2020-21 Planning Together for a Stronger Tomorrow Phoenix PHOENIX 2020-2021 S U M M A RY BUDGET Printed on Recycled Paper 150 August 2020 67TH AVE. WANDER LN. 75TH AVE. CAREFREE HWY. 64TH ST. NEW R IV ER 7TH AVE. JOY RANCH CLOUD RD. 19TH AVE. ANTHEM WAY 43RD AVE. JOY RANCH RD. CIRCLE MOUNTAIN RD. RIV NEW ER RD . Mayor Kate Gallego 602-262-7111 mayor.gallego@phoenix.gov City of Phoenix Council Members and District Boundaries JENNY LIN RD. DOVE VALLEY 56TH ST. 40TH ST. 67TH AVE. P. A. C. Thelda Williams 602-262-7444 council.district.1@phoenix.gov JOMAX C. A JOMAX Jim Waring 602-262-7445 council.district.2 @phoenix.gov .P. 7TH ST. PINNACLE PEAK BELL SCOTTSDALE RD. Debra Stark 602-262-7441 council.district.3@phoenix.gov UNION HILLS CAVE CREEK 51ST AVE. 19TH AVE. BEARDSLEY GREENWAY 56TH ST. THUNDERBIRD 40TH ST. 64TH ST. 64TH ST. SR51 MCDOWELL OSBORN Sal DiCiccio 602-262-7491 council.district.6 @phoenix.gov OAK McDOWELL 56TH ST. 3RD ST. VAN BUREN BUCKEYE SALT RIVER 48TH ST. VAN BUREN GLENROSA 24TH ST. 7TH ST. 7TH AVE. 27TH AVE. 71ST AVE. 51ST AVE. I-10 NORTHERN MISSOURI THOMAS 19TH AVE. BROADWAY 7TH ST. Vice Mayor Betty Guardado 602-262-7446 council.district.5@phoenix.gov I-10 107TH AVE. BUCKEYE 67TH AVE. McDOWELL OSBORN 75TH AVE. THOMAS 83RD AVE. INDIAN SCHOOL CAMELBACK MOUNTAIN VIEW McDONALD BETHANY HOME 35TH AVE. 43RD AVE. 99TH AVE. EL MIRAGE BETHANY HOME BUTLER 15TH AVE. NORTHERN Laura Pastor 602-262-7447 council.district.4@phoenix.gov TATUM DUNLAP BUTLER CACTUS SOUTHERN N A N IO DI T IN RVA SE RE Carlos Garcia 602-262-7493 council.district.8@phoenix.gov ELLIOT ESTRELLA RAY I-10 51ST AVE. 59TH AVE. Michael Nowakowski 602-262-7492 council.district.7@phoenix.gov DOBBINS CENTRAL BASELINE BASELINE PECOS iii November 2019 CITY OF PHOENIX Mayor and City Council Management Staff Kate Gallego Mayor Ed Zuercher City Manager Betty Guardado Vice Mayor District 5 Milton Dohoney, Jr. Assistant City Manager Thelda Williams District 1 Jim Waring District 2 Debra Stark District 3 Laura Pastor District 4 Sal DiCiccio District 6 Michael Nowakowski District 7 Carlos Garcia District 8 L`xnqÔrNeÝbd Lisa Fernandez Chief of Staff Kara Kalkbrenner Fire Chief Jeff Barton Deputy City Manager Matthew Heil Interim Assistant to City Council Kini Knudson Street Transportation Director Donald R. Logan Equal Opportunity Director Inger Erickson Deputy City Manager Christine Mackay Community and Economic Development Director Toni Maccarone Deputy City Manager Cris Meyer City Attorney Mario Paniagua Deputy City Manager Denise Olson &KLHI)LQDQFLDO2IͤFHU Karen Peters Deputy City Manager Frank McCune Government Relations Director Jesús Sapien Public Transit Director Spencer Self Neighborhood Services Director Department Heads Denise Archibald City Clerk Matthew B. Arvay &KLHI,QIRUPDWLRQ2IͤFHU Jeff Barton Budget and Research Director BhsxBntmbhkNeÝbd Shelly Jamison Interim Communications Director Lori Bays Human Resources Director James Bennett Director of Aviation Services John Chan Phoenix Convention Center Director Marchelle F. Franklin Human Services Director Tracee Hall Acting Parks and Recreation Director Rita Hamilton City Librarian iv Kathryn Sorensen Water Services Director Ginger Spencer Public Works Director Alan J. Stephenson Planning and Development Director Cindy Stotler Housing Director Ross Tate City Auditor Jeri L. Williams Police Chief Chief Presiding Judge B. Don Taylor III CITY OF PHOENIX ORGANIZATIONAL CHART PUBLIC City Auditor MAYOR AND CITY COUNCIL Communications Office MUNICIPAL COURT CITY MANAGER Ed Zuercher Finance Office of Government Relations ASSISTANT CITY MANAGER Milton Dohoney, Jr. Mario Paniagua DEPUTY CITY MANAGER Karen Peters DEPUTY CITY MANAGER Toni Maccarone DEPUTY CITY MANAGER Inger Erickson DEPUTY CITY MANAGER Jeff Barton DEPUTY CITY MANAGER Office of Accountability and Transparency Aviation Arts & Culture City Clerk Human Services Budget and Research Convention Center Planning and Development Environmental Programs COPERS / Retirement Housing Community and Economic Dev. Homeland Security & Emergency Management Public Transit and Light Rail Public Works Equal Opportunity Neighborhood Services Fire Law Street Transportation Sustainability Human Resources Parks and Recreation Library Police Advance Phoenix Water Services/ Water Strategy Information Technology Youth & Education Census Freeway Coordination Court Liaison 311 Project Coronavirus Relief Fund COVID Response State Land Public Defender Liaison City Council Mtg. Function IDA / PCDIC West Phoenix Revitalization Citywide Volunteer Program PERB Liaison Major Events KEY Department / Function Heat Ready Initiative / Project v vi 2020-21 SUMMARY BUDGET TABLE OF CONTENTS Transportation Budget Document Overview ................................................ 1 Street Transportation ........................................................124 Aviation ..............................................................................126 Public Transit ....................................................................127 Distinguished Budget Presentation Award ........................... 3 City Manager's Budget Message ........................................... 5 Strategic Plannning And Community Involvement .............. 9 Community Development Phoenix Strategic Plan.........................................................11 Planning and Development ..............................................130 Housing..............................................................................132 Community and Economic Development.........................133 Neighborhood Services.....................................................134 Phoenix Community Development and Investment Corporation (PCDIC) .........................................................136 Strategic Plan 2019-20 Major Accomplishments ............... 17 Our Commitment To Excellence ........................................25 BnlltmhsxOqnÝkd@mcSqdmcr ..........................................35 BUDGET OVERVIEW Resource and Expenditure Summary .................................39 Community Enrichment Financial Organizational Chart – Operating Budget ......... 46 General Budget and Financial Policies ..............................71 Parks and Recreation ........................................................138 Library ................................................................................140 Phoenix Convention Center ..............................................141 Human Services ................................................................142 3KRHQL[2IͤFHRI$UWVDQG&XOWXUH ...................................144 REVENUE OVERVIEW Environmental Services Revenue Estimates..............................................................79 General Funds .....................................................................81 Special Revenue Funds .......................................................91 Enterprise Funds .................................................................96 Water Services...................................................................146 Public Works - Solid Waste Management .......................147 Public Works - Support Services......................................148 Environmental Programs ..................................................149 2IͤFHRI6XVWDLQDELOLW\ ......................................................150 Services to the Community ................................................49 Budget Process, Council Review and Input, Public Hearings and Budget Adoption ..........................................65 DEPARTMENT PROGRAM SUMMARIES Contingencies ....................................................................151 General Government CARES Act .........................................................................153 Mayor .................................................................................100 City Council........................................................................100 City Manager .....................................................................101 Regional Wireless Cooperative (RWC) .............................101 Government Relations ......................................................102 &RPPXQLFDWLRQV2IͤFH ....................................................102 City Auditor ........................................................................103 Equal Opportunity .............................................................104 Human Resources .............................................................105 Phoenix Employment Relations Board.............................106 Retirement Systems ..........................................................106 Law.....................................................................................107 Information Technology....................................................108 City Clerk ............................................................................109 Finance ..............................................................................110 Budget and Research ........................................................111 Debt Service ......................................................................155 CAPITAL IMPROVEMENT PROGRAM Overview of Capital Improvement Program Process ......159 Capital Improvement Program Highlights .......................163 Financial Organizational Chart – 2020-21 Capital Improvement Program ..........................171 Operating Costs for New Capital Facilities ......................173 SUMMARY SCHEDULES Criminal Justice 1. Resources and Expenditures by Fund 2018-19 Actual ...........................................................176 2019-20 Estimate .......................................................177 2020-21 Budget ..........................................................178 2. Revenues by Major Source ...........................................179 3. Expenditures by Department ........................................181 4. Expenditures by Department by Source of Funds ......183 5. Debt Service Expenditures by Program, Source of Funds and Type of Expenditure ............................185 6. Capital Improvement Program Financed From Operating Funds ........................................................187 7. Interfund Transfers to the General Fund......................188 8. Positions by Department ..............................................190 Municipal Court .................................................................120 Public Defender .................................................................121 GLOSSARY ........................................................................ 193 Public Safety Police .................................................................................114 Fire .....................................................................................116 Homeland Security and Emergency Management ..........117 vii viii Table of Contents BUDGET DOCUMENT OVERVIEW 2020-21 BUDGET OVERVIEW This overview outlines the 2020-21 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. The budget overview provides a description of the city’s budget process as well as the major assumptions included in the preparation of the 2020-21 Annual Budget. This section includes a broad overview of the resources and expenditures included in the budget. Also included is a historical look at Phoenix’s community services, an RYHUYLHZRIVLJQLͤFDQWEXGJHWDU\DQGͤQDQFLDOSROLFLHV including general legal requirements and basis of accounting, and descriptions of city funds. The summary budget contains a narrative description of Phoenix programs and services planned for 2020-21. Also included is a narrative description of all revenue sources DQGDGHVFULSWLRQRIPDMRUͤQDQFLDOSROLFLHV 2020-21 REVENUE OVERVIEW The detail budget presents extensive statistical data (including multiyear comparisons) for each city department DQGIXQG7KHVWDWLVWLFDOGDWDLQFOXGHVVWDIͤQJDOORFDWLRQV and a detailed reporting of planned expenditures. This section provides an extensive narrative describing the city’s revenue estimates. The section is divided into three categories: general funds, special revenue funds and enterprise funds. Finally, the 2020-25 Capital Improvement Program provides Phoenix’s planned construction program by project and detailed sources of funds. DEPARTMENT PROGRAM SUMMARIES The department program summaries section provides total funding and positions, program goals, major performance measures and service trends, and any changes in service for each city department. Also included in this section is a discussion of the city’s debt management policies and the contingency fund. A more detailed description of the 2020-21 Phoenix summary budget follows. CITY MANAGER’S BUDGET MESSAGE The City Manager’s budget message provides an executive summary of the City Manager’s priorities and outlook for WKHXSFRPLQJͤVFDO\HDU7KHVHSULRULWLHVUHIOHFWPDQ\ months of working with the mayor and city council, the community and city staff. CAPITAL IMPROVEMENT PROGRAM PHOENIX STRATEGIC PLAN SCHEDULES This section provides the city’s mission statement, complete Phoenix strategic plan, strategic plan goals, and strategic plan major accomplishments. The schedules provide a general statistical overview of the budget. Schedule 1 provides estimated beginning and ending balances for each major fund group. The remaining VFKHGXOHVVXPPDUL]HVWDIͤQJFRPSOHPHQWVDQGHVWLPDWHG resources and expenditures. This section provides a description of the Capital Improvement Program process and an overview of the 2020-25 Capital Improvement Program. OUR COMMITMENT TO EXCELLENCE This section provides an overview of the city’s various programs that contribute to our overall pursuit of excellence. Included is a description of a few of the awards and recognitions received by employees this year, results of the employee suggestion program and winners of the Employee Excellence Awards. GLOSSARY 'HͤQLWLRQVRIWKHWHUPVXVHGWKURXJKRXWWKHEXGJHW document are presented in the glossary. ,I\RXKDYHTXHVWLRQVQHHGIXUWKHUFODULͤFDWLRQRID concept or term, or desire more detailed information about this document, please contact the Budget and Research Department at 602-262-4800. COMMUNITY PROFILE AND TRENDS 7KLVVHFWLRQLQFOXGHVNH\GHPRJUDSKLFͤQDQFLDODQG LQIUDVWUXFWXUHSURͤOHPHDVXUHV(VWLPDWHVRUSURMHFWLRQV are provided for 2019-20 and 2020-21 as well as actual results for recent and historical periods. 1 Table of Contents 2 Table of Contents DISTINGUISHED BUDGET PRESENTATION AWARD 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, 2019. 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. 3 Table of Contents 4 Table of Contents CITY MANAGER'S BUDGET MESSAGE with budget hearings scheduled to begin April 2, 2020. However, due to restrictions on public gatherings, the City unfortunately had to cancel normal and customary community budget hearings and the City Manager's Trial Budget was revised due to the economic downturn. The City appreciates the feedback and community engagement received in our community budget hearings. Unfortunately, this year it was necessary to use a different format and a compressed schedule to accomplish this goal. Residents provided feedback by calling 602-262-4800 and/or emailing budget.research@ phoenix.gov. Additionally, the Budget and Research Department launched and promoted the FundPHX interactive budget tool, available at phoenix.gov/ FundPHX. I want to thank each of you for sharing with the public the avenues to provide suggestions and feedback on the City’s budget. Over 2,500 residents contributed time and thought to comment on the City Manager's Trial Budget via e-mail. There were also 22 voicemails received. The largest number of comments were about police, parks, streets, transit, human services, water, libraries and community and economic development. Ed Zuercher City Manager TO THE HONORABLE MAYOR AND CITY COUNCIL: Consistent themes of the input included: • Preserve existing services provided by the City; • Improved oversight over police operations/ FRPPXQLW\UHODWLRQVDQGRIͤFHULQYROYHG shootings and concern for the amount spent on the police budget; This letter transmits the balanced 2020-21 City of Phoenix Budget required by City Charter. The 2020-21 process was unlike any other. Within a week of issuing the City Manager's Trial Budget, management had to revise a $28 million anticipated *HQHUDO)XQGVXUSOXVLQWRDPLOOLRQGHͤFLWGXHWR WKHHFRQRPLFLPSDFWRI&29,'(YHQZLWKWKHGHͤFLW the City Council responded to community concerns by DOORFDWLQJPLOOLRQWRIXOO\IXQGWKHDSSURYHG2IͤFHRI Accountability and Transparency for police oversight. • Increased funding to address the impacts of homelessness and a lack of affordable housing; • Increased funding for street maintenance and repair; • Increased funding for parks, youth programs, and other community services; • Support for public safety The City of Phoenix budget is notable for its openness and transparency. In 2020, the City of Phoenix, like the majority of other local governments around the world, was impacted by the COVID-19 pandemic. This unprecedented situation altered the City’s regular budget process. In addition to comments on the budget many committed community members commented on capital needs in their neighborhoods. Based on the comments submitted, it is clear residents request more of the services we provide rather than less. Public participation showed that residents have clear opinions (sometimes conflicting) about the programs that Phoenix employees provide every day. It was important to spend the time to consider, learn and share thoughts on the City's priorities and UHVLGHQWV VSHFLͤFQHLJKERUKRRGLVVXHV Each year, the City tracks comments on the City's budget. The City Manager's Trial Budget was scheduled to be presented to the City Council on March 17, 2020, 5 Table of Contents New this year, was FundPHX, providing residents the opportunity to see for themselves what each City service cost (or save) when service levels are changed. The FundPHX software allowed residents to explore the city budget on their own, allowing for greater community engagement with the City’s budget process. There were 205 FundPHX submittals received since its implementation. grow. Arizona and the Phoenix metro area were projected to continue to outperform the nation in terms of jobs, population and income growth. However, affected by the COVID-19 pandemic, Arizona started to experience an economic downturn in March 2020. It is assumed the negative revenue impacts from the pandemic will not conclude until the end of July 2020, after which city and state sales taxes and other key revenue categories will slowly return to pre-pandemic growth levels. However, the economic situation caused by COVID-19 is extremely fluid and uncertain and the City is prepared to respond quickly and responsibly should revenue projections require adjustment. Additionally, the City's proposed 2020-21 combined property tax rate of $2.13 is unchanged from 2019-20. Finally, including revenue along with the estimated beginning fund balance of approximately $95 million, and fund transfers and recoveries estimated at $21 million, total 2020-21 General Fund resources are estimated to be $1.426 billion. While not all input could be directly accommodated into the budget, the dialogue is extremely important to set budget and policy discussions for the future. Staff will continue to work with the community and the City Council on longer term issues raised, including library services; arts maintenance; historic preservation project funding; continued strategies for homelessness, WUDQVLHQWLVVXHVDQGDIIRUGDEOHKRXVLQJSROLFHDQGͤUH VWDIͤQJOHYHOVDQGFRQWLQXHGFRPPXQLW\LQYROYHPHQW in policing; youth services that link with community programs; adaptive recreation services for those with GLIIHUHQWQHHGVEXLOGLQJDQGVWDIͤQJXQGHYHORSHG parks; budget process improvements; and many local, neighborhood issues. General Fund Additions: The 2020-21 budget preserves existing city programs and makes needed investment in public safety with an increase in funding of $600,000 for 8 positions at the Phoenix Fire Regional Dispatch Center, which provides vital 9-1-1 communications and dispatch services to the City of Phoenix and 26 jurisdictions in the valley. The budget also includes $3 million for creation of a Civilian Review Board and a new 2IͤFHRI$FFRXQWDELOLW\DQG7UDQVSDUHQF\LQWKH&LW\ 0DQDJHU̵V2IͤFH7KHVHDGGLWLRQVZHUHSRVVLEOHGXH to the strategic budget balancing actions of the City Council, which provided the resources necessary while simultaneously accounting for declines in revenues as a result of the pandemic. I want to thank the City staff who engaged with our residents, and especially commend the Budget and 5HVHDUFK'HSDUWPHQWDQG&RPPXQLFDWLRQV2IͤFH employees for their continued outreach. Most of all I want to thank the engaged residents who commented on our budget, employees and City services - both this year and in past budget processes - to shape this year’s budget. All the City's budget information - including complete program information and the City Manager's Trial Budget details - is available at Phoenix.gov/budget. Other Funds:6LJQLͤFDQWVHUYLFHVWRWKHFRPPXQLW\DUH provided through non-General Fund resources. This includes Special Revenue funds like voter-approved Public Safety and Transit taxes, and Enterprise Funds like Aviation, Solid Waste, Water and Wastewater. For all funds, which includes General, Enterprise and Special Revenue funds such as grants, and all debt service and pay-as-you-go capital costs, the 2020-21 budget amount is $5,020,460,000. Overview of 2020-21 Budget General Fund: The 2020-21 General Fund budget is $1,425,613,000. This is a $31.7 million or 2.3 percent increase from the adopted 2019-20 General Fund budget of $1,393,926,000. Increased revenues in 202021 reflect conservative growth and a slow return to a strong and diversifying economy from the economic recession caused by the Coronavirus global health crisis. Increased expenses reflect the second year of a two-year labor contract for negotiated employee compensation increases; modest budget additions; and increased costs for employee pension obligations. Looking Ahead The City is experiencing unprecedented and uncertain economic times due to the Coronavirus pandemic. As we look to the future forecast period and beyond, additional areas of concern are the increasing costs to provide city services at current levels, the continuous upswing in employee pension obligations, and volatility in city revenue streams. Service costs include employee compensation, the need for advanced technology to operate and protect city assets and adequate maintenance of aging city facilities and vehicles. Revenue and Resources: Projected General Fund (GF) revenue in 2020-21 is $1.310 billion, an increase of 4.4 percent over the revised current year estimate. Prior to the global health crisis, the state and local economy had shown solid growth in 2019-20 and economists predicted the state would continue to 6 Table of Contents Service levels involve the amount of services, hours and number of facilities we keep open to serve the growing population of residents in Phoenix. Revenues consider taxes, fees and the future impact of COVID-19 on city resources. In order to meet these challenges, the City will continue to focus on accumulating UHVHUYHVLQFUHDVLQJHIͤFLHQF\DQGUHGXFLQJRQJRLQJ costs where possible. On a positive note, the City of Phoenix has a history RIUHVSRQVLEOHͤQDQFLDOVWHZDUGVKLSRIWD[SD\HU UHVRXUFHVDQGUHVSRQGVTXLFNO\GXULQJGLIͤFXOW economic times to ensure year after year a quality EDODQFHGEXGJHWLVDGRSWHG7KLVWUDGLWLRQRIͤQDQFLDO excellence will continue under the Council’s strong leadership and is my commitment to the residents we serve. Thank You for Your Commitment to Phoenix I want to thank the Mayor and City Council for their leadership and guidance in balancing the City budget GXULQJWKHVHGLIͤFXOWWLPHV,DOVRZDQWWRWKDQNDOO City departments and staff for their hard work and commitment to providing the vast array of services delivered to the Phoenix community. We collectively demonstrate the value of working smart, spending wisely and being kind to our customers. The residents of this great City deserve nothing less. Ed Zuercher City Manager 7 Table of Contents 8 Table of Contents STRATEGIC PLANNING AND COMMUNITY INVOLVEMENT The Phoenix Strategic Plan was adopted in the spring of 2011 and was included in the Summary Budget Book for 2011-12. The plan was developed by a team of 50 people working in 10 study-area committees. The team consisted of city staff and members of the private sector. The Phoenix Strategic Plan guides decision-making within the organization and focuses the City’s efforts to deliver core services that meet the City’s mission: “7RLPSURYHWKHTXDOLW\RIOLIHLQ3KRHQL[WKURXJKHIͤFLHQWGHOLYHU\RIRXWVWDQGLQJ public services.” The plan includes 10 study areas: • Economic Development and Education • Financial Excellence • Infrastructure • ,QQRYDWLRQDQG(IͤFLHQF\ • Neighborhoods and Livability • Phoenix Team • Public Safety • Social Services Delivery • Sustainability • Technology 7KH6WUDWHJLF3ODQFRQWLQXHVWRHYROYHDQGWKHVWXG\DUHDVFRQVLVWHQWO\GHYHORSQHZSULRULWLHVDQGVWUDWHJLHVWRIXOͤOOWKHLU own study objectives. Documents included in this section: • Phoenix Strategic Plan • Strategic Plan 2019-20 Major Accomplishments 9 Table of Contents 10 Table of Contents PHOENIX STRATEGIC PLAN MISSION STATEMENT 7RLPSURYHWKHTXDOLW\RIOLIHLQ3KRHQL[WKURXJKHIͤFLHQWGHOLYHU\RIRXWVWDQGLQJSXEOLFVHUYLFHV ABOUT THE STRATEGIC PLAN The City of Phoenix developed a strategic plan to help guide decision-making at all levels of the organization and focus the &LW\̵VHIIRUWVRQLWVFRUHEXVLQHVVHV7KURXJKRXWWKHEXGJHWF\FOHDVWUDWHJLFSODQSURYHVEHQHͤFLDOLQFRPPXQLFDWLQJDQG setting budget priorities. The priorities in the Phoenix Strategic Plan will assist in allocating limited resources. The plan will be updated annually as part of the budget cycle. The Phoenix Strategic Plan was coordinated by a team in the City Manager’s 2IͤFH)RUPRUHLQIRUPDWLRQDERXWWKH6WUDWHJLF3ODQYLVLWSKRHQL[JRYVWUDWHJLFSODQ ECONOMIC DEVELOPMENT AND EDUCATION A diverse, vibrant economy that provides economic opportunity for residents is essential to achieving the City’s aspirations for a high quality of life. Creating and preserving jobs and enhancing our revenue base are key objectives. Businesses, QHLJKERUKRRGVDQGLQGLYLGXDOUHVLGHQWVEHQHͤWIURPWKHLPSURYHGTXDOLW\RIOLIHWKDWWKH&LW\̵VHFRQRPLFGHYHORSPHQWHIIRUWV create. The most important building block of a strong economy is an educated and productive workforce. Priorities 1. &UHDWHDQGUHWDLQKLJKTXDOLW\MREVIRFXVLQJRQNH\GRPHVWLFDQGLQWHUQDWLRQDOEXVLQHVVVHFWRUVTo a great extent, the quality of life for Phoenix residents will be dependent on the number and quality of jobs created and retained that are convenient and appropriate for residents of the City of Phoenix. 1. &UHDWHDQGUHWDLQKLJKTXDOLW\MREVIRFXVLQJRQNH\GRPHVWLFDQGLQWHUQDWLRQDOEXVLQHVVVHFWRUV To a great extent, the quality of life for Phoenix residents will be dependent on the number and quality of jobs created and retained that are convenient and appropriate for residents of the City of Phoenix. 2. )RVWHUDQHQYLURQPHQWIRUHQWUHSUHQHXULDOJURZWK Entrepreneurs make critical contributions to the economy, including the generation of new jobs. Energized, educated entrepreneurs create economic opportunity for others and enhance a culture of innovation. 3. 5HYLWDOL]HWKHXUEDQDUHDVRI3KRHQL[ Thriving urban cores are critical to the economic health and well-being of the entire metropolitan area. Strong urban centers enhance Phoenix’s image and should be reflective of the City’s collective social and economic aspirations as a region. 4. ([SDQGWKH&LW\̵VUHYHQXHEDVH Sales taxes provide the largest source of local government funding. Phoenix needs to attract and retain a fair share of retail activity to sustain quality public services for residents. 5. 'HYHORSDQGUHWDLQTXDOLͤHGWDOHQWWRPHHWWKHQHHGVRIEXVLQHVVDQGWKHFRPPXQLW\ A skilled workforce is essential for an economy to sustain and enhance its competitiveness. A workforce development strategy that allows employers to grow and residents to enhance their income is critical to maintaining a high quality of life for Phoenix residents. 6. 3URPRWHHDUO\OLWHUDF\DQGSUHSDUH\RXQJFKLOGUHQIRUDFDGHPLFVXFFHVV Early childhood development is critical in preparing youth for success in school and developing a foundation of knowledge, skills and life-long learning in families and the community. 7. &RPPLWWRDFKLHYLQJHGXFDWLRQDOH[FHOOHQFHIRUDOO3KRHQL[UHVLGHQWVWKURXJKVSRQVRUHGIDFLOLWLHVDQGSURJUDPV The future success of the region depends on ensuring that residents are prepared to meet the challenges of the 21st Century as educated, productive and engaged residents. 11 Table of Contents FINANCIAL EXCELLENCE )LQDQFLDOH[FHOOHQFHHQVXUHVWKHHIIHFWLYHDQGHIͤFLHQWDOORFDWLRQRI&LW\UHVRXUFHVIRUWKHGHOLYHU\RITXDOLW\VHUYLFHVWR UHVLGHQWV,WFUHDWHVWUXVWDQGFRQͤGHQFHWKDW&LW\UHVRXUFHVDUHXVHGDSSURSULDWHO\$WWKHFRUHRIͤQDQFLDOH[FHOOHQFHLV LQWHJULW\DQGLQQRYDWLRQ7KH3KRHQL[)LQDQFLDO([FHOOHQFH6WUDWHJLF3ODQVWULYHVWRPDLQWDLQͤVFDOO\VRXQGDQGVXVWDLQDEOH ͤQDQFLDOSODQVDQGEXGJHWVWKDWUHIOHFWFRPPXQLW\YDOXHVDQGUHVLGHQWV̵SULRULWLHV Priorities 1. 0DLQWDLQKLJKERQGUDWLQJV A bond rating is a measure of the credit quality of the City. Factors considered in a rating are the health of the local economy, stability and volatility of revenues, level of reserves for liquidity during unexpected ͤQDQFLDOFRQGLWLRQVDVZHOODVVRXQGͤQDQFLDOSUDFWLFHVSROLFHVDQGVWUXFWXUHVRUV\VWHPVWKDWDOORZIOH[LELOLW\WR address challenges. An entity with a long-term outlook and has plans to address unexpected changes is positively FRQVLGHUHG,QHVVHQFHDERQGUDWLQJUHIOHFWVDQLQGHSHQGHQWYLHZRIͤQDQFLDOH[FHOOHQFH$KLJKHUERQGUDWLQJZLOO usually result in lower borrowing costs. 2. 3ULRULWL]HFDSLWDODQGIXQGLQJSODQVIRUFULWLFDOLQIUDVWUXFWXUH:LWKWKHVLJQLͤFDQWGRZQWXUQLQWKHVWDWHORFDODQG QDWLRQDOHFRQRP\DQGWKHDVVRFLDWHGLPSDFWRQUHYHQXHVWKHͤQDQFLDOFDSDFLW\WRIXQGDQGͤQDQFHDGGLWLRQDOFDSLWDO SURMHFWVKDVEHHQVLJQLͤFDQWO\UHGXFHG$VDUHVXOWDIRFXVRQPDLQWDLQLQJH[LVWLQJLQIUDVWUXFWXUHPXVWEHEDODQFHG with the need for new infrastructure. This includes prioritizing the use of the remaining 2006 General Obligation (GO) ERQGFDSDFLW\DQGRWKHUUHVRXUFHVDQGLQYHVWLJDWLQJDOWHUQDWLYHPHWKRGVWRͤQDQFHSULRULW\FDSLWDOQHHGV 3. 3URYLGHDFFXUDWHDQGUHOLDEOHUHYHQXHDQGH[SHQGLWXUHIRUHFDVWLQJ To ensure available resources are allocated to the highest priority needs, accurate and reliable forecasts of both revenues and expenditures are needed. This requires access to the necessary resources and expertise to ensure all critical factors are considered in revenue forecasts and all factors that impact expenditures are considered and modeled. Accuracy of expenditure forecasts also requires discipline of all City departments to ensure expenditures are monitored and managed. Without accurate forecasts and management of expenditures, reserve levels may be tapped below critical levels and services may be unnecessarily reduced. 4. 0DLQWDLQDWUDQVSDUHQWͤQDQFLDOHQYLURQPHQWIUHHRIIUDXGZDVWHDQGDEXVH One of the most important aspects of ͤQDQFLDOH[FHOOHQFHLVWKHDELOLW\WRDVVXUHWKHSXEOLFEXVLQHVVFRPPXQLW\LQYHVWRUVDQGWKHUDWLQJDJHQFLHVWKDW systems and processes are in place to prevent fraud, waste and abuse of public funds. An important element of SUHYHQWLQJIUDXGZDVWHDQGDEXVHLVUHJXODUͤQDQFLDOUHSRUWVWKDWDUHHDV\WRDFFHVVDFFXUDWHDQGXQGHUVWDQGDEOH )LQDQFLDOH[FHOOHQFHUHTXLUHVWKHLPSOHPHQWDWLRQRITXDOLW\ͤQDQFLDOV\VWHPVVWDIIWUDLQLQJLQWHUQDOFRQWUROVDQG regular internal and external audits to prevent fraud, waste and abuse. INFRASTRUCTURE Infrastructure is the basic physical and organizational structure needed for the operation of a society or enterprise and the services and facilities necessary to function, such as roads, pedestrian and bicycle systems, water supply, sanitary and storm sewers, public transit, airports, railroads, public buildings and facilities, solid waste collection, power supply and telecommunications. Priorities 1. &UHDWHDQGPDLQWDLQLQWUD&LW\WUDQVSRUWDWLRQ3URYLGHVDIHFOHDQHIͤFLHQWVXVWDLQDEOHPXOWLPRGDOVXUIDFH transportation systems consistent with Complete Streets policies to support mobility needs of present and future residents, businesses, and visitors within the City of Phoenix. 2. (VWDEOLVKDQGHQKDQFHLQWHU&LW\WUDQVSRUWDWLRQ3URYLGHVDIHHIͤFLHQWVXVWDLQDEOHFRVWHIIHFWLYHPXOWLPRGDO transportation systems to support economic growth, population growth, and competitiveness through connectivity to regional, national, and global destinations. 3. 'HYHORSDQGRSHUDWHSXEOLFXWLOLWLHV3URWHFWWKHSXEOLFKHDOWKDQGHQYLURQPHQWE\SURYLGLQJUHOLDEOHHIͤFLHQWDQG affordable water, wastewater, stormwater, and garbage and diversion (recycling, reducing, reusing) services. 4. &RQVWUXFWDQGPDQDJHSXEOLFIDFLOLWLHV3URYLGHVDIHHIͤFLHQWVXVWDLQDEOHFRVWHIIHFWLYHZHOOPDLQWDLQHGDQG aesthetically pleasing public facilities for delivery of municipal services to residents and visitors; build, maintain, and manage capital assets to preserve long-term investment and ensure uninterrupted support services. 12 Table of Contents INNOVATION AND EFFICIENCY The City of Phoenix must further enhance its commitment to developing new and creative service delivery methods to provide services to residents. The recent economic climate challenges the City to do more with less, while maintaining high-quality public services. The City must also remain dedicated to developing and seeking continuous improvements in EXVLQHVVSURFHVVHVDQGPDLQWDLQLQJDFXOWXUHRILQQRYDWLRQDQGHIͤFLHQF\7KHUHFHQWHIIRUWVRIWKH&LW\0DQDJHULQFUHDWLQJ WKH,QQRYDWLRQDQG(IͤFLHQF\7DVN)RUFHKDYHKHOSHGVHWWKHVWDJHDVWKH&LW\IRUPDOL]HVLWVDSSURDFK Priorities 1. ,QIXVHDPLQGVHWIRFXVHGRQLQQRYDWLRQDQGHIͤFLHQF\LQWRWKH&LW\RI3KRHQL[RUJDQL]DWLRQDOFXOWXUH An “innovation DQGHIͤFLHQF\̹ZD\RIWKLQNLQJPXVWEHFRPHDPXFKPRUHSUHYDOHQWSDUWRIWKHRUJDQL]DWLRQ̵VFRUHYDOXHV\VWHP and continues to be integrated into the way everyday business is conducted. Executives, managers, supervisors and frontline staff must embrace an attitude that questions existing business processes and practices throughout the organization, with the goal of fostering innovation through the creation and implementation of new ideas. 2. (VWDEOLVKDQGVXSSRUW&LW\SURJUDPVDQGPHFKDQLVPVIRFXVHGRQGHYHORSLQJDQGLPSOHPHQWLQJWDQJLEOHLQQRYDWLRQV WKURXJKRXWWKHRUJDQL]DWLRQ7KH&LW\̵VLQQRYDWLRQDQGHIͤFLHQF\HIIRUWVPXVWEHGULYHQIURPWKHWRSWRDOOOHYHOVEH results oriented, and demonstrate investment of available means. A proven approach involves assignment of resources dedicated to producing substantial innovative changes that enhance customer service, increase productivity, reduce costs and engage employees. 3. :RUNFRQWLQXDOO\WRZDUGHOLPLQDWLRQRIEDUULHUVWRLQQRYDWLRQDQGHIͤFLHQF\ Several obstacles can stand in the way of FUHDWLQJDQHQYLURQPHQWRILQQRYDWLRQDQGSDWKZD\VWRHIͤFLHQF\7KHRUJDQL]DWLRQPXVWVHHNWRLGHQWLI\WKHVHUHDORU perceived hindrances and, when appropriate, actively remove or facilitate working through them. 4. (QJDJHWKH3KRHQL[FRPPXQLW\LQWKH&LW\̵VLQQRYDWLRQDQGHIͤFLHQF\PHWKRGRORJLHVWRIDFLOLWDWHFLWL]HQLQYROYHPHQW LQSXWDQGDZDUHQHVV,QYROYHPHQWE\3KRHQL[UHVLGHQWVLQWKHDFFRPSOLVKPHQWRIWKH&LW\̵VLQQRYDWLRQDQGHIͤFLHQF\ goals will boost the meaningfulness and connectedness of the achievements to the community. It is important for the &LW\WRHQKDQFHSXEOLFDZDUHQHVVDERXWLQQRYDWLRQDQGHIͤFLHQF\DFKLHYHPHQWVDQGPDNHVWURQJHIIRUWVWRUHTXHVW relevant input. NEIGHBORHOODS AND LIVABILITY To preserve healthy, vibrant, diverse and safe neighborhoods that enhance the quality of life for all Phoenix residents through neighborhood vitality, by providing a range of housing opportunities and choices, supporting quality parks and open space, and enriching its populace with a strong art and culture infrastructure, and an accessible and quality library system. Priorities 1. 6XSSRUWQHLJKERUKRRGYLWDOLW\WKURXJKVWURQJSDUWQHUVKLSVFROODERUDWLRQVDQGE\OHYHUDJLQJUHVRXUFHV In order to preserve healthy, vibrant, diverse and safe neighborhoods, the City must support neighborhood self-reliance and enhance the quality of life for all residents through community-based problem solving, neighborhood-oriented services and public/private cooperation. 2. 3URYLGHDGLYHUVHUDQJHRIKRXVLQJRSSRUWXQLWLHVDQGFKRLFHVWR3KRHQL[UHVLGHQWV3URPRWLQJGLYHUVLͤHGKRXVLQJ opportunities enriches the quality of life for all Phoenix residents, including low- to moderate-income families, seniors, persons with disabilities and the homeless. Providing a range of housing opportunities allows the City to continue to preserve healthy, vibrant, diverse and safe neighborhoods. 3. (QVXUH3KRHQL[UHVLGHQWVKDYHTXDOLW\SDUNVDQGRSHQVSDFH Partner with the community to provide a parks and recreation system that meets the needs of Phoenix residents and visitors that is convenient, accessible and diverse in programs, locations, and facilities. 4. 3URPRWHDVWURQJDUWVDQGFXOWXUHLQIUDVWUXFWXUH Continue to partner with the community to provide strong arts and culture facilities and programs to create a more beautiful and vibrant City which contributes to a better quality of life. 5. 3URYLGHDFFHVVLEOHDQGTXDOLW\OLEUDU\V\VWHPVWR3KRHQL[UHVLGHQWV Partner with the community to provide a library system that meets the needs of residents and visitors and is accessible, convenient and diverse in locations, programs and facilities. 13 Table of Contents PHOENIX TEAM As the organization becomes leaner and continues to face increasing pressures for improved results, it becomes even more critical for a heightened connection between employees and their work, their organization, and the people they work for and with. Methods for motivating employees must be updated to keep employees engaged and retained within the organization. Additionally, traditional means of communication may no longer be adequate to convey critical information to both employees and the public. Priorities 1. (VWDEOLVKSD\DQGEHQHͤWVDQGDZRUNSODFHFXOWXUHWKDWDWWUDFWVUHWDLQVDQGPRWLYDWHVDKLJKO\TXDOLͤHGZRUNIRUFH *LYHQWKHFXUUHQWVWDWHRIWKHHFRQRP\WKHFRPPXQLW\KDVH[SUHVVHGLQWHUHVWLQWKHFXUUHQWVDODU\EHQHͤWVDQGRYHUDOO compensation packages for government employees. 2. 3URYLGHDZRUNSODFHFXOWXUHWKDWVXSSRUWVWKHKHDOWKSURGXFWLYLW\DQGHIͤFLHQF\RIHPSOR\HHV The City of Phoenix XQGHUVWDQGVWKDWRUJDQL]DWLRQDOVXFFHVVGHSHQGVRQDKHDOWK\SURGXFWLYHDQGHIͤFLHQWZRUNSODFHDQGZRUNIRUFH Employees also recognize that they can improve their lives by taking charge of their own health and making greater use of technology to ease ever increasing work demands. 3. (VWDEOLVK&RPPXQLFDWLRQV3ODQVWRHQJDJHDQGLQIRUPHPSOR\HHVDQGWKHFRPPXQLW\ The City’s recent budget challenges have made evident the necessity of providing clear, timely and accurate information to employees and the public to garner continued support for and achievement of organizational goals and continued quality services. 4. &UHDWHGHYHORSPHQWRSSRUWXQLWLHVWKDWHQKDQFHWKH&LW\̵VVWDQGLQJDVDKLJKSHUIRUPLQJRUJDQL]DWLRQ The City FRQWLQXHVWRUHGXFHXQQHFHVVDU\KLHUDUFK\WRLPSURYHHIͤFLHQFLHVDQGVSHHGFRPPXQLFDWLRQDQGGHFLVLRQPDNLQJ This has resulted in a flatter organization, increases in span of control and consequently fewer promotional opportunities. Further, an increasing number of employees are leaving the City as they reach retirement eligibility. As a result, it becomes even more critical to manage and coordinate the available human resources effectively to provide leadership and ongoing quality services to the community. 5. 0RELOL]HDQGOHYHUDJHFRPPXQLW\SDUWQHUVKLSVDQGYROXQWHHUSURJUDPVWRHQKDQFHSURJUDPVDQGVHUYLFHV The City FRQWLQXHVWRPDNHGLIͤFXOWFKRLFHVUHJDUGLQJSURJUDPVDQGVHUYLFHVWRRXUFXVWRPHUVLQOLJKWRIUHYHQXHVWUHDP uncertainty. Additionally, the community has expressed interest in assisting the City in continuing to provide quality services to residents in a variety of areas. PUBLIC SAFETY The City of Phoenix is committed to a high level of public safety and working in partnership with the community to maintain a safe and secure City. The Public Safety Study Area includes members of and services provided by the Police Department, )LUH'HSDUWPHQW0XQLFLSDO&RXUW3URVHFXWRU̵V2IͤFHDQG2IͤFHRI(PHUJHQF\0DQDJHPHQW:RUNLQJWRJHWKHUWKHVH departments strive to provide Phoenix with an environment of safety and security. Priorities 1. 3UHYHQWFULPHVDQGDFFLGHQWVE\HQKDQFLQJFRPPXQLW\DZDUHQHVVRISXEOLFVDIHW\V\VWHPVDQGSDUWQHULQJZLWKRWKHU FULPHSUHYHQWLRQSURJUDPV. The City provides the community with information about a variety of public safety issues including crime and accident prevention, information on the operation of the judicial system, and education on police DQGͤUHGHSDUWPHQWVHUYLFHV 2. 3URYLGHSXEOLFVDIHW\ZRUNHUVZLWKWKHWRROVQHFHVVDU\WRSURIHVVLRQDOO\PHHW&LW\DQGUHJLRQDOSXEOLFVDIHW\QHHGV Ensure that public safety workers have the training, education, equipment, facilities and other resources needed to provide a high level of service to the community. 3. (QVXUHWLPHO\DQGDSSURSULDWHUHVSRQVHThe City of Phoenix deploys public safety workers in a manner that provides a timely and appropriate response to emergencies. Response resources include those needed for routine incidents as ZHOODVWKHFDSDFLW\WRUHVSRQGWRDQGPDQDJHQDWXUDODQGKXPDQFDXVHGLQFLGHQWVRIUHJLRQDOVLJQLͤFDQFH 4. 3URYLGHVWURQJFXVWRPHUVHUYLFHLQWHUQDOO\DQGH[WHUQDOO\ Every member of the community and every organization ZRUNLQJLQ3KRHQL[LVDSXEOLFVDIHW\FXVWRPHU)LUHͤJKWHUVSROLFHRIͤFHUVDQGRIͤFHUVRIWKHFRXUWVZHDUDQRDWK to protect the people they serve. Every public safety worker should serve their customers with dignity and honor to develop mutual trust and respect. 5. (QVXUHͤVFDOUHVSRQVLELOLW\LQDOOSXEOLFVDIHW\HIIRUWV Public safety managers and public safety workers must be responsible stewards of the funds provided by the customers to support public safety efforts. 14 Table of Contents SOCIAL SERVICES DELIVERY The City of Phoenix has a long history of responding to community needs and providing services to those most in need. Building upon this foundation, the City is committed to continue seeking innovative and effective methods for delivering social services. The City will serve as a catalyst to support a full continuum of high quality services for Phoenix residents. 7KRXJKWKH&LW\RI3KRHQL[KDVDQGZLOOFRQWLQXHWRUHVSRQGWRVSHFLͤFVRFLDOVHUYLFHVQHHGVGLUHFWO\ZKHUHDSSURSULDWHWKH IUDPHZRUNRIWKLVSODQGHͤQHVDQGFRRUGLQDWHVWKHJUHDWHUVFRSHRIQHHGVDQGVHUYLFHVUHTXLUHGE\3KRHQL[UHVLGHQWV%\ providing a clear vision and continued leadership, City services will be provided in tandem with other resources provided by community and faith-based organizations, as well as, other levels of government. Priorities 1. 6WUHQJWKHQWKHVDIHW\QHWRIVRFLDOVHUYLFHVDYDLODEOHWRSURWHFWWKRVHZKRDUHPRVWYXOQHUDEOHRULQFULVLV. The City of Phoenix will assure those most in need have access to basic needs such as shelter and food. The City will connect the homeless, working poor, elderly, disabled and victims of violent crimes to core services needed to stabilize their lives. 2. (QKDQFHWKHTXDOLW\RIOLIHIRUORZLQFRPHRUDWULVNLQGLYLGXDOVDQGIDPLOLHV The City of Phoenix will empower DOOUHVLGHQWVWROLYHLQVDIHDIIRUGDEOHKRXVLQJDQGDFKLHYHHFRQRPLFVHOIVXIͤFLHQF\WKURXJKDFFHVVWRVRFLDO employment and other economic resources needed to maximize their quality of life. 3. %XLOGKHDOWK\FDULQJFRPPXQLWLHV The City of Phoenix will promote rich, diverse, and innovative networks of public, community, and faith-based programs, services, and facilities to maximize the potential of every community. The City will serve as a resource and a catalyst in strengthening neighborhoods and building community capacity. SUSTAINABILITY The City of Phoenix is committed to securing environmental and economic livability for future generations in the region, with an emphasis on solar energy production. Phoenix has long used sustainability as a guiding principle, believing that sustainable living is critical to ensuring that the actions we take today do not compromise the ability of future generations to PHHWWKHLUQHHGV3KRHQL[̵VVXVWDLQDELOLW\PRWWR̸̰/LYLQJ/LNHLW0DWWHUV̹̰UHDIͤUPVWKHVXVWDLQDELOLW\FUHHGWKDWJXLGHVLWV current programs and future plans. Priorities 1. $FFHOHUDWHUHQHZDEOHHQHUJ\GHYHORSPHQW The City has a long-standing commitment to resource conservation and FRQWLQXHVWREHDQDFWLYHSDUWLFLSDQWLQHQHUJ\FRQVHUYDWLRQHIͤFLHQF\DQGHQYLURQPHQWDOSUHVHUYDWLRQ3XUVXLQJ renewable energy development guides the City towards energy independence. 2. (QDEOHRSSRUWXQLWLHVIRUHQYLURQPHQWDOVWHZDUGVKLS Environmental sustainability is best achieved by encouraging VKDUHGUHVSRQVLELOLWLHVSURWHFWLQJQDWXUDOV\VWHPVDQGSURPRWLQJWKHHIͤFLHQWXVHRIQDWXUDOUHVRXUFHV,WLVDOVR important to implement policies, programs and practices that have a far-reaching effect on the environment. 3. (QKDQFHVXVWDLQDEOHODQGXVHDQGPRELOLW\SUDFWLFHV The success in sustainable land use and mobility lies in adopting SROLFLHVWKDWHQFRXUDJHWKHXVHRIJUHHQLQIUDVWUXFWXUHDQGEXLOGLQJVEURZQͤHOGUHGHYHORSPHQWFUHDWLQJFRQQHFWLYLW\ within road networks, and ensuring connectivity between pedestrian, bike, transit and road facilities. 4. )RVWHUFROODERUDWLRQDQGFRPPXQLFDWLRQ Empowering employees at all levels through collaborative workgroups will galvanize them to realize the City’s sustainability goals. They in turn become an example of the City’s efforts and progress to the community they serve. Communicating and celebrating the City’s accomplishments is essential to motivating employees, customers, stakeholders and the public in achieving sustainability goals. 15 Table of Contents TECHNOLOGY Information technology is a vital part of a vibrant City government. Information technology, utilized appropriately, enables HQKDQFHGVHUYLFHVWRWKHFRPPXQLW\LQFUHDVHVHIͤFLHQF\RIRSHUDWLRQVGHOLYHUVXVHIXOLQIRUPDWLRQDQGVXSSRUWVLQQRYDWLRQ The Phoenix Strategic Plan’s Technology Area leverages technology to drive key actions that fundamentally enhance the way Phoenix connects to information. Priorities 1. 3URYLGHVHDPOHVVFXVWRPHUVHUYLFH A seamless customer experience is achieved when a customer interacts with both internal and external City service providers without experiencing service interruptions during the service delivery process. 2. ,QFUHDVHRSHUDWLRQDOHIͤFLHQF\WKURXJKFRQVWDQWLQQRYDWLRQConstant product and service innovation nurtures ideas and focuses on customer satisfaction, combines process and technology to enhance productivity and value, drives down operational costs, and supports other City strategies. 3. 7XUQGDWDLQWRLQIRUPDWLRQWKURXJKDZHEHQDEOHG&LW\ When business data is stored in easily accessible, organizationwide repositories, the City can create opportunities to use this data to make better decisions. Internet-based information delivery and collection efforts empower the community to interact with and receive City services 24 hours a day, giving the opportunity to conduct business on-line versus waiting in line. 4. &UHDWHDVKDUHGFRPPRQLQIUDVWUXFWXUH Consolidating technological infrastructure around common IT components allows improved investments on behalf of the entire City. Strategic use of technology will result in tangible cost savings DQGUHVXOWVLQWKHHIͤFLHQWDQGHIIHFWLYHDOORFDWLRQRIUHVRXUFHV 5. (QKDQFHLQIRUPDWLRQVHFXULW\DQGSULYDF\In today’s business environment, information security and privacy form the foundation of technology projects. The City should create a comprehensive program to protect data and technology infrastructures, secure systems and assets, mitigate threats and provide a mechanism for business continuity in emergencies. 16 Table of Contents STRATEGIC PLAN 2019-20 MAJOR ACCOMPLISHMENTS In March 2020, the City of Phoenix responded to the COVID-19 worldwide pandemic, which impacted city services. On March 27, 2020 the Coronavirus Aid, Relief and Economic Security (CARES) Act was signed into United States law to address the economic impact caused by COVID-19. On May 5, 2020 the City of Phoenix rapidly mobilized to establish the Coronavirus Relief Fund Strategic Plan approved by the City Council, guiding the allocation of funding on projects related to the health and safety of residents, small business assistance, and other social assistance programs. The funding allocation for the plan was approved as follows: A. Community Investment - $75 Million B. City Expenses - $75 Million C. Reserve to Preserve City Services - $143 Million ECONOMIC DEVELOPMENT AND EDUCATION 1. Business Retention and Expansion Business retention and expansion is important to the growth and development of the City. City efforts have resulted in the following: • New Businesses - New businesses are making major investments in Phoenix. The average new locate invested more than $18.7 million, a jump from $11.3 million in 2018. Phoenix remains a destination where new and existing companies look to increase their investments. • Business Attraction - A total of 4,492 new jobs were created with Community and Economic Development (CEDD) assistance locating 20 companies in Phoenix. Capital investment from these projects totals more than $374 million (an 18 percent increase from the prior year). Manufacturing accounted for over $200 million, representing an increase of 308 percent over last year. • Business Retention and Expansion - CEDD met with 1,151 local companies during 2019, a 22 percent increase over 2017-18, which contributed 5,893 net new jobs (average wage of $64,558), a 15 percent increase over last year, and $989,964,230 in capital investment, while 5,507 jobs were retained through companies at flight risk. • Biosciences and Healthcare - Biosciences and healthcare were a key strength in 2019 with more than $3 billion in new capital investment, 4 million square foot of new construction and over 7,000 new jobs planned. 2. Community and Economic Development Development of a vibrant, sustainable urban core enhances the economic vitality of Phoenix. Several projects commenced or completed construction during this period and will contribute an HVWLPDWHGPLOOLRQRYHUWKHQH[WͤYH\HDUV$IHZH[DPSOHVLQFOXGH • CityScape Block 23)U\̵V*URFHU\RSHQHGWKHͤUVWIXOOVHUYLFHJURFHU\LQGRZQWRZQVLQFHZKLFKZLOOEH IROORZHGE\VTXDUHIRRWRIRIͤFHVSDFHDQGWKH5\DQDXQLWUHQWDOUHVLGHQWLDOWRZHU • Arizona State University - Arizona State University Thunderbird School of Global Management broke ground on a ͤYHVWRU\HGXFDWLRQEXLOGLQJLQ'RZQWRZQUHSUHVHQWLQJDQLQYHVWPHQWRIPLOOLRQ • Phoenix Biomedical Campus - Wexford Science and Technology began construction on a 225,000 square foot building on the Phoenix Biomedical Campus (PBC) as a partnership with Arizona State University. • Downtown Residential7KHͤUVWSKDVHRIWKHWKUHHEXLOGLQJKLJKULVHPXOWLIDPLO\GHYHORSPHQWNQRZQDV7KH Link PHX opened at 3rd and Pierce Streets. The Duo on Fillmore will break ground in late 2019 on a high-rise, multifamily tower at the northeast corner of 3rd Avenue and Fillmore Street. X-Phoenix, a two-phase, high rise development broke ground at 2nd Avenue and Van Buren Street, representing 600+ units of social living in both phases. The Battery broke ground in the Warehouse District on a 278-unit, four-story project that incorporates two historic buildings as ground floor retail. • Central Station - Electric Red Ventures (Medistar) will start construction on Central Station which will include VTXDUHIRRWRIRIͤFHVTXDUHIRRWRIUHWDLOUHVLGHQWLDOXQLWVKRWHOURRPVDQGVWXGHQW housing beds. • Park Central Mall - The adaptive reuse of Park Central Mall is underway with Creighton University School of 0HGLFLQHDQGDQHZUHVLGHQWLDOWRZHUDQGSDUNLQJVWUXFWXUH)XWXUHGHYHORSPHQWZLOOLQFOXGHRIͤFHVUHWDLODQG hospitality development. Public infrastructure improvements were completed this year, connecting a pedestrian corridor between 3rd and Central Avenues through the heart of the mall. 17 Table of Contents 3. Major Conventions Hosted Phoenix Convention Center (PCC) served as host to 68 city-wide conventions in 2019. Several of the largest conventions had a strong presence in the summer months: • Nazarene Youth Conference - In July, the Church of the Nazarene held its Youth Conference at the Phoenix Convention Center. The conference included 7,500 delegates representing over 14,000 room nights. The event had an economic impact of $11.2 million in direct spending. • Convention of the Jehovah’s Witnesses - In August, the 2019 Convention of the Jehovah’s Witnesses convened 35,000 delegates. The group accounted for almost 25,000 room nights while utilizing space at the Phoenix Convention Center, as well as, Chase Field. The convention had an estimated economic impact of $52.4 million. • Geological Society of America - In September, the Geological Society of America continued the summer trend into the Fall by bringing in 7,000 delegates and almost 9,000 total room nights. This event had an estimated economic impact of approximately $10.5 million. FINANCIAL EXCELLENCE 1. Airport Revenue Bonds Secured new money for the Aviation Departments Capital Improvement Program (CIP) on November 6, 2019 by issuing $763 million in Airport revenue bonds. The bonds were issued to fund major infrastructure projects that support the Airport’s Comprehensive Asset Management Plan. The bonds were issued at an overall interest rate of 3.52 percent, saving the airport $7 million from the estimate. 2. Rental Car Facility Charge Revenue Bonds Secured new money for the Aviation Department’s CIP on November 6, 2019 by issuing $305 million in rental car facility charge revenue bonds. The bonds were issued to fund construction of PHX Sky Train to the rental car facility. The overall rate was 3.28 percent, saving almost $12 million. 3. City-Owned Properties During 2019 city-owned properties sold for $9.5 million bringing the total land sales to $54.4 million since June 2014. 4. Pension Funding Police3KRHQL[&LW\&RXQFLOWRRNDFWLRQLQ0D\WRIRUPDOO\DGRSWWKHͤUVWSHQVLRQIXQGLQJSROLF\ which is applicable to both the City of Phoenix Employee Retirement System (COPERS) and the Public Safety Personnel Retirement System (PSPRS). The policy includes continuing to pay the annual required contributions for each plan, as determined through annual actuarial valuations. The policy also includes the use of advanced enterprise funds to pay down the pension liability, annually evaluate prior year budgets compared to actual expenditures to determine if additional payments can be made towards the pension liability, and to evaluate any potential new revenue sources for the purpose of paying down the pension liability. As part of this, Finance issued additional Aviation bonds for the purpose of freeing up cash to pay down the Aviation Department’s Net Pension Liability amounting to $150 million. This transaction will result in paying down the pension by approximately 3 percent and will save the Aviation Department about $823,000 as the average annual savings for a total of $24.7 million in savings. 5. Finance Banking Payment Program The Finance Banking Payment Program produced $831,000 in revenues for the ͤVFDO\HDU 6. Procurement The Finance Department completed 170 procurements including towing, body worn cameras, budget replacement system and large citywide contracts such as furniture. Two major strategic effort contracts included the $XWRPDWLF([WHUQDO'HͤEULOODWRUV $(' IRUPLOOLRQWHPSRUDU\ODERUIRUPLOOLRQIRUDͤYH\HDUSHULRGDQGD new Planning and Development System implementation for $31.6 million. 7. Financial Reporting&RPSOHWLRQRI\HDUHQGͤQDQFLDOUHSRUWLQJLQFOXGLQJWKH&LW\RI3KRHQL[&RPSUHKHQVLYH$QQXDO Financial Report (CAFR) with clean external audits issued by December 31, 2018. Received the Government Finance 2IͤFHUV$VVRFLDWLRQ *)2$ DZDUGHGD&HUWLͤFDWHRI$FKLHYHPHQWIRU([FHOOHQFHLQ)LQDQFLDO5HSRUWLQJ7KLVKDVEHHQ awarded to the City continuously since 1976. The Finance Department received the GFOA award for Excellence in Financial Reporting for the Popular Annual Financial Report. 18 Table of Contents INFRASTRUCTURE 1. Accelerated Pavement Maintenance Program Phoenix’s 2019 street paving season will go on record as one of the biggest ever to be accomplished, due largely to the Council-approved $200 million advancement of Transportation 2050 (T2050) street program revenues. The city tripled the number of major street miles paved this year. Outreach efforts included: • Interactive public input tool that resulted in more than 7,500 ‘pin drops’ from members of the public who helped to identify problem areas. • More than 80 public meetings reaching more than 10,000 Phoenix residents. ̽ 3XEOLFLQSXWZDVXVHGWRGHYHORSSDYHPHQWSODQVIRUWKHFLW\̵VͤYH\HDUPDLQWHQDQFHSURJUDP ̽ 7KH6WUHHW7UDQVSRUWDWLRQ'HSDUWPHQWSURYLGHVWKH&LW\&RXQFLOGLVWULFWRIͤFHVDQGWKHRIͤFHRIWKH0D\RUDQ LQIRJUDSKLFIRUWKHLUFRQVWLWXHQWHQHZVOHWWHUVWKDWIHDWXUHVFRXQFLOGLVWULFWVSHFLͤFDQGFLW\ZLGHSDYHPHQW program accomplishment numbers. The Street Transportation Department launched a new Interactive Pavement Maintenance Dashboard that familiarizes the public with the different types of streets and treatments that are used to extend the life of pavement. Most importantly, the interactive tool gives the public a past-present-future look at the City’s paving program. 2. Grand Canalscape Phase II Project The Grand Canalscape project was awarded a 2020 Build Arizona Award at the annual Arizona Association of General Contractors’ (AZAGC) Award Ceremony. This award was for both Phase I and II ZKLFKFRQVLVWHGRIWKHLQVWDOODWLRQRIDIRRWZLGHFRQFUHWHSDWKZD\SHGHVWULDQEULGJHVWUDIͤFVLJQDOV+$:.VUDSLG flashing beacons, lighting, landscaping and irrigation along the Grand Canal between 23rd Avenue and 56th Street. 3. Parking Protected Bicycle Lanes7KH6WUHHW7UDQVSRUWDWLRQ'HSDUWPHQWLQVWDOOHGWKH&LW\̵VͤUVWDQGVHFRQGSDUNLQJ protected bicycle lanes through the Accelerated Pavement Maintenance Program. The two locations are on 39th Avenue from Encanto Boulevard to Edgemont Avenue, and on Earll Drive from 6th Avenue to 3rd Avenue. 4. Rio Salado Pathway: 32nd Street Alignment to SR 143 A multi-use path from 32nd Street to the City of Phoenix/Tempe border on the Rio Salado levee along the Salt River’s south bank was completed. Work included an asphalt pathway, seating areas adjacent to the pathway, a shade ramada, landscaping, curb access ramps, and safety railing. 5. New Proactive Right-of-Way Inspection Program The Street Transportation Department formed and launched a new street inspection program to proactively identify and help address roadway issues across the city. Four Right-of-Way Specialists (ROW Specialists) are each assigned two council districts and are responsible for proactively identifying pavement and other street, sidewalk and right-of-way conditions in need of repair before they become problems. 6. Street Landscape Improvements With City Council approval, service levels for street landscaping and irrigation maintenance were increased to quarterly service schedules, including additional resources for servicing landscape irrigation systems across the network. The Street Transportation Department also planted over 700 trees in 2019. Irrigation audits have also begun, which will result in reduced water consumption, save money and help make Phoenix streets more walkable. 7. Bus Stop Shade, ADA and Lighting Improvements Improving the experience for riders waiting for the bus is a goal that ZDVLGHQWLͤHGWKURXJKFRPPXQLW\RXWUHDFKZKLOHGHYHORSLQJWKH7SURJUDP7KH3XEOLF7UDQVLW'HSDUWPHQWKDV been addressing this through a newly designed bus shelter that provides more shade for riders waiting for the bus, improving bus stops throughout the city to meet ADA requirements, and an upgrade to solar lighting at existing transit shelters. 8. Innovations, Service Level Increases, Major Projects Completed The most important accomplishment the Water Services Department achieved in 2019 was the continued provision of safe, clean drinking water for our community, which is the foundation of public health, economic opportunity, and quality of life in our desert city. This takes an enormous amount of effort, diligence, and technical expertise to accomplish. The Water Services Department also maintained wastewater treatment plant operations without incident and without permit violation in support of public health and protection of the environment. 9. New and Expanded International Flights In 2019, Phoenix Sky Harbor International Airport added 29 new routes, equating to more than 33,000 miles of new air service: • American Airlines launched service to London in March, quickly moving from seasonal to year-round service due to strong demand. American Airlines also added service to Chihuahua, Mexico, in addition to ten new domestic routes. • Eurowings, a subsidiary of the Lufthansa Group, announced seasonal service between Phoenix and Frankfurt, *HUPDQ\EHJLQQLQJ$SULOͤYHGD\VSHUZHHN • Condor Airlines continued to see strong demand for its Phoenix-Frankfurt flight, extending its service by two full months in 2019 to include all of May and October. It also announced it was adding April flights beginning in 2020. ̽ )URQWLHU$LUOLQHVDQQRXQFHGVLJQLͤFDQWH[SDQVLRQDGGLQJVL[QHZURXWHVLQWKHVHFRQGKDOIRIEULQJLQJLWV total number of destinations out of PHX to 15. 19 Table of Contents INNOVATION AND EFFICIENCY 1. Projects Completed In the past year, the Audit Department completed 82 audits and management services, with UHFRPPHQGDWLRQVWRLPSURYHRSHUDWLRQDOHIͤFLHQF\UHGXFHULVNDQGLPSURYHPDQDJHPHQWFRQWUROV 2. Economic Impact City Auditor Department recommendations resulted in over $6.5 million in revenue recovery and cost VDYLQJVRYHUWKHSDVWͤYH\HDUVLQFOXGLQJLQUHYHQXHUHFRYHULHVDQGFRVWVDYLQJVLQ7KHPDMRULW\ of the economic impact within the past year resulted in savings to the Aviation Department. The Audit Department reviewed compliance with the lease agreement and permits between one of the Fixed Base Operators (FBO) operating DWWKHDLUSRUW'XULQJWKHUHYLHZZHLGHQWLͤHGWKDWQRWDOODFWLYLW\ZDVLQFOXGHGLQWKH)%2̵VUHYHQXHFDOFXODWLRQV in some instances, fuel flowage and landing fees were not reported. This resulted in underpayments to the Aviation Department of $135,000. Other revenue recoveries were from reviews of contracts in various City departments. 3. (IͤFLHQF\(IIRUWV In addition to recommendations to improve management controls and reduce risk, the Audit 'HSDUWPHQWLGHQWLͤHGPDQ\SRWHQWLDOHIͤFLHQF\LPSURYHPHQWV5HFRPPHQGDWLRQVZHUHPDGHWR  FRQGXFWDFLW\ZLGH survey to gather information about contract monitoring practices; results were turned over to the CORE team which will identify concrete steps and actions to assist city staff in their contract monitoring duties; (2) effectively manage IT projects so they have a greater likelihood to achieve their objectives, and to be implemented on time and within budget; DQG  UHYLHZFRQWUROGHͤFLHQFLHVLGHQWLͤHGLQDUHYLHZRIWKH)LUH0DUVKDO:RUN)ORZWRHQVXUHHDFKGHͤFLHQF\ was addressed and future risks are mitigated. NEIGHBORHOODS AND LIVABILITY 1. Phoenix Parks and Preserve Initiative (PPPI) Projects Funds from the voter-approved Phoenix Parks and Preserve Initative (PPPI) helped fund projects citywide, such as repairs and upgrades to pools, playgrounds, hiking trails, parking ORWVDQG/('OLJKWLQJ6SHFLͤFSURMHFWVZRUWKQRWLQJLQFOXGHDQHZSOD\JURXQGLQ1XHVWUR3DUNUHQRYDWHGSDUNLQJORWV at Hayden, Moon Valley and Nevitt parks; and work on 30 miles of trails in South Mountain Park/Preserve that involved maintenance on 14 miles of existing trails, construction on 12 miles of new trails and the removal of four miles of undesignated “spider” trails. 2. Phoenix Mountains Preserve – Piestewa Peak Trailhead Renovation The grand opening of new and upgraded amenities DW3LHVWHZD3HDN7UDLOKHDGZDVFHOHEUDWHGLQ2FWREHU,PSURYHPHQWVLQFOXGHUHFRQͤJXUHGSDUNLQJDUHDVWKDWDUH FRQQHFWHGE\DQHZIRRWORQJYHKLFOHSHGHVWULDQEULGJHWKDWZLOOLPSURYHWUDIͤFIORZDQGDFFHVVWRWKLVSRSXODU hiking destination. Trail users can also enjoy a new building with six individual restrooms and a ranger station, drinking IRXQWDLQVDQGZDWHUERWWOHͤOOVWDWLRQIRXUQHZUDPDGDVDQGWZRUHQRYDWHGUDPDGDVDVZHOODVLPSURYHGVLGHZDONV curbing, lighting and signage. A new 60-foot-tall concrete and steel entry monument was constructed. 3. Park Activations Funding made available in the 2019-20 budget allowed the Parks and Recreation Department to offer free, daily activities in select parks citywide during the fall and winter months. Activities provided include organized sports, games, and arts and crafts. This activation is the process of utilizing parks to provide residents with activities that develop a more cohesive community and discourage negative behavior. 4. 6RXWK3KRHQL[9LOODJH 639 ,QͤOO5HGHYHORSPHQW3URMHFW The Neighborhood Services Department and its project partner, FSL Real Estate Services, were recipients of a Housing Hero Award from the Arizona Department of Housing under the Outstanding Affordable Housing Initiative category. As part of Neighborhood Services affordable KRPHRZQHUVKLSSURJUDPLQLWLDWLYHQHZVLQJOHIDPLO\LQͤOOKRXVHVZHUHEXLOWDQGDWRWDORIZHUHVROGLQ between 24th and 32nd Street, from Broadway to Roeser Roads, for low- to moderate-income homebuyers. The new KRPHVDUHHQHUJ\HIͤFLHQWDQGERDVWIXOO\DFFHVVLEOHGHVLJQVDQGFRPHZLWKLQKRPHEX\HUDVVLVWDQFHWR HOLJLEOHEX\HUV:KHQWKLVSURMHFWLVFRPSOHWHQHZLQͤOOKRPHVZLOOKDYHEHHQEXLOWLQ6RXWK3KRHQL[ 5. Sunday Hours The City Council restored Sunday operating hours to Acacia, Agave, Desert Broom and Desert Sage OLEUDULHV(IIHFWLYH6XQGD\6HSWHPEHUQGRXUͤQDOIRXUORFDWLRQVZHUHRSHQPHDQLQJDOO3KRHQL[3XEOLF/LEUDU\ locations are now available to our customers on Sundays. 6. Public Works and Neighborhood Services Departments Community Clean-ups The Public Works Department (PWD) partnered with the Neighborhood Services Department (NSD) in providing roll off bins for community clean-ups. Community clean-ups are a way for neighbors to come together to keep their community looking great. In 2019, PWD provided NSD with 388 roll off bins for community clean-ups. The cleanups resulted in the removal of 371 tons of refuse, 2 tons of recyclable material and 7 tons of green organics. 7. Bulk Trash The Public Works Department offers bulk trash collection service to City of Phoenix residential solid waste customers four times a year beginning every November. This gives residents the opportunity to dispose of materials such as furniture, appliances and vegetation. In 2019, a total of 85,600 tons of bulk trash was collected, which is a 2.5 percent increase over last year. 20 Table of Contents PUBLIC TEAM 1. Onboarding and New Employee Orientation Modernization Effective September 9, 2019, all employees began using the human resources software eCHRIS to onboard electronically. This change provides a consistent citywide onboarding SURFHVVUHGXFHVVWDIIWLPHHOLPLQDWHVͤOLQJDQGSURYLGHVQHZKLUHVZLWKDFRQQHFWLRQWRWKHRUJDQL]DWLRQSULRUWR VWDUWLQJ7KH&LW\RQERDUGVPRUHWKDQHPSOR\HHVDQQXDOO\&RPSOHWLQJDVLJQLͤFDQWSRUWLRQRIWKHSURFHVV electronically saves thousands of hours of staff time over the course of the year. In conjunction with electronic onboarding, the City’s new employee orientation (NEO) process changed as well. New employees, including part-time VWDIIEHJDQDWWHQGLQJ1(2RQWKHLUͤUVWGD\RIHPSOR\PHQWDQGWKHFODVVQRZRIIHUHGZHHNO\ZDVUHGXFHGIURPWZR GD\VWRRQH$WWHQGDQFHLPPHGLDWHO\H[SRVHVQHZHPSOR\HHVWRWKHFLW\FXOWXUHEHQHͤWVH[SHFWDWLRQVDQGSROLFLHV,7 security training is also provided, and computer network and email access is granted after the completion of NEO. 2. Census 20203ODQQLQJHIIRUWVIRUWKHXSFRPLQJ&HQVXVVLJQLͤFDQWO\LQFUHDVHGGXULQJFDOHQGDU\HDU,Q addition to continually working with regional partners through the Maricopa Association of Governments (MAG) and the U.S. Census Bureau, census staff engaged local partners in being community ambassadors in helping spread messaging and more. The 2020 Census team completed the following major tasks: • Monitored the progression of the litigation related to the inclusion of a citizenship question to the decennial form. • Developed action plans in response to the U.S. Supreme Court’s ruling to the inclusion of the citizenship question. • Collaborated with IT in developing a citywide map viewer to integrate city facilities and resources overlaid with 2010 Census track response rates and demographic information to strategize and identify areas for outreach and available resources. ̽ (VWDEOLVKHGDSXEOLFSULYDWHSDUWQHUVKLSZLWK0LFURVRIWDQG&LVFRLQRXWͤWWLQJVHYHQPRELOHFHQVXVYHKLFOHV WKURXJKERWKLQNLQGDQGPRQHWDU\GRQDWLRQVWRUHWURͤWDQGVXSSO\YHKLFOHZLWKWHFKQRORJ\LQIUDVWUXFWXUHDQG resources. • Conducted eight focus groups to develop the most effective grassroots campaign to build trust, eliminate barriers and maximize participation for communities that have been traditionally undercounted in Phoenix. The demographics included in the research were Latino, LGBTQ, African American, Latino Undocumented, DACA Families, Refugees and Middle Eastern, Native American and diverse population stakeholders. • Assisted the Planning and Development Department in addressing a discrepancy regarding the Local Update of Census Addresses (LUCA) process to ensure all data submitted by the City of Phoenix was accepted and implemented by the U.S. Census Bureau in conducting a complete and accurate count of Phoenix households. • Responded to over 100 requests for presentation and event presence from both internal and external partners. • Launched the iCount2020.info website on August 15, 2019. ̽ 7KH&RPPXQLFDWLRQV2IͤFHZRUNHGZLWKLQWHUQDODQGH[WHUQDOSDUWQHUVRQHDUO\FRPPXQLFDWLRQVRIWKH Census. Partnered with Univision, Mi Familia Vota and the Census Bureau to broadcast a live call-in show answering questions on the importance of the 2020 Census; production of a PHXTV “City Update,” on applying and working for the Census and; assisting the City Council with messaging, statements and press releases for the Supreme Court opinion on the Census Citizenship question. PUBLIC SAFETY 1. Critical Incident Videos The Police Department began producing videos for public viewing to highlight known facts RIFULWLFDOLQFLGHQWVIROORZLQJWKHLURFFXUUHQFH7KHͤUVWRIWKHVHYLGHRVGHEXWHGLQ2FWREHUDQGSURYLGHV LQIRUPDWLRQRQDQRIͤFHULQYROYHGVKRRWLQJLQFLGHQWWKDWRFFXUUHGLQ$XJXVW7KHLQWHQWRIWKHVHYLGHRVLVWRIXUWKHU enhance transparency between the Police Department and the public regarding these types of incidents. The videos contain portions of 911 calls, radio transmissions, body-worn camera video, still photographs, narrative as well as other information that helps describe the incident. Because the investigations are in process at the time the videos are SURGXFHGWKH\DUHQRWLQWHQGHGWRGUDZFRQFOXVLRQVFRQFHUQLQJWKHDFWLRQVRIWKHRIͤFHUVLQYROYHGLQWKHLQFLGHQWV $GGLWLRQDOO\WKHYLGHRVGRQRWUHSODFHWKH3ROLFH'HSDUWPHQW̵VLQLWLDOEULHͤQJVSURYLGHGWRWKHPHGLD7KHYLGHRVDUH SRVWHGRQWKH3ROLFH'HSDUWPHQW̵V)DFHERRNSDJHDQGRQWKH2IͤFHU,QYROYHG6KRRWLQJV 2,6 ,QIRUPDWLRQZHESDJH located on the City of Phoenix Police Transparency website (phoenix.gov/police/oisinfo). 2. Naloxone (NARCAN) Deployment The Police Department began an expansion of the naloxone (NARCAN) program to all SDWUROͤUVWUHVSRQGHUVDQGRWKHUIURQWOLQHSHUVRQQHOWKLVVXPPHU1$5&$1LVDQDJHQWGHVLJQHGWRUHYHUVHWKHHIIHFWV of opiates and opioids. This expansion was made possible through an Arizona Department of Health Services grant that provided 1,800 doses of the life-saving medication. 3. 2019 IACP/BodyWornTM by Utility Leadership in Volunteer Police Service Programs Award The Police Department and the Reserve Division received the national 2019 IACP/BodyWornTM by Utility Leadership in Volunteer Police Service Programs Award in October 2019. The award recognizes volunteer organizations and programs that demonstrate innovative, effective practices for augmenting sworn or civilian staff and/or improving the service delivery to their communities. Additionally, this award promotes leadership among law enforcement agencies to develop and implement creative and effective law enforcement volunteer organizations. 21 Table of Contents 4. Fire Station 55 Grand Opening7KHͤUVWQHZ3KRHQL[)LUH6WDWLRQWRRSHQLQRYHUDGHFDGH6WDWLRQDW,DQG Jomax Road has been recognized as a state-of-the art facility that not only takes into account the health and total ZHOOQHVVRIWKHͤUHͤJKWHUV FDQFHUSUHYHQWLRQHTXLSPHQWLQVLGH EXWLWIROORZVWKH)LUH'HSDUWPHQW̵VJRDORIVLWLQJ VHUYLFHVEDVHGRQUHVSRQVHWLPHVDQGFDOOYROXPHV7KH1RUWHUUDQHLJKERUKRRGLQ1RUWK3KRHQL[QHHGHGFORVHUͤUH IDFLOLWLHVDQGZLWK6WDWLRQQHDUE\UHVSRQVHWLPHVKDYHEHHQVLJQLͤFDQWO\UHGXFHG7KHIDFLOLW\ZDVEXLOWXQGHU budget ($4.5 million) and in record time – 18 months. The facility includes three apparatus bays, 10 dorm rooms, ͤWQHVVURRPDQGZRUNOLYLQJVSDFH&RQVWUXFWLRQEHJDQLQ6HSWHPEHUDQGWKHEXLOGLQJZDVRSHUDWLRQDODQG occupied on July 30, 2019. SOCIAL SERVICE DELIVERY 1. Rental Assistance Demonstration Conversion of Washington Manor Senior Apartments In October 2019, the Housing 'HSDUWPHQWFRPSOHWHGLWVͤUVW5HQWDO$VVLVWDQFH'HPRQVWUDWLRQ 5$' 3URJUDPFRQYHUVLRQ:DVKLQJWRQ0DQRU Senior Apartments was successfully converted from underfunded public housing to long-term, project-based Section 8 rental assistance. This places the 112-unit property on a more reliable funding stream and makes it self-sustainable, to continue providing quality senior housing for many years. The goal for the RAD Program is to preserve affordable housing while protecting the existing residents’ rights and not raising rent levels. All senior and/or disabled residents continued to reside on the property during the minor rehabilitation and they were seamlessly converted to Section 8 residents with no increase in rent. 2. Aeroterra Community Center Designated as HUD EnVision Center On October 31, 2019, the Aeroterra Community &HQWHUZDVGHVLJQDWHGDVWKHͤUVW86'HSDUWPHQWRI+RXVLQJDQG8UEDQ'HYHORSPHQW +8' (Q9LVLRQ&HQWHULQWKH State of Arizona. The EnVision Center’s goal is to provide access to supportive services that help low-income residents DFKLHYHVHOIVXIͤFLHQF\7KH(Q9LVLRQ&HQWHUGHVLJQDWLRQEULQJVQHZUHVRXUFHVWRKHOSWKH+RXVLQJ'HSDUWPHQW assist residents with education, job attainment, health, and character development. The Aeroterra Community Center is located in the Choice Neighborhoods Edison-Eastlake Community which is undergoing a six-year revitalization and redevelopment. This designation is a vital step to enhance supportive services for all the community residents during the transition. 3. Eviction Prevention Program On August 1, 2019, an Eviction Prevention Program (EVP) was launched offering emergency rental and utility assistance with a wraparound comprehensive 90-day case management component to assist participants in stabilizing their housing situation. The goal of the program is to ensure households facing eviction have the resources and support necessary to remain in a safe and stable household. EVP participants can receive Low Income Home Energy Assistance Program payments above the standard threshold if participating in the case management component. Since implementation, 272 households have received eviction prevention services with 94 agreeing to participate in the case management component. 4. Emergency Assistance On-Line Application To save money, decrease appointment times, and serve more households, an on-line client application was implemented allowing clients the ability to complete forms from any electronic device SULRUWRWKHLUVFKHGXOHGDSSRLQWPHQW7KLVHQKDQFHPHQWVLJQLͤFDQWO\UHGXFHGWKHDPRXQWRIWLPHFOLHQWVVSHQWLQWKH RIͤFHFRPSOHWLQJGRFXPHQWDWLRQ7KLVLPSURYHPHQWLVH[SHFWHGWRLQFUHDVHVWDIIFDSDFLW\E\OLPLWLQJWKHDPRXQWRI time needed to review application content, resulting in additional households served and savings in printing costs. Approximately 20 percent of clients have used the online application since implementation in July 2019. SUSTAINABILITY 1. Sustainable Home Published the plans and construction drawings for an open-source sustainable home (Phoenix.gov/ homeplans) that uses 80 percent less energy and includes many sustainability features (including options to add solar and become net-zero). This year, the plans were downloaded over 5,000 times around the U.S. 2. Tree Planting Led a multiple-department collaboration on tree planting to accelerate department tree planting efforts. In 2019, over 4,000 trees were planted on City land and rights-of-ways, more than any year in the last decade. 3. Solar Energy and SRP Signed a 15-year contract with SRP for solar energy at a price below market rates. The agreement is predicted to save $150,000/year off the SRP electrical bill while providing renewable energy for 10 percent of our SRP load. 4. Solar Energy and Choice Neighborhoods Brought solar to Choice Neighborhoods by connecting APS with the Housing Department to include solar on the roof of all new Choice Neighborhood housing. APS has committed to provide all residents a $15 monthly credit on the energy bills in exchange for no-cost solar on the roof. As a result, the Housing Department is now exploring applying solar to many existing housing projects, to reduce costs to residents. 22 Table of Contents TECHNOLOGY 1. City Telephone and Data Network Replacement Project Information Technology Services (ITS) completed the roll-out phase of a project to implement a new telephone and contact center system and upgraded the data network. This multi-year project replaced a system that was over 30 years old and replaced it with new software and hardware to DOORZWKH&LW\WROHYHUDJHPRGHUQFRPPXQLFDWLRQFDSDELOLWLHVLPSURYHQHWZRUNVHFXULW\DQGJDLQHIͤFLHQFLHVIURP a centralized platform and shared infrastructure. ITS replaced over 4,900 network devices and 11,000 phones at 526 XQLTXHORFDWLRQVDFURVVWKH&LW\7KHSURMHFWDOVRXSJUDGHGWKHGDWDQHWZRUNDQGOHGWRWKHFUHDWLRQRIWKH&LW\̵VͤUVW Network Operations Center to continuously monitor the City’s systems and network. 2. Cybersecurity Awareness Training,QIRUPDWLRQ7HFKQRORJ\6HUYLFHV̵,QIRUPDWLRQ6HFXULW\DQG3ULYDF\2IͤFH ,632  SXWLQWRSODFHVLJQLͤFDQWHQKDQFHPHQWVWRHPSOR\HHVHFXULW\DZDUHQHVVWUDLQLQJ)XUWKHUQHZHPSOR\HHV̵DFFHVV WRWKH&LW\̵VV\VWHPVLVEORFNHGXQWLOWKH\KDYHUHFHLYHGWKDWWUDLQLQJRQWKHLUͤUVWGD\DQGKDYHDFNQRZOHGJHGWKHLU understanding of the City’s electronic use policy. In addition, the ISPO launched a one-month security awareness training campaign in October 2019, coinciding with National Cybersecurity Awareness Month. This initiative was the most comprehensive security awareness campaign the City has ever conducted. All City employees and contractors ZLWKDFFHVVWR&LW\V\VWHPVERWKRIͤFHDQGͤHOGVWDIIZHUHUHTXLUHGWRWDNHDPLQXWHRQOLQHWUDLQLQJFRXUVHDQGWR read and acknowledge their understanding of the City’s electronic use policy. The training used by the City includes advanced reporting capabilities, allowing ISPO staff to identify who has FRPSOHWHGWKHWUDLQLQJ(PSOR\HHVZHUHQRWLͤHGWKDWIDLOXUHWRWDNHDOORIWKHWUDLQLQJZRXOGUHVXOWLQORVVRIDFFHVV to the City’s systems. As of mid-November 2019, 99 percent of staff had completed the training. This means that out of over 14,000 staff, fewer than 150 did not complete the training. Those employees will now have to complete the training within a 24-hour period in order to regain access to the City’s systems. All City departments made this training DSULRULW\KHOSLQJWRPLWLJDWHWKH&LW\̵VF\EHUVHFXULW\ULVNE\DGGUHVVLQJFULPLQDOV̵ͤUVWOLQHRIDWWDFN̰WKHHQGXVHU 23 Table of Contents 24 Table of Contents OUR COMMITMENT TO EXCELLENCE 7KH&LW\RI3KRHQL[SXUVXHVH[FHOOHQFHWKURXJKRXWWKHRUJDQL]DWLRQ'HOLYHULQJTXDOLW\HIͤFLHQWDQGFRVWHIIHFWLYHVHUYLFHV to Phoenix residents is the cornerstone of our commitment to public service. The City of Phoenix is committed to helping residents understand how their tax dollars are being spent and making all our processes accessible and easy to understand. As part of efforts to advance transparency and further engage citizens in helping shape the City’s budget, the City provides one of the most open and accessible budget input and adoption processes in the country. The Zero-Based Inventory of Programs budget document, implemented in 2012 in response to the Mayor and City Council’s request for a more transparent, relevant, and detailed presentation of the City’s budget, provides important context for evaluating the costs of city programs. The document is online, searchable, and has links to allow for easy navigation. The Inventory of Programs document answers many questions for residents, including the following: • Does City spending reflect my priorities? • How much of the costs to provide city services come from staff, contractual services or supplies? ̽ +DYHWKHFRVWVRIVWDIͤQJOHYHOVWRSURYLGHVHUYLFHVEHHQFKDQJLQJDQGE\KRZPXFK" • +RZPXFKRIVWDIͤQJFRVWVLVUHODWHGWRZDJHVDQGEHQHͤWV" • What programs and services are provided by the City? • How much do these programs cost? • How many City staff are involved in delivering these programs? • What sources of funding are used to pay for these programs? • What services are provided by these programs and how are they being measured? The City of Phoenix recognizes that we must focus on the well-being of residents, a strong economy and a healthy environment, and embrace a full approach to sustainability. It is our responsibility to provide leadership and demonstrate our FRPPLWPHQWWKURXJKLQQRYDWLYHDQGHIͤFLHQWSROLFLHVWKDWDVVXUHFOHDQODQGDLUDQGZDWHUDQGLPSURYHZRUNLQJDQGOLYLQJ environments. After an extensive community consultation process, the Phoenix City Council adopted seven 2050 Environmental Sustainability goals in April 2016 that articulate the community's desired long-term environmental outcomes that would IXOͤOOWKH*HQHUDO3ODQDVSLUDWLRQVRID6XVWDLQDEOH'HVHUW&LW\:LWKWKHVHORQJWHUPGHVLUHGRXWFRPHVGHͤQHGSODQQLQJLV underway to identify additional short and mid-term goals and metrics to be included in the next update to the General Plan for the community's and Council's consideration. Along with environmental metrics, additional social and economic goals are being considered that would best articulate the community's desired outcomes to become a socially, economically and HQYLURQPHQWDOO\UHVLOLHQW&LW\6SHFLͤFJRDODUHDVLQFOXGH 1. Transportation Our goal by 2050 is to make walking, cycling, and transit commonly used and enjoyed in every Phoenix neighborhood. This goal will result in 90 percent of the population living within one-half mile of public transportation and 40 percent of the population choosing to commute by walking, biking, or using public transportation. This will be accomplished through two key actions: a. Implementing the Transportation 2050 Plan which includes: • Tripling the amount of light rail miles to 60. • Allowing 90 percent of the population to be a 10-minute walk from transit through the expansion of routes and service frequency (and shaded bus stops). • Creating 300 miles of walkable bike paths, greenways and vibrant urban canal paths. • Encouraging walking and biking and expanding the bike share system. b. Lowering the carbon intensity of the current transportation system by 80 percent by: • Developing 15 vibrant compact complete centers throughout the city to provide the majority of services residents need within their local community. • Encouraging environmentally friendly transportation modes and providing infrastructure for electric vehicles and low carbon fuel vehicles. 25 Table of Contents 2. Waste In 2050, Phoenix will create ZERO WASTE through participation in the "Circular Economy." In the short term, we will proceed on the target to divert 40 percent of waste by 2020. To move toward Zero Waste by 2050, three key actions are needed: a. Increasing the number of products recyclable by incubating local businesses to capture new products from the waste stream. The City of Phoenix has established the Resource Innovation Campus at the 27th Avenue Transfer Station to support new businesses, and constructed a new Compost Facility for the processing of green waste and organics which opened in June 2017. b. Supporting the transition to a Circular Economy and encouraging the retail industry to provide products that are either 100 percent recyclable or able to be repurposed at end of life. c. Expanding the current recycling program to remove commonly recycled products from the waste stream (and reducing the number of non-recyclable products from the recycle bins) through public education and awareness campaigns and new programs that increase access to recycling services for residents and businesses. 3. Water Stewardship The 2050 goal, essentially a perpetual one, is to provide a clean and reliable 100-year supply of water. The City of Phoenix has been proactive over the last century building the necessary infrastructure and systems to provide a clean DQGUHOLDEOHVXSSO\RIZDWHUIRUWKHIRUHVHHDEOHIXWXUH3KRHQL[ VZDWHUPDQDJHPHQWLVH[HPSOLͤHGWKURXJKLWVZDWHU conservation programs. The three action areas of which it has been a long-established national leader are: a. Groundwater Management: Supported by the nation-leading Groundwater Act of 1983, Phoenix is a net-positive contributor to groundwater using only Ҁ of its allocation from the Colorado River and diverting the other ѿ toward groundwater recharge. b. Wastewater Management: Phoenix recycles an amazing 89 percent of its wastewater for uses such as irrigation and cooling for the Palo Verde Nuclear Plant. Phoenix also captures methane emissions from wastewater treatment and partnered with Ninety-First Avenue Renewable Biogas, LLC to build a facility to generate renewable natural gas from the wastewater treatment for use in vehicles. The bio-gas facility opened in February 2019. c. Water and Wastewater Innovation: Phoenix is an established leader in water innovation and was recognized for three innovative projects; the $6 million annual Colorado Water Resiliency Fund, the “Tucson-Exchange” where Phoenix stores water resources underground in Tucson to be used during low water years, and the Tres 5LRV:HWODQGVZKHUHWUHDWHGZDVWHZDWHUXQGHUJRHVDͤQDOSROLVKLQJWKURXJKFRQVWUXFWHGZHWODQGVFUHDWLQJD vibrant ecosystem. 4. Building and Land Use All new buildings will be "net-positive" in terms of energy and materials, meaning they will produce more energy than they consume. This can be accomplished through employing passive design principles, such as highly insulated wall assemblies and on-site renewable energy. This goal will apply to all new construction after 2050. Buildings exist today that already meet this standard, like those that meet the Living Building Challenge 3.0. At the community scale, the goal will be to establish 15 vibrant compact complete centers where the majority of services needed by each community are provided locally; residents will be able to live, work, and play all within walking distance. 5. Parks, Preserves, and Open Spaces More than many cities, Phoenix residents have a strong connection to the natural eco-system around them; most LGHQWLI\VWURQJO\ZLWKOLYLQJLQDGHVHUW7KHJRDORIKDYLQJDOOUHVLGHQWVZLWKLQDͤYHPLQXWHZDONRIDSDUNRU open space is enhanced through two complementary actions: a. Adding 150 miles of paths, greenways, and bikeways throughout the city, and transforming an additional 150 PLOHVRIFDQDOVLQWRYLEUDQWSXEOLFVSDFH3KRHQL[KDVPRUHFDQDOVWKHQ9HQLFHEXWVLJQLͤFDQWXSJUDGHVDUH needed to make them widely used and enjoyed. b. Reducing urban heat-island through green-infrastructure (such as "cool roofs", permeable pavement, and stormwater capture) as well as doubling the current tree and shade canopy to 25 percent by 2030. Structured shade and trees facilitate increased walking and biking, increase property values, and, most importantly, can be used to create great public gathering spaces in communities. 6. Clean Air By 2050, Phoenix will achieve a level of air quality that is healthy for humans and the natural environment. This includes out performing all federal standards and achieving a visibility index of good or excellent on 90 percent of days or more. (Depending on the year, Phoenix currently achieves this good or excellent visibility rating on 70 - 80 percent of days.) 26 Table of Contents 7. Local Food Systems Increase community access to fresh and healthy food by creating a vibrant food system. Many residents live in "food deserts" where they are more than one mile from fresh and healthy food. In Phoenix, there are 43 food deserts which are more than 75 percent of the total number of food deserts in Maricopa County. Increasing neighborhood access to fresh and healthy food will improve community health and reduce diet-related disease. By 2050, we want to establish a sustainable, healthy, equitable, local food system by eliminating food deserts, increasing urban agriculture, HVWDEOLVKLQJIDUPHUVPDUNHWVLQHDFKRIWKHFLW\ VXUEDQYLOODJHVDQGVLJQLͤFDQWO\UHGXFLQJWKHUDWHVRIKXQJHU obesity, and diet-related disease. Other examples of environmental stewardship include: • Green Event Implementation Program - The City of Phoenix is part of the Sustainable Cities Network which is a partnership with the cities of Mesa and Glendale and Arizona State University to grow awareness of sustainable concepts. The network developed a Greening Events Implementation Guide to help event planners host sustainable events in a cost-effective manner. The guide provides planners helpful ideas and sustainable actions suitable for public and private events, varying from green procurement and planning, to waste management, measurement, and recognition. The network’s goal is to help groups host more green, local events that produce less waste, increase sustainability knowledge, and lower the event’s environmental impact, while at the same time increasing local interest and exposure. ̽ 7KH&LW\RI3KRHQL[FRPSOHWHGDFLW\ZLGHFRQYHUVLRQRIQHDUO\VWDQGDUGVWUHHWOLJKWVWRHQHUJ\HIͤFLHQW light-emitting diode (LED) units. This conversion is one of the largest completed by any U.S. city. The conversion was approved by Phoenix City Council after several years of testing and evaluation of various LED street lights. Based upon community input and the evaluations, Phoenix adopted 2,700 kelvin as the standard kelvin level for Phoenix's new LED street lights, which is considered a warmer color temperature for LED lights. The new LED street lights are anticipated to save the city approximately $3.5 million in annual energy costs. By VZLWFKLQJWRPRUHHQHUJ\HIͤFLHQW/('ͤ[WXUHVWKHFLW\UHGXFHGWKHDPRXQWRIHOHFWULFLW\QHHGHGWRLOOXPLQDWHWKH streets by approximately 53 percent. This reduction prevents emissions of up to 18,000 metric tons of carbon dioxide a year - the equivalent of taking 3,800 cars off the road. • The City of Phoenix is prioritizing multimodal and active transportation by upgrading bicycle infrastructure throughout the city. Upgrades include bicycle lanes and shared lane markings, bicycle protection and signage. These upgrades, accompanied by the addition of a full-time Active Transportation Program Manager position in the Street 7UDQVSRUWDWLRQ'HSDUWPHQWZLOOLPSURYHVDIHW\IRUDOOXVHUVRIWKHURDGZD\V,QWKHͤUVWWKUHHDQGDKDOI\HDUVRIWKH voter-approved Transportation 2050 plan, more than 157 miles of new dedicated bicycle lanes have been added to the city's bicycle network. Additionally, in 2019, nearly 300 shared lane markings were installed in downtown Phoenix. Dedicated bicycle lanes are travel lanes exclusively for people riding bicycles. Shared lane markings visually reinforce to motorists that people on bicycles have the legal right to occupy the same space on the road as people driving cars. The city also added 12 miles of buffered bike lanes in 2019 and is planning to install an additional 34 miles by 2023. The buffer (painted stripes) creates additional space between vehicles and people walking or bicycling, enhancing safety. Many of these bicycle and shared lane markings are backed with green paint - the vibrant color helps draw attention to people bicycling and reminds people driving to be aware of people riding bicycles. • The City of Phoenix Public Works Department recently was awarded $1 million in Diesel Emissions Reduction Act (DERA) grants by the US Environmental Protection Agency (EPA) to replace some of the department's diesel-fueled trucks. The grant money will be combined with matching funds of $2.1 million from Phoenix Public Works and its private partner, Mr. Bults Inc., to purchase nine new solid waste collection trucks and one long-haul truck fueled by compressed natural gas (CNG) to replace old, diesel-fueled vehicles. The DERA grant is a huge assist to Phoenix's diesel truck replacement program, which has a primary objective of improving the environmental health of Phoenix through the use of alternative-fuel vehicles with low harmful emissions. Phoenix Public Works already has replaced 135 of its 250 diesel-fueled collection trucks with CNG-fueled trucks. The program to transition to CNG-fueled trucks began in 2010 as a pilot. By 2013, the department made it a policy to purchase CNG-powered trucks moving forward. • The City of Phoenix Water Services Department was recently honored by the Association of Metropolitan Water Agencies (AMWA) with a top utility management award. The announcement came at AMWA's 2019 Executive Management Conference. Phoenix Water was one of the 15 systems that received the Sustainable Water Utility Management Award for achieving a balance of innovative and successful efforts in areas of economic, social and environmental endeavors. AMWA awards spotlight the exceptional advances of public drinking water utilities that lead the nation toward sustainability through innovative management practices, executive leadership and employee commitment. Some of the successes that separated Phoenix Water from other municipal utilities include the acquisition of water resources to meet demand 100 years into the future; reduced energy consumption through the adoption of electronic processes such as automated meter reading; and 140 million gallons of wastewater recycled daily. 27 Table of Contents • Tree and Shade Master Plan - The Tree and Shade Master Plan presents Phoenix’s leaders and residents a roadmap to creating a 21st Century desert city. The urban forest is a keystone to creating a sustainable city because it solves many problems with one single solution. By investing in trees and the urban forest, the city can reduce its carbon footprint, decrease energy costs, reduce storm water runoff, increase biodiversity, address the urban heat island effect, clean the air, and increase property values. In addition, trees can help to create walkable streets and vibrant pedestrian places. More trees will not solve all the problems, but it is known that for every dollar invested in the urban forest results in an LPSUHVVLYHUHWXUQRILQEHQHͤWV*RDOVRIWKH7UHHDQG6KDGH0DVWHU3ODQLQFOXGH 1. Raise Awareness by: • Establishing partnerships • Educating the public and staff through programs, publicity and media • Leading by example - In 2018-19 City Council approved funding of $450,000 annually to improve tree replacement in the right-of-way 2. Preserve, Protect, and Increase by: • Creating an Urban Forest Infrastructure Team • Conducting a tree inventory for city-owned facilities and rights-of-way • Developing and adopting best management practices • Researching and developing dedicated revenue streams to purchase trees 3. Sustain Maintainable Infrastructure by reviewing city ordinances to possibly include: • Engineered shade standards • Streamlined permitting for engineered shade • Tree permitting • Tree protection on construction sites • Incentives and alternatives • Planting and irrigation standards • Landscaping standards based on the concepts of right tree, right place 28 Table of Contents The City’s commitment to maintaining a highly trained and well-educated workforce is imperative to achieve the maximum contribution a workforce can provide to the customers they serve. In addition to the community’s recognition of a job well done, the city and its employees have also been recognized by a variety of professional organizations for its continuous SXUVXLWRIH[FHOOHQFH7KHIROORZLQJLVDOLVWRIMXVWDIHZDZDUGVDQGUHFRJQLWLRQVUHFHLYHGE\WKH&LW\GXULQJWKLVͤVFDO\HDU • Phoenix Sky Harbor International Airport is honored to be named the top airport in the nation among large airports by the Wall Street Journal. Reliability and value are critical factors the Wall Street Journal looked at when conducting its annual Airport Rankings study. It examined 14 different measures within these categories, as well as surveying more than 2,500 subscribers. The results found that among other things, Phoenix Sky Harbor's short taxi-to-takeoff times, restaurants and fast WiFi makes it the top airport in the country. Phoenix Sky Harbor ranked particularly high for its average Yelp rating for restaurants. America's Friendliest Airport is also America's Tastiest Airport with local favorites like Barrio Café, La Grande Orange, Four Peaks Brewery, Matt's Big Breakfast, San Tan Brewery, the Tavern and others in the terminals as well as nationally-recognized options available. Phoenix Sky Harbor also saw a major improvement in its WiFi speeds, something that is very important to travelers. Phoenix Sky Harbor was ranked second among the largest airports for WiFi service. With great weather, Phoenix Sky Harbor also had favorable on-time arrivals, making it a very reliable airport. • The City of Phoenix was recently honored with a Distinguished Budget Presentation Award by the Government Finance 2IͤFHUV$VVRFLDWLRQ *)2$ IRULWVFXUUHQWEXGJHW7KLVLVWKHWKFRQVHFXWLYHDZDUGIRUWKHFLW\ZKLFKLVEHVWRZHG through a peer-review process. The GFOA gives the Distinguished Budget Presentation Award to government organizations that most effectively present their budget information according to nationally recognized guidelines. This HQVXUHVWKDWWKHEXGJHWGRFXPHQWVSURGXFHGFDQVHUYHDVDSROLF\JXLGHDͤQDQFLDOSODQDQRSHUDWLRQVRYHUYLHZDQG a communications tool, and are clear to understand and encourage budget transparency. • The City of Phoenix earned a perfect score of 100 on the 2019 Human Rights Campaign (HRC) Municipal Equality Index for the seventh year in a row for its ongoing efforts to ensure equal treatment of members of the lesbian, gay, bisexual and transgender (LGBTQ) community. The HRC uses the Municipal Equality Index score to examine how inclusive municipal laws, policies, and services are of the LGBTQ community who live and work in each city. Phoenix has maintained a perfect score since the passage of the City’s anti-discrimination ordinance in 2012. The ordinance makes it unlawful to discriminate against someone based on sexual orientation, gender, identity or disability for the purpose of employment, public accommodations, housing, and government contracts. • The City of Phoenix Human Services Director, Marchelle Franklin, was awarded the NextGen Public Service Silent Hero Award in Washington, D.C. This award recognizes a public servant who has operated behind the scenes, silently working in a dedicated and committed fashion, has laid the foundation for stellar public service results and impacted positive change in their organization. For the past 17 years, Marchelle has served tirelessly across the city as the Phoenix Police Department Community Affairs Division Director, Phoenix Sky Harbor International Airport Community Development and Government Relations Deputy Director and as Chief of Staff for the Mayor and City Council. Now at the helm of the city’s Human Services Department, Marchelle continues to lead with exuberance and dedication to improving and invigorating the city. • Phoenix Municipal Court Chief Presiding Judge, B. Don Taylor III, accepted an award from the National Association for the Advancement of Colored People (NAACP) for the court’s Compliance Assistance Program (CAP). Judge Taylor HVWDEOLVKHGDQGLPSOHPHQWHGWKH&$3SURJUDPWRKHOSSHRSOHFOHDUXSSDVWGXHWUDIͤFDQGSDUNLQJͤQHVRZHGWRWKH Court that may be preventing the reinstatement of an Arizona driver’s license. People can enter into a payment plan for DOOFLYLOWUDIͤFDQGFLYLOSDUNLQJFKDUJHVZLWKRXWKDYLQJWRVHHDMXGJH,IWKHUHTXLUHGGRZQSD\PHQWLVPDGHDQGDQ agreement to make affordable monthly payments is completed, the Court will notify the Arizona Motor Vehicle Division 09' WKDWWKHDFFRXQWLVLQFRPSOLDQFHZLWKFLYLOWUDIͤFͤQHVDQGIHHVGXHWRWKH&RXUW'ULYHUVFDQWKHQFRQWDFWWKH $UL]RQD0RWRU9HKLFOH'LYLVLRQWRͤQGRXWZKDWPXVWEHGRQHWRUHLQVWDWHGULYLQJSULYLOHJHV • James E. Bennett, Director of Aviation Services for the City of Phoenix, was named this year's recipient of the Excellence in Visionary Leadership Award by the Airports Council International – North America (ACI-NA). Launched in 2016 by ACI-NA's Human Resources Committee, the Excellence in Visionary Leadership Award recognizes the extraordinary OHDGHUVKLSRIDQDLUSRUW&(2ZKREHVWH[HPSOLͤHVWKHQLQHFRUHFRPSHWHQFLHVLQFOXGLQJSHRSOHSUDFWLFHH[SHUWLVH relationship management, consultation, leadership and navigation, communication, global and cultural, effectiveness, ethical practice, critical evaluation, and business acumen. As the Director of Aviation Services at Phoenix Sky Harbor International Airport, Mr. Bennett leads one of America's busiest airports with integrity and the understanding that HPSOR\HHDOLJQPHQWLVFULWLFDOWRH[HFXWHDVRXQGXQLͤHGEXVLQHVVVWUDWHJ\+LVGHGLFDWLRQWR3KRHQL[6N\+DUERU International Airport and its 45 million annual passengers is unmistakable and will ensure the continued success of the airport and the local Phoenix community. • The City of Phoenix Parks and Recreation Department received two honors at the annual Arizona Parks and Recreation Association (APRA) awards ceremony. The department is the recipient of APRA's Outstanding Program Award for its PHXteens initiative and the Partnership Award for its relationship with Arizona Center for Nature Conservation to operate South Mountain Environmental Education Center. The PHXteens program provides cultural, educational, 29 Table of Contents recreational and volunteer opportunities for teenagers citywide. Since the program began in 2016, 641 teens attended ͤHOGWULSVDQGZRUNVKRSVDQGSHUIRUPHGYROXQWHHUKRXUVIRUDSURMHFWVDYLQJVRI7KH 3DUWQHUVKLS$ZDUGUHFRJQL]HVWKHFROODERUDWLRQVRISXEOLFSULYDWHJURXSVRUDJHQFLHVWKDWKDYHPDGHVLJQLͤFDQW FRQWULEXWLRQVWRWKHͤHOGRISDUNVUHFUHDWLRQDQGRUFXOWXUDOVHUYLFHV7KURXJKDSDUWQHUVKLSPDQDJHGE\WKH3DUNV and Recreation Department, the Arizona Center for Nature Conservation operates the South Mountain Environmental Education Center which is located near the main entrance to South Mountain Park and Preserve and provides information to park visitors about the surrounding environment and produces year-round educational programming and special events. ̽ 0DWWKHZ$UYD\&KLHI,QIRUPDWLRQ2IͤFHU &,2 IRUWKH&LW\RI3KRHQL[KDVEHHQUHFRJQL]HGE\&RQVWHOODWLRQ5HVHDUFK on its 2020 Business Transformation 150, an elite list of executives leading business transformation efforts around WKHJOREH&XUUHQWO\0U$UYD\LVOHDGLQJ3KRHQL[̵VͤUVW6PDUW&LW\6WUDWHJLF3ODQZKLFKZLOOKDYHDFRPPXQLW\FHQWULF approach to implementing innovative solutions to civic challenges. Having only been with the city for less than three years, Mr. Arvay has led the Information Technology Services Department in modernizing the city’s foundational infrastructure by replacing the organization’s network that supports more than 12,000 telephones across 500 city ORFDWLRQVFRQQHFWHGE\DSSUR[LPDWHO\PLOHVRIFDEOHV7KH%XVLQHVV7UDQVIRUPDWLRQLGHQWLͤHVWKH world’s most influential executives across a variety of industries, including Mr. Arvay. The City’s Mission and Vision statements continue to serve as a common source of motivation for City of Phoenix employees to do all that they can to make Phoenix better. CITY OF PHOENIX MISSION STATEMENT 7RLPSURYHWKHTXDOLW\RIOLIHLQ3KRHQL[WKURXJKHIͤFLHQWGHOLYHU\RIRXWVWDQGLQJSXEOLFVHUYLFHV CITY OF PHOENIX VISION STATEMENT We will make Phoenix a great place to live, work and visit by fostering a dynamic and sustainable environment with exceptional public services. CITY OF PHOENIX VALUES STATEMENTS We are committed to excellence through: 1. Exceptional Customer Service We exist to provide responsive and consistent customer service to the community and to city employees. We exhibit empathy by listening to each other and to the public in our efforts to deliver services that improve people's lives. 2. Integrity and Transparency We safeguard the public trust through honest business practices and open communication. Our credibility with the public depends on our strong ethical stewardship of all resources. 3. Respect for Diversity We recognize and respect the differences that make us unique. We embrace diversity in everything we do to create a healthy and productive community and workplace. 4. Personal Empowerment We trust our employees to always own the problem and solution in addressing business challenges. We value and invest in the growth and development of our employees. 5. Engaged Teamwork We engage employees and the public in productive and respectful dialogue. Our success hinges on dynamic and interdependent partnerships. We achieve our highest performance by working together. 6. Consistent Professionalism :HZRUNWRWKHKLJKHVWVWDQGDUGVRISURͤFLHQF\DQGH[SHUWLVH:HDUHDFFRXQWDEOHWRRXUVHOYHVWRWKH&LW\DQGWRWKHSXEOLF 7. Creativity and Innovation for Excellent Results We promote an environment of inventive thinking and imaginative solutions to community needs. We encourage a spirit of continuous improvement in all our activities to exceed community expectations. 30 Table of Contents Not only do City of Phoenix employees follow these guiding principles in their workplace, they show they care about the FRPPXQLW\WKH\VHUYHE\FRQWULEXWLQJͤQDQFLDOO\WRWKH9DOOH\RIWKH6XQ8QLWHG:D\WKURXJKWKH&LW\RI3KRHQL[&RPPXQLW\ Service Fund Drive. The Community Service Fund Drive (CSFD) has provided city employees with the ability to pool their charitable giving dollars together resulting in the donation of millions of dollars to worthwhile health, human service, environmental and conservation organizations. Our workplace partners - Valley of the Sun United Way (VSUW) and the Environment Fund of Arizona (EFAZ) - help us offer employees plenty of choices for employee giving. Since the campaign began in 1980, employees have raised more than PLOOLRQLQFKDULWDEOHJLYLQJWRGRQDWHWRZRUWKZKLOHFDXVHV7KHVHGRQDWLRQVKHOSIXQGPRUHWKDQORFDOQRQSURͤW organizations in Arizona, with the majority of those providing services in Maricopa County. This year, employees raised more than $652,000 during the City’s “Season of Giving” Valley of the Sun United Way campaign. City of Phoenix employee organizations and departments coordinate various fund-raising events to assist communities in need both locally and globally. In addition, city employees volunteer in the community with many organizations serving youth, homeless, disadvantaged, marginalized and other areas of need. The following are a few public service successes, large and small, that improved the quality of life for residents, businesses and visitors. • The Phoenix Convention Center (PCC) was named as one of 20 Centers of Excellence by Exhibitor Magazine. PCC received this honor for trade shows and corporate events. Out of more than 100 venues PCC ranked among the highest TXDOLͤHGIDFLOLWLHVLQHDFKRIWKHͤYHFDWHJRULHVLQFOXGLQJ)DFLOLW\ )XQFWLRQDOLW\/RFDWLRQ $FFRPPRGDWLRQ6HUYLFH ([HFXWLRQ8SJUDGHV ([SDQVLRQVDQG$ZDUGV ,QGXVWU\3DUWLFLSDWLRQ3&&DFKLHYHGWKLVLQSDUWEHFDXVHRILWV walking distance to restaurants and entertainment, proximity to Phoenix Sky Harbor International Airport, access to public and alternative transportation, available hotel rooms nearby and much more. • The City of Phoenix’s 2019 street paving season will go on record as the biggest ever featuring more than 250 miles of QHZO\SDYHGVWUHHWV'XHODUJHO\WRWKH&RXQFLODSSURYHGPLOOLRQͤQDQFLQJRI7UDQVSRUWDWLRQVWUHHWSURJUDP revenue, the city tripled the number of arterial and major street miles that were paved this year. Accomplishments from this year’s street paving season include: • 195 local street miles paved • 60 arterial and major street miles paved • 120 local street miles and 35 arterial and major street miles received a pavement preservation treatment, such as fog seal or crack seal • 5650 new wheelchair accessible sidewalk ramps installed • The City of Phoenix Water Services Department announced it is the recipient of a $100,000 grant by the U.S. Bureau of Reclamation for an innovative water conservation program. The grant will allow Phoenix Water, in partnership with Arizona State University, to pilot new technology to reduce lawn water usage between 40 and 45 percent, based on UHVXOWVH[SHULHQFHGLQ&DOLIRUQLD7KHSLORWZLOOEHSHUIRUPHGRQDFUHVRIH[LVWLQJVRFFHUͤHOGVQHDU$UL]RQD6WDWH University -West in Phoenix, owned by the City and Arizona State University. The process involves injecting waterabsorbing polymers (known as “hydrogel") below the root zone of existing turf. The hydrogels can absorb up to 400 percent of their weight in water and release up to 96 percent of the water to the turf, as needed. The injected hydrogels UHWDLQWKHDELOLW\RIUHSHDWLQJZDWHUDEVRUSWLRQVDQGUHOHDVHRYHUDSHULRGRI\HDUV7KHH[LVWLQJVRFFHUͤHOGVDW Arizona State University currently consume roughly 11 million gallons (34 acre-feet) of water per year at a cost of approximately $63,500. At a 40 percent reduction, 4.4 million gallons (13.5 acre-feet) of water and $25,400 thousand SHU\HDUZLOOEHVDYHG$GGLWLRQDOO\EDVHGRQDFRQVHUYDWLYHͤYH\HDUOLIHF\FOHIRUWKHK\GURJHOVDYLQJVFRXOGHTXDWH to 22 million gallons (67.5 acre-feet) of water and $127,000 in savings over the life of the pilot program. • A program to replace the green grass turf with native desert landscape around Phoenix Sky Harbor International Airport is anticipated to save $400,000 annually in labor and materials as well as millions of gallons of water. This turf replacement and landscaping project, which was completed in June 2019, is a step toward a more sustainable future for the airport - and the city. Water consumption at the airport averages 30 million gallons per month, necessitating such conservation efforts like the use of low-irrigation xeriscape. Removing all grass turf that is high in water use from Phoenix Sky Harbor grounds will dramatically reduce water usage by 5.375 million gallons a year. In place of the grass that also required high maintenance as well as water, suitable desert scenery planted is in its place include: 31 Table of Contents • 435 new low-water-use trees added • 75 saguaros added, 61 of which were salvaged from the areas where turf was removed and from the Rental Car Center currently undergoing PHX Sky Train construction • 275 large signature cacti (ocotillo, senita, totem pole, Mexican fence post, organ pipe and Argentine toothpick) • 2,900 accent plants and shrubs for ground cover added Succulents and drought-tolerant plants are hallmarks of the desert, but another new landscape feature that was FUHDWHGDVSDUWRIWKLVSURMHFWLVPHDQWWRHYRNHDYLDWLRQLPDJHU\IURPDQXQH[SHFWHGVRXUFHURFNͤOOHGJDELRQ baskets. Gabion baskets are typically used near slopes and banks to combat water erosion as well as offer an eyepleasing element. There are now 8,950 linear feet – or 1.7 miles – of gabions in areas where turf used to grow, and they are designed to mimic the swirling wingtip vortex created by high-speed jets. GOOD WORK MATTERS! Good work continues to matter here at the City of Phoenix. With roughly 15,000 employees who work around-the-clock, what we do makes a difference 24/7. Sometimes it’s truly ‘the little things’ that make the biggest impact to our customers. Here are a few examples of good work that make Phoenix a great city. • A Phoenix resident got an amazing surprise to mark his 100th birthday. Michael Romero, a longtime Pecos Senior Center member, celebrated his 100th birthday with his family and friends joining in the fun. Pecos Senior Center staff organized a big event that he could safely watch from his driveway. Surrounded by balloons, Michael watched as friends and family put on a parade to celebrate this milestone day. A total of 20 cars decorated with signs and balloons drove by Michael shouting birthday messages and honking, including two Yellow Cab drivers that faithfully transported Michael and other seniors in the area to the Pecos Senior Center before the coronavirus COVID-19 pandemic. ̽ 3KRHQL[ͤUHͤJKWHUVUHVSRQGHGWRDͤUHDQGZHUHDEOHWRUHVFXHWZRGRJVDQGDFDWIURPDQDSDUWPHQW7KHUHVLGHQWV RIWKHKRXVHKDGVHOIHYDFXDWHGSULRUWR)LUH'HSDUWPHQWDUULYDOEXWWROGͤUHͤJKWHUVWKDWWKHLUDQLPDOVZHUHVWLOOLQVLGH WKHKRPH3KRHQL[ͤUHͤJKWHUVZHUHDEOHWRUHPRYHDOOWKHDQLPDOVIURPWKHͤUHDIIHFWHGDSDUWPHQW2QHRIWKHGRJV ̸%XEED̹ZDVXQUHVSRQVLYHDQGQHHGHGWREHUHVXVFLWDWHGE\3KRHQL[ͤUHͤJKWHUVZLWKWKHDLGRIDVSHFLDOL]HGR[\JHQ delivery system for animals called a “FIDO bag”. In addition to specialized oxygen masks, FIDO bags are also equipped ZLWKEDQGDJHVEXUQVKHHWVDQGZRXQGOXEULFDQW(YHU\&LW\RI3KRHQL[ͤUHWUXFNLVHTXLSSHGZLWKD),'2EDJ1R ͤUHͤJKWHUVZHUHLQMXUHGGXULQJWKLVLQFLGHQW ̽ $3KRHQL[SROLFHRIͤFHUZDVUHFRJQL]HGIRUKHUHIIRUWVWRKHOSFKDQJHWKHWLUHRIDZRPDQLQYROYHGLQDGRPHVWLF YLROHQFHGLVSXWH7ZR3KRHQL[RIͤFHUVUHVSRQGHGWRDGRPHVWLFYLROHQFHFULPLQDOGDPDJHFDOODWDUHVLGHQFH8SRQ arrival, they made contact with a woman and learned her ex-boyfriend had arrived for an unannounced visit. He was told to leave after he became verbally rude to her. A short time later, a passerby knocked on the woman’s door and told her someone had let air out of a tire on her vehicle. The woman inspected her vehicle and found air was seeping from WKHGULYHUVLGHUHDUWLUH+HDULQJWKDWWKHZRPDQQHHGHGWRJHWWRZRUNLQWKHPRUQLQJRQHRIWKHUHVSRQGLQJRIͤFHUV offered to change her tire, replacing it with the vehicle’s spare tire. The woman accepted the offer, police said. When WKHWLUHZDVUHPRYHGWKHRIͤFHUVZHUHDEOHWRVHHDLQFKSXQFWXUHLQWKHVLGHZDOORIWKHWLUH ̽$&LW\RI3KRHQL[:DWHU6HUYLFH'HSDUWPHQWͤHOGFUHZJRWWKHRSSRUWXQLW\WRPHHW:RUOG:DU,,KHUR6DOYDGRU/HRQ The 94 year old vetran lost his keys and military ID tags, while dining at his favorite resturant with his family. Mr. Leon explained that he had his keys when he went into the restroom, but when he returned to the table, they were missing. The Leon’s reached out to the City of Phoenix Street Transportation Department, who put them in contact with the Water Services Department. Crews worked dilligently to recover the keys and military ID tags. Using a vactor truck, crews lowered a basket into the sewer line and retrieved them. The Leon family was very grateful for the compassion and respect shown by city employees and Mr. Leon was thrilled to have his militay ID tags back where they belong. • At the beginning of the COVID-19 outbreak in Arizona, a Phoenix senior citizen contacted the City’s 3-1-1 number to simply state that he was experiencing hunger due to his local senior center being closed and unable to make it to a grocery store. City staff at the 3-1-1 center quickly organized with staff from the Human Services Department and within three hours were able to deliver the resident a food box. Additionally, staff was able to set up the resident with additional resources to ensure he would have access to weekly food. 32 Table of Contents ̽'LDQDD3KRHQL[UHVLGHQWZURWHDOHWWHUWRWKHFLW\WRUHFRJQL]HWZR3KRHQL[3ROLFH2IͤFHUVIRUWKHLUHIIRUWVDQGJRLQJ ZD\EH\RQGWKHFDOORIGXW\7KHWZRRIͤFHUVZHUHGLUHFWLQJWUDIͤFIRUDURDGSDYLQJFUHZ7KHFUHZKDGMXVWSRXUHG WDUZKHQ'LDQQDSXOOHGXSDQGWKHRIͤFHUVDVNHGSROLWHO\LIVKHFRXOGZDLWIRUWKHFUHZWRͤQLVK'LDQDH[SODLQHGWKDW she had sacks of fresh groceries in her vehicle that were perishable. She then parked her car down the street from her KRPHDQGERWKSROLFHRIͤFHUVKHOSHGXQORDGDQGFDUU\JURFHULHVWRKHUKRPH'LDQHDSSUHFLDWHGWKHNLQGJHVWXUHDQG WKDQNHGWKHRIͤFHUV • Carolina Lee, a City of Phoenix Aviation Department employee went out of her way to help return a lost bag to a traveler. While something like that might be a regular occurance at Phoenix Sky Harbor International Airport with thousands of people coming and going daily. It turned out this particiluar bag was critically important and the owner needed to be found as the bag contained medication for the passenger’s service dog. The customer sent a note of appreciation to the Aviation Department thanking Caroline Lee for going to great lengths to ensure the bag was returned and to recognizing her for her kindness. As you can see, we work very hard to earn our reputation as a well-run city. We strive to be leaders in our professions. Each day the values of our organization – what we call our “Mission and Vision” – are at the core of everything we do. 33 Table of Contents PHOENIX GROWTH 34 Table of Contents COMMUNITY PROFILE AND TRENDS Phoenix was founded in 1870 as an agricultural community and was incorporated as a city in 1881. The original city charter was adopted in 1913 and has been amended by Phoenix voters from time to time since then. The charter allows Phoenix to determine its governmental structure and levy revenue and privilege license taxes. A council-manager form of government was also adopted in 1913. Under this organizational structure, the Mayor and Council appoint a city manager to act as the FKLHIRSHUDWLQJRIͤFHU7KH&LW\&RXQFLOVHWVSROLF\GLUHFWLRQDQGWKH&LW\0DQDJHULVUHVSRQVLEOHIRULPSOHPHQWLQJWKRVH SROLFLHVLQDQHIͤFLHQWDQGHIIHFWLYHPDQQHU,QDJURXSRIUHVLGHQWVLQLWLDWHGDQHIIRUWWRPRYHWRDGLVWULFWV\VWHP for electing council members. These residents were concerned that at-large elections resulted in an organization that was less responsive to neighborhoods. The initiative was passed by the voters of Phoenix, and the number of council seats was increased from six to eight. The mayor continued to be elected at-large. ECONOMIC DIVERSITY Phoenix has grown steadily, especially since 1950. The 1900 Census recorded Phoenix‘s population at 5,544. In 1950, the city occupied 17 square miles with a population of almost 107,000, ranking it 99th among American cities. The 2010 Census recorded Phoenix population at 1,447,128. The City currently encompasses 519.7 square miles. 7RGD\3KRHQL[LVWKHͤIWKPRVWSRSXORXVFLW\LQWKH8QLWHG6WDWHVVWDWHFDSLWDORI$UL]RQDDQGFHQWHURIWKHPHWURSROLWDQ area encompassed by Maricopa County. This metropolitan area also includes the Cities of Mesa, Glendale, Tempe, Scottsdale, Chandler, Peoria, Surprise, Goodyear, Avondale, El Mirage, Tolleson and the Towns of Gilbert and Buckeye. It is situated 1,117 feet above sea level in the semi-arid Salt River Valley. The area is widely known for its mild, sunny winters and hot summers and receives an average rainfall of seven inches a year. 7KH3KRHQL[PHWURSROLWDQDUHDHPSOR\PHQWPL[LVZHOOGLYHUVLͤHGDQGIDLUO\VLPLODUWRWKDWRIWKH8QLWHG6WDWHVDVDZKROH $QH[FHSWLRQLVFRQVWUXFWLRQDQGͤQDQFLDOHPSOR\PHQWZKLFKFRPSULVHPRUHRI3KRHQL[̵VHPSOR\PHQWPL[WKDQWKH8QLWHG States average due to historical rapid population and employment growth. Additionally, the Phoenix area’s manufacturing mix is much more concentrated in high technology than the United States. The high technology manufacturing sectors are cyclical in nature and may be more impacted during periods of economic slowing than other manufacturing sectors. The primary employment sectors and their share of total employment in the Phoenix metropolitan area consist of service LQGXVWU\  WUDGH  JRYHUQPHQW  ͤQDQFLDODFWLYLWLHV  PDQXIDFWXULQJ  DQGFRQVWUXFWLRQ  0DMRU employers of the Phoenix metropolitan area include Banner Health, State of Arizona, Wal-Mart, Fry’s Food Stores, Wells Fargo &RPSDQ\0DULFRSD&RXQW\&LW\RI3KRHQL[,QWHO&RUS-30RUJDQ&KDVH%DQN1DWLRQDO$VVRFLDWLRQDQG$UL]RQD6WDWH University. The top ten property taxpayers, based on secondary assessed valuation, are Arizona Public Service Company, 6RXWKZHVW*DV&RUSRUDWLRQ&HQWXU\/LQN,QF+RVW.LHUODQG/3+RVW&DPHOEDFN,//&(VSODQDGH2ZQHU/33KRHQL[ Plaza P.T. L.L.C., Target Corporation, Apollo Group Inc., and the United Services Automobile Association. These taxpayers make up 6.0 percent of total assessed valuation. 35 Table of Contents DEMOGRAPHICS AND ECONOMIC STATISTICS 7KHIROORZLQJVWDWLVWLFVDUHSUHVHQWHGWRSURYLGHDQRYHUYLHZRI3KRHQL[UHVLGHQWVWKH&LW\̵VͤQDQFLDOFRQGLWLRQDQG infrastructure. Actual Estimated Projected 1980-81 1990-91 2000-01 2010-11 2018-19 2019-20 2020-21 789,704 995,896 1,350,435 1,453,462 1,617,344 1,636,000 1,653,000 DEMOGRAPHIC PROFILE Population1 Percent of Population by Age Under 5 7.8 8.5 8.5 8.3 5-19 25.0 21.6 21.5 23.0 20-44 39.3 42.9 42.8 37.2 45-64 18.6 17.3 17.3 23.1 65+ 9.3 9.7 9.8 8.4 78.1 71.9 55.8 65.9 Black/African American 4.7 4.9 4.8 6.5 American Indian/Alaska Native 1.1 1.6 1.6 2.2 Asian 0.9 1.5 1.9 3.2 Percent of Population by Race1 Caucasian Native Hawaiian/ 2WKHU3DFLͤF,VODQGHU2 N/A N/A 0.1 0.2 Other 15.2 20.1 35.8 22.0 Hispanic/Latino (of Any Race)3 14.8 20.0 34.1 40.8 Not Hispanic or Latino (of Any Race)3 85.2 80.0 65.9 59.2 Median Household Income4 $29,706 $30,797 $40,856 $42,260 $57,957 $59,638 $61,367 Personal Income Growth (Metro Phoenix) 5 14.8% 4.6% 6.7% 3.0% 6.5% 2.8% 2.4% N/A $5,700,825 $7,573,211 $16,092,308 $16,665,875 $18,193,681 $19,889,714 $198,012 CITY ECONOMIC PROFILE Secondary Net Assessed Valuation (‘000s)6 7 N/A N/A N/A $144.772 $164,275 $179,418 Employment Growth Rate8 N/A (3.0)% 3.7% (2.1)% 3.6% 3.1% 2.7% Unemployment Rate9 N/A 4.9% 2.7% 9.1% 4.2% 4.0% 4.0% Value of Residential Construction (Billions)10 N/A $0.42 $1.16 $0.28 $1.00 $0.90 $0.90 Value of Commercial Construction (Billions)10 N/A $0.46 $1.33 $2.60 $3.70 $4.90 $4.00 Total Budget (‘000s) $392,780 $1,026,545 $1,946,013 $3,020,690 $3,775,469 $4,038,254 $5,020,460 Total GF Budget (‘000s)11 $221,106 $591,021 $953,324 $954,795 $1,214,363 $1,300,683 $1,425,613 Total Employees 9,435 11,388 14,352.0 15,002.8 14,615.6 14,847.8 14,857.8 Total Employees per 1,000 population12 11.9 11.4 10.6 10.3 9.0 9.1 9.0 Non-Enterprise Employees per 1,000 population N/A N/A 8.6 8.0 7.1 7.1 7.0 Full Cash Value (Millions) CITY FINANCIAL PROFILE Enterprise Employees per 1,000 population13 N/A N/A 2.0 2.3 2.0 2.0 1.9 Property Tax Rate 1.75 1.79 1.82 1.82 2.14 2.13 2.13 G.O. Bond Rating (Moody’s/Standard and Poor’s/Fitch)14 Aa/AA Aa/AA+ Aa1/AA+ Aa1/AAA Aa1/AA+/ AAA Aa1/AA+/ AAA N/A Number of PLT Licenses15 37,943 43,756 51,000 56,460 177,863 169,000 169,000 City Retail Sales Tax Rate16 1% 1.2% 1.8% 2.0% 2.3% 2.3% 2.3% 36 Table of Contents Actual Estimated Projected 1980-81 1990-91 2000-01 2010-11 2018-19 2019-20 2020-21 329.1 427.1 483.5 519.1 519.7 519.7 519.7 INFRASTRUCTURE PROFILE Area (Square Miles) Police Major Crimes17 86,287 110,961 97,666 70,108 68,938 68,800 68,800 Dispatched Calls for Service18 452,350 895,117 862,769 666,116 680,037 690,500 690,900 1,694 2,047 2,810 3,281 3,274 3,271 3,271 $XWKRUL]HG6ZRUQ3ROLFH2IͤFHUV19 Fire Fire Stations Fires and All Other Calls Emergency Medical Calls $XWKRUL]HG6ZRUQ)LUHͤJKWHUV 19 35 45 45 57 58 59 59 25,162 26,281 28,369 19,335 24,569 25,300 25,400 46,122 75,112 101,396 136,163 182,400 187,600 188,000 838 1,042 1,315 1,661 1,686 1,695 1,695 196,356 176,909 261,184 131,600 261,023 238,000 238,000 4,872 Building Inspections Total Number of Inspections20 Streets 3,084 3,800 4,299 4,825 4,864 4,872 Miles Resurfaced and Sealed21 Total Miles 216 250 220 127 388 514 289 Total Miles of Bikeway22 N/A 250 472 615 1,420 1,488 1,516 7UDIͤF&RQWURODQG/LJKWLQJ 555 761 906 1,092 1,142 1,154 1,164 Street Lights23 Signalized Intersections 39,097 50,825 70,750 89,826 92,675 92,750 92,910 7UDIͤF$FFLGHQWV24 28,129 28,414 36,500 22,742 30,575 32,600 34,600 6,500,000 22,175,000 35,900,000 40,500,000 45,531,435 33,200,000 20,000,000 Residences Served25 281,900 281,392 327,953 392,825 406,877 411,800 414,200 Tons Disposed at City /DQGͤOOV26 379,000 513,643 1,051,935 1,002,346 938,906 937,200 942,900 Aviation Passengers Arriving and Departing Solid Waste Collection Municipal Parks Number of Municipal Parks 137 181 199 225 232 232 232 Developed Park Acres27 1,303 2,206 3,332 5,071 4,787 4,787 4,787 Number of Municipally Operated Golf Courses 5 5 7 6 5 5 5 Libraries Material Circulation28 3,691,745 5,962,411 9,151,000 13,839,543 10,385,852 11,500,000 11,500,000 Total Material Stock29 1,182,606 1,732,410 2,016,000 1,643,977 3,420,996 3,500,000 4,000,000 9 11 13 16 17 17 17 4,497 4,776 6,080 7,612 7,429 7,548 7,548 Number of Library Branches Equipment Management Number of Equipment Units in Fleet30 Water Connections31 282,048 321,996 350,967 397,390 430,592 434,900 439,200 Production (billions of gallons)32 88.5 84.7 109.4 98.6 106.3 108.7 108.7 Miles of Line 3,083 4,246 5,007 6,270 6,960 7,012 7,048 Connections 250,199 311,980 327,051 389,978 414,043 418,200 422,400 Miles of Line 3,040 3,661 4,174 4,980 4,906 4,931 4,952 Wastewater 1  3RSXODWLRQE\DJHDQGUDFHLVRQO\DYDLODEOHLQFHQVXV\HDUV$OVRUDFLDOFDWHJRULHVZHUHPRGLͤHGE\WKH&HQVXV%XUHDXLQWKH&HQVXV7KH&HQVXV QXPEHUZDVLQFUHDVHGIURPWKHRULJLQDOWRWDOGXHWRWKH&LW\DSSHDOLQJWKHUHVXOWWKURXJKWKHRIͤFLDO&RXQW4XHVWLRQ5HVROXWLRQ &45 7KHUHZDVDQDUHD LQIDUZHVW3KRHQL[ZKLFKZDVQRWDWWULEXWHGWRWKHFLW\ZKHQLQIDFWLWZDVLQVLGHWKHFLW\̵VERXQGDULHV7KXVWKH86&HQVXV%XUHDXRIͤFLDOO\FKDQJHGWKH city’s 2010 Census population count which in turn affected the preceding years’ population estimates. The preceding years also include additional population estimate adjustments approved by Maricopa Association of Governments. 2  3ULRUWWRWKH&HQVXV1DWLYH+DZDLLDQ2WKHU3DFLͤF,VODQGHUGDWDZDVFRPELQHGXQGHUWKHVDPHFDWHJRU\,QSUH&HQVXVFRXQWVWKLVUDFHFDWHJRU\ was included in the Asian category. 3 Hispanic/Latino of any race is included in the Census’ “Other” race category for 1980-81, 1990-91, 2000-01 and 2010-11. 4 Median Household Income is based on U.S. Census Bureau data for the City of Phoenix geographic area. For the estimate and projection years, the Calendar Year (CY) 2019 greater Phoenix Consumer Price Index (CPI) of 2.9% was applied to the U.S. Census Bureau’s (FactFinder) 2018 American Community Survey 37 Table of Contents 1-year estimates for City of Phoenix Median Household income. The reported data is from March 2020 and does not account for impacts to median household income from COVID-19. 5 Personal income growth percentage is from University of Arizona’s “Economic Outlook” quarterly publication (University of Arizona Economic and Business Research Center), which reflects estimated impacts to personal income growth from COVID-19. 6 Following the 2012 voter approval of the Arizona Property Tax Assessed Valuation Amendment (Proposition 117), and A.Z. Const. art. IX, § 18(3), Secondary (Full Cash) Net Assessed Valuation is no longer used for purposes of calculating Secondary Property Taxes. The City continues to report Secondary Net Assessed Valuation here for continuity with previous reports. 7  )XOO&DVK9DOXHUHSUHVHQWVPDUNHWYDOXHRISURSHUWLHVDVGHWHUPLQHGE\WKH0DULFRSD&RXQW\$VVHVVRU V2IͤFHSULRUWRWKHDSSOLFDWLRQRI/LPLWHG3URSHUW\ Value formulas, assessment ratios and exemptions. Prior to 2015-16, trends in Full Cash Value correlated to trends in the City's Secondary Property Tax Base; however, this correlation no longer applies. Reported values lag market conditions by approximately 18 to 24 months. 8  (PSOR\PHQWJURZWKUDWHͤJXUHVIRUDUHEDVHGRQ&<ZKLOHDQG WRWDOQRQIDUPHPSOR\PHQW DUHEDVHGRQDPRQWKFKDQJH (Q2) in employment rate. Data is based on the Phoenix-Mesa-Scottsdale Statistical Area (MSA) and is obtained from the United States Department of Labor – Bureau of Labor and Statistics website: www.bls.gov. The reported data is from March 2020 and does not account for impacts to employment growth from COVID-19. 9 Unemployment rate is reported monthly by the US Bureau of Labor Statistics website: www.bls.gov (LAU – Local Area Unemployment searchable databases) FRQYHUWHGWRͤVFDO\HDUE\WKH&LW\RI3KRHQL[%XGJHWDQG5HVHDUFK'HSDUWPHQW'DWDLVEDVHGRQWKH3KRHQL[0HVD6FRWWVGDOH6WDWLVWLFDO$UHD 06$ 7KH reported data is from March 2020 and does not account for impacts to the unemployment rate from COVID-19. 10 These measures represent the annual estimated value of projects permitted by the City of Phoenix (new construction and remodels). 11 As of 1998-99, Arizona Highway User Revenue funds are no longer included in the General Fund total. 12 A correction was made to the calculation of City employees per 1,000 population for 1980-81 and 1990-91. Previous budget books did not adjust for Census data that was published at least a year after the statistic was recorded in budget documents. 13 Enterprise departments include Water, Wastewater, Aviation, Phoenix Convention Center and Solid Waste Management. 14 The ratings listed in the estimated 2019-20 are the City’s rating at the time of publication. No attempt has been made to project the City’s ratings. 15 As of January 1, 2017, the City of Phoenix no longer has administrative and collection duties over the management of Transaction Privilege (Sales) and Use Tax Licenses (TPT) accounts. This process is administrated by the State of Arizona. Previously, the City allowed businesses to report multiple locations or entities under one license; that is no longer the policy under the State. Although the Arizona Department of Revenue assumed these duties in 2017, it is expected that the State remits the same approximate amount of annual license fee revenues for the same approximate number of (TPT) accounts that have privilege tax liability within the City of Phoenix limits. 16 Voters approved a 0.3 percent increase in most city sales tax categories effective January 1, 2016 to fund a comprehensive transportation plan. This was an increase to and an extension of the 0.4 percent tax that was effective June 1, 2000, resulting in a total tax of 0.7 percent for transportation with a 35-year sunset date. 17 Total violent and property crimes are based on Uniform Crime Reporting (UCR) standards, not based on Arizona Revised Statutes. Counts are based on ͤQDOL]HGGDWDWKURXJK0DUFKDQGSURMHFWHGGDWDIRUVXEVHTXHQWPRQWKVIRUDOOFULPHW\SHV%HJLQQLQJLQ-DQXDU\WKHUDSHFRXQWV ZKLFKDUHRQHRI WKHFULPHW\SHVLQFOXGHGLQWKHYLROHQWFULPHFRXQWV LQFOXGHLQFLGHQWVWKDWPHWWKHXSGDWHG)%,UDSHGHͤQLWLRQ7KLVFKDQJHLVUHIOHFWHGLQFRXQWVIURP IRUZDUG6LPLODUO\EHJLQQLQJLQ-DQXDU\WKHDJJUDYDWHGDVVDXOWFRXQWVLQFOXGHLQFLGHQWVWKDWPHWWKHXSGDWHG)%,DJJUDYDWHGDVVDXOWGHͤQLWLRQ This report reflects that change from 2015-16 forward. 18 The formula that categorizes calls as dispatched was revised in 2017. Counts for 2015-16 and forward have been updated. Call data is based on actual data through March 31, 2020 and projected data for the remaining months. The number of calls and response times for incidents handled by callback are impacted E\WKHZRUNLQJKRXUVDQGVWDIͤQJOHYHOVRIWKLVXQLW7KHRULJLQDO&DOOEDFNXQLWZDVUHSODFHGE\DQRQOLQHUHSRUWLQJV\VWHPLQ0D\DQGWKHQZDVUH RSHQHGLQ)HEUXDU\EXWZLWKRQO\SDUWLDOKRXUFRYHUDJHDQGYDU\LQJVWDIͤQJOHYHOV5HVSRQVHWLPHVIRUFDOOEDFNFDOOVDUHQRWSURYLGHGIRUWKHFDOOEDFN XQLWIRUEHFDXVHWKHXQLWZDVUHRSHQHGLQ)HEUXDU\DQGWKHUHZDVQRWDGHTXDWHGDWDIRUWKHIXOOͤVFDO\HDU5HVSRQVHWLPHVIRUFDOOEDFN DUHGLIͤFXOWWRSUHGLFWVLQFHVWDIͤQJLQWKHFXUUHQWFDOOEDFNXQLWLVGHSHQGHQWVROHO\RQRIͤFHUVZLWKPHGLFDOUHVWULFWLRQVFDOOEDFNGDWDKDVODUJHU YDULDELOLW\WKDQSUHYLRXV\HDUVDQGWKLVͤVFDO\HDUDQGWKHIROORZLQJͤVFDO\HDUUHVSRQVHWLPHVIRUFDOOEDFNDUHQRWHVWLPDWHG&XUUHQWO\FDOOEDFNRIͤFHUVDUH WDVNHGZLWKWDNLQJWKHORQJHVWKROGLQJORZHUSULRULW\FDOOVRIIRIWKHSDWUROTXHXHRIFDOOVDZDLWLQJDQRIͤFHUUHVSRQVH&DOOEDFNDQGSDWUROFDOOKROGLQJTXHXHV DUHQRWVHSDUDWHGGXHWRWKHYDU\LQJVWDIͤQJOHYHOVDQGQRQKRXURSHUDWLRQRIWKHFXUUHQWFDOOEDFNXQLW 19 The numbers shown represent the Council authorized sworn position count in Police and Fire. The sworn hiring target for Police is 3,125 based on projected available resources. While for Fire, the hiring target is 1,683 through March 2021 and is reduced to 1,644 beginning in April 2021 due to the expiration of the Fire SAFER grant. 20 Includes building, electrical, mechanical, plumbing and general inspections. 21 Miles of streets resurfaced or sealed varies year over year and is dependent on actual streets selected and distribution of wide versus narrow. It also varies based on the method of seal coat used. 22 City of Phoenix bicycle network consists of bicycle lanes, bicycle routes, paved shared use paths and unpaved multi-use paths. In 2018-19, the Streets Department changed the measurement methodology of bikeway miles from centerline miles (method used for total miles of streets measurement) to bi-directional miles to be consistent and accurate with bikeway miles regardless of street type. 2018-19 is the earliest year the measurement change can be recorded. 23 LWLVDQWLFLSDWHGWKDWQHZVLJQDOL]HGLQWHUVHFWLRQVDQG+$:.VZLOOEHLQVWDOOHGVHYHQ+$:.VZHUHLQVWDOOHGDVSDUWRIWKH*UDQG&DQDO6FDSH projects. 24 7UDIͤFDFFLGHQWVLQFOXGHLQMXU\QRQLQMXU\DQGIDWDOFROOLVLRQV'XHWRWKHLPSOHPHQWDWLRQRIDQHZ$UL]RQD'HSDUWPHQWRI7UDQVSRUWDWLRQ $'27 FROOLVLRQ form in 2009, and due to delays in data entry and processing, there can be delays in data becoming available to the City of Phoenix Street Transportation and 3ROLFH'HSDUWPHQWYLD$'27DQGͤJXUHVDUHSURMHFWLRQVIURPSUHYLRXV\HDUVDQGFXUUHQWDYDLODEOHGDWD 25 2019-20 projected service level is based on annualized six months of actuals data and assumptions from Business Intelligence Living Unit report. Projected households for 2020-21 are based on 0.75 growth from 2019-20 projections. 26 7RQQDJHLQFOXGHVGLVSRVDOWRQQDJHFROOHFWHGDW&LW\WUDQVIHUVWDWLRQVDQGODQGͤOODVZHOO6ROLG:DVWH6HUYLFHVWRQQDJHVHQWWRFRQWUDFWHGSULYDWHWUDQVIHU VWDWLRQVDQGODQGͤOOV3URMHFWHGWRQQDJHIRULVEDVHGRQJURZWKIURPSURMHFWLRQV 27 'XULQJWKH3DUNVDQG5HFUHDWLRQ'HSDUWPHQWVWDIIYLVLWHGDQGGRFXPHQWHGHYHU\SDUNSURSHUW\WRUHFRUGDOODPHQLWLHVZLWKLQWKHSDUNDQGUHͤQH WKHFODVVLͤFDWLRQRIWKHSURSHUW\7KLVLQIRUPDWLRQZDVXVHGWRGHYHORSDQHZSDUNDQGODQGDVVHWLQYHQWRU\GDWDEDVHWRPDQDJHWKH&LW\̵VSXEOLFSDUNV preserves, and facilities. 28 Measure covers all media including: audio books, e-books, CDs, DVDs, databases, books, and periodicals. 2017-18 data reflects the temporary closure of Burton Barr Central Library. 29 7RWDOPDWHULDOVWRFNLQFOXGHVGLJLWDOPDWHULDODYDLODEOHWRSDWURQVZDVWKHͤUVW\HDUGLJLWDOPDWHULDOVZHUHLQFOXGHGLQWKLVPHDVXUH 30 Includes vehicle replacements. 31 Water connections have increased due to an increase in customer accounts. Includes water produced for City of Phoenix only. 38 Table of Contents RESOURCE AND EXPENDITURE SUMMARY This section provides a broad overview of the resources and expenditures included in the 2020-21 budget. Information is presented for General, Special Revenue and Enterprise funds. General funds, which receive special attention by the community, are highlighted throughout this section. General funds are of importance to our residents as they provide for the PRVWEDVLFVHUYLFHVVXFKDVSROLFHͤUHSDUNVDQGVWUHHWV(QWHUSULVHIXQGVDUHVXSSRUWHGE\IHHVFKDUJHGIRUWKHVHUYLFHV provided except for the Convention Center which has earmarked sales taxes as its primary funding source. Special Revenue funds are restricted to statutory and/or voter-approved uses. 7KHEXGJHWͤQDQFHGE\RSHUDWLQJIXQGVWRWDOV$VVKRZQLQWKHSLHFKDUWEHORZWKH*HQHUDO)XQG portion of $1,425,613,000 is approximately 28 percent of the total. The Enterprise funds, which include Aviation, Water, Wastewater, Solid Waste and Convention Center, make up another 34 percent of the total. Special Revenue funds such as Arizona Highway User Revenues, grant funds such as Community Development Block Grants, Human Services grants, and Housing grants represent the remaining 38 percent of the total budget. All Sources of Funds Total Resources - $5.02 Billion Enterprise Funds 34% All Sources of Funds Total Expenditures - $5.02 Billion Capital 15% Operation and Maintenance 74% General Funds 28% Debt Service 11% Special Revenue Funds 38% In addition to presenting the budget by funding source, the budget is also described in terms of the major types of activities or expenditures funded. Included in the operating budget are operating and maintenance expenses that provide for ongoing costs of delivering city services; capital expenditures for pay-as-you-go projects for major additions, improvements or renovations to city facilities; and debt service payments to retire outstanding debt. The pie chart above shows the distribution of the total operating budget into these three types of expenditures. Bonds and other capital funds used for capital improvement projects are included in a separate capital improvement program. The 2020-21 General Fund budget includes ongoing operating and maintenance and pay-as-you-go capital expenses. No debt service is paid from the General Fund. Instead, debt service associated with General-funded activities is paid for with earmarked property taxes or with the City Improvement fund. Due to the restrictions on using these funds both are appropriately included in the Special Revenue funds portion of the budget. 39 Table of Contents Finally, budgeted expenditures are provided on a departmental basis. Detailed explanations of each department’s budget are provided in the Department Program Summary section of this document. The following bar chart presents the General Fund budget on a department-by-department basis. Millions Expenditures by Department 2020-21 General Fund Budget $600 $500 $400 $300 $200 $100 $0 * )XQFWLRQVLQFOXGHVHYHUDOVPDOORIͤFHVVXFKDVWKH2IͤFHRI$UWVDQG&XOWXUHDQG(QYLURQPHQWDO3URJUDPV The table below provides a comparison of the 2020-21 budget to the 2019-20 adopted budget. Actual expenditures for the ͤVFDO\HDUDOVRDUHLQFOXGHG 2020-21 Budget Compared to 2019-20 Adopted Budget (In Millions of Dollars) 2018-19 Actual Expenditures 2019-20 Adopted Budget Budget 2020-21 Amount Change Percent Change Operating and Maintenance Expenditures Capital Expenditures Debt Service $2,706.0 546.4 523.1 $3,131.8 827.3 595.9 $3,713.3 758.9 548.2 $ 581.5 (68.4) (47.7) 18.6% -8.3% -8.0% Total $3,775.5 $4,555.0 $5,020.4 $465.4 10.2% Overall, citywide operating and maintenance expenditures are expected to rise by $581.5 million. Most of the increase is attributable to spending of Coronavirus Relief and CARES funds and the inclusion of $185 million for the potential payoff of Aviation’s unfunded pension liability. Other reasons for the increase include higher personal service costs associated with the second-year of negotiated labor contracts and higher required pension contributions. Commodity purchases are expected to rise due to needed purchases for Police and Fire operations and higher spending for water-related items, including raw water, chemicals, pumps and accessories as a result of expected increases in production. Pay-as-you-go capital expenditures are expected to decrease primarily in Water and Wastewater funds due to changes in project timing, funding, and the elimination of some projects. Debt service expenditures are expected to decrease due to the maturity of Light Rail bonds in 2019-20. 40 Table of Contents 2020-21 GENERAL FUND BUDGET OVERVIEW The 2020-21 General Fund budget of $1,425,613,000 provides for ongoing operating and maintenance and some pay-asyou-go capital expenditures. The table below compares the 2020-21 General Fund budget with the adopted 2019-20 budget. 2020-21 General Fund Budget Compared to 2019-20 Adopted Budget (In Millions of Dollars) 2018-19 Actual Expenditures 2019-20 Adopted Budget Budget 2020-21 Amount Change Percent Change Operating and Maintenance Expenditures Capital Expenditures $1,202.3 12.1 $1,374.4 19.5 $1,406.0 19.6 $31.6 0.1 2.3% 0.1% Total $1,214.4 $1,393.9 $1,425.6 $31.7 2.3% The operating and maintenance expenditures for 2020-21 are expected to increase by 2.3 percent overall compared to the 2019-20 adopted budget primarily due to higher personal service costs, including negotiated employee compensation LQFUHDVHVSHQVLRQIXQGLQJUHTXLUHPHQWVFRQWLQXHGKLULQJRISROLFHRIͤFHUVDQGIXQGLQJIRUͤUHͤJKWHUVWKDWZHUH originally paid for by an expiring FEMA SAFER grant. The following pie charts show the 2020-21 General Fund budget summarized by major programs and major resources. General Funds Total Expenditures - $1.43 Billion General Funds Total Resources - $1.43 Billion Other Resources 7% User Fees/Other Revenue 10% Environmental Services and Other 6% Local Taxes & Related Fees 36% Transportation 1% General Government 9% Property Tax 13% Community Development and Enrichment1 14% State Shared Revenue 34% Public Safety and Criminal Justice2 70% 1 Includes Parks, Library, Human Services, Neighborhood Services, Planning and Economic Development 2 When contingency is excluded, Public Safety and Criminal Justice account for approximately 73% of budgeted General Fund expenditures. RESOURCES Resources include beginning fund balances, revenues, recoveries and fund transfers. In the Enterprise funds, fund balances SURYLGHDͤQDQFLDOFXVKLRQDJDLQVWXQDQWLFLSDWHGFKDQJHV7KHFRQWLQJHQF\DOORFDWLRQVHUYHVWKLVVDPHSXUSRVHIRUWKH General Fund. While minor changes in fund balances occur from year to year, maintaining proper fund balances over the long WHUPDQGSURYLGLQJIRUDFRQWLQJHQF\IXQGLQWKH*HQHUDO)XQGDUHLPSRUWDQWFRPSRQHQWVRIVRXQGͤQDQFLDOPDQDJHPHQW DQGDVLJQLͤFDQWIDFWRULQERQGUDWLQJV 41 Table of Contents 2020-21 ESTIMATED BEGINNING FUND BALANCES As explained in a later section, a General Fund ending balance may not be budgeted. However, a contingency fund is used to provide a means to address any emergencies and unanticipated one-time costs that may occur after the budget is adopted. Each year, all or almost all of the contingency allocation remains unused and, therefore, falls to the ending fund balance along with any changes in estimated revenues and expenditures. The estimated 2020-21 beginning fund balances totaling $1,251.4 million include $95.5 million in General funds, $566.5 million in Special Revenue funds and $589.4 million in Enterprise funds. The estimated beginning fund balance for Special Revenue and Enterprise funds include: Transportation 2050 - $133.8 million; Other Restricted - $80.1 million; Sports Facilities - $62.0 million; Parks and Preserves - $59.9 million; Development Services - $53.6 million; Grant funds - $39.2 million; Arizona Highway User Revenue - $36.4 million; 2007 Public Safety Expansion - $23.4 million; Neighborhood Protection - $20.5 million; Public Safety Enhancement - $16.4 million; Capital Construction- $16.3 million; Community Reinvestment - $13.5 million; Regional Transit - $7.4 million; Aviation - $302.4 million; Wastewater - $111.8 million; Water - $101.8 million; Convention Center - $51.8 million; Solid Waste - $21.6 million and $4.0 million in various other special revenue funds. 2019-20 GENERAL FUND ESTIMATED ENDING BALANCE As shown in the following table, the 2019-20 General Fund ending balance, which is also the 2020-21 beginning balance mentioned in the previous section, is estimated to be $95.5 million. This results from a $2.2 million increase in net resources, combined with an $93.3 million reduction in net expenditures estimated in 2019-20 compared to the original General Fund budget. General Fund Balance Analysis (In Thousands of Dollars) 2018-19 Estimate Over (Under) Budget 2019-20 Actuals Budget Estimate Amount Percent Resources Beginning Balances Revenue Recoveries Transfers $ 134,620 1,220,767 1,857 (9,301) $ 114,083 1,272,829 1,000 6,014 $ 133,580 1,254,028 3,500 5,041 $ 19,497 (18,801) 2,500 (973) 17.1% (1.5)% +100.0% (16.2)% Total Resources $1,347,943 $1,393,926 $1,396,149 $ 2,223 0.2% Expenditures Operating Expenditures Capital 1,202,259 12,104 1,374,444 19,482 1,278,813 21,870 (95,631) 2,388 (7.0)% 12.3% Total Expenditures $ 1,214,363 $1,393,926 $ 1,300,683 $(93,243) (6.7)% Ending Fund Balance $ 133,580 $ --- $ 95,466 $ 95,466 +100.0% The increase to net resources includes a $19.5 million higher beginning balance and a $2.5 million increase in expense recoveries, offset by an $18.8 million decline in operating revenues and a $1.0 million decrease in net transfers. The decrease of 2019-20 projected General Fund revenue is primarily due to anticipated declines in the city and state-shared sales taxes, which account for the economic impacts of COVID-19. The decrease in net transfers is mainly due to a reduction in estimated transfers from other funds to the General Fund for central service costs and payments of in-lieu property taxes. The decrease in net expenditures includes a $95.6 million decrease in operating expenditures and an increase of $2.4 million in pay-as-you-go capital expenditures. The decrease in 2019-20 estimated General Fund operating expenditures from the 2019-20 budget is mainly due to unused contingency funds, vacancy savings, and the carryover of funds for the Case 0DQDJHPHQW6\VWHP0RGHUQL]DWLRQSURMHFWWRQH[WͤVFDO\HDU7KHLQFUHDVHLQSD\DV\RXJRFDSLWDOH[SHQGLWXUHVLVGXHWR replacements in the Police aerial fleet. 42 Table of Contents 2020-21 ESTIMATED REVENUES Revenues from taxes, fees, interest, grants and other sources provide resources to fund programs and services delivered by the City. Total revenues for 2020-21 are estimated at $4,420,438,000. This is $471,586,000 or 11.9 percent more than the 2019-20 estimate of $3,948,852,000. General Fund revenues are estimated at $1,309,519,000 which is $55,491,000 or 4.4 percent more than the 2019-20 estimate of $1,254,028,000. The increase is primarily due to anticipated increases in city sales tax; state-shared sales and income taxes; and primary property tax. The following table provides a comparison of the 2020-21 estimated revenues to 2019-20 estimates and 2018-19 actual collections. Detailed explanations by category are provided in the 2020-21 Revenue Estimates section of this document. 2020-21 Estimated Revenues Compared to 2019-20 Estimates (In Thousands of Dollars) 2020-21 2018-19 Actuals 2019-20 Estimate Estimate Amount Change Percent Change General Special Revenue Funds Enterprise Funds $1,220,767 1,166,986 1,277,446 $1,254,028 1,329,423 1,365,401 $1,309,519 1,692,895 1,418,024 $55,491 363,472 52,623 4.4% 27.3% 3.9% Total $3,665,199 $3,948,852 $4,420,438 $471,586 11.9% Fund Types Prior to the national health crisis, the state and local economy had shown solid growth in 2019-20 and economists predicted the state would continue to grow but at a slower pace. Arizona and the Phoenix metro area were projected to continue to outperform the nation in terms of job, population and income growth. However, affected by the COVID-19 pandemic, Arizona started to experience an economic downturn in March 2020. It is assumed that the outbreak will not conclude until the end of July 2020, after which city and state sales taxes and other key revenue categories will return to pre-pandemic growth levels. City sales tax, primary property tax, state-shared sales, income and vehicle license taxes are all expected to grow in 2020-21, with growth rates ranging from 0.5 percent to 12.3 percent. The 2020-21 estimate for Special Revenue funds includes an $11.3 million increase in Other Restricted revenues, a $5.9 million increase in Transportation 2050 funds, a $5.5 million increase in Secondary Property Tax revenues, a $2.8 million increase in Development Services funds, a $2.5 million increase in 2007 Public Safety Expansion funds, a $1.3 million increase in Parks and Preserves funds, a $1.2 million increase in Neighborhood Protection funds, and a combined $1.8 million increase in several other special revenue funds including Public Safety Enhancement, Sports Facilities, Arizona Highway User Revenue funds, Regional Wireless Cooperative and Impact Fee Program Administration. Furthermore, there is a $355.8 million increase in various grant funds including Community Development, Criminal Justice, Public Transit and Other grants. Special Revenue funds also include a $14.6 million decrease in Regional Transit revenues, a $5.1 million decrease in Community Reinvestment, a $3.0 million decrease in Human Services grants, a $1.1 million decrease in Public Housing grants, and a combined decrease of $0.8 million in Court Awards, Capital Construction and Golf Courses revenues. The 2020-21 estimates for Enterprise Funds include the impact of rate increases for Water and Solid Waste services, and the rideshare fees at Phoenix Sky Harbor International Airport. 2020-21 TRANSFERS TO THE GENERAL FUND 7UDQVIHUVDUHXVHGWRDOORFDWHUHVRXUFHVEHWZHHQIXQGVIRUSXUSRVHVRIPDWFKLQJFRVWVZLWKEHQHͤWVUHFHLYHGWKURXJKD central service cost allocation or to assess in lieu property taxes. Central service cost allocation and other transfers to the General Fund for 2020-21 total $81.1 million. This amount reflects $70.5 million to recoup central service costs and/or payments of in-lieu property taxes, the majority of which is from the Aviation, Water and Wastewater, Solid Waste, Convention Center and Development Services funds. Central service provides a repayment to the General Fund for services provided by departments such as Human Resources, Information Technology, Finance, Law and other administrative support areas that are General funded. This transfer is calculated by the Finance Department in accordance with generally accepted full-cost accounting principles and is in accordance with long-established City Council-approved policy. Approximately $10.6 million in miscellaneous transfers from other funds is also included. As a result, total transfers to the General Fund exclusive of excise tax-related items are $81.1 million. A transfer of $924.6 million from the Excise Tax fund represents the General Fund share of local and state-shared sales taxes, fees and state-shared income taxes. However, this amount is reflected in revenues, rather than a transfer, throughout this section. 2020-21 ESTIMATED ENDING BALANCES Arizona budget law requires a balanced General Fund budget. No General Fund balances may be accumulated in reserve IRUVXEVHTXHQWͤVFDO\HDUV$UL]RQDODZGRHVKRZHYHUSURYLGHIRUDFRQWLQJHQF\HDFK\HDU)RUPLOOLRQLV included for the General Fund contingency, as is discussed in more detail in the Contingency section of this document. As a result, budgeted General Fund resources equal expenditures. However, any unused contingency amounts at year-end fall to a General Fund ending balance. Generally, at least 95 percent of the General Fund contingency remains unused each year and WKHFRQWLQJHQF\IXQGKDVUHPDLQHGSHUFHQWXQXVHGLQRYHUͤYH\HDUV 43 Table of Contents Year-end balances are planned in the Enterprise funds and other self-supporting funds primarily to provide for adequate IXQGVDWWKHEHJLQQLQJRIWKHIROORZLQJͤVFDO\HDU6XFKIXQGVDUHXVHGWRVWDELOL]HUDWHLQFUHDVHVDVVRFLDWHGZLWK fluctuations in service demand, insure bondholders of future debt service payments and to accumulate funds for annual pay-as-you-go capital improvements. In addition, Enterprise fund balances are intentionally permitted to grow over time in order to fund large capital projects. The estimated 2020-21 ending balance of $680.4 million includes: Transportation 2050 -$141.2 million; Other Restricted - $56.3 million; Sports Facilities - $37.1 million; Development Services - $33.9 million; Grant Funds - $27.7 million; Parks and Preserves - $23.8 million; Neighborhood Protection - $16.3 million; Community Reinvestment - $14.8 million; Regional Transit - $14.4 million; 2007 Police Public Safety Expansion - $14.4 million; Arizona Highway User Revenue - $10.8 million; Public Safety Enhancement - $8.5 million; Wastewater - $122.8 million; Water - $82.9 million; Convention Center - $36.5 million; Aviation - $31.3 million; Solid Waste - $0.4 million; and a combined $7.3 million in various other Special Revenue funds. Beginning and ending fund balances are provided in more detail in Schedule 1 located in the Summary Schedules section. Special Revenue fund balances in the aggregate are expected to decrease from $566.5 million to $406.4 million. • The Phoenix Parks and Preserves fund balance is decreasing primarily due to planned pay-as-you-go capital spending for land acquisition and improvements to existing facilities; negotiated employee compensation increases; and an increase in water usage at Pinnacle Park, as well as continuing personnel costs for the operation and maintenance of Phase II of the park. • The Arizona Highway User Revenue fund balance is diminishing primarily due to negotiated increases to employee compensation; additional funding for maintenance of the 202 Freeway; liability insurance increases; added costs for street and roadway construction material; and greater pay-as-you-go capital spending for the street modernization of 3rd Street and McDowell to Indian School Road. • The Sports Facilities funds are decreasing due to the addition of contingency appropriation to allow for flexibility in managing potential debt payments. • Other Restricted fund balances are declining due to the transfer of proceeds from the sale of real estate to other funds and due to planned pay-as-you-go capital expenditures, including new software and equipment for Fire’s CAD system. • Development Services funds are reducing due to negotiated employee compensation increases and the full year cost of positions added to address workload growth associated with increased construction activity and plan review services. • Capital Construction fund balances are decreasing primarily due to rising pay-as-you-go capital expenditures for various Street Transportation projects such as the Rawhide Wash Project, drainage improvements, and a detention basin on 19th Avenue and Dobbins Road. • Grant fund balances are decreasing primarily due to planned pay-as-you go capital spending of HOME Program funds. • The Public Safety Specialty funds, including Neighborhood Protection, 2007 Public Safety Expansion and Public Safety Enhancement, are decreasing primarily due to negotiated increases to employee compensation and rising pension costs. • Transportation 2050 fund balances are increasing primarily because of the shift of costs to the Federal Transit Authority fund due to the receipt of federal money in response to COVID-19 and from lower costs resulting from the maturity of Light Rail Bonds in 2019-20. • Regional Transit fund balances are increasing due to the timing of reimbursements from the Regional Transit Authority and planned spending. • A few other Special Revenue fund balances are expected to increase slightly primarily due to anticipated increases in total resources. In 2020-21, the Enterprise funds ending balances in the aggregate are programmed to decline from $589.4 million at the beginning of 2020-21 to $274.0 million at year end. • The Aviation balance is declining due to the addition of $185 million for possible payoff of the Aviation portion of the unfunded pension liability for civilian employees and because of negotiated increases to employee compensation. It is also due to increased funding for equipment maintenance; motor vehicle and capital tool replacements; and increased FRVWVIRUSROLFHDQGͤUHVHUYLFHV3D\DV\RXJRFDSLWDOVSHQGLQJLVULVLQJDVDUHVXOWRI7HUPLQDOSURFHVVRUDQGJDUDJH demolitions and increased contingency to cover future CIP projects. • Water funds are decreasing due to negotiated employee compensation increases; higher debt service payments; and higher costs associated with increased water production, water meter replacements, and software agreements. Pay as you go capital is also expected to increase due to spending on a variety of projects, including investments in power redundancy and resiliency to ensure stable water delivery for customers. • Wastewater funds are increasing due to project funding changes and various project savings. • Solid Waste funds are declining due to negotiated employee compensation increases, increased costs for equipment maintenance, and increased spending for vehicle replacements as a result of an aging fleet. • The Convention Center fund balance is decreasing due to increases in negotiated employee compensation and the part-time hourly wage; costs incurred for the replacement of event materials; higher operating costs for the tourism and marketing contract with the Greater Phoenix Convention and Visitor Bureau (GPCVB); and increased pay-as-you-go expenditures for the refurbishment of the East Garage elevator. 44 Table of Contents The Highest S&P Credit Rating of the 5 Largest U.S. Cities 45 Table of Contents CITY OF PHOENIX FINANCIAL ORGANIZATIONAL CHART 2020-21 Operating Budget $5,020,460,000 Operating Expenditures $3,713,320,000 Special Revenue Funds $1,237,162,000 General Funds $1,405,970,000 Enterprise Funds $1,070,188,000 General $1,260,472,000 Neighborhood Protection $40,707,000 2007 Public Safety Expansion $81,177,000 Public Safety Enhancement $30,294,000 Aviation $489,601,000 Parks & Recreation $101,808,000 Parks & Preserves $6,251,000 Transportation 2050 $167,905,000 Court Awards $5,760,000 Water $238,660,000 Library $40,896,000 Development Services $72,555,000 Capital Construction $167,000 Sports Facilities $23,173,000 Wastewater $119,320,000 Cable Communications $2,794,000 Arizona Highway User Revenue $81,659,000 Regional Transit $15,364,000 Community Reinvestment $1,931,000 Solid Waste $160,352,000 Impact Fee Program Admin $866,000 Regional Wireless Cooperative $5,118,000 Golf $5,604,000 Convention Center $62,255,000 Grants $637,549,000 Other Restricted $61,082,000 46 Table of Contents CITY OF PHOENIX FINANCIAL ORGANIZATIONAL CHART Pay As You Go Capital $758,914,000 Debt Service $548,226,000 Secondary Property Tax $129,497,000 City Improvement $74,837,000 General Fund $18,688,000 Library $955,000 Parks and Preserves $68,566,000 Aviation $87,856,000 Water $146,446,000 Transportation 2050 $107,267,000 Development Services $14,862,000 Capital Construction $21,570,000 Wastewater $71,775,000 Solid Waste $16,745,000 Sports Facilities $7,060,000 Arizona Highway User Revenue $87,484,000 Regional Transit $18,710,000 Community Reinvestment $6,604,000 Golf $593,000 Other Restricted $15,747,000 Grants $118,123,000 Aviation $126,151,000 Water $89,733,000 Wastewater $32,262,000 Solid Waste $9,833,000 Convention Center $14,706,000 Convention Center $21,070,000 47 Table of Contents 48 Table of Contents SERVICES TO THE COMMUNITY Phoenix is the core of Maricopa County and the state’s population and economic center. With its attractive climate, recreational opportunities, and affordable costs of living and doing business, the City has experienced sustained growth. The City’s area, just under 520 square miles, increases periodically with annexations. The local economy continues to make progress and city revenue collections reflect modest growth. Population in Phoenix has consistently outpaced the U.S. growth over the last several years, and according to the most UHFHQWFHQVXVHVWLPDWHVLVPRUHWKDQPLOOLRQPDNLQJ3KRHQL[WKHQDWLRQ̵VͤIWKODUJHVWFLW\7KH&LW\̵VHPSOR\PHQWEDVH is the foundation of a deep and diverse metropolitan area economy. The Phoenix area has a mix of industry that mirrors the 867KHSULPDU\HPSOR\PHQWVHFWRUVDQGWKHLUVKDUHRIWRWDOHPSOR\PHQWFRQVLVWRIWKHVHUYLFHLQGXVWU\LQFOXGLQJͤQDQFLDO activities; trade, transportation, and utilities; government; manufacturing; construction; and natural resources and mining. Job growth in Phoenix has remained strong and is above the national average while maintaining a low unemployment rate. The 2020-21 budget provides a balanced General Fund budget. However, the City along with the rest of the county, is experiencing an economic downtown due to the worldwide COVID-19 pandemic. Across the country, the pandemic has necessitated cities to shelter-in-place or stay-at home. Many City facilities including libraries, community and senior centers were temporarily closed and services suspended. As a result of the pandemic, the City is expecting local tax revenues to decline from what was expected just a few months prior and analysts are estimating the number of lost jobs and failed businesses to surpass the Great Recession. In May 2020, in preparation for a decline in revenue, the City Council approved a budget that preserves existing City services by identifying reductions and balancing actions that minimized the impact on service delivery. The approved budget also includes resources to address items previously voted on or to address other critical issues. The 2020-21 budget includes $27 million in General Fund reductions and balancing items which result in minimal impact to City services and include the following: $13 million in savings resulting from a hiring freeze of vacant civilian positions; $6.8 million transfer proceeds from real estate transactions; eliminating the proposed $4 million increase to the contingency fund; reducing the replacement budget for non-public safety vehicles from $5 million to $2.8 million; and eliminating a planned transfer of $1 million into the Public Safety Pension Stabilization Fund. The General Fund includes $1 million in new funding for items previously approved by the City Council and to address LVVXHVLPSRUWDQWWRWKHFRPPXQLW\LQFOXGLQJWKRXVDQGWRHVWDEOLVKD&RPPXQLW\5HYLHZ%RDUGDQGDQ2IͤFHRI $FFRXQWDELOLW\ 7UDQVSDUHQF\DVDSSURYHGE\&LW\&RXQFLOLQ)HEUXDU\DQGWKRXVDQGIRUHLJKWQHZSRVLWLRQV IRUWKH3KRHQL[)LUH5HJLRQDO'LVSDWFK&HQWHUZKLFKSURYLGHVͤUHDQGPHGLFDOHPHUJHQF\FDOOWDNLQJDQGGLVSDWFKLQJ services for the City of Phoenix and 26 other jurisdictions. 6LJQLͤFDQWVHUYLFHVWRWKH&LW\DUHSURYLGHGWKURXJKQRQ*HQHUDO)XQGUHVRXUFHV7KHUHDUH6SHFLDO5HYHQXH)XQGVOLNH voter-approved public safety and transit taxes, and Enterprise Funds like Aviation and Solid Waste. The current COVID-19 pandemic and economic crisis is expected to have a negative impact on all City funds, including Enterprise and Special Revenue funds. As the economic impact of COVID-19 develops, additional mid-year budget reductions may be necessary, which could impact City services. To help mitigate the impact, the City received $293 million designated as the Coronavirus Relief Fund by the Treasury and is a subset of the CARES Act. The City Council adopted a strategic plan that allocated those funds to address critical areas in the community and needs within the organization including resources to help the most vulnerable populations, utility and small business assistance, pay for operational costs due to COVID-19 and reserving a portion of the funds to preserve vital city services. The chart that follows indicates how major services provided to Phoenix residents have been adjusted in response to local HFRQRPLFDQGͤQDQFLDOFRQGLWLRQV 49 Table of Contents PROGRAM SERVICE LEVEL IN 2009-10 SERVICE CHANGES THROUGH 2019-20 SERVICE CHANGES FOR 2020-21 The 2019-20 budget includes a number of service enhancements. Additional staff support was added for transition to the Federal Bureau of Investigation’s Uniform Crime Reporting National Incident-Based Reporting System (UCR NIBRS), which will provide more extensive crime reporting statistics and enhance crime analysis. Booking processing centers were opened at the Southern Command Station and Mountain View Precinct WRUHGXFHERRNLQJWLPHVDOORZLQJRIͤFHUVWRJHW back on the streets more quickly. Additional staff was added to the Crime Lab to reduce testing backlogs and maintain consistent crime scene support. Funding was also provided to implement the recommendations of the Traumatic Incident Intervention Resources Task Force (TIIR), which LQFOXGHGIDFLOLWDWHGFRPPXQLW\GHEULHͤQJVHVVLRQV DIWHURIͤFHULQYROYHGVKRRWLQJVDQGDGGLWLRQDO de-escalation and behavioral health training for RIͤFHUV)LQDOO\IXQGLQJZDVLQFOXGHGIRUWKH implementation of recommendations from the National Police Foundation study, with the goal of increasing transparency and enhancing the department’s service to the community. The 2020-21 budget maintains services at their current levels. PUBLIC SAFETY POLICE Personnel Resources: In 2009-10, the Police Department had 3,558 sworn and 1,268 civilian employees. The sworn hiring plan continues in 2020-21, with the planned hiring of SROLFHRIͤFHUV 6LJQLͤFDQWKLULQJHIIRUWVFRQWLQXHGLQZLWK WKHSODQQHGKLULQJRISROLFHRIͤFHUV7KHVH efforts support the department’s goal of reaching ͤOOHGVZRUQSRVLWLRQV$VRI0DUFK WKHUHZHUHͤOOHGVZRUQSRVLWLRQV Overall, the 2019-20 budget includes 3,271 authorized sworn positions, or approximately 2.01 for every 1,000 residents, as well as 1,089.6 civilian employees. Response Time Average: Response time for 200910 Priority 1 emergency calls was an average of 5 minutes. Due to sworn vacancies in the Police Department, overtime usage has increased to maintain PLQLPXPVWDIͤQJOHYHOVZLWKLQSDWURO7KLVKDV negatively impacted Priority 1 emergency call response times, which are currently 6 minutes and 30 seconds. The department has strived to maintain the percentage of 911 calls answered within 10 seconds in the mid-90th percentile; KRZHYHUKLULQJDQGVWDIͤQJFKDOOHQJHVKDYH reduced the percentage to 90 percent for 2019-20. 50 The 2020-21 budget provides for an estimated 6 minute and 24 second average response time for Priority 1 calls. Table of Contents PROGRAM SERVICE LEVEL IN 2009-10 SERVICE CHANGES THROUGH 2019-20 SERVICE CHANGES FOR 2020-21 Since 2009-10, response times have increased to 5 PLQXWHVVHFRQGVIRUDOOͤUHDQGPHGLFDOHPHUJHQF\ calls. This increase is at least partly attributed to VWDIͤQJDQGGHSOR\PHQWFKDQJHVIRUSDUDPHGLFHQJLQH companies and ambulances. The overall incident activity level increased 46 percent from 2009-10 to 2019-20. The 2020-21 budget recommends retaining current emergency UHVSRQVHVWDIͤQJOHYHOVWR SUHVHUYHOHVVWKDQͤYHPLQXWH DYHUDJHUHVSRQVHWLPHIRUDOOͤUH and medical emergency calls. PUBLIC SAFETY FIRE Response Time Average: In 2009-10, the Fire Department maintained an average response time of 4 minutes 55 seconds IRUDOOͤUHDQGPHGLFDO emergency calls. For 2017-18, the department added one alternative response vehicle (LA18) at Fire Station 18 to meet increasing peak demands for medical treatment. The department added temporary Engine 55 to greatly enhance response times in the I-17 and Jomax area. )RUWKHGHSDUWPHQWUHFODVVLͤHGVL[VZRUQ SRVLWLRQVWRͤUHͤJKWHUVWRLQFUHDVHͤHOGVWDIͤQJOHYHOV Construction of Fire Station 55 located at I-17 and Jomax Road was scheduled to be completed in 201920. A temporary station was operational, and funding was added for 14 full-time sworn positions to allow for 24-hour operations at the temporary location until the opening of the new station. The Fire Department added funding for eight new dispatcher positions in the Alarm Room. This LQFUHDVHEULQJVWKHVWDIͤQJWR acceptable levels set by national standards. For 2019-20, funding for eight new sworn positions was DGGHGWRFRPSOHWHWKHVWDIͤQJQHHGVIRU)LUH6WDWLRQ which opened in 2019-20. Emergency Transportation: In 2009-10, the City had a total of 23 full-time and 11 part-time ambulances in service. The 2010-11 budget included the elimination of two full-time ambulances and the reduction of part-time ambulance operational times. In-service hours for parttime ambulances were reduced from 12 hours to 10.8 hours per day. These changes decreased the Emergency Transportation System to 21 full-time and 11 part-time ambulances. The 2012-13 and 2013-14 budget’s each included adding staff for an additional One and One Ambulance (seven sworn positions) to meet state -mandated response times. This brought the total to 23 full-time and 11 part-time ambulances. The 2016-17 budget included a total of 23 full-time and 14 part-time ambulances in service. The 2017-18 budget included the addition of one dedicated part-time ambulance for emergency response at Sky Harbor Airport. This unit will assure compliance with timely ambulance transportation response. This addition gave the department a total of 23 full-time and 15 part-time ambulances in service. In 2018-19 an additional full-time ambulance was placed into service bringing the total to 24 full-time rescues and 15 part-time rescues. The 2019-20 budget includes funding for two additional full-time ambulances, bringing the total to 26 full-time UHVFXHVDQGSDUWWLPHUHVFXHV7KHͤUVWDPEXODQFH is for the new Fire Station 55 located at I-17 and Jomax Road. The second ambulance is for Fire Station 58 to improve ambulance response time in the southwest region of the City of Phoenix and will be staffed by approved sworn positions previously unbudgeted. 51 The 2020-21 budget has no service changes. Table of Contents PROGRAM SERVICE LEVEL IN 2009-10 SERVICE CHANGES THROUGH 2019-20 SERVICE CHANGES FOR 2020-21 Annual 2015-16 bus revenue miles are estimated at 17,202,500, Express/RAPID revenue miles are estimated at 920,700, and Dial-a-Ride service hours are estimated at 323,810. &LW\&RXQFLODSSURYHGEXVVHUYLFHPRGLͤFDWLRQVLPSOHPHQWHGLQ2FWREHU DQG$SULO3XEOLF7UDQVLWPRGLͤHGVHYHUDOEXVURXWHVLQFUHDVHGURXWH frequency on some existing routes, and added one new bus route to meet ULGHUVKLSGHPDQGDQGLPSURYHURXWHHIͤFLHQF\ Annual 2016-17 local bus revenue miles are estimated at 17,206,500, Express/ RAPID revenue miles are estimated at 920,700 and Dial-a-Ride service hours are estimated at 323,286. City Council approved expanding bus service and increasing service frequency in Phoenix to at least every 30 minutes on all routes in October 2016 and April 2017. Public Transit Department also extended Route 39 to Dreamy Draw Park and Ride and extended Route 122 to service both Arizona State University (ASU) West and 19th Avenue and Dunlap light rail station. Annual 2017-18 local bus revenue miles are estimated at 19,836,900, Express/ RAPID revenue miles are estimated at 920,700 and Dial-a-Ride services hours are estimated at 322,760. In October 2017, Public Transit Department extended Route 19 to service Happy Valley Towne Center, Route 60 to service 24th Street and Camelback area, and improved frequency on Routes 29 and 50. In April 2018, Public Transit Department extended Route 32 to Arizona Mills Mall in Tempe via 48th Street, University, 40th Street, and Baseline Road. Route 51 has been extended on 51st Avenue from Lower Buckeye Road to Baseline Road. In addition, the extended 51 consolidated with Route 251 to form a single bus route on 51st Avenue from ASU West to Pecos Road. Frequency improvements were made on Routes 3 and 19 in April 2018. Annual 2018-19 local bus revenue miles are estimated at 20,372,200, Express/ RAPID revenue miles are estimated at 850,500 and Dial-a-Ride services hours are estimated at 324,864. In October 2018, Public Transit Department and all jurisdictions under the 9DOOH\0HWURV\VWHPUHVWRUHGZHHNGD\VHUYLFHOHYHOVRQ0DUWLQ/XWKHU.LQJ Jr. Day, Presidents’ Day, Veterans’ Day, Day after Thanksgiving, and Christmas Eve. Public Transit Department also made a minor routing change on Route 8 in Downtown Phoenix and Route 106 in Metrocenter Mall. Frequency improvements were completed for Route 41 on Indian School Road. ,Q$SULO3XEOLF7UDQVLW'HSDUWPHQWPDGHVHYHUDOVFKHGXOHPRGLͤFDWLRQV to the SR51, I-17, I-10 East and I-10 West RAPID by adding or shifting several WULSVWREHWWHUVHUYHRXUULGHUV,QDGGLWLRQDPLQRUURXWLQJPRGLͤFDWLRQRQWKH South Mountain East RAPID was made to improve route reliability. On April 5, 2020, in response to the ridership decline on RAPID/Express routes due to COVID-19, Public Transit reduced RAPID and Express trips into Downtown Phoenix. In April 2020, Public Transit Department’s service change items include minor URXWHPRGLͤFDWLRQRQ5RXWH5RXWHDQGWKH60$57&LUFXODWRU On May 4, 2020, in response to the ridership decline and operator shortage on ORFDOURXWHV3KRHQL[RSHUDWHGͤ[HGURXWHVHUYLFH̵VVHUYLFHKRXUVZHUHUHGXFHG to weekdays 5am-11pm, weekends 6am-11pm. On May 18, 2020, reduction in service hours for local routes is applied to RPTA operated routes in Phoenix. Annual 2019-20 local bus revenue miles with COVID-19 related reduction are estimated at 20,303,300. Express/RAPID revenue miles with COVID-19 related reduction are estimated at 827,400 and Dial-a-Ride services hours are estimated at 326,966. Annual 2020-21 local bus revenue miles are estimated at 20,205,800. Average Weekday Bus Ridership: In the 2015-16 budget, average weekday ridership is estimated at 125,097. In 2009-10, the average weekday bus ridership was estimated to be 130,471. In the 2017-18 budget, average weekday ridership is estimated at 117,000. In the 2020-21 budget, average weekday ridership is estimated at 86,250. TRANSPORTATION PUBLIC TRANSIT Service Miles/Hours: In 2009-10, an estimated 19,623,488 bus miles and 357,620 hours of Diala-Ride services were provided on weekdays and weekends in the City of Phoenix. In the 2016-17 budget, average weekday ridership is estimated at 125,097. In the 2018-19 budget, average weekday ridership is estimated at 115,000. In the 2019-20 budget, average weekday ridership is estimated at 89,250. 52 Express/RAPID revenue miles are estimated at 944,300, and Dial-a-Ride services hours are estimated at 325,390. Table of Contents PROGRAM SERVICE LEVEL IN 2009-10 SERVICE CHANGES THROUGH 2019-20 SERVICE CHANGES FOR 2020-21 TRANSPORTATION STREET TRANSPORTATION Major and Collector Street Sweeping and Maintenance: In 2009-10, street sweeping and maintenance was scheduled to occur every 14 days. The 2010-11 budget eliminated one of six equipment operators who were responsible for supporting the Street Cleaning Section. This reduced the section’s ability to provide special street sweeping requests and event support. Reductions did not impact routine street sweeping which continued to be scheduled every 14 days. The budget also reduced the number of employees responsible for repairs of small maintenance equipment, eliminated two of four miscellaneous crews responsible for installation and maintenance of 1,000 permanent barricades throughout the city, eliminated a position responsible for placing sand on spills in the street, and reduced the downtown hand crew by an additional 50 percent. 2020-21 budget includes no changes in service for major and collector sweeping and maintenance. There were no changes in service from 201112 through 2018-19. Frequency of service remains at every two weeks. For 2019-20 there are no service changes. Frequency of service remains as stated above. Residential Street Sweeping: In 2009-10, the city provided street sweeping service four times a year. There were no changes from 20010-11 through 2018-19. Frequency of service remains at four times per year. For 2019-20 there are no service changes. Frequency remains as stated above. 53 The 2020-21 budget includes no changes in service for residential street sweeping. Table of Contents PROGRAM SERVICE LEVEL IN 2009-10 SERVICE CHANGES THROUGH 2019-20 SERVICE CHANGES FOR 2020-21 The 2010-11 budget included funding for 41 miles of city streets to be sealcoated. The Fractured Aggregate Surface Treatment (FAST) pilot program was put on hold until 2011-12. The 2020-21 budget includes 146 miles of streets to be sealcoated. The number of miles sealcoated may vary year over year based on the streets selected and the distribution of wide versus narrow streets treated. It can also vary based on the method of sealcoat used. This includes operational and Capital Improvement Program (CIP) funding. TRANSPORTATION STREET TRANSPORTATION Sealcoat: The 2009-10 budget provided sealcoating for 12 miles of city streets. The reduction from the prior year is due to funds being diverted from the slurry seal budget to pilot the FAST program. The 2011-12 budget included funding for 39 miles of city streets to be sealcoated. The 2012-13 budget included 45 miles of streets to be sealcoated. It also included 20 miles of the FAST program. The 2013-14 budget provided no changes to service levels. The 2014-15 budget provided no changes to service levels. However, the two September 2014 storms diverted attention from sealcoat to repairs. The 2015-16 budget included 68 miles of streets to be sealcoated. It also included 10 miles of the FAST, and 26 miles of preservative arterial street crack sealing programs. Transportation 2050 funds from passage of Proposition 104 improved the budget, coupled with the availability of improved technology allowed for revamping of the sealcoat program to increase the level of service. The 2016-17 budget provided funding for 297 miles of streets to be sealcoated. New resurfacing treatments were added that LQFOXGH7LUH5XEEHU0RGLͤHG6XUIDFH6HDO 75066 DQG3RO\PHU0RGLͤHG0DVWHUVHDO (PMM). The addition of these treatments, and additional Arizona Highway User Revenue (AHUR) funding, allowed the number of miles treated to increase to a total of 360 miles. The 2017-18 budget provided funding for 212 miles of streets to be sealcoated. The 2018-19 budget provided funding for 200 miles of streets to be sealcoated. The 2019-20 budget includes 110 miles of streets to be sealcoated. 54 Table of Contents PROGRAM SERVICE LEVEL IN 2009-10 SERVICE CHANGES THROUGH 2019-20 SERVICE CHANGES FOR 2020-21 TRANSPORTATION STREET TRANSPORTATION Asphalt Overlay: In 2009-10, 97 miles of asphalt overlay were estimated to be completed. The 2010-11 budget provided for 85 miles of overlay, including 65 miles that were funded by the American Recovery and Reinvestment Act (ARRA). The 2011-12 budget provided 153 miles of overlay. The increase in miles of overlay was due to a carryover of AHUR Funds from the prior year. The 2013-14 budget provided for 106 miles of overlay. The change in overlay is due to the elimination of the ARRA funding and the addition of $5 million in AHUR. The 2014-15 budget provided no changes to service levels. However, the two September 2014 storms diverted attention from overlay to repairs. The 2015-16 budget provided for 100 miles of overlay. The 2016-17 budget allowed for 90 miles of overlay. Additional AHUR funding was added to increase the total to 121 miles. The 2017-18 budget allowed for 76 miles of overlay. The 2018-19 budget provided for 187 miles of overlay. This included overlays as part of the Accelerated Pavement Maintenance Program, which started in 2018-19. The 2019-20 budget provided for 261 miles of overlay completed. 55 The 2020-21 budget provides for 57 miles of overlay. The number of miles resurfaced can vary year over year based on the streets selected and the distribution of wide versus narrow streets being treated. This includes overlays as part of the Accelerated Pavement Maintenance Program. Table of Contents PROGRAM SERVICE LEVEL IN 2009-10 SERVICE CHANGES THROUGH 2019-20 SERVICE CHANGES FOR 2020-21 COMMUNITY DEVELOPMENT HOUSING Scattered Sites Housing Program: In 2009-10, the Housing Department had 429 units. This homeownership program allows eligible tenants the opportunity to purchase a home. Between 1998-99 and 2008-09, the program’s total inventory expanded to 480 units. In the 2020-21 budget, the program is expected to sell 40 units, reducing its inventory to 206 units. At the end of 2019-20, the inventory of 246 units reflects the sale of 230 homes to eligible residents over the past decade and WKHWUDQVIHURIIRXUXQLWVWRDORFDOQRQSURͤW agency. Affordable Housing Program: In 2009-10, this program had 1,444 units for families and individuals. By the end of 2011-12, the Affordable Housing Program was expanded to a total of 3,115 city-owned units for families and individuals, with the addition of 483 units from the newly renovated units at Park Lee and The Symphony. In the 2020-21 budget, the program is expected to increase to 2,677 units, which results from demolishing part of AMP 3 Public Housing and adding 40 new units of Affordable Housing. At the end of 2019-20, the Affordable Housing Program consists of 2,637 units for families. Federal Assisted Housing Program: In 2009-10, the total inventory of assisted housing units was 2,047. Housing Payment Assistance Program: In the 2009-10 budget, the rental assistance program provided 5,473 units of vouchers for low income residents in the private housing market. At the end of 2019-20, the Federal Assisted Housing Program consists of 2,370 units for families and individuals. In the 2020-21 budget, the program is expected to decrease the number of units for a total of 1,650 due to continuing sales of Section 32 properties and the conversion of Public Housing units to Rental Assistance Demonstration units. At the end of 2019-20, the rental assistance program will provide 6,579 vouchers for low income residents in the private housing market. In the 2020-21 budget, the program is expected to maintain 7,357 vouchers for low income residents in the private housing market. 56 Table of Contents PROGRAM SERVICE LEVEL IN 2009-10 SERVICE CHANGES THROUGH 2019-20 SERVICE CHANGES FOR 2020-21 COMMUNITY DEVELOPMENT NEIGHBORHOOD SERVICES Neighborhood Preservation Case Cycle Time (Days) In 2009-10, the average case cycle time was 51 days. The overall average case cycle time increased to 52 days in 2010-11. The increase was due in part to the ongoing complexity of resolving violations at properties in the foreclosure process which caused delays in both administrative (abatement) and adjudication (court) cases. In 2011-12, additional performance standard and quality control measures were initiated along with ongoing process improvements and some division reorganization. These measures assisted in reducing overall average case cycle time back down to 45 days in 2013-14. In 2014-15, the overall average case cycle time was 33 days. Since 2015-16 through 2019-20, the overall average case cycle time is 34 days or less. 57 The 2020-21 budget includes no changes in service for Neighborhood Preservation Case Cycle Time. Table of Contents PROGRAM SERVICE LEVEL IN 2009-10 SERVICE CHANGES THROUGH 2019-20 SERVICE CHANGES FOR 2020-21 COMMUNITY DEVELOPMENT ECONOMIC DEVELOPMENT Employment Growth Rate Compared to Other Cities: In 2009, Phoenix’s employment JURZWKUDWHZDVVLJQLͤFDQWO\ lower than the other benchmark cities due to the declining housing market. Austin – (.3)% Ft. Worth-Arlington – (.9)% San Antonio – (1.1)% Dallas – (2.0)% .DQVDV&LW\̰   Los Angeles/Long Beach – (2.9)% San Diego – (3.3)% San Jose – (4.0)% PHOENIX – (5.0)% As the below data show, employment growth in 2019 remained strong for most benchmark cities. Phoenix’s employment growth rate increased by nearly 0.6 percent in 2019 with a rate of 5.0 percent versus 4.4 percent in 2018. The next highest benchmark city saw growth of 3.7%, 1.3% less than Phoenix. Phoenix moved into 1st from being the 2nd ranked city previously, and the 3rd ranked city the year prior (compared to the previously listed cities). The Phoenix unemployment rate saw a drop throughout 2019 averaging 4.1 percent. Based on data from the Bureau of Labor Statistics, Phoenix ranked 1st in the Employment Growth Rate in 2019 compared to the following benchmark cities: PHOENIX – 5.0% Dallas – 3.7% Austin – 3.6% Denver – 3.4% Ft. Worth – 3.1% San Francisco – 3.1% San Antonio – 3.0% .DQVDV&LW\̰ Los Angeles – 2.4% San Jose – 1.7% San Diego – 1.4% 58 Based on data from the Arizona &RPPHUFH$XWKRULW\2IͤFHRI(FRQRPLF Opportunity, Phoenix’s employment level was expected to increase by 41,000 from 2018 to 2020. Given economic conditions related to WKH&29,'SDQGHPLFLWLVGLIͤFXOWWR anticipate employment growth in 2020. Table of Contents PROGRAM SERVICE LEVEL IN 2009-10 SERVICE CHANGES THROUGH 2019-20 SERVICE CHANGES FOR 2020-21 COMMUNITY ENRICHMENT HUMAN SERVICES Head Start Program: In 2009-10, the program served 3,090 children. The program served 3,667 children during 2015-16, of which 845 were included in the Early Head Start Program. The program served 4,321 children during 2016-17, of which, 831 were included in the Early Head Start Program. In 2020-21 the Head Start program is expected to serve more than 3,451 children, and 1,726 of those will be in full day Head Start classes while the rest will continue to attend half day classes. The Early Head Start Program will serve more than 488 children. The program served 4,377 children during 2017-18, of which, 868 are included in the Early Head Start Program. The program served 4,289 children during 2018-19, of which,765 are included in Early Head Start Program. The program is expected to serve 4,175 children in 2019-20, of which, 679 are included in the Early Head Start Program. Senior Nutrition Program: For 2015-16, the program served 538,133 meals. In 2009-10, the program served 600,000 congregate and homedelivered meals. For 2016-17, the program served 494,230 meals. In 2020-21 the program expects to serve 446,856 meals. For 2017-18, the program served 448,799 meals. The meals served decreased due to the demographics shifting towards attendees who are joining the center for activities and classes, while not partaking in meal services. For 2018-19, the program served 444,385 meals. The meals served decreased slightly due to the continued demographics shifting towards attendees who are joining the center for activities and classes, while not partaking in meal services. For 2019-20, the program is expected to serve 491,674 meals. The meals served include an additional 44,818 meals using federal funding from the C.A.R.E.S. Act for responding to COVID-19. PARKS AND RECREATION Swimming Pools: In 2009-10, 21 of 29 pools continued to provide open swim. Eight pools were closed for infrastructure repairs. ,QWKH&RUWH]3RROZDVFORVHGLQGHͤQLWHO\ GXHWRWKHQHHGIRUVLJQLͤFDQWVWUXFWXUDOUHSDLUV In 2011-12, eight pools previously closed for infrastructure repairs were re-opened. This increased the number of open pools to 28 out of 29. In 2014-15, the number of open pools increased to 29 with the re-opening of Cortez Pool. Between 2015-16 and 2019-20, no changes were included in the budget. 59 No changes are included in the 2020-21 budget for swimming pools. Table of Contents PROGRAM SERVICE LEVEL IN 2009-10 SERVICE CHANGES THROUGH 2019-20 SERVICE CHANGES FOR 2020-21 The 2012-13 budget added open swim hours at nine pools, representing all Council districts and city regions, from 1 to 7 p.m. each day in August through the Labor Day Holiday. No changes are included in the 2020-21 budget for swimming pool season. COMMUNITY ENRICHMENT PARKS AND RECREATION Swimming Pool Season: In 2009-10, the budget allowed for an eight-week season. No changes were included in 2013-14 through 2015-16. In 2016-17, 29 pools were open on Memorial Day weekend through the last weekend in July; due to DGGLWLRQDO̸.RRO.LGV̹IXQGLQJIURP&LJQDSRROV remained open in August through the Labor Day Holiday. No changes were included in 2017-18 through 2019-20. School Recreation Program During School Year: The 2010-11 budget further reduced PAC sites to *HQHUDO)XQGVXSSRUWHGVLWHVDQGͤYHIXOOFRVW recovery sites effective June 2010. The 2009-10 budget reduced the number of Phoenix Afterschool Center (PAC) sites to 42 (the department no longer uses program XQLWVLQWKHLUGHͤQLWLRQRI program sites). After the budget was approved, fees were increased, and an additional 13 sites were added. Total sites operated were 55. In 2012-13, nine PAC sites were restored, which brought the total number of sites to 39. The 2013-14 budget increased PAC sites to 44. In 2014-15, the number of PAC sites started with 44. Two sites were cancelled mid-year due to low enrollment. The 2015-16 budget had 42 PAC sites. In 2016-17, eight smaller sites were combined into four “super” sites, which reduced the number of sites to 38. No changes were included in 2017-18. The 2018-19 budget decreased PAC sites to 37 GXHWRWKH.\UHQH6FKRRO'LVWULFWGLVFRQWLQXLQJ services. No changes were included in 2019-20. 60 No changes are included in the 2020-21 budget for Phoenix Afterschool Center (PAC) sites. Table of Contents PROGRAM SERVICE LEVEL IN 2009-10 SERVICE CHANGES THROUGH 2019-20 SERVICE CHANGES FOR 2020-21 COMMUNITY ENRICHMENT LIBRARY Central Library: The 2009-10 budget included 52 hours of operation per week. In December 2010, the hours at Burton Barr Central Library were expanded by six hours per week, from 52 to 58 hours per week. In July 2012, Burton Barr Central Library expanded morning hours by six hours, from 58 to 64 hours per week, opening at 9 a.m. instead of 11 a.m. on Tuesdays, Wednesdays and Thursdays. In 2013-14, the number of electronic-materials was increased by over 13,000 items. In July 2013, MACH1 opened. MACH1 is a space for coding classes, robotics, science cafes, and STEM programming for all ages. It is only open for scheduled classes and programs. In January 2014, hive@central opened. The hive@central is a collaborative space designed to bring together inventors, problem-solvers, entrepreneurs, and small businesses. In January 2015, partnered with St. Mary’s Food Bank WRSURYLGH.LGV&DI«DPHDOVHUYLFHSURJUDPGHVLJQHG to provide a free, healthy meal along with educational programs. In January 2015, College Depot launched the ReEngage Phoenix program to provide adults 21 and older and youth who have not completed high school with the opportunity to earn an accredited high school diploma and a career FHUWLͤFDWHWKURXJK&DUHHU2QOLQH+LJK6FKRRO Beginning March 2015, materials that do not have holds placed are automatically renewed, enhancing the customer experience. The 2016-17 budget restored $100,000 for electronic materials, representing a 22 percent increase. Funding provided an alternative method of delivering services following reductions to branch hours in 2009-10 and 2010-11. In January 2017, entered into a contract with Southwest $XWLVP5HVHDUFK 5HVRXUFH&HQWHU 6$55& WRRSHUDWHD café at Burton Barr Library. Burton Barr Central Library was closed the summer of 2017 due to storm damage and reopened in June 2018. The renovation of Burton Barr Central Library expanded the College Depot, MACH1 and Children’s areas within the library. The College Depot area expanded from 4,000 to 12,000 square feet which will enable an increase in the number of workshops. In addition to doubling the number of “applying for college” workshops, each workshop will accommodate double the number of attendees. Specialty programming was added to include more summer camps; additional break-out sessions with expertise; additional GED sessions; “Youth Work Readiness” sessions, and additional capacity for in service and workshop sessions. 61 The 2020-21 budget will expand the availability of electronic materials, resources and online programming. Table of Contents PROGRAM SERVICE LEVEL IN 2009-10 SERVICE CHANGES THROUGH 2019-20 COMMUNITY ENRICHMENT LIBRARY Central Library Continue: The MACH1 space added two designated computer labs. The space doubles the capacity for computer-related classes and programs. The designated classroom space allows break-out sessions which provides different age groups and level of expertise access to resources. A designated space for the sewing machine program was added, enhancing focused learning. A 3D printer room was added which allows for an increase in the number of 3D printers. Designated computers are available for customers to book time. The open making space is upgraded to include state-of-the-art flooring, tables and outlets to allow the addition of another full summer camp series. The Children’s Space expanded from 5,000 square feet to 14,000 square feet. Design was updated to include a larger capacity Storytime area. Expansion also included a tripling of the children’s materials collection with an increase to the “Great Children’s Book” specialty collection. A designated children’s makers’ programming space, “MACH.5,” for ages birth to 12 was added. Specially-designed early literacy interactive furniture and “Little Sprouts” (children’s seed library) were incorporated. No service changes are included in the 2019-20 budget, with hours of operation at 64 hours per week. Two full-time Municipal Security Guard positions were added to provide continuous security coverage for patrons and staff at the Burton Barr Central Library during all hours of operation. In 2019-20, an automated materials handling (AMH) system was installed at Burton Barr Central Library, to generate HIͤFLHQFLHVDQGHQDEOHFXVWRPHUVWRUHWXUQPDWHULDOV 24/7 and get immediate acknowledgement of the returned item(s). In partnership with First Things First, the Human Services 'HSDUWPHQWDQGWKH