Annual Budget July 1, 2022 - June 30, 2023 i ii iii iv v vi vii viii City of Tempe Fiscal Year 2022/23 Annual Budget Budget Message July 1, 2022 To the Honorable Mayor and City Council: I am pleased to provide you with the City of Tempe’s (City) Fiscal Year (FY) 2022/23 adopted annual operating budget and the 5-year Capital Improvement Program (CIP) for FY 2022/23 through 2026/27. This financial program is a product of the City’s strategic planning process that allocates resources based on measurable standards aligned to the City Council’s Strategic Priorities. As the City continues to move forward in a post COVID-19 pandemic economic environment, the City’s projected revenues are sufficient to allow for increased funding for those prioritized programs and services to meet the needs of our residents. The adopted operating and capital budgets represent a balanced spending plan that maintains the City’s commitment to long-term financial stability and providing the resources necessary to deliver programs and services to our residents and community. Early input was received from the City Council on the most critical priorities of the City and the performance measures that should be prioritized during the development of both the operating and capital budgets. Resident input and participation were solicited throughout the budget process, starting with the annual resident survey, as well as an on-line budget survey and a virtual public forum. This financial program reflects the City Council’s commitment to allocate resources to the most important community priorities identified by our residents. The total adopted financial program for FY 2022/23 approximates $1.13 billion and includes funding for both operating and capital purposes. This amount represents a $122.8 million or 12.1% decrease in the total financial program from the prior year. This decrease is due primarily to a one-time $343 million FY 2021/22 operating budget appropriation for the pay-down of the City’s Public Safety Personnel Retirement System (PSPRS) unfunded obligation. Although a 5-year CIP is adopted, only the first year of the program (FY 2022/23) is formally adopted as the Capital budget with the remaining four years representing planned expenditures. As shown in the table below, the operating budget decreased by $247.9 million or (29.7%), and the capital budget increased by $125.2 million or 37.3% this fiscal year. Total Financial Program FY 2021/22 Budget FY 2022/23 Budget Operating Budget Percent Change $946,482,475 $665,802,337 (29.7%) Capital Improvements Program Budget Percent Change $335,931,234 $461,091,183 37.3% Total Financial Program Percent Change $1,282,413,709 $1,126,893,520 (12.1%) 1-1 City of Tempe Fiscal Year 2022/23 Annual Budget Budget Overview As noted in the graph, the City’s operating budget comprises 59% of the total FY 2022/23 financial program with the remaining 41% representing the CIP budget. For comparison, the operating budget for FY 2021/22 comprised 73% of the total financial program and 27% for the CIP budget. The decrease in the operating budget relative share in FY 2022/23 is due to $343 million one-time funding in the operating budget for a payment towards the City’s unfunded accrued PSPRS liability. The operating budget provides appropriation to cover expenses for the day-to-day operations of the city including personnel costs, supplies and services, repayment of debt and other general operating expenses. The CIP budget provides appropriation for expenses necessary to maintain and/or replace existing assets. Revenues The City of Tempe derives a large portion of its total revenues from local taxes (e.g., city sales tax and property tax) and intergovernmental revenue. These two main revenue sources comprise 37% of the total revenue for the City. Other major revenue sources include user charges, such as water/wastewater service and solid waste fees, and bond proceeds that fund a significant portion of the CIP. The remaining revenue received is distributed in several other categories including the planned use of fund balance. Expenses Personnel costs (salaries, wages, and benefits) comprise 21% of the total expense in the financial program and 41% of the total expenses are capital costs for maintaining the City’s existing infrastructure. These are the two largest expenditure categories. The remaining 37% is distributed in the supplies/services, debt services, contingencies, health/risk charges and other miscellaneous charges. Budget in Brief The City also produces an annual Budget in Brief that presents an overview of the annual operating and capital budgets in an easy-to-understand format. This document can be viewed on the City’s website at tempe.gov/budget. 1-2 City of Tempe Fiscal Year 2022/23 Annual Budget Budgetary Challenges and Opportunities As we move forward from the uncertain economic environment due to the COVID-19 pandemic, the City has forecasted moderate growth in taxable sales and other revenue sources for FY 2022/23 based on the latest economic data. The City’s overall revenues continue to outperform the prior year and consumer confidence remains stable. The City continues to experience robust development with new residential, hotel and officecomplex developments under construction or planned for the near future. Registration fees for various recreational and cultural programs and event ticket sales continue to lag pre-pandemic levels but are anticipated to continue with moderate growth as residents increase participation in group activities. Supply chain issues, inflationary pressure and the end of Federal stimulus funds may slow down economic growth in the short-term, however, the City’s overall economy remains strong and continues to maintain healthy fund balances in its major operating funds to help address any short-term economic downturns. In the General Fund, our largest operating fund, we are projecting healthy fund balances for the foreseeable future, including measured spend-down of fund balance, without jeopardizing the stability of the fund. The favorable economic outlook has allowed for $27.9 million in approved supplemental budget requests, offset by $4.7 million in revenue or expenditure reductions, in order to maintain or expand programs and services for our residents. The approved supplemental requests included the restoration of 26 full-time positions that were “frozen” and remained unfunded since FY 2020/21 and the addition of 103.75 new full-time equivalent (FTE) positions. Highlights of the programs and services funded are noted in the Operating Budget Highlights section. In December of 2021, City Council approved a mid-year supplemental request to provide funding of $1 million to address homelessness and enhance safety in City parks. This mid-year funding provided for a human servicescentric park safety model that provided for enhanced security, mental health and substance use response and support and necessary shelter and housing strategies for those experiencing homelessness. Funding for this program was continued in FY 2022/23. For many years, the City has faced significant cost increases in employer contributions to the Tempe Police and Tempe Fire PSPRS retirement plans. A long-term strategy was developed to address the $343 million unfunded actuarial PSPRS liability by issuing taxable municipal obligations. As a result, it is estimated that the City will save between $120 million to $150 million over the next 16 years. The FY 2022/23 budget includes funding for merit and cost of living increases for employees to keep compensation competitive and to address increases in the Consumer Price Index. In addition, a new step plan was approved for both the sworn Police and Fire employees to assist with recruitment of new employees and allow our current sworn employees to have a competitive salary compared to other cities in the Phoenix metropolitan area. The 5-year CIP program has increased from $335.9 million in FY 2021/22 to $461.1 million in FY 2022/23, allowing for funding of deferred and preventative maintenance of City buildings and the funding of new facilities. This including $11 million for the replacement of Fire Station #2 and $37 million for phase 1 of the Tempe Municipal Operations Center that will replace the existing Traffic Operations Center. The City closely monitored legislative bills during the 55th Arizona Legislative Session for impact on the City’s portion of urban revenue sharing income, sales tax, and Highway User Revenue Fund (HURF) distributions. A bill was introduced to disallow city sales tax on residential rental property income; however, the bill did not pass. The City will continue to monitor legislative bills in the upcoming legislative session as it appears that a similar bill may be introduced. The elimination of the residential rental income tax category would have an approximate $20 million impact on the City’s revenues. The City continues to strive for efficiencies in the way programs and services are provided to our residents. There are no increases to the City’s transaction privilege “sales” tax and the City’s property tax rate for FY 2022/23 is $2.3779, a slight increase from the FY 2021/22 rate of $2.3668. The City has planned increases to Water and Solid Waste rates to ensure adequate resources to meet the operating and capital needs for water and solid waste services. 1-3 City of Tempe Fiscal Year 2022/23 Annual Budget City Council Strategic Priorities and Budget Development The City Council adopted five strategic priorities that provide the framework to align performance measures that support the City Council’s vision and achieve operational accountability. This means continually finding ways to transform our strategic priorities into strategies that guide the development of the budget, allocation of resources and citywide departmental performance measures to get the most important things accomplished. The City Council priorities are: Please visit performance.tempe.gov for additional information on the City’s strategic priorities and the over 100 adopted performance measures are identified and available for everyone to review. Additional information about the City’s Strategic Priorities and planning process can be found in Section 6 Department Information, page 6-3. Prior to the start of the operating and capital budget process, feedback was sought from the City Council on those specific performance measures that should be prioritized for FY 2022/23. Utilizing an interactive tool called START (Strategic Tool for Aligning Resources for Tempe) that provides City Council with updated statuses for performance measures as well as the results of resident and employee surveys, the City Council identified 13 performance measures to accelerate during the FY 2022/23 budget process. The prioritized performance measures for FY 2022/23 are as follows: 1. Pavement Quality Index (Performance Measure 1.22) 2. Feeling of Safety in Your Neighborhood (Performance Measure 1.05) 3. Ending Homelessness (Performance Measure 3.28) 4. Tree Coverage (Performance Measure 4.11) 5. Carbon Neutrality – City Operations (Performance Measure 4.19) 6. Feeling of Safety in Parks (Performance Measure 1.23) 7. Transportation System Satisfaction (Performance Measure 3.29) 8. Property Code Enforcement (Performance Measure 3.01) 9. Housing Inventory Ratio (Performance Measure 4.09) 10. ROW Landscape Maintenance (Performance Measure 3.23) 11. Carbon Neutrality – Community (Performance Measure 4.18) 12. Traffic Delay Reduction (Performance Measure 3.27) 13. Addressing Opioids (Performance Measure 1.31) 1-4 City of Tempe Fiscal Year 2022/23 Annual Budget This acceleration or “hyper” focus on the 13 identified performance measures provided Department’s opportunities to collaborate, shift resources to request additional funding during the budget process to accelerate the achievement of the prioritized performance measures. Based on City Council direction, the FY 2022/23 adopted financial program includes $8.0 million in additional operating budget appropriation and $12.7 million in additional capital budget appropriation over the 5-year CIP to provide the resources needed to accelerate the achievement of the 13 identified performance measures. In comparing the budget priorities from last fiscal year to FY 2022/23, the City Council continues to prioritize the quality of the City’s streets, right-of-way (ROW) landscape maintenance, ending homelessness, affordable housing, tree and shade canopy and carbon neutrality. This is reflected in additional funding provided to continue the efforts for the achievement of the performance measures for these priorities. This year the City Council also placed additional emphasis on feeling of safety in parks and neighborhoods, transportation system satisfaction, traffic delay reductions, property code enforcement and address the opioids crisis. Specific details of the additional budget appropriation and strategies for achieving the 13 targeted performance measures is in Section 6 Department Information, pages 6-3 through 6-8. OPERATING BUDGET The City’s annual operating budget for FY 2022/23 totals $665.8 million. The following table presents a summary breakdown of the operating budget by fund. Operating Budget Summary FY 2021/22 Budget General Fund Special Revenue Funds Transportation Transit Arts & Culture CDBG/Section 8 Housing Other Gov’t Grants/Donations Debt Service Fund Enterprise Funds Water/Wastewater Solid Waste Golf Emergency Medical Transport Internal Service Funds Risk Management Health Worker’s Compensation Total Operating Budget FY 2022/23 Budget Percent Change $600,823,472 $272,404,675 -54.7% 13,229,351 59,401,122 9,815,569 44,221,747 29,446,851 32,920,608 14,811,264 66,584,663 11,701,935 47,221,789 35,158,518 34,846,277 12.0% 12.1% 19.2% 6.8% 19.4% 5.8% 91,352,755 22,226,475 3,474,749 4,869,817 98,430,358 26,582,460 3,734,537 5,966,277 7.7% 19.6% 7.5% 22.5% 5,547,324 27,190,449 1,962,186 $913,782,516 6,852,429 38,359,969 3,147,186 $665,802,337 23.5% 41.1% 60.4% -29.7% Operating Budget Highlights Following are the major citywide highlights contained in the adopted budget:   Funding for employee movement through formal step plans or pay ranges, 3% cost of living adjustments (COLA) for non-sworn public safety employees and market adjusted steps plans for sworn public safety employees. Additional funding via Departmental operating budget supplementals to cover cost increases associated with maintaining existing programs and services as well as additional funding to expand programs and services, as follows: o General Fund: net fiscal impact of $18.1 million that includes funding for the restoration of 26 permanent full/part-time positions that were frozen in FY 2020/21, including 19 Police positions. Funding also included the addition of 69 full/part-time positions, 21.52 full-time equivalent permanent wage positions and 9 full-time equivalent temporary one-time wage positions. Programs and services funded include Youth Specialists to provide counseling services, sustainability programs and services, including 4 additional Coordinator/Specialist positions, continuation of the wastewater bioitnel program, and recurring funding to address homelessness including expanding shelter options and a homelessness and park safety initiative in collaboration with the Human Services, Community Services and Police departments. Funding includes appropriation for the operating impacts of CIP projects, including staffing for the Clark Park Pool scheduled to open in FY 2022/23. 1-5 City of Tempe Fiscal Year 2022/23 Annual Budget o o o o o Water/Wastewater Fund: net fiscal impact of $1.6 million for 4 additional permanent full-time positions and motor vehicles. Solid Waste Fund: net fiscal impact of $818 thousand for 2.5 additional permanent full-time positions. Emergency Medical Transport Fund: $547 thousand in additional funding for 3 additional permanent full-time positions to for anticipated service growth and increased operating costs. These cost increases will be offset by a like amount of revenue. Transportation (HURF) Fund: net fiscal impact of $398 thousand for 2 additional full-time permanent positions, sealcoat materials and maintenance of the city’s entry way signs. Arts & Culture Fund: net fiscal impact of $1.8 million to provide for Community Arts, Museum and TCA Performing Arts series program expansion. The funding includes the restoration of 2 positions “frozen” in FY 2021/22 and the addition of seven full-time permanent positions and 0.67 full-time equivalent permanent wage positions. Summary of Changes from Proposed Budget to Adopted Budget The City’s proposed FY 2022/23 Operating budget and FY 2022/23 through 2026/27 CIP budget was presented to City Council at a Work Study Session meeting on April 21, 2022, and at a follow-up discussion at the May 5, 2022, Work Study Session. Based on Council direction, the following items were added to the proposed budget and included in the adopted budget: 1. 2. 3. 4. $88,412 (net fiscal impact) in General Fund budget appropriation for a Crisis Intervention Specialist for the Mental Health Response Team (MyHRT). $189,183 (net fiscal impact) in General Fund budget appropriation for 5 one-time temporary (wage) positions for Middle School Youth Specialists, with funding offsets from the Tempe Elementary School District and Arizona State University. $40,000 (net fiscal impact) in General Fund budget appropriation for a Fire Medical Rescue Health and Wellness Program. $97,450 (net fiscal impact) in General Fund budget appropriation for a Sustainability and Resilience Programs Specialist for the Sustainability & Resilience Office. These budget additions are reflected in the FY 2022/23 adopted operating and CIP budgets. CAPITAL IMPROVEMENTS BUDGET The City’s 5-year Capital Improvements Program covering FY 2022/23 through FY 2023/27 totals $1.34 billion. The first year of the 5-year CIP, which is formally adopted by the City Council, totals $361.1 million for FY 2022/23. The approved CIP provides adequate resources to address the City’s most critical infrastructure needs. Reappropriated funds from projects that were not completed in the previous year total $190.4 million while new capital budget appropriations added $270.7 million, summing to the total $461.1 million earmarked for FY 2022/23. Capital Budget Comparison FY 2021/22 Budget Enterprise Water Wastewater Golf Solid Waste Total Enterprise Special Purpose Arts & Cultural Municipal Arts Transit Total Special Purpose General Purpose Police Fire Storm Drains Park Improvements General Governmental Total General Purpose Transportation Transportation and R.O.W. Traffic Signals / Street Lighting Total Transportation Total $ 1-6 FY 2022/23 Budget $60,215,076 34,848,984 818,863 537,030 96,419,953 $76,273,778 33,672,662 635,132 250,539 110,832,111 13,676,368 1,488,322 33,829,816 48,994,506 9,724,049 2,930,258 34,453,000 47,107,307 4,521,406 18,132,004 1,977,575 32,037,531 82,762,640 139,431,156 13,406,447 19,784,038 2,580,928 49,358,296 165,814,611 250,944,320 41,549,001 9,536,618 51,085,619 335,931,234 43,364,858 8,842,587 52,207,445 461,091,183 $ City of Tempe Fiscal Year 2022/23 Annual Budget Capital Improvements Budget Highlights The Capital Budget for FY 2022/23 primarily consists of major projects that are already underway and projects that are largely focused on preserving the City’s assets and sustaining public health and safety. Instances of new project funding will occur primarily in programs with a specialized funding source. The following are some highlights of the Capital Budget:  Funding for construction of a Tempe Municipal Operations Center to replace aging Traffic Operations and Field Operations yards ($36.9 million)  Continued funding for improvements to City parks and recreational amenities ($49.4 million)  Continued funding for arterial, collector and residential street asset preservation ($22.39 million)  Continued funding for the city regional radio system maintenance and replacement ($6.5 million)  Continued upgrades and maintenance of the water transmission and distribution system ($21.4 million)  Continued funding for existing city building asset replacement and repairs ($8.9 million)  Funding for sidewalk, landscaping, lighting, and other improvements for the city’s downtown area ($2.1 million) There were no changes between the proposed Capital Budget presented to Council and the final adopted Capital Budget. CONCLUSION The City’s overall financial condition continues to remain strong and stable as we enter a post COVID-19 pandemic economic environment. The future may provide financial challenges, particularly in the near term, however our continued commitment to sound management of resources, focus on strategic priorities and continued emphasis on long-range financial planning will facilitate adaptation to changing conditions and strong financial stewardship for the future. The following budget represents an investment in the City’s long-term financial health. We will continue to monitor the current economic situation to ensure that we maintain City Council’s policies of preserving Tempe’s quality of life and solid financial position. With final budget adoption, I want to thank the Mayor and City Council, residents of Tempe and City staff for their time and effort throughout this budget process. Respectfully submitted, Andrew B. Ching City Manager 1-7     T • • • • • • • • • •       ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • City of Tempe Fiscal Year 2022/23 Annual Budget Section 4: Budget Summary Budget Summary ........................................................................................................................................................................................ 4-2 Summary of Revenues/Resources and Expenditures/Expenses by Fund ........................................................................... 4-3 Components of Total Revenue ..............................................................................................................................................................4-4 Components of Total Expenditures ..................................................................................................................................................... 4-5 Total Revenue by Source......................................................................................................................................................................... 4-6 Revenue by Major Source and Fund ................................................................................................................................................... 4-8 Expenditures Type and Fund .................................................................................................................................................................4-11 Fund Summary ...........................................................................................................................................................................................4-15 Governmental Funds: Ten-Year Fund Balance Trends ............................................................................................................. 4-16 Special Revenue Funds: Ten-Year Fund Balance Trends ......................................................................................................... 4-16 Enterprise Funds: Ten-Year Fund Balance Trends ......................................................................................................................4-17 Comprehensive Financial Plan Overview ........................................................................................................................................ 4-19 Forecast Methodology............................................................................................................................................................................ 4-19 Major Revenue Assumptions .................................................................................................................................................................4-21 Major Expenditure Assumptions .........................................................................................................................................................4-23 General Fund Forecast Discussion .................................................................................................................................................... 4-24 Special Revenue Funds ......................................................................................................................................................................... 4-26 Transit Fund Forecast Discussion ................................................................................................................................................. 4-26 Arts and Cultural (formerly Performing Arts) Fund Forecast Discussion ......................................................................4-27 Transportation (HURF) Fund Forecast Discussion ..................................................................................................................4-28 Enterprise Funds ...................................................................................................................................................................................... 4-29 Water/Wastewater Fund Forecast Discussion ........................................................................................................................ 4-29 Solid Waste Fund Forecast Discussion ....................................................................................................................................... 4-30 Golf Fund Forecast Discussion .........................................................................................................................................................4-31 Emergency Medical Transportation Fund Forecast Discussion .........................................................................................4-32 4-1 City of Tempe Fiscal Year 2022/23 Annual Budget Budget Summary Total Revenue and Expenses FY 2022/23 Revenues Total budgeted revenue in the FY 2022/23 Financial Program is approximately $1.13 billion. Overall revenue collections are anticipated to grow 23% in FY 2022/23 in comparison to the FY 2021/22 budget, excluding onetime bond proceeds of $343 million in FY 2022/23 for payment of the City’s unfunded Police and Fire pension liability. The increase in revenue from last fiscal year is reflective of the City’s economy continuing to recover from the economic impacts of the COVID-19 pandemic. The total revenues for this presentation include the planned drawdowns of fund balance and transfers between funds. FY 2022/23 Expenditures The budgeted expenditures for FY 2022/23 total $1.13 billion. The budgeted expenditures are 20% greater in comparison to the FY 2021/22 budget, excluding a one-time $343 million payment in FY 2021/22 on the City’s unfunded accrued liability for the Police and Fire pension plans. This growth in expenditures represents increased programs and services for residents and restoration of budget reductions made in FY 2021/21 as a result of the economic impacts of the COVID-19 pandemic. 4-2 City of Tempe Fiscal Year 2022/23 Annual Budget Summary of Revenues/Resources and Expenditures/Expenses by Fund The following tables provide a three-year summary of the City’s revenues and expenditures for each of the City’s major funds. In addition, the percent change from year to year is listed. Revenues/ Resources FY 2020/21 Actual FY 2021/22 Budget % Change FY 2021/22 Revised % Change FY 2022/23 Budget % Change General Fund $247,143,742 $576,217,915 133.2% $605,745,030 5.1% $280,873,598 -53.6% Special Revenue Funds 105,782,548 153,134,100 44.8% 146,781,150 -4.1% 176,559,053 20.3% Enterprise Funds 121,989,266 117,247,549 -3.9% 119,425,771 1.9% 121,423,788 1.7% Debt Service Fund 34,163,889 35,609,474 4.2% 35,609,474 0.0% 37,758,082 6.0% Internal Service Fund 42,749,594 32,749,959 -23.4% 47,393,916 44.7% 46,848,022 -1.2% Capital Projects Fund 64,950,365 248,959,189 283.3% 123,668,448 -50.3% 343,212,235 177.5% $616,779,404 $1,163,918,186 88.7% $1,078,623,789 44.7 $1,006,674,778 -6.7% Expenditures/ Uses FY 2020/21 Actual FY 2021/22 Budget % Change FY 2021/22 Revised % Change FY 2022/23 Budget % Change General Fund $225,317,259 $600,823,472 166.7% $570,273,528 -5.1% $272,404,675 -52.2% Special Revenue Funds 75,057,664 156,114,640 108.0% 117,615,492 -24.7% 175,478,169 49.2% Enterprise Funds 108,375,069 121,923,796 12.5% 114,024,298 -6.5% 134,713,632 18.1% Debt Service Fund 29,327,744 34,699,959 18.3% 52,696,766 51.9% 48,824,731 -7.3% Internal Service Fund 37,158,987 32,920,608 -11.4% 24,127,731 -26.7% 34,381,130 42.5% Capital Projects Fund 118,364,452 335,931,234 183.8% 118,358,572 -64.8% 461,091,183 289.6% Total $593,601,175 $1,282,413,709 116.0% $997,096,387 -22.2% $1,126,893,520 13.0% Total 4-3 City of Tempe Fiscal Year 2022/23 Annual Budget Components of Total Revenue FY 2022/23 Adopted Budget Total Revenue $1,006,674,778 Capital Budget $343,212,235 Operating Budget $663,462,543 General Governmental $318,631,680 Local Taxes/Licenses & Permits $213,950,236 Intergovernmental $71,761,302 Enterprise $121,423,788 Internal Service $46,848,022 Transit Water/Wastewater Tempe Health Water/Wastewater Bonds Federal Grants $66,689,039 $91,225,959 $38,825,116 $94,137,894 $69,779,582 $21,008,724 Risk Management $4,852,429 General Purpose Bonds $149,642,907 Pay-As-You-Go & Outside Revenue $29,651,852 Emergency Medicla Transport Worker's Compensation Arts & Culture Excise Bonds $5,617,446 $3,170,477 $0 CDBG/Section 8 Housing $47,221,789 $16,032,830 Governmental Grants & Donations $25,649,920 Fines & Forfeitures $3,550,446 Highway User Revenue $15,173,165 Charges for Services Miscellaneous $13,336,866 Bond/Note Proceeds $243,780,801 Special Revenue $176,559,053 Solid Waste Outside Revenue $99,431,434 Golf $3,571,659 General Governmental is the largest operating revenue category. It supports basic functions of the City, which include Police, Fire Medical Rescue, Community Services, Community Development, and Debt Service. Police - RICO & Grants $8,416,607 Arts & Culture Tax $12,316,542 Court Enhancement $1,091,991 Note: The amounts noted above reflect budgeted funds that the City receives as income. Interfund transfers and utilization of fund balances, while a component of the total financial program, are not classified as revenue for this presentation. 4-4 City of Tempe Fiscal Year 2022/23 Annual Budget Components of Total Expenditures FY 2022/23 Adopted Budget Total Expenditure $1,126,893,520 Capital Budget $461,091,183 Operating Budget $665,802,337 General Governmental $272,404,675 Special Revenue $175,478,169 Enterprise $134,713,632 Police & Fire Services $144,208,410 Transit Water/Wastewater $66,584,663 $98,430,358 Community & Health Services $55,655,840 CDBG/Section 8 Housing $47,221,789 $40,334,435 Governmental Grants & Donations $25,649,920 Development & Infrastructure $22,602,917 Highway User Revenue $14,811,264 Administration & Support Services Miscellaneous $5,703,073 Contingency $3,900,000 Note: Solid Waste $26,582,460 Debt Service $34,846,277 General Obligation $32,862,152 Special Assessment $1,984,125 General Purpose $250,944,320 Enterprise $110,832,111 Transportation $52,207,445 Emergency Medical Transport Special Purpose $5,966,277 $47,107,307 Golf $3,734,537 Arts & Culture Tax $11,701,935 Internal Service $48,359,584 Tempe Health $38,359,969 Police - RICO & Grants $8,416,607 Risk Management $6,852,429 Court Enhancement $1,091,991 Worker's Compensation $3,147,186 The amounts noted above reflect budgeted expenditure amounts. Interfund transfers between funds are excluded for this presentation. 4-5 City of Tempe Fiscal Year 2022/23 Annual Budget Total Revenue by Source Comparative Revenue by Source FY 2021/22 Budget to FY 2022/23 Budget Fiscal Year Ending June 30 38% 40% 34% 35% 28% 30% 25% 20% 21% 20% 15% 13% 11% 13% 10% 10% 12% 5% 0% Local Taxes User Charges Intergovernmental 2021/22 All Other CIP 2022/23 Where the Money Comes From Revenue Source FY 2020/21 Actual FY 2021/22 Budget FY 2021/22 Revised FY 2022/23 Budget Local Taxes Local Sales Taxes Other Local Taxes Transit Tax Arts & Culture Tax Performing Arts Tax User Charges Water/Wastewater Solid Waste Cultural/Recreational Building/Trades & Planning/Zoning Intergovernmental State Shared Revenue CDBG/Section 8 Housing HURF/LTAF Transit State & Federal All Other Restricted Revenue/ Grants/Donations Transit Fares and Facilities Fees, Fines, and Forfeitures Interest Revenue Licenses & Permits Miscellaneous Revenue Claim & Insurance Premiums’ Bond/Note Proceeds CIP Other Revenue $119,582,686 55,475,063 47,534,174 4,895,809 4,805,783 0 89,279,781 19,824,131 7,107,251 10,215,892 0 72,292,974 15,028,206 13,575,964 842,530 0 8,434,429 6,098,001 8,553,127 4,108,949 2,231,880 19,237,764 42,704,645 58,025,000 6,925,365 $116,633,617 60,308,104 45,991,972 9,464,858 0 0 88,739,776 19,961,277 7,020,756 10,388,550 0 58,547,617 41,202,247 13,025,483 1,193,990 0 32,467,851 7,046,875 8,671,087 3,735,514 1,042,800 356,816,664 32,699,959 184,246,275 64,712,914 $140,648,630 60,560,077 54,145,721 11,131,506 0 0 88,690,947 20,807,935 8,488,443 10,521,888 0 59,884,665 27,977,873 14,442,186 1,107,063 0 28,422,884 7,795,943 8,517,628 2,176,660 2,216,510 360,051,289 47,367,493 96,500,000 27,168,448 $148,434,444 63,476,292 55,687,942 11,687,491 0 0 90,045,848 20,886,466 9,782,110 10,702,630 0 71,761,302 47,221,789 14,937,365 1,282,702 0 35,158,518 8,571,000 9,232,892 1,919,300 2,042,300 13,807,421 46,824,731 243,780,801 99,431,434 $616,779,404 $1,163,918,186 $1,078,623,789 $1,006,674,778 Total Revenue 4-6 City of Tempe Fiscal Year 2022/23 Annual Budget Comparative Expenditures by Type FY 2021/22 Budget to FY 2022/23 Budget Fiscal Year Ending June 30 50% 46% 45% 41% 40% 35% 30% 25% 26% 21% 19% 20% 15% 15% 10% 5% 6% 2% 9% 2% 2% 4% 3% 4% 0% 2021/22 2022/23 Where the Money Goes Expenditure Type Personnel Costs Salary/Wages & Special Pays Fringe Benefits PSPRS One-Time Payment Materials & Supplies Fees & Services Travel & Miscellaneous Capital Outlays Debt Service Internal Service Charges Contingencies Health/Risk/Internal Service Charges Capital Projects (CIP) Total Expenditures FY 2020/21 Actual FY 2021/22 Budget FY 2021/22 Revised FY 2022/23 Budget $143,010,950 86,125,646 0 19,891,892 84,199,877 20,379,442 5,601,101 73,601,752 5,267,075 0 37,158,988 118,364,452 $154,284,636 95,409,443 343,000,000 22,391,757 137,006,127 35,234,688 12,865,930 80,397,130 2,092,805 29,100,000 34,699,959 335,931,234 $152,430,846 62,578,478 341,138,969 22,665,330 121,024,372 33,750,815 5,640,218 86,721,493 8,634,811 0 44,152,483 118,358,572 $171,092,301 70,875,341 $593,601,175 $1,282,413,709 4-7 $997,096,387 27,270,273 148,349,630 34,717,490 19,492,806 98,316,497 6,578,415 40,750,000 48,359,584 461,091,183 $1,126,893,520 City of Tempe Fiscal Year 2022/23 Annual Budget Revenue by Major Source and Fund FY 2020/21 Actual Revenue Source General Fund FY 2021/22 Budget FY 2021/22 Revised FY 2022/23 Budget Local Taxes City Sales Tax $114,162,705 $112,749,218 Transient Lodging Tax 5,419,981 3,884,399 $131,224,866 $137,556,243 9,423,764 10,878,201 Total Local Taxes $119,582,686 $116,633,617 $140,648,630 $148,434,444 State Shared Revenue State Income Tax 27,983,270 25,547,848 24,105,004 34,858,025 State Sales Tax 23,228,957 22,990,510 25,259,980 26,144,079 Vehicle License Tax 9,291,268 9,080,218 8,990,098 9,462,178 Other Intergovernmental 11,789,479 929,041 1,529,583 1,297,020 $72,292,974 $58,547,617 $59,884,665 $71,761,302 20,086,813 20,948,649 Total State Shared Revenue Other Local Taxes Primary Property Tax 18,785,768 20,086,813 SRP Payment in Lieu of Taxes 1,765,297 3,671,817 3,671,817 3,818,690 Franchise Fees 2,964,862 2,719,250 2,971,223 2,724,996 248,191 GPLET Administration Fee 210,000 210,000 210,000 $23,764,118 $26,687,880 $26,939,853 $27,702,335 $10,098,052 $10,133,550 $10,266,888 $10,447,630 Registration Fees 2,193,167 2,443,117 2,739,178 3,405,768 Recreation Admission Charges 244,051 253,386 288,179 429,379 Library Fines and Fees 22,587 30,000 27,742 5,000 680,884 645,447 1,169,867 1,745,053 $3,140,689 $3,371,950 $4,224,966 $5,585,200 Traffic Fines 479,105 526,570 464,278 464,278 Parking Fines 210,887 245,833 213,208 213,208 Total Other Local Taxes Building & Trades/Planning & Zoning Cultural and Recreational Other Cultural and Recreation Fees Total Cultural and Recreational Fines, Fees and Forfeitures Criminal Fines Other Fines, Fees and Forfeitures Total Fines, Fees and Forfeitures 414,253 424,433 400,934 400,934 3,313,572 3,023,319 2,988,276 2,472,026 $4,417,817 $4,220,155 $4,066,696 $3,550,446 Business/Non-Business Licenses $2,187,399 $2,171,000 $1,101,121 $970,586 Interest Income $2,230,012 $1,040,000 $2,213,710 $2,039,500 Miscellaneous Revenue $9,429,995 $353,412,146 $356,398,501 $10,382,155 Total General Fund $247,143,742 $576,217,915 $605,745,030 $280,873,598 Debt Service Fund Secondary Property Tax 31,710,945 Interest Income Miscellaneous Revenue Total Debt Service Fund 33,620,224 35,773,957 22,441 0 0 0 2,430,503 1,989,250 1,989,250 1,984,125 $34,163,889 $35,609,474 4-8 33,620,224 $35,609,474 $37,758,082 City of Tempe Fiscal Year 2022/23 Annual Budget FY 2020/21 Actual FY 2021/22 Budget FY 2021/22 Revised FY 2022/23 Budget Transit Tax 47,534,174 45,991,972 54,145,721 55,687,942 Fares and Facility Revenue 6,098,001 7,046,875 7,795,943 8,571,000 Federal and State Funding 842,530 1,193,990 1,107,063 1,282,702 Interest Income 686,698 698,000 394,116 347,395 3,460,053 1,172,495 692,707 800,000 Revenue Source Transit Fund Miscellaneous Revenue Total Transit Fund $58,621,456 $56,103,332 $64,135,550 $66,689,039 Total CDBG/Section 8 Housing Funds $15,028,206 $41,202,247 $27,977,873 $47,221,789 Governmental Grants Fund $4,536,878 $16,581,380 $12,868,410 $19,461,097 13,575,964 13,025,483 14,442,186 14,937,365 254,749 230,000 230,000 230,000 1,868 2,800 2,800 2,800 Miscellaneous Revenue 104,964 3,000 30,233 3,000 Total Transportation Fund $13,937,545 $13,261,283 $14,705,219 $15,173,165 Police-RICO/Grants Fund $3,083,726 $8,728,490 $7,804,048 $8,416,607 Transportation Fund Highway User Revenue Tax Barricading Fees Residential Parking Permits Arts and Culture Fund Arts and Culture Tax 4,895,809 9,464,858 11,131,506 11,687,491 Facility Revenue 58,826 627,015 399,544 625,251 Interest Income -10,781 6,514 -1,918 0 11,275 1,000 10,492 3,800 $4,955,129 $10,099,387 $11,539,624 $12,316,542 Miscellaneous Revenue Total Arts and Culture Fund Performing Arts Fund Performing Arts Tax 4,805,783 0 0 0 Facility Revenue 0 0 0 0 Interest Income 0 0 0 0 Miscellaneous Revenue 0 0 0 0 Total Performing Arts Fund $4,805,783 0 0 $0 Fund 44 Governmental Donation Fund $518,506 $5,696,314 $6,638,326 $6,186,823 Fund 47 Court Enhancement Fund $290,699 $1,313,533 $963,966 $1,091,991 $4,620 $148,134 $148,134 $2,000 Water Consumption 44,142,574 42,500,000 42,500,000 43,775,000 Sewer Usage 22,439,527 24,000,000 24,000,000 24,000,000 Water Service 11,991,425 11,500,000 11,500,000 11,845,000 Sewer Service Irrigation 9,575,679 9,500,000 9,500,000 9,500,000 349,111 325,715 350,025 354,787 781,465 914,061 840,922 571,061 Fund 48 Peterson House Endowment Fund Water/Wastewater Fund Water/Wastewater Service Other Water Charges Total Water/Wastewater Service $89,279,781 4-9 $88,739,776 $88,690,947 $90,045,848 City of Tempe Fiscal Year 2022/23 Annual Budget Revenue Source Interest Revenue FY 2020/21 FY 2021/22 Actual Budget 1,123,114 751,000 Environmental Fines FY 2021/22 Revised 617,829 FY 2022/23 Budget 544,587 0 65,000 65,000 65,000 -136,909 25,000 25,000 25,000 3,607,003 59,956 663,977 545,524 $93,872,989 $89,640,732 $90,062,753 $91,225,959 Residential Service 12,891,827 12,853,657 13,533,137 13,722,200 Commercial Service 4,114,908 4,353,558 4,406,388 4,452,624 Inspection Fees Miscellaneous Revenue Total Water/Wastewater Fund Solid Waste Fund Solid Waste Service Recycling Other Solid Waste Charges Total Solid Waste Service 733,840 750,480 862,404 777,135 2,083,556 2,003,582 2,006,006 1,934,507 $19,824,131 $19,961,277 $20,807,935 $20,886,466 Interest Revenue 66,711 59,000 37,939 33,441 Environmental Fines 18,833 88,817 89,062 88,817 Total Solid Waste Fund $19,909,675 $20,109,094 $20,934,936 $21,008,724 4,135,310 4,385,932 4,385,932 5,617,446 Emergency Medical Transport Fund Ambulance Fees Interest Revenue Miscellaneous Revenue Total Emergency Medical Transport Fund 2,148 0 1,150 0 165,040 90,000 174,260 0 $4,302,498 $4,475,932 $4,561,342 $5,617,446 Golf Fund Greens Fees and Range Revenue 3,907,736 3,021,791 3,863,933 3,571,659 Interest Revenue -13,730 0 0 0 Miscellaneous Revenue 10,098 0 2,807 0 Total Golf Fund $3,904,104 $3,021,791 $3,866,740 $3,571,659 Fund 21 Tempe Health Fund $37,115,074 $27,190,449 $37,861,665 $38,825,116 Fund 26 Risk Management Fund $3,926,653 $3,547,324 $7,492,765 $4,852,429 1,662,918 1,962,186 2,013,063 3,147,186 Worker’s Compensation Fund Claim and Insurance Premiums Interest Revenue Total Worker’s Compensation Fund 44,949 50,000 26,423 23,291 $1,707,867 $2,012,186 $2,039,486 $3,170,477 Capital Project Funds Bond Proceeds 58,025,000 184,246,275 96,500,000 243,780,801 Grants 1,490,854 9,562,068 111,326 69,779,582 Miscellaneous Revenue 5,434,511 55,150,846 27,057,122 29,651,852 Total Capital Project Funds $64,950,365 $248,959,189 $123,668,448 $343,212,235 Total Revenue – All Funds $616,779,404 $1,163,918,186 $1,078,623,789 $1,006,674,778 Note: The amounts noted above reflect funds that the City receives as income. Interfund transfers and utilization of fund balances, while a component of the total financial program, are not classified as revenue for this presentation. 4-10 City of Tempe Fiscal Year 2022/23 Annual Budget Expenditures Type and Fund FY 2020/21 Actual Expenditure Type FY 2021/22 Budget FY2021/22 Revised FY 2022/23 Budget General Fund Personnel Costs Salary and Wages Fringe Benefits $114,854,666 $122,779,117 $120,707,785 $136,489,868 73,674,330 81,183,124 48,638,410 55,858,225 One-Time PSPRS Payments 343,000,000 343,000,000 0 $188,528,996 $546,962,241 $512,346,195 $192,348,093 Materials and Supplies 8,574,940 10,436,145 10,499,735 12,084,537 Fees & Services 33,712,314 44,154,673 44,267,057 48,496,004 Total Personnel Costs Travel & Miscellaneous 7,046,281 9,179,722 7,522,161 10,836,553 Capital Outlays 2,459,439 5,868,536 3,228,609 7,238,891 0 0 7859741 13368120 -15,004,711 -17,277,845 -15,449,970 -15,867,523 0 1,500,000 0 3,900,000 $225,317,259 $600,823,472 $570,273,528 $272,404,675 29,327,744 32,902,108 32,672,014 34,846,277 0 18,500 $29,327,744 $32,920,608 $32,672,014 $34,846,277 $1,951,215 $1,962,899 $1,769,482 $1,941,804 765,583 883,343 630,731 845,248 $2,716,798 $2,846,242 $2,400,213 $2,787,052 Debt Service Internal Service Charges Contingencies Total General Fund Debt Service Fund Debt Service Fees & Services Total Debt Service Fund Transit Fund Salary and Wages Fringe Benefits Total Personnel Costs Materials and Supplies 2,855,180 3,532,772 3,929,717 5,777,717 21,084,770 44,473,228 33,869,443 49,749,860 Travel & Miscellaneous 15,804 62,675 62,675 62,675 Capital Outlays 60,102 191,928 0 75,000 Debt Service 4,998,016 4,981,598 4,730,723 4,691,992 Internal Service Charges 3,031,730 2,812,679 3,029,787 2,940,367 0 500,000 0 500,000 $34,762,400 $59,401,122 $48,022,558 $66,584,663 $1,230,973 $1,755,857 $2,418,851 $968,036 404,113 760,499 1,175,612 425,549 $1,635,086 $2,516,356 $3,594,463 $1,393,585 70,511 40,127 40,127 580,989 Fees & Services Contingencies Total Transit Fund CDBG/Section 8 Housing Funds Salary and Wages Fringe Benefits Total Personnel Costs Materials and Supplies Fees & Services Travel & Miscellaneous Capital Outlays Debt Service Internal Service Charges 1,132,586 1,791,569 1,522,069 2,711,024 12,775,004 25,025,219 25,026,270 23,206,348 1,115 145,046 145,046 165,046 516,840 530,414 530,414 540,576 78,127 173,016 342,372 474,221 4-11 City of Tempe Fiscal Year 2022/23 Annual Budget FY 2021/22 Budget 14,000,000 FY2021/22 Revised Contingencies FY 2020/21 Actual 0 0 FY 2022/23 Budget 18,150,000 Total CDBG/Section 8 Housing Funds $16,209,269 $44,221,747 $31,200,761 $47,221,789 $3,179,018 $3,572,754 $3,066,351 $3,939,462 Expenditure Type Transportation Fund Salary and Wages Fringe Benefits 1,502,206 1,749,861 1,229,448 1,876,413 $4,681,224 $5,322,615 $4,295,799 $5,815,875 Materials and Supplies 444,622 720,456 721,056 871,152 Fees & Services 1,952,192 3,433,795 2,921,878 3,647,367 Total Personnel Costs Travel & Miscellaneous Capital Outlays Debt Service Internal Service Charges Contingencies Total Transportation Fund 10,165 51,570 51,570 51,570 208,035 1,032,700 650,176 1,745,609 0 0 0 0 2,328,895 2,168,215 2,484,547 2,179,691 0 500,000 0 500,000 $9,625,133 $13,229,351 $11,125,026 $14,811,264 $2,159,903 $3,220,525 $2,845,351 $3,888,530 806741 1,145,908 915,393 1,431,062 Arts and Culture Fund Salary and Wages Fringe Benefits $2,966,644 $4,366,433 $3,760,744 $5,319,592 Materials and Supplies 194497 209,260 219,260 271,802 Fees & Services 807787 2,123,344 1,795,413 2,996,694 Travel & Miscellaneous 21569 133,231 133,231 104,731 Capital Outlays 63413 26,500 26,500 122,574 0 883,552 704233 583,250 10494 1,073,249 1,107,434 1,303,292 0 1,000,000 0 1,000,000 Total Arts and Culture Fund $4,064,404 $9,815,569 $7,746,815 $11,701,935 Fund 44 Governmental Donation Fund $2,519,296 $5,696,314 $4,915,158 $6,186,823 Total Personnel Costs Debt Service Internal Service Charges Contingencies Fund 45 Police-RICO/Grants Fund $3,237,965 $8,728,490 $7,348,581 $8,416,607 Fund 46 Governmental Grants Fund $4,268,005 $13,560,380 $6,655,841 $19,461,097 Fund 47 Court Enhancement Fund Fund 48 Peterson House Endowment Fund Water/Wastewater Fund $369,347 $1,313,533 $452,618 $1,091,991 $1,845 $148,134 $148,134 $2,000 $10,876,402 $11,340,289 $10,375,068 $12,491,755 5,014,667 5,362,509 4,107,649 5,797,959 $15,891,069 $16,702,798 $14,482,717 $18,289,714 Salary and Wages Fringe Benefits Total Personnel Costs Materials and Supplies 5,966,267 5,719,869 5,719,869 5,803,163 Fees & Services 14,905,586 17,800,723 18,252,967 18,809,810 57,713 276,880 276,880 279,880 Capital Outlays 2,107,647 489,613 64,820 1,777,355 Debt Service 38,759,153 41,080,958 40,224,368 44,286,282 Internal Service Charges 8,493,521 8,281,914 8,792,459 8,184,154 Travel & Miscellaneous 4-12 City of Tempe Fiscal Year 2022/23 Annual Budget FY 2021/22 Budget 1,000,000 FY2021/22 Revised Contingencies FY 2020/21 Actual 0 0 FY 2022/23 Budget 1,000,000 Total Water/Wastewater Fund $86,180,956 $91,352,755 $87,814,080 $98,430,358 $3,616,833 $4,107,595 $3,988,380 $4,912,106 Expenditure Type Solid Waste Fund Salary and Wages Fringe Benefits Total Personnel Costs Materials and Supplies Fees & Services Travel & Miscellaneous Capital Outlays Debt Service Internal Service Charges Contingencies Total Solid Waste Fund 1,819,767 2,193,054 1,649,293 2,274,300 $5,436,600 $6,300,649 $5,637,673 $7,186,406 393,657 595,483 595,483 595,955 4,263,840 4,388,343 4,408,343 4,417,789 7,582 19,241 19,241 15,741 106533 4,343,836 910,942 7,091,134 0 0 0 0 5,633,324 6,078,923 7,511,008 6,775,435 0 500,000 0 500,000 $15,841,536 $22,226,475 $19,082,690 $26,582,460 $1,629,533 $2,288,917 $2,155,020 $2,752,291 625,113 881,304 716,338 963,887 Emergency Medical Transport Fund Salary and Wages Fringe Benefits $2,254,646 $3,170,221 $2,871,358 $3,716,178 Materials and Supplies 316,350 553,240 360,040 555,500 Fees & Services 337,528 444,760 393,760 459,150 1710 5,500 4,300 4,500 52179 140,000 60,500 572,277 0 0 0 0 395,422 406,096 431,026 508,672 0 150,000 0 150,000 $3,357,835 $4,869,817 $4,120,984 $5,966,277 Salary and Wages $357,119 $391,109 $388,751 $409,936 Fringe Benefits 201,510 344,629 168,935 237,196 $558,629 $735,738 $557,686 $647,132 455,251 343,598 375,764 401,108 1,380,759 1,156,270 1,239,289 1,201,171 0 100 224 100 304,453 452,631 449,765 704,920 0 0 0 0 295,650 336,412 383,816 330,106 450,000 0 450,000 $2,994,742 $3,474,749 $3,006,544 $3,734,537 Enterprise $62,403,677 $95,601,090 $53,846,581 $110,832,111 Special Purpose $10,277,071 $48,994,506 $9,554,798 $47,107,307 General Purpose $25,455,744 $140,250,019 $39,938,529 $250,944,320 Total Personnel Costs Travel & Miscellaneous Capital Outlays Debt Service Internal Service Charges Contingencies Total Emergency Medical Transport Fund Golf Fund Total Personnel Costs Materials and Supplies Fees & Services Travel & Miscellaneous Capital Outlays Debt Service Internal Service Charges Contingencies Total Golf Fund Capital Projects 4-13 City of Tempe Fiscal Year 2022/23 Annual Budget Transportation FY 2020/21 Actual $20,227,960 FY 2021/22 Budget $51,085,619 FY2021/22 Revised $15,018,664 FY 2022/23 Budget $52,207,445 Total Capital Projects $118,364,452 $335,931,234 $118,358,572 $461,091,183 Health $31,387,575 $27,190,449 $34,646,655 $38,359,969 Risk Management $3,469,562 $5,547,324 $7,492,765 $6,852,429 $2,301,850 $1,962,186 $2,013,063 $3,147,186 $593,601,175 $1,282,413,709 $997,096,387 $1,126,893,520 Expenditure Type Internal Service Funds Worker's Compensation Total Operating Expenditures – All Funds Note: The amounts noted above do not include interfund transfers. While a component of the total financial program, they are not classified as expenditures as part of this presentation. 4-14 City of Tempe Fiscal Year 2022/23 Annual Budget Fund Summary The table below provides the fund balance summary for each of the City’s major and nonmajor governmental funds for fiscal year 2022/23. Changes in beginning and ending fund balance greater or less than 10% are summarized below the table. Fund General (Unassigned) Special Revenue: HURF CDBG/Section 8 Arts & Culture Transit Restricted Revenue /Grants/Donation Debt Service Enterprise: Golf Solid Waste Water/Wastewater Emergency Medical Transport Internal Service (Risk) Health Risk Worker’s Compensation Interfund Transfer Estimated Fund Balance 06/30/2022 $142,165,547 Revenue $280,873,598 12,107,006 484,846 6,543,049 73,211,720 15,173,165 47,221,789 12,316,542 66,689,039 Total Financial Resources Expenditures $423,039,145 $272,404,675 27,280,171 47,706,635 18,859,591 139,900,759 14,811,264 47,221,789 11,701,935 66,584,663 In (Out) $84,640 ($21,102,469) Estimated Fund Balance 06/30/2023 $129,616,641 1,500,000 (2,554,547) 250,000 (1,419,500) (6,446,941) 11,414,360 484,846 5,988,156 66,869,155 (8.8%) (5.7%) 0.0% (8.5%) (8.7%) 0.0% 10,891,611 35,158,518 46,050,129 35,158,518 2,221,118 37,758,082 39,979,200 34,846,277 6,069,863 (8,249,379) 2,953,407 33.0% (57,719) 7,281,904 95,091,244 3,571,659 21,008,724 91,225,959 3,513,940 28,290,628 186,317,203 3,734,537 26,582,460 98,430,358 74,000 939,826 5,552,867 (242,450) (223,024) (15,652,022) (389,047) 2,424,970 77,787,690 (574.0%) (66.7%) (18.2%) 2,654,465 5,617,446 8,271,911 5,966,277 (63,890) 2,241,744 (15.5%) 14,064,193 1,530,666 38,825,116 4,852,429 52,889,309 6,383,095 38,359,969 6,852,429 14,529,340 (469,334) 266,248 3,170,477 3,436,725 3,147,186 289,539 3.3% (130.7%) 8.7% TOTAL OPERATING $368,455,898 $663,462,543 $1,031,918,441 $665,802,337 Capital Improvements Blended Component Unit: Community Facilities District 115,088,259 343,212,235 324,481,895 461,091,183 GRAND TOTAL 10,891,611 % Change in Fund Balance $14,471,196 ($55,954,222) $277,298,907 38,604,063 35,813,374 (68.9%) $483,544,157 $1,006,674,778 $1,356,400,336 $1,126,893,520 $55,954,222 ($55,954,222) $360,446,452 (25.5%) 2,878,963 Variance Explanations: The City strives to maintain fund balances within the defined ranges per the City’s adopted fund balance policy. The decreases in fund balances reflect planned drawdowns to address projected budget shortfalls between revenues and expenditures: Debt Service: The 33.0% increase in ending fund balance reflects a projected slight increase in the overall fund balance in this fund. Future debt service payments will be scheduled so that the fund balance does not exceed more that 10% of the current fiscal year principal and interest payments, per State statutory requirements. Golf: the 574.0% decrease in ending fund balance reflects expenditures that exceed anticipated revenue. However, the budgeted expenditure amount includes $450,000 in contingency appropriation. It is not anticipated that this appropriation would be utilized. Excluding the contingency appropriation, the Golf Fund is anticipated to end FY 2022/23 with a slight surplus. Solid Waste: The 66.7% decrease in ending fund balance reflects a planned draw down of fund balance. Increased expenses are due to replacement of trucks and equipment that have reached the end of their useful life. Emergency Medical Transport: The 15.5% decrease in fund balance reflects the planned drawdown of fund balance due to expansion of the ambulance program to include additional ambulance companies. Risk: The 130.7% decrease in fund balance is based on the assumption that the $2 million in risk contingency would be spent in the fiscal year. Without utilization of this contingency, there would be no change in the fund balance. Capital Improvements: The 68.9% decrease in fund balance reflects the utilization of cash or pay-as-you go funds for several of the capital programs. 4-15 City of Tempe Fiscal Year 2022/23 Annual Budget Governmental Funds: Ten-Year Fund Balance Trends General Fund Unassigned Fund Balance Millions $160.0 $140.0 $120.0 $100.0 $80.0 $60.0 74.4 78.8 80.6 64.2 $40.0 52.8 $20.0 $0.0 2013 2014 2015 2016 2017 140.1 95.4 101.0 115.9 125.2 2018 2019 2020 2021 2022 Est. Fiscal Year Ending June 30 Over the ten-year period, unassigned fund balances in the General Fund have been maintained within or have exceeded the policy guideline of 20-30% of revenue. At FYE 2022, the estimated General Fund unassigned fund balance of $125.2 was above the 20-30% policy threshold with a planned measured spend-down over the next several years. Special Revenue Funds: Ten-Year Fund Balance Trends Millions $20.0 Arts & Cultural/ Performing Arts Fund Committed Fund Balance $15.0 $10.0 $5.0 1.5 0.7 $0.0 ($5.0) 0.1 (0.5) 0.6 1.5 4.5 4.5 (1.1) (0.8) With the final payment of the fund’s debt obligation for the original construction of the Tempe Center for the Arts in FY 2019/20, it is projected that the fund will experience an annual surplus that will sustain operations and build the fund balance reserves. 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 Est. Fiscal Year Ending June 30 Highway User Revenue Restricted Fund Balance Millions $20.0 $15.0 $10.0 $5.0 8.1 8.3 7.5 9.2 11.0 10.4 9.2 8.1 4.6 6.1 $0.0 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 Est. Fiscal Year Ending June 30 4-16 Planned drawdowns used to fund street infrastructure projects have contributed to the inconsistent trend in fund balances. The primary revenue source for this fund is the state shared highway user revenue fund. Expenditures in this fund are for both operating and pay-as-you-go or cash funded CIP projects. Fund balance is projected to stay within policy for future years. City of Tempe Fiscal Year 2022/23 Annual Budget Enterprise Funds: Ten-Year Fund Balance Trends Water/Wastewater Fund Unreserved Fund Balance Millions $100.0 $80.0 87.8 $60.0 $40.0 65.2 67.3 69.3 71.9 95.1 93.5 76.7 84.0 54.0 $20.0 $0.0 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 Est. Fiscal Year Ending June 30 Planned rate increases approved as part of a longterm strategy gradually spends down the fund balance to the policy level. The targeted balance is an unrestricted fund balance reserve of no less than 25% of current year operating revenue, plus 2% of the gross book value of tangible assets. Solid Waste Fund Unreserved Fund Balance Millions $8.0 2.2 $6.0 $2.0 $0.0 5.6 3.0 $4.0 2.7 2.3 2013 2014 3.9 3.8 3.0 3.6 1.1 2015 2016 2017 2018 2019 2020 2021 Annual rate increases along with operational efficiencies have stabilized the fund with the fund balance projected to remain within or near policy for future years. The fund conducts periodic comprehensive rate studies to ensure the stability of the fund. 2022 Est. Fiscal Year Ending June 30 Golf Fund Unreserved Fund Balance Millions 2013 2014 2015 2016 2017 $0.0 ($0.5) ($1.0) ($1.5) ($2.0) (0.4) (0.7) (0.7) 2018 2019 2020 2021 2022 Est. (0.2) (0.5) (0.6) (0.7) (1.2) (1.5) (1.5) Fiscal Year Ending June 30 4-17 Revenues for FY 2021/22 exceeded expectations resulting in a reduction in the negative fund balance. The courses operate under a business model involving the payment of a management fee by a private vendor for golf operations that is anticipated to achieve financial sustainability on a long-term basis. City of Tempe Fiscal Year 2022/23 Annual Budget Millions $3.0 Emergency Medical Transport Fund Unreserved Fund Balance 2.3 1.7 $2.0 1.9 1.2 $1.0 $0.0 0.0 0.0 0.0 0.0 0.0 (0.4) ($1.0) 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 Est. Fiscal Year Ending June 30 4-18 Operations began in FY 2018/19 and the fund has been able to generate operating surpluses. it is anticipated that the fund will continue to generate operating surpluses as it expands operations to place additional ambulance companies into service. City of Tempe Fiscal Year 2022/23 Annual Budget Comprehensive Financial Plan Overview Introduction The Comprehensive Financial Plan, first published in March 1991, is a vital component of Tempe’s financial management strategy. Its purpose is to provide a five-year perspective on the financial condition of the City’s major appropriated funds. It provides a long-range context for the City Council to use in making budgetary decisions for the upcoming fiscal year. Financial forecast models are utilized to examine the City's appropriated operating funds and their underlying revenue and expenditure structures. These forecast models are presented along with trends, forecasts, and fund balances for each of the funds. It should be noted that the forecast models presented herein were presented to the City Council in February 2022 and provided five-year perspectives that were representative of the City’s projected financial position at that time, based on policies in place at that time. The FY 2022/23 adopted operating budget was formulated using this forecast as a starting point. The Comprehensive Financial Plan covers all major operating funds, including: Governmental Funds Enterprise Funds ⋅ ⋅ ⋅ ⋅ ⋅ ⋅ ⋅ ⋅ General Fund Transit Fund Transportation Fund Arts & Cultural Fund (formerly Performing Arts Fund) Water/Wastewater Fund Solid Waste Fund Golf Fund Emergency Medical Transportation An overview and highlights of the February 2022 forecast for each of the major operating funds are provided on pages 4-25 to 4-33. Forecast Methodology Forecasting used in this report refers to the estimating of the future values of revenue and expenditures. It provides an estimate of how much revenue will be available, and the resources required to sustain current service levels and programs over the forecast period, along with an understanding of how the total financial program will be affected by the demographic and economic factors driving these forecasts. The value of forecasting lies in estimating whether given assumptions about local financial policies and economic trends, the City will have sufficient resources to meet the requirements of ongoing, planned, or mandated programs. Forecast models also provide a planning tool for capital projects and/or determining whether bonded indebtedness will be required for capital funding. In short, forecasting provides an estimate of the financial flexibility of the City, as well as insight into tax, revenue, and service options the Council must address. Our forecasting methodology reflects a combination of internal analysis and locally generated consensus forecasts covering such factors as population growth, retail sales, and inflation. Specifically, for the revenue forecasts, we begin with models that include prior year actual collections and project the balance of the current fiscal year based on prior year patterns. For the remaining years of the revenue forecast, we look to external forecasts for guidance on economic trends. Principal among these external sources is participation as a sponsor of the Forecasting Project developed by the University of Arizona Eller College of Economic and Business Research Center in Tucson, Arizona. Another key external source is the State Finance Advisory Committee (FAC), which provides a forecast of major state revenue sources on a quarterly basis. Typically, these forecasts cover the state or the Phoenix metropolitan area, so adjustments to reflect unique conditions in Tempe are sometimes necessary. In general, we seek to match revenue sources with the economic and/or demographic variables that most directly affect year-to-year changes in those revenues. For example, revenue such as the City Sales Tax will reflect consensus forecasts related to disposable income growth or retail sales. Other revenues, such as those from recreation services, are linked to Tempe’s expected population growth. By identifying and utilizing as many revenue-related variables as possible in our forecast, we hope to minimize the risks of overstating or understating revenue that could arise from using only a few variables to forecast all revenue sources. 4-19 City of Tempe Fiscal Year 2022/23 Annual Budget An additional approach has been incorporated into the forecasting models to improve the accuracy of revenue projections. Regression analysis has been used in revenue forecasting models for quite some time – plotting past revenue to develop patterns predictive of future revenue. The regression analysis is now being strengthened by analyzing the bias in the underlying economic data used in the models by comparing past revenue predictions with actual outcomes and adjusting our projections based on acceptable risk of deviation. The result is a more risk-aware, bias adjusted forecast, more indicative of future revenue. Expenditure growth is most closely linked to three major factors in our models: 1) inflation (including general inflation, fuel and utility inflation, market adjustments to salaries, and changes in benefits costs), 2) salary growth rates, and 3) employee pension contribution rates and health insurance premiums. As with our revenue forecasts, we consider consensus forecasts related to general inflation (particularly the trends projected). For certain expenditure categories (such as fuel and utilities), we apply inflation factors that reflect the historical rate of price inflation in these categories relative to overall inflation. Amounts for new programs and/or program expansions are assumed to be constant over the forecast period (the same amount is added to each year of the forecast). 4-20 City of Tempe Fiscal Year 2022/23 Annual Budget Major Revenue Assumptions Our general approach to forecasting is to apply a conservative philosophy that does not overstate revenue nor understate expenditures. We recognize that economic forecasting is not an exact science and at times relies upon professional judgment to optimize the accuracy of revenues or expenditures. We attempt to identify as many factors as possible that may contribute to changes in revenue and expenditures. The City’s revenues are affected by many unique elements that respond to a variety of external factors such as population growth, development, inflation, and interest rates. The following provides our assumptions relating to major revenues and expenditures. Tempe Taxable Sales Taxable sales in Tempe have continued their upward trend as a result in both base growth as well as the addition of new businesses. As the graph below shows, estimated taxable sales in FY 2021/22 were an estimated $11.4 billion, 50.5% higher than the level seen at in FY 2012/13 as Tempe continues to move from a COVID-19 pandemic environment. Tempe Taxable Sales 12.0 $ Billions 10.0 8.0 6.0 4.0 6.5 6.8 7.7 7.7 8.1 8.6 9.0 9.2 9.7 11.4 Taxable sales growth has an impact on many funds, as the General Fund, Transit Fund, and Performing Arts Fund, each receive their primary revenue from this source. The primary categories of taxable sales (based on FY 2021/22 estimates) are retail (55.3%), real and personal rentals (17.4%), restaurants (7.7%), and contracting (5.7%). 2.0 0.0 Overall taxable sales were expected to increase in FY 2022/23 based on the February 2022 forecast. In FY 2022/23 and beyond, taxable sales are expected to resume steady growth. Population Following the strong population growth period of the late 1970s (5.3%) and the 1980s (2.8%), Tempe has experienced mostly steady but slower growth. Since the City is landlocked with other municipal jurisdictions on all four borders, population in Tempe is assumed to increase by 2.0% per year over the forecast period. Population is important in the forecasting models for two main reasons. First, it is used to determine growth in revenues from recreation, social services, and criminal justice programs. Second, and of perhaps even greater importance, is the role that population plays in state shared revenue calculations. Tempe Population 200 $ Thousands 175 150 125 181 176 162 166 159 154 142 107 64 Statewide population growth is assumed to average 1.4% per year over 100 the next five years. The disparity between growth in local and state 75 populations is significant since several major revenue categories are 50 25 dependent upon Tempe’s population as a percentage of the state. For 0 example, if the populations of other municipalities in the state continue to grow at a faster rate than Tempe’s population, Tempe’s relative share of state shared revenue decreases. New legislation passed in 2016 allows cities and towns to update their population figures annually using the U.S. Census Bureau’s estimate instead of having to conduct a costly mid-decade census or wait for their decennial census number. The 2020 census showed decreases in populations for many Arizona cities and towns. In FY 2022/23, Tempe’s population is estimated to be 184,118, down from 195,805 that was projected prior to the official 2020 decennial census results that reduced the population to 180,587. State Revenues As the base for state shared revenues, state income and sales taxes are also important to City revenues. The forecast is for continued state sales tax revenue growth consistent with projections from the Finance Advisory Committee (FAC). State revenue sharing laws are important, including future rate cuts and changes to the revenue sharing formula. Recent changes to the State’s income tax rate will reduce overall income tax revenues and would have reduced the amount the City received from the shared pool of income tax distributed to incorporated cities and towns in 4-21 City of Tempe Fiscal Year 2022/23 Annual Budget the state. However, a change in the percent of shared income tax revenue from 15% to 18% is anticipated to offset the decrease in income tax revenues. It is impossible to predict the actions of future Legislatures, and therefore the forecast assumes status quo regarding future state shared revenue formulae. Development/Redevelopment Despite being a landlocked city, new housing and commercial starts have recently been a strong driver of revenue activity in the Building and Trades category. The regional single-family housing market has been strong and construction in Tempe has been focused on multi-family housing, commercial, and hotel activities. This activity was correlated with the same economic forces driving the regional housing bubble. Building Permit Valuation $ Millions 1,000.0 639.2 506.1 791.8 815.6 440.6 607.8 709.2 200.0 Assessed Valuation 608.1 600.0 400.0 858.6 800.0 178.3 Beginning in FY 2012/13, construction activity began to rise from its low point in the prior recession and rebounded through FY 2014/15. A further spike happened due to the large volume of the Mariana Heights development through FY 2018/19. The forecast assumes a reduction in construction activity to a more normal level, though activity is expected to remain steady. 0.0 Arizona public finance statutes provide for two different property tax bases, distinguished by both their allowable use as well as the extent to which they can grow in successive years. The first is the primary, which is the base used for financing current government operating expenditures in the General Fund. This portion of the property tax is limited in the extent to which the levy can grow each year to a level of 2.0% plus new construction. The other property tax base is the secondary, which is used to generate revenue to pay annual debt service for the City’s general governmental bonded debt. During the period from FY 1996/97 through FY 2006/07, Tempe’s secondary assessed value growth was 8.0% on average. Starting in FY 2015/16, Proposition 117 requires the use of the Limited Property Value (LPV) in levying both primary and secondary property taxes. Based on information from the Maricopa County Assessor’s Office, secondary valuations are projected to increase by 5.1% overall in FY 2022/23, and experience modest growth thereafter. The City has adopted a property tax stabilization policy that limits overall growth in the total property tax levy to CPI, capped at 3.3%, plus new construction. This policy has provided a reliable and predictable property tax revenue base and stable property tax bills for the City’s residents and property owners. Interest Rates/Cash Balances Interest revenue is expected to be minimal in most funds, the result of reduced invested funds balances and low short-term interest rates. Economic Outlook Following the mild recession in 2001 to 2002, both the local and state economies enjoyed a prolonged robust period. The Phoenix metropolitan area was a national leader in population and job growth, factors that undoubtedly benefited Tempe. That trend reversed sharply in FY 2008/09 as the economic recession gripped the state and local economies. Adverse impacts on revenues were substantial; however, the years after the Great Recessions have been the longest expansionary period on record. Although the state and local economy experienced significant reductions in revenues in the spring of 2020 due to the economic impacts of the COVID-19 pandemic, the City has continued to experience modest growth in taxable sales and overall revenues. The short-term outlook is somewhat uncertain with risks coming from labor shortages, supply chain issues, and inflation, but seems most likely to include modest growth over the course of FY 2022/23, with a return to normal growth thereafter. 4-22 City of Tempe Fiscal Year 2022/23 Annual Budget Major Expenditure Assumptions The following major expenditure assumptions drive the expenditure forecasts for all major operating funds. Other fund-specific assumptions are detailed within the individual fund discussions. Personnel Costs Current, long-term memoranda of understanding with our four employee groups have stabilized forecasted personnel cost increases, with fair and steady salary increases projected over the forecast period. For the rest of the forecast period, annual increases for personnel costs are assumed to stay between 3.0% and 8.0% with the largest increase in FY 2022/23 as the City provided for a 3% cost-of-living increase along with pay step/range movement. In addition, the Police and Fire sworn employees were provided significant increases in their pay step plans starting in FY 2022/23. Personnel costs represent the total amount of the compensation given to employees, not just salary and wages. Fringe Benefits Health insurance costs are forecasted to increase for the next five years. Growth of approximately 7.8% per year is assumed for active employees throughout the forecast. Retiree health care costs are assumed to increase sharply in FY 2021/22 as the health care plan premiums increased much more than expected. Other Postemployment Benefits (OPEB) A recent decision by the Governmental Accounting Standards Board (GASB) requires government employers to disclose the cost of OPEB over the active life of the benefiting employees (GASB Statement No. 45). The City of Tempe’s liability arises from retiree healthcare subsidies. The forecast assumes full funding of the OPEB actuarially required contributions. Retirement Contributions City of Tempe employees are covered by one of four public retirement systems, depending on job type. The annual employer’s portion of the contribution rates differ by retirement system. The four retirement systems and their anticipated rates are as follows: Arizona State Retirement System Public Safety Retirement - Fire Public Safety Retirement - Police Elected Officials Retirement FY 22/23 12.17% 14.94% 14.80% 70.42% FY 23/24 12.32% 15.13% 15.11% 70.42% FY 24/25 12.45% 15.33% 15.43% 70.42% FY 25/26 12.28% 15.53% 15.76% 70.42% After the February 2021 forecast, Tempe decided to pay off their unfunded liabilities for both their Police and Fire public safety retirement systems using $343.0 million in bond proceeds. In the current low interest rate environment, Tempe expects to save tens of millions by paying borrowing costs, as opposed to trying to keep up with the retirement systems’ investment gains on the unfunded liability. Employer contribution rates for the public safety retirement system are expected fall in the range of 7.65% to 11.65% depending on their hire date. Usually, rates are grown during the forecast period based on information provided from the respective retirement system governing board, as each rate is dependent on the investment decisions of the relevant retirement system as well as the compensation and retirement policies for the system members. The respective systems only publish a formal rate for one year in advance; therefore, these projections represent merely the best guess based on available information. Inflation General inflation is expected to remain around 2.3% over the five years of the forecast. Electricity inflation is expected to increase by approximately 3.3% annually through the forecast period, and motor fuel inflation is expected to drop in FY 2022/23 by (2.1%) from a sharp 10.5% increase in FY 2021/22. Limits on Discretionary Budget Increases Increases in discretionary spending are accomplished via an operating budget supplemental process. For this budget forecast, assumptions about recurring and non-recurring supplementals are included in the General Fund forecast model to facilitate discussion with City Council. The actual amount of approved supplementals is determined during the formal budget adoption process. Capital Improvements Program Operating Budget Impacts An important aspect of the City’s Capital Improvements Program is the identification of operating budget impacts associated with capital projects. Since long-range planning takes place prior to the adoption of the Capital Budget, future impacts of new programs are not included. However, operating impacts for projects approved in prior years’ Capital Budgets are included in the out-years of the forecast. 4-23 City of Tempe Fiscal Year 2022/23 Annual Budget General Fund Forecast Discussion Local taxes, including sales taxes, bed taxes, and property taxes are the primary revenue source for the General Fund, constituting 60.5% of FY 2022/23 revenue in the February forecast. We anticipate moderate growth in taxable sales and other revenue sources. Economic conditions in the almost 12 months since the COVID-19 pandemic began have varied widely and have been impacted significantly by Federal policies, including CARES Act funds, taxpayer stimulus payments and temporary unemployment benefit increases. Local taxes are anticipated to have moderate growth throughout the remainder of the forecast period. The next largest source of General Fund revenue is intergovernmental, which is comprised of state sales, income, and vehicle license taxes. The February forecast called for this category to contribute 25.4% of revenue in FY 2022/23 and continue at this average percentage throughout the forecast period. From an expenditure perspective, employee compensation and benefit costs have traditionally been the largest component of expenditures, representing 69.2% of the projected total in FY 2022/23. Health care costs for employees are anticipated to increase by 8.0% in FY 2022/23 and grow by approximately 8.0% per year thereafter. Retiree health care costs are expected to increase every year of the forecast, for an average increase of 11.3% for each year. To maintain a stable budget in the future, regardless of economic conditions, personnel costs will continue to be closely analyzed as salaries and benefits are the greatest expense in any service-oriented organization. Unless carefully managed, these costs could easily outpace revenue growth in the future. Based on the projected increases in revenues, programmed operating budget supplementals as well as additional cash (pay-go) funding of CIP projects have been included in the 5-year forecast starting in FY 2022/23. Fund balance is still projected to remain in policy even with these added programs and services. Unassigned Fund Balance The General Fund's unassigned fund balance is projected to be 57% of revenues at the end of FY 2020/21. The February forecast assumes a measured draw down of fund balance to be within policy level at the end of the forecast period. The fiscal policy for the General Fund is to maintain a minimum of 20.0% of revenues in the final year of the outlook. However, when the unassigned fund balance is over 30.0% a draw down is recommended. 4-24 City of Tempe Fiscal Year 2022/23 Annual Budget Thousands General Fund: Projected Revenues and Expenditures: February 17, 2022 340,000 320,000 300,000 280,000 260,000 240,000 220,000 200,000 180,000 16-17 17-18 18-19 Actual Revenues 19-20 20-21 Actual Expenditures 21-22 22-23 Projected Revenues 23-24 24-25 25-26 Projected Expenditures 16/17 17/18 18/19 19/20 20/21 Actual Actual Actual Actual Actual Projected Projected Projected Projected Projected Revenues ($000) 207,829 223,441 228,495 244,951 247,164 261,257 276,592 289,304 303,143 318,012 Expenditures ($000) 198,534 208,504 221,519 229,475 227,029 267,884 282,658 308,762 299,813 312,259 Net Operating Surplus/(Deficit) 9,295 14,937 6,975 15,476 20,135 (6,626) (6,066) (19,458) 3,330 5,754 Change to Assigned Funds (7,496) (147) (1,383) (507) 3,994 (8,261) (15,942) (5,136) (4,583) (5,068) Unassigned Fund Balance 80,575 95,365 100,958 115,926 140,055 125,168 103,160 78,566 77,313 77,999 39% 43% 44% 47% 57% 48% 37% 27% 26% 25% Unassigned Fund Balance as a % of Revenue 4-25 21/22 22/23 23/24 24/25 25/26 City of Tempe Fiscal Year 2022/23 Annual Budget Special Revenue Funds: Transit Fund Forecast Discussion The overall outlook for the Transit Fund has significantly improved due to approved service changes, Transit tax revenues that have improved faster than previously projected, and Federal funding that has offset rail and bus operating expenses. The Engineering and Transportation staff have made significant progress in reducing expenditures, implementing efficiencies, and making service changes to control expenditures. The City received a total of $37.5 million in Federal funds via Valley Metro from the Coronavirus Response and Relief Supplemental Appropriations Act (CRRSAA), CARES Act and ARPA. A portion of the funds were received in FY 2020/21 with the remaining received in FY 2021/22. These Federal funds have helped to bolster the Transit fund unassigned fund balance. The expenditure amounts in the forecast include estimated expenses for the streetcar operations, starting in the Spring of 2022. Fare revenues for both bus and rail services are forecasted to be significantly down from prepandemic levels through FY 2021/22 and are anticipated to recover by FY 2022/23. The largest operating expenses for the Transit program are the bus and rail operations that are provided through contracts with Valley Metro. The forecasted expenditures assume controlled growth in these contract amounts as staff continues to work with Valley Metro to identify possible ways to create savings with these two contracts. Currently, there are no additional planned changes in transit services. Staff will continue to monitor the longterm balancing strategies to ensure that the fund remains stable and to determine if any future adjustments may be required. Fund Balance In the February forecast, the Transit Fund forecast includes a measured spend-down of fund balance in conjunction with planned expenditure reductions and the addition of $37.5 million in Federal funds have helped to bolster the fund balance to allow sufficient time to develop a multi-year process to address the long-term structural health of the Transit fund. The unassigned fund balance is projected to remain in policy (25% of current-year operating revenues) through-out the forecast period. Thousands Transit Fund: Projected Revenues and Expenditures: February 17, 2022 85,000 75,000 65,000 55,000 45,000 35,000 16-17 17-18 18-19 Actual Revenues 19-20 20-21 Actual Expenditures 21-22 22-23 Projected Revenues 23-24 24-25 25-26 Projected Expenditures 16/17 Actual 17/18 Actual 18/19 Actual 19/20 Actual 20/21 Actual Revenues ($000) 61,825 61,947 63,660 69,776 58,621 Expenditures ($000) 56,834 66,299 69,206 70,070 43,044 41,739 Net Operating Surplus/(Deficit) 4,991 (4,351) (5,547) (294) 15,577 20,388 Change to Assigned Funds 1,800 (6,264) 3,995 560 (489) - - - - - Unassigned Fund Balance 58,089 47,474 45,922 46,188 61,276 81,664 79,056 77,001 77,513 79,194 94% 77% 72% 66% 105% 131% 121% 112% 107% 104% Unassigned Fund Balance as a % of Revenue 4-26 21/22 22/23 23/24 Projected Projected Projected 62,127 24/25 Projected 25/26 Projected 68,764 72,372 76,191 68,036 70,819 71,860 74,510 (2,608) (2,055) 512 1,681 65,428 City of Tempe Fiscal Year 2022/23 Annual Budget Arts and Cultural (formerly Performing Arts) Fund Forecast Discussion The Arts and Culture Special Revenue Fund (formerly Performing Arts Fund) is stable with revenue collections from the Arts & Culture Tax anticipated to grow throughout the forecast period. Facility and programming revenue is anticipated to remain lower than pre-pandemic levels for the current fiscal year (FY 2021/22) and next fiscal year (FY 2022/23) as patrons adjust to a post-pandemic entertainment environment. The forecast includes the annual debt service payment on revenue obligation bonds that were issued in August 2021 to fund the repairs needed on the Tempe Center for the Arts roof. Future planned expanded programs and services, as outlined in the Tempe Arts and Culture Plan, are not included in the forecast. Expanded programs and services will be requested via the annual budget process and, if approved, will be reflected in future forecasts. Fund Balance Based on projected modest increases in the Arts and Culture tax revenue, fund balance is projected to be 52% of revenues, significantly higher than the 10% fund balance policy. While this fund balance is quite high, the strategy is to preserve fund balance until the effects of the COVID-19 pandemic are more predictable. The nature of the pandemic has been particularly severe for live indoor performances and exhibits. Thousands Performing Arts/Arts & Culture Fund: Projected Revenues and Expenditures: February 17, 2022 15,000 13,000 11,000 9,000 7,000 5,000 3,000 16-17 17-18 18-19 Actual Revenues 19-20 20-21 21-22 Actual Expenditures 22-23 23-24 Projected Revenues 24-25 25-26 Projected Expenditures 16/17 Actual 17/18 Actual 18/19 Actual 19/20 Actual Revenues ($000) 9,315 9,607 9,846 9,666 9,761 11,457 12,394 13,100 13,761 14,495 Expenditures ($000) 8,257 8,630 12,440 9,347 4,518 11,483 10,372 9,643 10,191 10,708 Net Operating Surplus/(Deficit) 1,058 977 (2,593) 319 5,242 (26) 2,022 3,457 3,569 3,786 (8) (44) 3 (6) 11 Ending Fund Balance 586 1,519 (1,071) (758) 4,495 4,469 6,492 9,949 13,518 17,305 Fund Balance as a % of Revenue 6% 16% -11% -8% 46% 39% 52% 76% 98% 119% Change to Assigned Funds 20/21 * 21/22 22/23 23/24 24/25 25/26 Actual Projected Projected Projected Projected Projected * - On 12/31/20 the Performing Arts Tax, which provides revenue to Fund 36000 - Performing Arts, will end. On 1/1/2021, the Arts & Culture Tax, which will provide revenue to Fund 37 - Arts & Culture, will begin. The majority of the facilities, programs and activities funded by these two taxes overlap, so they are presented in a single financial forecast. 4-27 City of Tempe Fiscal Year 2022/23 Annual Budget Transportation (HURF) Fund Forecast Discussion The Transportation Fund receives a majority of its funding from the distribution of state-shared Highway User Revenue Funds (HURF). Revenue projections over the forecast period are higher than the November forecast based on the latest forecast projections from the Arizona Department of Transportation (ADOT) and projections from year-to-date activity. HURF monies are currently utilized to fund a portion of the streets CIP projects as well as street related operating expenses. Future HURF monies are subject to pending legislation that may increase or decrease the amount of HURF funds the City receives. The forecast does assume an annual transfer from the General Fund of $1.5 million per year for street repair and maintenance projects. However, the actual amount of the transfer each year will be based on the General Fund’s financial capacity and Council direction for acceleration of performance measure and the Transportation division’s capacity to complete street repair and maintenance projects. Fund Balance The forecasted increase in revenue results in a stable fund with unassigned fund balance is projected to remain above the fund balance policy (10% of revenues) through-out the forecast period. This fund balance will help to offset any reductions in the state-shared HURF revenues and fund additional CIP projects. Thousands Highway User Revenue Fund: Projected Revenues and Expenditures: February 17, 2022 20,000 18,000 16,000 14,000 12,000 10,000 16-17 17-18 18-19 Actual Revenues 19-20 20-21 Actual Expenditures 21-22 22-23 Projected Revenues 16/17 Actual 17/18 Actual 18/19 Actual 19/20 Actual 20/21 Actual Revenues ($000) 12,714 13,622 13,048 14,425 13,938 16,178 Expenditures ($000) 11,465 15,007 17,411 13,615 11,108 Net Operating Surplus/(Deficit) 1,249 (1,385) (4,363) 810 2,830 (41) (937) 818 710 253 10,434 8,112 4,567 6,088 82% 60% 35% 42% Change to Assigned Funds Ending Fund Balance Fund Balance as a % of Revenue 4-28 23-24 24-25 25-26 Projected Expenditures 21/22 22/23 Projected Projected 23/24 Projected 24/25 Projected 25/26 Projected 16,665 17,248 17,869 18,495 13,831 14,705 17,448 16,988 17,059 2,347 1,960 (200) 881 1,436 9,170 11,517 13,477 13,277 14,158 15,594 66% 71% 81% 77% 79% 84% City of Tempe Fiscal Year 2022/23 Annual Budget Enterprise Funds: Water/Wastewater Fund Forecast Discussion Nearly all revenue to the Water/Wastewater Fund is from User Charges for water and sewer services, which account for over 90% of the fund revenue. Since the number of customer accounts grows at a very slow pace due to a stable population, the primary mechanism to enhance revenue for the enterprise fund is rate increases. The forecast assumes that rates will be increased in future years as necessary to keep revenues in line with expenses. The largest expense of the fund is Debt Service, representing 42.4% of expenses in FY 2022/23 in the February forecast as bonds are issued to cover expenses related to improvements to the aging water and wastewater infrastructure. A comprehensive rate study was recently completed that recommends no wastewater increases and annual water rate increases. Unrestricted Fund Balance The Water/Wastewater Fund was projected to experience operating deficits through the end of the forecast period in February. The forecast assumes a planned draw down of the unassigned fund balance in a sustainable manner, that includes increased pay-as-you go (cash) funding of CIP projects. The measured draw down of the fund balance should reach 65.0% of revenue in FY 2025/26. Thousands Water / Wastewater Fund: Projected Revenues and Expenditures: February 17, 2022 105,000 100,000 95,000 90,000 85,000 80,000 75,000 15-16 16-17 17-18 Actual Revenues 18-19 20-21 19-20 Actual Expenditures 21-22 22-23 Projected Revenues 24-25 23-24 25-26 Projected Expenditures 16/17 Actual 17/18 Actual 18/19 Actual 19/20 Actual 20/21 Actual 21/22 22/23 Projected Projected 23/24 Projected 24/25 Projected 25/26 Projected Revenues ($000) 85,049 87,014 86,038 86,351 91,171 89,962 90,926 95,637 99,132 102,447 Expenditures ($000) 83,248 84,462 87,003 81,176 94,842 Net Operating Surplus/(Deficit) 1,801 2,552 (965) 5,175 (3,670) 99,423 100,591 100,391 101,349 103,331 (9,461) (9,665) (4,754) (2,217) (884) Change to Assigned Funds 788 2,258 12,037 2,145 2,056 - - - - - Unassigned Fund Balance 71,915 76,725 87,797 95,117 93,503 84,042 74,377 69,622 67,405 66,521 85% 88% 102% 110% 103% 93% 82% 73% 68% 65% Unassigned Fund Balance as a % of Revenue 4-29 City of Tempe Fiscal Year 2022/23 Annual Budget Solid Waste Fund Forecast Discussion Nearly all revenue to the Solid Waste Fund is from User Charges for solid waste services, which account for over 90% of fund revenue. Since the number of customer accounts grows at a very slow pace due to a stable population, the primary mechanism to enhance revenue for the enterprise fund is rate increases. Recent legislative action has increased competition from the private sector for commercial clients. The approved solid waste rate increases effective in 2022 as well as future planned rate increases, have stabilized the fund. The Municipal Utilities Department Solid Waste Section closely monitors its commercial operations and will continue efforts to retain current customers and attract new customers, while improving customer service and operational efficiency. The primary drivers of fund expenses are Personnel Costs and fees and services. Tempe does not own its landfill, the primary component of fees and services, and landfill tipping charges are expected to grow at the rate of inflation over the next four years. Unrestricted Fund Balance In the February forecast, the fund balance as a percentage of current year revenue was projected to be 13.0% at the end of the forecast period (FY 2025/26) with the rise in landfill fees, and the downward pressure in revenue. The unassigned fund balance is projected to remain within or near policy (15.0% of revenues) throughout the forecast period. Thousands Solid Waste Fund: Projected Revenues and Expenditures: February 17, 2022 25,000 23,000 21,000 19,000 17,000 15,000 16-17 17-18 18-19 Actual Revenues 19-20 20-21 21-22 Actual Expenditures 22-23 Projected Revenues 16/17 Actual 17/18 Actual 18/19 Actual 19/20 Actual 20/21 Actual Revenues ($000) 16,572 16,936 17,916 18,949 19,910 20,850 Expenditures ($000) 16,590 16,894 17,269 18,926 16,264 Net Operating Surplus/(Deficit) (18) 43 647 23 3,646 Change to Assigned Funds 309 (1,940) 1,978 82 (1,915) 3,039 1,142 3,768 3,873 18% 7% 21% 20% Ending Fund Balance Fund Balance as a % of Revenue 23-24 4-30 24-25 25-26 Projected Expenditures 21/22 22/23 Projected Projected 23/24 Projected 24/25 Projected 25/26 Projected 20,937 21,525 22,167 22,812 22,847 21,274 21,414 22,730 22,554 (1,997) (337) 111 (562) 258 5,603 3,606 3,269 3,380 2,817 3,075 28% 17% 16% 16% 13% 13% City of Tempe Fiscal Year 2022/23 Annual Budget Golf Fund Forecast Discussion The largest components of Golf Fund revenue are Greens Fees, which contribute 88.2% of revenue in FY 2022/23 in the February forecast. Despite the COVID-19 pandemic, estimated revenues sharply increased for FY 2020/21 and have continued to outpace prior revenue collections. Revenues are then projected to experience modest growth, starting in FY 2023/24, due to anticipated increased rounds of play and projected modest rate increases. Beginning with FY 2019/20, capital projects for the courses and buildings on the courses are funded with bond funds, repaid with secondary property taxes. The capital projects for buildings would include the same types of asset management projects to replace and renovate building systems and equipment as those managed by Facilities Maintenance at all other municipal buildings. This will help to stabilize the Golf Fund by providing a funding source for deferred capital maintenance that has not been able to be funded with golf user revenue. Unrestricted Fund Balance The Golf Fund is projected to begin to maintain modest surpluses starting in FY 2021/22 assuming increases in green fees revenue and conservative growth in rounds. At the end of the forecast period, the Golf Fund was estimated to have a fund balance equivalent to 54.0% of current year revenues. Thousands Golf Fund: Projected Revenues and Expenditures: February 17, 2022 4,500 4,000 3,500 3,000 2,500 2,000 16-17 17-18 18-19 19-20 20-21 21-22 Actual Expenditures Actual Revenues 22-23 Projected Revenues 16/17 Actual 17/18 Actual 18/19 Actual 19/20 Actual 20/21 Actual Revenues ($000) 2,401 2,469 2,845 2,829 3,978 3,932 Expenditures ($000) 2,825 2,631 3,463 2,733 2,972 Net Operating Surplus/(Deficit) (424) (162) (617) 96 1,006 Change to Assigned Funds 342 (378) 316 (97) (245) Ending Fund Balance (613) (1,153) (1,454) (1,455) Fund Balance as a % of Revenue -26% -47% -51% -51% 4-31 23-24 25-26 24-25 Projected Expenditures 21/22 22/23 Projected Projected 23/24 Projected 24/25 Projected 25/26 Projected 3,645 3,789 3,943 4,107 3,476 3,208 3,227 3,289 3,301 456 436 562 654 806 (694) (238) 198 760 1,414 2,220 -17% -6% 5% 20% 36% 54% City of Tempe Fiscal Year 2022/23 Annual Budget Emergency Medical Transportation Fund Forecast Discussion The newly established Emergency Medical Transportation Fund includes four ambulances in service with the addition of a 5th and 6th ambulance companies in February 2022. The largest component of Emergency Medical Transportation Fund revenue is Ambulance Services, which contribute almost 100% of the revenue in the FY 2022/23 February forecast. Expenses are mainly due to personnel costs, which were 69.4% of total expenditures in the February forecast. Unrestricted Fund Balance The fund was expected to experience a slight deficit in FY 2021/22 as capital investments are made and then maintain operating surpluses over the remainder of the forecast period. The fund balance is expected to be at 37.0% of current year revenues, or $2.9 million, in FY 2025/26. Thousands Emergency Medical Transport Fund: Projected Revenues and Expenditures: February 17, 2022 7,000 6,000 5,000 4,000 3,000 2,000 1,000 16-17 17-18 18-19 Actual Revenues 19-20 20-21 21-22 Actual Expenditures 22-23 23-24 Projected Revenues 24-25 25-26 Projected Expenditures 16/17 17/18 18/19 19/20 20/21 21/22 22/23 23/24 24/25 25/26 Actual Actual Actual Actual Actual Projected Projected Projected Projected Projected Revenues ($000) - 1,808 3,737 4,510 4,302 4,548 5,347 5,567 5,802 6,049 Expenditures ($000) - 1,861 3,515 3,946 3,771 4,911 5,191 5,471 5,513 5,632 Net Operating Surplus/(Deficit) - (53) 222 564 531 (363) 156 96 289 417 Change to Assigned Funds - (379) 1,390 (3) 6 1 - - - - Ending Fund Balance - (432) 1,180 1,741 2,278 1,915 2,071 2,167 2,456 2,873 -24% 32% 39% 53% 42% 39% 39% 42% 47% Fund Balance as a % of Revenue 0% 4-32 City of Tempe Fiscal Year 2022/23 Annual Budget 4-33 City of Tempe Fiscal Year 2022/23 Annual Budget Section 6: Department Information Strategic Priorities ...................................................................................................................................................................................... 6-2 Strategic Priorities and Performance Led Budgeting ................................................................................................................... 6-3 What Works Cities Certification............................................................................................................................................................ 6-9 City Organizational Chart ...................................................................................................................................................................... 6-10 Mayor and Council ......................................................................................................................................................................................6-11 City Attorney ...............................................................................................................................................................................................6-12 City Clerk ..................................................................................................................................................................................................... 6-14 City Court .....................................................................................................................................................................................................6-15 City Manager ...............................................................................................................................................................................................6-17 Community Development Department ........................................................................................................................................... 6-20 Administration, Code Compliance, Neighborhood Services ............................................................................................... 6-24 Building Safety ..................................................................................................................................................................................... 6-24 Planning ....................................................................................................................................................................................................6-25 Community Services Department ......................................................................................................................................................6-26 Administration .......................................................................................................................................................................................6-32 Arts and Cultural Services .................................................................................................................................................................6-32 Library Services.....................................................................................................................................................................................6-33 Parks & Recreation ...............................................................................................................................................................................6-33 Economic Development Office .......................................................................................................................................................... 6-34 Engineering & Transportation Department ....................................................................................................................................6-37 Administration ...................................................................................................................................................................................... 6-42 Engineering ............................................................................................................................................................................................ 6-42 Transportation ...................................................................................................................................................................................... 6-42 Financial Services Department ........................................................................................................................................................... 6-43 Fire Medical Rescue Department....................................................................................................................................................... 6-47 Administrative Services .....................................................................................................................................................................6-52 Emergency Services ............................................................................................................................................................................6-52 Community Risk Reduction ..............................................................................................................................................................6-53 Human Resources Department .......................................................................................................................................................... 6-54 Human Services Department ...............................................................................................................................................................6-58 Administration ...................................................................................................................................................................................... 6-69 Education, Family & Community Support .................................................................................................................................. 6-69 Kid Zone .................................................................................................................................................................................................. 6-69 Community Partnerships & Resources ........................................................................................................................................ 6-70 Social Services ...................................................................................................................................................................................... 6-70 Housing Services ................................................................................................................................................................................. 6-70 Information Technology Department ................................................................................................................................................6-71 Internal Audit Office ................................................................................................................................................................................6-73 Municipal Budget Office........................................................................................................................................................................ 6-74 Municipal Utilities Department ............................................................................................................................................................6-76 Administration .......................................................................................................................................................................................6-82 Field Operations....................................................................................................................................................................................6-82 Water Utilities ........................................................................................................................................................................................6-82 Police Department....................................................................................................................................................................................6-83 Office of the Chief ............................................................................................................................................................................... 6-88 Investigations/Organizational Services ...................................................................................................................................... 6-88 Field Operations................................................................................................................................................................................... 6-89 Support Services.................................................................................................................................................................................. 6-89 Strategic Management and Diversity Office ................................................................................................................................. 6-90 Sustainability & Resilience Office .......................................................................................................................................................6-97 6-1 City of Tempe Fiscal Year 2022/23 Annual Budget Strategic Priorities The City Council identified strategic priorities after a series of public meetings to discuss, identify and prioritize their collective vision for the future of Tempe. The resulting five priorities provide the framework to align performance measures that support the City Council’s vision and achieve operational accountability. This means continually finding ways to transform our strategic priorities into strategies that guide the development of the budget, allocation of resources, and citywide departmental performance measures to get the most important things accomplished. These priorities and performance measures are located at: performance.temp.gov The Council’s effort to identify its priorities is supported by a citywide leadership development initiative to align cross-cutting goals and objectives with the City Council’s strategic priorities. The two efforts join to provide a way of identifying and realizing our community vision. To facilitate the process, an Office of Strategic Management and Diversity was created in FY 2015/16. The overarching intention of the office is to delineate long-range goals, formulate a cohesive strategy for each of the defined areas, and develop departmental action plans to advance the City toward those strategic priorities. The Strategic Management and Diversity Office continues to work with city departments in identifying baselines, targets, and strategies to accomplish the over 100 organizational performance measures outlined under the City’s five Strategic Priorities. The specific performance measures (goals) have been assigned to the specific department/office that is responsible for developing and implementing strategies for their attainment. Please refer to the individual department/office sections for a listing of the performance measures and the strategies for meeting the performance measure target. In addition, the office partnered with Information Technology to build an open data and performance measurement portal for increased transparency of the City’s operations. This focus on organizational performance is indicative of the City’s long-term commitment to continuous improvement of our service delivery to our residents. Tempe will further advance its ability to deliver results for residents by strengthening its performance management system and processes. 6-2 City of Tempe Fiscal Year 2022/23 Annual Budget Strategic Priorities and Performance Led Budgeting The City of Tempe has developed a performance-led budgeting process where the allocation of budget resources is tied to funding strategies that will lead to the achievement of performance measures. This data driven approach to budgeting leads to the funding of those programs and services that will help propel the city forward in achieving all its performance measures. The Strategic Management and Diversity Office continues to work with City Departments in identifying baselines, targets, and strategies to accomplish the over 100 organizational performance measures outlined under the City’s five Strategic Priorities. As Departments identify their strategies, they perform a needs assessment to determine the amount of resources required to achieve their performance measures. This needs assessment requires the Departments to analyze their resource needs as follows: • • • Collaborate – work with other Departments or outside entities to combine resources to accomplish their targets Shift Resources – move resources to higher priority programs and services Request Additional Funds – achieving their targets may require additional funds that are requested through the operating budget supplemental process. The “FY 2021/22 Budget Highlights” listed under each Department/Office list the additional resources that were appropriated during the FY 2021/22 budget process. The additional funding was approved as part of the budget supplemental process that allocated funding based on strategies to maintain or advance performance measures. Performance Measure Acceleration Models In addition, prior to the start of the operating and capital budget process, feedback was sought from the City Council on those specific performance measures that should be prioritized during the budget process for FY 2022/23. Utilizing an interactive tool called START (Strategic Tool for Aligning Resources for Tempe) that provides City Council with updated statuses for over performance measures as well as the results of resident and employee surveys, the City Council identified thirteen performance measures to accelerate during FY 2022/23 budget process. The following tables describe the status of each of the thirteen prioritized performance measures for FY 2022/23, the strategies for achieving the performance measures by the target date and additional funding, if any, appropriated as part of the FY 2022/23 adopted budget: Pavement Quality Index - Performance Measure 1.22 Achieve adopted standards for Pavement Quality Index (PQI) equal to a citywide average rating of 70 or higher. Baseline 59 (2016) Target 70 by 2028 Current Status 60 Acceleration Strategies 1. Project Planning and Prioritization to focus on residential streets. Residential streets comprise 57% of the pavement network with an average PQI f 54. 2. Utilize an equity lens to assist in prioritization of streets for maintenance or reconstruction. Operating Budget Supplemental FY 2022/23 CIP Budget Funding FY2022/23 – FY 2026/27 In addition to the above noted Acceleration Strategies, the Department has current strategies in place for achievement of this performance measure. Please visit performance.tempe.gov for additional details. Sealcoat Materials for Pavement Management: $100,000 Minor Pavement Preservation: $13,549,298 Roadway Mill & Overlay $62,817,052 Total: $76,366,350 6-3 City of Tempe Fiscal Year 2022/23 Annual Budget Feeling of Safety in Your Neighborhood – Performance Measure 1.05 Achieve ratings for responses to “When it comes to the threat of crime, how safe to you feel in your neighborhood?’ between 80 and 100 on a scale of 0 (not safe at all) to 100 (completely safe) greater than or equal to the top ten percent of national benchmark cities as measured by the monthly police sentiment survey. Baseline 70.1% (Nov 2019) Target 80% Current Status 68.5% Acceleration Strategies 1. Neighborhood Policing – centered on building relationships 2. Community Responders/Neighborhood Ambassadors 3. Formal/Informal neighborhood connections 4. Code Enforcement Operating Budget Supplementals FY2022/23 In addition to the above noted Acceleration Strategies, the Department has current strategies in place for achievement of this performance measure. Please visit performance.tempe.gov for additional details. Staff Study & Restoration Implementation Plan: $2,466,544 Homelessness/Park Safety Initiative: $996,825 • Funding park security, Social Services Coordinator (1 FTE), Homeless Outreach Specialist (2 FTE), Crisis Intervention Specialist (1 FTE), Admin Assistant (0.50 FTE), Public Information Officer (1 FTE), Housing Services Specialist (1 FTE) and Human Services Temporary Employees (0.40 FTE – Wages), and supplies. Joint Police & Human Services Drop-in Center: $80,000 Total: $3,543,369 Ending Homelessness – Performance Measure 3.28 Achieve an end to homelessness in Tempe as measured by Tempe’s annual count. Baseline 1,117 (2018) Number of unduplicated Tempe homeless individuals and families served through navigation and case management services system Target 0 – Number of unduplicated Tempe homeless individuals and families served through navigation and case management services system Current Status 1,298 Acceleration Strategies 1. Increase program and shelter capacity through increased capacity to answer calls for service, increase number of hours services are provided, providing mental health services and employment services. 2. Develop a proactive, geographical outreach plan. 3. Improve program access and connection to services. Operating Budget Supplementals FY 2022/23 CIP Budget Funding FY2022/23 – FY 2026/27 In addition to the above noted Acceleration Strategies, the Department has current strategies in place for achievement of this performance measure. Please visit performance.tempe.gov for additional details. Homelessness/Park Safety Initiative: $996,825 • Funding park security, Social Services Coordinator (1 FTE), Homeless Outreach Specialist (2 FTE), Crisis Intervention Specialist (1 FTE), Admin Assistant (0.50 FTE), Public Information Officer (1 FTE), Housing Services Specialist (1 FTE) and Human Services Temporary Employees (0.40 FTE – Wages), and supplies. Crisis Intervention Specialist Crisis Van: $88,412 Crisis Intervention Specialist – Mental Health Response Team: $88,412 Resource Navigator: $90,380 Additional TCC Agency Funding in lieu of Super Bowl LLVV 2023 Contribution: $187,740 Total: $1,451,769 Creation/Acquisition of a Non-congregate Shelter: $2,550,000 6-4 City of Tempe Fiscal Year 2022/23 Annual Budget Tree Coverage - Performance Measure 4.11 Achieve a citywide (City and private property) 25% tree and shade canopy across all demographic categories by 2040. Baseline 13.4% (2017) Target 25% by 2040 Current Status 13% Acceleration Strategies 1. Focus on maintenance of existing tree canopy. 2. Prioritization aligned with the American Forests Tree Equity Score. 3. Develop policies for loss prevention including enforcement and new and redevelopment standards. 4. Coordinate with neighborhood grants and cost-match programs. 5. Increase community outreach. Operating Budget Supplementals FY2022/23 CIP Budget Funding FY2022/23 – FY 2026/27 In addition to the above noted Acceleration Strategies, the Department has current strategies in place for achievement of this performance measure. Please visit performance.tempe.gov for additional details. Urban Forestry Team: $509,359 Parks Urban Forest: $28,480 Total: $537,839 Parks Urban Forest: $2,052,613 Carbon Neutrality - City Operations - Performance Measure 4.19 Achieve the City Council goal of carbon neutrality in municipal operations by 2050 with a strategy of 100% renewable energy by 2035. Baseline 40,670 metric tons of CO2e (2015) Target 0 metric tons of CO2e by 2060 Current Status 40,670 metric tons of CO2e Carbon Neutrality – Community – Performance Measure 4.18 Reduce community Greenhouse Gas (GHG) emissions by 80% of 2015 levels by 2050; and achieve community carbon neutrality by 2060 with equitable outcomes. Baseline 3,667,560 metric40,670 metric tons of CO2e (2015) Target 0 metric tons of CO2e by 2060 Current Status 40,670 metric tons of CO2e Acceleration Strategies 1. Green Building Policy: Adopt International Green Construction Code (IGCC). 2. Sustainable Facilities Plan: Adopt and implement retrofit; new building guidelines. 3. Continue to invest in city buildings for energy efficiency. 4. Continue to invest in electric vehicles across departments. 5. Invest in microgrids – solar and battery storage (Resilient Energy Hubs) Operating Budget Supplementals FY 2022/23 (for both measures) CIP Budget Funding FY2022/23 – FY 2026/27 (for both measures) In addition to the above noted Acceleration Strategies, the Department has current strategies in place for achievement of this performance measure. Please visit performance.tempe.gov for additional details. Resilient Tempe Masterplan & Utility Feasibility Study: $250,000 Youth Climate Engagement Coordinator: $87,750 Neighborhood Resilience Coordinator: $85,818 Grant Management & Climate Policy Coordinator: $107,750 Sustainability & Resilience Programs Specialist: $97,450 Resident Green Stormwater Infrastructure Program: $30,000 Food Access, Production and Entrepreneurship Roadmap: $100,000 Energy Equity Program: $50,000 Community Electric Vehicle Roadmap: $10,000 Clean Energy Economy Plan: $10,000 Electric Vehicle Consultant Services: $75,000 Electric Vehicle Charging Infrastructure/Stations: $75,000 Green Program Senior Sustainability Specialist: $51,619 Green Building Program Consultant: $75,000 Total: $1,105,387 Electric Vehicle Charging Stations: $1,500,000 Energy Conservation Program: $5,100,000 Solar Power Partnerships & Solar in City Facilities: $1,360,368 Community and Workplace Charging Infrastructure: $5,557,725 Green Infrastructure: $1,650,000 Resilient Energy Hubs & Microgrids: $1,300,000 Total: $16,468,093 6-5 City of Tempe Fiscal Year 2022/23 Annual Budget Feeling of Safety in Parks - Performance Measure 1.23 Achieve ratings of “Very Satisfied” or “Satisfied” with the “Feeling of Safety in Parks”, greater than or equal to the top 10% of the national benchmark cities as measured in the Community Survey. Baseline Neighborhood Parks – Day 74.7%/Night 43.4% City Parks – Day 81%/Night 51.9% Desert Parks – Day 69.4%/Night 35% (2016) Target 88% by 2029 Current Status Neighborhood Parks – Day 74.5%/Night 44.6% City Parks – Day 74.2%/Night 43.7% Desert Parks – Day 69.6%/Night 41.2% Acceleration Strategies 1. Coordination between Police Office of Community Policy and Care 7 2. Hiring of Community Responders and Neighborhood Ambassadors 3. Security to monitor parks. 4. Directed patrol 5. Park maintenance/clean-up 6. Park activation In addition to the above noted Acceleration Strategies, the Department has current strategies in place for achievement of this performance measure. Please visit performance.tempe.gov for additional details. Operating Budget Homelessness/Park Safety Initiative: $996,825 Supplemental FY 2022/23 • Funding park security, Social Services Coordinator (1 FTE), Homeless Outreach Specialist (1 FTE), Crisis Intervention Specialist (1 FTE), Admin Assistant (0.50 FTE), Public Information Officer (1 FTE), Housing Services Specialist (1 FTE) and Human Services Temporary Employees (3.5 FTE – Wages), and supplies. Transportation System Satisfaction – Performance Measure 3.29 Achieve ratings of “Very Satisfied” or “Satisfied” with the “Overall Satisfaction with Transit System in Tempe” greater than or equal to 80% as measured by the City of Tempe Transit Survey across all demographic categories. Baseline 69% (2016) Target 80% by 2024 Current Status 58% Acceleration Strategies 1. Expand streetcar & implement Bus Rapid Transit (BRT) 2. Implement 10-15 minute frequency pilot program on select routes (route performance and equity metrics) 3. Increase shade at bus stops (install 30 shelters per year) 4. Add transit lanes for on-time performance reliability 5. Increase access to transit system Operating Budget Supplementals FY 2022/23 CIP budget funding FY2022/23 – FY 2026/27 In addition to the above noted Acceleration Strategies, the Department has current strategies in place for achievement of this performance measure. Please visit performance.tempe.gov for additional details. Transportation Master Plan: $5,000 Tempe Transportation Management Association: $300,000 Total: $305,000 Bus Pullout Project: $3,190,106 Bus Stop Capital Maintenance/Improvements: $5,078,141 Light Rail Capital Maintenance: $4,150,623 TTC – Facility Asset Maintenance $4,916,436 Total: $17,335,306 6-6 City of Tempe Fiscal Year 2022/23 Annual Budget Property Code Enforcement – Performance Measure 3.01 Achieve 85% on the Code Compliance Composite Score while ensuring equity across all demographic categories. Baseline 62.1% (2017) Target 85% (2039) Current Status 63.8% Acceleration Strategies 1. Education (Data, Guidance, Resources, Communication, Transparency) a. Customized violation reports for HOAs and Neighborhood Associations b. Friendly, season reminder campaign c. Data analytics with areas of high violation density for neighborhoods d. Live Violation Map – transparency for cast status/violation information 2. Assistance Partnerships a. Landscape, graffiti, exterior painting 3. Enforcements (trend evaluation, abatement, neighborhood concerns) Operating Budget Supplemental FY 2022/23 In addition to the above noted Acceleration Strategies, the Department has current strategies in place for achievement of this performance measure. Please visit performance.tempe.gov for additional details. Code Compliance Inspector (one-time): $75,089 Housing Inventory Ratio - Performance Measure 4.09 Achieve a Housing Inventory Ratio for Affordable, Workforce and Market-Rate housing categories that meets the recommendations made for a three person household in the most recent study. Baseline Affordable: 49.3%, Workforce: 34.2%, Market-rate: 16.5% Target Affordable: 49.3%, Workforce: 34.2%, Market-rate: 16.5% Current Status Affordable: 53%, Workforce: 23%, Market-rate: 24% Acceleration Strategies 1. Hometown for All (Affiliate) a. Permanent Supportive Housing b. City-owned properties (Affordable/Workforce) c. Contracted Properties d. Collaboration with Private development CIP budget funding FY2022/23 – FY 2026/27 In addition to the above noted Acceleration Strategies, the Department has current strategies in place for achievement of this performance measure. Please visit performance.tempe.gov for additional details. Archeological/Historical/Environmental Phase 1 – City Owned Parcels: $1,091,792 Archeological/Historical/Environmental Phase 2 – City Owned Parcels: $1,500,000 Permanent Supportive Housing: $33,375,000 Total: $35,966,792 Right-of-Way (ROW) Landscape Maintenance – Performance Measure 3.23 Achieve ratings of “Very Satisfied” or “Satisfied” with the “Quality of Landscape maintenance along streets/sidewalks” greater than or equal to the top 10% of the national benchmark cities as measured in the Community Survey. Baseline 63.1% (2016) Target 81% by 2041 Current Status 54.3 Acceleration Strategies 1. Focus on Maintenance 2. Revitalization (aligned with planned projects) 3. Prioritization (informed by community satisfaction survey) Operating Budget Supplemental FY 2022/23 CIP budget funding FY2022/23 – FY 2026/27 In addition to the above noted Acceleration Strategies, the Department has current strategies in place for achievement of this performance measure. Please visit performance.tempe.gov for additional details. ROW Landscape Replacement: $72,000 ROW Landscape Replacement: $5,016,552 6-7 City of Tempe Fiscal Year 2022/23 Annual Budget Traffic Delay Reduction – Performance Measure 3.27 Achieve a Travel Time Index average at or below 1.25 along major streets during rush hour traffic with no individual segments exceeding 2.0. Baseline City Average (AM) 1.23, City Average (PM) 1.40, Segments>2 (AM) 1, Segments >2 (PM) 15 Target City Average (AM) 1.25, City Average (PM) 1.25, Segments>2 (AM) 0, Segments >2 (PM) 0 Current Status City Average (AM) 1.04, City Average (PM) 1.14, Segments>2 (AM) 0, Segments >2 (PM) 0 Acceleration Strategies 1. Infrastructure: Turn lanes and bus pullouts 2. Technology a. Signal detection and adaptive signals b. Corridor signal timing 3. Operations a. Active traffic management b. Barricade monitoring (que times, delays at signalized intersections) Operating Budget Supplementals FY 2022/23 CIP budget funding FY2022/23 – FY 2026/27 In addition to the above noted Acceleration Strategies, the Department has current strategies in place for achievement of this performance measure. Please visit performance.tempe.gov for additional details. Proposition 400E Projects: $100,000 Civil Engineer – Active Traffic Management: $106,484 Total: $206,484 ITS Network Infrastructure Upgrade: $800,000 ITS Traffic Signal CCTV Upgrades: $800,000 New Signals/Safety Upgrades: $1,857,978 Traffic Management Center Upgrade: $1,013,000 Traffic Signal Infrastructure: $2,822,517 Update Signalized Intersection Detection: $1,506,038 Total: $8,799,533 Addressing Opioids - Performance Measure 1.31 Achieve an end to opioid related abuse and misuse as measured by the percentage of “opioid abuse probable” Emergency Medical Service calls. Baseline 1.9% (2017) Target 0% 2025 Current Status 3% Acceleration Strategies 5 Pillars – Health and Human Services Department Strategy Framework 1. Better data by strengthening public health surveillance a. EMS Data Points, Wastewater Biomarkers, QR Codes/Demographics 2. Better pain management (CARE7, FUSE, Crisis Teams) 3. Improving access to treatment, prevention, recovery a. Rx 360 program from 5th grade through 12th b. Tempe Police grant program partnering with Impact c. QR codes, self-referrals, and referrals d. TUHSD Parent Night/Athlete Parent Night 4. Increasing availability of overdose reversing drugs (TFMR, PD, TCC/Tempe Coalition) 5. Supporting cutting edge research Operating Budget Supplemental FY 2022/23 CIP Funding FY2022/23 – FY 2026/27 In addition to the above noted Acceleration Strategies, the Department has current strategies in place for achievement of this performance measure. Please visit performance.tempe.gov for additional details. Wastewater Biointel Program Sustainability – Sample Collection and Lab Fees: $791,982 Wastewater Analytics Program Infrastructure: $750,000 6-8 City of Tempe Fiscal Year 2022/23 Annual Budget What Works Cities Certification For the second year, What Works Cities has awarded to the City of Tempe gold certification status for its use of data to make fact-based decisions for residents. What Works Cities certification is the national standard of excellence in data-driven city governance. The organization evaluates how well cities are managed by measuring the extent to which city leaders incorporate data and evidence in their decision-making. Only 35 cities nationally achieved any level of certification this year. Tempe is one of just seven with a gold rating. Cities are benchmarked against a national standard. Cities that achieve between 67% and 83% of the certification criteria are recognized at the gold level. Only two cities in the country rated higher and achieved platinum status. What Works Cities Certification assesses cities based on their data-driven decision-making practices, such as whether they are using data to set goals and track progress, allocate funding, evaluate the effectiveness of programs, and achieve desired outcomes from contracts with outside vendors. The program also measures whether cities are publicly and transparently communicating about their use of data and evidence. The city committed to using data to improve quality of life and to ensure residents get the most for their tax dollars. Today, residents can see Tempe’s progress and how it benefits them from measures such as fire response time, pavement quality index, walkability, and our shade canopy. Tempe’s commitment to transparency and the use of data can easily be seen on its data dashboards. How the city scores on more than 100 performance measures may be viewed at tempe.gov/StrategicManagement. These measures are grouped into five categories based off five Tempe City Council Priorities: safe and secure communities, strong community connections, quality of life, sustainable growth and development, and financial stability and vitality. More than 200 cities have completed a certification assessment to have their practices benchmarked against the national standard. The assessment is the first step to receiving exclusive support from What Works Cities to continue building a more effective local government. What Work Cities, launched by Bloomberg Philanthropies in April 2015, is a national initiative that helps cities use data and evidence more effectively to tackle their most pressing challenges and improve residents’ lives. It is one of the largest-ever philanthropic efforts to enhance cities’ use of data and evidence. Through the initiative’s expert partners, cities around the country are receiving technical assistance, guidance, and resources to succeed in making more informed decisions, tackling local challenges, and delivering more effective services and programs for their residents. Cities in the What Works Cities network also gain access to a collaborative network of peers in cities across the country. For more information, visit whatworkscities.org. 6-9 City of Tempe Fiscal Year 2022/23 Annual Budget City Organizational Chart 6-10 City of Tempe Fiscal Year 2022/23 Annual Budget Mayor and Council Purpose: To represent residents of the City of Tempe, formulate legislation, and establish City policy. Description: The Mayor and six City Council members are the elected representatives of the residents of Tempe. They are charged with the formulation of public policy to meet community needs. The City Council is responsible for appointing the City Clerk, City Court Presiding Judge, City Manager and City Attorney, as well as Board and Commission members. FY 2022/23 Budget Highlights: • No changes during this fiscal year Expenditures by Type Personnel Costs Supplies and Services Capital Outlays Internal Services Expenditure Total Per Capita Authorized Personnel Mayor and City Council Total 2020/21 Actual 537,075 42,438 199 (93,366) 486,346 2.48 2021/22 Budget 564,613 89,931 (44,169) 610,375 3.38 2020/21 Actual Full Perm Temp Time FTE FTE 7 7 6-11 2021/22 Revised 909,556 35,281 (7,272) (22,602) 914,963 5.07 2021/22 Revised Full Perm Temp Time FTE FTE 7 7 2022/23 Budget 593,984 89,931 15,790 699,705 3.80 2022/23 Budget Full Perm Temp Time FTE FTE 7 7 City of Tempe Fiscal Year 2022/23 Annual Budget City Attorney Purpose: To promote justice and advance the interests of Tempe. Description: The City Attorney, appointed by the Mayor and City Council under the City Charter, is the chief legal advisor and attorney for the City, representing the Council, the City Manager, and all City departments, offices, and agencies. The Tempe City Attorney’s Office represents the City in legal proceedings. Activities of the City Attorney’s Office include presentation and defense of the City’s legal interests and rights, and the prosecution of misdemeanor crime and City Code violations. The City Attorney also attends City Council meetings and serves as legal counsel during such meetings. Representation includes: (1) legal review and support of legislative and administrative processes (ordinances, opinions, litigation, contracts, legal research, liens); (2) presenting and defending the City’s legal interests and rights before all courts and administrative tribunals; and (3) prosecuting complaints (misdemeanor traffic and criminal, in municipal and superior courts). FY 2022/23 Budget Highlights: • Restored various non-personnel base budget items totaling $6,000. • Authorized funding for various non-personnel base budget items totaling $54,665 • Authorized funding for a new case management computer system $115,000 • Authorized reclassification of two Assistant City Attorney positions to Senior $48,210 • Authorized the creation of a new Legal Assistant Position (1 FTE). Expenditures by Type Personnel Costs Supplies and Services Grants, Donations and/or Restricted Purpose Capital Outlays Internal Services Transfers Expenditure Total Per Capita 2020/21 Actual 3,804,279 115,255 2021/22 Budget 4,101,649 163,400 2021/22 Revised 4,245,999 163,400 31,992 1,004 (530,584) (14,700) 3,407,246 17.40 85,802 108,724 (448,128) (88,834) 3,813,889 21.12 (454,762) (14,700) 4,048,661 22.42 2020/21 Actual Authorized Personnel City Attorney Total Full Time 26 26 Perm FTE .50 .50 Temp FTE 1.47 1.47 2021/22 Revised Full Time 27 27 Perm FTE .50 .50 Temp FTE 1.47 1.47 2022/23 Budget 4,159,615 339,065 (418,646) (14,700) 4,065,334 22.08 2022/23 Budget Full Time 28 28 Perm FTE .50 .50 Temp FTE 1.47 1.47 Goals and Objectives: The City Council has established five strategic priorities for the community. These priorities provide the framework for each Department/Office to develop performance measures that support the City Council’s vision and achieve operational accountability. The City Attorney’s Office goals are established via their adopted performance measures which are linked to the City’s strategic priorities. These strategies provide the objectives for achieving the “target” goal for each performance measure. 6-12 City of Tempe Fiscal Year 2022/23 Annual Budget Performance Measures: 1.28 Criminal Division • Performance Measure: Ensure the protection of rights to all participants in the criminal justice system by achieving an aggregate rating of “Very Satisfied” or “Satisfied” on 80% of the Criminal Division survey to victims of crime. • Baseline: Under Development • Target: 80% • Status: No data • Current Strategies: 1. Technology o Research and implement a robust case management system o Collect and analyze data o Improve efficiencies with other stakeholders (Courts, Police, County, etc.) 2. Employee Development o Communication (listening skills, persuasive language, conflict resolution, etc.) o Ongoing legal education and updates o Training on data collection, analysis, and evaluation 3. Alternative Justice System o Veteran’s Court o Homeless Court (Life Services Court) o Mental Health Court o Other emerging needs 5.08 Civil Division Annual Survey • Performance Measure: Achieve an aggregate rating of “Strongly Agree” or “Agree” on 85% of the Civil Division annual client satisfaction survey. • Baseline: 93.69% (2018) • Target: 85% annually • Status: 95.76% • Current Strategies: 1. Technology o Implement and improve office technology through a Case Management System o Research and implement an Immediate Feedback System for more timely data 2. Staffing o Evaluate and improve staff efficiency and processes o Use the Case Management System data to evaluate staffing levels o Reduce support functions performed by attorneys o Research and improve the effectiveness of the intern program 3. Training o Research improvements of professional development, continuing legal education, and client relation development o Increase the efficiency of the support staff using the Case Management System 6-13 City of Tempe Fiscal Year 2022/23 Annual Budget City Clerk Purpose: The Tempe City Clerk’s Office promotes public trust in local government by providing objective, accurate and responsive administration of official City records, City Council proceedings, elections, and the board/commission and lobbyist registration programs. Description: The City Clerk’s Office maintains the official records of the City government, overseeing the preservation and accessibility of public records, providing notice of all City Council proceedings, and recording actions taken by the City Council, conducting fair and open municipal elections, and administering the City’s Boards and Commissions and Lobbyist Registration programs. The City Clerk also serves as the filing officer for the City. FY 2022/23 Budget Highlights: • No changes during the fiscal year. Expenditures by Type Personnel Costs Supplies and Services Capital Outlays Internal Services Expenditure Total Per Capita Authorized Personnel City Clerk Total 2020/21 Actual 607,678 173,735 835 87,656 869,904 4.44 2021/22 Budget 730,745 700,683 14,579 63,560 1,509,567 8.36 2020/21 Actual Full Perm Temp Time FTE FTE 5 5 2021/22 Revised 541,959 698,279 16,983 61,515 1,318,736 7.30 2021/22 Revised Full Perm Temp Time FTE FTE 6 6 2022/23 Budget 765,361 697,983 91,240 1,554,584 8.44 2022/23 Budget Full Perm Temp Time FTE FTE 6 6 Goals and Objectives: The City Council has established five strategic priorities for the community. These priorities provide the framework for each Department/Office to develop performance measures that support the City Council’s vision and achieve operational accountability. The City Clerk’s Office goals are established via their adopted performance measures which are linked to the City’s strategic priorities. These strategies provide the objectives for achieving the “target” goal for each performance measure. Performance Measures: 2.26 Public Records Request Fulfillment Rate • Performance Measure: Achieve a rate of 90% for public records fulfilled within 3 business days of request. • Baseline: 76.92% (Calendar Year 2020) • Target: 90% • Status: 76.92% • Current Strategies: o Continue employee training on Public Records Requests fulfillment. o The City Attorney’s Office is leading a technology project to provide citywide centralized tracking mechanism for Public Records Requests that are handled by all City departments. 6-14 City of Tempe Fiscal Year 2022/23 Annual Budget City Court Purpose: Tempe Municipal Court is committed to providing the community with an independent judiciary that serves the public by the fair and impartial administration of justice resulting in the enhancement of public trust and confidence in the court system. Description: The City Court is a limited jurisdiction court that deals with civil and criminal traffic violations, criminal misdemeanor, code enforcement and zoning violations as well as Protective Orders. The City Court is dedicated to aligning our daily tasks to support the purposes of the court while enhancing work conditions to create and maintain an environment that demonstrates courtesy, dignity and respect for our employees and the community we serve. We accomplish this by communicating with internal and external partners to ensure accountability for our actions and transparency in our operations. FY 2022/23 Budget Highlights: • Restored various non-personnel base budget items (0.14 FTE) totaling $30,889 • Restoration of temporary (wage) positions (0.14 FTE) • Transfer of funding for one Executive Assistant position from local JCEF to General Fund • Transfer of funding for Sr Programmer Analyst (1 FTE) and wage Sr Programmer Analyst (1 FTE) from the Court Enhancement Fund to the General Fund $246,721 Expenditures by Type Personnel Costs Supplies and Services Grants, Donations and/or Restricted Purpose Internal Services Expenditure Total Per Capita Authorized Personnel 2020/21 Actual 3,431,901 619,597 2021/22 Budget 3,775,522 745,322 2021/22 Revised 3,444,667 708,232 2022/23 Budget 4,130,034 758,162 369,348 405,108 4,825,954 24.65 1,063,533 546,343 6,130,720 33.95 452,618 545,053 5,150,570 28.52 841,991 552,764 6,282,951 34.12 2020/21 Actual Full Perm Temp Time FTE FTE 2021/22 Revised Full Perm Temp Time FTE FTE 2022/23 Budget Full Perm Temp Time FTE FTE City Court 39 3.92 39 3.92 39 5.06 Total 39 3.92 39 3.92 39 5.06 Goals and Objectives: The City Council has established five strategic priorities for the community. These priorities provide the framework for each Department/Office to develop performance measures that support the City Council’s vision and achieve operational accountability. The City Courts’ goals are established via their adopted performance measures which are linked to the City’s strategic priorities. These strategies provide the objectives for achieving the “target” goal for each performance measure. 6-15 City of Tempe Fiscal Year 2022/23 Annual Budget Performance Measures: 1.16 Municipal Court Compliance • Performance Measure: Promote access to justice by ensuring 100% compliance with all federal, state, and local rules, regulations, and laws regarding Court operations. • Baseline: Under Development • Target: Under Development • Status: No data • Current Strategies: o Judicial System Process Improvement o Implement Case Management System enhancements o Evaluate and implement personnel retention and development strategies  Court appointed attorneys  Court staff o Implement the “Fair Justice for All” initiatives o Implement the Court Security Standards for technology and facilities o Evaluate and implement Court facility enhancements, including technology enhancements 2.08 Treatment Court Satisfaction • Performance Measure: Achieve a 98% satisfaction rate from participants in the treatment court (Mental Health and Veterans) that the experience was positive and beneficial. • Target: 98% (achieved) • Status: 100% • Current Strategies: 1. Treatment Court Awareness o Expand volunteer and community outreach to improve awareness o Develop case management system enhancements 2. Training Collaboration o Host Military Culture training o Coordinate Veterans treatment court training o Collaborate with Mental Health Court partners to improve information sharing 6-16 City of Tempe Fiscal Year 2022/23 Annual Budget City Manager Purpose: The City Manager’s Office provides the overarching organizational support necessary to implement Councilapproved programs and policies. As stewards of the public trust, we manage the day-to-day operations of the City to ensure fiscal responsibility, create a dynamic leadership-focused organization, and proactively serve the needs of our residents, community stakeholders and region. Description: The City Manager’s Office works with the City’s governing body, the community, and City staff, to professionally implement all City Council policy decisions and efficiently direct the City’s operations and activities in accordance with Tempe’s mission and values and sound management principles. These efforts will create an organizational culture that results in the delivery of excellent municipal services to the residents of Tempe. The Government Relations Office coordinates all state and federal legislative activities. The Communication and Marketing Office handles all public information and media relations, manages Tempe cable channel 11, and keeps the community informed about programs and activities within the City as well as working on Tempe’s image locally, regionally, and nationally. The Mayor and Council Staff/311 facilitates communication among the public, City staff, council committees and the Mayor and Council. As part of a reorganization that will occur during FY 2022-23, the diversity, equity, and inclusion functions were moved to the City Manager’s Office pending formalization of the reorganization. FY 2022/23 Budget Highlights: • Restored funding for various non personnel base budget items totaling $77,000 • Authorized various non-personnel base budget and capital items totaling $260,820 • Authorized the continuation of the ASU Marvin Andrews Fellowship Program $24,000 • Authorized a temporary (wage) Digital Marketing and Outreach Supervisor position (1 FTE) • Authorized the creation of a new Animal Welfare Specialist position (1 FTE) • Authorized the creation of a Veterans Coordinator position (1 FTE) • Continued funding for a Public Information Officer position (1 FTE) authorized as a FY22 mid-year supplemental Expenditures by Type Personnel Costs Supplies and Services Grants, Donations and/or Restricted Purpose Capital Outlays Internal Services Expenditure Total Per Capita 2020/21 Actual 3,551,527 507,105 2021/22 Budget 4,018,772 1,228,058 2021/22 Revised 4,051,693 932,370 2022/23 Budget 5,465,179 1,608,181 3,126,578 1,609 (287,928) 6,898,891 35.23 4,412,154 3,750 (587,420) 9,075,314 50.25 2,247,420 4,430 (602,608) 6,633,305 36.73 4,236,860 29,500 (725,546) 10,614,174 57.65 2020/21 Actual Authorized Personnel Administration Community Relations Public Information/311 Government Relations Diversity Equity & Inclusion Mayor/Council Staff Total Full Time 6 8 7 1 Frozen FTE 4 27 1 1 Perm FTE Temp FTE 1.34 1.34 6-17 2021/22 Revised Full Time 8 9 7 1 5 30 Perm FTE Temp FTE 1.74 1.74 2022/23 Budget Full Time 9 10 7 1 2 8 39 Perm FTE Temp FTE 2.74 .75 .75 2.74 City of Tempe Fiscal Year 2022/23 Annual Budget Goals and Objectives: The City Council has established five strategic priorities for the community. These priorities provide the framework for each Department/Office to develop performance measures that support the City Council’s vision and achieve operational accountability. The City Manager’s Office goals are established via their adopted performance measures which are linked to the City’s strategic priorities. These strategies provide the objectives for achieving the “target” goal for each performance measure. Performance Measures: 2.03 311 First-Call Resolution Rate • Performance Measure: Achieve a Tempe 311 Single Point of Contact (SPOC) resolution rate greater than or equal to the mean average as determined by the U.S. Contact Center HR and Operational Benchmarking Survey. • Baseline: 70.83% (1/1/17 - 7/1/17) • Target: 75% by 2020 • Status: 87.53% • Current Strategies: 1. Expand each 311 team members’ expertise on the variety of city services to accurately fulfill inquiry. o Conduct on-site service visits to better understand city services. o Reference Knowledge Base Articles (KBA) continuously. 2. Build the Knowledge Base Articles for team member reference to find updated information. o Create or review for updates at least five (5) Knowledge Base Articles each month. 3. Develop a cross-functional team through continuous training and coaching to maximize performance. o Update operations handbook annually. o Review for updates the Customer Relation’s Specialist job specifications annually. o Monitor calls for quality and customer experience. 2.04 City Website Satisfaction • Performance Measure: Achieve ratings of "Very Satisfied" or "Satisfied” with the "Usefulness of City Website" greater than or equal to the top 10% of the national benchmark cities as measured in the Community Survey. • Baseline: 68.4% (2016) • Target: 71% by 2020 • Status: 60.1% • Current Strategies: 1. Implement 2022 Tempe.gov mini design refresh 2. Improve and expand relations with websters (website content coordinators) o Reduce overall number of websters for easier management, training o Improved, more frequent communication o Refreshed training classes and production of video modules as needed 1. Improve user experience o Expand current annual CMR audits to become fuller reviews alongside client departments, examining layout, ‘easy English,’ diversity in photos, ADA, branding, Tempe style, SEO and enhanced feedback opportunities 2. Continue ongoing planning and research for new features, capabilities o Examples include improved internal search, advances to mobile customization, additional heat maps and capabilities like language translation, real-time chat 6-18 City of Tempe Fiscal Year 2022/23 Annual Budget 2.16 311 Caller Wait Time • Performance Measure: Achieve a caller wait time of less than or equal to sixty seconds for 90% of calls to Tempe 311. • Baseline: Within 60 seconds English: 98.93%; Spanish: 97.08% (8/28-10/27/17) • Target: Within 60 seconds: 90% by 2020 • Status: English: 99.36% Spanish: 97.74% • Current Strategies: 1. Adhere to minimum staffing levels to address call volume. 2. Leverage technology with pre-populated choices for services to reduce entry time. 3. Pilot online “chat” feature from City website to address call volume. 4. Expand each 311 team members’ expertise on the variety of city services to reduce call research time. o Conduct on-site service visits to better understand city services. o Reference Knowledge Base Articles (KBA) continuously. 5. Create a cross-functional, high performing team through continuous training and coaching to increase call efficiency. o Update operations handbook annually. o Review for updates the Customer Relation’s Specialist job specifications annually. o Monitor calls for quality and customer experience. 2.17 311 Email Response Times • Performance Measure: Achieve a response rate to the Tempe 311 inbox messages (emails to 311, voicemails, emails from tempe.gov, work requests) of less than or equal to 1 business day for 90% of inquiries. • Baseline: 93.97% (8/28/17 - 10/27/17) • Target: 90% by 2020 • Status: 99.01% • Current Strategies: 1. Manage Tempe 311 inbox messages, first come, first out to meet 1 business day target. 2. Pilot online “chat” feature from City website to address email volume and response times. 3. Maintain up to date Knowledge Base Articles to reduce inquiry research time. 4. Collaborate with city departments to meet our 1 business day target. o Include response prompt in message when transferring to department. o Develop citywide response protocols and accountability in order to meet target. 2.21 Satisfaction with Availability of City Information • Performance Measure: Achieve ratings of "Very Satisfied" or "Satisfied" with the availability of information about city programs, events, services, and issues greater than or equal to the top 10% of the national benchmark cities as measured in the Community Survey. • Baseline: 76% (2016) • Target: 75% - achieved • Status: 75.3% • Current Strategies: 1. Update web design in 2022 o Carry out contractually allowed homepage design update 2. Expand use of digital communication tools o Add a Spanish-language Facebook account o Create a compassion-themed Facebook account o Establish a social account aimed at youth o Host city podcasts 3. Continue to fully implement the city’s visual brand o Redesign city entryway signage o Develop schedules for downtown Tempe digital signs and other digital signage o Implement Harkins ad program o Explore banner program management 4. Keep up with technology o Incorporate additional live streaming capabilities o Implement pilot program for use of graphic design software for select departments 6-19 City of Tempe Fiscal Year 2022/23 Annual Budget Community Development Department Purpose: To serve the community and businesses by planning the long-range future of Tempe through land use for transportation corridors, business districts and residential areas by administering permits and oversight of current construction and maintenance of private properties. Description: The Community Development Department serves the Tempe community by providing building safety inspections, permitting, property addressing, planning, code compliance, managing land use, and neighborhood services. Bringing together unique skill sets, the department focuses on sustainable development, preservation of life safety, private property maintenance, neighborhood engagement, urban open space planning, historic preservation, and job attraction. FY 2022/23 Budget Highlights: • Restoration of Deputy Community Development Director of Building Safety (1 FTE) • Restoration of various non-personnel base budget items totaling $2,250 • Authorized the creation of one new Green Building Sustainability Coordinator position (1 FTE) • Authorized the creation of one new Planner I/II position (1 FTE) • Authorized a temporary (wage) Code Compliance Inspector position (1 FTE) • Authorized temporary (wage) positions for Building Inspectors and Building Safety (1.5 FTE) • Authorized various non personnel base budget and capital items totaling $869,282 Expenditures by Type Personnel Costs Supplies and Services Grants, Donations and/or Restricted Purpose Capital Outlays Internal Services Transfers Expenditure Total Per Capita Expenditures by Division Administration Building Safety Planning Expenditure Total 2020/21 Actual 7,954,3193 2021/22 Budget 8,863,147 2021/22 Revised 7,326,563 2022/23 Budget 8,975,530 5,097,763 6,458,302 5,695,992 6,612,753 116,040 2,373,856 485,358 1,221,158 173,873 1,363,902 (447,000) 14,271,487 72.89 3,300 1,540,367 (449,520) 18,789,452 104.05 52,356 2,114,875 (449,520) 15,225,624 84.31 6,000 1,507,579 (444,792) 17,878,228 97.10 2020/21 Actual 6,828,005 3,344,047 4,099,435 14,271,487 2021/22 Budget 9,756,474 4,358,953 4,674,025 18,789,452 2021/22 Revised 6,815,562 3,733,987 4,676,075 15,225,624 2022/23 Budget 8,198,739 5,336,336 4,343,153 17,878,228 2020/21 Actual Authorized Personnel Administration Building Safety Planning Total Full Time 26 27 16 69 Frozen FTE 4 4 Perm FTE Temp FTE 4.93 1.66 2.11 8.70 2021/22 Revised Full Time 27 29 14 70 6-20 Frozen FTE 1 1 Perm FTE 2022/23 Budget Temp FTE 6.93 4.16 3.61 14.70 Full Time 27 30 15 72 Perm FTE Temp FTE 7.93 5.16 4.11 17.20 City of Tempe Fiscal Year 2022/23 Annual Budget Goals and Objectives: The City Council has established five strategic priorities for the community. These priorities provide the framework for each Department/Office to develop performance measures that support the City Council’s vision and achieve operational accountability. The Community Development goals are established via their adopted performance measures which are linked to the City’s strategic priorities. These strategies provide the objectives for achieving the “target” goal for each performance measure. Performance Measures: 1.15 Insurance Services Organization Rating • Performance Measure: Achieve an Insurance Services Organization (ISO) Rating: Building Code Effectiveness Classification of 3.0 or better. • Baseline: 3 • Target: 3 (achieved) • Status: Residential: 3 Commercial: 3 • Current Strategies: 1. Current Code o Monitor code changes o Forecast and budget for updates 2. Education o Staff updates and continuing education o Forms and processes 3. Inspections o Code compliance o Processes and procedures 6-21 City of Tempe Fiscal Year 2022/23 Annual Budget 2.15 Feeling Invited to Participate in City Decisions • Performance Measure: Achieve ratings of "Very Satisfied" or "Satisfied" with “feeling invited and welcomed to participate in city decision-making processes" greater than or equal to the national benchmark cities as measured in the Community Survey. • Baseline: 46.5% (2016) • Target: 33% (achieved) • Status: 45.1% • Current Strategies: 1. Achieve a 90% participation rate of Tempe homes being included in formally established Neighborhood or Homeowner Associations. o Create a tracking mechanism o Implement a communication strategy o Provide information to initiate associations where one doesn’t exist 2. People know how and when they can communicate with the city o Refine systems of communication (online, in person, phone, council communicator, etc.) o Teaching and training people how, what, when, where, who o Evaluating the effectiveness of the outreach plan 3. The communication is followed up on, residents know they have been heard o Formal documentation of the outreach o System to aggregate feedback o Public records, people know their feedback is in the decision-making process o Close the loop, the decision shows what feedback and information was considered 3.01 Code Compliance Composite Score • Performance Measure: Achieve 85% on the Code Compliance Composite Score while ensuring equity across all demographic categories. • Baseline: 62.1% (2018) • Target: 85% by 2039 • Status: 63.76% • Current Strategies: 1. Education o Accessibility to information and resources o Outreach through websites, brochures, postcards, newsletters, and neighborhood association meetings o Communicate what violations are and how to prevent them as well as programs and strategies 2. Assistance o Help those who require physical or financial help for compliance o Maintain programs that ensure residents are compliant with the code 3. Enforcement o New enforcement strategies are designed to improve compliance o Use technology to increase the efficiency and effectiveness of inspections o Show that enforcement is last resort through using communication tools 4.10 Urban Core Vision • Performance Measure: Coming Soon • Baseline: Under Development • Target: Under Development • Status: No Data • Current Strategies: Under Development 6-22 City of Tempe Fiscal Year 2022/23 Annual Budget 4.20 Community Development Process Survey • Performance Measure: Achieve customer satisfaction ratings of “Strongly Agree” or “Agree” with Community Development processes greater than or equal to 90% as measured by the Community Development Process Survey. • Baseline: 83.59% (2020) • Target: 90% • Status: 83.59% • Current Strategies: 1. 1. Plan Review o Turnaround time – Plan reviews are managed and distributed to meet published plan review times. Currently 0% late! See link for current published plan review times. https://www.tempe.gov/home/showpublisheddocument/70623/636815871102670000 2. 2. Technology o On-line Plat Review. Staff currently uses an email distribution list and sends review via PDF document using Adobe Pro to collect reviewer comments, then sends to applicants via the Accela Online communications portal. The long-term goal is to utilize and electronic document review system. 3. 3. Training o The Training and Technology Fee was developed and implemented in fiscal year 2021/2022. Through these funds, training programs have begun, and future training solutions are under development. Due to the highly technical nature of plan review, inspections, and code competency requirements of code enforcement and the performance measure of meeting an ISO rating of 3 or better, these trainings are mainly comprised of educational units required to maintain current certifications. Additional certifications are developed to meet the changing planning, building, and construction needs of the City. 6-23 City of Tempe Fiscal Year 2022/23 Annual Budget Administration, Code Compliance, Neighborhood Services The Administration Division manages all divisions within the department, including Tempe Town Lake administration and oversight of the Community Facilities District. Code Compliance applies and enforces a variety of residential and commercial municipal codes and ordinances which were created to promote the health, safety, and welfare of our citizens. Neighborhood Services preserves the integrity of Tempe’s residential areas and promotes a sense of community. It provides technical and informational services to 67 neighborhood associations, more than 100 homeowner associations and 5 affiliate groups. It also supplies clerical support to neighborhood associations. Expenditures by Type Personnel Costs Supplies and Services Grants, Donations and/or Restricted Purpose Capital Outlays Internal Services Transfers Expenditure Total Per Capita 2020/21 Actual 1,637,561 4,889,893 2021/22 Budget 1,858,020 5,629,055 2021/22 Revised 1,191,979 5,003,186 2022/23 Budget 1,569,944 5,344,053 116,040 171,963 459,548 (447,000) 6,828,005 34.87 2,373,856 485,358 39,010 545,549 (449,520) 6,815,562 37.74 1,221,158 345,063 (449,520) 9,756,474 54.03 2020/21 Actual Full Time 26 26 Authorized Personnel Administration Total Perm FTE Temp FTE 4.93 4.93 2021/22 Revised Full Time 27 27 Perm FTE Temp FTE 6.93 6.93 508,376 (444,792) 8,198,739 44.53 2022/23 Budget Full Time 27 27 Perm FTE Temp FTE 7.93 7.93 Building Safety The Building Safety Division works to ensure the safety of Tempe's commercial and residential buildings through plan review and inspection services. They promote sustainable building practices and energy conservation techniques. The division ensures the long-term usefulness and safety of all existing and new buildings, thereby maintaining the value of Tempe’s built environment. 2020/21 Actual 3,019,315 120,887 1,215 202,630 3,344,047 17.08 Expenditures by Type Personnel Costs Supplies and Services Capital Outlays Internal Services Expenditure Total Per Capita 2021/22 Budget 3,426,872 610,234 3,300 318,547 4,358,953 24.14 2020/21 Actual Authorized Personnel Building Safety Total Full Time 27 27 Frozen FTE 4 4 Perm FTE Temp FTE 1.66 1.66 Full Time 29 29 6-24 2021/22 Revised Frozen Perm FTE FTE 1 1 2021/22 Revised 2,891,858 572,301 1,500 268,328 3,733,987 20.68 2022/23 Budget 3,966,186 1,004,424 6,000 359,726 5,336,336 28.98 2022/23 Budget Temp FTE 4.16 4.16 Full Time 30 30 Perm FTE Temp FTE 5.16 5.16 City of Tempe Fiscal Year 2022/23 Annual Budget Planning The Planning Division administers the development entitlement process, change or adoption of codes, ordinances, and neighborhood plans. Planning facilitates the rules and regulations applicable to new development, redevelopment, construction, and property conservation; and provides administrative support for boards and commissions including the Development Review Commission, Board of Adjustment and Joint Review Committee Expenditures by Type Personnel Costs Supplies and Services Capital Outlays Internal Services Expenditure Total Per Capita 2020/21 Actual 3,297,443 86,983 695 714,314 4,099,435 20.94 2021/22 Budget 3,578,255 219,013 876,757 4,674,025 25.88 2020/21 Actual Authorized Personnel Planning Total Full Time 16 16 Perm FTE 2021/22 Revised 3,242,726 120,505 11,846 1,300,998 4,676,075 25.89 Temp FTE 2.11 2.11 6-25 2021/22 Revised Full Time 14 14 Perm FTE Temp FTE 3.61 3.61 2022/23 Budget 3,439,400 264,276 639,477 4,343,153 23.59 2022/23 Budget Full Time 15 15 Perm FTE Temp FTE 4.11 4.11 City of Tempe Fiscal Year 2022/23 Annual Budget Community Services Department Purpose: The Community Services Department strives to enhance Tempe’s quality of life through superior customer focus and sustainable, educational, recreational, cultural, and social services. Description: The Department’s responsibilities include a full range of public library services, historical/cultural enrichment, recreational programs, and quality parks. The department provides Tempe residents access to thousands of opportunities to stay active and connected through exceptional classes, programs, facilities, workshops, parks, and special events for individuals of all ages. FY 2022/23 Budget Highlights: • Restoration of one Library Manager position that was frozen in FY21 (1 FTE), and restoration of one Senior Recreation Coordinator position that will be reclassified into a Librarian position (1 FTE) • Restoration of temporary (wage) positions (1.89 FTE) • Restoration of various non personnel base budget items totaling $122,830 • Restoration of three Park Maintenance Technician positions frozen in FY21 (3 FTE) • Authorized the creation of one Assistant Recreation Coordinator position (1 FTE) • Authorized the creation of one Assistant Recreation Coordinator position and elimination of a 0.5 FTE Sr. Recreation Coordinator, for the addition of (1 FTE) • Authorized the creation of one CIP and Grants Coordinator position (1 FTE) • Authorized the creation of three Parks Maintenance Technician position, with two positions funded by the Community Facilities District (3 FTE) • Authorized the creation of two Custodian positions (2 FTE) • Authorized the creation of one Library Specialist position (.50 FTE). • Authorized the creation of one Marketing Specialist position (.75 FTE) • Authorized temporary (wage) positions (2.69 FTE) • Authorized the creation of one Aquatics Maintenance Mechanic position (1 FTE) and temporary (wage) positions (20.99) FTE for the new Clark Park Pool • Authorized various General Fund non personnel base budget and capital items totaling $1,704,833 • Authorized the creation of one Community Services Supervisor position (2 FTE) • Authorized the creation of one TCA Marketing Coordinator position (1 FTE) • Authorized the creation of one Public Information Officer position (1 FTE) • Authorized the creation of three Arts & Culture Specialist position (3 FTE) • Authorized the creation of two Arts & Culture Coordinator position (2 FTE) • Authorized Arts & Culture Fund temporary (wage) positions (0.67 FTE) • Authorized various Arts & Culture Fund non personnel base budget and capital items totaling $1,062,399 2020/21 Actual 16,587,558 11,293,283 2021/22 Budget 20,625,380 13,541,235 2021/22 Revised 18,675,402 12,562,305 2022/23 Budget 23,408,413 15,474,947 337,122 98,981 5,349,734 (625,340) 33,041,338 2,092,562 481,351 6,540,097 (531,797) 42,748,828 1,323,270 478,485 5,920,185 (432,284) 38,527,363 2,113,470 841,464 7,804,834 (719,490) 48,923,638 168.75 236.72 213.35 265.72 2020/21 Actual 2021/22 Budget 2021/22 Revised 2022/23 Budget 4,070,126 4,501,548 2,734,208 5,274,581 7,914,581 2,897,387 3,943,353 7,042,582 3,006,544 5,222,290 10,118,685 3,284,537 Parks and Recreation 2,921,980 10,889,081 3,568,043 13,295,860 3,216,961 11,049,855 3,722,694 15,543,387 Expenditure Total 33,041,338 42,748,828 38,527,363 48,923,638 Expenditures by Type Personnel Costs Supplies and Services Grants, Donations and/or Restricted Purpose Capital Outlays Internal Services Transfers Expenditure Total Per Capita Expenditures by Division Administration Arts & Cultural Services Golf Operations Library Services 6-26 City of Tempe Fiscal Year 2022/23 Annual Budget 2020/21 Actual Authorized Personnel Administration Arts & Cultural Services Library Services Parks & Recreation Total Full Time 5 25 24 109 154 Frozen FTE Perm FTE 2 1 6 9 0.50 2 2.50 2021/22 Revised Temp FTE .09 17.27 10.74 89.56 117.66 Full Time 5 32 24 110 171 Frozen FTE Perm FTE 2 1 3 6 .50 1.25 1.75 2022/23 Budget Temp FTE .09 17.27 10.74 99.44 127.54 Full Time 5 40 24 123 192 Perm FTE 1 2.25 3.25 Temp FTE .09 17.94 10.74 125.01 153.78 Goals and Objectives: The City Council has established five strategic priorities for the community. These priorities provide the framework for each Department/Office to develop performance measures that support the City Council’s vision and achieve operational accountability. The Community Services goals are established via their adopted performance measures which are linked to the City’s strategic priorities. These strategies provide the objectives for achieving the “target” goal for each performance measure. 6-27 City of Tempe Fiscal Year 2022/23 Annual Budget Performance Measures: 1.11 Feeling safe in City Facilities • Performance Measure: Achieve ratings of "Very Satisfied" or "Satisfied" with the "Feeling of Safety in City Facilities" greater than or equal to the top 10% of the national benchmark cities as measured in the Community Survey and the Employee Survey. • Baseline: Community Survey “Very Satisfied” or “Satisfied” with Feeling of Safety (2016): 75.3% Overall feeling of safety in the City 78.1% City athletic & recreational facilities (Daytime) 60.6% City athletic & recreational facilities (Nighttime) 85.9% Tempe Public Library Complex (Daytime) 72.1% Tempe Public Library Complex (Nighttime) Employee Survey “Strongly Agree” or “Agree” with Feeling of Safety (2016): 64.4% Physical work environment (building) • Target: 90% by 2023 • Status: Overall feeling of safety in the City 68.8% City athletic & recreational facilities (Daytime) 75% City athletic & recreational facilities (Nighttime) 59.7% Tempe Public Library Complex (Daytime) 79.7% Tempe Public Library Complex (Nighttime) 65.9% Physical work environment 72% • Current Strategies: 1. Technology o Install and upgrade security cameras and software at Community Services facilities o Research software o Research security camera o Evaluate other technology solutions 2. Staffing o Hire additional security guards o Evaluate deployment of security staff o Evaluate security staffing levels o Research non-security staff training 3. Building Configuration and Design o Engineering space study/design and construction o Perform security analysis of public buildings o Evaluate exterior upgrades and renovations o Evaluate interior upgrades and renovations 6-28 City of Tempe Fiscal Year 2022/23 Annual Budget 1.32 Youth Safety and Juvenile Crime • Performance Measure: Achieve a juvenile arrest rate per capita lower than the national average. • Baseline: 2.37% • Target: 1.75% (National average of juvenile arrest per capita) by 2025 • Status: No data • Current Strategies: 1. Community Services Youth Programs o Increase participation in Kid Zone Afterschool programs by focusing on expanding Middle School Offerings o Increase participation in Recreation programs by including standards of quality programming from Arizona State Quality Standard o Increase library and arts programming by including social and emotional learning objectives 2. Provide more access to affordable programming o Expand access to scholarships o Seek Council direction for Free programming 3. Partnerships between Tempe Police Department, Community Services, Schools, and Tempe Courts o Explore Teen court models o Partner Community Services, Schools and Tempe Police Department to build relationships with youth 3.16 City Recreation, Arts & Cultural Centers • Performance Measure: Achieve ratings of "Very Satisfied" or "Satisfied" with the quality of city recreation, arts, and cultural centers greater than or equal to the top 10% of the national benchmark cities as measured in the Community Survey. • Baseline: Quality of City swimming pools (58.4%) Quality of neighborhood parks (78.1%) Quality of City recreation & community centers (76.4%) Quality of Tempe History Museum (81.9%) Quality of Tempe Public Library (86.7%) Quality of Tempe Center for the Arts (82.9%) • Target: 90% for each by 2023 • Status: Quality of City swimming pools 58% Quality of neighborhood parks 68.2% Quality of City recreation & community centers 71.7% Quality of Tempe History Museum 73% Quality of Tempe Public Library 82.9 Quality of Tempe Center for the Arts 74.1% • Current Strategies: 1. Aquatics amenities design and construction • City-wide Aquatics – Develop and conduct a complete rehabilitation and replacement of assets plan o Clark Park – Renovation o McClintock Pool Community Center - Research and design a new community center with multipurpose space and amenities o Tempe Splash Playgrounds - Conduct a small-scale aquatic update to the 2001 Parks & Rec Master Plan to determine new amenities. 2. Recreation facility upgrades • Kiwanis Recreation Center – Engage in the engineering, design, and construction of renovations to the Kiwanis Recreation Center buildings and amenities. • Kiwanis Tennis Courts – Upgrade lighting, court surface and amenities at the facility to meet the current standards. 3. Historic Property Study • Conduct a comprehensive study to examine the use and condition of Tempe’s historic properties. 6-29 City of Tempe Fiscal Year 2022/23 Annual Budget 3.17 Community Services Programs • Performance Measure: Achieve ratings of “Very Satisfied” or “Satisfied” with the “Quality of Community Services programs” greater than or equal to the top 10% of the national benchmark cities as measured in the Community Survey. • Baseline: Quality of Before & After School (Kid Zone) programs (73.2%) Quality of City library programs & services (85%) Quality of City recreation programs & services (76.9%) Quality of Tempe Center for the Arts programs (79%) (2014 Community Survey) • Target: 90% for each program by 2023 • Status: Quality of Before & After School (Kid Zone) programs 57.9% Quality of City library programs & services 77% Quality of City recreation programs & services 64.8% Quality of Tempe Center for the Arts programs 67.5% • Current Strategies: 1. Programming o Provide educational and informational programs. o Explore partnerships with internal and external organizations to provide programming in city facilities. o Monitor participant satisfaction and perceived value of individual programs. o Update and maintain equipment and resources. 2. Community Engagement o Collaborate with stakeholders to expand the reach of city programs. o Develop new and expand current programming opportunities. o Evaluate effectiveness of marketing tools in communicating program offerings. o Expand the marketing toolbox. 3. Maintain a library customer contact rate of 700,000 per year through creative space use, digital downloads and programming opportunities as compared to benchmark libraries. o Maximize customer access to programs, services, and materials. o Research and expand downloadable services. 3.19 Value of Special Events • Performance Measure: Achieve ratings of “Very Satisfied” or “Satisfied” with the “Value of Special Events to the City” greater than or equal to the national benchmark cities as measured in the Community Survey. • Baseline: 61.7% (2016 Community Survey) • Target: 80% by 2027 • Status: 64.5% • Current Strategies: 1. Engagement planning o Develop procedures that enhance special event experiences o Development and implement communication plans o Develop a post-event survey to collect information o Partner with Tempe Tourism to attract signature events. 2. Develop a long-term strategy for sustainability o Financial analysis o Impact on residents and communities o Master planning o Green Initiatives 6-30 City of Tempe Fiscal Year 2022/23 Annual Budget 3.33 Culture of Literacy and Engagement • Performance Measure: Achieve a culture of literacy and engagement greater than the annual average of Valley Benchmark Cities (VBC) and Maricopa County as measured by Tempe Public Library (TPL) program assessment matrix. • Baseline: Summer Reading Program completion rate – 55.4% Tempe Public Library Story Time family engagement rate – 82.7% Public Computer Sessions: 60 per capita (2019) Materials usage: 3.47 per capita (FY 16/17) • Target: Increase each category by 10 percent by 2025. Summer Reading Program completion rate – increase to 65.4% Tempe Public Library Story Time family engagement rate – 92.7% Use of TPL materials (physical print, audio and video borrowed) per capita materials = 706,591.6; population =185,038 = 3.81 per capita Electronic literacy usage rates – 123,002 hours -increase to .66 Status: Summer Reading Program completion rate – 61.7% Tempe Public Library Story Time family engagement rate – 87.8% Public Computer Sessions– 3.85% Electronic literacy usage rates --35 • Current Strategies: 1. Programming o Provide educational and informational programs to seniors, youth, tots, and teens o Explore partnerships with internal and external organizations to provide programming in the Public Library o Monitor participant satisfaction and perceived value of individual programs (satisfaction survey questionnaire) 2. Technology o Provide downloadable services, such as eBooks, eAudio books, eMagazines, Streaming Video, Music Downloads and User Guides o Evaluate providers for improvements to downloadable services. 3. Community Engagement o Evaluate effectiveness of marketing tools in communicating Library offerings (web analytics/surveys). o Expand the Library marketing toolbox. o Ensure that spaces are up-to-date with equipment, technology, and furnishings 3.34 Community Health and Well-Being • Performance Measure: under development • Baseline: no data • Target: no data • Status: no data • Current Strategies: under development 6-31 City of Tempe Fiscal Year 2022/23 Annual Budget Administration Community Services Administration directs the overall management of the City’s library, cultural services, recreation programs, and maintenance of parks, golf courses and Diablo Stadium. Expenditures by Type Personnel Costs Supplies and Services Grants, Donations and/or Restricted Purpose Capital Outlays Internal Services Expenditure Total Per Capita 2020/21 Actual 1,212,882 289,091 2021/22 Budget 1,213,938 406,427 2021/22 Revised 730,509 406,427 2022/23 Budget 1,239,870 370,432 337,122 11,625 2,219,406 4,070,126 20.79 2,092,562 1,323,270 2,113,470 1,561,654 5,274,581 29.21 1,483,147 3,943,353 21.84 1,498,518 5,222,290 28.36 2020/21 Actual Full Time 5 5 Authorized Personnel Administration Total Perm FTE 2021/22 Revised Temp FTE .09 .09 Full Time 5 5 Perm FTE 2022/23 Budget Temp FTE .09 .09 Full Time 5 5 Perm FTE Temp FTE .09 .09 Arts and Cultural Services The Arts and Culture Division develops and manages the city’s arts, history, and arts programs and services. The City is dedicated to enriching the lives of the local and extended community by providing life-long engagement in accessible cultural, social, and educational experiences. In pursuing these goals, the division provides operations and maintenance of several city facilities, including the Tempe Historical Museum, the Tempe Center for the Arts, the Peterson House Museum, the Elias Rodriquez House, and the Edna Vihel Arts Center. Expenditures by Type Personnel Costs Supplies and Services Capital Outlays Transfers Internal Services Expenditure Total 2020/21 Actual 2021/22 Budget 2021/22 Revised 2022/23 Budget 2,969,713 1,020,383 4,348,997 2,465,835 3,760,744 2,147,904 5,319,592 3,373,227 26,500 122,574 63,412 26,500 (203,890) 651,930 1,073,249 1,107,434 1,303,292 4,501,548 7,914,581 7,042,582 10,118,685 22.99 43.83 39.00 54.96 Per Capita 2020/21 Actual Authorized Personnel Arts and Cultural Services Total Full Time 25 25 Frozen FTE 2 2 Perm FTE 0 0 Temp FTE 17.27 17.27 6-32 2021/22 Revised Frozen Perm Temp Full FTE Time FTE FTE 32 2 17.27 32 2 17.27 2022/23 Budget Full Time 40 40 Perm FTE Temp FTE 17.94 17.94 City of Tempe Fiscal Year 2022/23 Annual Budget Library Services The Library Services Division’s mission is to be the premier information portal for the Tempe community. In keeping with this mission, the library provides materials, programs, and services that: (1) address popular cultural and social trends; (2) assist residents in developing their ability to find, evaluate, and use information effectively; (3) address the community’s desire for self-directed personal growth and development opportunities; and (4) address the need to be able to read and perform essential daily tasks. Expenditures by Type Personnel Costs Supplies and Services Capital Outlays Internal Services Expenditure Total Per Capita 2020/21 Actual 2,114,264 522,067 2,392 283,257 2,921,980 2021/22 Budget 2,606,490 554,103 2021/22 Revised 2,268,680 554,103 2022/23 Budget 2,755,597 567,103 407,450 3,568,043 394,178 3,216,961 399,524 3,722,694 14.92 19.76 17.81 20.22 2020/21 Actual Authorized Personnel Library Services Total Full Time 24 24 Frozen Perm FTE FTE 1 0.50 1 0.50 Temp FTE 10.74 10.74 Full Time 24 24 2021/22 Revised Frozen Perm Temp FTE FTE FTE 1 1 .50 .50 10.74 10.74 2022/23 Budget Full Time 24 24 Perm FTE 1.0 1.0 Temp FTE 10.74 10.74 Parks & Recreation The Parks and Recreation Division provides the community access to thousands of opportunities for staying active and connecting through exceptional programs, facilities, open space, and special events. Programs are designed to enhance the quality of life and respond to the needs of Tempe residents. Parks Services manages and maintains all city parks, sports complexes, golf courses, and the Double Butte Cemetery. Tempe is home to more than 50 neighborhood and community parks, including Kiwanis Park, Tempe Beach Park and Tempe Sports Complex. Strategically placed throughout the city so most residents are within one half mile, Tempe parks serve as the community's backyard, providing residents and neighbors a venue to relax, learn and connect with one another and the environment. Recreation Services is comprised of recreation and art instruction for youth and adults, adapted recreation for special populations, facilities coordination and scheduling, volunteer management and administration, special event coordination, aquatics maintenance and programming, and youth and adult sports. 2020/21 Actual 3,752,426 6,293,363 983 1,263,759 (421,450) 10,889,081 55.61 Expenditures by Type Personnel Costs Supplies and Services Capital Outlays Internal Services Transfers Expenditure Total Per Capita 2021/22 Budget 4,818,398 6,807,339 2,220, 2,178,700 (510,797) 13,295,860 73.63 2020/21 Actual Authorized Personnel Parks & Recreation Total Full Time 109 109 Frozen FTE 6 6 Perm FTE 2 2 2021/22 Revised 3,904,225 6,070,341 2,220 1,505,353 (432,284) 11,049,855 61.19 2021/22 Revised Temp FTE 89.56 89.56 6-33 Full Time 110 110 Frozen FTE 3 3 Perm FTE 1.25 1.25 2022/23 Budget 5,609,465 7,646,793 3,006,619 (719,490) 15,543,387 84.42 2022/23 Budget Temp FTE 99.44 99.44 Full Time 123 123 Perm FTE 2.25 2.25 Temp FTE 153.78 153.78 City of Tempe Fiscal Year 2022/23 Annual Budget Economic Development Office Purpose: To serve the community by maintaining a thriving economic environment that attracts and retains businesses with a focus on sustainability, quality of life, open data, performance metrics, and inclusivity. Description: Economic Development works with prospective and existing businesses, coordinates regional and local entities in attracting quality companies, broadens the Tempe tax base, promotes equitable programs and initiatives for diverse and robust small businesses and encourages educational, cultural, and recreational opportunities that make for a well-balanced city and contribute to the quality of life. FY 2022/23 Budget Highlights: • Restored FY21 non personnel base budget items totaling $58,339 • Authorized various non personnel base budget items totaling $58,900 NOTE: To better align all economic development functions, three positions (3 FTE) and related base budget appropriation were transferred from the Community Development Department to the Economic Development Department during FY22. Expenditures by Type Personnel Costs Supplies and Services Grants Capital Outlays Internal Services Expenditure Total Per Capita 2020/21 Actual 476,412 253,624 1,078 17,249 748,363 3.82 2021/22 Budget 488,740 260,655 220,000 2021/22 Revised 500,288 282,843 243,940 18,192 987,587 5.47 17,616 1,044,687 5.78 2020/21 Actual Authorized Personnel Administration Total Full Time 3 3 Perm FTE Temp FTE 2021/22 Revised Full Time 6 6 Perm FTE Temp FTE 2022/23 Budget 884,341 1,089,150 205,970 12,000 23,094 2,214,555 12.03 2022/23 Budget Full Time 6 6 Perm FTE Temp FTE Goals and Objectives: The City Council has established five strategic priorities for the community. These priorities provide the framework for each Department/Office to develop performance measures that support the City Council’s vision and achieve operational accountability. The Economic Development Office’s goals are established via their adopted performance measures which are linked to the City’s strategic priorities. These strategies provide the objectives for achieving the “target” goal for each performance measure. 6-34 City of Tempe Fiscal Year 2022/23 Annual Budget Performance Measures: 5.01 Quality of Business Services • Performance Measure: Achieve ratings of “Very Satisfied” or “Satisfied” with the “overall level and quality of business services provided by the City of Tempe” greater than or equal to the national benchmark cities as measured in the Business Survey. • Baseline: 80.1% (2017) • Target: 90% by 2019 • Status: 70.1% • Current Strategies: 1. Explore a business license registration to maximize outreach. 2. Conduct Business Outreach/Learn Sessions at the BRiC 3. Conduct Business Sector Forums at the BRiC 4. Coordinate efforts with DTA, Tempe Chamber, Arizona Commerce Authority, AZBIO Association and Tempe Tourism 5.02 New Jobs Created • Performance Measure: Achieve an annual increase of new jobs that is twice Tempe’s proportion of the jobs forecasted for the region, based on population. • Baseline: 2,841 (as of May 2018 for Fiscal Year 2017/2018) • Target: 529 jobs (FY 2020/2021) achieved annually. The target is updated each year based on the Greater Phoenix Economic Council (GPEC) target for regional job creation and Tempe’s population • Status: 4,480 • Current Strategies: 1. Collaborate with regional and local economic development partners to actively retain and attract jobs 2. Develop relationships with commercial real estate and related professionals to identify and assist existing companies that are expanding or new ones considering investing and creating jobs 3. Cultivate relationships with existing businesses and their suppliers to foster their growth 4. Create a physical environment to retain and expand Tempe based businesses in identified Innovation Hubs 5. Invest in Innovation Hub amenities such as streetscape projects, streetcar expansion, public art, and bike boulevards 5.03 Capital Investment Created • Performance Measure: Achieve an annual increase of capital investment that is twice Tempe’s proportion of the capital investment forecasted for the region, based on population. • Baseline: $81,750,000 (as of May 2018 for Fiscal Year 2017/2018) • Target: $73,323,785.28capital investments (FY 2020/2021) achieved annually. The target is updated each year based on the Greater Phoenix Economic Council (GPEC) actual capital investment and Tempe's population. • Status: $124,781,380 • Current Strategies: 1. Collaborate with regional and local economic development partners to actively retain and attract jobs 2. Develop relationships with commercial real estate and related professionals to identify and assist existing companies that are expanding or new ones considering investing and creating jobs 3. Cultivate relationships with existing businesses and their suppliers to foster their growth 4. Create a physical environment to retain and expand Tempe based businesses in identified Innovation Hubs 5. Invest in Innovation Hub amenities such as streetscape projects, streetcar expansion, public art, and bike boulevards 6-35 City of Tempe Fiscal Year 2022/23 Annual Budget 5.13 Unemployment Rate • Performance Measure: Achieve an annual average unemployment rate that is below the average for the Greater Phoenix region as measured by the Bureau of Labor Statistics. • Baseline: 3.1% (CY 2017) • Target: Lower than 5.8% (CY 2021). The target is updated each year based on the official Phoenix MSA unemployment rate published by the Bureau of Labor Statistics for July of every year. • Status: 5.4% • Current Strategies: 1. Connect businesses and educators to build stronger educational attainment outcomes aligned with local business needs through The Tempe Achieves 65 Business Alignment Team. This team focuses on increasing the educational attainment rate of our workforce to match the needs of local employers. 2. Host career forums highlighting industries and careers to educate students and families on local opportunities. 3. Work with existing employers to ensure they stay in our community (business retention). 4. Continue efforts to make the region strong. Work with regional partners on business attraction, workforce development, and workforce pipeline. 5. Continue visionary city planning to create and maintain an attractive live-work environment. 6-36 City of Tempe Fiscal Year 2022/23 Annual Budget Engineering & Transportation Department Purpose: The Engineering and Transportation Department ensures a safe and sustainable community for those who live, work, and visit Tempe through comprehensive planning and management of the city’s capital improvement program, rights-of-way, and multi-modal transportation system. Description: The Department provides high quality community services necessary to build and maintain the infrastructure of the City of Tempe. These services include engineering, streets maintenance, and transportation. The Engineering & Transportation Department consists of two divisions: the Engineering Division and the Transportation Division. FY 2022/23 Budget Highlights: • Restoration of one Principal Civil Engineer that was frozen in FY21 (1 FTE) • Authorized the creation of one Code Inspector position (1 FTE) • Authorized the creation of one Transportation Worker positions (1 FTE) • Authorized the creation of one Underground Utility Coordinator positions (1 FTE) • Authorized the creation of one Civil Engineer position (1 FTE) • Authorized various General Fund non personnel base budget items totaling $163,902 • Non-General Fund supplementals non-personnel base budget items totaling $649,646 Expenditures by Type Personnel Costs Supplies and Services Grants, Donations and/or Restricted Purpose Capital Outlays Internal Services Expenditure Total Per Capita Expenditures by Division Administration Landscape Maintenance Engineering Transit Transit/Transportation Expenditure Total 2020/21 Actual 11,983,419 27,734,537 2021/22 Budget 13,169,392 53,190,013 2021/22 Revised 11,107,519 42,438,073 2022/23 Budget 13,809,690 60,676,122 83,375 268,139 1,623,418 41,692,888 315,000 1,231,468 1,654,660 69,560,533 608,926 663,856 2,120,965 56,939,339 428,277 1,823,109 2,224,437 78,961,635 212.93 385.19 315.30 428.86 2020/21 Actual 842,895 773,074 963,601 29,534,373 2021/22 Budget 1,034,037 782,143 1,798,553 53,211,439 2021/22 Revised 997,043 869,914 1,373,920 42,573,436 2022/23 Budget 741,869 783,296 2,440,333 60,684,873 9,578,945 41,692,888 12,734,361 69,560,533 11,125,026 56,939,339 14,311,264 78,961,635 2020/21 Actual Authorized Personnel Administration Engineering Transportation Total Full Time 5 34 72 111 Frozen FTE 1 1 2 Perm FTE 2021/22 Revised Temp FTE 0.49 0.50 2.00 2.99 6-37 Full Time 5 36 73 114 Frozen FTE 1 1 Perm FTE 2022/23 Budget Temp FTE 0.49 0.50 2.00 2.99 Full Time 5 38 75 118 Perm FTE Temp FTE 0.49 0.50 2.00 2.99 City of Tempe Fiscal Year 2022/23 Annual Budget Goals and Objectives: The City Council has established five strategic priorities for the community. These priorities provide the framework for each Department/Office to develop performance measures that support the City Council’s vision and achieve operational accountability. The Engineering & Transportation goals are established via their adopted performance measures which are linked to the City’s strategic priorities. These strategies provide the objectives for achieving the “target” goal for each performance measure. Performance Measures: 1.08 High Severity Traffic Crashes • Performance Measure: Achieve a reduction in the number of fatal and serious injury crashes to zero. • Baseline: 16 Deaths, 76 Serious Injury Crashes (2016) • Target: 0 Deaths; 0 Serious Injury Crashes by 2025 • Status: Death: 13 Serious Injury: 53 • Current Strategies: 1. Adopt the "Vision Zero" framework. 2. Develop a comprehensive Vision Zero action plan by engaging city departments and community stakeholder groups. 3. Positively influence the transportation safety culture by focusing on the "5 E's" of Transportation Safety o Engineering o Education o Enforcement o Emergency Response o Evaluation 1.22 Pavement Quality Index • Performance Measure: Achieve adopted standards for Pavement Quality Index equal to a citywide average rating of 70 or higher across all demographic categories. • Baseline: 59 (2016) • Target: 70 by 2028 • Status: 60 • Current Strategies: • 1. Survey - To make sure the City is making the most up-to-date data driven decisions, each street receives a pavement assessment survey every three years a. All arterials are surveyed in year 1 of the 3-year cycle b. All residential and collector streets north of US60 are surveyed in year 2 of the 3-year cycle c. All residential and collector streets south of US60 are surveyed in year 3 of the 3-year cycle 2. Project Planning and Prioritization a. Assign priority: resurfacing is prioritized based on current pavement condition, traffic volume counts, and anticipated deterioration rates b. Combine priority: locations are coordinated with other anticipated repairs such as water lines, utilities installation, and other construction 3. Maintenance - in order to prevent the pavement from getting to a condition where major rehabilitation or reconstruction is needed a. Assign priority: resurfacing is prioritized based on current pavement condition, traffic volume counts, and anticipated deterioration rates b. Combine priority: locations are coordinated with other anticipated repairs such as water lines, utilities installation, and other construction 6-38 City of Tempe Fiscal Year 2022/23 Annual Budget 1.27 City Infrastructure and Assets • Performance Measure: Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. • Baseline: under development • Target: 100% • Current Strategies: 1. Data Identification and Measurement o Identify the infrastructure systems that will feed into this performance measure o Develop a way to measure each infrastructure system and an aggregate score 2. Asset Management Plans – Ensure that asset management plans are in place for each system. Asset management plans will contain the following characteristics: o Inventory o Life cycle o Condition ratings and procedures for updating 3. Budgeting and Planning o Identify backlog of deficiencies, funding requirement and timeframe o Identify annual reinvestment after backlog is extinguished o Link staffing levels to CIP delivery o Determine prioritization criteria, including condition rating and Community Survey responses 3.23 Right of Way Landscape Maintenance • Performance Measure: Achieve ratings of “Very Satisfied” or “Satisfied” with the “Quality of Landscape maintenance along streets/sidewalks” greater than or equal to the top 10% of the national benchmark cities as measured in the Community Survey. • Baseline: 63.1% (2016) • Target: 81% by 2041 • Status: 54.3% • Current Strategies: 1. Collect Data o Annual landscape assessment o GIS mapping of existing right of way landscaping 2. Planning and Prioritization o Create a five-year asset management and revitalization plan o Assign priority based-on condition, deterioration, and mortality rates o Establish annul reinvestment targets for Capital Improvement Projects (CIP) funding 3. Maintenance o Annual training with the contractor(s) for the following to ensure the best quality of services: o Plant identification o Proper pruning techniques o Tree-trimming techniques o Geographic Information System (GIS) mapping o Identification of areas o Guidelines for working in City roadways 6-39 City of Tempe Fiscal Year 2022/23 Annual Budget 3.26 20 Minute City • Performance Measure: Achieve a multimodal transportation system (20-minute city) where residents can walk, bicycle, or use public transit to meet all basic daily, non-work needs. • Baseline: Under Development • Target: Under Development • Status: No data • Current Strategies: 1. Planning o Define basic services o Develop baseline for the number of Tempe residents who have bus, bike, walk and rail access to basic human services. o Develop a program for collecting pedestrian and bicycle volume data. o Identify gaps/projects that address accessibility deficiencies experienced by residents. o Plan multi-modal facilities based on need and user preferences. o Coordinate transportation projects with the Sustainability, Urban Forest, ADA Transition plan to ensure designs include increased shading, sustainability initiatives, and ADA compliance. 2. Implementation o Construct multi-modal facilities based on need and user preferences and implement service. o Implement the transportation master plan. o Maintain a Gold Level designation as awarded by The League of American Bicyclists. 3. Evaluation 3.27 Traffic Delay Reduction • Performance Measure: Achieve a Travel Time Index average at or below 1.25 along major streets during rush hour traffic with no individual segments exceeding 2.0. • Baseline: City average (A.M.): 1.23 City average (P.M.): 1.40 Segments >2.0 (A.M.): 1 Segments >2.0 (P.M.): 15 (2019) • Target: City average (A.M.): 1.25 City average (P.M.): 1.25 Segments >2.0 (A.M.): 0 Segments >2.0 (P.M.): 0 by 2033 • Status: City average (A.M.): 1.04 City average (P.M.): 1.14 Segments >2.0 (A.M.): 0 Segments >2.0 (P.M.): 0 • Current Strategies: Improve Infrastructure o Intersection improvements o Bus pullouts Technology o Optimize signal control o Adaptive signal control Improve Operations o Incident response o Minimize peak hour barricade restrictions o Convenient Transportation System o Frequent transit service o Bike and pedestrian infrastructure Transportation Demand Management o Commute options o Bike and pedestrian outreach and education 6-40 City of Tempe Fiscal Year 2022/23 Annual Budget 3.29 Transportation System • Performance Measure: Achieve ratings of “Very Satisfied” or “Satisfied” with the “Overall Satisfaction with Transit System in Tempe” greater than or equal to 80% as measured by the City of Tempe Transit Survey. • Baseline: 69% (2016) • Target: 80% by 2024 • Status: 58% • Current Strategies: 1. Planning o Peer Transit system satisfaction baselines o Identify new routes (streetcar) and routes that can increase frequency (budget accordingly) o Increase shade at non-shaded stops (trees or shelters) 2. Operations & Maintenance o Improve on-time performance o Ensure consistent cleanliness of buses and stops o Improve security presence on bus system and at light rail stations 3. Promotion o Saturn o Respect the Ride campaign o Explore “know your transit driver” campaign o Youth transit pass program 6-41 City of Tempe Fiscal Year 2022/23 Annual Budget Administration The Engineering and Transportation Director provides the leadership, management, and administrative support for the Department. 2020/21 Actual 692,820 533,160 83,375 (466,460) 842,895 4.30 Expenditures by Type Personnel Costs Supplies and Services Grants Internal Services Expenditure Total Per Capita 2021/22 Budget 667,747 475,300 315,000 (424,010 1,034,037 5.73 2020/21 Actual Full Time 5 5 Authorized Personnel Administration Total Perm FTE 2021/22 Revised 460,974 354,300 608,926 (427,157) 997,043 5.52 2021/22 Revised Temp FTE 0.49 0.49 Full Time 5 5 Perm FTE 2022/23 Budget 660,944 29,300 428,277 (376,652) 741,869 4.03 2022/23 Budget Temp FTE 0.49 0.49 Full Time 5 5 Perm FTE Temp FTE 0.49 0.49 Engineering The Engineering Division delivers quality municipal infrastructure through comprehensive planning and management of the capital improvement program, protects infrastructure and property rights by managing the public rights-of-way, and increases sustainability through innovative energy initiatives, for our residents, visitors, and businesses. The Engineering Division is responsible for the design and construction of the capital improvement program (CIP); CIP contract management; dry utility plan review and inspection; floodplain management; land survey; right-of-way management and encroachments; GIS analysis and production; and sustainability through energy management. 2020/21 Actual 3,966,105 164,073 Expenditures by Type Personnel Costs Supplies and Services Capital Outlays Internal Services Expenditure Total Per Capita 2021/22 Budget 4,327,778 314,230 6,840 (2,850,295) 1,798,553 9.96 (3,166,577) 963,601 4.92 2020/21 Actual Authorized Personnel Engineering Total Full Time 34 34 Frozen FTE 1 1 Perm FTE 2021/22 Revised 3,960,847 319,216 13,680 (2,919,823) 1,373,920 7.61 2021/22 Revised Temp FTE 0.50 0.50 Full Time 36 36 Frozen FTE Perm FTE 2022/23 Budget 4,545,819 360,494 2,500 (2,9468,480) 2,440,333 13.25 2022/23 Budget Temp FTE 0.50 0.50 Full Time 38 38 Perm FTE Temp FTE 0.50 0.50 Transportation The Transportation Division is responsible for the installation and maintenance of street signage, pavement markings, traffic signals, and streetlights; permitting of barricades in the City right-of-way; graffiti abatement; installation and maintenance of 7.5 million square feet of right-of-way landscaping; design and review of traffic control and plans; street and sidewalk maintenance; bus, Orbit, and light rail service; and the design and maintenance of 217 miles of bikeways. The division also administers the adopt-a-path, adopt-a-street, youth transit pass, block party, and residential permit parking programs. Expenditures by Type Personnel Costs Supplies and Services Capital Outlays Internal Services Expenditure Total Per Capita 2020/21 Actual 2,642,162 23,861,691 60,103 2,970,417 29,534,373 150.84 2021/22 Budget 2,846,242 47,417,500 191,928 2,755,769 53,211,439 294.66 2020/21 Actual Authorized Personnel Transportation Total Full Frozen Perm Time FTE FTE 72 1 1 72 1 1 Temp FTE 2.00 2.00 6-42 2021/22 Revised 2,389,899 37,210,660 2,972,877 42,573,436 235.75 2021/22 Revised Full Time 73 73 2022/23 Budget 2,787,052 54,939,077 75,000 2,883,744 60,684,873 329.60 Frozen Perm Temp FTE FTE FTE 1 2.00 1 2.00 2022/23 Budget Full Time 75 75 Perm FTE Temp FTE 2.00 2.00 City of Tempe Fiscal Year 2022/23 Annual Budget Financial Services Department Purpose: To provide excellent financial and facilities management, superior customer service to internal and external customers, and maintain compliance with applicable laws and regulations. Description: The Financial Services Department provides financial management, facility management and operational support to the Mayor and City Council, the City Manager, and city departments. Financial Services is comprised of Accounting, Risk Management, Procurement, Tax and License, Customer Services and Facilities Management. Operational functions include accounting, long-range financial planning, cash management and investments, facilities management and custodial services, payroll, citywide purchasing, risk management, sales tax auditing, analysis and reporting, specialty licensing, utility billing and collection, water meter management, and advanced metering infrastructure monitoring and maintenance. FY 2022/23 Budget Highlights: • Restored Budget Appropriation funds for Facilities totaling $19,030 • Authorized the creation of a new Custodial Supervisor position (1 FTE) • Authorized various non personnel base budget items totaling $215,250 Effective FY 2021/22, the City Manager implemented a reorganization of departments, divisions, and offices. As a result, the Internal Services Department was abolished. The Financial Services, Human Resources and Information Technology Departments were created. The expenditures and authorized personnel information listed below reflect this change. Expenditures by Type Personnel Costs Supplies and Services Capital Outlays Internal Services Expenditure Total Per Capita 2020/21 Actual 9,806,948 12,295,566 43,671 (1,221,440) 20,924,745 106.87 2021/22 Budget 10,563,864 12,809,488 42,000 (1,007,781) 22,407,571 124.08 Authorized Personnel Financial Services Total 2020/21 Actual Full Perm Temp Time FTE FTE 108 .50 108 .50 - 6-43 2021/22 Revised 8,481,434 17,115,123 5,819 (1,222,895) 24,379,481 135.00 2021/22 Revised Full Perm Temp Time FTE FTE 108 .50 108 .50 - 2022/23 Budget 10,534,583 15,607,688 80,530 (691,051) 25,531,750 138.67 2022/23 Budget Full Perm Temp Time FTE FTE 108 .50 108 .50 City of Tempe Fiscal Year 2022/23 Annual Budget Goals and Objectives: The City Council has established five strategic priorities for the community. These priorities provide the framework for each Department/Office to develop performance measures that support the City Council’s vision and achieve operational accountability. The Financial Services goals are established via their adopted performance measures which are linked to the City’s strategic priorities. These strategies provide the objectives for achieving the “target” goal for each performance measure. Performance Measures: 2.11 Financial Reporting Award • Performance Measure: Receive the Government Finance Officers’ Association (GFOA) Certificate of Achievement for Excellence in Financial Reporting annually for transparency, disclosure, and information. • Baseline: Received GFOA Certificate • Target: Receive GFOA Certificate annually • Status: Received • Current Strategies: 1. The achievement of this award is made possible by maintaining a sufficient number of Accountants on staff with the appropriate knowledge, educational background, and work experience in governmental accounting. Additionally, it is required that the Controller also possess a license as a Certified Public Accountant. It is the Controller’s responsibility to provide the direction to staff members in their collective efforts to ensure that the Comprehensive Annual Financial Report meets the requirements for the award. 2. The Governmental Accounting Standards Board is continually issuing new and updating existing accounting and reporting standards, always with the goal of improving financial reporting. Therefore, it is imperative that our Accountants are provided the necessary education each year to ensure that they stay abreast of the changing standards so that they can be implemented and complied with timely. 3. Continual review and update, as necessary, of accounting policies and practices that ensure compliance with award requirements. 6-44 City of Tempe Fiscal Year 2022/23 Annual Budget 2.12 Procurement Award • Performance Measure: Receive the National Procurement Institute’s Achievement of Excellence in Procurement Award annually for innovation, professionalism, productivity, e-procurement, and leadership attributes. • Baseline: Achieved • Target: Achieve annually • Status: Achieved • Current Strategies: 1. The achievement of this award is made possible by maintaining a sufficient number of Procurement Officers on staff with the appropriate knowledge, educational background, and work experience in procurement. Additionally, it is preferable that the Procurement Administrator also possess a license as a Certified Professional Public Buyer or a Certified Public Purchasing Officer. It is the Procurement Administrator’s responsibility to provide the direction to staff members in their collective efforts to ensure that procurement practices meet the requirements for the award. 2. Continual review and update, as necessary, of procurement policies and practices that ensure compliance with award requirements. 3. Incorporate results driven contracting in our procurement processes through issuance of more contracts with performance guarantees when and where appropriate. 4.14 Facilities Conditions Index • Performance Measure: Achieve an average Facilities Condition Index (FCI) less than or equal to the national benchmark standards. • Baseline: 14.83% (April 2018) • Target: 10% or less by 2030 • Status: 15.14% • Current Strategies: 1. Create a Facilities Master Plan 2. Focus on preventative maintenance strategies • Assessments: o Roofing Assessments and Masterplan o Electrical Arc Flash Study o HVAC Filter and Equipment review o Annual Fire System Sprinkler Inspection 3. Continue to measure and collect FCI data 4. Update the Quality Initiatives for Buildings (QIB) • Process standardization 5. Advance Sustainability 6. Align Strategic Planning 5.04 Bond Rating • Performance Measure: Maintain highest general obligation bond (credit) ratings. • Baseline: AAA rating from Standard & Poor’s and Fitch Ratings (Fiscal Year 16/17) Aa1 from Moody’s Investor Service (Fiscal Year 16/17) • Target: AAA rating from all three rating agencies annually. AAA is the highest rating that can be achieved from each agency. Goal is to achieve highest rating from each agency. • Status: Standard & Poor’s and Fitch Ratings: AAA Moody’s Investor Service: No data • Current Strategies: 2. Continued prudent management of the city’s financial resources by the annual adoption of a balanced budget that conforms to the city’s stated financial policies, the most important being the unreserved fund balance policy of the General Fund. 3. Continued receipt from our independent auditors of an unqualified opinion for the Comprehensive Annual Financial Report. Continued receipt annually of the Certificate of Achievement for Excellence in Financial Reporting. 4. Maintain the stability of the management team, especially the city manager, chief financial officer, and other senior budget and finance officials. 6-45 City of Tempe Fiscal Year 2022/23 Annual Budget 5.05 General Fund Unassigned Fund Balance • Performance Measure: Maintain General Fund unassigned fund balance at a minimum of 20% and maximum of 30% of the General Fund revenue. • Baseline: 40% (Fiscal Year 15/16) • Target: General Fund unassigned fund balance of 20% to 30% of revenue. • Status: 47% • Current Strategies: 1. Annually the City Council must adopt a General Fund budget that results in the maintenance of an unassigned fund balance in accordance with adopted fund balance policy for both the short and long term as reflected in the long-range financial forecast. That policy established a targeted fund balance of 25% of revenue with an allowed minimum of 20% and a maximum of 30%. 2. During each fiscal year, continue the assessment of the health of the City’s General Fund through the update of the long-range forecast. Based on the assessment, take the necessary budgetary actions to ensure financial stability. 5.06 Competitively Generated Contract Spend • Performance Measure: Achieve a 76% rate of total money spent for goods and services through competitively generated contracts. • Baseline: 87% • Target: 76% annually • Status: 87.6% • Current Strategies: 1. Encourage all prospective vendors to register on the city’s vendor registration system. Maintain an updated system including any new commodity codes as necessary. 2. Continue proactive outreach efforts to current and prospective vendors through participation in trade shows, reverse trade shows and other regional procurement events, providing information on the City’s procurement needs and how to do business with the City. Maintain active memberships in a variety of procurement associations including the National Procurement Institute, Grand Canyon Minority Suppliers Council, etc. 4. Strive to make all of the City’s procurements competitive utilizing the dollar thresholds contained within the procurement ordinance. Perform spend analysis to identify any new contracting opportunities. Seek opportunities to minimize limited source and sole source procurements as possible. 5.17 Citywide Risk and Worker’s Compensation and Liabilities • Performance Measure: Under Development • Baseline: Under Development • Target: Under Development • Status: Under Development • Current Strategies: Under Development 6-46 City of Tempe Fiscal Year 2022/23 Annual Budget Fire Medical Rescue Department Purpose: To provide for the safety and welfare of the public through preservation of life, property, and the environment. Description: The Fire Medical Rescue Department consists of the Administrative Services, Emergency Services, and Community Risk Reduction divisions. FY 2022/23 Budget Highlights: • Authorized the creation of one new Fire Mechanic positions (1 FTE) • Authorized the creation of three new Fire Captain Paramedic positions (3 FTE) • Authorized the creation of three new Firefighter Paramedic positions (3 FTE) • Authorized the creation of one new Fire Research Data Analyst (1 FTE) • Authorized budget appropriation for various non-personnel and capital items totaling $803,304 • Authorized the creation of three new Paramedic positions (3 FTE) • Non-General Fund supplementals include Emergency Medical Transportation Vehicles and nonpersonnel base budget items totaling $278,600 Expenditures by Type Personnel Costs Supplies and Services Grants, Donations and/or Restricted Purpose Capital Outlays Internal Services Expenditure Total Per Capita Expenditures by Division Administrative Services Emergency Medical Transport Homeland Security/Special Operations Training/Professional Development Emergency Services Community Risk Reduction Total Authorized Personnel Administrative Services Emergency Services Community Risk Reduction Total 2020/21 Actual 38,692,703 3,475,875 2021/22 Budget 42,592,039 3,691,238 2021/22 Revised 35,613,431 3,398,291 2022/23 Budget 38,306,498 4,301,262 651,245 112,095 2,320,826 45,252,744 231.11 970,627 236,900 3,272,048 50,762,852 281.10 533,867 250,800 3,329,809 43,126,198 238.81 1,446,828 737,277 4,615,317 49,407,182 268.35 2020/21 Actual 6,771,328 3,948,799 2021/22 Budget 7,678,005 4,719,817 2021/22 Revised 7,898,780 4,120,984 2022/23 Budget 13,724,570 5,816,227 318,740 326,247 310,567 374,308 1,017,382 30,640,079 2,556,416 45,252,744 1,152,816 33,574,007 3,311,960 50,762,852 996,899 26,536,642 3,262,326 43,126,198 1,069,930 24,671,378 3,750,719 49,407,182 Full Time 51 154 12 217 2020/21 Actual Frozen Perm FTE FTE 2 2 Temp FTE 1.89 1.89 6-47 2021/22 Revised Full Perm Temp Time FTE FTE 60 1.89 154 14 228 1.89 2022/23 Budget Full Perm Temp Time FTE FTE 65 1.89 160 14 239 1.89 City of Tempe Fiscal Year 2022/23 Annual Budget Goals and Objectives: The City Council has established five strategic priorities for the community. These priorities provide the framework for each Department/Office to develop performance measures that support the City Council’s vision and achieve operational accountability. The Fire and Medical Rescue goals are established via their adopted performance measures which are linked to the City’s strategic priorities. These strategies provide the objectives for achieving the “target” goal for each performance measure. Performance Measures: 1.01 Fire Response Time • Performance Measure: Achieve total response times to advanced life support (ALS) incidents of 6 minutes or less in 90% of calls for service. • Baseline: Within 6 minutes or less in 74.73% of ALS calls for service (2016) • Target: Within 6 minutes or less in 90% of ALS calls for service by 2040 • Status: 65.8% • Current Strategies: 1. Training o Disseminate response time information to all crews quarterly o Educate captains on new response time data source o Quarterly captain and shift responder meetings on response time efforts 2. Technology o Initiate GPS use through Phoenix Fire Dispatch for more accurate data tracking of travel time and turnout time 3. Resources o Implement recommendations of Station Location Study in southeast and northeast areas of the City of Tempe o Pilot Low Acuity vehicle for impact on response times o Continue to evaluate, update, and implement alternative response programs such as The Patient Advocate Services Program to increase emergency apparatus availability. 6-48 City of Tempe Fiscal Year 2022/23 Annual Budget 1.02 Cardiac Arrest Survival Rate • Performance Measure: Achieve cardiac arrest survival rates greater than the national average as indicated by the American Heart Association. • Baseline: 13.64% cardiac arrest survival rate (2016) • Target: Greater than 12% cardiac arrest survival rate - (achieved) • Status: 16.85% • Current Strategies: 1. Training Programs o Improve quality of compressions through new training equipment; from 66% Effective Compressions to 98% o Implement a Pit Crew System that will improve resuscitation task effectiveness and response time through assigned roles for each responder o Train Police personnel on Cardio Cerebral Resuscitation (CCR) increasing the likelihood of quality bystander compressions prior to TFMR arrival 2. Education Programs o Implement a bystander training program on Cardio Cerebral Resuscitation (CCR) at local high schools, City of Tempe staff, and other agencies o Partner with automatic aid agencies to track and identify opportunities to improve results 3. Technology o Expand the availability of Automated External Defibrillators (AED’s) in key locations across the City o Develop a map feature that shows the location of all AED’s in City facilities, schools, malls, and businesses o Implement the use of the King Vision Video Laryngoscope to improve the insertion of the endotracheal tube (breathing tube) through camera guidance o Increase real-time feedback by using on-scene technology that provides immediate patient data for in-field adjustments, and follow-up analysis o Research the Smart Bag Technology, designed to reduce over-ventilation 1.03 Patient Transfer of Care • Performance Measure: Achieve total time from Tempe Fire Medical Rescue's (TFMR) contact with patient to transfer of care to the hospital for stroke and heart attack patients of less than or equal to national standards as established by the American Heart Association. • Baseline: 10 minutes 52 seconds on scene for Stroke (2016) 10 minutes for S-T Elevation Myocardial Infarction (STEMI) heart attack recognition (2016) • Target: Less than 15 minutes on scene for Stroke (Achieved) Less than 10 minutes S-T Elevation Myocardial Infarction (STEMI) heart attack recognition (achieved) • Status: Stroke: 555.5 seconds Heart Attack: 737 seconds • Current Strategies: 1. Training Programs o Implement the FAST Assessment scoring system for strokes per the American Heart Association o Improve the post-incident review programs for continuing education on strokes and heart attacks 2. Hospital Follow-Up o Implement a review program with the pre-hospital coordinator at stroke centers o Improve the post-incident review programs with stroke and cardiac centers for continuing education 3. Technology o Implement a trial of ImageTrend technology • Test and run the Elite functionality • Test and run the Analytics and Continuum Software functionality • Identify and pull reports by "provider impression" for stroke and S-T Elevation Myocardial Infarction (STEMI) patients 6-49 City of Tempe Fiscal Year 2022/23 Annual Budget 1.04 Fire Services Satisfaction • Performance Measure: Achieve ratings of "Very Satisfied" or "Satisfied" with the "Quality of Local Fire Services" greater than or equal to the top 10% of the national benchmark cities as measured in the Community Survey and the Tempe Fire Medical Rescue (TFMR) Customer Service Survey. • Baseline: 91.5% Community Survey (2016) 96.97% TFMRD Customer Service Survey (2016) • Target: Greater than 93% by 2020 • Status: Community Survey 89.7% Customer Survey: 95.6% • Current Strategies: 1. Public Outreach o Update department Facebook site weekly o Immediate response to media inquiries o Update department webpage to more modern engaging site 2. Educate Workforce o Share survey responses in constructive environment with all crews emphasizing customer service o Share public feedback, including Facebook posts, formal complaints, formal accolades with workforce; both positive and negative for educational purpose 3. Address Negative Perceptions o Respond same day to all customer complaints. Strive to respond within one hour of complaint o Explore feasibility of tracing negative comments posted on social media sites to their source for the purpose of establishing relationship with the poster 1.14 High Risk Inspections • Performance Measure: Perform fire inspections of all High Risk Occupancy facilities annually based on adopted national standards • Baseline: 20.6% (Fiscal Year 15/16) • Target: 100% • Status: 50.9% • Current Strategies: 1. Identify High Risk Occupancies o Evaluate Firehouse Database for high-risk occupancies o Verify high risk occupancies based on the Community Risk Assessment Guide o Update and/or confirm risk assessment ranking in Firehouse Database o Plot high risk occupancies per subzone and management district and assign Fire Inspector. 2. Inspect High Risk Occupancy Inspect and identify immediate life safety hazards o Educate occupant(s) and/or building owner(s)/manager(s) on violations o Establish re-inspection timeline and follow-up appointment 3. Follow-up/Re-inspection/Close Violations o Provide guidance on voluntary compliance o Establish timelines for compliance based on violations o Establish additional follow-up re-inspection (when needed) o Close open violations associated with high-risk occupancy and update Firehouse Database 1.31 Addressing Opioids • Performance Measure: Achieve an end to opioid related deaths and overdoses as measured by the percentage of “opioid abuse probable” Emergency Medical Services calls • Baseline: 3% (2021) • Target: 0% of Calls by 2027 • Status: 3.1% • Current Strategies: 1. Better Data by Strengthening Public Health Surveillance Data examples include: o Emergency Medical Service data points o Wastewater Biomarker data and trends o QR Codes and demographics 2. Better Pain Management Program examples include: 6-50 City of Tempe Fiscal Year 2022/23 Annual Budget o o o o Patient Advocate Services (PAS) Care 7 FUSE ---frequent utilizer data Crisis Teams 3. Improving access to treatment, prevention, recovery Program examples include: o Rx 360 program from 5th grade through to 12th o Tempe Police grant program partnering with Impact o QR Codes, self-referrals, and referrals o Tempe Union High School District Parent Night/Athlete Parent Night 4. Increasing availability of overdose reversing drugs 5. Supporting cutting edge research Example: o Wastewater Biomarkers – Community Health 3.32 Patient Advocate Services • Performance Measure: Achieve a 50% reduction in EMS 911 calls from patients enrolled in Patient Advocate Services program. • Baseline: 45% (2017) • Target: 50% • Status: 60% • Current Strategies: 1. Education: a. Community- Health outreach programs play a critical role in improving and extending the reach of health care through activities such as health education, case management, basic health screening, and facilitating access to services. b. Outreach and education on Pandemic and Post- Pandemic Recovery, and all other medical services. 2. Utilize data analytics and predictability model: a. Tempe Fire Medical rescue has transformed the way we look at patient chief complaints and to initiate care long before the patient has multiple calls to the 911 system. Utilizing data analytics on EMS calls helps keep patients from falling unnoticed through healthcare gaps and cracks. b. Utilizing all available software and reporting systems available to help coordinate patient care: o Homeless Management Information System (HMIS): a local information technology system used to collect client-level data and data on the provision of housing and services to homeless individuals and families and persons at risk of homelessness. o Health Current: the health information exchange (HIE) that helps partners transform care by bringing together communities and information across Arizona. o Arizona Health Care Cost Containment System (AHCCCS) Provider Portal: a website for registered providers, such as Tempe Fire Medical Rescue; providing online services for checking member eligibility and enrollment, claims submissions and status, prior authorization inquiries. o Veteran Administration (VA) Citrix Access Gateway (CAG): authorized access to computerized patient record system; and o Image Trend: Data for healthcare & emergency response with software, analytics & services for Emergency Medical Services, hospitals, community paramedicine, critical care, fire, and preparedness. 3. Secure Financial Sustainability of PAS program: a. VA - Utilization of TSA and MOU with VA to establish a fee for service model to help offset cost of the VA Tele-Medicine Program. b. AHCCCS - Utilization of insurance reimbursement to obtain funding to offset cost for PAS Program. c. Grants- Tribal Gaming Grant Funding and other community grants have help to support the operational cost of the PAS Program. 6-51 City of Tempe Fiscal Year 2022/23 Annual Budget Administrative Services Administrative Services provides management and leadership for the Department’s Medical Services, Support Services and Emergency Medical Transportation operational areas through general policy and direction of the department as outlined in the Five-Year Strategic Plan and Operational Guide. These subdivisions provide the Department’s emergency medical training and certification for personnel, community health coordination, fleet and facilities maintenance, and the emergency ambulance transportation service. The emergency ambulance transportation service provides rapid response and patient transportation to hospitals. Established in November of 2017, this service is partially supplemented by the private sector until the program is expanded to all fire stations across the City. Expenditures by Type Personnel Costs Supplies and Services Grants, Donations and/or Restricted Purpose Capital Outlays Internal Services Expenditure Total Per Capita 2020/21 Actual 5,035,666 248,747 2021/22 Budget 5,389,418 191,450 2021/22 Revised 6,032,175 191,750 2022/23 Budget 9,808,621 605,160 651,245 970,627 533,867 835,670 6,771,328 34.58 1,126,510 7,678,005 42.52 1,140,988 7,898,780 43.74 1,446,828 40,000 1,823,961 13,724,570 74.54 2020/21 Actual Authorized Personnel Administrative Services Total Full Time 51 51 Perm FTE 2021/22 Revised Temp FTE 1.89 1.89 Full Time 60 60 Perm FTE Temp FTE 1.89 1.89 2022/23 Budget Full Time 65 65 Perm FTE Temp FTE 1.89 1.89 Emergency Services Emergency Services delivers rapid effective service when fire, medical and other hazardous emergencies occur. These services are provided using eight engine companies, two ladder trucks, a Low Acuity unit and a Battalion Command vehicle located at seven fire stations throughout the City. Services provided by this division are as follows: (1) respond to and extinguish fires; (2) deliver effective medical and rescue services for injuries, illnesses, and accidents; (3) respond to and control hazardous materials emergencies; (4) conduct company fire prevention inspections; and (5) provide technical rescue services. The Emergency Services division also provides the Department’s personnel and professional development programs including recruitment, departmental skills training, recruit training, officer development, driver training, and minimum company standards. This section also incorporates incident analysis to improve the quality of services by reviewing emergency incidents and applying lessons learned. Expenditures by Type Personnel Costs Supplies and Services Capital Outlays Internal Service Expenditure Total Per Capita 2020/21 Actual 29,194,806 667,164 103,431 674,678 30,640,079 156.48 Authorized Personnel Emergency Services Total Full Time 154 154 2021/22 Budget 31,955,389 833,503 93,400 691,715 33,574,007 185.92 2020/21 Actual Perm FTE Temp FTE 6-52 2021/22 Revised 24,906,802 774,103 186,800 668,937 26,536,642 146.95 2021/22 Revised Full Time 154 154 Perm FTE Temp FTE 2022/23 Budget 22,866,480 824,650 125,000 855,248 24,671,378 134.00 2022/23 Budget Full Time 160 160 Perm FTE Temp FTE City of Tempe Fiscal Year 2022/23 Annual Budget Community Risk Reduction Community Risk Reduction prevents loss of life, injury, and loss of property due to fire through the creation, implementation, and management of comprehensive and effective building and fire codes, education programs and fire inspections. Services include: (1) inspection of commercial and industrial properties; (2) response to resident and commercial fires; (3) approval of plans for and inspections of new construction; (4) determination of cause and origin of fires; (5) public information office; (7) public safety education programs; and (8) response to fire hazard complaints in commercial and multifamily residential occupancies. The Community Risk Reduction division oversees the Department’s special teams and emergency management programs. Coordination of the Department’s special teams programs involve training and certification for emergency procedures including hazardous materials, technical rescue (high angle, confined space, swift water, etc.) and the Department’s dive team. The Emergency Management section coordinates the citywide emergency preparedness plans for disasters. This includes: (1) development and maintenance of the City’s emergency operations plan; (2) conducting disaster drills; (3) coordination of disaster preparedness with the state and county; and (4) homeland security response to chemical, biological, radiological, nuclear, and explosive incidents. 2020/21 Actual 843,594 1,387,858 4,299 320,665 2,556,416 13.06 Expenditures by Type Personnel Costs Supplies and Services Capital Outlays Internal Service Expenditure Total Per Capita 2021/22 Budget 879,839 1,492,985 3,500 935,636 3,311,960 18.34 2020/21 Actual Authorized Personnel Community Risk Reduction Total Full Time 12 12 Frozen FTE 2 2 Perm FTE 6-53 Temp FTE 2021/22 Revised 773,883 1,504,485 3,500 980,458 3,262,326 18.07 2021/22 Revised Full Time 14 14 Perm FTE Temp FTE 2022/23 Budget 851,912 1,599,265 1,299,542 3,750,719 20.37 2022/23 Budget Full Time 14 14 Perm FTE Temp FTE City of Tempe Fiscal Year 2022/23 Annual Budget Human Resources Department Purpose: To serve both employees and City departments in the areas of employment services, benefits, and employee development. Description: The Human Resources Department administers Classification/Compensation, Recruitment, Employee Benefits, and Employee Development. The department serves all City departments and employees by attracting and retaining a qualified and diverse work force; providing training and professional development; performance management; administering employment laws; wages and salaries; employee and retiree healthcare benefits; and the deferred compensation program. To improve organizational productivity and effectiveness, the department communicates to employees their rights, responsibilities, benefits, and training opportunities; investigates complaints and grievances; assists with employee relations issues; and provides mediation services. FY 2022/23 Budget Highlights: • Authorized the creation of one new Employee Development Training Coordinator (1 FTE) • Authorized temporary (wage) positions (1.00 FTE) Effective FY 2021/22, the City Manager implemented a reorganization of departments, divisions, and offices. As a result, the Internal Services Department was abolished. The Financial Services, Human Resources and Information Technology Departments were created. The expenditures and authorized personnel information listed below reflect this change. Expenditures by Type Personnel Costs Supplies and Services Grants Capital Outlays Internal Services Expenditure Total Per Capita Authorized Personnel Administration Employment Services Employee Development Total 2020/21 Actual 6,110,406 32,005,638 305 (1,921,683) 36,194,666 184.85 2021/22 Budget 5,400,966 27,909,973 4,000 2021/22 Revised 4,157,136 35,349,679 1,250 2022/23 Budget 5,578,362 39,087,072 4,750 (1,396,883) 31,918,056 176.75 (1,351,950) 38,156,115 211.29 (1,388,164) 43,282,020 235.08 2020/21 Actual Full Perm Temp Time FTE FTE 2 16 2 0.50 20 0.50 2021/22 Revised Full Perm Temp Time FTE FTE 2 16 2 0.50 20 0.50 2022/23 Budget Full Perm Temp Time FTE FTE 3 15 3 1.50 20 1.50 Goals and Objectives: The City Council has established five strategic priorities for the community. These priorities provide the framework for each Department/Office to develop performance measures that support the City Council’s vision and achieve operational accountability. The Human Resources goals are established via their adopted performance measures which are linked to the City’s strategic priorities. These strategies provide the objectives for achieving the “target” goal for each performance measure. 6-54 City of Tempe Fiscal Year 2022/23 Annual Budget Performance Measures: 2.13 Employee Engagement • Performance Measure: Achieve ratings of “Strongly Agree” or “Agree” with overall levels of employee engagement and job satisfaction greater than the average of national benchmark cities as measured in the Tempe Employee Survey. • Baseline: Engagement: Employee Survey Q58. (2016) Overall, I am satisfied with the level of employee engagement in my Department 47.2% - Agree or Strongly Agree 22.1% - Neutral 22.7% - Disagree or Strongly Disagree 8.1% - Don’t Know • • • Job Satisfaction: Employee Survey Q66. (2016) Overall, how satisfied are you with your current job? 78.2% - Satisfied or Very Satisfied 13.2% - Dissatisfied or Very Dissatisfied 8.6% - Don’t Know Target: Engagement: Employee Survey Q58. Overall, I am satisfied with the level of employee engagement in my Department 32% - Agree or Strongly Agree (in development) Job Satisfaction: Employee Survey Q66. Overall, how satisfied are you with your current job? 67% - Satisfied or Very Satisfied Status: Engagement: 58.2% Job Satisfaction: 83.1% Current Strategies: See link 2.20 Employee Vertical Diversity • Performance Measure: Achieve diversity of City employees for gender and ethnicity within +/-5% to reflect Maricopa County’s population as measured in the most recent U.S. Census. • Baseline: See link for baseline • Target: Less than 5% difference in each category by 2030 • Status: See link for status • Current Strategies: 1. Collaborate with the Six-Sided employee partnership regarding recruit and hiring processes o Diverse hiring panels o Interview Prep and Consultation 2. Provide Employee/Supervisor training o Supervisor’s Academy o Leadership Development Program o Tempe Professional Development Network o Mentoring Program o Tuition Assistance Program 3. Advance inclusion and diversity leadership o Strategic Management and Diversity Office o Diversity Committee o Human Resources o Interview Panel Training and Debriefs 4. Promote recruitment and outreach strategies to engage diverse populations o Job fairs o Advertising o Industry pathways o Compensation & Benefits 6-55 City of Tempe Fiscal Year 2022/23 Annual Budget 2.25 Employee Work-Related Needs • Performance Measure: Achieve an average rating of “Strongly Agree” or “Agree” that “City Services Adequately Support Employee’s Work-Related Needs” greater than or equal to 90% as measured in the Employee Survey. • Baseline: Average of Employee Survey question 9a through 9e (2016) The following adequately support my work-related needs: City Manager's Office; Strategic Management & Diversity; Human Resources; Information Technology; Risk Management/Worker's Compensation. • • • 51% - Agree or Strongly Agree (Average) Target: 90% - Agree or Strongly Agree by 2030 Status: Agree or Strongly Agree 59.52% City Manager’s Office 53.9% Human Resources 68% Information Technology 71.3% Risk Management 57.8% Strategic Management and Diversity 46.6% Current Strategies: o Employee Survey conducted every other year – 2016, 2018, 2020 o Additional positions added to workforce since 2009 o Six – Sided Partnership o Employee Group Meet and Confer o Comprehensive Employee Benefits Confer Process o Wellness and Employee Assistance Programs o Employee Voice Programs o Employee Appreciations Events o Tempe Professional Development Network o Tempe Learning Center o AD Hoc Training: Risk, IT, Accounting, Budget, Procurement, Data Academy, GIS, Strategic Management, ADA, New Employee Orientation o Supervisor’s Academy o Educational Partnerships o Mentoring Program Additional strategies being implemented in 2019 include: Organizational o Focus on Tempe Core Values o Link Work of Employees to Strategic Plan and Performance Measures o Implement Employee Engagement Initiative Employee o Track Progress with Employee Survey in 2020 o Assess Employee Benefits for Support of Work Life Balance o Allocate Adequate Resources to Work Smarter and Safer Development o Re-Launch Employee Development Program o Initiate Mandatory Accelerated Supervisor’s Academy o Expand Educational Partnerships 6-56 City of Tempe Fiscal Year 2022/23 Annual Budget 5.07 Employee Turnover • Performance Measure: Achieve a City employee turnover rate less than or equal to the Valley Benchmark Cities’ average. • Baseline: 8.65% (FY 2016/2017) • Target: 8.78% by FY 2018/2019 • Status: 8.89% • Current Strategies: 1. The City of Tempe has always placed an emphasis on training and educating the workforce. The City’s $6,000 annual tuition reimbursement benefit that many have used to complete Associates, Bachelors and Masters degrees, is also available through educational partnerships that are designed to provide additional assistance and structure for employees who may have been away from the educational environment for some time. Additionally, job related training is provided by departments to enhance and develop skills for employees. These benefits are key to developing and retaining the workforce. Human Resources continues to work with Executive Management to enhance City departmental training opportunities. 2. Human Resources works regularly with the 6-sided partnership (employee groups) to evaluate employee compensation and benefits. City Executive Management is closely involved and partners with all employees in reviewing each year where the City stands with regards to other local public employers in an effort to maintain the City’s status as an employer of choice and to review any personnel policies that may impact the organization’s ability to both attract and retain a qualified and engaged workforce. This strategy in particular looks specifically to how the turnover rate in Tempe relates to that in competing cities. 3. Human Resources has focused over the past few years in educating employees regarding the significant benefits offered by the State Retirement plans we participate in, but more particularly the additional deferred compensation options available for employees to supplement their retirement incomes. Additionally, City matches for deferred compensation as well as leave payout options that increase with longevity, are designed to assist in encouraging employees to commit their career to the City – or at the very least, provide 10 years of service. 6-57 City of Tempe Fiscal Year 2022/23 Annual Budget Human Services Department Purpose: To provide an integrated system of services that supports the community from crisis to stability by, offering crisis response, mental health, housing services, providing healthy alternatives for offenders, and promoting the overall well-being of all our community members. Description: Tempe Human Services offers a wide range of inclusive programs and services to assist individuals and families with improving their quality of life. Our full continuum of trauma sensitive services addresses needs across the lifespan through five areas: Community Partnerships & Resources, Social Services, and Housing Services. To achieve this, the Department leverages diverse partnerships and significant federal, state, local, tribal, private philanthropic, and faith-based funding streams. FY 2022/23 Budget Highlights: • Restoration of non-personnel base budget items for Kid Zone programs totaling $45,900. • Restoration of various non-personnel base budget items totaling $36,262 • Authorized continued funding for seven High School Youth Specialist positions (7 FTE) • Continued funding for a Social Services Coordinator (Tempe Works), two Homeless Outreach Specialists, a Crisis Intervention Specialist, part-time Administrative assistant, and a Housing Services Specialist authorized as a FY22 mid-year supplemental (5.50 FTE) • Authorized the conversion of one part-time Administrative Assistant into a full-time position (.50 FTE) • Authorized temporary (wage) positions for the Experience Corps Program (1.40 FTE) • Authorized the conversion of two temp positions into two full time Assistant Recreation Coordinator positions (2 FTE) • Authorized the creation of one new Crisis Intervention Specialist (1 FTE) • Authorized the creation of one new Social Services Counselor (1 FTE) • Authorized the reclassification of one Administrative Assistant into a Social Services Coordinator position • Authorized temporary (wage) position for the Age Friendly Community program (.70 FTE) • Authorized temporary (wage) position for a Resource Navigator (1 FTE) • Authorized temporary (wage) position for a Social Services Counselor position (1 FTE) • Authorized the conversion of eight temporary (wage) positions into eight full time Assistant Recreation Coordinator positions (8 FTE) • Authorized the conversion of eight temporary (wage) positions funded by VOCA grant into eight full-time various positions (8 FTE) • Authorized the creation of one part-time Workforce Development Coordinator (.50 FTE) • Authorized the creation of one Crisis Intervention Specialist (1 FTE) • Authorized temporary (wage) positions for five Middle School Youth Specialist positions (5 FTE) • Authorized funding for various non-personnel base budget and capital items totaling $524,473 Expenditures by Type Personnel Costs Supplies and Services Grants Capital Outlays Internal Services Transfers Expenditure Total Per Capita Expenditures by Division Administration Housing Services Preschool Resource Expansion Community Partnerships & Resources Social Services Expenditure Total 2020/21 Actual 8,629,702 17,878,729 2,292,841 36,485 1,183,326 2021/22 Revised 12,753,398 27,535,138 8,697,646 153,646 1,783,969 2022/23 Budget 13,240,734 33,502,136 3,831,329 196,478 2,143,252 30,021,083 153.32 2021/22 Budget 12,461,470 29,891,433 5,779,982 153,646 1,637,489 (25,000) 49,899,020 276.32 50,923,797 281.99 52,913,929 287.39 2020/21 Actual 9,434,564 15,435,924 1,120,358 2021/22 Budget 15,290,752 25,945,109 2,968,458 2021/22 Revised 16,324,244 27,408,063 1,808,576 2022/23 Budget 14,657,532 28,169,276 3,499,447 1,791,669 2,238,568 30,021,083 2,402,187 3,292,514 49,899,020 2,327,432 3,055,482 50,923,797 2,107,542 4,480,132 52,913,929 6-58 City of Tempe Fiscal Year 2022/23 Annual Budget Authorized Personnel Administration Education, Family & Community Support Community Partnerships & Resources Social Services Total Full Time 37 2020/21 Actual Frozen Perm FTE FTE 3 14 1 5 19 70 1 2 6 Temp FTE 64.97 2021/22 Revised Full Frozen Perm Temp Time FTE FTE FTE 40 1 66.50 1 12.15 18 1 .93 78.05 6 28 86 1 2022/23 Budget Full Perm Temp Time FTE FTE 50 .50 57.50 .5 20.94 28 .50 15.82 103.26 6 37 115 21.04 .50 8.82 87.36 Goals and Objectives: The City Council has established five strategic priorities for the community. These priorities provide the framework for each Department/Office to develop performance measures that support the City Council’s vision and achieve operational accountability. The Human Services goals are established via their adopted performance measures which are linked to the City’s strategic priorities. These strategies provide the objectives for achieving the “target” goal for each performance measure. 6-59 City of Tempe Fiscal Year 2022/23 Annual Budget Performance Measures: 1.17 Community Supervision Re-Arrest Rates • Performance Measure: Under Development • Baseline: Under Development • Target: Under Development • Status: Under Development • Current Strategies: Under Development 1.18 KidZone Participation Rate • Performance Measure: Achieve a community program participation rate per capita of Tempe youth during non-school time greater than or equal to the national standards published by the Arizona After 3 PM Afterschool Alliance. • Baseline: 24% • Target: 30% by 2048 • Status: 16.8% • Current Strategies: 1. Collaborate with local school districts to gather data o Collaborate with ASU to determine the numbers of youth served in other cities o Research economic impacts 2. Provide more access to affordable programming o Expand access to scholarships o Add more schools to the community school model 3. Develop a mechanism for collection and assimilation of data o Surveys to stakeholders o Identify state and national standards of quality 1.19 Housing Quality Standards • Performance Measure: Achieve a 98% resolution rate for all Housing Quality Standard issues related to life, health, or safety within 24 hours. • Baseline: 90% (Fiscal Year 16/17) • Target: 98% • Status: 100% • Current Strategies: 1. The Housing Services Division created a tool to capture requests for Special Inspections due to a health and/or safety issue. This tool monitors the turnaround time of calls to Special Inspections with the goal of responding within 24 hours. 2. The Housing Services Supervisor reviews the tool mentioned above on a weekly basis to ensure that requests are being responded to within 24 hours. 1.21 Youth Alcohol Marijuana Usage • Performance Measure: Achieve rates of zero for alcohol use and drug misuse by 10th and 12th grade students in Tempe as measured by the biennial Arizona Youth Survey. • Baseline: Past 30-day use for 10th and 12th graders in Tempe: 24.3% Alcohol (2016) 16.1% Marijuana (2016) Opioids: Under Development • Target: 0% by 2020 • Status: Alcohol: 18.2% Marijuana: 18.3% Prescription Drug Misuse: 5.6% Prescription Pain Reliever Misuse: 3.9% • Current Strategies: 1. Partner with the Tempe Coalition (Tempe Community Council) The Tempe Coalition is comprised of local residents and professionals who live or work in the community. The Coalition is made up of members who represent a wide range of community sectors including business, media, law enforcement, schools, substance use providers, youth, parents, youth serving organizations, civic groups, healthcare professionals, governmental agencies, and faith-based organizations. The mission of the Coalition is to work collectively to advocate for the reduction of alcohol and drug use among Tempe youth. The City of Tempe supports this effort with ongoing involvement of city staff and City Council representative. Tempe Coalition's strategies include: o Media campaigns to impact youth and parental attitudes related to underage drinking, i.e., the “21 or Too Young” campaign 6-60 City of Tempe Fiscal Year 2022/23 Annual Budget o o o 2. Community education to minimize underage drinking and drug use Make youth, parents, and educators aware of the impact on adolescent brain development. Feature PSA videos of youth speaking to parents about enforcing rules and setting boundaries. o Renew publicity efforts related to our Social Host Ordinance - Tempe is the first city in the East Valley to pass the Social Host Ordinance. The revised ordinance, Article 3 Nuisance Parties and Unlawful Gatherings, went into effect February 2012. o Work with community partners to reinforce education and support to the Tempe community. Create healthy engagement opportunities for youth in out of school time o Mayor’s Youth Advisory Commission o Kids Zone and City recreation and educational activities 1.29 Breaking Cycle of Violence • Performance Measure: Achieve ratings of "Strongly Agree" or "Agree" with responses of "having a better understanding of trauma associated with violence and its impact on the well-being and safety of my family" greater than or equal to 50% as measured in the CARE 7 Trauma Education and Support Services Survey. • Baseline: Under Development (Available April 2021) • Target: Under Development (Available April 2021) • Status: No data • Current Strategies: 1. Update CARE 7 Victim Services Survey questions to collect specific data for performance measure 1.29 2. Contact and collaborate with CARE 7 Trauma Trainer to develop psycho-educational content specific to trauma and victimization. 3. Provide in house training to CARE 7 advocates on delivery of content. 2.07 Counseling Services Referral Rate • Performance Measure: Achieve a rate of 85% of counseling clients who report an “increased ability to cope” as measured by a 4 or greater on a 5-point scale. • Baseline: 93.5% Quarter ending 9/30/2018 (partial sample from quarter) • Target: 85% (achieved) • Status: 100% • Current Strategies: 1. Provide trauma-informed care training, at regular intervals, for all employees related to counseling services. 2. Promote a supportive and safe counseling center for program participants by ensuring a traumasensitive environment. 3. Activate the counseling center through additional therapeutic programming that will support community engagement and healing. 4. Incorporate the industry-accepted practice of Eye Movement Desensitization Reprocessing (EMDR) for healing Post-Traumatic Stress Disorder and other trauma-related issues. 5. Provide EMDR to public safety and other city staff who suffer vicarious trauma related to their job duties. 3.05 Subsidized Housing Funding Usage • Performance Measure: Achieve a Housing Choice Voucher program optimization of either 98% of vouchers leased or 99% of available funding spent. • Baseline: Voucher utilization = 87%; Funding utilization = 97% (11/2017) • Target: Voucher utilization = 98%; Funding utilization = 99% • Status: Voucher utilization = 76%; Funding utilization = 95% • Current Strategies: 1. Monitor voucher utilization on a monthly basis. Trending factors in the rental marketplace, including HUD’s Fair Market Rent analysis is also monitored monthly. 2. Inform Housing Services staff on a monthly basis of utilization rates for all Housing programs at workgroup meetings. 3. When utilization rates begin to decrease, the Housing Services Supervisor plans for an increase in bringing new people onto Housing programs and notifies staff of the need to focus on increased utilization. 6-61 City of Tempe Fiscal Year 2022/23 Annual Budget 3.06 Quality Pre-K Enrollment • Performance Measure: Achieve Quality Early Learning for Tempe children as measured by 45% of 3- and 4-year-old children enrolled in quality early learning settings by 2030. • Baseline: 38% of 3- and 4-year-old children enrolled in quality early learning settings • Target: 45% of 3- and 4-year-old children enrolled in quality early learning settings by 2030 • Status: 49% • Current Strategies: 1. Increase the number of low-income 3 and 4-year-old Tempe children who attend a high-quality preschool. o Tempe PRE (Preschool Resource Expansion) is a 2-year pilot program designed to improve educational and life outcomes for Tempe’s youngest residents. o In FY 17/18, Tempe PRE will opened 20 full-day, year-round, high-quality preschool classrooms providing an exceptional experience for an additional 360 Tempe 3 and 4-yearold children for families living at or below 200% of the Federal Poverty Level. o Tempe PRE entered a second phase of a 2—year pilot (FY 19/20 and FY 20/21z0 to improve educational and life outcomes of Tempe’s youngest residents. The second phase implemented a sliding-scale fee model allowing families to pay tuition based on income and expanding access to include families of all income levels. 2. Introduced and implemented Positive Parenting Program (Triple P), an evidence-based parenting education and support program to Tempe families with children 0-18 years of age. o Parenting has enormous influence on a child’s development. The interactions between child and parent have a sustained impact on child’s well-being and quality of life. Triple P has been proven to improve the health and behavior of children and the quality of the parent/caregiver child relationship. The City of Tempe Human Services Department collaborates with a variety of entities within the community to provide Triple P classes at a variety of levels and at numerous locations convenient to families. Classes are offered at local elementary schools, churches as well as community and family resource centers. • Triple P Tempe offers a three-class Seminar Series 1. Stepping Sones Seminar for parents and caregivers of children with a diagnosed disability. 2. Discussion Groups for familes of children age 0-12, which provide information on a specific parenting issue, and Teen Discussion Group for families of children 13-16. 3. Additionally, an 8-week Group series for parents and caregivers of children 0-12, provides in-depth parenting information as well as individual phone consultation. 3.07 3rd Grade Reading Level Proficiency • Performance Measure: Achieve a percentage of Tempe students who score “Highly Proficient” or “Proficient” on the AzMERIT 3rd Grade English language arts assessment greater than or equal to statewide achievement goal of 72% by 2030. • Baseline: 42% Highly Proficient or Proficient • Target: 72% Highly Proficient or Proficient • Status: 38% • Current Strategies: 1. Increase access to literacy rich environments for young children by assisting low-income families in growing home libraries. Provide books free to children and families by holding book distributions and reading events with book giveaways for children birth to age six. 2. Engage families and community by providing parents and caregivers of children ages 0 – 6 with strategies, programs, and services for increasing early literacy skills in preparation for successful entrance into Kindergarten and future learning. 3. Develop reading skills to reach proficiency on the English Language Arts section of the AZ Merit exam by expanding Experience Corps services to students in Tempe elementary schools in danger of not meeting third grade reading benchmarks. 6-62 City of Tempe Fiscal Year 2022/23 Annual Budget 3.08 High School Graduation Rate • Performance Measure: Achieve a high school graduation rate of Tempe students who graduate in 4 years greater than or equal to the statewide goal of 90% by 2030. • Baseline: 84% (2016) • Target: 90% by 2030 • Status: 88.22% • Current Strategies: 1. Increase the number of Tempe students and families who access the College Connect Tempe program. o College Connect Tempe aims to provide the information and tools to assist young people and their caregivers in the college preparation process. A lack of knowledge about how to apply for and pay for post-secondary opportunities including certificate programs and colleges is cited as a barrier to youth completing post-secondary education. By 2030, twothirds of jobs will require some type of post-secondary education. College Connect Tempe ensures Tempe’s youth have the information to pursue a post-secondary education. o This measure is recreated by tracking youth participation in program activities through the program’s database- Apricot (an online data platform). The database is maintained by program staff. 2. Continue and expand community partnerships to support youth while enrolled in high school and to re-engage youth who may have dropped out of school. o Partner with Maricopa County @ Work Youth Workforce to reengage out-of-school youth and connect them with educational and career pathway programming. o Collaborate with TUHSD on its “We Want You Back” initiatives to intervene with youth at risk of dropping out. o Partner with Tempe Community Council for its Open Horizons program that provides childcare for parenting teens so they can remain in school and for the Threadz program that provides clothing and basic needs assistance to middle and high school students. o Partner with the Tempe Coalition to provide substance use prevention education to students so they can make healthy choices and remain in school. o Coordinate the Tempe Mayor’s Youth Advisory Commission (MYAC) in order to provide leadership development and civic engagement activities for Tempe youth, allowing students to strengthen their connections with the community. 3.09 Post-Secondary School Achievement Rate • Performance Measure: Achieve a rate of 65% for Tempe residents who have a post-secondary certificate, 2-year degree or 4-year degree by 2030. • Baseline: 58.2% (2017) • Target: 65% by 2030 • Status: 58.2% • Current Strategies: 1. Improving the K-12 Pipeline o Arizona's K-12 pipeline must improve so more students can continue on to post-secondary education. Improvements include increasing pre-kindergarten enrollment, third grade reading levels, eighth-grade math scores and high-school graduation rates. Ways to boost higher learning encompass a variety of methods such as advanced placement classes, dual enrollment, and early college experiences. 2. Completing Credentials o Despite the fact that 60 percent of the entire adult population in Arizona enrolled in a postsecondary institution at some point in their lives, nearly half of these adults have not completed their degree programs. o This gap contributes to Arizona's lower attainment rate with 32 percent of adults in Arizona who have a bachelor’s degree or higher compared to the national rate of 36 percent. This gap is also increasing with the average increase for bachelor’s degree attainment nationally at 3.2 percent during the past decade and the bachelor’s rate in Arizona increasing only 2.8 percent during the same time period, according to College Success Arizona. o In addition, minority students enroll in and complete postsecondary education programs at much lower rates than do white students in Arizona. This gap is particularly significant for Latino students. Arizona and our increasingly Latino population would recognize 6-63 City of Tempe Fiscal Year 2022/23 Annual Budget 3. 4. tremendous benefits if more Latinos earned their degrees from higher education institutions. o Tools to help Arizonans complete their degrees or certificates include providing incentives toward completion and post-secondary mentoring. Increasing Access o All Arizonans who wish to begin or complete higher education should be enabled to do so. There are many adults in Arizona who have started their degrees, but never finished. Tools to help Arizonans complete their degrees or certificate include providing incentives toward completion and post-secondary mentoring. o Enabling Arizonans to gain access to higher education after high school means prioritizing affordable options and showing competency to enter an advanced program of study. o Increasing attainment means teaching students about successfully completing higher education through college knowing and going program and financial literacy courses, Admission standards to higher education institutions can more closely align with highschool graduation requirements and students can learn about financial aid options that will help finance their education. Aligning Workforce Needs o Two-thirds of jobs in Arizona will require some type of higher education by 2020. o Aligning education more closely with the needs of Arizona's labor market can be improved through expanded pathways programs from community colleges to universities and increased engagement with the business community. 3.10 Human Service Grants Performance Rate • Performance Measure: Ensure agencies who receive human service grants from the City achieve their performance goals related to homeless, youth, domestic violence, working poor, seniors, and individuals with disabilities. • Baseline: 46.7% of the programs funded will meet outcomes as noted in their grant applications (Fiscal Year 16/17) • Target: 100% by 2025 • Status: 89% • Current Strategies: 1. Utilize Community Needs Assessment o Prioritize Needs o Create a solutions-oriented approach with partners o Organize partners for greater community impact 2. Facilitate Work Groups for each Population o Increase communication, collaboration, and coordination o Develop standardized outcome measures o Work cohesively to move solutions forward 3. Concentrate Resources on Measurable Results o Assess and monitor investment o Connect and collaborate for increased effectiveness o Sustain resources for long-term collective impact 3.20 Dementia-Friendly Community Designation • Performance Measure: Achieve ratings of “Very Satisfied” or “Satisfied” with Tempe’s engagement and inclusion of those living with dementia, their care partners, and their families, greater than 75% as measured in the Community Survey. • Baseline: 56.3% (2019) • Target: 75% by 2025 • Status: 53.7% • Current Strategies: 1. Raise awareness of and foster respect for people with dementia and family caregivers 2. Provide services and resources to ensure meaningful access to community and promote quality of life 3. Support and educate people with dementia, their care partners, and families 4. Promote meaningful engagement in community life 6-64 City of Tempe Fiscal Year 2022/23 Annual Budget 3.21 Veteran-Supportive Community Designation • Performance Measure: Engage Tempe employers to achieve a "Veteran-Supportive" designation greater than or equal to the average of Valley cities as awarded by the Arizona Coalition for Military Families. • Baseline: 9 (2017) • Target: 30 by 2023 • Status: 18 • Current Strategies: 1. Develop a Tempe-specific priority system to qualify employers. o Partner with Tempe Chamber of Commerce to market program to employers. 2. Connect active duty and former service members and veterans to appropriate employment and other resources. o Develop and implement a communication tool to provide updates and news to Veterans and their families. o Educate and engage City of Tempe departments about the Arizona Military and Family Life Coalition and benefits of designation. 3.28 Ending Homelessness • Performance Measure: Achieve an end to homelessness in Tempe as measured by Tempe’s annual count. • Baseline: 1,117 (2018) Number of unduplicated Tempe homeless individuals and families served through navigation and case management services system. • Target: 0 Number of unduplicated Tempe homeless individuals and families served through navigation and case management services system. • Status: 1,298 • Current Strategies: 1. Serve people through navigation and case management  Investing in preventing homelessness, including flexible funds to address short term and long-term needs • Increase homeless outreach and engagement services • 24/7 crisis response for substance use and mental health  Connecting and collaborating with the Maricopa Regional Plan to End Homelessness  Increasing regional partnerships 2. Decrease the Average Number of Days from Program Entry into Permanent Supportive Housing  Streamlining access to existing services to prevent and reduce length of time people are homeless  Increasing the number of housing and service options for people with chronic disabilities, no incomes, and long lengths of homelessness, both in Tempe and throughout Maricopa County  Leveraging partnerships to connect unsheltered people, living in encampments, to nonprofit community shelters and housing in Tempe and throughout Maricopa County  Assessing and strengthening Tempe’s ending homeless response system  Increasing shelter bed availability 3. Increase the retention rate for housing  Assure people moving into housing are connected to quality housing-based case management services that are effective at providing people with the skills needed to retain their housing  Increasing the number of supportive housing units through Capital Improvement Plan (CIP)  Increase supportive housing partnerships with other agencies and municipalities 3.30 Age-Friendly Community Designation • Performance Measure: Achieve the Age-Friendly Community Designation for livability from AARP. • Baseline: Under development • Target: Under development • Status: Under development • Current Strategies: Under development 6-65 City of Tempe Fiscal Year 2022/23 Annual Budget 3.31 Poverty Rate • Performance Measure: Achieve a rate of households living below the Federal Poverty level less than Maricopa County as measured by the United States Census Bureau, American Community Survey. • Baseline: 21.3% (2017) • Target: 15.0% by 2030 • Status: 19.8% • Current Strategies: 1. Define and understand poverty specific to Tempe. o Assess causes of poverty in Tempe o Conduct an integrative literature review of poverty causes and proposed evidenced based solutions for benchmark regional and national cities  Bridges Out of Poverty  Opportunity Atlas  Additional Resources 2. Many City performance measurements provide support for alleviating poverty and its related symptoms in Tempe. o These measures will provide broad context for how Tempe is able to provide people support for reducing the effects of poverty:  1.17 Achieve a re-arrest rate for those participants completing Community Supervision diversion or probation programs that is less than the Arizona Inmate Recidivism Study benchmark.  1.19 Achieve a 98% resolution rate for all Housing Quality Standard issues related to life, health, or safety within 24 hours.  1.21 Achieve rates of zero for alcohol and marijuana use by 10th and 12th grade students in Tempe as measured by the biennial Arizona Youth Survey.  1.30 Achieve a 50% service rate for victims of crime and persons experiencing crisis as measured by the Care 7 Trauma Support Service Assessment.  2.07 Achieve a rate of 85% of counseling clients who report an “increased ability to cope” as measured by a 4 or greater on a 5-point scale.  3.05 Achieve a Housing Choice Voucher program optimization of either 98% of vouchers leased or 99% of available funding spent.  3.06 Achieve Quality Early Learning for Tempe 3 and 4 – year old children as measured by 45% of 3- and 4-year-old children enrolled in quality early learning settings and X% (under development) of Kindergartners who meet or exceed developmental expectations as assessed by the Kindergarten Developmental Inventory (KDI) by 2030.  3.07 Achieve a percentage of Tempe students who score “Highly Proficient” or “Proficient” on the AzMERIT 3rd Grade English language arts assessment greater than or equal to statewide achievement goal of 72% by 2030.  3.08 Achieve a high school graduation rate of Tempe students who graduate in 4 years greater than or equal to the statewide goal of 90% by 2030.  3.09 Achieve a rate of 65% for Tempe residents who have a post-secondary certificate, 2-year degree or 4-year degree by 2030  3.10 Ensure agencies who receive human service grants from the City achieve their performance goals related to homeless, youth, domestic violence, working poor, seniors, and individuals with disabilities.  3.20 Achieve ratings of “Very Satisfied” or “Satisfied” with Tempe’s engagement and inclusion of those living with dementia, their care partners, and their families, greater than 75% as measured in the Community Survey.  3.21 Engage Tempe employers to achieve a "Veteran-Supportive" designation greater than or equal to the average of Valley cities as awarded by the Arizona Coalition for Military Families.  3.28 Achieve an end to homelessness in Tempe as measured by Tempe’s annual count.  4.09 Achieve a Housing Inventory Ratio for Affordable, Workforce and Market-Rate housing categories that meets the recommendations made for a three-person household in the most recent study. o Integrate Tempe Human Services Department’s strategic plan with evidenced-based recommendations from ASU School of Social Work and Southwest Collaborative on 6-66 City of Tempe Fiscal Year 2022/23 Annual Budget 3. 4. Immigration, Inequality and Poverty (SCIIP) to develop Tempe responsive solutions for alleviating poverty. Review the Housing Affordability Index and conduct a feasibility study of a Comprehensive Affordability Index for Tempe. Review and integrate outcomes from the Equity in Action innovation project. 3.37 Mental Health & Wellness • Performance Measure: Under Development • Baseline: Under Development • Target: Under Development • Status: Under Development • Current Strategies: Under Development 4.09 Housing Inventory Ratio • Performance Measure: Achieve a Housing Inventory Ratio for Affordable, Workforce and Market-Rate housing categories that meets the recommendations made for a three-person household in the most recent study. • Baseline: Affordable: 49.3% (2017) Workforce: 34.2% (2017) Market-rate/Luxury: 16.5% (2017) • Target: Affordable: 49.3% by 2040 Workforce: 34.2% by 2040 Market-rate/Luxury: 16.5% by 2040 • Status: Affordable: 53% Workforce: 23% Market-rate/Luxury: 24% • Current Strategies: There are five key strategies aligned with this measure: a. Hometown for All initiatives; b. Attracting large-scaled developers through shovel ready projects; c. Purchasing properties to support access to affordable and workforce housing using Community Development Block Grant (CDBG) and HOME Investment Partnerships Program funding; and d. Reinvesting the Affiliate program income in permanently affordable/workforce housing. e. Implementation of the Affordable Housing Impact Statement (AHIS) policy. 1. Hometown for All Initiatives Hometown for All, an innovative initiative approved by the Tempe City Council in January 2021, accelerates the growth of affordable housing through the provision of a sustainable funding source. For every development project built in Tempe, an amount equivalent to 50% of certain permit fees paid to the City’s general fund goes to support the non-profit Affiliate. The City also welcomes voluntary contributions from developers and others to fund more affordable housing. The initiative ensures that Tempe can create the next generation of affordable and workforce housing opportunities in the city. This funding is distributed over four opportunities: acquisition of land and housing units, redevelopment and incentivizing. Specific initiatives reflecting these opportunities include: a. b. c. d. Increase affordable/workforce housing rental units through The Affiliate’s acquisition of land with existing properties. Increase affordable/workforce housing rental units through The Affiliate’s acquisition of land without housing, and then constructing units. Increase affordable/workforce rental units through private development. Increase homeownership of workforce units. 6-67 City of Tempe Fiscal Year 2022/23 Annual Budget About the Affiliate: The non-profit Tempe Coalition for Affordable Housing (referred to as The Affiliate) was created by the City of Tempe Public Housing Authority in 2018. A goal of The Affiliate is to support the acquisition, construction, or redevelopment of single or multi-family residences that will remain permanently affordable for individuals and families in Tempe. https://www.tempe.gov/government/human-services/housing-services/affordablehousing/housing-solutions/tempe-coalition-for-affordable-housing 2. Attract large-scaled developers through shovel-ready projects. These properties/sites are readied for development by having all entitlement (zoning, assessment) and clean-up work taken care of before the developer purchases. 3. Purchase properties to support access to affordable and workforce housing using Community Development Block Grant (CDBG) and HOME Investment Partnership Program funding. The CDBG and HOME programs, funded by the federal government, provide annual grants on a formula basis to states, cities, and counties to develop viable urban communities by providing decent housing and a suitable living environment, and by expanding economic opportunities, principally for low- and moderate-income persons. 4. 5. Reinvest The Affiliate program income into permanently affordable/workforce housing. In 2019, the city implemented the Affordable Housing Impact Statement (AHIS) policy. An AHIS estimates and describes the impact development would have on affordable housing in the City of Tempe. Benefits of an AHIS policy help keep projections for future housing inventory ratios more precise. 6-68 City of Tempe Fiscal Year 2022/23 Annual Budget Administration Administration provides the overall leadership, direction, and management of the department. Included in the expenditures by type are the various grants and donations that are received each fiscal year. 2020/21 Actual 4,147,176 2,262,575 2,292,841 35,293 696,679 9,434,564 48.18 Expenditures by Type Personnel Costs Supplies and Services Grants Capital Outlays Internal Services Expenditure Total Per Capita 2021/22 Budget 5,680,866 2,933,261 5,779,982 2021/22 Revised 4,973,002 1,733,261 8,697,646 2022/23 Budget 6,249,832 3,264,751 3,831,329 896,643 15,290,752 84.67 920,335 16,324,244 90.40 1,298,800 14,657,532 79.61 2020/21 Actual Authorized Personnel Administration Total Full Time 37 37 Frozen FTE 3 3 Perm FTE 2021/22 Revised Temp FTE 64.97 64.97 Full Time 40 40 Frozen FTE 1 1 Perm FTE 2022/23 Budget Temp FTE 66.50 66.50 Full Time 50 50 Perm FTE .50 .50 Temp FTE 57.50 57.50 Education, Family & Community Support The Education, Family & Community Support section supports Mayoral and Council initiatives, working with local school districts, higher education partners, and community senior partners to facilitate the success of all Tempe children, youth, families, and seniors 50+ by aligning needs with City resources. The section administers Tempe PRE (Preschool Resource Expansion), Positive Parenting Program (Triple P), AARP Tempe Experience Corps, Read On Tempe, College Connect Tempe, My Brother’s Keeper Tempe, Youth Workforce and Engagement, Youthfest Courage Awards and Changemakers Recognition Event, Mayor’s Youth Advisory Commission, and Dementia Friendly Tempe. Kid Zone The Kid Zone Enrichment Program provides children a safe, enriching place to be during out-of-school time. Kid Zone operates before- and after-school programs at eighteen Tempe Schools. Programs are offered to grades K-5 at twelve schools, K-8 at Ward Traditional, grades 6-8 at four schools, and preschool programming at two schools. The Kid Zone Enrichment Program was reorganized under Human Services starting FY 2019/20. 2020/21 Actual Expenditures by Type Personnel Costs 2021/22 Budget 2021/22 Revised 2022/23 Budget 228,444 382,492 257,523 377,469 Supplies and Services 883,293 2,585,966 1,551,053 3,117,809 Capital Outlays Internal Services Expenditure Total Per Capita 8,621 1,120,358 5.72 1,808,576 10.01 3,557 3,499,447 19.01 612 2,968,458 16.44 2020/21 Actual Authorized Personnel Education and Youth Development Total Full Time 14 14 Frozen FTE 1 1 Perm FTE 1 1 6-69 Temp FTE 12.15 12.15 2021/22 Revised Full Time 18 18 Perm FTE .5 .5 Temp FTE 20.94 20.94 2022/23 Budget Full Time 28 28 Perm FTE Temp FTE 21.04 21.04 City of Tempe Fiscal Year 2022/23 Annual Budget Community Partnerships & Resources The Community Partnerships & Resources Division engages the community to assess needs, promote collaboration with public and private entities, seek innovative solutions and maximize resources. The Division works with local community-based nonprofit agencies to deliver human/social services to Tempe through the Agency Review funding process. The Division also seeks grant opportunities and administers grant funds to meet the needs of the community. 2020/21 Actual 541,742 1,155,920 77 93,930 1,791,669 9.15 Expenditures by Type Personnel Costs Supplies and Services Capital Outlays Internal Services Expenditure Total Per Capita 2021/22 Budget 657,898 1,652,450 2021/22 Revised 586,167 1,652,450 2022/23 Budget 677,986 1,322,395 91,839 2,402,187 13.30 88,815 2,327,432 12.89 107,161 2,107,542 11.45 2020/21 Actual Authorized Personnel Community Partnerships & Resources Total Full Time 5 5 Frozen Perm FE FTE 1 1 2021/22 Revised Temp FTE Full Time 6 6 Perm FTE Temp FTE 2022/23 Budget Full Time 6 6 Perm FTE Temp FTE Social Services The Social Services Division includes four workgroups that provide direct services and programing to the community: CARE 7, Community Supervision, Housing Services and Homeless Solutions. CARE 7 serves community members experiencing difficult situations via three groups: crisis response, victim advocacy, and counseling services. Additionally, grant funded case management services are provided to clients who could benefit from a higher level of continuous assistance navigating complex systems like the Veterans Administration. Community Supervision administers the City’s diversion, probation, and home detention programs. Eligible individuals are referred by the Tempe Municipal Court or Prosecutor’s Office to divert participants from the criminal justice system, and address underlying needs related to criminal behavior. Housing Services Housing Services administers a variety of housing programs including rental assistance, affordable housing, down payment assistance, emergency home repair, and other programs to promote self-sufficiency. Programs are generally designed for low to moderate income households, individuals who are homeless and/or are considered seriously mentally ill. The Grants, Donations and/or Restricted Purpose expenditures represent expenditures under the CDBG and Section 8 Federal programs. Homeless Solutions is committed to making homelessness a rare, brief, and one-time experience in our community. The group works intensively with other municipalities, organizations, Maricopa County, community partners and other City of Tempe departments to leverage regional and local resources to end homelessness. Expenditures by Type Personnel Costs Supplies and Services Transfer Capital Outlays Internal Services Expenditure Total Per Capita 2020/21 Actual 1,925,382 40,912 2021/22 Budget 2,574,730 294,938 2021/22 Revised 2,450,194 192,005 2022/23 Budget 3,554,619 471,077 1,115 272,274 2,238,568 11.43 7,000 415,846 3,292,514 18.23 7,000 406,283 3,055,482 16.92 23,000 431,436 4,480,132 24.33 2020/21 Actual Authorized Personnel Social Services Total Full Time 19 19 Frozen FTE 2 2 Perm FTE Temp FTE .93 .93 6-70 Full Time 28 28 2021/22 Revised Frozen Perm Temp FTE FTE FTE 15.82 15.82 2022/23 Budget Full Time 37 37 Perm FTE Temp FTE 8.82 8.82 City of Tempe Fiscal Year 2022/23 Annual Budget Information Technology Department Purpose: To improve our Tempe community through thoughtful implementation of innovative and sustainable technologies that align to the City Council’s strategic priorities… Description: Tempe’s Information Technology Department is responsible for developing city wide strategies that align City Council strategic priorities with appropriate technology to reduce the cost of government, enhance services to our community, and make government services more accessible in today’s connected world. This is done by ensuring our investment in technology and resources is collaborative, reflects a common vision of exemplary customer experience, and is operationally sustainable today and into the future.… FY 2022/23 Budget Highlights: • Authorized the creation of one new Management Assistant position (1 FTE) • Authorized the creation of one new Executive Assistant position (1 FTE) • Authorized budget appropriation for various non personnel items totaling $9,440 Effective FY 2021/22, the City Manager implemented a reorganization of departments, divisions, and offices. As a result, the Internal Services Department was abolished. The Financial Services, Human Resources and Information Technology Departments were created. The expenditures and authorized personnel information listed below reflect this change. Expenditures by Type Personnel Costs Supplies and Services Capital Outlays Internal Services Expenditure Total Per Capita Authorized Personnel Information Technology Total 2020/21 Actual 9,828,2796,890,559 71,948 (16,922,047) (131,261) (0.67) 2021/22 Budget 10,596,481 8,849,140 16,000 (19,461,621) - 2020/21 Actual Full Perm Temp Time FTE FTE 82 82 2021/22 Revised 9,982,180 8,849,140 16,000 (18,847,320) - 2021/22 Revised Full Perm Temp Time FTE FTE 82 82 2022/23 Budget 11,450,324 9,815,008 11,811 (21,277,143) 0 2022/23 Budget Full Perm Temp Time FTE FTE 84 84 Goals and Objectives: The City Council has established five strategic priorities for the community. These priorities provide the framework for each Department/Office to develop performance measures that support the City Council’s vision and achieve operational accountability. The Information Technology goals are established via their adopted performance measures which are linked to the City’s strategic priorities. These strategies provide the objectives for achieving the “target” goal for each performance measure. 6-71 City of Tempe Fiscal Year 2022/23 Annual Budget Performance Measures: 2.05 Online Service Satisfaction Rate • Performance Measure: Achieve 90% ratings for Tempe’s online services of “Very Satisfied” or “Satisfied” for ease of use and needs met in Customer Experience surveys and Community Survey. • Baseline: Community Survey Baseline: 69.2% (2017) Customer Experience Baseline: Under development (technology platform for collecting real time survey is being determined) • Target: Community Survey Target: 90% by 2025 Customer Experience Target: 90% by 2025 • Status: Community Survey Target: 68.4% • Current Strategies: 3. Evaluate online payment tools that allow for consolidation of payment processing across various applications and services 4. Implement a real-time feedback feature for specific transaction types to better understand the customer’s experience 5. Conduct periodic testing of the quality of different online services 5.12 Cyber Security • Performance Measure: Achieve 100% compliance with the National Institute of Standards and Technology (NIST) Cyber Security Framework (CSF) for the protection of critical infrastructure. • Baseline: 68% compliance (2017) • Target: 100% compliance by 2026 • Status: 67% • Current Strategies: 1. Implement a quarterly assessment program based on NIST CSF to measure and maintain compliance. 2. Sequence and prioritize underperforming processes based on their level of risk to the organization. 3. Develop and execute a strategy to remediate risk and achieve compliance, including tactical and long-range planning, budget development and targeted initiatives. 6-72 City of Tempe Fiscal Year 2022/23 Annual Budget Internal Audit Office Purpose: To enhance and protect organizational value by providing high-quality, objective, risk-based audit, and consulting services to assist the City in achieving strategic priorities, goals, and objectives. Description: The Internal Audit Office enhances the quality of City government by providing independent, timely and relevant information concerning the City's programs, activities, and functions. This is accomplished by responding to requests to conduct objective evaluations of departments, divisions, and systems or units, and through a risk assessment process to identify high-liability areas. Internal Audit's work is vital in maintaining the general public's trust and confidence that City resources are used effectively and efficiently. FY 2022/23 Budget Highlights: • Authorized budget appropriation for contracted Audit specialists totaling $80,737 Expenditures by Type Personnel Costs Supplies and Services Internal Services Expenditure Total Per Capita 2020/21 Actual 473,867 28,145 40,615 542,627 2.77 2021/22 Budget 498,988 91,022 43,981 633,991 3.51 2020/21 Actual Authorized Personnel Internal Audit Office Total Full Time 3 3 Perm FTE 0.50 0.50 Temp FTE 2021/22 Revised 416,477 91,022 42,250 549,749 3.04 2021/22 Revised Full Time 3 3 Perm FTE 0.50 0.50 Temp FTE 2022/23 Budget 508,544 153,503 48,693 710,740 3.86 2022/23 Budget Full Time 3 3 Perm FTE 0.50 0.50 Temp FTE Goals and Objectives: The City Council has established five strategic priorities for the community. These priorities provide the framework for each Department/Office to develop performance measures that support the City Council’s vision and achieve operational accountability. The Internal Audit Office’s goals are established via their adopted performance measures which are linked to the City’s strategic priorities. These strategies provide the objectives for achieving the “target” goal for each performance measure. Performance Measures: 5.14 Audit Completion Rate • Performance Measure: Achieve a completion rate greater than or equal to 90% of the projects included in the approved Annual Risk Assessment and Audit Plan to ensure adequate audit coverage and risk reduction throughout the City. • Baseline: 50% (FY 17/18) • Target: 90% by FY 20/21 • Status: 69.23% • Current Strategies: 1. Adequate resources and on-going staff training and development. 2. Support and endorsement from the City Manager and the Audit Committee (when established). 3. Cooperation of City staff during IAO engagements. 4. Effective project management and efficient use of staff time supported by the appropriate audit tools. 6-73 City of Tempe Fiscal Year 2022/23 Annual Budget Municipal Budget Office Purpose: To efficiently and effectively plan and allocate the City’s resources. Description: The Municipal Budget Office coordinates the development of the operating and capital improvement program (CIP) budgets. Responsibilities include: preparation and presentation of the annual budget, comprehensive financial planning for all major funds, forecasting, CIP debt management planning, budget monitoring, public outreach plans, coordinating of the performance led budget process with the Strategic Management and Diversity Office, and special financial studies. FY 2022/23 Budget Highlights: • Authorization for budget appropriation for a software solution program for the Annual Budget book $105,000 Expenditures by Type Personnel Costs Supplies and Services Internal Services Expenditure Total Per Capita Authorized Personnel Municipal Budget Office Total 2020/21 Actual 376,818 13,945 (216,365) 174,398 0.89 Full Time 3 3 2021/22 Budget 503,765 17,750 (223,713) 297,802 1.65 2020/21 Actual Perm Frozen Temp FTE FTE FTE 1 1 2021/22 Revised 488,241 13,727 (224,514) 277,454 1.54 2021/22 Revised Frozen Perm Temp Full FTE Time FTE FTE 4 4 2022/23 Budget 544,361 70,250 (229,634) 384,977 2.09 2022/23 Budget Full Time 4 4 Perm FTE Temp FTE Goals and Objectives: The City Council has established five strategic priorities for the community. These priorities provide the framework for each Department/Office to develop performance measures that support the City Council’s vision and achieve operational accountability. The Municipal Budget’s Office goals are established via their adopted performance measures which are linked to the City’s strategic priorities. These strategies provide the objectives for achieving the “target” goal for each performance measure. 6-74 City of Tempe Fiscal Year 2022/23 Annual Budget Performance Measures: 2.10 Budget Presentation Award • Performance Measure: Receive the Government Finance Officers’ Association (GFOA) Distinguished Budget Presentation Award annually for being high-quality, accessible, and understandable. • Baseline: Fiscal Year 2016 – Achieved • Target: Achieve annually • Status: Yes • Current Strategies: 1. Continued improvement to presentation of the Annual Budget Document, e.g., incorporate the actual alignment between departmental strategic performance measures and allocation of budget resources; this improvement would help solidify our continued awarding of the “especially notable” distinction for performance measures 2. Continued focus on reviewing other nationwide jurisdiction’s budget documents that have been awarded “especially notable” distinction for capital budget 5.09 CIP Funds Spent or Encumbered • Performance Measure: Spend or encumber 90% of annual Capital Budget funds (CIP) in the year budgeted. • Baseline: 64% (Fiscal Year 16/17) • Target: 90% by 2030 • Status: 70% • Current Strategies: 1. Training o Conduct the CIP101 course annually to provide Departments with the tools and resources for planning, budgeting, and monitoring of CIP projects. o Update CIP budget development manual annually. 2. Collaboration o Coordinate meetings with Departments during the budget development process to ensure proper project phasing and budgeting. o Implement regular evaluation meetings with Departments and Engineering. 3. Monitoring o Perform monthly review of spending and encumbrances for all CIP projects. o Implement monthly evaluation meetings with Budget, Engineering and Finance. 4. Staffing o Track and evaluate Engineering workload indicators for effective staffing levels. 5.10 Revenue Forecast Variance • Performance Measure: Achieve revenue forecast actual variance for budget year of +/-3.0% for local taxes and intergovernmental revenue. • Baseline: Local Taxes: +1.9% (Fiscal Year 15/16) Intergovernmental: -0.4% (Fiscal Year 15/16) • Target: +/-3% annually • Status: Local Taxes: 15.5% Intergovernmental: 12.9% • Current Strategies: 1. Continued advocacy by the City’s Intergovernmental Liaison. Continue efforts in coalition with the League of Arizona Cities and Town to help protect State Shared Revenue from legislative changes at the state level 2. Continue practice of presentation of the Long-Range Financial Forecast and its significance to sound financial planning 3. Continued participation in the U of A’s Forecasting Project 6-75 City of Tempe Fiscal Year 2022/23 Annual Budget Municipal Utilities Department Purpose: The Municipal Utilities Department provides reliable, affordable, and sustainable essential services to the community. Description: The Department consists of Administration, Field Operations and Water Utilities. Services include water and wastewater, solid waste, and fleet services. Municipal Utilities Administration provides administrative and business support to the Department and is responsible for management of operations, maintenance and capital improvements for the solid waste, water and wastewater utilities, and the City’s Fleet Services Function. Water, wastewater, and solid waste services are funded through self-supporting, business-like enterprise funds. This means that services are funded through rates, fees and charges paid by the customers who use those services. Administration holds the fiduciary responsibility for the management and long-term financial viability and stability of the utility enterprise funds and is accountable for creating rate payer value for services rendered through diligent cost control and execution of comprehensive cost of service rate studies. The objective of cost of service rate studies is to determine what, if any, adjustments are needed to ensure that costs are proportionally allocated to customers and sufficient revenues are collected to recover costs. This effort also ensures that rates, fees, and charges are aligned with the organization’s strategic and operational goals. Periodic review of rates, fees and charges is an important component of a well-managed and operated utility. The Water Utilities Division produces and distributes potable water, collects and transports wastewater for treatment, collects and transports stormwater, performs flood irrigation services, performs all associated regulatory sampling, analysis and reporting and manages several hundred of the City’s compliance programs, requirements and permits, manages Tempe’s water resources portfolio, manages capital improvements related to the City’s water and wastewater infrastructure, operates and maintains Tempe Town Lake and executes the City’s water conservation and efficiency program. Water Utilities also manages environmental, health and safety programs, administers employee safety and training programs, processes hazardous waste and operates the Household Products Collection Center. The Field Operations Division provides essential service delivery in the areas of residential garbage collection and transportation for recycling, reuse or proper disposal, uncontained garbage and green organics collection and disposal, a full range of garbage and recycling collection services for businesses, contractors and multifamily residential developments, Compost/Inert Facility operations, alley maintenance including abatement, enforcement and rehabilitation, and fleet services, including providing and maintaining safe, reliable vehicles and equipment for the City, researching and implementing sustainable fleet management practices and managing the City’s network of refueling sites. FY 2022/23 Budget Highlights: • Authorized budget appropriation for personnel costs to maintain the alleyway system totaling $939,826 • Authorized the creation of (2) Solid Waste Equipment Operator II positions (2 FTE) • Authorized the creation of a Wash Bay Attendant position (0.50 FTE) • Authorized the creation of an Environmental Quality Specialist position (1 FTE) • Authorized the creation of (2) Utility Service Technician positions (2 FTE) • Authorized the creation of a Municipal Utilities Landscape worker (1 FTE) • Authorized for budget appropriation for non-personnel costs totaling $1,459,381 Expenditures by Type Personnel Costs Supplies and Services Grants, Donations and/or Restricted Purpose Capital Outlays Internal Services Transfers Expenditure Total Per Capita 2020/21 Actual 24,496,480 28,972,623 2021/22 Budget 26,309,713 31,819,505 2021/22 Revised 22,564,975 32,691,749 2022/23 Budget 28,939,033 33,807,734 2,146,509 4,832,551 (274,004) 60,174,159 307.32 10,425,986 (265,489) (470,473) 67,819,242 375.55 16,379 3,883,088 1,561,495 (336,832) 60,380,854 334.36 15,727,979 (1,918,975) (477,201) 76,078,570 413.21 6-76 City of Tempe Fiscal Year 2022/23 Annual Budget Expenditures by Division Administration Fleet Services Solid Waste Field Operations Water Utilities Expenditure Total Authorized Personnel Administration Field Operations Water/Wastewater Total 2020/21 Actual (115,299) (111,392) 15,749,517 193,603 44,457,730 60,174,159 2021/22 Budget 114,957 21,714,427 187,563 45,802,295 67,819,242 2020/21 Actual Full Frozen Perm Temp Time FTE FTE FTE 5 105 1 0.50 .50 144 1.47 254 1 0.50 1.97 Full Time 13 104 142 259 2021/22 Revised 2022/23 Budget (365,527) (2,540,638) 19,082,690 (36,661) 44,240,990 60,380,854 283,684 (67,282) 26,082,460 183,639 49,596,069 76,078,570 2021/22 Revised Perm Frozen Temp FTE FTE FTE .50 .50 .50 1.47 1.97 2022/23 Budget Full Perm Temp Time FTE FTE 13 110 .50 152 1.47 275 1.97 Goals and Objectives: The City Council has established five strategic priorities for the community. These priorities provide the framework for each Department/Office to develop performance measures that support the City Council’s vision and achieve operational accountability. The Municipal Utilities goals are established via their adopted performance measures which are linked to the City’s strategic priorities. These strategies provide the objectives for achieving the “target” goal for each performance measure. 6-77 City of Tempe Fiscal Year 2022/23 Annual Budget Performance Measures: 1.13 Safe Drinking Water • Performance Measure: Continuously meet or exceed Safe Drinking Water Act standards for water quality. • Baseline: Meeting Standards • Target: Meeting Standards • Status: Meeting Standards • Current Strategies: 1. Water Treatment o Monitor treatment processes at water plants and ground water wells, as applicable, to ensure compliance with regulatory standards 2. Sampling and Laboratory Analysis o Water Treatment Plants daily and quarterly o Wells quarterly o Distribution system 120+ samples/month & quarterly for disinfection byproducts o Lab analysis per regulatory methods 3. Reporting and Regulatory Analysis o Review of laboratory data to assess compliance o Compilation and submittal of Safe Drinking Water Act reports to regulatory agencies o Review of emerging regulations and regulatory changes to determine future treatment responses for continued compliance 1.33 Alley Quality Index • Performance Measure: Coming Soon • Baseline: Under Development • Target: Under Development • Status: No data • Current Strategies: Under Development 3.22 Graffiti Removal • Performance Measure: Achieve less than 1 occurrence of graffiti on average per 4-miles as measured by Tempe’s annual graffiti audit. • Baseline: 2.52 occurrences per 4-miles (2016) • Target: Less than 1.0 occurrence per 4-miles by 2023 • Status: 8.15 • Current Strategies: 1. Proactive Prevention o GIS Mapping o Data Sharing with Police Department o Collaborate with Code Compliance o Partnership with Public Art 2. Reactive Abatement o Respond within 24 to 48 Hours o Private Property Agreement o Volunteer Program o Collaborate with Code Compliance 3. Data Analysis o Conduct yearly graffiti survey for volume and location data per mile o Trends analysis through GIS tracking 6-78 City of Tempe Fiscal Year 2022/23 Annual Budget 4.03 Water Conservation & Efficiency • Performance Measure: Achieve or exceed water conservation and efficiency targets for Single Family, Multifamily and Landscape customer class water use by Fiscal Year 2025/2026. • Baseline: Single-Family Residential: 170 GPCD Multi-Family Residential: 92 GPCD Landscape: 3,477 GPAD (2019) • Target: Single-Family Residential: 160 GPCD Multi-Family Residential: 75 GPCD Landscape: 3,171 GPAD by FY 2025/2026 • Status: Single-Family Residential: 153 GPCD Multi-Family Residential: 87 GPCD Landscape: 3,576 GPAD • Current Strategies: 1. Data monitoring o Review demand fluctuations seasonally as well as annually o Develop forecasting models and projections 2. Program incentives o Survey Tempe residents and businesses on current program effectiveness o Research best practices o Consider more discreet goals by customer class o Consult with stakeholders o Pilot new programs 3. Education and outreach o Evaluate current program effectiveness o Research education and outreach best practices o Survey Tempe residents and businesses on areas of interest o Increase number of outreach programs o Update website and outreach material 4.04 Solid Waste Landfill Diversion • Performance Measure: Achieve or exceed Council-adopted solid waste landfill diversion rates by the Fiscal Year 2025/2026. • Baseline: FY 2017/2018: 21.7% Residential (single family) 9.2% Commercial (commercial + multifamily) 15.1% Citywide In July 2016, SB1079 passed which opened the commercial market to private haulers within city limits. Additionally, multifamily living units (five units and above) had the option to leave City of Tempe Solid Waste collection services and utilize a private commercial collector. This change led to multifamily no longer being tracked separately from commercial, and so for this measure “commercial” includes both multifamily and commercial waste and diversion. • Target: 40% Residential (single family) 25% Commercial (commercial + multifamily) 25% Citywide by FY 2025/2026 • Status: Residential (single family): 18% Commercial (commercial + multifamily): 17.3% Citywide: 17.6% • Current Strategies: 1. Residential diversion: o Implement/conduct third barrel green organics pilot program. Determine feasibility for citywide expansion. o Increase outreach on bulk trash/green organics program. o Deploy SMART program with tier structure. o Permit compost site for food waste and green organics. o Increase outreach and education of the blue bin recycling program. 2. Commercial: 6-79 City of Tempe Fiscal Year 2022/23 Annual Budget o o o o o o o Increase outreach and education of the existing recycle drop off centers. Pursue pilot for pre-consumer food recycling. Partner with government, schools, non-profits, and hospitals towards zero waste goals. Focus on customer retention and new sales. Expand blue barrel program into city parks. Open a green organics yard for landscapers. Conduct a study on industrial construction diversion to develop a Construction & Demolition (C&D) site. 4.11 Tree Coverage • Performance Measure: Achieve a citywide (City and private property) 25% tree and shade canopy by 2040. • Baseline: 13% • Target: 25% by 2040 • Status: 13.6% • Current Strategies: 1. Develop a tree inventory that shows how many trees are needed on City owned property. Identify the following criteria: • Inventory of locations o Current number of trees needed at each developed park (per acre) o Current number of trees needed in each right of way (ROW) o Current number of trees needed at each city facility o Current number of trees needed in transit location • Urban Forestry Master Plan o Best trees to use, lifecycle analysis o Develop and implement an Education and training program o Establish Timeline projections 2. Create an asset management program to improve tree efficacy costs associated with: • Continue implementing replanting program • Right tree – right place – create planting plans for city properties • Ongoing maintenance (staking, both structural and safety pruning, irrigation, inspection, fertilization, clean-up) • Removal/replacement of diseased/dead trees • Ensure appropriate irrigation systems to support assets 3. Implementation • Finalize inventory and identify deficiencies (trees & acreage) • Secure funding (trees, irrigation, staffing, contractor) • Timelines and projections • Maintenance and Care management plan • Plant trees • Volunteer programs • Marketing plan and communication strategy • Create a dashboard • Manage on-going inventory through GIS database that tracks (condition, on-going maintenance, and lifespan of trees) 6-80 City of Tempe Fiscal Year 2022/23 Annual Budget 4.12 Composting • Performance Measure: Achieve a cumulative composting usage across city parks, golf courses and rights-of-way of 2,000 yards per year. • Baseline: 500 yards • Target: 2,000 yards per year by 2020 • Status: No data • Current Strategies: 1. Infrastructure o Review pilot program (current use areas and types of compost) o Determine how many acres can utilize material o Determine how many yards can fit and be used in those acres o Determine timeline to achieve goal and rotation of parks, ROW, and golf courses (if needed) 2. Funding o Staffing needs analysis and workload indicators  Staff can currently handle 500 yards a year o Determine costs for material, equipment and staffing to cover current, as well as expanded use of compost o Secure on-going funding through annual supplemental process 3. Implementation o Marketing plan and communication strategy  Signage, flyers identifying compost program o Dashboards to track progress 4.16 Water Supply • Performance Measure: Under Development • Baseline: Under Development • Target: Under Development • Status: Under Development • Current Strategies: Under Development 6-81 City of Tempe Fiscal Year 2022/23 Annual Budget Administration Municipal Utilities Administration provides administrative and business support to the Department and is responsible for management of operations and maintenance and capital improvements for solid waste, fleet and water and wastewater utility services. Administration also manages environmental, health and safety programs, administers employee safety and training programs, processes hazardous waste and operates the Household Products Collection Center. 2020/21 Actual 700,025 23,717 Expenditures by Type Personnel Costs Supplies and Services Grants, Donations and/or Restricted Purpose Capital Outlays Internal Services Expenditure Total Per Capita 2021/22 Budget 1,510,588 11,550 2021/22 Revised 1,020,427 11,550 2022/23 Budget 1,466,458 82,995 16,379 4,479 (843,520) (115,299) (0.59) (1,407,181) 114,957 0.64 2020/21 Actual Full Perm Temp Time FTE FTE 5 5 Authorized Personnel Administration Total (1,413,883) (365,527) (2.02) 2021/22 Revised Full Perm Temp Time FTE FTE 13 13 (1,265,769) 283,684 1.54 2022/23 Budget Full Perm Temp Time FTE FTE 13 13 Field Operations The Field Operations Division manages all assets and provides essential service delivery in the areas of solid waste collection and fleet services. The Division provides and maintains safe, reliable vehicles and equipment for the City, researches and implements a sustainable fleet program and manages the City’s network of refueling sites. The Division also collects, processes, and transports solid waste refuse for proper disposal, re-use, or repurposing. Expenditures by Type Personnel Costs Supplies and Services Capital Outlays Internal Services Expenditure Total Per Capita Authorized Personnel Field Operations Total Full Time 105 105 2020/21 Actual 308,270 1,227 2021/22 Budget 316,001 2021/22 Revised 92,731 2022/23 Budget 311,259 (115,894) 193,603 0.99 (128,438) 187,563 1.04 (129,392) (36,661) (0.20) (127,620) 183,639 1.00 2020/21 Actual Frozen Perm Temp FTE FTE FTE 1 0.50 .50 1 0.50 .50 Full Time 104 104 2021/22 Revised Perm Frozen Temp FTE FTE FTE .50 .50 .50 .50 2022/23 Budget Full Perm Temp Time FTE FTE 110 .50 110 .50 Water Utilities The Water Utilities Division delivers clean, safe drinking water, collects and transports wastewater and stormwater and assures a safe and sustainable environment. The Division also manages all capital improvements related to the City’s water and wastewater infrastructure, operates, and maintains Tempe Town Lake and manages several hundred of the City’s compliance programs, requirements and permits. Expenditures by Type Personnel Costs Supplies and Services Capital Outlays Internal Services Transfers Expenditure Total Per Capita 2020/21 Actual 15,597,388 20,238,876 288,266 8,607,204 (274,004) 44,457,730 227.05 2021/22 Budget 15,410,582 21,762,725 447,613 8,651,848 (470,473) 45,802,295 253.63 Authorized Personnel Water/Sewer Utilities Total 2020/21 Actual Full Perm Temp Time FTE FTE 144 1.47 144 1.47 6-82 2021/22 Revised 13,262,457 22,214,969 59,001 9,041,395 (336,832) 44,240,990 244.98 2021/22 Revised Full Perm Temp Time FTE FTE 142 1.47 142 1.47 2022/23 Budget 16,891,305 22,834,023 1,697,174 8,650,768 (477,201) 49,596,069 269.37 2022/23 Budget Full Perm Temp Time FTE FTE 152 1.47 152 1.47 City of Tempe Fiscal Year 2022/23 Annual Budget Police Department Purpose: To partner with the residents of Tempe to improve the quality of life in our City by identifying and resolving public safety concerns and fostering trust. Description: The Police Department consists of the following divisions: Office of the Chief, Investigations, Field Operations, and Support Services. The department’s responsibilities include effective and efficient police protection through investigations of criminal offenses, enforcement of state laws and City ordinances, response to resident requests for services, and maintenance of support services. The Police Chief provides the administration and general supervision of all police operations, including the coordination of all investigations and procedures. Services provided are as follows: (1) provide leadership, management, and administration for the Police Department; and (2) Continually builds partnerships with the residents and the business community. The Investigations Division is comprised of Criminal Investigations, Special Investigations, Forensic Services, and Specialized Services. Services provided are as follows: (1) Investigate and clear Part I and Part II crimes against persons and property, as tracked by the Federal Bureau of Investigation nationwide; (2) mount investigative operations to fight narcotics trafficking, human trafficking, and target violent and career criminals; (3) provide police resources for special or unscheduled events that require additional staffing; (4) investigate and report motor vehicle collisions; (5) investigate and prevent traffic accidents; (6) develop selective enforcement programs against special or increasing crime problems; and (7) provide specialty services to enhance community safety including Bike Team, Mounted Unit, K-9 Unit, Gang Unit, and Threat Mitigation functions. The Field Operations Division is comprised of North Patrol, South Patrol, and Police Analytics. Services provided are as follows: (1) respond to requests for service; (2) perform preliminary investigative work at crime scenes; (3) work with the community to address public safety concerns; (4) conduct vehicle patrol to provide visibility, deterrence, and timely response in neighborhoods; (5) provide crime prevention and community education programs to the public, (6) investigate and report incidents of crime; (7) investigate and clear Part I and Part II crimes against persons and property; (8) gather and report intelligence information; (9) serve as the central tactical crime analysis and intelligence entity within the department; and (10) oversee planning, implementation, and management of police technology The Support Services Division is comprised of Communications, Office of Management, Budget and Research, Records, Property and Evidence, Detention, Employee Wellness, the Volunteers in Policing Program and Personnel Services. Support Services provides comprehensive support to the entire Department through the following: (1) answer all incoming calls and provide 24-hour dispatch service; (2) provide radio communications between the police station and all patrol field units; (3) provide full-service police records management services; (4) provide planning and research information and implementation; (5) administer departmental operating and capital improvement budgets; (6) provide oversight of the property and evidence facility; (7) recruit, test, and hire sworn police officers and civilian personnel; (8) provide in-service training programs; (9) investigate internal complaints and serve as liaison with the Tempe Citizens’ Panel for Review of Police Complaints and Use of Force; (10) provide jail and booking service and transport all prisoners to the City Court; and (11) update and implement organizational policy and procedure. FY 2022/23 Budget Highlights: • Restoration of 19 frozen positions from FY21 to active status (19 FTE) • Authorized budget appropriation for funding to train new Police Officers totaling $500,000 • Authorized budget appropriation for funding of the department’s overtime needs totaling $247,752 • Authorized budget appropriation for various non personnel items totaling $51,000. Expenditures by Type Personnel Costs Supplies and Services Grants, Donations and/or Restricted Purpose Capital Outlays Internal Services Transfers Expenditure Total Per Capita 2020/21 Actual 78,113,242 4,762,815 2021/22 Budget 82,147,670 7,955,973 2021/22 Revised 67,682,587 10,064,731 2022/23 Budget 77,827,346 8,789,842 3,237,967 132,765 9,684,412 (132,524) 95,798,677 489.26 5,728,490 68,020 13,472,678 (123,862) 109,248,969 604.97 7,348,581 2,289 14,831,246 (100,792) 99,828,642 552.80 5,416,607 1,658 15,536,806 (91,319) 107,480,940 583.76 6-83 City of Tempe Fiscal Year 2022/23 Annual Budget Expenditures by Division Office of the Chief Investigations/Organizational Services Field Operations Support Services Total 2020/21 Actual 9,432,989 2021/22 Budget 12,296,975 2021/22 Revised 14,383,982 2022/23 Budget 22,136,152 27,883,524 45,984,397 12,497,767 95,404,069 32,073,301 50,349,017 14,529,676 109,248,969 27,892,104 43,184,594 14,367,962 99,828,642 26,866,875 43,499,063 14,978,850 107,480,940 2020/21 Actual Authorized Personnel Office of the Chief Investigations/ Organizational Services Field Operations Support Services Total Full Time 3 Frozen Perm FTE FTE 136 9 249 95 483 9 6.5 24.5 1 1 2021/22 Revised Temp FTE 2022/23 Budget Temp FTE Full Time 2 Frozen Perm FTE FTE Temp FTE 2.96 Full Frozen Perm Time FTE FTE 3 6 140 2.96 140 .50 2.96 3.29 1.00 7.25 253 96 492 3.29 1.00 7.25 270 99 511 .50 1.0 3.29 1.00 7.25 7 6.5 19.5 1.0 1.0 .50 .50 Goals and Objectives: The City Council has established five strategic priorities for the community. These priorities provide the framework for each Department/Office to develop performance measures that support the City Council’s vision and achieve operational accountability. The Police goals are established via their adopted performance measures which are linked to the City’s strategic priorities. These strategies provide the objectives for achieving the “target” goal for each performance measure. Performance Measures: 1.05 Feeling of Safety in Your Neighborhood • Performance Measure: Achieve ratings for responses to “When it comes to the threat of crime, how safe do you feel in your neighborhood?” between 80 and 100 on a scale of 0 (not safe at all) to 100 (completely safe) greater than or equal to the top ten percent of national benchmark cities as measured by the monthly police sentiment survey. • Baseline: 70.1 (2019) • Target: 80 • Status:69.6 • Current Strategies: 1. Maintain visible police presence, as much as possible, throughout Tempe. Respond to citizen calls-forservice in a timely and professional manner. Proactively look for suspicious activity and provide proactive patrols in areas of high crime and traffic frequency. 2. Continue the department's monthly crime suppression to review crime statistics and develop strategies to address crime trends and reduce crime in targeted areas. 3. Meet with and educate the community on ways to prevent crimes. 1.06 Crime Reporting • Achieve responses of “Yes” relating to crimes reported to police (as measured by the Community Survey) higher than the percentage of crime reported as documented in the National Crime Victimization Survey (NCVS) for both violent and property crime types • Baseline: Property Crime Reported: 73.1% (2018) 6-84 City of Tempe Fiscal Year 2022/23 Annual Budget • • • Violent Crime Reported: 77.6% (2018) Target: Greater than or equal to the national value: Property Victimization Reported: 65% Violent Victimization Reported: 53% Status: Property Crime: 65.6% Violent Crime: 70.5% Strategies: 1. Community Outreach: attend community activities such as neighborhood association meetings to foster improved and trusting relationships with citizens and have candid conversations regarding the importance of reporting crimes so that the police department can develop and implement methods to decrease crime; and provide resources to victims to help them deal with issues for which they face and struggle. 2. Education: through a partnership with Arizona State University, provide social media, press conferences, and publicly release crime statistics to educate citizens as to why it is important to report crimes and provide ways for citizens to prevent themselves from being victimized. 3. Crime Prevention: study crime trends and share findings with community members regarding various methods to prevent crime and decrease their chances of becoming a victim of a crime. 1.07 Police Services Satisfaction • Performance Measure: Achieve ratings of "Very Satisfied" or "Satisfied" with the “Quality of Local Police Services” greater than or equal to the top 10% of the national benchmark cities as measured in the Community Survey. • Baseline: 81.4% (2016) • Target: 90% by 2022 • Status: 66.7% • Current Strategies: 1. Provide employees with customer service training and "Fair and Impartial Policing" training. Tempe PD has secured a DOJ Grant to study de-escalation training and its affects. This grant and subsequent training strives to improve police-citizen encounters/contacts and reduce use of force and citizen complaints. 2. Enhance positive interactions by attending community meetings with citizens (e.g., neighborhood associations, public events, and schools of all age groups). 3. Publicize efforts and successes through media outlets like Facebook, Twitter, website, and traditional television news stations. 1.09 Victim of Crime • Performance Measure: Achieve response ratings of “No” relating to whether or not respondents or their household members were victims of crime higher than or equal to the National Crime Victimization Survey benchmarks as measured by the Community Survey. • Baseline: Community Survey (2018) 92.2% - No Violent Victimization 81.7% - No Property Victimization • Target: 97.9% - No Violent Victimization by 2021 88.1% - No Property Victimization by 2021 • Status: No Violent Victimization 94.4% No Property Victimization 77.7% • Current Strategies: 1. Community Outreach: attend community activities such as neighborhood association meetings to foster improved and trusting relationships with citizens and have candid conversations regarding the importance of reporting crimes so that the police department can develop and implement methods to decrease crime; and provide resources to victims to help them deal with issues for which they face and struggle. 2. Education: through a partnership with Arizona State University and other community groups, provide social media, press conferences, and publicly release crime statistics to educate citizens as to why it is important to report crimes and provide ways for citizens to prevent themselves from being victimized. 3. Crime Prevention: study crime trends and share findings with community members regarding various methods to prevent crime and decrease their chances of becoming a victim of a crime. 6-85 City of Tempe Fiscal Year 2022/23 Annual Budget 1.10 Worry About Being A Victim • Performance Measure: Achieve ratings of “Never” and “Rarely” for those who responded that they worry about “a) getting mugged; b) being burglarized when not there; c) being attacked or threatened with a weapon; d) having car stolen or broken into; or, e) being a victim of identity theft” greater than or equal to the Gallup Poll benchmark as measured in the Community Survey. • Baseline: Community Survey “Never” or “Rarely” Worry About (2017): 66.2% Getting Mugged 44.3% Burglarized n/a Attacked with a weapon 45.4% Car Stolen or Broken into 31.9% Victim of Identity Theft • Target: Gallup Poll “Never” or “Rarely” Worry About: 70% Getting Mugged by 2021 57% Burglarized by 2021 n/a Attacked with a weapon 57% Car Stolen or Broken into by 2021 30% Victim of Identity Theft (achieved) • Status: Getting Mugged 75.2% Burglarized 48.3% Attacked with a weapon 72.1 Car Stolen or Broken into 44.5% Victim of Identity Theft 39.9% • Current Strategies: 1. Maintain visible police presence, as much as possible, throughout Tempe. Respond to citizen call-for-service in a timely and professional manner. Proactively look for suspicious activity and provide proactive patrols in areas of high crime and traffic frequency. 2. Continue the department's monthly crime suppression meetings to review crime statistics and develop strategies to address crime trends and reduce crime in targeted areas. 3. Meet with and educate the community on ways to prevent crimes. 1.12 Violent Cases Clearance Rates • Performance Measure: Achieve a clearance rate of violent crime cases greater than or equal the national 5-year average for cities our population size. • Baseline: 34.2% (2012-2016) • Target: 43.5% (floating 5-year target) by 2019 • Status: 39.2% • Current Strategies: 1. Community Relationships 2. Caseload Management 3. Partnerships with Regional Criminal Justice Agencies 4. Crime Analysis 5. Technology 6. Training 1.23 Feeling of Safety in Parks • Performance Measure: Achieve ratings of “Very Satisfied" or "Satisfied" with the "Feeling of Safety in Parks," greater than or equal to the top 10% of the national benchmark cities as measured in the Community Survey. • Baseline: Community Survey (2017): Neighborhood parks – Day: 74.7% / Night: 43.4% City Parks – Day: 81% / Night: 51.9% Desert parks – Day: 69.4% / Night: 36% • Target: 88% for each park type (Day and Night) by 2029. • Status: Neighborhood parks – Day: 74.5% / Night: 44.6% City Parks – Day: 74.2% / Night: 43.7% Desert parks – Day: 69.6% / Night: 41.2% 6-86 City of Tempe Fiscal Year 2022/23 Annual Budget • Current Strategies: 1. Collaborate with Community Services in developing code of conduct, expanding private security and ultimately activating our parks. 2. Continue with Council approved City Homeless Operations Team plan in requesting two new police officers and one sergeant during next budget process to join existing two parks officers as a PD Parks Safety and Homeless Outreach Squad. 3. Implement communication strategies as specific steps are deployed. 1.25 Police Body Cameras • Performance Measure: Achieve police Body Worn Camera (BWC) video activation compliance of 90% by 2022. • Baseline: 71% (2018) • Target: 90% by 2022 • Status: 74% • Current Strategies: 1. Train all personnel on the appropriate use of Body Worn Cameras and the subsequent policy for activating it and recording police related incidents. 2. Run compliance statistics to verify our compliance and identify where and when we are not in full compliance with our policy. 3. Provide data to Police Supervisors regarding compliance who will train and counsel officers. 2.06 Police Trust Score • Performance Measure: Achieve trust scores between 80 and 100 on a scale of 0 (totally disagree) to 100 (totally agree) across all demographic categories as measured by the monthly police sentiment survey. • Baseline: 70 (2020 annual average) • Target: greater than 80 • Status: 67.2% • Current Strategies: 1. Smaller geographic area focused strategies – Align monthly sentiment survey with geographic patrol beats to improve focused strategies and accountability. 2. Shared data and public facing dashboards – Enhance transparency on police activities including use of force, complaints/commendations, and related information. 3. Establish Chief’s Advisory Panel – Tempe focused panel from diverse perspectives and experiences to help better inform future strategies and provide ongoing feedback. 4. Regular connection and communication through social media – Timely, transparent, and frequent communication through multiple social media platforms. 5. Crime reduction strategies – Effective, measurable strategies to improve and sustain community safety. 6. Employee wellness – Focus on strategies for the development, support, and resiliency of employees. To foundationally take care of the people who care for our community. 6-87 City of Tempe Fiscal Year 2022/23 Annual Budget Office of the Chief The Police Chief provides the administration and general supervision of all police operations, including the coordination of all investigations and procedures. Services provided are as follows: (1) provide leadership, management, and administration for the Police Department; and (2) continually builds partnerships with the residents and the business community. Expenditures by Type Personnel Costs Supplies and Services Grants, Donations and/or Restricted Purpose Capital Outlays Internal Services Expenditure Total Per Capita 2020/21 Actual 3,485,783 75,079 2021/22 Budget 4,771,673 24,235 2021/22 Revised 5,214,498 36,925 2022/23 Budget 14,181,717 45,735 3,237,967 917 2,633,243 5,728,490 7,348,581 5,416,607 1,772,577 1,783,978 2,492,093 9,432,989 48.18 12,296,975 68.09 14,383,982 79.65 22,136,152 120.23 2020/21 Actual Full Time 3 3 Authorized Personnel Office of the Chief Total Perm FTE 2021/22 Revised Temp FTE Full Time 3 3 Perm FTE 2022/23 Budget Temp FTE Full Time 2 2 Perm FTE Temp FTE Investigations/Organizational Services The Investigations/Organizational Services Division is comprised of Criminal Investigations, Special Investigations, Forensic Services, Personnel Services, Detention, Employee Wellness, and the Volunteers in Policing Program. Services provided are as follows: (1) Investigate and clear Part I and Part II crimes against persons and property, as tracked by the Federal Bureau of Investigation nationwide; (2) mount investigative operations to fight narcotics trafficking, human trafficking, and target violent and career criminals; (3) recruit, test, and hire sworn police officers and civilian personnel; (4) provide in-service training programs; (5) investigate internal complaints and serve as liaison with the Tempe Citizens’ Panel for Review of Police Complaints and Use of Force; (6) provide jail and booking service and transport all prisoners to the City Court; and (7) update and implement organizational policy and procedure. 2020/21 Actual 23,927,675 2,026,675 78,632 1,850,542 27,883,524 142.40 Expenditures by Type Personnel Costs Supplies and Services Capital Outlays Internal Services Expenditure Total Per Capita Authorized Personnel Investigations/ Organizational Services Total Full Time 136 136 2020/21 Actual Frozen Perm FTE FTE 9 9 2021/22 Budget 25,383,966 4,588,250 6,220 2,094,865 32,073,301 177.61 Temp FTE Full Time 2.96 2.96 140 140 6-88 2021/22 Revised 19,741,736 6,214,135 1,450 1,934,783 27,892,104 154.45 2021/22 Revised Frozen Perm FTE FTE 6 6 2022/23 Budget 19,269,802 5,115,605 317 2,481,151 26,866,875 145.92 Temp FTE 2022/23 Budget Full Perm Temp Time FTE FTE 2.96 2.96 140 140 0.50 0.50 2.96 2.96 City of Tempe Fiscal Year 2022/23 Annual Budget Field Operations The Field Operations Division is comprised of North Patrol, South Patrol, Specialized Services, and Traffic Investigations. Services provided are as follows: (1) respond to requests for service; (2) perform preliminary investigative work at crime scenes; (3) work with the community to address public safety concerns; (4) conduct vehicle patrol to provide visibility, deterrence, and timely response in neighborhoods; (5) provide police resources for special or unscheduled events that require additional staffing; (6) provide crime prevention and community education programs to the public, (7) investigate and report incidents of crime; (8) investigate and report motor vehicle collisions; (9) investigate and clear Part I and Part II crimes against persons and property; (10) investigate and prevent traffic accidents; (11) develop selective enforcement programs against special or increasing crime problems; and (12) provide specialty services to enhance community safety including Bike Team, Mounted Unit, K-9 Unit, Gang Unit, and Threat Mitigation functions. Expenditures by Type Personnel Costs Supplies and Services Capital Outlays Internal Services Transfers Expenditure Total Per Capita 2020/21 Actual 40,994,103 848,430 12,816 4,261,572 (132,524) 45,984,397 2021/22 Budget 42,105,326 1,003,575 61,800 7,302,178 (123,862) 50,349,017 2021/22 Revised 33,389,014 949,136 2022/23 Budget 34,228,848 1,157,208 8,947,236 (100,792) 43,184,594 8,204,326 (91,319) 43,499,063 234.85 278.81 239.13 236.26 2020/21 Actual Authorized Personnel Field Operations Total Full Time 249 249 Frozen FTE 9 9 Perm FTE 2021/22 Revised Temp FTE 3.29 3.29 Full Time 253 253 Frozen FTE 7 7 Perm FTE 2022/23 Budget Temp FTE 3.29 3.29 Full Time 270 270 Perm FTE Temp FTE 3.29 3.29 Support Services The Support Services Division is comprised of Communications, Data and Technology, Records, Property and the Office of Management, Budget, and Research. Support Services provides comprehensive support to the entire Department through the following: (1) answer all incoming calls and provide 24-hour dispatch service; (2) provide radio communications between the police station and all patrol field units; (3) provide full-service police records management services; (4) provide planning and research information and implementation; (5) administer departmental operating and capital improvement budgets; (6) gather and report intelligence information; (7) serve as the central tactical crime analysis and intelligence entity within the department; (8) oversee planning, implementation, and management of police technology; and (9) provide oversight of the property and evidence facility. Expenditures by Type Personnel Costs Supplies and Services Capital Outlays Internal Services Expenditure Total Per Capita 2020/21 Actual 9,705,681 1,812,631 40,400 939,055 12,497,767 63.83 2021/22 Budget 9,886,705 2,339,913 2,303,058 14,529,676 80.46 2020/21 Actual Authorized Personnel Support Services Total Full Frozen Perm Time FTE FTE 95 6.50 1.00 95 6.50 1.00 2021/22 Revised 9,337,339 2,864,535 839 2,165,249 14,367,962 79.56 2021/22 Revised Temp FTE 1.00 1.00 Full Frozen Perm Time FTE FTE 96 6.50 1.00 96 6.50 1.00 6-89 2022/23 Budget 10,146,979 2,471,294 1,341 2,359,236 14,978,850 81.35 2022/23 Budget Temp FTE 1.00 1.00 Full Frozen Perm Time FTE FTE 99 .50 .50 99 .50 .50 Temp FTE 1.00 1.00 City of Tempe Fiscal Year 2022/23 Annual Budget Strategic Management and Diversity Office Purpose: To advance an inclusive, innovative, transparent, and data driven organization to create a world class city for our community and our region. Description: The office has two main functions: Strategic Management and Diversity Management. The Strategic Management team operationalizes the City Council priorities into an actionable strategic plan while working collaboratively with the budget office to ensure resources are allocated in areas of most significant impact. The Diversity Management team facilitates a fair and equitable work environment for city employees, functions as an ombudsman for city employees, creates accessibility through ADA initiatives in the workplace and community, provides administrative support to the human relations commission and the commission on disability concerns, conducts investigations of compliance with applicable administrative guidelines, and aids in the resolution of harassment and discrimination complaints. NOTE: As part of a reorganization that will occur during FY 2022-23, the diversity, equity, and inclusion functions were moved to the City Manager’s Office pending formalization of the reorganization. FY 2022/23 Budget Highlights: • Authorized the creation of a new Environmental Compliance Inspector position (1 FTE). • Authorized the creation of a new Water Quality Specialist position (1 FTE). • Authorized the creation of a new Management Assistant position (1 FTE) • Authorized budget appropriation for various non personnel and capital items totaling $633,023 Expenditures by Type Personnel Costs Supplies and Services Grants, Donations and/or Restricted Purpose Capital Outlays Internal Services Expenditure Total Per Capita 2020/21 Actual 911,509 163,361 2021/22 Budget 810,185 758,964 2021/22 Revised 445,194 758,964 2022/23 Budget 724,370 635,082 114,590 1,085 67,513 1,258,058 6.43 75,092 4,790 59,060 1,708,091 9.46 383,853 4,790 57,060 1,649,861 9.14 1,061,011 4,000 95,372 2,519,835 13.69 2020/21 Actual Authorized Personnel Diversity Tempe Learning Center (TLC) Total Full Time 3 2 5 Perm FTE 0.75 Temp FTE 0.75 6-90 2021/22 Revised Full Time 2 3 5 Perm FTE 0.75 0.75 Temp FTE 2022/23 Budget Full Time 6 6 Perm FTE Temp FTE City of Tempe Fiscal Year 2022/23 Annual Budget Goals and Objectives: The City Council has established five strategic priorities for the community. These priorities provide the framework for each Department/Office to develop performance measures that support the City Council’s vision and achieve operational accountability. The Strategic Management & Diversity Office’s goals are established via their adopted performance measures which are linked to the City’s strategic priorities. These strategies provide the objectives for achieving the “target” goal for each performance measure. Performance Measures: 2.02 Customer Service Satisfaction • Performance Measure: Achieve satisfaction ratings of “Very Satisfied” or “Satisfied” with the “Quality of Customer Service” greater than or equal to the top 10% of the national benchmark cities as measured in the Community Survey. • Baseline: 69.8% (2017) • Target: 82% by 2024 • Status: 70.5% • Current Strategies: 1. Create a “Culture of the Customer” o Provide ongoing customer experience training to staff and volunteers and aligning performance evaluations for responding to requests, providing accurate information, being honest, caring about the customer’s well-being, listening carefully, and treating customers with fairness. 2. Pilot online chat features for tempe.gov website visitors through the 311 Customer Center web page. o Using pilot results, expand the online chat feature to other high-volume, key service areas to assist the customer in locating information and providing a proactive connection with site visitors. 3. Provide options for digital self-service, for improved customer convenience and efficiency. 4. Utilize customer experience data to create strategies resulting in ease of use for both online and in-person experiences; include standardized questions about Timeliness, Caring, Courteous, Ease of Use, and Issue Resolved in service-area, program, and city-wide customer surveys. 3.12 Municipality Equality Index • Performance Measure: Achieve an annual Municipal Equality Index score of 100 from the Human Rights Campaign regarding laws, policies, services, and inclusivity of Lesbian, Gay, Bisexual, Transgender, Questioning (LGBTQ) people in Tempe. • Baseline: 100 • Target: 100 (achieved) • Status: 100 • Current Strategies: 1. Implement a Youth Task Force through the Mayor's Youth Advisory Commission (MYAC) focused on youth LGBTQ issues. 2. Partner with local organizations providing services to LGBTQ elderly. 3. Support local services for transgender population. 6-91 City of Tempe Fiscal Year 2022/23 Annual Budget 3.13 Disability Social Inclusion • Performance Measure: Achieve a score of 100 on the self-assessment tool for “Disability Social Inclusion” in accordance with the Tempe Disability Inclusion Plan (T-DIP) based on the National Council on Disability priorities. • Baseline: Under Development • Target: 100 by 2030 • Status: No data • Current Strategies: Define the pillars and associated measures for the following: 1. Culture of Inclusion A. Staff Training B. Policies & Procedures C. Staff Resources D. ADA Accommodation Fund E. ADA Liaisons 2. Effective Communication A. Web, Video and Print-Based B. Public Meeting Access C. Public Involvement Solicitation 3. Program Access A. Parks & Recreation B. Temporary Events C. Accommodations & Grievances 4. Safety & Well-Being A. Housing B. Health C. Emergency Preparedness 5. Self-Sufficiency A. Connectivity & Transportation B. Employment C. Access Tempe: Businesses Create an implementation plan • Identify Department & Division ADA Liaisons • Initiate training efforts & sub-committees for each pillar • Determine how to measure each pillar based on data driven outcomes • Identify baseline data for each element • Identify gaps, complaints, and request for accommodations 6-92 City of Tempe Fiscal Year 2022/23 Annual Budget 3.14 ADA Transition Plan • Performance Measure: Achieve accessible sidewalks, curb ramps, and crosswalks in all city rights-of-way as identified in the Tempe ADA Transition Plan. • Baseline: 0% • Target: 100% of the identified elements are repaired • Status: 73.9% • Current Strategies: 1. Phase I - Downtown • Analysis o Complete Cole Study, 2017 o Budgeting process o Prioritization factors • Design o Schedule projects o Repairs during existing projects • Construction 2. Phase II - Central • Analysis o Complete Cole Study, 2018 o Budgeting process o Prioritization factors • Design o Schedule projects o Repairs during existing projects • Construction 3. Phase III - South • Analysis o Complete Cole Study, 2021 o Budgeting process o Prioritization factors • Design o Schedule projects o Repairs during existing projects • Construction 3.25 Equal Pay Ratio • Performance Measure: Achieve an equal pay earnings ratio for the 9th Congressional District (which is centered around Tempe) that is equal to “1.0” as reported by the American Association of University Women. • Baseline: Ratio = .924 (2015) • Target: Ratio = 1 by 2040 • Status: .864 • Current Strategies: The Tempe City Council voted to create an initiative to ensure pay equity based on gender, including devising a process to designate qualified businesses as partners committed to equal pay. This initiative includes four pillars of pay equity simultaneously: 1) Policy; 2) Business Designation; 3) Business Education and Outreach; and 4) Negotiation Training. 1. 2. 3. 4. The policy allows us to show Tempe as a city that advocates for and mandates equal pay. By setting the standard, we are showing area employers that ending the wage gap is important to us. This will encourage equal pay. The Equal Pay Business Designation provides a path for businesses to ensure they are paying employees equally. This will help us shrink the wage gap and move up in rankings. Hosting awareness workshops will educate people on the need for wage equality and will help us reach our goal. Free wage negotiation training will help women build the skills they need to gain equal pay. As they are able to negotiate their best salaries, we will start to close the wage gap further. Along with Washington DC and Boston, Tempe leads the nation in offering these workshops. 6-93 City of Tempe Fiscal Year 2022/23 Annual Budget 3.35 Data-Driven Governance • Performance Measure: Achieve platinum certification for being a well-managed, data-driven local government as measured by What Works Cities and Bloomberg Philanthropies • Baseline: Gold (2020) • Target: Platinum by 2024 Local governments SET THE PRECEDENT in understanding data, tracking progress, and using data and evidence to inform decisions. • Status: Gold • Current Strategies: A. Data Governance 1. Maintain a detailed and comprehensive data inventory that makes data more discoverable and accessible. 2. Maintain a documented list of data governance responsibilities and meet at least quarterly to carry out those responsibilities. 3. Have and carry out documented policies or practices to improve data quality. 4. Document policies or practices to protect privacy and confidentiality. 5. Have a documented and user-friendly process to expedite the sharing of data — including protected data — both cross-departmentally within the local government and with trusted outside partners. B. Evaluations 1. Have a policy or ordinance that encourages the use of rigorous evaluation methods for practices, programs, and/or policies. 2. Have defined standards, methodologies, or tools to help staff rigorously evaluate practices, programs, and/or policies. 3. Require that, as a condition of funding, new or renewed programs will be rigorously evaluated. 4. In the past 12 months, have launched two or more experimental or quasi-experimental evaluations. 5. In the past 12 months, have used the results from experimental or quasi-experimental evaluations to make different, or to newly justify, decisions. C. General Management 1. Mayor and/or chief executive communicates and demonstrates to staff that governing with data and evidence is an organizational expectation. 2. Mayor and/or chief executive uses data and evidence to publicly communicate the work and impact of government. 3. Regularly use public communications to share examples of how it is governing using data and evidence and/or stories of progress made as a result. 4. Have a designated leader and/or team responsible for developing and implementing citywide performance management practices. 5. Have a designated leader and/or team responsible for developing and implementing citywide data governance practices and policies. 6. Have a designated leader and/or team responsible for helping departments conduct experimental or quasi-experimental evaluations. 7. Have a designated leader and/or team responsible for applying results-driven contracting strategies to portfolio of upcoming key procurements, contracts, and/or grants citywide or within departments. 8. Provide access to trainings for all local government staff on how to use data and evidence to make decisions. 9. Have documented and carried out strategies to embed, deepen, and/or spread the strategic use of data within and across your government. D. Open Data 1. Have a publicly available, codified open data policy that commits to data transparency and proactive public disclosure of local government data and data practices. 2. Have a documented process for publishing open data. 3. Publish open data to a central, public online location. 4. Adopt Civic Data Standards. E. Performance & Analytics 6-94 City of Tempe Fiscal Year 2022/23 Annual Budget 1. Identify strategic goals, align a diverse set of measures with those goals, and use data to evaluate progress toward them. 2. Hold performance management meetings during which it reviews data, discusses insights, and makes decisions about strategic goals at least quarterly. 3. Regularly share strategic goals, performance measures, and progress toward achieving those goals with the public. 4. Have documented policies or practices to manage the risk of data breach, loss, or unauthorized manipulation. 5. Have documented policies or practices aimed at harnessing the benefits of artificial intelligence (AI) while reducing associated risks. 6. Leaders have the ability to access and incorporate data analysis when necessary for strategic decision-making. 7. Use analysis produced as part of local government’s performance and/or analytics program to inform decisions about resource allocation, hiring, and/or service delivery. F. Repurposing 1. Use data to align budget process with strategic priorities. 2. Have a documented process, informed by data analysis and resident feedback, for determining when a program should be discontinued. 3. Have made a different or newly justified budget decision about a practice, program, or policy based on analyzed data. 4. In the past 24 months, shifted (or begun the process of shifting) funding away from a program that has failed to achieve desired outcomes toward a new program. G. Results-Driven Contracting 1. Define strategic goals and desired outcomes for key procurements, contracts, and/or grants. 2. Measure outcomes, impacts, and/or cost-effectiveness for key procurements, contracts, and/or grants. 3. Have mechanisms in place to compare the performance of similar contractors and determine which are most effective. 4. Structure procurements, contracts, and/or grants to align the vendor’s incentives with the local government’s strategic goals. 5. Actively manage contracts, using performance data to troubleshoot challenges and achieve desired outcomes, by engaging with contractors at least monthly during the course of the contract. 6. Review vendor performance data to inform future contracting decisions, including the selection of vendors, renewal of contracts, and/or expansion of existing scopes. 7. Proactively share data, documents, and information about contracts, procurement, and/or vendor performance, in order to increase bid competitiveness and strengthen procurement transparency and accountability. H. Stakeholder Engagement 1. Track and document insights about open data users and open data applications, and incorporate user needs into the design and implementation of open data and transparency practices. 2. Provide clear how-to guidance to help residents access and use city data. 3. Provide a clear process for partnership and collaboration with data users for the purpose of creating, revising, and/or improving the local government’s open data policies and practices. 4. Support efforts to educate, activate, or upskill partners (e.g., civic groups, vendors, service providers) to better understand and utilize administrative and performance data to deepen community impact. 6-95 City of Tempe Fiscal Year 2022/23 Annual Budget 3.36 Quality of City Services • Performance Measure: Achieve ratings of “Very Satisfied “or “Satisfied” with the “Quality of City Services” greater than or equal to the top 10% of the national benchmark cities as measured in the Community Survey. • Baseline: 81.2% (2017) • Target: 90% by 2025 • Status: 78.4% • Current Strategies: 1. Public participation in decision-making 2. Evidence -based policies and operational strategies 3. Employee development for behavioral and technical competencies 4. Performance management for accountability and customer-focused culture 5.15 Diversity Supplier Program • Performance Measure: Under Development • Baseline: Under Development • Target: Under Development • Status: Under Development • Current Strategies: Under Development 5.16 Tempe Financial Inclusion Index • Performance Measure: Achieve financial inclusion indicators that are equal to or better than state level targets as measured and benchmarked annually by Tempe’s Financial Inclusion Index. • Baseline: Under Development • Target: Under Development • Status: No data • Current Strategies: Under Development 6-96 City of Tempe Fiscal Year 2022/23 Annual Budget Sustainability & Resilience Office Purpose: Take care of people, profit, and planet through a variety of innovative programs, including water and energy conservation, recycling, composting, alternative transportation, sustainable business practices and environmental stewardship. Description: The Sustainability & Resilience Office coordinates, maintains, and advances sustainability efforts across all city departments and divisions. The office plays a critical role in supporting sustainable capacity building, community engagement, idea generation, data collection, employee training and pilot project implementation. FY 2022/23 Budget Highlights: • Authorized the creation of a new Youth Climate Engagement Coordinator position (1 FTE) • Authorized the creation of a new Neighborhood Resilience Coordinator position (1 FTE) • Authorized the creation of a new Climate Policy and Grants Coordinator position (1 FTE) • Authorized the creation of a new Energy Equity Specialist position (1 FTE) • Authorized budget appropriation for various non personnel items totaling $594,441 Expenditures by Type Personnel Costs Supplies and Services Grants, Donations and/or Restricted Purpose Capital Outlays Internal Services Expenditure Total Per Capita Authorized Personnel Sustainability & Resilience Total 2020/21 Actual 167,783 94,942 2021/22 Budget 288,286 150,300 2021/22 Revised 216,192 148,212 2022/23 Budget 682,137 721,631 35,366 339 11,373 309,803 96,753 4,000 20,111 559,450 68,500 6,088 19,457 458,449 267 16,000 28,598 1,448,633 1.58 3.10 2.54 7.87 2020/21 Actual Full Perm Temp Time FTE FTE 1 1 2021/22 Revised Full Perm Temp Time FTE FTE 2 .49 2 .49 2022/23 Budget Full Perm Temp Time FTE FTE 6 6 Goals and Objectives: The City Council has established five strategic priorities for the community. These priorities provide the framework for each Department/Office to develop performance measures that support the City Council’s vision and achieve operational accountability. The Sustainability Office’s goals are established via their adopted performance measures which are linked to the City’s strategic priorities. These strategies provide the objectives for achieving the “target” goal for each performance measure. 6-97 City of Tempe Fiscal Year 2022/23 Annual Budget Performance Measures: 4.18 Community Carbon Neutrality • Performance Measure: Achieve community carbon neutrality by 2050 with equitable outcomes. • Baseline: 2,753,442 Metric Tons of CO2e - (2020) • Target: Carbon Neutrality = 0 Metric Tons of CO2e by 2050 Carbon Neutrality = 0 MT CO2e by 2060 • Status: 2,753,442 • Current Strategies: Community Actions o Green Stormwater Infrastructure (GSI) and International Green Construction Code Adoption (IgCC) • Implement Policy: Consider City Sustainable Building Policy (IgCC) • Start Green Building Program: Fund full time employees in Community Development to begin program (IgCC) • Build Green Infrastructure: Small GSI pilot projects at Rio Salado and Hardy, East Valley Bus and Operation • Maintenance Facility (EVBOM) and Apache and Dorsey, 12th and Mill. Build LEED certified city buildings (IgCC) o Transportation Demand Management and Mobility Hubs • Implement Policy: Develop a plan for mobility hubs • Start Program: Explore opportunity to start transportation management association • Pilot Mobility Hub Infrastructure: Tempe Transit Center is mobility hub pilot o Resilient Energy Hubs and Resilience Hubs • Implement Policy: Explore solar and battery (microgrid) opportunities with utilities • Start Program: Develop programs for EnVision Tempe, a community workforce development center and cooling center • Build Resilient Energy Hub Infrastructure: EnVision Tempe at Dorsey Lane and Apache Boulevard, will open in 2022 Agenda Actions for Climate Action Plan Update o Youth: Food and transportation equity, and partnerships with school boards and leaders o Business: Saving money, conserving resources, and connecting to community o Climate Justice: Extreme Heat and energy equity and land stewardship o Neighborhoods: Extreme heat and partnering with community-based organizations Proposed Investments listed in the Climate Action Plan Update o Programs: Lower GHG emissions, development resilience to extreme heat and address racial inequity o Policies: Provide shade, urban cooling, energy cost savings, and increase access to food, transit and affordable housing through ordinances and plans o Personnel: Support grant writing, develop policy, design infrastructure, implement programs and engage businesses and residents o Infrastructure: Increases tree canopy, promotes urban cooling, manages stormwater and provides safe low carbon transportation options Extreme Heat o Adopt a Tempe Green Construction Code for private development o Adopt a Resilient Tempe Master Plan and Utility Feasibility Study o Adopt Green Stormwater Infrastructure (GSI) Code and Standards Amendments Transportation o Support creation of Transportation Management Association o Increase transit frequency on key routes o Advocate for regional and federal funding for Bus Rapid Transit (BRT) and Streetcar extension o Adopt building codes that reduce barriers to install electric vehicles Energy o Adopt Resilience Hub and Resilient Energy Hub Master Plan o Resilience Hub Operating Standards 6-98 City of Tempe Fiscal Year 2022/23 Annual Budget o Adopt Solar ready building codes Climate Justice o Develop Food Access, Production and Entrepreneurship Roadmap Climate Action Plan Guide Principles In our future carbon reduction work, we are using the following guiding principles to guide our work: o Fiscal responsibility: Efficient use of resources o Equity: Address needs of frontline communities and people of color o Engagement: Emphasize local action that residents can touch and feel o Enterprise: Support business community in leading climate efforts and support residents in supporting climate friendly businesses (including social enterprises and B-corporations) o Evidence: Working with ASU and partner to use data to build the case for further investments in carbon reduction 4.19 Carbon Neutrality • Performance Measure: Achieve the City Council goal of carbon neutrality in municipal operations by 2050 with a strategy of 100% renewable energy by 2035. • Baseline: 40,670 metric tons (2015) • Target: Carbon neutral = 0 Metric Tons of CO2e by 2050 • Status: 39,657 • Current Strategies: 1. Renewable Energy and Energy Efficiency initiatives o Achieve 200% renewable energy in municipal operations by 2036 o Partner with Arizona Public Services (APS) and Salt River Project (SRP) on a utility-scale, utilityowned solar power plant that would provide power to city facilities o Install solar panels on Fire Station #7 and the EnVision Resilience Hub o Conduct energy audits and retrofits on city buildings and facilities systematically to reduce municipal energy use o Install Heating, Ventilation and Air Conditioning (HVAC) controls to all City buildings and perform retro commissioning on City buildings. o Build new Fire Station #2 and other new City buildings using the international Green Construction Code (IGCC) to improve energy performance 2. Transportation Initiatives to reduce fossil fuels in city operations o Make investments in electric vehicles and charging infrastructure for city fleet o Explore electric and other zero emission bus technologies for Transit fleet 3. Carbon Offset Programs o Partner with Arizona State University and other agencies for tree-offset. o Maintain Tempe’s Urban Forestry program 6-99 City of Tempe Fiscal Year 2022/23 Annual Budget 6-100 • • • • • • • • ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ Golf Program FY 2022/23 - FY2026/27 CIP Project Listing New project requests are underlined Project Name Project Number Golf Course Asset Management 6409809 General Obligation Bonds 55,037 158,000 2024-25 2025-26 2026-27 Total 5-Year Program 213,037 - 384,000 16,000 242,000 855,037 507,000 - - - 120,000 129,000 129,000 129,000 105,000 - 105,000 - - - - 105,000 Project Total 160,037 158,000 318,037 120,000 513,000 145,000 371,000 1,467,037 - 45,000 45,000 - - - - 45,000 9,795 202,300 212,095 43,900 24,800 302,000 31,900 614,695 - - - 107,000 107,000 107,000 107,000 428,000 9,795 202,300 212,095 150,900 131,800 409,000 138,900 1,042,695 6410770 General Fund Cash Reserve CIP Golf Facilities Asset Management 6408229 General Obligation Bonds Golf Fund Project Total Golf Program Total 2023-24 Grant Golf Course Property Master Plan 6410780 Additional Projected Needs 2022-23 Total Requested Appropriation Capital Budget Re-appropriations Golf Fund Ken McDonald Clubhouse Renovation New 2022-23 Appropriation Request Proposed Funding Source(s) Golf Fund - 60,000 60,000 - - - - 60,000 CIP - - - 436,000 - - - 436,000 Excise Bonds - - - - - 3,014,000 - 3,014,000 Public Private Partnership - - - - - 3,000,000 - 3,000,000 Project Total - 60,000 60,000 436,000 - 6,014,000 - 6,510,000 169,832 465,300 635,132 706,900 644,800 6,568,000 509,900 9,064,732 7-24 Capitall Improvementss Program Golff Course e Assett Management Ken n McDonald d and d Rolling g Hillss Golff Courses The City owns and operates two golf courses, Ken McDonald and Rolling Hills. This program is part of a long-term asset management plan to proactively plan for the replacement and renovation of on course equipment, landscape and systems, such as pump stations, lakes, cart paths, landscaping, greens, fairways, bunker sand and irrigation. Recommendations from a 2021 study completed by National Golf Foundation (NGF) which evaluated the condition of facility and course infrastructure are also incorporated into this CIP. Photo Coming Soon FY 2022-23: Replace 2nd of two pump stations at Ken McDonald FY 2023-24: Partial renovation of on-course restrooms at Rolling Hills FY 2024-25: Cart path replacement and Improvements to tees, turf and bunkers at Rolling Hills; Improvements to lake shorelines at Ken McDonald FY 2025-26: Renovation of on-course restrooms at Ken McDonald; replacement of lake aeration at Rolling Hills FY 2026-27: Design for lake aeration, driving range lights and irrigation system at Ken McDonald Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Projectt Priority y Type Asset Preservation Projectt Number 6409809 Estimated d Startt 1/1/2020 Estimated d Completion Ongoing Estimated d Projectt Costs Total 2022-23 $318,037 2023-24 $120,000 2024-25 $513,000 2025-26 $145,000 2026-27 $371,000 Totall 5 -Yearr $1,467,037 Funding g Sources General Obligation Bonds Golf Fund Grant Total Operating g Impacts None 2022-23 $213,037 $0 $105,000 $318,037 2022-23 2023-24 $0 $120,000 $0 $120,000 2023-24 2024-25 $384,000 $129,000 $0 $513,000 2024-25 2025-26 $16,000 $129,000 $0 $145,000 2025-26 2026-27 $242,000 $129,000 $0 $371,000 2026-27 Totall 5 -Yearr $855,037 $507,000 $105,000 $1,467,037 Totall 5 -Yearr Capitall Improvementss Program Golff Course e Property y Masterr Plan Rolling g Hills National Golf Foundation (NGF) completed a financial study of the golf courses in 2021. As part of the scope of work, NGF evaluated the facilities and courses and made recommendations for projects to enhance the customer experience. An initial recommendation is to undertake a property master plan for Rolling Hills to plan for future clubhouse, course and driving range enhancements, for example covering for the outdoor patio, clubhouse gathering space expansion, and expanded entertainment options for the range to attract new users and non-golfers. Photo Coming Soon FY23: Property Master Plan for Rolling Hills to assess and plan future enhancement projects Quality of Life Projectt Priority y Type Customer Enhancements Primary y City y Councill Priority y and d Performance e Measure e Addressed 3.16 Achieve ratings of "Very Satisfied" or "Satisfied" with the "Quality of City recreation, arts, and cultural centers" greater than or equal to the top 10% of the national benchmark cities as measured in the Community Survey. Projectt Number 6410770 Estimated d Startt 7/1/2022 Estimated d Projectt Costs Total 2022-23 $45,000 2023-24 $0 2024-25 $0 2025-26 $0 2026-27 $0 Totall 5 -Yearr $45,000 Funding g Sources General Fund Cash Reserve - CIP Total Operating g Impacts 2022-23 $45,000 $45,000 2022-23 2023-24 $0 $0 2023-24 2024-25 $0 $0 2024-25 2025-26 $0 $0 2025-26 2026-27 $0 $0 2026-27 Totall 5 -Yearr $45,000 $45,000 Totall 5 -Yearr None 7-25 Estimated d Completion 6/30/2023 Capitall Improvementss Program Golff Facilitiess Assett Management Ken n McDonald d and d Rolling g Hillss Golff Courses The City owns and operates two golf courses, Ken McDonald (constructed in 1973) and Rolling Hills (constructed in mid-1980s). Each course has buildings, building systems and equipment associated with it including, clubhouse with a restaurant, proshop, and cart barn and maintenance facility. This program is part of a long-term asset management plan to replace and renovate building systems and equipment at the two municipal golf courses that have reached the end of their life cycle, including flooring, roofs, HVAC, water heaters and electrical systems. This CIP will also address deferred maintenance issues identified in the Mechanical, Electrical and Plumbing Systems study (2017), Roofing Assessment Study (2019), and Fire Systems Assessment (2020); and correct ADA deficiencies identified in the ADA Self-Evaluation (2020). Photo Coming Soon Recommendations from a 2021 study completed by National Golf Foundation (NGF) which evaluated the condition of facility and course infrastructure are also incorporated into this CIP. Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Projectt Priority y Type Asset Preservation Projectt Number 6408229 Estimated d Startt 7/1/2020 Estimated d Completion Ongoing Estimated d Projectt Costs Total 2022-23 $212,095 2023-24 $150,900 2024-25 $131,800 2025-26 $409,000 2026-27 $138,900 Totall 5 -Yearr $1,042,695 Funding g Sources General Obligation Bonds Golf Fund Total Operating g Impacts None 2022-23 $212,095 $0 $212,095 2022-23 2023-24 $43,900 $107,000 $150,900 2023-24 2024-25 $24,800 $107,000 $131,800 2024-25 2025-26 $302,000 $107,000 $409,000 2025-26 2026-27 $31,900 $107,000 $138,900 2026-27 Totall 5 -Yearr $614,695 $428,000 $1,042,695 Totall 5 -Yearr Capitall Improvementss Program Ken n McDonald d Clubhouse e Renovation Ken n McDonald d Golff Course This project constructs a new clubhouse at Ken McDonald Golf Course, replacing the current clubhouse which was built in 1975. As recommended in a 2021 study by the National Golf Foundation (NGF), the project will be initiated with a property master plan in Year 1 (FY23), design in Year 2 (FY24) and construction in Year 4 (FY26) The 2021 NGF study reiterated the same issues as noted in a 2002 study by HDA Architects, including drainage issues, failing masonry, unlevel floors, roof leaks and a clubhouse and address both the aging infrastructure as well as the flow and layout issues which impede operations. A new clubhouse was not built following the 2002 study. Little or no capital re-investment was made in the subsequent years allowing several years of deferred maintenance to build up. More recently, an asset management approach to capital needs resulted in the completion of several studies at both golf courses, including a Mechanical, Electrical and Plumbing study (2016), a Roofing Assessment (2019), Fire Systems Assessment (2020) and ADA Self Evaluation (2020). Over $900,000 in deficiencies and deferred maintenance have been identified. Concurrently, discussions are underway to explore public private partnership options to provide outside funding for the clubhouse. Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Projectt Priority y Type Asset Preservation Projectt Number New Estimated d Startt 7/1/2022 Estimated d Completion 6/30/2025 Estimated d Projectt Costs Total 2022-23 $60,000 2023-24 $436,000 2024-25 $0 2025-26 $6,014,000 2026-27 $0 Totall 5 -Yearr $6,510,000 Funding g Sources Golf Fund General Fund Cash Reserve - CIP Excise Bonds Public Private Partnership Total Operating g Impacts None 2022-23 $60,000 $0 $0 $0 $60,000 2022-23 2023-24 $0 $436,000 $0 $0 $436,000 2023-24 2024-25 $0 $0 $0 $0 $0 2024-25 2025-26 $0 $0 $3,014,000 $3,000,000 $6,014,000 2025-26 2026-27 $0 $0 $0 $0 $0 2026-27 Totall 5 -Yearr $60,000 $436,000 $3,014,000 $3,000,000 $6,510,000 Totall 5 -Yearr 7-26 Solid Waste Program FY 2022/23 - FY2026/27 CIP Project Listing New project requests are underlined Project Name Project Number Solid Waste Facilities Asset Management 3408789 Solid Waste Program Total Proposed Funding Source(s) Solid Waste Fund Capital Budget Re-appropriations New 2022-23 Appropriation Request 2022-23 Total Requested Appropriation Additional Projected Needs 2023-24 2024-25 2025-26 2026-27 Total 5-Year Program 146,804 103,735 250,539 148,268 70,129 87,229 91,468 647,633 146,804 103,735 250,539 148,268 70,129 87,229 91,468 647,633 7-27 Capitall Improvementss Program Solid d Waste e Facilitiess Assett Management Field d Operationss (Priestt Yard) This project is part of a long-term asset management plan to proactively plan for the replacement of building systems and equipment reaching the end of its useful life. This project includes various building systems and equipment, including flooring, roofing systems, heating, ventilation and air conditioning, water heaters and electrical systems for Solid Waste Services facilities. This project will be utilized to replace/renovate facilitiesrelated systems to ensure performance and reliability. Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Projectt Priority y Type Asset Preservation Projectt Number 3408789 Estimated d Startt 7/1/2017 Estimated d Completion Ongoing Estimated d Projectt Costs Total 2022-23 $250,539 2023-24 $148,268 2024-25 $70,129 2025-26 $87,229 2026-27 $91,468 Totall 5 -Yearr $647,633 Funding g Sources Solid Waste Fund Total Operating g Impacts None 2022-23 $250,539 $250,539 2022-23 2023-24 $148,268 $148,268 2023-24 2024-25 $70,129 $70,129 2024-25 2025-26 $87,229 $87,229 2025-26 2026-27 $91,468 $91,468 2026-27 Totall 5 -Yearr $647,633 $647,633 Totall 5 -Yearr 7-28 Wastewater Program FY 2022/23 - FY2026/27 CIP Project Listing New project requests are underlined Additional Projected Needs Project Name Project Number Proposed Funding Source(s) Rio Salado Siphon Capacity Relief Project 3232099 Development Impact Fees SROG - SAI, SRO, and 91st Ave WWTP 3222099 Water / Wastewater Bonds 3221099 1,480,920 - 2023-24 2024-25 2025-26 Total 5-Year Program 2026-27 1,480,920 - - - - 1,480,920 68,585,912 67,467 6,843,513 6,910,980 12,609,500 19,119,099 16,855,785 13,090,548 - 1,420,000 1,420,000 - - - - 1,420,000 67,467 8,263,513 8,330,980 12,609,500 19,119,099 16,855,785 13,090,548 70,005,912 6,456,639 5,161,289 11,617,928 4,337,769 3,100,327 4,004,440 4,250,000 27,310,464 - 300,000 300,000 300,000 300,000 300,000 300,000 1,500,000 Project Total 6,456,639 5,461,289 11,917,928 4,637,769 3,400,327 4,304,440 4,550,000 28,810,464 Water / Wastewater Fund Wastewater Collection System Upgrades and Improvements New 2022-23 2022-23 Total Appropriation Requested Capital Budget Request Appropriation Re-appropriations Project Total Water / Wastewater Bonds Water / Wastewater Fund Wastewater Conveyance System Mechanical Stations Upgrades & Improvements 3223099 Water / Wastewater Bonds 4,636,244 - 4,636,244 7,218,319 2,608,750 3,582,500 1,760,000 19,805,813 Water Reclamation Facilities Upgrades and Improvements 3224099 Water / Wastewater Bonds 1,316,590 5,990,000 7,306,590 15,840,000 32,475,000 1,400,000 3,000,000 60,021,590 13,957,860 19,714,802 33,672,662 40,305,588 57,603,176 26,142,725 22,400,548 180,124,699 Wastewater Program Total 7-29 Capitall Improvementss Program Rio o Salado o Siphon n Capacity y Relieff Project Scottsdale e Road d and d Tempe e Town n Lake The purpose of this project is to assure that adequate wastewater conveyance capacity will be available in the Rural/Scottsdale Road Sewer Siphon (Siphon) to meet the demands of future development. The siphon service area includes the Arizona State University Novus Innovation Corridor, the vicinity of Tempe Marketplace and the light rail corridor. Wastewater flow projections in the 2016 Water/Wastewater Master Plan indicated that the siphon could reach its full capacity in the near-term future. While plans have been made to address projected over-capacity conditions, water conservation efforts have resulted in constant wastewater flows despite increasing population in recent years. This project was implemented to provide appropriately-timed infrastructure improvements by monitoring flows through the Siphon and in the Siphon's service area, updating flow projections and designing and constructing improvements when they become necessary. Modifications to the wastewater collection system, which will redirect some flow away from the Siphon, were successfully pilot tested in 2021. Preliminary planning of a future pumping station is currently underway. The construction of the pumping station is not currently anticipated to be required until 2030, and may be further postponed pending continued flow monitoring and updated planning projections. Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Strong Community Connection Projectt Priority y Type Systems Expansions Service" greater than or equal to the top 10% of the national benchmark cities as measured in the Community Survey. Projectt Number 3232099 Estimated d Startt 5/15/2019 Estimated d Completion 12/31/2022 Estimated d Projectt Costs Total 2022-23 $1,480,920 2023-24 $0 2024-25 $0 2025-26 $0 2026-27 $0 Totall 5 -Yearr $1,480,920 Funding g Sources Development Imapct Fees Total Operating g Impacts None 2022-23 $1,480,920 $1,480,920 2022-23 2023-24 $0 $0 2023-24 2024-25 $0 $0 2024-25 2025-26 $0 $0 2025-26 2026-27 $0 $0 2026-27 Totall 5 -Yearr $1,480,920 $1,480,920 Totall 5 -Yearr Capitall Improvementss Program SROG G - SAI,, SRO O & 91stt Ave.. WWTP Citywide (SROG) wastewater management infrastructure. Tempe currently generates approximately 19 million gallons per day of wastewater, which is conveyed via the Southern Avenue Interceptor (SAI) and Salt River Outfall (SRO) to the 91st Avenue Wastewater Treatment Plant (WWTP). These facilities are jointly owned by the Cities of Tempe, Phoenix, Mesa, Scottsdale and Glendale and are maintained and operated by the Capital Improvement Program (CIP) planning period will include rehabilitation of treatment plant process piping, biological treatment and solids handing facilities. Wastewater interceptor capacity improvements are also included in this CIP. Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Projectt Priority y Type Public Health and Safety Projectt Number 3222099 Estimated d Startt Ongoing Estimated d Completion Ongoing Estimated d Projectt Costs Total 2022-23 $8,330,980 2023-24 $12,609,500 2024-25 $19,119,099 2025-26 $16,855,785 2026-27 $13,090,548 Totall 5 -Yearr $70,005,912 Funding g Sources Water/Wastewater Bonds Water/Wastewater Bonds Total Operating g Impacts None 2022-23 $6,910,980 $1,420,000 $8,330,980 2022-23 2023-24 $6,609,500 $6,000,000 $12,609,500 2023-24 2024-25 $8,619,099 $10,500,000 $19,119,099 2024-25 2025-26 $13,612,785 $3,243,000 $16,855,785 2025-26 2026-27 $13,090,548 $0 $13,090,548 2026-27 Totall 5 -Yearr $48,842,912 $21,163,000 $70,005,912 Totall 5 -Yearr 7-30 Capitall Improvementss Program W astewaterr Collection n System m Upgradess and d Improvements Citywide This program provides a recurring funding source for wastewater collection system condition assessment and structural rehabilitation or replacement of infrastructure that program is intended to ensure reliable operation of City facilities, including its wastewater collection system, which includes approximately 500 miles of gravity sewer pipeline and over 10,000 manholes. Current program goals target the closed-circuit television (CCTV) inspection and assessment of 60 miles of pipeline and 1,000 manholes per year. Segments of the wastewater collection system determined to be at risk of failure within the next five to ten years are scheduled for rehabilitation within the current 5-year Capital Improvements Program. Projects are prioritized through risk assessment, which considers both structural condition (likelihood of failure) and pipeline criticality (consequences of failure). Pipes or manholes having the greatest potential consequences of failure, due to factors such as pipe size, depth of bury, proximity to major commercial areas or transit corridors or adjacency to hospitals or institutions of public health and safety, are deemed most critical. Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Projectt Priority y Type Public Health and Safety Projectt Number 3221099 Estimated d Startt Ongoing Estimated d Completion Ongoing Estimated d Projectt Costs Total 2022-23 $11,917,928 2023-24 $4,637,769 2024-25 $3,400,327 2025-26 $4,304,440 2026-27 $4,550,000 Totall 5 -Yearr $28,810,464 Funding g Sources Water/Wastewater Bonds Water/Wastewater Fund Total Operating g Impacts None 2022-23 $11,617,928 $300,000 $11,917,928 2022-23 2023-24 $4,337,769 $300,000 $4,637,769 2023-24 2024-25 $3,100,327 $300,000 $3,400,327 2024-25 2025-26 $4,004,440 $300,000 $4,304,440 2025-26 2026-27 $4,250,000 $300,000 $4,550,000 2026-27 Totall 5 -Yearr $27,310,464 $1,500,000 $28,810,464 Totall 5 -Yearr Capitall Improvementss Program W astewaterr Conveyance e System m - Mechanicall Stationss Upgradess and d Improvements Citywide This program provides a recurring funding source for sewer collection system condition assessment and rehabilitation, or replacement of mechanical wastewater collection and conveyance system infrastructure that has reached the end of its useful life. Municipal Utilities' long-term asset management program is intended to ensure reliable operation of City facilities, including its wastewater collection and conveyance mechanical systems, which includes four sewage pumping stations, six flow diversion structures, two odor control biofilters and 11 permanent flow metering stations. Failure of wastewater collection and conveyance system mechanical stations could result in incorrect metering for service billing, odors and other nuisance conditions, sewer backups or overflows. This Capital Improvement Program planning period includes the condition assessment and rehabilitation of force mains and flow diversion structures, upgrades of existing metering stations and the planning, design and construction of new odor control facilities. Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Projectt Priority y Type Public Health and Safety Projectt Number 3223099 Estimated d Startt Ongoing Estimated d Completion Ongoing Estimated d Projectt Costs Total 2022-23 ` 2023-24 $7,218,319 2024-25 $2,608,750 2025-26 $3,582,500 2026-27 $1,760,000 Totall 5 -Yearr $19,805,814 Funding g Sources Water/Wastewater Bonds Total Operating g Impacts None 2022-23 $4,636,244 $4,636,244 2022-23 2023-24 $7,218,319 $7,218,319 2023-24 2024-25 $2,608,750 $2,608,750 2024-25 2025-26 $3,582,500 $3,582,500 2025-26 2026-27 $1,760,000 $1,760,000 2026-27 Totall 5 -Yearr $19,805,814 $19,805,814 Totall 5 -Yearr 7-31 Capitall Improvementss Program Waterr Reclamation n Facilitiess Upgradess and d Improvements Kyrene e WRF F and d Ken n McDonald d Golff Course e wastewater is conveyed to the Sub-Regional Operating Group 91st Avenue Wastewater Treatment Plant. Approximately 70 percent of Tempe's annual wastewater flow, and approximately 90 percent in the summertime, is committed for reuse at the Palo Verde Nuclear Generating Station, by the Buckeye Irrigation District and at the Tres Rios Constructed Wetlands. Reactivation of the Kyrene Water Reclamation Facility (KWRF) will enable the City to collect, treat and utilize the balance of its reclaimed water potential. This program includes funding for the planning, design and construction of new recharge wells and the reactivation of the KWRF. The recharge wells will be used to recharge available, treated excess surface water or reclaimed water from KWRF. It is anticipated that reactivation of the KWRF will occur in 2025. This timing will be refined as Municipal Utilities staff continues monitoring wastewater flows, water use and surface water supplies, and evaluates the role of locally-generated reclaimed water in guaranteeing the Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities 4.16 PLACEHOLDER - WATER SUPPLY Projectt Priority y Type Systems Expansions Projectt Number 3224099 Estimated d Startt Ongoing Estimated d Completion Ongoing Estimated d Projectt Costs Total 2022-23 $7,306,590 2023-24 $15,840,000 2024-25 $32,475,000 2025-26 $1,400,000 2026-27 $3,000,000 Totall 5 -Yearr $60,021,590 Funding g Sources Water/Wastewater Bonds Total Operating g Impacts Personnel Services Supplies and Services Total 2022-23 $7,306,590 $7,306,590 2022-23 $0 $0 $0 2023-24 $15,840,000 $15,840,000 2023-24 $84,055 $41,250 $125,305 2024-25 $32,475,000 $32,475,000 2024-25 $168,109 $457,500 $625,609 2025-26 $1,400,000 $1,400,000 2025-26 $1,120,729 $3,150,000 $4,270,729 2026-27 $3,000,000 $3,000,000 2026-27 $1,120,729 $3,150,000 $4,270,729 Totall 5 -Yearr $60,021,590 $60,021,590 Totall 5 -Yearr $2,493,621 $6,798,750 $9,292,371 7-32 Water Program FY 2022/23 - FY2026/27 CIP Project Listing New project requests are underlined Project Name Project Number Proposed Funding Source(s) Capital Budget Re-appropriations New 2022-23 Appropriation Request 2022-23 Total Requested Appropriation - - - - - 200,000 1,000,000 1,200,000 Additional Projected Needs 2023-24 2024-25 2025-26 2026-27 Total 5-Year Program Advanced Metering Infrastructure (AMI) System Replacement CAP Water Lease - WMAT Quantification Settlement Agreement 3208019 Capital Projects Fund Balance Development Impact Fees Project Total 3,117,758 3,117,758 - 3,117,758 3,117,758 779,439 779,439 779,439 779,439 779,439 779,439 779,439 779,439 3,117,758 3,117,756 6,235,514 Flood Irrigation Infrastructure Asset Maintenance 3207099 Water / Wastewater Fund 795,000 100,000 895,000 500,000 500,000 500,000 500,000 2,895,000 Meter Replacement Program 3209319 Water / Wastewater Fund 150,000 300,000 450,000 300,000 300,000 300,000 300,000 1,650,000 SCADA and Security Improvements 3204099 Water / Wastewater Bonds Water / Wastewater Fund Project Total 2,800,000 100,000 2,900,000 40,000 2,135,000 2,175,000 2,840,000 2,235,000 5,075,000 2,170,000 260,000 2,430,000 1,090,000 260,000 1,350,000 1,040,000 260,000 1,300,000 1,040,000 260,000 1,300,000 8,180,000 3,275,000 11,455,000 Utility Billing System Replacement N/A Water / Wastewater Fund - - - - 100,000 800,000 200,000 1,100,000 Water System Pumping Stations, Reservoirs & Tanks 3203099 Water / Wastewater Bonds 2,500,000 1,638,000 4,138,000 2,717,000 1,082,000 704,000 138,000 8,779,000 Water Transmission & Distribution System 3202099 Water / Wastewater Bonds Water / Wastewater Fund Project Total 6,350,000 10,000 6,360,000 12,736,000 2,300,000 15,036,000 19,086,000 2,310,000 21,396,000 11,915,000 1,000,000 12,915,000 17,855,000 500,000 18,355,000 19,306,000 500,000 19,806,000 17,141,000 500,000 17,641,000 85,303,000 4,810,000 90,113,000 Water Treatment Plant Asset Maintenance & Upgrades 3208099 Water / Wastewater Bonds Water / Wastewater Fund Project Total 500,000 500,000 20,975,000 20,975,000 21,475,000 21,475,000 27,455,000 27,455,000 31,012,000 31,012,000 26,616,000 600,000 27,216,000 34,077,000 34,077,000 140,635,000 600,000 141,235,000 Water Utility Archaeological Program 3211099 Water / Wastewater Fund - 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 5,000,000 Water Utility Buildings Asset Management 3206099 Water / Wastewater Fund Water / Wastewater Bonds Project Total 1,200,000 1,200,000 1,325,000 1,000,000 2,325,000 2,525,000 1,000,000 3,525,000 800,000 1,500,000 2,300,000 800,000 800,000 800,000 800,000 800,000 800,000 5,725,000 2,500,000 8,225,000 Water / Wastewater Bonds Water / Wastewater Fund Project Total 3,040,000 3,040,000 11,662,020 500,000 12,162,020 14,702,020 500,000 15,202,020 9,695,980 500,000 10,195,980 2,737,050 500,000 3,237,050 12,703,600 500,000 13,203,600 5,525,350 500,000 6,025,350 45,364,000 2,500,000 47,864,000 20,562,758 55,711,020 76,273,778 60,592,419 58,515,489 66,609,039 63,760,789 325,751,514 Wells - Asset Maintenance & New Production Water Program Total N/A 3205099 Water / Wastewater Fund 7-33 Capitall Improvementss Program A dvanced d Metering g Infrastructure e (AMI)) System m Replacement Various The purpose of this project is to provide a funding source for replacement of the City's Advanced Metering Infrastructure (AMI), automated water meter reading system. The Customer Service Division of Internal Services converted the City's system of collecting water meter readings to AMI, beginning in 2016. Full implementation was completed in 2019. AMI provides an enhanced service to utility customers through greater meter reading accuracy, overall customer service and potential leak detection on customer accounts. Photo Coming Soon Integration of AMI with WaterSmart allowed customers to self-monitor their water usage and charges, providing an additional customer service tool. AMI supports the City's Cost of Service rate structure by accurately analyzing water usage in each customer classification, thereby allowing for the development of a proportional and data driven water rate structure. The life expectancy of AMI technology components is approximately 12-15 years. This will be a multi-year project, starting with $200,000 in FY 2025-26, for analysis, with the assistance of consultant, to inform the decision-making process and begin replacement in FY2026-27. Primary y City y Councill Priority y and d Performance e Measure e Addressed Strong Community Connection Projectt Priority y Type Asset Preservation Service" greater than or equal to the top 10% of the national benchmark cities as measured in the Community Survey. Projectt Number N/A Estimated d Startt 7/1/2025 Estimated d Completion 6/30/2028 Estimated d Projectt Costs Total 2022-23 $0 2023-24 $0 2024-25 $0 2025-26 $200,000 2026-27 $1,000,000 Totall 5 -Yearr $1,200,000 Funding g Sources Water/Wastewater Fund Total Operating g Impacts None 2022-23 $0 $0 2022-23 2023-24 $0 $0 2023-24 2024-25 $0 $0 2024-25 2025-26 $200,000 $200,000 2025-26 2026-27 $1,000,000 $1,000,000 2026-27 Totall 5 -Yearr $1,200,000 $1,200,000 Totall 5 -Yearr Capitall Improvementss Program CAP P Waterr Lease e - WMAT T Quantification n Settlementt Agreementt Citywide City Council adopted, by resolution, the White Mountain Apache Tribe (WMAT) Quantification Settlement Agreement (QSA) and authorized the execution of a long-term, 100-year lease of WMAT Central Arizona Project (CAP) water for Tempe (2,481 acrefeet/year). The enforceability date of the agreement is anticipated to be in Fiscal Year 2022-23. The terms of the water lease agreement provide payment of 50 percent of the total amount of the 100-year lease 30 days after the enforceability date, followed by four annual payments of 12.5 percent each, until paid in full. Total lease cost is estimated at $6,235,515. Payment of the initial 50 percent, approximately $3,117,758, is anticipated to be due in Fiscal Year 2022-23. Photo Coming Soon The WMAT QSA, and the associated Congressional Act, resolve long-standing water disputes and provide greater water supply certainty for Tempe and all parties in the future. The WMAT CAP Water Lease Agreement provides Tempe the opportunity to further diversify and add to its water resources portfolio for the future through the lease of CAP water under a long-term contract. Primary y City y Councill Priority y and d Performance e Measure e Addressed Sustainable Growth & 4.16 PLACEHOLDER - WATER SUPPLY Development Projectt Priority y Type Public Health and Safety Projectt Number 3208019 Estimated d Startt Ongoing Estimated d Completion 6/30/2027 Estimated d Projectt Costs Total 2022-23 $3,117,758 2023-24 $779,439 2024-25 $779,439 2025-26 $779,439 2026-27 $779,439 Totall 5 -Yearr $6,235,514 Funding g Sources Capital Projects Fund Balance Development Impact Fees Total Operating g Impacts None 2022-23 $3,117,758 $0 $3,117,758 2022-23 2023-24 $0 $779,439 $779,439 2023-24 2024-25 $0 $779,439 $779,439 2024-25 2025-26 $0 $779,439 $779,439 2025-26 2026-27 $0 $779,439 $779,439 2026-27 Totall 5 -Yearr $3,117,758 $3,117,756 $6,235,514 Totall 5 -Yearr 7-34 Capitall Improvementss Program Flood d Irrigation n Infrastructure e Assett Maintenance e Various The Flood Irrigation System Asset Maintenance Program has provided a recurring funding source for the repair and replacement of system pipelines and delivery structures that have reached the end of their useful lifespan. This program has been part of the Municipal approximately 23 miles of irrigation pipelines that serve 16 City parks and approximately 850 residential customers. In the last five years, approximately three miles of pipeline have been rehabilitated utilizing cured-in-place pipe rehabilitation techniques. Lines chosen for rehabilitation were selected based on input from irrigation staff, identifying lines subject to frequent leaks. These recent efforts have now addressed all portions of the neighborhood system which had posed significant operational challenges. It has been more than a decade since any other portions of the flood irrigation network have been cleaned, inspected and assessed for structural defects. This program will focus specifically on the condition assessment, maintenance and repair of those pipelines which provide flood irrigation water to City parks. Pipelines that supply water to City parks will be identified, inspected using closed-circuit television cameras, assessed and prioritized for rehabilitation, as necessary. Where necessary, this project will construct standpipes or pressure manholes to facilitate maintenance and inspection access to all pipelines supplying City parks. Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Projectt Priority y Type Asset Preservation Projectt Number 3207099 Estimated d Startt Ongoing Estimated d Completion Ongoing Estimated d Projectt Costs Total 2022-23 $895,000 2023-24 $500,000 2024-25 $500,000 2025-26 $500,000 2026-27 $500,000 Totall 5 -Yearr $2,895,000 Funding g Sources Water/Wastewater Fund Total Operating g Impacts None 2022-23 $895,000 $895,000 2022-23 2023-24 $500,000 $500,000 2023-24 2024-25 $500,000 $500,000 2024-25 2025-26 $500,000 $500,000 2025-26 2026-27 $500,000 $500,000 2026-27 Totall 5 -Yearr $2,895,000 $2,895,000 Totall 5 -Yearr Capitall Improvementss Program M eterr Replacementt Program m Various This project provides a recurring funding source for the purchase of new and replacement revenue generating water meters, advanced meter infrastructure (AMI) endpoints and equipment and meter boxes that have been in service past their useful life. As they age, meters tend to under-report flows. By improving meter read accuracy, this project will help decrease inaccurately accounted for water, ensure accurate billing and increase water enterprise fund revenue. Industry studies confirm that water meters of all sizes decrease in read accuracy over time, particularly at low volume flows. This results in inaccurate data regarding consumption and inaccurate billing. The water industry recommends regular testing of water meters and, based on test results, cost-benefit analyses and manufacturer warranty periods, replacement of meters approximately every 10-12 years. The City currently maintains approximately 43,000 water meters up to 10-inch in size (approximately 38,000 meters between 5/8-inch and 2-inch). Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Projectt Priority y Type Public Health and Safety Projectt Number 3209319 Estimated d Startt Ongoing Estimated d Completion Ongoing Estimated d Projectt Costs Total 2022-23 $450,000 2023-24 $300,000 2024-25 $300,000 2025-26 $300,000 2026-27 $300,000 Totall 5 -Yearr $1,650,000 Funding g Sources Water/Wastewater Fund Total Operating g Impacts None 2022-23 $450,000 $450,000 2022-23 2023-24 $300,000 $300,000 2023-24 2024-25 $300,000 $300,000 2024-25 2025-26 $300,000 $300,000 2025-26 2026-27 $300,000 $300,000 2026-27 Totall 5 -Yearr $1,650,000 $1,650,000 Totall 5 -Yearr 7-35 Capitall Improvementss Program SCADA,, Electricall and d Security y Improvements Various This project provides a funding source for improvements and upgrades to the Supervisory Control and Data Acquisition (SCADA) System, electrical and security systems for all operational areas of the Water Utilities Division. Improvements and upgrades include those recommended in both the SCADA Master Plan (in development) and the EPAmandated Risk and Resilience Assessment and Emergency Response Plan. This project includes the following major areas of work: update and standardization of computer hardware and software at all treatment plants and field sites (groundwater wells, wastewater lift stations and wastewater metering stations), a global SCADA software system update and redesign, treatment plant and field site automation upgrades, field site communication upgrades, upgrade and replacement of security infrastructure, and electrical systems evaluation and improvements, including Arc Flash updates to meet recommended National Fire Protection Association (NFPA) safety standards. Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Projectt Priority y Type Public Health and Safety Projectt Number 3204099 Estimated d Startt Ongoing Estimated d Completion Ongoing Estimated d Projectt Costs Total 2022-23 $5,075,000 2023-24 $2,430,000 2024-25 $1,350,000 2025-26 $1,300,000 2026-27 $1,300,000 Totall 5 -Yearr $11,455,000 Funding g Sources Water/Wastewater Bonds Water/Wastewater Fund Total Operating g Impacts Personnel Services Supplies and Services Total 2022-23 $2,840,000 $2,235,000 $5,075,000 2022-23 $253,283 $6,000 $259,283 2023-24 $2,170,000 $260,000 $2,430,000 2023-24 $538,113 $6,000 $544,113 2024-25 $1,090,000 $260,000 $1,350,000 2024-25 $538,113 $6,000 $544,113 2025-26 $1,040,000 $260,000 $1,300,000 2025-26 $538,113 $6,000 $544,113 2026-27 $1,040,000 $260,000 $1,300,000 2026-27 $538,113 $6,000 $544,113 Totall 5 -Yearr $8,180,000 $3,275,000 $11,455,000 Totall 5 -Yearr $2,405,737 $30,000 $2,435,737 Capitall Improvementss Program Utility y Billing g System m Replacement Citywide The purpose of this project is to provide a funding source for replacement of the City's Utility Billing System, Customer Care and Billing (CC&B), with Customer to Meter (C2M, Cloud product). The current billing system is Oracle-based and has served the City well over the years. As the City continues moving toward Cloud-based services, C2M will provide this functionality with improved interfaces, additional functionality and improved customer satisfaction. This will be a multi-year project, starting with $100,000 in FY 202425, for analysis to help inform the decision-making process and begin replacement in FY2025-26. Photo Coming Soon Primary City Council Priority and Performance Measure Addressed Strong Community Connection Projectt Priority y Type Asset Preservation Service" greater than or equal to the top 10% of the national benchmark cities as measured in the Community Survey. Projectt Number N/A Estimated d Startt 7/1/2024 Estimated d Completion 6/30/2027 Estimated d Projectt Costs Total 2022-23 $0 2023-24 $0 2024-25 $100,000 2025-26 $800,000 2026-27 $200,000 Totall 5 -Yearr $1,100,000 Funding g Sources Water/Wastewater Fund Total Operating g Impacts None 2022-23 $0 $0 2022-23 2023-24 $0 $0 2023-24 2024-25 $100,000 $100,000 2024-25 2025-26 $800,000 $800,000 2025-26 2026-27 $200,000 $200,000 2026-27 Totall 5 -Yearr $1,100,000 $1,100,000 Totall 5 -Yearr 7-36 Capitall Improvementss Program Waterr System m Pumping g Stations,, Reservoirss & Tankss Various The purpose of this project is to rehabilitate or replace aging water system infrastructure. two water treatment plants and elevated water storage tanks and booster pump stations throughout the water distribution system. Scheduled projects include: annual asset maintenance at booster pump stations, reconstruction of the Phoenix Interconnect Booster Station, water storage reservoir asset maintenance, including roofing replacement to accommodate future solar panels on the reservoirs, and the addition of aeration to improve water quality at the South Tempe Water Treatment Plant. Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Projectt Priority y Type Public Health and Safety Projectt Number 3203099 Estimated d Startt Ongoing Estimated d Completion Ongoing Estimated d Projectt Costs Total 2022-23 $4,138,000 2023-24 $2,717,000 2024-25 $1,082,000 2025-26 $704,000 2026-27 $138,000 Totall 5 -Yearr $8,779,000 Funding g Sources Water/Wastewater Bonds Total Operating g Impacts None 2022-23 $4,138,000 $4,138,000 2022-23 2023-24 $2,717,000 $2,717,000 2023-24 2024-25 $1,082,000 $1,082,000 2024-25 2025-26 $704,000 $704,000 2025-26 2026-27 $138,000 $138,000 2026-27 Totall 5 -Yearr $8,779,000 $8,779,000 Totall 5 -Yearr Capitall Improvementss Program Waterr Transmission n and d Distribution n System Various This project provides a recurring funding source for upgrades, repairs or replacement of existing water system infrastructure that has not been included in a planned rehabilitation program. The purpose of this program is to rehabilitate or replace aging water system infrastructure including waterlines, valves and fire hydrants. Each year of the Capital Improvement Program (CIP) planning period includes funding for waterline replacement projects, based on waterline break history, pipe age and material of construction. Waterline replacement projects are coordinated with the City's pavement management program to maximize the use of CIP dollars and minimize the impact to residents. Waterline replacement projects are also coordinated with the City's Information Technology Department and Intelligent Transportation Systems to install conduit for information and communication systems, where needed. Valve and fire hydrant replacements are coordinated with valve and fire hydrant asset maintenance programs. Tempe's water transmission and distribution system consists of over 850 miles of waterline, which ranges in size from four inches to sixty-six inches in diameter, with over 26,000 valves and approximately 9,000 fire hydrants. Based on historical spending associated with unscheduled repair or replacement work, approximately $1.0M per year has been budgeted for this purpose. Other projects identified are part of Municipal Utilities' long-term asset management program to ensure reliable operations. In addition, appropriate funding for major projects, which includes the replacement of five to 10 miles of waterline per project and focuses on areas with a high frequency of failures, is included. These projects take approximately three years to complete, including design and construction. Photo Coming Soon P rimary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. P rojectt Priority y Type Public Health and Safety P rojectt Number 3202099 E stimated d Startt Ongoing E stimated d Completion Ongoing Estimated d Projectt Costs Total 2022-23 $21,396,000 2023-24 $12,915,000 2024-25 $18,355,000 2025-26 $19,806,000 2026-27 $17,641,000 Totall 5 -Yearr $90,113,000 Funding g Sources Water/Wastewater Bonds Water/Wastewater Fund Total Operating g Impacts None 2022-23 $19,086,000 $2,310,000 $21,396,000 2022-23 2023-24 $11,915,000 $1,000,000 $12,915,000 2023-24 2024-25 $17,855,000 $500,000 $18,355,000 2024-25 2025-26 $19,306,000 $500,000 $19,806,000 2025-26 2026-27 $17,141,000 $500,000 $17,641,000 2026-27 Totall 5 -Yearr $85,303,000 $4,810,000 $90,113,000 Totall 5 -Yearr 7-37 Capitall Improvementss Program Waterr Treatmentt Plantt Assett Maintenance e and d Upgrades Various Due to the size and complexity of systems at the City's water treatment plants, ongoing asset maintenance is necessary to ensure operational reliability. This project provides a recurring funding source for replacement and rehabilitation, as well as upgrades, to water treatment plant processes as they are identified. Funding is for improvements identified during the recently completed Water Treatment Plant Assessment. This assessment included development of a long-term capital improvement project to address replacement of equipment at the end of its useful life, rehabilitate aging systems to ensure efficient and reliable operations and upgrade existing systems, as needed, to meet federal and state water quality requirements. This program includes funding for concrete rehabilitation and the addition of Granular Activated Carbon (GAC) treatment systems at both water treatment plants. GAC treatment is required to both meet federal water quality requirements for disinfection by-products in the distribution system and to reduce or eliminate operational use of groundwater for water quality purposes, thereby reserving groundwater for future potential drought conditions that may reduce supplies of surface water. Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Projectt Priority y Type Public Health and Safety Projectt Number 3206099 Estimated d Startt Ongoing Estimated d Completion Ongoing Estimated d Projectt Costs Total 2022-23 $21,475,000 2023-24 $27,455,000 2024-25 $31,012,000 2025-26 $27,216,000 2026-27 $34,077,000 Totall 5 -Yearr $141,235,000 Funding g Sources Water/Wastewater Bonds Water/Wastewater Fund Total Operating g Impacts Personnel Services Supplies and Services Total 2022-23 $21,475,000 $0 $21,475,000 2022-23 $170,554 $6,000 $176,554 2023-24 $27,455,000 $0 $27,455,000 2023-24 $170,554 $6,000 $176,554 2024-25 $31,012,000 $0 $31,012,000 2024-25 $170,554 $6,000 $176,554 2025-26 $26,616,000 $600,000 $27,216,000 2025-26 $170,554 $6,000 $176,554 2026-27 $34,077,000 $0 $34,077,000 2026-27 $170,554 $6,000 $176,554 Totall 5 -Yearr $140,635,000 $600,000 $141,235,000 Totall 5 -Yearr $852,772 $30,000 $882,772 Capitall Improvementss Program Waterr Utility y Archaeologicall Program m Various The Water Utility Division currently has several projects underway and planned that have been identified as needing possible archeological mitigation. Given the unknowns related to the archeological process and difficulties in calculating costs, this program provides funding for unforeseen expenses related to historical and archaeological studies, and potential remediation for all water and wastewater funded capital improvement projects. Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Projectt Priority y Type Public Health and Safety Projectt Number 3211099 Estimated d Startt Ongoing Estimated d Completion Ongoing Estimated d Projectt Costs Total 2022-23 $1,000,000 2023-24 $1,000,000 2024-25 $1,000,000 2025-26 $1,000,000 2026-27 $1,000,000 Totall 5 -Yearr $5,000,000 Funding g Sources Water/Wastewater Fund Total Operating g Impacts None 2022-23 $1,000,000 $1,000,000 2022-23 2023-24 $1,000,000 $1,000,000 2023-24 2024-25 $1,000,000 $1,000,000 2024-25 2025-26 $1,000,000 $1,000,000 2025-26 2026-27 $1,000,000 $1,000,000 2026-27 Totall 5 -Yearr $5,000,000 $5,000,000 Totall 5 -Yearr 7-38 Capitall Improvementss Program Waterr Utility y Buildingss Assett Managementt Various This program will fund major building repairs and replacement of building assets at all Water Utility Facilities. In coordination with Facilities Maintenance, this program has been developed as an ongoing replacement strategy for floors, roofing, HVAC, sprinkler systems, elevators, etc., to ensure reliable operations. In addition to the above asset maintenance work associated with this program, funding includes annual maintenance at the Eisendrath House, administrative building remodels at both water treatment plants and a minor remodel at the Kyrene Utility Services Building. Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Projectt Priority y Type Public Health and Safety Projectt Number 3206099 Estimated d Startt Ongoing Estimated d Completion Ongoing Estimated d Projectt Costs Total 2022-23 $3,525,000 2023-24 $2,300,000 2024-25 $800,000 2025-26 $800,000 2026-27 $800,000 Totall 5 -Yearr $8,225,000 Funding g Sources Water/Wastewater Fund Water/Wastewater Bonds Total Operating g Impacts None 2022-23 $2,525,000 $1,000,000 $3,525,000 2022-23 2023-24 $800,000 $1,500,000 $2,300,000 2023-24 2024-25 $800,000 $0 $800,000 2024-25 2025-26 $800,000 $0 $800,000 2025-26 2026-27 $800,000 $0 $800,000 2026-27 Totall 5 -Yearr $5,725,000 $2,500,000 $8,225,000 Totall 5 -Yearr Capitall Improvementss Program Wellss - Assett Maintenance e and d New w Production n Various The purpose of this project is to add new groundwater production and recovery well capacity to Tempe's water system for back-up water production, supplemental drought supply, water quality blending and emergency preparedness. This program will provide funding for the drilling and equipping of new production wells and replacement and major rehabilitation of existing wells, that includes the addition of wellhead treatment where required. Also included in this project is annual asset maintenance and minor rehabilitation of existing groundwater wells. Municipal Utilities will continue its partnership with Salt River Project to connect their wells to Tempe's system to add additional groundwater production for purposes of drought resiliency and emergency preparedness. Photo Coming Soon redundancy between surface water treatment plants and groundwater wells. Increasing groundwater and recovery well production capacity provides a higher level of operational redundancy and a back-up water supply during droughts, emergencies or surface water conditions that require the use of groundwater wells as a supplemental supply. The goal is to increase groundwater production capacity over time to meet the average daily water f Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Projectt Priority y Type Public Health and Safety Projectt Number 3205099 Estimated d Startt Ongoing Estimated d Completion Ongoing Estimated d Projectt Costs Total 2022-23 $15,202,020 2023-24 $10,195,980 2024-25 $3,237,050 2025-26 $13,203,600 2026-27 $6,025,350 Totall 5 -Yearr $47,864,000 Funding g Sources Water/Wastewater Bonds Water/Wastewater Fund Total Operating g Impacts None 2022-23 $14,702,020 $500,000 $15,202,020 2022-23 2023-24 $9,695,980 $500,000 $10,195,980 2023-24 2024-25 $2,737,050 $500,000 $3,237,050 2024-25 2025-26 $12,703,600 $500,000 $13,203,600 2025-26 2026-27 $5,525,350 $500,000 $6,025,350 2026-27 Totall 5 -Yearr $45,364,000 $2,500,000 $47,864,000 Totall 5 -Yearr 7-39 7-40 Arts and Culture Program FY 2022/23 - FY2026/27 CIP Project Listing New project requests are underlined Additional Projected Needs Project Name Project Number Proposed Funding Source(s) New 2022-23 2022-23 Total Capital Budget Appropriation Requested Re-appropriations Request Appropriation 2023-24 2024-25 2025-26 2026-27 Total 5-Year Program Arts and Culture Asset Restoration (formerly Tempe Center for the Arts Asset Restoration) 5710229 Arts and Culture Fund 2,113,496 1,419,500 3,532,996 561,500 584,500 875,000 1,230,000 6,783,996 Tempe Center for the Arts Roof Repair and Restoration 5710349 Arts and Culture Fund 6,191,053 - 6,191,053 - - - - 6,191,053 8,304,549 1,419,500 9,724,049 561,500 584,500 875,000 1,230,000 12,975,049 Arts and Culture Program Total 7-41 Capitall Improvementss Program A rtss & Culture e Assett Restoration n (formerly y TCA A Assett Restoration) Tempe e Centerr forr the e Arts;; Tempe e History y Museum;; Edna a Artss Center This project funds the repair and replacement of major equipment, infrastructure, and subsystems in the Tempe Center for the Arts, History Museum, Edna Vihel Arts Center and several historic properties on a life cycle basis. Projects include: high-fire kiln replacement, stage lighting, and office furniture Photo Coming Soon Museum doors, windows, and space study; Edna Arts space study HVAC; Edna Arts multipurpose room improvements signage cost estimates update, LED lighting conversion Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Projectt Priority y Type Asset Preservation Projectt Number 5710229 Estimated d Startt ongoing Estimated d Completion ongoing Estimated d Projectt Costs Total 2022-23 $3,532,996 2023-24 $561,500 2024-25 $584,500 2025-26 $875,000 2026-27 $1,230,000 Totall 5 -Yearr $6,783,996 Funding g Sources Arts & Culture Fund Total Operating g Impacts None 2022-23 $3,532,996 $3,532,996 2022-23 2023-24 $561,500 $561,500 2023-24 2024-25 $584,500 $584,500 2024-25 2025-26 $875,000 $875,000 2025-26 2026-27 $1,230,000 $1,230,000 2026-27 Totall 5 -Yearr $6,783,996 $6,783,996 Totall 5 -Yearr Capitall Improvementss Program Tempe e Centerr forr the e Artss Rooff Repairr & Restoration Tempe e Centerr forr the e Arts This project will repair significant deficiencies in the roof of the Tempe Center for the Arts (TCA). Due to the unique architectural style and complexity of the varying roof types at the TCA facility, a specialized architectural consultant was hired to conduct the investigative phase in 2020 and provide options for the repair work. The scope of this project includes removal of certain sections of the roof that are failing and replace with a different material, remove and replace all metal flashing and trim, remove and replace all metal roof panels, and repair or enhance other roof components to prevent future risk of failure. Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Projectt Priority y Type Asset Preservation Projectt Number 5710349 Estimated d Startt ongoing Estimated d Completion 12/1/2022 Estimated d Projectt Costs Total 2022-23 $6,191,053 2023-24 $0 2024-25 $0 2025-26 $0 2026-27 $0 Totall 5 -Yearr $6,191,053 Funding g Sources Arts & Culture Fund Total Operating g Impacts None 2022-23 $6,191,053 $6,191,053 2022-23 2023-24 $0 $0 2023-24 2024-25 $0 $0 2024-25 2025-26 $0 $0 2025-26 2026-27 $0 $0 2026-27 Totall 5 -Yearr $6,191,053 $6,191,053 Totall 5 -Yearr 7-42 Municipal Arts Program FY 2022/23 - FY2026/27 CIP Project Listing New project requests are underlined Project Name Tempe Municipal Arts Program Municipal Arts Program Project Number 6699799 New 2022-23 Appropriation Request Proposed Funding Source(s) Capital Budget Re-appropriations Municipal Arts 1% Projects 961,327 1,968,931 961,327 1,968,931 7-43 2022-23 Total Requested Appropriation Additional Projected Needs 2023-24 2024-25 2025-26 2026-27 Total 5-Year Program 2,930,258 2,010,849 1,902,928 1,820,165 1,838,092 10,502,292 2,930,258 2,010,849 1,902,928 1,820,165 1,838,092 10,502,292 Capitall Improvementss Program Tempe e Municipall Artss Program Citywide Tempe creates an enduring legacy by funding public art and art in all its forms through the Municipal Arts fund. In 2015 the Tempe Arts & Culture Master Plan, reflecting input from community members and stakeholders, created a community vision for the delivery of arts and culture services throughout Tempe. One of the defining features of this vision is engaging the community in planning and delivering services through which Tempe defines itself with unique features and programs, enriching the community and drawing visitors and business. The activities funded by the Municipal Arts fund are instrumental in realizing this plan. The variety of art forms and installations provide a unique sense of place. The Municipal Arts Fund provides for commissions and acquisitions of temporary and permanent works of public art, arts experiences, and opportunities for artists to take part in projects that provide a living wage. Photo Coming Soon Among the projects that receive funding through this fund are temporary public art such as the IN FLUX projects; new permanent, capital public art projects; public art maintenance; professional development for artists; arts programs and projects to enhance visibility of the art and to share resources with other commissioning agencies; art exhibitions in community gallery spaces; and the administrative services necessary to implement this work. Primary y City y Councill Priority y and d Performance e Measure e Addressed Quality of Life Community Survey. Projectt Priority y Type Customer Enhancements Projectt Number 6699799 Estimated d Startt Ongoing Estimated d Completion Ongoing Estimated d Projectt Costs Total 2022-23 $2,930,258 2023-24 $2,010,849 2024-25 $1,902,928 2025-26 $1,820,165 2026-27 $1,838,092 Totall 5 -Yearr $10,502,292 Funding g Sources Municipal Arts 1% Projects Total Operating g Impacts Personnel Services Total 2022-23 $2,930,258 $2,930,258 2022-23 $0 $0 2023-24 $2,010,849 $2,010,849 2023-24 $90,195 $90,195 2024-25 $1,902,928 $1,902,928 2024-25 $173,743 $173,743 2025-26 $1,820,165 $1,820,165 2025-26 $180,693 $180,693 2026-27 $1,838,092 $1,838,092 2026-27 $187,921 $187,921 Totall 5 -Yearr $10,502,292 $10,502,292 Totall 5 -Yearr $632,552 $632,552 7-44 Transit Program FY 2022/23 - FY2026/27 CIP Project Listing New project requests are underlined Proposed Funding Source(s) Project Name Project Number 8th Street Multi-Use Path (Creamery Branch Rail Path) 6007139 Transit Tax Federal Grant - CMAQ Project Total Capital Budget Re-appropriations New 2022-23 Appropriation Request 2022-23 Total Requested Appropriation 491,624 491,624 80,624 80,624 572,248 572,248 83,355 1,379,021 1,462,376 - - - 655,603 1,379,021 2,034,624 Additional Projected Needs 2023-24 2024-25 2025-26 Total 5-Year Program 2026-27 Alameda Drive & I-10 Bicycle / Pedestrian Bridge 6010009 Transit Tax 220,000 - 220,000 - - - - 220,000 Alameda Drive Bicycle/Pedestrian/Streetscape 6008799 Transit Tax Federal Grant - CMAQ Project Total 196,909 2,882,793 3,079,702 525,000 525,000 721,909 2,882,793 3,604,702 - - - - 721,909 2,882,793 3,604,702 Bus Pullout Project 6008519 Transit Tax Development Impact Fees Project Total 1,690,106 1,690,106 234,740 65,260 300,000 1,924,846 65,260 1,990,106 234,740 65,260 300,000 234,740 65,260 300,000 234,740 65,260 300,000 234,740 65,260 300,000 2,863,806 326,300 3,190,106 Bus Stop Capital Maintenance/Improvements 6005239 Transit Tax 1,328,141 750,000 2,078,141 750,000 750,000 750,000 750,000 5,078,141 Country Club Way Bike and Pedestrian Improvements Project 6008969 Transit Tax Federal Grant - CMAQ Project Total 280,882 2,611,733 2,892,615 207,746 3,436,905 3,644,651 488,628 6,048,638 6,537,266 - - - - 488,628 6,048,638 6,537,266 EVBOM - Facility Asset Maintenance (East Valley Bus Ops/Maint Facility) 6006089 Transit Tax 3,255,954 500,000 3,755,954 1,750,000 1,500,000 1,500,000 1,500,000 10,005,954 Federal Grants & Project Contingency 6009860 Transit Tax Federal Grants Project Total - 500,000 2,000,000 2,500,000 500,000 2,000,000 2,500,000 - - - - 500,000 2,000,000 2,500,000 Grand Canal Multi-Use Path Connection & Extension Project 6008979 Transit Tax Federal Grant - CMAQ Project Total 517,922 517,922 395,000 395,000 517,922 395,000 912,922 1,909,914 1,909,914 - - - 517,922 2,304,914 2,822,836 Light Rail Capital Maintenance State of Good Repair 6010019 Transit Tax 1,650,623 500,000 2,150,623 500,000 500,000 500,000 500,000 4,150,623 Kyrene Road/Roosevelt Road/Farmer Avenue Bicycle and Pedestrian Improvement Project (formerly North South Rail Spur MUP) 6007089 Transit Tax Federal Grant - CMAQ Development Impact Fees Project Total 253,479 253,479 175,000 175,000 428,479 428,479 235,738 2,315,065 35,754 2,586,557 - - - 664,217 2,315,065 35,754 3,015,036 Pathway Capital Maintenance 6005249 Transit Tax 3,367,295 1,500,000 4,867,295 1,500,000 1,500,000 1,000,000 1,000,000 9,867,295 Proposition 400 Extension Projects 6010750 Transit Tax Prop 400E - 400,000 - 400,000 - 650,000 - 300,000 - 250,000 250,000 250,000 250,000 1,850,000 500,000 Project Total - 400,000 400,000 650,000 300,000 500,000 500,000 2,350,000 7-45 Transit Program FY 2022/23 - FY2026/27 CIP Project Listing New project requests are underlined Project Name Rio Salado North Bank Multi Use Path Rio Salado Upstream Pedestrian Bridge Project Number 6008579 N/A Proposed Funding Source(s) Capital Budget Re-appropriations New 2022-23 Appropriation Request 2022-23 Total Requested Appropriation Additional Projected Needs 2023-24 2024-25 2025-26 Total 5-Year Program 2026-27 Transit Tax Federal Fund USACE Reimbursement Project Total - 60,000 60,000 842,000 - - - 902,000 - 60,000 60,000 800,000 1,642,000 - - - 800,000 1,702,000 Transit Tax - - - - - - 100,000 100,000 Scottsdale Rd Bicycle & Pedestrian Improvement Project 6009749 Transit Tax Federal Grant - CMAQ Project Total 108,828 108,828 50,000 50,000 158,828 158,828 222,000 1,256,648 1,478,648 - - - 380,828 1,256,648 1,637,476 Transit Tax Funded Projects Archaeological Contingency Fund 6009759 Transit Tax 400,000 - 400,000 - - - - 400,000 Transportation Master Plan 6010760 Transit Tax - 500,000 500,000 100,000 - - - 600,000 TTC - Facility Asset Maintenance (Transportation Center) 6006099 Transit Tax 2,916,436 400,000 3,316,436 400,000 400,000 400,000 400,000 4,916,436 22,172,725 12,280,275 34,453,000 15,029,495 5,250,000 4,950,000 5,050,000 64,732,495 Transit Program Total 7-46 Capital Improvements Program 8th Street Multi-Use Path (Creamery Branch Rail Path) 8th Street - Rural Road to McClintock Drive This project will design and construct streetscape improvements along along 8th Street from Rural Road to McClintock Drive.The 8th Street improvements will provide improved sidewalk, bicycle lanes, trees and lighting where allowed. The project will better integrate with historic structures while encouraging appropriate redevelopment on vacant lots or deteriorating structures. Old 8th Street spans a significant prehistoric archaeological site and was the location of the Bankhead Highway. In addition, the Borden Creamery Complex (Four Peaks), the Elias-Rodriguez House, Marlatt's Garage, and the Kirkland-McKinney Ditch are all located along 8th Street. The archeological consultant working on the project is close to to completing the required archaeological review and mitigation. Additional environmental work will still need to be completed prior to project construction. In addition, upon the completion of the archeological review, the project will require additional design changes to accommodate the findings. These additional steps will delay the project delivery to FY 23-24. The project is scheduled to go through the MAG defferral process for the fourth time starting in February 2022. Funds are being moved in the CIP to match the expected approval of the requested deferral of the federal funds. Quality of Life Project Priority Type Systems Expansions Estimated Project Costs Total Photo Coming Soon Primary City Council Priority and Performance Measure Addressed 3.26 Achieve a multimodal transportation system (20-minute city) where residents can walk, bicycle, or use public transit to meet all basic daily, non-work needs. Project Number 6007139 Estimated Start 7/1/2015 Estimated Completion 6/30/2023 2022-23 $572,248 2023-24 $1,462,376 2024-25 $0 2025-26 $0 2026-27 $0 Total 5 -Year $2,034,624 Funding Sources 2022-23 2023-24 2024-25 2025-26 2026-27 Total 5 -Year Transit Tax $572,248 $83,355 $0 $0 $0 $655,603 $0 $1,379,021 $0 $0 $0 $1,379,021 $572,248 $1,462,376 $0 $0 $0 $2,034,624 2022-23 $0 $0 2023-24 $2,000 $2,000 2024-25 $2,000 $2,000 2025-26 $2,000 $2,000 2026-27 $2,000 $2,000 Total 5 -Year $8,000 $8,000 Federal Grant - CMAQ Total Operating Impacts Supplies and Services Total Capital Improvements Program Alameda Drive & I-10 Bicycle/Pedestrian Bridge Alameda Drive, I10 & Baseline Road This project is a bicycle and pedestrian bridge along the Alameda Drive and Baseline Road alignment at the I-10 freeway and includes lighting, safety features and public art. The project will be an elevated acive transportation crossing of the I-10 connecting from Fountainhead Business Park (east side) to Tempe Diablo Stadium (west side). It will link several Tempe neighborhoods and bikeways, particularly the bike route along Alameda Drive to major employment centers, the stadium, and a City of Phoenix bike route on Roeser Road. Currently, Alameda Drive (Roeser Street in Phoenix) is more than 20-mile bike route that has linkages to downtown Phoenix and Tempe, but is cut in half at the I-10 crossing. In addition, the second bicycle and pedestrian bridge at Baseline will extend Tempe's Western Canal Path from Gilbert, Mesa and Chandler.to Phoenix. The projects will facilitate freeway crossing, similar to the College Avenue and Country Club Way bike/pedestrian bridges over the U.S. 60. This project is identified in MAG, ADOT and local transportation plans and will be constructed with ADOT's Broadway Curve - I10 Improvement project scheduled on the years 2021-2024. Tempe's contribution will fund aesthetic and art treatments for the bridges. Quality of Life Project Priority Type Systems Expansions Estimated Project Costs Total Photo Coming Soon Primary City Council Priority and Performance Measure Addressed 3.26 Achieve a multimodal transportation system (20-minute city) where residents can walk, bicycle, or use public transit to meet all basic daily, non-work needs. Project Number 6010009 Estimated Start 7/1/2020 Estimated Completion 6/30/2024 2022-23 $220,000 2023-24 $0 2024-25 $0 2025-26 $0 2026-27 $0 Total 5 -Year $220,000 Total 5 -Year Funding Sources 2022-23 2023-24 2024-25 2025-26 2026-27 Transit Tax $220,000 $0 $0 $0 $0 $220,000 Total $220,000 $0 $0 $0 $0 $220,000 2022-23 $0 $0 2023-24 $0 $0 2024-25 $5,000 $5,000 2025-26 $5,000 $5,000 2026-27 $5,000 $5,000 Total 5 -Year $15,000 $15,000 Operating Impacts Supplies and Services Total 7-47 C apitall Improvementss Program Alameda a Drive e Bicycle/Pedestrian/Streetscape Alameda a Drive e (48th h Streett to o Rurall Road) This project is starting construction. The project is a bicycle and pedestrian facility improvement on three miles of a collector street. The project includes improved street crossings, medians, bike lanes, landscaping, lighting, enhanced sidewalks, pedestrian amenities and upgrades to meet all Americans with Disabilities Act. The project links to the City of Phoenix routes with existing bike lanes, to Tempe Diablo Stadium and to the Alameda Bicycle and Pedestrian bridge to be completed with ongoing I-10 Broadway Road improvement project. It also connects older Tempe neighborhoods, major industrial areas, employment centers, redeveloping areas, and the Tempe Maker District to other major regional bikeways including the newly improved Union Pacific Railroad crossing. The project will transform an auto oriented corridor into a premier walking and bicycling facility in accordance with the Maricopa Association of Governments Pedestrian Design Guidelines, Tempe's Transportation Master Plan, and Bicycle Boulevard Plan. The project will provide an improved non-motorized access to Tempe Diablo Stadium and create a more friendly multi-modal street for all users. The project was previously deferred to FY22/23 due to the need to replace and relocate a waterline. The project was originally funded with Federal Transportation Alternatives Grant (a program through the USDOT) of $1.597 million with a local match from the Transit fund of $96,558. Staff secured additional Federal TA Grant funds of $1.299 million with a local match of $78,489 to meet the increased construction cost. Quality of Life Projectt Priority y Type Systems Expansions Estimated d Projectt Costs Total Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed 3.26 Achieve a multimodal transportation system (20-minute city) where residents can walk, bicycle, or use public transit to meet all basic daily, non-work needs. Projectt Number 6008799 Estimated d Startt 7/1/2013 Estimated d Completion 6/30/2023 2022-23 $3,604,702 2023-24 $0 2024-25 $0 2025-26 $0 2026-27 $0 Totall 5 -Yearr $3,604,702 Funding g Sources 2022-23 2023-24 2024-25 2025-26 2026-27 Totall 5 -Yearr Transit Tax $721,909 $0 $0 $0 $0 $721,909 $2,882,793 $0 $0 $0 $0 $2,882,793 Federal Grant - CMAQ Total Operating g Impacts Supplies and Services Total $3,604,702 $0 $0 $0 $0 $3,604,702 2022-23 $0 $0 2023-24 $5,000 $5,000 2024-25 $5,000 $5,000 2025-26 $5,000 $5,000 2026-27 $5,000 $5,000 Totall 5 -Yearr $20,000 $20,000 Capitall Improvementss Program Buss Pulloutt Project Citywide This project is to fund the design and construction of bus pullouts citywide. Bus pullouts are installed to provide more comfortable boarding and alighting for transit users, as well as to provide an area for buses to pull out of traffic and allow freer flow of traffic movement, thereby improving intersection delays city wide. A 2016 Council adopted program of pullouts identified up to 129 locations citywide, with roughly 40 high priority locations. The high priority locations are identified at high traffic and traffic congested intersections that also have high ridership and / or safety issues related to the intersection. This program is anticipated to decrease the financial needs in later years as the priority locations are completed. Partnerships with new private development in the city will be a primary method for funding future pullouts. Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Quality of Life Projectt Priority y Type Systems Expansions Projectt Number 6008519 Estimated d Startt ongoing Estimated d Completion ongoing Estimated d Projectt Costs Total 2022-23 $1,990,106 2023-24 $300,000 2024-25 $300,000 2025-26 $300,000 2026-27 $300,000 Totall 5 -Yearr $3,190,106 Funding g Sources Transit Tax Development Impact Fees Total Operating g Impacts None 2022-23 $1,924,846 $65,260 $1,990,106 2022-23 2023-24 $234,740 $65,260 $300,000 2023-24 2024-25 $234,740 $65,260 $300,000 2024-25 2025-26 $234,740 $65,260 $300,000 2025-26 2026-27 $234,740 $65,260 $300,000 2026-27 Totall 5 -Yearr $2,863,806 $326,300 $3,190,106 Totall 5 -Yearr 7-48 Capitall Improvementss Program Buss Stop p Capitall Maintenance e & Improvements Citywide This project provides funding for ongoing replacement of retired or damaged bus shelters, installation of new shelters and all other bus stop amenities city wide. The city has 800+ bus stops with 350+- shelters. Other bus stop amenities and include seating, trash receptacles, bike racks, solar lighting, schedule holders, signs, and concrete pads. New shelter designs will be completed in FY 22 and will begin to be installed in the city. All installs or upgrades include ADA compliance. The purpose of this project is to maintain existing bus stop conditions in good working order and condition and to expand the overall inventory of shelters to be at all bus stops in the future. The project intends to continue expanding the shade, seating and overall comfort of the public transportation system in order to assist in ridership retention and growth. Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Quality of Life Projectt Priority y Type Asset Preservation Projectt Number 6005239 Estimated d Startt ongoing Estimated d Completion ongoing Estimated d Projectt Costs Total 2022-23 $2,078,141 2023-24 $750,000 2024-25 $750,000 2025-26 $750,000 2026-27 $750,000 Totall 5 -Yearr $5,078,141 Funding g Sources Transit Tax Total Operating g Impacts None 2022-23 $2,078,141 $2,078,141 2022-23 2023-24 $750,000 $750,000 2023-24 2024-25 $750,000 $750,000 2024-25 2025-26 $750,000 $750,000 2025-26 2026-27 $750,000 $750,000 2026-27 Totall 5 -Yearr $5,078,141 $5,078,141 Totall 5 -Yearr Capitall Improvementss Program Country y Club b Way y Bike e and d Pedestrian n Improvementss Project Country y Club b Way y - Warnerr Road d - US60 The project will design and construct the first 3.5 miles of a seven-mile on/off-street bike boulevard from ASU Research Park/Warner Road to the US-60 bike/ped bridge, generally along Country Club Way. The first 3.5 miles will include public art, enhanced sidewalks, shared use path, bike lanes, signalized street intersections, mid-block crossings, raised medians, improved shading, and landscaping. The new facility will reduce vehicle and bicyclist/pedestrian conflicts, introduce bike lanes and a multi-use path.. All facility improvements included with the project will be ADA/MUTCD/AASHTO compliant. Improvements will also include repairs identified in the ADA Transition Plan. The project will provide a sustainable and safe bicycle and pedestrian connection to major employment, educational facilities and shopping centers. This project is listed in the Transportation Master Plan and Tempe General Plan 2040 and implements the general plan goal of achieving the 20-Minute City. Construction of the project is funded with $6,048,638 federal grant and $488,628 Transit Tax. The project is in final design and will be obligated by summer 2022 and expected to start construction in fall 2022. Quality of Life Projectt Priority y Type Systems Expansions Estimated d Projectt Costs Total Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed 3.26 Achieve a multimodal transportation system (20-minute city) where residents can walk, bicycle, or use public transit to meet all basic daily, non-work needs. Projectt Number 6008969 Estimated d Startt 7/1/2020 Estimated d Completion 6/30/2024 2022-23 $6,537,266 2023-24 $0 2024-25 $0 2025-26 $0 2026-27 $0 Totall 5 -Yearr $6,537,266 Funding g Sources 2022-23 2023-24 2024-25 2025-26 2026-27 Totall 5 -Yearr Transit Tax $488,628 $0 $0 $0 $0 $488,628 $6,048,638 $0 $0 $0 $0 $6,048,638 Federal Grant - CMAQ Total Operating g Impacts Supplies and Services Total $6,537,266 $0 $0 $0 $0 $6,537,266 2022-23 $0 $0 2023-24 $2,500 $2,500 2024-25 $5,000 $5,000 2025-26 $5,000 $5,000 2026-27 $5,000 $5,000 Totall 5 -Yearr $17,500 $17,500 7-49 Capitall Improvementss Program EVBOM M - Facility y Assett Maintenance e (Eastt Valley y Buss Operationss and d Maintenance e facility) 2050 0 E Rio o Salado o Parkway This project involves the ongoing repair and replacement needs for the EVBOM facility in accordance with the Transit Asset Management plan as required by the Federal Transit Administration. The facility is the bus operations center for Tempe and most of the East Valley bus service. Tempe contracts with Valley Metro for bus service who hires a vendor; both VM and the vendor (First Transit) are tenants of the building. Approximately 500 bus operators and 250 buses operate out of the facility. Bus fleet repairs, washing, fueling, and all administrative staff utilize the facility. Additionally, the facility provides fueling services for other city department fleets. The facility operates 24/7/365. Built in 2007 the facility is now entering the asset management phase of its life cycle. In FY 23 a project to replace the maintenance building evaporative coolers and associated water treatment systems is planned, and all other expenses related to this facility are typical life cycle repair and replacement needs to keep the facility operational for Tempe and East Valley bus systems. Additionally, this project will account for the required local match required in conjunction with federal and regional funding for necessary infrastructure improvements related to an initial electric bus investment, pending award of FTA funding. All modifications to the building include an effort toward improving sustainable practices. Annual lease agreements with VM help to share costs for this facility with VM and the other East Valley cities. Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Quality of Life Projectt Priority y Type Asset Preservation Projectt Number 6006089 Estimated d Startt ongoing Estimated d Completion ongoing Estimated d Projectt Costs Total 2022-23 $3,755,954 2023-24 $1,750,000 2024-25 $1,500,000 2025-26 $1,500,000 2026-27 $1,500,000 Totall 5 -Yearr $10,005,954 Funding g Sources Transit Tax Total Operating g Impacts None 2022-23 $3,755,954 $3,755,954 2022-23 2023-24 $1,750,000 $1,750,000 2023-24 2024-25 $1,500,000 $1,500,000 2024-25 2025-26 $1,500,000 $1,500,000 2025-26 2026-27 $1,500,000 $1,500,000 2026-27 Totall 5 -Yearr $10,005,954 $10,005,954 Totall 5 -Yearr Capitall Improvementss Program Federall Grantss & Projectt Contingency Citywide This project creates spending authority for grants or other funding that may become available during the fiscal year. It also provides contingent budget appropriation for midyear project increases. Photo Coming Soon Primary City Council Priority and Performance Measure Addressed Quality of Life Priority y Type Systems Expansions Projectt Number 6009860 Estimated d Startt 7/1/2021 Estimated d Completion 6/30/2022 Estimated d Projectt Costs Total 2022-23 $2,500,000 2023-24 $0 2024-25 $0 2025-26 $0 2026-27 $0 Totall 5 -Yearr $2,500,000 Funding g Sources Transit Tax Federal Grants Total Operating g Impacts None 2022-23 $500,000 $2,000,000 $2,500,000 2022-23 2023-24 $0 $0 $0 2023-24 2024-25 $0 $0 $0 2024-25 2025-26 $0 $0 $0 2025-26 2026-27 $0 $0 $0 2026-27 Totall 5 -Yearr $500,000 $2,000,000 $2,500,000 Totall 5 -Yearr 7-50 Capitall Improvementss Program Grand d Canall Multi-Use e Path h Connection n (MUP)) and d Extension n Project Grand d Canall MUP P Connection n and d Extension The Grand Canal Connection and Extension project will design and construct a link of the Rio Salado North bank MUP, Crosscut Canal MUP, Washington St, and Grand Canal MUP. The project will provide safe, off-street connections to these three regional pathways that continue to the cities of Phoenix, Mesa, and Scottsdale. The proposed project will also provide a signalized pedestrian crossing at MIll Avenue north of Washington Street connecting Crosscut Canal to the TownLake and the Grand Canal. Additional improvements include 10' wide concrete shared-use paths, striped bike facilities on Lake View Drive and 56th St, and sidewalk improvements along Mill Ave and Priest Drive. The project will also include lighting, landscaping, rest nodes, and art features. All improvements will be designed and constructed in compliance with ADA/MUTCD/AASHTO guidelines. The project is consistent with the goals and objectives of the Tempe General Plan ,Tempe Transportation Master Plan and the sustainability objectives of the city. The project supports the fulfillment of the General Plan 20-Minute City. Quality of Life Projectt Priority y Type Systems Expansions Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed 3.26 Achieve a multimodal transportation system (20-minute city) where residents can walk, bicycle, or use public transit to meet all basic daily, non-work needs. Projectt Number 6008979 Estimated d Startt 1/1/2018 Estimated d Projectt Costs Total 2022-23 $912,922 2023-24 $1,909,914 2024-25 $0 2025-26 $0 2026-27 $0 Totall 5 -Yearr $2,822,836 Totall 5 -Yearr Estimated d Completion 06/31/23 Funding g Sources 2022-23 2023-24 2024-25 2025-26 2026-27 Transit Tax $517,922 $0 $0 $0 $0 $517,922 Federal Grant - CMAQ $395,000 $1,909,914 $0 $0 $0 $2,304,914 $912,922 $1,909,914 $0 $0 $0 $2,822,836 2022-23 $0 $0 2023-24 $0 $0 2024-25 $5,000 $5,000 2025-26 $5,000 $5,000 2026-27 $5,000 $5,000 Totall 5 -Yearr $15,000 $15,000 Total Operating g Impacts Supplies and Services Total Capitall Improvementss Program Lightt Raill Capitall Maintenance e - State e off Good d Repair Lightt Raill Alignmentt (Apache,, Washington,, Town n Lake,, 3rd d Street,, Terrace) The purpose of this project is to allocate funding to the light rail system and ancillary support systems like the Tempe Park and Ride lots along the light rail line. As the regional rail system has matured it is vital to maintain it in good working order. This project is in compliment to the operations costs for the regional rail system, but is separated out to quantify the capital maintenance costs. The rail cities of Mesa, Tempe and Phoenix will share these costs based upon the share of miles in each city. Additionally this project is to serve as the asset maintenance costs related to Tempe's Park and Rides (Dorsey, McClintock and Price) for the rail system. Upcoming expenditures for Park and Rides include significant asset maintenance of the parking structure at McClintock, which will be cost-shared with the mutli-family development on site. Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Quality of Life Projectt Priority y Type Asset Preservation Projectt Number 6010019 Estimated d Startt 7/1/2020 Estimated d Completion ongoing Estimated d Projectt Costs Total 2022-23 $2,150,623 2023-24 $500,000 2024-25 $500,000 2025-26 $500,000 2026-27 $500,000 Totall 5 -Yearr $4,150,623 Funding g Sources Transit Tax Total Operating g Impacts None 2022-23 $2,150,623 $2,150,623 2022-23 2023-24 $500,000 $500,000 2023-24 2024-25 $500,000 $500,000 2024-25 2025-26 $500,000 $500,000 2025-26 2026-27 $500,000 $500,000 2026-27 Totall 5 -Yearr $4,150,623 $4,150,623 Totall 5 -Yearr 7-51 Capital Improvements Program Kyrene Road/Roosevelt Road/Farmer Avenue Bicycle and Pedestrian Improvement Project Kyrene Rd/Roosevelt Dr/Farmer Ave University Dr to Baseline Rd This project is for the design and construction of 3 miles of bicycle and pedestrian improvements along Kyrene / Rossevelt/ Farmer from University Drive to Baseline Road. The project involves constructing lighting and landscaping along the alignment, street crossing treatments, sidewalk improvements, landscaping, and other amenities. The project will include repairs identified in the ADA Transition Plan. The project will construct and complete missing sidewalks along Roosevelt Drive The project will include a public outreach component, and is identified in the Tempe General Plan 2040 and Transportation Master Plan. The project has been requested by several businesses and neighborhoods and has already had some portions built through agreements with private business. Construction of the project is funded with $2,315,065 federal, $664,217 Transit Tax and $35,754 Impact Fees. The project was previously known as North-South Rail Spur Multi Use Path Phase 1. Tempe City Council approved the alignment change as recommended by staff on June 20, 2019. Quality of Life Project Priority Type Systems Expansions Estimated Project Costs Total Photo Coming Soon Primary City Council Priority and Performance Measure Addressed 3.26 Achieve a multimodal transportation system (20-minute city) where residents can walk, bicycle, or use public transit to meet all basic daily, non-work needs. Project Number 6007089 2022-23 $428,479 Estimated Start 7/1/2020 Estimated Completion 1/15/2023 2023-24 $2,586,557 2024-25 $0 2025-26 $0 2026-27 $0 Total 5 -Year $3,015,036 Total 5 -Year Funding Sources 2022-23 2023-24 2024-25 2025-26 2026-27 Transit Tax $428,479 $235,738 $0 $0 $0 $664,217 $0 $2,315,065 $0 $0 $0 $2,315,065 Federal Grant - CMAQ Development Impact Fees Total Operating Impacts Supplies and Services Total $0 $35,754 $0 $0 $0 $35,754 $428,479 $2,586,557 $0 $0 $0 $3,015,036 2022-23 $0 $0 2023-24 $2,500 $2,500 2024-25 $5,000 $5,000 2025-26 $5,000 $5,000 2026-27 $5,000 $5,000 Total 5 -Year $17,500 $17,500 Capital Improvements Program Pathway Capital Maintenance Citywide (Rivers, Canals, Utility Easements) This project provides ongoing funding for repair, replacement and installation of concrete, lighting, safety features (e.g. netting), seating, signage, landscaping and irrigation, bridges, signals and any other needed element for the 40+ miles of pathway along canals, railroads/utility corridors, rivers and other locations. Pathways exist along the El Paso Gasoline, Rio Salado, Indian Bend Wash, Railroad, some street alignments (e.g. Knox Road) and the Grand, Crosscut, Western, Highline, Tempe, and Kyrene canals. Multiple bicycle/pedestrian bridges, including over area freeways, are included in this project. Upcoming significant path improvements are programmed for the 6-mile Western Canal Path, 1-mile of the El Paso Path, the 2.5 mile Indian Bend Wash Path and 2 mile Kyrene Path. All pathway repair and improvements include ADA compliance, conversion to LED lighting, arid land landscaping, and support for the city's efforts to provide comfortable and convenient use non-motorized transport. Quality of Life Priority Type Asset Preservation Photo Coming Soon Primary City Council Priority and Performance Measure Addressed 3.26 Achieve a multimodal transportation system (20-minute city) where residents can walk, bicycle, or use public transit to meet all basic daily, non-work needs. Project Number 6005249 Estimated Start ongoing Estimated Completion ongoing Estimated Project Costs Total 2022-23 $4,867,295 2023-24 $1,500,000 2024-25 $1,500,000 2025-26 $1,000,000 2026-27 $1,000,000 Total 5 -Year $9,867,295 Funding Sources Transit Tax Total Operating Impacts None 2022-23 $4,867,295 $4,867,295 2022-23 2023-24 $1,500,000 $1,500,000 2023-24 2024-25 $1,500,000 $1,500,000 2024-25 2025-26 $1,000,000 $1,000,000 2025-26 2026-27 $1,000,000 $1,000,000 2026-27 Total 5 -Year $9,867,295 $9,867,295 Total 5 -Year 7-52 Capital Improvements Program Proposition 400 Extension Projects Various This project establishes funding for preliminary, pre-design activities in support of the development of three (3) separate regional transportation projects outlined in the Proposition 400 Extension (Prop 400E) funding initiative, scheduled to be presented to voters in November, 2022. If successful, Prop400E will dedicate regional funding towards the following three projects in Tempe: streetcar extension along Rio Salado in conjunction with the City of Mesa, a bus rapid transit (BRT) project along Scottsdale and Rural roads in conjunction with the cities of Scottsdale and Chandler, and grade separation of light rail at Rural and Terrace. The improvements and alignments associated with each project were recommended through multiple regional studies performed in recent years, including the Tempe/Mesa Streetcar Feasibility Study, the Regional Bus Rapid Transit Study, and the Light Rail Travel Time Improvement Study. Projects are scheduled for implementation at various phases throughout the 25-year tax, and require varying levels of local funding commitment, which will also be dependent on the availability and applicability of federal funding sources. Initial funding identified will support necessary feasibility studies, environmental analyses, and archeological assessments required prior to project design and construction. Quality of Life Photo Coming Soon Primary City Council Priority and Performance Measure Addressed 3.26 Achieve a multimodal transportation system (20-minute city) where residents can walk, bicycle, or use public transit to meet all basic daily, non-work needs. Project Priority Type Systems Expansions Project Number 6010750 Estimated Start 7/1/2025 Estimated Completion ongoing Estimated Project Costs Total 2022-23 $400,000 2023-24 $650,000 2024-25 $300,000 2025-26 $500,000 2026-27 $500,000 Total 5 -Year $2,350,000 Funding Sources Transit Tax Prop 400E Total Operating Impacts Supplies and Services Total 2022-23 $400,000 $0 $400,000 2022-23 $100,000 $100,000 2023-24 $650,000 $0 $650,000 2023-24 $0 $0 2024-25 $300,000 $0 $300,000 2024-25 $0 $0 2025-26 $250,000 $250,000 $500,000 2025-26 $0 $0 2026-27 $250,000 $250,000 $500,000 2026-27 $0 $0 Total 5 -Year $1,850,000 $500,000 $2,350,000 Total 5 -Year $100,000 $100,000 Capital Improvements Program Rio Salado North Bank Multi-use Path Indian Bend Wash-McClintock Drive This project is over a half mile extension of the Rio Salado Path system to link existing paths along the north bank of the Rio Salado (east of Rural Road) from the Indian Bend Wash east to McClintock Drive. The project will complete the Rio Salado Path system and will provide another critical link for non-motorized travel along Rio Salado to Downtown Tempe, north Tempe neighborhoods, Tempe Marketplace, City of Scottsdale, City of Mesa, SRPMIC, and planned future developments along the Rio Salado area. This project will include a paved path, landscaping and lighting. The project had hisgtorically been in partnership with and managed by the United States Army Corps of Engineers (USACE), but Tempe will be assuming project management and, in turn, Army Corps is returning the funds ($800K) previously allocated (from Tempe) back to Tempe for the construction of the project. Previously this project was also removed from the CIP due to COVID-related economic concerns and due to improved sales tax realities, the project is being resubmitted. Quality of Life Photo Coming Soon Primary City Council Priority and Performance Measure Addressed 3.26 Achieve a multimodal transportation system (20-minute city) where residents can walk, bicycle, or use public transit to meet all basic daily, non-work needs. Project Priority Type Systems Expansions Estimated Project Costs Total Project Number 6008579 2022-23 $60,000 Estimated Start 7/1/2020 Estimated Completion 1/15/2023 2023-24 $1,642,000 2024-25 $0 2025-26 $0 2026-27 $0 Total 5 -Year $1,702,000 Total 5 -Year Funding Sources 2022-23 2023-24 2024-25 2025-26 2026-27 Transit Tax $60,000 $842,000 $0 $0 $0 $902,000 $0 $800,000 $0 $0 $0 $800,000 $60,000 $1,642,000 $0 $0 $0 $1,702,000 2022-23 $0 $0 2023-24 $1,500 $1,500 2024-25 $3,000 $3,000 2025-26 $3,000 $3,000 2026-27 $3,000 $3,000 Total 5 -Year $10,500 $10,500 Federal Fund USACE Reimbursement Total Operating Impacts Supplies and Services Total 7-53 Capital Improvements Program Rio Salado Upstream Pedestrian Bridge Tempe Town Lake East Side by McClintock The Tempe Town Lake Upstream Dam Bridge project will span the north and south bank of the upstream portion of Tempe Town Lake, at roughly Dorsey Lane. The proposed project will be similar to the Elmore Pedestrian Bridge on the downstream portion of Tempe Town lake. The project will directly link from the South Pier development (on the south side of Town Lake along Rio Salado Parkway) to the north side fo the lake and the Rio Salado North bank path (future). The South Pier development is also contributing funds to this project to assist in construction costs and integrate the bridge and the development seamlessly. The project will utilize the existing upstream dam pier caps to provide the substructure for a low-stress, off-street pedestrian and bicycle bridge that will connect the north and south banks of Rio Salado Multi-use Paths. The project will include rest nodes with shade, public art, architectural lighting, and landscaping. The project creates a direct, safe and continuous off-street connection to the surrounding communities, greatly reducing travel distance and potential vehicular/bicycle/pedestrian conflicts at busy arterial streets. The Rio Salado path system touches portions of the offstreet bicycle facilities of Tempe, Scottsdale, Phoenix, and Mesa. This project will connect the eastern end of the north and south banks of the Rio Salado and over 95 miles of regional shared-use paths. Completion of this link allows residents to directly and safely access regionally significant employment, commercial and entertainment destinations such as Tempe Marketplace, Salt River Pima Maricopa Indian Community destinations, Phoenix, Mesa Riverview, Rio Salado Corridor, Old Town Scottsdale, Sky Song Innovation Center, Arizona State University Campus, Sun Devil Stadium, Desert Financial Arena, minimizing travel along busy arterial streets. Quality of Life Project Priority Type Systems Expansions Photo Coming Soon Primary City Council Priority and Performance Measure Addressed 3.26 Achieve a multimodal transportation system (20-minute city) where residents can walk, bicycle, or use public transit to meet all basic daily, non-work needs. Project Number N/A Estimated Start 7/1/2025 Estimated Completion 6/30/2029 Estimated Project Costs Total 2022-23 $0 2023-24 $0 2024-25 $0 2025-26 $0 2026-27 $100,000 Total 5 -Year $100,000 Funding Sources Transit Tax Total Operating Impacts None 2022-23 $0 $0 2022-23 2023-24 $0 $0 2023-24 2024-25 $0 $0 2024-25 2025-26 $0 $0 2025-26 2026-27 $100,000 $100,000 2026-27 Total 5 -Year $100,000 $100,000 Total 5 -Year Capital Improvements Program Scottsdale Road Bicycle and Pedestrian Improvement Project Scottsdale Road: Curry to Scottsdale City Border This project is currently under design. The proposed project will provide continuous bike lanes for 1.25 mile segment of Scottsdale Road between Curry Road and Continental Drive connecting existing bike lanes in the City of Scottsdale with the existing bike lanes at Curry Road. The project will also include improved signage, pedestrian lighting, fencing along the median to discourage unsafe crossing, ADA sidewalk (including repairs identified in the Transition Plan) and crossing improvements. The reconfiguration of the roadway will add designated travel lanes for cyclists in both directions and will add visibility and awareness for all users of the road. The project will also add a traffic signal at Cavalier Drive and Lilac Drive. The 1.25 mile segment of arterial roadway will maintain the existing configuration of six traffic lanes, retain the existing dedicated left-turn pocket at intersection approaches, and the landscaped medians. Curb and medians will be reconstructed to accommodate the bike lanes. The high and increasing volume of automobile traffic and pedestrian and bike incidents identifies this segment of Scottsdale Road as requiring safety improvements. This project directly responds to growing safety concerns related to lack of bike lane facilities and low pedestrian visibility at night on a high-volume corridor that connects to several regional bike networks. The project is identified in the Tempe Transportation Plan and supports the sustainability goals of the City of Tempe. The project also supports the fulfillment of the 20 Minute City as identified in the Tempe General Plan. Quality of Life Project Priority Type Systems Expansions Photo Coming Soon Primary City Council Priority and Performance Measure Addressed 3.26 Achieve a multimodal transportation system (20-minute city) where residents can walk, bicycle, or use public transit to meet all basic daily, non-work needs. Project Number 6009749 Estimated Start 7/1/2019 Estimated Project Costs Total 2022-23 $158,828 2023-24 $1,478,648 2024-25 $0 2025-26 $0 2026-27 $0 Total 5 -Year $1,637,476 Funding Sources Transit Tax Federal Grant - CMAQ Total Operating Impacts Supplies and Services Total 2022-23 $158,828 $0 $158,828 2022-23 $0 $0 2023-24 $222,000 $1,256,648 $1,478,648 2023-24 $0 $0 2024-25 $0 $0 $0 2024-25 $5,000 $5,000 2025-26 $0 $0 $0 2025-26 $5,000 $5,000 2026-27 $0 $0 $0 2026-27 $5,000 $5,000 Total 5 -Year $380,828 $1,256,648 $1,637,476 Total 5 -Year $15,000 $15,000 7-54 Estimated Completion 6/30/2023 Capital Improvements Program Transit Tax Funded Projects Archaeological Contingency Fund Citywide The Transportation Division currently has several projects underway and planned that have been identified as needing possible archeological mitigation. Given the unknowns related to the archeological process and difficulties in calculating costs, this project provides funding for unforeseen expenses related to historical and archaeological studies and potential remediation for all Transit Tax funded capital improvement projects Photo Coming Soon Quality of Life Project Priority Type Systems Expansions Primary City Council Priority and Performance Measure Addressed 3.26 Achieve a multimodal transportation system (20-minute city) where residents can walk, bicycle, or use public transit to meet all basic daily, non-work needs. Project Number 6009759 Estimated Start 7/1/2021 Estimated Completion 6/30/2022 Estimated Project Costs Total 2022-23 $400,000 2023-24 $0 2024-25 $0 2025-26 $0 2026-27 $0 Total 5 -Year $400,000 Funding Sources Transit Tax Total Operating Impacts None 2022-23 $400,000 $400,000 2022-23 2023-24 $0 $0 2023-24 2024-25 $0 $0 2024-25 2025-26 $0 $0 2025-26 2026-27 $0 $0 2026-27 Total 5 -Year $400,000 $400,000 Total 5 -Year Capital Improvements Program Transportation Master Plan Citywide The project will prepare the Circulation Element of General Plan 2050, the Tempe Transportation Master Plan 2050, the implementation plan of the Tempe's 20-Minute City, support the transportation actions in Tempe's Climate Action Plan, Tempe's multi-modal transportation projects and program list to be included in the Proposition 400 Extension. The project will hire a consultant team that will assist in the preparation of all the plans identified above as well as develop metrics to measure the effectiveness of the projects, programs, and strategies identified in the plans . The Transportaion Master Plan will identify and schedule transportation projects and programs that will support Tempe's future circulation needs to 2050. Measures of effectiveness shall consider vehicle miles traveled; mode share goals and changes, overall and individual modal saisfaction and cost effectiveness of proposed projects and programs. Attention will be paid to investments that support reducing VMTs and carbon emissions associated with our transportation system and that make low-carbon and low- air pollution transportation options, affordable, convienent and safe. The Plan will have use Tempe's Equitable Engagement Framework to ensure that the City of Tempe is considering the needs of people of color, indigenous , youth and those that have limited access to transportation. The metrics will assist the city in identifying and prioritzing Tempe transportation projects for all the modes and temporal phases consistent with the requirement of Proposition 400 Extension and the Tempe Transportatioin Master Plan 2050. Quality of Life Project Priority Type Customer Enhancements Photo Coming Soon Primary City Council Priority and Performance Measure Addressed 3.26 Achieve a multimodal transportation system (20-minute city) where residents can walk, bicycle, or use public transit to meet all basic daily, non-work needs. Project Number 6010760 Estimated Start 7/1/2022 Estimated Completion 6/30/2024 Estimated Project Costs Total 2022-23 $500,000 2023-24 $100,000 2024-25 $0 2025-26 $0 2026-27 $0 Total 5 -Year $600,000 Funding Sources Transit Tax Total Operating Impacts Supplies and Services Total 2022-23 $500,000 $500,000 2022-23 $5,000 $5,000 2023-24 $100,000 $100,000 2023-24 $1,500 $1,500 2024-25 $0 $0 2024-25 $1,500 $1,500 2025-26 $0 $0 2025-26 $1,500 $1,500 2026-27 $0 $0 2026-27 $1,500 $1,500 Total 5 -Year $600,000 $600,000 Total 5 -Year $11,000 $11,000 7-55 Capitall Improvementss Program TTC C - Facility y Assett Maintenance e (Transportation n Center) 200 0 E 5th h St This project involves the ongoing repair and replacement needs for the Tempe Transportation Center in accordance with the Transit Asset Management plan as required by the Federal Transit Administration. The facility is the downtown Tempe bus and rail center with 11 bus and Orbit routes and a light rail station converge for rider convenience. Bus shelters, landscaping, seating and other ameniities are included in the public amenities. The TTC additionally houses Transportation Division staff, other city personnel, mulitiple leasing partners, a green roof, a Transit Store for public information and ticket sales and public restrooms. The TTC operates as nearly a 24 hour facility, every day of the year as a public facility with high volumes of users and activity. Built in 2008 as a green building, the facility is now entering the asset management phase of it's life cycle. Upcoming years of maintenance and asset preservation are to keep the entire facility in good working order and include: LED lighting conversion, continued upkeep of all systems, and other safety (OSHA) compliance efforts. All modifications and upkeep to the building include an effort toward improving sustainable practices. Annual lease agreements with tenants help to offset costs to the facility. Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Priority y Type Asset Preservation Projectt Number 6006000 Estimated d Startt ongoing Estimated d Completion onoging Estimated d Projectt Costs Total 2022-23 $3,316,436 2023-24 $400,000 2024-25 $400,000 2025-26 $400,000 2026-27 $400,000 Totall 5 -Yearr $4,916,436 Funding g Sources Transit Tax Total Operating g Impacts None 2022-23 $3,316,436 $3,316,436 2022-23 2023-24 $400,000 $400,000 2023-24 2024-25 $400,000 $400,000 2024-25 2025-26 $400,000 $400,000 2025-26 2026-27 $400,000 $400,000 2026-27 Totall 5 -Yearr $4,916,436 $4,916,436 Totall 5 -Yearr 7-56 7-57 Fire Program FY 2022/23-FY2026/27 CIP Project Listing New project requests are underlined Name EmergencyProject Medical Transportation Station Renovations Emergency Repairs at Fire Station 6 Capital Budget Reappropriations New 2022-23 Appropriation Request 2022-23 Total Requested Appropriatio - 535,773 1,400,000 - - - 1,935,773 50,000 1,000,000 1,050,000 - - - - 50,000 1,000,000 1,050,000 Project Number Proposed Funding Source(s) 5609639 Emergency Medical Transportation Fund 535,773 5610629 Capital Projects Fund Balance General Obligation Bonds Project Total 50,000 50,000 1,000,000 1,000,000 Additional Projected Needs 2023-24 2024-25 2025-26 Total 5-Year Program 2026-27 Fire Medical Rescue Apparatus Replacement 5603619 General Obligation Bonds Development Impact Fees Project Total 121,130 121,130 2,300,000 200,000 2,500,000 2,421,130 200,000 2,621,130 1,600,000 1,600,000 2,400,000 2,400,000 1,800,000 1,800,000 2,400,000 2,400,000 10,621,130 200,000 10,821,130 Fire Medical Rescue Facilities Threat Mitigation 5609739 General Obligation Bonds 248,845 - 248,845 - - - - 248,845 Fire Medical Rescue Hazardous Materials Specialized Safety Meters Replacement 5610720 General Obligation Bonds - 170,000 170,000 - - - - 170,000 Fire Medical Rescue Station 2 5610069 General Obligation Bonds 11,112,290 - 11,112,290 - - - - 11,112,290 Fire Medical Rescue Station 3 5610730 General Obligation Bonds General Fund Cash Reserve-CIP Project Total - 1,500,000 1,500,000 1,500,000 1,500,000 - 1,452,000 1,452,000 10,000,000 10,000,000 - 2,952,000 10,000,000 12,952,000 Fire Medical Rescue Station 8 N/A General Obligation Bonds Development Impact Fees Project Total - - - - 1,452,000 1,452,000 - 8,500,000 1,500,000 10,000,000 9,952,000 1,500,000 11,452,000 Fire Medical Rescue Station Location Study 5610049 Capital Projects Fund Balance 31,000 - 31,000 - - - - 31,000 Fire Medical Rescue Station Renovations 5610329 General Obligation Bonds 1,132,000 150,000 1,282,000 - - - - 1,282,000 N/A General Obligation Bonds - - - 115,000 - - - 115,000 5610339 General Obligation Bonds 15,000 1,218,000 1,233,000 - - - - 1,233,000 13,246,038 6,538,000 19,784,038 3,115,000 5,304,000 11,800,000 12,400,000 52,403,038 Fire Medical Rescue Support Services Apparatus Shop Heavy Equipment Fire Medical Rescue Training Center Facilities Fire Protection Program Total 7-58 Capitall Improvementss Program Emergency y Medicall Transportation n Station n Renovations Fire e Station n5 four full time ambulance crews and ambulances operating out of Fire Medical Rescue (FMR) stations 1, 2, 4 and 6. The first two ambulances were placed in service on October 30, 2017 at stations 1 and 6 which already maintained accommodations to house the ambulance personnel as well as the vehicles. Minimal renovations to accommodate the City's third and fourth crews and ambulances were completed at fire stations 2 and 4 in December of 2018. This project was originally funded to renovate fire station 5 to accommodate a fifth ambulance crew and vehicle and add one additional bedroom to better accommodate FMR personnel already operating out of the station. Due to a reduction in funding, this project has been divided into two phases. The first phase of the project built two dorms to house the ambulance crew that were originally part of the larger project. Total completion of the renovations were planned for FY 19-20 but were completed in FY 21-22; accordingly, project funding is requested for the second phase of the project in FY 23-24. Phase 2 of the project will fund renovation of the restrooms, kitchen, and office space of fire station 5. Considering the addition of the ambulance to station 5 brings a 50% increase in the daily personnel assigned to the station, this second phase will greatly improve living conditions for the staff. Photo Coming Soon A November 2018 ambulance deployment study indicated deploying ambulances at Tempe fire stations 1 through 6 is the optimal model for achieving response times required under the City's Certificate of Necessity (CON). Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities 1.03 Achieve total time from Tempe Fire Medical Rescue's (TFMR) contact with patient to transfer of care to the hospital for stroke and heart attack patients of less than or equal to national standards as established by the American Heart Association. Projectt Priority y Type Public Health and Safety Projectt Number 5609639 Estimated d Startt 7/1/2020 Estimated d Completion 6/30/2024 Estimated d Projectt Costs Total 2022-23 $535,773 2023-24 $1,400,000 2024-25 $0 2025-26 $0 2026-27 $0 Totall 5 -Yearr $1,935,773 Funding g Sources Emergency Medical Transportation Fund Total Operating g Impacts None 2022-23 $535,773 $535,773 2022-23 2023-24 $1,400,000 $1,400,000 2023-24 2024-25 $0 $0 2024-25 2025-26 $0 $0 2025-26 2026-27 $0 $0 2026-27 Totall 5 -Yearr $1,935,773 $1,935,773 Totall 5 -Yearr Capitall Improvementss Program Emergency y Repairss att Fire e Station n #6 Fire e Station n6 This project will build a large, protective structure over the rear of fire station 6 to enhance the protection and security of the Fire Medical Rescue and CARE 7 employees and personal and City vehicles assigned to that location. Station 6 has a long history of objects being thrown from the neighboring West 6th high rise towers such as beer and wine bottles (both empty and full) electric scooters, furniture, 50-pound bags of construction material, and numerous other items. The purpose of this structure is to mitigate the risk of serious injury or death to people outside of the station and to protect both City and personal property from damage. To date, at least two employee vehicles have suffered Photo Coming Soon Engineering staff have been working with TFMR, a design firm, and JOC to start work on design of the structure. This is an important project to provide a safe and secure workplace for Fire Medical Rescue and CARE 7 employees. Primary City Council Priority and Performance Measure Addressed Strong Community Connection Employee Survey. Projectt Priority y Type Public Health and Safety Projectt Number 5610629 Estimated d Startt 12/1/2021 Estimated d Completion 6/30/2023 Estimated d Projectt Costs Total 2022-23 $1,050,000 2023-24 $0 2024-25 $0 2025-26 $0 2026-27 $0 Totall 5 -Yearr $1,050,000 Funding g Sources Capital Projects Fund Balance General Obligation Bonds Total Operating g Impacts None 2022-23 $50,000 $1,000,000 $1,050,000 2022-23 2023-24 $0 $0 $0 2023-24 2024-25 $0 $0 $0 2024-25 2025-26 $0 $0 $0 2025-26 2026-27 $0 $0 $0 2026-27 Totall 5 -Yearr $50,000 $1,000,000 $1,050,000 Totall 5 -Yearr 7-59 Capitall Improvementss Program Fire e Medicall Rescue e Apparatuss Replacement TMFR R Fire e Stations The purpose of this project is to equip TFMR with the safest and most reliable emergency response vehicles. Funding plan is for both replacement of emergency response apparatus that have been identified using end of service life criteria and for additional vehicles necessary for service demand growth. The consistent, objective, and timely evaluation of fire apparatus replacement is a critical function of fire fleet management. Changes in NFPA 1901: Standard for Automotive Fire Apparatus and NFPA 1911: Standard for the Inspection, Maintenance, Testing, and Retirement of In-Service Automotive Fire Apparatus have spurred fire departments to be more data driven when evaluating the life cycle of apparatus and have cause manufacturers to add critical technological advancements in safety, reliability, and efficiency over the past two decades. New project funding provides for the scheduled replacement of the following vehicles. Vehicles denoted with an asterisk indicate a new addition to the fleet: FY 22-23: (1) Pumper, (1) Aerial, (1) Highrise Unit* FY 23-24: (1) Ladder Tender, (1) Pumper FY 24-25: (3) Pumpers FY 25-26: (1) Heavy Rescue Squad, (1) Hazardous Materials Unit FY 26-27: (3) Pumpers Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Priority y Type Public Health and Safety Projectt Number 5603619 Estimated d Startt Ongoing Estimated d Completion Ongoing Estimated d Projectt Costs Total 2022-23 $2,621,130 2023-24 $1,600,000 2024-25 $2,400,000 2025-26 $1,800,000 2026-27 $2,400,000 Totall 5 -Yearr $10,821,130 Funding g Sources General Obligation Bonds Development Impact Fees Total Operating g Impacts Supplies and Services Total 2022-23 $2,421,130 $200,000 $2,621,130 2022-23 $2,800 $2,800 2023-24 $1,600,000 $0 $1,600,000 2023-24 $0 $0 2024-25 $2,400,000 $0 $2,400,000 2024-25 $0 $0 2025-26 $1,800,000 $0 $1,800,000 2025-26 $0 $0 2026-27 $2,400,000 $0 $2,400,000 2026-27 $0 $0 Totall 5 -Yearr $10,621,130 $200,000 $10,821,130 Totall 5 -Yearr $2,800 $2,800 Capitall Improvementss Program Fire e Medicall Rescue e Facilitiess Threatt Mitigation TFMR R Fire e Stations This project will enhance protection and security measures at the Tempe Fire Medical Recue Department Facilities. The Department of Homeland Security identifies fire departments, fire stations and supporting facilities as critical infrastructure for the purpose of providing emergency public services. These facilities are further identified in Arizona Revised Statutes under A.R.S. 13-1504 Section A-6, regarding felony criminal trespass. This request would allow for the installation and enhancement of facility security by adding Currently, both facilities remain vulnerable to trespassing, vandalism and theft of City property. In the recent past, these facilities have proven to be attractive opportunities for persons with mischievous and/or criminal intent. Both these facilities house multi millions of dollars in apparatus, life safety equipment, medical supplies, audio video equipment, portable radio equipment, uniforms, regional drug caches and other important property that support the day-to-day operations of the Department. Other concerns are the safety of staff, as well as the possibility of an unauthorized person becoming injured or killed while at either of these facilities afterhours. Photo Coming Soon Primary City Council Priority and Performance Measure Addressed Safe & Secure Communities greater than or equal to the top ten percent of national benchmark cities as measured by the monthly Police Sentiment Survey. Priority y Type Public Health and Safety Projectt Number 5609739 Estimated d Startt 7/1/2021 Estimated d Completion 6/30/2023 Estimated d Projectt Costs Total 2022-23 $248,845 2023-24 $0 2024-25 $0 2025-26 $0 2026-27 $0 Totall 5 -Yearr $248,845 Funding g Sources General Obligation Bonds Total Operating g Impacts None 2022-23 $248,845 $248,845 2022-23 2023-24 $0 $0 2023-24 2024-25 $0 $0 2024-25 2025-26 $0 $0 2025-26 2026-27 $0 $0 2026-27 Totall 5 -Yearr $248,845 $248,845 Totall 5 -Yearr 7-60 Capitall Improvementss Program Fire e Medicall Rescue e Hazardouss Materialss Specialized d Safety y Meterss Replacementt Fire e Station n2 Tempe Fire Medical Rescue Department (TFMRD) is an All-Hazards emergency response organization. A portion of that All-Hazards approach encompasses a hazardous materials response within the City of Tempe and throughout the Phoenix Metro region. The TFMRD hazardous materials team is stationed primary out of Fire Station 272, response units include a Fire Engine and a Support Truck. Hazardous Material response teams mitigate emergencies ranging from low level natural gas emergencies up to radiological or chemical weapons of mass destruction (WMD) events. Three different meters are used to identify if the atmosphere is an oxygen rich/deficient (Very Dangerous), flammable gas, Volatile Organic Compounds, Hydrogen Sulfide, Methane, Chlorine, Ammonia, Carbon Monoxide or Carbon Dioxide. Tempe firefighters are currently limited to clearing an atmosphere only during a flammable or radiological event. Photo Coming Soon TFMRD is limited in our ability to identify any other unknown substance. Our current meter inventory used for identification of an unknown substance, have reached end of life and are not supported to recalibrate or repair. This includes meters to detect WMD or highly toxic atmospheres. TFMRD is requesting the purchase of two Mass Spectrometer meters to assist in identifying unknown substances. The two specialized meters have a library of roughly 36,000 chemicals and can identify solids, liquids, and gases. The meters are not only used by the TFMRD Hazardous Materials team but can be used to assist the Tempe Police Department Bomb Squad. Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Priority y Type Public Health and Safety Projectt Number 5610720 Estimated d Startt 7/1/2022 Estimated d Completion 6/30/2023 Estimated d Projectt Costs Total 2022-23 $170,000 2023-24 $0 2024-25 $0 2025-26 $0 2026-27 $0 Totall 5 -Yearr $170,000 Funding g Sources General Obligation Bonds Total Operating g Impacts None 2022-23 $170,000 $170,000 2022-23 2023-24 $0 $0 2023-24 2024-25 $0 $0 2024-25 2025-26 $0 $0 2025-26 2026-27 $0 $0 2026-27 Totall 5 -Yearr $170,000 $170,000 Totall 5 -Yearr Capitall Improvementss Program Fire e Medicall Rescue e Station n #2 3 025 5 S.. Hardy y Drive This project builds a new fire station on the property of the existing Fire Station 2. In early 2016, as an addendum to the original station location study, TFMR procured an architectural design report to evaluate Station #2 for an extensive renovation and remodel. The architectural firm explored several design concepts using the existing buildings, however functionality of the station remained compromised when compared to a new facility design. The architect's professional opinion found the station to be past its useful life and supported developing a new facility rather than a renovation. Due to the age and design of the building (built in 1971) there are many inherent structural and functional shortcomings with has required a more expanded role since 9-11, total operational requirements at the location have outgrown the facility. Photo Coming Soon The new facility will allow for better response from existing resources due to better functional configuration and will enable the department to adequately accommodate and provide ambulance services from the station in a manner that is not possible now due to a lack of current space. Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities 1.01 Achieve total response times to advanced life support (ALS) incidents of 6 minutes or less in 90% of calls for service. Projectt Priority y Type Public Health and Safety Projectt Number 5610069 Estimated d Startt 7/1/2020 Estimated d Completion 12/31/2023 Estimated d Projectt Costs Total 2022-23 $11,112,290 2023-24 $0 2024-25 $0 2025-26 $0 2026-27 $0 Totall 5 -Yearr $11,112,290 Funding g Sources General Obligation Bonds Total Operating g Impacts None 2022-23 $11,112,290 $11,112,290 2022-23 2023-24 $0 $0 2023-24 2024-25 $0 $0 2024-25 2025-26 $0 $0 2025-26 2026-27 $0 $0 2026-27 Totall 5 -Yearr $11,112,290 $11,112,290 Totall 5 -Yearr 7-61 Capitall Improvementss Program Fire e Medicall Rescue e Station n3 5400 0 S.. McClintock k Drive This project entails reconstruction of the existing Fire Station 3. Due to the age and design of the 1974 structure there are many structural, functional, and health issues with time to meet a more expanded role, the operational requirements of the station have outgrown the facility. The 2019 Facilities Master Plan characterized the site as limiting TFMR has also determined that optimal ambulance locations to meet response time Photo Coming Soon for an ambulance crew and optimal fire apparatus deployment would not be possible on the current site without significant cost. Reconstructing the station in a new location will allow for improved response times. The updated 2021 ORH Station Location Study identified Station 3 as needing to be relocated. The additional space at the new station will enable TFMR to accommodate an ambulance and battalion command units which will greatly improve emergency service delivery in southern Tempe that are currently unavailable due to a lack of space. Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities 1.01 Achieve total response times to advanced life support (ALS) incidents of 6 minutes or less in 90% of calls for service. Projectt Priority y Type Public Health and Safety Projectt Number 5610730 Estimated d Startt 7/1/2022 Estimated d Completion 12/31/2026 Estimated d Projectt Costs Total 2022-23 $1,500,000 2023-24 $0 2024-25 $1,452,000 2025-26 $10,000,000 2026-27 $0 Totall 5 -Yearr $12,952,000 Funding g Sources General Obligation Bonds General Fund Cash Reserve - CIP Total Operating g Impacts None 2022-23 $1,500,000 $0 $1,500,000 2022-23 2023-24 $0 $0 $0 2023-24 2024-25 $1,452,000 $0 $1,452,000 2024-25 2025-26 $0 $10,000,000 $10,000,000 2025-26 2026-27 $0 $0 $0 2026-27 Totall 5 -Yearr $2,952,000 $10,000,000 $12,952,000 Totall 5 -Yearr Capitall Improvementss Program Fire e Station n8 Novuss Corridorr / ASU U Property This project entails the construction of an additional Fire Medical Rescue Station in North Tempe. The City entered into an agreement with ASU under which the University will provide approximately 1.5 acres of land for the site. The fire station location study completed in 2021 indicated an additional fire station in this area would be required in the future to maintain current service level standards in view of forecasted growth in calls for service. Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities 1.01 Achieve total response times to advanced life support (ALS) incidents of 6 minutes or less in 90% of calls for service. Projectt Priority y Type Public Health and Safety Projectt Number N/A Estimated d Startt 7/1/2024 Estimated d Completion 12/31/2028 Estimated d Projectt Costs Total 2022-23 $0 2023-24 $0 2024-25 $1,452,000 2025-26 $0 2026-27 $10,000,000 Totall 5 -Yearr $11,452,000 Funding g Sources General Obligation Bonds Development Impact Fees Total Operating g Impacts Personnel Services Supplies and Services Capital Outlay Total 2022-23 $0 $0 $0 2022-23 $0 $0 $0 $0 2023-24 $0 $0 $0 2023-24 $0 $0 $0 $0 2024-25 $1,452,000 $0 $1,452,000 2024-25 $0 $0 $0 $0 2025-26 $0 $0 $0 2025-26 $0 $0 $0 $0 2026-27 $8,500,000 $1,500,000 $10,000,000 2026-27 $2,296,072 $437,981 $2,307,000 $5,041,053 Totall 5 -Yearr $9,952,000 $1,500,000 $11,452,000 Totall 5 -Yearr $2,296,072 $437,981 $2,307,000 $5,041,053 7-62 Capitall Improvementss Program Fire e Medicall Rescue e Station n Location n Study Citywide This project originally included funding for a fire station location study and assessment of existing facilities. The fire station location study was completed and presented to Council in 2015. The 2015 study was intended to provide the City with a strategic plan for delivery of emergency services through 2024. Since the completion of the 2015 study the department has engaged in various ad-hoc reports which include the delivery of emergency transportation services and the feasibility of a low acuity unit. The original report did not capture several of the high-density projects which have been built or planned since 2015. The increase in anticipated density and future development will result in increased workload, response times and decreased reliability. Photo Coming Soon An update to the 2015 study, titled Station Plan to 2040, was presented to Council in October of 2021. The primary purpose of this study update was to maximize the TFMRD resources for deployment to emergency incidents. The study incorporated present and anticipated demographic changes to enable the City to make educated strategic decisions on deployment of TFMRD resources. The study timeline is planned to coincide with the City's General Plan 2040. The department does plan to continue to make data driven decisions in response to a growing demand for service and a constantly evolving automatic aid system. Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities 1.01 Achieve total response times to advanced life support (ALS) incidents of 6 minutes or less in 90% of calls for service. Priority y Type Public Health and Safety Projectt Number 5610049 Estimated d Startt 7/1/2020 Estimated d Projectt Costs Total 2022-23 $31,000 2023-24 $0 2024-25 $0 2025-26 $0 2026-27 $0 Totall 5 -Yearr $31,000 Funding g Sources Capital Projects Fund Balance Total Operating g Impacts None 2022-23 $31,000 $31,000 2022-23 2023-24 $0 $0 2023-24 2024-25 $0 $0 2024-25 2025-26 $0 $0 2025-26 2026-27 $0 $0 2026-27 Totall 5 -Yearr $31,000 $31,000 Totall 5 -Yearr Estimated d Completion 6/30/2023 Capitall Improvementss Program Fire e Medicall Rescue e Station n Renovations Fire e Stationss 1 and d6 The purpose of this project is renovating the bathrooms at stations 1 and 6. The long-term intent of the project is to retrofit the current group showers at all TFMR stations which still do not have individual private showers. This would improve the privacy each member would have when taking a shower and improving the working conditions. These renovations would be in line with the recommendation for fire stations per the 2018 FEMA Photo Coming Soon Currently three TFMR stations have group showers. Station 3 was built in 1974, Station 1 was built in 1998, and Station 6 was completed in 2004. All three station bathrooms have a single room shower with multiple shower heads. These showers do not provide individual privacy. In coordination with Facilities Maintenance this project will require some substantial reworking of the bathroom areas. Facilities is supportive of making the modifications to improve working conditions and is working with TFMR on plans to update the bathrooms at these stations. Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Projectt Priority y Type Public Health and Safety Projectt Number 5610329 Estimated d Startt 7/1/2021 Estimated d Completion 6/30/2023 Estimated d Projectt Costs Total 2022-23 $1,282,000 2023-24 $0 2024-25 $0 2025-26 $0 2026-27 $0 Totall 5 -Yearr $1,282,000 Funding g Sources General Obligation Bonds Total Operating g Impacts None 2022-23 $1,282,000 $1,282,000 2022-23 2023-24 $0 $0 2023-24 2024-25 $0 $0 2024-25 2025-26 $0 $0 2025-26 2026-27 $0 $0 2026-27 Totall 5 -Yearr $1,282,000 $1,282,000 Totall 5 -Yearr 7-63 Capitall Improvementss Program Fire e Medicall Rescue e Supportt Servicess Apparatuss Shop p Heavy y Equipment TFMR R Fire e Supportt Services TFMR Support Services Shop has been based out of its current location since 2011. Currently there are 3 sets of mobile column lifts used to raise the current fleet of apparatus. Based on the weight and size of these apparatus the industry standard of life of the mobile lifts are approximately 10-15 years. The purpose of this project is to replace the existing lifts. In fiscal year 23/24 the project funding would account for 6 mobile column lifts to be replaced. Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Priority y Type Public Health and Safety Projectt Number N/A Estimated d Startt 7/1/2023 Estimated d Projectt Costs Total 2022-23 $0 2023-24 $115,000 2024-25 $0 2025-26 $0 2026-27 $0 Totall 5 -Yearr $115,000 Funding g Sources General Obligation Bonds Total Operating g Impacts None 2022-23 $0 $0 2022-23 2023-24 $115,000 $115,000 2023-24 2024-25 $0 $0 2024-25 2025-26 $0 $0 2025-26 2026-27 $0 $0 2026-27 Totall 5 -Yearr $115,000 $115,000 Totall 5 -Yearr Estimated d Completion 6/30/2024 Capitall Improvementss Program Fire e Medicall Rescue e Training g Centerr Facilities Fire e Training g Center,, 1340 0 E.. University y Drive The first phase of this project is complete for the Skills Building repair which was in accordance with a structural evaluation conducted in 2012. Design work for the Burn Room Building is complete. The Fire Training Center Burn Room building was built in 1993. The extensive use of this facility and the significant benefits derived from firefighter training, which directly impact the delivery of service to the community, has exceeded expectations. Because the building sustains incremental damage with each live fire training, the life of the building is limited. The Burn Room and Skills Tower are vital to firefighter safety because training in these facilities prepares firefighters for the real life situations they will encounter. A modern redesigned Burn Room Building will facilitate training on new and innovative techniques that enable quicker and safer mitigation of structure fires. Given the critical nature of this training for firefighter safety, it is essential that the burn room be kept in a functioning state. Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Projectt Priority y Type Public Health and Safety Projectt Number 5610339 Estimated d Startt 7/1/2021 Estimated d Completion 6/30/2023 Estimated d Projectt Costs Total 2022-23 $1,233,000 2023-24 $0 2024-25 $0 2025-26 $0 2026-27 $0 Totall 5 -Yearr $1,233,000 Funding g Sources General Obligation Bonds Total Operating g Impacts None 2022-23 $1,233,000 $1,233,000 2022-23 2023-24 $0 $0 2023-24 2024-25 $0 $0 2024-25 2025-26 $0 $0 2025-26 2026-27 $0 $0 2026-27 Totall 5 -Yearr $1,233,000 $1,233,000 Totall 5 -Yearr 7-64 General Governmental Program FY 2022/23 - FY2026/27 CIP Project Listing New project requests are underlined Project Name Proposed Project Number Funding Source(s) New 2022-23 Appropriation Request Capital Budget Re-appropriations 2022-23 Total Requested Appropriation Additional Projected Needs 2023-24 2024-25 2025-26 Total 5-Year Program 2026-27 Community Development Gonzalez-Martinez House Emergency Stabilization 6708249 Capital Projects Fund Balance g 108,336 - 108,336 - - - - 108,336 g - 300,000 300,000 - - - - 300,000 - 200,000 200,000 - - - - 200,000 Project Total 108,336 500,000 608,336 - - - - 608,336 Capital Projects Fund Balance 40,013 - 40,013 - - - - 40,013 148,349 500,000 648,349 - - - - 648,349 Grant Bonds Historic & Cultural Guidance, Compliance & Inventory Program 6709819 Community Development Total Community Services Community Services Asset Restoration 6708269 General Obligation Bonds 315,862 858,000 1,173,862 590,500 447,000 537,000 743,000 3,491,362 Facility Landscape Improvements N/A General Obligation Bonds - - - - - - 200,000 200,000 Library Check Out and Sorter System N/A General Obligation Bonds - - - 602,000 - - - 602,000 Library Landscape & Irrigation Implementation 6709829 General Obligation Bonds 2,113,262 - 2,113,262 - - - - 2,113,262 2,429,124 858,000 3,287,124 1,192,500 447,000 537,000 943,000 6,406,624 Community Services Total Economic Development 5th and Farmer Parcel - City Tenant Space 6708239 General Obligation Bonds Economic Development Total 500,000 - 500,000 - - - - 500,000 500,000 - 500,000 - - - - 500,000 Engineering & Transportation Community and Workplace Charging Infrastructure 6710790 General Fund Cash Reserve-CIP - 200,000 200,000 100,000 600,000 600,000 - 1,500,000 Downtown Infrastructure - Asset Management 6704329 General Obligation Bonds 178,282 150,000 328,282 50,000 50,000 50,000 50,000 528,282 Downtown Safety Barrier Installation 6710379 Energy Conservation Program 6705179 General Obligation Bonds General Obligation Bonds 50,000 156,000 206,000 600,000 - - - 806,000 100,000 275,000 375,000 200,000 175,000 175,000 175,000 1,100,000 General Fund Cash Reserve-CIP Project Total 100,000 1,000,000 1,275,000 1,000,000 1,375,000 1,000,000 1,200,000 1,000,000 1,175,000 1,000,000 1,175,000 175,000 4,000,000 5,100,000 Energy Efficiency and Renewable Energy Federal Grant Contingency 6709867 Federal Grants - 3,000,000 3,000,000 - - - - 3,000,000 Green Infrastructure 6710800 General Obligation Bonds - - - 375,000 375,000 375,000 375,000 1,500,000 7-65 General Governmental Program FY 2022/23 - FY2026/27 CIP Project Listing New project requests are underlined Project Name Proposed Project Number Funding Source(s) General Fund Cash Reserve-CIP Project Total Implementation of Downtown Improvement Plans 6708311 New 2022-23 Appropriation Request Capital Budget Re-appropriations 2022-23 Total Requested Appropriation Additional Projected Needs 2023-24 2024-25 375,000 2025-26 375,000 Total 5-Year Program 2026-27 - 150,000 150,000 150,000 150,000 375,000 375,000 150,000 1,650,000 General Obligation Bonds Capital Project Fund Balance 807,843 772,000 1,579,843 2,557,000 - - - 4,136,843 - - - 3,800,000 - - - 3,800,000 Project Total 807,843 772,000 1,579,843 6,357,000 - - - 7,936,843 Overhead to Underground Utility Relocation 6710810 General Obligation Bonds - 252,000 252,000 252,000 252,000 252,000 252,000 1,260,000 Resilient Energy Hubs & Microgrids 6710820 General Obligation Bonds - 500,000 500,000 200,000 200,000 200,000 200,000 1,300,000 Solar Power Partnerships & Solar in City Facilities 6708369 General Obligation Bonds 310,368 300,000 610,368 150,000 200,000 200,000 200,000 1,360,368 6710610 American Rescue Plan Act 9,793,913 27,139,517 36,933,430 - - - - 36,933,430 - - - 20,000,000 10,900,000 - - - 20,000,000 10,900,000 - - - 19,543,776 50,443,776 - - - 19,543,776 50,443,776 11,240,406 33,894,517 45,134,923 59,727,776 2,852,000 2,852,000 1,252,000 111,818,699 Tempe Municipal Operation Center - Phase I Tempe Municipal Operation Center - Phase II 6710610 Solid Waste Bonds General Fund Cash Reserve-CIP Project Total Total Financial Services ADA Improvements - City Facilities 6709869 General Obligation Bonds 209,909 500,000 709,909 500,000 500,000 500,000 500,000 2,709,909 Chilled Water Loop Repairs Downtown City Buildings 6710109 General Obligation Bonds - 3,674,000 3,674,000 600,000 400,000 400,000 400,000 5,474,000 City Facilities Small Scale Remodels 6708289 General Obligation Bonds 80,252 1,050,000 1,130,252 750,000 750,000 750,000 750,000 4,130,252 City Hall Municipal Complex Improvements 6709519 General Obligation Bonds - - - - - 260,000 4,145,000 4,405,000 City Hall Municipal Complex Repairs 6710119 General Obligation Bonds 3,184,864 1,500,000 4,684,864 1,500,000 1,500,000 1,500,000 1,500,000 10,684,864 Emergency Capital Repair 6799779 General Obligation Bonds 121,141 325,000 446,141 325,000 325,000 325,000 325,000 1,746,141 Existing City Building Asset Management Program Replacement & Repairs 6708849 General Obligation Bonds 3,699,524 5,200,000 8,899,524 5,100,000 6,200,000 6,200,000 6,925,000 33,324,524 7-66 General Governmental Program FY 2022/23 - FY2026/27 CIP Project Listing New project requests are underlined Project Name Proposed Project Number Funding Source(s) General Governmental Contingency 6709767 Grants/Other Funding Historic Properties Building Maintenance 6706809 General Obligation Bonds Financial Services Total New 2022-23 Appropriation Request Capital Budget Re-appropriations - 2022-23 Total Requested Appropriation 50,000,000 50,000,000 Additional Projected Needs 2023-24 2024-25 - 2025-26 - Total 5-Year Program 2026-27 - - 50,000,000 10,097 433,000 443,097 357,000 357,000 357,000 357,000 1,871,097 7,305,787 62,682,000 69,987,787 9,132,000 10,032,000 10,292,000 14,902,000 114,345,787 Human Services Architectural, Historical, Environmental - Phase I City Parcels 6710259 Capital Projects Fund Balance 1,091,792 - 1,091,792 - - - - 1,091,792 Architectural, Historical, Environmental - Phase II City Parcels 6710539 Capital Projects Fund Balance 1,500,000 - 1,500,000 - - - - 1,500,000 Creation/Acquisition of NonCongregate Shelter 6710599 American Rescue Plan Act - 2,550,000 2,550,000 - - - - 2,550,000 Family Advocacy Center Tenant Improvements 6710279 American Rescue Plan Act 487,150 - 487,150 - - - - 487,150 N/A General Obligation Bonds - - - - - - 4,559,000 4,559,000 40,924 156,076 197,000 - - - - 197,000 6,625,000 21,500,000 750,000 28,875,000 750,000 750,000 1,500,000 7,375,000 21,500,000 1,500,000 30,375,000 750,000 750,000 1,500,000 750,000 750,000 750,000 750,000 - 8,125,000 21,500,000 3,750,000 33,375,000 31,994,866 4,206,076 36,200,942 1,500,000 750,000 750,000 4,559,000 43,759,942 Implementation of Community Center Complex Master Plan HSD Library Second Floor Space Redesign 6709859 Permanent Supportive Housing 6710549 General Obligation Bonds General Obligation Bonds Federal Funding Rental Income Project Total Human Services Total Information Technology Citizen/Customer Relationship Management (CRM) System N/A General Obligation Bonds - - - 100,000 940,000 - - 1,040,000 Cybersecurity & Regulatory Compliance Program 6710129 General Obligation Bonds 450,000 815,000 1,265,000 1,040,000 1,040,000 1,040,000 1,040,000 5,425,000 Data and Technology Plan 6710830 General Obligation Bonds - 550,000 550,000 700,000 - - - 1,250,000 Enterprise Asset Management 6709879 General Obligation Bonds - 100,000 100,000 125,000 - - - 225,000 Enterprise Software Upgrades and Replacements 6708739 Integrated Case Management Microwave Communications Replacement 75,000 150,000 225,000 150,000 200,000 200,000 200,000 975,000 6709889 General Obligation Bonds General Obligation Bonds 130,000 - 130,000 - - - - 130,000 6710840 General Obligation Bonds - 100,000 100,000 100,000 100,000 100,000 105,000 505,000 7-67 General Governmental Program FY 2022/23 - FY2026/27 CIP Project Listing New project requests are underlined Project Name Network Cabling Replacement PeopleSoft Replacement Public Internet Technology Security Systems Upgrades Team Technology Refresh (formerly Desktop Technology Refresh) UPS Replacement Vault Replacement Proposed Project Number Funding Source(s) General Obligation Bonds 6710569 General Obligation Bonds General Obligation 6708299 Bonds General Obligation Bonds 6707609 New 2022-23 Appropriation Request Capital Budget Re-appropriations 2022-23 Total Requested Appropriation Additional Projected Needs 2023-24 2024-25 2025-26 Total 5-Year Program 2026-27 65,000 502,000 567,000 520,000 370,000 295,000 147,500 1,899,500 - - - 250,000 1,250,000 1,250,000 - 2,750,000 40,000 171,200 211,200 237,500 150,000 343,000 82,500 1,024,200 322,000 1,390,775 1,712,775 867,000 724,000 800,000 300,000 4,403,775 6707229 General Obligation Bonds 315,000 1,631,175 1,946,175 1,477,875 1,080,475 1,492,275 1,681,325 7,678,125 6010499 Transit Fund - - - - - 185,000 20,400 205,400 3204021Z Wastewater Fund - - - - 292,500 - 55,675 348,175 315,000 1,631,175 1,946,175 1,477,875 1,372,975 1,677,275 1,757,400 8,231,700 6710850 Project Total General Obligation Bonds - 850,000 850,000 144,000 108,000 162,000 140,000 1,404,000 N/A Wastewater Fund - - - 34,000 100,000 - - 134,000 Project Total - 850,000 850,000 178,000 208,000 162,000 140,000 1,538,000 6710860 Bonds - 146,000 146,000 643,400 643,400 643,400 646,200 2,722,400 1,397,000 6,406,150 7,803,150 6,388,775 6,998,375 6,510,675 4,418,600 32,119,575 Capital Projects Fund Balance Bonds Federal Funding 37,725 - 840,000 - 37,725 840,000 - 1,170,000 TBD 1,170,000 TBD 1,170,000 TBD 1,170,000 TBD 37,725 5,520,000 - Project Total 37,725 840,000 877,725 1,170,000 1,170,000 1,170,000 1,170,000 5,557,725 - 52,000 52,000 350,000 - - - 402,000 572,611 - 572,611 - - - - 572,611 610,336 892,000 1,502,336 1,520,000 1,170,000 1,170,000 1,170,000 6,532,336 Information Technology Total Municipal Utilities Electric Vehicle Charging Infrastructure/Stations 6709899 Fuel Dispenser Replacement Project 6710870 Fuel Tank Replacements 6708349 General Obligation Bonds General Obligation Bonds Municipal Utilities Total Strategic Management & Diversity Wastewater Analytics Program Infrastructure 6710389 Strategic Management & Diversity Total General Governmental Total General Obligation Bonds 750,000 - 750,000 - - - - 750,000 750,000 - 750,000 - - - - 750,000 56,375,868 109,438,743 165,814,611 79,461,051 22,249,375 22,111,675 27,244,600 316,881,312 7-68 Capitall Improvementss Program Gonzalez-Martinez z House e Emergency y Stabilization 1stt Stt & Farmerr Avenue Commission an architect knowledgeable in assessing historic adobe buildings to complete a building condition assessment report (BCAR) on the historic Gonzalez-Martinez House. Following completion of the BCAR, undertake necessary life safety improvements and emergency stabilization measures to protect the historic adobe building in accordance with recommendations provided by the assessing architect. Upon acquiring clear title to the Gonzalez-Martinez House, the City must assess the structural condition of the historic adobe home. Said assessment will identify issues, allow for a prioritization of repair / rehabilitation work, and ensure responsible stewardship of this highly significant historic resource. Post-assessment life safety improvements and emergency stabilization measures will ensure public health and safety and address any and all deferred maintenance issues so as to prevent further damage to the historic resource and / or loss of its structural integrity. In addition to fire life safety issues, the Community Development department will be applying for a Heritage Fund grant to further preserve and rehabilitate the historic adobe home. The Heritage Fund grant requires a 40% fund match from the City of Tempe. Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities 1.11 Achieve ratings of "Very Satisfied" or "Satisfied" with the "Feeling of Safety in City Facilities" greater than or equal to the top 10% of the national benchmark cities as measured in the Community Survey and the Employee Survey. Priority y Type Public Health and Safety Projectt Number 6708249 Estimated d Startt 7/1/2017 Estimated d Completion 6/30/2023 Estimated d Projectt Costs Total 2022-23 $608,336 2023-24 $0 2024-25 $0 2025-26 $0 2026-27 $0 Totall 5 -Yearr $608,336 Funding g Sources Capital Project Fund Balance Heritage Fund Grant General Obligation Bonds Total Operating g Impacts None 2022-23 $108,336 $300,000 $200,000 $608,336 2022-23 2023-24 $0 $0 $0 $0 2023-24 2024-25 $0 $0 $0 $0 2024-25 2025-26 $0 $0 $0 $0 2025-26 2026-27 $0 $0 $0 $0 2026-27 Totall 5 -Yearr $108,336 $300,000 $200,000 $608,336 Totall 5 -Yearr Capitall Improvementss Program H istoric c and d Culturall Resourcess Guidance,, Compliance,, and d Inventory y Program Variouss Locations This is a request for funding to commission a comprehensive suite of historic and cultural resource management inventories and guidance documentation. This suite will include an archaeological guidelines document similar to that in place in Phoenix, blanket plans for archaeological treatment, canal testing, an archaeological monitoring and discovery plan, an historic preservation plan, and an updated survey and inventory of Tempe's historic resources. Per state and federal laws, the Tempe historic preservation ordinance, the Tempe historic preservation plan, the Certified Local Government intergovernmental agreement, and the intergovernmental agreement outlining responsibilities relating to the discovery human remains or funerary objects, the City of Tempe is obligated to sensitively manage its historic and prehistoric archaeological resources. No protocol for comprehensively reviewing potential impact to such resources currently exists. All City activities involving ground disturbing activities necessitate review. As such, the effort is Citywide in scope. Current operational practices preclude the City from fully executing its obligations in this area. As a result, current service levels fall below both expectations and requirements. Commissioning archaeological guidelines and blanket plans, an historic preservation plan, and an updated survey and inventory document will end the practice of contracting out for such documentation on a piecemeal, per-project basis and thereby result in a reduced project delays and longterm costs. Further, creation of a clear archaeological compliance protocol, followed by consistent and thorough execution of said protocol, will reduce the potential for non-compliant actions that can endanger Federal funding, jeopardize the City's relationship with tribal partners, and tarnish the City's brand. Photo Coming Soon P rimary City Councill Priority and Performance Measure Addressed Strong Community Connections Employee Survey. P riority y Type Customer Enhancements P rojectt Number 6709819 Estimated d Startt 9/30/2020 Estimated d Projectt Costs Total 2022-23 $40,013 2023-24 $0 2024-25 $0 2025-26 $0 2026-27 $0 Totall 5 -Yearr $40,013 Funding g Sources 2022-23 2023-24 2024-25 2025-26 2026-27 Totall 5 -Yearr Capital Projects Fund Balance $40,013 $0 $0 $0 $0 $40,013 $40,013 $0 $0 $0 $0 $40,013 2022-23 $0 2023-24 $0 2024-25 $0 2025-26 $0 2026-27 $0 Totall 5 -Yearr $0 Total Operating g Impacts Total None 7-69 Estimated d Completion 12/30/2023 Capitall Improvementss Program Community y Servicess Assett Restoration Variouss Locations This project funds the repair, refurbishment or replacement of major equipment, infrastructure and sub-systems throughout Community Services facilities on a life cycle basis. This project is part of a plan for preserving assets through rehabilitation, ensuring sustainable recreational and cultural amenities for the community, addressing safety standards throughout facilities and programs and ensuring sustainable growth. Projects include: FY22/23: Replacement of furniture, countertops, cabinets, video displays, fitness equipment and commercial kitchen appliances; exterior building signage; gymnasium floor resealing and basketball hoop winch/motor replacements FY23/24: Replacement of furniture, countertops, cabinets, fitness equipment and commercial kitchen appliances; rowing shell replacement; gymnasium divider curtain motor; Kiwanis Recreation Center batting range replacement of netting and roof FY24/25: Replacement of furniture, countertops, cabinets, fitness equipment and commercial kitchen appliances; Scoreboards at outdoor ballfields; Exterior signage for Kiwanis Recreation Center; replace soda fountain at KRC Concessions FY25/26: Replacement of furniture, countertops, cabinets, fitness equipment and commercial kitchen appliances FY26/27: Replacement of furniture, countertops, cabinets, fitness equipment and PA systems; strip and refinish gymnasium floor; shade structure replacement of preschool playground; ramp and stage replacement at Pyle Quality of Life Projectt Priority y Type Asset Preservation Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed 3.16 Achieve ratings of "Very Satisfied" or "Satisfied" with the "Quality of City recreation, arts, and cultural centers" greater than or equal to the top 10% of the national benchmark cities as measured in the Community Survey. Projectt Number 6708269 Estimated d Startt Ongoing Estimated d Completion Ongoing Estimated d Projectt Costs Total 2022-23 $1,173,862 2023-24 $590,500 2024-25 $447,000 2025-26 $537,000 2026-27 $743,000 Totall 5 -Yearr $3,491,362 Funding g Sources General Obligation Bonds Total Operating g Impacts None 2022-23 $1,173,862 $1,173,862 2022-23 2023-24 $590,500 $590,500 2023-24 2024-25 $447,000 $447,000 2024-25 2025-26 $537,000 $537,000 2025-26 2026-27 $743,000 $743,000 2026-27 Totall 5 -Yearr $3,491,362 $3,491,362 Totall 5 -Yearr Capitall Improvementss Program Facility y Landscape e Improvements Variouss Locations landscaped areas consisting of plants, shrubs, trees, ground cover and irrigation. Much of this infrastructure has extended beyond its useful life and needs to be renovated. This project will fund the regular replacement of living infrastructure and the modification and replacement of irrigation components. This project will extend the life of City assets and contribute to the overall aesthetics of these public-facing areas. Planned projects include: Photo Coming Soon FY 2026-27: Apache Police Substation; Carver Police Substation; City Hall Primary y City y Councill Priority y and d Performance e Measure e Addressed Sustainable Growth & 4.11 Achieve a citywide (City and private property) 25% tree and shade canopy by 2040. Development Projectt Priority y Type Asset Preservation Projectt Number New Estimated d Startt 7/1/2026 Estimated d Completion 6/30/1931 Estimated d Projectt Costs Total 2022-23 $0 2023-24 $0 2024-25 $0 2025-26 $0 2026-27 $200,000 Totall 5 -Yearr $200,000 Funding g Sources General Obligation Bonds Total Operating g Impacts None 2022-23 $0 $0 2022-23 2023-24 $0 $0 2023-24 2024-25 $0 $0 2024-25 2025-26 $0 $0 2025-26 2026-27 $200,000 $200,000 2026-27 Totall 5 -Yearr $200,000 $200,000 Totall 5 -Yearr 7-70 Capitall Improvementss Program Library y Check k outt and d Sorterr System Rurall and d Southern This project replaces the current Automated Materials Handling (AMH) system which was purchased in 2015 and will reach the end of its expected useful life in 2023. An AMH system is a holistic system that handles all steps of the materials handling process from check-out to check-in and includes components such as self-check stations, sorters, security gates and RFID work stations. Although the current system is not yet at the end of its expected useful life, the equipment has had multiple equipment failures with substandard resolution response from the vendor, causing additional burden on residents and staff to manually handle the materials. This CIP will purchase a new AMH system through a cooperative contract with the County. Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Quality of Life than or equal to the top 10% of the national benchmark cities as measured in the Community Survey. Projectt Priority y Type Asset Preservation Projectt Number New Estimated d Startt 7/1/2023 Estimated d Projectt Costs Total 2022-23 $0 2023-24 $602,000 2024-25 $0 2025-26 $0 2026-27 $0 Totall 5 -Yearr $602,000 Funding g Sources General Obligation Bonds Total g Impacts Operating Supplies and Services Total 2022-23 $0 $0 2022-23 $0 $0 2023-24 $602,000 $602,000 2023-24 $0 $0 2024-25 $0 $0 2024-25 $1,788 $1,788 2025-26 $0 $0 2025-26 $1,788 $1,788 2026-27 $0 $0 2026-27 $1,788 $1,788 Totall 5 -Yearr $602,000 $602,000 Totall 5 -Yearr $5,364 $5,364 Estimated d Completion 6/30/2024 Capitall Improvementss Program Library y Landscape e and d Irrigation n Implementation Rurall and d Southern This is the final phase of a multi-year project that started with a Library Landscape Improvement Plan in 2017 which assessed existing vegetation, hardscape and irrigation systems. The next phase was a formal design process for implementing the improvement plan. The final phase is the demolition, replacement and construction phase and will include full replacement of the Library Complex irrigation system, remove aging infrastructure and plant material, and install landscape elements such as trees, shrubs and groundcover. This project will provide additional tree canopy throughout the complex. Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Sustainable Growth & 4.11 Achieve a citywide (City and private property) 25% tree and shade canopy by 2040. Development Projectt Priority y Type Asset Preservation Projectt Number 6709829 Estimated d Startt 7/1/2020 Estimated d Completion 6/30/2022 Estimated d Projectt Costs Total 2022-23 $2,113,262 2023-24 $0 2024-25 $0 2025-26 $0 2026-27 $0 Totall 5 -Yearr $2,113,262 Funding g Sources General Obligation Bonds Total g Impacts Operating Supplies and Services Total 2022-23 $2,113,262 $2,113,262 2022-23 $23,040 $23,040 2023-24 $0 $0 2023-24 $23,040 $23,040 2024-25 $0 $0 2024-25 $23,040 $23,040 2025-26 $0 $0 2025-26 $23,040 $23,040 2026-27 $0 $0 2026-27 $23,040 $23,040 Totall 5 -Yearr $2,113,262 $2,113,262 Totall 5 -Yearr $115,200 $115,200 7-71 Capitall Improvementss Program 5th h and d Farmerr Parcell - City y Tenantt Space 5th h Streett and d Farmer The funds will be used to make tenant improvements at the 5th and Farmer Parcel for the purpose of preparing leasable tenant space. The funds will be used to install or construct items such as: flooring, offices, a kitchen, a conference room, demising walls, air conditioning vent/duct work, fire sprinklers, etc. The area is 16,000 SF of office/retail/flex space. Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Financial Stability & Vitality 5.01 Achieve ratings of "Very Satisfied" or "Satisfied" with the "overall level and quality of business services provided by the City of Tempe" greater than or equal to the national benchmark cities as measured in the Business Survey. Projectt Priority y Type Customer Enhancements Estimated d Projectt Costs Total Funding g Sources General Obligation Bonds Total Operating g Impacts None Projectt Number 6708239 Estimated d Startt 1/15/2022 Estimated d Completion 6/30/2023 2022-23 $500,000 2023-24 $0 2024-25 $0 2025-26 $0 2026-27 $0 Totall 5 -Yearr $500,000 Totall 5 -Yearr 2022-23 2023-24 2024-25 2025-26 2026-27 $500,000 $0 $0 $0 $0 $500,000 $500,000 $0 $0 $0 $0 $500,000 2022-23 2023-24 2024-25 2025-26 2026-27 Totall 5 -Yearr Capitall Improvementss Program Community y and d Workplace e EV V Charging g Infrastructure Variouss City y Facilities This project is to fund the implementation of community and workplace EV charging Climate Action Plan. The infrastructure would be in public right-of-way or city property but service Tempe residents and employees. There is a need for a Community and EV Charging Master Plan (FY 2025) to determine potential site across the city and develop plans for up to 50 sites (FY 2026-2027). These EV chargers could have some revenue associated with charging customers to charge. The EV charging infrastructure helps reduce the Greenhouse Gas emissions through supporting businesses, residents and staff in using no or low emissions vehicles. We will continue to look into grants and partnerships with electric utilities to support the installation of charging stations for city staff and public use. Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Sustainable Growth & 4.18 Achieve community carbon neutrality by 2060 with equitable outcomes. Development Projectt Priority y Type Asset Preservation Projectt Number 6710790 Estimated d Startt 7/1/2022 Estimated d Completion Ongoing Estimated d Projectt Costs Total 2022-23 $200,000 2023-24 $100,000 2024-25 $600,000 2025-26 $600,000 2026-27 $0 Totall 5 -Yearr $1,500,000 Funding g Sources General Fund Cash Reserve - CIP Total Operating g Impacts None 2022-23 $200,000 $200,000 2022-23 2023-24 $100,000 $100,000 2023-24 2024-25 $600,000 $600,000 2024-25 2025-26 $600,000 $600,000 2025-26 2026-27 $0 $0 2026-27 Totall 5 -Yearr $1,500,000 $1,500,000 Totall 5 -Yearr 7-72 Capitall Improvementss Program Downtown n Infrastructure e - Assett Managementt Downtown This project is for the asset management of downtown infrastructure including the repainting of light poles, traffic signal poles, replacement of internally illuminated street signs, and the life cycle replacement of the Mill Avenue Bridge string lights (currently scheduled in FY 2022/23). Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Projectt Priority y Type Asset Preservation Projectt Number 6704329 Estimated d Startt Ongoing Estimated d Completion Ongoing Estimated d Projectt Costs Total 2022-23 $328,282 2023-24 $50,000 2024-25 $50,000 2025-26 $50,000 2026-27 $50,000 Totall 5 -Yearr $528,282 Funding g Sources General Obligation Bonds Total Operating g Impacts None 2022-23 $328,282 $328,282 2022-23 2023-24 $50,000 $50,000 2023-24 2024-25 $50,000 $50,000 2024-25 2025-26 $50,000 $50,000 2025-26 2026-27 $50,000 $50,000 2026-27 Totall 5 -Yearr $528,282 $528,282 Totall 5 -Yearr Capitall Improvementss Program Downtown n Safety y Barrierr Installations Downtown This project will provide for modular and permanent safety barriers in the downtown. This is part of an ongoing effort to enhance the City's ability to accommodate special events in the downtown and ensure the long-term safety of city buildings and infrastructure in the downtown. Modular safety barriers include landscaped planter boxes that can be stored in the right-of-way and then relocated into the streets during special events. Design funds in Fiscal Year 2022/23 are programmed for permanent safety barriers in front of downtown city facilties. These barriers could include steel bollards, concrete bollards, or other similar infrastructure. Construction of the permanent safety barriers is anticipated for Fiscal Year 2023/24. Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities 1.11 Achieve ratings of "Very Satisfied" or "Satisfied" with the "Feeling of Safety in City Facilities" greater than or equal to the top 10% of the national benchmark cities as measured in the Community Survey and the Employee Survey. Projectt Priority y Type Asset Preservation Projectt Number 6710379 Estimated d Startt 7/1/2021 Estimated d Completion Ongoing Estimated d Projectt Costs Total 2022-23 $206,000 2023-24 $600,000 2024-25 $0 2025-26 $0 2026-27 $0 Totall 5 -Yearr $806,000 Funding g Sources General Obligation Bonds Total Operating g Impacts None 2022-23 $206,000 $206,000 2022-23 2023-24 $600,000 $600,000 2023-24 2024-25 $0 $0 2024-25 2025-26 $0 $0 2025-26 2026-27 $0 $0 2026-27 Totall 5 -Yearr $806,000 $806,000 Totall 5 -Yearr 7-73 Capitall Improvementss Program Energy y Conservation Variouss City y Facilities The goal of the City's energy management program is to reduce energy use and utility costs in city facilities and achieve the Council goal of carbon neutrality in city operations by 2050. This funding will continue the City's initiative of conducting energy audits, replacing inefficient lighting, air conditioning systems and mechanical equipment and reviewing additional ways to conserve and reduce electricity usage. To date, the city has achieved a reduction of 6% in municipal energy use. In addition, 10% of city facilities are powered with renewable energy, mostly from solar panels installed on city facilities. In 2009, total electricity expenses for all city operations was $7.5 Million and was expected sustainability initiatives, electricity expenses have remained at or below $7.5 million per year. The energy conservation program funds the following Energy Efficiency Upgrades, Energy Audits, and Re-commissioning of City Buildings: FY 2022-23: Work with energy services consultant to determine next energy investements; Install LED lighting at various city facilities ($200,000); HVAC upgrades for up to 10 buildings ($400,000); Initiate re-commissioning of up to 3 buildings and implement third phase of building controls ($400,000); Implement energy conservation measures based Photo Coming Soon 175,000/year); FY 2024, FY 2025, FY 2026: Implement projects listed in energy services consultant report. Primary y City y Councill Priority y and d Performance e Measure e Addressed Sustainable Growth & 4.19 Achieve the City Council goal of carbon neutrality in municipal operations by 2050. Development Projectt Priority y Type Asset Preservation Projectt Number 6705179 Estimated d Startt Ongoing Estimated d Completion Ongoing Estimated d Projectt Costs Total 2022-23 $1,375,000 2023-24 $1,200,000 2024-25 $1,175,000 2025-26 $1,175,000 2026-27 $175,000 Totall 5 -Yearr $5,100,000 Funding g Sources General Obligation Bonds General Fund Cash Reserve - CIP Total Operating g Impacts None 2022-23 $375,000 $1,000,000 $1,375,000 2022-23 2023-24 $200,000 $1,000,000 $1,200,000 2023-24 2024-25 $175,000 $1,000,000 $1,175,000 2024-25 2025-26 $175,000 $1,000,000 $1,175,000 2025-26 2026-27 $175,000 $0 $175,000 2026-27 Totall 5 -Yearr $1,100,000 $4,000,000 $5,100,000 Totall 5 -Yearr Capitall Improvementss Program Energy y Efficiency y & Renewable e Energy y Federall Grantt Contingency Citywide The Federal government plans to provide grant funding to cities and states for energy efficiency and renewable energy investments to reduce carbon emissions. This project is a placeholder should the city receive federal funds for energy projects. The City's 2019 Climate Action Plan, pending Sustainable Facilities Masterplan, Electric Vehicle Charging feasibilty study and Asset Management Program list specific energy-efficiency and renewable energy projects that could be implemented in city facilities with federal grant funds. In addition, there are projects listed in the Solar Power Partnerships CIP and Energy Conservation CIP that could be built sooner than anticipated with additional federal funds. Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Sustainable Growth & 4.19 Achieve the City Council goal of carbon neutrality in municipal operations by 2050. Development Projectt Priority y Type Asset Preservation Projectt Number 6709867 Estimated d Startt Ongoing Estimated d Completion Ongoing Estimated d Projectt Costs Total 2022-23 $3,000,000 2023-24 $0 2024-25 $0 2025-26 $0 2026-27 $0 Totall 5 -Yearr $3,000,000 Funding g Sources Federal Grants Total Operating g Impacts None 2022-23 $3,000,000 $3,000,000 2022-23 2023-24 $0 $0 2023-24 2024-25 $0 $0 2024-25 2025-26 $0 $0 2025-26 2026-27 $0 $0 2026-27 Totall 5 -Yearr $3,000,000 $3,000,000 Totall 5 -Yearr 7-74 Capitall Improvementss Program Green n Infrastructure Citywide The threat of extreme heat is intensifying due to climate change and the urban heat island effect. The City's Climate Action Plan identifies specific actions to establish resilience to extreme heat, including Green Infrastructure. Tempe can save water and cool the city be designing landscapes that capture stormwater, while also growing vegetation for shade and cooling. Recent pilot projects have been funded by pooling limited resources from various city departments and community partners. This project will begin with a Green Infrastructure Master Plan in FY 2022/23 that will guide future design and construction of green infrastrucure on city properties and in the public right-of-way. Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Sustainable Growth & 4.11 Achieve a citywide (City and private property) 25% tree and shade canopy by 2040. Development Projectt Priority y Type Public Health and Safety Projectt Number 6710800 Estimated d Startt Ongoing Estimated d Completion Ongoing Estimated d Projectt Costs Total 2022-23 $150,000 2023-24 $375,000 2024-25 $375,000 2025-26 $375,000 2026-27 $375,000 Totall 5 -Yearr $1,650,000 Funding g Sources General Obligation Bonds General Fund Cash Reserve - CIP Total Operating g Impacts None 2022-23 $0 $150,000 $150,000 2022-23 2023-24 $375,000 $0 $375,000 2023-24 2024-25 $375,000 $0 $375,000 2024-25 2025-26 $375,000 $0 $375,000 2025-26 2026-27 $375,000 $0 $375,000 2026-27 Totall 5 -Yearr $1,500,000 $150,000 $1,650,000 Totall 5 -Yearr Capitall Improvementss Program Implementation n off Downtown n Improvementss Plan Downtown This project will be a phased implementation of the 2019 Downtown Improvements Plan, which incorporates the principles from several previous studies and prioritizes them for implementation. This is a coordinated, ongoing effort among several departments (Community Development, Community Services, Engineering and Transportation) as well as the Downtown Tempe Authority (DTA) and community stakeholders. Planned projects focus on safety, shade, walkability, and wayfinding, and have been prioritized and phased over approximately 10 years. Improvements include electrical upgrades; enhanced and festoon lighting; intersection improvements at Mill and 3rd, 4th, 6th, and 7th Streets; median improvements from Rio to University; up to four parkletts/urban living rooms; up to five major and minor gateways/monuments; wayfinding signage and smart city technology; sidewalk/paver replacement/repairs; and trees and street furnishings. ADA elements and correction of other identified deficiencies are included in this project. Photo Coming Soon Current projects include design of intersection improvements at Mill Avenue & 6th Street, construction of electrical upgrades, and construction of festoon lighting. FY2022/23 projects will include construction of intersection improvements at Mill & 6th Street and design of additional projects that could include additional intersection improvements, median improvements, and urban living room treatments. Future years include addtional design and construction projects. Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Projectt Priority y Type Asset Preservation Projectt Number 6709831 Estimated d Startt Ongoing Estimated d Completion Ongoing Estimated d Projectt Costs Total 2022-23 $1,579,843 2023-24 $6,357,000 2024-25 $0 2025-26 $0 2026-27 $0 Totall 5 -Yearr $7,936,843 Funding g Sources General Obligation Bonds Capital Project Fund Balance Total Operating g Impacts None 2022-23 $1,579,843 $0 $1,579,843 2022-23 2023-24 $2,557,000 $3,800,000 $6,357,000 2023-24 2024-25 $0 $0 $0 2024-25 2025-26 $0 $0 $0 2025-26 2026-27 $0 $0 $0 2026-27 Totall 5 -Yearr $4,136,843 $3,800,000 $7,936,843 Totall 5 -Yearr 7-75 Capitall Improvementss Program Overhead d to o Underground d Utility y Relocation Citywide Tempe City Code requires that all new development and redevelopment projects underground abutting overhead utilities. This code requirement includes applicable city CIP projects. Most large CIP projects easily absorb these costs, but some of the smaller projects struggle to cover these additional costs. Also, there are small remnant strands of overhead utilities that are an eyesore and are not scheduled by the utility companies for removal. This project will provide special funding that can be used to augment small CIP projects to meet undergrounding code requirements or to mitigate visual blight related to to overhead utilities. Quality of Life Projectt Priority y Type Customer Enhancements Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed 3.23 Achieve ratings of "Very Satisfied" or "Satisfied" with the "Quality of Landscape maintenance along streets/sidewalks" greater than or equal to the top 10% of the national benchmark cities as measured in the Community Survey. Projectt Number 6710810 Estimated d Startt Ongoing Estimated d Completion Ongoing Estimated d Projectt Costs Total 2022-23 $252,000 2023-24 $252,000 2024-25 $252,000 2025-26 $252,000 2026-27 $252,000 Totall 5 -Yearr $1,260,000 Funding g Sources General Obligation Bonds Total Operating g Impacts None 2022-23 $252,000 $252,000 2022-23 2023-24 $252,000 $252,000 2023-24 2024-25 $252,000 $252,000 2024-25 2025-26 $252,000 $252,000 2025-26 2026-27 $252,000 $252,000 2026-27 Totall 5 -Yearr $1,260,000 $1,260,000 Totall 5 -Yearr Capitall Improvementss Program Resilientt Energy y Hubss & Microgrids Variouss City y Facilities This project is to fund the implementation of resilient energy hubs throughout the City of Hubs use solar and battery storage to provide clean backup power for critical city services and cooling centers. There is a need for a Master Plan to determine potential site across the city and develop plans for up to 20 sites. These solar and battery systems also known as microgrids can save the city money through reducing peak hour use and can ensure that we reduce extreme heat related illnesses and death. The microgrids can also help Photo Coming Soon first pilot project in this plan will likely be the EnVision Tempe project on Apache Blvd. Primary y City y Councill Priority y and d Performance e Measure e Addressed Sustainable Growth & 4.18 Achieve community carbon neutrality by 2060 with equitable outcomes. Development Projectt Priority y Type Asset Preservation Projectt Number 6710820 Estimated d Startt 7/1/2022 Estimated d Completion Ongoing Estimated d Projectt Costs Total 2022-23 $500,000 2023-24 $200,000 2024-25 $200,000 2025-26 $200,000 2026-27 $200,000 Totall 5 -Yearr $1,300,000 Funding g Sources General Obligation Bonds Total Operating g Impacts None 2022-23 $500,000 $500,000 2022-23 2023-24 $200,000 $200,000 2023-24 2024-25 $200,000 $200,000 2024-25 2025-26 $200,000 $200,000 2025-26 2026-27 $200,000 $200,000 2026-27 Totall 5 -Yearr $1,300,000 $1,300,000 Totall 5 -Yearr 7-76 Capitall Improvementss Program Solarr Powerr Partnershipss & Solarr in n City y Facilities Variouss City y Facilities with sustainable energy; utilize clean, renewable energy to offset/reduce non-renewable 4.14 MW of solar power at 9 city facilities, 6 of those were built through solar service agreements with a solar developer. In August 2019, SRP offered the City an additional 2.4 MW of utility-scale solar power from a 100 MW solar plant to be built in Eloy, Arizona in 2021. Council approved the agreement with SRP in October 2019. The utility-scale solar power will be designated to JGM Water Treatment Plant and South Water Treatment Plant. When the solar power plant is operational in Spring of 2022, the city will reach a milestone of 17% toward the 100% renewable energy goal. The future plan for solar installations in Tempe will include one or more of the following: work with the utility on solar with battery storage to create a resilient energy hub at EnVision at Dorsey and Apache; install solar panels at Fire Station 2 & TMOC; purchase utility-scale renewable energy to power city facilities; collaborate with ASU and/or other cities on a solar project or renewable energy power purchase agreement; and determine the feasibility of a community solar pilot project. The exact locations and technologies are still being Photo Coming Soon partners to help determine which sites will provide triple bottom line benefits to the city including shaded public space and parking, clean energy and energy savings. The City has renewable energy sources by the year 2035. Primary y City y Councill Priority y and d Performance e Measure e Addressed Sustainable Growth & 4.18 Achieve community carbon neutrality by 2060 with equitable outcomes. Development Projectt Priority y Type Asset Preservation Projectt Number 6708369 Estimated d Startt Ongoing Estimated d Completion Ongoing Estimated d Projectt Costs Total 2022-23 $610,368 2023-24 $150,000 2024-25 $200,000 2025-26 $200,000 2026-27 $200,000 Totall 5 -Yearr $1,360,368 Funding g Sources General Obligation Bonds Total Operating g Impacts None 2022-23 $610,368 $610,368 2022-23 2023-24 $150,000 $150,000 2023-24 2024-25 $200,000 $200,000 2024-25 2025-26 $200,000 $200,000 2025-26 2026-27 $200,000 $200,000 2026-27 Totall 5 -Yearr $1,360,368 $1,360,368 Totall 5 -Yearr Capitall Improvementss Program Tempe e Municipall Operationss Centerr - Phase e1 W estt off EVBOM M Facility This project will design and construct the first phase of the new Tempe Municipal Operations Center on a vacant parcel of City-owned land located immediatly west of the East Valley Bus Operations and Maintenance Facility. This project is the result of two major planning activities: the City Facilities Space Study (FY 2019/20) and the Municipal Operations Site Plan Study (FY 2020/21). These studies identify opportunities to consolidate and masterplan the needs of multiple city departments that currently have facilities at the Hardy Yard, Transportation Maintenance facility, and Priest Yard. Phase 1 will focus on earthwork, drainage, and utilities for the entire site, as well as a building to house Transportation Maintenance and Parks. A future Phase 2 will focus on an additional building and facilities for Fleet and Solid Waste. Photo Coming Soon The Tempe Municipal Operations Center projects (Phase 1 and Phase 2) replaces the project previously titled "City Facilities - Capital Design and Planning." Primary y City y Councill Priority y and d Performance e Measure e Addressed Sustainable Growth & 4.14 Achieve an average Facilities Condition Index (FCI) less than or equal to the national Development benchmark standards. Projectt Priority y Type Asset Preservation Projectt Number 6710610 Estimated d Startt Ongoing Estimated d Completion Ongoing Estimated d Projectt Costs Total 2022-23 $36,933,430 2023-24 $0 2024-25 $0 2025-26 $0 2026-27 $0 Totall 5 -Yearr $36,933,430 Funding g Sources American Rescue Plan Act Total Operating g Impacts None 2022-23 $36,933,430 $36,933,430 2022-23 2023-24 $0 $0 2023-24 2024-25 $0 $0 2024-25 2025-26 $0 $0 2025-26 2026-27 $0 $0 2026-27 Totall 5 -Yearr $36,933,430 $36,933,430 Totall 5 -Yearr 7-77 Capitall Improvementss Program Tempe e Municipall Operationss Centerr - Phase e2 W estt off EVBOM M Facility This project will design and construct the second phase of the new Tempe Municipal Operations Center on a vacant parcel of City-owned land located immediatly west of the East Valley Bus Operations and Maintenance Facility. This project is the result of two major planning activities: the City Facilities Space Study (FY 2019/20) and the Municipal Operations Site Plan Study (FY 2020/21). These studies identify opportunities to consolidate and masterplan the needs of multiple city departments that currently have facilities at the Hardy Yard, Transportation Maintenance facility, and Priest Yard. This phase will focus on a new building and facilities for Fleet and Solid Waste. Photo Coming Soon The Tempe Municipal Operations Center projects (Phase 1 and Phase 2) replaces the project previously titled "City Facilities - Capital Design and Planning." Primary y City y Councill Priority y and d Performance e Measure e Addressed Sustainable Growth & 4.14 Achieve an average Facilities Condition Index (FCI) less than or equal to the national Development benchmark standards. Projectt Priority y Type Asset Preservation Projectt Number 6710610 Estimated d Startt Ongoing Estimated d Projectt Costs Total 2022-23 $0 2023-24 $50,443,776 2024-25 $0 2025-26 $0 2026-27 $0 Totall 5 -Yearr $50,443,776 Funding g Sources Solid Waste General Obligation Bonds General Fund Cash Reserve - CIP Total Operating g Impacts None 2022-23 $0 $0 $0 $0 2022-23 2023-24 $20,000,000 $10,900,000 $19,543,776 $50,443,776 2023-24 2024-25 $0 $0 $0 $0 2024-25 2025-26 $0 $0 $0 $0 2025-26 2026-27 $0 $0 $0 $0 2026-27 Totall 5 -Yearr $20,000,000 $10,900,000 $19,543,776 $50,443,776 Totall 5 -Yearr Estimated d Completion Ongoing Capitall Improvementss Program A DA A Improvementss - City y Facilities VARIOUS This project involves updating infrastructure not constructed to current ADA specifications and improving overall accessibility using the ADA Transition Plan. Tthe Transition Plan includes city Facilities and identifies and prioritizes needed improvements. This project will work to establish a long-term plan for making city facilities more accessible. It is expected to be approximately $300,00 - $1 million in modifications at each facility. Projects already identified are the Tempe History Museum restrooms, upgrading fire alarms, correcting door/access issues. Currently, design work is taking place on restroom renovations for Adult Services building. Quality of Life Projectt Priority y Type Public Health and Safety Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed 3.14 Achieve accessibility in all city rights-of-way, parks, and facilities as identified in the Tempe ADA Transition Plan. Projectt Number 6709860 Estimated d Startt ONGOING Estimated d Completion ONGOING Estimated d Projectt Costs Total 2022-23 $709,704 2023-24 $500,000 2024-25 $500,000 2025-26 $500,000 2026-27 $500,000 Totall 5 -Yearr $2,709,704 Funding g Sources General Obligation Bonds Total Operating g Impacts None 2022-23 $709,704 $709,704 2022-23 2023-24 $500,000 $500,000 2023-24 2024-25 $500,000 $500,000 2024-25 2025-26 $500,000 $500,000 2025-26 2026-27 $500,000 $500,000 2026-27 Totall 5 -Yearr $2,709,704 $2,709,704 Totall 5 -Yearr 7-78 Capitall Improvementss Program Chilled d Waterr Loop p Repairss - Downtown n City y Buildings DOWNTOWN N CAMPUS This CIP provides multi-year funding to make repairs and upgrades to an aging chilled water system for downtown city facilities. The chilled water system serves cooling to the following downtown buildings: Main PD/Courts Complex, 525 building, City Hall complex and TPAC/Old Performing Arts Building. Facilities initiated an assessment in an effort to plan and prioritize upgrades to various chilled water system. As complex as this system is, planning for various upgrades to this old system are crucial to having a cooling system for the downtown buildings. The age of existing systems is between 25 and 50 years old. Upon the initial assessment it was found that there is corrosion with the chilled water pipes (Interior and Exterior), and it has been discovered that in some areas incorrect piping material was used. Numerous items have been addressed such as adding isolation valves, new pumps, and replacement of the underground piping the runs below 5th street will be completed FY 2021-22. The next items that have been identified are: Police / Courts AHU Replacements (Phase 2 and Phase 3) FY22/23 $1.544M FY22/23 $2.13M City Hall and Garden Level East and West FY23/24 $600,000 Police/Courts Cooling Tower Replacements Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Projectt Priority y Type Asset Preservation Projectt Number 6710109 Estimated d Startt 3/3/2019 Estimated d Completion ONGOING Estimated d Projectt Costs Total 2022-23 $3,674,000 2023-24 $600,000 2024-25 $400,000 2025-26 $400,000 2026-27 $400,000 Totall 5 -Yearr $5,474,000 Funding g Sources General Obligation Bonds Total Operating g Impacts None 2022-23 $3,674,000 $3,674,000 2022-23 2023-24 $600,000 $600,000 2023-24 2024-25 $400,000 $400,000 2024-25 2025-26 $400,000 $400,000 2025-26 2026-27 $400,000 $400,000 2026-27 Totall 5 -Yearr $5,474,000 $5,474,000 Totall 5 -Yearr Capitall Improvementss Program City y Facilitiess Smalll Scale e Remodels VARIOUS This project funds small scale remodel projects. These projects although they are smaller, are important to the staff and patrons of our facilities. Projects will be evaluated based on the project priority criteria: 1) Public Health and Safety; 2) Asset Preservation; 3) Customer Enhancements; and 4) System Expansion Some of the projects planned over the next 5 years are approximately $3.5M and include: Community center projects such as updating cabinets, flooring, painting, and reburbishing restrooms at Westside, Pyle, Escalante and KRC. Other facilities in need of flooring updates and painting include 525, Library, History Museum, and several Fire Stations. There are also projects needed to address for space use changes or address safety issues such as interior Library doors and Fire Station flooring. Some projects will be completed in a phased approach due to size of the facilities and to minimize disruption to the public. Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Sustainable Growth & 4.14 Achieve an average Facilities Condition Index (FCI) less than or equal to the national Development benchmark standards. Projectt Priority y Type Asset Preservation Projectt Number 6708289 Estimated d Startt ONGOING Estimated d Completion ONGOING Estimated d Projectt Costs Total 2022-23 $1,130,252 2023-24 $750,000 2024-25 $750,000 2025-26 $750,000 2026-27 $750,000 Totall 5 -Yearr $4,130,252 Funding g Sources General Obligation Bonds Total Operating g Impacts None 2022-23 $1,130,252 $1,130,252 2022-23 2023-24 $750,000 $750,000 2023-24 2024-25 $750,000 $750,000 2024-25 2025-26 $750,000 $750,000 2025-26 2026-27 $750,000 $750,000 2026-27 Totall 5 -Yearr $4,130,252 $4,130,252 Totall 5 -Yearr 7-79 Capitall Improvementss Program City y Halll Municipall Complex x Improvements Harry y E.. Mitchelll Governmentt Center The City completed a space utilitization analysis (MAKERS Facility Study), a facility condition and asset management assessment (FM Solutions Condition Assessment), and a Municipal Complex Modernization Plan. The studies included the condition and needs of the City Hall building including the Council Chambers, the West and East Garden Level Wings, and the City Hall Tower. The MAKERS study conducted a highest-and-best use analysis of the City Hall Complex and recommended the facility continue to function as the center of city government. The FM Solutions Condition Assessment, using a scale of Good, Fair, Poor, or Critical, categorized the Municipal Complex condition as "Poor" (FCI=28.27%). This CIP will use those studies and the Modernization Plan to improve the general condition of the City Hall building's public and office spaces with remodels and upgrades. Proposed phasing: (1) Council Chambers -COMPLETED (2) Modernization Design & Construction East Wing - Under Construction (3) Modernization - $260k Design in FY 25/26 (4) Modernization - Construction West Wing in FY 26/27 - $4.145M. Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Sustainable Growth & 4.14 Achieve an average Facilities Condition Index (FCI) less than or equal to the national Development benchmark standards. Projectt Priority y Type Asset Preservation Projectt Number 6709519 Estimated d Startt ONGOING Estimated d Completion ONGOING Estimated d Projectt Costs Total 2022-23 $0 2023-24 $0 2024-25 $0 2026-27 $4,145,000 Totall 5 -Yearr $4,405,000 Funding g Sources 2022-23 2023-24 2024-25 2025-26 2026-27 Totall 5 -Yearr $0 $0 $0 $260,000 $4,145,000 $4,405,000 $0 $0 $0 $260,000 $4,145,000 $4,405,000 2022-23 2023-24 2024-25 2025-26 2026-27 Totall 5 -Yearr General Obligation Bonds Total Operating g Impacts None 2025-26 $260,000 Capitall Improvementss Program City y Halll Municipall Complex x Repairs Harry y E.. Mitchelll Governmentt Center In FY19/20, during construction of the Council Chambers, it was discovered that the plaza level decking and underlying roofing membranes throughout the Municipal Complex were inadequate, creating safety concerns and water intrusion. Design services are progressing efforts it has been discovered that additional structural deficiencies throughout the complex are also in need of repair. Reinforced concrete and exposed, rusted rebar have deteriorated in many locations throughout the complex, which will need to be addressed and prioritized. There are also tree roots that growing in between the plaza decking and the roofing membranes, so landscape architecture services are to be added to assess which trees may be contributing to current and future damages to the facility. Also, a recently submitted ADA Self Evaluation report shows corrections in the similar areas of decking and reinforced concrete repairs, so many of the ADA repairs will need to be addressed as well during the same timeframe of the structural repairs. Plaza deck and roofing design have already started in FY21/22. After the additional assessments are completed, the final report will rank corrections by priority to be repaired or reconstructed over the next 5 - 10 years. It is estimated that approximately $1.5M per year will be needed. Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Projectt Priority y Type Asset Preservation Projectt Number 6710119 Estimated d Startt 7/1/2018 Estimated d Completion ONGOING Estimated d Projectt Costs Total 2022-23 $4,684,864 2023-24 $1,500,000 2024-25 $1,500,000 2025-26 $1,500,000 2026-27 $1,500,000 Totall 5 -Yearr $10,684,864 Funding g Sources General Obligation Bonds Total Operating g Impacts None 2022-23 $4,684,864 $4,684,864 2022-23 2023-24 $1,500,000 $1,500,000 2023-24 2024-25 $1,500,000 $1,500,000 2024-25 2025-26 $1,500,000 $1,500,000 2025-26 2026-27 $1,500,000 $1,500,000 2026-27 Totall 5 -Yearr $10,684,864 $10,684,864 Totall 5 -Yearr 7-80 Capitall Improvementss Program Emergency y Capitall Repair VARIOUS This project funds major unplanned and emergency repairs to building assets across approximately 135 City facilities or 2 million square feet of City facilities. Each year the city experiences unplanned occurrences, including storm-related damage, property damage, sewer back-ups, flooding and electrical emergencies. The purpose of this CIP is to respond to emergencies at public facilities and buildings. Continued funding for repair and replacement of faulty equipment and infrastructure allows the city to maintain facilities in a safe manner. This CIP helps to cover unexpected repairs. Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities 1.11 Achieve ratings of "Very Satisfied" or "Satisfied" with the "Feeling of Safety in City Facilities" greater than or equal to the top 10% of the national benchmark cities as measured in the Community Survey and the Employee Survey. Projectt Priority y Type Public Health and Safety Projectt Number 6799770 Estimated d Startt ONGOING Estimated d Completion ONGOING Estimated d Projectt Costs Total 2022-23 $446,141 2023-24 $325,000 2024-25 $325,000 2025-26 $325,000 2026-27 $325,000 Totall 5 -Yearr $1,746,141 Funding g Sources General Obligation Bonds Total Operating g Impacts None 2022-23 $446,141 $446,141 2022-23 2023-24 $325,000 $325,000 2023-24 2024-25 $325,000 $325,000 2024-25 2025-26 $325,000 $325,000 2025-26 2026-27 $325,000 $325,000 2026-27 Totall 5 -Yearr $1,746,141 $1,746,141 Totall 5 -Yearr Capitall Improvementss Program Existing g City y Building g Assett Mgtt Program-Replacements/Repairs VARIOUS This project funds major asset system replacements and upgrades across approximately 135 City facilities. This project provides for repairs and renovations of City facility infrastructure such as: roofing, plumbing, electrical systems, fire systems, HVAC, fencing, automated gates, and roll up doors. This project maintains safe, inviting and functioning city facilities while extending the life of the facilities. Repairing and replacing assets prior to failure, minimizes future capital needs and reduces impacts to City services relied on by residents, customers, and employees. This CIP request has increased in the dollar amount to promote and move the City closer to achieving Performance Measure 4.14 over a 10-year period. At current funding levels, a large gap is created between the needs of City facilities and the not being achieved during a 10-year period. Justification for this request includes data collection, analysis and recommendations from a variety of industry consultants which include Facilities Master Plan study by Makers; Asset life cycle plan for Elevators, grease Photo Coming Soon tracks asset life cycles, condition ratings and costs for replacement; Assessments; and Employee Survey results. Operating Impacts have been included to cover prevanative maintenance costs to help extend the life of new and exisiting assets and for the increase in replacement components and materials. The recommended plan from Makers includes annual predicted maintenance and deficiencies. Currently, for general funded facilities that are not already funded, predicted maintenance is $27.3M for the next 5 years and deficiencies total $37.5M. Average total cost is about $9.23M per year. Primary y City y Councill Priority y and d Performance e Measure e Addressed Sustainable Growth & 4.14 Achieve an average Facilities Condition Index (FCI) less than or equal to the national benchmark standards. Development Projectt Priority y Type Asset Preservation Projectt Number 6708840 Estimated d Startt ONGOING Estimated d Completion ONGOING Estimated d Projectt Costs Total 2 022-23 $8,899,524 2023-24 $5,100,000 2024-25 $6,200,000 2025-26 $6,200,000 2026-27 $6,925,000 Totall 5 -Yearr $33,324,524 g Sources Funding General Obligation Bonds Total g Impacts O perating Supplies and Services Total 2022-23 $8,899,524 $8,899,524 2022-23 $200,000 $200,000 2023-24 $5,100,000 $5,100,000 2023-24 $200,000 $200,000 2024-25 $6,200,000 $6,200,000 2024-25 $200,000 $200,000 2025-26 $6,200,000 $6,200,000 2025-26 $200,000 $200,000 2026-27 $6,925,000 $6,925,000 2026-27 $200,000 $200,000 Totall 5 -Yearr $33,324,524 $33,324,524 Totall 5 -Yearr $1,000,000 $1,000,000 7-81 Capitall Improvementss Program Generall Governmentall Contingency Various This project creates spending contingency authority for grants and other funding received during the fiscal year as well as spending authority for projects that may need to be accelerated or advanced. Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Priority y Type Asset Preservation Projectt Number 6709767 Estimated d Startt Ongoing Estimated d Completion Ongoing Estimated d Projectt Costs Total 2022-23 $50,000,000 2023-24 $0 2024-25 $0 2025-26 $0 2026-27 $0 Totall 5 -Yearr $50,000,000 Funding g Sources Grants/Other Funding Total Operating g Impacts None 2022-23 $50,000,000 $50,000,000 2022-23 2023-24 $0 $0 2023-24 2024-25 $0 $0 2024-25 2025-26 $0 $0 2025-26 2026-27 $0 $0 2026-27 Totall 5 -Yearr $50,000,000 $50,000,000 Totall 5 -Yearr Capitall Improvementss Program Historic c Propertiess Building g Maintenance Various This project combines the efforts of the Facilities Section with Community Services to fund the rehabilitation and repair of aging historic facilities, infrastructure, and systems. The City has 9 buildings designated as historic properties (Peterson House, Hayden Flour Mill, Hackett House, Elias Rodriguez, BB Moeur House, Hayden House, Hatton Hall, Sandra Day rehabilitation and repair of roofing, flooring surfaces, painting, plumbing, electrical systems, heating, ventilation and air conditioning (HVAC), fencing and gates, and security and fire systems. This project will enable the City to continue to preserve and maintain our historic property assets and to expand its services to the community while investing in the neighborhoods in which they reside. An increase in funding is needed to move Facilities services for Eisendrath from the Water Fund to the General Fund. Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Sustainable Growth & 4.14 Achieve an average Facilities Condition Index (FCI) less than or equal to the national Development benchmark standards. Projectt Priority y Type Asset Preservation Projectt Number 6706809 Estimated d Startt ONGOING Estimated d Completion ONGOING Estimated d Projectt Costs Total 2022-23 $443,097 2023-24 $357,000 2024-25 $357,000 2025-26 $357,000 2026-27 $357,000 Totall 5 -Yearr $1,871,097 Funding g Sources General Obligation Bonds Total Operating g Impacts Personnel Services Supplies and Services Total 2022-23 $443,097 $443,097 2022-23 $26,500 $18,930 $45,430 2023-24 $357,000 $357,000 2023-24 $26,500 $18,930 $45,430 2024-25 $357,000 $357,000 2024-25 $26,500 $18,930 $45,430 2025-26 $357,000 $357,000 2025-26 $26,500 $18,930 $45,430 2026-27 $357,000 $357,000 2026-27 $26,500 $18,930 $45,430 Totall 5 -Yearr $1,871,097 $1,871,097 Totall 5 -Yearr $132,500 $94,650 $227,150 7-82 Capitall Improvementss Program A rcheological/Historical/Environmentall Phase e I - City y Owned d Parcels Various This project set up is for the Archeological/Historic/Environmental mitigation costs associated with the site clearance for the development of affordable/workforce housing on City owned properties. The parcels are Dorsey & Lemon, Dorsey & Apache, parcel adjacent to Watson's Flowers and the parcels acquired with CDBG funds on Apache across from the Apache 101 Park & Ride. Based on pending and/or future acquisition along Apache - if funding is available in this item, additional property(ies) may be added to the aforementioned property listing. Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Sustainable Growth & 4.09 Achieve a Housing Inventory Ratio for Affordable, Workforce, and Market-rate housing Development categories that meets the recommendations made for a three-person household in the most recent study. Priority y Type Systems Expansions Projectt Number 6710259 Estimated d Startt 7/1/2021 Estimated d Completion 6/30/2023 Estimated d Projectt Costs Total 2022-23 $1,091,792 2023-24 $0 2024-25 $0 2025-26 $0 2026-27 $0 Totall 5 -Yearr $1,091,792 Funding g Sources Capital Projects Fund Balance Total Operating g Impacts None 2022-23 $1,091,792 $1,091,792 2022-23 2023-24 $0 $0 2023-24 2024-25 $0 $0 2024-25 2025-26 $0 $0 2025-26 2026-27 $0 $0 2026-27 Totall 5 -Yearr $1,091,792 $1,091,792 Totall 5 -Yearr Capitall Improvementss Program A rcheological/Historical/Environmentall Phase e 2-City y Parcels Various This project set up is for the Archeological/Historic/Environmental mititgation costs associated with the site clearance for the development of affordable/workforce housing on City owned properties. The parcels are Dorsey & Lemon, Dorsey & Apache, parcel adjacent to Watson's Flowers and the parcels acquired with CDBG funds on Apache accross from the Apache 101 Park & Ride. Based on pending and/or future acquisition along Apache - if funding is available in this item, additional property(ies) may be added to the aforementioned property listing. Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Sustainable Growth & 4.09 Achieve a Housing Inventory Ratio for Affordable, Workforce, and Market-rate housing Development categories that meets the recommendations made for a three-person household in the most recent study. Priority y Type Systems Expansions Projectt Number 6710539 Estimated d Startt 1/1/2022 Estimated d Completion 6/30/2023 Estimated d Projectt Costs Total 2022-23 $1,500,000 2023-24 $0 2024-25 $0 2025-26 $0 2026-27 $0 Totall 5 -Yearr $1,500,000 Funding g Sources Capital Projects Fund Balance Total Operating g Impacts None 2022-23 $1,500,000 $1,500,000 2022-23 2023-24 $0 $0 2023-24 2024-25 $0 $0 2024-25 2025-26 $0 $0 2025-26 2026-27 $0 $0 2026-27 Totall 5 -Yearr $1,500,000 $1,500,000 Totall 5 -Yearr 7-83 Capitall Improvementss Program Creation/Acquisition n off a Non-congregate e Shelter Various To acquire one or more properties for conversion and/or utilization as temporary transitional housing and/or non-congregate shelter; which depending on the property acquired may/would be redeveloped in the future to higher density multi-family dwelling units. Potential acquisition could be in the form of a hotel, motel, or single-family dwelling units (attached or detached) Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Quality of Life Priority y Type Systems Expansions Projectt Number 6710599 Estimated d Startt 6/1/2022 Estimated d Completion 6/30/2023 Estimated d Projectt Costs Total 2022-23 $2,550,000 2023-24 $0 2024-25 $0 2025-26 $0 2026-27 $0 Totall 5 -Yearr $2,550,000 Funding g Sources American Rescue Plan Act Total Operating g Impacts None 2022-23 $2,550,000 $2,550,000 2022-23 2023-24 $0 $0 2023-24 2024-25 $0 $0 2024-25 2025-26 $0 $0 2025-26 2026-27 $0 $0 2026-27 Totall 5 -Yearr $2,550,000 $2,550,000 Totall 5 -Yearr Capitall Improvementss Program Family y Advocacy y Centerr Tenantt Improvements TBD Tenant Improvemants for a leased space to support a Familly Advocacy Center The development of a Family Advocacy Center (FAC) to treat victims of crime in one location where they can meet with investigating law enforcement officers, healthcare providers, crisis counselors, and victim advocates - to minimize trauma and promote engagement within the criminal justice system. These crimes include assault, domestic violence, child crime information, aggravated assault, domestic violence, sexual assault, sexual abuse, child abuse, sexual conduct with minor, child neglect, and molestation of a child. These specific crimes include approximately 1,800 victims per year that are reported to the Tempe Police Department, but many more victims would be able to access resources from the FAC. The FAC is a partnership between Tempe Human Services, Tempe Police Department, and Arizona State University to better serve victims, reduce victimization, and restore quality of life. Photo Coming Soon Primary City Councill Priority and d Performance e Measure e Addressed Safe & Secure Communities understanding of trauma associated with violence and its impact on the well-being and safety of Support Services Survey. Projectt Priority y Type Public Health and Safety Projectt Number 6710279 Estimated d Startt 7/1/2022 Estimated d Completion 1/0/1900 Estimated d Projectt Costs Total 2022-23 $487,150 2023-24 $0 2024-25 $0 2025-26 $0 2026-27 $0 Totall 5 -Yearr $487,150 Funding g Sources American Rescue Plan Act Total g Impacts Operating Supplies and Services Capital Outlay Total 2022-23 $487,150 $487,150 2022-23 $105,000 $33,250 $138,250 2023-24 $0 $0 2023-24 $210,000 $66,500 $276,500 2024-25 $0 $0 2024-25 $210,000 $66,500 $276,500 2025-26 $0 $0 2025-26 $210,000 $66,500 $276,500 2026-27 $0 $0 2026-27 $210,000 $66,500 $276,500 Totall 5 -Yearr $487,150 $487,150 Totall 5 -Yearr $945,000 $299,250 $1,244,250 7-84 Capitall Improvementss Program Implementation n off Community y Centerr Complex x Masterr Plan n HSD D Building Rurall and d Southern This project is jointly submitted by Human Services and Community Services. This is Phase 1 - New Human Services Building. The 2019 Facilities Master Plan recommended that a Community Center Complex study be undertaken to do an analysis of the functional and operational needs of the Human Services and Community Services functions and develop site planning for the Community Center complex. The Community Center Complex Master Plan was finalized in 2021 and provides a phased implementation for building, renovating and relocating operations for the complex. Photo Coming Soon This CIP funding request will implement the recommendations from the Master Plan beginning with the construction of a Human Services building. The 2019 Facilities Master Plan emphasizes the importance of a centralized Human Services location to consolidate services, increase efficiencies, and protect client confidentiality. Future phases for the complex include remodeling and renovation of the Edna Arts building, Pyle Center and Library and expansion of the History Museum. Primary y City y Councill Priority y and d Performance e Measure e Addressed Quality of Life Projectt Priority y Type Systems Expansions Projectt Number N/A Estimated d Startt 7/1/2025 Estimated d Completion 6/30/2027 Estimated d Projectt Costs Total 2022-23 $0 2023-24 $0 2024-25 $0 2025-26 $0 2026-27 $4,559,000 Totall 5 -Yearr $4,559,000 Funding g Sources General Obligation Bonds Total Operating g Impacts None 2022-23 $0 $0 2022-23 2023-24 $0 $0 2023-24 2024-25 $0 $0 2024-25 2025-26 $0 $0 2025-26 2026-27 $4,559,000 $4,559,000 2026-27 Totall 5 -Yearr $4,559,000 $4,559,000 Totall 5 -Yearr Capitall Improvementss Program Library y Second d Floorr Space Tempe e Public c Library This CIP reappropriated funding is to continue consolidating additional Human Services staff into the 2nd floor of the library. The remaining balance that is requested for reappropriation and additional funding is required to remodel 2 offices and a file room into a space for the Community Counseling program. The initial funding was able to remodel 2nd floor library space to create additional 9+ workspaces, move and improve 2 conference rooms and a breakroom. Photo Coming Soon All spaces remain usable by Community Services after a THS building is complete and the space is vacated Primary y City y Councill Priority y and d Performance e Measure e Addressed Sustainable Growth & 4.14 Achieve an average Facilities Condition Index (FCI) less than or equal to the national Development benchmark standards. Priority y Type Customer Enhancements Projectt Number 6709859 Estimated d Startt 7/1/2022 Estimated d Completion 6/30/2023 Estimated d Projectt Costs Total 2022-23 $197,000 2023-24 $0 2024-25 $0 2025-26 $0 2026-27 $0 Totall 5 -Yearr $197,000 Funding g Sources General Obligation Bonds Total Operating g Impacts None 2022-23 $197,000 $197,000 2022-23 2023-24 $0 $0 2023-24 2024-25 $0 $0 2024-25 2025-26 $0 $0 2025-26 2026-27 $0 $0 2026-27 Totall 5 -Yearr $197,000 $197,000 Totall 5 -Yearr 7-85 Capitall Improvementss Program Permanentt Supportive e Housing TBD Purpose: Vulnerable populations are increasingly pushed to the brink of homelessness with few available housing options. A means of providing PSH (fixed site, or scattered site) would allow for the reduction of street homelessness. The project proposal is for the acquisition of one or more improved properties to be utilized as Permanent Supportive Housing (PSH). The original proposal was to acquire one facility up to 250 units, but multiple small, scattered site facilities may be more economically advantageous. PSH is a housing model that combines low-barrier affordable housing, health care, and supportive services to help individuals and families lead more stable lives. PSH typically serves people who are homeless, or otherwise unstably housed, experience multiple barriers to housing, and are unable to remain housed without supportive services. Photo Coming Soon The below budget request(s) are based on the following assumption(s): 1) Year 1 of $4M includes a $3M down payment (with the remainder of the 26M being bank financed) and $1M for unit rehab. 2) The funding of $1.5M in years 2 thru 4 is anticipated to be half the cost of the annual rehabilitation(s). The expectation is that half of the rehab will be funded thru complex cash flow and the other half would be from general fund. Primary y City y Councill Priority y and d Performance e Measure e Addressed Sustainable Growth & 4.09 Achieve a Housing Inventory Ratio for Affordable, Workforce, and Market-rate housing Development categories that meets the recommendations made for a three-person household in the most recent study. Priority y Type Systems Expansions Projectt Number 6710549 Estimated d Startt 6/1/2022 Estimated d Completion 6/30/2025 Estimated d Projectt Costs Total 2022-23 $30,375,000 2023-24 $1,500,000 2024-25 $750,000 2025-26 $750,000 2026-27 $0 Totall 5 -Yearr $33,375,000 Funding g Sources General Obligation Bonds Federal Funding Rental Income Total Operating g Impacts None 2022-23 $7,375,000 $21,500,000 $1,500,000 $30,375,000 2022-23 2023-24 $750,000 $0 $750,000 $1,500,000 2023-24 2024-25 $0 $0 $750,000 $750,000 2024-25 2025-26 $0 $0 $750,000 $750,000 2025-26 2026-27 $0 $0 $0 $0 2026-27 Totall 5 -Yearr $8,125,000 $21,500,000 $3,750,000 $33,375,000 Totall 5 -Yearr Capitall Improvementss Program Citizen n / Customerr Relationship p Managementt (CRM)) System 120 0 E 5th h St The City of Tempe does not own a fully functional / robust CRM (Customer / Citizen Relationship Management) solution. The City currently uses a variety of siloed digital platforms to connect with citizens and services. The need for an easy, streamlined and effective digital engagement solution is crucial for communicating and advancing the City's programs, priorities and vision. As we have seen with the COVID pandemic the need to effectively engage with citizens must be a top priority. For initiatives, such as the Right to Breathe, to successfully reach their goals and make a positive impact for our residents and the City, there must be a strong relationship management tool. This new system would allow for a centralized repository for all public engagement to be used by all the departments. It would allow for public outreach and two-way communication. In addition data will be readily available for reporting and analysis. The 2025/26 estimates are based on an Enterprise solution with 300 user licenses at approximately $150 / month / user. In addition implementation, consulting and training for the first year is estimated at 75% of the licensing cost. Photo Coming Soon Primary City Council Priority and Performance Measure Addressed Strong Community Connection Priority y Type Customer Enhancements use and needs met in Customer Experience Surveys and Community Survey. Projectt Number N/A Estimated d Startt 7/1/2023 Estimated d Completion 6/30/2025 Estimated d Projectt Costs Total 2022-23 $0 2023-24 $100,000 2024-25 $940,000 2025-26 $0 2026-27 $0 Totall 5 -Yearr $1,040,000 Funding g Sources General Obligation Bonds Total g Impacts Operating Supplies and Services Total 2022-23 $0 $0 2022-23 $0 $0 2023-24 $100,000 $100,000 2023-24 $150,000 $150,000 2024-25 $940,000 $940,000 2024-25 $690,000 $690,000 2025-26 $0 $0 2025-26 $540,000 $540,000 2026-27 $0 $0 2026-27 $540,000 $540,000 Totall 5 -Yearr $1,040,000 $1,040,000 Totall 5 -Yearr $1,920,000 $1,920,000 7-86 Capitall Improvementss Program Cybersecurity y & Regulatory y Compliance e Program Citywide The City of Tempe's cybersecurity and regulatory compliance program serves all City Departments. The items outlined in this proposal cover costs associated with adopting protective programs/processes that significantly advance Tempe's ability to protect and defend our critical infrastructure and information assets from unauthorized access and data breach. Keeping up with the times: in the area of cloud computing it has become an operational necessity to secure and maintain visibility of Tempe's critical infrastructure and information assets wherever they are hosted and accessed from. Adopting this request helps City of Tempe manage and mitigate cyber related risks significantly advancing Council Priority 5.12. Investing in these proactive measures helps Tempe be able stweards of the data that we process. Example data breach impacts involve public press releases advising the community of loss of integrity and confidentiality of Fire Medical health records, Public Safety or Court criminal records and Credit Card release. A typical data breach costs about 9 Million dollars to settle and recover. While Tempe does carry data breach insurance the adjuster can nullify Tempe's claim if we are not industry current in our handling of confidential and regulatory protected infromation assets. Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Financial Stability & Vitality 5.12 Achieve 100% compliance with the National Institute of Standards and Technology (NIST) Cyber Security Framework (CSF) for the protection of critical infrastructure. Priority y Type Asset Preservation Projectt Number 6710129 Estimated d Startt 4/10/2019 Estimated d Completion Ongoing Estimated d Projectt Costs Total 2022-23 $1,265,000 2023-24 $1,040,000 2024-25 $1,040,000 2025-26 $1,040,000 2026-27 $1,040,000 Totall 5 -Yearr $5,425,000 Funding g Sources General Obligation Bonds Total Operating g Impacts None 2022-23 $1,265,000 $1,265,000 2022-23 2023-24 $1,040,000 $1,040,000 2023-24 2024-25 $1,040,000 $1,040,000 2024-25 2025-26 $1,040,000 $1,040,000 2025-26 2026-27 $1,040,000 $1,040,000 2026-27 Totall 5 -Yearr $5,425,000 $5,425,000 Totall 5 -Yearr Capitall Improvementss Program Data a and d Technology y Plan 120 0 E 5th h Street Mayor Corey Woods established the Tempe Public Safety Advisory Task Force (PSATF) with the goal of building trust, accountability and dialogue between the community and Tempe Police. The PSATF identified Data and Transparency as one of the five strategic pillars with a bold vision to build trusting relationships with the community through data-driven insights, capability enablement and operational planning to improve decision making for the City of Tempe and the Police Department. Tempe issued an RFP to establish a contract with a qualified firm to provide consulting services to perform a comprehensive technology and data assessment of the Tempe Police Department, Fire Medical Rescue, Human Services, Courts, and Information Technology to build a case for change, identify data and technology needs, and identify challenges and key risks to be mitigated. This CIP will fund data discovery to build a Data and Technology Plan (DTP) and implementing the recommendations from the final DTP recommendation. The project will Photo Coming Soon operationalize the recommendations in the completed data plan, build a data warehouse to Public Safety for our community. In addition, this new data platform will be scalable as a citywide solution for other departmental needs requiring advanced analytics leveraging multiple (AMI) and water delivery system to improve leak detection, advance water conservation efforts, and efficiently delivering clean water to our community. Strong Community Connection Priority y Type Customer Enhancements Primary y City y Councill Priority y and d Performance e Measure e Addressed 2.06 Achieve trust scores between 80 and 100 on a scale of 0 (Totally Disagree) to 100 (Totally Agree) as measured by the monthly Police Sentiment Survey greater than or equal to the top 10% of national benchmark cities. Projectt Number 6710830 Estimated d Startt 7/1/2022 Estimated d Completion 6/30/2024 Estimated d Projectt Costs Total 2 022-23 $550,000 2023-24 $700,000 2024-25 $0 2025-26 $0 2026-27 $0 Totall 5 -Yearr $1,250,000 g Sources Funding General Obligation Bonds Total O perating g Impacts Supplies and Services Total 2022-23 $550,000 2023-24 $700,000 2024-25 $0 2025-26 $0 2026-27 $0 Totall 5 -Yearr $1,250,000 $550,000 $700,000 $0 $0 $0 $1,250,000 2022-23 $0 $0 2023-24 $250,000 $250,000 2024-25 $250,000 $250,000 2025-26 $250,000 $250,000 2026-27 $250,000 $250,000 Totall 5 -Yearr $1,000,000 $1,000,000 7-87 Capitall Improvementss Program Enterprise e Assett Management 120 0 E 5th h St an enterprise asset management system that will benefit many City depatments. There are currently asset management systems used across the city, but these systems are designed to support specific business needs. There is no asset management / inventory management system in place that tracks assets assigned to staff, maintains an inventory of assets, provides life-cycle management, location, funding information, audit trails, etc. The Police Department has over $15 million of equipment used to perform daily law enforcement activities. Community Services has a vast amount of assets tied to programs and classes. Municipal Utilities has approximately $7 million dollars in it's inventory of containers and assigns equipment to staff in the field. There is a need for a centralized system to track and monitor these items, as well as provide accurate funding information expended over the lifecycle of the equipment. The departments need to be able to accurately forecast future budget expenditures for equipment based on the historical data this system can provide. Photo Coming Soon This project was previously approve. TISC has prioritized other funded projects ahead of this project and it has been moved to 2022-23 and is projected to carry into 2023-24. Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Priority y Type Asset Preservation Projectt Number 6709879 Estimated d Startt 7/1/2022 Estimated d Completion 6/30/2024 Estimated d Projectt Costs Total 2022-23 $100,000 2023-24 $125,000 2024-25 $0 2025-26 $0 2026-27 $0 Totall 5 -Yearr $225,000 Funding g Sources General Obligation Bonds Total g Impacts Operating Supplies and Services Total 2022-23 $100,000 $100,000 2022-23 $38,000 $38,000 2023-24 $125,000 $125,000 2023-24 $38,000 $38,000 2024-25 $0 $0 2024-25 $38,000 $38,000 2025-26 $0 $0 2025-26 $38,000 $38,000 2026-27 $0 $0 2026-27 $38,000 $38,000 Totall 5 -Yearr $225,000 $225,000 Totall 5 -Yearr $190,000 $190,000 Capitall Improvementss Program Enterprise e Software e Upgradess and d Replacement Citywide When this CIP was originally submitted the Technoloy and Innovation Steering Committee (TISC) had not been established. With TISC now in place, there is oversight on the technology needs of the City which includes vetting and ranking of potential technology projects. There are many small and mid-size projects that address a business need, requires an upgrade, or a replacement of current technology which do not have a funding source. This 'technology project refresh' CIP would establish ongoing funding to allow for the upgrading and replacement of these smaller initatives, as well as contracted support to assist in the timely executuion of these projects. Photo Coming Soon Primary City Council Priority and Performance Measure Addressed Strong Community Connection Priority y Type Customer Enhancements use and needs met in Customer Experience Surveys and Community Survey. Projectt Number 6708739 Estimated d Startt 7/10/2017 Estimated d Completion Ongoing Estimated d Projectt Costs Total 2022-23 $225,000 2023-24 $150,000 2024-25 $200,000 2025-26 $200,000 2026-27 $200,000 Totall 5 -Yearr $975,000 Funding g Sources General Obligation Bonds Total Operating g Impacts None 2022-23 $225,000 $225,000 2022-23 2023-24 $150,000 $150,000 2023-24 2024-25 $200,000 $200,000 2024-25 2025-26 $200,000 $200,000 2025-26 2026-27 $200,000 $200,000 2026-27 Totall 5 -Yearr $975,000 $975,000 Totall 5 -Yearr 7-88 Capitall Improvementss Program Integrated d Case e Managementt System Human n Servicess (Library) This CIP was originally submitted by Human Services for $585,873 starting in fiscal year 21/22. The Tempe Technology and Innovation Steering Committee (TISC) ranked this project very high because there is no current system, there is substantial benefit to the community, and the new system will significantly improve the overall customer experience. IT took ownership of the CIP in fiscal year 19/20 and, working with Human Services, was able to get better pricing and reduced the amount of the original CIP by more than $440,000. SInce the initial takeover from IT, Human Services has expanded the scope of the project and are requesting a solution that can handle the needs of the Tempe Preschool program, KidZone and Care 7. The purpose of this integrated case management system is to coordinate service delivery among workgroups (e.g. Crisis Response, Victim Advocacy, Counseling, Homeless Solutions, and Education, Youth and Family Development). This will improve the efficiency of operations, reduce delays in service, provide cohesive care, and improve outcomes for clients. Now that the City's human services have been consolidated into a single department, gaps in service delilvery have highlighted the need to holistically support clients through a centralized system. Currently, each Human Services workgroup manages client care via independent systems, which do not communicate, and are in many cases antiquated. Additionally, many Human Services clients are users of multiple services and the ability to better communicate via a centralized system will improve data analysis. Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities understanding of trauma associated with violence and its impact on the well-being and safety of Support Services Survey. Priority y Type Public Health and Safety Projectt Number 6709889 Estimated d Startt 3/1/2020 Estimated d Completion 6/30/2023 Estimated d Projectt Costs Total 2022-23 $130,000 2023-24 $0 2024-25 $0 2025-26 $0 2026-27 $0 Totall 5 -Yearr $130,000 Funding g Sources General Obligation Bonds Total Operating g Impacts None 2022-23 $130,000 $130,000 2022-23 2023-24 $0 $0 2023-24 2024-25 $0 $0 2024-25 2025-26 $0 $0 2025-26 2026-27 $0 $0 2026-27 Totall 5 -Yearr $130,000 $130,000 Totall 5 -Yearr Capitall Improvementss Program M icrowave e Communicationss Replacement Citywide The current microwave infrastructure, currently provides redundant communication to critical locations providing services for Community Service Facilites, Water, Police, and Fire, and primary communication to locations such as the marina, Golf, and pools. The current enterprise microwave network infrastructure and associated equipment is reaching end of service life and support. As security video demands, software applications requirements become larger, and network devices become increaslingly faster, this would consist of a three year program to replace the microwave infrastructure and associated equipment with new equipment necessary to sustain increasing network speeds and bandwidth demands, for such remote campuses. Because the current microwave infrastructure was replaced more than 10 years ago, it has become necessary to replace the outside equipment, on the monopoles and antennas, and the recievers inside the communication rooms, as the current hardware has become obsolete and is no longer available through vendors for continuing support of the current microwave infrastructure envrionment. Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Priority y Type Asset Preservation Projectt Number 6710840 Estimated d Startt 7/1/2022 Estimated d Completion 6/30/2027 Estimated d Projectt Costs Total 2022-23 $100,000 2023-24 $100,000 2024-25 $100,000 2025-26 $100,000 2026-27 $105,000 Totall 5 -Yearr $505,000 Funding g Sources General Obligation Bonds Total Operating g Impacts None 2022-23 $100,000 $100,000 2022-23 2023-24 $100,000 $100,000 2023-24 2024-25 $100,000 $100,000 2024-25 2025-26 $100,000 $100,000 2025-26 2026-27 $105,000 $105,000 2026-27 Totall 5 -Yearr $505,000 $505,000 Totall 5 -Yearr 7-89 Capitall Improvementss Program N etwork k Cabling g Replacement Citywide Replace the enterprise network station cabling and associated equipment that is reaching end of service life and support. As software applications become larger and network devices become increaslingly faster, this would consist of a five year program to replace the existing station cabling and associated equipment with new cabling and equipment necessary to sustain increasing network speeds and bandwidth demands, for all City of Tempe campuses. Because the current cabling infrastructure was replaced more than 10 years ago, it has become necessary to replace the cabling hardware in the communication rooms as the current hardware has become obsolete and is no longer available through vendors for continuing support of the current cabling envrionment. Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Priority y Type Asset Preservation Projectt Number 6710569 Estimated d Startt 7/1/2021 Estimated d Completion Ongoing Estimated d Projectt Costs Total 2022-23 $567,000 2023-24 $520,000 2024-25 $370,000 2025-26 $295,000 2026-27 $147,500 Totall 5 -Yearr $1,899,500 Funding g Sources General Obligation Bonds Total Operating g Impacts None 2022-23 $567,000 $567,000 2022-23 2023-24 $520,000 $520,000 2023-24 2024-25 $370,000 $370,000 2024-25 2025-26 $295,000 $295,000 2025-26 2026-27 $147,500 $147,500 2026-27 Totall 5 -Yearr $1,899,500 $1,899,500 Totall 5 -Yearr Capitall Improvementss Program PeopleSoftt Replacement 120 0 E 5th h St Replacement of the Oracle Peoplesoft enterprise resource planning (ERP) system, which includes Human Capital Management (HCM) and Financials. Implementation of these programs began in 1997 and while there have been enhancements, the overall functionality of the system has remained the same. The current system has served the City well over the years but has not kept pace with modern software applications that provide enhanced functionality with an improved user interface for both internal and external users and a focus on using the application with a variety of mobile devices. The software support contract for PeopleSoft has been moved away from Oracle to a third-party provider which provides the City with substantial annual savings, but also diminishes the opportunity for future enhancements and creates challenges to maintain the required security of the application. This will be a multi-year project with first year funding for professional consulting to analyze the current state and provide options for possible solutions. The second year of fund will replace the HRMS system and the third year will replace the Financials system. Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Financial Stability & Vitality 5.12 Achieve 100% compliance with the National Institute of Standards and Technology (NIST) Cyber Security Framework (CSF) for the protection of critical infrastructure. Priority y Type Asset Preservation Projectt Number N/A Estimated d Startt 7/1/2023 Estimated d Completion 6/30/2025 Estimated d Projectt Costs Total 2022-23 $0 2023-24 $250,000 2024-25 $1,250,000 2025-26 $1,250,000 2026-27 $0 Totall 5 -Yearr $2,750,000 Funding g Sources General Obligation Bonds Total Operating g Impacts Supplies and Services Total 2022-23 $0 $0 2022-23 $0 $0 2023-24 $250,000 $250,000 2023-24 $0 $0 2024-25 $1,250,000 $1,250,000 2024-25 $150,000 $150,000 2025-26 $1,250,000 $1,250,000 2025-26 $400,000 $400,000 2026-27 $0 $0 2026-27 $500,000 $500,000 Totall 5 -Yearr $2,750,000 $2,750,000 Totall 5 -Yearr $1,050,000 $1,050,000 7-90 Capitall Improvementss Program Public c Internett Technology Citywide Internet access through public computers and wireless access for citizens visiting public facilities, such as the Library complex, City Hall, Tempe Center for the Arts, and recreation centers. Tempe currently provides over 150 physical computers for web browsing, ereading, and email to users of our recreation facilities and library. The wireless network averages between 400-600 active device connections at any point during the day, with usage spiking during holidays and summer months. Installed in 2008 for web browsing and email, the system has been updated in 2015. This update supports the evolution of the internet, proliferation of personal smart devices, citizen browsing requirements, and security capabilities to support services Tempe would like to provide (for example; YouTube, Facebook, and online library resources). Photo Coming Soon The Internet is continually evolving and becoming more pervasive in our everyday life. The capabilities of smart devices (tablets, cellular phones) and soon wearable technology will continue to consume connections and bandwidth from our public facing wireless systems. Additionally, the usage of a typical user on a public workstation has transitioned from email and web browsing to social media including streaming services such as music and videos. Primary City Council Priority and Performance Measure Addressed Strong Community Connection Priority y Type Asset Preservation use and needs met in Customer Experience Surveys and Community Survey. Projectt Number 6708299 Estimated d Startt 7/1/2017 Estimated d Completion Ongoing Estimated d Projectt Costs Total 2022-23 $211,200 2023-24 $237,500 2024-25 $150,000 2025-26 $343,000 2026-27 $82,500 Totall 5 -Yearr $1,024,200 g Sources Funding General Obligation Bonds Total g Impacts Operating Supplies and Services Total 2022-23 $211,200 $211,200 2022-23 $0 $0 2023-24 $237,500 $237,500 2023-24 $31,200 $31,200 2024-25 $150,000 $150,000 2024-25 $31,200 $31,200 2025-26 $343,000 $343,000 2025-26 $39,000 $39,000 2026-27 $82,500 $82,500 2026-27 $39,000 $39,000 Totall 5 -Yearr $1,024,200 $1,024,200 Totall 5 -Yearr $140,400 $140,400 Capitall Improvementss Program Security y Systemss Upgrades Citywide Tempe maintains 135 buildings covering 1,600,000 million square feet. Special Systems are an important part of safety and security throughout Tempe Facilities. Special Systems include the following: security alarms, video security, card access, environmental and energy management controls, and fire alarm/extinguishing systems. Card access system is comprised of 62 access controls and 440 doors and gates. There are over 44 security alarm panels. The city has over 63 sprinkler systems and has over 370 cameras throughout city facilities. The useful life of these systems range from cameras with a life cycle of 5-7 years, 10 years on security and surveillance systems and to 25 years on fire sprinkler systems. The systems are crucial in protecting our infrastructure and facilities. This project continues the work associated with Apache Police Department Security System and two other projects that were funded in FY 2016-17. Additional funding to implement a more secure city-wide card access system is being requested in FY22/23 due to increased cost of equipment and more accurate actual project cost from the original estimate when the CIP was created five years ago. Information Technology has now installed several new card access systems with a more solid quote representing actual cost to replace the existing outdated system. Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities 1.11 Achieve ratings of "Very Satisfied" or "Satisfied" with the "Feeling of Safety in City Facilities" greater than or equal to the top 10% of the national benchmark cities as measured in the Community Survey and the Employee Survey. Priority y Type Public Health and Safety Projectt Number 6707609 Estimated d Startt 7/1/2017 Estimated d Completion Ongoing Estimated d Projectt Costs Total 2022-23 $1,712,775 2023-24 $867,000 2024-25 $724,000 2025-26 $800,000 2026-27 $300,000 Totall 5 -Yearr $4,403,775 Funding g Sources General Obligation Bonds Total Operating g Impacts None 2022-23 $1,712,775 $1,712,775 2022-23 2023-24 $867,000 $867,000 2023-24 2024-25 $724,000 $724,000 2024-25 2025-26 $800,000 $800,000 2025-26 2026-27 $300,000 $300,000 2026-27 Totall 5 -Yearr $4,403,775 $4,403,775 Totall 5 -Yearr 7-91 Capitall Improvementss Program Team m Technology y Refresh Citywide The Team Technology Refresh - Green Initiative project to replace aging team devices across the city organization on a rotating four year basis. The project was previously known as the Desktop Technology Refresh; with a scope limited to replacing only PCs and Virtual Desktop Hardware. Changes Beginning in FY 21-22 CIP Request: Device Costing adjusted to incorporate 80-85% Single Device deployments, and to include Home Kits (dock, monitor, cables, etc.) for all Single Device users. Changes made in response to COVID-19 and changing needs of City Team, most prominently in work from home/remote needs. Departments were previously required to fund Home Kits for users, these changes shift that cost in to the CIP budget. The recently completed deployment of Teams to the City has enabled advanced video and audio conferencing capabilities. Not all conference rooms are enabled to interface with these capabilities. To further utilization of Teams Conferencing Services both internally and externally, conference rooms are being added for evaluation and technology refresh as well (starting in 20-21). This addition enables lessoned travel for meetings and greater/instant collaboration between locations and teams. Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Priority y Type Asset Preservation Projectt Number 6707229 Estimated d Startt 7/1/2014 Estimated d Completion Ongoing Estimated d Projectt Costs Total 2022-23 $1,946,175 2023-24 $1,477,875 2024-25 $1,372,975 2025-26 $1,677,275 2026-27 $1,757,400 Totall 5 -Yearr $8,231,700 Funding g Sources General Obligation Bonds Water/Wastewater Fund Transit Fund Total Operating g Impacts None 2022-23 $1,946,175 $0 $0 $1,946,175 2022-23 2023-24 $1,477,875 $0 $0 $1,477,875 2023-24 2024-25 $1,080,475 $292,500 $0 $1,372,975 2024-25 2025-26 $1,492,275 $0 $185,000 $1,677,275 2025-26 2026-27 $1,681,325 $55,675 $20,400 $1,757,400 2026-27 Totall 5 -Yearr $7,678,125 $348,175 $205,400 $8,231,700 Totall 5 -Yearr Capitall Improvementss Program UPS S Replacement Citywide In each facilities communication room, a battery UPS power unit resides, providing backup power to network services, including telephone service. In the event of a power failure, it not only provides backup power, but it also provide a bridge of power for facilities that have generator backups, as well as conditions and provides clean consistent power source to sensitive network equipment. The power conditioning protects the device electronics from power spikes and surges. Many of the UPS units are more than 10 years old and are approaching end of life with battery and electronic compatibilities. As more services depend on network connectivity, the demand to ensure that these services are available during a power outage increases as well. Critical facilities include Police stations, Fire stations, and Water facilities. The replacement of current UPS's will ensure the ability to monitor each unit remotely, provide power protection for sensitive network equipment, provide temporary power in the event of a power failure for network services, including telephony. Because the life span of UPS batteries is between 5 and 10 years, depending on the size and type of battery, this expenditure will need to be a reoccurring cost. Currently the UPS, located at the Apache Police Station, is failing and needs the batteries and electronics replaced. Standard UPS durations are rated for 15-30 minutes of backup time, enabling backup generators to power up and supply sufficient power. To minimize the impact of a failed generator and provide enough time to relocate 911 Communications from the Apache Police Station to the backup location, at Hardy Police Station, an extended time of 4 hours is required. In addition, two backup UPS' are needed at Apache Police Station, to enable scheduled maintenance to be performed without interuption during maintenance on the initial UPS system. Hence the significant cost to replace the Apache Police Station UPS. Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Priority y Type Asset Preservation Projectt Number 6710850 Estimated d Startt 7/1/2022 Estimated d Completion Ongoing Estimated d Projectt Costs Total 2022-23 $850,000 2023-24 $178,000 2024-25 $208,000 2025-26 $162,000 2026-27 $140,000 Totall 5 -Yearr $1,538,000 Funding g Sources General Obligation Bonds Water/Wastewater Fund Total Operating g Impacts None 2022-23 $850,000 $0 $850,000 2022-23 2023-24 $144,000 $34,000 $178,000 2023-24 2024-25 $108,000 $100,000 $208,000 2024-25 2025-26 $162,000 $0 $162,000 2025-26 2026-27 $140,000 $0 $140,000 2026-27 Totall 5 -Yearr $1,404,000 $134,000 $1,538,000 Totall 5 -Yearr 7-92 Capitall Improvementss Program Vaultt Replacement Citywide The City's current communication infrastructure consists of 457 pull boxes and communication vaults. The pull boxes and vaults provide access to City fiber that connects voice, data, security, video, and internet services to CIty facilities, including Police, Fire, Water, and Recreational facilities. Over the past 30 years, the vaults have begun to deteriorate from weather, traffic, and vandalism. As concrete vaults continue to deteriorate causing metal lids to not close securely, lids have needed to be welded down, for public safety and security measures. Replacing the pull boxes and vaults will provide measures for safety and securing our communication lines between facilities. Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Priority y Type Asset Preservation Projectt Number 6710860 Estimated d Startt 7/1/2022 Estimated d Completion 6/30/2027 Estimated d Projectt Costs Total 2022-23 $146,000 2023-24 $643,400 2024-25 $643,400 2025-26 $643,400 2026-27 $646,200 Totall 5 -Yearr $2,722,400 Funding g Sources General Obligation Bonds Total Operating g Impacts None 2022-23 $146,000 $146,000 2022-23 2023-24 $643,400 $643,400 2023-24 2024-25 $643,400 $643,400 2024-25 2025-26 $643,400 $643,400 2025-26 2026-27 $646,200 $646,200 2026-27 Totall 5 -Yearr $2,722,400 $2,722,400 Totall 5 -Yearr Capitall Improvementss Program Electric c Vehicle e Charging g Infrastructure/Stationss Field d Operations This project will fund construction and installation of fixed electric vehicle charging station Infrastructure and solar-powered mobile charging stations. In advancement of City Council's Climate Action Plan goals, the City will purchase 25 to 30 electric vehicles and charging stations for each vehicle. Electric-powered light duty trucks will become available in Fiscal Year 2022-2023. Electric vehicle charging stations will be necessary to support these assets and the necessary infrastructure and physical charging stations must be installed prior to their acquisition. Projected costs below include permitting, design and construction. Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Sustainable Growth & 4.19 Achieve the City Council goal of carbon neutrality in municipal operations by 2050. Development Projectt Priority y Type Systems Expansions Projectt Number 6709899 Estimated d Startt 10/1/2019 Estimated d Completion 6/30/2030 Estimated d Projectt Costs Total 2022-23 $877,725 2023-24 $1,170,000 2024-25 $1,170,000 2025-26 $1,170,000 2026-27 $1,170,000 Totall 5 -Yearr $5,557,725 Funding g Sources Capital Projects Fund Balance General Obligation Bonds Federal Funding Total g Impacts Operating Personnel Services Supplies and Services Capital Outlay Total 2022-23 $37,725 $840,000 $0 $877,725 2022-23 $0 $75,000 $0 $75,000 2023-24 $0 $1,170,000 TBD $1,170,000 2023-24 $95,617 $50,000 $0 $145,617 2024-25 $0 $1,170,000 TBD $1,170,000 2024-25 $95,617 $50,000 $0 $145,617 2025-26 $0 $1,170,000 TBD $1,170,000 2025-26 $95,617 $50,000 $0 $145,617 2026-27 $0 $1,170,000 TBD $1,170,000 2026-27 $95,617 $50,000 $0 $145,617 Totall 5 -Yearr $37,725 $5,520,000 $0 $5,557,725 Totall 5 -Yearr $382,468 $275,000 $0 $657,468 7-93 Capitall Improvementss Program Fuell Dispenserr Replacement EVBOM M Fueling g Station This project will fund replacement of fuel dispensers at the East Valley Bus Operations and Maintenance Facility (EVBOM). Existing fuel dispensers are nearing the end of their useful life and need to be replaced by Fiscal Year 2023-2024. If dispensers are not replaced and fail, fueling for first responder and other essential services vehicles may be interrupted. There are two diesel fuel and two unleaded gasoline dispensers, with two hoses per dispenser, that need to be replaced. The estimated design cost is $52,000, replacement cost is $300,000, plus an additional $50,000 for new electrical and instrumentation conduit and wiring. Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Projectt Priority y Type Asset Preservation Projectt Number 6710870 Estimated d Startt 7/1/2023 Estimated d Projectt Costs Total 2022-23 $52,000 2023-24 $350,000 2024-25 $0 2025-26 $0 2026-27 $0 Totall 5 -Yearr $402,000 Funding g Sources General Obligation Bonds Total Operating g Impacts None 2022-23 $52,000 $52,000 2022-23 2023-24 $350,000 $350,000 2023-24 2024-25 $0 $0 2024-25 2025-26 $0 $0 2025-26 2026-27 $0 $0 2026-27 Totall 5 -Yearr $402,000 $402,000 Totall 5 -Yearr Estimated d Completion 6/30/2024 Capitall Improvementss Program Fuell Tankss Replacement Field d Operationss Kiwaniss Park This project will fund removal and replacement of two existing 12,000 gallon underground fuel storage tanks located at Kiwanis Park Maintenance Yard. The tanks will be replaced with above-ground tanks, which have significantly fewer regulatory monitoring and reporting requirements and are considered safer for the environment in the event of a leak. This project will fund a design and the installation of the new tanks and will include removal of the existing tanks, environmental testing, site backfilling and preparation, tank and dispenser installation and installation of protective bollards around the new fuel tanks. A $150,000 budget increase was added to Fiscal Year 2021-2022 as a placeholder to account for the cost of parapet walls or drywells, should engineering review require this addition. Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Projectt Priority y Type Asset Preservation Projectt Number 6708349 Estimated d Startt 1/13/2017 Estimated d Projectt Costs Total 2022-23 $572,611 2023-24 $0 2024-25 $0 2025-26 $0 2026-27 $0 Totall 5 -Yearr $572,611 Funding g Sources General Obligation Bonds Total Operating g Impacts None 2022-23 $572,611 $572,611 2022-23 2023-24 $0 $0 2023-24 2024-25 $0 $0 2024-25 2025-26 $0 $0 2025-26 2026-27 $0 $0 2026-27 Totall 5 -Yearr $572,611 $572,611 Totall 5 -Yearr 7-94 Estimated d Completion 6/30/2022 C apitall Improvementss Program Wastewaterr BioMarkerr Analyticss Program m Infrastructure Variouss Locations This request is for funding to sustain the Wastewater Analytics Program initiated with City Council Innovation funding in 2018. Capital Improvement Program (CIP) funding for sampling site infrastructure will increase the number of collection areas from 8 to 11 and replace temporary equipment. A smaller collection area footprint aids data analysis and efficient deployment of resources by TFMR, Human Services, CARE 7. Associated funding (Operating Budget) provides ongoing staff/contracted services capacity for required sampling frequency access the collection areas. This project includes the construction of nine new permanent wastewater sampling stations. The accompany this capital request, recurring operating costs are also included to eventually reduce or eliminate contracted services by completing sampling with City staff, eventually reducing the total cost to deliver this program. The City of Tempe and the ASU Biodesign Center for Environmental Health Engineering continue to monitor opioid and COVID-19 in wastewater throughout the City and the Town of Guadalupe. Prior to the pandemic, and with critical collaboration with Tempe Fire Medical Rescue, the program team started to examine the unique approach of expanding community level biomarker analysis beyond opioids. Utilizing wastewater samples and the resulting data, city departments and community partners are provided early signals and trends on the dashboard to inform operational strategies to protect public health, first responders and service providers. Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Quality of Life Projectt Priority y Type Public Health and Safety Projectt Number 6710389 Estimated d Startt 9/1/2021 Estimated d Completion 12/31/2023 Estimated d Projectt Costs Total 2022-23 $750,000 2023-24 $0 2024-25 $0 2025-26 $0 2026-27 $0 Totall 5 -Yearr $750,000 g Sources Funding General Obligation Bonds 2022-23 $750,000 2023-24 $0 2024-25 $0 2025-26 $0 2026-27 $0 Totall 5 -Yearr $750,000 Total Operating g Impacts Personnel Services Supplies and Services Capital Outlay Operating Cost Savings Total $750,000 $0 $0 $0 $0 $750,000 2022-23 $229,495 $63,158 $123,129 $0 $415,782 2023-24 $0 $0 $0 -$400,000 -$400,000 2024-25 $0 $0 $0 $0 $0 2025-26 $0 $0 $0 $0 $0 2026-27 $0 $0 $0 $0 $0 Totall 5 -Yearr $229,495 $63,158 $123,129 -$400,000 $15,782 7-95 Park Improvements / Recreation Program FY 2022/23 - FY2026/27 CIP Project Listing New project requests are underlined Project Name Project Number Proposed Funding Source(s) Capital Budget Re-appropriations New 2022-23 Appropriation Request 2022-23 Total Requested Appropriation Additional Projected Needs 2023-24 2024-25 2025-26 2026-27 Total 5-Year Program Aquatics Infrastructure & Equipment Replacement 6304999 General Obligation Bonds 642,262 363,926 1,006,188 540,983 515,000 650,000 275,000 2,987,171 Athletic Field Lighting Systems 6303089 General Obligation Bonds 423,501 1,095,000 1,518,501 1,330,000 520,000 180,000 1,590,000 5,138,501 Bell Butte Management Plan 6309039 General Fund Cash ReserveCIP - - - - 103,200 - - 103,200 Clark Park Pool & Amenities 6310509 General Obligation Bonds 1,129,264 8,600,000 9,729,264 - - - - 9,729,264 Development Impact Fees - 3,816,078 3,816,078 - - - - 3,816,078 1,129,264 12,416,078 13,545,342 - - - - 13,545,342 Project Total Clark Park Improvements 6310519 General Obligation Bonds 80,855 1,390,414 1,471,269 - - - - 1,471,269 Diablo Stadium Complex Baseball Field Renovations 6308639 General Obligation Bonds - 100,000 100,000 100,000 100,000 100,000 100,000 500,000 Diablo Stadium Contractual Improvements 6303009 Implementation of Diablo Stadium Master Plan 6309769 Diablo Stadium Revenue - 47,500 47,500 47,500 47,500 47,500 47,500 237,500 General Obligation Bonds Project Total - 222,500 270,000 222,500 270,000 52,500 100,000 52,500 100,000 52,500 100,000 52,500 100,000 432,500 670,000 General Obligation Bonds 2,052,106 700,000 2,752,106 - - 30,000,000 - 32,752,106 Capital Fund Assigned Funds 10,748,027 - 10,748,027 - - - - 10,748,027 - 150,000 150,000 750,000 - - - 900,000 12,800,133 850,000 13,650,133 750,000 - 30,000,000 - 44,400,133 Development Impact Fees Project Total Implementation of Preserves Management Plan 6308699 General Obligation Bonds 124,347 200,000 324,347 175,000 175,000 175,000 175,000 1,024,347 Implementation of Rio Salado Master Plan 6309909 General Obligation Bonds 199,450 100,000 299,450 100,000 100,000 100,000 100,000 699,450 Development Impact Fees 747,130 - 747,130 - - - - 747,130 Project Total 946,580 100,000 1,046,580 100,000 100,000 100,000 100,000 1,446,580 Indian Bend Wash Repair and Renovation 6308159 General Obligation Bonds 50,778 30,000 80,778 30,000 30,000 30,000 30,000 200,778 Kiwanis Tennis Court Asset Preservation N/A General Obligation Bonds - - - - 125,000 125,000 - 250,000 McClintock Pool Building Renovation 6309919 General Obligation Bonds 116,942 - 116,942 - - - - 116,942 Park Archaeological Monitoring & Mitigation 6310359 General Obligation Bonds 72,141 100,000 172,141 - - - - 172,141 Park Concrete & Sports Court Replacement & Renovation 6305119 General Obligation Bonds 217,656 500,000 717,656 500,000 850,000 720,000 515,000 3,302,656 Park Drainage Infrastructure 6308169 General Obligation Bonds 264,028 50,000 314,028 25,000 25,000 25,000 50,000 439,028 7-96 Park Improvements / Recreation Program FY 2022/23 - FY2026/27 CIP Project Listing New project requests are underlined Project Name Project Number Proposed Funding Source(s) Capital Budget Re-appropriations New 2022-23 Appropriation Request 2022-23 Total Requested Appropriation Additional Projected Needs 2023-24 2024-25 2025-26 2026-27 Total 5-Year Program Park Electrical Repair 6307659 General Obligation Bonds 270,194 125,000 395,194 125,000 125,000 125,000 125,000 895,194 Park Emergency Repairs 6305989 General Obligation Bonds 64,648 100,000 164,648 100,000 100,000 100,000 100,000 564,648 Park Infrastructure and Equipment Replacement 6399829 General Obligation Bonds 178,681 300,000 478,681 230,790 230,000 230,000 435,000 1,604,471 6305999 General Obligation Bonds 209,822 435,000 644,822 450,000 250,000 100,000 660,000 2,104,822 3207019C Water / Wastewater Fund - 40,000 40,000 40,000 40,000 40,000 40,000 200,000 Project Total 209,822 475,000 684,822 490,000 290,000 140,000 700,000 2,304,822 Park Irrigation System Park Lake Improvements 6307629 General Obligation Bonds 60,000 610,000 670,000 525,000 725,000 - - 1,920,000 Park Landscape Renovation & Buffer 6309789 General Obligation Bonds 190,000 165,000 355,000 90,000 190,000 50,000 165,000 850,000 Park Lighting System Replacement & Renovation 6305489 General Obligation Bonds 276,833 300,000 576,833 250,000 250,000 280,000 310,000 1,666,833 Park Playground Infrastructure & Equipment Replacement & Renovation 6305499 General Obligation Bonds 3,350,287 910,000 4,260,287 3,430,000 1,202,866 1,780,000 2,070,000 12,743,153 Park Projects - Impact Fee Funded 6310369 Development Impact Fees 441,619 1,000,000 1,441,619 - - - - 1,441,619 Park Ramadas Replacement 6307639 General Obligation Bonds 404,662 180,000 584,662 175,000 370,000 360,000 620,000 2,109,662 Park Recreational Value Enhancements 6308189 General Obligation Bonds p j Balance 517,987 - 517,987 - - - - 517,987 - 980,000 980,000 130,000 150,000 60,000 180,000 1,500,000 Project Total 517,987 980,000 1,497,987 130,000 150,000 60,000 180,000 2,017,987 6307649 General Obligation Bonds 379,391 210,000 589,391 880,000 175,000 310,000 580,000 2,534,391 6308679 Capital Projects Fund Balance 50,000 - 50,000 - - - - 50,000 Park Restrooms Renovations/Replacement Park Sign Package Study/Design General Fund Cash ReserveCIP 50,000 50,000 - - - - 50,000 Project Total 50,000 50,000 100,000 - - - - 100,000 167,412 425,000 592,412 180,000 350,000 75,000 375,000 1,572,412 Park Sports Field Renovation 6305969 General Obligation Bonds Parks and Recreation Facilities Assessment N/A General Fund Cash ReserveCIP - - - 100,000 - - - 100,000 - 1,000,000 1,000,000 - - - - 1,000,000 303,113 448,000 751,113 422,500 384,000 247,500 247,500 2,052,613 130,195 - 130,195 - - - - 130,195 Parks Improvements Contingency Fund - Grants/Other 6309863 Grants/Other Funding Parks Urban Forest 6309489 Pickleball Courts 6308859 General Obligation Bonds Capital Projects Fund Balance 7-97 Park Improvements / Recreation Program FY 2022/23 - FY2026/27 CIP Project Listing New project requests are underlined Project Name Preserves Management Plan Proposed Funding Source(s) Project Number Capital Projects Fund Balance 6309469 Capital Budget Re-appropriations New 2022-23 Appropriation Request 2022-23 Total Requested Appropriation Additional Projected Needs 2023-24 2024-25 2025-26 Total 5-Year Program 2026-27 150,000 - 150,000 - - - - 150,000 Recreation Emergency Repairs 6310529 General Obligation Bonds 62,218 100,000 162,218 100,000 100,000 100,000 100,000 562,218 Sports Facility Relamping 6309929 General Obligation Bonds 99,543 75,000 174,543 75,000 75,000 75,000 75,000 474,543 24,175,092 24,918,418 49,093,510 10,954,273 7,360,066 36,137,500 9,017,500 112,562,849 14,786 14,786 250,000 250,000 264,786 264,786 250,000 250,000 250,000 250,000 250,000 250,000 250,000 250,000 1,264,786 1,264,786 24,189,878 25,168,418 49,358,296 11,204,273 7,610,066 36,387,500 9,267,500 113,827,635 Park Improvements/Recreation Program Total Financial Services Diablo Stadium Improvement/Repairs Financial Services Program Total Program Total 6308139 General Obligation Bonds 7-98 Capitall Improvementss Program Aquaticss Infrastructure e and d Equipmentt Replacementt Variouss This project will rehabilitate and replace aquatic facility equipment and infrastructure based on life cycle and condition rating to ensure reliable operations. Aquatic facilities include Kiwanis Pool, Escalante Pool, McClintock Pool, splash pads, splash playgrounds and some water fountains. Projects include: FY2022-23: Pool surface at Escalante; Replace pool vacuums at Kiwanis and McClintock; Add recreational feature at Escalante FY2023-24: Color and seal pool decks at Escalante, Kiwanis and McClintock; Replace motors, pumps and chemical controllers at Kiwanis and McClintock; Replace computers, pumps and valves at Cloud Splash Playground FY2024-25: Life cycle replacement of pool equipment FY2025-26: Replace pool eqipment at McClintock, repair deck, replace external fencing FY2026-27 Replace grates in gutter at Escalante;Replace chemical controllers at MCC;Updates and repairs to 6th Street and Mayor's Fountain;Updates and repairs to Clark Pool Quality of Life Projectt Priority y Type Asset Preservation Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed 3.16 Achieve ratings of "Very Satisfied" or "Satisfied" with the "Quality of City recreation, arts, and cultural centers" greater than or equal to the top 10% of the national benchmark cities as measured in the Community Survey. Projectt Number 6304999 Estimated d Startt Ongoing Estimated d Completion Ongoing Estimated d Projectt Costs Total 2022-23 $1,006,188 2023-24 $540,983 2024-25 $515,000 2025-26 $650,000 2026-27 $275,000 Totall 5 -Yearr $2,987,171 Funding g Sources General Obligation Bonds Total Operating g Impacts None 2022-23 $1,006,188 $1,006,188 2022-23 2023-24 $540,983 $540,983 2023-24 2024-25 $515,000 $515,000 2024-25 2025-26 $650,000 $650,000 2025-26 2026-27 $275,000 $275,000 2026-27 Totall 5 -Yearr $2,987,171 $2,987,171 Totall 5 -Yearr Capitall Improvementss Program A thletic c Field d Lighting g Systems Various This project will upgrade and replace athletic field and sport court lighting that is beyond its useful life to ensure lighting is in compliance with Illuminating Engineering Society (I.E.S.) recommendations through the use of LED athletic field and sport court lights. Projects scheduled for completion include: FY 2022-23: Papago basketball, volleyball & ballfield construction; Goodwin soccer construction; Celaya & Waggoner basketball & soccer design; Campbell volleyball design; Connolly & McKemy ballfield design FY 2023-24: Campbell volleyball construction; Celaya & Waggoner soccer & basketball construction; Connolly & McKemy ballfield construction; Kiwanis Fiesta volleyball & basketball design FY 2024-25: Kiwanis Fiesta volleyball & basketball construction FY 2025-26: Redden, Daumler, Palmer, Ehrhardt & Hollis basketball design; Meyer & Mitchell basketball & volleyball design; Indian Bend basketball & tennis design FY 2026-27: Redden, Daumler, Palmer, Ehrhardt & Hollis basketball construction; Meyer & Mitchell basketball & volleyball construction; Indian Bend basketball & tennis construction; Marcos, McClintock, Corona, and Tempe High Schools tennis & racquetball design; Kiwanis Romero volleyball & basketball design; Arredondo, Cole, Joyce & Optimist basketball design; metal halide to LED athletic lighting conversions Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Priority y Type Asset Preservation Projectt Number 6303089 Estimated d Startt Ongoing Estimated d Completion Ongoing Estimated d Projectt Costs Total 2022-23 $1,518,501 2023-24 $1,330,000 2024-25 $520,000 2025-26 $180,000 2026-27 $1,590,000 Totall 5 -Yearr $5,138,501 Funding g Sources General Obligation Bonds Total Operating g Impacts None 2022-23 $1,518,501 $1,518,501 2022-23 2023-24 $1,330,000 $1,330,000 2023-24 2024-25 $520,000 $520,000 2024-25 2025-26 $180,000 $180,000 2025-26 2026-27 $1,590,000 $1,590,000 2026-27 Totall 5 -Yearr $5,138,501 $5,138,501 Totall 5 -Yearr 7-99 Capitall Improvementss Program Belll Butte e Managementt Plan Belll Butte e nearr Broadway y & Priest This project will fund the creation of a management plan for Bell Butte. There are 3 buttes that are locations for water tanks serving the city: Hayden Butte Preserve, Bell Butte, and Papago Preserve Butte. All three are scheduled for tank restoration by Engineering. They are historically and culturally significant, and two hold preserve status. The upcoming Preserves Management Plan will serve as a template for Bell Butte. This plan will analyze the existing site relative to safety, access, history and cultural significance (working with Historic Preservation, SRP-MIC, and other stakeholders), maintenance and care of the native vegetation. Bell Butte is highly visible from the I-10 freeway, and a favored venue for graffiti. The management plan will recommend improvements and the standard of care and use for this area. Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Priority y Type Asset Preservation Projectt Number 6309039 Estimated d Startt 7/1/2024 Estimated d Completion 6/30/2025 Estimated d Projectt Costs Total 2022-23 $0 2023-24 $0 2024-25 $103,200 2025-26 $0 2026-27 $0 Totall 5 -Yearr $103,200 Funding g Sources General Fund Cash Reserve - CIP Total Operating g Impacts None 2022-23 $0 $0 2022-23 2023-24 $0 $0 2023-24 2024-25 $103,200 $103,200 2024-25 2025-26 $0 $0 2025-26 2026-27 $0 $0 2026-27 Totall 5 -Yearr $103,200 $103,200 Totall 5 -Yearr Capitall Improvementss Program Clark k Park k Pooll & Amenities Clark k Park Clark Park has served the community well throughout the years and remains an asset to the surrounding neighborhood, various user groups, recreation program participants and visitors. With the support of City Council, staff engaged the surrounding community to create a conceptual plan in FY 20-21 for various park improvements identified in Parks and Recreation Capital Improvements Plan and the Aquatic Needs Assessment Study including a community pool and center. In August 2021, the Clark Park Improvements design plan efforts began. Staff met with the selected design team led by Dig Studio along with the accessibility, etc. The project team understands the importance of Clark Park to the community and is excited to bring the Clark Park pool and center from concept to construction. Construction is expected to start in Summer 2022 and be completed in Summer 2023. Photo Coming Soon The overall project budget has been increased to accommodate the relocation of aquatics maintenance staff from their current location to Clark Park. The move is being done in conjunction with this project due to an upcoming sale of property where the staff is currently located. Quality of Life Projectt Priority y Type Systems Expansions Primary y City y Councill Priority y and d Performance e Measure e Addressed 3.16 Achieve ratings of "Very Satisfied" or "Satisfied" with the "Quality of City recreation, arts, and cultural centers" greater than or equal to the top 10% of the national benchmark cities as measured in the Community Survey. Projectt Number 6310509 Estimated d Startt 7/1/2021 Estimated d Completion 6/30/2023 Estimated d Projectt Costs Total 2 022-23 $13,545,342 2023-24 $0 2024-25 $0 2025-26 $0 2026-27 $0 Totall 5 -Yearr $13,545,342 g Sources Funding General Olbigation Bonds 2022-23 $9,729,264 2023-24 $0 2024-25 $0 2025-26 $0 2026-27 $0 Totall 5 -Yearr $9,729,264 Development Impact Fees Total O perating g Impacts Personnel Services Supplies and Services Capital Outlay New Revenue Offsets Total $3,816,078 $13,545,342 $0 $0 $0 $0 $0 $0 $0 $0 $3,816,078 $13,545,342 2022-23 $146,755 $22,500 $58,750 $0 $228,005 2023-24 $904,637 $307,250 $2,250 -$50,000 $1,164,137 2024-25 $928,704 $307,250 $2,250 -$50,000 $1,188,204 2025-26 $953,492 $307,250 $2,250 -$50,000 $1,212,992 2026-27 $979,025 $307,250 $2,250 -$50,000 $1,238,525 Totall 5 -Yearr $3,912,613 $1,251,500 $67,750 -$200,000 $5,031,863 7-100 Capitall Improvementss Program Clark k Park k Improvements Clark k Park This project funds the various park infrastructure improvements into one consolidated project, coordinated with the design and construction of the Clark Park Aquatic Facility. Planned park improvements at Clark Park include: playground, ramada, restroom, baseball infield material, basketball and volleyball court lighting, additional trees and landscaping. In conjunction with this project, Tempe's ADA Transition Plan for infrastructure compliance will be addressed. A Parks and Recreation Equity Study planned for completion in 2023 may identify new amenities suitable for addition to Clark Park. Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Priority y Type Asset Preservation Projectt Number 6310519 Estimated d Startt 7/1/2022 Estimated d Completion 12/31/2023 Estimated d Projectt Costs Total 2022-23 $1,471,269 2023-24 $0 2024-25 $0 2025-26 $0 2026-27 $0 Totall 5 -Yearr $1,471,269 Funding g Sources General Obligation Bonds Total Operating g Impacts Supplies and Services Total 2022-23 $1,471,269 $1,471,269 2022-23 $0 $0 2023-24 $0 $0 2023-24 $3,381 $3,381 2024-25 $0 $0 2024-25 $3,381 $3,381 2025-26 $0 $0 2025-26 $3,381 $3,381 2026-27 $0 $0 2026-27 $3,381 $3,381 Totall 5 -Yearr $1,471,269 $1,471,269 Totall 5 -Yearr $13,524 $13,524 Capitall Improvementss Program Diablo o Stadium m Complex x Baseballl Field d Renovations Diablo o Stadium This project will remove the buildup of organic matter in the soil and replace the soil substrate with USGA sand at the main stadium and the other complex baseball fields (7 1/2 fields total); this type of work is recommended to occur every 4 years to provide an adequate playing surface and drainage. Scheduled improvements include 2 field renovations per year. Photo Coming Soon Quality of Life Priority y Type Asset Preservation Primary y City y Councill Priority y and d Performance e Measure e Addressed 3.16 Achieve ratings of "Very Satisfied" or "Satisfied" with the "Quality of City recreation, arts, and cultural centers" greater than or equal to the top 10% of the national benchmark cities as measured in the Community Survey. Projectt Number 6308639 Estimated d Startt 7/1/2017 Estimated d Completion Ongoing Estimated d Projectt Costs Total 2022-23 $100,000 2023-24 $100,000 2024-25 $100,000 2025-26 $100,000 2026-27 $100,000 Totall 5 -Yearr $500,000 Funding g Sources General Obligation Bonds Total Operating g Impacts None 2022-23 $100,000 $100,000 2022-23 2023-24 $100,000 $100,000 2023-24 2024-25 $100,000 $100,000 2024-25 2025-26 $100,000 $100,000 2025-26 2026-27 $100,000 $100,000 2026-27 Totall 5 -Yearr $500,000 $500,000 Totall 5 -Yearr 7-101 Capitall Improvementss Program Diablo o Stadium m Contractuall Improvements Diablo o Stadium This project provides ongoing contractual capital requirements and improvements to the Diablo Stadium Sports Complex. The city is contractually required to address Angelsidentified Stadium and Diablo Complex capital needs annually. Planned projects by year are: FY 2023-24: Windscreen replacement, field renovations, safety upgrades, equipment replacement, A/V upgrades; Angels' requests. FY 2024-25: Stadium pad replacement, netting replacement, safety upgrades, press box/suites carpet replacement; Angels' requests FY 2025-26: Windscreen replacement, artificial turf replacement, Carpet/flooring Photo Coming Soon FY 2026-27: Field Equipment replacement (L-Screens, screens, etc.), Street banner replacement (48th St/Alameda - Angels Way), New and upgraded Stadium Graphics (interior and exterior); Angels requests Quality of Life Priority y Type Asset Preservation Estimated d Projectt Costs Total Primary y City y Councill Priority y and d Performance e Measure e Addressed 3.16 Achieve ratings of "Very Satisfied" or "Satisfied" with the "Quality of City recreation, arts, and cultural centers" greater than or equal to the top 10% of the national benchmark cities as measured in the Community Survey. Projectt Number 6303009 Estimated d Startt Ongoing Estimated d Completion Ongoing 2022-23 $270,000 2023-24 $100,000 2024-25 $100,000 2025-26 $100,000 2026-27 $100,000 Totall 5 -Yearr $670,000 Totall 5 -Yearr Funding g Sources 2022-23 2023-24 2024-25 2025-26 2026-27 Diablo Stadium Revenue $47,500 $47,500 $47,500 $47,500 $47,500 $237,500 General Obligation Bonds $222,500 $52,500 $52,500 $52,500 $52,500 $432,500 $270,000 $100,000 $100,000 $100,000 $100,000 $670,000 2022-23 2023-24 2024-25 2025-26 2026-27 Totall 5 -Yearr Total Operating g Impacts None Capitall Improvementss Program Implementation n off Diablo o Stadium m Masterr Plan Diablo o Stadium m Complex In order to develop a shared vision for the Diablo Stadium Complex to ensure that Diablo Stadium remains an attractive and competitive venue within the Cactus League organization, a master planning effort was undertaken to identify needed improvements and trends in major league baseball that would be implemented over the next 5 years to improve fan experiences and operational efficiencies. In conjunction with this project, Tempe's ADA Transition Plan for infrastructure compliance will be addressed. Scheduled projects include: FY 2022-23: Continue Phase 1 improvements; complete Circulation Feasibility Study; add internal roadway connector (design & construction); field #3 lighting (design) FY 2023-24: Field #3 lighting (construction) FY 2025-26: Phase 2 improvements Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities 3.16 Achieve ratings of "Very Satisfied" or "Satisfied" with the "Quality of City recreation, arts, and cultural centers" greater than or equal to the top 10% of the national benchmark cities as measured in the Community Survey. Priority y Type Asset Preservation Projectt Number 6309769 Estimated d Startt 7/1/2021 Estimated d Completion 6/30/2027 Estimated d Projectt Costs Total 2022-23 $13,650,133 2023-24 $750,000 2024-25 $0 2025-26 $30,000,000 2026-27 $0 Totall 5 -Yearr $44,400,133 Funding g Sources General Obligation Bonds Capital Fund Assigned Funds Development Impact Fees Total Operating g Impacts Supplies and Services Total 2022-23 $2,752,106 $10,748,027 $150,000 $13,650,133 2022-23 $0 $0 2023-24 $0 $0 $750,000 $750,000 2023-24 $3,007 $3,007 2024-25 $0 $0 $0 $0 2024-25 $3,007 $3,007 2025-26 $30,000,000 $0 $0 $30,000,000 2025-26 $3,007 $3,007 2026-27 $0 $0 $0 $0 2026-27 $3,007 $3,007 Totall 5 -Yearr $32,752,106 $10,748,027 $900,000 $44,400,133 Totall 5 -Yearr $12,028 $12,028 7-102 Capitall Improvementss Program Implementation n off Preservess Managementt Plan n Papago o Park k and d Hayden n Butte This project combines Hayden Butte and Papago Preserve Management Plans. Tempe recognizes the immense value of its two desert preserves: Papago and Hayden Butte. Their unique natural, cultural, social, recreational, educational, historic and archaeological resources require proactive stewardship in order to ensure proper, long-term conservation. This project funds the implementation of the joint Preserves Management Plan, once completed, focusing on conservation and connection, further described and prioritized within the management plan, consistent with goals of and informed by the work of Photo Coming Soon improvement of existing trails and trailheads, new signage, revegetation with native plants and the restoration of quality habitat, supporting native biodiversity and abundance. Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Priority y Type Asset Preservation Estimated d Projectt Costs Total Projectt Number 6308699 2022-23 $324,347 Estimated d Startt 7/1/2020 2023-24 $175,000 2024-25 $175,000 Estimated d Completion 6/30/2031 2025-26 $175,000 2026-27 $175,000 Totall 5 -Yearr $1,024,347 Totall 5 -Yearr Funding g Sources 2022-23 2023-24 2024-25 2025-26 2026-27 General Obligation Bonds $324,347 $175,000 $175,000 $175,000 $175,000 $1,024,347 $324,347 $175,000 $175,000 $175,000 $175,000 $1,024,347 2022-23 2023-24 2024-25 2025-26 2026-27 Totall 5 -Yearr Total Operating g Impacts None Capitall Improvementss Program Implementation n off Rio o Salado o Masterr Plan Rio o Salado This project funds a phased implementation of the Rio Salado Park Master Plan beginning in FY21-22, with the development of preliminary design for multiple activity zones on the north side of Rio Salado Park. CIP funds will likely be combined with public private partnership funds to allow for the increased potential for additional recreational amenities. Funding has been identified for future years, following the development of the activity zones, which will more clearly identify potential amenities and their funding needs. Photo Coming Soon Quality of Life Priority y Type Asset Preservation Primary y City y Councill Priority y and d Performance e Measure e Addressed 3.16 Achieve ratings of "Very Satisfied" or "Satisfied" with the "Quality of City recreation, arts, and cultural centers" greater than or equal to the top 10% of the national benchmark cities as measured in the Community Survey. Projectt Number 6309909 Estimated d Startt 7/1/2020 Estimated d Completion 6/30/2030 Estimated d Projectt Costs Total 2022-23 $1,046,580 2023-24 $100,000 2024-25 $100,000 2025-26 $100,000 2026-27 $100,000 Totall 5 -Yearr $1,446,580 Funding g Sources General Obligation Bonds Development Impact Fees Total Operating g Impacts None 2022-23 $299,450 $747,130 $1,046,580 2022-23 2023-24 $100,000 $0 $100,000 2023-24 2024-25 $100,000 $0 $100,000 2024-25 2025-26 $100,000 $0 $100,000 2025-26 2026-27 $100,000 $0 $100,000 2026-27 Totall 5 -Yearr $699,450 $747,130 $1,446,580 Totall 5 -Yearr 7-103 Capitall Improvementss Program Indian n Bend d Wash h Repairr and d Renovation Indian n Bend The purpose of the Indian Bend Wash (IBW) System is to contain local flows and convey them efficiently through the cities of Scottsdale and Tempe and into the Salt River. The City of Tempe is required to provide maintenance of the IBW associated with the habitat improvements in accordance with an agreement with the Flood Control District (FCD) of Maricopa County. Each year the FCD inspects the Indian Bend Wash Outlet and provides a written inspection report to the city identifying needed repairs. This project will fund the ongoing repairs needed to fulfill the City's agreement to maintain the Indian Bend Wash, including the removal of deep rooted and other woody vegetation within the riprap and restoration of levee per Flood Control District specifications; back filling of tunnels created by wildlife and cracks in the levee; repair of missing bricks and wall caps on floodwalls; removal of any debris that has the potential of limiting the flood control capacity of this reach of the wash; and any miscellaneous infrastructure repairs and replacement, including those to the pump infrastructure, pond edge, pathways and vegetation. Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Priority y Type Asset Preservation Projectt Number 6308159 Estimated d Startt Ongoing Estimated d Projectt Costs Total 2022-23 $80,778 2023-24 $30,000 2024-25 $30,000 2025-26 $30,000 2026-27 $30,000 Totall 5 -Yearr $200,778 Funding g Sources General Obligation Bonds Total Operating g Impacts None 2022-23 $80,778 $80,778 2022-23 2023-24 $30,000 $30,000 2023-24 2024-25 $30,000 $30,000 2024-25 2025-26 $30,000 $30,000 2025-26 2026-27 $30,000 $30,000 2026-27 Totall 5 -Yearr $200,778 $200,778 Totall 5 -Yearr Estimated d Completion Ongoing Capitall Improvementss Program Kiwaniss Tenniss Centerr Assett Preservation Kiwaniss Park The Kiwanis Tennis Center (KTC) was built in 1975 and the tennis courts were renovated in 2018. This project will rehabilitate and replace court equipment and infratsructure to ensure the health and safety of partcipants and audiences and the continued successes and growth of the tennis program. FY2024-25: Life cycyle replacement of teaching equipment, nets, and windscreens. FY2025-26: Life cycle replacement, repair and update of 16 tennis courts Photo Coming Soon Quality of Life Projectt Priority y Type Asset Preservation Primary y City y Councill Priority y and d Performance e Measure e Addressed 3.16 Achieve ratings of "Very Satisfied" or "Satisfied" with the "Quality of City recreation, arts, and cultural centers" greater than or equal to the top 10% of the national benchmark cities as measured in the Community Survey. Projectt Number N/A Estimated d Startt 7/1/2024 Estimated d Completion ongoing Estimated d Projectt Costs Total 2022-23 $0 2023-24 $0 2024-25 $125,000 2025-26 $125,000 2026-27 $0 Totall 5 -Yearr $250,000 Funding g Sources General Obligation Bonds Total Operating g Impacts None 2022-23 $0 $0 2022-23 2023-24 $0 $0 2023-24 2024-25 $125,000 $125,000 2024-25 2025-26 $125,000 $125,000 2025-26 2026-27 $0 $0 2026-27 Totall 5 -Yearr $250,000 $250,000 Totall 5 -Yearr 7-104 Capitall Improvementss Program M cClintock k Pooll Building g Renovation 1830 0 E.. Dell Rio o Drive This project renovated the existing pool building at McClintock Pool. The project is substantially complete. Remaining funds are being reappropriated to cover any upcoming and/or unforeseen repairs or issues that are not covered via warranty. This project will be closed out next year when warranties expire. Photo Coming Soon Quality of Life Projectt Priority y Type Customer Enhancements Primary y City y Councill Priority y and d Performance e Measure e Addressed 3.16 Achieve ratings of "Very Satisfied" or "Satisfied" with the "Quality of City recreation, arts, and cultural centers" greater than or equal to the top 10% of the national benchmark cities as measured in the Community Survey. Projectt Number 6309919 Estimated d Startt 7/1/2019 Estimated d Projectt Costs Total 2022-23 $116,942 2023-24 $0 2024-25 $0 2025-26 $0 2026-27 $0 Totall 5 -Yearr $116,942 Funding g Sources General Obligation Bonds Total Operating g Impacts None 2022-23 $116,942 $116,942 2022-23 2023-24 $0 $0 2023-24 2024-25 $0 $0 2024-25 2025-26 $0 $0 2025-26 2026-27 $0 $0 2026-27 Totall 5 -Yearr $116,942 $116,942 Totall 5 -Yearr Estimated d Completion 4/1/2023 Capitall Improvementss Program Park k Archaeologicall Monitoring g & Mitigation Various The Parks and Recreation Division currently has several projects underway and planned that have been identified as needing archeological monitoring and possible archeological mitigation. Given the unknowns related to the archeological process and difficulties in calculating costs, this project provides funding for unforeseen expenses related to historical and archaeological studies and potential remediation for all Parks and Recreation capital improvement projects. Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Priority y Type Asset Preservation Projectt Number 6310359 Estimated d Startt 7/1/2021 Estimated d Projectt Costs Total 2022-23 $172,141 2023-24 $0 2024-25 $0 2025-26 $0 2026-27 $0 Totall 5 -Yearr $172,141 Funding g Sources General Obligation Bonds Total Operating g Impacts None 2022-23 $172,141 $172,141 2022-23 2023-24 $0 $0 2023-24 2024-25 $0 $0 2024-25 2025-26 $0 $0 2025-26 2026-27 $0 $0 2026-27 Totall 5 -Yearr $172,141 $172,141 Totall 5 -Yearr 7-105 Estimated d Completion Ongoing Capitall Improvementss Program Park k Concrete e and d Sportss Courtt Replacementt and d Renovation Various This project funds the regular replacement or resurfacing of park basketball courts, tennis/pickleball courts, plazas, and other park concrete related infrastructure. This project also funds general sidewalk repairs and necessary corrections to the deficiencies listed in the ADA survey. Scheduled improvements include: FY 2022-23 Kiwanis Sister Cities design; General sidewalk repairs, ADA corrections and sport court resurfacing FY 2023-24: Kiwanis Ballfield Plaza design; General sidewalk repairs, ADA corrections and sport court resurfacing FY 2024-25: Kiwanis Sister Cities construction; General sidewalk repairs, ADA corrections and sport court resurfacing FY 2025-26: Kiwanis Ballfield Plaza construction Kiwanis Lake sidewalk design; General sidewalk repairs, ADA corrections and sport court resurfacing FY 2026-27: 6th Street Park concrete construction (no design); General sidewalk repairs, ADA corrections and sport court resurfacing Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Priority y Type Asset Preservation Projectt Number 6305119 Estimated d Startt Ongoing Estimated d Completion Ongoing Estimated d Projectt Costs Total 2022-23 $717,656 2023-24 $500,000 2024-25 $850,000 2025-26 $720,000 2026-27 $515,000 Totall 5 -Yearr $3,302,656 Funding g Sources General Obligation Bonds Total Operating g Impacts None 2022-23 $717,656 $717,656 2022-23 2023-24 $500,000 $500,000 2023-24 2024-25 $850,000 $850,000 2024-25 2025-26 $720,000 $720,000 2025-26 2026-27 $515,000 $515,000 2026-27 Totall 5 -Yearr $3,302,656 $3,302,656 Totall 5 -Yearr Capitall Improvementss Program Park k Drainage e Infrastructure Various There are over 200 storm structures throughout the park system, which are part of a larger drainage and storm drain system. In some parks there is infrastructure related to drainage from streets into parks or on-site drainage at the parks such as bubbler boxes and dry wells. Several parks are having issues associated with the drainage of water including bubbler boxes backing up and slow draining retention basins. Additionally, turf in detention parks and flood irrigated areas drain slowly. This project will fund solutions to the drainage issues in neighborhood and community parks. Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Priority y Type Asset Preservation Projectt Number 6308169 Estimated d Startt 7/1/2017 Estimated d Completion Ongoing Estimated d Projectt Costs Total 2022-23 $314,028 2023-24 $25,000 2024-25 $25,000 2025-26 $25,000 2026-27 $50,000 Totall 5 -Yearr $439,028 Funding g Sources General Obligation Bonds Total Operating g Impacts Supplies and Services Total 2022-23 $314,028 $314,028 2022-23 $1,600 $1,600 2023-24 $25,000 $25,000 2023-24 $1,600 $1,600 2024-25 $25,000 $25,000 2024-25 $1,600 $1,600 2025-26 $25,000 $25,000 2025-26 $1,600 $1,600 2026-27 $50,000 $50,000 2026-27 $1,600 $1,600 Totall 5 -Yearr $439,028 $439,028 Totall 5 -Yearr $8,000 $8,000 7-106 Capitall Improvementss Program Park k Electricall Repair Various This project funds the repair and replacement of service entry sections (SES) identified in the most recent ARC Flash Studies and funds the next study in FY 2026. Additionally, many sport lighting and area light timers are beyond their useful life, requiring replacement to newer and more efficient models. Finally, as underground electrical infrastructure continues to age, new wire and conduit pathways need to be added to existing electrical systems. Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Priority y Type Asset Preservation Projectt Number 6307659 Estimated d Startt Ongoing Estimated d Completion Ongoing Estimated d Projectt Costs Total 2022-23 $395,194 2023-24 $125,000 2024-25 $125,000 2025-26 $125,000 2026-27 $125,000 Totall 5 -Yearr $895,194 Funding g Sources General Obligation Bonds Total Operating g Impacts None 2022-23 $395,194 $395,194 2022-23 2023-24 $125,000 $125,000 2023-24 2024-25 $125,000 $125,000 2024-25 2025-26 $125,000 $125,000 2025-26 2026-27 $125,000 $125,000 2026-27 Totall 5 -Yearr $895,194 $895,194 Totall 5 -Yearr Capitall Improvementss Program Park k Emergency y Repairs Various Each year due to the age of our facilities, weather, and other unforeseen incidences, there are unscheduled infrastructure failures requiring repair. Even with a program of regular infrastructure replacements there will be some failure(s) or demands which cannot wait for their scheduled replacement. This project creates funding to address the unexpected infrastructure failures, public health and safety issues, and/or contractual obligations. In recent years due to an aging parks and recreation facility system, a series of emergency and/or unexpected infrastructure repairs and replacements has been required. Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Priority y Type Asset Preservation Projectt Number 6305989 Estimated d Startt Ongoing Estimated d Completion Ongoing Estimated d Projectt Costs Total 2022-23 $164,648 2023-24 $100,000 2024-25 $100,000 2025-26 $100,000 2026-27 $100,000 Totall 5 -Yearr $564,648 Funding g Sources General Obligation Bonds Total Operating g Impacts None 2022-23 $164,648 $164,648 2022-23 2023-24 $100,000 $100,000 2023-24 2024-25 $100,000 $100,000 2024-25 2025-26 $100,000 $100,000 2025-26 2026-27 $100,000 $100,000 2026-27 Totall 5 -Yearr $564,648 $564,648 Totall 5 -Yearr 7-107 Capitall Improvementss Program Park k Infrastructure/Equipmentt Replacement Various This project funds the replacement of picnic tables/equipment, benches, trash & recycle receptacles, drinking fountains, backstops, fencing, soccer goals, signage, sand, rubber safety surfacing maintenance and repair, etc. in the City's parks. Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Priority y Type Asset Preservation Projectt Number 6399829 Estimated d Startt Ongoing Estimated d Completion Ongoing Estimated d Projectt Costs Total 2022-23 $478,681 2023-24 $230,790 2024-25 $230,000 2025-26 $230,000 2026-27 $435,000 Totall 5 -Yearr $1,604,471 Funding g Sources General Obligation Bonds Total Operating g Impacts None 2022-23 $478,681 $478,681 2022-23 2023-24 $230,790 $230,790 2023-24 2024-25 $230,000 $230,000 2024-25 2025-26 $230,000 $230,000 2025-26 2026-27 $435,000 $435,000 2026-27 Totall 5 -Yearr $1,604,471 $1,604,471 Totall 5 -Yearr C apitall Improvementss Program Park k Irrigation n Systems Various Tempe maintains living infrastructure in city parks and sports complexes including trees, shrubs, groundcovers, and turf through multiple irrigation methods, including flood, drip, bubbler and spray heads. Much of the irrigation infrastructure has extended beyond its useful life. This project funds modifications and replacements of irrigation systems components, and where possible, will be combined with other existing CIP projects, such as playground and sport field renovations, in order to maximize benefits and minimize park impacts. This project will also fund the full conversion of irrigation controllers, including the installation of flow meters and master valves, in order to efficiently and effectively manage irrigation. Scheduled projects include: Photo Coming Soon FY 2022-23: Selleh Park (construction), Campbell and Benedict Sports Complex (design); Kiwanis pump station (design); new irrigation controllers FY 2023-24: Benedict Sports Complex (construction), Kiwanis pump station (construction); new irrigation controllers FY 2024-25: Benedict Sports Complex (construction); new irrigation controllers FY 2025-26: New irrigation controllers FY 2026-27: Tempe Sports Complex (design); new irrigation controllers Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Priority y Type Asset Preservation Estimated d Projectt Costs Total g Sources Funding General Obligation Bonds Water/Wastewater Fund Total Operating g Impacts Supplies and Services Total Projectt Number 6305999 2022-23 $684,822 Estimated d Startt Ongoing 2023-24 $490,000 2024-25 $290,000 2025-26 $140,000 Estimated d Completion Ongoing 2026-27 $700,000 Totall 5 -Yearr $2,304,822 2022-23 2023-24 2024-25 2025-26 2026-27 Totall 5 -Yearr $644,822 $40,000 $450,000 $40,000 $250,000 $40,000 $100,000 $40,000 $660,000 $40,000 $2,104,822 $200,000 $684,822 2022-23 $2,000 $2,000 $490,000 2023-24 $4,000 $4,000 $290,000 2024-25 $6,000 $6,000 $140,000 2025-26 $8,000 $8,000 $700,000 2026-27 $10,000 $10,000 $ 2,304,822 Totall 5 -Yearr $30,000 $30,000 7-108 Capitall Improvementss Program Park k Lake e Improvements Various Within the 6 parks (Hallman Park, Selleh Park, Kiwanis Park, Papago South, Indian Bend Habitat Ponds and Tempe Town Lake), Tempe maintains the lake edge, boating infrastructure and requires periodic dredging of the lakes. Erosion of the lake edge results in an unstable ground surrounding the water. This project will fund the reconstruction of eroded lake edges to prevent further erosion, line lakes to improve water retention, and add elements to improve water quality. Scheduled projects include: Photo Coming Soon FY 2022-23: Selleh lake edge, bottom & aeration system construction; Papago lake water source and Hallman lake edge, bottom & aeration system design FY 2023-24: Hallman lake edge, bottom & aeration system phased construction FY 2024-25 Papago lake water source construction; Hallman lake edge, bottom, and aeration system phased construction Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Priority y Type Asset Preservation Projectt Number 6307629 Estimated d Startt Ongoing Estimated d Completion Ongoing Estimated d Projectt Costs Total 2022-23 $670,000 2023-24 $525,000 2024-25 $725,000 2025-26 $0 2026-27 $0 Totall 5 -Yearr $1,920,000 Funding g Sources General Obligation Bonds Total Operating g Impacts None 2022-23 $670,000 $670,000 2022-23 2023-24 $525,000 $525,000 2023-24 2024-25 $725,000 $725,000 2024-25 2025-26 $0 $0 2025-26 2026-27 $0 $0 2026-27 Totall 5 -Yearr $1,920,000 $1,920,000 Totall 5 -Yearr Capitall Improvementss Program Park k Landscape e Renovation n & Buffer Various concrete headers, groundcover, and drip irrigation. Much of this infrastructure has extended beyond its useful life and needs to be renovated. Additionally, many parks border residential walls with sprinkled turf; these areas also include park assets, such as SES cabinets and irrigation controllers that are within turf areas. This project will fund moving sprinkler heads away from walls, along with installing a concrete header and decomposed granite buffers between parks and residential walls; these changes will increase the life of park assets and reduce irrigation overspray onto private property. Costs will include irrigation modifications, as well as decomposed granite and concrete header installation. Photo Coming Soon The following projects will be completed: FY 2022-23: Creamery landscape buffer and landscape renovation; Scudder and Goodwin landscape buffers FY 2023-24: Campbell and Optimist landscape buffers FY 2024-25: Celaya and Gaicki landscape buffer and landscape renovation FY 2026-27: Petersen curbing, irrigation adjustments and landscape buffer Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Priority y Type Asset Preservation Projectt Number 6309789 Estimated d Startt Ongoing Estimated d Completion Ongoing Estimated d Projectt Costs Total 2022-23 $355,000 2023-24 $90,000 2024-25 $190,000 2025-26 $50,000 2026-27 $165,000 Totall 5 -Yearr $850,000 Funding g Sources General Obligation Bonds Total Operating g Impacts None 2022-23 $355,000 $355,000 2022-23 2023-24 $90,000 $90,000 2023-24 2024-25 $190,000 $190,000 2024-25 2025-26 $50,000 $50,000 2025-26 2026-27 $165,000 $165,000 2026-27 Totall 5 -Yearr $850,000 $850,000 Totall 5 -Yearr 7-109 Capitall Improvementss Program Park k Lighting g System m Replacementt & Renovation Various This project provides for the continued funding for establishing the re-lamping of area and security light fixtures in city parks with LEDs and for light pole replacement in city parks. There are more than 3,000 light poles providing area and security lighting in city parks with an approximate life cycle for the lamps of 5 years (note: this is different from the very specialized sports field lighting in a different CIP). This project will proactively re-lamp area lights with LED based on a condition assessment matrix and existing projects. This project has been accelerated to achieve full conversion by the end of FY 2023. Benefits of LED lights include a longer life cycle, reduced energy use compared to High Pressure Sodium (HPS) lights, and reduced maintenance and utility costs. Funding will also be utilized to begin replacing light poles identified in the FY19/20 light pole study. Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Priority y Type Asset Preservation Projectt Number 6305489 Estimated d Startt Ongoing Estimated d Completion Ongoing Estimated d Projectt Costs Total 2022-23 $576,833 2023-24 $250,000 2024-25 $250,000 2025-26 $280,000 2026-27 $310,000 Totall 5 -Yearr $1,666,833 Funding g Sources General Obligation Bonds Total Operating g Impacts None 2022-23 $576,833 $576,833 2022-23 2023-24 $250,000 $250,000 2023-24 2024-25 $250,000 $250,000 2024-25 2025-26 $280,000 $280,000 2025-26 2026-27 $310,000 $310,000 2026-27 Totall 5 -Yearr $1,666,833 $1,666,833 Totall 5 -Yearr Capitall Improvementss Program Park k Playground d Infrastructure e & Equipmentt Replacementt & Renovation Various This project funds the complete replacement of all equipment and safety surfacing in an average of 2-3 park playgrounds per year. Each playground is brought into compliance with current Consumer Products Safety Commission (CPSC), American Society for Testing and Materials (ASTM) and American with Disabilities Act (ADA) guidelines, standards and law. Playgrounds will also include rubber safety surfacing and other elements that match Tempe's recreational value standard, including equipment that meets inclusivity index compliance will be implemented. This project will consist of the following playground updates: Photo Coming Soon FY 2022-23: Creamery (construction) and Campbell and Waggoner (design) FY 2023-24: Kiwanis North, Campbell and Waggoner (construction); Optimist (minor) FY 2024-25: Daley (design); Joyce (minor) FY 2025-26: Daley (construction); Jaycee (minor), Papago North and South (design) FY 2026-27: Papago North (construction);Kiwanis Romero (design) Funding in FY 2019-20 thru FY 2023-24 has been included to hire a temporary project manager. Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Priority y Type Asset Preservation Projectt Number 6305499 Estimated d Startt Ongoing Estimated d Completion Ongoing Estimated d Projectt Costs Total 2022-23 $4,260,287 2023-24 $3,430,000 2024-25 $1,202,866 2025-26 $1,780,000 2026-27 $2,070,000 Totall 5 -Yearr $12,743,153 Funding g Sources General Obligation Bonds Total Operating g Impacts Supplies and Services Total 2022-23 $4,260,287 $4,260,287 2022-23 $3,381 $3,381 2023-24 $3,430,000 $3,430,000 2023-24 $13,524 $13,524 2024-25 $1,202,866 $1,202,866 2024-25 $13,524 $13,524 2025-26 $1,780,000 $1,780,000 2025-26 $16,905 $16,905 2026-27 $2,070,000 $2,070,000 2026-27 $20,286 $20,286 Totall 5 -Yearr $12,743,153 $12,743,153 Totall 5 -Yearr $67,620 $67,620 7-110 Capitall Improvementss Program Park k Projects-Impactt Fee e Funded Various share of infrastructure costs and are used to construct system improvements needed to accommodate new development. In the Parks and Recreation category, several types of park improvement projects are eligible to be funded with development impact fees as identified in a 2021 development fee study. These include installation of new lighting, adding sport courts and dog parks, and other projects that expand the capacity for park utilization. Projects defined in the Parks and Recreation Master Plan to maintain level of service as population increases may also be eligible for impact fee funding; an equity study is currently underway to determine the most suitable project locations. This project authorizes spending authority for eligible projects, as they are determined through staff and public input, and uses impact fees as the funding source. Quality of Life Priority y Type Systems Expansions Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed 3.16 Achieve ratings of "Very Satisfied" or "Satisfied" with the "Quality of City recreation, arts, and cultural centers" greater than or equal to the top 10% of the national benchmark cities as measured in the Community Survey. Projectt Number 6310369 Estimated d Startt 7/1/2021 Estimated d Completion Ongoing Estimated d Projectt Costs Total 2022-23 $1,441,619 2023-24 $0 2024-25 $0 2025-26 $0 2026-27 $0 Totall 5 -Yearr $1,441,619 Funding g Sources Development Impact Fees Total g Impacts Operating Supplies and Services Total 2022-23 $1,441,619 $1,441,619 2022-23 $3,007 $3,007 2023-24 $0 $0 2023-24 $3,007 $3,007 2024-25 $0 $0 2024-25 $3,007 $3,007 2025-26 $0 $0 2025-26 $3,007 $3,007 2026-27 $0 $0 2026-27 $3,007 $3,007 Totall 5 -Yearr $1,441,619 $1,441,619 Totall 5 -Yearr $15,035 $15,035 Capitall Improvementss Program Park k Ramadass Replacement Various Tempe maintains ramadas in neighborhood and community parks. This CIP will replace/renovate ramadas to ensure they are safe, accessible and in good working condition. It funds the full replacement (including design) or minor renovation of park ramadas based on a life cycle or condition rating. Additionally, projects are scheduled in conjunction with identified playground renovations, in order to minimize park impact. In will be implemented. Scheduled replacement or minor renovations include the following parks: Photo Coming Soon FY 2022-23: Hudson and Creamery (renovations); Campbell (design) FY 2023-24: Campbell (construction); Indian Bend Wash (renovation) FY 2024-25: Jaycee (design) Esquer, Papago South, Joyce, Gaiki (renovations) FY 2025-26: Jaycee (construction); Kiwanis Fishing Ramadas (design) FY 2026-27: Kiwanis Fishing ramadas (construction); Kiwanis Lake ramadas, 6th St. Park, Tempe Beach Park (renovations), Kiwanis Fiesta and Romero (design) Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Priority y Type Asset Preservation Projectt Number 6307639 Estimated d Startt Ongoing Estimated d Completion Ongoing Estimated d Projectt Costs Total 2022-23 $584,662 2023-24 $175,000 2024-25 $370,000 2025-26 $360,000 2026-27 $620,000 Totall 5 -Yearr $2,109,662 Funding g Sources General Obligation Bonds Total Operating g Impacts None 2022-23 $584,662 $584,662 2022-23 2023-24 $175,000 $175,000 2023-24 2024-25 $370,000 $370,000 2024-25 2025-26 $360,000 $360,000 2025-26 2026-27 $620,000 $620,000 2026-27 Totall 5 -Yearr $2,109,662 $2,109,662 Totall 5 -Yearr 7-111 Capitall Improvementss Program Park k Recreationall Value Various This project will fund park improvements to bring city parks up to the base "recreational value" standard, as determined by existing amenities in the park. Methodology addresses infrastructure compliance. Base amenities consist of playgrounds (full rubber surfacing, shade structure, single structure, individual elements, and inclusive equipment), shaded picnic areas, trees and miscellaneous site furnishings (benches, waste and recycling containers, etc.). This project also funds enhancements such as benches, bleachers, dugout windscreens, scoreboards, safety netting and shade canopies for the most popular and highly used sports fields and courts. This project has been accelerated to be completed by the end of FY 2026. Scheduled projects include: FY 2022-23: Alegre, Svob, Selleh, Scudder and Goodwin ramadas (construction); Alegre, Escalante, Goodwin, Hudson and Kiwanis Fiesta playgrounds (minor); Optimist, Cole, Rotary and Waggoner ramadas (design) FY 2023-24: Optimist, Cole, Rotary, Waggoner ramadas (construction); Cole and Rotary playgrounds (minor); Stroud ramada (design) FY 2024-25: Stroud ramada (construction); Esquer , Harelson, Stroud playgrounds (minor); foul ball safety netting FY 2025-26: Papago South playgrounds (minor); foul ball safety netting Quality of Life Priority y Type Customer Enhancements Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed 3.16 Achieve ratings of "Very Satisfied" or "Satisfied" with the "Quality of City recreation, arts, and cultural centers" greater than or equal to the top 10% of the national benchmark cities as measured in the Community Survey. Projectt Number 6308189 Estimated d Startt Ongoing Estimated d Completion Ongoing Estimated d Projectt Costs Total 2022-23 $1,497,987 2023-24 $130,000 2024-25 $150,000 2025-26 $60,000 2026-27 $180,000 Totall 5 -Yearr $2,017,987 Funding g Sources General Obligation Bonds Capital Projects Fund Balance Total g Impacts Operating Supplies and Services Capital Outlay Total 2022-23 $517,987 $980,000 $1,497,987 2022-23 $15,998 $21,000 $36,998 2023-24 $0 $130,000 $130,000 2023-24 $22,568 $0 $22,568 2024-25 $0 $150,000 $150,000 2024-25 $23,882 $0 $23,882 2025-26 $0 $60,000 $60,000 2025-26 $23,882 $0 $23,882 2026-27 $0 $180,000 $180,000 2026-27 $23,882 $0 $23,882 Totall 5 -Yearr $517,987 $1,500,000 $2,017,987 Totall 5 -Yearr $110,212 $21,000 $131,212 Capitall Improvementss Program Park k Restroomss Renovations/Replacement Various This project funds full restroom replacements and partial renovations. Restrooms undergoing full replacements require design and will generally be rebuilt in the same location and only relocated when necessary and practical. This CIP will replace/renovate restrooms to ensure they are safe, accessible and in good working condition. In will be implemented. Scheduled projects include: FY 2022-23: Jaycee, Selleh and Hollis (partials) FY 2023-24: Kiwanis Fiesta, Sister Cities and South Lake (partials); Kiwanis North and Concession (construction) FY 2024-25: Daley and Hudson (partials); Connolly and McKemy (design) FY 2025-26: McKemy (construction) FY 2026-27: Connolly (construction); Papago N, TSC Dawson, Skate, Soccer (partials), Kiwanis Romero (design) Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Priority y Type Asset Preservation Projectt Number 6307649 Estimated d Startt Ongoing Estimated d Completion Ongoing Estimated d Projectt Costs Total 2022-23 $589,391 2023-24 $880,000 2024-25 $175,000 2025-26 $310,000 2026-27 $580,000 Totall 5 -Yearr $2,534,391 Funding g Sources General Obligation Bonds Total Operating g Impacts Supplies and Services Total 2022-23 $589,391 $589,391 2022-23 $3,973 $3,973 2023-24 $880,000 $880,000 2023-24 $3,973 $3,973 2024-25 $175,000 $175,000 2024-25 $3,973 $3,973 2025-26 $310,000 $310,000 2025-26 $9,423 $9,423 2026-27 $580,000 $580,000 2026-27 $9,423 $9,423 Totall 5 -Yearr $2,534,391 $2,534,391 Totall 5 -Yearr $30,765 $30,765 7-112 Capitall Improvementss Program Park k Sign n Package e Study/Design Various This project funds a study and the design for neighborhood and community park signage, which is currently in need of structural, aesthetic and informational updates and improvements. The study and subsequent design will address the following: concrete monument markers, parks rules and regulations signs, educational signs, and wayfinding signs (including accessibility features where applicable). The study/design effort will be broken down into two separate phases; phase 1 will inlcude concrete monument markers only, which started in FY22. The construction and installation of signs will be funded through the asset specific Park Infrastructure/Equipment Replacement CIP project. Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Priority y Type Asset Preservation Estimated d Projectt Costs Total Projectt Number 6308679 Estimated d Startt 7/1/2021 Estimated d Completion 6/30/2023 2022-23 $100,000 2023-24 $0 2024-25 $0 2025-26 $0 2026-27 $0 Totall 5 -Yearr $100,000 Funding g Sources 2022-23 2023-24 2024-25 2025-26 2026-27 Totall 5 -Yearr Capital Projects Fund Balance $50,000 $0 $0 $0 $0 $50,000 General Fund Cash Reserve - CIP $50,000 $0 $0 $0 $0 $50,000 $100,000 $0 $0 $0 $0 $100,000 2022-23 2023-24 2024-25 2025-26 2026-27 Totall 5 -Yearr Total Operating g Impacts None Capitall Improvementss Program Park k Sportss Field d Renovation Various The city has 27 ballfields and 40 soccer fields in neighborhood parks, community parks, regional parks and sports complexes. This project will fund softball and baseball infield renovations by removing existing infield material and warning track mix, laser level, spike, roll and replace with a product that is dust free and allows play to continue very quickly even after rain. The replacement infield material and warning track mix will last approximately 5-10 years and requires less maintenance. Soccer fields renovations include aerification, leveled sand, new sprinkler heads, fertilization and sod or hydro-stolons, where necessary. Scheduled projects include: FY 2022-23: Tempe Sports Complex (3 soccer); Clark (ballfield); Neighborhood and Community Park soccer and ballfield renovations FY 2023-24: Benedict (2 soccer); Jaycee (ballfield); Neighborhood and Community Park soccer and ballfield renovations FY 2024-25: Benedict (2 soccer); Tempe Beach Park (ballfield); Neighborhood and Community Park soccer and ballfield renovations FY 2025-26: Neighborhood and Community Park soccer and ballfield renovations FY 2026-27: Tempe Sports Complex (3 soccer); Kiwanis (4 soccer); Palmer (ballfield); Neighborhood and Community Park soccer renovations Quality of Life Priority y Type Asset Preservation Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed 3.16 Achieve ratings of "Very Satisfied" or "Satisfied" with the "Quality of City recreation, arts, and cultural centers" greater than or equal to the top 10% of the national benchmark cities as measured in the Community Survey. Projectt Number 6305969 Estimated d Startt Ongoing Estimated d Completion Ongoing Estimated d Projectt Costs Total 2022-23 $592,412 2023-24 $180,000 2024-25 $350,000 2025-26 $75,000 2026-27 $375,000 Totall 5 -Yearr $1,572,412 Funding g Sources General Obligation Bonds Total g Impacts Operating Supplies and Services Total 2022-23 $592,412 $592,412 2022-23 $5,375 $5,375 2023-24 $180,000 $180,000 2023-24 $10,750 $10,750 2024-25 $350,000 $350,000 2024-25 $16,125 $16,125 2025-26 $75,000 $75,000 2025-26 $16,125 $16,125 2026-27 $375,000 $375,000 2026-27 $21,500 $21,500 Totall 5 -Yearr $1,572,412 $1,572,412 Totall 5 -Yearr $69,875 $69,875 7-113 Capitall Improvementss Program Recreation n Facilitiess Assessment Varies The Parks and Recreation Facilities Assessment will provide a comprehensive, professional facilities condition and needs assessment. The results of this analysis will be combined with the recommendations from the 2019 Makers Facilities Master Plan and the Parks and Recreation Equity Study (anticipated completion in early 2023) to prioritize capital improvements across Parks and Recreation facilities. The results will also assist with maintenance requirements and the allocation of operating budgets that respond to the identified Parks & Recreation Master Plan strategies. Knowing the location, distribution, and quality of parks and recreation facilities will assist staff in developing more effective programs for encouraging community health and wellbeing. Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Sustainable Growth & 4.14 Achieve an average Facilities Condition Index (FCI) less than or equal to the national Development benchmark standards. Projectt Priority y Type Asset Preservation Projectt Number New Estimated d Startt 7/1/2023 Estimated d Projectt Costs Total 2022-23 $0 2023-24 $100,000 2024-25 $0 2025-26 $0 2026-27 $0 Totall 5 -Yearr $100,000 Funding g Sources General Fund Cash Reserve - CIP Total Operating g Impacts None 2022-23 $0 $0 2022-23 2023-24 $100,000 $100,000 2023-24 2024-25 $0 $0 2024-25 2025-26 $0 $0 2025-26 2026-27 $0 $0 2026-27 Totall 5 -Yearr $100,000 $100,000 Totall 5 -Yearr Estimated d Completion 7/1/2024 Capitall Improvementss Program Parkss Improvements-Contingency y Fund-Grants/Other Various This CIP creates spending authority for grants and other funding that are received midyear. Projects will be based on an asset management, best practices approach to ensure that the most critical elements, using condition rating spread throughout the entire park system, take priority. Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Priority y Type Asset Preservation Estimated d Projectt Costs Total Funding g Sources Grants/Other Funding Total Operating g Impacts None Projectt Number 6309863 Estimated d Startt Ongoing Estimated d Completion Ongoing 2022-23 $1,000,000 2023-24 $0 2024-25 $0 2025-26 $0 2026-27 $0 Totall 5 -Yearr $1,000,000 Totall 5 -Yearr 2022-23 2023-24 2024-25 2025-26 2026-27 $1,000,000 $0 $0 $0 $0 $1,000,000 $1,000,000 $0 $0 $0 $0 $1,000,000 2022-23 2023-24 2024-25 2025-26 2026-27 Totall 5 -Yearr 7-114 Capitall Improvementss Program Parkss Urban n Forest Various This project funds new trees in neighborhood, community parks and regional parks, as well as sports complexes, to implement the municipal portion of the Urban Forest Master Plan's 25% tree and shade canopy coverage performance measure. Where possible, tree planting projects will occur in conjunction with other projects such as playground, ramada, or irrigation renovations. Tree amounts will initially be planted to 75% of the 25 trees per acre strategy first; a second planting will be planned to reach the final 25%, ensuring tree plantings are adequately spaced to provide a diverse age range of trees; in rare cases, where a large number of trees are needed, plantings may be spread over three occurrences. The neighborhood and community park portions of this project have been accelerated to be completed by the end of FY 2025. Scheduled projects include: FY 2022-23: Clark, Creamery, Goodwin, Hanger, Hudson, Moeur, Benedict, Kiwanis Park and Tempe Sports Complex; annual replacements FY 2023-24: Campbell, Estrada, Optimist, Waggoner East, Rio Salado, Kiwanis, Benedict Sports Complex and Tempe Sports Complex; annual replacements FY 2024-25: Ehrhardt, Arredondo, Joyce, Rio Salado, Kiwanis Park, Benedict Sports Complex and Tempe Sports Complex; annual replacements FY 2025-26: Rio Salado, Kiwanis and Tempe Sports Complex; annual replacements FY 2026-27: Rio Salado, Kiwanis and Tempe Sports Complex; annual replacements Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Sustainable Growth & 4.11 Achieve a citywide (City and private property) 25% tree and shade canopy by 2040. Development Priority y Type Asset Preservation Projectt Number 6309489 Estimated d Startt Ongoing Estimated d Completion Ongoing Estimated d Projectt Costs Total 2022-23 $751,113 2023-24 $422,500 2024-25 $384,000 2025-26 $247,500 2026-27 $247,500 Totall 5 -Yearr $2,052,613 Funding g Sources General Obligation Bonds Total g Impacts Operating Supplies and Services Total 2022-23 $751,113 $751,113 2022-23 $28,480 $28,480 2023-24 $422,500 $422,500 2023-24 $52,880 $52,880 2024-25 $384,000 $384,000 2024-25 $71,120 $71,120 2025-26 $247,500 $247,500 2025-26 $83,520 $83,520 2026-27 $247,500 $247,500 2026-27 $95,920 $95,920 Totall 5 -Yearr $2,052,613 $2,052,613 Totall 5 -Yearr $331,920 $331,920 Capitall Improvementss Program Pickleballl Courts Tempe e Sportss Complex This project designs and builds eight (8) dedicated pickleball courts at the Tempe Sports Complex. In conjunction with this project, Tempe's ADA Transition Plan for infrastructure compliance will be implemented. This project is substantially complete and remaining funds will be used for needed corrections. Photo Coming Soon Quality of Life Priority y Type Systems Expansions Primary y City y Councill Priority y and d Performance e Measure e Addressed 3.16 Achieve ratings of "Very Satisfied" or "Satisfied" with the "Quality of City recreation, arts, and cultural centers" greater than or equal to the top 10% of the national benchmark cities as measured in the Community Survey. Projectt Number 6308559 Estimated d Startt 7/1/2017 Estimated d Projectt Costs Total 2022-23 $130,195 2023-24 $0 2024-25 $0 2025-26 $0 2026-27 $0 Totall 5 -Yearr $130,195 Funding g Sources Capital Projects Fund Balance Total Operating g Impacts None 2022-23 $130,195 $130,195 2022-23 2023-24 $0 $0 2023-24 2024-25 $0 $0 2024-25 2025-26 $0 $0 2025-26 2026-27 $0 $0 2026-27 Totall 5 -Yearr $130,195 $130,195 Totall 5 -Yearr 7-115 Estimated d Completion 6/30/2023 Capitall Improvementss Program Preservess Managementt Plan n (formerly y Papago o Preserve e Managementt Plan) Papago o Park Tempe recognizes the immense value of its two desert preserves: Papago and Hayden Butte. Their unique natural, cultural, social, recreational, educational, historic and archaeological resources require proactive stewardship in order to ensure proper, longterm conservation. Parks & Recreation, in partnership with other City departments, the Desert Conservation Commission, and the community, will develop a management plan to identify necessary improvements, methods of care, and an implementation plan for both desert preserves. A separate project will implement the components of the management plan. Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Priority y Type Asset Preservation Estimated d Projectt Costs Total Projectt Number 6309469 Estimated d Startt 7/1/2018 Estimated d Completion 6/30/2023 2022-23 $150,000 2023-24 $0 2024-25 $0 2025-26 $0 2026-27 $0 Totall 5 -Yearr $150,000 Funding g Sources 2022-23 2023-24 2024-25 2025-26 2026-27 Totall 5 -Yearr Capital Project Fund Balance $150,000 $0 $0 $0 $0 $150,000 $150,000 $0 $0 $0 $0 $150,000 2022-23 2023-24 2024-25 2025-26 2026-27 Totall 5 -Yearr Total Operating g Impacts None Capitall Improvementss Program Recreation n Emergency y Repair Varies This project creates funding to address the unexpected failures, public safety, and/or contractual obligations. Each year, aging infrastrucutre, weather or other incidents cause unscheduled facility and equipment failures that require repair or replacement. Even with a program of regular asset replacements there will be some unanticipated failures that would cause significant service interruptions if demands cannot wait for scheduled replacement. A few examples of emergencies are pool heater failure, broken fitness equipment, unexpected damage to fixtures and furnishings and damage to fencing and netting caused by damage. Quality of Life Projectt Priority y Type Asset Preservation Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed 3.16 Achieve ratings of "Very Satisfied" or "Satisfied" with the "Quality of City recreation, arts, and cultural centers" greater than or equal to the top 10% of the national benchmark cities as measured in the Community Survey. Projectt Number 6310529 Estimated d Startt 7/1/2021 Estimated d Completion Ongoing Estimated d Projectt Costs Total 2022-23 $162,218 2023-24 $100,000 2024-25 $100,000 2025-26 $100,000 2026-27 $100,000 Totall 5 -Yearr $562,218 Funding g Sources General Obligation Bonds Total Operating g Impacts None 2022-23 $162,218 $162,218 2022-23 2023-24 $100,000 $100,000 2023-24 2024-25 $100,000 $100,000 2024-25 2025-26 $100,000 $100,000 2025-26 2026-27 $100,000 $100,000 2026-27 Totall 5 -Yearr $562,218 $562,218 Totall 5 -Yearr 7-116 Capitall Improvementss Program Sportss Facility y Relamping Various This project provides funding for regular re-lamping of our sports facilities' lighting systems to ensure optimum light levels. It establishes a 5-year cycle of re-lamping and cleaning of light fixtures for all non-LED softball/baseball fields, soccer fields, swimming pools, and skate parks, as well as basketball, volleyball, racquetball, tennis, and pickleball courts. Photo Coming Soon Quality of Life Priority y Type Asset Preservation Primary y City y Councill Priority y and d Performance e Measure e Addressed 3.16 Achieve ratings of "Very Satisfied" or "Satisfied" with the "Quality of City recreation, arts, and cultural centers" greater than or equal to the top 10% of the national benchmark cities as measured in the Community Survey. Projectt Number 6309929 Estimated d Startt Ongoing Estimated d Completion Ongoing Estimated d Projectt Costs Total 2022-23 $174,543 2023-24 $75,000 2024-25 $75,000 2025-26 $75,000 2026-27 $75,000 Totall 5 -Yearr $474,543 Funding g Sources General Obligation Bonds Total Operating g Impacts None 2022-23 $174,543 $174,543 2022-23 2023-24 $75,000 $75,000 2023-24 2024-25 $75,000 $75,000 2024-25 2025-26 $75,000 $75,000 2025-26 2026-27 $75,000 $75,000 2026-27 Totall 5 -Yearr $474,543 $474,543 Totall 5 -Yearr Capitall Improvementss Program Diablo o Stadium m Improvements/Repairs DIABLO O STADIUM Tempe Diablo Stadium was constructed in the late 1960's and has undergone several renovations since that time including an extensive renovation in 2005. This project will provide for the ongoing critical maintenance of the facility and its systems. Also, in process are grease trap replacements and elevator design improvements Additionally, there are repairs needed for concrete, roofing, fencing, and issues relating to HVAC's, electrical, and plumbing systems. The impacted areas will include but may not be limited to the grandstands, concourse, stairwells and locker room areas. Future additional funding for this project is dependent on the outcome of the major Diablo Stadium Complex renovations. Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Sustainable Growth & 4.14 Achieve an average Facilities Condition Index (FCI) less than or equal to the national Development benchmark standards. Projectt Priority y Type Asset Preservation Projectt Number 6308139 Estimated d Startt ONGOING Estimated d Completion ONGOING Estimated d Projectt Costs Total 2022-23 $264,786 2023-24 $250,000 2024-25 $250,000 2025-26 $250,000 2026-27 $250,000 Totall 5 -Yearr $1,264,786 Funding g Sources General Obligation Bonds Total Operating g Impacts None 2022-23 $264,786 $264,786 2022-23 2023-24 $250,000 $250,000 2023-24 2024-25 $250,000 $250,000 2024-25 2025-26 $250,000 $250,000 2025-26 2026-27 $250,000 $250,000 2026-27 Totall 5 -Yearr $1,264,786 $1,264,786 Totall 5 -Yearr 7-117 Police Program FY 2022/23- FY2026/27 CIP Project Listing New project requests are underlined Capital Budget Re-appropriations New 2022-23 Appropriation Request 2022-23 Total Requested Appropriation Additional Projected Needs Project Name Project Number Proposed Funding Source(s) 9-1-1/Radio Recording Equipment Refresh N/A General Obligation Bonds - - - 500,000 - - - 500,000 5510299 General Obligation Bonds 450,000 - 450,000 - - - - 450,000 5501989 General Obligation Bonds 20,000 6,443,903 6,463,903 3,923,327 1,582,525 3,612,548 8,017,223 23,599,526 3207439 Water / Wastewater Fund - - - - - - 75,600 75,600 Project Total 20,000 6,443,903 6,463,903 3,923,327 1,582,525 3,612,548 8,092,823 23,675,126 Armored Rescue Vehicle Replacement City Regional Radio System Maintenance and Replacement Detention Facility Improvements 2023-24 2024-25 2025-26 Total 5-Year Program 2026-27 5509699 General Obligation Bonds 90,800 80,000 170,800 - - - - 170,800 Digital Forensics Server Unit Project N/A General Obligation Bonds - - - - - - 350,000 350,000 Evidence Impounded Vehicle Storage Lot 5509909 General Obligation Bonds - 1,500,000 1,500,000 - - - - 1,500,000 Evidence Refrigerator and Freezer Replacement - Police Property Facility 5510029 General Obligation Bonds Capital Projects Fund Balance Project Total 200,000 - 200,000 - - - - 200,000 150,000 350,000 - 150,000 350,000 - - - - 150,000 350,000 Expansion and Replacement of Rifles 5508629 General Obligation Bonds 12,344 - 12,344 - - - 400,000 412,344 Explosive Ordnance Detection Large-Frame Robot Replacement N/A General Obligation Bonds - - - - - 450,000 - 450,000 Explosive Ordnance Detection X Ray System Replacement N/A General Obligation Bonds - - - - - - 200,000 200,000 Explosive Ordnance Disposal Deployment Vehicle Replacement N/A General Obligation Bonds - - - - 625,000 - - 625,000 Fingerprint Identification System Update 5508999 General Obligation Bonds 135,000 - 135,000 - 73,000 - - 208,000 Hardy Police Substation - HVAC and Officer Gear Lockers 5510309 General Obligation Bonds 250,000 - 250,000 - 350,000 775,000 - 1,375,000 Incident Command Vehicle Replacement 5510319 General Obligation Bonds 400,000 450,000 850,000 - - - - 850,000 Mobile and Enhanced Computer Replacement 5509189 General Obligation Bonds 72,000 200,000 272,000 2,250,000 - 95,000 50,000 2,667,000 N/A General Obligation Bonds - - - - - 5,000,000 - 5,000,000 New Police Substation General Fund Cash Reserve-CIP 15,650,000 7-118 15,650,000 Police Program FY 2022/23- FY2026/27 CIP Project Listing New project requests are underlined Project Name Project Number Development Impact Fees - New 2022-23 Appropriation Request - - 2024-25 2,000,000 - Total 5-Year Program 10,345,512 Project Total - - - - 2,000,000 28,995,512 - 30,995,512 Proposed Funding Source(s) Capital Budget Re-appropriations 2022-23 Total Requested Appropriation - Additional Projected Needs 2023-24 2025-26 8,345,512 2026-27 Police Analytics Integrated Information System N/A General Obligation Bonds - - - - 750,000 - - 750,000 Protective and Emergency Preparedness Equipment 5509719 General Obligation Bonds 150,000 939,800 1,089,800 - 290,000 - 120,000 1,499,800 Public Safety Communications Equipment Replacement 5510700 General Obligation Bonds - 1,300,000 1,300,000 - - - - 1,300,000 SWAT Van Replacement 5510719 General Obligation Bonds - 475,000 475,000 - - - - 475,000 Taser Refresh 5508819 General Obligation Bonds - 87,600 87,600 87,600 87,600 87,600 87,600 438,000 1,930,144 11,476,303 13,406,447 6,760,927 5,758,125 34,015,660 9,300,423 69,241,582 Police Protection Program Total 7-119 Capitall Improvementss Program 9-1-11 / Radio o Recording g Equipmentt Refresh 1855 5 E.. Apache e Blvd. The Communications Bureau provides recordings for 9-1-1 and non-emergency calls as well police radio traffic for Public Records Requests, City Attorney's Office, and outside agencies. The equipment provides protection for the Police Department and the City from liability and aides in the prosecution of suspects on a daily basis. Furthermore, it provides the ability for the Communications Supervisors to conduct regular assessements of employee activity and focus our training on topics needed to better serve our community. The radio recording equipment was replaced in 2013 and the telephone recording equipment was replaced in 2017. Since most technology has a 5-7 year life span, the equipment will need to be replaced during this time frame. While components may be replaced separately, this will cause issues with compatability and when storing and retrieving recordings. As such, this request is to replace the full suite of the recording device to meet the technological needs of the systms, expanding the capability to store Next Generation 9-1-1 information such as video and text messaging in the future. Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities greater than or equal to the top 10% of the national benchmark cities as measured in the Community Survey. Priority y Type Public Health and Safety Projectt Number N/A Estimated d Startt 7/1/2023 Estimated d Projectt Costs Total 2022-23 $0 2023-24 $500,000 2024-25 $0 2025-26 $0 2026-27 $0 Totall 5 -Yearr $500,000 Funding g Sources General Obligation Bonds Total Operating g Impacts Supplies and Services Total 2022-23 $0 $0 2022-23 $0 $0 2023-24 $500,000 $500,000 2023-24 $0 $0 2024-25 $0 $0 2024-25 $45,000 $45,000 2025-26 $0 $0 2025-26 $45,000 $45,000 2026-27 $0 $0 2026-27 $45,000 $45,000 Totall 5 -Yearr $500,000 $500,000 Totall 5 -Yearr $135,000 $135,000 Estimated d Completion 6/30/2024 Capitall Improvementss Program A rmored d Rescue e Vehicle e Replacement Citywide This project aims to replace the Tempe Police Department's (TPD) existing Armored Rescue Vehicle (ARV). TPD's existing ARV has been in service for approximately 15 years (as of FY 2020-21). ARV's are one of the essential tools used by law enforcment to protect citizens and law enforcement officers (LEOs) in high-risk situations. ARV's can carry 16-18 people and are primarily used to transport tactical operators to and from hostile situations and assist with the recovery and protection of civilians in harm's way during terrorists threats, hostage incidents, or encounters with large non-compliant crowds. Additionally, ARVs provide ballistic protection from various small arms, explosives, and improvised explosive device threats. **The ARV has been ordered and is PENDING delivery** Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Priority y Type Asset Preservation Estimated d Projectt Costs Total Projectt Number 5510299 Estimated d Startt 7/1/2021 Estimated d Completion 12/31/2022 2022-23 $450,000 2023-24 $0 2024-25 $0 2025-26 $0 2026-27 $0 Totall 5 -Yearr $450,000 Funding g Sources 2022-23 2023-24 2024-25 2025-26 2026-27 Totall 5 -Yearr General Obligation Bonds $450,000 $0 $0 $0 $0 $450,000 $450,000 $0 $0 $0 $0 $450,000 2022-23 2023-24 2024-25 2025-26 2026-27 Totall 5 -Yearr Total Operating g Impacts None 7-120 Capitall Improvementss Program City y Regionall Radio o System m Maintenance e and d Replacement 120 0 E 5th h St The City of Tempe currently utilizes the Regional Wireless Cooperative (RWC), a regional Project 25 700/800 MHz interoperable radio system. The RWC has sixteen partners and many other interoperable partners, allowing for seamless interoperability among federal, state, transit, county and municipal users. To support the infrastructure, maintenance, upgrades and support staff, RWC members must pay ongoing yearly costs. The RWC system makes significant use of the 700 MHz public safety frequency band, and as such is cognizant of the upcoming FCC requirement to narrowband operations to achieve 6.25 kHz equivalent efficiency in that band. The RWC has communicated to its users, including Tempe that it plans to upgrade to Project 25 Phase 2 TDMA operations within the next six Photo Coming Soon continue to allow secure, day-to-day, real time communications between Tempe users as well as allowing interoperability between Tempe and the sixteen other member agencies and the numerous other partner agencies. Future upgrades to municipal radios will be done by repurposing refreshed police and fire radios. Repurposing these radios will both save money and provide a extended use of purchased hardware. Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Priority y Type Public Health and Safety Projectt Number 5501989 Estimated d Startt Ongoing Estimated d Completion Ongoing Estimated d Projectt Costs Total 2022-23 $6,463,903 2023-24 $3,923,327 2024-25 $1,582,525 2025-26 $3,612,548 2026-27 $8,092,823 Totall 5 -Yearr $23,675,126 Funding g Sources General Obligation Bonds Water/Wastewater Fund Total g Impacts Operating Supplies and Services Total 2022-23 $6,463,903 $0 $6,463,903 2022-23 $0 $0 2023-24 $3,923,327 $0 $3,923,327 2023-24 $0 $0 2024-25 $1,582,525 $0 $1,582,525 2024-25 $0 $0 2025-26 $3,612,548 $0 $3,612,548 2025-26 $0 $0 2026-27 $8,017,223 $75,600 $8,092,823 2026-27 $160,000 $160,000 Totall 5 -Yearr $23,599,526 $75,600 $23,675,126 Totall 5 -Yearr $160,000 $160,000 Capitall Improvementss Program Detention n Facility y Improvements 120 0 E 5th h St This is a request to roll over appropriations from FY 2021-22 to next year in order to complete this project. This is an approved improvement request to renovate, improve, and replace fixtures, locks, and workstations that are either faulty or at End-of-life (EOL). The majority of lighting fixtures, toilet fixtures, locks and the control room workstations have not been replaced or remodeled in 20 years. To maintain and preserve the infrastructure of the Detention Facility, the Detention Facility control room workstations should be remodeled, as well as replacement of lighting fixtures, toilet fixtures, locks, and other detention facility related items for the health and welfare of the employees, arrestees, and the facility. The Tempe Police Department Detention Facility is able to house 50 arrested individuals at any given time, 24 hours a day, 7 days a week. The facility consists of 22 cells, which include lighting fixtures, toilet fixtures, and locks on each of the cell doors, as well as locks on exterior doors of the facility. Also, within the Detention Facility is a Control Room workstation in which Detention Officers process booking paperwork, Photo Coming Soon is to maintain care, custody, and control of those arrested so they are safe, do not have the opportunity to escape, or the ability to take control of the facility. Primary y City y Councill Priority y and d Performance e Measure e Addressed Sustainable Growth & 4.14 Achieve an average Facilities Condition Index (FCI) less than or equal to the national Development benchmark standards. Priority y Type Public Health and Safety Projectt Number 5509699 Estimated d Startt ongoing Estimated d Completion 6/30/2023 Estimated d Projectt Costs Total 2022-23 $170,800 2023-24 $0 2024-25 $0 2025-26 $0 2026-27 $0 Totall 5 -Yearr $170,800 Funding g Sources General Obligation Bonds Total Operating g Impacts None 2022-23 $170,800 $170,800 2022-23 2023-24 $0 $0 2023-24 2024-25 $0 $0 2024-25 2025-26 $0 $0 2025-26 2026-27 $0 $0 2026-27 Totall 5 -Yearr $170,800 $170,800 Totall 5 -Yearr 7-121 Capitall Improvementss Program Digitall Forensicss Unitt Serverr Replacementt Project Citywide The Digital Forensics Unit of the police department maintains a specialized computer server which stores sensitive digital evidence from homicide to child sexual exploitation investigations. This server is used to assist our Internet Crimes Against Children (ICAC) unit in their fight to combat crimes against children and store specific case information that leads to the apprehension of child predators. Our Digital Forensics unit processes technology such as phones, computers, etc. for all of our investigations, and requires a high level of technology to achieve this. The current server will be 10 years old in 2027, which is the end of their effective lifespan, and should be replaced at the cost of $350,000. The servers will require maintenance on a 3 year agreement basis (Gold Package $55,000) Along with this upgrade there are some additional expenses with equipment to manage the devices, which would amount to $10,000 to increase storage and align our cases with current industry standards. Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities greater than or equal to the top ten percent of national benchmark cities as measured by the monthly Police Sentiment Survey. Priority y Type Public Health and Safety Projectt Number N/A Estimated d Startt 7/1/2026 Estimated d Completion 7/1/2031 Estimated d Projectt Costs Total 2022-23 $0 2023-24 $0 2024-25 $0 2025-26 $0 2026-27 $350,000 Totall 5 -Yearr $350,000 Funding g Sources General Obligation Bonds Total g Impacts Operating Supplies and Services Total 2022-23 $0 $0 2022-23 $0 $0 2023-24 $0 $0 2023-24 $0 $0 2024-25 $0 $0 2024-25 $0 $0 2025-26 $0 $0 2025-26 $0 $0 2026-27 $350,000 $350,000 2026-27 $65,000 $65,000 Totall 5 -Yearr $350,000 $350,000 Totall 5 -Yearr $65,000 $65,000 Capitall Improvementss Program Evidence e Impound d Vehicle e Storage e Lot 17911 W.. Greentree e Drive The Police Department is seeking funding to develop a parcel of land for storing and maintaining all impounded vehicles the Police Department seizes for criminal justice purposes. On average, the Police Department seizes and impounds over 700 vehicles a year. These vehicles are often held for extended periods of time based on State law and the severity of the case for which they were seized. Currently, these vehicles are stored at multiple locations which make it extremely difficult, and time consuming for Property Unit staff and case detectives to secure and manage them. This project is being considered as part of the 2018-19 Citywide Facility Planning Project by MAKERS. City Council approved the purchase of land in December 2021. Funding needed in FY 2022-23 is for the construction and related equipment to build the new Police Impound Yard. Photo Coming Soon Primary City Councill Priority and d Performance e Measure e Addressed Safe & Secure Communities greater than or equal to the top 10% of the national benchmark cities as measured in the Community Survey. Priority y Type Public Health and Safety Projectt Number 5509909 Estimated d Startt 1/1/2022 Estimated d Completion 6/30/2023 Estimated d Projectt Costs Total 2022-23 $1,500,000 2023-24 $0 2024-25 $0 2025-26 $0 2026-27 $0 Totall 5 -Yearr $1,500,000 Funding g Sources General Obligation Bonds Total Operating g Impacts None 2022-23 $1,500,000 $1,500,000 2022-23 2023-24 $0 $0 2023-24 2024-25 $0 $0 2024-25 2025-26 $0 $0 2025-26 2026-27 $0 $0 2026-27 Totall 5 -Yearr $1,500,000 $1,500,000 Totall 5 -Yearr 7-122 Capitall Improvementss Program Evidence e Refrigeratorr and d Freezerr Replacementt - Police e Property y Facility 1875 5 E.. Apache e Blvd. In 2007, the Police property facility was built and equipped with essential hardware required to manage and store all property and evidence. The property facility is equipped with two walk-in freezers, one walk-in refrigerator, two drying cabinets, a vehicle lift, rolltop gates and two forklifts. This equipment is critical to the impounding, storage and maintenance of all property and evidence at the Tempe Police Department. As the building ages, so does this essential equipment and its age has resulted in increased issues including temporary failure, increased services calls and complete equipment failures. Currently, the Police property facility secures and stores over 250,000 items of property with over 11,000 items that must be impounded and maintained in a refrigerator or freezer. Property and evidence is impounded at the Tempe Police Headquarters, Hardy, and Apache stations using multiple lockers and two compact refrigerators used to secure evidence immediately until transport to the main Property Facility. Wet or soiled fabrics and clothing that need to be dried are placed in drying cabinets before permanent impounding at the main property facility. Items that are evidentiary in nature including biological evidence must be properly packaged, impounded and stored using essential hardware for immediate and long-term storage. We are requesting to replace and/or overhaul essential equipment at the Police property facility to maintain optimum performance and adequately preserve and secure all police related evidence. Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Priority y Type Public Health and Safety Estimated d Projectt Costs Total Projectt Number 5510029 Estimated d Startt 7/1/2020 Estimated d Completion 6/30/2023 2022-23 $350,000 2023-24 $0 2024-25 $0 2025-26 $0 2026-27 $0 Totall 5 -Yearr $350,000 Funding g Sources 2022-23 2023-24 2024-25 2025-26 2026-27 Totall 5 -Yearr General Obligation Bonds $200,000 $0 $0 $0 $0 $200,000 Capital Projects Fund Balance $150,000 $0 $0 $0 $0 $150,000 $350,000 $0 $0 $0 $0 $350,000 2022-23 2023-24 2024-25 2025-26 2026-27 Totall 5 -Yearr Total Operating g Impacts None Capitall Improvementss Program Expansion n and d Replacementt off Rifles Citywide This project aims to replace the Tempe Police Department's (TPD) existing handguns, rifles, precision rifles, and related accessories in FY 2026-27. TPD's existing weapons systems will have reached their end of life expectancy by 2027 and will require replacement. These weapons systems are the primary weapons used by TPD, including SWAT operators and snipers, during high-risk incidents.The estimated costs for the weapons systems are as follows: $60,000 (handguns); $140,000 (rifles); $160,000 (precision rifles); and $40,000 (accessories). Funding this project ensures officers are equipped with the necessary tools and resources needed to address public safety threats while keeping the community safe. Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Priority y Type Asset Preservation Projectt Number 5508629 Estimated d Startt 7/1/2026 Estimated d Completion 6/30/2027 Estimated d Projectt Costs Total 2022-23 $12,344 2023-24 $0 2024-25 $0 2025-26 $0 2026-27 $400,000 Totall 5 -Yearr $412,344 Funding g Sources 2022-23 2023-24 2024-25 2025-26 2026-27 Totall 5 -Yearr General Obligation Bonds $12,344 $0 $0 $0 $400,000 $412,344 $12,344 $0 $0 $0 $400,000 $412,344 2022-23 2023-24 2024-25 2025-26 2026-27 Totall 5 -Yearr Total Operating g Impacts None 7-123 Capitall Improvementss Program Explosive e Ordnance e Detection n Large-Frame e Robott Replacement Citywide This project aims to replace the Tempe Police Department's (TPD) existing Explosive Ordnance Detection (EOD) large-frame robot. EOD robots are critical tools used by law enforcement to protect citizens and law enforcement officers (LEOs) in high-risk situations involving explosives and dangerous individuals. TPD'S existing EOD large-frame robot (Remotec F6B) has been in service for approximately 16 years (as of FY 2021-22). The Remotec F6B is a large, remotely operated robotic platform capable of service to the bomb squad in diagnosing and rendering safe suspect packages and Improvised Explosive Devices (IEDs). The robot can also access vehicles (using attached tools) and deploy countercharges to counteract Vehicle-Borne Improvised Explosive Devices (VBIED's). In situations involving dangerous individuals, the TPD's tactical team uses the EOD largeframe robot in multiple ways. For example, the robot can perform surveillance and intelligence collection missions, breach barricaded doors and windows, flatten the tires of suspect vehicles, move obstacles, and provide a communication portal via its two-way radio. Unfortunately, due to normal wear and tear, TPD's existing EOD large-frame robot requires replacement in FY 2025-26. In addition, the technology of the Remotec F6B is becoming obsolete year by year due to the technological advances in robotics that significantly increase the robot's functionality and range of operation. Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Priority y Type Public Health and Safety Projectt Number N/A Estimated d Startt 7/1/2025 Estimated d Projectt Costs Total 2022-23 $0 2023-24 $0 2024-25 $0 Funding g Sources 2022-23 2023-24 $0 $0 $0 2022-23 General Obligation Bonds Total Operating g Impacts None Estimated d Completion 6/30/2026 2025-26 $450,000 2026-27 $0 Totall 5 -Yearr $450,000 2024-25 2025-26 2026-27 Totall 5 -Yearr $0 $450,000 $0 $450,000 $0 $0 $450,000 $0 $450,000 2023-24 2024-25 2025-26 2026-27 Totall 5 -Yearr Capitall Improvementss Program Explosive e Ordnance e Detection n X-Ray y System m Replacementt Citywide This project aims at replacing the Tempe Police Department's (TPD) Explosive Ordnance Detection (EOD) Unit's five X-ray systems. TPD's existing EOD x-ray systems have been in service for approximately 15 years (as of FY 2021-22). EOD X-ray systems safely and effectively diagnose Improvised Explosive Devices (IEDs), suspicious packages, and other items that need to be analyzed without manipulation. In addition, x-ray systems are the first tool EOD technicians use to in counter IED detection. Taking into consideration the anticipated life expectancy and technological advances, existing X-ray systems will be regarded as obsolete in FY 2026-27 and will need to be replaced. The estimated cost to replace the x-ray systems is $200,000.00 (with no recurring fees). Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Priority y Type Asset Preservation Projectt Number N/A Estimated d Startt 7/1/2026 Estimated d Completion 6/30/2027 Estimated d Projectt Costs Total 2022-23 $0 2023-24 $0 2024-25 $0 2025-26 $0 2026-27 $200,000 Totall 5 -Yearr $200,000 Funding g Sources 2022-23 2023-24 2024-25 2025-26 2026-27 Totall 5 -Yearr $0 $0 $0 $0 $200,000 $200,000 $0 $0 $0 $0 $200,000 $200,000 2022-23 2023-24 2024-25 2025-26 2026-27 Totall 5 -Yearr General Obligation Bonds Total Operating g Impacts None 7-124 Capitall Improvementss Program Explosive e Ordnance e Disposall Deploymentt Vehicle e Replacement Citywide This project aims to replace the Tempe Police Department's (TPD) existing Explosive Ordnance Detection (EOD) Deployment Vehicle. EOD deployment vehicles are used to store and secure specialized EOD equipment and transport the equipment to and from scenes involving potential explosives and dangerous individuals. TPD'S existing EOD deployment vehicle has been in service for approximately 16 years (as of FY 2021-22). The specialized equipment secured and transported in the existing EOD deployment vehicle is critical to safeguard victims, innocent bystanders, and Law Enforcement Officers (LEOs) in high-risk incidents involving potential explosives and dangerous individuals. TPD'S existing EOD deployment vehicle has surpassed its life expectancy. It is also limited in its capacity for equipment storage. The new EOD deployment vehicle would provide the additional storage space needed by the EOD Unit and ensure the equipment's safe and secure transport. Due to the diminished effectiveness of the existing EOD deployment vehicle, this funding request is being moved from FY 2025-26 to FY 2024-2025. With increases in vehicle manufacturing and fabrication costs, the EOD deployment vehicle's estimated cost has risen from $575,000.00 to $625,000.00 in FY 2024-25. Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Priority y Type Public Health and Safety Projectt Number N/A Estimated d Startt 7/1/2024 Estimated d Projectt Costs Total 2022-23 $0 2023-24 $0 Funding g Sources 2022-23 $0 General Obligation Bonds Total Operating g Impacts None Estimated d Completion 6/30/2025 2024-25 $625,000 2025-26 $0 2026-27 $0 Totall 5 -Yearr $625,000 2023-24 2024-25 2025-26 2026-27 Totall 5 -Yearr $0 $625,000 $0 $0 $625,000 $0 $0 $625,000 $0 $0 $625,000 2022-23 2023-24 2024-25 2025-26 2026-27 Totall 5 -Yearr Capitall Improvementss Program Fingerprintt Identification n System m Update Citywide fingerprint identification equipment by replacing technology that has passed its useful life expectancy and adding additional technology to create greater workload efficiencies. These systems provide a means to produce consistent, high quality fingerprint images directly into an inkless, digital format to create criminal history records. As current equipment reaches its life expectancy, it must be replaced to ensure there is no disruption of fingerprint processing services. In addition, these systems are the only approved means to transmit City of Tempe fingerprint records to the Department of Public Safety (DPS) and the Federal Bureau of Investigations (FBI). Specific equipment needing to be replaced and added includes three Morpho Livescan machines, a store and forward computer and a latent print workstation. Expansion of this project will address inefficiencies in the Photo Coming Soon Livescan machine at the Detention facility and a latent print workstation will be added in the Forensic Services Unit (FSU) to address resource-use conflicts. This expansion will further allow for equipment replacement and expected maintenance, as it is anticipated the lead agency we are mandated to be in compliance with (DPS) will also undergo technological upgrades which will necessitate us following suit. This CIP is also seeking to roll the $67,000 amount pre-approved for FY 20/21 over to FY 21/22, as there is a possibility the money will not be spent before the end of this fiscal year, as we continue to await a decision from DPS on their operating system requirements. In summary, this CIP request reaffirms money pre-approved in previous years, and does not add any new money requests. Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Priority y Type Public Health and Safety Projectt Number 5508999 Estimated d Startt 7/1/2018 Estimated d Completion 6/30/2028 Estimated d Projectt Costs Total 2022-23 $135,000 2023-24 $0 2024-25 $73,000 2025-26 $0 2026-27 $0 Totall 5 -Yearr $208,000 Funding g Sources General Obligation Bonds Total Operating g Impacts None 2022-23 $135,000 $135,000 2022-23 2023-24 $0 $0 2023-24 2024-25 $73,000 $73,000 2024-25 2025-26 $0 $0 2025-26 2026-27 $0 $0 2026-27 Totall 5 -Yearr $208,000 $208,000 Totall 5 -Yearr 7-125 Capitall Improvementss Program Hardy y Police e Substation n - HVAC C and d Officerr Gearr Lockers 82011 S.. Hardy y Drive The Tempe Police Substation at 8201 S. Hardy Dr., was built in 1995 and currently houses Police personnel assigned to Patrol, Training and Hiring, Firearms and our Volunteer Program. This building is utilized 24 hours a day 7 days a week and houses over 80 employees. This project request is to replace the lockers and upgrade the A/C system in the firing range from an evaporative air cooler to a HVAC system and construct an officer duty gear/equipment locker. During summer months, the range is inoperable because the evaporative cooler cannot adequately cool down the facility to hold training or any other activities. This is not covered under the Facility Asset Replacement Program since this request would be considered an upgrade to the current system. Currently Officers at the Hardy Substation do not have a gear/equipment locker to house their equipment between shifts. The new facility will provide a secure and temperature controlled facility to safeguard their equipment when not in use. Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities 4.14 Achieve an average Facilities Condition Index (FCI) less than or equal to the national benchmark standards. Priority y Type Public Health and Safety Projectt Number 5510309 Estimated d Startt 7/1/2022 Estimated d Completion 6/30/2026 Estimated d Projectt Costs Total 2022-23 $250,000 2023-24 $0 2024-25 $350,000 2025-26 $775,000 2026-27 $0 Totall 5 -Yearr $1,375,000 Funding g Sources General Obligation Bonds Total Operating g Impacts None 2022-23 $250,000 $250,000 2022-23 2023-24 $0 $0 2023-24 2024-25 $350,000 $350,000 2024-25 2025-26 $775,000 $775,000 2025-26 2026-27 $0 $0 2026-27 Totall 5 -Yearr $1,375,000 $1,375,000 Totall 5 -Yearr Capitall Improvementss Program Incidentt Command d Vehicle e Replacement Citywide This project will replace the Tempe Police Department's (TPD) existing Incident Command Vehicle (ICV). An ICV is an oversized vehicle that serves as a mobile command post for use at city special events, local and multi-jurisdictional task force operations, criminal investigations (i.e., missing person/child searches), and natural disasters that occur locally and statewide. ICVs are self-contained with workstations, small meeting room(s), a restroom, equipment, and computer technology necessary to provide an investigative and emergency operation center on the scene in the field. Unfortunately, given the existing ICV is over 20 years old, there is significant downtime for repairs, and technology has outpaced its replacement schedule. As a result, an important asset has become unavailable for critical investigations, large events, and significant incidents in Tempe and surrounding communities. The option of remodeling the existing ICV was explored; however, this approach was impractical and not cost-effective. After inquiries, it was decided that the most cost-efficient and practical option was to replace the existing ICV with two smaller ICVs. The new ICVs will provide adequate work, meeting, and planning spaces; and updated technology and communication capabilities critical to personnel responding to and managing significant incidents, events, and investigations in our community. This purchase requires an additional $1500 (gas) and $1500 (maintenance) per vehicle per year. **The first ICV has been ordered and is PENDING delivery. The second ICV will be ordered in FY 2022-23**. Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Priority y Type Public Health and Safety Estimated d Projectt Costs Total Projectt Number 5510319 Estimated d Startt 7/1/2022 Estimated d Completion 6/30/2023 2022-23 $850,000 2023-24 $0 2024-25 $0 2025-26 $0 2026-27 $0 Totall 5 -Yearr $850,000 Funding g Sources 2022-23 2023-24 2024-25 2025-26 2026-27 Totall 5 -Yearr General Obligation Bonds $850,000 $0 $0 $0 $0 $850,000 $850,000 $0 $0 $0 $0 $850,000 2022-23 $3,000 $3,000 2023-24 $3,000 $3,000 2024-25 $3,000 $3,000 2025-26 $3,000 $3,000 2026-27 $3,000 $3,000 Totall 5 -Yearr $15,000 $15,000 Total g Impacts Operating Supplies and Services Total 7-126 Capitall Improvementss Program M obile e and d Enhanced d Computerr Replacement Citywide Police mobile and enhanced computers are essential for field and Investigative employees to maintain constant access to a fully integrated public safety system. The public safety system is comprised of Computer-Aided Dispatch (CAD), Records Management System (RMS), Evidence management, Investigative Case Management and crime scene mapping as well as analytical systems. Mobile computers provide field employees with the ability to communicate with each other, respond to citizen calls for service and complete police reports, field contacts and arrest/bookings. Enhanced computers also provide investigative field employees with the ability to manage their entire case from both the office and field, map crime and accidents scenes and perform analysis and intelligence research. Photo Coming Soon Mobile computers, enhanced computers, vehicle mounts, desktop mounts and other related equipment need to be replaced every 5 years to limit system failure, ensure employees have access to critical current hardware and safeguard employee access to the fully integrated public safety system. Mobile or enhanced computer failure negatively impacts officers from responding to citizen calls for service, writing and submitting police reports, investigating cases and accessing critical information needed to perform their daily job functions. Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities greater than or equal to the top 10% of the national benchmark cities as measured in the Community Survey. Priority y Type Public Health and Safety Projectt Number 5509189 Estimated d Startt Ongoing Estimated d Completion Ongoing Estimated d Projectt Costs Total 2022-23 $272,000 2023-24 $2,250,000 2024-25 $0 2025-26 $95,000 2026-27 $50,000 Totall 5 -Yearr $2,667,000 Funding g Sources General Obligation Bonds Total Operating g Impacts None 2022-23 $272,000 $272,000 2022-23 2023-24 $2,250,000 $2,250,000 2023-24 2024-25 $0 $0 2024-25 2025-26 $95,000 $95,000 2025-26 2026-27 $50,000 $50,000 2026-27 Totall 5 -Yearr $2,667,000 $2,667,000 Totall 5 -Yearr Capitall Improvementss Program N ew w Police e Substation To Be e Determined In support of Tempe Police Departments key initiatives, this project will provide design services and construction of a new Police Substation in Tempe. This project was adopted in previous 5-year Capital Improvement Programs as a new Police Substation to be constructed in North Tempe. However, the specific geographic location of the new Police Substation has not been determined pending additional assessement. The geographic assessment will be part of the design services conducted in FY25. This substation will house Patrol Operations, Investigation Division and all associated support functions. With the growth and urbanization of North Tempe the Police Department is restructuring patrol services by adding another patrol division: Central, North, and South. The new division of patrolling services will also be emulated in the Communications Bureau, together each bureau will provide more efficient policing services throughout the city. This project is the starter/1st phase for many projects to come as noted in the Facilities Master Plan (Makers study pg. 86 flow chart) and directly affects the following projects: 1) vacated and/or demo of Kiwanis Mounted Facility 2) Vacated the Hawk Substation, 3) Vacated the Bike area in the garden level, 4) vacated building #2 at HQ (Courts Modernization/expansion). Please note these are estimated in 2020 dollars and this project is partially funded through development impact fees established in 2015. Spending down of the impact fees must start by 2025. Land costs are not included in the project estimates. Photo Coming Soon Primary City Council Priority and Performance Measure Addressed Safe & Secure Communities greater than or equal to the top 10% of the national benchmark cities as measured in the Community Survey. Priority y Type Public Health and Safety Projectt Number N/A Estimated d Startt 7/1/2024 Estimated d Completion 6/30/2027 Estimated d Projectt Costs Total 2022-23 $0 2023-24 $0 2024-25 $2,000,000 2025-26 $28,995,412 2026-27 $0 Totall 5 -Yearr $30,995,412 Funding g Sources General Obligation Bonds General Fund Cash Reserve - CIP Development Impact Fees Total Operating g Impacts None 2022-23 $0 $0 $0 $0 2022-23 2023-24 $0 $0 $0 $0 2023-24 2024-25 $0 $0 $2,000,000 $2,000,000 2024-25 2025-26 $5,000,000 $15,650,000 $8,345,512 $28,995,512 2025-26 2026-27 $0 $0 $0 $0 2026-27 Totall 5 -Yearr $5,000,000 $15,650,000 $10,345,512 $30,995,512 Totall 5 -Yearr 7-127 Capitall Improvementss Program Police e Analyticss Integrated d Information n System 120 0 E.. 5th h Street This project will integrate hardware and software of several crime and intelligence key initiatives, which requires the Department to have quality information and actionable criminal intelligence to make sound decisions and effectively solve problems. Integrating hardware, software, public safety/open source databases currently being utilized, and leveraging emerging predictive analytics and immediate access to information found in wireless and mobile environments requires the Police Analytics systems to be modernized. Wireless and mobile environment include: live feeds, public-private cameras, video doorbells, drones, body worn cameras, cell phones, the cloud, big data sources, GIS, and informatics/visualization dashboards. Future analytical capabilities and the ones we have today that need to be integrated include: CAD, RMS, LPR, COPLINK, GIS-GPS, ACCURINT, Evidence.com, video feeds-CCTV, to name a few. Having timely and reliable access to these systems and the information within them are vital to achieving this initiative and proactively address crime in our community. Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities greater than or equal to the top 10% of the national benchmark cities as measured in the Community Survey. Priority y Type Public Health and Safety Projectt Number N/A Estimated d Startt 7/1/2024 Estimated d Completion 6/30/2025 Estimated d Projectt Costs Total 2022-23 $0 2023-24 $0 2024-25 $750,000 2025-26 $0 2026-27 $0 Totall 5 -Yearr $750,000 Funding g Sources General Obligation Bonds Total Operating g Impacts None 2022-23 $0 $0 2022-23 2023-24 $0 $0 2023-24 2024-25 $750,000 $750,000 2024-25 2025-26 $0 $0 2025-26 2026-27 $0 $0 2026-27 Totall 5 -Yearr $750,000 $750,000 Totall 5 -Yearr Capitall Improvementss Program Protective e and d Emergency y Preparednesss Equipment Citywide This request is to replace Department's current inventory of emergency preparedness and protective equipment. In FY 22-23, Tempe PD will replace ballistic helmets issued to every sworn personnel in the Department. The helmets ensure the safety of our police officers during the performance of their duties including serving warrants, contacting barricaded subjects as well as protecting officers and citizens of Tempe during any active shooter type incident. Also planned for replacement are 60 rifle shields and ballistic vest capable of defeating rifle ammunition for the Tactical Team. In FY 24-25 we will be replacing motor helmets for the Traffic Officers and tactical heavy vest for SWAT and CAST reaching end of useful life. These vests are rifle rated, therefore provided to these teams for necessary protection when entries are made during search warrants, barricaded subjects, active shooter and/or all tactical situations. In FY 2026-27 we will be replacing gas mask (55) for members of SWAT. Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Priority y Type Public Health and Safety Projectt Number 5509719 Estimated d Startt ongoing Estimated d Completion 1/0/1900 Estimated d Projectt Costs Total 2022-23 $1,089,800 2023-24 $0 2024-25 $290,000 2025-26 $0 2026-27 $120,000 Totall 5 -Yearr $1,499,800 Funding g Sources General Obligation Bonds Total Operating g Impacts None 2022-23 $1,089,800 $1,089,800 2022-23 2023-24 $0 $0 2023-24 2024-25 $290,000 $290,000 2024-25 2025-26 $0 $0 2025-26 2026-27 $120,000 $120,000 2026-27 Totall 5 -Yearr $1,499,800 $1,499,800 Totall 5 -Yearr 7-128 Capitall Improvementss Program Public c Safety y Communicationss Equipmentt Replacement 1855 5 E.. Apache e Blvd. This project will replace all monitors, furniture and equipment in the 911 Emergency Call Center and Dispatch Facility. This facility was built in 2008 and used 24/7/365 to receive emergency calls for service and dispatch appropriate police personnel as needed. The equipment undergoes extensive wear and tear, beyond that of normal office equipment, and will need to be replaced to maintain the operational capability of assigned personnel. With advances in technology, the Call Center will need to replace the audio/visual display system and static single-monitor/software concept, to a flexible as-needed display profile. This system will allow a Dispatcher to set up a display in a manner conducive to a comfortable working environment. Furthermore, the system will allow a supervisor or other team member to share the information with all employees on duty within the Call Center at the same time. Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities greater than or equal to the top 10% of the national benchmark cities as measured in the Community Survey. Priority y Type Public Health and Safety Projectt Number 5510700 Estimated d Startt 7/1/2022 Estimated d Completion 6/30/2024 Estimated d Projectt Costs Total 2022-23 $1,300,000 2023-24 $0 2024-25 $0 2025-26 $0 2026-27 $0 Totall 5 -Yearr $1,300,000 Funding g Sources General Obligation Bonds Total Operating g Impacts None 2022-23 $1,300,000 $1,300,000 2022-23 2023-24 $0 $0 2023-24 2024-25 $0 $0 2024-25 2025-26 $0 $0 2025-26 2026-27 $0 $0 2026-27 Totall 5 -Yearr $1,300,000 $1,300,000 Totall 5 -Yearr Capitall Improvementss Program SWAT T Equipmentt Van n Replacement Citywide This project aims to replace the Tempe Police Department's (TPD) existing Special Weapons And Tactics (SWAT) Equipment Vehicle. TPD's existing SWAT equipment vehicle has been in service for approximately 16 years (as of FY 2020-21). This vehicle is used to store specialized tactical equipment used by SWAT team operators and transport this equipment to scenes where the team is deployed. The specialized equipment secured within this vehicle is necessary to safeguard victims, innocent bystanders, and law enforcement officers during high-risk incidents. Additionally, the ability to transport SWAT equipment to any location gives tactical officers the ability to respond quickly to high-risk situations and provides a central location for the needed equipment. Unfortunately, TPD'S existing SWAT vehicle has surpassed its life expectancy, and in addition, the team requires more equipment storage space than the current vehicle allows. A new SWAT equipment vehicle would provide additional storage space and ensure that the equipment will be available when and where it is needed. Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Priority y Type Public Health and Safety Estimated d Projectt Costs Total Projectt Number 5510719 Estimated d Startt 7/1/2022 Estimated d Completion 6/30/2023 2022-23 $475,000 2023-24 $0 2024-25 $0 2025-26 $0 2026-27 $0 Totall 5 -Yearr $475,000 Funding g Sources 2022-23 2023-24 2024-25 2025-26 2026-27 Totall 5 -Yearr General Obligation Bonds $475,000 $0 $0 $0 $0 $475,000 $475,000 $0 $0 $0 $0 $475,000 2022-23 2023-24 2024-25 2025-26 2026-27 Totall 5 -Yearr Total Operating g Impacts None 7-129 Capitall Improvementss Program Taserr Refresh Citywide The purpose of this project is to replace all departmental Tasers, conducted electrical weapons, issued as part of the Taser Refresh in 2018. The warranty for these units expires 2023. Funds allocated for the project will be used to purchase: 400 Tasers, 400 Taser battery packs, 400 Taser holsters, 2500 Taser cartridges, 4 Taser data download systems, training, and a 4-year Taser warranty. Failure to fund this project could result in an increase in non-warrantied equipment malfunctions and an increased risk of injury to both officers and suspects during use of force encounters. All sworn police and detention officers are issued a Taser as part of their assigned equipment. Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Priority y Type Public Health and Safety Projectt Number 5508819 Estimated d Startt Ongoing Estimated d Projectt Costs Total 2022-23 $87,600 2023-24 $87,600 2024-25 $87,600 2025-26 $87,600 2026-27 $87,600 Totall 5 -Yearr $438,000 Funding g Sources General Obligation Bonds Total g Impacts Operating Supplies and Services Total 2022-23 $87,600 $87,600 2022-23 $35,000 $35,000 2023-24 $87,600 $87,600 2023-24 $35,000 $35,000 2024-25 $87,600 $87,600 2024-25 $35,000 $35,000 2025-26 $87,600 $87,600 2025-26 $35,000 $35,000 2026-27 $87,600 $87,600 2026-27 $35,000 $35,000 Totall 5 -Yearr $438,000 $438,000 Totall 5 -Yearr $175,000 $175,000 7-130 Estimated d Completion Ongoing Storm Drains Program FY 2022/23 - FY2026/27 CIP Project Listing New project requests are underlined Project Name 13th Street and UPRR Storm Drain McKellips Storm Drain Improvements Mill Avenue Drainage Improvements Roosevelt Storm Drain Project Number N/A N/A 5610740 N/A Storm Drain Improvements 5899971 Watson Drive - Bonarden Lane Drainage Improvements 5810079 Storm Drains Program Total Proposed Funding Source(s) Capital Budget Re-appropriations New 2022-23 Appropriation Request 2022-23 Total Requested Appropriation 2023-24 Additional Projected Needs 2024-25 2025-26 2026-27 Total 5-Year Program General Obligation Bonds - - - - - 54,500 467,702 522,202 County - - - - - 54,500 467,702 522,202 Project Total - - - - - 109,000 935,404 1,044,404 General Obligation Bonds - - - - - - 661,358 661,358 County - - - - - - TBD - City of Scottsdale - - - - - - 661,358 661,358 Project Total - - - - - - 1,322,716 1,322,716 533,804 General Obligation Bonds - 58,000 58,000 475,804 - - - County - 58,000 58,000 475,804 - - - 533,804 Project Total - 116,000 116,000 951,608 - - - 1,067,608 General Obligation Bonds City of Scottsdale Flood Control District - Maricopa Project Total - - - 430,500 430,500 861,000 1,449,500 1,449,500 3,760,000 6,659,000 - - 1,880,000 1,880,000 3,760,000 7,520,000 922,486 526,000 1,448,486 333,000 333,000 333,000 333,000 2,780,486 General Obligation Bonds General Obligation Bonds 475,772 - 475,772 - - - - 475,772 County 540,670 - 540,670 - - - - 540,670 Project Total 1,016,442 - 1,016,442 - - - - 1,016,442 1,938,928 642,000 2,580,928 2,145,608 6,992,000 442,000 2,591,120 14,751,656 7-131 Capitall Improvementss Program 13th h Stt and d UPRR R Storm m Drain 13th h Streett and d Union n Pacific c Railroad This project was identified using the Teme Drainage Master Study. The drainage solutions for this area are focused on providing additional storage to reduce stormwater runoff volume entering the stormdrain, as well as increasing the capacity of the stormdrain system. Possible flood mitigation components for this area include increasing retention at Birchett Park and/or using the Gammage lot as offline retention solution. It also could include using the Union Pacific Railroad (UPRR) parcel south of 13th Street for retention and upsizing the existing 36" pipe (to 48") crossing under the UPRR tracks. The costs in Fiscal Year 2025/26 are for design, with construction funding needed in a future year. Engineering staff will look for opportunities to partner with the Maricopa County Flood Control District for grant funding opportunities. Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Projectt Priority y Type Public Health and Safety Projectt Number N/A Estimated d Startt 7/1/2025 Estimated d Completion 6/30/2027 Estimated d Projectt Costs Total 2022-23 $0 2023-24 $0 2024-25 $0 2025-26 $109,000 2026-27 $935,404 Totall 5 -Yearr $1,044,404 Funding g Sources Totall 5 -Yearr 2022-23 2023-24 2024-25 2025-26 2026-27 General Obligation Bonds $0 $0 $0 $54,500 $467,702 $522,202 Flood Control District - Maricopa County $0 $0 $0 $54,500 $467,702 $522,202 Total Operating g Impacts None $0 $0 $0 $109,000 $935,404 $1,044,404 2022-23 2023-24 2024-25 2025-26 2026-27 Totall 5 -Yearr Capitall Improvementss Program McKellipss Drive e Storm m Drain Continentall Drive e and d Rooseveltt Road This is the second highest ranked project in the Tempe Drainage Master Study. We will apply to Flood Control District of Maricopa County for this project for the District's Capital Improvement Program funding at 50% match and requires participation from the City of Tempe and the City of Scottsdale. The drainage solutions for this area are focused on increasing the stormdrain capacity as well as increasing the capture capacity to provide relief from areas of potential flooding. The proposed improvements involve replacement of the existing, undersized 48-in storm drain that currently runs from Indian Bend Wash (IBW) to Miller Rd. Since the Scottsdale Road stormdrain is undersized, it will also be connected to the new McKellips Drive stormdrain at McKellips Road, freeing up its capacity runoff south of McKellips Road. The proposed stormdrain includes three laterals that will intercept flow upstream of McKellips Rd. The lateral stormdrains extend north from McKellips Road in Scottsdale Road, 74th Street, and Miller Road. The lateral in Scottsdale Road will parallel the existing Scottsdale Road stormdrain and turn west at Fillmore Street, where it will extend to 71st Street. In addition to the new laterals, inlets will also be added along McKellips Road at the upstream side of intersecting streets, improving drainage conditions for the neighborhoods south of McKellips Rd. The proposed flood mitigation alternative is from the LIBW ADMSP. Desing is anticipated to begin in Fiscal Year 2026/27 and construction is anticipated for funding in Fiscal Year 2027/28. Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Projectt Priority y Type Public Health and Safety Projectt Number N/A Estimated d Startt 7/1/2026 Estimated d Completion 6/30/2028 Estimated d Projectt Costs Total 2022-23 $0 2023-24 $0 2024-25 $0 2025-26 $0 2026-27 $1,322,716 Totall 5 -Yearr $1,322,716 Funding g Sources 2022-23 2023-24 2024-25 2025-26 2026-27 Totall 5 -Yearr General Obligation Bonds $0 $0 $0 $0 $661,358 $661,358 Flood Control District - Maricopa County $0 $0 $0 $0 TBD $0 City of Scottsdale $0 $0 $0 $0 $661,358 $661,358 Total Operating g Impacts None $0 $0 $0 $0 $1,322,716 $1,322,716 2022-23 2023-24 2024-25 2025-26 2026-27 Totall 5 -Yearr 7-132 Capitall Improvementss Program Milll Avenue e Drainage e Improvements Milll Ave e and d Union n Pacific c Railroad,, SE E Corner This is the fifth highest ranked project in the Tempe Drainage Master Study. It is a project that will be eligible for Flood Control District of Maricopa County Project Funding.The project will focus on increasing the downstream stormdrain capacity, as well as connection of two separate stormdrain systems to provide relief to the systems, and increased capture capacity in the area of potential flooding. Possible flood mitigation components for this location include: 1) Provide relief to the storm drainage system by replacement/addition of 1000'-24" storm drain along Mill Ave to connect to 13th St. system. Upsize 13th St. pipe from 30" to 42" to the Union Pacific Rail Road (UPRR) and the UPRR crossing pipe to 48"; 2) Provide additional capture capacity by replacement of 18" storm drain with 24" and addition of new catch basin. Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Projectt Priority y Type Public Health and Safety Projectt Number 5610740 Estimated d Projectt Costs Total 2022-23 $116,000 Estimated d Startt 7/1/2024 Estimated d Completion 6/30/2026 2023-24 $951,608 2024-25 $0 2025-26 $0 2026-27 $0 Totall 5 -Yearr $1,067,608 Totall 5 -Yearr Funding g Sources 2022-23 2023-24 2024-25 2025-26 2026-27 General Obligation Bonds $58,000 $475,804 $0 $0 $0 $533,804 Flood Control District - Maricopa County $58,000 $475,804 $0 $0 $0 $533,804 $116,000 $951,608 $0 $0 $0 $1,067,608 2022-23 2023-24 2024-25 2025-26 2026-27 Totall 5 -Yearr Total Operating g Impacts None Capitall Improvementss Program Rooseveltt Storm m Drain Continentall Drive e and d Rooseveltt Road This is the highest ranked project in the Tempe Drainage Master Study. The Flood Control District of Maricopa County recommended and approved this project for the District's Capital Improvement Program funding at 50% match and requires participation from the City of Tempe and the City of Scottsdale. The project will focus on increasing the stormdrain capacity and increasing the capture capacity to provide relief for areas of current and potential future flooding. The proposed Roosevelt Street stormdrain is an extension of the existing 78-inch stormdrain that outlets to IBW at Roosevelt Street. New stormdrains are also proposed to capture the flows in the east-west streets north of Roosevelt Street/Continental Drive (in Scottsdale), including new laterals in 74th Street., 70th Street, and 68th Street. A fourth lateral is proposed at the west end of Continental Drive, through Supai Middle School, to intercept the 100-year, 6-hour peak discharge that is released through the 42-inch culvert underneath the Crosscut Canal. In addition to the proposed lateral stormdrains, inlets will also be added along Roosevelt Street/Continental Drive at the upstream side of intersecting streets to collect runoff before it can leave the roadway gutter and flow to the south, improving drainage conditions for the neighborhood areas south of Continental Dr./Roosevelt St. Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Projectt Priority y Type Public Health and Safety Projectt Number N/A Estimated d Startt 7/1/2022 Estimated d Completion 6/30/2024 Estimated d Projectt Costs Total 2022-23 $0 2023-24 $861,000 2024-25 $6,659,000 2025-26 $0 2026-27 $0 Totall 5 -Yearr $7,520,000 g Sources Funding General Obligation Bonds City of Scottsdale Flood Control District - Maricopa County Total Operating g Impacts None 2022-23 $0 $0 $0 $0 2022-23 2023-24 $430,500 $430,500 $0 $861,000 2023-24 2024-25 $1,449,500 $1,449,500 $3,760,000 $6,659,000 2024-25 2025-26 $0 $0 $0 $0 2025-26 2026-27 $0 $0 $0 $0 2026-27 Totall 5 -Yearr $1,880,000 $1,880,000 $3,760,000 $7,520,000 Totall 5 -Yearr 7-133 Capitall Improvementss Program Storm m Drain n Improvements Various catch basins, 1,670 storm manholes and two railroad underpass pump stations. This CIP project funds the following asset maintenance and improvements to the storm drainage system: 1) Replacement of substandard storm drain infrastructure (mainly catch basins) in conjunction with street reconstruction projects. 2) Repair and replace storm drain infrastructure as identified by the Water Utilities Storm Drain Assessment Program. 3) Small projects identified from the 2019 Stormwater Management Master Plan. 4) Safety and access improvements to the railroad underpass pump stations located at Rural Road and McClintock Drive Photo Coming Soon These activities will improve our storm drain system in areas across the City to enhance safety and lower the risk of flooding and property damage. Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Projectt Priority y Type Public Health and Safety Projectt Number 589971 Estimated d Startt Ongoing Estimated d Completion Ongoing Estimated d Projectt Costs Total 2022-23 $1,448,486 2023-24 $333,000 2024-25 $333,000 2025-26 $333,000 2026-27 $333,000 Totall 5 -Yearr $2,780,486 Funding g Sources General Obligation Bonds Total Operating g Impacts None 2022-23 $1,448,486 $1,448,486 2022-23 2023-24 $333,000 $333,000 2023-24 2024-25 $333,000 $333,000 2024-25 2025-26 $333,000 $333,000 2025-26 2026-27 $333,000 $333,000 2026-27 Totall 5 -Yearr $2,780,486 $2,780,486 Totall 5 -Yearr Capitall Improvementss Program W atson n Drive e - Bonarden n Lane e Drainage e Improvements Continentall Drive e and d Rooseveltt Road This is the third highest ranked project in the Tempe Drainage Master Study. This project is a recipient of the Flood Control District of Maricopa County Small Project Funding. This area has been subject to multiple structure flooding events. The drainage solutions in this area are focused on providing storage area (provides relief to the existing overtaxed stormdrain system) and connecting multiple stormdrain systems to provide relief to the systems. Possible flood mitigation components for this location include: An additional storm drain outlet from the neighborhood by adding a 36" pipe to connect from Watson Drive to Rural Road. And, either increasing storage volume at Scudder Park or adding a new storm drain from the neighborhood to connect to the existing Kiwanis system along Watson Drive, Palm Drive, and Sesame Street to College Avenue. Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Projectt Priority y Type Public Health and Safety Projectt Number 5810071 Estimated d Startt 3/1/2021 Estimated d Completion 6/30/2023 Estimated d Projectt Costs Total 2022-23 $1,016,442 2023-24 $0 2024-25 $0 2025-26 $0 2026-27 $0 Totall 5 -Yearr $1,016,442 Funding g Sources General Obligation Bonds Flood Control Distrct - Maricopa County Total Operating g Impacts None 2022-23 $475,772 $540,670 $1,016,442 2022-23 2023-24 $0 $0 $0 2023-24 2024-25 $0 $0 $0 2024-25 2025-26 $0 $0 $0 2025-26 2026-27 $0 $0 $0 2026-27 Totall 5 -Yearr $475,772 $540,670 $1,016,442 Totall 5 -Yearr 7-134 7-135 Traffic Signals and Street Lighting Program FY 2022/23 - FY2026/27 CIP Project Listing New project requests are underlined Project Name Proposed Project Number Funding Source(s) Capital Budget Re-appropriations New 2022-23 Appropriation Request 2022-23 Total Requested Appropriation Additional Projected Needs 2023-24 2024-25 2025-26 Total 5-Year Program 2026-27 Downtown ITS Operations 6909609 General Obligation Bonds 100,227 - 100,227 - - - - 100,227 Fiber Optic Installation University, Broadway Southern, McClintock, and Warner 6909629 General Obligation Bonds 434,000 - 434,000 - - - - 434,000 Federal Grant CMAQ Bonds Project Total - - - 744,970 55,030 800,000 - - - 744,970 55,030 800,000 Highway User Revenue Fund General Obligation Project Total - - - - 50,000 500,000 550,000 250,000 250,000 - 50,000 750,000 800,000 General Obligation Bonds 1,407,978 450,000 1,857,978 - - - - 1,857,978 Developer Funds 400,000 450,000 850,000 - - - - 850,000 - - - - - 250,000 250,000 50,000 2,000,000 2,050,000 300,000 2,000,000 2,300,000 100,000 - 100,000 - - - - 100,000 Highway User Revenue Fund - - - - 250,000 50,000 - 300,000 CMAQ - - - - - 2,000,000 - 2,000,000 Project Total - - - - 250,000 2,050,000 - 2,300,000 ITS Network Infrastructure Upgrade N/A ITS Traffic Signal CCTV Upgrades N/A New Signals/Safety Upgrades 6906209 New Traffic Signals - Developer Participation 6909669 Priest Dr. Fiber Project N/A Signal Equipment Upgrade ADOT Grant 6910460 Southern Ave. Fiber Project N/A Highway User Revenue Fund CMAQ Project Total ADOT Streetlight LED Replacement Program 6908399 General Obligation Bonds 550,266 500,000 1,050,266 500,000 500,000 500,000 Streetlight Pole Structural Replacement 6999849 General Obligation Bonds 207,255 204,951 412,206 204,951 204,951 204,951 204,951 1,232,010 Streetlight Upgrade/New Installation 6999869 Highway User Revenue Fund 275,215 100,000 375,215 100,000 100,000 100,000 100,000 775,215 Traffic Management Center Upgrade 6910199 General Obligation Bonds 269,916 - 269,916 - - - - 269,916 Federal Grant CMAQ 743,084 - 743,084 - - - - 743,084 7-136 2,550,266 Traffic Signals and Street Lighting Program FY 2022/23 - FY2026/27 CIP Project Listing New project requests are underlined Project Name Traffic Signal Green Signs New 2022-23 Appropriation Request 2022-23 Total Requested Appropriation Additional Projected Needs Proposed Project Number Funding Source(s) Capital Budget Re-appropriations 1,013,000 - 1,013,000 - - - - 1,013,000 6906229 Project Total General Obligation Bonds 121,618 99,522 221,140 99,522 99,522 99,522 99,522 619,228 2023-24 2024-25 2025-26 Total 5-Year Program 2026-27 6906683 General Obligation Bonds 197,517 525,000 722,517 525,000 525,000 525,000 525,000 2,822,517 Update Signalized Intersection Detection 6910209 General Obligation Bonds 356,038 150,000 506,038 250,000 250,000 250,000 250,000 1,506,038 Warner Rd. and Kyrene Canal Bike Ped Signal 6910479 General Obligation Bonds 125,000 475,000 600,000 - - - - 600,000 6910489 General Obligation Bonds 125,000 475,000 600,000 - - - - 600,000 5,413,114 3,429,473 8,842,587 2,479,473 2,479,473 4,229,473 3,229,473 21,260,479 Traffic Signal Infrastructure Western Canal @ Guadalupe Rd Crossing Improvements Traffic Signals and Street Lighting Program Total 7-137 Capitall Improvementss Program Downtown n ITS S Operations Downtown The project will provide the City with safety and performance upgrades of its Transportation Systems and Operations network to improve communications reliability and expand its capabilities to view, monitor and actively manage traffic conditions along the streetcar route. This project will install new controllers, CCTVs, detection cameras and EMTRAC transit signal priority devices to improve real-time traffic signal operations and improve traffic flow in coordination with the modern streetcar project. Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Priority y Type Public Health and Safety Projectt Number 6909609 Estimated d Startt 7/1/2022 Estimated d Completion 6/30/2027 Estimated d Projectt Costs Total 2022-23 $100,227 2023-24 $0 2024-25 $0 2025-26 $0 2026-27 $0 Totall 5 -Yearr $100,227 Funding g Sources General Obligation Bonds Total Operating g Impacts None 2022-23 $100,227 $100,227 2022-23 2023-24 $0 $0 2023-24 2024-25 $0 $0 2024-25 2025-26 $0 $0 2025-26 2026-27 $0 $0 2026-27 Totall 5 -Yearr $100,227 $100,227 Totall 5 -Yearr Capitall Improvementss Program Fiberr Optic c Installation n - University,, Broadway,, Southern,, McClintock k and d Warner University,, Broadway,, Southern,, McClintock,, Warner The project will install fiber in vacant conduit that was installed by previous projects. The installation of the fiber backbone on Rural Road now provides a framework for branching onto these adjacent roadways. Devices to be installed to complete the system include fiber, pull boxes, splice closures, patch panels, fiber optic jumper cables, and Ethernet switches. The purpose of this project is to provide the City with a reliable communications network to view, monitor, and actively manage traffic conditions. Fiber is more reliable than wireless technologies, has increased bandwidth and eliminates the need for telephone lease lines. The project will add fiber to one mile of University Drive (Rural Road to McClintock Drive), one mile of Broadway Road (Rural Road to Mill Avenue), half of a mile on Southern Avenue (Rural Road to College Avenue), half of a mile on McClintock Drive (University Drive to Apache Blvd) and one mile on Warner Road (Rural Road to McClintock Drive). Quality of Life Priority y Type Systems Expansions Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed 3.27 Achieve a Travel Time Index average at or below 1.25 along major streets during rush hour traffic with no individual segments exceeding 2.0. Projectt Number 6909629 Estimated d Startt 7/1/2022 Estimated d Completion 6/30/2027 Estimated d Projectt Costs Total 2022-23 $434,000 2023-24 $0 2024-25 $0 2025-26 $0 2026-27 $0 Totall 5 -Yearr $434,000 Funding g Sources General Obligation Bonds Total Operating g Impacts None 2022-23 $434,000 $434,000 2022-23 2023-24 $0 $0 2023-24 2024-25 $0 $0 2024-25 2025-26 $0 $0 2025-26 2026-27 $0 $0 2026-27 Totall 5 -Yearr $434,000 $434,000 Totall 5 -Yearr 7-138 Capitall Improvementss Program ITS S Network k Infrastructure e Upgrade Citywide Management of the City's transportation operations and signalization requires reliable communications with the capacity to transmit data to allow staff to actively manage traffic conditions. The goal of this project is to improve network performance with upgraded equipment and network architecture to support current and future ITS network bandwidth needs. Replace outdated and out-of-warranty backbone and edge switching equipment with new high bandwidth equipment for lower O&M costs, expanded capabilities, and improved reliability. Existing fiber splicing will be reexamined for improved operational performance, as well as the addition of mid-level switches and modification of network. Review and modify the existing fiber and wireless networks to improve data throughput, resiliency and redundancy to support the City's growing ITS infrastructure. Quality of Life Priority y Type Public Health and Safety Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed 3.27 Achieve a Travel Time Index average at or below 1.25 along major streets during rush hour traffic with no individual segments exceeding 2.0. Projectt Number 0 Estimated d Startt 7/1/2022 Estimated d Projectt Costs Total 2022-23 $0 2023-24 $800,000 2024-25 $0 2025-26 $0 2026-27 $0 Totall 5 -Yearr $800,000 Funding g Sources Federal Grant - CMAQ General Obligation Bonds Total Operating g Impacts None 2022-23 $0 $0 $0 2022-23 2023-24 $744,970 $55,030 $800,000 2023-24 2024-25 $0 $0 $0 2024-25 2025-26 $0 $0 $0 2025-26 2026-27 $0 $0 $0 2026-27 Totall 5 -Yearr $744,970 $55,030 $800,000 Totall 5 -Yearr Estimated d Completion 6/30/2027 Capitall Improvementss Program ITS S Traffic c Signall CCTV V Upgrades Citywide This project will upgrade 150 outdated CCTV cameras throughout the City with new, high resolution units to continue to provide staff with full situational awareness of traffic conditions throughout the City. These CCTV cameras are a major component of the City's Intelligent Transportation System (ITS) and allow staff to monitor the transportation network in real-time and make adjustments as needed to move traffic as safely and efficiently as possible, as referenced in the City's ITS Strategic Plan. Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities 1.08Achieve a reduction in the number of fatal and serious injury crashes to zero. Priority y Type Public Health and Safety Projectt Number N/A Estimated d Startt 7/1/2022 Estimated d Completion 6/30/2027 Estimated d Projectt Costs Total 2022-23 $0 2023-24 $0 2024-25 $550,000 2025-26 $250,000 2026-27 $0 Totall 5 -Yearr $800,000 Funding g Sources Highway User Revenue Fund General Obligation Bonds Total Operating g Impacts None 2022-23 $0 $0 $0 2022-23 2023-24 $0 $0 $0 2023-24 2024-25 $50,000 $500,000 $550,000 2024-25 2025-26 $0 $250,000 $250,000 2025-26 2026-27 $0 $0 $0 2026-27 Totall 5 -Yearr $50,000 $750,000 $800,000 Totall 5 -Yearr 7-139 Capitall Improvementss Program N ew w Signals/Safety y Upgrades Citywide This project provides for the installation of new traffic signals and associated equipment based on traffic engineering studies and warrants. It will also allow for replacement of existing outdated signals and address all safety updates to meet state and federal regulations. An intersection with modular traffic signal poles costs on average $450,000 depending of the size of intersection, which takes into account two modular poles at each corner. ADA elements, including accessible push buttons and ramps are included in all signal projects. Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities 1.08Achieve a reduction in the number of fatal and serious injury crashes to zero. Priority y Type Public Health and Safety Projectt Number 6906209 Estimated d Startt 7/1/2022 Estimated d Completion 6/30/2027 Estimated d Projectt Costs Total 2022-23 $1,857,978 2023-24 $0 2024-25 $0 2025-26 $0 2026-27 $0 Totall 5 -Yearr $1,857,978 Funding g Sources General Obligation Bonds Total Operating g Impacts None 2022-23 $1,857,978 $1,857,978 2022-23 2023-24 $0 $0 2023-24 2024-25 $0 $0 2024-25 2025-26 $0 $0 2025-26 2026-27 $0 $0 2026-27 Totall 5 -Yearr $1,857,978 $1,857,978 Totall 5 -Yearr Capitall Improvementss Program N ew w Traffic c Signalss - Developerr Participation Citywide This project provides for the installation of new traffic signal warranted through the development process and allows for the reimbursement of the new signal construction costs from the developer. An intersection costs an average of $450,000 depending on the size of intersection, which takes into account two poles at each corner and a cabinet with hardware. Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities 1.08Achieve a reduction in the number of fatal and serious injury crashes to zero. Priority y Type Public Health and Safety Projectt Number 6909669 Estimated d Startt 7/1/2022 Estimated d Completion 6/30/2027 Estimated d Projectt Costs Total 2022-23 $850,000 2023-24 $0 2024-25 $0 2025-26 $0 2026-27 $0 Totall 5 -Yearr $850,000 Funding g Sources Developer Funds Total Operating g Impacts None 2022-23 $850,000 $850,000 2022-23 2023-24 $0 $0 2023-24 2024-25 $0 $0 2024-25 2025-26 $0 $0 2025-26 2026-27 $0 $0 2026-27 Totall 5 -Yearr $850,000 $850,000 Totall 5 -Yearr 7-140 Capitall Improvementss Program Priestt Drr Fiberr Optic c Install Priestt Dr This project will upgrade the communications infrastructure along the entire Priest Drive arterial corridor from wireless to fiber optics. Conduit, fiber optic cabling and network switches will be installed at every signalized intersection along the corridor to provide full connectivity back to the Transportation Management Center. This work is needed to improve the reliability and security of the communications network and provide higher bandwidth to support the growing data needs of the City's Transportation Management Systems and Operations infrastructure, enabling staff to efficiently monitor and manage the operation of this corridor. Quality of Life Priority y Type Customer Enhancements Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed 3.27 Achieve a Travel Time Index average at or below 1.25 along major streets during rush hour traffic with no individual segments exceeding 2.0. Projectt Number N/A Estimated d Startt 7/1/2025 Estimated d Completion 9/1/2026 Estimated d Projectt Costs Total 2022-23 $0 2023-24 $0 2024-25 $0 2025-26 $250,000 2026-27 $2,050,000 Totall 5 -Yearr $2,300,000 Funding g Sources Highway User Revenue Fund Federal Grant - CMAQ Total Operating g Impacts None 2022-23 $0 $0 $0 2022-23 2023-24 $0 $0 $0 2023-24 2024-25 $0 $0 $0 2024-25 2025-26 $250,000 $0 $250,000 2025-26 2026-27 $50,000 $2,000,000 $2,050,000 2026-27 Totall 5 -Yearr $300,000 $2,000,000 $2,300,000 Totall 5 -Yearr Capitall Improvementss Program Signall Equipmentt Upgrade e - ADOT T Grant Citywide City staff has reviewed the I-10/Broadway Curve upcoming construction project and potential impacts to traffic on City streets. Full and partial freeway closures will occur throughout the construction. While traffic will not be officially detoured onto City streets, it would be wrong to assume that traffic will not detour on their own to Tempe streets. Given the projected conditions and the available technology for traffic signal operation, an adaptive traffic signal system can provide a solution to efficiently and effectively manage traffic signals in an area where traffic volumes are continually changing not just by hour but by day of the week. To implement an adaptive system, additional vehicle detection is needed as well as the software for the adaptive system. The City has identified a maximum of 34 intersections that should be included in an adaptive system to address I-10/Broadway Curve project construction impacts. The intersections will need a two-camera detection system and software to run the adaptive system. The City submitted a proposal and cost estimate to MAG and ADOT for the proposed transportation management system. ADOT and the City entered into an IGA that provides for the purchase and installation of the necessary equipment (within one year of the agreement date) and be reimbursed up to a maximum allotment of $1,223,000. Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities 1.08Achieve a reduction in the number of fatal and serious injury crashes to zero. Priority y Type Public Health and Safety Projectt Number 6910469 Estimated d Startt 7/1/2021 Estimated d Completion 6/30/2022 Estimated d Projectt Costs Total 2022-23 $100,000 2023-24 $0 2024-25 $0 2025-26 $0 2026-27 $0 Totall 5 -Yearr $100,000 Funding g Sources ADOT Total Operating g Impacts None 2022-23 $100,000 $100,000 2022-23 2023-24 $0 $0 2023-24 2024-25 $0 $0 2024-25 2025-26 $0 $0 2025-26 2026-27 $0 $0 2026-27 Totall 5 -Yearr $100,000 $100,000 Totall 5 -Yearr 7-141 Capitall Improvementss Program Southern n Ave e Fiberr Project Southern n Ave This project will upgrade the communications infrastructure along the entire Southern Avenue arterial corridor from wireless to fiber optics. Conduit, fiber optic cabling and network switches will be installed at every signalized intersection along the corridor to provide full connectivity back to the Transportation Management Center. This work is needed to improve the reliability and security of the communications network and provide higher bandwidth to support the growing data needs of the City's Transportation Systems Management and Operations infrastructure, enabling staff to better monitor and manage the operation of this corridor. Quality of Life Priority y Type Public Health and Safety Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed 3.27 Achieve a Travel Time Index average at or below 1.25 along major streets during rush hour traffic with no individual segments exceeding 2.0. Projectt Number 0 Estimated d Startt 7/1/2024 Estimated d Completion 1/30/2026 Estimated d Projectt Costs Total 2022-23 $0 2023-24 $0 2024-25 $250,000 2025-26 $2,050,000 2026-27 $0 Totall 5 -Yearr $2,300,000 Funding g Sources Highway User Revenue Fund Federal Grant - CMAQ Total Operating g Impacts None 2022-23 $0 $0 $0 2022-23 2023-24 $0 $0 $0 2023-24 2024-25 $250,000 $0 $250,000 2024-25 2025-26 $50,000 $2,000,000 $2,050,000 2025-26 2026-27 $0 $0 $0 2026-27 Totall 5 -Yearr $300,000 $2,000,000 $2,300,000 Totall 5 -Yearr Capitall Improvementss Program Streetlightt LED D Replacementt Program Citywide Beginning in year 2021, 5,000 arterial roadway luminaries will be changed to energy efficient LED type luminaires. Approximately 1,000 luminaires will be replaced each year. The purpose and need for this project is to replace aging High Pressure Sodium (HPS) streetlight luminaires with energy efficient LED type luminaires. LED luminaries produce clean white light with improved color rendition that the human eye uses to see. For this reason, LED luminaries significantly improve night time visibility of our vulnerable roadway users including bicyclists and pedestrians. Research demonstrates that bicyclists and pedestrians are over-represented in night time crashes. LED luminaries also consume 50% less energy and have a reduced maintenance cost. Energy savings realized will be contingent upon continued negotiations with both APS and SRP. Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities 1.08Achieve a reduction in the number of fatal and serious injury crashes to zero. Priority y Type Public Health and Safety Projectt Number 6908399 Estimated d Startt ongoing Estimated d Completion ongoing Estimated d Projectt Costs Total 2022-23 $1,050,266 2023-24 $500,000 2024-25 $500,000 2025-26 $500,000 2026-27 $0 Totall 5 -Yearr $2,550,266 Funding g Sources General Obligation Bonds Total Operating g Impacts None 2022-23 $1,050,266 $1,050,266 2022-23 2023-24 $500,000 $500,000 2023-24 2024-25 $500,000 $500,000 2024-25 2025-26 $500,000 $500,000 2025-26 2026-27 $0 $0 2026-27 Totall 5 -Yearr $2,550,266 $2,550,266 Totall 5 -Yearr 7-142 Capitall Improvementss Program Streetlightt Pole e Structurall Replacement Citywide This project will focus on addressing the 2015 survey which found 308 poles to be structurally deficient. These streetlight poles are on foundation and will need to be replaced due to wet, corrosive environments. Approximately 50 poles can be replaced per year and by the end of 2021/22 approximately 300 poles will have been replaced. After the 2015 survey replacements are complete a new survey will be completed to re-evaluate the direct bury and foundation poles not previously replaced. Out-year funds will continue to be requested to cover any poles found deficient in the new survey. The new survey is currently planned for 2021/22. Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Priority y Type Public Health and Safety Projectt Number 6999849 Estimated d Startt ongoing Estimated d Completion ongoing Estimated d Projectt Costs Total 2022-23 $412,206 2023-24 $204,951 2024-25 $204,951 2025-26 $204,951 2026-27 $204,951 Totall 5 -Yearr $1,232,010 Funding g Sources General Obligation Bonds Total Operating g Impacts None 2022-23 $412,206 $412,206 2022-23 2023-24 $204,951 $204,951 2023-24 2024-25 $204,951 $204,951 2024-25 2025-26 $204,951 $204,951 2025-26 2026-27 $204,951 $204,951 2026-27 Totall 5 -Yearr $1,232,010 $1,232,010 Totall 5 -Yearr Capitall Improvementss Program Streetlightt Upgrade e New w Installation Citywide This project allows staff to strategically prioritize improvements to the street light system including the installation of arterial dual-side street lights and residential street lights per citizen requests. Tempe currently has some arterial roadways that lack dual-side lighting and this project would continue to add lighting in order to meet the minimum lighting standard. Due to a reduction in funding in 2018/19, there were no dual-side streetlighting projects installed and funding allocated allowed for up to seven new residential streetlights. For FY2022/2023 dual-side lighting proposed projects include: west side of Mill Avenue between Pebble Beach and Hermosa Drive. Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Priority y Type Public Health and Safety Projectt Number 6999869 Estimated d Startt 7/1/2022 Estimated d Completion 6/30/2027 Estimated d Projectt Costs Total 2022-23 $375,215 2023-24 $100,000 2024-25 $100,000 2025-26 $100,000 2026-27 $100,000 Totall 5 -Yearr $775,215 Funding g Sources General Obligation Bonds Total Operating g Impacts None 2022-23 $375,215 $375,215 2022-23 2023-24 $100,000 $100,000 2023-24 2024-25 $100,000 $100,000 2024-25 2025-26 $100,000 $100,000 2025-26 2026-27 $100,000 $100,000 2026-27 Totall 5 -Yearr $775,215 $775,215 Totall 5 -Yearr 7-143 Capitall Improvementss Program Traffic c Managementt Centerr Upgrade Tempe e Transportation n Center The Tempe Transportation Center opened in August of 2008 and included the city's first Transportation Management Center. In order to continue to monitor the safety and operations of the transportation system, equipment upgrades are necessary before the existing equipment in the TMC has reached the end of its useful life. Project objectives include the replacement of outdated video wall displays and processors with modern systems for lower O&M costs and enhanced monitoring capabilities. This will integrate multiple real-time data sources for complete situational awareness of traffic conditions. It will also include the upgrade of communications infrastructure to support sharing of data with other Tempe departments while providing greater resiliency and disaster preparedness. Quality of Life Priority y Type Public Health and Safety Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed 3.27 Achieve a Travel Time Index average at or below 1.25 along major streets during rush hour traffic with no individual segments exceeding 2.0. Projectt Number 6910199 Estimated d Startt 7/1/2022 Estimated d Completion 6/30/2027 Estimated d Projectt Costs Total 2022-23 $1,013,000 2023-24 $0 2024-25 $0 2025-26 $0 2026-27 $0 Totall 5 -Yearr $1,013,000 Funding g Sources General Obligation Bonds Federal Grant - CMAQ Total Operating g Impacts None 2022-23 $269,916 $743,084 $1,013,000 2022-23 2023-24 $0 $0 $0 2023-24 2024-25 $0 $0 $0 2024-25 2025-26 $0 $0 $0 2025-26 2026-27 $0 $0 $0 2026-27 Totall 5 -Yearr $269,916 $743,084 $1,013,000 Totall 5 -Yearr Capitall Improvementss Program Traffic c Signall Green n Signs Citywide This project will allow for the replacement of the traffic signal internally illuminated green signs which have exceeded their expected life. As part of the development of the Transportation and Traffic Engineering Division Asset Management Plan, staff has identified the green signs as an asset in the system for inclusion in the plan and development of a program for the systematic replacement of the signs. Current traffic signal internally illuminated green signs have been in place for at least 15+ years and have exceeded their product life cycle. As part of a continuing transportation asset management program, this project will continue the process of replacing sign faces (eight per intersection) at a rate of 10 intersections per year with a total of 190 modular signalized intersections to complete. Photo Coming Soon This project will allow Tempe thru a contracted vendor to replace its aging green sign faces, which will increase visibility and improve safety for the motoring public. Currently 161 intersections out of the 190 have been replaced. While the assets have a typical life of 15 years, ongoing funding is being requested to ensure the assets can be replaced should additional faces need to be replaced due to fading or vandalism. Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Priority y Type Public Health and Safety Projectt Number 6906229 Estimated d Startt ongoing Estimated d Projectt Costs Total 2022-23 $221,140 2023-24 $99,522 2024-25 $99,522 2025-26 $99,522 2026-27 $99,522 Totall 5 -Yearr $619,228 Funding g Sources General Obligation Bonds Total Operating g Impacts None 2022-23 $221,140 $221,140 2022-23 2023-24 $99,522 $99,522 2023-24 2024-25 $99,522 $99,522 2024-25 2025-26 $99,522 $99,522 2025-26 2026-27 $99,522 $99,522 2026-27 Totall 5 -Yearr $619,228 $619,228 Totall 5 -Yearr 7-144 Estimated d Completion ongoing Capitall Improvementss Program Traffic c Signall Infrastructure Citywide The City's transportation system includes 246 signalized intersections and associated infrastructure to support the safe movement of all modes of travel in Tempe. This project provides for the installation and repair of existing equipment related to the traffic signal system and as warranted by traffic engineering studies. In addition, this project provides for the management and replacement of underground signal system assets which have been identified for repair and replacement along Mill Ave between 4th St and 7th St and separating the cables of traffic signals, street lights and festive lights. Program includes a proactive asset management element where components are replaced to ensure the signal system is operating safely and efficiently. In addition, the CIP provides for unexpected emergency repairs that occur throughout the year and needed to ensure the system remains functional. This project provides new Green Myers meter pedestal equipment as a safety measure to safely de-engergize the traffic signal power before IMSA traffic signal technician proceed with their troubleshooting. The program includes a proactive asset management element where components are replaced to ensure the signal system is operating safely and efficiently. Currently, approximately 60% of the total signalized intersections do not have meter pedestals which potentially put City staff at risk during unexpected emergency repairs that occur throughout the year. This project will provide up to date Malfunction Management Unit (MMU) to more than 60% of existing signalized intersections. These MMUs will display the cabinet's status, monitor faulty signals, report malfunctions and provide accurate diagnoses. Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Priority y Type Public Health and Safety Projectt Number 6903383 Estimated d Startt ongoing Estimated d Completion ongoing Estimated d Projectt Costs Total 2022-23 $722,517 2023-24 $525,000 2024-25 $525,000 2025-26 $525,000 2026-27 $525,000 Totall 5 -Yearr $2,822,517 Funding g Sources General Obligation Bonds Total Operating g Impacts None 2022-23 $722,517 $722,517 2022-23 2023-24 $525,000 $525,000 2023-24 2024-25 $525,000 $525,000 2024-25 2025-26 $525,000 $525,000 2025-26 2026-27 $525,000 $525,000 2026-27 Totall 5 -Yearr $2,822,517 $2,822,517 Totall 5 -Yearr Capitall Improvementss Program Update e Signalized d Intersection n Detection Citywide The Transportation Division is responsible for delivering a balanced transportation system for all modes of travel. As development in the City has continued to grow, the level of congestion has also increased. This project will upgrade realtime intersection detection systems to: identify vehicular, bicycle, and pedestrian demand, and to allow staff to gather additional data to better time and coordinate the signalized intersections along arterial corridors. Once installed, these advanced detection systems will also begin to provide the data required for a future Adaptive Signal Control system that will help to reduce environmental impacts and manage traffic flow by automatically adjusting signal timings to accommodate real-time traffic patterns. The identified projects include installation at five major intersections per year. It will also include the purchase of software to run the adaptive signals. In the first three years, the city will focus on congested intersections in the urban core that can benefit from optimized signal timing and advanced artificial intelligence capabilities. This will be followed by 35 intersections in the following seven years, for a total of 50 intersections citywide. Operating budget impacts include an ongoing maintenance budget of $5,000 per year beginning in year (FY22/23). Quality of Life Priority y Type Customer Enhancements Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed 3.27 Achieve a Travel Time Index average at or below 1.25 along major streets during rush hour traffic with no individual segments exceeding 2.0. Projectt Number 6910209 Estimated d Startt 7/1/2022 Estimated d Completion 6/30/2027 Estimated d Projectt Costs Total 2022-23 $506,038 2023-24 $250,000 2024-25 $250,000 2025-26 $250,000 2026-27 $250,000 Totall 5 -Yearr $1,506,038 Funding g Sources General Obligation Bonds Total Operating g Impacts None 2022-23 $506,038 $506,038 2022-23 2023-24 $250,000 $250,000 2023-24 2024-25 $250,000 $250,000 2024-25 2025-26 $250,000 $250,000 2025-26 2026-27 $250,000 $250,000 2026-27 Totall 5 -Yearr $1,506,038 $1,506,038 Totall 5 -Yearr 7-145 Capitall Improvementss Program W arnerr Rd d and d Kyrene e Canall Bike e Ped d Signal Kyrene e Canall Path h and d Warnerr Rd The Transportation Division is tasked with providing residents and visitors with a safe and efficient transportation system. As part of a continuing transportation safety program, Traffic Engineering staff studies locations within the City that could benefit from the implementation of traffic safety measures. Staff has received comments from pedestrians and bicyclists about this portion of the Kyrene Canal Path. As a first phase in improving the crossing, the City installed a median refuge area so that users could negotiate a twostage crossing of Warner Rd if necessary. This project would complete the second phase of the improvements. A study performed at this location shows that the Kyrene Canal crossing on Warner Rd warrants a traffic signal. This project will construct a signalized crossing at the Kyrene Canal in order to provide a controlled crossing for pedestrians and bicyclists. The design of the project will be in FY21/22 while construction would occur in FY22/23. Funding for design has been increased based on recent estimates received on other similar projects. Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities 1.08Achieve a reduction in the number of fatal and serious injury crashes to zero. Priority y Type 0 Projectt Number 6910479 Estimated d Startt 7/1/2022 Estimated d Completion 6/30/2027 Estimated d Projectt Costs Total 2022-23 $600,000 2023-24 $0 2024-25 $0 2025-26 $0 2026-27 $0 Totall 5 -Yearr $600,000 Funding g Sources General Obligation Bonds Total Operating g Impacts None 2022-23 $600,000 $600,000 2022-23 2023-24 $0 $0 2023-24 2024-25 $0 $0 2024-25 2025-26 $0 $0 2025-26 2026-27 $0 $0 2026-27 Totall 5 -Yearr $600,000 $600,000 Totall 5 -Yearr Capitall Improvementss Program W estern n Canall @ Guadalupe e Crossing g Improvements W estern n Canall Path h and d Guadalupe e Rd The City of Tempe's Transportation Division is tasked with providing residents and visitors with a safe and efficient transportation system. As part of a continuing transportation safety program, Traffic Engineering staff proactively identifies potential locations within the City that could benefit from the implementation of traffic safety measures. Due to the popularity of the Western Canal Multi-use Path, staff continues to get comments from bicyclists and pedestrians requesting a signalized crossing at Guadalupe Road to improve safety. This project will design and construct a signalized crossing. It is anticipated that a significant amount of coordination will be required with Salt River Project. This project will include ADA Transition Plan identified repairs. The design of the project will be in FY21/22 while construction would occur in FY22/23. Funding for design has been increased based on recent estimates received on similar projects. Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities 1.08Achieve a reduction in the number of fatal and serious injury crashes to zero. Priority y Type Public Health and Safety Projectt Number 6910489 Estimated d Startt 7/1/2022 Estimated d Completion 6/30/2027 Estimated d Projectt Costs Total 2022-23 $600,000 2023-24 $0 2024-25 $0 2025-26 $0 2026-27 $0 Totall 5 -Yearr $600,000 Funding g Sources General Obligation Bonds Total Operating g Impacts None 2022-23 $600,000 $600,000 2022-23 2023-24 $0 $0 2023-24 2024-25 $0 $0 2024-25 2025-26 $0 $0 2025-26 2026-27 $0 $0 2026-27 Totall 5 -Yearr $600,000 $600,000 Totall 5 -Yearr 7-146 Transportation and R.O.W. Program FY 2022/23 - FY2026/27 CIP Project Listing New project requests are underlined Project Name 2022 MAG Sweepers 5th Street Streetscape (Farmer to College Avenues) ADA Improvements - Right-ofWay Architectural Monument Signs Arterial Walls Bridge Maintenance Broadway Road Revitalization Corridor City Facility Parking Lots City Hall Complex Restrooms and Parking Reconfiguration Clark Park/Mitchell Park Neighborhood Alley Stabilization Proposed Funding Source(s) Project Number N/A Federal Grant - CMAQ 5407931 Capital Budget Re-appropriations New 2022-23 Appropriation Request 2022-23 Total Requested Appropriation - - - 281,921 Additional Projected Needs 2023-24 2024-25 2025-26 Total 5-Year Program 2026-27 - - - 281,921 General Obligation Bonds - - - 3,943,000 - - - 3,943,000 Transit Tax - - - 387,000 - - - 387,000 Highway User Revenue Fund - - - 500,000 - - - 500,000 Project Total - - - 4,830,000 - - - 4,830,000 5408021 General Obligation Bonds 1,497,846 600,000 2,097,846 600,000 600,000 600,000 600,000 4,497,846 5410660 Highway User Revenue Fund - 100,000 100,000 - - - - 100,000 N/A General Obligation Bonds - - - 500,000 - - - 500,000 5499891 General Obligation Bonds 887,606 21,000 908,606 470,000 21,000 470,000 21,000 1,890,606 N/A General Obligation Bonds - - - 200,000 441,000 - - 641,000 General Obligation Bonds 279,354 1,500,000 1,779,354 2,300,000 2,000,000 1,000,000 1,500,000 8,579,354 ADOT Project Total 824,344 1,103,698 1,500,000 824,344 2,603,698 2,300,000 2,000,000 1,000,000 1,500,000 824,344 9,403,698 - 150,000 150,000 1,475,443 - - - 1,625,443 5407791 5410670 General Obligation Bonds 3410409 5410399 Solid Waste Fund Federal Grant - CMAQ Project Total 43,500 43,500 71,977 1,190,773 1,262,750 115,477 1,190,773 1,306,250 - - - - 115,477 1,190,773 1,306,250 Highway User Revenue Fund 130 Project Total 650,000 650,000 200,000 200,000 650,000 200,000 850,000 15,000 1,110,000 1,125,000 15,000 1,120,000 1,135,000 - - 680,000 2,430,000 3,110,000 Elliot & Kyrene Railroad Crossing Intersection Safety Improvement 5408041 Fire Medical Rescue Facilities Pavement Replacement 5410439 General Obligation Bonds 375,000 450,000 825,000 1,500,000 - - - 2,325,000 Future Fiber Network Expansion 5409681 General Obligation Bonds 2,132,000 - 2,132,000 300,000 300,000 300,000 300,000 3,332,000 3410429 5410419 Solid Waste Fund Federal Grant - CMAQ Project Total 43,500 43,500 42,765 707,485 750,250 86,265 707,485 793,750 - - - - 86,265 707,485 793,750 5410449 General Obligation Bonds 100,000 1,824,199 1,924,199 1,700,000 1,500,000 - - 5,124,199 Hudson Manor/University Heights Neighborhood Alley Stabilization Infrastructure Improvements Smith Innovation Hub 7-147 Transportation and R.O.W. Program FY 2022/23 - FY2026/27 CIP Project Listing New project requests are underlined Proposed Funding Source(s) Capital Budget Re-appropriations New 2022-23 Appropriation Request 2022-23 Total Requested Appropriation 5410219 Highway User Revenue Fund 150,000 - 150,000 - - - - 150,000 Loop 202 & Scottsdale Road OnRamp Expansion N/A General Obligation Bonds - - - 130,000 780,000 - - 910,000 Maple Ash, Wilson Art and Garden, and Mitchell Park Neighborhood Association Traffic Calming Project Name Loop 202 & McClintock Dr TI Feasibility Study Project Number Additional Projected Needs 2023-24 2024-25 2025-26 Total 5-Year Program 2026-27 5410459 General Obligation Bonds 520,500 - 520,500 - - - - 520,500 McClintock Dr Streetscape Implementation 5408751 Highway User Revenue Fund 2,161,862 - 2,161,862 - - - - 2,161,862 Minor Concrete Improvements 5401417 General Obligation Bonds 88,911 257,000 345,911 265,000 273,000 281,000 290,000 1,454,911 Minor Pavement Preservation 5409661 General Obligation Bonds 376,298 2,300,500 2,676,798 2,380,000 2,692,500 2,800,000 3,000,000 13,549,298 Neighborhood Traffic Calming 5408051 Highway User Revenue Fund 133,901 200,000 333,901 200,000 200,000 200,000 200,000 1,133,901 Pedestrian and Bicycle Grade Separation - University and College N/A - - - - 966,000 4,506,798 964,336 - 4,506,798 1,930,336 - - - - 966,000 3,214,866 8,686,000 - 3,214,866 9,652,000 TA Grant Development Impact Fees Arizona State University Contribution Project Total Quiet Zone and Alameda Intersection Improvements 5410169 Highway User Revenue Fund 232,653 - 232,653 - - - - 232,653 Right of Way (ROW) Landscape Replacement 5406149 Highway User Revenue Fund 16,552 1,000,000 1,016,552 1,000,000 1,000,000 1,000,000 1,000,000 5,016,552 Roadway Mill & Overlay & Reconstructions (formerly Arterial Resurfacing) 5499741 9,717,052 9,000,000 18,717,052 7,000,000 7,000,000 7,000,000 8,500,000 48,217,052 General Obligation Bonds Highway User Revenue Fund Project Total - 1,000,000 1,000,000 3,550,000 3,550,000 3,500,000 3,000,000 14,600,000 9,717,052 10,000,000 19,717,052 10,550,000 10,550,000 10,500,000 11,500,000 62,817,052 Roundabout at College and McKellips N/A General Obligation Bonds - - - 210,000 1,275,000 - - 1,485,000 Rural Rd & Baseline Rd Intersection Improvements 5410680 General Obligation Bonds - 247,500 247,500 - 2,025,000 - - 2,272,500 Scottsdale Rd & Cavalier Dr Pedestrian Signal 5410179 General Obligation Bonds HSIP Grant Project Total 385,000 206,809 591,809 - 385,000 206,809 591,809 - - - - 385,000 206,809 591,809 7-148 Transportation and R.O.W. Program FY 2022/23 - FY2026/27 CIP Project Listing New project requests are underlined Project Name Project Number Proposed Funding Source(s) Street Grant Contingency 5409854 Cash/Grant/Other Vision Zero Infrastructure Improvements 5410189 General Obligation Bonds Warner I-10 Drainage Channel Access Ramp 5410690 Highway User Revenue Fund Transportation and R.O.W. Program Total Capital Budget Re-appropriations New 2022-23 Appropriation Request 2022-23 Total Requested Appropriation - 1,000,000 1,000,000 - - - - 1,000,000 208,971 320,000 528,971 325,000 200,000 325,000 200,000 1,578,971 - 150,000 150,000 - - - - 150,000 21,031,659 22,333,199 43,364,858 30,342,364 25,958,500 26,162,000 18,611,000 144,438,722 7-149 Additional Projected Needs 2023-24 2024-25 2025-26 Total 5-Year Program 2026-27 Capitall Improvementss Program 2022 2 MAG G Sweeperr Grant Citywide On March 28, 2022, the Maricopa Association of Governments (MAG) received notification from the Arizona Department of Transportation (ADOT) that the transposition of federal Congestion Mitigation and Air Quality Improvement (CMAQ) funds for MAG Highway User Revenue Funds has been completed for the Prioritized List of Proposed PM-10 Certified Street Sweepers for FY 2022. On December 1, 2021, the MAG Regional Council approved the Prioritized List of Proposed PM-10 Certified Street Sweepers for FY 2022 CMAQ Funding. Two PM-10 certified street sweeper projects requested by the City of Tempe have been approved for FY 2022 funding for an amount not to exceed $281,921 for each sweeper. MAG is requesting that the street sweepers be purchased and reimbursement request be sent to MAG by March 30, 2023. Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Priority y Type Asset Preservation Projectt Number N/A Estimated d Startt ongoing Estimated d Projectt Costs Total 2022-23 $281,921 2023-24 $0 2024-25 $0 2025-26 $0 2026-27 $0 Totall 5 -Yearr $281,921 Funding g Sources Federal Grant - CMAQ Total Operating g Impacts None 2022-23 $281,921 $281,921 2022-23 2023-24 $0 $0 2023-24 2024-25 $0 $0 2024-25 2025-26 $0 $0 2025-26 2026-27 $0 $0 2026-27 Totall 5 -Yearr $281,921 $281,921 Totall 5 -Yearr Estimated d Completion ongoing Capitall Improvementss Program 5th h Streett Streetscape e - Farmerr to o College e Ave 5th h Stt from m Farmerr to o College The 5th Street Streetscape is a redesign and reconstruction of a Tempe collector street that links established neighborhoods to Arizona State University, downtown Tempe and the City Hall Complex. The project is intended to create a street with greater multi-modal access for all users with expanded landscaping and shade, enhanced bicycle, transit and pedestrian facilities and ADA upgrades as identified in the Transition Plan. The project will include gateway treatments, shade enhancements, additional crosswalks, on-street parking, and medians. The project will also explore integration of low impact development and sustainable practices like water harvesting and greater tree canopy coverage. This project is a joint funding effort with the Downtown Tempe Authority. Project construction funding is anticipated to come from a variety of sources including HURF, Transit Tax and GO Bonds. The project will be coordinated with pavement resurfacing and the City ADA Transition Plan. Quality of Life Priority y Type Customer Enhancements Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed 3.26 Achieve a multimodal transportation system (20-minute city) where residents can walk, bicycle, or use public transit to meet all basic daily, non-work needs. Projectt Number 5407931 Estimated d Startt 1/1/2023 Estimated d Projectt Costs Total 2022-23 $0 2023-24 $4,830,000 2024-25 $0 2025-26 $0 2026-27 $0 Totall 5 -Yearr $4,830,000 Funding g Sources General Obligation Bonds Transit Tax Highway User Revenue Fund Total Operating g Impacts None 2022-23 $0 $0 $0 $0 2022-23 2023-24 $3,943,000 $387,000 $500,000 $4,830,000 2023-24 2024-25 $0 $0 $0 $0 2024-25 2025-26 $0 $0 $0 $0 2025-26 2026-27 $0 $0 $0 $0 2026-27 Totall 5 -Yearr $3,943,000 $387,000 $500,000 $4,830,000 Totall 5 -Yearr 7-150 Estimated d Completion 6/30/2025 Capitall Improvementss Program A DA A Improvementss - Right-of-Way Citywide This project involves updating infrastructure not constructed to current ADA specifications and improving overall accessibility using the 2016, 2017 and 2018 ADA Accessibility survey to identify and prioritize needed improvements and to establish a long term plan for making the city more accessible. The first phase of the ADA survey covered the downtown area. The survey identified needed corrections valued at $10.2 million. A majority of the corrections ($8.7 million) involve sidewalks that cross commercial driveways. Phase II of the survey which covered areas north of Guadalupe Road identified approximately $35 million in corrections involving sidewalks, cur ramps and pedestrian signals. Additional discussion will be started in order to determine policy direction for making these corrections and then future funding can be programmed. Photo Coming Soon The remaining corrections that do not involve commercial property were phased into fiscal years 2017-18 through 2019-20 based on the prioritization in the ADA survey report. An additional amount is included each year to address ADA requests that come in throughout the year. Quality of Life Priority y Type Public Health and Safety Primary y City y Councill Priority y and d Performance e Measure e Addressed 3.14 Achieve accessibility in all city rights-of-way, parks, and facilities as identified in the Tempe ADA Transition Plan. Projectt Number 5408021 Estimated d Startt Ongoing Estimated d Completion Ongoing Estimated d Projectt Costs Total 2022-23 $2,097,845 2023-24 $600,000 2024-25 $600,000 2025-26 $600,000 2026-27 $600,000 Totall 5 -Yearr $4,497,845 Funding g Sources General Obligation Bonds Total Operating g Impacts None 2022-23 $2,097,846 $2,097,846 2022-23 2023-24 $600,000 $600,000 2023-24 2024-25 $600,000 $600,000 2024-25 2025-26 $600,000 $600,000 2025-26 2026-27 $600,000 $600,000 2026-27 Totall 5 -Yearr $4,497,846 $4,497,846 Totall 5 -Yearr Capitall Improvementss Program A rchitecturall Monumentt Signs Various This request is for funding to construct visually impactful, large scale monument signs/branded structures located within the city's interior and/or at gateway points. The funds will be used for determining locations, cost of materials, the design process and maintenance. Photo Coming Soon Quality of Life Priority y Type Asset Preservation Primary y City y Councill Priority y and d Performance e Measure e Addressed 3.23 Achieve ratings of "Very Satisfied" or "Satisfied" with the "Quality of Landscape maintenance along streets/sidewalks" greater than or equal to the top 10% of the national benchmark cities as measured in the Community Survey. Projectt Number 5410660 Estimated d Startt ongoing Estimated d Completion ongoing Estimated d Projectt Costs Total 2022-23 $100,000 2023-24 $0 2024-25 $0 2025-26 $0 2026-27 $0 Totall 5 -Yearr $100,000 Funding g Sources Highway User Revenue Fund Total Operating g Impacts None 2022-23 $100,000 $100,000 2022-23 2023-24 $0 $0 2023-24 2024-25 $0 $0 2024-25 2025-26 $0 $0 2025-26 2026-27 $0 $0 2026-27 Totall 5 -Yearr $100,000 $100,000 Totall 5 -Yearr 7-151 Capitall Improvementss Program A rteriall Walls Various This project would replace right-of-way walls along arterial roadways that have fallen into disrepair. Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Priority y Type Public Health and Safety Projectt Number N/A Estimated d Startt 7/1/2023 Estimated d Projectt Costs Total 2022-23 $0 2023-24 $500,000 2024-25 $0 2025-26 $0 2026-27 $0 Totall 5 -Yearr $500,000 Funding g Sources General Obligation Bonds Total Operating g Impacts None 2022-23 $0 $0 2022-23 2023-24 $500,000 $500,000 2023-24 2024-25 $0 $0 2024-25 2025-26 $0 $0 2025-26 2026-27 $0 $0 2026-27 Totall 5 -Yearr $500,000 $500,000 Totall 5 -Yearr Estimated d Completion 6/30/2024 Capitall Improvementss Program Bridge e Maintenance Various Under federal law the National Bridge Inspection Program mandates the inspection of all bridges in the country at least once every two years. ADOT has been administering these inspections for the City of Tempe's bridges for many years and subsequently submitting a report to the City defining required repairs and maintenance. Currently ADOT inspects 32 bridges for the City, all of which are at least twenty years old. Repairs are prioritized based upon the sufficiency rating produced by ADOT which varies for each inspection year. Funding in FY23 and future years is for completing the required repairs in alternating years as identified by ADOT from the inspection. In addition, there are ongoing yearly costs for monitoring and testing of the retaining walls of the Center Parkway Bridge. We anticipate these costs to decrease in the upcoming out years. This CIP will also fund the inspection and asset management for the City's pedestrian bridges including the bridge over Tempe Town Lake. ADA elements are incorporated into the projects where applicable. Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Projectt Priority y Type Public Health and Safety Projectt Number 5499891 Estimated d Startt On going Estimated d Completion On going Estimated d Projectt Costs Total 2022-23 $908,606 2023-24 $470,000 2024-25 $21,000 2025-26 $470,000 2026-27 $21,000 Totall 5 -Yearr $1,890,606 Funding g Sources General Obligation Bonds Total Operating g Impacts None 2022-23 $908,606 $908,606 2022-23 2023-24 $470,000 $470,000 2023-24 2024-25 $21,000 $21,000 2024-25 2025-26 $470,000 $470,000 2025-26 2026-27 $21,000 $21,000 2026-27 Totall 5 -Yearr $1,890,606 $1,890,606 Totall 5 -Yearr 7-152 Capitall Improvementss Program Broadway y Road d Revitalization n Corridor Broadway y Rd,, 55th h Stt to o Milll Ave Currently the corridor has areas where no sidewalks exist as well as areas that do not meet the 8-ft standard. The Broadway Road working group discussed installing sidewalks to bring the corridor up to current standards as well as enhancing the intersections by installing a surface treatment or stamping and painting. This CIP identifies money to be spent on upgrades to the corridor. Specific improvements will be identified by the working group or be brought forward to a council committee at the time of funding is in place. Photo Coming Soon Quality of Life Priority y Type Customer Enhancements Primary y City y Councill Priority y and d Performance e Measure e Addressed 3.14 Achieve accessibility in all city rights-of-way, parks, and facilities as identified in the Tempe ADA Transition Plan. Projectt Number N/A Estimated d Startt 7/1/2023 Estimated d Completion 12/15/2024 Estimated d Projectt Costs Total 2022-23 $0 2023-24 $200,000 2024-25 $441,000 2025-26 $0 2026-27 $0 Totall 5 -Yearr $641,000 Funding g Sources General Obligation Bonds Total Operating g Impacts None 2022-23 $0 $0 2022-23 2023-24 $200,000 $200,000 2023-24 2024-25 $441,000 $441,000 2024-25 2025-26 $0 $0 2025-26 2026-27 $0 $0 2026-27 Totall 5 -Yearr $641,000 $641,000 Totall 5 -Yearr Capitall Improvementss Program City y Facilitiess Parking g Lots Citywide This project provides for the sealing, resurfacing and reconstruction of the City's 74 parking lots in order to maintain the lots at a safe and acceptable level. Staff worked with a consultant to analyze the condition of the assets. Similar to the PQI levels identified for the street pavement network, the condition rating will be used to prioritize the rehabilitation fo the parking lots. ADA elements are included in this project when applicable. 2022-23: Diablo Stadium (ADOT funded), Jaycee Park, Hudson Park, Ken McDonald Golf Course, Westside Multigenerational Center, North Tempe Multigenerational Center, Apache Police Station, Daley Park and Tempe Public Library. 2023-24: Diable Stadium, Indian Ben Wash Park, JGM Water Treatment Plant, Peteson Park, Rolling Hills Golf Course, South Watet Treatment Plant, Tempe Town Lake, Mouer Police Substation 2024-25: City Hall Pakring Lot, Ken McDonald Maintenance Yard, Kiwanis Park 2025-26: Benedict Sports Complex, New School for the Arts, Tempe Women's Club, Arrendondo Park 2026-26: Tempe Sports Complex and Police Substation Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Priority y Type Asset Preservation Projectt Number 5407791 Estimated d Startt Ongoing Estimated d Completion Ongoing Estimated d Projectt Costs Total 2022-23 $2,603,698 2023-24 $2,300,000 2024-25 $2,000,000 2025-26 $1,000,000 2026-27 $1,500,000 Totall 5 -Yearr $9,403,698 Funding g Sources General Obligation Bonds ADOT Total Operating g Impacts None 2022-23 $1,779,354 $824,344 $2,603,698 2022-23 2023-24 $2,300,000 $0 $2,300,000 2023-24 2024-25 $2,000,000 $0 $2,000,000 2024-25 2025-26 $1,000,000 $0 $1,000,000 2025-26 2026-27 $1,500,000 $0 $1,500,000 2026-27 Totall 5 -Yearr $8,579,354 $824,344 $9,403,698 Totall 5 -Yearr 7-153 Capital Improvements Program City Hall Complex Restrooms and Parking Reconfiguration City Hall This project emerged during the design phase of the Fifth Street Streetscape project, as efforts to identify suitable downtown locations for public use restrooms coincided with programmed improvements to the streetscape and right of way. The project includes two, freestanding public use restroom facilities installed in a reconfiguration of the City Hall parking lot, which is intended to provide improved flow to the City Hall Complex and 6th Street Park. These improvements were also coordinated with the future proposed enhancements of the streetscape project, including solar power, water harvesting, tree and shade enhancements and opportunities for public art. The project will also review the possiblity of a demonstration project that allows for electric vehicle charging. Preliminary costs for design and construction have been included in the CIP under other project costs. Quality of Life Priority Type Asset Preservation Photo Coming Soon Primary City Council Priority and Performance Measure Addressed 3.14 Achieve accessibility in all city rights-of-way, parks, and facilities as identified in the Tempe ADA Transition Plan. Project Number 5410670 Estimated Start 7/1/2023 Estimated Completion 6/30/2024 Estimated Project Costs Total 2022-23 $150,000 2023-24 $1,475,343 2024-25 $0 2025-26 $0 2026-27 $0 Total 5 -Year $1,625,343 Funding Sources General Obligation Bonds Total Operating Impacts None 2022-23 $150,000 $150,000 2022-23 2023-24 $1,475,443 $1,475,443 2023-24 2024-25 $0 $0 2024-25 2025-26 $0 $0 2025-26 2026-27 $0 $0 2026-27 Total 5 -Year $1,625,443 $1,625,443 Total 5 -Year Capital Improvements Program Clark Park/Mitchell Park Neighborhood Alley Stabilization Clark Park and Mitchell Park Neighborhoods This project will improve the deteriorating alley surface and provide dust control and mitigation, as required by Maricopa County, for alleyways located in the Clark Park and Mitchell Park neighborhoods. This project includes all alleys located in the area bounded by University Drive to the north, Broadway Road to the south, Roosevelt Street to the east and Hardy Drive to the west. The project will remove six inches of the alley surface and replace it with double-rolled reclaimed asphalt pavement (RAP). RAP will be applied to 18 feet of the 20-foot wide alleyway, eliminating potential conflict with utilities generally located within the one foot outer edge of alleys. The project will improve air quality and mitigate detrimental public health effects from excessive dust production during the summer months and on windy days. The project will advance implementation of federallyapproved measures, submitted by the region, to comply with mandated particulate matter (PM10) levels. This project was eliminated from the HURF Capital Program in April 2020 due to cash funding constraints. Quality of Life Project Priority Type Public Health and Safety Photo Coming Soon Primary City Council Priority and Performance Measure Addressed 3.01 Achieve 85% on the Code Compliance Composite Score while ensuring equity across all demographic categories. Project Number 5410399 and 3410409 Estimated Start 7/1/2021 Estimated Project Costs Total 2022-23 $1,306,250 2023-24 $0 2024-25 $0 2025-26 $0 2026-27 $0 Total 5 -Year $1,306,250 Funding Sources Solid Waste Fund Federal Grant - CMAQ Total Operating Impacts None 2022-23 $115,477 $1,190,773 $1,306,250 2022-23 2023-24 $0 $0 $0 2023-24 2024-25 $0 $0 $0 2024-25 2025-26 $0 $0 $0 2025-26 2026-27 $0 $0 $0 2026-27 Total 5 -Year $115,477 $1,190,773 $1,306,250 Total 5 -Year 7-154 Estimated Completion 12/31/2023 Capitall Improvementss Program Elliott & Kyrene e Railroad d Crossing g Intersection n Safety y Improvements Elliott Road d and d Kyrene e Road This project will construct safety improvements to upgrade the railroad crossing at the intersection of Elliot and Kyrene roads. Improvements will include construction of new railroad crossing signal equipment, crossing gates, extended and widened raised medians, relocation of sidewalks, lane reconfiguration, new striping and improved transit stops. The project will be funded significantly with a Section 130 grant from the federal government. The project would also eliminate the most costly improvement for extending the quiet zone along the six mile Union Pacific Railroad industrial spur line which begins at the 13th Street railroad crossing immediately east of Farmer Avenue, traveling south to the Warner Road crossing approximately one quarter mile west of Kyrene Road. Like the existing quiet zone, if the City pursues this quiet zone extension, it would require approvals by the Arizona Corporation Commission, Union Pacific Railroad and Federal Railroad Administration. ADA elements are included in this project where applicable. Due to changes in staff at ADOT and Union Pacific, the project has been delayed while the new staff is brought up to date on the project. Staff anticipates construction beginning in FY23/24. Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities 1.08Achieve a reduction in the number of fatal and serious injury crashes to zero. Priority y Type Public Health and Safety Projectt Number 5408041 Estimated d Startt ongoing Estimated d Completion ongoing Estimated d Projectt Costs Total 2022-23 $850,000 2023-24 $1,125,000 2024-25 $1,135,000 2025-26 $0 2026-27 $0 Totall 5 -Yearr $3,110,000 Funding g Sources Highway User Revenue Funds Federal Grant - Section 130 Total Operating g Impacts None 2022-23 $650,000 $200,000 $850,000 2022-23 2023-24 $15,000 $1,110,000 $1,125,000 2023-24 2024-25 $15,000 $1,120,000 $1,135,000 2024-25 2025-26 $0 $0 $0 2025-26 2026-27 $0 $0 $0 2026-27 Totall 5 -Yearr $680,000 $2,430,000 $3,110,000 Totall 5 -Yearr Capitall Improvementss Program Fire e Medicall Rescue e Facilitiess Pavementt Replacement The primary purpose of this project is to replace the pavement for the driveway areas (entrances/exits) for apparatus at TFMR facilities. This will improve the long-term life of fire station driveways by replacing the current asphalt surfaces with a resilient and durable surface that is deemed appropriate for the weight and size of our emergency apparatus. The project includes funding for Station 1, Station 4, Station 5, and the drivers training track at the FMR Training Center. Photo Coming Soon Projectt Priority y Type Asset Preservation Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities 1.01 Achieve total response times to advanced life support (ALS) incidents of 6 minutes or less in 90% of calls for service. Projectt Number 5410439 Other Project Costs Total Funding g Sources General Obligation Bonds Total Operating g Impacts None $0 $0 2021-22 $825,000 $825,000 2021-22 Estimated d Startt 7/1/2021 $0 $0 2022-23 $1,500,000 $1,500,000 2022-23 7-155 $0 $0 2023-24 $0 $0 2023-24 Estimated d Completion 6/30/2024 $0 $0 $0 $0 2024-25 $0 $0 2024-25 2025-26 $0 $0 2025-26 $0 $0 Totall 5 -Yearr $2,325,000 $2,325,000 Totall 5 -Yearr Capital Improvements Program Future Fiber Network Expansion Citywide This project will provide funding for the expansion of the City's fiber network in conjunction with other City CIP projects underway. By creating a funding source for joint projects, efficiency and cost savings will be realized by allowing infrastructure projects within the right of way to include the installation of conduit while the street is dug up. Fiber installation will follow with little disruption to the street. Projects in this five-year period will include conduit and/or fiber installations along McClintock (University to Apache and Warner to Well #16), Apache (McClintock to Dorsey), Warner (McClintock to Rural), Broadway Rd. (Rural Rd. to Mill Ave.), S. College (Apache to Broadway), Curry Rd. (Miller Rd. to McClintock), Priest (13th St. to University), University (Priest to Farmer and Rural to McClintock), Broadway Rd (Rural to McClintock). Quality of Life Priority Type Customer Enhancements Photo Coming Soon Primary City Council Priority and Performance Measure Addressed 3.27 Achieve a Travel Time Index average at or below 1.25 along major streets during rush hour traffic with no individual segments exceeding 2.0. Project Number 5409681 Estimated Start 7/1/2021 Estimated Completion Ongoing Estimated Project Costs Total 2022-23 $2,132,000 2023-24 $300,000 2024-25 $300,000 2025-26 $300,000 2026-27 $300,000 Total 5 -Year $3,332,000 Funding Sources General Obligation Bonds Total Operating Impacts None 2022-23 $2,132,000 $2,132,000 2022-23 2023-24 $300,000 $300,000 2023-24 2024-25 $300,000 $300,000 2024-25 2025-26 $300,000 $300,000 2025-26 2026-27 $300,000 $300,000 2026-27 Total 5 -Year $3,332,000 $3,332,000 Total 5 -Year Capital Improvements Program Hudson Manor/University Heights Neighborhood Alley Stabilization Hudson Manor and University Heights Neighborhoods This project will improve the deteriorating alley surface and provide dust control and mitigation, as required by the Maricopa County, for alleyways located in the Hudson Manor and University Heights neighborhoods. This project includes all alleys located in the area bounded by 8th Street to the north, Union Pacific Rail Line to the south, McClintock Drive to the east and Dorsey Lane/Cedar Street to the west. The project will remove six inches of the alley surface and replace it with double-rolled reclaimed asphalt pavement (RAP). RAP will be applied to 18 feet of the 20-foot wide alleyway, eliminating potential conflict with utilities generally located at the one foot outer edge of alleys. The project will improve air quality and mitigate detrimental public health effects from excessive dust production during summer months and on windy days. The project will advance implementation of federally-approved measures, submitted by the region, to comply with mandated particulate matter (PM10) levels. This project was eliminated from the HURF Capital Program in April 2020 due to cash funding constraints. Quality of Life Project Priority Type Public Health and Safety Photo Coming Soon Primary City Council Priority and Performance Measure Addressed 3.01 Achieve 85% on the Code Compliance Composite Score while ensuring equity across all demographic categories. Project Number 5410419 and 3410429 Estimated Start 7/1/2021 Estimated Project Costs Total 2022-23 $793,750 2023-24 $0 2024-25 $0 2025-26 $0 2026-27 $0 Total 5 -Year $793,750 Funding Sources Solid Waste Fund Federal Grant - CMAQ Total Operating Impacts None 2022-23 $86,265 $707,485 $793,750 2022-23 2023-24 $0 $0 $0 2023-24 2024-25 $0 $0 $0 2024-25 2025-26 $0 $0 $0 2025-26 2026-27 $0 $0 $0 2026-27 Total 5 -Year $86,265 $707,485 $793,750 Total 5 -Year 7-156 Estimated Completion 12/31/2023 Capitall Improvementss Program Infrastructure e Improvementss Smith h Innovation n Hub Smith h Innovation n Hub The City recently completed a master plan for infrastructure improvements in the Smith Innovation Hub area. The area is bounded by University Dr on the south, Rio Salado Pkwy on the north, McClintock Dr on the west and Price Rd on the east. Infrastructure that was evaluated included sidewalks, crosswalks, signage, markings, lighting, bike facilities, city utilities, and transit stops. The project will now begin the outreach, design, and construction of specific improvements along Perry Lane, Smith Road, and Fifth Street identified in the master plan. For continuity and access to light rail, this project also includes the portion of of Smith Road immediatly south of the Smith Innovation Hub, between University Drive and Apache Boulevard. Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Projectt Priority y Type Public Health and Safety Estimated d Projectt Costs Total Funding g Sources General Obligation Bonds Total Operating g Impacts None Projectt Number 5410449 2022-23 $1,924,199 Estimated d Startt ONGOING 2023-24 $1,700,000 Estimated d Completion ONGOING 2024-25 $1,500,000 2025-26 $0 2026-27 $0 Totall 5 -Yearr $5,124,199 Totall 5 -Yearr 2022-23 2023-24 2024-25 2025-26 2026-27 $1,924,199 $1,700,000 $1,500,000 $0 $0 $5,124,199 $1,924,199 $1,700,000 $1,500,000 $0 $0 $5,124,199 2022-23 2023-24 2024-25 2025-26 2026-27 Totall 5 -Yearr Capitall Improvementss Program Loop p 202 2 & McClintock k Drr TII Feasibility y Study Lopp p 202 2 & McClintock k Drr TI The Transportation Division is tasked with providing residents and visitors with a safe and efficient transportation system. Arizona State University (ASU) is undertaking significant urban development on the Tempe campus and within the Novus Innovation Corridor. In order to proactively plan for the necessary traffic related infrastructure for Novus and other private development projects in and around Tempe, the City and ASU recently collaborated to complete the Small Area Transportation Study. One of the outcomes of that study was a recommendation to improve area access and reduce congestion by converting the Loop 202 traffic interchange (TI) at McClintock Dr from a half TI to a full TI. This would reduce congestion in Tempe by providing access to/from the east on Loop 202 at McClintock Dr and relieving some of the traffic demands on Rural Road. This initial project would study the feasibility of improving the Loop 202/McClintock Drive TI and identify possible alternatives. This study involves coordination with the Arizona Department of Transportation, the Salt River Pima-Maricopa Indian Community, and the City of Mesa. If the study shows that the interchange can be modified to have access to/from the east, then it is anticipated that design and construction of the improvement would be a strong candidate for funding through future regional transportation funds and federal grants. Quality of Life Priority y Type Public Health and Safety Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed 3.27 Achieve a Travel Time Index average at or below 1.25 along major streets during rush hour traffic with no individual segments exceeding 2.0. Projectt Number 5410219 Estimated d Startt 7/1/2022 Estimated d Completion 6/30/2027 Estimated d Projectt Costs Total 2022-23 $150,000 2023-24 $0 2024-25 $0 2025-26 $0 2026-27 $0 Totall 5 -Yearr $150,000 Funding g Sources Highway User Revenue Fund Total Operating g Impacts None 2022-23 $150,000 $150,000 2022-23 2023-24 $0 $0 2023-24 2024-25 $0 $0 2024-25 2025-26 $0 $0 2025-26 2026-27 $0 $0 2026-27 Totall 5 -Yearr $150,000 $150,000 Totall 5 -Yearr 7-157 Capitall Improvementss Program Loop p 202 2 and d Scottsdale e Rd d On-Ramp p Expansion Loop p 202 2 & Scottsdale e Rd The Transportation Division is tasked with providing residents and visitors with a safe and efficient transportation system. Arizona State University (ASU) is undertaking significant urban development on the Tempe campus and within the Novus Innovation Corridor. In order to proactively plan for the necessary traffic related infrastructure for Novus and other private development projects in and around downtown Tempe, the City and ASU having been collaborating on projects to help address congestion. Staff has held meetings with ASU to review the benefits that might be gained with the installation of an additional lane for turns from Scottsdale Rd northbound to the SR202 eastbound. The ramp currently only has a single lane which results in backup on Scottsdale Rd across the town lake during the evening peak hours. Discussions took place with ADOT since the work would be in their right-of-way and no major concerns were identified. Staff will be working to finalize the traffic analysis and ADOT will be conducting a utility locate to confirm that the improvements would not involve major utility relocation. Once these steps are complete, the project would be designed and necessary permits would be obtained from ADOT for construction in Fiscal Year 24/25. Quality of Life Priority y Type Systems Expansions Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed 3.27 Achieve a Travel Time Index average at or below 1.25 along major streets during rush hour traffic with no individual segments exceeding 2.0. Projectt Number N/A Estimated d Startt 7/1/2023 Estimated d Completion 6/30/2025 Estimated d Projectt Costs Total 2022-23 $0 2023-24 $130,000 2024-25 $780,000 2025-26 $0 2026-27 $0 Totall 5 -Yearr $910,000 Funding g Sources General Obligation Bonds Total Operating g Impacts None 2022-23 $0 $0 2022-23 2023-24 $130,000 $130,000 2023-24 2024-25 $780,000 $780,000 2024-25 2025-26 $0 $0 2025-26 2026-27 $0 $0 2026-27 Totall 5 -Yearr $910,000 $910,000 Totall 5 -Yearr Capitall Improvementss Program M aple e Ash,, Wilson n Artt and d Garden,, and d Mitchelll Park k Neighborhood d Associationss Traffic c calming Variouss neighborhoods This project will fund the final design and construction of traffic calming devices identified in the Neighborhood Traffic Calming Mitigation Plan prepared by the neighborhoods of Maple Ash, Wilson Art and Garden, and Mitchell Park. The plan was developed to address the collective neighborhood traffic concerns of the three neighborhoods related to cut through traffic, crashes, bicycle and pedestrian safety, and speeding. The traffic calming devices will be installed on local streets within the the boundaries of University Drive, Mill Avenue, 13th Street, and Hardy Drive. The proposed plan elements include improved lighting, pavement markings, a raised crosswalk, chicanes, and closures/diverters. The plan is intended to improve the overall quality of life of all three neighborhoods. This funding request includes conducting a testing phase prior to construction of the traffic calming devices. The testing phase will include traffic counts and temporary barricades and signage. Funding for testing has been identified at $35,000 and is identified under other project costs. Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities 1.08Achieve a reduction in the number of fatal and serious injury crashes to zero. Priority y Type Public Health and Safety Projectt Number 5410459 Estimated d Startt Ongoing Estimated d Completion Ongoing Estimated d Projectt Costs Total 2022-23 $520,500 2023-24 $0 2024-25 $0 2025-26 $0 2026-27 $0 Totall 5 -Yearr $520,500 Funding g Sources General Obligation Bonds Total Operating g Impacts None 2022-23 $520,500 $520,500 2022-23 2023-24 $0 $0 2023-24 2024-25 $0 $0 2024-25 2025-26 $0 $0 2025-26 2026-27 $0 $0 2026-27 Totall 5 -Yearr $520,500 $520,500 Totall 5 -Yearr 7-158 Capitall Improvementss Program M cClintock k Drr Streetscape e Improvementss M cClintock k Drive In July 2015, McClintock Drive between Broadway and Guadalupe roads was repaved as repaving project, McClintock Drive was reconfigured to include bike lanes on each side of the street, which required the removal of at least one vehicle lane on McClintock Drive. Staff worked with a consultant and the community to explore opportunities to develop concepts to achieve Council's goal of improving traffic flow and decreasing congestion while continuing to include bike lanes along the corridor. The Council agreed to move forward with improvements along McClintock Drive between Apache Boulevard and Baseline Road that will add back a third southbound travel lane and maintain bike lanes. This project will include ADA Transition Plan identified repairs where construction is taking place. This project has been divided into phases and this project represents the first phase. It covers the segment from Broadway Rd to Del Rio. Quality of Life Priority y Type Customer Enhancements Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed 3.26 Achieve a multimodal transportation system (20-minute city) where residents can walk, bicycle, or use public transit to meet all basic daily, non-work needs. Projectt Number 5408751 Estimated d Startt 7/1/2022 Estimated d Completion 6/30/2027 Estimated d Projectt Costs Total 2022-23 $2,161,862 2023-24 $0 2024-25 $0 2025-26 $0 2026-27 $0 Totall 5 -Yearr $2,161,862 Funding g Sources Highway User Revenue Funds Total Operating g Impacts None 2022-23 $2,161,862 $2,161,862 2022-23 2023-24 $0 $0 2023-24 2024-25 $0 $0 2024-25 2025-26 $0 $0 2025-26 2026-27 $0 $0 2026-27 Totall 5 -Yearr $2,161,862 $2,161,862 Totall 5 -Yearr Capitall Improvementss Program M inorr Concrete e Improvements Citywide This project supplements the City's Concrete Program and the strategy of utilizing city staff (two employees) to handle smaller less complex jobs. This project will provide for peak demands and emergency replacement of broken curbs, gutters, and sidewalks throughout the City. Other uses of the project include the construction of curbs, gutters, sidewalks and ADA accessible ramps to improve the continuity of the infrastructure and to improve accessibility and mobility for pedestrians in various areas. This project is also used in emergency call out situations as needed. Funds for the project will allow for approximately 18,000 square feet of minor concrete repair per year. Photo Coming Soon This CIP provides a cost-effective way of quickly repairing concrete damages of the estimated 5.0 million lineal feet of curb, gutter and sidewalk. Funding this project is crucial to the residents by providing safe and easily traversable pedestrian and wheelchair access throughout the city. Quality of Life Priority y Type Public Health and Safety Primary y City y Councill Priority y and d Performance e Measure e Addressed 3.14 Achieve accessibility in all city rights-of-way, parks, and facilities as identified in the Tempe ADA Transition Plan. Projectt Number 5401417 Estimated d Startt Ongoing Estimated d Completion Ongoing Estimated d Projectt Costs Total 2022-23 $345,911 2023-24 $265,000 2024-25 $273,000 2025-26 $281,000 2026-27 $290,000 Totall 5 -Yearr $1,454,911 Funding g Sources General Obligation Bonds Total Operating g Impacts None 2022-23 $345,911 $345,911 2022-23 2023-24 $265,000 $265,000 2023-24 2024-25 $273,000 $273,000 2024-25 2025-26 $281,000 $281,000 2025-26 2026-27 $290,000 $290,000 2026-27 Totall 5 -Yearr $1,454,911 $1,454,911 Totall 5 -Yearr 7-159 Capitall Improvementss Program M inorr Pavementt Preservation Citywide This project provides for the proactive preservation of pavement assets to prevent the need for major rehabilitation or reconstruction in future years. The pavement life is extended maximizing the value of each dollar spent. Another important benefit of the pavement preservation approach is to preserve good roads which will require substantially less in future funding. Minor Pavement Preservation enables the preservation of four to 10 times more streets than if staff focused on fixing the roads in disrepair first. Improvements streets and to accommodate all modes of traffic including pedestrians, bicyclists, and vehicular traffic. Depending on the condition of the pavement structure, different pavement preservation treatments are available which can be used to extend the life of the pavement network. These include (in order of cost): crack seal, seal coat, slurry seal, microsurfacing, chip seals and thin mill & overlays. This project is an important component of our strategic plan to maintain/preserve the 1241 lanes miles (447 Arterial Lane Miles, 107 Collector Lane Miles, 72 Industrial Lane Miles, and 615 Local Lane Miles) of asphalt roadways in good condition. Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities 1.22 Achieve adopted standards for Pavement Quality Index equal to a citywide average rating of 70 or higher., 1.22 Achieve adopted standards for Pavement Quality Index equal to a citywide average rating of 70 or higher across all demographic categories. Priority y Type Asset Preservation Projectt Number 5409661 Estimated d Startt Ongoing Estimated d Completion Ongoing Estimated d Projectt Costs Total 2022-23 $2,676,798 2023-24 $2,380,000 2024-25 $2,692,500 2025-26 $2,800,000 2026-27 $3,000,000 Totall 5 -Yearr $13,549,298 Funding g Sources General Obligation Bonds Total Operating g Impacts None 2022-23 $2,676,798 $2,676,798 2022-23 2023-24 $2,380,000 $2,380,000 2023-24 2024-25 $2,692,500 $2,692,500 2024-25 2025-26 $2,800,000 $2,800,000 2025-26 2026-27 $3,000,000 $3,000,000 2026-27 Totall 5 -Yearr $13,549,298 $13,549,298 Totall 5 -Yearr Capitall Improvementss Program N eighborhood d Traffic c Calming Citywide This project will provide the Transportation Division with resources to strengthen its ability to address neighborhood traffic concerns with the installation of traffic calming devices. Staff continues to receive requests from residents to install speed cushions to help in addressing neighborhood quality of life issues impacted by speeding and cut-through. The cost of speed cushions project depends on the total number to be installed, but average about $8,000 apiece (including signing and marking). The number of speed humps/cushions varies by the length of the street, with most projects including three or four cushions. A funding level of $100,000 per year would allow transportation to address neighborhood traffic concerns on approximately 4 streets per year. The speed hump/cushion program went unfunded for many years. While on hold, Transportation staff compiled a waiting list of over 80 requests. Staff have been reaching out to the residents to determine if they are still interested and the list has been narrowed down to 32 locations. Because of funding constraints with COVID, the program was again put on hold for FY 2021-22 in order to reduce Highway User Revenue Fund spending. Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities 1.08Achieve a reduction in the number of fatal and serious injury crashes to zero. Priority y Type Public Health and Safety Projectt Number 5408051 Estimated d Startt ongoing Estimated d Completion ongoing Estimated d Projectt Costs Total 2022-23 $333,901 2023-24 $200,000 2024-25 $200,000 2025-26 $200,000 2026-27 $200,000 Totall 5 -Yearr $1,133,901 Funding g Sources Highway User Revenue Fund Total Operating g Impacts None 2022-23 $333,901 $333,901 2022-23 2023-24 $200,000 $200,000 2023-24 2024-25 $200,000 $200,000 2024-25 2025-26 $200,000 $200,000 2025-26 2026-27 $200,000 $200,000 2026-27 Totall 5 -Yearr $1,133,901 $1,133,901 Totall 5 -Yearr 7-160 Capitall Improvementss Program Pedestrian n and d Bicycle e Grade e Separation n - University y and d College University y Drr and d College e Ave The City of Tempe and Arizona State University (ASU) funded a pedestrian crossing feasibility study with the goal of removing pedestrian and bicycle conflict points around the ASU campus on City of Tempe streets. One of the locations studied was University Dr and College Ave because of the high volume of pedestrian and bicycle traffic at the intersection. This underpass will separate the non-motorized and motorized modes thus greatly improving safety for all users. The study indicated that a concrete underpass is a viable and economical option at this intersection. The concept design shows the underpass going diagonally across the intersection from the northwest corner towards the southeast. The underpass would include ramps (ADA compliant) and stairs for access, a terraced plaza, natural ventilation, lighting, drainage features, desert landscaping and art. As part of the analysis, budgetary estimates were identified for each of the locations. This project would jointly fund the design and construction of the grade separation project. Staff has received Transportation Alternatives Grant funding for appropriation in FY25/26. Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities 1.08Achieve a reduction in the number of fatal and serious injury crashes to zero. Projectt Priority y Type Public Health and Safety Projectt Number 0 Estimated d Startt 7/1/2025 Estimated d Completion 6/30/2027 Estimated d Projectt Costs Total 2022-23 $0 2023-24 $0 2024-25 $966,000 2025-26 $8,286,000 2026-27 $400,000 Totall 5 -Yearr $9,652,000 Funding g Sources TA Grant Development Impact Fees Arizona State University Contribution Total Operating g Impacts None 2022-23 $0 $0 $0 $0 2022-23 2023-24 $0 $0 $0 $0 2023-24 2024-25 $0 $966,000 $0 $966,000 2024-25 2025-26 $4,506,798 $964,336 $3,214,866 $8,686,000 2025-26 2026-27 $0 $0 $0 $0 2026-27 Totall 5 -Yearr $4,506,798 $1,930,336 $3,214,866 $9,652,000 Totall 5 -Yearr Capitall Improvementss Program Quiett Zone e and d Alameda a Intersection n Improvements UPRR R Railroad d Crossing g along g the e Quiett Zone e and d Alameda a Drive The project will fund the construction of the required safety improvements to maintain the existing quiet zone. The project will provide the maintenance and upgrades including improving visibility, railroad related traffic signs, updating and installing curbs and other safety improvements per the requirements of the Federal Railroad Administration, Arizona Corporation Commission and Arizona Department of Transportation to maintain the Quiet Zone designations. This project funds safety improvements to upgrade the railroad crossing at the west end of Alameda Dr (west of Mill) to Wilson Street. Improvements to date include removal and replacement of broken pathway to provide safe access for pedestrians and bicyclists. The next phase includes the acquisition of the right-of-way and construction of the missing gap of path at the parking lot just west of the railroad tracks and esat of Wilson St. This capital project would upgrade the railroad crossing to meet safety standards as required by the Arizona Corporation Commission and the Federal Railroad Administration. The improvements will address ADA elements to ensure access for all users. Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities 1.08Achieve a reduction in the number of fatal and serious injury crashes to zero. Priority y Type Asset Preservation Projectt Number 5410169 Estimated d Startt 7/1/2022 Estimated d Completion 6/30/2027 Estimated d Projectt Costs Total 2022-23 $232,653 2023-24 $0 2024-25 $0 2025-26 $0 2026-27 $0 Totall 5 -Yearr $232,653 Funding g Sources Highway User Revenue Fund Total Operating g Impacts None 2022-23 $232,653 $232,653 2022-23 2023-24 $0 $0 2023-24 2024-25 $0 $0 2024-25 2025-26 $0 $0 2025-26 2026-27 $0 $0 2026-27 Totall 5 -Yearr $232,653 $232,653 Totall 5 -Yearr 7-161 Capitall Improvementss Program Rightt off Way y (ROW)) Landscape e Replacement Citywide and shrubs covering over 7.5 million square feet of landscape maintained. There is currently an inventory of over 9,000 City street trees valued at over $16 million which also serve to support clean air and clean water goals. There is a mixture of public, home-owner association, and commercial development properties that blend together along city arterials. In many areas, the ROW landscaping is showing incredible signs of decline, including plant stress and decimation. Recent construction and revitalization projects for both buildings and streets have also taken their toll on the landscaping. This request supports the replacement and regeneration of the ROW landscape areas, as well as the implementation of the Urban Forest Masterplan. Annual assessment for revitalization projects has identified, 5 locations for fiscal year 22/23 1. Rural from Rio Salado to Broadway 2. 5th from Priest to Farmer 3. Baseline from Hardy to Price Rd 4. Mill from Rio Salado to Washington 5. Rio Salado from McCclintock to 101 In addition, 50,000 Will be dedicated to identifying and GPS all city assets (meters, backflows, and valves) In or adjacent to City ROW landscape areas. Quality of Life Priority y Type Asset Preservation Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed 3.23 Achieve ratings of "Very Satisfied" or "Satisfied" with the "Quality of Landscape maintenance along streets/sidewalks" greater than or equal to the top 10% of the national benchmark cities as measured in the Community Survey. Projectt Number 5406149 Estimated d Startt ongoing Estimated d Completion ongoing Estimated d Projectt Costs Total 2022-23 $1,016,552 2023-24 $1,000,000 2024-25 $1,000,000 2025-26 $1,000,000 2026-27 $1,000,000 Totall 5 -Yearr $5,016,552 Funding g Sources Highway Users Revenue Fund Total g Impacts Operating Supplies and Services Total 2022-23 $1,016,552 $1,016,552 2022-23 $72,000 $72,000 2023-24 $1,000,000 $1,000,000 2023-24 $72,000 $72,000 2024-25 $1,000,000 $1,000,000 2024-25 $72,000 $72,000 2025-26 $1,000,000 $1,000,000 2025-26 $72,000 $72,000 2026-27 $1,000,000 $1,000,000 2026-27 $72,000 $72,000 Totall 5 -Yearr $5,016,552 $5,016,552 Totall 5 -Yearr $360,000 $360,000 Capitall Improvementss Program Roadway y Mill/Overlay y & Reconstruction Citywide This project provides for the rehabilitation on pavements that exhibit distresses that are beyond the benefit/cost effectiveness of applying a minor preservation technique. These pavements typically have a Pavement Quality Index (PQI) score of 60 or less. If pavement assets have deteriorated to a point where minor preservation cannot be performed, then a mill/overlay, reconstruction or rehabilitation is performed as part of the pavement asset management program. These include (in order of cost): standard mill & overlays, hot or cold in-place recycling, full-depth reclamation and full reconstruction. Rehabilitation and reconstruction increase the strength and the durability of the roadway. This project is an important component of our strategic plan to maintain/preserve the 1241 lanes miles of asphalt roadways (447 Arterial Lane Miles - Current Average PQI of 72; 107 Collector Lane Miles - Current Average PQI of 58; 72 Industrial Lane Miles - Current Average PQI of 53; and 615 Local Lane Miles - Current Average PQI of 55). Photo Coming Soon funding is needed due to 47% of the pavement network being below good condition (PQI below 60). This funding will move the needle toward increasing the network score to a PQI score of 70. Pavement Quality was one of the top three priorities identified in the most recent community survey. Improvements are necessary to ensure accessibility and safety for residents and businesses on Tempe's streets and to accommodate all modes of traffic including pedestrians, bicyclists, and vehicular traffic. This project also addresses ADA Transition Plan identified repairs. Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities 1.22 Achieve adopted standards for Pavement Quality Index equal to a citywide average rating of 70 or higher., 1.22 Achieve adopted standards for Pavement Quality Index equal to a citywide average rating of 70 or higher across all demographic categories. Priority y Type Asset Preservation Projectt Number 5499741 Estimated d Startt Ongoing Estimated d Completion Ongoing Estimated d Projectt Costs Total 2022-23 $19,717,052 2023-24 $10,550,000 2024-25 $10,550,000 2025-26 $10,500,000 2026-27 $11,500,000 Totall 5 -Yearr $62,817,052 Funding g Sources General Obligation Bonds Highway User Revenue Funds 2022-23 $18,717,052 $1,000,000 2023-24 $7,000,000 $3,550,000 2024-25 $7,000,000 $3,550,000 2025-26 $7,000,000 $3,500,000 2026-27 $8,500,000 $3,000,000 Totall 5 -Yearr $48,217,052 $14,600,000 Total Operating g Impacts None $19,717,052 2022-23 $10,550,000 2023-24 $10,550,000 2024-25 $10,500,000 2025-26 $11,500,000 2026-27 $62,817,052 Totall 5 -Yearr 7-162 Capitall Improvementss Program Roundaboutt att College e Ave e & McKellipss Rd College e Ave e & McKellipss Road The Transportation Division is tasked with providing residents and visitors with a safe and efficient transportation system. As part of a continuing transportation safety program, Traffic Engineering staff proactively identifies potential locations within the City that could benefit from the implementation of traffic safety measures. The intersection of College Avenue and McKellips Road is currently controlled by a traffic signal. Traffic Engineering staff recently met with local neighborhoods and received feedback from residents requesting traffic calming on College Avenue. Traffic Engineering staff is recommending the construction of a modern roundabout as an alternative to the existing traffic signal. Roundabouts have proven safety benefits and reduce maintenance costs when compared to traffic signals. Roundabouts also have sustainability benefits since they have no need for electricity and don't require replacement of aging equipment. This project will include ADA Transition Plan identified repairs. Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities 1.08Achieve a reduction in the number of fatal and serious injury crashes to zero. Priority y Type Public Health and Safety Projectt Number 5408821 Estimated d Startt 7/1/2021 Estimated d Completion 6/30/2025 Estimated d Projectt Costs Total 2022-23 $0 2023-24 $210,000 2024-25 $1,275,000 2025-26 $0 2026-27 $0 Totall 5 -Yearr $1,485,000 Funding g Sources General Obligation Bonds Total Operating g Impacts None 2022-23 $0 $0 2022-23 2023-24 $210,000 $210,000 2023-24 2024-25 $1,275,000 $1,275,000 2024-25 2025-26 $0 $0 2025-26 2026-27 $0 $0 2026-27 Totall 5 -Yearr $1,485,000 $1,485,000 Totall 5 -Yearr Capitall Improvementss Program Rurall Rd d & Baseline e Rd d Intersection n Improvements Rurall Rd d and d Baseline e Rd The Transportation Division is tasked with providing residents and visitors with a safe and efficient transportation system. As part of a continuing transportation safety program, Traffic Engineering staff proactively identifies potential locations within the City that could benefit from the implementation of traffic safety measures. In addition, through review of traffic counts, staff monitors traffic flow on arterial roadways. This project will construct safety and capacity improvements at the intersection of Rural Road and Baseline Road. Improvements will include construction of an eastbound to southbound right-turn lane and improvements to the traffic signal, sidewalks (including ADA), lighting, striping, and transit stops. Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities 1.08Achieve a reduction in the number of fatal and serious injury crashes to zero. Priority y Type Asset Preservation Projectt Number N/A Estimated d Startt 7/1/2022 Estimated d Completion 12/31/2025 Estimated d Projectt Costs Total 2022-23 $247,500 2023-24 $0 2024-25 $2,025,000 2025-26 $0 2026-27 $0 Totall 5 -Yearr $2,272,500 Funding g Sources General Obligation Bonds Total Operating g Impacts None 2022-23 $247,500 $247,500 2022-23 2023-24 $0 $0 2023-24 2024-25 $2,025,000 $2,025,000 2024-25 2025-26 $0 $0 2025-26 2026-27 $0 $0 2026-27 Totall 5 -Yearr $2,272,500 $2,272,500 Totall 5 -Yearr 7-163 Capitall Improvementss Program Scottsdale e Rd d & Cavalierr Drr Pedestrian n Signal Scottsdale e Rd d and d Cavalierr Dr The Transportation Division is tasked with providing residents and visitors with a safe and efficient transportation system. As part of a continuing transportation safety program that focuses on Vision Zero strategies, Traffic Engineering staff proactively identifies potential locations within the City that could benefit from the implementation of traffic safety measures. A review of crash data on Scottsdale Rd between Curry and McKellips, shows that many of the pedestrian/bicycle crashes in this area are a result of midblock crossings. There are four intersection traffic signals in the segment. This project will construct a signalized pedestrian crossing in order to provide a controlled crossing for pedestrians and bicyclists. This project is being completed in conjunction with the Scottsdale Rd Pedestrian and Bicycle Streetscape Project. Transportation had previously submitted and received an HSIP grant for funding construction of the signal. The design and construction of the signal will be concurrent with the streetscape project. Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities 1.08Achieve a reduction in the number of fatal and serious injury crashes to zero. Priority y Type Public Health and Safety Projectt Number 5410179 Estimated d Startt 7/1/2022 Estimated d Completion 6/30/2027 Estimated d Projectt Costs Total 2022-23 $591,809 2023-24 $0 2024-25 $0 2025-26 $0 2026-27 $0 Totall 5 -Yearr $591,809 Funding g Sources General Obligation Bonds HSIP Grant Total Operating g Impacts None 2022-23 $385,000 $206,809 $591,809 2022-23 2023-24 $0 $0 $0 2023-24 2024-25 $0 $0 $0 2024-25 2025-26 $0 $0 $0 2025-26 2026-27 $0 $0 $0 2026-27 Totall 5 -Yearr $385,000 $206,809 $591,809 Totall 5 -Yearr Capitall Improvementss Program Streett Grantt Contingency Various This project creates spending authority for grants or other funding that may become available during the fiscal year. Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Priority y Type Asset Preservation Projectt Number 5409854 Estimated d Startt ongoing Estimated d Completion ongoing Estimated d Projectt Costs Total 2022-23 $1,000,000 2023-24 $0 2024-25 $0 2025-26 $0 2026-27 $0 Totall 5 -Yearr $1,000,000 Funding g Sources Cash/Grant/Other Total Operating g Impacts None 2022-23 $1,000,000 $1,000,000 2022-23 2023-24 $0 $0 2023-24 2024-25 $0 $0 2024-25 2025-26 $0 $0 2025-26 2026-27 $0 $0 2026-27 Totall 5 -Yearr $1,000,000 $1,000,000 Totall 5 -Yearr 7-164 Capitall Improvementss Program Vision n Zero o Infrastructure e Improvements Citywide The Transportation Division has developed a Vision Zero Action Plan. The goal of the plan is to eliminate fatal and serious injury crashes on the City's transportation system. The Vision Zero Action Plan identifies specific strategies, including infrastructure improvements, that will reduce fatal and serious injury crashes. Projects that would be included are signal visibility improvements, and implementation of Safety Corridors in conjunction with the Police Department and the installation of left turn signals at approximately 10 locations. Improvements at pedestrian crossings will be identified as part of the crash trend analysis. The use of speed feedback signs are also part of the program. Based on current high severity crash data, projects that could be included in future fiscal years include design and construction for safety improvements on CIty arterials. Design funds have been included in FY 22-23 for the inventory and establishment of a sidewalk infill program to address areas that are missing sidewalks. Photo Coming Soon Primary y City y Councill Priority y and d Performance e Measure e Addressed Safe & Secure Communities 1.08Achieve a reduction in the number of fatal and serious injury crashes to zero. Priority y Type Public Health and Safety Projectt Number 5410189 Estimated d Startt Ongoing Estimated d Completion Ongoing Estimated d Projectt Costs Total 2022-23 $528,971 2023-24 $325,000 2024-25 $200,000 2025-26 $325,000 2026-27 $200,000 Totall 5 -Yearr $1,578,971 Funding g Sources General Obligation Bonds Total Operating g Impacts None 2022-23 $528,971 $528,971 2022-23 2023-24 $325,000 $325,000 2023-24 2024-25 $200,000 $200,000 2024-25 2025-26 $325,000 $325,000 2025-26 2026-27 $200,000 $200,000 2026-27 Totall 5 -Yearr $1,578,971 $1,578,971 Totall 5 -Yearr Capitall Improvementss Program W arnerr I-10 0 Drainage e Channell Accesss Ramp W arnerr and d I-10 Providing an access ramp to the ADOT channel will help address overgrown vegetation and damage to drainage channel infrastructure, as well as assist with access to address an abundant amount of graffiti. Current practice to address concerns is lowering a ladder and tools into the channel. With the limited tools that can be physically lowered into the channel, staff has not been successful in adequately addressing deficiencies and vegetation. Adding the access ramp allows appropriate vehicles, large machinery and equipment into the channel for proper maintenance. Photo Coming Soon Quality of Life Priority y Type Asset Preservation Primary y City y Councill Priority y and d Performance e Measure e Addressed 3.23 Achieve ratings of "Very Satisfied" or "Satisfied" with the "Quality of Landscape maintenance along streets/sidewalks" greater than or equal to the top 10% of the national benchmark cities as measured in the Community Survey. Projectt Number 5410690 Estimated d Startt 7/1/2022 Estimated d Completion 6/30/2023 Estimated d Projectt Costs Total 2022-23 $150,000 2023-24 $0 2024-25 $0 2025-26 $0 2026-27 $0 Totall 5 -Yearr $150,000 Funding g Sources Highway User Revenue Total Operating g Impacts None 2022-23 $150,000 $150,000 2022-23 2023-24 $0 $0 2023-24 2024-25 $0 $0 2024-25 2025-26 $0 $0 2025-26 2026-27 $0 $0 2026-27 Totall 5 -Yearr $150,000 $150,000 Totall 5 -Yearr 7-165 8- Personnel Summary 2020-21 Actual Dept Mayor & Council City Manager Sustainability Office Economic Development Office City Attorney City Clerk City Court Community Development Community Services Financial Services Fire Medical Rescue Human Resources Human Services Information Technology Internal Audit Internal Services Municipal Budget Office Police Engineering & Transportation Municipal Utilities Strategic Management & Diversity Sub Total Total Personnel Full Time 7.00 26.00 1.00 3.00 26.00 5.00 39.00 69.00 154.00 Perm FTE Frozen FTE 1.00 0.50 2.50 217.00 70.00 1.00 3.00 204.00 3.00 483.00 111.00 254.00 5.00 1680.00 0.50 0.50 1.00 2021-22 Budget Temp FTE 1.34 1.47 4.00 9.00 3.92 8.70 117.66 2.00 1.89 6.00 78.05 2.00 1.00 24.50 2.00 1.00 0.50 0.50 0.75 7.25 52.50 1965.49 7.25 2.99 1.97 225.74 Full Time 7.00 28.00 2.00 3.00 27.00 6.00 39.00 73.00 170.00 108.00 228.00 20.00 78.00 82.00 3.00 4.00 492.00 114.00 259.00 6.00 1749.00 Perm FTE Frozen FTE 2021-22 Revised Temp FTE 2.74 0.49 0.50 2.50 0.50 1.00 1.47 1.00 7.00 3.92 14.70 127.54 1.00 1.89 0.50 93.86 0.50 1.00 19.50 1.00 0.00 0.50 0.75 7.25 29.50 2045.07 8-16 7.25 2.99 1.97 259.32 Full Time 7.00 30.00 2.00 6.00 27.00 6.00 39.00 70.00 171.00 108.00 228.00 20.00 85.00 82.00 3.00 4.00 492.00 114.00 259.00 5.00 1758.00 Perm FTE Frozen FTE 2022-23 Budget Temp FTE 1.74 0.49 0.50 1.75 0.50 0.50 1.47 1.00 6.00 3.92 14.70 127.54 1.00 1.89 0.50 103.26 0.50 1.00 0.50 0.75 6.00 2060.22 19.50 1.00 7.25 2.99 1.97 28.50 267.72 Full Time 7.00 39.00 6.00 6.00 28.00 6.00 39.00 72.00 193.00 108.00 239.00 21.00 115.00 84.00 3.00 4.00 511.00 118.00 275.00 6.00 1880.00 Perm FTE Frozen FTE Temp FTE 0.75 2.74 0.50 1.47 5.06 17.20 153.78 2.50 0.50 1.89 1.50 87.36 0.50 0.50 1.00 0.50 7.25 2.99 1.97 6.25 0.50 283.21 2169.96 Personnel Changes Reflects all personnel changes/reductions approved by City Council as of 07/01/2022 Mid-Year Additions - Position Adjustements Subsequent to FY22 Budget Adoption in June 2021 Temporary (Wage) Position Reductions Cost Center PCN FTE 10 1214 N/A -1.00 General 10 2944 N/A -0.50 -1.50 Offset Social Svcs Coordinator - Mid-year Supplemental (Homelessness Park Initiative) Cost Center PCN FTE Action Summary Department Position Fund Name Fund City Manager's Office Unclassified Temporary Worker General Human Services Total Mid-Year Additions Unclassified Temporary Worker Full and Part-Time Position Additions Action Summary Offset new FT PIO position with Temporary Wage Position (Mid-Year Supplemental Homelessness Park Initiative) Department Position Fund Name Fund Human Services Human Services Manager General 10 2772 2273 1.00 New Position via RFCA to Council - Additional Federal Funding Human Services Social Services Coordinator General 10 2944 2271 1.00 New Position from Mid-Year Supplemental (Homelessness Park Initiative) Human Services Homeless Outreach Specialist General 10 2942 2269 1.00 New Positions from Mid-Year Supplemental (Homelessness Park Initiative) Human Services Homeless Outreach Specialist General 10 2942 2270 1.00 New Positions from Mid-Year Supplemental (Homelessness Park Initiative) Human Services Crisis Invervention Specialist General 10 2923 2268 Human Services Admin Assistant General 10 2923 2119 1.00 New Position from Mid-Year Supplemental (Homelessness Park Initiative) New Position from Mid-Year Supplemental (Homelessness Park Initiative) (Combinded 0.50 with 0.50 FTE to create 1.0 FTE) Human Services Public Informaiton Officer General 10 1214 2267 1.00 New Position from Mid-Year Supplemental (Homelessness Park Initiative) Human Services Total Mid-Year Additions Housing Services Specialist II General 10 2941 2272 1.00 New Position from Mid-Year Supplemental (Homelessness Park Initiative) 7.50 Temporary (Wage) Position Additions Department Position Fund Name Fund Cost Center PCN FTE Action Summary Human Services Unclassified Temporary Worker Gov't Grants 46 46945 N/A 8.00 Mid-Year VOCA Grant - Youth Specialists Human Services Total Mid-Year Additions Unclassified Temporary Worker General 10 2944 N/A 1.90 9.90 Mid-year Supplemental (Homelessness Park Initiative) 8-17 FY23 Position Changes - Effective 7/1/2022 Temporary (Wage) Position Reductions Department Position Fund Name Fund Cost Center PCN FTE Human Services Unclassified Temporary Worker General 10 2915 N/A -2.00 Human Services Unclassified Temporary Worker General 10 2915 N/A -8.00 N/A -8.00 N/A -0.49 Human Services Unclassified Temporary Worker Sustainability Office Unclassified Temporary Worker Total Temporary (Wage) Position Reductions Gov't Grands General 46 10 46495 1261 Action Summary Convert 2 Temporary Wage Positions into 2 Assistant Recreation Coordinator Positions (Kid Zone Convert) Convert 8 Temporary Wage Positions into 8 Assistant Recreation Coordinator Positions (Convert 2 PM Wages) Convert 8 Temporary Wage Positions into 8 FT Positions (VOCA) Removing Temporary Wage Position to supplement creation of Neighborhood Resilience Coordinator -18.49 Full and Part-Time Position Additions Cost Center Department Position Fund Name Fund City Attorney's Office Legal Assistant General 10 1710 2332 1.00 Action Summary New Position from FY23 Supplemental Request (Victim Advocate/Victim Support Services) City Managers Office Veterans Coordinator General 10 1212 2279 1.00 New Position from FY23 Supplemental Request (Veterans Coordinator) City Managers Office City Council Aide General 10 1219 2275 1.00 New Positions from FY23 Supplemental Request (City Council Aide) City Managers Office City Council Aide General 10 1219 2276 1.00 New Positions from FY23 Supplemental Request (City Council Aide) City Managers Office City Council Aide General 10 1219 2277 1.00 City Managers Office Assistant City Manager General 10 1210 TBD 1.00 New Positions from FY23 Supplemental Request (City Council Aide) New Position from FY23 Supplemental Request (Reorganization - City Manager's Office) City Managers Office Animal Welfare Specialist General 10 1211 2278 1.00 New Position from FY23 Supplemental Request (Animal Welfare Focus) Community Development Deputy CD Director Building Safety General 10 2721 1698 1.00 Restoration Supplemental Request Community Development Planner I/II General 10 2731 2280 1.00 Community Development Green Building Sustainability Coordinator General 10 2721 TBD 1.00 Community Development Green Building Program Specialist General 10 2721 N/A -1.00 New Position from FY23 Supplemental Request (Planner I/II GIS) New Position from FY23 Supplemental Request (Green Program Senior Sustainability Specialist) Reduction of FT Green Building Program Specialist (Green Program Senior Sustainability Specialist) Community Services Library Manager General 10 2440 1511 1.00 Community Services Librarian I/II (Sr Recreation Coordinator) General 10 2440 1578 1.00 Restoration Supplemental Request Restoration Supplemental Request (Restore .75 Sr Rec Coordinator Frozen position to 1.0 Librarian) Community Services Park Maintenance Technician General 10 3255 495 1.00 Restoration Supplemental Request Community Services Park Maintenance Technician General 10 3258 626 1.00 Restoration Supplemental Request Community Services Park Maintenance Technician General 10 3254 627 1.00 Restoration Supplemental Request Community Services Assistant Recreation Coordinator General 10 2537 2281 1.00 Community Services CIP and Grants Coordinator General 10 3252 TBD 1.00 New Position from FY23 Supplemental Request (Tempe Play Mobile) New Position from FY23 Supplemental Request (Capital Improvements Project and Grants Coordinator) Community Services Park Maintenance Technician III+ General 10 3253 2282 1.00 New Position from FY23 Supplemental Request (Urban Forestry Program) Community Services Custodian General 10 3251 2283 1.00 New Position from FY23 Supplemental Request (Parks Custodial Staffing) Community Services Custodian General 10 3251 2284 1.00 Community Services Assistant Recreation Coordinator General 10 2461 2344 0.50 New Position from FY23 Supplemental Request (Parks Custodial Staffing) New Position from FY23 Supplemental Request (Cahill Senior Center Staffing); covert PT to FT Community Services Library Specialist General 10 2440 2335 0.50 New Position from FY23 Supplemental Request (Library Specialist) 8-18 PCN FTE FY23 Position Changes - Effective 7/1/2022 Full and Part-Time Position Additions (continued) Cost Center Department Position Fund Name Fund Community Services Marketing Specialist General 10 2521 2336 0.75 New Position from FY23 Supplemental Request (Digital Engagement) Community Services Community Services / Community Svcs / CFD Community Services / Community Svcs / CFD Aquatic Maintenance Mechanic General 10 2561 2349 1.00 New FY23 CIP Operating Impact Supplemental (Clark Park Pool) Parks Maintenance Techinician II General 10 3256 2314 1.00 New Position from FY23 Supplemental Request (Rio Salado Staffing Conversion) Parks Maintenance Techinician II General 10 3256 2315 1.00 New Position from FY23 Supplemental Request (Rio Salado Staffing Conversion) Engineering & Transporation Principal Civil Engineer General 10 3122 535 1.00 Restoration Supplemental Request Engineering & Transporation Code Inspector I+ 10 3122 2285 1.00 New Position from FY23 Supplemental Request (Code Inspector I+) Engineering & Transporation Transportation Worker I/II+ General HURF / General/Transit 10 3815 2333 1.00 New Position from FY23 Supplemental Request (Transportation Worker I/II+) Engineering & Transporation Underground Utility Coordinator HURF / General 10 3825 2334 1.00 New Position from FY23 Supplemental Request (Underground Utility Coordinator) Financial Services Custodial Supervisor General 10 1876 TBD 1.00 New Position from FY23 Supplemental Request (Custodial Supervisor) Financial Services Custodian General 10 1876 TBD -1.00 Fire Fire Mechanic General 10 2361 2286 1.00 Reduction of FT Custodian (Custodial Supervisor) New Position from FY23 Supplemental Request (Tempe Fire Medical Rescue Fire Mechanic) Fire Fire Captain Paramedic General 10 2340 2290 1.00 New Position from FY23 Supplemental Request (Minimum Staffing Requirements) Fire Fire Captain Paramedic General 10 2340 2291 1.00 New Position from FY23 Supplemental Request (Minimum Staffing Requirements) Fire Fire Captain Paramedic General 10 2340 2292 1.00 New Position from FY23 Supplemental Request (Minimum Staffing Requirements) Fire Firefighter Paramedic General 10 2340 2287 1.00 New Position from FY23 Supplemental Request (Minimum Staffing Requirements) Fire Firefighter Paramedic General 10 2340 2288 1.00 New Position from FY23 Supplemental Request (Minimum Staffing Requirements) Fire Firefighter Paramedic General 10 2340 2289 1.00 New Position from FY23 Supplemental Request (Minimum Staffing Requirements) Fire Fire Research Data Analyst II+ General 10 2310 TBD 1.00 Human Resources Employe Development Training Coordinator General 10 1531 2293 1.00 New Position from FY23 Supplemental Request (Fire Medical Rescue Data Analyst) New Position from FY23 Supplemental Request (Employee Development Training Coordinator) Human Services Assistant Recreation Coordinators General 10 2915 2294 1.00 New Position from FY23 Supplemental Request (Kid Zone Convert) Human Services Assistant Recreation Coordinators General 10 2915 2295 1.00 New Position from FY23 Supplemental Request (Kid Zone Convert) Human Services Assistant Recreation Coordinators General 10 2915 2298 1.00 New Position from FY23 Supplemental Request (Convert 2 PM Wages) Human Services Assistant Recreation Coordinators General 10 2915 2299 1.00 New Position from FY23 Supplemental Request (Convert 2 PM Wages) Human Services Assistant Recreation Coordinators General 10 2915 2300 1.00 New Position from FY23 Supplemental Request (Convert 2 PM Wages) Human Services Assistant Recreation Coordinators General 10 2915 2301 1.00 New Position from FY23 Supplemental Request (Convert 2 PM Wages) Human Services Assistant Recreation Coordinators General 10 2915 2302 1.00 New Position from FY23 Supplemental Request (Convert 2 PM Wages) Human Services Assistant Recreation Coordinators General 10 2915 2303 1.00 New Position from FY23 Supplemental Request (Convert 2 PM Wages) Human Services Assistant Recreation Coordinators General 10 2915 2304 1.00 New Position from FY23 Supplemental Request (Convert 2 PM Wages) Human Services Assistant Recreation Coordinators General 10 2915 2305 1.00 Human Services Administrative Assistant General 10 2925 1569 0.50 New Position from FY23 Supplemental Request (Convert 2 PM Wages) FY23 Supplemental Request to increase P/T Admin Assistant to F/T Admin Assistant (Convert .5FTE Admin Assistant) 8-19 PCN FTE Action Summary FY23 Position Changes - Effective 7/1/2022 Full and Part-Time Position Additions (continued) Cost Center Department Position Fund Name Fund Human Services Crisis Intervention Specialist General 10 2923 2296 1.00 New Position from FY23 Supplemental Request (Crisis Intervention Specialist) Human Services Social Services Counselor II+ General 10 2928 2297 1.00 Human Services Workforce Development Coordinator General 10 2910 TBD 0.50 New Position from FY23 Supplemental Request (Social Services Counselor II+) New Position from FY23 Supplemental Request (Workforce Development Coordinator) Human Services Crisis Intervention Specialist General 10 2923 2342 1.00 New Position from FY23 Supplemental Request (Mental Health Response Team) Information Technology Management Assistant II General 10 1971 2306 1.00 New Position from FY23 Supplemental Request (Management Assistant) Information Technology Executive Assistant General 10 1971 2307 1.00 Municipal Utilities Senior Equipment Mechanic General 10 3321 2308 1.00 Municipal Utilities Senior Equipment Mechanic General 10 3321 2309 1.00 Municipal Utilities Senior Equipment Mechanic General 10 3321 2310 1.00 New Position from FY23 Supplemental Request (Executive Assistant) New Position from FY23 Supplemental Request (Fleet Services Senior Fleet Equipment Mechanics) New Position from FY23 Supplemental Request (Fleet Services Senior Fleet Equipment Mechanics) New Position from FY23 Supplemental Request (Fleet Services Senior Fleet Equipment Mechanics) Police Police Officer General 10 2271 1904 1.00 Restoration Supplemental Request Police Police Officer General 10 2272 2188 1.00 Restoration Supplemental Request Police Police Officer General 10 2249 1392 1.00 Restoration Supplemental Request Police Police Officer General 10 2248 1177 1.00 Restoration Supplemental Request Police Police Officer General 10 2242 1111 1.00 Restoration Supplemental Request Police Police Officer General 10 2259 1124 1.00 Restoration Supplemental Request Police Police Officer General 10 2247 1403 1.00 Restoration Supplemental Request Police Police Officer General 10 2256 1385 1.00 Restoration Supplemental Request Police Police Officer General 10 2251 1209 1.00 Restoration Supplemental Request Police Police Officer General 10 2232 996 1.00 Restoration Supplemental Request Police Police Officer General 10 2232 1002 1.00 Restoration Supplemental Request Police Community Responder General 10 2241 1157 1.00 Restoration Supplemental Request Police Community Responder General 10 2241 1071 1.00 Restoration Supplemental Request Police Community Responder General 10 2271 1223 1.00 Restoration Supplemental Request Police Community Responder General 10 2247 1094 1.00 Restoration Supplemental Request Police Community Responder General 10 2232 1978 1.00 Restoration Supplemental Request Police Community Responder General 10 2251 1194 1.00 Restoration Supplemental Request Police Community Responder General 10 2259 2160 1.00 Restoration Supplemental Request Police Strategic Management and Diversity Office Strategic Management and Diversity Office Community Responder General 10 2242 1134 1.00 Restoration Supplemental Request Environmental Compliance Inspector II+ General 10 1252 2311 1.00 New Position from FY23 Supplemental Request (Wastewater BioIntel Program) Water Quality Specialist General 10 1252 2312 1.00 New Position from FY23 Supplemental Request (Wastewater BioIntel Program) 8-20 PCN FTE Action Summary FY23 Position Changes - Effective 7/1/2022 Full and Part-Time Position Additions (continued) Cost Center Department Strategic Management and Diversity Office Position Fund Name Fund Management Assistant II General 10 1252 2313 1.00 Sustainability Office Neighborhood Resilience Coordinator General 10 1261 2338 1.00 Sustainability Office Youth Climate Engagement Coordinator General 10 1261 2337 1.00 Sustainability Office Climate Policy and Grants Coordinator General 10 1261 2339 1.00 Sustainability Office Energy Equity Specialist General 10 1261 2355 1.00 New Position from FY23 Supplemental Request (SMDO Management Assistant) New Position from FY23 Supplemental Request (Neighborhood Resilience Coordinator) New Position from FY23 Supplemental Request (Youth Climate Engagement Coordinator) New Position from FY23 Supplemental Request (Grant Management and Climate Policy Coordinator) New Position from FY23 Supplemental Request (Sustainability and Resilience Programs Specialist) Human Services High School Youth Specialists General 10 2927 2356 1.00 Previously Approved FY23 Supplemental Request (High School Youth Specialists) Human Services High School Youth Specialists General 10 2927 2357 1.00 Previously Approved FY23 Supplemental Request (High School Youth Specialists) Human Services High School Youth Specialists General 10 2927 2358 1.00 Previously Approved FY23 Supplemental Request (High School Youth Specialists) Human Services High School Youth Specialists General 10 2927 2359 1.00 Previously Approved FY23 Supplemental Request (High School Youth Specialists) Human Services High School Youth Specialists General 10 2927 2360 1.00 Previously Approved FY23 Supplemental Request (High School Youth Specialists) Human Services High School Youth Specialists General 10 2927 2361 1.00 Previously Approved FY23 Supplemental Request (High School Youth Specialists) Human Services High School Youth Specialists General 10 2927 2362 1.00 Fire Paramedic Ambulance 29 2991 2316 1.00 Fire Paramedic Ambulance 29 2991 2317 1.00 Fire Paramedic Ambulance 29 2991 2318 1.00 Previously Approved FY23 Supplemental Request (High School Youth Specialists) New FY23 Non-General Fund Supplemental Request (Emergency Medical Transportation) New FY23 Non-General Fund Supplemental Request (Emergency Medical Transportation) New FY23 Non-General Fund Supplemental Request (Emergency Medical Transportation) Community Services Community Services Supervisor Arts & Culture 37 3741 2319 1.00 New FY23 Non-General Fund Supplemental Request (Arts & Culture) Community Services TCA Marketing Coordinator Arts & Culture 37 3741 2320 1.00 New FY23 Non-General Fund Supplemental Request (Arts & Culture) Community Services Public Information Officer Arts & Culture 37 3741 2321 1.00 Community Services Arts & Culture Specialist Arts & Culture 37 3741 2091 1.00 Community Services Arts & Culture Coordinator Arts & Culture 37 3761 2071 1.00 Community Services Arts & Culture Coordinator Arts & Culture 37 3741 2322 1.00 New FY23 Non-General Fund Supplemental Request (Arts & Culture) New FY23 Non-General Fund Supplemental Request (FY23 Operating Budget Restoration) New FY23 Non-General Fund Supplemental Request (FY23 Operating Budget Restoration) New FY23 Non-General Fund Supplemental Request (FY23 Arts & Culture Divisionwide Programs) Community Services Community Services Supervisor Arts & Culture 37 3761 2323 1.00 New FY23 Non-General Fund Supplemental Request (FY23 TCA Staffing) Community Services Arts & Culture Specialist Arts & Culture 37 3761 2324 1.00 New FY23 Non-General Fund Supplemental Request (FY23 TCA Staffing) Community Services Arts & Culture Specialist Arts & Culture 37 3761 2325 1.00 Human Services Victim Services Coordinator Gov't Grants 46 46945 2347 1.00 Human Services Victim Services Counselor Gov't Grants 46 46945 2348 1.00 Human Services Victim Services Crisis Specialist Gov't Grants 46 46945 2346 1.00 Human Services Victim Services Trauma Specialist Gov't Grants 46 46945 TBD 1.00 Human Services Victim Advocates Gov't Grants 46 46945 TBD 1.00 Human Services Victim Advocates Gov't Grants 46 46945 TBD 1.00 New FY23 Non-General Fund Supplemental Request (FY23 TCA Staffing) New FY23 Non-General Fund Supplemental Request (Victim Services Wage Conversion) New FY23 Non-General Fund Supplemental Request (Victim Services Wage Conversion) New FY23 Non-General Fund Supplemental Request (Victim Services Wage Conversion) New FY23 Non-General Fund Supplemental Request (Victim Services Wage Conversion) New FY23 Non-General Fund Supplemental Request (Victim Services Wage Conversion) New FY23 Non-General Fund Supplemental Request (Victim Services Wage Conversion) 8-21 PCN FTE Action Summary FY23 Position Changes - Effective 7/1/2022 Full and Part-Time Position Additions (continued) Department Position Fund Name Fund Cost Center Human Services Victim Advocates Gov't Grants 46 46945 Human Services Victim Advocates Gov't Grants 46 Engineering & Transporation Civil Engineer HURF 40 Municipal Utilities Solid Waste Equipment Operator II Solid Waste Municipal Utilities Solid Waste Equipment Operator II Municipal Utilities Wash Bay Attendant Municipal Utilities Environmental Quality Specialist Municipal Utilities Utility Service Technician I/II+ Municipal Utilities Utility Service Technician I/II+ Municipal Utilities Municipal Utilities Landscape Worker I Municipal Utilities Municipal Utilities Control System Supervisor Municipal Utilities Municipal Utilities Control System Analyst Municipal Utilities Municipal Utilities Control System Analyst Municipal Utilities Municipal Utilities Control System Analyst Municipal Utilities Water Operations Asset Program Supervisor Municipal Utilities Plant Operator Total Full and Part-Time Position Additions PCN FTE TBD 1.00 46945 TBD 1.00 3822 2326 1.00 35 3718 2327 1.00 Solid Waste 35 3718 2328 1.00 Solid Waste Water / Wastewater Water / Wastewater Water / Wastewater Water / Wastewater Water / Wastewater Water / Wastewater Water / Wastewater Water / Wastewater Water / Wastewater Water / Wastewater 35 3716 1438 0.50 31 3027 2329 1.00 31 3021 2330 1.00 31 3021 2331 1.00 31 3052 2340 1.00 32 3012 TBD 1.00 32 3012 TBD 1.00 32 3012 TBD 1.00 32 3012 TBD 1.00 32 3013 TBD 1.00 32 3013 2341 1.00 122.25 8-22 Action Summary New FY23 Non-General Fund Supplemental Request (Victim Services Wage Conversion) New FY23 Non-General Fund Supplemental Request (Victim Services Wage Conversion) New FY23 Non-General Fund Supplemental Request (Civil Engineer - Active Traffic Management) New FY23 Non-General Fund Supplemental Request (Uncontained Garbage Collection Crew) New FY23 Non-General Fund Supplemental Request (Uncontained Garbage Collection Crew) New FY23 Non-General Fund Supplemental Request (Wash Bay Attendant) - Combine with existing 0.50 FTE to create 1 FTE New FY23 Non-General Fund Supplemental Request (Environmental Services Environmental Quality Specialist) New FY23 Non-General Fund Supplemental Request (Utility Services- Utility Services Technician I/II+) New FY23 Non-General Fund Supplemental Request (Utility Services- Utility Services Technician I/II+) New FY23 Non-General Fund Supplemental Request (Water Utilities Division Facilities) New FY23 Non-General Fund CIP Operating Impacts Supplemental Request (SCADA Electrical & Security Improvements) New FY23 Non-General Fund CIP Operating Impacts Supplemental Request (SCADA Electrical & Security Improvements) New FY23 Non-General Fund CIP Operating Impacts Supplemental Request (SCADA Electrical & Security Improvements) New FY23 Non-General Fund CIP Operating Impacts Supplemental Request (SCADA Electrical & Security Improvements) New FY23 Non-General Fund CIP Operating Impacts Supplemental Request (Water Treatment Plant Asset Maintenance and Upgrades) New FY23 Non-General Fund CIP Operating Impacts Supplemental Request (Water Treatment Plant Asset Maintenance and Upgrades) FY23 Position Changes - Effective 7/1/2022 Temporary (Wage) Position Additions Cost Center Department Position Fund Name Fund FTE Action Summary City Court Unclassified Temporary Wage Position General 10 1410 0.14 City Court / IT / City Attorney Unclassified Temporary Wage Position General 10 1410 1.00 Restoration Supplemental Request New FY23 Supplemental Request (Personnel Funding Change from Court Enhancement to General Fund) City Managers Office Unclassified Temporary Wage Position General 10 1214 1.00 One-Time Funding Request for FY23 Community Development Code Compliance Inspector General 10 2727 1.00 One-Time Funding Request for FY23 Community Development Building Inspector General 10 2721 1.00 New FY23 Supplemental Request (Building Safety) Community Development Planning Technician General 10 2731 0.50 New Position from FY23 Supplemental Request (Planning Technician) Community Services Unclassified Temporary Wage Position General 10 2522 0.27 Restoration Supplemental Request Community Services Unclassified Temporary Wage Position General 10 2537 0.09 Restoration Supplemental Request Community Services Unclassified Temporary Wage Position General 10 2531 0.09 Restoration Supplemental Request Community Services Unclassified Temporary Wage Position General 10 2543 0.05 Restoration Supplemental Request Community Services Unclassified Temporary Wage Position General 10 2525 0.75 Restoration Supplemental Request Community Services Unclassified Temporary Wage Position General 10 2524 0.31 Restoration Supplemental Request Community Services Unclassified Temporary Wage Position General 10 2536 0.33 Restoration Supplemental Request Community Services Unclassified Temporary Wage Position General 10 2537 0.80 New FY23 Supplemental Request (Tempe Play Mobile) Community Services Unclassified Temporary Wage Position General 10 2487 0.95 New FY23 Supplemental Request (Youth After School Programming) Community Services Unclassified Temporary Wage Position General 10 2545 0.70 New FY23 Supplemental Request (Volunteer Services) Community Services Unclassified Temporary Wage Position General 10 2525 0.24 New FY23 Supplemental Request (Sports: Pickleball Classes) Community Services Unclassified Temporary Wage Position General 10 2561 20.99 Community Services Unclassified Temporary Wage Position Arts & Culture 37 3741 0.67 New FY23 CIP Operating Impact Supplemental (Clark Park Pool) New FY23 Non-General Fund Supplemental Request (Arts & Culture Division-wide Programs) Human Resources Unclassified Temporary Wage Position General 10 1512 1.00 One-Time Funding Request for FY23 Human Services Unclassified Temporary Wage Position General 10 2912 1.40 New FY23 Supplemental Request (Experience Corps Program Wages) Human Services Unclassified Temporary Wage Position General 10 2917 0.70 New FY23 Supplemental Request (Achieving the AARP Age Friendly Community) Human Services Resource Navigator General 10 2910 1.00 One-Time Funding Request for FY23 (Resource Navigator) Human Services Unclassified Temporary Wage Position General 10 2927 5.00 One-Time Supplemental Request for FY23 Human Services Social Services Counselor General 10 2928 1.00 New FY23 Supplemental Request (Social Services Counselor) General 10 2944 0.40 41.38 Previously Approved (Homelessness Park Inititative) Fund Name Change Court Enhancement Fund Funding Change Cost Center FTE Action Summary General 1974 Human Services Unclassified Temporary Wage Position Total Temporary (Wage) Position Additions Position Funding Changes Department Position IT Sr Programming Analyst Total Change in Funding Posititons 8-23 PCN PCN 1.00 Changing funding source from Court Enhancement Fund to General Fund 1.00 Personnel Schedules Funding Source 2020-21 Actual 2021-22 Budget 2021-22 Revised 2022-23 Budget Gen Gen Gen 1 1 5 7 1 1 5 7 1 1 5 7 1 1 5 7 Administration City Mgr Asst City Mgr Deputy City Mgr - Chief Op Officer Deputy City Mgr - Chief Fin Officer Strategic Mgmt/Diversity Dir Sr Mgmt Asst - City Manager's Office Executive Asst-City Manager's Office Total Full-Time Gen Gen Gen Gen Gen Gen Gen 1 0 1 1 0 1 2 6 1 0 1 1 1 1 2 7 1 0 1 1 1 1 3 8 1 1 1 1 1 1 3 9 Animal Welfare Animal Welfare Specialist Total Full-Time Gen 0 0 0 0 0 0 1 1 Veteran's Support Services Veteran Coordinator Total Full-Time Gen 0 0 0 0 0 0 1 1 Gen Gen Transit 50%, SW 25%, Gen 25% 1 1 1 1 1 2 1 2 1 1 1 1 1 1 1 1 0 2 2 1.34 0 2 2 2.74 0 2 2 1.74 1 2 2 2.74 8 1.34 8 2.74 9 1.74 10 2.74 1 1 1 1 1 1 1 1 0 1 1 3 4 1 1 0 1 3 5 0 1 0 1 3 5 0 1 0 1 6 8 0 Position 1110 MAYOR & COUNCIL Mayor Vice Mayor Council Member Mayor & Council Total Full-Time CITY MANAGER 1210 1211 1212 1214 Communication/Media Relations Comm & Media Relations Mgr Public Info Officer Public Info Officer Public Info Officer Public Info Officer Web & Design Coord Video Production Coord Unclassified Temporary* (1.00 funded for FY2022/23 only) Total Full-Time Total Temp FTE* 1216 1219 Government Relations Government Relations Officer Total Full-Time Transit 50% WWW 50% Transit 100% Gen Gen Gen Gen Mayor/Council Staff Mayor/City Council - Chief of Staff Gen Mayor/City Council - Chief of Staff - Frozen Gen Mayoral Aide Gen City Council Aide II+ Gen Total Full-Time Total Full-Time FROZEN 8-24 Position 1220 Customer Relations Center/311 Customer Relations Supvr Lead Customer Relations Spec Customer Relations Spec Customer Relations Spec Customer Relations Spec Customer Relations Spec Total Full-Time 1271 Diversity Equity & Inclusion (previously 1251) Chief Diversity Officer Diversity Program Coord ADA Compl Specialist** Total Full-Time Total Part-Time Funding Source 2020-21 Actual 2021-22 Budget 2021-22 Revised 2022-23 Budget Gen Gen Gen SW HURF WWW 1 1 2 1 1 1 7 1 1 2 1 1 1 7 1 1 2 1 1 1 7 1 1 2 1 1 1 7 Gen Gen Gen 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 0.75 2 0.75 26.00 1.00 0.00 1.34 28.00 0.00 0.00 2.74 30.00 0.00 0.00 1.74 39.00 0.00 0.75 2.74 City Manager Total Full-Time City Manager Total Frozen City Manager Total Perm FTE** City Manager Total Temp FTE* 8-25 Funding Source Position 1261 2020-21 Actual 2021-22 Budget 2021-22 Revised 2022-23 Budget 1 0 0 0 0 0 0.00 1 0.00 1 0 0 0 0 1 0.49 2 0.49 1 0 0 0 0 1 0.49 2 0.49 1 1 1 1 1 1 0.00 6 0.00 Gen Gen Gen Gen Gen 1 0 0 0 2 3 1 0 0 0 2 3 1 1 1 1 2 6 1 1 1 1 2 6 Gen Gen Gen Gen 50% Sec 8 50% Gen Gen Gen Gen 60% Grants 40% Gen Gen Gen Gen Gen Gen 1 2 2 1 2 2 1 2 2 1 2 2 0 1 1 1 1 10 2 1 1 10 2 1 1 10 2 1 1 10 2 1 4 1 1 1 0.50 1.47 4 1 1 1 0.50 1.47 4 1 1 1 0.50 1.47 5 1 1 1 0.50 1.47 26.00 0.50 1.47 27.00 0.50 1.47 27.00 0.50 1.47 28.00 0.50 1.47 1 1 1 1 1 5 1 1 1 1 2 6 1 1 1 1 2 6 1 1 1 1 2 6 SUSTAINABILITY Sustainability Director Gen Youth Climate Engagement Coordinator Gen Neighborhood Resilience Coordinator Gen Sustainability & Resilience Program Spec Gen Climate Policy and Grants Coordinator Gen Climate Action Manager Gen Unclassified Temporary* Gen Sustainability Total Full-Time Sustainability Total Temp FTE 1232 (Previously 1231) ECONOMIC DEVELOPMENT Economic Development Dir Dep Economic Development Dir Principal Planner Real Estate Mgmt Coord Economic Development Prog Mgr Economic Development Total Full-Time CITY ATTORNEY 1710 Legal Services City Attorney Dep City Attorney Sr Asst City Attorney Special Projects Attorney Police Legal Advisor Asst City Attorney Paralegal II+ Legal Assistant Legal Assistant Administrative Support Supvr Executive Assistant Legal Specialist II+ Assistant City Attorney** Unclassified Temporary* City Attorney Total Full-Time City Attorney Total Perm FTE** City Attorney Total Temp FTE* 1310 CITY CLERK City Clerk Dep City Clerk Asst City Clerk Executive Assistant Administrative Assistant II+ City Clerk Total Full-Time Gen Gen Gen Gen Gen 8-26 Funding Source Position 2020-21 Actual 2021-22 Budget 2021-22 Revised 2022-23 Budget 1 1 2 2 0 1 3 1 2 18 1 1 1 2 2 0 1 4 1 2 20 0 1 1 2 2 0 1 4 1 2 20 0 1 1 2 2 1 1 4 1 2 20 0 1 0 0 0 1 1 3.92 35 3.92 1 1 3.92 36 3.92 1 1 3.92 36 3.92 1 1 5.06 37 5.06 CITY COURT 1410 Administration/Judicial Division Presiding Judge Court Administrator City Judge Court Commissioner Executive Assistant Dep Court Admin Court Svcs Supvr Sr Mgmt Asst Lead Court Svcs Specialist Court Svcs Spec II+ Court Svcs Spec II+ Court Svcs Spec II+ Court Interpreter Management Assistant II+ Unclassified Temporary* Total Full-Time Total Temp FTE * 1414 4730 Gen Gen Gen Gen Gen Gen Gen Gen Gen Gen Desg Gen-50%; Desg 50% Gen Gen Gen EV Regional Veteran's Court Court Svcs Spvr Total Full-Time Desg 1 1 0 0 0 0 0 0 Local JCEF Court Svcs Spec II+ Executive Assistant Total Full-Time Desg Desg 2 1 3 2 1 3 2 1 3 2 0 2 39 3.92 39 3.92 39 3.92 39 5.06 City Court Total Full-Time City Court Total Temp FTE* 8-27 Position Funding Source 2020-21 Actual 2021-22 Budget 2021-22 Revised 2022-23 Budget 1 1 1 1 0 1 1 0 1 1 1 9 1 1 1 1 0 1 1 0 1 1 1 9 1 1 1 0 1 0 0 1 0 0 1 6 1 1 1 0 1 0 0 1 0 0 1 6 0 0 0 0 0 0 0 0 1 2 1 4 1 2 1 4 0 1 2 0 0 1 1 1 4 1 1 1 1 5 1 1 1 1 3 1 2 1 1.66 26 4 1.66 0 1 2 0 1 1 1 1 5 0 1 1 1 6 0 1 1 1 4 0 2 1 4.16 30 1 4.16 0 1 2 0 1 1 0 1 5 0 1 1 0 6 0 1 1 1 4 0 2 1 4.16 28 1 4.16 1 0 2 1 0 1 0 1 5 0 1 1 0 6 0 1 1 1 4 0 2 1 5.16 29 0 5.16 1 1 1 1 1 1 1 1 COMMUNITY DEVELOPMENT 2710 2722 2721 44802 Administration Administration/Economic Development Community Development Dir Gen Community Devel Bus Syst Supvr Gen Community Develop Admin Mgr Gen Dep Com Dev Dir - Spec Project Gen Dep Com Dev Dir - Comm Enhancement Gen Principal Planner Gen Sr Planner Gen Management Assistant Gen Enterprise Network Engineer I+ Gen Administrative Assistant II+ Gen Executive Assistant Gen Total Full-Time CD Project Assistance Team Project Mgmt Coordinator Sr Planner Development Project Coordinator Total Full-Time Gen Gen Gen Building Safety Inspections and Permits Dep Com Dev Dir - Bldg/Eng Permits Gen Dep Com Dev Dir - Bldg/Eng Permits Gen-FROZEN Plan Review Mgr Gen Green Building Sustainability CoordinatorGen Green Building Program Specialist Gen Bldg Inspection Mgr Gen Development Project Coord Gen Sr Plan Check Engineer Gen Plan Check Engineer II+ Gen Plan Check Engineer II+ Gen-FROZEN Sr Bldg Inspector Gen Permit Center Supervisor Gen Sr Planner Gen Bldg Inspector II+ Gen Bldg Inspector II+ Gen-FROZEN Sr Eng Associate+ Gen Principal Civil Eng Gen Sr Civil Eng+ Gen Development Svcs Spec II+ Gen Development Svcs Spec II+ Gen-FROZEN Administrative Assistant II+ Gen Real Estate Mgmt Coordinator Gen Unclassified Temporary* Gen Total Full-Time Total Full-Time - FROZEN Total Temp FTE* Building Safety Document Management Engineering Associate I/II Total Full-Time Desg 8-28 Funding Source Position 2731 2727 1215 Planning Planning Dep Com Dev Dir - Planning Code Enforcement Mgr Sr Architect+ Principal Planner Sr Planner Sr Transportation Planner Planner II+ Project Mgmt Coord Real Estate Mgmt Coord Administrative Assistant II+ Unclassified Temporary* (1.0 FTE Authorized FY21/22 only) Total Full-Time Total Temp FTE* Neighborhood Services Residential Code Compliance Code Enforcement Mgr Sr Code Inspector Spec Planning & Research Analyst Code Inspector II+ Code Inspector I+ Administrative Assistant II+ Unclassified Temporary* (1.00 Authorized for FY22/23 only) Total Full-Time Total Temp FTE* Neighborhood Program Neighborhood Program Mgr Neighborhood Svcs Spec Neighborhood Svcs Spec Neighborhood Svcs Spec Gen Gen Gen Gen Gen Gen Gen Gen Gen Gen Gen Gen Gen Gen Gen Gen Gen Gen Gen Gen HURF 50% SW 50% Transit 50% WWW 50% Total Full-Time Community Development Total Full-Time Community Development Total Full-Time - FROZEN Community Development Total Temp FTE* 8-29 2020-21 Actual 2021-22 Budget 2021-22 Revised 2022-23 Budget 1 1 1 1 1 3 4 0 3 1 1 2 2.11 1 3 4 0 3 1 1 2 3.61 1 3 4 0 3 0 0 2 3.61 1 3 4 0 4 0 0 2 4.11 16 2.11 16 3.61 14 3.61 15 4.11 1 2 1 7 1 1 4.93 1 2 1 7 1 1 6.93 1 2 1 7 1 1 6.93 1 2 1 7 1 1 7.93 13 4.93 13 6.93 13 6.93 13 7.93 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 4 4 4 4 69 4.00 8.70 73 1.00 14.70 70 1.00 14.70 72 0.00 17.20 Funding Source Position 2020-21 Actual 2021-22 Budget 2021-22 Revised 2022-23 Budget Community Services 2410 Administration Administration Community Svcs Dir Sr Recreation Coord+ Community Svcs Admin Mgr Sr Management Assistant Sr Management Assistant Unclassified Temporary* Total Full-Time Total Temp FTE* 2440 3781 (formerly 2471) 3782 Library and Cultural Services Library Dep Com Svc Dir - Library Svcs Library Supvr Sr Community Svcs Coord+ Librarian I/II+ Librarian I/II+ - Frozen Library Marketing Spec Library Systems Tech Library Supvr - Ops Library Mgr Library Mgr - Frozen Circulation Svcs Coord Library Materials Supvr Library Spec II+ Library Ops Spec Library Asst Librarian I/II+ Support Svcs Supvr Library Specialist** Library Assistant** Unclassified Temporary* Total Full-Time Total Full-Time - FROZEN Total Perm FTE** Total Temp FTE* History Museum Museum Manager Sr Museum Curator+ Arts Coordinator Arts Specialist Administrative Assistant II+ Unclassified Temporary* Total Full-Time Total Temp FTE* History Museum Store Arts Coord Total Full-Time 1 1 1 1 1 1 2 0 1 1 2 0 1 1 2 0 1 1 2 0 0.09 5 0.09 0.09 5 0.09 0.09 5 0.09 0.09 5 0.09 Gen Gen Gen Gen Gen Gen Gen Gen Gen Gen Gen Gen Gen Gen Gen Gen Gen Gen Gen Gen 1 1 1 8 1 1 1 0 3 0 0 0 3 0 3 0 2 0.00 0.50 10.74 24 1 0.50 10.74 1 1 1 8 1 1 1 0 3 0 0 0 3 0 3 0 2 0.00 0.50 10.74 24 1 0.50 10.74 1 1 0 9 0 1 1 0 2 1 0 0 3 0 3 0 2 0.00 0.50 10.74 23 1 0.50 10.74 1 1 0 9 0 1 1 0 3 0 0 0 3 0 3 0 2 0.50 0.50 10.74 24 0 1.00 10.74 Art & Cultural Art & Cultural Art & Cultural Art & Cultural Art & Cultural Art & Cultural 1 3 0 0 1 0.52 5 0.52 1 3 1 1 1 1.42 7 1.42 1 3 1 1 1 1.42 7 1.42 1 3 1 1 1 1.42 7 1.42 Art & Cultural 1 1 1 1 0 0 0 0 Gen 85% Arts 15% Gen Gen Gen Gen 75% Arts 25% Gen 8-30 Funding Position Source 3741 Arts & Cultural Admin Arts Administrator Municipal Arts Community Services Supervisor Art & Cultural TCA Marketing Coordinator Art & Cultural Arts & Culture Specialist Art & Cultural Arts & Culture Coordinator Art & Cultural Public Information Officer Art & Cultural Dep Com Svcs Dir - Arts/Cultrl Art & Cultural Arts & Culture Fin Analyst Art & Cultural Management Assistant II+ Art & Cultural Total Full-Time 3761 Performing Arts - Administration (formerly 3610) Arts & Culture Fin Analyst Art & Cultural Community Services Supvr Art & Cultural General Manager - TCA Art & Cultural Sr. Curator+ Art & Cultural Arts Administrator Art & Cultural TCA Marketing Coord Art & Cultural Arts Coordinator Art & Cultural Arts Coordinator - FROZEN Art & Cultural Business Strategy & Data Specialist Art & Cultural Food & Beverage Coordinator Art & Cultural Food & Beverage Coordinator - FROZEN Art & Cultural Arts Specialist Art & Cultural Arts Specialist - FROZEN Art & Cultural Administrative Assistant II+ Art & Cultural Unclassified Temporary* Art & Cultural Total Full-Time Total Full-Time - FROZEN Total Temp FTE* 3785 6699799 2521 2522 Community Arts Arts Coordinator Arts Specialist Arts Administrator Unclassified Temporary* Total Full-Time Total Temp FTE* Municipal Arts Arts Coordinator Arts Administrator Arts Specialist Total Full-Time Recreation Recreation - Administration Dep Com Svcs Dir - Recreation Marketing Specialist Sr Recreation Coordinator Administrative Assistant II+ Unclassified Temporary* Total Full-Time Total Perm FTE** Special Events Community Services Manager Sr Special Event Project Coord Admin Assistant II+** Unclassified Temporary* Total Full-Time Total Perm FTE** Total Temp FTE* 8-31 2020-21 Actual 2021-22 Budget 2021-22 Revised 2022-23 Budget 1 0 0 0 0 0 1 0 1 3 1 0 0 0 0 0 1 0 1 3 0 0 0 0 0 0 1 1 1 3 0 1 1 0 1 1 1 1 1 7 1 1 1 1 1 1 3 1 0 1 0 5 1 1 15.13 16 2 15.13 1 1 1 1 1 1 3 1 1 1 0 5 1 1 15.13 17 2 15.13 0 1 1 1 0 1 4 0 0 0 1 5 1 1 15.13 14 2 15.13 0 2 1 1 0 1 4 0 0 1 0 7 0 1 15.80 18 0 15.80 Art & Cultural Art & Cultural Art & Cultural Art & Cultural 0 0 0 0.00 0 0.00 1 1 0 0.72 2 0.72 2 2 1 0.72 5 0.72 2 2 1 0.72 5 0.72 Municipal Arts Municipal Arts Municipal Arts 0 0 0 0 1 0 1 2 1 1 1 3 1 1 1 3 Gen Gen Gen Gen Gen 1 0 0 0 0.00 1 0 1 0 0 0 0.00 1 0 1 0 2 0 0.00 3 0 1 0.75 2 0 0.00 3 0.75 Gen Gen Gen Gen 1 4 0.75 2.18 5 0.75 2.18 1 4 0.75 2.18 5 0.75 2.18 1 4 0.75 2.18 5 0.75 2.18 1 4 0.75 2.54 5 0.75 2.54 2531 2532 2533 Position Kiwanis Recreation Center Asst Recreation Coord Community Svcs Mgr Community Svcs Supvr Administrative Assistant II+ Unclassified Temporary* Total Full-Time Total Temp FTE* Kiwanis Concessions Unclassified Temporary* Total Temp FTE* Aquatics Sr Recreation Coord+ Asst Recreation Coord Aquatics Maint Mechanic Aquatic Maint Coord Unclassified Temporary* Total Full-Time Total Temp FTE* 2546 Escalante Pool Unclassified Temporary* Total Temp FTE* 2535 Kiwanis Batting Cage Sr Recreation Coord+ Unclassified Temp* Total Full-Time Total Temp FTE* 2543 2473 2524 Tennis Sr Recreation Coord+ Sr Recreation Coord+ - Frozen Unclassified Temp* Total Full-Time Total Full-Time FROZEN Total Temp FTE* Community Interests Vihel + Cultural Programming Unclassified Temporary* Total Temp FTE* Community Interest Community Svcs Manager Sr Recreation Coord+ Asst Recreation Coord Unclassified Temporary* Funding Source 2020-21 Actual 2021-22 Budget 2021-22 Revised 2022-23 Budget Gen Gen Gen Gen Gen 1 1 1 2 20.16 5 20.16 1 1 1 2 20.16 5 20.16 0 1 1 2 20.16 4 20.16 0 1 1 2 20.25 4 20.25 Gen 1.57 1.57 1.96 1.96 1.96 1.96 1.96 1.96 Gen Gen Gen Gen Gen 1 1 1 1 13.74 4 13.74 1 1 1 1 15.22 4 15.22 1 1 1 1 15.22 4 15.22 1 1 1 1 36.21 4 36.21 Gen 0.00 0.00 0.98 0.98 0.98 0.98 0.98 0.98 Gen Gen 1 2.26 1 2.26 1 2.26 1 2.26 1 2.26 1 2.26 1 2.26 1 2.26 Gen Gen Gen 0 1 0.95 0 1 0.95 1 0 0.95 1 0 0.95 1 0 0.95 1 0 0.95 1 0 1.00 1 0 1.00 Gen 6.88 6.88 6.88 6.88 6.88 6.88 6.88 6.88 Gen Gen Gen 1 3 0 1 3 0 1 1 1 1 1 1 Gen 4.98 4.98 4.98 5.29 4 4.98 4 4.98 3 4.98 3 5.29 Gen Gen 1 4.10 1 4.10 1 4.10 1 4.10 1 4.10 1 4.10 1 4.10 1 4.10 Gen Gen Gen 1 0 3.05 1 3.05 1 1 5.77 2 5.77 1 1 5.77 2 5.77 1 1 5.77 2 5.77 Total Full-Time Total Temp FTE* 2527 2534 Facility Resources Sr Recreation Coord+ Unclassified Temporary* Total Full-Time Total Temp FTE* Adapted Recreation Sr Recreation Coord+ Asst Rec Coordinator Unclassified Temporary* Total Full-Time Total Temp FTE* 8-32 2536 2537 2542 2461 2525 2526 3281 2547 2415 Position Boating Programs Sr Recreation Coord+ Asst Recreation Coord Unclassified Temporary* Total Full-Time Total Temp FTE* Tempe Play Mobile Asst Rec Coordinator Unclassified Temporary* Total Full-Time Total Temp FTE* McClintock Pool Unclassified Temp* Total Temp FTE* Cahill Senior Services Sr. Recreation Coord+ Asst Rec Coordinator Sr. Recreation Coord+** Unclassified Temporary* Total Full-Time Total Perm FTE** Total Temp FTE* Sports Adult Sports Sr Recreation Coord+ Unclassified Temporary* Total Full-Time Total Temp FTE* Youth Sports Community Services Mgr Sr Recreation Coord+ Unclassified Temporary* Total Full-Time Total Temp FTE* Diablo Stadium Sr Recreation Coord+ Unclassified Temporary* Total Full-Time Total Temp FTE* Youth Athletic Programs Sr Recreation Coord+ Total Full-Time Community Centers North Side Multi-Generational Center Sr Social Svcs Coord+ Sr Recreation Coordinator+ Administrative Assistant II+ Unclassified Temporary* Total Full-Time Total Temp FTE* Funding Source 2020-21 Actual 2021-22 Budget 2021-22 Revised 2022-23 Budget Gen Gen Gen 1 1 1.22 2 1.22 1 1 1.22 2 1.22 1 1 1.22 2 1.22 1 1 1.56 2 1.56 Gen Gen 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 1 0.80 1 0.80 Gen 0.58 0.58 1.81 1.81 1.81 1.81 1.81 1.81 Gen Gen Gen Gen 0 0 0.50 0.12 0 0.50 0.12 0 0 0.50 0.12 0 0.50 0.12 0 0 0.50 0.12 0 0.50 0.12 0 1 0.00 0.12 1 0.00 0.12 Gen Gen 1 0.74 1 0.74 1 0.74 1 0.74 1 0.74 1 0.74 1 1.72 1 1.72 Gen Gen Gen 1 1 3.41 2 3.41 1 1 3.41 2 3.41 1 1 3.41 2 3.41 1 1 3.41 2 3.41 Gen Gen 1 2.41 1 2.41 1 2.41 1 2.41 1 2.41 1 2.41 1 2.41 1 2.41 Gen 1 1 1 1 1 1 1 1 2 1 0.26 3 0.26 2 1 0.26 3 0.26 2 1 0.26 3 0.26 2 1 0.26 3 0.26 Gen Gen Gen Gen 8-33 2487 2523 2538 2545 2511 2512 2561 3251 Funding Source 2020-21 Actual 2021-22 Budget 2021-22 Revised 2022-23 Budget Gen Gen Gen Gen Gen-FROZEN Gen Gen 0 1 1 3 0 0.75 7.28 5 0 0.75 7.28 0 1 1 3 0 0.75 7.28 5 0.00 0.75 7.28 1 1 1 3 0.75 0 7.28 6 0.75 0.00 7.28 1 1 1 4 0 0 8.23 7 0.00 0.00 8.23 Gen Gen Gen Gen 1 1 2 2.97 4 2.97 1 1 2 2.97 4 2.97 1 1 2 2.97 4 2.97 1 1 2 2.97 4 2.97 Neighborhood Facilities Sr Recreation Coord+ Administrative Assistant II+ Total Full-Time Gen Gen 1 1 2 1 1 2 1 1 2 1 1 2 Volunteer Services Unclassified Temporary Total Temp FTE Gen 0.00 0.00 0.00 0.00 0.00 0.00 0.70 0.70 Field Services/Rolling Hills Golf Course Sr Parks Maint Tech+ Total Full-Time Golf 1 1 1 1 1 1 1 1 Golf Golf Golf Golf Golf 1 1 1 2 1.35 5 1.35 1 1 1 2 1.35 5 1.35 1 1 1 2 1.35 5 1.35 1 1 1 2 1.35 5 1.35 Clark Pool Aquatics Maint Mechanic Total Fullt-Time Gen 0 0 0 0 0 0 1 1 Park Asset Management Program Parks Facility Maint Electrician Parks Facility Maint Worker II+ Parks/Golf Mechanic Custodian PW Supervisor-Maintenance/Ops Community Svcs Supvr-Maint/Ops Total Full-Time Gen Gen Gen Gen Gen Gen 1 2 1 0 0 1 5.00 1 2 1 0 0 1 5.00 1 2 1 0 0 1 5.00 1 2 1 2 0 1 7.00 Position Escalante Community Center Sr Social Svcs Coord+ Community Services Manager Administrative Assistant II+ Sr Recreation Coord+ Sr Recreation Coord+** Sr Recreation Coord+** Unclassified Temporary* Total Full-Time Total Perm FTE** FROZEN Total Perm FTE** Total Temp FTE* Senior Adults Sr Recreation Coord+ Assistant Recreation Coordinator Administrative Assistant II Unclassified Temporary* Total Full-Time Total Temp FTE* Field Services/Ken McDonald Golf Course Community Svcs Supvr-Maint/Ops Sr Parks Maint Tech+ Parks/Golf Mechanic Parks Maint Tech III+ Unclassified Temporary* Total Full-Time Total Temp FTE* 8-34 3252 3282 3253 3254 3255 3256 3258 Position Parks Maintenance-Admin Dep Com Svcs Dir - Parks & Rec CIP & Grants Coordinator Community Svcs Supervisor Community Svcs Mgr Community Svcs Mgr - Frozen Management Assistant II+ Landscape Architect Urban Forester Total Full-Time Total Full-Time FROZEN Diablo Stadium Maintenance Community Svcs Supvr-Maint/Ops Sr. Parks Maint Tech+ Parks Maint Tech III+ Parks Maint Tech III+ - Frozen Unclassified Temporary* Total Full-Time Total Full-Time - FROZEN Total Temp FTE* Urban Forestry Team Urban Forester Parks Maintenance Tech III+ Total Full-Time Parks Maintenance-Rio Salado Community Svcs Supvr-Maint/Ops Public Works Supvr Parks Maint Tech III+ Parks Maint Tech III+ - Frozen Unclassified Temporary* Total Full-Time Total Full-Time - FROZEN Total Temp FTE* North Parks Community Svcs Supvr-Maint/Ops Parks Maint Tech III+ Parks Maint Tech III+ - Frozen Sr Parks Maint Tech+ Unclassified Temporary* Total Full-Time Total Full-Time - FROZEN Total Temp FTE* Parks Maintenance-RS CFD Parks Maint Tech III+ Sr Parks Maint Tech+ Unclassified Temporary* Total Full-Time Total Temp FTE* South Parks Community Svcs Supvr-Maint/Ops Parks Maint Tech III+ Parks Maint Tech III+ Sr Parks Maint Tech+ Unclassified Temporary* Total Full-Time Total Full-Time - FROZEN Total Temp FTE* Funding Source 2020-21 Actual 2021-22 Budget 2021-22 Revised 2022-23 Budget Gen Gen Gen Gen Gen Gen Gen Gen 1 0 0 0 1 1 1 1 4 1 1 0 1 0 1 1 1 1 5 1 1 0 1 1 0 1 1 0 5 0 1 1 1 1 0 1 1 0 6 0 Gen Gen Gen Gen Gen 1 1 5 1 0.41 7 1 0.41 1 1 6 0 0.41 8 0 0.41 1 1 6 0 0.41 8 0 0.41 1 1 6 0 0.41 8 0 0.41 Gen Gen 0 0 0 0 5 5 1 5 6 1 6 7 Gen Gen Gen Gen Gen 1 0 3 1 2.00 4 1 2.00 1 0 3 1 2.00 4 1 2.00 1 0 3 1 2.00 4 1 2.00 1 0 4 0 2.00 5 0 2.00 Gen Gen Gen Gen Gen 1 7 1 1 3.42 9 1 3.42 1 7 1 1 3.42 9 1 3.42 1 7 1 1 3.42 9 1 3.42 1 8 0 1 3.42 10 0 3.42 CFD CFD CFD 1 1 2.00 2 2.00 1 1 2.00 2 2.00 1 1 2.00 2 2.00 3 1 2.00 4 2.00 Gen Gen Gen-FROZEN Gen Gen 1 9 1 2 1.7 12 1 1.70 1 9 1 2 1.7 12 1 1.70 1 9 1 2 1.7 12 1 1.70 1 10 0 2 1.7 13 0 1.70 8-35 Funding Source 2020-21 Actual 2021-22 Budget 2021-22 Revised 2022-23 Budget Art & Cultural Art & Cultural 1 1.44 1 1.44 1 1.44 1 1.44 1 1.44 1 1.44 1 1.44 1 1.44 TCA Facility Management Building Equipment Technician II+ TCA Maintenance Supvr TCA Maintenance Wkr Total Full-Time Art & Cultural Art & Cultural Art & Cultural 1 1 5 7 1 1 5 7 1 1 5 7 1 1 5 7 TCA Food and Beverage Unclassified Temporary* Total Temp FTE* Arts & Cultural 0.00 0.00 1.46 1.46 1.46 1.46 1.46 1.46 154.00 9.00 2.50 117.66 170.00 7.00 2.50 127.54 171.00 6.00 1.75 127.54 193.00 0.00 2.50 153.78 Position 3762 TCA Art Park (formerly 3611) Parks Maint Tech III+ Unclassified Temporary* Total Full-Time Total Temp FTE* 3763 (formerly 3612) 3764 Community Services Total Full-Time Community Services Total Full-Time FROZEN Community Services Total Perm FTE** Community Services Total Temp FTE* 8-36 2020-21 Actual 2021-22 Budget 2021-22 Revised 2022-23 Budget WWW Gen 0 0 0 1 1 2 1 1 2 1 1 2 Gen Gen Gen Gen Gen Gen Gen Gen Gen 0 0 0 0 0 0 0 0 0 0 1 1 1 1 1 1 1 2 2 11 1 1 1 1 1 1 1 2 2 11 1 1 1 1 1 1 1 2 2 11 Tax & License License & Collections Supvr Tax & License Mgr Sr Tax & License Spec Tax & License Spec II+ Sr Tax Auditor+ Rental Property Spec Sr Tax Analyst Tax Analyst Financial Svcs Tech II+ Total Full-Time Gen Gen Gen Gen Gen Gen Gen Gen Gen 0 0 0 0 0 0 0 0 0 0 1 1 1 1 4 1 1 1 2 13 1 1 1 1 4 1 1 1 2 13 1 1 1 1 4 1 1 1 2 13 Customer Services Customer Svcs Bus System Supvr Customer Svcs Mgr Customer Svcs Office Supvr Customer Svcs Field Supvr Sr Financial Svcs Tech Financial Svcs Tech II+ Metering Svcs Spec Total Full-Time WWW WWW WWW WWW WWW WWW WWW 0 0 0 0 0 0 0 0 1 1 1 0 1 9 4 17 1 1 1 0 1 9 4 17 1 1 1 0 1 9 4 17 Purchasing Procurement Admin Procurement Officer Procurement Specialist Total Full-Time Gen Gen Gen 0 0 0 0 1 4 3 8 1 4 3 8 1 4 3 8 Risk Management Risk Mgr Risk Mgmt Claims Adjuster Risk Mgmt Spec Industrial Hygienist Workers' Comp Program Spec Safety & Tranin Spec II+ Total Full-Time Risk Risk Risk Risk Risk Risk 0 0 0 0 0 0 0 1 1 1 0 1 2 6 1 1 1 0 1 2 6 1 1 1 0 1 2 6 Position Funding Source FINANCIAL SERVICES 1810 Administration Administration Financial Svcs Director Executive Assistant Total Full-Time 1831 1832 1841 1851 2621 Finance Accounting Controller Financial Report Anlys Supvr Cash Mgmt Supvr Payroll Supvr Accountant Accountant Trainee Sr Payroll Specialist Account Spec Financial Svcs Tech II+ Total Full-Time 8-37 1871 1876 3763 (formerly 3612) Position Facility Maintenance Administration Facility Maint Mgr Sr Mgmt Assistant Facility Maint Supvr Facility Maint Team Leader Bldg Equip Tech II+ Bldg Equip Tech II+ Facility Electrician Administrative Assistant II+ Facilities Mgmt Coord Enterprise GIS & Data Analyst Bldg Equip Tech II+** Bldg Equip Tech II+** FROZEN Total Full-Time Total Part-Time** Total Part-Time** FROZEN Field Services/Custodial Custodial Supvr Custodial Team Leader Custodian Custodian Custodian Custodian** Total Full-Time Total Part-Time** TCA Facility Management Building Equipment Technician II+ TCA Maintenance Supvr TCA Maintenance Wkr Total Full-Time Funding Source 2020-21 Actual 2021-22 Budget 2021-22 Revised 2022-23 Budget 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 2 1 10 3 2 1 1 0 0 0 22 0 0 1 1 2 1 10 3 2 1 1 0 0 0 22 0 0 1 1 2 1 10 3 2 1 1 0 0 0 22 0 0 Gen Gen Gen Transit WWW Gen 0 0 0 0 0 0.00 0 0.00 2 2 21 2 2 0.50 29 0.50 2 2 21 2 2 0.50 29 0.50 3 2 20 2 2 0.50 29 0.50 Art & Cultural Art & Cultural Art & Cultural 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0 0.00 0.00 108 0.50 0.00 108 0.50 0.00 108 0.50 0.00 Gen Gen Gen Gen Gen Transit Gen Gen Gen Gen Gen Gen - FROZEN Financial Services Dept Total Full-Time Financial Services Dept Total Part-Time Financial Services Dept Total Part-Time FROZEN 8-38 Position Funding Source 2020-21 Actual 2021-22 Budget 2021-22 Revised 2022-23 Budget Gen Gen Gen Gen Gen Gen Gen Gen 1 2 3 1 0 1 1 1 10 1 2 6 1 0 1 1 1 13 1 2 6 1 0 1 1 1 13 1 2 6 1 1 1 1 1 14 Gen Gen Gen Gen Gen Gen Gen 1 1 5 1 1 1 1 9 2 1 1 7 0 0 1 1 11 0 1 1 7 0 0 1 1 11 0 1 1 7 0 0 1 1 11 0 Ambulance Ambulance Ambulance Ambulance 1 15 15 1.89 31 1.89 1 18 18 1.89 37 1.89 1 18 18 1.89 37 1.89 1 18 21 1.89 40 1.89 Gen Gen Gen Gen Gen 13 23 6 30 78 150 13 23 6 30 78 150 11 24 8 28 78 149 11 24 8 28 84 155 Gen Gen Gen 1 1 1 3 1 1 1 3 1 1 1 3 1 1 1 3 Gen Gen Gen Gen 1 1 2 3 7 1 1 2 3 7 1 1 2 3 7 1 1 3 3 8 1 1 2 1 1 2 1 1 2 1 1 2 FIRE MEDICAL RESCUE 2310 2330 2991 2340 2370 2361 46312 Administration/Fire Prevention Fire Administration Fire Chief Asst Fire Chief Fire Deputy Chief Emerg Mgr Fire Medical Rescue Data Analyst Fire Budget/Finance Supvr Executive Assistant Administrative Assistant I/II+ Total Full-Time Fire Prevention Asst Fire Chief Asst Fire Marshal Fire Inspector II+ Fire Inspector II+ - FROZEN Fire Inspector I+ - FROZEN Fire Education Spec Administrative Assistant II+ Total Full-Time Total Full-Time - FROZEN Ambulance Fund Emergency Transportation Services Emerg Transportation Supvr Emerg Medical Technician Paramedic Unclassified Temporary* Total Full-Time Total Temp FTE* Emergency Medical Services Fire Emergency Services Fire Captain Fire Captain Medic Fire Eng Fire Eng Medic Firefighter+* Total Full-Time Total Temp FTE* Medical Services Fire Deputy Chief Fire Captain Paramedic Assign Emergency Medical Svcs Coord Total Full-Time Support Services/Personnel Safety Support Services - Administration Fire Deputy Chief Sr Fire Mechanic Fire Mechanic Fire Svcs Inventory Tech Total Full-Time Fire Support - PAS SRPMIC (O) Emergency Medical Services Coord Grant Community Medicine Medical Technician Grant Total Full-Time 8-39 2380 2350 Position Homeland Security/Special Operations Special Operations Fire Deputy Chief Total Full-Time Training/Professional Development Training/Professional Development Fire Deputy Chief Fire Captain - Paramedic Administrative Assistant II+ Total Full-Time Funding Source 2020-21 Actual 2021-22 Budget 2021-22 Revised 2022-23 Budget Gen 1 1 1 1 1 1 1 1 Gen Gen Gen 1 2 1 4 1 2 1 4 1 3 1 5 1 3 1 5 217 2.00 1.89 228 0.00 1.89 228 0.00 1.89 239 0.00 1.89 Fire Medical Rescue Department Total Full-Time Fire Medical Rescue Department Total Full-Time - FROZEN Fire Medical Rescue Department Total Temp FTE* 8-40 Funding Source Position 2020-21 Actual 2021-22 Budget 2021-22 Revised 2022-23 Budget Human Resources 1511 (formerly 1911) 1512 1531 (formerly 1921) Human Resources - Administration Dep Inter Svcs Dir - HR Management Assistant HR Spec Total Full-Time Gen Gen Gen 0.00 0.00 0.00 0.00 1.00 0.00 1.00 2.00 1.00 0.00 1.00 2.00 1.00 1.00 1.00 3.00 Employment Services HR Manager Sr HR Analyst+ HR Analyst HR Spec HR Tech I HR Tech II Total Full-Time Gen Gen Gen Gen Gen Gen 0.00 0.00 0.00 0.00 0.00 0.00 0.00 2.00 5.00 2.00 4.00 1.00 2.00 16.00 2.00 5.00 2.00 4.00 1.00 2.00 16.00 2.00 5.00 2.00 4.00 0.00 2.00 15.00 Gen Gen Gen 0.00 0.00 0.00 1.00 1.00 0.50 1.00 1.00 0.50 1.00 2.00 1.50 0.00 0.00 2.00 0.50 2.00 0.50 3.00 1.50 0.00 0.00 20.00 0.50 20.00 0.50 21.00 1.50 Employee Development Dep Inter Svcs Dir - Emp Devel Employee Devel Train Coord Unclassified Temporary** (1.00 if for FY22/23 only) Total Full-Time Total Temp FTE** Human Resources Department Total Full-Time Human Resources Department Total Temp FTE** 8-41 Funding Source Position 2020-21 Actual 2021-22 Budget 2021-22 Revised 2022-23 Budget 1 1 2 0.00 0.85 1 1 2 0.00 0.85 1 1 2 0.00 0.85 1 1 2 0.50 1.85 4 0.00 0.85 4 0.00 0.85 4 0.00 0.85 4 0.50 1.85 1 1 1 0.50 0.00 2 1 0.50 0.00 1 0 2 0.50 0.49 3 0 0.50 0.49 1 0 2 0.50 1.49 3 0 0.50 0.49 1 0 3 0.00 1.49 4 0 0.00 0.49 1 1 1 2 5 1 1 1 2 5 1 1 1 2 5 1 1 1 2 5 1 1 1 1 1 1 1 1 0.00 2 5.40 2 5.40 5.40 2 5.40 5.40 2 5.40 Gen Gen 1 1.55 1 1.55 1 2.95 1 2.95 1 2.95 1 2.95 1 4.35 1 4.35 Gen Gen Gen Gen 1 2 1 0.93 3 1 0.93 1 4 0 0.93 5 0 0.93 1 4 0 0.93 5 0 0.93 1 4 0 0.93 5 0 0.93 HUMAN SERVICES 2910 2925 2911 2961 2912 2926 Administration Human Services Administration Human Svcs Director - Admin Dep Human Svcs Dir - Soc Svcs Sr. Management Assistant Workforce Development Coordinator** Unclassified Temporary* (1.00 is for FY22/23 only) Total Full-Time Total Perm FTE** Total Temp FTE* Social Services Administrative Support Supvr Administrative Assistant II+ Administrative Assistant II+ Administrative Assistant II+** Unclassified Temporary* Total Full-Time Total Full-Time - FROZEN Total Perm FTE** Total Temp FTE* Education Administrative Assistant II+ Human Svcs Manager Sr. Social Service Coordinator Human Svcs Supvr Total Full-Time Gen Gen Gen Gen Gen Gen Gen-FROZEN Gen Gen Gen Gen Gen Gen Gen Pre-School Tempe PRE Coordinator Gen Tempe PRE Supervisor Gen Positions authorized for two years (FY2021/22-FY2022/23) Unclassified Temporary* Gen Total Full-Time Total Temp FTE* Experience Corps Social Services Coordinator Unclassified Temporary* Total Full-Time Total Temp FTE* Diversion Human Svcs Mgr Social Svcs Counselor II+ Social Svcs Counselor II+ - FROZEN Unclassified Temporary* Total Full-Time Total Full-Time - FROZEN Total Temp FTE* 8-42 2915 2917 2922 2923 2927 2928 46945 Position Kid Zone Human Services Mgr Human Services Supvr Sr Community Education Coord+ Sr Community Svcs Coord+ Kid Zone Site Lead Kid Zone Site Lead Community Education Specialist Community Education Specialist Assistant Recreation Coord Assistant Recreation Coord Administrative Assistant II+ Unclassified Temporary* Total Full-Time Total Full-Time - FROZEN Total Temp FTE* Senior Services Sr Social Svcs Coord+ Unclassified Temporary Total Full-Time Total Temp FTE* MyHRT Crisis Intervention Spec Total Full Time Care 7 Social Svcs Coord+ Crisis Intervention Specialist Social Svcs Counselor II+ Human Services Mgr Administrative Assistant II Administrative Assistant II** Unclassified Temporary* Total Full-Time Total Perm FTE** Total Temp FTE* Youth Specialist Program Youth Specialist Unclassified Temporary* (5.0 Authorized for FY22/23 only) Total Full-Time Total Temp FTE* Senior Services Social Svcs Coord+ Unclassified Temporary* Total Full-Time Total Temp FTE* VOCA Grant Crisis Intervention Spec Sr Social Svcs Coord+ Social Svcs Counselor II+ Victim Advocates Unclassified Temporary* Total Full-Time Total Temp FTE* Funding Source 2020-21 Actual 2021-22 Budget 2021-22 Revised 2022-23 Budget 1 1 4 0 2 1 4 1 6 1 1 64.12 19 3 64.12 1 1 4 0 3 0 5 0 6 1 1 65.65 21 1 65.65 1 1 4 0 3 0 5 0 6 1 1 65.65 21 1 65.65 1 1 4 0 3 0 5 0 16 0 1 55.65 31 0 55.65 Gen Gen 1 0 1 0 1 0 1 0 1 0 1 0 1 0.70 1 0.70 Gen 0 0 0 0 0 0 1 1 Gen Gen Gen Gen Gen Gen Gen 2 4 1 1 0 0.50 3.60 8 0.50 3.60 2 5 1 1 0 0.50 5.10 9 0.50 5.10 1 6 1 1 1 0.00 5.10 10 0.00 5.10 2 7 1 1 1 0.00 5.10 12 0.00 5.10 Gen Gen 0 7.00 0 7.00 0 7.00 7 5.00 0 7.00 0 7.00 0 7.00 7 5.00 Gen Gen 0 0.00 0 0.00 0 0.00 0 0.00 1 0.00 1 0.00 2 1.00 2 1.00 Desg Desg Desg Desg 0 0 0 0 0 0 0.00 0 0 0 0 0 0 0.00 0 0 0 0 8 0 8.00 2 1 1 4 0 8 0.00 Gen Gen Gen Gen Gen Gen-FROZEN Gen Gen-FROZEN Gen Gen-FROZEN Gen Gen 8-43 2772 2778 2875 2941 2942 2944 Position Housing & Revitalization Section 8 Admin Deputy HS Manager Housing Svcs Supvr Human Svcs Manager Housing Services Spec II+ Administrative Assistant II+ Total Full-Time Section 8 FSS Family Self Sufficiency Spec CDBG/Home Neighborhood Revital Coord Housing Svcs Mgmt Accountant Homeless Solutions Supvr Housing Services Specialist II+ Total Full-Time Total Temp FTE* Section 8 Admin Gen Fund Housing Services Specialist II Total Full-Time Homeless Outreach Program Homeless Outreach Specialist HOPE Coordinator Homeless Outreach Specialist Unclassified Temporary* Total Full-Time Total Temp FTE* Tempe Works Social Services Coordinator Unclassified Temporary* Total Full-Time Total Temp FTE* Funding Source 2020-21 Actual 2021-22 Budget 2021-22 Revised 2022-23 Budget Desg Desg Desg Desg Desg 0 1 1 4 3 9 0 1 1 4 3 9 1 1 1 4 3 10 1 1 1 4 3 10 Desg 1 1 1 1 1 1 1 1 Desg Desg Desg Desg 2 1 1 1 5 0 2 1 1 1 5 0 2 1 1 1 5 0 2 1 1 1 5 0 Gen 0 0 0 0 1 1 1 1 Gen Gen Desg Gen 3 0 2 0.00 5 0.00 5 1 0 2.00 6 2.00 7 1 0 2.00 8 2.00 7 1 0 2.00 8 2.00 Gen Gen 0 0 0 0 0 3.49 0 3.49 1 4.89 1 4.89 1 4.89 1 4.89 Gen Gen Gen Gen Gen Gen 1 1 1 1 1 1 5 1 1 1 2 0 1 1 6 0 1 1 2 0 1 1 6 0 1 1 2 0 1 1 6 0 70.00 6.00 1.00 78.05 78.00 1.00 1.00 93.86 85.00 1.00 0.50 103.26 115.00 0.00 0.50 87.36 Community Partnerships 2951 Tempe Community Council Dep Human Svcs Dir Human Services Supervisor Mgmt Assistant II+ Mgmt Assistant II+ - Frozen Executive Assistant Administrative Assistant II+ Total Full-Time Total Full-Time - FROZEN Human Services Total Full-Time Human Services Total Full-Time FROZEN Human Services Total Perm FTE** Human Services Total Temp FTE* 8-44 Funding Source Position 2020-21 Actual 2021-22 Budget 2021-22 Revised 2022-23 Budget INFORMATION TECHNOLOGY 1971 (formerly 1991) Administration Dep Inter Svcs Dir - IT Sr Mgmt Asst Management Assistant Executive Assistant IT Solutions Architect Admistrative Assistant II+ Total Full-Time Gen Gen Gen Gen Gen Gen 0 0 0 0 0 0 0 1 1 0 0 4 2 8 1 1 0 0 4 2 8 1 1 1 1 4 2 10 1978 (formerly 1992) Support Services IT Supvr Sr IT Svcs Consultant IT Svcs Consultant II+ Data Center Support Spec Total Full-Time Gen Gen Gen Gen 0 0 0 0 0 1 3 11 0 15 1 3 11 0 15 1 3 11 0 15 1979 (formerly 1993) Network Engineering Facilities Technology Spec IT Supvr Sr Enterprise Network Eng Enterprise Network Eng II+ Lead Enterprise Network Tech Enterprise Network Tech II+ Total Full-Time Gen Gen Gen Gen Gen Gen 0 0 0 0 0 0 0 1 1 1 5 1 1 10 1 1 1 5 1 1 10 1 1 1 6 1 1 11 1974 (formerly 1994) Business Solutions IT Mgr IT Supvr Enterprise System Architect Lead Programmer Analyst Sr Programmer Analyst Sr Programmer Analyst Sr Programmer Analyst Programmer Analyst+ Programmer Analyst+ Total Full-Time Gen Gen Gen Gen Gen Desg WWW Gen WWW 0 0 0 0 0 0 0 0 0 0 1 1 1 2 7 1 2 2 1 18 1 1 1 2 7 1 2 2 1 18 1 1 1 2 8 0 2 2 1 18 1977 (formerly 1995) System Administration IT Mgr Enterprise Systems Eng II+ IT Solutions Architect Sr Enterprise Systems Eng Database Admin Total Full-Time Gen Gen Gen Gen Gen 0 0 0 0 0 0 1 4 1 1 2 9 1 4 1 1 2 9 1 4 1 1 2 9 1976 (formerly 1996) Training + Print Shop IT Trng Print Shop Svcs Supvr Print Production Lead Print Production Spec Mail Ops Clerk Prepress Print Spec Total Full-Time Gen Gen Gen Gen Gen 0 0 0 0 0 0 1 1 1 1 1 5 1 1 1 1 1 5 1 1 1 1 1 5 0 1 1 1 0 0 0 2 1 4 2 1 4 2 1 4 1972 Security Administration (formerly 1997) Info Securtiy Mgr IT Security Admin Sr Enterprise Network Eng Total Full-Time Gen 25% SW 25% Transit 25% WWW 25% Gen Gen 8-45 1973 (formerly 1998) 1975 (formerly 1999) Funding Source Position GIS Enterprise GIS Syst Mgr Lead Programmer Analyst Enterprise GIS & Data Analyst Sr Programmer Analyst Total Full-Time Project Office IT Project Manager IT Project Manager Enterprise Network Eng II+ IT Supervisor Total Full-Time 2020-21 Actual 2021-22 Budget Gen WWW Gen Gen 0 0 0 0 0 1 1 2 1 5 1 1 2 1 5 1 1 2 1 5 Gen WWW Gen Gen 0 0 0 0 0 5 1 1 1 8 5 1 1 1 8 5 1 0 1 7 0 82 82 84 Information Technology Total Full-Time 8-46 2021-22 Revised 2022-23 Budget Funding Source Position 2020-21 Actual 2021-22 Budget 2021-22 Revised 2022-23 Budget 1 2 0.50 1 2 0.50 1 2 0.50 1 2 0.50 3 0.50 3 0.50 3 0.50 3 0.50 INTERNAL AUDIT 1213 City Auditor Senior Auditor Contract Administrator** Gen Gen Gen Internal Audit Total Full-Time Internal Audit Total Perm FTE** 8-47 Position Funding Source 2020-21 Actual 2021-22 Budget INTERNAL SERVICES 1810 1831 1832 1841 1851 2621 Administration Administration Internal Services Director Internal Services Director Executive Assistant Total Full-Time Total Full-Time - FROZEN Finance Gen Gen-FROZEN Gen 0 1 1 1 1 Accounting Controller Financial Report Anlys Supvr Cash Mgmt Supvr Payroll Supvr Accountant Payroll Specialist Sr. Payroll Specialist Accounting Spec Financial Svcs Tech II+ Total Full-Time Gen Gen Gen Gen Gen Gen Gen Gen Gen 1 1 1 1 1 1 1 2 2 11 Tax and Licensing License & Collections Supvr Tax Audit Supvr Tax & License Mgr Sr Tax & License Spec Tax & License Spec II+ Sr Tax Auditor+ Rental Property Spec Sr. Tax Analyst Tax Analyst Financial Svcs Tech II+ Total Full-Time Gen Gen Gen Gen Gen Gen Gen Gen Gen Gen 1 Customer Services Dep Inter Svcs Dir - Finance Customer Svcs Bus System Supvr Customer Svcs Mgr Customer Svcs Office Supvr Customer Svcs Field Supvr Sr Financial Svcs Tech Financial Svcs Tech II+ Metering Svcs Spec Total Full-Time WWW WWW WWW WWW WWW WWW WWW WWW 1 1 1 1 0 1 9 4 18 Gen Gen Gen 1 4 3 8 Risk Risk Risk Risk Risk Risk 1 1 1 0 1 2 6 Purchasing Procurment Admin Procurement Officer Procurement Specialist Total Full-Time Risk Management Risk Mgr Risk Mgmt Claims Adjuster Risk Mgmt Spec Industrial Hygienist Worker's Comp Program Spec Safety & Training Spec II+ Total Full-Time 8-48 1 1 1 4 1 1 1 2 13 2021-22 Revised 2022-23 Budget 1871 1876 3763 (formerly 3612) 1911 1921 1991 Position Facility Maintenance Administration Facility Maint Mgr Sr Mgmt Assistant Facility Maint Supvr Facility Maint Team Leader Bldg Equip Tech II+ Bldg Equip Tech II+ Facility Electrician Administrative Assistant II+ Facilities Mgmt Coord Enterprise GIS & Data Analyst Bldg Equip Tech II+** Bldg Equip Tech II+** Total Full-Time Total Part-Time** - FROZEN Field Services/Custodial 1 Custodial Svcs Supt Custodial Supvr Custodial Team Leader Custodian Custodian Custodian Custodian** Total Full-Time Total Part-Time** TCA Facility Management Building Equipment Technician II+ TCA Maintenance Supvr TCA Maintenance Wkr Total Full-Time Human Resources Human Resources - Administration Dep Inter Svcs Dir - HR HR Manager Sr HR Analyst+ HR Analyst HR Analyst HR Prog Coord HR Spec HR Tech I HR Tech II+ Total Full-Time Total Full-Time - FROZEN Employee Development Dep Inter Svcs Dir - Emp Devel Employee Devel Train Coord Unclassified Temporary** Total Full-Time Total Temp FTE** Information Technology Administration Dep Inter Svcs Dir - IT Sr Mgmt Asst IT Project Mgr IT Solutions Architect IT Solutions Architect Administrative Assistant II+ Total Full-Time Funding Source Gen Gen Gen Gen Gen Transit Gen Gen Gen Gen Gen Gen-FROZEN Gen Gen Gen Gen Transit WWW Gen 2020-21 Actual 2021-22 Budget 1 1 2 1 10 3 1 1 1 0 0.00 0.00 21 0.00 2 2 21 2 2 0.50 29 0.50 Art & Cultural Art & Cultural Art & Cultural 0 0 0 0 Gen Gen Gen Gen Gen-FROZEN Gen Gen Gen Gen 1 2 5 1 1 0 5 1 2 17 1 Gen Gen Gen 1 1 0.50 2 0.50 Gen Gen Gen Gen Gen Gen 1 1 8-49 4 2 8 2021-22 Revised 2022-23 Budget 1992 1993 1994 1995 1996 1997 Position Support Services Sr Data Center Support Spec IT Supvr Sr IT Svcs Consultant IT Svcs Consultant II+ Data Center Support Spec Total Full-Time Gen Gen Gen Gen Gen 2020-21 Actual 2021-22 Budget 1 3 11 0 15 Network Engineering Facilities Technology Spec IT Supvr Sr Enterprise Network Eng Enterprise Network Eng II+ Lead Enterprise Network Tech Enterprise Network Tech II+ Total Full-Time Gen Gen Gen Gen Gen Gen 1 1 1 5 1 1 10 Business Solutions IT Mgr IT Supvr IT Solutions Architect Enterprise System Architect Lead Programmer Analyst Sr Programmer Analyst Sr Programmer Analyst Sr Programmer Analyst Programmer Analyst+ Programmer Analyst+ Total Full-Time Gen Gen Gen Gen Gen Gen Desg WWW Gen WWW 1 1 0 1 1 7 1 2 2 1 17 System Administration IT Mgr Enterprise Systems Eng II+ IT Solutions Architect Sr Enterprise Systems Eng Sr Tech Support Analyst Database Admin Tech Support Analyst II+ Total Full-Time Gen Gen Gen Gen Gen Gen Gen 1 4 0 1 0 2 0 8 Gen Gen Gen Gen Gen 1 1 1 1 1 5 Gen 25% SW 25% Transit 25% WWW 25% Gen Gen Gen 1 Training + Print Shop IT Trng Print Shop Svcs Supvr Print Production Lead Print Production Spec Mail Ops Clerk Prepress Print Spec Total Full-Time Security Administration Info Security Mgr IT Security Admin Sr Enterprise Network Eng Enterprise GIS & Data Analyst Total Full-Time 1998 Funding Source 1 1 0 3 GIS Enterprise GIS Syst Mgr Lead Programmer Analyst Enterprise GIS & Data Analyst Sr. Programmer Analyst Total Full-Time Total Temp FTE* Gen WWW Gen Gen 8-50 1 1 2 1 5 2021-22 Revised 2022-23 Budget 1999 Funding Source Position Project Office IT Project Manager IT Project Manager Enterprise Network Eng II+ IT Supervisor Gen WWW Gen Gen Internal Services Total Full-Time Internal Services Total Full-Time - FROZEN Internal Services Total Perm FTE** Internal Services Total Temp FTE** 2020-21 Actual 2021-22 Revised 2022-23 Budget 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 4 1 1 1 7 204.00 2.00 0.50 0.50 8-51 2021-22 Budget Position Funding Source 2020-21 Actual 2021-22 Budget 2021-22 Revised 2022-23 Budget 1 1 1 1 3 1 1 1 2 0 4 0 1 1 2 0 4 0 1 1 2 0 4 0 MUNICIPAL BUDGET OFFICE 1812 Budget Municipal Budget Director Gen Municipal Budget/FinAnlst III+ Gen Municipal Budget/FinAnlst II+ Gen Municipal Budget/FinAnlst II+ Gen-FROZEN Municipal Budget Office Total Full-Time Municipal Budget Office Total Full-Time - FROZEN 8-52 Funding Source Position 2020-21 Actual 2021-22 Budget 2021-22 Revised 2022-23 Budget Gen Gen Gen Gen Gen 1 1 0 1 0 3 1 1 0 1 0 3 1 1 0 1 0 3 1 1 0 0 0 2 Gen Gen Gen Gen Gen Gen Gen Gen Gen 1 1 2 7 36 5 1 2 0.26 50 5 0.26 1 1 2 7 39 2 1 2 0.26 53 2 0.26 1 1 2 7 39 2 1 2 0.26 53 2 0.26 1 1 2 7 39 0 1 2 0.26 53 0 0.26 Gen Gen Gen Gen 1 5 26 1 33 1 5 26 1 33 1 5 26 1 33 1 5 26 1 33 Gen Gen Gen Gen Gen Gen Gen Gen Gen 1 2 1 0 1 1 2 2 1.00 8 2 1.00 1 2 1 0 1 1 2 2 1.00 8 2 1.00 1 2 1 0 1 1 2 2 1.00 8 2 1.00 1 2 0 0 0 1 2 2 1.00 8 0 1.00 Grant - HIDTA 1 1 1 1 1 1 1 1 Gen 1 1 1 1 Gen Gen Gen 6 20 0.00 27 0.00 6 20 0.00 27 0.00 6 20 0.50 27 0.50 6 20 0.50 27 0.50 POLICE 2210 2241 2243 2247 Office of the Chief Police Chief Executive Assistant to the Police Chief Police Officer Community Affairs Spec Lieutenant Total Full-Time Total Temp FTE* Investigations & Organizational Services Criminal Investigations Bureau Asst Police Chief Commander Lieutenant Sergeant Police Officer Police Officer - Frozen Administrative Assistant II+ Police Aide Unclassified Temporary* Total Full-Time Total Full- - FROZEN Total Temp FTE* Special Investigations Bureau Lieutenant Sergeant Police Officer Administrative Assistant II+ Total Full-Time Analytics Bureau Crime Intelligence Center Supvr Intelligence Spec Intelligence Spec - Frozen Police Officer Police Officer - Frozen Police Plan & Research Suprvr Police Research Data Analyst II Tactical Criminal Intel Analyst Unclassified Temporary* Total Full-Time Total Full-Time - FROZEN Total Temp FTE* 2225 HIDTA - Meth Task Force Sergeant Total Full-Time 2231 Detention Bureau Detention Lieutenant (Formerly Detention Manager) Detention Sergeant Detention Officer+ Records Specialist** Total Full-Time Total Perm FTE** 8-53 2251 2232 2233 2235 2256 2257 Funding Position Source Professional Dev Bureau Commander Gen Lieutenant Gen Sergeant Gen Polygraph Examiner II+ Gen Police Officer Gen Police Officer - Frozen Gen Volunteer Coord Gen Employee Wellness Coordinator Gen Police Support Svcs Spec Gen Police Support Svcs Spec - Frozen Gen Unclassifed Temporary* Gen Total Full-Time Total Full-Time FROZEN Total Temp FTE* Support Services Communications Bureau Communications Mgr Gen Communications Supvr Gen Communications Dispatcher II+ Gen Communications Dispatcher II+ - Frozen Gen Administrative Assistant II+ Gen Records Specialist** Gen Total Full-Time Total Full-Time - FROZEN Total Perm FTE** Records Bureau Records Admin Police Records Supvr Records Specialist Unclassifed Temporary* Total Full-Time Total Temp FTE* Identification Unit Forensic Svcs Supvr Forensic Svcs Tech Fingerprint Tech Total Full-Time Technical Services - Admin Police Bureau Manager Business Systems Supervisor Police Technology Technician Police Officer Police Officer - Frozen Administrative Assistant II+ Total Full-Time Total Full-Time - FROZEN Property Unit Property Supvr Property Tech Total Full-Time 2020-21 Actual 2021-22 Budget 2021-22 Revised 2022-23 Budget 1 1 5 1 8 1 1 0 0 1 1.70 17 2 1.70 1 1 5 1 8 1 1 1 0 1 1.70 18 2 1.70 1 1 5 1 8 1 1 1 0 1 1.70 18 2 1.70 1 1 5 1 8 0 1 1 0 0 1.70 18 0 1.70 1 7 37 3 1 0.50 46 3 0.50 1 7 37 3 1 0.50 46 3 0.50 1 7 37 3 1 0.00 46 3 0.00 1 7 39 0 1 0.00 48 0 0.00 Gen Gen Gen Gen 1 4 20 1.00 25 1.00 1 4 20 1.00 25 1.00 1 4 20 1.00 25 1.00 1 4 20 1.00 25 1.00 Gen Gen Gen 1 6 1 8 1 6 1 8 1 6 1 8 1 6 1 8 Gen Gen Gen Gen Gen Gen 1 1 0 1 1 1 4 1 1 1 1 1 1 1 5 1 1 1 1 1 1 1 5 1 1 1 1 2 0 1 6 0 Gen Gen 1 5 6 1 5 6 1 5 6 1 5 6 8-54 2259 2236 2242 2248 2249 2271 Position Office of Mgmt/Budget/Research Asst Police Chief Management Assistant II+ Sr Mgmt Asst Sr Mgmt Asst - Frozen Alarm Coord Police Bureau Mgr Police Budget Mgr Police Officer Police Officer - Frozen Administrative Assistant II+ Administrative Assistant II+ ** Administrative Assistant II+ - Frozen Total Full-Time Total Full-Time - FROZEN Total Perm FTE** Total Perm FTE*** - FROZEN Field Operations Crime Prevention Unit Police Officer Total Full-Time Traffic Investigations Bureau Lieutenant Sergeant Police Officer Police Officer - FROZEN Administrative Assistant II+ Traffic Enforcement Aide Traffic Enforcement Aide - Frozen Total Full-Time Total Full-Time - FROZEN Central City Bureau Lieutenant Sergeant Police Officer Police Officer - Frozen Total Full-Time Total Full-Time - FROZEN Specialized Services Licensing Specialist Lieutenant (Special Events) Police Officer Police Officer - Frozen Sergeant Total Full-Time Total Full-Time - FROZEN Field Operations Administration Asst Police Chief Commander Sergeant Lieutenant Community Affairs Spec Police Officer Administrative Assistant II+ Administrative Assistant II+ - Frozen Unclassified Temporary* Total Full-Time Total Full-Time - FROZEN Total Temp FTE* Funding Source 2020-21 Actual 2021-22 Budget 2021-22 Revised 2022-23 Budget Gen Gen Gen Gen Gen Gen Gen Gen Gen Gen Gen Gen 1 1 0 1 1 1 1 0 1 1 0.50 0.50 6 2 1 0.50 1 1 0 1 1 1 1 0 1 1 0.50 0.50 6 2 1 0.50 1 1 0 1 1 1 1 0 1 1 0.50 0.50 6 2 1 0.50 1 1 0 0 1 1 1 0 0 1 0.50 0.50 6 0 1 0.50 Gen 2 2 2 2 2 2 2 2 Gen Gen Gen Gen Gen Gen Gen 1 4 20 2 1 1 1 27 3 1 4 21 1 1 1 1 28 2 1 4 21 1 1 1 1 28 2 1 4 21 0 1 1 0 28 0 Gen Gen Gen Gen 1 2 19 1 22 1 1 2 21 1 24 1 1 2 21 1 24 1 1 2 21 0 24 0 Gen Gen Gen Gen Gen 0 0 6 1 1 7 1 0 0 6 1 1 7 1 0 0 6 1 1 7 1 0 0 6 0 1 7 0 Gen Gen Gen Gen Gen Gen Gen Gen Gen 1 3 1 0 1 1 1 1 3.29 8 1 3.29 1 3 1 0 1 1 1 1 3.29 8 1 3.29 1 3 1 0 1 1 1 1 3.29 8 1 3.29 1 3 1 0 1 1 1 0 3.29 8 0 3.29 8-55 2239 2272 2209 2222 2279 Funding Source 2020-21 Actual 2021-22 Budget 2021-22 Revised 2022-23 Budget Gen Gen Gen Gen Gen Gen 1 4 15 1 1 1 22 1 1 4 15 1 1 1 22 1 1 4 15 1 1 1 22 1 1 4 15 0 1 1 22 0 Gen Gen Gen Gen Gen Gen Gen 20 4 1 126 1 0 2 152 2 20 4 1 127 0 0 2 153 1 20 4 1 127 0 0 2 153 1 20 5 0 135 0 10 0 170 0 Vehicle Impound Vehicle Impound Specialist Administrative Assistant II+ Total Full-Time Desg Desg 2 1 3 2 1 3 2 1 3 2 1 3 RICO Police Officer Total Full-Time Desg 2 2 2 2 2 2 2 2 CFD 50% Gen 50% 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 Desg 1 1 1 1 1 1 1 1 Desg 1 1 483.00 24.00 1.00 0.50 7.25 1 1 492.00 19.00 1.00 0.50 7.25 1 1 492.00 19.00 1.00 0.50 7.25 1 1 511.00 0.00 1.00 0.50 7.25 Position Homeland Security Unit Lieutenant Sergeant Police Officer Police Officer - Frozen Licensing Spec Administrative Assistant II+ Total Full-Time Total Full-Time - FROZEN Patrol Sergeant Lieutenant Lieutenant - FROZEN Police Officer Police Officer - FROZEN Community Responder Police Aide / Community Responder Total Full-Time Total Full-Time - FROZEN Rio Salado - Park Rangers Sergeant Total Full-Time 3913 45023 45040 PD - Security Transportation Center Sergeant (All positions funded by Transit Fund) Total Full-Time GIITEM Task Force Police Officer Total Full-Time First Responders Opioid Recov Proj Police Officer Transit Police Department Total Full-Time Police Department Total Full-Time - FROZEN Police Department Total Perm FTE** Police Department Total Perm FTE*** - FROZEN Police Department Total Temp FTE* 8-56 Funding Source Position 2020-21 Actual 2021-22 Budget 2021-22 Revised 2022-23 Budget Gen Gen Gen Gen 1 1 1 0.49 3 0.49 1 1 1 0.49 3 0.49 1 1 1 0.49 3 0.49 1 1 1 0.49 3 0.49 Desg Desg 1 1 2 1 1 2 1 1 2 1 1 2 Gen Gen Transit Gen Gen Gen 1 1 1 1 3 1 8 1 1 1 1 3 1 8 1 1 1 1 3 1 8 1 1 1 1 3 1 8 0 0 0 1 ENGINEERING & TRANSPORTATION 3110 44752 Engineering & Transportation Admin Eng & Transportation Director Eng & Transp Supvr-Admin Executive Assistant Unclassified Temporary* Total Full-Time Total Temp FTE* ADOT I-10 Broadway Curve Eng & Transport Mgr Sr Eng Associate+ Total Full-Time Engineering 3121 3122 Engineering - Admin Dep Eng Transp Dir Eng & Transp Supvr - Admin Contract Compl Analyst Eng Services Mgr Eng & Transp Svcs Spec Administrative Assistant II+ Total Full-Time TechServices/Utilities Principal Civil Engineer Principal Civil Engineer - Frozen 1 1 1 0 3 2 1 0 1 1 1 1 10 1 3 2 1 0 1 1 1 1 10 1 3 2 1 0 1 1 1 1 10 1 3 2 1 1 1 1 1 1 12 0 Transit Gen WWW Gen 1 4 2 0.50 7 0.50 1 4 2 0.50 7 0.50 1 4 2 0.50 7 0.50 1 4 2 0.50 7 0.50 CIP Construction Principal Civil Engineer Sr Civil Engineer Sr Eng Associate+ Sr Eng Associate+ Total Full-Time Gen Transit Gen WWW 1 1 4 2 8 1 1 6 2 10 1 1 6 2 10 1 1 6 2 10 Energy Management Eng & Transp Admin Supvr Total Full-Time Gen 1 1 1 1 1 1 1 1 Sr Eng Associate+ Geographic Info Syst Analyst+ Land Surveyor Code Inspector I/II+ Business Systems Supvr ROW Mgmt Coordinator Sr Civil Eng+ Survey Tech II+ Total Full-Time Total Full-Time - FROZEN 3123 3125 3126 Gen 50% WWW 50% Gen 50% WWW 50% Gen Gen Gen Gen Gen Gen WWW Gen CIP Design Principal Civil Engineer Sr Civil Engineer+ Sr Civil Engineer+ Unclassified Temporary* Total Full-Time Total Temp FTE* 8-57 3813 3814 3815 Position Transportation Construction Sr Civil Eng+ Streets Supervisor Streets Maint Team Leader Street Maint Equip Operator II+ Street Maint Equip Operator II+ Total Full-Time Right-Of-Way Maintenance Parks Maint Tech III+ Eng & Transp Supvr - Maint/Ops Total Full-Time Graffiti Abatement Transp Wkr II+ Transp Wkr II+ Funding Source 2020-21 Actual 2021-22 Budget 2021-22 Revised 2022-23 Budget HURF HURF HURF HURF WWW 1 1 2 8 4 16 1 1 2 8 4 16 1 1 2 8 4 16 1 1 2 8 4 16 Transit HURF 1 1 2 1 1 2 1 1 2 1 1 2 HURF HURF 50%, Gen 25%, Transit 25% 1 1 1 1 0 0 0 1 1 1 1 2 1 1 1 3 1 1 1 3 1 1 1 3 1 1 1 3 1 1 1 1 1 0 3 3 2 0 10 1 0 3 3 2 0 10 1 0 3 3 2 0 10 1 1 3 3 2 0 11 1 1 1 1 1 3 1 5 1 1 4 0 6 0 1 4 0 6 0 1 4 0 6 0 1 1 1 1 1 1 1 1 1 5 1 1 2 1 0 1.00 11 1.00 1 5 1 1 2 1 0 1.00 11 1.00 1 5 1 1 2 1 0 1.00 11 1.00 1 5 1 1 2 1 1 1.00 12 1.00 Total Full-Time 3821 3822 Transportation - Admin Transp Maint Mgr Eng & Transp Svcs Spec Management Assistant II+ Total Full-Time Traffic Engineering Dep Eng Transp Dir Principal Civil Eng Civil Engineer Sr Civil Eng+ Traffic Eng Analyst Sr Traffic Eng Tech+ Traffic Eng Tech+ Total Full-Time 3823 3824 3825 Operations - Transportation Sign Tech Streets Maint Team Leader Transp Lead - Signing/Striping Transp Wkr II+ Transp Wkr II+ FROZEN Total Full-Time Total Full-Time FROZEN Street Lights & Signals Traffic Signal Svcs Wkr II+ Total Full-Time Signal System Public Works Supvr Traffic Operations Supvr Traffic Signal Tech II+ Traffic Signal Tech II+ Traffic Signal Tech Crew Lead Traffic Signal Svcs Wkr II+ Underground Utility Coordinator Underground Utility Coordinator Unclassified Temporary * Total Full-Time Total Temp FTE* HURF HURF HURF HURF 50% Transit 50% HURF HURF HURF HURF HURF HURF HURF HURF HURF HURF HURF HURF HURF HURF HURF Transit HURF HURF HURF HURF 50%, Gen 50% HURF 8-58 3911 3914 3915 3917 3921 3922 2020-21 Actual 2021-22 Budget 2021-22 Revised 2022-23 Budget Transit Transit Transit Transit Transit Transit 1 1 1 1 1 1.00 5 1.00 1 1 1 1 1 1.00 5 1.00 1 1 1 1 1 1.00 5 1.00 1 1 1 1 1 1.00 5 1.00 Transit Operations Transportation Fac Suprv Facility Maint Team Leader Sr Planner Transportation Planner Administrative Assistant II+ Total Full-Time Transit Transit Transit Transit Transit 1 1 1 1 1 5 1 1 1 1 1 5 1 1 1 1 1 5 1 1 1 1 1 5 Transportation/Transit Store Lead Transit Store Tech Management Assistant I/II Total Full-Time Transit Transit 1 1 2 1 1 2 1 1 2 1 1 2 Transportation/Bus Stop & Bike Way Maintenance Transp Wkr II+ Transit Facility Maint Team Leader Transit Total Full-Time 3 1 4 3 1 4 3 1 4 3 1 4 Light Rail Operations Public Info Officer Sr Civil Engineer Total Full-Time 1 1 2 1 1 2 1 1 2 0 1 1 1 1 1 1 1 1 1 1 3 1 4 3 1 4 3 1 4 3 1 4 111.00 2.00 2.99 114.00 1.00 2.99 114.00 1.00 2.99 118.00 0.00 2.99 Position Transportation/Transit Transit Mgr Eng & Transp Admin Supvr Transportation Financial Analyst Eng & Transp Svcs Spec Administrative Assistant II+ Unclassified Temporary * Total Full-Time Total Temp FTE* Funding Source Transit* Transit Transportation Signal Systems Enterprise Network Engineer Transit 50% Hurf 50% Total Full-Time 3923 Planning & Project Review Principal Planner Management Assistant II+ Total Full-Time Transit Transit Engineering & Transportation Dept Total Full-Time Engineering & Transportation Dept Total Full-Time - FROZEN Engineering & Transportation Dept Total Temp FTE* 8-59 Funding Source Position 2020-21 Actual 2021-22 Budget 2021-22 Revised 2022-23 Budget MUNICIPAL UTILITIES 3310 Field Operations Municipal Utilities - Admin Municipal Utilities Director Muncipal Utilities Admin Manager Municipal Utilities Business Manager Executive Assistant Management Asst II Management Asst II Municipal Util Plan Res Analyst Admin Ass II+ Admin Ass II+ Admin Ass II+ Total Full-Time 3321 3322 3331 Fleet Services/Fleet Management Field Ops Mgr Fleet Analyst Fleet Parts Supvr Fleet Parts Spec Senior Equipment Mechanice Fleet Service Wkr II Administrative Assistant II+ Unclassified Temporary* Total Full-Time Total Temp FTE* Fleet Services/Fleet Maintenance Fleet Services Supvr Sr Fleet Equip Mechanic Fleet Equip Mechanic Fleet Equip Coord Fleet Service Wrk II Fleet Service Wrk II - FROZEN Total Full-Time Total Full-Time - FROZEN Field Operation - Admin Dep Mun Util Dir - Field Operations Sr Mgmt Asst Total Full-Time 3712 Solid Waste Administration Field Ops Mgr PW Bus Systems Suprv Management Assistant II+ Solid Waste Oper Coord Administrative Assistant II+ Total Full-Time Total Perm FTE** Gen WWW 80% SW 20% WWW 80% SW 20% Gen WWW SW WWW 50% SW 50% Gen SW WWW Gen Gen Gen Gen Gen Gen Gen Gen Gen Gen Gen Gen Gen Gen 50% Gen 50% SW 50% Gen 50% SW SW SW SW SW SW 8-60 1 1 1 1 1 1 1 1 1 1 1 1 1 0 0 1 1 1 1 1 1 1 1 1 1 1 1 1 0 0 0 5 1 1 4 13 1 1 4 13 1 1 4 13 1 1 1 1 1 1 1 1 1 0 0 1 0.50 4 0.50 1 0 0 0 0.50 3 0.50 1 0 0 0 0.50 3 0.50 1 3 0 0 0.50 6 0.50 2 3 16 2 3 1 26 1 2 3 17 2 4 0 28 0 2 3 17 2 4 0 28 0 2 3 17 2 4 0 28 0 1 1 1 1 1 1 1 1 2 2 2 2 1 1 1 2 1 6 1 1 0 2 0 4 1 1 0 2 0 4 1 1 0 2 0 4 2020-21 Actual 2021-22 Budget 2021-22 Revised 2022-23 Budget 1 0 5 17 23 1 0 5 17 23 1 0 5 17 23 1 0 4 16 21 Field Services/Solid Waste Commercial Refuse Solid Waste Supervisor SW Sr Solid Waste Equip Oper SW Solid Waste Equip Oper II+ SW Total Full-Time 1 3 10 14 1 3 10 14 1 3 10 14 1 3 9 13 3715 Field Services/Roll Off Tilt Frame Solid Waste Equip Oper II+ Total Full-Time SW 2 2 2 2 2 2 2 2 3716 Field Services/Solid Waste Support Services Solid Waste Equip Spec Sr Solid Waste Equip Oper Municipal Utility Program Coord Wash Bay Attendant Wash Bay Attendant** Total Full-Time Total Perm FTE** SW SW SW SW SW 2 1 1 0 0.50 4 0.50 2 1 1 0 0.50 4 0.50 2 1 1 0 0.50 4 0.50 2 1 1 1 0.00 5 0.00 SW 1 1 1 1 1 1 1 1 Field Services/Solid Waste Uncontained Refuse Solid Waste Sup SW Sr Solid Waste Equip Oper SW Solid Waste Equip Oper II+ SW Total Full-Time 1 1 8 10 1 1 8 10 1 1 8 10 1 2 12 15 Diversion Municipal Util Program Coord Sr Solid Waste Equip Oper Total Full-Time SW SW 1 2 3 1 2 3 1 2 3 1 1 2 Alley Maintenance Program/AMP Municipal Util Program Coord Solid Waste Equp Oper II+ Sr Solid Waste Equip Oper Solid Waste Inspector Street Maint Equip Oper II+ Total Full-Time SW SW SW SW SW 1 2 0 5 2 10 1 2 0 5 2 10 1 2 0 5 2 10 1 2 1 5 2 11 1 1 1 1 1 1 4 1.47 10 1.47 1 0 1 0 0 0 0 1.47 2 1.47 1 0 1 0 0 0 0 1.47 2 1.47 1 0 1 0 0 0 0 1.47 2 1.47 3713 3714 3717 3718 3719 3723 3002 Funding Position Source Field Services/Solid Waste Residential Refuse Solid Waste Sup SW Solid Waste Equip Oper II+ SW Sr Solid Waste Equip Oper SW Solid Waste Equip Oper II+ SW Total Full-Time Solid Waste Ed & Community Outreach Recycling Coord Total Full-Time Water Utilities Water Utilities - Administration Dep Pub Wks Dir - Water Util Management Assistant II+ Sr Management Assistant Hazardous Material Safety Spec Environmental Health Safe Supv Safety & Training Spec Ii+ Administrative Assistant II+ Unclassified Temporary* Total Full-Time Total Temp FTE* WWW WWW WWW WWW WWW WWW WWW WWW 8-61 3003 3004 3007 Funding Source Position Water Utilities Warehouse Warehouse Supvr Water Inventory Svcs Spec Total Full-Time WWW WWW Water Utilities Security Water Util Div Security Supvr WUD Security Officer Total Full-Time WWW WWW Tempe Town Lake Operations Water Operations Mgr WWW 50% CFD 50% CFD Ops & Maint Coordinator Total Full-Time 3011 2020-21 Actual 2021-22 Budget 2021-22 Revised 2022-23 Budget 1 1 2 1 1 2 1 1 2 1 1 2 4 4 4 4 4 4 4 4 1 1 1 1 1 2 1 2 1 2 1 2 Water Quality - Administration Water Util Process Coord Plant Ops Mgr Total Full-Time WWW WWW 0 1 1 0 1 1 1 1 2 1 1 2 3012 Control Center Operations Control Center Supvr Control System Analyst Instrument & Cntrl Tech (SBP) Control Center Oper Total Full-Time WWW WWW WWW WWW 1 0 0 4 5 1 0 0 4 5 1 0 0 4 5 2 3 0 4 9 3013 Johnny G. Martinez Water Plant Plant Supvr (SBP) Instrument & Cntrl Tech (SBP) Plant Electrician (SBP) Water Operations Asset Program Super Plant Mechanic (SBP) Plant Oper+ (SBP) Plant Ops & Maint Trainee+ (SBP) Total Full-Time WWW WWW WWW WWW WWW WWW WWW 1 1 1 0 3 6 1 13 1 1 1 0 3 6 1 13 1 1 1 0 3 6 1 13 1 1 1 1 3 7 1 15 South Tempe Water Plant Plant Supvr (SBP) Instrument & Cntrl Tech (SBP) Plant Electrician (SBP) Plant Mechanic (SBP) Plant Oper+ (SBP) Plant Ops & Maint Trainee+ (SBP) Total Full-Time WWW WWW WWW WWW WWW WWW 1 1 1 2 6 1 12 1 1 1 2 6 1 12 1 1 1 2 6 1 12 1 1 1 2 6 1 12 3016 Water Field Facilities Instrument & Control Tech (SBP) Plant Electrician (SBP) Plant Mechanic+ (SBP) Plant Supvr (SBP) Total Full-Time WWW WWW WWW WWW 1 1 2 1 5 1 1 2 1 5 1 1 2 1 5 1 1 2 1 5 3021 Distribution System Services - Admin Underground Util Coord CCTV Truck Tech Util Svcs Tech II+ Util Svcs Tech II+ (SBP) Util Svcs Tech I+ Water Utilities Oper Mgr Water Utilitity Supvr (SBP) Total Full-Time WWW WWW WWW WWW WWW WWW WWW 2 2 0 26 1 1 4 36 2 2 0 26 1 1 4 36 2 2 0 26 1 1 4 36 2 2 2 26 1 1 4 38 3014 8-62 2020-21 Actual 2021-22 Budget 2021-22 Revised 2022-23 Budget WWW WWW WWW 1 1 6 8 1 1 6 8 1 1 6 8 1 1 6 8 Technical Support Team Principal Civil Eng Sr Civil Eng+ Computer Maint Mgmt System II+ GIS Analyst+ GIS Coord Water Resources Hydrologist PW Business Systems Supvr Total Full-Time WWW WWW WWW WWW WWW WWW WWW 1 2 3 0 1 1 1 9 1 3 3 1 1 1 1 11 1 3 3 1 1 1 1 11 1 3 3 1 1 1 1 11 Environmental Administration Environmental Svcs Mgr Water Qual Process Coord Total Full-Time WWW WWW 1 1 2 1 1 2 1 0 1 1 0 1 3027 Environmental Services Environmental Program Supvr Environmental Quality Spec Aviation Noise Coord Total Full-Time WWW WWW WWW 1 3 1 5 1 3 1 5 1 3 1 5 1 5 0 6 3028 Environmental - Wastewater Environmental Compl Supvr Environmental Comp Insp II+ Total Full-Time WWW WWW 1 6 7 1 6 7 1 6 7 1 6 7 3029 Environmental Sampling & Monitoring Environmental Quality Supervisor Water Quality Specialist Environmental Compliance Inspector Total Full-Time WWW WWW WWW 1 4 1 6 1 4 1 6 1 4 1 6 1 4 1 6 3041 Environmental Laboratory Chemist I Quality Assurance Coord Laboratory Supervisor Chemist II+ Total Full-Time WWW WWW WWW WWW 1 1 1 5 8 1 1 1 5 8 1 1 1 5 8 1 1 1 5 8 Tempe Grease Cooperative Environmental Compliance Inspector I+ Water Programs Spec MU Services Specialist Environmental Compl Sup Total Full-Time WWW WWW WWW WWW 1 1 0 1 3 1 1 0 1 3 1 1 0 1 3 1 1 0 1 3 3043 Utility Safety and Training Environmental Health and Safety Sup Hazardous Material Safety Spec Safety & Training Spc II+ Total Full-Time WWW WWW WWW 0 0 0 0 1 1 1 3 1 1 1 3 1 1 1 3 3051 Water Resources - Administration Water Resources Mgr Total Full-Time WWW 1 1 1 1 1 1 1 1 3024 3025 3026 3042 Funding Source Position Irrigation Irrigation Supvr Irrigation Team Leader Irrigator Total Full-Time 8-63 3052 3122 Position Water Conservation Water Conservation Coord Water Program Spec Municipal Utilities Landscape Worker I Parks Maintenance Worker II+ Municipal Util Program Coord Total Full-Time Private Development and Utility Sr Eng Associate+ Geographic Info Syst Analyst+ Land Surveyor Business Systems Supvr ROW Mgmt Coordinator Sr Civil Eng+ Survey Tech II+ Total Full-Time Funding Source WWW WWW WWW WWW WWW Gen Gen Gen Gen Gen Gen Gen Municipal Utilities Total Full-Time Municipal Utilities Total Full-Time - FROZEN Municipal Utilities Total Perm FTE** Municipal Utilities Total Temp FTE* 8-64 2020-21 Actual 2021-22 Budget 2021-22 Revised 2022-23 Budget 3 0 0 2 5 3 0 1 2 6 3 0 1 2 6 3 1 1 2 7 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 3 2 1 1 1 1 1 10 254.00 1.00 0.50 1.97 259.00 0.00 0.50 1.97 259.00 0.00 0.50 1.97 275.00 0.00 0.00 1.97 Funding Source Position 2020-21 Actual 2021-22 Budget 2021-22 Revised 2022-23 Budget STRATEGIC MANAGEMENT & DIVERSITY 1251 (Previously 1271) 1252 Diversity Diversity Dir Equity & Inclusion Manager Diversity Program Coordinator Executive Assistant ADA Compliance Specialist** Total Full-Time Total Perm FTE** Gen Gen Gen Gen Gen 1 1 0 1 0.75 3 0.75 0 1 1 1 0.75 3 0.75 0 1 1 0 0.75 2 0.75 0 0 0 0 0.00 0 0.00 Gen Gen Gen Gen Gen Gen Gen 0 0 2 0 0 0 0 2 0 0 2 0 0 0 1 3 0 0 2 0 0 0 1 3 1 1 1 1 1 1 0 6 Strategic Management & Diversity Total Full-Time Strategic Management & Diversity Total Perm FTE** 5.00 0.75 6.00 0.75 5.00 0.75 6.00 0.00 Strategic Management & Diversity Total Temp FTE* 0.00 0.00 0.00 0.00 1680.00 52.00 7.25 0.50 225.74 1749.00 29.00 7.25 0.50 259.32 1758.00 28.00 6.00 0.50 267.72 1880.00 0.00 6.25 0.50 283.21 Strategic Management Innovation and Strategic Mgmt Dir Strategic Initiatives Manager Strategic Management Analyst Environmental Compliance Inspector II+ Water Quality Specialist Management Assistant Data Analyst Total Full-Time Grand Total Full-Time Grand Total FTE Frozen Grand Total Perm FTE** Grand Total Perm FTE** FROZEN Grand Total Temp FTE* 8-65 8-66 City of Tempe Fiscal Year 2022/23 Annual Budget Personnel Summary: Ten-Year History The number of full-time employees for FY 2022/23, excluding part-time and temporary employees, totals 1,880. Total employees per 1,000 population for FY 2022/23 is estimated at 9.81, a 15.9% increase from the previous fiscal year. 12.00 2,000 1,800 10.00 1,600 1,400 8.00 1,200 6.00 1,000 The total number of full-time employees has increased from 1,573 in 2014 to 1,880 in 2023 for a 15.9% increase. During that same period, the number of employees per 1,000 population increased by 3.15%. 800 600 400 4.00 2.00 200 0.00 0 2014 2015 2016 2017 2018 2019 Fiscal Year Full-Time Employees 2020 2021 2022 2023 Per 1,000 Population Fiscal Year End Budgeted Full-Time Employees Employees Per 1,000 Population 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 1,573 1567 1,589 1,615 1,653 1,686 1,724 1,734 1,776 1,880 9.52 9.26 9.25 9.19 9.06 9.11 8.96 8.80 9.83 9.81 8-67 8-68 8-69 8-70 8-71 8-72 8-73 8-74 8-75 8-76 8-77 8-78 8-79 8-80