — — — 1,300.0 87.0 483.0 — — — 570.0 — 200.0 — — — — — — 2,000.0 — 2,000.0 200.0 50.9 — — — — 50.9 300.0 4,230.0 2,500.0 2,710.0 2,500.0 — 300.0 — — — 5,600.0 6,940.0 — 200.0 — 500.0 500.0 500.0 — 1,300.0 — — 500.0 2,500.0 225.0 2,803.0 — — — 3,028.0 3,150.0 — — — — 3,150.0 15.0 290.0 — — — 305.0 $ 16,987.9 $ 10,716.0 $ 3,500.0 $ 1,600.0 $ 2,000.0 $ 34,803.9 $ 11,687.9 $ 10,716.0 $ 5,300.0 — 3,500.0 $ — 1,600.0 $ — 2,000.0 $ 29,503.9 — 5,300.0 $ 16,987.9 $ 10,716.0 $ 3,500.0 $ 1,600.0 $ 2,000.0 $ 34,803.9 E-18 FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM HOUSING and COMMUNITY DEVELOPMENT ($000) Adopted Year 1 FY 17/18 Project Name Community Development Block Grant allocated for housing assistance Community Development Block Grant allocated for fire apparatus Total Source of Funds Summary Community Development Block Grant Total $ Year 2 FY 18/19 Projected Requirements Year 3 Year 4 Year 5 FY 19/20 FY 20/21 FY 21/22 Five Year Total 1,000.0 $ — $ — $ — $ — $ 1,000.0 1,950.0 — — — — 1,950.0 $ 2,950.0 $ — $ — $ — $ — $ 2,950.0 $ 2,950.0 $ — $ — $ — $ — $ 2,950.0 $ 2,950.0 $ — $ — $ — $ — $ 2,950.0 E-19 FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM PARKS and RECREATION ($000) Adopted Year 1 FY 17/18 Project Name A Mountain Improvement Arroyo Chico Urban Path: Country Club to Treat Barrio Santa Rosa-Viejo Ball Court Cherry Avenue Improvements Christopher Columbus Park Expansion Groves Park Playground Himmel Park Improvements Jesse Owens Park John F. Kennedy Park Lakeside Park Playground Limberlost Family Park ADA Improvements and Walking Path Lincoln Park Playground Menlo Park Playground Purple Heart Park Expansion Reid Park Expansion, Phase 1 Reid Park Zoo Health Center San Juan Park Shade Structure Projects Silverlake Park South Central Community Park, Phase I Sunnyside Airport Wash Multi Use Path Valencia Corridor Land Acquisition, Phase I Total $ $ Year 2 FY 18/19 168.0 $ 172.7 Projected Requirements Year 3 Year 4 Year 5 FY 19/20 FY 20/21 FY 21/22 — $ 90.0 — $ — — $ — — $ — Five Year Total 168.0 262.7 84.4 50.0 25.1 — — — — — — — — — — — — 84.4 50.0 25.1 25.0 214.0 989.0 9.0 125.0 152.0 — — — — — 25.0 — — — — — — — — — — — — — — — — — — 25.0 214.0 989.0 9.0 125.0 177.0 220.0 10.0 540.0 600.2 1,825.3 31.0 25.0 292.5 364.7 — — — 239.8 — — 25.0 — 269.5 — — — 20.3 — — 25.0 — — — — — — — — 25.0 — — — — — — — — 25.0 — — 220.0 10.0 540.0 860.3 1,825.3 31.0 125.0 292.5 634.2 100.0 — — — — 100.0 180.0 300.0 400.0 400.0 409.5 1,689.5 949.3 $ 445.3 $ 425.0 $ 434.5 $ 8,457.0 6,202.9 $ E-20 FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM PARKS and RECREATION ($000) Adopted Year 1 FY 17/18 Source of Funds Summary Capital Improvement Fund Civic Contributions Fund Impact Fee Fund: Central Benefit District Impact Fee Fund: East Benefit District Impact Fee Fund: Southeast Benefit District Impact Fee Fund: Southlands Benefit District Impact Fee Fund: West Benefit District Total $ $ Year 2 FY 18/19 Projected Requirements Year 3 Year 4 Year 5 FY 19/20 FY 20/21 FY 21/22 Five Year Total 194.4 $ 1,850.3 1,431.4 — $ 25.0 354.8 — $ 25.0 20.3 — $ 25.0 — — $ 25.0 — 989.0 — — — — 989.0 1,274.7 269.5 — — — 1,544.2 180.0 300.0 400.0 400.0 409.5 1,689.5 283.1 — — — — 283.1 6,202.9 $ 949.3 $ 445.3 $ 425.0 $ 434.5 $ E-21 194.4 1,950.3 1,806.5 8,457.0 FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM PUBLIC SAFETY ($000) Adopted Year 1 FY 17/18 Project Name Tucson Fire Improvements Tucson Police Improvements Total Source of Funds Summary Public Safety Improvement Fund Total Projected Requirements Year 2 Year 3 Year 4 Year 5 FY 18/19 FY 19/20 FY 20/21 FY 21/22 Five Year Total $ 17,100.0 $ 14,475.0 $ 14,475.0 $ 14,475.0 $ 14,475.0 $ 75,000.0 12,900.0 15,525.0 15,525.0 15,525.0 15,525.0 75,000.0 $ 30,000.0 $ 30,000.0 $ 30,000.0 $ 30,000.0 $ 30,000.0 $ 150,000.0 $ 30,000.0 $ 30,000.0 $ 30,000.0 $ 30,000.0 $ 30,000.0 $ 150,000.0 $ 30,000.0 $ 30,000.0 $ 30,000.0 $ 30,000.0 $ 30,000.0 $ 150,000.0 E-22 FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM TRANSPORTATION ($000) Adopted Year 1 FY 17/18 Project Name 4th /Congress/Toole Bike Pedestrian Improvements 22nd Street: I-10 to Tucson Boulevard ADA Transition Plan Arcadia and Timrod Bike Boulevards Arroyo Chico Greenway Arroyo Chico MUP, Tucson Boulevard Associated Transit Improvements Broadway Boulevard: Camino Seco to Houghton Broadway Boulevard: Euclid to Country Club Campbell and 9th HAWK Campbell Avenue Revitalization CNG Fueling System - NW Expansion Columbus Corridor Pedestrian Path Congress Grande Intersection Improvements Copper Street Bike Boulevard Country Glenn Neighborhood Improvements Craycroft and Ft. Lowell Park HAWK Downtown Links Barraza-Aviation El Paso and Southwestern Greenway Elvira Solar Street Lighting First Avenue: Grant to River Five Points Pedestrian Improvements Glenn Street Transportation Enhancement Grant and Sahuara HAWK Grant: Oracle to Swan Houghton Road: Tanque Verde to 5th Street Houghton Road: 22nd to Irvington Houghton Road: Bridge Replacement Houghton Road: Broadway to 22nd Street Houghton Road: I-10 to Andrada Road Houghton Road: Irvington to Valencia Houghton Road: Union Pacific Railroad to I-10 Houghton: Valencia to Mary Ann Cleveland Way $ Year 2 FY 18/19 311.6 $ Projected Requirements Year 3 Year 4 Year 5 FY 19/20 FY 20/21 FY 21/22 — $ — $ — $ — $ Five Year Total 311.6 3,005.0 822.0 39.1 501.7 6.0 932.2 5,599.0 5,394.9 — — — — 177.0 3,750.0 19,005.9 — — — — 177.0 — 19,005.9 — — — — 177.0 — 14,400.0 — — — — 177.0 — 60,811.7 822.0 39.1 501.7 6.0 1,640.2 9,349.0 26,837.0 16,760.0 18,652.8 4,550.0 — 66,799.8 15.0 98.5 4,000.0 35.0 40.0 — — 4,000.0 — 35.0 — — — — 100.0 — — — — 400.0 — — — — — 15.0 98.5 8,000.0 35.0 575.0 388.0 141.3 — — — — — — — — 388.0 141.3 40.0 16,761.0 269.8 45.0 3,000.0 555.7 903.0 25.0 17,600.0 50.0 2,114.7 2,949.7 205.0 60.0 826.8 3,066.7 — 17,700.0 — — — — — — 4,000.0 — 458.4 1,058.4 — 300.0 458.3 566.7 — 11,752.0 — — 13,000.0 — — — 22,563.0 — 344.3 794.3 — 300.0 344.3 426.0 — — — — 7,000.0 — — — 40,500.0 — — 9,000.0 — — — 28.4 — — — — 17,500.0 — — — 318.0 — — 9,000.0 — — — — 40.0 46,213.0 269.8 45.0 40,500.0 555.7 903.0 25.0 84,981.0 50.0 2,917.4 22,802.4 205.0 660.0 1,629.4 4,087.8 814.7 458.4 344.3 — — 1,617.4 E-23 FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM TRANSPORTATION ($000) Adopted Year 1 FY 17/18 Kolb Road: Irvington to Valencia Liberty Avenue Bicycle Boulevard MAC Way Atterbury Wash Way Midvale Park Oak Tree Dr. Lighting Park Avenue Transportation Enhancement Pima Street Pedestrian Pathway Enhancements $ Projected Requirements Year 2 Year 3 Year 4 Year 5 FY 18/19 FY 19/20 FY 20/21 FY 21/22 68.0 $ 2,114.0 $ 1,061.0 — 500.0 — 107.1 — 23.7 7.5 19.1 10.1 — $ — — — — — — $ — — — — — Five Year Total — $ 2,182.0 — 1,061.0 — 500.0 — 107.1 — 31.2 — 29.2 Regional Transportation Data Network Rio Vista Safe Routes to School Road Improvements: Proposition 101 Robison Safe Routes to School Safe Routes to School Program Santa Cruz SW Neighborhood Association Park Improvements 250.0 244.0 20,000.0 252.0 27.0 280.0 250.0 — 20,000.0 — — — 250.0 — 20,000.0 — — — 250.0 — 20,000.0 — — — — — 20,000.0 — — — 1,000.0 244.0 100,000.0 252.0 27.0 280.0 Security for Transit Silverbell: Ina to Grant Road Stone Ave: Drachman and Speedway Improvements 177.0 17,267.0 404.0 177.0 2,205.0 11.0 177.0 265.0 — 177.0 5.0 — 176.5 — — 884.5 19,742.0 415.0 Street Improvements: Proposition 409 Sun Tran Replacement Buses 40 ft. Sun Tran South Park Electrical System Repair Sun Tran South Park Facility Bus Wash Replacement 27,665.0 — — — 11,696.0 — — 10,907.0 500.0 — 8,280.0 — — 8,532.0 — 27,665.0 39,415.0 500.0 — 450.0 — — — 450.0 — — — — 2,154.2 — — 2,220.5 — 300.0 3,831.3 700.0 — 2,988.0 — 300.0 11,194.0 700.0 3,199.7 — — — — 3,199.7 215.0 5,010.0 8,340.0 — 6,000.0 7,440.0 — — 2,250.0 — — 8,300.0 — — 7,900.0 215.0 11,010.0 34,230.0 Sun Van Fuel Tank Replacements Sun Van Replacement Buses <30 ft. Sun Van Revenue Vehicle Parking Lot Expansion Transit Facility Improvements South Park Stormwater Yard Treat Avenue Bike Boulevard Valencia: Alvernon to Kolb Valencia: Kolb to Houghton Total $177,168.1 $107,631.9 $124,373.4 $122,504.6 $ 80,991.5 $612,669.5 E-24 FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM TRANSPORTATION ($000) Adopted Year 1 FY 17/18 Source of Funds Summary 2016 General Obligation Street Bonds 2017 General Obligation Street Bonds Capital Agreement Fund: PAG Capital Agreement Fund: Pima County Bonds Capital Agreement Fund: Pima County Contribution Federal Highway Administration Grants Highway User Revenue Fund Impact Fee Fund: Central District Impact Fee Fund: East District Impact Fee Fund: Southeast District Impact Fee Fund: Southlands District Impact Fee Fund: West District Mass Transit Fund: Federal Grants Mass Transit Fund: General Fund Road Improvement Fund Regional Transportation Authority Fund Total Year 2 FY 18/19 Projected Requirements Year 3 Year 4 Year 5 FY 19/20 FY 20/21 FY 21/22 $ 7,800.0 $ — $ — $ — $ 19,800.0 — — — 17,685.0 2,625.0 19,823.0 20,500.0 17,425.3 10,700.0 8,783.9 4,605.9 Five Year Total — $ 7,800.0 — 19,800.0 — 60,633.0 — 41,515.1 1,137.4 1,700.2 1,278.0 — — 4,115.6 14,115.7 842.3 7,502.0 2,250.0 6,515.0 60.0 2,040.0 7,196.6 1,112.3 20,000.0 51,686.5 3,931.5 11.1 4,979.9 — 2,000.0 300.0 235.0 14,986.4 3,667.8 20,000.0 42,495.0 — 5.0 — — 2,000.0 300.0 100.0 10,850.2 3,131.3 20,000.0 58,102.0 — 5.0 — — — — 400.0 10,085.6 3,379.7 20,000.0 63,528.4 — — — — — — — 9,480.9 2,392.6 20,000.0 49,118.0 18,047.2 863.4 12,481.9 2,250.0 10,515.0 660.0 2,775.0 52,599.7 13,683.7 100,000.0 264,929.9 $177,168.1 $107,631.9 $124,373.4 $122,504.6 $ 80,991.5 $612,669.5 E-25 FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM TUCSON WATER ($000) Adopted Year 1 FY 17/18 Year 2 FY 18/19 Projected Requirements Year 3 Year 4 Year 5 FY 19/20 FY 20/21 FY 21/22 Five Year Total Project Name $ Academy Reservoir 300.0 $ — $ — $ — $ — $ 300.0 Advanced Metering Infrastructure 1,050.0 896.0 948.0 351.0 — 3,245.0 Arc Flash Service Upgrades 1,134.0 1,123.0 1,156.0 117.0 60.0 3,590.0 Billing System — — 578.0 8,180.0 17,888.0 26,646.0 63.0 3,117.0 — — — 3,180.0 Calle Santa Cruz Transmission Main Replacement CAP Basin Collector Pipelines — — — — 60.0 60.0 — — — 118.0 42.0 160.0 CAP Basin Well 24" Transmission Main, Old Nogales Highway Cathodic Protection for Critical Pipelines 680.0 674.0 694.0 701.0 716.0 3,465.0 CAVSARP Well Pump Improvements 340.0 337.0 347.0 351.0 358.0 1,733.0 Clearwell Reservoir Rehabilitation 7,711.0 135.0 — — — 7,846.0 Control Panel Replacements: Potable 113.0 112.0 116.0 117.0 119.0 577.0 Control Panels: Reclaimed System 170.0 168.0 173.0 175.0 179.0 865.0 Craycroft Addition Subdivision, Phase I 454.0 — — — — 454.0 Danforth E-F Booster Station Upgrade 40.0 — — — — 40.0 Developer-Financed Reclaimed Systems 68.0 67.0 69.0 70.0 72.0 346.0 Devine Reservoir Parking Lot 65.0 — — — — 65.0 113.0 281.0 636.0 — — 1,030.0 Diamond Bell Production Facilities Improvement Drexel I-19 Crossing 24 Main — — 58.0 1,110.0 — 1,168.0 Drill Production Wells — — — 1,753.0 1,789.0 3,542.0 Effluent Pump Station Expansion 140.0 — 1,588.0 — — 1,728.0 Eisenhower Road D-Zone Transmission 363.0 — — — — 363.0 Main Emergency Main Replacement 227.0 225.0 231.0 234.0 239.0 1,156.0 Equip Well A-061 397.0 — — — — 397.0 Equip Wells SS-021 and SS-023 — — — — 179.0 179.0 Equip Well W-006 40.0 — — — — 40.0 Escalante Reservoir — 168.0 752.0 760.0 — 1,680.0 Excellence in Customer Care Center 3,024.0 — — — — 3,024.0 Extensions for New Services 113.0 112.0 116.0 117.0 119.0 577.0 Facility Safety and Security Infrastructure 567.0 561.0 1,156.0 1,169.0 1,193.0 4,646.0 Filtration Modifications at Reclaimed Plant 1,269.0 — — — — 1,269.0 Fire Hydrants in Annexation Areas 113.0 112.0 116.0 117.0 119.0 577.0 Fire Services 1,984.0 1,965.0 2,024.0 2,045.0 2,087.0 10,105.0 Gas Engines — 842.0 867.0 876.0 894.0 3,479.0 Goebel Avenue Distribution Main — — 29.0 103.0 — 132.0 E-26 FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM TUCSON WATER ($000) Adopted Year 1 FY 17/18 H-1 Ironwood PRV Station Bailey Valve Replacement Houghton Road Reclaimed Reservoir Magee Road (410E) PRV Manzanita Tank Lining Maryvale Manor Subdivision, Phase I Maryvale Manor Subdivision, Phase III Meter Upgrade and Replacement Program Miscellaneous Land and Right-of-Way Acquisitions Nebraska Road Distribution Main New Metered Services Northgate Subdivision, Phase I Old Vail Steel Tank Upgrades (Rehab) Payments to Developers for Oversized Systems Pima Mine Road Production Well Drilling Pima Mine Road Well Equipping (3) Plant 1 Building 10 and 11 Improvements Plant 1 Building 3 Remodeling Plant 1 New Meter Shop Pressure Tank Replacement Production Well Sites Rauscher D-E Booster Station Reclaimed Booster Expansion Recycled Water Program RE-Equip Well I-001B Relocate Aeropark Teton PRV Relocate Anklam Road PRV Relocate Camino De Los Ranchos PRV Relocate Craycroft Shadow Ridge PRV Relocate Spencer PRV Relocate Via Velazquez PRV Reservoir and Tank Rehabilitation Responsive Meter Replacement Review Developer-Financed Potable Projects Rita Road F2 to G2 Zone Booster Station River Road 12-Inch Main $ Year 2 FY 18/19 — $ Projected Requirements Year 3 Year 4 Year 5 FY 19/20 FY 20/21 FY 21/22 365.0 $ 52.0 $ — $ — $ Five Year Total 417.0 — — — 57.0 — 4,489.0 11.0 2,919.0 — 34.0 943.0 56.0 4,447.0 11.0 — — 752.0 — 543.0 4,625.0 12.0 — 88.0 — — — 3,506.0 12.0 — — — — — 3,578.0 12.0 2,919.0 88.0 786.0 1,000.0 599.0 20,645.0 58.0 — 57.0 1,384.0 150.0 113.0 — 56.0 — — 112.0 289.0 58.0 — — 116.0 — 58.0 — — 117.0 — 60.0 — — 119.0 289.0 289.0 1,384.0 150.0 577.0 — — — 57.0 113.0 510.0 84.0 30.0 — 3,118.0 195.0 85.0 — — — — 34.0 — 567.0 1,077.0 — — 112.0 225.0 561.0 505.0 83.0 — — 994.0 — — — 197.0 11.0 — 168.0 — 561.0 1,067.0 — — 116.0 173.0 463.0 520.0 86.0 — — 1,000.0 — — — — 249.0 173.0 — 5,782.0 578.0 1,099.0 2,921.0 — 58.0 — — 526.0 87.0 — 310.0 1,005.0 — — 204.0 — — — — 5,843.0 — 1,110.0 — 179.0 — — — 537.0 89.0 — 2,385.0 1,002.0 — — — — — — — 5,963.0 — 1,133.0 2,921.0 179.0 286.0 455.0 1,137.0 2,598.0 429.0 30.0 2,695.0 7,119.0 195.0 85.0 204.0 197.0 260.0 173.0 202.0 17,588.0 1,706.0 5,486.0 — 34.0 168.0 674.0 1,388.0 — — — — — 1,556.0 708.0 E-27 FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM TUCSON WATER ($000) Adopted Year 1 FY 17/18 Year 2 FY 18/19 Projected Requirements Year 3 Year 4 Year 5 FY 19/20 FY 20/21 FY 21/22 Five Year Total $ 15,757.0 $ 7,860.0 $ 5,782.0 $ 5,843.0 $ 5,963.0 $ 41,205.0 Road Improvement Main Replacements SA-016A Recovery Well Drilling — — 694.0 — — 694.0 SA-019A, SA-021A Recovery Well — — 1,322.0 — — 1,322.0 Drilling SA-023A Recovery Well Drilling — — 694.0 — — 694.0 Sahuarita Supply Line Slipliner 1,856.0 7,153.0 1,156.0 — — 10,165.0 San Paulo Village Main Replacement Phase 595.0 — — — — 595.0 I San Paulo Village Main Replacement Phase 113.0 1,273.0 — — — 1,386.0 II San Paulo Village Main Replacement Phase 57.0 460.0 — — — 517.0 III Santa Cruz SC-008 Well Collector Line Santa Cruz Wellfield Chemical Feed/ Monitoring Facility 1,474.0 2,826.0 — — — — — — — — 1,474.0 2,826.0 Santa Cruz Wellfield Facility Pipeline Santa Cruz Well SC-001/04/14 Equipping Santa Cruz Wells Re-Equipping SAVSARP Booster Station Upgrade SAVSARP Collector Lines, Phase III SAVSARP Collector Lines, Phase IV SAVSARP Collector Lines, Phase V SAVSARP Phase III Well Equipping Cathodic Protection SC-001 and SC-004 Well Transmission Lines 1,905.0 — 195.0 — — — — — — — — — — — — — — 173.0 — — — — 39.0 — — 1,402.0 — — 876.0 — 2,083.0 1,110.0 — — — 302.0 894.0 41.0 — 2,445.0 1,905.0 1,575.0 195.0 302.0 1,770.0 41.0 2,122.0 3,555.0 57.0 67.0 130.0 570.0 — 824.0 SCADA Potable Upgrades SC Well Replacement SC-001, SC-004, SC-014 Silverbell Orange Grove 12" PRV SC-004, SC-014 Source Meter Replacement South Avra Valley Recovered Transmission Main Southeast Houghton Area Discharge Project 6,236.0 — 5,839.0 — 6,128.0 2,313.0 6,193.0 — 2,385.0 — 26,781.0 2,313.0 23.0 202.0 — — — 225.0 249.0 — 247.0 — 254.0 — 257.0 584.0 262.0 1,193.0 1,269.0 1,777.0 624.0 6,569.0 — — — 7,193.0 172.0 283.0 254.0 140.0 — 281.0 — — — 289.0 — — — 292.0 — — — 298.0 — — 172.0 1,443.0 254.0 140.0 Stallion Road Distribution Main, Catalina System Enhancements: Reclaimed Tanque Verde to Wentworth 8-Inch Main TARP AOP Settling Tank E-28 FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM TUCSON WATER ($000) Adopted Year 1 FY 17/18 Year 2 FY 18/19 Projected Requirements Year 3 Year 4 Year 5 FY 19/20 FY 20/21 FY 21/22 Five Year Total TARP Wells R-001 - R-008 Drilling $ 567.0 $ 561.0 $ — $ 1,169.0 $ — $ 2,297.0 Replacement TARP Wells R-001 - R-008 Re-Equipping 113.0 505.0 520.0 526.0 537.0 2,201.0 Thunderbird Old Spanish Trail Distribution — — 58.0 958.0 — 1,016.0 Main Thunderbird Old Spanish Trail PRV — 56.0 254.0 — — 310.0 Tierra Del Sol Main Replacement Phase I 476.0 — — — — 476.0 Tierra Del Sol Main Replacement Phase II — 56.0 486.0 — — 542.0 Tierra Del Sol Main Replacement Phase III — 56.0 717.0 — — 773.0 Tierra Del Sol Main Replacement Phase IV — 56.0 572.0 — — 628.0 Trails End Reservoir Rehabilitation — 168.0 925.0 — — 1,093.0 Valve Access Vault 567.0 561.0 578.0 584.0 596.0 2,886.0 Water Services 1,712.0 1,696.0 1,746.0 1,764.0 1,801.0 8,719.0 Wellfield Upgrades 567.0 561.0 578.0 584.0 596.0 2,886.0 Wilmot Main Replacement 690.0 — — — — 690.0 Total Source of Funds Summary 2016 Water Revenue System Obligation Fund 2017 Water Revenue System Obligation Fund Future Water Revenue Bonds Tucson Water Utility Fund Total $ 70,211.0 $ 59,391.0 $ 55,136.0 $ 59,104.0 $ 58,483.0 $302,325.0 $ 13,175.0 $ — $ — $ — $ — $ 13,175.0 27,126.0 — — — — 27,126.0 — 29,910.0 33,641.0 25,750.0 25,863.0 29,273.0 28,523.0 30,581.0 26,269.0 32,214.0 114,296.0 147,728.0 $ 70,211.0 $ 59,391.0 $ 55,136.0 $ 59,104.0 $ 58,483.0 $302,325.0 E-29 FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM GENERAL GOVERNMENT ($000) Adopted Year 1 FY 17/18 Project Name NICE Recorder Logger Replacement Enterprise Resource System (ERP) Upgrades Total Source of Funds Summary General Fund Total Projected Requirements Year 2 Year 3 Year 4 Year 5 FY 18/19 FY 19/20 FY 20/21 FY 21/22 Five Year Total $ 600.0 $ 1,800.0 — $ 1,500.0 — $ — — $ — — $ — 600.0 3,300.0 $ 2,400.0 $ 1,500.0 $ — $ — $ — $ 3,900.0 $ 2,400.0 $ 1,500.0 $ — $ — $ — $ 3,900.0 $ 2,400.0 $ 1,500.0 $ — $ — $ — $ 3,900.0 E-30 GLOSSARY of TERMS Terms Definition ACCOUNTABILITY The state of being obliged to explain actions to justify what was done. Accountability requires justification for the raising of public funds and the purposes for which they are used. ACTIVITY A group of related functions performed by one or more organizational units for the purpose of satisfying a need for which the city is responsible. ALLOCATION Assigning one or more items of cost or revenue to one or more segments of an organization according to benefits received, responsibilities, or other logical measures of use. ANALYSIS A process that separates the whole into its parts to determine their nature, proportion, function, and relationship. ANNUALIZED COSTS Operating costs incurred at annual rates for a portion of the prior fiscal year that must be incurred at similar rates for the entire 12 months of the succeeding fiscal year. APPROPRIATION An authorization granted by the Mayor and Council to make expenditures and to incur obligations for purposes specified in the appropriation resolution. ASSESSED VALUATION A valuation set upon real estate or other property by the county assessor and the state as a basis for levying taxes. BOND A written promise to pay a specified sum of money (called the face value or principal amount) at a specified date or dates in the future (called the maturity date), together with periodic interest at a specific rate. BOND FUNDS Funds used for the purchase or construction of major capital facilities, which are not financed by other funds. The use of bond funds is limited to ensure that bond proceeds are spent only in the amounts and for the purposes authorized. BOND PROCEEDS Funds derived from the sale of bonds for the purpose of constructing major capital facilities. BONDS - GENERAL OBLIGATION Limited tax bonds that are secured by the city's secondary property tax. BUDGET A financial plan consisting of an estimate of proposed expenditures and their purposes for a given period and the proposed means of financing them. F-1 Terms Definition CAPITAL BUDGET A financial plan of proposed capital expenditures and the means of financing them. CAPITAL CARRYFORWARD Capital funds unspent and brought forward from prior years. CAPITAL IMPROVEMENT FUND The Capital Improvement Fund accounts for capital projects that are financed by Certificate of Participation (COPs) or are reimbursed by governmental agencies such as Pima County and Pima Association of Governments (PAG). CAPITAL IMPROVEMENT PROGRAM (CIP) A plan separate from the annual budget that identifies: (1) all capital improvements which are proposed to be undertaken during a five fiscal year period, (2) the cost estimate for each improvement, (3) the method of financing each improvement, and (4) the planned implementation schedule for each project. CAPITAL PROJECT Any project having assets of significant value and a useful life of six years or more. Capital projects include the purchase of land, design, engineering, and construction of buildings and infrastructure items such as streets, bridges, drainage, street lighting, water system, etc. Capital improvements are permanent attachments intended to remain on the land. Capital projects may include the acquisition of heavy equipment and machinery or specialized vehicles using capital funding sources. CARRYFORWARD CAPITAL IMPROVEMENT PROJECT Any capital project that has been previously approved by the Mayor and Council, but for various reasons has not been implemented on schedule. Under state law and Generally Accepted Accounting Principles, only those costs relating to work actually done on or before the last day of the fiscal year can be reflected on the financial statements of that fiscal year. To avoid having to charge the project costs estimated to be incurred in a subsequent fiscal year as an unbudgeted item for that year and, therefore, violate state budget law, such a project and the associated projected costs are included in the subsequent fiscal year's budget. CERTIFICATES of PARTICIPATION (COPs) A debt financing tool which is used to enable the city to purchase large equipment and improve or construct city facilities. Interest is paid and principal repaid through annual payments made from funds appropriated each fiscal year by the Mayor and Council. COMPREHENSIVE ANNUAL FINANCIAL REPORT (CAFR) Financial report that contains, at a minimum, three sections: (1) introductory, (2) financial, and (3) statistical, and whose financial section provides information on each individual fund and component unit. F-2 Terms Definition CUSTOMER The recipient of a product or service provided by the city. Internal customers are city departments, employees, or officials who receive products or services provided by other city departments. External customers are citizens, neighborhoods, community organizations, businesses, or other public entities who receive products or services provided by a city department. DEBT SERVICE The amount required to retire the principal and pay the interest on outstanding debt. ENCUMBRANCES Obligations in the form of purchase orders, contracts, or other commitments that are chargeable to an appropriation and for which a part of the appropriation is reserved. They cease to be encumbrances when the obligations are paid or otherwise extinguished. ENTERPRISE FUND An accounting entity established to account for the acquisition, operation, and maintenance of governmental facilities and services which are entirely or predominantly self-supporting. EQUIPMENT An item of machinery or furniture having a unit cost of more than $5,000 and an estimated useful life of more than one year. Heavy equipment and machinery that are capital improvements are included in the capital budget and are not considered equipment items in the operating budget. EXPENDITURE Any authorization made for the payment or disbursing of funds during the fiscal year. FEDERAL ECONOMIC STIMULUS Federal grant funding provided through the 2009 American Recovery and Reinvestment Act in order to create jobs and stimulate the local economy. FIDUCIARY FUNDS Funds used to report assets held in a trustee capacity and therefore cannot be used to support the city’s programs. The Tucson Supplemental Retirement System fund is a fiduciary fund. FISCAL YEAR (FY) A 12-month period of time to which the annual budget applies and at the end of which a governmental unit determines its financial position and the results of its operations. Fiscal Year 2016 refers to the period July 1, 2015 through June 30, 2016. FULL-TIME EQUIVALENT POSITION (FTE) A full-time position or part-time position converted to a decimal equivalent of a full-time position, based on 2,080 hours per year. For example, a summer lifeguard working for four months, or 690 hours, would be equivalent to .33 of a full-time position. F-3 Terms Definition FUND An independent fiscal and accounting entity with a selfbalancing set of accounts recording cash and/or other resources, together with all related liabilities, for the purpose of carrying on specific activities or attaining certain objectives in accordance with special regulations. FUND BALANCE The difference between assets and liabilities reported in a governmental fund. GENERAL FUND A fund used to account for all general transactions of the city that do not require a special type of fund. HOME RULE Home Rule is an alternative to the State set expenditure limitation. A home rule prescribes the method the city will use to calculate its own expenditure limitation each year. Voter approval of a home rule must occur prior to the first fiscal year in which it applies. Home rules apply for four succeeding fiscal years, after which the constitutional expenditure limitation becomes effective, unless a new home rule is adopted. IN LIEU of TAXES Enterprise funds most often are not subject to property taxes because of their governmental character. In lieu of tax payments compensate the general government for public services received. In some cases, these payments are calculated to be reasonably equivalent in value to the services provided. In other cases, there is no clear link between the amounts paid and the value of services received. INTER ACTIVITY TRANSFERS Transactions between city organizations or funds that would be treated as revenues or expenditures if they involved parties external to the city. Transactions may be charged against other organizations or funds. INTERNAL SERVICE FUNDS Funds used to report any activity that provides goods or services to other funds, departments, or agencies of the primary government on a cost-reimbursement basis. The goal of an internal service fund is to measure the full cost of providing goods or services for the purpose of fully recovering that cost through fees or charges. The Risk Management Fund is such a fund; departments are assessed charges to fund the city’s selfinsurance expenses. LIMITED PROPERTY VALUE A valuation set upon real estate or other property by the county assessor and the state as a basis for levying taxes. This single valuation will be used for taxation of both primary and secondary property taxes beginning with tax year 2015. NON-RECURRING REVENUE Proceeds of general obligation bonds, revenue bonds, and other restricted revenue. F-4 Terms Definition OPERATING BUDGET A financial plan which applies to all proposed expenditures other than for capital improvements. OPERATING FUNDS Resources derived from recurring revenue sources used to finance operating expenditures and pay-as-you-go capital expenditures. ORGANIZATION The smallest unit of budgetary accountability and control which encompasses specific and distinguishable lines of work performed for the purpose of accomplishing a function for which the city is responsible. OTHER COSTS This classification of costs includes Sun Tran expenditures, contributions to outside agencies, specific federal fund expenditures, and miscellaneous expenditures. OUTSIDE AGENCIES Non-profit organizations whose activities support the Mayor and Council’s priorities. pCARD A charge card that allows goods ands services to be procured without using a traditional procurement process. A pCard is also known as a procurement card. PRIMARY PROPERTY TAXES All ad valorem taxes, except the secondary property taxes, which can be used for any lawful purpose. PROGRAMS Desired output-oriented accomplishments which can be measured and achieved within a given timeframe. Achievement of the programs advance the activity and organization toward fulfillment of a corresponding need. PROJECTS Unique assignments having a finite time span and a deliverable; normally associated with capital improvements such as roadways, neighborhood facilities, etc. RECURRING REVENUES Revenue sources available on a continuing basis to support operating and capital budgetary needs. RESTRICTED REVENUES Revenues which are legally restricted for a specific purpose by the federal, state, or local governments. REVENUES Income from taxes and other sources during the fiscal year. SALARIES and BENEFITS The costs of compensating employees of the City of Tucson, including salaries and employee benefit costs, such as health, dental, and life insurance, city contributions for retirement, social security, and workers’ compensation insurance. F-5 Terms Definition SECONDARY PROPERTY TAXES Ad valorem taxes or special property assessments used to pay the principal, interest, and redemption charges on any bonded indebtedness or other lawful long-term obligation issued or incurred for a specific purpose by a municipality, county, or taxing district; and assessments levied by or for assessment districts and for limited purpose districts other than school districts and community colleges pursuant to an election to temporarily exceed (up to one year) budget, expenditure, or tax limitations. SECONDARY TAX RATE The rate per one hundred dollars of assessed value employed in the levy of secondary property taxes. The assessed value derived from the current Limited Property Value is the basis for computing taxes for budget overrides, bonds, and for sanitary, fire, and other special districts. SERVICES Costs which involve the performance of a specific service by an outside organization or other city organization. Examples of services include consultants, utilities, and vehicle maintenance. SPECIAL ASSESSMENTS Compulsory levy made against certain properties to defray all or part of the cost of a specific capital improvement or service deemed to benefit primarily those properties. STREET and HIGHWAY BONDS Revenue bonds which are secured by the city's Highway User Revenues and used for the construction of street, highway, and related capital projects. SUPPLIES Expendable items used by operating departments. Examples include office supplies, repair and replacement parts for equipment, books, and gasoline. TAX LEVY The total amount to be raised by general property taxes for purposes specified in the Tax Levy Ordinance. TAX RATE The amount of tax levied for each one hundred dollars of assessed valuation. F-6 ACRONYMS and INITIALISMS Acronym/Initialisms Definitions ACAP ADA ADEQ ADOR ADOT ALS AMI AMP AMR ARRA ARS ASR AZA Attorney/Consumer Assistance Program (ACAP) Americans with Disabilities Act Arizona Department of Environmental Quality Arizona Department of Revenue Arizona Department of Transportation Advanced Life Support Advanced Metering Infrastructure Asset Management Project Advanced Meter Reading American Recovery and Reinvestment Act Arizona Revised Statutes Aquifer Storage and Recovery Association of Zoos and Aquariums BABs BCC BID Build America Bonds Boards, Committees and Commissions Business Improvement District CAFR CAP CAVSARP CDBG CIP CNA CNG COBRA COPs CREBs CSR CWAC Comprehensive Annual Financial Report Central Arizona Project Central Avra Valley Storage and Recovery Project Community Development Block Grant Capital Improvement Program Counter Narcotics Alliance Compressed Natural Gas Consolidated Omnibus Budget Reconciliation Act Certificates of Participation Clean Renewable Energy Bonds Customer Service Representative Citizens’ Water Advisory Committee DNA DUI Deoxyribonucleic acid Driving Under the Influence EEC ELT EMS EMP ERP ES Economic Estimates Commission Executive Leadership Team Emergency Medical Service Environmental Management Program Enterprise Resource Program Environmental Services F-7 Acronym/Initialisms Definitions FARE FML FMT FTA FTE FY Fines/Fees and Restitution Enforcement Program Family Medical Leave Financial Monitoring Team Federal Transit Administration Full-Time Equivalent Fiscal Year GAAP GASB GDP GFOA GIS GO Generally Accepted Accounting Principles Governmental Accounting Standards Board Gross Domestic Product Government Finance Officers Association Geographic Information Systems General Obligation Bond HCV HQLA HURF HVAC Housing Choice Voucher High Quality Liquid Assets Highway User Revenue Fund Heating, Ventilation, and Air Conditioning IT Information Technology JCEF JFS Judicial Collection Enhancement Fund Juvenile Fire Stopper LED LPGA LPV Light Emitting Diode Ladies Professional Golf Association Limited Property Value MOV MUP Motor Operated Valve Multi-Use Path NFPA NPO NPZ National Fire Protection Association Neighborhood Preservation Ordinance Neighborhood Preservation Zones O&M Operating and Maintenance PAG PARF PASER PCI PCWIN Pima Association of Governments Personnel Action Request Form Pavement Surface Evaluation and Rating System Pavement Condition Index Pima County Wireless Integrated Network F-8 Acronym/Initialisms PECOC Definitions Pima Emergency Communications Center PGA PHA PILOT PRV Professional Golf Association Public Housing Asset Payment in Lieu of Tax Pressure Relief Valve QECBs Qualified Energy Conservation Bonds RFP RICO RTA Request for Proposal Racketeer Influenced and Corrupt Organizations Act Regional Transportation Authority SAMM SAVSARP SCADA SC SEMAP SGR SHARP SWG Surplus, Auction and Materials Management Southern Avra Valley Storage and Recovery Project Supervisory Control and Data Acquisition Security Certified Section 8 Management Assessment Program State of Good Repair Southeast Houghton Area Recharge Project Southwest Gas TCC TDOT TIGER Tucson Convention Center Tucson Department of Transportation Transportation Investment Generating Economic Recovery Tucson Pima Arts Council Transaction Privilege Tax Tucson Supplemental Retirement System Tucson Utility Management System Tucson International Airport's International Air Transport Association airport code TPAC TPT TSRS TUMS TUS UDC Unified Development Code VANS VOIP Vacant and Neglected Structures Voice Over Internet Protocol WIFA WSI Water Infrastructure Finance Authority Water Safety Instruction F-9