2021-22 Phoenix Detail Budget Setting a path forward for a sustainable Phoenix The Phoenix Detail Budget 2021-22 City of Phoenix, Arizona 2021-22 Annual Budget Detail Mayor and City Council Management Staff Kate Gallego Mayor Ed Zuercher City Manager Donald R. Logan Equal Opportunity Director Carlos Garcia Vice Mayor District 8 Jeff Barton Assistant City Manager Christine Mackay Community and Economic Development Director Ann O' Brien District 1 Jim Waring District 2 Debra Stark District 3 Laura Pastor District 4 Betty Guardado District 5 Inger Erickson Deputy City Manager Toni Maccarone Deputy City Manager Gina Montes Deputy City Manager Mario Paniagua Deputy City Manager Karen Peters Deputy City Manager Chad Makovsky Director of Aviation Services Titus Mathew Housing Director Frank McCune Government Relations Director Cris Meyer City Attorney Ginger Spencer Deputy City Manager Jesús Sapien Public Transit Director Sal DiCiccio District 6 Department Heads Spencer Self Neighborhood Services Director Yassamin Ansari District 7 Cynthia Aguilar Parks and Recreation Director Mayor’s Office Denise Archibald City Clerk Lisa Fernandez Chief of Staff City Council Office Sina Matthes Council Chief of Staff Lori Bays Human Resources Director John Chan Phoenix Convention Center Director Marchelle F. Franklin Human Services Director Kathleen Gitkin Acting Chief Financial Officer Steen Hambric Acting Chief Information Officer Rita Hamilton City Librarian Felissa Washington Smith Interim Public Works Director Alan J. Stephenson Planning and Development Director Ross Tate City Auditor Jeri L. Williams Police Chief Amber Williamson Budget and Research Director Dan Wilson Communications Office Director Chief Presiding Judge B. Don Taylor III Troy Hayes Water Services Director Kara Kalkbrenner Fire Chief Kini Knudson Street Transportation Director Final Adoption of the Operating Budget by the City Council June 16, 2021 CITY OF PHOENIX ORGANIZATIONAL CHART PUBLIC MAYOR AND CITY COUNCIL City Auditor Communications Office MUNICIPAL COURT CITY MANAGER Ed Zuercher Finance Law Office of Government Relations ASSISTANT CITY MANAGER Jeff Barton Karen Peters DEPUTY CITY MANAGER Inger Erickson DEPUTY CITY MANAGER Gina Montes DEPUTY CITY MANAGER Ginger Spencer DEPUTY CITY MANAGER Toni Maccarone DEPUTY CITY MANAGER Mario Paniagua DEPUTY CITY MANAGER Budget and Research Environmental Programs Arts & Culture Housing Community and Economic Dev. City Clerk Aviation Fire Public Works Library Human Services Planning and Development COPERS / Retirement Public Transit Police Sustainability Parks and Recreation Neighborhood Services IDA / PCDIC Equal Opportunity Light Rail Homeland Security & Emergency Management Water Services Phoenix Convention Center Strategic Initiatives State Land Human Resources Street Transportation COVID Response/ ARPA Water Strategy Youth & Education Homelessness/ Affordable Housing Strategies West Phoenix Revitalization Information Technology Advance Phoenix Court Liaison Citywide Volunteer Program Community Assistance Program 311 Project Freeway Coordination Public Defender Liaison Major Events City Council Mtg. Function Infrastructure Heat Response and Mitigation Diversity, Equity & Inclusion Office PERB Liaison CITY OF PHOENIX FINANCIAL ORGANIZATIONAL CHART 2021-22 Operating Budget $5,626,521,000 Operating Expenditures $4,055,219,000 Special Revenue Funds $1,488,959,000 General Funds $1,582,611,000 Enterprise Funds $983,649,000 General Fund $1,426,402,000 Arizona Highway User Revenue $89,856,000 Capital Construction $140,000 Community Reinvestment $2,128,000 Aviation $372,968,000 Library $43,865,000 Court Awards $5,464,000 Development Services $81,906,000 Golf $6,224,000 Convention Center $48,880,000 Parks $109,174,000 Neighborhood Protection $45,671,000 Parks and Preserves $6,479,000 Public Safety Enhancement $30,482,000 Solid Waste $171,647,000 Cable Television $3,169,000 Public Safety Expansion $96,706,000 Regional Transit $24,998,000 Regional Wireless Cooperative $5,485,000 Wastewater $128,461,000 Sports Facilities $22,690,000 Transportation 2050 $91,311,000 Other Restricted $66,468,000 Water $261,694,000 Grants $912,952,000 CITY OF PHOENIX FINANCIAL ORGANIZATIONAL CHART Pay As You Go Capital $1,022,887,000 Debt Service $548,415,000 City Improvement $70,421,000 Secondary Property Tax $129,714,000 General Fund $24,052,000 Library $955,000 Arizona Highway User Revenue $85,482,000 Aviation $87,281,000 Convention Center $20,763,000 Capital Construction $20,380,000 Community Reinvestment $7,734,000 Development Services $4,451,000 Solid Waste $15,227,000 Wastewater $71,389,000 Parks and Preserves $66,212,000 Regional Transit $13,961,000 Sports Facilities $2,393,000 Transportation 2050 $308,724,000 Other Restricted $12,718,000 Grants $125,058,000 Aviation $126,993,000 Convention Center $15,480,000 Solid Waste $11,278,000 Water $153,620,000 Wastewater $71,659,000 Water $125,355,000 Table of Contents Budget Document Overview ...................................................... i Distinguished Budget Presentation Award ............................. iii Part I 2021-22 Annual Budget Detail Department Detail Table of Contents .......................................... vii Department Detail ........................................................................ 1 Part II 2021-26 Capital Improvement Program Capital Improvement Detail Table of Contents ........................ 415 Capital Improvement Detail ...................................................... 418 Part III Schedules and Ordinances Schedules and Ordinances Table of Contents ......................... 478 Summary Schedules ................................................................ 482 Fund Statement Schedules ...................................................... 506 Official State Budget Forms ..................................................... 546 Ordinances ............................................................................... 565 Glossary of Terms .................................................................. 598 Table of Contents Table of Contents BUDGET DOCUMENT OVERVIEW This overview outlines the 2021-22 Annual Budget. This budget document can be accessed at phoenix.gov/budget, or copies of the document are available by contacting the City of Phoenix Budget and Research Department at 602-262-4800, TTY: use 7-1-1. To request this in alternate formats (large print, braille, audio cassette or compact disc), please contact the Budget and Research Department. 2021-22 Summary Budget Document The summary budget contains a narrative description of Phoenix programs and services planned for 2021-22. Also included is a narrative description of all revenue sources and a description of major financial policies. 2021-22 Detail Budget Document The detail budget presents extensive statistical data (including multiyear comparisons) for each city department and fund. The statistical data includes staffing allocations and a detailed reporting of planned expenditures. 2021-2026 Capital Improvement Program Finally, the 2021-26 Capital Improvement Program provides Phoenix’s planned construction program by project and detailed sources of funds. Glossary Definitions of the terms used throughout the budget document are presented in the glossary. If you have questions, need further clarification of a concept or term, or desire more detailed information about this document, please contact the Budget and Research Department at 602-262-4800. i Table of Contents The Highest S&P Credit Rating of the 5 Largest U.S. Cities ii Table of Contents DISTINGUISHED BUDGET PRESENTATION AWARD ÿÿÿ 0123145612789 69583ÿ 82843314 9 9:;<;=>;?ÿ>@ ABC#ÿDEÿ9FDGHBI OPBQDHR )*+ÿ-./ÿ)01234ÿ5/3+ÿ6/7088087ÿ !"#ÿ%&ÿ'('( JK/2L-0M/ÿN0+/2-*+ 7KH*RYHUQPHQW)LQDQFH2IͤFHUV Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award to the City of Phoenix, Arizona IRULWVDQQXDOEXGJHWIRUWKHͤVFDO year beginning July 1, 2020. 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 JXLGHDVDͤQDQFLDOSODQDQGDVD communications device. This award is valid for a period of one year only. We believe our current budget continues to conform to program requirements, and we are submitting it to GFOA to determine its eligibility for another award. iii Table of Contents Table of Contents Part I 2021-22 Annual Budget Detail Department Summary Detail by Department Program Changes Position Schedule Contingencies COVID-19 Funding Summary Debt Service Summary Personal Services Summary Grant Programs Summary Central Service Cost Allocation Plan Table of Contents Table of Contents PART I TABLE OF CONTENTS 2021-22 ANNUAL BUDGET DETAIL Page A Aviation ....................................................................................................................... 146 B Budget and Research.................................................................................................... 60 C Central Service Cost Allocation ................................................................................... 411 City Auditor.................................................................................................................... 15 City Clerk ...................................................................................................................... 32 City Council ..................................................................................................................... 5 City Manager ................................................................................................................... 9 Community and Economic Development .................................................................... 188 Communications Office ................................................................................................. 77 Contingencies ............................................................................................................. 303 COVID-19 Funding Summary ..................................................................................... 309 D Debt Service Summary ............................................................................................... 317 E Employee Benefits ...................................................................................................... 327 Environmental Programs ............................................................................................. 262 Equal Opportunity ......................................................................................................... 28 F Finance ......................................................................................................................... 66 Fire .............................................................................................................................. 102 G Government Relations................................................................................................... 81 Grant Programs and Expenditures Summary.............................................................. 349 vii Table of Contents Page H Housing ....................................................................................................................... 180 Human Resources......................................................................................................... 38 Human Services .......................................................................................................... 244 I Information Technology Services .................................................................................. 18 L Law................................................................................................................................ 54 Library ......................................................................................................................... 228 M Mayor .............................................................................................................................. 1 Municipal Court ........................................................................................................... 120 N Neighborhood Services ............................................................................................... 196 O Office of Arts and Culture ............................................................................................ 208 Office of Homeland Security and Emergency Management ........................................ 117 Office of Sustainability ................................................................................................. 259 P Parks and Recreation .................................................................................................. 212 Personal Services Summary ....................................................................................... 325 Phoenix Convention Center ........................................................................................ 236 Phoenix Employment Relations Board .......................................................................... 51 Planning and Development ......................................................................................... 170 Police ............................................................................................................................ 86 Public Defender ........................................................................................................... 129 Public Transit .............................................................................................................. 160 Public Works ............................................................................................................... 268 viii Table of Contents Page R Regional Wireless Cooperative ..................................................................................... 64 Retirement Systems ...................................................................................................... 48 S Solid Waste Management ........................................................................................... 276 Street Transportation................................................................................................... 132 W Water Services ............................................................................................................ 284 ix Table of Contents-Part I Table of Contents-Part I General Government Environmental Services 13.9% Other NonDepartmental 1/ 10.0% General Government 4.1% Contingencies 5.0% Public Safety 30.8% Community Enrichment 9.1% Community Development 7.2% Criminal Justice 1.5% Transportation 18.4% 1/ Other Non-Departmental consists of the American Rescue Plan Act (ARPA) Fund and Unassigned Vacancy Savings. Table of Contents-Part I Table of Contents-Part I DEPARTMENT SUMMARY GENERAL GOVERNMENT PROGRAM MAYOR'S OFFICE Program Goal The Mayor is elected on a nonpartisan ballot to represent the entire city for a four-year term. The Mayor represents the city in all official capacities and provides leadership to the City Council, administrative staff and the community at large. The Mayor recommends policy direction for the city and chairs all City Council meetings. Expenditures by Organizational Area * 2019-20 Actual 2020-21 Estimate 2021-22 Budget % Change From 2020-21 Mayor's Office 1,624,216 2,257,841 2,322,528 2.9% Total 1,624,216 2,257,841 2,322,528 2.9% * Expenditures are net all inter-departmental and intra-departmental charges and credits. Expenditures by Character 2019-20 Actual 2020-21 Estimate 2021-22 Budget % Change From 2020-21 Personal Services 1,402,109 1,850,763 1,930,300 4.3% Contractual Services 190,886 381,074 368,705 -3.2% Commodities 10,519 8,297 6,230 -24.9% Internal Charges and Credits 20,702 17,707 17,293 -2.3% 1,624,216 2,257,841 2,322,528 2.9% Total Expenditures by Funding Source 2019-20 Actual General Fund 2020-21 Estimate 2021-22 Budget % Change From 2020-21 1,624,216 2,243,626 2,322,528 3.5% Grants - 14,215 - -100.0% Total 1,624,216 2,257,841 2,322,528 2.9% Authorized Positions 2019-20 Actual 2020-21 Estimate Full-Time Ongoing Positions 4.0 Part-Time Ongoing Positions Temporary Positions Total 1 2021-22 Budget 5.0 5.0 0.0 0.0 0.0 9.0 10.3 9.3 13.0 15.3 14.3 Table of Contents-Part I POSITION SCHEDULE GENERAL GOVERNMENT PROGRAM MAYOR'S OFFICE 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Full-Time Ongoing Job Class and Grade Admin Secretary 027 1.0 0.0 1.0 0.0 1.0 Mayor 998 1.0 0.0 1.0 0.0 1.0 Mayor's Assistant (NC) C22 2.0 0.0 2.0 0.0 2.0 Senior Exec Asst/City Mgr (NC) 910 0.0 1.0 1.0 0.0 1.0 4.0 1.0 5.0 0.0 5.0 Full-Time Total Temporary Job Class and Grade Admin Secretary 027 0.0 1.0 1.0 (1.0) 0.0 Asst to the Mayor (a) (NC) 904 1.0 0.0 1.0 0.0 1.0 Asst to the Mayor (a) (NC) Part-Time 904 0.0 0.3 0.3 0.0 0.3 Asst to the Mayor (b) (NC) 900 0.0 1.0 1.0 0.0 1.0 Council Aide (NC) C10 6.0 (1.0) 5.0 0.0 5.0 Mayor's Assistant (NC) C22 2.0 0.0 2.0 0.0 2.0 Temporary Total 9.0 1.3 10.3 (1.0) 9.3 Mayor's Office Total 13.0 2.3 15.3 (1.0) 14.3 2 Table of Contents-Part I Table of Contents-Part I Table of Contents-Part I DEPARTMENT SUMMARY GENERAL GOVERNMENT PROGRAM CITY COUNCIL Program Goal The City Council is composed of eight council members elected by districts on a nonpartisan ballot. Four-year terms for council members from odd-numbered districts expire in April 2025. Terms for council members from even-numbered districts expire in April 2023. The City Council serves as the legislative and policy-making body of the municipal government and has responsibilities for enacting city ordinances, appropriating funds to conduct city business, and providing policy direction to the administrative staff. Under the provisions of the City Charter, the City Council appoints a City Manager, who is responsible for carrying out its established policies and administering operations. Expenditures by Organizational Area * 2019-20 Actual 2020-21 Estimate 2021-22 Budget % Change From 2020-21 City Council 4,023,880 5,397,858 5,577,004 3.3% Total 4,023,880 5,397,858 5,577,004 3.3% * Expenditures are net all inter-departmental and intra-departmental charges and credits. Expenditures by Character 2019-20 Actual 2020-21 Estimate 2021-22 Budget % Change From 2020-21 Personal Services 3,448,434 3,570,880 3,796,402 6.3% Contractual Services 484,219 1,821,148 1,774,916 -2.5% Commodities 19,697 1,500 1,500 0.0% Internal Charges and Credits 26,628 4,330 4,186 -3.3% Other Expenditures and Transfers 44,901 - - 0.0% 4,023,880 5,397,858 5,577,004 3.3% Total Expenditures by Funding Source 2019-20 Actual 2020-21 Estimate 2021-22 Budget % Change From 2020-21 General Fund 4,023,880 5,397,858 5,577,004 3.3% Total 4,023,880 5,397,858 5,577,004 3.3% Authorized Positions 2019-20 Actual 2020-21 Estimate 2021-22 Budget Full-Time Ongoing Positions 13.0 13.0 13.0 Part-Time Ongoing Positions 0.0 0.0 0.0 Temporary Positions 20.0 19.0 19.0 Total 33.0 32.0 32.0 5 Table of Contents-Part I POSITION SCHEDULE GENERAL GOVERNMENT PROGRAM CITY COUNCIL 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Full-Time Ongoing Job Class and Grade Admin Asst I 030 1.0 0.0 1.0 0.0 1.0 Council Assistant (NC) C22 3.0 0.0 3.0 0.0 3.0 Council Member 997 8.0 0.0 8.0 0.0 8.0 Exec Asst to City Council (NC) 907 Full-Time Total 1.0 0.0 1.0 0.0 1.0 13.0 0.0 13.0 0.0 13.0 Temporary Job Class and Grade Admin Secretary 027 1.0 (1.0) 0.0 0.0 0.0 Council Aide (NC) C10 6.0 0.0 6.0 0.0 6.0 Council Assistant (NC) C22 4.0 0.0 4.0 0.0 4.0 Council Research Analyst (NC) C17 9.0 0.0 9.0 0.0 9.0 Temporary Total 20.0 (1.0) 19.0 0.0 19.0 City Council Total 33.0 (1.0) 32.0 0.0 32.0 6 Table of Contents-Part I Table of Contents-Part I Table of Contents-Part I DEPARTMENT SUMMARY GENERAL GOVERNMENT PROGRAM CITY MANAGER'S OFFICE Program Goal The City Manager provides professional administration of the policies and objectives established by the Mayor and City Council, develops alternative solutions to community problems for Mayor and City Council consideration and plans programs that meet the future public needs of the city. The Assistant City Manager and Deputy City Managers oversee and provide assistance to city departments to ensure achievement of their departmental objectives and the objectives of the city government as a whole. Expenditures by Organizational Area * 2019-20 Actual 2020-21 Estimate 2021-22 Budget % Change From 2020-21 City Manager's Office 2,433,058 13,741,388 8,826,394 -35.8% Total 2,433,058 13,741,388 8,826,394 -35.8% * Expenditures are net all inter-departmental and intra-departmental charges and credits. Expenditures by Character 2019-20 Actual 2020-21 Estimate 2021-22 Budget % Change From 2020-21 Personal Services 3,487,746 4,746,846 6,434,055 35.5% Contractual Services 171,739 10,324,293 3,768,433 -63.5% Commodities 8,666 63,265 22,679 -64.2% Capital Outlay - 101,320 - -100.0% Internal Charges and Credits (1,235,093) (1,494,336) (1,398,773) 6.4% Total 2,433,058 13,741,388 8,826,394 -35.8% Expenditures by Funding Source 2019-20 Actual General Fund 2020-21 Estimate 2021-22 Budget % Change From 2020-21 2,338,405 11,107,991 8,110,589 -27.0% 936 - - 0.0% Grants 93,717 2,487,644 493,590 -80.2% Water - 145,753 222,215 52.5% Total 2,433,058 13,741,388 8,826,394 -35.8% Other Restricted Authorized Positions 2019-20 Actual 2020-21 Estimate 2021-22 Budget Full-Time Ongoing Positions 18.0 22.0 30.0 Part-Time Ongoing Positions 0.0 0.0 1.5 Temporary Positions 2.5 5.9 2.4 Total 20.5 27.9 33.9 9 Table of Contents-Part I PROGRAM CHANGES GENERAL GOVERNMENT PROGRAM CITY MANAGER'S OFFICE 2021-22 Reductions Description Positions Amount 2021-22 2022-23 Additions Full Year Positions Amount Cost Public Health Advisors: Continue funding for COVID-19 consultants, including medical experts, to advise the City on reopening facilities and providing up-to-date guidance from the CDC. 0.0 150,000 - Office of Heat Response and Mitigation: The office will establish a cohesive strategy and action plan to address the growing hazard of urban heat, which threatens the City’s economic viability and health and well-being of vulnerable residents. The office will increase the community’s capacity to prepare for and respond to both extreme heat events and the increasing frequency of high temperature days that adversely affect residents’ and visitors’ comfort. The office will build a research and practice-informed process to ensure that heat is addressed in an effective manner by using technology and innovative, locally-relevant solutions, providing preventative information and education, and encouraging coordination and cooperation among diverse stakeholders. This will include a Chief Heat Response Officer, Tree and Shade administrator, shade infrastructure manager, and an Administrative Aide. 4.0 474,338 - Diversity, Equity, and Inclusion: Add an Assistant to the City Manager position to act as the Diversity, Equity, and Inclusion Officer and an Administrative Assistant I position to provide administrative support. This new office will be charged with ensuring equitable distribution of City services throughout the entire City and serve as the champion for delivering racial equity programs for the community. 2.0 271,765 - Convert 1.5 FTE of temporary part-time Recreation Leader positions in the Youth and Education Program to ongoing status to continue to assist with program implementation, school presentations, developing and planning activities in specialized program areas, and working with neighborhoods, schools, and community groups on matters of civic and program interest. 0.0 - - Convert a temporary Admin Aide U7 position in the Citywide Volunteer program to ongoing status to support and coordinate the City's AmeriCorps VISTA program, the annual Mayor's Day of Recognition for National Service, and the new Service Learning collaboration with community colleges. 0.0 - - 10 Table of Contents-Part I PROGRAM CHANGES GENERAL GOVERNMENT PROGRAM CITY MANAGER'S OFFICE Description 2021-22 2021-22 2022-23 Reductions Additions Full Year Positions Amount Positions Amount Cost Convert a temporary Management Assistant I position to ongoing status. The position manages the citywide 311 Call Center and oversees staffing of the Phoenix City Hall Lobby byappointment only program. 0.0 - Total 6.0 896,103 11 - Table of Contents-Part I POSITION SCHEDULE GENERAL GOVERNMENT PROGRAM CITY MANAGER'S OFFICE 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Full-Time Ongoing Job Class and Grade Admin Aide*U7 026 0.0 0.0 0.0 1.0 1.0 Admin Asst I 030 1.0 (1.0) 0.0 2.0 2.0 Admin Asst II 035 1.0 0.0 1.0 0.0 1.0 Admin Secretary 027 2.0 0.0 2.0 0.0 2.0 Asst City Manager (NC) 917 2.0 (1.0) 1.0 0.0 1.0 Asst to the City Manager (NC) 904 0.0 0.0 0.0 2.0 2.0 Business Assistance Coord 039 1.0 (1.0) 0.0 0.0 0.0 City Manager (NC) 940 1.0 0.0 1.0 0.0 1.0 Deputy City Manager (NC) 914 3.0 2.0 5.0 0.0 5.0 Exec Asst to City Council (NC) 907 1.0 (1.0) 0.0 0.0 0.0 Management Asst I 031 0.0 0.0 0.0 1.0 1.0 Management Asst II 037 3.0 1.0 4.0 0.0 4.0 Management Asst III 839 1.0 0.0 1.0 0.0 1.0 OAT Attorney (NC) 845 0.0 1.0 1.0 0.0 1.0 OAT Director (NC) 906 0.0 1.0 1.0 0.0 1.0 OAT Executive Admin Asst 035 0.0 1.0 1.0 0.0 1.0 Project Manager 036 0.0 0.0 0.0 2.0 2.0 Secretary II*U8 721 1.0 0.0 1.0 0.0 1.0 Secretary to City Manager(NC) 035 1.0 0.0 1.0 0.0 1.0 Senior Exec Asst/City Mgr (NC) 910 1.0 (1.0) 0.0 0.0 0.0 Special Projects Administrator 840 1.0 0.0 1.0 0.0 1.0 Water Resources Mgt Advsr (NC) 903 0.0 1.0 1.0 0.0 1.0 20.0 2.0 22.0 8.0 30.0 0.0 0.0 0.0 1.5 1.5 0.0 0.0 0.0 1.5 1.5 Full-Time Total Part-Time Ongoing Job Class and Grade Recreation Leader Part-Time 321 Part-Time Total 12 Table of Contents-Part I POSITION SCHEDULE GENERAL GOVERNMENT PROGRAM CITY MANAGER'S OFFICE 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Temporary Job Class and Grade Admin Aide*U7 026 1.0 0.0 1.0 (1.0) 0.0 Admin Aide*U7 Part-Time 026 0.5 (0.5) 0.0 0.0 0.0 Admin Asst II Part-Time 035 0.0 0.8 0.8 0.0 0.8 Library Assistant Part-Time 026 0.0 1.6 1.6 0.0 1.6 Management Asst I 031 0.0 1.0 1.0 (1.0) 0.0 Recreation Leader Part-Time 321 0.0 1.5 1.5 (1.5) 0.0 Temporary Total 1.5 4.4 5.9 (3.5) 2.4 City Manager's Office Total 21.5 6.4 27.9 6.0 33.9 13 Table of Contents-Part I Table of Contents-Part I DEPARTMENT SUMMARY GENERAL GOVERNMENT PROGRAM CITY AUDITOR Program Goal The City Auditor Department supports the City Manager and elected officials in meeting residents’ needs for quality government, products and services by providing independent and objective feedback on the city’s programs, activities and functions. The City Auditor’s work is vital in maintaining trust and confidence that city resources are used effectively and honestly. The City Auditor budget also funds an annual independent audit conducted by outside auditors in accordance with the City Charter. This includes an audit of city accounting and financial records, the federal single audit, review of the City of Phoenix Employees’ Retirement System, external audits of specific activities and review of business systems for possible improvements. Expenditures by Organizational Area * 2019-20 Actual 2020-21 Estimate 2021-22 Budget % Change From 2020-21 City Auditor 2,522,875 2,911,519 3,174,007 9.0% Total 2,522,875 2,911,519 3,174,007 9.0% * Expenditures are net all inter-departmental and intra-departmental charges and credits. Expenditures by Character 2019-20 Actual 2020-21 Estimate 2021-22 Budget % Change From 2020-21 Personal Services 3,609,562 3,864,463 4,108,612 6.3% Contractual Services 610,085 674,156 694,938 3.1% 5,844 5,225 5,225 0.0% Internal Charges and Credits (1,702,615) (1,632,325) (1,634,768) -0.1% Total 2,522,875 2,911,519 3,174,007 9.0% Commodities Expenditures by Funding Source 2019-20 Actual 2020-21 Estimate 2021-22 Budget % Change From 2020-21 General Fund 2,522,875 2,911,519 3,174,007 9.0% Total 2,522,875 2,911,519 3,174,007 9.0% Authorized Positions 2019-20 Actual 2020-21 Estimate 2021-22 Budget Full-Time Ongoing Positions 25.0 25.0 25.0 Part-Time Ongoing Positions 0.4 0.4 0.4 Temporary Positions 0.0 0.0 0.0 Total 25.4 25.4 25.4 15 Table of Contents-Part I POSITION SCHEDULE GENERAL GOVERNMENT PROGRAM CITY AUDITOR 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Full-Time Ongoing Job Class and Grade Admin Asst I 030 1.0 0.0 1.0 0.0 1.0 Admin Secretary 027 1.0 0.0 1.0 0.0 1.0 City Auditor (NC) 908 1.0 0.0 1.0 0.0 1.0 Deputy City Auditor 842 4.0 0.0 4.0 0.0 4.0 Internal Auditor 036 11.0 0.0 11.0 0.0 11.0 Senior Internal Auditor 038 4.0 0.0 4.0 0.0 4.0 Senior Internal Auditor*IT 039 2.0 0.0 2.0 0.0 2.0 Tax Hearing Officer 039 1.0 0.0 1.0 0.0 1.0 25.0 0.0 25.0 0.0 25.0 0.4 0.0 0.4 0.0 0.4 Part-Time Total 0.4 0.0 0.4 0.0 0.4 City Auditor Total 25.4 0.0 25.4 0.0 25.4 Full-Time Total Part-Time Ongoing Job Class and Grade Auditor Intern (NC) Part-Time 326 16 Table of Contents-Part I Table of Contents-Part I Information Technology Services Office of CIO Federated IT Management Information Security & Privacy ITS Business Operations ITS Business Solutions ITS Management Services 18 Table of Contents-Part I DEPARTMENT SUMMARY GENERAL GOVERNMENT PROGRAM INFORMATION TECHNOLOGY SERVICES Program Goal Information Technology Services (ITS) coordinates the use of information technology across the various departments and agencies of city government to ensure that accurate and timely information is provided to residents, elected officials, city management and staff in the most cost-effective manner possible. The department provides operating departments with information processing through the application and coordination of computer technology and procures, manages and maintains the city’s radio, telephone and computer network systems. Expenditures by Organizational Area * 2019-20 Actual 2020-21 Estimate 2021-22 Budget % Change From 2020-21 Office of CIO 2,881,427 10,413,335 (1,941,878) -118.6% Information Security & Privacy 3,545,594 5,950,891 7,448,935 25.2% Federated IT Management 682,396 1,170,185 1,395,302 19.2% ITS Business Operations 24,413,970 31,419,118 31,601,184 0.6% ITS Business Solutions 13,433,668 16,952,145 18,986,370 12.0% ITS Management Services 2,022,667 2,898,076 3,483,862 20.2% Total 46,979,722 68,803,750 60,973,775 -11.4% * Expenditures are net all inter-departmental and intra-departmental charges and credits. Expenditures by Character 2019-20 Actual 2020-21 Estimate 2021-22 Budget % Change From 2020-21 Personal Services 28,914,199 31,711,188 35,279,182 11.3% Contractual Services 25,011,117 34,112,255 30,948,039 -9.3% Commodities 3,944,107 10,646,953 2,691,682 -74.7% Capital Outlay 140,412 220,000 115,500 -47.5% Internal Charges and Credits (7,290,252) (3,674,287) (3,890,565) -5.9% Other Expenditures and Transfers (3,739,862) (4,212,359) (4,170,063) 1.0% Total 46,979,722 68,803,750 60,973,775 -11.4% Expenditures by Funding Source General Fund 2019-20 Actual 2020-21 Estimate 2021-22 Budget % Change From 2020-21 44,538,163 56,015,358 60,138,138 7.4% Cable Television 5,055 12,000 12,000 0.0% Other Restricted - 87,000 87,000 0.0% Grants 1,969,790 12,041,867 - -100.0% Aviation 266,413 273,379 285,646 4.5% Solid Waste 196,704 200,117 207,914 3.9% Water 3,597 174,029 243,077 39.7% Total 46,979,722 68,803,750 60,973,775 -11.4% 19 Table of Contents-Part I DEPARTMENT SUMMARY GENERAL GOVERNMENT PROGRAM INFORMATION TECHNOLOGY SERVICES Authorized Positions 2019-20 Actual 2020-21 Estimate 2021-22 Budget Full-Time Ongoing Positions 197.0 197.0 208.0 Part-Time Ongoing Positions 0.0 0.0 0.0 Temporary Positions 3.0 9.0 1.0 200.0 206.0 209.0 Total 20 Table of Contents-Part I PROGRAM CHANGES GENERAL GOVERNMENT PROGRAM INFORMATION TECHNOLOGY SERVICES 2021-22 Reductions Description Positions Amount 2021-22 2022-23 Additions Full Year Positions Amount Cost City Services IT Support: Add contractual services funding to provide development support for the 311 and Learning Management System projects. Funding three additional senior developers will continue citywide integration and mobile app development for these critical initiatives, which enhance citizen access to City services and provide a needed virtual learning environment for City employees. 0.0 585,000 - 311: Add contractual services funding for project management services of several large-scale projects that emerged due to COVID-19, including 311, Learning Management System, enhanced security needs, and conference room technology upgrades. The City's 311 system significantly expanded due to COVID-19, providing enhanced connectivity to City services for residents. This expansion requires additional ongoing support to ensure continued seamless integration with City applications. 0.0 350,000 - Wifi Support: Add funding for one Senior Information Technology Systems Specialist to serve as a Senior WiFi Engineer. This position will provide ongoing support and management for the 50+ new public WiFi locations the City added during COVID-19 to address public need for WiFi. These locations are currently managed by a temporary position. 1.0 168,982 - IT Security: Add one Lead Information Technology Systems Specialist and one Senior Information Technology Systems Specialist. These positions are needed to support security applications and additional infrastructure support required as a result of COVID-19 related enhancements. 2.0 354,249 - Remote Work Support: Convert one temporary Information Technology Systems Specialist and one temporary Senior Information Technology Systems Specialist to ongoing to provide coordination and administration of City video conferencing needs. The City continues to require vastly expanded video conferencing capabilities, which facilitates virtual work and helps ensure public access to City Council and other meetings. The temporary positions are currently being funded by vacancies in the department. 0.0 322,874 - 21 Table of Contents-Part I PROGRAM CHANGES GENERAL GOVERNMENT PROGRAM INFORMATION TECHNOLOGY SERVICES Description 2021-22 2021-22 2022-23 Reductions Additions Full Year Positions Amount Positions Amount Cost ERP System Support: Add contractual funding for a managed services agreement with a technology provider specializing in Enterprise Resource Planning (ERP) systems. This support is needed to bridge the technical expertise gap in existing City personnel who support the City's SAP and Peoplesoft ERP systems. The agreement will be to provide an ERP program manager, business analyst, technical leader and other needed services in an effort to improve processes and implement system advancements. 0.0 750,000 - IT Information Security: Add one Lead Information Technology Systems Specialist and two Senior Information Technology Systems Specialist positions to support the City's growing technology infrastructure. These critical positions are needed to lead infrastructure and application vulnerability remediation efforts that mitigate known security and operational deficiencies. 3.0 523,231 - Convert the Deputy Chief Information Officer for operations from temporary to ongoing status. This critical position manages the city's business continuity and disaster recovery program. 0.0 - - Convert Fire Deputy Chief Information Officer from temporary to ongoing status to continue to support the Fire Department and the Chief Information Officer with critical technology needs. 0.0 - - Convert a Senior User Technology Specialist position from temporary to ongoing status. This position serves as the Regional Wireless Cooperative (RWC) Emergency Responder Radio Communication System Specialist responsible for managing critical radio network installation projects. 0.0 - - Total 6.0 3,054,336 22 Table of Contents-Part I POSITION SCHEDULE GENERAL GOVERNMENT PROGRAM INFORMATION TECHNOLOGY SERVICES 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Summary by Division Office of CIO 2.0 0.0 2.0 0.0 2.0 Information Security & Privacy 14.0 0.0 14.0 0.0 14.0 Federated IT Management 6.0 0.0 6.0 0.0 6.0 ITS Business Operations 94.0 5.0 99.0 0.0 99.0 ITS Business Solutions 68.0 0.0 68.0 3.0 71.0 ITS Management Services 17.0 0.0 17.0 0.0 17.0 Total 201.0 5.0 206.0 3.0 209.0 Office of CIO Full-Time Ongoing Job Class and Grade Admin Secretary 027 1.0 0.0 1.0 0.0 1.0 Chief Information Officer(NC) 912 1.0 0.0 1.0 0.0 1.0 Full-Time Total 2.0 0.0 2.0 0.0 2.0 Office of CIO Total 2.0 0.0 2.0 0.0 2.0 Information Security & Privacy Full-Time Ongoing Job Class and Grade Asst Chief Information Officer 908 1.0 0.0 1.0 0.0 1.0 Deputy Chief Information Off 843 1.0 0.0 1.0 0.0 1.0 Information Tech Systems Spec 038 1.0 0.0 1.0 0.0 1.0 Info Tech Analyst/Prg II 037 1.0 0.0 1.0 0.0 1.0 Lead Business Systems Analyst 038 1.0 (1.0) 0.0 0.0 0.0 Lead Info Tech Systems Spec 042 2.0 2.0 4.0 0.0 4.0 Lead User Technology Spec 039 2.0 (1.0) 1.0 0.0 1.0 Senior Info Tech Systems Spec 040 5.0 0.0 5.0 0.0 5.0 Full-Time Total 14.0 0.0 14.0 0.0 14.0 Information Security & Privacy Total 14.0 0.0 14.0 0.0 14.0 Federated IT Management 23 Table of Contents-Part I POSITION SCHEDULE GENERAL GOVERNMENT PROGRAM INFORMATION TECHNOLOGY SERVICES 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Full-Time Ongoing Job Class and Grade Admin Asst II 035 1.0 0.0 1.0 0.0 1.0 Asst Chief Information Officer 908 4.0 0.0 4.0 0.0 4.0 Deputy Chief Information Off 843 1.0 0.0 1.0 0.0 1.0 Full-Time Total 6.0 0.0 6.0 0.0 6.0 Federated IT Management Total 6.0 0.0 6.0 0.0 6.0 ITS Business Operations Full-Time Ongoing Job Class and Grade Admin Aide 326 1.0 0.0 1.0 0.0 1.0 Asst Chief Information Officer 908 1.0 0.0 1.0 0.0 1.0 Communications Engineer 037 2.0 0.0 2.0 0.0 2.0 Computer Production Scheduler 032 2.0 0.0 2.0 0.0 2.0 Deputy Chief Information Off 843 1.0 1.0 2.0 1.0 3.0 Enterprise Technology Manager 841 1.0 0.0 1.0 0.0 1.0 Information Tech Systems Spec 038 7.0 0.0 7.0 1.0 8.0 Info Tech Analyst/Prg II 037 1.0 0.0 1.0 0.0 1.0 Info Tech Analyst/Prg III 039 1.0 0.0 1.0 0.0 1.0 Lead Info Tech Systems Spec 042 5.0 1.0 6.0 1.0 7.0 Lead User Technology Spec 039 13.0 0.0 13.0 0.0 13.0 Senior Info Tech Systems Spec 040 12.0 (1.0) 11.0 3.0 14.0 Senior User Technology Spec 037 16.0 (2.0) 14.0 1.0 15.0 Support Services Aide 324 1.0 0.0 1.0 0.0 1.0 User Support Specialist 330 4.0 0.0 4.0 0.0 4.0 User Technology Specialist 035 9.0 0.0 9.0 0.0 9.0 User Technology Specialist*U2 228 16.0 0.0 16.0 0.0 16.0 93.0 (1.0) 92.0 7.0 99.0 Full-Time Total 24 Table of Contents-Part I POSITION SCHEDULE GENERAL GOVERNMENT PROGRAM INFORMATION TECHNOLOGY SERVICES 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Temporary Job Class and Grade Deputy Chief Information Off 843 1.0 0.0 1.0 (1.0) 0.0 Information Tech Systems Spec 038 0.0 1.0 1.0 (1.0) 0.0 Lead Info Tech Systems Spec 042 0.0 1.0 1.0 (1.0) 0.0 Senior Info Tech Systems Spec 040 0.0 3.0 3.0 (3.0) 0.0 Senior User Technology Spec 037 0.0 1.0 1.0 (1.0) 0.0 Temporary Total 1.0 6.0 7.0 (7.0) 0.0 ITS Business Operations Total 94.0 5.0 99.0 0.0 99.0 ITS Business Solutions Full-Time Ongoing Job Class and Grade Asst Chief Information Officer 908 1.0 0.0 1.0 0.0 1.0 Deputy Chief Information Off 843 3.0 0.0 3.0 1.0 4.0 Info Tech Analyst/Prg II 037 3.0 0.0 3.0 0.0 3.0 Info Tech Analyst/Prg III 039 14.0 0.0 14.0 0.0 14.0 Info Tech Project Manager 041 8.0 0.0 8.0 0.0 8.0 Lead Business Systems Analyst 038 3.0 0.0 3.0 0.0 3.0 Lead Info Tech Systems Spec 042 13.0 0.0 13.0 1.0 14.0 Senior Info Tech Systems Spec 040 21.0 0.0 21.0 2.0 23.0 66.0 0.0 66.0 4.0 70.0 Full-Time Total Temporary Job Class and Grade Deputy Chief Information Off 843 1.0 0.0 1.0 (1.0) 0.0 Info Tech Project Manager 041 1.0 0.0 1.0 0.0 1.0 Temporary Total 2.0 0.0 2.0 (1.0) 1.0 ITS Business Solutions Total 68.0 0.0 68.0 3.0 71.0 ITS Management Services Full-Time Ongoing Job Class and Grade Accountant I 030 1.0 0.0 1.0 0.0 1.0 Accountant II 033 1.0 0.0 1.0 0.0 1.0 25 Table of Contents-Part I POSITION SCHEDULE GENERAL GOVERNMENT PROGRAM INFORMATION TECHNOLOGY SERVICES 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Account Clerk III 325 1.0 0.0 1.0 0.0 1.0 Admin Aide*U7 026 1.0 0.0 1.0 0.0 1.0 Admin Asst II 035 1.0 1.0 2.0 0.0 2.0 Budget Analyst II 035 1.0 0.0 1.0 0.0 1.0 Contracts Specialist II*Lead 037 1.0 0.0 1.0 0.0 1.0 Department Budget Supervisor 037 1.0 0.0 1.0 0.0 1.0 Management Asst II 037 2.0 0.0 2.0 0.0 2.0 Management Services Adm 841 1.0 0.0 1.0 0.0 1.0 Secretary III 025 1.0 0.0 1.0 0.0 1.0 Senior Public Info Officer 038 1.0 0.0 1.0 0.0 1.0 Support Services Aide 324 1.0 (1.0) 0.0 0.0 0.0 Telecommunications Aide 326 2.0 0.0 2.0 0.0 2.0 Telecommunications Svcs Asst 032 1.0 0.0 1.0 0.0 1.0 Full-Time Total 17.0 0.0 17.0 0.0 17.0 ITS Management Services Total 17.0 0.0 17.0 0.0 17.0 Information Technology Services Total 201.0 5.0 206.0 3.0 209.0 26 Table of Contents-Part I Table of Contents-Part I Equal Opportunity Administration Business Relations Community Relations Compliance and Enforcement 28 Table of Contents-Part I DEPARTMENT SUMMARY GENERAL GOVERNMENT PROGRAM EQUAL OPPORTUNITY Program Goal The Equal Opportunity Department promotes and enforces equal opportunities for city employees and the public through education, community involvement and enforcement programs. These programs are carried out by a combination of staff and volunteer panels appointed by the Mayor and City Council. Expenditures by Organizational Area * 2019-20 Actual 2020-21 Estimate 2021-22 Budget % Change From 2020-21 Administration 564,133 603,376 636,272 5.5% Business Relations 818,633 1,050,148 1,168,580 11.3% Community Relations 84,257 193,245 199,006 3.0% Compliance and Enforcement 841,220 1,121,575 1,449,325 29.2% 2,308,243 2,968,344 3,453,183 16.3% Total * Expenditures are net all inter-departmental and intra-departmental charges and credits. Expenditures by Character 2019-20 Actual 2020-21 Estimate 2021-22 Budget % Change From 2020-21 Personal Services 2,898,246 3,425,982 3,844,158 12.2% Contractual Services 106,368 107,995 164,861 52.7% Commodities 17,346 22,529 22,529 0.0% Internal Charges and Credits (618,957) (588,162) (578,365) 1.7% Other Expenditures and Transfers (94,758) - - 0.0% 2,308,243 2,968,344 3,453,183 16.3% Total Expenditures by Funding Source General Fund 2019-20 Actual 2020-21 Estimate 2021-22 Budget % Change From 2020-21 1,902,408 2,470,311 2,874,549 16.4% 3,569 24,000 24,000 0.0% Grants 402,268 474,033 554,634 17.0% Total 2,308,243 2,968,344 3,453,183 16.3% Other Restricted Authorized Positions 2019-20 Actual 2020-21 Estimate 2021-22 Budget Full-Time Ongoing Positions 27.0 27.0 27.0 Part-Time Ongoing Positions 0.0 0.0 0.0 Temporary Positions 0.0 0.0 0.0 Total 27.0 27.0 27.0 29 Table of Contents-Part I POSITION SCHEDULE GENERAL GOVERNMENT PROGRAM EQUAL OPPORTUNITY 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Summary by Division Administration 3.0 0.0 3.0 0.0 3.0 Business Relations 13.0 0.0 13.0 0.0 13.0 Community Relations 1.0 0.0 1.0 0.0 1.0 Compliance and Enforcement 10.0 0.0 10.0 0.0 10.0 Total 27.0 0.0 27.0 0.0 27.0 Administration Full-Time Ongoing Job Class and Grade Admin Secretary 027 1.0 0.0 1.0 0.0 1.0 Equal Opportunity Dir (NC) 907 1.0 0.0 1.0 0.0 1.0 Management Asst II 037 1.0 0.0 1.0 0.0 1.0 Full-Time Total 3.0 0.0 3.0 0.0 3.0 Administration Total 3.0 0.0 3.0 0.0 3.0 Business Relations Full-Time Ongoing Job Class and Grade Deputy Equal Opportunity Dir 841 1.0 0.0 1.0 0.0 1.0 Equal Opportunity Progrms Asst 031 2.0 0.0 2.0 0.0 2.0 Equal Opportunity Specialist 035 8.0 0.0 8.0 0.0 8.0 Equal Opportunity Spec*Lead 036 2.0 0.0 2.0 0.0 2.0 Full-Time Total 13.0 0.0 13.0 0.0 13.0 Business Relations Total 13.0 0.0 13.0 0.0 13.0 1.0 0.0 1.0 0.0 1.0 1.0 0.0 1.0 0.0 1.0 Community Relations Full-Time Ongoing Job Class and Grade Human Resources Supervisor 038 Full-Time Total 30 Table of Contents-Part I POSITION SCHEDULE GENERAL GOVERNMENT PROGRAM EQUAL OPPORTUNITY 2020-21 Budgeted Positions Community Relations Total 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions 1.0 0.0 1.0 0.0 1.0 Compliance and Enforcement Full-Time Ongoing Job Class and Grade Admin Asst I 030 1.0 0.0 1.0 0.0 1.0 Deputy Equal Opportunity Dir 841 0.0 1.0 1.0 0.0 1.0 Economic Development Prog Mgr 038 1.0 0.0 1.0 0.0 1.0 Equal Opportunity Progrms Asst 031 1.0 0.0 1.0 0.0 1.0 Equal Opportunity Specialist 035 5.0 0.0 5.0 0.0 5.0 Equal Opportunity Spec*Lead 036 2.0 (1.0) 1.0 0.0 1.0 Full-Time Total 10.0 0.0 10.0 0.0 10.0 Compliance and Enforcement Total 10.0 0.0 10.0 0.0 10.0 Equal Opportunity Total 27.0 0.0 27.0 0.0 27.0 31 Table of Contents-Part I City Clerk Council, License and Management Services Director's Office Records and Elections 32 Table of Contents-Part I DEPARTMENT SUMMARY GENERAL GOVERNMENT PROGRAM CITY CLERK Program Goal The City Clerk Department exists to uphold public trust and protect local democracy by providing access to services and information on matters of public interest to residents, elected officials, city departments, and other customers. The department manages elections and annexations; prepares council agendas, minutes and meeting notices; maintains public records; processes liquor and regulated business licenses; and supports all city department operations through provision of internal printing, graphic design, and mail services. Expenditures by Organizational Area * 2019-20 Actual Director's Office 2020-21 Estimate 2021-22 Budget % Change From 2020-21 427,906 525,251 576,224 9.7% Council, License and Management Services 1,874,443 2,010,081 3,636,253 80.9% Records and Elections 2,226,006 3,800,883 3,262,542 -14.2% Total 4,528,355 6,336,215 7,475,019 18.0% * Expenditures are net all inter-departmental and intra-departmental charges and credits. Expenditures by Character 2019-20 Actual 2020-21 Estimate 2021-22 Budget % Change From 2020-21 Personal Services 4,737,367 4,936,982 5,503,752 Contractual Services 11.5% 2,665,248 3,517,987 4,259,792 21.1% Commodities 230,344 250,371 212,526 -15.1% Capital Outlay 37,331 48,000 - -100.0% (2,591,147) (2,417,125) (2,501,051) -3.5% Other Expenditures and Transfers (550,788) - - 0.0% Total 4,528,355 6,336,215 7,475,019 18.0% Internal Charges and Credits Expenditures by Funding Source General Fund 2019-20 Actual Authorized Positions 2021-22 Budget % Change From 2020-21 4,527,953 6,336,065 7,474,869 18.0% 401 150 150 0.0% 4,528,355 6,336,215 7,475,019 18.0% Other Restricted Total 2020-21 Estimate 2019-20 Actual 2020-21 Estimate 2021-22 Budget Full-Time Ongoing Positions 49.0 49.0 49.0 Part-Time Ongoing Positions 2.5 2.5 2.5 Temporary Positions 0.0 0.0 0.0 Total 51.5 51.5 51.5 33 Table of Contents-Part I PROGRAM CHANGES GENERAL GOVERNMENT PROGRAM CITY CLERK Description 2021-22 2021-22 2022-23 Reductions Additions Full Year Positions Amount Positions Amount Election Transparency: Add funding for consulting services to perform a strategic assessment of the City’s election services information technology needs. This would include the evaluation of the existing application portfolio and the development of a strategic, multi-year plan. Additional requests for funding will follow in future years once an overall information technology strategy is approved. Improving the information systems supporting election services will enable the City to meet the need for increased transparency in elections, and for voters, candidates and elected officials to more easily engage in the elections process. 0.0 300,000 Total 0.0 300,000 34 Cost - Table of Contents-Part I POSITION SCHEDULE GENERAL GOVERNMENT PROGRAM CITY CLERK 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Summary by Division Director's Office 3.0 0.0 3.0 0.0 3.0 Council, License and Management Services 30.5 0.0 30.5 0.0 30.5 Records and Elections 18.0 0.0 18.0 0.0 18.0 Total 51.5 0.0 51.5 0.0 51.5 Director's Office Full-Time Ongoing Job Class and Grade Admin Asst I 030 0.0 1.0 1.0 0.0 1.0 City Clerk (NC) 907 1.0 0.0 1.0 0.0 1.0 Management Asst II 037 1.0 0.0 1.0 0.0 1.0 Secretary III 025 1.0 (1.0) 0.0 0.0 0.0 Full-Time Total 3.0 0.0 3.0 0.0 3.0 Director's Office Total 3.0 0.0 3.0 0.0 3.0 Council, License and Management Services Full-Time Ongoing Job Class and Grade Admin Aide*U7 026 1.0 0.0 1.0 0.0 1.0 Admin Asst I 030 2.0 0.0 2.0 0.0 2.0 Admin Asst II 035 1.0 0.0 1.0 0.0 1.0 Admin Asst III 037 0.0 1.0 1.0 0.0 1.0 Business License Service Clerk 324 4.0 0.0 4.0 0.0 4.0 Council Reporter 028 3.0 (1.0) 2.0 0.0 2.0 Deputy City Clerk 841 1.0 0.0 1.0 0.0 1.0 Desktop Publisher 324 1.0 0.0 1.0 0.0 1.0 Economic Development Prog Mgr 038 1.0 0.0 1.0 0.0 1.0 Mail Service Worker 111 4.0 0.0 4.0 0.0 4.0 Management Asst I 031 2.0 0.0 2.0 0.0 2.0 Management Asst II 037 1.0 0.0 1.0 0.0 1.0 Offset Press Op*Special Press 325 3.0 0.0 3.0 0.0 3.0 Planning Graphic Designer 332 2.0 0.0 2.0 0.0 2.0 Printing Services Foreman 027 1.0 0.0 1.0 0.0 1.0 35 Table of Contents-Part I POSITION SCHEDULE GENERAL GOVERNMENT PROGRAM CITY CLERK 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Repro & Bindery Equip Operator 320 2.0 0.0 2.0 0.0 2.0 Support Services Aide 324 1.0 0.0 1.0 0.0 1.0 30.0 0.0 30.0 0.0 30.0 Full-Time Total Part-Time Ongoing Job Class and Grade Elections/Annexation Spec I Part-Time 0.5 0.0 0.5 0.0 0.5 Part-Time Total 327 0.5 0.0 0.5 0.0 0.5 Council, License and Management Services Total 30.5 0.0 30.5 0.0 30.5 Records and Elections Full-Time Ongoing Job Class and Grade Admin Asst III 037 1.0 0.0 1.0 0.0 1.0 Deputy City Clerk 841 1.0 0.0 1.0 0.0 1.0 Elections/Annexation Spec II 032 4.0 0.0 4.0 0.0 4.0 Elections Coord*Citizen Supprt 036 1.0 0.0 1.0 0.0 1.0 Elections Coordinator 035 2.0 0.0 2.0 0.0 2.0 Management Asst II 037 1.0 0.0 1.0 0.0 1.0 Records Clerk II 322 2.0 0.0 2.0 0.0 2.0 Records Clerk III 026 2.0 0.0 2.0 0.0 2.0 Records Clerk II*Lead 323 1.0 0.0 1.0 0.0 1.0 Secretary III 025 1.0 0.0 1.0 0.0 1.0 16.0 0.0 16.0 0.0 16.0 2.0 0.0 2.0 0.0 2.0 Part-Time Total 2.0 0.0 2.0 0.0 2.0 Records and Elections Total 18.0 0.0 18.0 0.0 18.0 City Clerk Total 51.5 0.0 51.5 0.0 51.5 Full-Time Total Part-Time Ongoing Elections/Annexation Spec I Part-Time 327 36 Table of Contents-Part I Table of Contents-Part I Human Resources Administration Benefits and Wellness/EAP City Operations Labor Relations Organizational Development Safety Support Services Talent Acquisition and Management 38 Table of Contents-Part I DEPARTMENT SUMMARY GENERAL GOVERNMENT PROGRAM HUMAN RESOURCES Program Goal The Human Resources Department partners with departments and employees to hire, compensate, support and develop a diverse workforce that is dedicated to delivering high-quality services to the community. Expenditures by Organizational Area * 2019-20 Actual 2020-21 Estimate 2021-22 Budget % Change From 2020-21 Administration 2,815,296 8,716,820 3,154,742 -63.8% Benefits and Wellness/EAP 1,309,481 1,009,987 1,249,753 23.7% Organizational Development 1,229,570 2,069,906 2,260,608 9.2% Talent Acquisition and Management 2,447,048 2,382,182 3,048,208 28.0% Labor Relations 668,006 785,395 801,122 2.0% Safety 628,190 1,457,142 3,377,003 >100.0% 3,160,414 3,701,289 4,016,047 8.5% - 2,527,527 1,854,952 -26.6% 12,258,005 22,650,248 19,762,435 -12.7% Support Services City Operations Total * Expenditures are net all inter-departmental and intra-departmental charges and credits. Expenditures by Character 2019-20 Actual 2020-21 Estimate 2021-22 Budget % Change From 2020-21 Personal Services 13,619,726 16,872,471 16,744,635 -0.8% Contractual Services 2,085,706 8,909,017 6,766,538 -24.0% Commodities 119,786 428,233 98,904 -76.9% Capital Outlay - 27,500 - -100.0% Internal Charges and Credits (3,567,212) (3,586,973) (3,847,642) -7.3% Total 12,258,005 22,650,248 19,762,435 -12.7% Expenditures by Funding Source 2019-20 Actual 2020-21 Estimate 2021-22 Budget % Change From 2020-21 General Fund 11,762,029 16,315,706 19,275,056 18.1% Other Restricted 418,996 430,805 487,379 13.1% Grants 76,981 5,903,737 - -100.0% Total 12,258,005 22,650,248 19,762,435 -12.7% 39 Table of Contents-Part I DEPARTMENT SUMMARY GENERAL GOVERNMENT PROGRAM HUMAN RESOURCES Authorized Positions 2019-20 Actual Full-Time Ongoing Positions 2020-21 Estimate 102.0 2021-22 Budget 104.0 117.0 Part-Time Ongoing Positions 0.7 0.7 0.7 Temporary Positions 10.0 13.0 1.0 Total 112.7 117.7 118.7 40 Table of Contents-Part I PROGRAM CHANGES GENERAL GOVERNMENT PROGRAM HUMAN RESOURCES Description 2021-22 2021-22 2022-23 Reductions Additions Full Year Positions Amount Positions Amount Cost HR Support: Add three positions for procurement, data management, and investigations. A Contracts Specialist II*Lead position to conduct formal procurement processes and manage contracts. Contract monitoring and administration is critical to ensure contractors perform in accordance with the City's terms and conditions and with satisfactory performance. A Human Resources Officer position to conduct investigations as a result of the increase in citywide complaints in recent years. These complaints have been received through a variety of sources including departments, employees, citizens, and through the internal integrity line. A Lead Business Systems Analyst position to create and collect data, convert raw data into meaningful information, make recommendations to various levels of City staff, and facilitate or participate in work groups tasked with making business improvements. 3.0 390,945 - Convert 10 temporary positions to ongoing status to continue to support employee customer service and ongoing operations in Labor Relations, Safety, Benefits, and the Employee Relations Divisions. 0.0 - - Total 3.0 390,945 41 Table of Contents-Part I POSITION SCHEDULE GENERAL GOVERNMENT PROGRAM HUMAN RESOURCES 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Summary by Division Administration 13.0 4.0 17.0 0.0 17.0 Benefits and Wellness/EAP 20.0 0.0 20.0 0.0 20.0 Organizational Development 9.0 2.0 11.0 0.0 11.0 Talent Acquisition and Management 21.7 0.0 21.7 0.0 21.7 Labor Relations 3.0 0.0 3.0 0.0 3.0 Safety 16.0 0.0 16.0 0.0 16.0 Support Services 30.0 (1.0) 29.0 1.0 30.0 Total 112.7 5.0 117.7 1.0 118.7 Administration Full-Time Ongoing Job Class and Grade Admin Asst II 035 3.0 0.0 3.0 0.0 3.0 Asst Human Resources Director 904 1.0 0.0 1.0 0.0 1.0 Contracts Specialist II*Lead 037 0.0 0.0 0.0 1.0 1.0 Deputy Human Resources Dir 842 1.0 0.0 1.0 0.0 1.0 Human Resources Director (NC) 908 1.0 0.0 1.0 0.0 1.0 Human Resources Officer 035 2.0 0.0 2.0 0.0 2.0 Human Resources Supervisor 038 1.0 0.0 1.0 0.0 1.0 Information Tech Systems Spec 038 1.0 0.0 1.0 0.0 1.0 Lead Business Systems Analyst 038 1.0 0.0 1.0 1.0 2.0 Management Services Adm 841 1.0 0.0 1.0 0.0 1.0 Senior Business Systems Anlyst 036 1.0 0.0 1.0 0.0 1.0 Senior Public Info Officer 038 0.0 1.0 1.0 0.0 1.0 13.0 1.0 14.0 2.0 16.0 Full-Time Total Temporary Job Class and Grade Asst Human Resources Director 904 0.0 1.0 1.0 0.0 1.0 Contracts Specialist II*Lead 037 0.0 1.0 1.0 (1.0) 0.0 Senior Human Resources Analyst 033 0.0 1.0 1.0 (1.0) 0.0 Temporary Total 0.0 3.0 3.0 (2.0) 1.0 Administration Total 13.0 4.0 17.0 0.0 17.0 42 Table of Contents-Part I POSITION SCHEDULE GENERAL GOVERNMENT PROGRAM HUMAN RESOURCES 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Benefits and Wellness/EAP Full-Time Ongoing Job Class and Grade Admin Asst II 035 2.0 0.0 2.0 0.0 2.0 Benefits Aide 726 2.0 0.0 2.0 2.0 4.0 Benefits Analyst I 030 1.0 0.0 1.0 0.0 1.0 Benefits Analyst II 033 5.0 0.0 5.0 3.0 8.0 Deputy Human Resources Dir 842 1.0 0.0 1.0 0.0 1.0 Human Resources Supervisor 038 1.0 0.0 1.0 0.0 1.0 Lead Business Systems Analyst 038 1.0 0.0 1.0 0.0 1.0 Secretary III 025 1.0 0.0 1.0 0.0 1.0 Senior Business Systems Anlyst 036 1.0 0.0 1.0 0.0 1.0 15.0 0.0 15.0 5.0 20.0 Full-Time Total Temporary Job Class and Grade Benefits Aide 726 2.0 0.0 2.0 (2.0) 0.0 Benefits Analyst II 033 3.0 0.0 3.0 (3.0) 0.0 Temporary Total 5.0 0.0 5.0 (5.0) 0.0 Benefits and Wellness/EAP Total 20.0 0.0 20.0 0.0 20.0 Organizational Development Full-Time Ongoing Job Class and Grade Admin Aide*U8 726 1.0 0.0 1.0 0.0 1.0 Admin Asst II 035 0.0 1.0 1.0 0.0 1.0 Curriculum/Training Coord 033 5.0 (1.0) 4.0 0.0 4.0 Human Resources Officer 035 1.0 0.0 1.0 0.0 1.0 Human Resources Supervisor 038 1.0 0.0 1.0 0.0 1.0 Lead Business Systems Analyst 038 0.0 1.0 1.0 0.0 1.0 Secretary II*U8 721 1.0 0.0 1.0 0.0 1.0 Senior Business Systems Anlyst 036 0.0 1.0 1.0 0.0 1.0 Full-Time Total 9.0 2.0 11.0 0.0 11.0 Organizational Development Total 9.0 2.0 11.0 0.0 11.0 43 Table of Contents-Part I POSITION SCHEDULE GENERAL GOVERNMENT PROGRAM HUMAN RESOURCES 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Talent Acquisition and Management Full-Time Ongoing Job Class and Grade Admin Asst I 030 1.0 0.0 1.0 0.0 1.0 Deputy Human Resources Dir 842 1.0 (1.0) 0.0 0.0 0.0 Human Resources Aide 726 4.0 0.0 4.0 0.0 4.0 Human Resources Officer 035 2.0 0.0 2.0 0.0 2.0 Human Resources Supervisor 038 1.0 0.0 1.0 0.0 1.0 Management Asst II 037 0.0 1.0 1.0 0.0 1.0 Secretary III 025 2.0 0.0 2.0 0.0 2.0 Senior Human Resources Analyst 033 7.0 0.0 7.0 2.0 9.0 Senior Human Resources Clerk 723 1.0 0.0 1.0 0.0 1.0 19.0 0.0 19.0 2.0 21.0 0.7 0.0 0.7 0.0 0.7 0.7 0.0 0.7 0.0 0.7 2.0 0.0 2.0 (2.0) 0.0 Temporary Total 2.0 0.0 2.0 (2.0) 0.0 Talent Acquisition and Management Total 21.7 0.0 21.7 0.0 21.7 Full-Time Total Part-Time Ongoing Job Class and Grade Senior Human Resources Clerk Part-Time 723 Part-Time Total Temporary Job Class and Grade Senior Human Resources Analyst 033 Labor Relations Full-Time Ongoing Job Class and Grade Admin Asst I 030 1.0 0.0 1.0 0.0 1.0 Admin Asst II 035 1.0 (1.0) 0.0 0.0 0.0 Deputy Human Resources Dir 842 0.0 0.0 0.0 1.0 1.0 Management Asst II 037 0.0 1.0 1.0 0.0 1.0 2.0 0.0 2.0 1.0 3.0 Full-Time Total 44 Table of Contents-Part I POSITION SCHEDULE GENERAL GOVERNMENT PROGRAM HUMAN RESOURCES 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Temporary Job Class and Grade Deputy Human Resources Dir 842 1.0 0.0 1.0 (1.0) 0.0 Temporary Total 1.0 0.0 1.0 (1.0) 0.0 Labor Relations Total 3.0 0.0 3.0 0.0 3.0 Safety Full-Time Ongoing Job Class and Grade Admin Asst I 030 1.0 0.0 1.0 0.0 1.0 Admin Asst II 035 3.0 0.0 3.0 0.0 3.0 Curriculum/Trng Coord*Supv Dev 034 1.0 0.0 1.0 0.0 1.0 Deputy Human Resources Dir 842 1.0 0.0 1.0 0.0 1.0 Human Resources Aide 726 2.0 0.0 2.0 0.0 2.0 Human Resources Supervisor 038 2.0 0.0 2.0 0.0 2.0 Industrial Hygienist 035 3.0 0.0 3.0 0.0 3.0 Management Asst II 037 0.0 1.0 1.0 0.0 1.0 Safety Analyst II 033 0.0 0.0 0.0 2.0 2.0 Senior Human Resources Clerk 723 1.0 (1.0) 0.0 0.0 0.0 14.0 0.0 14.0 2.0 16.0 2.0 0.0 2.0 (2.0) 0.0 Temporary Total 2.0 0.0 2.0 (2.0) 0.0 Safety Total 16.0 0.0 16.0 0.0 16.0 Full-Time Total Temporary Job Class and Grade Safety Analyst II 033 Support Services Full-Time Ongoing Job Class and Grade Admin Aide*U8 726 1.0 0.0 1.0 0.0 1.0 Admin Asst I 030 1.0 0.0 1.0 0.0 1.0 Admin Asst II 035 1.0 0.0 1.0 0.0 1.0 Admin Secretary 027 1.0 0.0 1.0 0.0 1.0 Deputy Human Resources Dir 842 3.0 0.0 3.0 0.0 3.0 45 Table of Contents-Part I POSITION SCHEDULE GENERAL GOVERNMENT PROGRAM HUMAN RESOURCES 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Human Resources Aide 726 7.0 0.0 7.0 0.0 7.0 Human Resources Officer 035 7.0 0.0 7.0 1.0 8.0 Human Resources Supervisor 038 2.0 0.0 2.0 0.0 2.0 Senior Human Resources Analyst 033 3.0 0.0 3.0 0.0 3.0 Senior Human Resources Clerk 723 3.0 0.0 3.0 0.0 3.0 Senior Public Info Officer 038 1.0 (1.0) 0.0 0.0 0.0 Full-Time Total 30.0 (1.0) 29.0 1.0 30.0 Support Services Total 30.0 (1.0) 29.0 1.0 30.0 Human Resources Total 112.7 5.0 117.7 1.0 118.7 46 Table of Contents-Part I Table of Contents-Part I Retirement Systems General City Retirement Retirement - Sworn Firefighters Retirement - Sworn Police 48 Table of Contents-Part I DEPARTMENT SUMMARY GENERAL GOVERNMENT PROGRAM RETIREMENT SYSTEMS Program Goal Retirement Systems provides staff support to the general, police and fire retirement boards and administers retirement programs for all city employees. Expenditures by Organizational Area * 2019-20 Actual 2020-21 Estimate 2021-22 Budget % Change From 2020-21 Retirement - Sworn Police - - - 0.0% Retirement - Sworn Firefighters - - - 0.0% General City Retirement (314) 61 - -100.0% Total (314) 61 - -100.0% * Expenditures are net all inter-departmental and intra-departmental charges and credits. Expenditures by Character 2019-20 Actual 2020-21 Estimate 2021-22 Budget % Change From 2020-21 Personal Services 1,897,449 2,180,041 2,339,176 Contractual Services 365,161 451,587 453,190 0.4% Commodities 10,831 12,251 10,555 -13.8% (2,215,744) (2,563,818) (2,722,921) -6.2% (58,011) (80,000) (80,000) 0.0% (314) 61 - -100.0% Internal Charges and Credits Other Expenditures and Transfers Total Expenditures by Funding Source 2019-20 Actual 2020-21 Estimate 2021-22 Budget 7.3% % Change From 2020-21 (314) - - 0.0% Grants - 61 - -100.0% Total (314) 61 - -100.0% General Fund Authorized Positions 2019-20 Actual 2020-21 Estimate 2021-22 Budget Full-Time Ongoing Positions 16.0 16.0 16.0 Part-Time Ongoing Positions 0.0 0.0 0.0 Temporary Positions 0.0 0.0 0.0 Total 16.0 16.0 16.0 49 Table of Contents-Part I POSITION SCHEDULE GENERAL GOVERNMENT PROGRAM RETIREMENT SYSTEMS 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Summary by Division Retirement - Sworn Police 1.0 0.0 1.0 0.0 1.0 General City Retirement 15.0 0.0 15.0 0.0 15.0 Total 16.0 0.0 16.0 0.0 16.0 1.0 0.0 1.0 0.0 1.0 Full-Time Total 1.0 0.0 1.0 0.0 1.0 Retirement - Sworn Police Total 1.0 0.0 1.0 0.0 1.0 Retirement - Sworn Police Full-Time Ongoing Job Class and Grade Management Asst II 037 General City Retirement Full-Time Ongoing Job Class and Grade Accountant II 033 1.0 0.0 1.0 0.0 1.0 Admin Aide*U8 726 2.0 0.0 2.0 0.0 2.0 Admin Asst I 030 1.0 0.0 1.0 0.0 1.0 Admin Asst III 037 1.0 (1.0) 0.0 0.0 0.0 Admin Secretary 027 1.0 0.0 1.0 0.0 1.0 Investment Manager 039 1.0 0.0 1.0 0.0 1.0 Management Asst I 031 1.0 0.0 1.0 0.0 1.0 Management Asst II 037 1.0 1.0 2.0 0.0 2.0 Retirement Assistant 028 4.0 0.0 4.0 0.0 4.0 Retirement Program Adm 906 1.0 0.0 1.0 0.0 1.0 Special Projects Administrator 840 1.0 0.0 1.0 0.0 1.0 Full-Time Total 15.0 0.0 15.0 0.0 15.0 General City Retirement Total 15.0 0.0 15.0 0.0 15.0 Retirement Systems Total 16.0 0.0 16.0 0.0 16.0 50 Table of Contents-Part I DEPARTMENT SUMMARY GENERAL GOVERNMENT PROGRAM PHOENIX EMPLOYMENT RELATIONS BOARD Program Goal The Phoenix Employment Relations Board oversees administration of the city’s Meet and Confer ordinance. Primary responsibilities of the board include conducting representation elections and selecting mediators and fact finders to resolve impasses. The board consists of five members appointed by the City Council and has one staff member. Expenditures by Organizational Area * 2019-20 Actual 2020-21 Estimate 2021-22 Budget % Change From 2020-21 Phoenix Employment Relations Board 103,863 140,226 124,177 -11.4% Total 103,863 140,226 124,177 -11.4% * Expenditures are net all inter-departmental and intra-departmental charges and credits. Expenditures by Character 2019-20 Actual 2020-21 Estimate 2021-22 Budget % Change From 2020-21 Personal Services 100,644 102,724 106,616 3.8% Contractual Services 35,712 70,891 55,096 -22.3% - 300 300 0.0% Internal Charges and Credits (32,493) (33,689) (37,835) -12.3% Total 103,863 140,226 124,177 -11.4% Commodities Expenditures by Funding Source 2019-20 Actual 2020-21 Estimate 2021-22 Budget % Change From 2020-21 General Fund 103,863 140,226 124,177 -11.4% Total 103,863 140,226 124,177 -11.4% Authorized Positions 2019-20 Actual 2020-21 Estimate 2021-22 Budget Full-Time Ongoing Positions 1.0 1.0 1.0 Part-Time Ongoing Positions 0.0 0.0 0.0 Temporary Positions 0.0 0.0 0.0 Total 1.0 1.0 1.0 51 Table of Contents-Part I POSITION SCHEDULE GENERAL GOVERNMENT PROGRAM PHOENIX EMPLOYMENT RELATIONS BOARD 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Full-Time Ongoing Job Class and Grade Legal Secretary*PERB (NC) 028 1.0 0.0 1.0 0.0 1.0 Full-Time Total 1.0 0.0 1.0 0.0 1.0 Phoenix Employment Relations Board Total 1.0 0.0 1.0 0.0 1.0 52 Table of Contents-Part I Table of Contents-Part I Law Civil Criminal Management Services 54 Table of Contents-Part I DEPARTMENT SUMMARY GENERAL GOVERNMENT PROGRAM LAW Program Goal The Law Department provides effective legal services to the Mayor and City Council, City Manager, departments and advisory boards; interprets and enforces city, state and federal laws as they pertain to city services and activities; and effectively administers and prosecutes criminal cases filed in Phoenix Municipal Court using the prosecutorial function and discretion in a fair, impartial and efficient manner. Expenditures by Organizational Area * 2019-20 Actual 2020-21 Estimate 2021-22 Budget % Change From 2020-21 Civil 3,411,297 3,829,002 4,384,836 14.5% Criminal 17,282,521 20,577,566 19,210,465 -6.6% Management Services 2,390,458 2,245,416 2,351,733 4.7% Total 23,084,276 26,651,984 25,947,034 -2.6% * Expenditures are net all inter-departmental and intra-departmental charges and credits. Expenditures by Character 2019-20 Actual 2020-21 Estimate 2021-22 Budget % Change From 2020-21 Personal Services 26,217,032 27,184,613 29,856,017 Contractual Services 1,341,176 4,462,802 1,286,185 -71.2% 82,347 101,504 328,800 >100.0% (4,553,619) (5,096,935) (5,523,968) -8.4% (2,660) - - 0.0% 23,084,276 26,651,984 25,947,034 -2.6% Commodities Internal Charges and Credits Other Expenditures and Transfers Total Expenditures by Funding Source 2019-20 Actual 2020-21 Estimate General Fund 21,724,496 Court Awards 53,435 Other Restricted 539 Grants 1,305,806 Total 23,084,276 Authorized Positions 2019-20 Actual 2021-22 Budget 24,438,003 % Change From 2020-21 23,864,045 -2.3% 85,850 57,850 -32.6% 253,548 251,000 -1.0% 1,874,583 1,774,139 -5.4% 26,651,984 25,947,034 -2.6% 2020-21 Estimate 2021-22 Budget Full-Time Ongoing Positions 201.0 201.0 214.0 Part-Time Ongoing Positions 1.0 1.0 1.0 Temporary Positions 10.0 12.0 0.0 Total 212.0 214.0 215.0 55 9.8% Table of Contents-Part I PROGRAM CHANGES GENERAL GOVERNMENT PROGRAM LAW Description 2021-22 2021-22 2022-23 Reductions Additions Full Year Positions Amount Positions Amount Cost In-source Legal Support: Convert contractual services for paralegal support to create two Legal Assistant positions. The Law Department utilizes a paralegal contract for support of civil litigation cases. It was determined that hiring two full-time employees and reducing the contracted services results in a cost savings and greater efficiency of services. 2.0 - - Conversion of eleven existing temporary positions to ongoing positions within the Law Department's Criminal Division - Victim Services Unit funded by Victims of Crimes Act (VOCA) Advocacy Services Grant, VOCA Advocate for Victims 50 & Over Grant and Arizona Governor's Office of Highway Safety (GOHS) Grant. These positions are of a long-term nature as grants have been awarded consistently over the past fifteen years. 0.0 - - Total 2.0 - 56 Table of Contents-Part I POSITION SCHEDULE GENERAL GOVERNMENT PROGRAM LAW 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Summary by Division Civil 53.0 1.0 54.0 1.0 55.0 Criminal 147.0 1.0 148.0 0.0 148.0 Management Services 12.0 0.0 12.0 0.0 12.0 Total 212.0 2.0 214.0 1.0 215.0 1.0 0.0 1.0 0.0 1.0 Civil Full-Time Ongoing Job Class and Grade Admin Asst I 030 Asst Chief Counsel (NC) 846 6.0 (1.0) 5.0 0.0 5.0 Asst City Atty IV (NC) 845 29.0 0.0 29.0 0.0 29.0 Chief Counsel (NC) 907 0.0 1.0 1.0 0.0 1.0 Court/Legal Clerk II 322 1.0 0.0 1.0 0.0 1.0 Legal Assistant 329 2.0 0.0 2.0 2.0 4.0 Legal Secretary*Lead 028 2.0 0.0 2.0 0.0 2.0 Legal Secretary*U8 727 11.0 0.0 11.0 0.0 11.0 Secretary II 321 1.0 0.0 1.0 0.0 1.0 53.0 0.0 53.0 2.0 55.0 0.0 1.0 1.0 (1.0) 0.0 Temporary Total 0.0 1.0 1.0 (1.0) 0.0 Civil Total 53.0 1.0 54.0 1.0 55.0 Full-Time Total Temporary Job Class and Grade Asst Chief Counsel (NC) 846 Criminal Full-Time Ongoing Job Class and Grade Admin Aide 326 10.0 0.0 10.0 0.0 10.0 Admin Asst I 030 6.0 (1.0) 5.0 0.0 5.0 Admin Asst II 035 5.0 0.0 5.0 0.0 5.0 Asst City Atty III*Pros (NC) 842 16.0 0.0 16.0 0.0 16.0 Asst City Atty II*Pros (NC) 039 21.0 0.0 21.0 0.0 21.0 Asst City Atty IV*Pros (NC) 845 7.0 0.0 7.0 1.0 8.0 57 Table of Contents-Part I POSITION SCHEDULE GENERAL GOVERNMENT PROGRAM LAW 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Casework Aide 320 0.0 0.0 0.0 1.0 1.0 Caseworker I 325 1.0 0.0 1.0 1.0 2.0 Caseworker II 028 5.0 0.0 5.0 5.0 10.0 Caseworker III 032 0.0 0.0 0.0 2.0 2.0 City Prosecutor (NC) 907 1.0 0.0 1.0 0.0 1.0 Court/Legal Clerk I 320 4.0 0.0 4.0 0.0 4.0 Court/Legal Clerk II 322 24.0 0.0 24.0 1.0 25.0 Court/Legal Clerk III*Pros 026 6.0 0.0 6.0 0.0 6.0 Deputy City Prosecutor (NC) 846 3.0 0.0 3.0 0.0 3.0 Deputy City Pros (NC)*Chf Asst 906 1.0 0.0 1.0 0.0 1.0 Info Tech Analyst/Prg II 037 2.0 0.0 2.0 0.0 2.0 Legal Assistant 329 14.0 0.0 14.0 0.0 14.0 Legal Assistant Supervisor 033 1.0 0.0 1.0 0.0 1.0 Legal Secretary 327 4.0 0.0 4.0 0.0 4.0 Legal Secretary*Lead 028 1.0 0.0 1.0 0.0 1.0 Legal Secretary*U8 727 1.0 0.0 1.0 0.0 1.0 Management Asst II 037 0.0 1.0 1.0 0.0 1.0 Multimedia Specialist 032 1.0 0.0 1.0 0.0 1.0 Secretary II 321 1.0 0.0 1.0 0.0 1.0 Secretary III 025 1.0 0.0 1.0 0.0 1.0 136.0 0.0 136.0 11.0 147.0 1.0 0.0 1.0 0.0 1.0 1.0 0.0 1.0 0.0 1.0 Full-Time Total Part-Time Ongoing Job Class and Grade Court/Legal Clerk II Part-Time 322 Part-Time Total Temporary Job Class and Grade Asst City Atty IV*Pros (NC) 845 1.0 0.0 1.0 (1.0) 0.0 Casework Aide 320 1.0 0.0 1.0 (1.0) 0.0 Caseworker I 325 1.0 0.0 1.0 (1.0) 0.0 Caseworker II 028 5.0 0.0 5.0 (5.0) 0.0 Caseworker III 032 2.0 0.0 2.0 (2.0) 0.0 Court/Legal Clerk II 322 0.0 1.0 1.0 (1.0) 0.0 Temporary Total 10.0 1.0 11.0 (11.0) 0.0 Criminal Total 147.0 1.0 148.0 0.0 148.0 58 Table of Contents-Part I POSITION SCHEDULE GENERAL GOVERNMENT PROGRAM LAW 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Management Services Full-Time Ongoing Job Class and Grade Accountant II 033 1.0 0.0 1.0 0.0 1.0 Admin Asst I 030 2.0 0.0 2.0 0.0 2.0 Admin Asst II 035 1.0 0.0 1.0 0.0 1.0 Budget Analyst II 035 1.0 0.0 1.0 0.0 1.0 Chief Asst City Attorney (NC) 910 1.0 0.0 1.0 0.0 1.0 City Attorney (NC) 914 1.0 0.0 1.0 0.0 1.0 Human Resources Aide 726 1.0 0.0 1.0 0.0 1.0 Info Tech Analyst/Prg III 039 1.0 0.0 1.0 0.0 1.0 Info Tech Project Manager 041 1.0 (1.0) 0.0 0.0 0.0 Lead Business Systems Analyst 038 1.0 0.0 1.0 0.0 1.0 Lead Info Tech Systems Spec 042 0.0 1.0 1.0 0.0 1.0 Management Services Adm 841 1.0 0.0 1.0 0.0 1.0 Full-Time Total 12.0 0.0 12.0 0.0 12.0 Management Services Total 12.0 0.0 12.0 0.0 12.0 Law Total 212.0 2.0 214.0 1.0 215.0 59 Table of Contents-Part I Budget and Research Capital Budget Development Office of the Director Operating Budget Development Program Budgeting and Research 60 Table of Contents-Part I DEPARTMENT SUMMARY GENERAL GOVERNMENT PROGRAM BUDGET AND RESEARCH Program Goal The Budget and Research Department ensures effective and efficient allocation of city resources to enable the City Council, City Manager and city departments to provide quality services to our residents. Expenditures by Organizational Area * 2019-20 Actual Office of the Director 2020-21 Estimate 2021-22 Budget % Change From 2020-21 355,986 584,393 834,851 42.9% Program Budgeting and Research 1,737,912 1,738,423 1,908,114 9.8% Operating Budget Development 1,050,204 1,234,950 1,147,348 -7.1% Capital Budget Development 189,092 265,123 420,560 58.6% 3,333,194 3,822,889 4,310,873 12.8% Total * Expenditures are net all inter-departmental and intra-departmental charges and credits. Expenditures by Character 2019-20 Actual 2020-21 Estimate 2021-22 Budget % Change From 2020-21 Personal Services 3,785,701 4,032,177 4,517,488 12.0% Contractual Services 167,706 306,685 316,266 3.1% 7,116 6,740 1,500 -77.7% Internal Charges and Credits (627,330) (522,713) (524,381) -0.3% Total 3,333,194 3,822,889 4,310,873 12.8% Commodities Expenditures by Funding Source General Fund 2019-20 Actual 2020-21 Estimate 3,329,258 2021-22 Budget % Change From 2020-21 3,823,219 4,310,873 12.8% >100.0% 12.8% Grants 3,936 (330) - Total 3,333,194 3,822,889 4,310,873 Authorized Positions 2019-20 Actual 2020-21 Estimate 2021-22 Budget Full-Time Ongoing Positions 24.0 25.0 25.0 Part-Time Ongoing Positions 0.0 0.0 0.0 Temporary Positions 0.0 0.0 0.0 Total 24.0 25.0 25.0 61 Table of Contents-Part I POSITION SCHEDULE GENERAL GOVERNMENT PROGRAM BUDGET AND RESEARCH 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Summary by Division Office of the Director 4.0 0.0 4.0 0.0 4.0 Program Budgeting and Research 10.0 0.0 10.0 0.0 10.0 Operating Budget Development 6.0 0.0 6.0 0.0 6.0 Capital Budget Development 4.0 1.0 5.0 0.0 5.0 Total 24.0 1.0 25.0 0.0 25.0 Office of the Director Full-Time Ongoing Job Class and Grade Admin Secretary 027 1.0 0.0 1.0 0.0 1.0 Budget & Research Director(NC) 908 1.0 0.0 1.0 0.0 1.0 Management Intern (NC) 027 2.0 0.0 2.0 0.0 2.0 Full-Time Total 4.0 0.0 4.0 0.0 4.0 Office of the Director Total 4.0 0.0 4.0 0.0 4.0 Program Budgeting and Research Full-Time Ongoing Job Class and Grade Deputy Budget & Research Dir 842 2.0 0.0 2.0 0.0 2.0 Management Asst II 037 8.0 0.0 8.0 0.0 8.0 Full-Time Total 10.0 0.0 10.0 0.0 10.0 Program Budgeting and Research Total 10.0 0.0 10.0 0.0 10.0 Operating Budget Development Full-Time Ongoing Job Class and Grade Budget Analyst II 035 1.0 0.0 1.0 0.0 1.0 Budget Analyst III 038 1.0 0.0 1.0 0.0 1.0 Deputy Budget & Research Dir 842 1.0 0.0 1.0 0.0 1.0 Fiscal Manager 040 1.0 0.0 1.0 0.0 1.0 Management Asst II 037 2.0 0.0 2.0 0.0 2.0 62 Table of Contents-Part I POSITION SCHEDULE GENERAL GOVERNMENT PROGRAM BUDGET AND RESEARCH 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Full-Time Total 6.0 0.0 6.0 0.0 6.0 Operating Budget Development Total 6.0 0.0 6.0 0.0 6.0 Capital Budget Development Full-Time Ongoing Job Class and Grade Budget Analyst II 035 2.0 0.0 2.0 0.0 2.0 Budget Analyst III 038 1.0 0.0 1.0 0.0 1.0 Deputy Budget & Research Dir 842 1.0 0.0 1.0 0.0 1.0 Management Asst II 037 0.0 1.0 1.0 0.0 1.0 Full-Time Total 4.0 1.0 5.0 0.0 5.0 Capital Budget Development Total 4.0 1.0 5.0 0.0 5.0 Budget and Research Total 24.0 1.0 25.0 0.0 25.0 63 Table of Contents-Part I DEPARTMENT SUMMARY GENERAL GOVERNMENT PROGRAM REGIONAL WIRELESS COOPERATIVE Program Goal The Regional Wireless Cooperative (RWC) is an independent, multi-jurisdictional organization which manages and operates a regional public safety radio communications network built to seamlessly serve the operable and interoperable communication needs of first responders and other municipal radio users in and around the Phoenix Metropolitan Region. The RWC has expanded to serve a growing list of many other area entities who serve public safety needs. The RWC was formed through a governance structure founded on the principle of cooperation for the mutual benefit of all members. Expenditures by Organizational Area * 2019-20 Actual 2020-21 Estimate 2021-22 Budget % Change From 2020-21 Regional Wireless Cooperative 4,636,314 5,947,201 5,484,955 -7.8% Total 4,636,314 5,947,201 5,484,955 -7.8% * Expenditures are net all inter-departmental and intra-departmental charges and credits. Expenditures by Character 2019-20 Actual 2020-21 Estimate 2021-22 Budget % Change From 2020-21 Personal Services 480,003 519,060 568,556 9.5% Contractual Services 3,007,754 3,302,905 3,508,128 6.2% Commodities 61,650 72,000 70,500 2.1% Capital Outlay 2,726,228 3,377,655 3,208,328 5.0% Internal Charges and Credits (5,270,414) (5,533,145) (6,041,239) -9.2% Other Expenditures and Transfers 3,631,093 4,208,726 4,170,682 -0.9% Total 4,636,314 5,947,201 5,484,955 -7.8% Expenditures by Funding Source 2019-20 Actual 2020-21 Estimate 2021-22 Budget % Change From 2020-21 Regional Wireless Cooperative 4,636,314 5,947,201 5,484,955 -7.8% Total 4,636,314 5,947,201 5,484,955 -7.8% Authorized Positions 2019-20 Actual 2020-21 Estimate 2021-22 Budget Full-Time Ongoing Positions 4.0 4.0 4.0 Part-Time Ongoing Positions 0.0 0.0 0.0 Temporary Positions 0.0 0.0 0.0 Total 4.0 4.0 4.0 64 Table of Contents-Part I POSITION SCHEDULE GENERAL GOVERNMENT PROGRAM REGIONAL WIRELESS COOPERATIVE 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Full-Time Ongoing Job Class and Grade Accountant III 035 1.0 0.0 1.0 0.0 1.0 Admin Aide 326 1.0 0.0 1.0 0.0 1.0 Management Asst I 031 1.0 0.0 1.0 0.0 1.0 Regional Wireless Coop Dir 904 1.0 0.0 1.0 0.0 1.0 Full-Time Total 4.0 0.0 4.0 0.0 4.0 Regional Wireless Cooperative Total 4.0 0.0 4.0 0.0 4.0 65 Table of Contents-Part I Finance City Operations Controller's Office Enterprise Resource Planning Finance Administration Financial Accounting and Reporting Procurement Real Estate Revenue Enforcement Risk Management Treasury and Debt Management Utility Assistance 66 Table of Contents-Part I DEPARTMENT SUMMARY GENERAL GOVERNMENT PROGRAM FINANCE Program Goal The Finance Department strives to maintain a fiscally sound governmental organization that conforms to legal requirements and to generally accepted financial management principles; maintains effective procurement procedures for commodities and services; provides for effective treasury management and a citywide risk management program; acquires, manages and disposes of property for public facilities; provides an effective debt management program; and provides financial advisory services for all city departments. Expenditures by Organizational Area * 2019-20 Actual 2020-21 Estimate 2021-22 Budget % Change From 2020-21 Finance Administration 1,571,924 3,405,922 2,724,745 -20.0% Controller's Office 3,986,828 3,956,804 4,316,841 9.1% Financial Accounting and Reporting 1,746,120 2,421,182 2,635,649 8.9% Treasury and Debt Management 1,849,825 2,065,075 2,265,409 9.7% Enterprise Resource Planning 4,603,678 6,921,947 7,243,725 4.6% Procurement 8,717,597 10,498,651 3,507,480 -66.6% Risk Management 229,588 205,207 284,483 38.6% Real Estate 13,077 232,355 470,703 >100.0% Revenue Enforcement 6,029,936 6,424,159 7,091,746 10.4% Utility Assistance - 2,000,000 - -100.0% City Operations - 3,000,000 3,000,000 0.0% 28,748,573 41,131,302 33,540,781 -18.5% Total * Expenditures are net all inter-departmental and intra-departmental charges and credits. Expenditures by Character 2019-20 Actual 2020-21 Estimate 2021-22 Budget % Change From 2020-21 Personal Services 23,711,431 25,485,511 28,062,741 10.1% Contractual Services 6,827,010 15,496,855 12,166,606 -21.5% Commodities 6,335,463 7,300,898 585,737 -92.0% Internal Charges and Credits (8,331,343) (8,282,943) (8,404,095) -1.5% 206,012 1,130,981 1,129,792 -0.1% 28,748,573 41,131,302 33,540,781 -18.5% Other Expenditures and Transfers Total 67 Table of Contents-Part I DEPARTMENT SUMMARY GENERAL GOVERNMENT PROGRAM FINANCE Expenditures by Funding Source 2019-20 Actual 2020-21 Estimate General Fund 19,973,252 Sports Facilities 304,732 Other Restricted 649,465 Grants 6,248,648 Aviation 2021-22 Budget 29,714,878 1.2% 605,759 158,570 -73.8% 1,574,000 1,574,000 0.0% 7,678,514 - -100.0% 305,551 322,011 361,172 12.2% Wastewater 464,187 635,869 635,869 0.0% Water 802,738 950,131 1,096,292 15.4% Total 28,748,573 41,131,302 33,540,781 -18.5% Authorized Positions 2019-20 Actual 29,365,018 % Change From 2020-21 2020-21 Estimate 2021-22 Budget Full-Time Ongoing Positions 212.0 211.0 213.0 Part-Time Ongoing Positions 0.0 0.0 0.0 Temporary Positions 1.0 4.0 1.0 213.0 215.0 214.0 Total 68 Table of Contents-Part I PROGRAM CHANGES GENERAL GOVERNMENT PROGRAM FINANCE Description 2021-22 2021-22 2022-23 Reductions Additions Full Year Positions Amount Positions Amount Cost Convert a temporary Special Projects Administrator position in the Procurement Division to ongoing status. The position will manage the Agile technology procurement process, supervise a team focused on IT procurements, engage and optimize citywide strategic buying, and direct the citywide policy on contract management. 0.0 - - Convert a temporary Special Projects Administrator position in the Revenue Collections Division to ongoing status. The position is responsible for directing and coordinating the operations of financial projects that requires a high degree of specialized knowledge, establishing and monitoring fiscal management procedures related to revenue collections and supervises senior level professional staff. 0.0 - - Total 0.0 - 69 Table of Contents-Part I POSITION SCHEDULE GENERAL GOVERNMENT PROGRAM FINANCE 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Summary by Division Finance Administration 4.0 2.0 6.0 (2.0) 4.0 Controller's Office 38.0 0.0 38.0 0.0 38.0 Financial Accounting and Reporting 27.0 0.0 27.0 0.0 27.0 Treasury and Debt Management 17.0 0.0 17.0 0.0 17.0 Enterprise Resource Planning 28.0 (1.0) 27.0 0.0 27.0 Procurement 32.0 0.0 32.0 1.0 33.0 Risk Management 10.0 0.0 10.0 0.0 10.0 Real Estate 18.0 1.0 19.0 0.0 19.0 Revenue Enforcement 39.0 0.0 39.0 0.0 39.0 Total 213.0 2.0 215.0 (1.0) 214.0 Finance Administration Full-Time Ongoing Job Class and Grade Admin Secretary 027 1.0 0.0 1.0 0.0 1.0 Asst Finance Director 906 1.0 0.0 1.0 0.0 1.0 Chief Financial Officer (NC) 912 1.0 0.0 1.0 0.0 1.0 Special Projects Administrator 840 1.0 0.0 1.0 0.0 1.0 4.0 0.0 4.0 0.0 4.0 Full-Time Total Temporary Job Class and Grade Management Asst I 031 0.0 1.0 1.0 (1.0) 0.0 Special Projects Administrator 840 0.0 1.0 1.0 (1.0) 0.0 Temporary Total 0.0 2.0 2.0 (2.0) 0.0 Finance Administration Total 4.0 2.0 6.0 (2.0) 4.0 Controller's Office Full-Time Ongoing Job Class and Grade Accountant I 030 14.0 0.0 14.0 0.0 14.0 Accountant II 033 4.0 0.0 4.0 0.0 4.0 Accountant III 035 5.0 0.0 5.0 0.0 5.0 Accountant IV 037 2.0 0.0 2.0 0.0 2.0 70 Table of Contents-Part I POSITION SCHEDULE GENERAL GOVERNMENT PROGRAM FINANCE 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Account Clerk III 325 5.0 0.0 5.0 0.0 5.0 Account Clerk III*U8 725 3.0 0.0 3.0 0.0 3.0 Accounting Supervisor 039 1.0 0.0 1.0 0.0 1.0 Admin Asst I 030 1.0 0.0 1.0 0.0 1.0 Deputy Finance Director 842 1.0 0.0 1.0 0.0 1.0 Secretary III 025 1.0 0.0 1.0 0.0 1.0 Tax Auditor 030 1.0 0.0 1.0 0.0 1.0 Full-Time Total 38.0 0.0 38.0 0.0 38.0 Controller's Office Total 38.0 0.0 38.0 0.0 38.0 Financial Accounting and Reporting Full-Time Ongoing Job Class and Grade Accountant I 030 1.0 0.0 1.0 0.0 1.0 Accountant II 033 5.0 (1.0) 4.0 0.0 4.0 Accountant III 035 6.0 0.0 6.0 0.0 6.0 Accountant IV 037 6.0 0.0 6.0 0.0 6.0 Account Clerk III 325 1.0 0.0 1.0 0.0 1.0 Accounting Supervisor 039 3.0 0.0 3.0 0.0 3.0 Customer Service Clerk*Lead-U7 022 1.0 0.0 1.0 0.0 1.0 Deputy Finance Director 842 1.0 0.0 1.0 0.0 1.0 Fiscal Manager 040 1.0 0.0 1.0 0.0 1.0 Investment and Debt Manager 041 0.0 1.0 1.0 0.0 1.0 Special Projects Administrator 840 1.0 0.0 1.0 0.0 1.0 Water & Wastewtr Econ Anlst 035 1.0 0.0 1.0 0.0 1.0 Full-Time Total 27.0 0.0 27.0 0.0 27.0 Financial Accounting and Reporting Total 27.0 0.0 27.0 0.0 27.0 2.0 0.0 2.0 0.0 2.0 Treasury and Debt Management Full-Time Ongoing Job Class and Grade Accountant I 030 71 Table of Contents-Part I POSITION SCHEDULE GENERAL GOVERNMENT PROGRAM FINANCE 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Accountant II 033 2.0 1.0 3.0 0.0 3.0 Accountant III 035 1.0 0.0 1.0 0.0 1.0 Accountant IV 037 3.0 0.0 3.0 0.0 3.0 Account Clerk II 321 1.0 0.0 1.0 0.0 1.0 Account Clerk III 325 2.0 0.0 2.0 0.0 2.0 Admin Asst II 035 1.0 0.0 1.0 0.0 1.0 Deputy Finance Director 842 1.0 0.0 1.0 0.0 1.0 Investment and Debt Manager 041 3.0 (1.0) 2.0 0.0 2.0 Investment Manager 039 1.0 0.0 1.0 0.0 1.0 Full-Time Total 17.0 0.0 17.0 0.0 17.0 Treasury and Debt Management Total 17.0 0.0 17.0 0.0 17.0 0.0 1.0 0.0 1.0 Enterprise Resource Planning Full-Time Ongoing Job Class and Grade Accountant III 035 1.0 Accountant IV 037 3.0 0.0 3.0 0.0 3.0 Business Systems Analyst 033 5.0 (1.0) 4.0 0.0 4.0 Buyer 031 1.0 0.0 1.0 0.0 1.0 Deputy Finance Director 842 1.0 0.0 1.0 0.0 1.0 Info Tech Analyst/Prg III 039 2.0 0.0 2.0 0.0 2.0 Info Tech Project Manager 041 3.0 0.0 3.0 0.0 3.0 Lead Business Systems Analyst 038 4.0 0.0 4.0 0.0 4.0 Lead Info Tech Systems Spec 042 2.0 0.0 2.0 0.0 2.0 Senior Business Systems Anlyst 036 5.0 0.0 5.0 0.0 5.0 User Technology Specialist 035 1.0 0.0 1.0 0.0 1.0 Full-Time Total 28.0 (1.0) 27.0 0.0 27.0 Enterprise Resource Planning Total 28.0 (1.0) 27.0 0.0 27.0 Procurement Full-Time Ongoing Job Class and Grade 72 Table of Contents-Part I POSITION SCHEDULE GENERAL GOVERNMENT PROGRAM FINANCE 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Accounting Supervisor 039 1.0 0.0 1.0 0.0 1.0 Admin Asst I 030 0.0 1.0 1.0 0.0 1.0 Buyer 031 1.0 0.0 1.0 0.0 1.0 Contracts Specialist II 035 9.0 0.0 9.0 0.0 9.0 Contracts Specialist II*Lead 037 5.0 0.0 5.0 0.0 5.0 Deputy Finance Director 842 1.0 0.0 1.0 0.0 1.0 Procurement Manager 038 4.0 0.0 4.0 0.0 4.0 Secretary III 025 1.0 0.0 1.0 0.0 1.0 Senior Buyer 032 9.0 0.0 9.0 0.0 9.0 Special Projects Administrator 840 0.0 0.0 0.0 1.0 1.0 31.0 1.0 32.0 1.0 33.0 1.0 (1.0) 0.0 0.0 0.0 Temporary Total 1.0 (1.0) 0.0 0.0 0.0 Procurement Total 32.0 0.0 32.0 1.0 33.0 Full-Time Total Temporary Job Class and Grade Special Projects Administrator 840 Risk Management Full-Time Ongoing Job Class and Grade Accountant II 033 1.0 0.0 1.0 0.0 1.0 Account Clerk III 325 1.0 0.0 1.0 0.0 1.0 Admin Aide 326 1.0 0.0 1.0 0.0 1.0 Asst Risk Management Admin 039 1.0 0.0 1.0 0.0 1.0 Claims Adjuster II 033 2.0 0.0 2.0 0.0 2.0 Risk Management Coordinator 037 3.0 0.0 3.0 0.0 3.0 Secretary III 025 1.0 0.0 1.0 0.0 1.0 Full-Time Total 10.0 0.0 10.0 0.0 10.0 Risk Management Total 10.0 0.0 10.0 0.0 10.0 Real Estate Full-Time Ongoing Job Class and Grade 73 Table of Contents-Part I POSITION SCHEDULE GENERAL GOVERNMENT PROGRAM FINANCE 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Asst Real Estate Admin 039 1.0 0.0 1.0 0.0 1.0 Deputy Finance Director 842 1.0 0.0 1.0 0.0 1.0 Project Management Assistant 031 1.0 0.0 1.0 0.0 1.0 Project Manager 036 3.0 0.0 3.0 0.0 3.0 Property Specialist 032 9.0 0.0 9.0 0.0 9.0 Relocation Specialist 033 1.0 0.0 1.0 0.0 1.0 Review Appraiser 037 1.0 0.0 1.0 0.0 1.0 Secretary III 025 1.0 0.0 1.0 0.0 1.0 18.0 0.0 18.0 0.0 18.0 0.0 1.0 1.0 0.0 1.0 TemporaryTotal 0.0 1.0 1.0 0.0 1.0 Real Estate Total 18.0 1.0 19.0 0.0 19.0 Full-Time Total Temporary Job Class and Grade Management Asst II 037 Revenue Enforcement Full-Time Ongoing Job Class and Grade Accountant I 030 3.0 0.0 3.0 0.0 3.0 Accountant II 033 1.0 0.0 1.0 0.0 1.0 Accountant III 035 4.0 0.0 4.0 0.0 4.0 Account Clerk III 325 1.0 0.0 1.0 0.0 1.0 Account Clerk Supervisor 027 1.0 0.0 1.0 0.0 1.0 Admin Aide 326 2.0 0.0 2.0 0.0 2.0 Admin Asst I 030 2.0 (1.0) 1.0 0.0 1.0 Asst Tax & License Adm 039 2.0 0.0 2.0 0.0 2.0 Customer Service Clerk 320 2.0 0.0 2.0 0.0 2.0 License Inspector 327 2.0 0.0 2.0 0.0 2.0 Senior Tax Auditor 033 8.0 0.0 8.0 0.0 8.0 Special Projects Administrator 840 0.0 0.0 0.0 1.0 1.0 Tax Auditor 030 8.0 0.0 8.0 0.0 8.0 Treasury Collections Rep*TAR 329 3.0 0.0 3.0 0.0 3.0 39.0 (1.0) 38.0 1.0 39.0 Full-Time Total 74 Table of Contents-Part I POSITION SCHEDULE GENERAL GOVERNMENT PROGRAM FINANCE 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Temporary Job Class and Grade Special Projects Administrator 840 0.0 1.0 1.0 (1.0) 0.0 Temporary Total 0.0 1.0 1.0 (1.0) 0.0 Revenue Enforcement Total 39.0 0.0 39.0 0.0 39.0 Finance Total 213.0 2.0 215.0 (1.0) 214.0 75 Table of Contents-Part I Table of Contents-Part I DEPARTMENT SUMMARY GENERAL GOVERNMENT PROGRAM COMMUNICATIONS OFFICE Program Goal The Communications Office disseminates information on city governmental services to residents and assists them in using and understanding the information. The office also encourages participation in city government and develops programming for the government access cable television channel. Expenditures by Organizational Area * 2019-20 Actual 2020-21 Estimate 2021-22 Budget % Change From 2020-21 Communications Office 2,446,392 2,739,766 3,159,291 15.3% Total 2,446,392 2,739,766 3,159,291 15.3% * Expenditures are net all inter-departmental and intra-departmental charges and credits. Expenditures by Character 2019-20 Actual 2020-21 Estimate 2021-22 Budget % Change From 2020-21 Personal Services 2,461,523 2,572,567 2,892,458 12.4% Contractual Services 182,098 246,107 342,334 39.1% Commodities 25,333 34,150 27,700 -18.9% Capital Outlay 12,048 77,000 75,000 -2.6% Internal Charges and Credits (234,611) (190,058) (178,201) 6.2% Total 2,446,392 2,739,766 3,159,291 15.3% Expenditures by Funding Source 2019-20 Actual 2021-22 Budget % Change From 2020-21 50 (121) 2,414 >100.0% 2,364,795 2,684,391 3,156,877 17.6% 49,650 - -100.0% -100.0% 15.3% General Fund Cable Television 2020-21 Estimate Other Restricted 49,543 Grants 32,005 5,846 - Total 2,446,392 2,739,766 3,159,291 Authorized Positions 2019-20 Actual 2020-21 Estimate 2021-22 Budget Full-Time Ongoing Positions 17.0 17.0 18.0 Part-Time Ongoing Positions 2.1 2.1 2.1 Temporary Positions 0.0 0.0 0.0 Total 19.1 19.1 20.1 77 Table of Contents-Part I PROGRAM CHANGES GENERAL GOVERNMENT PROGRAM COMMUNICATIONS OFFICE Description 2021-22 2021-22 2022-23 Reductions Additions Full Year Positions Amount Positions Amount Citywide Public Records Support: Add a Management Assistant I position to assist with tracking and responding to public records requests. In the last several years the volume of records requests has increased by more than 60% to over 9,500 per year. Adding this position will allow for the maintenance of service levels. 1.0 93,937 Total 1.0 93,937 78 Cost - Table of Contents-Part I POSITION SCHEDULE GENERAL GOVERNMENT PROGRAM COMMUNICATIONS OFFICE 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Summary by Division Communications Office 19.1 0.0 19.1 1.0 20.1 Total 19.1 0.0 19.1 1.0 20.1 Communications Office Full-Time Ongoing Job Class and Grade Admin Asst I 030 1.0 0.0 1.0 0.0 1.0 Admin Asst III 037 1.0 0.0 1.0 0.0 1.0 Management Asst I 031 0.0 0.0 0.0 1.0 1.0 Management Asst II 037 1.0 0.0 1.0 0.0 1.0 Multimedia Specialist 032 4.0 0.0 4.0 0.0 4.0 Public Information Dir (NC) 906 1.0 0.0 1.0 0.0 1.0 Public Information Officer 035 4.0 0.0 4.0 0.0 4.0 Senior Public Info Officer 038 2.0 0.0 2.0 0.0 2.0 Special Projects Administrator 840 1.0 0.0 1.0 0.0 1.0 Video Productions Coordinator 035 1.0 0.0 1.0 0.0 1.0 Video Station Manager 840 1.0 0.0 1.0 0.0 1.0 17.0 0.0 17.0 1.0 18.0 Full-Time Total Part-Time Ongoing Job Class and Grade Multimedia Specialist Part-Time 032 1.6 0.0 1.6 0.0 1.6 Secretary II*U8 Part-Time 721 0.5 0.0 0.5 0.0 0.5 Part-Time Total 2.1 0.0 2.1 0.0 2.1 Communications Office Total 19.1 0.0 19.1 1.0 20.1 79 Table of Contents-Part I Table of Contents-Part I DEPARTMENT SUMMARY GENERAL GOVERNMENT PROGRAM GOVERNMENT RELATIONS Program Goal Government Relations represents the city, as appropriate, in contacts with federal, state, regional, county and other city governments. Government Relations is also charged with citywide grants coordination. Expenditures by Organizational Area * 2019-20 Actual 2020-21 Estimate 2021-22 Budget % Change From 2020-21 Government Relations 4,291,119 1,514,154 1,259,397 -16.8% Total 4,291,119 1,514,154 1,259,397 -16.8% * Expenditures are net all inter-departmental and intra-departmental charges and credits. Expenditures by Character 2019-20 Actual 2020-21 Estimate 2021-22 Budget % Change From 2020-21 Personal Services 1,069,829 870,044 847,721 -2.6% Contractual Services 3,131,185 640,962 408,183 -36.3% 82,866 675 675 0.0% Commodities Internal Charges and Credits Total Expenditures by Funding Source 7,239 2,473 2,818 14.0% 4,291,119 1,514,154 1,259,397 -16.8% 2019-20 Actual 2020-21 Estimate 2021-22 Budget % Change From 2020-21 General Fund 2,359,191 1,270,216 1,259,397 -0.9% Other Restricted 1,853,193 - - 0.0% Grants 78,735 243,938 - -100.0% Total 4,291,119 1,514,154 1,259,397 -16.8% Authorized Positions 2019-20 Actual 2020-21 Estimate 2021-22 Budget Full-Time Ongoing Positions 4.0 4.0 5.0 Part-Time Ongoing Positions 0.0 0.0 0.0 Temporary Positions 3.0 1.0 0.0 Total 7.0 5.0 5.0 81 Table of Contents-Part I PROGRAM CHANGES GENERAL GOVERNMENT PROGRAM GOVERNMENT RELATIONS Description 2021-22 2021-22 2022-23 Reductions Additions Full Year Positions Amount Positions Amount Cost Convert one Special Project Administrator position from temporary to ongoing to support a long term strategy of managing the City's governmental relations efforts. This critical position coordinates the City's lobbyist team, the Arizona League of Cities and Towns, and works with City departments to track and respond to legislation that impacts the City. 0.0 - Total 0.0 - 82 - Table of Contents-Part I POSITION SCHEDULE GENERAL GOVERNMENT PROGRAM GOVERNMENT RELATIONS 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Full-Time Ongoing Job Class and Grade Admin Asst I 030 1.0 0.0 1.0 0.0 1.0 Intergovern Affairs Coord (NC) 906 1.0 0.0 1.0 0.0 1.0 Management Asst I 031 1.0 0.0 1.0 0.0 1.0 Special Projects Administrator 840 1.0 0.0 1.0 1.0 2.0 4.0 0.0 4.0 1.0 5.0 Full-Time Total Temporary Job Class and Grade Asst to the City Manager (NC) 904 1.0 (1.0) 0.0 0.0 0.0 Management Asst II 037 1.0 (1.0) 0.0 0.0 0.0 Special Projects Administrator 840 1.0 0.0 1.0 (1.0) 0.0 Temporary Total 3.0 (2.0) 1.0 (1.0) 0.0 Government Relations Total 7.0 (2.0) 5.0 0.0 5.0 83 Table of Contents-Part I Table of Contents-Part I Public Safety Environmental Services 13.9% Other NonDepartmental 1/ 10.0% General Government 4.1% Contingencies 5.0% Public Safety 30.8% Community Enrichment 9.1% Criminal Justice 1.5% Transportation Community Development 7.2% 18.4% 1/ Other Non-Departmental consists of the American Rescue Plan Act (ARPA) Fund and Unassigned Vacancy Savings. 85 Table of Contents-Part I Police Community Engagement & Organizational Development Grants Investigations Management Services Patrol Operations Police Reserves Professional Standards Strategic & Tactical Services Technical & Support Services 86 Table of Contents-Part I DEPARTMENT SUMMARY PUBLIC SAFETY PROGRAM POLICE Program Goal The Police Department provides the community with a law enforcement system that integrates and uses all departmental, civic and community resources for police services and protection of the lives and property of our residents. Expenditures by Organizational Area * 2019-20 Actual Police Reserves 2020-21 Estimate 2021-22 Budget % Change From 2020-21 682,401 832,152 792,379 -4.8% Management Services 194,727,087 194,979,850 221,619,458 13.7% Technical & Support Services 63,460,246 71,529,161 73,223,704 2.4% Community Engagement & Organizational Development 39,345,452 38,180,429 38,217,602 0.1% Patrol Operations 221,192,691 219,501,723 238,937,134 8.9% Professional Standards 6,432,188 6,449,023 7,392,838 14.6% Strategic & Tactical Services 60,761,258 62,764,105 68,669,028 9.4% Investigations 114,089,525 112,214,680 118,900,320 6.0% Grants 8,197,362 13,511,230 18,955,485 40.3% Total 708,888,212 719,962,353 786,707,948 9.3% * Expenditures are net all inter-departmental and intra-departmental charges and credits. Expenditures by Character 2019-20 Actual 2020-21 Estimate 2021-22 Budget % Change From 2020-21 Personal Services 643,434,409 658,781,573 706,024,724 7.2% Contractual Services 47,117,439 49,673,973 59,139,787 19.1% Commodities 13,187,412 14,895,263 26,978,072 81.1% Capital Outlay 18,622,154 11,329,920 9,764,649 -13.8% Internal Charges and Credits (13,052,874) (14,718,376) (15,199,284) -3.3% (420,328) - - 0.0% 708,888,212 719,962,353 786,707,948 9.3% Other Expenditures and Transfers Total 87 Table of Contents-Part I DEPARTMENT SUMMARY PUBLIC SAFETY PROGRAM POLICE Expenditures by Funding Source General Fund 2019-20 Actual 2020-21 Estimate 557,551,784 2021-22 Budget 569,252,133 % Change From 2020-21 611,238,667 7.4% Court Awards 5,680,168 4,307,021 5,405,905 25.5% Neighborhood Protection 31,082,363 28,635,879 34,347,039 19.9% Public Safety Enhancement 17,825,940 16,736,001 18,879,924 12.8% Public Safety Expansion 67,185,706 65,734,593 79,092,771 20.3% Sports Facilities 1,527,917 1,604,312 1,684,528 5.0% Other Restricted 21,249,508 20,907,321 18,956,859 -9.3% Grants 6,784,826 12,785,093 17,102,255 33.8% Total 708,888,212 719,962,353 786,707,948 9.3% Authorized Positions 2019-20 Actual 2020-21 Estimate 2021-22 Budget Full-Time Ongoing Positions 4,329.0 4,328.0 4,373.0 Part-Time Ongoing Positions 8.6 8.6 8.6 Temporary Positions 26.0 27.0 55.0 4,363.6 4,363.6 4,436.6 Total 88 Table of Contents-Part I PROGRAM CHANGES PUBLIC SAFETY PROGRAM POLICE 2021-22 Reductions Description Positions Amount 2021-22 2022-23 Additions Full Year Positions Amount Cost Public Records Support: Add funding for nine Administrative Aide, three Forensic Photo Specialist, two Administrative Assistant I, and one Forensic Photo Specialist Lead positions to provide additional staff support for the Public Records and Services Unit. These positions will help eliminate public records request backlogs, ensure timely request processing, and improve overall customer service and transparency. 15.0 1,009,407 - Early Intervention: Add two Administrative Aide, one Management Assistant I, and one Police Research Analyst positions to support the Early Intervention System (EIS). These positions will ensure timely and accurate data and implement intervention recommendations, with the goal of identifying employee risk and preventing adverse events. 4.0 297,261 - Data Transparency: Add staffing required to meet federal National Incident-Based Reporting System (NIBRS) standards, additional demands for increased transparency in policing and timely publication of data, and increased workload due to Proposition 207's requirement to purge prior criminal records related to marijuana offenses. This funding will allow for 22 ongoing positions, including 12 Police Coding Clerk, six Admin Aide*U7, two Police Records Clerk, one Criminal Intelligence Analyst, and one Police R&I Bureau Shift Supervisor. It also includes funding for 12 temporary part-time Police Coding Clerk positions. 34.0 1,924,155 - Civilianize Central Booking: Add funding for 18 temporary Detention Officer positions and four temporary Detention Supervisor positions in the Centralized Booking Detail. These civilian positions will take the place of sworn positions, allowing officers to be redeployed to higher priority duties. Vacancies in the department will offset the cost of the new positions. 22.0 - - Convert one temporary Police Administrator position and two Police Research Analyst positions to ongoing positions in the Compliance & Oversight Bureau. The Police Administrator position serves as the Data Quality Administrator and is responsible for the Early Identification and Intervention System, provides key department data, and manages inspections and audits in the Professional Standards Bureau. The Police Research Analyst positions analyze officer data to predict possible trends of employee incidents. 0.0 - - 89 Table of Contents-Part I PROGRAM CHANGES PUBLIC SAFETY PROGRAM POLICE Description 2021-22 2021-22 2022-23 Reductions Additions Full Year Positions Amount Positions Amount Cost Convert a temporary Management Assistant II to an ongoing position to continue support of the Center for Continuous Improvement Bureau, which focuses on improving community and internal relationships and identifying process improvements and efficiencies. 0.0 - - Police Reform Reviews: Add a General Fund set-aside for a comprehensive review of the Phoenix Police Department to support police reform, community trust, and enhanced transparency. Funds will be used to hire independent third-parties that have a demonstrated track record with assisting police departments across the country achieve these goals. Reviews will include practices and polices, stakeholder and community feedback, and provide recommendations for improvement. 0.0 500,000 - Total 75.0 3,730,823 90 Table of Contents-Part I POSITION SCHEDULE PUBLIC SAFETY PROGRAM POLICE 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Summary by Division Police Reserves 5.0 0.0 5.0 0.0 5.0 1,181.0 3.0 1,184.0 15.0 1,199.0 Technical & Support Services 479.5 1.0 480.5 56.0 536.5 Community Engagement & Organizational Development 200.0 (1.0) 199.0 0.0 199.0 1,331.1 (13.0) 1,318.1 0.0 1,318.1 Professional Standards 33.0 3.0 36.0 4.0 40.0 Strategic & Tactical Services 481.0 10.0 491.0 0.0 491.0 Investigations 633.0 (2.0) 631.0 0.0 631.0 Grants 17.0 2.0 19.0 (2.0) 17.0 Total 4,360.6 3.0 4,363.6 73.0 4,436.6 Management Services Patrol Operations Police Reserves Full-Time Ongoing Job Class and Grade Police Officer 428 4.0 0.0 4.0 0.0 4.0 Secretary II*Precinct 322 1.0 0.0 1.0 0.0 1.0 Full-Time Total 5.0 0.0 5.0 0.0 5.0 Police Reserves Total 5.0 0.0 5.0 0.0 5.0 Management Services Full-Time Ongoing Job Class and Grade Accountant I 030 1.0 0.0 1.0 0.0 1.0 Accountant II 033 6.0 0.0 6.0 0.0 6.0 Accountant III 035 2.0 0.0 2.0 0.0 2.0 Account Clerk III 325 2.0 0.0 2.0 0.0 2.0 Admin Aide 326 20.0 0.0 20.0 9.0 29.0 Admin Aide*U8 726 1.0 0.0 1.0 0.0 1.0 Admin Asst I 030 11.0 0.0 11.0 2.0 13.0 Admin Asst II 035 5.0 0.0 5.0 0.0 5.0 Aircraft Technician 224 2.0 0.0 2.0 0.0 2.0 Budget Analyst II 035 3.0 0.0 3.0 0.0 3.0 Building Facilities Supt 038 1.0 0.0 1.0 0.0 1.0 91 Table of Contents-Part I POSITION SCHEDULE PUBLIC SAFETY PROGRAM POLICE 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Building Maint Worker 120 1.0 0.0 1.0 0.0 1.0 Contracts Specialist I 030 2.0 0.0 2.0 0.0 2.0 Crime Scene Shift Supervisor 035 1.0 0.0 1.0 0.0 1.0 Crime Scene Specialist II 328 16.0 0.0 16.0 0.0 16.0 Criminal Intelligence Analyst 033 2.0 0.0 2.0 0.0 2.0 Department Budget Supervisor 037 1.0 0.0 1.0 0.0 1.0 Facility Contract Compl Spec 326 1.0 0.0 1.0 0.0 1.0 Forensic Photo Spec 327 7.0 0.0 7.0 3.0 10.0 Forensic Photo Spec*Ld 328 1.0 0.0 1.0 1.0 2.0 Forensic Scientist II 032 3.0 0.0 3.0 0.0 3.0 Forensic Scientist III 035 6.0 0.0 6.0 0.0 6.0 Forensic Scientist IV 039 5.0 0.0 5.0 0.0 5.0 Human Resources Aide 726 7.0 2.0 9.0 0.0 9.0 Human Resources Aide*U7 026 1.0 0.0 1.0 0.0 1.0 Human Resources Analyst 030 3.0 0.0 3.0 0.0 3.0 Human Resources Clerk 721 1.0 0.0 1.0 0.0 1.0 Human Resources Officer 035 1.0 0.0 1.0 0.0 1.0 Human Resources Supervisor 038 1.0 0.0 1.0 0.0 1.0 Info Tech Analyst/Prg I 035 1.0 0.0 1.0 0.0 1.0 Info Tech Analyst/Prg II 037 7.0 0.0 7.0 0.0 7.0 Info Tech Analyst/Prg III 039 7.0 0.0 7.0 0.0 7.0 Info Tech Project Manager 041 1.0 0.0 1.0 0.0 1.0 Info Tech Supv*1st Shift 035 1.0 0.0 1.0 0.0 1.0 Laboratory Technician 325 1.0 0.0 1.0 0.0 1.0 Lead Info Tech Systems Spec 042 4.0 0.0 4.0 0.0 4.0 Lead User Technology Spec 039 5.0 0.0 5.0 0.0 5.0 Management Asst II 037 4.0 0.0 4.0 0.0 4.0 Multimedia Specialist 032 1.0 0.0 1.0 0.0 1.0 Police Administrator 842 1.0 0.0 1.0 1.0 2.0 Police Aide 318 2.0 0.0 2.0 0.0 2.0 Police Assistant 325 15.0 0.0 15.0 0.0 15.0 Police Asst*Special Detail 326 5.0 0.0 5.0 0.0 5.0 Police Chief (NC) 966 1.0 0.0 1.0 0.0 1.0 Police Commander 862 7.0 1.0 8.0 0.0 8.0 Police Commander*Asst Chief 960 6.0 0.0 6.0 0.0 6.0 Police Commander*Exec Asst Chf 962 1.0 0.0 1.0 0.0 1.0 92 Table of Contents-Part I POSITION SCHEDULE PUBLIC SAFETY PROGRAM POLICE 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Police Comm Operator 328 4.0 0.0 4.0 0.0 4.0 Police Comm Op*Lead Radio/911 330 4.0 0.0 4.0 0.0 4.0 Police Comm Op*Radio/911 329 74.0 0.0 74.0 0.0 74.0 Police Comm Shift Supervisor 034 1.0 0.0 1.0 0.0 1.0 Police Communications Supv 032 11.0 0.0 11.0 0.0 11.0 Police Lieutenant 638 9.0 0.0 9.0 0.0 9.0 Police Officer 428 754.0 2.0 756.0 0.0 756.0 Police Officer*Flight Instr 431 2.0 0.0 2.0 0.0 2.0 Police Officer*Rescue Pilot 430 3.0 0.0 3.0 0.0 3.0 Police Records Clk 322 24.0 0.0 24.0 0.0 24.0 Police Records Clk*Alarms Lead 024 2.0 0.0 2.0 0.0 2.0 Police Research Analyst 033 1.0 0.0 1.0 2.0 3.0 Police R & I Bureau Shift Supv 031 1.0 0.0 1.0 0.0 1.0 Police R & I Operations Supv 035 1.0 0.0 1.0 0.0 1.0 Police Sergeant 634 57.0 (1.0) 56.0 0.0 56.0 Public Information Specialist 033 1.0 0.0 1.0 0.0 1.0 Safety Analyst I 030 1.0 0.0 1.0 0.0 1.0 Safety Analyst II 033 1.0 0.0 1.0 0.0 1.0 Secretary II 321 3.0 0.0 3.0 0.0 3.0 Secretary III 025 1.0 0.0 1.0 0.0 1.0 Secretary II*Office Automation 323 1.0 0.0 1.0 0.0 1.0 Secretary II*Precinct 322 2.0 0.0 2.0 0.0 2.0 Senior Human Resources Analyst 033 3.0 0.0 3.0 0.0 3.0 Senior Human Resources Clerk 723 2.0 (2.0) 0.0 0.0 0.0 Senior Info Tech Systems Spec 040 4.0 0.0 4.0 0.0 4.0 Senior User Technology Spec 037 8.0 0.0 8.0 0.0 8.0 Special Projects Administrator 840 1.0 0.0 1.0 0.0 1.0 Supplies Clerk II*U3 324 1.0 0.0 1.0 0.0 1.0 User Support Specialist 330 6.0 0.0 6.0 0.0 6.0 User Technology Specialist 035 2.0 0.0 2.0 0.0 2.0 User Technology Specialist*U2 228 6.0 0.0 6.0 0.0 6.0 1,175.0 2.0 1,177.0 18.0 1,195.0 Full-Time Total 93 Table of Contents-Part I POSITION SCHEDULE PUBLIC SAFETY PROGRAM POLICE 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Temporary Job Class and Grade Police Administrator 842 0.0 1.0 1.0 (1.0) 0.0 Police Officer 428 6.0 0.0 6.0 0.0 6.0 Police Research Analyst 033 0.0 0.0 0.0 (2.0) (2.0) 6.0 1.0 7.0 (3.0) 4.0 1,181.0 3.0 1,184.0 15.0 1,199.0 Temporary Total Management Services Total Technical & Support Services Full-Time Ongoing Job Class and Grade Admin Aide 326 15.0 0.0 15.0 0.0 15.0 Admin Aide*U7 026 0.0 0.0 0.0 6.0 6.0 Admin Asst I 030 3.0 0.0 3.0 0.0 3.0 Criminal Intelligence Analyst 033 6.0 0.0 6.0 1.0 7.0 Detention Officer 328 24.0 0.0 24.0 0.0 24.0 Fingerprint Technician 324 11.0 0.0 11.0 0.0 11.0 Fingerprint Technician*Lead 326 3.0 0.0 3.0 0.0 3.0 Forensic Photo Spec 327 3.0 0.0 3.0 0.0 3.0 Forensic Photo Spec*Ld 328 1.0 0.0 1.0 0.0 1.0 Multimedia Specialist 032 3.0 0.0 3.0 0.0 3.0 Police Administrator 842 2.0 0.0 2.0 0.0 2.0 Police Assistant 325 3.0 0.0 3.0 0.0 3.0 Police Asst*Special Detail 326 0.0 1.0 1.0 0.0 1.0 Police Automated System Sec 323 24.0 0.0 24.0 0.0 24.0 Police Automated System Sec*Ld 025 7.0 0.0 7.0 0.0 7.0 Police Coding Clerk 324 20.0 0.0 20.0 12.0 32.0 Police Commander 862 1.0 0.0 1.0 0.0 1.0 Police Comm Operator 328 57.0 (2.0) 55.0 0.0 55.0 Police Comm Op*Lead Radio/911 330 6.0 0.0 6.0 0.0 6.0 Police Comm Op*Radio/911 329 104.0 0.0 104.0 0.0 104.0 Police Comm Shift Supervisor 034 2.0 0.0 2.0 0.0 2.0 Police Comm Shift Supv*Lead 035 1.0 0.0 1.0 0.0 1.0 Police Communications Supv 032 20.0 0.0 20.0 0.0 20.0 Police Lieutenant 638 3.0 0.0 3.0 0.0 3.0 Police Officer 428 58.0 3.0 61.0 0.0 61.0 94 Table of Contents-Part I POSITION SCHEDULE PUBLIC SAFETY PROGRAM POLICE 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Police Property Supervisor 030 4.0 0.0 4.0 0.0 4.0 Police Property Technician 325 17.0 0.0 17.0 0.0 17.0 Police Records Clk 322 35.0 0.0 35.0 2.0 37.0 Police Records Clk*Lead 323 3.0 0.0 3.0 0.0 3.0 Police Research Supervisor 037 1.0 0.0 1.0 0.0 1.0 Police R & I Bureau Shift Supv 031 9.0 0.0 9.0 1.0 10.0 Police R & I Operations Supv 035 1.0 0.0 1.0 0.0 1.0 Police Sergeant 634 15.0 0.0 15.0 0.0 15.0 Police Statistical Rsrch Aide 326 3.0 0.0 3.0 0.0 3.0 Public Information Specialist 033 3.0 0.0 3.0 0.0 3.0 Secretary II 321 3.0 0.0 3.0 0.0 3.0 Secretary III 025 1.0 0.0 1.0 0.0 1.0 Supplies Clerk II*U3 324 1.0 0.0 1.0 0.0 1.0 Video Productions Coordinator 035 1.0 0.0 1.0 0.0 1.0 474.0 2.0 476.0 22.0 498.0 Full-Time Total Part-Time Ongoing Job Class and Grade Police Comm Operator Part-Time 328 0.5 0.0 0.5 0.0 0.5 Police Records Clk Part-Time 322 2.0 0.0 2.0 0.0 2.0 2.5 0.0 2.5 0.0 2.5 Part-Time Total Temporary Job Class and Grade Detention Officer 328 0.0 0.0 0.0 18.0 18.0 Detention Supervisor 031 0.0 0.0 0.0 4.0 4.0 Police Administrator 842 1.0 (1.0) 0.0 0.0 0.0 Police Coding Clerk Part-Time 324 0.0 0.0 0.0 12.0 12.0 Police Comm Op*Radio/911 329 1.0 0.0 1.0 0.0 1.0 Police Comm Shift Supv*Lead 035 1.0 0.0 1.0 0.0 1.0 3.0 (1.0) 2.0 34.0 36.0 479.5 1.0 480.5 56.0 536.5 1.0 0.0 1.0 0.0 1.0 Temporary Total Technical & Support Services Total Community Engagement & Organizational Development Full-Time Ongoing Job Class and Grade Admin Aide 326 95 Table of Contents-Part I POSITION SCHEDULE PUBLIC SAFETY PROGRAM POLICE 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Admin Asst I 030 2.0 0.0 2.0 0.0 2.0 Admin Secretary 027 1.0 0.0 1.0 0.0 1.0 Forensic Scientist IV 039 1.0 0.0 1.0 0.0 1.0 Management Asst II 037 0.0 0.0 0.0 1.0 1.0 Police Commander 862 3.0 0.0 3.0 0.0 3.0 Police Lieutenant 638 5.0 0.0 5.0 0.0 5.0 Police Officer 428 143.0 2.0 145.0 0.0 145.0 Police Sergeant 634 32.0 (4.0) 28.0 0.0 28.0 Polygraph Examiner 036 4.0 0.0 4.0 0.0 4.0 Secretary II 321 3.0 0.0 3.0 0.0 3.0 Secretary III 025 2.0 0.0 2.0 0.0 2.0 Secretary II*Office Automation 323 1.0 0.0 1.0 0.0 1.0 198.0 (2.0) 196.0 1.0 197.0 Full-Time Total Temporary Job Class and Grade Management Asst II 037 0.0 1.0 1.0 (1.0) 0.0 Police Lieutenant 638 2.0 0.0 2.0 0.0 2.0 2.0 1.0 3.0 (1.0) 2.0 200.0 (1.0) 199.0 0.0 199.0 Temporary Total Community Engagement & Organizational Development Total Patrol Operations Full-Time Ongoing Job Class and Grade Admin Aide 326 7.0 0.0 7.0 0.0 7.0 Admin Asst I 030 6.0 0.0 6.0 0.0 6.0 Municipal Security Guard 323 8.0 0.0 8.0 0.0 8.0 Police Aide 318 21.0 0.0 21.0 0.0 21.0 Police Assistant 325 39.0 0.0 39.0 0.0 39.0 Police Commander 862 5.0 0.0 5.0 0.0 5.0 Police Lieutenant 638 43.0 (1.0) 42.0 0.0 42.0 Police Officer 428 1,035.0 (17.0) 1,018.0 0.0 1,018.0 Police Sergeant 634 160.0 5.0 165.0 0.0 165.0 Secretary II 321 2.0 0.0 2.0 0.0 2.0 Secretary II*Precinct 322 Full-Time Total 4.0 0.0 4.0 0.0 4.0 1,330.0 (13.0) 1,317.0 0.0 1,317.0 96 Table of Contents-Part I POSITION SCHEDULE PUBLIC SAFETY PROGRAM POLICE 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Part-Time Ongoing Job Class and Grade Municipal Security Guard*U8 Part-Time 723 1.1 0.0 1.1 0.0 1.1 1.1 0.0 1.1 0.0 1.1 1,331.1 (13.0) 1,318.1 0.0 1,318.1 Part-Time Total Patrol Operations Total Professional Standards Full-Time Ongoing Job Class and Grade Admin Aide 326 2.0 0.0 2.0 2.0 4.0 Admin Asst I 030 1.0 0.0 1.0 0.0 1.0 Admin Asst II 035 1.0 0.0 1.0 0.0 1.0 Management Asst I 031 0.0 0.0 0.0 1.0 1.0 Police Commander 862 1.0 0.0 1.0 0.0 1.0 Police Lieutenant 638 3.0 1.0 4.0 0.0 4.0 Police Officer 428 6.0 0.0 6.0 0.0 6.0 Police Research Analyst 033 0.0 0.0 0.0 1.0 1.0 Police Research Supervisor 037 1.0 0.0 1.0 0.0 1.0 Police Sergeant 634 17.0 0.0 17.0 0.0 17.0 Secretary III 025 1.0 0.0 1.0 0.0 1.0 33.0 1.0 34.0 4.0 38.0 0.0 2.0 2.0 0.0 2.0 Temporary Total 0.0 2.0 2.0 0.0 2.0 Professional Standards Total 33.0 3.0 36.0 4.0 40.0 Full-Time Total Temporary Job Class and Grade Police Research Analyst 033 Strategic & Tactical Services Full-Time Ongoing Job Class and Grade Admin Asst I 030 3.0 0.0 3.0 0.0 3.0 Aircraft Maintenance Supv 036 1.0 0.0 1.0 0.0 1.0 Aircraft Technician 224 4.0 0.0 4.0 0.0 4.0 Aircraft Technician*QA 226 1.0 0.0 1.0 0.0 1.0 97 Table of Contents-Part I POSITION SCHEDULE PUBLIC SAFETY PROGRAM POLICE 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Criminal Intelligence Analyst 033 3.0 0.0 3.0 0.0 3.0 Municipal Security Guard 323 10.0 0.0 10.0 0.0 10.0 Police Assistant 325 28.0 0.0 28.0 0.0 28.0 Police Asst*Special Detail 326 3.0 0.0 3.0 0.0 3.0 Police Commander 862 3.0 0.0 3.0 0.0 3.0 Police Lieutenant 638 14.0 (1.0) 13.0 0.0 13.0 Police Officer 428 324.0 11.0 335.0 0.0 335.0 Police Officer*Chief Pilot 432 2.0 0.0 2.0 0.0 2.0 Police Officer*Flight Instr 431 11.0 0.0 11.0 0.0 11.0 Police Officer*Rescue Pilot 430 10.0 0.0 10.0 0.0 10.0 Police Sergeant 634 55.0 0.0 55.0 0.0 55.0 Police Statistical Rsrch Aide 326 1.0 0.0 1.0 0.0 1.0 Secretary II 321 2.0 0.0 2.0 0.0 2.0 Secretary III 025 2.0 0.0 2.0 0.0 2.0 Secretary II*Office Automation 323 1.0 0.0 1.0 0.0 1.0 Secretary II*Precinct 322 2.0 0.0 2.0 0.0 2.0 User Technology Specialist*U2 228 1.0 0.0 1.0 0.0 1.0 Full-Time Total 481.0 10.0 491.0 0.0 491.0 Strategic & Tactical Services Total 481.0 10.0 491.0 0.0 491.0 Investigations Full-Time Ongoing Job Class and Grade Admin Aide 326 0.0 1.0 1.0 0.0 1.0 Admin Asst I 030 2.0 0.0 2.0 0.0 2.0 Admin Asst II 035 1.0 0.0 1.0 0.0 1.0 Asst Crime Lab Administrator 041 3.0 0.0 3.0 0.0 3.0 Crime Scene Section Supervisor 039 1.0 0.0 1.0 0.0 1.0 Crime Scene Shift Supervisor 035 5.0 0.0 5.0 0.0 5.0 Crime Scene Specialist II 328 12.0 0.0 12.0 0.0 12.0 Crime Scene Specialist III 330 11.0 0.0 11.0 0.0 11.0 Criminal Intelligence Analyst 033 1.0 0.0 1.0 0.0 1.0 Forensic Science Section Supv 040 8.0 0.0 8.0 0.0 8.0 Forensic Scientist II 032 15.0 0.0 15.0 0.0 15.0 98 Table of Contents-Part I POSITION SCHEDULE PUBLIC SAFETY PROGRAM POLICE 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Forensic Scientist III 035 23.0 0.0 23.0 0.0 23.0 Forensic Scientist IV 039 23.0 0.0 23.0 0.0 23.0 Internal Auditor 036 1.0 0.0 1.0 0.0 1.0 Laboratory Technician 325 7.0 0.0 7.0 0.0 7.0 Police Administrator 842 1.0 0.0 1.0 0.0 1.0 Police Aide 318 3.0 0.0 3.0 0.0 3.0 Police Assistant 325 20.0 (1.0) 19.0 0.0 19.0 Police Asst*Special Detail 326 6.0 0.0 6.0 0.0 6.0 Police Commander 862 4.0 0.0 4.0 0.0 4.0 Police Lieutenant 638 11.0 1.0 12.0 0.0 12.0 Police Officer 428 382.0 (1.0) 381.0 0.0 381.0 Police Research Analyst 033 1.0 0.0 1.0 0.0 1.0 Police Sergeant 634 66.0 (1.0) 65.0 0.0 65.0 Remote Comp Term Op*CAU Lead 323 1.0 0.0 1.0 0.0 1.0 Secretary II 321 12.0 0.0 12.0 0.0 12.0 Secretary III 025 4.0 0.0 4.0 0.0 4.0 Secretary II*Office Automation 323 1.0 0.0 1.0 0.0 1.0 Secretary II*Precinct 322 1.0 0.0 1.0 0.0 1.0 Senior User Technology Spec 037 1.0 0.0 1.0 0.0 1.0 627.0 (1.0) 626.0 0.0 626.0 5.0 0.0 5.0 0.0 5.0 5.0 0.0 5.0 0.0 5.0 1.0 (1.0) 0.0 0.0 0.0 1.0 (1.0) 0.0 0.0 0.0 633.0 (2.0) 631.0 0.0 631.0 Full-Time Total Part-Time Ongoing Job Class and Grade Police Assistant Part-Time 325 Part-Time Total Temporary Job Class and Grade Secretary II 321 Temporary Total Investigations Total Grants Full-Time Ongoing Job Class and Grade Police Lieutenant 638 1.0 0.0 1.0 0.0 1.0 Police Officer 428 2.0 0.0 2.0 0.0 2.0 99 Table of Contents-Part I POSITION SCHEDULE PUBLIC SAFETY PROGRAM POLICE 2020-21 Budgeted Positions Police Sergeant 634 Full-Time Total 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions 3.0 0.0 3.0 0.0 3.0 6.0 0.0 6.0 0.0 6.0 Temporary Job Class and Grade Accountant II 033 1.0 0.0 1.0 0.0 1.0 Contracts Specialist I 030 1.0 0.0 1.0 0.0 1.0 Criminal Intelligence Analyst 033 1.0 0.0 1.0 0.0 1.0 Forensic Scientist II 032 0.0 2.0 2.0 (2.0) 0.0 Forensic Scientist III 035 2.0 0.0 2.0 0.0 2.0 Laboratory Technician 325 1.0 0.0 1.0 0.0 1.0 Management Asst II 037 1.0 0.0 1.0 0.0 1.0 Police Assistant 325 1.0 0.0 1.0 0.0 1.0 Police Asst*Special Detail 326 1.0 0.0 1.0 0.0 1.0 Police Lieutenant 638 1.0 0.0 1.0 0.0 1.0 Police Research Analyst 033 1.0 0.0 1.0 0.0 1.0 Temporary Total 11.0 2.0 13.0 (2.0) 11.0 Grants Total 17.0 2.0 19.0 (2.0) 17.0 Police Total 4,360.6 3.0 4,363.6 73.0 4,436.6 100 Table of Contents-Part I Table of Contents-Part I Fire Administration Emergency Management/ Homeland Fire Prevention Services Human Resources Information Technology Services Operations Support Services Training Services 102 Table of Contents-Part I DEPARTMENT SUMMARY PUBLIC SAFETY PROGRAM FIRE Program Goal The Fire Department provides the highest level of life and property safety through fire prevention, fire control, emergency medical and public education services. Expenditures by Organizational Area * 2019-20 Actual 2020-21 Estimate 2021-22 Budget % Change From 2020-21 Administration 18,756,682 19,127,230 29,035,078 51.8% Information Technology Services 24,348,215 29,611,795 30,211,719 2.0% Operations 280,388,594 296,330,385 335,415,880 13.2% Human Resources 7,262,975 8,012,488 7,852,428 -2.0% Emergency Management/Homeland 4,730,655 4,867,365 3,193,151 -34.4% Training Services 6,386,639 9,578,650 5,756,867 -39.9% Fire Prevention Services 6,385,093 7,555,637 8,967,242 18.7% Support Services 45,498,600 41,902,104 41,829,677 -0.2% Total 393,757,453 416,985,654 462,262,042 10.9% * Expenditures are net all inter-departmental and intra-departmental charges and credits. Expenditures by Character 2019-20 Actual 2020-21 Estimate 2021-22 Budget % Change From 2020-21 Personal Services 335,672,457 358,802,531 399,320,294 11.3% Contractual Services 19,879,272 22,731,182 23,231,861 2.2% Commodities 23,043,742 20,305,357 19,384,085 -4.5% Capital Outlay 17,963,783 17,184,601 24,609,046 43.2% (3,059,383) -17.1% Internal Charges and Credits (2,728,223) Other Expenditures and Transfers Total Expenditures by Funding Source General Fund (2,613,530) (73,579) 575,513 (1,223,861) -312.7% 393,757,453 416,985,654 462,262,042 10.9% 2019-20 Actual 2020-21 Estimate 2021-22 Budget % Change From 2020-21 335,695,946 351,478,550 388,358,440 10.5% Neighborhood Protection 9,683,498 10,826,624 11,063,436 2.2% Public Safety Enhancement 9,558,647 11,723,176 11,104,189 -5.3% Public Safety Expansion 13,306,178 16,308,622 17,613,268 8.0% Other Restricted 5,797,580 6,792,183 17,061,590 >100.0% Grants 19,715,603 19,856,499 17,061,119 -14.1% Total 393,757,453 416,985,654 462,262,042 10.9% 103 Table of Contents-Part I DEPARTMENT SUMMARY PUBLIC SAFETY PROGRAM FIRE Authorized Positions 2019-20 Actual 2020-21 Estimate 2021-22 Budget Full-Time Ongoing Positions 2,026.0 2,061.0 2,180.0 Part-Time Ongoing Positions 26.8 26.8 59.7 Temporary Positions 37.0 40.0 38.0 2,089.8 2,127.8 2,277.7 Total 104 Table of Contents-Part I PROGRAM CHANGES PUBLIC SAFETY PROGRAM FIRE Description 2021-22 2021-22 2022-23 Reductions Additions Full Year Positions Amount Positions Amount Cost Paramedic Training: Add funding for two Paramedic Training Coordinators and one Admin Aide position. These positions will support current and future programs of Emergency Medical Services including the addition and implementation of a new electronic patient care reporting (EPCR) system. These positions will also restore previously eliminated positions from prior budget reductions. 3.0 382,288 - Radio Repair: Add funding for one User Technology Specialist to support the maintenance and repair of radios used by Firefighters. Add funding for one Admin Aide to provide administrative support to the Phoenix Fire Regional Dispatch Center. The onetime costs include one vehicle, technology equipment, and office space reconfiguration. 2.0 259,985 - Crisis Response: Expand the City of Phoenix Community Assistance Program in order to provide additional resources for responding to behavioral and mental health calls for service using a civilian model. Full implementation of the enhanced program is anticipated to take 18-24 months. The first year estimated cost is $8,770,580. A General Fund set-aside of $6,229,420 is allocated for the implementation of the program after the first year. Once the program is fully implemented, the ongoing annual cost is estimated at $15,000,000. During this time the City plans to seek input from the community and mental and behavioral health stakeholders to ensure that the program meets the needs of all. Staff also plans to engage an independent consultant to conduct a thorough review of the program to include process mapping, best practices identification, community engagement, developing performance measures, and developing the scope of the behavioral health unit request for proposal. The concept is to create an effective City of Phoenix behavioral and mental health crisis response program where multiple city departments work alongside non-profit organizations and the behavioral health community to improve the quality of life for residents in need. The program will also allow first responders to return to core public safety emergencies to reduce response times. 130.9 15,000,000 - 105 Table of Contents-Part I PROGRAM CHANGES PUBLIC SAFETY PROGRAM FIRE Description 2021-22 2021-22 2022-23 Reductions Additions Full Year Positions Amount Positions Amount Cost Fire Dispatch: Add funding for 10 new positions consisting of two Fire Communications Supervisor, two Fire Emergency Dispatcher * Lead, and six Fire Emergency Dispatchers for the Phoenix Fire Regional Dispatch Center (PFDRDC) which provides 9-1-1 fire and medical emergency call taking and dispatching services for the City of Phoenix and 26 other jurisdictions. Funding is shared between the City of Phoenix (50%) and the 26 partner jurisdictions (50%). In FY 2020-21, the City Council approved eight positions fully funded by the City of Phoenix with the shared cost beginning in FY 2021-22. The FY 2021-22 cost shown represents additional funding needed for one position since eight are already funded in the General Fund. The cost of the remaining nine positions will be paid for by the partner cities. 10.0 87,236 - Solar Energy Inspection: Add funding for vehicles, supplies, and five new positions for a new energy system inspection program. The new positions include one Planning and Development Team Lead and four Fire Prevention Specialist II. This program will provide Fire Prevention the staff to conduct plan reviews and inspections of photovoltaic and energy storage systems. This addition is offset with $698,000 in revenue generated from permit fees. 5.0 - - Convert a Fire Prevention Specialist II position from temporary to ongoing status. This position is assigned to the Public Works Department and performs plan review activities for City of Phoenix owned properties and building projects. This ensures City of Phoenix projects conform to applicable Fire Code requirements. 0.0 - - 150.9 15,729,509 Total 106 Table of Contents-Part I POSITION SCHEDULE PUBLIC SAFETY PROGRAM FIRE 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Summary by Division Administration 54.0 0.0 54.0 0.0 54.0 Information Technology Services 65.0 5.0 70.0 1.0 71.0 1,804.8 28.0 1,832.8 141.9 1,974.7 Human Resources 25.0 2.0 27.0 0.0 27.0 Emergency Management/Homeland 13.0 1.0 14.0 (1.0) 13.0 Training Services 16.0 0.0 16.0 3.0 19.0 Fire Prevention Services 71.0 0.0 71.0 5.0 76.0 Support Services 43.0 0.0 43.0 0.0 43.0 2,091.8 36.0 2,127.8 149.9 2,277.7 Operations Total Administration Full-Time Ongoing Job Class and Grade Accountant I 030 1.0 0.0 1.0 0.0 1.0 Accountant II 033 2.0 0.0 2.0 0.0 2.0 Accountant III 035 1.0 0.0 1.0 0.0 1.0 Account Clerk II 321 4.0 0.0 4.0 0.0 4.0 Account Clerk III 325 18.0 1.0 19.0 0.0 19.0 Account Clerk Supervisor 027 2.0 0.0 2.0 0.0 2.0 Admin Aide*U7 026 1.0 0.0 1.0 0.0 1.0 Admin Asst I 030 2.0 0.0 2.0 0.0 2.0 Admin Secretary 027 1.0 0.0 1.0 0.0 1.0 Asst to the Fire Chief 903 1.0 0.0 1.0 0.0 1.0 Budget Analyst II 035 1.0 0.0 1.0 0.0 1.0 Building Maint Worker*U2 220 1.0 0.0 1.0 0.0 1.0 Department Budget Supervisor 037 1.0 0.0 1.0 0.0 1.0 Fire Batt Chf*Asst Chief 950 5.0 0.0 5.0 0.0 5.0 Fire Batt Chf*Deputy 854 2.0 0.0 2.0 0.0 2.0 Fire Batt Chf*Exec Asst Chief 952 1.0 0.0 1.0 0.0 1.0 Fire Chief (NC) 956 1.0 0.0 1.0 0.0 1.0 Information Tech Systems Spec 038 1.0 0.0 1.0 0.0 1.0 Management Asst II 037 2.0 0.0 2.0 0.0 2.0 Medical Billing Supervisor 039 1.0 0.0 1.0 0.0 1.0 Records Clerk II 322 2.0 0.0 2.0 0.0 2.0 107 Table of Contents-Part I POSITION SCHEDULE PUBLIC SAFETY PROGRAM FIRE 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Secretary III 025 1.0 0.0 1.0 0.0 1.0 Senior Buyer 032 1.0 0.0 1.0 0.0 1.0 Supplies Clerk II*U2 215 1.0 (1.0) 0.0 0.0 0.0 Full-Time Total 54.0 0.0 54.0 0.0 54.0 Administration Total 54.0 0.0 54.0 0.0 54.0 Information Technology Services Full-Time Ongoing Job Class and Grade Admin Aide 326 2.0 0.0 2.0 0.0 2.0 Admin Asst II 035 2.0 0.0 2.0 0.0 2.0 Fire 911 Administrator 841 1.0 0.0 1.0 0.0 1.0 Fire Batt Chf*Deputy 854 1.0 0.0 1.0 0.0 1.0 Fire Batt Chf*Division 852 1.0 0.0 1.0 0.0 1.0 Fire Captain*40hr 565 4.0 0.0 4.0 0.0 4.0 GIS Coordinator 036 1.0 0.0 1.0 0.0 1.0 GIS Technician 330 3.0 0.0 3.0 0.0 3.0 Information Tech Systems Spec 038 0.0 1.0 1.0 0.0 1.0 Info Tech Analyst/Prg I 035 1.0 0.0 1.0 0.0 1.0 Info Tech Analyst/Prg II 037 2.0 0.0 2.0 0.0 2.0 Info Tech Analyst/Prg III 039 1.0 0.0 1.0 0.0 1.0 Info Tech Project Manager 041 1.0 0.0 1.0 0.0 1.0 Lead Info Tech Systems Spec 042 4.0 0.0 4.0 0.0 4.0 Lead User Technology Spec 039 4.0 0.0 4.0 0.0 4.0 Management Asst II 037 1.0 0.0 1.0 0.0 1.0 Senior Info Tech Systems Spec 040 3.0 0.0 3.0 0.0 3.0 Senior User Technology Spec 037 8.0 (1.0) 7.0 0.0 7.0 User Technology Specialist 035 13.0 0.0 13.0 1.0 14.0 User Technology Specialist*U2 228 4.0 0.0 4.0 0.0 4.0 57.0 0.0 57.0 1.0 58.0 Full-Time Total 108 Table of Contents-Part I POSITION SCHEDULE PUBLIC SAFETY PROGRAM FIRE 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Temporary Job Class and Grade Fire Communications Supervisor 032 1.0 0.0 1.0 0.0 1.0 Fire Emergency Dispatcher 329 2.0 0.0 2.0 0.0 2.0 Information Tech Systems Spec 038 2.0 1.0 3.0 0.0 3.0 Info Tech Analyst/Prg II 037 0.0 1.0 1.0 0.0 1.0 Info Tech Project Manager 041 2.0 1.0 3.0 0.0 3.0 Lead Business Systems Analyst 038 1.0 (1.0) 0.0 0.0 0.0 Senior GIS Technician 032 0.0 1.0 1.0 0.0 1.0 Senior Info Tech Systems Spec 040 0.0 1.0 1.0 0.0 1.0 Senior User Technology Spec 037 0.0 1.0 1.0 0.0 1.0 Temporary Total 8.0 5.0 13.0 0.0 13.0 Information Technology Services Total 65.0 5.0 70.0 1.0 71.0 Operations Full-Time Ongoing Job Class and Grade Admin Aide 326 3.0 0.0 3.0 1.0 4.0 Admin Aide*U7 026 1.0 0.0 1.0 0.0 1.0 Admin Asst I 030 1.0 0.0 1.0 0.0 1.0 Admin Asst II 035 1.0 0.0 1.0 0.0 1.0 Caseworker II 028 3.0 0.0 3.0 66.0 69.0 Caseworker III 032 1.0 0.0 1.0 26.0 27.0 Casework Services Coordinator 035 1.0 0.0 1.0 4.0 5.0 Clerical Supervisor 027 1.0 0.0 1.0 0.0 1.0 Curriculum/Training Coord 033 0.0 0.0 0.0 1.0 1.0 Deputy Human Services Director 842 0.0 0.0 0.0 1.0 1.0 Emergency Dispatcher 329 1.0 0.0 1.0 0.0 1.0 Emergency Dispatcher*Lead 330 1.0 (1.0) 0.0 0.0 0.0 Equipment Repair Spec 222 1.0 0.0 1.0 0.0 1.0 Fire Battalion Chief 56hr 851 25.0 0.0 25.0 0.0 25.0 Fire Batt Chf*Deputy 854 4.0 0.0 4.0 0.0 4.0 Fire Batt Chf*Division 852 1.0 0.0 1.0 0.0 1.0 Fire Batt Chief*DepChfShftCmdr 854 5.0 0.0 5.0 0.0 5.0 Fire Captain*40hr 565 19.0 0.0 19.0 0.0 19.0 Fire Captain 56hr 555 311.0 17.0 328.0 0.0 328.0 109 Table of Contents-Part I POSITION SCHEDULE PUBLIC SAFETY PROGRAM FIRE 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Fire Comm Supervisor*Telecom 033 1.0 0.0 1.0 0.0 1.0 Fire Communications Supervisor 032 9.0 0.0 9.0 2.0 11.0 Fire Emergency Dispatcher 329 83.0 0.0 83.0 6.0 89.0 Fire Emergency Dispatcher*Lead 330 7.0 1.0 8.0 2.0 10.0 Fire Engineer*40hr 562 2.0 0.0 2.0 0.0 2.0 Fire Engineer 56hr 552 367.0 8.0 375.0 0.0 375.0 Fire Equipment Service Worker 218 2.0 0.0 2.0 0.0 2.0 Firefighter*40hr 561 1.0 0.0 1.0 0.0 1.0 Firefighter 56hr 551 893.0 2.0 895.0 0.0 895.0 Fire Marshal 840 1.0 0.0 1.0 0.0 1.0 Fire Performance Auditor 037 2.0 0.0 2.0 0.0 2.0 Info Tech Analyst/Prg II 037 1.0 0.0 1.0 0.0 1.0 Management Asst II 037 2.0 0.0 2.0 0.0 2.0 Secretary II 321 4.0 0.0 4.0 0.0 4.0 Secretary III 025 2.0 0.0 2.0 0.0 2.0 Senior Human Resources Analyst 033 1.0 0.0 1.0 0.0 1.0 Supplies Clerk I*U2 212 1.0 0.0 1.0 0.0 1.0 User Support Specialist 330 1.0 0.0 1.0 0.0 1.0 1,760.0 27.0 1,787.0 109.0 1,896.0 9.7 0.0 9.7 0.0 9.7 Full-Time Total Part-Time Ongoing Job Class and Grade Casework Aide Part-Time 320 Caseworker III Part-Time 032 0.0 0.0 0.0 14.4 14.4 Caseworker II Part-Time 028 13.6 0.0 13.6 18.5 32.1 Fire Emergency Dispatcher Part-Time 329 2.5 0.0 2.5 0.0 2.5 25.8 0.0 25.8 32.9 58.7 Part-Time Total 110 Table of Contents-Part I POSITION SCHEDULE PUBLIC SAFETY PROGRAM FIRE 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Temporary Job Class and Grade Caseworker II 028 6.0 0.0 6.0 0.0 6.0 Caseworker III 032 4.0 0.0 4.0 0.0 4.0 Fire Batt Chf*Deputy 854 1.0 0.0 1.0 0.0 1.0 Fire Batt Chf*Division 852 0.0 1.0 1.0 0.0 1.0 Fire Captain*40hr 565 1.0 1.0 2.0 0.0 2.0 Fire Captain 56hr 555 4.0 (2.0) 2.0 0.0 2.0 Fire Emergency Dispatcher 329 2.0 (1.0) 1.0 0.0 1.0 Fire Emergency Dispatcher*Lead 330 1.0 0.0 1.0 0.0 1.0 Fire Engineer*40hr 562 0.0 1.0 1.0 0.0 1.0 Safety Analyst II 033 0.0 1.0 1.0 0.0 1.0 Temporary Total 19.0 1.0 20.0 0.0 20.0 Operations Total 1,804.8 28.0 1,832.8 141.9 1,974.7 Human Resources Full-Time Ongoing Job Class and Grade Admin Asst I 030 2.0 0.0 2.0 0.0 2.0 Fire Batt Chf*Deputy 854 4.0 0.0 4.0 0.0 4.0 Fire Batt Chf*Division 852 1.0 0.0 1.0 0.0 1.0 Fire Captain 56hr 555 3.0 0.0 3.0 0.0 3.0 Human Resources Aide*U7 026 1.0 0.0 1.0 0.0 1.0 Human Resources Analyst 030 1.0 0.0 1.0 0.0 1.0 Human Resources Officer 035 1.0 0.0 1.0 0.0 1.0 Multimedia Specialist 032 3.0 0.0 3.0 0.0 3.0 Public Information Specialist 033 1.0 0.0 1.0 0.0 1.0 Records Clerk II 322 1.0 0.0 1.0 0.0 1.0 Secretary II 321 2.0 0.0 2.0 0.0 2.0 Secretary III 025 1.0 0.0 1.0 0.0 1.0 Senior Human Resources Clerk 723 4.0 0.0 4.0 0.0 4.0 25.0 0.0 25.0 0.0 25.0 Full-Time Total 111 Table of Contents-Part I POSITION SCHEDULE PUBLIC SAFETY PROGRAM FIRE 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Temporary Job Class and Grade Senior Human Resources Analyst 033 0.0 2.0 2.0 0.0 2.0 Temporary Total 0.0 2.0 2.0 0.0 2.0 Human Resources Total 25.0 2.0 27.0 0.0 27.0 Emergency Management/Homeland Full-Time Ongoing Job Class and Grade Admin Aide 326 1.0 (1.0) 0.0 0.0 0.0 Admin Asst I 030 0.0 1.0 1.0 0.0 1.0 Fire Batt Chf*Deputy 854 1.0 0.0 1.0 0.0 1.0 Fire Captain*40hr 565 3.0 0.0 3.0 0.0 3.0 Management Asst II 037 2.0 0.0 2.0 0.0 2.0 Management Asst III 839 1.0 0.0 1.0 0.0 1.0 Records Clerk II*Lead 323 1.0 0.0 1.0 0.0 1.0 Secretary III 025 1.0 0.0 1.0 0.0 1.0 10.0 0.0 10.0 0.0 10.0 Full-Time Total Temporary Job Class and Grade Accountant I 030 0.0 1.0 1.0 0.0 1.0 Admin Asst II 035 1.0 0.0 1.0 0.0 1.0 Fire Batt Chf*Division 852 1.0 0.0 1.0 0.0 1.0 Fire Captain*40hr 565 1.0 0.0 1.0 (1.0) 0.0 Temporary Total 3.0 1.0 4.0 (1.0) 3.0 Emergency Management/Homeland Total 13.0 1.0 14.0 (1.0) 13.0 Training Services Full-Time Ongoing Job Class and Grade Admin Aide 326 2.0 0.0 2.0 1.0 3.0 Admin Aide*U7 026 1.0 0.0 1.0 0.0 1.0 Fire Batt Chf*Deputy 854 4.0 0.0 4.0 0.0 4.0 Fire Batt Chf*Division 852 1.0 0.0 1.0 0.0 1.0 112 Table of Contents-Part I POSITION SCHEDULE PUBLIC SAFETY PROGRAM FIRE 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Fire Captain*40hr 565 4.0 0.0 4.0 0.0 4.0 Fire Equipment Service Worker 218 1.0 0.0 1.0 0.0 1.0 Paramedic Training Coordinator 034 1.0 0.0 1.0 2.0 3.0 Secretary III 025 2.0 0.0 2.0 0.0 2.0 Full-Time Total 16.0 0.0 16.0 3.0 19.0 Training Services Total 16.0 0.0 16.0 3.0 19.0 Fire Prevention Services Full-Time Ongoing Job Class and Grade Admin Aide 326 0.0 1.0 1.0 0.0 1.0 Customer Service Clerk 320 1.0 0.0 1.0 0.0 1.0 Data Control Specialist 322 1.0 0.0 1.0 0.0 1.0 Engineering Tech 324 0.0 2.0 2.0 0.0 2.0 Fire Batt Chf*Deputy 854 1.0 0.0 1.0 0.0 1.0 Fire Captain*40hr 565 15.0 0.0 15.0 0.0 15.0 Fire Prevention Spec II 333 22.0 0.0 22.0 5.0 27.0 Fire Prevention Spec II*Ind/PR 335 10.0 0.0 10.0 0.0 10.0 Fire Prevention Supervisor 035 6.0 0.0 6.0 0.0 6.0 Fire Protection Engineer 038 3.0 0.0 3.0 0.0 3.0 Fire Protection Engineer*Lead 039 1.0 0.0 1.0 0.0 1.0 Management Asst II 037 1.0 0.0 1.0 0.0 1.0 Planning & Dev Team Ldr 040 1.0 0.0 1.0 1.0 2.0 Records Clerk II 322 3.0 (1.0) 2.0 0.0 2.0 Secretary II 321 3.0 (2.0) 1.0 0.0 1.0 Secretary III 025 1.0 0.0 1.0 0.0 1.0 69.0 0.0 69.0 6.0 75.0 Full-Time Total Part-Time Ongoing Job Class and Grade Admin Aide Part-Time 326 0.5 0.0 0.5 0.0 0.5 Fire Prevention Spec II Part-Time 333 0.5 0.0 0.5 0.0 0.5 1.0 0.0 1.0 0.0 1.0 Part-Time Total 113 Table of Contents-Part I POSITION SCHEDULE PUBLIC SAFETY PROGRAM FIRE 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Temporary Job Class and Grade Fire Prevention Spec II 333 1.0 0.0 1.0 (1.0) 0.0 Temporary Total 1.0 0.0 1.0 (1.0) 0.0 Fire Prevention Services Total 71.0 0.0 71.0 5.0 76.0 Support Services Full-Time Ongoing Job Class and Grade Admin Asst I 030 1.0 0.0 1.0 0.0 1.0 Architect 039 1.0 0.0 1.0 0.0 1.0 Building Maint Worker*U2 220 4.0 0.0 4.0 0.0 4.0 Courier 211 2.0 0.0 2.0 0.0 2.0 Equipment Repair Spec 222 4.0 0.0 4.0 0.0 4.0 Fire Batt Chf*Deputy 854 1.0 0.0 1.0 0.0 1.0 Fire Batt Chf*Division 852 1.0 0.0 1.0 0.0 1.0 Fire Captain*40hr 565 3.0 0.0 3.0 0.0 3.0 Fire Captain 56hr 555 2.0 0.0 2.0 0.0 2.0 Fire Equipment Service Worker 218 4.0 0.0 4.0 0.0 4.0 Firefighter Trainee (NC) 320 6.0 0.0 6.0 0.0 6.0 Fire Protection Engineer 038 1.0 0.0 1.0 0.0 1.0 Project Manager 036 1.0 0.0 1.0 0.0 1.0 Secretary II 321 2.0 0.0 2.0 0.0 2.0 Special Projects Administrator 840 1.0 0.0 1.0 0.0 1.0 Supplies Clerk III*U7 027 1.0 0.0 1.0 0.0 1.0 Supplies Clerk II*U2 215 4.0 0.0 4.0 0.0 4.0 Supplies Clerk II*U3 324 1.0 0.0 1.0 0.0 1.0 Supplies Clerk I*U2 212 3.0 0.0 3.0 0.0 3.0 Full-Time Total 43.0 0.0 43.0 0.0 43.0 Support Services Total 43.0 0.0 43.0 0.0 43.0 2,091.8 36.0 2,127.8 149.9 2,277.7 Fire Total 114 Table of Contents-Part I Table of Contents-Part I Table of Contents-Part I DEPARTMENT SUMMARY PUBLIC SAFETY PROGRAM HOMELAND SECURITY & EMERGENCY MANAGEMENT Program Goal The Office of Homeland Security and Emergency Management provides the city with the capability to mitigate, plan for, respond to and recover from large-scale community emergencies and disasters as a result of human-caused, technological or natural hazards. Expenditures by Organizational Area * 2019-20 Actual 2020-21 Estimate 2021-22 Budget % Change From 2020-21 Homeland Security & Emergency Management 979,718 707,691 689,995 -2.5% Total 979,718 707,691 689,995 -2.5% * Expenditures are net all inter-departmental and intra-departmental charges and credits. Expenditures by Character 2019-20 Actual 2020-21 Estimate 2021-22 Budget % Change From 2020-21 Personal Services 1,053,634 1,024,297 1,022,201 -0.2% Contractual Services 60,762 85,630 88,477 3.3% 85,690 38,493 37,918 -1.5% 15,316 - - 0.0% (254,745) (440,729) (458,601) -4.1% Other Expenditures and Transfers 19,059 - - 0.0% Total 979,718 707,691 689,995 -2.5% Commodities Capital Outlay Internal Charges and Credits Expenditures by Funding Source 2019-20 Actual 2020-21 Estimate 2021-22 Budget % Change From 2020-21 General Fund 155,653 90,590 133,099 46.9% Public Safety Enhancement 365,225 437,123 497,842 13.9% -100.0% Other Restricted 33,293 7,650 - Grants 425,548 172,328 59,054 -65.7% Total 979,718 707,691 689,995 -2.5% Authorized Positions 2019-20 Actual 2020-21 Estimate 2021-22 Budget Full-Time Ongoing Positions 7.0 7.0 7.0 Part-Time Ongoing Positions 0.0 0.0 0.0 Temporary Positions 2.0 0.0 0.0 Total 9.0 7.0 7.0 117 Table of Contents-Part I POSITION SCHEDULE PUBLIC SAFETY PROGRAM HOMELAND SECURITY & EMERGENCY MANAGEMENT 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Full-Time Ongoing Job Class and Grade Admin Asst II 035 2.0 0.0 2.0 0.0 2.0 Asst to the City Manager (NC) 904 1.0 0.0 1.0 0.0 1.0 Deputy Chief Information Off 843 1.0 0.0 1.0 0.0 1.0 Management Asst I 031 1.0 0.0 1.0 0.0 1.0 Management Asst II 037 1.0 0.0 1.0 0.0 1.0 Secretary III 025 1.0 0.0 1.0 0.0 1.0 7.0 0.0 7.0 0.0 7.0 Full-Time Total Temporary Job Class and Grade Accountant I 030 1.0 (1.0) 0.0 0.0 0.0 Lead Info Tech Systems Spec 042 1.0 (1.0) 0.0 0.0 0.0 Temporary Total 2.0 (2.0) 0.0 0.0 0.0 Homeland Security & Emergency Management 9.0 (2.0) 7.0 0.0 7.0 118 Table of Contents-Part I Criminal Justice Environmental Services 13.9% Other NonDepartmental 1/ 10.0% General Government 4.1% Contingencies 5.0% Public Safety 30.8% Community Enrichment 9.1% Community Development 7.2% Transportation 18.4% Criminal Justice 1.5% 1/ Other Non-Departmental consists of the American Rescue Plan Act (ARPA) Fund and Unassigned Vacancy Savings. 119 Table of Contents-Part I Municipal Court Adjudication Administration Audit & Support Courtroom Operations Customer Service Information Systems and Technology Management Services 120 Table of Contents-Part I DEPARTMENT SUMMARY CRIMINAL JUSTICE PROGRAM MUNICIPAL COURT Program Goal The Municipal Court provides with integrity, to all individuals who come before this court: equal access, professional and impartial treatment, and just resolution of all court matters. Expenditures by Organizational Area * 2019-20 Actual 2020-21 Estimate 2021-22 Budget % Change From 2020-21 Administration 1,930,209 1,783,770 1,775,025 -0.5% Management Services 4,138,008 4,353,944 4,887,962 12.3% Information Systems and Technology 4,941,325 5,739,629 6,478,173 12.9% Courtroom Operations 6,760,179 7,099,125 7,663,316 7.9% Customer Service 4,873,334 5,198,449 5,565,944 7.1% Audit & Support 3,793,281 4,230,584 4,446,785 5.1% Adjudication 5,940,001 5,970,282 6,671,886 11.8% Total 32,376,337 34,375,783 37,489,091 9.1% * Expenditures are net all inter-departmental and intra-departmental charges and credits. Expenditures by Character 2019-20 Actual 2020-21 Estimate 2021-22 Budget % Change From 2020-21 Personal Services 28,491,045 29,806,150 32,588,920 9.3% Contractual Services 2,128,302 2,670,592 3,172,665 18.8% Commodities 637,913 750,795 548,642 -26.9% Capital Outlay 199,606 60,637 - -100.0% Internal Charges and Credits 783,137 1,087,609 1,178,864 8.4% 136,332 - - 0.0% 32,376,337 34,375,783 37,489,091 9.1% Other Expenditures and Transfers Total Expenditures by Funding Source 2019-20 Actual 2020-21 Estimate 2021-22 Budget % Change From 2020-21 General Fund 29,706,092 31,310,434 34,223,862 9.3% Other Restricted 2,375,318 2,955,664 3,265,229 10.5% Grants 294,926 109,685 - -100.0% Total 32,376,337 34,375,783 37,489,091 9.1% 121 Table of Contents-Part I DEPARTMENT SUMMARY CRIMINAL JUSTICE PROGRAM MUNICIPAL COURT Authorized Positions 2019-20 Actual 2020-21 Estimate 2021-22 Budget Full-Time Ongoing Positions 269.0 269.0 274.0 Part-Time Ongoing Positions 4.0 4.0 4.0 Temporary Positions 1.0 1.0 1.0 274.0 274.0 279.0 Total 122 Table of Contents-Part I PROGRAM CHANGES CRIMINAL JUSTICE PROGRAM MUNICIPAL COURT Description 2021-22 2021-22 2022-23 Reductions Additions Full Year Positions Amount Positions Amount Cost Intake, Transfer, and Release (ITR) Staff: Add two Bailiff positions to provide judicial and operational support in a criminal courtroom located at the new Maricopa County ITR facility that opened in November 2020. This criminal courtroom is designed to handle initial appearances for individuals who have been arrested and held by the City of Phoenix. Funding would provide for the continued processing of cases in a timely and efficient manner. 2.0 133,498 - Orders of Protection: Add one Court Interpreter and two Court/Legal Clerk II positions to support the operations of the Order of Protection Office. In September 2019, the Phoenix Municipal Court implemented the mandated firearm transfer process for defendants that are deemed a credible threat in an Order of Protection (OOP) case. Additionally, in January 2020, the Arizona Administration Office of the Courts (AOC) required the utilization of an on-line public portal system. Both process changes have caused increased staff workload and wait times. Staff and resources are needed in a customer service capacity, for administrative documentation and translation services. 3.0 223,826 - Total 5.0 357,324 123 Table of Contents-Part I POSITION SCHEDULE CRIMINAL JUSTICE PROGRAM MUNICIPAL COURT 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Summary by Division Administration 8.0 0.0 8.0 0.0 8.0 Management Services 35.0 0.0 35.0 1.0 36.0 Information Systems and Technology 22.0 0.0 22.0 0.0 22.0 Courtroom Operations 76.0 0.0 76.0 4.0 80.0 Customer Service 56.0 0.0 56.0 0.0 56.0 Audit & Support 50.0 0.0 50.0 0.0 50.0 Adjudication 27.0 0.0 27.0 0.0 27.0 Total 274.0 0.0 274.0 5.0 279.0 Administration Full-Time Ongoing Job Class and Grade Admin Asst I 030 1.0 0.0 1.0 0.0 1.0 Asst City Atty IV (NC) 845 1.0 0.0 1.0 0.0 1.0 Chief Presiding Judge (NC) 980 1.0 0.0 1.0 0.0 1.0 Exec Asst to the City Mgr (NC) 908 1.0 0.0 1.0 0.0 1.0 Management Asst II 037 1.0 0.0 1.0 0.0 1.0 Municipal Court Administrator 841 1.0 0.0 1.0 0.0 1.0 Public Information Specialist 033 1.0 0.0 1.0 0.0 1.0 7.0 0.0 7.0 0.0 7.0 Full-Time Total Temporary Job Class and Grade Municipal Court Exec Officer 1.0 0.0 1.0 0.0 1.0 Temporary Total 903 1.0 0.0 1.0 0.0 1.0 Administration Total 8.0 0.0 8.0 0.0 8.0 Management Services Full-Time Ongoing Job Class and Grade Account Clerk III 325 1.0 0.0 1.0 0.0 1.0 Admin Aide 326 1.0 0.0 1.0 0.0 1.0 Admin Asst I 030 3.0 0.0 3.0 0.0 3.0 Budget Analyst II 035 1.0 0.0 1.0 0.0 1.0 124 Table of Contents-Part I POSITION SCHEDULE CRIMINAL JUSTICE PROGRAM MUNICIPAL COURT 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Court Interpreter*Credentialed 034 6.0 0.0 6.0 1.0 7.0 Court Security Officer 325 13.0 0.0 13.0 0.0 13.0 Court Security Supervisor 030 2.0 0.0 2.0 0.0 2.0 Court Security Systems Manager 036 1.0 0.0 1.0 0.0 1.0 Court Supervisor*Interpreter 036 1.0 0.0 1.0 0.0 1.0 Human Resources Aide*Court 727 1.0 0.0 1.0 0.0 1.0 Human Resources Analyst*Court 031 1.0 0.0 1.0 0.0 1.0 Human Resources Officer*Court 036 1.0 0.0 1.0 0.0 1.0 Management Asst II 037 1.0 0.0 1.0 0.0 1.0 Municipal Court Administrator 841 1.0 0.0 1.0 0.0 1.0 Secretary II 321 1.0 0.0 1.0 0.0 1.0 Full-Time Total 35.0 0.0 35.0 1.0 36.0 Management Services Total 35.0 0.0 35.0 1.0 36.0 Information Systems and Technology Full-Time Ongoing Job Class and Grade Information Tech Systems Spec 038 1.0 0.0 1.0 0.0 1.0 Info Tech Analyst/Prg I 035 2.0 0.0 2.0 0.0 2.0 Info Tech Analyst/Prg II 037 4.0 (1.0) 3.0 0.0 3.0 Info Tech Analyst/Prg III 039 3.0 (1.0) 2.0 0.0 2.0 Info Tech Project Manager 041 1.0 (1.0) 0.0 0.0 0.0 Info Tech Service Specialist 033 2.0 0.0 2.0 0.0 2.0 Lead Business Systems Analyst 038 1.0 0.0 1.0 0.0 1.0 Lead Info Tech Systems Spec 042 1.0 1.0 2.0 0.0 2.0 Lead User Technology Spec 039 1.0 0.0 1.0 0.0 1.0 Municipal Court Administrator 841 1.0 0.0 1.0 0.0 1.0 Municipal Court Info Sys Off 903 1.0 0.0 1.0 0.0 1.0 Senior Info Tech Systems Spec 040 2.0 2.0 4.0 0.0 4.0 Senior User Technology Spec 037 1.0 0.0 1.0 0.0 1.0 User Technology Specialist 035 1.0 0.0 1.0 0.0 1.0 22.0 0.0 22.0 0.0 22.0 Full-Time Total 125 Table of Contents-Part I POSITION SCHEDULE CRIMINAL JUSTICE PROGRAM MUNICIPAL COURT 2020-21 Budgeted Positions Information Systems and Technology Total 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions 22.0 0.0 22.0 0.0 22.0 Courtroom Operations Full-Time Ongoing Job Class and Grade Asst Court Administrator 035 1.0 0.0 1.0 0.0 1.0 Bailiff 324 49.0 0.0 49.0 2.0 51.0 Bailiff*Lead 325 10.0 0.0 10.0 0.0 10.0 Court/Legal Clerk I 320 1.0 0.0 1.0 0.0 1.0 Court/Legal Clerk II 322 5.0 0.0 5.0 2.0 7.0 Court/Legal Clerk III 024 2.0 0.0 2.0 0.0 2.0 Court Supervisor 030 6.0 0.0 6.0 0.0 6.0 Municipal Court Administrator 841 1.0 0.0 1.0 0.0 1.0 Secretary III 025 1.0 0.0 1.0 0.0 1.0 Full-Time Total 76.0 0.0 76.0 4.0 80.0 Courtroom Operations Total 76.0 0.0 76.0 4.0 80.0 Customer Service Full-Time Ongoing Job Class and Grade Admin Aide 326 1.0 0.0 1.0 0.0 1.0 Asst Court Administrator 035 1.0 0.0 1.0 0.0 1.0 Court/Legal Clerk II 322 28.0 0.0 28.0 0.0 28.0 Court/Legal Clerk III 024 5.0 0.0 5.0 0.0 5.0 Court Supervisor 030 3.0 0.0 3.0 0.0 3.0 Municipal Court Administrator 841 1.0 0.0 1.0 0.0 1.0 Treasury Collections Rep 328 14.0 0.0 14.0 0.0 14.0 Treasury Collections Supv 032 3.0 0.0 3.0 0.0 3.0 Full-Time Total 56.0 0.0 56.0 0.0 56.0 Customer Service Total 56.0 0.0 56.0 0.0 56.0 Audit & Support 126 Table of Contents-Part I POSITION SCHEDULE CRIMINAL JUSTICE PROGRAM MUNICIPAL COURT 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Full-Time Ongoing Job Class and Grade Accountant I 030 3.0 0.0 3.0 0.0 3.0 Accountant II 033 1.0 0.0 1.0 0.0 1.0 Accountant III 035 1.0 0.0 1.0 0.0 1.0 Account Clerk II 321 1.0 0.0 1.0 0.0 1.0 Account Clerk III 325 7.0 0.0 7.0 0.0 7.0 Court/Legal Clerk II 322 28.0 0.0 28.0 0.0 28.0 Court/Legal Clerk III 024 4.0 0.0 4.0 0.0 4.0 Court Supervisor 030 3.0 0.0 3.0 0.0 3.0 Municipal Court Administrator 841 1.0 0.0 1.0 0.0 1.0 Secretary III 025 1.0 0.0 1.0 0.0 1.0 Full-Time Total 50.0 0.0 50.0 0.0 50.0 Audit & Support Total 50.0 0.0 50.0 0.0 50.0 Adjudication Full-Time Ongoing Job Class and Grade City Judge (NC) 880 19.0 0.0 19.0 0.0 19.0 Municipal Court Hrng Off (NC) 081 2.0 0.0 2.0 0.0 2.0 Presiding Court Hrng Off (NC) 086 1.0 0.0 1.0 0.0 1.0 Secretary III 025 1.0 0.0 1.0 0.0 1.0 23.0 0.0 23.0 0.0 23.0 4.0 0.0 4.0 0.0 4.0 Part-Time Total 4.0 0.0 4.0 0.0 4.0 Adjudication Total 27.0 0.0 27.0 0.0 27.0 Municipal Court Total 274.0 0.0 274.0 5.0 279.0 Full-Time Total Part-Time Ongoing Job Class and Grade City Judge (NC) Part-Time 880 127 Table of Contents-Part I Table of Contents-Part I DEPARTMENT SUMMARY CRIMINAL JUSTICE PROGRAM PUBLIC DEFENDER Program Goal The Public Defender Program provides legal representation for indigent defendants in Phoenix Municipal Court. Expenditures by Organizational Area * 2019-20 Actual 2020-21 Estimate 2021-22 Budget % Change From 2020-21 Public Defender 5,327,190 5,373,335 5,634,405 4.9% Total 5,327,190 5,373,335 5,634,405 4.9% * Expenditures are net all inter-departmental and intra-departmental charges and credits. Expenditures by Character 2019-20 Actual 2020-21 Estimate 2021-22 Budget % Change From 2020-21 Personal Services 1,379,145 1,530,904 1,671,381 9.2% Contractual Services 3,913,930 3,820,130 3,940,674 3.2% 19,858 10,344 10,344 0.0% Commodities Internal Charges and Credits Total Expenditures by Funding Source 14,257 11,957 12,006 0.4% 5,327,190 5,373,335 5,634,405 4.9% 2019-20 Actual 2020-21 Estimate 2021-22 Budget % Change From 2020-21 General Fund 5,327,190 5,373,335 5,634,405 4.9% Total 5,327,190 5,373,335 5,634,405 4.9% Authorized Positions 2019-20 Actual 2020-21 Estimate 2021-22 Budget Full-Time Ongoing Positions 11.0 11.0 11.0 Part-Time Ongoing Positions 0.0 0.0 0.0 Temporary Positions 0.0 0.0 0.0 Total 11.0 11.0 11.0 129 Table of Contents-Part I POSITION SCHEDULE CRIMINAL JUSTICE PROGRAM PUBLIC DEFENDER 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Full-Time Ongoing Job Class and Grade Admin Aide*U7 026 1.0 0.0 1.0 0.0 1.0 Admin Asst II 035 1.0 0.0 1.0 0.0 1.0 Asst City Atty III (NC) 842 1.0 0.0 1.0 0.0 1.0 Asst City Atty IV (NC) 845 1.0 0.0 1.0 0.0 1.0 Casework Services Coordinator 035 1.0 0.0 1.0 0.0 1.0 Court/Legal Clerk II 322 3.0 0.0 3.0 0.0 3.0 Forensic Toxicology Expert(NC) 844 1.0 0.0 1.0 0.0 1.0 Legal Assistant 329 1.0 0.0 1.0 0.0 1.0 Public Defender (NC) 846 1.0 0.0 1.0 0.0 1.0 Full-Time Total 11.0 0.0 11.0 0.0 11.0 Public Defender Total 11.0 0.0 11.0 0.0 11.0 130 Table of Contents-Part I Transportation Environmental Services 13.9% Other NonDepartmental 1/ 10.0% General Government 4.1% Contingencies 5.0% Public Safety 30.8% Community Enrichment 9.1% Criminal Justice 1.5% Community Development 7.2% Transportation 18.4% 1/ Other Non-Departmental consists of the American Rescue Plan Act (ARPA) Fund and Unassigned Vacancy Savings. 131 Table of Contents-Part I Street Transportation Management Services Programming & Project Delivery Street Maintenance Traffic Services 132 Table of Contents-Part I DEPARTMENT SUMMARY TRANSPORTATION PROGRAM STREET TRANSPORTATION Program Goal The Street Transportation Department plans for the safe and convenient movement of people and vehicles on city streets, effectively maintains the city’s streets, designs and inspects the construction of streets to assure they meet specifications, and minimizes street damage through the control of irrigation and storm water. Expenditures by Organizational Area * 2019-20 Actual 2020-21 Estimate 2021-22 Budget % Change From 2020-21 Management Services 6,540,095 7,693,601 8,872,899 15.3% Programming & Project Delivery 1,716,885 1,544,027 1,810,915 17.3% Traffic Services 44,440,998 45,451,783 48,399,053 6.5% Street Maintenance 45,679,793 50,225,065 56,770,401 13.0% Total 98,377,771 104,914,476 115,853,268 10.4% * Expenditures are net all inter-departmental and intra-departmental charges and credits. Expenditures by Character 2019-20 Actual 2020-21 Estimate 2021-22 Budget % Change From 2020-21 Personal Services 68,109,852 71,806,899 77,517,500 8.0% Contractual Services 32,677,728 35,579,366 39,811,169 11.9% Commodities 12,302,962 15,888,664 16,577,645 4.3% Capital Outlay 8,349,405 7,221,017 6,942,204 -3.9% (23,062,206) (25,648,383) (25,062,163) 2.3% 29 66,913 66,913 0.0% 98,377,771 104,914,476 115,853,268 10.4% Internal Charges and Credits Other Expenditures and Transfers Total Expenditures by Funding Source 2019-20 Actual 2020-21 Estimate 2021-22 Budget % Change From 2020-21 General Fund 18,468,078 18,966,939 21,638,647 14.1% Arizona Highway User Revenue 75,913,337 81,714,351 89,855,981 10.0% Capital Construction 89,380 70,000 70,000 0.0% Transportation 2050 383,503 362,110 514,604 42.1% 3,364,258 3,630,783 3,744,036 3.1% Grants 159,215 170,293 30,000 -82.4% Total 98,377,771 104,914,476 115,853,268 10.4% Other Restricted 133 Table of Contents-Part I DEPARTMENT SUMMARY TRANSPORTATION PROGRAM STREET TRANSPORTATION Authorized Positions 2019-20 Actual 2020-21 Estimate 2021-22 Budget Full-Time Ongoing Positions 716.0 721.0 730.0 Part-Time Ongoing Positions 0.0 0.0 0.0 Temporary Positions 5.0 7.0 4.0 721.0 728.0 734.0 Total 134 Table of Contents-Part I PROGRAM CHANGES TRANSPORTATION PROGRAM STREET TRANSPORTATION Description 2021-22 2021-22 2022-23 Reductions Additions Full Year Positions Amount Positions Amount Cost Pedestrian Safety: Add funding as part of the Roadway Safety Action Plan adopted by City Council on March 2, 2021. The plan addresses comprehensive roadway safety issues on City streets. The effort will be funded using the General Fund, the Transportation 2050 fund (T2050), and the Arizona Highway User Revenue fund (AHUR). The General Fund portion is sixhundred thousand per year over five years. 0.0 600,000 - Cool Corridors: Add funding for the Cool Corridors Program to plant 1,800 trees annually. Each year tree plantings will occur in one-mile roadway segments located in each Council district, plus a one-mile roadway segment for the Mayor’s Office. This program will contribute to achieving the City of Phoenix’s goals for the Tree and Shade Master Plan, reducing the City’s overall carbon footprint and reducing climate impacts through the cooling effects of shade trees. 0.0 1,482,600 - Street Cleaning: Convert federally-funded deepcleaning process around the Human Services Campus (HSC) and the right of way in the West Hatcher Road area of Sunnyslope to General Fund. The process uses antibacterial chemicals and high-pressure sprayers to clean and sanitize the sidewalks and right-of-way surrounding the HSC facility and the right-of-way in the area of 10th Street and Hatcher. Service is completed once or twice a month. 0.0 134,244 - Add a Senior GIS Technician position in the Geographic Technology Services Section to oversee quality control, training, and data research for the GIS land base information and ensure recorded documents are correctly prepared and documented for GIS Technicians to map. Position will replace consulting services resulting in a net zero add. 1.0 - - Street Landscaping: Add funding to maintain street landscaping along newly developed and renovated streetscapes. This includes maintenance for new landscaping along the Grand Canal Phase II, Avenida Rio Salado from 35th Avenue to 51st Avenue, and the east side of 107th Avenue from Indian School Road to Camelback Road. 0.0 147,000 - 135 Table of Contents-Part I PROGRAM CHANGES TRANSPORTATION PROGRAM STREET TRANSPORTATION Description 2021-22 2021-22 2022-23 Reductions Additions Full Year Positions Amount Positions Amount Cost Add a Senior GIS Technician position in the Technical Services Section to meet the needs of Pavement Management program’s GIS editing and analyses, and the demand for GIS maps, tools, and services. 1.0 93,537 - Public Records Support: Add an Engineering Technician position in the Central Records Section to support increased public records requests for right-of-way, City infrastructure, facilities and private development plans and maps including paving, storm drain, traffic services, and procurement and street maintenance records for the public, media and legal requests. This position will be charged out to departments for whom records are being requested regarding their projects. 1.0 - - Restore two Street Maintenance Foreman III positions and add funding for two vehicles. Positions are assigned to the Preventive Maintenance and Street Cleaning Sections. Six Foreman III positions were eliminated during the recession, four positions were restored, these are the last two positions. Positions handle day-to-day operations, provide training on procedures and safe operation of equipment, and handle administrative responsibilities related to emergency and storm response. 2.0 262,728 - Add an Administrative Aide position in the Field Operations Administration section, dispatch function to assist with phone service requests, email, and other communications from the public, City staff, and other agencies regarding emergency, non-emergency street maintenance, and non-street related concerns. 1.0 76,336 - Convert a temporary Special Projects Administrator position in the Horizontal Project Management (HPM) section to ongoing status to manage the design and construction staff and the Materials Testing Lab and Survey sections and oversee the work of design consultants and construction contractors. 0.0 - - 136 Table of Contents-Part I PROGRAM CHANGES TRANSPORTATION PROGRAM STREET TRANSPORTATION Description 2021-22 2021-22 2022-23 Reductions Additions Full Year Positions Amount Positions Amount Convert a temporary Chief Construction Inspector and Senior Construction Inspector to ongoing status, and add funding for vehicles. Inspectors are responsible for project management of multiple projects, project and public safety, adhering and monitoring Americans with Disabilities Act (ADA) Federal compliance, and addressing citizen concerns and efficient resolution of citizen complaints related to projects. 0.0 70,000 Total 6.0 2,866,445 137 Cost - Table of Contents-Part I POSITION SCHEDULE TRANSPORTATION PROGRAM STREET TRANSPORTATION 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Summary by Division Management Services 107.0 2.0 109.0 3.0 112.0 Programming & Project Delivery 80.0 (1.0) 79.0 0.0 79.0 Traffic Services 249.0 4.0 253.0 0.0 253.0 Street Maintenance 285.0 2.0 287.0 3.0 290.0 Total 721.0 7.0 728.0 6.0 734.0 Management Services Full-Time Ongoing Job Class and Grade Accountant I 030 3.0 0.0 3.0 0.0 3.0 Accountant II 033 4.0 0.0 4.0 0.0 4.0 Accountant III 035 1.0 0.0 1.0 0.0 1.0 Account Clerk III 325 1.0 0.0 1.0 0.0 1.0 Admin Asst I 030 2.0 0.0 2.0 0.0 2.0 Admin Asst II 035 3.0 (1.0) 2.0 0.0 2.0 Admin Secretary 027 1.0 0.0 1.0 0.0 1.0 Architect 039 2.0 0.0 2.0 0.0 2.0 Asst Street Transportation Dir 905 1.0 0.0 1.0 0.0 1.0 Asst to the City Manager (NC) 904 1.0 0.0 1.0 0.0 1.0 Budget Analyst II 035 2.0 0.0 2.0 0.0 2.0 Chief Construction Insp 226 0.0 1.0 1.0 0.0 1.0 City Engineer (NC) 908 1.0 0.0 1.0 0.0 1.0 Civil Engineer III 039 3.0 0.0 3.0 0.0 3.0 Contracts Specialist I 030 2.0 0.0 2.0 0.0 2.0 Contracts Specialist II 035 9.0 0.0 9.0 0.0 9.0 Contracts Specialist II*Lead 037 2.0 0.0 2.0 0.0 2.0 Department Budget Supervisor 037 1.0 0.0 1.0 0.0 1.0 Deputy Street Transp Director 842 2.0 0.0 2.0 0.0 2.0 Engineering Supervisor*U7 041 1.0 0.0 1.0 0.0 1.0 Engineering Tech 324 2.0 0.0 2.0 1.0 3.0 Environmental Programs Coord 039 1.0 0.0 1.0 0.0 1.0 Environmental Quality Spec 035 4.0 0.0 4.0 0.0 4.0 GIS Coordinator 036 3.0 0.0 3.0 0.0 3.0 GIS Technician 330 9.0 0.0 9.0 0.0 9.0 138 Table of Contents-Part I POSITION SCHEDULE TRANSPORTATION PROGRAM STREET TRANSPORTATION 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Human Resources Aide 726 2.0 0.0 2.0 0.0 2.0 Human Resources Supervisor 038 1.0 0.0 1.0 0.0 1.0 Information Tech Systems Spec 038 1.0 0.0 1.0 0.0 1.0 Info Tech Analyst/Prg I 035 3.0 0.0 3.0 0.0 3.0 Info Tech Analyst/Prg II 037 1.0 0.0 1.0 0.0 1.0 Info Tech Project Manager 041 1.0 (1.0) 0.0 0.0 0.0 Labor Compliance Specialist 731 2.0 0.0 2.0 0.0 2.0 Labor Compliance Supervisor 036 1.0 0.0 1.0 0.0 1.0 Lead Info Tech Systems Spec 042 0.0 1.0 1.0 0.0 1.0 Management Asst II 037 4.0 1.0 5.0 0.0 5.0 Mechanical Engineer 039 1.0 0.0 1.0 0.0 1.0 Planner III 037 1.0 0.0 1.0 0.0 1.0 Principal Landscape Architect 039 1.0 0.0 1.0 0.0 1.0 Procurement Manager 038 1.0 0.0 1.0 0.0 1.0 Project Manager 036 1.0 1.0 2.0 0.0 2.0 Public Information Officer 035 0.0 1.0 1.0 0.0 1.0 Safety Analyst II 033 1.0 0.0 1.0 0.0 1.0 Secretary II 321 1.0 0.0 1.0 0.0 1.0 Secretary III 025 3.0 0.0 3.0 0.0 3.0 Senior Business Systems Anlyst 036 1.0 (1.0) 0.0 0.0 0.0 Senior Construction Insp 225 2.0 0.0 2.0 0.0 2.0 Senior GIS Technician 032 3.0 0.0 3.0 2.0 5.0 Senior Human Resources Analyst 033 3.0 0.0 3.0 0.0 3.0 Senior Info Tech Systems Spec 040 2.0 0.0 2.0 0.0 2.0 Senior Public Info Officer 038 1.0 0.0 1.0 0.0 1.0 Special Projects Administrator 840 2.0 0.0 2.0 0.0 2.0 Street Transportation Dir (NC) 909 1.0 0.0 1.0 0.0 1.0 User Technology Specialist 035 1.0 0.0 1.0 0.0 1.0 103.0 2.0 105.0 3.0 108.0 Full-Time Total 139 Table of Contents-Part I POSITION SCHEDULE TRANSPORTATION PROGRAM STREET TRANSPORTATION 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Temporary Job Class and Grade Admin Asst I 030 1.0 0.0 1.0 0.0 1.0 Admin Intern (NC) Part-Time 026 0.0 1.0 1.0 0.0 1.0 Business Assistance Coord 039 1.0 (1.0) 0.0 0.0 0.0 Chief Construction Insp 226 1.0 0.0 1.0 0.0 1.0 Senior Construction Insp 225 1.0 0.0 1.0 0.0 1.0 4.0 0.0 4.0 0.0 4.0 107.0 2.0 109.0 3.0 112.0 Temporary Total Management Services Total Programming & Project Delivery Full-Time Ongoing Job Class and Grade Admin Aide*U7 026 1.0 0.0 1.0 0.0 1.0 Chief Construction Insp 226 4.0 1.0 5.0 1.0 6.0 Chief Construction Insp*U1 126 1.0 0.0 1.0 0.0 1.0 Chief Engineering Tech 331 2.0 0.0 2.0 0.0 2.0 Chief Materials Plant Insp 223 1.0 0.0 1.0 0.0 1.0 Chief Materials Technician 223 2.0 0.0 2.0 0.0 2.0 Civil Engineer II 035 3.0 0.0 3.0 0.0 3.0 Civil Engineer III 039 5.0 0.0 5.0 0.0 5.0 Construction Drafting Tech 219 2.0 0.0 2.0 0.0 2.0 Construction Insp Supv 036 3.0 0.0 3.0 0.0 3.0 Deputy Street Transp Director 842 1.0 0.0 1.0 0.0 1.0 Engineering Supervisor*U7 041 2.0 0.0 2.0 0.0 2.0 Info Tech Analyst/Prg II 037 1.0 0.0 1.0 0.0 1.0 Instrument Technician 216 3.0 0.0 3.0 0.0 3.0 Landscape Architect II 036 1.0 (1.0) 0.0 0.0 0.0 Management Asst II 037 1.0 0.0 1.0 0.0 1.0 Materials Supervisor 035 3.0 0.0 3.0 0.0 3.0 Materials Technician 214 2.0 0.0 2.0 0.0 2.0 Party Chief 221 3.0 0.0 3.0 0.0 3.0 Planner III 037 1.0 0.0 1.0 0.0 1.0 Plan Review Coordinator 037 1.0 0.0 1.0 0.0 1.0 Principal Engineering Tech 035 1.0 0.0 1.0 0.0 1.0 Principal Planner 039 1.0 0.0 1.0 0.0 1.0 140 Table of Contents-Part I POSITION SCHEDULE TRANSPORTATION PROGRAM STREET TRANSPORTATION 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Project Manager 036 1.0 1.0 2.0 0.0 2.0 Secretary III 025 2.0 0.0 2.0 0.0 2.0 Senior Construction Insp 225 18.0 (2.0) 16.0 1.0 17.0 Senior Engineering Tech 328 1.0 0.0 1.0 0.0 1.0 Senior Materials Technician 220 3.0 0.0 3.0 0.0 3.0 Senior Party Chief 223 1.0 0.0 1.0 0.0 1.0 Special Projects Administrator 840 2.0 0.0 2.0 1.0 3.0 Survey Aide 211 3.0 0.0 3.0 0.0 3.0 Survey Engineer 039 1.0 0.0 1.0 0.0 1.0 Traffic Engineer II 035 1.0 0.0 1.0 0.0 1.0 Traffic Engineer III 039 1.0 0.0 1.0 0.0 1.0 79.0 (1.0) 78.0 3.0 81.0 Full-Time Total Temporary Job Class and Grade Chief Construction Insp 226 0.0 0.0 0.0 (1.0) (1.0) Senior Construction Insp 225 0.0 0.0 0.0 (1.0) (1.0) Special Projects Administrator 840 1.0 0.0 1.0 (1.0) 0.0 Temporary Total 1.0 0.0 1.0 (3.0) (2.0) Programming & Project Delivery Total 80.0 (1.0) 79.0 0.0 79.0 Traffic Services Full-Time Ongoing Job Class and Grade Admin Aide 326 1.0 1.0 2.0 0.0 2.0 Admin Aide*U7 026 2.0 0.0 2.0 0.0 2.0 Admin Asst I 030 3.0 0.0 3.0 0.0 3.0 Admin Asst II 035 3.0 0.0 3.0 0.0 3.0 Cement Finisher*U2 216 1.0 0.0 1.0 0.0 1.0 Chief Construction Insp 226 9.0 0.0 9.0 0.0 9.0 Chief Construction Insp*U7 034 2.0 0.0 2.0 0.0 2.0 Chief Engineering Tech 331 9.0 2.0 11.0 0.0 11.0 Chief Engineering Tech*U7 031 1.0 0.0 1.0 0.0 1.0 Communications Dispatcher 322 1.0 0.0 1.0 0.0 1.0 Construction Insp Supv 036 3.0 0.0 3.0 0.0 3.0 Deputy Street Transp Director 842 1.0 0.0 1.0 0.0 1.0 141 Table of Contents-Part I POSITION SCHEDULE TRANSPORTATION PROGRAM STREET TRANSPORTATION 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Electrical Maintenance Foreman 032 4.0 1.0 5.0 0.0 5.0 Electrician 222 13.0 0.0 13.0 0.0 13.0 Electrician Helper 215 14.0 0.0 14.0 0.0 14.0 Electrician*Lead 223 5.0 2.0 7.0 0.0 7.0 Electronic Systems Specialist 225 8.0 0.0 8.0 0.0 8.0 Engineering Tech 324 1.0 0.0 1.0 0.0 1.0 Engineering Tech*Traffic Count 325 1.0 0.0 1.0 0.0 1.0 Equipment Op III 116 5.0 0.0 5.0 0.0 5.0 Equipment Op III*Lead Striper 117 3.0 0.0 3.0 0.0 3.0 Information Tech Systems Spec 038 1.0 0.0 1.0 0.0 1.0 Management Asst II 037 2.0 0.0 2.0 0.0 2.0 Materials Technician 214 1.0 0.0 1.0 0.0 1.0 Meter Collection Clerk 319 2.0 0.0 2.0 0.0 2.0 Parking Meter Repair Supv 027 1.0 0.0 1.0 0.0 1.0 Parking Meter Specialist 115 2.0 0.0 2.0 0.0 2.0 Plan Review Coordinator 037 1.0 0.0 1.0 0.0 1.0 Principal Engineering Tech 035 6.0 0.0 6.0 0.0 6.0 Principal Planner 039 1.0 0.0 1.0 0.0 1.0 Project Manager 036 1.0 0.0 1.0 0.0 1.0 Safety Analyst II 033 1.0 0.0 1.0 0.0 1.0 Secretary II 321 1.0 (1.0) 0.0 0.0 0.0 Senior Construction Insp 225 18.0 0.0 18.0 0.0 18.0 Senior Engineering Tech 328 10.0 (2.0) 8.0 0.0 8.0 Signal Systems Specialist I 032 5.0 0.0 5.0 0.0 5.0 Signal Systems Specialist II 036 2.0 0.0 2.0 0.0 2.0 Sign Specialist II 115 3.0 0.0 3.0 0.0 3.0 Special Projects Administrator 840 1.0 0.0 1.0 0.0 1.0 Supplies Clerk II 115 1.0 0.0 1.0 0.0 1.0 Supplies Clerk II*U3 324 2.0 0.0 2.0 0.0 2.0 Support Services Aide 324 9.0 0.0 9.0 0.0 9.0 Survey Supervisor 035 1.0 (1.0) 0.0 0.0 0.0 Trades Helper 113 21.0 0.0 21.0 0.0 21.0 Traffic Engineer II 035 5.0 0.0 5.0 0.0 5.0 Traffic Engineer III 039 3.0 2.0 5.0 0.0 5.0 Traffic Engineering Supervisor 041 2.0 0.0 2.0 0.0 2.0 Traffic Maintenance Frmn II 027 6.0 0.0 6.0 0.0 6.0 142 Table of Contents-Part I POSITION SCHEDULE TRANSPORTATION PROGRAM STREET TRANSPORTATION 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Traffic Maintenance Frmn III 029 1.0 0.0 1.0 0.0 1.0 Traffic Maintenance Worker 115 23.0 0.0 23.0 0.0 23.0 Traffic Services Supt 037 2.0 0.0 2.0 0.0 2.0 Traffic Signal Supervisor 034 2.0 0.0 2.0 0.0 2.0 Traffic Signal Technician 222 18.0 0.0 18.0 0.0 18.0 Traffic Signal Technician Frmn 032 4.0 0.0 4.0 0.0 4.0 Full-Time Total 249.0 4.0 253.0 0.0 253.0 Traffic Services Total 249.0 4.0 253.0 0.0 253.0 Street Maintenance Full-Time Ongoing Job Class and Grade Admin Aide 326 5.0 1.0 6.0 1.0 7.0 Admin Aide*U7 026 2.0 (1.0) 1.0 0.0 1.0 Admin Asst II 035 1.0 0.0 1.0 0.0 1.0 Cement Finisher 116 13.0 0.0 13.0 0.0 13.0 Chief Construction Insp 226 2.0 0.0 2.0 0.0 2.0 Chief Engineering Tech 331 1.0 0.0 1.0 0.0 1.0 Chief Engineering Tech*U7 031 1.0 0.0 1.0 0.0 1.0 Civil Engineer II 035 3.0 0.0 3.0 0.0 3.0 Civil Engineer III 039 2.0 0.0 2.0 0.0 2.0 Construction Insp Supv 036 1.0 0.0 1.0 0.0 1.0 Deputy Street Transp Director 842 1.0 0.0 1.0 0.0 1.0 Equipment Op II 113 3.0 0.0 3.0 0.0 3.0 Equipment Op III 116 24.0 0.0 24.0 0.0 24.0 Equipment Op III*Asphalt 117 2.0 0.0 2.0 0.0 2.0 Equipment Op III*Concrete 117 2.0 0.0 2.0 0.0 2.0 Equipment Op IV 118 14.0 0.0 14.0 0.0 14.0 Horticulturist 034 1.0 0.0 1.0 0.0 1.0 Laborer 108 1.0 0.0 1.0 0.0 1.0 Management Asst II 037 1.0 0.0 1.0 0.0 1.0 Motor Broom Operator 116 28.0 0.0 28.0 0.0 28.0 Parks Equipment Mechanic 119 1.0 0.0 1.0 0.0 1.0 Project Manager 036 2.0 0.0 2.0 0.0 2.0 143 Table of Contents-Part I POSITION SCHEDULE TRANSPORTATION PROGRAM STREET TRANSPORTATION 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Senior Construction Insp 225 8.0 0.0 8.0 0.0 8.0 Senior Construction Insp*U1 125 3.0 0.0 3.0 0.0 3.0 Special Projects Administrator 840 1.0 0.0 1.0 0.0 1.0 Street Maint Foreman I 025 11.0 0.0 11.0 0.0 11.0 Street Maint Foreman II 027 25.0 0.0 25.0 0.0 25.0 Street Maint Foreman III 029 4.0 0.0 4.0 2.0 6.0 Street Maint Superintendent 040 2.0 0.0 2.0 0.0 2.0 Street Maint Supervisor 033 8.0 0.0 8.0 0.0 8.0 Street Maint Wkr II*Crew Ldr 114 10.0 0.0 10.0 0.0 10.0 Street Maint Worker II 113 83.0 0.0 83.0 0.0 83.0 Street Maint Worker II*Rapid 114 5.0 0.0 5.0 0.0 5.0 Trades Helper 113 13.0 0.0 13.0 0.0 13.0 Welder 122 1.0 0.0 1.0 0.0 1.0 285.0 0.0 285.0 3.0 288.0 Full-Time Total Temporary Job Class and Grade Admin Asst II 035 0.0 1.0 1.0 0.0 1.0 Street Maint Supervisor 033 0.0 1.0 1.0 0.0 1.0 0.0 2.0 2.0 0.0 2.0 Street Maintenance Total 285.0 2.0 287.0 3.0 290.0 Street Transportation Total 721.0 7.0 728.0 6.0 734.0 Temporary Total 144 Table of Contents-Part I Table of Contents-Part I Aviation Aviation Administration Aviation All Divisions Business and Properties Contracts & Services Design and Construction Services Facilities & Services Financial Management General Aviation Services Operations Planning & Environmental Public Relations Public Safety & Security Technology 146 Table of Contents-Part I DEPARTMENT SUMMARY TRANSPORTATION PROGRAM AVIATION Program Goal The Aviation Department provides the Phoenix metropolitan area with a self-supporting system of airports and aviation facilities that accommodate general and commercial aviation in a safe, efficient and convenient manner. Expenditures by Organizational Area * 2019-20 Actual 2020-21 Estimate 2021-22 Budget % Change From 2020-21 Aviation All Divisions 76,937,165 - - 0.0% Public Relations 6,283,799 5,012,628 5,936,350 18.4% Aviation Administration 5,438,922 108,221,974 78,607,361 -27.4% Business and Properties 12,180,035 14,798,578 15,355,528 3.8% Financial Management 1,836,115 4,760,707 4,649,471 -2.3% 534,749 1,235,635 1,077,351 -12.8% Operations 28,231,246 42,047,699 49,215,975 17.0% Facilities & Services 59,218,066 93,624,808 106,859,238 14.1% Design and Construction Services General Aviation Services 1,180,477 4,258,977 5,586,356 31.2% Technology 14,012,263 18,010,750 20,806,668 15.5% Planning & Environmental 2,645,705 4,263,727 4,122,357 -3.3% Contracts & Services 4,002,058 4,786,481 6,380,371 33.3% Public Safety & Security 46,232,120 51,337,255 53,649,096 4.5% Total 258,732,720 352,359,219 352,246,122 0.0% * Expenditures are net all inter-departmental and intra-departmental charges and credits. Expenditures by Character 2019-20 Actual 2020-21 Estimate 2021-22 Budget % Change From 2020-21 Personal Services 89,526,653 193,468,936 168,139,817 -13.1% Contractual Services 116,785,273 107,709,806 125,866,449 16.9% Commodities 11,322,901 10,237,730 13,114,381 28.1% Capital Outlay 2,424,308 2,787,535 5,370,680 92.7% Internal Charges and Credits 38,071,257 37,773,012 39,244,595 3.9% 602,329 382,200 510,200 33.5% 258,732,720 352,359,219 352,246,122 0.0% Other Expenditures and Transfers Total Expenditures by Funding Source 2019-20 Actual 2020-21 Estimate 2021-22 Budget % Change From 2020-21 Aviation 258,732,721 352,359,219 352,246,122 0.0% Total 258,732,720 352,359,219 352,246,122 0.0% 147 Table of Contents-Part I DEPARTMENT SUMMARY TRANSPORTATION PROGRAM AVIATION Authorized Positions 2019-20 Actual 2020-21 Estimate 2021-22 Budget Full-Time Ongoing Positions 887.0 887.0 887.0 Part-Time Ongoing Positions 0.0 0.0 0.0 Temporary Positions 3.0 2.0 2.0 890.0 889.0 889.0 Total 148 Table of Contents-Part I POSITION SCHEDULE TRANSPORTATION PROGRAM AVIATION 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Summary by Division Public Relations 20.0 1.0 21.0 0.0 21.0 Aviation Administration 27.0 (1.0) 26.0 0.0 26.0 Business and Properties 31.0 0.0 31.0 0.0 31.0 Financial Management 29.0 0.0 29.0 0.0 29.0 Design and Construction Services 32.0 0.0 32.0 0.0 32.0 Operations 152.0 0.0 152.0 0.0 152.0 Facilities & Services 409.0 0.0 409.0 0.0 409.0 General Aviation Services 34.0 0.0 34.0 0.0 34.0 Technology 47.0 (1.0) 46.0 0.0 46.0 Planning & Environmental 23.0 0.0 23.0 0.0 23.0 Contracts & Services 22.0 0.0 22.0 0.0 22.0 Public Safety & Security 64.0 0.0 64.0 0.0 64.0 Total 890.0 (1.0) 889.0 0.0 889.0 Public Relations Full-Time Ongoing Job Class and Grade Admin Asst II 035 1.0 0.0 1.0 0.0 1.0 Arts Specialist 033 1.0 0.0 1.0 0.0 1.0 Aviation Marketing Supervisor 038 2.0 1.0 3.0 0.0 3.0 Deputy Aviation Dir 843 1.0 0.0 1.0 0.0 1.0 Economic Development Prog Mgr 038 1.0 0.0 1.0 0.0 1.0 Management Asst II 037 2.0 0.0 2.0 0.0 2.0 Museum Assistant 029 3.0 0.0 3.0 0.0 3.0 Public Information Officer 035 2.0 0.0 2.0 0.0 2.0 Public Information Specialist 033 4.0 0.0 4.0 0.0 4.0 Secretary III 025 1.0 0.0 1.0 0.0 1.0 Video Productions Coordinator 035 1.0 0.0 1.0 0.0 1.0 Volunteer Coordinator 033 1.0 0.0 1.0 0.0 1.0 149 Table of Contents-Part I POSITION SCHEDULE TRANSPORTATION PROGRAM AVIATION 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Full-Time Total 20.0 1.0 21.0 0.0 21.0 Public Relations Total 20.0 1.0 21.0 0.0 21.0 Aviation Administration Full-Time Ongoing Job Class and Grade Admin Asst I 030 2.0 0.0 2.0 0.0 2.0 Admin Asst II 035 1.0 0.0 1.0 0.0 1.0 Admin Intern (NC) 026 2.0 0.0 2.0 0.0 2.0 Admin Secretary 027 2.0 0.0 2.0 0.0 2.0 Asst Aviation Director 908 3.0 0.0 3.0 0.0 3.0 Aviation Marketing Supervisor 038 1.0 (1.0) 0.0 0.0 0.0 Courier 211 2.0 0.0 2.0 0.0 2.0 Curriculum/Training Coord 033 2.0 0.0 2.0 0.0 2.0 Deputy City Manager (NC) 914 1.0 0.0 1.0 0.0 1.0 Human Resources Aide*U7 026 1.0 0.0 1.0 0.0 1.0 Human Resources Supervisor 038 1.0 0.0 1.0 0.0 1.0 Public Information Specialist 033 1.0 0.0 1.0 0.0 1.0 Secretary III 025 1.0 0.0 1.0 0.0 1.0 Senior Human Resources Analyst 033 3.0 0.0 3.0 0.0 3.0 Senior Human Resources Clerk 723 3.0 0.0 3.0 0.0 3.0 26.0 (1.0) 25.0 0.0 25.0 1.0 0.0 1.0 0.0 1.0 Temporary Total 1.0 0.0 1.0 0.0 1.0 Aviation Administration Total 27.0 (1.0) 26.0 0.0 26.0 Full-Time Total Temporary Job Class and Grade Asst Aviation Director 908 Business and Properties Full-Time Ongoing Job Class and Grade Accountant II 033 1.0 0.0 1.0 0.0 1.0 Admin Aide 326 4.0 0.0 4.0 0.0 4.0 150 Table of Contents-Part I POSITION SCHEDULE TRANSPORTATION PROGRAM AVIATION 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Admin Asst II 035 1.0 0.0 1.0 0.0 1.0 Aviation Superintendent 040 4.0 0.0 4.0 0.0 4.0 Deputy Aviation Dir 843 1.0 0.0 1.0 0.0 1.0 Economic Development Prog Mgr 038 4.0 0.0 4.0 0.0 4.0 Economic Development Spec 033 1.0 0.0 1.0 0.0 1.0 Management Asst I 031 1.0 0.0 1.0 0.0 1.0 Management Asst II 037 3.0 0.0 3.0 0.0 3.0 Project Manager 036 9.0 0.0 9.0 0.0 9.0 Special Projects Administrator 840 2.0 0.0 2.0 0.0 2.0 Full-Time Total 31.0 0.0 31.0 0.0 31.0 Business and Properties Total 31.0 0.0 31.0 0.0 31.0 Financial Management Full-Time Ongoing Job Class and Grade Accountant I 030 5.0 0.0 5.0 0.0 5.0 Accountant II 033 4.0 0.0 4.0 0.0 4.0 Accountant III 035 4.0 0.0 4.0 0.0 4.0 Accountant IV 037 1.0 0.0 1.0 0.0 1.0 Account Clerk III 325 3.0 0.0 3.0 0.0 3.0 Accounting Supervisor 039 3.0 0.0 3.0 0.0 3.0 Admin Asst II 035 1.0 0.0 1.0 0.0 1.0 Budget Analyst II 035 2.0 0.0 2.0 0.0 2.0 Deputy Aviation Dir 843 1.0 0.0 1.0 0.0 1.0 Management Asst II 037 1.0 0.0 1.0 0.0 1.0 Project Manager 036 1.0 0.0 1.0 0.0 1.0 Rate Analyst 036 1.0 0.0 1.0 0.0 1.0 Secretary III 025 1.0 0.0 1.0 0.0 1.0 Special Projects Administrator 840 1.0 0.0 1.0 0.0 1.0 Full-Time Total 29.0 0.0 29.0 0.0 29.0 Financial Management Total 29.0 0.0 29.0 0.0 29.0 151 Table of Contents-Part I POSITION SCHEDULE TRANSPORTATION PROGRAM AVIATION 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Design and Construction Services Full-Time Ongoing Job Class and Grade Accountant IV 037 2.0 0.0 2.0 0.0 2.0 Admin Asst I 030 1.0 0.0 1.0 0.0 1.0 Admin Asst II 035 1.0 0.0 1.0 0.0 1.0 Architect 039 1.0 0.0 1.0 0.0 1.0 Chief Construction Insp 226 8.0 0.0 8.0 0.0 8.0 Civil Engineer III 039 2.0 0.0 2.0 0.0 2.0 Civil Engineer III*Team Ldr 041 1.0 0.0 1.0 0.0 1.0 Construction Insp Supv 036 1.0 0.0 1.0 0.0 1.0 Deputy Aviation Dir 843 1.0 0.0 1.0 0.0 1.0 Economic Development Prog Mgr 038 1.0 0.0 1.0 0.0 1.0 Info Tech Analyst/Prg II 037 1.0 0.0 1.0 0.0 1.0 Principal Engineering Tech 035 1.0 0.0 1.0 0.0 1.0 Project Manager 036 6.0 0.0 6.0 0.0 6.0 Secretary II 321 1.0 0.0 1.0 0.0 1.0 Secretary III 025 1.0 0.0 1.0 0.0 1.0 Special Projects Administrator 840 3.0 0.0 3.0 0.0 3.0 Full-Time Total 32.0 0.0 32.0 0.0 32.0 Design and Construction Services Total 32.0 0.0 32.0 0.0 32.0 Operations Full-Time Ongoing Job Class and Grade Account Clerk III 325 3.0 0.0 3.0 0.0 3.0 Admin Aide 326 1.0 0.0 1.0 0.0 1.0 Admin Asst I 030 3.0 0.0 3.0 0.0 3.0 Airport Operations Assistant 326 80.0 0.0 80.0 0.0 80.0 Airport Security Guard 209 24.0 0.0 24.0 0.0 24.0 Aviation Superintendent 040 3.0 0.0 3.0 0.0 3.0 Aviation Supv I 027 1.0 0.0 1.0 0.0 1.0 Aviation Supv II 031 24.0 0.0 24.0 0.0 24.0 Aviation Supv III 035 6.0 0.0 6.0 0.0 6.0 152 Table of Contents-Part I POSITION SCHEDULE TRANSPORTATION PROGRAM AVIATION 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Deputy Aviation Dir 843 1.0 0.0 1.0 0.0 1.0 Project Manager 036 1.0 0.0 1.0 0.0 1.0 Records Clerk II 322 4.0 0.0 4.0 0.0 4.0 Special Projects Administrator 840 1.0 0.0 1.0 0.0 1.0 Full-Time Total 152.0 0.0 152.0 0.0 152.0 Operations Total 152.0 0.0 152.0 0.0 152.0 Facilities & Services Full-Time Ongoing Job Class and Grade Admin Aide 326 6.0 (1.0) 5.0 0.0 5.0 Admin Aide*U7 026 1.0 0.0 1.0 0.0 1.0 Airfield Maint Worker I 211 22.0 0.0 22.0 0.0 22.0 Airfield Maint Worker II 213 4.0 0.0 4.0 0.0 4.0 Auto Technician*Master Tech 220 4.0 0.0 4.0 0.0 4.0 Aviation Superintendent 040 4.0 0.0 4.0 0.0 4.0 Aviation Supv I 027 8.0 1.0 9.0 0.0 9.0 Aviation Supv II 031 6.0 0.0 6.0 0.0 6.0 Aviation Supv III 035 12.0 0.0 12.0 0.0 12.0 Aviation Supv I*Special Maint 028 5.0 0.0 5.0 0.0 5.0 Building Equipment Supervisor 032 7.0 0.0 7.0 0.0 7.0 Building Equip Op I 222 29.0 0.0 29.0 0.0 29.0 Building Equip Op II 223 11.0 0.0 11.0 0.0 11.0 Building Maint Foreman 031 8.0 0.0 8.0 0.0 8.0 Building Maint Worker*U2 220 34.0 0.0 34.0 0.0 34.0 Buyer Aide 326 0.0 1.0 1.0 0.0 1.0 Cement Finisher*U2 216 2.0 0.0 2.0 0.0 2.0 Custodial Supervisor I 025 1.0 0.0 1.0 0.0 1.0 Custodial Supervisor II 027 1.0 0.0 1.0 0.0 1.0 Custodial Worker II 210 1.0 0.0 1.0 0.0 1.0 Custodial Worker II*Window 211 1.0 0.0 1.0 0.0 1.0 Custodial Worker I*U2 208 12.0 0.0 12.0 0.0 12.0 Deputy Aviation Dir 843 1.0 0.0 1.0 0.0 1.0 Electrical Maintenance Foreman 032 7.0 0.0 7.0 0.0 7.0 153 Table of Contents-Part I POSITION SCHEDULE TRANSPORTATION PROGRAM AVIATION 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Electrician 222 24.0 0.0 24.0 0.0 24.0 Electrician Apprentice (NC) 214 2.0 0.0 2.0 0.0 2.0 Electrician*Lead 223 5.0 0.0 5.0 0.0 5.0 Electrician*Safety 223 1.0 0.0 1.0 0.0 1.0 Electronic Systems Specialist 225 5.0 0.0 5.0 0.0 5.0 Energy Management Engineer 037 1.0 0.0 1.0 0.0 1.0 Environmental Programs Coord 039 1.0 0.0 1.0 0.0 1.0 Equipment Maintenance Supv 035 2.0 0.0 2.0 0.0 2.0 Equipment Op III 116 1.0 0.0 1.0 0.0 1.0 Equipment Op III*Aprt Striper 217 6.0 0.0 6.0 0.0 6.0 Equipment Op III*U2 216 3.0 0.0 3.0 0.0 3.0 Equipment Op II*U2 213 21.0 0.0 21.0 0.0 21.0 Equipment Op I*U2 211 18.0 0.0 18.0 0.0 18.0 Equipment Op IV*U2 218 5.0 0.0 5.0 0.0 5.0 Equipment Repair Spec 222 1.0 0.0 1.0 0.0 1.0 Equipment Services Aide 322 1.0 0.0 1.0 0.0 1.0 Equipment Service Wkr I 211 2.0 0.0 2.0 0.0 2.0 Equipment Service Wkr II 215 1.0 0.0 1.0 0.0 1.0 Equipment Shop Foreman 031 2.0 0.0 2.0 0.0 2.0 Facility Contract Compl Spec 326 6.0 0.0 6.0 0.0 6.0 Gardener 111 9.0 0.0 9.0 0.0 9.0 Gardener*Sprinkler System 112 5.0 0.0 5.0 0.0 5.0 Groundskeeper 108 8.0 0.0 8.0 0.0 8.0 Heavy Equip Mech 222 4.0 0.0 4.0 0.0 4.0 Heavy Equip Mech*Mobile Repair 223 3.0 0.0 3.0 0.0 3.0 Lead User Technology Spec 039 1.0 0.0 1.0 0.0 1.0 Locksmith 217 3.0 0.0 3.0 0.0 3.0 Maintenance Planner/Scheduler 223 10.0 0.0 10.0 0.0 10.0 Motor Broom Operator*U2 216 6.0 0.0 6.0 0.0 6.0 Parks Maint Mechanic 117 1.0 0.0 1.0 0.0 1.0 Parks Supervisor 035 1.0 0.0 1.0 0.0 1.0 Project Management Assistant 031 1.0 0.0 1.0 0.0 1.0 Project Manager 036 4.0 0.0 4.0 0.0 4.0 Senior User Technology Spec 037 3.0 0.0 3.0 0.0 3.0 Sign Specialist II*U2 215 4.0 0.0 4.0 0.0 4.0 Solid Waste Admin Analyst 033 1.0 0.0 1.0 0.0 1.0 154 Table of Contents-Part I POSITION SCHEDULE TRANSPORTATION PROGRAM AVIATION 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Solid Waste Environ Spec 328 1.0 0.0 1.0 0.0 1.0 Special Projects Administrator 840 1.0 0.0 1.0 0.0 1.0 Supplies Clerk III*U2 217 1.0 0.0 1.0 0.0 1.0 Supplies Clerk III*U7 027 3.0 (1.0) 2.0 0.0 2.0 Supplies Clerk II*U2 215 5.0 0.0 5.0 0.0 5.0 Supplies Clerk I*U2 212 10.0 0.0 10.0 0.0 10.0 Trades Helper*U2 213 1.0 0.0 1.0 0.0 1.0 Urban Forestry Technician 115 3.0 0.0 3.0 0.0 3.0 User Technology Specialist 035 6.0 0.0 6.0 0.0 6.0 User Technology Specialist*U2 228 16.0 0.0 16.0 0.0 16.0 Welder*U2 222 2.0 0.0 2.0 0.0 2.0 408.0 0.0 408.0 0.0 408.0 1.0 0.0 1.0 0.0 1.0 1.0 0.0 1.0 0.0 1.0 409.0 0.0 409.0 0.0 409.0 Full-Time Total Temporary Job Class and Grade Building Maint Worker*U2 220 Temporary Total Facilities & Services Total General Aviation Services Full-Time Ongoing Job Class and Grade Admin Aide 326 1.0 0.0 1.0 0.0 1.0 Admin Asst I 030 1.0 0.0 1.0 0.0 1.0 Airport Operations Technician 216 17.0 0.0 17.0 0.0 17.0 Aviation Superintendent 040 2.0 0.0 2.0 0.0 2.0 Aviation Supv I 027 4.0 0.0 4.0 0.0 4.0 Aviation Supv II 031 6.0 0.0 6.0 0.0 6.0 Aviation Supv III 035 2.0 0.0 2.0 0.0 2.0 Secretary II 321 1.0 0.0 1.0 0.0 1.0 Full-Time Total 34.0 0.0 34.0 0.0 34.0 General Aviation Services Total 34.0 0.0 34.0 0.0 34.0 Technology 155 Table of Contents-Part I POSITION SCHEDULE TRANSPORTATION PROGRAM AVIATION 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Full-Time Ongoing Job Class and Grade Admin Aide 326 1.0 0.0 1.0 0.0 1.0 Admin Asst II 035 1.0 0.0 1.0 0.0 1.0 GIS Coordinator 036 1.0 0.0 1.0 0.0 1.0 GIS Technician 330 1.0 0.0 1.0 0.0 1.0 Info Tech Analyst/Prg I 035 1.0 0.0 1.0 0.0 1.0 Info Tech Analyst/Prg II 037 5.0 0.0 5.0 0.0 5.0 Info Tech Analyst/Prg III 039 3.0 0.0 3.0 0.0 3.0 Lead Info Tech Systems Spec 042 3.0 0.0 3.0 0.0 3.0 Lead User Technology Spec 039 3.0 0.0 3.0 0.0 3.0 Secretary III 025 1.0 0.0 1.0 0.0 1.0 Senior GIS Technician 032 2.0 0.0 2.0 0.0 2.0 Senior Info Tech Systems Spec 040 3.0 0.0 3.0 0.0 3.0 Senior User Technology Spec 037 6.0 0.0 6.0 0.0 6.0 User Support Specialist 330 1.0 0.0 1.0 0.0 1.0 User Technology Specialist 035 7.0 0.0 7.0 0.0 7.0 User Technology Specialist*U2 228 7.0 0.0 7.0 0.0 7.0 46.0 0.0 46.0 0.0 46.0 1.0 (1.0) 0.0 0.0 0.0 Temporary Total 1.0 (1.0) 0.0 0.0 0.0 Technology Total 47.0 (1.0) 46.0 0.0 46.0 Full-Time Total Temporary Job Class and Grade Info Tech Analyst/Prg II 037 Planning & Environmental Full-Time Ongoing Job Class and Grade Admin Asst I 030 2.0 0.0 2.0 0.0 2.0 Aviation Superintendent 040 2.0 0.0 2.0 0.0 2.0 Deputy Aviation Dir 843 1.0 0.0 1.0 0.0 1.0 Economic Development Prog Mgr 038 2.0 0.0 2.0 0.0 2.0 Environmental Quality Spec 035 5.0 0.0 5.0 0.0 5.0 Management Asst I 031 1.0 0.0 1.0 0.0 1.0 Planner II 035 2.0 0.0 2.0 0.0 2.0 156 Table of Contents-Part I POSITION SCHEDULE TRANSPORTATION PROGRAM AVIATION 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Planner III 037 3.0 0.0 3.0 0.0 3.0 Project Manager 036 5.0 0.0 5.0 0.0 5.0 Full-Time Total 23.0 0.0 23.0 0.0 23.0 Planning & Environmental Total 23.0 0.0 23.0 0.0 23.0 Contracts & Services Full-Time Ongoing Job Class and Grade Admin Aide*U7 026 2.0 0.0 2.0 0.0 2.0 Admin Asst I 030 1.0 0.0 1.0 0.0 1.0 Admin Asst II 035 1.0 0.0 1.0 0.0 1.0 Buyer 031 1.0 0.0 1.0 0.0 1.0 Contracts Specialist I 030 4.0 0.0 4.0 0.0 4.0 Contracts Specialist II 035 3.0 0.0 3.0 0.0 3.0 Contracts Specialist II*Lead 037 1.0 0.0 1.0 0.0 1.0 Deputy Aviation Dir 843 1.0 0.0 1.0 0.0 1.0 Economic Development Prog Mgr 038 2.0 0.0 2.0 0.0 2.0 Management Asst II 037 1.0 0.0 1.0 0.0 1.0 Procurement Manager 038 2.0 0.0 2.0 0.0 2.0 Secretary III 025 1.0 0.0 1.0 0.0 1.0 Senior Buyer 032 1.0 0.0 1.0 0.0 1.0 Special Projects Administrator 840 1.0 0.0 1.0 0.0 1.0 Full-Time Total 22.0 0.0 22.0 0.0 22.0 Contracts & Services Total 22.0 0.0 22.0 0.0 22.0 Public Safety & Security Full-Time Ongoing Job Class and Grade Admin Asst I 030 2.0 0.0 2.0 0.0 2.0 Aviation Superintendent 040 6.0 0.0 6.0 0.0 6.0 Aviation Supv I 027 9.0 0.0 9.0 0.0 9.0 Aviation Supv II 031 3.0 0.0 3.0 0.0 3.0 157 Table of Contents-Part I POSITION SCHEDULE TRANSPORTATION PROGRAM AVIATION 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Aviation Supv II*Comm Center 032 2.0 0.0 2.0 0.0 2.0 Aviation Supv III 035 3.0 0.0 3.0 0.0 3.0 Communications Dispatcher*Av 326 24.0 0.0 24.0 0.0 24.0 Deputy Aviation Dir 843 1.0 0.0 1.0 0.0 1.0 Records Clerk II 322 10.0 0.0 10.0 0.0 10.0 Safety Analyst II 033 2.0 0.0 2.0 0.0 2.0 Special Projects Administrator 840 2.0 0.0 2.0 0.0 2.0 Full-Time Total 64.0 0.0 64.0 0.0 64.0 Public Safety & Security Total 64.0 0.0 64.0 0.0 64.0 Aviation Total 890.0 (1.0) 889.0 0.0 889.0 158 Table of Contents-Part I Table of Contents-Part I Public Transit City Operations Director's Office Facilities and Contracts Management Services Operations and Technology 160 Table of Contents-Part I DEPARTMENT SUMMARY TRANSPORTATION PROGRAM PUBLIC TRANSIT Program Goal The Public Transit Department’s mission is to provide Phoenix with reliable and innovative bus, light rail and para-transit services, and to improve the city’s transit system through the transparent administration of the Transportation 2050 (T2050) plan. Expenditures by Organizational Area * 2019-20 Actual 2020-21 Estimate 2021-22 Budget % Change From 2020-21 Director's Office 2,881,746 2,172,878 1,836,752 -15.5% Management Services 5,536,045 5,601,687 5,943,410 6.1% Operations and Technology 232,796,242 215,219,228 252,463,492 17.3% Facilities and Contracts 12,757,705 15,245,403 16,770,127 10.0% - 3,129,999 - -100.0% 253,971,738 241,369,195 277,013,781 14.8% City Operations Total * Expenditures are net all inter-departmental and intra-departmental charges and credits. Expenditures by Character 2019-20 Actual 2020-21 Estimate 2021-22 Budget % Change From 2020-21 Personal Services 13,905,546 15,327,394 16,404,458 7.0% Contractual Services 214,964,373 197,054,141 228,987,999 16.2% Commodities 11,082,739 15,432,565 18,063,861 17.1% Capital Outlay 207,764 162,100 130,000 -19.8% 13,260,527 13,392,995 13,427,463 0.3% 550,788 - - 0.0% 253,971,738 241,369,195 277,013,781 14.8% Internal Charges and Credits Other Expenditures and Transfers Total Expenditures by Funding Source 2019-20 Actual 2020-21 Estimate 2021-22 Budget % Change From 2020-21 General Fund 1,280,046 4,218,702 1,837,784 -56.4% Regional Transit 34,263,227 15,364,433 24,998,339 62.7% Transportation 2050 191,629,834 119,960,655 86,796,820 -27.6% Other Restricted 1,312,911 1,367,846 1,425,606 4.2% Grants 25,485,718 100,457,559 161,955,232 61.2% Total 253,971,738 241,369,195 277,013,781 14.8% 161 Table of Contents-Part I DEPARTMENT SUMMARY TRANSPORTATION PROGRAM PUBLIC TRANSIT Authorized Positions 2019-20 Actual 2020-21 Estimate 2021-22 Budget Full-Time Ongoing Positions 118.0 118.0 120.0 Part-Time Ongoing Positions 0.0 0.0 0.0 Temporary Positions 2.0 3.0 1.0 120.0 121.0 121.0 Total 162 Table of Contents-Part I PROGRAM CHANGES TRANSPORTATION PROGRAM PUBLIC TRANSIT Description 2021-22 2021-22 2022-23 Reductions Additions Full Year Positions Amount Positions Amount Cost Convert a temporary Management Assistant II position (Business Assistance Coordinator) to ongoing status. This position is responsible for the creation and implementation of the Small Business Financial Assistance Program Pilot in conjunction with Valley Metro and the program administrator. This position is essential for developing programs that support the business communities that might be impacted by light rail construction and for working with Valley Metro, business owners and other stakeholders to assure the quality and standards for the City of Phoenix and Light Rail Business Assistance program are maintained. 0.0 - - Convert a temporary Economic Development Program Manager position to ongoing status. The position is in the construction oversight and coordination section of the Light Rail Transit Division and is responsible for the implementation of a quality assurance program, and serves as a liaison for other internal City departments as it relates to Light Rail operations and construction. The position is also responsible for making sound engineering determinations to forward the progress of light rail projects. 0.0 - - Total 0.0 - 163 Table of Contents-Part I POSITION SCHEDULE TRANSPORTATION PROGRAM PUBLIC TRANSIT 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Summary by Division Director's Office 16.0 0.0 16.0 0.0 16.0 Management Services 30.0 0.0 30.0 0.0 30.0 Operations and Technology 44.0 1.0 45.0 0.0 45.0 Facilities and Contracts 30.0 0.0 30.0 0.0 30.0 Total 120.0 1.0 121.0 0.0 121.0 Director's Office Full-Time Ongoing Job Class and Grade Accountant III 035 2.0 0.0 2.0 0.0 2.0 Admin Aide 326 1.0 0.0 1.0 0.0 1.0 Admin Asst II 035 1.0 0.0 1.0 0.0 1.0 Admin Secretary 027 1.0 0.0 1.0 0.0 1.0 Equal Opportunity Specialist 035 2.0 0.0 2.0 0.0 2.0 Equal Opportunity Spec*Lead 036 1.0 0.0 1.0 0.0 1.0 Management Asst II 037 2.0 0.0 2.0 0.0 2.0 Public Information Officer 035 1.0 0.0 1.0 0.0 1.0 Public Information Specialist 033 1.0 0.0 1.0 0.0 1.0 Public Transit Director (NC) 908 1.0 0.0 1.0 0.0 1.0 Secretary II*U8 721 1.0 0.0 1.0 0.0 1.0 Special Projects Administrator 840 2.0 0.0 2.0 0.0 2.0 Full-Time Total 16.0 0.0 16.0 0.0 16.0 Director's Office Total 16.0 0.0 16.0 0.0 16.0 Management Services Full-Time Ongoing Job Class and Grade Accountant I 030 1.0 0.0 1.0 0.0 1.0 Accountant II 033 1.0 0.0 1.0 0.0 1.0 Accountant III 035 1.0 0.0 1.0 0.0 1.0 Account Clerk III 325 4.0 0.0 4.0 0.0 4.0 Admin Asst II 035 1.0 0.0 1.0 0.0 1.0 Budget Analyst II 035 3.0 0.0 3.0 0.0 3.0 164 Table of Contents-Part I POSITION SCHEDULE TRANSPORTATION PROGRAM PUBLIC TRANSIT 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Clerical Supervisor 027 2.0 0.0 2.0 0.0 2.0 Customer Service Clerk 320 8.0 0.0 8.0 0.0 8.0 Department Budget Supervisor 037 1.0 0.0 1.0 0.0 1.0 Deputy Public Transit Director 842 1.0 0.0 1.0 0.0 1.0 Facilities Service Coordinator 033 1.0 0.0 1.0 0.0 1.0 Facility Coordinator 036 1.0 0.0 1.0 0.0 1.0 Management Asst I 031 1.0 0.0 1.0 0.0 1.0 Management Asst II 037 1.0 0.0 1.0 0.0 1.0 Supplies Clerk III*U7 027 1.0 0.0 1.0 0.0 1.0 Supplies Clerk I*U3 321 2.0 0.0 2.0 0.0 2.0 Full-Time Total 30.0 0.0 30.0 0.0 30.0 Management Services Total 30.0 0.0 30.0 0.0 30.0 Operations and Technology Full-Time Ongoing Job Class and Grade Admin Aide 326 1.0 0.0 1.0 0.0 1.0 Admin Asst I 030 2.0 0.0 2.0 0.0 2.0 Admin Asst II 035 2.0 0.0 2.0 0.0 2.0 Asst to the City Manager (NC) 904 1.0 0.0 1.0 0.0 1.0 Contracts Specialist II 035 1.0 0.0 1.0 0.0 1.0 Deputy City Manager (NC) 914 1.0 0.0 1.0 0.0 1.0 Deputy Public Transit Director 842 1.0 0.0 1.0 0.0 1.0 Economic Development Prog Mgr 038 1.0 0.0 1.0 1.0 2.0 Engineering Supervisor*U7 041 1.0 0.0 1.0 0.0 1.0 Equipment Analyst 037 2.0 0.0 2.0 0.0 2.0 Facility Contract Compl Spec 326 2.0 0.0 2.0 0.0 2.0 Info Tech Analyst/Prg II 037 3.0 0.0 3.0 0.0 3.0 Info Tech Analyst/Prg III 039 2.0 0.0 2.0 0.0 2.0 Lead Info Tech Systems Spec 042 1.0 0.0 1.0 0.0 1.0 Management Asst II 037 1.0 0.0 1.0 1.0 2.0 Planner II 035 2.0 0.0 2.0 0.0 2.0 Planner III 037 3.0 0.0 3.0 0.0 3.0 Plan Review Coordinator 037 1.0 0.0 1.0 0.0 1.0 165 Table of Contents-Part I POSITION SCHEDULE TRANSPORTATION PROGRAM PUBLIC TRANSIT 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Principal Planner 039 1.0 0.0 1.0 0.0 1.0 Quality Assurance Engineer 035 4.0 0.0 4.0 0.0 4.0 Senior Info Tech Systems Spec 040 3.0 0.0 3.0 0.0 3.0 Senior User Technology Spec 037 1.0 0.0 1.0 0.0 1.0 Transit Field Operations Mgr 037 1.0 0.0 1.0 0.0 1.0 Transit Ops Contract Supv 035 1.0 0.0 1.0 0.0 1.0 Transit Superintendent 039 1.0 0.0 1.0 0.0 1.0 User Technology Specialist 035 Full-Time Total 2.0 0.0 2.0 0.0 2.0 42.0 0.0 42.0 2.0 44.0 (1.0) 0.0 Temporary Job Class and Grade Economic Development Prog Mgr 038 0.0 1.0 1.0 Info Tech Project Manager 041 1.0 0.0 1.0 0.0 1.0 Management Asst II 037 1.0 0.0 1.0 (1.0) 0.0 Temporary Total 2.0 1.0 3.0 (2.0) 1.0 Operations and Technology Total 44.0 1.0 45.0 0.0 45.0 Facilities and Contracts Full-Time Ongoing Job Class and Grade Admin Aide*U7 026 1.0 0.0 1.0 0.0 1.0 Admin Asst II 035 1.0 0.0 1.0 0.0 1.0 Chief Engineering Tech*U7 031 1.0 0.0 1.0 0.0 1.0 Contracts Specialist I 030 1.0 0.0 1.0 0.0 1.0 Contracts Specialist II 035 1.0 0.0 1.0 0.0 1.0 Contracts Specialist II*Lead 037 1.0 0.0 1.0 0.0 1.0 Deputy Public Transit Director 842 1.0 0.0 1.0 0.0 1.0 Facilities Service Coordinator 033 1.0 0.0 1.0 0.0 1.0 Facility Contr Compl Spec*Ld 027 3.0 0.0 3.0 0.0 3.0 Management Asst I 031 1.0 0.0 1.0 0.0 1.0 Management Asst II 037 1.0 0.0 1.0 0.0 1.0 Municipal Security Guard 323 11.0 0.0 11.0 0.0 11.0 Principal Engineering Tech 035 2.0 0.0 2.0 0.0 2.0 Procurement Manager 038 1.0 0.0 1.0 0.0 1.0 Project Manager 036 2.0 0.0 2.0 0.0 2.0 166 Table of Contents-Part I POSITION SCHEDULE TRANSPORTATION PROGRAM PUBLIC TRANSIT 2020-21 Budgeted Positions Transit Superintendent 039 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions 1.0 0.0 1.0 0.0 1.0 Full-Time Total 30.0 0.0 30.0 0.0 30.0 Facilities and Contracts Total 30.0 0.0 30.0 0.0 30.0 Public Transit Total 120.0 1.0 121.0 0.0 121.0 167 Table of Contents-Part I Table of Contents-Part I Community Development Other NonDepartmental 1/ Environmental 10.0% Services 13.9% General Government 4.1% Contingencies 5.0% Public Safety 30.8% Community Enrichment 9.1% Criminal Justice 1.5% Transportation Community Development 7.2% 18.4% 1/ Other Non-Departmental consists of the American Rescue Plan Act (ARPA) Fund and Unassigned Vacancy Savings. 169 Table of Contents-Part I Planning and Development Development Services Director's Office Historic Preservation Management Services Planning & Zoning 170 Table of Contents-Part I DEPARTMENT SUMMARY COMMUNITY DEVELOPMENT PROGRAM PLANNING AND DEVELOPMENT Program Goal The Planning and Development Department manages planning, development and preservation for a better Phoenix. Key services of the department include design review, permitting, inspections, implementation and updates to the General Plan, administration of the zoning ordinance, processing rezoning requests, and Historic Preservation. Expenditures by Organizational Area * 2019-20 Actual 2020-21 Estimate 2021-22 Budget % Change From 2020-21 Director's Office 1,063,874 1,176,053 1,259,572 7.1% Management Services 15,085,485 16,025,050 18,981,476 18.4% Planning & Zoning 6,948,525 8,098,046 9,502,933 17.3% Historic Preservation 992,568 1,174,284 1,379,105 17.4% Development Services 40,733,441 45,341,516 50,131,213 10.6% Total 64,823,893 71,814,949 81,254,299 13.1% * Expenditures are net all inter-departmental and intra-departmental charges and credits. Expenditures by Character 2019-20 Actual 2020-21 Estimate 2021-22 Budget % Change From 2020-21 Personal Services 48,566,022 54,612,304 62,011,996 13.5% Contractual Services 9,707,555 10,972,246 11,267,884 2.7% Commodities 2,025,583 1,426,365 1,165,146 -18.3% Capital Outlay 669,372 52,686 30,000 -43.1% 3,690,788 4,651,348 6,649,273 43.0% 164,573 100,000 130,000 30.0% 64,823,893 71,814,949 81,254,299 13.1% Internal Charges and Credits Other Expenditures and Transfers Total Expenditures by Funding Source 2019-20 Actual 2020-21 Estimate 2021-22 Budget % Change From 2020-21 General Fund 3,690,983 4,349,410 5,172,980 18.9% Development Services 60,352,607 66,475,250 74,905,812 12.7% Other Restricted 614,849 902,952 1,109,945 22.9% Grants 165,453 87,337 65,562 -24.9% Total 64,823,893 71,814,949 81,254,299 13.1% Authorized Positions 2019-20 Actual 2020-21 Estimate 2021-22 Budget Full-Time Ongoing Positions 443.0 466.0 479.0 Part-Time Ongoing Positions 1.8 1.8 1.8 Temporary Positions 0.0 0.0 0.0 444.8 467.8 480.8 Total 171 Table of Contents-Part I PROGRAM CHANGES COMMUNITY DEVELOPMENT PROGRAM PLANNING AND DEVELOPMENT Description 2021-22 2021-22 2022-23 Reductions Additions Full Year Positions Amount Positions Amount Cost Add two Construction Permit Specialist II positions and a Plan Review Coordinator position to the Residential Plan Review section which has seen a 49% increase in Single Family Residence plot plan submittals compared to last fiscal year along with a 90% increase in photovoltaic submittals. Additional staffing resources are needed to reduce the turnaround times for these reviews and maintain turnaround times in the future. 3.0 283,838 - Community Planning: Add two Planner II positions and a Planner III position to support Council and community-initiated projects and priorities. The team will devote significant time to Rio Reimagined, leading the development of a plan with the vision, goals, policies and strategies that guide the future growth, redevelopment and preservation along the banks of the Salt River. The Planning team will work with the Mayor and Council and community, along with multiple city departments, consultants and other partners to establish a Rio Reimagined Plan that provides a foundation for future actions and investments, including sustainable land use, heat mitigation, diverse housing options, economic development and other important programs. 3.0 296,188 - Adaptive Reuse: Increase funding for the Adaptive Reuse Program. The program provides resources to assist small business owners who are locating their businesses in Phoenix, and supports the City’s reenergized clean construction efforts, resulting in the expanded use of underutilized/vacant existing buildings. 0.0 30,000 - Add a Structural Plans Engineer position, a Mechanical Plans Engineer position and a Principal Engineering Technician position in the Commercial Plan Review section due to several large development projects, including the semiconductor plant project, which is expected to meet strict deadlines to keep the project on track. 3.0 324,766 - Add an Accountant I position to support the data reconciliation, analysis and reporting of financial data for accounts receivable, accounts payable and budget/cost recovery. Additional financial analysis support is needed primarily due to new duties anticipated with the KIVA/SHAPE PHX permitting system conversion. This position will provide technical/financial expertise and support in the new SHAPE PHX system to over 50 cash handling staff across various payment counters and sections within the department. 1.0 78,471 - 172 Table of Contents-Part I PROGRAM CHANGES COMMUNITY DEVELOPMENT PROGRAM PLANNING AND DEVELOPMENT Description 2021-22 2021-22 2022-23 Reductions Additions Full Year Positions Amount Positions Amount Cost Historic Preservation: Add funding for historic preservation grants to assist residential property owners in maintaining their historic properties. 0.0 200,000 - Add a General Inspector II position for the Remote Inspections program. This position will be dedicated to the Remote Inspections program but will also be able to assist with other inspections as needed. 1.0 115,751 - Add a User Technology Specialist position. IT staff provide day-to-day support for more than 500 computer workstations and associated software. This position will help ensure any service or technical issues are being proactively resolved in order to minimize customer impact. 1.0 95,912 - Add a Records Clerk II position to support the scanning of planning, zoning and historic preservation files. Increased activity and resulting workloads of planners supports the need for this position. PDD averages 750 to 1,000 zoning cases annually. Each of these Zoning adjustment, rezoning and special permit case files need to be scanned into SIRE database system after the cases are completed. 1.0 59,594 - Total 13.0 1,484,520 173 Table of Contents-Part I POSITION SCHEDULE COMMUNITY DEVELOPMENT PROGRAM PLANNING AND DEVELOPMENT 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Summary by Division Director's Office 5.0 0.0 5.0 0.0 5.0 Management Services 81.3 6.0 87.3 3.0 90.3 Planning & Zoning 60.3 3.0 63.3 3.0 66.3 Historic Preservation 6.0 0.0 6.0 0.0 6.0 Development Services 292.2 14.0 306.2 7.0 313.2 Total 444.8 23.0 467.8 13.0 480.8 Director's Office Full-Time Ongoing Job Class and Grade Admin Asst I 030 1.0 0.0 1.0 0.0 1.0 Management Asst II 037 3.0 0.0 3.0 0.0 3.0 Planning & Dev Dir (NC) 908 1.0 0.0 1.0 0.0 1.0 Full-Time Total 5.0 0.0 5.0 0.0 5.0 Director's Office Total 5.0 0.0 5.0 0.0 5.0 Management Services Full-Time Ongoing Job Class and Grade Accountant I 030 1.0 0.0 1.0 1.0 2.0 Accountant II 033 2.0 0.0 2.0 0.0 2.0 Accountant III 035 1.0 0.0 1.0 0.0 1.0 Account Clerk III 325 2.0 0.0 2.0 0.0 2.0 Account Clerk III*U8 725 1.0 0.0 1.0 0.0 1.0 Admin Asst I 030 1.0 0.0 1.0 0.0 1.0 Admin Asst II 035 3.0 0.0 3.0 0.0 3.0 Budget Analyst II 035 1.0 0.0 1.0 0.0 1.0 Chief Engineering Tech 331 1.0 0.0 1.0 0.0 1.0 Chief Engineering Tech*U7 031 1.0 1.0 2.0 0.0 2.0 Curriculum/Training Coord 033 1.0 0.0 1.0 0.0 1.0 Department Budget Supervisor 037 1.0 0.0 1.0 0.0 1.0 Deputy Planning & Dev Dir 842 1.0 0.0 1.0 0.0 1.0 Engineering Tech 324 8.0 2.0 10.0 0.0 10.0 174 Table of Contents-Part I POSITION SCHEDULE COMMUNITY DEVELOPMENT PROGRAM PLANNING AND DEVELOPMENT 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions GIS Coordinator 036 1.0 0.0 1.0 0.0 1.0 GIS Technician 330 2.0 0.0 2.0 0.0 2.0 Human Resources Aide 726 1.0 0.0 1.0 0.0 1.0 Human Resources Officer 035 1.0 0.0 1.0 0.0 1.0 Info Tech Analyst/Prg I 035 1.0 0.0 1.0 0.0 1.0 Info Tech Analyst/Prg II 037 2.0 0.0 2.0 0.0 2.0 Info Tech Analyst/Prg III 039 4.0 0.0 4.0 0.0 4.0 Info Tech Project Manager 041 1.0 0.0 1.0 0.0 1.0 Lead Business Systems Analyst 038 4.0 0.0 4.0 0.0 4.0 Lead Info Tech Systems Spec 042 1.0 0.0 1.0 0.0 1.0 Management Asst II 037 2.0 0.0 2.0 0.0 2.0 Management Asst III 839 1.0 0.0 1.0 0.0 1.0 Planner III 037 2.0 0.0 2.0 0.0 2.0 Planning & Dev Team Ldr 040 1.0 0.0 1.0 0.0 1.0 Plan Review Coordinator 037 5.0 0.0 5.0 0.0 5.0 Principal Engineering Tech 035 2.0 1.0 3.0 0.0 3.0 Principal Planner 039 1.0 0.0 1.0 0.0 1.0 Property Records Specialist 327 2.0 0.0 2.0 0.0 2.0 Public Information Officer 035 1.0 0.0 1.0 0.0 1.0 Records Clerk II 322 2.0 0.0 2.0 1.0 3.0 Records Clerk III 026 1.0 0.0 1.0 0.0 1.0 Records Supervisor 027 1.0 0.0 1.0 0.0 1.0 Secretary III 025 1.0 0.0 1.0 0.0 1.0 Senior Business Systems Anlyst 036 1.0 0.0 1.0 0.0 1.0 Senior Engineering Tech 328 5.0 1.0 6.0 0.0 6.0 Senior GIS Technician 032 3.0 0.0 3.0 0.0 3.0 Senior Human Resources Analyst 033 1.0 0.0 1.0 0.0 1.0 Senior Info Tech Systems Spec 040 2.0 0.0 2.0 0.0 2.0 Senior Planning Technician 327 1.0 0.0 1.0 0.0 1.0 Senior User Technology Spec 037 2.0 0.0 2.0 0.0 2.0 Training Specialist 030 0.0 1.0 1.0 0.0 1.0 User Technology Specialist 035 1.0 0.0 1.0 1.0 2.0 81.0 6.0 87.0 3.0 90.0 Full-Time Total 175 Table of Contents-Part I POSITION SCHEDULE COMMUNITY DEVELOPMENT PROGRAM PLANNING AND DEVELOPMENT 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Part-Time Ongoing Job Class and Grade Admin Intern (NC) Part-Time 026 0.3 0.0 0.3 0.0 0.3 Part-Time Total 0.3 0.0 0.3 0.0 0.3 Management Services Total 81.3 6.0 87.3 3.0 90.3 Planning & Zoning Full-Time Ongoing Job Class and Grade Admin Asst I 030 0.0 1.0 1.0 0.0 1.0 Deputy Planning & Dev Dir 842 1.0 0.0 1.0 0.0 1.0 Engineering Tech 324 2.0 0.0 2.0 0.0 2.0 Landscape Architect I 033 0.0 1.0 1.0 0.0 1.0 Landscape Architect II 036 1.0 0.0 1.0 0.0 1.0 Planner I 033 9.0 0.0 9.0 0.0 9.0 Planner II 035 15.0 1.0 16.0 2.0 18.0 Planner III 037 6.0 0.0 6.0 1.0 7.0 Planner II*Village 036 7.0 0.0 7.0 0.0 7.0 Planning & Dev Team Ldr 040 1.0 0.0 1.0 0.0 1.0 Principal Landscape Architect 039 1.0 0.0 1.0 0.0 1.0 Principal Planner 039 3.0 0.0 3.0 0.0 3.0 Secretary II 321 1.0 0.0 1.0 0.0 1.0 Secretary III 025 3.0 0.0 3.0 0.0 3.0 Secretary III*Council Reporter 027 2.0 0.0 2.0 0.0 2.0 Sign Inspector 330 7.0 0.0 7.0 0.0 7.0 Special Projects Administrator 840 1.0 0.0 1.0 0.0 1.0 60.0 3.0 63.0 3.0 66.0 0.3 0.0 0.3 0.0 0.3 Part-Time Total 0.3 0.0 0.3 0.0 0.3 Planning & Zoning Total 60.3 3.0 63.3 3.0 66.3 Full-Time Total Part-Time Ongoing Job Class and Grade Admin Intern (NC) Part-Time 026 Historic Preservation 176 Table of Contents-Part I POSITION SCHEDULE COMMUNITY DEVELOPMENT PROGRAM PLANNING AND DEVELOPMENT 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Full-Time Ongoing Job Class and Grade Historic Preservation Officer 840 1.0 0.0 1.0 0.0 1.0 Planner II 035 2.0 0.0 2.0 0.0 2.0 Planner III 037 1.0 0.0 1.0 0.0 1.0 Principal Planner 039 1.0 0.0 1.0 0.0 1.0 Secretary III 025 1.0 0.0 1.0 0.0 1.0 Full-Time Total 6.0 0.0 6.0 0.0 6.0 Historic Preservation Total 6.0 0.0 6.0 0.0 6.0 Development Services Full-Time Ongoing Job Class and Grade Admin Asst I 030 3.0 0.0 3.0 0.0 3.0 Admin Secretary 027 1.0 0.0 1.0 0.0 1.0 Architect 039 2.0 0.0 2.0 0.0 2.0 Asst Planning & Dev Dir 904 1.0 1.0 2.0 0.0 2.0 Building Code Examiner 335 14.0 3.0 17.0 0.0 17.0 Building Code Examiner*Lead 336 2.0 0.0 2.0 0.0 2.0 Chief Engineering Tech 331 4.0 0.0 4.0 0.0 4.0 Chief Engineering Tech*U7 031 5.0 (1.0) 4.0 0.0 4.0 Civil Engineer II 035 6.0 0.0 6.0 0.0 6.0 Civil Engineer III 039 3.0 0.0 3.0 0.0 3.0 Civil Inspections Field Supv 036 3.0 0.0 3.0 0.0 3.0 Civil Inspector II 333 15.0 0.0 15.0 0.0 15.0 Civil Inspector III 334 6.0 0.0 6.0 0.0 6.0 Const Permit Spec I 333 2.0 0.0 2.0 0.0 2.0 Const Permit Spec II 334 12.0 0.0 12.0 2.0 14.0 Const Permit Supv 036 1.0 0.0 1.0 0.0 1.0 Customer Service Clerk*Plans 322 4.0 0.0 4.0 0.0 4.0 Deputy Planning & Dev Dir 842 3.0 0.0 3.0 0.0 3.0 Economic Development Prog Mgr 038 1.0 0.0 1.0 0.0 1.0 Electrical Inspector II 333 6.0 1.0 7.0 0.0 7.0 Electrical Insp Field Supv 036 2.0 0.0 2.0 0.0 2.0 Electrical Insp II*Ind/PR 335 9.0 0.0 9.0 0.0 9.0 177 Table of Contents-Part I POSITION SCHEDULE COMMUNITY DEVELOPMENT PROGRAM PLANNING AND DEVELOPMENT 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Electrical Plans Engineer 039 2.0 0.0 2.0 0.0 2.0 Electrical Plans Examiner II 335 6.0 1.0 7.0 0.0 7.0 Elevator Inspector II 333 5.0 0.0 5.0 0.0 5.0 Elevator Insp Field Supv 036 1.0 0.0 1.0 0.0 1.0 Engineering Supervisor*U7 041 1.0 0.0 1.0 0.0 1.0 Engineering Tech 324 17.0 3.0 20.0 0.0 20.0 Fire Prevention Spec II 333 11.0 1.0 12.0 0.0 12.0 Fire Prevention Spec II*Ind/PR 335 2.0 0.0 2.0 0.0 2.0 Fire Prevention Supervisor 035 1.0 1.0 2.0 0.0 2.0 Fire Protection Engineer 038 3.0 (1.0) 2.0 0.0 2.0 General Inspector II 333 25.0 0.0 25.0 1.0 26.0 General Insp Field Supv 036 4.0 0.0 4.0 0.0 4.0 Management Asst II 037 2.0 0.0 2.0 0.0 2.0 Mechanical Plans Engineer 039 2.0 0.0 2.0 1.0 3.0 Mechanical Plans Examiner II 335 3.0 0.0 3.0 0.0 3.0 Planner I 033 3.0 0.0 3.0 0.0 3.0 Planner III 037 1.0 0.0 1.0 0.0 1.0 Planning & Dev Team Ldr 040 11.0 0.0 11.0 0.0 11.0 Plan Review Coordinator 037 2.0 0.0 2.0 1.0 3.0 Plumbing/Mech Insp Field Supv 036 3.0 0.0 3.0 0.0 3.0 Plumbing/Mech Insp II 333 7.0 1.0 8.0 0.0 8.0 Plumbing/Mech Insp II*Ind/PR 335 6.0 0.0 6.0 0.0 6.0 Principal Engineering Tech 035 10.0 0.0 10.0 1.0 11.0 Principal Planner 039 2.0 0.0 2.0 0.0 2.0 Project Manager 036 2.0 0.0 2.0 0.0 2.0 Records Clerk II 322 2.0 0.0 2.0 0.0 2.0 Secretary II 321 3.0 0.0 3.0 0.0 3.0 Secretary III 025 2.0 0.0 2.0 0.0 2.0 Senior Engineering Tech 328 13.0 3.0 16.0 0.0 16.0 Senior Materials Technician 220 2.0 0.0 2.0 0.0 2.0 Site Development Supervisor 036 2.0 0.0 2.0 0.0 2.0 Structural Inspector II 333 6.0 1.0 7.0 0.0 7.0 Structural Inspector II*Ind/PR 335 9.0 0.0 9.0 0.0 9.0 Structural Insp Field Supv 036 2.0 0.0 2.0 0.0 2.0 Structural Plans Engineer 039 8.0 0.0 8.0 1.0 9.0 Structural Plans Examiner II 335 2.0 0.0 2.0 0.0 2.0 178 Table of Contents-Part I POSITION SCHEDULE COMMUNITY DEVELOPMENT PROGRAM PLANNING AND DEVELOPMENT 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Traffic Engineer II 035 2.0 0.0 2.0 0.0 2.0 Traffic Engineer III 039 1.0 0.0 1.0 0.0 1.0 291.0 14.0 305.0 7.0 312.0 1.2 0.0 1.2 0.0 1.2 1.2 0.0 1.2 0.0 1.2 Development Services Total 292.2 14.0 306.2 7.0 313.2 Planning and Development Total 444.8 23.0 467.8 13.0 480.8 Full-Time Total Part-Time Ongoing Job Class and Grade Admin Intern (NC) Part-Time Part-Time Total 026 179 Table of Contents-Part I Housing Management Services Project Development & Implementation Property Management 180 Table of Contents-Part I DEPARTMENT SUMMARY COMMUNITY DEVELOPMENT PROGRAM HOUSING Program Goal The Housing Department provides and promotes diversified living environments for low-income families, seniors and persons with disabilities through the operation and leasing of assisted and affordable housing. Expenditures by Organizational Area * 2019-20 Actual 2020-21 Estimate 2021-22 Budget % Change From 2020-21 Management Services 68,195,162 75,461,396 76,462,309 1.3% Property Management 21,662,927 25,338,912 25,135,995 -0.8% Project Development & Implementation 6,843,547 10,979,440 11,908,197 8.5% Total 96,701,636 111,779,748 113,506,501 1.5% * Expenditures are net all inter-departmental and intra-departmental charges and credits. Expenditures by Character 2019-20 Actual 2020-21 Estimate 2021-22 Budget % Change From 2020-21 Personal Services 12,284,328 14,026,438 15,070,707 Contractual Services 7.4% 83,449,358 97,158,304 98,077,615 0.9% Commodities 769,006 717,683 583,525 -18.7% Capital Outlay 8 - - 0.0% Internal Charges and Credits 566,299 303,573 200,904 -33.8% Other Expenditures and Transfers (367,364) (426,250) (426,250) 0.0% 96,701,636 111,779,748 113,506,501 1.5% Total Expenditures by Funding Source 2019-20 Actual 2020-21 Estimate 2021-22 Budget % Change From 2020-21 General Fund 152,252 295,157 1,772,340 >100.0% Other Restricted 4,416,358 5,487,566 7,401,769 34.9% Grants 92,133,025 105,997,025 104,332,392 -1.6% Total 96,701,636 111,779,748 113,506,501 1.5% Authorized Positions 2019-20 Actual 2020-21 Estimate 2021-22 Budget Full-Time Ongoing Positions 112.0 112.0 113.0 Part-Time Ongoing Positions 2.0 2.0 2.0 Temporary Positions 15.0 12.0 11.0 Total 129.0 126.0 126.0 181 Table of Contents-Part I PROGRAM CHANGES COMMUNITY DEVELOPMENT PROGRAM HOUSING Description 2021-22 2021-22 2022-23 Reductions Additions Full Year Positions Amount Positions Amount Cost Affordable Housing Manager: Add one Special Projects Administrator position to continue implementation of the Housing Phoenix Plan, focusing on redevelopment of city-owned land for mixed-income housing. This position will help to achieve the goal of creating or preserving 50,000 housing units by 2030. 1.0 161,512 - Santa Fe Springs Rehabilitation: Add funding to complete critical safety and infrastructure repairs at Santa Fe Springs Apartments. These repairs will address community safety and quality of life concerns, including improved lighting, cameras, and fencing, as well as the rehabilitation of deteriorated structures and amenities. 0.0 1,400,000 - Total 1.0 1,561,512 182 Table of Contents-Part I POSITION SCHEDULE COMMUNITY DEVELOPMENT PROGRAM HOUSING 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Summary by Division Management Services 31.0 1.5 32.5 1.0 33.5 Property Management 83.5 (10.5) 73.0 (1.0) 72.0 Project Development & Implementation 19.5 1.0 20.5 0.0 20.5 Total 134.0 (8.0) 126.0 0.0 126.0 Management Services Full-Time Ongoing Job Class and Grade Accountant I 030 1.0 0.0 1.0 0.0 1.0 Accountant II 033 1.0 0.0 1.0 0.0 1.0 Accountant III 035 1.0 0.0 1.0 0.0 1.0 Account Clerk III 325 5.0 0.0 5.0 0.0 5.0 Admin Asst I 030 1.0 0.0 1.0 0.0 1.0 Admin Asst II 035 2.0 0.0 2.0 0.0 2.0 Admin Secretary 027 1.0 0.0 1.0 0.0 1.0 Budget Analyst II 035 2.0 0.0 2.0 0.0 2.0 Contracts Specialist II 035 1.0 0.0 1.0 0.0 1.0 Department Budget Supervisor 037 1.0 0.0 1.0 0.0 1.0 Deputy Housing Director 842 3.0 0.0 3.0 0.0 3.0 Economic Development Prog Mgr 038 1.0 0.0 1.0 0.0 1.0 Fiscal Manager 040 1.0 0.0 1.0 0.0 1.0 Housing Director (NC) 907 1.0 0.0 1.0 0.0 1.0 Housing Manager 039 1.0 0.0 1.0 0.0 1.0 Human Services Program Coord 037 1.0 0.0 1.0 0.0 1.0 Management Asst II 037 2.0 0.0 2.0 0.0 2.0 Project Management Assistant 031 1.0 0.0 1.0 0.0 1.0 Secretary II 321 2.0 0.0 2.0 0.0 2.0 Senior User Technology Spec 037 0.0 1.0 1.0 0.0 1.0 Special Projects Administrator 840 0.0 0.0 0.0 1.0 1.0 Supplies Clerk II*U2 215 1.0 0.0 1.0 0.0 1.0 Supplies Clerk I*U2 212 1.0 0.0 1.0 0.0 1.0 31.0 1.0 32.0 1.0 33.0 Full-Time Total 183 Table of Contents-Part I POSITION SCHEDULE COMMUNITY DEVELOPMENT PROGRAM HOUSING 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Part-Time Ongoing Job Class and Grade Secretary II Part-Time 321 0.0 0.5 0.5 0.0 0.5 Part-Time Total 0.0 0.5 0.5 0.0 0.5 Management Services Total 31.0 1.5 32.5 1.0 33.5 Property Management Full-Time Ongoing Job Class and Grade Asst Housing Supervisor 032 1.0 0.0 1.0 0.0 1.0 Building Maint Foreman 031 4.0 0.0 4.0 0.0 4.0 Building Maint Worker*U2 220 19.0 (2.0) 17.0 0.0 17.0 Caseworker I 325 5.0 0.0 5.0 0.0 5.0 Caseworker II 028 4.0 0.0 4.0 0.0 4.0 Caseworker III 032 1.0 0.0 1.0 0.0 1.0 Housing Investigator 027 1.0 0.0 1.0 0.0 1.0 Housing Manager 039 3.0 0.0 3.0 0.0 3.0 Housing Prog Asst*Property Mgr 028 7.0 0.0 7.0 0.0 7.0 Housing Program Representative 323 5.0 0.0 5.0 0.0 5.0 Housing Supervisor 035 3.0 0.0 3.0 0.0 3.0 Management Asst II 037 1.0 0.0 1.0 0.0 1.0 Modernization Manager 037 1.0 0.0 1.0 0.0 1.0 Project Manager 036 3.0 0.0 3.0 0.0 3.0 Property Manager 037 2.0 0.0 2.0 0.0 2.0 Relocation Specialist 033 1.0 0.0 1.0 0.0 1.0 Trades Helper*U2 213 14.0 (4.0) 10.0 0.0 10.0 75.0 (6.0) 69.0 0.0 69.0 Full-Time Total Part-Time Ongoing Job Class and Grade Caseworker II Part-Time 028 1.0 0.0 1.0 0.0 1.0 Community Worker III Part-Time 023 0.5 (0.5) 0.0 0.0 0.0 1.5 (0.5) 1.0 0.0 1.0 Part-Time Total 184 Table of Contents-Part I POSITION SCHEDULE COMMUNITY DEVELOPMENT PROGRAM HOUSING 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Temporary Job Class and Grade Caseworker I 325 1.0 (1.0) 0.0 0.0 0.0 Caseworker II 028 4.0 (3.0) 1.0 (1.0) 0.0 Caseworker III*Workforce Dev 033 1.0 0.0 1.0 0.0 1.0 Community Worker II 321 1.0 0.0 1.0 0.0 1.0 Temporary Total 7.0 (4.0) 3.0 (1.0) 2.0 Property Management Total 83.5 (10.5) 73.0 (1.0) 72.0 Project Development & Implementation Full-Time Ongoing Job Class and Grade Casework Services Coordinator 035 1.0 0.0 1.0 0.0 1.0 Housing Manager 039 2.0 0.0 2.0 0.0 2.0 Project Management Assistant 031 3.0 0.0 3.0 0.0 3.0 Project Manager 036 5.0 0.0 5.0 0.0 5.0 11.0 0.0 11.0 0.0 11.0 Full-Time Total Part-Time Ongoing Job Class and Grade Community Worker III Part-Time 023 0.0 0.5 0.5 0.0 0.5 Secretary II Part-Time 321 0.5 (0.5) 0.0 0.0 0.0 0.5 0.0 0.5 0.0 0.5 Part-Time Total Temporary Job Class and Grade Caseworker I 325 2.0 (1.0) 1.0 0.0 1.0 Caseworker II 028 3.0 1.0 4.0 0.0 4.0 Caseworker III 032 1.0 0.0 1.0 0.0 1.0 Caseworker II*MentalHealthSpec 030 2.0 0.0 2.0 0.0 2.0 Project Management Assistant 031 0.0 1.0 1.0 0.0 1.0 Temporary Total 8.0 1.0 9.0 0.0 9.0 Project Development & Implementation Total 19.5 1.0 20.5 0.0 20.5 Housing Total 134.0 (8.0) 126.0 0.0 126.0 185 Table of Contents-Part I HOUSING DEPARTMENT Department Summary by Source of Funds 2021-22 Operating Budget Total Affordable Housing CDBG 1 Central Office Total 3,373,324 368,237 24,000 372,340 1,241,450 1,400,000 1,729,781 8,509,132 3,373,324 368,237 24,000 3,765,561 - - Total 5,500,251 3,462,206 7,724 8,970,181 - - 422,372 - 982,291 4,505,036 1,259,392 3,865,494 1,692,534 12,304,747 Conventional Housing Other Public Housing Section 8 372,340 1,400,000 1,493,815 3,266,155 1,241,450 235,966 1,477,416 - - 5,500,251 3,462,206 7,724 8,970,181 - - - - - 4,505,036 1,692,034 6,197,070 - - - - - - HOME 2 HOPE VI 3 HOPWA 4 - - - - - - - - - - - - - - 422,372 - - 500 500 982,291 982,291 - - 193,814 - - 193,612 - Total 1,750,000 2,423,362 4,173,362 - - - Resident Services/Special Projects Family Self-Sufficiency Jobs Plus Total 346,789 463,846 810,635 - - - Total 1,768,241 1,768,241 - - Total 546,208 72,200,149 72,746,357 - Total 3,590,382 17,278 3,607,660 - Affordable Housing Administration City Owned Affordable Housing City Owned Housing Domestic Violence Matthew Henson Misc/Other Mixed-Financed Properties Conventional Housing East Rental Assistance Demo West HOPE VI Housing Development CDBG Choice Neighborhood HOME HOPWA Misc/Other Total Management and Administration Property Management City Owned Housing Misc/Other Scattered Sites Administration/Maintenance Section 8 Moderate Rehabilitation Vouchers Senior Housing City Owned Housing Misc/Other Grand Total 5 113,506,501 3,766,061 1,259,392 1,259,392 - 3,865,494 3,865,494 Section 8 Construction - - - 202 - - - 2,413,555 2,413,555 9,807 9,807 - - - - - - 463,846 463,846 346,789 346,789 - - - - - - - - 1,768,241 1,768,241 - - - - - - - - - - - - - - - 17,278 17,278 1,176,524 1,176,524 982,291 193,612 12,358,106 13,748,958 1,750,000 1,750,000 1,750,000 1,259,392 422,372 3,865,494 CDBG - Community Development Block Grant HOME - Home investment Partnership Program HOPE VI - Housing Opportunities for People Everywhere 4 HOPWA - Housing Opportunities for Persons with AIDS 5 Totals presented above match the Department Summary page. Differences in the presentation of Inter-Departmental Charges may cause the totals by program area to differ. 1 2 3 186 - 546,208 72,200,149 72,746,357 - 72,746,357 - 2,413,858 2,413,858 2,413,858 Table of Contents-Part I Table of Contents-Part I Community and Economic Development Business & Workforce Development Business Development Business Retention & Expansion Community Development 188 Table of Contents-Part I DEPARTMENT SUMMARY COMMUNITY DEVELOPMENT PROGRAM COMMUNITY AND ECONOMIC DEVELOPMENT Program Goal The Community and Economic Development Department works with businesses of all sizes to locate, expand and strengthen the community by creating and retaining jobs, facilitating development investment, promoting Phoenix nationally and internationally, as well as developing our workforce, all of which look to enhance city revenues, create the workforce of the future and improve the quality of life in Phoenix. Expenditures by Organizational Area * 2019-20 Actual 2020-21 Estimate 2021-22 Budget % Change From 2020-21 Community Development 6,224,117 7,195,563 7,044,794 -2.1% Business Development 6,990,134 11,723,843 3,080,828 -73.7% Business Retention & Expansion 2,415,024 2,902,130 3,664,225 26.3% 218,442 (1,025) 92,326 >100.0% 15,847,717 21,820,511 13,882,173 -36.4% Business & Workforce Development Total * Expenditures are net all inter-departmental and intra-departmental charges and credits. Expenditures by Character 2019-20 Actual 2020-21 Estimate 2021-22 Budget % Change From 2020-21 Personal Services 7,180,075 7,603,046 8,838,949 16.3% Contractual Services 11,173,568 17,578,142 8,682,844 -50.6% 46,282 54,100 40,131 -25.8% (2,552,209) (3,414,777) (3,679,751) -7.8% - - - 0.0% 15,847,717 21,820,511 13,882,173 -36.4% Commodities Internal Charges and Credits Other Expenditures and Transfers Total Expenditures by Funding Source 2019-20 Actual 2020-21 Estimate 2021-22 Budget % Change From 2020-21 General Fund 5,489,615 5,955,542 6,884,452 15.6% Community Reinvestment 1,103,844 2,181,386 2,127,809 -2.5% Sports Facilities 364,471 354,505 291,779 -17.7% Other Restricted 3,184,426 3,235,156 3,865,812 19.5% Grants 5,085,545 9,456,061 102,326 -98.9% Aviation 28,723 74,836 74,836 0.0% Convention Center 559,892 531,925 503,959 -5.3% Water 31,200 31,100 31,200 0.3% Total 15,847,717 21,820,511 13,882,173 -36.4% 189 Table of Contents-Part I DEPARTMENT SUMMARY COMMUNITY DEVELOPMENT PROGRAM COMMUNITY AND ECONOMIC DEVELOPMENT Authorized Positions 2019-20 Actual 2020-21 Estimate 2021-22 Budget Full-Time Ongoing Positions 56.0 56.0 59.0 Part-Time Ongoing Positions 0.0 0.0 0.0 Temporary Positions 1.0 1.0 0.0 Total 57.0 57.0 59.0 190 Table of Contents-Part I PROGRAM CHANGES COMMUNITY DEVELOPMENT PROGRAM COMMUNITY AND ECONOMIC DEVELOPMENT Description 2021-22 2021-22 2022-23 Reductions Additions Full Year Positions Amount Positions Amount Cost Retail Revitalization: Add funding for one Economic Development Program Manager and one Project Manager to support citywide retail revitalization projects. The positions will facilitate small business growth, redevelopment, and potential new development, including infill of commercial projects. 2.0 301,208 - Convert one Special Project Administrator position from temporary to regular status. This position is currently responsible for the arena renovation project and is needed to manage citywide major economic development projects. This position is funded by the Sports Facilities Fund until completion of the arena project. Primary funding will shift to the General Fund once the arena project is complete next fiscal year and the position will be used for the growing number of economic development initiatives. 0.0 - - Total 2.0 301,208 191 Table of Contents-Part I POSITION SCHEDULE COMMUNITY DEVELOPMENT PROGRAM COMMUNITY AND ECONOMIC DEVELOPMENT 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Summary by Division Community Development 10.0 0.0 10.0 0.0 10.0 Business Development 14.0 1.0 15.0 2.0 17.0 Business Retention & Expansion 19.0 (1.0) 18.0 0.0 18.0 Business & Workforce Development 14.0 0.0 14.0 0.0 14.0 Total 57.0 0.0 57.0 2.0 59.0 Community Development Full-Time Ongoing Job Class and Grade Deputy Economic Dev Director 842 2.0 0.0 2.0 0.0 2.0 Economic Development Prog Mgr 038 2.0 0.0 2.0 0.0 2.0 Economic Development Spec 033 2.0 0.0 2.0 0.0 2.0 Management Asst II 037 1.0 0.0 1.0 0.0 1.0 Project Manager 036 2.0 0.0 2.0 0.0 2.0 Special Projects Administrator 840 0.0 0.0 0.0 1.0 1.0 9.0 0.0 9.0 1.0 10.0 1.0 0.0 1.0 (1.0) 0.0 Temporary Total 1.0 0.0 1.0 (1.0) 0.0 Community Development Total 10.0 0.0 10.0 0.0 10.0 Full-Time Total Temporary Job Class and Grade Special Projects Administrator 840 Business Development Full-Time Ongoing Job Class and Grade Admin Secretary 027 1.0 0.0 1.0 0.0 1.0 Asst Protocol Program Adm (NC) 037 1.0 0.0 1.0 0.0 1.0 Community & Econ Dev Dir (NC) 909 1.0 0.0 1.0 0.0 1.0 Deputy Economic Dev Director 842 1.0 0.0 1.0 0.0 1.0 Economic Development Prog Mgr 038 6.0 1.0 7.0 1.0 8.0 Economic Dev Executive Officer 907 1.0 0.0 1.0 0.0 1.0 Project Manager 036 2.0 0.0 2.0 1.0 3.0 Protocol Program Adm (NC) 838 1.0 0.0 1.0 0.0 1.0 192 Table of Contents-Part I POSITION SCHEDULE COMMUNITY DEVELOPMENT PROGRAM COMMUNITY AND ECONOMIC DEVELOPMENT 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Full-Time Total 14.0 1.0 15.0 2.0 17.0 Business Development Total 14.0 1.0 15.0 2.0 17.0 Business Retention & Expansion Full-Time Ongoing Job Class and Grade Accountant I 030 1.0 0.0 1.0 0.0 1.0 Accountant II 033 1.0 0.0 1.0 0.0 1.0 Admin Aide*U8 726 1.0 0.0 1.0 0.0 1.0 Admin Asst II 035 1.0 0.0 1.0 0.0 1.0 Business Assistance Coord 039 1.0 0.0 1.0 0.0 1.0 Deputy Economic Dev Director 842 1.0 0.0 1.0 0.0 1.0 Economic Development Prog Mgr 038 3.0 (1.0) 2.0 0.0 2.0 Management Asst I 031 1.0 0.0 1.0 0.0 1.0 Procurement Manager 038 1.0 0.0 1.0 0.0 1.0 Project Management Assistant 031 1.0 0.0 1.0 0.0 1.0 Project Manager 036 3.0 0.0 3.0 0.0 3.0 Secretary III 025 3.0 0.0 3.0 0.0 3.0 Senior User Technology Spec 037 1.0 0.0 1.0 0.0 1.0 Full-Time Total 19.0 (1.0) 18.0 0.0 18.0 Business Retention & Expansion Total 19.0 (1.0) 18.0 0.0 18.0 Business & Workforce Development Full-Time Ongoing Job Class and Grade Admin Asst I 030 4.0 0.0 4.0 0.0 4.0 Admin Asst II 035 1.0 0.0 1.0 0.0 1.0 Economic Development Prog Mgr 038 1.0 0.0 1.0 0.0 1.0 Project Manager 036 1.0 0.0 1.0 0.0 1.0 Senior Workforce Dev Spec 035 1.0 0.0 1.0 0.0 1.0 User Technology Specialist*U3 335 1.0 0.0 1.0 0.0 1.0 Workforce Development Spec 031 3.0 0.0 3.0 0.0 3.0 193 Table of Contents-Part I POSITION SCHEDULE COMMUNITY DEVELOPMENT PROGRAM COMMUNITY AND ECONOMIC DEVELOPMENT 2020-21 Budgeted Positions Workforce Development Supv 037 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions 2.0 0.0 2.0 0.0 2.0 Full-Time Total 14.0 0.0 14.0 0.0 14.0 Business & Workforce Development Total 14.0 0.0 14.0 0.0 14.0 Community and Economic Development Total 57.0 0.0 57.0 2.0 59.0 194 Table of Contents-Part I Table of Contents-Part I Neighborhood Services Administrative Services Blight Elimination Director's Office Mitigation & Care for Vulnerable Population Neighborhood Commercial Revitalization Neighborhood Engagement Neighborhood Infrastructure Special Programs 196 Table of Contents-Part I DEPARTMENT SUMMARY COMMUNITY DEVELOPMENT PROGRAM NEIGHBORHOOD SERVICES Program Goal The Neighborhood Services Department preserves and improves the physical, social and economic health of Phoenix neighborhoods, supports neighborhood self-reliance, and enhances the quality of life of residents through community-based problem solving, neighborhood-oriented services and public/private cooperation. Expenditures by Organizational Area * 2019-20 Actual Director's Office 2020-21 Estimate 2021-22 Budget % Change From 2020-21 482,177 462,601 531,903 15.0% Administrative Services 3,310,254 10,442,403 19,863,625 90.2% Blight Elimination 11,254,633 12,418,256 13,550,394 9.1% Neighborhood Engagement 3,237,756 3,274,479 3,682,959 12.5% Neighborhood Infrastructure 6,059,538 9,214,549 16,395,133 77.9% Neighborhood Commercial Revitalization 1,132,026 1,190,557 2,698,195 >100.0% Special Programs 20,302,050 38,625,772 26,275,708 -32.0% - 11,313 - -100.0% 45,778,434 75,639,930 82,997,917 9.7% Mitigation & Care for Vulnerable Population Total * Expenditures are net all inter-departmental and intra-departmental charges and credits. Expenditures by Character 2019-20 Actual 2020-21 Estimate 2021-22 Budget % Change From 2020-21 Personal Services 18,974,884 21,004,489 22,765,752 8.4% Contractual Services 25,055,059 53,049,547 58,490,137 10.3% Commodities 306,045 301,304 311,628 3.4% Capital Outlay 237,344 85,500 239,500 >100.0% 1,196,978 1,115,589 1,108,338 -0.6% Internal Charges and Credits Other Expenditures and Transfers Total Expenditures by Funding Source General Fund 8,125 83,501 82,562 -1.1% 45,778,434 75,639,930 82,997,917 9.7% 2019-20 Actual 2020-21 Estimate 2021-22 Budget % Change From 2020-21 13,209,637 14,456,170 15,514,629 7.3% 75 237,313 260,712 9.9% 7,253 10,150 11,243 10.8% Grants 32,561,469 60,936,297 67,211,333 10.3% Total 45,778,434 75,639,930 82,997,917 9.7% Neighborhood Protection Other Restricted 197 Table of Contents-Part I DEPARTMENT SUMMARY COMMUNITY DEVELOPMENT PROGRAM NEIGHBORHOOD SERVICES Authorized Positions 2019-20 Actual Full-Time Ongoing Positions 2020-21 Estimate 174.0 2021-22 Budget 174.0 184.0 Part-Time Ongoing Positions 0.0 0.0 0.0 Temporary Positions 16.0 16.0 7.0 Total 190.0 190.0 191.0 198 Table of Contents-Part I PROGRAM CHANGES COMMUNITY DEVELOPMENT PROGRAM NEIGHBORHOOD SERVICES Description 2021-22 2021-22 2022-23 Reductions Additions Full Year Positions Amount Positions Amount Cost Neighborhood Specialist Homeless Strategies: Add a Neighborhood Specialist position to serve within a three mile radius of the Human Services Campus. This position will work with businesses and neighborhoods to provide better communication, as well as a more coordinated team effort within the surrounding area by assisting neighborhoods in organizing community meetings, coordinating cleanups, and working with other City departments, partner agencies and the business community to bring needed resources to the community. 1.0 98,917 - Convert a temporary Special Project Administrator position (Grants Compliance Administrator) to ongoing status. A continued long term need is due to increased complexity and reporting requirements per the U.S. Department of Housing and Urban Development and to perform critical financial and programmatic analysis and oversight to identify strategic opportunities to maximize CDBG funds. This addition will provide the City with a dedicated position to perform specialized CDBG compliance and programmatic research and provide recommendations to City management and Council on initiatives and projects to best meet the diverse needs of Phoenix neighborhoods. 0.0 - - Convert four temporary Neighborhood Inspector positions to ongoing status. These positions were originally created for the Structured Sober Living Home (SSLH) licensing program. There is an ongoing need for the positions. 0.0 - - Convert a temporary Project Manager position and an Accountant II position to ongoing status. These positions were originally funded with Neighborhood Stabilization Program grant funds and support programs to purchase foreclosed or abandoned homes and multi-family properties at a discount to rehabilitate, resell, or redevelop these properties in order to stabilize neighborhoods within the City of Phoenix. The programs are now funded with program income expected from outstanding 15-30 year loans which must also comply with the HUD federal funding regulations including regular grant reporting and program administration for reuse of available funds. 0.0 - - 199 Table of Contents-Part I PROGRAM CHANGES COMMUNITY DEVELOPMENT PROGRAM NEIGHBORHOOD SERVICES Description 2021-22 2021-22 2022-23 Reductions Additions Full Year Positions Amount Positions Amount Cost Convert a temporary Housing Rehabilitation Specialist position and a Project Manager position to ongoing status. These positions support weatherization grant programs that provide energy efficient improvements for low-income residents. The City has continuously received level or increased funding to assist Phoenix residents and there is no indication of the City not being a continued recipient of these grant funds. 0.0 - Total 1.0 98,917 200 - Table of Contents-Part I POSITION SCHEDULE COMMUNITY DEVELOPMENT PROGRAM NEIGHBORHOOD SERVICES 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Summary by Division Director's Office 5.0 0.0 5.0 0.0 5.0 Administrative Services 20.0 1.0 21.0 0.0 21.0 Blight Elimination 97.0 0.0 97.0 0.0 97.0 Neighborhood Engagement 31.0 0.0 31.0 1.0 32.0 Neighborhood Infrastructure 26.0 0.0 26.0 0.0 26.0 Neighborhood Commercial Revitalization 7.0 0.0 7.0 0.0 7.0 Special Programs 3.0 0.0 3.0 0.0 3.0 189.0 1.0 190.0 1.0 191.0 Total Director's Office Full-Time Ongoing Job Class and Grade Admin Secretary 027 1.0 0.0 1.0 0.0 1.0 Management Asst I 031 1.0 0.0 1.0 0.0 1.0 Management Asst II 037 1.0 0.0 1.0 0.0 1.0 Neighborhood Services Dir (NC) 908 1.0 0.0 1.0 0.0 1.0 Secretary III 025 1.0 0.0 1.0 0.0 1.0 Full-Time Total 5.0 0.0 5.0 0.0 5.0 Director's Office Total 5.0 0.0 5.0 0.0 5.0 Administrative Services Full-Time Ongoing Job Class and Grade Accountant I 030 1.0 0.0 1.0 0.0 1.0 Accountant III 035 1.0 0.0 1.0 0.0 1.0 Account Clerk III 325 1.0 0.0 1.0 0.0 1.0 Account Clerk III*U8 725 1.0 0.0 1.0 0.0 1.0 Admin Asst I 030 1.0 0.0 1.0 0.0 1.0 Compliance Supervisor 038 1.0 0.0 1.0 0.0 1.0 Contracts Specialist II 035 1.0 0.0 1.0 0.0 1.0 Department Budget Supervisor 037 1.0 0.0 1.0 0.0 1.0 Deputy Neighborhood Svcs Dir 842 1.0 0.0 1.0 0.0 1.0 Environmental Quality Spec 035 1.0 0.0 1.0 0.0 1.0 201 Table of Contents-Part I POSITION SCHEDULE COMMUNITY DEVELOPMENT PROGRAM NEIGHBORHOOD SERVICES 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions GIS Technician 330 1.0 0.0 1.0 0.0 1.0 Info Tech Analyst/Prg III 039 1.0 0.0 1.0 0.0 1.0 Info Tech Project Manager 041 1.0 0.0 1.0 0.0 1.0 Labor Compliance Specialist 731 1.0 0.0 1.0 0.0 1.0 Lead Business Systems Analyst 038 1.0 0.0 1.0 0.0 1.0 Management Asst II 037 1.0 0.0 1.0 0.0 1.0 Project Manager 036 4.0 0.0 4.0 0.0 4.0 Special Projects Administrator 840 0.0 0.0 0.0 1.0 1.0 20.0 0.0 20.0 1.0 21.0 0.0 1.0 1.0 (1.0) 0.0 Temporary Total 0.0 1.0 1.0 (1.0) 0.0 Administrative Services Total 20.0 1.0 21.0 0.0 21.0 Full-Time Total Temporary Job Class and Grade Special Projects Administrator 840 Blight Elimination Full-Time Ongoing Job Class and Grade Admin Asst II 035 1.0 0.0 1.0 0.0 1.0 Building Maint Foreman 031 2.0 0.0 2.0 0.0 2.0 Clerk III 320 2.0 0.0 2.0 0.0 2.0 Compliance Supervisor 038 2.0 0.0 2.0 0.0 2.0 Deputy Neighborhood Svcs Dir 842 1.0 0.0 1.0 0.0 1.0 Management Asst II 037 1.0 0.0 1.0 0.0 1.0 Neighborhood Maint Tech II 328 1.0 0.0 1.0 0.0 1.0 Neighborhood Preserv Insp I 331 55.0 0.0 55.0 4.0 59.0 Neighborhood Preserv Insp II 034 8.0 0.0 8.0 0.0 8.0 Project Management Assistant 031 1.0 0.0 1.0 0.0 1.0 Project Manager 036 1.0 0.0 1.0 0.0 1.0 Supplies Clerk II*U2 215 1.0 0.0 1.0 0.0 1.0 Trades Helper*U2 213 14.0 0.0 14.0 0.0 14.0 90.0 0.0 90.0 4.0 94.0 Full-Time Total 202 Table of Contents-Part I POSITION SCHEDULE COMMUNITY DEVELOPMENT PROGRAM NEIGHBORHOOD SERVICES 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Temporary Job Class and Grade Neighborhood Preserv Insp I 331 5.0 0.0 5.0 (4.0) 1.0 Neighborhood Preserv Insp II 034 1.0 0.0 1.0 0.0 1.0 Trades Helper*U2 213 1.0 0.0 1.0 0.0 1.0 Temporary Total 7.0 0.0 7.0 (4.0) 3.0 Blight Elimination Total 97.0 0.0 97.0 0.0 97.0 Neighborhood Engagement Full-Time Ongoing Job Class and Grade Admin Asst I 030 1.0 0.0 1.0 0.0 1.0 Community Outreach Supervisor 032 1.0 0.0 1.0 0.0 1.0 Community Worker II 321 1.0 0.0 1.0 0.0 1.0 Community Worker III 023 1.0 0.0 1.0 0.0 1.0 Deputy Neighborhood Svcs Dir 842 1.0 0.0 1.0 0.0 1.0 Economic Development Prog Mgr 038 2.0 0.0 2.0 0.0 2.0 Management Asst II 037 1.0 0.0 1.0 0.0 1.0 Neighborhood Maint Tech I 324 10.0 0.0 10.0 0.0 10.0 Neighborhood Maint Tech III 029 1.0 0.0 1.0 0.0 1.0 Neighborhood Specialist 035 9.0 0.0 9.0 1.0 10.0 Secretary II 321 1.0 0.0 1.0 0.0 1.0 Secretary III 025 1.0 0.0 1.0 0.0 1.0 Volunteer Coordinator 033 1.0 0.0 1.0 0.0 1.0 Full-Time Total 31.0 0.0 31.0 1.0 32.0 Neighborhood Engagement Total 31.0 0.0 31.0 1.0 32.0 Neighborhood Infrastructure Full-Time Ongoing Job Class and Grade Community Outreach Supervisor 032 1.0 0.0 1.0 0.0 1.0 Community Worker III 023 3.0 0.0 3.0 0.0 3.0 Deputy Neighborhood Svcs Dir 842 1.0 0.0 1.0 0.0 1.0 Housing Development Manager 039 1.0 0.0 1.0 0.0 1.0 203 Table of Contents-Part I POSITION SCHEDULE COMMUNITY DEVELOPMENT PROGRAM NEIGHBORHOOD SERVICES 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Housing Rehabilitation Spec 331 5.0 0.0 5.0 1.0 6.0 Housing Rehabilitation Supv 036 1.0 0.0 1.0 0.0 1.0 Management Asst II 037 1.0 0.0 1.0 0.0 1.0 Project Management Assistant 031 3.0 0.0 3.0 0.0 3.0 Project Manager 036 2.0 1.0 3.0 1.0 4.0 Rehabilitation Loan Processor 324 3.0 0.0 3.0 0.0 3.0 21.0 1.0 22.0 2.0 24.0 Full-Time Total Temporary Job Class and Grade Community Worker III 023 1.0 0.0 1.0 0.0 1.0 Housing Rehabilitation Spec 331 1.0 0.0 1.0 (1.0) 0.0 Project Management Assistant 031 1.0 0.0 1.0 0.0 1.0 Project Manager 036 2.0 (1.0) 1.0 (1.0) 0.0 Temporary Total 5.0 (1.0) 4.0 (2.0) 2.0 Neighborhood Infrastructure Total 26.0 0.0 26.0 0.0 26.0 Neighborhood Commercial Revitalization Full-Time Ongoing Job Class and Grade Housing Development Manager 039 1.0 0.0 1.0 0.0 1.0 Project Management Assistant 031 2.0 0.0 2.0 0.0 2.0 Project Manager 036 4.0 (1.0) 3.0 0.0 3.0 7.0 (1.0) 6.0 0.0 6.0 0.0 1.0 1.0 0.0 1.0 Temporary Total 0.0 1.0 1.0 0.0 1.0 Neighborhood Commercial Revitalization Total 7.0 0.0 7.0 0.0 7.0 0.0 0.0 0.0 1.0 1.0 Full-Time Total Temporary Job Class and Grade Project Manager 036 Special Programs Full-Time Ongoing Job Class and Grade Accountant II 033 204 Table of Contents-Part I POSITION SCHEDULE COMMUNITY DEVELOPMENT PROGRAM NEIGHBORHOOD SERVICES 2020-21 Budgeted Positions Project Manager 036 Full-Time Total 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions 0.0 0.0 0.0 1.0 1.0 0.0 0.0 0.0 2.0 2.0 Temporary Job Class and Grade Accountant II 033 1.0 0.0 1.0 (1.0) 0.0 Project Manager 036 2.0 0.0 2.0 (1.0) 1.0 Temporary Total 3.0 0.0 3.0 (2.0) 1.0 Special Programs Total 3.0 0.0 3.0 0.0 3.0 189.0 1.0 190.0 1.0 191.0 Neighborhood Services Total 205 Table of Contents-Part I Table of Contents-Part I Community Enrichment Other NonDepartmental 1/ 10.0% Contingencies 5.0% Environmental Services 13.9% General Government 4.1% Public Safety 30.8% Community Enrichment 9.1% Criminal Justice 1.5% Transportation 18.4% Community Development 7.2% 1/ Other Non-Departmental consists of the American Rescue Plan Act (ARPA) Fund and Unassigned Vacancy Savings. 207 Table of Contents-Part I Office of Arts and Culture Cultural Facilities Gift Funds Grants Phoenix Office of Arts and Culture 208 Table of Contents-Part I DEPARTMENT SUMMARY COMMUNITY ENRICHMENT PROGRAM OFFICE OF ARTS AND CULTURE Program Goal The Office of Arts and Culture supports the development of the arts and cultural community in Phoenix, and seeks to raise the level of awareness and participation of city residents in the preservation, expansion and enjoyment of arts and culture. Expenditures by Organizational Area * 2019-20 Actual 2020-21 Estimate 2021-22 Budget % Change From 2020-21 Office of Arts and Culture 3,871,216 6,951,406 4,772,747 -31.3% Total 3,871,216 6,951,406 4,772,747 -31.3% * Expenditures are net all inter-departmental and intra-departmental charges and credits. Expenditures by Character 2019-20 Actual 2020-21 Estimate 2021-22 Budget % Change From 2020-21 Personal Services 1,299,284 1,443,126 1,685,293 16.8% Contractual Services 2,151,252 5,034,434 2,445,331 -51.4% 4,961 2,100 1,900 -9.5% Commodities Internal Charges and Credits Total Expenditures by Funding Source General Fund 415,720 471,746 640,223 35.7% 3,871,216 6,951,406 4,772,747 -31.3% 2019-20 Actual 2020-21 Estimate 2021-22 Budget % Change From 2020-21 3,717,052 3,947,398 4,726,247 19.7% 685 24,521 20,000 -18.4% Grants 153,480 2,979,487 26,500 -99.1% Total 3,871,216 6,951,406 4,772,747 -31.3% Other Restricted Authorized Positions 2019-20 Actual 2020-21 Estimate 2021-22 Budget Full-Time Ongoing Positions 10.0 10.0 10.0 Part-Time Ongoing Positions 0.0 0.0 0.0 Temporary Positions 1.0 1.0 1.0 Total 11.0 11.0 11.0 209 Table of Contents-Part I PROGRAM CHANGES COMMUNITY ENRICHMENT PROGRAM OFFICE OF ARTS AND CULTURE Description 2021-22 2021-22 2022-23 Reductions Additions Full Year Positions Amount Positions Amount Cost Arts Grants: Increase funding for arts grants for nonprofit arts and cultural organizations. Arts grants enable artists, arts and culture organizations, youth, and neighborhood groups to carry out high-quality arts programming for all residents. 0.0 110,000 - Arts Engagements: Add funding for youth arts and culture development programs, professional development and technical assistance for artists and arts administrators, and pop-up programming around the city to promote the Latino Cultural Center. This funding will supplement increasingly unreliable funding from the State of Arizona. 0.0 30,000 - Public Art Maintenance: Increase funding for public art maintenance which would allow residents to enjoy the collection, showcase the city's initial investment, and help avoid safety issues with artwork in the community. Maintenance includes lighting upgrades, annual maintenance, and renovations to address wear and damage. The public art collection includes over 200 art installations. 0.0 60,000 - Total 0.0 200,000 210 Table of Contents-Part I POSITION SCHEDULE COMMUNITY ENRICHMENT PROGRAM OFFICE OF ARTS AND CULTURE 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Full-Time Ongoing Job Class and Grade Arts & Culture Administrator 903 1.0 0.0 1.0 0.0 1.0 Arts Specialist 033 1.0 0.0 1.0 0.0 1.0 Management Asst II 037 1.0 0.0 1.0 0.0 1.0 Project Manager 036 5.0 0.0 5.0 0.0 5.0 Secretary III 025 1.0 (1.0) 0.0 0.0 0.0 Special Projects Administrator 840 1.0 0.0 1.0 0.0 1.0 Volunteer Coordinator 033 0.0 1.0 1.0 0.0 1.0 10.0 0.0 10.0 0.0 10.0 1.0 0.0 1.0 0.0 1.0 Temporary Total 1.0 0.0 1.0 0.0 1.0 Office of Arts and Culture Total 11.0 0.0 11.0 0.0 11.0 Full-Time Total Temporary Job Class and Grade Special Projects Administrator 840 211 Table of Contents-Part I Parks and Recreation Downtown Natural Resources Northeast Northwest Parks & Recreation Administration South Special Operations 212 Table of Contents-Part I DEPARTMENT SUMMARY COMMUNITY ENRICHMENT PROGRAM PARKS AND RECREATION Program Goal The Parks and Recreation Department provides and maintains a diverse parks and recreation system available and accessible to all, which contributes to the physical, mental, social and cultural needs of the community and permits outlets that cultivate a wholesome sense of civic pride and social responsibility. Expenditures by Organizational Area * 2019-20 Actual 2020-21 Estimate 2021-22 Budget % Change From 2020-21 Parks & Recreation Administration 8,636,674 10,039,964 9,694,736 -3.4% Northwest 18,043,383 18,252,095 20,164,098 10.5% Downtown 11,762,636 12,051,287 13,809,319 14.6% South 17,392,003 17,836,569 20,113,308 12.8% Northeast 15,687,554 15,925,948 17,216,102 8.1% Natural Resources 13,316,456 14,032,854 15,211,785 8.4% Special Operations 22,420,575 24,563,370 28,233,382 14.9% Total 107,259,281 112,702,087 124,442,730 10.4% * Expenditures are net all inter-departmental and intra-departmental charges and credits. Expenditures by Character 2019-20 Actual 2020-21 Estimate 2021-22 Budget % Change From 2020-21 Personal Services 63,532,615 66,659,247 75,359,446 13.1% Contractual Services 27,783,590 29,908,823 31,515,938 5.4% Commodities 5,271,354 6,352,476 6,878,655 8.3% Capital Outlay 3,996,547 2,884,528 3,793,100 31.5% Internal Charges and Credits 6,643,253 7,063,788 6,845,591 -3.1% Other Expenditures and Transfers 30,607 (166,775) 50,000 >100.0% Debt Service 1,315 - - 0.0% 107,259,281 112,702,087 124,442,730 10.4% Total Expenditures by Funding Source 2019-20 Actual 2020-21 Estimate 2021-22 Budget % Change From 2020-21 Parks 92,754,867 95,701,188 108,229,050 13.1% Golf 5,630,221 7,364,195 6,223,650 -15.5% Parks and Preserves 5,637,778 5,929,411 6,478,862 9.3% Other Restricted 2,083,155 777,178 2,908,981 >100.0% Grants 1,153,259 2,930,115 602,187 -79.4% Total 107,259,281 112,702,087 124,442,730 10.4% 213 Table of Contents-Part I DEPARTMENT SUMMARY COMMUNITY ENRICHMENT PROGRAM PARKS AND RECREATION Authorized Positions 2019-20 Actual 2020-21 Estimate 2021-22 Budget Full-Time Ongoing Positions 620.0 620.0 648.0 Part-Time Ongoing Positions 389.8 389.8 398.1 3.3 7.2 3.9 1,013.1 1,017.0 1,050.0 Temporary Positions Total 214 Table of Contents-Part I PROGRAM CHANGES COMMUNITY ENRICHMENT PROGRAM PARKS AND RECREATION Description 2021-22 2021-22 2022-23 Reductions Additions Full Year Positions Amount Positions Amount Cost Parks Trees: Add staff and equipment to create an additional Forestry Crew to maintain the increasing citywide tree inventory. The City adopted the Tree and Shade Master Plan in 2010 with a goal to double the tree and shade canopy by 2030. This has led to a significant increase in tree planting on City property and rights-of-way to mitigate the effects of the urban heat island in vulnerable neighborhoods that have a limited tree canopy and where residents have a greater exposure to heat while walking to transit, schools and work. The Parks and Recreation Department Forestry section provides citywide tree planting, tree maintenance activity, technical support, and 24/7 emergency response for several City departments. 5.0 673,615 - Cesar Chavez Community Center: Add staff and supplies for the new Cesar Chavez Community Center, scheduled to open in the fall of 2021. The Cesar Chavez Community Center will offer a variety of activities to the general public. These activities will include special events, sports programs, specialty classes, adaptive/inclusive programs, out-of-school time sessions, field trips, and provide meeting space for events and community groups. 9.8 910,703 1,000,000 Hance Park: Add staff and equipment for grounds maintenance at Margaret T. Hance Park. The Fiesta Bowl PLAY at Hance Park opened to the community in December 2020. As part of this phase, a new landscape design incorporating over 7,000 new plants and trees was added. Maintenance of this plant material will require staff with both horticultural and irrigation skills to maintain the new park amenities. 3.0 259,956 200,000 Ranger Support: Add a Park Supervisor position to oversee the Urban Park Ranger Patrol Program. This position will manage daily operations, establish additional Field Operation Procedures, manage personnel issues and work directly with PhxCARES to increase contacts to individuals requiring services. 1.0 105,718 - Property Management: Add a Property Manager position to manage the maintenance of Parks facilities. The Parks and Recreation Department directly manages an estimated two million square feet of indoor space, various specialty facilities (examples include: 29 public pools, South Mountain Tower site, historic buildings, museums, and Tovrea Castle), and outdoor park and trail amenities. 1.0 107,796 - 215 Table of Contents-Part I PROGRAM CHANGES COMMUNITY ENRICHMENT PROGRAM PARKS AND RECREATION Description 2021-22 2021-22 2022-23 Reductions Additions Full Year Positions Amount Positions Amount Cost Deem Hills: Add a part-time Groundskeeper position and supplies to maintain the phase 3 project at Deem Hills Park, which includes: a sand volleyball court, a tennis court, pickleball courts, a large ramada, three small ramadas, a .7 mile nature trail interpretive loop, 25 additional parking stalls and other site furnishings like new trees, irrigation system and landscaping. 0.5 33,862 - Adaptive Recreation: Add staff and supplies to maintain the current Adaptive/Inclusive Recreation Program with General Funds upon the expiration of the existing donations and to expand the program citywide. This program started in March 2020 and is currently funded until March 2022 based on a two-year funding commitment from the Phoenix Suns. It offers adaptive recreation services to individuals with developmental disabilities and adaptive recreation programming and inclusion services for youth and adults, their families and caregivers to enhance quality of life and to promote inclusion. 3.0 68,186 - New Parks: Add a General Fund set-aside for staff, supplies and equipment to operate three new parks expected to open in fiscal year 2022-23. The new parks will be located at 55th Ave. & Samantha Way, 71st Ave. & Meadow Loop Rd., and 87th Ave. & Lower Buckeye Rd. Construction of the parks will be paid for using available resources from impact fees. 6.0 945,000 - Historic Cemeteries: Add staff and equipment to provide more frequent maintenance at two historic cemeteries, the Phoenix Pioneer and Military Cemetery and Cementerio Lindo Cemetery, and to begin providing maintenance services for the historic Sotelo Heard Cemetery located at 4545 South 12th Street. The cemeteries are highly visited by residents and out of town tourists alike as part of the History of the City of Phoenix tours offered by the nonprofit Phoenix Cemetery Association (PCA). 2.0 170,788 - 216 Table of Contents-Part I PROGRAM CHANGES COMMUNITY ENRICHMENT PROGRAM PARKS AND RECREATION Description 2021-22 2021-22 2022-23 Reductions Additions Full Year Positions Amount Positions Amount Cost Highline Canal Trail: Add staff, supplies and equipment to maintain the Highline Canal Trail between 7th Avenue and 40th Street. The trail includes a 6' wide asphalt path, advanced irrigation system, trees and shrubs and two large urban desert bosques (urban forests areas). In addition, the trail is also home to the "Zanjero" Art Project, which includes numerous art features playing tribute to the agrarian roots of South Phoenix. 2.0 170,518 - Pueblo Grande Museum: Convert a temporary Museum Assistant position to an ongoing position in the General Fund. The Museum Assistant is a professional-level position responsible for the registration, curation, and care of collections in the archaeological repository. This includes creating new repository agreements, arranging curation deliveries, accessioning incoming collections, conducting registration activities for repository collections. The amount listed represents the cost to the General Fund and does not reflect the Non-General Fund savings. 1.0 77,851 - Parks IT Support: Add a Senior User Technology 2.0 Specialist position and a User Technology Specialist to provide IT support for the department. The Parks and Recreation Department Information Technology staff provides support to 32 community/recreation centers, numerous offsite office locations, over 800 devices and over 1,500 full and part-time employees. These additional positions are necessary to support the significant increase in new hardware and IT projects that have been implemented in the department. 2.0 207,914 - Total 36.3 2,786,907 217 Table of Contents-Part I POSITION SCHEDULE COMMUNITY ENRICHMENT PROGRAM PARKS AND RECREATION 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Summary by Division Parks & Recreation Administration 54.4 2.9 57.3 (0.3) 57.0 Northwest 163.7 1.0 164.7 0.5 165.2 Downtown 125.9 0.0 125.9 3.0 128.9 South 168.9 (1.0) 167.9 22.8 190.7 Northeast 137.7 0.0 137.7 0.0 137.7 Natural Resources 131.3 0.0 131.3 2.0 133.3 Special Operations Total 232.2 0.0 232.2 5.0 237.2 1,014.1 2.9 1,017.0 33.0 1,050.0 Parks & Recreation Administration Full-Time Ongoing Job Class and Grade Accountant I 030 1.0 0.0 1.0 0.0 1.0 Accountant II 033 1.0 0.0 1.0 0.0 1.0 Account Clerk III 325 3.0 0.0 3.0 0.0 3.0 Admin Aide*U7 026 1.0 0.0 1.0 0.0 1.0 Asst Parks & Rec Director 906 2.0 0.0 2.0 0.0 2.0 Budget Analyst II 035 2.0 0.0 2.0 0.0 2.0 Buyer 031 1.0 0.0 1.0 0.0 1.0 Contracts Specialist II 035 2.0 0.0 2.0 0.0 2.0 Customer Service Clerk 320 1.0 0.0 1.0 0.0 1.0 Department Budget Supervisor 037 1.0 (1.0) 0.0 0.0 0.0 Deputy Parks & Rec Director 842 1.0 0.0 1.0 0.0 1.0 Fiscal Manager 040 1.0 0.0 1.0 0.0 1.0 GIS Technician 330 1.0 0.0 1.0 0.0 1.0 Human Resources Aide 726 1.0 0.0 1.0 0.0 1.0 Human Resources Supervisor 038 1.0 0.0 1.0 0.0 1.0 Info Tech Analyst/Prg II 037 1.0 0.0 1.0 0.0 1.0 Landscape Architect I 033 1.0 0.0 1.0 0.0 1.0 Landscape Architect II 036 3.0 0.0 3.0 0.0 3.0 Lead User Technology Spec 039 1.0 0.0 1.0 0.0 1.0 Management Asst I 031 1.0 1.0 2.0 0.0 2.0 Management Asst II 037 1.0 0.0 1.0 0.0 1.0 Parks & Recreation Dir (NC) 910 1.0 0.0 1.0 0.0 1.0 218 Table of Contents-Part I POSITION SCHEDULE COMMUNITY ENRICHMENT PROGRAM PARKS AND RECREATION 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Planner I 033 1.0 0.0 1.0 0.0 1.0 Principal Landscape Architect 039 1.0 0.0 1.0 0.0 1.0 Property Manager 037 0.0 0.0 0.0 1.0 1.0 Public Information Officer 035 1.0 0.0 1.0 0.0 1.0 Public Information Specialist 033 1.0 0.0 1.0 0.0 1.0 Recreation Coordinator II 030 1.0 1.0 2.0 0.0 2.0 Recreation Programmer 326 1.0 (1.0) 0.0 0.0 0.0 Safety Analyst II 033 1.0 0.0 1.0 0.0 1.0 Secretary III 025 1.0 0.0 1.0 0.0 1.0 Senior Human Resources Analyst 033 2.0 0.0 2.0 0.0 2.0 Senior Human Resources Clerk 723 4.0 0.0 4.0 0.0 4.0 Senior User Technology Spec 037 0.0 0.0 0.0 1.0 1.0 User Technology Specialist 035 2.0 0.0 2.0 1.0 3.0 45.0 0.0 45.0 3.0 48.0 Full-Time Total Part-Time Ongoing Job Class and Grade Customer Service Clerk Part-Time 320 0.8 0.0 0.8 0.0 0.8 Public Service Trainee (NC) Part-Time 300 1.0 0.0 1.0 0.0 1.0 Recreation Instructor Part-Time 318 1.0 0.0 1.0 0.0 1.0 Recreation Programmer Part-Time 326 2.3 0.0 2.3 0.0 2.3 Youth Counselor Part-Time 323 1.0 0.0 1.0 0.0 1.0 6.1 0.0 6.1 0.0 6.1 Part-Time Total Temporary Job Class and Grade Asst Parks & Rec Director 906 0.0 1.0 1.0 (1.0) 0.0 GIS Technician 330 1.0 (1.0) 0.0 0.0 0.0 Museum Assistant 029 1.0 0.0 1.0 (1.0) 0.0 Parks & Recreation Aide Part-Time 311 0.1 0.4 0.5 0.0 0.5 Parks & Recreation Aide Part-Time 315 0.0 0.0 0.0 (0.1) (0.1) Recreation Coordinator II 030 1.0 0.0 1.0 (1.0) 0.0 Recreation Instructor Part-Time 318 0.1 0.5 0.6 (0.1) 0.5 Recreation Leader Part-Time 321 0.1 0.5 0.6 (0.1) 0.5 Youth Counselor Part-Time 323 0.0 1.5 1.5 0.0 1.5 Temporary Total 3.3 2.9 6.2 (3.3) 2.9 Parks & Recreation Administration Total 54.4 2.9 57.3 (0.3) 57.0 219 Table of Contents-Part I POSITION SCHEDULE COMMUNITY ENRICHMENT PROGRAM PARKS AND RECREATION 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Northwest Full-Time Ongoing Job Class and Grade Building Maint Worker 120 3.0 1.0 4.0 0.0 4.0 Customer Service Clerk 320 1.0 0.0 1.0 0.0 1.0 Deputy Parks & Rec Director 842 1.0 0.0 1.0 0.0 1.0 Equipment Op II*Gangmower Op 114 2.0 0.0 2.0 0.0 2.0 Gardener 111 14.0 0.0 14.0 0.0 14.0 Gardener*Sprinkler System 112 13.0 0.0 13.0 0.0 13.0 Groundskeeper 108 28.0 0.0 28.0 0.0 28.0 Landscape Equipment Operator 114 1.0 0.0 1.0 0.0 1.0 Management Asst I 031 1.0 0.0 1.0 0.0 1.0 Parks Equipment Mechanic 119 2.0 0.0 2.0 0.0 2.0 Parks Foreman I 027 9.0 0.0 9.0 0.0 9.0 Parks Foreman II 029 3.0 0.0 3.0 0.0 3.0 Parks Maint Mechanic 117 1.0 0.0 1.0 0.0 1.0 Parks Maint Mech*Plumb Install 119 1.0 0.0 1.0 0.0 1.0 Parks Supervisor 035 1.0 0.0 1.0 0.0 1.0 Recreation Coordinator II 030 7.0 0.0 7.0 0.0 7.0 Recreation Coordinator III 033 6.0 0.0 6.0 0.0 6.0 Recreation Programmer 326 5.0 0.0 5.0 0.0 5.0 Recreation Supervisor 035 1.0 0.0 1.0 0.0 1.0 Supplies Clerk II 115 1.0 0.0 1.0 0.0 1.0 Trades Helper 113 3.0 0.0 3.0 0.0 3.0 104.0 1.0 105.0 0.0 105.0 Full-Time Total Part-Time Ongoing Job Class and Grade Customer Service Clerk Part-Time 320 2.2 0.0 2.2 0.0 2.2 Groundskeeper Part-Time 108 11.3 0.0 11.3 0.5 11.8 Parks & Recreation Aide Part-Time 311 9.3 0.0 9.3 0.0 9.3 Recreation Instructor Part-Time 318 12.3 0.0 12.3 0.0 12.3 Recreation Leader Part-Time 321 24.6 0.0 24.6 0.0 24.6 Part-Time Total 59.7 0.0 59.7 0.5 60.2 Northwest Total 163.7 1.0 164.7 0.5 165.2 220 Table of Contents-Part I POSITION SCHEDULE COMMUNITY ENRICHMENT PROGRAM PARKS AND RECREATION 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Downtown Full-Time Ongoing Job Class and Grade Building Maint Worker 120 1.0 0.0 1.0 0.0 1.0 Deputy Parks & Rec Director 842 1.0 0.0 1.0 0.0 1.0 Equipment Op II*Gangmower Op 114 2.0 0.0 2.0 0.0 2.0 Gardener 111 7.0 0.0 7.0 1.0 8.0 Gardener*Sprinkler System 112 7.0 0.0 7.0 1.0 8.0 Groundskeeper 108 11.0 0.0 11.0 1.0 12.0 Management Asst I 031 1.0 0.0 1.0 0.0 1.0 Management Asst II 037 1.0 0.0 1.0 0.0 1.0 Park Manager 033 1.0 0.0 1.0 0.0 1.0 Parks Foreman I 027 4.0 0.0 4.0 0.0 4.0 Parks Foreman II 029 1.0 0.0 1.0 0.0 1.0 Parks Maint Mech*Plumb Install 119 1.0 0.0 1.0 0.0 1.0 Parks Supervisor 035 1.0 0.0 1.0 0.0 1.0 Recreation Coordinator II 030 8.0 0.0 8.0 0.0 8.0 Recreation Coordinator III 033 3.0 0.0 3.0 0.0 3.0 Recreation Supervisor 035 1.0 0.0 1.0 0.0 1.0 Secretary II 321 1.0 0.0 1.0 0.0 1.0 Trades Helper 113 2.0 0.0 2.0 0.0 2.0 54.0 0.0 54.0 3.0 57.0 Full-Time Total Part-Time Ongoing Job Class and Grade Customer Service Clerk Part-Time 320 0.4 0.0 0.4 0.0 0.4 Equipment Op I Part-Time 111 0.8 0.0 0.8 0.0 0.8 Groundskeeper Part-Time 108 3.7 0.0 3.7 0.0 3.7 Parks & Recreation Aide Part-Time 311 14.3 0.0 14.3 0.0 14.3 Recreation Instructor Part-Time 318 13.2 0.0 13.2 0.0 13.2 Recreation Leader Part-Time 321 39.5 0.0 39.5 0.0 39.5 Part-Time Total 71.9 0.0 71.9 0.0 71.9 Downtown Total 125.9 0.0 125.9 3.0 128.9 South 221 Table of Contents-Part I POSITION SCHEDULE COMMUNITY ENRICHMENT PROGRAM PARKS AND RECREATION 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Full-Time Ongoing Job Class and Grade Building Maint Worker 120 5.0 (1.0) 4.0 0.0 4.0 Customer Service Clerk 320 2.0 0.0 2.0 0.0 2.0 Deputy Parks & Rec Director 842 1.0 0.0 1.0 0.0 1.0 Equipment Op II*Gangmower Op 114 3.0 0.0 3.0 0.0 3.0 Gardener 111 10.0 0.0 10.0 2.0 12.0 Gardener*Sprinkler System 112 11.0 0.0 11.0 3.0 14.0 Groundskeeper 108 34.0 0.0 34.0 6.0 40.0 Landscape Equipment Operator 114 1.0 0.0 1.0 0.0 1.0 Management Asst I 031 1.0 0.0 1.0 0.0 1.0 Park Manager 033 2.0 0.0 2.0 0.0 2.0 Parks Equipment Mechanic 119 2.0 0.0 2.0 0.0 2.0 Parks Foreman I 027 8.0 0.0 8.0 0.0 8.0 Parks Foreman II 029 3.0 0.0 3.0 0.0 3.0 Parks Maint Mechanic 117 2.0 0.0 2.0 0.0 2.0 Parks Maint Mech*Plumb Install 119 1.0 0.0 1.0 0.0 1.0 Parks Supervisor 035 1.0 0.0 1.0 0.0 1.0 Recreation Coordinator II 030 9.0 0.0 9.0 3.0 12.0 Recreation Coordinator III 033 3.0 0.0 3.0 1.0 4.0 Recreation Programmer 326 1.0 0.0 1.0 0.0 1.0 Recreation Supervisor 035 1.0 0.0 1.0 0.0 1.0 Supplies Clerk II 115 1.0 0.0 1.0 0.0 1.0 Trades Helper 113 Full-Time Total 4.0 0.0 4.0 0.0 4.0 106.0 (1.0) 105.0 15.0 120.0 Part-Time Ongoing Job Class and Grade Groundskeeper Part-Time 108 5.1 0.0 5.1 0.0 5.1 Parks & Recreation Aide Part-Time 311 12.8 0.0 12.8 0.0 12.8 Parks & Recreation Aide Part-Time 315 0.0 0.0 0.0 1.1 1.1 Recreation Instructor Part-Time 318 17.5 0.0 17.5 1.7 19.2 Recreation Leader Part-Time 321 27.5 0.0 27.5 5.0 32.5 Part-Time Total 62.9 0.0 62.9 7.8 70.7 South Total 168.9 (1.0) 167.9 22.8 190.7 222 Table of Contents-Part I POSITION SCHEDULE COMMUNITY ENRICHMENT PROGRAM PARKS AND RECREATION 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Northeast Full-Time Ongoing Job Class and Grade Building Maint Worker 120 3.0 0.0 3.0 0.0 3.0 Customer Service Clerk 320 1.0 0.0 1.0 0.0 1.0 Deputy Parks & Rec Director 842 1.0 0.0 1.0 0.0 1.0 Gardener 111 9.0 0.0 9.0 0.0 9.0 Gardener*Sprinkler System 112 15.0 0.0 15.0 0.0 15.0 Groundskeeper 108 30.0 0.0 30.0 0.0 30.0 Landscape Equipment Operator 114 1.0 0.0 1.0 0.0 1.0 Management Asst I 031 1.0 0.0 1.0 0.0 1.0 Parks Equipment Mechanic 119 2.0 0.0 2.0 0.0 2.0 Parks Foreman I 027 8.0 0.0 8.0 0.0 8.0 Parks Foreman II 029 4.0 0.0 4.0 0.0 4.0 Parks Maint Mechanic 117 1.0 0.0 1.0 0.0 1.0 Parks Maint Mech*Plumb Install 119 1.0 0.0 1.0 0.0 1.0 Parks Supervisor 035 1.0 0.0 1.0 0.0 1.0 Recreation Coordinator II 030 5.0 0.0 5.0 0.0 5.0 Recreation Coordinator III 033 4.0 0.0 4.0 0.0 4.0 Recreation Programmer 326 4.0 0.0 4.0 0.0 4.0 Recreation Supervisor 035 1.0 0.0 1.0 0.0 1.0 Supplies Clerk II 115 2.0 0.0 2.0 0.0 2.0 Trades Helper 113 Full-Time Total 4.0 0.0 4.0 0.0 4.0 98.0 0.0 98.0 0.0 98.0 Part-Time Ongoing Job Class and Grade Customer Service Clerk Part-Time 320 0.8 0.0 0.8 0.0 0.8 Gardener Part-Time 111 0.5 0.0 0.5 0.0 0.5 Groundskeeper Part-Time 108 3.7 0.0 3.7 0.0 3.7 Parks & Recreation Aide Part-Time 311 11.2 0.0 11.2 0.0 11.2 Recreation Instructor Part-Time 318 8.1 0.0 8.1 0.0 8.1 Recreation Leader Part-Time 321 15.4 0.0 15.4 0.0 15.4 Part-Time Total 39.7 0.0 39.7 0.0 39.7 Northeast Total 137.7 0.0 137.7 0.0 137.7 223 Table of Contents-Part I POSITION SCHEDULE COMMUNITY ENRICHMENT PROGRAM PARKS AND RECREATION 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Natural Resources Full-Time Ongoing Job Class and Grade City Archaeologist 036 1.0 0.0 1.0 0.0 1.0 Customer Service Clerk 320 1.0 0.0 1.0 0.0 1.0 Deputy Parks & Rec Director 842 1.0 0.0 1.0 0.0 1.0 Gardener 111 1.0 0.0 1.0 0.0 1.0 Gardener*Sprinkler System 112 5.0 0.0 5.0 0.0 5.0 Groundskeeper 108 13.0 0.0 13.0 0.0 13.0 Management Asst I 031 1.0 0.0 1.0 0.0 1.0 Museum Assistant 029 2.0 0.0 2.0 1.0 3.0 Museum Curator 034 1.0 0.0 1.0 0.0 1.0 Park Manager 033 3.0 0.0 3.0 0.0 3.0 Park Ranger II 026 67.0 0.0 67.0 0.0 67.0 Park Ranger III 028 12.0 0.0 12.0 0.0 12.0 Parks Foreman I 027 2.0 0.0 2.0 0.0 2.0 Parks Supervisor 035 3.0 0.0 3.0 1.0 4.0 Pueblo Grande Administrator 037 1.0 0.0 1.0 0.0 1.0 Recreation Coordinator III 033 2.0 0.0 2.0 0.0 2.0 116.0 0.0 116.0 2.0 118.0 Full-Time Total Part-Time Ongoing Job Class and Grade Groundskeeper Part-Time 108 0.5 0.0 0.5 0.0 0.5 Museum Aide Part-Time 325 1.3 0.0 1.3 0.0 1.3 Park Ranger II Part-Time 026 9.0 0.0 9.0 0.0 9.0 Parks & Recreation Aide Part-Time 311 0.4 0.0 0.4 0.0 0.4 Recreation Leader Part-Time 321 3.1 0.0 3.1 0.0 3.1 14.3 0.0 14.3 0.0 14.3 1.0 0.0 1.0 0.0 1.0 1.0 0.0 1.0 0.0 1.0 131.3 0.0 131.3 2.0 133.3 Part-Time Total Temporary Job Class and Grade Gardener Temporary Total Natural Resources Total 111 Special Operations 224 Table of Contents-Part I POSITION SCHEDULE COMMUNITY ENRICHMENT PROGRAM PARKS AND RECREATION 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Full-Time Ongoing Job Class and Grade Accountant I 030 1.0 0.0 1.0 0.0 1.0 Admin Asst II 035 1.0 0.0 1.0 0.0 1.0 Building Maint Foreman 031 1.0 0.0 1.0 0.0 1.0 Building Maint Worker 120 8.0 0.0 8.0 0.0 8.0 Customer Service Clerk*Lead-U7 022 1.0 0.0 1.0 0.0 1.0 Deputy Parks & Rec Director 842 1.0 0.0 1.0 0.0 1.0 Equipment Op II 113 6.0 0.0 6.0 1.0 7.0 Equipment Op II*Gangmower Op 114 2.0 0.0 2.0 0.0 2.0 Equipment Op III 116 4.0 0.0 4.0 1.0 5.0 Gardener 111 8.0 0.0 8.0 0.0 8.0 Gardener*Sprinkler System 112 3.0 0.0 3.0 0.0 3.0 Golf Course Supervisor*Lead 035 1.0 0.0 1.0 0.0 1.0 Groundskeeper 108 7.0 0.0 7.0 0.0 7.0 Head Golf Professional*Lead 036 1.0 0.0 1.0 0.0 1.0 Management Asst I 031 1.0 0.0 1.0 0.0 1.0 Parks Equipment Mechanic 119 1.0 0.0 1.0 0.0 1.0 Parks Foreman I 027 6.0 0.0 6.0 1.0 7.0 Parks Foreman II 029 1.0 0.0 1.0 0.0 1.0 Parks Maint Mech*Plumb Install 119 4.0 0.0 4.0 0.0 4.0 Parks Special Operations Supv 037 1.0 0.0 1.0 0.0 1.0 Parks Supervisor 035 3.0 0.0 3.0 0.0 3.0 Recreation Coord III*Aquatics 034 3.0 0.0 3.0 0.0 3.0 Recreation Coordinator II 030 7.0 0.0 7.0 0.0 7.0 Recreation Coordinator III 033 2.0 0.0 2.0 0.0 2.0 Recreation Programmer 326 5.0 0.0 5.0 0.0 5.0 Recreation Supv*Aquatics 036 1.0 0.0 1.0 0.0 1.0 Supplies Clerk II 115 1.0 0.0 1.0 0.0 1.0 Supplies Clerk III*U7 027 1.0 0.0 1.0 0.0 1.0 Trades Helper 113 7.0 0.0 7.0 0.0 7.0 Urban Forestry Technician 115 8.0 0.0 8.0 2.0 10.0 97.0 0.0 97.0 5.0 102.0 Full-Time Total 225 Table of Contents-Part I POSITION SCHEDULE COMMUNITY ENRICHMENT PROGRAM PARKS AND RECREATION 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions - Part-Time Ongoing Job Class and Grade Asst Pool Manager Part-Time 321 3.3 0.0 3.3 0.0 3.3 Clerk I Part-Time 316 6.4 0.0 6.4 0.0 6.4 Equipment Op I Part-Time 111 0.6 0.0 0.6 0.0 0.6 Groundskeeper Part-Time 108 0.5 0.0 0.5 0.0 0.5 Lifeguard Part-Time S02 58.5 0.0 58.5 0.0 58.5 Parks & Recreation Aide*Cash Part-Time 313 8.4 0.0 8.4 0.0 8.4 Parks & Recreation Aide Part-Time 311 21.9 0.0 21.9 0.0 21.9 Pool Manager Part-Time 324 10.8 0.0 10.8 0.0 10.8 Recreation Instructor Part-Time 318 9.5 0.0 9.5 0.0 9.5 Recreation Leader Part-Time 321 15.3 0.0 15.3 0.0 15.3 Part-Time Total 135.2 0.0 135.2 0.0 135.2 Special Operations Total 232.2 0.0 232.2 5.0 237.2 Parks and Recreation Total 1,014.1 2.9 1,017.0 33.0 1,050.0 226 Table of Contents-Part I Table of Contents-Part I Library Administration & Technology Services Branch Library Services Central Library Collections & Programming Library Grants 228 Table of Contents-Part I DEPARTMENT SUMMARY COMMUNITY ENRICHMENT PROGRAM LIBRARY Program Goal The Library provides information and resources that are relevant, accessible and responsive to the intellectual needs and interests of the community. Expenditures by Organizational Area * 2019-20 Actual 2020-21 Estimate 2021-22 Budget % Change From 2020-21 Administration & Technology Services 7,030,971 10,132,387 11,500,185 13.5% Central Library 6,912,515 7,016,962 7,858,942 12.0% Branch Library Services 15,128,412 15,074,078 15,764,617 4.6% Collections & Programming 8,856,048 8,569,290 8,977,009 4.8% 636,563 711,179 759,455 6.8% 38,564,509 41,503,896 44,860,208 8.1% Library Grants Total * Expenditures are net all inter-departmental and intra-departmental charges and credits. Expenditures by Character 2019-20 Actual 2020-21 Estimate 2021-22 Budget % Change From 2020-21 Personal Services 24,876,818 27,041,949 30,263,438 11.9% Contractual Services 4,349,540 5,036,150 4,914,681 -2.4% Commodities 7,127,899 7,314,966 7,125,737 -2.6% Capital Outlay 21,990 - - 0.0% 2,188,261 2,110,831 2,556,352 21.1% - - - 0.0% 38,564,509 41,503,896 44,860,208 8.1% Internal Charges and Credits Other Expenditures and Transfers Total Expenditures by Funding Source Library 2019-20 Actual 2020-21 Estimate 2021-22 Budget % Change From 2020-21 37,758,493 40,026,459 43,865,358 9.6% Other Restricted (11,612) 171,563 235,395 37.2% Grants 817,626 1,305,874 759,455 -41.8% Total 38,564,509 41,503,896 44,860,208 8.1% Authorized Positions 2019-20 Actual 2020-21 Estimate 2021-22 Budget Full-Time Ongoing Positions 199.0 206.0 211.0 Part-Time Ongoing Positions 199.4 188.9 188.9 2.9 2.9 2.9 401.3 397.8 402.8 Temporary Positions Total 229 Table of Contents-Part I PROGRAM CHANGES COMMUNITY ENRICHMENT PROGRAM LIBRARY Description 2021-22 2021-22 2022-23 Reductions Additions Full Year Positions Amount Positions Amount Cost Hotspot and Laptop Loan: Add funding to continue mobile and self-serve computing services initiated as a result of the COVID-19 pandemic. These include cellular service for the MiFi hotspot loan program, annual maintenance for additional self-checkout payment kiosks, and security software for the laptop loan program. 0.0 181,200 - College Depot Expansion: Add an Administrative Assistant II position and a Caseworker II position for the expansion of the College Depot program to accommodate growing demand for additional GED classes, ACT/SAT prep classes, and oneon-one counseling appointments. The program expansion is projected to serve 291 additional students, offer 103 additional classes, and increase the one-on-one GRIT appointments by 546 hours. 2.0 210,065 - Library IT Support: Add two information technology positions to support expanded technology services. Positions include a Lead Information Technology Systems Specialist to manage teams that support 60 applications, 1,000 public access computers, and multiple platforms for 17 libraries; and a User Technology Specialist position to support new programs to reach customers remotely such as the public laptop lending program. 2.0 306,110 - Library Accounting: Add an Accountant II position to oversee the daily operation of the Library's accounting section. This position will provide support for accounts payables and receivables, fixed asset accounting, bank account reconciliations, inter-agency invoices, grant administration support, expenditures review, response to auditors, and payroll accounting. 1.0 92,637 - Total 5.0 790,012 230 Table of Contents-Part I POSITION SCHEDULE COMMUNITY ENRICHMENT PROGRAM LIBRARY 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Summary by Division Administration & Technology Services 55.0 0.0 55.0 5.0 60.0 Central Library 87.1 3.6 90.7 0.0 90.7 Branch Library Services 219.5 (7.1) 212.4 0.0 212.4 Collections & Programming 27.0 0.0 27.0 0.0 27.0 Library Grants 12.7 0.0 12.7 0.0 12.7 Total 401.3 (3.5) 397.8 5.0 402.8 Administration & Technology Services Full-Time Ongoing Job Class and Grade Accountant I 030 1.0 0.0 1.0 0.0 1.0 Accountant II 033 0.0 0.0 0.0 1.0 1.0 Account Clerk II 321 1.0 0.0 1.0 0.0 1.0 Account Clerk III 325 1.0 0.0 1.0 0.0 1.0 Admin Asst II 035 1.0 0.0 1.0 1.0 2.0 Admin Secretary 027 1.0 0.0 1.0 0.0 1.0 Budget Analyst II 035 1.0 0.0 1.0 0.0 1.0 Building Maint Worker*U2 220 2.0 0.0 2.0 0.0 2.0 Caseworker II 028 3.0 0.0 3.0 1.0 4.0 City Librarian (NC) 907 1.0 0.0 1.0 0.0 1.0 Contracts Specialist I 030 1.0 (1.0) 0.0 0.0 0.0 Courier 211 3.0 0.0 3.0 0.0 3.0 Curriculum/Training Coord 033 1.0 0.0 1.0 0.0 1.0 Department Budget Supervisor 037 1.0 0.0 1.0 0.0 1.0 Deputy Library Director 841 3.0 0.0 3.0 0.0 3.0 Human Resources Aide*U7 026 1.0 0.0 1.0 0.0 1.0 Human Resources Officer 035 1.0 0.0 1.0 0.0 1.0 Info Tech Analyst/Prg II 037 2.0 0.0 2.0 0.0 2.0 Info Tech Analyst/Prg III 039 1.0 0.0 1.0 0.0 1.0 Lead Info Tech Systems Spec 042 0.0 0.0 0.0 1.0 1.0 Lead User Technology Spec 039 2.0 0.0 2.0 0.0 2.0 Librarian II 032 2.0 0.0 2.0 0.0 2.0 Librarian IV 037 1.0 0.0 1.0 0.0 1.0 Management Asst I 031 1.0 0.0 1.0 0.0 1.0 231 Table of Contents-Part I POSITION SCHEDULE COMMUNITY ENRICHMENT PROGRAM LIBRARY 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Management Asst II 037 1.0 0.0 1.0 0.0 1.0 Management Services Adm 841 1.0 0.0 1.0 0.0 1.0 Project Management Assistant 031 0.0 1.0 1.0 0.0 1.0 Project Manager 036 1.0 0.0 1.0 0.0 1.0 Secretary II 321 1.0 0.0 1.0 0.0 1.0 Senior Human Resources Analyst 033 1.0 0.0 1.0 0.0 1.0 Senior Human Resources Clerk 723 1.0 0.0 1.0 0.0 1.0 Senior Info Tech Systems Spec 040 1.0 0.0 1.0 0.0 1.0 Senior User Technology Spec 037 2.0 0.0 2.0 0.0 2.0 Supplies Clerk III*U7 027 1.0 0.0 1.0 0.0 1.0 User Technology Specialist 035 3.0 0.0 3.0 1.0 4.0 45.0 0.0 45.0 5.0 50.0 Full-Time Total Part-Time Ongoing Job Class and Grade Librarian I Part-Time 030 0.7 0.0 0.7 0.0 0.7 Library Assistant Part-Time 026 3.6 0.0 3.6 0.0 3.6 Library Clerk II Part-Time 318 2.7 0.0 2.7 0.0 2.7 Library Clerk I Part-Time 316 1.8 0.0 1.8 0.0 1.8 User Technology Specialist Part-Time 035 1.2 0.0 1.2 0.0 1.2 Part-Time Total 10.0 0.0 10.0 0.0 10.0 Administration & Technology Services Total 55.0 0.0 55.0 5.0 60.0 Central Library Full-Time Ongoing Job Class and Grade Librarian I 030 3.0 0.0 3.0 0.0 3.0 Librarian II 032 5.0 0.0 5.0 0.0 5.0 Librarian III 035 4.0 0.0 4.0 0.0 4.0 Librarian IV 037 2.0 0.0 2.0 0.0 2.0 Library Assistant 026 8.0 0.0 8.0 0.0 8.0 Library Circulation Attnd I 318 7.0 0.0 7.0 0.0 7.0 Library Circulation Attnd II 320 5.0 0.0 5.0 0.0 5.0 Library Circulation Attnd III 023 4.0 0.0 4.0 0.0 4.0 Library Clerk II 318 1.0 0.0 1.0 0.0 1.0 Library Support Services Supv 027 1.0 0.0 1.0 0.0 1.0 232 Table of Contents-Part I POSITION SCHEDULE COMMUNITY ENRICHMENT PROGRAM LIBRARY 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Municipal Security Guard 323 3.0 7.0 10.0 0.0 10.0 Municipal Security Guard*Ld-U7 025 2.0 0.0 2.0 0.0 2.0 Security Systems Supervisor 034 1.0 0.0 1.0 0.0 1.0 46.0 7.0 53.0 0.0 53.0 Full-Time Total Part-Time Ongoing Job Class and Grade Librarian I Part-Time 030 0.7 0.0 0.7 0.0 0.7 Library Assistant Part-Time 026 18.8 0.0 18.8 0.0 18.8 Library Circulation Attnd I Part-Time 318 7.4 0.0 7.4 0.0 7.4 Library Clerk II Part-Time 318 1.4 0.0 1.4 0.0 1.4 Library Clerk I Part-Time 316 0.7 0.0 0.7 0.0 0.7 Library Page Part-Time 311 5.8 0.0 5.8 0.0 5.8 Municipal Security Guard Part-Time 323 6.3 (3.4) 2.9 0.0 2.9 Part-Time Total 41.1 (3.4) 37.7 0.0 37.7 Central Library Total 87.1 3.6 90.7 0.0 90.7 Branch Library Services Full-Time Ongoing Job Class and Grade Librarian I 030 13.0 0.0 13.0 0.0 13.0 Librarian II 032 19.0 0.0 19.0 0.0 19.0 Librarian III 035 11.0 0.0 11.0 0.0 11.0 Librarian IV 037 5.0 0.0 5.0 0.0 5.0 Library Assistant 026 2.0 0.0 2.0 0.0 2.0 Library Circulation Attnd II 320 11.0 0.0 11.0 0.0 11.0 Library Circulation Attnd III 023 10.0 0.0 10.0 0.0 10.0 Library Clerk I*Extension Svcs 317 5.0 0.0 5.0 0.0 5.0 Municipal Security Guard 323 9.0 0.0 9.0 0.0 9.0 85.0 0.0 85.0 0.0 85.0 Full-Time Total 233 Table of Contents-Part I POSITION SCHEDULE COMMUNITY ENRICHMENT PROGRAM LIBRARY 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Part-Time Ongoing Job Class and Grade Librarian I Part-Time 030 0.8 0.0 0.8 0.0 0.8 Library Assistant Part-Time 026 30.0 0.0 30.0 0.0 30.0 Library Circulation Attnd I Part-Time 318 39.9 0.0 39.9 0.0 39.9 Library Page Part-Time 311 45.6 0.0 45.6 0.0 45.6 Municipal Security Guard Part-Time 323 18.2 (7.1) 11.1 0.0 11.1 Part-Time Total 134.5 (7.1) 127.4 0.0 127.4 Branch Library Services Total 219.5 (7.1) 212.4 0.0 212.4 Collections & Programming Full-Time Ongoing Job Class and Grade Admin Asst I 030 1.0 0.0 1.0 0.0 1.0 Admin Asst II 035 1.0 0.0 1.0 0.0 1.0 Clerk I 316 1.0 0.0 1.0 0.0 1.0 Librarian I 030 1.0 0.0 1.0 0.0 1.0 Librarian II 032 5.0 (1.0) 4.0 0.0 4.0 Librarian III 035 0.0 1.0 1.0 0.0 1.0 Librarian IV 037 3.0 0.0 3.0 0.0 3.0 Library Assistant 026 1.0 0.0 1.0 0.0 1.0 Library Circulation Attnd III 023 1.0 0.0 1.0 0.0 1.0 Library Clerk I 316 1.0 0.0 1.0 0.0 1.0 Library Technical Assistant 324 5.0 0.0 5.0 0.0 5.0 Management Asst II 037 1.0 0.0 1.0 0.0 1.0 21.0 0.0 21.0 0.0 21.0 Full-Time Total Part-Time Ongoing Job Class and Grade Clerk I Part-Time 316 0.6 0.0 0.6 0.0 0.6 Library Assistant Part-Time 026 2.9 0.0 2.9 0.0 2.9 Library Clerk II Part-Time 318 0.7 0.0 0.7 0.0 0.7 Library Clerk I Part-Time 316 0.7 0.0 0.7 0.0 0.7 4.9 0.0 4.9 0.0 4.9 Part-Time Total 234 Table of Contents-Part I POSITION SCHEDULE COMMUNITY ENRICHMENT PROGRAM LIBRARY 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Temporary Job Class and Grade Library Assistant Part-Time 026 1.1 0.0 1.1 0.0 1.1 Temporary Total 1.1 0.0 1.1 0.0 1.1 Collections & Programming Total 27.0 0.0 27.0 0.0 27.0 2.0 0.0 2.0 0.0 2.0 2.0 0.0 2.0 0.0 2.0 8.9 0.0 8.9 0.0 8.9 8.9 0.0 8.9 0.0 8.9 1.8 0.0 1.8 0.0 1.8 Temporary Total 1.8 0.0 1.8 0.0 1.8 Library Grants Total 12.7 0.0 12.7 0.0 12.7 Library Total 401.3 (3.5) 397.8 5.0 402.8 Library Grants Full-Time Ongoing Job Class and Grade Admin Asst I 030 Full-Time Total Part-Time Ongoing Job Class and Grade Library Assistant Part-Time 026 Part-Time Total Temporary Job Class and Grade Library Assistant Part-Time 026 235 Table of Contents-Part I Phoenix Convention Center Administration Business Services Facilities & Services Sales & Marketing Tourism and Hospitality Venue Operations 236 Table of Contents-Part I DEPARTMENT SUMMARY COMMUNITY ENRICHMENT PROGRAM PHOENIX CONVENTION CENTER Program Goal The Phoenix Convention Center encourages organizations to hold conventions and trade shows in Phoenix, and facilitates activities that expand the leisure time activities for the public by providing diversified entertainment and cultural programs in downtown Phoenix. Expenditures by Organizational Area * Business Services 2019-20 Actual 2020-21 Estimate 2021-22 Budget % Change From 2020-21 8,086,491 7,848,048 8,224,483 4.8% 750,136 716,451 658,091 -8.1% Facilities & Services 8,365,336 7,237,203 7,696,727 6.3% Venue Operations 33,325,450 32,690,874 28,717,476 -12.2% Sales & Marketing 2,561,695 2,364,971 2,371,487 0.3% 590,684 555,000 555,000 0.0% 53,679,792 51,412,547 48,223,264 -6.2% Administration Tourism and Hospitality Total * Expenditures are net all inter-departmental and intra-departmental charges and credits. Expenditures by Character 2019-20 Actual 2020-21 Estimate 2021-22 Budget % Change From 2020-21 Personal Services 21,286,692 19,563,145 19,512,239 -0.3% Contractual Services 28,060,690 27,491,619 25,935,342 -5.7% Commodities 1,315,263 1,648,228 1,392,579 -15.5% Capital Outlay 1,866,909 1,940,786 471,500 -75.7% Internal Charges and Credits 1,148,943 768,769 911,604 18.6% 1,295 - - 0.0% 53,679,792 51,412,547 48,223,264 -6.2% Other Expenditures and Transfers Total Expenditures by Funding Source 2019-20 Actual 2020-21 Estimate 2021-22 Budget % Change From 2020-21 General Fund 2,199,557 2,386,264 2,292,322 -3.9% Sports Facilities 590,684 555,000 555,000 0.0% Convention Center 50,889,551 48,471,283 45,375,942 -6.4% Total 53,679,792 51,412,547 48,223,264 -6.2% Authorized Positions 2019-20 Actual 2020-21 Estimate 2021-22 Budget Full-Time Ongoing Positions 196.0 195.0 195.0 Part-Time Ongoing Positions 24.0 24.0 24.0 Temporary Positions 0.0 0.0 0.0 220.0 219.0 219.0 Total 237 Table of Contents-Part I POSITION SCHEDULE COMMUNITY ENRICHMENT PROGRAM PHOENIX CONVENTION CENTER 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Summary by Division Business Services 27.4 0.0 27.4 0.0 27.4 Administration 5.0 (1.0) 4.0 0.0 4.0 Facilities & Services 131.6 0.0 131.6 0.0 131.6 Venue Operations 33.0 0.0 33.0 0.0 33.0 Sales & Marketing 23.0 0.0 23.0 0.0 23.0 Total 220.0 (1.0) 219.0 0.0 219.0 Business Services Full-Time Ongoing Job Class and Grade Accountant I 030 2.0 0.0 2.0 0.0 2.0 Accountant II 033 2.0 0.0 2.0 0.0 2.0 Accountant III 035 1.0 0.0 1.0 0.0 1.0 Account Clerk III 325 1.0 0.0 1.0 0.0 1.0 Admin Aide*Empl Parking Coord 327 1.0 0.0 1.0 0.0 1.0 Admin Aide*U8 726 1.0 0.0 1.0 0.0 1.0 Admin Asst II 035 1.0 0.0 1.0 0.0 1.0 Asst Ticket Services Supv 027 1.0 0.0 1.0 0.0 1.0 Budget Analyst II 035 1.0 0.0 1.0 0.0 1.0 Contracts Specialist II 035 3.0 0.0 3.0 0.0 3.0 Deputy Convention Center Dir 842 1.0 0.0 1.0 0.0 1.0 Fiscal Manager 040 1.0 0.0 1.0 0.0 1.0 Management Asst II 037 2.0 0.0 2.0 0.0 2.0 Property Manager 037 1.0 0.0 1.0 0.0 1.0 Secretary III 025 1.0 0.0 1.0 0.0 1.0 Senior Buyer 032 1.0 0.0 1.0 0.0 1.0 Senior Human Resources Clerk 723 1.0 0.0 1.0 0.0 1.0 Ticket Services Supervisor 030 1.0 0.0 1.0 0.0 1.0 23.0 0.0 23.0 0.0 23.0 4.4 0.0 4.4 0.0 4.4 4.4 0.0 4.4 0.0 4.4 Full-Time Total Part-Time Ongoing Job Class and Grade Ticket Seller Part-Time Part-Time Total 320 238 Table of Contents-Part I POSITION SCHEDULE COMMUNITY ENRICHMENT PROGRAM PHOENIX CONVENTION CENTER 2020-21 Budgeted Positions Business Services Total 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions 27.4 0.0 27.4 0.0 27.4 0.0 1.0 0.0 1.0 Administration Full-Time Ongoing Job Class and Grade Admin Secretary 027 1.0 Convention Center Dir (NC) 908 1.0 0.0 1.0 0.0 1.0 Management Asst II 037 1.0 (1.0) 0.0 0.0 0.0 Secretary II 321 1.0 0.0 1.0 0.0 1.0 Special Projects Administrator 840 1.0 0.0 1.0 0.0 1.0 Full-Time Total 5.0 (1.0) 4.0 0.0 4.0 Administration Total 5.0 (1.0) 4.0 0.0 4.0 Facilities & Services Full-Time Ongoing Job Class and Grade Admin Asst II 035 1.0 0.0 1.0 0.0 1.0 Asst Event Services Manager 033 1.0 0.0 1.0 0.0 1.0 Building Equipment Supervisor 032 2.0 0.0 2.0 0.0 2.0 Building Equip Op I 222 6.0 0.0 6.0 0.0 6.0 Building Equip Op II 223 3.0 0.0 3.0 0.0 3.0 Building Maintenance Supv 033 2.0 0.0 2.0 0.0 2.0 Building Maint Foreman 031 3.0 0.0 3.0 0.0 3.0 Building Maint Worker*U2 220 9.0 0.0 9.0 0.0 9.0 Convention Center Maint Supt 039 1.0 0.0 1.0 0.0 1.0 Deputy Convention Center Dir 842 1.0 0.0 1.0 0.0 1.0 Electrical Facilities Supv 034 1.0 0.0 1.0 0.0 1.0 Electrical Maintenance Foreman 032 2.0 0.0 2.0 0.0 2.0 Electrician 222 9.0 0.0 9.0 0.0 9.0 Electrician*Lead 223 2.0 0.0 2.0 0.0 2.0 Event Services Lead 023 17.0 0.0 17.0 0.0 17.0 Event Services Manager 035 1.0 0.0 1.0 0.0 1.0 Event Services Supervisor 026 6.0 0.0 6.0 0.0 6.0 Event Services Worker 210 25.0 0.0 25.0 0.0 25.0 239 Table of Contents-Part I POSITION SCHEDULE COMMUNITY ENRICHMENT PROGRAM PHOENIX CONVENTION CENTER 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Info Tech Analyst/Prg I 035 1.0 0.0 1.0 0.0 1.0 Info Tech Analyst/Prg II 037 1.0 0.0 1.0 0.0 1.0 Info Tech Analyst/Prg III 039 1.0 0.0 1.0 0.0 1.0 Lead User Technology Spec 039 1.0 0.0 1.0 0.0 1.0 Management Asst I 031 1.0 0.0 1.0 0.0 1.0 Management Asst II 037 1.0 0.0 1.0 0.0 1.0 Production Assistant 027 1.0 0.0 1.0 0.0 1.0 Project Manager 036 1.0 0.0 1.0 0.0 1.0 Secretary II 321 1.0 0.0 1.0 0.0 1.0 Senior Building Equipment Supv 034 1.0 0.0 1.0 0.0 1.0 Senior Info Tech Systems Spec 040 1.0 0.0 1.0 0.0 1.0 Senior User Technology Spec 037 2.0 0.0 2.0 0.0 2.0 Supplies Clerk III*U7 027 1.0 0.0 1.0 0.0 1.0 Supplies Clerk II*U2 215 1.0 0.0 1.0 0.0 1.0 Supplies Clerk I*U2 212 3.0 0.0 3.0 0.0 3.0 Support Services Aide 324 4.0 0.0 4.0 0.0 4.0 Trades Helper*U2 213 3.0 0.0 3.0 0.0 3.0 User Technology Specialist 035 1.0 0.0 1.0 0.0 1.0 User Technology Specialist*U2 228 5.0 0.0 5.0 0.0 5.0 Welder*U2 222 1.0 0.0 1.0 0.0 1.0 124.0 0.0 124.0 0.0 124.0 7.6 0.0 7.6 0.0 7.6 7.6 0.0 7.6 0.0 7.6 131.6 0.0 131.6 0.0 131.6 Full-Time Total Part-Time Ongoing Job Class and Grade Event Services Worker Part-Time 210 Part-Time Total Facilities & Services Total Venue Operations Full-Time Ongoing Job Class and Grade Asst Event Services Manager 033 1.0 0.0 1.0 0.0 1.0 Asst Production Services Mgr 035 1.0 0.0 1.0 0.0 1.0 Asst Security Systems Supv 032 1.0 0.0 1.0 0.0 1.0 Deputy Convention Center Dir 842 1.0 0.0 1.0 0.0 1.0 Events Coordinator 031 6.0 0.0 6.0 0.0 6.0 240 Table of Contents-Part I POSITION SCHEDULE COMMUNITY ENRICHMENT PROGRAM PHOENIX CONVENTION CENTER 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Facility Coordinator 036 4.0 0.0 4.0 0.0 4.0 Locksmith 217 1.0 0.0 1.0 0.0 1.0 Production Assistant 027 1.0 0.0 1.0 0.0 1.0 Production Coordinator 033 5.0 0.0 5.0 0.0 5.0 Production Services Manager 037 1.0 0.0 1.0 0.0 1.0 Secretary III 025 1.0 0.0 1.0 0.0 1.0 Senior Drafting Technician 328 1.0 0.0 1.0 0.0 1.0 Sign Specialist II*U2 215 1.0 0.0 1.0 0.0 1.0 Volunteer Coordinator 033 1.0 0.0 1.0 0.0 1.0 26.0 0.0 26.0 0.0 26.0 Full-Time Total Part-Time Ongoing Job Class and Grade Events Representative Part-Time 326 5.0 0.0 5.0 0.0 5.0 Production Assistant Part-Time 027 2.0 0.0 2.0 0.0 2.0 Part-Time Total 7.0 0.0 7.0 0.0 7.0 Venue Operations Total 33.0 0.0 33.0 0.0 33.0 Sales & Marketing Full-Time Ongoing Job Class and Grade Admin Asst I 030 1.0 0.0 1.0 0.0 1.0 Admin Asst II 035 1.0 0.0 1.0 0.0 1.0 Deputy Convention Center Dir 842 1.0 0.0 1.0 0.0 1.0 Planning Graphic Designer 332 1.0 0.0 1.0 0.0 1.0 Public Information Officer 035 1.0 0.0 1.0 0.0 1.0 Sales Manager 033 7.0 0.0 7.0 0.0 7.0 Sales Supervisor 036 1.0 0.0 1.0 0.0 1.0 Secretary III 025 1.0 0.0 1.0 0.0 1.0 Senior Sales/Marketing Supv 038 2.0 0.0 2.0 0.0 2.0 Support Services Aide 324 2.0 0.0 2.0 0.0 2.0 18.0 0.0 18.0 0.0 18.0 5.0 0.0 5.0 0.0 5.0 5.0 0.0 5.0 0.0 5.0 Full-Time Total Part-Time Ongoing Job Class and Grade Customer Service Clerk Part-Time Part-Time Total 320 241 Table of Contents-Part I POSITION SCHEDULE COMMUNITY ENRICHMENT PROGRAM PHOENIX CONVENTION CENTER 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Sales & Marketing Total 23.0 0.0 23.0 0.0 23.0 Phoenix Convention Center Total 220.0 (1.0) 219.0 0.0 219.0 242 Table of Contents-Part I Table of Contents-Part I Human Services Business & Work Force Development Community Initiative Director's Office Education Family Services Food Delivery Homeless Services Administration Management Services Senior Services Victim Services 244 Table of Contents-Part I DEPARTMENT SUMMARY COMMUNITY ENRICHMENT PROGRAM HUMAN SERVICES Program Goal The Human Services Department promotes self-sufficiency by providing a wide array of services that foster the economic, physical and social well-being of residents. Expenditures by Organizational Area * Management Services 2019-20 Actual 2020-21 Estimate 2021-22 Budget % Change From 2020-21 3,593,663 66,642,994 43,279,910 -35.1% Director's Office 988,408 1,039,408 1,177,720 13.3% Victim Services 2,458,019 3,033,332 3,125,939 3.1% Education 37,247,753 39,375,135 46,867,293 19.0% Homeless Services Administration 5,624,780 5,356,227 5,939,381 10.9% Senior Services 9,054,972 12,869,899 9,748,419 -24.3% Family Services 13,905,449 15,036,270 15,211,931 1.2% 185,075 385,444 440,820 14.4% 12,585,499 15,901,646 21,765,947 36.9% - 674,933 75,576 -88.8% 85,643,618 160,315,288 147,632,936 -7.9% Community Initiative Business & Work Force Development Food Delivery Total * Expenditures are net all inter-departmental and intra-departmental charges and credits. Expenditures by Character 2019-20 Actual 2020-21 Estimate 2021-22 Budget % Change From 2020-21 Personal Services 32,933,917 35,125,722 38,232,517 8.8% Contractual Services 48,058,601 113,253,416 101,108,021 -10.7% 931,426 2,585,147 622,346 -75.9% Commodities Capital Outlay 122,263 94,500 35,000 -63.0% Internal Charges and Credits 3,909,584 9,563,248 7,855,225 -17.9% Other Expenditures and Transfers (312,173) (306,745) (220,173) 28.2% 85,643,618 160,315,288 147,632,936 -7.9% Total Expenditures by Funding Source 2019-20 Actual 2020-21 Estimate 2021-22 Budget % Change From 2020-21 General Fund 18,987,494 20,410,329 22,050,723 8.0% Other Restricted 1,503,172 1,397,317 742,471 -46.9% Grants 64,746,953 138,127,642 124,459,742 -9.9% Wastewater 173,000 155,000 155,000 0.0% Water 233,000 225,000 225,000 0.0% Total 85,643,618 160,315,288 147,632,936 -7.9% 245 Table of Contents-Part I DEPARTMENT SUMMARY COMMUNITY ENRICHMENT PROGRAM HUMAN SERVICES Authorized Positions 2019-20 Actual Full-Time Ongoing Positions 2020-21 Estimate 356.0 2021-22 Budget 356.0 360.0 Part-Time Ongoing Positions 4.0 4.0 4.0 Temporary Positions 31.0 32.0 31.0 Total 391.0 392.0 395.0 246 Table of Contents-Part I 352*5$0&+$1*(6 &20081,7<(15,&+0(17352*5$0 +80$16(59,&(6  5HGXFWLRQV 'HVFULSWLRQ 3RVLWLRQV $PRXQW   $GGLWLRQV )XOO100.0% Commodities 8,688 10,490 14,365 36.9% Internal Charges and Credits (272,743) (280,769) (280,555) 0.1% Total 424,529 679,836 910,264 33.9% Expenditures by Funding Source 2019-20 Actual General Fund 2020-21 Estimate 2021-22 Budget % Change From 2020-21 379,198 429,160 474,233 10.5% 11 70,000 90,000 28.6% Grants 45,320 180,676 346,031 91.5% Total 424,529 679,836 910,264 33.9% Other Restricted Authorized Positions 2019-20 Actual 2020-21 Estimate 2021-22 Budget Full-Time Ongoing Positions 4.0 4.0 4.0 Part-Time Ongoing Positions 0.0 0.0 0.0 Temporary Positions 1.0 1.0 0.0 Total 5.0 5.0 4.0 259 Table of Contents-Part I POSITION SCHEDULE ENVIRONMENTAL SERVICES PROGRAM OFFICE OF SUSTAINABILITY 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Full-Time Ongoing Job Class and Grade Chief Sustainability Off (NC) 907 1.0 0.0 1.0 0.0 1.0 Energy Management Specialist 035 1.0 0.0 1.0 0.0 1.0 Energy Management Supt 038 1.0 0.0 1.0 0.0 1.0 Environmental Quality Spec 035 1.0 0.0 1.0 0.0 1.0 4.0 0.0 4.0 0.0 4.0 Full-Time Total Temporary Job Class and Grade Economic Development Prog Mgr 1.0 0.0 1.0 (1.0) 0.0 Temporary Total 038 1.0 0.0 1.0 (1.0) 0.0 Office of Sustainability Total 5.0 0.0 5.0 (1.0) 4.0 260 Table of Contents-Part I Table of Contents-Part I Environmental Programs Air Quality Brownfields Program Pollution Prevention Water Programs 262 Table of Contents-Part I DEPARTMENT SUMMARY ENVIRONMENTAL SERVICES PROGRAM ENVIRONMENTAL PROGRAMS Program Goal The Office of Environmental Programs provides coordination and monitoring for the city’s environmental programs and activities, and develops and implements regulatory policies and programs. Expenditures by Organizational Area * 2019-20 Actual 2020-21 Estimate 2021-22 Budget % Change From 2020-21 Water Programs 641,611 735,665 788,519 7.2% Air Quality 349,074 420,967 500,073 18.8% Brownfields Program 259,741 2,419,363 520,679 -78.5% Pollution Prevention 49,149 179,666 187,378 4.3% 1,299,575 3,755,661 1,996,649 -46.8% Total * Expenditures are net all inter-departmental and intra-departmental charges and credits. Expenditures by Character 2019-20 Actual 2020-21 Estimate 2021-22 Budget % Change From 2020-21 Personal Services 1,478,899 1,477,520 1,673,564 13.3% Contractual Services 320,081 2,718,550 766,740 -71.8% Commodities 1,799 5,236 5,236 0.0% Capital Outlay 40,937 1,775 - -100.0% Internal Charges and Credits (542,141) (447,420) (448,891) -0.3% Total 1,299,575 3,755,661 1,996,649 -46.8% Expenditures by Funding Source 2019-20 Actual 2020-21 Estimate 2021-22 Budget % Change From 2020-21 General Fund 619,503 733,561 1,280,009 74.5% Capital Construction 64,066 70,175 70,175 0.0% Other Restricted 158,669 183,262 198,856 8.5% Grants 103,786 2,370,097 16,121 -99.3% Water 353,550 398,566 431,488 8.3% Total 1,299,575 3,755,661 1,996,649 -46.8% Authorized Positions 2019-20 Actual 2020-21 Estimate 2021-22 Budget Full-Time Ongoing Positions 10.0 10.0 11.0 Part-Time Ongoing Positions 0.0 0.0 0.0 Temporary Positions 0.0 0.0 0.0 Total 10.0 10.0 11.0 263 Table of Contents-Part I PROGRAM CHANGES ENVIRONMENTAL SERVICES PROGRAM ENVIRONMENTAL PROGRAMS Description 2021-22 2021-22 2022-23 Reductions Additions Full Year Positions Amount Positions Amount Cost COVID Response and Resilience: Add funding for a Program Manager to continue the COVID-19 emergency food assistance program, the 2025 Phoenix Food Day Action Plan approved by Council in March 2020, and community engagement by hosting educational events and workshops including Phoenix Food Day. 1.0 300,000 - Climate Change and Support: Add funding to support existing and future needs relating to air quality, climate and resilience planning. Funds will be used to conduct greenhouse gas emissions inventories, facilitate bilingual community engagement, implementation of the Climate Action Plan and efforts to reduce emissions. 0.0 200,000 - Total 1.0 500,000 264 Table of Contents-Part I POSITION SCHEDULE ENVIRONMENTAL SERVICES PROGRAM ENVIRONMENTAL PROGRAMS 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Summary by Division Water Programs 6.0 0.0 6.0 0.0 6.0 Air Quality 2.0 0.0 2.0 0.0 2.0 Brownfields Program 1.0 0.0 1.0 1.0 2.0 Pollution Prevention 1.0 0.0 1.0 0.0 1.0 Total 10.0 0.0 10.0 1.0 11.0 Water Programs Full-Time Ongoing Job Class and Grade Environmental Programs Coord 039 2.0 0.0 2.0 0.0 2.0 Environmental Programs Manager 903 1.0 0.0 1.0 0.0 1.0 Environmental Quality Spec 035 3.0 0.0 3.0 0.0 3.0 Full-Time Total 6.0 0.0 6.0 0.0 6.0 Water Programs Total 6.0 0.0 6.0 0.0 6.0 Air Quality Full-Time Ongoing Job Class and Grade Environmental Quality Spec 2.0 0.0 2.0 0.0 2.0 Full-Time Total 035 2.0 0.0 2.0 0.0 2.0 Air Quality Total 2.0 0.0 2.0 0.0 2.0 Brownfields Program Full-Time Ongoing Job Class and Grade Economic Development Prog Mgr 038 0.0 0.0 0.0 1.0 1.0 Environmental Programs Coord 039 1.0 0.0 1.0 0.0 1.0 Full-Time Total 1.0 0.0 1.0 1.0 2.0 Brownfields Program Total 1.0 0.0 1.0 1.0 2.0 265 Table of Contents-Part I POSITION SCHEDULE ENVIRONMENTAL SERVICES PROGRAM ENVIRONMENTAL PROGRAMS 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Pollution Prevention Full-Time Ongoing Job Class and Grade Secretary III 025 1.0 0.0 1.0 0.0 1.0 Full-Time Total 1.0 0.0 1.0 0.0 1.0 Pollution Prevention Total 1.0 0.0 1.0 0.0 1.0 Environmental Programs Total 10.0 0.0 10.0 1.0 11.0 266 Table of Contents-Part I Table of Contents-Part I Public Works Facilities Management Administration Fleet Services 268 Table of Contents-Part I DEPARTMENT SUMMARY ENVIRONMENTAL SERVICES PROGRAM PUBLIC WORKS Program Goal The Public Works Department provides mechanical and electrical maintenance and energy conservation services for city facilities; procures, manages and maintains the city’s fleet of vehicular equipment; and provides for the economical, safe and aesthetic design and construction of facilities on city property. Expenditures by Organizational Area * 2019-20 Actual 2020-21 Estimate 2021-22 Budget % Change From 2020-21 Administration 4,745,102 9,423,291 5,404,608 -42.6% Facilities Management 12,415,665 12,738,570 15,235,557 19.6% Fleet Services 1,844,896 1,060,541 2,728,141 >100.0% Total 19,005,663 23,222,402 23,368,306 0.6% * Expenditures are net all inter-departmental and intra-departmental charges and credits. Expenditures by Character Personal Services 2019-20 Actual 2020-21 Estimate 42,015,864 2021-22 Budget 45,329,911 % Change From 2020-21 49,492,122 9.2% Contractual Services 41,726,324 37,680,863 36,677,157 -2.7% Commodities 28,552,998 27,314,615 27,446,471 0.5% Capital Outlay 2,278,960 1,679,986 2,332,619 38.8% (95,461,160) (88,917,534) (92,714,624) -4.3% (107,322) 134,561 134,561 0.0% 19,005,663 23,222,402 23,368,306 0.6% Internal Charges and Credits Other Expenditures and Transfers Total Expenditures by Funding Source General Fund 2019-20 Actual 2020-21 Estimate 2021-22 Budget % Change From 2020-21 18,181,237 20,506,899 22,727,675 10.8% Other Restricted 49,773 44,622 640,631 >100.0% Grants 774,653 2,670,881 - -100.0% Total 19,005,663 23,222,402 23,368,306 0.6% Authorized Positions 2019-20 Actual 2020-21 Estimate 2021-22 Budget Full-Time Ongoing Positions 421.0 421.0 436.0 Part-Time Ongoing Positions 1.0 0.0 0.0 Temporary Positions Total 269 4.0 10.0 7.0 426.0 431.0 443.0 Table of Contents-Part I PROGRAM CHANGES ENVIRONMENTAL SERVICES PROGRAM PUBLIC WORKS Description 2021-22 2021-22 2022-23 Reductions Additions Full Year Positions Amount Positions Amount Cost City Hall by Appointment: Add staff and resources to support the operation of the appointment only counter at Phoenix City Hall and the Calvin Goode building. In response to COVID health concerns, three full-time Support Service Aide positions will support, coordinate and schedule appointments for residents and manage authorized access to these facilities. The appointment only desk is currently being staffed on a temporary basis with part-time Parks and Recreation staff that were displaced due to COVID closures. 3.0 190,811 - Human Services Campus Cleanup: Add funding to support the coordination and expansion of the Human Services Campus Clean-Up service. The request includes adding one Supervisor and two Solid Waste Equipment Operator positions, one Rear Loader, one Articulator Loader, and one Trailer. Positions will be in the Solid Waste Division of Public Works. 0.0 815,208 - Floodplain Management: Add one Civil Engineer II to support the Floodplain Management program and assist in maintaining Federal Emergency Management Agency (FEMA) compliance to the National Flood Insurance Program (NFIP) and the Community Rating System (CRS) which provides insurance premium discounts for residents. This position is needed to assist in completing the increasingly complex compliance requirements. 1.0 106,813 - Fleet Maintenance: Restore 10 fleet maintenance positions that support the Fire, Parks and Recreation, Public Works Solid Waste, Street Transportation, and Water Services Departments. Funding for these positions is primarily from Non-General Fund departments. Adding these positions will decrease downtime and service delays. The cost of these positions will be partially offset by a reduction in contract vendor funding. The ten positions include two Equipment Service Worker II, five Heavy Equipment Mechanic, one Auto Technician, one Auto Parts Clerk II and one Support Services Aide. 10.0 136,455 - Add one Senior Human Resources Analyst position to provide support to the Solid Waste divisions. This position is located in the General Fund but will be funded by the Solid Waste fund and is needed to increase response time, provide supervisor support, process corrective actions and recruitments. 1.0 - - Total 15.0 1,249,287 270 Table of Contents-Part I POSITION SCHEDULE ENVIRONMENTAL SERVICES PROGRAM PUBLIC WORKS 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Summary by Division Administration 57.0 6.0 63.0 2.0 65.0 Facilities Management 121.0 (1.0) 120.0 0.0 120.0 Fleet Services 248.0 0.0 248.0 10.0 258.0 Total 426.0 5.0 431.0 12.0 443.0 Administration Full-Time Ongoing Job Class and Grade Accountant I 030 1.0 0.0 1.0 0.0 1.0 Accountant II 033 2.0 0.0 2.0 0.0 2.0 Accountant III 035 1.0 0.0 1.0 0.0 1.0 Account Clerk III 325 1.0 0.0 1.0 0.0 1.0 Admin Asst I 030 1.0 0.0 1.0 0.0 1.0 Admin Asst II 035 3.0 0.0 3.0 0.0 3.0 Admin Secretary 027 1.0 0.0 1.0 0.0 1.0 Asst Public Works Director 906 2.0 0.0 2.0 0.0 2.0 Asst Street Transportation Dir 905 1.0 0.0 1.0 0.0 1.0 Auto Parts Clerk II 215 1.0 0.0 1.0 0.0 1.0 Budget Analyst II 035 1.0 1.0 2.0 0.0 2.0 Business Systems Analyst 033 1.0 0.0 1.0 0.0 1.0 Buyer Aide 326 6.0 0.0 6.0 0.0 6.0 Chief Engineering Tech 331 1.0 0.0 1.0 0.0 1.0 Civil Engineer II 035 1.0 0.0 1.0 1.0 2.0 Civil Engineer III 039 1.0 0.0 1.0 0.0 1.0 Contracts Specialist I 030 2.0 0.0 2.0 0.0 2.0 Contracts Specialist II 035 3.0 0.0 3.0 0.0 3.0 Contracts Specialist II*Lead 037 1.0 0.0 1.0 0.0 1.0 Curriculum/Training Coord 033 1.0 0.0 1.0 0.0 1.0 Department Budget Supervisor 037 1.0 0.0 1.0 0.0 1.0 Environmental Quality Spec 035 1.0 0.0 1.0 0.0 1.0 Human Resources Aide 726 1.0 0.0 1.0 0.0 1.0 Human Resources Analyst 030 1.0 0.0 1.0 0.0 1.0 Human Resources Supervisor 038 1.0 0.0 1.0 0.0 1.0 Info Tech Analyst/Prg II 037 1.0 0.0 1.0 0.0 1.0 271 Table of Contents-Part I POSITION SCHEDULE ENVIRONMENTAL SERVICES PROGRAM PUBLIC WORKS 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Lead Info Tech Systems Spec 042 1.0 0.0 1.0 0.0 1.0 Management Asst II 037 1.0 0.0 1.0 0.0 1.0 Municipal Security Guard*Badge 324 1.0 0.0 1.0 0.0 1.0 Procurement Manager 038 1.0 0.0 1.0 0.0 1.0 Public Works Director (NC) 910 1.0 0.0 1.0 0.0 1.0 Safety Analyst II 033 1.0 0.0 1.0 0.0 1.0 Secretary III 025 2.0 0.0 2.0 0.0 2.0 Senior Engineering Tech 328 1.0 0.0 1.0 0.0 1.0 Senior Human Resources Analyst 033 1.0 0.0 1.0 1.0 2.0 Senior Human Resources Clerk 723 1.0 0.0 1.0 0.0 1.0 Solid Waste Equipment Operator 116 1.0 (1.0) 0.0 0.0 0.0 Support Services Aide 324 2.0 0.0 2.0 3.0 5.0 User Technology Specialist 035 2.0 0.0 2.0 0.0 2.0 54.0 0.0 54.0 5.0 59.0 Full-Time Total Temporary Job Class and Grade Buyer Aide 326 0.0 3.0 3.0 0.0 3.0 Electronic Systems Specialist 225 2.0 0.0 2.0 0.0 2.0 Info Tech Project Manager 041 1.0 0.0 1.0 0.0 1.0 Support Services Aide 324 0.0 3.0 3.0 (3.0) 0.0 Temporary Total 3.0 6.0 9.0 (3.0) 6.0 Administration Total 57.0 6.0 63.0 2.0 65.0 Facilities Management Full-Time Ongoing Job Class and Grade Admin Aide 326 1.0 0.0 1.0 0.0 1.0 Admin Aide*U7 026 1.0 0.0 1.0 0.0 1.0 Admin Asst I 030 2.0 0.0 2.0 0.0 2.0 Budget Analyst II 035 1.0 (1.0) 0.0 0.0 0.0 Building Equipment Supervisor 032 3.0 0.0 3.0 0.0 3.0 Building Equip Op I 222 9.0 0.0 9.0 0.0 9.0 Building Equip Op II 223 14.0 0.0 14.0 0.0 14.0 Building Facilities Supt 038 3.0 0.0 3.0 0.0 3.0 Building Maint Foreman 031 1.0 0.0 1.0 0.0 1.0 272 Table of Contents-Part I POSITION SCHEDULE ENVIRONMENTAL SERVICES PROGRAM PUBLIC WORKS 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Building Maint Worker*U2 220 12.0 0.0 12.0 0.0 12.0 Business Systems Analyst 033 1.0 0.0 1.0 0.0 1.0 Contracts Specialist I 030 1.0 0.0 1.0 0.0 1.0 Deputy Public Works Director 842 2.0 0.0 2.0 0.0 2.0 Electrical Facilities Supv 034 2.0 0.0 2.0 0.0 2.0 Electrical Maintenance Foreman 032 3.0 0.0 3.0 0.0 3.0 Electrician 222 20.0 0.0 20.0 0.0 20.0 Electrician Apprentice (NC) 214 2.0 0.0 2.0 0.0 2.0 Electrician*Lead 223 5.0 0.0 5.0 0.0 5.0 Electronic Systems Specialist 225 5.0 1.0 6.0 0.0 6.0 Energy Management Specialist 035 2.0 0.0 2.0 0.0 2.0 Facilities Projects Planner 225 12.0 (1.0) 11.0 0.0 11.0 Facility Contract Compl Spec 326 2.0 0.0 2.0 0.0 2.0 Inventory Control Specialist 026 1.0 0.0 1.0 0.0 1.0 Project Management Assistant 031 5.0 0.0 5.0 0.0 5.0 Project Manager 036 1.0 0.0 1.0 0.0 1.0 Property Manager 037 2.0 0.0 2.0 0.0 2.0 Secretary II 321 1.0 0.0 1.0 0.0 1.0 Senior Building Equipment Supv 034 1.0 0.0 1.0 0.0 1.0 Supplies Clerk II*U2 215 1.0 0.0 1.0 0.0 1.0 Support Services Aide 324 3.0 1.0 4.0 0.0 4.0 119.0 0.0 119.0 0.0 119.0 1.0 (1.0) 0.0 0.0 0.0 1.0 (1.0) 0.0 0.0 0.0 1.0 0.0 1.0 0.0 1.0 1.0 0.0 1.0 0.0 1.0 121.0 (1.0) 120.0 0.0 120.0 Full-Time Total Part-Time Ongoing Job Class and Grade Support Services Aide Part-Time 324 Part-Time Total Temporary Job Class and Grade Building Facilities Supt Temporary Total Facilities Management Total 038 Fleet Services Full-Time Ongoing Job Class and Grade 273 Table of Contents-Part I POSITION SCHEDULE ENVIRONMENTAL SERVICES PROGRAM PUBLIC WORKS 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Admin Asst I 030 1.0 0.0 1.0 0.0 1.0 Admin Asst II 035 1.0 0.0 1.0 0.0 1.0 Auto Parts Clerk I 212 1.0 0.0 1.0 0.0 1.0 Auto Parts Clerk II 215 12.0 0.0 12.0 1.0 13.0 Auto Parts Clerk III 216 7.0 0.0 7.0 0.0 7.0 Auto Technician 218 0.0 0.0 0.0 1.0 1.0 Auto Technician*Master Tech 220 36.0 0.0 36.0 0.0 36.0 Body Repair Specialist 222 1.0 0.0 1.0 0.0 1.0 Buyer Aide 326 1.0 0.0 1.0 0.0 1.0 Deputy Public Works Director 842 1.0 0.0 1.0 0.0 1.0 Equipment Analyst 037 1.0 0.0 1.0 0.0 1.0 Equipment Control Specialist 330 3.0 0.0 3.0 0.0 3.0 Equipment Fabrication Foreman 031 1.0 0.0 1.0 0.0 1.0 Equipment Maintenance Supt 039 1.0 0.0 1.0 0.0 1.0 Equipment Maintenance Supv 035 7.0 0.0 7.0 0.0 7.0 Equipment Op I*U2 211 2.0 0.0 2.0 0.0 2.0 Equipment Op IV*Fuel Distrib 219 3.0 0.0 3.0 0.0 3.0 Equipment Repair Spec 222 2.0 0.0 2.0 0.0 2.0 Equipment Services Aide 322 3.0 0.0 3.0 0.0 3.0 Equipment Service Wkr I 211 6.0 0.0 6.0 0.0 6.0 Equipment Service Wkr II 215 44.0 0.0 44.0 2.0 46.0 Equipment Shop Foreman 031 19.0 0.0 19.0 0.0 19.0 Fuel Management Specialist 029 1.0 0.0 1.0 0.0 1.0 Fuel System Support Technician 217 1.0 0.0 1.0 0.0 1.0 Heavy Equip Mech 222 62.0 0.0 62.0 5.0 67.0 Heavy Equip Mech*Emer Repair 223 2.0 0.0 2.0 0.0 2.0 Heavy Equip Mech*Landfill Mech 223 3.0 0.0 3.0 0.0 3.0 Heavy Equip Mech*Mobile Repair 223 10.0 0.0 10.0 0.0 10.0 Inventory Control Specialist 026 2.0 0.0 2.0 0.0 2.0 Inventory Management Coord 037 1.0 0.0 1.0 0.0 1.0 Methods & Standards Analyst 222 1.0 0.0 1.0 0.0 1.0 Petroleum Supplies Supervisor 034 1.0 0.0 1.0 0.0 1.0 Public Works Operations Mgr 037 1.0 0.0 1.0 0.0 1.0 Secretary III 025 1.0 0.0 1.0 0.0 1.0 Support Services Aide 324 7.0 0.0 7.0 1.0 8.0 Tire Program Supervisor 031 1.0 0.0 1.0 0.0 1.0 274 Table of Contents-Part I POSITION SCHEDULE ENVIRONMENTAL SERVICES PROGRAM PUBLIC WORKS 2020-21 Budgeted Positions Welder*U2 222 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions 1.0 0.0 1.0 0.0 1.0 Full-Time Total 248.0 0.0 248.0 10.0 258.0 Fleet Services Total 248.0 0.0 248.0 10.0 258.0 Public Works Total 426.0 5.0 431.0 12.0 443.0 275 Table of Contents-Part I Public Works -Solid Waste Management Solid Waste Administration Solid Waste Customer Engagement Solid Waste Disposal Management Solid Waste Field Services 276 Table of Contents-Part I DEPARTMENT SUMMARY ENVIRONMENTAL SERVICES PROGRAM PUBLIC WORKS - SOLID WASTE MANAGEMENT Program Goal The Solid Waste Management Program assists in providing a safe and aesthetically acceptable environment through effective, integrated management of the solid waste stream, including collection, disposal, source reduction and recycling activities. Expenditures by Organizational Area * 2019-20 Actual 2020-21 Estimate 2021-22 Budget % Change From 2020-21 Solid Waste Disposal Management 42,606,221 51,065,068 56,728,593 11.1% Solid Waste Administration 11,167,341 12,618,063 15,676,266 24.2% Solid Waste Customer Engagement 19,754,656 20,454,011 21,218,693 3.7% Solid Waste Field Services 68,414,975 74,631,107 76,815,186 2.9% Total 141,943,193 158,768,249 170,438,738 7.4% * Expenditures are net all inter-departmental and intra-departmental charges and credits. Expenditures by Character 2019-20 Actual 2020-21 Estimate 2021-22 Budget % Change From 2020-21 Personal Services 55,629,585 59,327,155 64,148,590 8.1% Contractual Services 33,260,155 37,305,955 40,285,265 8.0% Commodities 4,026,309 4,443,330 4,304,213 -3.1% Capital Outlay 14,957,759 21,261,395 23,943,947 12.6% Internal Charges and Credits 34,015,770 36,380,414 36,706,723 0.9% 53,615 50,000 1,050,000 >100.0% 141,943,193 158,768,249 170,438,738 7.4% Other Expenditures and Transfers Total Expenditures by Funding Source 2019-20 Actual 2020-21 Estimate 2021-22 Budget % Change From 2020-21 Solid Waste 141,943,193 158,768,249 170,438,738 7.4% Total 141,943,193 158,768,249 170,438,738 7.4% Authorized Positions 2019-20 Actual 2020-21 Estimate 2021-22 Budget Full-Time Ongoing Positions 596.0 606.0 614.0 Part-Time Ongoing Positions 3.0 0.5 0.5 Temporary Positions 4.0 19.0 19.0 603.0 625.5 633.5 Total 277 Table of Contents-Part I PROGRAM CHANGES ENVIRONMENTAL SERVICES PROGRAM PUBLIC WORKS - SOLID WASTE MANAGEMENT 2021-22 Reductions Description Positions Amount 2021-22 2022-23 Additions Full Year Positions Amount Cost Human Services Campus Cleanup: Add funding to support the coordination and expansion of the Human Services Campus Clean-Up service. The request includes adding one Supervisor and two Solid Waste Equipment Operator positions, one Rear Loader, one Articulator Loader, and one Trailer. Positions will be in the Solid Waste Division of Public Works. 3.0 - - Add funding to support the refuse and recycle collection service growth needed to efficiently maintain existing and future service levels. The request is consistent with the 2019 Solid Waste Rate Advisory Committee and financial plan approved by Mayor and City Council. Includes adding four Solid Waste Equipment Operator positions and four Automated Side Loaders. 4.0 2,012,346 - Add one Equipment Operator IV position to support the citywide growth in solid waste tonnage at the SR85 Landfill. This position is needed to reduce overtime, employee fatigue and operational efficiency. 1.0 72,267 - Add one Senior Human Resources Analyst position to provide support to the Solid Waste divisions. This position is located in the General Fund but will be funded by the Solid Waste fund and is needed to increase response time, provide supervisor support, process corrective actions and recruitments. 0.0 94,500 - Total 8.0 2,179,113 278 Table of Contents-Part I POSITION SCHEDULE ENVIRONMENTAL SERVICES PROGRAM PUBLIC WORKS - SOLID WASTE MANAGEMENT 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Summary by Division Solid Waste Disposal Management 121.0 0.0 121.0 1.0 122.0 Solid Waste Administration 29.5 11.0 40.5 0.0 40.5 Solid Waste Customer Engagement 134.0 (8.0) 126.0 3.0 129.0 Solid Waste Field Services 324.5 13.5 338.0 4.0 342.0 Total 609.0 16.5 625.5 8.0 633.5 Solid Waste Administration Full-Time Ongoing Job Class and Grade Accountant I 030 1.0 0.0 1.0 0.0 1.0 Accountant II 033 2.0 0.0 2.0 0.0 2.0 Accountant III 035 1.0 0.0 1.0 0.0 1.0 Account Clerk III 325 1.0 0.0 1.0 0.0 1.0 Admin Asst II 035 1.0 0.0 1.0 0.0 1.0 Asst Public Works Director 906 1.0 0.0 1.0 0.0 1.0 Deputy Public Works Director 842 1.0 0.0 1.0 0.0 1.0 GIS Coordinator 036 1.0 0.0 1.0 0.0 1.0 Info Tech Analyst/Prg I 035 1.0 0.0 1.0 0.0 1.0 Info Tech Analyst/Prg II 037 1.0 (1.0) 0.0 0.0 0.0 Info Tech Analyst/Prg III 039 0.0 1.0 1.0 0.0 1.0 Lead Business Systems Analyst 038 1.0 0.0 1.0 0.0 1.0 Methods & Standards Analyst 222 2.0 0.0 2.0 0.0 2.0 Operations Analyst 032 1.0 0.0 1.0 0.0 1.0 Public Works Operations Mgr 037 2.0 0.0 2.0 0.0 2.0 Rate Analyst 036 1.0 0.0 1.0 0.0 1.0 Senior Human Resources Analyst 033 1.0 0.0 1.0 0.0 1.0 Senior Info Tech Systems Spec 040 1.0 0.0 1.0 0.0 1.0 Senior Public Info Officer 038 1.0 0.0 1.0 0.0 1.0 Solid Waste Admin Analyst 033 5.0 0.0 5.0 0.0 5.0 Solid Waste Supervisor 031 1.0 0.0 1.0 0.0 1.0 Support Services Aide 324 2.0 0.0 2.0 0.0 2.0 Utilities Service Spec 324 0.0 9.0 9.0 0.0 9.0 Utilities Service Spec*Lead 325 0.0 1.0 1.0 0.0 1.0 29.0 10.0 39.0 0.0 39.0 Full-Time Total 279 Table of Contents-Part I POSITION SCHEDULE ENVIRONMENTAL SERVICES PROGRAM PUBLIC WORKS - SOLID WASTE MANAGEMENT 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Part-Time Ongoing Job Class and Grade Admin Intern (NC) Part-Time 026 0.0 0.5 0.5 0.0 0.5 0.0 0.5 0.5 0.0 0.5 0.5 0.5 1.0 0.0 1.0 Temporary Total 0.5 0.5 1.0 0.0 1.0 Solid Waste Administration Total 29.5 11.0 40.5 0.0 40.5 Part-Time Total Temporary Job Class and Grade Admin Intern (NC) Part-Time 026 Solid Waste Customer Engagement Full-Time Ongoing Job Class and Grade Account Clerk III 325 2.0 0.0 2.0 0.0 2.0 Admin Asst I 030 1.0 0.0 1.0 0.0 1.0 Admin Asst II 035 1.0 0.0 1.0 0.0 1.0 Deputy Public Works Director 842 1.0 0.0 1.0 0.0 1.0 Equipment Op II 113 15.0 0.0 15.0 0.0 15.0 Management Asst I 031 1.0 0.0 1.0 0.0 1.0 Project Manager 036 1.0 0.0 1.0 0.0 1.0 Public Works Operations Mgr 037 1.0 0.0 1.0 0.0 1.0 Secretary III 025 1.0 0.0 1.0 0.0 1.0 Solid Waste Admin Analyst 033 1.0 0.0 1.0 0.0 1.0 Solid Waste Environ Spec 328 47.0 0.0 47.0 0.0 47.0 Solid Waste Environ Spec*Ld 329 5.0 0.0 5.0 0.0 5.0 Solid Waste Equipment Operator 116 26.0 0.0 26.0 2.0 28.0 Solid Waste Foreman 029 6.0 0.0 6.0 0.0 6.0 Solid Waste Superintendent 036 2.0 0.0 2.0 0.0 2.0 Solid Waste Supervisor 031 7.0 0.0 7.0 1.0 8.0 Solid Waste Supv*Inspections 032 1.0 0.0 1.0 0.0 1.0 Solid Waste Worker 111 4.0 0.0 4.0 0.0 4.0 Support Services Aide 324 3.0 0.0 3.0 0.0 3.0 126.0 0.0 126.0 3.0 129.0 Full-Time Total 280 Table of Contents-Part I POSITION SCHEDULE ENVIRONMENTAL SERVICES PROGRAM PUBLIC WORKS - SOLID WASTE MANAGEMENT 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Temporary Job Class and Grade Solid Waste Environ Spec 328 Temporary Total Solid Waste Customer Engagement Total 8.0 (8.0) 0.0 0.0 0.0 8.0 (8.0) 0.0 0.0 0.0 134.0 (8.0) 126.0 3.0 129.0 Solid Waste Disposal Management Full-Time Ongoing Job Class and Grade Admin Asst I 030 1.0 0.0 1.0 0.0 1.0 Admin Asst II 035 2.0 0.0 2.0 0.0 2.0 Civil Engineer II 035 2.0 0.0 2.0 0.0 2.0 Customer Service Clerk 320 1.0 0.0 1.0 0.0 1.0 Deputy Public Works Director 842 1.0 0.0 1.0 0.0 1.0 Engineering Supervisor*U7 041 1.0 0.0 1.0 0.0 1.0 Equipment Op II 113 4.0 0.0 4.0 0.0 4.0 Equipment Op IV 118 30.0 0.0 30.0 1.0 31.0 Laborer 108 7.0 0.0 7.0 0.0 7.0 Landfill Equipment Operator 118 6.0 0.0 6.0 0.0 6.0 Parks Maint Mechanic 117 1.0 0.0 1.0 0.0 1.0 Project Manager 036 1.0 0.0 1.0 0.0 1.0 Public Works Operations Mgr 037 1.0 0.0 1.0 0.0 1.0 Secretary II 321 1.0 0.0 1.0 0.0 1.0 Senior Engineering Tech 328 1.0 0.0 1.0 0.0 1.0 Solid Waste Admin Analyst 033 4.0 0.0 4.0 0.0 4.0 Solid Waste Environ Spec 328 5.0 0.0 5.0 0.0 5.0 Solid Waste Equipment Operator 116 3.0 0.0 3.0 0.0 3.0 Solid Waste Foreman 029 9.0 0.0 9.0 0.0 9.0 Solid Waste Landfill Foreman 029 2.0 0.0 2.0 0.0 2.0 Solid Waste Superintendent 036 3.0 0.0 3.0 0.0 3.0 Solid Waste Supervisor 031 3.0 0.0 3.0 0.0 3.0 Solid Waste Supv*Inspections 032 1.0 0.0 1.0 0.0 1.0 Solid Waste Worker 111 9.0 0.0 9.0 0.0 9.0 Support Services Aide 324 7.0 0.0 7.0 0.0 7.0 Trades Helper 113 2.0 0.0 2.0 0.0 2.0 Utilities Service Spec 324 12.0 0.0 12.0 0.0 12.0 281 Table of Contents-Part I POSITION SCHEDULE ENVIRONMENTAL SERVICES PROGRAM PUBLIC WORKS - SOLID WASTE MANAGEMENT 2020-21 Budgeted Positions Weigh Station Clerk 320 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions 1.0 0.0 1.0 0.0 1.0 Full-Time Total 121.0 0.0 121.0 1.0 122.0 Solid Waste Disposal Management Total 121.0 0.0 121.0 1.0 122.0 Solid Waste Field Services Full-Time Ongoing Job Class and Grade Admin Asst II 035 1.0 0.0 1.0 0.0 1.0 Deputy Public Works Director 842 1.0 0.0 1.0 0.0 1.0 Laborer 108 2.0 0.0 2.0 0.0 2.0 Laborer*U2 208 2.0 0.0 2.0 0.0 2.0 Management Asst I 031 1.0 0.0 1.0 0.0 1.0 Project Manager 036 1.0 0.0 1.0 0.0 1.0 Public Works Operations Mgr 037 1.0 0.0 1.0 0.0 1.0 Secretary III 025 1.0 0.0 1.0 0.0 1.0 Solid Waste Admin Analyst 033 1.0 0.0 1.0 0.0 1.0 Solid Waste Administrator 839 1.0 0.0 1.0 0.0 1.0 Solid Waste Equipment Operator 116 266.0 1.0 267.0 4.0 271.0 Solid Waste Foreman 029 27.0 0.0 27.0 0.0 27.0 Solid Waste Superintendent 036 4.0 0.0 4.0 0.0 4.0 Solid Waste Supervisor 031 6.0 0.0 6.0 0.0 6.0 Support Services Aide 324 5.0 (1.0) 4.0 0.0 4.0 320.0 0.0 320.0 4.0 324.0 2.5 (2.5) 0.0 0.0 0.0 2.5 (2.5) 0.0 0.0 0.0 2.0 16.0 18.0 0.0 18.0 2.0 16.0 18.0 0.0 18.0 324.5 13.5 338.0 4.0 342.0 Full-Time Total Part-Time Ongoing Job Class and Grade Solid Waste Equipment Operator Part-Time 116 Part-Time Total Temporary Job Class and Grade Solid Waste Equipment Operator Temporary Total Solid Waste Field Services Total 116 282 Table of Contents-Part I POSITION SCHEDULE ENVIRONMENTAL SERVICES PROGRAM PUBLIC WORKS - SOLID WASTE MANAGEMENT 2020-21 Budgeted Positions Solid Waste Management Total 609.0 283 Additions/ Reductions 16.5 2021-22 Estimate 625.5 Additions/ Reductions 8.0 Budgeted Positions 633.5 Table of Contents-Part I Water Services Administration Assets and Development Planning Customer Services Distribution Environmental Services Facility Maintenance Internal Business Support Management Services Process Control Safety & Training Technology Services Wastewater Collection Wastewater Engineering & Constr Mgmt Wastewater Treatment Water Engineering & Construction Mgmt Water Meters Water Production Water Resources 284 Table of Contents-Part I DEPARTMENT SUMMARY ENVIRONMENTAL SERVICES PROGRAM WATER SERVICES Program Goal The Water Services Department is responsible for the Water and Wastewater Programs. The Water Program provides a safe and adequate domestic water supply to all residents in the Phoenix water service area. The Wastewater Program assists in providing a clean, healthy environment through the effective management of all water borne wastes generated within the Phoenix drainage area. Expenditures by Organizational Area * 2019-20 Actual 2020-21 Estimate 2021-22 Budget % Change From 2020-21 Administration 321,034 549,098 351,200 -36.0% Safety & Training 78,005 19 153,888 >100.0% Internal Business Support 97,898 14,006 366,551 >100.0% Water Resources 2,163,972 2,651,624 3,614,996 36.3% Customer Services 20,743,729 22,212,446 22,781,791 2.6% Water Production 127,779,085 132,861,754 139,993,947 5.4% Distribution 48,688,355 49,839,708 56,336,318 13.0% Wastewater Collection 24,965,916 25,304,172 26,900,629 6.3% Wastewater Treatment 59,472,566 66,527,538 69,111,095 3.9% Environmental Services 12,225,712 14,502,406 15,743,869 8.6% Assets and Development Planning (736,023) 298,429 695,340 >100.0% Process Control 1,940,982 2,228,617 2,943,737 32.1% Technology Services 273,958 15 163,650 >100.0% Management Services (9,388) 55,953 187,907 >100.0% Water Engineering & Constr Mgmt 612,845 1,048,795 1,707,808 62.8% Wastewater Engineering & Constr Mgmt 710,313 276,132 614,617 >100.0% 116 358 78,417 >100.0% Facility Maintenance Water Meters 19,409,219 22,264,901 23,234,607 4.4% Total 318,738,294 340,635,971 364,980,367 7.1% * Expenditures are net all inter-departmental and intra-departmental charges and credits. Expenditures by Character 2019-20 Actual 2020-21 Estimate 2021-22 Budget % Change From 2020-21 Personal Services 139,593,766 146,462,695 159,677,189 9.0% Contractual Services 90,949,273 107,003,463 113,487,710 6.1% Commodities 78,629,448 81,613,579 86,499,163 6.0% Capital Outlay 9,542,411 6,666,500 6,417,382 3.7% Internal Charges and Credits (194,256) (1,294,210) (1,343,636) -3.8% Other Expenditures and Transfers 217,650 183,944 242,559 -31.9% 318,738,294 340,635,971 364,980,367 7.1% Total 285 Table of Contents-Part I DEPARTMENT SUMMARY ENVIRONMENTAL SERVICES PROGRAM WATER SERVICES Expenditures by Funding Source Other Restricted 2019-20 Actual 2020-21 Estimate 2021-22 Budget % Change From 2020-21 1,838,737 2,315,907 2,365,601 2.1% Wastewater 100,613,917 110,451,850 115,170,458 4.3% Water 216,285,639 227,868,214 247,444,308 8.6% Total 318,738,294 340,635,971 364,980,367 7.1% Authorized Positions 2019-20 Actual 2020-21 Estimate 2021-22 Budget Full-Time Ongoing Positions 1,466.0 1,456.0 1,461.0 Part-Time Ongoing Positions 13.0 13.0 13.0 Temporary Positions 6.0 11.0 11.0 1,485.0 1,480.0 1,485.0 Total 286 Table of Contents-Part I PROGRAM CHANGES ENVIRONMENTAL SERVICES PROGRAM WATER SERVICES Description 2021-22 2021-22 2022-23 Reductions Additions Full Year Positions Amount Positions Amount Water Conservation: Add staff and equipment to implement Phase II of the water conservation plan approved by City Council. The positions are being requested based on the Water Conservation Ad Hoc Committee recommendation to expand conservation outreach within the City. Council also adopted the water conservation metric to reduce the total gallons-per-capita-per-day (GPCD) from 169 to 155 by 2030. 5.0 723,573 Total 5.0 723,573 287 Cost - Table of Contents-Part I POSITION SCHEDULE ENVIRONMENTAL SERVICES PROGRAM WATER SERVICES 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Summary by Division Administration 43.7 1.0 44.7 0.0 44.7 Safety & Training 28.0 0.0 28.0 0.0 28.0 Internal Business Support 63.0 0.0 63.0 0.0 63.0 Water Resources 16.0 0.0 16.0 5.0 21.0 Customer Services 133.3 (10.0) 123.3 0.0 123.3 Water Production 226.0 1.0 227.0 0.0 227.0 Distribution 216.0 0.0 216.0 0.0 216.0 Wastewater Collection 112.0 (1.0) 111.0 0.0 111.0 Wastewater Treatment 178.0 (1.0) 177.0 0.0 177.0 Environmental Services 120.0 0.0 120.0 0.0 120.0 Assets and Development Planning 78.0 (4.0) 74.0 0.0 74.0 Process Control 39.0 0.0 39.0 0.0 39.0 Technology Services 23.0 (1.0) 22.0 0.0 22.0 Management Services 15.0 4.0 19.0 0.0 19.0 Water Engineering & Constr Mgmt 39.0 0.0 39.0 0.0 39.0 Wastewater Engineering & Constr Mgmt 19.0 0.0 19.0 0.0 19.0 Facility Maintenance 11.0 0.0 11.0 0.0 11.0 Water Meters 127.0 4.0 131.0 0.0 131.0 1,487.0 (7.0) 1,480.0 5.0 1,485.0 Total Administration Full-Time Ongoing Job Class and Grade Admin Asst I 030 1.0 0.0 1.0 0.0 1.0 Admin Asst II 035 3.0 0.0 3.0 0.0 3.0 Admin Secretary 027 1.0 0.0 1.0 0.0 1.0 Asst Water Services Dir 906 4.0 0.0 4.0 0.0 4.0 Economic Development Prog Mgr 038 1.0 0.0 1.0 0.0 1.0 Equal Opportunity Progrms Asst 031 1.0 0.0 1.0 0.0 1.0 Equal Opportunity Specialist 035 1.0 0.0 1.0 0.0 1.0 Human Resources Aide 726 2.0 0.0 2.0 0.0 2.0 Human Resources Analyst 030 1.0 0.0 1.0 0.0 1.0 Human Resources Supervisor 038 1.0 0.0 1.0 0.0 1.0 Management Asst II 037 1.0 0.0 1.0 0.0 1.0 288 Table of Contents-Part I POSITION SCHEDULE ENVIRONMENTAL SERVICES PROGRAM WATER SERVICES 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Municipal Security Guard 323 6.0 0.0 6.0 0.0 6.0 Principal Engineering Tech 035 1.0 0.0 1.0 0.0 1.0 Project Manager 036 1.0 0.0 1.0 0.0 1.0 Secretary III 025 3.0 0.0 3.0 0.0 3.0 Security Systems Supervisor 034 1.0 0.0 1.0 0.0 1.0 Senior Human Resources Analyst 033 5.0 0.0 5.0 0.0 5.0 Senior Human Resources Clerk 723 5.0 0.0 5.0 0.0 5.0 Water Services Director (NC) 912 1.0 0.0 1.0 0.0 1.0 Water Services Project Coord 037 1.0 0.0 1.0 0.0 1.0 Water Services Superintendent 038 1.0 0.0 1.0 0.0 1.0 42.0 0.0 42.0 0.0 42.0 1.7 0.0 1.7 0.0 1.7 1.7 0.0 1.7 0.0 1.7 0.0 1.0 1.0 0.0 1.0 Temporary Total 0.0 1.0 1.0 0.0 1.0 Administration Total 43.7 1.0 44.7 0.0 44.7 Full-Time Total Part-Time Ongoing Job Class and Grade Utilities Service Trainee (NC) Part-Time 318 Part-Time Total Temporary Job Class and Grade Senior Human Resources Analyst 033 Safety & Training Full-Time Ongoing Job Class and Grade Admin Asst I 030 1.0 0.0 1.0 0.0 1.0 Curriculum/Training Coord 033 3.0 0.0 3.0 0.0 3.0 Environ Health & Safety Spec 222 7.0 0.0 7.0 0.0 7.0 Environmental Quality Spec 035 1.0 0.0 1.0 0.0 1.0 Maintenance Planner/Scheduler 223 1.0 0.0 1.0 0.0 1.0 Safety Analyst I 030 6.0 0.0 6.0 0.0 6.0 Safety Analyst II 033 5.0 0.0 5.0 0.0 5.0 Secretary II 321 1.0 0.0 1.0 0.0 1.0 Water Services Project Coord 037 2.0 0.0 2.0 0.0 2.0 Water Services Superintendent 038 1.0 0.0 1.0 0.0 1.0 28.0 0.0 28.0 0.0 28.0 Full-Time Total 289 Table of Contents-Part I POSITION SCHEDULE ENVIRONMENTAL SERVICES PROGRAM WATER SERVICES 2020-21 Budgeted Positions Safety & Training Total 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions 28.0 0.0 28.0 0.0 28.0 Internal Business Support Full-Time Ongoing Job Class and Grade Account Clerk III 325 5.0 0.0 5.0 0.0 5.0 Admin Aide*U7 026 1.0 0.0 1.0 0.0 1.0 Admin Asst II 035 1.0 0.0 1.0 0.0 1.0 Buyer 031 3.0 0.0 3.0 0.0 3.0 Contracts Specialist II 035 5.0 0.0 5.0 0.0 5.0 Contracts Specialist II*Lead 037 1.0 0.0 1.0 0.0 1.0 Courier 211 4.0 0.0 4.0 0.0 4.0 Deputy Water Services Director 842 1.0 0.0 1.0 0.0 1.0 Equipment Op II*U2 213 2.0 0.0 2.0 0.0 2.0 Inventory Management Coord 037 2.0 0.0 2.0 0.0 2.0 Procurement Manager 038 1.0 0.0 1.0 0.0 1.0 Project Manager 036 2.0 0.0 2.0 0.0 2.0 Senior Business Systems Anlyst 036 1.0 0.0 1.0 0.0 1.0 Senior Buyer 032 3.0 0.0 3.0 0.0 3.0 Special Projects Administrator 840 2.0 0.0 2.0 0.0 2.0 Supplies Clerk III*U7 027 2.0 0.0 2.0 0.0 2.0 Supplies Clerk II*U2 215 20.0 0.0 20.0 0.0 20.0 Supplies Clerk I*U2 212 2.0 0.0 2.0 0.0 2.0 Supplies Supervisor 034 4.0 0.0 4.0 0.0 4.0 62.0 0.0 62.0 0.0 62.0 1.0 0.0 1.0 0.0 1.0 Temporary Total 1.0 0.0 1.0 0.0 1.0 Internal Business Support Total 63.0 0.0 63.0 0.0 63.0 Full-Time Total Temporary Job Class and Grade Courier 211 Water Resources Full-Time Ongoing Job Class and Grade 290 Table of Contents-Part I POSITION SCHEDULE ENVIRONMENTAL SERVICES PROGRAM WATER SERVICES 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Economic Development Prog Mgr 038 2.0 0.0 2.0 0.0 2.0 Hydrologist 039 1.0 0.0 1.0 0.0 1.0 Planner II 035 1.0 0.0 1.0 0.0 1.0 Planning Graphic Designer 332 0.0 1.0 1.0 0.0 1.0 Principal Planner 039 1.0 0.0 1.0 1.0 2.0 Project Manager 036 1.0 0.0 1.0 1.0 2.0 Public Information Officer 035 1.0 0.0 1.0 0.0 1.0 Public Information Specialist 033 2.0 0.0 2.0 0.0 2.0 Secretary III 025 1.0 0.0 1.0 0.0 1.0 Special Projects Administrator 840 1.0 0.0 1.0 0.0 1.0 Water Resources Mgt Advsr (NC) 903 1.0 (1.0) 0.0 0.0 0.0 Water Resource Specialist 033 4.0 0.0 4.0 3.0 7.0 Full-Time Total 16.0 0.0 16.0 5.0 21.0 Water Resources Total 16.0 0.0 16.0 5.0 21.0 Customer Services Full-Time Ongoing Job Class and Grade Accountant I 030 4.0 0.0 4.0 0.0 4.0 Accountant II 033 2.0 0.0 2.0 0.0 2.0 Accountant III 035 1.0 0.0 1.0 0.0 1.0 Account Clerk III 325 12.0 0.0 12.0 0.0 12.0 Admin Asst II 035 1.0 0.0 1.0 0.0 1.0 Asst Customer Svcs Adm 037 2.0 0.0 2.0 0.0 2.0 Deputy Water Services Director 842 1.0 0.0 1.0 0.0 1.0 Lead Business Systems Analyst 038 1.0 0.0 1.0 0.0 1.0 Operations Analyst 032 4.0 0.0 4.0 0.0 4.0 Secretary II 321 1.0 0.0 1.0 0.0 1.0 Secretary III 025 1.0 0.0 1.0 0.0 1.0 Support Services Aide 324 1.0 0.0 1.0 0.0 1.0 Treasury Collections Rep 328 4.0 0.0 4.0 0.0 4.0 Treasury Collections Supv 032 1.0 0.0 1.0 0.0 1.0 Utilities Credit Counselor 328 6.0 0.0 6.0 0.0 6.0 Utilities Service Spec 324 50.0 (9.0) 41.0 0.0 41.0 291 Table of Contents-Part I POSITION SCHEDULE ENVIRONMENTAL SERVICES PROGRAM WATER SERVICES 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Utilities Service Spec*Lead 325 15.0 (1.0) 14.0 0.0 14.0 Water Customer Services Spv I 030 8.0 0.0 8.0 0.0 8.0 Water Customer Services Spv II 033 5.0 0.0 5.0 0.0 5.0 Water Customer Svc Spvr II*Fld 034 0.0 1.0 1.0 0.0 1.0 Water Services Project Coord 037 1.0 0.0 1.0 0.0 1.0 121.0 (9.0) 112.0 0.0 112.0 Full-Time Total Part-Time Ongoing Job Class and Grade Clerk II Part-Time 318 0.5 0.0 0.5 0.0 0.5 Utilities Service Spec Part-Time 324 10.8 0.0 10.8 0.0 10.8 11.3 0.0 11.3 0.0 11.3 1.0 (1.0) 0.0 0.0 0.0 1.0 (1.0) 0.0 0.0 0.0 133.3 (10.0) 123.3 0.0 123.3 Part-Time Total Temporary Job Class and Grade Water Services Project Coord 037 Temporary Total Customer Services Total Water Production Full-Time Ongoing Job Class and Grade Admin Aide*U7 026 1.0 0.0 1.0 0.0 1.0 Admin Asst II 035 1.0 0.0 1.0 0.0 1.0 Deputy Water Services Director 842 1.0 0.0 1.0 0.0 1.0 Electrical Maintenance Foreman 032 4.0 0.0 4.0 0.0 4.0 Electrician 222 20.0 0.0 20.0 0.0 20.0 Electrician Apprentice (NC) 214 1.0 0.0 1.0 0.0 1.0 Electrician*Lead 223 2.0 0.0 2.0 0.0 2.0 Industrial Maintenance Mech 222 21.0 0.0 21.0 0.0 21.0 Instrumentation & Cont Spec 222 11.0 0.0 11.0 0.0 11.0 Instrumentation & Cont Spec*Ld 223 2.0 0.0 2.0 0.0 2.0 Machinist 222 3.0 0.0 3.0 0.0 3.0 Maintenance Planner/Scheduler 223 12.0 0.0 12.0 0.0 12.0 Ops & Maintenance Supervisor 032 13.0 0.0 13.0 0.0 13.0 Ops & Maintenance Tech*SCBA 220 51.0 0.0 51.0 0.0 51.0 Senior Utility Operator*SCBA 223 43.0 1.0 44.0 0.0 44.0 292 Table of Contents-Part I POSITION SCHEDULE ENVIRONMENTAL SERVICES PROGRAM WATER SERVICES 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Support Services Aide 324 6.0 0.0 6.0 0.0 6.0 Utility Helper 212 3.0 0.0 3.0 0.0 3.0 Utility Mechanic 219 2.0 0.0 2.0 0.0 2.0 Water Facilities Supervisor 037 7.0 0.0 7.0 0.0 7.0 Water Services Proc Cont Spec 035 5.0 0.0 5.0 0.0 5.0 Water Services Project Coord 037 2.0 0.0 2.0 0.0 2.0 Water Services Superintendent 038 2.0 0.0 2.0 0.0 2.0 Water Systems Operator 329 8.0 0.0 8.0 0.0 8.0 Water Systems Operator*Lead 030 1.0 0.0 1.0 0.0 1.0 Welder*U2 222 2.0 0.0 2.0 0.0 2.0 224.0 1.0 225.0 0.0 225.0 Full-Time Total Temporary Job Class and Grade Maintenance Planner/Scheduler 223 1.0 0.0 1.0 0.0 1.0 Senior Utility Operator*SCBA 223 1.0 0.0 1.0 0.0 1.0 2.0 0.0 2.0 0.0 2.0 226.0 1.0 227.0 0.0 227.0 Temporary Total Water Production Total Distribution Full-Time Ongoing Job Class and Grade Admin Asst II 035 1.0 0.0 1.0 0.0 1.0 Communications Dispatcher 322 9.0 0.0 9.0 0.0 9.0 Deputy Water Services Director 842 1.0 0.0 1.0 0.0 1.0 Maintenance Planner/Scheduler 223 3.0 0.0 3.0 0.0 3.0 Secretary II 321 1.0 0.0 1.0 0.0 1.0 Senior Utility Technician 218 33.0 0.0 33.0 0.0 33.0 Support Services Aide 324 7.0 0.0 7.0 0.0 7.0 Utility Foreman 029 20.0 0.0 20.0 0.0 20.0 Utility Specialty Technician 215 34.0 0.0 34.0 0.0 34.0 Utility Supervisor 031 7.0 0.0 7.0 0.0 7.0 Utility Technician 214 97.0 0.0 97.0 0.0 97.0 Water Customer Services Spv I 030 1.0 0.0 1.0 0.0 1.0 Water Services Superintendent 038 2.0 0.0 2.0 0.0 2.0 216.0 0.0 216.0 0.0 216.0 Full-Time Total 293 Table of Contents-Part I POSITION SCHEDULE ENVIRONMENTAL SERVICES PROGRAM WATER SERVICES 2020-21 Budgeted Positions Distribution Total 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions 216.0 0.0 216.0 0.0 216.0 Wastewater Collection Full-Time Ongoing Job Class and Grade Admin Asst I 030 1.0 0.0 1.0 0.0 1.0 Backhoe/Loader Op*Const 217 4.0 0.0 4.0 0.0 4.0 Deputy Water Services Director 842 1.0 0.0 1.0 0.0 1.0 Electrician 222 2.0 0.0 2.0 0.0 2.0 Electrician*Lead 223 1.0 0.0 1.0 0.0 1.0 Industrial Maintenance Mech 222 2.0 0.0 2.0 0.0 2.0 Maintenance Planner/Scheduler 223 1.0 0.0 1.0 0.0 1.0 Ops & Maintenance Supervisor 032 2.0 0.0 2.0 0.0 2.0 Ops & Maintenance Tech*SCBA 220 2.0 0.0 2.0 0.0 2.0 Senior Utility Operator*SCBA 223 1.0 (1.0) 0.0 0.0 0.0 Senior Utility Technician 218 25.0 0.0 25.0 0.0 25.0 Support Services Aide 324 5.0 0.0 5.0 0.0 5.0 Utility Foreman 029 12.0 0.0 12.0 0.0 12.0 Utility Mechanic*SCBA 220 5.0 0.0 5.0 0.0 5.0 Utility Supervisor 031 5.0 0.0 5.0 0.0 5.0 Utility Technician 214 36.0 0.0 36.0 0.0 36.0 Utility TV Technician 218 5.0 0.0 5.0 0.0 5.0 Water Services Project Coord 037 1.0 0.0 1.0 0.0 1.0 Water Services Superintendent 038 1.0 0.0 1.0 0.0 1.0 Full-Time Total 112.0 (1.0) 111.0 0.0 111.0 Wastewater Collection Total 112.0 (1.0) 111.0 0.0 111.0 Wastewater Treatment Full-Time Ongoing Job Class and Grade Admin Aide*U7 026 1.0 0.0 1.0 0.0 1.0 Admin Asst II 035 1.0 0.0 1.0 0.0 1.0 Deputy Water Services Director 842 1.0 0.0 1.0 0.0 1.0 294 Table of Contents-Part I POSITION SCHEDULE ENVIRONMENTAL SERVICES PROGRAM WATER SERVICES 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Electrical Maintenance Foreman 032 2.0 0.0 2.0 0.0 2.0 Electrician 222 8.0 0.0 8.0 0.0 8.0 Electrician Apprentice (NC) 214 1.0 0.0 1.0 0.0 1.0 Electrician*Lead 223 2.0 0.0 2.0 0.0 2.0 Equipment Op IV*U2 218 3.0 0.0 3.0 0.0 3.0 Gardener*U2 211 3.0 0.0 3.0 0.0 3.0 Industrial Maintenance Mech 222 13.0 0.0 13.0 0.0 13.0 Info Tech Analyst/Prg I 035 1.0 0.0 1.0 0.0 1.0 Instrumentation & Cont Spec 222 8.0 0.0 8.0 0.0 8.0 Instrumentation & Cont Spec*Ld 223 2.0 0.0 2.0 0.0 2.0 Instrumentation & Cont Supv 034 1.0 0.0 1.0 0.0 1.0 Machinist 222 1.0 0.0 1.0 0.0 1.0 Maintenance Planner/Scheduler 223 7.0 0.0 7.0 0.0 7.0 Ops & Maintenance Supervisor 032 11.0 0.0 11.0 0.0 11.0 Ops & Maintenance Tech*SCBA 220 50.0 0.0 50.0 0.0 50.0 Parks Foreman I 027 1.0 0.0 1.0 0.0 1.0 Senior Utility Operator*SCBA 223 22.0 0.0 22.0 0.0 22.0 Support Services Aide 324 2.0 0.0 2.0 0.0 2.0 User Technology Specialist 035 1.0 0.0 1.0 0.0 1.0 Utility Helper 212 5.0 0.0 5.0 0.0 5.0 Utility Mechanic*SCBA 220 20.0 0.0 20.0 0.0 20.0 Water Facilities Supervisor 037 4.0 0.0 4.0 0.0 4.0 Water Services Proc Cont Spec 035 3.0 0.0 3.0 0.0 3.0 Water Services Superintendent 038 2.0 0.0 2.0 0.0 2.0 176.0 0.0 176.0 0.0 176.0 Full-Time Total Temporary Job Class and Grade Ops & Maintenance Tech*SCBA 220 1.0 (1.0) 0.0 0.0 0.0 Senior Utility Operator*SCBA 223 1.0 0.0 1.0 0.0 1.0 2.0 (1.0) 1.0 0.0 1.0 178.0 (1.0) 177.0 0.0 177.0 Temporary Total Wastewater Treatment Total Environmental Services Full-Time Ongoing Job Class and Grade 295 Table of Contents-Part I POSITION SCHEDULE ENVIRONMENTAL SERVICES PROGRAM WATER SERVICES 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Admin Aide*U7 026 1.0 0.0 1.0 0.0 1.0 Admin Asst II 035 1.0 0.0 1.0 0.0 1.0 Chemist I 031 13.0 0.0 13.0 0.0 13.0 Chemist II 035 3.0 0.0 3.0 0.0 3.0 Chemist III 037 1.0 0.0 1.0 0.0 1.0 Chemist III*Specialty 038 4.0 0.0 4.0 0.0 4.0 Chemist II*Specialty 036 3.0 0.0 3.0 0.0 3.0 Chemist I*Quality Assurance 033 3.0 0.0 3.0 0.0 3.0 Chemist I*Specialty 032 11.0 0.0 11.0 0.0 11.0 Chief Water Quality Inspector 035 5.0 0.0 5.0 0.0 5.0 Deputy Water Services Director 842 1.0 0.0 1.0 0.0 1.0 Engineering Tech 324 1.0 0.0 1.0 0.0 1.0 Environmental Programs Coord 039 2.0 0.0 2.0 0.0 2.0 Environmental Quality Spec 035 8.0 0.0 8.0 0.0 8.0 Laboratory Superintendent 040 1.0 0.0 1.0 0.0 1.0 Laboratory Technician 325 8.0 0.0 8.0 0.0 8.0 Mechanical Plans Examiner I 333 1.0 0.0 1.0 0.0 1.0 Plumbing/Mech Insp I 331 2.0 0.0 2.0 0.0 2.0 Principal Engineering Tech 035 1.0 0.0 1.0 0.0 1.0 Safety Analyst II 033 1.0 0.0 1.0 0.0 1.0 Secretary II 321 1.0 0.0 1.0 0.0 1.0 Senior Water Quality Inspector 222 41.0 0.0 41.0 0.0 41.0 Support Services Aide 324 4.0 0.0 4.0 0.0 4.0 Water Services Project Coord 037 3.0 0.0 3.0 0.0 3.0 Full-Time Total 120.0 0.0 120.0 0.0 120.0 Environmental Services Total 120.0 0.0 120.0 0.0 120.0 Assets and Development Planning Full-Time Ongoing Job Class and Grade Admin Asst I 030 1.0 0.0 1.0 0.0 1.0 Admin Asst II 035 1.0 0.0 1.0 0.0 1.0 Chief Engineering Tech*U7 031 2.0 0.0 2.0 0.0 2.0 Civil Engineer III 039 4.0 0.0 4.0 0.0 4.0 296 Table of Contents-Part I POSITION SCHEDULE ENVIRONMENTAL SERVICES PROGRAM WATER SERVICES 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Civil Engineer III*Team Ldr 041 2.0 0.0 2.0 0.0 2.0 Deputy Water Services Director 842 1.0 0.0 1.0 0.0 1.0 Engineering Tech 324 4.0 (1.0) 3.0 0.0 3.0 GIS Coordinator 036 1.0 0.0 1.0 0.0 1.0 GIS Technician 330 6.0 0.0 6.0 0.0 6.0 Info Tech Analyst/Prg I 035 1.0 0.0 1.0 0.0 1.0 Info Tech Analyst/Prg II 037 2.0 0.0 2.0 0.0 2.0 Info Tech Analyst/Prg III 039 1.0 0.0 1.0 0.0 1.0 Planner II 035 1.0 (1.0) 0.0 0.0 0.0 Planner III 037 1.0 (1.0) 0.0 0.0 0.0 Principal Engineering Tech 035 10.0 0.0 10.0 0.0 10.0 Principal Planner 039 1.0 0.0 1.0 0.0 1.0 Secretary III 025 1.0 0.0 1.0 0.0 1.0 Senior Drafting Technician 328 1.0 0.0 1.0 0.0 1.0 Senior Engineering Tech 328 6.0 0.0 6.0 0.0 6.0 Senior GIS Technician 032 7.0 0.0 7.0 0.0 7.0 Senior Utility Technician 218 2.0 0.0 2.0 0.0 2.0 Support Services Aide 324 1.0 0.0 1.0 0.0 1.0 Utility Foreman 029 2.0 0.0 2.0 0.0 2.0 Utility Specialty Technician 215 12.0 0.0 12.0 0.0 12.0 Utility Supervisor 031 1.0 0.0 1.0 0.0 1.0 Water Services Project Coord 037 4.0 0.0 4.0 0.0 4.0 Water Services Tech Sup Coord 041 1.0 0.0 1.0 0.0 1.0 Water & Wastewtr Econ Anlst 035 1.0 (1.0) 0.0 0.0 0.0 Full-Time Total 78.0 (4.0) 74.0 0.0 74.0 Assets and Development Planning Total 78.0 (4.0) 74.0 0.0 74.0 Process Control Full-Time Ongoing Job Class and Grade Admin Asst II 035 1.0 0.0 1.0 0.0 1.0 Info Tech Analyst/Prg I 035 7.0 0.0 7.0 0.0 7.0 Info Tech Analyst/Prg II 037 4.0 0.0 4.0 0.0 4.0 Info Tech Analyst/Prg III 039 5.0 0.0 5.0 0.0 5.0 297 Table of Contents-Part I POSITION SCHEDULE ENVIRONMENTAL SERVICES PROGRAM WATER SERVICES 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Lead Info Tech Systems Spec 042 1.0 0.0 1.0 0.0 1.0 Lead User Technology Spec 039 3.0 0.0 3.0 0.0 3.0 Senior Info Tech Systems Spec 040 2.0 0.0 2.0 0.0 2.0 Senior User Technology Spec 037 4.0 0.0 4.0 0.0 4.0 User Technology Specialist 035 8.0 0.0 8.0 0.0 8.0 User Technology Specialist*U2 228 3.0 0.0 3.0 0.0 3.0 Water Services Project Coord 037 1.0 0.0 1.0 0.0 1.0 Full-Time Total 39.0 0.0 39.0 0.0 39.0 Process Control Total 39.0 0.0 39.0 0.0 39.0 Technology Services Full-Time Ongoing Job Class and Grade Admin Asst I 030 1.0 0.0 1.0 0.0 1.0 Information Tech Systems Spec 038 2.0 0.0 2.0 0.0 2.0 Info Tech Analyst/Prg II 037 3.0 (1.0) 2.0 0.0 2.0 Info Tech Analyst/Prg III 039 2.0 1.0 3.0 0.0 3.0 Info Tech Project Manager 041 1.0 0.0 1.0 0.0 1.0 Lead User Technology Spec 039 1.0 0.0 1.0 0.0 1.0 Senior Info Tech Systems Spec 040 3.0 0.0 3.0 0.0 3.0 Senior User Technology Spec 037 2.0 0.0 2.0 0.0 2.0 User Support Specialist 330 2.0 0.0 2.0 0.0 2.0 User Technology Specialist 035 4.0 0.0 4.0 0.0 4.0 User Technology Specialist*U2 228 1.0 0.0 1.0 0.0 1.0 22.0 0.0 22.0 0.0 22.0 1.0 (1.0) 0.0 0.0 0.0 Temporary Total 1.0 (1.0) 0.0 0.0 0.0 Technology Services Total 23.0 (1.0) 22.0 0.0 22.0 Full-Time Total Temporary Job Class and Grade Information Tech Systems Spec 038 Management Services 298 Table of Contents-Part I POSITION SCHEDULE ENVIRONMENTAL SERVICES PROGRAM WATER SERVICES 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Full-Time Ongoing Job Class and Grade Accountant III 035 2.0 0.0 2.0 0.0 2.0 Accountant IV 037 1.0 0.0 1.0 0.0 1.0 Account Clerk III 325 1.0 0.0 1.0 0.0 1.0 Budget Analyst II 035 5.0 0.0 5.0 0.0 5.0 Department Budget Supervisor 037 1.0 0.0 1.0 0.0 1.0 Management Services Adm 841 1.0 0.0 1.0 0.0 1.0 Planner II 035 0.0 1.0 1.0 0.0 1.0 Planner III 037 0.0 1.0 1.0 0.0 1.0 Secretary III 025 1.0 0.0 1.0 0.0 1.0 Special Projects Administrator 840 1.0 0.0 1.0 0.0 1.0 Water Services Project Coord 037 1.0 0.0 1.0 0.0 1.0 Water & Wastewtr Econ Anlst 035 1.0 1.0 2.0 0.0 2.0 15.0 3.0 18.0 0.0 18.0 0.0 1.0 1.0 0.0 1.0 Temporary Total 0.0 1.0 1.0 0.0 1.0 Management Services Total 15.0 4.0 19.0 0.0 19.0 Full-Time Total Temporary Job Class and Grade Water Services Project Coord 037 Water Engineering & Constr Mgmt Full-Time Ongoing Job Class and Grade Admin Asst I 030 1.0 0.0 1.0 0.0 1.0 Admin Asst II 035 1.0 0.0 1.0 0.0 1.0 Chief Engineering Tech 331 1.0 0.0 1.0 0.0 1.0 Civil Engineer II 035 3.0 0.0 3.0 0.0 3.0 Civil Engineer III 039 17.0 0.0 17.0 0.0 17.0 Civil Engineer III*Team Ldr 041 3.0 0.0 3.0 0.0 3.0 Deputy Water Services Director 842 1.0 0.0 1.0 0.0 1.0 Principal Engineering Tech 035 4.0 0.0 4.0 0.0 4.0 Secretary III 025 1.0 0.0 1.0 0.0 1.0 Senior Engineering Tech 328 3.0 0.0 3.0 0.0 3.0 Water Services Project Coord 037 4.0 0.0 4.0 0.0 4.0 299 Table of Contents-Part I POSITION SCHEDULE ENVIRONMENTAL SERVICES PROGRAM WATER SERVICES 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Full-Time Total 39.0 0.0 39.0 0.0 39.0 Water Engineering & Constr Mgmt Total 39.0 0.0 39.0 0.0 39.0 Wastewater Engineering & Constr Mgmt Full-Time Ongoing Job Class and Grade Admin Asst I 030 1.0 0.0 1.0 0.0 1.0 Civil Engineer II 035 1.0 0.0 1.0 0.0 1.0 Civil Engineer III 039 8.0 0.0 8.0 0.0 8.0 Civil Engineer III*Team Ldr 041 3.0 0.0 3.0 0.0 3.0 Deputy Water Services Director 842 1.0 0.0 1.0 0.0 1.0 Economic Development Prog Mgr 038 1.0 0.0 1.0 0.0 1.0 Secretary III 025 1.0 0.0 1.0 0.0 1.0 Water Services Project Coord 037 3.0 0.0 3.0 0.0 3.0 Full-Time Total 19.0 0.0 19.0 0.0 19.0 Wastewater Engineering & Constr Mgmt Total 19.0 0.0 19.0 0.0 19.0 Facility Maintenance Full-Time Ongoing Job Class and Grade Admin Asst II 035 1.0 0.0 1.0 0.0 1.0 Building Maint Foreman 031 1.0 0.0 1.0 0.0 1.0 Building Maint Worker*U2 220 2.0 0.0 2.0 0.0 2.0 Energy Management Supt 038 1.0 0.0 1.0 0.0 1.0 Maintenance Planner/Scheduler 223 1.0 0.0 1.0 0.0 1.0 Special Projects Administrator 840 1.0 0.0 1.0 0.0 1.0 Water Services Project Coord 037 4.0 0.0 4.0 0.0 4.0 Full-Time Total 11.0 0.0 11.0 0.0 11.0 Facility Maintenance Total 11.0 0.0 11.0 0.0 11.0 Water Meters 300 Table of Contents-Part I POSITION SCHEDULE ENVIRONMENTAL SERVICES PROGRAM WATER SERVICES 2020-21 Budgeted Positions 2021-22 Additions/ Reductions Estimate Additions/ Reductions Budgeted Positions Full-Time Ongoing Job Class and Grade Admin Asst I 030 1.0 0.0 1.0 0.0 1.0 Admin Asst II 035 1.0 0.0 1.0 0.0 1.0 Deputy Water Services Director 842 1.0 0.0 1.0 0.0 1.0 Operations Analyst 032 2.0 0.0 2.0 0.0 2.0 Support Services Aide 324 6.0 0.0 6.0 0.0 6.0 Water Customer Services Spv I 030 12.0 0.0 12.0 0.0 12.0 Water Customer Svc Spvr II*Fld 034 3.0 0.0 3.0 0.0 3.0 Water Meter Reader 212 7.0 0.0 7.0 0.0 7.0 Water Services Specialist 218 32.0 0.0 32.0 0.0 32.0 Water Services Superintendent 038 2.0 0.0 2.0 0.0 2.0 Water Services Technician 215 Full-Time Total 59.0 0.0 59.0 0.0 59.0 126.0 0.0 126.0 0.0 126.0 Temporary Job Class and Grade Water Customer Services Spv I 030 1.0 0.0 1.0 0.0 1.0 Water Services Technician 215 0.0 4.0 4.0 0.0 4.0 Temporary Total 1.0 4.0 5.0 0.0 5.0 Water Meters Total 127.0 4.0 131.0 0.0 131.0 Water Services Total 1,487.0 (7.0) 1,480.0 5.0 1,485.0 301 Table of Contents-Part I Table of Contents-Part I Contingencies Environmental Services 13.9% Other NonDepartmental 1/ 10.0% Contingencies 5.0% General Government 4.1% Public Safety 30.8% Community Enrichment 9.1% Criminal Justice 1.5% Transportation 18.4% Community Development 7.2% 1/ Other Non-Departmental consists of the American Rescue Plan Act (ARPA) Fund and Unassigned Vacancy Savings. 303 Table of Contents-Part I Table of Contents-Part I PROGRAM SUMMARY CONTINGENCIES SOURCE OF FUNDS General Fund Aviation Convention Center Development Services Solid Waste Sports Facilities Transportation 2050 Wastewater Water TOTAL 2019-20 2020-21 2021-22 Percent Change 57,912,000 20,000,000 3,000,000 5,000,000 1,000,000 4,000,000 12,500,000 12,000,000 115,412,000 55,596,000 20,000,000 3,000,000 5,000,000 1,000,000 20,000,000 4,000,000 3,500,000 12,000,000 124,096,000 124,164,000 20,000,000 3,000,000 7,000,000 1,000,000 20,000,000 4,000,000 12,500,000 12,000,000 203,664,000 +100% 0% 0% 40% 0% 0% 0% +100% 0% 64% EXPLANATION The Contingency Fund provides for unanticipated costs that may occur after the budget is adopted. The possibility of natural disasters, public or employee safety emergencies or up-front costs for productivity opportunities necessitates the need for adequate contingency funds. The use of contingency is intended for unanticipated one-time expenses, since it represents limited, one-time resources in the fund balance. Use of these contingency funds requires the recommendation of the City Manager and City Council approval. GENERAL FUND CONTINGENCY The General Fund contingency in 2021-22 will be $57,000,000, plus $67,164,000 in set-asides approved by the City Council for specific spending initiatives in 2022-23. The set-asides include: $6,229,000 for the expansion of the Community Assistance Program to provide additional resources for responding to mental and behavioral health calls for service; $59,490,000 for the second year of the two year labor contracts for employee compensation increases; $500,000 for police reform to hire independent third-parties to complete a comprehensive review of the Phoenix Police Department to improve trust and accountability with the community; and $945,000 for staff, supplies and equipment to operate three new parks in the Southwest area of Phoenix expected to open in 2022-23. In March 2010, the Council agreed to gradually increase the contingency with a goal of achieving five percent of General Fund operating expenditures. Achieving this goal will improve the City’s ability to withstand future economic cycles. The 2021-22 contingency reflects an increase of $1,404,000 over the 2020-21 contingency of $55,596,000 and maintains the contingency percentage at four percent. 305 Table of Contents-Part I PROGRAM SUMMARY CONTINGENCIES The following table shows contingency funding and set-aside amounts over the past 10 years. Comparison of Annual Budget for General Fund Contingency Amount to Operating Expenditures (000’s) Fiscal Year General Fund Operating Expenditures Contingency and Set-Aside Amounts Percent of Operating Expenditures 2012-13 1,109,322 40,658 2,000 4% 2013-14 1,125,373 43,658 4% — 2014-15 45,268 1,145,995 4% — 2015-16 46,400 1,149,761 4% — 2016-17 1,212,282 48,400 34,746 4% 2017-18 1,268,098 50,400 5,500 4% 2018-19 1,296,723 52,400 9,219 4% 2019-20 1,374,444 55,400 2,512 4% 2020-21 1,405,970 55,596 4% — 2021-22 57,000 67,164 1,576,231 306 4% Table of Contents-Part I PROGRAM SUMMARY CONTINGENCIES OTHER FUND CONTINGENCIES Similar to the General Fund, other funds also include contingency amounts. The contingency amounts and percentages of total operating expenditures vary to accommodate differences in the volatility of operations and revenues. Use of these amounts requires City Council approval. The following table shows the contingency amount for each of the other funds. 2021-22 Other Fund Operating Expenditure and Contingency Amount (000’s) Fund Aviation Convention Center Development Services Solid Waste Sports Facilities Transportation 2050 Wastewater Water Operating Expenditures 372,968 48,880 81,906 171,647 22,690 91,311 128,461 261,694 307 Percentage of Contingency Operating Amount Expenditures 20,000 5% 3,000 6% 7,000 9% 1,000 1% 20,000 88% 4,000 4% 12,500 10% 12,000 5% Table of Contents-Part I Table of Contents-Part I COVID-19 FUNDING SUMMARY Federal Funding in Response to the COVID-19 Pandemic On March 27, 2020 the Coronavirus Aid, Relief, and Economic Security (CARES) Act was signed into law to address the economic fallout resulting from the COVID-19 pandemic in the United States. State and local governments were awarded a variety of grant funds under the CARES Act. Coronavirus Relief Fund (CRF) The CARES Act allocated $150 billion in Coronavirus Relief Funds to states and cities with a population over 500,000 to address and mitigate the negative impacts of COVID19. As a result, the City of Phoenix was awarded $293 million in Coronavirus Relief Funds. Based on the federal guidance, these funds could only be used to cover costs that were necessary expenditures caused by COVID-19 incurred between March 1 and December 30, 2020. On May 5, 2020 City Council adopted the Coronavirus Relief Fund Strategic Plan. Based on input from City Council, the funds were allocated between Community Investment, City Operations and a Reserve to Preserve City Services. The Community Investment Programs were allocated between the following six categories: • • • • • • Business and Employee Assistance Rent/Mortgage and Utility Assistance Distance Learning and WiFi Access Mitigation and Care of Vulnerable Populations Food Delivery Better Health and Community Outcomes The programs created within these categories were designed to directly address the negative impact that the COVID-19 virus was having on Phoenix residents and local businesses. Some of the approved programs were new initiatives, while others supplemented existing programs that were approved or implemented as a broader strategy to mitigate COVID-19. The City Operations portion of the Coronavirus Relief Fund Strategic Plan was designed to provide City departments with the resources needed to keep employees and residents safe and to provide staff with the tools and technology needed to facilitate teleworking and continuity of operations. The City Operations Programs were allocated under the following six categories: • Employee COVID-19 Testing 309 Table of Contents-Part I COVID-19 FUNDING SUMMARY • • • • • PPE and Cleaning Supplies Medical and Public Safety Measures Payroll Expense Reimbursement/Management Oversight of COVID Funds Telework/e-Government Solutions Public Facility Retrofit Funding The Reserve was initially created to address any unknown needs that could have surfaced as staff and the community dealt with the virus. However, as guidance from the Treasury changed, staff determined that the Reserve could be used to preserve existing General Funded programs that were facing reduction due to declining revenue by strategically offsetting eligible public safety salaries in the General Fund. The Strategic Plan was modified throughout the year as conditions and needs changed and on December 8, 2020 staff presented City Council with the final update report. Other Significant Grants Awarded to the City of Phoenix Under the CARES Act or the Consolidated Appropriations Act The following is a summary of other funds received by City Departments under either the CARES Act or the Consolidated Appropriations Act. Aviation The Aviation Department received $148 million in funding from the CARES Act. Per Department of Treasury guidance this funding was available to be used on any lawful airport purpose. In addition, the Aviation Department received $39 million in funding from the Coronavirus Response and Relief Supplemental Appropriations Act of 2021(CRRSA). Public Transit The Public Transit Department received $99.5 million in CARES Act funding from the U.S. Department of Transportation (USDOT). In addition, the Public Transit Department received $43 million in funding from USDOT as a result of the Coronavirus Response and Relief Supplemental Appropriations Act of 2021 (CRRSA). The funding from the federal COVID-19 relief packages is to provide the resources needed to continue public transit operations and respond to the impacts of COVID-19. Neighborhood Services The Neighborhood Services Department received approximately $23.9 million in CARES Act Community Development Block Grant funding from the federal Department of Housing and Urban Development (HUD). These funds were allocated to prevent, 310 Table of Contents-Part I COVID-19 FUNDING SUMMARY prepare for and respond to the coronavirus by providing grants for very small businesses, assisting nonprofits to provide community services, supporting residents sheltering in place through housing rehabilitation, and increasing shelter beds for people experiencing homelessness. Human Services The Human Services Department has received nearly $40 million in COVID-related funding through a variety of agencies. Funding was used to assist Phoenix residents facing housing instability, homelessness, and other emergency services. Funding was also used to support Head Start aged children and families. Additionally, the Human Services Department received $51.1 million for the emergency rental assistance program from the Consolidated Appropriations Act 2021. Housing Department The Housing Department has received $6.6 million in CARES Act funding from the federal Department of Housing and Urban Development (HUD) to be used for maintenance of normal operations and to prevent, prepare for, and respond to the coronavirus during the period impacted. Fire Department The Fire Department has received $879,000 in Assistance to Firefighters Grant COVID19 supplemental funding. These funds were allocated to purchase personal protective equipment for public safety responders and include items such as respirators, masks, and gloves. Police Department and Fire Department The Police and Fire Departments received $2,572,519 in Coronavirus Supplemental Funding Program Formula Grant funds to purchase personal protective equipment for public safety responders. Items funded include masks, gloves, and gowns. Funds were also allocated to cover Police and Fire overtime expenses attributed to the City of Phoenix Incident Management Team while managing the COVID19 response. American Rescue Plan Act (ARPA) On March 11, 2021 the American Rescue Plan Act (ARPA) was signed into law to provide additional relief to address the continued impact of the COVID-19 pandemic on the economy, public health, state and local governments, individuals, and businesses. State and Local Fiscal Recovery Funds Over the next two years, the City of Phoenix will receive approximately $396 million in State and Local Fiscal Recovery Funds under the umbrella of the previously approved 311 Table of Contents-Part I COVID-19 FUNDING SUMMARY American Rescue Plan Act which was signed by President Biden in March. Funding is anticipated to be received in two equal distributions 12 months apart. The City received the first allocation of approximately $198 million on May 19, 2021. The second allocation of $198 million will be awarded approximately one year from now and is not expected to be available to spend until FY 2022-23. According to federal guidance, these funds may only be used to cover costs that are necessary expenditures caused by COVID-19 incurred between March 3, 2021 and Dec. 31, 2024. Per the revised guidance and language currently available, funds can only be used to: • • • • • Support public health expenditures, by funding COVID-19 mitigation efforts, medical expenses, behavioral healthcare, and certain public health and safety staff; Address negative economic impacts caused by the public health emergency, including economic harms to workers, households, small businesses, impacted industries, and the public sector; Replace lost public sector revenue, using this funding to provide government services to the extent of the reduction in revenue experienced due to the pandemic; Provide premium pay for essential workers, offering additional support to those who have borne and will bear the greatest health risks because of their service in critical infrastructure sectors; and Invest in water, sewer, and broadband infrastructure, making necessary investments to improve access to clean drinking water, support vital wastewater and stormwater infrastructure, and to expand access to broadband internet. On June 8, 2021 City Council approved the American Rescue Plan Act Strategic Plan. Consistent with City Council direction the plan focused only on the first year’s allocation. Based on input from City Council, the funds were allocated between Community Investment, City Operations Investments and a Contingency. The Community Investment category, the largest proposed allocation in this plan, is strategically focused on providing assistance to vulnerable populations, businesses and those hardest hit by the COVID-19 pandemic. This portion of the plan includes six distinct focus areas consisting of multiple programs. The proposed strategic plan assumes Community Investment will receive approximately 72% of ARPA funding. The Community Investment Programs were allocated between the following six categories: • • • • • Phoenix Arts, Business and Employee Assistance Mitigation and Care of Vulnerable Populations Youth Sports, Recreation, Education, After-School and Wireless Household and Residential Assistance Phoenix Resilient Food System 312 Table of Contents-Part I COVID-19 FUNDING SUMMARY • Better Health and Community Outcomes The City Operations category, the second largest of the three plan areas, is strategically focused on General Fund (GF) resiliency and capitalizing on the one-time nature of this funding source to address issues that will free up future GF resources and support transformational investments. The proposed strategic plan assumes City Operations will receive approximately 25% of ARPA funding, or $100 million, over two years. This area includes the following areas of focus: • • • Infrastructure, Technology and Capital Needs Revenue Replacement PPE, Cleaning, Sanitizing/Testing and Vaccine Distribution A $5 million contingency was included to preserve resources in case the federal government changes guidance to allow the funds to be used in new areas of concern for the Council or to supplement funding for an approved program that exhausts its allocation of funds before more funding becomes available. The contingency would also be available to cover other unexpected COVID-19 expenses that could occur later in the year. The reserve is not a requirement and Council could allocate this funding immediately or at any other point in the fiscal year as necessary. Other ARPA Funds Awarded to Specific Departments In addition to the funds awarded to the City of Phoenix mentioned above, ARPA funds were also awarded directly to certain departments within the City of Phoenix. Aviation Department The U.S. Department of Transportation also provided $8 billion for airport operations nationwide. The Aviation Department’s allocation for these ARPA funds has not yet been determined. The Aviation Department will apply for these funds after the Federal Aviation Administration publishes the funding requirements. Housing Department The U.S. Department of Housing and Urban Development awarded the Housing Department $25.5 million in ARPA funds. The award was comprised of $4.2 million for Emergency Housing Vouchers to provide temporary public housing to individuals and families experiencing homelessness or at risk of homelessness, and $21.3 million for the on-going production or preservation of affordable housing, tenant-based rental assistance, supportive services, and purchase or development of non-congregate shelter for individuals and families experiencing homelessness. 313 Table of Contents-Part I COVID-19 FUNDING SUMMARY Human Services Department The Human Services Department was awarded $55.3 million to continue the emergency rental assistance program, providing financial services to residents experiencing difficulty due to COVID-19 in paying their rent and utility bills. Public Transit Department The U.S. Department of Transportation awarded the Public Transit Department $186 million as part of the American Rescue Plan Act. $105 million is to continue public transit operations and respond to the impacts of COVID-19, while $81 million is specifically for the South-Central Extension/Downtown Hub (SCE/DH) light rail project. 314 Table of Contents-Part I Table of Contents-Part I Table of Contents-Part I DEBT SERVICE SUMMARY Debt service expenditures include payments of principal, interest, costs of issuance and related costs such as trustee fees and reserve requirements for bonds issued. The debt service allowance in 2021-22 for existing debt and anticipated future bond sales is $651,533,000. As illustrated in the table at the end of this section, debt service expenditures are funded by both operating and capital funding sources. Types of Bonds Issued and Security Under Arizona law, cities are authorized to issue voter-approved general obligation, highway user revenue and utility revenue bonds. For the City of Phoenix, this includes property tax-supported bonds and revenue bonds (such as water revenue and airport revenue bonds). The City’s general obligation bonds are “full faith and credit” bonds. This means they are secured by a legally binding pledge to levy property taxes without limit to make annual bond principal and interest payments. Revenue bonds (such as water revenue and airport revenue bonds) are secured by a pledge of these enterprises’ net revenues (revenues net of operation and maintenance expenses) and do not constitute a general obligation of the City backed by general taxing power. Highway user revenue bonds are secured by state-shared gas taxes and other highway user fees and charges and also are not general obligations of the City. Debt Management In general, the City has used general obligation bonds to finance capital programs of general government (non-enterprise) departments. These include programs such as fire protection, police protection, libraries, parks and recreation, service centers and storm sewers. The debt service on these bonds is paid from the secondary property tax levy. By state law, the City can only use its secondary property tax levy to pay principal and interest on long-term debt. To finance the capital programs of enterprise departments, the City has used revenue bonds secured by and repaid from the revenues of these enterprises. In the past, the City also has used general obligation bonds for water, airport, sanitary sewer and solid waste purposes when deemed appropriate. Since the 1950s, the City has used a community review process to develop and acquire voter approval for general obligation bond programs. At a bond election held on March 14, 2006, voters approved all of the $878.5 million of the 2006 Citizens’ Bond Committee recommended bond authorizations. These authorizations provided funding to construct capital improvements in the following areas: • • Police and Fire Protection Police, Fire and Computer Technology 317 Table of Contents-Part I DEBT SERVICE SUMMARY • • • • • • • • • Parks, Recreation and Mountain Preserves Education Facilities Library Facilities Street Improvements Storm Sewers Senior Facilities Cultural Facilities Affordable Housing Neighborhood Revitalization In December 2011, the City Council adopted a policy to delay lower priority bond projects subject to an annual review of property values and financial conditions. In addition, general obligation debt has been restructured and refinanced to take advantage of favorable market rates. The General Obligation Reserve Fund is utilized strategically to pay down debt service to the staff-recommended balance while preserving the high bond ratings. Bond Ratings As shown in the chart below, the City’s bonds are rated favorably by the major bond rating agencies, Moody’s Investors Service, S&P and Fitch. The City’s general obligation bonds are rated Aa1, AA+ and AAA respectively. City of Phoenix Bond Ratings General Obligation Junior Lien Water Revenue (2) Senior Lien Airport Revenue (2) Junior Lien Airport Revenue (2) Senior Lien Excise Tax Revenue (2) Subordinated Excise Tax Revenue (2) Senior Lien Wastewater System Revenue (2) Junior Lien Wastewater System Revenue (2) Rental Car Facility Charge Revenue Bonds (2) Transit Excise Tax Revenue Bonds (Light Rail) (2) State of AZ Distribution Revenue Bonds (2) Moody’s Aa1 Aa2 Aa3 A1 Aa2 Aa2 Aa2 Aa2 A3 Aa2 Aa2 Rating (1) S&P AA+ AAA A+ A AAA AAA AAA AAA BBB+ AA AA (1) Represents underlying rating, if insured. (2) Issued by the City of Phoenix Civic Improvement Corporation. Maintaining high bond ratings has resulted in a broader market for the City’s bonds and lower interest costs to the City. The following table is a statement of the City’s bonded indebtedness. 318 Fitch AAA AA+ AA+ - Table of Contents-Part I DEBT SERVICE SUMMARY Statement of Bonded Indebtedness(1) (In Thousands of Dollars) General Obligation Bonds Non-Enterprise General Obligation Bonds Purpose Various Airport Sanitary Sewer Solid Waste Water Direct Debt Less: Revenue Supported Net Debt RevenueSupported General Obligation Bonds Total General Obligation Bonds $1,002,860 — — — — $1,002,860 $ — — 375 640 — 1,015 $1,002,860 — 375 640 — $1,003,875 — $1,002,860 (1,015) $ — (1,015) $1,002,860 $ (1) Represents general obligation bonds outstanding as of January 1, 2021. Such figures do not include the outstanding principal amounts of certain general obligation bonds that have been refunded or the payment of which has been provided for in advance of maturity. The payment of the refunded debt service requirements is secured by obligations issued or fully guaranteed by the United States of America which were purchased with proceeds of the refunding issues and other available moneys and are held in irrevocable trusts and are scheduled to mature at such times and in sufficient amounts to pay when due all principal, interest and redemption premiums where applicable, on the refunded bonds. Debt Limitation Pursuant to Chapter 177, Laws of Arizona 2016, which became effective August 6, 2016, the City’s debt limitation is based on the full cash net assessed valuation. Full cash net assessed valuation for 2020-21 was $19,889,713,798. Under the provisions of the Arizona Constitution, outstanding general obligation bonded debt for combined water, sewer, light, parks, open space preserves, playgrounds, recreational facilities, public safety, law enforcement, fire emergency, streets and transportation may not exceed 20 percent of a City’s full cash net assessed valuation, nor may outstanding general obligation bonded debt for all other purposes exceed 6 percent of a City’s full cash net assessed valuation. Unused borrowing capacity as of January 1, 2021, is shown below, based upon 2020-21 assessed valuation. 319 Table of Contents-Part I DEBT SERVICE SUMMARY Water, Sewer, Light, Parks, Open Spaces, Playgrounds, Recreational Facilities, Public Safety, Law Enforcement, Fire Emergency, Streets and Transportation Purpose Bonds 20% Constitutional Limitation Direct General Obligation Bonds Outstanding(1) Less: Debt Limit Reduction from Refunding(2) $3,977,942,760 (890,365,000) (33,261,199) Unused 20% Limitation Borrowing Capacity $ 3,054,316,561 All Other General Obligation Bonds 6% Constitutional Limitation Direct General Obligation Bonds Outstanding(1) Less: Debt Limit Reduction from Refunding(2) Unused 6% Limitation Borrowing Capacity $1,193,382,828 (113,510,000) (14,628,277) $ 1,065,244,551 (1) Represents general obligation bonds outstanding as of January 1, 2021. (2) Per A.R.S. Section 35-473.01.I, refunding bonds issued on or after August 6, 2016 may cause a reduction in available debt limits based on the nature of the refunded bonds (each, a “Debt Limit Reduction from Refunding”). If the principal amount of the refunded bonds is greater than the principal amount of the bonds that are refunding them and net premium is used to fund the escrow, then the difference in principal amounts will constitute a Debt Limit Reduction from Refunding. Debt Burden Debt burden is a measurement of the relationship between the debt of the City supported by its property tax base (net direct debt) to the broadest and most generally available measure of wealth in the community: the assessed valuation of all taxable property and the assessed valuation adjusted to reflect market value. In addition, net debt can be compared to population to determine net debt per capita. The City makes these comparisons each time it offers bonds for sale. They are included in the official statements (bond prospectuses) that are distributed to prospective investors. The following table provides debt burden ratios as of January 1, 2021. 320 Table of Contents-Part I DEBT SERVICE SUMMARY Net Direct General Obligation Bonded Debt Ratios Per Capita Debt Pop. Est. (1,680,992) (1) Limited Net Assessed Valuation Full Cash Valuation ($13,923,185,918) ($198,012,408,578) Direct General Obligation Bonded Debt Outstanding as of January 1, 2021 $597.19 7.21% 0.51% Net Direct General Obligation Bonded Debt Outstanding as of January 1, 2021 $596.59 7.20% 0.51% (1) Population estimate obtained from the U.S. Census Bureau as of July 1, 2019. The City’s debt burden remains in the low-to-moderate range. This means the amount of net debt supported by the City’s property tax base is moderate relative to the value of that tax base. The City has considerable bonded debt outstanding. However, the use of revenue bonds for enterprise activities and enterprise-supported general obligation bonds, in combination with a well-managed, property tax-supported bond program, has permitted the maintenance of a low-to-moderate debt burden. General Government Nonprofit Corporation Bonds In addition to bonded debt, the City uses nonprofit corporation bonds as a financing tool. This form of financing involves the issuance of bonds by a nonprofit corporation for Cityapproved projects. The City makes annual payments equal to the bond debt service requirements to the corporation. The City’s payments to the corporation are guaranteed by a pledge of excise taxes or utility revenues generated by the City’s airport, water system or wastewater system. Pledged excise taxes may include city sales, use, utility and franchise taxes; license and permit fees; and state-shared sales and income taxes. The City has used nonprofit corporation financing selectively. In general, it has financed only those projects that will generate revenues adequate to support the annual debt service requirements or that generate economic benefits that more than offset the cost of financing. The City also has used nonprofit corporation financing for projects essential to health and safety, such as police precinct stations. Similar to bonded debt, these financings are rated by bond rating agencies. 321 Table of Contents-Part I DEBT SERVICE SUMMARY Debt Service by Source of Funds and Type of Expenditure (In Thousands of Dollars) SOURCE OF FUNDS 2019-20 Actual 2020-21 Estimate 2021-22 Budget Operating Funds City Improvement Secondary Property Tax Aviation Convention Center Solid Waste Wastewater Water Total Operating Funds 123,972 116,210 91,827 19,952 14,041 72,806 128,287 567,095 58,706 128,846 126,449 20,639 14,977 71,783 136,908 558,308 70,421 129,714 87,281 20,763 15,227 71,389 153,620 548,415 Capital Funds Nonprofit Corporation Bonds Aviation Convention Center Transportation 2050 Water Other Capital Reserves Customer Facility Charges Federal, State and Other Participation Passenger Facility Charges Total Capital Funds 1,722 770 14,024 23,500 49,945 89,961 259 302 164 800 15,557 23,998 22,598 63,678 800 498 20,558 24,498 56,763 103,118 Total 657,055 621,986 651,533 361,917 295,138 657,055 306,895 315,090 621,986 314,169 337,363 651,533 TYPE OF EXPENDITURE Principal Interest and Other Total 322 Table of Contents-Part I Table of Contents-Part I Table of Contents-Part I PERSONAL SERVICES SUMMARY 2019-20 2020-21 ACTUAL ESTIMATED EXPENDITURES EXPENDITURES PERSONAL SERVICES DETAIL EXPENDITURES 2021-22 COUNCIL ALLOWANCE SUMMARY (in 000's) (in 000's) (in 000's) General Employees Salaries and Wages Employee Benefits Compensation-General *Benefits as % of Compensation 558,075 388,661 946,736 41.1% 592,510 516,417 1,108,927 46.6% 665,888 510,903 1,176,791 43.4% Police Sworn Personnel Salaries and Wages Employee Benefits Compensation-Sworn Police *Benefits as % of Compensation 296,869 237,087 533,956 44.4% 298,127 245,919 544,046 45.2% 316,534 265,373 581,907 45.6% Fire Sworn Personnel Salaries and Wages Employee Benefits Compensation-Sworn Fire *Benefits as % of Compensation 163,731 129,294 293,025 44.1% 174,030 137,986 312,016 44.2% 189,545 150,824 340,369 44.3% Totals Salaries and Wages Employee Benefits 1,018,675 755,042 1,064,667 900,322 1,171,967 927,100 Total Salaries, Wages and Employee Benefits *Benefits as % of Total Compensation 1,773,717 42.6% 1,964,989 45.8% 2,099,067 44.2% 838,750 104,859 64,016 11,050 916,191 108,291 56,547 11,333 986,470 152,697 53,673 11,889 1,018,675 1,092,362 1,204,729 - (27,695) (32,762) 1,018,675 1,064,667 1,171,967 EMPLOYEE SALARY AND BENEFIT DETAIL Salaries and Wages Full-Time Salaries Part-Time/Other Salaries All Overtime/Constant Staffing Holiday Total Salaries Estimated Salary Savings - Salary and Wage Portion Total Salaries With Estimated Salary Savings * Beginning with the 2012-13 Detail Budget, benefits are shown as a percent of total compensation. In prior years, benefits were shown as a percent of salary and wages. 325 Table of Contents-Part I PERSONAL SERVICES SUMMARY 2019-20 2020-21 2021-22 ACTUAL ESTIMATED COUNCIL EXPENDITURES EXPENDITURES ALLOWANCE PERSONAL SERVICES DETAIL EXPENDITURES (in 000's) (in 000's) (in 000's) Pension Contribution - General Pension Unfunded Paydown - General Pension Contribution - Police Pension Contribution - Fire Fire Premium Tax Credit1 Social Security/Medicare Industrial Insurance Health Insurance Life Insurance Long-Term Disability Insurance Unemployment Insurance Retiree - Health Insurance Post Employment Health Plan2 Post Employment Health Plan - Police Post Employment Health Plan - Fire Clothing Allowance - General Clothing Allowance - Police Clothing Allowance - Fire Dental Insurance Tool Allowance Executive Transportation Allowance Communication Allowance Deferred Compensation Employee Suggestion Awards Cancer Insurance - Fire Cancer Insurance - Police Management Development Employee Reimbursement - Tuition Employee Reimbursement - Seminars Employee Reimbursement - Other Employee Reimbursement - Reduced Transit Fare Employee Reimbursement - Memberships Employee Reimbursement - Ballistic Vest Employee Reimbursement - Rifle Premium Pay - Police Fire Employee Assistance Program Other Transfers 176,865 (5) 172,334 96,050 (4,584) 46,876 24,927 140,706 1,251 1,056 84 21,713 15,700 407 686 593 3,798 271 11,001 219 1,444 475 36,794 15 83 149 216 3,160 750 4 857 191 523 112 22 300 (1) 193,905 99,999 178,831 102,504 (4,824) 53,532 32,006 155,644 1,353 1 240 22,754 16,900 389 685 535 3,606 255 11,864 226 1,571 622 41,499 83 152 356 3,160 750 1 252 190 481 10 300 66 201,441 69,998 192,023 112,730 (4,824) 56,861 32,221 172,943 1,378 115 22,755 18,600 384 690 427 3,749 272 12,422 220 1,630 643 46,198 85 158 359 2,850 677 1 1,050 172 474 11 300 - Total Benefits Estimated Salary Savings - Benefits Portion Total Benefits With Estimated Salary Savings 755,042 755,042 919,898 (19,576) 900,322 949,013 (21,913) 927,100 Total Salaries, Wages and Employee Benefits 1,773,717 1,964,989 2,099,067 Employee Benefits 1. A fire premium tax levied by the State is credited toward the City’s contribution for fire pension. Prior to 2015-16 this credit was included in the amount shown for Pension Contribution – Fire. 2. Prior to January 1, 2018, Post Employment Health Plan costs were included in the amount shown for Health Insurance. 326 Table of Contents-Part I PERSONAL SERVICES SUMMARY Employee benefit costs are distributed proportionately to each department’s budget, rather than making a lump sum appropriation for these items. This distribution of costs for each employee benefit results in more accurate costs for each program. A summary of the total estimated expenditures for various employee benefits in 2020-2021 compared with the 2021-2022 budget allowance is shown in the following table. Brief discussions of individual employee benefits follow the table. Comparison of 2020-2021 Employee Benefit Allowance to 2021-2022 Final Allowance (in 000's) Employee Benefits Pension Contribution – General Pension Unfunded Paydown - General Pension Contribution - Police Pension Contribution - Fire Fire Premium Tax Credit FICA/Medicare 1 Industrial Insurance Health Insurance Life Insurance Long-Term Disability Insurance Unemployment Insurance Retiree - Health Insurance Post Employment Health Plan Post Employment Health Plan-Police Post Employment Health Plan - Fire Uniform Allowance - General Uniform Allowance - Police Uniform Allowance - Fire Dental Insurance Tool Allowance Executive Transportation Allowance Communication Allowance Deferred Compensation Employee Suggestion Awards Cancer Insurance - Fire 2020-2021 Estimate 193,905 99,999 178,831 102,504 (4,824) 53,532 32,006 155,644 1,353 1 240 22,754 16,900 389 685 535 3,606 255 11,864 226 1,571 622 41,499 83 327 2021-2022 Budget 201,441 69,998 192,023 112,730 (4,824) 56,861 32,221 172,943 1,378 115 22,755 18,600 384 690 427 3,749 272 12,422 220 1,630 643 46,198 85 $ Change %Change 7,536 3.9% (30,001) -30.0% 13,192 7.4% 10,226 10.0% 0.0% 3,329 6.2% 215 0.7% 17,299 11.1% 25 1.8% (1) -100.0% (125) -52.1% 1 0.0% 1,700 10.1% (5) -1.3% 5 0.7% (108) -20.2% 143 4.0% 17 6.7% 558 4.7% (6) -2.7% 59 3.8% 21 3.4% 4,699 11.3% 0.0% 2 2.4% Table of Contents-Part I PERSONAL SERVICES SUMMARY Cancer Insurance - Police Management Development Employee Reimbursement - Tuition Employee Reimbursement - Seminars Employee Reimbursement - Other Employee Reimbmnt - Reduced Fare Employee Memberships Employee - Ballistic Vest Employee Reimbursement - Rifle Premium Pay – Police Fire Employee Assistance Program Other Transfers Total Benefits 152 356 3,160 750 1 252 190 481 10 300 66 919,898 158 359 2,850 677 1 1,050 172 474 11 300 949,013 6 3 (310) (73) 798 (18) (7) 1 (66) 29,115 3.9% 0.8% -9.8% -9.7% 0.0% 316.7% -9.5% -1.5% 10.0% 0.0% 0.0% -100% 3.2% 1 Includes part-time employees and Medicare coverage for sworn employees employed on a continuous basis after March 31, 1986. City contributions for pension benefits are shown in the following table. The estimated cost per employee is calculated based on the number of active members. City Pension Cost Per Employee Appropriation For 2021-2022 Pension System General Retirement Police 1 Fire 1, 2 Estimated Active Members 8,027 2,584 1,460 Pension Contribution 201,441,000 192,023,000 112,730,000 1 Active membership excludes DROP (Deferred Retirement Option Plan) participants. 2 Reflects the pension contribution, before the estimated fire premium tax credit allowance of 4,824,000 for 2021-22. 328 Cost Per Employee 25,095 74,312 77,212 Table of Contents-Part I PERSONAL SERVICES SUMMARY Pension for General City Employees The 2021-2022 budget for general City employee pension costs is $201,441,000, which is calculated based on actuarial percentages. General employee retirement cost is increasing primarily due to actuarial assumption changes made related to plan earnings and payroll growth. An additional $69,998,000 was budgeted in 2021-2022 to allow for the possible paydown of the Aviation portion of the unfunded pension liability. All full-time general employees participate in the General City Employee Pension Fund. The City and employees contribute an actuarially determined percentage to fully fund benefits for active members and to amortize any unfunded actuarial liability as a level percent of member payroll. The general employee system amortizes the majority of this unfunded liability over a closed 25 year period. Pension reforms have resulted in three tiers of general employees as follows: Tier 1 Employees hired before 7/1/2013 Tier 2 Employees hired between 7/1/2013 and 12/31/2015 Tier 3 Employees hired on or after 1/1/2016 Employee contributes 5% of their gross pay Employee contributes 50% of required contribution up to a maximum of 11% of their gross pay Employee contributes 50% of required contribution up to a maximum of 11% of their gross pay. Defined benefit is effective for first $136,792.25* in gross pay; any salary above the cap is part of a defined contribution plan to which the City contributes 2%. Employees are eligible for retirement benefits at age 60 with 10 or more years of service; age 62 with 5 or more years of service; or when the employee’s age and credited service equals 80 Employees are eligible for retirement benefits at age 60 with 10 or more years of service; age 62 with 5 or more years of service; or when the employee’s age and credited service equals 87 Employees are eligible for retirement benefits at age 60 with 10 or more years of service; age 62 with 5 or more years of service; or when the employee’s age and credited service equals 87 Benefit based on 2% of highest three consecutive years of salary for each year of credited service to a maximum of 32 ½ years; 1.0% up to 35.5 years and 0.5% above 35.5 years Benefit based on highest three consecutive years of salary for each year of credited service, starting at 2.1% for less than 20 years and periodically increasing to a maximum of 2.3% at 30 years Based on highest five consecutive years of salary for each year of credited service, starting at 1.85% for less than 10 years and periodically increasing to a maximum of 2.1% at 30 years * The original cap for Tier 3 employees was 125,000. It is adjusted annually based on changes in the Consumer Price Index for all Urban Consumers (CPI-U). The cap shown is for calendar year 2021. 329 Table of Contents-Part I PERSONAL SERVICES SUMMARY Pension for Public Safety City Employees The Public Safety Retirement System (PSPRS), enacted by the State Legislature in 1968, applies to local firefighters and police officers and sworn law enforcement personnel of other public agencies. Pension reform bills were signed into law effective July 20, 2011. However, in 2014 and 2016, the Arizona Supreme Court declared that many of the reforms were unconstitutional, including those relating to Permanent Benefit Increases and increases to employee contribution rates for those hired prior to the effective date. Additional pension reforms were passed and signed into law in 2016, with the most substantial impact being to officers hired on or after July 1, 2017. In 2019, Senate Bill 1146 passed, which reversed two of the reforms made in 2011 related to Deferred Retirement Option Plan (DROP) participants. The Supreme Court decisions, as well as recognition of prior year asset losses, and various other factors caused significant increases in pension rates. The State legislature passed additional legislation in 2017 to clarify the 2016 pension reforms and to offer employers some relief to escalating pension contribution rates. This law (House Bill 2485) allowed cities to increase the amortization period for the unfunded actuarial liability to 30 years from 20 years, by petitioning the PSPRS Board of Trustees. The City elected this option, but committed to try to pay off the balance in 25 years and to create a pension reserve fund based on the onetime savings created in 2017-2018 to be used to pay future required contributions. The reforms and Supreme Court decisions have also resulted in an increasingly complex system with three tiers of public safety employees. For the defined benefit system, the City contributes an actuarially determined amount to fully fund benefits for active members and to amortize any unfunded actuarial liability at a level percent of member payroll. The 2021-22 budget was established using a closed amortization period of 25 years (with 21 years remaining) for the defined benefit system unfunded liability applicable to employees hired prior to July 1, 2017 (Tier 1 and Tier 2). A total of $41,500,000 has been transferred from the General Fund to the Public Safety Pension Reserve Fund. This included $24,750,000 in 2017-2018 based on the one-time savings created from extending the unfunded liability amortization period and an additional $16,750,000 in subsequent years. City contributions to the Phoenix Firefighters Pension are partially funded by a state-imposed insurance premium tax on all fire insurance policies sold within the City. This premium tax is estimated at $4,824,000 for 2021-2022. All of the City’s pension contributions for Fire are shown before this credit, which is stated separately. While there are some exceptions, the pension provisions applicable to the majority of public safety employees are shown on the following page. 330 Table of Contents-Part I PERSONAL SERVICES SUMMARY Public Safety Pension Matrix Tier 1 Employees hired before 1/1/2012 Tier 2 Employees hired between 1/1/2012 and 7/1/2017 Tier 3 Employees hired on or after 7/1/2017 Defined Benefit (DB) Defined Benefit (DB) with Hybrid Defined Benefit (DB) with Hybrid or Defined Contribution (DC) Only Employee contributes 7.65% of gross pay if hired on or before 7/19/2011 and 11.65% of gross pay if hired between 7/20/2011 and 12/31/2011 Employee contributes 11.65% of gross pay + 3% DB with Hybrid: Employee contributes 50% of required contribution + 3% DC: Employee contributes 9% + Disability Employer contributes based on individual actuarial valuation Employer contributes based on actuarial valuation + 4% (phasing to 3% based on hire date) DB with Hybrid: Employer contributes 50% of required contribution + 3% + Legacy DC: Employer contributes 9% + Disability + Legacy As set by Internal Revenue Code As set by Internal Revenue Code $115,868.00 salary cap as of 1/1/2021 (adjusted every 3 years by custom index) Employees are eligible for normal retirement with 20 years of service; no age requirement or with 15 years of service; age 62 Employees are eligible for normal retirement with 15 years of credited service or 25 years of service; age 52.5 (not mutually attained) Employees are eligible for normal retirement with 15 years of service; age 55 (not mutually attained; actuarially reduced at 52.5) Benefit multiplier (80% max) based on highest 3 years of average salary in past 20 years: 50% plus 2% for years > 20 and < 25 2.5% for years 25+ (reduced 4% for < 20 years) Benefit multiplier (80% max) based on highest 5 years of average salary in past 20 years: The better of Tier 3 and multipliers or 62.5% plus 2.5% for years 25+ (reduced by 4% for < 25 years) Benefit multiplier (80% max) based on highest 5 years of average salary in past 15 years: 1.50% for years 15 to < 17 1.75% for years 17 to < 19 2.00% for years 19 to < 22 2.25% for years 22 to < 25 2.50% for years 25+ Amortization period: closed period of not more than 20 years (or 30 years, if elected)* Amortization period: closed period of not more than 20 years (or 30 years, if elected)* Amortization period: not more than 10 years Unfunded liability: applied to Tier 1, 2, 3 (DB and DC) payrolls (aka Legacy) Unfunded liability: applied to Tier 1, 2, 3 (DB and DC) payrolls (aka Legacy) Unfunded liability: applied to Tier 3 DB payroll only * The City of Phoenix elected to petition the PSPRS Board to allow the 30-year amortization option, but committed to try to pay off the balance over 25 years. 331 Table of Contents-Part I PERSONAL SERVICES SUMMARY Social Security/Medicare The 2021-2022 appropriation for Social Security/Medicare is $56,861,000, $3,329,000 or 6.2% more than the 2020-2021 estimate of $53,532,000. The estimated number of authorized positions subject to Social Security is 10,276.3 or 67.3% of City FTEs (full time equivalent). This includes 735.3 full-time equivalents for part-time City employees. The following table shows the rate and increase in the maximum Social Security taxes since 2012. SOCIAL SECURITY TAXES Calendar Year 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 Base 110,100 113,700 117,000 118,500 118,500 127,200 128,400 132,900 137,700 142,800 Rate 6.20 6.20 6.20 6.20 6.20 6.20 6.20 6.20 6.20 6.20 Maximum Amount 6,826 7,049 7,254 7,347 7,347 7,886 7,961 8,240 8,537 8,854 Annual % Increase 3.1 3.3 2.9 1.3 0 7.3 1.0 3.5 3.6 3.7 Medicare is calculated at 1.45% of wages. Unlike Social Security, which has a maximum salary amount subject to the tax (i.e., $142,800 in calendar year 2021); there is no limit to wages subject to the Medicare tax. All employees are subject to Medicare tax with the exception of sworn employees hired prior to March 31, 1986. Industrial Insurance As of April 1, 2003, the City became self-insured for the industrial insurance program. The benefits are administered by a third party contractor, including all injuries occurring on or after April 1, 2003. Claims that occur with a date of injury prior to April 1, 2003 are administered by the Arizona State Industrial Commission Fund. By State law, the City is required to insure its employees for injuries, illnesses and death that occur in the course and scope of their employment with the City. Costs for this insurance in 2021-2022 are estimated at $32,221,000, an increase of $215,000 or .7% more than the prior year’s estimated cost of $32,006,000. The amount complies with the recommendation of a recent actuarial analysis. 332 Table of Contents-Part I PERSONAL SERVICES SUMMARY Unemployment Insurance Program During its 1977 session, the Arizona Legislature amended the Employment Security Law of Arizona to extend the State’s unemployment insurance program to local governments. Effective January 1, 1978, the City assumed the costs of unemployment claims submitted by former employees for reimbursement to the State administered program. Costs for this insurance in 2021-2022 are estimated at $115,000, a decrease of $125,000 less than the prior year’s estimated cost of $240,000. Health and Dental Insurance The 2021-2022 allowance for employee health insurance is $172,943,000, an increase of $17,299,000 or 11.1% over 2020-2021 estimated expenditures of $155,644,000. Calendar year 2021 rates increased by 6.0% over 2020 rates. Dental insurance in 2021-2022 is estimated at $12,422,000, an increase of $558,000 or 4.7% over 2020-2021 estimated expenditures of $11,864,000. Calendar year 2021 rates remained unchanged from 2020 rates. Long-term Disability Insurance The trust fund that covers long-term disability is currently overfunded based on actuarial analysis. As a result, no contribution is planned in 2021-2022. Uniform Allowance Police, fire and certain general employees receive a uniform allowance. The combined uniform allowance budget in 2021-2022 is $4,448,000. Police Officers receive an annual allowance of $1,150. Police Sergeants and Lieutenants receive an annual allowance of $525 and Sworn Police Middle Managers and Executives receive $1,550. Firefighters receive an annual allowance of $129.75, while Sworn Fire Middle Managers and Executives receive $925. 333 Table of Contents-Part I PERSONAL SERVICES SUMMARY Post Employment Health Benefits Retired employees meeting certain qualifications are eligible to participate in the City Health Insurance Program along with the City’s active employees. As of August 1, 2007 separate rates were established for active and retiree health insurance. Medical Expense Reimbursement Plan Employees eligible to retire in 15 years or less from August 1, 2007, will receive a monthly subsidy from the City’s Medical Expense Reimbursement Plan (MERP) when they retire. The purpose of the monthly subsidy is to reimburse retirees for qualified medical expenses. The subsidy varies with length of service or bargaining unit from $117 to $202 per month. Retirees may be eligible for additional subsidies depending on their bargaining unit, retirement date, or enrollment in the City’s medical insurance program. Current and future eligible retirees who purchase health insurance through the City’s plan will receive an additional subsidy to minimize the impact of un-blending health insurance rates for active and retired employees. The City’s annual other post employment benefit expense (OPEB) is calculated based on the annual required contribution, which is actuarially determined in accordance with Governmental Accounting Standards Board Statement No. 45 (GASB 45). The annual required contribution represents a level of funding that, if paid on an ongoing basis, is projected to cover normal cost each year and amortize any unfunded actuarial liability over a period not to exceed 30 years. The annual required contribution to fully comply with GASB 45 is estimated at $22.8 million for 2021-2022. Post Employment Health Plan Employees eligible to retire in more than 15 years from August 1, 2007 who have payroll deductions for City medical insurance coverage are entitled to a $150 monthly contribution to a Post Employment Health Plan (PEHP) account in lieu of MERP subsidies. Funds accumulated in the account can be used upon termination of employment for qualified medical expenses. Prior to January 1, 2018, the cost of the PEHP subsidy was included with the City’s Health Insurance. PEHP costs for 2021-2022 are estimated at $19,674,000. 334 Table of Contents-Part I PERSONAL SERVICES SUMMARY 2021-2022 Employee Benefit Values The value of each of the major benefit categories expressed as a percentage of wages is shown in the table that follows. Benefit Type General Police Fire Health, Dental, Life, Long Term Disability, Unemployment 18.04% 12.58% 11.13% Pension 1 32.60% 75.10% 70.29% Social Security and Medicare 2 7.13% 1.44% 1.43% Holidays, personal and educational leave 5.97% 6.08% 3.94% Vacation 3 5.77% 5.77% 5.77% Sick Leave 5.77% 5.77% 5.77% Industrial Insurance 2.66% 2.66% 2.66% 1 Rates reflect the city contribution percentages based on actuarial valuations. The percent shown for General employees is the Tier 1 city contribution rate. The Tier 2 and Tier 3 city contribution rate is 26.60% in fiscal year 2021-22. The contribution rates shown for Police and Fire are applicable to Tier 1 and Tier 2 and reflect a 25-year amortization period (with 21 years remaining) for the unfunded liability. 2 General Social Security is taxed at 6.2% of earnings up to $142,800. Medicare is taxed at 1.45% of all earnings. Police and fire employees hired after 3/31/86 are taxed at the Medicare rate of 1.45% of all earnings. 3 Reflects estimated composite rate based on 10 years of service. 335 Table of Contents-Part I Schedule of Monthly and Annual Salary Ranges Salary Plan 001 - Supervisory and Professional Employees Effective July 12, 2021 Grade 011 012 013 014 015 016 017 018 019 020 021 022 023 024 025 026 027 028 029 030 031 032 033 034 035 036 037 038 039 040 041 042 043 044 045 046 047 048 049 050 081 086 Monthly Salary Minimum Maximum 1,531 2,229 1,603 2,340 1,669 2,447 1,754 2,576 1,834 2,692 1,912 2,794 1,999 2,940 2,092 3,106 2,186 3,257 2,295 3,422 2,402 3,591 2,525 3,791 2,635 3,981 2,739 4,167 2,883 4,397 3,045 4,619 3,193 4,848 3,357 5,106 3,524 5,365 3,716 5,644 3,907 5,928 4,087 6,237 4,314 6,564 4,529 6,892 4,756 7,242 5,008 7,613 5,259 8,010 5,535 8,405 5,815 8,843 6,115 9,308 6,438 9,774 6,760 10,279 7,103 10,806 7,467 11,359 7,854 11,941 8,245 12,551 8,672 13,189 9,128 13,874 9,585 14,574 10,081 15,302 8,714 8,714 10,581 10,581 336 Annual Salary Minimum Maximum 18,366 26,749 19,240 28,080 20,030 29,370 21,050 30,909 22,006 32,302 22,942 33,530 23,982 35,277 25,106 37,274 26,229 39,083 27,539 41,059 28,829 43,098 30,306 45,490 31,616 47,778 32,864 50,003 34,590 52,770 36,546 55,432 38,314 58,178 40,290 61,277 42,286 64,376 44,595 67,725 46,883 71,136 49,046 74,838 51,771 78,770 54,350 82,701 57,075 86,902 60,091 91,354 63,107 96,117 66,414 100,859 69,784 106,122 73,382 111,696 77,251 117,291 81,120 123,344 85,238 129,667 89,606 136,302 94,245 143,291 98,946 150,613 104,062 158,267 109,533 166,483 115,024 174,886 120,973 183,622 104,568 104,568 126,976 126,976 Table of Contents-Part I Schedule of Monthly and Annual Salary Ranges Salary Plan 002 - Field Unit 1 Employees Effective July 12, 2021 Grade 100 101 102 103 104 105 106 107 108 109 110 111 112 113 114 115 116 117 118 119 120 121 122 123 124 125 126 Monthly Salary Minimum Maximum 1,609 2,298 1,999 2,612 2,103 2,688 2,208 2,759 2,267 2,850 2,323 2,928 2,383 3,021 2,456 3,117 2,515 3,226 2,593 3,342 2,669 3,475 2,740 3,611 2,829 3,741 2,903 3,909 3,000 4,082 3,096 4,252 3,201 4,460 3,321 4,631 3,453 4,819 3,586 5,016 3,715 5,221 3,883 5,436 4,054 5,652 4,224 5,881 4,427 6,115 4,602 6,360 4,787 6,621 337 Annual Salary Minimum Maximum 19,302 27,581 23,982 31,346 25,230 32,261 26,499 33,114 27,206 34,195 27,872 35,131 28,600 36,254 29,474 37,398 30,181 38,709 31,117 40,102 32,032 41,704 32,885 43,326 33,946 44,886 34,840 46,904 36,005 48,984 37,149 51,022 38,418 53,518 39,853 55,578 41,434 57,824 43,035 60,195 44,574 62,650 46,592 65,229 48,651 67,829 50,690 70,574 53,123 73,382 55,224 76,315 57,450 79,456 Table of Contents-Part I Schedule of Monthly and Annual Salary Ranges Salary Plan 003 - Field Unit 1 "A" Employees Effective July 12, 2021 Grade 100 101 102 103 104 105 106 107 108 109 110 111 112 113 114 115 116 117 118 119 120 121 122 Monthly Salary Minimum Maximum 1,413 1,413 2,208 2,612 2,267 2,688 2,323 2,759 2,383 2,850 2,456 2,928 2,515 3,021 2,593 3,117 2,669 3,226 2,740 3,342 2,829 3,475 2,903 3,611 3,000 3,741 3,096 3,909 3,201 4,082 3,321 4,252 3,453 4,460 3,586 4,631 3,715 4,819 3,883 5,016 4,054 5,221 4,224 5,436 4,427 5,652 338 Annual Salary Minimum Maximum 16,952 16,952 26,499 31,346 27,206 32,261 27,872 33,114 28,600 34,195 29,474 35,131 30,181 36,254 31,117 37,398 32,032 38,709 32,885 40,102 33,946 41,704 34,840 43,326 36,005 44,886 37,149 46,904 38,418 48,984 39,853 51,022 41,434 53,518 43,035 55,578 44,574 57,824 46,592 60,195 48,651 62,650 50,690 65,229 53,123 67,829 Table of Contents-Part I Schedule of Monthly and Annual Salary Ranges Salary Plan 004 - Field Unit 2 Employees Effective July 12, 2021 Grade 200 201 202 203 204 205 206 207 208 209 210 211 212 213 214 215 216 217 218 219 220 221 222 223 Monthly Salary Minimum Maximum 1,733 1,733 2,068 2,532 2,158 2,605 2,238 2,673 2,307 2,728 2,343 2,810 2,411 2,877 2,470 2,961 2,532 3,066 2,605 3,163 2,673 3,271 2,728 3,396 2,810 3,515 2,877 3,656 2,961 3,829 3,066 3,995 3,163 4,163 3,271 4,347 3,396 4,529 3,515 4,727 3,656 4,907 3,829 5,113 3,995 5,304 4,163 5,519 Annual Salary Minimum Maximum 20,800 20,800 24,814 30,389 25,896 31,262 26,853 32,074 27,685 32,739 28,122 33,717 28,933 34,528 29,640 35,526 30,389 36,795 31,262 37,960 32,074 39,250 32,739 40,747 33,717 42,182 34,528 43,867 35,526 45,947 36,795 47,944 37,960 49,962 39,250 52,166 40,747 54,350 42,182 56,722 43,867 58,885 45,947 61,360 47,944 63,648 49,962 66,227 224 225 226 227 228 4,347 4,529 4,727 4,907 5,113 52,166 54,350 56,722 58,885 61,360 5,770 6,065 6,377 6,699 7,006 339 69,243 72,779 76,523 80,392 84,074 Table of Contents-Part I Schedule of Monthly and Annual Salary Ranges Salary Plan 005 - Field Unit 2 "A" Employees Effective July 12, 2021 Grade 201 202 203 204 205 206 207 208 209 210 211 212 213 214 215 216 217 218 219 220 221 222 223 224 225 Monthly Salary Minimum Maximum 2,238 2,532 2,307 2,605 2,343 2,673 2,411 2,728 2,470 2,810 2,532 2,877 2,605 2,961 2,673 3,066 2,728 3,163 2,810 3,271 2,877 3,396 2,961 3,515 3,066 3,656 3,163 3,829 3,271 3,995 3,396 4,163 3,515 4,347 3,656 4,529 3,829 4,727 3,995 4,907 4,163 5,113 4,347 5,304 4,529 5,519 4,727 5,770 4,907 6,065 340 Annual Salary Minimum Maximum 26,853 30,389 27,685 31,262 28,122 32,074 28,933 32,739 29,640 33,717 30,389 34,528 31,262 35,526 32,074 36,795 32,739 37,960 33,717 39,250 34,528 40,747 35,526 42,182 36,795 43,867 37,960 45,947 39,250 47,944 40,747 49,962 42,182 52,166 43,867 54,350 45,947 56,722 47,944 58,885 49,962 61,360 52,166 63,648 54,350 66,227 56,722 69,243 58,885 72,779 Table of Contents-Part I Schedule of Monthly and Annual Salary Ranges Salary Plan 006 - Unit 3 Office and Clerical Employees Effective July 12, 2021 Grade 300 311 312 313 314 315 316 317 318 319 320 321 322 323 324 325 326 327 328 329 330 331 332 333 334 335 336 Monthly Salary Minimum Maximum 2,600 2,600 1,557 2,239 1,638 2,343 1,711 2,453 1,797 2,588 1,875 2,695 1,955 2,815 2,051 2,966 2,148 3,115 2,239 3,248 2,343 3,396 2,453 3,562 2,588 3,739 2,695 3,924 2,815 4,108 2,966 4,319 3,115 4,521 3,248 4,751 3,396 4,983 3,562 5,223 3,739 5,496 3,924 5,763 4,108 6,042 4,319 6,349 4,521 6,644 4,751 6,966 4,983 7,308 341 Annual Salary Minimum Maximum 31,200 31,200 18,678 26,874 19,656 28,122 20,530 29,432 21,570 31,054 22,506 32,344 23,462 33,779 24,606 35,589 25,771 37,378 26,874 38,979 28,122 40,747 29,432 42,744 31,054 44,866 32,344 47,091 33,779 49,296 35,589 51,834 37,378 54,246 38,979 57,013 40,747 59,800 42,744 62,670 44,866 65,957 47,091 69,160 49,296 72,509 51,834 76,190 54,246 79,726 57,013 83,595 59,800 87,693 Table of Contents-Part I Schedule of Monthly and Annual Salary Ranges Salary Plan 007 - Unit 4 Police Officers Effective July 12, 2021 Grade 400 428 429 430 431 432 Monthly Salary Minimum Maximum 3,401 4,990 3,945 6,550 6,796 6,796 7,049 7,049 7,315 7,315 7,583 7,583 Annual Salary Minimum Maximum 40,810 59,883 47,341 78,603 81,557 81,557 84,594 84,594 87,776 87,776 91,000 91,000 Salary Plan 011 - Unit 6 Police Professional and Supervisory Employees Effective July 12, 2021 Grade 634 638 641 Monthly Salary Minimum Maximum 6,261 9,311 7,491 11,175 8,694 12,938 342 Annual Salary Minimum Maximum 75,130 111,738 89,898 134,098 104,333 155,251 Table of Contents-Part I Schedule of Monthly and Annual Salary Ranges Salary Plan 008 - Unit 5 Fire - 56 Hour Employees Effective July 12, 2021 Grade 551 552 555 Monthly Salary Minimum Maximum 4,074 7,123 5,739 7,672 4,497 8,717 Annual Salary Minimum Maximum 48,887 85,476 68,869 92,060 53,962 104,605 Salary Plan 009 - Unit 5 Fire - 40 Hour Staff Employees Effective July 12, 2021 Grade 561 562 565 Monthly Salary Minimum Maximum 4,482 7,835 6,311 8,440 4,949 9,591 Annual Salary Minimum Maximum 53,789 94,016 75,733 101,275 59,384 115,086 Salary Plan 010 - Unit 5 Fire - 40 Hour Non-Staff Employees Effective July 12, 2021 Grade 570 575 Monthly Salary Minimum Maximum 4,002 4,002 4,422 6,857 343 Annual Salary Minimum Maximum 48,027 48,027 53,061 82,285 Table of Contents-Part I Schedule of Monthly and Annual Salary Ranges Salary Plan 012 - Confidential Office and Clerical Employees Effective July 12, 2021 Grade 711 712 713 714 715 716 717 718 719 720 721 722 723 724 725 726 727 728 729 730 731 732 733 734 735 Monthly Salary Minimum Maximum 1,609 2,302 1,685 2,413 1,752 2,534 1,848 2,659 1,931 2,779 2,019 2,898 2,106 3,045 2,207 3,203 2,302 3,352 2,413 3,529 2,534 3,708 2,659 3,902 2,779 4,098 2,898 4,300 3,045 4,527 3,203 4,765 3,352 5,011 3,529 5,273 3,708 5,533 3,902 5,817 4,098 5,933 4,300 6,217 4,527 6,528 4,765 6,840 5,011 7,169 344 Annual Salary Minimum Maximum 19,302 27,622 20,218 28,954 21,029 30,410 22,173 31,907 23,171 33,342 24,232 34,778 25,272 36,546 26,478 38,438 27,622 40,227 28,954 42,349 30,410 44,491 31,907 46,821 33,342 49,171 34,778 51,605 36,546 54,330 38,438 57,179 40,227 60,133 42,349 63,274 44,491 66,394 46,821 69,805 49,171 71,198 51,605 74,610 54,330 78,333 57,179 82,077 60,133 86,029 Table of Contents-Part I Schedule of Monthly and Annual Salary Ranges Salary Plan 013 - Middle Management Employees Effective July 12, 2021 Grade 835 836 837 838 839 840 841 842 843 844 845 846 880 Monthly Salary Minimum Maximum 4,885 7,812 5,124 8,199 5,389 8,623 5,656 9,051 5,940 9,500 6,235 9,974 6,542 10,471 6,874 10,998 7,221 11,553 7,578 12,123 7,958 12,730 8,353 13,366 12,448 12,448 Annual Salary Minimum Maximum 58,614 93,746 61,485 98,384 64,667 103,480 67,870 108,618 71,282 114,005 74,818 119,683 78,499 125,653 82,493 131,976 86,653 138,632 90,938 145,475 95,493 152,755 100,235 160,389 149,381 149,381 Salary Plan 014 - Middle Management - 56 Hour Employees Effective July 12, 2021 Grade 850 851 852 853 854 Monthly Salary Minimum Maximum 6,156 9,850 6,465 10,342 6,790 10,862 7,127 11,403 7,484 11,973 345 Annual Salary Minimum Maximum 73,877 118,198 77,576 124,109 81,478 130,341 85,525 136,835 89,806 143,678 Table of Contents-Part I Schedule of Monthly and Annual Salary Ranges Salary Plan 018 - Executive Employees Effective July 12, 2021 Grade 900 901 903 904 905 906 907 908 909 910 911 912 913 914 915 916 917 918 919 920 940 980 Monthly Salary Minimum Maximum 5,722 9,724 6,320 10,745 6,968 11,842 7,322 12,449 7,689 13,076 8,084 13,742 8,490 14,435 8,920 15,163 9,374 15,933 9,847 16,739 10,346 17,586 10,868 18,474 11,411 19,398 11,981 20,367 12,570 21,386 13,208 22,459 13,868 23,580 14,565 24,762 15,293 26,000 16,061 27,298 26,250 35,417 17,602 17,602 346 Annual Salary Minimum Maximum 68,661 116,688 75,837 128,939 83,616 142,106 87,859 149,386 92,269 156,915 97,011 164,902 101,878 173,222 107,037 181,958 112,486 191,194 118,165 200,866 124,155 211,037 130,416 221,686 136,926 232,773 143,770 244,400 150,842 256,630 158,496 269,506 166,421 282,963 174,782 297,149 183,518 312,000 192,733 327,579 315,000 425,000 211,224 211,224 Table of Contents-Part I Schedule of Monthly and Annual Salary Ranges Salary Plan 016 - Elected Officials Effective July 12, 2021 Grade 997 998 Monthly Salary Minimum Maximum 5,133 5,133 7,333 7,333 Annual Salary Minimum Maximum 61,600 61,600 88,000 88,000 Salary Plan 023 - Council Office Staff Effective July 12, 2021 Grade C10 C11 C12 C13 C14 C15 C16 C17 C18 C19 C20 C21 C22 Monthly Salary Minimum Maximum 3,113 4,723 3,271 4,945 3,422 5,186 3,595 5,462 3,791 5,756 3,988 6,048 4,170 6,360 4,401 6,698 4,616 7,029 4,850 7,374 5,086 7,760 5,356 8,171 5,645 8,625 347 Annual Salary Minimum Maximum 37,357 56,680 39,250 59,342 41,059 62,234 43,139 65,541 45,490 69,077 47,861 72,571 50,045 76,315 52,811 80,371 55,390 84,344 58,198 88,483 61,027 93,122 64,272 98,051 67,746 103,501 Table of Contents-Part I Schedule of Monthly and Annual Salary Ranges Salary Plan 024 Middle Mangement Fire - 40 HR Effective July 12, 2021 Grade 852 853 854 Monthly Salary Minimum Maximum 6,788 10,861 7,124 11,400 7,485 11,974 Annual Salary Minimum Maximum 81,453 130,333 85,488 136,802 89,814 143,686 Salary Plan 025 - Executive - Fire Effective July 12, 2021 Grade 950 952 956 Monthly Salary Minimum Maximum 8,232 14,082 9,065 15,411 11,045 18,779 Annual Salary Minimum Maximum 98,779 168,979 108,784 184,933 132,538 225,347 Salary Plan 026 - Middle Management - Police Effective July 12, 2021 Grade 862 Monthly Salary Minimum Maximum 8,500 13,601 Annual Salary Minimum Maximum 102,003 163,218 Salary Plan 027 - Executive - Police Effective July 12, 2021 Grade 960 962 966 Monthly Salary Minimum Maximum 9,221 15,680 10,008 17,016 11,546 19,627 348 Annual Salary Minimum Maximum 110,656 188,157 120,099 204,194 138,549 235,518 Table of Contents-Part I SUMMARY OF GRANT PROGRAMS AND EXPENDITURES The City of Phoenix relies on many state, federal, and other types of grants and special revenues to carry out a variety of needed programs and services. Grants have funded important public improvement projects, provided services for low-income residents, implemented innovative police programs and provided numerous other services that would not have been possible without the grant resources. The following budget information summarizes programs by department that are funded with grants in 2020-21 and 2021-22. Grant funds can be used in both the Operating and Capital Improvement Program (CIP) budget. The fiscal period for many of these grants differs from the City, resulting in expenditure and reporting overlaps. In some cases, by the time the budget is adopted, the grant agency may not have notified a department of funding amounts for the next fiscal year. These funds will be programmed when the grant is awarded. Grant Description Grant Period 2020-21 Estimate Source of Funds 2021-22 Budget* CITYWIDE: American Rescue Plan Act 03/11/21(ARPA) - This grant award 12/31/24 was signed into law to provide additional relief to address the continued impact of the COVID-19 pandemic on the economy, public health, state and local governments, individuals, and businesses in the United States. U.S. Department of the Treasury Citywide Subtotal $ - $ 416,000,000 - 416,000,000 4,964 - CITY MANAGER’S OFFICE: Read On Phoenix Little Free Libraries - This grant provides a place for families to share their literature through community “library” boxes. 09/01/1706/30/21 Fort McDowell Yavapai Nation Gaming Grants 349 Table of Contents-Part I SUMMARY OF GRANT PROGRAMS AND EXPENDITURES Grant Period Source of Funds Phoenix Industrial Development Authority (IDA) HeatReady - This grant provides for HeatReady Phoenix support and development. 05/01/1812/31/21 Phoenix Industrial Development Authority (IDA) Experience Corps After School Tutoring Program This grant provides Experience Corps tutoring program services to students in select afterschool programs. 09/01/1812/31/21 American Association of Retired Persons (AARP) Foundation 38,519 32,288 Experience Corps - This grant, engages older adults to mentor underperforming students in grades K-3 to reach grade level proficiency. 02/01/1906/30/22 Department of Justice, Office of Juvenile Justice and Delinquency Prevention (OJJDP) (via AARP Foundation) 57,093 40,674 Arizona Governor’s Office of Youth, Faith and Family 163,866 417,876 Grant Description AmeriCorps - This grant 07/01/19places AmeriCorps members 08/31/21 (stipend volunteers) in City operated and local community programs to increase educational attainment in third grade reading. 350 2020-21 Estimate $ 36,243 2021-22 Budget* $ - Table of Contents-Part I SUMMARY OF GRANT PROGRAMS AND EXPENDITURES Grant Description Coronavirus Relief Fund (CRF) - The City Manager's Office portion of this grant provided for COVID-19 testing and related expenses. Coronavirus Relief Funds were utilized by multiple departments citywide. Grant Period Source of Funds 03/01/2012/30/20 U.S. Department of the Treasury City Manager’s Office Subtotal 2020-21 Estimate $ 2,186,959 2021-22 Budget* $ - 2,487,644 490,838 5,846 - 5,846 - COMMUNICATIONS OFFICE: Coronavirus Relief Fund 03/01/20(CRF) - The Communications 12/30/20 Office’s portion of this grant provided outreach through advertising, printed flyers, and broadcasting of information on resources and services to residents regarding COVID19 assistance and testing and vaccination information in English and Spanish. Coronavirus Relief Funds were utilized by multiple departments citywide. U.S. Department of the Treasury Communications Office Subtotal 351 Table of Contents-Part I SUMMARY OF GRANT PROGRAMS AND EXPENDITURES Grant Period Source of Funds Phoenix Young Manufacturing Academy (YMA) - This grant funds the Phoenix YMA which targets low-income middle schoolaged students and families in underserved areas. The Academy provides students access to science, technology, engineering and math (STEM) applications to learn about potential careers in advanced manufacturing. 10/01/1906/30/22 Gila River Indian Community Workforce Innovation and Opportunity Act (WIOA) - The Community and Economic Development Department's portion of this grant provides for quality assurance and administration of the Phoenix Business and Workforce Development Board and WIOA Programs including the oversight of the Business and Workforce Development Center. This grant is also utilized by the Human Services Department. 07/01/2006/30/22 U.S. Department of Labor Grant Description 2020-21 Estimate 2021-22 Budget* COMMUNITY AND ECONOMIC DEVELOPMENT: 352 $ 10,000 $ 10,000 (1,025) 92,326 Table of Contents-Part I SUMMARY OF GRANT PROGRAMS AND EXPENDITURES Grant Description Coronavirus Relief Fund (CRF) - The Community and Economic Development Department’s portion of this grant provided for microbusiness resiliency, small business relief, and Phoenix Sky Harbor International Airport small business concessionaire grants due to loss of sales from the pandemic. The grant also provided for economic development assistance and administrative support for utility assistance grants. Coronavirus Relief Funds were utilized by multiple departments citywide. Grant Period Source of Funds 03/01/2012/30/20 U.S. Department of the Treasury Community and Economic Development Subtotal 2020-21 Estimate $ 9,447,086 2021-22 Budget* $ - 9,456,061 102,326 219,570 281,867 EQUAL OPPORTUNITY: Fair Housing Assistance Program - This grant represents federal reimbursements for Fair Housing Act complaints that have been processed by the Equal Opportunity Department’s Compliance and Enforcement Division. 07/01/1406/30/25 U.S. Department. of Housing and Urban Development (HUD) 353 Table of Contents-Part I SUMMARY OF GRANT PROGRAMS AND EXPENDITURES Grant Description Community Development Block Grant (CDBG) - The Equal Opportunity Department’s portion of this grant is directed toward investigations, fair housing education, and outreach. This grant is also utilized by the Housing, Human Services, Neighborhood Services, Parks and Recreation and Planning and Development Departments. Multiple year entitlements are reflected. Grant Period Source of Funds 07/01/1906/30/22 U.S. Department of Housing and Urban Development (HUD) Equal Opportunity Subtotal 2020-21 Estimate $ 2021-22 Budget* 254,463 $ 272,767 474,033 554,634 7,678,514 - 7,678,514 - FINANCE: Coronavirus Relief Fund 03/01/20(CRF) - The Finance 12/30/20 Department's portion of this grant provided for the ability to procure, distribute and warehouse Personal Protective Equipment (PPE) for the City. Additionally, the funds provided for the purchase of COVID-19 mobile testing vans. Coronavirus Relief Funds were utilized by multiple departments citywide. U.S. Department of the Treasury Finance Subtotal 354 Table of Contents-Part I SUMMARY OF GRANT PROGRAMS AND EXPENDITURES Grant Period Source of Funds Federal Emergency Management Agency Grant This grant provides funds to enhance the operational capability of the Arizona Urban Search and Rescue (USAR) team and its equipment cache for emergencies involving natural disasters and weapons of mass destruction. 09/30/1808/31/23 U.S. Department of Homeland Security 9-1-1 Public Safety Answering Points - This grant is used for local network management of Public Safety Answering Points for emergency telecommunication services. 07/01/0306/30/22 Maricopa County Sheriff’s Office (MCSO) 911 - This grant funds technical support and maintenance of nine 911 call-talking positions/stations in the MCSO 911 Call Center. Community Emergency Notification System - This grant funds equipment for the 26 Public Safety Answering Points to notify large number of citizens in a timely manner of impending danger. Grant Description 2020-21 Estimate 2021-22 Budget* FIRE: 1,326,912 $ 971,030 Arizona Department of Administration 18,000 33,000 07/01/0506/30/22 Maricopa County Sheriff’s Office 116,175 65,000 07/01/0806/30/22 Maricopa Association of Governments 106,000 116,000 355 $ Table of Contents-Part I SUMMARY OF GRANT PROGRAMS AND EXPENDITURES 2020-21 Estimate 2021-22 Budget* Grant Period Source of Funds Emergency Operations Center (EOC) - This grant provides funds to purchase equipment for the EOC. 10/01/1110/01/20 U.S. Department of Homeland Security Complex Coordinate Terrorist Attacks - This grant provides funds to create and develop an innovative, comprehensive and sustainable plan to prepare our entire community for complex coordinated terrorist attacks. 09/01/1708/31/21 U.S. Department of Homeland Security 385,635 301,172 Victims of Crime Act (VOCA) This grant funds temporary and part-time positions to provide crisis management services. 10/01/1709/30/21 Arizona Department of Public Safety 1,118,594 1,434,217 Staffing for Adequate Fire and 02/05/18Emergency Response Grant 02/07/24 This grant provides funds for new firefighter positions. U.S. Department of Homeland Security 2,859,122 3,132,655 Urban Area Security Initiative This grant provides personal protection and communications equipment for the Terrorist Incident Phoenix Response Team. This grant is also utilized by the Office of Homeland Security and Emergency Management and Police Departments. U.S. Department of Homeland Security 977,712 126,027 Grant Description 10/01/1809/30/21 356 $ 68,610 $ - Table of Contents-Part I SUMMARY OF GRANT PROGRAMS AND EXPENDITURES Grant Description Grant Period Source of Funds 2020-21 Estimate $ 9,915,923 $ 2021-22 Budget* Arizona State 911 - This grant 07/01/19provides funds for technical 06/30/22 support and maintenance to the Central Region 911 Call Center. Arizona Department of Administration 10,864,689 Urban Search and Rescue Hurricane Deployment Grant This grant provides funds to reimburse the expense of the Arizona US&R Task Force 1 team during deployments to disasters. 08/07/1908/06/24 U.S. Department of Homeland Security / Federal Emergency Management Agency 44,694 - Assistance to Firefighters Grant - This grant provides funds to purchase wellness and fitness equipment, prevention and safety equipment, personal protection equipment, and overtime for the Peer Support Training Program. 09/03/1909/02/22 U.S. Department of Homeland Security 1,170,264 8,528 Occupant Protection - This 10/01/19grant funds overtime related 09/30/20 to child safety seat inspection, distribution and training. Governor's Office of Highway Safety 139,071 - Pedestrian Safety - This grant provides funds for overtime to provide education on bicycle safety. Governor's Office of Highway Safety 38,526 - 10/01/1909/30/20 357 Table of Contents-Part I SUMMARY OF GRANT PROGRAMS AND EXPENDITURES Grant Description Grant Period 2020-21 Estimate Source of Funds Youth Alcohol Awareness This grant provides funds for overtime to provide education on mock crash assemblies and the “Choose to Survive" program to high schools. 10/01/1909/30/20 Governor's Office of Highway Safety State Homeland Security Grant Program - This grant provides funds to create a sustainable national model program to enhance security and overall preparedness to prevent, respond to, and recover from threats of terrorism. This grant is also utilized by the Police Department. 10/01/1809/30/21 U.S. Department of Homeland Security 177,956 8,801 Coronavirus Emergency Supplemental Funding - This grant provides funds to cover overtime, personal protective equipment and travel related to the COVID-19 pandemic. 01/20/2001/31/22 U.S. Department of Justice 64,360 - Medicare Facilities Affected by COVID-19 - This grant provides funds to cover personal protective equipment related to COVID-19 pandemic. 01/20/2001/31/22 U.S. Department of Health Services 20,000 - 358 $ 47,239 2021-22 Budget* $ - Table of Contents-Part I SUMMARY OF GRANT PROGRAMS AND EXPENDITURES Grant Description Coronavirus Relief Fund (CRF) - The Fire Department's portion of this grant provided for overtime, personal protective equipment, decontamination vehicles and equipment, medical supplies and facilities improvements. Coronavirus Relief Funds were utilized by multiple departments citywide. Grant Period Source of Funds 03/01/2012/30/20 U.S. Department of the Treasury Fire Subtotal 2020-21 Estimate $ 1,330,316 2021-22 Budget* $ - 19,925,109 17,061,119 243,938 - 243,938 - GOVERNMENT RELATIONS: Coronavirus Relief Fund (CRF) - The Government Relations Department's portion of this grant provided funding to community-based organizations doing census outreach work in Phoenix. Coronavirus Relief Funds were utilized by multiple departments citywide. 03/01/2012/30/20 U.S. Department of the Treasury Government Relations Subtotal 359 Table of Contents-Part I SUMMARY OF GRANT PROGRAMS AND EXPENDITURES Grant Description Grant Period Source of Funds 2020-21 Estimate 2021-22 Budget* HOUSING: HOME - The Housing 01/01/97Department’s portion of this 06/30/22 grant supports several programs focusing on increasing home ownership opportunities and the quality and quantity of affordable housing for low and moderate-income households. This grant is also utilized by the Neighborhood Services Department. Multiple year entitlements are reflected. U.S. Department of Housing and Urban Development (HUD) Housing Opportunities for Persons with AIDS - This grant provides rental assistance, short-term emergency/transitional housing and acquisition and/or rehabilitation of housing units. Multiple year entitlements are reflected. 07/01/9906/30/22 HOPE VI - This grant provides funding to reconstruct the Matthew Henson, Krohn West, and Frank Luke Addition public housing sites and funds supporting community services activities. 06/01/0206/30/22 5,676,395 $ 11,589,945 U.S. Department of Housing and Urban Development (HUD) 3,550,163 3,545,659 U.S. Department of Housing and Urban Development (HUD) 419,057 422,372 360 $ Table of Contents-Part I SUMMARY OF GRANT PROGRAMS AND EXPENDITURES Grant Description Grant Period Community Development 07/01/00Block Grant (CDBG) - The 06/30/22 Housing Department’s portion of this grant provides funds to nonprofit agencies to acquire, create, or rehabilitate affordable housing and help new home buyers with downpayment and closing cost assistance. This grant is also utilized by the Equal Opportunity, Human Services, Neighborhood Services, Parks and Recreation, and Planning and Development Departments. Multiple year entitlements are reflected. U.S. Department of Housing and Urban Development (HUD) Resident Opportunities and 08/29/02Self Sufficiency Service 06/30/22 Coordinator Grant - This grant provides employment and educational training for public housing residents. Multiple year entitlements are reflected. Section 8 - This grant provides low and moderateincome families and individuals with subsidized market-rate multi-family rental housing. 07/01/0506/30/22 2020-21 Estimate Source of Funds 957,863 $ 982,291 U.S. Department of Housing and Urban Development (HUD) 54,920 21,034 U.S. Department of Housing and Urban Development (HUD) 68,249,941 72,746,357 361 $ 2021-22 Budget* Table of Contents-Part I SUMMARY OF GRANT PROGRAMS AND EXPENDITURES Grant Period Source of Funds Conventional Housing - This grant provides low and moderate-income families and individuals subsidized housing at city-owned apartment complexes and single-family detached houses. 07/01/0506/30/22 U.S. Department of Housing and Urban Development (HUD) $ 13,736,101 $ 15,378,864 Family Self-Sufficiency Program - These funds are used to provide case management and supportive services to assist families in achieving economic selfsufficiency. 07/01/0506/30/22 U.S. Department of Housing and Urban Development (HUD) 267,476 325,755 Section 8 New Construction 07/01/05This program provides 06/30/22 funding for two senior housing facilities (Sunnyslope Manor and Fillmore Gardens). U.S. Department of Housing and Urban Development (HUD) 2,680,371 3,413,858 Special Housing Revenue Fund - This fund is set-up to account for revenue and expenditures from the proceeds of the sale of public housing units (scattered sites). Sale of Public Housing Units 2,159,054 2,413,555 Grant Description 07/01/0806/30/22 362 2020-21 Estimate 2021-22 Budget* Table of Contents-Part I SUMMARY OF GRANT PROGRAMS AND EXPENDITURES Grant Description Grant Period 2020-21 Estimate Source of Funds Neighborhood Stabilization 07/30/08Program (NSP II and III) - The 06/30/22 purpose of these grants is to stabilize communities through the purchase and redevelopment of foreclosed and abandoned homes and residential properties, the goal of the program is being realized. These grants are also utilized by the Neighborhood Services Department. U.S. Department of Housing and Urban Development (HUD) Choice Neighborhood Planning Grant - This grant assists communities with U.S. Department of Housing and Urban Development assisted housing in developing a successful neighborhood transformation plan and building the support necessary for that plan to be successfully implemented. 07/29/1606/30/22 U.S. Department of Housing and Urban Development (HUD) 599,000 419,000 Job Plus Education - This grant provides funds to develop job skills and increase earnings through work readiness, employer linkages, job placement, and educational advancement. 09/28/1606/30/22 U.S. Department of Housing and Urban Development (HUD) 420,722 463,846 Bike Program - This grant funds a bike share program in the Choice Neighborhoods target area. 09/01/1706/30/22 Aetna Foundation 41,303 4,398 363 $ 15,000 $ 2021-22 Budget* 10,239,845 Table of Contents-Part I SUMMARY OF GRANT PROGRAMS AND EXPENDITURES Grant Period Source of Funds Choice Neighborhood Implementation Grant - This grant will redevelop public housing and transform the Edison-Eastlake community into a viable mixed-income neighborhood. 07/18/1807/31/24 U.S. Department of Housing and Urban Development (HUD) National Endowment for the Art Program - This grant supports a public art master plan and community arts programming in the EdisonEastlake neighborhoods. 08/01/1806/30/21 National Endowment for the Art 57,751 - Ryan White HIV/AIDS Grant This grant provides HIVrelated health services for those who do not have sufficient health care coverage or financial resources for coping with HIV disease, by supporting primary medical care and essential support services. 10/01/1808/31/21 U.S. Health Resources and Services Administration 1,096,273 82,985 CARES Act Housing 03/27/20Opportunities for Persons 03/30/22 with AIDS (HOPWA) - The CARES Act provides a supplemental allocation to be used by HOPWA programs to maintain operations and for rental assistance, supportive services, and other necessary actions in order to prevent, prepare for, and respond to the COVID-19 pandemic. U.S. Department of Housing and Urban Development (HUD) 120,670 319,835 Grant Description 364 2020-21 Estimate $ 3,078,695 $ 2021-22 Budget* 15,826,638 Table of Contents-Part I SUMMARY OF GRANT PROGRAMS AND EXPENDITURES Grant Period Source of Funds CARES Act Conventional Housing - The CARES Act provides additional supplemental public housing operating funding to prevent, prepare for, and respond to the COVID-19 pandemic. 03/27/2012/31/21 U.S. Department of Housing and Urban Development (HUD) CARES Act Section 8 for Choice Voucher and Administrative Fees - The CARES Act provides additional appropriations for housing assistance payment and administrative fees funding to prevent, prepare for, and respond to the COVID-19 pandemic. 03/27/2006/30/21 U.S. Department of Housing and Urban Development (HUD) Phoenix Starfish Grant - This grant is provided by the Arizona Attorney General's Office for victims of domestic violence and victims of human trafficking. 05/11/2006/30/21 Connect to Compete - This grant provides funds to bring affordable internet services to low-income families in the valley. 12/31/2006/30/21 Grant Description 2020-21 Estimate $ 1,164,347 2021-22 Budget* $ - 6,771,542 - Arizona Attorney General's Office 75,000 - EveryoneOn 3,000 - 111,194,644 138,196,237 Housing Subtotal 365 Table of Contents-Part I SUMMARY OF GRANT PROGRAMS AND EXPENDITURES Grant Description Grant Period Source of Funds 03/01/2012/30/20 U.S. Department of the Treasury 2020-21 Estimate 2021-22 Budget* HUMAN RESOURCES: Coronavirus Relief Fund (CRF) - The Human Resources Department’s portion of this grant provides for testing employees for COVID-19, the employee HOPE fund, and reimbursing the City for employee leave due to COVID-19. Coronavirus Relief Funds were utilized by multiple departments citywide. Human Resources Subtotal $ 5,903,737 $ - 5,903,737 - HUMAN SERVICES: Strengthening Working 07/01/18Families Initiative (SWFI) 06/30/22 This grant removes barriers to training encountered by low income partners; specifically access to quality childcare and navigation of the complex systems to access the services they need. U.S. Department of Labor 953,786 588,785 Choice Neighborhood - This grant funds two Workforce Development Specialists in the Marcos de Niza and Edison-Eastlake Community to provide workforce development services to families living in these communities. U.S. Department of Housing and Urban Development (HUD) 79,164 86,680 08/01/1907/31/22 366 Table of Contents-Part I SUMMARY OF GRANT PROGRAMS AND EXPENDITURES Grant Period Source of Funds Workforce Innovation Opportunity Act (WIOA) FY 2018-21 - This program provides workforce investment activities through statewide and local workforce development systems that increase employment, retention, and earnings of participants, and increase attainment of recognized postsecondary credentials by participants. 07/01/1906/30/22 U.S. Department of Labor $ 14,465,816 $ Sexual Assault Kit Initiative (SAKI) - The goal of this program is to address the growing number of sexual assault kits in law enforcement and provide resolution for victims. 07/01/1906/30/22 U.S. Department of Justice / Bureau of Justice Assistance 137,682 85,994 Jobs Plus - This grant provides workforce development services for persons living in the targeted community, Marcos de Niza. 10/01/1909/30/22 U.S. Department of Housing and Urban Development (HUD) 90,568 98,091 COVID Low-Income Home Energy Assistance Program (LIHEAP) - This program provides immediate heating/cooling bill assistance to low income households impacted by COVID-19. 07/01/2006/30/21 Arizona Department of Economic Security 4,050,631 - Grant Description 367 2020-21 Estimate 2021-22 Budget* 20,735,583 Table of Contents-Part I SUMMARY OF GRANT PROGRAMS AND EXPENDITURES Grant Period Source of Funds 07/01/2006/30/22 U.S. Department of Housing and Urban Development (HUD) CARES Act Community 07/01/20Development Block Grant 06/30/21 (CDBG-CV) - The Human Services Department was awarded funding through the CARES Act. The specific purpose is to prevent, prepare for and respond to the COVID-19 pandemic. This portion of the grant provides funding for homeless services and case management support to promote selfsufficient families. This grant is also utilized by the Neighborhood Services Department. U.S. Department of Housing and Urban Development (HUD) Grant Description Community Development Block Grant (CDBG) - The Human Services Department's portion of this grant provides funding for homeless services and case management support to promote self-sufficient families. This grant is also utilized by Equal Opportunity, Housing, Neighborhood Services, Parks and Recreation, and Planning and Development departments. 368 2020-21 Estimate $ 1,024,658 $ 4,000,000 2021-22 Budget* 1,020,504 - Table of Contents-Part I SUMMARY OF GRANT PROGRAMS AND EXPENDITURES 2020-21 Estimate 2021-22 Budget* Grant Period Source of Funds Community Services Block Grant (CSBG) - This grant provides funding for several programs designed to provide baseline social services and emergency assistance to needy individuals. 07/01/2006/30/22 U.S. Department of Health and Human Services COVID Community Services Block Grant (CSBG) - This grant provides funding for several programs designed to provide baseline social services and emergency assistance to needy individuals impacted by COVID-19. 07/01/2006/30/21 Arizona Department of Economic Security 2,488,917 - Landlord Tenant Program (LLT) - This program assists homeowners, tenants, and the larger community by providing counseling and training regarding financial planning, home hazards, and health and safety. 07/01/2006/30/22 U.S. Department of Housing and Urban Development (HUD) 241,111 262,403 Emergency Shelter Grant (ESG) - This grant provides funds to assist homeless individuals with shelter and supportive services. 07/01/2006/30/22 U.S. Department of Housing and Urban Development (HUD) 1,231,075 1,612,971 Older Americans Act - These funds provide a variety of services for the elderly that include congregate and home-delivered meals and senior center operations. 07/01/2006/30/22 Area Agency on Aging 5,457,166 2,114,121 Grant Description 369 $ 1,732,833 $ 1,514,596 Table of Contents-Part I SUMMARY OF GRANT PROGRAMS AND EXPENDITURES 2020-21 Estimate 2021-22 Budget* Grant Period Source of Funds 07/01/2006/30/22 U.S. Department of Health and Human Services $ 37,626,623 $ COVID Head Start - This 07/01/20grant provides funds to 06/30/21 prevent, prepare for, and respond to the coronavirus for Head Start providers and students. U.S. Department of Health and Human Services 3,032,765 - First Things First - This program is a family-centered, comprehensive, collaborative, health and early childhood system that supports the development, health and early education of all Arizona’s children from birth through age five. 07/01/2006/30/22 Arizona Early Childhood and Health Development Board 675,177 740,846 Social Services Block Grant (SSBG) - This grant provides funding for a variety of programs designed to provide social services such as case management, community outreach and emergency assistance to those in need. 07/01/2006/30/22 U.S. Department of Health and Human Services 643,106 643,106 Grant Description Head Start - This is a national program that provides comprehensive developmental services to low-income pre-school children. The City contracts with social service agencies and school districts to deliver the services. 370 45,660,967 Table of Contents-Part I SUMMARY OF GRANT PROGRAMS AND EXPENDITURES 2020-21 Estimate 2021-22 Budget* Grant Period Source of Funds Temporary Assistance for Needy Families (TANF) - This program provides funds for a variety of community and social service operations involving income eligible households, such as case management, community outreach and emergency assistance. 07/01/2006/30/22 Arizona Department of Economic Security Utility Deposit - Low Income Home Energy Assistance Program (LIHEAP) - The funds from uncollected LIHEAP deposits provide further heating/cooling financial assistance to low income families. 07/01/2006/30/21 Arizona Department of Economic Security 75,000 - Low-Income Home Energy Assistance Program (LIHEAP) - This program provides heating/cooling bill assistance to low income households. 07/01/2006/30/22 Arizona Department of Economic Security 7,519,131 6,785,946 Arizona Community Action Association (ACAA) 48,850 48,850 Grant Description ACAA Utility Repair, 07/01/20Replacement, and Deposit 06/30/22 Program (URRD) - This grant provides funds to alleviate crisis situations by paying for deposit obligations for electric, gas, water and telephone deposits for income qualified residents of Phoenix. 371 $ 986,007 $ 985,710 Table of Contents-Part I SUMMARY OF GRANT PROGRAMS AND EXPENDITURES Grant Period Source of Funds ACAA - Southwest Gas Low Income Energy Conservation (LIEC) Bill Assistance - This grant provides funds to alleviate crisis situations by preventing disconnection and/or facilitating the reconnection of utility service for income qualified Southwest Gas customers residing in Phoenix. The income guidelines of 200% of the federal poverty guidelines are not waivable. 07/01/2006/30/22 Arizona Community Action Association (ACAA) ACAA - Arizona Public Service (APS) Bill Assistance This grant provides funds to alleviate crisis situations by preventing disconnection and/or facilitating the reconnection of utility service for income qualified APS customers residing in Phoenix. 07/01/2006/30/22 ACAA - Salt River Project (SRP) Bill Assistance - This grant provides funds to alleviate crisis situations by preventing disconnection and/or facilitating the reconnection of utility service for income qualified SRP customers residing in Phoenix. 07/01/2006/30/22 Grant Description 2020-21 Estimate 42,280 $ 42,280 Arizona Community Action Association (ACAA) 119,424 119,424 Arizona Community Action Association (ACAA) 190,252 190,252 372 $ 2021-22 Budget* Table of Contents-Part I SUMMARY OF GRANT PROGRAMS AND EXPENDITURES 2020-21 Estimate 2021-22 Budget* Grant Period Source of Funds ACAA - Southwest Gas/Energy Share Bill Assistance - This grant provides funds to alleviate crisis situations by preventing disconnection and/or facilitating the reconnection of utility service for income qualified Southwest Gas customers residing in Phoenix. The income guidelines of 200 percent of the federal poverty guidelines are waivable up to 32 percent if crisis exists that can be documented. 07/01/2006/30/22 Arizona Community Action Association (ACAA) COVID-19 ACCA - This grant provides funds to assist individuals and families who have been impacted directly by the COVID-19 pandemic with emergency rent, mortgage and utility assistance. 06/01/2004/30/21 Arizona Community Action Association (ACAA) 3,156,207 - Project Water Assist - This program assists eligible households with the payment of water bills. 07/01/2006/30/22 Water Customer Contributions 100,000 100,000 Victims of Crime Act (VOCA) This grant provides funding in support of direct services to victims of crime. 10/01/2009/30/22 Arizona Department of Public Safety 592,442 686,692 Grant Description 373 $ 43,927 $ 43,927 Table of Contents-Part I SUMMARY OF GRANT PROGRAMS AND EXPENDITURES 2020-21 Estimate 2021-22 Budget* Grant Period Source of Funds Child and Family Advocacy Center - This grant provides essential assistance to victims of crime who are in dangerous, emergency situations. Assistance may include, clothing, hygiene items, food and gas. 10/15/2012/31/21 AZ Attorney General Office Gila River Indian Community This grant provides funds to provide comprehensive services to victims of domestic violence, sexual assault, homicide and other violent crimes. 10/07/2010/07/23 Gila River 61,010 61,010 COVID-19 Older Americans Act - These funds provide a variety of services for the elderly which includes homedelivered meals related to the COVID-19 pandemic. 07/01/1906/30/21 Area Agency on Aging 500,000 - COVID-19 Emergency Shelter Grant (ESG) - This grant provides funds to assist homeless individuals with shelter and supportive services related to the COVID-19 pandemic. 07/01/2006/30/22 U.S. Department of Housing and Urban Development (HUD) 12,844,295 11,343,715 18,825 - Grant Description COVID-19 ACAA - Salt River 07/01/20Project (SRP) Bill - This grant 06/30/21 provides funds to alleviate crisis situations by preventing disconnection and or facilitating the reconnection of utility service for SRP income qualified residents of Phoenix. Arizona Community Action Association (ACAA) 374 $ 41,652 $ - Table of Contents-Part I SUMMARY OF GRANT PROGRAMS AND EXPENDITURES 2020-21 Estimate 2021-22 Budget* Grant Period Source of Funds 07/01/1912/30/20 Arizona Department of Housing Emergency Rental Assistance 03/01/21This funding provides 12/30/21 emergency rent and utility assistance services to Phoenix residents impacted by COVID-19. U.S. Department of Treasury 22,114,700 28,887,058 Coronavirus Relief Fund (CRF) The Human Services Department's portion of this grant provided assistance for vulnerable populations impacted by COVID-19. Issues addressed include domestic violence, human trafficking, landlord and tenant assistance, heat relief and senior food assistance. Coronavirus Relief Funds were utilized by multiple departments citywide. U.S. Department of Treasury 10,687,514 - 138,127,642 124,459,511 Grant Description COVID-19 AZ Department of Housing Eviction Prevention Program - This grant provides funds to assist individuals with shelter related to the COVID-19 pandemic. 03/07/2012/30/20 Human Services Subtotal 375 $ 1,055,048 $ - Table of Contents-Part I SUMMARY OF GRANT PROGRAMS AND EXPENDITURES Grant Description Grant Period Source of Funds 2020-21 Estimate 03/01/2012/30/20 U.S. Department of the Treasury $ 12,041,867 2021-22 Budget* INFORMATION TECHNOLOGY SERVICES: Coronavirus Relief Fund (CRF) - The Information Technology Services Department's portion of this grant provided technology equipment and services to support secure remote work for employees and increase digital access to the public through Wi-Fi and mobile devices. Coronavirus Relief Funds were utilized by multiple departments citywide. Information Technology Services Subtotal $ - 12,041,867 - LAW: Victim’s Rights Information Fund - This grant is used to support the direct costs of implementing Victim’s Rights Laws by funding a Victim’s Rights Clerk, Secretary and Notification Clerk position. 07/01/1006/30/22 Arizona Office of the Attorney General 221,280 233,588 Victim of Crimes Act (VOCA) This grant provides funding for victim advocates and support staff (nine positions) in the Victims Service Unit. 07/01/1009/30/22 Arizona Department of Public Safety 693,629 776,925 376 Table of Contents-Part I SUMMARY OF GRANT PROGRAMS AND EXPENDITURES Grant Period Source of Funds Victim of Crimes Act Advocates for Victims 50 and Over - This grant provides funding for an elder abuse advocate (Caseworker II) in the City Prosecutor’s Office. 07/01/1009/30/22 Arizona Department of Public Safety Governor’s Office of Highway Safety Traffic Safety Resource Prosecutor - This grant provides funding for an Assistant City Attorney IV position to educate and inform Arizona prosecutors and judges of the benefits and merits of prosecuting and adjudicating defendants who repeatedly commit impaired driving offenses. 10/01/1009/30/22 DUI Abatement Council 10/01/12Traffic Safety Resource 12/31/21 Prosecutor - This grant provides funding for an Assistant City Attorney IV position to educate and inform Arizona prosecutors and judges of the benefits and merits of prosecuting and adjudicating defendants who repeatedly commit impaired driving offenses. Funding for 2021-22 was not known at the time of publication and will be programmed when the information is available. Grant Description 2020-21 Estimate 99,221 $ 102,739 Governor’s Office of Highway Safety and National Association of Prosecutor Coordinators 191,766 251,188 Arizona Department of Public Safety 67,704 9,699 377 $ 2021-22 Budget* Table of Contents-Part I SUMMARY OF GRANT PROGRAMS AND EXPENDITURES Grant Description Grant Period 2020-21 Estimate Source of Funds City of Phoenix and EMPACT 09/30/17Veterans Court Service 07/29/22 Expansion Grant - This grant provides the City of Phoenix Veterans Court, in partnership with EMPACT-Suicide Prevention Services, funding to expand and enhance its current program of providing mental health, substance abuse, and social services to veterans not eligible for the Veterans Administration services. Department of Health and Human Services Substance Abuse and Mental Health Services Administration Technology Upgrade Grant 09/20/17This grant provides funds to 09/20/20 upgrade and enhance technology by the Prosecutor’s Office in the presentation of digital evidence in the prosecution of criminal cases, community outreach and education to citizens, groups, and students. Gila River Indian Community 11,401 - Coronavirus Relief Fund (CRF) - The Law Department's portion of this grant provided for attorney actions related to the CRF, pandemic research, and legal advice to city departments, management and council. Coronavirus Relief Funds were utilized by multiple departments citywide. U.S. Department of the Treasury 56,029 - 1,874,583 1,774,139 03/01/2012/30/20 Law Subtotal 378 $ 533,553 $ 2021-22 Budget* 400,000 Table of Contents-Part I SUMMARY OF GRANT PROGRAMS AND EXPENDITURES Grant Period Source of Funds State Grants in Aid - This 07/01/14grant funds the Phoenix 06/30/22 Public Library’s workforce and early literacy outreach services. Arizona State Library First Things First - This grant 07/01/18funds a series of programs for 06/30/22 children and their parents at several branches, aimed at promoting literacy among young children. Library Services and Technology Act (LSTA) (Exhibit) - This grant funds the creation of a physical and digital exhibit that celebrates the history of the Phoenix Public Library since 1897, especially as it relates to the history of the City of Phoenix. Coronavirus Relief Fund (CRF) - The Library Department’s portion of this grant provides for the purchase of personal protective equipment and the new laptop lending program for library customers as a result of the global COVID-19 pandemic. Coronavirus Relief Funds were utilized by multiple departments citywide. Grant Description 2020-21 Estimate 2021-22 Budget* LIBRARY: 84,970 $ 93,126 Arizona First Things First North Phoenix Regional Partnership Council 605,273 666,329 07/01/1908/03/20 Institute of Museum and Library Services 20,936 - 03/01/2012/30/20 U.S. Department of the Treasury 594,695 - 1,305,874 759,455 Library Subtotal 379 $ Table of Contents-Part I SUMMARY OF GRANT PROGRAMS AND EXPENDITURES Grant Description Grant Period 2020-21 Estimate Source of Funds 2021-22 Budget* MUNICIPAL COURT: Coronavirus Relief Fund 03/01/20(CRF) - The Municipal Court's 12/30/20 portion of this grant provided for special personal protective equipment for employees who continued to provide inperson services throughout the COVID-19 pandemic and IT equipment for those employees who could telework in order to reduce the number of employees in the building thereby permitting social distancing. Coronavirus Relief Funds were utilized by multiple departments citywide. U.S. Department of the Treasury Municipal Court Subtotal $ 109,685 $ - 109,685 - 401,032 984,857 NEIGHBORHOOD SERVICES: Lead Hazard Control 2018 01/01/17This grant funds the testing 12/31/21 and control of lead-based paint hazards in older housing for low-income families with children less than six years old. U.S. Department of Housing and Urban Development (HUD) 380 Table of Contents-Part I SUMMARY OF GRANT PROGRAMS AND EXPENDITURES Grant Description Grant Period Neighborhood Stabilization 03/11/09Program (NSP I, II and III) 06/30/25 The purpose of these grants is to purchase foreclosed or abandoned homes at a discount and to rehabilitate, resell, or redevelop these homes in order to stabilize neighborhoods and stem the decline in the values of neighboring homes. Original grant award and program income from these grants continue to support neighborhood stabilization, redevelopment and affordable housing efforts. Programs were funded by NSP I Housing and Economic Recovery Act of 2008 (HERA), NSP II - Federal American Recovery and Reinvestment Act of 2009 (ARRA), and NSP III - DoddFrank Wall Street Reform and Consumer Protection Act of 2010. These grants are also utilized by the Housing Department. 2020-21 Estimate Source of Funds U.S. Department of Housing and Urban Development (HUD) 381 $ 6,234,012 $ 2021-22 Budget* 7,073,555 Table of Contents-Part I SUMMARY OF GRANT PROGRAMS AND EXPENDITURES 2020-21 Estimate 2021-22 Budget* Grant Period Source of Funds Community Development Block Grant (CDBG) - The Neighborhood Services Department’s portion of this grant provides for neighborhood revitalization, economic development, and improved community facilities and services for low- and moderate- income persons. This grant is also utilized by the Equal Opportunity, Housing, Human Services, Parks and Recreation, and Planning and Development departments. Multiple year entitlements are reflected. 07/01/1406/30/28 U.S. Department of Housing and Urban Development (HUD) $ 19,274,345 $ 36,642,695 Community Development Block Grant (CDBG) Capital Improvement Program (CIP) The Neighborhood Services Department’s portion of this grant provides for neighborhood revitalization, economic development, and improved community facilities and services. This grant is also utilized by the Parks and Recreation Department. Multiple year entitlements are reflected. 07/01/1406/30/28 U.S. Department of Housing and Urban Development (HUD) 1,377,445 12,306,226 Grant Description 382 Table of Contents-Part I SUMMARY OF GRANT PROGRAMS AND EXPENDITURES Grant Period Source of Funds HOME - The Neighborhood Services Department’s portion of this grant makes funds available to increase the quality and quantity of affordable housing for low and moderate-income households. This grant is also utilized by the Housing Department. Multiple year entitlements are reflected. 07/01/1706/30/22 U.S. Department of Housing and Urban Development (HUD) Choice Neighborhoods Implementation Grant - This grant makes funds available for redevelopment and environmental review activities to transform the Edison-Eastlake community into a viable mixed income neighborhood. 08/01/1807/31/24 U.S. Department of Housing and Urban Development (HUD) Youth and Community Engagement Grant (GRIC) The purpose of this grant is to increase Phoenix adult and youth participation in programs and engagement in their respective neighborhoods. Projects include: Jerome E. Miller Leadership Program Tomorrow’s Involved Leaders Today, Love Your Block, and Blight Buster Volunteers Program. 01/01/1912/31/21 Gila River Indian Community (GRIC) Grant Description 383 2020-21 Estimate $ 2021-22 Budget* 121,250 $ 586,828 81,185 80,510 - 15,335 Table of Contents-Part I SUMMARY OF GRANT PROGRAMS AND EXPENDITURES 2020-21 Estimate 2021-22 Budget* Grant Period Source of Funds Weatherization Program (SWG) - This grant funds repair and replacement of roofs, windows, and doors for low-income residents pursuant to criteria established by Southwest Gas. 01/01/1912/31/22 Southwest Gas (SWG) Weatherization Program (APS) - This grant provides funding to assist low-income homeowners in making their homes more energy efficient. 01/01/1912/31/22 Arizona Public Service (APS) 653,825 1,168,256 CARES Act Community 04/01/20Development Block Grant 06/30/26 (CDBG-CV) - The Neighborhood Services Department was awarded funding through the CARES Act. The specific purpose is to prevent, prepare for and respond to the COVID-19 pandemic. This portion of the grant makes funds available for homeless support services, MicroEnterprises business assistance, local non-profit organizations assistance and shelter in place services for low- and moderate-income households. This grant is also utilized by the Human Services Department. Estimates for multiple allocations are reflected. U.S. Dept. of Housing and Urban Development (HUD) 15,072,435 18,941,183 Grant Description 384 $ 117,714 $ 142,598 Table of Contents-Part I SUMMARY OF GRANT PROGRAMS AND EXPENDITURES Grant Period Source of Funds ACAA Weatherization 05/01/20Program (Salt River Project) 06/30/22 This grant provides funds to assist low-income homeowners for weatherization improvements, repairs and replacement of electrical HVAC systems such as air conditioners, heat pumps, evaporative coolers and water heaters. Arizona Community Action Association (ACAA) Weatherization Program (LIHEAP) - This grant funds repair and replacement of roofs, windows, and doors for low-income residents pursuant to criteria established by the U.S. Department of Energy’s LowIncome Home Energy Assistance Program (LIHEAP). 07/01/2006/30/22 Utility Repair and Replacement (URRD) - This program is funded with abandoned utility deposits and is offered to Community Action Agencies through the Arizona Department of Economic Security (DES). The programs purpose is to replace or repair nonfunctioning appliances for residents who meet the criteria established by DES. 07/01/2006/30/22 Grant Description 2020-21 Estimate 237,005 $ 400,000 Arizona Department of Economic Security 708,386 546,577 Arizona Department of Economic Security 217,461 207,283 385 $ 2021-22 Budget* Table of Contents-Part I SUMMARY OF GRANT PROGRAMS AND EXPENDITURES Grant Description Grant Period Source of Funds CARES Act Weatherization 07/01/20Program (LIHEAP CARES) 06/30/21 The Neighborhood Services Department was awarded U.S. Department of Energy’s Low-Income Home Energy Assistance Program (LIHEAP) funding through the CARES Act. The specific purpose is to prevent, prepare for and respond to the COVID-19 pandemic. This grant funds minor energyrelated home repairs for lowincome residents to help keep families safe and healthy through initiatives that assist families in managing costs associated with home energy bills, energy crisis, and weatherization while sheltering in place. Arizona Department of Economic Security Weatherization Program (DOE) - This grant funds repair and replacement of air conditioning units, installation of duct work, insulation and other energy efficiency measures for low-income residents. U.S. Department of Energy (DOE) through Arizona Department of Housing 07/01/2006/30/22 386 2020-21 Estimate $ 369,509 387,086 2021-22 Budget* $ - 421,656 Table of Contents-Part I SUMMARY OF GRANT PROGRAMS AND EXPENDITURES Grant Description Coronavirus Relief Fund (CRF) - The Neighborhood Services Department’s portion of this grant provides for neighborhood revitalization, economic development, and improved community facilities and services for low- and moderate- income persons. CRF also funded utility, rental and mortgage assistance to residents helping to provide assistance to Phoenix residents in need while sheltering in place and due to job loss as well as provided small business assistance to Refugee and Asylee MicroEnterprises. Coronavirus Relief Funds were utilized by multiple departments citywide. Grant Period Source of Funds 2020-21 Estimate 03/01/2012/30/20 U.S. Department of the Treasury $ 17,061,052 Neighborhood Services Subtotal 2021-22 Budget* $ - 62,313,742 79,517,559 46,654 25,000 OFFICE OF ARTS AND CULTURE: Community Investment Grant This grant provides general operating support to Arizona arts and culture organizations including local arts agencies. 07/01/1806/30/22 Arizona Commission on the Arts 387 Table of Contents-Part I SUMMARY OF GRANT PROGRAMS AND EXPENDITURES Grant Period Source of Funds ArtWorks Grant: Neighborhood Arts Grant This grant supports the Neighborhood Arts Projects Grant Program to provide funding for new projects that address community needs from an arts and culture perspective. The program encourages partnerships between artists, cultural organizations, businesses, and neighborhood community groups, bringing them together to make proposals for specific projects. Projects include murals, performances and festivals. 07/01/1806/30/21 National Endowment for the Arts (NEA) Our Town Grant - This grant supports the creation of innovative works of public art and design that strengthen communities and spark new thinking about effective ways to increase shade and reduce the urban heat island effect as part of the Choice Neighborhoods Initiative in the Edison-Eastlake community and elsewhere in Phoenix. 07/01/1906/30/21 National Endowment for the Arts (NEA) Grant Description 388 2020-21 Estimate $ 30,000 105,000 2021-22 Budget* $ - - Table of Contents-Part I SUMMARY OF GRANT PROGRAMS AND EXPENDITURES Grant Description NEA Coronavirus Aid, Relief and Economic Security (CARES) Act Grant - This grant awards one-time grants to Phoenix nonprofit arts and culture organizations to help these entities and their employees endure the economic hardships caused by the forced closure of their operations due to the COVID-19 pandemic. Grant Period Source of Funds 05/01/2006/30/21 National Endowment for the Arts (NEA) Coronavirus Relief Fund 03/01/20(CRF) - The Office of Arts and 12/30/20 Culture's portion of this grant provides funding to nonprofit arts and culture organizations and individual artists negatively impacted financially because of the COVID-19 pandemic. Coronavirus Relief Funds were utilized by multiple departments citywide. U.S. Department of the Treasury Office of Arts and Culture Subtotal 389 2020-21 Estimate $ 250,000 2021-22 Budget* $ - 2,539,947 - 2,971,601 25,000 Table of Contents-Part I SUMMARY OF GRANT PROGRAMS AND EXPENDITURES Grant Period Source of Funds 10/01/1712/30/20 U.S. Environmental Protection Agency Brownfields Community-Wide 10/01/15Assessment - The goal of the 09/30/20 Phoenix brownfields to healthfields project is to match the need for food and health care assets with the need for redevelopment of unproductive brownfields. The project serves to identify brownfields in the most underserved areas of the city and redevelop them as healthfields. Healthfields include food hubs and co-ops, community gardens, urban agriculture, farmer’s markets, grocery stores, and healthy food-related retail and healthcare facilities that create a sustainable community. U.S. Environmental Protection Agency Grant Description 2020-21 Estimate 2021-22 Budget* OFFICE OF ENVIRONMENTAL PROGRAMS: Diesel Emission Reduction Act - The goal of this project is to replace 17 vehicles and install diesel oxidation catalyst technology on 10 fire pumpers to reduce diesel emissions in terms of tons of pollution produced and directly improve air quality. 390 $ 138,296 51,793 $ - - Table of Contents-Part I SUMMARY OF GRANT PROGRAMS AND EXPENDITURES Grant Description Globally and Locally Sustainable Food-WaterEnergy Innovation in Urban Living Labs (GLOCULL) Sustainable Food Accelerator This grant provides for Phoenix to act as a local research partner by hosting workshops and gathering local data over a three-year research period. This grant is to off-set the costs of conducting this research. Grant Period Source of Funds 09/15/1808/31/21 National Science Foundation 2020-21 Estimate $ 28,009 $ 2021-22 Budget* 16,121 Vitalyst Health Foundation 03/01/20This grant is for implementing 06/30/22 a small pilot project to reduce food waste in 10-20 Phoenix restaurants. Pilots will engage in education, food waste reduction, competition, culminating in a public event to showcase the winners. Vitalyst Health Foundation 8,000 - Coronavirus Relief Fund (CRF) - The Office of Environmental Programs portion of this grant provided funding to local organizations to prepare and deliver meals to COVID-19 impacted families and to non-profits serving COVID-19 impacted individuals. Coronavirus Relief Funds were utilized by multiple departments citywide. U.S. Department of the Treasury 2,143,999 - 2,370,097 16,121 03/01/2012/30/20 Office of Environmental Programs Subtotal 391 Table of Contents-Part I SUMMARY OF GRANT PROGRAMS AND EXPENDITURES Grant Description Grant Period 2020-21 Estimate Source of Funds 2021-22 Budget* OFFICE OF HOMELAND SECURITY AND EMERGENCY MANAGEMENT: 2014 Storm Recovery - This 06/01/16grant provides reimbursement 06/30/22 for disaster recovery related to the 2014 monsoon storms for department repair projects approved by the Federal Emergency Management Agency. Federal Emergency Management Agency and Arizona Department of Emergency Management Urban Areas Security Initiative - This grant provides funding to sustain and enhance regional capabilities to detect and prevent terrorist attacks, reduce the vulnerability to all critical hazards, minimize damages and expedite recovery that affect the safety, well-being, and economic security of Phoenix residents and the surrounding area. This grant is also utilized by the Fire and Police Departments. U.S. Department of Homeland Security 10/01/1806/30/23 392 $ 49,602 $ 47,336 122,151 11,718 Table of Contents-Part I SUMMARY OF GRANT PROGRAMS AND EXPENDITURES Grant Description Tribal Gaming Grant - This grant provides funding for community resilience workshops and tabletops to educate the community on preparing for, responding to and recovering from local emergencies to build community resilience. Grant Period 01/01/1712/31/20 Source of Funds Tohono O’odham Nation Office of Homeland Security and Emergency Management Subtotal 2020-21 Estimate $ 575 2021-22 Budget* $ - 172,328 59,054 25,000 260,000 OFFICE OF SUSTAINABILITY: American Recovery and 07/01/10Reinvestment Act (ARRA) of 12/31/24 2009 Department of Energy (DOE) Energy Efficiency and Conservation Block Discretionary Grant - This grant provided funding to implement the Energize Phoenix Grant that will reduce electricity consumption, generate jobs, and transform neighborhoods. Funding continues from the original grant due to interest earned from loans to private entities for energy projects. U.S. Department of Energy 393 Table of Contents-Part I SUMMARY OF GRANT PROGRAMS AND EXPENDITURES Grant Period Source of Funds Electric Vehicle Program 10/15/19This grant provides staff and 12/31/21 program funding for two years for an electric vehicle program to accelerate the adoption of electric vehicles (EVs) and other sustainable modes of transportation through education and awareness programs, public events, promotion programs and the provision of public electric charging infrastructure. Catena Foundation Grant Description Office of Sustainability Subtotal 2020-21 Estimate $ 2021-22 Budget* 155,676 $ 86,031 180,676 346,031 14,215 - 14,215 - 89,607 106,723 OFFICE OF THE MAYOR: Coronavirus Relief Fund (CRF) - The Office of the Mayor's portion of this grant provided for community outreach efforts. Coronavirus Relief Funds were utilized by multiple departments citywide. 03/01/2012/30/20 U.S. Department of the Treasury Office of the Mayor Subtotal PARKS AND RECREATION: CodePhx - This grant teaches 01/01/17youth computer coding and 05/31/21 STEM skills in out-of-school settings. Funding was originally programmed through 12/31/21 but was fully expended by 05/31/21. Arizona Community Foundation (ACF) and Industrial Development Authority (IDA) 394 Table of Contents-Part I SUMMARY OF GRANT PROGRAMS AND EXPENDITURES Grant Period Source of Funds 07/01/1603/31/23 U.S. Department of Housing and Urban Development (HUD) Justice Assistance Grant 10/01/16(JAG) 2017 - The Parks and 09/30/22 Recreation Department’s portion of this grant funds truancy and violence prevention programs for youth in partnership with area schools. This grant is administered by the Police Department. Justice Assistance Grant 10/01/17(JAG) 2018 - The Parks and 09/30/22 Recreation Department’s portion of this grant funds truancy and violence prevention programs for youth in partnership with area schools. This grant is administered by the Police Department. Grant Description Community Development Block Grant (CDBG) - The Parks and Recreation Department’s portion of this grant provides improvements to community facilities and services. This grant is also utilized by the Equal Opportunity, Housing, Human Services, Neighborhood Services, and Planning and Development Services departments. Multiple year entitlements are reflected. 2020-21 Estimate 600,300 $ 87,519 U.S. Department of Justice 391 1,434 U.S. Department of Justice 169,309 171,882 395 $ 2021-22 Budget* Table of Contents-Part I SUMMARY OF GRANT PROGRAMS AND EXPENDITURES Grant Period Source of Funds Choice Neighborhood - This grant is designed to support locally driven solutions for transforming distressed neighborhoods and access to quality educational programs. The Parks Department is utilizing these funds at Sidney P. Osborn, an affordable public housing community, to provide recreation activities for children. 07/18/1809/30/25 U.S. Department of Housing and Urban Development (HUD) Department of Economic Security (DES) South Partners - This grant provides activities for developmentally disabled adults, including basic living skills, exercise, community interaction, adventure trips, sports, dances, and arts and crafts. 07/01/1906/30/22 Soccer for Success - This grant funds equipment and supplies in support of the Soccer for Success program for students ages 6-17. 09/01/1908/31/22 Grant Description Inclusion Grant - This grant 03/01/20offers adaptive recreation 03/31/22 services to individuals with developmental disabilities and adaptive recreation programming and inclusion services for youth and adults, their families and caregivers to enhance the quality of life and to promote inclusive community participation. 2020-21 Estimate 28,384 $ 38,924 Arizona Department of Economic Security 191,279 222,864 Gila River Indian Community (GRIC) 11,277 11,277 Phoenix Suns 61,324 49,083 396 $ 2021-22 Budget* Table of Contents-Part I SUMMARY OF GRANT PROGRAMS AND EXPENDITURES Grant Description Coronavirus Relief Fund (CRF) - The Parks and Recreation Department’s portion of this grant provided for enhanced cleaning and sanitizing of community facilities, providing day care programs, enforcement of COVID-19 protocols, and providing safety supplies and retrofits for the community and employees. Coronavirus Relief Funds were utilized by multiple departments citywide. Grant Period Source of Funds 03/01/2012/30/20 U.S. Department of the Treasury Parks and Recreation Subtotal 2020-21 Estimate $ 2,378,544 2021-22 Budget* $ - 3,530,415 689,706 21,775 - PLANNING AND DEVELOPMENT: Coronavirus Relief Fund 03/01/20(CRF) - The Planning and 12/30/20 Development Department’s portion of this grant provided PPE and other supplies to assist staff working in the office, teleworking, and in the field to minimize the spread of COVID-19. Coronavirus Relief Funds were utilized by multiple departments citywide. U.S. Department of the Treasury 397 Table of Contents-Part I SUMMARY OF GRANT PROGRAMS AND EXPENDITURES Grant Description Community Development Block Grant (CDBG) - The Planning and Development Department’s portion of this grant reflects research, census data and analysis, mapping support and planning services requested by the Neighborhood Services Department relating to targeted and redevelopment areas. This grant is also utilized by the Equal Opportunity, Housing, Human Services, Neighborhood Services, and Parks and Recreation departments. Multiple year entitlements are reflected. Grant Period Source of Funds 07/01/0306/30/22 U.S. Department of Housing and Urban Development (HUD) Planning and Development Subtotal 2020-21 Estimate $ 2021-22 Budget* 65,562 $ 65,562 87,337 65,562 1,326,037 10,245 POLICE: National Crime Statistic 10/01/16Exchange Program - This 08/31/21 grant provides funding to conduct a review of the Police Department’s records management system to conduct data validation checks to ensure incidentbased data complies with the FBI's National Incident Based Reporting System structure. U.S. Department of Justice 398 Table of Contents-Part I SUMMARY OF GRANT PROGRAMS AND EXPENDITURES Grant Period Source of Funds AZPOST Training Academy These funds assist with Arizona Law Enforcement Academy operating and maintenance costs, training, and the Training Bureau’s Driving Track Expansion Project. 07/01/0707/31/23 Arizona Police Officer Standards and Training Board Intelligence-Led Policing This grant provides funding for equipment, training and research to expand the intelligence officer program citywide and effectively integrate intelligence gathering and analysis into patrol operations. 10/01/1609/30/20 U.S. Department of Justice 6,046 - Sexual Assault Kit Initiative (SAKI) Program - This grant provides funding to test backlogged sexual assault kits, conduct investigative follow-up, and provide victim counseling. 10/01/1609/30/21 U.S. Department of Justice 295,153 182,226 National Crime Gun 10/01/17Intelligence Center Initiative 09/30/20 This grant provides funding to support and sustain the Crime Gun Intelligence Center, which will identify armed violent offenders for investigation and prosecution. U.S. Department of Justice 46,047 - Grant Description 399 2020-21 Estimate $ 352,857 $ 2021-22 Budget* 347,514 Table of Contents-Part I SUMMARY OF GRANT PROGRAMS AND EXPENDITURES Grant Period Source of Funds Intellectual Property Theft Enforcement Program - This grant funds investigation of intellectual property crimes and trademark and copyright theft investigations. 10/01/1709/30/20 U.S. Department of Justice Internet Crimes Against Children (ICAC) - This grant provides funding for one sergeant to supervise the ICAC Task Force. Funds will also be used to purchase investigative equipment, computer hardware/software, training, and miscellaneous supplies and resources. 10/01/1809/30/23 U.S. Department of Justice Internet Crimes Against Children (ICAC) IGA with Arizona Attorney General's Office - This intergovernmental agreement provides funding to support the ICAC Task Force. 07/01/1909/30/23 State of Arizona Attorney General's Office Grant Description DNA Backlog FY 2017, 2018 01/01/182019 and 2020 Grant 12/31/22 Programs - This grant provides funding to address DNA sample testing backlogs. U.S. Department of Justice Tohono O'odham Nation Grant - This grant provides funding for handheld fingerprint devices. Tohono O'odham Nation 10/01/1809/30/20 400 2020-21 Estimate $ 13,012 2021-22 Budget* $ - 656,448 926,505 1,048,237 1,882,432 801,268 526,412 12 - Table of Contents-Part I SUMMARY OF GRANT PROGRAMS AND EXPENDITURES 2020-21 Estimate 2021-22 Budget* Grant Period Source of Funds Arizona State Opioid Response I - This grant provides funding for supplies to aid in the response to the opioid epidemic. 10/22/1909/29/20 Substance Abuse and Mental Health Services Administration Arizona State Opioid Response II - This grant provides funding for supplies to aid in the response to the opioid epidemic. 09/30/2009/29/21 Substance Abuse and Mental Health Services Administration 80,523 80,523 Full Service Forensic Crime Laboratory Grant Program This grant provides funding for crime lab equipment and software, continuing education, and overtime required to clear backlogged cases. 07/01/1906/30/22 Arizona Criminal Justice Commission 171,837 110,029 Coverdell National Forensic Sciences (Discretionary and Formula) - This grant provides funding to improve the quality, timeliness, and credibility of forensic science services for criminal justice purposes. 01/01/1912/31/22 National Institute of Justice 434,346 805,832 Justice and Mental Health Collaboration - This grant provides funding for training, resources, equipment and supplies to provide services to individuals with mental illnesses. 10/01/1909/30/21 U.S. Department of Justice 33,298 66,702 Grant Description 401 $ 45,693 $ - Table of Contents-Part I SUMMARY OF GRANT PROGRAMS AND EXPENDITURES Grant Period Source of Funds High Intensity Drug Trafficking Area - This grant provides funding for operational expenses for major narcotics conspiracy investigations. The grant also funds the salary and employee-related expenses of two sergeants, overtime and a criminal intelligence analyst. 01/01/1912/31/22 Office of National Drug Control Policy State Homeland Security Grant Program - This grant provides funding to improve training practices for emergency response situations and purchase new equipment to protect first responders in hazardous materials situations. This grant is also utilized by the Fire Department. 10/01/1906/30/22 Urban Areas Security 10/01/19Initiative Grant Program - This 09/30/22 grant covers the cost to create a sustainable national model program to enhance security and overall preparedness to prevent, respond to, and recover from threats or acts of terrorism. This grant is also utilized by the Office of Homeland Security and Emergency Management and the Fire Department. Grant Description 2020-21 Estimate 1,764,190 $ 1,615,036 U.S. Department of Justice 310,909 19,666 U.S. Department of Justice 798,209 5,226,400 402 $ 2021-22 Budget* Table of Contents-Part I SUMMARY OF GRANT PROGRAMS AND EXPENDITURES Grant Period Source of Funds Central Arizona United to Stop Exploitation (CAUSE) Task Force - This grant provides funding to expand the CAUSE Task Force's capacity to investigate, prosecute and serve victims of all forms of human trafficking. 10/01/1909/30/22 U.S. Department of Justice Transportation Security Administration National Explosives Detection Canine Team Program - This program provides funding for salaries, vehicles, canine equipment and supplies for 11 canine teams to deter and detect the introduction of explosives devices into the transportation system. 01/01/2012/31/24 Arizona Project Safe Neighborhoods Program This grant provides funding to increase neighborhood safety in Phoenix. Grant Description 2020-21 Estimate 374,519 $ 478,205 U.S. Department of Homeland Security 574,529 228,000 10/01/2002/28/22 U.S. Department of Justice 172,241 79,517 Justice Assistance Grant This grant funds the purchase of software, equipment, staff costs, and laboratory supplies. 10/01/2009/30/23 U.S. Department of Justice 681,294 1,929,737 Law Enforcement Equipment Funding Program - This grant provides funding for safety equipment. 07/01/2006/30/21 State of Arizona Attorney General's Office 58,000 - 403 $ 2021-22 Budget* Table of Contents-Part I SUMMARY OF GRANT PROGRAMS AND EXPENDITURES Grant Description Grant Period 2020-21 Estimate Source of Funds Driving Under the Influence (DUI) Alcohol Prevention, Education, Enforcement, Equipment Community Traffic and Safety Programs - These programs provide funding for overtime for DUI enforcement, prevention, training, and equipment. 10/01/2012/31/21 Governor’s Office of Highway Safety Strategies for Policing Innovation - This grant provides funding to support projects that implement and test innovative approaches to operational challenges and violent crime reduction. 10/01/1909/30/22 COPS Community Policing Micro-Grant - This grant provides funding for supplies, contracts and consultants to conduct community-based policing to engage youth. 1,011,060 $ 2,131,549 U.S. Department of Justice 372,993 273,713 08/01/2007/31/21 U.S. Department of Justice 64,948 23,568 COVID-19 - This grant provides funding for supplies and personnel costs related to the COVID-19 pandemic. 01/01/2012/31/20 U.S. Department of Justice 335,076 - Coronavirus Emergency Supplemental Funding - This grant provides funding to prevent, prepare for, and respond to the COVID-19 pandemic. 01/20/2001/31/22 U.S. Department of Justice 506,311 158,444 404 $ 2021-22 Budget* Table of Contents-Part I SUMMARY OF GRANT PROGRAMS AND EXPENDITURES Grant Description Coronavirus Relief Fund (CRF) - The Police Department’s portion of this grant provided emergency relief to increase kennel capacity, provide care for surrendered animals, and develop a website for rehoming and direct placement foster programs. Coronavirus Relief Funds were utilized by multiple departments citywide. Grant Period Source of Funds 03/01/2012/31/20 U.S. Department of the Treasury Police Subtotal 2020-21 Estimate $ 450,000 2021-22 Budget* $ - 12,785,093 17,102,255 51,218,758 191,186,646 PUBLIC TRANSIT: Federal Transit Administration 07/01/02(FTA) - Grant funding is made 06/30/22 available annually to mass transit organizations based on a formula provided under the Federal Transit Act of 1964, as amended, as well as through competitive grant programs. The funds may be used for preventive maintenance, operating assistance, capital purchases and COVID-19 pandemic expenses. U.S. Department of Transportation 405 Table of Contents-Part I SUMMARY OF GRANT PROGRAMS AND EXPENDITURES Grant Period Source of Funds Arizona Department of Transportation Local Transportation Assistance Fund (LTAF) II - This grant provides additional statewide transit and transportation funding. The Arizona Department of Transportation distributes the funds to the Regional Public Transportation Authority (RPTA), which then distributes the funds to cities. 07/01/1306/30/22 Arizona Department of Transportation Phoenix Community Development Investment Corporation - The various grants provide small business assistance for businesses located along the light rail during construction activities. 01/20/2006/30/23 Coronavirus Aid, Relief, and Economic Security (CARES) Act - This grant will sustain the operating expenses for fixed route and demand response services for continuing transit service during the public health crisis of COVID-19. 01/20/2006/30/23 Grant Description 2020-21 Estimate 4,220,195 $ 4,300,000 Phoenix Community Development Investment Corporation (PCDIC) 78,228 422,092 U.S. Department of Transportation 86,329,486 1,675,495 406 $ 2021-22 Budget* Table of Contents-Part I SUMMARY OF GRANT PROGRAMS AND EXPENDITURES Grant Period Source of Funds Coronavirus Response and Relief Supplemental Appropriations Act of 2021 (CRRSAA) - This grant will sustain the operating expenses for fixed route and demand response services for continuing transit service during the public health crisis of COVID-19. 01/20/2006/30/23 U.S. Department of Transportation Coronavirus Relief Fund (CRF) - The Public Transit Department’s portion of this grant provides for heat relief for passengers, extra security, bus barriers to protect drivers and passengers as well as PPE equipment for service providers, transit employees and passengers. Coronavirus Relief Funds were utilized by multiple departments citywide. 03/01/2012/30/20 U.S. Department of the Treasury Grant Description Public Transit Subtotal 407 2020-21 Estimate $ 2021-22 Budget* - $ 43,171,577 502,390 - 142,349,057 240,755,810 Table of Contents-Part I SUMMARY OF GRANT PROGRAMS AND EXPENDITURES Grant Description Grant Period Source of Funds 03/01/2012/30/20 U.S. Department of the Treasury 2020-21 Estimate 2021-22 Budget* PUBLIC WORKS: Coronavirus Relief Fund (CRF) - The Public Works Department’s portion of this grant provided funding to complete citywide public facility and employee workspace retrofit projects to ensure the safety and health of staff and ongoing city operations. Coronavirus Relief Funds were utilized by multiple departments citywide. Public Works Subtotal $ 2,670,881 $ - 2,670,881 - 61 - 61 - RETIREMENT SYSTEMS: Coronavirus Relief Fund (CRF) - The Retirement System's portion of this grant provided funding for equipment to stream required City of Phoenix Employees’ Retirement Board, City of Phoenix Police Pension Board and City of Phoenix Fire Pension Board meetings. Such meetings were held virtually during the COVID-19 pandemic to maintain compliance with open meeting laws. Coronavirus Relief Funds were utilized by multiple departments citywide. 03/01/2012/30/20 U.S. Department of the Treasury Retirement Systems Subtotal 408 Table of Contents-Part I SUMMARY OF GRANT PROGRAMS AND EXPENDITURES Grant Description Grant Period Source of Funds 2020-21 Estimate 2021-22 Budget* STREET TRANSPORTATION: Roadway Engineering/Safety Grant - This grant provides funding for improvements to department safety and training programs to improve traffic calming, enhance collision data management, and improve traffic safety, including pedestrians and bicycles. 10/01/2109/30/22 Arizona Governor’s Office of Highway Safety Coronavirus Relief Fund (CRF) - The Street Transportation Department’s portion of this grant provided for neighborhood decontamination services, installation of LED street lighting for homeless encampment areas, personal protective equipment for City staff, and installation of plexiglass and touchless motion light and restroom sensors in City facilities. Coronavirus Relief Funds were utilized by multiple departments citywide. 03/01/2012/30/20 U.S. Department of the Treasury Street Transportation Subtotal GRAND TOTAL $ - $ 30,000 170,293 - 170,293 30,000 $540,452,529 $1,038,009,840 *As of July 14, 2021 409 Table of Contents-Part I Table of Contents-Part I CENTRAL SERVICE COST ALLOCATIONS BACKGROUND The Citywide Cost Allocation Plan, originally established in the mid-1960s, allocates central service costs to City line departments. These allocations are used to: (1) develop fees for various City services, (2) transfer the cost of support services to enterprise and special revenue funds resulting in inter-fund transfers (For example: Aviation, Water, Wastewater, Solid Waste, Convention Center, Development Services, and Sports Facilities funds), and (3) prepare City bids to evaluate contracting for services. UNALLOWABLE COSTS The Federal government allows for an allocation to recover costs of indirect and support services in the administration of all Federal grants. However, some administrative costs of general government are unallowable. Unallowable costs in the City government include portions of Banking and Cashiering, City Clerk Department, City Manager’s Office, Budget and Research Administration, Communications Office, Elections, and Mayor and City Council. Starting in FY 1985-86, a separate cost allocation plan was developed for non-federal purposes (fee recovery enterprise fund transfers). These allocations are higher because federal unallowable costs are included. CENTRAL SERVICE COSTS Central service costs include the following: Accounting Accounts Payable City Administration City Clerk Debt Services Employee Development Equal Opportunity Equipment Management Facilities Management General Management Services Government Relations Human Resource Administration Information Technology Services Internal and External Auditing Labor Relations and Training Legal Services Materials Management Money Management Payroll Real Estate Risk Management Safety Various Financial Services Costs of a specific activity that are charged directly to another department are not included in the cost allocation plan. This leaves only “net” costs to be allocated. All “net” costs are allocated to the major service activities (cost centers) of the City using methodology that will produce an equitable distribution of costs. Examples of the methodology used to allocate costs are a building’s square footage for building maintenance functions, and the number of a department’s authorized employees for human resource-related activities. BENEFITS Accurate allocations of central service costs result in more equitable fees charged for services. User fees help to reduce the burden placed on the general tax base. 411 Table of Contents-Part I CENTRAL SERVICE COST ALLOCATIONS ALLOCATION OF CITYWIDE SERVICE COSTS TO COST CENTERS Cost Centers Aviation Cable Communications City Prosecutor Community and Economic Development Community Services Development Services Fire General Government Housing Human Services Library Municipal Court Neighborhood Services Neighborhood Services-CDBG Parks and Recreation Phoenix Convention Center Planning Services Police Public Defender Public Transit Public Transit-Transit 2050 Solid Waste Sports Facilities Street Lighting Street Transportation Tax, Licensing & Revenue Collections Video Productions Wastewater Water Total 2020-21 Estimated Allocations 10,117,000 2,000 1,635,000 1,087,000 424,000 4,440,000 14,911,000 173,000 5,602,000 5,149,000 2,507,000 4,712,000 2,284,000 1,299,000 10,193,000 3,044,000 448,000 27,849,000 290,000 2,089,000 2,912,000 6,952,000 148,000 439,000 9,281,000 826,000 195,000 6,676,000 10,014,000 2021-22 Projected Allocations 10,117,000 2,000 1,635,000 1,087,000 424,000 4,440,000 14,911,000 173,000 5,602,000 5,149,000 2,507,000 4,712,000 2,284,000 1,299,000 10,193,000 3,044,000 448,000 27,849,000 290,000 2,089,000 2,912,000 6,952,000 148,000 439,000 9,281,000 826,000 195,000 6,676,000 10,014,000 135,698,000 135,698,000 Budgeted central service costs, which are shown as inter-fund transfers, are included on the applicable Fund Statement Schedules in Part III of this book. 412 Table of Contents Part II 2021-26 Capital Improvement Program Summary Schedules Capital Program Summaries Table of Contents 2021-22 CAPITAL IMPROVEMENT PROGRAM ORGANIZATIONAL CHART 2021-22 Capital Improvement Program $2,180,453,000 Bond Funds $529,057,000 Other Capital Funds $628,509,000 Operating Funds $1,022,887,000 2001 G.O. Various Purpose $902,000 2006 G.O. Various Purpose $4,370,000 Capital Grants $189,542,000 Capital Reserves $15,151,000 General $24,052,000 Library $955,000 Aviation Bonds $92,487,000 Other Bonds $40,590,000 Customer Facility Charges $20,558,000 Federal, State and Other Participation $118,761,000 Arizona Highway User Revenue $85,482,000 Capital Construction $20,380,000 Solid Waste Bonds $19,145,000 Transportation 2050 Bonds $39,898,000 Impact Fees $166,111,000 Other Capital $835,000 Community Reinvestment $7,734,000 Development Services $4,451,000 Wastewater Bonds $112,016,000 Water Bonds $219,648,000 Other Cities' Share in Joint Ventures $34,721,000 Passenger Facility Charge $81,365,000 Grants $125,058,000 Other Restricted $12,718,000 Parks and Preserves $66,212,000 Regional Transit $13,961,000 Sports Facilities $2,393,000 Transportation 2050 $308,724,000 Aviation $126,993,000 Phoenix Convention Center $15,480,000 Solid Waste Remediation $11,278,000 Wastewater $71,659,000 Solid Waste Remediation $1,465,000 Water $125,355,000 414 Table of Contents PART II TABLE OF CONTENTS 2021-26 CAPITAL IMPROVEMENT PROGRAM Page Schedule 1 - Summary of 2021-26 Capital Improvement Program by Program ......................................................................................... 418 Schedule 2 - Summary of 2021-26 Capital Improvement Program by Source of Funds ............................................................................ 419 Schedule 3 - Summary of 2021-26 Capital Improvement Program Operating Funds ................................................................................. 420 Schedule 4 - Summary of 2021-26 Capital Improvement Program Bond Funds ........................................................................................ 421 Schedule 5 - Summary of 2021-26 Capital Improvement Program Other Capital Funds ........................................................................... 422 Schedule 6 - 2021-22 Capital Improvement Program by Program and Source of Funds ....................................................... 423 Schedule 7 - 2021-22 Capital Improvement Program Resources and Expenditures by Capital Fund ................................... 424 Schedule 8 - 2021-26 Capital Improvement Program Estimated Ongoing Operating Costs .................................................. 426 A Arts and Cultural Facilities.......................................................................................... 428 Aviation ...................................................................................................................... 430 E Economic Development ............................................................................................. 432 Environmental Programs ............................................................................................ 434 F Facilities Management ............................................................................................... 436 Finance ...................................................................................................................... 438 Fire Protection ............................................................................................................ 440 H Historic Preservation & Planning ............................................................................... 442 Housing ...................................................................................................................... 444 Human Services ......................................................................................................... 446 415 Table of Contents Page I Information Technology .............................................................................................. 448 L Libraries ..................................................................................................................... 450 N Neighborhood Services .............................................................................................. 452 Non-Departmental Capital .......................................................................................... 454 P Parks, Recreation & Mountain Preserves .................................................................. 456 Phoenix Convention Center ....................................................................................... 458 Police Protection ........................................................................................................ 460 Public Art Program ..................................................................................................... 462 Public Transit ............................................................................................................. 464 R Regional Wireless Cooperative .................................................................................. 466 S Solid Waste Disposal ................................................................................................. 468 Street Transportation & Drainage .............................................................................. 470 W Wastewater ................................................................................................................ 472 Water.......................................................................................................................... 474 416 Table of Contents-CIP Table of Contents-CIP SCHEDULE 1 SUMMARY OF 2021-26 CAPITAL IMPROVEMENT PROGRAM BY PROGRAM (In Thousands of Dollars) 2021-22 Arts and Cultural Facilities Aviation Economic Development Environmental Programs Facilities Management Finance Fire Protection Historic Preservation & Planning Housing Human Services Information Technology Libraries Neighborhood Services Non-Departmental Capital Parks, Recreation & Mountain Preserves Phoenix Convention Center Police Protection Public Art Program Public Transit Regional Wireless Cooperative Solid Waste Disposal Street Transportation & Drainage Wastewater Water Total 2022-23 2023-24 2024-25 2025-26 Total 902 349,354 9,450 250 25,688 8,000 37,133 3,648 46,013 600 19,331 5,621 12,306 103,118 83,802 15,638 24,412 6,039 407,919 6,001 30,954 332,786 248,640 402,848 261,139 6,540 250 21,875 17,451 6,748 955 1,750 102,325 39,450 5,031 7,000 3,861 186,969 6,001 24,084 144,946 472,220 420,016 325,000 7,663 250 21,875 9,197 19,387 955 102,822 30,670 3,764 7,000 1,561 308,684 6,001 11,332 125,053 232,689 253,628 293,978 6,390 250 13,975 8,215 6,748 955 103,329 29,700 5,834 7,000 543 222,467 6,001 3,569 120,974 423,889 136,868 264,705 6,590 250 14,026 7,340 6,748 955 103,828 29,075 1,753 7,000 483 115,675 6,001 5,007 136,608 249,397 525,759 902 1,494,176 36,633 1,250 97,439 8,000 37,133 3,648 88,216 600 58,961 9,441 14,056 515,421 212,697 32,019 52,412 12,486 1,241,713 30,005 74,947 860,368 1,626,835 1,739,120 2,180,453 1,728,611 1,467,530 1,390,684 1,481,200 8,248,478 418 Table of Contents-CIP SCHEDULE 2 SUMMARY OF 2021-26 CAPITAL IMPROVEMENT PROGRAM BY SOURCE OF FUNDS (In Thousands of Dollars) 2021-22 2022-23 2023-24 2024-25 2025-26 Total Operating Funds General Funds General Fund Library Special Revenue Funds 24,052 955 19,060 955 19,057 955 19,163 955 19,057 955 100,390 4,775 Arizona Highway User Revenue Capital Construction Community Reinvestment Development Services Grants Other Restricted Parks and Preserves Regional Transit Sports Facilities Transportation 2050 Enterprise Funds 85,482 20,380 7,734 4,451 125,058 12,718 66,212 13,961 2,393 308,724 61,428 9,086 3,425 140 58,575 1,615 30,155 4,389 4,000 60,366 67,394 8,226 4,697 2,243 50,673 1,465 30,691 3,989 2,000 121,163 65,399 8,226 3,425 140 73,418 1,465 29,725 13,774 2,000 146,781 77,298 8,226 3,425 140 51,581 1,615 29,100 5,774 2,000 92,148 357,001 54,144 22,707 7,115 359,305 18,880 185,883 41,888 12,393 729,182 126,993 15,480 11,278 71,659 125,355 1,022,887 47,716 5,098 11,492 82,916 160,240 560,657 35,870 4,250 6,874 58,037 65,743 483,328 46,068 5,798 3,607 70,436 56,564 546,945 30,836 1,824 5,091 85,968 78,853 493,893 287,482 32,451 38,342 369,016 486,756 3,107,710 902 4,370 - - - - 902 4,370 92,487 40,590 19,145 39,898 112,016 219,648 529,057 45,666 8,100 11,050 108,797 370,164 254,292 798,069 100,666 8,100 60 27,244 121,984 191,031 449,085 91,667 60 20,886 329,487 79,446 521,546 103,660 50 3,358 126,655 418,021 651,744 434,146 56,790 30,365 200,183 1,060,306 1,162,439 2,949,501 189,542 15,151 20,558 118,761 166,111 835 34,721 81,365 1,465 628,509 153,630 10,000 20,565 69,365 7,295 33,064 75,595 372 369,885 307,972 11,300 20,562 48,832 60,501 85,593 357 535,117 125,733 7,000 20,566 45,453 1,750 31,766 89,564 361 322,193 102,219 7,000 20,564 45,816 72,552 87,047 366 335,563 879,096 50,451 102,815 328,226 175,156 835 232,605 419,163 2,921 2,191,268 2,180,453 1,728,611 1,467,530 1,390,684 1,481,200 8,248,478 Aviation Convention Center Solid Waste Wastewater Water Total Operating Funds Bond Funds General Obligation Bond Funds 2001 General Obligation Bonds 2006 General Obligation Bonds Nonprofit Corporation Bond Funds Aviation Bonds Other Bonds Solid Waste Bonds Transportation 2050 Bonds Wastewater Bonds Water Bonds Total Bond Funds Other Capital Funds Other Capital Funds Capital Grants Capital Reserves Customer Facility Charges Federal, State and Other Participation Impact Fees Other Capital Other Cities' Share in Joint Ventures Passenger Facility Charges Solid Waste Remediation Total Other Capital Funds Total 419 Table of Contents-CIP SCHEDULE 3 SUMMARY OF 2021-26 CAPITAL IMPROVEMENT PROGRAM FINANCED BY OPERATING FUNDS (In Thousands of Dollars) 2021-22 2022-23 2023-24 2024-25 2025-26 Total Use of Funds Aviation Economic Development Environmental Programs Facilities Management Fire Protection Historic Preservation & Planning Housing Information Technology Libraries Neighborhood Services Parks, Recreation & Mountain Preserves Phoenix Convention Center Public Art Program Public Transit Solid Waste Disposal Street Transportation & Drainage Wastewater Water 126,448 9,450 250 16,491 11,263 3,648 34,064 9,680 955 12,306 68,126 15,638 1,584 337,340 9,344 168,966 69,595 127,740 47,427 6,540 250 13,775 13,034 6,748 955 1,750 32,155 5,031 814 78,172 9,712 100,581 80,781 162,933 32,284 7,663 250 13,775 6,377 19,387 955 30,670 3,764 156 139,505 6,675 101,720 56,561 63,586 45,779 6,390 250 13,975 6,215 6,748 955 29,700 5,834 60 201,581 3,208 99,770 70,205 56,276 30,546 6,590 250 14,026 5,340 6,748 955 29,075 1,753 60 112,317 4,641 117,289 85,737 78,565 282,484 36,633 1,250 72,042 11,263 3,648 65,029 49,311 4,775 14,056 189,726 32,019 2,674 868,915 33,580 588,325 362,880 489,100 1,022,887 560,657 483,328 546,945 493,893 3,107,710 General Fund Library Special Revenue Funds 24,052 955 19,060 955 19,057 955 19,163 955 19,057 955 100,390 4,775 Arizona Highway User Revenue Capital Construction Community Reinvestment Development Services Grants Other Restricted Parks and Preserves Regional Transit Sports Facilities Transportation 2050 Enterprise Funds 85,482 20,380 7,734 4,451 125,058 12,718 66,212 13,961 2,393 308,724 61,428 9,086 3,425 140 58,575 1,615 30,155 4,389 4,000 60,366 67,394 8,226 4,697 2,243 50,673 1,465 30,691 3,989 2,000 121,163 65,399 8,226 3,425 140 73,418 1,465 29,725 13,774 2,000 146,781 77,298 8,226 3,425 140 51,581 1,615 29,100 5,774 2,000 92,148 357,001 54,144 22,707 7,115 359,305 18,880 185,883 41,888 12,393 729,182 Aviation Convention Center Solid Waste Wastewater Water 126,993 15,480 11,278 71,659 125,355 47,716 5,098 11,492 82,916 160,240 35,870 4,250 6,874 58,037 65,743 46,068 5,798 3,607 70,436 56,564 30,836 1,824 5,091 85,968 78,853 287,482 32,451 38,342 369,016 486,756 Total Operating Funds 1,022,887 560,657 483,328 546,945 493,893 3,107,710 Total Operating Funds Source of Funds Operating Funds General Funds 420 Table of Contents-CIP SCHEDULE 4 SUMMARY OF 2021-26 CAPITAL IMPROVEMENT PROGRAM FINANCED BY BOND FUNDS (In Thousands of Dollars) 2021-22 2022-23 2023-24 2024-25 2025-26 Total Use of Funds Arts and Cultural Facilities Aviation Facilities Management Finance Fire Protection Human Services Information Technology Non-Departmental Capital Police Protection Public Art Program Public Transit Solid Waste Disposal Street Transportation & Drainage Wastewater Water 902 90,102 8,362 8,000 14,576 600 9,651 1,298 3,500 4,453 1,360 18,995 38,008 111,732 217,517 45,666 8,100 3,047 108,797 11,000 367,845 253,615 100,666 8,100 1,405 27,244 121,934 189,736 91,667 483 20,886 329,284 79,226 103,660 423 3,358 126,602 417,701 902 431,761 24,562 8,000 14,576 600 9,651 1,298 3,500 9,810 161,645 29,995 38,008 1,057,397 1,157,795 Total Bond Funds 529,057 798,069 449,085 521,546 651,744 2,949,501 902 4,370 - - - - 902 4,370 92,487 40,590 19,145 39,898 112,016 219,648 45,666 8,100 11,050 108,797 370,164 254,292 100,666 8,100 60 27,244 121,984 191,031 91,667 60 20,886 329,487 79,446 103,660 50 3,358 126,655 418,021 434,146 56,790 30,365 200,183 1,060,306 1,162,439 529,057 798,069 449,085 521,546 651,744 2,949,501 Source of Funds Bond Funds General Obligation Bond Funds 2001 General Obligation Bonds 2006 General Obligation Bonds Nonprofit Corporation Bond Funds Aviation Bonds Other Bonds Solid Waste Bonds Transportation 2050 Bonds Wastewater Bonds Water Bonds Total Bond Funds 421 Table of Contents-CIP SCHEDULE 5 SUMMARY OF 2021-26 CAPITAL IMPROVEMENT PROGRAM FINANCED BY OTHER CAPITAL FUNDS (In Thousands of Dollars) 2021-22 2022-23 2023-24 2024-25 2025-26 Total Use of Funds Aviation Facilities Management Fire Protection Housing Libraries Non-Departmental Capital Parks, Recreation & Mountain Preserves Police Protection Public Art Program Public Transit Regional Wireless Cooperative Solid Waste Disposal Street Transportation & Drainage Wastewater Water 132,804 835 11,294 11,949 4,666 101,820 15,676 20,912 2 69,219 6,001 2,616 125,812 67,312 57,591 168,047 4,417 102,325 7,295 7,000 6,001 3,372 44,366 23,595 3,469 192,049 2,820 102,822 7,000 141,935 6,001 4,657 23,333 54,195 306 156,532 2,000 103,329 7,000 6,001 361 21,204 24,400 1,365 130,499 2,000 103,828 7,000 6,001 366 19,319 37,057 29,493 779,931 835 11,294 23,186 4,666 514,123 22,971 48,912 2 211,154 30,005 11,372 234,034 206,558 92,225 Total Other Capital Funds 628,509 369,885 535,117 322,193 335,563 2,191,268 189,542 15,151 20,558 118,761 166,111 835 34,721 81,365 1,465 153,630 10,000 20,565 69,365 7,295 33,064 75,595 372 307,972 11,300 20,562 48,832 60,501 85,593 357 125,733 7,000 20,566 45,453 1,750 31,766 89,564 361 102,219 7,000 20,564 45,816 72,552 87,047 366 879,096 50,451 102,815 328,226 175,156 835 232,605 419,163 2,921 628,509 369,885 535,117 322,193 335,563 2,191,268 Source of Funds Other Capital Funds Other Capital Funds Capital Grants Capital Reserves Customer Facility Charges Federal, State and Other Participation Impact Fees Other Capital Other Cities' Share in Joint Ventures Passenger Facility Charges Solid Waste Remediation Total Other Capital Funds 422 Table of Contents-CIP SCHEDULE 6 SUMMARY OF 2021-22 CAPITAL IMPROVEMENT PROGRAM BY PROGRAM AND SOURCE OF FUNDS (In Thousands of Dollars) Program Arts and Cultural Facilities Aviation Economic Development Environmental Programs Facilities Management Finance Fire Protection Historic Preservation & Planning Housing Human Services Information Technology Libraries Neighborhood Services Non-Departmental Capital Parks, Recreation & Mountain Preserves Phoenix Convention Center Police Protection Public Art Program Public Transit Regional Wireless Cooperative Solid Waste Disposal Street Transportation & Drainage Wastewater Water Total Total 2021-22 Proposed Budget Operating Funds General Obligation Bond Funds Nonprofit Corporation Bond Funds Other Capital Funds 902 349,354 9,450 250 25,688 8,000 37,133 3,648 46,013 600 19,331 5,621 12,306 103,118 83,802 15,638 24,412 6,039 407,919 6,001 30,954 332,786 248,640 402,848 126,448 9,450 250 16,491 11,263 3,648 34,064 9,680 955 12,306 68,126 15,638 1,584 337,340 9,344 168,966 69,595 127,740 902 600 3,500 270 - 90,102 8,362 8,000 14,576 9,651 1,298 4,453 1,360 18,995 37,738 111,732 217,517 132,804 835 11,294 11,949 4,666 101,820 15,676 20,912 2 69,219 6,001 2,616 125,812 67,312 57,591 2,180,453 1,022,887 5,272 523,784 628,509 423 Table of Contents-CIP SCHEDULE 7 RESOURCES AND EXPENDITURES BY CAPITAL FUND 2021-22 CAPITAL IMPROVEMENT PROGRAM (In Thousands of Dollars) Budgeted Beginning Fund Balance Revenues and Other Sources/ (Uses) Projected Resources Beyond 2021-22 Ending Balance Expenditures Funds Available Beyond 2021-22 1988 General Obligation Bonds 1988 Freeway Mitigation Bonds 1988 Parks Bonds 1988 Police Bonds 849 419 27 1,295 - - 849 419 27 1,295 1,000 1,000 1,849 419 27 2,295 2 2 - - 2 2 - 2 2 1,053 (275) 261 (788) 631 3,450 (332) (51) (524) (173) (457) 2,795 - 902 902 1,053 (1,177) 261 (788) 631 3,450 (332) (51) (524) (173) (457) 1,893 1,700 630 800 2,355 900 4,425 615 1,115 795 50 2,225 15,610 1,053 523 891 12 2,986 4,350 4,093 564 591 622 50 1,768 17,503 3,539 (4,549) (3,127) 2,049 621 (4,051) 5,939 421 - 600 3,500 270 4,370 3,539 (4,549) (3,727) 2,049 621 (7,551) 5,669 (3,949) 17,795 8,090 27,190 13,685 4,790 36,700 27,495 135,745 21,334 3,541 23,463 15,734 5,411 29,149 33,164 131,796 325,805 (101) 71,871 39,542 66 37,666 (109,207) (236,863) 128,780 (14,975) 500,000 200,000 685,025 92,487 40,590 19,145 39,898 112,016 219,648 523,784 218,343 (101) 31,281 20,397 66 497,768 (221,223) (256,511) 290,021 546,210 4,000 70,095 66,000 145,000 600,000 271,730 331,870 2,034,905 764,553 3,899 101,376 66,000 165,397 66 1,097,768 50,507 75,359 2,324,926 133,292 685,025 529,057 289,260 2,187,260 2,476,520 1989 General Obligation Bonds 1989 Historic Preservation Bonds 2001 General Obligation Bonds 2001 Affordable Housing and Homeless Shelter Bonds 2001 Education, Youth and Cultural Facilities Bonds 2001 Environmental Improvement and Cleanup Bonds 2001 Fire Protection Bonds 2001 Neighborhood Protection and Senior Centers Bonds 2001 New & Improved Libraries Bonds 2001 Parks, Open Space and Recreation Facilities Bonds 2001 Police, Fire and Computer Technology Bonds 2001 Police Protection Facilities and Equipment Bonds 2001 Preserving Phoenix Heritage Bonds 2001 Storm Sewer Bonds 2001 Street Improvement Bonds 2006 General Obligation Bonds 2006 Affordable Housing and Neighborhoods Bonds 2006 Education Bonds 2006 Libraries, Senior and Cultural Centers Bonds 2006 Parks and Open Spaces Bonds 2006 Police, Fire and City Technology Bonds 2006 Police, Fire and Homeland Security Bonds 2006 Street and Storm Sewer Improvements Bonds Nonprofit Corporation Bond Funds Aviation Bonds Convention Center Bonds Other Bonds Parks and Preserves Bonds Solid Waste Bonds Transit 2000 Bonds Transportation 2050 Bonds Wastewater Bonds Water Bonds Total Bond Funds 424 Table of Contents-CIP SCHEDULE 7 RESOURCES AND EXPENDITURES BY CAPITAL FUND (Continued) 2021-22 CAPITAL IMPROVEMENT PROGRAM (In Thousands of Dollars) Budgeted Beginning Fund Balance Revenues and Other Sources/ (Uses) Expenditures Ending Balance Projected Resources Beyond 2021-22 Funds Available Beyond 2021-22 Other Capital Funds Capital Gifts Capital Grants Capital Reserves Customer Facility Charges Federal, State and Other Participation Impact Fees Other Capital Other Cities' Share in Joint Ventures Passenger Facility Charges Solid Waste Remediation 35 242,187 6,669 206,409 1,374 37,606 5,992 189,542 19,250 17,645 118,761 34,721 77,959 - 189,542 15,151 20,558 118,761 166,111 835 34,721 81,365 1,465 35 246,286 3,756 40,298 539 34,200 4,527 689,554 220,851 209,465 197,884 372,302 - 35 689,554 246,286 224,607 209,465 40,298 539 197,884 406,502 4,527 Total Other Capital Funds 500,273 457,878 628,509 329,642 1,690,057 2,019,699 Total 633,566 1,142,903 1,157,566 618,903 3,877,317 4,496,220 425 Table of Contents-CIP SCHEDULE 8 2021-26 CAPITAL IMPROVEMENT PROGRAM ESTIMATED ONGOING OPERATING COSTS BY PROGRAM AND PROJECT Anticipated operating budget impacts of capital projects are presented below and are accounted for in the City’s multi-year financial plans. These costs are associated with staffing of new facilities, maintenance, utilities, licensing, and other recurring expenditures. Detailed operating impacts including counts and job classifications of new positions are reviewed and budgeted at the time of project delivery and are described in the Program Changes sections of the Detail Budget Book. Ongoing operating costs for completed capital projects for the current budget year are detailed in the Capital Improvement Program section of the Summary Budget document. Project No. Estimated Ongoing Cost Project Title Finance FA10700003 SAP Financial System Upgrade 127,000 Fire Protection FD57100027 Fire Station 62 3,215,000 Historic Preservation & Planning PN00000001 KIVA Replacement Project 2,100,000 Information Technology IT10300001 Data Center Modernization 4,000,000 IT10301000 Data Center Optical Core & Mechanical Replacement 40,000 IT50000001 Privileged Access Management System 350,000 Parks, Recreation & Mountain Preserves PA75200538 Cesar Chavez Community Center PA75200679 87th Avenue and Lower Buckeye Road Park 1,000,000 181,000 PA75200680 55th Avenue and Samantha Way Park 280,000 PA75200681 71st Avenue and Meadows Loop Road Park 350,000 PA75200683 Lone Mountain Park 730,000 WS90140015 Tres Rios Recreational Component 40,000 WS90300008 Cave Creek Water Reclamation Plant Rehabilitation WS90400023 Lift Station Replacement 20,000 WS90400094 Lift Station 77 20,000 Wastewater 3,000,000 Water WS85010054 Groundwater Wells 3,310,000 WS85100032 Booster Pump Station Replacement Program 310,000 WS85100046 4A-NB9 In-Line Booster Station 150,000 426 Table of Contents-CIP Capital Program Summaries Table of Contents-CIP Arts and Cultural Facilities The Arts and Cultural Facilities program totals $0.9 million and is funded by General Obligation Bond funds. Projects are typically prioritized based on community input obtained during the development of periodic General Obligation Bond programs. The program provides partial funding to develop a Latino Cultural Center. 428 Table of Contents-CIP PROGRAM SUMMARY 2021-26 CAPITAL IMPROVEMENT PROGRAM ARTS AND CULTURAL FACILITIES 2021-22 2022-23 2023-24 2024-25 2025-26 Total Program Area Art Facilities Program Total 902,484 902,484 - - - - 902,484 902,484 2001 General Obligation Bonds Total Bond Funds 902,484 902,484 - - - - 902,484 902,484 Program Total 902,484 - - - - 902,484 Source of Funds Bond Funds General Obligation Bond Funds 429 Table of Contents-CIP Aviation The Aviation program totals $1,494.2 million and is funded by Aviation, Aviation Bond, Capital Grant and Passenger Facility Charge funds. The Aviation program includes improvements at Phoenix Sky Harbor International, Phoenix Deer Valley and Phoenix Goodyear Airports as well as support for Phoenix-Mesa Gateway Airport. Various divisions of the Aviation Department are responsible to identify and request new CIP projects as they are needed for airport expansion and replacement of existing infrastructure. They work with the stakeholders impacted by the project to develop a business case which includes a scope, schedule, and budget, including a return on investment analysis, for the project. As part of the business case, a points-based score is developed for the project. Scoring is based on the project’s return on investment, cost reduction or net present value; efficiency or productivity improvements; potential for risk transfer or public-private partnerships; regulatory mandates; safety and security risk mitigation; and level of service or community relations needs. The business case is then presented to Aviation’s executive team for approval or revision. If approval is received, the project is placed on the priority ranking list according to the project’s score to await available funding and incorporation into the Aviation CIP. Major projects include: Modernization of Terminal 4 vertical and horizontal transportation equipment Trenching of the Union Pacific Railroad tracks north of the airport to develop land for aviation purposes Reconfiguration of the Facilities and Services complex allowing for a future crossfield taxiway Design and construction of Terminal 3 North Concourse 430 Table of Contents-CIP PROGRAM SUMMARY 2021-26 CAPITAL IMPROVEMENT PROGRAM AVIATION 2021-22 2022-23 2023-24 2024-25 2025-26 Total 32,949,156 21,480,122 1,300,000 65,992,700 245,000 100,688,093 964,007 26,558,870 2,462,500 6,035,477 7,427,070 13,518,862 145,000 1,695,339 6,830,162 2,945,773 57,115,679 1,000,000 349,353,810 3,192,671 2,775,000 640,000 73,334,000 145,494,235 7,388,500 3,061,585 9,000,000 16,253,040 261,139,031 7,360,000 73,330,000 170,289,692 7,000,000 3,020,000 64,000,000 324,999,692 72,327,000 155,256,734 7,628,000 3,766,570 55,000,000 293,978,304 36,141,827 24,255,122 1,300,000 8,000,000 73,333,000 358,316,700 245,000 122,525,149 694,253,903 964,007 26,558,870 24,479,000 6,035,477 7,427,070 1,852,913 25,219,930 145,000 1,695,339 6,830,162 66,994,000 197,939,773 73,368,719 1,000,000 264,705,062 1,494,175,899 126,447,623 126,447,623 47,426,511 47,426,511 32,284,452 32,284,452 45,778,857 45,778,857 30,546,255 30,546,255 282,483,698 282,483,698 90,101,981 90,101,981 45,666,000 45,666,000 100,666,000 100,666,000 91,667,000 91,667,000 103,660,000 103,660,000 431,760,981 431,760,981 Capital Grants Passenger Facility Charges Total Other Capital Funds 108,204,450 24,599,756 132,804,206 149,212,520 18,834,000 168,046,520 163,217,240 28,832,000 192,049,240 123,732,964 32,799,483 156,532,447 100,218,807 30,280,000 130,498,807 644,585,981 135,345,239 779,931,220 Program Total 349,353,810 261,139,031 324,999,692 293,978,304 264,705,062 1,494,175,899 Program Area Deer Valley Airport Goodyear Airport Phoenix-Mesa Gateway Airport Sky Harbor Air Cargo Facilities Sky Harbor Airport Development Sky Harbor-Airside Fleet Acquisition Sky Harbor Contingency Sky Harbor Dev Study and Env Projects Sky Harbor Land Acquisition Sky Harbor Maintenance Facilities Sky Harbor PHX Sky Train Sky Harbor RCC & Parking Facility Sky Harbor Runways, Taxiways & Aprons Sky Harbor Security Projects Sky Harbor Technology Development Sky Harbor Terminal 2 Sky Harbor Terminal 3 Sky Harbor Terminal 4 Sky Harbor Terminal Redevelopment Focus Program Total Source of Funds Operating Funds Enterprise Funds Aviation Total Operating Funds Bond Funds Nonprofit Corporation Bond Funds Aviation Bonds Total Bond Funds Other Capital Funds Other Capital Funds 431 Table of Contents-CIP Economic Development The $36.6 million Economic Development program is funded by Downtown Community Reinvestment, Arizona Highway User Revenue, Other Restricted and Sports Facilities funds. The Community and Economic Development Department identifies new CIP projects by various methods which include: alignment with strategic planning objectives; collaboration with business, government and educational partners; and, engagement with community groups and business associations. The City commits funds and expertise to partner with private and public entities. These partnerships help to expand the City’s economy through the creation of new infrastructure and civic improvements that trigger regional revitalization, enhance public tax revenues, facilitate the growth of the knowledge workforce, and promote higher education opportunities. Other benefits include achieving affordable and workforce housing objectives, and support of historic preservation and adaptive reuse projects. Major projects include: Downtown Redevelopment Area project facilitation and assistance ASU Thunderbird School of Global Management development assistance Historic Preservation and Conservation facilitation and assistance Arizona Biomedical Corridor Project facilitation and assistance 432 Table of Contents-CIP PROGRAM SUMMARY 2021-26 CAPITAL IMPROVEMENT PROGRAM ECONOMIC DEVELOPMENT 2021-22 2022-23 2023-24 2024-25 2025-26 Total Program Area Biomedical Campus Downtown Development Economic Development Other Economic Development Sports Facilities Program Total 450,000 7,224,460 585,344 725,000 465,000 9,449,804 250,000 3,100,000 585,344 525,000 2,080,000 6,540,344 100,000 4,372,193 585,344 525,000 2,080,000 7,662,537 100,000 3,100,000 585,344 525,000 2,080,000 6,390,344 300,000 3,100,000 585,344 525,000 2,080,000 6,590,344 1,200,000 20,896,653 2,926,720 2,825,000 8,785,000 36,633,373 Arizona Highway User Revenue Community Reinvestment Other Restricted Sports Facilities Total Operating Funds 15,000 7,734,460 1,315,344 385,000 9,449,804 3,425,000 1,115,344 2,000,000 6,540,344 4,697,193 965,344 2,000,000 7,662,537 3,425,000 965,344 2,000,000 6,390,344 3,425,000 1,165,344 2,000,000 6,590,344 15,000 22,706,653 5,526,720 8,385,000 36,633,373 Program Total 9,449,804 6,540,344 7,662,537 6,390,344 6,590,344 36,633,373 Source of Funds Operating Funds Special Revenue Funds 433 Table of Contents-CIP Environmental Programs The $1.3 million Environmental Programs CIP is funded by Other Restricted funds. Environmental Programs facilitates citywide general stormwater compliance projects. Stormwater capital improvement projects are implemented to advance the City’s efforts to comply with stormwater management requirements and regulations. Any City department may propose a potential stormwater project, provided that the project meets the criteria outlined in the Stormwater Capital Improvement Project Fund Eligibility and Funding Protocol. The proposed projects are periodically reviewed by the Stormwater Working Group and then approved by the Stormwater Executive Committee based on criteria established in the funding protocol, including: risk of regulatory non-compliance, ability for the project to achieve sustained compliance, degradation to the City’s Municipal Separate Storm Sewer System, need for remediation, and other associated risks. 434 Table of Contents-CIP PROGRAM SUMMARY 2021-26 CAPITAL IMPROVEMENT PROGRAM ENVIRONMENTAL PROGRAMS 2021-22 2022-23 2023-24 2024-25 2025-26 Total Program Area Stormwater Compliance Program Total 250,000 250,000 250,000 250,000 250,000 250,000 250,000 250,000 250,000 250,000 1,250,000 1,250,000 Other Restricted Total Operating Funds 250,000 250,000 250,000 250,000 250,000 250,000 250,000 250,000 250,000 250,000 1,250,000 1,250,000 Program Total 250,000 250,000 250,000 250,000 250,000 1,250,000 Source of Funds Operating Funds Special Revenue Funds 435 Table of Contents-CIP Facilities Management The Facilities Management program totals $97.4 million and is funded by General, Development Services, Other Restricted, Solid Waste, Wastewater, Water, Other Bond and Other Capital funds. The Facilities Management program includes various major maintenance projects for City facilities and fuel infrastructure. Additional citywide efforts to be implemented by Facilities Management primarily include: security access control, energy efficient retrofits, fire and life safety systems, roofs, parking lots, and electric service entrance systems. Most Facilities Management capital projects are requested and prioritized under the annual General Fund Facilities Project Prioritization Process. New project requests originate from facility lifecycle replacement plans, facility assessments, engineering studies, testing results, citizen requests, regulatory compliance, and identification of asset deterioration by City facilities staff. Projects are reviewed by a committee of subject matter experts from various departments and are evaluated and prioritized on the basis of human safety, service continuity, damage avoidance, aesthetic deficiency mitigation, regulatory considerations and potential for increasing efficiency. 436 Table of Contents-CIP PROGRAM SUMMARY 2021-26 CAPITAL IMPROVEMENT PROGRAM FACILITIES MANAGEMENT 2021-22 2022-23 2023-24 2024-25 2025-26 Total 3,005,000 500,000 613,188 21,252,423 317,500 25,688,111 500,000 21,375,000 21,875,000 500,000 21,375,000 21,875,000 700,000 13,275,000 13,975,000 700,000 51,000 13,275,000 14,026,000 3,005,000 2,900,000 664,188 90,552,423 317,500 97,439,111 General Fund Special Revenue Funds 14,947,500 13,775,000 13,775,000 13,775,000 13,775,000 70,047,500 Development Services Other Restricted Enterprise Funds 480,000 604,188 - - - - 480,000 604,188 99,000 150,000 210,000 16,490,688 13,775,000 13,775,000 200,000 13,975,000 251,000 14,026,000 550,000 150,000 210,000 72,041,688 8,362,423 8,362,423 8,100,000 8,100,000 8,100,000 8,100,000 - - 24,562,423 24,562,423 835,000 835,000 - - - - 835,000 835,000 25,688,111 21,875,000 21,875,000 13,975,000 14,026,000 97,439,111 Program Area Downtown Facilities Energy Conservation Equipment Management Other Facilities Management Service Centers Program Total Source of Funds Operating Funds General Funds Solid Waste Wastewater Water Total Operating Funds Bond Funds Nonprofit Corporation Bond Funds Other Bonds Total Bond Funds Other Capital Funds Other Capital Funds Other Capital Total Other Capital Funds Program Total 437 Table of Contents-CIP Finance The Finance program totals $8.0 million, funded by Other Bond funds, supporting enhancements to the citywide financial system. 438 Table of Contents-CIP PROGRAM SUMMARY 2021-26 CAPITAL IMPROVEMENT PROGRAM FINANCE 2021-22 2022-23 2023-24 2024-25 2025-26 Total Program Area Enterprise Resource Planning Program Total 8,000,000 8,000,000 - - - - 8,000,000 8,000,000 Other Bonds Total Bond Funds 8,000,000 8,000,000 - - - - 8,000,000 8,000,000 Program Total 8,000,000 - - - - 8,000,000 Source of Funds Bond Funds Nonprofit Corporation Bond Funds 439 Table of Contents-CIP Fire Protection The $37.1 million Fire Protection program is funded by General, Other Restricted, Other Bonds and Impact Fee funds. The program consists of infrastructure in growth areas, implementation of new Computer Aided Dispatch and Records Management systems, construction of new Fire Station 62 at 99th Avenue and Lower Buckeye Road, and land acquisition for a future fire station. The Phoenix Fire Department plans for CIP projects through a prioritized strategic forecasting process. The most significant projects for the department are construction of future fire stations that have been forecasted through the creation of a twenty-year fire station implementation plan. The forecast plan was developed through analysis of a variety of factors such as: existing fire stations’ location and capacity, key performance indicators, and planned growth. Additionally, other identified new CIP project needs are presented to the Fire Department executive staff in the form of business cases, that are then evaluated based on the potential positive impact on service delivery to the Phoenix community. Development Impact Fee-funded projects are identified in accordance with state statutes, ensuring capital funding for service levels in planning areas is consistent with service levels in developed areas of the City. Identified projects are incorporated in the City’s Infrastructure Financing Plan, which is reviewed by a citizens’ committee prior to public hearings and ultimate adoption by the City Council. 440 Table of Contents-CIP PROGRAM SUMMARY 2021-26 CAPITAL IMPROVEMENT PROGRAM FIRE PROTECTION 2021-22 2022-23 2023-24 2024-25 2025-26 Total Program Area Fire Operations Center Fire Stations Program Total 24,259,064 12,873,569 37,132,633 - - - - 24,259,064 12,873,569 37,132,633 1,580,000 - - - - 1,580,000 9,682,645 11,262,645 - - - - 9,682,645 11,262,645 14,576,419 14,576,419 - - - - 14,576,419 14,576,419 Impact Fees Total Other Capital Funds 11,293,569 11,293,569 - - - - 11,293,569 11,293,569 Program Total 37,132,633 - - - - 37,132,633 Source of Funds Operating Funds General Funds General Fund Special Revenue Funds Other Restricted Total Operating Funds Bond Funds Nonprofit Corporation Bond Funds Other Bonds Total Bond Funds Other Capital Funds Other Capital Funds 441 Table of Contents-CIP Historic Preservation & Planning The Historic Preservation and Planning program totals $3.6 million and is funded by the Development Services fund. The program includes the SHAPE Phoenix project which targets the Planning and Development Department’s primary land management applications for replacement. This multi-year project envisions replacing KIVA, PlanWeb and other supporting applications with a modern Planning, Zoning, Plan Review and Permitting application that supports community planning, development and regulation. 442 Table of Contents-CIP PROGRAM SUMMARY 2021-26 CAPITAL IMPROVEMENT PROGRAM HISTORIC PRESERVATION & PLANNING 2021-22 2022-23 2023-24 2024-25 2025-26 Total Program Area Planning Program Total 3,648,000 3,648,000 - - - - 3,648,000 3,648,000 Development Services Total Operating Funds 3,648,000 3,648,000 - - - - 3,648,000 3,648,000 Program Total 3,648,000 - - - - 3,648,000 Source of Funds Operating Funds Special Revenue Funds 443 Table of Contents-CIP Housing The Housing program totals $88.2 million and is funded by Operating Grant, Other Restricted and Capital Grant funds. The program provides funding for the creation and modernization of senior public housing units and affordable housing units for low-income families throughout the City. Grant-funded modernization projects are planned based on the availability of these funds. Projects include HOME multifamily loan programs, transformation of the Choice Neighborhood at Edison-Eastlake community, conversion of existing public housing units into Rental Assistance Demonstration (RAD) housing units, affordable housing development and rehabilitation, and remodeling of family and senior public housing units. Housing Department capital improvement projects are identified based on City management’s priority list and the Mayor’s Affordable Housing Initiative, in coordination with planned redevelopment programs, feedback from the Public Housing Resident Advisory Board, the Affordable Housing Development Community, and other stakeholders. Fiscal staff, project managers and housing managers actively participate in prioritizing funding availability, and addressing community housing needs and contractual terms of co-developers. 444 Table of Contents-CIP PROGRAM SUMMARY 2021-26 CAPITAL IMPROVEMENT PROGRAM HOUSING 2021-22 2022-23 2023-24 2024-25 2025-26 Total 1,908,334 19,303,845 1,015,000 12,245,000 11,540,792 46,012,971 1,417,029 6,729,739 1,015,000 4,588,932 3,700,000 17,450,700 1,000,000 4,500,000 1,015,000 162,080 2,520,000 9,197,080 1,000,000 4,500,000 1,015,000 1,700,000 8,215,000 2,500,000 4,500,000 139,885 200,000 7,339,885 7,825,363 39,533,584 4,199,885 16,996,012 19,660,792 88,215,636 33,863,845 200,000 34,063,845 12,833,671 200,000 13,033,671 6,177,080 200,000 6,377,080 6,015,000 200,000 6,215,000 5,139,885 200,000 5,339,885 64,029,481 1,000,000 65,029,481 Capital Grants Total Other Capital Funds 11,949,126 11,949,126 4,417,029 4,417,029 2,820,000 2,820,000 2,000,000 2,000,000 2,000,000 2,000,000 23,186,155 23,186,155 Program Total 46,012,971 17,450,700 9,197,080 8,215,000 7,339,885 88,215,636 Program Area Affordable Housing Modernization HOME Grant HOME Program Income HOPE VI Housing Development Program Total Source of Funds Operating Funds Special Revenue Funds Grants Other Restricted Total Operating Funds Other Capital Funds Other Capital Funds 445 Table of Contents-CIP Human Services The $0.6 million Human Services program is funded by General Obligation Bond funds. Projects are typically prioritized based on community input obtained during the development of periodic General Obligation Bond programs. The Human Services program includes design of a multi-purpose senior center adjacent to the Southwest Family Services Center. 446 Table of Contents-CIP PROGRAM SUMMARY 2021-26 CAPITAL IMPROVEMENT PROGRAM HUMAN SERVICES 2021-22 2022-23 2023-24 2024-25 2025-26 Total Program Area Senior Centers Program Total 600,000 600,000 - - - - 600,000 600,000 2006 General Obligation Bonds Total Bond Funds 600,000 600,000 - - - - 600,000 600,000 Program Total 600,000 - - - - 600,000 Source of Funds Bond Funds General Obligation Bond Funds 447 Table of Contents-CIP Information Technology The $59.0 million Information Technology program is funded by General, Arizona Highway User Revenue, Development Services, Transportation 2050, Aviation, Convention Center, Solid Waste, Wastewater, Water and Other Bond funds. Information Technology CIP project requests typically start with the submission of a Business Investment Request Form from operational staff. The form provides City leadership visibility into information technology spending across the organization and helps ensure technology purchases are in alignment with current and future technology. Projects are evaluated and approved by various Information Technology divisions for security, application, and infrastructure considerations. After divisional review, projects are submitted for evaluation and prioritization by the Chief Information Officer and City executive staff. The Information Technology program includes enhancement of the City's business intelligence and business analysis capabilities, replacement of FCC-mandated equipment with 700 MHz radios, and implementation of a modernized data center environment to provide a more reliable and secure computing environment. 448 Table of Contents-CIP PROGRAM SUMMARY 2021-26 CAPITAL IMPROVEMENT PROGRAM INFORMATION TECHNOLOGY 2021-22 2022-23 2023-24 2024-25 2025-26 Total Program Area Information Security IT Business Solutions IT Data/Network Operations Radio Communication Program Total 750,000 1,014,493 15,566,699 2,000,000 19,331,192 4,347,826 400,000 2,000,000 6,747,826 4,347,826 13,038,900 2,000,000 19,386,726 4,347,826 400,000 2,000,000 6,747,826 4,347,826 400,000 2,000,000 6,747,826 750,000 18,405,797 29,805,599 10,000,000 58,961,396 7,298,012 5,281,880 5,281,880 5,281,880 5,281,880 28,425,532 252,119 323,438 289,825 235,474 140,442 46,582 1,714,770 2,242,600 2,278,503 235,474 140,442 46,582 235,474 140,442 46,582 2,673,311 2,987,364 2,708,074 539,362 68,463 285,248 264,132 359,894 9,680,493 289,262 71,207 199,071 230,565 253,343 6,747,826 3,585,238 486,448 199,071 1,476,288 2,121,928 19,386,726 289,262 71,207 199,071 230,565 253,343 6,747,826 289,262 71,207 199,071 230,565 253,343 6,747,826 4,992,386 768,532 1,081,532 2,432,115 3,241,851 49,310,697 Other Bonds Total Bond Funds 9,650,699 9,650,699 - - - - 9,650,699 9,650,699 Program Total 19,331,192 6,747,826 19,386,726 6,747,826 6,747,826 58,961,396 Source of Funds Operating Funds General Funds General Fund Special Revenue Funds Arizona Highway User Revenue Development Services Transportation 2050 Enterprise Funds Aviation Convention Center Solid Waste Wastewater Water Total Operating Funds Bond Funds Nonprofit Corporation Bond Funds 449 Table of Contents-CIP Libraries The Libraries program totals $9.4 million and is funded by General and Impact Fee funds. The program includes branch library improvements and renovations to maintain current standards, and growth-driven infrastructure development pending future funding availability. Improvement and renovation projects are requested and prioritized under the annual General Fund Facilities Project Prioritization Process. New project requests originate from facility lifecycle replacement plans, facility assessments, engineering studies, testing results, citizen requests, regulatory compliance, and identification of asset deterioration by City facilities staff. Projects are reviewed by a committee of subject matter experts from various departments and are evaluated and prioritized on the basis of human safety, service continuity, damage avoidance, aesthetic deficiency mitigation, regulatory considerations and potential for increasing efficiency. Development Impact Fee-funded projects are identified in accordance with state statutes, ensuring capital funding for service levels in planning areas is consistent with service levels in developed areas of the City. Identified projects are incorporated in the City’s Infrastructure Financing Plan, which is reviewed by a citizens’ committee prior to public hearings and ultimate adoption by the City Council. 450 Table of Contents-CIP PROGRAM SUMMARY 2021-26 CAPITAL IMPROVEMENT PROGRAM LIBRARIES 2021-22 2022-23 2023-24 2024-25 2025-26 Total Program Area Branch Libraries Other Program Total 5,336,283 285,000 5,621,283 955,000 955,000 955,000 955,000 955,000 955,000 955,000 955,000 5,336,283 4,105,000 9,441,283 955,000 955,000 955,000 955,000 955,000 955,000 955,000 955,000 955,000 955,000 4,775,000 4,775,000 Impact Fees Total Other Capital Funds 4,666,283 4,666,283 - - - - 4,666,283 4,666,283 Program Total 5,621,283 955,000 955,000 955,000 955,000 9,441,283 Source of Funds Operating Funds General Funds Library Total Operating Funds Other Capital Funds Other Capital Funds 451 Table of Contents-CIP Neighborhood Services The Neighborhood Services program totals $14.1 million and is funded by Operating Grant funds. The Neighborhood Services program seeks to stabilize neighborhoods and improve infrastructure by acquiring properties for revitalization. By partnering with City departments, projects such as landscaping, sidewalks, lighting and other infrastructure improvements provide enhancements to City neighborhoods. The Neighborhood Services Department considers new CIP projects though the efforts of their Grants Compliance Team, which works closely with program staff, to identify potential CIP projects. Projects may also be proposed by the City Council or City management and evaluated based on availability of funding, eligibility of project area and scope which meets a HUD National Objective. Additionally, qualitative feedback is collected through community workshops, stakeholder consultations, and public requests, for projects such as: facility renovations, improvements to community centers, playgrounds, and other enhancements to community public infrastructure. Large projects, like acquisition of strategic or blighted properties, may be identified through other City programs and initiatives to expand the impact and/or better address the needs of the community such as providing affordable housing or creating Safe Routes to Schools. 452 Table of Contents-CIP PROGRAM SUMMARY 2021-26 CAPITAL IMPROVEMENT PROGRAM NEIGHBORHOOD SERVICES 2021-22 2022-23 2023-24 2024-25 2025-26 Total Program Area Economic Development Revitalization and Infrastructure Program Total 250,000 12,056,226 12,306,226 1,750,000 1,750,000 - - - 250,000 13,806,226 14,056,226 Grants Total Operating Funds 12,306,226 12,306,226 1,750,000 1,750,000 - - - 14,056,226 14,056,226 Program Total 12,306,226 1,750,000 - - - 14,056,226 Source of Funds Operating Funds Special Revenue Funds 453 Table of Contents-CIP Non-Departmental Capital The non-departmental capital program totals $515.4 million and is funded by Transportation 2050 Bond, Water Bond, Customer Facility Charge, Federal, State and Other Participation, and Passenger Facility Charge funds. The non-departmental capital program consists of existing and anticipated future capital debt service, including payments of principal, interest, issuance costs and related expenditures such as trustee fees for bonds issued. The capital debt program reflects debt service for capital projects funded in other capital improvement programs. 454 Table of Contents-CIP PROGRAM SUMMARY 2021-26 CAPITAL IMPROVEMENT PROGRAM NON-DEPARTMENTAL CAPITAL 2021-22 2022-23 2023-24 2024-25 2025-26 Total 103,117,628 103,117,628 102,324,601 102,324,601 102,821,666 102,821,666 103,329,202 103,329,202 103,827,753 103,827,753 515,420,850 515,420,850 800,000 498,000 1,298,000 - - - - 800,000 498,000 1,298,000 Customer Facility Charges Federal, State and Other Participation Passenger Facility Charges Total Other Capital Funds 20,558,177 24,498,450 56,763,001 101,819,628 20,564,600 24,999,400 56,760,601 102,324,601 20,562,415 25,498,550 56,760,701 102,821,666 20,566,451 25,998,700 56,764,051 103,329,202 20,563,627 26,497,375 56,766,751 103,827,753 102,815,270 127,492,475 283,815,105 514,122,850 Program Total 103,117,628 102,324,601 102,821,666 103,329,202 103,827,753 515,420,850 Program Area Debt Service - Capital Funds Program Total Source of Funds Bond Funds Nonprofit Corporation Bond Funds Transportation 2050 Bonds Water Bonds Total Bond Funds Other Capital Funds Other Capital Funds 455 Table of Contents-CIP Parks, Recreation & Mountain Preserves The Parks, Recreation and Mountain Preserves program totals $212.7 million and is funded by Parks and Preserves, Operating Grant, Sports Facilities, Capital Grant, Capital Reserve, and Development Impact Fee funds. The program includes land acquisition; improvement and rehabilitation of city parks, trails, sports fields and pools; installation and replacement of security and sports field lighting; parking lot improvements; construction of ADA accessible amenities; and other citywide park infrastructure improvements. The Parks and Recreation Department identifies new CIP projects through the use of the Parks Land Asset Inventory (PLAI) database. Staff submit project PLAI request forms for the replacement or addition of equipment and structures. Staff review the PLAI database throughout the year; monitor park needs; score amenities based on categories including condition, location and safety, while accounting for emergency needs; and rate and rank each park site based on scores. New park projects and preserve land acquisitions are identified as population growth creates the need for parks expansion. Development Impact Fee-funded projects are identified in accordance with state statutes, ensuring capital funding for service levels in planning areas is consistent with service levels in developed areas of the City. Identified projects are incorporated in the City’s Infrastructure Financing Plan, which is reviewed by a citizens’ committee prior to public hearings and ultimate adoption by the City Council. Major projects include: New park at 55th Avenue and Samantha Way New park at 87th Avenue and Lower Buckeye Road New park at 71st Avenue and Meadows Loop Road Design of future Lone Mountain park at 56th Street and Montgomery Road Perry Park renovation Surrey Park renovation North Mountain Park improvements Citywide building repairs Aquatic infrastructure renovation 456 Table of Contents-CIP PROGRAM SUMMARY 2021-26 CAPITAL IMPROVEMENT PROGRAM PARKS, RECREATION & MOUNTAIN PRESERVES 2021-22 2022-23 2023-24 2024-25 2025-26 Total 836,893 40,694,018 6,934,100 9,918,832 23,950,000 1,468,049 83,801,892 2,000,000 24,850,000 6,900,000 3,500,000 1,500,000 700,000 39,450,000 16,870,000 4,900,000 6,700,000 1,500,000 700,000 30,670,000 15,900,000 4,900,000 6,700,000 1,500,000 700,000 29,700,000 19,575,000 5,100,000 2,000,000 1,700,000 700,000 29,075,000 2,836,893 117,889,018 28,734,100 28,818,832 30,150,000 4,268,049 212,696,892 87,519 66,038,499 2,000,000 68,126,018 30,155,000 2,000,000 32,155,000 30,670,000 30,670,000 29,700,000 29,700,000 29,075,000 29,075,000 87,519 185,638,499 4,000,000 189,726,018 Capital Grants Capital Reserves Impact Fees Total Other Capital Funds 170,000 2,000,000 13,505,874 15,675,874 7,295,000 7,295,000 - - - 170,000 2,000,000 20,800,874 22,970,874 Program Total 83,801,892 39,450,000 30,670,000 29,700,000 29,075,000 212,696,892 Program Area Community Centers Parks Development Parks Specialty Areas Preserve Development Preserve Land Acquisition Trails Program Total Source of Funds Operating Funds Special Revenue Funds Grants Parks and Preserves Sports Facilities Total Operating Funds Other Capital Funds Other Capital Funds 457 Table of Contents-CIP Phoenix Convention Center The $32.0 million Phoenix Convention Center program is funded by General and Convention Center funds. In addition to the Convention Center, this program includes projects and improvements for the Herberger Theater Center and Orpheum Theatre, Symphony Hall, and the Heritage and Convention Center parking garages. The Phoenix Convention Center has a multi-discipline CIP committee comprised of members of the department including management, facility and capital project managers, fiscal, as well as subject matter experts. The committee meets monthly to identify and discuss potential CIP projects. CIP projects are initially submitted, and subsequently modified, through a project request form. The projects are then reviewed and ranked by staff for inclusion to a perpetual 10-year CIP forecast that is constantly evaluated and updated. Project considerations include life safety, revenue generation, facility enhancement, and business and customer impact. Major projects include: Roof repairs for the South Building Installation of HVAC and light control systems at the North and West buildings Replacement of dimmer racks at Orpheum Theatre and Herberger Theater Expansion joint replacement at the East Garage Elevator refurbishment at Symphony Hall Veneer replacement at the North Building 458 Table of Contents-CIP PROGRAM SUMMARY 2021-26 CAPITAL IMPROVEMENT PROGRAM PHOENIX CONVENTION CENTER 2021-22 2022-23 2023-24 2024-25 2025-26 Total Program Area Parking Facilities Phoenix Convention Center Theaters Program Total 2,131,000 12,903,635 603,500 15,638,135 725,500 2,708,500 1,596,500 5,030,500 850,000 2,914,000 3,764,000 2,238,500 1,507,000 2,088,000 5,833,500 888,000 75,000 790,000 1,753,000 5,983,000 18,044,135 7,992,000 32,019,135 General Fund Enterprise Funds 226,500 3,500 - 106,500 - 336,500 Convention Center Total Operating Funds 15,411,635 15,638,135 5,027,000 5,030,500 3,764,000 3,764,000 5,727,000 5,833,500 1,753,000 1,753,000 31,682,635 32,019,135 Program Total 15,638,135 5,030,500 3,764,000 5,833,500 1,753,000 32,019,135 Source of Funds Operating Funds General Funds 459 Table of Contents-CIP Police Protection The $52.4 million Police Protection program is funded by General Obligation Bond, Capital Reserve and Impact Fee funds. The program consists of purchasing replacement aerial fleet assets and future infrastructure in growth areas. Development Impact Fee-funded projects are identified in accordance with state statutes, ensuring capital funding for service levels in planning areas is consistent with service levels in developed areas of the City. Identified projects are incorporated in the City’s Infrastructure Financing Plan, which is reviewed by a citizens’ committee prior to public hearings and ultimate adoption by the City Council. 460 Table of Contents-CIP PROGRAM SUMMARY 2021-26 CAPITAL IMPROVEMENT PROGRAM POLICE PROTECTION 2021-22 2022-23 2023-24 2024-25 2025-26 Total Program Area Other Police Projects Police Air Fleet Program Total 8,912,000 15,500,000 24,412,000 7,000,000 7,000,000 7,000,000 7,000,000 7,000,000 7,000,000 7,000,000 7,000,000 8,912,000 43,500,000 52,412,000 3,500,000 3,500,000 - - - - 3,500,000 3,500,000 Capital Reserves Impact Fees Total Other Capital Funds 12,000,000 8,912,000 20,912,000 7,000,000 7,000,000 7,000,000 7,000,000 7,000,000 7,000,000 7,000,000 7,000,000 40,000,000 8,912,000 48,912,000 Program Total 24,412,000 7,000,000 7,000,000 7,000,000 7,000,000 52,412,000 Source of Funds Bond Funds General Obligation Bond Funds 2006 General Obligation Bonds Total Bond Funds Other Capital Funds Other Capital Funds 461 Table of Contents-CIP Public Art Program The Public Art Program totals $12.5 million and is funded by Percent-for-Art funds. The Phoenix Office of Arts and Culture Public Art Program was established through the City’s Percent-for-Art ordinance in 1986 to enhance the form and function of public infrastructure, buildings and spaces. One percent of eligible capital funds are set aside to enhance the design of public building, infrastructure and spaces. The Office of Arts and Culture identifies the most efficient and beneficial opportunities to integrate public art projects into the City’s capital investments, following priorities of the Phoenix Public Art Master Plan and the City's overall five-year CIP. Staff use GIS mapping to identify where multiple City efforts and fund sources can be combined to meet public needs. The Public Art Program works closely with all capital departments, City Council offices and the Phoenix Arts and Culture Commission to determine and approve projects to be included in the annual Public Art Plan. 462 Table of Contents-CIP PROGRAM SUMMARY 2021-26 CAPITAL IMPROVEMENT PROGRAM PUBLIC ART PROGRAM 2021-22 2022-23 2023-24 2024-25 2025-26 Total Program Area Aviation Percent-for-Art Parks & Preserves Percent-for-Art Public Transit Percent-for-Art Solid Waste Percent-for-Art Street Transportation Percent-for-Art Wastewater Percent-for-Art Water Percent-for-Art Program Total 2,393,676 232,000 391,332 114,187 1,040,784 167,055 1,700,031 6,039,065 35,663 40,877 80,182 185,000 1,754,605 1,764,397 3,860,724 55,588 60,000 100,000 50,000 1,295,000 1,560,588 60,000 60,000 202,768 220,000 542,768 60,000 50,000 52,768 320,000 482,768 2,393,676 443,251 432,209 364,369 1,325,784 2,227,196 5,299,428 12,485,913 617,385 39,709 173,780 8,000 493,522 150,000 125,877 100,000 20,588 - 25,000 - 25,000 - 867,385 39,709 244,368 8,000 619,399 6,414 245,000 1,583,810 30,182 254,605 253,557 814,221 35,000 155,588 35,000 60,000 35,000 60,000 6,414 30,182 254,605 603,557 2,673,619 2,384,789 149,834 284,197 1,633,962 4,452,782 50,000 2,319,247 677,256 3,046,503 60,000 50,000 1,295,000 1,405,000 60,000 202,768 220,000 482,768 50,000 52,768 320,000 422,768 2,384,789 369,834 2,908,980 4,146,218 9,809,821 2,473 2,473 - - - - 2,473 2,473 6,039,065 3,860,724 1,560,588 542,768 482,768 12,485,913 Source of Funds Operating Funds Special Revenue Funds Arizona Highway User Revenue Capital Construction Parks and Preserves Sports Facilities Transportation 2050 Enterprise Funds Aviation Solid Waste Wastewater Water Total Operating Funds Bond Funds Nonprofit Corporation Bond Funds Aviation Bonds Solid Waste Bonds Wastewater Bonds Water Bonds Total Bond Funds Other Capital Funds Other Capital Funds Passenger Facility Charges Total Other Capital Funds Program Total 463 Table of Contents-CIP Public Transit The Public Transit program totals $1,241.7 million and is funded by Operating Grant, Other Restricted, Regional Transit, Transportation 2050, Transportation 2050 Bond and Capital Grant funds. Public Transit staff and management identify project needs by utilizing several planning documents – the Transportation 2050 Plan, the fleet replacement plan, the Maricopa Association of Governments Transportation Improvement Program, and the Transit Life Cycle Program element of the Regional Transportation Plan. Additionally, public assets are considered for potential refurbishment, upgrade, or replacement. Staff from each division submit project requests to Public Transit management for review, prioritization, and funding consideration. Major projects in the Public Transit program include: Implementation of Transportation 2050 Bus Rapid Transit program Land acquisition and support services for Northwest Extension Phase II Light Rail extension Land acquisition, design and construction of the Capitol and I-10 West Phase I Light Rail extension Land acquisition and support services for South Central Light Rail construction Implementation of technology enhancements Purchase of new and replacement buses, Dial-A-Ride vehicles and commuter vans 464 Table of Contents-CIP PROGRAM SUMMARY 2021-26 CAPITAL IMPROVEMENT PROGRAM PUBLIC TRANSIT 2021-22 2022-23 2023-24 2024-25 2025-26 Total 46,712,943 6,004,282 2,007,153 2,032,000 106,149,349 150,936,427 11,812,290 14,182,195 39,712,074 24,468,536 3,901,585 407,918,834 46,871,000 18,250,000 82,356,202 7,163,681 19,277,444 2,723,765 5,875,000 1,070,000 2,200,000 1,182,000 186,969,092 47,464,280 79,750,000 152,177,109 5,305,836 11,696,286 2,758,507 3,830,000 2,670,000 1,850,000 1,182,000 308,684,018 59,975,358 123,750,000 11,641,779 2,287,415 6,956,370 2,693,777 3,830,000 8,300,000 1,850,000 1,182,000 222,466,699 38,995,000 240,018,581 61,500,000 289,254,282 3,327,825 251,510,068 2,032,000 120,906,281 30,000 188,896,527 2,439,916 22,428,255 3,830,000 31,547,195 2,520,000 54,272,074 1,850,000 32,218,536 1,182,000 8,629,585 115,674,741 1,241,713,384 78,800,578 666,209 13,960,996 243,912,371 337,340,154 43,991,081 50,000 4,389,250 29,741,434 78,171,765 44,495,644 50,000 3,989,250 90,969,893 139,504,787 67,402,830 50,000 13,774,250 120,354,055 201,581,135 46,441,181 5,774,250 60,101,485 112,316,916 281,131,314 816,209 41,887,996 545,079,238 868,914,757 1,360,180 1,360,180 108,797,327 108,797,327 27,244,231 27,244,231 20,885,564 20,885,564 3,357,825 3,357,825 161,645,127 161,645,127 Capital Grants Total Other Capital Funds 69,218,500 69,218,500 - 141,935,000 141,935,000 - - 211,153,500 211,153,500 Program Total 407,918,834 186,969,092 308,684,018 222,466,699 Program Area Bus and Vehicle Acquisition Bus Rapid Transit Light Rail - Capitol / I-10 Extension Light Rail - Central Phoenix East Valley Light Rail - Northwest Extension Ph II Light Rail - South Phoenix Extension Other Transit Projects Passenger Facilities Technology and Communications Transit Facilities Transit Planning Program Total Source of Funds Operating Funds Special Revenue Funds Grants Other Restricted Regional Transit Transportation 2050 Total Operating Funds Bond Funds Nonprofit Corporation Bond Funds Transportation 2050 Bonds Total Bond Funds Other Capital Funds Other Capital Funds 465 115,674,741 1,241,713,384 Table of Contents-CIP Regional Wireless Cooperative The Regional Wireless Cooperative (RWC) program totals $30.0 million and is funded through the contributions of RWC member cities. The City of Phoenix’s contribution is funded through excise taxsupported city improvement debt. The RWC program’s objective is to develop and assist subscriber cities with an FCC mandate requiring 700 MHz infrastructure upgrades for narrow-banding capabilities. The RWC identifies capital improvement projects via a governance and policy process. Projects and inventory are tracked, prioritized, and scheduled by the Administrative Manager, the City’s Information Technology Services Department, which presents the projects’ explanations and expected budgetary needs to the RWC. The member-specific costs are then drafted based on percentage of network use or special assessments and presented to the RWC Board of Directors for action. A CIP Working Group may also be asked to consider and draft large-scale CIP projects as needed. 466 Table of Contents-CIP PROGRAM SUMMARY 2021-26 CAPITAL IMPROVEMENT PROGRAM REGIONAL WIRELESS COOPERATIVE 2021-22 2022-23 2023-24 2024-25 2025-26 Total Program Area Regional Wireless Cooperative Connect TDMA Conversion Program Total 6,000,000 1,000 6,001,000 6,000,000 1,000 6,001,000 6,000,000 1,000 6,001,000 6,000,000 1,000 6,001,000 6,000,000 1,000 6,001,000 30,000,000 5,000 30,005,000 Other Cities' Share in Joint Ventures Total Other Capital Funds 6,001,000 6,001,000 6,001,000 6,001,000 6,001,000 6,001,000 6,001,000 6,001,000 6,001,000 6,001,000 30,005,000 30,005,000 Program Total 6,001,000 6,001,000 6,001,000 6,001,000 6,001,000 30,005,000 Source of Funds Other Capital Funds Other Capital Funds 467 Table of Contents-CIP Solid Waste Disposal The $75.0 million Solid Waste Disposal program is funded by Solid Waste, Solid Waste Bond, Capital Reserve and Solid Waste Remediation funds. The Solid Waste Disposal program includes various projects at the City’s landfills and transfer stations. New projects for the Solid Waste Disposal CIP are evaluated and prioritized using the annual Project Charter process. Staff submit a Program/Project Charter form to provide information about the new program or project request. The form describes project scope and identifies the essential needs criteria for the successful operation of the utility. A committee made up of the Public Works Director and Assistant Directors review the requests. The committee evaluates and prioritizes the projects in the following areas: customer service, system benefits and efficiency, project benefits and impact, system reliability, operational flexibility, system security, system replacement and rehabilitation, regulatory compliance, and system growth. In addition to staff reviews, a Citizens Solid Waste Rate Advisory Committee performs an advisory role in reviewing the Solid Waste Utility Financial Plan and advising on the operating and capital program expenses and projects. Major projects include: Open and closed landfill gas system maintenance and monitoring SR85 Landfill cell development, including excavation, lining, critical systems, and capping of completed cells Major maintenance, repair, and equipment replacement to support transfer stations operations Material Recovery Facility (MRF) equipment replacement 468 Table of Contents-CIP PROGRAM SUMMARY 2021-26 CAPITAL IMPROVEMENT PROGRAM SOLID WASTE DISPOSAL 2021-22 2022-23 2023-24 2024-25 2025-26 Total 1,464,880 477,849 492,952 861,860 2,500,000 2,478,862 22,677,980 30,954,383 372,000 378,000 678,000 11,187,000 11,469,440 24,084,440 357,000 383,000 690,000 9,802,000 100,000 11,332,000 361,000 389,000 702,000 1,017,000 1,100,000 3,569,000 366,000 395,000 814,000 1,232,000 2,200,000 5,007,000 2,920,880 2,022,849 492,952 3,745,860 2,500,000 25,716,862 37,547,420 74,946,823 9,343,623 9,343,623 9,712,440 9,712,440 6,675,000 6,675,000 3,208,000 3,208,000 4,641,000 4,641,000 33,580,063 33,580,063 18,995,000 18,995,000 11,000,000 11,000,000 - - - 29,995,000 29,995,000 Capital Reserves Solid Waste Remediation Total Other Capital Funds 1,150,880 1,464,880 2,615,760 3,000,000 372,000 3,372,000 4,300,000 357,000 4,657,000 361,000 361,000 366,000 366,000 8,450,880 2,920,880 11,371,760 Program Total 30,954,383 24,084,440 11,332,000 3,569,000 5,007,000 74,946,823 Program Area Closed Landfill - 19th Avenue Closed Landfill - 27th Avenue Closed Landfill - Del Rio Closed Landfill - Skunk Creek Other SR 85 Landfill Transfer Stations Program Total Source of Funds Operating Funds Enterprise Funds Solid Waste Total Operating Funds Bond Funds Nonprofit Corporation Bond Funds Solid Waste Bonds Total Bond Funds Other Capital Funds Other Capital Funds 469 Table of Contents-CIP Street Transportation & Drainage The Street Transportation and Drainage program totals $860.4 million and is funded by Arizona Highway User Revenue, Capital Construction, Transportation 2050, General Obligation Bond, Transportation 2050 Bond, Impact Fee, and partner agency contribution funds. The program includes ongoing major maintenance of streets and bridges, new and expanded streets, mobility improvements, pedestrian traffic safety improvements, technology enhancements and storm water improvements, and prioritizes an accelerated citywide pavement maintenance program. The Street Transportation Department maintains an ongoing annual project identification and prioritization process. The process begins with the collection of “Call for Projects” forms submitted by staff. These forms require various quantitative data on the projects such as: relative traffic volume, speeds, collision history, existing pre-design efforts or studies, and ADA requirements. The requests are gathered and evaluated. Immediate funding needs for existing funded projects and programs, and local funding matches required to leverage outside funding, are prioritized. Prioritization of new project and program proposals considers immediate life safety needs; the existence of completed pre-design studies with economical, feasible and publicly supported recommendations; and equity in project distribution. Project prioritization outcomes are presented to department management for review. Development Impact Fee-funded projects are identified in accordance with state statutes, ensuring capital funding for service levels in planning areas is consistent with service levels in developed areas of the City. Identified projects are incorporated in the City’s Infrastructure Financing Plan, which is reviewed by a citizens’ committee prior to public hearings and ultimate adoption by the City Council. Major projects planned include improvements to the following locations: Lower Buckeye Road: 27th Avenue to 19th Avenue Pinnacle Peak Road: 45th Avenue to 35th Avenue Pinnacle Peak Road: Central Avenue to 7th Street 13th Street: Van Buren Street to Moreland Street 3rd Street Promenade: McDowell Road to Indian School Road 35th Avenue: I-10 Freeway to Camelback Road Western Canal Multi-Use Path: 4th Avenue to 24th Street 51st Avenue to 43rd Avenue and Carefree Highway to SR 303 470 Table of Contents-CIP PROGRAM SUMMARY 2021-26 CAPITAL IMPROVEMENT PROGRAM STREET TRANSPORTATION & DRAINAGE 2021-22 2022-23 2023-24 2024-25 2025-26 Total 20,876,550 142,615,480 4,426,000 85,566,921 24,097,235 2,134,000 12,460,500 40,609,501 332,786,187 5,384,000 35,351,103 4,341,000 54,144,635 5,945,360 150,000 6,120,494 33,509,644 144,946,236 5,384,000 34,260,600 4,341,000 58,146,000 5,747,601 3,629,000 5,632,000 7,913,000 125,053,201 5,384,000 44,329,600 4,341,000 50,758,000 2,386,327 150,000 5,632,000 7,993,000 120,973,927 5,384,000 51,742,000 3,766,000 59,906,000 2,145,000 150,000 5,632,000 7,883,000 136,608,000 42,412,550 308,298,783 21,215,000 308,521,556 40,321,523 6,213,000 35,476,994 97,908,145 860,367,551 84,597,186 20,339,893 64,028,549 168,965,628 61,042,272 9,086,000 30,452,360 100,580,632 65,579,600 8,226,000 27,914,601 101,720,201 65,163,600 8,226,000 26,380,005 99,769,605 77,063,000 8,226,000 32,000,000 117,289,000 353,445,658 54,103,893 180,775,515 588,325,066 270,000 - - - - 270,000 37,738,137 38,008,137 - - - - 37,738,137 38,008,137 Federal, State and Other Participation Impact Fees Total Other Capital Funds 94,262,070 31,550,352 125,812,422 44,365,604 44,365,604 23,333,000 23,333,000 19,454,000 1,750,322 21,204,322 19,319,000 19,319,000 200,733,674 33,300,674 234,034,348 Program Total 332,786,187 144,946,236 125,053,201 120,973,927 136,608,000 860,367,551 Program Area Flood Hazard Mitigation Major Streets & Bridges Other Traffic Improvements Pavement Maintenance and Sidewalks Pedestrian and Bikeway Improvements Street Lighting Street Modernization & Other Projects Traffic Signal Improvements Program Total Source of Funds Operating Funds Special Revenue Funds Arizona Highway User Revenue Capital Construction Transportation 2050 Total Operating Funds Bond Funds General Obligation Bond Funds 2006 General Obligation Bonds Nonprofit Corporation Bond Funds Transportation 2050 Bonds Total Bond Funds Other Capital Funds Other Capital Funds 471 Table of Contents-CIP Wastewater The Wastewater program totals $1,626.8 million and is funded by Wastewater, Wastewater Bond, Impact Fee and Other Cities’ Share in Joint Venture funds. The Wastewater program includes infrastructure, safety, maintenance, technology and efficiency enhancements for the 91st Avenue and 23rd Avenue wastewater treatment plants, Cave Creek Water Reclamation Plant, multi-city and Phoenix sewer line systems, lift stations, support facilities and other related initiatives. The need for a new water or wastewater CIP project is identified by various means such as: an identifiable operational issue, the result of a study, a condition assessment, age of equipment or infrastructure, new technology, growth, increased number of pipe breaks, developer requests, City Council requests, and neighborhood requests. Once it has been determined a project has merit, staff submit a project request form and the proposed project is included in the department’s annual Project Charter Process. The department’s Deputy Directors of Water and Wastewater Engineering then determine optimal timing, the approach for lowest cost, and coordinate with the affected operational division. All current and new CIP projects are presented to department executive staff and prioritized based on factors including risk of failure, criticality, timing and funding availability. Staff recommendations are reviewed by the Water and Wastewater rates and advisory citizens’ committee, and then by the City Council’s Transportation, Infrastructure and Innovation Subcommittee. Development Impact Fee-funded projects are identified in accordance with state statutes, ensuring capital funding for service levels in planning areas is consistent with service levels in developed areas of the City. Identified projects are incorporated in the City’s Infrastructure Financing Plan, which is reviewed by a citizens’ committee prior to public hearings and ultimate adoption by the City Council. Significant projects in the proposed capital improvement plan include: Land acquisition, design and construction for the SROG Interceptor Rehabilitation of 91st Avenue Wastewater Treatment Plant Cave Creek Water Reclamation Plant equipment and systems rehabilitation 472 Table of Contents-CIP PROGRAM SUMMARY 2021-26 CAPITAL IMPROVEMENT PROGRAM WASTEWATER 2021-22 2022-23 2023-24 2024-25 2025-26 Total 24,040,859 56,842,996 5,047,744 2,600,000 1,200,000 33,796,754 3,728,556 254,605 118,842,991 485,000 1,800,000 248,639,505 11,512,000 42,335,000 5,000 12,900,000 51,279,500 200,000 53,240,000 18,410,000 278,328,616 4,010,000 472,220,116 11,930,000 53,997,000 5,000 6,028,000 5,249,500 250,000 15,826,000 64,130,000 74,623,619 650,000 232,689,119 11,895,000 57,590,800 5,000 6,835,200 6,749,500 220,715,000 19,725,000 14,190,000 85,633,617 550,000 423,889,117 12,365,000 71,742,859 62,792,000 273,557,796 5,000 20,000 10,904,000 41,714,944 3,329,500 69,208,000 13,100,000 235,465,000 13,320,000 135,907,754 19,140,000 119,598,556 160,000 160,000 254,605 86,231,457 643,660,300 485,000 28,050,000 35,060,000 249,396,957 1,626,834,814 69,595,302 69,595,302 80,781,025 80,781,025 56,561,026 56,561,026 70,205,026 70,205,026 85,737,381 85,737,381 111,732,224 111,732,224 367,844,566 367,844,566 121,933,510 121,933,510 329,284,252 329,284,252 126,602,400 1,057,396,952 126,602,400 1,057,396,952 Impact Fees Other Cities' Share in Joint Ventures Total Other Capital Funds 40,096,823 27,215,156 67,311,979 23,594,525 23,594,525 54,194,583 54,194,583 24,399,839 24,399,839 37,057,176 37,057,176 Program Total 248,639,505 472,220,116 232,689,119 423,889,117 249,396,957 1,626,834,814 Program Area 23rd Avenue Wastewater Treatment Plant 91st Avenue Wastewater Treatment Plant 91st Avenue Wastewater Treatment Studies Automation Buildings Cave Creek Reclamation Plant Lift Stations Multi-City Sewer Lines North Gateway Reclamation Plant Percent for Art Wastewater Phoenix Sewers Power Redundancy Program Tres Rios Program Total Source of Funds Operating Funds Enterprise Funds Wastewater Total Operating Funds 362,879,760 362,879,760 Bond Funds Nonprofit Corporation Bond Funds Wastewater Bonds Total Bond Funds Other Capital Funds Other Capital Funds 473 40,096,823 166,461,279 206,558,102 Table of Contents-CIP Water The Water program totals $1,739.1 million and is funded by Water, Wastewater, Solid Waste, Water Bond, Impact Fee and Other Cities’ Share in Joint Venture funds. The Water program includes infrastructure improvements, technology and efficiency enhancements for 24th Street, Deer Valley, Union Hills and Val Vista water treatment plants, water storage facilities, wells, pressure reducing valve stations, booster pump stations, water and transmission mains, support facilities and other water related initiatives. Investments in power redundancy and water resiliency programs ensure stable water delivery for customers. The need for a new water or wastewater CIP project is identified by various means such as: an identifiable operational issue, the result of a study, a condition assessment, age of equipment or infrastructure, new technology, growth, increased number of pipe breaks, developer requests, City Council requests, and neighborhood requests. Once it has been determined a project has merit, staff submit a project request form and the proposed project is included in the department’s annual Project Charter Process. The department’s Deputy Directors of Water and Wastewater Engineering then determine optimal timing, the approach for lowest cost, and coordinate with the affected operational division. All current and new CIP projects are presented to department executive staff and prioritized based on factors including risk of failure, criticality, timing and funding availability. Staff recommendations are reviewed by the Water and Wastewater rates and advisory citizens’ committee, and then by the City Council’s Transportation, Infrastructure and Innovation Subcommittee. Development Impact Fee-funded projects are identified in accordance with state statutes, ensuring capital funding for service levels in planning areas is consistent with service levels in developed areas of the City. Identified projects are incorporated in the City’s Infrastructure Financing Plan, which is reviewed by a citizens’ committee prior to public hearings and ultimate adoption by the City Council. 474 Table of Contents-CIP PROGRAM SUMMARY 2021-26 CAPITAL IMPROVEMENT PROGRAM WATER 2021-22 2022-23 2023-24 2024-25 2025-26 Total 20,015,000 24,060,862 22,449,856 4,800,000 39,180,000 5,605,573 1,726,000 20,612,211 16,090,075 280,000 20,985,000 3,320,000 8,074,571 212,268,754 2,000,000 1,380,000 402,847,902 20,080,000 11,396,302 30,701,375 5,087,500 24,730,000 15,390,000 16,445,726 280,000 19,165,000 32,455,000 11,354,131 203,251,358 5,000,000 24,680,000 420,016,392 35,975,000 6,648,302 48,273,665 4,361,000 7,565,000 2,282,080 9,884,650 16,982,650 280,000 16,645,000 4,290,000 3,417,131 91,213,917 4,500,000 1,310,000 253,628,395 3,935,000 7,253,102 444,550 3,111,000 2,855,000 10,995,000 17,520,721 280,000 6,020,000 8,605,000 5,167,331 66,616,014 3,000,000 1,065,000 136,867,718 10,355,000 90,360,000 19,832,302 69,190,870 15,800,000 117,669,446 6,111,000 23,470,500 38,065,000 112,395,000 5,605,573 23,496,940 25,779,020 5,880,000 7,606,000 14,355,000 71,236,861 17,818,909 84,858,081 280,000 1,400,000 9,525,000 72,340,000 32,820,000 81,490,000 74,763,131 102,776,295 231,492,174 804,842,217 24,000,000 38,500,000 1,165,000 29,600,000 525,759,456 1,739,119,863 1,550,000 1,650,000 124,540,046 127,740,046 1,550,000 1,650,000 159,732,728 162,932,728 63,586,289 63,586,289 56,276,110 56,276,110 78,565,136 78,565,136 217,516,513 217,516,513 253,614,754 253,614,754 189,736,407 189,736,407 79,226,261 79,226,261 417,700,933 1,157,794,868 417,700,933 1,157,794,868 Impact Fees Other Cities' Share in Joint Ventures Total Other Capital Funds 56,086,000 1,505,343 57,591,343 3,468,910 3,468,910 305,699 305,699 1,365,347 1,365,347 29,493,387 29,493,387 Program Total 402,847,902 420,016,392 253,628,395 136,867,718 Program Area 24th Street Water Treatment Plant Automation Boosters Buildings Deer Valley Water Treatment Plant Percent for Art Water Power Redundancy Program Pressure Reducing Valve Stations Production Resiliancy Security Storage Union Hills Water Treatment Plant Val Vista Water Treatment Plant Water Mains Water Quality Studies Wells Program Total Source of Funds Operating Funds Enterprise Funds Solid Waste Wastewater Water Total Operating Funds 3,100,000 3,300,000 482,700,309 489,100,309 Bond Funds Nonprofit Corporation Bond Funds Water Bonds Total Bond Funds Other Capital Funds Other Capital Funds 475 56,086,000 36,138,686 92,224,686 525,759,456 1,739,119,863 Table of Contents-CIP Table of Contents Part III Schedules and Ordinances Summary Schedules Fund Statement Schedules Official State Budget Forms Ordinances Table of Contents PART III TABLE OF CONTENTS SCHEDULES AND ORDINANCES Page SUMMARY SCHEDULES Schedule 1 Schedule 2 Schedule 3 Schedule 4 Schedule 5 Schedule 6 Schedule 7 Schedule 8 - Resources and Expenditures by Fund..................................................482 - Operating Fund Revenues by Major Source ........................................485 - Tax Levy and Tax Rate Information......................................................490 - Primary Assessed Value Information....................................................491 - Operating Expenditures by Department and Source of Funds .............492 - Operating Expenditures by Department ...............................................496 - Operating Expenditures by Department and Fund Source Category ..497 - Operating Expenditures by Department and Character of Expenditure......................................................................498 Schedule 9 - Positions by Department ......................................................................499 Schedule 10 - Capital Improvement Program Financed by Operating Funds..............500 Schedule 11 - Debt Service Expenditures by Program, Source of Funds and Type of Expenditure.............................................501 Schedule 12 - State Expenditure Limitation..................................................................503 FUND STATEMENT SCHEDULES General Funds Schedule 13 - General Fund .......................................................................................506 Schedule 14 - Library ..................................................................................................509 Schedule 15 - Parks ....................................................................................................510 Schedule 16 - Cable Television ...................................................................................511 Schedule 17 - Excise Tax ............................................................................................512 Special Revenue Funds Schedule 18 - Arizona Highway User Revenue … ......................................................513 Schedule 19 - Capital Construction .............................................................................514 Schedule 20 - City Improvement .................................................................................515 Schedule 21 - Community Reinvestment ....................................................................517 Schedule 22 - Court Awards ........................................................................................518 Schedule 23 - Development Services..........................................................................519 478 Table of Contents Page Schedule 24 - Golf .......................................................................................................520 Schedule 25 - Neighborhood Protection – Block Watch ..............................................521 Schedule 26 - Neighborhood Protection – Fire ............................................................522 Schedule 27 - Neighborhood Protection – Police ........................................................523 Schedule 28 - Parks and Preserves ............................................................................524 Schedule 29 - Public Safety Enhancement – Fire .......................................................525 Schedule 30 - Public Safety Enhancement – Police ....................................................526 Schedule 31 - Public Safety Expansion – Fire .............................................................527 Schedule 32 - Public Safety Expansion – Police .........................................................528 Schedule 33 - Regional Transit ..................................................................................529 Schedule 34 - Regional Wireless Cooperative ...........................................................530 Schedule 35 - Secondary Property Tax .......................................................................531 Schedule 36 - Sports Facility .......................................................................................532 Schedule 37 - Transportation 2050 .............................................................................533 Schedule 38 - Other Restricted ...................................................................................534 Schedule 39 - Grants...................................................................................................536 Enterprise Funds Schedule 40 - Aviation.................................................................................................538 Schedule 41 - Convention Center................................................................................540 Schedule 42 - Solid Waste ..........................................................................................541 Schedule 43 - Wastewater ..........................................................................................542 Schedule 44 - Water ....................................................................................................543 479 Table of Contents Page OFFICIAL STATE BUDGET FORMS Schedule A - Summary Schedule of Estimated Revenues and Expenditures/Expenses ........................................................................546 Schedule B - Tax Levy and Rate Information ............................................................547 Schedule C - Revenues other than Property Taxes ...................................................548 Schedule D - Other Financing Sources/Uses and Interfund Transfers.......................551 Schedule E - Expenditures/Expenses by Fund ..........................................................552 Schedule F - Expenditures/Expenses by Department ...............................................557 Schedule G - Full-Time Employees and Personnel Compensation ............................561 ORDINANCES Adopting Final Estimates of Proposed Expenditures ..................................................565 Adopting Final Capital Funds Budget ..........................................................................575 Adopting Final Reappropriation Budget.......................................................................581 Adopting Primary and Secondary Property Tax Levies ...............................................591 480 Table of Contents-Part III Summary Schedules Table of Contents-Part III 2019-20 SCHEDULE 1 RESOURCES AND EXPENDITURES BY FUND ACTUAL (In Thousands of Dollars) Beginning Fund Balance Revenue 1/ Resources Recovery and Interfund Interfund Proceeds Transfers-In Transfers-Out Expenditures Total Operating Capital Debt Service Ending Fund Balance Total General Funds General Fund 133,580 351,218 5,443 937,469 (109,274) 1,318,436 1,135,541 13,776 - 1,149,317 169,119 Library - 39,624 1,424 - (2,659) 38,389 37,758 631 - 38,389 - Parks - 15,732 396 76,627 - 92,755 92,755 - - 92,755 - Cable Television - 10,369 1 - (8,000) 2,370 2,370 - - 2,370 - 133,580 416,943 7,264 1,014,096 (119,933) 1,451,950 1,268,424 14,407 - 1,282,831 169,119 - 1,393,827 - - (1,393,827) - - - - - - Arizona Highway User Revenue 41,347 138,553 11,814 28,000 (31,893) 187,820 75,913 67,422 - 143,336 44,484 Capital Construction 15,992 565 236 8,548 - 25,341 153 4,482 - 4,635 20,705 - 19 - 124,980 (1,027) 123,972 - - 123,972 123,972 - 13,274 10,841 1 - (2,065) 22,051 1,104 5,774 - 6,878 15,173 (300) 4,873 103 - - 4,676 5,734 - - 5,734 (1,058) 2/ 70,367 70,424 21 - (4,322) 136,490 60,353 17,416 - 77,768 58,722 Golf 796 6,958 7 - - 7,761 5,630 95 - 5,725 2,036 Neighborhood Protection - Block Watch 4,857 287 - 1,812 (5) 6,950 1,519 - - 1,519 5,431 Neighborhood Protection - Fire 4,636 676 - 9,058 (27) 14,343 9,683 - - 9,683 4,659 Neighborhood Protection - Police 15,459 1,657 - 25,363 (472) 42,008 29,563 - - 29,563 12,445 Parks and Preserves 63,604 3,394 187 38,331 (108) 105,407 5,638 33,677 - 39,315 66,092 Public Safety Enhancement - Fire 10,998 752 - 9,112 - 20,861 9,559 - - 9,559 11,303 Public Safety Enhancement - Police 13,078 866 - 14,866 (356) 28,454 18,191 - - 18,191 10,263 Public Safety Expansion - Fire 6,102 941 - 14,493 (166) 21,370 13,306 - - 13,306 8,064 Public Safety Expansion - Police 30,255 4,690 - 57,971 (926) 91,991 67,186 - - 67,186 24,806 Regional Transit (7,529) 43,148 128 - - 35,748 34,263 6,964 - 41,228 (5,480) 3/ Regional Wireless Cooperative 1,823 4,602 9 188 (188) 6,434 4,636 - - 4,636 1,798 Secondary Property Tax 100 111,103 - 5,107 - 116,310 - - 116,210 116,210 100 Sports Facilities 52,882 5,379 9 18,476 (6,238) 70,509 2,788 6,941 - 9,729 60,780 Transit 2000 4/ (699) 18 447 713 (478) - - - - - - Transportation 2050 4/ 158,917 44,650 7,522 248,327 (73,197) 386,218 192,013 32,608 - 224,621 161,597 Other Restricted 90,732 37,848 404 31,767 (6,036) 154,717 50,955 2,070 - 53,025 101,692 Grants 29,009 305,608 1,314 1,274 (1,623) 335,582 260,818 46,654 - 307,472 28,110 Total Special Revenue Funds 615,701 2,191,680 22,202 638,386 (1,522,954) 1,945,013 849,006 224,103 240,183 1,313,292 631,721 Aviation 272,617 362,345 1,980 454,260 (337,921) 753,281 259,333 20,366 91,827 371,526 381,755 Convention Center 58,271 21,155 560 62,201 (10,497) 131,690 51,449 3,741 19,952 75,142 56,548 Solid Waste 33,349 155,730 5,719 - (9,385) 185,414 142,140 4,305 14,041 160,486 24,927 Wastewater 85,045 252,665 2,288 77,068 (86,611) 330,455 101,251 26,196 72,806 200,253 130,202 Water 90,191 454,116 4,645 147,266 (171,361) 524,857 217,710 65,435 128,287 411,432 113,425 Total Enterprise Funds 539,474 1,246,010 15,193 740,795 (615,775) 1,925,697 771,884 120,044 326,912 1,218,840 706,857 GRAND TOTAL 1,288,755 3,854,633 44,658 2,393,277 (2,258,662) 5,322,659 2,889,314 358,554 567,095 3,814,963 1,507,696 Total General Funds Special Revenue Funds Excise Tax City Improvement Community Reinvestment Court Awards Development Services Enterprise Funds 1/ General fund sales tax revenue is reflected as a transfer-in from the excise tax fund. Total transfer equates to $890.4 million, and is included in the General Funds revenue total of $1,307.4 million shown on Schedule 2. 2/ The negative balance in Court Awards is due to the timing of reimbursements for the Records Management System (RMS). 3/ The negative balance in Regional Transit is due to the timing of reimbursements for project costs from the regional transportation plan (Proposition 400). 4/ The Transportation 2050 sales tax (Proposition 104) was established by the voters effective January 1, 2016 and increased the Transit 2000 sales tax (proposition 2000) to fund a comprehensive transportation plan with a 35 year sunset date. The proposition increased the transaction privilege (sales) tax rates by 0.3% for various business activities. 482 Table of Contents-Part III 2020-21 SCHEDULE 1 RESOURCES AND EXPENDITURES BY FUND ESTIMATE (In Thousands of Dollars) Beginning Fund Balance Revenue Resources Recovery and Interfund Interfund Proceeds Transfers-In Transfers-Out 1/ Expenditures Total Operating Capital Debt Service Ending Fund Balance Total General Funds General Fund 169,119 405,227 1,000 1,049,574 (145,284) 1,479,635 1,207,319 27,551 - 1,234,870 244,765 Library - 42,314 - 1,287 (2,619) 40,981 40,026 955 - 40,981 - Parks - 14,489 - 84,212 - 98,701 95,701 3,000 - 98,701 - Cable Television - 9,600 - - (6,904) 2,696 2,696 - - 2,696 - 169,119 471,630 1,000 1,135,072 (154,807) 1,622,014 1,345,743 31,506 - 1,377,249 244,765 - 1,473,964 - - (1,473,964) - - - - - - Arizona Highway User Revenue 44,484 142,879 691 - (3,793) 184,261 81,714 71,585 - 153,299 30,962 Capital Construction 20,705 45 468 7,992 - 29,210 140 9,253 - 9,393 19,816 - - 351 59,384 (1,028) 58,706 - - 58,706 58,706 - Community Reinvestment 15,173 5,938 75 2,800 (2,064) 21,922 2,181 2,470 - 4,651 17,271 Court Awards (1,058) 5,608 9 - - 4,559 4,393 - - 4,393 167 Development Services 58,722 69,500 160 - (4,440) 123,942 66,475 11,713 - 78,188 45,754 Golf 2,036 8,439 1 - - 10,476 7,364 1,793 - 9,157 1,319 Neighborhood Protection - Block Watch 5,431 236 - 1,913 (10) 7,571 1,749 - - 1,749 5,822 Neighborhood Protection - Fire 4,659 965 - 9,565 (50) 15,140 10,827 - - 10,827 4,313 Neighborhood Protection - Police 12,445 2,232 5 26,780 (701) 40,760 27,125 - - 27,125 13,635 Parks and Preserves 66,092 1,627 - 43,903 (201) 111,421 5,929 28,178 - 34,107 77,314 Public Safety Enhancement - Fire 11,303 1,128 - 9,265 - 21,696 11,723 - - 11,723 9,973 Public Safety Enhancement - Police 10,263 1,299 2 15,116 (416) 26,264 17,173 - - 17,173 9,091 Public Safety Expansion - Fire 8,064 1,337 - 15,304 (225) 24,480 16,309 - - 16,309 8,171 Public Safety Expansion - Police 24,806 6,807 3 61,213 (1,214) 91,615 65,735 - - 65,735 25,880 Regional Transit (5,480) 27,828 14 2,000 - 24,362 15,364 8,997 - 24,362 - Regional Wireless Cooperative 1,798 5,543 199 - - 7,539 5,947 - - 5,947 1,592 Secondary Property Tax 100 118,215 - 10,631 - 128,946 - - 128,846 128,846 100 Sports Facilities 60,780 4,313 130 11,905 (14,655) 62,474 3,120 7,060 - 10,180 52,294 Transportation 2050 161,597 15,855 1,263 261,183 (5,842) 434,056 120,323 167,201 - 287,524 146,532 Other Restricted 101,692 20,019 378 23,652 (17,136) 128,605 52,701 7,708 - 60,409 68,196 Grants 28,110 541,082 482 - (270) 569,403 491,317 49,135 - 540,453 28,951 Total Special Revenue Funds 631,721 2,454,860 4,231 562,606 (1,526,010) 2,127,408 1,007,609 365,093 187,552 1,560,254 567,154 Aviation 381,755 426,477 5,220 87,566 (12,306) 888,711 353,029 30,820 126,449 510,298 378,413 Convention Center 56,548 3,557 949 50,420 (3,944) 107,530 49,003 5,344 20,639 74,986 32,544 Solid Waste 24,927 182,178 3,077 - (10,114) 200,068 158,968 8,138 14,977 182,084 17,984 Wastewater 130,202 253,208 2,714 28,581 (45,151) 369,555 111,243 32,039 71,783 215,064 154,491 Water 113,425 502,979 4,137 15,079 (51,576) 584,044 229,793 61,496 136,908 428,196 155,847 Total Enterprise Funds 706,857 1,368,400 16,097 181,645 (123,091) 2,149,908 902,037 137,837 370,756 1,410,629 739,279 GRAND TOTAL 1,507,696 4,294,890 21,328 1,879,324 (1,803,908) 5,899,330 3,255,388 534,436 558,308 4,348,132 1,551,198 Total General Funds Special Revenue Funds Excise Tax City Improvement Enterprise Funds 1/ General fund sales tax revenue is reflected as a transfer-in from the excise tax fund. Total transfer equates to $960.5 million, and is included in the General Funds revenue total of $1,432.1 million shown on Schedule 2. 483 Table of Contents-Part III 2021-22 SCHEDULE 1 RESOURCES AND EXPENDITURES BY FUND BUDGET (In Thousands of Dollars) Beginning Fund Balance Revenue Resources Recovery and Interfund Interfund Proceeds Transfers-In Transfers-Out 1/ Expenditures Total Operating Capital Debt Service Ending Fund Balance Total General Funds General Fund 244,765 314,884 1,000 1,021,545 (131,740) 1,450,454 1,426,402 24,052 - 1,450,454 - Library - 45,248 - 2,119 (2,546) 44,820 43,865 955 - 44,820 - Parks - 15,816 - 93,358 - 109,174 109,174 - - 109,174 - Cable Television - 9,600 - - (6,431) 3,169 3,169 - - 3,169 - 244,765 385,547 1,000 1,117,023 (140,717) 1,607,618 1,582,611 25,007 - 1,607,618 - - 1,516,161 - - (1,516,161) - - - - - - Arizona Highway User Revenue 30,962 149,715 691 - (892) 180,475 89,856 85,482 - 175,338 5,138 Capital Construction 19,816 222 236 7,370 - 27,644 140 20,380 - 20,520 7,124 - - - 71,447 (1,026) 70,421 - - 70,421 70,421 - 17,271 5,863 1 4,845 (2,221) 25,759 2,128 7,734 - 9,862 15,897 167 5,296 2 - - 5,464 5,464 - - 5,464 1 Development Services 45,754 71,428 14 - (4,440) 112,756 81,906 4,451 - 86,357 26,399 Golf 1,319 6,794 - - - 8,112 6,224 - - 6,224 1,889 Neighborhood Protection - Block Watch 5,822 236 - 2,011 (9) 8,060 2,114 - - 2,114 5,946 Neighborhood Protection - Fire 4,313 37 - 10,053 (48) 14,355 11,063 - - 11,063 3,292 Neighborhood Protection - Police 13,635 132 - 28,150 (696) 41,222 32,494 - - 32,494 8,728 Parks and Preserves 77,314 1,852 - 40,369 (193) 119,343 6,479 66,212 - 72,691 46,652 Public Safety Enhancement - Fire 9,973 - - 9,388 - 19,361 11,104 - - 11,104 8,257 Public Safety Enhancement - Police 9,091 - - 15,318 (416) 23,993 19,378 - - 19,378 4,615 Public Safety Expansion - Fire 8,171 82 - 16,086 (222) 24,117 17,613 - - 17,613 6,504 Public Safety Expansion - Police 25,880 239 - 64,342 (1,201) 89,260 79,093 - - 79,093 10,167 - 38,945 14 - - 38,959 24,998 13,961 - 38,959 - Regional Wireless Cooperative 1,592 5,515 9 - - 7,116 5,485 - - 5,485 1,632 Secondary Property Tax 100 123,686 650 5,379 - 129,814 - - 129,714 129,714 100 Sports Facilities 52,294 4,240 1 16,604 (15,415) 57,724 22,690 2,393 - 25,083 32,641 Transportation 2050 146,532 27,973 - 274,396 (21,192) 427,709 91,311 308,724 - 400,036 27,673 Other Restricted 68,196 31,622 32 34,824 (7,541) 127,133 66,468 12,718 - 79,186 47,947 Grants 28,951 1,031,004 74 - (274) 1,059,755 912,952 125,058 - 1,038,010 21,745 Total Special Revenue Funds 567,154 3,021,042 1,724 600,583 (1,571,948) 2,618,554 1,488,959 647,114 200,135 2,336,209 282,346 Aviation 378,413 412,546 1,781 32,747 (10,290) 815,197 372,968 126,993 87,281 587,242 227,955 Convention Center 32,544 18,800 61 57,196 (3,801) 104,801 48,880 15,480 20,763 85,123 19,677 Solid Waste 17,984 189,870 268 - (9,802) 198,320 171,647 11,278 15,227 198,151 169 Wastewater 154,491 254,696 1,222 30,004 (47,712) 392,701 128,461 71,659 71,389 271,510 121,191 Water 155,847 487,697 2,099 17,737 (46,103) 617,277 261,694 125,355 153,620 540,668 76,609 Total Enterprise Funds 739,279 1,363,609 5,431 137,685 (117,708) 2,128,296 983,649 350,766 348,280 1,682,695 445,601 GRAND TOTAL 1,551,198 4,770,197 8,155 1,855,290 (1,830,372) 6,354,468 4,055,219 1,022,887 548,415 5,626,521 727,947 Total General Funds Special Revenue Funds Excise Tax City Improvement Community Reinvestment Court Awards Regional Transit Enterprise Funds 1/ General fund sales tax revenue is reflected as a transfer-in from the excise tax fund. Total transfer equates to $970.2 million, and is included in the General Funds revenue total of $1,355.8 million shown on Schedule 2. 484 Table of Contents-Part III SCHEDULE 2 OPERATING FUND REVENUES BY MAJOR SOURCE (In Thousands of Dollars) Revenue Source Actual Revenue 2019-20 Budget 2020-21 Estimate 2020-21 Budget 2021-22 GENERAL FUND LOCAL TAXES AND RELATED FEES Local Sales Taxes Privilege License Fees (Annual) Other General Fund Excise Taxes Subtotal (City Taxes) 479,705 2,436 18,837 500,978 484,447 3,050 18,920 506,417 505,957 2,800 19,106 527,863 528,111 2,800 19,286 550,197 STATE SHARED TAXES Sales Tax State Income Tax Vehicle License Tax Subtotal (State Shared Taxes) 171,927 214,697 70,484 457,108 174,072 241,167 71,743 486,982 189,898 240,237 75,200 505,335 197,945 219,316 79,100 496,361 PRIMARY PROPERTY TAX 170,210 179,950 179,950 191,294 USER FEES/OTHER REVENUE Alcoholic Beverage License Liquor License Permits/Penalty Fees Amusement Machines Other Business Licenses Other Business License Applications Subtotal (Licenses & Permits) 2,079 507 19 40 167 2,812 2,100 575 28 42 215 2,960 2,000 320 12 50 120 2,502 2,000 507 19 55 190 2,771 CABLE COMMUNICATIONS 10,369 10,120 9,600 9,600 MUNICIPAL COURT Moving Violations Criminal Offense Fines Parking Violations Driving While Intoxicated Other Receipts Defensive Driving Program Subtotal (Fines & Forfeitures) Substance Abuse Screening Service Subtotal (Municipal Court) 6,085 212 541 661 932 2,297 10,728 6 10,734 6,133 256 758 771 1,114 2,512 11,544 4 11,548 5,949 200 427 450 511 1,375 8,912 6 8,918 5,949 200 467 450 511 1,375 8,952 4 8,956 COURT DEFAULT FEE 1,310 1,296 1,216 1,451 POLICE Personal Service Billings False Alarm Assessments Records & Information Pawnshop Regulatory Fees Police Training Police - Miscellaneous Subtotal (Police) 9,662 2,340 409 877 490 1,070 14,848 9,670 2,804 458 1,100 340 1,109 15,481 8,074 2,698 351 500 340 1,012 12,975 8,278 2,698 240 877 340 675 13,108 304 67 371 311 457 768 56 148 204 259 224 483 LIBRARY Fees & Fines Rentals/Interest Subtotal (Library) 485 Table of Contents-Part III SCHEDULE 2 (Continued) OPERATING FUND REVENUES BY MAJOR SOURCE (In Thousands of Dollars) Revenue Source Actual Revenue 2019-20 Budget 2020-21 Estimate 2020-21 Budget 2021-22 PARKS & RECREATION Rental of Property Concessions Alcoholic Beverage Permits Swimming Pools Swimming Pool Construction Fee Ballpark Fees South Mountain Park Athletic Field Utilities & Maintenance Miscellaneous & Other Ak-Chin Pavilion Interest Subtotal (Parks & Recreation) 252 69 36 274 47 773 1,760 174 1,459 577 32 5,453 400 115 62 550 43 1,200 2,440 270 1,635 838 6 7,559 50 43 8 10 70 360 2,231 100 301 283 5 3,461 75 49 10 100 70 500 2,400 125 476 283 5 4,093 PLANNING Rezoning Fees (Plans Implementation) Zoning Administrative Adjustment Fees Other Subtotal (Planning) 731 853 5 1,589 980 825 3 1,808 635 750 2 1,387 730 765 2 1,497 STREET TRANSPORTATION Utility Ordinance-Inspection Fiber Optics ROW Fee Revocable Permits Right-of-Way Fee Other Subtotal (Street Transportation) 2,208 1,063 124 688 2,072 6,155 2,200 1,800 176 361 2,147 6,684 1,700 1,260 195 787 2,203 6,145 2,000 1,608 201 487 2,185 6,481 FIRE Emergency Transportation Service Fire Prevention Inspection Fees Computer Aided Dispatch Fire - Miscellaneous Subtotal (Fire) 36,706 1,633 6,335 5,219 49,893 37,875 1,840 6,461 5,359 51,535 30,371 2,840 7,191 5,284 45,686 33,500 2,966 8,327 5,305 50,098 HAZARDOUS MATERIALS INSPECTION FEE 1,408 1,400 1,400 1,500 NEIGHBORHOOD SERVICES 274 204 226 280 HUMAN SERVICES 132 117 91 92 PROPERTY REVENUES Rentals & Concessions Garages (Regency, Heritage Square) 305 Garage Sale of Property Subtotal (Property Revenues) 1,539 1,945 1,625 2,471 7,580 2,077 2,657 1,971 700 7,405 2,266 443 460 1,400 4,569 2,272 1,564 1,210 700 5,746 INTEREST (GF) 9,971 9,420 5,410 5,550 PARKING METERS 2,910 3,800 1,600 2,000 SRP IN-LIEU TAXES 2,058 1,987 2,010 2,010 CORONAVIRUS RELIEF FUND 1/ 48,533 - 109,225 - ALL OTHER RECEIPTS Recovery of Damage Claims Change for Phoenix Miscellaneous Subtotal (All Other Receipts) 137 11 2,513 2,661 290 1,788 2,078 320 2,037 2,357 154 2,053 2,207 1,307,357 1,309,519 1,432,130 1,355,775 TOTAL GENERAL FUND 486 Table of Contents-Part III SCHEDULE 2 (Continued) OPERATING FUND REVENUES BY MAJOR SOURCE (In Thousands of Dollars) Revenue Source Actual Revenue 2019-20 Budget 2020-21 Estimate 2020-21 Budget 2021-22 SPECIAL REVENUE FUNDS NEIGHBORHOOD PROTECTION Police Neighborhood Protection Police Block Watch Fire Neighborhood Protection Interest/Other Subtotal (Neighborhood Protection) 25,363 1,811 9,058 2,621 38,853 25,578 1,827 9,134 637 37,176 26,780 1,913 9,565 3,433 41,691 28,150 2,011 10,053 405 40,619 2007 PUBLIC SAFETY EXPANSION Police 2007 Public Safety Expansion Fire 2007 Public Safety Expansion Interest Subtotal (Public Safety Expansion) 57,971 14,493 5,632 78,096 58,466 14,617 607 73,690 61,213 15,304 8,146 84,663 64,342 16,086 321 80,749 PUBLIC SAFETY ENHANCEMENT Police Public Safety Enhancement Fire Public Safety Enhancement Subtotal (Public Safety Enhancement) 14,866 9,111 25,596 14,129 8,660 22,789 15,116 9,265 26,808 15,318 9,388 24,706 PARKS AND PRESERVES Sales Taxes Interest/Other Subtotal (Parks and Preserves) 36,233 3,394 39,627 36,539 2,242 38,781 38,259 1,627 39,886 40,214 1,852 42,066 (159) 177 18 - - - TRANSPORTATION 2050 - PUBLIC TRANSIT 2/ Sales Taxes Fare Box Revenues Bus Shelter Advertising Interest/Other Subtotal (Transportation 2050 - Public Transit) 213,438 27,609 4,816 11,434 257,297 214,860 35,300 4,287 3,881 258,328 225,146 4,680 4,290 6,409 240,526 236,536 19,129 3,900 4,469 264,034 TRANSPORTATION 2050 - STREETS 2/ Sales Taxes Interest/Other Subtotal (Transportation 2050 - Streets) 34,155 790 34,945 34,370 34,370 36,037 475 36,512 37,859 475 38,334 COURT AWARD FUNDS 4,872 5,760 5,608 5,296 DEVELOPMENT SERVICES Building Permit Fees Building Plans Review Fees Building - Other Miscellaneous Fees Site Plan Fees New Sign Permit Fees Fire Prevention Inspection Fees Engineering Permits Engineering Plans Review Other Subtotal (Development Services) 29,583 15,615 9,801 1,038 3,219 891 960 4,597 4,088 633 70,425 29,458 16,068 9,926 988 3,380 1,020 1,015 5,000 4,425 860 72,140 30,760 14,417 9,178 988 2,790 685 995 5,000 4,200 487 69,500 30,843 15,018 9,778 1,027 2,902 832 1,035 5,000 4,368 625 71,428 CAPITAL CONSTRUCTION Sales Taxes Interest/Other Subtotal (Capital Construction) 8,548 565 9,113 8,239 300 8,539 7,790 45 7,835 7,370 222 7,592 TRANSIT 2000 2/ Fare Box Revenues Interest/Other Subtotal (Transit 2000) 487 Table of Contents-Part III SCHEDULE 2 (Continued) OPERATING FUND REVENUES BY MAJOR SOURCE (In Thousands of Dollars) Revenue Source Actual Revenue 2019-20 Budget 2020-21 Estimate 2020-21 Budget 2021-22 SPORTS FACILITIES Local Excise Taxes Interest/Other Subtotal (Sports Facilities) 17,449 5,380 22,829 20,558 4,412 24,970 10,877 4,313 15,190 15,578 4,240 19,818 HIGHWAY USER REVENUE Incorporated Cities Share 300,000 Population Share Interest Other Subtotal (Highway User Revenue) 108,636 27,348 1,875 694 138,553 115,980 29,144 1,000 160 146,284 113,312 28,807 750 10 142,879 118,834 30,126 750 5 149,715 REGIONAL TRANSIT REVENUES Buses - RPTA & Multi-City Regional Transportation Plan Other Subtotal (Transit) 35,051 8,112 (15) 43,148 36,199 4,917 8 41,124 11,754 16,070 4 27,828 24,998 13,943 4 38,945 COMMUNITY REINVESTMENT 10,841 5,987 5,938 5,863 SECONDARY PROP TAX & G.O. BOND REDEMPTION Secondary Property Tax Interest/Other Subtotal (Secondary Prop Tax & G.O. Debt Service) 107,555 3,548 111,103 113,594 4,611 118,205 113,594 4,621 118,215 119,289 4,397 123,686 498 26 524 600 25 625 500 15 515 510 15 525 REGIONAL WIRELESS COOPERATIVE 4,602 5,167 5,543 5,515 GOLF COURSES Golf Course Fees Golf Range Balls Golf Identification Cards Golf Cart Rental Building Facility Rental Sales/Interest Subtotal (Golf Courses) 4,021 530 257 1,293 100 757 6,958 3,655 462 193 1,224 100 640 6,274 4,900 720 271 1,650 100 798 8,439 3,966 530 231 1,260 100 707 6,794 19 - - - OTHER RESTRICTED FUNDS Court Special Fees Monopole Rental Heritage Square Tennis Centers Tennis Center Interest Vehicle Impound Program Stormwater Affordable Housing Program Jet Fuel Other Restricted Other Restricted (gifts/trusts) Subtotal (Other Restricted Fees) 1,305 162 39 42 5 1,312 4,994 15,829 657 18,631 42,976 1,328 219 48 45 4 1,293 5,040 6,590 769 33,001 48,337 868 168 7 25 3 1,270 5,037 (4,455) 3/ 741 21,619 25,283 GRANT FUNDS Public Housing Human Services Federal Transit Administration Community Development Criminal Justice Other Federal & State Grants Subtotal (Grant Funds) 93,470 56,629 64,026 15,289 7,921 68,270 305,605 108,895 58,963 180,911 53,375 10,936 331,269 744,349 109,733 96,447 142,349 41,795 14,769 135,989 541,082 105,745 86,581 240,756 70,581 18,876 508,465 1,031,004 1,246,000 1,692,895 1,443,941 1,993,618 IMPACT FEE PROGRAM ADMINISTRATION Impact Fee Program Administration Interest/Other Subtotal (Impact Fee Program Administration) CITY IMPROVEMENT TOTAL SPECIAL REVENUE FUNDS 488 851 172 13 30 4 1,270 5,087 6,550 744 22,208 36,929 Table of Contents-Part III SCHEDULE 2 (Continued) OPERATING FUND REVENUES BY MAJOR SOURCE (In Thousands of Dollars) Revenue Source Actual Revenue 2019-20 Budget 2020-21 Estimate 2020-21 Budget 2021-22 ENTERPRISE FUNDS CONVENTION CENTER Excise Taxes Operating Revenue Parking Revenue Interest/Other Subtotal (Convention Center) 55,266 16,683 3,145 1,327 76,421 60,050 21,558 4,273 1,500 87,381 50,420 2,445 581 531 53,977 57,196 14,585 3,101 1,114 75,996 SOLID WASTE Solid Waste Service Fees City Landfill Fees Interest/Other Subtotal (Solid Waste) 139,075 9,413 7,242 155,730 160,206 9,971 4,955 175,132 160,206 11,976 9,996 182,178 171,158 12,496 6,215 189,869 AVIATION SKY HARBOR Airlines Concessions Gasoline Sales Interest Other Subtotal (Sky Harbor) 159,116 173,643 690 10,418 12,166 356,033 171,767 239,207 753 2,425 5,336 419,488 139,646 131,668 753 5,711 142,574 420,352 170,264 220,522 775 5,711 8,869 406,141 GOODYEAR DEER VALLEY Subtotal (Aviation) 2,947 3,366 362,346 2,697 3,730 425,915 2,760 3,365 426,477 2,884 3,522 412,547 WATER SYSTEM Water Sales (Base & Consumption) Water Sales (Wholesale) Environmental Consumption Charge Raw Water Charge Interest (Including Plan 6) Water Development Fee Water Service Connections Combined Service Fees Water Resource Acquisition Fee Val Vista (s/f 403-405) Other Subtotal (Water System) 311,812 3,569 68,719 34,427 5,225 5,536 3,659 1,983 2,336 8,081 8,768 454,115 331,462 3,700 74,763 37,330 5,776 4,100 4,200 5,500 2,400 7,792 2,759 479,782 352,042 3,500 79,299 39,999 8,555 4,900 4,500 2,500 2,100 8,117 (2,533) 4/ 502,979 341,006 3,500 74,227 36,693 8,374 4,900 4,500 5,000 2,100 8,735 (1,339) 4/ 487,696 WASTEWATER SYSTEM Sewer Service Charge Environmental User Charge Environmental Other Charge Sewer Development Fee Interest Sales of Effluent Multi-City Sewer System Other Subtotal (Wastewater System) 171,133 15,393 19,901 5,152 6,047 10,740 15,296 9,002 252,664 172,136 15,644 20,086 4,000 5,268 10,775 17,784 4,121 249,814 172,296 15,700 20,047 4,400 4,654 11,555 15,885 8,671 253,208 174,019 15,853 20,252 4,400 3,317 11,555 16,050 9,250 254,696 TOTAL ENTERPRISE FUNDS 1,301,276 1,418,024 1,418,819 1,420,804 TOTAL OPERATING FUND REVENUE 3,854,633 4,420,438 4,294,890 4,770,197 1/ Coronavirus Relief Fund (CRF) is a one-time resource received from the federal government. It is approved by the City Council to offset public safety salaries as permitted by the Federal guidelines. 2/ The Transportation 2050 sales tax (Proposition 104) was established by the voters effective January 1, 2016 and increased the Transit 2000 sales tax (Proposition 2000) to fund a comprehensive transportation plan with a 35 year sunset date. The proposition increased the transaction privilege (sales) tax rates by 0.3% for various business activities. 3/ The negative revenue estimate for the Affordable Housing Program is due to a one-time revenue transfer from the Housing Department to the Neighborhood Services Department. 4/ The negative revenue estimate for Water System's other miscellaneous category is primarily due to the anticipated bad debt write-offs in 2020-21 and 2021-22. 489 Table of Contents-Part III SCHEDULE 3 SUMMARY OF TAX LEVY AND TAX RATE INFORMATION 2020-21 Estimate 2021-22 Budget 1. Primary Property Tax Levy Amounts A. Maximum Allowable Primary Property Tax Levy (A.R.S. § 42-17051(A)) B. Accepted Torts C. Total Primary Property Tax Levy Amounts 2. Amount Received from Primary Property Taxation in the 2020-21 Fiscal Year in Excess of the Sum of that Year's Maximum Allowable Primary Property Tax Levy (A.R.S. § 42-17102(A)(18)). $ 185,428,990 $ 185,428,990 $ $ 193,314,260 (1) $ 193,314,260 - 3. Property Tax Levy Amounts A. Primary Property Taxes B. Secondary Property Taxes C. Total Property Tax Levy Amounts $ 181,767,192 114,740,975 $ 296,508,167 $ 193,225,455 120,493,943 $ 313,719,398 4. Estimated Property Tax Collections A. Primary Property Taxes 2020-21 Year's Levy Prior Years' Levies Total Primary Property Taxes $ 179,950,000 1,261,000 $ 181,211,000 B. Secondary Property Taxes 2020-21 Year's Levy Prior Years' Levies Total Secondary Property Taxes $ 113,594,000 868,000 $ 114,462,000 C. Total Property Taxes Collected $ 295,673,000 5. Property Tax Rates A. City Tax Rate Primary Property Tax Rate Secondary Property Tax Rate Total City Tax Rate $ $ 1.3055 0.8241 2.1296 $ $ 1.3055 (2) 0.8141 2.1196 B. Special District Tax Rates Secondary property tax rates - As of the date the budget was prepared, the City of Phoenix was operating zero special districts for which secondary property taxes are levied. (1) The adopted 2021-22 Primary Property Tax Levy of $193,225,455 is below the statutory maximum. The calculated maximum Primary Property Tax Levy is comprised of the following: A. 2020-21 Calculated Maximum Levy: $ 185,428,990 B. Plus: 1. 2% Increase Permitted by Law 2. Previously Unassessed Properties (new construction) 3. Calculated Maximum 2021-22 Levy 3,708,580 4,176,690 $ 193,314,260 (2) The adopted 2021-22 Primary Property Tax Rate of $1.3055 is below the statutory maximum. The calculated maximum Primary Property Tax Rate is comprised of the following: A. Maximum Allowable Tax Rate B. Tax Rate Applicable to Accepted Torts C. Total Allowable Primary Tax Rate $ $ 1.3061 1.3061 The adopted 2021-22 Primary Property Tax Rate is comprised of the following: A. Tax Rate B. Tax Rate Applicable to Accepted Torts C. Total Primary Tax Rate $ $ 490 1.3055 1.3055 Table of Contents-Part III SCHEDULE 4 PRIMARY ASSESSED VALUE INFORMATION 2020-21 Assessed Valuation $ 13,923,185,918 2021-22 Assessed Valuation Associated with 2020-21 Properties $ 14,481,643,949 Percent Change from 2020-21 4.0% 2021-22 Assessed Valuation Associated with New Construction $ Total 2021-22 Assessed Valuation $ 14,800,877,416 Percent Change from 2020-21 Class 6.3% Primary Assessed Valuation by Class 2021-22 Primary Assessed Valuation Mines, Timber, Utility, Commercial Agricultural Residential Railroad Historic 319,233,467 5,968,628,129 298,506,188 8,463,475,481 12,183,472 58,084,146 $ 14,800,877,416 491 % Change from 2020-21 Primary 5.7% 22.0% 6.3% 6.6% 4.5% 6.3% Table of Contents-Part III SCHEDULE 5 2021-22 OPERATING EXPENDITURES BY DEPARTMENT AND SOURCE OF FUNDS (In Thousands of Dollars) Total General Government Mayor's Office City Council City Manager's Office City Auditor Information Technology Services Equal Opportunity City Clerk Human Resources Retirement Systems Phoenix Employment Relations Board Law Budget and Research Regional Wireless Cooperative Finance Communications Office Government Relations Total General Government General, Library & Parks Neighborhood Protection Police/ Blockwatch Public Safety Enhancement Fire Police Public Safety Expansion Fire Police Fire 2,323 5,577 8,826 3,174 60,974 3,453 7,475 19,762 124 6,737 4,311 5,485 33,541 3,159 1,259 166,180 2,323 5,577 8,111 3,174 60,138 2,875 7,475 19,275 124 6,737 4,311 29,715 2 1,259 151,095 - - - - - - 786,708 462,262 690 1,249,660 611,239 388,358 133 999,730 34,347 34,347 11,063 11,063 18,880 498 19,378 11,104 11,104 79,093 79,093 17,613 17,613 Criminal Justice City Prosecutor Municipal Court Public Defender Total Criminal Justice 19,210 37,489 5,634 62,334 17,127 34,224 5,634 56,986 - - - - - - Transportation Street Transportation Aviation Public Transit Total Transportation 115,853 352,246 277,014 745,113 21,639 1,838 23,476 - - - - - - Community Development Planning and Development Housing Community and Economic Development Neighborhood Services Total Community Development 81,254 113,507 13,882 82,998 291,641 5,173 1,772 6,884 15,515 29,344 261 261 - - - - - Community Enrichment Office of Arts and Culture Parks and Recreation Library Phoenix Convention Center Human Services Total Community Enrichment 4,773 124,443 44,860 48,223 147,633 369,932 4,726 108,229 43,865 2,292 22,051 181,163 - - - - - - Environmental Services Office of Sustainability Environmental Programs Public Works Solid Waste Disposal Water Services Total Environmental Services 910 1,997 23,368 170,439 364,980 561,694 474 1,280 22,728 24,482 - - - - - - Non-Departmental Operating Contingencies Other Non-Departmental Total Non-Departmental Operating 203,664 405,000 608,664 124,164 (11,000) 113,164 - - - - - - 4,055,219 1,579,441 34,608 11,063 19,378 11,104 79,093 17,613 Public Safety Police Fire Homeland Security & Emergency Management Total Public Safety Total 492 Table of Contents-Part III SCHEDULE 5 (Continued) 2021-22 OPERATING EXPENDITURES BY DEPARTMENT AND SOURCE OF FUNDS (In Thousands of Dollars) Cable Communication General Government Mayor's Office City Council City Manager's Office City Auditor Information Technology Services Equal Opportunity City Clerk Human Resources Retirement Systems Phoenix Employment Relations Board Law Budget and Research Regional Wireless Cooperative Finance Communications Office Government Relations Total General Government Transportation 2050 Parks & Preserves Initiative Transit Court Awards Streets Development Services Capital Construction Sports Facilities 12 3,157 3,169 - - - - - - 159 159 Public Safety Police Fire Homeland Security & Emergency Management Total Public Safety - - - - 5,406 5,406 - - 1,685 1,685 Criminal Justice City Prosecutor Municipal Court Public Defender Total Criminal Justice - - - - 58 58 - - - Transportation Street Transportation Aviation Public Transit Total Transportation - - 86,797 86,797 515 515 - - 70 70 - Community Development Planning and Development Housing Community and Economic Development Neighborhood Services Total Community Development - - - - - 74,906 74,906 - 292 292 Community Enrichment Office of Arts and Culture Parks and Recreation Library Phoenix Convention Center Human Services Total Community Enrichment - 6,479 6,479 - - - - - 555 555 Environmental Services Office of Sustainability Environmental Programs Public Works Solid Waste Disposal Water Services Total Environmental Services - - - - - - 70 70 - Non-Departmental Operating Contingencies Other Non-Departmental Total Non-Departmental Operating - - 4,000 4,000 - - 7,000 7,000 - 20,000 20,000 3,169 6,479 90,797 515 5,464 81,906 140 22,690 Total 493 Table of Contents-Part III SCHEDULE 5 (Continued) 2021-22 OPERATING EXPENDITURES BY DEPARTMENT AND SOURCE OF FUNDS (In Thousands of Dollars) Highway User Revenues Community Reinvestment Regional Transit Regional Wireless Other Restricted Golf Grants General Government Mayor's Office City Council City Manager's Office City Auditor Information Technology Services Equal Opportunity City Clerk Human Resources Retirement Systems Phoenix Employment Relations Board Law Budget and Research Regional Wireless Cooperative Finance Communications Office Government Relations Total General Government - - - 5,485 5,485 - 87 24 487 1,574 2,173 494 555 1,048 Public Safety Police Fire Homeland Security & Emergency Management Total Public Safety - - - - - 18,957 17,062 36,018 17,102 17,061 59 34,222 Criminal Justice City Prosecutor Municipal Court Public Defender Total Criminal Justice - - - - - 251 3,265 3,516 1,774 1,774 Transportation Street Transportation Aviation Public Transit Total Transportation 89,856 89,856 24,998 24,998 - - - 3,744 1,426 5,170 30 161,955 161,985 Community Development Planning and Development Housing Community and Economic Development Neighborhood Services Total Community Development - - 2,128 2,128 - - 1,110 7,402 3,866 11 12,389 66 104,332 102 67,211 171,712 Community Enrichment Office of Arts and Culture Parks and Recreation Library Phoenix Convention Center Human Services Total Community Enrichment - - - - 6,224 6,224 20 2,909 235 742 3,907 27 602 759 124,460 125,848 Environmental Services Office of Sustainability Environmental Programs Public Works Solid Waste Disposal Water Services Total Environmental Services - - - - - 90 199 641 2,366 3,295 346 16 362 Non-Departmental Operating Contingencies Other Non-Departmental Total Non-Departmental Operating - - - - - - 416,000 416,000 89,856 24,998 2,128 5,485 6,224 66,468 912,952 Total 494 Table of Contents-Part III SCHEDULE 5 (Continued) 2021-22 OPERATING EXPENDITURES BY DEPARTMENT AND SOURCE OF FUNDS (In Thousands of Dollars) Aviation General Government Mayor's Office City Council City Manager's Office City Auditor Information Technology Services Equal Opportunity City Clerk Human Resources Retirement Systems Phoenix Employment Relations Board Law Budget and Research Regional Wireless Cooperative Finance Communications Office Government Relations Total General Government Water Wastewater Convention Center Solid Waste 286 361 647 222 243 1,096 1,562 636 636 208 208 - Public Safety Police Fire Homeland Security & Emergency Management Total Public Safety - - - - - Criminal Justice City Prosecutor Municipal Court Public Defender Total Criminal Justice - - - - - Transportation Street Transportation Aviation Public Transit Total Transportation 352,246 352,246 - - - - 75 75 31 31 - - 504 504 Community Enrichment Office of Arts and Culture Parks and Recreation Library Phoenix Convention Center Human Services Total Community Enrichment - 225 225 155 155 - 45,376 45,376 Environmental Services Office of Sustainability Environmental Programs Public Works Solid Waste Disposal Water Services Total Environmental Services - 431 247,444 247,876 115,170 115,170 170,439 170,439 - Non-Departmental Operating Contingencies Other Non-Departmental1/ Total Non-Departmental Operating 20,000 20,000 12,000 12,000 12,500 12,500 1,000 1,000 3,000 3,000 Total 372,968 261,694 128,461 171,647 48,880 Community Development Planning and Development Housing Community and Economic Development Neighborhood Services Total Community Development 1/ Other Non-Departmental consists of the American Rescue Plan Act (ARPA) Fund and Unassigned Vacancy Savings. 495 Table of Contents-Part III SCHEDULE 6 OPERATING EXPENDITURES BY DEPARTMENT1/ (In Thousands of Dollars) 2019-20 2020-21 Actuals General Government Mayor's Office City Council City Manager's Office City Auditor Information Technology Services Equal Opportunity City Clerk Human Resources Retirement Systems Phoenix Employment Relations Board Law Budget and Research Regional Wireless Cooperative Finance Communications Office Government Relations Total General Government Budget Estimate 2021-22 Percent Change from 2020-21 Budget Budget Estimate 1,624 4,024 2,433 2,523 46,980 2,308 4,528 12,258 104 5,802 3,333 4,636 28,749 2,446 4,291 126,039 2,244 5,444 6,307 3,205 53,181 3,341 7,285 13,528 107 6,390 3,975 5,118 30,158 2,780 1,541 144,603 2,258 5,398 13,741 2,912 68,804 2,968 6,336 22,650 140 6,074 3,823 5,947 41,131 2,740 1,514 186,437 2,323 5,577 8,826 3,174 60,974 3,453 7,475 19,762 124 6,737 4,311 5,485 33,541 3,159 1,259 166,180 3.5% 2.4% 39.9% -1.0% 14.7% 3.4% 2.6% 46.1% 0.0% 15.9% 5.4% 8.5% 7.2% 11.2% 13.7% -18.3% 14.9% 2.9% 3.3% -35.8% 9.0% -11.4% 16.3% 18.0% -12.7% 0.0% -11.4% 10.9% 12.8% 708,888 393,757 980 1,103,625 743,792 413,812 1,287 1,158,891 719,962 416,986 708 1,137,656 786,708 462,262 690 1,249,660 5.8% 11.7% -46.4% 7.8% 9.3% 10.9% -2.5% 9.8% Criminal Justice City Prosecutor Municipal Court Public Defender Total Criminal Justice 17,283 32,376 5,327 54,986 21,416 35,136 5,380 61,932 20,578 34,376 5,373 60,327 19,210 37,489 5,634 62,334 -10.3% 6.7% 4.7% 0.6% -6.6% 9.1% 4.9% 3.3% Transportation Street Transportation Aviation Public Transit Total Transportation 98,378 258,733 253,972 611,082 104,841 468,150 280,022 853,013 104,914 352,359 241,369 698,643 115,853 352,246 277,014 745,113 10.5% -24.8% -1.1% -12.6% 10.4% 0.0% 14.8% 6.7% Community Development Planning and Development Housing Community and Economic Development Neighborhood Services Total Community Development 64,824 96,702 15,848 45,778 223,152 72,794 117,938 13,183 63,556 267,471 71,815 111,780 21,821 75,640 281,055 81,254 113,507 13,882 82,998 291,641 11.6% -3.8% 5.3% 30.6% 9.0% 13.1% 1.5% -36.4% 9.7% 3.8% Community Enrichment Office of Arts and Culture Parks and Recreation Library Phoenix Convention Center Human Services Total Community Enrichment 3,871 107,259 38,565 53,680 85,644 289,018 4,661 117,482 41,958 60,860 100,447 325,408 6,951 112,702 41,504 51,413 160,315 372,885 4,773 124,443 44,860 48,223 147,633 369,932 2.4% 5.9% 6.9% -20.8% 47.0% 13.7% -31.3% 10.4% 8.1% -6.2% -7.9% -0.8% Environmental Services Office of Sustainability Environmental Programs Public Works Solid Waste Disposal Water Services Total Environmental Services 425 1,300 19,006 141,943 318,738 481,411 656 1,449 18,598 158,908 341,893 521,505 680 3,756 23,222 158,768 340,636 527,062 910 1,997 23,368 170,439 364,980 561,694 38.7% 37.8% 25.6% 7.3% 6.8% 7.7% 33.9% -46.8% 0.6% 7.4% 7.1% 6.6% - 124,096 256,400 380,496 (8,677) (8,677) 203,664 405,000 608,664 64.1% 58.0% 60.0% +100.0% +100.0% +100.0% 2,889,314 3,713,320 3,255,388 4,055,219 9.2% 24.6% Public Safety Police Fire Homeland Security & Emergency Management Total Public Safety Non-Departmental Operating Contingencies Other Non-Departmental2/ Total Non-Departmental Operating Total 1 / For purposes of this schedule, department budget allocations include Grants. 2/ Other Non-Departmental consists of the Coronavirus Aid, Relief, and Economic Security Act (CARES) Coronavirus Relief Fund, the American Rescue Plan Act (ARPA) Fund and Unassigned Vacancy Savings. 496 -7.8% -18.5% 15.3% -16.8% -10.9% Table of Contents-Part III SCHEDULE 7 2021-22 OPERATING EXPENDITURES BY DEPARTMENT AND FUND SOURCE CATEGORY1/ (In Thousands of Dollars) General Funds Total General Government Mayor's Office City Council City Manager's Office City Auditor Information Technology Services Equal Opportunity City Clerk Human Resources Retirement Systems Phoenix Employment Relations Board Law Budget and Research Regional Wireless Cooperative Finance Communications Office Government Relations General Government Total Special Revenue Funds Enterprise Funds 2,323 5,577 8,826 3,174 60,974 3,453 7,475 19,762 124 6,737 4,311 5,485 33,541 3,159 1,259 166,180 2,323 5,577 8,111 3,174 60,150 2,875 7,475 19,275 124 6,737 4,311 29,715 3,159 1,259 154,264 494 87 579 487 5,485 1,733 8,864 222 737 2,093 3,052 786,708 462,262 690 1,249,660 611,239 388,358 133 999,730 175,469 73,904 557 249,930 - Criminal Justice City Prosecutor Municipal Court Public Defender Criminal Justice Total 19,210 37,489 5,634 62,334 17,127 34,224 5,634 56,986 2,083 3,265 5,348 - Transportation Street Transportation Aviation Public Transit Transportation Total 115,853 352,246 277,014 745,113 21,639 1,838 23,476 94,215 275,176 369,391 352,246 352,246 Community Development Planning and Development Housing Community and Economic Development Neighborhood Services Community Development Total 81,254 113,507 13,882 82,998 291,641 5,173 1,772 6,884 15,515 29,344 76,081 111,734 6,388 67,483 261,686 610 610 Community Enrichment Office of Arts and Culture Parks and Recreation Library Phoenix Convention Center Human Services Community Enrichment Total 4,773 124,443 44,860 48,223 147,633 369,932 4,726 108,229 43,865 2,292 22,051 181,164 47 16,214 995 555 125,202 143,012 45,376 380 45,756 Environmental Services Office of Sustainability Environmental Programs Public Works Solid Waste Disposal Water Services Environmental Services Total 910 1,997 23,368 170,439 364,980 561,694 474 1,280 22,728 24,482 436 285 641 2,366 3,727 431 170,439 362,615 533,485 Non-Departmental Operating Contingencies Other Non-Departmental2/ Non-Departmental Operating Total 203,664 405,000 608,664 124,164 (11,000) 113,164 31,000 416,000 447,000 48,500 48,500 4,055,219 1,582,611 1,488,959 983,649 Public Safety Police Fire Homeland Security & Emergency Management Public Safety Total Total 1/ For purposes of this schedule, department budget allocations include Grants. 2/ Other Non-Departmental consists of the American Rescue Plan Act (ARPA) Fund and Unassigned Vacancy Savings. 497 Table of Contents-Part III SCHEDULE 8 2021-22 OPERATING EXPENDITURES BY DEPARTMENT AND CHARACTER OF EXPENDITURE1/ (In Thousands of Dollars) Personal Services General Government Mayor's Office City Council City Manager's Office City Auditor Information Technology Services Equal Opportunity City Clerk Human Resources Retirement Systems Phoenix Employment Relations Board Law Budget and Research Regional Wireless Cooperative Finance Communications Office Government Relations Total General Government Contractual Services Commodities Internal Charges and Credits Capital Outlay Other Expenditures and Transfers Total 1,930 3,796 6,434 4,109 35,279 3,844 5,504 16,745 2,339 107 11,942 4,517 569 28,063 2,892 848 128,918 369 1,775 3,768 695 30,948 165 4,260 6,767 453 55 348 316 3,508 12,167 342 408 66,344 6 2 23 5 2,692 23 213 99 11 36 2 71 586 28 1 3,794 116 3,208 75 3,399 17 4 (1,399) (1,635) (3,891) (578) (2,501) (3,848) (2,723) (38) (5,589) (524) (6,041) (8,404) (178) 3 (37,325) (4,170) (80) 4,171 1,130 1,050 2,323 5,577 8,826 3,174 60,974 3,453 7,475 19,762 124 6,737 4,311 5,485 33,541 3,159 1,259 166,180 706,025 399,320 1,022 1,106,367 59,140 23,232 88 82,460 26,978 19,384 38 46,400 9,765 24,609 34,374 (15,199) (3,059) (459) (18,717) (1,224) (1,224) 786,708 462,262 690 1,249,660 Criminal Justice City Prosecutor Municipal Court Public Defender Total Criminal Justice 17,914 32,589 1,671 52,174 938 3,173 3,941 8,052 293 549 10 852 - 65 1,179 12 1,256 - 19,210 37,489 5,634 62,334 Transportation Street Transportation Aviation Public Transit Total Transportation 77,518 168,140 16,404 262,062 39,811 125,866 228,988 394,666 16,578 13,114 18,064 47,756 6,942 5,371 130 12,443 (25,062) 39,245 13,427 27,610 67 510 577 115,853 352,246 277,014 745,113 Community Development Planning and Development Housing Community and Economic Development Neighborhood Services Total Community Development 62,012 15,071 8,839 22,766 108,687 11,268 98,078 8,683 58,490 176,518 1,165 584 40 312 2,100 30 240 270 6,649 201 (3,680) 1,108 4,279 130 (426) 83 (214) 81,254 113,507 13,882 82,998 291,641 Community Enrichment Office of Arts and Culture Parks and Recreation Library Phoenix Convention Center Human Services Total Community Enrichment 1,685 75,359 30,263 19,512 38,233 165,053 2,445 31,516 4,915 25,935 101,108 165,919 2 6,879 7,126 1,393 622 16,021 3,793 472 35 4,300 640 6,846 2,556 912 7,855 18,809 50 (220) (170) 4,773 124,443 44,860 48,223 147,633 369,932 Environmental Services Office of Sustainability Environmental Programs Public Works Solid Waste Disposal Water Services Total Environmental Services 814 1,674 49,492 64,149 159,677 275,805 363 767 36,677 40,285 113,488 191,580 14 5 27,446 4,304 86,499 118,269 2,333 23,944 6,417 32,694 (281) (449) (92,715) 36,707 (1,344) (58,081) 135 1,050 243 1,427 910 1,997 23,368 170,439 364,980 561,694 - 6,729 416,000 422,729 - - - 196,935 (11,000) 185,935 203,664 405,000 608,664 2,099,067 1,508,268 235,193 87,478 (62,169) 187,382 4,055,219 Public Safety Police Fire Homeland Security & Emergency Management Total Public Safety Non-Departmental Operating Contingencies Other Non-Departmental2/ Total Non-Departmental Operating Total 1/ For purposes of this schedule, department budget allocations include Grants. 2/ Other Non-Departmental consists of the American Rescue Plan Act (ARPA) Fund and Unassigned Vacancy Savings. 498 Table of Contents-Part III SCHEDULE 9 POSITIONS BY DEPARTMENT Number of Full Time Equivalent Positions 2019-20 Actual General Government Mayor's Office City Council City Manager's Office City Auditor Information Technology Services Equal Opportunity City Clerk Human Resources Retirement Systems Phoenix Employment Relations Board Law Budget and Research Regional Wireless Cooperative Finance Communications Office Government Relations Total General Government 2020-21 Adopted 2020-21 Estimate Estimate less Adopted 2021-22 Budget Budget less Estimate 13.0 33.0 20.5 25.4 200.0 27.0 51.5 112.7 16.0 1.0 65.0 24.0 4.0 213.0 19.1 7.0 832.2 13.0 33.0 21.5 25.4 201.0 27.0 51.5 112.7 16.0 1.0 65.0 24.0 4.0 213.0 19.1 7.0 834.2 15.3 32.0 27.9 25.4 206.0 27.0 51.5 117.7 16.0 1.0 66.0 25.0 4.0 215.0 19.1 5.0 853.9 2.3 (1.0) 6.4 0.0 5.0 0.0 0.0 5.0 0.0 0.0 1.0 1.0 0.0 2.0 0.0 (2.0) 19.7 14.3 32.0 33.9 25.4 209.0 27.0 51.5 118.7 16.0 1.0 67.0 25.0 4.0 214.0 20.1 5.0 863.9 (1.0) 0.0 6.0 0.0 3.0 0.0 0.0 1.0 0.0 0.0 1.0 0.0 0.0 (1.0) 1.0 0.0 10.0 4,363.6 2,089.8 9.0 6,462.4 4,360.6 2,091.8 9.0 6,461.4 4,363.6 2,127.8 7.0 6,498.4 3.0 36.0 (2.0) 37.0 4,436.6 2,277.7 7.0 6,721.3 73.0 149.9 0.0 222.9 Criminal Justice City Prosecutor Municipal Court Public Defender Total Criminal Justice 147.0 274.0 11.0 432.0 147.0 274.0 11.0 432.0 148.0 274.0 11.0 433.0 1.0 0.0 0.0 1.0 148.0 279.0 11.0 438.0 0.0 5.0 0.0 5.0 Transportation Street Transportation Aviation Public Transit Total Transportation 721.0 890.0 120.0 1,731.0 721.0 890.0 120.0 1,731.0 728.0 889.0 121.0 1,738.0 7.0 (1.0) 1.0 7.0 734.0 889.0 121.0 1,744.0 6.0 0.0 0.0 6.0 444.8 129.0 57.0 190.0 820.8 444.8 134.0 57.0 189.0 824.8 467.8 126.0 57.0 190.0 840.8 23.0 (8.0) 0.0 1.0 16.0 480.8 126.0 59.0 191.0 856.8 13.0 0.0 2.0 1.0 16.0 Community Enrichment Office of Arts and Culture Parks and Recreation Library Phoenix Convention Center Human Services Total Community Enrichment 11.0 1,013.1 401.3 220.0 391.0 2,036.4 11.0 1,014.1 401.3 220.0 391.0 2,037.4 11.0 1,017.0 397.8 219.0 392.0 2,036.8 0.0 2.9 (3.5) (1.0) 1.0 (0.6) 11.0 1,050.0 402.8 219.0 395.0 2,077.8 0.0 33.0 5.0 0.0 3.0 41.0 Environmental Services Office of Sustainability Environmental Programs Public Works Solid Waste Disposal Water Services Total Environmental Services 5.0 10.0 426.0 603.0 1,485.0 2,529.0 5.0 10.0 426.0 609.0 1,487.0 2,537.0 5.0 10.0 431.0 625.5 1,480.0 2,551.5 0.0 0.0 5.0 16.5 (7.0) 14.5 4.0 11.0 443.0 633.5 1,485.0 2,576.5 (1.0) 1.0 12.0 8.0 5.0 25.0 Total 14,843.8 14,857.8 14,952.4 94.6 15,278.3 325.9 Public Safety Police Fire Homeland Security & Emergency Management Total Public Safety Community Development Planning and Development Housing Community and Economic Development Neighborhood Services Total Community Development 499 Table of Contents-Part III SCHEDULE 10 SUMMARY OF 2021-22 CAPITAL IMPROVEMENT PROGRAM FINANCED BY OPERATING FUNDS (In Thousands of Dollars) 2019-20 Actuals 2020-21 Estimate 2021-22 Budget Use of Funds Aviation Economic Development Environmental Programs Facilities Management Fire Protection Historic Preservation & Planning Housing Information Technology Libraries Neighborhood Services Parks, Recreation & Mountain Preserves Phoenix Convention Center Public Art Program Public Transit Solid Waste Disposal Street Transportation & Drainage Wastewater Water 20,335 8,167 333 12,573 17,301 4,146 2,342 631 2,026 38,698 6,428 137 55,433 4,243 94,466 26,050 65,245 30,577 5,766 250 15,728 4,007 10,850 16,098 5,247 955 1,377 36,271 8,267 1,970 195,898 7,790 100,762 31,660 60,964 126,448 9,450 250 16,491 11,263 3,648 34,064 9,680 955 12,306 68,126 15,638 1,584 337,340 9,344 168,966 69,595 127,740 Total Operating Funds 358,554 534,436 1,022,887 13,776 631 14,407 27,551 955 3,000 31,506 24,052 955 25,007 67,422 4,482 5,774 17,416 95 46,654 2,070 33,677 6,964 6,941 32,608 224,103 71,585 9,253 2,470 11,713 1,793 49,135 7,708 28,178 8,997 7,060 167,201 365,093 85,482 20,380 7,734 4,451 125,058 12,718 66,212 13,961 2,393 308,724 647,114 20,366 3,741 4,305 26,196 65,435 120,044 30,820 5,344 8,138 32,039 61,496 137,837 126,993 15,480 11,278 71,659 125,355 350,766 358,554 534,436 1,022,887 Source of Funds General Funds General Fund Library Parks Total General Funds Special Revenue Funds Arizona Highway User Revenue Capital Construction Community Reinvestment Development Services Golf Grants Other Restricted Parks and Preserves Regional Transit Sports Facilities Transportation 2050 Total Special Revenue Funds Enterprise Funds Aviation Convention Center Solid Waste Wastewater Water Total Enterprise Funds Total Operating Funds 500 Table of Contents-Part III SCHEDULE 11 DEBT SERVICE EXPENDITURES BY PROGRAM, SOURCE OF FUNDS, AND TYPE OF EXPENDITURE (In Thousands of Dollars) 2019-20 Actual Principal Interest/ Other 2020-21 Estimate Total Principal Interest/ Other 2021-22 Budget Total Principal Interest/ Other Total Operating Funds City Improvement Economic Development Finance and General Government Fire Housing Human Resources Human Services Information Technology Issuance Costs Municipal Court Parks and Recreation Police Public Transit Public Works Sports Facilities Street Transportation 4,525 520 3,665 50 660 55 9,095 4,520 270 2,170 67,345 4,750 3,765 2,970 2,045 392 566 21 156 23 3,054 2,202 120 432 3,311 2,429 3,477 1,384 6,570 912 4,231 71 816 78 12,150 6,722 390 2,601 70,656 7,179 7,242 4,355 3,235 9,644 255 50 580 40 8,070 3,990 140 275 75 3,895 7,730 2,925 965 2,250 126 20 68 7 2,230 350 1,881 36 119 496 3,083 4,439 1,734 4,199 11,894 381 70 648 47 10,300 351 5,870 176 393 571 6,978 12,169 4,658 3,175 17,172 145 55 330 3,400 255 3,310 8,200 175 736 2,515 108 19 33 4 1,840 1,676 24 84 17,992 3,069 4,509 1,595 3,911 19,686 253 74 363 4 1,840 5,076 24 339 17,993 6,379 12,708 1,770 104,360 19,612 123,972 40,904 17,802 58,706 36,217 34,204 70,421 5,720 3,085 1,565 2,930 275 265 4,345 1,820 2,795 4,630 3,235 10 9,020 9,610 1,250 7,480 8,345 2,445 5,684 3,699 334 4,156 335 351 607 356 426 2,599 272 756 6,660 5,534 2,886 7,699 5,030 11,404 6,784 1,899 7,086 610 616 4,952 2,176 3,221 7,229 3,507 10 9,776 16,270 6,784 10,366 16,044 7,475 11,465 1,460 1,295 3,790 215 1,150 4,710 2,195 3,185 4,625 620 4,750 12,100 4,150 9,480 13,045 6,050 5,460 3,574 272 4,035 324 340 421 277 306 2,426 141 392 6,256 5,484 2,554 7,372 4,929 16,925 5,034 1,567 7,825 539 1,490 5,131 2,472 3,491 7,051 761 5,142 18,356 9,634 12,034 20,417 10,979 15,255 640 30 4,155 225 1,180 4,130 2,045 2,870 4,960 540 1,115 14,095 5,355 9,920 13,950 7,380 5,005 3,524 238 3,884 316 294 218 180 167 650 2,246 114 247 5,767 5,321 2,168 6,846 4,685 20,260 4,164 268 8,039 541 1,474 4,348 2,225 3,037 650 7,206 654 1,362 19,862 10,676 12,088 20,796 12,065 Sub-Total Secondary Property Tax 68,825 47,385 116,210 84,285 44,561 128,846 87,845 41,869 129,714 Aviation Convention Center Solid Waste Wastewater Water 38,419 6,650 11,035 44,128 68,760 53,409 13,301 3,006 28,678 59,528 91,827 19,952 14,041 72,806 128,287 26,870 6,870 11,205 45,202 64,972 99,579 13,769 3,773 26,581 71,936 126,449 20,639 14,977 71,783 136,908 28,075 7,120 11,760 47,007 68,090 59,206 13,643 3,467 24,383 85,530 87,281 20,763 15,227 71,389 153,620 Total Operating Funds 342,176 224,918 567,095 280,308 277,999 558,308 286,113 262,302 548,415 Sub-Total City Improvement Secondary Property Tax Cultural Facilities Education & Econ Development Environmental Improvement Fire Protection Freeway Mitigation Historic Preservation Housing Human Services & Senior Centers Information Systems Issuance Costs Library Maintenance Service Centers Municipal Facilities Neighborhood Services Parks & Mountain Preserves Police Police, Fire & Computer Tech Storm Sewers Street Improvements 501 Table of Contents-Part III SCHEDULE 11 (Continued) DEBT SERVICE EXPENDITURES BY PROGRAM, SOURCE OF FUNDS, AND TYPE OF EXPENDITURE (In Thousands of Dollars) 2019-20 Actual Principal Interest/ Other 2020-21 Estimate Total Principal Interest/ Other 2021-22 Budget Total Principal Interest/ Other Total Bond Funds Aviation Convention Center Transportation 2050 Water Other - 1,722 770 - 1,722 770 - - 259 302 164 259 302 164 - 800 498 - 800 498 - Total Bond Funds - 2,492 2,492 - 726 725 - 1,298 1,298 Other Capital Funds Capital Reserves Customer Facility Charges Federal, State and Other Participation Passenger Facility Charges 2,410 2,374 14,957 11,614 21,125 34,989 14,024 23,500 49,945 7,500 2,851 16,236 800 8,057 21,146 6,362 800 15,557 23,998 22,598 7,655 3,353 17,048 12,903 21,145 39,715 20,558 24,498 56,763 Total Other Capital Funds 19,741 67,727 87,469 26,587 36,365 62,953 28,056 73,763 101,820 Total Debt Service 361,917 295,138 657,055 306,895 315,090 621,986 314,169 337,363 651,533 502 Table of Contents-Part III SCHEDULE 12 2021-2022 STATE EXPENDITURE LIMITATION (In Thousands of Dollars) General and Special Revenue Funds 2,730,479 Federal Funds 925,258 AHUR Funds 175,338 Public Housing Funds 112,752 Aviation Funds 587,242 Water Funds 540,668 B. Current Year Encumbrances /Expenditure Carryovers (210,247) (275,727) (67,680) (789) (177,347) (95,158) (5,278) (57,289) C. Prior Year Encumbrances-Net of Recovery 185,484 189,365 65,289 842 212,490 83,572 6,078 47,128 D. Reclassify Staff and Administrative and In-Lieu Tax (68,039) - - 200 10,117 28,664 3,044 2,637,677 838,896 172,947 113,005 632,502 557,746 88,967 A. Total Expenditures E. Net Expenditures Convention Center Wastewater Solid Waste Funds Funds Funds 85,123 271,510 198,151 Subtotal 5,626,521 Capital Projects Funds 1,157,566 Grand Total 6,784,087 (30,515) (920,030) (1,246,699) (2,166,729) 28,787 819,035 2,799,317 3,618,352 17,638 8,376 - - - 278,987 204,799 5,525,526 2,710,184 8,235,710 F. Voter-Approved Alternative Expenditure Limitation 9,125,738 G. Expenditures Over(Under) Voter-Approved Alternative Expenditure Limitation (890,028) 503 Table of Contents-Part III Table of Contents-Part III Fund Statement Schedules Table of Contents-Part III SCHEDULE 13 GENERAL FUND SUMMARY FOR THE BUDGET YEAR ENDING JUNE 30, 2022 (In Thousands of Dollars) Beginning Fund Balance 244,765 Revenues Charges for Services 64,437 Concessions 2,703 Federal and State Grants 1,560 Fines and Forfeitures 8,946 Interest Revenue 5,550 Licenses and Permits 4,921 Other Local Taxes 8 Other Revenues 7,321 Primary Property Taxes 134,806 Rentals 2,702 Sales of Goods and Assets 819 SRP In-Lieu Taxes 2,010 State Vehicle License Tax 79,100 Total Revenues 314,884 Expense Recoveries 1,000 Expense Recoveries 1,000 Transfer-In from Enterprise Funds (Aviation) 10,117 Transfer-In from Enterprise Funds (Convention Center) 3,044 Transfer-In from Enterprise Funds (Solid Waste) 8,376 Transfer-In from Enterprise Funds (Wastewater) 17,638 Transfer-In from Enterprise Funds (Water) 28,664 Transfer-In from General Funds (Cable Television) 6,431 Transfer-In from General Funds (Library) 2,507 Transfer-In from Special Revenue Funds (Community Reinvestment) 2,065 Transfer-In from Special Revenue Funds (Development Services) Transfer-In from Special Revenue Funds (Excise Tax) 4,440 934,260 Transfer-In from Special Revenue Funds (Grants) 200 Transfer-In from Special Revenue Funds (Neighborhood Protection) 561 Transfer-In from Special Revenue Funds (Other Restricted) 499 Transfer-In from Special Revenue Funds (Public Safety Enhancement) 416 Transfer-In from Special Revenue Funds (Public Safety Expansion) Transfer-In from Special Revenue Funds (Sports Facilities) Transfer-In from Special Revenue Funds (Transportation 2050) Interfund Transfers In 1,037 227 1,063 1,021,545 Transfer-Out to Capital Funds (Capital Reserves) Transfer-Out to Enterprise Funds (Aviation) (7,000) (125) Transfer-Out to General Funds (Library) (367) Transfer-Out to General Funds (Parks) (93,358) Transfer-Out to Special Revenue Funds (Other Restricted) (28,462) Transfer-Out to Trust/Gift Funds (Trust Funds) (2,427) 506 Table of Contents-Part III SCHEDULE 13 (Continued) GENERAL FUND SUMMARY FOR THE BUDGET YEAR ENDING JUNE 30, 2022 (In Thousands of Dollars) Interfund Transfers (Out) (131,740) Net Other Sources and Uses 890,806 Total Resources 1,450,454 Operating Departments Expenditures Mayor's Office 2,323 City Council 5,577 City Manager's Office 8,111 City Auditor 3,174 Information Technology Services 60,138 Equal Opportunity 2,875 City Clerk 7,475 Human Resources 19,275 Office of Sustainability 474 Phoenix Employment Relations Board 124 Law 6,737 City Prosecutor 17,127 Budget and Research 4,311 Finance 29,715 Communications Office 2 Government Relations 1,259 Environmental Programs 1,280 Office of Arts and Culture 4,726 Police 611,239 Municipal Court 34,224 Public Defender 5,634 Fire 388,358 Homeland Security & Emergency Management Street Transportation 133 21,639 Public Transit 1,838 Public Works 22,728 Phoenix Convention Center 2,292 Planning and Development 5,173 Housing 1,772 Community and Economic Development 6,884 Neighborhood Services 15,515 Human Services 22,051 Contingencies 123,219 Other Non-Departmental (11,000) Operating Departments Expenditures 1,426,402 Capital Improvement Program Expenditures Phoenix Convention Center 227 Facilities Management 14,948 507 Table of Contents-Part III SCHEDULE 13 (Continued) GENERAL FUND SUMMARY FOR THE BUDGET YEAR ENDING JUNE 30, 2022 (In Thousands of Dollars) Fire Protection 1,580 Information Technology 7,298 Capital Improvement Program Expenditures 24,052 Total Expenditures 1,450,454 Ending Fund Balance - 508 Table of Contents-Part III SCHEDULE 14 LIBRARY SUMMARY FOR THE BUDGET YEAR ENDING JUNE 30, 2022 (In Thousands of Dollars) Beginning Fund Balance - Revenues Charges for Services 217 Federal and State Grants 180 Licenses and Permits 42 Primary Property Taxes 44,765 Rentals 44 Total Revenues 45,248 Transfer-In from General Funds (General Fund) Transfer-In from Special Revenue Funds (Other Restricted) 367 1,752 2,119 * Interfund Transfers In Transfer-Out to Debt Service Funds (City Improvement) Transfer-Out to General Funds (General Fund) (39) (2,507) Interfund Transfers (Out) (2,546) Net Other Sources and Uses (427) Total Resources 44,820 Operating Departments Expenditures Library 43,865 Operating Departments Expenditures 43,865 Capital Improvement Program Expenditures Libraries 955 Capital Improvement Program Expenditures 955 Total Expenditures 44,820 Ending Fund Balance - * This is the amount needed to achieve a zero ending fund balance. The planned transfer includes $367,000 from the General Fund and $1,752,000 from the Library Reserve Fund. 509 Table of Contents-Part III SCHEDULE 15 PARKS SUMMARY FOR THE BUDGET YEAR ENDING JUNE 30, 2022 (In Thousands of Dollars) Beginning Fund Balance - Revenues Charges for Services 1,024 Concessions 2,619 Interest Revenue 5 Licenses and Permits 13 Other Revenues 10 Primary Property Taxes 11,723 Rentals 422 Total Revenues 15,816 Transfer-In from General Funds (General Fund) Interfund Transfers In 93,358 93,358 Net Other Sources and Uses 93,358 Total Resources 109,174 Operating Departments Expenditures Parks and Recreation 108,229 Contingencies 945 Operating Departments Expenditures 109,174 Total Expenditures 109,174 Ending Fund Balance - 510 Table of Contents-Part III SCHEDULE 16 CABLE TELEVISION SUMMARY FOR THE BUDGET YEAR ENDING JUNE 30, 2022 (In Thousands of Dollars) Beginning Fund Balance - Revenues Licenses and Permits 9,600 Total Revenues 9,600 Transfer-Out to General Funds (General Fund) (6,431) Interfund Transfers (Out) (6,431) Net Other Sources and Uses (6,431) Total Resources 3,169 Operating Departments Expenditures Information Technology Services 12 Communications Office 3,157 Operating Departments Expenditures 3,169 Total Expenditures 3,169 Ending Fund Balance - 511 Table of Contents-Part III SCHEDULE 17 EXCISE TAX SUMMARY FOR THE BUDGET YEAR ENDING JUNE 30, 2022 (In Thousands of Dollars) Beginning Fund Balance - Revenues City Sales Taxes 1,068,956 Licenses and Permits 2,771 Other Excise Taxes 24,373 Privilege License Fees 2,800 State Income Tax 219,316 State Shared Sales Tax 197,945 Total Revenues 1,516,161 Transfer-Out to Debt Service Funds (City Improvement) (35,969) * Transfer-Out to Enterprise Funds (Convention Center) (57,196) Transfer-Out to General Funds (General Fund) (934,260) Transfer-Out to Special Revenue Funds (Capital Construction) (7,370) Transfer-Out to Special Revenue Funds (Neighborhood Protection) (40,214) Transfer-Out to Special Revenue Funds (Other Restricted) (5,831) Transfer-Out to Special Revenue Funds (Parks and Preserves) (40,213) Transfer-Out to Special Revenue Funds (Public Safety Enhancement) (24,707) Transfer-Out to Special Revenue Funds (Public Safety Expansion) (80,428) Transfer-Out to Special Revenue Funds (Sports Facilities) (15,578) Transfer-Out to Special Revenue Funds (Transportation 2050) (274,396) Interfund Transfers (Out) (1,516,161) Net Other Sources and Uses (1,516,161) Total Resources - Total Expenditures - Ending Fund Balance - * $1,026,000 of the total $35,969,000 transferred to City Improvement is subsequently transferred to the Retiree Rate Stabilization Fund as shown on Schedule 20. 512 Table of Contents-Part III SCHEDULE 18 ARIZONA HIGHWAY USER REVENUE SUMMARY FOR THE BUDGET YEAR ENDING JUNE 30, 2022 (In Thousands of Dollars) Beginning Fund Balance 30,962 Revenues Highway User Revenues 148,960 Interest Revenue 750 Other Revenues 5 Total Revenues 149,715 Expense Recoveries 691 Expense Recoveries 691 Transfer-Out to Debt Service Funds (City Improvement) (892) Interfund Transfers (Out) (892) Net Other Sources and Uses (201) Total Resources 180,476 Operating Departments Expenditures Street Transportation 89,856 Operating Departments Expenditures 89,856 Capital Improvement Program Expenditures Public Art Program 617 Economic Development 15 Information Technology 252 Street Transportation & Drainage 84,597 Capital Improvement Program Expenditures 85,482 Total Expenditures 175,338 Ending Fund Balance 5,138 513 Table of Contents-Part III SCHEDULE 19 CAPITAL CONSTRUCTION SUMMARY FOR THE BUDGET YEAR ENDING JUNE 30, 2022 (In Thousands of Dollars) Beginning Fund Balance 19,816 Revenues Interest Revenue 210 Other Revenues 12 Total Revenues 222 Expense Recoveries 236 Expense Recoveries 236 Transfer-In from Special Revenue Funds (Excise Tax) Interfund Transfers In 7,370 7,370 Net Other Sources and Uses 7,606 Total Resources 27,644 Operating Departments Expenditures Environmental Programs 70 Street Transportation 70 Operating Departments Expenditures 140 Capital Improvement Program Expenditures Public Art Program 40 Street Transportation & Drainage 20,340 Capital Improvement Program Expenditures 20,380 Total Expenditures 20,520 Ending Fund Balance 7,124 514 Table of Contents-Part III SCHEDULE 20 CITY IMPROVEMENT SUMMARY FOR THE BUDGET YEAR ENDING JUNE 30, 2022 (In Thousands of Dollars) Beginning Fund Balance - Transfer-In from Enterprise Funds (Aviation) 173 Transfer-In from Enterprise Funds (Convention Center) 27 Transfer-In from Enterprise Funds (Solid Waste) 176 Transfer-In from Enterprise Funds (Wastewater) 70 Transfer-In from Enterprise Funds (Water) 100 Transfer-In from General Funds (Library) 39 Transfer-In from Special Revenue Funds (Arizona Highway User Revenue) Transfer-In from Special Revenue Funds (Excise Tax) Transfer-In from Special Revenue Funds (Grants) 892 35,969 74 Transfer-In from Special Revenue Funds (Sports Facilities) 15,149 Transfer-In from Special Revenue Funds (Transportation 2050) 18,779 Interfund Transfers In 71,447 Transfer-Out to Capital Funds (Other Bonds) (1,026) Interfund Transfers (Out) (1,026) Net Other Sources and Uses 70,421 Total Resources 70,421 Debt Service Expenditures Adams Street Garage 957 Amphitheatre 492 Arizona Center 3,441 Arizona State University 129 City Hall 2,627 CityScape 341 Downtown Arena Rehabilitation 8,020 Fillmore Street Land Acquisition 773 Fire Computer Aided Dispatch System 775 General Government 2,932 Human Services 4 Information Technology 36 LED Streetlighting 890 Micrographics Building 3 Municipal Court Building 5,076 Other 992 Parking Lot Paving 1 Personnel Building 363 Phone System 802 Phx Union HS Property Acquisition 477 515 Table of Contents-Part III SCHEDULE 20 (Continued) CITY IMPROVEMENT SUMMARY FOR THE BUDGET YEAR ENDING JUNE 30, 2022 (In Thousands of Dollars) Police 64 Police Precincts 7 Public Transit 17,993 Public Works 97 Public Works - Elevators 131 Public Works Garages 5 Regional Wireless 1,002 Security Access Control 1,001 Street Improvements 695 TGen Facility 2,947 Vehicles - Citywide 15,762 Vehicles - Fire Department 253 Vehicles - Parks 23 Vehicles - Police Department 269 Vehicles - Public Works 787 Vehicles - Street Transportation 183 Whispering Willows 74 Debt Service Expenditures 70,421 Total Expenditures 70,421 Ending Fund Balance - 516 Table of Contents-Part III SCHEDULE 21 COMMUNITY REINVESTMENT SUMMARY FOR THE BUDGET YEAR ENDING JUNE 30, 2022 (In Thousands of Dollars) Beginning Fund Balance 17,271 Revenues Charges for Services 152 Interest Revenue 157 Rentals 5,553 Total Revenues 5,863 Expense Recoveries 1 Expense Recoveries 1 Transfer-In from Special Revenue Funds (Other Restricted) Interfund Transfers In 4,845 4,845 Transfer-Out to General Funds (General Fund) Transfer-Out to Special Revenue Funds (Parks and Preserves) (2,065) (156) Interfund Transfers (Out) (2,221) Net Other Sources and Uses 2,625 Total Resources 25,759 Operating Departments Expenditures Community and Economic Development 2,128 Operating Departments Expenditures 2,128 Capital Improvement Program Expenditures Economic Development 7,734 Capital Improvement Program Expenditures 7,734 Total Expenditures 9,862 Ending Fund Balance 15,897 517 Table of Contents-Part III SCHEDULE 22 COURT AWARDS SUMMARY FOR THE BUDGET YEAR ENDING JUNE 30, 2022 (In Thousands of Dollars) Beginning Fund Balance 167 Revenues Charges for Services 5,296 Total Revenues 5,296 Expense Recoveries 2 Expense Recoveries 2 Net Other Sources and Uses 2 Total Resources 5,465 Operating Departments Expenditures City Prosecutor 58 Police 5,406 Operating Departments Expenditures 5,464 Total Expenditures 5,464 Ending Fund Balance 1 518 Table of Contents-Part III SCHEDULE 23 DEVELOPMENT SERVICES SUMMARY FOR THE BUDGET YEAR ENDING JUNE 30, 2022 (In Thousands of Dollars) Beginning Fund Balance 45,754 Revenues Charges for Services 66,058 Licenses and Permits 5,395 (25) * Other Revenues Total Revenues 71,428 Expense Recoveries 14 Expense Recoveries 14 Transfer-Out to General Funds (General Fund) (4,440) Interfund Transfers (Out) (4,440) Net Other Sources and Uses (4,426) Total Resources 112,756 Operating Departments Expenditures Planning and Development 74,906 Contingencies 7,000 Operating Departments Expenditures 81,906 Capital Improvement Program Expenditures Facilities Management 480 Historic Preservation & Planning 3,648 Information Technology 323 Capital Improvement Program Expenditures 4,451 Total Expenditures 86,357 Ending Fund Balance 26,399 * The negative revenue estimate is primarily due to anticipated bad debt write-offs in 2021-22. 519 Table of Contents-Part III SCHEDULE 24 GOLF SUMMARY FOR THE BUDGET YEAR ENDING JUNE 30, 2022 (In Thousands of Dollars) Beginning Fund Balance 1,319 Revenues Charges for Services 4,802 Concessions 410 Interest Revenue 10 Other Revenues 164 Rentals 1,409 Total Revenues 6,794 Total Resources 8,113 Operating Departments Expenditures Parks and Recreation 6,224 Operating Departments Expenditures 6,224 Total Expenditures 6,224 Ending Fund Balance 1,889 520 Table of Contents-Part III SCHEDULE 25 NEIGHBORHOOD PROTECTION - BLOCK WATCH SUMMARY FOR THE BUDGET YEAR ENDING JUNE 30, 2022 (In Thousands of Dollars) Beginning Fund Balance 5,822 Revenues Interest Revenue 51 Other Revenues 185 Total Revenues 236 Transfer-In from Special Revenue Funds (Excise Tax) Interfund Transfers In 2,011 2,011 Transfer-Out to Special Revenue Funds (Other Restricted) (2) Transfer-Out to Trust/Gift Funds (Trust Funds) (7) Interfund Transfers (Out) (9) Net Other Sources and Uses 2,002 Total Resources 8,060 Operating Departments Expenditures Police 1,853 Neighborhood Services 261 Operating Departments Expenditures 2,114 Total Expenditures 2,114 Ending Fund Balance 5,946 521 Table of Contents-Part III SCHEDULE 26 NEIGHBORHOOD PROTECTION - FIRE SUMMARY FOR THE BUDGET YEAR ENDING JUNE 30, 2022 (In Thousands of Dollars) Beginning Fund Balance 4,313 Revenues Interest Revenue 37 Total Revenues 37 Transfer-In from Special Revenue Funds (Excise Tax) Interfund Transfers In 10,053 10,053 Transfer-Out to Special Revenue Funds (Other Restricted) (8) Transfer-Out to Trust/Gift Funds (Trust Funds) (40) Interfund Transfers (Out) (48) Net Other Sources and Uses 10,005 Total Resources 14,355 Operating Departments Expenditures Fire 11,063 Operating Departments Expenditures 11,063 Total Expenditures 11,063 Ending Fund Balance 3,292 522 Table of Contents-Part III SCHEDULE 27 NEIGHBORHOOD PROTECTION - POLICE SUMMARY FOR THE BUDGET YEAR ENDING JUNE 30, 2022 (In Thousands of Dollars) Beginning Fund Balance 13,635 Revenues Interest Revenue 132 Total Revenues 132 Transfer-In from Special Revenue Funds (Excise Tax) Interfund Transfers In 28,150 28,150 Transfer-Out to General Funds (General Fund) (561) Transfer-Out to Special Revenue Funds (Other Restricted) (21) Transfer-Out to Trust/Gift Funds (Trust Funds) (113) Interfund Transfers (Out) (696) Net Other Sources and Uses 27,455 Total Resources 41,222 Operating Departments Expenditures Police 32,494 Operating Departments Expenditures 32,494 Total Expenditures 32,494 Ending Fund Balance 8,728 523 Table of Contents-Part III SCHEDULE 28 PARKS AND PRESERVES SUMMARY FOR THE BUDGET YEAR ENDING JUNE 30, 2022 (In Thousands of Dollars) Beginning Fund Balance 77,314 Revenues Interest Revenue 940 Other Revenues 235 Rentals 677 Total Revenues 1,852 Transfer-In from Special Revenue Funds (Community Reinvestment) Transfer-In from Special Revenue Funds (Excise Tax) Interfund Transfers In 156 40,213 40,369 Transfer-Out to Special Revenue Funds (Other Restricted) (31) Transfer-Out to Trust/Gift Funds (Trust Funds) (162) Interfund Transfers (Out) (193) Net Other Sources and Uses 40,176 Total Resources 119,343 Operating Departments Expenditures Parks and Recreation 6,479 Operating Departments Expenditures 6,479 Capital Improvement Program Expenditures Public Art Program 174 Parks, Recreation & Mountain Preserves 66,038 Capital Improvement Program Expenditures 66,212 Total Expenditures 72,691 Ending Fund Balance 46,652 524 Table of Contents-Part III SCHEDULE 29 PUBLIC SAFETY ENHANCEMENT - FIRE SUMMARY FOR THE BUDGET YEAR ENDING JUNE 30, 2022 (In Thousands of Dollars) Beginning Fund Balance 9,973 Transfer-In from Special Revenue Funds (Excise Tax) Interfund Transfers In 9,388 9,388 Net Other Sources and Uses 9,388 Total Resources 19,361 Operating Departments Expenditures Fire 11,104 Operating Departments Expenditures 11,104 Total Expenditures 11,104 Ending Fund Balance 8,257 525 Table of Contents-Part III SCHEDULE 30 PUBLIC SAFETY ENHANCEMENT - POLICE SUMMARY FOR THE BUDGET YEAR ENDING JUNE 30, 2022 (In Thousands of Dollars) Beginning Fund Balance 9,091 Transfer-In from Special Revenue Funds (Excise Tax) Interfund Transfers In 15,318 15,318 Transfer-Out to General Funds (General Fund) (416) Interfund Transfers (Out) (416) Net Other Sources and Uses 14,902 Total Resources 23,993 Operating Departments Expenditures Police 18,880 Homeland Security & Emergency Management 498 Operating Departments Expenditures 19,378 Total Expenditures 19,378 Ending Fund Balance 4,615 526 Table of Contents-Part III SCHEDULE 31 PUBLIC SAFETY EXPANSION - FIRE SUMMARY FOR THE BUDGET YEAR ENDING JUNE 30, 2022 (In Thousands of Dollars) Beginning Fund Balance 8,171 Revenues Interest Revenue 82 Total Revenues 82 Transfer-In from Special Revenue Funds (Excise Tax) Interfund Transfers In 16,086 16,086 Transfer-Out to General Funds (General Fund) (144) Transfer-Out to Special Revenue Funds (Other Restricted) (12) Transfer-Out to Trust/Gift Funds (Trust Funds) (65) Interfund Transfers (Out) (222) Net Other Sources and Uses 15,864 Total Resources 24,117 Operating Departments Expenditures Fire 17,613 Operating Departments Expenditures 17,613 Total Expenditures 17,613 Ending Fund Balance 6,504 527 Table of Contents-Part III SCHEDULE 32 PUBLIC SAFETY EXPANSION - POLICE SUMMARY FOR THE BUDGET YEAR ENDING JUNE 30, 2022 (In Thousands of Dollars) Beginning Fund Balance 25,880 Revenues Interest Revenue 239 Total Revenues 239 Transfer-In from Special Revenue Funds (Excise Tax) Interfund Transfers In 64,342 64,342 Transfer-Out to General Funds (General Fund) (893) Transfer-Out to Special Revenue Funds (Other Restricted) (49) Transfer-Out to Trust/Gift Funds (Trust Funds) (259) Interfund Transfers (Out) (1,201) Net Other Sources and Uses 63,141 Total Resources 89,260 Operating Departments Expenditures Police 79,093 Operating Departments Expenditures 79,093 Total Expenditures 79,093 Ending Fund Balance 10,167 528 Table of Contents-Part III SCHEDULE 33 REGIONAL TRANSIT SUMMARY FOR THE BUDGET YEAR ENDING JUNE 30, 2022 (In Thousands of Dollars) Beginning Fund Balance - Revenues Federal and State Grants 39,057 (111) * Interest Revenue Total Revenues 38,945 Expense Recoveries 14 Expense Recoveries 14 Net Other Sources and Uses 14 Total Resources 38,959 Operating Departments Expenditures Public Transit 24,998 Operating Departments Expenditures 24,998 Capital Improvement Program Expenditures Public Transit 13,961 Capital Improvement Program Expenditures 13,961 Total Expenditures 38,959 Ending Fund Balance - * Negative interest revenue is due to a negative fund balance, as revenues are received on a reimbursement basis. 529 Table of Contents-Part III SCHEDULE 34 REGIONAL WIRELESS COOPERATIVE SUMMARY FOR THE BUDGET YEAR ENDING JUNE 30, 2022 (In Thousands of Dollars) Beginning Fund Balance 1,592 Revenues Charges for Services 3,965 Interest Revenue 58 Other Revenues 1,493 Total Revenues 5,515 Expense Recoveries 9 Expense Recoveries 9 Net Other Sources and Uses 9 Total Resources 7,116 Operating Departments Expenditures Regional Wireless Cooperative 5,485 Operating Departments Expenditures 5,485 Total Expenditures 5,485 Ending Fund Balance 1,632 530 Table of Contents-Part III SCHEDULE 35 SECONDARY PROPERTY TAX SUMMARY FOR THE BUDGET YEAR ENDING JUNE 30, 2022 (In Thousands of Dollars) Beginning Fund Balance 100 Revenues Federal and State Grants 4,397 Secondary Property Taxes 119,289 Total Revenues 123,686 Bond Proceeds 650 Bond Proceeds 650 Transfer-In from Trust/Gift Funds (Unbudgeted) Interfund Transfers In 5,379 5,379 Net Other Sources and Uses 6,029 Total Resources 129,814 Debt Service Expenditures Debt Service 129,714 Debt Service Expenditures 129,714 Total Expenditures 129,714 Ending Fund Balance 100 531 Table of Contents-Part III SCHEDULE 36 SPORTS FACILITIES SUMMARY FOR THE BUDGET YEAR ENDING JUNE 30, 2022 (In Thousands of Dollars) Beginning Fund Balance 52,294 Revenues Interest Revenue 622 Other Revenues 31 Rentals 3,587 Total Revenues 4,240 Expense Recoveries 1 Expense Recoveries 1 Transfer-In from Capital Funds (Other Bonds) 1,026 Transfer-In from Special Revenue Funds (Excise Tax) 15,578 Interfund Transfers In 16,604 Transfer-Out to Debt Service Funds (City Improvement) (15,149) Transfer-Out to General Funds (General Fund) (227) Transfer-Out to Special Revenue Funds (Other Restricted) (22) Transfer-Out to Trust/Gift Funds (Trust Funds) (17) Interfund Transfers (Out) (15,415) Net Other Sources and Uses 1,191 Total Resources 57,724 Operating Departments Expenditures Finance 159 Police 1,685 Phoenix Convention Center 555 Community and Economic Development 292 Contingencies 20,000 Operating Departments Expenditures 22,690 Capital Improvement Program Expenditures Public Art Program 8 Economic Development 385 Parks, Recreation & Mountain Preserves 2,000 Capital Improvement Program Expenditures 2,393 Total Expenditures 25,083 Ending Fund Balance 32,641 532 Table of Contents-Part III SCHEDULE 37 TRANSPORTATION 2050 SUMMARY FOR THE BUDGET YEAR ENDING JUNE 30, 2022 (In Thousands of Dollars) Beginning Fund Balance 146,532 Revenues Charges for Services 19,225 Concessions 18 Interest Revenue 975 Other Revenues 7,562 Rentals 113 Sales of Goods and Assets 80 Total Revenues 27,973 Transfer-In from Special Revenue Funds (Excise Tax) Interfund Transfers In 274,396 274,396 Transfer-Out to Debt Service Funds (City Improvement) (18,779) Transfer-Out to General Funds (General Fund) (1,063) Transfer-Out to Special Revenue Funds (Other Restricted) Transfer-Out to Trust/Gift Funds (Trust Funds) (215) (1,135) Interfund Transfers (Out) (21,192) Net Other Sources and Uses 253,203 Total Resources 427,709 Operating Departments Expenditures Street Transportation 515 Public Transit 86,797 Contingencies 4,000 Operating Departments Expenditures 91,311 Capital Improvement Program Expenditures Public Art Program 494 Information Technology 290 Street Transportation & Drainage 64,029 Public Transit 243,912 Capital Improvement Program Expenditures 308,724 Total Expenditures 400,036 Ending Fund Balance 27,673 533 Table of Contents-Part III SCHEDULE 38 OTHER RESTRICTED SUMMARY FOR THE BUDGET YEAR ENDING JUNE 30, 2022 (In Thousands of Dollars) Beginning Fund Balance 68,196 Revenues Charges for Services 9,530 Concessions 146 Federal and State Grants 12 Fines and Forfeitures 40 Interest Revenue 796 Licenses and Permits 1,700 Other Local Taxes 2,690 Other Revenues 4,883 Rentals 4,779 Sales of Goods and Assets 7,044 Total Revenues 31,622 Expense Recoveries 32 Expense Recoveries 32 Transfer-In from Enterprise Funds (Convention Center) 172 Transfer-In from General Funds (General Fund) 28,462 Transfer-In from Special Revenue Funds (Excise Tax) 5,831 Transfer-In from Special Revenue Funds (Neighborhood Protection) 31 Transfer-In from Special Revenue Funds (Parks and Preserves) 31 Transfer-In from Special Revenue Funds (Public Safety Expansion) 61 Transfer-In from Special Revenue Funds (Sports Facilities) 22 Transfer-In from Special Revenue Funds (Transportation 2050) Interfund Transfers In 215 34,824 Transfer-Out to Enterprise Funds (Aviation) (47) Transfer-Out to Enterprise Funds (Water) (398) Transfer-Out to General Funds (General Fund) (499) Transfer-Out to General Funds (Library) (1,752) Transfer-Out to Special Revenue Funds (Community Reinvestment) (4,845) Interfund Transfers (Out) (7,541) Net Other Sources and Uses 27,315 Total Resources 127,133 Operating Departments Expenditures Information Technology Services 87 Equal Opportunity 24 Human Resources 487 Office of Sustainability 90 City Prosecutor 251 Finance 1,574 534 Table of Contents-Part III SCHEDULE 38 (Continued) OTHER RESTRICTED SUMMARY FOR THE BUDGET YEAR ENDING JUNE 30, 2022 (In Thousands of Dollars) Environmental Programs 199 Office of Arts and Culture 20 Police 18,957 Municipal Court 3,265 Fire 17,062 Street Transportation 3,744 Public Transit 1,426 Public Works 641 Parks and Recreation 2,909 Library 235 Water Services 2,366 Planning and Development 1,110 Housing 7,402 Community and Economic Development 3,866 Neighborhood Services 11 Human Services 742 Operating Departments Expenditures 66,468 Capital Improvement Program Expenditures Economic Development 1,315 Environmental Programs 250 Facilities Management 604 Fire Protection 9,683 Housing 200 Public Transit 666 Capital Improvement Program Expenditures 12,718 Total Expenditures 79,186 Ending Fund Balance 47,947 535 Table of Contents-Part III SCHEDULE 39 GRANTS SUMMARY FOR THE BUDGET YEAR ENDING JUNE 30, 2022 (In Thousands of Dollars) Beginning Fund Balance 28,951 Revenues Charges for Services 200 Federal and State Grants 1,012,107 Interest Revenue 402 Other Revenues 3,100 Rentals 4,446 Sales of Goods and Assets 10,750 Total Revenues 1,031,004 Expense Recoveries 74 Expense Recoveries 74 Transfer-Out to Debt Service Funds (City Improvement) (74) Transfer-Out to General Funds (General Fund) (200) Interfund Transfers (Out) (274) Net Other Sources and Uses (200) Total Resources 1,059,755 Operating Departments Expenditures City Manager's Office 494 Equal Opportunity 555 Office of Sustainability 346 City Prosecutor 1,774 Environmental Programs 16 Office of Arts and Culture 27 Police 17,102 Fire 17,061 Homeland Security & Emergency Management Street Transportation 59 30 Public Transit 161,955 Parks and Recreation 602 Library 759 Planning and Development 66 Housing 104,332 Community and Economic Development 102 Neighborhood Services 67,211 Human Services 124,460 Other Non-Departmental 416,000 Operating Departments Expenditures 912,952 Capital Improvement Program Expenditures Housing 33,864 536 Table of Contents-Part III SCHEDULE 39 (Continued) GRANTS SUMMARY FOR THE BUDGET YEAR ENDING JUNE 30, 2022 (In Thousands of Dollars) Neighborhood Services 12,306 Parks, Recreation & Mountain Preserves 88 Public Transit 78,801 Capital Improvement Program Expenditures 125,058 Total Expenditures 1,038,010 Ending Fund Balance 21,745 537 Table of Contents-Part III SCHEDULE 40 AVIATION SUMMARY FOR THE BUDGET YEAR ENDING JUNE 30, 2022 (In Thousands of Dollars) Beginning Fund Balance 378,413 Revenues Charges for Services 272,635 Concessions 112,246 Federal and State Grants 1,178 Interest Revenue 5,711 Other Revenues 1,677 Rentals 19,098 Total Revenues 412,546 Expense Recoveries 1,781 Expense Recoveries 1,781 Transfer-In from Capital Funds (Aviation Bonds) 14,975 Transfer-In from Capital Funds (Customer Facility Charges) 17,601 Transfer-In from General Funds (General Fund) Transfer-In from Special Revenue Funds (Other Restricted) Interfund Transfers In 125 47 32,747 Transfer-Out to Debt Service Funds (City Improvement) Transfer-Out to General Funds (General Fund) (173) (10,117) Interfund Transfers (Out) (10,290) Net Other Sources and Uses 24,238 Total Resources 815,197 Operating Departments Expenditures Information Technology Services 286 Finance 361 Aviation 352,246 Community and Economic Development 75 Contingencies 20,000 Operating Departments Expenditures 372,968 Capital Improvement Program Expenditures Public Art Program 6 Aviation 126,448 Information Technology 539 Capital Improvement Program Expenditures 126,993 Debt Service Expenditures Debt Service 87,281 Debt Service Expenditures 87,281 538 Table of Contents-Part III SCHEDULE 40 (Continued) AVIATION SUMMARY FOR THE BUDGET YEAR ENDING JUNE 30, 2022 (In Thousands of Dollars) Total Expenditures 587,242 Ending Fund Balance 227,955 539 Table of Contents-Part III SCHEDULE 41 CONVENTION CENTER SUMMARY FOR THE BUDGET YEAR ENDING JUNE 30, 2022 (In Thousands of Dollars) Beginning Fund Balance 32,544 Revenues Charges for Services 2,149 Concessions 11,863 Interest Revenue 800 Other Revenues 386 Rentals 3,601 Total Revenues 18,800 Expense Recoveries 61 Expense Recoveries 61 Transfer-In from Special Revenue Funds (Excise Tax) Interfund Transfers In 57,196 57,196 Transfer-Out to Debt Service Funds (City Improvement) Transfer-Out to General Funds (General Fund) Transfer-Out to Special Revenue Funds (Other Restricted) Transfer-Out to Trust/Gift Funds (Trust Funds) (27) (3,044) (172) (558) Interfund Transfers (Out) (3,801) Net Other Sources and Uses 53,456 Total Resources 104,800 Operating Departments Expenditures Phoenix Convention Center 45,376 Community and Economic Development 504 Contingencies 3,000 Operating Departments Expenditures 48,880 Capital Improvement Program Expenditures Phoenix Convention Center 15,412 Information Technology 68 Capital Improvement Program Expenditures 15,480 Debt Service Expenditures Debt Service 20,763 Debt Service Expenditures 20,763 Total Expenditures 85,123 Ending Fund Balance 19,677 540 Table of Contents-Part III SCHEDULE 42 SOLID WASTE SUMMARY FOR THE BUDGET YEAR ENDING JUNE 30, 2022 (In Thousands of Dollars) Beginning Fund Balance 17,984 Revenues Charges for Services 190,449 Interest Revenue 501 Other Revenues (1,526) * Rentals 326 Sales of Goods and Assets 120 Total Revenues 189,870 Expense Recoveries 268 Expense Recoveries 268 Transfer-Out to Capital Funds (Capital Reserves) Transfer-Out to Debt Service Funds (City Improvement) Transfer-Out to General Funds (General Fund) (1,250) (176) (8,376) Interfund Transfers (Out) (9,802) Net Other Sources and Uses (9,534) Total Resources 198,320 Operating Departments Expenditures Information Technology Services 208 Solid Waste Disposal 170,439 Contingencies 1,000 Operating Departments Expenditures 171,647 Capital Improvement Program Expenditures Facilities Management 99 Information Technology 285 Solid Waste Disposal 9,344 Water 1,550 Capital Improvement Program Expenditures 11,278 Debt Service Expenditures Debt Service 15,227 Debt Service Expenditures 15,227 Total Expenditures 198,151 Ending Fund Balance 169 * The negative revenue estimate is due to anticipated bad debt write-offs in 2021-22. 541 Table of Contents-Part III SCHEDULE 43 WASTEWATER SUMMARY FOR THE BUDGET YEAR ENDING JUNE 30, 2022 (In Thousands of Dollars) Beginning Fund Balance 154,491 Revenues Charges for Services 233,341 Interest Revenue 3,611 Other Revenues 4,469 Rentals 20 Sales of Goods and Assets 13,256 Total Revenues 254,696 Expense Recoveries 1,222 Expense Recoveries 1,222 Transfer-In from Enterprise Funds (Wastewater) Interfund Transfers In 30,004 30,004 Transfer-Out to Debt Service Funds (City Improvement) (70) Transfer-Out to Enterprise Funds (Wastewater) (30,004) Transfer-Out to General Funds (General Fund) (17,638) Interfund Transfers (Out) (47,712) Net Other Sources and Uses (16,486) Total Resources 392,701 Operating Departments Expenditures Finance 636 Water Services 115,170 Human Services 155 Contingencies 12,500 Operating Departments Expenditures 128,461 Capital Improvement Program Expenditures Facilities Management 150 Information Technology 264 Wastewater 69,595 Water 1,650 Capital Improvement Program Expenditures 71,659 Debt Service Expenditures Debt Service 71,389 Debt Service Expenditures 71,389 Total Expenditures 271,510 Ending Fund Balance 121,191 542 Table of Contents-Part III SCHEDULE 44 WATER SUMMARY FOR THE BUDGET YEAR ENDING JUNE 30, 2022 (In Thousands of Dollars) Beginning Fund Balance 155,847 Revenues Charges for Services 25,402 Interest Revenue 8,317 Other Revenues (3,619) * Rentals 50 Sales of Goods and Assets 457,547 Total Revenues 487,697 Expense Recoveries 2,099 Expense Recoveries 2,099 Transfer-In from Enterprise Funds (Water) 17,339 Transfer-In from Special Revenue Funds (Other Restricted) Interfund Transfers In 398 17,737 Transfer-Out to Debt Service Funds (City Improvement) (100) Transfer-Out to Enterprise Funds (Water) (17,339) Transfer-Out to General Funds (General Fund) (28,664) Interfund Transfers (Out) (46,103) Net Other Sources and Uses (26,267) Total Resources 617,277 Operating Departments Expenditures City Manager's Office 222 Information Technology Services 243 Finance 1,096 Environmental Programs 431 Water Services 247,444 Community and Economic Development 31 Human Services 225 Contingencies 12,000 Operating Departments Expenditures 261,694 Capital Improvement Program Expenditures Public Art Program 245 Facilities Management 210 Information Technology 360 Water 124,540 Capital Improvement Program Expenditures 125,355 Debt Service Expenditures Debt Service 153,620 543 Table of Contents-Part III SCHEDULE 44 (Continued) WATER SUMMARY FOR THE BUDGET YEAR ENDING JUNE 30, 2022 (In Thousands of Dollars) Debt Service Expenditures 153,620 Total Expenditures 540,668 Ending Fund Balance 76,609 * The negative revenue estimate is primarily due to anticipated bad debt write-offs in 2021-22. 544 Table of Contents-Part III Official State Budget Forms Table of Contents-Part III CITY OF PHOENIX, ARIZONA Summary Schedule of Estimated Revenues and Expenditures/Expenses Fiscal Year 2021-22 (In Thousands) S c h Fiscal Year FUNDS General Fund Special Revenue Fund Debt Service Fund Capital Projects Enterprise Funds Available Fund Reappropriation Funds Total All Funds 2021 Adopted/Adjusted Budgeted Expenditures/Expenses* E 1,476,913 1,727,285 129,497 2,599,180 1,686,765 2,213,434 9,833,074 2021 Actual Expenditures/Expenses** E 1,377,249 1,431,408 128,846 979,440 1,410,629 1,435,601 6,763,173 2022 Fund Balance/Net Position at July 1*** 244,765 567,054 100 633,566 739,279 2,341,651 4,526,415 2022 Primary Property Tax Levy B 2022 Secondary Property Tax Levy B 2022 Estimated Revenues Other than Property Taxes C 194,252 2,897,357 4,397 467,229 1,363,608 4,926,843 2022 Other Financing Sources D 1,000 1,074 650 700,000 5,431 708,155 2022 Other Financing (Uses) D 2022 Interfund Transfers In D 1,117,024 595,203 5,379 20,285 137,684 1,875,575 2022 Interfund Transfers (Out) D 140,717 1,571,947 44,611 117,708 1,874,983 2022 Reduction for Amounts Not Available: 1,607,618 2,488,741 129,815 1,776,469 2,128,294 2,341,651 10,472,588 1,607,618 2,206,494 129,714 1,157,566 1,682,695 2,341,651 9,125,738 2021 7,619,640 $ (1,447,661) 6,171,979 2022 6,784,087 1,451,623 8,235,710 6,171,979 9,833,074 8,235,710 9,125,738 191,294 191,294 119,289 119,289 LESS: Amounts for Future Debt Retirement: Future Capital Projects Maintained Fund Balance for Financial Stability 2022 Total Financial Resources Available 2022 Budgeted Expenditures/Expenses E EXPENDITURE LIMITATION COMPARISON 1. Budgeted expenditures/expenses 2. Add/subtract: estimated net reconciling items 3. Budgeted expenditures/expenses adjusted for reconciling items 4. Less: estimated exclusions 5. Amount subject to the expenditure limitation 6. EEC expenditure limitation * ** *** $ $ $ $ $ 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). SCHEDULE A 546 Table of Contents-Part III CITY OF PHOENIX, ARIZONA Tax Levy and Tax Rate Information Fiscal Year 2021-22 (In Thousands) 1. Maximum allowable primary property tax levy. A.R.S. §42-17051(A) $ 2. Amount received from primary property taxation in the current year in excess of the sum of that year's maximum allowable primary property tax levy. A.R.S. §42-17102(A)(18) $ 3. Property tax levy amounts A. Primary property taxes B. Secondary property taxes C. Total property tax levy amounts $ $ 4. Property taxes collected* A. Primary property taxes (1) Current year's levy (2) Prior years’ levies (3) Total primary property taxes B. Secondary property taxes (1) Current year's levy (2) Prior years’ levies (3) Total secondary property taxes C. Total property taxes collected $ $ $ $ $ 2020-21 2021-22 185,429 $ 193,314 181,767 114,741 296,508 $ 193,225 120,494 313,719 $ 179,950 1,261 181,211 113,594 868 114,462 295,673 5. Property tax rates A. City/Town tax rate (1) Primary property tax rate 1.3055 1.3055 (2) Secondary property tax rate 0.8241 0.8141 (3) Total city/town tax rate 2.1296 2.1196 B. Special assessment district tax rates Secondary property tax rates - As of the date the proposed budget was prepared, the city/town was operating zero 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. * The 2021-22 planned primary and secondary levies are $193,225,455 and $120,493,943, respectively. Historically, actual property tax collections have been slightly lower than the amount levied. For 2021-22, actual collections for primary and secondary property taxes are estimated to be $191,294,000 and $119,289,000, or 99% of the levy amount. ** 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. SCHEDULE B 547 Table of Contents-Part III CITY OF PHOENIX, ARIZONA Revenues Other Than Property Taxes Fiscal Year 2021-22 (In Thousands) ESTIMATED REVENUES 2020-21 SOURCE OF REVENUES ACTUAL REVENUES * 2020-21 ESTIMATED REVENUES 2021-22 GENERAL FUND Intergovernmental County Vehicle License Tax $ 71,743 $ 75,200 $ 79,100 $ 37,875 1,400 1,808 15,481 6,684 20,365 $ 30,371 1,400 1,387 12,975 6,145 18,484 $ 33,500 1,500 1,497 13,108 6,481 21,644 $ 6,133 758 771 2,512 2,670 $ 5,949 427 450 1,375 1,933 $ 5,949 467 450 1,375 2,166 Interest on investments Interest on investments $ 9,420 $ 5,410 $ 5,550 Contributions SRP In-Lieu Taxes $ 1,987 $ 2,010 $ 2,010 Coronavirus Relief Fund $ - $ 109,225 $ - $ 6,899 7,559 768 10,120 $ 5,674 3,461 204 9,600 $ 5,279 4,093 483 9,600 Total General Fund $ 204,953 $ 291,680 $ 194,252 115,980 29,144 1,160 146,284 $ 113,312 28,807 760 142,879 $ 118,834 30,126 755 149,715 Charges for services Fire Emergency Transportation Services Hazardous Materials Inspection Fee Planning Police Street Transportation Other Service Charges Fines and forfeits Moving Violations Parking Violations Driving While Intoxicated Defensive Driving Program Other Receipts Miscellaneous Miscellaneous Parks and Recreation Libraries Cable Communications SPECIAL REVENUE FUNDS Highway User Revenue Fund Incorporated Cities Share 300,000 Population Share Interest/Other $ $ SCHEDULE C 548 $ $ Table of Contents-Part III CITY OF PHOENIX, ARIZONA Revenues Other Than Property Taxes Fiscal Year 2021-22 (In Thousands) SOURCE OF REVENUES Excise Tax Fund Local Taxes Stormwater Jet Fuel License & Permits State Sales Tax State Income Tax Neighborhood Protection 2007 Public Safety Expansion Public Safety Enhancement Parks and Preserves Transportation 2050 Capital Construction Sports Facilities Convention Center Other Special Revenue Funds Neighborhood Protection 2007 Public Safety Expansion Parks and Preserves Transportation 2050 Capital Construction Sports Facilities Development Services Regional Transit Community Reinvestment Impact Fee Administration Regional Wireless Cooperative Golf Court Awards Other Restricted Funds Court Special Fees Vehicle Impound Program Other Restricted Funds Affordable Housing Program Federal Funds Public Housing Human Services Federal Transit Administration Community Development Criminal Justice/Public Safety Other Federal & State Grants ESTIMATED REVENUES 2020-21 $ 503,367 5,040 769 6,010 174,072 241,167 36,539 73,083 22,789 36,539 249,230 8,239 20,558 60,050 1,437,452 $ $ $ $ $ $ $ $ 1,328 1,293 33,317 6,590 42,528 $ $ Total Special Revenue Funds $ 2,559,356 549 $ 637 607 2,242 43,468 300 4,412 72,140 41,124 5,987 625 5,167 6,274 5,760 188,743 108,895 58,963 180,911 53,375 10,936 331,269 744,349 SCHEDULE C ACTUAL REVENUES * 2020-21 $ $ $ 525,063 5,037 741 5,302 189,898 240,237 38,258 76,517 26,808 38,259 261,183 7,790 10,877 50,420 1,476,390 3,433 8,146 1,627 15,855 45 4,313 69,500 27,828 5,938 515 5,543 8,439 5,608 156,790 ESTIMATED REVENUES 2021-22 $ $ $ 547,397 5,087 744 5,571 197,945 219,316 40,214 80,428 24,706 40,214 274,395 7,370 15,578 57,196 1,516,161 $ 405 321 1,852 27,973 222 4,240 71,428 38,945 5,863 525 5,515 6,794 5,296 169,379 868 $ 1,270 21,822 (4,455) 19,505 $ 851 1,270 22,427 6,550 31,098 $ 109,733 96,447 142,349 41,795 14,769 135,989 541,082 $ $ 105,745 86,581 240,756 70,581 18,876 508,465 1,031,004 $ 2,336,646 $ 2,897,357 Table of Contents-Part III CITY OF PHOENIX, ARIZONA Revenues Other Than Property Taxes Fiscal Year 2021-22 (In Thousands) ESTIMATED REVENUES 2020-21 SOURCE OF REVENUES ACTUAL REVENUES * 2020-21 ESTIMATED REVENUES 2021-22 DEBT SERVICE FUNDS Secondary Property Tax $ 4,611 $ 4,621 $ 4,397 Total Debt Service Funds $ 4,611 $ 4,621 $ 4,397 $ 701,709 27,763 88,061 51,198 63,700 $ 244,522 33,899 45,086 27,595 82,429 35,970 $ 189,542 34,721 77,959 46,246 118,761 - Total Capital Projects Funds $ 932,431 $ 469,501 $ 467,229 $ 27,331 175,132 425,915 479,782 249,814 $ 3,557 182,178 426,477 502,979 253,208 $ 18,800 189,869 412,547 487,696 254,696 Total Enterprise Funds $ 1,357,974 $ 1,368,399 $ 1,363,608 TOTAL ALL FUNDS $ 5,059,325 $ 4,470,847 $ 4,926,843 CAPITAL PROJECTS FUNDS Capital Grants Joint Ventures Passenger Faciltiy Charges Customer Faciltiy Charges Federal, State and Other Participation ** Other Capital Funds ENTERPRISE FUNDS Convention Center Solid Waste Aviation Water System Wastewater System * 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. ** Previously reported as "Other Capital Funds". SCHEDULE C 550 Table of Contents-Part III CITY OF PHOENIX, ARIZONA Other Financing Sources/ and Interfund Transfers Fiscal Year 2021-22 (In Thousands) FUND GENERAL FUND General Fund Parks and Recreation Library Cable Communications OTHER FINANCING 2021-22 SOURCES $ Total General Fund $ SPECIAL REVENUE FUNDS Excise City Improvement Neighborhood Protection 2007 Public Safety Expansion Public Safety Enhancement Parks and Preserves Capital Construction Court Awards Transportation 2050 Development Services Highway User Revenue Sports Facilities Regional Transit Regional Wireless Cooperative Other Restricted Community Reinvestment Grant Funds 1,000 1,000 $ $ INTERFUND TRANSFERS 2021-22 IN $ $ $ $ $ 1,021,547 93,358 2,119 $ 1,117,024 $ 140,717 $ 1,516,161 1,026 753 1,423 416 193 2,546 6,431 71,447 40,214 80,428 24,706 40,369 7,370 236 2 274,396 14 691 1 14 9 32 1 74 Total Special Revenue Funds $ 21,192 4,440 892 15,415 16,604 34,824 4,845 7,541 2,221 274 1,074 $ $ 595,203 $ $ 650 $ $ 5,379 $ Total Debt Service Funds $ 650 $ $ 5,379 $ $ $ DEBT SERVICE FUNDS Secondary Property Tax CAPITAL PROJECTS FUNDS Aviation Bonds Capital Reserves Water Bonds Other Bonds Transportation 2050 Bonds Customer Facility Charges $ 131,740 $ 1,571,947 19,259 14,975 9 1,026 1,026 200,000 500,000 28,601 Total Capital Projects Funds $ 700,000 $ $ 20,285 $ 44,611 1,781 2,099 1,222 268 61 $ $ 32,747 17,737 30,004 $ 10,290 46,103 47,712 9,802 3,801 Total Enterprise Funds $ 5,431 $ $ 137,684 $ 117,708 TOTAL ALL FUNDS $ 708,155 $ $ 1,875,575 $ 1,874,983 ENTERPRISE FUNDS Aviation Water Wastewater Solid Waste Convention Center $ 57,196 SCHEDULE D 551 Table of Contents-Part III CITY OF PHOENIX, ARIZONA Expenditures/Expenses by Fund Fiscal Year 2021-22 (In Thousands) ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2020-21 FUND/DEPARTMENT GENERAL FUND General: General Government Criminal Justice Public Safety Transportation Community Development Community Enrichment Environmental Services Contingencies Unassigned Vacancy Savings Capital Budget $ Parks and Recreation Operating Contingencies Capital 150,096 37,540 944,681 20,762 24,761 26,837 18,799 55,596 (18,600) 18,688 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2020-21 $ 101,808 30,000 (200) (5,200) 2,800 400 ACTUAL EXPENDITURES/ EXPENSES* 2020-21 $ 3,200 161,835 36,684 920,821 23,186 25,056 26,744 21,670 10,000 10,300 (8,677) 27,551 (3,200) 95,701 3,200 3,000 BUDGETED EXPENDITURES/ EXPENSES 2021-22 $ 168,223 39,858 999,730 23,476 29,344 29,069 24,482 123,219 (11,000) 24,052 108,229 945 Library Operating Capital 40,896 955 40,026 955 43,865 955 Cable Communications 2,794 2,696 3,169 Total General Fund $ SPECIAL REVENUE FUNDS 1,425,613 $ $ 51,300 $ Arizona Highway User Revenue Operating Capital 81,659 87,484 Capital Construction Operating Capital $ 1,377,249 $ 1,607,618 $ 81,714 71,585 89,856 85,482 167 21,570 140 9,253 140 20,380 City Improvement 74,837 58,706 70,421 Community Reinvestment Operating Capital 1,931 6,604 2,181 2,470 2,128 7,734 5,760 4,393 5,464 Development Services Operating Contingencies Capital 67,555 5,000 14,862 66,475 11,713 74,906 7,000 4,451 Federal Community Development Operating Capital 42,697 10,678 40,890 1,978 58,187 12,394 148,089 69 502,000 10,225 Court Awards Operating Capital Federal & State Grants Operating Capital 327,486 Federal Transit SCHEDULE E 552 1,700 (1,700) $ 300 (300) (124,700) 100 Table of Contents-Part III CITY OF PHOENIX, ARIZONA Expenditures/Expenses by Fund Fiscal Year 2021-22 (In Thousands) ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2020-21 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2020-21 ACTUAL EXPENDITURES/ EXPENSES* 2020-21 BUDGETED EXPENDITURES/ EXPENSES 2021-22 Operating Capital 98,178 82,732 4,300 (4,300) 100,458 41,891 161,955 78,801 Golf Course Operating Capital 5,604 593 2,000 1,300 7,364 1,793 6,224 HOPE VI Grant Operating Capital 4,975 9,745 4,388 5,370 9,745 Human Services Grants 58,963 96,447 86,581 Neighborhood Protection Operating Capital 40,707 39,700 45,671 Other Restricted Funds Fees and Contributions Capital 61,948 15,747 52,701 7,708 66,468 12,718 Parks and Preserves Operating Capital 6,251 68,566 5,929 28,178 6,479 66,212 Public Housing Operating Capital 105,249 14,969 101,045 5,198 98,858 13,894 Public Safety Enhancement Operating Capital 30,294 28,896 30,482 Public Safety Expansion Operating Capital 81,177 900 82,043 96,706 Public Transit (RPTA) Operating Capital 15,364 18,710 300 (300) 15,364 8,997 24,998 13,961 Regional Wireless Cooperative 5,118 900 5,947 5,485 Sports Facilities Operating Contingencies Capital 3,173 20,000 7,060 3,120 2,690 20,000 2,393 Transportation 2050 Operating Contingencies Capital 163,905 4,000 107,267 FUND/DEPARTMENT $ Total Special Revenue Funds $ DEBT SERVICE FUNDS Secondary Property Tax and G.O. $ Total Debt Service Funds $ CAPITAL PROJECTS FUNDS 1,778,585 129,497 129,497 SCHEDULE E 553 39,500 400 7,060 (40,000) 120,323 68,300 167,201 $ $ $ (51,300) $ $ $ $ $ 1,431,408 128,846 128,846 $ $ $ $ 87,311 4,000 308,724 2,206,494 129,714 129,714 Table of Contents-Part III CITY OF PHOENIX, ARIZONA Expenditures/Expenses by Fund Fiscal Year 2021-22 (In Thousands) ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2020-21 FUND/DEPARTMENT Arts and Cultural Facilities Aviation Economic Development Facilities Management Finance Fire Protection Housing Human Services Information Technology Libraries Neighborhood Services Non-Departmental Capital Parks, Recreation and Mtn Preserves Phoenix Convention Center Police Protection Public Art Program Public Transit Regional Wireless Cooperative Solid Waste Disposal Street Transportation and Drainage Wastewater Water $ $ ACTUAL EXPENDITURES/ EXPENSES* 2020-21 $ 2,599,180 $ $ 7,218 63,678 530 1,780 $ $ $ 979,440 479,478 Convention Center Operating Contingencies Capital 80,325 3,000 14,706 69,642 Solid Waste Operating Contingencies Capital 176,097 1,000 9,833 173,946 Wastewater Operating Contingencies Capital 187,595 3,500 32,262 183,026 Water Operating Contingencies Capital 373,106 12,000 89,733 366,701 General General Government 1,686,765 $ 13,262 SCHEDULE E 554 24,412 4,455 70,579 6,001 21,611 163,821 179,044 275,108 $ 440,249 20,000 126,993 30,820 66,643 3,000 15,480 5,344 185,874 1,000 11,278 8,138 187,351 12,500 71,659 32,039 403,313 12,000 125,355 61,496 $ $ $ $ 1,157,566 $ 557,457 20,000 126,151 Total Enterprise Funds $ 103,118 15,676 1,236 80,204 1,325 1,051 134,169 47,686 421,660 $ 902 222,906 9,197 8,000 25,870 11,949 600 9,651 4,666 4,647 1,207 Aviation Operating Contingencies Capital REAPPROPRIATION FUNDS BUDGETED EXPENDITURES/ EXPENSES 2021-22 115,714 95,659 1,676 20,271 12,116 600 13,395 8,530 53 102,792 17,573 1,780 11,016 5,736 976,241 7,325 21,553 144,125 281,408 511,633 Total Capital Projects Funds $ ENTERPRISE FUNDS 903 312,790 122,000 27,340 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2020-21 1,410,629 $ 1,682,695 $ 8,712 25,379 Table of Contents-Part III CITY OF PHOENIX, ARIZONA Expenditures/Expenses by Fund Fiscal Year 2021-22 (In Thousands) FUND/DEPARTMENT Criminal Justice Public Safety Transportation Environmental Services Community Development Community Enrichment Capital Improvements Library Community Enrichment Parks and Recreation Community Enrichment Cable Communications General Government Arizona Highway User Revenue Street and Highway purposes Aviation Transportation Capital Construction Capital Improvements City Improvement Operating Debt Service Community Reinvestment Community Development Court Awards Criminal Justice Development Services Community Development Federal and State Grants Operating grants Federal Community Development Community Development Federal Transit Transportation Golf Community Enrichment HOPE Grant Community Development Human Services Community Enrichment Neighborhood Protection Public Safety Other Restricted Community Development Parks and Preserves Capital Improvements Phoenix Convention Center Community Enrichment Public Housing Community Development Public Safety Enhancement Funds Public Safety Public Safety Expansion Funds Public Safety Regional Transit Authority Transportation Regional Wireless Cooperative General Government Solid Waste Environmental Services Sports Facilities ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2020-21 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2020-21 ACTUAL EXPENDITURES/ EXPENSES* 2020-21 BUDGETED EXPENDITURES/ EXPENSES 2021-22 2,273 538 17,049 355 17,343 489 1,406 4,367 1,261 32,634 5,336 21,400 1,069 2,266 5,643 5,654 2,339 5,886 15,918 4,338 15,654 280 62 177 87,387 55,334 79,595 186,378 112,281 99,990 7,473 3,046 8,874 840 26,407 1,522 32,093 652 1,918 2,095 32 260 2,112 142 3,444 1,385 551 1,557 29,023 17,185 28,318 15,292 13,683 8,801 16,978 1,570 27,722 69,589 47,020 26,289 535 216 2,345 2,733 549 2,711 10,947 923 34,086 1,678 921 2,472 38,555 4,478 37,184 45,819 34,121 33,415 21,434 4,639 15,506 17,907 663 22,138 1,275 801 59 2,902 911 282 11,516 5,244 45,499 2,510 202 3,508 45,343 24,720 49,739 SCHEDULE E 555 Table of Contents-Part III CITY OF PHOENIX, ARIZONA Expenditures/Expenses by Fund Fiscal Year 2021-22 (In Thousands) FUND/DEPARTMENT Community Enrichment Transit 2000 Transportation Transportation 2050 Transportation Wastewater Environmental Services Water Environmental Services ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2020-21 Capital 1988 Parks, Recreation, Facilities, Library Bonds 2001 Educational, Youth and Cultural Facility Bonds 2001 Neighborhood Protection & Senior Center Bonds 2006 Affordable Housing & Neighborhood Bonds 2006 Library, Senior & Cultural Center Bonds 2006 Parks & Recreation Bonds 2006 Police and Fire Protection Bonds 2006 Police, Fire and Computer Technology Bonds 2006 Street & Storm Sewer Improvement Bonds Aviation Capital Capital Reserves City Improvement CPBC - Senior Lien Excise Tax Development Impact Fees Multi-City Wastewater Capital Public Housing Capital Regional Wireless Cooperative Capital Solid Waste Capital Streets Capital Transit Capital Wastewater Capital Water Capital Total Reappropriation Funds $ TOTAL ALL FUNDS $ EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2020-21 ACTUAL EXPENDITURES/ EXPENSES* 2020-21 BUDGETED EXPENDITURES/ EXPENSES 2021-22 6,021 5,785 34,974 282,597 75,670 42,277 89,437 115,874 72,488 117,200 3,963 68 371 207 5 3,294 110 557 7 476,041 692 56,721 18,720 20,906 32,039 148 6,002 2,240 16,036 65,473 139,979 323,512 3,527 9 48 153 5,322 15 34 131 3,294 69 2 5 366,889 425 29,849 9,658 17,874 30,023 5,240 32 7,349 623 127,383 2,213,434 9,833,074 (2,273) 318,481 800 105,059 7,050 34,822 43,204 109 362 364 53,418 1,369 8,438 48,721 115,823 257,467 $ $ $ $ 1,435,601 6,763,173 100,448 521,242 $ $ 2,341,651 9,125,738 * 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. SCHEDULE E 556 Table of Contents-Part III CITY OF PHOENIX, ARIZONA Expenditures/Expenses by Department Fiscal Year 2021-22 (In Thousands) DEPARTMENT/FUND ADOPTED BUDGETED EXPENDITURES/ EXPENSES EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED ACTUAL EXPENDITURES/ EXPENSES* BUDGETED EXPENDITURES/ EXPENSES 2020-21 2020-21 2020-21 2021-22 $ Community Development: Arizona Highway Users Revenue Aviation Community Development Community Reinvestment Convention Center Development Services Federal and State Grants General Hope VI Neighborhood Protection Other Restricted Public Housing Sports Facilities Water 15 75 50,843 8,535 588 82,053 8,988 24,761 14,594 400 14,521 120,128 2,786 31 Department Total $ 328,318 $ Community Enrichment: Arizona Highway Users Revenue Aviation Capital Construction Community Development Convention Center Federal and State Grants General Golf Course HOPE VI Human Services Grants Library Other Restricted Parks and Preserves Parks and Recreation Public Housing Sports Facilities Transportation 2050 Wastewater Water 2,301 72,290 18,825 27,181 6,197 126 58,963 41,851 5,695 74,817 101,808 89 5,205 783 155 225 Department Total $ 419,230 Criminal Justice: Federal and State Grants General Other Restricted $ $ (800) 27,000 10,800 (10) 400 $ 33,760 $ 20,000 3,000 5,000 $ $ 315,146 1,918 3 3,600 (10) 24,600 39,500 10 $ 71,000 $ $ $ $ 5,866 53,745 43,424 27,087 9,157 108 96,447 40,981 2,871 34,107 98,701 98 5,205 248 155 225 3,300 $ 40,516 $ 75 36,748 4,651 532 77,325 35,880 35,556 4,280 237 10,921 106,144 2,765 31 (3,630) 37,541 2,975 Department Total $ Contingencies: Aviation Convention Center Development Services 2,562 157 $ $ 420,348 130 (200) 110 36,684 2,956 (70) $ 39,749 $ 557 351,109 617 6 40 1,370 60,788 37,758 29,296 6,224 126 86,581 44,820 3,907 72,691 108,229 100 2,563 494 155 470 456,235 $ 39,858 3,265 $ $ SCHEDULE F 15 75 68,938 9,862 504 78,554 21,302 29,344 14,989 261 13,904 112,652 677 31 43,123 20,000 3,000 7,000 Table of Contents-Part III CITY OF PHOENIX, ARIZONA Expenditures/Expenses by Department Fiscal Year 2021-22 (In Thousands) ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2020-21 2020-21 BUDGETED EXPENDITURES/ EXPENSES 2021-22 123,219 945 1,000 20,000 4,000 12,500 12,000 1,000 20,000 4,000 3,500 12,000 Department Total $ 124,096 $ $ $ $ 10 70 200 (10) 147,070 314,329 667,147 $ General Government: Arizona Highway Users Revenue Aviation Cable Community Development Convention Center Court Awards Development Services Federal and State Grants General Other Restricted Regional Wireless Cooperative Solid Waste Sports Facilities Transportation 2050 Wastewater Water 236 1,180 2,794 231 82 165 342 1,879 136,065 2,483 5,118 473 639 331 858 1,508 Department Total $ 154,384 $ 5,594 25,281 944,681 40,308 40,283 $ 9,300 $ $ 28,600 30,000 900 59,530 $ 7,630 (5,300) (350) SCHEDULE F 558 643,455 163 831 2,696 254 68 86 129 30,470 165,920 2,419 5,947 346 606 77 776 1,471 30 $ $ 5 70 2 734 5,222 34,272 4,468 166,760 11 142,350 289,561 10 800 4,740 3,200 350 23 491 32,574 4,128 168,462 Department Total $ Public Safety: Court Awards Federal and State Grants General Neighborhood Protection Other Restricted ACTUAL EXPENDITURES/ EXPENSES* 2020-21 55,596 DEPARTMENT/FUND General Parks and Recreation Solid Waste Sports Facilities Transportation 2050 Wastewater Water Environmental Services: Aviation Capital Construction Convention Center Development Services Federal and State Grants General Other Restricted Solid Waste Transportation 2050 Wastewater Water EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED $ 212,261 4,307 32,883 920,841 39,463 31,626 203,664 $ 70 480 362 39,429 4,149 181,431 186,566 372,626 $ $ $ $ 785,114 252 1,186 3,169 273 68 58 323 2,550 175,521 2,424 5,485 493 159 290 900 1,921 195,071 5,406 34,222 1,001,310 45,410 45,701 Table of Contents-Part III CITY OF PHOENIX, ARIZONA Expenditures/Expenses by Department Fiscal Year 2021-22 (In Thousands) DEPARTMENT/FUND Public Safety Enhancement Public Safety Expansion Sports Facilities ADOPTED BUDGETED EXPENDITURES/ EXPENSES EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED ACTUAL EXPENDITURES/ EXPENSES* BUDGETED EXPENDITURES/ EXPENSES 2020-21 2020-21 2020-21 2021-22 30,293 81,177 1,604 Department Total $ 1,169,221 $ Transportation: Arizona Highway Users Revenue Aviation Capital Construction Federal and State Grants Federal Transit Authority General Other Restricted Transit - RPTA Transportation 2050 166,330 593,590 21,667 72 180,661 20,762 7,108 34,075 270,057 Department Total $ 1,294,322 Debt: Aviation City Improvement Convention Center Secondary Property Tax Solid Waste Wastewater Water $ Department Total $ Non-Departmental Aviation Convention Center Federal and State Grants Federal Transit Authority General** Other Restricted Solid Waste Water $ $ Department Total $ Reappropriation: 548,226 750 1,000 271,950 250 $ 2,880 $ 275,000 2,599,180 2,599,180 2,213,434 $ $ 100 2,800 28,100 $ (9,010) $ $ 40,000 40,010 1,025,880 30,482 96,706 1,685 $ $ $ 126,449 58,706 20,639 128,846 14,977 71,783 136,908 10 $ 1,141,663 151,218 382,936 9,323 170 142,349 23,186 5,149 24,362 287,188 (40,010) $ 558,308 1,260,923 174,453 478,694 20,410 30 240,756 23,476 5,836 38,959 395,252 1,377,867 87,281 70,421 20,763 129,714 15,227 71,389 153,620 $ 548,415 $ (217,400) 416,000 10,000 (8,677) (11,000) $ (207,400) $ (8,677) $ 405,000 $ $ $ $ $ $ 500 250 300 Department Total $ Capital: 87,856 74,837 21,070 129,497 16,745 71,775 146,446 28,896 82,043 1,604 900 SCHEDULE F 559 979,440 979,440 1,435,601 $ $ $ 1,157,566 1,157,566 2,341,651 Table of Contents-Part III CITY OF PHOENIX, ARIZONA Expenditures/Expenses by Department Fiscal Year 2021-22 (In Thousands) DEPARTMENT/FUND ADOPTED BUDGETED EXPENDITURES/ EXPENSES EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED ACTUAL EXPENDITURES/ EXPENSES* BUDGETED EXPENDITURES/ EXPENSES 2020-21 2020-21 2020-21 2021-22 Department Total $ 2,213,434 $ $ 1,435,601 $ 2,341,651 Total All Departments $ 9,833,074 $ $ 6,763,173 $ 9,125,738 * Includes actual expenditures/expenses recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated expenditures/expenses for the remainder of the fiscal year. ** In prior years, Unassigned Vacancy Savings were included in General Government General Funds. SCHEDULE F 560 Table of Contents-Part III CITY OF PHOENIX, ARIZONA Full-Time Employees and Personnel Compensation Fiscal Year 2021-22 (In Thousands) FUND Full-Time Equivalent (FTE) 2021-22 Employee Salaries and Hourly Costs 2021-22 GENERAL FUND General Library Parks and Recreation Cable Communications Total General Fund 7,457 389 931 19 8,796 $ SPECIAL REVENUE FUNDS Arizona Highway User Revenue Community Reinvestment Development Services Federal Community Development Federal and State Grants Golf Course HOPE VI Human Services Neighborhood Protection Other Restricted Parks and Preserves Public Safety Enhancement Public Safety Expansion Public Housing Regional Wireless Cooperative Transportation 2050 Total Special Revenue Funds 683 3 440 78 197 32 15 173 283 119 78 266 687 70 4 121 3,248 $ ENTERPRISE FUNDS Aviation Convention Center Solid Waste Wastewater Water Total Enterprise Funds 892 218 635 339 1,151 3,235 $ TOTAL ALL FUNDS 15,278 $ $ Retirement Costs 2021-22 664,737 19,582 42,357 1,732 728,409 $ 39,951 350 34,223 5,889 10,617 1,398 710 8,733 19,910 9,235 3,700 17,633 54,917 4,969 349 9,760 222,344 $ $ $ $ $ 55,007 11,584 37,542 21,822 73,345 199,300 $ 1,150,053 $ 14,168 106 10,575 1,778 4,455 226 151 2,837 13,574 2,881 911 8,800 34,689 1,507 93 3,202 99,953 $ $ 89,864 3,472 11,920 2,818 24,399 132,471 $ 571,368 SCHEDULE G 561 Healthcare Costs 2021-22 324,008 4,222 10,199 514 338,944 $ $ $ 98,005 2,332 7,039 199 107,575 8,536 28 5,719 1,013 1,984 98 147 1,904 2,731 1,504 601 2,554 7,609 890 48 1,445 36,812 $ 11,660 1,902 8,314 4,507 14,595 40,978 $ 185,365 Total Estimated Personnel Compensation 2021-22 Other Benefit Costs 2021-22 $ $ $ $ $ 102,697 3,360 7,344 347 113,748 8,382 62 6,082 1,143 1,933 207 199 1,787 2,702 1,802 717 2,752 7,179 916 78 1,998 37,941 = = = = = 1,189,447 29,495 66,940 2,793 1,288,675 71,037 546 56,598 9,823 18,989 1,930 1,207 15,261 38,918 15,422 5,929 31,740 104,394 8,283 569 16,404 397,051 $ 12,140 2,450 6,581 4,326 15,094 40,591 = 168,671 19,408 64,356 33,472 127,433 413,341 $ 192,281 = 2,099,067 Table of Contents-Part III Table of Contents-Part III Ordinances Table of Contents-Part III Table of Contents-Part III 565 Table of Contents-Part III WHEREAS, due notice has been given by the City Clerk as required by law, the said tentative budget is on file and open to inspection by anyone interested; and WHEREAS, in accordance with law and following due public notice the Council met on the 16th day of June, 2021, at which meeting any taxpayer was privileged to appear and be heard in favor of or against any of the proposed expenditures or tax levies; and WHEREAS, publication has been duly made as required by law, of said estimates together with a notice that the City Council will meet on the 1st day of July, 2021, at the hour of 10:00 a.m. in the City Council Chambers of the City of Phoenix, 200 West Jefferson St., Phoenix, Arizona for the purpose of making tax levies as set forth in said estimates; and WHEREAS, the sums to be raised by primary taxation, as specified herein, do not in the aggregate amount exceed that amount as computed pursuant to A.R.S. § 42-17102; NOW THEREFORE, BE IT ORDAINED BY THE COUNCIL OF THE CITY OF PHOENIX as follows: SECTION 1. The City Council has determined and adopted the following estimates of the proposed expenditures therein named and set forth for the conduct of the business of the City government of the City of Phoenix for the fiscal year beginning July 1, 2021, and ending June 30, 2022, and that the same shall constitute the official annual budget of the City for said fiscal year. Ordinance S-4 7661 566 Table of Contents-Part III CITY OF PHOENIX, ARIZONA PURPOSES OF PROPOSED PUBLIC EXPENSE Amount of Appropriation 2021-2022 Purpose GENERAL FUNDS General Government Public Safety Criminal Justice Transportation Community Development Community Enrichment Environmental Services Contingencies Unassigned Vacancy Savings Capital Improvements $168,222,524 999,730,206 39,858,267 23,476,431 29,344,401 29,069,292 24,481,917 123,219,420 (11,000,000) 24,052,012 $1,450,454.470 Total General Funds PARKS AND RECREATION FUNDS Parks and Recreation Operations and Maintenance. $108,229,050 945,000 Contingencies Total Parks and Recreation Funds $109,174,050 LIBRARY FUNDS Library Operations and Maintenance, and Capital Improvements. $44,820,358 CABLE COMMUNICATION FUNDS Cable Communication Operations and Maintenance. ARIZONA HIGHWAY USER REVENUE FUNDS Street Maintenance, Major Street Improvements, Traffic Improvements and other Street Improvements. AVIATION FUNDS Aviation Operations and Maintenance, Debt Service and Capital Improvement Expenditures. $3,168,877 $11_5,337,671_ $567,241,921 Ordinance S-47661 567 Table of Contents-Part III Amount of Appropriation 2021-2022 Purpose Contingencies 20,000,000 Total Aviation Funds $587,241,921 CAPITAL CONSTRUCTION FUNDS Capital Improvements in the Street Transportation and Environmental Programs, and related Operations and Maintenance. CITY IMPROVEMENT FUND Debt Service Payments for Transit Facilities and Improvements; Vehicles; Downtown Arena; Municipal Court Building; IGC/TGen Facility; City Hall; Public Safety Communication Systems; Property Acquisitions; Security Access Control; Adams Street and Other Garages; LED Streetlight Conversion; Telephone System and Data Network Replacement; Street Improvements; Amphitheater; Personnel Building; Elevator Rehabilitation; ASU College of Nursing; Police Training Academy and Precincts; City Technology Upgrades; Local Alcohol Rehabilitation Center; Miscellaneous Redevelopment Projects; Other Equipment, Office, Service and Training Facilities and Improvements. COMMUNITY REINVESTMENT FUNDS Community Reinvestment Operations and Maintenance, and Capital Improvement Expenditures. COURT AWARD FUNDS Criminal Justice Programs. $20,519.777 $70,420,934 $9,862,269 $5,463,755 DEVELOPMENT SERVICES FUNDS Development Services Operations and Maintenance, and Capital Improvement Expenditures. $79,357,250 7,000,000 Contingencies $86,357,250 Total Development Services Funds Ordinance S-47661 568 Table of Contents-Part III Amount of Appropriation 2021-2022 Purpose FEDERAL COMMUNITY DEVELOPMENT FUNDS Community Development Program. $70,581,150 FEDERAL OPERATING TRUST FUNDS Federal and State Grant Programs. $512,224,775 FEDERAL TRANSIT FUND Transit Operations and Maintenance, and Capital Improvement Expenditures. $240,755.810 GOLF COURSE FUNDS Golf Course Operations and Maintenance, and Capital Improvement Expenditures. $6,223,650 HOPE VI FEDERAL GRANT FUNDS $15,115,075 HUMAN SERVICES FEDERAL TRUST FUNDS Human Services Program. $86,581,471_ NEIGHBORHOOD PROTECTION FUNDS Eligible Police, Fire, and Block Watch Operations and Maintenance Expenditures Funded with Privilege License and Excise Taxes in accordance with Ordinance G-3696. OTHER RESTRICTED FUNDS Other Restricted Funds Operations and Maintenance, and Capital Improvement Expenditures. PARKS AND PRESERVES FUNDS Parks and Preserves Operations and Maintenance, and Capital Improvement Expenditures Funded with Privilege License and Excise Taxes in accordance with the Phoenix Parks and Preserves initiative approved by the Phoenix voters in a ballot measure on May 20, 2008. PHOENIX CONVENTION CENTER FUNDS Phoenix Convention Center Operations and Maintenance, Debt Service, and Capital Improvement Expenditures. $45,671,187 $79,185,939 $72,691,141. $82,123,372 Ordinance S-47661 569 Table of Contents-Part III Amount of Appropriation 2021-2022 Purpose Contingencies 3,000,000 Total Phoenix Convention Center Funds $85,123,372 PUBLIC HOUSING FUNDS Public Housing Operations and Maintenance, and Capital Improvement Expenditures. $112,751,559 PUBLIC SAFETY ENHANCEMENT FUNDS Police, Fire, and Emergency Management Operations and Maintenance Expenditures Funded with Privilege License and Excise Taxes in accordance with Ordinance S-31877. PUBLIC SAFETY EXPANSION FUNDS Police and Fire Personnel and Service Expansion Funded with Privilege License and Excise Taxes in accordance with Ordinance G-4987. $30,481,955 $96,706,039 REGIONAL TRANSIT FUNDS Regional Transportation Operations and Maintenance, and Capital Improvement Expenditures. $38,959,335 REGIONAL WIRELESS COOPERATIVE FUNDS Operations and Maintenance of the Regional Wireless Cooperative. $5,484,955 SECONDARY PROPERTY TAX FUNDS Debt Service on and Early Redemption of Outstanding Bonds and Long-Term Obligations. $129,714,319 SOLID WASTE FUNDS Solid Waste Operations and Maintenance, Debt Service and Capital Improvement Expenditures. $197,151,493 1,000,000 Contingencies $198,151,493 Total Solid Waste Funds Ordinance S-47661 570 Table of Contents-Part III Amount of Appropriation 2021-2022 Purpose SPORTS FACILITIES FUNDS Sports Facilities Operations and Maintenance, and Capital Improvement Expenditures $5,082,877 Contingencies 20,000,000 Total Sports Facilities Funds $25,082,877 TRANSPORTATION 2050 FUNDS Transit and Streets Operations and Maintenance, and Capital Improvement Expenditures Funded with Privilege License and Excise Taxes in accordance with Ordinance G-6051. $396,035,691 4,000,000 Contingencies Total Transportation 2050 Funds $400,035,691_ WASTEWATER SYSTEM FUNDS Wastewater System Operations and Maintenance, Debt Service and Capital Improvement Expenditures. $259,010,031 12,500,000 Contingencies Total Wastewater Funds $271,510,031 WATER FUNDS Water System Operations and Maintenance, Debt Service and Capital Improvement Expenditures. $528,668,231 12,000,000 Contingencies $540,668,231_ Total Water Funds $5,626,521,387 TOTAL APPROPRIATIONS 2021-2022 SECTION 2. Upon the approval of the City Manager, funds may be transferred within purposes set forth in Section 1, or within the purposes of separately adopted portions of this budget. Ordinance S-47661 571 Table of Contents-Part III SECTION 3. Upon recommendation by the City Manager and with the approval of the City Council, expenditures may be made from the appropriation for contingencies. SECTION 4. In the case of an emergency, the City Council may authorize the transfer of funds between purposes set forth in Section 1, if funds are available and the transfer does not conflict with the limitations provided by law (A.R.S. § 42-17106). SECTION 5. The City Council may authorize appropriation increases, if funds are available, for purpose of expenditures that are exempt from the limitation provided in Article IX, Section 20, Constitution of Arizona. SECTION 6. Money from any fund may be used for any of these purposes set forth in Section 1, except money specifically restricted by State law or by City Charter or City ordinances and resolutions. PASSED by the City Council of the City of Phoenix this 16 th day of June 2021. MA!:ft: ATTEST: Ordinance S-47661 572 Table of Contents-Part III APPROVED AS TO FORM: Cris Meyer, City Attorney David Benton, Chief Counsel REVIEWED BY: PJB:efl:(LF21-0082):6-16-21 :2259767_ 1.docx Ordinance S-47661 573 Table of Contents-Part III Table of Contents-Part III 575 Table of Contents-Part III Appropriation Amount 2021-22 Purpose ARTS AND CULTURAL FACILITIES 2001 General Obligation Bonds $902,484 AVIATION Aviation Bonds, Capital Grants, Passenger Facility Charges $222,906,187 FACILITIES MANAGEMENT $9,197,423 Other Bonds, Other Capital FINANCE $8,000,000 Other Bonds Fl RE PROTECTION $25,869,988 Impact Fees, Other Bonds HOUSING $11,949,126 Capital Grants HUMAN SERVICES $600,000 2006 General Obligation Bonds INFORMATION TECHNOLOGY $9,650,699 Other Bonds LIBRARIES $4,666,283 Impact Fees Ordinance S-47690 576 Table of Contents-Part III Appropriation Amount 2021-22 Purpose NON-DEPARTMENTAL CAPITAL Customer Facility Charges, Federal, State and Other Participation, Passenger Facility Charges, Transportation 2050 Bonds, Water Bonds $103,117,628 PARKS, RECREATION & MOUNTAIN PRESERVES Capital Grants, Capital Reserves, Impact Fees $15,675,874 POLICE PROTECTION 2006 General Obligation Bonds, Capital Reserves, Impact Fees $24,412,000 PUBLIC ART PROGRAM Aviation Bonds, Passenger Facility Charges, Solid Waste Bonds, Wastewater Bonds, Water Bonds $4,455,255 PUBLIC TRANSIT $70,578,680 Capital Grants, Transportation 2050 Bonds REGIONAL WIRELESS COOPERATIVE $6,001,000 Other Cities' Share in Joint Ventures SOLID WASTE DISPOSAL Capital Reserves, Solid Waste Bonds, Solid Waste Remediation $21,610,760 Ordinance S-47690 577 Table of Contents-Part III Appropriation Amount 2021-22 Purpose STREET TRANSPORTATION & DRAINAGE 2006 General Obligation Bonds, Federal, State and Other Participation, Impact Fees, Transportation 2050 Bonds $163,820,559 WASTEWATER Impact Fees, Other Cities' Share in Joint Ventures, Wastewater Bonds $179,044,203 WATER Impact Fees, Other Cities' Share in Joint Ventures, Water Bonds TOTAL $275,107,856 $1,157,566,005 SECTION 3. Upon the approval of the City Manager, funds may be transferred within purposes set forth in Section 2. SECTION 4. The City Council may authorize appropriation increases, if funds are available, for purpose of expenditures that are exempt from the limitation provided in Article IX, Section 20, Constitution of Arizona. PASSED by the City Council of the City of Phoenix this 16 th day of June 2021. ATTEST: Denis Ordinance S- 4 7690 578 Table of Contents-Part III APPROVED AS TO FORM: Cris Meyer, City Attorney David Benton, Chief Counsel REVIEWED BY: PJB:efl:(LF21-1368):6-16-21 :2258529_ 1.docx Ordinance S-47690 579 Table of Contents-Part III Table of Contents-Part III 581 Table of Contents-Part III WHEREAS, State Budget Law, A . R S . § 42-17106, and as interpreted by the Attorney General, demands that no expenditures be made for a purpose not included in the budget, and no expenditure be made for any debt, obligation or liability incurred or created in any fiscal year in excess of the amount specified for each purpose in the budget for such fiscal year as finally adopted; and WHEREAS, it has become necessary to adopt a reappropriation and supplemental budget for sums to be expended in the fiscal year 2021-2022 from funds budgeted for the fiscal year 2020-2021 but remaining unexpended as of the close of the fiscal year on June 30, 2021. NOW THEREFORE, BE IT ORDAINED BY THE COUNCIL OF THE CITY OF PHOENIX as follows: SECTION 1. This Council has determined and adopted the following estimates of proposed capital and operating fund expenditures as hereinafter set forth presenting a reappropriation of items previously budgeted for the fiscal year 2020-2021 but remaining unexpended at the close of said fiscal year, and representing amounts encumbered by means of outstanding contracts as of the close of said fiscal year. That said amounts and the purposes therefore are set forth in the schedule below as follows: Ordinance S-47662 582 Table of Contents-Part III 2021-2022 REAPPROPRIATED FUNDS Fund Amount OPERATING FUNDS: General Funds General Government Criminal Justice Public Safety Transportation Environmental Services Community Development Community Enrichment Capital Improvements $25,379,000 1,261,000 32,634,000 5,336,000 21,400,000 1,069,000 2,266,000 5,643,000 Total General Funds $94,988,000 Parks and Recreation Funds Parks and Recreation Operations and Maintenance, and Capital Improvements. $15,654,000 Library Funds Library Operations and Maintenance, and Capital Improvements. $5,886,000 Cable Communication Funds Cable Communication Operations and Maintenance. $177,000 Arizona Highway User Revenue Funds Street Maintenance, Major Street Improvements, Traffic Improvements and Other Street Improvements. $79,595,000 Ordinance S-47662 583 Table of Contents-Part III Amount Fund Aviation Funds Aviation Operations and Maintenance, and Capital Improvements. $99,990,000 Capital Construction Funds Capital Improvements in Street Transportation and Drainage. City Improvement Operating Funds Debt Service Related Costs associated with City Improvement. $260,000 Community Reinvestment Funds $3,444,000 Community Reinvestment Program. Court Award Funds $1,557,000 Criminal Justice Program. Development Services Funds Development Services Operations and Maintenance, and Capital Improvements. $28,318,000 Federal Community Development Funds $27,722,000 Community Development Program. Federal Operating Trust Funds $8,801,000 Federal and State Grants. Ordinance S-4 7662 584 Table of Contents-Part III Fund Amount Federal Transit Funds $26,289,000 Federal Transit Grant Program. Golf Course Funds Golf Course Operations and Maintenance, and Capital Improvements. $2,345,000 HOPE VI Federal Grant Funds HOPE VI Program. $2,711,000 Human Services Federal Trust Funds $34,086,000 Human Services Program. Neighborhood Protection Funds Eligible Police, Fire and Blockwatch Operations and Maintenance Expenditures Funded with Privilege License and Excise Taxes in accordance with Ordinance G-3696. $2,472,000 Other Restricted Funds Other Restricted Funds Operations and Maintenance, and Capital Improvements. $37,184,000 Parks and Preserves Funds Parks and Preserves Operations and Maintenance, and Capital Improvement Expenditures Funded with Privilege License and Excise Taxes in accordance with the Phoenix Parks and Preserves initiative approved by the Phoenix voters in a ballot measure on May 20, 2008. $33,415,000 Ordinance S-4 7662 585 Table of Contents-Part III Amount Fund Phoenix Convention Center Funds Phoenix Convention Center Operations and Maintenance, and Capital Improvements. $15,506,000 Public Housing Funds Public Housing Operations and Maintenance, and Capital Improvements. Public Safety Enhancement Funds Police, Fire, and Emergency Management Operations and Maintenance Expenditures Funded with Privilege License and Excise Taxes in accordance with Ordinance S-31877. $59,000 Public Safety Expansion Funds Police and Fire Personnel and Service Expansion Funded with Privilege License and Excise Taxes in accordance with Ordinance G-4987. $282,000 Regional Transit Authority Funds Regional Transit Operations and Maintenance, and Capital Improvements. $45,499,000 Regional Wireless Cooperative Funds Regional Wireless Cooperative Operations and Maintenance. $3,508,000 Solid Waste Funds Solid Waste Operations and Maintenance, and Capital Improvements. $49,739,000 Ordinance S-47662 586 Table of Contents-Part III Fund Amount Sports Facilities Funds Sports Facilities Operations and Maintenance, and Capital Improvements. $5,785,000 Transportation 2050 Funds Transit and Streets Operations and Maintenance, and Capital Improvement Expenditures Funded with Privilege License and Excise Taxes in accordance with Ordinance G-6051. Wastewater System and Multi-City Wastewater Funds Wastewater System Operations and Maintenance, and Capital Improvements. $89,437,000 Water Funds Water System Operations and Maintenance, and Capital Improvements. $117,200,000 CAPITAL PROJECTS FUNDS: 1988 Parks, Recreation, Facilities, Library Bonds $5,322,000 2001 Educational, Youth and Cultural Facilities Bonds Funds $15,000 2001 Neighborhood Protection and Senior Center Bond Funds $34,000 2006 Affordable Housing & Neighborhood Bond Funds $131,000 2006 Parks & Recreation Bond Funds $5,240,000 2006 Police and Fire Protection Bond Funds $32,000 Ordinance S-.4 7662 587 Table of Contents-Part III Amount Fund Aviation Capital Funds $318,481,000 Capital Reserve Funds $800,000 $105,059,000 City Improvement Capital Funds Civic Plaza Building Corporation Funds $7,050,000 Development Impact Fee Funds $34,822,000 Multi-City Wastewater Capital Funds $43,204,000 Public Housing Capital Funds $109,000 Regional Wireless Cooperative Capital Funds $362,000 Solid Waste Capital Funds $364,000 Streets Capital Funds $53,418,00Q Wastewater Capital Funds $100,448,000 Water Capital Funds $521,242,000 $2,341,651,000 TOTAL SECTION 2. In case of an emergency, the City Council may authorize the transfer of funds between the purposes set forth in Section 1 above if the funds are available and the transfer does not conflict with the limitations provided by law under A.R.S. § 42-17106. SECTION 3. Money from any fund may be used for any of these purposes set forth hereinabove, except money specifically restricted by state law or by City Charter or City ordinances and resolutions. Ordinance S-47662 588 Table of Contents-Part III PASSED by the Council of the City of Phoenix this 16th day of June 2021. MAYOR ATTEST: APPROVED AS TO FORM: Cris Meyer, City Attorney David Benton, Chief Counsel REVIEWED BY: Ed Zuerc PJB:efl:(LF21-0083):6-16-21 :2259747_ 1.docx Ordinance S-47662 589 Table of Contents-Part III Table of Contents-Part III 591 Table of Contents-Part III 592 Table of Contents-Part III 593 Table of Contents-Part III 594 Table of Contents-Part III 595 Table of Contents-Part III Table of Contents Glossary of Terms Table of Contents Accrual Basis Accounting The most commonly used accounting method, which reports income when earned and expenses when incurred, as opposed to cash basis accounting, which reports income when received and expenses when paid. For the city's Annual &RPSUHKHQVLYH)LQDQFLDO5HSRUW3KRHQL[UHFRJQL]HVJUDQWUHYHQXHVRQDPRGLͤHGFDVKEDVLV*HQHUDOO\$FFHSWHG Accounting Principles (GAAP) recognizes grant revenues on an accrual basis. Annual Comprehensive Financial Report (ACFR) 2IͤFLDODQQXDOUHSRUWRIWKH&LW\RI3KRHQL[ZKLFKLQFOXGHVVWDWHPHQWVRIUHYHQXHH[SHQGLWXUHVDQGFKDQJHVLQIXQG balances. Appropriation $QDXWKRUL]DWLRQJUDQWHGE\WKH&LW\&RXQFLOWRPDNHH[SHQGLWXUHVDQGWRLQFXUREOLJDWLRQVIRUSXUSRVHVVSHFLͤHGLQWKH appropriation ordinances. Three appropriation ordinances are adopted each year: 1) the operating funds ordinance, 2) the capital funds ordinance, and 3) the re-appropriated funds ordinance. Arizona Highway User Revenue (AHUR) Various gas tax and vehicle licensing fees imposed and collected by the state and shared with cities and towns. This revenue must be used for street or highway purposes. ARPA American Rescue Plan Act (ARPA) signed into law to provide additional relief to address the continued impact of the COVID-19 pandemic on the economy, public health, state and local governments, individuals, and businesses. Asset Betterment An addition or change to a Capital Asset intended to prolong the life of the asset beyond its original design life, or to LQFUHDVHWKHIXQFWLRQDOLW\HIͤFLHQF\RUFDSDFLW\RIWKHDVVHWEH\RQGWKDWRILWVRULJLQDOGHVLJQRYHUDQGDERYHWKHUHVXOWVRI prescribed or routine maintenance. Audit $QLQGHSHQGHQWH[DPLQDWLRQRIDQGH[SUHVVLRQRIRSLQLRQRQWKHͤQDQFLDOVWDWHPHQWVRIDQHQWHUSULVHE\DQDSSRLQWHG auditor in pursuance of that appointment and in compliance with generally accepted accounting principles. Balanced Budget Arizona law (Title 42 Arizona Revised Statutes) and the City of Phoenix Charter (chapter XVIII) require the City Council to DQQXDOO\DGRSWDEDODQFHGEXGJHWE\SXUSRVHRISXEOLFH[SHQVH6WDWHODZGHͤQHVWKLVEDODQFHGEXGJHWDV̸WKHSULPDU\ property tax levy, when added together with all other available resources, must equal these expenditures.” Therefore, no *HQHUDO)XQGEDODQFHVFDQEHEXGJHWHGLQUHVHUYHIRUVXEVHTXHQWͤVFDO\HDUV,QVWHDGDQDPRXQWIRUFRQWLQJHQFLHVLV included in the budget each year. The charter further requires that “the total of proposed expenditures shall not exceed the total of estimated income and fund balances.” Base Budget Funding for ongoing expenditures for personnel, commodities, contractual services and replacement of existing equipment previously authorized. The base budget provides funding to continue previously authorized services and programs. Block Watch Fund This fund is the Block Watch portion of the Neighborhood Protection Fund. This fund is a portion of a voter-approved 0.1 percent sales tax increase approved in October 1993. Grant funds are awarded to communities for innovative methods to deter crime-related problems in their neighborhoods. The city disburses these funds through an annual application process. Bonds 'HEWLQVWUXPHQWVWKDWUHTXLUHUHSD\PHQWRIDVSHFLͤHGSULQFLSDODPRXQWRQDFHUWDLQGDWH PDWXULW\GDWH DORQJZLWKLQWHUHVW at a stated rate or according to a formula for determining the interest rate. Bond Rating An evaluation of a bond issuer's credit quality and perceived ability to pay the principal and interest on time and in full. Three agencies regularly review city bonds and generate bond ratings - Moody's Investors Service, Fitch Ratings and Standard & Poor's Ratings Group. Budget $SODQRIͤQDQFLDORSHUDWLRQIRUDVSHFLͤFWLPHSHULRG WKH&LW\RI3KRHQL[ VDGRSWHGEXGJHWLVIRUDͤVFDO\HDU-XO\̰ -XQH 7KHEXGJHWFRQWDLQVWKHHVWLPDWHGH[SHQGLWXUHVQHHGHGWRFRQWLQXHWKHFLW\ VRSHUDWLRQVIRUWKHͤVFDO\HDUDQG UHYHQXHVDQWLFLSDWHGWRͤQDQFHWKHP 598 Table of Contents Capital Asset (Outlay) $QDVVHWPHHWLQJWKHFDSLWDOL]DWLRQWKUHVKROGVSHFLͤHGLQWKH&LW\̵V$QQXDO&RPSUHKHQVLYH)LQDQFLDO5HSRUW Capital Expenditures Expenditures in the Capital Improvement Program. Capital Funds Resources such as bond issuance proceeds that are restricted to expenditures for Capital Assets. Capital Funds Budget 7KHFRPSRQHQWRIWKHͤUVW\HDURIWKH&DSLWDO,PSURYHPHQW3URJUDPWKDWLVͤQDQFHGIURP%RQG)XQGVDQGRWKHU&DSLWDO Funds. Capital Improvement Program (CIP) 7KH&LW\̵VͤYH\HDUSODQIRULQYHVWPHQWLQLQIUDVWUXFWXUHDQGVLPLODUDVVHWVZKLFKLVXSGDWHGDQQXDOO\'LUHFWFRVWVRI&DSLWDO Projects, and any expenditure of capital funds, are budgeted and recorded in the Capital Improvement Program. Additionally, direct costs of multi-year comprehensive infrastructure studies that are intended to expansively identify or prioritize Capital 3URMHFWVDQGQRQUHFXUULQJPDMRUPDLQWHQDQFHSURMHFWVVXFKDVUHURRͤQJPD\EHEXGJHWHGDQGUHFRUGHGLQWKH&DSLWDO Improvement Program. Capital Project $SURMHFWWKDWLVͤ[HGWHUPEXWW\SLFDOO\VSDQVPXOWLSOH\HDUVWKDWLVH[SHFWHGWRUHVXOWLQD&DSLWDO$VVHWRU$VVHW Betterment for the City or its partner agency with a useful life of at least 5 years, and that involves acquisition, construction or improvement of land rights, buildings, infrastructure (including IT infrastructure) or major enterprise technology. CARES Act Coronavirus Aid, Relief, and Economic Security (CARES) Act signed into law to address the economic fallout resulting from the COVID-19 pandemic in the United States. Carryover ([SHQGLWXUHRULJLQDOO\SODQQHGIRULQWKHFXUUHQWͤVFDO\HDUEXWEHFDXVHRIGHOD\VLVSRVWSRQHGWRWKHIROORZLQJͤVFDO\HDU CDBG See Community Development Block Grant. Central Service Cost Allocation 7KHPHWKRGRIGLVWULEXWLQJH[SHQVHVIRUJHQHUDOVWDIIDQGDGPLQLVWUDWLYHRYHUKHDGWRWKHEHQHͤWLQJDFWLYLW\ CIP See Capital Improvement Program. City Manager’s Budget See Preliminary Budget. City of Phoenix Employees’ Retirement System (COPERS) A pension plan for full-time employees who retire from service with the City of Phoenix. Civic Improvement Corporation (CIC) 1RQSURͤW&RUSRUDWLRQHVWDEOLVKHGLQDVWKHPDLQͤQDQFLQJDUPRIWKH&LW\RI3KRHQL[WRLVVXHGHEWREOLJDWLRQV secured by enterprise fund revenues or excise tax pledges. Commodities &RQVXPDEOHJRRGVVXFKDVRIͤFHVXSSOLHVUHSDLUDQGUHSODFHPHQWSDUWVVPDOOWRROVDQGIXHOZKLFKDUHQRWRIDFDSLWDO nature. Community Development Block Grant (CDBG) Grant funds allocated by the federal government to the city of Phoenix to use for the prevention and removal of slum and EOLJKWDQGWREHQHͤWORZDQGPRGHUDWHLQFRPHSHUVRQV7KH&LW\GLVEXUVHVWKHVHIXQGVWKURXJKDQDQQXDODSSOLFDWLRQ SURFHVVRSHQWRDOOQRQSURͤWRUJDQL]DWLRQVDQGFLW\GHSDUWPHQWV Contingency $QDSSURSULDWLRQRIIXQGVWRFRYHUXQIRUHVHHQHYHQWVWKDWRFFXUGXULQJWKHͤVFDO\HDUVXFKDVIORRGHPHUJHQFLHVIHGHUDO mandate, unanticipated one time expenses and similar eventualities. 599 Table of Contents Contractual Services ([SHQGLWXUHVIRUVHUYLFHVSHUIRUPHGE\ͤUPVLQGLYLGXDOVRURWKHUFLW\GHSDUWPHQWV Coronavirus A large family of viruses which may cause illness in animals or humans. Coronavirus Relief Fund (CRF) The CARES Act established the Coronavirus Relief Fund (the “Fund”) and appropriated $150 billion to the Fund. Under the &$5(6$FWWKH)XQGLVWREHXVHGWRPDNHSD\PHQWVIRUVSHFLͤHGXVHVWR6WDWHVDQGFHUWDLQORFDOJRYHUQPHQWV7KH&$5(6 Act provides that payments from the Fund may only be used to cover costs for necessary expenditures incurred due to the public health emergency with respect to COVID–19, were not accounted for in the budget most recently approved as of March 27, 2020 (the date of enactment of the CARES Act) for the State or government and were incurred during the period that begins on March 1, 2020, and ends on December 30, 2020. Cost The amount of funding required to pay for a given program or service. Council-Manager Form of Government An organizational structure in which the Mayor and City Council appoint an independent City Manager to be the chief RSHUDWLQJRIͤFHURIDORFDOJRYHUQPHQW,QSUDFWLFHD&LW\&RXQFLOVHWVSROLFLHVDQGWKHFLW\PDQDJHULVUHVSRQVLEOHIRU LPSOHPHQWLQJWKRVHSROLFLHVHIIHFWLYHO\DQGHIͤFLHQWO\ Court Awards Fund 5HYHQXHVSURYLGHGE\FRXUWDZDUGVRIFRQͤVFDWHGSURSHUW\XQGHUERWKWKHIHGHUDODQGVWDWHRUJDQL]HGFULPHDFWV7KHVH funds are used for additional law enforcement activities in the Police and Law departments. COVID-19 An illness caused by a novel coronavirus now called severe acute respiratory syndrome coronavirus 2 (SARS-CoV-2). The illness was termed COVID-19 by the World Health Organization (WHO), the acronym derived from "coronavirus disease 2019”. COVID-19 Pandemic On March 11, 2020 the Novel Coronavirus Disease, COVID-19, was declared a global pandemic by the World Health Organization (WHO). Cycle Time 7KHDPRXQWRIWLPHIURPWKHFXVWRPHU̵VSHUVSHFWLYHLWWDNHVWRFRPSOHWHDGHͤQHGWDVNSURFHVVRUVHUYLFH Debt Service Payment of principal and interest on an obligation resulting from the issuance of bonds. Depreciation The decline in the value of an asset due to general wear and tear or obsolescence. DBE Disadvantaged Business Enterprise. Encumbrance $UHVHUYDWLRQRIIXQGVWRFRYHUSXUFKDVHRUGHUVFRQWUDFWVRURWKHUIXQGLQJFRPPLWPHQWVWKDWDUH\HWWREHIXOͤOOHG7KH budget basis of accounting considers an encumbrance to be the equivalent of an expenditure. Enterprise Funds Funds that are accounted for in a manner similar to a private business. Enterprise funds usually recover their costs (including depreciation) through user fees. The city has four such self-supporting funds: Aviation, Water, Wastewater, and Solid Waste. In addition, the Phoenix Convention Center Fund, which is primarily supported by earmarked excise taxes, uses enterprise fund accounting to provide for the periodic determination of net income. Estimate The most recent prediction of current year revenue and expenditures. Estimates are based upon several months of actual expenditure and revenue information and are prepared to consider the impact of unanticipated costs or other economic changes. Excise Tax Fund This fund is used to account for tax revenues ultimately pledged to pay principal and interest on various debt obligations. This fund includes local sales taxes, state-shared sales taxes, state-shared income taxes and sales tax license fees. 600 Table of Contents Expenditures Refers to current cash operating expenses and encumbrances. Expenditure Limit See State Expenditure Limit. Fiduciary Funds Funds used to account for assets held by the City of Phoenix as a trustee or agent. These funds cannot be used to support the city’s own programs. Fiscal Year 7KH&LW\̵VFKDUWHUGHVLJQDWHV-XO\WR-XQHDVWKHͤVFDO\HDU FTE See Full-Time Equivalent Position. Full-Time Equivalent Position (FTE) A position converted to the decimal equivalent of a full-time position based on 2,080 hours per year. For example, a part-time clerk working for 20 hours per week would be equivalent to one half of a full-time position or 0.5 FTE. Fund $JURXSLQJRIUHODWHGDFFRXQWVWKDWLVXVHGWRPDLQWDLQFRQWURORYHUUHVRXUFHVWKDWKDYHEHHQVHJUHJDWHGIRUVSHFLͤF activities or objectives. For budgetary purposes, funds are categorized as General, Special Revenue, Enterprise, or Capital. Fund Balance As used in the budget, the excess of resources over expenditures. The beginning fund balance is the residual funds brought IRUZDUGIURPWKHSUHYLRXVͤVFDO\HDU GAAP See Generally Accepted Accounting Principles. General Obligation Bonds (G.O. Bonds) %RQGVWKDWUHTXLUHYRWHUDSSURYDODQGͤQDQFHDYDULHW\RISXEOLFFDSLWDOSURMHFWVVXFKDVVWUHHWVEXLOGLQJVSDUNVDQG improvements. The bonds are backed by the “full faith and credit” of the issuing government. General Funds 5HVRXUFHVGHULYHGIURPWD[HVDQGIHHVWKDWKDYHXQUHVWULFWHGXVHPHDQLQJWKH\DUHQRWHDUPDUNHGIRUVSHFLͤFSXUSRVHV Generally Accepted Accounting Principles (GAAP) 8QLIRUPPLQLPXPVWDQGDUGVRIͤQDQFLDODFFRXQWLQJDQGUHSRUWLQJWKDWJRYHUQWKHIRUPDQGFRQWHQWRIEDVLFͤQDQFLDO statements. The City's Annual Comprehensive Financial Report outlines adjustments needed to convert Phoenix's budget basis of accounting to a GAAP basis. GFOA *RYHUQPHQW)LQDQFH2IͤFHUV$VVRFLDWLRQ Goal A statement of broad direction, purpose or intent based on the needs of the community. A goal is general and timeless; that LVLWLVQRWFRQFHUQHGZLWKDVSHFLͤFDFKLHYHPHQWLQDJLYHQWLPHSHULRG G. O. Bonds See General Obligation Bonds. Grant A contribution by one government unit or funding source to another. The contribution is usually made to aid in the support of DVSHFLͤHGIXQFWLRQ HJOLEUDU\PDWHULDOVRUGUXJHQIRUFHPHQWEXWLWLVVRPHWLPHVIRUJHQHUDOSXUSRVHV  HUD U.S. Department of Housing and Urban Development. Infrastructure Facilities that support the daily life and growth of the city, for example, roads, water lines, sewers, public buildings, parks and airports. 601 Table of Contents Impact Fees Fees adopted by the City Council in 1987 requiring new development in the city's outlying planning areas to pay its proportional share of the costs associated with providing necessary public infrastructure. Improvement Districts Special assessment districts formed by property owners who desire and are willing to pay for mutually enjoyed improvements such as streets, sidewalks, sewers and lighting. In Lieu Property Taxes (or In Lieu Taxes) An amount charged to certain city enterprise and federally funded operations that equal the city property taxes that would be GXHRQSODQWDQGHTXLSPHQWLIWKHVHRSHUDWLRQVZHUHIRUSURͤWFRPSDQLHV7KLVLQFOXGHVWKH:DWHU:DVWHZDWHU6ROLG:DVWH and Public Housing funds. Levy See Tax Levy. Mandate Legislation passed by the state or federal government requiring action or provision of services and/or programs. Examples include the Americans with Disabilities Act, which requires actions such as physical facility improvements and provision of specialized transportation services. M/W/SBE Minority, Women and Small Business Enterprise. 0RGLͤHG$FFUXDO%DVLV Method under which revenues are recognized in the period they become available and measurable, and expenditures are recognized in the period the associated liability is incurred. Most government accounting follows this method. Neighborhood Protection Fund This fund, also referred to as Proposition 301, is used to account for the funds generated by the 0.1 percent increase in the VDOHVWD[DSSURYHGE\YRWHUVLQ2FWREHU7KHIXQGVDUHWREHXVHGIRUWKHH[SDQVLRQRISROLFHͤUHDQGEORFNZDWFK programs. The breakdown of funding is as follows: Police 70 percent, Fire 25 percent and Block Watch 5 percent. Net Direct Debt Ratio The ratio between property tax-supported debt service and secondary-assessed valuation. The Net Direct Debt Ratio is one way to gauge the ability of a local property tax base to support general obligation debt service. Non-Recurring Cost A one-time cost, which is not expected to be required on an ongoing basis. Objective Desired output-oriented accomplishments that can be measured and achieved within a given time frame, and advance the activity and organization toward a corresponding goal. Operating Funds 5HVRXUFHVGHULYHGIURPFRQWLQXLQJUHYHQXHVRXUFHVXVHGWRͤQDQFHRQJRLQJRSHUDWLQJH[SHQGLWXUHVDQG̸SD\DV\RXJR̹ capital projects. Ordinance A formal legislative enactment by the City Council. If it is not in conflict with any higher form of law, such as a state statute or constitutional provision, it has the full force and effect of law within the boundaries of the city. Outstanding Bonds Bonds not yet retired through principal and interest payments. Parks and Preserves Fund This fund is used to account for the funds generated by the 0.1 percent increase in the sales tax approved by voters in 1999 and reauthorized in 2008. The funds are to be used for the purchase of state trust lands for the Sonoran Desert Preserve Open Space, and the development of regional and neighborhood parks to enhance community safety and recreation. Pay-As-You-Go Capital Projects Capital projects whose funding comes from day-to-day city operating revenue sources. 602 Table of Contents Percent-for-Art An ordinance that allocates up to one percent of the city's capital improvement budget to fund public art projects. Performance Measure $PHWULFWKDWTXDQWLͤHVDSURJUDP̵VOHYHORIVHUYLFHDQGKHOSVGHWHUPLQHWKHH[WHQWWRZKLFKDSURJUDPLVDFKLHYLQJLWVJRDOV Personal Services $OOFRVWVUHODWHGWRFRPSHQVDWLQJFLW\HPSOR\HHVLQFOXGLQJHPSOR\HHEHQHͤWVFRVWVVXFKDVFRQWULEXWLRQVIRUUHWLUHPHQW VRFLDOVHFXULW\DQGKHDOWKDQGLQGXVWULDOLQVXUDQFH,WDOVRLQFOXGHVIHHVSDLGWRHOHFWHGRIͤFLDOVMXURUVDQGHOHFWLRQMXGJHV and clerks. It does not include fees for professional or other services. Plan Six Agreements $JUHHPHQWVWRSURYLGHIXQGLQJWRDFFHOHUDWHWKHFRQVWUXFWLRQRIWKH:DGGHOODQG&OLIIGDPVDQGPRGLͤFDWLRQRI WKH5RRVHYHOWDQG6WHZDUWGDPVIRUWKHEHQHͤWRIWKH&LW\RI3KRHQL[7KHVHEHQHͤWVLQFOXGHWKHXVHRIDGGLWLRQDO unappropriated water, controlling floods, improving the safety of existing dams, and providing new and improved recreational facilities. PLT See Privilege License Tax. Policy A set of plans, directions, or guidelines, which dictate City business. Policies may be directly approved and set by City Council, or they may refer to internal City policies set by the City Manager. Preliminary Budget A balanced budget presented to the City Council by the City Manager (sometimes referred to as the City Manager's Budget) based upon an earlier Trial Budget, City Council and community feedback and/or changing economic forecasts. Any City &RXQFLOFKDQJHVWRWKH3UHOLPLQDU\%XGJHWDUHLQFRUSRUDWHGLQWRWKHͤQDODGRSWHGEXGJHW Primary Property Tax A tax levy that can be used to support any public expense. Priority In relation to City projects, goals, or services, something that takes precedence or suggests particular importance. Privilege License Tax (PLT) The City of Phoenix's local sales tax, made up of more than 14 general categories. Privilege License Tax Fees Includes fees charged for Privilege License Tax (PLT) licenses and the annual fee per apartment unit on the rental of nonWUDQVLHQWORGJLQJ)HHVUHFRYHUWKHFRVWVDVVRFLDWHGZLWKDGPLQLVWHULQJDQHIͤFLHQWDQGHTXLWDEOHV\VWHP$3/7OLFHQVH allows the licensee the privilege to conduct taxable business activities and to collect and remit those taxes. Program A group of related activities performed by one or more organizational units. Property Tax A levy upon each $100 of assessed valuation of property within the City of Phoenix. Arizona has two types of property taxes. Primary property taxes support the city's General Fund and secondary property taxes pay general obligation debt. Proposition 1 See Public Safety Expansion Fund. Proposition 301 See Neighborhood Protection Fund. Public Safety Enhancement Funds The Public Safety Enhancement funds are used to account for a 2.0 percent increment of the 2.7 percent sales tax on utilities with franchise agreements. The Police Public Safety Enhancement Fund is dedicated to Police and Emergency Management needs and receives 62 percent of the revenues generated. The Fire Public Safety Enhancement Fund is dedicated to Fire needs and receives 38 percent of the revenues generated. 603 Table of Contents Public Safety Expansion Funds This fund is used to account for the 0.2 percent increase in sales tax approved by Phoenix voters in 2007. The funds will be XVHGWRDGGSROLFHSHUVRQQHODQGͤUHͤJKWHUVWRWKH&LW\RI3KRHQL[7KH3ROLFH'HSDUWPHQWUHFHLYHVSHUFHQWRI revenues and the Fire Department receives 20 percent. Reappropriated Funds )XQGVIRUFRQWUDFWVHQWHUHGLQDSUHYLRXVͤVFDO\HDUEXWZKLFKDUHVWLOOLQSURJUHVV Recoveries Canceled prior year encumbrances. Recurring Cost A cost incurred on an ongoing basis. Regional Wireless Cooperative (RWC) An independent, multi-jurisdictional organization that manages and operates a regional radio communications network EXLOWWRVHDPOHVVO\VHUYHWKHLQWHURSHUDEOHFRPPXQLFDWLRQQHHGVRIͤUVWUHVSRQGHUVDQGRWKHUPXQLFLSDOUDGLRXVHUVLQDQG around Central Arizona’s Valley of the Sun. RPTA Regional Public Transportation Authority. Resources Total amounts available for appropriation including estimated revenues, recoveries, fund transfers and beginning fund balances. Restricted Funds See Special Revenue Fund. Salary Savings Budget savings realized through employee turnover or vacant positions. Secondary Property Tax A tax levy restricted to the payment of debt service on bonded debt. Self-Insurance Self-funding of insurance losses. With the exception of airport operations, police aircraft operations, and excess general and automobile liability for losses in excess of $7.5 million, the city is self-insured for general and automobile liability exposures. Service A public good provided to residents. Service Level The amount or scope of a given service. Special Revenue Fund $IXQGXVHGWRDFFRXQWIRUUHFHLSWVIURPUHYHQXHVRXUFHVWKDWKDYHEHHQHDUPDUNHGIRUVSHFLͤFDFWLYLWLHVDQGUHODWHG expenditures. Examples include Arizona Highway User Revenue (AHUR) funds, which must be used for street and highway purposes, and secondary property tax, which is restricted to general-bonded debt obligations. Sports Facilities Fund A special revenue fund established to account for revenue raised from a designated portion of the hotel/motel tax and tax on short-term motor vehicle rentals. These funds pay the city's portion of the debt service and other expenditures related to the downtown sports arena. State Expenditure Limit A limitation on annual expenditures imposed by the Arizona Constitution as approved by the voters in 1980. The limitation is based upon a city's actual 1979-80 expenditures adjusted for interim growth in population and inflation. Certain expenditures may be exempt by the State Constitution or by voter action. State-Shared Revenues Revenues levied and collected by the state but shared with local governments as determined by state government each year. In Arizona, a portion of the state's sales, income and vehicle license tax revenues are distributed on the basis of a city's relative population percentage. 604 Table of Contents Strategic Plan A set of steps and strategies which help to achieve goals and realize an overarching vision. The City’s Strategic Plan helps JXLGHEXGJHWDU\DQGSURJUDPPDWLFGHFLVLRQPDNLQJWRDFKLHYHHIͤFLHQWDQGHIIHFWLYHGHOLYHU\RI&LW\VHUYLFHV Strategy An informed and carefully constructed plan for meeting a goal. Structurally Balanced Budget A budget in which proposed ongoing expenditures are matched by available ongoing resources. By State law and City Charter, the City must propose a structurally balanced budget each year. Supplemental Resources to provide new or enhanced programs or services over the base budget allocation. Tax Levy 7KHWRWDODPRXQWWREHUDLVHGE\JHQHUDOSURSHUW\WD[HVIRUSXUSRVHVVSHFLͤHGLQWKH7D[/HY\2UGLQDQFH Technical Review A detailed line-item review of each city department's budget conducted by the Budget and Research Department. Transit 2000 Fund This fund was used to account for the 0.4 percent sales tax dedicated to transit that was approved by voters on March 14, 2000. Fare box collections were also included in this fund. This fund is being replaced by the Transportation 2050 Fund. Transportation 2050 Fund These funds are used to account for the revenues generated by the 0.7 percent sales tax approved by voters in August 2015, with a January 1, 2016 effective date. This tax supersedes the 0.4 percent sales tax approved by voters in March 2000, which was accounted for in the Transit 2000 Fund. These funds are to be used for a comprehensive transportation plan, including public transit and street improvements. The Public Transit Department is allocated 86.2 percent of the sales tax, with the remaining 13.8 percent being allocated to the Streets Department. Fare box collections are also included in the Transportation 2050 Transit Fund. Trial Budget A budget developed in early spring that presents a proposed balanced budget for discussion by the City Council and the community before the City Manager submits the Preliminary Budget in late spring. User Fees or User Charges $IHHSDLGIRUDSXEOLFVHUYLFHRUXVHRIDSXEOLFIDFLOLW\E\WKHLQGLYLGXDORURUJDQL]DWLRQEHQHͤWLQJIURPWKHVHUYLFH Zero Base Budgeting A process whereby a budget is developed at the program level, and starting from zero the next year’s budget is estimated assuming only those costs necessary to provide the currently approved level of service. This initial estimate is referred to as WKH̸EDVHEXGJHW̹7KHHVWLPDWHGFRVWIRUSURYLGLQJHDFKSURJUDPLVUHYLHZHGDQGMXVWLͤHGRQDQDQQXDOEDVLV7KHSURFHVV LQFOXGHVWKHLGHQWLͤFDWLRQRISRWHQWLDOUHGXFWLRQVDQGDGGLWLRQVZKLFKDUHUDQNHGLQSULRULW\RUGHU3UHVHQWDWLRQRIWKH budget also is provided on a program basis. 605