Mayor & City Council Left to right: Councilmember Keating, Councilmember Hodge, Vice Mayor Garlid, Mayor Woods, Councilmember Chin, Councilmember Adams, Councilmember Amberg Members of the Tempe City Council serve four year terms. They are elected at large by the voters of Tempe. i ii Annual Budget Fiscal Year 2024/25 Rosa Inchausti City Manager Lisette Camacho Deputy City Manager Benjamin Beutler Municipal Budget Director Lauri Oszakiewski Sr Municipal Budget and Finance Analyst Scott Gruber Municipal Budget and Finance Analyst II Kevin DiDomenico Municipal Budget and Finance Analyst II Carrie Taylor Municipal Budget and Finance Analyst II Benicia Benson Management Assistant to the City Manager's Office iii iv City of Tempe Fiscal Year 2024/25 Annual Budget Table of Contents Understanding this document Section 1: Budget Message Delivers the City Manager's Budget Message and Overview Section 2: Introduction Provides an outline of the City of Tempe which includes institutional values, an organizational chart, and a community profile. Section 3: Budget Process & Financial Policies An overview of the City's budget process, budget calendar, fund descriptions, fund structure and the adopted financial policies. Details budgetary process and financial policies that provide a general framework of goals and objectives for the operating budget, debt management, financial reserves, financial reporting, and the capital budget. Section 4: Budget Summary Provides the three-year consolidated financial schedules (revenue and expenses,), revenue and expenditure detail by fund and type, fund balance summaries, and a five-year perspective on the financial condition of the City's major appropriated funds which offers long-range context for the City Council to use in making budgetary decisions for the upcoming fiscal year. Section 5: Revenue Lists current revenue and historical revenue trends from various sources. Section 6: Department Information Delivers an overview of City's Strategic Priorities as well as performance measures for each Department. This section also includes Departmental Budget Summaries that describe a purpose, budget highlights, expenditures by type and authorized personnel. Section 7: Capital Improvements Budget & Debt The Capital Improvement Program is a five-year financial plan for the acquisition, construction, expansion, or rehabilitation of infrastructure and capital assets. Project listings and descriptions are included in this section. Section 8: Schedules and Summaries List of schedules A through G, personnel summaries, glossary of terms and acronyms v City of Tempe Fiscal Year 2024/25 Annual Budget Section 1: Budget Message Budget Message ................................................................................................................................................................... 1-1 Section 2: Introduction Introduction Contents ........................................................................................................................................................... 2-1 City of Tempe Values ............................................................................................................................................................ 2-2 Organizational Chart............................................................................................................................................................. 2-3 GFOA Budget Award ............................................................................................................................................................ 2-4 Community Profile................................................................................................................................................................. 2-5 Demographics ....................................................................................................................................................................... 2-9 Community Comparisons .................................................................................................................................................... 2-11 Section 3: Budget Process and Financial Policies Budget Process and Financial Policies Contents ............................................................................................................ 3-1 Budget Process ..................................................................................................................................................................... 3-2 Budget Process Flowchart................................................................................................................................................... 3-3 Budget Calendar ................................................................................................................................................................... 3-4 Budget Process Summary ................................................................................................................................................... 3-6 Budget Basis and Budget Units .......................................................................................................................................... 3-9 Fund Descriptions and Fund Structure.............................................................................................................................. 3-11 Departments by Funding Source........................................................................................................................................ 3-12 Financial Policies .................................................................................................................................................................. 3-13 Section 4: Budget Summary Budget Summary Contents ................................................................................................................................................. 4-1 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 ...................................................................................................................................................................... 4-14 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.......................................................................................................... 4-18 Comprehensive Financial Plan Overview ......................................................................................................................... 4-19 Forecast Methodology.......................................................................................................................................................... 4-19 Major Revenue Assumptions .............................................................................................................................................. 4-21 Major Expenditure Assumptions ......................................................................................................................................... 4-24 General Fund Forecast Discussion.................................................................................................................................... 4-26 Special Revenue Funds ....................................................................................................................................................... 4-28 Transit Fund Forecast Discussion .................................................................................................................................. 4-28 Arts and Cultural (formerly Performing Arts) Fund Forecast Discussion ................................................................. 4-30 Transportation Fund Forecast Discussion .................................................................................................................... 4-32 Enterprise Funds ................................................................................................................................................................... 4-33 Water/Wastewater Fund Forecast Discussion ............................................................................................................. 4-33 Solid Waste Fund Forecast Discussion......................................................................................................................... 4-34 Emergency Medical Transportation Fund Forecast Discussion ................................................................................ 4-35 vi City of Tempe Fiscal Year 2024/25 Annual Budget Section 5: Revenue Revenue Information Contents ........................................................................................................................................... 5-1 Total Revenue........................................................................................................................................................................ 5-2 General Governmental Revenue: Ten-Year Historical Trends...................................................................................... 5-3 City Sales & Transient Lodging Tax ............................................................................................................................... 5-3 Intergovernmental: State Shared Revenues ................................................................................................................ 5-5 City Property Tax ............................................................................................................................................................... 5-7 Charges for Services Revenue ....................................................................................................................................... 5-9 Fines and Forfeitures ....................................................................................................................................................... 5-11 Special Revenue: Ten-Year Historical Trends ................................................................................................................. 5-12 Transit Tax .......................................................................................................................................................................... 5-12 Performing Arts Tax/Arts & Cultural Tax ........................................................................................................................ 5-13 Highway User Tax ............................................................................................................................................................. 5-14 Community Development Block Grant/Section 8 Housing Grant.............................................................................. 5-14 Enterprise Revenue: Ten Year Historical Trends ............................................................................................................ 5-16 Water/Wastewater User Fees ....................................................................................................................................... 5-16 Solid Waste Fees .............................................................................................................................................................. 5-17 Emergency Medical Transport Fees .............................................................................................................................. 5-18 CIP Revenue: Ten Year Historical Trends ........................................................................................................................ 5-19 Bond Proceeds .................................................................................................................................................................. 5-19 Section 6: Department Information Department Information Contents ...................................................................................................................................... 6-1 Strategic Priorities ................................................................................................................................................................. 6-3 Strategic Priorities and Performance Led Budgeting ...................................................................................................... 6-4 What Works Cities Certification .......................................................................................................................................... 6-7 City Organizational Chart..................................................................................................................................................... 6-8 Mayor and Council ................................................................................................................................................................ 6-9 City Attorney........................................................................................................................................................................... 6-10 City Clerk ................................................................................................................................................................................ 6-12 City Court ............................................................................................................................................................................... 6-13 City Manager ......................................................................................................................................................................... 6-15 Communication/Marketing Office ....................................................................................................................................... 6-15 Community Development Department .............................................................................................................................. 6-21 Administration, Code Compliance, Neighborhood Services ...................................................................................... 6-24 Building Safety................................................................................................................................................................... 6-24 Planning.............................................................................................................................................................................. 6-25 Community Services Department....................................................................................................................................... 6-26 Administration .................................................................................................................................................................... 6-31 Arts and Cultural Services ............................................................................................................................................... 6-31 Library Services................................................................................................................................................................. 6-32 Parks & Recreation ........................................................................................................................................................... 6-32 Diversity, Equity & Inclusion Office..................................................................................................................................... 6-26 Economic Development Office ........................................................................................................................................... 6-37 Education Career & Family Services ................................................................................................................................. 6-40 Engineering & Transportation Department ....................................................................................................................... 6-47 Administration .................................................................................................................................................................... 6-52 Engineering ........................................................................................................................................................................ 6-52 Transportation.................................................................................................................................................................... 6-53 Financial Services Department ........................................................................................................................................... 6-54 Fire Medical Rescue Department ....................................................................................................................................... 6-60 vii City of Tempe Fiscal Year 2024/25 Annual Budget Administrative Services.................................................................................................................................................... 6-65 Emergency Services......................................................................................................................................................... 6-65 Community Risk Reduction ............................................................................................................................................. 6-66 Training, Preparedness, & Wellness.............................................................................................................................. 6-67 Government Relations ......................................................................................................................................................... 6-68 Human Resources Department .......................................................................................................................................... 6-69 Community Health & Human Services (Previously known as Human Services Department) ................................. 6-73 Administration .................................................................................................................................................................... 6-84 Education, Family & Community Support ..................................................................................................................... 6-84 Kid Zone ............................................................................................................................................................................. 6-84 Community Partnerships & Resources ......................................................................................................................... 6-85 Social Services .................................................................................................................................................................. 6-86 Housing Services .............................................................................................................................................................. 6-87 Wellbeing & Empowerment ............................................................................................................................................. 6-87 Information Technology Department .................................................................................................................................. 6-88 Internal Audit Office .............................................................................................................................................................. 6-91 Municipal Budget Office ....................................................................................................................................................... 6-93 Municipal Utilities Department ............................................................................................................................................ 6-95 Administration .................................................................................................................................................................... 6-101 Field Operations ................................................................................................................................................................ 6-101 Water Utilities ..................................................................................................................................................................... 6-102 Police Department ................................................................................................................................................................ 6-103 Office of the Chief ............................................................................................................................................................. 6-109 Investigations/Organizational Services ......................................................................................................................... 6-109 Field Operations ................................................................................................................................................................ 6-101 Support Services ............................................................................................................................................................... 6-110 Public Works Department .................................................................................................................................................... 6-111 Administration ..................................................................................................................................................................... 6-117 Field Operations ................................................................................................................................................................. 6-117 Water Utilities...................................................................................................................................................................... 6-118 Engineering ......................................................................................................................................................................... 6-118 Strategic Management and Innovation Office .................................................................................................................. 6-119 Sustainability & Resilience Office ....................................................................................................................................... 6-123 Transportation & Sustainability Department ..................................................................................................................... 6-126 Transportation.................................................................................................................................................................... 6-131 Sustainability...................................................................................................................................................................... 6-131 Section 7: Capital Improvements Program & Debt Capital Improvements Program Contents ......................................................................................................................... 7-1 Capital Improvements Program Overview ........................................................................................................................ 7-2 Resolution of Adoption ......................................................................................................................................................... 7-3 FY 2024/25 ClP Process...................................................................................................................................................... 7-4 Capital Budget Strategic Priorities ..................................................................................................................................... 7-6 City Council Strategic Priorities and Capital Budget Development. ............................................................................. 7-6 Capital Improvements Program Summary........................................................................................................................ 7-7 Capital Improvements Program Source of Funds Summary ......................................................................................... 7-8 CIP Impact on the Operating Budget ................................................................................................................................. 7-9 CIP - Significant Capital Expenditures - Recurring and Non-recurring ........................................................................ 7-10 Capital Improvements Project Map .................................................................................................................................... 7-11 Capital Improvements Program Financing ....................................................................................................................... 7-12 Long-Term Debt and Bond Authorization Summary ........................................................................................................ 7-13 viii City of Tempe Fiscal Year 2024/25 Annual Budget Legal Bonded Debt Limits ................................................................................................................................................... 7-14 Capital Budget, Debt Service and Property Tax Rate Ten-Year Historical Trends ..................................................... 7-15 Debt Service Appropriations by Fund ................................................................................................................................ 7-16 Debt Service Appropriations by Revenue Source ........................................................................................................... 7-16 Debt to Maturity Schedule ................................................................................................................................................... 7-17 Capital Budget, Debt and Property Tax Levy Policy Statements .................................................................................. 7-19 Project Listings and Descriptions ....................................................................................................................................... 7-20 Enterprise Program........................................................................................................................................................... 7-21 Solid Waste Program CIP Projects ............................................................................................................................ 7-22 Wastewater Program CIP Projects............................................................................................................................. 7-24 Water Program ClP Projects ....................................................................................................................................... 7-27 Special Purpose Program................................................................................................................................................ 7-34 Arts & Cultural Program CIP Projects ........................................................................................................................ 7-35 Municipal Arts Program CIP Projects......................................................................................................................... 7-38 Transit Program CIP Projects ..................................................................................................................................... 7-40 General Purpose Program............................................................................................................................................... 7-54 Fire Protection Program CIP Projects........................................................................................................................ 7-55 General Governmental Program CIP Projects ......................................................................................................... 7-63 Park Improvements/Recreation Program CIP Projects .......................................................................................... 7-102 Police Protection Program CIP Projects.................................................................................................................... 7-124 Storm Drains Program CIP Projects .......................................................................................................................... 7-136 Transportation Program ................................................................................................................................................... 7-140 Traffic Signals and Street Lighting Program CIP Projects...................................................................................... 7-141 Transportation and Right-of-Way Improvements Program CIP Projects ............................................................. 7-149 Section 8: Schedules and Summaries Schedules and Summaries Contents ................................................................................................................................ 8-1 Property Tax Ordinance ....................................................................................................................................................... 8-2 Budget Resolution................................................................................................................................................................. 8-4 Budget Schedules ................................................................................................................................................................. 8-5 Schedule A Summary Schedule of Estimated Revenues and Expenditures/Expenses ........................................ 8-5 Schedule B Tax Levy and Tax Rate Information .......................................................................................................... 8-6 Schedule C Revenues Other Than Property Taxes .................................................................................................... 8-8 Schedule D Other Financing Sources/ and lnterfund Transfers .................................................................. 8-11 Schedule E Expenditures/Expenses by Fund .............................................................................................................. 8-12 Schedule F Expenditures/Expenses by Department................................................................................................... 8-14 Schedule G Full-Time Employees and Personnel Compensation ............................................................................ 8-18 Personnel Summary ............................................................................................................................................................. 8-19 Personnel Changes .............................................................................................................................................................. 8-20 Personnel Schedules ........................................................................................................................................................... 8-21 Glossary of Terms ................................................................................................................................................................. 8-58 Acronyms ............................................................................................................................................................................... 8-66 Index ....................................................................................................................................................................................... 8-68 ix City of Tempe Fiscal Year 2024/25 Annual Budget Budget Message July 1, 2024 To the Honorable Mayor and City Council: I am pleased to provide you with the City of Tempe’s (city) Fiscal Year (FY) 2024/25 adopted annual operating and capital budget and the five-year Capital Improvement Program (CIP) for FY 2024/25 through 2028/29. 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. The adopted operating and capital budgets represent a balanced spending plan that maintains the city’s commitment to long-term stability while 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 accelerated 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 both a virtual and in-person 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 Long-Range Financial Forecast, presented in February of 2024, provided a long-term perspective on the projected financial condition of the major operating funds, as well as a long-range context for the City Council to consider in making budgetary decisions for the upcoming fiscal year. The adopted budget is consistent with the long-term strategies approved by the City Council. The total adopted financial program for FY 2025 approximates $1.59 billion and includes funding for both operating and capital purposes. This amount represents a $238.7 million or 17.7% increase in the total financial program from the prior year. Although a 5-year Capital Improvement Program (CIP) is adopted, only the first year of the program (FY 2024/25) is formally adopted as the Capital budget, with the remaining four years representing planned expenditures. As shown in the table below, the operating budget increased by $85.1 million or 11.7%, and the capital budget increased by $153.6 million or 24.7% this fiscal year. Total Financial Program FY 2023/24 Budget FY 2024/25 Budget Operating Budget Percent Change $727,118,638 $812,202,548 11.7% Capital Improvements Program Budget Percent Change $621,508,957 $775,133,790 24.7% $1,348,627,595 $1,587,336,338 17.7% Total Financial Program Percent Change The city also produces an annual Budget in Brief document that presents an overview of the annual operating and capital budgets in an easy-to-understand format. This document can be located on the city’s website at tempe.gov/budget. 1-1 City of Tempe Fiscal Year 2024/25 Annual Budget Budgetary Challenges and Opportunities The city’s long-term commitment to fiscal prudence has positioned it well for the future. The city continues to maintain healthy fund balances in its major operating funds. In the General Fund, our largest operating fund, unassigned fund balance is projected to be $108.9 million at the beginning of FY24/25, providing reserves to mitigate the loss of Residential Rental sales tax revenues while maintaining city service levels. The anticipated revenue loss from Residential Rental, across all funds, is estimated at $10.0 million in FY 2024/25 and $21.0 million per year beginning the following fiscal year (FY 2025/26). As we wait for revenue growth in other areas of sales tax to replace Residential Rental, it is anticipated that supplemental funding requests will be limited for at least three fiscal years in the applicable funds. Although the loss of Residential Rental sales tax revenues impacted the city’s long-term revenue forecast, the FY 2024/25 budget made progress on major public safety initiatives, such as the Fire-Medical staffing enhancement, photo radar staff and technology, and software for the Real Time Operations Center. The Real Time Operations Center, utilizing hundreds of cameras and specialized technology, will enhance the capabilities of public safety staff to identify crime and respond more effectively to calls for service. The FY 2024/25 budget includes funding for merit, cost of living, and step increases for employees consistent with the provisions outlined in existing employee group Memorandums of Understanding (MOUs). In addition to increases outlined in MOUs, the budget includes funding for a classification and compensation study to ensure the city’s salaries and benefits are in line with other valley cities and private businesses. Across all funds, the adopted budget includes approximately $7.0 million of supplemental requests and CIP operating impact requests. These are offset by approximately $3.8 million in expenditure reductions or new funding sources resulting in a net impact of $3.2 million. Across all funds, the recommended operating budget adds 26 permanent full/part time positions and no recurring or one-time wage positions. The 5-year CIP program has increased from $621.5 million in FY 2023/24 to $775.1 million in FY 2024/25, allowing for funding for a new police substation in North Tempe, renovations of fire stations, affordable housing enhancement, Mill Avenue improvements, historic properties preservation and acquisition, and roadway mill and overlay pavement quality index (PQI) acceleration. The city is requesting voter authorization in the November 2024 election to issue general obligation bonds to fund these types of capital projects. 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 2024/25 is $2.4291, a slight increase from the FY 2023/24 rate of $2.4065. The city has planned increases to Water, Wastewater and Solid Waste rates to ensure adequate resources to meet the operating and capital needs for water and solid waste services. 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. This is the foundation of the city’s performance-led budgeting process. 1-2 City of Tempe Fiscal Year 2024/25 Annual Budget The City Council priorities are: 1. Safe and Secure Communities Ensuring a Safe and Secure Community through a Commitment to Public Safety and Justice. 2. Strong Community Connections Developing and maintaining a strong community connection by emphasizing the importance of open government, customer service, and communication with community members. 3. Quality of Life Enhancing the quality of life for all Tempe residents and workers through investment in neighborhoods, parks, the arts, human services, and city amenities, with an emphasis on equity and diversity. 4. Sustainable Growth and Development Implementing sustainable growth and development strategies to improve Tempe's environment, quality of life, and economic outcomes. Tempe strives to make long-term generational investments in technology, infrastructure and public transit that create a safe, clean, equitable and healthy city. 5. Financial Stability and Vitality Maintaining long-term financial stability and vitality by focusing on economic development, business retention, and generating employment to create a robust and diverse economic base. Please visit performance.tempe.gov to access the Performance Measure dashboard that provides information on the city’s progress towards achieving over 100 performance measures. 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 2024/25. Utilizing an interactive tool called START (Strategic Tool for Aligning Resources for Tempe) that provides City Council with updated statuses on each adopted performance measure, as well as the results of resident and business surveys, the City Council identified five performance measures to accelerate during the FY 2024/25 budget process. The five prioritized performance measures are as follows: 1. 2. 3. 4. 5. Pavement Quality Index (Performance Measure 1.22) Ending Homelessness (Performance Measure 3.28) Property Code Enforcement (Performance Measure 3.01) Feeling of Safety in Your Neighborhood (Performance Measure 1.05) Employee Turnover (Performance Measure 5.07) This acceleration or “hyper” focus on the five identified performance measures provided Departments opportunities to collaborate, shift resources, and to request additional funding during the budget process to accelerate the achievement of the prioritized performance measures. Based on City Council direction, the FY 2024/25 adopted financial program includes $261.8 million in capital budget appropriation over the 5-year CIP to provide the resources needed to accelerate the achievement of the five accelerated performance measures. In comparing the budget priorities from last fiscal year to FY 2024/25, the City Council continues to prioritize the quality of the city’s streets, ending homelessness, affordable housing, and feeling of safety in parks and neighborhoods. 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 employee turnover. These priorities are reflective of feedback from the community and the City Council of prioritized needs in the community as well as in City operations. Specific details of the additional budget appropriation and strategies for achieving the five targeted performance measures is in Section 6 Department Information, page 6-4. 1-3 City of Tempe Fiscal Year 2024/25 Annual Budget OPERATING BUDGET The city’s annual operating budget for FY 2024/25 totals $812.2 million. The following table presents a summary breakdown of the operating budget by fund. Operating Budget Summary FY 2023/24 Budget $299,801,709 General Governmental Fund Special Revenue Funds Transit Transportation/HURF Arts & Culture CDBG/Section 8 Housing Donations/Restricted Revenue/Grants Enterprise Funds Water/Wastewater Solid Waste Emergency Medical Transport Internal Service Funds Risk Management Health Worker’s Compensation Debt Service Funds General Obligation Special Assessment Total Operating Budget FY 2024/25 Budget $322,513,851 Percent Change 7.6% 72,457,000 83,665,063 16,344,358 18,794,144 12,287,620 13,295,215 13,295,215 52,192,639 67,149,356 38,293,509 58,355,502 15.5% 15.0% 8.2% 28.7% 52.4% 103,489,419 31,322,538 6,879,827 107,036,411 30,393,777 6,946,763 -3.0% 1.0% 6,896,342 40,980,097 3,459,186 6,974,738 44,063,474 3,459,186 7.5% —% 40,728,894 47,571,943 1,985,500 1,983,125 $727,118,638 $13,295,215 $812,202,548 16.8% -0.1% 11.7% Operating Budget Highlights Following are the major citywide highlights contained in the adopted budget: • Funding for employee salary increases through formal step plans or pay ranges, cost of living adjustments (COLA) for non-sworn public safety employees and market adjusted step 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: ◦ ◦ General Fund: With the loss of Residential Rental revenue, requests for General Fund supplemental and CIP operating impact increases were very limited. General Fund supplemental budget requests total $3.8 million, which is offset by $2.5 million in expenditure reductions or new revenue sources, resulting in a net impact of $1.3 million. Of this, $800 thousand is recurring funding with the remaining being one-time funding. The supplemental increases total 18 additional permanent full-time positions including nine positions related to photo radar, six Fire-Medical positions, an IT security supervisor, a BioIntel Scientist, and an urban forestry field coordinator. The new positions will allow the Fire Medical Rescue Department to begin staffing at the NOVUS Innovation Center Campus over a period of three years. Additionally, software maintenance costs relative to the activation of the Real Time Operations Center (RTOC) are included in the supplemental request. Water/Wastewater Fund: Net fiscal impact of $1.1 million for increased operating costs relative to water and wastewater reclamation facilities upgrades and improvements, 3 new positions, and other system security improvements. ◦ Solid Waste: Consists of a General Fund transfer of $1.34 million to cover costs related to the Alley Maintenance Program. Supplemental funding for the Solid Waste Program was not requested for FY 2025. ◦ Emergency Medical Transport (Ambulance) Fund: Net fiscal impact of $785 thousand to establish recurring appropriations for the program to replace or refurbish existing ambulances. Transit Special Revenue Fund: The total budget increases by $10.8 million, or 17.9%, due primarily to funding increases in the fixed route service and light rail programs totaling $6.2 million and $3.9 million, respectively. Supplemental funding for the Transit program is $17.0 thousand. While staff expects healthy fund balances in the Transit Fund despite budget increases, to address the residential rental sales tax loss budget adjustment measures may be necessary over the next several years. ◦ 1-4 City of Tempe Fiscal Year 2024/25 Annual Budget ◦ ◦ ◦ Community Development Block Grant (CDBG): $14.9 million in additional budget authority for potential grant increases. Transportation (HURF) Fund: Net fiscal impact of $155 thousand for right-of-way landscape replacement, City Hall Restrooms, and the Parking Reconfiguration Project. Arts & Culture Fund: Net fiscal impact of $503 thousand for continued expansion of the Community Arts Program, along with 3 FTE positions. CAPITAL IMPROVEMENTS BUDGET The city’s five-year Capital Improvements Program covering FY 2024/25 through FY 2028/29 totals $1.9 billion. The first year of the five-year CIP, which is formally adopted by the City Council, totals $775.1 million for FY 2024/25. The approved CIP provides adequate resources to address the city’s most critical infrastructure needs. Re- appropriated funds from projects that were not completed in the previous year total $431.1 million while new capital budget appropriations added $344.0 million, summing to the total $775.1 million. Capital Program Enterprise Water Wastewater Solid Waste Total Enterprise Special Purpose Arts & Culture 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 $ FY2023/24 Budget FY2024/2025 Budget Percent Change $136,324,000 $62,119,310 $351,523 198,794,833 $157,441,173 $79,711,372 $430,017 237,582,562 15.5 % 28.3 % 22.3 % 19.5 % $8,707,826 $3,330,655 $40,694,193 52,732,674 $6,868,730 $4,369,601 $50,771,593 62,009,924 (21.1)% 31.2 % 24.8 % 17.6 % $21,874,940 $25,746,277 $5,715,780 $59,187,771 $183,823,498 296,348,266 $27,101,416 $29,827,424 $13,765,127 $84,494,678 $217,646,051 372,834,696 23.9 % 15.9 % 140.8 % 42.8 % 18.4 % 25.8 % $63,959,893 $9,673,291 73,633,184 621,508,957 $ $93,506,129 $9,200,479 102,706,608 775,133,790 46.2 % (4.9)% 39.5 % 24.7 % Capital Improvements Budget Highlights The Capital Budget for FY 2024/25 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 affordable housing project and new police substation in North Tempe ($27.1 million) Continued funding for the construction of Fire Medical Rescue Station 2 ($13.6 million) Funding for completion of phase 1 and phase 2 of the Tempe Municipal Operations Center to replace aging Traffic Operations and Field Operations yards ($70.8 million) Continued funding for improvements to city parks and recreational amenities ($84.5 million) Continued funding for arterial, collector and residential street asset preservation ($34.3 million) Continued funding for the bus stop capital maintenance and improvements, including new shade structures ($5.7 million) Continued upgrades and maintenance of the water transmission and distribution system ($18.2 million) Funding for sidewalk, landscaping, lighting, and other improvements for the city’s downtown area, downtown Mill Avenue ($9.8 million) 1-5 City of Tempe Fiscal Year 2024/25 Annual Budget The city has maintained a program to highlight the capital investments in the community. This program, titled Refresh Tempe, highlights signature capital projects and the overall capital investment in the city’s infrastructure. Additional information can be found at tempe.gov/RefreshTempe Summary of Changes from Proposed Budget to Adopted Budget The city’s proposed FY 2025 operating and capital budgets were presented to City Council at a public Work Study Session meeting on April 18, 2024. Only a few technical changes were made from the proposed budgets to the adopted FY 2024/25 operating and capital budgets. CONCLUSION The city’s overall financial condition continues to remain strong and stable with conservative revenue increases and limited increases to both the operating and capital budgets for FY 2024/25. The future may provide financial challenges, however our continued commitment to sound management of resources, focus on strategic priorities, and continued emphasis on longrange financial planning will facilitate adaptation to changing conditions and strong financial stewardship for the future. The following budget is a structurally balanced spending plan that will preserve the city’s strong financial position. We will continue to attentively observe the economic situation to ensure that we maintain City Council’s policies of preserving Tempe’s quality of life and solid financial foundation. 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, Rosa Inchausti City Manager 1-6 City of Tempe Fiscal Year 2024/25 Annual Budget Section 2: Introduction City of Tempe Values .................................................................................................................................................................... Organizational Chart..................................................................................................................................................................... GFOA Budget Award .................................................................................................................................................................... Community Profile......................................................................................................................................................................... Demographics ............................................................................................................................................................................... Community Comparison .............................................................................................................................................................. 2-1 2-2 2-3 2-4 2-5 2-9 2-11 City of Tempe Fiscal Year 2024/25 Annual Budget City of Tempe Values 2-2 City of Tempe Fiscal Year 2024/25 Annual Budget Organizational Chart 2-3 City of Tempe Fiscal Year 2024/25 Annual Budget GFOA Budget Award The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award to the City of Tempe for its fiscal year beginning July 1, 2023. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as a financial plan, as an operations guide, and as a communications device. The award is valid for a period of one year only. We believe our current budget continues to conform to program requirements, and we are submitting it to GFOA to determine its eligibility for another award. 2-4 City of Tempe Fiscal Year 2024/25 Annual Budget Community Profile Date of Incorporation - November 26, 1894 Date Charter Adopted - October 19, 1964 Form of Government - Council/Manager A Brief History of Tempe Following the establishment of Fort McDowell on the eastern edge of central Arizona’s Salt River Valley in 1865, enterprising farmers moved into the area. They dug out the irrigation canals left by the prehistoric Hohokam people and built new ones to carry Salt River water to their fields. Valley farms soon supplied food to Arizona’s military posts and mining towns. The first settlers to move to the Tempe area, south of the Salt River and east of Phoenix, were Hispanic families from southern Arizona. They helped construct the first two irrigation canals, the Kirkland-McKinney Ditch and the San Francisco Canal, and started small farms to the east and west of a large butte (Tempe Butte). In 1872, some of these Mexican settlers founded a town called San Pablo east of Tempe Butte. Another settlement, known as Hayden’s Ferry, developed west of Tempe Butte. Charles Trumbull Hayden, owner of a mercantile and freighting business in Tucson, homesteaded this location in 1870. Within a few years, he had built a store and flour mill, warehouses and blacksmith shops, and a ferry. This community became the trade center for the south side of the Salt River Valley. Both settlements grew quickly and soon formed one community. The town was named Tempe in 1879. “Lord” Darrell Duppa, an Englishman who helped establish Phoenix, is credited with suggesting the name. The sight of the butte and the wide river, and the nearby expanse of green fields, reminded him of the Vale of Tempe in ancient Greece. 2-5 City of Tempe Fiscal Year 2024/25 Annual Budget As more farmers came to settle in the Valley and started raising alfalfa and grains for feeding livestock, the Tempe Irrigating Canal Company provided all necessary water. With a network of canals that extended several miles south of the river, irrigation water was carried to more than 20,000 acres of prime farmland. Crops of wheat, barley, and oats ensured a steady business for the Hayden Mill. The milled flour was hauled to forts and other settlements throughout the territory. By the 1890s, some farmers started growing new cash crops such as dates and citrus fruits. In 1885, the Arizona legislature selected Tempe as the site for the Territorial Normal School, which trained teachers for Arizona's schools. Soon, other changes in Tempe promoted the development of the small farming community. The Maricopa and Phoenix Railroad, built in 1887, crossed the Salt River at Tempe, linking the town to the nation's growing transportation system. The Tempe Land and Improvement Company was formed to sell lots in the booming town. Tempe became one of the most important business and shipping centers for the surrounding agricultural area. The completion of Roosevelt Dam in 1911 guaranteed enough water to meet the growing needs of Valley farmers. On his way to dedicate the dam, former President Theodore Roosevelt applauded the accomplishments of the people of central Arizona and predicted that their towns would grow to become prosperous cities. Less than a year later, Arizona became the 48th state, and the Salt River Valley was well on its way to becoming the new population center of the Southwest. Tempe was a small agricultural community through most of its history. After World War II, Tempe began growing at a rapid rate as veterans and others moved to the city. The last of the local farms quickly disappeared. Through annexation, the city reached its current boundaries by 1974. Tempe had grown into a modern city. The town's small teachers' college had also grown, and in 1958, the institution became Arizona State University. Tempe's commercial center along Mill Avenue declined during these years. Prompted by Tempe's centennial in 1971, Mill Avenue was revitalized into an entertainment and shopping district that attracts people from throughout the Valley. Currently, Tempe is the eighth largest city of the State, with a strong modern economy based on commerce, tourism, and electronics manufacturing. A low cost of living, high quality of life and world-class recreation make Tempe a place where people can prosper financially, physically and culturally. Tempe's central location gets active people to great entertainment, sports and recreation areas throughout the region quickly. Government and Organization The City operates under a council-manager form of government. The Mayor is elected for four years and six council members are elected at large on a non-partisan ballot for staggered four-year terms. The City Council appoints the City Manager who has full responsibility for carrying out Council policies and administering City operations. The City Manager appoints City department heads as specified in the City's Charter. Entertainment and Culture Tempe Center for the Arts Concerts, plays, gallery shows and special events Edna Vihel Cultural Center Community art classes Marquee Theatre Popular concerts and new music ASU Gammage Offers Broadway shows and famous speakers Museums and Galleries include Tempe History Museum, Arizona Historical Society Museum, Nelson Fine Arts Center, Ceramics Research Center, Mars Space Flight Facility and Center for Meteorite Studies which are among the 30 galleries and museums at ASU 2-6 City of Tempe Fiscal Year 2024/25 Annual Budget More than 750 special events bring the community together to celebrate random acts of fun: Aloha Festival, Innings Festival, Fantasy of Lights Street Parade & Tree Lighting, Fantasy of Lights Boat Parade, Tempe Festival of the Arts (spring and fall), Park After Dark, Halloween Stroll. Pro and College Sports and Amateur Athletic Events Cactus League Spring Training Baseball at Diablo Stadium, Sun Devil Football and other Arizona State University sports Amateur Athletic Events including lronman Arizona, Rock n Roll Marathon and ½ Marathon, regular rowing, sailing and outrigger regattas, dozens of runs and walks, including Pat Tillman Run, and several triathlons. Hike and Golf the Great Outdoors Hike Tempe Butte in the middle of downtown Tempe 50+ Tempe city parks, splash areas and athletic complexes Rowing, sailing, kayaking at Tempe Town Lake 775 miles of bikeways Papago Park is one of the nation's largest natural parks Two municipal golf courses: Ken McDonald with over 63,000 Rounds of Play and Rolling Hills with over 48,000 Rounds of Play Shopping Tempe Marketplace 7.3 million square feet of retail space, featuring an interactive shopping, dining and entertainment experience in a vibrant, high-energy outdoor setting Mill Avenue District Historic Mill Avenue offers authentic urban experiences with shops and restaurants Arizona Mills Mall Indoor outlet mall with 785 stores and restaurants, including IMAX, Legoland Discovery Center Arizona and Sea Life Aquarium Emerald Center Shops and IKEA Home furnishingsbased retail corridor Transportation Network Freeways Five freeways connect Tempe including Loop 202, Loop 101, Interstate 10, 1-143, and US 60; More than 7.7 million cars use Tempe's freeways daily according to the Maricopa Association of Governments Valley Metro Rail Tempe has border to border light rail, line starts in Phoenix, goes through Tempe and ends in Mesa, 9 light rail stations within Tempe, rail connects to regional bus service, neighborhood circulators or campus circulators, 3 park and ride lots, and one transportation center Streetcar Opened in May 2022, the 3.7-mile Tempe Streetcar serves one of the highest transit ridership centers in the region, connecting riders to neighborhoods, major business centers, Arizona State University and regional events and destinations. As the Valley's first modern streetcar line, it adds to Tempe's comprehensive transit network with 74 stops, including two that connect with Valley Metro Rail. Bus Tempe has bus service on most major streets with 73 bus routes, two express routes, one free Flash route, and six free Orbit neighborhood circulator routes. Bike/Walk Most walkable city in Arizona, designated a Gold-level Bicycle Friendly City by the League of American Bicyclists, more than 70,000 miles of hiking trails in the region, 277 miles of bikeways connecting Tempe to surrounding communities. 2-7 City of Tempe Fiscal Year 2024/25 Annual Budget Education Primary and Secondary Education 5 public high schools (Tempe Union High School District) 78 public elementary and middle schools (Tempe Elementary School District and Kyrene School District) Tempe schools have among the state's best test scores Private school opportunities exist with Tempe including a variety of parochial and charter schools Arizona State University Tempe is home to the main campus of Arizona State University with 65,000 students and 8,300 employees. Bachelors, Masters and Ph.D. programs are available. Areas of specialty include: Barrett Honors College, College of Design, College of Education, Ira A. Fulton School of Engineering, College of Law, College of Liberal Arts and Sciences, College of Nursing, College of Public Programs, Division of Undergraduate Academic Services (DUAS), Herberger College of Fine Arts, and the W.P. Carey School of Business. Tempe Town Lake A top destination in Arizona, Tempe Town Lake is an engineering marvel that protects the region from flooding, provides recreation, creates jobs and stimulates investment in Tempe. • More than 2.4 million people spend time at the lake every year • The economic impact of Tempe Town Lake since its creation is more than $2 billion • More than 40 special events happen at Tempe Town Lake annually • More than 40,000 people work in the many businesses surrounding Town Lake City Limits 2-8 City of Tempe Fiscal Year 2024/25 Annual Budget Demographics Population (Census) Land Use 2020 U.S. Census 180,587 2015 Interim Census 175,826 2010 U.S. Census 161,719 2005 Interim Census 165,796 2000 U.S. Census 158,625 1995 Interim Census 153,821 1990 U.S. Census 142,165 1985 Interim Census 132,942 1980 U.S. Census 106,743 1970 U.S. Census 63,550 1960 U.S. Census 24,897 1950 U.S. Census 7,906 Private and Open Space/ Recreation/ Water, 13% Residential, 54% Civic/ Educational, 3% Commercial/ Industrial, 31% Population by Age (Census) General/Special Election (2024) Under 18 18 & over 27,532 Registered Voters: Ballots Cast: Voter Turnout: 153,055 84,549 24,397 28.86 % Population by Ethnicity (Census) Bond Ratings Hispanic or Latino Non-Hispanic or Latino 39,698 140,889 Fitch Standard and Poor's AAA AAA Population by Race (Census) Employment Trends (MAG and USBLS) White African American American Indian and Alaska Native Asian Native Hawaiian and Pacific Islander Other Identified by two or more 107,927 12,132 5,555 17,473 750 14,415 22,335 Employment 2022 2021 2020 2019 2018 2017 Building Permits (Fiscal Year Data) Number Value ($000) 2024 1813 788,080 2023 2101 514,841 2022 2340 639,235 2021 2399 506,144 2020 2180 791,822 2019 2167 858,636 2018 2000 815,553 2017 1272 440,643 2016 1250 607,804 2015 1328 709,152 2014 1143 608,064 2013 947 178,259 Major Employers Arizona State University State Farm Insurance JPMorgan Chase Bank Amazon Salt River Project (SRP) Wells Fargo ABM Industries Inc Freedom Financial Honeywell ADP Laboratory Sciences of AZ 2-9 180,240 172,240 164,650 165,300 159,100 105,123 Unemployment Rate 3.2 % 4.4 % 6.4 % 3.8 % 3.8 % 3.9 % Employees 8,330 7,550 3,620 3,520 2,800 2,750 2,000 1,490 1,250 1,200 1,190 City of Tempe Fiscal Year 2024/25 Annual Budget City Sales Tax General Fund Transit Fund Arts & Cultural Fund Total Police 1.2 % 0.5 % 0.1 % 1.8 % Sworn Personnel Non-Sworn Personnel Total 355 167 522 Fire Medical Rescue Property Tax Rate Primary Secondary Total Sworn Personnel Non-Sworn Personnel Total 0.8747 1.5544 $2.4291 183 65 241 Solid Waste Largest Property Taxpayers Residential Accounts Serviced Commercial Accounts Serviced Salt River Project (T&D) JP Morgan Chase Bank NA Arizona Mills Mall LLC Arizona Public Service Camden USA Inc. KM Sonoma LLC/MT Sonoma LLC JDM II Tempe OP LLC Cousins Fund II Phoenix IV LLC University House Tempe LLC Cousins Fund II Phoenix II LLC 33,509 550 Water/Wastewater Customer Accounts Water Gallons Treated (billion) Sanitary Sewers (miles) 2-10 43,206 16,290 500 City of Tempe Fiscal Year 2024/25 Annual Budget Community Comparisons Tempe is part of the greater Phoenix metropolitan area, which is the economic, political, and population center of the state. Popularly referred to as the Valley of the Sun, this area includes several adjacent communities with distinct municipal jurisdictions. The following section provides a perspective on the relative populations of the largest cities in the Valley as well as key comparative cost of service data. This information was obtained from city Budget Offices, as well as printed and online budget documents. Population (2020 Decennial Census) Incorporated City Limits Sq. Miles Phoenix 1,608,139 Phoenix 517.9 Mesa 504,258 Scottsdale 184.5 Chandler 275,987 Peoria 180.5 Gilbert 267,918 Mesa 139.4 Glendale 248,325 Gilbert 72.6 Scottsdale 241,361 Chandler 65.6 Peoria 190,985 Glendale 65.1 Tempe 180,587 Tempe 40.2 Property Tax Rate (as of July 1, 2024) Tempe (per $100 assessed Value) $2.4291 Sales (Transaction Privilege) Tax Rate - Retail (as of July 1, 2024) Glendale 2.90 % Phoenix $2.0799 Phoenix 2.30 % Glendale $1.4925 Mesa 2.00 % Peoria $1.4400 Peoria 1.80 % Chandler $1.0826 Tempe 1.80 % Gilbert $0.9800 Scottsdale 1.75 % Mesa $0.8582 Chandler 1.50 % Scottsdale $0.8548 Gilbert 1.50 % Average Residential Household Cost Comparison Each year the Municipal Budget Office performs an analysis of the estimated annual amounts paid by the median residential Tempe household for direct services provided by the City of Tempe as well as the estimated total annual amount paid in City of Tempe property and transaction privilege (sales) taxes. These amounts are then compared to the estimated annual amounts paid by the same median residential household in seven comparison cities in the Phoenix metropolitan area. Click here for a link to the 2024 report. 2-11 City of Tempe Fiscal Year 2024/25 Annual Budget 2-12 City of Tempe Fiscal Year 2024/25 Annual Budget Section 3: Budget Process and Financial Policies Budget Process ............................................................................................................................................................................. Budget Process Flowchart........................................................................................................................................................... Budget Calendar ........................................................................................................................................................................... Budget Process Summary ........................................................................................................................................................... Budget Basis and Budget Units .................................................................................................................................................. Fund Descriptions and Fund Structure...................................................................................................................................... Departments by Funding Source................................................................................................................................................ Financial Policies .......................................................................................................................................................................... 3-1 3-2 3-3 3-4 3-6 3-9 3-11 3-12 3-13 City of Tempe Fiscal Year 2024/25 Annual Budget Budget Process Overview The City of Tempe has established an operating and 5-year capital budget adoption process that incorporates the State of Arizona statutory requirements as well as process that incorporates City Council priorities and maintains the City's solid financial position. Preparations for the City's FY 2024/25 operating and capital budgets began in the Fall of 2023 and concluded with the adoption of the final budgets and property tax levy in June 2024. The City's fiscal year 2024/25 budget begins on July 1, 2024. The City's operating budget is an annual (one-year) budget, and the CIP is a 5-year plan with only the first year formally adopted as part of the budget process. Budget Methodology 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 Innovation 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. Departments then request additional budget resources through a "supplemental" process for the operating budget and through submission of capital project requests in the capital budget. In addition, prior to the start of the operating and capital budget process, feedback is sought from the City Council on those specific performance measures that should be prioritized during the budget process for the upcoming fiscal year. This is done by utilizing an interactive tool called START (Strategic Tool for Aligning Resources for Tempe) that provides City Council with updated statuses for over 100 performance measures as well as from the results of resident, employee, and business surveys. This feedback is utilized to develop acceleration models for a "hyper" focus on those prioritized performance measures to determine additional strategies and resources necessary to accelerate their achievement. Additional resources may then be allocated as part of the budget adoption process. The adopted annual budget thus reflects the strategic priorities established by the City Council through the allocation of resources to help achieve the adopted performance measures that have operationalized the strategic priorities. Public Involvement The City of Tempe welcomes and values the input of community members as the City Council and city staff discuss and work through the process of developing the City's annual operating and 5-year capital (CIP) budget. Community members are encouraged to contribute their thoughts about how the city should be maintaining and investing in our community. Holding public meetings and providing community members the opportunity to provide input about services and programs for the upcoming budget aligns to City Council Strategic Priority - Strong Community Connections and performance measure 2.15 Feeling invited to participate in city decisions. Each year, the Municipal Budget Office has an open topic questionnaire on community priorities for the upcoming fiscal year, at tempe.gov/forum. This is an opportunity for residents to emphasize which city programs and services are most important to them. Residents are asked to pick which services they would prioritize by spending a "theoretical" $100 among the services listed. Participants can distribute the funds evenly or spend all the "money" in one area. The results of the questionnaire are presented to City Council to assist them in gauging public interest and priorities. In addition, virtual and in-person public budget forums are held to allow community members to ask questions and provide comments about budget priorities. Finally, community members have the opportunity to attend the City Council Work Study Sessions and Special Meetings where the city's budget is discussed and adopted. 3-2 City of Tempe Fiscal Year 2024/25 Annual Budget Budget Process Flowchart The following flowchart depicts the City of Tempe’s Annual Budget process and timeline. 3-3 City of Tempe Fiscal Year 2024/25 Annual Budget Budget Calendar The following calendar lists deadlines and events leading up to the adoption of the FY 2024/25 budget. Text in blue indicates CIP related items; black text indicates Operating Budget items. 2023 November 2 City Council – Work Study Session • Present Long-Range Financial Forecast and Strategic Tool for Aligning Resources in Tempe (S.T.A.R.T.) Tool to City Council November 8 Budget/Strategic Management/Departments • CIP Kick-Off ( MS Teams Meeting) November 9December 19 Departments/Budget • Departments work with Engineering, Procurement, Sustainability, and Information Technology to complete CIP project request forms • Budget determines available funding for CIP City Council – Work Study Session • Present S.T.A.R.T. Tool Results to City Council Budget/Strategic Management/Departments • Budget Kick-off (MS Teams Meeting) • Discuss Strategic Performance-Led Budget and Budget Allocation Plan, review budget policies and calendar, Budget Builder refresh Department • Due date for CIP Project Request Forms via SharePoint December 5 December 13 December 19 2024 January January 12 CMO/Budget/Departments • Meetings to review project submissions Departments • Revenue and exclusion proposals completed and submitted via Budget Builder • Tribal Gaming Grant request forms completed and submitted via SharePoint January 26 Departments • Final CIP project revisions due to Budget January 26 Departments • Operating budget worksheets and forms completed and submitted via Budget Builder February 8 Budget • Submit Intro of Five-Year CIP to City Clerk for distribution to City Council February 8 Budget • Submit Long-Range Financial Forecast to City Clerk for distribution to City Council February 8 - March CMO/Budget/Departments 8 • Prioritize projects and develop recommended five-year CIP February 22 City Council – Work Study Session Introduce all CIP requests to City Council February 22 City Council – Work Study Session Present Long-Range Financial Forecast February - March Budget/Departments • Complete operating budget; meet with Departments to review base budgets and other budget forms, as necessary CMO/Budget/Departments • Conduct meetings and develop recommendations; evaluate requests/proposals based on strategic priorities; finalize recommendations; begin preliminary work on City Manager’s recommended budget Public Budget Forums • Hold virtual and in-person Public/Employee Budget Forums 3-4 City of Tempe Fiscal Year 2024/25 Annual Budget March 7 Budget • Transmit prioritized G.O. bond funded projects and recommended five-year CIP to City Clerk for distribution to City Council March 25 City Council – Work Study Session • CIP Work Session: review recommended 5-year CIP and obtain Council input on G.O bond funded project prioritization and Acceleration Strategies Per City Charter (Tempe City Charter, Section 5.06, Capital Program), recommended 5-year CIP must be submitted to council not later than three (3) months prior to the close of the fiscal year. Budget • Submit Budget Review Session material to City Clerk for distribution to City Council City Council – Work Study Session • Budget Review Session - City Manager’s Recommended Budget City Council – Work Study Session • Budget Review Session Follow-up (if needed) - City Manager’s Recommended Budget City Council (Special Meeting and Public Hearing) • Adopt Tentative Budget City Council (Special Meeting and Public Hearing) • Adopt Final CIP and Final Operating Budget; Truth in Taxation; Property Tax Ordinance Introduced and First Hearing Held April 4 April 18 May 2 May 21 June 6 June 27 City Council (Special Meeting and Public Hearing) • Adopt Final Property Tax Ordinance (Second and Final Hearing) 3-5 City of Tempe Fiscal Year 2024/25 Annual Budget Budget Process Summary Budget preparation allows departments the opportunity to reassess goals and objectives and the means for accomplishing them. Even though the budget is heard by the Mayor and Council in the spring and adopted by June 30, its preparation begins at least six months prior with projections of city reserves, revenue, expenditure limit requirements, and financial capacity. It is with this "groundwork" that departmental expenditure requests are made and subsequently reviewed. • Policy/Strategy Phase The City Council's five strategic priorities (goals) and directives set the tone for the development of the budget. The five strategic priorities have been operationalized through the adoption of over 100 performance measures. Each performance measure has strategies that lay out the plan for achieving the performance measures. The five strategic priorities and adopted performance measures provide the framework for the development of the city's budget. Resources should be allocated toward the achievement of these performance measures. It is within this general framework that departmental supplemental operating budget funding requests for additional funding are formulated and additional funding for CIP projects as part of the capital budget. Also, prior to the start of the operating and capital budget process, feedback is sought from the City Council on those specific performance measures that should be prioritized during the budget process for the upcoming fiscal year. 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 from resident, employee, and business surveys. Once Council has determined the list of prioritized performance measures, acceleration models are developed for a "hyper" focus on the strategies to achieve these performance measures. Priority is given to the allocation of resources in the budget process towards the accelerated achievement of these performance measures. • Needs Assessment Phase Each year, as part of the annual budget process, departments have an opportunity to assess current conditions, programs, and needs based on progress made towards achieving their performance measures. Examination of current performance measure strategies for shifting of resources, collaboration with other departments or outside entities is strongly suggested. In addition, departments are encouraged to review programs and services that are not contributing towards the City Council strategic priorities or achievement of established performance measures for their possible reduction or elimination. From this process, they prepare preliminary departmental budgets. Departments can move personnel and base budgets to meet their performance measure strategies. Presentations by the Municipal Budget Office staff at "budget kickoff" meetings include a discussion of citywide goals and objectives, budgeting guidelines for the operating and capital budgets, timelines, an overview of fiscal constraints, and resources available for allocation. The Budget Manual distributed at these meetings is designed to assist the departments in preparing all budget requests and forms. • Financial Capacity Phase Forecasting is an integral part of our decision-making process. Both long-range and short-range projections are prepared. The city's Comprehensive Financial Plan is updated annually to assess our current financial condition and future financial capacity, given our long-range plans and objectives. A five-year financial forecast is prepared for each major fund, projecting both expenditures and revenue. As a part of this phase, alternative scenarios are examined for their fiscal impact on each respective fund. Concurrent with the Comprehensive Financial Plan is the update of the Debt Management Plan, which provides a twentyyear view of the city's debt capacity. This planning process gauges the capacity to incur debt in the upcoming Capital Improvements Program given the city's financial policy guidelines. • Review/Development Phase Operating Budget Within the framework of the city's financial capacity, Council and City Manager priorities and departmental needs assessments, budget requests are reviewed, and a preliminary citywide operating budget takes shape. The departments initially prepare and submit base budget worksheets reflecting allocation targets. The amount of the allocation is based on the department's prior year budget. Supplemental requests for additional funding are evaluated and scored by Department directors based on a scoring rubric. Scoring criteria includes: 1) request will advance the achievement of a performance measure, 2) there is a legal/contractual obligation that needs to be met, 3) there is an immediate and significant positive impact on public and/or employee health 3-6 City of Tempe Fiscal Year 2024/25 Annual Budget and safety, 4) request is necessary to maintain the current level of service, and 5) the request will save the city money in the future and/or enable the city to leverage money from other sources. The overall scoring and ranking are provided to the City Manager's office for review and evaluation. Based on financial capacity and City Council prioritized performance measures, supplementals recommended for funding are then incorporated into the City Manager's recommended budget. Capital Budget Within the framework of the city's financial capacity, remaining bond authorization, statutory debt limits and City Council and City Manager priorities and departmental needs assessments, CIP project requests are reviewed, and a preliminary citywide capital budget takes shape. General Obligation bond funded CIP project requests are scored first, based on primary scoring criteria, and then fine-tuned with secondary scoring criteria. The primary scoring criteria includes how each CIP project addresses: 1) asset preservation, 2) public health and safety, and 3) council adopted strategic priorities. Secondary criteria include: 1) level of public use of the asset, 2) whether a legal/contractual obligation needs to be met, 3) impact of deferring the project, 4) whether grant funding is all or a portion of the funding, 5) operating budget impact, and 6) prior project approval. Enterprise and Special Revenue funding CIP projects are evaluated based on adherence to the city's asset management plans, alignment with City Council strategic priorities and funding capacity of each respective fund. • Stakeholder Input Phase The city conducts an annual community (resident) survey and an employee and business survey every other year to assess community priorities prior to the start of the budget process. These surveys are typically conducted in the months of July and August. The results are provided to City Council in a Work Study Session in the Fall. Each year, the Municipal Budget Office has an open topic questionnaire on Community Priorities for the upcoming fiscal year, at tempe.gov/forum. This is an opportunity for residents to emphasize which city programs and services are most important to them. Residents are asked to pick which services they would prioritize by spending a "theoretical" $100 among the services listed. Participants can distribute the funds evenly or spend all the "money" in one area. The results of the questionnaire are presented to City Council to assist them in gauging public interest and priorities. In addition, public budget forums are held at various locations in the city to allow community members to ask questions and provide comments about budget priorities. The questions and comments from the public budget forums are provided to City Council. Finally, community members have the opportunity to attend the City Council Work Study Sessions and Special Meetings where the city's budget is discussed and adopted. • Adoption/Implementation Phase Prior to May 1, the City Manager submits to the Council a proposed operating budget for the fiscal year commencing the following July 1. The operating budget includes proposed expenditures and the means of financing them. State statute requires that the city first adopt a tentative budget in a public meeting. The tentative budget sets the maximum spending authority for the next fiscal year. After a period of at least 14 days, the final budget is adopted in a public meeting. The City Council can reduce the total expenditures from the amount approved at tentative adoption but may not increase the amount. The property tax levy must be adopted by the third Monday in August. State law requires cities and towns with property taxes to adopt their tax rates annually. • Budget Roles and Responsibilities Every employee plays a role in budgeting, be it formulation, preparation, implementation, administration, or evaluation. Ultimately, of course, the department head, through the City Manager, is accountable to the City Council for the performance of departmental personnel in meeting specific objectives within resource allocation limits. Actual budget preparation responsibility can be identified more specifically: 1. The program cost center manager is responsible for (a) preparing cost estimates for the remainder of the current fiscal year; (b) projecting base budget requirements for the next year; and (c) developing other requests that change or revise the program so that it will be more effective, efficient, productive, and economical. 2. The department director and the division administrator are responsible for reviewing, modifying, and assembling their cost center data into a departmental request package. Department directors should critically evaluate departmental objectives and prioritize requests. The preparation of budget requests, goals and objectives should coincide with the strategic issues set forth by the City Council. 3-7 City of Tempe Fiscal Year 2024/25 Annual Budget 3. Internal Service Areas (Fleet and Information Technology) will contact each department to coordinate the initial needs assessment, cost estimates, and recommendations. Replacement equipment (i.e., vehicles, hardware/software, and communication equipment) will be submitted to the Municipal Budget Office by the Internal Service areas. Any new equipment required by the departments should reflect the cost estimates and recommendations from the Internal Service areas and be submitted by the departments to the Municipal Budget Office. Final review and recommendations for hardware/software and communication equipment will be the result of evaluating priorities within the departmental budget team process. 4. The Municipal Budget Director and Analysts within the Municipal Budget Office are responsible for (a) preparing short and long-range revenue and expenditure forecasts, (b) assisting departments as requested in the preparation of supplemental requests, (c) analyzing supplemental requests and presenting that analysis to the Budget Team (Department Directors), and (d) reviewing the linkage between budget requests and the city's strategic priorities. 5. The Budget Team is responsible for reviewing departmental operating requests within the context of a set of evaluation criteria and preparing a recommended budget for review by the City Manager. 6. The City Council is responsible for the review of the City Manager's tentative budget and approval of a final budget. • Budget Monitoring Management control of the budget is maintained by conducting quarterly budget performance reviews throughout the fiscal year. A Quarterly Financial Report is submitted to Mayor & Council to report on revenue and expenditure activity for each quarter compared to budget. This report is aimed at examining revenue and expenditure patterns and recommending corrective action to be taken during the year. Departments also monitor their budget on an on-going basis through the city's financial reporting system. • Changes to the Adopted Budget Per State Statute, the city may not exceed the total expenditure appropriation authorized at final budget adoption. However, the budget may be changed during the fiscal year as long as City Charter and State statutes are followed. The following is a summary of the city's budget transfer policy: 1. Transfer of Appropriations: At any time during the fiscal year, the City Manager may transfer part or all of any unencumbered appropriation balance among programs within a department, office, or agency (Section 5.08, City of Tempe Charter). This requires an Ordinance with two public hearings. The Ordinance becomes effective 30 days after adoption. 2. Midyear Program/Personnel Adjustment Request: Should the need arise for additional personnel or program enhancements during the fiscal year to meet some unforeseen need, a midyear program/personnel request is submitted to the Budget Office for a needs assessment and fiscal impact review. If, after evaluation, the request is approved and involves either additional personnel or the abolition of a position(s), the request is forwarded to full Council with recommended action. 3. Budget Transfers: Budget transfers within the same department and fund can be requested by each department. A budget transfer form must be completed and submitted to the budget office for review and approval. 4. Use of Contingency: Use of contingency to fund a budgetary shortfall or unplanned event requires City Manager approval and approval of the City Council via a Request for Council Action at a regular council meeting. Only as a last resort are contingency monies used to fund a shortfall. Alternative courses of action should be sought before contingency monies will be considered. Purchase orders and requisitions will be held until the budget shortfall is addressed. • Permission to Exceed Budget: In the event of an emergency, the Council may seek permission from the State Board of Tax Appeals (previously State Tax Commission) to exceed the adopted budget (Section 5.09, City of Tempe Charter). 3-8 City of Tempe Fiscal Year 2024/25 Annual Budget Budget Basis and Budget Units Accounting/Budgetary Basis The City of Tempe's operating budget is legally adopted by Council resolution each fiscal year on a modified accrual basis, which is consistent with Generally Accepted Accounting Principles (GAAP). With modified accrual basis, revenue is recognized when it becomes available and measurable and expenditures as they are made. By contrast, Government-wide financial statements in the Comprehensive Annual Financial Report must be recorded on a full accrual basis. This is where revenue is recognized as soon as it is earned and expenses are recognized as soon as a liability is incurred, regardless of the timing of related cash inflows and outflows. Fund Statements, in the Comprehensive Annual Financial Report, are modified accrual basis for the General Fund, Debt Service Fund, Special Revenue Funds, and Capital Project Funds and accrual basis for Proprietary Funds. Budget Units • Funds (Fund Accounting)- The city's Operating Budget is organized by funds in conformity with GAAP with guidelines established by the Governmental Accounting Standards Board (GASB). The accounts of the city are organized based on funds, each of which is considered a separate accounting entity. The operations of each fund are accounted for with a separate set of self-balancing accounts. With this account structure, the revenue and expenditures/expenses are budgeted and approved prior to the beginning of each fiscal year by a resolution passed by the City Council. The various funds are grouped by two types, governmental and proprietary. Governmental funds are those through which most governmental functions of the city are financed and include the General Fund, Debt Service Fund, Special Revenue Funds, and Capital Project Funds. Proprietary funds are used to account for the city's organizations and activities which are similar to those often found in the private sector. The Proprietary (Enterprise) Funds include Water/Wastewater, Solid Waste, and Cemetery Funds. The Comprehensive Annual Financial Report includes the combined financial statements of all funds. • Programs- Presentation of the operating budget is also structured by programs which delineate budget expenditures in terms of broad goals and objectives. Major programs include 1) General Services, 2) Development Services, 3) Public Safety, 4) Environmental Health, 5) Community Services, and 6) Transportation. Programs may transcend specific fund or departmental boundaries in that a program encompasses all associated activities, regardless of fund or department, directed toward the attainment of a general goal or objective. The relationship between programs and funds is presented in summary form in the Budget Summaries section as is their relation to the Departments and Divisions engaged in the pursuit of the respective goals and objectives. • Departments- Finally, the Performance Budget section of the operating budget illustrates the distribution of budget appropriations along the major organization units of city departments and their divisions. • Relationship Between Budgeting and Accounting- This budget is adopted on a basis consistent with GAAP, except for certain items which are adjusted on the city's accounting system at fiscal year-end. During the year, the city's accounting system is maintained on the same basis as the adopted budget. This enables departmental budgets to be easily monitored via accounting system reports on a monthly basis. The major differences between this adopted budget and GAAP for governmental funds are: a) encumbrances are recorded as the equivalent of expenditures (budget) as opposed to a reservation of fund balance (GAAP); b) certain revenue and expenditures, not recognized for budgetary purposes are accrued (GAAP); and c) supply inventory and self-insurance contributions are recognized as expenditures for budgetary purposes only. 3-9 City of Tempe Fiscal Year 2024/25 Annual Budget City of Tempe Budgetary Fund Structure All the city's funds are appropriated as part of the annual operating and capital budget. GOVERNMENTAL FUNDS PROPRIETARY FUNDS INTERNAL SERVICE FUNDS Fund General Fund Fund Type General Fund Water and Wastewater Fund Type Enterprise Transit Special Revenue Special Revenue Solid Waste Enterprise Worker’s Compensation Fund General Obligation Debt Service Debt Service Emergency Medical Transportation Enterprise Health Fund Special Assessment Debt Service Debt Service Transit Capital Projects Fund Capital Projects Arts & Cultural Fund Special Revenue Highway User Revenue Fund Special Revenue Community Development (CDBG)Fund Special Revenue Housing Assistance (Section 8) Fund Special Revenue Housing Affordability Fund Special Revenue Restricted Revenue and Donations Fund Special Revenue Grants Fund Special Revenue Court Enhancement Fund Special Revenue Community Facilities District Fund Special Revenue Streets Fund Capital Projects Police Protection Fund Capital Projects Fire Projection Fund Capital Projects Storm Sewers Fund Capital Projects Parks Fund Capital Projects Rio Salado Fund Capital Projects Community Development Fund Capital Projects Signals Fund Capital Projects Community Facilities District Fund Capital Projects Major Fund 3-10 Risk Management Fund FIDUCIARY FUNDS Other PostEmployment Benefits Trust Fund City of Tempe Fiscal Year 2024/25 Annual Budget Fund Descriptions and Fund Structure The funds of the city can be divided into the following categories: • Governmental Funds: General Fund: The General Fund is the general operating fund of the city. It is used to account for all activities of the city not accounted for in some other fund. The General Fund is considered a major fund of the city. Special Revenue Funds: Special Revenue Funds are established to account for legally restricted funding. Our Special Revenue Funds include: Arts & Cultural, Highway User Revenue, Transit, Community Development, Housing Assistance, Housing Affordability Fund, Community Facilities District, Donations and Court Awards, and Grants Fund. The Transit Fund is considered a major fund of the city. Capital Projects Funds: Capital Projects Funds are used to account for financial resources to be used for the acquisition or construction of major capital facilities (other than those financed by Proprietary Funds and Trust Funds). Our Capital Projects Funds include Transit, Streets, Police Protection, Fire Protection, Storm Sewers, Parks, Rio Salado, Community Development and Signals. The Transit Capital Fund is considered a major fund of the city. Debt Service Funds: Debt Service Funds are set up to receive dedicated revenue used to make principal and interest payments on city debt. They are used to account for the accumulation of resources and the payment of general obligation and special assessment debt principal, interest, and related costs, except the debt service accounted for in the Special Revenue Funds and Enterprise Funds. Our Debt Service Funds include General Obligation Debt Service and Special Assessment Debt Service. The Debt Service Funds are considered major funds of the city. • Proprietary Funds Enterprise Funds: Enterprise Funds are used to account for operations including debt service that are:(a) financed and operated in a manner similar to private businesses, where the intent of the government body is that the costs (expenses, including depreciation) of providing goods or services to the general public on a continuing basis are financed or recovered primarily through user charges; or (b) where the governing body has determined that periodic determination of revenue earned, expenses incurred, and/or net income is appropriate for capital maintenance, public policy, management control, accountability, or other purposes. Our Enterprise Funds include: Water and Wastewater, Solid Waste, and Emergency Medical Transportation. The Enterprise Funds are considered major funds of the city. Internal Service Funds: Internal Service Funds are used to report activities that provide supplies and services for certain city programs and activities. The city uses internal service funds to account for its employee and retiree health insurance programs, its workers compensations claims and its risk management services including general liability and property liability claims. Our Internal Service Funds include Enterprise Funds which are used to account for operations including debt service that are: (a) financed and operated in a manner similar to private businesses, where the intent of the government body is that the costs (expenses, including depreciation) of providing goods or services to the general public on a continuing basis are financed or recovered primarily through user charges; or (b) where the governing body has determined that periodic determination of revenue earned, expenses incurred, and/or net income is appropriate for capital maintenance, public policy, management control, accountability, or other purposes. Our Internal Service Funds include: Risk Management Fund, Workers' Compensation Fund, and the Health Fund. 3-11 City of Tempe Fiscal Year 2024/25 Annual Budget Departments by Funding Source Department General Water/ Wastewater Solid Waste Emergency Medical Transport Arts & Cultural HURF Transit Internal Service Funds Restricted Revenue/ Donations & Court Enhancement Governmental Grants ü ü ü ü Mayor and Council ü City Manager ü City Attorney ü City Clerk ü City Court ü ü Communications & Marketing Office ü ü ü Community Development ü ü ü Community Health & Human Services ü ü ü Community Services ü ü ü Diversity, Equity & Inclusion ü ü ü Economic Development ü ü ü Financial Services ü Fire ü ü ü Government Relations Office ü Human Resources ü Information Technology ü Internal Audit Office ü Municipal Budget Office ü Police ü Public Works ü Strategic Management and Innovation Office ü Transportation & Sustainability ü ü Police-RICO and Grants Capital Project Funds ü ü ü ü ü ü ü CDBG/ Section 8 ü ü ü ü ü ü ü ü ü 3-12 ü ü ü ü ü ü ü ü City of Tempe Fiscal Year 2024/25 Annual Budget Financial Policies The city has formally adopted several financial policies that provide a general framework of goals and objectives for the operating budget, debt management, financial reserves, financial reporting, and the capital budget. Strong policies provide a standard against which current budgetary performance can be measured and proposals for future programs evaluated. These policies serve as a framework for sound financial planning and decision making. These policies were developed in order to: 1) institutionalize good financial management practices, 2) maintain adequate financial controls, 3) define how the city will manage its resources to provide valued programs and services to the community, 4) maintain the city's excellent bond rating, 5) manage risk, and 6) provide a long-term perspective for financial and budgetary decisions. The city is in compliance with all adopted financial policies unless noted below with "Exception" and an explanation. Operating Budget Policies (Resolution 2009.03) • Current revenue will be sufficient to support current operating expenditures. In the event that recurring expenditures exceed recurring revenues, non-recurring drawdowns of unassigned General Fund balance is permitted to the extent that they are done in compliance with reserve policy. • Each enterprise operation of the city will maintain revenues, excluding development fees, sufficient to support the annual recurring costs of the enterprise operation and any reserve requirements. • The city shall conduct an annual rate review of its enterprise fund operations as part of its annual budget process. • Charges for services and other revenues will be reviewed on scheduled bases and adjusted as deemed necessary to respond to cost increases or any other changing circumstances, all subject to the approval of the City Council. • A five-year long-range financial forecast incorporating both revenues and expenditures of all city funds will be updated annually and presented to the City Council prior to the start of the city budget process. Each year of the forecast will be balanced as necessary to maintain the specified financial reserve levels. Financial Reporting Policies (Resolution 2009.03) • Accounting systems will comply with the standards issued by the Government Accounting Standards Board and the Government Finance Officers Association. • An annual audit will be conducted on the city's Comprehensive Annual Financial Report by an independent certified public accounting firm. • Full disclose of all financial activities and related matters will be provided in the annual financial statements and bond presentations. • Financial systems will be maintained to monitor expenditures, revenue, and program performance on an ongoing basis. • The city shall comply with all state and federal regulations concerning financial management and reporting. Debt Management Policies (Resolution 2009.03) • Debt will be used to finance long-term capital improvements and not used to finance recurring operating expenses. • Debt may take the form of: a) General obligation debt, supported by property tax revenues b) Revenue bond debt, supported exclusively by the revenue from a particular city enterprise (water, sewer) c) Excise tax bonds, supported by general city revenue d) Special Assessment Improvements District debt, paid by property owners within the District, and backed by the value of the land and its improvements e) Short-term borrowing or lease/purchase contracts, supported by operating revenues 3-13 City of Tempe Fiscal Year 2024/25 Annual Budget • In accordance with state law, the total value of General Obligation bonds issued for the purposes of water, wastewater, artificial light, open space preserves, parks, playgrounds, and recreational facilities cannot exceed 20% of assessed valuation. The total value of General Obligation bonds issued for all other purposes other than those listed above cannot exceed 6% of assessed valuation. • Borrowing for other capital projects may be pursued only when the project being financed is of a long-term nature and special circumstances are present to justify its utilization. • Debt term should match the useful life of the capital projects funded. The average weighted bond maturity schedule, on average, should be maintained at or below 15 years or should not exceed the useful life of the assets. • Debt repayment schedules shall be based upon level annual principal and interest payments. • The city will monitor overlapping debt issued by including overlapping jurisdictions debt burden into the city's financial reports. • Authorized debt shall be limited as follows unless authorization is obtained from the City Council to exceed these limits: a) General obligation bonds shall follow the guidelines established in the Debt Management Plan; b) Excise tax bonds shall maintain revenue coverage limits of at least 4 times debt service; c) Improvement District bonds shall not exceed 5% of the city's secondary assessed valuation; d) Short-term borrowing or lease purchase contracts must be budgeted for within the annual city budget. • The city will, unless otherwise justified, use bond proceeds within the established time frame pursuant to the bond ordinance, contract, or other documents to avoid arbitrage. The city will maintain a system of recordkeeping and reporting to meet the arbitrage rebate compliance requirements of the Federal Internal Revenue Service Regulation 1.148-11. • The city shall adhere to a Debt Management Program. This program will size the City's General Governmental tax supported debt based upon benchmarked criteria in order that the city not take on debt that would adversely affect its budget. The debt ratios will be updated at regular intervals and incorporated into the City's Debt Management Plan. These criteria include: a) Outstanding General Governmental tax-supported debt per capita b) Ratio of General tax-supported debt to the fair market value of Tempe property. c) Ratio of General tax-supported debt per capita as a percent of per capita personal income. d) Ratio of General Governmental tax-supported debt service to general governmental expenditures. Reserve Policies (Resolutions 2009.03, 2013.79, and 2016.42) • The city shall maintain an unassigned fund balance in the General Fund between 20% and 30% of current-year operating revenues. And, if the fund balance is projected during the 5-year term of the Long-Range Financial Forecast, the City Manager shall recommend, to the City Council, a plan to maintain the fund balance within the established policy parameters. Exception: As of July 1, 2023, The General Fund unassigned fund balance currently exceeds 30% of currentyear operating revenues. The city has a plan to reduce the fund balance to within fund balance policy with planned withdrawals to occur over the next several fiscal years. • The city shall maintain a total fund balance in the Transit Special Revenue Fund of at least 25% of current-year operating revenues. • The city shall maintain total fund balance in the Transportation Special Revenue Fund (also known as the Highway User Revenue Fund - HURF) of at least 10% of current-year operating revenues. • The city shall maintain an unrestricted retained earnings reserve in the Solid Waste Enterprise Fund of no less than 15% of current-year operating revenues. • The city shall maintain a total fund balance in the General Obligation Debt Service Fund of between 4% and 8% of outstanding debt that is supported by secondary property taxes. 3-14 City of Tempe Fiscal Year 2024/25 Annual Budget Exception: Due to a legislative change, the maximum debt service reserve cannot exceed 10% of the annual payments of principal and interest in the current year. This policy will be updated to reflect the recent legislative change. The city’s fund balance in the General Obligation Debt Service Fund is below 10%. • The city shall maintain an unrestricted retained earnings reserve in the Water/Wastewater Enterprise Fund of no less than 25% of current-year operating revenues, plus 2% of the gross book value of the tangible assets of the city’s water/wastewater system. • The city shall maintain an unrestricted retained earnings reserve in the Solid Waste Enterprise Fund of no less than 15% of current-year operating revenues. • If the fund balance/retained earnings reserve of any of the funds specified above is reduced below the established minimum standard, the City Manager shall incorporate a plan to restore the fund balance to policy levels in the next scheduled presentation, to the City Council, of the 5-year Long-range Financial Forecast. • The city shall maintain a total fund balance in the Health Fund between 10% and 25% of the current year budgeted amount for medical claims, including prescription drugs, and dental claims (resolution 2016.42) NOTE: For the enterprise funds, the unrestricted fund balance represents working capital available to fund the operations. For the special revenue funds, the total fund balance represents the portion of the total fund balance that is in spendable form. • Each annual operating budget will include a contingency appropriation for temporary financing of unforeseen needs of an emergency nature for that year. The desired level of contingency appropriation each year shall be based on the average of the three prior-years’ experience levels but no less than 2% of fund revenue for the current fiscal year. • Insurance reserves shall be maintained at a level which, together with any purchased insurance, will adequately indemnify the city’s capital assets and its officers and directors against loss. Reserves for self-insurance shall be based on actuarial studies. • Fund balances above established reserve requirements may be used for one-time expenditures such as capital equipment or increased pay-as-you-go financing for capital improvements program. Cash Management Policies (Resolution 2009.03) • The investment of city funds shall be structured to ensure the highest levels of security while achieving the maximum return possible as provided for in Section 2-180 of the Tempe City Code. • The city will maintain a strong system of written internal controls designed to protect the investment of public funds. Capital Budget Policies (Resolution 2009.03) • Estimated costs, potential revenue and funding sources shall be identified prior to any project being submitted for Council approval. A department which anticipates a capital project exceeding its adopted budget shall submit a plan to Council addressing the issues for its prior approval. • A five-year capital improvements program, as required by City Charter, will be developed, and updated annually including anticipated funding sources. In addition, a prior year capital project status report shall be presented to Council for information purposes when the capital improvement budget is considered. • The annual operating budget will provide for the adequate maintenance and the orderly replacement of the capital plan and equipment from current revenue where possible. • Capital improvement operating budget impacts will be coordinated with the development of the operating budget. Future operating, maintenance and replacement costs will be forecast as part of the city's annual long range financial capacity study. • The city may provide for internal, pay-as-you-go financing for its capital improvements program. Funding may come from fund balance reserves or any other acceptable means of funding. The city will coordinate development of the capital improvements budget with development of the operating budget. Future operating costs associated with new capital improvements will be projected and included in operating budget forecasts. 3-15 City of Tempe Fiscal Year 2024/25 Annual Budget Property Tax Policy (Resolution 2011.50) • Annual property tax levy increase for existing property shall not exceed the lesser of inflation or 3.3%. Newly taxed properties will be added to the tax levy at the same primary and secondary tax rates established for existing properties. Pension Funding Policy (Resolution 2021.73) • Arizona Revised Statute requires each employer/member of the Public Safety Personnel Retirement System (PSPRS) to formally adopt a pension funding policy annually. The annual policy must address: 1) how to maintain stability of the city's contribution to PSPRS, 2) how and when the city's funding requirements of PSPRS will be met, and; 3) defining the city's funding ratio target and timeline for reaching the targeted funding ratio. 3-16 City of Tempe Fiscal Year 2024/25 Annual Budget 3-17 City of Tempe Fiscal Year 2024/25 Annual Budget Section 4: Budget Summary Budget Summary .......................................................................................................................................................................... Summary of Revenues/Resources and Expenditures/Expenses by Fund .......................................................................... Components of Total Revenue ................................................................................................................................................... Components of Total Expenditures ............................................................................................................................................ Total Revenue by Source............................................................................................................................................................. Revenue by Major Source and Fund ......................................................................................................................................... Expenditures Type and Fund ...................................................................................................................................................... Fund Summary .............................................................................................................................................................................. Governmental Funds: Ten-Year Fund Balance Trends.......................................................................................................... Special Revenue Funds: Ten-Year Fund Balance Trends..................................................................................................... Enterprise Funds: Ten-Year Fund Balance Trends................................................................................................................. Comprehensive Financial Plan Overview ................................................................................................................................. Forecast Methodology.................................................................................................................................................................. Major Revenue Assumptions ...................................................................................................................................................... Major Expenditure Assumptions ................................................................................................................................................. General Fund Forecast Discussion............................................................................................................................................ Special Revenue Funds ............................................................................................................................................................... Transit Fund Forecast Discussion .......................................................................................................................................... Arts and Cultural (formerly Performing Arts) Fund Forecast Discussion ......................................................................... Transportation (HURF) Fund Forecast Discussion ............................................................................................................. Enterprise Funds ........................................................................................................................................................................... Water/Wastewater Fund Forecast Discussion ..................................................................................................................... Solid Waste Fund Forecast Discussion................................................................................................................................. Emergency Medical Transportation Fund Forecast Discussion ........................................................................................ 4-1 4-2 4-3 4-4 4-5 4-6 4-8 4-11 4-14 4-16 4-16 4-18 4-19 4-19 4-21 4-24 4-26 4-28 4-28 4-30 4-32 4-33 4-33 4-34 4-35 City of Tempe Fiscal Year 2024/25 Annual Budget Budget Summary Total Revenue and Expenses FY 2024/25 Revenues $1.44 billion 8% 4% 21% Local Taxes 11% User Charges Bonds/CIP Other Revenue 11% Inter-governmental Claims/Insurance Premiums All Other 45% Total budgeted revenue in the FY 2024/25 Financial Program is approximately $1.44 billion. Overall revenue collections are anticipated to grow 19.4% in FY 2024/25 in comparison to the FY 2023/24 budget. The increase in revenue from last fiscal year is reflective of the city’s increased spending on the capital improvements program. The total revenues do not include $150.0 million in planned draw downs of fund balance and transfers between funds. FY 2024/25 Expenditures $1.59 billion 4% 4% 4% Personnel Costs 19% Supplies/Services Debt Service Contingencies 14% Capital Projects (CIP) Health/Risk 49% 6% 1% CDBG/Section 8 Donations/Grants The budgeted expenditures for FY 2024/25 total $1.59 billion. The budgeted expenditures are 17.7% greater in comparison to the FY 2023/24 budget. This growth in expenditures represents increased capital improvement program spending. 4-2 City of Tempe Fiscal Year 2024/25 Annual Budget Summary of Revenues/Resources and Expenditures/Uses 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 period to period is listed. FY 2022/23 Actual $295,932,631 FY 2023/24 Budget $313,284,194 % Change 5.9% FY 2023/24 Revised $319,243,128 % Change 1.9% FY 2024/25 Budget $320,996,974 % Change 0.5% Special Revenue Funds 146,547,272 193,099,828 31.8% 168,785,041 (12.6%) 230,414,510 36.5% Enterprise Funds Internal Service Fund Debt Service Fund Capital Projects Fund Total $ 120,038,588 46,888,675 38,098,973 117,686,796 765,192,935 126,766,531 48,394,242 39,969,022 482,421,254 $ 1,203,935,071 5.6% 3.2% 4.9% 309.9% 57.3% 128,922,542 46,736,175 39,969,022 115,387,280 819,043,188 1.7% 140,591,371 (3.4%) 50,952,276 —% 42,044,556 (76.1%) 652,350,506 44.7% $ 1,437,350,193 9.1% 9.0% 5.2% 465.4% 75.5% Expenditures/Uses General Fund FY 2022/23 Actual $256,297,781 FY 2023/24 Budget $299,801,709 % Change 17.0% FY 2023/24 Revised $291,409,570 % Change (2.8%) FY 2024/25 Budget $322,513,851 % Change 10.7% Special Revenue Funds $106,281,654 $191,575,126 80.3% $159,186,565 (16.9%) $241,259,280 51.6% Enterprise Funds Internal Service Fund Debt Service Fund Capital Projects Fund Total $ 121,289,167 46,337,569 34,900,550 108,135,394 673,242,115 141,691,784 51,335,625 42,714,394 621,508,957 $ 1,348,627,595 16.8% 10.8% 22.4% 474.8% 100.3% 126,772,083 48,505,075 42,714,394 359,803,542 $ 1,028,391,229 (10.5%) 144,376,951 (5.5%) 54,497,398 —% 49,555,068 (42.1%) 775,133,790 (23.7)% $ 1,587,336,338 13.9% 12.4% 16.0% 115.4% 54.4% Revenues/Resources General Fund 4-3 $ City of Tempe Fiscal Year 2024/25 Annual Budget Components of Total Revenue FY 2024/25 Adopted Budget Total Revenue $1,437,350,193 Operating Budget $784,999,687 General Governmental $320,996,974 Special Revenue $230,414,510 Enterprise $140,591,371 Local Taxes $185,763,410 Transit $76,965,885 Intergovernmental $79,533,373 Capital Budget $652,350,506 Internal Service $50,952,276 Debt Service $42,044,556 Bond Proceeds $517,561,675 Water/ Wastewater $109,849,068 Tempe Health $42,390,602 General Obligation $40,061,431 General Obligation Bonds Federal Grants $517,561,675 $68,676,927 CDBG/Section 8 Housing $67,149,356 Solid Waste $23,149,023 Risk Management $4,974,738 Special Assessment $1,983,125 User Charges $24,366,499 Governmental Grants $35,716,887 Emergency Medical Transport $7,593,280 Worker's Compensation $3,586,936 All Other $31,333,692 Transportation/ HURF $14,705,340 Excise Bonds $— Outside Revenue $134,788,831 Pay-As-YouGo & Outside Revenue $66,111,904 Revenue Bonds $— General Governmental is the largest operating revenue category. It supports basic functions of the City, which include Police, Fire Medical Rescue, Community Services, and Community Development. Arts & Culture $13,238,427 Police RICO/ Grants $11,513,153 Donations & Restricted Revenue $9,540,944 Court Enhancement $1,584,518 Note: The amounts noted above reflect budgeted funds that the city receives as income. Interfund transfers are not classified as revenue for this presentation. 4-4 City of Tempe Fiscal Year 2024/25 Annual Budget Components of Total Expenditures FY 2024/25 Adopted Budget Total Expenditure $1,587,336,338 Capital Budget $775,133,790 Operating Budget $812,202,548 General Governmental $322,513,851 Special Revenue $241,259,280 Police & Fire Services $179,552,466 $83,665,063 Community & Health Services $66,752,098 CDBG/Section 8 Housing $67,149,356 Administration & Support Services Governmental Grants $48,695,359 $35,716,887 Development & Infrastructure $21,597,651 Transportation/ HURF $18,794,144 Miscellaneous $2,916,277 Arts & Culture $13,295,215 Contingency $3,000,000 Transit Enterprise Internal Service Debt Service Capital Budget $144,376,951 $54,497,398 $49,555,068 $775,133,790 Water/ Wastewater $107,036,411 Solid Waste $30,393,777 Emergency Medical Transport $6,946,763 $44,063,474 General Obligation $47,571,943 Risk Management $6,974,738 Special Assessment $1,983,125 Tempe Health General Purpose $372,834,696 Enterprise $237,582,562 Worker's Compensation Transportation $3,459,186 $102,706,608 Special Purpose $62,009,924 Police RICO/ Grants $11,513,153 Restricted Revenue & Donations $9,540,944 Court Enhancement $1,584,518 Note: The amounts noted above reflect budgeted expenditure amounts. Interfund transfers are excluded for this presentation 4-5 City of Tempe Fiscal Year 2024/25 Annual Budget Total Revenue by Source Comparative Revenue by Source FY 2023/24 Budget to FY 2024/25 Budget, Fiscal Year Ending June 30 50% 45% 40% 40% 30% 24% 20% 21% 11% 10% 11% 13% 11% 7% 4% 8% 4% 0% Local Taxes User Charges Intergovernmental Claims/Insurance Premiums All Other Bonds/CIP Other Revenue FY 2023/24 Revised FY 2024/25 Budget Where the Money Comes From Revenue Source Local Taxes Local Sales Taxes Other Local Taxes Transit Tax Arts & Culture 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 Claim & Insurance Premiums Donations/Restricted Revenue/Grants Transit Fares and Facilities Fees, Fines, and Forfeitures Licenses & Permits Interest Revenue Miscellaneous Revenue Capital Projects Bond/Note Proceeds CIP Other Revenue Total Revenue FY 2022/23 Actual FY 2023/24 Budget $152,423,175 63,391,096 57,815,447 11,647,867 $156,172,384 66,373,440 59,681,071 12,253,433 $156,002,414 66,253,841 59,055,133 12,088,710 $156,633,513 69,191,328 58,960,302 12,069,298 84,853,674 20,843,436 7,157,421 15,345,994 95,628,536 21,128,154 6,707,038 11,721,500 96,881,885 21,376,816 5,729,200 17,187,368 106,501,256 22,435,471 6,517,382 18,524,617 72,392,284 17,840,350 13,717,215 1,228,218 88,020,345 52,192,639 14,295,674 1,232,702 87,688,504 28,617,574 13,852,639 1,411,524 79,533,373 67,149,356 14,252,741 1,411,524 46,888,675 26,235,223 10,910,049 10,933,140 2,367,820 9,700,703 17,184,323 48,394,242 38,293,509 10,153,000 9,692,474 2,589,500 12,689,000 14,295,176 46,736,175 38,709,661 10,153,000 10,640,037 2,437,000 13,846,771 14,987,656 50,952,276 58,355,502 9,865,262 13,489,750 2,462,000 21,432,753 15,261,983 69,500,000 48,186,796 $760,562,906 390,202,550 92,218,704 $1,203,935,071 111,400,000 3,987,280 $819,043,188 517,561,675 134,788,831 $1,437,350,193 4-6 City of Tempe Fiscal Year 2024/25 Annual Budget Total Expenditure by Type Comparative Expenditure by Type FY 2023/24 Budget to FY 2024/25 Budget, Fiscal Year Ending June 30 50% 49% 46% 40% 30% 21% 19% 20% 15% 14% 10% 7% 6% 4% 1% 4% 4% 4% 1% 4% 3% 0% rs Pe t os lC e n on s / es pli p Su ic rv Se es bt De ic rv Se e ies nc e ing nt o C isk /R h alt He 2023/24 BG CD / ct Se ion 8 ns tio a n Do /G s nt ra al pit a C ct oje r P s IP (C ) 2024/25 Where the Money Goes Expenditure Type Personnel Costs Salary/Wages & Special Pays Fringe Benefits Materials & Supplies Fees & Services Travel & Miscellaneous Capital Outlays Debt Service Internal Service Charges Contingencies Health/Risk/Internal Service Charges CDBG/Section 8 Housing Donations/Restricted Revenue/Grants Capital Projects (CIP) Total Expenditures FY 2022/23 Actual FY 2023/24 Budget FY 2023/24 Revised FY 2024/25 Budget $161,656,201 77,683,740 28,733,351 108,797,194 12,961,784 8,215,910 83,817,200 6,352,624 — 46,337,569 16,949,736 13,601,412 108,135,394 $673,242,115 $177,160,792 101,520,751 26,765,462 138,487,018 12,017,077 25,150,123 90,706,415 6,289,227 7,200,000 51,335,625 52,192,639 38,293,509 621,508,957 $1,348,627,595 $172,266,532 97,077,478 26,689,093 140,829,816 10,777,811 10,971,926 90,706,415 8,100,360 — 48,505,075 28,596,678 34,066,503 359,803,542 $1,028,391,229 $188,357,933 110,502,936 27,298,116 153,274,142 14,207,119 26,550,434 97,237,147 6,572,465 8,200,000 54,497,398 67,149,356 58,355,502 775,133,790 $1,587,336,338 4-7 City of Tempe Fiscal Year 2024/25 Annual Budget Revenue by Major Source and Fund FY 2022/23 Actual FY 2023/24 Budget FY 2023/24 Revised FY 2024/25 Budget $139,221,287 13,201,888 $152,423,175 $143,871,812 12,300,572 $156,172,384 $142,295,025 13,707,389 $156,002,414 $142,067,169 14,566,344 $156,633,513 State Income Tax State Sales Tax $34,927,472 27,216,492 $49,374,206 27,716,949 $49,275,176 27,361,207 $39,934,808 28,371,337 Vehicle License Tax Other Intergovernmental Total State Shared Revenue 9,132,854 1,115,466 $72,392,284 9,432,404 1,496,786 $88,020,345 9,339,611 1,712,510 $87,688,504 9,505,957 1,721,271 $79,533,373 $20,960,295 3,737,593 $21,802,825 3,887,097 $21,802,825 3,970,694 $22,543,575 4,129,522 2,863,995 $27,561,883 $15,345,994 2,699,996 $28,389,918 $11,721,500 2,496,800 $28,270,319 $17,187,368 2,456,800 $29,129,897 $18,524,617 $4,592,738 1,914,317 $6,507,055 $4,129,025 1,908,513 $6,037,538 $3,359,425 1,801,275 $5,160,700 $3,751,689 2,090,193 $5,841,882 $585,138 432,675 3,128,767 $558,046 415,971 2,418,457 $657,031 432,475 2,600,531 $2,872,397 432,475 2,657,197 $4,146,580 $3,392,474 $3,690,037 $5,962,069 $2,367,820 $2,589,500 $2,437,000 $2,462,000 $4,857,934 $10,329,906 $295,932,631 $6,435,000 $10,525,535 $313,284,194 $7,592,771 $11,214,015 $319,243,128 $11,687,993 $11,221,630 $320,996,974 $57,815,447 10,910,049 1,228,218 $59,681,071 10,153,000 1,232,702 $59,055,133 10,153,000 1,411,524 $58,960,302 9,865,262 1,411,524 2,276,022 2,935,000 2,935,000 5,823,797 867,359 905,000 905,000 905,000 $73,097,095 $74,906,773 $74,459,657 $76,965,885 Revenue Source General Fund Local Taxes City Sales Tax Transient Lodging Tax Total Local Taxes State Shared Revenue Other Local Taxes Primary Property Tax SRP Payment in Lieu of Taxes Franchise Fees Total Other Local Taxes Building & Trades/Planning & Zoning Cultural and Recreational Registration & Admission Charges Other Cultural and Recreation Fees Total Cultural and Recreational Fines, Fees and Forfeitures Traffic & Parking Fines Criminal Fines Other Fines, Fees and Forfeitures Total Fines, Fees and Forfeitures Licenses & Permits Interest Income Miscellaneous Revenue Total General Fund Transit Fund Transit Tax Fares and Facility Revenue Federal and State Funding Interest Income Miscellaneous Revenue Total Transit Fund 4-8 City of Tempe Fiscal Year 2024/25 Annual Budget Revenue Source Total CDBG/Section 8 Housing Funds Governmental Grants Fund Transportation Fund Highway User Revenue Tax Other Transportation Fees Miscellaneous Revenue Total Transportation Fund Arts and Culture Fund Arts and Culture Tax Facility Revenue Interest Income Miscellaneous Revenue Total Arts and Culture Fund Police-RICO/Grants Fund Governmental Donations & Restricted Revenue Fund Court Enhancement Fund Water/Wastewater Fund Water/Wastewater Service Water Consumption Water Service Sewer Usage Sewer Service Other Water Charges Total Water/Wastewater Service Interest Income Miscellaneous Revenue Total Water/Wastewater Fund Solid Waste Fund Solid Waste Service Residential Service Commercial Service Recycling Other Solid Waste Charges Total Solid Waste Service Interest Revenue Miscellaneous Revenue Total Solid Waste Fund FY 2022/23 Actual FY 2023/24 Budget FY 2023/24 Revised FY 2024/25 Budget $17,840,350 $14,109,182 $52,192,639 $23,378,511 $28,617,574 $22,329,550 $67,149,356 $35,716,887 $13,717,215 240,494 2,876,007 $16,833,716 $14,295,674 232,800 3,000 $14,531,474 $13,852,639 232,800 3,000 $14,088,439 $14,252,741 232,800 219,799 $14,705,340 $11,647,867 650,366 224,240 18,415 $12,540,888 $5,642,098 $12,253,433 669,500 248,500 4,000 $13,175,433 $9,177,332 $12,088,710 568,500 248,500 4,000 $12,909,710 $9,813,253 $12,069,298 675,500 489,629 4,000 $13,238,427 $11,513,153 $5,426,961 $1,056,982 $5,156,970 $580,696 $5,301,881 $1,264,977 $9,540,944 $1,584,518 $38,923,721 12,224,413 22,612,344 9,160,573 1,932,623 $84,853,674 1,912,268 686,114 $87,452,056 $48,600,000 11,000,000 25,000,000 8,500,000 2,528,536 $95,628,536 2,740,000 550,524 $98,919,060 $49,781,575 10,300,017 25,549,875 8,791,154 2,459,264 $96,881,885 2,740,000 555,524 $100,177,409 $55,282,823 11,819,270 27,146,742 9,340,601 2,911,820 $106,501,256 2,740,000 607,812 $109,849,068 $13,839,566 4,439,774 926,692 1,637,404 $20,843,436 230,311 69,700 $21,143,447 $14,000,000 4,385,000 908,647 1,834,507 $21,128,154 305,500 88,817 $21,522,471 $14,201,520 4,413,000 945,325 1,816,971 $21,376,816 305,500 87,817 $21,770,133 $14,910,000 4,635,000 984,000 1,906,471 $22,435,471 625,735 87,817 $23,149,023 4-9 City of Tempe Fiscal Year 2024/25 Annual Budget Revenue Source Emergency Medical Transport Fund Ambulance Fees Interest Revenue Total Emergency Medical Transport Fund Golf Fund Greens Fees and Range Revenue Interest Revenue Miscellaneous Revenue Total Golf Fund Tempe Health Fund Risk Management Fund Worker’s Compensation Fund General Obligation Debt Service Fund Secondary Property Tax Interest Revenue Miscellaneous Revenue Total General Obligation Debt Service Fund Special Assessment Debt Service Fund Capital Project Funds Bond Proceeds Grants Miscellaneous Revenue Total Capital Project Funds Total Revenue – All Funds FY 2022/23 Actual FY 2023/24 Budget FY 2023/24 Revised FY 2024/25 Budget $6,786,560 26,496 $6,813,056 $6,300,000 25,000 $6,325,000 $6,950,000 25,000 $6,975,000 $7,527,681 65,599 $7,593,280 $4,603,641 15,257 11,131 $4,630,029 $38,452,774 $5,081,422 $3,354,479 $— — — $— $39,910,964 $4,896,342 $3,586,936 $— — — $— $39,470,956 $3,872,613 $3,392,606 $— — — $— $42,390,602 $4,974,738 $3,586,936 $35,829,213 173,432 184,597 $36,187,242 $1,911,731 $37,983,522 — — $37,983,522 $1,985,500 $37,983,522 — — $37,983,522 $1,985,500 $40,061,431 — — $40,061,431 $1,983,125 $69,500,000 22,934,656 25,252,140 $117,686,796 $390,202,550 54,386,147 37,832,557 $482,421,254 $111,400,000 340,894 3,646,386 $115,387,280 $517,561,675 68,676,927 66,111,904 $652,350,506 $765,192,935 $1,203,935,071 $819,043,188 $1,437,350,193 Note: Interfund transfers are not classified as revenue for this presentation. 4-10 City of Tempe Fiscal Year 2024/25 Annual Budget Expenditure Type and Fund Expenditure Type General Fund Personnel Costs Salary and Wages Fringe Benefits Total Personnel Costs Materials and Supplies Fees & Services Travel & Miscellaneous Capital Outlays Internal Service Charges Contingencies Total General Fund Transit Fund Personnel Costs Salary and Wages Fringe Benefits Total Personnel Costs Materials and Supplies Fees & Services Travel & Miscellaneous Capital Outlays Debt Service Internal Service Charges Contingencies Total Transit Fund Total CDBG/Section 8 Housing Funds Governmental Grants Fund Transportation Fund Personnel Costs Salary and Wages Fringe Benefits Total Personnel Costs Materials and Supplies Fees & Services Travel & Miscellaneous Capital Outlays Internal Service Charges Contingencies Total Transportation Fund FY 2022/23 Actual FY 2023/24 Budget FY 2023/24 Revised FY 2024/25 Budget $133,605,032 65,869,046 $199,474,078 13,095,960 45,499,547 9,632,389 4,842,741 -16,246,934 — $256,297,781 $144,357,279 87,677,526 $232,034,805 12,157,490 52,373,061 11,493,980 10,034,890 -20,292,517 2,000,000 $299,801,709 $142,270,131 85,021,217 $227,291,348 12,042,621 54,435,522 10,268,514 5,143,473 -17,771,908 — $291,409,570 $154,246,517 96,110,930 $250,357,447 12,500,982 55,192,124 13,693,219 10,819,289 -23,049,210 3,000,000 $322,513,851 $1,740,282 779,417 $2,519,699 6,634,961 36,369,174 8,259 28,400 4,694,064 2,761,071 — $53,015,628 $16,949,736 $6,905,966 $2,003,149 858,460 $2,861,609 5,777,717 54,629,314 62,675 91,053 4,697,749 2,836,883 1,500,000 $72,457,000 $52,192,639 $23,378,511 $1,852,197 809,070 $2,661,267 5,777,717 56,872,664 62,675 164,539 4,697,749 2,829,107 — $73,065,718 $28,596,678 $21,971,235 $2,100,481 889,501 $2,989,982 5,767,273 65,182,504 62,675 111,895 4,691,534 3,359,200 1,500,000 $83,665,063 $67,149,356 $35,716,887 $3,498,681 1,631,294 $5,129,975 505,600 3,190,268 2,623,932 734,894 2,172,849 — $14,357,518 $4,387,672 2,044,413 $6,432,085 814,641 3,665,134 54,570 1,848,641 2,529,287 1,000,000 $16,344,358 $4,056,567 1,791,476 $5,848,043 814,641 3,665,134 54,570 336,668 2,333,904 — $13,052,960 $4,484,812 2,045,325 $6,530,137 814,641 3,753,730 54,570 3,444,835 3,196,231 1,000,000 $18,794,144 4-11 City of Tempe Fiscal Year 2024/25 Annual Budget Expenditure Type Arts and Culture Fund Personnel Costs Salary and Wages Fringe Benefits Total Personnel Costs Materials and Supplies Fees & Services Travel & Miscellaneous Capital Outlays Debt Service Internal Service Charges Contingencies Total Arts and Culture Fund Police-RICO/Grants Fund Governmental Donations & Restricted Revenue Fund Court Enhancement Fund Water/Wastewater Fund Personnel Costs Salary and Wages Fringe Benefits Total Personnel Costs Materials and Supplies Fees & Services Travel & Miscellaneous Capital Outlays Debt Service Internal Service Charges Contingencies Total Water/Wastewater Fund Solid Waste Fund Personnel Costs Salary and Wages Fringe Benefits Total Personnel Costs Materials and Supplies Fees & Services Travel & Miscellaneous Capital Outlays Internal Service Charges Contingencies Total Solid Waste Fund FY 2022/23 Actual FY 2023/24 Budget FY 2023/24 Revised FY 2024/25 Budget $3,146,365 1,066,849 $4,213,214 401,523 1,756,355 58,630 69,791 582,250 1,275,597 — $8,357,360 $4,636,132 $3,996,646 1,370,025 $5,366,671 268,452 3,032,962 105,231 91,428 581,750 1,841,126 1,000,000 $12,287,620 $9,177,332 $3,526,344 1,202,121 $4,728,465 310,152 2,781,331 91,231 104,528 581,750 1,807,249 — $10,404,706 $8,758,578 $4,525,158 1,647,048 $6,172,206 292,008 3,092,107 105,231 213,389 584,500 1,835,774 1,000,000 $13,295,215 $11,513,153 $1,996,268 $63,046 $5,156,970 $580,696 $3,086,492 $250,198 $9,540,944 $1,584,518 $11,240,723 4,979,743 $16,220,466 6,405,963 15,772,754 631,127 994,691 43,640,336 8,448,610 — $92,113,947 $13,821,323 6,131,938 $19,953,261 6,379,904 19,923,775 279,880 2,348,919 42,712,522 10,891,158 1,000,000 $103,489,419 $12,202,838 5,202,936 $17,405,774 6,379,904 18,545,081 279,880 1,307,013 42,712,522 10,452,302 — $97,082,476 $14,699,745 6,528,784 $21,228,529 6,579,904 21,309,129 270,683 2,399,670 42,406,045 11,842,451 1,000,000 $107,036,411 $4,852,688 2,112,381 $6,965,069 686,853 4,372,321 7,435 1,158,560 7,159,219 — $20,349,457 $5,198,009 2,270,363 $7,468,372 826,058 4,389,822 15,741 10,245,838 7,876,707 500,000 $31,322,538 $5,041,213 2,108,417 $7,149,630 826,858 4,267,022 15,741 3,421,540 7,886,700 — $23,567,491 $4,890,971 2,150,728 $7,041,699 802,108 4,463,016 15,741 8,739,406 8,831,807 500,000 $30,393,777 4-12 City of Tempe Fiscal Year 2024/25 Annual Budget Expenditure Type Emergency Medical Transport Fund Personnel Costs Salary and Wages Fringe Benefits Total Personnel Costs Materials and Supplies Fees & Services Travel & Miscellaneous Capital Outlays Internal Service Charges Contingencies Total Emergency Medical Transport Fund Golf Fund Personnel Costs Salary and Wages Fringe Benefits Total Personnel Costs Materials and Supplies Fees & Services Capital Outlays Internal Service Charges Total Golf Fund Tempe Health Fund Risk Management Fund Worker’s Compensation Fund General Obligation Debt Service Fund Special Assessment Debt Service Fund Capital Project Funds General Purpose Enterprise Transportation Special Purpose Total Capital Project Funds Total Expenditures – All Funds FY 2022/23 Actual FY 2023/24 Budget FY 2023/24 Revised FY 2024/25 Budget $3,182,091 1,029,972 $4,212,063 467,501 164,341 12 -81 469,200 — $5,313,036 $3,396,714 1,168,026 $4,564,740 541,200 472,950 5,000 489,354 606,583 200,000 $6,879,827 $3,317,242 942,241 $4,259,483 537,200 263,062 5,200 494,165 563,006 — $6,122,116 $3,410,249 1,130,620 $4,540,869 541,200 281,532 5,000 821,950 556,212 200,000 $6,946,763 $390,339 215,038 $605,377 534,990 1,672,434 386,914 313,012 $3,512,727 $37,901,699 $5,081,393 $3,354,477 $32,915,803 $1,984,747 $— — $— — — — — $— $40,980,097 $6,896,342 $3,459,186 $40,728,894 $1,985,500 $— — $— — — — — $— $41,367,606 $3,872,613 $3,264,856 $40,728,894 $1,985,500 $— — $— — — — — $— $44,063,474 $6,974,738 $3,459,186 $47,571,943 $1,983,125 $50,579,216 33,829,171 10,316,858 13,410,149 $108,135,394 $296,348,266 198,794,833 73,633,184 52,732,674 $621,508,957 $177,919,052 123,897,064 33,828,811 24,158,615 $359,803,542 $372,834,696 237,582,562 102,706,608 62,009,924 $775,133,790 $673,242,115 Note: The amounts noted above do not include interfund transfers. 4-13 $1,348,627,595 $1,028,391,229 $1,587,336,338 City of Tempe Fiscal Year 2024/25 Annual Budget Fund Summary The table below provides the fund balance summary for each of the city’s major and non-major governmental funds for fiscal year 2024/25. Changes in beginning and ending fund balance greater than 10% are summarized below the table. Fund Estimated Fund Balance 06/30/2024 General (Unassigned) Interfund Transfer Estimated Fund Balance 06/30/2025 % Change in Fund Balance Revenue Total Financial Resources Expenditures $98,786,233 $320,996,974 $419,783,207 $322,513,851 $94,750 ($9,245,832) $88,118,274 (10.8%) Transportation 9,302,350 14,705,340 24,007,690 18,794,144 1,500,000 (3,857,615) 2,855,931 (69.3%) CDBG/Section 8 2,614,445 67,149,356 69,763,801 67,149,356 Arts & Culture 7,069,935 13,238,427 20,308,362 13,295,215 Transit 96,779,793 76,965,885 173,745,678 83,665,063 Restricted Revenue/ Grants/Donation 5,426,346 58,355,502 63,781,848 58,355,502 7,478,357 42,044,556 49,522,913 49,555,068 3,438,375 In (Out) Special Revenue Debt Service 250,000 2,614,445 0.0% (3,860,000) 3,403,147 (51.9%) (5,704,480) 84,376,135 (12.8%) 5,426,346 0.0% 1,023,393 (86.3%) (2,382,827) Enterprise Solid Waste 3,962,596 23,149,023 27,111,619 30,393,777 1,339,974 (77,615) (2,019,799) (151.0%) Water/Wastewater 64,703,862 109,849,068 174,552,930 107,036,411 2,565,277 (11,754,117) 58,327,679 (9.9%) Emergency Medical Transport 3,514,940 7,593,280 11,108,220 6,946,763 4,161,457 18.4% Health 11,674,977 42,390,602 54,065,579 44,063,474 10,002,105 (14.3%) Risk 1,827,421 4,974,738 6,802,159 6,974,738 (172,579) (109.4%) Worker’s Compensation 5,925,320 3,586,936 9,512,256 3,459,186 6,053,070 2.2% TOTAL OPERATING $319,066,575 $784,999,687 $277,298,907 (13.1%) Capital Improvements 95,089,174 652,350,506 35,813,374 (62.3%) $360,446,452 (13.0%) Internal Service GRAND TOTAL $414,155,749 $1,104,066,262 $812,202,548 747,439,680 $9,188,376 775,133,790 27,694,110 $1,437,350,193 $1,851,505,942 $1,587,336,338 $36,882,486 ($36,882,486) ($36,882,486) 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 draw downs to address projected budget shortfalls between revenues and expenditures. General: The 10.8% decrease represents a planned draw-down of fund balance to fund one-time FY 2024/25 CIP “pay-go” projects, operating budget exclusions and supplementals. Ending fund balance at June 30, 2025 will remain within fund balance policy. Transportation: The 69.3% decrease represents a planned draw-down of fund balance to fund CIP “pay-go” projects in FY 2024/25. Ending fund balance at June 30, 2025 will remain within fund balance policy. Arts & Culture: The 51.9% decrease represents a planned draw-down of fund balance to fund FY2024/25 CIP “pay-go” projects and operating budget supplementals. Ending fund balance at June 30, 2025 will remain within fund balance policy. Transit: The 12.8% decrease represents a planned draw-down of fund balance to fund FY 2024/25 CIP “pay-go” projects and program expansion. Ending fund balance at June 30, 2025 will remain within fund balance policy. Debt Service: The 86.3% decrease represents a planned draw-down of fund balance through increased FY 2024/25 debt service payments. Future debt service payments will be scheduled so that the fund balance does not exceed more than 10% of the current fiscal year principal and interest payments, per State statutory requirements. Solid Waste: The negative ending fund balance on June 30, 2025 is based on the assumption of 100% of the operating and capital budget being spent in FY 2024/25, along with the $500 thousand contingency, per the built-in calculation in the Auditor General schedule. However, the solid waste fund spends only about 60% of its capital budget each year and will use the contingency appropriation only in an emergency. After adjusting for these cash flow assumptions, the fund balance will be positive and within policy on June 30, 2025. Emergency Medical Transport: The 18.4% increase in fund balance reflects the planned drawdown of fund balance for program expansion. Health: The 14.3% decrease in fund balance reflects a planned draw down of fund balance. 4-14 City of Tempe Fiscal Year 2024/25 Annual Budget Risk: The negative fund balance is based on the assumption that the $2.0 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 62.3% 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 2024/25 Annual Budget Governmental Funds: Ten-Year Fund Balance Trends General Fund Unassigned Fund Balance 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 2024, the estimated General Fund unassigned fund balance of $98.8 million was above the 20-30% policy threshold with a planned measured spend-down over the next several years. $150.0 138.9 140.8 $125.0 Millions 126.4 115.9 $100.0 95.4 $75.0 74.4 78.8 101.0 98.8 80.6 $50.0 $25.0 20 15 20 16 20 17 20 18 20 19 20 20 20 21 20 22 20 20 23 24 Es t. $0.0 Fiscal Year Ending June 30 Special Revenue Funds: Ten-Year Fund Balance Trends Transit Fund Restricted Fund Balance The Transit Fund balance was built up in preparation for the construction and operation of the light rail transit system. Fund balance in recent years is within or exceeds fund balance policy of 25% of current year revenues. $120.0 102.6 $80.0 90.0 $60.0 $40.0 47.1 51.3 96.8 61.3 58.1 47.5 45.9 46.2 $20.0 $0.0 20 15 20 16 20 17 20 18 20 19 20 20 20 21 20 22 20 20 23 24 Es t. Millions $100.0 Fiscal Year Ending June 30 4-16 City of Tempe Fiscal Year 2024/25 Annual Budget Arts & Culture/Performing Arts Fund Committed Fund Balance $12.0 With the final payment of the fund’s debt obligation for the original construction of the Tempe Center for the Arts in FYE 2020, it is projected that the fund will experience an annual surplus that will sustain operations. 10.3 $10.0 7.8 Millions $8.0 $6.0 7.1 4.5 $4.0 $2.0 1.5 0.6 1.5 $0.0 (0.5) (1.1) (0.8) 20 15 20 16 20 17 20 18 20 19 20 20 20 21 20 22 20 20 23 24 Es t. ($2.0) Fiscal Year Ending June 30 Highway User Revenue Restricted Fund Balance Planned draw downs 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. $16.0 $14.0 15.2 13.9 $10.0 10.4 $8.0 $6.0 $4.0 9.2 7.5 9.2 9.3 8.1 6.1 4.6 $2.0 $0.0 20 15 20 16 20 17 20 18 20 19 20 20 20 21 20 22 20 20 23 24 Es t. Millions $12.0 Fiscal Year Ending June 30 4-17 City of Tempe Fiscal Year 2024/25 Annual Budget Enterprise Funds: Ten-Year Fund Balance Trends Water/Wastewater Fund Unreserved Fund Balance Planned rate increases approved as part of a long- term 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. $100.0 95.1 Millions $80.0 $60.0 87.8 67.3 69.3 71.9 93.5 89.1 79.4 76.7 64.7 $40.0 $20.0 20 15 20 16 20 17 20 18 20 19 20 20 20 21 20 22 20 20 23 24 Es t. $0.0 Fiscal Year Ending June 30 Solid Waste Fund Unreserved Fund Balance 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. $6.0 5.6 Millions $5.0 4.8 $4.0 3.8 $3.0 $2.0 2.7 4.2 3.9 4.0 3.0 2.3 $1.0 1.1 20 15 20 16 20 17 20 18 20 19 20 20 20 21 20 22 20 20 23 24 Es t. $0.0 Fiscal Year Ending June 30 Emergency Medical Transport Fund Unreserved Fund Balance $6.0 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. 5.2 $5.0 3.1 $3.0 $2.0 $1.0 $0.0 ($1.0) 1.2 — — 1.7 3.5 2.3 — -0.4 20 15 20 16 20 17 20 18 20 19 20 20 20 21 20 22 20 20 23 24 Es t. Millions $4.0 Fiscal Year Ending June 30 4-18 City of Tempe Fiscal Year 2024/25 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 shown here were presented to the City Council in February 2024 and provided fiveyear perspectives that were representative of the city’s projected financial position at that time, based on policies in place at that time. The FY 2024/25 adopted operating budget was formulated using this forecast as a starting point. The Comprehensive Financial Plan covers all major operating funds, including: Governmental Funds • General Fund • Transit Fund • Transportation Fund • Arts & Cultural Fund (formerly Performing Arts Fund) Enterprise Funds • Water/Wastewater Fund • Solid Waste Fund • Emergency Medical Transportation An overview and highlights of the February 2024 forecast for each of the major operating funds are provided beginning on page 4-26. 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. 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 4-19 City of Tempe Fiscal Year 2024/25 Annual Budget 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 2024/25 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 2023/24 were an estimated $12.21 billion, 63.9% higher than FY 2014/15 as Tempe feels the impact of inflation and moves past a COVID-19 pandemic environment. On August 1, 2023, Senate Bill 1131 was signed into law. Effective January 1, 2025, Arizona cities and towns are prohibited from taxing residential rental activities. Estimates indicate recurring sales tax revenue reductions of approximately 9% in the City’s General Fund, Transit Fund, and Arts and Culture Fund, or approximately $21 million across all funds. Taxable sales growth has an impact on many funds, as the General Fund, Transit Fund, and Arts & Culture Fund, each receive their primary revenue from this source. The primary categories of taxable sales (based on FY 2023/24 estimates) are retail (50.9%), real and personal rentals (20.5%), restaurants (8.7%), and contracting (6.3%). Tempe Taxable Sales 12.0 $ Billions 10.0 8.0 6.0 4.0 7.4 7.7 8.1 8.6 9.0 9.2 9.7 11.4 11.9 12.2 In the February 2024 forecast, overall taxable sales were expected to decrease slightly in FY 2024/25 and FY 2025/26 due the elimination of the residential rental sales tax. In FY 2026/27 and beyond, taxable sales are expected to resume steady growth. 2.0 0.0 15 20 16 20 . 17 018 019 020 021 022 023 Est 2 2 2 2 2 20 2 24 20 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 1.1% 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 200 175 150 Thousands Statewide population growth is assumed to average 1.3% per year over the next five years. The disparity between growth in local and state populations is significant since several major revenue categories are dependent upon Tempe’s population as a percentage of the state. For example, if the populations of other municipalities in the state and/or county 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. 125 100 75 107 50 133 142 154 159 166 162 176 181 64 25 0 70 19 4-21 80 19 5 8 19 90 19 5 9 19 00 20 05 010 015 020 2 2 20 2 City of Tempe Fiscal Year 2024/25 Annual Budget The 2020 census showed decreases in populations for many Arizona cities and towns. In FY 2024/25, Tempe’s population is estimated to be 189,834, 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 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. In FY 2014/15, construction activity finished its rebound from its low point during the prior recession. Another spike happened due to the large volume of the Mariana Heights development through FY 2019/20. The forecast assumes a reduction in construction activity to a more normal level, though activity is expected to remain steady. 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. 1,000.0 800.0 $ Millions Assessed Valuation Building Permit Valuation 600.0 400.0 709.2 815.6 858.6 791.8 514.8 506.1 440.6 200.0 788.1 639.2 607.8 0.0 15 20 16 20 17 20 18 20 19 20 20 20 21 20 22 20 23 20 24 20 Es t. 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 5.5% overall in FY 2024/25, 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 robust in most funds, the result of invested fund balances and comparatively high short-term interest rates. 4-22 City of Tempe Fiscal Year 2024/25 Annual Budget 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 Recession have been the longest expansionary period on record. Although the state and local economy experienced nearly flat revenue growth in the FY 2021/22 due to the economic impacts of the COVID-19 pandemic, the city experienced rebound growth of 11.1% in FY 2022/23 fueled by pent up demand and inflation. Since then, the city has experienced modest growth in taxable sales and overall revenues. The future shortterm outlook has slight declines for FY 2024/25 and FY 2025/26 due to the cessation of the residential rental sales tax as of December 31, 2024, but seems most likely to include solid growth after the elimination is fully phased in. Forecast Growth Rates - Revenues: February 22, 2024 Revenues Taxable Sales Growth General Fund Sales Tax Revenue Total Sales Tax Rate General Fund Sales Tax Rate Transit Fund Sales Tax Rate Arts & Culture Fund Sales Tax Rate Primary Property Tax Levy Growth Bed Tax Revenue Growth Bed Tax Rate City Population Growth State Population Growth State Shared Income Tax Growth State Shared Sales Tax Growth State Vehicle License Tax Growth Building and Trades Growth Cultural and Recreational Growth Fees, Fines, Forfeitures Growth Licenses Growth FY 23/24 2.6 % 1.9 % 1.8 % 1.2 % 0.5 % 0.1 % 4.0 % 3.8 % 5.0 % 1.1 % 1.2 % 41.1 % 0.5 % 2.3 % 12.0 % (20.7)% (11.0)% 2.9 % FY 24/25 (0.2)% (0.2)% 1.8 % 1.2 % 0.5 % 0.1 % 4.0 % 6.3 % 5.0 % 1.1 % 1.3 % (19.0)% 3.7 % 4.8 % (0.9)% 13.2 % 1.5 % 1.0 % 4-23 FY 25/26 (0.7)% (0.7)% 1.8 % 1.2 % 0.5 % 0.1 % 4.0 % 6.0 % 5.0 % 1.1 % 1.3 % (10.0)% 4.7 % 3.9 % 2.2 % 3.3 % 3.3 % 2.2 % FY 26/27 4.3 % 4.3 % 1.8 % 1.2 % 0.5 % 0.1 % 4.0 % 6.0 % 5.0 % 1.1 % 1.3 % 4.6 % 4.9 % 3.9 % 2.2 % 3.3 % 3.3 % 2.2 % FY 27/28 4.2 % 4.2 % 1.8 % 1.2 % 0.5 % 0.1 % 4.0 % 6.2 % 5.0 % 1.1 % 1.3 % 5.2 % 4.9 % 3.7 % 2.3 % 3.4 % 3.4 % 2.3 % City of Tempe Fiscal Year 2024/25 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 2.0% and 6.0% with the largest increase in FY 2023/24 as the city provided for a 2.0% 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 2023/24. A further cost-of-living increase of 1.0% in FY 2024/25 in addition to regular pay step/range movement have been programmed into the forecast. Additionally, anticipated adjustments due to the comprehensive Classification and Compensation Study are included beginning in FY 2025/26. 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 6.3% per year is assumed for active employees throughout the forecast. Retiree health care costs are assumed to increase throughout the forecast period due to increased health care plan premiums and more retirees added to the retiree health care plans. Other Post-employment 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: FY 24/25 FY 25/26 FY 26/27 FY 27/28 Arizona State Retirement System (ASRS) 12.27% 12.15% 12.10% 12.05% Public Safety Retirement - Fire 83.33% 82.67% 84.16% 84.95% Public Safety Retirement Police 75.51% 73.41% 76.89% 77.22% Elected Officials Retirement (EORP) 70.59% 70.59% 70.59% 70.59% 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. Due to the low interest rate environment at that time, Tempe expected 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 ASRS and EORP are the same contribution rates as published by the retirement systems. Due to the dual nature of the retirement costs for Police and Fire, the rates above reflect the debt service payments on the bonds, combined with the published public safety retirement system contribution rates, and then expressed as a percentage of payroll. 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 7.8% annually through the forecast period, and motor fuel inflation is expected to grow at an average of 0.9% during the later years of the forecast, after a drop of 3.2% in FY 2023/24. 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 4-24 City of Tempe Fiscal Year 2024/25 Annual Budget 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. Forecast Growth Rates - Expenditures: February 22, 2024 Expenditures FY 23/24 (1) FY 24/25 FY 25/26 FY 26/27 FY 27/28 Personnel Costs Growth FICA (% of payroll) State Retirement (% of payroll) Police Retirement (PSPRS Tiers 1 & 2) 6.1 % 7.70 % 12.29 % 21.90 % 5.5 % 7.70 % 12.27 % 27.87 % 2.9 % 7.70 % 12.15 % 31.63 % 2.0 % 7.70 % 12.10 % 32.76 % 2.2 % 7.70 % 12.05 % 33.75 % Police Retirement (% of payroll) Fire Retirement (PSPRS Tiers 1 & 2) 68.63 % 24.03 % 75.51 % 30.13 % 73.41 % 34.14 % 76.89 % 34.89 % 77.22 % 35.60 % Fire Retirement (% of payroll) (2) Health, Dental, Life Actives Health, Dental, Life Retirees Mediflex Growth Other Fringe Benefits Growth General Inflation Electricity Inflation Water Inflation Sewer Inflation Gasoline Inflation 76.13 % 2.6 % 1.4 % 8.6 % 7.2 % 2.6 % 11.0 % 10.1 % 5.1 % (3.2)% 83.33 % 5.0 % 14.8 % 5.0 % 5.0 % 2.3 % 11.0 % 14.8 % 6.3 % (1.5)% 82.67 % 8.0 % 2.0 % 8.0 % 2.6 % 2.2 % 5.6 % 10.1 % 5.1 % 0.3 % 84.16 % 8.0 % 4.1 % 8.0 % 2.4 % 2.2 % 5.6 % 5.5 % 4.0 % 2.0 % 84.95 % 8.0 % 2.2 % 8.0 % 2.7 % 2.3 % 5.6 % 5.5 % 4.0 % 2.6 % Notes: (1) Excluding OPEB Trust Fund Advance/Withdrawal (2) Net of Fire Insurance Premium Tax credit 4-25 City of Tempe Fiscal Year 2024/25 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 56.1% of FY 2024/25 revenue in the February forecast. We anticipate slight decreases in FY 2024/25 and FY 2025/26 due the elimination of the residential rental sales tax, effective January 1, 2025. Once it is fully phased in by the end of FY 2025/26, we expect moderate growth in taxable sales and other revenue sources for the rest of the forecast period. Economic conditions since the COVID-19 pandemic began have varied widely and have been impacted significantly by Federal policies, including CARES Act funds, taxpayer stimulus payments, temporary unemployment benefit increases, and monetary policy. 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 an average of 24.7% of total revenue throughout the forecast period. From an expenditure perspective, employee compensation and benefit costs have traditionally been the largest component of expenditures, representing 77.7% of the projected total in FY 2024/25. Health care costs for employees are anticipated to increase by 5.0% in FY 2024/25 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 4.9% 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. To mitigate the loss of residential rental revenue, recurring and non-recurring supplemental budget increases have been reduced significantly in each year of the General Fund. Based on Council priorities and agreement with ASU, recurring supplementals are assumed for operating costs of the Real Time Operations Center (RTOC) and for Fire Medical Rescue Department staffing at the NOVUS Innovation Center Campus spread out over three years. Pay-as-you go (cash) funding for capital improvement program (CIP) have been included to provide additional funding for CIP projects. Like supplemental budget requests above, these can also be adjusted to mitigate revenue loss impacts. Based on the projected increases in revenues, programmed operating budget supplementals as well as additional cash (paygo) funding of CIP projects have been included in the 5-year forecast starting in FY 2024/25. Fund balance is still projected to remain in policy even with these added programs and services. Unassigned Fund Balance A planned spend down of the Unassigned Fund Balance is forecasted in order to mitigate the impact of revenue loss as described previously over the upcoming three fiscal years beginning FY 2024/25. FY 2027/28 assumes the resumption of operating budget supplementals to a certain level. If necessary, CIP pay-as-you-go funding and supplemental funding can be reduced or eliminated if conditions make this necessary. Additionally, utilization of the $25 million PSPRS debt service reserve is not planned over the forecast period. The General Fund's unassigned fund balance is projected to be 26.0% of revenues at the end of FY 2027/28. 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. 4-26 City of Tempe Fiscal Year 2024/25 Annual Budget General Fund: Projected Revenues and Expenditures: February 22, 2024 350,000 Thousands 325,000 300,000 275,000 250,000 225,000 200,000 18/19 19/20 20/21 Actual Revenues 21/22 22/23 Actual Expenditures 23/24 24/25 25/26 Projected Revenues 26/27 27/28 Projected Expenditures 18/19 19/20 20/21 21/22 22/23 23/24 24/25 25/26 26/27 27/28 Actual Actual Actual Actual Actual Projected Projected Projected Projected Projected Revenues ($000) 228,495 244,951 247,186 274,096 295,953 320,243 318,681 318,108 331,779 341,765 Expenditures ($000) 219,428 229,916 225,984 248,245 277,378 335,306 316,372 327,952 338,264 348,094 Net Operating Surplus/ (Deficit) 9,067 15,035 21,202 25,851 18,576 (15,063) 2,309 (9,844) (6,485) (6,329) Change to Assigned Funds (3,474) (67) 1,728 (23,913) (32,975) (2,464) — — — — Unassigned Fund Balance 100,958 115,926 138,855 140,793 126,394 108,866 111,175 101,331 94,846 88,517 Unassigned Fund Balance as a % of Revenue 44% 47% 56% 51% 43% 34% 35% 32% 29% 26% 4-27 City of Tempe Fiscal Year 2024/25 Annual Budget Special Revenue Funds: Transit Fund Forecast Discussion Although the unassigned fund balance remains above policy throughout the forecast period, the significant annual losses, beginning in FY 2025/26, indicates a structural deficit due primarily to: a) the elimination of residential rental sales tax and b) increasing transit operational costs. This structural deficit will require Transit Fund long-term budget balancing measures. In the November 2024 General Election, Maricopa County voters will decide whether to extend a half-cent sales tax for transportation. This will be on the ballot as Proposition 479. Currently, there are no additional planned changes in transit services; however, the city will explore long-term balancing strategies upon the determination by the voters of Proposition 479, which is anticipated to have an impact on the Transit Fund. The expenditure amounts in the forecast include operating expenses for the streetcar operations that started in May 2022. The largest operating expenses for the Transit program are the bus, rail and streetcar operations that are provided through contracts with Valley Metro. The forecasted expenditures assume controlled growth in these contract amounts. Fund Balance In the February forecast, the Transit Fund forecast includes a measured spend-down of fund balance. With fund balance above current policy level, this will 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. 4-28 City of Tempe Fiscal Year 2024/25 Annual Budget Transit Fund: Projected Revenues and Expenditures: February 22, 2024 110,000 100,000 Thousands 90,000 80,000 70,000 60,000 50,000 40,000 30,000 18/19 19/20 20/21 Actual Revenues 21/22 22/23 Actual Expenditures 23/24 24/25 Projected Revenues 25/26 26/27 27/28 Projected Expenditures 18/19 19/20 20/21 21/22 22/23 23/24 24/25 25/26 26/27 27/28 Actual Actual Actual Actual Actual Projected Projected Projected Projected Projected Revenues ($000) 66,164 55,171 58,621 65,441 73,097 75,525 76,966 76,143 78,909 79,839 Expenditures ($000) 68,011 58,251 43,049 35,566 58,963 79,128 91,777 87,743 92,499 101,219 Net Operating Surplus/ (Deficit) (1,846) (3,080) 15,572 29,876 14,135 (3,603) (14,812) (11,600) (13,590) (21,380) Change to Assigned Funds 294 3,346 (484) (1,164) (1,559) — — — — — Unassigned Fund Balance 45,922 46,188 61,276 89,988 102,563 98,960 84,148 72,548 58,958 37,578 Unassigned Fund Balance as a % of Revenue 69% 84% 105% 138% 140% 131% 109% 95% 75% 47% 4-29 City of Tempe Fiscal Year 2024/25 Annual Budget Arts and Culture (formerly Performing Arts) Fund Forecast Discussion Despite the loss of residential rental sales tax revenues beginning in January 2025, the Arts and Culture Special Revenue Fund (formerly Performing Arts Fund) remains stable with revenue projections continuing to exceed expenditure projections during the forecast period. Total Facility and programming revenue continues to recover from the pandemic and is expected to remain strong with the Tempe Center for the Arts being the new home for the Arizona Theater Company. 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. FY 2023/24 expenditures include cash transfer to the CIP of $4.4 million, and an additional $8.3 million of CIP cash transfers are assumed over the ensuing four years. Any 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 development 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 41% of revenues by the end of FY 2024/25, significantly higher than the 10% fund balance policy. While this fund balance is higher than policy, the strategy was to preserve fund balance until the long-term effects of the COVID-19 pandemic have dissipated. The pandemic was particularly severe for live indoor performances and exhibits and could have created a fundamental shift in the way people choose to experience arts and cultural events. The Tempe Arts and Culture Plan will look into expanded programs and services to be requested via the annual budget development process to address the excess fund balance. 4-30 City of Tempe Fiscal Year 2024/25 Annual Budget Performing Arts/Arts & Culture Fund: Projected Revenues and Expenditures: February 22, 2024 18,000 Thousands 15,000 12,000 9,000 6,000 3,000 18/19 19/20 20/21 Actual Revenues 21/22 22/23 Actual Expenditures 23/24 24/25 25/26 Projected Revenues 26/27 27/28 Projected Expenditures 18/19 19/20 20/21 21/22 22/23 23/24 24/25 25/26 26/27 27/28 Actual Actual Actual Actual Actual Projected Projected Projected Projected Projected Revenues ($000) 9,846 9,666 9,761 12,043 12,586 13,683 13,488 13,402 14,123 14,589 Expenditures ($000) 12,438 9,343 4,521 8,694 9,777 16,379 15,534 12,842 13,864 14,923 Net Operating Surplus/ (Deficit) (2,591) 323 5,240 3,349 2,809 (2,696) (2,046) 560 260 (335) Change to Assigned Funds 2 (10) 13 (56) (327) — — — — — Ending Fund Balance (1,071) (758) 4,495 7,788 10,270 7,574 5,528 6,088 6,348 6,013 Fund Balance as a % of Revenue (11%) (8%) 46% 65% 82% 55% 41% 45% 45% 41% Note: On 12/31/20 the Performing Arts Tax, which provided revenue to Fund 36000 - Performing Arts, ended. On 1/1/2021, the Arts & Culture Tax, which provides revenue to Fund 37 - Arts & Culture, began.. The majority of the facilities, programs and activities funded by these two taxes overlap, so they are presented in a single financial forecast. 4-31 City of Tempe Fiscal Year 2024/25 Annual Budget Transportation (HURF) Fund Forecast Discussion The Transportation Fund receives the majority of its funding from the distribution of state-shared Highway User Revenue Funds (HURF). Revenue projections over the forecast period are consistent with the November 2023 forecast and are based on the forecast projections from the Arizona Department of Transportation (ADOT) and projections from year-to-date activity. The forecast assumes a reduction in cash funded CIP projects compared to the November 2023 forecast and is consistent with the preliminary CIP requests for Council review in the upcoming, FY 2024/25 budget process. These adjustments keep the fund stable with unassigned fund balances projected to remain within fund balance policy (10% of revenues) through-out the forecast period. Staff will continue to monitor economic trends to ensure the fund balances remain within policy. 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 the continuation of 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. 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. Highway User Revenue Fund: Projected Revenues and Expenditures: February 22, 2024 25,000 22,500 Thousands 20,000 17,500 15,000 12,500 10,000 18/19 19/20 20/21 Actual Revenues 22/23 Actual Expenditures 18/19 Actual 21/22 0 23/24 24/25 Projected Revenues 25/26 26/27 27/28 Projected Expenditures 19/20 20/21 21/22 22/23 23/24 24/25 25/26 26/27 27/28 Actual Actual Actual Actual Projected Projected Projected Projected Projected Revenues ($000) 13,048 14,425 13,938 16,224 18,334 15,642 16,331 16,679 17,072 17,439 Expenditures ($000) 17,298 13,832 11,154 11,245 16,912 21,700 19,902 18,788 15,982 17,046 Net Operating Surplus/ (Deficit) (4,250) 593 2,783 4,979 1,422 (6,059) (3,572) (2,110) 1,090 393 Change to Assigned Funds 705 927 299 (289) (37) — — — — — Ending Fund Balance 4,567 6,088 9,170 13,860 15,245 9,186 5,615 3,505 4,595 4,988 Fund Balance as a % of Revenue 35% 42% 66% 85% 83% 59% 34% 21% 27% 29% 4-32 City of Tempe Fiscal Year 2024/25 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 95% 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. Revenue amounts reflect the recommended water, wastewater, stormwater, and flood irrigation rate adjustments that became effective this past January 2024 as well as anticipated future rate adjustments. The largest expense of the fund is Debt Service, representing 45.0% of expenses in FY 2024/25 in the February forecast as bonds are issued to cover expenses related to improvements to the aging water and wastewater infrastructure. 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 pay-as-you go (cash) funding of CIP projects from FY 2024/25 through FY 2027/28 estimated at $32.3 million. The measured draw down of the fund balance should reach 27.0% of revenue in FY 2027/28. Water / Wastewater Fund: Projected Revenues and Expenditures: February 22, 2024 150,000 140,000 Thousands 130,000 120,000 110,000 100,000 90,000 80,000 18/19 19/20 20/21 Actual Revenues 21/22 22/23 Actual Expenditures 23/24 24/25 25/26 Projected Revenues 26/27 27/28 Projected Expenditures 18/19 19/20 20/21 21/22 22/23 23/24 24/25 25/26 26/27 27/28 Actual Actual Actual Actual Actual Projected Projected Projected Projected Projected Revenues ($000) 86,230 86,489 91,436 90,231 87,565 100,761 110,211 121,543 130,030 138,611 Expenditures ($000) 86,360 80,709 92,206 92,346 101,813 103,097 122,014 132,283 136,656 149,085 Net Operating Surplus/ (Deficit) (130) 5,781 (770) (2,115) (14,249) (2,336) (11,803) (10,741) (6,625) (10,474) Change to Assigned Funds 11,202 1,540 (844) (2,330) 4,585 — — — — — Unassigned Fund Balance 87,797 95,117 93,503 89,058 79,394 77,058 65,255 54,514 47,889 37,415 Unassigned Fund Balance as a % of Revenue 102% 110% 102% 99% 91% 76% 59% 45% 37% 27% 4-33 City of Tempe Fiscal Year 2024/25 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 forecast includes an annual transfer from the General Fund to offset costs of the alley maintenance program. The FY 2022/23 approved recurring transfer was $939 thousand with the amount leveling out to $1.3 million annually. Starting in FY 2024/25, the alley inspection program will be relocated from the Solid Waste Fund to the General Fund. 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. Total cash funded capital outlay is projected at $14.1 million from FY 2024/25 through FY 2027/28. Unrestricted Fund Balance In the February forecast, the fund balance as a percentage of current year revenue was projected to be 15.0% at the end of the forecast period (FY 2027/28) 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. Solid Waste Fund: Projected Revenues and Expenditures: February 22, 2024 30,000 27,500 Thousands 25,000 22,500 20,000 17,500 15,000 18/19 19/20 20/21 Actual Revenues 21/22 22/23 Actual Expenditures 23/24 24/25 25/26 Projected Revenues 26/27 27/28 Projected Expenditures 18/19 19/20 20/21 21/22 22/23 23/24 24/25 25/26 26/27 27/28 Actual Actual Actual Actual Actual Projected Projected Projected Projected Projected Revenues ($000) 17,855 18,974 19,915 20,833 22,083 23,724 24,459 25,333 26,227 26,682 Expenditures ($000) 17,950 19,099 16,250 19,172 20,572 23,341 22,940 24,961 26,589 27,346 Net Operating Surplus/ (Deficit) (96) (125) 3,665 1,661 1,511 384 1,519 371 (362) (664) Change to Assigned Funds 2,721 230 (1,935) (2,428) (2,145) — — — — — Ending Fund Balance 3,768 3,873 5,603 4,837 4,203 4,586 6,105 6,476 6,114 5,450 Fund Balance as a % of Revenue 21% 20% 28% 23% 19% 19% 25% 26% 23% 20% 4-34 City of Tempe Fiscal Year 2024/25 Annual Budget Emergency Medical Transportation Fund Forecast Discussion The newly established Emergency Medical Transportation Fund includes six ambulance companies in service. The largest component of Emergency Medical Transportation Fund revenue is Ambulance Services, which contribute 99% of the revenue in the February 2024 forecast. Expenses are mainly due to personnel costs, which were 62.5% of total expenditures in the February forecast. Unrestricted Fund Balance The fund experienced a slight deficit in FY 2022/23 as capital investments were made. Revenues and expenditures have been adjusted since the November 2023 forecast based on actual cash flow in the fund, and there continues to be a stable outlook for the fund. Staff from the Fire Medical Rescue Department have worked with the Municipal Budget Office and forecasted the need for additional recurring capital appropriation to replace and refurbish existing ambulances. These needs have been projected and are subject to Council approval of ongoing budget requests. The fund balance is expected to be at 57.0% of current year revenues, or $4.3 million, in FY 2027/28. Emergency Medical Transport Fund: Projected Revenues and Expenditures: February 22, 2024 8,000 7,000 Thousands 6,000 5,000 4,000 3,000 2,000 1,000 18/19 19/20 20/21 Actual Revenues 21/22 22/23 Actual Expenditures 23/24 24/25 25/26 Projected Revenues 26/27 27/28 Projected Expenditures 18/19 19/20 20/21 21/22 22/23 23/24 24/25 25/26 26/27 27/28 Actual Actual Actual Actual Actual Projected Projected Projected Projected Projected Revenues ($000) 2,781 4,092 3,772 4,697 6,813 7,150 7,258 7,344 7,449 7,529 Expenditures ($000) 3,016 3,760 3,358 4,639 5,313 7,779 7,441 7,290 7,446 7,683 Net Operating Surplus/ (Deficit) (235) 332 414 58 1,500 (628) (183) 54 3 (155) Change to Assigned Funds 1,847 229 123 787 595 — — — — — Ending Fund Balance 1,180 1,741 2,278 3,123 5,219 4,590 4,407 4,461 4,464 4,310 Fund Balance as a % of Revenue 42% 43% 60% 66% 77% 64% 61% 61% 60% 57% 4-35 City of Tempe Fiscal Year 2024/25 Annual Budget 4-36 City of Tempe Fiscal Year 2024/25 Annual Budget Section 5: Revenue Total Revenue . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-2 General Governmental Revenue: Ten-Year Historical Trends . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-3 City Sales & Transient Lodging Tax . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-3 Intergovernmental: State Shared Revenues . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-5 City Property Tax . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-7 Charges for Services Revenue . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-9 Fines and Forfeitures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-11 Special Revenue: Ten-Year Historical Trends . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-12 Transit Tax . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-12 Performing Arts/Arts & Culture Tax . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-13 Highway User Tax . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-14 Community Development Block Grant/Section 8 Housing Grant . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-14 Enterprise Revenue: Ten-Year Historical Trends . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-16 Water/Wastewater User Fees . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-16 Solid Waste Fees . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-17 Emergency Medical Transport Fees . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-18 CIP Revenue: Ten-Year Historical Trends . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-19 Bond Proceeds . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-19 5-1 City of Tempe Fiscal Year 2024/25 Annual Budget Total Revenue Total revenue for the FY 2024/25 adopted budget is $1.44 billion reflecting $785.0 million in operating revenue and $652.4 million from bond proceeds and other revenue sources in the capital budget. The FY 2024/25 operating revenue total represented an 8.8% increase from FY 2023/2024. The increase in operating revenue sources is primarily in theSpecial Revenue and Enterprise Revenue areas, and consists of increases in other revenue, intergovernmental and user charges. FY 2024/25 Adopted Budget Operating Revenue Operating Revenue 55% General Governmental 22% Special Revenue 16% Enterprise 10% Internal Service 4% Debt Service 3% Bonds/CIP Other Revenue 45% TOTAL REVENUE FY 2023/24 Budget FY 2024/25 Budget Operating Revenue General Governmental Local Taxes $184,562,302 $185,763,410 Intergovernmental 88,020,345 79,533,373 User Charges 17,759,038 24,366,499 All Other 22,942,509 31,333,692 Local Taxes 71,934,504 71,029,600 Intergovernmental 67,721,015 82,813,621 Special Revenue User Charges 669,500 675,500 52,774,809 75,895,789 User Charges 116,756,690 128,936,727 All Other 10,009,841 11,654,644 48,394,242 50,952,276 Local Taxes 37,983,522 40,061,431 All Other 1,985,500 1,983,125 $721,513,817 $784,999,687 $3,880 $4,135 $390,202,550 $517,561,675 92,218,704 $482,421,254 $1,203,935,071 $6,475 134,788,831 $652,350,506 $1,437,350,193 $7,572 All Other Enterprise Internal Service All Other Debt Service Total Operating Revenue Operating Revenue Per Capita CIP Revenue Bond Proceeds CIP Other Revenue Total CIP Revenue TOTAL REVENUE Total Revenue Per Capita Note: The amounts noted above reflect budgeted funds that the city receives as income. lnterfund transfers and utilization of fund balances, while a component of the total financial program, are not classified as revenue for this presentation. 5-2 City of Tempe Fiscal Year 2024/25 Annual Budget General Governmental Revenue: Ten-Year Historical Trends City Sales & Transient Lodging Tax Fiscal Year 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 est. 2024/25 est. City Sales Tax $87,381,133 89,507,126 93,939,127 98,926,556 103,850,093 107,046,820 114,162,705 131,485,732 139,221,287 142,295,025 142,067,169 Transient Lodging Tax $6,276,775 6,427,232 7,094,057 8,038,734 8,836,505 7,345,457 5,419,981 10,774,631 13,201,888 13,707,389 14,566,344 Total Amount $93,657,908 95,934,358 101,033,184 106,965,290 112,686,598 114,392,277 119,582,686 142,260,363 152,423,175 156,002,414 156,633,513 Percent Change (4.7)% 2.4% 5.3% 5.9% 5.3% 1.5% 4.5% 19.0% 7.1% 2.3% 0.4% Restrictions City Sales Tax: Current General Fund rate of 1.2% can only be increased by vote of electorate. Certain proceeds are pledged as security for bond payments due under various bond security agreements. Revenue from a voter-approved 0.5% portion is dedicated to transit purposes and 0.1% is dedicated to funding for Arts & Culture. Transient Lodging Tax: The current rate of 5.0% can be increased only by the electorate. Of the total amount collected, a portion is pledged to the Tempe Convention and Visitors Bureau (TCVB). Excess unrestricted proceeds are deposited into the General Fund. The tax originated in June of 1988 at 2.0% with half (or 1.0%) dedicated to TCVB. In FY 2000/01, voters approved an additional 1.0% for the TCVB, increasing the tax from 2.0% to 3.0%. In May 2010, voters approved an increase in the tax rate from 3.0% to 5.0%. In FY 2023/24, the amount dedicated to the TCVB is $3.0 million with annual inflationary adjustments thereafter. Assumptions City Sales Tax: The city sales tax, known formally as the transaction privilege tax, is derived from a 1.8% tax on a variety of financial transactions, including retail sales, rental payments, contracting sales, utility, telecommunications payments, and hotel/restaurant sales. In FY 1993/94, voters approved a 0.2% increase from 1.0% to 1.2%. In May of 2010, voters approved a temporary 0.2% increase in the sales tax. Sales of food for home consumption and contracting sales were exempted from the increase. The 0.2% temporary tax expired June 30, 2014. The economic impact of the COVID-19 pandemic resulted in reduced sales and transient lodging tax revenues starting in the Spring of 2020. For FY 2020/21 and FY 2021/22, specific taxable revenue categories, such as restaurants and amusements, experienced taxable sales lower than pre-pandemic levels. However, these reductions were offset by increases in the other taxable revenue categories, particularly retail sales. This resulted in increases in the city sales tax of 19.0% in FY 2021/22 and 7.1% for FY 2022/23. We are projecting city sales tax to increase by 0.4% in FY 2024/25 due to a large amount of one-time revenue in FY 2022/23.. Major Influences: Taxable Sales, Population, and Consumer Price Index Transient Lodging Tax: The tax is imposed on businesses who charge for lodging for any period of not more than 30 consecutive days. The FY 2019/20 and FY 2020/21 collections show the impact of the COVID-19 pandemic with FY 2021/22 through FY 2024/25 reflecting the recovery in this tax after the COVID-19 pandemic. Major Influences: Economy, Competition from Hotels Located in Neighboring Cities, and Consumer Price Index 5-3 City of Tempe Fiscal Year 2024/25 Annual Budget City Sales & Transient Lodging Tax 175.0 150.0 10.8 $ Millions 125.0 100.0 6.3 6.4 7.1 7.3 8.8 8.0 87.4 89.5 93.9 98.9 107.0 103.9 13.7 14.6 139.2 142.3 142.1 . t es 5.4 75.0 50.0 13.2 131.5 114.2 25.0 0.0 15 4/ 1 20 16 5/ 1 20 17 6/ 1 20 8 /1 17 20 19 8/ 1 20 0 /2 19 20 City Sales Tax 21 0/ 2 20 2 /2 21 20 Transient Lodging Tax 5-4 23 2/ 2 20 4 /2 23 0 2 t es 5 /2 24 0 2 . City of Tempe Fiscal Year 2024/25 Annual Budget Intergovernmental: State Shared Revenues Fiscal Year 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 est. 2024/25 est. State Shared Income Tax $19,577,085 19,470,946 21,511,044 22,604,114 22,408,078 24,875,451 27,983,270 24,105,004 34,927,472 49,275,176 39,934,808 State Shared Sales Tax $14,779,296 15,357,220 16,145,681 18,266,956 17,958,644 19,899,062 23,228,957 25,683,520 27,216,492 27,361,207 28,371,337 State Shared Vehicle License Tax $6,215,552 6,644,362 7,015,040 7,532,801 7,657,621 8,165,499 9,291,268 9,166,233 9,132,854 9,339,611 9,505,957 Total Amount $40,571,933 41,472,528 44,671,765 48,403,871 48,024,343 52,940,012 60,503,495 58,954,757 71,276,818 85,975,994 77,812,102 Percent Change 6.3% 2.2% 7.7% 8.4% (0.8)% 10.2% 14.3% (2.6)% 20.9% 20.6% (9.5)% Restrictions No restrictions on usage for any of these three state shared revenues other than they must be expended for a public purpose. Assumptions Starting in 2016/17, the population figures used for the distribution of state shared revenues to all incorporated cities and towns in the state are the official U.S. Census Bureau population estimate for each city and town as of July 1 of the prior year, except in the year following a decennial census. Prior to 2016/17, population figures were based on the prior Decennial Census unless a city or town paid for a costly middecade census. The FY 2021/22 shared revenue allocations were based on the 2020 Decennial Census with the FY 2024/25 shared revenue allocations based on the Census Bureau's population estimates as of July 1, 2022. For FY 2024/25, Tempe's relative share of the state's total population is approximately 3.1%. Income Tax: The right to levy income taxes in Arizona is reserved for the state in statute. Cities and towns receive 18.0% of the total state income tax collected during the fiscal year. This revenue is distributed based on each city or town's population in relation to the total population of all incorporated cities and towns in the state. Amounts distributed are based on actual income tax collections from two fiscal years prior to the fiscal year in which the city receives the funds. The large decrease projected for FY 2024/25 is due to a change in the income tax rate, as well as a large drop in taxable capital gains. The State adopted the 2.5% flat income tax rate and it will ultimately result in reduced income tax collections. Cities and towns are receiving an increased 18.0% (up from 15.0%) of the total state income tax collected. This new sharing rate is the result of negotiations intended to minimize the negative impact on cities and towns due to this income tax collection reduction. Major Influences: Taxable Sales, Population (relative to state) and State Law Sales Tax: The state assesses a 5.6% sales tax, of which 0.6% is designated for educational purposes. Of the remaining 5.0%, each state sales tax classification has a designated sharing percentage that goes into the distribution base and cities and towns share 25.0% of that base. Cities and towns share in the base for distribution based on their population in relation to total state population. Although the 2020 census reduced Tempe's proportional share of the total State population, FY 2022/23, FY 2023/2024, and FY 2024/25 show an increase due to projected increases in taxable sales, including growth in online retail sales. Major Influences: Taxable Sales, Population (relative to state) and State Law Vehicle License Tax: Approximately 20.0% of the revenues collected by the Arizona Department of Revenue for vehicle licensing are distributed to cities and towns. The city receives its share of the vehicle license tax collections based on vehicles registered in Maricopa County and the city's population in related to the total incorporated population of Maricopa County. FY 2021/22 and FY 2022/2023 had slight declines based on the city's proportional share of the Maricopa County population and an overall decrease in State vehicle license taxes. The FY 2023/24 and FY2024/2025 estimates are expected to resume growth, but at a much slower pace, an average of 2.0% per year for FY 2023/24 and FY2024/2025 versus an average of 5.9% per year from FY2014/15 through FY2020/21. Major Influences: Population (relative to State), State Policy and Auto Sales 5-5 City of Tempe Fiscal Year 2024/25 Annual Budget State Shared Revenues 90.0 9.3 80.0 9.5 70.0 9.1 $ Millions 60.0 9.3 50.0 40.0 30.0 6.2 14.8 6.6 15.4 7.0 16.1 7.5 18.3 9.2 8.2 7.7 19.9 18.0 19.6 19.5 21.5 28.4 27.2 23.2 25.7 49.3 20.0 10.0 27.4 22.6 24.9 22.4 28.0 34.9 39.9 24.1 0.0 5 /1 14 20 6 /1 15 20 7 /1 16 20 8 /1 17 20 Income Tax 9 /1 18 20 0 /2 19 20 Sales Tax 5-6 1 /2 20 20 2 /2 21 20 Vehicle License Tax 3 /2 22 20 4 /2 23 0 2 t es . 5 /2 24 0 2 t es . City of Tempe Fiscal Year 2024/25 Annual Budget City Property Tax Fiscal Year 2014/15 2015/16 Tax Rate/$100 Assessed Value $2.44 2.52 Primary Collections $14,263,435 14,835,505 Secondary Collections $24,446,996 25,225,256 Total Amount $38,710,431 40,060,761 Percent Change 4.0% 3.5% 2016/17 2.53 15,560,520 26,381,781 41,942,301 4.7% 2017/18 2.49 16,306,319 27,700,581 44,006,900 4.9% 2018/19 2.42 17,194,507 28,173,553 45,368,060 3.1% 2019/20 2.40 17,891,759 29,911,357 47,803,116 5.4% 2020/21 2.40 18,785,768 31,710,945 50,496,713 5.6% 2021/22 2.37 20,184,834 33,796,504 53,981,338 6.9% 2022/23 2023/24 est. 2024/25 est. 2.38 2.41 2.43 20,960,295 21,802,825 22,543,575 35,829,213 37,983,522 40,061,431 56,789,508 59,786,347 62,605,006 5.2% 5.3% 4.7% Restrictions Primary Levy: Limited to annual increase of 2.0% plus amount generated by new construction. No restriction on usage. Secondary Levy: Restricted for debt service purposes only. No statutory limit on rate. Assumptions The city's property tax is based on the assessed value of the property as determined by the Maricopa County Assessor, whose office both bills and collects all property taxes. Historical changes in total revenue collected have been the result of state policy affecting assessed valuations and growth, new development, and appreciation of existing property. In FY 2010/11, the City Council adopted a levy-based approach versus a rate driven approach for property tax revenue. The levy stabilization policy provided a stable and predictable revenue stream for paying annual property tax supported debt service payments. Starting in FY 2015/16, Proposition 117 requires the use of the Limited Property Value (LPV) in levying both primary and secondary property taxes. The combined primary and secondary property tax rate for FY 2024/25 will total $2.4291 per $100 assessed valuation, consisting of $0.8747 per $100 of the primary assessed valuation for operating and maintenance costs and $1.5544 per $100 of secondary assessed valuation to fund principal and interest payments on bonded indebtedness. The primary levy goes to the General Fund for city operations and the secondary levy goes to the Debt Service Fund for repayment of General Obligation bonds. Major Influences: Development, Assessor Appraisal Methodology, State Policy, Population Growth, and City Policy Regarding Property Tax Rates 5-7 City of Tempe Fiscal Year 2024/25 Annual Budget City Property Tax 60.0 $ Millions 50.0 40.0 30.0 15.6 17.2 14.3 14.8 16.3 17.9 24.4 25.2 26.4 27.7 28.2 29.9 18.8 20.0 10.0 31.7 20.2 33.8 21.0 35.8 21.8 38.0 22.5 40.1 0.0 /15 14 20 /16 15 20 /17 16 20 /18 17 20 /19 18 20 /20 19 20 Secondary Collections 5-8 /21 20 20 /22 21 20 Primary Collections t. t. /23 es es 22 /24 /25 20 3 4 2 2 20 20 City of Tempe Fiscal Year 2024/25 Annual Budget Charges for Services Revenue Development Related Charges for Services $10,266,292 Cultural/ Recreational Charges for Services $6,831,320 Total Amount $17,097,612 Percent Change 0.8% 9,946,597 6,970,328 16,916,925 (1.1)% 2016/17 9,079,293 7,349,596 16,428,889 (2.9)% 2017/18 12,631,790 7,170,387 19,802,177 20.5% 2018/19 11,580,979 6,409,498 17,990,477 (9.1)% 2019/20 14,047,783 4,944,188 18,991,971 5.6% 2020/21 10,098,052 3,140,689 13,238,741 (30.3)% 2021/22 12,796,126 4,579,156 17,375,282 31.2% 2022/23 2023/24 est. 2024/25 est. 15,345,994 17,187,368 18,524,617 6,507,055 5,160,700 5,841,882 21,853,049 22,348,068 24,366,499 25.8% 2.3% 9.0% Fiscal Year 2014/15 2015/16 Restrictions Development Related: Intended to offset costs related to permitting and planning for residential and commercial development in the city, though there are no restrictions on usage. Cultural/Recreational: No restrictions on usage but is intended to defray costs of recreation and social service programs. Assumptions Development Related: The annual growth rates shown above reflect the extremely cyclical nature of development over the ten-year period. Significant development activity, including the large Marina Heights development, led to significant growth in FY 2013/14 and FY 2014/15. The decreases after FY 2015/16 are largely due to the Marina Heights project working its way out of the construction queue. However, the recovery of the economy can be seen in the growth that begins in FY 2017/18. As the COVID-19 impacts worked their way through the development queue, revenues declined sharply in FY 2020/21. As the major construction projects and the effects of COVID-19 taper off, development activity should settle into a more sustainable level of revenue in the FY 2024/25 adopted budget. Major Influences: Population, Tax Laws, Economy and Development Cultural/Recreational: Revenue in this category is derived from a wide array of recreational activities (such as softball, swimming, and tennis) and social services programs (such as counseling services and after-school programs). By Council policy, many of these activities and services are partially or fully funded through user charges. Fees are based on a targeted percentage for cost recovery of direct program operating costs, including wages and supply costs but exclude facility costs, administration, and capital outlay. The percentage of recovery of direct program costs is classified by user groups as follows: adult programs, 100% cost recovery; youth programs, 100% cost recovery; senior programs, 50% cost recovery; and all Kiwanis Recreation Center classes/programs, 100% cost recovery. The drop in FY2019/20 and FY 2020/21 revenue was due to a near complete shutdown of recreational activities during the last quarter of FY2019/20, and intermittent/ restricted availability during FY 2020/21. The FY 2024/25 adopted budget was formulated under the assumption that revenues would continue their recovery. Major Influences: Population, Cost Recovery Policy and New Program Development 5-9 City of Tempe Fiscal Year 2024/25 Annual Budget Charges for Services Revenue 25.0 5.8 20.0 5.2 $ Millions 6.5 4.9 7.2 15.0 6.8 7.0 4.6 6.4 7.3 3.1 10.0 5.0 10.3 12.6 9.9 9.1 6 /1 15 20 7 /1 16 20 14.0 11.6 10.1 12.8 15.3 17.2 18.5 0.0 5 /1 14 20 8 /1 17 20 9 /1 18 20 0 /2 19 20 Development Related 5-10 1 /2 20 20 2 /2 21 20 Cultural/Recreational 3 /2 22 20 4 /2 23 0 2 t es . 5 /2 24 0 2 t es . City of Tempe Fiscal Year 2024/25 Annual Budget Fines and Forfeitures Fiscal Year 2014/15 Percent Change 2.8% Amount $8,436,301 2015/16 8,580,396 1.7% 2016/17 8,094,582 (5.7)% 2017/18 6,837,347 (15.5)% 2018/19 6,434,190 (5.9)% 2019/20 5,612,672 (12.8)% 2020/21 4,417,817 (21.3)% 2021/22 4,942,603 11.9% 2022/23 2023/24 est. 2024/25 est. 4,146,580 3,690,037 5,962,069 (16.1)% (11.0)% 61.6% Restrictions There are no restrictions on usage. Assumptions The fines and forfeitures revenue to the city derive from fines related to parking, traffic, criminal, animal control, defensive driving school, adult diversion, domestic violence, and false alarms, plus revenue from public defender reimbursements, forfeitures, and boot fees. During the initial months of the COVID-19 shutdown in the 4th quarter of FY 2019/20, parking fees were waived entirely, and most other fine and forfeiture activity was down, resulting in a 12.8% decline. As COVID-19 continued over the majority of FY 2020/21, revenues declined another 21.3%. The FY 2024/25 adopted budget includes the reinstatement of a photo enforcement traffic program that will create additional revenue resulting in a 60.6% increase. Major Influences: Population, Crime Rate and Internal Policy (Enforcement, Number of Police Officers) Fines and Forfeitures 9.0 8.0 7.0 $ Millions 6.0 5.0 4.0 8.4 8.6 8.1 6.8 3.0 6.4 6.0 5.6 4.4 2.0 4.9 4.1 3.7 1.0 0.0 5 /1 14 0 2 6 /1 15 0 2 7 /1 16 0 2 8 /1 17 0 2 9 /1 18 0 2 0 /2 19 0 2 5-11 1 /2 20 0 2 2 /2 21 0 2 3 /2 22 0 2 4 /2 23 20 t es . 5 /2 24 20 t es . City of Tempe Fiscal Year 2024/25 Annual Budget Special Revenue: Ten-Year Historical Trends Transit Tax Fiscal Year 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 est. 2024/25 est. Amount $36,147,640 37,288,527 39,512,636 41,074,434 43,063,185 44,373,904 47,534,174 54,736,977 57,815,447 59,055,133 58,960,302 Percent Change 7.8% 3.2% 6.0% 4.0% 4.8% 3.0% 7.1% 15.2% 5.6% 2.1% (0.2)% Restrictions Represents a portion of the City Sales Tax dedicated by public vote to transit-related purposes, such as bus acquisition and maintenance, connecting bus routes to neighboring cities, bus stop construction, transit planning, and light rail construction. Assumptions The Transit Tax represents 0.5% of the 1.8% City Sales Tax. The tax for transit was approved by Tempe voters in September 1996 and became effective January 1, 1997. The FY 2024/25 budget estimate is based on projections that include the loss of the residential rental tax revenue. Major Influences: Taxable Sales, Population and Consumer Price Index Transit Tax 60.0 50.0 $ Millions 40.0 30.0 20.0 54.7 36.1 37.3 39.5 41.1 44.4 43.1 57.8 59.1 59.0 . t es 47.5 10.0 0.0 5 /1 14 0 2 6 /1 15 0 2 7 /1 16 0 2 8 /1 17 0 2 9 /1 18 0 2 0 /2 19 0 2 5-12 1 /2 20 0 2 2 /2 21 0 2 3 /2 22 0 2 4 /2 23 0 2 t es 5 /2 24 0 2 . City of Tempe Fiscal Year 2024/25 Annual Budget Performing Arts/Arts & Culture Tax Fiscal Year 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 est. 2024/25 est. Amount $7,460,054 7,656,210 8,084,891 8,436,503 8,823,434 9,131,870 9,760,912 11,209,835 11,647,867 12,088,710 12,069,298 Percent Change 7.8% 2.6% 5.6% 4.3% 4.6% 3.5% 6.9% 14.8% 3.9% 3.8% (0.2)% Restrictions Represents a portion of the City Sales Tax dedicated by public vote for operating expenses and debt service associated with the original construction of the Tempe Center for the Arts (TCA), which ended on December 31, 2020. Since January 1, 2021, that same portion of the City Sales Tax dedicated by a separate public vote is being used for both the TCA and other arts and cultural activities throughout the city. This tax does not have an end date. The name of the tax was changed from the Performing Arts tax to the Arts & Culture tax. The majority of the facilities, programs and activities funded by these two taxes overlap, so they are presented as a single revenue stream. Assumptions The Performing Arts/Arts & Culture Tax represents 0.1% of the 1.8% City Sales Tax dedicated to arts and cultural programs throughout the city and the Tempe Center for the Arts facility. This tax was approved in May 2000 and became effective January 2001. Authorization for this tax expired in December 2020. In November of 2018, voters approved a new 0.1% of the 1.8% City Sales Tax to become effective as of January 1, 2021. The new tax expanded the use of the revenue to include arts and cultural activities throughout the city. The FY 2024/25 budget estimate is based on projections that include the loss of the residential rental tax revenue. Major Influences: Taxable Sales, Population, and Consumer Price Index Performing Arts/Arts & Culture Tax 14.0 12.0 $ Millions 10.0 8.0 6.0 4.0 7.5 7.7 8.1 8.4 8.8 9.1 5 /1 14 0 2 6 /1 15 0 2 7 /1 16 0 2 8 /1 17 0 2 9 /1 18 0 2 0 /2 19 0 2 9.8 1 /2 20 0 2 11.2 11.6 12.1 12.1 . t es 2.0 0.0 5-13 2 /2 21 0 2 3 /2 22 0 2 4 /2 23 0 2 t es 5 /2 24 0 2 . City of Tempe Fiscal Year 2024/25 Annual Budget Highway User Tax Fiscal Year 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 est. 2024/25 est. Percent Change 9.7% 4.4% 8.4% 4.9% 6.5% (0.7)% 10.9% 3.4% (4.8)% 1.0% 2.9% Amount $10,013,859 10,457,799 11,336,801 11,887,793 12,658,768 12,568,037 13,937,545 14,406,073 13,717,215 13,852,639 14,252,741 Restrictions Proceeds can be used only for street and highway purposes including right-of-way acquisition, construction, reconstruction, maintenance, and payment of debt service on highway and street bonds. Assumptions Highway User Revenue Fund (HURF) revenue is comprised primarily of a share of the state-imposed tax on fuel (18 cents per gallon), but also includes a portion of vehicle license taxes and other motor carrier permits and fees. HURF revenues are a major source of funding to the state for highway construction, highway maintenance and improvements, and other highway- related expenditures. More than half of the revenue is used for these state purposes. Of the remaining HURF revenue, 27.5% is distributed to cities and towns. Half of this pool amount is distributed based on each city's or town's percentage share of the statewide total population of all incorporated cities and towns. The remaining one-half is divided into county pools based on each county's share of statewide fuel sales. Within each county, cities and towns receive an allocation based on their percentage share of total incorporated population in the county. The FY 2019/20 decrease reflects a 2.8% drop in gallons of fuel sold in Maricopa County. The FY 2022/23 decrease reflects a drop in Tempe’s share of Maricopa County’s population. The FY 2024/25 budget assumes a rebound in gasoline sales following the FY 2022/23 population share downgrade. Major Influences: Population, State Statute, Economy and Gasoline Sales Highway User Tax 16.0 14.0 $ Millions 12.0 10.0 8.0 6.0 4.0 10.0 10.5 11.3 11.9 12.7 12.6 13.9 14.4 13.7 13.9 14.3 2.0 0.0 5 4/1 201 6 5/1 201 7 6/1 201 8 7/1 201 9 8/1 201 0 9/2 201 5-14 1 0/2 202 2 1/2 202 . . 3 est est 2/2 24 25 / / 202 3 4 202 202 City of Tempe Fiscal Year 2024/25 Annual Budget Community Development Block Grant/Section 8 Housing Grant Community Development Block Grant Percent Amount Change $1,585,694 (28.1)% Fiscal Year 2014/15 Section 8 Housing Grant Percent Amount Change $8,093,011 (2.2)% 2015/16 2,668,286 68.3% 10,539,072 30.2% 2016/17 3,175,376 19.0% 8,776,051 (16.7)% 2017/18 3,291,807 3.7% 9,878,872 12.6% 2018/19 4,933,023 49.9% 10,079,780 2.0% 2019/20 2020/21 2021/22 2,350,002 5,126,663 3,575,474 (52.4)% 118.2% (30.3)% 11,003,698 9,901,543 11,132,160 9.2% (10.0)% 12.4% 2022/23 2023/24 est. 2024/25 est. 4,195,372 9,133,192 33,827,237 17.3% 117.7% 270.4% 13,644,603 19,463,486 33,050,619 22.6% 42.6% 69.8% Restrictions Community Development Block Grant (CDBG) funds are awarded by the federal government and may be used only for the rehabilitation of owner-occupied housing and the removal of "slum and blight". Section 8 Housing Grants, also federal funds, may be used only for rent and utility subsidies for low income residents. Assumptions Funding levels in both programs are based on a federal formula which reflects local factors such as the percentage of people living in poverty, unemployment, population, age of existing housing, and the need for housing. The increases in FY 2022/23 and the FY 2024/25 budget are due primarily to increased Federal funding for both the CDBG and Section 8 Housing programs that has been made available to address the housing needs of the unsheltered and to provide for more affordable housing. Major Influences: Federal Policy, Poverty Levels and Population Community Development Block Grant/Section 8 Housing Grant 60.0 50.0 33.8 $ Millions 40.0 30.0 9.1 20.0 10.0 1.6 8.1 3.3 4.9 2.4 5.1 3.6 8.8 9.9 10.1 11.0 9.9 11.1 7 6/1 201 8 7/1 201 2.7 3.2 10.5 33.1 4.2 13.6 19.5 0.0 5 4/1 201 6 5/1 201 9 8/1 201 Section 8 Housing Grant 0 9/2 201 1 0/2 202 2 1/2 202 . . 3 est est 2/2 /24 /25 202 3 4 2 2 20 20 Community Development Block Grant 5-15 City of Tempe Fiscal Year 2024/25 Annual Budget Enterprise Revenue: Ten Year Historical Trends Water/Wastewater User Fees Fiscal Year 2014/15 Amount $76,128,174 Percent Change (2.7)% 2015/16 2016/17 2017/18 2018/19 79,160,506 84,152,090 85,834,674 83,717,370 4.0% 6.3% 2.0% (2.5)% 2019/20 2020/21 2021/22 2022/23 2023/24 est. 2024/25 est. 83,739,560 93,872,989 93,458,043 87,452,056 100,177,409 109,849,068 —% 12.1% (0.4)% (6.4)% 14.6% 9.7% Restrictions Fees can only be used to support the Water/Wastewater enterprise. Assumptions Water/Wastewater revenue is derived from fees and service charges assessed to residential and commercial customers of the city's water and wastewater systems. Revenue also includes charges to the city's residential irrigation customers. Over the past few years, water rates have been adjusted to address increased costs resulting from inflation, debt service on capital projects, and environmental regulation compliance. Staff will present the results of the latest water and wastewater study to City Council in September 2024 with modest increases in water and wastewater rates anticipated. Major Influences: Population, Rate Policy, Water Consumption Patterns and Weather Water/Wastewater User Fees 110.0 100.0 90.0 80.0 $ Millions 70.0 60.0 50.0 40.0 76.1 79.2 84.2 85.8 93.9 83.7 83.7 93.5 100.2 109.8 87.5 30.0 20.0 10.0 0.0 5 4/1 201 6 5/1 201 7 6/1 201 8 7/1 201 9 8/1 201 0 9/2 201 5-16 1 0/2 202 2 1/2 202 . . 3 est est 2/2 25 24 / / 202 4 3 202 202 City of Tempe Fiscal Year 2024/25 Annual Budget Solid Waste Fees Fiscal Year Percent Change Amount 2014/15 $14,329,939 (0.9)% 2015/16 15,754,290 9.9% 2016/17 16,371,942 3.9% 2017/18 16,736,176 2.2% 2018/19 17,357,470 3.7% 2019/20 18,394,312 6.0% 2020/21 19,909,675 8.2% 2021/22 20,833,300 4.6% 2022/23 2023/24 est. 2024/25 est. 21,143,447 21,770,133 23,149,023 1.5% 3.0% 6.3% Restrictions Used to defray costs of providing solid waste collection and disposal service. Assumptions The collection and disposal of solid waste constitutes the city's second largest enterprise operation. Revenue derives from user fees for residential, commercial, roll-off, and uncontained solid waste service. More recently, the Solid Waste Fund has undergone a thorough review of its operations, and as a result, efficiencies were gained. A rate modification plan was implemented, and solid waste rates have been increased. A new adjusted rate structure (SMART - Save Money and Recycle Tempe) offers an opt-in residential schedule of rates that vary by resident who voluntarily elect a smaller trash container. Periodic rate studies are conducted to ensure that rates are sufficient to cover the operating and capital costs of the solid waste operations. Major Influences: Population, Rate Policy, and Commercial Market/Competition Solid Waste Fees 25.0 $ Millions 20.0 15.0 10.0 14.3 15.8 16.4 16.7 18.4 17.4 19.9 20.8 21.1 21.8 23.1 5.0 0.0 5 4/1 201 6 5/1 201 7 6/1 201 8 7/1 201 9 8/1 201 0 9/2 201 5-17 1 0/2 202 2 1/2 202 . . 3 est est 2/2 /24 /25 202 3 4 2 2 20 20 City of Tempe Fiscal Year 2024/25 Annual Budget Emergency Medical Transport Fees Fiscal Year Percent Change Amount 2014/15 $— —% 2015/16 — —% 2016/17 — —% 2017/18 1,808,000 100.0% 2018/19 3,736,787 106.7% 2019/20 4,510,078 20.7% 2020/21 4,302,498 (4.6)% 2021/22 6,137,345 42.6% 2022/23 2023/24 est. 2024/25 est. 6,813,056 6,975,000 7,593,280 11.0% 2.4% 8.9% Restrictions Used to defray costs of providing emergency medical transport service. Assumptions Fees collected from the operation of an emergency medical transport service is the city's newly established enterprise operation. Revenue derives from user fees for ambulance services. Previously, Tempe has contracted with private sector ambulance services for six ambulances. Mergers, acquisitions and bankruptcies within the private sector have created uncertainty in Tempe's continued ability to contract for high quality, stable ambulance services. Typically, 80% of emergency calls for assistance are medical in nature, half of which result in ambulance transport of a patient to a hospital. The plan for the new emergency transportation service was to add additional Tempe ambulance each fiscal year over over several years until Tempe had six full ambulance companies of their own by FY 2022/23. The long-term objective for the ambulance service is to be fiscally selfsustaining, which it has achieved in the current long-range forecast. Major Influences: Population, Rate Policy, and Commercial Market/Competition Emergency Medical Transport Fees 8.0 7.0 $ Millions 6.0 5.0 4.0 3.0 6.1 2.0 4.5 4.3 0 /2 19 0 2 1 /2 20 0 2 6.8 7.0 7.6 1.0 0.0 Note: — — — 1.8 3.7 5 /1 14 0 2 6 /1 15 0 2 7 /1 16 0 2 8 /1 17 0 2 9 /1 18 0 2 2 /2 21 0 2 The amounts noted above exclude accruals for accounts receivable. 5-18 3 /2 22 0 2 24 3/ 2 20 t es . 5 /2 24 0 2 t es . City of Tempe Fiscal Year 2024/25 Annual Budget CIP Revenue: Ten-Year Historical Trends Bond Proceeds Fiscal Year 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 est. General Obligation Bond Proceeds $89,640,000 104,075,000 37,100,000 54,880,000 61,405,000 24,000,000 28,800,000 96,500,000 69,500,000 111,400,000 517,561,675 Excise Bond Proceeds $— 42,485,000 34,095,000 — 9,110,000 13,160,000 — — — — — Revenue Bond Proceeds $— — — — — 38,000,000 — — — — — Total Amount $89,640,000 146,560,000 71,195,000 54,880,000 70,515,000 75,160,000 28,800,000 96,500,000 69,500,000 111,400,000 517,561,675 Percent Change 207.3% 63.5% (51.4)% (22.9)% 28.5% 6.6% (61.7)% 235.1% (28.0)% 60.3% 364.6% Restrictions General Obligation Bonds: Bond proceeds from General Obligation Bonds can only be utilized for the purposes authorized by the residents in the city's bond elections (street and transportation improvements, including storm drains, acquisition of public safety equipment and improvements, park and community service improvements, and municipal infrastructure). The Capital projects must be appropriated as part of the city's Capital budget. Also, outstanding bonds cannot exceed the debt limits specified in the Arizona Revised Statutes. Excise Bonds: Bond proceeds from Excise Bonds can only be utilized to fund the construction and acquisition of Capital projects as specified in the bond issuance Official Statements. The Capital projects must be appropriated as part of the city's Capital budget. Revenue Bonds: Bond proceeds from Revenue Bonds can only be utilized to fund the construction and acquisition of Capital projects as specified in the bond issuance Official Statements. The Capital projects must be appropriated as part of the city's Capital budget. Assumptions General Obligation Bonds: General Obligation Bonds are the main funding source for the city's streets, public safety, parks, and municipal infrastructure capital projects approved as part of the city's capital program. The issuance of bonds provides a reliable funding source for capital projects that can be repaid over a typical 20-year period. State statute restricts the city's secondary property tax levy to the repayment of General Obligation Bonds, thus providing a funding source for their repayment. Bonds are issued based on the guidelines established in the city's Debt Management Plan. Major Influences: Bond interest rates, property tax assessed valuations. Excise Bonds: Excise Bonds do not require voter authorization and serve as a funding source for specific projects approved as part of the city's capital program that require a funding source other than General Obligation or Revenue Bonds. The source of repayment is dedicated revenue. The interest rates are typically a little higher than General Obligation bonds but allow for repayment terms up to 20 years. The City's financial policy requires a revenue coverage limit of at least 4 times debt service. Major Influences: Bond interest rates, sufficient revenue to meet revenue coverage requirements. Revenue Bonds: Revenue Bonds do not require voter authorization and serve as a funding source for the City's Water & Wastewater enterprise operations. The Water & Wastewater operations must show sufficient revenue to meet the required revenue coverage requirements stipulated as part of their issuance. The city performs annual rate studies to ensure that there is sufficient user fee revenue to meet operational costs and debt service requirements. Major Influences: Bond interest rates, sufficient revenue to meet revenue coverage requirements. 5-19 City of Tempe Fiscal Year 2024/25 Annual Budget Bond Proceeds 400.0 350.0 $ Millions 300.0 517.6 250.0 200.0 150.0 42.5 100.0 0.0 9.1 34.1 50.0 89.6 15 4/ 1 20 104.1 16 5/ 1 20 37.1 17 6/ 1 20 54.9 8 /1 17 20 38.0 13.2 24.0 61.4 19 8/ 1 20 0 /2 19 20 General Obligation Excise 5-20 96.5 28.8 21 0/ 2 20 2 /2 21 20 Revenue 69.5 23 2/ 2 20 4 /2 23 0 2 111.4 t es . 5 /2 24 0 2 t es . City of Tempe Fiscal Year 2024/25 Annual Budget 5-21 City of Tempe Fiscal Year 2024/25 Annual Budget Section 6: Department Information Strategic Priorities ......................................................................................................................................................................... Strategic Priorities and Performance Led Budgeting .............................................................................................................. What Works Cities Certification .................................................................................................................................................. City Organizational Chart............................................................................................................................................................. Mayor and Council ........................................................................................................................................................................ City Attorney................................................................................................................................................................................... City Clerk ........................................................................................................................................................................................ City Court ....................................................................................................................................................................................... City Manager ................................................................................................................................................................................. Communication/Marketing Office ............................................................................................................................................... Community Development Department ...................................................................................................................................... Administration, Code Compliance, Neighborhood Services ............................................................................................... Building Safety ............................................................................................................................................................................ Planning ....................................................................................................................................................................................... Community Services Department............................................................................................................................................... Administration .............................................................................................................................................................................. Arts and Cultural Services ......................................................................................................................................................... Library Services........................................................................................................................................................................... Parks & Recreation ..................................................................................................................................................................... Diversity, Equity & Inclusion Office............................................................................................................................................. Economic Development Office ................................................................................................................................................... Education Career & Family Services ......................................................................................................................................... Engineering & Transportation Department ............................................................................................................................... Administration ............................................................................................................................................................................. Engineering ................................................................................................................................................................................. Transportation ............................................................................................................................................................................. Financial Services Department ................................................................................................................................................... Fire Medical Rescue Department ............................................................................................................................................... Administrative Services ............................................................................................................................................................. Emergency Services .................................................................................................................................................................. Community Risk Reduction ...................................................................................................................................................... Training, Preparedness, & Wellness ....................................................................................................................................... Government Relations ................................................................................................................................................................. Human Resources Department .................................................................................................................................................. Community Health & Human Services (previously known as Human Services Department) .......................................... Administration ............................................................................................................................................................................. Education, Family & Community Support............................................................................................................................... Kid Zone....................................................................................................................................................................................... Community Partnerships & Resources ................................................................................................................................... Social Services ........................................................................................................................................................................... Housing Services ....................................................................................................................................................................... Wellbeing & Empowerment ...................................................................................................................................................... Information Technology Department .......................................................................................................................................... Internal Audit Office ...................................................................................................................................................................... Municipal Budget Office ............................................................................................................................................................... Municipal Utilities Department .................................................................................................................................................... Administration ............................................................................................................................................................................. Field Operations ......................................................................................................................................................................... Water Utilities .............................................................................................................................................................................. Police Department ........................................................................................................................................................................ Office of the Chief ...................................................................................................................................................................... 6-1 6-3 6-4 6-7 6-8 6-9 6-10 6-12 6-13 6-15 6-19 6-21 6-24 6-24 6-25 6-26 6-31 6-31 6-32 6-32 6-33 6-37 6-40 6-47 6-52 6-52 6-53 6-54 6-60 6-65 6-65 6-66 6-67 6-68 6-69 6-73 6-84 6-84 6-84 6-85 6-86 6-87 6-87 6-88 6-91 6-93 6-95 6-101 6-101 6-102 6-103 6-109 City of Tempe Fiscal Year 2024/25 Annual Budget Investigations/Organizational Services ................................................................................................................................... Field Operations ......................................................................................................................................................................... Support Services ........................................................................................................................................................................ Public Works Department ............................................................................................................................................................ Administration ............................................................................................................................................................................. Field Operations......................................................................................................................................................................... Water Utilities ............................................................................................................................................................................. Engineering................................................................................................................................................................................. Strategic Management and Innovation Office .......................................................................................................................... Sustainability & Resilience Office............................................................................................................................................... Transportation & Sustainability Department ............................................................................................................................. Transportation ............................................................................................................................................................................. Sustainability ............................................................................................................................................................................... 6-2 6-109 6-110 6-110 6-111 6-117 6-117 6-118 6-118 6-119 6-123 6-126 6-131 6-131 City of Tempe Fiscal Year 2024/25 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.tempe.gov. 1. Safe and Secure Communities Ensuring a Safe and Secure Community through a Commitment to Public Safety and Justice. 2. Strong Community Connections Developing and maintaining a strong community connection by emphasizing the importance of open government, customer service and communication with community members. 3. Quality of Life Enhancing the quality of life for all Tempe residents and workers through investment in neighborhoods, parks, the arts, human services, and city amenities, with an emphasis on equity and diversity. 4. Sustainable Growth and Development Implementing sustainable growth and development strategies to improve Tempe's environment, quality of life and economic outcomes. Tempe strives to make long-term generational investments in technology, infrastructure and public transit that create a safe, clean, equitable and healthy city. 5. Financial Stability and Vitality Maintaining long-term financial stability and vitality by focusing on economic development, business retention and generating employment to create a robust and diverse economic base. 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, the Office of Strategic Management and Innovation is tasked with delineating long-range goals, formulating a cohesive strategy for each of the defined areas, and developing departmental action plans to advance the city toward those strategic priorities. The Strategic Management and Innovation 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. More information can be found at: performance.tempe.gov. 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. 6-3 City of Tempe Fiscal Year 2024/25 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 Innovation 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 2024/25 Budget Highlights” listed under each Department/Office list any additional resources that were appropriated during the FY 2024/25 budget process. 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 2024/25. 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 five performance measures to accelerate during the FY 2024/25 budget process. The following tables describe the status of each of the five prioritized performance measures for FY 2024/25, the strategies for achieving the performance measures by the target date and additional funding, if any, appropriated as part of the FY 2024/25 adopted budget: Ending Homelessness – Performance Measure 3.28 Achieve an end to homelessness in Tempe as measured by Tempe’s annual count. Baseline Target Current Status Acceleration Strategies CIP Budget Funding FY 2024/25 – FY 2028/29 1,117 (2018) Number of unduplicated Tempe homeless individuals and families served through navigation and case management services system 0 – Number of unduplicated Tempe homeless individuals and families served through navigation and case management services system 1,257 1. Increase Tempe Works program graduates by 25%, from 16 to 20. 2. Increase HOPE engagements that result in case management participation by 10%. 3. Increase HOPE engagements resulting in housing resolution by 15%. 4. Reduce the number of new encampments by 15% from 170 to 145. 5. Increase non-congregate shelter capacity. Affordable Housing Enhancement Program (BOND): $32,000,000 Creation/Acquisition of a Non-congregate Shelter: $10,775,000 Non-Congregate Shelter Plumbing Repair: $52,646 6-4 City of Tempe Fiscal Year 2024/25 Annual 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 2036 (without bond); 82 by 2029 (with bond) Current Status 60 Acceleration Strategies 1. Complete preservation projects to maintain 65 PQI for arterial streets and 64 PQI on collector streets. 2. Increase current overall residential PQI score from 57 to 58. 3. Coordinate and sequence project plans to maintain newly paved areas. 4. Advance contract coordination for anticipated bond acceleration projects. CIP Budget Funding FY 2024/25 – FY 2028/29 Minor Pavement Preservation: $20,096,034 Roadway Mill & Overlay: $62,946,126 Minor Pavement Preservation/Roadway Mill & Overlay Acceleration (BOND): $134,557,500 Property Code Enforcement – Performance Measure 3.01 Achieve 85% on the Code Compliance Composite Score while ensuring equity across all demographic categories. Baseline Target Current Status Acceleration Strategies CIP Budget Funding FY 2024/25 – FY 2028/29 62.1% (2018) 85% (2039) 68.2% 1. Use GIS analytics to prioritize areas with a high volume of alley complaints. 2. Collaborate with community members and HOA leaders quarterly to gather insights on alley conditions. 3. Increase enforcement of alley conditions by 75%. 4. Achieve an average monthly workload score of 95% for all inspectors. 5. Create a dashboard to track key workload metrics that affect inspector scores. 6. Utilize analytics to prioritize education assistance in enforcement with residential and commercial properties. None 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 Target Current Status Acceleration Strategies 70.1% (2019) 80% 72.1% 1. Implement the Real Time Operations Center to support public safety response. 2. Reduce identified crime trends by 5%. 3. Increase Community Responder call response rate by 5% through program expansion and technology. 4. Increase Crime Free Multi-Housing participant certifications by 100%. Operating Impact FY 2024/25 – FY 2028/29 Police Analytics Integrated Information System (RTOC) Supplies & Services: $1,175,000 CIP Budget Funding FY 2024/25 – FY 2028/29 Digital Forensics Unit Server Replacement Project: $600,000 Police Analytics Integrated Information System (RTOC): $750,000 6-5 City of Tempe Fiscal Year 2024/25 Annual Budget Employee Turnover - Performance Measure 5.07 Achieve a City employee turnover rate less than or equal to the Valley Benchmark Cities average. Baseline 9.07% (2022) Target 11.61% Current Status 10.63% (2023) Acceleration Strategies 1. Increase New Employee Onboard completion rate from 63% to 80%. 2. Increase Individual Quality Improvement Process (IQIP) completion rate from 50% to 70%. 3. Increase total number of unique employees completing elective training by 15%.. 4. Increase total number of individual coaching sessions by 15%. 5. Increase temporary employee participation in Educational Partnership programs by 25%. 6. Implement classification and compensation study recommendations to ensure a pay structure that rewards employees for experience and service time and makes Tempe a competitive employer. Operating Budget Supplementals FY 2024/25 None 6-6 City of Tempe Fiscal Year 2024/25 Annual Budget What Works Cities Certification What Works Cities awarded the City of Tempe its highest level of certification, platinum certification, for 2023 for its use of data to inform policy decisions, allocate funding, improve services, evaluate program effectiveness and engage residents. Tempe was named one of the top five cities in the world for its use of data to guide decisions. 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. Globally only 74 cities have any level of certification. Only 4 cities nationally achieved the platinum certification for 2023. Cities are benchmarked against a national standard. Cities that achieve 85% or more of the Certification criteria are recognized at the platinum level. 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 on 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 250 cities in North, Central and South America have completed a What Works Cities Assessment to have their data practices benchmarked against the Certification Standard and to understand how to improve. 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. 6-7 City of Tempe Fiscal Year 2024/25 Annual Budget City Organizational Chart 6-8 City of Tempe Fiscal Year 2024/25 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 2024/25 Budget Highlights: • No changes 2022/23 Actual 648,224 2,720 4,388 94,088 4,071 (644) 752,847 4.09 Expenditures by Type Personnel Costs Material & Supplies Fees & Services Travel & Miscellaneous Capital Outlays Internal Service Charges Expenditure Total Per Capita Authorized Personnel Mayor and City Council Total 2022/23 Actual Full Perm Temp Time FTE FTE 7 7 2023/24 Budget 650,964 1,150 9,481 99,300 2024/25 Budget 579,100 1,150 9,481 99,300 (49,583) 711,312 3.83 (15,329) 673,702 3.55 2023/24 Budget Full Perm Temp Time FTE FTE 7 7 6-9 2024/25 Budget Full Perm Temp Time FTE FTE 7 7 City of Tempe Fiscal Year 2024/25 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 2024/25 Budget Highlights: • No changes Expenditures by Type Personnel Costs Material & Supplies Fees & Services Travel & Miscellaneous Capital Outlays Donations / Restricted Revenue / Grants Expenditure Total Per Capita Authorized Personnel City Attorney Total 2022/23 Actual Full Perm Temp Time FTE FTE 28 0.50 1.47 28 0.50 1.47 2022/23 Actual 4,034,503 63,853 144,860 6,469 522 15,301 3,839,734 20.85 2023/24 Budget 4,681,774 48,356 180,009 13,700 2024/25 Budget 4,874,580 49,000 179,465 13,600 4,308,376 23.17 4,609,357 24.28 2023/24 Budget Full Perm Temp Time FTE FTE 31 0.00 0.07 31 0.00 0.07 6-10 2024/25 Budget Full Perm Temp Time FTE FTE 31 0.00 0.07 31 0.00 0.07 City of Tempe Fiscal Year 2024/25 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 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. 1. Safe and Secure Communities Ensuring a Safe and Secure Community through a Commitment to Public Safety and Justice. 5. Financial Stability and Vitality Maintaining long-term financial stability and vitality by focusing on economic development, business retention, and generating employment to create a robust and diverse economic base. 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: 79.9% Current Strategies: 1. Technology ◦ Research and implement a robust case management system ◦ Collect and analyze data ◦ Improve efficiencies with other stakeholders (Courts, Police, County, etc.) 2. Employee Development ◦ Communication (listening skills, persuasive language, conflict resolution, etc.) ◦ Ongoing legal education and updates ◦ Training on data collection, analysis, and evaluation 3. Alternative Justice System ◦ Veteran’s Court ◦ Homeless Court (Life Services Court) ◦ Mental Health Court ◦ 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% Status: 97.59% Current Strategies: 1. Technology ◦ Implement and improve office technology through a Case Management System by end of March 2024. 2. Training ◦ Conduct professional development and continuing legal education for City Attorney staff twice a year. ◦ Conduct client relation development training as applicable annually. 6-11 City of Tempe Fiscal Year 2024/25 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 2024/25 Budget Highlights: • No changes Expenditures by Type Personnel Costs Material & Supplies 2022/23 Actual 702,342 23,031 2023/24 Budget 864,698 40,433 2024/25 Budget 876,691 40,433 Fees & Services Travel & Miscellaneous Capital Outlays Internal Service Charges Expenditure Total Per Capita 401,574 1,629 685 88,372 1,217,633 6.61 1,351,050 4,500 1,508,050 4,500 78,782 2,339,463 12.58 91,168 2,520,842 13.28 Authorized Personnel City Clerk Total 2022/23 Actual Full Perm Temp Time FTE FTE 6 6 2023/24 Budget Full Perm Temp Time FTE FTE 6 6 2024/25 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. 2. Strong Community Connections Developing and maintaining a strong community connection by emphasizing the importance of open government, customer service, and communication with community members. 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: 100% Current Strategies: 1. Continue employee training on Public Records Requests fulfillment. 2. 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. 6-12 City of Tempe Fiscal Year 2024/25 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 2024/25 Budget Highlights: • Authorized the creation of new Court Services Specialist II positions (2 FTE) • Authorized various non-personnel funding totaling $4,000 Expenditures by Type Personnel Costs Material & Supplies Fees & Services Travel & Miscellaneous Internal Service Charges Donations / Restricted Revenue / Grants Expenditure Total Per Capita Authorized Personnel City Court Total 2022/23 Actual 3,930,722 47,130 655,744 12,044 541,747 17,343 5,204,730 28.27 2023/24 Budget 4,301,809 44,798 776,229 10,000 561,358 330,696 6,024,890 32.40 2024/25 Budget 4,698,877 46,798 776,229 12,000 464,082 1,084,518 7,082,504 37.31 2022/23 Actual Full Perm Temp Time FTE FTE 2023/24 Budget Full Perm Temp Time FTE FTE 2024/25 Budget Full Perm Temp Time FTE FTE 39 39 39 39 41 41 5.06 5.06 5.06 5.06 5.06 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. 1. Safe and Secure Communities Ensuring a Safe and Secure Community through a Commitment to Public Safety and Justice. 2. Strong Community Connections Developing and maintaining a strong community connection by emphasizing the importance of open government, customer service, and communication with community members. 6-13 City of Tempe Fiscal Year 2024/25 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: 1. Judicial System Process Improvement ◦ Implement Case Management System enhancements ◦ Evaluate and implement personnel retention and development strategies ▪ Court appointed attorneys ▪ Court staff ◦ Implement the “Fair Justice for All” initiatives ◦ Implement the Court Security Standards for technology and facilities ◦ 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. Baseline: 100% (2016/17) Target: 98% (achieved) Status: 100% Current Strategies: 1. Increase the number of completed surveys given to graduates of the treatment court programs from less than 50% to 60% by December 31, 2024. ◦ Review and update survey questions by June 30th, 2024. ◦ Develop an alternative method to administer the survey-make the survey an online survey and add a QR code to allow easy access by June 30th, 2024. 2. Secure additional funding to maintain and expand opportunities and services provided to participants of treatment court programs by December 31, 2025. ◦ Identify and submit a minimum of two grant proposals for expanded service and operational costs by January 31st, 2025. ◦ Work with justice partners (other courts/jurisdictions) to see if service expenses can be shared and complete review by January 31st, 2025. 6-14 City of Tempe Fiscal Year 2024/25 Annual Budget City Manager Purpose: The City Manager’s Office provides the overarching organizational support necessary to implement Council- approved 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 Mayor and Council Staff/311 staff facilitates communication with the public, city staff, council committees and the Mayor and Council. Note: As part of a city reorganization that occurred during FY 2022/23, the government relations and communications/ marketing functions that operated under the City Manager’s Office were established as separate and distinct offices. FY 2024/25 Budget Highlights: • No changes. Expenditures by Type Personnel Costs Materials & Supplies Fees & Services Travel & Miscellaneous Capital Outlays Internal Service Charges Donations / Restricted Revenue / Grants Expenditure Total Per Capita Authorized Personnel Administration Animal Welfare Veteran's Support Services Neighborhood Programs Mayor/Council Staff Customer Relations Center/311 Total 2022/23 Actual 2023/24 Budget 2024/25 Budget 4,079,904 3,900,607 4,455,241 50,966 30,331 19,381 185,209 746,792 1,231,712 99,290 108,575 103,675 18,354 28,000 (812,903) (574,725) (841,199) 1,120,964 3,921,803 5,719,811 4,741,784 8,161,383 10,688,621 25.75 43.89 56.31 2022/23 Actual Full Perm Temp Time FTE FTE 9 0 8 7 26 0.00 2023/24 Budget Full Perm Temp Time FTE FTE 9 1 1 0 8 7 26 0.00 0.00 6-15 2024/25 Budget Full Perm Temp Time FTE FTE 9 0 0 4 8 7 28 City of Tempe Fiscal Year 2024/25 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. 2. Strong Community Connections Developing and maintaining a strong community connection by emphasizing the importance of open government, customer service, and communication with community members. 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: 84.67% Current Strategies: 1. Expand each 311 team members’ expertise on the variety of city services to accurately fulfill inquiry. ◦ Conduct on-site service visits to better understand city services. ◦ Reference Knowledge Base Articles (KBA) continuously. 2. Build the Knowledge Base Articles for team member reference to find updated information. ◦ 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. ◦ Update operations handbook annually. ◦ Review for updates the Customer Relation’s Specialist job specifications annually. ◦ 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: 66.1% Current Strategies: 1. Implement 2022 Tempe.gov mini design refresh 2. Improve and expand relations with websters (website content coordinators) ◦ Reduce overall number of websters for easier management, training ◦ Improved, more frequent communication ◦ Refreshed training classes and production of video modules as needed 3. Improve user experience ◦ 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 4. Continue ongoing planning and research for new features, capabilities ◦ Examples include improved internal search, advances to mobile customization, additional heat maps and capabilities like language translation, real-time chat 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: 98.93% English; 97.08% Spanish Target: 90% Status: English: 98.59% Spanish: 92.07% 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. 6-16 City of Tempe Fiscal Year 2024/25 Annual Budget 4. 5. Expand each 311 team members’ expertise on the variety of city services to reduce call research time. ◦ Conduct on-site service visits to better understand city services. ◦ Reference Knowledge Base Articles (KBA) continuously. Create a cross-functional, high performing team through continuous training and coaching to increase call efficiency. ◦ Update operations handbook annually. ◦ Review for updates the Customer Relation’s Specialist job specifications annually. ◦ 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: 99.39% 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. ◦ Include response prompt in message when transferring to department. ◦ 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: 75.9% Current Strategies: 1. Update web design in 2022 ◦ Carry out contractually allowed homepage design update 2. Expand use of digital communication tools ◦ Add a Spanish-language Facebook account ◦ Create a compassion-themed Facebook account ◦ Establish a social account aimed at youth ◦ Host city podcasts 3. Continue to fully implement the city’s visual brand ◦ Redesign city entryway signage ◦ Develop schedules for downtown Tempe digital signs and other digital signage ◦ Implement Harkins ad program ◦ Explore banner program management 4. Keep up with technology ◦ Incorporate additional live streaming capabilities ◦ Implement pilot program for use of graphic design software for select departments 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: 34% (achieved) Status: 53.3% 6-17 City of Tempe Fiscal Year 2024/25 Annual Budget Current Strategies: 1. Achieve a 90% participation rate of Tempe homes being included in formally established Neighborhood or Homeowner Associations. ◦ Create a tracking mechanism ◦ Implement a communication strategy ◦ Provide information to initiate associations where one doesn’t exist 2. People know how and when to communicate with the city ◦ Refine systems of communication (online, in person, phone, council communicator, etc.) ◦ Teaching and training people how, what, when, where, who ◦ Evaluating the effectiveness of the outreach plan 3. The communication has been followed up on, residents know they have been heard ◦ Formal documentation of the outreach ◦ System to aggregate feedback ◦ Public records, people know their feedback is in the decision making process ◦ Close the loop, the decision shows what feedback and information was considered 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: 81.2% 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 6-18 City of Tempe Fiscal Year 2024/25 Annual Budget Communication & Marketing Office Purpose: The Communication and Marketing Office communicates about city programs and services, issues that affect community members, and the city’s overall performance. The specialized staff members provide professional public relations, media relations, advertising, and marketing services. They work in partnership with Downtown Tempe Authority, Tempe Chamber of Commerce, Tempe Tourism Office, Tempe’s universities, schools and other organizations to ensure that our community is fully informed. Description: The Communication and Marketing Office handles all forms of public information – digital and traditional – to inform and motivate the community about city programs, services, events, issues and facilities, and to advance Tempe’s brand locally, regionally and nationally. Note: As part of a city reorganization that occurred during FY 2022/23, the communications and marketing functions that operated under the City Manager’s Office have been established as a separate office, the Communications and Marketing Office. FY 2024/25 Budget Highlights: ◦ No changes Expenditures by Type Personnel Costs 2022/23 Actual 1,100,181 2023/24 Budget 1,559,344 2024/25 Budget 1,683,317 Material & Supplies Fees & Services Travel & Miscellaneous 27,664 237,753 5,840 31,429 261,956 15,033 30,429 233,956 15,033 Capital Outlays Internal Service Charges Expenditure Total Per Capita 6,052 (40,090) 1,337,400 7.26 8,000 (50,585) 1,825,177 9.82 30,413 1,993,148 10.50 2022/23 Actual Authorized Personnel Communications / Marketing Office Total Full Time 10 10 Perm FTE 2023/24 Budget Temp FTE 2.74 2.74 Full Time 12 12 Perm FTE Temp FTE 1.89 1.89 2024/25 Budget Full Time 12 12 Perm FTE Temp FTE 1.89 1.89 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. 2. Strong Community Connections Developing and maintaining a strong community connection by emphasizing the importance of open government, customer service, and communication with community members. 3. Quality of Life Enhancing the quality of life for all Tempe residents and workers through investment in neighborhoods, parks, the arts, human services, and city amenities, with an emphasis on equity and diversity. 6-19 City of Tempe Fiscal Year 2024/25 Annual Budget Performance Measures: 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: 66.1% Current Strategies: 1. Implement 2022 Tempe.gov mini design refresh 2. Improve and expand relations with websters (website content coordinators) 3. Reduce overall number of websters for easier management, training 4. Improved, more frequent communication 5. Refreshed training classes and production of video modules as needed 6. Improve user experience 7. 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 8. Continue ongoing planning and research for new features, capabilities 9. Examples include improved internal search, advances to mobile customization, additional heat maps and capabilities like language translation, real-time chat 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: 75.9% Current Strategies: 1. Update web design in 2022 ◦ Carry out contractually allowed homepage design update 2. Expand use of digital communication tools ◦ Add a Spanish-language Facebook account ◦ Create a compassion-themed Facebook account ◦ Establish a social account aimed at youth ◦ Host city podcasts 3. Continue to fully implement the city’s visual brand ◦ Redesign city entryway signage ◦ Develop schedules for downtown Tempe digital signs and other digital signage ◦ Implement Harkins ad program ◦ Explore banner program management 4. Keep up with technology ◦ Incorporate additional live streaming capabilities ◦ Implement pilot program for use of graphic design software for select departments 6-20 City of Tempe Fiscal Year 2024/25 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 2024/25 Budget Highlights: • No changes Expenditures by Type Personnel Costs 2022/23 Actual 7,819,253 2023/24 Budget 9,661,303 2024/25 Budget 10,236,778 Materials & Supplies Fees & Services Travel & Miscellaneous 9,262 5,575,863 129,927 131,375 5,493,423 242,880 122,800 5,659,937 240,800 Capital Outlays Internal Service Charges Donations/ Restricted Revenue / Grants Expenditure Total Per Capita 215,127 805,936 187,145 14,742,513 80.07 102,924 692,921 603,670 16,928,496 91.04 1,475,189 22,391 17,757,895 93.54 Expenditures by Division CD Administration Development Services / Building Safety Planning Expenditure Total Per Capita 2022/23 Actual 6,531,352 4,095,841 4,115,320 14,742,513 80.07 2023/24 Budget 7,135,454 5,392,666 4,400,376 16,928,496 91.04 2024/25 Budget 6,752,029 5,836,610 5,169,256 17,757,895 93.54 2022/23 Actual Authorized Personnel Full Time CD Administration / Code / Neighborhood 10.00 Development Services / Building Safety Planning Total 34.00 28.00 72 Perm FTE Temp FTE 2023/24 Budget Full Time Perm FTE Temp FTE 9.00 5.16 12.04 17.20 36.00 28.00 73 6-21 2024/25 Budget Full Time Perm FTE Temp FTE 5.00 5.16 12.04 17.20 36.00 34.00 75 5.16 12.04 17.20 City of Tempe Fiscal Year 2024/25 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. 1. Safe and Secure Communities Ensuring a Safe and Secure Community through a Commitment to Public Safety and Justice. 2. Strong Community Connections Developing and maintaining a strong community connection by emphasizing the importance of open government, customer service, and communication with community members. 3. Quality of Life Enhancing the quality of life for all Tempe residents and workers through investment in neighborhoods, parks, the arts, human services, and city amenities, with an emphasis on equity and diversity. 4. Sustainable Growth and Development Implementing sustainable growth and development strategies to improve Tempe's environment, quality of life, and economic outcomes. Tempe strives to make long-term generational investments in technology, infrastructure and public transit that create a safe, clean, equitable and healthy city. 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: 3.0 Target: 3.0 Status: Residential: 3 Commercial: 3 Current Strategies: 1. Current Code ◦ Monitor code changes ◦ Forecast and budget for updates 2. Education ◦ Staff updates and continuing education ◦ Forms and processes 3. Inspections ◦ Code compliance ◦ Processes and procedures 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: 68.18% Current Strategies: 1. Education - The education strategy focuses on increasing public knowledge and understanding of the City of Tempe’s municipal codes. It also works to provide local communities with information that can help with the creation of custom strategies to reduce violations. • Neighborhood Data Access- Provide Homeowner’s Associations (HOA’s) and Neighborhood Associations with biannual customized violation reports to help form strategies in reducing violations. • Live Violation Map- Bring greater transparency to the public on case and violation information in a userfriendly format that is updated in real time. 6-22 City of Tempe Fiscal Year 2024/25 Annual Budget • 2. 3. 4. Code Awareness Program- Provide helpful hints and bring awareness to residents about common code violations on a quarterly basis using media such as postcards, the Tempe newsletter, and social media posts. • Open MIND- Consistently maintain our custom search engine, Open Matrix of Information, Networks, and Directories (Open MIND), for municipal codes to ensure accurate and up to date information is provided to the public. Assistance - The Assistance strategy focuses on lowering barriers of access to property maintenance services for residents and businesses in Tempe. Providing easy access to services gives incentive to owners to continue maintenance of their properties and avoid city code violations. ▪ Assistance Programs - Create and sustain agreements with local businesses to provide property maintenance services at competitive rates. Current services include landscaping, graffiti removal, home painting, and decomposed granite installation. These contracts are reviewed annually for efficiency and effectiveness. ▪ Internal Partnerships - Partner with internal groups as needed such as HOPE, CARE7, Tempe Police Department, and Housing to assist residents who are experiencing physical and financial hardships. Every incoming case is reviewed for its potential to receive assistance. ▪ External Partnerships - Partner with external groups as needed such as Tempe Neighbors Helping Neighbors, Downtown Tempe Authority, and ASU to assist residents who are experiencing physical and financial hardships. Every incoming case is reviewed for its potential to receive assistance. Efficiency - The Efficiency strategy utilizes data analytics to identify strengths and potential areas of improvement. This strategy helps us ensure that we are making informed decisions and focusing efforts in a productive way. ▪ Trend Analysis - Conduct yearly trend analyses to understand annual and seasonal trends in caseloads and violation types. ▪ Spacial Analytics - Utilize monthly geographic analysis to uncover spatial patterns throughout the City. This type of analysis is particularly useful for evaluating and balancing workloads. ▪ Inspector Evaluations - Utilize key workload metrics to create personalized strategies for increased efficiency and effectiveness on a biannual basis (and additionally as needed). Enforcement - The Enforcement strategy utilizes tools and best practices on a regular basis to enforce nuisance, zoning, and rental housing codes. ▪ Communication - Establish relationships with property owners that have code violations to move cases forward in a way that is positive and constructive. ▪ Fines & Fees - Deter property owners from violating city codes with court-imposed sanctions, and increased penalties for repeat offenders. ▪ Abatements - Utilize abatements to resolve violations which may pose health and safety risks to the local community (such as infestations or fire hazards). 4.20 Customer Satisfaction with Community Development Process 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: 83.58% Current Strategies: 1. Plan Review ◦ 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. Technology ◦ 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 an electronic document review system. 3. Training ◦ The Training and Technology Fee was developed and implemented in FY 2021/22. 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 under development to meet the changing planning, building, and construction needs of the city. 6-23 City of Tempe Fiscal Year 2024/25 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 Material & Supplies Fees & Services Travel & Miscellaneous Capital Outlays Internal Services Donations / Restricted Revenue / Grants 2022/23 Actual 2023/24 Budget 2024/25 Budget 1,350,534 1,550,718 1,063,732 3,533 104,300 103,000 4,848,142 4,881,159 5,081,695 101,345 110,600 109,000 67,572 (26,939) (114,993) 372,211 187,145 603,670 22,391 Expenditure Total Per Capita 6,531,332 35.47 2022/23 Actual Authorized Personnel CD Admin / Code / Neighborhood Total Full Time Perm FTE Temp FTE 10 10 7,135,454 38.37 2023/24 Budget Full Time Perm FTE 6,752,029 35.57 2024/25 Budget Temp FTE 9 9 Full Time Perm FTE Temp FTE 5 5 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. Expenditures by Type Personnel Costs Material & Supplies Fees & Services Travel & Miscellaneous Capital Outlays Internal Services Expenditure Total Per Capita 2022/23 Actual 3,248,647 88,346 372,516 16,781 108,825 260,726 4,095,841 22.25 2022/23 Actual Authorized Personnel Development Services / Building Safety Total Full Time 34 34 Perm FTE 2023/24 Budget 4,460,337 33,575 424,777 115,650 102,924 255,403 5,392,666 29.00 2023/24 Budget Temp FTE Full Time 5.16 5.16 36 36 6-24 Perm FTE 2024/25 Budget 4,786,933 30,000 394,700 115,500 509,477 5,836,610 30.75 2024/25 Budget Temp FTE Full Time 5.16 5.16 36 36 Perm FTE Temp FTE 5.16 5.16 City of Tempe Fiscal Year 2024/25 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 Material & Supplies Fees & Services Travel & Miscellaneous Capital Outlays Internal Services Expenditure Total Per Capita 2022/23 Actual 2023/24 Budget 2024/25 Budget 3,220,072 3,650,248 4,386,113 (82,637) (6,500) (10,200) 355,205 187,487 183,542 11,801 16,630 16,300 38,730 572,149 552,511 593,501 4,115,320 4,400,376 5,169,256 22.35 23.66 27.23 2022/23 Actual Authorized Personnel Planning Total Full Time 28 28 Perm FTE 2023/24 Budget Temp FTE Full Time 12.04 12.04 28 28 6-25 Perm FTE 2024/25 Budget Temp FTE Full Time 12.04 12.04 34 34 Perm FTE Temp FTE 12.04 12.04 City of Tempe Fiscal Year 2024/25 Annual Budget Community Services Department Purpose: The Community Services Department enhances quality of life by providing opportunities to grow, stay active, connected, and engaged through a diverse offering of resources, programs, facilities, parks, and events. Description: The Department provides a full range of accessible and affordable arts and culture offerings, library services and resources, recreational classes and programs, and parks and open spaces to individuals and groups who live, work, and visit Tempe. Note: Golf operations were outsourced to third-party vendors effective July 1, 2023. As a result, the Golf Fund and Golf Operations divisions were eliminated and any remaining revenue or expenditures were transferred to the Parks Maintenance Division. FY 2024/25 Budget Highlights: • Authorized the creation of a new Community Services Coordinator position (1 FTE) • Authorized the creation of a new Administrative Assistant II position (1 FTE) • Authorized the creation of new Arts & Culture Coordinator position (2FTE) • Authorized the creation of a new Arts & Culture Specialist position (1 FTE) • Authorized one full-time temporary wage position • Authorized various non-personnel funding totaling $194,000 Expenditures by Type Personnel Costs Materials & Supplies Fees & Services Travel & Miscellaneous Capital Outlays Internal Service Charges Donations/Restricted Revenue/Grants 2022/23 Actual 20,219,703 3,028,247 11,705,657 977,181 550,447 5,856,037 659,011 2023/24 Budget 26,158,127 2,153,106 11,733,314 970,433 1,190,628 8,101,776 1,082,254 2024/25 Budget 28,559,216 2,231,247 11,672,809 961,171 397,889 8,706,490 2,231,662 42,996,283 233.53 51,389,638 276.36 54,760,484 288.47 Expenditure Total Per Capita Expenditures by Division 2022/23 Actual 2023/24 Budget 2024/25 Budget CS Administration Library Services Parks & Recreation 4,926,245 3,420,595 23,433,595 3,586,435 3,957,257 33,140,076 4,342,628 4,294,661 34,412,480 Arts & Cultural Services Golf Operations Expenditure Total Per Capita 7,722,400 3,493,448 42,996,283 233.53 10,705,870 11,710,715 51,389,638 276.36 54,760,484 288.47 2022/23 Actual Authorized Personnel Administration Full Time 5 Arts & Cultural Services Parks & Recreation Library Services Total 48 116 24 193 Perm FTE 1.50 1.00 2.50 2023/24 Budget Temp FTE 0.79 Full Time 4 26.26 115.99 10.74 153.78 44 129 25 202 Perm FTE 1.50 1.00 2.50 6-26 2024/25 Budget Temp FTE 0.79 Full Time 4 26.71 138.63 10.74 176.87 48 133 25 210 Perm FTE 1.50 1.00 2.50 Temp FTE 0.79 26.71 138.63 10.74 176.87 City of Tempe Fiscal Year 2024/25 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 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. 1. Safe and Secure Communities Ensuring a Safe and Secure Community through a Commitment to Public Safety and Justice. 3. Quality of Life Enhancing the quality of life for all Tempe residents and workers through investment in neighborhoods, parks, the arts, human services, and city amenities, with an emphasis on equity and diversity. 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% I feel safe in my work unit Target: 90% by 2030 Status: Overall feeling of safety in the City 68.2% City athletic & recreational facilities (Daytime) 75.5% City athletic & recreational facilities (Nighttime) 55.3% Tempe Public Library Complex (Daytime) 85% Tempe Public Library Complex (Nighttime) 66.3% Physical work environment 70.6% Current Strategies: 1. Technology ◦ Install and upgrade security cameras and software at Community Services facilities ◦ Research software ◦ Research security camera ◦ Evaluate other technology solutions 2. Staffing ◦ Hire additional security guards ◦ Evaluate deployment of security staff ◦ Evaluate security staffing levels ◦ Research non-security staff training 3. Building Configuration and Design ◦ Engineering space study/design and construction ◦ Perform security analysis of public buildings ◦ Evaluate exterior upgrades and renovations ◦ Evaluate interior upgrades and renovations 3.16 City Parks, Recreation, Libraries, 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%) 6-27 City of Tempe Fiscal Year 2024/25 Annual Budget 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 69% Quality of neighborhood parks 73.7% Quality of City recreation & community centers 76.8% Quality of Tempe History Museum 73.7% Quality of Tempe Public Library 87.7 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 ◦ Clark Park – Renovation ◦ McClintock Pool Community Center - Research and design a new community center with multipurpose space and amenities ◦ 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. 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: 85% Quality of City library programs & services 76.9% Quality of City recreation programs & services 79% Quality of Tempe Center for the Arts programs Target: 90% for each program by 2023 Status: 86.2% Quality of City library programs & services 74.4% Quality of City recreation programs & services 72.6% Quality of Tempe Center for the Arts programs Current Strategies: 1. Programming ◦ Provide educational and informational programs. ◦ Explore partnerships with internal and external organizations to provide programming in city facilities. ◦ Monitor participant satisfaction and perceived value of individual programs. ◦ Update and maintain equipment and resources. 2. Community Engagement ◦ Collaborate with stakeholders to expand the reach of city programs. ◦ Develop new and expand current programming opportunities. ◦ Evaluate effectiveness of marketing tools in communicating program offerings. ◦ 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. ◦ Maximize customer access to programs, services, and materials. ◦ 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) 6-28 City of Tempe Fiscal Year 2024/25 Annual Budget Target: 80% by 2027 Status: 73.2% Current Strategies: 1. Engagement planning ◦ Develop procedures that enhance special event experiences ◦ Development and implement communication plans ◦ Develop a post-event survey to collect information ◦ Partner with Tempe Tourism to attract signature events. 2. Develop a long-term strategy for sustainability ◦ Financial analysis ◦ Impact on residents and communities ◦ Master planning ◦ Green Initiatives 3.33 Culture of Literacy and Engagement Performance Measure: Achieve a culture of literacy and engagement greater than the annual average of equivalently sized city libraries in the United States. Baseline: Summer Reading Program Engagement - 3600 participants, 60% completion rate (Summer Session 2022) Program Attendance Rate - average 37 people/program (2021) Active Library Card Holders: 24,863 (2021) Materials usage: 3.47 per capita (FY 21/22) Target: Summer Reading Program Engagement - add 5600 participants and achieve a 65% completion rate by Summer 2027 Program Attendance Rate- average program attendance of 35-40 people Active Library Card Holders: 49,863 active users by 2027 Materials Usage: increase to 3.8 per capita by FY 27/28 Status: Summer Reading Program Engagement – 3,845 participants Program Attendance Rate - 25 attendees/program Active Library Card Holders: 54,480 Materials Usage: 5.23 per capita Current Strategies: 1. Programming ◦ Provide educational and entertaining programs for all ages to support exploration, discovery, enrichment, and engagement. This includes a robust annual Summer Reading program and agelevel story times designed to support the Every Child Ready to Read early literacy practices that are crucial for reading skills development. This also includes at least 3 storytimes a week geared for different age groups, community responsive programming for adults and seniors, and at least 2 major events annually with partner organizations like the annual FanCon and writing contests. ◦ Explore partnerships with internal and external organizations to provide programming to deepen community connections and broaden the impact of the library beyond its doors. This includes working with Tempe Union High School, both the Tempe and Kyrene school districts, ASU, local businesses, local authors, and creators. ◦ Monitor participant satisfaction and perceived value of individual programs with satisfaction survey questionnaires, door counts, and other evaluative methods. 2. Technology ◦ Provide virtual services, such as as digital materials collections, streaming and downloadable music and videos, and online homework and career support ◦ Support digital literacy with regular programming to offer education on critical topics like using email, online job search, personal device training, and basic computer skills. We provide at least 24 adult technology support programs per year and youth technology programs like Code Club that teach additional skills ◦ Offer free access to services like public computers, WiFi, printing, scanning, and other technological needs 3. Community Engagement ◦ Evaluate effectiveness of marketing tools in communicating Library offerings (web analytics/ surveys). ◦ Use community feedback, gathered officially or unofficially, to inform services, collections, programming, and policies to ensure we are responsive to the changing needs of the Tempe community. ◦ Ensure that spaces are current and inclusive with equipment, technology and furnishings with a lens for all community members, particularly those who made need additional support 6-29 City of Tempe Fiscal Year 2024/25 Annual Budget ◦ Conduct outreach to highlight library services to community and convey the value of a public library card and the materials and programming provided. 4.11 Tree and Shade Canopy Performance Measure: Achieve a citywide (City and private property) 25% tree and shade canopy by 2040. Baseline: 13.4% (2017) Target: 25% by 2040 Status: 11.4% 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 ◦ Current number of trees needed at each developed park (per acre) ◦ Current number of trees needed in each right of way (ROW) ◦ Current number of trees needed at each city facility ◦ Current number of trees needed in transit location Urban Forestry Master Plan ◦ Best trees to use, lifecycle analysis ◦ Develop and implement an Education & Training program ◦ 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) 6-30 City of Tempe Fiscal Year 2024/25 Annual Budget Administration Community Services Administration provides support and alignment for the department’s divisions and oversees departmentwide community engagement initiatives through the Play Mobile, volunteers, and community events. Expenditures by Type Personnel Costs Material & Supplies Fees & Services Travel & Miscellaneous Capital Outlays Internal Services Donations / Restricted Revenue / Grants Expenditure Total Per Capita 2022/23 Actual 1,132,454 23,421 1,675,939 2,108 8,100 1,425,212 659,011 4,926,245 26.76 2022/23 Actual Full Time Authorized Personnel CS Administration Total Perm FTE 5 5 2023/24 Budget 1,266,068 15,450 348,580 6,402 2024/25 Budget 1,315,335 18,400 343,932 8,100 867,681 1,082,254 3,586,435 19.29 425,199 2,231,662 4,342,628 22.88 2023/24 Budget Temp FTE Full Time 0.79 0.79 4 4 Perm FTE 2024/25 Budget Temp FTE Full Time 0.79 0.79 4 4 Perm FTE Temp FTE 0.79 0.79 Arts and Cultural Services The City of Tempe has prioritized strong community connections and quality of life, and is dedicated to providing accessible cultural, social, and educational experiences. The Arts & Culture Division serves as stewards of art & cultural education and engagement across Tempe through diverse programs, interactive experiences, and connective opportunities that enrich the lives of all residents and visitors. As such, the Division develops and manages the city’s performing and visual arts, history, public art, and community arts programs and services; it also provides operations and maintenance of related city facilities and historic houses, including the Tempe Historical Museum, Tempe Center for the Arts, Petersen House Museum, Elias-Rodriquez House, Eisendrath House, and the Edna Vihel Arts Center. Expenditures by Type Personnel Costs Material & Supplies Fees & Services Travel & Miscellaneous Capital Outlays Internal Services Expenditure Total Per Capita 2022/23 Actual 4,213,214 401,427 1,703,840 58,531 69,791 1,275,597 7,722,400 41.94 2022/23 Actual Authorized Personnel Full Time Arts & Cultural Services Total 48 48 Perm FTE 2023/24 Budget 5,366,671 268,452 3,032,962 105,231 91,428 1,841,126 10,705,870 57.57 2023/24 Budget Temp FTE Full Time 26.26 26.26 44 44 6-31 Perm FTE 2024/25 Budget 6,172,206 292,008 3,092,107 105,231 213,389 1,835,774 11,710,715 61.69 2024/25 Budget Temp FTE Full Time 26.71 26.71 48 48 Perm FTE Temp FTE 26.71 26.71 City of Tempe Fiscal Year 2024/25 Annual Budget Library Services The Library Division provides materials, programs, spaces, and services that serve the various needs of the Tempe community. Tempe Public Library creates a culture of literacy and engagement through programs like story times, book clubs, informational programs of all types, and large community-wide events, a diverse and responsive collection of circulating materials, and community gathering spaces. Expenditures by Type Personnel Costs Material & Supplies Fees & Services Travel & Miscellaneous Capital Outlays Internal Services Expenditure Total 2022/23 Actual 2,484,206 458,841 83,540 5,978 2,772 385,258 3,420,595 2023/24 Budget 2,961,948 462,703 98,200 6,200 2024/25 Budget 3,102,392 475,603 85,300 6,200 428,206 3,957,257 625,166 4,294,661 18.58 21.28 22.62 Per Capita 2022/23 Actual Authorized Personnel Library Services Total 2023/24 Budget 2024/25 Budget Full Time Perm FTE Temp FTE Full Time Perm FTE Temp FTE Full Time Perm FTE Temp FTE 24 24 1.00 1.00 10.74 10.74 25 25 1.00 1.00 10.74 10.74 25 25 1.00 1.00 10.74 10.74 Parks & Recreation The Parks and Recreation Division is essential to our community’s health and wellness, social unity, environment, economic prosperity, safety, and emergency resilience. Staff and partners are guided by four principles (Inclusion, Resilience, Strategic, and Sustainability) in an equity based approach for the care and support of existing and future infrastructure and services, which includes managing rich and diverse parks and recreation sites totaling over 1,500 acres. Thousands of community members and visitors take part in the division’s activities, events, and programs annually. Whether attending a festival along our award-winning waterfront, working up a sweat in one of our exercise classes, making new friends at a social activity, planting a tree in a park, taking your dog for a walk, connecting with a park ranger, or celebrating a birthday in one or our ramadas, the Parks and Recreation Division welcomes community members and visitors of all ages and abilities to enhance their quality of life. Expenditures by Type Personnel Costs Material & Supplies Fees & Services Travel & Miscellaneous Capital Outlays Internal Services Expenditure Total Per Capita 2022/23 Actual 11,791,225 1,609,568 6,582,410 910,564 82,870 2,456,958 23,433,595 127.27 2022/23 Actual Authorized Personnel Parks & Recreation Total Full Time 116 116 Perm FTE 1.5 1.5 Temp FTE 115.99 115.99 2023/24 Budget 16,563,440 1,406,501 8,253,572 852,600 1,099,200 4,964,763 33,140,076 178.22 2023/24 Budget Full Time 129 129 6-32 Perm FTE 1.5 1.5 Temp FTE 138.63 138.63 2024/25 Budget 17,969,283 1,445,236 8,151,470 841,640 184,500 5,820,351 34,412,480 181.28 2024/25 Budget Full Time 133 133 Perm FTE 1.5 1.5 Temp FTE 138.63 138.63 City of Tempe Fiscal Year 2024/25 Annual Budget Diversity, Equity & Inclusion Office Purpose: To intentionally advance an inclusive and equitable organization where diversity is valued to create a world class city for our employees, community, and our region. Description: 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 city reorganization that occurred during FY 2022/23, the diversity, equity and inclusion functions that operated under the City Manager’s Office have been established as a separate office, the Diversity, Equity & Inclusion Office. FY 2024/25 Budget Highlights: • No changes Expenditures by Type Personnel Costs Materials & Supplies Fees & Services Travel & Miscellaneous Capital Outlays Internal Service Charges Donations / Restricted Revenue / Grants Expenditure Total Per Capita 2022/23 Actual 253,451 14,991 155,717 7,098 3,908 36,245 6,259 477,669 2.59 2022/23 Actual Authorized Personnel Full Time Diversity, Equity & Inclusion Total 2 2 Perm FTE 2023/24 Budget 443,035 60,000 96,669 21,250 2024/25 Budget 464,400 57,500 96,669 23,750 21,151 17,293 642,105 3.45 797,831 4.20 2023/24 Budget Temp FTE Full Time 0.75 0.75 3 3 6-33 Perm FTE Temp FTE 2024/25 Budget Full Time 3 3 Perm FTE Temp FTE City of Tempe Fiscal Year 2024/25 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. 2. Strong Community Connections Developing and maintaining a strong community connection by emphasizing the importance of open government, customer service, and communication with community members. 3. Quality of Life Enhancing the quality of life for all Tempe residents and workers through investment in neighborhoods, parks, the arts, human services, and city amenities, with an emphasis on equity and diversity. 5. Financial Stability and Vitality Maintaining long-term financial stability and vitality by focusing on economic development, business retention, and generating employment to create a robust and diverse economic base. Performance Measures: 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. 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 • Staff Training • Policies & Procedures • Staff Resources • ADA Accommodation Fund • ADA Liaisons 2. Effective Communication • Web, Video and Print-Based • Public Meeting Access • Public Involvement Solicitation 3. Program Access • Parks & Recreation • Temporary Events • Accommodations & Grievances 4. Safety & Well-Being • Housing • Health 6-34 City of Tempe Fiscal Year 2024/25 Annual Budget • Emergency Preparedness Self-Sufficiency • Connectivity & Transportation • Employment • Access Tempe: Businesses Create an implementation plan 1. Identify Department & Division ADA Liaisons 2. Initiate training efforts & sub-committees for each pillar 3. Determine how to measure each pillar based on data driven outcomes 4. Identify baseline data for each element 5. Identify gaps, complaints, and request for accommodations 5. 3.14 ADA Transition Plan Performance Measure: Achieve accessibility in all city rights-of-way, parks, and facilities identified in the Tempe ADA Transition Plan. Baseline: 0% Target: 100% of the identified elements are repaired Status: 1.96% Current Strategies: 1. Phase I - Downtown • Analysis ◦ Complete Cole Study, 2017 ◦ Budgeting process ◦ Prioritization factors • Design ◦ Schedule projects ◦ Repairs during existing projects • Construction 2. Phase II - Central • Analysis ▪ Complete Cole Study, 2018 ▪ Budgeting process ▪ Prioritization factors • Design ◦ Schedule projects ◦ Repairs during existing projects • Construction 3. Phase III - South • Analysis ◦ Complete Cole Study, 2021 ◦ Budgeting process ◦ Prioritization factors • Design ◦ Schedule projects ◦ 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: .86 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. 6-35 City of Tempe Fiscal Year 2024/25 Annual Budget 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. 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 6-36 City of Tempe Fiscal Year 2024/25 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 2024/25 Budget Highlights: • No changes Expenditures by Type Personnel Costs Material & Supplies Fees & Services Travel & Miscellaneous Capital Outlays Internal Service Charges Donations / Restricted Revenue / Grants Expenditure Total Per Capita 2022/23 Actual 1,023,591 7,789 799,917 104,865 9,225 49,903 973,497 2,968,787 16.12 2022/23 Actual Authorized Personnel Full Time Economic Development Total 6 6 Perm FTE Temp FTE 2023/24 Budget 1,137,425 4,265 1,462,015 151,420 4,000 35,042 854,879 3,649,046 19.62 2023/24 Budget Full Time 7 7 Perm FTE Temp FTE 2024/25 Budget 1,156,695 4,265 1,502,815 152,496 30,876 90,000 2,937,147 15.47 2024/25 Budget Full Time Perm FTE Temp FTE 7 7 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. 5. Financial Stability and Vitality Maintaining long-term financial stability and vitality by focusing on economic development, business retention, and generating employment to create a robust and diverse economic base. 6-37 City of Tempe Fiscal Year 2024/25 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: 66% Current Strategies: 1. Develop diversified business services toolbox by Q1 2025 ◦ Complete research and inventory of services by June 2024 ◦ Develop toolbox of services by August 2024 ◦ Create and design collateral in September 2024 ◦ Distribution of business services collateral in October 2024 - Update website October 2024; Brokerage community October-December 2024; Chamber October-December 2024; Marketing related to services-30 distributions by February 2025 (email, hard copies), 12 social campaigns scheduled to occur by February 2025. 2. Implement customer relationship management (CRM) Convergence to track and measure Business Retention and Expansion visits and understand business needs and deploy resources by Q3 2024. ◦ Memo sent to CMO to establish need for Convergence by April 2024 ◦ Implement Convergence by May 2024 3. Implement Business Retention and Expansion (BRE) Program by November 1, 2024 ◦ Complete a minimum of 80 in-person BRE visits per year (November-November) ◦ Complete a 6 month follow-up with each business post initial BRE visit by phone or email 4. Maintain monthly communication with Team Tempe members to deploy resources where necessary. 5.02 New Jobs Created Performance Measure: Achieve an annual increase of new jobs that is three times GPEC’s job growth projection based on Tempe’s population. Baseline: 2,841 (Fiscal Year 2017/2018) Target: 2,291 (FY 2022/2023). The target is updated each year based on the Greater Phoenix Economic Council (GPEC) target for regional job creation and Tempe’s population Status: 2,291 Current Strategies: 1. Collaborate with regional and local economic development partners quarterly to actively retain and attract jobs each fiscal year. These include: Greater Phoenix Economic Council, Arizona Commerce Authority (ACA), Tempe Chamber of Commerce, Downtown Tempe Authority (DTA). 2. Develop relationships and communicate monthly with commercial real estate and related professionals to identify and assist existing companies that are expanding or new ones considering investing and creating jobs in Tempe. 3. Cultivate relationships with existing businesses and their suppliers to foster their growth through regular business retention and expansion visits. ◦ Visit 50 Tempe businesses each year to help foster growth and perform follow-ups six months after each visit. 4. Respond to 10 GPEC and ACA prospects each year that match Tempe’s inventory to help facilitate potential locates and create employment opportunities. 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: $136,781,104 capital investments (FY 2022/2023) achieved annually. The target is updated each year based on the Greater Phoenix Economic Council (GPEC) actual capital investment and Tempe's population. Status: $269,850,000 Current Strategies: 1. Collaborate with regional and local economic development partners quarterly to actively retain and attract jobs each fiscal year. These include: Greater Phoenix Economic Council; Arizona Commerce Authority (ACA); Tempe Chamber of Commerce; and the Downtown Tempe Authority (DTA). 2. Develop relationships and communicate monthly with commercial real estate and related professionals to identify and assist existing companies that are expanding or new ones considering investing and creating jobs in Tempe. 3. Cultivate relationships with existing businesses and their suppliers to foster their growth through regular business retention and expansion visits. 6-38 City of Tempe Fiscal Year 2024/25 Annual Budget ◦ 4. Visit 50 Tempe businesses each year to help foster growth and perform follow-ups six months after each visit. Respond to 10 GPEC and ACA prospects each year that match Tempe’s inventory to help facilitate potential locates and create employment opportunities. 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 4% (CY 2023). 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: 3.9% Current Strategies: 1. Conduct consistent exploration of new partnerships including apprenticeships, trainings, and educational opportunities to effectively collaborate and offer new programming. 2. Offer a minimum of 4 Hiring Events annually targeting local businesses with a minimum of 13 employers attending 3. Work with existing employers to ensure they stay in our community by conducting 20 Business Retention Expansion (BRE) visits in each growth zone per year. 4. Continue efforts to make the region strong by working with regional partners on workforce development and workforce pipeline. This will be accomplished through conducting quarterly meetings with Arizona@Work Maricopa County and meetings with education partners a minimum of 10 times per year. 5. Work regularly with the Greater Phoenix Economic Council (GPEC) on attracting companies to Tempe that will be a good match for the Tempe workforce pipeline, with a heavy focus on companies that offer competitive salaries. 6. Continue visionary city planning to create and maintain an attractive live-work environment. ◦ Collaborate with the Tempe Historic Preservation Commission and the Tempe Community Services Department to relocate historic buildings within the city. ◦ Work closely with the Tempe Department of Community Development to ensure that design and use are considered in development and redevelopment projects. ◦ Maintain standard of art component and a focus on public benefit in development agreements. 7. Add a Business Services Representative position in partnership with Arizona@Work Maricopa County. This position is dedicated to connecting with Tempe businesses to identify workforce and education gaps. 8. Participate in the National League of Cities and U.S. Department of Labor’s Good Jobs, Great Cities initiative. This year-long technical assistance will aid Tempe in supporting the Advanced Manufacturing Industry through identifying workforce gaps and educational training needs and promoting opportunities to historically underrepresented populations including women and the BIPOC community. 9. Increase the number of youth participants in Career Ready Tempe by 681.25% from 16 to 125 by June 1, 2024. The Career Ready program provides a career exploration experience for high school youth. Youth are connected with experiential learning opportunities through paid internships at Tempe businesses. Internship opportunities are in sector areas that are in demand (Advanced Business Services, Bioscience, Advanced Manufacturing) and provide youth the opportunity to explore career pathways while building their soft-skills. Youth who participate are also matched with a College Connect Tempe advisor who provides career and college exploration support 10. Continue and expand partnerships with Arizona@Work Maricopa County Youth Workforce and the Tempe Union High School District to engage youth who are at-risk of dropping out of, or have stopped attending school, and re-engage them with education and find employment. 6-39 City of Tempe Fiscal Year 2024/25 Annual Budget Education, Career and Family Services Purpose: The Education, Career and Family Services Office is responsible for building connections with and serving as a resource to Education and Community partners, city departments and other governmental agencies; supporting mayoral and council initiatives and priorities through direct services, programs and partnerships; facilitating the success of all Tempe children, youth, families, and adults. Description: The Education, Career and Family Services Office plans, develops and administers the city's school readiness, out of school time, post-secondary access and attainment, career services, family, and older adult supportive programs, services and partnerships. The Education, Career and Family Services Office facilitates research, establishes programs, and advances pilot projects to support Mayoral and Council Initiatives such as Tempe PRE, Kid Zone Enrichment Program, College Connect Tempe, Career Ready Tempe, Read On Tempe, My Brother’s Keeper Tempe, Achieve 65 Tempe, Age Friendly Tempe, and the Tempe Education Roadmap. The Office oversees boards and commissions as assigned by the City Council including the Mayor’s Youth Advisory Commission. Note: Education, Career and Family Services was merged into Community Health and Human Services for FY2024/25. FY 2024/25 Budget Highlights: • No changes Expenditures by Type Personnel Costs Materials & Supplies Fees & Services Travel & Miscellaneous Capital Outlays Internal Service Charges Donations/Restricted Revenue/Grants Expenditure Total Per Capita 2022/23 Actual 3,883,518 354,957 1,946,597 11,449 18,907 981,936 2,776,098 9,973,462 54.17 2023/24 Budget 6,594,924 351,603 3,535,487 9,481 500,000 1,156,196 4,836,200 16,983,891 91.34 2024/25 Budget Expenditures by Division ECF Administration Preschool Resource Expansion Expenditure Total Per Capita 2022/23 Actual 7,759,475 2,213,987 9,973,462 54.17 2023/24 Budget 13,115,847 3,868,044 16,983,891 91.34 2024/25 Budget 2022/23 Actual Authorized Personnel ECF Administration Preschool Resource Expansion Total Full Time 40 2 42 Perm FTE 2023/24 Budget Temp FTE 60.70 5.40 66.10 6-40 Full Time 40 2 42 Perm FTE Temp FTE 60.70 3.00 63.70 2024/25 Budget Full Time Perm FTE Temp FTE City of Tempe Fiscal Year 2024/25 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. Expenditures by Type Personnel Costs Material & Supplies Fees & Services Travel & Miscellaneous Capital Outlays Internal Service Charges Donations / Restricted Revenue / Grants Expenditure Total Per Capita 2022/23 Actual 3,604,245 310,112 62,934 10,171 17,422 978,493 2,776,098 7,759,475 42.14 2022/23 Actual Authorized Personnel EFC Administration Total Full Time Perm FTE 40 40 2023/24 Budget 6,158,917 296,103 208,950 9,481 450,000 1,156,196 4,836,200 13,115,847 70.53 2023/24 Budget Temp FTE Full Time 60.70 60.70 40 40 Perm FTE 2024/25 Budget 2024/25 Budget Temp FTE Full Time Perm FTE Temp FTE 60.70 60.70 Preschool Resource Expansion: The Preschool Resource 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. Expenditures by Type Personnel Costs Material & Supplies Fees & Services Travel & Miscellaneous Capital Outlays Internal Service Charges Expenditure Total Per Capita 2022/23 Actual 279,273 44,845 1,883,663 1,278 1,485 3,443 2,213,987 12.02 2022/23 Actual Authorized Personnel Full Time Preschool Resource Expansion Total 2 2 Perm FTE 2023/24 Budget 436,007 55,500 3,326,537 50,000 3,868,044 20.80 2023/24 Budget Temp FTE Full Time 5.40 5.40 2 2 6-41 Perm FTE 2024/25 Budget Temp FTE 3.00 3.00 2024/25 Budget Full Time Perm FTE Temp FTE City of Tempe Fiscal Year 2024/25 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 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. 1. Safe and Secure Communities Ensuring a Safe and Secure Community through a Commitment to Public Safety and Justice. 3. Quality of Life Enhancing the quality of life for all Tempe residents and workers through investment in neighborhoods, parks, the arts, human services, and city amenities, with an emphasis on equity and diversity. 4. Sustainable Growth and Development Implementing sustainable growth and development strategies to improve Tempe's environment, quality of life, and economic outcomes. Tempe strives to make long-term generational investments in technology, infrastructure and public transit that create a safe, clean, equitable and healthy city. 1.18 KidZone Participation Rate Performance Measure: Achieve a community program participation rate per capita of Tempe youth during out-ofschool time hours greater than or equal to the national standards published by the Arizona After 3 PM Afterschool Alliance. Baseline: 24% (2012) Target: 30% by 2048 Status: 16.8% Current Strategies: 1. Collaborate with Tempe School district to gather and analyze data helping to understand the out of school time need in each Kid Zone Program to increase participation. Data to be gathered include: a. Current school populations b. % of Kid Zone participants currently enrolled in programs 2. Hire quality staff to meet program needs which leads to decreases in waitlists program wide and higher participation numbers a. Outreach through city and external community partnerships to hire quality staff and fill current Kid Zone openings both in part-time and full-time employment b. Post on University and Community College job boards which include but not limited to Arizona State University, Grand Canyon University and Maricopa Community College Districts c. Work with point of contacts to get into classrooms in college areas such as Early Elementary Education, Elementary Education, Secondary Education and Special Education d. Participate in Career Fairs with city and external community partners e. Market job openings through social media platforms, e-blasts, print materials and participation in city events 3. Retain existing staff a. Explore professional development opportunities that will enhance knowledge and skillsets to stabilize our workforce and provide additional incentive for program retention b. Maintain staff to student ratios equal to or less than state licensing requirements. The average ratio at Kid Zone is 1:14 lower than the state requirement of 1:20. Keeping adult-to-child ratios at appropriate levels ensures that children are receiving adequate care while also meeting the needs of staff members, helping to avoid staff turnover due to workload difficulties c. Maintain natural part-time staff retention with high school and college students by continuing flexible schedules, competitive pay, and promotional opportunities within the program d. 31 full-time/benefited Kid Zone positions ranging from administration to program site managers with a current retention rate of 90% 4. Aim for 100% state accreditation/reaccreditation for all programs through the Arizona Center for Afterschool Excellence (AZCASE) to maintain the quality of the program and increase program participation a. Follow quality standards set forth by AZCASE b. Accredit or reaccredit our Kid Zone programs 6-42 City of Tempe Fiscal Year 2024/25 Annual Budget • • • • 5. 13 programs currently with Kid Zone are State Accredited 3 programs will start the reaccreditation process in spring of 2023 10 programs will start the reaccreditation process in spring of 2024 In addition to our 13 programs, 2 more additional programs will start the accreditation process in the fall of 2023 Aim for full Department of Health Services (DHS) compliance to ensure safety and policies are met. a. Follow licensee responsibilities b. Resolve DHS inspection findings immediately or within timeframe allowed by program surveyors c. Maintain operation at all 15 program locations, which includes our full-day preschool program 3.06 Quality Pre-K Enrollment Performance Measure: Achieve Quality Early Learning for children who attend licensed City of Tempe programs as measured by achieving 3, 4, or 5 starts on the Quality First Rating and Improvement System by 2030. Baseline: 38% (2016) Target: 100% 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. a. Tempe PRE (Preschool Resource Expansion) is a 2-year pilot program designed to improve educational and life outcomes for Tempe’s youngest residents. b. 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-year-old children for families living at or below 200% of the Federal Poverty Level. c. Tempe PRE entered a second phase of a 2—year pilot (FY 19/20 and FY 20/21) to improve educational and life outcomes of Tempe’s youngest residents. This 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. a. 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. b. Triple P Tempe offers a three-class Seminar Series: • Stepping Stones Seminar for parents and caregivers of children with a diagnosed disability. • Discussion Groups for families of children age 0-12, which provide information on a specific parenting issue; and, • Teen Discussion Group for families of children 13-16. • 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% (2016) Target: 72% by 2030 Status: 56% 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. 6-43 City of Tempe Fiscal Year 2024/25 Annual Budget 2. 3. 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. 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. 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: 82.06% Current Strategies: 1. Increase the number of Tempe students and families who access the College Connect Tempe program. • 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, two-thirds 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. • 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 reengage youth who may have dropped out of school. • Partner with Maricopa County @ Work Youth Workforce to reengage out-of-school youth and connect them with educational and career pathway programming. • Collaborate with TUHSD on its “We Want You Back” initiatives to intervene with youth at risk of dropping out. • 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. • Partner with the Tempe Coalition to provide substance use prevention education to students so they can make healthy choices and remain in school. • 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: By 2030, two-thirds of jobs will require some type of post-secondary education. “Achieve65Tempe” aims to ensure Tempe residents have successfully gained a certificate or degree. Baseline: 58.2% (2017) Target: 65% by 2030 Status: 58.2% Current Strategies: 1. Improving the K-12 Pipeline • 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 • 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. • 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 6-44 City of Tempe Fiscal Year 2024/25 Annual Budget 3. 4. 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. • 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 tremendous benefits if more Latinos earned their degrees from higher education institutions. • Tools to help Arizonans complete their degrees or certificates include providing incentives toward completion and post-secondary mentoring. Increasing Access • 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. • 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. • 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 high-school graduation requirements and students can learn about financial aid options that will help finance their education. Aligning Workforce Needs • Two-thirds of jobs in Arizona will require some type of higher education by 2020. • 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. 3.20 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: 53.4% Current Strategies: 1. 2. Raise awareness of dementia to ensure equitable and inclusive access throughout the Tempe community by December 31, 2024. • Capture a minimum of 50 participant zip codes each quarter. This action would address this strategy by locating which Tempe residents are currently being served by DFT. • Continue ongoing targeted outreach in zip codes not serving Tempe residents. This action would address the strategy by providing dementia resources and support to areas of Tempe where is it currently lacking and uncover additional opportunities or challenges that DFT may not yet be aware of related to socioeconomic status and cultural influences. • Mail/email flyers to community partners, medical providers, churches, assisted living facilities, and senior centers to obtain referrals by December 31, 2023. This action provides additional awareness regarding DFT programs by coordinating with other community entities who serve similar populations including older adults and their supports. • Expand Memory Café to Escalante Senior Center by May 31, 2024. This action reaches an area of Tempe that is not currently being served by DFT and opens the door to discussions on how members in the community can best receive services in a way that is meaningful to them in their Increase the number of DFT program participants by May 31, 2024. • Explore additional Memory Café sessions to increase participation from 50 to 70 attendees weekly by May 31, 2024. This action addresses the growing needs of DFT programs as well as the participant requests for additional Memory Café sessions. As the number of Alzheimer’s and other related dementia diagnoses increase, DFT will be able to reach more Tempe residents by offering a variety of dates and times. • Expand network of subject matter experts supporting DFT Presents educational sessions to increase from 35 to 50 attendees by May 31, 2024. This action will address the increasing number of dementia diagnoses within Arizona and Tempe specifically by providing free educational sessions for community members as well as the space to connect with others experiencing the same challenges. • Increase the annual DFT Summit attendance from 100 to 150 attendees by providing cutting-edge and innovative topics by May 31, 2025. This action will support the strategy by providing a space for all 6-45 City of Tempe Fiscal Year 2024/25 Annual Budget community members, both within Tempe and other cities in the county, to openly examine and discuss the resources and options available for those affected by dementia or memory loss. 3.30 Age-Friendly Community Designation Performance Measure: Achieve the Age-Friendly Community Designation for livability from AARP. Baseline: Did Not Receive Designation (2020) Target: Received Designation Status: Received Designation Current Strategies: In order for a City to be accepted as a member of the AARP Network of Age-Friendly communities must meet certain conditions. 1. Work toward becoming more Age-Friendly 2. Identify and involve stakeholders, including older adults 3. Conduct a baseline assessment of the community’s age-friendliness 4. Write an action plan, based on the results from the assessment, aimed at improving the community’s livability for people of all ages 5. Identify indicators for assessing and monitoring progress 6. Monitor progress 7. Establish a process for continual improvement 6-46 City of Tempe Fiscal Year 2024/25 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 multimodal 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. Note: As part of a city reorganization, the Engineering Division was moved to Public Works and the Transportation/ Transit Division was moved to the Transportation and Sustainability Department for FY 2024/25. FY 2024/25 Budget Highlights: • No changes Expenditures by Type Personnel Costs Material & Supplies Fees & Services Travel & Miscellaneous Capital Outlays Internal Service Charges Donations / Restricted Revenue / Grants Expenditure Total Per Capita 2022/23 Actual 12,268,359 7,210,416 40,120,971 48,157 748,555 2,815,019 95,646 63,307,123 343.84 2023/24 Budget 15,095,754 6,668,345 58,704,611 152,970 1,939,694 1,188,029 196,348 83,945,751 451.44 2024/25 Budget Expenditures by Division ET Administration Engineering Transit Transportation Expenditure Total Per Capita 2022/23 Actual 1,064,537 2,415,971 48,147,237 11,679,378 63,307,123 343.84 2023/24 Budget 1,386,710 1,664,558 65,550,125 15,344,358 83,945,751 451.44 2024/25 Budget 2022/23 Actual Authorized Personnel Full Time Perm FTE Temp FTE 2023/24 Budget Full Time Perm FTE Temp FTE Administration 5 0.49 5 0.49 Engineering 38 0.50 39 0.50 Transportation 53 1.00 57 1.00 Transit 22 1.00 22 1.00 Total 118 2.99 123 2.99 6-47 2024/25 Budget Full Time Perm FTE Temp FTE City of Tempe Fiscal Year 2024/25 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. 1. Safe and Secure Communities Ensuring a Safe and Secure Community through a Commitment to Public Safety and Justice. 3. Quality of Life Enhancing the quality of life for all Tempe residents and workers through investment in neighborhoods, parks, the arts, human services, and city amenities, with an emphasis on equity and diversity. 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 Fatalities, 76 Serious Injuries (2016) Target: 0 Fatalities; 0 Serious Injuries by 2025 Status: Fatalities: 23 Serious Injuries: 67 Current Strategies: 1. Update Vision Zero Action Plan by 2024 to continue the program for the next 5 years 2. Positively influence the transportation safety culture by focusing on the “5E’s” of Transportation Safety • Engineering • Education ◦ Conduct 2 Motorcycle Safety Education Program/Event for the community (up from 1) ◦ Conduct 1 Bicycle Safety Education Program/Event for the community or schools (maintaining 2022 rate) ◦ Conduct 1 Child Seat/Occupant safety event (New in 2023, smaller events occurred periodically previously) ◦ Conduct 1 DUI Education Awareness event (New in 2023) ◦ Conduct 1 Social Media push for each subject on distracted driving, vulnerable road user safety, and seatbelt safety (Occurred on certain topics in previous years – new push on areas of concern such as Vulnerable Road User Safety and the Vision Zero Corridor Areas) • Enforcement • Proactive Contacts: Increase Proactive contacts within the designated Traffic Safety Corridors by 25% • Sober Designated Drivers: Increase the average Sober Designated Drivers contacted by 20% (benchmark 2019-2021 average was 247) • Collaborate with other cities to conduct 5 street racing details • Participate in the East Valley DUI Task Force for St. Patrick’s Day, Halloween, and Thanksgiving/Christmas Holidays • Emergency Response • Provide monthly check-ins for the EVP system to ensure maintenance • 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 • All arterials are surveyed in year 1 of the 3-year cycle 6-48 City of Tempe Fiscal Year 2024/25 Annual Budget 2. 3. • All residential and collector streets north of US60 are surveyed in year 2 of the 3-year cycle • All residential and collector streets south of US60 are surveyed in year 3 of the 3-year cycle Project Planning and Prioritization •. Focus on residential streets, while still maintaining arterials and collectors •. Leverage opportunities with development. •. Assign priority: resurfacing is prioritized based on current pavement condition, traffic volume counts, and anticipated deterioration rates. •. Combine priority: locations are coordinated with other anticipated repairs such as water lines, utilities installation, and other construction. Maintenance - in order to prevent the pavement from getting to a condition where major rehabilitation or reconstruction is needed • Utility repairs are inspected to ensure they meet smoothness requirements • Preventative maintenance such as crack sealing, seal coating, pothole repairs, etc. are performed on a periodic basis 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 ◦ Identify the infrastructure systems that will feed into this performance measure ◦ 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: ◦ Inventory ◦ Life cycle ◦ Condition ratings and procedures for updating 3. Budgeting and Planning ◦ Identify backlog of deficiencies, funding requirement and timeframe ◦ Identify annual reinvestment after backlog is extinguished ◦ Link staffing levels to CIP delivery ◦ 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: 61.9% Current Strategies: 1. Collect Data ◦ Annual landscape assessment ◦ GIS mapping of existing right of way landscaping 2. Project: Planning and Prioritization ◦ Create a five-year asset management and revitalization plan ◦ Assign priority based-on condition, deterioration, and mortality rates (informed by community safety survey satisfaction data) ◦ Establish annual reinvestment targets for capital improvement projects funding ◦ Establish baseline funding for on-going maintenance based on life-cycle costing. 3. Maintenance ◦ Annual training with the contractor(s) for the following to ensure the best quality of services: ◦ Plant identification ◦ Proper pruning techniques ◦ GIS Mapping of existing right of way landscaping ◦ Identification of landscape sections ◦ Guidelines for working in city roadways 6-49 City of Tempe Fiscal Year 2024/25 Annual Budget 3.26 20 Minute City Performance Measure: Achieve a percentage of dwellings where residents can utilize a multimodal transportation system where residents can (walk, bicycle, or use public transit) to meet all basic daily, non-work needs. Baseline: Percentage of dwellings where multimodal transportation is accessible to meet 20-minute city criteria Sidewalk (Walk) Pedestrian - 84.8% All-Street Bicycle - 98.9% Low Stress Bicycle - 89.6% Public Transit - 76.6% (2021) Target: Percentage of dwellings where multimodal transportation is accessible to meet 20-minute city criteria Sidewalk (Walk) Pedestrian - 90% All-Street Bicycle - 100% Low-Stress Bicycle - 95% Public Transit - 82% by 2030 Status: No current data Current Strategies: 1. Planning ◦ Identify and map locations of destinations that were deemed important by residents. ◦ Develop baseline for the number of Tempe residents who have bus, bike, walk and rail access to basic human services. (as identified and prioritized by the baseline survey) ◦ Develop a program for annually collecting pedestrian and bicycle volume data. (Every 2 years) ◦ Identify gaps/projects that address accessibility deficiencies experienced by residents including the elderly and people with disabilities. ◦ Plan multi-modal facilities, including the identification of locations based on need and user preferences. ◦ Identify potential new transit routes based on the existing service deficiencies. ◦ Coordinate transportation projects with the Sustainability, Urban Forest, ADA Transition plan to ensure designs include increased shading, sustainability initiatives, and ADA compliance. ◦ Develop interactive low stress bicycle maps accessible through a dashboard. ◦ Develop interactive dashboard detailing ADA compliant sidewalk and maps ◦ Develop an equity informed Citywide Mobility Hubs Plan ◦ Develop a citywide Transportation Demand Management Program (TDM). ◦ Organize a Transportation Management Association (TMA) ◦ Develop and implement biannual reporting content and process 2. Implementation ◦ Identify and map locations of destinations that were deemed important by residents. ◦ Develop baseline for the number of Tempe residents who have bus, bike, walk and rail access to basic human services. (as identified and prioritized by the baseline survey) ◦ Develop a program for annually collecting pedestrian and bicycle volume data. (Every 2 years) ◦ Identify gaps/projects that address accessibility deficiencies experienced by residents including the elderly and people with disabilities. ◦ Plan multi-modal facilities, including the identification of locations based on need and user preferences. ◦ Identify potential new transit routes based on the existing service deficiencies. ◦ Coordinate transportation projects with the Sustainability, Urban Forest, ADA Transition plan to ensure designs include increased shading, sustainability initiatives, and ADA compliance. ◦ Develop interactive low stress bicycle maps accessible through a dashboard. ◦ Develop interactive dashboard detailing ADA compliant sidewalk and maps ◦ Develop an equity informed Citywide Mobility Hubs Plan ◦ Develop a citywide Transportation Demand Management Program (TDM). ◦ Organize a Transportation Management Association (TMA) ◦ Develop and implement biannual reporting content and process. 3. Evaluation ◦ Biannually measure access improvements by comparing composite baseline numbers with end of the year assessments. ◦ Evaluate and review implementation priorities based on year end assessments. ◦ Prepare year end reports identifying completed projects that impacted the 20-minute City initiative. ◦ Update interactive low impact bicycle route and maps. 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) 6-50 City of Tempe Fiscal Year 2024/25 Annual Budget 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.): 1.05 City average (P.M.): 1.22 Segments >2.0 (A.M.): 0 Segments >2.0 (P.M.): 7 Current Strategies: 1. Improve Infrastructure ◦ Intersection improvements ◦ Bus pullouts 2. Technology ◦ Optimize signal control ◦ Adaptive signal control ◦ Corridor signal control and detection 3. Improve Operations ◦ Incident response ◦ Barricade monitoring/minimize peak hour barricade restrictions ◦ Reduce delays at signalized intersections ◦ Utilize questionnaire 4. Convenient Transportation System ◦ Frequent transit service ◦ Bike and pedestrian infrastructure 5. Transportation Demand Management ◦ Commute options ◦ Bike and pedestrian outreach and education 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 75% as measured by the City of Tempe Transportation Survey. Baseline: 69% riders and non-riders 78% riders only 50% non-riders only (2016) Target: 75% riders and non-riders 80% riders only 60% non-riders only By 2024 Status: 57% riders and non-riders 67% riders only 37% non-riders only Current Strategies: 1. Planning ◦ Identify new bus and rail routes and increase frequency on existing routes. ◦ Add transit lanes to improve on-time performance reliability. ◦ Increase shade at non-shaded spots (trees or shelters) by installing 30 shelters a year. ◦ Include equity metrics in planning of all route expansions and changes. 2. Operations & Maintenance ◦ Improve on-time performance with frequent fleet maintenance checks. ◦ Ensure consistent cleanliness of buses and stop by cleaning these assets more frequently. ◦ Improve security on bus system and at light rail/streetcar stations with increased presence of transit security 6-51 City of Tempe Fiscal Year 2024/25 Annual Budget Administration The Engineering and Transportation Director provides the leadership, management, and administrative support for the Department. . Expenditures by Type Personnel Costs Material & Supplies Fees & Services Travel & Miscellaneous Internal Service Charges Donations / Restricted Revenue / Grants Expenditure Total Per Capita 2022/23 Actual 2023/24 Budget 2024/25 Budget 782,800 724,754 33,630 49,683 519,468 744,629 1,486 12,150 (368,493) (340,854) 95,646 196,348 1,064,537 1,386,710 5.78 7.46 2022/23 Actual Full Time Authorized Personnel ET Administration Total Perm FTE 2023/24 Budget Temp FTE Full Time 0.49 0.49 5 5 5 5 Perm FTE 2024/25 Budget Temp FTE Full Time 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. Expenditures by Type Personnel Costs Material & Supplies Fees & Services Travel & Miscellaneous Capital Outlays Internal Service Charges Expenditure Total Per Capita 2022/23 Actual 2023/24 Budget 2024/25 Budget 3,835,885 5,077,306 36,691 27,804 221,521 314,534 14,480 24,250 1,179 (1,693,785) (3,779,336) 2,415,971 1,664,558 13.12 8.95 2022/23 Actual Authorized Personnel Engineering Total Full Time 38 38 Perm FTE 2023/24 Budget Temp FTE Full Time 0.50 0.50 39 39 6-52 Perm FTE Temp FTE 0.50 0.50 2024/25 Budget Full Time Perm FTE Temp FTE City of Tempe Fiscal Year 2024/25 Annual Budget 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 Material & Supplies Fees & Services Travel & Miscellaneous Capital Outlays Internal Service Charges Expenditure Total Per Capita 2022/23 Actual 5,129,975 505,535 3,112,193 23,932 734,894 2,172,849 11,679,378 63.43 2022/23 Actual Authorized Personnel Transportation Total Full Time Perm FTE 2023/24 Budget 6,432,085 814,641 3,665,134 54,570 1,848,641 2,529,287 15,344,358 82.52 2023/24 Budget Temp FTE 2024/25 Budget Temp FTE Full Time 1.00 1.00 57 57 1.00 1.00 2022/23 Actual 2,519,699 6,634,560 36,267,789 8,259 12,482 2,704,448 48,147,237 261.50 2023/24 Budget 2,861,609 5,776,217 53,980,314 62,000 91,053 2,778,932 65,550,125 352.51 53 53 Perm FTE 2024/25 Budget Full Time Perm FTE Temp FTE Transit Expenditures by Type Personnel Costs Material & Supplies Fees & Services Travel & Miscellaneous Capital Outlays Internal Service Charges Expenditure Total Per Capita 2022/23 Actual Authorized Personnel Transit Total Full Time 22 22 Perm FTE Temp FTE 1.00 1.00 2023/24 Budget Full Time 22 22 6-53 Perm FTE Temp FTE 1.00 1.00 2024/25 Budget 2024/25 Budget Full Time Perm FTE Temp FTE City of Tempe Fiscal Year 2024/25 Annual Budget Financial Services Department Purpose: The City of Tempe Financial Services Department provides sound financial management, efficient and effective facilities management, and superior customer service to support the city’s mission and goals. We are committed to transparency and accountability, and we protect the city’s assets and resources. 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 2024/25 Budget Highlights: • No changes Expenditures by Type Personnel Costs Material & Supplies Fees & Services Travel & Miscellaneous Capital Outlays Internal Service Charges Health/Risk/Worker's Compensation Expenditure Total Per Capita 2022/23 Actual 2023/24 Budget 2024/25 Budget 8,142,322 10,277,335 10,979,192 1,075,377 476,866 476,190 8,403,951 8,617,187 9,936,564 35,204 44,145 50,495 68,938 43,997 (896,415) (1,657,505) (1,732,532) 8,369,300 8,355,528 8,371,079 25,198,677 26,157,553 28,080,988 136.86 140.67 147.92 Expenditures by Division FS Administration Financial Services Facilities Management & Custodial Services Risk Management Expenditure Total Per Capita 2022/23 Actual 1,226,185 6,694,239 8,908,953 8,369,300 25,198,677 136.86 2022/23 Actual Authorized Personnel FS Administration Financial Services Risk Management Facilities Mgmt & Custodial Svcs Total Full Time 2 49 6 51 108 Perm FTE Temp FTE 0.50 0.50 2023/24 Budget 975,454 7,488,862 9,337,709 8,355,528 26,157,553 140.67 2023/24 Budget Full Time 2 50 6 51 109 6-54 Perm FTE Temp FTE 0.50 0.50 2024/25 Budget 1,029,530 8,375,237 10,305,142 8,371,079 28,080,988 147.92 2024/25 Budget Full Time 2 50 6 51 109 Perm FTE Temp FTE 0.50 0.50 City of Tempe Fiscal Year 2024/25 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. 2. Strong Community Connections Developing and maintaining a strong community connection by emphasizing the importance of open government, customer service, and communication with community members. 4. Sustainable Growth and Development Implementing sustainable growth and development strategies to improve Tempe's environment, quality of life, and economic outcomes. Tempe strives to make long-term generational investments in technology, infrastructure and public transit that create a safe, clean, equitable and healthy city. 5. Financial Stability and Vitality Maintaining long-term financial stability and vitality by focusing on economic development, business retention, and generating employment to create a robust and diverse economic base. Performance Measures: 2.11 Financial Reporting Award Performance Measure: Receive the Government Finance Officers’ Association (GFOA) Certificate of Achievement (COA) for Excellence in Financial Reporting annually for transparency, disclosure, and information. Baseline: Received Certificate (Total Awards: 39) Target: Receive Certificate Status: Received Certificate Current Strategies: To meet the COA Program eligibility requirements and successfully achieve recognition for excellence in financial reporting, the City will follow these necessary strategies: 1. Strong Financial Reporting/Accounting Team - Establish and maintain a competent and experienced financial reporting team within the City of Tempe's Financial Services Department. This team will thoroughly understand generally accepted accounting principles (GAAP) and government accounting standards to ensure accurate and comprehensive reporting. 2. Comprehensive Financial Reporting System - Maintain a robust financial reporting system that helps ensure accounting accuracy and provides consolidated financial data from core business functions to facilitate the preparation of the ACFR. The City of Tempe’s new financial reporting system is expected to be updated by 07/01/2026. 3. Audit and Compliance - The ACFR will annually contain an independent auditor's report on the fair presentation of the financial statements. The audit should align with generally accepted government auditing standards (GAGAS) to ensure accuracy and compliance with government accounting standards. 4. Timely Submission - Plan and execute the preparation and submission of the ACFR within the specified timeline of December 31st of each year. Meeting the six-month deadline after the City's fiscal year-end is crucial for program participation. 5. Continuous Improvement - Regularly review the City's financial reporting processes and seek opportunities for improvement. Respond to prior year comments and suggestions from GFOA to enhance the quality and transparency of the ACFR prior to issuance date of December 31st.Respond to prior year comments and suggestions from GFOA to enhance the quality and transparency of the ACFR prior to the issuance date of December 31st of each year. 6. Training and Education - Invest in training and professional development for the Financial Reporting/Accounting team to stay updated on new accounting standards and best practices in government financial reporting. By following these strategies, the City of Tempe can increase its chances of receiving the Certificate of Achievement for Excellence in Financial Reporting and demonstrate its dedication to fiscal responsibility and accountability. For the Full COA Program Eligibility, see the following website, please visit: https://www.gfoa.org/coa-program-eligibility 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: Received Award (2014) Target: Receive Award 6-55 City of Tempe Fiscal Year 2024/25 Annual Budget Status: Achieved Current Strategies: 1. Review the published criteria and City’s score card annually in September to determine which unattained benchmarks may be achievable for the next award application process (due in May). 2. Connect Procurement staff with at least 24 hours of professional development opportunities per year to increase their expertise and stay current with developing trends and best practices. 3. Review procurement policies and procedures and update them as necessary to ensure compliance with award requirements annually by December 31st. 4. Plan and execute the preparation and submission of the City’s application by the deadline in May each year. 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: 15.71% Current Strategies: 1. Update Facilities Master Plan every ten years. 2. Focus on preventative maintenance strategies • Primary Assessments: ◦ Complete annual Roofing Assessments by July 31st ◦ Update Electrical Arc Flash Study by 2024 and update every five years ◦ Complete annual HVAC review by March 31st ◦ Complete annual Fire System Inspections by March 31st • Remedy building deficiencies within 10 years 3. Complete general building assessments on city facilities every five years and update Facilities. 4. Review Facilities design criteria manual by June 30, 2024. 5. Update 5-year CIP program that aligns with stakeholder needs annually 6. Advance Sustainability ◦ Complete 3 to 4 energy assessments on city facilities by June 30, 2024 and add to Facilitize. ◦ Develop 5-year systems automation plan with contractor by June 30, 2024 5.04 Bond Rating Performance Measure: Maintain the highest bond rating for organizational financial strength as measured by Standard and Poor’s and Fitch credit rating agencies. 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: Standard & Poor’s and Fitch Ratings: AAA Status: Standard & Poor’s and Fitch Ratings: AAA Current Strategies: 1. Continue to manage the city’s financial resources conservatively by adopting a balanced budget annually that conforms to the city’s financial policies. 2. Maintain strong financial policies and practices including the use of historical trend analysis and economic factors in budget development, robust five-year financial forecasting, and updating capital planning annually. 3. Maintain unassigned fund balance between 20 to 30% of current year operating revenues in the General Fund. 4. Continue to receive an unqualified opinion from the city’s independent external auditor for the Annual Comprehensive Financial Report (ACFR) within 180 days after the close of the fiscal year. 5. Continue to receive the Certificate of Achievement for Excellence in Financial Reporting annually. 6. Maintain the stability of the management team, especially the city manager, chief financial officer, and other senior budget and finance officials. 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: 20% to 30% . Status: 43% 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 6-56 City of Tempe Fiscal Year 2024/25 Annual Budget 2. 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%. 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% (FY 2017/18) Target: 76% Status: 86% Current Strategies: 1. Encourage all prospective vendors to register on the City’s vendor registration e-procurement platform. City will increase total vendor registration by 5% or 150 new vendors year over year based on a July 1st threshold. 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. The Division will participate in a minimum of two vendor events each year with the goal of registering a minimum of 50 new vendors per event. 3. Maintain active memberships in a variety of procurement associations including the National Procurement Institute, Grand Canyon Minority Supplier Development Council, Arizona Minority Contractors Association, Arizona Small Business Development Center, Tempe Chamber of Commerce, etc. The Division will renew or maintain active membership and partnerships on an annual basis and be open to aligning with new associations or industry trade groups that will benefit the City’s supplier base. 4. On an annual basis strive to make 100% of all City’s procurements competitive utilizing the dollar thresholds contained within the procurement ordinance. 5. At least once per year, conduct a detailed spend analysis to identify any new contracting opportunities. 6. As applicable, seek opportunities to minimize limited source and sole source procurements as much 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 6-57 City of Tempe Fiscal Year 2024/25 Annual Budget Financial Services Administration Financial Services Administration comprises the Financial Services Director and Administrative staff to provide leadership, comprehensive administrative support, and coordination across all divisions within the Financial Services Divisions: Accounting, Customer Services, Facilities Management, Procurement, Risk Management, and Tax & License. The administration ensures efficient operations and streamlined collaboration by managing administrative tasks, coordinating resources, and facilitating communication among the divisions. Expenditures by Type Personnel Costs Material & Supplies Fees & Services Travel & Miscellaneous Capital Outlays Internal Service Charges Expenditure Total Per Capita 2022/23 Actual 749,265 4,736 39,578 3,352 2,008 427,246 1,226,185 6.66 2023/24 Budget 714,122 2,050 36,684 4,734 2024/25 Budget 710,706 2,050 36,684 4,734 217,864 975,454 5.25 275,356 1,029,530 5.42 Financial Services Financial Services contains several departments including Accounting, Procurement, Tax & License and Customer Services. Accounting is responsible for accounts payable, accounts receivable, payroll, special assessments, cash management, account reconciliation and financial reporting, including the preparation of the Annual Comprehensive Financial Report. Procurement responsibilities include procurement and contracting of all materials, supplies and services for City departments with the sole exception of architecture, engineering and construction. Procurement is also responsible for the administration and compliance auditing of all terms for blanket contracts that have been established through competitive bidding. Tax & License is the office responsible for the administration and enforcement of the City of Tempe Code requirements related to the licensing of applicable business for privilege and use tax and transient lodging tax. In addition, the office is responsible for the issuance of several types of specialty business licenses related to liquor sales, amusements, massage, soliciting, etc. Customer Services is primarily responsible for billing and collecting charges for water, sewer, refuse and irrigation services. In addition, they provide cashiering, customer inquiry and meter reading services. Expenditures by Type Personnel Costs Material & Supplies Fees & Services Travel & Miscellaneous Capital Outlays Internal Service Charges Expenditure Total Per Capita 2022/23 Actual 2023/24 Budget 2024/25 Budget 4,315,260 5,236,429 5,594,033 74,651 72,526 30,526 2,832,469 2,822,945 3,351,995 26,236 37,361 43,711 53,723 43,997 (608,100) (724,396) (645,028) 6,694,239 7,488,862 8,375,237 36.36 40.27 44.12 Risk Management Risk Management is responsible for the processing of property/liability claims against the City as well as worker's compensation claims. Risk Management is also responsible for employee safety and industrial hygiene. Expenditures by Type Personnel Costs Material & Supplies Fees & Services Travel & Miscellaneous Internal Service Charges Expenditure Total Per Capita 2022/23 Actual 880,172 15,946 7,467,152 5,520 510 8,369,300 45.46 6-58 2023/24 Budget 978,851 19,500 7,343,386 13,791 2024/25 Budget 994,402 19,500 7,343,386 13,791 8,355,528 44.93 8,371,079 44.10 City of Tempe Fiscal Year 2024/25 Annual Budget Facilities Management & Custodial Services Facilities Management provides custodial and maintenance services that keep city facilities clean, safe and well-maintained. Some of the services provided include plumbing, electrical, mechanical systems, preventive maintenance and cleaning. Expenditures by Type Personnel Costs Material & Supplies Fees & Services Travel & Miscellaneous Capital Outlays Internal Service Charges Expenditure Total Per Capita 2022/23 Actual 2023/24 Budget 2024/25 Budget 3,077,797 4,326,784 4,674,453 995,990 402,290 443,614 5,531,904 5,757,558 6,547,885 5,616 2,050 2,050 13,207 (715,561) (1,150,973) (1,362,860) 8,908,953 9,337,709 10,305,142 48.39 50.22 54.29 6-59 City of Tempe Fiscal Year 2024/25 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 2024/25 Budget Highlights: • Authorized the creation of new Firefighter positions (3 FTE) • Authorized the creation of new Captain positions (3 FTE) • Authorized funding for various non-personnel items totaling $135,574 • Authorized funding for contracted services totaling $45,000 Expenditures by Type Personnel Costs Material & Supplies Fees & Services Travel & Miscellaneous Capital Outlays Internal Service Charges Donations/Restricted Revenue/Grants Expenditure Total Per Capita 2022/23 Actual 41,428,810 1,407,155 2,130,728 180,871 106,975 3,463,540 400,454 49,118,533 266.78 2023/24 Budget 46,233,270 1,348,393 2,372,445 517,500 747,667 4,855,665 1,000,208 57,075,148 306.94 2024/25 Budget 49,978,606 1,453,167 2,093,752 551,500 1,185,187 5,032,366 2,491,094 62,785,672 330.74 Expenditures by Division FMR Administration Emergency Services Training, Preparedness, & Wellness Community Risk Reduction Expenditure Total Per Capita 2022/23 Actual 20,686,928 26,287,535 1,064,423 1,079,647 49,118,533 266.78 2023/24 Budget 28,468,957 25,886,484 1,325,202 1,394,505 57,075,148 306.94 2024/25 Budget 31,809,278 28,521,657 1,275,757 1,178,980 62,785,672 330.74 Authorized Personnel Administrative Services 2022/23 Actual Full Perm Temp Time FTE FTE 67 0.00 1.89 2023/24 Budget Full Perm Temp Time FTE FTE 68 0.00 1.89 2024/25 Budget Full Perm Temp Time FTE FTE 67 0.00 1.89 Emergency Services Community Risk Reduction 156 11 0.00 0.00 0.00 0.00 156 11 0.00 0.00 0.00 0.00 166 10 0.00 0.00 0.00 0.00 Training , Preparedness, & Wellness Total 5 239 0.00 0.00 1.89 6 241 0.00 0.00 1.89 5 248 0.00 0.00 1.89 6-60 City of Tempe Fiscal Year 2024/25 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. 1. Safe and Secure Communities Ensuring a Safe and Secure Community through a Commitment to Public Safety and Justice. 3. Quality of Life Enhancing the quality of life for all Tempe residents and workers through investment in neighborhoods, parks, the arts, human services, and city amenities, with an emphasis on equity and diversity. 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: 74.73% (2016) Target: 90% by 2040 Status: 60.8% Current Strategies: 1. Training • Disseminate turnout and total response time information to all crews monthly • Offer opportunities for Shift commanders to follow up with crews that exceed turnout time requirements as needed 2. Technology • Have field-based crews report issues with the Opticom traffic preemption system using existing Microsoft Form as needed • Evaluate LYT HAAS Alert NextGen Emergency Vehicle Preemption (EVP) System by June 30, 2025 for expansion from 7 units to 15 units 3. Resources • Evaluate the feasibility of recommendations detailed in Station Location Study in southeast and northeast areas of the City of Tempe by December 2030. ▪ Fully occupy and operate out of new fire station 278 by December 2031. • Design station in fiscal year 2024/25 • Start building in fiscal year 2026/27 • Complete build in fiscal year 2029/30 ▪ Increase operations division staffing levels from 177 members to 195 members by June 30, 2027 • Increase staffing levels by 6 members (3 captains, 3 firefighters) in fiscal year 2024/25 • Increase staffing levels by 6 members (3 engineers, 3 firefighters) in fiscal year 2025/26 • Increase staffing levels by 6 members (3 captains, 3 firefighters) in fiscal year 26/27 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 (AHA). Baseline: 13.64% (2016) Target: Greater than 9.3% Status: 11.2% Current Strategies: 1. Internal Training Programs ▪ Improve quality of compressions through training on new equipment to increase compression effectiveness from 66% to 98% by June 30, 2025 ▪ Select and integrate a contracted physician to oversee TFMR paramedic and Emergency Medical Technician (EMT) training by July 31, 2024. ▪ Train 100% of new Police and Park Ranger staff on Cardio Cerebral Resuscitation (CCR) increasing the likelihood of quality bystander compressions prior to TFMR arrival. 6-61 City of Tempe Fiscal Year 2024/25 Annual Budget 2. 3. Community Education Programs ▪ Continue Cardio Cerebral Resuscitation (CCR) training at each Tempe Union High School twice annually. ▪ Implement a bystander training program on Cardio Cerebral Resuscitation (CCR) at local middle schools and requested public gatherings by the end of 2024. ▪ Partner with automatic aid agencies to track and identify opportunities to improve results at monthly meetings. Technology ▪ Purchase and put into service 12 additional mechanical chest compression devices to increase compression effectiveness from 66% to 98% by June 30, 2025 ▪ Develop pilot program to utilize Code-Stat technology to obtain feedback on patient care data 1 time a week, by December 31, 2024. This will allow for allowing for future in-field adjustments, and follow-up analysis. 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 of 15 minutes or less and recognition of S-T Elevation Myocardial Infarction (STEMI) heart attack of 5 minutes or less. Baseline: 10 minutes 52 seconds on scene for Stroke 10 minutes for S-T Elevation Myocardial Infarction (STEMI) heart attack recognition Target: Less than 15 minutes on scene for Stroke Less than 5 minutes S-T Elevation Myocardial Infarction (STEMI) heart attack recognition Status: Stroke: 727 seconds Heart Attack: 453 seconds Current Strategies: 1. Training Programs/Hospital Follow Up ◦ Implement the Visual Disturbance Aphasia and Neglect (VAN) Assessment for all stroke patients per the CAREMSG by December 31, 2024 ◦ Expand the post-incident review programs for continuing education on strokes and heart attacks from 1 local hospital to 5 by July 1, 2025 ◦ Train (or retrain) all crews on CAREMSG identifying requirement of obtaining a 12-lead Electrocardiogram (EKG) within 5 minutes of patient contact using classroom and hands on scenarios by March 30, 2025 ◦ Offer monthly continuing quality improvement (CQI) to include charts with patients experiencing stroke and heart attacks to field crews in coordination with medical directors by September 30, 2024 2. Technology ◦ Utilize ImageTrend CQI process to provide feedback to all crews within 72 hours after they treat a stroke or heart attack patient regarding their recognition of STEMI and transfer of care of stroke patient times by July 31, 2024 ◦ Evaluate leasing of Lifepack 35 monitor defibrillators to improve the technology available in recognition of STEMIs by increasing from 12 lead EKGs to 15 lead EKGs by July 31, 2024 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 93.5% Customer Survey: 93.2% Current Strategies: 1. Public Outreach ◦ Update department Social Media site weekly. Social media will be used to inform the public on relevant safety tips for the time of year, inform the public of pertinent department related information, and to build trust among the community with the department. ◦ Respond immediately to media inquiries to provide accurate newsworthy information to the public. Media requests are directed to the public information officer email and are responded to by chief officers to ensure accurate information is provided in a timely manner. ◦ Update department webpage quarterly to make sure it remains of the highest quality and with the most current information. 2. Educate Workforce ◦ Survey responses will be shared to all crews on a monthly basis to provide constructive feedback that emphasizes the importance of quality customer service. 6-62 City of Tempe Fiscal Year 2024/25 Annual Budget ◦ Share public feedback, including Facebook posts, formal complaints, and formal accolades with the appropriate level of crews as they are submitted to provide educational opportunities, both positive and negative. Address Negative Perceptions ◦ Respond same day to all customer complaints. Strive to respond within one hour of complaint. ◦ Explore feasibility of tracing negative comments posted on social media sites to their source, as applicable, for the purpose of clarifying concerns with the poster. 3. 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: 76.2% Current Strategies: 1. Identify High Risk Occupancies ◦ Evaluate Firehouse Database for high-risk occupancies ◦ Verify high risk occupancies based on the Community Risk Assessment Guide ◦ Update and/or confirm risk assessment ranking in Firehouse Database ◦ Plot high risk occupancies per subzone and management district and assign Fire Inspector. Inspect High Risk Occupancy ◦ Inspect and identify immediate life safety hazards ◦ Educate occupant(s) and/or building owner(s)/manager(s) on violations ◦ Establish re-inspection timeline and follow-up appointment 3. Follow-up/Re-inspection/Close Violations ◦ Provide guidance on voluntary compliance ◦ Establish timelines for compliance based on violations ◦ Establish additional follow-up re-inspection (when needed) ◦ Close open violations associated with high-risk occupancy and update Firehouse Database 2. 1.31 Addressing Opioids Performance Measure: Achieve an end to opioid misuse and abuse as measured by the percentage of “opioid abuse probable” Emergency Medical Services calls Baseline: 1.9% (2017) Target: 0% Status: 3.2% Current Strategies: 1. Better Data by Strengthening Public Health Surveillance Data examples include: ◦ Emergency Medical Service data points ◦ Wastewater Biomarker data and trends ◦ QR Codes and demographics 2. Better Pain Management Program examples include: ◦ Patient Advocate Services (PAS) ◦ Care 7 ◦ FUSE ---frequent utilizer data ◦ Crisis Teams 3. Improving access to treatment, prevention, recovery Program examples include: ◦ Rx 360 program from 5th grade through to 12th ◦ Tempe Police grant program partnering with Impact ◦ QR Codes, self-referrals, and referrals ◦ Tempe Union High School District Parent Night/Athlete Parent Night 4. Increasing availability of overdose reversing drugs 5. Supporting cutting edge research Example: ◦ Wastewater Biomarkers – Community Health ◦ Maricopa County Department of Public Health 6-63 City of Tempe Fiscal Year 2024/25 Annual Budget 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: 39% Current Strategies: 1. Education: • 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. • Outreach and education on Pandemic and Post- Pandemic Recovery, and all other medical services. 2. Utilize data analytics and predictability model: • 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. • Utilizing all available software and reporting systems available to help coordinate patient care: ◦ 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. ◦ Health Current: the health information exchange (HIE) that helps partners transform care by bringing together communities and information across Arizona. ◦ 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. ◦ Veteran Administration (VA) Citrix Access Gateway (CAG): authorized access to computerized patient record system; and ◦ 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: • 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. • AHCCCS - Utilization of insurance reimbursement to obtain funding to offset cost for PAS Program. • Grants- Tribal Gaming Grant Funding and other community grants have help to support the operational cost of the PAS Program. 6-64 City of Tempe Fiscal Year 2024/25 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. Expenditures by Type Personnel Costs Material & Supplies Fees & Services Travel & Miscellaneous Capital Outlays Internal Service Charges Donations / Restricted Revenue / Grants Expenditure Total Per Capita 2022/23 Actual 14,756,186 715,615 2,001,920 18,986 5,432 2,788,335 400,454 20,686,928 112.36 2022/23 Actual Authorized Personnel FMR Administration Total Full Time 67 67 Perm FTE 2023/24 Budget 19,271,761 833,970 2,126,960 417,700 692,667 4,125,691 1,000,208 28,468,957 153.10 2023/24 Budget Temp FTE Full Time 1.89 1.89 68 68 Perm FTE 2024/25 Budget 20,730,532 839,970 1,943,842 417,700 1,130,187 4,255,953 2,491,094 31,809,278 167.56 2024/25 Budget Temp FTE Full Time 1.89 1.89 67 67 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; (5) provide technical rescue services; and (6) emergency medical transportation service that provides rapid response and patient transportation to the most appropriate hospitals. 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. The Emergency Services division oversees the Department’s special events deployments and emergency management programs. Coordination of the Department’s special teams programs involve training and certification for emergency 6-65 City of Tempe Fiscal Year 2024/25 Annual Budget procedures including hazardous materials, technical rescue (high angle, confined space, swift water, etc.) and the Department’s dive team. Expenditures by Type Personnel Costs Material & Supplies Fees & Services Travel & Miscellaneous Capital Outlays Internal Service Charges Expenditure Total Per Capita 2022/23 Actual 24,816,654 644,295 79,894 110,910 101,543 534,239 26,287,535 142.78 2022/23 Actual Authorized Personnel Emergency Services Total Full Time Perm FTE Temp FTE 156 156 2023/24 Budget 24,523,628 494,123 191,875 43,000 55,000 578,858 25,886,484 139.21 2023/24 Budget Full Time Perm FTE Temp FTE 156 156 2024/25 Budget 27,116,078 592,197 95,000 77,000 55,000 586,382 28,521,657 150.25 2024/25 Budget Full Time Perm FTE Temp FTE 166 166 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; (6) public safety education programs; and (7) response to fire hazard complaints in commercial and multifamily residential occupancies. 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. Expenditures by Type Personnel Costs Material & Supplies Fees & Services Travel & Miscellaneous Internal Service Charges Expenditure Total Per Capita 2022/23 Actual 1,003,920 5,371 7,928 2023/24 Budget 1,308,082 7,300 13,410 2024/25 Budget 1,065,969 7,300 13,410 62,428 1,079,647 5.86 65,713 1,394,505 7.50 92,301 1,178,980 6.21 2022/23 Actual Authorized Personnel Community Risk Reduction Total Full Time 11 11 Perm FTE Temp FTE 2023/24 Budget Full Time 11 11 6-66 Perm FTE Temp FTE 2024/25 Budget Full Time 10 10 Perm FTE Temp FTE City of Tempe Fiscal Year 2024/25 Annual Budget Training, Preparedness, & Wellness This division provides the Department's personnel and professional development programs including recruitment, departmental skills training, recruit training, officer development, driver training, workplace safety, and minimum company standards. This section also incorporates incident analysis to improve the quality of services by reviewing emergency incidents and applying lessons learned. This division also oversees the Department's Emergency Management program which 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. Expenditures by Type Personnel Costs Material & Supplies Fees & Services Travel & Miscellaneous Internal Service Charges Expenditure Total Per Capita 2022/23 Actual 852,050 41,874 40,986 50,975 78,538 1,064,423 5.78 2022/23 Actual Authorized Personnel Full Time Training, Preparedness & Wellness Total 5 5 Perm FTE Temp FTE 2023/24 Budget 1,129,799 13,000 40,200 56,800 85,403 1,325,202 7.13 2023/24 Budget Full Time 6 6 6-67 Perm FTE Temp FTE 2024/25 Budget 1,066,027 13,700 41,500 56,800 97,730 1,275,757 6.72 2024/25 Budget Full Time 5 5 Perm FTE Temp FTE City of Tempe Fiscal Year 2024/25 Annual Budget Government Relations Office Purpose: The Government Relations Office represents Tempe’s interests at the federal, state and regional levels of government and with utility, industry and educational partners. This representation is done with Tempe City Council direction and in collaboration with all city departments. Description: The Government Relations Office drafts and presents the legislative agendas for City Council direction in public meetings and conveys pertinent legislative updates to Council, city departments, and the public. The Office works in concert with all Tempe departments when potential legislative, administrative or regional policy proposals could influence local decision-making or resources throughout the city. The Government Relations Office is a conduit for information and policies regarding Tempe’s elected official, management and staff level representation on regional bodies, including the Maricopa Association of Governments (MAG), Valley Metro and the Arizona Municipal Water Users Association (AMWUA).The Office also coordinates with applicable departments to assist with resident and business concerns, particularly when the topic stems from or could result in a legislative or rule-making change. The Tribal Communities’ gaming grant processes and contracts with external lobbying firms and policy consultants are fielded by the Government Relations Office. The Government Relations Divisions supports all Council Priorities and performance measures that are connected to or reliant upon policies and resources impacted by other levels of government and partner entities. FY 2024/25 Budget Highlights: • No changes. Expenditures by Type Personnel Costs Materials & Supplies Fees & Services Travel & Miscellaneous Internal Service Charges Expenditure Total Per Capita Authorized Personnel Government Relations Office Total 2022/23 Actual 202,259 299 122,316 149,922 9,420 484,216 2.63 2022/23 Actual Full Perm Temp Time FTE FTE 1 1 2023/24 Budget 206,397 100 203,407 167,110 10,083 587,097 3.16 2023/24 Budget Full Perm Temp Time FTE FTE 1 1 6-68 2024/25 Budget 207,117 100 127,102 170,460 5,682 510,461 2.69 2024/25 Budget Full Perm Temp Time FTE FTE 1 1 City of Tempe Fiscal Year 2024/25 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 2024/25 Budget Highlights: • No changes Expenditures by Type Personnel Costs Material & Supplies Fees & Services Travel & Miscellaneous Capital Outlays Internal Service Charges Health/Risk/Worker's Compensation Donations/Restricted Revenue/Grants Expenditure Total Per Capita 2022/23 Actual 5,772,561 108,062 297,155 26,230 2023/24 Budget 6,053,726 130,713 304,522 35,000 2024/25 Budget 6,135,691 134,300 664,022 35,000 (1,113,073) 37,899,940 (1,146,135) 40,980,097 (1,227,320) 44,063,474 42,996,875 233.53 46,360,955 249.32 49,805,167 262.36 Expenditures by Division HR Administration Employee Development Expenditure Total Per Capita 2022/23 Actual 42,444,472 552,403 42,996,875 233.53 2023/24 Budget 45,689,492 671,463 46,360,955 249.32 2024/25 Budget 49,121,950 683,217 49,805,167 262.36 Authorized Personnel HR Administration Employee Development Total 2022/23 Actual Full Perm Temp Time FTE FTE 2023/24 Budget Full Perm Temp Time FTE FTE 2024/25 Budget Full Perm Temp Time FTE FTE 18 3 21 19 3 22 19 3 22 1.50 1.50 0.75 0.50 1.25 0.75 0.50 1.25 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. 2. Strong Community Connections Developing and maintaining a strong community connection by emphasizing the importance of open government, customer service, and communication with community members. 5. Financial Stability and Vitality Maintaining long-term financial stability and vitality by focusing on economic development, business retention, and generating employment to create a robust and diverse economic base. 6-69 City of Tempe Fiscal Year 2024/25 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: 47.2% (2016) Job Satisfaction: 78.2% (2016) Target: 72% Status: Engagement: 51.9% Job Satisfaction: 75.9% Current Strategies: 1. Education and Training • Involve stakeholders in the development of education and training programs (6-Sided Partnership, Diversity Steering Committee, etc.) • Develop training program for interview panels • Interview preparation training • Proactive statistics on hiring and promotion trends 2. Recruitment and Selection Processes • Investigate a “City Interviewers Faculty” concept • Evaluate a non-linear selection process • Develop an interview feedback process 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 ◦ Diverse hiring panels ◦ Interview Prep and Consultation 2. Provide Employee/Supervisor training ◦ Supervisor’s Academy ◦ Leadership Development Program ◦ Tempe Professional Development Network ◦ Mentoring Program ◦ Tuition Assistance Program 3. Advance inclusion and diversity leadership ◦ Strategic Management and Diversity Office ◦ Diversity Committee ◦ Human Resources ◦ Interview Panel Training and Debriefs 4. Promote recruitment and outreach strategies to engage diverse populations ◦ Job fairs ◦ Advertising ◦ Industry pathways ◦ Compensation & Benefits 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: 51% (2016) • Target: 90% by 2030 Status: Agree or Strongly Agree 52% City Manager’s Office 46.6% Human Resources 60.8% Information Technology 65.3% Risk Management 58.4% Strategic Management and Diversity 37.8% 6-70 City of Tempe Fiscal Year 2024/25 Annual Budget Office of Diversity, Equity, and Inclusion 42.8% Current Strategies: 1. Employee Survey conducted every other year – 2016, 2018, 2020 2. Additional positions added to workforce since 2009 3. Six – Sided Partnership 4. Employee Group Meet and Confer 5. Comprehensive Employee Benefits Confer Process 6. Wellness and Employee Assistance Programs 7. Employee Voice Programs 8. Employee Appreciations Events 9. Tempe Professional Development Network 10. Tempe Learning Center 11. AD Hoc Training: Risk, IT, Accounting, Budget, Procurement, Data Academy, GIS, Strategic Management, ADA, New Employee Orientation 12. Supervisor’s Academy 13. Educational Partnerships 14. Mentoring Program 5.07 Employee Turnover Performance Measure: Achieve a City employee turnover rate less than or equal to the Valley Benchmark Cities’ average. Baseline: 9.07% (FY 2021/2022) Target: 11.61% by FY 2022/2023) Status: 10.63% 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. 6-71 City of Tempe Fiscal Year 2024/25 Annual Budget Human Resources Administration HR Administration includes Employee Benefits and Employment Services. Employee Benefits strives to provide quality benefits services to help employees and retirees achieve a meaningful, healthy home and work life. Employment Services is responsible for creating and implementing fair, consistent and inclusive processes for hiring, promotions, compensation, creating and revising job classifications, employment services related trainings, and employee relations. Expenditures by Type Personnel Costs Material & Supplies Fees & Services Travel & Miscellaneous Capital Outlays Internal Service Charges Health Plan Charges Donations/Restricted Revenue/Grants Expenditure Total Per Capita 2022/23 Actual 5,514,488 75,279 292,201 2,559 2023/24 Budget 2024/25 Budget 5,682,194 5,737,917 105,963 109,550 318,610 678,965 8,000 8,000 3,032 (1,448,184) (1,543,152) (1,610,703) 38,002,129 41,114,845 44,198,221 6,000 42,444,472 45,689,492 49,121,950 230.53 245.71 258.76 Authorized Personnel HR Administration 2022/23 Actual Full Perm Temp Time FTE FTE 18 2023/24 Budget Full Perm Temp Time FTE FTE 19 0.75 2024/25 Budget Full Perm Temp Time FTE FTE 19 0.75 Total 18 19 19 0.75 0.75 Employee Development Employee Development is responsible for coordinating the City of Tempe’s organizational and professional development through three core functions: Performance Processes, Professional Development, and Career Development. Expenditures by Type Personnel Costs Material & Supplies Fees & Services Travel & Miscellaneous Internal Service Charges Expenditure Total Per Capita Authorized Personnel Employee Development Total 2022/23 Actual 349,677 32,893 98,351 23,671 47,811 552,403 3.00 2022/23 Actual Full Perm Temp Time FTE FTE 3 1.50 3 1.50 2023/24 Budget 431,786 24,750 94,712 27,000 93,215 671,463 3.61 2023/24 Budget Full Perm Temp Time FTE FTE 3 0.50 3 0.50 6-72 2024/25 Budget 458,028 24,750 94,712 27,000 78,727 683,217 3.60 2024/25 Budget Full Perm Temp Time FTE FTE 3 0.50 3 0.50 City of Tempe Fiscal Year 2024/25 Annual Budget Community Health & Human Services Purpose: To provide an integrated system of trauma sensitive services that addresses needs across the lifespan and promotes the overall wellbeing of the community. Description: The City of Tempe Community Health and Human Services Department 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 seven distinct areas of service: Administration; Animal Welfare; Community Partnerships & Resources; Housing Services; Social Services; Wellbeing and Empowerment Services; and Veteran Services. To achieve this, the Department leverages diverse partnerships and significant federal, state, local, tribal, private philanthropic, and faithbased funding streams. Community Health and Human Services was realized in Fiscal Year 2023/24 as a result of a city reorganization and need to form a comprehensive department focusing specifically on a growing area of community need, and to better leverage services provided by the city. Note: Education, Career and Family Services was merged into Community Health and Human Services for FY 2024/25. FY 2024/25 Budget Highlights: • Authorized creation of a new Human Services Manager position (1 FTE) • Reclassification of Crisis Intervention Specialist positions (2.00 FTE) Expenditures by Type Personnel Costs Material & Supplies Fees & Services Travel & Miscellaneous Capital Outlays Internal Service Charges CDBG/Section 8 Housing Donations / Restricted Revenue / Grants Expenditure Total Per Capita 2022/23 Actual 6,044,932 74,307 914,794 3,929,385 42,194 876,790 15,562,526 2,253,986 29,698,914 161.30 2023/24 Budget 7,074,317 126,818 2,342,657 3,386,500 2,925 1,029,443 28,242,615 3,874,785 46,080,060 247.81 2024/25 Budget 14,497,098 490,499 4,479,864 3,946,981 106,486 2,413,063 32,117,533 6,442,042 64,493,566 339.74 Expenditures by Division CHHS Administration Social Services Community Partnerships Housing Preschool Resources Wellbeing & Empowerment Expenditure Total Per Capita 2022/23 Actual 6,324,972 4,209,073 2,102,303 17,062,566 2023/24 Budget 7,323,728 5,740,718 2,000,881 31,014,733 29,698,914 161.30 46,080,060 247.81 2024/25 Budget 10,770,920 5,477,965 2,033,791 34,671,614 2,104,566 9,434,710 64,493,566 339.74 Authorized Personnel CHH Administration Social Services Housing Community Partnerships Preschool Resources Wellbeing & Empowerment Total 2022/23 Actual Full Perm Temp Time FTE FTE 11 0.00 1.85 31 0.00 13.52 25 0.00 6.89 6 0.00 0.00 0 0.00 0.00 0 0.00 0.00 73 0 22.26 2023/24 Budget Full Perm Temp Time FTE FTE 10 0.00 0.85 34 0.00 14.52 27 0.50 8.89 6 0.00 0.00 0 0.00 0.00 0 0.00 0.00 77 0.50 24.26 6-73 2024/25 Budget Full Perm Temp Time FTE FTE 14 0.00 0.85 34 0.00 8.52 27 0.50 8.89 6 0.00 0.00 2 0.00 3.00 40 0.50 60.70 123 1.00 81.96 City of Tempe Fiscal Year 2024/25 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 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. 1. Safe and Secure Communities Ensuring a Safe and Secure Community through a Commitment to Public Safety and Justice. 3. Quality of Life Enhancing the quality of life for all Tempe residents and workers through investment in neighborhoods, parks, the arts, human services, and city amenities, with an emphasis on equity and diversity. 4. Sustainable Growth and Development Implementing sustainable growth and development strategies to improve Tempe's environment, quality of life, and economic outcomes. Tempe strives to make long-term generational investments in technology, infrastructure and public transit that create a safe, clean, equitable and healthy city. 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 out-ofschool time hours greater than or equal to the national standards published by the Arizona After 3 PM Afterschool Alliance. Baseline: 24% (2012) Target: 30% by 2048 Status: 12.3% Current Strategies: 1. Collaborate with Tempe School district to gather and analyze data helping to understand the out of school time need in each Kid Zone Program to increase participation. Data to be gathered include: ◦ Current school populations ◦ Percentage of Kid Zone participants currently enrolled in programs 2. Hire quality staff to meet program needs which leads to decreases in waitlists program wide and higher participation numbers ◦ Outreach through city and external community partnerships to hire quality staff and fill current Kid Zone openings both in part-time and full-time employment • Post on University and Community College job boards which include but not limited to Arizona State University, Grand Canyon University and Maricopa Community College Districts ▪ Work with point of contacts to get into classrooms in college areas such as Early Elementary Education, Elementary Education, Secondary Education and Special Education ▪ Participate in Career Fairs with city and external community partners ▪ Market job openings through social media platforms, e-blasts, print materials and participation in city events ◦ Retain existing staff • Explore professional development opportunities that will enhance knowledge and skillsets to stabilize our workforce and provide additional incentive for program retention ▪ Maintain staff to student ratios equal to or less than state licensing requirements. The average ratio at Kid Zone is 1:14 lower than the state requirement of 1:20. Keeping adult-to-child ratios at appropriate levels ensures that children are receiving adequate care while also meeting the needs of staff members, helping to avoid staff turnover due to workload difficulties ▪ Maintain natural part-time staff retention with high school and college students by continuing flexible schedules, competitive pay, and promotional opportunities within the program 6-74 City of Tempe Fiscal Year 2024/25 Annual Budget • 31 full-time/benefited Kid Zone positions ranging from administration to program site managers with a current retention rate of 90% 3. Aim for 100% state accreditation/reaccreditation for all programs through the Arizona Center for Afterschool Excellence (AZCASE) to maintain the equality of the program and increase program participation. ◦ Follow quality standards set forth by AZCASE ◦ Accredit or reaccredit our Kid Zone programs • 13 programs currently with Kid Zone are State Accredited ▪ 3 programs will start the reaccreditation process in spring of 2023 ▪ 10 programs will start the reaccreditation process in spring of 2024 ▪ In addition to our 13 programs, 2 more additional programs will start the accreditation process in the fall of 2023 4. Aim for full Department of Health Services (DHS) compliance to ensure safety and policies are met. ◦ Follow licensee responsibilities ◦ Resolve DHS inspection findings immediately or within timeframe allowed by program surveyors ◦ Maintain operation at all 15 program locations, which includes our full-day preschool program 1.19 Housing Quality Standards Performance Measure: Achieve and maintain a 100% resolution rate for all Housing Quality Standard issues related to life, health, or safety within 24 hours. Baseline: 100% (Fiscal Year 16/17) Target: 100% Status: 100% Current Strategies: 1. Use the Housing Services Division tool to capture requests for Special Inspections due to a health and/or safety issue with the goal of responding within 24 hours. 2. Ensure Housing Inspector follows up on failed inspections on a daily basis to mitigate deficiencies, abate payments to landlords or ensure tenants has been offered another housing solution within 24 hours. 3. Ensure Inspector participates and completes all required NSPIRE training by March 2024 4. Have all Housing Specialists and the Housing Services Supervisor attend and complete NSPIRE training by September 2024. 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) 5.4% Prescription Drug Misuse (2016) 4.2% Prescription Pain Reliever Misuse (2016) Target: 0% by 2020 Status: Alcohol past 30-day usage: 15.9% Marijuana past 30-day usage: 16.1% Prescription Drug Misuse past 30-day usage: 3.8% Prescription Pain Reliever Misuse past 30-day usage: 2.7% 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: ◦ Media campaigns to impact youth and parental attitudes related to underage drinking, i.e., the “21 or Too Young” campaign ◦ 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. ◦ 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. ◦ Work with community partners to reinforce education and support to the Tempe community. 6-75 City of Tempe Fiscal Year 2024/25 Annual Budget 2. Create healthy engagement opportunities for youth in out of school time ◦ Mayor’s Youth Advisory Commission ◦ 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. 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 ◦ Increase participation in Kid Zone Afterschool programs by focusing on expanding Middle School Offerings ◦ Increase participation in Recreation programs by including standards of quality programming from Arizona State Quality Standard ◦ Increase library and arts programming by including social and emotional learning objectives 2. Provide more access to affordable programming ◦ Expand access to scholarships ◦ Seek Council direction for Free programming 3. Partnerships between Tempe Police Department, Community Services, Schools, and Tempe Courts ◦ Explore Teen court models ◦ Partner Community Services, Schools and Tempe Police Department to build relationships with youth 1.34 Crisis Support Performance Measure: Achieve a 97% response rate by CARE 7 Mobile Crisis Unit as measured by public safety calls for service. Baseline: 75% (2022) Target: 97% by 2025 Status: No data Current Strategies: ◦ Decrease requests for crisis services by providing clients with ongoing support during non-crisis periods. • Provide training opportunities for all CARE 7 staff to increase their case management skills. ◦ Stabilize clients by engaging Crisis, Triage and Intake Specialists to mitigate escalating behaviors and connect to case management services. • Closely align the duties of the Crisis, Triage and Intake Specialists with those of the Crisis Intervention Specialists. ◦ Increase social work case management services for the community. • Increase number of experienced social workers in all CARE 7 program areas. ◦ Connect clients to other supportive programs and agencies for comprehensive wraparound services that can prevent future crises. • Increase number of experienced social workers in all CARE 7 program areas. 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. Continued Staff Training & Development 6-76 City of Tempe Fiscal Year 2024/25 Annual Budget ◦ Ensure 100% staff have access to and are encouraged to attend trainings that improve service delivery and outcomes for clients including: Trauma-Informed Care, Eye Movement Desensitization and Reprocessing (EMDR), Play Therapy, Ethics, Cultural Competency, and other continuing education requirements for Arizona Board of Behavioral Health Examiners licensure. ◦ Identify at least two City of Tempe workgroups annually that could benefit from partnering with Counseling Services and develop psychoeducational and/or therapeutic programming to support this collaboration. 2. Alignment with Best Practices ◦ Ensure alignment with best practices as identified by the National Counselors Association, National Association of Social Workers, Arizona Department of Health Services, and the Arizona Board of Behavioral Health Examiners. This is completed by conducting ongoing clinical supervision/oversight with employees engaged in direct services a minimum of twice monthly and documenting that oversight. 3. Quality Assurance ◦ Ensure that 100% of Tempe Counseling Services Clients are sent a Client Satisfaction Survey after the initial intake, monthly while engaged in treatment and at discharge from services. 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 = 95%; Funding utilization = 98% Status: Voucher utilization = 93%; Funding utilization = 112.8% Current Strategies: 1. Application Processing Time: Reduce housing choice voucher application processing time from an average of 37.45 days to under 30 days by June 30, 2024. Reducing application processing time can significantly impact lease up rates. 2. Inspection Processing Time: Reduce housing quality inspections processing time from an average of 6 days to 4 days by June 30, 2024. Reducing inspections processing time can significantly impact lease up rates. 3. Landlord participation: Increase the number of affordable units available to rent by housing choice voucher program participants from 867 to 950 by June 30, 2024. Update Tempe City Code, Chapter 2, Article VIII, to include source of Income protections in housing by June 30, 2024. To increase lease up rates, it is essential more Tempe landlords accept housing choice vouchers. 3.06 Quality Pre-K Designation Performance Measure: Achieve 3 or more stars from the Quality First Rating and Improvement System for the licensed City of Tempe Pre-K programs. Baseline: 38% (2016) Target: 100% by 2030 Status: 49% Current Strategies: 1. Increase the number of 3 and 4-year-old Tempe children who attend a high-quality preschool. Tempe PRE (Preschool Resource Expansion) is designed to improve educational and life outcomes for Tempe’s youngest residents. ◦ In FY17/18, Tempe PRE opened 20 full day, year round, high-quality preschool classrooms providing an exceptional experience for 360 Tempe 3 and 4 year-old children for families living at or below 200% of the Federal Poverty level. ◦ Tempe PRE entered a second phase of a 2—year pilot (FY 19/20 and FY 20/21) to improve educational and life outcomes of Tempe’s youngest residents. This 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. ◦ 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 Stones Seminar for parents and caregivers of children with a diagnosed disability; (2) Discussion groups for families of children age 0-12, which provide information on a specific parenting issue, and (3) Teen Discussion Group for families of children 13-16. 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. 6-77 City of Tempe Fiscal Year 2024/25 Annual Budget 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% (2016) Target: 72% by 2030 Status: 56% 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. 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: 85.63% Current Strategies: 1. Increase the number of Tempe students and families who access the College Connect Tempe program. • 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 postsecondary education. By 2030, two-thirds 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. • This measure is recreated by tracking youth participation in program activities through the program’s databaseApricot (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. • Partner with Maricopa County @ Work Youth Workforce to reengage out-of-school youth and connect them with educational and career pathway programming. • Collaborate with TUHSD on its “We Want You Back” initiatives to intervene with youth at risk of dropping out. • 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. • Partner with the Tempe Coalition to provide substance use prevention education to students so they can make healthy choices and remain in school. • 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 ◦ 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 6-78 City of Tempe Fiscal Year 2024/25 Annual Budget 2. 3. 4. 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. Completing Credentials ◦ 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. ◦ 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. ◦ 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 tremendous benefits if more Latinos earned their degrees from higher education institutions. ◦ Tools to help Arizonans complete their degrees or certificates include providing incentives toward completion and post-secondary mentoring. Increasing Access ◦ 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. ◦ 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. ◦ 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 high-school graduation requirements and students can learn about financial aid options that will help finance their education. Aligning Workforce Needs ◦ Two-thirds of jobs in Arizona will require some type of higher education by 2020. ◦ 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: 100% Current Strategies: 1. Utilize Community Needs Assessment ◦ Prioritize Needs ◦ Create a solutions-oriented approach with partners ◦ Organize partners for greater community impact 2. Facilitate Work Groups for each Population ◦ Increase communication, collaboration, and coordination ◦ Develop standardized outcome measures ◦ Work cohesively to move solutions forward 3. Concentrate Resources on Measurable Results ◦ Assess and monitor investment ◦ Connect and collaborate for increased effectiveness ◦ 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: 61.2% Current Strategies: ◦ Explore additional Memory Café sessions to increase participation from 50 to 70 attendees weekly by May 31, 2024. This action addresses the growing needs of DFT programs as well as the participant requests for additional 6-79 City of Tempe Fiscal Year 2024/25 Annual Budget ◦ ◦ Memory Café sessions. As the number of Alzheimer’s and other related dementia diagnoses increase, DFT will be able to reach more Tempe residents by offering a variety of dates and times. Expand network of subject matter experts supporting DFT Presents educational sessions to increase from 35 to 50 attendees by May 31, 2024. This action will address the increasing number of dementia diagnoses within Arizona and Tempe specifically by providing free educational sessions for community members as well as the space to connect with others experiencing the same challenges. Increase the annual DFT Summit attendance from 100 to 150 attendees by providing cutting-edge and innovative topics by May 31, 2025. This action will support the strategy by providing a space for all community members, both within Tempe and other cities in the county, to openly examine and discuss the resources and options available for those affected by dementia or memory loss. 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: 1,257 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 non-profit 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: Maintain the Age-Friendly Community Designation for livability from AARP. Baseline: Did not receive Designation (2020) Target: Maintain Designation Status: Received Designation Current Strategies: ◦ Strategy 1: Identify and develop resources to support older adults aging in place in their own homes by December 31, 2025. ◦ Action Plan: • Review and update the Age-Friendly Resource Guide annually. Evaluating and providing ongoing updates to the guide will ensure older adults have the most current community provider information accessible to them in one place. This action addresses the goal by offering information related to needs such as in-home medical care, adult day health care, and transportation. • Research a minimum of 3 grant opportunities and apply for funding for discounted or free medical alert systems for at-risk residents by December 31, 2025. This action addresses the goal of connecting older adults with an agency who provides a safety monitoring aid in the home in the event of a medical emergency or fall. • Bring a part time Senior Advisor Intern on board by August 31, 2024. This position would directly support older adults by offering information, referrals, and other problem-solving assistance at each Tempe senior 6-80 City of Tempe Fiscal Year 2024/25 Annual Budget ◦ ◦ ◦ ◦ center. This action addresses the many situations older adults face, especially those without the support of a caregiver, in being available to provide personalized help and resources available in the community. Strategy 2: Expand the number of intergenerational engagement opportunities for older adults offered through AFT from 1 to 2 by December 31, 2025. Action Plan: • Organize 1 interactive event for older and younger populations by December 31, 2025. This action addresses the goal of ensuring older adults are included in all aspects of community life and are an integral part of intergenerational programming. As the number of older adults increases, AFT will be able to connect Tempe residents of all ages through collaborative opportunities. Strategy 3: Provide mobility outlets and resources for older adults to increase and maintain their independence by December 31, 2025. Action Plan: • Review the City of Tempe’s Vision Zero Action Steps and Transportation Division Performance Measure data annually. This action would address this strategy by determining progress and barriers to the goals of the Transportation Division in Tempe neighborhoods to meet Age-Friendly guidelines. Vision Zero. (2019, May). Vision Zero Tempe; Reducing Fatal and Serious Injury Crashes to Zero. • Research partnerships with at least 3 community organizations to support the creation of a volunteer program that offers transportation with companionship to homebound older adults by December 31, 2024. This action addresses isolated older adults by decreasing loneliness and increasing mobility options with the assistance of a volunteer for transportation needs. 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: 18.2% Current Strategies: 1. Define and understand poverty specific to Tempe by December 2024.. ◦ Assess causes of poverty in Tempe ◦ Assess causes of poverty in Tempe and document through conducting a limited integrative literature review of poverty causes and propose evidenced based solutions for benchmark regional and national cities. • End Poverty in America • Institute for Research on Poverty - Current Research • Pima County Ending Poverty Program • ASU HEIGHT Poverty Dashboard Additional Resources • Utilize data from the 2021 Tempe Community Needs Assessment 2. Review and integrate outcomes from the Equity in Action (EIA) innovation project into planning by June 30, 2025, which will ensure that planned actions are inclusive of historically marginalized ethnic and racial groups in Tempe. This action would ensure that actions are inclusive of equity practices that were learned and developed during the convening of the EIA project. EIA included a cross sector of residents and community-based organizations in partnership with City staff to understand equity, create and pilot initiatives and provide recommendations 3. Full-time Worker Living in Poverty ◦ Increase number of people completing a workforce development plan to improve or increase skills per quarter, from 5 to 10 by June 30, 2026. Increasing job skills and opportunities increases access to stable and living wage employment. Households where wage earners are below the poverty line are likely to have less stable housing and face difficulty with transportation to maintain employment. 4. Childhood Poverty ◦ Decrease number of children in Tempe living in poverty from 11.1% to 9% by increasing household income through basic needs program services and launching promotion of Temporary Assistance to Needy Families (TANF) and Supplemental Nutrition Assistance Program (SNAP) benefits by June 30, 2028. Children living in poverty are less likely to attend school regularly, meet grade level standards, promote to the next grade, complete secondary graduation requirements and pursue postsecondary education. • Develop and implement a City of Tempe TANF and SNAP campaign in partnership with the Arizona Department of Economic Security to increase awareness of public benefit programs that increase household stability. This action would address the strategy by informing households about the availability of both programs, what is required, and how to apply for TANF and SNAP. Receipt of public benefits assistance increases household budgets to increase affordability for household expenses. Access to consistent and adequate nutrition sources improves child mental and physical development.Develop and implement a City of Tempe TANF and SNAP campaign in partnership with the Arizona Department of Economic 6-81 City of Tempe Fiscal Year 2024/25 Annual Budget 5. 6. Security to increase awareness of public benefit programs that increase household stability. This action would address the strategy by informing households about the availability of both programs, what is required, and how to apply for TANF and SNAP. Receipt of public benefits assistance increases household budgets to increase affordability for household expenses. Access to consistent and adequate nutrition sources improves child mental and physical development. • Provide 40 financial education workshops for families regarding budgeting, positive credit, banking and building financial assets through partnerships with the Bank On Arizona coalition community-based organizations. This action would address the strategy by increasing household understanding planning spending, gaps in monetary resources and building assets to decrease income poverty. • Provide financial coaching to 30 households that includes individualized financial and asset building workplans. This action would address the strategy by providing individual guidance to households to assist in implementing financial education guidance. Families would have assistance with creating and maintaining a budget, monitoring financial resources, building assets and conducting financial planning. Decrease severely cost burdened households from 40% to 36% by June 30, 2030. This action would promote affordable housing maintained and developed in Tempe in partnership with the Tempe Coalition for Affordable Housing and the Arizona Housing Coalition as eviction rates in Tempe and Maricopa County continue to rise leaving many households at risk for homelessness. Open Tempe EnVison Center by August 30, 2024 with 6 community partners and 2 City of Tempe workgroups providing ongoing services related to decreasing both childhood and full-time worker poverty. This action would provide a stable location for partners to provide services related to the actions of this strategy. The Tempe Envision Center exists to provide a community resource hub for the promotion of the well-being and empowerment of the Tempe community at large. 3.34 Community Health and Well-Being Performance Measure: Achieve a Community Health and Well-Being score of 90% thriving as measured by the annual community survey Baseline: 55.6% (2022) Target: 90% Thriving by 2030 Status: 58.2% 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: 26% Workforce: 44.8% Market-rate/Luxury: 29.2% Current Strategies: There are five key strategies aligned with this measure: (1) Hometown for All Initiatives; (2) Attracting large-scaled developers through shovel ready projects; (3) Purchasing properties to support access to affordable and workforce housing using Community Development; (4) Reinvesting the Affiliate program income in permanently affordable/workforce housing; (5) 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. 6-82 City of Tempe Fiscal Year 2024/25 Annual Budget Specific initiatives reflecting these opportunities include: • • • • 2. 3. 4. 5. 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. 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/ community-health-and-human-services/housing-services/affordable-housing/housing-solutions 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. 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 moderateincome persons. 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. 6-83 City of Tempe Fiscal Year 2024/25 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. Expenditures by Type Personnel Costs Material & Supplies Fees & Services Travel & Miscellaneous Capital Outlays Internal Service Charges Donations / Restricted Revenue / Grants Expenditure Total Per Capita 2022/23 Actual 755,631 5,327 389,022 2,649,284 7,596 264,126 2,253,986 6,324,972 34.35 2022/23 Actual Authorized Personnel CHH Administration Total Full Time Perm FTE 11 11 2023/24 Budget 717,877 5,642 94,125 2,240,500 2024/25 Budget 934,152 17,392 99,875 2,748,500 390,799 3,874,785 7,323,728 39.39 528,959 6,442,042 10,770,920 56.74 2023/24 Budget Temp FTE Full Time 1.85 1.85 10 10 Perm FTE 2024/25 Budget Temp FTE Full Time 0.85 0.85 14 14 Perm FTE Temp FTE 0.85 0.85 Animal Welfare Established in 2022, Animal Welfare is committed to improving the quality of life for animals, pet owners, and all city residents, and provides information on a variety of animal welfare topics. Its main program, Community Cat Management, connects residents with resources to effectively manage the city’s feral cat colonies in order to decrease population growth and minimize negative impacts on Tempe neighborhoods. The program teaches and encourages best practices for colony management including an active trap-neuter-return (TNR) strategy. Funding is available for assisting residents with TNR surgery costs and cat traps are available for short-term loan as needed. Preschool & 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. The Kid Zone Enrichment Program is a dynamic community response to changing lifestyles and needs of families in Tempe and offers year-round opportunities to the community through before- and after-school programming, as well as break and summer camp programs. In partnership with Tempe Elementary School District, the program provides a safe, enriching environment for children to attend during non-school hours. Expenditures by Type Personnel Costs Material & Supplies Fees & Services Capital Outlays Internal Service Charges Expenditure Total Per Capita 2022/23 Actual 2022/23 Actual Authorized Personnel Full Time Preschool Resource Expansion Total 0 0 Perm FTE Temp FTE 2023/24 Budget 2023/24 Budget Full Time 0 0 6-84 Perm FTE Temp FTE 2024/25 Budget 414,471 55,500 1,603,307 15,000 16,288 2,104,566 11.09 2024/25 Budget Full Time 2 2 Perm FTE Temp FTE 3.00 3.00 City of Tempe Fiscal Year 2024/25 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. Expenditures by Type Personnel Costs Material & Supplies Fees & Services Travel & Miscellaneous Capital Outlays Internal Service Charges Expenditure Total Per Capita 2022/23 Actual 702,006 11,183 27,704 1,255,657 2,008 103,745 2,102,303 11.42 2022/23 Actual Authorized Personnel Full Time Community Partnerships Total 6 6 Perm FTE Temp FTE 2023/24 Budget 776,118 13,022 21,633 1,100,000 2024/25 Budget 795,976 13,022 21,633 1,100,000 90,108 2,000,881 10.76 103,160 2,033,791 10.71 2023/24 Budget Full Time 6 6 6-85 Perm FTE Temp FTE 2024/25 Budget Full Time 6 6 Perm FTE Temp FTE City of Tempe Fiscal Year 2024/25 Annual Budget Social Services The Social Services Division includes four workgroups that provide direct services and programming to the community: CARE 7, Community Supervision and Counseling Services, Homeless Solutions, and Tempe Works. The CARE 7 program consists of workgroups that provide a continuum of care for community members experiencing difficult situations, especially those struggling with the effects of trauma. 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 after arrests for misdemeanor charges. Counselors conduct comprehensive risk-need assessments, provide referrals to clinically appropriate treatment in the community, and monitor compliance for participants throughout the duration of their program. In addition, Resource Navigators help Tempe residents by providing them with resources at no cost. Individuals may receive assistance online and over the phone and will have direct contact with the resource navigators. Tempe Counseling Services is a state-licensed outpatient counseling facility located on the second floor of Tempe Public Library that treats individuals, couples, children, adolescents, and families in the community. Services are confidential, offered in English and in Spanish, and provided at a low cost, sliding scale fee. Interpreter services are also available. Homeless Solutions is committed to assisting individuals and families who are unsheltered or are at risk of being unsheltered by connecting them to housing and social services. The city has invested heavily to serve those in need and is committed to making homelessness a rare, brief, and one-time experience in the community. Homeless Solutions works intensively with other municipalities, organizations, Maricopa County, community partners, and other city departments to leverage regional and local resources to end homelessness. The Homeless Outreach Program Effort (HOPE) is a central component, providing coordinated and persistent outreach, inreach, and engagement that brings services immediately and directly to people experiencing homelessness. The HOPE system of support offers comprehensive street outreach, case management, connection to social services, crisis response, mental health resources, emergency and transitional shelter, and housing. Tempe Works, an innovative jobs program, was approved by the Tempe City Council in 2017 to help unsheltered individuals improve self-sufficiency and achieve an end to their homelessness. The first-of-its kind program provides support to individuals experiencing homelessness in Tempe through stable employment and housing. The program unites several partners, including city staff, Tempe Community Action Agency, Corporate Job Bank, Masis Staffing Solutions, and other nonprofit and community partners. Expenditures by Type Personnel Costs Material & Supplies Fees & Services Travel & Miscellaneous Capital Outlays Internal Service Charges Expenditure Total Per Capita 2022/23 Actual 3,352,239 36,836 367,077 17,673 23,084 412,164 4,209,073 22.86 2022/23 Actual Authorized Personnel Social Services Total Full Time 31 31 Perm FTE Temp FTE 13.52 13.52 2023/24 Budget 4,073,003 92,614 1,101,967 39,000 2024/25 Budget 4,358,086 93,114 387,450 45,500 434,134 5,740,718 30.87 593,815 5,477,965 28.86 2023/24 Budget Full Time 34 34 6-86 Perm FTE Temp FTE 14.52 14.52 2024/25 Budget Full Time 34 34 Perm FTE Temp FTE 8.52 8.52 City of Tempe Fiscal Year 2024/25 Annual Budget 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 Material & Supplies Fees & Services CDBG/Section 8 Housing Expense Travel & Miscellaneous Capital Outlays Internal Service Charges 2022/23 Actual 2,380,200 32,521 1,248,852 13,041,295 34,174 9,506 316,018 2023/24 Budget 2,677,833 89,040 2,451,386 25,354,277 57,000 59,925 325,272 2024/25 Budget 3,213,669 69,040 4,074,371 26,825,508 57,000 124,000 308,026 17,062,566 92.67 31,014,733 166.79 34,671,614 182.64 Expenditure Total Per Capita 2022/23 Actual Authorized Personnel Housing Total 2023/24 Budget 2024/25 Budget Full Time Perm FTE Temp FTE Full Time Perm FTE Temp FTE Full Time Perm FTE Temp FTE 25 25 0.00 6.89 6.89 27 27 0.50 0.50 8.89 8.89 27 27 0.50 0.50 8.89 8.89 Wellbeing and Empowerment Tempe’s Wellbeing and Empowerment Division facilitates the success of all Tempe children, youth, families, and adults through direct service provision, programs, education, and community partnerships. In addition, Wellbeing and Empowerment will introduce Community Health personnel and programming to Tempe in Fiscal Year 2024/25 to execute the City of Tempe’s community health programs and campaigns, providing direct client services in alignment with opioid settlement fund requirements such as service connection and navigation, and participation in regional collaborations to address the health and wellbeing of Tempe residents. Wellbeing and Empowerment facilitates research, establishes programs, and advances pilot projects to support Mayoral and Council Initiatives such as Tempe PRE, Kid Zone Enrichment Program, College Connect Tempe, Career Ready Tempe, Read On Tempe, My Brother’s Keeper Tempe, Achieve 65 Tempe, Age Friendly Tempe, and the Tempe Education Roadmap. The Division also oversees boards and commissions as assigned by the City Council including the Mayor’s Youth Advisory Commission. Expenditures by Type 2022/23 Actual 2023/24 Budget 2024/25 Budget Personnel Costs Material & Supplies Fees & Services Travel & Miscellaneous Capital Outlays Internal Service Charges Expenditure Total Per Capita 6,394,425 295,931 1,524,617 45,981 91,486 1,082,270 9,434,710 49.70 2022/23 Actual Authorized Personnel Wellbeing & Empowerment Total Full Time Perm FTE Temp FTE 2023/24 Budget Full Time 6-87 Perm FTE Temp FTE 2024/25 Budget Full Time 40 40 Perm FTE 0.50 0.50 Temp FTE 60.70 60.70 City of Tempe Fiscal Year 2024/25 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 2024/25 Budget Highlights: • Authorized the creation of a new IT Security Supervisor position (1 FTE) Expenditures by Type Personnel Costs Material & Supplies Fees & Services Travel & Miscellaneous Capital Outlays Internal Service Charges Expenditure Total Per Capita Authorized Personnel Information Technology Total 2022/23 Actual 2023/24 Budget 2024/25 Budget 11,439,732 12,794,923 13,558,637 595,924 392,575 378,500 8,504,983 9,884,960 11,507,683 116,386 59,500 59,500 55,131 12,000 (20,582,058) (23,143,958) (25,504,320) 130,098 — — 0.71 — — 2022/23 Actual Full Perm Temp Time FTE FTE 2023/24 Budget Full Perm Temp Time FTE FTE 2024/25 Budget Full Perm Temp Time FTE FTE 85 85 88 88 89 89 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. 2. Strong Community Connections Developing and maintaining a strong community connection by emphasizing the importance of open government, customer service, and communication with community members. 5. Financial Stability and Vitality Maintaining long-term financial stability and vitality by focusing on economic development, business retention, and generating employment to create a robust and diverse economic base. 6-88 City of Tempe Fiscal Year 2024/25 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 Community Survey. Baseline: 72.4% (2016) Target: 90% by 2025 Status: 72.7% Current Strategies: 1. Evaluate online payment tools that allow for consolidation of payment processing across various applications and services 2. Implement a real-time feedback feature for specific transaction types to better understand the customer’s experience 3. Conduct periodic testing of the quality of different online services 5.12 Cyber Security Performance Measure: Achieve a 660 or “good” Security Studio score for security and privacy controls from National Institute of Standards and Technology Special Publication 800-53 and Cybersecurity Framework. Baseline: 724 (68%) as of 2017 Target: 100% by 2026 Status: 56% Current Strategies: 1. Acceleration Strategy 1: Assess cybersecurity program controls on August 1st, 2024. Commit to address top 25 findings by next assessment of cybersecurity program controls on August 1st, 2026. This strategy focuses on leveraging an external assessment of cybersecurity posture. The assessment identifies a list of controls for leadership to review, order and commit resources to address. Action Plan: • Assess cybersecurity program controls on August 1st, 2024. Identify list of top 25 controls below 660 or “good” score. This action identifies cybersecurity controls that when improved result in the highest gains to Tempe’s Security Studio score. • Present list of top 25 controls to mature to Information Technology Director and stakeholders. Obtain leadership commitment by October 31st, 2024, to roadmap items by next cybersecurity assessment on August 1st, 2026. This action provides leadership with timely cybersecurity program performance and a proposed roadmap for their review. Leaders then accept or adjust the order of items and commit staff to the items on the roadmap. • Report to Technology & Innovation Steering Committee results of assessment and proposed roadmap items by November 30, 2024. This action provides visibility to the cross-departmental governance board of program performance and the roadmap of improvements. • Provide monthly updates on roadmap item completion or changes to order with the assessment contractor. This action helps chart performance over time as monthly updates affect the Security Studio scores month to month. • Update Technology & Innovation Steering Committee on roadmap items and cumulative score by May 31st, 2025, November 30th, 2025, and May 31st, 2026. This action helps the cross-departmental governance board retain visibility of the cybersecurity roadmap and its progress update. 2. Acceleration Strategy 2: Incorporate findings from external audits of departments’ cybersecurity controls into the cybersecurity program roadmap on February 28, 2025, August 31st, 2025, and February 28th, 2026. This strategy helps leadership maintain visibility on cybersecurity program performance. This visibility provides leadership either a reason to revise the roadmap or commitment to the current roadmap. Action Plan: • Provide materials requested to Arizona Office of Court about Court and Information Technology Department audit items by August 31st, 2024, August 31st, 2025, and February 28th, 2025. This action helps identify strengths and opportunities for improvement to the cybersecurity program. • Provide materials requested to Arizona Department of Public Safety of Police Department, Court and Prosecutor’s Office audit items by May 31st, 2025, and May 31st, 2026. This action helps identify strengths and opportunities for improvement to the cybersecurity program. • Provide materials requested to Arizona Department of Environmental Quality and Environmental Protection Agency of Municipal Utilities Department Water Utility Division audit items by April 30th, 2025. This action helps identify strengths and opportunities for improvement to the cybersecurity program. • Incorporate items identified by 3 above assessments and from other unscheduled external audits into the cybersecurity roadmap for leadership review on April 30th, 2025, October 31st, 2025, and April 30th, 2026. This action brings cybersecurity findings to leadership in a single report for their review and seeks their prioritized commitment of staff to address findings. 6-89 City of Tempe Fiscal Year 2024/25 Annual Budget • 3. • • • 4. • • • Update Technology & Innovation Steering Committee on roadmap items and cumulative score by May 31st, 2025, November 30th, 2025, and May 31st, 2026. This action helps the cross-departmental governance board retain visibility of the cybersecurity roadmap and its progress update. Acceleration Strategy 3: Incorporate findings from internal audits of departments’ cybersecurity controls into the cybersecurity program roadmap on January 31st, 2025, and January 31st, 2026. This strategy helps leadership maintain visibility on cybersecurity program performance. This visibility provides leadership either a reason to revise the roadmap or commitment to the current roadmap. Action Plan: Provide materials requested to Internal Audit Office or Information Security and Privacy Office of requested audit items by January 31st, 2025, and January 31st, 2026. This action helps identify strengths and opportunities for improvement to the cybersecurity program. Incorporate items identified by above audit into the cybersecurity roadmap for leadership review on January 31st, 2025, and January 31st, 2026. This action brings cybersecurity findings to leadership in a single report for their review and prioritized commitment of staff to address findings. Update Technology & Innovation Steering Committee on roadmap items and cumulative score by January 31st, 2025, and January 31st, 2026. This action helps the cross-departmental governance board retain visibility of the cybersecurity roadmap and its progress update Acceleration Strategy 4: Incorporate findings from annual cyber insurance underwriting assessment into the cybersecurity program roadmap on March 31st, 2025, and March 31st, 2026. This strategy helps leadership maintain visibility on cybersecurity program performance as it relates to recent incidents resulting in insurance claims from all market sectors. This visibility provides leadership either a reason to revise the roadmap or commitment to the current roadmap. Action Plan: Provide cyber insurance assessment materials requested to Risk Management Office of by February 28th, 2025, and February 28th, 2026. This action helps insurance companies accurately calculate premium cost and insurance coverage for a cyber incident. Where Tempe is strongly performing savings in premium are realized. In addition, this action helps to identify strengths and opportunities for improvement to the cybersecurity program. Incorporate items identified by above audit into the cybersecurity roadmap for leadership review on March 31st, 2025, and March 31st, 2026. This action brings cybersecurity findings to leadership in a single report for their review, and prioritized commitment of staff to address findings. Update Technology & Innovation Steering Committee on roadmap items and cumulative score by January 31st, 2025, and January 31st, 2026. This action helps the cross-departmental governance board retain visibility of the cybersecurity roadmap and its progress update. 6-90 City of Tempe Fiscal Year 2024/25 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 2024/25 Budget Highlights: • No changes. Expenditures by Type Personnel Costs Material & Supplies Fees & Services Internal Service Charges Expenditure Total Per Capita 2022/23 Actual 529,365 4,278 71,620 47,172 654,410 3.55 2022/23 Actual Authorized Personnel Internal Audit Total Full Time Perm FTE 3 3 0.50 0.50 2023/24 Budget 555,905 2,000 200,496 36,595 794,996 4.28 2023/24 Budget Temp FTE Full Time Perm FTE 3 3 0.50 0.50 Temp FTE 2024/25 Budget 605,019 2,000 189,759 38,889 835,667 4.40 2024/25 Budget Full Time Perm FTE 3 3 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. 2. Strong Community Connections Developing and maintaining a strong community connection by emphasizing the importance of open government, customer service, and communication with community members. 5. Financial Stability and Vitality Maintaining long-term financial stability and vitality by focusing on economic development, business retention, and generating employment to create a robust and diverse economic base. 6-91 City of Tempe Fiscal Year 2024/25 Annual Budget 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: 80% by FY 20/21 Status: 56% Current Strategies: 1. Ensure comprehensive training for all audit staff by attaining 80 hours of Continuing Professional Education every 2 years. Training will include subject matter that directly enhances auditors’ professional expertise to conduct engagements. 2. Secure the endorsement and support of the City Manager and Audit Committee by obtaining approval of the Annual Audit Plan before the start of the fiscal year. 3. Reduce the average time needed to obtain written audit responses from departments from 6 weeks to 3 weeks by the target date set to achieve the performance measure goal. 4. Obtain and implement audit software to support large scale data analysis and leverage audit resources by June 30, 2025: • Identify specific software solution by March 2025 • Procure and install software by June 2025 • Work with IT and City stakeholders to get access to data by September 2025 • Design and execute pilot data analysis projects/audits by June 2025 6-92 City of Tempe Fiscal Year 2024/25 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 2024/25 Budget Highlights: • No changes Expenditures by Type Personnel Costs Material & Supplies Fees & Services Travel & Miscellaneous Capital Outlays Internal Service Charges Expenditure Total Per Capita 2022/23 Actual 521,930 612 64,357 1,618 2023/24 Budget 684,995 1,050 65,720 3,480 2024/25 Budget 737,757 1,050 13,220 3,480 (230,466) 358,051 1.94 (188,334) 569,936 3.06 (207,317) 548,190 2.89 2022/23 Actual Authorized Personnel Full Time Municipal Budget Office Total 4 4 Perm FTE Temp FTE 2023/24 Budget Full Time Perm FTE 5 5 Temp FTE 2024/25 Budget Full Time Perm FTE Temp FTE 5 5 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. 2. Strong Community Connections Developing and maintaining a strong community connection by emphasizing the importance of open government, customer service, and communication with community members. 5. Financial Stability and Vitality Maintaining long-term financial stability and vitality by focusing on economic development, business retention, and generating employment to create a robust and diverse economic base. 6-93 City of Tempe Fiscal Year 2024/25 Annual Budget Performance Measures: 2.10 Budget Presentation Award Performance Measure: Receive the Government Finance Officers’ Association (GFOA) Distinguished Budget Presentation Award each fiscal year for recognition of budget documents that meet best practices for being highquality, accessible, transparent, and understandable. Baseline: Receive Award Target: Receive Award Status: Received Award Current Strategies: 1. Incorporate reviewer feedback and GFOA best practices into the current fiscal year annual budget (must be submitted to GFOA no later than 90 days after budget adoption) 2. Review other jurisdictions’ budget documents that received the distinguished budget presentation award and “special recognition” to incorporate improvements to the document before next year budget is adopted 3. Prepare a concise workplan for Budget staff to ensure all criteria is addressed, GFOA best practices incorporated and a thorough review prior to submission. 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: 62% Current Strategies: 1. Training ◦ Conduct the CIP101 course annually to provide Departments with the tools and resources for planning, budgeting, and monitoring of CIP projects. ◦ Update CIP budget development manual annually. 2. Collaboration ◦ Coordinate meetings with Departments during the budget development process to ensure proper project phasing and budgeting. ◦ Implement regular evaluation meetings with Departments and Engineering. 3. Monitoring ◦ Perform monthly review of spending and encumbrances for all CIP projects. ◦ Implement monthly evaluation meetings with Budget, Engineering and Finance. 4. Staffing ◦ 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% Local (Fiscal Year 15/16) -0.4% Intergovernmental (Fiscal Year 15/16) Target: +/-3% Status: Local Taxes: 2.7% Intergovernmental: 1.2% 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 6-94 City of Tempe Fiscal Year 2024/25 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. Note: Due to a city reorganization, the Municipal Utilities Department and the Engineering Division were combined to form Public Works for FY 2024/25. 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 multi- family 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 2024/25 Budget Highlights: • None Expenditures by Type Personnel Costs Material & Supplies Fees & Services Travel & Miscellaneous Capital Outlays Internal Service Charges Donations/Restricted Revenue/Grants Expenditure Total Per Capita 2022/23 Actual 26,126,112 12,692,151 19,161,291 448,353 5,875,376 1,335,341 65,638,624 356.50 6-95 2023/24 Budget 2024/25 Budget 31,195,586 13,259,143 23,360,393 324,654 20,282,496 (1,105,792) 87,332,859 469.66 — — City of Tempe Fiscal Year 2024/25 Annual Budget Expenditures by Division MU Administration Field Operations (Incl Fleet & Solid Waste) Water Utilities Expenditure Total Per Capita 2022/23 Actual 206,850 20,504,979 44,926,795 65,638,624 356.50 2023/24 Budget 167,492 31,020,864 56,144,503 87,332,859 469.66 Authorized Personnel MU Administration 2022/23 Actual Full Perm Temp Time FTE FTE 13 2023/24 Budget Full Perm Temp Time FTE FTE 13 Field Operations (Incl Fleet & Solid Waste Water Utilities Total 110 152 275 110 154 277 0.50 1.47 1.97 2024/25 Budget — — 2024/25 Budget Full Perm Temp Time FTE FTE 0.50 1.47 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. 1. Safe and Secure Communities Ensuring a Safe and Secure Community through a Commitment to Public Safety and Justice. 3. Quality of Life Enhancing the quality of life for all Tempe residents and workers through investment in neighborhoods, parks, the arts, human services, and city amenities, with an emphasis on equity and diversity. 4. Sustainable Growth and Development Implementing sustainable growth and development strategies to improve Tempe's environment, quality of life, and economic outcomes. Tempe strives to make long-term generational investments in technology, infrastructure and public transit that create a safe, clean, equitable and healthy city. 6-96 City of Tempe Fiscal Year 2024/25 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 ◦ Monitor treatment processes at water plants and ground water wells, as applicable, to ensure compliance with regulatory standards 2. Sampling and Laboratory Analysis ◦ Water Treatment Plants daily and quarterly ◦ Wells quarterly ◦ Distribution system 120+ samples/month & quarterly for disinfection byproducts ◦ Lab analysis per regulatory methods 3. Reporting and Regulatory Analysis ◦ Review of laboratory data to assess compliance ◦ Compilation and submittal of Safe Drinking Water Act reports to regulatory agencies ◦ Review of emerging regulations and regulatory changes to determine future treatment responses for continued compliance 1.33 Alley Quality Index Performance Measure: Achieve an Alley Quality Index score equal to a citywide average rating of 4.5 on a 5.0 scale Baseline: 3.9 (2022) Target: 4.5 by 2027 Status: No current status Current Strategies: • Develop an Assessment Tool ◦ Key Indicators ◦ Technology and mapping • Implement the Assessment Tool ◦ Pilot and refine ◦ Apply to remainder of alleys • Data Analysis ◦ Mapping of highest needs ◦ Assess Community Survey scores on resident satisfaction 4. Develop Remediation Plan • Budgeting and forecasting • Community outreach 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 (2016) Target: Less than 1.0 by 2023 Status: 2.04 Current Strategies: • Proactive Prevention • GIS Mapping • Data Sharing with Police Department • Collaborate with Code Compliance • Partnership with Public Art • Reactive Abatement • Respond within 24 to 48 Hours • Private Property Agreement • Volunteer Program • Collaborate with Code Compliance • Data Analysis • Conduct yearly graffiti survey for volume and location data per mile • Trends analysis through GIS tracking 6-97 City of Tempe Fiscal Year 2024/25 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: 145.4 GPCD Multi-Family Residential: 81.2 GPCD Landscape: 3,328 GPAD Current Strategies: 1. Provide customized, targeted and intelligent programs that are tied to water and revenue savings whenever possible. ◦ Create, maintain and implement a Tempe Water Conservation Strategic Plan ◦ Continue to refine Tempe’s Demand Management Model using measured water savings ◦ Continue to evaluate and measure effectiveness of current incentives and education programs ◦ Monitor program participation key performance indicators (KPIs) and estimated water savings on a monthly basis 2. Guide the development of the Arizona Department of Water Resources (ADWR) 5th Management Plan, especially as it relates to the Non-Per Capita Conservation Program (NPCCP). ◦ Ensure that Best Management Practices (BMPs) are or can be tied to proven water savings ◦ Ensure that the program aligns with national and regional best practices ◦ Collaborate with other Arizona Municipal Water Users Association (AMWUA) members to standardize program evaluation and water savings calculations, to the extent possible 3. Create programs and target outreach strategies to assist low-income residents with water conservation and efficiency measures, such as leak repair and plumbing efficiency upgrades 4. Examine additional ways to assist multi-family facilities in reducing water consumption and participating in water conservation and efficiency programs. 5. Create and promote a water efficiency recognition program for commercial programs. ◦ Work with local businesses and local Chambers to get feedback on the most helpful programs and outreach strategies ◦ Increase the number of physical water audits ◦ Increase participation in Water Conservation incentives, grants, rebates and water budgeting programs 6. Continue to refine outreach so that it is as effective and targeted as possible, providing targeted messages that are relevant, timely and well-received. 7. Continue to increase the quality of Tempe’s digital resources to empower all customers with water conservation and efficiency resources. ◦ Water Conservation Website ◦ WaterWays digital rebate forms and processing ◦ Monthly watering updates and alerts ◦ WaterSmart Customer Portal and leak alerts ◦ How-to videos and interactions 8. Working with AMWUA , continue to advance resources, efforts and programs that can reduce outdoor water waste and increase landscape watering efficiency. ◦ Examine the feasibility of a landscape irrigation efficiency ordinance, which would create standards for sprinkler and drip systems ◦ Connect customers with qualified irrigation professionals, such as those trained through SmartScape or the Irrigation Association ◦ Educate customers on landscape design and irrigation best practices 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) 6-98 City of Tempe Fiscal Year 2024/25 Annual Budget 15.1% Citywide Target: 25% Residential (single family) 15% Commercial (commercial + multifamily) 20% Citywide by FY 2025/2026 Status: Residential (single family): 18% Commercial (commercial + multifamily): 5.7% Citywide: 12.51% Current Strategies: 1. Residential diversion: ◦ Implement/conduct third barrel green organics pilot program. Determine feasibility for citywide expansion. ◦ Increase outreach on bulk trash/green organics program. ◦ Deploy SMART program with tier structure. ◦ Permit compost site for food waste and green organics. ◦ Increase outreach and education of the blue bin recycling program. 2. Commercial: ◦ 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. 4.12 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 ◦ Review pilot program (current use areas and types of compost) ◦ Determine how many acres can utilize material ◦ Determine how many yards can fit and be used in those acres ◦ Determine timeline to achieve goal and rotation of parks, ROW, and golf courses (if needed) 2. Funding ◦ Staffing needs analysis and workload indicators ▪ Staff can currently handle 500 yards a year ◦ Determine costs for material, equipment and staffing to cover current, as well as expanded use of compost ◦ Secure on-going funding through annual supplemental process 3. Implementation ◦ Marketing plan and communication strategy ▪ Signage, flyers identifying compost program ◦ Dashboards to track progress 4.16 Groundwater Supply Performance Measure: Achieve groundwater production capacity to meet an average demand of 43 million gallons per day Baseline: 25 MGD Target: 43 MGD by 2032 Status: Under Development Current Strategies: 1. Develop new well infrastructure and maintain current assets • Continue implementing groundwater production/recovery well projects outlined in the Water Capital Improvement Program (CIP). 6-99 City of Tempe Fiscal Year 2024/25 Annual Budget • • • • The current CIP budget includes funding for two new production/recovery wells to be designed over the next five years. implement production performance and/or water quality rehabilitation projects at several older municipal production/recovery wells. Implement wellhead treatment for wells with limited production due to current/future regulatory requirements. Examine partnership opportunities for sharing production/recovery well capacity. 6-100 City of Tempe Fiscal Year 2024/25 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. Expenditures by Type Personnel Costs Material & Supplies Fees & Services Travel & Miscellaneous Capital Outlays Internal Service Charges Donations / Restricted Revenue / Grants Expenditure Total Per Capita 2022/23 Actual 2023/24 Budget 2024/25 Budget 1,402,156 1,573,973 4,515 7,500 8,302 65,646 5,931 9,500 39,339 (1,253,393) (1,505,506) 206,850 1.12 2022/23 Actual Authorized Personnel MU Administration Total Full Time Perm FTE Temp FTE 13 13 167,492 0.90 2023/24 Budget Full Time Perm FTE Temp FTE — — 2024/25 Budget Full Time Perm FTE Temp 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 re- purposing. Expenditures by Type Personnel Costs Material & Supplies Fees & Services Travel & Miscellaneous Capital Outlays Internal Service Charges Expenditure Total Per Capita 2022/23 Actual 2023/24 Budget 2024/25 Budget 9,918,254 11,171,981 6,315,594 6,893,739 5,410,515 5,395,372 (173,545) 57,241 4,888,639 17,977,574 (5,854,478) (10,475,043) 20,504,979 31,020,864 — 111.37 166.82 — 2022/23 Actual Authorized Personnel Field Operations Total 2023/24 Budget Full Time Perm FTE Temp FTE Full Time 110 110 0.00 0.50 0.50 110 110 Perm FTE 6-101 Temp FTE 0.50 0.50 2024/25 Budget Full Time Perm FTE Temp FTE City of Tempe Fiscal Year 2024/25 Annual Budget 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 Material & Supplies Fees & Services Travel & Miscellaneous Capital Outlays Internal Service Charges Expenditure Total Per Capita Authorized Personnel Water Utilities Total 2022/23 Actual 14,805,702 6,372,042 13,742,474 615,967 947,398 8,443,212 44,926,795 244.01 2023/24 Budget 18,449,632 6,357,904 17,899,375 257,913 2,304,922 10,874,757 56,144,503 301.93 2021/22 Actual Full Perm Temp Time FTE FTE 2022/23 Budget Full Perm Temp Time FTE FTE 152 152 154 154 1.47 1.47 6-102 1.47 1.47 2024/25 Budget 2023/24 Budget Full Perm Temp Time FTE FTE City of Tempe Fiscal Year 2024/25 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 Office of the Chief provides the administration and general supervision of all police operations, including the coordination of all investigations and procedures. Services provided include: (1) provide leadership, management, and administration for the Police Department; and (2) continually build partnerships with the residents and the business community. The Investigations division is comprised of Criminal Investigations and Police Analytics. Services provided include: (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) develop selective enforcement programs against special or increasing crime problems; (4) serve as the central tactical crime analysis and intelligence entity within the department; (5) provide real-time virtual witness accounts from live video feeds and collaborate with surrounding real-time crime centers for multi-jurisdictional cases; and (6) oversee planning, implementation, and management of police technology. The Field Operations division is comprised of North Patrol, South Patrol, and Metro Patrol. Services provided include: (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) provide police resources for special or unscheduled events that require additional staffing; (8) investigate and clear Part I and Part II crimes against persons and property; and (9) provide specialty services to enhance community safety including Bike Team and Mounted Unit. The Support Services division is comprised of Communications, Administration, and Personnel Services. Support Services provides comprehensive support to the entire Department through the following: (1) answer all incoming calls and provide 24hour dispatch service; (2) provide radio communications between the police station and all patrol field units; (3) provide fullservice police records management services; (4) provide planning and research information and implementation; (5) provide opportunities for the mental and physical well-being for employees; (6) administer departmental operating and capital improvement budgets and grant management; (7) provide oversight of the property and evidence facility; (8) recruit, test, and hire sworn police officers and civilian personnel; (9) provide in-service training programs; (10) investigate internal complaints and serve as liaison with the Tempe Citizens’ Panel for review of police Complaints and Use of Force; (11) provide jail and booking service, and transport all prisoners to the City Court; and (12) update and implement organizational policy and procedure. FY 2024/25 Budget Highlights: • Authorized the creation of new Community Responder positions (6 FTE) • Authorized the creation of a new Supervisor position (1 FTE) • Authorized funding for various non personnel items totaling $867,128 Expenditures by Type Personnel Costs Material & Supplies Fees & Services Travel & Miscellaneous Capital Outlays Internal Service Charges Donations / Restricted Revenue / Grants Expenditure Total Per Capita 2022/23 Actual 78,063,665 1,754,180 5,918,290 905,681 418,672 13,505,272 4,622,014 105,187,774 571.31 6-103 2023/24 Budget 89,589,511 1,332,963 5,599,868 627,958 281,735 16,896,598 7,177,332 121,505,965 653.43 2024/25 Budget 98,596,626 1,348,263 6,682,108 643,230 684,155 18,050,269 8,457,506 134,462,157 708.31 City of Tempe Fiscal Year 2024/25 Annual Budget Expenditures by Division Office of the Chief Investigations Support Services Field Operations Division Expenditure Total Per Capita 2022/23 Actual 21,109,070 24,977,581 13,471,943 45,629,180 105,187,774 571.31 2022/23 Actual Authorized Personnel Office of the Chief Investigations Support Services Field Operations Total Full Time 11 108 129 262 510 Perm FTE 2.00 2.00 Temp FTE 1.26 2.70 3.29 7.25 2023/24 Budget 30,933,807 26,918,036 15,323,905 48,330,217 121,505,965 653.43 2023/24 Budget Full Time 16 110 128 261 515 Perm FTE 2.00 2.00 Temp FTE 1.26 2.70 3.29 7.25 2024/25 Budget 39,598,892 24,401,809 18,588,323 51,873,133 134,462,157 708.31 2024/25 Budget Full Time 19 104 127 272 522 Perm FTE 2.00 2.00 Temp FTE 1.26 2.70 3.29 7.25 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. 1. Safe and Secure Communities Ensuring a Safe and Secure Community through a Commitment to Public Safety and Justice. 2. Strong Community Connections Developing and maintaining a strong community connection by emphasizing the importance of open government, customer service, and communication with community members. 6-104 City of Tempe Fiscal Year 2024/25 Annual Budget 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: 72.1 Current Strategies: 1. Maintain visible police presence, as much as possible, throughout Tempe. Respond to citizen calls-for-service in a timely and professional manner. Proactively look for suspicious activity and provide patrols in areas of high crime and traffic frequency during times that are otherwise unobligated to other emergency duties. 2. Continue the department's Community Collaboration and monthly crime suppression to review crime statistics, identify trends, and develop evidence-based strategies to address crime and reduce crime criminal activity in targeted areas. 3. At all levels, emphasize the importance of collaborating with the community and other City of Tempe departments to reduce victimization through education, crime prevention, and collective efforts to address crime trends. • Community Responders/Neighborhood Ambassadors work alongside officers to respond in a timely manner to calls in which the violence potential is low. They contribute to the community feeling of safety through addressing concerns and demonstrating professionalism and responsiveness to issues that arise. • Employees at all levels will strive to build relationships with the community during the response to public safety concerns. Equally important, employees will build trust with the community during nonenforcement periods of time, demonstrating care and interest for all aspects of community wellness and not just those issues related to law enforcement. • Formal/informal neighborhood connections • Arts • Share externally with the community and promote internally the use of technology, such as the Tempe311 app, to report/address blight and community concerns that may correlate with criminal activity but are not immediately within the scope of the police function. • Block watch 4. Code Enforcement 1.06 Crime Reporting Performance Measure: 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: 73.1% Property Crime Reported (2018) 77.6% Violent Crime Reported (2018) Target: Greater than or equal to the national value: 65% Property Victimization Reported 53% Violent Victimization Reported Status: Property Crime: 69.3% Violent Crime: 71.4% 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. 6-105 City of Tempe Fiscal Year 2024/25 Annual Budget 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: 93% by 2022 Status: 72.5% 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% - Violent Crime 81.7% - Property Crime Target: 97.9% - Violent 88.1% - Property Status: No Violent Victimization 95.1% No Property Victimization 84.5% 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. 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% Having your home burglarized when you are not there n/a Being attacked or threatened with a weapon 45.4% Having your car Stolen or Broken into 31.9% Being a Victim of Identity Theft Target: Gallup Poll “Never” or “Rarely” Worry About: 70% Getting Mugged by 2021 57% Having your home burglarized when you are not there by 2021 n/a Being attacked or threatened with a weapon 57% Having your car Stolen or Broken into 30% Being a Victim of Identity Theft Status: 57% Getting Mugged 44.9% Having your home burglarized when you are not there 64.2% Being attacked or threatened with a weapon 6-106 City of Tempe Fiscal Year 2024/25 Annual Budget 40.5% Having your car Stolen or Broken into 39.4% Being a Victim of Identity Theft 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: 90% for each park type (Day and Night) by 2029. Status: Neighborhood parks – Day: 72.7% / Night: 40.7% City Parks – Day: 72.7% / Night: 43.2% Desert parks – Day: 68.6% / Night: 37.5% Current Strategies: 1. Updating code of conduct as applicable 2. Educate and notify the public of the code of conduct or laws applicable in parks and enforce when appropriate. ◦ 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. 4. Installing, inspecting, maintaining, and replacing park infrastructure as appropriate by site and use. 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: 70.2 (2020 annual average) 6-107 City of Tempe Fiscal Year 2024/25 Annual Budget Target: 80 Status: 68.4% 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. 6-108 City of Tempe Fiscal Year 2024/25 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 Material & Supplies Fees & Services Travel & Miscellaneous Capital Outlays Internal Service Charges 2022/23 Actual 13,895,210 35,947 94,587 53,670 584 2,407,058 2023/24 Budget 21,165,111 11,500 10,035 24,200 2024/25 Budget 25,751,426 11,500 2,410,035 24,200 2,545,629 2,944,225 4,622,014 21,109,070 114.65 7,177,332 30,933,807 166.36 8,457,506 39,598,892 208.60 Donations / Restricted Revenue / Grants Expenditure Total Per Capita 2022/23 Actual Authorized Personnel Office of the Chief Total Full Time Perm FTE Temp FTE 11 11 2023/24 Budget Full Time Perm FTE 2024/25 Budget Temp FTE 16 16 Full Time Perm FTE Temp FTE 19 19 Investigations The Investigations division is comprised of Criminal Investigations and Police Analytics. Services provided include: (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) develop selective enforcement programs against special or increasing crime problems; (4) serve as the central tactical crime analysis and intelligence entity within the department; (5) provide real-time virtual witness accounts from live video feeds and collaborate with surrounding real-time crime centers for multi-jurisdictional cases; and (6) oversee planning, implementation, and management of police technology. Expenditures by Type Personnel Costs Material & Supplies Fees & Services Travel & Miscellaneous Capital Outlays Internal Service Charges Expenditure Total Per Capita Authorized Personnel Investigations Total 2022/23 Actual 18,338,642 1,034,511 2,984,885 96,733 372,849 2,149,961 24,977,581 135.66 2022/23 Actual Full Perm Temp Time FTE FTE 108 1.26 108 1.26 2023/24 Budget 19,390,699 794,516 3,652,001 21,400 2023/24 Budget Full Perm Temp Time FTE FTE 110 1.26 110 1.26 6-109 3,059,420 26,918,036 144.76 2024/25 Budget 17,279,984 312,095 2,168,398 10,500 345,000 4,285,832 24,401,809 128.54 2024/25 Budget Full Perm Temp Time FTE FTE 104 1.26 104 1.26 City of Tempe Fiscal Year 2024/25 Annual Budget Field Operations The Field Operations division is comprised of North Patrol, South Patrol, and Metro Patrol. Services provided include: (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) provide police resources for special or unscheduled events that require additional staffing; (8) investigate and clear Part I and Part II crimes against persons and property; and (9) provide specialty services to enhance community safety including Bike Team and Mounted Unit. Expenditures by Type Personnel Costs Material & Supplies Fees & Services Travel & Miscellaneous Capital Outlays Internal Service Charges 2022/23 Actual 36,935,560 498,799 1,085,917 289,523 13,979 6,805,402 2023/24 Budget 38,685,739 386,814 225,507 281,735 8,750,422 2024/25 Budget 40,742,184 414,448 1,031,827 200 339,155 9,345,319 45,629,180 247.83 48,330,217 259.91 51,873,133 273.26 Expenditure Total Per Capita 2022/23 Actual Authorized Personnel Field Operations Total Full Time 262 262 Perm FTE Temp FTE 3.29 3.29 2023/24 Budget Full Time 261 261 Perm FTE Temp FTE 3.29 3.29 2024/25 Budget Full Time 272 272 Perm FTE Temp FTE 3.29 3.29 Support Services The Support Services division is comprised of Communications, Administration, and Personnel Services. Support Services provides comprehensive support to the entire Department through the following: (1) answer all incoming calls and provide 24hour dispatch service; (2) provide radio communications between the police station and all patrol field units; (3) provide fullservice police records management services; (4) provide planning and research information and implementation; (5) provide opportunities for the mental and physical well-being for employees; (6) administer departmental operating and capital improvement budgets and grant management; (7) provide oversight of the property and evidence facility; (8) recruit, test, and hire sworn police officers and civilian personnel; (9) provide in-service training programs; (10) investigate internal complaints and serve as liaison with the Tempe Citizens’ Panel for review of police Complaints and Use of Force; (11) provide jail and booking service, and transport all prisoners to the City Court; and (12) update and implement organizational policy and procedure. Expenditures by Type 2022/23 Actual 2023/24 Budget 2024/25 Budget Personnel Costs Material & Supplies Fees & Services Travel & Miscellaneous Capital Outlays Internal Service Charges Expenditure Total Per Capita 8,894,253 184,923 1,752,901 465,755 31,260 2,142,851 13,471,943 73.17 10,347,962 140,133 1,712,325 582,358 14,823,032 610,220 1,071,848 608,330 2,541,127 15,323,905 82.41 1,474,893 18,588,323 97.92 2022/23 Actual Authorized Personnel Support Services Total Full Time 129 129 Perm FTE 2.00 2.00 Temp FTE 2.70 2.70 2023/24 Budget Full Time 128 128 Perm FTE 2.00 2.00 6-110 Temp FTE 2.70 2.70 2024/25 Budget Full Time 127 127 Perm FTE 2.00 2.00 Temp FTE 2.70 2.70 City of Tempe Fiscal Year 2024/25 Annual Budget Public Works Department Purpose: The Public Works Department provides reliable, affordable, and sustainable essential services to the community. Description: The Public Works Department employs more than 300 employees who provide high quality service by ensuring safe drinking water, efficient removal of wastewater, stormwater and refuse, and the use of renewable resources for a healthy, productive, safe and sustainable community. Public Works is responsible for the procurement and oversight of design and construction contracts for city infrastructure and oversees the maintenance and repair of the city’s fleet of vehicles and equipment. Organizationally, Public Works is managed through a centralized administration office and is comprised of three operational divisions: Field Operations, Water and Engineering. Note: As part of a city reorganization, the Municipal Utilities Department and the Engineering Division were combined to form Public Works for FY2024/25. FY 2024/25 Budget Highlights: • Authorized the creation of new Municipal Utilities Operations Technicians (2 FTE) • Authorized funding for Water Reclamation Facility Plant Superintendent (1 FTE) Expenditures by Type Personnel Costs Material & Supplies Fees & Services Travel & Miscellaneous Capital Outlays Internal Service Charges Donations/Restricted Revenue/Grants Expenditure Total Per Capita Expenditures by Division PW Administration Engineering Field Operations Water Utilities Expenditure Total Per Capita 2022/23 Actual Perm FTE Temp FTE Budget 2022/23 Actual 2023/24 Budget 2023/24 Budget Full Time Perm FTE Temp FTE Budget 37,838,080 13,597,947 24,498,772 332,085 20,404,697 (6,071,580) 309,138 90,909,139 478.89 2024/25 Budget 468,546 1,015,000 29,886,935 59,538,658 90,909,139 478.89 2024/25 Budget Full Time Perm FTE Temp FTE Public Works Administration 19 0.00 0.00 Field Operations 103 0.00 0.50 Water Utilities 154 0.00 1.47 Authorized Personnel Full Time Actual Engineering 38 0.00 0.50 Total 314 0.00 2.47 6-111 City of Tempe Fiscal Year 2024/25 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 Public Works 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. 1. Safe and Secure Communities Ensuring a Safe and Secure Community through a Commitment to Public Safety and Justice. 3. Quality of Life Enhancing the quality of life for all Tempe residents and workers through investment in neighborhoods, parks, the arts, human services, and city amenities, with an emphasis on equity and diversity. 4. Sustainable Growth and Development Implementing sustainable growth and development strategies to improve Tempe's environment, quality of life, and economic outcomes. Tempe strives to make long-term generational investments in technology, infrastructure and public transit that create a safe, clean, equitable and healthy city. 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 ◦ Monitor treatment processes at water plants and ground water wells, as applicable, to ensure compliance with regulatory standards ◦ Invest in water treatment plant and well upgrades to ensure compliance with current and future regulations 2. Sampling and Laboratory Analysis ◦ Conduct sampling and laboratory analysis at Water Treatment Plants and wells daily, monthly and quarterly ◦ Conduct bacteriological and chlorine residual sampling and laboratory analysis at 120 distribution system locations monthly and disinfection byproducts sampling and analysis at eight locations quarterly ◦ Conduct all compliance laboratory analysis per regulatory methods 3. Reporting and Regulatory Analysis ◦ Review of laboratory data to assess compliance monthly ◦ Compile and submit Safe Drinking Water Act reports to regulatory agencies monthly ◦ Perform ongoing review of data emerging regulations and regulatory changes to determine future treatment responses for continued compliance 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 • All arterials are surveyed in year 1 of the 3-year cycle • All residential and collector streets north of US60 are surveyed in year 2 of the 3-year cycle • All residential and collector streets south of US60 are surveyed in year 3 of the 3-year cycle 6-112 City of Tempe Fiscal Year 2024/25 Annual Budget 2. 3. Project Planning and Prioritization •. Focus on residential streets, while still maintaining arterials and collectors •. Leverage opportunities with development. •. Assign priority: resurfacing is prioritized based on current pavement condition, traffic volume counts, and anticipated deterioration rates. •. Combine priority: locations are coordinated with other anticipated repairs such as water lines, utilities installation, and other construction. Maintenance - in order to prevent the pavement from getting to a condition where major rehabilitation or reconstruction is needed • Utility repairs are inspected to ensure they meet smoothness requirements • Preventative maintenance such as crack sealing, seal coating, pothole repairs, etc. are performed on a periodic basis 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 ◦ Identify the infrastructure systems that will feed into this performance measure ◦ 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: ◦ Inventory ◦ Life cycle ◦ Condition ratings and procedures for updating 3. Budgeting and Planning ◦ Identify backlog of deficiencies, funding requirement and timeframe ◦ Identify annual reinvestment after backlog is extinguished ◦ Link staffing levels to CIP delivery ◦ Determine prioritization criteria, including condition rating and Community Survey responses 1.33 Alley Quality Index Performance Measure: Achieve an Alley Quality Index score equal to a citywide average rating of 4.5 on a 5.0 scale Baseline: 3.9 (2022) Target: 4.5 by 2027 Status: No current status Current Strategies: • Develop an Assessment Tool ◦ Key Indicators ◦ Technology and mapping • Implement the Assessment Tool ◦ Pilot and refine ◦ Apply to remainder of alleys • Data Analysis ◦ Mapping of highest needs ◦ Assess Community Survey scores on resident satisfaction 4. Develop Remediation Plan • Budgeting and forecasting • Community outreach 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 (2016) Target: Less than 1.0 by 2023 Status: 2.04 Current Strategies: • Proactive Prevention • GIS Mapping 6-113 City of Tempe Fiscal Year 2024/25 Annual Budget • • • • • • • • • • • Data Sharing with Police Department Collaborate with Code Compliance Partnership with Public Art Reactive Abatement Respond within 24 to 48 Hours Private Property Agreement Volunteer Program Collaborate with Code Compliance Data Analysis Conduct yearly graffiti survey for volume and location data per mile Trends analysis through GIS tracking 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: 57.3% Current Strategies: 1. Collect Data ◦ Complete annual landscape assessment performed by City representative by December 31 each year. ◦ Maintain and review GIS mapping of existing right-of-way landscaping as state of landscape changes. 2. Project Planning and Prioritization ◦ Update five-year asset management and revitalization plan annually by December 31st. ◦ Establish annul reinvestment targets for Capital Improvement Projects (CIP) funding as budget is being developed. ◦ Establish baseline funding for on-going maintenance based on life-cycle costing annually as budget is being developed. 3. Maintenance ◦ Conduct annual training with all contractors for the following to ensure the best quality of services: ◦ Plant identification (annually) ◦ Proper pruning and tree trimming techniques (annually) ◦ GIS Mapping of existing right of way landscaping (as needed) ◦ Identification of landscape sections (as needed) ◦ Guidelines for working in City roadways (as needed) 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: 145.4 GPCD Multi-Family Residential: 81.2 GPCD Landscape: 3,328 GPAD Current Strategies: 1. Provide customized, targeted and intelligent programs that are tied to water and revenue savings whenever possible. ◦ Create, maintain and implement a Tempe Water Conservation Strategic Plan ◦ Continue to refine Tempe’s Demand Management Model using measured water savings ◦ Continue to evaluate and measure effectiveness of current incentives and education programs ◦ Monitor program participation key performance indicators (KPIs) and estimated water savings on a monthly basis 2. Guide the development of the Arizona Department of Water Resources (ADWR) 5th Management Plan, especially as it relates to the Non-Per Capita Conservation Program (NPCCP). 6-114 City of Tempe Fiscal Year 2024/25 Annual Budget ◦ ◦ ◦ Ensure that Best Management Practices (BMPs) are or can be tied to proven water savings Ensure that the program aligns with national and regional best practices Collaborate with other Arizona Municipal Water Users Association (AMWUA) members to standardize program evaluation and water savings calculations, to the extent possible 3. Create programs and target outreach strategies to assist low-income residents with water conservation and efficiency measures, such as leak repair and plumbing efficiency upgrades 4. Examine additional ways to assist multi-family facilities in reducing water consumption and participating in water conservation and efficiency programs. 5. Create and promote a water efficiency recognition program for commercial programs. ◦ Work with local businesses and local Chambers to get feedback on the most helpful programs and outreach strategies ◦ Increase the number of physical water audits ◦ Increase participation in Water Conservation incentives, grants, rebates and water budgeting programs 6. Continue to refine outreach so that it is as effective and targeted as possible, providing targeted messages that are relevant, timely and well-received. 7. Continue to increase the quality of Tempe’s digital resources to empower all customers with water conservation and efficiency resources. ◦ Water Conservation Website ◦ WaterWays digital rebate forms and processing ◦ Monthly watering updates and alerts ◦ WaterSmart Customer Portal and leak alerts ◦ How-to videos and interactions 8. Working with AMWUA , continue to advance resources, efforts and programs that can reduce outdoor water waste and increase landscape watering efficiency. ◦ Examine the feasibility of a landscape irrigation efficiency ordinance, which would create standards for sprinkler and drip systems ◦ Connect customers with qualified irrigation professionals, such as those trained through SmartScape or the Irrigation Association ◦ Educate customers on landscape design and irrigation best practices 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 Target: 25% Residential (single family) 15% Commercial (commercial + multifamily) 20% Citywide by FY 2025/2026 Status: Residential (single family): 18% Commercial (commercial + multifamily): 5.7% Citywide: 12.51% Current Strategies: 1. Residential diversion: ◦ Implement/conduct third barrel green organics pilot program. Determine feasibility for citywide expansion. ◦ Increase outreach on bulk trash/green organics program. ◦ Deploy SMART program with tier structure. ◦ Permit compost site for food waste and green organics. ◦ Increase outreach and education of the blue bin recycling program. 2. Commercial: ◦ 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. 6-115 City of Tempe Fiscal Year 2024/25 Annual Budget 4.16 Groundwater Supply Performance Measure: Achieve groundwater production capacity to meet the projected average for future annual demand Baseline: 25 MGD Target: 43 MGD by 2032 Status: Under Development Current Strategies: ◦ Continue implementing groundwater production/recovery well projects outlined in the Water Capital Improvement Program (CIP). CIP planning to add to total well capacity include the following projects over the next five years: • Complete design and construction of reequipping and the addition of a treatment system at existing Well 7 by December 2025. Recaptures 1.6 MGD of capacity unavailable due to water quality concerns. • Complete construction of the equipping of new Well 20 at Tempe Market Place including treatment by September 2025. Adds 2.0 MGD of new capacity. • Complete design and construction of reequipping and the addition of a treatment system at existing Well 4 by June 2026. Recaptures 2.8 MGD of capacity unavailable due to water quality concerns. • Complete design and construction of reequipping and the addition of a treatment system at existing Well 1 by June 2027. Recaptures 1.5 MGD of capacity unavailable due to water quality concerns • Complete design and construction of new Well 21 at the Pier Development by June 2028. Adds projected capacity of 2.0 MGD of new capacity. 6-116 City of Tempe Fiscal Year 2024/25 Annual Budget Public Works Administration Public Works Administration provides administrative and business support to the Department and is responsible for overall management of operations, maintenance and capital improvements for the solid waste, water and wastewater utilities as well as planning and management of the city’s Capital Improvement Program and Fleet Services function. Water, wastewater, and solid waste services are funded through self-supporting, business-like enterprise funds. All costs a associated with delivering these services are met through direct customer fees. Administration holds the fiduciary responsibility for the management and long-term financial viability and stability of the utility enterprise funds. Customer rates are established utilizing a biennial rate study to assess the full array of costs for delivering services as well as the revenue required to address inflationary and other short-term budgetary factors, provide resources for infrastructure maintenance and replacement, and align costs with the values and priorities of the City Council and Community. Expenditures by Type Personnel Costs Material & Supplies Fees & Services Travel & Miscellaneous 2022/23 Actual 2023/24 Budget 2024/25 Budget 1,658,617 13,800 57,624 9,500 Capital Outlays Internal Service Charges Donations / Restricted Revenue / Grants Expenditure Total Per Capita (1,580,133) 309,138 468,546 2.47 2022/23 Actual Authorized Personnel Public Works Administration Total Full Time Perm FTE Temp FTE 2023/24 Budget Full Time Perm FTE Temp FTE 2024/25 Budget Full Time 19 19 Perm FTE Temp FTE Field Operations 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, alley maintenance including abatement 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. Expenditures by Type Personnel Costs Material & Supplies Fees & Services Travel & Miscellaneous Capital Outlays Internal Service Charges Expenditure Total Per Capita 2022/23 Actual — — — — — — — — 2022/23 Actual Authorized Personnel Field Operations Total Full Time Perm FTE Temp FTE 2023/24 Budget — — — — — — — — 2023/24 Budget Full Time Perm FTE 6-117 Temp FTE 2024/25 Budget 10,948,536 7,009,289 5,297,066 57,241 18,005,027 (11,430,224) 29,886,935 157.44 2024/25 Budget Full Time 103 103 Perm FTE Temp FTE 0.50 0.50 City of Tempe Fiscal Year 2024/25 Annual Budget Water The Water Division produces and distributes potable water, collects and transports wastewater and stormwater, performs urban flood irrigation services for Salt River Project customers in Tempe, performs regulatory environmental sampling, analysis and reporting while managing several hundred of the city’s compliance programs, 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. The Water Division manages environmental, health and safety programs, properly handles and disposes of hazardous waste and operates the Household Products Collection Center. Expenditures by Type Personnel Costs Material & Supplies Fees & Services Travel & Miscellaneous Capital Outlays Internal Service Charges Expenditure Total Per Capita 2022/23 Actual 2023/24 Budget — — — — 2022/23 Actual Authorized Personnel Water Utilities Total Full Time Perm FTE Temp FTE 2023/24 Budget Full Time Perm FTE Temp FTE 2024/25 Budget 19,645,075 6,557,904 18,928,829 248,716 2,399,670 11,758,464 59,538,658 313.64 2024/25 Budget Full Time 154 154 Perm FTE Temp FTE 1.47 1.47 Engineering The Engineering Division delivers quality municipal infrastructure through comprehensive planning and management of the capital improvement program and protects infrastructure and property rights by managing the public rights-of-way. 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 bridge maintenance. Expenditures by Type Personnel Costs Material & Supplies Fees & Services Travel & Miscellaneous Capital Outlays 2022/23 Actual 2023/24 Budget — — — — Internal Service Charges Expenditure Total Per Capita 2022/23 Actual Authorized Personnel Engineering Total Full Time Perm FTE Temp FTE 2023/24 Budget Full Time Perm FTE 6-118 Temp FTE 2024/25 Budget 5,585,852 16,954 215,253 16,628 (4,819,687) 1,015,000 5.35 2024/25 Budget Full Time 38 38 Perm FTE Temp FTE 0.50 0.50 City of Tempe Fiscal Year 2024/25 Annual Budget Strategic Management and Innovation Office Purpose: To advance an inclusive, innovative, transparent, data-driven organization that creates a high performing world class city for our community and serves as a national model for local government. Description: The Strategic Management and Innovation Office (SMIO leverages the power of innovation and strategic management to bring about better outcomes for the Tempe community and region. The office’s role is to help city leaders, staff and partners assess challenges, generate impactful strategies, develop strategic partnerships, and deliver measurable results. Staff serve as in-house consulting and facilitators and work with city departments and diverse community, business, academic and industry members to research, design, and establish solutions and strategies that make progress towards Tempe City Council’s strategic priorities and position Tempe as a national model for a modern city. Serving as facilitators, project managers, data analysts, researchers, and designers, SMIO delivers programs and services to build organizational capacity for incremental innovations, strategic outcomes and data-informed governance. FY 2024/25 Budget Highlights: • Authorized the creation of a new BioIntel Scientist position (1 FTE) Expenditures by Type Personnel Costs Material & Supplies Fees & Services Travel & Miscellaneous Capital Outlays Internal Service Charges Donations / Restricted Revenue / Grants Expenditure Total Per Capita 2022/23 Actual 533,494 19,908 302,673 15,386 7,894 13,620 240,804 1,133,779 6.16 2022/23 Actual Authorized Personnel Strategic Management Total Full Time 6 6 Perm FTE Temp FTE 2023/24 Budget 875,969 6,150 592,799 29,000 2024/25 Budget 905,800 26,500 569,199 32,250 111,815 1,148,955 2,764,688 14.87 39,243 2,030,693 3,603,685 18.98 2023/24 Budget Full Time 6 6 6-119 Perm FTE Temp FTE 2024/25 Budget Full Time 7 7 Perm FTE Temp FTE City of Tempe Fiscal Year 2024/25 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 & Innovation 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. 2. Strong Community Connections Developing and maintaining a strong community connection by emphasizing the importance of open government, customer service, and communication with community members. 3. Quality of Life Enhancing the quality of life for all Tempe residents and workers through investment in neighborhoods, parks, the arts, human services, and city amenities, with an emphasis on equity and diversity. 5. Financial Stability and Vitality Maintaining long-term financial stability and vitality by focusing on economic development, business retention, and generating employment to create a robust and diverse economic base. 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: 83% by 2024 Status: 72.8% Current Strategies: 1. Create a “Culture of the Customer” ◦ 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. ◦ 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. 3.35 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: Platinum Current Strategies: 1. Data Governance • Maintain a detailed and comprehensive data inventory that makes data more discoverable and accessible. • Maintain a documented list of data governance responsibilities and meet at least quarterly to carry out those responsibilities. • Have and carry out documented policies or practices to improve data quality. • Document policies or practices to protect privacy and confidentiality. • 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. 6-120 City of Tempe Fiscal Year 2024/25 Annual Budget 2. 3. 4. 5. 6. 7. Evaluations • Have a policy or ordinance that encourages the use of rigorous evaluation methods for practices, programs, and/or policies. • Have defined standards, methodologies, or tools to help staff rigorously evaluate practices, programs, and/or policies. • Require that, as a condition of funding, new or renewed programs will be rigorously evaluated. • In the past 12 months, have launched two or more experimental or quasi-experimental evaluations. • In the past 12 months, have used the results from experimental or quasi-experimental evaluations to make different, or to newly justify, decisions. General Management • Mayor and/or chief executive communicates and demonstrates to staff that governing with data and evidence is an organizational expectation. • Mayor and/or chief executive uses data and evidence to publicly communicate the work and impact of government. • 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. • Have a designated leader and/or team responsible for developing and implementing citywide performance management practices. • Have a designated leader and/or team responsible for developing and implementing citywide data governance practices and policies. • Have a designated leader and/or team responsible for helping departments conduct experimental or quasi-experimental evaluations. • 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. • Provide access to trainings for all local government staff on how to use data and evidence to make decisions. • Have documented and carried out strategies to embed, deepen, and/or spread the strategic use of data within and across your government. Open Data • Have a publicly available, codified open data policy that commits to data transparency and proactive public disclosure of local government data and data practices. • Have a documented process for publishing open data. • Publish open data to a central, public online location. • Adopt Civic Data Standards. Performance & Analytics • Identify strategic goals, align a diverse set of measures with those goals, and use data to evaluate progress toward them. • Hold performance management meetings during which it reviews data, discusses insights, and makes decisions about strategic goals at least quarterly. • Regularly share strategic goals, performance measures, and progress toward achieving those goals with the public. • Have documented policies or practices to manage the risk of data breach, loss, or unauthorized manipulation. • Have documented policies or practices aimed at harnessing the benefits of artificial intelligence (AI) while reducing associated risks. • Leaders have the ability to access and incorporate data analysis when necessary for strategic decisionmaking. • 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. Repurposing • Use data to align budget process with strategic priorities. • Have a documented process, informed by data analysis and resident feedback, for determining when a program should be discontinued. • Have made a different or newly justified budget decision about a practice, program, or policy based on analyzed data. • 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. Results-Driven Contracting • Define strategic goals and desired outcomes for key procurements, contracts, and/or grants. • Measure outcomes, impacts, and/or cost-effectiveness for key procurements, contracts, and/or grants. 6-121 City of Tempe Fiscal Year 2024/25 Annual Budget • 8. Have mechanisms in place to compare the performance of similar contractors and determine which are most effective. • Structure procurements, contracts, and/or grants to align the vendor’s incentives with the local government’s strategic goals. • 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. • Review vendor performance data to inform future contracting decisions, including the selection of vendors, renewal of contracts, and/or expansion of existing scopes. • 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. Stakeholder Engagement • 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. • Provide clear how-to guidance to help residents access and use city data. • 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. • 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. 6-122 City of Tempe Fiscal Year 2024/25 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, multi-modal 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. Note: As part of a city reorganization, the Sustainability & Resilience Office was merged with Transportation to form the Transportation & Sustainability Department for FY2024/25. FY 2024/25 Budget Highlights: • No changes Expenditures by Type Personnel Costs Material & Supplies Fees & Services Travel & Miscellaneous Capital Outlays Internal Service Charges Donations / Restricted Revenue / Grants Expenditure Total Per Capita Authorized Personnel Sustainability Office Total 2022/23 Actual Full Perm Temp Time FTE FTE 6 6 2022/23 Actual 515,446 131,274 74,912 24,809 11,963 27,697 148,339 934,440 5.08 2023/24 Budget 741,845 103,500 418,901 13,150 2023/24 Budget Full Perm Temp Time FTE FTE 6 6 2024/25 Budget 45,853 1,323,249 7.12 2024/25 Budget Full Perm Temp Time FTE 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 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. 4. Sustainable Growth and Development Implementing sustainable growth and development strategies to improve Tempe's environment, quality of life, and economic outcomes. Tempe strives to make long-term generational investments in technology, infrastructure and public transit that create a safe, clean, equitable and healthy city. 6-123 City of Tempe Fiscal Year 2024/25 Annual Budget Performance Measures: 4.18 Community Carbon Neutrality Performance Measure: Achieve community carbon neutrality by 2050 with equitable outcomes. Baseline: 3,279,390 Metric tons of CO2e Target: Carbon neutrality = 0 Metric Tons of CO2e by 2050 Status: 2,753,442 Current Strategies Transportation Strategies Transportation Demand Management and Mobility Hubs ◦ Develop a City of Tempe Transportation Management Association in partnership with Transportation Division, Downtown Tempe Association, and local employers by December 2024. This action would address the strategy by creating localized solutions which provide alternative transportation options that aim to reduce traffic congestion and carbon emissions by limiting single-occupancy vehicle trips. ◦ Finalize a Mobility Hubs plan and implement three Mobility Hubs with local property owner partners by December 2024. This action would address the strategy by combining different modes of transportation in one location, helping reduce the need for vehicle ownership and single occupancy trips. Investment in mobility hubs will make trips safer, more convenient and reliable. Transit Oriented Development ◦ Approval of the General Plan 2050 that includes increased mixed-use density during the 2024 spring elections. Residents of dense mixed-use environments are known to generate fewer vehicle miles traveled (VMT). It is estimated that residents in environments with a level of density that reaches 60 dwelling units per acre generate 42% fewer VMT per year as compared to the average rate at lower densities. Electric Vehicle Charging ◦ Increase publicly available electric vehicle (EV) charging stations by 10% in partnership with Local First Arizona and private property owners by December 2025. This action addresses the strategy because between Tempe residents and workers there are at least 224,000 vehicles that travel within the community daily. To support the transition to vehicle electrification, Tempe will need approximately 4,800 workplace Level 2 chargers, 3,000 public level-2 chargers and over 350 DC Fast chargers. Assuming typical installation costs ensuring charging infrastructure will require an investment of approximately $3 million per year. Energy Strategies International Green Construction Code (commercial properties) ◦ Adopt a voluntary International Green Construction Code (IgCC) by the beginning of 2024 and implement a monitoring and tracking system with the Green Building Program Specialist throughout 2024 and 2025. This action supports the strategy a reasonable assumption is that efficiency could reduce commercial building energy use by at least 30% in commercial. Applied evenly across the community and scheduled at a regular pace from now to 2050 would avoid over 700,000 metric tons of CO2 equivalent between now and 2050. Residential Energy Efficiency ◦ Reduce energy burden* so that no household spends more than 4% of their income on energy bill by 2035. This action supports this strategy by lowering residential energy use with household energy efficiency and weatherization, prioritizing Tempe’s highest Energy Insecure census tracks. *Energy burden is the percentage of income spent on home energy bills. A high energy burden can be above 6% and a sever energy burden above 10%. Resilient Energy Hubs ◦ Complete the Resilient Energy Hub Master Plan and begin the construction of solar and energy storage at EnVision Tempe by December 2024. This action supports the strategy by providing the planning and engagement with community institutions (churches, schools, etc.) interested in becoming a communityserving facility that supports residents and coordinates resource distribution and emergency services during a heat crisis or any other emergency. The planning document will outline the feasibility of solar and energy storage for these intuitions. Utility Partnerships ◦ Develop an energy policy framework developed by the Policy and Grants Coordinator and Government Relations Manager that encourages investment in grid renewables by December 2024. This action supports this strategy by working with our energy suppliers in shifting energy sources to renewables and providing Tempe residents and businesses clean energy with zero emissions. 4.19 Municipal 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 6-124 City of Tempe Fiscal Year 2024/25 Annual Budget ◦ ◦ 2. 3. Achieve 100% renewable energy in municipal operations by 2035. Partner with Arizona Public Services (APS) and Salt River Project (SRP) on a utility-scale, utility- owned solar power plant that would provide power to city facilities by 2025. ◦ Install solar panels on Fire Station #2 by 2025. ◦ Install solar panels with battery storage at the EnVision Resilience Hub by 2027. ◦ Conduct energy audits and retrofits on city buildings and facilities systematically to reduce municipal energy use (ongoing). ◦ Install Heating, Ventilation, and Air Conditioning (HVAC) controls to all city buildings and perform retrocommissioning on city buildings (ongoing). ◦ Commission 4 Green buildings by June 2024. ◦ Complete 1-5 lighting retrofits annually. ◦ Build new Fire Station #2 and other new city buildings using the International Green Construction Code (IgCC) to improve energy performance by 2025. Transportation Initiatives to reduce fossil fuels in city operations ◦ Make investments in electric vehicles and charging infrastructure for city's fleet by 2035. ◦ Coordinate and oversee zero-emission bus infrastructure improvements at EVBOM in partnership with SRP and Valley Metro by FY 2027. ◦ Add 8- electric and other zero emission bus technologies for Transit fleet (ongoing) annually beginning in FY 2027. Continue working with Valley Metro and federal partners to convert bus fleet to zero-emission. Carbon Offset Programs ◦ Partner with Arizona State University and other agencies for tree-offset (ongoing). ◦ Maintain Tempe’s Urban Forestry program (ongoing) and achieve 25% coverage by 2050. 6-125 City of Tempe Fiscal Year 2024/25 Annual Budget Transportation & Sustainability Department Purpose: The Transportation and Sustainability Department provides a balanced transportation system that is environmentally sustainable, accessible, preserves neighborhoods, promotes transit-oriented development, and involves citizens in the process. The department is committed to growing a sustainable city alongside community stakeholders to be resilient for our future by taking action to reduce emissions and cultivate resilience by focusing on the guiding principles of fiscal responsibility, enterprise, equity, engagement, and effectiveness. Description: The Department provides high quality transportation services and works to promote sustainability throughout the community. The Transportation and Sustainability Department consists of two main divisions: the Transportation Division and the Sustainability Division. Note: As part of a city reorganization, the Sustainability & Resilience Office was merged with Transportation to form the Transportation & Sustainability Department for FY 2024/25. FY 2024/25 Budget Highlights: • No changes Expenditures by Type Personnel Costs Material & Supplies Fees & Services Travel & Miscellaneous Capital Outlays Internal Service Charges Donations / Restricted Revenue / Grants Expenditure Total Per Capita 2022/23 Actual 2023/24 Budget 2024/25 Budget 10,997,807 6,736,597 69,640,974 143,370 3,556,730 6,284,327 344,219 97,704,024 514.68 Expenditures by Division Transportation Sustainability TS Admin Transit Expenditure Total Per Capita 2022/23 Actual 2023/24 Budget 2024/25 Budget 76,748,701 1,553,103 1,608,076 17,794,144 97,704,024 514.68 2022/23 Actual Authorized Personnel Full Time Perm FTE Temp FTE 2023/24 Budget Full Time Perm FTE Temp FTE 2024/25 Budget Full Time Perm FTE Temp FTE Transportation 53 1.00 Sustainability & Resilience TS Admin 8 6 0.00 0.49 Transit 22 1.00 Total 89 2.49 6-126 City of Tempe Fiscal Year 2024/25 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 Transportation & Sustainability Department 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. 1. Safe and Secure Communities Ensuring a Safe and Secure Community through a Commitment to Public Safety and Justice. 3. Quality of Life Enhancing the quality of life for all Tempe residents and workers through investment in neighborhoods, parks, the arts, human services, and city amenities, with an emphasis on equity and diversity. 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 Fatalities, 76 Serious Injuries (2016) Target: 0 Fatalities; 0 Serious Injuries by 2025 Status: Fatalities: 23 Serious Injuries: 67l Current Strategies: 1. Update Vision Zero Action Plan by 2024 to continue the program for the next 5 years 2. Positively influence the transportation safety culture by focusing on the “5E’s” of Transportation Safety • Engineering • Education ◦ Conduct 2 Motorcycle Safety Education Program/Event for the community in 2023 (up from 1 in 2022) ◦ Conduct 1 Bicycle Safety Education Program/Event for the community or schools in 2023 (maintaining 2022 rate) ◦ Conduct 1 Child Seat/Occupant safety event in 2023 (New for 2023, smaller events occurred periodically previously) ◦ Conduct 1 DUI Education Awareness event in 2023 (New for 2023) ◦ Conduct 1 Social Media push for each subject on distracted driving, vulnerable road user safety, and seatbelt safety (Occurred on certain topics in previous years – new push on areas of concern such as Vulnerable Road User Safety and the Vision Zero Corridor Areas) • Enforcement • Proactive Contacts: Increase Proactive contacts within the designated Traffic Safety Corridors by 25% • Sober Designated Drivers: Increase the average Sober Designated Drivers contacted by 20% (benchmark 2019-2021 average was 247) • Collaborate with other cities to conduct 5 street racing details • Participate in the East Valley DUI Task Force for St. Patrick’s Day, Halloween, and Thanksgiving/Christmas Holidays • Emergency Response • Provide monthly check-ins for the EVP system to ensure maintenance • Evaluation 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 ◦ Identify the infrastructure systems that will feed into this performance measure ◦ Develop a way to measure each infrastructure system and an aggregate score 6-127 City of Tempe Fiscal Year 2024/25 Annual Budget 2. 3. Asset Management Plans – Ensure that asset management plans are in place for each system. Asset management plans will contain the following characteristics: ◦ Inventory ◦ Life cycle ◦ Condition ratings and procedures for updating Budgeting and Planning ◦ Identify backlog of deficiencies, funding requirement and timeframe ◦ Identify annual reinvestment after backlog is extinguished ◦ Link staffing levels to CIP delivery ◦ Determine prioritization criteria, including condition rating and Community Survey responses 3.26 20 Minute City Performance Measure: Achieve a percentage of dwellings where residents can utilize a multimodal transportation system where residents can (walk, bicycle, or use public transit) to meet all basic daily, non-work needs. Baseline: Percentage of dwellings where multimodal transportation is accessible to meet 20-minute city criteria Sidewalk (Walk) Pedestrian - 84.8% All-Street Bicycle - 98.9% Low Stress Bicycle - 89.6% Public Transit - 76.6% (2021) Target: Percentage of dwellings where multimodal transportation is accessible to meet 20-minute city criteria Sidewalk (Walk) Pedestrian - 90% All-Street Bicycle - 100% Low-Stress Bicycle - 95% Public Transit - 82% by 2030 Status: No current status Current Strategies: 1. Planning ◦ Identify and map locations of destinations that were deemed important by residents. ◦ Develop baseline for the number of Tempe residents who have bus, bike, walk and rail access to basic human services. (as identified and prioritized by the baseline survey) ◦ Develop a program for annually collecting pedestrian and bicycle volume data. (Every 2 years) ◦ Identify gaps/projects that address accessibility deficiencies experienced by residents including the elderly and people with disabilities. ◦ Plan multi-modal facilities, including the identification of locations based on need and user preferences. ◦ Identify potential new transit routes based on the existing service deficiencies. ◦ Coordinate transportation projects with the Sustainability, Urban Forest, ADA Transition plan to ensure designs include increased shading, sustainability initiatives, and ADA compliance. ◦ Develop interactive low stress bicycle maps accessible through a dashboard. ◦ Develop interactive dashboard detailing ADA compliant sidewalk and maps ◦ Develop an equity informed Citywide Mobility Hubs Plan ◦ Develop a citywide Transportation Demand Management Program (TDM). ◦ Organize a Transportation Management Association (TMA) ◦ Develop and implement biannual reporting content and process 2. Implementation ◦ Identify and map locations of destinations that were deemed important by residents. ◦ Develop baseline for the number of Tempe residents who have bus, bike, walk and rail access to basic human services. (as identified and prioritized by the baseline survey) ◦ Develop a program for annually collecting pedestrian and bicycle volume data. (Every 2 years) ◦ Identify gaps/projects that address accessibility deficiencies experienced by residents including the elderly and people with disabilities. ◦ Plan multi-modal facilities, including the identification of locations based on need and user preferences. ◦ Identify potential new transit routes based on the existing service deficiencies. ◦ Coordinate transportation projects with the Sustainability, Urban Forest, ADA Transition plan to ensure designs include increased shading, sustainability initiatives, and ADA compliance. ◦ Develop interactive low stress bicycle maps accessible through a dashboard. ◦ Develop interactive dashboard detailing ADA compliant sidewalk and maps ◦ Develop an equity informed Citywide Mobility Hubs Plan ◦ Develop a citywide Transportation Demand Management Program (TDM). ◦ Organize a Transportation Management Association (TMA) ◦ Develop and implement biannual reporting content and process. 3. Evaluation ◦ Biannually measure access improvements by comparing composite baseline numbers with end of the year assessments. 6-128 City of Tempe Fiscal Year 2024/25 Annual Budget ◦ ◦ ◦ Evaluate and review implementation priorities based on year end assessments. Prepare year end reports identifying completed projects that impacted the 20-minute City initiative. Update interactive low impact bicycle route and maps. 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.): 1.05 City average (P.M.): 1.22 Segments >2.0 (A.M.): 0 Segments >2.0 (P.M.): 7 Current Strategies: 1. Improve Infrastructure ◦ Intersection improvements ◦ Bus pullouts 2. Technology ◦ Optimize signal control ◦ Adaptive signal control ◦ Corridor signal control and detection 3. Improve Operations ◦ Incident response ◦ Barricade monitoring/minimize peak hour barricade restrictions ◦ Reduce delays at signalized intersections ◦ Utilize questionnaire 4. Convenient Transportation System ◦ Frequent transit service ◦ Bike and pedestrian infrastructure 5. Transportation Demand Management ◦ Commute options ◦ Bike and pedestrian outreach and education 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 75% as measured by the City of Tempe Transportation Survey. Baseline: 69% riders and non-riders 78% riders only 50% non-riders only (2016) Target: 75% riders and non-riders 80% riders only 60% non-riders only By 2024 Status: 57% riders and non-riders 67% riders only 37% non-riders only Current Strategies: 1. Planning ◦ Identify new bus and rail routes and increase frequency on existing routes. ◦ Add transit lanes to improve on-time performance reliability. ◦ Increase shade at non-shaded spots (trees or shelters) by installing 30 shelters a year. ◦ Include equity metrics in planning of all route expansions and changes. 2. Operations & Maintenance ◦ Improve on-time performance with frequent fleet maintenance checks. 6-129 City of Tempe Fiscal Year 2024/25 Annual Budget ◦ ◦ Ensure consistent cleanliness of buses and stop by cleaning these assets more frequently. Improve security on bus system and at light rail/streetcar stations with increased presence of transit security 4.18 Community Carbon Neutrality Performance Measure: Achieve community carbon neutrality by 2050 with equitable outcomes. Baseline: 3,279,390 Metric tons of CO2e Target: Carbon neutrality = 0 Metric Tons of CO2e by 2050 Status: 2,753,442 Current Strategies Transportation Strategies Transportation Demand Management and Mobility Hubs ◦ Develop a City of Tempe Transportation Management Association in partnership with Transportation Division, Downtown Tempe Association, and local employers by December 2024. This action would address the strategy by creating localized solutions which provide alternative transportation options that aim to reduce traffic congestion and carbon emissions by limiting single-occupancy vehicle trips. ◦ Finalize a Mobility Hubs plan and implement three Mobility Hubs with local property owner partners by December 2024. This action would address the strategy by combining different modes of transportation in one location, helping reduce the need for vehicle ownership and single occupancy trips. Investment in mobility hubs will make trips safer, more convenient and reliable. Transit Oriented Development ◦ Approval of the General Plan 2050 that includes increased mixed-use density during the 2024 spring elections. Residents of dense mixed-use environments are known to generate fewer vehicle miles traveled (VMT). It is estimated that residents in environments with a level of density that reaches 60 dwelling units per acre generate 42% fewer VMT per year as compared to the average rate at lower densities. Electric Vehicle Charging ◦ Increase publicly available electric vehicle (EV) charging stations by 10% in partnership with Local First Arizona and private property owners by December 2025. This action addresses the strategy because between Tempe residents and workers there are at least 224,000 vehicles that travel within the community daily. To support the transition to vehicle electrification, Tempe will need approximately 4,800 workplace Level 2 chargers, 3,000 public level-2 chargers and over 350 DC Fast chargers. Assuming typical installation costs ensuring charging infrastructure will require an investment of approximately $3 million per year. Energy Strategies International Green Construction Code (commercial properties) ◦ Adopt a voluntary International Green Construction Code (IgCC) by the beginning of 2024 and implement a monitoring and tracking system with the Green Building Program Specialist throughout 2024 and 2025. This action supports the strategy a reasonable assumption is that efficiency could reduce commercial building energy use by at least 30% in commercial. Applied evenly across the community and scheduled at a regular pace from now to 2050 would avoid over 700,000 metric tons of CO2 equivalent between now and 2050. Residential Energy Efficiency ◦ Reduce energy burden* so that no household spends more than 4% of their income on energy bill by 2035. This action supports this strategy by lowering residential energy use with household energy efficiency and weatherization, prioritizing Tempe’s highest Energy Insecure census tracks. *Energy burden is the percentage of income spent on home energy bills. A high energy burden can be above 6% and a sever energy burden above 10%. Resilient Energy Hubs ◦ Complete the Resilient Energy Hub Master Plan and begin the construction of solar and energy storage at EnVision Tempe by December 2024. This action supports the strategy by providing the planning and engagement with community institutions (churches, schools, etc.) interested in becoming a communityserving facility that supports residents and coordinates resource distribution and emergency services during a heat crisis or any other emergency. The planning document will outline the feasibility of solar and energy storage for these intuitions. Utility Partnerships ◦ Develop an energy policy framework developed by the Policy and Grants Coordinator and Government Relations Manager that encourages investment in grid renewables by December 2024. This action supports this strategy by working with our energy suppliers in shifting energy sources to renewables and providing Tempe residents and businesses clean energy with zero emissions. 6-130 City of Tempe Fiscal Year 2024/25 Annual Budget 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 Material & Supplies Fees & Services Travel & Miscellaneous Capital Outlays Internal Service Charges Expenditure Total Per Capita 2022/23 Actual 2022/23 Actual Authorized Personnel Transportation Total Full Time Perm FTE Temp FTE 2023/24 Budget 2023/24 Budget Full Time Perm FTE Temp FTE 2024/25 Budget 6,530,137 814,641 3,753,730 54,750 3,444,835 3,196,231 17,794,324 93.74 2024/25 Budget Full Time 53 53 Perm FTE Temp FTE 1.00 1.00 Sustainability & Resilience The Sustainability & Resilience Division coordinates, maintains, and advances sustainability efforts across all city departments and divisions. The division plays a critical role in supporting sustainable capacity building, community engagement, idea generation, data collection, employee training, pilot project implementation, and infrastructure development. Expenditures by Type Personnel Costs Material & Supplies Fees & Services Travel & Miscellaneous Internal Service Charges 2022/23 Actual 2023/24 Budget Donations / Restricted Revenue / Grants Expenditure Total Per Capita Authorized Personnel Sustainability Office Total 2022/23 Actual Full Perm Temp Time FTE FTE 2024/25 Budget 865,460 106,500 609,111 14,650 (42,618) 1,553,103 8.18 2023/24 Budget Full Perm Temp Time FTE FTE 6-131 2024/25 Budget Full Perm Temp Time FTE FTE 8 8 City of Tempe Fiscal Year 2024/25 Annual Budget Transit Expenditures by Type Personnel Costs Material & Supplies Fees & Services Travel & Miscellaneous Capital Outlays Internal Service Charges Expenditure Total Per Capita Authorized Personnel Transit Total 2022/23 Actual 2022/23 Actual Full Perm Temp Time FTE FTE 2023/24 Budget 2023/24 Budget Full Perm Temp Time FTE FTE 2024/25 Budget 2,989,982 5,765,773 64,533,504 62,000 111,895 3,285,547 76,748,701 404.29 2024/25 Budget Full Perm Temp Time FTE FTE 22 1 22 1 Transportation & Sustainability Administration Expenditures by Type Personnel Costs Material & Supplies Fees & Services Travel & Miscellaneous Capital Outlays Internal Service Charges Donations/Restricted Revenue/Grants Expenditure Total Per Capita Authorized Personnel T&S Admin Total 2022/23 Actual Full Perm Temp Time FTE FTE 2022/23 Actual 2023/24 Budget 2024/25 Budget 612,228 49,683 744,629 12,150 (154,833) 344,219 1,608,076 8.47 2023/24 Budget Full Perm Temp Time FTE FTE 6-132 2024/25 Budget Full Perm Temp Time FTE FTE 6 0.49 6 0.49 City of Tempe Fiscal Year 2024/25 Annual Budget 6-133 City of Tempe Fiscal Year 2024/25 Capital Improvements Program Section 7: Capital Improvements Program & Debt Capital Improvements Program Overview .................................................................................................................... 7-2 Resolution of Adoption ................................................................................................................................................. 7-3 FY 2024/25 CIP Process .............................................................................................................................................. 7-4 Capital Budget Strategic Priorities ................................................................................................................................ 7-6 City Council Strategic Priorities and Capital Budget Development .............................................................................. 7-6 Capital Improvements Program Summary ................................................................................................................... 7-7 Capital Improvements Program Source of Funds Summary ........................................................................................ 7-8 CIP Impact on the Operating Budget ........................................................................................................................... 7-9 CIP – Significant Capital Expenditures - Recurring and Non-recurring ...................................................................... 7-10 Capital Improvement Projects Map ............................................................................................................................ 7-11 Capital Improvements Program Financing ................................................................................................................. 7-12 Long-Term Debt and Bond Authorization Summary .................................................................................................. 7-13 Legal Bonded Debt Limits .......................................................................................................................................... 7-14 Capital Budget, Debt Service and Property Tax Rate Ten-Year Historical Trends .................................................... 7-15 Debt Service Appropriations by Fund......................................................................................................................... 7-16 Debt Service Appropriations by Revenue Source ...................................................................................................... 7-16 Capital Budget, Debt and Property Tax Levy Policy Statements ............................................................................... 7-19 Project Listings and Descriptions ............................................................................................................................... 7-20 Enterprise Program ......................................................................................................................................................... 7-21 Solid Waste Program CIP Projects ................................................................................................................................ 7-22 Wastewater Program CIP Projects ................................................................................................................................ 7-24 Water Program CIP Projects ..................................................................................................................................... 7-27 Special Purpose Program ................................................................................................................................................ 7-34 Arts & Culture Program CIP Projects ............................................................................................................................. 7-35 Municipal Arts Program CIP Projects ............................................................................................................................. 7-38 Transit Program CIP Projects ..................................................................................................................................... 7-40 General Purpose Program ............................................................................................................................................... 7-54 Fire Program CIP Projects ..................................................................................................................................... 7-55 General Governmental Program CIP Projects ............................................................................................................... 7-63 Park Improvements/Recreation Program CIP Projects ................................................................................................ 7-102 Police Program CIP Projects ................................................................................................................................... 7-124 Storm Drains Program CIP Projects ............................................................................................................................ 7-136 Transportation Program................................................................................................................................................. 7-140 Traffic Signals and Street Lighting Program CIP Projects............................................................................................ 7-141 Transportation and Right-of-Way Improvements Program CIP Projects ...................................................................... 7-149 7-1 City of Tempe Fiscal Year 2024/25 Capital Improvements Program Capital Improvements Program Overview Pursuant to the Tempe City Charter, the City Manager prepares and submits a Capital Improvements Program (CIP) annually to the Council. The CIP is a five-year financial plan for the acquisition, construction, expansion, or rehabilitation of infrastructure and capital assets. Capital projects typically have one or more of the following characteristics: (1) expenditures which take place over two or more years, requiring continuing appropriations beyond a single fiscal year; (2) funding with debt because of significant costs to be shared by current and future beneficiaries; (3) creation or revitalization of a fixed asset with a minimum useful life of five years; (4) systematic asset acquisition over an extended period of time; and (5) scheduled replacement or maintenance of specific elements of physical assets. The following are some examples of items that are included within the definition of capital expenditures: • • • • • • • • Construction of new facilities Remodeling, expansion, and maintenance of existing facilities Purchase, improvement, or development of land Operating equipment and machinery for existing and new facilities Planning and engineering costs related to specific capital improvements Street resurfacing, renovation, or reconstruction Emergency vehicles Information Technology infrastructure Although capital projects are scheduled throughout the five-year plan, only those projects during the first year of the plan are adopted as part of the city's annual budget. The first year of the CIP constitutes the capital budget. The remaining years within the CIP serve as a guide for future planning and are subject to annual review and modification in subsequent years. As shown in the chart, the city of Tempe’s total financial program for fiscal year (FY) 2024/25 totals $1.59 billion and of this amount, $775.1 million is for projects included in the capital budget. The capital budget consists of the following program areas: Enterprise, Special Purpose, General Purpose, and Transportation projects. The Enterprise program, as shown in the chart, totals $237.6 million and includes water, wastewater, and solid waste projects accounting for 30.6% of the total capital budget in FY 2024/25. The Special Purpose program includes arts and cultural, municipal arts and transit projects, totals $62 million, or 8%, of funded projects in FY 2024/25. The General Purpose program includes police protection, CIP Summary fire protection, storm drains, parks and general governmental projects and totals $372.8 million or 48% of Capital Program FY 2023/24 Budget Enterprise the capital budget. 136,324,000 The Transportation program includes lighting and traffic Water Wastewater 62,119,310 signal projects, and street and sidewalk renovation and Solid Waste 351,523 construction projects. Transportation program funding Total Enterprise 198,794,833 totals $102.7 million or 13% of the capital budget. Special Purpose FY 2024/25 Budget 157,441,173 79,711,372 430,017 237,582,562 Arts & Culture Municipal Arts Transit Total Special Purpose 8,707,826 3,330,655 40,694,193 52,732,674 6,868,730 4,369,601 50,771,593 62,009,924 General Purpose Police Fire Storm Drains Park Improvements General Governmental Total General Purpose 21,874,940 25,746,277 5,715,780 59,187,771 183,823,498 296,348,266 27,101,416 29,827,424 13,765,127 84,494,678 217,646,051 372,834,696 Transportation Transportation and R.O.W. Traffic Signals/Street Lighting Total Transportation 63,959,893 9,673,291 73,633,184 93,506,129 9,200,479 102,706,608 Total - All 621,508,957 775,133,790 7-2 City of Tempe Fiscal Year 2024/25 Capital Improvements Program Resolution of Adoption 7-3 City of Tempe Fiscal Year 2024/25 Capital Improvements Program FY 2024/25 CIP Process The FY 2024/25 CIP planning process was launched in the fall of 2023 with city department heads, capital project managers, and Municipal Budget Office (MBO) meeting to review planning process, the capital budget calendar and estimated availability of funds. MBO staff provided guidance regarding the information CIP project managers should provide to substantiate requests for FY 2024/25 project funding. This included a detailed review of the information required to complete CIP project request forms. Continued emphasis was placed on the importance of providing accurate project completion timelines and validating ongoing project costs with detailed schedules for the replacement and maintenance of city assets. After all project submissions were received, a series of follow-up meetings were held over the ensuing months with department directors and other key department representatives to discuss changes to previously approved projects and to review new project requests. Over the same period of time, MBO staff estimated the city’s capacity to enter into additional General Obligation (G.O.) debt to fund capital projects over the upcoming five-year period of the CIP and worked to identify all other potential project funding sources. Unlike capital project programs such as transit and water/wastewater which have dedicated funding sources; general purpose project program areas are eligible for G.O. bond funding as approved by Tempe voters. Since total costs associated with projects submitted with G.O. bonds as the proposed funding source exceeded the amount of G.O. bonds the city can afford to issue over the next five years, those projects were prioritized and ranked according to established criteria to identify the most critical capital requirements. Specifically, projects are first evaluated based on the degree to which they contributed to the preservation of city assets, the degree to which they addressed public health and safety concerns, and the degree that they contribute toward advancing a Council adopted strategic priority. The primary prioritization scoring is as follows: Primary Prioritization Scoring Asset Preservation 1 creates a new asset 2 expands the size or services of an existing asset 3 4 5 provides normal capital rehabilitates or replaces an rehabilitates or replaces maintenance that extends the asset that has reached its an asset that is no longer life of an asset or reduces estimated useful life or is functional future costs performing below standard Public Health & Safety 1 2 3 4 5 increases standards of contributes to improved indirectly contributes to enhances the City’s ability to directly and immediately service with no positive public health with no improved public health and address health and safety impacts saving or impact on public health and positive impact on safety safety, but does not address issues that have a wide- protecting lives, correcting safety immediate public health and reaching public impact hazardous conditions, or safety concerns addressing potentially lifethreatening situations Council Adopted Strategic Priority 1 project addresses a need without alignment with a Council adopted strategic priority 2 3 4 5 project aligns with a project aligns with a Council project aligns with a Council project aligns with a Council adopted strategic adopted strategic priority and adopted strategic priority Council adopted strategic priority contributes to the and helps to advance the priority and addresses a achievement of a achievement of a Council directive to performance measure performance measure accelerate the achievement of a performance measure Projects are further evaluated based on a secondary set of criteria. This secondary criteria addresses: level of public use of the asset, contractual or legal obligations, impact of deferring the project, amount of grant funding, operating budget impact, and prior approval of the project. It is important to note transit, arts & culture, and water/wastewater projects were also evaluated for necessity based on adherence to the city’s asset management practices, and the degree to which they addressed public health and safety concerns; however, they were not subjected to a rigorous prioritization process because total project costs fell within the funding levels available to the respective program areas. This is in large part by design since funding availability for these areas is measured by MBO and transit and water/wastewater fund managers who work closely with the project managers. 7-4 City of Tempe Fiscal Year 2024/25 Capital Improvements Program During City Council Work Study Sessions held between February and April 2024, staff presented, for Council’s consideration, all capital projects originally submitted by departments, as well as staff’s recommended prioritization of G.O. bond funded projects. Also, during these sessions, staff discussed the financial and legal funding variables used to determine the total potential monetary size of the next five-year CIP (discussed further below under Capital Program Financing). 7-5 City of Tempe Fiscal Year 2024/25 Capital Improvements Program Capital Budget Strategic Priorities The City Council strategic priorities were identified after a series of open meetings to discuss, identify, and prioritize their collective vision for the future of Tempe. The resulting five strategic priorities listed below provided the framework that guide the development of the capital budget and operational strategies for FY 2024/25. The following represent the priorities: Safe & Secure Communities Strong Community Connections Quality of Life Sustainable Growth & Development Financial Stability & Vitality The pie chart displays how the CIP expenditures included in the adopted FY 2024/25 budget are aligned with the City Council’s strategic priorities. Majority of projects within the 2024/25 police, fire, arts and culture, parks, transit, and transportation (streets) program directly support the city’s commitment to a safe and secure community through capital spending on public safety and infrastructure projects. These projects approximate $495.5 million, or 64% of the capital budget. Approximately $104.2 million, or 13%, of the capital budget, enhances the quality of life in Tempe through investments in neighborhoods, parks, the arts, human services, and city amenities. The city’s priority to implement sustainable growth and development strategies is evident by the approximately 21%, or $162.9 million, of the 2024/25 capital budget that is dedicated to projects that address this priority. These projects implement sustainable growth and development strategies to meet future needs through innovative technologies and projects that create a more sustainable community. The remaining 2%, or $12.5 million, of the 2024/25 capital budget enhances strong community connections and financial stability and vitality in Tempe through investments in technology, customer service enhancements and projects that address long-term financial stability. City Council Strategic Priorities and Capital Budget Development The City Manager’s initiative to formalize the city’s strategic planning process results in resources allocated based on measurable performance measures aligned to the City Council’s Strategic Priorities. In December 2023, input was elicited from the City Council on those performance measures that should be accelerated during FY 2024/25. This input enables the City Manager to prioritize additional funding or to shift funding to accelerate the target date for meeting the prioritized performance measures. This includes performance measures that are directly linked to the capital budget program. Please refer to Section 6 – Department Information for information on department/office performance measures related to the capital program. 7-6 City of Tempe Fiscal Year 2024/25 Capital Improvements Program Fiscal Years 2024/25 through 2028/29 Capital Improvements Program Summary 7-7 City of Tempe Fiscal Year 2024/25 Capital Improvements Program Fiscal Years 2024/25 through 2028/29 Capital Improvements Program Source of Funds Summary FY 2024/25 - FY 2028/29 Capital Improvements Program Source of Funds Summary Program New 2024-25 Appropriation Request Capital Budget Re-appropriations 2024-25 Total Requested Appropriation Additional Projected Needs 2025-26 2026-27 2027-28 Total 5-Year Program 2028-29 Enterprise Supported Development Impact Fees - - - 400,000 400,000 400,000 - 1,200,000 Grant - 3,450,000 3,450,000 - - - - 3,450,000 4,000,000 Solid Waste Excise Bonds Solid Waste Fund Water / Wastewater Bonds - - - 4,000,000 - - - 360,017 70,000 430,017 73,500 77,175 81,034 85,085 746,811 134,241,372 86,840,000 221,081,372 159,300,000 153,575,000 109,440,000 69,705,000 713,101,372 Water / Wastewater Fund 5,050,000 7,571,173 12,621,173 7,495,793 7,012,793 10,262,793 10,312,793 47,705,346 Total Enterprise Supported 139,651,389 97,931,173 237,582,562 171,269,293 161,064,968 120,183,827 80,102,878 770,203,529 Arts & Cultural Fund 3,008,730 3,860,000 6,868,730 800,000 1,380,000 2,240,000 950,000 12,238,730 Capital Projects Fund Balance 23,887,420 - 23,887,420 - - - - 23,887,420 5,500,000 Special Purpose Developer Assistance/Contribution - - - - 5,500,000 - - Development Impact Fees - 65,260 65,260 101,014 65,260 65,260 65,260 362,054 Federal Grants/Other 11,899,217 9,271,696 21,170,913 11,315,065 24,950,000 3,700,000 200,000 61,335,978 Municipal Arts Fund 10,831,075 2,418,739 1,950,862 4,369,601 1,609,156 1,613,201 1,617,379 1,621,738 Proposition 400E - - - 250,000 250,000 - - 500,000 Transit Tax - 5,648,000 5,648,000 5,382,484 5,673,000 9,650,929 10,225,000 36,579,413 41,214,106 20,795,818 62,009,924 19,457,719 39,431,461 17,273,568 13,061,998 151,234,670 Total Special Purpose General Purpose American Rescue Plan Act 10,899,658 75,000 10,974,658 - - - - 10,974,658 Capital Projects Fund Balance 18,852,427 75,000 18,927,427 660,000 180,000 75,000 - 19,842,427 - 1,669,262 1,669,262 - - - 277,770 1,947,032 Developer Assistance/Contribution City of Scottsdale 12,000,000 - 12,000,000 - - - - 12,000,000 Development Impact Fees 6,724,383 6,778,446 13,502,829 350,000 7,908,320 350,000 350,000 22,461,149 Diablo Stadium Revenue - 47,500 47,500 47,500 47,500 47,500 47,500 237,500 1,084,776 - 1,084,776 - - - - 1,084,776 10,573,634 Emergency Medical Transportation Fund Flood Control District - Maricopa County 2,107,633 5,842,758 7,950,391 81,250 771,875 738,400 1,031,718 General Fund Cash Reserve - CIP 23,293,466 13,524,600 36,818,066 24,264,000 237,600 287,600 287,600 61,894,866 General Obligation Bonds 82,745,243 55,950,170 138,695,413 32,840,209 28,146,825 24,894,450 35,304,422 259,881,319 Grants/Other HOLD - Pending General Obligation Bond Election 3,150,000 36,571,122 39,721,122 1,000,000 - - - 40,721,122 5,620,314 42,100,438 47,720,752 34,690,555 32,465,451 36,288,633 34,713,474 185,878,865 Maricopa County Contribution 18,100,000 7,300,000 10,800,000 18,100,000 - - - - Public Private Partnership - - - 4,057,000 - - - 4,057,000 Solid Waste Excise Bonds 20,000,000 - 20,000,000 - - - - 20,000,000 TBD - 5,000,000 5,000,000 5,000,000 5,000,000 5,000,000 5,000,000 25,000,000 Transit Fund - - - 300,000 20,400 - - 320,400 Water / Wastewater Fund - 622,500 622,500 40,000 171,275 84,000 652,500 1,570,275 193,777,900 179,056,796 372,834,696 103,330,514 74,949,246 67,765,583 77,664,984 696,545,023 1,534,254 - 1,534,254 - - - - 1,534,254 - 267,750 267,750 2,256,900 - - - 2,524,650 Total General Purpose Transportation ADOT Development Impact Fees Federal Grants/Other 3,334,892 1,000,000 4,334,892 20,730,756 1,500,000 13,734,000 1,136,000 41,435,648 General Obligation Bonds 49,255,415 23,501,223 72,756,638 20,236,977 17,228,473 19,324,473 17,447,473 146,994,034 Highway User Revenue Fund HOLD - Pending General Obligation Bond Election 1,726,832 4,150,000 5,876,832 3,950,000 3,400,000 500,000 500,000 14,226,832 - 17,307,500 17,307,500 33,950,000 33,650,000 31,800,000 17,850,000 134,557,500 Solid Waste Fund 241,742 - 241,742 - - - - 241,742 Transit Tax 387,000 - 387,000 - - - - 387,000 Total Transportation 56,480,135 46,226,473 102,706,608 81,124,633 55,778,473 65,358,473 36,933,473 341,901,660 TOTAL PROGRAM 431,123,530 344,010,260 775,133,790 375,182,159 331,224,148 270,581,451 207,763,333 1,959,884,882 7-8 City of Tempe Fiscal Year 2024/25 Capital Improvements Program CIP Impact on the Operating Budget Although the City of Tempe prepares the capital budget separate from the operating budget, the two budgets are linked. These links include ongoing operating, maintenance and repair costs associated with new or renovated facilities and infrastructure. Occasionally, CIP projects also necessitate the addition of new personnel required to staff or maintain new buildings or outdoor recreational areas. On the other hand, CIP projects may produce new revenue streams in the form of fees paid for the use of new or expanded facilities or they may produce operational savings from technology enhancements that produce fuel savings or by automating manual processes thus requiring less employee resources. The new FY 2024/25 operating costs shown below are incorporated in the city’s adopted operating budget. In addition to current year operating budget impacts, future operating costs associated with current and planned projects are identified in the capital budget process to aid in long-range planning. Since the City Council only formally adopts operating and capital budgets on an annual basis, the ‘out-year’ impacts represent a forecast based on the current scope of the project and inflation assumptions. As such, they will be subject to revision in future years. The table below shows the estimated new recurring operating budget impacts associated with projects included in the adopted five-year CIP. New Operating Budget Impacts: FY 2024/25 to FY 2028/29 PLANNING PURPOSES BUDGETED Capital Projects by Fund General Fund Police Analytics Integrated Information System 911 / Radio Recording Refresh City Hall Complex Restrooms and Parking Reconfiguration General Fund Total Municipal Arts Fund Tempe Municipal Arts Program Municipal Arts Fund Total Transit Fund Alameda Drive Bicycle/Pedestrian/Streetscape Country Club Way Bike & Pedestrian Improvements Project Transit Fund Total Transportation Fund Right of Way (ROW) Landscape Replacement Transportation Fund Total Water/Wastewater Fund Water Reclamation Facilities Upgrades and Improvements Water Reclamation Facilities Upgrades and Improvements Water Reclamation Facilities Upgrades and Improvements Wastewater Conveyance System Mechanical Stations Upgrades & Improvements SCADA, Electrical and Security Improvements SCADA, Electrical and Security Improvements Water/Wastewater Fund Total Total Cost Category Supplies, Services, Travel Supplies, Services, Travel Supplies, Services, Travel Personnel Supplies, Services, Travel Supplies, Services, Travel Supplies, Services, Travel Personnel Supplies, Services, Travel Capital Outlay Supplies, Services, Travel Personnel Supplies, Services, Travel Recurring or One-time FY 2024/25 FY 2025/26 FY 2026/27 FY 2027/28 FY 2028/29 Recurring 235,000 235,000 235,000 235,000 235,000 Recurring 45,000 45,000 45,000 45,000 45,000 Recurring 55,000 55,000 55,000 55,000 55,000 335,000 335,000 335,000 335,000 335,000 105,262 109,156 113,201 117,379 121,738 105,262 109,156 113,201 117,379 121,738 Recurring 7,000 7,000 7,000 7,000 7,000 Recurring 10,000 10,000 10,000 10,000 10,000 17,000 17,000 17,000 17,000 17,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 Recurring 138,055 384,806 1,298,012 1,313,071 1,329,184 Recurring 457,500 3,150,000 3,150,000 3,150,000 3,150,000 Recurring 72,100 79,200 32,200 8,200 8,200 Recurring 200,000 200,000 200,000 200,000 200,000 Recurring 247,548 250,064 252,712 255,450 258,379 Recurring 6,000 6,000 6,000 6,000 6,000 1,121,203 1,678,465 $ 4,070,070 4,631,226 $ 4,938,924 5,504,125 $ 4,932,721 5,502,100 $ Recurring Recurring $ 7-9 4,951,763 5,525,501 City of Tempe Fiscal Year 2024/25 Capital Improvements Program CIP – Significant Capital Expenditures - Recurring and Non-recurring The majority of the five-year CIP provides for ongoing or recurring projects that maintain and repair city facilities, water infrastructure, streets, and parks, and projects that gradually replace various capital assets. However, there are a few significant non-recurring capital projects which are typically “one time” in nature and involve the construction of new facilities or city infrastructure, extensive renovation, or addition to existing facilities, or that appreciably contribute to the city’s General Plan. These projects are defined as significant due to the cost, typically $1,000,000 or more. These projects are scheduled in the CIP in the applicable fiscal year where is has been determined there is sufficient financial capacity to absorb the project outside of the ongoing and recurring projects to maintain the city’s infrastructure. No increases or reduction of spending in other parts of the operating or capital budget were required for these significant non-recurring projects in the current fiscal year or are anticipated for future years. The operating costs associated with these non-recurring capital investments, if applicable, are described in the section “CIP Impact on the Operating Budget”. The significant nonrecurring capital projects are as follows: Significant Non-recurring Capital Projects Program Community Health & Human Services Community Health & Human Services Community Health & Human Services Community Health & Human Services Project 8,000,000 - 10,775,000 - - - - - - - - 7,146,000 North Tempe Affordable Housing Project 10,800,000 - - - - 5,000,000 5,000,000 5,000,000 5,000,000 5,000,000 9,829,354 5,800,000 5,800,000 - - 9,349,658 - - - - 61,413,690 1,501,888 13,564,256 1,557,000 3,014,000 260,000 1,500,000 10,654,000 - 4,145,000 1,500,000 13,896,320 5,239,500 5,524,680 1,000,000 7,567,000 54,270,761 841,000 16,278,446 7,216,000 16,650,000 - - - 9,538,638 - - - - - - 468,000 8,465,929 - 8,583,058 - - - - 921,609 150,000 6,889,130 1,200,000 30,500,000 - - 7,368,295 - - - - 7,130,589 - 14,923,000 - - - 1,727,571 8,686,000 - - - - - 1,500,000 13,532,000 - - 200,000 - 1,000,000 24,395,000 5,000,000 24,395,000 5,000,000 - Country Club Way - US60 to UPRR Country Club Way Bike & Pedestrian Improvements Project Avenue Bicycle & Pedestrian Improvement Project Rio Salado Upstream Pedestrian Bridge Scottsdale Rd Bicycle & Pedestrian Improvement Project Infrastructure Improvemnts Smith Innovation Hub Mill Avenue Realignment Pedestrian & Bicylcle Grade Separation University & College Pedestrian and Bicycle Overpass at Rural and 6th St Advanced Metering Infrastructure (AMI) System Replacement Bartlett Dam Transportation & ROW Transportation & ROW Water/Wastewater Water/Wastewater FY27/28 8,000,000 Transit Transportation & ROW Transportation & ROW FY26/27 8,000,000 Roosevelt Storm Drain Transit FY25/26 8,000,000 Storm Drains Transit Transit FY24/25 Affordable Housing Enhancement Program Creation/Acquisition of Non-Congregate Shelter Family Advocacy Center Building Acquisition Economic Development Redevelopment Property Acquisitions Engineering & Implementation of Downtown Improvements Transportation Plan (Mill Ave Improvements) Engineering & Tempe Municipal Operation Center - Phase I Transportation Engineering & Tempe Municipal Operation Center - Phase Transportation II Financial Services City Hall Municipal Complex Improvements Financial Services City Hall Municipal Complex Repairs Fire Fire Medical Rescue Station 2 Fire Fire Medical Rescue Station 3 Fire Fire Medical Rescue Station 8 Implementation of Diablo Stadium Master Parks & Recreation Plan Parks & Recreation Ken McDonald Clubhouse Renovation Police New Police Substation Transit FY23/24 Both the recurring and significant non-recurring projects included in the adopted five-year CIP are described under their respective program area in the FY 2024/25 through 2028/29 Capital Improvements Program Project Listing and Descriptions section. 7-10 City of Tempe Fiscal Year 2024/25 Capital Improvements Program Capital Improvement Projects Map Location & Project Description 1. 2. 3. 4. 5. 6. 7. Residential Street Re-pavement – The Lake Neighborhood Residential Street Re-pavement – Warner Ranch Neighborhood Residential Street Re-pavement – 13th St between Priest Dr & Hardy Dr, Beck Ave between University and 13th St Scottsdale Rd Bicycle & Pedestrian Improvement Project 8th St Multi-Use Path (Creamery Branch Rail Path) Shade and Green Stormwater Infrastructure Parks Urban Forest 7-11 City of Tempe Fiscal Year 2024/25 Capital Improvements Program Capital Improvements Program Financing As shown in the chart, Tempe's FY 2024/25 capital program is funded through a combination of bonds and other sources, including pay-as-you-go financing, outside revenues, grants, and capital project fund balances. For FY 2024/25, the city plans to utilize approximately $138.9 million in new general obligation (G.O.) bond proceeds for projects in the General Purpose and Transportation programs. Through the remainder of the five-year Capital Improvements Program, the city plans to issue an additional $727.3 million in bonds for these purposes. Debt service on these bonds will be repaid by revenues from the city’s secondary property taxes. FY 2024/25 Source of Funds Funding Source General Obligation Bonds Water / Wastewater Bonds Outside Revenue Capital Project Fund Balances Development Impact Fees Pay-as-you-go Total $ Millions % of Total 276.5 36% 241.1 31% 126.0 16% 42.8 6% 13.8 2% 75.0 10% 775.1 100% It is important to note the total projected issuance amount of approximately $1.4 billion of G.O. bonds over the next five years reflects the city’s estimated new debt capacity over this period as identified by staff within the parameters of the city’s statutory debt limits, the city’s property tax levy stabilization policy, and the city’s debt management plan. The city also plans to issue approximately $86.8 million of new enterprise bonds in FY 2024/25 to finance the project costs in this program. User fee revenue will support the debt service costs on the enterprise bonds and excise taxes will support the debt service costs on the excise tax bonds. FY 2024/25 capital budget funding sources other than bonds totals $257.6 million. Pay-as-you-go funding is concentrated in the Enterprise, Special Purpose, General Purpose, and Transportation programs in the form of $3.9 million in Arts and Culture funds, $7.6 million in Water/Wastewater funds, $2 million in Municipal Arts funds, $5.6 million in Transit Tax funds, $4.1 million in Highway User Revenue Fund funds, $70 thousand in Solid Waste funds and $13.5 million from the General Fund. Outside revenue funding consists of $10.9 million in federal funding, $50.3 million in grant funding, $7.1 million in development impact fees and $18.4 million in miscellaneous revenue. The budgeted use of $43.9 million capital project fund balances to finance projects represents the use of prior year cash balances and City operating fund contributions assigned to projects which were approved in prior years and re-appropriated for completion in FY 2024/25. The FY 2024/25 capital budget funding sources for each project are described in further detail in the FY 2024/25 through 2028/29 Capital Improvements Program Project Listing and Descriptions section. DEBT MANAGEMENT PLAN In addition to the management of existing debt and associated Fitch AAA reserves, the city also forecasts future debt within a framework of Standard & Poor’s AAA policy priorities and financial capacity. Current and anticipated capital improvement objectives, available operating revenue, tax base fluctuations, and reserve levels are all evaluated on an ongoing basis to estimate the extent to which the City may issue additional tax supported debt. This active debt management ensures the city can readily assess long-term implications for its debt portfolio to make proactive decisions about how much new debt capacity is available today. Additionally, in support of the city’s property tax stabilization policy, debt management economic models will continue to be updated annually and employed to monitor how fluctuations in annual secondary property tax levy amounts will necessitate the use of the city’s debt service reserve and financing methods other than bonds in future years. Debt management is also a key financial practice contributing to the maintenance of the city’s favorable bond ratings. Tempe’s current G.O. bond ratings are shown above. These high ratings translate directly into lower interest rates on the city’s debt. 7-12 City of Tempe Fiscal Year 2024/25 Capital Improvements Program Long-Term Debt and Bond Authorization Summary Rem aining General Obligation Bond Authorizations July 1, 2024 Original Authorization Prior Issues Rem aining Authorization FY24 Issues 2016 Voter Authorization Water / Wastew ater Public Safety Community Services / Park Improvements Municipal Infrastructure Preservation Streets / Transportation / Storm Drains Subtotal 148,000,000 20,000,000 34,000,000 27,000,000 25,000,000 254,000,000 91,864,657 20,000,000 34,000,000 27,000,000 25,000,000 197,864,657 52,000,000 4,135,343 4,135,343 2020 Voter Authorization Water / Wastew ater Streets / Transportation / Storm Drains Public Safety - Police / Fire Community Services / Park Improvements Municipal Infrastructure Preservation Subtotal 134,000,000 74,000,000 34,000,000 45,000,000 62,000,000 347,163,200 8,454,171 8,297,636 24,826,953 33,753,594 75,332,354 13,200,000 19,200,000 8,000,000 19,000,000 59,400,000 134,000,000 52,345,829 6,502,364 12,173,047 9,246,406 214,267,646 TOTAL $ 601,163,200 $ 273,197,011 52,000,000 $ 111,400,000 $ 218,402,989 Outstanding Long-Term Debt Sum m ary as of July 1, 2024 General Obligation Bonds Water / Wastew ater Public Safety Community Services Park Improvements 2021 2022 2023 2024 163,289,583 48,245,000 64,815,000 4,250,000 50,965,000 28,590,000 195,886,353 47,340,000 64,540,000 3,755,000 59,330,000 37,255,000 183,085,392 51,320,000 75,850,000 3,260,000 60,195,000 52,965,000 203,735,000 60,290,000 14,372,105 59,362,895 2,755,000 63,745,000 64,255,000 Library / Museum Streets / Transportation / Storm Drains Municipal Infrastructure Preservation Total G.O. Debt Outstanding Excise Tax Bonds Water / Wastew ater General Governmental Arts & Culture Transit Rio Salado Cemetery Enterprise Total Excise Tax Debt Outstanding 360,154,583 408,106,353 426,675,392 468,515,000 50,543,000 17,669,345 6,170,000 58,450,000 5,530,000 617,655 138,980,000 46,701,794 15,787,000 5,895,000 56,555,000 2,894,345 490,000 128,323,139 42,528,000 13,452,000 5,565,000 53,070,000 0 330,000 114,945,000 37,557,000 11,378,000 5,220,000 49,530,000 0 0 103,685,000 Water Revenue Bonds Special Assessm ent Bonds (1) Section 108 Guaranteed Loan (2) 72,100,000 13,070,000 2,062,000 69,570,000 11,700,000 1,580,000 66,895,000 10,265,000 1,076,000 64,120,000 8,755,000 549,000 $586,366,583 $619,279,492 $619,856,392 $645,624,000 Total Outstanding Long-Term Debt 7-13 City of Tempe Fiscal Year 2024/25 Capital Improvements Program Legal Bonded Debt Limits Under Article 9, Section 8 of the Arizona State Constitution, cities may issue property tax secured debt (general obligation bonds) for purposes of water, wastewater, artificial light, open space preserves, parks, playgrounds and recreational facilities, public safety, law enforcement, fire and emergency services facilities and streets and transportation facilities up to an amount not exceeding 20% of limited assessed property value within the city. Cities may also issue general obligation bonds for any purpose up to an amount not exceeding 6% of the limited assessed value. All bonds issued pursuant to Article 9, Section 8 are subject to authorization by a majority vote at a city bond election. Legislation passed in May 2016 by the Arizona State Legislature, effective August 2016, which clarifies that the valuation for the calculation of the debt limits is the full cash (secondary) property value rather than the limited property value. As the secondary property value is higher than the limited property value, this change will further increase the city’s positive debt to value ratio. Actual debt limits are still calculated using the same methodology, only now they are based on the limited property value as follows: FY 2024/25 General Obligation Bonded Debt Limits July 1, 2024 FY 2023/24 Constitutional Limitation (1) 20% 842,278,925 6% 252,683,677 GO Bonds Outstanding (2) 416,409,254 107,368,624 425,869,671 145,315,053 Debt Margin Available (1) The constitutional bond limitations are based on the City's total 2022 Net Assessed Full Cash Value of $3,445,248,462 (2) The outstanding amount includes $38,186,091 of bond premiums generated in the sale of bonds for 20% and 6% purposes. 7-14 City of Tempe Fiscal Year 2024/25 Capital Improvements Program Capital Budget, Debt Service and Property Tax Rate Ten-Year Historical Trends Fiscal Year Budgeted Capital Improvements Program Outstanding Principal Debt Service Requirements P&I Taxable Assessed Value (1) % Change in Taxable Assessed Valuation Property Tax Rate (2) Primary Secondary Total 2015-16 162,829,772 644,044,281 85,512,403 1,593,944,354 -2.1% 0.9334 1.5861 2.5195 2016-17 143,575,745 616,298,792 77,673,232 1,669,352,097 4.7% 0.9399 1.5900 2.5299 2017-18 190,921,855 595,736,661 76,127,786 1,774,236,710 6.3% 0.9246 1.5688 2.4934 2018-19 243,715,486 570,325,644 79,558,241 1,862,969,460 5.0% 0.9189 1.5046 2.4235 2019-20 258,841,913 554,645,363 74,960,053 2,010,523,408 7.9% 0.9010 1.5010 2.4020 2020-21 235,363,693 563,704,463 77,119,734 2,128,571,831 5.9% 0.8917 1.5042 2.3959 2021-22 335,931,234 586,366,583 79,368,630 2,269,183,586 6.6% 0.8852 1.4816 2.3668 2022-23 461,091,183 619,279,492 83,576,801 2,385,407,554 5.1% 0.8782 1.4997 2.3779 2023-24 621,508,957 619,856,392 90,625,439 2,484,369,283 4.1% 0.8776 1.5289 2.4065 2024-25 775,133,790 645,624,000 114,800,283 2,577,292,262 3.7% 0.8747 1.5544 2.4291 (1) Prior to FY 2015/16, the Taxable Assessed Value was based on the Net Assessed Full Cash (Secondary) Value of all property in the City. Due to a Change in legislation (Proposition 117), the City is required to utilize the Net Assessed Limited (Primary) Value for property taxation purposes. (2) Rater per $100 net assessed value This table provides a ten year overview of the total budgeted Capital Improvements Program, outstanding principal, debt service requirements on the outstanding principal. The City has strived to maintain relatively consistent outstanding principal amounts and debt service requirements with an upward trend as increases in taxable assessed values have allowed for increased property tax collections. The city adopted a property tax stabilization policy in FY 2010/11 which established parameters for the amount of property taxes which may be collected each year. The policy allows the city to collect a predictable amount of property tax while property values fluctuate, by essentially allowing the property tax rate to “float”. This policy has provided the city a reliable and stable funding source for capital planning. Outstanding Principal includes all forms of city debt, including general obligation, excise tax revenue, and enterprise revenue supported debt. Prior to FY 2015/16, Arizona cities collected annual property taxes utilizing two property valuations which were used to calculate two separate but simultaneous property tax levies; the “limited” or primary valuation and levy, and the “secondary” or market valuation and levy. Taxes collected under the primary levy can be used for general operations of the city while taxes collected under the secondary levy can only be used to repay property tax secured debt. Beginning in FY 2015/16, due to the passage Proposition 117, all property tax levies are now based on one valuation; the limited property valuation. Cities will still collect taxes via two separate levies, the primary and secondary, but each is now based on the same property valuation. Secondary property tax levy collections may still only be used to repay property tax secured debt. 7-15 City of Tempe Fiscal Year 2024/25 Capital Improvements Program Debt Service Appropriations by Fund FY 2024/25 Program Principal 31,213,000 Debt Service Fund Arts and Cultural Fund Interest Fiscal Agent Fees 13,991,895 418,500 Total 45,623,395 365,000 217,000 2,500 584,500 Transit Fund 3,590,000 1,099,034 2,500 4,691,534 Water / Wastewater Fund 28,549,591 13,441,454 415,000 42,406,045 Special Assessments Fund 2,134,000 405,948 - 2,539,948 Total $ 65,851,591 Debt Service Appropriations by Revenue Source 7-16 $ 29,155,331 $ 838,500 $ 95,845,422 City of Tempe Fiscal Year 2024/25 Capital Improvements Program Debt to Maturity Schedule The following is a listing, by fund, of principal and interest payments for all outstanding debt, as of July 1, 2024 by fund. Program Debt Service Fund FY24 FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34 FY35 FY36 FY37 FY38 FY39 FY40 FY41 FY42 FY43 FY44 Arts and Culture FY24 FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34 FY35 FY36 Transit Fund FY24 FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34 FY35 FY36 FY37 FY38 FY39 FY40 Principal Interest Total 48,287,066 55,092,000 38,310,000 39,720,000 41,305,000 41,785,000 39,095,000 38,825,000 40,640,000 41,435,000 39,660,000 39,180,000 40,660,000 39,375,000 12,070,000 12,630,000 11,190,000 10,225,000 9,000,000 6,995,000 3,995,000 17,183,498 18,599,644 16,836,099 15,874,863 14,838,958 13,725,680 12,564,962 11,487,278 10,359,650 9,148,123 7,895,325 6,706,376 5,510,656 4,255,411 3,015,554 2,472,549 1,874,409 1,372,659 915,606 520,813 199,750 65,470,564 73,691,644 55,146,099 55,594,863 56,143,958 55,510,680 51,659,962 50,312,278 50,999,650 50,583,123 47,555,325 45,886,376 46,170,656 43,630,411 15,085,554 15,102,549 13,064,409 11,597,659 9,915,606 7,515,813 4,194,750 345,000 365,000 365,000 370,000 375,000 395,000 410,000 435,000 455,000 475,000 500,000 525,000 550,000 234,250 217,000 213,350 209,700 206,000 187,250 167,500 147,000 125,250 102,500 78,750 53,750 27,500 579,250 582,000 578,350 579,700 581,000 582,250 577,500 582,000 580,250 577,500 578,750 578,750 577,500 3,540,000 3,590,000 3,655,000 3,720,000 3,795,000 3,865,000 3,960,000 4,040,000 4,130,000 4,225,000 4,330,000 4,435,000 1,870,000 1,465,000 795,000 815,000 840,000 1,155,249 1,099,034 1,037,521 970,698 898,842 821,310 739,737 653,299 562,892 467,175 365,933 260,126 149,412 103,538 66,150 44,685 22,680 4,695,249 4,689,034 4,692,521 4,690,698 4,693,842 4,686,310 4,699,737 4,693,299 4,692,892 4,692,175 4,695,933 4,695,126 2,019,412 1,568,538 861,150 859,685 862,680 7-17 City of Tempe Fiscal Year 2024/25 Capital Improvements Program Water / Wastewater Fund FY24 FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34 FY35 FY36 FY37 FY38 FY39 FY40 FY41 FY42 FY43 FY44 Special Assessments Fund FY24 FY25 FY26 FY27 FY28 FY29 Total $ 30,165,077 28,159,590 25,641,508 21,730,839 22,680,595 19,810,783 17,255,000 16,730,000 15,095,000 15,210,000 13,875,000 14,510,000 15,185,000 15,875,000 15,020,000 13,880,000 12,580,000 10,625,000 8,240,000 4,310,000 3,630,000 11,904,643 13,516,950 12,282,074 11,234,915 10,339,062 9,420,826 8,612,684 7,879,641 7,126,211 6,454,734 5,741,469 5,096,246 4,420,566 3,729,079 3,013,684 2,343,349 1,704,574 1,174,181 712,494 370,863 181,500 42,069,720 41,676,540 37,923,581 32,965,754 33,019,657 29,231,608 25,867,684 24,609,641 22,221,211 21,664,734 19,616,469 19,606,246 19,605,566 19,604,079 18,033,684 16,223,349 14,284,574 11,799,181 8,952,494 4,680,863 3,811,500 1,510,000 1,585,000 1,665,000 1,745,000 1,835,000 1,925,000 1,058,582,457 $ 475,500 398,125 316,875 231,625 142,125 48,125 315,618,062 1,985,500 1,983,125 1,981,875 1,976,625 1,977,125 1,973,125 1,374,200,520 7-18 $ City of Tempe Fiscal Year 2024/25 Capital Improvements Program Capital Budget, Debt and Property Tax Levy Policy Statements Capital Budget Policy  Estimated costs, potential revenue and funding sources shall be identified prior to any project being submitted for Council approval. A department which anticipates a capital project exceeding its adopted budget shall submit a plan to Council addressing the issue for its prior approval.  A five-year capital improvements program, as required by City Charter, will be developed, and updated annually including anticipated funding sources. In addition, a prior year capital project status report shall be presented to the Council for information purposes when the capital improvement budget is considered.  The annual operating budget will provide for the adequate maintenance and the orderly replacement of the capital plant and equipment from current revenue where possible.  Capital improvement operating budget impacts will be coordinated with the development of the Operating Budget. Future operating, maintenance, and replacement costs will be forecast as part of the city's annual long-range financial capacity study.  The city may provide for internal, pay-as-you go financing for its capital improvement program. Funding may come from fund balance reserves or any other acceptable means of funding. Debt Policy  Debt will only be used to finance long term capital improvements and not be used to finance recurring operating expenses.  In accordance with state law, the total value of General Obligation bonds issued for the purposes of water, wastewater, artificial light, open space preserves, parks, playgrounds, and recreational facilities, public safety, law enforcement, fire and emergency services facilities, and streets and transportation facilities cannot exceed 20% of assessed valuation. The total value of General Obligation bonds issued for all other purposes other than those listed above cannot exceed 6% of assessed valuation.  Debt term should match the useful life of the capital project funded.  Debt service schedules will be based upon level annual principal and interest payments.  Overlapping debt issuances shall be included in the city’s financial reports.  Authorized debt shall be limited as follows unless authorization is obtained from the City Council to exceed these limits  - General obligation bonds shall follow the guidelines established in the Debt Management Plan - Excise tax bonds shall maintain annual revenue coverage of at least 3 times maximum annual debt service - Improvement District bonds shall not exceed 5% of the city’s secondary assessed valuation - Short-term borrowing or lease / purchase contracts must be budgeted within the Operating Budget Benchmark ratios of per capita debt, debt service to operating revenue, and outstanding debt as a percent of full cash value will be updated regularly and incorporated into the Debt Management Plan. Property Tax Levy Policy 1) The total annual secondary tax levy shall only be used to make debt service payments on bonds issued to fund capital projects approved by the City Council in the CIP and shall not exceed the amount necessary to meet annual payments of principal and interest, projected payments of principal and interest on new debt planned for the upcoming fiscal year, and a reasonable delinquency factor. 2) Secondary property tax levies shall be deposited into the Interest and Redemption (Debt Service) Fund, from which general purpose bonded debt payments are made. The Interest and Redemption (Debt Service) Fund shall be maintained in accordance with generally accepted accounting principles and shall have a fund balance between 4% and 8% of outstanding general purpose debt at the end of each fiscal year. 3) Projections of revenues and debt service payments shall be used to create an annual long-range forecast, of at least 20 years, for the Interest and Redemption (Debt Service) Fund. Projected debt service payments associated with the approved CIP shall not cause the projected Debt Service Fund balance to drop below 4% in any year of the forecast, applying levy projections that comply with this policy for each year of the forecast. 7-19 City of Tempe Fiscal Year 2024/25 Capital Improvements Program Fiscal Years 2024/25 through 2028/29 Capital Improvements Program Project Listings and Descriptions 7-20 City of Tempe Fiscal Year 2024/25 Capital Improvements Program Enterprise Program Water, Wastewater, and Solid Waste projects total $237.6 million in FY 2024/25 and account for 30% of the total FY 2024/25 appropriated CIP budget The Enterprise component of the Capital Improvements Program consists of the Water, Wastewater, and Solid Waste programs. Combined, they constitute $237.6 million of the $775.1 million Capital Improvements Program for FY 2024/25. The city's Capital Budget for the Water and Wastewater programs is driven primarily by planned infrastructure maintenance and replacement projects that support the city’s long-term water and wastewater distribution, collection, and treatment capabilities. The primary funding source for these projects in FY 2024/25 is water and wastewater general obligation and revenue supported bonds. These bonds are repaid by user charges for service delivery in both programs. The Solid Waste program contains a compost processing program and infrastructure maintenance and replacement projects. 7-21 Solid Waste Program FY 2024/25 - FY 2028/29 CIP Project Listing New project requests are underlined Project Name Project Number Solid Waste Compress Natural Gas Stations N/A Solid Waste Facilities Asset Management 3408789 Solid Waste Program Total Proposed Funding Source(s) Solid Waste Excise Bonds Solid Waste Fund New 2024-25 Appropriation Request Capital Budget Re-appropriations 2024-25 Total Requested Appropriation Additional Projected Needs 2025-26 2026-27 2027-28 Total 5-Year Program 2028-29 - - - 4,000,000 - - - 4,000,000 360,017 70,000 430,017 73,500 77,175 81,034 85,085 746,811 360,017 70,000 430,017 4,073,500 77,175 81,034 85,085 4,746,811 7-22 Capital Improvements Program Solid Waste Compress Natural Gas Stations Field Operations Tempe Municipal Ops Center This project funds the contruction and installation of 46 slow fill compressed natural gas stations for solid waste equipment and collection vehicles. There are many benefits to the use of compressed natural gas (CNG). CNG engines are quieter and cleaner-burning. The City saves on price-stable natural gas fuel. CNG is typically half the price per gallon of diesel fuel. Installing slow fill stations will eliminate labor costs associated with fueling and allow for fuller tanks, which provide more miles on the road between fuel-ups. The dispensers will be located at the Tempe Municipal Opeartions Center. Photo Coming Soon Sustainable Growth & Development Priority Type Asset Preservation Estimated Project Costs Total Funding Sources Excise Bonds Total Operating Impacts None Primary City Council Priority and Performance Measure Addressed 4.04 Achieve or exceed the Council adopted Solid Waste landfill diversion rates by the FY25/26. Project Number N/A 2024-25 $0 2024-25 $0 $0 2024-25 $0 Estimated Start 7/1/2024 2025-26 2026-27 $4,000,000 $0 2025-26 2026-27 $4,000,000 $0 $4,000,000 $0 2025-26 2026-27 $0 $0 Estimated Completion 12/31/2026 2027-28 2028-29 Total 5 -Year $0 $0 $4,000,000 2027-28 2028-29 Total 5 -Year $0 $0 $4,000,000 $0 $0 $4,000,000 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Solid Waste Facilities Asset Management Field Operations (Priest Yard) and TMOC 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 facilities-related systems to ensure performance and reliability. Photo P Pho to o Coming Com Co C om o miin ing ng n g Soon Soo So on n Primary City Council Priority and Performance Measure Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Priority Type Asset Preservation Estimated Project Costs Total Funding Sources Solid Waste Fund Total Operating Impacts None Project Number 3408789 2024-25 $430,017 2024-25 $430,017 $430,017 2024-25 $0 Estimated Start 7/1/2017 2025-26 2026-27 $73,500 $77,175 2025-26 2026-27 $73,500 $77,175 $73,500 $77,175 2025-26 2026-27 $0 $0 7-23 Estimated Completion Ongoing 2027-28 2028-29 Total 5 -Year $81,034 $85,085 $746,811 2027-28 2028-29 Total 5 -Year $81,034 $85,085 $746,811 $81,034 $85,085 $746,811 2027-28 2028-29 Total 5 -Year $0 $0 $0 Wastewater Program FY 2024/25 - FY 2028/29 CIP Project Listing New project requests are underlined Project Name Project Number Proposed Funding Source(s) Capital Budget Re-appropriations New 2024-25 Appropriation Request 2024-25 Total Requested Appropriation Additional Projected Needs 2025-26 2026-27 2027-28 2028-29 Total 5-Year Program SROG - SAI, SRO, and 91st Ave WWTP 3222099 Water / Wastewater Bonds - 14,870,000 14,870,000 11,950,000 13,880,000 17,620,000 8,330,000 66,650,000 Wastewater Collection System Upgrades and Improvements 3221099 Water / Wastewater Bonds Water / Wastewater Fund Project Total 19,291,372 19,291,372 5,095,000 750,000 5,845,000 24,386,372 750,000 25,136,372 6,750,000 750,000 7,500,000 7,750,000 750,000 8,500,000 5,450,000 750,000 6,200,000 5,450,000 750,000 6,200,000 49,786,372 3,750,000 53,536,372 Wastewater Conveyance System Mechanical Stations Upgrades & Improvements 3223099 Water / Wastewater Bonds 5,915,000 250,000 6,165,000 850,000 1,150,000 1,300,000 2,100,000 11,565,000 Water Reclamation Facilities Upgrades and Improvements 3224099 Water / Wastewater Bonds Federal Grants Project Total 14,440,000 14,440,000 15,650,000 3,450,000 19,100,000 30,090,000 3,450,000 33,540,000 32,300,000 32,300,000 14,700,000 14,700,000 500,000 500,000 1,000,000 1,000,000 78,590,000 3,450,000 82,040,000 39,646,372 40,065,000 79,711,372 52,600,000 38,230,000 25,620,000 17,630,000 213,791,372 Wastewater Program Total 7-24 Capital Improvements Program SROG - SAI, SRO & 91st Ave. WWTP Various This program represents Tempe’s investment in the Sub-Regional Operating Group (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 City of Phoenix. Tempe’s share of SROG capital improvement project activities during this 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 Pho P Ph hotto o Coming Com C Co om o min iing ng n g Soon Soo So on n Primary City Council Priority and Performance Measure Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Project Priority Type Public Health and Safety Estimated Project Costs Total Funding Sources Water / Wastewater Bonds Total Operating Impacts None Project Number 3222099 2024-25 $14,870,000 2024-25 $14,870,000 $14,870,000 2024-25 $0 Estimated Start Ongoing 2025-26 2026-27 $11,950,000 $13,880,000 2025-26 2026-27 $11,950,000 $13,880,000 $11,950,000 $13,880,000 2025-26 2026-27 $0 $0 Estimated Completion Ongoing 2027-28 2028-29 Total 5 -Year $17,620,000 $8,330,000 $66,650,000 2027-28 2028-29 Total 5 -Year $17,620,000 $8,330,000 $66,650,000 $17,620,000 $8,330,000 $66,650,000 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Wastewater Collection System Upgrades and Improvements Various This program provides a recurring funding source for wastewater collection system condition assessment and structural rehabilitation or replacement of 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 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 Pho P Ph ho h oto to Coming Com C Co om o miing in ng n g Soon Soon So on Primary City Council Priority and Performance Measure Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Project Priority Type Public Health and Safety Estimated Project Costs Total Funding Sources Water / Wastewater Bonds Water / Wastewater Fund Total Operating Impacts None Project Number 3221099 2024-25 $25,136,372 2024-25 $24,386,372 $750,000 $25,136,372 2024-25 $0 Estimated Start Ongoing 2025-26 2026-27 $7,500,000 $8,500,000 2025-26 2026-27 $6,750,000 $7,750,000 $750,000 $750,000 $7,500,000 $8,500,000 2025-26 2026-27 $0 $0 7-25 Estimated Completion Ongoing 2027-28 2028-29 Total 5 -Year $6,200,000 $6,200,000 $53,536,372 2027-28 2028-29 Total 5 -Year $5,450,000 $5,450,000 $49,786,372 $750,000 $750,000 $3,750,000 $6,200,000 $6,200,000 $53,536,372 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Wastewater Conveyance System - Mechanical Stations Upgrades and Improvements Various 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 force mains and flow diversion structures, upgrades of existing metering stations and the planning, design and construction of new odor control facilities. Photo Pho Ph P hoto t Coming Com C om miin ing ng n g Soon So S oon on Primary City Council Priority and Performance Measure Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Project Priority Type Public Health and Safety Estimated Project Costs Total Funding Sources Water / Wastewater Bonds Total Operating Impacts Supplies and Services Total Project Number 3223099 2024-25 $6,165,000 2024-25 $6,165,000 $6,165,000 2024-25 $200,000 $200,000 Estimated Start Ongoing 2025-26 2026-27 $850,000 $1,150,000 2025-26 2026-27 $850,000 $1,150,000 $850,000 $1,150,000 2025-26 2026-27 $200,000 $200,000 $200,000 $200,000 Estimated Completion Ongoing 2027-28 2028-29 Total 5 -Year $1,300,000 $2,100,000 $11,565,000 2027-28 2028-29 Total 5 -Year $1,300,000 $2,100,000 $11,565,000 $1,300,000 $2,100,000 $11,565,000 2027-28 2028-29 Total 5 -Year $200,000 $200,000 $1,000,000 $200,000 $200,000 $1,000,000 Capital Improvements Program Water Reclamation Facilities Upgrades and Improvements Various This program provides a funding source for expansion and improvement of the City’s local reclaimed water infrastructure and groundwater recharge facilities. Currently, all the City’s 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 locally. 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 late 2026. 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 as part of the City’s assured water supply. This project is anticipated to receive Federal Water Resources Development Act (WRDA) funding for the project that will be administered though the Army Corps of Engineers. Photo Coming Soon Primary City Council Priority and Performance Measure Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Project Priority Type Public Health and Safety Estimated Project Costs Total Funding Sources Water / Wastewater Bonds Federal Grant Funding Total Operating Impacts Personnel Services Supplies and Services Capital Outlay Total Project Number 3224099 2024-25 $33,540,000 2024-25 $30,090,000 $3,450,000 $33,540,000 2024-25 $138,055 $457,500 $72,100 $667,655 7-2 7-26 Estimated Start Ongoing 2025-26 2026-27 $32,300,000 $14,700,000 2025-26 2026-27 $32,300,000 $14,700,000 $0 $0 $32,300,000 $14,700,000 2025-26 2026-27 $384,806 $1,298,012 $3,150,000 $3,150,000 $79,200 $32,200 $3,614,006 $4,480,212 Estimated Completion Ongoing 2027-28 2028-29 Total 5 -Year $500,000 $1,000,000 $82,040,000 2027-28 2028-29 Total 5 -Year $500,000 $1,000,000 $78,590,000 $0 $0 $3,450,000 $500,000 $1,000,000 $82,040,000 2027-28 2028-29 Total 5 -Year $1,313,071 $1,329,184 $4,463,126 $3,150,000 $3,150,000 $13,057,500 $8,200 $8,200 $199,900 $4,471,271 $4,487,384 $17,720,526 Water Program FY 2024/25 - FY 2028/29 CIP Project Listing New project requests are underlined Project Name Project Number Proposed Funding Source(s) Capital Budget Re-appropriations New 2024-25 Appropriation Request 2024-25 Total Requested Appropriation Additional Projected Needs 2026-27 2027-28 2025-26 Total 5-Year Program 2028-29 Advanced Metering Infrastructure (AMI) System Replacement N/A Water / Wastewater Fund - - - 200,000 1,000,000 5,000,000 5,000,000 11,200,000 Bartlett Dam N/A Water / Wastewater Bonds - - - - 24,395,000 24,395,000 - 48,790,000 3208019 Water / Wastewater Fund - 3,071,173 3,071,173 367,793 367,793 367,793 767,793 4,942,346 Development Impact Fees - - - 400,000 400,000 400,000 - 1,200,000 Project Total - 3,071,173 3,071,173 767,793 767,793 767,793 767,793 6,142,346 CAP Water Lease - WMAT Quantification Settlement Agreement Flood Irrigation Infrastructure Asset Maintenance 3207099 Water / Wastewater Bonds 410,000 500,000 910,000 500,000 500,000 500,000 500,000 2,910,000 Meter Replacement Program 3209319 Water / Wastewater Fund 300,000 300,000 600,000 300,000 300,000 300,000 300,000 1,800,000 SCADA and Security Improvements 3204099 Water / Wastewater Bonds 2,520,000 100,000 2,620,000 2,050,000 2,150,000 825,000 975,000 8,620,000 Water / Wastewater Fund 950,000 150,000 1,100,000 1,228,000 575,000 575,000 425,000 3,903,000 3,470,000 250,000 3,720,000 3,278,000 2,725,000 1,400,000 1,400,000 12,523,000 Project Total Utility Billing System Replacement 3209025A Water / Wastewater Fund - 500,000 500,000 1,400,000 300,000 - - 2,200,000 Water System Pumping Stations, Reservoirs & Tanks 3203099 Water / Wastewater Bonds 3,180,000 1,825,000 5,005,000 1,250,000 50,000 50,000 50,000 6,405,000 Water / Wastewater Fund Project Total 590,000 3,770,000 1,825,000 590,000 5,595,000 150,000 1,400,000 520,000 570,000 270,000 320,000 270,000 320,000 1,800,000 8,205,000 Water / Wastewater Bonds 10,385,000 5,150,000 15,535,000 38,500,000 41,300,000 32,700,000 35,500,000 163,535,000 Water / Wastewater Fund 1,340,000 1,300,000 2,640,000 1,500,000 1,500,000 1,500,000 1,500,000 8,640,000 Project Total 11,725,000 6,450,000 18,175,000 40,000,000 42,800,000 34,200,000 37,000,000 172,175,000 3208099 Water / Wastewater Bonds 54,600,000 34,500,000 89,100,000 51,350,000 37,000,000 21,500,000 7,800,000 206,750,000 3206099 Water / Wastewater Bonds 3,500,000 500,000 4,000,000 1,500,000 - - - 5,500,000 Water / Wastewater Fund 1,370,000 1,000,000 2,370,000 1,100,000 1,200,000 1,000,000 800,000 6,470,000 Project Total 4,870,000 1,500,000 6,370,000 2,600,000 1,200,000 1,000,000 800,000 11,970,000 Water / Wastewater Bonds 20,000,000 8,400,000 28,400,000 12,300,000 10,700,000 4,600,000 8,000,000 64,000,000 Water / Wastewater Fund Project Total 500,000 20,500,000 500,000 8,900,000 1,000,000 29,400,000 500,000 12,800,000 500,000 11,200,000 500,000 5,100,000 500,000 8,500,000 3,000,000 67,000,000 99,645,000 57,796,173 157,441,173 114,595,793 122,757,793 94,482,793 62,387,793 551,665,346 Water Transmission & Distribution System Water Treatment Plant Asset Maintenance & Upgrades Water Utility Buildings Asset Management Wells - Asset Maintenance & New Production Water Program Total 3202099 3205099 7-27 Capital Improvements Program Advanced Metering Infrastructure (AMI) System 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. Integration of AMI with WaterSmart allowes 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 multiyear 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. Photo Ph P ho h oto to C Com Co Coming om o ming in ng g Soon So S oon on Primary City Council Priority and Performance Measure Addressed Strong Community Connection 2.02 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. Project Priority Type Asset Preservation Estimated Project Costs Total Funding Sources Water / Wastewater Fund Total Operating Impacts None Project Number N/A 2024-25 $0 2024-25 $0 $0 2024-25 $0 Estimated Start Ongoing 2025-26 2026-27 $200,000 $1,000,000 2025-26 2026-27 $200,000 $1,000,000 $200,000 $1,000,000 2025-26 2026-27 $0 $0 Estimated Completion Ongoing 2027-28 2028-29 Total 5 -Year $5,000,000 $5,000,000 $11,200,000 2027-28 2028-29 Total 5 -Year $5,000,000 $5,000,000 $11,200,000 $5,000,000 $5,000,000 $11,200,000 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Water Resources - Bartlett Dam Bartlett Dam The purpose of this project is to raise the height of Bartlett Dam to restore the full storage capacity of the reservoir, while also creating a new source of surface water supply known as New Verde Space (NVS) water. The reservoir is part of the Salt River Project (SRP) system, which is an important source for Tempe. Raising the height of Bartlett will restore storage lost to the accumulation of sediment. Creating NVS will allow the storage of additional floodwaters from heavy storm events, thereby providing a new renewable water source for the region. Tempe is one of 20 cost-share partners with SRP and other parties to gain federal approval to modify Bartlett Dam. Allocation of NVS waters is a multi-year process that requires coordination with the Bureau of Reclamation. If approved, Tempe has the potential to be allocated up to 17,500 acrefeet of NVS storage capacity, which would provide an additional source of surface water supplies for Tempe, which could be used on any land in the Tempe water service area. The cost for NVS water would be a one-time construction cost, currently estimated to be $2,788 per acre-feet. Tempe would only pay for NVS that it is permanently allocated. In the future, any water that enters space that is allocated to and paid for by Tempe would only have delivery and transportation charges associated with it. According to SRP’s timeline, the federal process will require that partners provide cash contributions as soon as the 2026-2027 federal fiscal year to demonstrate financial feasibility to modify Bartlett. Photo Pho Ph P ho h otto o Coming Com C Co om o miin ing ng n g Soon Soo So on n Primary City Council Priority and Performance Measure Addressed Safe & Secure Communities 1.13 Continuously meet or exceed Safe Drinking Water Act standards for water quality. Priority Type Public Health and Safety Estimated Project Costs Total Funding Sources Water / Wastewater Bonds Total Operating Impacts None Project Number New 2024-25 $0 2024-25 $0 $0 2024-25 $0 Estimated Start 10/1/2026 2025-26 2026-27 $0 $24,395,000 2025-26 2026-27 $0 $24,395,000 $0 $24,395,000 2025-26 2026-27 $0 $0 7-28 Estimated Completion Ongoing 2027-28 2028-29 Total 5 -Year $24,395,000 $0 $48,790,000 2027-28 2028-29 Total 5 -Year $24,395,000 $0 $48,790,000 $24,395,000 $0 $48,790,000 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program CAP Water Lease - WMAT Quantification Settlement Agreement City Wide 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 acre-feet/year). The enforceability date of the agreement is anticipated to be in Fiscal Year 2024-25. 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. This will be followed by four annual payments, until paid in full. 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. Photo Pho P Ph h ho otto o Coming Com Co C om o miin ing ng n g Soon So S oon on Primary City Council Priority and Performance Measure Addressed Safe & Secure Communities 1.13 Continuously meet or exceed Safe Drinking Water Act standards for water quality. Priority Type Public Health and Safety Estimated Project Costs Total Funding Sources Water / Wastewater Fund Total Operating Impacts None Project Number 3208019 2024-25 $3,071,173 2024-25 $3,071,173 $3,071,173 2024-25 $0 Estimated Start 10/1/2026 2025-26 2026-27 $767,793 $767,793 2025-26 2026-27 $367,793 $367,793 $767,793 $767,793 2025-26 2026-27 $0 $0 Estimated Completion Ongoing 2027-28 2028-29 Total 5 -Year $767,793 $767,793 $6,142,346 2027-28 2028-29 Total 5 -Year $367,793 $767,793 $4,942,346 $767,793 $767,793 $6,142,346 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Flood Irrigation Infrastructure Asset Maintenance 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 life. This program has been part of the Municipal Utilities’ long-term asset management efforts to ensure reliable operations of approximately 23 miles of irrigation pipelines that serve 17 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. This program will continue to focus 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, 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 City Council Priority and Performance Measure Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Project Priority Type Public Health and Safety Estimated Project Costs Total Funding Sources Water / Wastewater Bonds Total Operating Impacts None Project Number 3207099 2024-25 $910,000 2024-25 $910,000 $910,000 2024-25 $0 Estimated Start Ongoing 2025-26 2026-27 $500,000 $500,000 2025-26 2026-27 $500,000 $500,000 $500,000 $500,000 2025-26 2026-27 $0 $0 7-29 Estimated Completion Ongoing 2027-28 2028-29 Total 5 -Year $500,000 $500,000 $2,910,000 2027-28 2028-29 Total 5 -Year $500,000 $500,000 $2,910,000 $500,000 $500,000 $2,910,000 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Meter Replacement Program 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, costbenefit 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 Pho Ph P ho h otto o Coming Com C Co om min iing ng g Soon So S oon on Primary City Council Priority and Performance Measure Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Project Priority Type Public Health and Safety Estimated Project Costs Total Funding Sources Water / Wastewater Fund Total Operating Impacts None Project Number 3209319 2024-25 $600,000 2024-25 $600,000 $600,000 2024-25 $0 Estimated Start Ongoing 2025-26 2026-27 $300,000 $300,000 2025-26 2026-27 $300,000 $300,000 $300,000 $300,000 2025-26 2026-27 $0 $0 Estimated Completion Ongoing 2027-28 2028-29 Total 5 -Year $300,000 $300,000 $1,800,000 2027-28 2028-29 Total 5 -Year $300,000 $300,000 $1,800,000 $300,000 $300,000 $1,800,000 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program SCADA, Electrical and Security Improvements Various This project, formerly known as SCADA and Security Improvements, 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 and the EPA-mandated 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, elevated storage reservoirs, booster stations, and water 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 Pho P ho otto o Coming Com C omin o iing ng n g Soon So oon n Primary City Council Priority and Performance Measure Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Project Priority Type Public Health and Safety Estimated Project Costs Total Funding Sources Water / Wastewater Bonds Water / Wastewater Fund Total Operating Impacts Personnel Services Supplies and Services Total Project Number 3204099 2024-25 $3,720,000 2024-25 $2,620,000 $1,100,000 $3,720,000 2024-25 $247,548 $6,000 $253,548 Estimated Start Ongoing 2025-26 2026-27 $3,278,000 $2,725,000 2025-26 2026-27 $2,050,000 $2,150,000 $1,228,000 $575,000 $3,278,000 $2,725,000 2025-26 2026-27 $250,064 $252,712 $6,000 $6,000 $256,064 $258,712 7-30 Estimated Completion Ongoing 2027-28 2028-29 Total 5 -Year $1,400,000 $1,400,000 $12,523,000 2027-28 2028-29 Total 5 -Year $825,000 $975,000 $8,620,000 $575,000 $425,000 $3,903,000 $1,400,000 $1,400,000 $12,523,000 2027-28 2028-29 Total 5 -Year $255,450 $258,379 $1,264,153 $6,000 $6,000 $30,000 $261,450 $264,379 $1,294,153 Capital Improvements Program Utility Billing System Replacement Various 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. Photo Pho Ph P ho h oto to C Com Co Coming om o min iing ng n g Soon So S oo on n Primary City Council Priority and Performance Measure Addressed Strong Community Connection 2.02 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. Project Priority Type Asset Preservation Estimated Project Costs Total Funding Sources Water / Wastewater Fund Total Operating Impacts None Project Number N/A 2024-25 $500,000 2024-25 $500,000 $500,000 2024-25 $0 Estimated Start Ongoing 2025-26 2026-27 $1,400,000 $300,000 2025-26 2026-27 $1,400,000 $300,000 $1,400,000 $300,000 2025-26 2026-27 $0 $0 Estimated Completion Ongoing 2027-28 2028-29 Total 5 -Year $0 $0 $2,200,000 2027-28 2028-29 Total 5 -Year $0 $0 $2,200,000 $0 $0 $2,200,000 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Water System Pumping Stations, Reservoirs & Tanks Various The purpose of this project is to rehabilitate or replace aging water system infrastructure that includes elevated water storage tanks, booster pump stations and interconnects with other Cities throughout the water distribution system. Scheduled projects include: annual asset maintenance at booster pump stations, reconstruction of the Phoenix Interconnect Booster Station and water storage reservoir asset maintenance. Photo Coming Soon Primary City Council Priority and Performance Measure Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Project Priority Type Public Health and Safety Estimated Project Costs Total Funding Sources Water / Wastewater Bonds Water / Wastewater Fund Total Operating Impacts None Project Number 3203099 2024-25 $5,595,000 2024-25 $5,005,000 $590,000 $5,595,000 2024-25 $0 Estimated Start Ongoing 2025-26 2026-27 $1,400,000 $570,000 2025-26 2026-27 $1,250,000 $50,000 $150,000 $520,000 $1,400,000 $570,000 2025-26 2026-27 $0 $0 7-31 Estimated Completion Ongoing 2027-28 2028-29 Total 5 -Year $320,000 $320,000 $8,205,000 2027-28 2028-29 Total 5 -Year $50,000 $50,000 $6,405,000 $270,000 $270,000 $1,800,000 $320,000 $320,000 $8,205,000 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Water Transmission and Distribution System Various 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 860 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. Photo Pho Ph P ho h oto to Coming Com Co C om omin iing ng n g Soon So S oo on n Primary City Council Priority and Performance Measure Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Project Priority Type Public Health and Safety Estimated Project Costs Total Funding Sources Water / Wastewater Bonds Water / Wastewater Fund Total Operating Impacts None Project Number 3202099 2024-25 $18,175,000 2024-25 $15,535,000 $2,640,000 $18,175,000 2024-25 $0 Estimated Start Ongoing 2025-26 2026-27 $40,000,000 $42,800,000 2025-26 2026-27 $38,500,000 $41,300,000 $1,500,000 $1,500,000 $40,000,000 $42,800,000 2025-26 2026-27 $0 $0 Estimated Completion Ongoing 2027-28 2028-29 Total 5 -Year $34,200,000 $37,000,000 $172,175,000 2027-28 2028-29 Total 5 -Year $32,700,000 $35,500,000 $163,535,000 $1,500,000 $1,500,000 $8,640,000 $34,200,000 $37,000,000 $172,175,000 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Water Treatment Plant Asset Maintenance and 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 City Council Priority and Performance Measure Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Project Priority Type Public Health and Safety Estimated Project Costs Total Funding Sources Water / Wastewater Bonds Total Operating Impacts Supplies and Services Total Project Number 3208099 2024-25 $89,100,000 2024-25 $89,100,000 $89,100,000 2024-25 $0 $0 Estimated Start Ongoing 2025-26 2026-27 $51,350,000 $37,000,000 2025-26 2026-27 $51,350,000 $37,000,000 $51,350,000 $37,000,000 2025-26 2026-27 $0 $750,000 $0 $750,000 7-32 Estimated Completion Ongoing 2027-28 2028-29 Total 5 -Year $21,500,000 $7,800,000 $206,750,000 2027-28 2028-29 Total 5 -Year $21,500,000 $7,800,000 $206,750,000 $21,500,000 $7,800,000 $206,750,000 2027-28 2028-29 Total 5 -Year $750,000 $750,000 $2,250,000 $750,000 $750,000 $2,250,000 Capital Improvements Program Water Utility Buildings Asset Management 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 a remodel of the Plant Administration, the Environmental Services Buildings at the South Tempe Water Treatment Plant and the Household Products Collection Center. Photo Coming Soon Primary City Council Priority and Performance Measure Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Project Priority Type Public Health and Safety Estimated Project Costs Total Funding Sources Water / Wastewater Bonds Water / Wastewater Fund Total Operating Impacts None Project Number 3206099 2024-25 $6,370,000 2024-25 $4,000,000 $2,370,000 $6,370,000 2024-25 $0 Estimated Start Ongoing 2025-26 2026-27 $2,600,000 $1,200,000 2025-26 2026-27 $1,500,000 $0 $1,100,000 $1,200,000 $2,600,000 $1,200,000 2025-26 2026-27 $0 $0 Estimated Completion Ongoing 2027-28 2028-29 Total 5 -Year $1,000,000 $800,000 $11,970,000 2027-28 2028-29 Total 5 -Year $0 $0 $5,500,000 $1,000,000 $800,000 $6,470,000 $1,000,000 $800,000 $11,970,000 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Wells - Asset Maintenance and New Production 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, which 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. Tempe’s water system is better served with a greater level of potable water production 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 demand of the service area and to meet buildout conditions based on the current approved General Plan development densities. Sustainable Growth & Development Project Priority Type Public Health and Safety Estimated Project Costs Total Funding Sources Water / Wastewater Bonds Water / Wastewater Fund Total Operating Impacts Personnel Services Supplies and Services Capital Outlay Total Photo Coming Soon Primary City Council Priority and Performance Measure Addressed 4.16 Achieve grounwater production capacity to meet an average demand of 43 million gallon per day. Project Number 3205099 2024-25 $29,400,000 2024-25 $28,400,000 $1,000,000 $29,400,000 2024-25 $0 $0 $0 $0 Estimated Start Ongoing 2025-26 2026-27 $12,800,000 $11,200,000 2025-26 2026-27 $12,300,000 $10,700,000 $500,000 $500,000 $12,800,000 $11,200,000 2025-26 2026-27 $81,071 $82,377 $103,000 $203,000 $67,800 $2,800 $251,871 $288,177 7-33 Estimated Completion Ongoing 2027-28 2028-29 Total 5 -Year $5,100,000 $8,500,000 $67,000,000 2027-28 2028-29 Total 5 -Year $4,600,000 $8,000,000 $64,000,000 $500,000 $500,000 $3,000,000 $5,100,000 $8,500,000 $67,000,000 2027-28 2028-29 Total 5 -Year $83,746 $85,210 $332,404 $203,000 $203,000 $712,000 $2,800 $2,800 $76,200 $289,546 $291,010 $1,120,604 City of Tempe Fiscal Year 2024/25 Capital Improvements Program Special Purpose Program Arts & Culture, Municipal Arts and Transit projects total $62 million in FY 2024/25 and account for 8% of the total FY 2024/25 appropriated CIP budget The Special Purpose component of the Capital Improvements Program accounts for all projects included under a program area with a legally dedicated funding source. Arts & Culture and Municipal Arts Program, funded by a one cent city sales tax, and the Transit Program, funded by one-half cent city sales tax (the Transit Tax), are the city’s special revenue program areas with capital projects in FY 2024/25. Combined, they constitute $62 million of the $775.1 million Capital Improvements Program for FY 2024/25. The Arts & Culture and Municipal Arts Program entails unique features and programs that enrich the community in addition to the management of a long-term art asset plan. Transit projects are focused on major multi use path projects and transit capital asset maintenance and repair. 7-34 Arts and Culture Program FY 2024/25 - FY 2028/29 CIP Project Listing New project requests are underlined Proposed Funding Source(s) New 2024-25 Appropriation Request Capital Budget Re-appropriations 2024-25 Total Requested Appropriation Project Name Project Number Arts and Culture Asset Restoration (formerly Tempe Center for the Arts Asset Restoration) 5710229 Arts and Culture Fund 3,008,730 660,000 3,668,730 Arts and Culture Contingency N/A Arts and Culture Fund - 3,000,000 Library Campus Digital Signage Project 5711479 Arts and Culture Fund 3,008,730 Arts and Culture Program Total 7-35 Additional Projected Needs 2025-26 Total 5-Year Program 2026-27 2027-28 2028-29 800,000 1,380,000 2,240,000 950,000 9,038,730 3,000,000 - - - - 3,000,000 200,000 200,000 - - - - 200,000 3,860,000 6,868,730 800,000 1,380,000 2,240,000 950,000 12,238,730 Capital Improvements Program Arts & Culture Asset Restoration Tempe Center for the Arts; Tempe History Museum & Historic Houses; Edna Arts 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: •FY 24/25: TCA Reflecting Pond repair, audio equipment, office configuration, Clearcom system; History Museum storage; Edna Arts minor interim improvements •FY 25/26: TCA office carpet, security cameras, emergency generators, audio system end of life; History Museum gallery update; Edna Arts renovations •FY 26/27: TCA Roll-up door replacement, badge access system update, LED lighting conversion; History Museum gallery update; Edna Arts renovations •FY 27/28: TCA Security Camera system updates; life cycle Theater acoustic shell replacement; Theater lighting, sound, and rigging updates; life cycle lobby carpet replacement; History Museum gallery update •FY 28/29: TCA Reflecting Pond equipment maintenance, lighting and sound infrastructure; History Museum gallery update Quality of Life Priority Type Asset Preservation Estimated Project Costs Total Funding Sources Arts & Culture Fund Total Operating Impacts None Photo Pho Ph P ho h oto to Coming Com C Co om o min iing ng n g Soon Soon So on Primary City Council Priority and Performance Measure 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. Project Number 5710229 2024-25 $3,668,730 2024-25 $3,668,730 $3,668,730 2024-25 $0 Estimated Start ongoing 2025-26 2026-27 $800,000 $1,380,000 2025-26 2026-27 $800,000 $1,380,000 $800,000 $1,380,000 2025-26 2026-27 $0 $0 Estimated Completion ongoing 2027-28 2028-29 Total 5 -Year $2,240,000 $950,000 $9,038,730 2027-28 2028-29 Total 5 -Year $2,240,000 $950,000 $9,038,730 $2,240,000 $950,000 $9,038,730 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Arts & Culture Contingency Tempe Center for the Arts; Tempe History Museum & Historic Houses; Edna Arts Continuing the practice we established in FY24, we are requesting a contingency fund to address unanticipated expenses across the Arts & Culture division. This may include funding the renovation of the TCA Reflecting Pond, depending on project timelines. Photo Pho Ph P ho h oto to Coming Com Co C o om miin ing ng n g Soon So S oon on Quality of Life Priority Type Asset Preservation Estimated Project Costs Total Funding Sources Arts & Culture Fund Total Operating Impacts None Primary City Council Priority and Performance Measure 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. Project Number n/a 2024-25 $3,000,000 2024-25 $3,000,000 $3,000,000 2024-25 $0 Estimated Start ongoing 2025-26 2026-27 $0 $0 2025-26 2026-27 $0 $0 $0 $0 2025-26 2026-27 $0 $0 7-36 Estimated Completion ongoing 2027-28 2028-29 Total 5 -Year $0 $0 $3,000,000 2027-28 2028-29 Total 5 -Year $0 $0 $3,000,000 $0 $0 $3,000,000 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Library Campus Digital Signage 3500 S Rural Road Arts & Culture would like to invest in a CIP project that will advance marketing benefits for all areas of Community Services. We are proposing to install a digital marquee on the library campus that would promote events/programs/exhibits/classes that take place on the campus throughout the year. The marquee, similar in nature to the one located in front of Tempe Center for the Arts, will work effectively as a site-based marketing channel that builds a sense of place. The benefits include: Dynamic promotion of multiple programs and services on campus Ease of updating content (via office based software) Increase marketing visibility and reach at night Alignment with strategic priorities to improve City marketing/communications Quality of Life Priority Type Customer Enhancements Estimated Project Costs Total Funding Sources Arts & Culture Fund Total Operating Impacts None Photo Coming Soon Primary City Council Priority and Performance Measure 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. Project Number 5710229 2024-25 $200,000 2024-25 $200,000 $200,000 2024-25 $0 Estimated Start 7/1/2024 2025-26 2026-27 $0 $0 2025-26 2026-27 $0 $0 $0 $0 2025-26 2026-27 $0 $0 7-37 Estimated Completion 6/30/2025 2027-28 2028-29 Total 5 -Year $0 $0 $200,000 2027-28 2028-29 Total 5 -Year $0 $0 $200,000 $0 $0 $200,000 2027-28 2028-29 Total 5 -Year $0 $0 $0 Municipal Arts Program FY 2024/25 - FY 2028/29 CIP Project Listing New project requests are underlined Project Name Tempe Municipal Arts Program Municipal Arts Program Project Number 6699799 Proposed Funding Source(s) Municipal Arts Fund Capital Budget Re-appropriations New 2024-25 Appropriation Request 2024-25 Total Requested Appropriation Additional Projected Needs 2025-26 2026-27 2027-28 2028-29 Total 5-Year Program 2,418,739 1,950,862 4,369,601 1,609,156 1,613,201 1,617,379 1,621,738 10,831,075 2,418,739 1,950,862 4,369,601 1,609,156 1,613,201 1,617,379 1,621,738 10,831,075 7-38 Capital Improvements Program Tempe Municipal Arts 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 Pho P Ph ho h otto o Coming Com Co C om o miin ing n ng g Soon So S oon on Among the projects that receive funding through this fund are temporary public art; 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. Quality of Life Priority Type Customer Enhancements Estimated Project Costs Total Funding Sources Municipal Arts Fund Total Operating Impacts Personnel Services Total Primary City Council Priority and Performance Measure Addressed 3.17 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. Project Number 6699799 2024-25 $4,369,601 2024-25 $4,369,601 $4,369,601 2024-25 $105,262 $105,262 Estimated Start ongoing 2025-26 2026-27 $1,609,156 $1,613,201 2025-26 2026-27 $1,609,156 $1,613,201 $1,609,156 $1,613,201 2025-26 2026-27 $109,156 $113,201 $109,156 $113,201 7-39 Estimated Completion ongoing 2027-28 2028-29 Total 5 -Year $1,617,379 $1,621,738 $10,831,075 2027-28 2028-29 Total 5 -Year $1,617,379 $1,621,738 $10,831,075 $1,617,379 $1,621,738 $10,831,075 2027-28 2028-29 Total 5 -Year $117,379 $121,738 $566,737 $117,379 $121,738 $566,737 Transit Program FY 2024/25 - FY 2028/29 CIP Project Listing New project requests are underlined Project Name 8th Street Multi-Use Path (Creamery Branch Rail Path) Project Number 6007139 Proposed Funding Source(s) Transit Tax Capital Budget Re-appropriations New 2024-25 Appropriation Request - 2024-25 Total Requested Appropriation 156,000 Additional Projected Needs 2025-26 2026-27 2027-28 Total 5-Year Program 2028-29 156,000 - - - - 156,000 678,962 - - - - 678,962 Capital Projects Fund Balance 678,962 Federal Grants Project Total 678,962 4,001,297 4,157,297 4,001,297 4,836,259 - - - - 4,001,297 4,836,259 Adaptive Streets Implementation 6011171 Capital Projects Fund Balance 100,000 - 100,000 - - - - 100,000 Alameda Drive & I-10 Bicycle / Pedestrian Bridge 6010009 Capital Projects Fund Balance 220,000 - 220,000 - - - - 220,000 Alameda Drive Bicycle/Pedestrian/Streetscape 6008799 Capital Projects Fund Balance Federal Grants Project Total 555,156 460,470 1,015,626 - 555,156 460,470 1,015,626 - - - - 555,156 460,470 1,015,626 Bicycle Pedestrian Bridge at Knox and I-10 6011181 Transit Tax - - - 250,000 - - - 250,000 Bus Pullout Project 6008519 Transit Tax - 175,000 175,000 175,000 175,000 175,000 175,000 875,000 2,212,287 2,212,287 65,260 240,260 2,212,287 65,260 2,452,547 65,260 240,260 65,260 240,260 65,260 240,260 65,260 240,260 2,212,287 326,300 3,413,587 - 900,000 900,000 1,100,000 1,330,000 1,810,000 1,750,000 6,890,000 Capital Projects Fund Balance 2,397,331 - 2,397,331 - - - - 2,397,331 Project Total 2,397,331 900,000 3,297,331 1,100,000 1,330,000 1,810,000 1,750,000 9,287,331 Capital Projects Fund Balance 2,534,420 - 2,534,420 - - - - 2,534,420 Federal Grants Project Total 6,048,638 8,583,058 - 6,048,638 8,583,058 - - - - 6,048,638 8,583,058 Transit Tax Federal Grants Project Total - - - - 218,000 250,000 468,000 4,965,929 3,500,000 8,465,929 - 5,183,929 3,750,000 8,933,929 Transit Tax - 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 5,000,000 3,384,899 3,384,899 200,000 1,200,000 3,384,899 200,000 4,584,899 200,000 1,200,000 200,000 1,200,000 200,000 1,200,000 200,000 1,200,000 3,384,899 1,000,000 9,384,899 Capital Projects Fund Balance Development Impact Fees Project Total Bus Stop Capital Maintenance/Improvements Country Club Way Bike and Pedestrian Improvements Project 6005239 6008969 Country Club Way - US60 to UPRR N/A EVBOM - Facility Asset Maintenance (East Valley Bus Ops/Maint Facility) 6006089 Transit Tax Capital Projects Fund Balance Grants/Other Project Total Federal Grants & Project Contingency 6009860 Federal Grants Grants/Other Project Total - 2,000,000 500,000 2,500,000 2,000,000 500,000 2,500,000 - - - - 2,000,000 500,000 2,500,000 Grand Canal Multi-Use Path Connection & Extension Project 6008979 Transit Tax - - - 304,173 - - - 304,173 525,043 395,000 920,043 - 525,043 395,000 920,043 3,600,000 3,904,173 - - - 525,043 3,995,000 4,824,216 - 100,000 864,895 964,895 100,000 864,895 964,895 - - - - 100,000 864,895 964,895 Capital Projects Fund Balance Federal Grants Project Total Knox & Kyrene Traffic Signal 6011481 Transit Tax Federal Grants Project Total 7-40 Transit Program FY 2024/25 - FY 2028/29 CIP Project Listing New project requests are underlined 300,000 300,000 300,000 621,609 921,609 538,311 6,315,065 35,754 6,889,130 - - - 838,311 621,609 6,315,065 35,754 7,810,739 - 300,000 300,000 300,000 400,000 400,000 400,000 1,800,000 Capital Projects Fund Balance 2,184,223 - 2,184,223 - - - - 2,184,223 Project Total 2,184,223 300,000 2,484,223 300,000 400,000 400,000 400,000 3,984,223 - 1,200,000 1,200,000 1,065,000 1,400,000 900,000 1,500,000 6,065,000 Capital Projects Fund Balance 2,155,630 - 2,155,630 - - - - 2,155,630 Project Total 2,155,630 1,200,000 3,355,630 1,065,000 1,400,000 900,000 1,500,000 8,220,630 - 250,000 250,000 250,000 250,000 - 5,000,000 5,750,000 400,000 - 400,000 - - - - 400,000 - - - 250,000 250,000 - - 500,000 400,000 250,000 650,000 500,000 500,000 - 5,000,000 6,650,000 - 530,000 530,000 - - - - 530,000 Capital Projects Fund Balance Federal Grants Project Total 180,000 180,000 800,000 1,330,000 180,000 800,000 1,510,000 - - - - 180,000 800,000 1,510,000 150,000 150,000 - 150,000 150,000 1,200,000 1,200,000 500,000 24,500,000 5,500,000 30,500,000 - - 500,000 25,700,000 150,000 5,500,000 31,850,000 Kyrene Road/Roosevelt Road/Farmer Avenue Bicycle and Pedestrian Improvement Project (formerly North South Rail Spur MUP) 6007089 Transit Tax Capital Projects Fund Balance Federal Grants Development Impact Fees Project Total Light Rail Capital Maintenance - State of Good Repair 6010019 Transit Tax Proposition 400 Extension Projects 6010759 Transit Tax Transit Tax Capital Projects Fund Balance Prop 400E Project Total Rio Salado North Bank Multi Use Path 6008579 Additional Projected Needs 621,609 621,609 Project Number 6005249 2024-25 Total Requested Appropriation Capital Budget Re-appropriations Project Name Pathway Capital Maintenance New 2024-25 Appropriation Request Proposed Funding Source(s) Transit Tax 2025-26 2026-27 2027-28 Total 5-Year Program 2028-29 Rio Salado Upstream Pedestrian Bridge 6011191 Transit Tax Federal Grants Capital Projects Fund Balance Developer Assistance/Contribution Project Total Scottsdale Rd Bicycle & Pedestrian Improvement Project 6009749 Transit Tax Capital Projects Fund Balance Federal Grants Project Total 1,130,682 4,995,109 6,125,791 337,000 905,504 1,242,504 337,000 1,130,682 5,900,613 7,368,295 - - - - 337,000 1,130,682 5,900,613 7,368,295 Tempe Mesa Streetcar Extension 6011059 Capital Projects Fund Balance 1,200,000 - 1,200,000 - - - - 1,200,000 Transit Tax Funded Projects Archaeological Contingency Fund 6009759 Capital Projects Fund Balance 400,000 - 400,000 - - - - 400,000 Transportation Master Plan 6010769 Capital Projects Fund Balance 600,000 - 600,000 - - - - 600,000 TTC - Facility Asset Maintenance (Transportation Center) 6006099 Transit Tax - 400,000 400,000 400,000 400,000 400,000 400,000 2,000,000 Transit Program Total Capital Projects Fund Balance 2,257,178 - 2,257,178 - - - - 2,257,178 Project Total 2,257,178 400,000 2,657,178 400,000 400,000 400,000 400,000 4,257,178 35,786,637 14,984,956 50,771,593 17,048,563 36,438,260 13,416,189 10,490,260 128,164,865 7-41 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 8th Street from Rural Road to McClintock Drive. The 8th Street improvements will propose increased shade, pedestrian lighting, traffic calming, off-street multi-use path, new crosswalks, ADA directional ramps, and improved bike lanes. The project will better integrate with historic structures while encouraging appropriate redevelopment on vacant lots or deteriorating structures. Eighth 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 has completed he required archaeological review and identified mitigation measures approved by SRPMIC, The Four Southern Tribes, ADOT, and SHPO. The project is currently revising the design based off additional design changes to accommodate the recommended mitigation measures from the archeological study. These additional steps will delay the project delivery to FY 24-25. The project has successfully gone through the MAG 3rd deferral process to move the federal funding to FY 2024-2025. The schedule of project is being adjusted to match the deferred schedule of federal funds. Quality of Life Project Priority Type Systems Expansions Estimated Project Costs Total Funding Sources Transit Tax Federal Funding Capital Project Fund Balance Total Operating Impacts Supplies and Services Total Photo Coming Soon Primary City Council Priority and Performance Measure Addressed 3.26 Achieve a percentage of dwellings where residents can utilize a multimodal transportation system (walk, bicycle, or use public transit) to meet all basic daily, non-work needs within 20 minute city criteria. Project Number 6007139 2024-25 $4,836,259 2024-25 $156,000 $4,001,297 $678,962 $4,836,259 2024-25 $0 $0 Estimated Start 7/1/2015 2025-26 2026-27 $0 $0 2025-26 2026-27 $0 $0 $0 $0 $0 $0 $0 $0 2025-26 2026-27 $5,000 $5,000 $5,000 $5,000 Estimated Completion 12/30/2024 2027-28 2028-29 Total 5 -Year $0 $0 $4,836,259 2027-28 2028-29 Total 5 -Year $0 $0 $156,000 $0 $0 $4,001,297 $0 $0 $678,962 $0 $0 $4,836,259 2027-28 2028-29 Total 5 -Year $5,000 $5,000 $20,000 $5,000 $5,000 $20,000 Capital Improvements Program Adaptive Streets Implementation Citywide In 2022, the Engineering and Transportation Division completed a guide for the implementation of Adaptive Streets. The intent of this program is to provide a process for temporarily adapting or changing the public right-of-way to fit the needs of the community, showcase innovative new ways to utilize our streets and generally rethink how the ROW is used. The guidelines include several strategies to adapt the way we use Tempe's streets including decorative sidewalks, painted pavement, temporary bulb-outs, temporary shade, parklets, alternative curbside use, open streets and temporary transit lanes. The program allows community members and businesses the opportunity to partner on implementing one of the strategies identified. This CIP would help supplement the funding of this program by partnering with the community to implement smaller adaptive streets items. Quality of Life Project Priority Type Systems Expansions Estimated Project Costs Total Funding Sources Capital Project Fund Balance Total Operating Impacts None Primary City Council Priority and Performance Measure Addressed 3.26 Achieve a percentage of dwellings where residents can utilize a multimodal transportation system (walk, bicycle, or use public transit) to meet all basic daily, non-work needs within 20 minute city criteria. Project Number 6011171 2024-25 $100,000 2024-25 $100,000 $100,000 2024-25 $0 Estimated Start 7/1/2023 2025-26 2026-27 $0 $0 2025-26 2026-27 $0 $0 $0 $0 2025-26 2026-27 $0 $0 7-42 Estimated Completion 6/30/2024 2027-28 2028-29 Total 5 -Year $0 $0 $100,000 2027-28 2028-29 Total 5 -Year $0 $0 $100,000 $0 $0 $100,000 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Alameda Drive & I-10 Bicycle/Pedestrian Bridge Alameda Drive and I10 & Baseline Road and I10 This project is for art and associated infrastructure for the 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 active 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, like 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 2021-2025. Tempe's contribution will fund aesthetic and art treatments for the bridges. Quality of Life Project Priority Type Systems Expansions Estimated Project Costs Total Funding Sources Capital Project Fund Balance Total Operating Impacts Supplies and Services Total Photo Coming Soon Primary City Council Priority and Performance Measure Addressed 3.26 Achieve a percentage of dwellings where residents can utilize a multimodal transportation system (walk, bicycle, or use public transit) to meet all basic daily, non-work needs within 20 minute city criteria. Project Number 6010009 2024-25 $220,000 2024-25 $220,000 $220,000 2024-25 $0 $0 Estimated Start 7/1/2020 2025-26 2026-27 $0 $0 2025-26 2026-27 $0 $0 $0 $0 2025-26 2026-27 $5,000 $5,000 $5,000 $5,000 Estimated Completion 12/31/2024 2027-28 2028-29 Total 5 -Year $0 $0 $220,000 2027-28 2028-29 Total 5 -Year $0 $0 $220,000 $0 $0 $220,000 2027-28 2028-29 Total 5 -Year $5,000 $5,000 $20,000 $5,000 $5,000 $20,000 Capital Improvements Program Alameda Drive Bicycle/Pedestrian/Streetscape Alameda Drive - (48th Street to Rural Road) This project is under construction. The project aims to improve three miles of this collector street so that it is more comfortable for bicyclists and pedestrians. The project includes improved street crossings, medians, bike lanes, landscaping, lighting, and ADA improvements such as new sidewalks and directional ramps. 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 the 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. 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. Staff is requesting an additional $250,000 to supplement current funding to defray the escalating construction cost. Quality of Life Project Priority Type Systems Expansions Estimated Project Costs Total Funding Sources Capital Project Fund Balance Federal Funding Total Operating Impacts Supplies and Services Total Photo Coming Soon Primary City Council Priority and Performance Measure Addressed 3.26 Achieve a percentage of dwellings where residents can utilize a multimodal transportation system (walk, bicycle, or use public transit) to meet all basic daily, non-work needs within 20 minute city criteria. Project Number 6008799 2024-25 $1,015,626 2024-25 $555,156 $460,470 $1,015,626 2024-25 $7,000 $7,000 Estimated Start 7/1/2013 2025-26 2026-27 $0 $0 2025-26 2026-27 $0 $0 $0 $0 $0 $0 2025-26 2026-27 $7,000 $7,000 $7,000 $7,000 7-43 Estimated Completion 6/30/2023 2027-28 2028-29 Total 5 -Year $0 $0 $1,015,626 2027-28 2028-29 Total 5 -Year $0 $0 $555,156 $0 $0 $460,470 $0 $0 $1,015,626 2027-28 2028-29 Total 5 -Year $7,000 $7,000 $35,000 $7,000 $7,000 $35,000 Capital Improvements Program Bicycle/Pedestrian Bridge at Knox and I-10 Knox Road at I-10 Freeway As part of the I-10 improvements, a shared use bicycle/pedestrian bridge will be designed and built by ADOT with MAG regional funds at Knox Road and I-10. In addition to the 2 shared use bridges at Alameda Drive and Baseline Road, a third shared use bridge at Knox Road is being proposed. The proposed bridge will provide a non-motorized connection between the Cities of Tempe, Phoenix, Chandler, and the Town of Guadalupe. The design and construction cost of the project will be fully funded with MAG regional funds. The local CIP funds being requested will be used for adding public art as well as the construction of the connection from the Knox Shared Use bridge to the Highline Canal Multi-use path. Quality of Life Project Priority Type Systems Expansions Estimated Project Costs Total Funding Sources Transit Tax Total Operating Impacts Supplies and Services Capital Outlay Total Photo Coming Soon Primary City Council Priority and Performance Measure Addressed 3.26 Achieve a percentage of dwellings where residents can utilize a multimodal transportation system (walk, bicycle, or use public transit) to meet all basic daily, non-work needs within 20 minute city criteria. Project Number 6011181 2024-25 $0 2024-25 $0 $0 2024-25 $0 $0 $0 Estimated Start 7/1/2023 2025-26 2026-27 $250,000 $0 2025-26 2026-27 $250,000 $0 $250,000 $0 2025-26 2026-27 $0 $5,000 $0 $5,000 $0 $10,000 Estimated Completion 6/30/2026 2027-28 2028-29 Total 5 -Year $0 $0 $250,000 2027-28 2028-29 Total 5 -Year $0 $0 $250,000 $0 $0 $250,000 2027-28 2028-29 Total 5 -Year $5,000 $5,000 $15,000 $5,000 $5,000 $15,000 $10,000 $10,000 $30,000 Capital Improvements Program Bus Pullout 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 lighting 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. Quality of Life Project Priority Type Systems Expansions Estimated Project Costs Total Funding Sources Transit Tax Development Impact Fees Capital Project Fund Balance Total Operating Impacts None Photo Coming Soon Primary City Council Priority and Performance Measure Addressed 3.29 Achieve ratings of “Very Satisfied” or “Satisfied” with the “Overall Satisfaction with Transit System in Tempe” greater than or equal to 75% for both riders and non-riders as measured by the City of Tempe Transportation Survey. Project Number 6008519 2024-25 $2,452,547 2024-25 $175,000 $65,260 $2,212,287 $2,452,547 2024-25 $0 Estimated Start ongoing 2025-26 2026-27 $240,260 $240,260 2025-26 2026-27 $175,000 $175,000 $65,260 $65,260 $0 $0 $240,260 $240,260 2025-26 2026-27 $0 $0 7-44 Estimated Completion ongoing 2027-28 2028-29 Total 5 -Year $240,260 $240,260 $3,413,587 2027-28 2028-29 Total 5 -Year $175,000 $175,000 $875,000 $65,260 $65,260 $326,300 $0 $0 $2,212,287 $240,260 $240,260 $3,413,587 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Bus Stop Capital Maintenance & 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 have been completed and will begin to be installed in the city during FY24. 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. Quality of Life Project Priority Type Asset Preservation Estimated Project Costs Total Funding Sources Transit Tax Capital Project Fund Balance Total Operating Impacts None Photo Coming Soon Primary City Council Priority and Performance Measure Addressed 3.29 Achieve ratings of “Very Satisfied” or “Satisfied” with the “Overall Satisfaction with Transit System in Tempe” greater than or equal to 75% for both riders and non-riders as measured by the City of Tempe Transportation Survey. Project Number 6005239 2024-25 $3,297,331 2024-25 $900,000 $2,397,331 $3,297,331 2024-25 $0 Estimated Start ongoing 2025-26 2026-27 $1,100,000 $1,330,000 2025-26 2026-27 $1,100,000 $1,330,000 $0 $0 $1,100,000 $1,330,000 2025-26 2026-27 $0 $0 Estimated Completion ongoing 2027-28 2028-29 Total 5 -Year $1,810,000 $1,750,000 $9,287,331 2027-28 2028-29 Total 5 -Year $1,810,000 $1,750,000 $6,890,000 $0 $0 $2,397,331 $1,810,000 $1,750,000 $9,287,331 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Country Club Way Bike and Pedestrian Improvements Project Country Club Way :Warner Road-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 workds toward the general plan goal of achieving the 20-Minute City. The project has started construction. Quality of Life Project Priority Type Systems Expansions Estimated Project Costs Total Funding Sources Capital Project Fund Balance Federal Funding Total Operating Impacts Supplies and Services Total Photo Coming Soon Primary City Council Priority and Performance Measure Addressed 3.26 Achieve a percentage of dwellings where residents can utilize a multimodal transportation system (walk, bicycle, or use public transit) to meet all basic daily, non-work needs within 20 minute city criteria. Project Number 6008969 2024-25 $8,583,058 2024-25 $2,534,420 $6,048,638 $8,583,058 2024-25 $10,000 $10,000 Estimated Start 7/2/2020 2025-26 2026-27 $0 $0 2025-26 2026-27 $0 $0 $0 $0 $0 $0 2025-26 2026-27 $10,000 $10,000 $10,000 $10,000 7-45 Estimated Completion 6/30/2024 2027-28 2028-29 Total 5 -Year $0 $0 $8,583,058 2027-28 2028-29 Total 5 -Year $0 $0 $2,534,420 $0 $0 $6,048,638 $0 $0 $8,583,058 2027-28 2028-29 Total 5 -Year $10,000 $10,000 $50,000 $10,000 $10,000 $50,000 Capital Improvements Program Country Club Way - US60 to UPRR Country Club Way between Meadow and Cairo In 2017, the city received a design assistance grant for the initial assessment of Country Club Way from Warner Rd to the Tempe Town Lake. The initial analysis was completed and since that time, individual segments of the corridor have advanced. This project would be for the design and construction of the remaining portion of Country Club Way from the US60 to the UPRR crossing. Separate from the design assistance grant, Country Club Way from Cairo Drive to Meadow Drive, was identified in a 2021 Maryanne Corder Neighborhood Grant Application to fill a need for landscape/environment/traffic calming implementations and improvements. The consultant design team comprised of landscape architects and transportation engineers conducted a field review and obtaining survey for the study area. Considering the physical geometry of Country Club Way, the design team developed initial concepts based on the input received from the neighborhood association. Concepts were evaluated by the neighborhood through public engagement which consisted of a virtual meeting to present the information and answer questions, followed by accompanying stakeholder opinion surveys. A preferred concept was identified in consultation with the neighborhood group and other stakeholders. The selected concept advanced to 15% design plans and cost estimate. This project would take the design concept produced by the grant project along with the initial concepts developed in 2017 and bring the project to 100% design and construction Quality of Life Project Priority Type Public Health and Safety Estimated Project Costs Total Funding Sources Transit Tax Federal Grants Total Operating Impacts Supplies and Services Total Photo Coming Soon Primary City Council Priority and Performance Measure Addressed 3.26 Achieve a percentage of dwellings where residents can utilize a multimodal transportation system (walk, bicycle, or use public transit) to meet all basic daily, non-work needs within 20 minute city criteria. Project Number N/A 2024-25 $0 2024-25 $0 $0 $0 2024-25 $0 $0 Estimated Start 7/1/2026 2025-26 2026-27 $0 $468,000 2025-26 2026-27 $0 $218,000 $0 $250,000 $0 $468,000 2025-26 2026-27 $0 $0 $0 $0 Estimated Completion 6/30/2028 2027-28 2028-29 Total 5 -Year $8,465,929 $0 $8,933,929 2027-28 2028-29 Total 5 -Year $4,965,929 $0 $5,183,929 $3,500,000 $0 $3,750,000 $8,465,929 $0 $8,933,929 2027-28 2028-29 Total 5 -Year $168,000 $0 $168,000 $168,000 $0 $168,000 Capital Improvements Program EVBOM - Facility Asset Maintenance (East Valley Bus Operations and Maintenance facility) 2050 E Rio Salado 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 (Keolis) 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 25 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. In FY 25, a project to replace the office furniture in high-use areas within the facility will be completed, as well as a project to replace up to five sets of portable bus lifts, in addition to a roofing replacement project. Beginning in FY 25 design work will commence for replacement of the bus washing equipment. 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. Quality of Life Project Priority Type Asset Preservation Estimated Project Costs Total Funding Sources Transit Tax Grants/Other Capital Project Fund Balance Total Operating Impacts None Photo Coming Soon Primary City Council Priority and Performance Measure Addressed 3.29 Achieve ratings of “Very Satisfied” or “Satisfied” with the “Overall Satisfaction with Transit System in Tempe” greater than or equal to 75% for both riders and non-riders as measured by the City of Tempe Transportation Survey. Project Number 6006089 2024-25 $4,584,899 2024-25 $1,000,000 $200,000 $3,384,899 $4,584,899 2024-25 $0 Estimated Start ongoing 2025-26 2026-27 $1,200,000 $1,200,000 2025-26 2026-27 $1,000,000 $1,000,000 $200,000 $200,000 $0 $0 $1,200,000 $1,200,000 2025-26 2026-27 $0 $0 7- 46 Estimated Completion ongoing 2027-28 2028-29 Total 5 -Year $1,200,000 $1,200,000 $9,384,899 2027-28 2028-29 Total 5 -Year $1,000,000 $1,000,000 $5,000,000 $200,000 $200,000 $1,000,000 $0 $0 $3,384,899 $1,200,000 $1,200,000 $9,384,899 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Federal Grants & Project 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 mid-year project increases Photo Pho P Ph h ho otto o Coming Com Co C om o miin ing ng n g Soon So S oon on Quality of Life Priority Type Systems Expansions Estimated Project Costs Total Funding Sources Grants/Other Federal Grants Total Operating Impacts Personnel Services Total Primary City Council Priority and Performance Measure Addressed 3.29 Achieve ratings of “Very Satisfied” or “Satisfied” with the “Overall Satisfaction with Transit System in Tempe” greater than or equal to 75% for both riders and non-riders as measured by the City of Tempe Transportation Survey. Project Number 6009860 2024-25 $2,500,000 2024-25 $500,000 $2,000,000 $2,500,000 2024-25 $0 $0 Estimated Start 7/1/2021 2025-26 2026-27 $0 $0 2025-26 2026-27 $0 $0 $0 $0 $0 $0 2025-26 2026-27 $0 $0 $0 $0 Estimated Completion 6/30/2024 2027-28 2028-29 Total 5 -Year $0 $0 $2,500,000 2027-28 2028-29 Total 5 -Year $0 $0 $500,000 $0 $0 $2,000,000 $0 $0 $2,500,000 2027-28 2028-29 Total 5 -Year $0 $0 $0 $0 $0 $0 Capital Improvements Program Grand Canal Connection Project Grand Canal MUP Connection and Extension The Grand Canal Connection 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 bikeways 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 Town Lake 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 Project Priority Type Systems Expansions Estimated Project Costs Total Funding Sources Transit Tax Federal Grants Capital Project Fund Balance Total Operating Impacts Supplies and Services Total Photo Coming Soon Primary City Council Priority and Performance Measure Addressed 3.26 Achieve a percentage of dwellings where residents can utilize a multimodal transportation system (walk, bicycle, or use public transit) to meet all basic daily, non-work needs within 20 minute city criteria. Project Number 6008979 2024-25 $920,043 2024-25 $0 $395,000 $525,043 $920,043 2024-25 $0 $0 Estimated Start 1/1/2018 2025-26 2026-27 $3,904,173 $0 2025-26 2026-27 $304,173 $0 $3,600,000 $0 $0 $0 $3,904,173 $0 2025-26 2026-27 $0 $5,000 $0 $5,000 7-47 Estimated Completion 10/20/2024 2027-28 2028-29 Total 5 -Year $0 $0 $4,824,216 2027-28 2028-29 Total 5 -Year $0 $0 $304,173 $0 $0 $3,995,000 $0 $0 $525,043 $0 $0 $4,824,216 2027-28 2028-29 Total 5 -Year $5,000 $5,000 $15,000 $5,000 $5,000 $15,000 Capital Improvements Program Knox & Kyrene Traffic Signal Knox Road & Kyrene Road The City of Chandler is proposing to extend the Kyrene Canal Path, south from our shared border at Knox Road to Orchid Lane. As part of that project, Chandler is proposing to design and construct improvements within the City of Tempe through an Intergovernmental Agreement which will include new sidewalk, bus shelter, and traffic signal near Kyrene Road and Knox Road. The project is primarily funded through federal grants and local City of Chandler funding. This programmed funding will be used as Tempe's contribution to the required local match of 5.7% of the grant and contingency funding. Photo Coming Soon Quality of Life Project Priority Type Systems Expansions Estimated Project Costs Total Funding Sources Transit Tax Federal Grants Total Operating Impacts None Primary City Council Priority and Performance Measure Addressed 3.26 Achieve a percentage of dwellings where residents can utilize a multimodal transportation system (walk, bicycle, or use public transit) to meet all basic daily, non-work needs within 20 minute city criteria. Project Number N/A 2024-25 $964,895 2024-25 $100,000 $864,895 $964,895 2024-25 $0 Estimated Start 7/1/2025 2025-26 2026-27 $0 $0 2025-26 2026-27 $0 $0 $0 $0 $0 $0 2025-26 2026-27 $0 $0 Estimated Completion 5/1/2026 2027-28 2028-29 Total 5 -Year $0 $0 $964,895 2027-28 2028-29 Total 5 -Year $0 $0 $100,000 $0 $0 $864,895 $0 $0 $964,895 2027-28 2028-29 Total 5 -Year $0 $0 $0 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 will design and construct three miles of bicycle and pedestrian improvements along Kyrene / Roosevelt/ Farmer from University Drive to Baseline Road. The project involves constructing lighting and landscaping along the alignment, street crossing treatments, sidewalk improvements, landscaping, dedicated bicycle facilities, and other amenities. The project will include repairs identified in the ADA Transition Plan and 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. Kimly Horn is currently preparing 30% design plans for $292,000 and an additional $450,000 is requested for FY 2023-24 to complete the final design. Completing the final design is complicated due to right of way issues, possible utility relocations, and potential archaeological finds within the project area. City staff is in the process of obtaining approval for a second deferral of the federal funds from MAG. Quality of Life Project Priority Type Systems Expansions Estimated Project Costs Total Funding Sources Transit Tax Federal Grants Development Impact Fees Capital Projects Fund Balance Total Operating Impacts Supplies and Services Total Photo Coming Soon Primary City Council Priority and Performance Measure Addressed 3.26 Achieve a percentage of dwellings where residents can utilize a multimodal transportation system (walk, bicycle, or use public transit) to meet all basic daily, non-work needs within 20 minute city criteria. Project Number 6007089 2024-25 $921,609 2024-25 $300,000 $0 $0 $621,609 $921,609 2024-25 $0 $0 Estimated Start 7/1/2020 2025-26 2026-27 $6,889,130 $0 2025-26 2026-27 $538,311 $0 $6,315,065 $0 $35,754 $0 $0 $0 $6,889,130 $0 2025-26 2026-27 $7,000 $0 $7,000 $0 77-48 Estimated Completion 1/15/2023 2027-28 2028-29 Total 5 -Year $0 $0 $7,810,739 2027-28 2028-29 Total 5 -Year $0 $0 $838,311 $0 $0 $6,315,065 $0 $0 $35,754 $0 $0 $621,609 $0 $0 $7,810,739 2027-28 2028-29 Total 5 -Year $7,000 $7,000 $21,000 $7,000 $7,000 $21,000 Capital Improvements Program Light Rail Capital Maintenance - State of Good Repair light rail alignment (Apache, Washington, Town Lake, 3rd 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 multi-family development on site. Quality of Life Project Priority Type Asset Preservation Estimated Project Costs Total Funding Sources Transit Tax Capital Project Fund Balance Total Operating Impacts None Photo Coming Soon Primary City Council Priority and Performance Measure Addressed 3.29 Achieve ratings of “Very Satisfied” or “Satisfied” with the “Overall Satisfaction with Transit System in Tempe” greater than or equal to 75% for both riders and non-riders as measured by the City of Tempe Transportation Survey. Project Number 6010019 2024-25 $2,484,223 2024-25 $300,000 $2,184,223 $2,484,223 2024-25 $0 Estimated Start 7/1/2020 2025-26 2026-27 $300,000 $400,000 2025-26 2026-27 $300,000 $400,000 $0 $0 $300,000 $400,000 2025-26 2026-27 $0 $0 Estimated Completion ongoing 2027-28 2028-29 Total 5 -Year $400,000 $400,000 $3,984,223 2027-28 2028-29 Total 5 -Year $400,000 $400,000 $1,800,000 $0 $0 $2,184,223 $400,000 $400,000 $3,984,223 2027-28 2028-29 Total 5 -Year $0 $0 $0 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 gas line, Rio Salado, Indian Bend Wash, Railroad, some street alignments (e.g. Knox Road) and the Grand, Crosscut, Highline, and Tempe canals. Multiple bicycle/pedestrian bridges, including over area freeways, are included in this project. Upcoming significant path improvements are programmed for the 1.25-mile Indian Bend Wash Path and the 1/2-mile Grove Parkway. 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. Elmore Pedestrian Bridge shade canopies. Quality of Life Priority Type Asset Preservation Estimated Project Costs Total Funding Sources Transit Tax Capital Project Fund Balance Total Operating Impacts None Photo Coming Soon Primary City Council Priority and Performance Measure Addressed 3.26 Achieve a percentage of dwellings where residents can utilize a multimodal transportation system (walk, bicycle, or use public transit) to meet all basic daily, non-work needs within 20 minute city criteria. Project Number 6005249 2024-25 $3,355,630 2024-25 $1,200,000 $2,155,630 $3,355,630 2024-25 $0 Estimated Start ongoing 2025-26 2026-27 $1,065,000 $1,400,000 2025-26 2026-27 $1,065,000 $1,400,000 $0 $0 $1,065,000 $1,400,000 2025-26 2026-27 $0 $0 7-49 Estimated Completion ongoing 2027-28 2028-29 Total 5 -Year $900,000 $1,500,000 $8,220,630 2027-28 2028-29 Total 5 -Year $900,000 $1,500,000 $6,065,000 $0 $0 $2,155,630 $900,000 $1,500,000 $8,220,630 2027-28 2028-29 Total 5 -Year $0 $0 $0 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. 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 Project Priority Type Systems Expansions Estimated Project Costs Total Funding Sources Transit Tax Proposition 400E Capital Project Fund Balance Total Operating Impacts None Photo Coming Soon Primary City Council Priority and Performance Measure Addressed 3.26 Achieve a percentage of dwellings where residents can utilize a multimodal transportation system (walk, bicycle, or use public transit) to meet all basic daily, non-work needs within 20 minute city criteria. Project Number 6010759 2024-25 $650,000 2024-25 $250,000 $0 $400,000 $650,000 2024-25 $0 Estimated Start 7/1/2025 2025-26 2026-27 $500,000 $500,000 2025-26 2026-27 $250,000 $250,000 $250,000 $250,000 $0 $0 $500,000 $500,000 2025-26 2026-27 $0 $0 Estimated Completion ongoing 2027-28 2028-29 Total 5 -Year $0 $5,000,000 $6,650,000 2027-28 2028-29 Total 5 -Year $0 $5,000,000 $5,750,000 $0 $0 $500,000 $0 $0 $400,000 $0 $5,000,000 $6,650,000 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Rio Salado North Bank Multi-use Path (Indian Bend Wash-McClintock Dr) Rio Salado North Bank Multi-use Path (Indian Bend Wash-McClintock Dr) 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 historically 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 re-submitted to complete the design and construct without the partnership with USACE. Quality of Life Project Priority Type Systems Expansions Estimated Project Costs Total Funding Sources Transit Tax Federal Grants Capital Project Fund Balance Total Operating Impacts Supplies and Services Total Photo Coming Soon Primary City Council Priority and Performance Measure Addressed 3.26 Achieve a percentage of dwellings where residents can utilize a multimodal transportation system (walk, bicycle, or use public transit) to meet all basic daily, non-work needs within 20 minute city criteria. Project Number 6008579 2024-25 $1,510,000 2024-25 $530,000 $800,000 $180,000 $1,510,000 2024-25 $0 $0 Estimated Start 7/1/2020 2025-26 2026-27 $0 $0 2025-26 2026-27 $0 $0 $0 $0 $0 $0 $0 $0 2025-26 2026-27 $2,500 $2,500 $2,500 $2,500 7-50 Estimated Completion 10/20/2024 2027-28 2028-29 Total 5 -Year $0 $0 $1,510,000 2027-28 2028-29 Total 5 -Year $0 $0 $530,000 $0 $0 $800,000 $0 $0 $180,000 $0 $0 $1,510,000 2027-28 2028-29 Total 5 -Year $2,500 $2,500 $10,000 $2,500 $2,500 $10,000 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 of 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 proposed 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 off-street bicycle facilities of Tempe, Scottsdale, Phoenix, and Mesa. This project would directly connect the eastern end of the north and south banks of the Rio Salado and miles of regional shared-use paths. Staff is currently pursuing multiple IIJA grant opportunities for the final design and construction of the project in FY 25-27. Staff is requesting transit funding to provide for the required local match/contingency funding, should an eventual federal grant be awarded. Quality of Life Project Priority Type Systems Expansions Estimated Project Costs Total Funding Sources Transit Tax Federal Funding Capital Project Fund Balance Developer Contribution Total Operating Impacts Supplies and Services Total Photo Coming Soon Primary City Council Priority and Performance Measure Addressed 3.26 Achieve a percentage of dwellings where residents can utilize a multimodal transportation system (walk, bicycle, or use public transit) to meet all basic daily, non-work needs within 20 minute city criteria. Project Number 6011191 2024-25 $150,000 2024-25 $0 $0 $150,000 $0 $150,000 2024-25 $0 $0 Estimated Start 7/1/2025 2025-26 2026-27 $1,200,000 $30,500,000 2025-26 2026-27 $0 $500,000 $1,200,000 $24,500,000 $0 $0 $0 $5,500,000 $1,200,000 $30,500,000 2025-26 2026-27 $0 $10,000 $0 $10,000 Estimated Completion 6/30/2029 2027-28 2028-29 Total 5 -Year $0 $0 $31,850,000 2027-28 2028-29 Total 5 -Year $0 $0 $500,000 $0 $0 $25,700,000 $0 $0 $150,000 $0 $0 $5,500,000 $0 $0 $31,850,000 2027-28 2028-29 Total 5 -Year $10,000 $10,000 $30,000 $10,000 $10,000 $30,000 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 dedicated bike lanes for cyclists in both directions and will add visibility and awareness for all users of the road. 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 buffered bike lanes with vertical delineation. 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. Staff secured additional federal funds to construct the project. Quality of Life Project Priority Type Systems Expansions Estimated Project Costs Total Funding Sources Transit Tax Federal Grants Capital Project Fund Balance Total Operating Impacts Supplies and Services Total Photo Coming Soon Primary City Council Priority and Performance Measure Addressed 3.26 Achieve a percentage of dwellings where residents can utilize a multimodal transportation system (walk, bicycle, or use public transit) to meet all basic daily, non-work needs within 20 minute city criteria. Project Number 6009749 2024-25 $7,368,295 2024-25 $337,000 $5,900,613 $1,130,682 $7,368,295 2024-25 $0 $0 Estimated Start 7/1/2019 2025-26 2026-27 $0 $0 2025-26 2026-27 $0 $0 $0 $0 $0 $0 $0 $0 2025-26 2026-27 $12,000 $12,000 $12,000 $12,000 7-51 Estimated Completion 6/30/2024 2027-28 2028-29 Total 5 -Year $0 $0 $7,368,295 2027-28 2028-29 Total 5 -Year $0 $0 $337,000 $0 $0 $5,900,613 $0 $0 $1,130,682 $0 $0 $7,368,295 2027-28 2028-29 Total 5 -Year $12,000 $12,000 $48,000 $12,000 $12,000 $48,000 Capital Improvements Program Tempe Mesa Streetcar Extension Rio Salado and Rural Road to Mesa City Boundary This transit service feasibility study is in partnership with the City of Mesa and Valley Metro to continue to explore future possible high capacity transit corridors in the Mesa and Tempe region of the East Valley. Specifically, this study would look at how the existing light rail, programmed Streetcar, and the Mesa light rail extensions can further link the two cities and their major destinations. The study would look at corridors to connect both downtown Mesa and Tempe, Mesa Community College and Arizona State University, Tempe Marketplace and Mesa Riverview, Cubs Stadium and Sun Devil Stadium, and more. This feasibility study would examine most appropriate corridors for servicing the highest population centers, growth corridors, and activity and employment areas. The study would be utilized in determinations for the anticipated Proposition 400E regional transportation effort and public vote. Quality of Life Project Priority Type Systems Expansions Estimated Project Costs Total Funding Sources Capital Project Fund Balance Total Operating Impacts None Photo Coming Soon Primary City Council Priority and Performance Measure Addressed 3.29 Achieve ratings of “Very Satisfied” or “Satisfied” with the “Overall Satisfaction with Transit System in Tempe” greater than or equal to 75% for both riders and non-riders as measured by the City of Tempe Transportation Survey. Project Number 6011059 2024-25 $1,200,000 2024-25 $1,200,000 $1,200,000 2024-25 $0 Estimated Start 7/1/2025 2025-26 2026-27 $0 $0 2025-26 2026-27 $0 $0 $0 $0 2025-26 2026-27 $0 $0 Estimated Completion 6/30/2027 2027-28 2028-29 Total 5 -Year $0 $0 $1,200,000 2027-28 2028-29 Total 5 -Year $0 $0 $1,200,000 $0 $0 $1,200,000 2027-28 2028-29 Total 5 -Year $0 $0 $0 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. Staff is requesting the same amount to replenish the reduction in the contingency account. Photo Pho P Ph ho h oto to Coming Com C Co om o min iing ng n g Soon Soon So on Quality of Life Project Priority Type Systems Expansions Estimated Project Costs Total Funding Sources Capital Project Fund Balance Total Operating Impacts None Primary City Council Priority and Performance Measure Addressed 3.26 Achieve a percentage of dwellings where residents can utilize a multimodal transportation system (walk, bicycle, or use public transit) to meet all basic daily, non-work needs within 20 minute city criteria. Project Number 6009759 2024-25 $400,000 2024-25 $400,000 $400,000 2024-25 $0 Estimated Start 7/1/2021 2025-26 2026-27 $0 $0 2025-26 2026-27 $0 $0 $0 $0 2025-26 2026-27 $0 $0 7-52 Estimated Completion 6/30/2022 2027-28 2028-29 Total 5 -Year $0 $0 $400,000 2027-28 2028-29 Total 5 -Year $0 $0 $400,000 $0 $0 $400,000 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Transportation Master Plan City of Tempe 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 with regional funding initiatives. 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 Transportation 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 satisfaction and cost effectiveness of proposed projects and programs. 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 prioritizing Tempe transportation projects for all the modes and temporal phases consistent with the requirement of regional funding initiatives and the Tempe Transportation Master Plan 2050 .The consultants will also develop a citywide travel demand forecasting/simulation model with greater detail in the Tempe Urban Core area to determine circulation impacts of existing and proposed developments. solutions. The travel demand/simulation model will assist staff in reviewing circulation impacts of proposed developments and test the effectiveness of identified mitigation measures. Quality of Life Project Priority Type Customer Enhancements Estimated Project Costs Total Funding Sources Capital Project Fund Balance Total Operating Impacts Supplies and Services Total Photo Coming Soon Primary City Council Priority and Performance Measure Addressed 3.26 Achieve a percentage of dwellings where residents can utilize a multimodal transportation system (walk, bicycle, or use public transit) to meet all basic daily, non-work needs within 20 minute city criteria. Project Number 6010769 2024-25 $600,000 2024-25 $600,000 $600,000 2024-25 $0 $0 Estimated Start 7/1/2022 2025-26 2026-27 $0 $0 2025-26 2026-27 $0 $0 $0 $0 2025-26 2026-27 $5,000 $5,000 $5,000 $5,000 Estimated Completion 06/31/2025 2027-28 2028-29 Total 5 -Year $0 $0 $600,000 2027-28 2028-29 Total 5 -Year $0 $0 $600,000 $0 $0 $600,000 2027-28 2028-29 Total 5 -Year $5,000 $5,000 $20,000 $5,000 $5,000 $20,000 Capital Improvements Program TTC - Facility Asset Maintenance (Transportation Center) 200 E 5th 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 amenities are included in the public amenities. The TTC additionally houses Transportation Division staff, other city personnel, multiple 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 its life cycle. Upcoming years of maintenance and asset preservation are to keep the entire facility in good working order. Projects planned for FY 25 include a refresh of the pedestrian plaza to include landscaping and drainage. 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. Quality of Life Priority Type Asset Preservation Estimated Project Costs Total Funding Sources Transit Tax Total Operating Impacts None Photo Coming Soon Primary City Council Priority and Performance Measure Addressed 3.26 Achieve a percentage of dwellings where residents can utilize a multimodal transportation system (walk, bicycle, or use public transit) to meet all basic daily, non-work needs within 20 minute city criteria. Project Number 6006099 2024-25 $2,657,178 2024-25 $400,000 $2,657,178 2024-25 $0 Estimated Start ongoing 2025-26 2026-27 $400,000 $400,000 2025-26 2026-27 $400,000 $400,000 $400,000 $400,000 2025-26 2026-27 $0 $0 7-53 Estimated Completion ongoing 2027-28 2028-29 Total 5 -Year $400,000 $400,000 $4,257,178 2027-28 2028-29 Total 5 -Year $400,000 $400,000 $2,000,000 $400,000 $400,000 $4,257,178 2027-28 2028-29 Total 5 -Year $0 $0 $0 City of Tempe Fiscal Year 2024/25 Capital Improvements Program General Purpose Program General Purpose projects total $372.9 million in FY 2024/25 and account for 48% of the FY 2024/25 appropriated CIP budget The General Purpose component of the Capital Improvements Program includes Police Protection, Fire Protection, Storm Drains, Park Improvements, and General Governmental programs. Combined, they constitute $372.9 million of the $775.1 million Capital Improvements Budget for FY 2024/25. The majority of the funding for the five program areas above is to be provided by the planned issuance of $138.9 million of general obligation bonds. The balance in funded from pay as you go contributions from various city operating funds, existing project fund balances, and other outside revenue. Major areas of emphasis in FY 2024/25 include various repair and replacement projects for parks infrastructure, continued improvements to the city’s regional radio system, and numerous capital asset repair and replacement projects for municipal buildings. 7-54 Fire Program FY 2024/25 - FY 2028/29 CIP Project Listing New project requests are underlined Project Name Emergency Medical Transportation Station Renovations Proposed Project Number Funding Source(s) Emergency Medical 5609639 Transportation Fund Capital Budget Re-appropriations New 2024-25 Appropriation Request 2024-25 Total Requested Appropriation Additional Projected Needs 2025-26 2026-27 2027-28 Total 5-Year Program 2028-29 1,084,776 - 1,084,776 - - - - 1,084,776 530,560 - 530,560 - - - - 530,560 HOLD - Pending General Obligation Bond Election Project Total 1,615,336 1,048,206 1,048,206 1,048,206 2,663,542 832,828 832,828 - - - 1,881,034 3,496,370 Capital Projects Fund Balance Emergency Repairs at Fire Station 6 5610629 General Obligation Bonds 1,078,052 - 1,078,052 - - - - 1,078,052 Fire Medical Rescue Apparatus Replacement 5603619 General Obligation Bonds 599,950 - 599,950 - - - - 599,950 HOLD - Pending General Obligation Bond Election - 2,100,000 2,100,000 2,100,000 2,100,000 3,900,000 3,000,000 13,200,000 Project Total 599,950 2,100,000 2,699,950 2,100,000 2,100,000 3,900,000 3,000,000 13,799,950 General Obligation Bonds 435,000 - 435,000 - - - - 435,000 HOLD - Pending General Obligation Bond Election - 460,000 460,000 600,000 - - - 1,060,000 435,000 460,000 895,000 600,000 - - - 1,495,000 General Obligation Bonds HOLD - Pending General Obligation Bond Election 6,535,801 - 6,535,801 - - - - 6,535,801 4,028,455 3,000,000 7,028,455 - - - - 7,028,455 Project Total 10,564,256 3,000,000 13,564,256 - - - - 13,564,256 General Fund Cash Reserve-CIP HOLD - Pending General Obligation Bond Election - - - 10,654,000 - - - 10,654,000 - 1,557,000 1,557,000 - - - - 1,557,000 Project Total - 1,557,000 1,557,000 10,654,000 - - - 12,211,000 HOLD - Pending General Obligation Bond Election - 3,014,000 3,014,000 - 6,338,000 5,524,680 7,567,000 22,443,680 Development Impact Fees - - - - 7,558,320 - - 7,558,320 Project Total - 3,014,000 3,014,000 - 13,896,320 5,524,680 7,567,000 30,002,000 HOLD - Pending General Obligation Bond Election - - - - - - 2,250,000 2,250,000 Fire Medical Rescue Apparatus Bay Door Replacement 5611159 Project Total Fire Medical Rescue Station 2 Fire Medical Rescue Station 3 Fire Medical Rescue Station 8 Fire Medical Rescue Station Design 5610069 5610739 5611469 N/A Fire Medical Rescue Station Location Study 5610049 Capital Projects Fund Balance 31,000 - 31,000 - - - - 31,000 Fire Medical Rescue Support Services Apparatus Shot Heavy Equipment 5611169 General Obligation Bonds 115,000 - 115,000 - - - - 115,000 Fire Medical Rescue Training Center Facilities 5610339 General Obligation Bonds 1,209,624 - 1,209,624 - - - - 1,209,624 Fire Medical Rescue Training Center Security Additions N/A HOLD - Pending General Obligation Bond Election - - - - - - 746,000 746,000 Fire Program Contingency N/A Grants/Other Funding 3,000,000 - 3,000,000 - - - - 3,000,000 18,648,218 11,179,206 29,827,424 14,186,828 15,996,320 9,424,680 13,563,000 82,998,252 Fire Protection Program Total 7-55 Capital Improvements Program Emergency Medical Transportation Station Renovations Fire Station 5 This project was originally funded to renovate fire station 5 to accommodate a fifth ambulance crew and vehicle and add one additional dormitory 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, completed in FY 21-22, built two dorms to house the ambulance crew. This request is for project funding to complete the second phase of the project in FY 24-25 which includes additional restroom capacity and expanded kitchen facilities to support the additional crew assigned to the station. Photo Coming Soon Primary City Council Priority and Performance Measure 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. Project Priority Type Public Health and Safety Estimated Project Costs Total Funding Sources Capital Project Fund Balance Emergency Medical Transportation Fund HOLD - Pending GO Bond Election Total Operating Impacts None Project Number 5609639 2024-25 $2,663,542 2024-25 $530,560 $1,084,776 $1,048,206 $2,663,542 2024-25 $0 Estimated Start 7/1/2024 2025-26 2026-27 $832,828 $0 2025-26 2026-27 $0 $0 $0 $0 $832,828 $0 $832,828 $0 2025-26 2026-27 $0 $0 Estimated Completion 6/30/2026 2027-28 2028-29 Total 5 -Year $0 $0 $3,496,370 2027-28 2028-29 Total 5 -Year $0 $0 $530,560 $0 $0 $1,084,776 $0 $0 $1,881,034 $0 $0 $3,496,370 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Emergency Repairs at Fire Station #6 Fire Station 6 and W6th 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 severe damage, one to the point it was totaled by the employee’s insurance provider. City 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. Photo Coming Soon Primary City Council Priority and Performance Measure 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 Type Public Health and Safety Estimated Project Costs Total Funding Sources General Obligation Bonds Total Operating Impacts None Project Number 5610629 2024-25 $1,078,052 2024-25 $1,078,052 $1,078,052 2024-25 $0 Estimated Start Ongoing 2025-26 2026-27 $0 $0 2025-26 2026-27 $0 $0 $0 $0 2025-26 2026-27 $0 $0 7-56 Estimated Completion 12/31/2024 2027-28 2028-29 Total 5 -Year $0 $0 $1,078,052 2027-28 2028-29 Total 5 -Year $0 $0 $1,078,052 $0 $0 $1,078,052 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Fire Medical Rescue Apparatus Replacement Tempe Fire Stations The purpose of this project is to equip TFMR with the safest and most reliable emergency response vehicles. Funding in this five-year plan is for both replacement of emergency response apparatus that have been identified for replacement based on the department’s end of service life criteria and for additional vehicles necessary to meet service demand growth. The consistent, objective, and timely evaluation of fire apparatus replacement is a critical function of fire fleet management. TFMR uses the following objective criteria to evaluate when an apparatus is due for replacement: Age of the vehicle Vehicle road mileage Engine operating hours Major repairs Out of service time Total cost of ownership The availability of replacement parts Technological and safety advancements since vehicle manufacture 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 caused manufacturers to add critical technological advancements in safety, reliability, and efficiency over the past two decades. This replacement schedule allows TFMR to efficiently replace apparatus with the most up to date safety and technology standards. Photo Coming Soon Project funding provides for the scheduled replacement of the following vehicles: FY 24-25: $2,100,000 (1) Heavy Rescue Squad FY 25-26: $2,100,000 (2) Pumpers FY 26-27: $2,100,000 (2) Pumpers FY 27-28: $3,900,000 (1) Hazardous Materials Unit, (1) Aerial, (1) Special Operations Support Unit FY 28-29: $3,000,000 (2) Pumpers Primary City Council Priority and Performance Measure 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 Type Public Health and Safety Estimated Project Costs Total Funding Sources General Obligation Bonds HOLD - Pending GO Bond Election Total Operating Impacts None Project Number 5603619 2024-25 $2,699,950 2024-25 $599,950 $2,100,000 $2,699,950 2024-25 $0 Estimated Start Ongoing 2025-26 2026-27 $2,100,000 $2,100,000 2025-26 2026-27 $0 $0 $2,100,000 $2,100,000 $2,100,000 $2,100,000 2025-26 2026-27 $0 $0 Estimated Completion Ongoing 2027-28 2028-29 Total 5 -Year $3,900,000 $3,000,000 $13,799,950 2027-28 2028-29 Total 5 -Year $0 $0 $599,950 $3,900,000 $3,000,000 $13,200,000 $3,900,000 $3,000,000 $13,799,950 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Fire Medical Rescue Apparatus Bay Door Replacement Fire Stations 1, 4 5 and 6 This project will provide funding for the replacement of the apparatus bay doors at several fire stations. Fire Medical Rescue and Facilities have been working together to improve the condition, reliability and safety of the bay doors at all fire stations in the city. Facilities contracted a consultant to assess the doors at all fire facilities. The overall goal of this assessment was to evaluate each fire station and support services facility against a uniform set of standards, lay out general City-wide guidelines for fire station door installations and maintenance, and provide specific recommendations for improvements at each individual facility. Although it is never possible to eliminate the potential for breakdowns or need for periodic maintenance, the negative impacts of these events can be significantly reduced by installing new bay doors at all facilities, establishing standardized door specifications, adhering to basic scheduled maintenance recommendations, and maintaining a limited backstock of standard repair and replacement parts. The following is a summary of specific areas of concern brought forward by the consultant’s report and that will be addressed by this project: • Many of the existing facilities are over 25 years old and are showing signs of aging • Existing doors at all facilities have frequent breakdowns or other maintenance requirements affecting the performance of the facility • When repair or maintenance is required, procurement of parts can be a major issue with long materials lead times • Doors at some of the facilities are fairly slow to open and close causing delays in response times • Safety is always a concern, and any equipment replacement plans shall prioritize safety above all else • The City would like to establish standard door specifications across all facilities so that parts can be stocked, maintenance can be standardized, and budgets can be forecasted • The City would like to establish budget costs for future equipment installations and repairs and outline a plan for replacement doors that is prioritized according to which facilities require the most urgent attention • The City would like to establish a preventative maintenance plan to help minimize unexpected equipment malfunctions or failures • As the improvements recommended in this assessment are implemented, the City will achieve the goal of creating equity across all facilities and establishing a standardized and reliable baseline for future facilities to follow Photo Coming Soon Primary City Council Priority and Performance Measure Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Priority Type Public Health and Safety Estimated Project Costs Total Funding Sources General Obligation Bonds HOLD - Pending GO Bond Election Total Operating Impacts None Project Number 5611159 2024-25 $895,000 2024-25 $435,000 $460,000 $895,000 2024-25 $0 2025-26 $600,000 2025-26 $0 $600,000 $600,000 2025-26 $0 7-57 Estimated Start 7/1/2023 2026-27 $0 2026-27 $0 $0 $0 2026-27 $0 Estimated Completion 6/30/2025 2028-29 Total 5 -Year $0 $0 $1,495,000 2027-28 2028-29 Total 5 -Year $0 $0 $435,000 $0 $0 $1,060,000 $0 $0 $1,495,000 2027-28 2028-29 Total 5 -Year $0 $0 $0 2027-28 Capital Improvements Program Fire Medical Rescue Station #2 3025 S. Hardy 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 the station. Also, as the department’s Special Operations Section (located at Station #2) has required a more expanded role since 9-11, total operational requirements at the location have outgrown the facility. 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. The project schedule is complicated due to the need to phase construction of the new facility to keep the current fire station in operation. Photo Coming Soon Proposals regarding the requirement to incorporate sustainability elements for the new facility were requested in the design RFP and will be included in the architectural plans. This project is ongoing and is currently in the construction phase. This is a continuation of the Station number 2 project. Primary City Council Priority and Performance Measure 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. Project Priority Type Public Health and Safety Estimated Project Costs Total Funding Sources General Obligation Bonds HOLD - Pending GO Bond Election Total Operating Impacts Noen Project Number 5610069 2024-25 $13,564,256 2024-25 $6,535,801 $7,028,455 $13,564,256 2024-25 $0 Estimated Start 7/1/2020 2025-26 2026-27 $0 $0 2025-26 2026-27 $0 $0 $0 $0 $0 $0 2025-26 2026-27 $0 $0 Estimated Completion 12/31/2025 2027-28 2028-29 Total 5 -Year $0 $0 $13,564,256 2027-28 2028-29 Total 5 -Year $0 $0 $6,535,801 $0 $0 $7,028,455 $0 $0 $13,564,256 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Fire Medical Rescue Station 3 5400 S. McClintock 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 the station. Additionally, as the department’s apparatus deployment has changed over 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 expansion potential and that the “constrained site may not be able to accommodate this need.” TFMR has also determined that optimal ambulance locations to meet response time requirements include Station 3’s service area, and major renovations sufficient to make room for an ambulance crew and optimal fire apparatus deployment would not be possible on the current site without significant cost. Photo Coming Soon 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 City Council Priority and Performance Measure 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. Project Priority Type Public Health and Safety Estimated Project Costs Total Funding Sources General Fund Cash Reserve - CIP HOLD - Pending GO Bond Election Total Operating Impacts Personnel Services Supplies and Services Capital Outlay Total Project Number 5610739 2024-25 $1,557,000 2024-25 $0 $1,557,000 $1,557,000 2024-25 $0 $0 $0 $0 Estimated Start 7/1/2024 2025-26 2026-27 $10,654,000 $0 2025-26 2026-27 $10,654,000 $0 $0 $0 $10,654,000 $0 2025-26 2026-27 $0 $0 $0 $0 $1,007,000 $0 $0 $1,007,000 7- 58 Estimated Completion 12/31/2026 2027-28 2028-29 Total 5 -Year $0 $0 $12,211,000 2027-28 2028-29 Total 5 -Year $0 $0 $10,654,000 $0 $0 $1,557,000 $0 $0 $12,211,000 2027-28 2028-29 Total 5 -Year $2,838,605 $2,838,605 $5,677,210 $459,555 $459,555 $919,111 $0 $0 $1,007,000 $3,298,160 $3,298,160 $7,603,320 Capital Improvements Program Fire Station 8 Novus Corridor / ASU Property This project entails the construction of a combined public safety facility and Fire Medical Rescue Station in North Tempe. The city entered into an agreement with ASU under which the University has provided 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. Additionally, this project will provide funding for a modern Emergency Operations Center (EOC) and offices on the site. Currently the City of Tempe does not have an EOC facility that will support effective emergency management coordination. The facility at Fire Administration is far too small with minimal security, not enough parking, and technological limitations. The new facility will be a secure facility with modern technology, meeting space, and offices for emergency management personnel. Recent events such as the Union Pacific train derailment, COVID-19 response, and special events command needs have illustrated the necessity of a modern EOC with space and technology that can support these types of operations. Photo Coming Soon Primary City Council Priority and Performance Measure 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. Project Priority Type Public Health and Safety Estimated Project Costs Total Funding Sources Development Impact Fees HOLD - Pending GO Bond Election Total Operating Impacts Personnel Services Supplies and Services Capital Outlay Total Project Number NA 2024-25 $3,014,000 2024-25 $0 $3,014,000 $3,014,000 2024-25 $0 $0 $0 $0 Estimated Start 7/1/2024 2025-26 2026-27 $0 $13,896,320 2025-26 2026-27 $0 $7,558,320 $0 $6,338,000 $0 $13,896,320 2025-26 2026-27 $0 $0 $0 $0 $0 $3,007,000 $0 $3,007,000 Estimated Completion 12/31/2028 2027-28 2028-29 Total 5 -Year $5,524,680 $7,567,000 $30,002,000 2027-28 2028-29 Total 5 -Year $0 $0 $7,558,320 $5,524,680 $7,567,000 $22,443,680 $5,524,680 $7,567,000 $30,002,000 2027-28 2028-29 Total 5 -Year $2,838,605 $0 $2,838,605 $459,555 $0 $459,555 $0 $0 $3,007,000 $3,298,160 $0 $6,305,160 Capital Improvements Program New Fire Medical Rescue Station Design TBD This project entails designing and submitting designs for a planned fire station at an undetermined location in the Northwest Tempe corridor or the middle east location near the 101. Based on the updated 2021 ORH station Location Study this station would be essential to maintain service levels and response times within the city by 2030-2035. Due to the length of time it takes for design, planning, and permitting the design portion should take place in FY 28-29 to ensure we will be on track to complete a station design in a timely manner as the population continues to steadily increase. Photo Coming Soon Primary City Council Priority and Performance Measure 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. Project Priority Type Public Health and Safety Estimated Project Costs Total Funding Sources HOLD - Pending GO Bond Election Total Operating Impacts None Project Number NA 2024-25 $0 2024-25 $0 $0 2024-25 $0 Estimated Start 7/1/2028 2025-26 2026-27 $0 $0 2025-26 2026-27 $0 $0 $0 $0 2025-26 2026-27 $0 $0 7-59 Estimated Completion 12/31/1930 2027-28 2028-29 Total 5 -Year $0 $2,250,000 $2,250,000 2027-28 2028-29 Total 5 -Year $0 $2,250,000 $2,250,000 $0 $2,250,000 $2,250,000 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Fire Medical Rescue Station Location Study NA An update to the original 2015 station location study, titled Station Plan to 2040, was presented to Council in October of 2021. The primary purpose of this study update was to optimize 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 was planned to coincide with the City's General Plan 2040. The department plans to continue to make data driven decisions in response to a growing demand for service and provide study updates as needed. Photo Coming Soon Primary City Council Priority and Performance Measure 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 Type Public Health and Safety Estimated Project Costs Total Funding Sources Capital Project Fund Balance Total Operating Impacts None 5610049 2024-25 $31,000 2024-25 $31,000 $31,000 2024-25 $0 7/1/2022 2026-27 2025-26 $0 2025-26 $0 2026-27 $0 $0 2025-26 $0 2027-28 $0 $0 2026-27 $0 Ongoing 2028-29 2027-28 $0 2028-29 $0 $0 2027-28 $0 $0 $0 2028-29 $0 $0 Total 5 -Year $31,000 Total 5 -Year $31,000 $31,000 Total 5 -Year $0 Capital Improvements Program Fire Medical Rescue Support Services Apparatus Shop Heavy Equipment TFMR Fire Support 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 City Council Priority and Performance Measure Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Priority Type Public Health and Safety Estimated Project Costs Total Funding Sources General Obligation Bonds Total Operating Impacts None 5611169 2024-25 $115,000 2024-25 $115,000 $115,000 2024-25 $0 7/1/2023 2025-26 2026-27 $0 2025-26 2027-28 $0 2026-27 $0 $0 2025-26 $0 $0 2026-27 $0 7-60 $0 2027-28 $0 $0 2027-28 $0 $0 9/30/2024 2028-29 Total 5 -Year $0 $115,000 2028-29 Total 5 -Year $0 $115,000 $0 $115,000 2028-29 Total 5 -Year $0 $0 Capital Improvements Program Fire Medical Rescue Training Center Facilities Fire Training Center, 1340 E. University Drive This project moves forward previously approved funding for the construction of an addition to the skills building at the Fire Medical Rescue Training Center. The first phase of this project involved extensive structural repairs to the skills building in accordance with a structural evaluation conducted in 2012. Design work for the addition was completed several years ago. The construction phase is scheduled to begin following plan update work from the architect. 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. Plans have been submitted for this project and construction is expected for FY 24-25. Photo Coming Soon Primary City Council Priority and Performance Measure Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Project Priority Type Public Health and Safety Estimated Project Costs Total Funding Sources General Obligation Bonds Total Operating Impacts None Project Number 5610339 2024-25 $1,209,624 2024-25 $1,209,624 $1,209,624 2024-25 $0 Estimated Start 7/1/2021 2025-26 2026-27 $0 $0 2025-26 2026-27 $0 $0 $0 $0 2025-26 2026-27 $0 $0 Estimated Completion 6/30/2025 2027-28 2028-29 Total 5 -Year $0 $0 $1,209,624 2027-28 2028-29 Total 5 -Year $0 $0 $1,209,624 $0 $0 $1,209,624 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Fire Medical Rescue Training Center Security Additions Fire Training Center, 1340 E. University Drive This project entails removing the current chain link fencing that is located on the west and north sides of the drivers training course and replacing that fencing with a block wall to match the block wall on the east side. This project will also add an electronic gated entrance on the Northwest corner for entrance into the facility from 3rd st and Dorsey. This is needed to enhance the security of the training center facility as a whole. Over the past several years we have had numerous individuals cut through the chain link fencing and make access onto the training facility site. There has been an increase in the number of times this has happened since the plot of land to the west has become developed and allowed for more access. This will increase the security of the facility as well as bring continuity of design and overall look as the wall will match what is already erected on the east side. The entrance will also provide better availability for Station 8’s access to the facility. Photo Coming Soon Primary City Council Priority and Performance Measure 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. Project Priority Type Public Health and Safety Estimated Project Costs Total Funding Sources HOLD - Pending GO Bond Election Total Operating Impacts None Project Number NA 2024-25 $0 2024-25 $0 $0 2024-25 $0 Estimated Start 7/1/2028 2025-26 2026-27 $0 $0 2025-26 2026-27 $0 $0 $0 $0 2025-26 2026-27 $0 $0 7-61 Estimated Completion 12/31/2029 2027-28 2028-29 Total 5 -Year $0 $746,000 $746,000 2027-28 2028-29 Total 5 -Year $0 $746,000 $746,000 $0 $746,000 $746,000 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Fire Program Contingency NA This CIP project creates spending authority for grants and other funding sources that may be received throughout the fiscal year. New funding received will be used for projects identified as Fire Medical Rescue's next highest priority projects after those that have already been approved for funding in the adopted FY 2024-25 CIP. Photo Pho P Ph h ho otto o Coming Com Co C om o miin ing ng n g Soon So S oon on Primary City Council Priority and Performance Measure 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 Type Public Health and Safety Estimated Project Costs Total Funding Sources Grants/Other Total Operating Impacts None Project Number 9856 2024-25 $3,000,000 2024-25 $3,000,000 $3,000,000 2024-25 $0 Estimated Start 7/1/2024 2025-26 2026-27 $0 $0 2025-26 2026-27 $0 $0 $0 $0 2025-26 2026-27 $0 $0 7-62 Estimated Completion 6/30/2025 2027-28 2028-29 Total 5 -Year $0 $0 $3,000,000 2027-28 2028-29 Total 5 -Year $0 $0 $3,000,000 $0 $0 $3,000,000 2027-28 2028-29 Total 5 -Year $0 $0 $0 General Governmental Program FY 2024/25 - FY 2028/29 CIP Project Listing New project requests are underlined Project Name Community Development Project Number Proposed Funding Source(s) Capital Budget Re-appropriations New 2024-25 Appropriation Request 2024-25 Total Requested Appropriation Additional Projected Needs 2025-26 2026-27 2027-28 Total 5-Year Program 2028-29 N/A HOLD - Pending General Obligation Bond Election - - - 500,000 200,000 200,000 - 900,000 N/A General Fund Cash Reserve-CIP - - - 360,000 - - - 360,000 Endangered Historic Property Acquisition Fund 6711599 HOLD - Pending General Obligation Bond Election - 1,650,000 1,650,000 1,900,000 - - - 3,550,000 Gonzalez-Martinez House Emergency Stabilization 6708249 391,886 150,000 541,886 - 391,886 150,000 541,886 - - - - 391,886 150,000 541,886 541,886 1,650,000 2,191,886 2,760,000 200,000 200,000 400,000 200,000 200,000 400,000 5,751,886 - 8,000,000 8,000,000 8,000,000 8,000,000 8,000,000 - 32,000,000 1,404,596 - 1,404,596 - - - - 1,404,596 1,404,596 185,000 185,000 185,000 1,589,596 - - - - 185,000 1,589,596 704,000 - 704,000 - - - - 704,000 - 1,492,000 1,492,000 - - - - 1,492,000 - - - 100,000 150,000 - - 250,000 2,550,000 - 2,550,000 - - - - 2,550,000 Double Butte Cemetery Restoration Downtown Historic Core, Historic Context, and Historic Neighborhood Studies Homeowners Exterior Rehabilitation Assistance Program for Historic Properties Community Development Total Capital Projects Fund Balance Grants/Other Project Total N/A General Fund Cash Reserve-CIP Affordable Housing Enhancement Program 6711519 HOLD - Pending General Obligation Bond Election Architectural, Historical, Environmental - Phase I City Parcels 6710259 Community Health and Human Services Capital Projects Fund Balance General Fund Cash Reserve-CIP Project Total Architectural, Historical, Environmental - Phase II City Parcels 6710539 Community Health Staff Build Out 6710659 Capital Projects Fund Balance General Fund Cash Reserve-CIP Community Supervision Program Replacement N/A General Fund Cash Reserve-CIP 6710599 American Rescue Plan Act Creation/Acquisition of NonCongregate Shelter Federal Grants Maricopa County Contribution Project Total - 925,000 925,000 - - - - 925,000 7,300,000 9,850,000 925,000 7,300,000 10,775,000 - - - - 7,300,000 10,775,000 6711569 American Rescue Plan Act - 75,000 75,000 - - - - 75,000 Family Advocacy Center Building Acquisition N/A General Obligation Bonds - - - - - - 7,146,000 7,146,000 Non-Congregate Shelter Plumbing Repair 6711239 General Obligation Bonds 52,646 - 52,646 - - - - 52,646 12,011,242 10,800,000 21,477,000 10,800,000 33,488,242 8,100,000 8,150,000 8,000,000 7,146,000 10,800,000 64,884,242 Creation/Acquisition NonCongregate Shelter Rehab North Tempe Affordable Housing 6711619 Project Community Health and Human Services Total Maricopa County Contribution 7-63 General Governmental Program FY 2024/25 - FY 2028/29 CIP Project Listing New project requests are underlined Project Name Community Services Community Services Asset Restoration Facility Landscape Improvements Library Check Out and Sorter System Library Landscape & Irrigation Implementation Project Number Proposed Funding Source(s) Capital Budget Re-appropriations New 2024-25 Appropriation Request 2024-25 Total Requested Appropriation Additional Projected Needs 2025-26 2026-27 2027-28 Total 5-Year Program 2028-29 N/A General Obligation Bonds General Obligation Bonds 6711249 General Obligation Bonds 100,000 - 100,000 - - - - 100,000 6709829 General Obligation Bonds 282,450 - 282,450 - - - - 282,450 1,579,340 447,000 2,026,340 537,000 843,000 1,026,000 750,000 5,182,340 - 5,000,000 5,000,000 5,000,000 5,000,000 5,000,000 5,000,000 5,000,000 5,000,000 5,000,000 5,000,000 5,000,000 5,000,000 25,000,000 25,000,000 200,000 - 200,000 - - - - 200,000 100,000 300,000 600,000 600,000 700,000 900,000 600,000 600,000 - - - 1,300,000 1,500,000 6708269 Community Services Total 1,196,890 447,000 1,643,890 537,000 743,000 876,000 700,000 4,499,890 - - - - 100,000 150,000 50,000 300,000 Economic Development Redevelopment Property Acquisitions Economic Development Total Engineering & Transportation Community and Workplace Charging Infrastructure 6711259 6710799 TBD General Obligation Bonds General Fund Cash Reserve-CIP Project Total Downtown Entrance Signs 6711571 General Obligation Bonds - 1,280,321 1,280,321 725,059 - - - 2,005,380 Downtown Infrastructure - Asset Management 6704329 General Obligation Bonds 65,624 100,000 165,624 100,000 100,000 75,000 125,000 565,624 Downtown Safety Barrier Installation 6710379 General Obligation Bonds 806,000 - 806,000 - - - - 806,000 659,000 175,000 834,000 175,000 175,000 175,000 175,000 1,534,000 Project Total 659,000 500,000 675,000 500,000 1,334,000 800,000 975,000 175,000 175,000 175,000 1,300,000 2,834,000 Federal Grants - 3,000,000 3,000,000 - - - - 3,000,000 6,029,354 - 6,029,354 5,800,000 5,800,000 - - 17,629,354 3,800,000 - 3,800,000 - - - - 3,800,000 9,829,354 - 9,829,354 5,800,000 5,800,000 - - 21,429,354 - - - - - - 3,000,000 3,000,000 - - - 600,000 - - - 600,000 - - - 600,000 - - 3,000,000 3,600,000 Energy Conservation Program 6705179 Energy Efficiency and Renewable Energy Federal Grant Contingency 6709867 Implementation of Downtown Improvement Plans (Mill Ave Improvements) 6708311 Municipal Facilities Warehouse N/A General Obligation Bonds General Fund Cash Reserve-CIP General Obligation Bonds Capital Projects Fund Balance Project Total General Obligation Bonds Capital Projects Fund Balance Project Total Overhead to Underground Utility Relocation 6710819 General Obligation Bonds 252,000 - 252,000 252,000 177,000 252,000 318,926 1,251,926 Resilient Energy Hubs & Microgrids 6710829 General Obligation Bonds 900,000 200,000 1,100,000 200,000 200,000 200,000 200,000 1,900,000 7-64 General Governmental Program FY 2024/25 - FY 2028/29 CIP Project Listing New project requests are underlined Project Name Project Number Proposed Funding Source(s) Capital Budget Re-appropriations New 2024-25 Appropriation Request 2024-25 Total Requested Appropriation Additional Projected Needs 2025-26 2026-27 2027-28 Total 5-Year Program 2028-29 Shade and Green Stormwater Infrastructure (formerly Green Infrastructure) 6710809 General Obligation Bonds 775,000 375,000 1,150,000 400,000 400,000 2,000,000 2,500,000 6,450,000 Solar Power Partnerships & Solar in City Facilities 6708369 General Obligation Bonds 457,794 200,000 657,794 200,000 200,000 200,000 200,000 1,457,794 Tempe Municipal Operation Center Phase I 6710611 8,349,658 - 8,349,658 - - - - 8,349,658 1,000,000 9,349,658 - 1,000,000 9,349,658 - - - - 1,000,000 9,349,658 5,900,000 - 5,900,000 - - - - 5,900,000 - 8,556,224 8,556,224 - - - - 8,556,224 20,000,000 - 20,000,000 - - - - 20,000,000 18,557,466 44,457,466 67,851,896 8,400,000 16,956,224 23,386,545 26,957,466 61,413,690 91,238,441 9,852,059 7,052,000 2,902,000 6,518,926 26,957,466 61,413,690 117,563,426 Tempe Municipal Operation Center Phase II 6711269 American Rescue Plan Act General Obligation Bonds Project Total General Obligation Bonds HOLD - Pending General Obligation Bond Election Solid Waste Excise Bonds General Fund Cash Reserve-CIP Project Total Engineering & Transportation Total Financial Services ADA Improvements - City Facilities 6709869 General Obligation Bonds 535,978 500,000 1,035,978 500,000 500,000 500,000 500,000 3,035,978 BEAM 6711529 General Fund Cash Reserve-CIP - 2,260,000 2,260,000 - - - - 2,260,000 Chilled Water Loop Repairs Downtown City Buildings 6710109 2,000,000 900,000 2,900,000 900,000 900,000 900,000 900,000 6,500,000 1,591,859 3,591,859 900,000 1,591,859 4,491,859 900,000 900,000 900,000 900,000 1,591,859 8,091,859 General Obligation Bonds HOLD - Pending General Obligation Bond Election Project Total 6708289 General Obligation Bonds 268,560 750,000 1,018,560 750,000 750,000 750,000 750,000 4,018,560 City Hall Municipal Complex Improvements 6709519 General Obligation Bonds - - - 260,000 4,145,000 5,239,500 - 9,644,500 City Hall Municipal Complex Repairs 6710119 1,888 1,500,000 1,501,888 1,500,000 1,500,000 - 1,000,000 5,501,888 - 250,000 250,000 250,000 - - - 500,000 175,000 - 175,000 - - - 3,000,000 3,175,000 - 300,000 300,000 300,000 - - - 600,000 79,263 325,000 404,263 325,000 325,000 325,000 325,000 1,704,263 City Facilities Small Scale Remodels City Owned Historic Building Deficiencies Correction N/A General Obligation Bonds HOLD - Pending General Obligation Bond Election Cooling Tower Replacement and Repairs 6711279 Eisendrath Adobe Restoration 6711589 General Obligation Bonds HOLD - Pending General Obligation Bond Election Emergency Capital Repair 6799779 General Obligation Bonds 7-65 General Governmental Program FY 2024/25 - FY 2028/29 CIP Project Listing New project requests are underlined Project Name Project Number Existing City Building Asset Management Program - Replacement & Repairs 6708849 General Governmental Contingency N/A Historic Properties Building Maintenance 6706809 Petersen House Deck Replacement 6711629 Proposed Funding Source(s) General Obligation Bonds HOLD - Pending General Obligation Bond Election Capital Budget Re-appropriations New 2024-25 Appropriation Request 2024-25 Total Requested Appropriation Additional Projected Needs 2025-26 2026-27 2027-28 Total 5-Year Program 2028-29 14,901,883 - 14,901,883 - - - - 14,901,883 Project Total 14,901,883 6,200,000 6,200,000 6,200,000 21,101,883 6,200,000 6,200,000 6,925,000 6,925,000 6,466,000 6,466,000 8,500,000 8,500,000 34,291,000 49,192,883 Grants/Other - 31,500,000 31,500,000 - - - - 31,500,000 246,519 357,000 603,519 357,000 357,000 357,000 425,000 2,099,519 19,800,950 300,000 45,142,000 300,000 64,942,950 11,342,000 15,402,000 14,537,500 15,400,000 300,000 121,624,450 General Obligation Bonds HOLD - Pending General Obligation Bond Election Financial Services Total Information Technology Citizen/Customer Relationship Management (CRM) System 6711289 General Obligation Bonds 100,000 940,000 1,040,000 - - - - 1,040,000 6711539 HOLD - Pending General Obligation Bond Election - 100,000 100,000 200,000 100,000 190,000 450,000 1,040,000 6711559 HOLD - Pending General Obligation Bond Election - 192,000 192,000 200,000 - 150,000 550,000 1,092,000 Core Network Replacement N/A HOLD - Pending General Obligation Bond Election - - - - - - 500,000 500,000 Cybersecurity & Regulatory Compliance Program 6710129 General Obligation Bonds 725,000 1,040,000 1,765,000 1,040,000 1,040,000 1,195,000 1,195,000 6,235,000 Data and Technology Plan 6710839 General Obligation Bonds 1,090,200 950,000 2,040,200 - - - - 2,040,200 Enterprise Software Upgrades and Replacements 6708739 General Obligation Bonds 200,000 200,000 400,000 200,000 200,000 200,000 200,000 1,200,000 6710849 General Obligation Bonds 50,000 100,000 150,000 100,000 105,000 - - 355,000 6711609 HOLD - Pending General Obligation Bond Election - 192,000 192,000 443,000 - 471,550 52,500 1,159,050 6710569 General Obligation Bonds 100,000 370,000 470,000 440,000 147,500 398,000 735,600 2,191,100 6711299 General Obligation Bonds 250,000 1,250,000 1,500,000 1,250,000 - - - 2,750,000 Public Internet Technology 6708299 General Obligation Bonds 60,000 150,000 210,000 301,000 82,500 131,850 278,625 1,003,975 Security Systems Upgrades 6707609 General Obligation Bonds 531,207 724,000 1,255,207 800,000 300,000 308,000 321,000 2,984,207 City Fiber Communication Expansion Citywide Communication Towers and Monopole Relocation & Replacement Microwave Communications Replacement Multimode Fiber Replacement Network Cabling Replacement PeopleSoft Replacement 7-66 General Governmental Program FY 2024/25 - FY 2028/29 CIP Project Listing New project requests are underlined Project Name Project Number Team Technology Refresh 6707229 3204021Z 6010499 UPS Replacement 6710859 3204023 Vault Replacement Information Technology Total Proposed Funding Source(s) General Obligation Bonds HOLD - Pending General Obligation Bond Election Water / Wastewater Fund Transit Fund Project Total General Obligation Bonds Water / Wastewater Fund Project Total Capital Budget Re-appropriations New 2024-25 Appropriation Request 2024-25 Total Requested Appropriation Additional Projected Needs 2025-26 2026-27 2027-28 Total 5-Year Program 2028-29 800,000 - 800,000 - - - - 800,000 - 1,430,475 1,430,475 864,775 1,560,925 1,810,450 1,765,250 7,431,875 - 482,500 482,500 - 55,675 - 482,500 1,020,675 800,000 1,912,975 2,712,975 300,000 1,164,775 20,400 1,637,000 1,810,450 2,247,750 320,400 9,572,950 469,998 108,000 577,998 162,000 140,000 128,000 156,000 1,163,998 469,998 100,000 208,000 100,000 677,998 162,000 140,000 44,000 172,000 130,000 286,000 274,000 1,437,998 200,000 4,576,405 643,400 8,972,375 843,400 13,548,780 643,400 6,944,175 646,200 4,398,200 5,026,850 6,816,475 2,133,000 36,734,480 6710869 General Obligation Bonds 6709899 General Obligation Bonds 1,646,253 - 1,646,253 - - - - 1,646,253 HOLD - Pending General Obligation Bond Election Project Total 1,646,253 1,348,733 1,348,733 1,348,733 2,994,986 1,302,611 1,302,611 1,170,000 1,170,000 1,284,000 1,284,000 1,080,519 1,080,519 6,185,863 7,832,116 General Obligation Bonds 352,000 - 352,000 - - - - 352,000 1,998,253 1,348,733 3,346,986 1,302,611 1,170,000 1,284,000 1,080,519 8,184,116 General Obligation Bonds 757,504 - 757,504 - - - - 757,504 HOLD - Pending General Obligation Bond Election - 958,800 958,800 295,000 - - - 1,253,800 Grants/Other - 146,122 146,122 - - - - 146,122 Project Total 757,504 757,504 1,104,922 1,104,922 1,862,426 1,862,426 295,000 295,000 - - - 2,157,426 2,157,426 109,117,476 108,528,575 217,646,051 46,132,845 42,215,200 38,176,350 42,911,920 387,082,366 Municipal Utilities Electric Vehicle Charging Infrastructure/Stations Fuel Dispenser Replacement Project 6710879 Municipal Utilities Total Strategic Management and Innovation Wastewater Analytics Program Infrastructure Strategic Management & Innovation Total General Governmental Total N/A 7-67 Capital Improvements Program Double Butte Cemetery Restoration Tempe Double Butte Cemetery, a site designated in the Tempe Historic Property Register, requires substantial funding for restoration. A recent Logan Simpson needs assessment commissioned by the Tempe Historic Preservation Foundation, a local nonprofit group, investigated the oldest portion of the cemetery--the Pioneer Section, dating to 1888--and discovered numerous plots and grave markers in a serious state of disrepair, as well as serious deficiencies in the cemetery's fencing, irrigation, tree cover, and other features. A substantial amount of funding is needed to pay for additional studies, especially of the larger non-Pioneer Section of the cemetery, to assess further needs, as well as to restore the cemetery to an aesthetically pleasing condition. More than a historic site, Double Butte Cemetery remains an active internment site in the community, making its restoration all the more critical and pressing. Sustainable Growth & Development Priority Type Customer Enhancements Estimated Project Costs Total Funding Sources HOLD - Pending GO Bond Election Total Operating Impacts None Photo Coming Soon Primary City Council Priority and Performance Measure Addressed 4.20 Achieve customer satisfaction ratings of "Strongly Agree" or "Agree" with the Community Development Processes greater than or equal to 90% as measured by the Community Development Process Survey. Project Number NEW 2024-25 $0 2024-25 $0 $0 2024-25 $0 Estimated Start 7/1/2025 2025-26 2026-27 $500,000 $200,000 2025-26 2026-27 $500,000 $200,000 $500,000 $200,000 2025-26 2026-27 $0 $0 Estimated Completion 6/30/2028 2027-28 2028-29 Total 5 -Year $200,000 $0 $900,000 2027-28 2028-29 Total 5 -Year $200,000 $0 $900,000 $200,000 $0 $900,000 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Recommended Downtown Historic Core, Historic Context, and Historic Neighborhood Studies Tempe Recently, Tempe City Council has approved several planning documents, which recommend commissioning the following studies to assist City staff in administering the City’s historic preservation program: 1.) The Downtown Historic Core Master Plan, a recommended goal in General Plan 2050, would provided needed guidelines to help ensure that development in downtown Tempe enhances historic preservation efforts; 2.) A Mexican American historic context study and a Native American historic context study, recommended in the updated City Historic Preservation Plan, adopted by City Council on June 23, 2023, will provide crucial historical and architectural information related to two communities that are central to Tempe’s history. 3.) A postWorld War II subdivisions (1961-1975) study will guide the Historic Preservation Office in assessing and encouraging the designation of potential historic districts that fall outside of the periodization of Scott Solliday's landmark 1997 study Post-World War II Subdivisions, Tempe, Arizona (1945-1960). Sustainable Growth & Development Priority Type Customer Enhancements Estimated Project Costs Total Funding Sources General Fund Cash Reserve - CIP Total Operating Impacts None Photo Pho Ph P ho h oto to Coming Com Co C o om miin ing ng n g Soon So S oon on Primary City Council Priority and Performance Measure Addressed 4.20 Achieve customer satisfaction ratings of "Strongly Agree" or "Agree" with the Community Development Processes greater than or equal to 90% as measured by the Community Development Process Survey. Project Number NEW 2024-25 $0 2024-25 $0 $0 2024-25 $0 Estimated Start 7/1/2025 2025-26 2026-27 $360,000 $0 2025-26 2026-27 $360,000 $0 $360,000 $0 2025-26 2026-27 $0 $0 7-68 Estimated Completion 3/1/2027 2027-28 2028-29 Total 5 -Year $0 $0 $360,000 2027-28 2028-29 Total 5 -Year $0 $0 $360,000 $0 $0 $360,000 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Endangered Historic Properties Acquisition Fund Tempe The Endangered Historic Properties Acquisition Fund is designed to assist the City in balancing its commitment to both furthering robust development and presering its declining stock of historic buildings. Tempe, especially its downtown, contains many properties that are important to its history and its residents, and yet the City has no dedicated fund with which to purchase endangered properties and preserve them for future generations. The fund will aid the City in carrying out its mandate, as stated in the opening section of the Historic Preservation Ordinance (City Code, Ch. 14A) "to provide protection for significant properties . . . which represent important aspects of Tempe's heritage." Besides purchasing important historic properties, the fund may also be used to rehabilitate or restore those properties' historic features according to the Secretary of the Interior's Standards for the Treatment of Historic Properties. Such preservation work help the properties to convey both their historical and architectural significance while burnishing Tempe's reputation as a progressive city that looks to the future without forgetting its past. Sustainable Growth & Development Priority Type Customer Enhancements Estimated Project Costs Total Funding Sources HOLD - Pending GO Bond Election Total Operating Impacts None Photo Pho P Ph h ho otto o Coming Com Co C om o miin ing ng n g Soon So S oon on Primary City Council Priority and Performance Measure Addressed 4.20 Achieve customer satisfaction ratings of "Strongly Agree" or "Agree" with the Community Development Processes greater than or equal to 90% as measured by the Community Development Process Survey. Project Number NEW 2024-25 $1,650,000 2024-25 $1,650,000 $1,650,000 2024-25 $0 Estimated Start 7/1/2025 2025-26 2026-27 $1,900,000 $0 2025-26 2026-27 $1,900,000 $0 $1,900,000 $0 2025-26 2026-27 $0 $0 Estimated Completion Ongoing 2027-28 2028-29 Total 5 -Year $0 $0 $3,550,000 2027-28 2028-29 Total 5 -Year $0 $0 $3,550,000 $0 $0 $3,550,000 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Gonzalez-Martinez House Stabilization and Rehabilitation 302 West 1st Street This project will undertake necessary life safety improvements, emergency stabilization, and historic rehabilitation measures to protect and preserve the building's historic 1880 adobe portion and 1918 additions in accordance with the advice of a contracted historical architect and adobe restoration expert. After emergency stabilization is completed, work will commence on rehabilitating the Gonzales-Martinez House, based on the recommendations for repair included in the 2017 building condition assessment report (2017) and update (2023)t, to ensure responsible stewardship of this highly significant historic resource. The repair efforts will ensure public health and safety and address any and all deferred maintenance issues so as to prevent further damage to the historic resource or loss of its structural integrity. Furthermore, the subsequent rehabilitation of the home will aid in the preservation and adaptive reuse of one of Tempe's oldest historic structures. 1st and Farmer LLC, which signed a 2023 development agreement with the City to purchase and redevelop the site, will share the cost and responsibility of the stablization and rehabilitation. Photo Coming Soon Primary City Council Priority and Performance Measure 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 Type Public Health and Safety Estimated Project Costs Total Funding Sources Capital Project Fund Balance Grant Total Operating Impacts None Project Number 6708249 2024-25 $541,886 2024-25 $391,886 $150,000 $541,886 2024-25 $0 Estimated Start 2/1/2023 2025-26 2026-27 $0 $0 2025-26 2026-27 $0 $0 $0 $0 $0 $0 2025-26 2026-27 $0 $0 7-69 Estimated Completion 12/31/2024 2027-28 2028-29 Total 5 -Year $0 $0 $541,886 2027-28 2028-29 Total 5 -Year $0 $0 $391,886 $0 $0 $150,000 $0 $0 $541,886 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Homeowners Exterior Rehabilitation Assistance Program For Historic Properties Tempe This is a request for funding of a new Homeowners Exterior Rehabilitation Assistance Program for Historic Properties in fulfillment of Goal IV (Implement City Planning and Policy Improvements), Priority 16 of the City's updated, City-Council adopted Historic Preservation Plan: "Develop incentive programs for historic preservation, including: a. Emulate CoP preservation grant / City of Scottsdale HRER program; b. Investigate the feasibility of adding preservation grant funding to the next bond election." Per the HP Plan, this program would be based on the City of Phoenix's and the City of Scottsdale's exteriior rehabilitation programs. An annual, recurring request of $200,000 would serve as funding for reimbursable matching grants to the owners of Tempe properties that are designated individually or as contributing properties in historic districts in the Tempe Historic Property Register. The program's grants may be used to assist in defraying the cost of repairs to, or rehabilitation of, the exterior of a home for the purpose of maintaining or restoring its historic integrity according to the Secretary of the Interior's Standards for the Treatment of Historic Properties. In exchange for the grant, the homeowner would be required to provide the City with a façade conservation easement. Sustainable Growth & Development Priority Type Customer Enhancements Estimated Project Costs Total Funding Sources General Fund Cash Reserve - CIP Total Operating Impacts None Photo Coming Soon Primary City Council Priority and Performance Measure Addressed 4.20 Achieve customer satisfaction ratings of "Strongly Agree" or "Agree" with the Community Development Processes greater than or equal to 90% as measured by the Community Development Process Survey. Project Number N/A 2024-25 $0 2024-25 $0 $0 2024-25 $0 Estimated Start 07/01//27 2025-26 2026-27 $0 $0 2025-26 2026-27 $0 $0 $0 $0 2025-26 2026-27 $0 $0 Estimated Completion Ongoing 2027-28 2028-29 Total 5 -Year $200,000 $200,000 $400,000 2027-28 2028-29 Total 5 -Year $200,000 $200,000 $400,000 $200,000 $200,000 $400,000 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Affordable Housing Enhancement Program TBD Tempe, similarly, might consider issuing bonds to accelerate affordable housing priorities through an additional funding source dedicated to addressing affordable housing. Specifically with these funds, Tempe could bolster the availability of affordable housing, specifically catering to vulnerable populations including low-income elderly individuals, people with disabilities, the homeless, and families with children at risk of homelessness. This investment would accelerate realizing the vision of a Hometown for All, fostering a safe, livable, and accessible community for residents of all ages. The overarching objective is to create an inclusive environment where everyone, regardless of age or circumstance, can find secure and affordable housing options in Tempe. Quality of Life Priority Type Public Health and Safety Estimated Project Costs Total Funding Sources HOLD - Pending GO Bond Election Total Operating Impacts None Photo Pho Ph P ho h oto to Coming Com Co C o om miin ing ng n g Soon So S oon on Primary City Council Priority and Performance Measure Addressed 3.28 Achieve an end to homelessness in Tempe as measured by Tempe’s annual count. Project Number NEW 2024-25 $8,000,000 2024-25 $8,000,000 $8,000,000 2024-25 $0 Estimated Start 7/1/2024 2025-26 2026-27 $8,000,000 $8,000,000 2025-26 2026-27 $8,000,000 $8,000,000 $8,000,000 $8,000,000 2025-26 2026-27 $0 $0 7-70 Estimated Completion 6/30/2028 2027-28 2028-29 Total 5 -Year $8,000,000 $0 $32,000,000 2027-28 2028-29 Total 5 -Year $8,000,000 $0 $32,000,000 $8,000,000 $0 $32,000,000 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Archeological/Historical/Environmental Phase 1 - City Owned Parcels Various City Owned Parcels 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, the parcels acquired with CDBG funds on Apache across from the Apache 101 Park & Ride and new for FY 23/24 the Apache Central Plaza acquired during FY222/23. 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 Sustainable Growth & Development Priority Type Systems Expansions Estimated Project Costs Total Funding Sources Capital Project Fund Balance General Fund Cash Reserve - CIP Total Operating Impacts None Primary City Council Priority and Performance Measure Addressed 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. Project Number 6710259 2024-25 $1,589,596 2024-25 $1,404,596 $185,000 $1,589,596 2024-25 $0 Estimated Start 7/1/2024 2025-26 2026-27 $0 $0 2025-26 2026-27 $0 $0 $0 $0 $0 $0 2025-26 2026-27 $0 $0 Estimated Completion 6/23/2025 2027-28 2028-29 Total 5 -Year $0 $0 $1,589,596 2027-28 2028-29 Total 5 -Year $0 $0 $1,404,596 $0 $0 $185,000 $0 $0 $1,589,596 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Archeological/Historical/Environmental Phase 2 - City Owned Parcels Various City Owned Parcels This project set up is for the Phase 2 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, the parcels acquired with CDBG funds on Apache across from the Apache 101 Park & Ride and new for FY 23/24 the Apache Central Plaza acquired during FY222/23. 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 Sustainable Growth & Development Priority Type Systems Expansions Estimated Project Costs Total Funding Sources Capital Project Fund Balance Total Operating Impacts None Primary City Council Priority and Performance Measure Addressed 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. Project Number 6710539 2024-25 $704,000 2024-25 $704,000 $704,000 2024-25 $0 Estimated Start 7/1/2024 2025-26 2026-27 $0 $0 2025-26 2026-27 $0 $0 $0 $0 2025-26 2026-27 $0 $0 7-71 Estimated Completion 6/30/2025 2027-28 2028-29 Total 5 -Year $0 $0 $704,000 2027-28 2028-29 Total 5 -Year $0 $0 $704,000 $0 $0 $704,000 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Community Health Staff Build-Out TBD Project is a reconfiguration of existing space to accommodate Community Health and Human Services Department staff that provide community health, education, and career enhancement programming. This strategic move aligns with Tempe's commitment to enhancing health and wellbeing services, and also addresses the current inefficiencies related to utilizing an affiliateowned, single-family home outside of the City of Tempe's network as office space. By relocating staff to a more suitable workspace, the home can be repurposed for its original intent—to provide affordable housing for Tempe families. This initiative equally increases the quality and quantity of programming available at the Envision Center, and optimizes the facility to better support the overall goals of the Department. By adding an elevator and building-out the mezzanine and office space currently only available by stairs, the facility increases usable square footage and helps the City obtain its accessibility goal. The total cost of this project when amortized over 20 years ($1.5M/2000ft2)/25yrs) is $25ft2 ; this is below the current market rate for commercial lease space. Quality of Life Project Priority Type Systems Expansions Estimated Project Costs Total Funding Sources General Fund Cash Reserve - CIP Total Operating Impacts Total Photo Coming Soon Primary City Council Priority and Performance Measure Addressed 3.34 Achieve health and wellbeing of the community indicated by the Cantril Self-Anchoring Striving Scale with increases in the category of thriving and decreases in the categories of struggling and suffering as measured by the Community Survey. Project Number 6710659 2024-25 2025-26 $1,492,000 $0 2024-25 2025-26 $1,492,000 $0 $1,492,000 $0 2024-25 2025-26 $0 $0 Estimated Start 7/1/2024 2026-27 2027-28 $0 $0 2026-27 2027-28 $0 $0 $0 $0 2026-27 2027-28 $0 $0 Estimated Completion 6/30/2025 2028-29 Total 5 -Year $0 $1,492,000 2028-29 Total 5 -Year $0 $1,492,000 $0 $1,492,000 2028-29 Total 5 -Year $0 $0 Capital Improvements Program Community Supervision Program Replacement Library The purpose of this case management system request is to fully support Community Supervision with a purposeful, client friendly platform which will enhance services and support both staff and participants. This will greatly improve the efficiency of operations, provide a client-friendly platform, and allow for data collection to evaluate the program efficacy and support the City Performance Measure 1.17. There are limitations in the current system both on the client and staff interface which hinder the ability to efficiently conduct business. Current platforms available specific to the use for Community Supervision programs (Supervised Probation, Diversion, Deferred Prosecution and Home Detention) provide updated technology, reporting, and Apps for client management. Photo Pho Ph P ho h oto to Coming Com Co C o om miin ing ng n g Soon So S oon on Other factors supporting this request include: client confidentiality, best practices for ethical service provision, and a client-centered approach. Primary City Council Priority and Performance Measure Addressed Safe & Secure Communities 1.17 PLACEHOLDER - Community Supervision Re-Arrest Rates Priority Type Customer Enhancements Estimated Project Costs Total Funding Sources General Fund Cash Reserve - CIP Total Operating Impacts Supplies and Services Total Project Number NEW 2024-25 $0 2024-25 $0 $0 2024-25 $0 $0 Estimated Start 7/1/2024 2025-26 2026-27 $100,000 $150,000 2025-26 2026-27 $100,000 $150,000 $100,000 $150,000 2025-26 2026-27 $0 $0 $0 $0 7-72 Estimated Completion 6/30/2025 2027-28 2028-29 Total 5 -Year $0 $0 $250,000 2027-28 2028-29 Total 5 -Year $0 $0 $250,000 $0 $0 $250,000 2027-28 2028-29 Total 5 -Year $0 $100,000 $100,000 $0 $100,000 $100,000 Capital Improvements Program Creation/Acquisition Non-Congregate Shelter To Be Determined 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). The City was awarded $7.3M from Maricopa County Human Services Department (MCHSD) to combine County/City ARPA funds for an acquisition and rehabilitation of a hotel/motel to be used as non-congregate shelter. This will be operated as a bridge shelter for a minimum of 10 years, after which it can be converted to affordable housing. Quality of Life Priority Type Public Health and Safety Estimated Project Costs Total Funding Sources American Rescue Plan Act Federal Grants Other: Maricopa County Grant Total Operating Impacts None Photo Pho P Ph h ho otto o Coming Com Co C om o miin ing ng n g Soon So S oon on Primary City Council Priority and Performance Measure Addressed 3.28 Achieve an end to homelessness in Tempe as measured by Tempe’s annual count. Project Number 6710599 2024-25 $10,775,000 2024-25 $2,550,000 $925,000 $7,300,000 $10,775,000 2024-25 $0 Estimated Start 7/1/2024 2025-26 2026-27 $0 $0 2025-26 2026-27 $0 $0 $0 $0 $0 $0 $0 $0 2025-26 2026-27 $0 $0 Estimated Completion 6/30/2025 2027-28 2028-29 Total 5 -Year $0 $0 $10,775,000 2027-28 2028-29 Total 5 -Year $0 $0 $2,550,000 $0 $0 $925,000 $0 $0 $7,300,000 $0 $0 $10,775,000 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Creation/Acquisition Non-Congregate Shelter Rehab To Be Determined To rehab acquired property for conversion and/or utilization as temporary transitional housing and/or non-congregate shelter. The City was awarded $7.3M from Maricopa County Human Services Department (MCHSD) to combine County/City ARPA funds for an acquisition and rehabilitation of a hotel/motel to be used as non-congregate shelter. This will be operated as a bridge shelter for a minimum of 10 years, after which it can be converted to affordable housing. Photo Pho Ph P ho h oto to Coming Com Co C o om miin ing ng n g Soon So S oon on Quality of Life Priority Type Public Health and Safety Estimated Project Costs Total Funding Sources Other: HOME ARPA - Federal Total Operating Impacts None Primary City Council Priority and Performance Measure Addressed 3.28 Achieve an end to homelessness in Tempe as measured by Tempe’s annual count. Project Number NEW 2024-25 $75,000 2024-25 $75,000 $75,000 2024-25 $0 Estimated Start 7/1/2024 2025-26 2026-27 $0 $0 2025-26 2026-27 $0 $0 $0 $0 2025-26 2026-27 $0 $0 7-73 Estimated Completion 6/30/2025 2027-28 2028-29 Total 5 -Year $0 $0 $75,000 2027-28 2028-29 Total 5 -Year $0 $0 $75,000 $0 $0 $75,000 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Family Advocacy Center Building Acquisition To Be Determined Purchase and remodel a facility for a permanent Family Advocacy Center location after the current FAC lease is term is complete. 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 Community Health & Human Services, Tempe Police Department, and Arizona State University to better serve victims, reduce victimization, and restore quality of life. The Family Justice Commission’s presented their support/recommendation for a FAC to Mayor and Councilmembers in July. Members of the Human Service Department (HSD) and Tempe Police Department (TPD) agree with the recommendation. Photo Pho Ph P ho h otto o Coming Com C Co om o min iing ng n g Soon Soon So on Primary City Council Priority and Performance Measure Addressed Safe & Secure Communities 1.29 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. Priority Type Systems Expansions Estimated Project Costs Total Funding Sources General Obligation Bonds Total Operating Impacts Personnel Services Supplies and Services Capital Outlay Total Project Number NEW 2024-25 $0 2024-25 $0 $0 2024-25 $0 $0 $0 $0 Estimated Start 7/1/2024 2025-26 2026-27 $0 $0 2025-26 2026-27 $0 $0 $0 $0 2025-26 2026-27 $0 $0 $0 $0 $0 $0 $0 $0 Estimated Completion 6/30/2025 2027-28 2028-29 Total 5 -Year $0 $7,146,000 $7,146,000 2027-28 2028-29 Total 5 -Year $0 $7,146,000 $7,146,000 $0 $7,146,000 $7,146,000 2027-28 2028-29 Total 5 -Year $0 $117,767 $117,767 $0 $39,000 $39,000 $0 $115,000 $115,000 $0 $271,767 $271,767 Capital Improvements Program Non-Congregate Shelter Plumbing Repair To Be Determined Continue making repairs to the Non-Congregate Shelter (Roadway Inn) acquired FY22/23 through CIP 6710599. A facility condition assessment was not funded or conducted as part of the acquisition. These funds will be used to remedy existing delayed maintenance and deficiencies in the plumbing system. Photo Pho Ph P ho h oto to Coming Com Co C o om miin ing ng n g Soon So S oon on Quality of Life Priority Type Public Health and Safety Estimated Project Costs Total Funding Sources General Obligation Bonds Total Operating Impacts None Primary City Council Priority and Performance Measure Addressed 3.28 Achieve an end to homelessness in Tempe as measured by Tempe’s annual count. Project Number 6711239 2024-25 $52,646 2024-25 $52,646 $52,646 2024-25 $0 Estimated Start 7/1/2024 2025-26 2026-27 $0 $0 2025-26 2026-27 $0 $0 $0 $0 2025-26 2026-27 $0 $0 7-74 Estimated Completion 6/30/2025 2027-28 2028-29 Total 5 -Year $0 $0 $52,646 2027-28 2028-29 Total 5 -Year $0 $0 $52,646 $0 $0 $52,646 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program North Tempe Affordable Housing North Tempe The North Tempe Affordable Housing Projectwill leverage Maricopa County grant dollars to enhancing the community's livability and inclusivity. This project encompasses the construction of dwellings that prioritizes affordability, accessibility, and security for all residents of North Tempe. Photo Pho P Ph h ho otto o Coming Com Co C om o miin ing ng n g Soon So S oon on Sustainable Growth & Development Priority Type Systems Expansions Estimated Project Costs Total Funding Sources Other : Maricopa County Grant Total Operating Impacts None Primary City Council Priority and Performance Measure Addressed 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. Project Number NEW 2024-25 $10,800,000 2024-25 $10,800,000 $10,800,000 2024-25 $0 Estimated Start 7/1/2024 2025-26 2026-27 $0 $0 2025-26 2026-27 $0 $0 $0 $0 2025-26 2026-27 $0 $0 Estimated Completion 6/30/2025 2027-28 2028-29 Total 5 -Year $0 $0 $10,800,000 2027-28 2028-29 Total 5 -Year $0 $0 $10,800,000 $0 $0 $10,800,000 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Community Services Asset Restoration Various 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 continuous plan for preserving assets through rehabilitation (i.e., equipment, infrastructure, ADA compliance), ensuring sustainable recreational amenities for the community. Projects include: FY2024-25: Community Centers life cycle replacement of furniture, countertops, cabinets, fitness equipment and commercial kitchen appliances; Scoreboards at outdoor ballfields; replacement of boating storage cages FY2025-26: Community Centers life cycle replacement of furniture, countertops, cabinets, fitness equipment and commercial kitchen appliances; gymnasium divider curtain, wall padding, scoreboard and basketball hoop winch/motor replacement; boating program equipment; exterior street signage at Westside FY2026-27: Community Centers life cycle replacement of furniture, countertops, cabinets, fitness equipment and PA systems; shade structure replacement of preschool playground; floor color and reseal at Kiwanis Recreation Center; ramp and stage replacement at Pyle; security screening at boat storage FY2027-28: Community Centers life cycle replacement of furniture, countertops, cabinets, fitness equipment; I-pad replacement; rowing shells, fencing, screens and netting at Kiwanis Batting Cages; window covering replacements FY2028-29: Community Centers life cycle replacement of furniture, countertops, cabinets, fitness equipment; Paint, patio furniture and replacement TV’s at Clark Quality of Life Priority Type Asset Preservation 757 Estimated Project Costs Total Funding Sources General Obligation Bonds Total Operating Impacts None Photo Coming Soon Primary City Council Priority and Performance Measure 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. Project Number 6708269 2024-25 $1,643,890 2024-25 $1,643,890 $1,643,890 2024-25 $0 Estimated Start Ongoing 2025-26 2026-27 $537,000 $743,000 2025-26 2026-27 $537,000 $743,000 $537,000 $743,000 2025-26 2026-27 $0 $0 7-75 Estimated Completion Ongoing 2027-28 2028-29 Total 5 -Year $876,000 $700,000 $4,499,890 2027-28 2028-29 Total 5 -Year $876,000 $700,000 $4,499,890 $876,000 $700,000 $4,499,890 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Facility Landscape Improvements Various Facility Landscape Improvements Many of Tempe’s public facilities such as City Hall and Police substations include outdoor 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 FY 2027-28: Apache Police Substation; Carver Police Substation; Hayden House and Elias Rodriguez House FY 2028-29: BB Moeur House; Firestation 5 Primary City Council Priority and Performance Measure Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Priority Type Asset Preservation Estimated Project Costs Total Funding Sources General Obligation Bonds Total Operating Impacts Supplies and Services Total Project Number New 2024-25 $0 2024-25 $0 $0 2024-25 $0 $0 Estimated Start 7/1/2026 2025-26 2026-27 $0 $100,000 2025-26 2026-27 $0 $100,000 $0 $100,000 2025-26 2026-27 $0 $11,626 $0 $11,626 Estimated Completion 6/30/1931 2027-28 2028-29 Total 5 -Year $150,000 $50,000 $300,000 2027-28 2028-29 Total 5 -Year $150,000 $50,000 $300,000 $150,000 $50,000 $300,000 2027-28 2028-29 Total 5 -Year $11,626 $11,626 $34,878 $11,626 $11,626 $34,878 Capital Improvements Program Library Check Out and Sorter System Tempe Public Library 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. The existing 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 project will be substantially completed in Spring 2024 with a small reappropriation for unforeseen expenses that may occur in the new fiscal year. Quality of Life Priority Type Asset Preservation Estimated Project Costs Total Funding Sources General Obligation Bonds Total Operating Impacts None Photo Coming Soon Primary City Council Priority and Performance Measure Addressed 3.36 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. Project Number 6711249 2024-25 $100,000 2024-25 $100,000 $100,000 2024-25 $0 Estimated Start 7/1/2023 2025-26 2026-27 $0 $0 2025-26 2026-27 $0 $0 $0 $0 2025-26 2026-27 $0 $0 7-76 Estimated Completion 12/31/2024 2027-28 2028-29 Total 5 -Year $0 $0 $100,000 2027-28 2028-29 Total 5 -Year $0 $0 $100,000 $0 $0 $100,000 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Library Landscape and Irrigation Implementation Tempe Public Library campus This project was a multi-year project that started with a Library Landscape Improvement Plan which assessed existing vegetation, hardscape and irrigation systems. The project replaced the Library Complex irrigation system, removed aging infrastructure and plant material, and installed landscape elements such as trees, shrubs and groundcover. The project will be completed with the final phase to relocate the Tempe Sister Cities Garden from Kiwanis Park to the lower level plaza of the Tempe Public Library. Photo Pho P Ph ho h oto to Coming Com C Co om omin iing ng n g Soon So S oon on Sustainable Growth & Development Priority Type Asset Preservation Estimated Project Costs Total Funding Sources General Obligation Bonds Total Operating Impacts None Primary City Council Priority and Performance Measure Addressed 4.11 Achieve a citywide (City and private property) 25% tree and shade canopy by 2040. Project Number 6709829 2024-25 $282,450 2024-25 $282,450 $282,450 2024-25 $0 Estimated Start 7/1/2020 2025-26 2026-27 $0 $0 2025-26 2026-27 $0 $0 $0 $0 2025-26 2026-27 $0 $0 Estimated Completion 6/30/2025 2027-28 2028-29 Total 5 -Year $0 $0 $282,450 2027-28 2028-29 Total 5 -Year $0 $0 $282,450 $0 $0 $282,450 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Redevelopment Property Acquisitions Various Economic Development is requesting an annual allocation to fund redevelopment efforts in Tempe. This fund would allow for the strategic acquisition of property and property improvements with respect to redevelopment opportunities as they align with Council goals. Setting up this fund will allow for staff to be more strategic and proactive in targeting redevelopment to prevent blight, assist existing cultural/community/historical businesses and real estate assets, and facilitate the implementation of other Council priorities with respect to efforts such as ending homelessness and working to create secure and safe communities. Photo Coming Soon Primary City Council Priority and Performance Measure Addressed Financial Stability & Vitality 5.03 Achieve an annual increase of capital investment that is twice Tempe’s proportion of the capital investment forecasted for the region, based on population. Priority Type Asset Preservation Estimated Project Costs Total Funding Sources TBD Total Operating Impacts None Project Number 6711259 2024-25 $5,000,000 2024-25 $5,000,000 $5,000,000 2024-25 $0 Estimated Start 7/1/2023 2025-26 2026-27 $5,000,000 $5,000,000 2025-26 2026-27 $5,000,000 $5,000,000 $5,000,000 $5,000,000 2025-26 2026-27 $0 $0 7-77 Estimated Completion 6/30/2027 2027-28 2028-29 Total 5 -Year $5,000,000 $5,000,000 $25,000,000 2027-28 2028-29 Total 5 -Year $5,000,000 $5,000,000 $25,000,000 $5,000,000 $5,000,000 $25,000,000 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Community and Workplace EV Charging Infrastructure Various City Facilities This project is to fund the implementation of community and workplace EV charging infrastructure throughout the City of Tempe. EV charging is an action in Tempe’s 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. Sustainable Growth & Development Project Priority Type Asset Preservation Estimated Project Costs Total Funding Sources General Obligation Bonds General Fund Cash Reserve - CIP Total Operating Impacts None Photo Coming Soon Primary City Council Priority and Performance Measure Addressed 4.18 Achieve community carbon neutrality by 2060 with equitable outcomes. Project Number 6710790 2024-25 $900,000 2024-25 $200,000 $700,000 $900,000 2024-25 $0 Estimated Start Ongoing 2025-26 2026-27 $600,000 $0 2025-26 2026-27 $0 $0 $600,000 $0 $600,000 $0 2025-26 2026-27 $0 $0 Estimated Completion Ongoing 2027-28 2028-29 Total 5 -Year $0 $0 $1,500,000 2027-28 2028-29 Total 5 -Year $0 $0 $200,000 $0 $0 $1,300,000 $0 $0 $1,500,000 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Downtown Entrance Signs Downtown This request is for funding to construct visually impactful, large scale entrance signs/branded structures in the downtown over Mill Avenue at University Drive and at Rio Salado Parkway. Photo Coming Soon Quality of Life Project Priority Type Customer Enhancements Estimated Project Costs Total Funding Sources General Obligation Bonds Total Operating Impacts None Primary City Council Priority and Performance Measure 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. Project Number NEW 2024-25 $1,280,321 2024-25 $1,280,321 $1,280,321 2024-25 $0 Estimated Start 7/1/2024 2025-26 2026-27 $725,059 $0 2025-26 2026-27 $725,059 $0 $725,059 $0 2025-26 2026-27 $0 $0 7-78 Estimated Completion 12/31/2025 2027-28 2028-29 Total 5 -Year $0 $0 $2,005,380 2027-28 2028-29 Total 5 -Year $0 $0 $2,005,380 $0 $0 $2,005,380 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Downtown Infrastructure - Asset Management 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. Photo Coming Soon Primary City Council Priority and Performance Measure Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Project Priority Type Asset Preservation Estimated Project Costs Total Funding Sources General Obligation Bonds Total Operating Impacts None Project Number 6704329 2024-25 $165,624 2024-25 $165,624 $165,624 2024-25 $0 Estimated Start Ongoing 2025-26 2026-27 $100,000 $100,000 2025-26 2026-27 $100,000 $100,000 $100,000 $100,000 2025-26 2026-27 $0 $0 Estimated Completion Ongoing 2027-28 2028-29 Total 5 -Year $75,000 $125,000 $565,624 2027-28 2028-29 Total 5 -Year $75,000 $125,000 $565,624 $75,000 $125,000 $565,624 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Downtown Safety Barrier 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 for permanent safety barriers in front of downtown city facilties is being incorportated into abutting projects in the downtown. These barriers could include steel bollards, concrete bollards, or other similar infrastructure. Construction of the permanent safety barriers began in Fiscal Year 2023/24 with elements along 5th Street. Photo Coming Soon Primary City Council Priority and Performance Measure 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. Project Priority Type Asset Preservation Estimated Project Costs Total Funding Sources General Obligation Bonds Total Operating Impacts None Project Number 6710379 2024-25 $806,000 2024-25 $806,000 $806,000 2024-25 $0 Estimated Start 3/1/2024 2025-26 2026-27 $0 $0 2025-26 2026-27 $0 $0 $0 $0 2025-26 2026-27 $0 $0 7-79 Estimated Completion 12/31/2024 2027-28 2028-29 Total 5 -Year $0 $0 $806,000 2027-28 2028-29 Total 5 -Year $0 $0 $806,000 $0 $0 $806,000 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Energy Conservation Program Various City 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, 35% of city facilities are powered with renewable energy, from solar panels installed on city facilities, utility scale solar power from SRP and utility scale wind power from APS. In 2009, total electricity expenses for all city operations was $7.5 Million and was expected to increase to $12.5 Million by 2020. Over the last 10 years, because of the City’s 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 2024-25: Work with energy services consultants to determine next energy investments; Install LED lighting at various city facilities ($200,000); HVAC upgrades for up to 10 buildings ($400,000); Complete retro-commissioning of up to 3 buildings and implement next phase of building controls ($400,000); Implement energy conservation measures based on the previous year’s energy audits and re-commissioning reports ($75,0001 000/ ) FY 2026 FY 202 FY 2028 I l City Council j li d i and Performance i Primary Priority Measure Addressed Sustainable Growth & Development Project Priority Type Asset Preservation Estimated Project Costs Total Funding Sources General Obligation Bonds General Fund Cash Reserve - CIP Total Operating Impacts None Photo Coming Soon 4.19 Achieve the City Council goal of carbon neutrality in municipal operations by 2050. Project Number 6705179 2024-25 $1,334,000 2024-25 $834,000 $500,000 $1,334,000 2024-25 $0 Estimated Start Ongoing 2025-26 2026-27 $975,000 $175,000 2025-26 2026-27 $175,000 $175,000 $800,000 $0 $975,000 $175,000 2025-26 2026-27 $0 $0 Estimated Completion Ongoing 2027-28 2028-29 Total 5 -Year $175,000 $175,000 $2,834,000 2027-28 2028-29 Total 5 -Year $175,000 $175,000 $1,534,000 $0 $0 $1,300,000 $175,000 $175,000 $2,834,000 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Energy Efficiency & Renewable Energy Federal Grant 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 Climate Action Plan and Climate Action Plan Update, 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. The City anticipates receiving Energy Efficiency and Conservation Block Grant (EECBG) funds in 2024 and is applying for competetive Infrastructure Investment and Jobs Act (IIJA) funds and Inflation Reduction Act (IRA) funds. Sustainable Growth & Development Project Priority Type Asset Preservation Estimated Project Costs Total Funding Sources Grants/Other Total Operating Impacts None Photo Coming Soon Primary City Council Priority and Performance Measure Addressed 4.19 Achieve the City Council goal of carbon neutrality in municipal operations by 2050. Project Number 6709867 2024-25 $3,000,000 2024-25 $3,000,000 $3,000,000 2024-25 $0 Estimated Start Ongoing 2025-26 2026-27 $0 $0 2025-26 2026-27 $0 $0 $0 $0 2025-26 2026-27 $0 $0 7-80 Estimated Completion Ongoing 2027-28 2028-29 Total 5 -Year $0 $0 $3,000,000 2027-28 2028-29 Total 5 -Year $0 $0 $3,000,000 $0 $0 $3,000,000 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Implementation of Downtown Improvements Plan Downtown This project is 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 are being prioritized and phased over the next 5 years. Improvements will 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 also included in this project. Design is currently underway for improvements along Mill Avenue between University Drive and Rio Salado Parkway. Prelinary estimates from the conceptual design completed in 2022 suggest a total project cost of $21.8 million. The project will need to be phased, with the initial phase funded at $10.2 million in Fiscal Year 2023/24 and future phases funding the remaining balance of $11.6 million in Fiscal Years 2025/26 and 2026/27. Sustainable Growth & Development Project Priority Type Asset Preservation Estimated Project Costs Total Funding Sources General Obligation Bonds Capital Project Fund Balance Total Operating Impacts None Photo Coming Soon Primary City Council Priority and Performance Measure Addressed 4.11 Achieve a citywide (City and private property) 25% tree and shade canopy by 2040. Project Number 6708311 2024-25 $9,829,354 2024-25 $6,029,354 $3,800,000 $9,829,354 2024-25 $0 Estimated Start 7/1/2023 2025-26 2026-27 $5,800,000 $5,800,000 2025-26 2026-27 $5,800,000 $5,800,000 $0 $0 $5,800,000 $5,800,000 2025-26 2026-27 $0 $0 Estimated Completion 12/31/2028 2027-28 2028-29 Total 5 -Year $0 $0 $21,429,354 2027-28 2028-29 Total 5 -Year $0 $0 $17,629,354 $0 $0 $3,800,000 $0 $0 $21,429,354 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Municipal Facilities Warehouse To Be Determined This project will purchace a developed or undeveloped warehouse property for existing municipal facilities, including custodial, print shop, surplus warehouse, and IT warehouse functions. 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. Most of the functions identified in these studies are relocating to the new Tempe Municipal Operations Center, with the remaining functions programmed to be housed in this warehouse. The timing to vacate Priest Yard is dependent on redevelopment of that site. Depending on the timing and funding, another option is the leasing of a warehouse which would need to be addressed in the operating budget. Current programming is for $600,000 in FY 2025/26 for interim accommodations and $3,000,000 in FY 2028/29 to begin long-term accommodations. Sustainable Growth & Development Project Priority Type Asset Preservation Estimated Project Costs Total Funding Sources General Obligation Bonds Capital Project Fund Balance Total Operating Impacts None Photo Coming Soon Primary City Council Priority and Performance Measure Addressed 4.14 Achieve an average Facilities Condition Index (FCI) less than or equal to the national benchmark standards. Project Number NEW 2024-25 $0 2024-25 $0 $0 $0 2024-25 $0 Estimated Start 7/1/2024 2025-26 2026-27 $600,000 $0 2025-26 2026-27 $0 $0 $600,000 $0 $600,000 $0 2025-26 2026-27 $0 $0 7-81 Estimated Completion 6/30/2026 2027-28 2028-29 Total 5 -Year $0 $3,000,000 $3,600,000 2027-28 2028-29 Total 5 -Year $0 $3,000,000 $3,000,000 $0 $0 $600,000 $0 $3,000,000 $3,600,000 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Overhead to Underground Utility 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. Photo Coming Soon Sustainable Growth & Development Project Priority Type Customer Enhancements Estimated Project Costs Total Funding Sources General Obligation Bonds Total Operating Impacts None Primary City Council Priority and Performance Measure Addressed 4.11 Achieve a citywide (City and private property) 25% tree and shade canopy by 2040. Project Number 6710810 2024-25 $252,000 2024-25 $252,000 $252,000 2024-25 $0 Estimated Start Ongoing 2025-26 2026-27 $252,000 $177,000 2025-26 2026-27 $252,000 $177,000 $252,000 $177,000 2025-26 2026-27 $0 $0 Estimated Completion Ongoing 2027-28 2028-29 Total 5 -Year $252,000 $318,926 $1,251,926 2027-28 2028-29 Total 5 -Year $252,000 $318,926 $1,251,926 $252,000 $318,926 $1,251,926 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Resilient Energy Hubs Various City Facilities This project is to fund the implementation of resilient energy hubs throughout the City of Tempe. Resilient Energy Hubs are a highlight action of Tempe’s Climate Action Plan. The 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 reduce the city's Greenhouse Gas emissions through fully using the city’s solar installations. The first pilot project in this plan will likely be the EnVision Tempe project on Apache Boulevard. Sustainable Growth & Development Project Priority Type Asset Preservation Estimated Project Costs Total Funding Sources General Obligation Bonds Total Operating Impacts None Photo Coming Soon Primary City Council Priority and Performance Measure Addressed 4.18 Achieve community carbon neutrality by 2060 with equitable outcomes. Project Number 6710820 2024-25 $1,100,000 2024-25 $1,100,000 $1,100,000 2024-25 $0 Estimated Start Ongoing 2025-26 2026-27 $200,000 $200,000 2025-26 2026-27 $200,000 $200,000 $200,000 $200,000 2025-26 2026-27 $0 $0 7-82 Estimated Completion 1/0/1900 2027-28 2028-29 Total 5 -Year $200,000 $200,000 $1,900,000 2027-28 2028-29 Total 5 -Year $200,000 $200,000 $1,900,000 $200,000 $200,000 $1,900,000 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Shade and Green Stormwater 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 by 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 began with a Green Infrastructure Master Plan in FY 2024 that will guide future design and construction of green infrastrucure on city properties and in the public right-of-way. Sustainable Growth & Development Photo Coming Soon Primary City Council Priority and Performance Measure Addressed 4.11 Achieve a citywide (City and private property) 25% tree and shade canopy by 2040. Project Priority Type Asset Preservation Estimated Project Costs Total Funding Sources General Obligation Bonds Total Operating Impacts None Project Number 6710800 2024-25 $1,150,000 2024-25 $1,150,000 $1,150,000 2024-25 $0 Estimated Start Ongoing 2025-26 2026-27 $400,000 $400,000 2025-26 2026-27 $400,000 $400,000 $400,000 $400,000 2025-26 2026-27 $0 $0 Estimated Completion Ongoing 2027-28 2028-29 Total 5 -Year $2,000,000 $2,500,000 $6,450,000 2027-28 2028-29 Total 5 -Year $2,000,000 $2,500,000 $6,450,000 $2,000,000 $2,500,000 $6,450,000 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Solar Power Partnerships & Solar in City Facilities Various City Facilities This project will help to accomplish the following objectives: increase the city’s renewable energy portfolio and power city facilities with sustainable energy; utilize clean, renewable energy to offset/reduce non-renewable energy use in city facilities; and reduce the City’s carbon footprint. Thirty-five percent of city facilities are powered by renewable energy. Tempe currently has 4.14 MW of solar power at 9 city facilities, 6 of those were built through solar service agreements with a solar developer. In 2019, SRP and City of Tempe entered into a partnership for 2.4 MW of utility-scale solar power from a 100 MW solar plant built in Eloy, Arizona. The utility-scale solar field came online in 2022. In December 2022, City Council entered into a partnership with APS to provide all of the city facilities in the APS service area with renewable energy. As the solar landscape is changing, staff is looking for new ways to develop solar projects in the city through partnerships with the local utility, ASU and the community. The future plan for solar installations in Tempe will include one or more of the following: (1) work with the utility on solar with battery storage to create a resilient energy hub at EnVision at Dorsey and Apache (2) install solar panels at Fire Station 2 & TMOC (3) purchase utility-scale renewable energy to power city facilities (4) collaborate with ASU and/or other cities on a solar project or renewable energy power purchase agreement, and (5) determine the feasibility of a community solar pilot project. The exact locations and technologies are still being assessed. Staff will work with the city’s utility consultant, the utility, ASU, and community partners to help determine which sites over the next 5 years will provide triple bottom line benefits to the city including shaded public space and parking, clean energy and energy savings. To date, the City has achieved 35% towards Council’s goal of providing 100% of city operations energy use with renewable energy sources by the year 2035. Sustainable Growth & Development Project Priority Type Asset Preservation Estimated Project Costs Total Funding Sources General Obligation Bonds Total Operating Impacts None Photo Coming Soon Primary City Council Priority and Performance Measure Addressed 4.19 Achieve the City Council goal of carbon neutrality in municipal operations by 2050. Project Number 6708369 2024-25 $657,794 2024-25 $657,794 $657,794 2024-25 $0 Estimated Start Ongoing 2025-26 2026-27 $200,000 $200,000 2025-26 2026-27 $200,000 $200,000 $200,000 $200,000 2026-27 2025-26 $0 $0 7-83 Estimated Completion Ongoing 2027-28 2028-29 Total 5 -Year $200,000 $200,000 $1,457,794 2027-28 2028-29 Total 5 -Year $200,000 $200,000 $1,457,794 $200,000 $200,000 $1,457,794 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Tempe Municipal Operations Center - Phase 1 West of EVBOM Facility This projecti is the first phase of the new Tempe Municipal Operations Center located on a vacant parcel of City-owned land located immediatly west of the East Valley Bus Operations and Maintenance Facility (EVBOM). 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 separate project, Phase 2, will focus on an additional building and facilities for Fleet and Solid Waste. Sustainable Growth & Development Project Priority Type Asset Preservation Estimated Project Costs Total Funding Sources American Rescue Plan Act General Obligation Bonds Total Operating Impacts None Photo Coming Soon Primary City Council Priority and Performance Measure Addressed 4.14 Achieve an average Facilities Condition Index (FCI) less than or equal to the national benchmark standards. Project Number 6710611 2024-25 $9,349,658 2024-25 $8,349,658 $1,000,000 $9,349,658 2024-25 $0 Estimated Start 7/1/2022 2025-26 2026-27 $0 $0 2025-26 2026-27 $0 $0 $0 $0 $0 $0 2025-26 2026-27 $0 $0 Estimated Completion 9/1/2024 2027-28 2028-29 Total 5 -Year $0 $0 $9,349,658 2027-28 2028-29 Total 5 -Year $0 $0 $8,349,658 $0 $0 $1,000,000 $0 $0 $9,349,658 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Tempe Municipal Operations Center - Phase 2 West of EVBOM 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. Sustainable Growth & Development Project Priority Type Asset Preservation Estimated Project Costs Total Funding Sources General Obligation Bonds Solid Waste Fund General Fund Cash Reserve - CIP HOLD - Pending GO Bond Election Total Operating Impacts Personnel Services Supplies and Services Total Photo Coming Soon Primary City Council Priority and Performance Measure Addressed 4.14 Achieve an average Facilities Condition Index (FCI) less than or equal to the national benchmark standards. Project Number 6711269 2024-25 $61,413,690 2024-25 $5,900,000 $20,000,000 $26,957,466 $8,556,224 $61,413,690 2024-25 $55,120 $85,000 $140,120 Estimated Start 7/1/2022 2025-26 2026-27 $0 $0 2025-26 2026-27 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 2025-26 2026-27 $56,338 $57,633 $69,500 $69,500 $127,133 $125 ,838 7-84 Estimated Completion 6/30/2025 2027-28 2028-29 Total 5 -Year $0 $0 $61,413,690 2027-28 2028-29 Total 5 -Year $0 $0 $5,900,000 $0 $0 $20,000,000 $0 $0 $26,957,466 $0 $0 $8,556,224 $0 $0 $61,413,690 2027-28 2028-29 Total 5 -Year $59,002 $60,467 $288,559 $69,500 $69,500 $363,000 $128,502 $129,967 $651,559 Capital Improvements Program ADA Improvements - City Facilities Various This project involves updating infrastructure not constructed to current ADA specifications and improving overall accessibility using the ADA Transition Plan. The Transition Plan includes city facilities and identifies and prioritizes needed improvements. It is expected to be approximately $300,000 - $1 million in modifications at each facility. Currently, construction work is taking place on restroom renovations for Adult Services building. Other projects include: Main PD parking garage and access into main PD, Community Services 2nd floor office space and similar projects. Photo Coming Soon Quality of Life Project Priority Type Public Health and Safety Estimated Project Costs Total Funding Sources General Obligation Bonds Total Operating Impacts None 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 6709869 2024-25 $1,035,978 2024-25 $1,035,978 $1,035,978 2024-25 $0 Estimated Start Ongoing 2025-26 2026-27 $500,000 $500,000 2025-26 2026-27 $500,000 $500,000 $500,000 $500,000 2025-26 2026-27 $0 $0 Estimated Completion Ongoing 2027-28 2028-29 Total 5 -Year $500,000 $500,000 $3,035,978 2027-28 2028-29 Total 5 -Year $500,000 $500,000 $3,035,978 $500,000 $500,000 $3,035,978 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program BEAM 433 S FARMER The project is start the design to relocate some existing downtown departments into The Garage at The Beam at 433 S. Farmer. The existing space at the BEAM is shell space that is approximately 15,000sq ft. The City's goal is to create a new hybrid workspace model. The scope of the renovations needed includes: Architectural, Mechanical, Electrical, Plumbing, Fire Protection, Specifications, Code Review, and Code Signage. Design to start in FY24; Construction and relocation of staff FY25. Photo Coming Soon Sustainable Growth & Development Project Priority Type Customer Enhancements Estimated Project Costs Total Funding Sources General Fund Cash Reserve - CIP Total Operating Impacts Supplies and Services Total Primary City Council Priority and Performance Measure Addressed 4.14 Achieve an average Facilities Condition Index (FCI) less than or equal to the national benchmark standards. Project Number NEW 2024-25 $2,260,000 2024-25 $2,260,000 $2,260,000 2024-25 $171,600 $171,600 Estimated Start 2/1/2024 2025-26 2026-27 $0 $0 2025-26 2026-27 $0 $0 $0 $0 2025-26 2026-27 $171,600 $171,600 $171,600 $171,600 7-85 Estimated Completion 06/30//2025 2027-28 2028-29 Total 5 -Year $0 $0 $2,260,000 2027-28 2028-29 Total 5 -Year $0 $0 $2,260,000 $0 $0 $2,260,000 2027-28 2028-29 Total 5 -Year $171,600 $171,600 $858,000 $171,600 $171,600 $858,000 Capital Improvements Program Chilled Water Loop Repairs - Downtown City Buildings Downtown Municipal 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 (East and West Garden areas) 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 is 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. Current projects include: City Hall West Wing - Complete FY24; City Hall East Wing ($3.04M) - Design and construction FY24. Future Projects: City Hall Tower ($3.115M); AHU Main PD . Photo Coming Soon Primary City Council Priority and Performance Measure Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Project Priority Type Asset Preservation Estimated Project Costs Total Funding Sources General Obligation Bonds HOLD - Pending GO Bond Election Total Operating Impacts None Project Number 6710109 2024-25 $4,491,859 2024-25 $2,900,000 $1,591,859 $4,491,859 2024-25 $0 Estimated Start 3/13/2019 2025-26 2026-27 $900,000 $900,000 2025-26 2026-27 $900,000 $900,000 $0 $0 $900,000 $900,000 2025-26 2026-27 $0 $0 Estimated Completion 12/31/2029 2027-28 2028-29 Total 5 -Year $900,000 $900,000 $8,091,859 2027-28 2028-29 Total 5 -Year $900,000 $900,000 $6,500,000 $0 $0 $1,591,859 $900,000 $900,000 $8,091,859 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program City Facilities Small Scale Remodels Various This project funds small scale remodel projects. Although these are smaller projects, they 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 $3.75M and include: Design work of the BEAM, community centers, Fire stations, Police Department, History Museum, projects such as: updating cabinets, flooring, painting. There are also projects to address for space use changes and address safety issues. An updated Faciltiies Master Plan will be funded by this CIP. Sustainable Growth & Development Project Priority Type Asset Preservation Estimated Project Costs Total Funding Sources General Obligation Bonds Total Operating Impacts None Photo Coming Soon Primary City Council Priority and Performance Measure Addressed 4.14 Achieve an average Facilities Condition Index (FCI) less than or equal to the national benchmark standards. Project Number 6708289 2024-25 $1,018,560 2024-25 $1,018,560 $1,018,560 2024-25 $0 Estimated Start Ongoing 2025-26 2026-27 $750,000 $750,000 2025-26 2026-27 $750,000 $750,000 $750,000 $750,000 2025-26 2026-27 $0 $0 7-86 Estimated Completion Ongoing 2027-28 2028-29 Total 5 -Year $750,000 $750,000 $4,018,560 2027-28 2028-29 Total 5 -Year $750,000 $750,000 $4,018,560 $750,000 $750,000 $4,018,560 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program City Hall Municipal Complex Improvements Harry E. Mitchell Government Center The City completed a space utilization 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 these 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: (2) Modernization – Design East Wing in FY 25/26 (3) Modernization – Construction East Wing in FY 26/27 and Modernization – Design West Wing in FY 26/27 (4) Modernization - Construction West Wing in FY 27/28. Photo Coming Soon Primary City Council Priority and Performance Measure Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Project Priority Type Asset Preservation Estimated Project Costs Total Funding Sources General Obligation Bonds Total Operating Impacts None Project Number 6709519 2024-25 $0 2024-25 $0 $0 2024-25 $0 Estimated Start Ongoing 2025-26 2026-27 $260,000 $4,145,000 2025-26 2026-27 $260,000 $4,145,000 $260,000 $4,145,000 2025-26 2026-27 $0 $0 Estimated Completion 12/31/2029 2027-28 2028-29 Total 5 -Year $5,239,500 $0 $9,644,500 2027-28 2028-29 Total 5 -Year $5,239,500 $0 $9,644,500 $5,239,500 $0 $9,644,500 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program City Hall Municipal Complex Repairs Harry E. Mitchell Government Center As City Hall infrastructure ages, it is important to continue to make improves which ensure replacement of surrounding concreate decking, stairs, pathways. Construction has been in full force with the replacement of the Municipal Complex’s plaza deck and roof. During these design 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 in which is part of this project to preserve our infrastructure. There are also tree roots that are growing between the plaza decking and the roofing membranes. Landscape architecture services are needed 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. Many of the ADA repairs will need to be addressed during the same timeframe of the structural repairs. It is estimated that over the next 5 years $5.5M will continue to be needed to fund these improvements. Photo Coming Soon Primary City Council Priority and Performance Measure Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Project Priority Type Asset Preservation Estimated Project Costs Total Funding Sources General Obligation Bonds Total Operating Impacts None Project Number 6710119 2024-25 $1,501,888 2024-25 $1,501,888 $1,501,888 2024-25 $0 Estimated Start 7/1/2018 2025-26 2026-27 $1,500,000 $1,500,000 2025-26 2026-27 $1,500,000 $1,500,000 $1,500,000 $1,500,000 2025-26 2026-27 $0 $0 7-87 Estimated Completion 12/31/2030 2027-28 2028-29 Total 5 -Year $0 $1,009,000 $5,510,888 2027-28 2028-29 Total 5 -Year $0 $1,000,000 $5,501,888 $0 $1,000,000 $5,501,888 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program City-Owned Historic Building Deficiencies Correction Tempe In 2023, the City of Tempe contracted FM Solutions to evaluate City-owned buildings to identify deficiencies and to assess maintenance needs. Several of these buildings have historic designations in the National Register of Historic Places and/or the Tempe Historic Property Register. Since current City funding do not provide for the correction of these recently discovered deficiencies in City-owned historic buildings, additional funding, not available in the Historic Properties Building Maintenance cost center, is needed. Photo Pho P Ph h ho otto o Coming Com Co C om o miin ing ng n g Soon So S oon on Sustainable Growth & Development Priority Type Asset Preservation Estimated Project Costs Total Funding Sources HOLD - Pending GO Bond Election Total Operating Impacts None Primary City Council Priority and Performance Measure Addressed 4.20 Achieve customer satisfaction ratings of "Strongly Agree" or "Agree" with the Community Development Processes greater than or equal to 90% as measured by the Community Development Process Survey. Project Number NEW 2024-25 $250,000 2024-25 $250,000 $250,000 2024-25 $0 Estimated Start 1/2/2025 2025-26 2026-27 $250,000 $0 2025-26 2026-27 $250,000 $0 $250,000 $0 2025-26 2026-27 $0 $0 Estimated Completion Ongoing 2027-28 2028-29 Total 5 -Year $0 $0 $500,000 2027-28 2028-29 Total 5 -Year $0 $0 $500,000 $0 $0 $500,000 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Cooling Tower Replacement and Repairs Various The cooling towers at Main PD, Apache PD, and Library are past or approaching the end of asset life. Maintenance and replacement plan for these major assets is needed. Cooling towers are used for heating, ventilation, and air conditioning (HVAC). Cooling towers provide a cost-effective and energy efficient operation of systems in need of cooling. An assessment of the facilities and repair/replacement schedule will be completed FY22/23. Approximately $50k in maintenance yearly is needed to keep the cooling towers operational until major repairs and/or replacement is complete. Design will be needed for repairs and/or replacement. Due to long lead times, equipment will need to be pre-ordered. Any scheduled repairs or replacements must take place during the winter months. Sustainable Growth & Development Project Priority Type Asset Preservation Estimated Project Costs Total Funding Sources General Obligation Bonds Total Operating Impacts Supplies and Services Total Photo Coming Soon Primary City Council Priority and Performance Measure Addressed 4.14 Achieve an average Facilities Condition Index (FCI) less than or equal to the national benchmark standards. Project Number 6711279 2024-25 $175,000 2024-25 $175,000 $175,000 2024-25 $50,000 $50,000 Estimated Start 7/1/2023 2025-26 2026-27 $0 $0 2025-26 2026-27 $0 $0 $0 $0 2025-26 2026-27 $50,000 $50,000 $50,000 $50,000 7-88 Estimated Completion 12/31/2029 2027-28 2028-29 Total 5 -Year $0 $3,000,000 $3,175,000 2027-28 2028-29 Total 5 -Year $0 $3,000,000 $3,175,000 $0 $3,000,000 $3,175,000 2027-28 2028-29 Total 5 -Year $50,000 $50,000 $250,000 $50,000 $50,000 $250,000 Capital Improvements Program Eisendrath Adobe Restoration 1400 N COLLEGE The Eisendrath House is a City-owned abode house built in 1930. It is listed in both the National Register of Historic Places and the Tempe Historic Property Register. Adobe is a delicate natural material that requires periodic repair and replacement. In 2023-2024, the south side abode wall is being restored. This funding will facilitate the repair or replacement of the rest of the building's adobe sections. Photo Pho P Ph h ho otto o Coming Com Co C om o miin ing ng n g Soon So S oon on Sustainable Growth & Development Priority Type Asset Preservation Estimated Project Costs Total Funding Sources HOLD - Pending GO Bond Election Total Operating Impacts None Primary City Council Priority and Performance Measure Addressed 4.20 Achieve customer satisfaction ratings of "Strongly Agree" or "Agree" with the Community Development Processes greater than or equal to 90% as measured by the Community Development Process Survey. Project Number NEW 2024-25 $300,000 2024-25 $300,000 $300,000 2024-25 $0 Estimated Start 1/2/2025 2025-26 2026-27 $300,000 $0 2025-26 2026-27 $300,000 $0 $300,000 $0 2025-26 2026-27 $0 $0 Estimated Completion Ongoing 2027-28 2028-29 Total 5 -Year $0 $0 $600,000 2027-28 2028-29 Total 5 -Year $0 $0 $600,000 $0 $0 $600,000 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Emergency Capital Repair Various This project funds major unplanned and emergency repairs to building assets across approximately 139 city facilities with over 2.9 million square feet of space. Each year the city experiences unplanned incidents, including storm-related damage, property damage, sewer backups, flooding and electrical emergencies. The purpose of this CIP is to respond to emergencies at public facilities and buildings. This CIP helps to cover unexpected repairs. Photo Coming Soon Primary City Council Priority and Performance Measure 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. Project Priority Type Public Health and Safety Estimated Project Costs Total Funding Sources General Obligation Bonds Total Operating Impacts None Project Number 6799779 2024-25 $404,263 2024-25 $404,263 $404,263 2024-25 $0 Estimated Start Ongoing 2025-26 2026-27 $325,000 $325,000 2025-26 2026-27 $325,000 $325,000 $325,000 $325,000 2025-26 2026-27 $0 $0 7-89 Estimated Completion Ongoing 2027-28 2028-29 Total 5 -Year $325,000 $325,000 $1,704,263 2027-28 2028-29 Total 5 -Year $325,000 $325,000 $1,704,263 $325,000 $325,000 $1,704,263 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Existing City Building Asset Management Program - Replacement & Repairs Various - Citywide This project funds major asset system replacements and upgrades across approximately 139 city facilities. This project provides funding 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 is to maintain 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 dollar amount to promote and move the City closer to achieving Performance Measures 4.14 and 3.36. At current funding levels, a large gap is created between the needs of City facilities and the financial ability to address the needs. Justification for this request includes data collection, analysis and recommendations from a variety of industry consultants including 1) Facilities Master Plan study by Makers; 2) Asset life cycle plan for the following assets: Elevators, grease traps, and fire systems, roll up doors; 3) Tempe's asset management software program which tracks asset life cycles, condition ratings and costs for replacement; 4) Assessments; and 5) Employee Survey results. Operating Impacts have been included to cover preventative maintenance costs to help extend the life of new and existing assets and for the increase in cost of replacement components and materials. The recommended plan from Makers includes budgeting for annual predicted maintenance and deficiencies. Currently, for general funded facilities that are not already separately funded for maintenance, predicted maintenance is $25.36M for the next 5 years and deficiencies total $38.63M. Average total cost is approximately $8.923M. Sustainable Growth & Development Project Priority Type Asset Preservation Estimated Project Costs Total Funding Sources General Obligation Bonds HOLD - Pending GO Bond Election Total Operating Impacts Supplies and Services Total Photo Coming Soon Primary City Council Priority and Performance Measure Addressed 4.14 Achieve an average Facilities Condition Index (FCI) less than or equal to the national benchmark standards. Project Number 6708849 2024-25 $21,101,883 2024-25 $14,901,883 $6,200,000 $21,101,883 2024-25 $25,000 $25,000 Estimated Start Ongoing 2025-26 2026-27 $6,200,000 $6,925,000 2025-26 2026-27 $0 $0 $6,200,000 $6,925,000 $6,200,000 $6,925,000 2025-26 2026-27 $25,000 $25,000 $25,000 $25,000 Estimated Completion Ongoing 2027-28 2028-29 Total 5 -Year $6,466,000 $8,500,000 $49,192,883 2027-28 2028-29 Total 5 -Year $0 $0 $14,901,883 $6,466,000 $8,500,000 $34,291,000 $6,466,000 $8,500,000 $49,192,883 2027-28 2028-29 Total 5 -Year $25,000 $25,000 $125,000 $25,000 $25,000 $125,000 Capital Improvements Program General Governmental Contingency N/A General Governmental Contingency for unanticipated capital project expenses. This is appropriation only and the funding source is identified at the time the contingency is used. Photo Pho Ph P ho h oto to Coming Com Co C o om miin ing ng n g Soon So S oon on Primary City Council Priority and Performance Measure Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Priority Type Asset Preservation Estimated Project Costs Total Funding Sources Grants/Other Total Operating Impacts None N/A 2024-25 $31,500,000 2024-25 $31,500,000 $31,500,000 2024-25 $0 7/1/2024 2025-26 2026-27 $0 2025-26 2027-28 $0 2026-27 $0 $0 2025-26 2026-27 $0 7-90 $0 2027-28 $0 $0 $0 $0 2027-28 $0 Ongoing Total 5 -Year $0 $31,500,000 2028-29 Total 5 -Year $0 $31,500,000 $0 $31,500,000 2028-29 Total 5 -Year $0 $0 2028-29 $0 Capital Improvements Program Historic Properties Building Maintenance Various - Citywide This project combines the efforts of the Facilities Division, with Community Services and Community Development to fund the rehabilitation and repair of aging historic facilities, infrastructure, and systems. The City has 9 buildings designated as historic properties with an average age of 100 years (Peterson House, Hayden Flour Mill, Hackett House, Elias Rodriguez, BB Mouer House, Hayden House, Hatton Hall, Sandra Day O’Connor and Eisendrath). The project includes 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. Recently, assessments for all Historic Facilities was completed. This funding will allow Facilities to continue to make improvements to the Historic properties. Other projects include: Hackett House Roof Replacement and various lighting upgrades. Sustainable Growth & Development Project Priority Type Asset Preservation Estimated Project Costs Total Funding Sources General Obligation Bonds Total Operating Impacts None Photo Coming Soon Primary City Council Priority and Performance Measure Addressed 4.14 Achieve an average Facilities Condition Index (FCI) less than or equal to the national benchmark standards. Project Number 6706809 2024-25 $603,519 2024-25 $603,519 $603,519 2024-25 $0 Estimated Start Ongoing 2025-26 2026-27 $357,000 $357,000 2025-26 2026-27 $357,000 $357,000 $357,000 $357,000 2025-26 2026-27 $0 $0 Estimated Completion Ongoing 2027-28 2028-29 Total 5 -Year $357,000 $425,000 $2,099,519 2027-28 2028-29 Total 5 -Year $357,000 $425,000 $2,099,519 $357,000 $425,000 $2,099,519 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Petersen House Deck Replacement 1414 W SOUTHERN The City-owned Petersen House (1892) is the oldest Queen Anne Victorian brick residence in the Salt River Valley. It is listed in both the National Register of Historic Places and the Tempe Historic Property Register. Various repairs of the house's original porch have extended its life, but a recent evaluation concluded that full replacement is necessary. This funding will provide support not available in the Historic Properties Building Maintenance cost center. Photo Pho Ph P ho h oto to Coming Com Co C o om miin ing ng n g Soon So S oon on Sustainable Growth & Development Priority Type Asset Preservation Estimated Project Costs Total Funding Sources HOLD - Pending GO Bond Election Total Operating Impacts None Primary City Council Priority and Performance Measure Addressed 4.20 Achieve customer satisfaction ratings of "Strongly Agree" or "Agree" with the Community Development Processes greater than or equal to 90% as measured by the Community Development Process Survey. Project Number NEW 2024-25 $300,000 2024-25 $300,000 $300,000 2024-25 $0 Estimated Start 1/2/2025 2025-26 2026-27 $0 $0 2025-26 2026-27 $0 $0 $0 $0 2025-26 2026-27 $0 $0 7-91 Estimated Completion Ongoing 2027-28 2028-29 Total 5 -Year $0 $0 $300,000 2027-28 2028-29 Total 5 -Year $0 $0 $300,000 $0 $0 $300,000 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Citizen / Customer Relationship Management (CRM) System 120 E 5th 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 most recently seen with concerns around community safety and the quality of city streets, the need to effectively engage with citizens regarding subjects of community interest must be a top priority. In order for initiatives, such as the 30/60/90 plan to address the unsheltered population, 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 2.05 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. Priority Type Customer Enhancements Estimated Project Costs Total Funding Sources General Obligation Bonds Total Operating Impacts Supplies and Services Total Project Number 6711289 2024-25 $1,040,000 2024-25 $1,040,000 $1,040,000 2024-25 $690,000 $690,000 Estimated Start 7/1/2023 2025-26 2026-27 $0 $0 2025-26 2026-27 $0 $0 $0 $0 2025-26 2026-27 $540,000 $540,000 $540,000 $540,000 Estimated Completion 6/30/2025 2027-28 2028-29 Total 5 -Year $0 $0 $1,040,000 2027-28 2028-29 Total 5 -Year $0 $0 $1,040,000 $0 $0 $1,040,000 2027-28 2028-29 Total 5 -Year $540,000 $540,000 $2,850,000 $540,000 $540,000 $2,850,000 Capital Improvements Program City Fiber Communication Expansion Citywide Tempe Information Technololgy has partnered with other Tempe departments for a goal of connecting all city assets that require secured and reliable network connectivity through fiber optic cable. This would include Tempe facilities, traffic signals, large water meters, sewer lift stations, and water SCADA infrastructure for high speed, secure communications. As part of this goal, Information Technology and Engineering, where it is required that an open trench be in our rightof-way, will place conduit and fiber to expand the network. In addition, spare conduit will be placed for future use in smart cities sensor applications, expanding telecommunications coverage for citizens, and attracting high-tech development through an existing fiber communications network. Expanding the fiber network will also extend secured connectivity for alternative routing between Police and Fire radio towers, which have been impeded and impacted by the rising development in downtown Tempe, reducing redundancy and fail-over radio infrastructure. Photo Coming Soon Primary City Council Priority and Performance Measure Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Priority Type Customer Enhancements Estimated Project Costs Total Funding Sources HOLD - Pending GO Bond Election Total Operating Impacts None Project Number New 2024-25 $100,000 2024-25 $100,000 $100,000 2024-25 $0 Estimated Start 7/1/2024 2025-26 2026-27 $200,000 $100,000 2025-26 2026-27 $200,000 $100,000 $200,000 $100,000 2025-26 2026-27 $0 $0 7-92 Estimated Completion Ongoing 2027-28 2028-29 Total 5 -Year $190,000 $450,000 $1,040,000 2027-28 2028-29 Total 5 -Year $190,000 $450,000 $1,040,000 $190,000 $450,000 $1,040,000 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Citywide Communication Towers and Monopole Relocation & Replacement City of Tempe Communication towers are steel poles 100 -150 feet tall on top of which communication equipment is installed. Providing City of Tempe with alternative network connectivity to critical facilities such as Police, Fire, and Water. The communication towers have been enduring weather conditions for more than 15 years, resulting in signs of degradation of structural integrity. To extend the life of the existing communication towers and prevent damage, funding is needed for restoration, replacement, or relocation of the communication towers. Tempe's skyline has changed significantly over the past 15 years and continues to develop, leading to high-rises obstructing primary and alternate communication paths, leaving Tempe without any recourse or redundant connections to critical locations such Police, Fire, and Water. In addition to the restoration, replacement, and relocation, the addition of new communication tower(s) on a strategic location will enhance and future-proof the alternative communication paths for City of Tempe critical infrastructure. Because the City shares a binding agreement with the RWC (Regional Wireless Coop) to share the monopoles for Police and Fire Radio infrastructure, these structures and the infrastructure is critical to the radio communication and safety of our Police and Fire personnel. In the event of failure or loss, Police and Fire radio communication will fail and place such personnel at great risk. Photo Coming Soon Primary City Council Priority and Performance Measure Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Priority Type Asset Preservation Estimated Project Costs Total Funding Sources HOLD - Pending GO Bond Election Total Operating Impacts None Project Number New 2024-25 $192,000 2024-25 $192,000 $192,000 2024-25 $0 Estimated Start 7/1/2024 2025-26 2026-27 $200,000 $0 2025-26 2026-27 $200,000 $0 $200,000 $0 2025-26 2026-27 $0 $0 Estimated Completion 6/30/2029 2027-28 2028-29 Total 5 -Year $150,000 $550,000 $1,092,000 2027-28 2028-29 Total 5 -Year $150,000 $550,000 $1,092,000 $150,000 $550,000 $1,092,000 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Core Network Replacement 120 E 5th St Replace the enterprise network backbone and associated equipment that is reaching end of service life and support. This would consist of a three year program to replace the existing core Cisco Nexus7706 series switch/routers in the first year and then edge core switches in the major City of Tempe campuses over the remaining two years to maintain system compatibility and performance. The enterprise network is the backbone utilized to move data and information between computer systems, applications, departments, and people. Our existing core network consist of two Cisco/Nexus 7706 series enterprise switch/routers. Fiber optic cable connect these core devices with every edge core switch and server rack in the computer room and the switches and routers located at each City facility. Each Cisco/Nexus 7706 is capable of losing several cards or power supplies without losing the capability to move critical data. In addition, each system is fiber connected to both switches for full redundancy. Loss of these switches would cause a catastrophic loss of the ability to move data and users would lose connection to their business applications. The Cisco/Nexus 7706 currently at use at the City of Tempe were purchase in 2018 , Cisco currently projects they will reach end of sale in 2023 and end of support in 2028 leaving Tempe vulnerable. A new central core and replacement of the Cisco/Nexus 7706 is critical to maintaining efficient and effective information flow on the computer network backbone. Photo Coming Soon Primary City Council Priority and Performance Measure Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Priority Type Asset Preservation Estimated Project Costs Total Funding Sources HOLD - Pending GO Bond Election Total Operating Impacts None Project Number New 2024-25 $0 2024-25 $0 $0 2024-25 $0 Estimated Start 7/1/2027 2025-26 2026-27 $0 $0 2025-26 2026-27 $0 $0 $0 $0 2025-26 2026-27 $0 $0 7-93 Estimated Completion 6/30/1930 2027-28 2028-29 Total 5 -Year $0 $500,000 $500,000 2027-28 2028-29 Total 5 -Year $0 $500,000 $500,000 $0 $500,000 $500,000 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Cybersecurity & Regulatory Compliance Program Citywide The City of Tempe's cybersecurity and regulatory compliance program serves all City Departments. This request seeks to significantly advance metrics associated with the Cybersecurity Council Priority (5.12). 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 is neccesary to grow and maintain security and visibility of Tempe's critical infrastructure and information assets wherever they are hosted and accessed from. Adopting this request helps City of Tempe quantify accurately, manage and mitigate cyber related risks significantly advancing Council Priority 5.12. Investing in these proactive measures helps Tempe be able stweards of the information assets 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 cyber breach insurance the adjuster can nullify Tempe's claim if we are not by what they spell out during our annual underwriting process to us industry current in our handling of confidential and regulatory protected infromation assets. Photo Coming Soon Primary City Council Priority and Performance Measure 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 Type Asset Preservation Estimated Project Costs Total Funding Sources General Obligation Bonds Total Operating Impacts Supplies and Services Total Project Number 6710129 2024-25 $1,765,000 2024-25 $1,765,000 $1,765,000 2024-25 $248,000 $248,000 Estimated Start 4/10/2019 2025-26 2026-27 $1,040,000 $1,040,000 2025-26 2026-27 $1,040,000 $1,040,000 $1,040,000 $1,040,000 2025-26 2026-27 $248,000 $248,000 $248,000 $248,000 Estimated Completion Ongoing 2027-28 2028-29 Total 5 -Year $1,195,000 $1,195,000 $6,235,000 2027-28 2028-29 Total 5 -Year $1,195,000 $1,195,000 $6,235,000 $1,195,000 $1,195,000 $6,235,000 2027-28 2028-29 Total 5 -Year $248,000 $248,000 $1,240,000 $248,000 $248,000 $1,240,000 Capital Improvements Program Data and Technology Plan 120 E 5th St Mayor Corey Woods initiated the Tempe Public Safety Advisory Task Force (PSATF) to strengthen trust, accountability, and dialogue between the community and Tempe Police. Among its five strategic pillars, the PSATF prioritized Data and Transparency with a bold vision to cultivate trusting relationships through data-driven insights, capability enablement, and operational planning. In response, Tempe issued a RFP, seeking a qualified firm to conduct a comprehensive technology and data assessment across departments, aiming to build a compelling case for change, identify technology needs, and address challenges and key risks. This CIP will finance data discovery for a Data and Technology Plan (DTP), implementing recommendations. Using the DTP's analysis, a software solution will be developed to operationalize the plan's recommendations, creating a scalable data platform for PSATF's vision. The platform will enhance Public Safety by publishing internal and external data, supporting advanced analytics for city-wide solutions. Photo Coming Soon Upon review of possible vendors, it has become clear that a scalable solution that can grow with the City will be much more effective to contract directly with experts in cloud development and data warehousing, resulting in most of this year's funding needing to be re-appropriated. With this approach, the inital expenses will be spread out over a longer period of time and save on project management costs, and will allow capital dollars to go further, and to be used for the purchase of enterprise level data transparency software and data cataloging software to allow better access to non-technical staff. Primary City Council Priority and Performance Measure Addressed Strong Community Connection 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. Priority Type Customer Enhancements Estimated Project Costs Total Funding Sources General Obligation Bonds Total Operating Impacts None Project Number 6710839 2024-25 $2,040,200 2024-25 $2,040,200 $2,040,200 2024-25 $0 Estimated Start 17/01/22 2025-26 2026-27 $0 $0 2025-26 2026-27 $0 $0 $0 $0 2025-26 2026-27 $0 $0 7-94 Estimated Completion 6/30/2025 2027-28 2028-29 Total 5 -Year $0 $0 $2,040,200 2027-28 2028-29 Total 5 -Year $0 $0 $2,040,200 $0 $0 $2,040,200 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Enterprise Software Upgrades and Replacement Citywide When this CIP was originally submitted the Technology 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 2.05 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. Priority Type Customer Enhancements Estimated Project Costs Total Funding Sources General Obligation Bonds Total Operating Impacts None Project Number 6708739 2024-25 $400,000 2024-25 $400,000 $400,000 2024-25 $0 Estimated Start 7/1/2017 2025-26 2026-27 $200,000 $200,000 2025-26 2026-27 $200,000 $200,000 $200,000 $200,000 2025-26 2026-27 $0 $0 Estimated Completion Ongoing 2027-28 2028-29 Total 5 -Year $200,000 $200,000 $1,200,000 2027-28 2028-29 Total 5 -Year $200,000 $200,000 $1,200,000 $200,000 $200,000 $1,200,000 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Microwave Communications 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, 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 antennas 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 environment. Photo Coming Soon Primary City Council Priority and Performance Measure Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Priority Type Asset Preservation Estimated Project Costs Total Funding Sources General Obligation Bonds Total Operating Impacts None Project Number 6710849 2024-25 $150,000 2024-25 $150,000 $150,000 2024-25 $0 Estimated Start 7/1/2022 2025-26 2026-27 $100,000 $105,000 2025-26 2026-27 $100,000 $105,000 $100,000 $105,000 2025-26 2026-27 $0 $0 7-95 Estimated Completion 6/30/2027 2027-28 2028-29 Total 5 -Year $0 $0 $355,000 2027-28 2028-29 Total 5 -Year $0 $0 $355,000 $0 $0 $355,000 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Multimode Fiber Replacement Citywide The City's current fiber communication infrastructure consists of single mode fiber, with a few legacy connections using multimode fiber. At many of Tempe's locations, the multimode fiber has been installed for more than 15 years, weathering the elements. Replacing the fiber will prevent fiber degradation and network communication failures. As technology has evolved, the standards for multimode fiber have evolved, therefore causing the current multimode fiber to become obsolete and unrecognized by industry standards. Replacing the current multimode fiber will bring the fiber infrastructure up to industry standards, as well as ensure an enterprise (City-wide) standard for connectivity to the Police, Water, and Fire facilities. Photo Coming Soon Primary City Council Priority and Performance Measure Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Priority Type Asset Preservation Estimated Project Costs Total Funding Sources HOLD - Pending GO Bond Election Total Operating Impacts None Project Number N/A 2024-25 $192,000 2024-25 $192,000 $192,000 2024-25 $0 Estimated Start 7/1/2024 2025-26 2026-27 $443,000 $0 2025-26 2026-27 $443,000 $0 $443,000 $0 2025-26 2026-27 $0 $0 Estimated Completion 6/30/2029 2027-28 2028-29 Total 5 -Year $471,550 $52,500 $1,159,050 2027-28 2028-29 Total 5 -Year $471,550 $52,500 $1,159,050 $471,550 $52,500 $1,159,050 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Network Cabling 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. Recenly built facilities include Clark Pool, TMOC (Tempe Municipal Operations Center), Family Advocacy Center, and Envision Center, which have been added to the schedule to accommodate. Photo Coming Soon Primary City Council Priority and Performance Measure Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Priority Type Asset Preservation Estimated Project Costs Total Funding Sources General Obligation Bonds Total Operating Impacts None Project Number 6710569 2024-25 $470,000 2024-25 $470,000 $470,000 2024-25 $0 Estimated Start 7/1/2021 2025-26 2026-27 $440,000 $147,500 2025-26 2026-27 $440,000 $147,500 $440,000 $147,500 2025-26 2026-27 $0 $0 7-96 Estimated Completion Ongoing 2027-28 2028-29 Total 5 -Year $398,000 $735,600 $2,191,100 2027-28 2028-29 Total 5 -Year $398,000 $735,600 $2,191,100 $398,000 $735,600 $2,191,100 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program PeopleSoft Replacement 120 E 5th 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. Consecutive projects to replace the HRMS and Financials systems will be conducted during the second and third years of the CIP. Photo Coming Soon Primary City Council Priority and Performance Measure 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 Type Asset Preservation Estimated Project Costs Total Funding Sources General Obligation Bonds Total Operating Impacts Supplies and Services Total Project Number 6711299 2024-25 $1,500,000 2024-25 $1,500,000 $1,500,000 2024-25 $150,000 $150,000 Estimated Start 7/1/2023 2025-26 2026-27 $1,250,000 $0 2025-26 2026-27 $1,250,000 $0 $1,250,000 $0 2025-26 2026-27 $400,000 $250,000 $400,000 $250,000 Estimated Completion 6/30/2025 2027-28 2028-29 Total 5 -Year $0 $0 $2,750,000 2027-28 2028-29 Total 5 -Year $0 $0 $2,750,000 $0 $0 $2,750,000 2027-28 2028-29 Total 5 -Year $250,000 $250,000 $1,300,000 $250,000 $250,000 $1,300,000 Capital Improvements Program Public Internet Technology Citywide The Public Internet Technology project will enhance the capabilities of Tempe’s free public 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, e-reading, 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 become 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 2.05 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. Priority Type Asset Preservation Estimated Project Costs Total Funding Sources General Obligation Bonds Total Operating Impacts Supplies and Services None Project Number 6708299 2024-25 $210,000 2024-25 $210,000 $210,000 2024-25 $31,200 $31,200 Estimated Start 7/1/2017 2025-26 2026-27 $301,000 $82,500 2025-26 2026-27 $301,000 $82,500 $301,000 $82,500 2025-26 2026-27 $39,000 $39,000 $39,000 $39,000 7-97 Estimated Completion Ongoing 2027-28 2028-29 Total 5 -Year $131,850 $278,625 $1,003,975 2027-28 2028-29 Total 5 -Year $131,850 $278,625 $1,003,975 $131,850 $278,625 $1,003,975 2027-28 2028-29 Total 5 -Year $46,800 $46,800 $202,800 $46,800 $46,800 $202,800 Capital Improvements Program Security Systems Upgrades Citywide Tempe maintains 137 buildings covering over 1,600,000 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. 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. 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. Newest facilities FAC, Envision Center, & TMOC have been added to the schedule. Photo Coming Soon Primary City Council Priority and Performance Measure 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 Type Public Health and Safety Estimated Project Costs Total Funding Sources General Obligation Bonds Total Operating Impacts None Project Number 6707609 2024-25 $1,255,207 2024-25 $1,255,207 $1,255,207 2024-25 $0 Estimated Start 7/1/2017 2025-26 2026-27 $800,000 $300,000 2025-26 2026-27 $800,000 $300,000 $800,000 $300,000 2025-26 2026-27 $0 $0 Estimated Completion Ongoing 2027-28 2028-29 Total 5 -Year $308,000 $321,000 $2,984,207 2027-28 2028-29 Total 5 -Year $308,000 $321,000 $2,984,207 $308,000 $321,000 $2,984,207 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Team Technology 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. Evolving technology, laptop docking solutions, secure VPN options, and increased need for work flexibility have increased the utilization of laptops/tablet devices. The “Desktop Technology Refresh” previously did not include refresh of laptops and domain joined tablets (such as Surface models.) Departments were required to fund any such replacements themselves. To enhance support for this business need and enable a “single device usage” model for users requiring mobility, beginning in FY21-22 laptops and dock-capable devices are included. Laptops and Surface style tablets feature greater energy efficiency compared to desktops due to solid state hardware, as well as enabling less total devices requiring power. Photo Coming Soon Device Costing based upon 80-85% Single Device deployments. Not all conference rooms are enabled to interface with Teams and Hybrid meeting capabilities. To further utilization of Teams Conferencing Services both internally and externally, conference rooms are being upgraded. These upgrades enable less travel for meetings and greater/instant collaboration between locations and teams. A user technology refresh program is necessary to allow departments to leverage current software and hardware solutions, enable work flexibility, as well as expand technology solutions into the field with mobile access. Regular replacement lessons overall support costs by staying ahead of support and failure issues, leverages greater performance for users, and adds efficiency options in new technology. Primary City Council Priority and Performance Measure Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Priority Type Asset Preservation Estimated Project Costs Total Funding Sources General Obligation Bonds Water / Wastewater Fund Capital Project Fund Balance HOLD - Pending GO Bond Election Total Operating Impacts None Project Number 6707229 2024-25 $2,712,975 2024-25 $800,000 $482,500 $0 $1,430,475 $2,712,975 2024-25 $0 Estimated Start 7/1/2014 2025-26 2026-27 $1,164,775 $1,637,000 2025-26 2026-27 $0 $0 $0 $55,675 $300,000 $20,400 $864,775 $1,560,925 $1,164,775 $1,637,000 2025-26 2026-27 $$~ $0 $0 7-- 98 Estimated Completion Ongoing 2027-28 2028-29 Total 5 -Year $1,810,450 $2,247,750 $9,572,950 2027-28 2028-29 Total 5 -Year $0 $0 $800,000 $0 $482,500 $1,020,675 $0 $0 $320,400 $1,810,450 $1,765,250 $7,431,875 $1,810,450 $2,247,750 $9,572,950 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program UPS 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. The schedule has been updated with the addition of the newly built Family Advocacy Center and Tempe Municipal Operations Center. Photo Coming Soon Primary City Council Priority and Performance Measure Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Priority Type Asset Preservation Estimated Project Costs Total Funding Sources General Obligation Bonds Water / Wastewater Fund Total Operating Impacts None Project Number 6710859 2024-25 $677,998 2024-25 $577,998 $100,000 $677,998 2024-25 $0 Estimated Start 7/1/2022 2025-26 2026-27 $162,000 $140,000 2025-26 2026-27 $162,000 $140,000 $0 $0 $162,000 $140,000 2025-26 2026-27 $0 $0 Estimated Completion Ongoing 2027-28 2028-29 Total 5 -Year $172,000 $286,000 $1,437,998 2027-28 2028-29 Total 5 -Year $128,000 $156,000 $1,163,998 $44,000 $130,000 $274,000 $172,000 $286,000 $1,437,998 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Vault 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 City Council Priority and Performance Measure Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Priority Type Asset Preservation Estimated Project Costs Total Funding Sources General Obligation Bonds Total Operating Impacts None Project Number 6710869 2024-25 $843,400 2024-25 $843,400 $843,400 2024-25 $0 Estimated Start 7/1/2022 2025-26 2026-27 $643,400 $646,200 2025-26 2026-27 $643,400 $646,200 $643,400 $646,200 2025-26 2026-27 $0 $0 7-99 Estimated Completion 6/30/2027 2027-28 2028-29 Total 5 -Year $0 $0 $2,133,000 2027-28 2028-29 Total 5 -Year $0 $0 $2,133,000 $0 $0 $2,133,000 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Electric Vehicle Charging Infrastructure/Stations Multiple Municipal Facility Sites This project will fund design, construction and installation of fixed electric vehicle (EV) charging station infrastructure and solar-powered mobile charging stations. In advancement of City Council's Climate Action Plan goals, Performance Measure 4.19 and existing strategies 1 and 2 within Performance Measure 4.19, Fleet Services is transitioning all city vehicles less than one ton to EVs. Fleet is already purchasing EVs at an increasing rate, but sufficient EV charging stations located around the city are required prior to EV acquisition to ensure safe and reliable operation. Many of the EV charging stations will also be available to the public and/or employees to charge personal vehicles, aligning with Performance Measure 4.18 Community Carbon Neutrality as well. Associated funding (Operating Budget) provides ongoing staff to manage the EV Program including overseeing the purchase/construction and maintenance of EVs and associated infrastructure, applying for grants and researching emerging technologies such as hydrogen fuel to develop a robust, resilient plan to reduce greenhouse gas emissions from the city fleet. Fleet services does not currently have staff to execute the EV infrastructure CIPs at a high rate. The addition of staff to execute EV CIP projects advances Performance Measure 5.09 CIP Funds Spent or Encumbered. Sustainable Growth & Development Priority Type Systems Expansions Estimated Project Costs Total Funding Sources General Obligation Bonds HOLD - Pending GO Bond Election Total Operating Impacts None Photo Coming Soon Primary City Council Priority and Performance Measure Addressed 4.19 Achieve the City Council goal of carbon neutrality in municipal operations by 2050. Project Number 6709899 2024-25 $2,994,986 2024-25 $1,646,253 $1,348,733 $2,994,986 2024-25 $0 Estimated Start 10/1/2019 2025-26 2026-27 $1,302,611 $1,170,000 2025-26 2026-27 $0 $0 $1,302,611 $1,170,000 $1,302,611 $1,170,000 2025-26 2026-27 $0 $0 Estimated Completion Ongoing 2027-28 2028-29 Total 5 -Year $1,284,000 $1,080,519 $7,832,116 2027-28 2028-29 Total 5 -Year $0 $0 $1,646,253 $1,284,000 $1,080,519 $6,185,863 $1,284,000 $1,080,519 $7,832,116 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Fuel Dispenser Replacement EVBOM Fuel 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 is $52,000 and replacement cost is $300,000. Photo Coming Soon Primary City Council Priority and Performance Measure Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Priority Type Asset Preservation Estimated Project Costs Total Funding Sources General Obligation Bonds Total Operating Impacts None Project Number 6710879 2024-25 $352,000 2024-25 $352,000 $352,000 2024-25 $0 Estimated Start 7/1/2023 2025-26 2026-27 $0 $0 2025-26 2026-27 $0 $0 $0 $0 2025-26 2026-27 $0 $0 7-100 Estimated Completion 12/31/2024 2027-28 2028-29 Total 5 -Year $0 $0 $352,000 2027-28 2028-29 Total 5 -Year $0 $0 $352,000 $0 $0 $352,000 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program BioIntel Laboratory - Wastewater Analysis for Community Health Environmental Services - Municipal Utilities This CIP project advances the city's laboratory capacity and its resulting work that informs strategies to end opioid abuse, misuse and fatalities. Tempe will be the first city to establish a comprehensive Wastewater BioIntel Program. This unique, city-operated program will include onsite laboratory analysis alongside the existing sampling operations and data reporting processes. This request focuses on opioids in FY 24/25 and expands capital investment for detecting infectious diseases in FY 25/26. CIP funding will be utilized to purchase specialized opioid instrumentation, testing supplies, instrument service agreements and warranties, and fund the city’s first BioIntel Scientist (cost-neutral; 1 FTE). The annual number of Opioid Probable EMS Calls responded to by Tempe Fire Medical Rescue have almost doubled since 2017, from 330 to 609. And the number of people who have received Narcan from both TFMR and Police has increased by 70% since 2017, from 237 to 403 annually. (Data as of 12/18/23) This is a joint request between the Strategic Management and Innovation Office, Municipal Utilities, Tempe Fire Medical Rescue and Community Health & Human Services Departments. To continue reliable and sustainable laboratory analysis of Tempe's wastewater and to decrease cost and increase program efficiencies, funding from this supplemental will be used to expand the Municipal Utilities Department - Environmental Services laboratory for in-house opioid testing. The BioIntel Scientist will be responsible for conducting quantitative chemical analyses of wastewater samples utilizing scientific principles and techniques. This includes researching, developing, and evaluating methods of chemical and infectious disease detection and analysis, interpreting data and test results, and providing analysis for public publication on tempe.wastewater.gov. The program team collaborates with national and local partners to protect and advance community health, such as the Centers for Disease Control (CDC), Arizona Department of Health Services and Maricopa County Department of Public Health. Photo Coming Soon Having local level community health data is critical to protecting and advancing the wellbeing of Tempe residents, businesses, and visitors. The innovative and award-winning Tempe Wastewater BioIntel Program tests wastewater across 11 collection areas for the presence of seven opioid-related analytes, Xylazine, COVID-19, and 12 biomarkers focused on infectious virus illnesses and vector borne diseases. The resulting data informs city strategies and operations in combatting the opioid epidemic. Primary City Council Priority and Performance Measure Addressed Safe & Secure Communities 1.31 Achieve an end to opioid abuse and misuse as measured by the percentage of “opioid abuse probable” Emergency Medical Services’ calls. Priority Type Public Health and Safety Estimated Project Costs Total Funding Sources General Obligation Bonds Grants/Other HOLD - Pending GO Bond Election Total Operating Impacts None Project Number New 2024-25 $1,862,426 2024-25 $757,504 $146,122 $958,800 $1,862,426 2024-25 $0 2025-26 $295,000 2025-26 $0 $0 $295,000 $295,000 2025-26 $0 Estimated Start 7/1/2024 2026-27 $0 2026-27 $0 $0 $0 $0 2026-27 $0 7-101 Estimated Completion 12/31/2025 2028-29 Total 5 -Year $0 $0 $2,157,426 2027-28 2028-29 Total 5 -Year $0 $0 $757,504 $0 $0 $146,122 $0 $0 $1,253,800 $0 $0 $2,157,426 2027-28 2028-29 Total 5 -Year $0 $0 $0 2027-28 Park Improvements / Recreation Program FY 2024/25 - FY 2028/29 CIP Project Listing New project requests are underlined New 2024-25 Appropriation Request 2024-25 Total Requested Appropriation Additional Projected Needs 2026-27 2027-28 Proposed Funding Source(s) Capital Budget Re-appropriations 6304999 General Obligation Bonds 733,113 298,000 1,031,113 300,000 275,000 286,000 290,000 2,182,113 Bell Butte Management Plan 6309039 General Fund Cash Reserve CIP - - - 100,000 - - - 100,000 Clark Park Pool & Amenities 6310509 General Obligation Bonds 777,637 - 777,637 - - - - 777,637 Clark Park Improvements 6310519 General Obligation Bonds 101,135 - 101,135 - - - - 101,135 Diablo Stadium Complex Baseball Field Renovations 6308639 General Obligation Bonds - 130,000 130,000 130,000 130,000 130,000 130,000 650,000 Diablo Stadium Contractual Improvements 6303009 Diablo Stadium Revenue General Obligation Bonds Project Total - 47,500 102,500 150,000 47,500 102,500 150,000 47,500 102,500 150,000 47,500 102,500 150,000 47,500 102,500 150,000 47,500 102,500 150,000 237,500 512,500 750,000 Double Butte Cemetery Study 6311209 100,000 - 100,000 - - - - 100,000 Double Butte Cemetery Study Improvements N/A General Obligation Bonds - - - 500,000 400,000 - - 900,000 Grants/Other Funding - - - 1,000,000 - - - 1,000,000 N/A Project Total General Obligation Bonds - - - 1,500,000 500,000 400,000 - - - 1,900,000 500,000 Historic Restoration - Moeur Park 6311039 General Obligation Bonds 77,898 - 77,898 - - - - 77,898 Implementation of Diablo Stadium Master Plan 6309769 General Obligation Bonds 2,096,641 30,400,000 32,496,641 - - - - 32,496,641 Capital Projects Fund Balance Developer Assistance/Contribution Project Total 9,774,120 - 9,774,120 - - - - 9,774,120 12,000,000 23,870,761 30,400,000 12,000,000 54,270,761 - - - - 12,000,000 54,270,761 Project Name Project Number Aquatics Infrastructure & Equipment Replacement Hayden Butte Restoration General Fund Cash Reserve CIP 2025-26 Total 5-Year Program 2028-29 Implementation of Preserves Management Plan 6308699 General Obligation Bonds 499,347 - 499,347 175,000 175,000 175,000 175,000 1,199,347 Implementation of Rio Salado Master Plan 6309909 General Obligation Bonds 235,004 - 235,004 500,000 - - - 735,004 Indian Bend Wash Repair and Renovation 6308159 General Obligation Bonds 13,461 16,539 30,000 30,000 30,000 30,000 30,000 150,000 Ken McDonald Clubhouse Renovation 6311389 General Obligation Bonds General Fund Cash Reserve CIP Public Private Partnership 405,000 - 405,000 3,159,000 3,564,000 436,000 - - 436,000 - 4,057,000 436,000 4,057,000 Project Total 841,000 - 841,000 7,216,000 - - - 8,057,000 Ken McDonald Irrigation Renovation Kiwanis Tennis Court Asset Preservation Loma del Rio Restoration Park Archaeological Monitoring & Mitigation Park Concrete & Sports Court Replacement & Renovation 6311499 General Obligation Bonds - 343,000 343,000 2,657,000 - - - 3,000,000 6311509 General Obligation Bonds - 128,000 128,000 125,000 - - - 253,000 N/A General Obligation Bonds - - - 500,000 - - - 500,000 6310359 General Obligation Bonds 200,822 - 200,822 - - - - 200,822 6305119 General Obligation Bonds 350,638 800,000 1,150,638 470,000 515,000 1,150,000 1,050,000 4,335,638 7-102 Park Improvements / Recreation Program FY 2024/25 - FY 2028/29 CIP Project Listing New project requests are underlined Project Name Project Number Proposed Funding Source(s) Capital Budget Re-appropriations New 2024-25 Appropriation Request 2024-25 Total Requested Appropriation Additional Projected Needs 2026-27 2027-28 2025-26 Total 5-Year Program 2028-29 Park Electrical and Lighting (Previously Park Electrical Repair) 6307659 General Obligation Bonds 604,762 325,000 929,762 400,000 400,000 500,000 500,000 2,729,762 Park Emergency Repairs 6305989 General Obligation Bonds 51,130 100,000 151,130 100,000 100,000 100,000 100,000 551,130 Park Enhancements and Expansion (Previously Park Recreational Value Enhancements) 6308189 Capital Projects Fund Balance 1,855,175 75,000 1,930,175 60,000 180,000 75,000 - 2,245,175 General Obligation Bonds Development Impact Fees Project Total 1,855,175 1,625,000 500,000 2,200,000 1,625,000 500,000 4,055,175 100,000 350,000 510,000 800,000 350,000 1,330,000 400,000 350,000 825,000 700,000 350,000 1,050,000 3,625,000 1,900,000 7,770,175 Park Infrastructure (Previously Park Drainage Infrastructure) 6308169 General Obligation Bonds 644,058 457,500 1,101,558 457,500 482,500 550,000 650,000 3,241,558 Park Irrigation System 6305999 General Obligation Bonds 610,864 550,000 1,160,864 100,000 360,000 460,000 1,110,000 3,190,864 3207019C Water / Wastewater Fund Project Total 610,864 40,000 590,000 40,000 1,200,864 40,000 140,000 40,000 400,000 40,000 500,000 40,000 1,150,000 200,000 3,390,864 Park Lake Improvements 6307629 General Obligation Bonds 1,124,199 725,000 1,849,199 - - - - 1,849,199 Park Landscape Renovation & Buffer 6309789 General Obligation Bonds 548,139 140,000 688,139 100,000 165,000 100,000 100,000 1,153,139 Park Monument Signs 6311219 General Obligation Bonds 140,000 200,000 340,000 200,000 200,000 200,000 200,000 1,140,000 Park Playground Infrastructure & Equipment Replacement & Renovation 6305499 General Obligation Bonds 4,484,314 590,000 5,074,314 2,080,000 1,560,000 1,490,000 1,325,000 11,529,314 Park Projects - Impact Fee Funded 6310369 Development Impact Fees 724,383 - 724,383 - - - - 724,383 Park Ramadas Replacement 6307639 General Obligation Bonds 427,557 325,000 752,557 220,000 100,000 2,050,000 1,200,000 4,322,557 Park Restrooms Renovations/Replacement 6307649 General Obligation Bonds 1,178,971 175,000 1,353,971 310,000 580,000 120,000 650,000 3,013,971 Park Sign Package Study/Design 6308679 Capital Projects Fund Balance 94,678 - 94,678 - - - - 94,678 Park Sports Amenities (Previously Athletic Field Lighting Improvements) 6303089 General Obligation Bonds 2,543,860 1,250,000 3,793,860 225,000 1,335,000 1,305,000 1,525,000 8,183,860 Parks and Recreation Facilities Assessment 6311229 General Fund Cash Reserve CIP 100,000 - 100,000 - - - - 100,000 Parks Improvements - Contingency 6309863 Grants/Other Funding - 1,000,000 1,000,000 - - - - 1,000,000 Parks Urban Forest 6309489 General Obligation Bonds 457,692 76,500 534,192 55,000 305,000 305,000 305,000 1,504,192 Preserves Management Plan 6309469 Capital Projects Fund Balance 104,545 - 104,545 - - - - 104,545 Recreation Emergency Repairs 6310529 General Obligation Bonds 118,129 50,000 168,129 100,000 100,000 100,000 100,000 568,129 43,613,272 40,469,539 84,082,811 19,250,500 8,732,500 10,066,000 10,680,000 132,811,811 - 250,000 250,000 250,000 250,000 250,000 250,000 1,250,000 161,867 161,867 161,867 250,000 250,000 161,867 411,867 411,867 250,000 250,000 250,000 250,000 250,000 250,000 250,000 250,000 161,867 1,411,867 1,411,867 43,775,139 40,719,539 84,494,678 19,500,500 8,982,500 10,316,000 10,930,000 134,223,678 Park Improvements/Recreation Program Total Financial Services 6308139 Diablo Stadium Improvement/ Repairs Financial Services Program Total Park Improvements/Recreation Program Total General Obligation Bonds Capital Projects Fund Balance Project Total 7-103 Capital Improvements Program Aquatics Infrastructure and Equipment Replacement Various 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: FY2024-25: Life cycle replacement and repair of pool equipment FY2025-26: Replace pool equipment at McClintock, repair deck, replace external fencing FY2026-27 Replace grates in gutter at Escalante; Replace chemical controllers at McClintock; Updates and repairs to Clark Pool FY2027-28 Replace pool pump motor and impellers, gel coat slide flumes, replace lane lines at Escalante and McClintock. Replace lifeguard stands at Escalante. Add water feature at Kiwanis Wave Pool FY2028-29: Lifecyle replacement and repair of pool equipment. Pool pump and impellers, deck color and seal, chemical controllers, updated splash features. Quality of Life Priority Type Asset Preservation Estimated Project Costs Total Funding Sources General Obligation Bonds Total Operating Impacts None Photo Coming Soon Primary City Council Priority and Performance Measure 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. Project Number 6304999 2024-25 $1,031,113 2024-25 $1,031,113 $1,031,113 2024-25 $0 Estimated Start Ongoing 2025-26 2026-27 $300,000 $275,000 2025-26 2026-27 $300,000 $275,000 $300,000 $275,000 2025-26 2026-27 $0 $0 Estimated Completion Ongoing 2027-28 2028-29 Total 5 -Year $286,000 $290,000 $2,182,113 2027-28 2028-29 Total 5 -Year $286,000 $290,000 $2,182,113 $286,000 $290,000 $2,182,113 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Bell Butte Management Plan Bell Butte near Broadway & 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 require vehicle and equipment accessibility for routine maintenance and scheduled rehabilitation projects. They are historically and culturally significant, and two hold preserve status. The in-process 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. Photo Coming Soon 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. Primary City Council Priority and Performance Measure Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Priority Type Asset Preservation Estimated Project Costs Total Funding Sources General Fund Cash Reserve - CIP Total Operating Impacts None Project Number 6309039 2024-25 $0 2024-25 $0 $0 2024-25 $0 Estimated Start 7/1/2025 2025-26 2026-27 $100,000 $0 2025-26 2026-27 $100,000 $0 $100,000 $0 2025-26 2026-27 $0 $0 7-104 Estimated Completion 6/30/2026 2027-28 2028-29 Total 5 -Year $0 $0 $100,000 2027-28 2028-29 Total 5 -Year $0 $0 $100,000 $0 $0 $100,000 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Clark Park Pool and Amenities Clark Park This project constructed the Clark Park community pool and recreation center. The project will be substantially completed in spring 2024 with remaining funds being reappropriated for final expenses if needed in the new fiscal year. Photo Pho Ph P ho h otto o Coming Com C Co om o miing ng n g Soon Soo So on n Quality of Life Priority Type Systems Expansions Estimated Project Costs Total Funding Sources General Obligation Bonds Total Operating Impacts None Primary City Council Priority and Performance Measure 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. Project Number 6310509 2024-25 $777,637 2024-25 $777,637 $777,637 2024-25 $0 Estimated Start 7/1/2021 2025-26 2026-27 $0 $0 2025-26 2026-27 $0 $0 $0 $0 2025-26 2026-27 $0 $0 Estimated Completion 3/31/2024 2027-28 2028-29 Total 5 -Year $0 $0 $777,637 2027-28 2028-29 Total 5 -Year $0 $0 $777,637 $0 $0 $777,637 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Clark Park Improvements Clark 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, basketball & 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 & Recreation Equity Study may identify additional new amenities suitable for addition to Clark Park. This project is complete and a small amount of rollover funds are identified for unforeseen expenses in the new fiscal year. Photo Coming Soon Primary City Council Priority and Performance Measure Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Priority Type Asset Preservation Estimated Project Costs Total Funding Sources General Obligation Bonds Total Operating Impacts None 6310519 2024-25 $101,135 2024-25 $101,135 $101,135 2024-25 $0 7/1/2022 2025-26 2026-27 $0 2025-26 2027-28 $0 2026-27 $0 $0 2025-26 $0 $0 2026-27 $0 7-105 $0 2027-28 $0 $0 2027-28 $0 $0 12/31/2023 2028-29 Total 5 -Year $0 $101,135 2028-29 Total 5 -Year $0 $101,135 $0 $101,135 2028-29 Total 5 -Year $0 $0 Capital Improvements Program Diablo Stadium Complex Baseball Field Renovations Diablo 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 5-6 years to provide an adequate playing surface and drainage. Scheduled improvements include 1-2 field renovations per year. Photo Coming Soon Quality of Life Priority Type Asset Preservation Estimated Project Costs Total Funding Sources General Obligation Bonds Total Operating Impacts None Primary City Council Priority and Performance Measure 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. Project Number 6308639 2024-25 $130,000 2024-25 $130,000 $130,000 2024-25 $0 Estimated Start Ongoing 2025-26 2026-27 $130,000 $130,000 2025-26 2026-27 $130,000 $130,000 $130,000 $130,000 2025-26 2026-27 $0 $0 Estimated Completion Ongoing 2027-28 2028-29 Total 5 -Year $130,000 $130,000 $650,000 2027-28 2028-29 Total 5 -Year $130,000 $130,000 $650,000 $130,000 $130,000 $650,000 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Diablo Stadium Contractual Improvements Diablo Stadium This project provides ongoing contractual capital requirements and improvements to the Diablo Stadium Sports Complex. The city is required to address Angels-identified Stadium and Diablo Complex capital needs annually. Planned projects by year are: 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 replacement – visitors’ clubhouse, Press Box counter replacement, signage upgrades/replacement, safety upgrades; Angels’ requests 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 FY 2027-28: Stadium pad replacement, netting replacement, windscreen replacement FY 2028-29: Annual replacements for pads, screens, netting and equipment and Angels’ requests Quality of Life Priority Type Asset Preservation Estimated Project Costs Total Funding Sources General Obligation Bonds Total Operating Impacts None Photo Coming Soon Primary City Council Priority and Performance Measure 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. Project Number 6303009 2024-25 $150,000 2024-25 $102,500 $150,000 2024-25 $0 Estimated Start Ongoing 2025-26 2026-27 $150,000 $150,000 2025-26 2026-27 $102,500 $102,500 $150,000 $150,000 2025-26 2026-27 $0 $0 7-106 Estimated Completion Ongoing 2027-28 2028-29 Total 5 -Year $150,000 $150,000 $750,000 2027-28 2028-29 Total 5 -Year $102,500 $102,500 $512,500 $150,000 $150,000 $750,000 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Double Butte Cemetery Study Double Butte Cemtery The city-owned Double Butte Cemetery is closely associated with Tempe’s historical past and was established as a cemetery in 1888. In 2012, the City nominated and listed Double Butte Cemetery on the Tempe Historic Property Register. The cemetery, expanded several times over the years to accommodate local demand for burial spaces, was transferred to the City in 1958. In 2008, the cemetery saw its most recent improvements, which included the construction of a main entry feature, the addition of two new burial sections and the enhancement of the existing Memorial Gardens. Most recently, the Tempe Historic Preservation Foundation is funding a needs assessment for landscape and gravestone elements to ensure conservation of this unique site. Due to the age of the cemetery and its various elements, a more thorough study and needs assessment is necessary, focusing on three main areas: 1.Conservation of historically significant elements. Items in this category require appropriate treatment to ensure long-term, historical conservation. 2.Repair or replacement of existing non-historically significant infrastructure. Items in this category require repair and replacement to ensure a useful lifespan 3.Opportunities for improvement. While historically significant and existing infrastructure needs are identified, additional improvements should be considered. Photo Coming Soon Though these initial needs have been identified, a more thorough study and prioritization process is necessary. Primary City Council Priority and Performance Measure Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Priority Type Asset Preservation Estimated Project Costs Total Funding Sources General Fund Cash Reserve - CIP Total Operating Impacts None Project Number 6311209 2024-25 $100,000 2024-25 $100,000 $100,000 2024-25 $0 Estimated Start 1/1/2024 2025-26 2026-27 $0 $0 2025-26 2026-27 $0 $0 $0 $0 2025-26 2026-27 $0 $0 Estimated Completion 12/31/2024 2027-28 2028-29 Total 5 -Year $0 $0 $100,000 2027-28 2028-29 Total 5 -Year $0 $0 $100,000 $0 $0 $100,000 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Double Butte Cemetery Improvements Double Butte Cemetery This project funds the implementation of the recommendations from the Double Butte Cemetery Study, once completed. These improvements will be phased over the next 5 years. Funding will come from a variety of sources including Park Improvements and General Governmental CIP funds and matching donations from a third party. Photo Coming Soon Primary City Council Priority and Performance Measure Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Priority Type Asset Preservation Estimated Project Costs Total Funding Sources General Obligation Bonds Total Operating Impacts None Project Number NEW 2024-25 $0 2024-25 $0 $0 2024-25 $0 Estimated Start 7/1/2025 2025-26 2026-27 $1,500,000 $400,000 2025-26 2026-27 $500,000 $400,000 $1,500,000 $400,000 2025-26 2026-27 $0 $0 7-107 Estimated Completion 6/30/2029 2027-28 2028-29 Total 5 -Year $0 $0 $1,900,000 2027-28 2028-29 Total 5 -Year $0 $0 $900,000 $0 $0 $1,900,000 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Hayden (Tempe) Butte Restoration Tempe Hayden Butte, also known Tempe Butte and "A" Mountain, is located in downtown Tempe. It is listed in the National Register of Historic Places and the Tempe Historic Property Register, and it is classified as a Traditional Cultural Property and sacred site by the Four Southern Tribes of Arizona. The 25-acre Hayden Butte Park Preserve, which contains much of the Butte, contains approximately 500 petroglyphs, or rock art images, that were made by the Hohokam between A.D. 750 and 1450. The Hohokam, who were the prehistoric inhabitants of this area, built hundreds of miles of irrigation canals, cultivated corn as their main crop and lived in many settlements both large and small throughout the valley. La Plaza was a large Hohokam settlement at the base of Hayden Butte. An in-progress Logan Simpson management plan, commissioned by the City and covering, in part, Hayden Butte Preserve, in addition to public feedback, reveals the need to pursue restoration, improved trail development, and additional educational signage at the site. The need for erosion control is especially pressing. This funding request is designed to help fulfill these important needs. Sustainable Growth & Development Priority Type Customer Enhancements Estimated Project Costs Total Funding Sources General Obligation Bonds Total Operating Impacts None Photo Pho P Ph h ho otto o Coming Com Co C om o miin ing ng n g Soon So S oon on Primary City Council Priority and Performance Measure Addressed 4.20 Achieve customer satisfaction ratings of "Strongly Agree" or "Agree" with the Community Development Processes greater than or equal to 90% as measured by the Community Development Process Survey. Project Number NEW 2024-25 $0 2024-25 $0 $0 2024-25 $0 Estimated Start 7/1/2025 2025-26 2026-27 $500,000 $0 2025-26 2026-27 $500,000 $0 $500,000 $0 2025-26 2026-27 $0 $0 Estimated Completion 6/30/2028 2027-28 2028-29 Total 5 -Year $0 $0 $500,000 2027-28 2028-29 Total 5 -Year $0 $0 $500,000 $0 $0 $500,000 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Historic Restoration - Moeur Park Moeur Park Moeur Park Historic renovation project consisted of several park upgrades such as new and additional area lighting, new stairs, landscape, ADA sidewalks, ADA parking, addition of drinking fountians and irrigation. The historic restoration that occurred on site consitsted restoration of stone work on the WPS walls, columns and benches. Additionally all ramadas were restored keeping as much of the original roof frame as possible. The project is subtantially complete and remainig funds are to support follow up repairs and site work related to the project. Photo Pho Ph P ho h oto to Coming Com Co C o om miin ing ng n g Soon So S oon on Primary City Council Priority and Performance Measure Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Priority Type Asset Preservation Estimated Project Costs Total Funding Sources General Obligation Bonds Total Operating Impacts None 6311039 2024-25 $77,898 2024-25 $77,898 $77,898 2024-25 $0 Ongoing 2025-26 2026-27 $0 2025-26 2027-28 $0 2026-27 $0 $0 2025-26 2026-27 $0 7-108 $0 2027-28 $0 $0 $0 $0 2027-28 $0 Ongoing Total 5 -Year $0 $77,898 2028-29 Total 5 -Year $0 $77,898 $0 $77,898 2028-29 Total 5 -Year $0 $0 2028-29 $0 Capital Improvements Program Implementation of Diablo Stadium Master Plan Diablo Stadium 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 provide operational efficiencies. In conjunction with this project, Tempe's ADA Transition Plan for infrastructure compliance will be addressed. Scheduled projects include: FY 2024-25: Continue Phase 1 improvements; continue design of internal roadway connector; main stadium lights FY 2025-26: Phase 2 improvements; construction of roadway connector Photo Coming Soon Primary City Council Priority and Performance Measure Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Priority Type Asset Preservation Estimated Project Costs Total Funding Sources General Obligation Bonds Capital Fund Assigned Fund Developer Assistance/Contribution Total Operating Impacts None Project Number 6309769 2024-25 $54,270,761 2024-25 $32,496,641 $9,774,120 $12,000,000 $54,270,761 2024-25 $0 Estimated Start 7/1/2021 2025-26 2026-27 $0 $0 2025-26 2026-27 $0 $0 $0 $0 $0 $0 $0 $0 2025-26 2026-27 $0 $0 Estimated Completion 6/30/2027 2027-28 2028-29 Total 5 -Year $0 $0 $54,270,761 2027-28 2028-29 Total 5 -Year $0 $0 $32,496,641 $0 $0 $9,774,120 $0 $0 $12,000,000 $0 $0 $54,270,761 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Implementation of Preserves Management Plan Papago Park and Hayden Butte Based on recommendations from the preserves management plan and other known improvements and preservation needs this fund will implement components of the preserves management plan for Papago and Hayden Butte. Improvments and preservation may include natural, cultural, social, recreational and educational. improvements as well as trail maintenance and improvement, revegetation, signage, historic and cultural presevation and additional recreation or educational amentities. Photo Coming Soon Primary City Council Priority and Performance Measure Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Priority Type Asset Preservation Estimated Project Costs Total Funding Sources General Obligation Bonds Total Operating Impacts None Project Number 6308699 2024-25 $499,347 2024-25 $499,347 $499,347 2024-25 $0 Estimated Start 7/1/2020 2025-26 2026-27 $175,000 $175,000 2025-26 2026-27 $175,000 $175,000 $175,000 $175,000 2025-26 2026-27 $0 $0 7-109 Estimated Completion 6/30/2031 2027-28 2028-29 Total 5 -Year $175,000 $175,000 $1,199,347 2027-28 2028-29 Total 5 -Year $175,000 $175,000 $1,199,347 $175,000 $175,000 $1,199,347 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Implementation of Rio Salado Master Plan Rio Salado This project funds a phased implementation of the Rio Salado Park Master Plan. CIP, development impact fees and public private partnership funds will be combined to increase the potential for additional recreational amenities. FY2024-25: Implementation of public private partnership concession-based, on-water recreational activity; preliminary design for several activity zones on the north side of Tempe Town Lake FY2025-26: Initiate public private partnership land-based recreational activity; Design for activity zones on the north side of Tempe Town Lake Quality of Life Priority Type Systems Expansions Estimated Project Costs Total Funding Sources General Obligation Bonds Total Operating Impacts None Photo Coming Soon Primary City Council Priority and Performance Measure 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. Project Number 6309909 2024-25 $235,004 2024-25 $235,004 $235,004 2024-25 $0 Estimated Start 7/1/2020 2025-26 2026-27 $500,000 $0 2025-26 2026-27 $500,000 $0 $500,000 $0 2025-26 2026-27 $0 $0 Estimated Completion 6/30/2030 2027-28 2028-29 Total 5 -Year $0 $0 $735,004 2027-28 2028-29 Total 5 -Year $0 $0 $735,004 $0 $0 $735,004 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Indian Bend Wash Repair and Renovation Indian 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 City Council Priority and Performance Measure Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Priority Type Asset Preservation Estimated Project Costs Total Funding Sources General Obligation Bonds Total Operating Impacts None Project Number 6308159 2024-25 $30,000 2024-25 $30,000 $30,000 2024-25 $0 Estimated Start Ongoing 2025-26 2026-27 $30,000 $30,000 2025-26 2026-27 $30,000 $30,000 $30,000 $30,000 2025-26 2026-27 $0 $0 7-110 Estimated Completion Ongoing 2027-28 2028-29 Total 5 -Year $30,000 $30,000 $150,000 2027-28 2028-29 Total 5 -Year $30,000 $30,000 $150,000 $30,000 $30,000 $150,000 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Ken McDonald Clubhouse Ken McDonald Golf Course This project constructs a new clubhouse at Ken McDonald Golf Course. The current clubhouse was built in 1975 and has had studies completed in 2002 and 2021, identifying drainage issues, failing masonry, unlevel floors, roof leaks and a sinking foundation. Both studies recommended a rebuild of the clubhouse to address the aging infrastructure as well as the flow and layout issues which impede operations. Preliminary design to site the clubhouse is in process in FY2023-24. Photo Coming Soon FY2024-25 – Design of clubhouse FY2025-26 – Construction of clubhouse This project is partially funded through a public private partnership. Primary City Council Priority and Performance Measure Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Project Priority Type Asset Preservation Estimated Project Costs Total Funding Sources General Obligation Bonds General Fund Cash Reserve - CIP Public Private Partnership Total Operating Impacts None Project Number 6311389 (NEW NUMBER) 2024-25 2025-26 $841,000 $7,216,000 2024-25 2025-26 $405,000 $3,159,000 $436,000 $0 $0 $4,057,000 $841,000 $7,216,000 2024-25 2025-26 $0 $0 Estimated Start 12/1/2023 2026-27 2027-28 $0 $0 2026-27 2027-28 $0 $0 $0 $0 $0 $0 $0 $0 2026-27 2027-28 $0 $0 Estimated Completion 12/31/2026 2028-29 Total 5 -Year $0 $8,057,000 2028-29 Total 5 -Year $0 $3,564,000 $0 $436,000 $0 $4,057,000 $0 $8,057,000 2028-29 Total 5 -Year $0 $0 Capital Improvements Program Ken McDonald Irrigation Renovation Ken McDonald Golf Course This project replaces the full irrigation system at Ken McDonald Golf Course. The current irrigation system was installed in 1992 as a full replacement. A study completed in 2021 recommends a complete replacement due to below-ground PVC pipes exceeding lifecycle, outdated control system, inadequate spacing of sprinkler heads, and aging intakes and infrastructure. Due to the significant construction timeline and impact to the golf course, it is recommended that the irrigation project and a separate clubhouse renovation project be undertaken simultaneously to reduce the amount of time the course is closed. Photo Coming Soon FY2024-25: Design of irrigation system FY2025-26: Construction of irrigation system Primary City Council Priority and Performance Measure Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Project Priority Type Asset Preservation Estimated Project Costs Total Funding Sources General Obligation Bonds Total Operating Impacts None Project Number NEW 2024-25 $343,000 2024-25 $343,000 $343,000 2024-25 $0 Estimated Start 7/1/2024 2025-26 2026-27 $2,657,000 $0 2025-26 2026-27 $2,657,000 $0 $2,657,000 $0 2025-26 2026-27 $0 $0 7-111 Estimated Completion 12/31/2026 2027-28 2028-29 Total 5 -Year $0 $0 $3,000,000 2027-28 2028-29 Total 5 -Year $0 $0 $3,000,000 $0 $0 $3,000,000 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Kiwanis Tennis Court Asset Preservation Kiwanis Recreation Center 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 infrastructure to ensure the health and safety of participants and audiences and the continued successes and growth of the tennis program. FY2024-25: Life cycle 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 Priority Type Asset Preservation Estimated Project Costs Total Funding Sources General Obligation Bonds Total Operating Impacts None Primary City Council Priority and Performance Measure 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. Project Number NEW 2024-25 $128,000 2024-25 $128,000 $128,000 2024-25 $0 Estimated Start 7/1/2024 2025-26 2026-27 $125,000 $0 2025-26 2026-27 $125,000 $0 $125,000 $0 2025-26 2026-27 $0 $0 Estimated Completion ongoing 2027-28 2028-29 Total 5 -Year $0 $0 $253,000 2027-28 2028-29 Total 5 -Year $0 $0 $253,000 $0 $0 $253,000 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Loma del Rio Restoration Tempe Loma del Rio, is located at 715 North Mill Avenue, on a portion of a 72-acre parcel (132-04-002E) within the 296-acre City of Tempe portion of the 1500-acre Papago Park. Loma del Rio ("hill by the river") is an archaeological site occupied by the Hohokam during the late Classic Period. Ceramic and lithic evidence recovered from the site indicates occupation between A.D. 1300 and A.D. 1450. The Tempe Historic Property Register-designated site is in need of restoration. Several recurring issues threaten the site. These include unauthorized removal of portions of the rock wall by the site's ramada to create campfires, and bicyclists repeatedly taking down walls on the north side of Loma del Rio. Soil erosion near the ramada is also an issue requiring mitigation. Funding associated with this proposal would be used to hire a contractor to complete a study of the site and to implement their recommendations pertaining to site restoration and maintenance, including trails, and the installation of educational signage. Sustainable Growth & Development Priority Type Customer Enhancements Estimated Project Costs Total Funding Sources General Obligation Bonds Total Operating Impacts None Photo Pho Ph P ho h oto to Coming Com Co C o om miin ing ng n g Soon So S oon on Primary City Council Priority and Performance Measure Addressed 4.20 Achieve customer satisfaction ratings of "Strongly Agree" or "Agree" with the Community Development Processes greater than or equal to 90% as measured by the Community Development Process Survey. Project Number NEW 2024-25 $0 2024-25 $0 $0 2024-25 $0 Estimated Start 7/1/2025 2025-26 2026-27 $500,000 $0 2025-26 2026-27 $500,000 $0 $500,000 $0 2025-26 2026-27 $0 $0 7-112 Estimated Completion 6/30/2028 2027-28 2028-29 Total 5 -Year $0 $0 $500,000 2027-28 2028-29 Total 5 -Year $0 $0 $500,000 $0 $0 $500,000 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Park Archaeological Monitoring and 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 City Council Priority and Performance Measure Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Priority Type Asset Preservation Estimated Project Costs Total Funding Sources General Obligation Bonds Total Operating Impacts None Project Number 6310359 2024-25 $200,822 2024-25 $200,822 $200,822 2024-25 $0 Estimated Start Ongoing 2025-26 2026-27 $0 $0 2025-26 2026-27 $0 $0 $0 $0 2025-26 2026-27 $0 $0 Estimated Completion Ongoing 2027-28 2028-29 Total 5 -Year $0 $0 $200,822 2027-28 2028-29 Total 5 -Year $0 $0 $200,822 $0 $0 $200,822 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Park Concrete and Sports Court Replacement and 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 2024-25: Kiwanis Ballfield Plaza construction FY 2025-26: Kiwanis Lake sidewalk ADA design FY 2026-27: Ragsdale MLK Park concrete construction (no design) FY 2027-28: Kiwanis Lake Sidewalk ADA corrections Construction FY 2028-29: Kiwanis Sister Cities construction Photo Coming Soon Primary City Council Priority and Performance Measure Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Priority Type Asset Preservation Estimated Project Costs Total Funding Sources General Obligation Bonds Total Operating Impacts None Project Number 6305119 2024-25 $1,150,638 2024-25 $1,150,638 $1,150,638 2024-25 $0 Estimated Start Ongoing 2025-26 2026-27 $470,000 $515,000 2025-26 2026-27 $470,000 $515,000 $470,000 $515,000 2025-26 2026-27 $0 $0 7-113 Estimated Completion Ongoing 2027-28 2028-29 Total 5 -Year $1,150,000 $1,050,000 $4,335,638 2027-28 2028-29 Total 5 -Year $1,150,000 $1,050,000 $4,335,638 $1,150,000 $1,050,000 $4,335,638 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Park Electrical and Lighting (Previously- Park Electrical Repair) Various This CIP combines 3 previously separate CIPs into one CIP and is renamed as Park Electrical and Lighting: Park Electrical Repair, Park Lighting System Replacement and Renovation, and Sports Facility Relamping. This project provides funding for the replacement and installation of electrical and lighting infrastructure for general park lighting and the lighting of softball/baseball fields, soccer fields, swimming pools, and skate parks, as well as basketball, volleyball, racquetball, tennis, and pickleball courts (note: this is different from the very specialized sports field lighting in a different CIP). There are more than 3000 lights within Park facilities supported by lamps, ballast kits, LED components, light poles, electrical conductors, conduit, controls, electrical panels, electrical gear sections, and SES’s. As infrastructure begins to age, an overhaul or full replacement of infrastructure is required. Projects are scheduled proactively due to equipment reaching end of life, or scheduled based on recommendations made during Light Pole Studies and ARC Flash Studies also funded by this account. Photo Coming Soon Primary City Council Priority and Performance Measure Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Priority Type Asset Preservation Estimated Project Costs Total Funding Sources General Obligation Bonds Total Operating Impacts None Project Number 6307659 2024-25 $929,762 2024-25 $929,762 $929,762 2024-25 $0 Estimated Start Ongoing 2025-26 2026-27 $400,000 $400,000 2025-26 2026-27 $400,000 $400,000 $400,000 $400,000 2025-26 2026-27 $0 $0 Estimated Completion Ongoing 2027-28 2028-29 Total 5 -Year $500,000 $500,000 $2,729,762 2027-28 2028-29 Total 5 -Year $500,000 $500,000 $2,729,762 $500,000 $500,000 $2,729,762 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Park Emergency 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 City Council Priority and Performance Measure Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Priority Type Asset Preservation Estimated Project Costs Total Funding Sources General Obligation Bonds Total Operating Impacts None Project Number 6305989 2024-25 $151,130 2024-25 $151,130 $151,130 2024-25 $0 Estimated Start Ongoing 2025-26 2026-27 $100,000 $100,000 2025-26 2026-27 $100,000 $100,000 $100,000 $100,000 2025-26 2026-27 $0 $0 7-114 Estimated Completion Ongoing 2027-28 2028-29 Total 5 -Year $100,000 $100,000 $551,130 2027-28 2028-29 Total 5 -Year $100,000 $100,000 $551,130 $100,000 $100,000 $551,130 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Park Enhancements and Expansion (previously Park Recreational Value Enhancements) 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 for implementing this CIP addresses base amenity standardization and is informed by Tempe’s ADA Transition Plan for 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.). Parks are ranked by base amenity deficiency and improvements are planned in conjunction with already scheduled CIP projects, such as playground and ramada renovations. Upon completion of projects to reach base standards this fund will focus on additional new expansion projects for park features and amenities that could be new infrastucture, sports amenities, play amenities, gardens, multi-use gathering space, pickle ball courts or dog parks. This project also funds expansion and enhancements such as benches, bleachers, dugout windscreens, scoreboards, safety netting and shade canopies for the most popular and highly used sports fields and courts, implementation of the Equity Study and Parks and Master Plan level of service recommendations, and projects eligible for development impact fee funding. Scheduled projects include: FY 2024-25: Waggoner ramada (construction), Kiwanis Dog Park Construction, Pickle Ball Courts or enhanced level of service(design) FY 2025-26: Cole, Rotary ramadas (design) foul ball safety netting, New dog park (design) FY 2026-27: Cole, Rotary ramadas (construction), Stroud ramada (design); New Pickleball courts or enhaced level of service (construction) FY 2027-28: Stroud ramada (construction) Expansion Project to be determined; New dog park (construction) FY 2028-29: Expansion Project to be determined Quality of Life Priority Type Customer Enhancements Estimated Project Costs Total Funding Sources Capital Project Fund Balance General Obligation Bonds Development Impact Fees GO Bonds from closed Golf CIPs Total Operating Impacts Supplies and Services Total Photo Coming Soon Primary City Council Priority and Performance Measure 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. Project Number 6308189 2024-25 $4,055,175 2024-25 $1,930,175 $1,400,000 $500,000 $225,000 $4,055,175 2024-25 $24,982 $24,982 2025-26 $510,000 2025-26 $60,000 $100,000 $350,000 $0 $510,000 2025-26 $24,982 $24,982 Estimated Start Ongoing 2026-27 $1,330,000 2026-27 $180,000 $800,000 $350,000 $0 $1,330,000 2026-27 $28,704 $28,704 2027-28 $825,000 2027-28 $75,000 $400,000 $350,000 $0 $825,000 2027-28 $30,690 $30,690 Estimated Completion Ongoing 2028-29 Total 5 -Year $1,050,000 $7,770,175 2028-29 Total 5 -Year $0 $2,245,175 $700,000 $3,400,000 $350,000 $1,900,000 $0 $225,000 $1,050,000 $7,770,175 2028-29 Total 5 -Year $30,690 $140,048 $30,690 $140,048 Capital Improvements Program Park Infrastructure (Previously- Park Drainage Infrastructure) Various This CIP combines 2 previously separate CIPs into one CIP and is renamed as Park Infrastructure: Park Drainage Infrastructure and Park Infrastructure and Equipment Replacement. Equipment Infrastructure 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 City of Tempe parks. Drainage Infrastructure 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 City Council Priority and Performance Measure Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Priority Type Asset Preservation Estimated Project Costs Total Funding Sources General Obligation Bonds Total Operating Impacts None Project Number 6308169 2024-25 $1,101,558 2024-25 $1,101,558 $1,101,558 2024-25 $0 Estimated Start 7/1/2017 2025-26 2026-27 $457,500 $482,500 2025-26 2026-27 $457,500 $482,500 $457,500 $482,500 2025-26 2026-27 $0 $0 7-115 Estimated Completion Ongoing 2027-28 2028-29 Total 5 -Year $550,000 $650,000 $3,241,558 2027-28 2028-29 Total 5 -Year $550,000 $650,000 $3,241,558 $550,000 $650,000 $3,241,558 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Park Irrigation 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: FY 2024-25: Benedict Sports Complex (construction); new irrigation controllers FY 2025-26: New irrigation controllers various locations FY 2026-27: Tempe Sports Complex (design); new irrigation controllers various locations FY 2027-28: New irrigation controllers various locations; Kiwanis (design) FY 2028 -29: Tempe Sports Complex (construction); new Controllers various locations Photo Coming Soon Primary City Council Priority and Performance Measure Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Priority Type Asset Preservation Estimated Project Costs Total Funding Sources General Obligation Bonds Water / Wastewater Fund Total Operating Impacts Supplies and Services Total Project Number 6305999 2024-25 $1,200,864 2024-25 $1,160,864 $40,000 $1,200,864 2024-25 $2,000 $2,000 Estimated Start Ongoing 2025-26 2026-27 $140,000 $400,000 2025-26 2026-27 $100,000 $360,000 $40,000 $40,000 $140,000 $400,000 2025-26 2026-27 $4,000 $6,000 $4,000 $6,000 Estimated Completion Ongoing 2027-28 2028-29 Total 5 -Year $500,000 $1,150,000 $3,390,864 2027-28 2028-29 Total 5 -Year $460,000 $1,110,000 $3,190,864 $40,000 $40,000 $200,000 $500,000 $1,150,000 $3,390,864 2027-28 2028-29 Total 5 -Year $8,000 $10,000 $30,000 $8,000 $10,000 $30,000 Capital Improvements Program Park Lake 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 2024-25 Papago lake water source construction; Hallman lake edge, bottom, and aeration system phased construction Primary City Council Priority and Performance Measure Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Priority Type Asset Preservation Estimated Project Costs Total Funding Sources General Obligation Bonds Total Operating Impacts None 6307629 2024-25 $1,849,199 2024-25 $1,849,199 $1,849,199 2024-25 $0 Ongoing 2025-26 2026-27 $0 2025-26 2027-28 $0 2026-27 $0 $0 2025-26 2026-27 $0 7-116 $0 2027-28 $0 $0 $0 $0 2027-28 $0 Ongoing Total 5 -Year $0 $1,849,199 2028-29 Total 5 -Year $0 $1,849,199 $0 $1,849,199 2028-29 Total 5 -Year $0 $0 2028-29 $0 Capital Improvements Program Park Landscape Renovation & Buffer Various Many of Tempe’s parks include landscape areas consisting of plants, shrubs, trees, 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. The following projects will be completed: FY 2024-25: Celaya and Gaicki landscape buffer and landscape renovation FY 2025-26: General landscape and curbing improvements FY 2026-27: Petersen curbing, irrigation adjustments and landscape buffer FY 2027-28: General landscape and curbing improvements FY 2028-29:General landscape and curbing improvements Photo Coming Soon Primary City Council Priority and Performance Measure Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Priority Type Asset Preservation Estimated Project Costs Total Funding Sources General Obligation Bonds Total Operating Impacts None Project Number 6309789 2024-25 $688,139 2024-25 $688,139 $688,139 2024-25 $0 Estimated Start Ongoing 2025-26 2026-27 $100,000 $165,000 2025-26 2026-27 $100,000 $165,000 $100,000 $165,000 2025-26 2026-27 $0 $0 Estimated Completion Ongoing 2027-28 2028-29 Total 5 -Year $100,000 $100,000 $1,153,139 2027-28 2028-29 Total 5 -Year $100,000 $100,000 $1,153,139 $100,000 $100,000 $1,153,139 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Park Monument Signs Various This project constructs and installs new park monuments signs with approximately 5 signs being replaced per year. A Park Sign Package study and design addresses the updating and replacement of parks rules and regulations signs, educational signs and wayfinding signs. In Progress: (Michelle Brooks Totress Park, Mary and Moses Green, Parque de Soza, RagsdaleMLK,Clark) FY 2024-25: Jaycee, Papago North, Papago South, Escalante, Selleh FY 2025-26: Daumler, Estrada, Stroud, Gaicki, Kiwanis North FY 2026-27: Indian Bend, Hanger, Birchett, Celaya, Scudder FY 2027-28: TBD FY 2028-29: TBD Photo Coming Soon Primary City Council Priority and Performance Measure Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Priority Type Asset Preservation Estimated Project Costs Total Funding Sources General Obligation Bonds Total Operating Impacts None Project Number 6311219 2024-25 $340,000 2024-25 $340,000 $340,000 2024-25 $0 Estimated Start 7/1/2023 2025-26 2026-27 $200,000 $200,000 2025-26 2026-27 $200,000 $200,000 $200,000 $200,000 2025-26 2026-27 $0 $0 7-117 Estimated Completion 6/30/1932 2027-28 2028-29 Total 5 -Year $200,000 $200,000 $1,140,000 2027-28 2028-29 Total 5 -Year $200,000 $200,000 $1,140,000 $200,000 $200,000 $1,140,000 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Park Playground Infrastructure & Equipment Replacement & 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 standards. In conjunction with this project, Tempe’s ADA Transition Plan for infrastructure compliance will be implemented. This project will consist of the following playground updates: FY 2024-25: Daley & Jaycee (design); Joyce (Construction); Waggoner (construction). ADA Compliance FY 2025-26: Daley & Jaycee (construction); Papago North (design); Cole & Rotary (design). ADA Compliance FY 2026-27: Papago North, Cole & Rotary (construction); Stroud & Hanger (design). ADA Compliance FY 2027-28: Stroud & Hanger (construction); Papago South, Kiwanis Romero & Esquer (design). ADA Compliance FY 2028-29: Kiwanis Fiesta, Hudson (Design); Esquer & Papago South (construction). ADA Compliance -Reappropriation for projects awating construction start (Kiwanis North Playground and Creamery Park) Photo Coming Soon Primary City Council Priority and Performance Measure Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Priority Type Asset Preservation Estimated Project Costs Total Funding Sources General Obligation Bonds Total Operating Impacts Supplies and Services Total Project Number 6305499 2024-25 $5,074,314 2024-25 $5,074,314 $5,074,314 2024-25 $22,845 $22,845 Estimated Start Ongoing 2025-26 2026-27 $2,080,000 $1,560,000 2025-26 2026-27 $2,080,000 $1,560,000 $2,080,000 $1,560,000 2025-26 2026-27 $31,983 $45,690 $31,983 $45,690 Estimated Completion Ongoing 2027-28 2028-29 Total 5 -Year $1,490,000 $1,325,000 $11,529,314 2027-28 2028-29 Total 5 -Year $1,490,000 $1,325,000 $11,529,314 $1,490,000 $1,325,000 $11,529,314 2027-28 2028-29 Total 5 -Year $54,828 $63,966 $219,312 $54,828 $63,966 $219,312 Capital Improvements Program Park Projects Impact Fee Funded Various Development Impact Fees are a funding source representing development’s proportionate 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. This CIP will complete the in-progress lighting project at Tempe Women's Club Park. Future projects that have an element of development impact fee funding will reside in a new CIP called Park Enhancements and Expansion. Photo Coming Soon Quality of Life Priority Type Systems Expansions Estimated Project Costs Total Funding Sources Development Impact Fees Total Operating Impacts None Primary City Council Priority and Performance Measure 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. Project Number 6310369 2024-25 $724,383 2024-25 $724,383 $724,383 2024-25 $0 Estimated Start 7/1/2021 2025-26 2026-27 $0 $0 2025-26 2026-27 $0 $0 $0 $0 2025-26 2026-27 $0 $0 7-118 Estimated Completion 12/31/2024 2027-28 2028-29 Total 5 -Year $0 $0 $724,383 2027-28 2028-29 Total 5 -Year $0 $0 $724,383 $0 $0 $724,383 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Park Ramadas 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 conjunction with this project, Tempe’s ADA Transition Plan for infrastructure compliance will be implemented. Scheduled replacement or minor renovations include the following parks: FY 2024-25: Jaycee (design) Esquer, Papago South, Joyce, Gaiki (renovations) FY 2025-26: Jaycee (construction); Kiwanis Fishing Ramadas (design); 6th street park (renovation) FY 2026-27: Tempe Beach Park (renovations), FY 2027-28: Kiwanis Fishing ramadas (construction); Kiwanis Fiesta and Romero (design) FY 2028-29: Kiwanis Fiesta Ramada Install. Kiwanis lake ramadas (renovation) Photo Coming Soon Primary City Council Priority and Performance Measure Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Priority Type Asset Preservation Estimated Project Costs Total Funding Sources General Obligation Bonds Total Operating Impacts None Project Number 6307639 2024-25 $752,557 2024-25 $752,557 $752,557 2024-25 $0 Estimated Start Ongoing 2025-26 2026-27 $220,000 $100,000 2025-26 2026-27 $220,000 $100,000 $220,000 $100,000 2025-26 2026-27 $0 $0 Estimated Completion Ongoing 2027-28 2028-29 Total 5 -Year $2,050,000 $1,200,000 $4,322,557 2027-28 2028-29 Total 5 -Year $2,050,000 $1,200,000 $4,322,557 $2,050,000 $1,200,000 $4,322,557 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Park Restrooms 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 conjunction with this project, Tempe’s ADA Transition Plan for infrastructure compliance will be implemented. Scheduled projects include: 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) FY 2027-28: Marina and Tempe Beach (partials) FY 2028-29: Kiwanis fiesta, Kiwanis Romero (Construction), Papago S, Hallman (Design) Photo Coming Soon Primary City Council Priority and Performance Measure Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Priority Type Asset Preservation Estimated Project Costs Total Funding Sources General Obligation Bonds Total Operating Impacts Supplies and Services Total Project Number 6307649 2024-25 $1,353,971 2024-25 $1,353,971 $1,353,971 2024-25 $8,576 $8,576 Estimated Start Ongoing 2025-26 2026-27 $310,000 $580,000 2025-26 2026-27 $310,000 $580,000 $310,000 $580,000 2025-26 2026-27 $12,864 $17,152 $12,864 $17,152 7-119 Estimated Completion Ongoing 2027-28 2028-29 Total 5 -Year $120,000 $650,000 $3,013,971 2027-28 2028-29 Total 5 -Year $120,000 $650,000 $3,013,971 $120,000 $650,000 $3,013,971 2027-28 2028-29 Total 5 -Year $17,152 $21,480 $77,224 $17,152 $21,480 $77,224 Capital Improvements Program Park Sign Package 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 construction and installation of signs will be funded through the asset specific Park Infrastructure/Equipment Replacement CIP project. Photo Coming Soon Primary City Council Priority and Performance Measure Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Priority Type Asset Preservation Estimated Project Costs Total Funding Sources Capital Project Fund Balance Total Operating Impacts None Project Number 6308679 2024-25 $94,678 2024-25 $94,678 $94,678 2024-25 $0 Estimated Start Ongoing 2025-26 2026-27 $0 $0 2025-26 2026-27 $0 $0 $0 $0 2025-26 2026-27 $0 $0 Estimated Completion Ongoing 2027-28 2028-29 Total 5 -Year $0 $0 $94,678 2027-28 2028-29 Total 5 -Year $0 $0 $94,678 $0 $0 $94,678 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Park Sports Amenities (Previously- Athletic Field Lighting Improv) Various This CIP combines 2 previously separate CIPs into one CIP and is renamed as Park Sports Amenities: Athletic Field Lighting Systems and Park Sports Field Renovation. The city has 27 ballfields and 40 soccer fields in neighborhood parks, community parks, regional parks and sports complexes. This project will fund athletic field infrastructure including field renovations and athletic lighting: 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. Soccer fields occur on a 5-7 year schedule at sports complexes and community parks, and 10-12 years at neighborhood parks. Lighting projects shall 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. Photo Coming Soon Primary City Council Priority and Performance Measure Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Priority Type Asset Preservation Estimated Project Costs Total Funding Sources General Obligation Bonds Total Operating Impacts Supplies and Services None Project Number 6303089 2024-25 $3,793,860 2024-25 $3,793,860 $3,793,860 2024-25 $10,750 $10,750 Estimated Start Ongoing 2025-26 2026-27 $225,000 $1,335,000 2025-26 2026-27 $225,000 $1,335,000 $225,000 $1,335,000 2025-26 2026-27 $10,750 $16,125 $10,750 $16,125 7-120 Estimated Completion Ongoing 2027-28 2028-29 Total 5 -Year $1,305,000 $1,525,000 $8,183,860 2027-28 2028-29 Total 5 -Year $1,305,000 $1,525,000 $8,183,860 $1,305,000 $1,525,000 $8,183,860 2027-28 2028-29 Total 5 -Year $16,125 $16,125 $69,875 $16,125 $16,125 $69,875 Capital Improvements Program Parks and Recreation Facilities Assessment Various The Recreation Facilities Needs Assessment (RFNA) will build upon the recommendations from the 2019 Makers Facilities Master Plan, Parks and Recreation Master Plan update as well as the Parks & Recreation Equity Study. The purpose of the RFNA is to integrate the findings and recommendations from the previously completed studies into one holistic document that outlines a long-term plan for renovating and/or replacing recreation centers. The RFNA will account for both major maintenance needs and functional, user-drive needs. Photo Coming Soon Quality of Life Primary City Council Priority and Performance Measure 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. Priority Type Asset Preservation Estimated Project Costs Total Funding Sources General Fund Cash Reserve - CIP Total Operating Impacts None 6311229 2024-25 $100,000 2024-25 $100,000 $100,000 2024-25 $0 1/1/2024 2025-26 2026-27 $0 2025-26 2027-28 $0 2026-27 $0 $0 2025-26 $0 $0 2026-27 $0 $0 2027-28 $0 $0 2027-28 $0 $0 12/31/2024 2028-29 Total 5 -Year $0 $100,000 2028-29 Total 5 -Year $0 $100,000 $0 $100,000 2028-29 Total 5 -Year $0 $0 Capital Improvements Program Parks Improvements-Contingency Fund-Grants/Other Various This CIP creates spending authority and other funding that are received mid-year. Photo Coming Soon Primary City Council Priority and Performance Measure Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Priority Type Asset Preservation Estimated Project Costs Total Funding Sources Grants/Other Total Operating Impacts None Project Number 6309863 2024-25 $1,000,000 2024-25 $1,000,000 $1,000,000 2024-25 $0 Estimated Start Ongoing 2025-26 2026-27 $0 $0 2025-26 2026-27 $0 $0 $0 $0 2025-26 2026-27 $0 $0 7-121 Estimated Completion Ongoing 2027-28 2028-29 Total 5 -Year $0 $0 $1,000,000 2027-28 2028-29 Total 5 -Year $0 $0 $1,000,000 $0 $0 $1,000,000 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Parks Urban Forest Various This project funds new trees in neighborhood, community 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, already scheduled projects, such as playground, ramada, or irrigation renovations, ensuring parks are negatively impacted as little as possible. The neighborhood and community park portions of this project have been accelerated to be completed by the end of FY 2025. This project also funds replacement trees lost to storm damage, natural senescence (age), vandalism, and accident. An industry standard rate of 2% each year will be used for replacements until data provides a clearer annual number. Scheduled projects include: Photo Coming Soon FY 2024-25: Ehrhardt, Arredondo, Joyce, Rio Salado, Kiwanis Park, Benedict Sports Complex and Tempe Sports Complex; annual replacements.Campbell, Estrada, Optimist, Waggoner East, Rio Salado, Kiwanis, Benedict Sports Complex FY 2025-26: Rio Salado, Kiwanis and Tempe Sports Complex; annual replacements FY 2026-27: Rio Salado, Kiwanis and Tempe Sports Complex; annual replacements FY 2027-28: Rio Salado, Kiwanis and Tempe Sports Complex; annual replacements FY 2028-29: Rio Salado, Kiwanis and Tempe Sports Complex; annual replacements Sustainable Growth & Development Priority Type Asset Preservation Estimated Project Costs Total Funding Sources General Obligation Bonds Total Operating Impacts Supplies and Services Total Primary City Council Priority and Performance Measure Addressed 4.11 Achieve a citywide (City and private property) 25% tree and shade canopy by 2040. Project Number 6309489 2024-25 $534,192 2024-25 $534,192 $534,192 2024-25 $12,640 $12,640 Estimated Start Ongoing 2025-26 2026-27 $55,000 $305,000 2025-26 2026-27 $55,000 $305,000 $55,000 $305,000 2025-26 2026-27 $21,840 $31,040 $21,840 $31,040 Estimated Completion Ongoing 2027-28 2028-29 Total 5 -Year $305,000 $305,000 $1,504,192 2027-28 2028-29 Total 5 -Year $305,000 $305,000 $1,504,192 $305,000 $305,000 $1,504,192 2027-28 2028-29 Total 5 -Year $40,240 $49,440 $155,200 $40,240 $49,440 $155,200 Capital Improvements Program Preserves Management Plan Papago 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 long-term conservation. Parks and 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 City Council Priority and Performance Measure Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Priority Type Asset Preservation Estimated Project Costs Total Funding Sources Capital Project Fund Balance Total Operating Impacts None Project Number 6309469 2024-25 $104,545 2024-25 $104,545 $104,545 2024-25 $0 Estimated Start 7/1/2018 2025-26 2026-27 $0 $0 2025-26 2026-27 $0 $0 $0 $0 2025-26 2026-27 $0 $0 7-122 Estimated Completion 10/31/2024 2027-28 2028-29 Total 5 -Year $0 $0 $104,545 2027-28 2028-29 Total 5 -Year $0 $0 $104,545 $0 $0 $104,545 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Recreation Emergency Repairs Various Aging infrastructure, 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 vandalism or weather. Photo Coming Soon Quality of Life Priority Type Asset Preservation Estimated Project Costs Total Funding Sources General Obligation Bonds Total Operating Impacts None Primary City Council Priority and Performance Measure 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. Project Number 6310529 2024-25 $168,129 2024-25 $168,129 $168,129 2024-25 $0 Estimated Start Ongoing 2025-26 2026-27 $100,000 $100,000 2025-26 2026-27 $100,000 $100,000 $100,000 $100,000 2025-26 2026-27 $0 $0 Estimated Completion Ongoing 2027-28 2028-29 Total 5 -Year $100,000 $100,000 $568,129 2027-28 2028-29 Total 5 -Year $100,000 $100,000 $568,129 $100,000 $100,000 $568,129 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Diablo Stadium Improvements Diablo 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. There are repairs needed for concrete, roofing, fencing, and issues relating to HVAC's, electrical, and plumbing systems. Annual maintenance repairs are also needed for the high volume of use in spring. 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. Current renovations are set to start in FY25/26 and continue for several years. Photo Coming Soon Primary City Council Priority and Performance Measure Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Project Priority Type Asset Preservation Estimated Project Costs Total Funding Sources Capital Project Fund Balance General Obligation Bonds Total Operating Impacts None Project Number 6308139 2024-25 $0 2024-25 $161,867 $250,000 $411,867 2024-25 $0 Estimated Start Ongoing 2025-26 2026-27 $0 $0 2025-26 2026-27 $0 $0 $250,000 $250,000 $250,000 $250,000 2025-26 2026-27 $0 $0 7-123 Estimated Completion Ongoing 2027-28 2028-29 Total 5 -Year $0 $0 $0 2027-28 2028-29 Total 5 -Year $0 $0 $161,867 $250,000 $250,000 $1,250,000 $250,000 $250,000 $1,411,867 2027-28 2028-29 Total 5 -Year $0 $0 $0 Police Program FY 2024/25 - FY 2028/29 CIP Project Listing New project requests are underlined Project Name Project Number Proposed Funding Source(s) Capital Budget Re-appropriations New 2024-25 Appropriation Request 2024-25 Total Requested Appropriation Additional Projected Needs 2026-27 2027-28 2025-26 Total 5-Year Program 2028-29 9-1-1/Radio Recording Equipment Refresh 5511449 General Obligation Bonds 500,000 - 500,000 - - - - 500,000 City Regional Radio System Maintenance and Replacement 5501989 General Obligation Bonds 100,000 1,831,571 1,931,571 - - - - 1,931,571 HOLD - Pending General Obligation Bond Election - - 4,744,741 4,636,226 6,791,953 4,989,808 21,162,728 Detention Facility Improvements 3207439 Water / Wastewater Fund - - - - 75,600 - - 75,600 3407449 Project Total 100,000 1,831,571 1,931,571 4,744,741 4,711,826 6,791,953 4,989,808 23,169,899 5509699 General Obligation Bonds HOLD - Pending General Obligation Bond Election 170,800 - 170,800 - - - - 170,800 100,000 100,000 - - - - 100,000 Project Total 170,800 100,000 270,800 - - - - 270,800 Digital Forensics Server Unit Project N/A HOLD - Pending General Obligation Bond Election - - - - 600,000 - - 600,000 Evidence Impound Vehicle Storage Lot 5509909 General Obligation Bonds 1,833,807 - 1,833,807 - - - - 1,833,807 Expansion and Replacement of Rifles 5508629 HOLD - Pending General Obligation Bond Election - - - - 400,000 - - 400,000 Explosive Ordnance Detection Large-Frame Robot Replacement 5511139 General Obligation Bonds 450,000 - 450,000 - - - - 450,000 Explosive Ordnance Detection X Ray System Replacement N/A HOLD - Pending General Obligation Bond Election - - - - 200,000 - - 200,000 Explosive Ordnance Disposal Deployment Vehicle Replacement 5511459 HOLD - Pending General Obligation Bond Election - 630,000 630,000 - - 120,000 - 750,000 Fingerprint Identification System Update 5508999 General Obligation Bonds 110,711 - 110,711 - - - - 110,711 HOLD - Pending General Obligation Bond Election - 73,000 73,000 - - - - 73,000 Project Total 110,711 73,000 183,711 - - - - 183,711 Incident Command Vehicle Replacement 5510319 General Obligation Bonds 615,854 - 615,854 - - - - 615,854 Mobile and Enhanced Computer Replacement 5509189 General Obligation Bonds 678,613 - 678,613 - - - - 678,613 95,000 50,000 20,000 2,362,397 2,527,397 HOLD - Pending General Obligation Bond Election Project Total New Police Substation Police Analytics Integrated Information System 5511149 5511359 678,613 - 678,613 95,000 50,000 20,000 2,362,397 3,206,010 Development Impact Fees 6,000,000 6,278,446 12,278,446 - - - - 12,278,446 HOLD - Pending General Obligation Bond Election - - - 5,087,600 - - - 5,087,600 General Fund Cash ReserveCIP 4,000,000 - 4,000,000 11,562,400 - - - 15,562,400 Project Total 10,000,000 6,278,446 16,278,446 16,650,000 - - - 32,928,446 750,000 - 750,000 - - - - 750,000 General Obligation Bonds 7-124 Police Program FY 2024/25 - FY 2028/29 CIP Project Listing New project requests are underlined Project Name Project Number Police Facilities Repair/Remodel (formerly Hardy Substation HVAC and Gear Locker) 5510309 Protective and Emergency Preparedness Equipment 5509719 New 2024-25 Appropriation Request 2024-25 Total Requested Appropriation Additional Projected Needs 2026-27 2027-28 Proposed Funding Source(s) Capital Budget Re-appropriations General Obligation Bonds 250,000 - 250,000 - - - - 250,000 HOLD - Pending General Obligation Bond Election - 350,000 350,000 775,000 - 985,000 - 2,110,000 Project Total 250,000 350,000 600,000 775,000 - 985,000 - 2,360,000 General Obligation Bonds 38,477 - 38,477 - - - - 38,477 38,477 290,000 290,000 290,000 328,477 - 185,300 185,300 375,000 375,000 900,000 900,000 1,750,300 1,788,777 HOLD - Pending General Obligation Bond Election Project Total 2025-26 Total 5-Year Program 2028-29 Public Safety Communications Equipment Replacement 5510709 General Obligation Bonds 1,896,822 - 1,896,822 700,000 - - - 2,596,822 SWAT Van Replacement 5510719 General Obligation Bonds 65,715 - 65,715 - - - - 65,715 5508819 General Fund Cash ReserveCIP - 87,600 87,600 87,600 87,600 87,600 87,600 438,000 17,460,799 9,640,617 27,101,416 23,052,341 6,234,726 8,379,553 8,339,805 73,107,841 Taser Refresh Police Protection Program Total 7-125 Capital Improvements Program 9-1-1/Radio Recording Refresh 1855 E Apache Blvd The Communications Bureau provides recordings for 9-1-1 and non-emergency calls as well as police radio traffic for public records requests, the City Attorney's Office and outside agencies. The equipment provides protection for the Police Department and the City from liability and aids in the prosecution of suspects on a daily basis. Furthermore, it provides the ability for the Communications Supervisors to conduct regular assessments of employee activity and focus training on topics needed to better serve the community. The radio recording equipment was replaced in 2013 and the telphone recording equipment was replaced in 2017. Since most technology has a 5 - 7 year life span, the existing equipment will need to be replaced during this time frame. While components many be replaced separately, doing so will cause issues with compatibility when storing and retrieving recordings. As such, this request is to replace the full recording system to meet the existing technological needs and broadening its capability to allow for storage of Next Generation 9-1-1 information such as video and text messaging in the future. Photo Coming Soon Primary City Council Priority and Performance Measure Addressed Safe & Secure Communities 1.07 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. Priority Type Public Health and Safety Estimated Project Costs Total Funding Sources General Obligation Bonds Total Operating Impacts Total Project Number N/A 2024-25 $500,000 2024-25 $500,000 $500,000 2024-25 $45,000 Estimated Start 8/22/2023 2025-26 2026-27 $0 $0 2025-26 2026-27 $0 $0 $0 $0 2025-26 2026-27 $45,000 $45,000 Estimated Completion 6/30/2025 2027-28 2028-29 Total 5 -Year $0 $0 $500,000 2027-28 2028-29 Total 5 -Year $0 $0 $500,000 $0 $0 $500,000 2027-28 2028-29 Total 5 -Year $45,000 $45,000 $225,000 Capital Improvements Program City Regional Radio System Maintenance and Replacement 120 E 5th 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 twenty three 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 years in order to comply with the FCC’s mandate. Tempe continues to upgrade and/or replacing “end user” equipment to accommodate this upgrade. Photo Coming Soon All Tempe municipal, police and fire portable and mobile radios continue to be replaced. Dispatch equipment used at the Apache Police substation must be replaced prior to upcomming end of support. Dispatch equipment at the Hardy Police substation will also need to be replaced. Hardy Police substation equipment replacement is scheduled for fiscal year 24/25. This project will continue to allow secure, day-to-day, real time communications between Tempe users as well as allowing interoperability between Tempe and the twenty six other member agencies and the numerous other state agencies. Primary City Council Priority and Performance Measure Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Priority Type Public Health and Safety Estimated Project Costs Total Funding Sources General Obligation Bonds Water / Wastewater Fund HOLD - Pending GO Bond Election Total Operating Impacts None Project Number 5501989 2024-25 $1,931,571 2024-25 $1,931,571 $0 $0 $1,931,571 2024-25 $0 Estimated Start Ongoing 2025-26 2026-27 $4,744,741 $4,711,826 2025-26 2026-27 $0 $0 $0 $75,600 $4,744,741 $4,636,226 $4,744,741 $4,711,826 2025-26 2026-27 $0 $0 7-126 Estimated Completion Ongoing 2027-28 2028-29 Total 5 -Year $6,791,953 $4,989,808 $23,169,899 2027-28 2028-29 Total 5 -Year $0 $0 $1,931,571 $0 $0 $75,600 $6,791,953 $4,989,808 $21,162,728 $6,791,953 $4,989,808 $23,169,899 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Detention Facility Improvements 120 E. 5th Street, Tempe This is a request to roll over appropriations FY 2023-24 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 there is a need to replace lighting fixtures, toilet fixtures, locks, and other detention facility related items for the health and welfare of the employees, arrestees, and the facility. The new funding requested for FY 2024-25 would be utilized to replace toilet fixtures and related valves and plumbing which are faulty and leaking. 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, monitor detainees, and answer phone calls. The Detention Bureau’s overall responsibility 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. Sustainable Growth & Development Priority Type Public Health and Safety Estimated Project Costs Total Funding Sources General Obligation Bonds HOLD - Pending GO Bond Election Total Operating Impacts None Photo Coming Soon Primary City Council Priority and Performance Measure Addressed 4.14 Achieve an average Facilities Condition Index (FCI) less than or equal to the national benchmark standards. Project Number 5509699 2024-25 $270,800 2024-25 $170,800 $100,000 $270,800 2024-25 $0 Estimated Start ongoing 2025-26 2026-27 $0 $0 2025-26 2026-27 $0 $0 $0 $0 $0 $0 2025-26 2026-27 $0 $0 Estimated Completion 12/31/2025 2027-28 2028-29 Total 5 -Year $0 $0 $270,800 2027-28 2028-29 Total 5 -Year $0 $0 $170,800 $0 $0 $100,000 $0 $0 $270,800 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Digital Forensics Unit Server Replacement Project N/A The Tempe Police Department (TPD) Digital Forensics Unit (DFU) is responsible for accessing, retrieving, and storing evidence from digital devices (including cell phones and computers) for investigative units departmentwide. The digital evidence obtained is related to investigations (including homicides, crimes against children, robberies, drug trafficking, and serious/fatal traffic collisions) and is required for successful prosecution. The digital evidence is stored on a specialized computer server, which is maintained by the DFU. Due to advancing technology, this server (originally purchased in 2017) will be considered obsolete in 2027. The TPD is therefore requesting the purchase of a Digital Forensics Server in FY 2026-27 for $600,000. This amount covers server replacement and all applicable fees for five years. After five years (FY 2031-32), there is an estimated annual fee of $80,000 for server maintenance and software fees. Photo Coming Soon Primary City Council Priority and Performance Measure Addressed Safe & Secure Communities 1.05 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. Priority Type Public Health and Safety Estimated Project Costs Total Funding Sources HOLD - Pending GO Bond Election Total Operating Impacts None Project Number N/A 2024-25 $0 2024-25 $0 $0 2024-25 $0 Estimated Start 7/1/2026 2025-26 2026-27 $0 $600,000 2025-26 2026-27 $0 $600,000 $0 $600,000 2025-26 2026-27 $0 $0 7-127 Estimated Completion 6/30/2027 2027-28 2028-29 Total 5 -Year $0 $0 $600,000 2027-28 2028-29 Total 5 -Year $0 $0 $600,000 $0 $0 $600,000 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Evidence Impound Vehicle Storage Lot Greentree Drive and 52nd Street 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. The Police Department needs a short-term storage solution on city owned property to alleviate current conditions and a long-term solution which coincides with the City’s master plan on City owned property. Photo Coming Soon Primary City Council Priority and Performance Measure Addressed Safe & Secure Communities 1.07 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. Priority Type Public Health and Safety Estimated Project Costs Total Funding Sources General Obligation Bonds Total Operating Impacts None Project Number 5509909 2024-25 $1,833,807 2024-25 $1,833,807 $1,833,807 2024-25 $0 Estimated Start 1/1/2022 2025-26 2026-27 $0 $0 2025-26 2026-27 $0 $0 $0 $0 2025-26 2026-27 $0 $0 Estimated Completion 12/31/2024 2027-28 2028-29 Total 5 -Year $0 $0 $1,833,807 2027-28 2028-29 Total 5 -Year $0 $0 $1,833,807 $0 $0 $1,833,807 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Expansion and Replacement of Rifles N/A This project aims to replace the Tempe Police Department's (TPD) existing Special Weapons And Tactics (SWAT) handguns, rifles, precision rifles, and related accessories in FY 2026-27. The SWAT team's existing weapons systems will have reached their end-of-life expectancy by 2027 and require replacement. These weapons systems are the primary weapons used by SWAT operators and snipers during high-risk incidents. The estimated costs for the weapons systems are as follows: $60,000 (handguns), $250,000 (rifles), $64,000 (precision rifles), and $26,000 in accessories. Funding this project ensures TPD's SWAT operators are equipped with the necessary tools and resources needed to address public safety threats while keeping our law enforcement officers and community safe. Photo Coming Soon Primary City Council Priority and Performance Measure Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Priority Type Asset Preservation Estimated Project Costs Total Funding Sources HOLD - Pending GO Bond Election Total Operating Impacts None Project Number 5508629 2024-25 $0 2024-25 $0 $0 2024-25 $0 Estimated Start 7/1/2026 2025-26 2026-27 $0 $400,000 2025-26 2026-27 $0 $400,000 $0 $400,000 2025-26 2026-27 $0 $0 7-128 Estimated Completion 6/30/2027 2027-28 2028-29 Total 5 -Year $0 $0 $400,000 2027-28 2028-29 Total 5 -Year $0 $0 $400,000 $0 $0 $400,000 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Explosive Ordnance Detection Large-Frame Robot Replacement N/A 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) was in service for approximately 17 years (as of FY 2022-23) and is now inoperable due to an electrical issue stemming from the repair of an electric drive motor. 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 (VBIEDs). In situations involving dangerous individuals, the TPD's tactical team uses the EOD large-frame 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. TPD received approval to replace this robot in FY 23-24 however it may not be delivered before the end of FY 2023-24; therefore, the funds need to be rolled over to FY 2024-25 to complete the project. Photo Coming Soon Primary City Council Priority and Performance Measure Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Priority Type Asset Preservation Estimated Project Costs Total Funding Sources General Obligation Bonds Total Operating Impacts None Project Number 5511139 2024-25 $450,000 2024-25 $450,000 $450,000 2024-25 $0 Estimated Start 7/1/2024 2025-26 2026-27 $0 $0 2025-26 2026-27 $0 $0 $0 $0 2025-26 2026-27 $0 $0 Estimated Completion 6/30/2025 2027-28 2028-29 Total 5 -Year $0 $0 $450,000 2027-28 2028-29 Total 5 -Year $0 $0 $450,000 $0 $0 $450,000 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Explosive Ordnance Detection X-Ray System Replacement N/A 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 16 years (as of FY 22-23). 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. Considering the anticipated life expectancy and technological advances, existing X-ray systems will be considered obsolete in FY 2026-27 and must be replaced. The estimated cost to replace the x-ray systems is $200,000.00 (with no recurring fees). Photo Pho P Ph ho h oto to Coming Com C Co om o miin ing ng n g Soon So S oon on Primary City Council Priority and Performance Measure Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Priority Type Public Health and Safety Estimated Project Costs Total Funding Sources HOLD - Pending GO Bond Election Total Operating Impacts None Project Number N/A 2024-25 $0 2024-25 $0 $0 2024-25 $0 Estimated Start 7/1/2026 2025-26 2026-27 $0 $200,000 2025-26 2026-27 $0 $200,000 $0 $200,000 2025-26 2026-27 $0 $0 7-129 Estimated Completion 6/30/2027 2027-28 2028-29 Total 5 -Year $0 $0 $200,000 2027-28 2028-29 Total 5 -Year $0 $0 $200,000 $0 $0 $200,000 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Explosive Ordnance Detection Deployment Vehicle Replacement N/A This project aims to replace the Tempe Police Department's (TPD) existing Explosive Ordnance Detection (EOD) Deployment Vehicle and two EOD blast suits. 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. Replacement deployment vehicle(s) would provide the additional storage space needed by the EOD Unit and ensure the equipment's safe and secure transport. EOD blast suits are constructed of body armor and are worn by EOD Technicians during reconnaissance, "render safe" or disruption procedures on potential or confirmed explosive threats. Such suits protect from fragmentation, blast overpressure, and thermal and tertiary effects should the threat device detonate. The vehicle replacement cost is estimated to be $630,000 for FY 2024-25 (this will also require an additional $3,000 per vehicle in operating costs for gas and maintenance). The EOD blast suit replacement is estimated to be $120,000 in FY 2027-28. Photo Coming Soon Primary City Council Priority and Performance Measure Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Priority Type Asset Preservation Estimated Project Costs Total Funding Sources HOLD - Pending GO Bond Election Total Operating Impacts Supplies and Services Total Project Number N/A 2024-25 $630,000 2024-25 $630,000 $630,000 2024-25 $0 $0 Estimated Start 7/1/2024 2025-26 2026-27 $0 $0 2025-26 2026-27 $0 $0 $0 $0 2025-26 2026-27 $6,000 $6,000 $6,000 $6,000 Estimated Completion 6/30/2025 2027-28 2028-29 Total 5 -Year $120,000 $0 $750,000 2027-28 2028-29 Total 5 -Year $120,000 $0 $750,000 $120,000 $0 $750,000 2027-28 2028-29 Total 5 -Year $6,000 $6,000 $24,000 $6,000 $6,000 $24,000 Capital Improvements Program Fingerprint Identification System Update N/A This project will enable technological updates the Police Department’s fingerprint identification equipment, replacing technology that has passed its useful life expectancy and adding additional technology to create greater 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 Department’s fingerprint process by adding two additional workstations: One additional 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. In summary, this CIP request reaffirms money pre-approved in previous years, and does not add any new money requests. Photo Coming Soon Primary City Council Priority and Performance Measure Addressed Safe & Secure Communities 1.12 Achieve a clearance rate of violent cases greater than or equal to the national 5-year average for cities our population size. Priority Type Public Health and Safety Estimated Project Costs Total Funding Sources General Obligation Bonds HOLD - Pending GO Bond Election Total Operating Impacts None Project Number 5508999 2024-25 $183,711 2024-25 $110,711 $73,000 $183,711 2024-25 $0 Estimated Start 7/18/2018 2025-26 2026-27 $0 $0 2025-26 2026-27 $0 $0 $0 $0 $0 $0 2025-26 2026-27 $0 $0 7-130 Estimated Completion 6/30/2028 2027-28 2028-29 Total 5 -Year $0 $0 $183,711 2027-28 2028-29 Total 5 -Year $0 $0 $110,711 $0 $0 $73,000 $0 $0 $183,711 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Incident Command Vehicle Replacement N/A 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 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, one of which has been purchased. The new ICV 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. The second ICV is on order but may not be delivered before the end of FY 2023-24; therefore, the funds need to be rolled over to FY 2024-25 to complete the project. No operating impacts as appropriation has been placed in the existing budget. Photo Coming Soon Primary City Council Priority and Performance Measure Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Priority Type Public Health and Safety Estimated Project Costs Total Funding Sources General Obligation Bonds Total Operating Impacts Capital Outlay Total Project Number 5510319 2024-25 $615,854 2024-25 $615,854 $615,854 2024-25 $3,000 $3,000 Estimated Start 7/1/2024 2025-26 2026-27 $0 $0 2025-26 2026-27 $0 $0 $0 $0 2025-26 2026-27 $3,000 $3,000 $3,000 $3,000 Estimated Completion 6/30/2025 2027-28 2028-29 Total 5 -Year $0 $0 $615,854 2027-28 2028-29 Total 5 -Year $0 $0 $615,854 $0 $0 $615,854 2027-28 2028-29 Total 5 -Year $3,000 $3,000 $15,000 $3,000 $3,000 $15,000 Capital Improvements Program Mobile Enhanced Computer Replacement N/A 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 safet system is comprised of computer aided dispatch, records management systems, investigative case management systems, evidency management, and crime scene mapping, along with analytical systems. Mobile computers provide field employees with the ability to communicate with each other, respond to calls for service, and complete police reports, records of field contacts, and arrests/bookings. Enhanced computers also provide investigative field employees with the ability to manage their casesload from the field or office, map crime and crash scenes, and conduct analysis and intelligence research. Mobile computers, enhanced computers, vehicle mounting equipement, desktop mounts, cabling and connections, and related peripheral equipment and items to enable continuous functioning need to be replaced every five (5) years to ensure employees have access to critical systems and limit individual and systems failures to prevent a negative impact on the ability of field and investigative personnel to deliver police services effectively and efficiently. Photo Coming Soon Primary City Council Priority and Performance Measure Addressed Safe & Secure Communities 1.07 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. Priority Type Public Health and Safety Estimated Project Costs Total Funding Sources General Obligation Bonds HOLD - Pending GO Bond Election Total Operating Impacts None 5509189 2024-25 $678,613 2024-25 $678,613 $0 $678,613 2024-25 $0 2025-26 $95,000 2025-26 $0 $95,000 $95,000 2025-26 $0 7-131 On-going 2026-27 2027-28 $50,000 $20,000 2026-27 2027-28 $0 $0 $50,000 $20,000 $50,000 $20,000 2026-27 2027-28 $0 $0 12/31/2027 2028-29 Total 5 -Year $2,362,397 $3,206,010 2028-29 Total 5 -Year $0 $678,613 $2,362,397 $2,527,397 $2,362,397 $3,206,010 2028-29 Total 5 -Year $0 $0 Capital Improvements Program New Police Substation TBD In support of Tempe Police Departments key initiatives, reduce crime/fear of crime and community and regional engagement, and in accordance with the City’s Facilities Master Plan (Makers April 2019), this project will provide design services and construction of a new Police Substation. Restructuring will occur and this new substation will house North Patrol Operations, some of the Investigation Division, and associated support functions. With the growth and urbanization in Tempe the Police Department is restructuring patrol services by adding another patrol bureau: Central, North, and South. Central Bureau will be located at Headquarters enhancing patrol services in downtown Tempe. 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. Some of the Units from the Investigations Division will also relocate from headquarters. The vacated spaces will make room for the Courts/Justice Center Expansion and for the Central Bureau (Officers, Bikes, School Resource Officers, Transit, and Special Events). 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) Vacate the Hawk Substation, 2) Vacate the Bike area in the garden level, 3) vacate building #2 at HQ (Courts Modernization/expansion). See Makers and Arrington Watkins 2019 Studies for details. Please note the project is partially funded through development impact fees. Land costs are not included in the project estimates. Photo Coming Soon Primary City Council Priority and Performance Measure Addressed Safe & Secure Communities 1.07 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. Priority Type Public Health and Safety Estimated Project Costs Total Funding Sources Development Impact Fees General Fund Cash Reserve - CIP HOLD - Pending GO Bond Election Total Operating Impacts None Project Number 5511149 2024-25 $16,278,446 2024-25 $12,278,446 $4,000,000 $0 $16,278,446 2024-25 $0 Estimated Start 7/1/2023 2025-26 2026-27 $16,650,000 $0 2025-26 2026-27 $0 $0 $11,562,400 $0 $5,087,600 $0 $16,650,000 $0 2025-26 2026-27 $0 $0 Estimated Completion 6/30/2028 2027-28 2028-29 Total 5 -Year $0 $0 $32,928,446 2027-28 2028-29 Total 5 -Year $0 $0 $12,278,446 $0 $0 $15,562,400 $0 $0 $5,087,600 $0 $0 $32,928,446 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Police Analytics Integrated Information System 120 E Fifth Street This project will enhance the integration of hardware and software crime and intelligence systems. Strategic and Tactical Crime and Intelligence Analysis are a key initiative for the Police Department, making accuate, timely, and actionable data and intelligence available to support ’s key initiatives. Having quality data and intelligence supported by well-informed analysis improves the speed and effectiveness of decision making that is so vital to problem solving, and meeting City performance measures. The project will integrate hardware, software, public safety/open source databases currently being used, leverage emerging predictive analytic techniques, and will support the development, implementation, and activation of a Real Time Operatinos Center (RTOC) to enable more efficient and effective deployment of Police resources in responding to crime. A drive in this direction will enhance public safety by improving the quality of life in the community and contribute to an increase in citizen satisfaction in police responses and service. Photo Coming Soon Primary City Council Priority and Performance Measure Addressed Safe & Secure Communities 1.07 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. Priority Type Public Health and Safety Estimated Project Costs Total Funding Sources General Obligation Bonds Total Operating Impacts None 5511359 2024-25 $750,000 2024-25 $750,000 $750,000 2024-25 $235,000 7/1/2024 2025-26 2026-27 $0 2025-26 2027-28 $0 2026-27 $0 2027-28 $0 $0 $0 $0 $0 $0 2025-26 $235,000 2026-27 $235,000 2027-28 $235,000 7-132 6/30/2025 2028-29 Total 5 -Year $0 $750,000 2028-29 Total 5 -Year $0 $750,000 $0 $750,000 2028-29 Total 5 -Year $235,000 $1,175,000 Capital Improvements Program Police Facilities Repair / Remodel (Hardy Substation) 8201 S. Hardy Funds are requested to start the remodel and repair of the Hardy Police Substation, built in 1994. The space and design are no longer meeting the department's needs. The planned improvements are: in FY 23/24 and 24/25, we will add an officer gear locker and renovate the motorcycle parking. In FY 25/26, convert the detention center into a much-needed office space and replace/renoate the interior of the firing range. In FY 27/28, replace the evaporative cooler with an HVAC system and the auditorium into a multipurpose room. Photo Coming Soon Primary City Council Priority and Performance Measure Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Priority Type Public Health and Safety Estimated Project Costs Total Funding Sources General Obligation Bonds HOLD - Pending GO Bond Election Total Operating Impacts None Project Number 5510309 2024-25 $600,000 2024-25 $250,000 $350,000 $600,000 2024-25 $0 Estimated Start 1/1/2025 2025-26 2026-27 $775,000 $0 2025-26 2026-27 $0 $0 $775,000 $0 $775,000 $0 2025-26 2026-27 $0 $0 Estimated Completion ongoing 2027-28 2028-29 Total 5 -Year $0 $985,000 $2,360,000 2027-28 2028-29 Total 5 -Year $0 $0 $250,000 $0 $985,000 $2,110,000 $0 $985,000 $2,360,000 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Protective and Emergency Preparedness Equipment n/a This request is to replace the Department’s current inventory of emergency preparedness and protective equipment. In FY 2024-25 we will be replacing motor helmets for the Traffic Officers and tactical heavy vests for SWAT and CAST reaching the end of useful life. These vests are rifle rated and 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 masks and communication equipment for members of SWAT (55) and IRT (30). In FY 2027-28 we will be replacing night vision optics for SWAT (25). In FY 2028-29 we 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. Equipment has been ordered, due to supply chain issues, receipt has been delayed / unpredictable. End of life on this equipment is 5 years. Photo Coming Soon Primary City Council Priority and Performance Measure Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Priority Type Asset Preservation Estimated Project Costs Total Funding Sources General Obligation Bonds HOLD - Pending GO Bond Election Total Operating Impacts None Project Number 5509719 2024-25 $328,477 2024-25 $38,477 $290,000 $328,477 2024-25 $0 Estimated Start ongoing 2025-26 2026-27 $0 $185,300 2025-26 2026-27 $0 $0 $0 $185,300 $0 $185,300 2025-26 2026-27 $0 $0 7-133 Estimated Completion ongoing 2027-28 2028-29 Total 5 -Year $375,000 $900,000 $1,788,777 2027-28 2028-29 Total 5 -Year $0 $0 $38,477 $375,000 $900,000 $1,750,300 $375,000 $900,000 $1,788,777 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Public Safety Communications Equipment Replacement 1855 E. Apache Blvd This project will replace all monitors, furniture and equipment in the 911 Emergency Dispatch Center. This facility was built in 2008 and is used 24/7/365 to receive emergency calls for service and dispatch the 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 with a flexible, as-needed display profile. This system will allow dispatchers to set up a display in a manner that is conducive to productive and 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 City Council Priority and Performance Measure Addressed Safe & Secure Communities 1.07 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. Priority Type Public Health and Safety Estimated Project Costs Total Funding Sources General Obligation Bonds Total Operating Impacts Personnel Services Total Project Number 5510709 2024-25 $1,896,822 2024-25 $1,896,822 $1,896,822 2024-25 $0 $0 Estimated Start 7/1/2023 2025-26 2026-27 $700,000 $0 2025-26 2026-27 $700,000 $0 $700,000 $0 2025-26 2026-27 $0 $0 $0 $0 Estimated Completion 6/30/2025 2027-28 2028-29 Total 5 -Year $0 $0 $2,596,822 2027-28 2028-29 Total 5 -Year $0 $0 $2,596,822 $0 $0 $2,596,822 2027-28 2028-29 Total 5 -Year $0 $0 $0 $0 $0 $0 Capital Improvements Program SWAT Equipment Van Replacement N/A 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 18 years (as of FY 2022-23). Due to a significant increase in the cost of the original vehicle, the decision was made to purchase two smaller SWAT equipment trucks instead of a single van. These vehicles will 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. New SWAT equipment trucks would provide additional storage space and ensure the equipment will be available when and where it is necessary within the remaining CIP. This purchase will require an additional $3,000 per vehicle per year in operating costs for gas and maintenance. TPD received approval for this project in FY 2023-24; however, the delivery may not occur before the end of FY 2023-24; therefore, the funds need to be rolled over to FY 2024-25 to complete the project. Photo Coming Soon Primary City Council Priority and Performance Measure Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Priority Type Public Health and Safety Estimated Project Costs Total Funding Sources General Obligation Bonds Total Operating Impacts Supplies and Services Total Project Number 5510719 2024-25 $65,715 2024-25 $65,715 $65,715 2024-25 $6,000 $6,000 Estimated Start 7/1/2024 2025-26 2026-27 $0 $0 2025-26 2026-27 $0 $0 $0 $0 2025-26 2026-27 $6,000 $6,000 $6,000 $6,000 7-134 Estimated Completion 6/30/2025 2027-28 2028-29 Total 5 -Year $0 $0 $65,715 2027-28 2028-29 Total 5 -Year $0 $0 $65,715 $0 $0 $65,715 2027-28 2028-29 Total 5 -Year $6,000 $6,000 $30,000 $6,000 $6,000 $30,000 Capital Improvements Program Taser Refresh N/A The purpose of this project is to replace all departmental Tasers, conducted electrical weapons, issued as part of the Taser Refresh in 2022. The warranty for these units expires 2026. Funds allocated for the project will be used to supplemental annual maintnenace cost for 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 City Council Priority and Performance Measure Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Priority Type Public Health and Safety Estimated Project Costs Total Funding Sources General Fund Cash Reserve - CIP Total Operating Impacts None Project Number 5508819 2024-25 $87,600 2024-25 $87,600 $87,600 2024-25 $0 Estimated Start ongoing 2025-26 2026-27 $87,600 $87,600 2025-26 2026-27 $87,600 $87,600 $87,600 $87,600 2025-26 2026-27 $0 $0 7-135 Estimated Completion ongoing 2027-28 2028-29 Total 5 -Year $87,600 $87,600 $438,000 2027-28 2028-29 Total 5 -Year $87,600 $87,600 $438,000 $87,600 $87,600 $438,000 2027-28 2028-29 Total 5 -Year $0 $0 $0 Storm Drains Program FY 2024/25 - FY 2028/29 CIP Project Listing New project requests are underlined Project Name McKellips Storm Drain Improvements Project Number Proposed Funding Source(s) New 2024-25 Appropriation Request Capital Budget Re-appropriations 2024-25 Total Requested Appropriation Additional Projected Needs 2026-27 2027-28 2025-26 2028-29 Total 5-Year Program N/A General Obligation Bonds Flood Control District - Maricopa County City of Scottsdale Project Total - - - - - - 277,771 1,031,718 277,770 1,587,259 277,771 1,031,718 277,770 1,587,259 Mill Avenue Drainage Improvements 5810749 General Obligation Bonds Flood Control District - Maricopa County Project Total - - - 43,750 81,250 125,000 415,625 771,875 1,187,500 397,600 738,400 1,136,000 - 856,975 1,591,525 2,448,500 Roosevelt Storm Drain 5810911 General Obligation Bonds City of Scottsdale Flood Control District - Maricopa County Project Total 267,623 497,014 764,637 1,401,639 1,669,262 5,703,100 8,774,001 1,669,262 1,669,262 6,200,114 9,538,638 - - - - 1,669,262 1,669,262 6,200,114 9,538,638 Storm Drain Improvements 5899971 General Obligation Bonds 1,533,755 - 1,533,755 333,000 333,000 333,000 333,000 2,865,755 Watson Drive - Bonarden Lane Drainage Improvements 5810079 General Obligation Bonds Flood Control District - Maricopa County Project Total 867,257 1,610,619 2,477,876 75,200 139,658 214,858 942,457 1,750,277 2,692,734 - - - - 942,457 1,750,277 2,692,734 4,776,268 8,988,859 13,765,127 458,000 1,520,500 1,469,000 1,920,259 19,132,886 Storm Drains Program Total 7-136 Capital Improvements Program McKellips Drive Storm Drain McKellips Road and Scottsdale 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 65% 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 storm drains 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. Design is anticipated to begin in Fiscal Year 2028/29 and construction is anticipated for funding in Fiscal Year 2029/30. Photo Pho hoto ho to Coming Com Co C om o miing ng n g Soon Soon So on Primary City Council Priority and Performance Measure Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Priority Type Public Health and Safety Estimated Project Costs Total Funding Sources General Obligation Bonds Flood Control District - Maricopa County City of Scottsdale Total Operating Impacts None Project Number NA 2024-25 $0 2024-25 $0 $0 $0 $0 2024-25 $0 Estimated Start 7/1/2028 2025-26 2026-27 $0 $0 2025-26 2026-27 $0 $0 $0 $0 $0 $0 $0 $0 2025-26 2026-27 $0 $0 Estimated Completion 7/1/2029 2027-28 2028-29 Total 5 -Year $0 $1,587,259 $1,587,259 2027-28 2028-29 Total 5 -Year $0 $277,770 $277,770 $0 $1,031,718 $1,031,718 $0 $277,770 $277,770 $0 $1,587,259 $1,587,259 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Mill Ave and UPRR Storm Drain Improvements Mill Ave and Union Pacific Railroad, SE Corner This project is identified 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 Pho P Ph hotto o Coming Com Co C om o ming ng Soon ng So oon on Primary City Council Priority and Performance Measure Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Priority Type Public Health and Safety Estimated Project Costs Total Funding Sources Flood Control District - Maricopa County General Obligation Bonds Total Operating Impacts None Project Number 5810749 2024-25 $0 2024-25 $0 $0 $0 2024-25 $0 Estimated Start 7/1/2025 2025-26 2026-27 $125,000 $1,187,500 2025-26 2026-27 $81,250 $771,875 $43,750 $415,625 $125,000 $1,187,500 2025-26 2026-27 $0 $0 7-137 Estimated Completion 7/1/2027 2027-28 2028-29 Total 5 -Year $1,136,000 $0 $2,448,500 2027-28 2028-29 Total 5 -Year $738,400 $0 $1,591,525 $397,600 $0 $856,975 $1,136,000 $0 $2,448,500 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Roosevelt Storm Drain Continental Drive and Roosevelt Road This project ranked highly 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 65% match and splits the reamaining budget participation between 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 Pho Ph ho oto t Coming Com Co Com min iing ng n g Soon Soon So on Primary City Council Priority and Performance Measure Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Priority Type Public Health and Safety Estimated Project Costs Total Funding Sources General Obligation Bonds City of Scottsdale Flood Control District - Maricopa County Total Operating Impacts None Project Number 5810911 2024-25 $9,538,638 2024-25 $1,669,262 $1,669,262 $6,200,114 $9,538,638 2024-25 $0 Estimated Start 6/27/2023 2025-26 2026-27 $0 $0 2025-26 2026-27 $0 $0 $0 $0 $0 $0 $0 $0 2025-26 2026-27 $0 $0 Estimated Completion 12/31/2025 2027-28 2028-29 Total 5 -Year $0 $0 $9,538,638 2027-28 2028-29 Total 5 -Year $0 $0 $1,669,262 $0 $0 $1,669,262 $0 $0 $6,200,114 $0 $0 $9,538,638 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Storm Drain Improvements Various The city’s storm drainage system includes approximately 225 miles of storm drains, 3,600 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 City Council Priority and Performance Measure Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Priority Type Asset Preservation Estimated Project Costs Total Funding Sources General Obligation Bonds Total Operating Impacts None Project Number 589971 2024-25 $1,533,755 2024-25 $1,533,755 $1,533,755 2024-25 $0 Estimated Start Ongoing 2025-26 2026-27 $333,000 $333,000 2025-26 2026-27 $333,000 $333,000 $333,000 $333,000 2025-26 2026-27 $0 $0 7-138 Estimated Completion Ongoing 2027-28 2028-29 Total 5 -Year $333,000 $333,000 $2,865,755 2027-28 2028-29 Total 5 -Year $333,000 $333,000 $2,865,755 $333,000 $333,000 $2,865,755 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Watson Drive - Bonarden Lane Drainage Improvements Watson Drive - Bonarden Lane This is a ranked project in the Tempe Drainage Master Study. This project was a recipient of the Flood Control District of Maricopa County Small Project Funding. However, the cost of this project exceeded the funding limit for that program. The Tempe staff FCDMC reapplied and recieved approval for the Capital Improvement Planning Prioitization (Large 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 P Ph Pho otto o Coming Com C Co om min ing ng g Soon So S oo on n Primary City Council Priority and Performance Measure Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Priority Type Public Health and Safety Estimated Project Costs Total Funding Sources General Obligation Bonds Flood Control District - Maricopa County Total Operating Impacts None Project Number 5810071 2024-25 $2,692,734 2024-25 $942,457 $1,750,277 $2,692,734 2024-25 $0 Estimated Start 3/1/2021 2025-26 2026-27 $0 $0 2025-26 2026-27 $0 $0 $0 $0 $0 $0 2025-26 2026-27 $0 $0 7-139 Estimated Completion 1/15/2025 2027-28 2028-29 Total 5 -Year $0 $0 $2,692,734 2027-28 2028-29 Total 5 -Year $0 $0 $942,457 $0 $0 $1,750,277 $0 $0 $2,692,734 2027-28 2028-29 Total 5 -Year $0 $0 $0 City of Tempe Fiscal Year 2024/25 Capital Improvements Program Transportation Program Transportation projects total $102.7 million in FY 2024/25 and account for 13% of the 2024/25 appropriated CIP budget The Transportation element of the Capital Improvements Program includes all new and ongoing improvements put into service under the city's Transportation and Right-of-Way, and Traffic Signal and Street Lighting programs. Combined the two programs represent $102.7 million of the Capital Improvements Budget for FY 2024/25. In FY 2024/25 the main funding sources for transportation projects are the planned issuance of $23.5 million in general obligation bonds and the balance from existing transportation capital project funds, federal grants, and other outside funding sources. The Transportation and Right-of-Way program is scheduled to complete a variety of arterial and residential street maintenance, resurfacing, and reconstruction projects. The Traffic Signal and Street Lighting program is primarily focused on projects that maintain, replace and upgrade various technologies that support the city’s traffic signals system, as well as on street light pole replacement. 7-140 Traffic Signals and Street Lighting Program FY 2024/25 - FY 2028/29 CIP Project Listing New project requests are underlined Project Name Project Number ITS Network Infrastructure Upgrade 6911309 Proposed Funding Source(s) New 2024-25 Appropriation Request Capital Budget Re-appropriations 2024-25 Total Requested Appropriation Additional Projected Needs 2026-27 2027-28 2025-26 Total 5-Year Program 2028-29 Federal Grants 744,970 - 744,970 - - - - 744,970 General Obligation Bonds 45,030 75,000 120,030 - - - - 120,030 Project Total 790,000 75,000 865,000 - - - - 865,000 New Signals/Safety Upgrades 6906209 General Obligation Bonds 1,590,664 500,000 2,090,664 500,000 300,000 500,000 500,000 3,890,664 Streetlight LED Replacement Program 6908399 General Obligation Bonds 237,175 500,000 737,175 200,000 250,000 250,000 - 1,437,175 Streetlight Pole Structural Replacement 6999849 General Obligation Bonds 729,508 705,951 1,435,459 705,951 204,951 204,951 204,951 2,756,263 Streetlight Upgrade/New Installation 6999869 Highway User Revenue Fund 86,384 100,000 186,384 100,000 100,000 100,000 100,000 586,384 Traffic Management Center Upgrade 6910199 General Obligation Bonds 80,750 - 80,750 105,160 - - - 185,910 Traffic Signal CCTV Updates 6911639 Highway User Revenue Fund - 200,000 200,000 100,000 100,000 100,000 100,000 600,000 Traffic Signal Green Signs 6906229 General Obligation Bonds 184,998 150,522 335,520 150,522 150,522 150,522 150,522 937,608 Traffic Signal Infrastructure 6903383 General Obligation Bonds 620,509 500,000 1,120,509 525,000 525,000 375,000 525,000 3,070,509 Traffic Signal Pedestrian Access Improvements 6909679 General Obligation Bonds 30,309 25,000 55,309 45,000 50,000 50,000 50,000 250,309 Update Signalized Intersection Detection 6910209 General Obligation Bonds 831,038 175,000 1,006,038 150,000 150,000 150,000 250,000 1,706,038 Warner Rd. and Kyrene Canal Bike Ped Signal 6910479 General Obligation Bonds 524,023 - 524,023 - - - - 524,023 Western Canal @ Guadalupe Rd Crossing Improvements 6910489 General Obligation Bonds 563,648 - 563,648 - - - - 563,648 6,269,006 2,931,473 9,200,479 2,581,633 1,830,473 1,880,473 1,880,473 17,373,531 Traffic Signals and Street Lighting Program Total 7-141 Capital Improvements Program ITS Network Infrastructure 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 midlevel 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. Includes design funds for reviewing existing fiber paths (including mapping of the transportation fiber) and developing a plan for future installations. Quality of Life Priority Type Public Health and Safety Estimated Project Costs Total Funding Sources Federal Grants General Obligation Bonds Total Operating Impacts None 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 6911309 2024-25 $865,000 2024-25 $744,970 $120,030 $865,000 2024-25 $0 Estimated Start 7/1/2023 2025-26 2026-27 $0 $0 2025-26 2026-27 $0 $0 $0 $0 $0 $0 2025-26 2026-27 $0 $0 Estimated Completion 6/30/2025 2027-28 2028-29 Total 5 -Year $0 $0 $865,000 2027-28 2028-29 Total 5 -Year $0 $0 $744,970 $0 $0 $120,030 $0 $0 $865,000 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program New Signals/Safety 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 equipment to meet safety features required by state and federal regulations. An intersection with modular traffic signal poles costs on average $800,000 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 City Council Priority and Performance Measure Addressed Safe & Secure Communities 1.08Achieve a reduction in the number of fatal and serious injury crashes to zero. Priority Type Public Health and Safety Estimated Project Costs Total Funding Sources General Obligation Bonds Total Operating Impacts None Project Number 6906209 2024-25 $2,090,664 2024-25 $2,090,664 $2,090,664 2024-25 $0 Estimated Start 7/1/2022 2025-26 2026-27 $500,000 $300,000 2025-26 2026-27 $500,000 $300,000 $500,000 $300,000 2025-26 2026-27 $0 $0 7-142 Estimated Completion 6/30/2029 2027-28 2028-29 Total 5 -Year $500,000 $500,000 $3,890,664 2027-28 2028-29 Total 5 -Year $500,000 $500,000 $3,890,664 $500,000 $500,000 $3,890,664 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Streetlight LED Replacement 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. All arterial LED Streetlights will be completed this fiscal year and as part of our arterial network LED conversion, a focus will be to convert all 1500 existing High Pressure Sodium to LED luminaires at all signalized intersections by 24/25. The signalized intersection luminaires are significantly more expensive than the arterials. In addition the remaining years funds would assist with finishing off the remaining 1250 residential streetlight luminaires that are Induction and have reached the end of their useful life. 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 City Council Priority and Performance Measure Addressed Safe & Secure Communities 1.08Achieve a reduction in the number of fatal and serious injury crashes to zero. Priority Type Public Health and Safety Estimated Project Costs Total Funding Sources General Obligation Bonds Total Operating Impacts None Project Number 6908399 2024-25 $737,175 2024-25 $737,175 $737,175 2024-25 $0 Estimated Start Ongoing 2025-26 2026-27 $200,000 $250,000 2025-26 2026-27 $200,000 $250,000 $200,000 $250,000 2025-26 2026-27 $0 $0 Estimated Completion Ongoing 2027-28 2028-29 Total 5 -Year $250,000 $0 $1,437,175 2027-28 2028-29 Total 5 -Year $250,000 $0 $1,437,175 $250,000 $0 $1,437,175 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Streetlight Pole Structural Replacement Citywide This project will focus on addressing the 2022 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 2022/23 approximately 300 poles will have been replaced. After the 2022 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 was recently completed by Phoenix National Laboratory (PNL) and 280 were structurally deficient and need to be replaced. Photo Coming Soon Primary City Council Priority and Performance Measure Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Priority Type Public Health and Safety Estimated Project Costs Total Funding Sources General Obligation Bonds Total Operating Impacts None Project Number 6999849 2024-25 $1,435,459 2024-25 $1,435,459 $1,435,459 2024-25 $0 Estimated Start Ongoing 2025-26 2026-27 $705,951 $204,951 2025-26 2026-27 $705,951 $204,951 $705,951 $204,951 2025-26 2026-27 $0 $0 7-143 Estimated Completion Ongoing 2027-28 2028-29 Total 5 -Year $204,951 $204,951 $2,756,263 2027-28 2028-29 Total 5 -Year $204,951 $204,951 $2,756,263 $204,951 $204,951 $2,756,263 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Streetlight Upgrade New 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. For FY2023-2024 dualside lighting proposed projects include: North Side of Broadway Rd from UPRR tracks to Beck Ave. Photo Coming Soon Primary City Council Priority and Performance Measure Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Priority Type Public Health and Safety Estimated Project Costs Total Funding Sources Highway User Revenue Total Operating Impacts None Project Number 6999869 2024-25 $186,384 2024-25 $186,384 $186,384 2024-25 $0 Estimated Start 7/1/2022 2025-26 2026-27 $100,000 $100,000 2025-26 2026-27 $100,000 $100,000 $100,000 $100,000 2025-26 2026-27 $0 $0 Estimated Completion 6/30/2029 2027-28 2028-29 Total 5 -Year $100,000 $100,000 $586,384 2027-28 2028-29 Total 5 -Year $100,000 $100,000 $586,384 $100,000 $100,000 $586,384 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Traffic Management Center Upgrade Tempe Transportation 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 Type Public Health and Safety Estimated Project Costs Total Funding Sources General Obligation Bonds Total Operating Impacts None 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 6910199 2024-25 $80,750 2024-25 $80,750 $80,750 2024-25 $0 Estimated Start 7/1/2022 2025-26 2026-27 $105,160 $0 2025-26 2026-27 $105,160 $0 $105,160 $0 2025-26 2026-27 $0 $0 7-144 Estimated Completion 6/30/2027 2027-28 2028-29 Total 5 -Year $0 $0 $185,910 2027-28 2028-29 Total 5 -Year $0 $0 $185,910 $0 $0 $185,910 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Traffic Signal CCTV Updates Citywide This project will add 130 CCTV cameras throughout the City with new, high resolution units to ensure that staff has visibility to every signalized intersection. Visibility via cameras is key to providing 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. This project will also include replacement of existong cameras that have reached the end of their usefull life and no longer provide clear views. Photo Coming Soon Primary City Council Priority and Performance Measure Addressed Safe & Secure Communities 1.08Achieve a reduction in the number of fatal and serious injury crashes to zero. Priority Type Public Health and Safety Estimated Project Costs Total Funding Sources Highway User Revenue Total Operating Impacts None Project Number N/A 2024-25 $200,000 2024-25 $200,000 $200,000 2024-25 $0 Estimated Start 7/1/2024 2025-26 2026-27 $100,000 $100,000 2025-26 2026-27 $100,000 $100,000 $100,000 $100,000 2025-26 2026-27 $0 $0 Estimated Completion 6/30/2029 2027-28 2028-29 Total 5 -Year $100,000 $100,000 $600,000 2027-28 2028-29 Total 5 -Year $100,000 $100,000 $600,000 $100,000 $100,000 $600,000 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Traffic Signal Green 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 and downtown blue 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 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 15 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 164 intersections out of the 190 have not 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 City Council Priority and Performance Measure Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Priority Type Public Health and Safety Estimated Project Costs Total Funding Sources General Obligation Bonds Total Operating Impacts None Project Number 6906229 2024-25 $335,520 2024-25 $335,520 $335,520 2024-25 $0 Estimated Start Ongoing 2025-26 2026-27 $150,522 $150,522 2025-26 2026-27 $150,522 $150,522 $150,522 $150,522 2025-26 2026-27 $0 $0 7-145 Estimated Completion Ongoing 2027-28 2028-29 Total 5 -Year $150,522 $150,522 $937,608 2027-28 2028-29 Total 5 -Year $150,522 $150,522 $937,608 $150,522 $150,522 $937,608 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Traffic Signal Infrastructure Citywide The City's transportation system includes 250 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. The installation includes 50 new Green Myers meter pedestal equipment in the downtown area as a measure to safely de-energize the streetlighting and traffic signal power before traffic signal technicians proceed with their troubleshooting. 37 of the remaining 50 will need to be replaced this fiscal year. It also provides up to date Smart Malfunction Management Unit (SMMU) to 90 of the total number of signalized intersections. These MMUs will display the cabinet's status, monitor faulty signals, report malfunctions and provide accurate diagnoses. We have replaced 10 of the 90 this year. This project is necessary in order to keep the signal system functioning properly by supplementing our existing traffic signal construction program (two full time employees) with installing infrastructure which may include underground items such as conduit repair and replacements, new traffic signal underground j-boxes and new signal foundations. Photo Coming Soon Primary City Council Priority and Performance Measure Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Priority Type Public Health and Safety Estimated Project Costs Total Funding Sources General Obligation Bonds Total Operating Impacts None Project Number 6903383 2024-25 $1,120,509 2024-25 $1,120,509 $1,120,509 2024-25 $0 Estimated Start Ongoing 2025-26 2026-27 $525,000 $525,000 2025-26 2026-27 $525,000 $525,000 $525,000 $525,000 2025-26 2026-27 $0 $0 Estimated Completion Ongoing 2027-28 2028-29 Total 5 -Year $375,000 $525,000 $3,070,509 2027-28 2028-29 Total 5 -Year $375,000 $525,000 $3,070,509 $375,000 $525,000 $3,070,509 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Traffic Signal Pedestrian Access Improvements Various This project will install pedestrian pushbuttons at intersections in order to accommodate pedestrians such as the elderly and persons with disabilities. This project also provides funding for audible pedestrian signals for persons with disabilities who contact the city needing assistance crossing at signalized intersections. Photo Coming Soon Quality of Life Priority Type Public Health and Safety Estimated Project Costs Total Funding Sources General Obligation Bonds Total Operating Impacts None 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 6909679 2024-25 $55,309 2024-25 $55,309 $55,309 2024-25 $0 Estimated Start Ongoing 2025-26 2026-27 $45,000 $50,000 2025-26 2026-27 $45,000 $50,000 $45,000 $50,000 2025-26 2026-27 $0 $0 7-146 Estimated Completion Ongoing 2027-28 2028-29 Total 5 -Year $50,000 $50,000 $250,309 2027-28 2028-29 Total 5 -Year $50,000 $50,000 $250,309 $50,000 $50,000 $250,309 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Updated Signalized Intersection 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 real-time 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 arterial 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. Operating budget impacts include an ongoing maintenance budget of $5,000 per year beginning in year (FY24/25). This project also includes updating the City's ITS Strategic Plan to review the current system and future needs while incorporating the latest system technology. Quality of Life Priority Type Customer Enhancements Estimated Project Costs Total Funding Sources General Obligation Bonds Total Operating Impacts None 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 691029 2024-25 $1,006,038 2024-25 $1,006,038 $1,006,038 2024-25 $0 Estimated Start 7/1/2022 2025-26 2026-27 $150,000 $150,000 2025-26 2026-27 $150,000 $150,000 $150,000 $150,000 2025-26 2026-27 $0 $0 Estimated Completion 6/30/2029 2027-28 2028-29 Total 5 -Year $150,000 $250,000 $1,706,038 2027-28 2028-29 Total 5 -Year $150,000 $250,000 $1,706,038 $150,000 $250,000 $1,706,038 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Warner Rd and Kyrene Canal Bike Ped Signal Kyrene Canal Path and Warner 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 two-stage 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 is ongoing and construction will start in FY23/24. Photo Coming Soon Primary City Council Priority and Performance Measure Addressed Safe & Secure Communities 1.08Achieve a reduction in the number of fatal and serious injury crashes to zero. Priority Type Public Health and Safety Estimated Project Costs Total Funding Sources General Obligation Bonds Total Operating Impacts None Project Number 6910479 2024-25 $524,023 2024-25 $524,023 $524,023 2024-25 $0 Estimated Start 7/1/2022 2025-26 2026-27 $0 $0 2025-26 2026-27 $0 $0 $0 $0 2025-26 2026-27 $0 $0 7-147 Estimated Completion 6/30/2025 2027-28 2028-29 Total 5 -Year $0 $0 $524,023 2027-28 2028-29 Total 5 -Year $0 $0 $524,023 $0 $0 $524,023 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Western Canal at Guadalupe Rd Crossing Improvements Western Canal & Guadalupe 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 is ongoing and construction will occur in FY23/24. Photo Coming Soon Primary City Council Priority and Performance Measure Addressed Safe & Secure Communities 1.08Achieve a reduction in the number of fatal and serious injury crashes to zero. Priority Type Public Health and Safety Estimated Project Costs Total Funding Sources General Obligation Bonds Total Operating Impacts None Project Number 6910489 2024-25 $563,648 2024-25 $563,648 $563,648 2024-25 $0 Estimated Start 7/1/2022 2025-26 2026-27 $0 $0 2025-26 2026-27 $0 $0 $0 $0 2025-26 2026-27 $0 $0 7-148 Estimated Completion 6/30/2025 2027-28 2028-29 Total 5 -Year $0 $0 $563,648 2027-28 2028-29 Total 5 -Year $0 $0 $563,648 $0 $0 $563,648 2027-28 2028-29 Total 5 -Year $0 $0 $0 Transportation and R.O.W. Program FY 2024/25 - FY 2028/29 CIP Project Listing New project requests are underlined Project Name 5th Street Streetscape (Farmer to College Avenues) Project Number 5411941 Proposed Funding Source(s) General Obligation Bonds Capital Budget Re-appropriations New 2024-25 Appropriation Request 2024-25 Total Requested Appropriation Additional Projected Needs 2026-27 2027-28 2025-26 2028-29 Total 5-Year Program 500,000 - 500,000 - - - - 500,000 Transit Tax General Obligation Bonds 387,000 - 387,000 - - - - 387,000 3,740,021 - 3,740,021 - - - - 3,740,021 Project Total 4,627,021 - 4,627,021 - - - - 4,627,021 5408021 General Obligation Bonds 1,736,842 300,000 2,036,842 600,000 600,000 600,000 500,000 4,336,842 Architectural Monument Signs 5410661 Highway User Revenue Fund 100,000 - 100,000 - - - - 100,000 Arterial Walls 5411071 Highway User Revenue Fund 500,000 - 500,000 - - - - 500,000 Bridge Maintenance 5499891 General Obligation Bonds 608,795 - 608,795 470,000 21,000 470,000 21,000 1,590,795 Broadway Road Revitalization Corridor 5411081 General Obligation Bonds 200,000 441,000 641,000 - - - - 641,000 City Facility Parking Lots 5407791 General Obligation Bonds 4,630,496 2,000,000 6,630,496 2,150,000 1,000,000 1,600,000 1,500,000 12,880,496 ADOT Project Total 789,284 5,419,780 2,000,000 789,284 7,419,780 2,150,000 1,000,000 1,600,000 1,500,000 789,284 13,669,780 6011041 ADA Improvements City Hall Complex Restrooms and Parking Reconfiguration 5410671 General Obligation Bonds 1,625,443 - 1,625,443 - - - - 1,625,443 Clark Park and Mitchell Park Alley Stabilization 5410399 Federal Grants/Other 1,027,523 - 1,027,523 - - - - 1,027,523 3410409 Solid Waste Fund 135,477 - 135,477 - - - - 135,477 1,163,000 - 1,163,000 - - - - 1,163,000 Project Total N/A General Obligation Bonds - - - - - - 1,242,000 1,242,000 Fire Medical Rescue Facilities Pavement Replacement 5410439 General Obligation Bonds 2,044,969 1,800,000 3,844,969 - - - - 3,844,969 Future Fiber Network Expansion 5409680 General Obligation Bonds 1,181,165 200,000 1,381,165 - - 400,000 300,000 2,081,165 Hardy Drive Neighborhood Traffic Calming 5411401 General Obligation Bonds - 336,000 336,000 597,000 - - - 933,000 High School Speed Zone Safety Improvements 5409991 Highway User Revenue Fund 98,750 - 98,750 - - - - 98,750 Hudson Manor/University Heights Neighborhood Alley Stabilization 5410391 Federal Grants/Other 844,419 - 844,419 - - - - 844,419 3410429 Solid Waste Fund 106,265 - 106,265 - - - - 106,265 Project Total 950,684 - 950,684 - - - - 950,684 Dorsey Ln Connection at Rio Salado Infrastructure Improvements Smith Innovation Hub 5410441 General Obligation Bonds 4,080,589 3,050,000 7,130,589 - - - - 7,130,589 Loop 202 & Scottsdale Road OnRamp Expansion 5411091 General Obligation Bonds - - - - 130,000 - 880,000 1,010,000 7-149 Transportation and R.O.W. Program FY 2024/25 - FY 2028/29 CIP Project Listing New project requests are underlined Project Name Mill Avenue Realignment Project Number N/A Proposed Funding Source(s) Grants/Other General Obligation Bonds 2028-29 Total 5-Year Program 14,923,000 - - - 14,923,000 261,860 278,000 539,860 292,000 307,000 322,000 338,000 1,798,860 5,103,534 2,692,500 7,796,034 2,800,000 3,000,000 3,500,000 3,000,000 20,096,034 - 2,307,500 2,307,500 2,200,000 2,000,000 1,500,000 - 8,007,500 509,255 300,000 809,255 300,000 300,000 300,000 300,000 2,009,255 1,462,950 - 1,462,950 4,506,798 - - - 5,969,748 - - - 1,930,337 - - - 1,930,337 - - - 1,300,958 - - - 1,300,958 264,621 1,727,571 - 264,621 1,727,571 947,907 8,686,000 - - - 1,212,528 10,413,571 ASU Participation - - - - 1,500,000 4,512,800 - 6,012,800 Federal Grants/Other - - - - - 9,019,200 - 9,019,200 Project Total - - - - 1,500,000 13,532,000 - 15,032,000 5410169 Highway User Revenue Fund 282,443 100,000 382,443 - - - - 382,443 5406149 General Obligation Bonds 684,151 1,000,000 1,684,151 1,000,000 1,000,000 1,000,000 1,000,000 5,684,151 5499741 General Obligation Bonds 15,996,126 7,100,000 23,096,126 7,100,000 8,600,000 9,350,000 5,000,000 53,146,126 - 3,450,000 3,450,000 3,450,000 2,900,000 - - 9,800,000 15,996,126 10,550,000 26,546,126 10,550,000 11,500,000 9,350,000 5,000,000 62,946,126 - 15,000,000 15,000,000 31,750,000 31,650,000 30,300,000 17,850,000 126,550,000 210,000 1,007,250 1,217,250 - - - - 1,217,250 - 267,750 267,750 - - - - 267,750 Project Total 210,000 1,275,000 1,485,000 - - - - 1,485,000 General Obligation Bonds 297,500 - 297,500 1,698,437 - - - 1,995,937 Development Impact Fees Project Total 297,500 - 297,500 326,563 2,025,000 - - - 326,563 2,322,500 5409661 Minor Pavement Preservation Acceleration 5411411 General Obligation Bonds HOLD - Pending General Obligation Bond Election Neighborhood Traffic Calming 5408051 Highway User Revenue Fund Pedestrian and Bicycle Grade Separation - University and College 5411101 Federal Grants/Other Development Impact Fees ASU Participation General Obligation Bonds Project Total N/A Highway User Revenue Fund Roadway Mill & Overlay PQI Acceleration 5411421 Roundabout at College and McKellips 5411121 Rural Rd & Baseline Rd Intersection Improvements Additional Projected Needs 2026-27 2027-28 2025-26 - Minor Pavement Preservation Right of Way (ROW) Landscape Replacement Roadway Mill & Overlay & Reconstructions (formerly Arterial Resurfacing) 2024-25 Total Requested Appropriation - 5401417 Quiet Zone and Alameda Intersection Improvements New 2024-25 Appropriation Request - Minor Concrete Improvements Pedestrian and Bicycle Overpass at Rural and 6th St Capital Budget Re-appropriations 5410681 Project Total HOLD - Pending General Obligation Bond Election General Obligation Bonds Development Impact Fees 7-150 Transportation and R.O.W. Program FY 2024/25 - FY 2028/29 CIP Project Listing New project requests are underlined Project Name Project Number Proposed Funding Source(s) Capital Budget Re-appropriations New 2024-25 Appropriation Request 2024-25 Total Requested Appropriation Additional Projected Needs 2026-27 2027-28 2025-26 2028-29 Total 5-Year Program Sidewalk Infill 5411431 General Obligation Bonds - 465,000 465,000 - 740,000 - 500,000 1,705,000 Street Grant Contingency 5409854 Federal Grants/Other - 1,000,000 1,000,000 - - - - 1,000,000 N/A General Obligation Bonds - - - - - 202,000 1,136,000 1,338,000 ASU Participation - - - - - 202,000 1,136,000 1,338,000 Project Total - - - - - 404,000 2,272,000 2,676,000 Veterans Way & 6th St Turn Lane Vision Zero Infrastructure Improvements 5410189 General Obligation Bonds 651,651 200,000 851,651 200,000 200,000 200,000 350,000 1,801,651 Warner I-10 Drainage Channel Access Ramp 5410691 Highway User Revenue Fund 150,000 - 150,000 - - - - 150,000 50,211,129 43,295,000 93,506,129 78,543,000 53,948,000 63,478,000 35,053,000 324,528,129 Transportation and R.O.W. Program Total 7-151 Capital Improvements Program 5th Street Streetscape - Farmer to College Ave 5th Street - Farmer to College Ave 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 Project Priority Type Public Health and Safety Estimated Project Costs Total Funding Sources General Obligation Bonds Transit Tax General Obligation Bonds Total Operating Impacts None 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 5411941 2024-25 2025-26 $4,627,021 $0 2024-25 2025-26 $500,000 $0 $387,000 $0 $3,740,021 $0 $4,627,021 $0 2024-25 2025-26 $0 $0 Estimated Start 1/1/2023 2026-27 2027-28 $0 $0 2026-27 2027-28 $0 $0 $0 $0 $0 $0 $0 $0 2026-27 2027-28 $0 $0 Estimated Completion 6/30/2025 2028-29 Total 5 -Year $0 $4,627,021 2028-29 Total 5 -Year $0 $500,000 $0 $387,000 $0 $3,740,021 $0 $4,627,021 2028-29 Total 5 -Year $0 $0 Capital Improvements Program ADA Improvements - 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 P Ph ho h oto to Coming Com C Co om o miin ing ng n g Soon Soon So on 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 Type Public Health and Safety Estimated Project Costs Total Funding Sources General Obligation Bonds Total Operating Impacts None 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 5408021 2024-25 $2,036,842 2024-25 $2,036,842 $2,036,842 2024-25 $0 Estimated Start Ongoing 2025-26 2026-27 $600,000 $600,000 2025-26 2026-27 $600,000 $600,000 $600,000 $600,000 2025-26 2026-27 $0 $0 7-152 Estimated Completion Ongoing 2027-28 2028-29 Total 5 -Year $600,000 $500,000 $4,336,842 2027-28 2028-29 Total 5 -Year $600,000 $500,000 $4,336,842 $600,000 $500,000 $4,336,842 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Architectural Monument 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 Type Asset Preservation Estimated Project Costs Total Funding Sources Highway User Revenue Total Operating Impacts None Primary City Council Priority and Performance Measure 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. Project Number 5410661 2024-25 $100,000 2024-25 $100,000 $100,000 2024-25 $0 Estimated Start Ongoing 2025-26 2026-27 $0 $0 2025-26 2026-27 $0 $0 $0 $0 2025-26 2026-27 $0 $0 Estimated Completion Ongong 2027-28 2028-29 Total 5 -Year $0 $0 $100,000 2027-28 2028-29 Total 5 -Year $0 $0 $100,000 $0 $0 $100,000 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Arterial Walls Various This project will include an assessment of arterial right-of-way walls that have fallen into disrepair including establishing prioritization criteria and a program for replacement. Once the assessment is complete and based on the prioritization list, replacement of the walls would begin thereafter. Photo Coming Soon Primary City Council Priority and Performance Measure Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Priority Type Public Health and Safety Estimated Project Costs Total Funding Sources Highway User Revenue Total Operating Impacts None Project Number 5411071 2024-25 $500,000 2024-25 $500,000 $500,000 2024-25 $0 Estimated Start 7/1/2023 2025-26 2026-27 $0 $0 2025-26 2026-27 $0 $0 $0 $0 2025-26 2026-27 $0 $0 7-153 Estimated Completion 6/30/2025 2027-28 2028-29 Total 5 -Year $0 $0 $500,000 2027-28 2028-29 Total 5 -Year $0 $0 $500,000 $0 $0 $500,000 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Bridge 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. 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 City Council Priority and Performance Measure Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Project Priority Type Public Health and Safety Estimated Project Costs Total Funding Sources General Obligation Bonds Total Operating Impacts None Project Number 5499891 2024-25 $608,795 2024-25 $608,795 $608,795 2024-25 $0 Estimated Start On-going 2025-26 2026-27 $470,000 $21,000 2025-26 2026-27 $470,000 $21,000 $470,000 $21,000 2025-26 2026-27 $0 $0 Estimated Completion On-going 2027-28 2028-29 Total 5 -Year $470,000 $21,000 $1,590,795 2027-28 2028-29 Total 5 -Year $470,000 $21,000 $1,590,795 $470,000 $21,000 $1,590,795 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Broadway Road Revitalization Corridor Broadway Rd, 55th to Mill Ave Currently the corridor has areas where no sidewalks exist as well as areas that do not meet the 8ft 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 when funding is in place. Photo Coming Soon Quality of Life Priority Type Customer Enhancements Estimated Project Costs Total Funding Sources General Obligation Bonds Total Operating Impacts None 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 5411081 2024-25 $641,000 2024-25 $641,000 $641,000 2024-25 $0 Estimated Start 7/1/2023 2025-26 2026-27 $0 $0 2025-26 2026-27 $0 $0 $0 $0 2025-26 2026-27 $0 $0 7-154 Estimated Completion 6/30/2025 2027-28 2028-29 Total 5 -Year $0 $0 $641,000 2027-28 2028-29 Total 5 -Year $0 $0 $641,000 $0 $0 $641,000 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program City Facility Parking 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. Like the PQI levels identified for the street pavement network, the condition rating will be used to prioritize the rehabilitation of the parking lots. ADA elements are included in this project when applicable. 2023/24: Diablo Stadium (ADOT funded), Tempe Public Library, Ken McDonald Golf Course and Maintenance Yard, Westside Multigenerational Center, Daley Park, Escalante Park and Indian Bend Wash. 2024/25: JGM Water Treatment Plant, Kyrene Reclamation Facility, Peterson Park, Rolling Hills Golf Course, Tempe Town Lake Parking Lots (5), Mouer Police Substation, City Hall Parking Lot 2025/26: Tempe PD Apache Station, Gaicki Park, Evelyn Hallman Park, Benedict Sports Complex, Kiwanis Park Parking Lots (7) 2026/27: Papago Park Parking Lots (2), New School for the Arts, Tempe Women’s Club, South Water Treatment Plant 2027/28: Diablo Stadium Parking Lot Photo Coming Soon Primary City Council Priority and Performance Measure Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Priority Type Asset Preservation Estimated Project Costs Total Funding Sources General Obligation Bonds ADOT Total Operating Impacts None Project Number 5407791 2024-25 $7,419,780 2024-25 $6,630,496 $789,284 $7,419,780 2024-25 $0 Estimated Start Ongoing 2025-26 2026-27 $2,150,000 $1,000,000 2025-26 2026-27 $2,150,000 $1,000,000 $0 $0 $2,150,000 $1,000,000 2025-26 2026-27 $0 $0 Estimated Completion Ongoing 2027-28 2028-29 Total 5 -Year $1,600,000 $1,500,000 $13,669,780 2027-28 2028-29 Total 5 -Year $1,600,000 $1,500,000 $12,880,496 $0 $0 $789,284 $1,600,000 $1,500,000 $13,669,780 2027-28 2028-29 Total 5 -Year $0 $0 $0 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. The project will also review sustainability elements that might be implemented with the construction of the restrooms. Photo Coming Soon Quality of Life Project Priority Type Asset Preservation Estimated Project Costs Total Funding Sources General Obligation Bonds Total Operating Impacts Supplies and Services Total 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 5410671 2024-25 $1,625,443 2024-25 $1,625,443 $1,625,443 2024-25 $55,000 $55,000 Estimated Start 7/1/2023 2025-26 2026-27 $0 $0 2025-26 2026-27 $0 $0 $0 $0 2025-26 2026-27 $55,000 $55,000 $55,000 $55,000 7-155 Estimated Completion 6/30/2025 2027-28 2028-29 Total 5 -Year $0 $0 $1,625,443 2027-28 2028-29 Total 5 -Year $0 $0 $1,625,443 $0 $0 $1,625,443 2027-28 2028-29 Total 5 -Year $55,000 $55,000 $275,000 $55,000 $55,000 $275,000 Capital Improvements Program Clark Park/Mitchell Park Neighborhood Alley Stabilization Various 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 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. Photo Coming Soon Primary City Council Priority and Performance Measure Addressed Safe & Secure Communities 1.33 Achieve an Alley Quality Index score equal to a citywide average rating of 4.5 on a 5.0 scale. Priority Type Public Health and Safety Estimated Project Costs Total Funding Sources Solid Waste Fund Federal Grants Total Operating Impacts None Project Number Estimated Start 5410399 & 3410409 On-going 2024-25 2025-26 2026-27 $1,163,000 $0 $0 2024-25 2025-26 2026-27 $135,477 $0 $0 $1,027,523 $0 $0 $1,163,000 $0 $0 2024-25 2025-26 2026-27 $0 $0 $0 Estimated Completion 12/31/2024 2027-28 2028-29 Total 5 -Year $0 $0 $1,163,000 2027-28 2028-29 Total 5 -Year $0 $0 $135,477 $0 $0 $1,027,523 $0 $0 $1,163,000 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Dorsey Ln Connection at Rio Salado Pkwy Dorsey Ln, north of Rio Salado Pkwy As part of the Novus Innovation District, there are plans to extend Dorsey Ln north of University, through Rio Salado Pkwy connecting to McClintock Dr. Per the agreement with ASU related to the Dorsey Ln improvements, the city will be responsible for half-street improvements along the frontages of those parcels owned by the city as well as half the cost of the signal improvements at Dorsey Ln and Rio Salado Pkwy. This project would provide funds for construction of the city's improvements. Photo Coming Soon Primary City Council Priority and Performance Measure Addressed Financial Stability & Vitality 5.03 Achieve an annual increase of capital investment that is twice Tempe’s proportion of the capital investment forecasted for the region, based on population. Project Priority Type Systems Expansions Estimated Project Costs Total Funding Sources General Obligation Bonds Total Operating Impacts None Project Number New 2024-25 $0 2024-25 $0 $0 2024-25 $0 Estimated Start 7/1/2028 2025-26 2026-27 $0 $0 2025-26 2026-27 $0 $0 $0 $0 2025-26 2026-27 $0 $0 7-156 Estimated Completion 6/30/2029 2027-28 2028-29 Total 5 -Year $0 $1,242,000 $1,242,000 2027-28 2028-29 Total 5 -Year $0 $1,242,000 $1,242,000 $0 $1,242,000 $1,242,000 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Fire Medical Rescue Facilities Pavement Replacement City Fire Facilities 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. 2023/24: FMR Station #1 and FMR Station #5 2024/25: FMR Station #4 Photo Coming Soon Primary City Council Priority and Performance Measure 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 Type Asset Preservation Estimated Project Costs Total Funding Sources General Obligation Bonds Total Operating Impacts None Project Number 5410439 2024-25 $3,844,969 2024-25 $3,844,969 $3,844,969 2024-25 $0 Estimated Start 7/1/2021 2025-26 2026-27 $0 $0 2025-26 2026-27 $0 $0 $0 $0 2025-26 2026-27 $0 $0 Estimated Completion 6/30/2025 2027-28 2028-29 Total 5 -Year $0 $0 $3,844,969 2027-28 2028-29 Total 5 -Year $0 $0 $3,844,969 $0 $0 $3,844,969 2027-28 2028-29 Total 5 -Year $0 $0 $0 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). In addition, conduit and fiber will be installed along the new bridge and reconstructed Broadway Rd that is part of the I-10/Broadway Curve project. This work will require payment to ADOT. Quality of Life Priority Type Public Health and Safety Estimated Project Costs Total Funding Sources General Obligation Bonds Total Operating Impacts None 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 5408051 2024-25 $1,381,165 2024-25 $1,381,165 $1,381,165 2024-25 $0 Estimated Start 7/1/2024 2025-26 2026-27 $0 $0 2025-26 2026-27 $0 $0 $0 $0 2025-26 2026-27 $0 $0 7-157 Estimated Completion 6/30/2029 2027-28 2028-29 Total 5 -Year $400,000 $300,000 $2,081,165 2027-28 2028-29 Total 5 -Year $400,000 $300,000 $2,081,165 $400,000 $300,000 $2,081,165 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Hardy Drive Neighborhood Traffic Calming Hardy Dr: Baseline to Guadalupe The purpose of this project is to respond to resident requests for traffic calming along Hardy Drive from Baseline Road to Guadalupe Road. Per the City's Neighborhood Traffic Calming Guide, residents can submit a form requesting consideration for a traffic calming project in their neighborhood. A resident submitted a form to the City signed by himself and six other residents. In addition, two additional requests were also received. The residents are concerned about vehicle speeds, volume of traffic, noise, and cut through traffic. Staff has reviewed the existing conditions including traffic volumes and speed. Based on the review, the corridor is eligible for traffic calming. Due to the high traffic volumes and the collector classification of the roadway, large scale traffic calming is recommended. A consultant has been hired to develop alternatives to present to the neighborhood. The selected alternative will be taken through final design for construction. Photo Coming Soon Primary City Council Priority and Performance Measure Addressed Safe & Secure Communities 1.08Achieve a reduction in the number of fatal and serious injury crashes to zero. Project Priority Type Public Health and Safety Estimated Project Costs Total Funding Sources General Obligation Bonds Total Operating Impacts None Project Number N/A 2024-25 $336,000 2024-25 $336,000 $336,000 2024-25 $0 Estimated Start 7/1/2024 2025-26 2026-27 $597,000 $0 2025-26 2026-27 $597,000 $0 $597,000 $0 2025-26 2026-27 $0 $0 Estimated Completion 8/1/2026 2027-28 2028-29 Total 5 -Year $0 $0 $933,000 2027-28 2028-29 Total 5 -Year $0 $0 $933,000 $0 $0 $933,000 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program High School Speed Zone Safety Improvements various This project funded the purchase of flashing speed limit signs adjacent to Tempe high schools. As directed by the City Council at the June 4, 2020 Issue Review Session, high school speed limits zones will include flashing speed limit signs used to identify times of day when high school zones are 35 mph. At all other times, the non-illuminated, posted speed limit signs shall be followed. Additional signs may be added if necessary to improve compliance. New technology will allow for remote programming as school schedules change throughout the year. Photo Coming Soon Primary City Council Priority and Performance Measure Addressed Safe & Secure Communities 1.08Achieve a reduction in the number of fatal and serious injury crashes to zero. Priority Type Public Health and Safety Estimated Project Costs Total Funding Sources Highway User Revenue Total Operating Impacts None Project Number 5409991 2024-25 $98,750 2024-25 $98,750 $98,750 2024-25 $0 Estimated Start ongoing 2025-26 2026-27 $0 $0 2025-26 2026-27 $0 $0 $0 $0 2025-26 2026-27 $0 $0 7-158 Estimated Completion 6/30/2025 2027-28 2028-29 Total 5 -Year $0 $0 $98,750 2027-28 2028-29 Total 5 -Year $0 $0 $98,750 $0 $0 $98,750 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Hudson Manor/University Heights Neighborhood Alley Stabilization Various 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 20foot 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. Photo Coming Soon Primary City Council Priority and Performance Measure Addressed Safe & Secure Communities 1.33 Achieve an Alley Quality Index score equal to a citywide average rating of 4.5 on a 5.0 scale. Priority Type Public Health and Safety Estimated Project Costs Total Funding Sources Solid Waste Fund Federal Grants Total Operating Impacts None Project Number Estimated Start 5410391 & 3410429 On-going 2024-25 2025-26 2026-27 $950,684 $0 $0 2024-25 2025-26 2026-27 $106,265 $0 $0 $844,419 $0 $0 $950,684 $0 $0 2024-25 2025-26 2026-27 $0 $0 $0 Estimated Completion 12/31/2024 2027-28 2028-29 Total 5 -Year $0 $0 $950,684 2027-28 2028-29 Total 5 -Year $0 $0 $106,265 $0 $0 $844,419 $0 $0 $950,684 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Infrastructure Improvements Smith Innovation Hub Smith Rd - Rio Salado to Apache 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 Smith Road immediately south of the Smith Innovation Hub, between University Drive and Apache Boulevard. Photo Coming Soon Primary City Council Priority and Performance Measure Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Priority Type Public Health and Safety Estimated Project Costs Total Funding Sources General Obligation Bonds Total Operating Impacts None Project Number 5410441 2024-25 $7,130,589 2024-25 $7,130,589 $7,130,589 2024-25 $0 Estimated Start Ongong 2025-26 2026-27 $0 $0 2025-26 2026-27 $0 $0 $0 $0 2025-26 2026-27 $0 $0 7-159 Estimated Completion 6/30/2025 2027-28 2028-29 Total 5 -Year $0 $0 $7,130,589 2027-28 2028-29 Total 5 -Year $0 $0 $7,130,589 $0 $0 $7,130,589 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Loop 202 and Scottsdale Rd On-Ramp Expansion Loop 202 & Scottsdale 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 28/29. Quality of Life Priority Type Systems Expansions Estimated Project Costs Total Funding Sources General Obligation Bonds Total Operating Impacts None 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 5410219 2024-25 $0 2024-25 $0 $0 2024-25 $0 Estimated Start 7/1/2024 2025-26 2026-27 $0 $130,000 2025-26 2026-27 $0 $130,000 $0 $130,000 2025-26 2026-27 $0 $0 Estimated Completion 6/30/2026 2027-28 2028-29 Total 5 -Year $0 $880,000 $1,010,000 2027-28 2028-29 Total 5 -Year $0 $880,000 $1,010,000 $0 $880,000 $1,010,000 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Mill Avenue Realignment Mill Avenue north of Curry Rd This project would realign the southbound lanes of Mill Avenue north of Curry to have a single roadway. Infrastructure would include two lanes in each direction, medians, landscaping turn lanes, bike lanes and sidewalks. In addition the project could include a traffic signal at the golf course to provide better access in and out of the facility. The existing Center Parkway bridge would be demolished and a cul-de-sac would be constructed at the termination adjacent to the SRP campus. Photo Coming Soon Primary City Council Priority and Performance Measure Addressed Financial Stability & Vitality 5.03 Achieve an annual increase of capital investment that is twice Tempe’s proportion of the capital investment forecasted for the region, based on population. Project Priority Type Customer Enhancements Estimated Project Costs Total Funding Sources Grants/Other Total Operating Impacts None Project Number New 2024-25 $0 2024-25 $0 $0 2024-25 $0 Estimated Start 7/1/2025 2025-26 2026-27 $14,923,000 $0 2025-26 2026-27 $14,923,000 $0 $14,923,000 $0 2025-26 2026-27 $0 $0 7-160 Estimated Completion 6/30/2026 2027-28 2028-29 Total 5 -Year $0 $0 $14,923,000 2027-28 2028-29 Total 5 -Year $0 $0 $14,923,000 $0 $0 $14,923,000 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Minor Concrete 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. Primary City Council Priority and Performance Measure Addressed Safe & Secure Communities 3.14 Achieve accessibility in all city rights-of-way, parks, and facilities as identified in the Tempe ADA Transition Plan. Priority Type Public Healthe and Safety Estimated Project Costs Total Funding Sources General Obligation Bonds Total Operating Impacts None Project Number 5401417 2024-25 $539,860 2024-25 $539,860 $539,860 2024-25 $0 Estimated Start Ongoing 2025-26 2026-27 $292,000 $307,000 2025-26 2026-27 $292,000 $307,000 $292,000 $307,000 2025-26 2026-27 $0 $0 Estimated Completion Ongoing 2027-28 2028-29 Total 5 -Year $322,000 $338,000 $1,798,860 2027-28 2028-29 Total 5 -Year $322,000 $338,000 $1,798,860 $322,000 $338,000 $1,798,860 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Minor Pavement 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 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. 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 City Council Priority and Performance Measure 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 Type Asset Preservation Estimated Project Costs Total Funding Sources General Obligation Bonds Total Operating Impacts None Project Number 5409661 2024-25 $7,796,034 2024-25 $7,796,034 $7,796,034 2024-25 $0 Estimated Start Ongoing 2025-26 2026-27 $2,800,000 $3,000,000 2025-26 2026-27 $2,800,000 $3,000,000 $2,800,000 $3,000,000 2025-26 2026-27 $0 $0 7-161 Estimated Completion Ongoing 2027-28 2028-29 Total 5 -Year $3,500,000 $3,000,000 $20,096,034 2027-28 2028-29 Total 5 -Year $3,500,000 $3,000,000 $20,096,034 $3,500,000 $3,000,000 $20,096,034 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Minor Pavement Preservation Acceleration Citywide This project provides for the rehabilitation of pavements that exhibit distresses that can be addressed through Minor Pavement Preservation. This CIP would accerlate the paving and preservation of streets in Tempe over a 4-year period subject to voter approval in the already planned November 2024 GO Bond Authorization Election. Photo Coming Soon Primary City Council Priority and Performance Measure 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 Type Asset Preservation Estimated Project Costs Total Funding Sources HOLD - Pending GO Bond Election Total Operating Impacts None Project Number New 2024-25 $2,307,500 2024-25 $2,307,500 $2,307,500 2024-25 $0 Estimated Start Ongoing 2025-26 2026-27 $2,200,000 $2,000,000 2025-26 2026-27 $2,200,000 $2,000,000 $2,200,000 $2,000,000 2025-26 2026-27 $0 $0 Estimated Completion Ongoing 2027-28 2028-29 Total 5 -Year $1,500,000 $0 $8,007,500 2027-28 2028-29 Total 5 -Year $1,500,000 $0 $8,007,500 $1,500,000 $0 $8,007,500 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Neighborhood Traffic Calming Program 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 $12,000 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. Staff has an ongoing list of residents interested in having speed cushions installed. Staff has been reaching out to the residents to determine if they are still interested and the list has been narrowed down to 30 locations. Residents are also submitting requests for devices other than speed cushions. In addition, the City continues to receive multiple resident requests for a comprehensive neighborhood traffic calming. A funding level of $400,000 per year would allow transportation to address neighborhood traffic concerns at various levels. The design funding in FY 23-24 is for a neighborhood that has submitted a formal request for study and mitigation per the Neighborhood Traffic Calming Guide. Photo Coming Soon Primary City Council Priority and Performance Measure Addressed Safe & Secure Communities 1.08Achieve a reduction in the number of fatal and serious injury crashes to zero. Project Priority Type Public Health and Safety Estimated Project Costs Total Funding Sources Highway User Revenue Total Operating Impacts None Project Number 5408051 2024-25 $809,255 2024-25 $809,255 $809,255 2024-25 $0 Estimated Start ongoing 2025-26 2026-27 $300,000 $300,000 2025-26 2026-27 $300,000 $300,000 $300,000 $300,000 2025-26 2026-27 $0 $0 7-162 Estimated Completion ongoing 2027-28 2028-29 Total 5 -Year $300,000 $300,000 $2,009,255 2027-28 2028-29 Total 5 -Year $300,000 $300,000 $2,009,255 $300,000 $300,000 $2,009,255 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Pedestrian and Bicycle Grade Separation - University and College University Dr and College Ave The city in partnership with ASU, engaged a consultant to review conflict areas for pedestrians in the downtown core area with the goal of studying the feasibility of constructing pedestrian and bike grade separation facilities. This project looked at three crossing locations around the Arizona State University, Tempe campus. The study locations included the intersections of College/University, Rural/6th Street, and Rural/Terrace. Following the analysis, Tempe and ASU discussed moving forward with the University Dr and College Ave location given the number of pedestrians and bicyclists in the area and the benefits that would be gained from the grade separation. 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 also plans to apply for federal funds next fiscal year for appropriation in FY25/26 that would help reduce the local costs. Photo Coming Soon Primary City Council Priority and Performance Measure Addressed Safe & Secure Communities 1.08Achieve a reduction in the number of fatal and serious injury crashes to zero. Project Priority Type Public Health and Safety Estimated Project Costs Total Funding Sources General Obligation Bonds Development Impact Fees Federal Grants ASU Participation Total Operating Impacts None Project Number 5411101 2024-25 $1,727,571 2024-25 $264,621 $0 $1,462,950 $0 $1,727,571 2024-25 $0 Estimated Start 7/1/2023 2025-26 2026-27 $8,686,000 $0 2025-26 2026-27 $947,907 $0 $1,930,337 $0 $4,506,798 $0 $1,300,958 $0 $8,686,000 $0 2025-26 2026-27 $0 $0 Estimated Completion 6/30/2027 2027-28 2028-29 Total 5 -Year $0 $0 $10,413,571 2027-28 2028-29 Total 5 -Year $0 $0 $1,212,528 $0 $0 $1,930,337 $0 $0 $5,969,748 $0 $0 $1,300,958 $0 $0 $10,413,571 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Pedestrian and Bicycle Overpass at Rural Rd and 6th St Rural Rd and 6th St The city in partnership with ASU, engaged a consultant to review conflict areas for pedestrians in the downtown core area with the goal of studying the feasibility of constructing pedestrian and bike grade separation facilities. This project looked at three crossing locations around the Arizona State University, Tempe campus. The study locations included the intersections of College/University, Rural/6th Street, and Rural/Terrace. Following the analysis, Tempe and ASU discussed the prioritization of the grade separation projects. This project located at Rural Rd and 6th St would be the second project of the three to move forward. 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. Quality of Life Project Priority Type Customer Enhancements Estimated Project Costs Total Funding Sources ASU Participation Federal Grants Total Operating Impacts Total Photo Coming Soon Primary City Council Priority and Performance Measure Addressed 3.26 Achieve a percentage of dwellings where residents can utilize a multimodal transportation system (walk, bicycle, or use public transit) to meet all basic daily, non-work needs within 20 minute city criteria. Project Number N/A 2024-25 2025-26 $0 $0 2024-25 2025-26 $0 $0 $0 $0 $0 $0 2024-25 2025-26 $0 $0 7-163 Estimated Start 7/1/2028 2026-27 2027-28 $1,500,000 $13,532,000 2026-27 2027-28 $1,500,000 $4,512,800 $0 $9,019,200 $1,500,000 $13,532,000 2026-27 2027-28 $0 $0 Estimated Completion 6/30/2029 2028-29 Total 5 -Year $0 $15,032,000 2028-29 Total 5 -Year $0 $6,012,800 $0 $9,019,200 $0 $15,032,000 2028-29 Total 5 -Year $0 $0 Capital Improvements Program Quiet Zone and Alameda Intersection Improvements UPRR crossing on Alameda This project funds safety improvements to upgrade the railroad crossing on the Alameda Dr alignment from 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 east of Wilson Street. The improvements will address ADA elements to ensure access for all users. Photo Coming Soon Quality of Life Priority Type Customer Enhancements Estimated Project Costs Total Funding Sources Highway User Revenue Total Operating Impacts None Primary City Council Priority and Performance Measure Addressed 3.26 Achieve a percentage of dwellings where residents can utilize a multimodal transportation system (walk, bicycle, or use public transit) to meet all basic daily, non-work needs within 20 minute city criteria. Project Number 5410169 2024-25 $382,443 2024-25 $382,443 $382,443 2024-25 $0 Estimated Start 7/1/2024 2025-26 2026-27 $0 $0 2025-26 2026-27 $0 $0 $0 $0 2025-26 2026-27 $0 $0 Estimated Completion 6/30/2025 2027-28 2028-29 Total 5 -Year $0 $0 $382,443 2027-28 2028-29 Total 5 -Year $0 $0 $382,443 $0 $0 $382,443 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Right of Way (ROW) Landscape Replacement Citywide The City of Tempe’s right of way and median landscape consists of an eclectic mix of trees 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. 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 23/24. 2023/2024 Rural Rd from Broadway to Guadalupe Rd Price Rd from Rio Salado to Broadway Rd (South bound) Warner Rd from McClintock Dr to Price Rd Rio Salado Pkwy from Rural Rd to McClintock Dr Mill Ave from Broadway Rd to Southern Ave Quality of Life Priority Type Asset Preservation Estimated Project Costs Total Funding Sources General Obligation Bonds Total Operating Impacts Supplies and Services Total Photo Coming Soon Primary City Council Priority and Performance Measure 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. Project Number 5406149 2024-25 $1,684,151 2024-25 $1,684,151 $1,684,151 2024-25 $100,000 $100,000 Estimated Start Ongoing 2025-26 2026-27 $1,000,000 $1,000,000 2025-26 2026-27 $1,000,000 $1,000,000 $1,000,000 $1,000,000 2025-26 2026-27 $100,000 $100,000 $100,000 $100,000 7-164 Estimated Completion Ongoing 2027-28 2028-29 Total 5 -Year $1,000,000 $1,000,000 $5,684,151 2027-28 2028-29 Total 5 -Year $1,000,000 $1,000,000 $5,684,151 $1,000,000 $1,000,000 $5,684,151 2027-28 2028-29 Total 5 -Year $100,000 $100,000 $500,000 $100,000 $100,000 $500,000 Capital Improvements Program Roadway Mill/Overlay & 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 71; 107 Collector Lane Miles - Current Average PQI of 63; 72 Industrial Lane Miles - Current Average PQI of 62; and 615 Local Lane Miles - Current Average PQI of 52). Tempe’s current overall pavement network has an average PQI score of 60. The increase in funding is needed due to 46% 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. Photo Coming Soon Primary City Council Priority and Performance Measure 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 Type Asset Preservation Estimated Project Costs Total Funding Sources General Obligation Bonds Highway User Revenue Total Operating Impacts None Project Number 5499741 2024-25 $26,546,126 2024-25 $23,096,126 $3,450,000 $26,546,126 2024-25 $0 Estimated Start Ongoing 2025-26 2026-27 $10,550,000 $11,500,000 2025-26 2026-27 $7,100,000 $8,600,000 $3,450,000 $2,900,000 $10,550,000 $11,500,000 2025-26 2026-27 $0 $0 Estimated Completion Ongoing 2027-28 2028-29 Total 5 -Year $9,350,000 $5,000,000 $62,946,126 2027-28 2028-29 Total 5 -Year $9,350,000 $5,000,000 $53,146,126 $0 $0 $9,800,000 $9,350,000 $5,000,000 $62,946,126 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Roadway Mill & Overlay Acceleration 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. This CIP would accerlate the paving of streets in Tempe over a 4-year period subject to voter approval in the already planned November 2024 GO Bond Authorization Election. Photo Coming Soon Primary City Council Priority and Performance Measure 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 Type Asset Preservation Estimated Project Costs Total Funding Sources HOLD - Pending GO Bond Election Total Operating Impacts None Project Number New 2024-25 $15,000,000 2024-25 $15,000,000 $15,000,000 2024-25 $0 Estimated Start Ongoing 2025-26 2026-27 $31,750,000 $31,650,000 2025-26 2026-27 $31,750,000 $31,650,000 $31,750,000 $31,650,000 2025-26 2026-27 $0 $0 7-165 Estimated Completion Ongoing 2027-28 2028-29 Total 5 -Year $30,300,000 $17,850,000 $126,550,000 2027-28 2028-29 Total 5 -Year $30,300,000 $17,850,000 $126,550,000 $30,300,000 $17,850,000 $126,550,000 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Roundabout at College Ave & McKellips Rd College Ave and McKellips Rd The Transportation Division is tasked with providing residents and visitors with a safe and efficient transportation system. The intersection of College Avenue and McKellips Road is currently controlled by a traffic signal. Traffic Engineering staff met with local neighborhoods and received feedback from residents requesting traffic calming on College Avenue. Traffic Engineering staff is recommending the construction of this roundabout as an alternative to the existing traffic signal. Roundabouts have proven safety benefits and reduced maintenance costs. 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. The first step is to review and revise the existing fianl design and then proceed with construction. Photo Coming Soon Primary City Council Priority and Performance Measure Addressed Safe & Secure Communities 1.08Achieve a reduction in the number of fatal and serious injury crashes to zero. Priority Type Public Health and Safety Estimated Project Costs Total Funding Sources General Obligation Bonds Development Impact Fees Total Operating Impacts None Project Number 5408051 2024-25 $1,485,000 2024-25 $1,217,250 $267,750 $1,485,000 2024-25 $0 Estimated Start 7/1/2024 2025-26 2026-27 $0 $0 2025-26 2026-27 $0 $0 $0 $0 $0 $0 2025-26 2026-27 $0 $0 Estimated Completion 6/30/2025 2027-28 2028-29 Total 5 -Year $0 $0 $1,485,000 2027-28 2028-29 Total 5 -Year $0 $0 $1,217,250 $0 $0 $267,750 $0 $0 $1,485,000 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Rural Rd & Baseline Rd Intersection Improvements Rural Road and Baseline 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. 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 City Council Priority and Performance Measure Addressed Safe & Secure Communities 1.08Achieve a reduction in the number of fatal and serious injury crashes to zero. Priority Type Public Health and Safety Estimated Project Costs Total Funding Sources General Obligation Bonds Development Impact Fees Total Operating Impacts None Project Number 5410680 2024-25 $297,500 2024-25 $297,500 $0 $297,500 2024-25 $0 Estimated Start 7/1/2024 2025-26 2026-27 $2,025,000 $0 2025-26 2026-27 $1,698,437 $0 $326,563 $0 $2,025,000 $0 2025-26 2026-27 $0 $0 7-166 Estimated Completion 6/30/2026 2027-28 2028-29 Total 5 -Year $0 $0 $2,322,500 2027-28 2028-29 Total 5 -Year $0 $0 $1,995,937 $0 $0 $326,563 $0 $0 $2,322,500 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Sidewalk Infill Project Various Sidewalks are an important part of the transportation system as they improve pedestrian safety by providing a designated place to walk and a level surface to walk on. Sidewalks are called for in the ADA Transition Plan. Residents are requesting sidewalks for parts of neighborhoods where sidewalks don't currently exist. Missing sections exist on all levels of streets: arterials, collectors, and local streets. The missing sections vary in legnth and width. An ongoing study is evaluating and tabulating the needs and will present a priority list of how to proceed with the improvements. This project would construct sidewalk that is missing along city streets. Photo Coming Soon Quality of Life Project Priority Type Public Health and Safety Estimated Project Costs Total Funding Sources General Obligation Bonds Total Operating Impacts None 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 New 2024-25 $465,000 2024-25 $465,000 $465,000 2024-25 $0 Estimated Start 7/1/2024 2025-26 2026-27 $0 $740,000 2025-26 2026-27 $0 $740,000 $0 $740,000 2025-26 2026-27 $0 $0 Estimated Completion 10/30/2025 2027-28 2028-29 Total 5 -Year $0 $500,000 $1,705,000 2027-28 2028-29 Total 5 -Year $0 $500,000 $1,705,000 $0 $500,000 $1,705,000 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Street Grant Contingency Various This project creates spending authority for grants or other funding that may become available during the fiscal year. Photo Coming Soon Primary City Council Priority and Performance Measure Addressed Safe & Secure Communities 1.27 Achieve 100% compliance with industry standards related to the replacement or rehabilitation of infrastructure and assets. Priority Type Asset Preservation Estimated Project Costs Total Funding Sources Federal Grants Total Operating Impacts None Project Number 5408051 2024-25 $1,000,000 2024-25 $1,000,000 $1,000,000 2024-25 $0 Estimated Start ongoing 2025-26 2026-27 $0 $0 2025-26 2026-27 $0 $0 $0 $0 2025-26 2026-27 $0 $0 7-167 Estimated Completion ongoing 2027-28 2028-29 Total 5 -Year $0 $0 $1,000,000 2027-28 2028-29 Total 5 -Year $0 $0 $1,000,000 $0 $0 $1,000,000 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Veterans Way and 6th St Turn Lane Veterans Way and 6th St As part of the Novus Innovation District Master Traffic Impact Study, improvements to infrastrure adjacent to the developments was identified. The study identified that improvements were recommended at the intersection of Veterans Way and 6th St due to poor levels of service anticiapted as development occurred in the area. The study recomemnded a southbound free flow right-turn lane to reduce pedestrian/vehicle conflicts and remove vehicles from the signalized intersection. This CIP would be to design and construct the improvements. Photo Coming Soon Primary City Council Priority and Performance Measure Addressed Safe & Secure Communities 1.08Achieve a reduction in the number of fatal and serious injury crashes to zero. Project Priority Type Public Health and Safety Estimated Project Costs Total Funding Sources General Obligation Bonds ASU Participation Total Operating Impacts None Project Number New 2024-25 $0 2024-25 $0 $0 $0 2024-25 $0 Estimated Start 7/1/2027 2025-26 2026-27 $0 $0 2025-26 2026-27 $0 $0 $0 $0 $0 $0 2025-26 2026-27 $0 $0 Estimated Completion 6/30/2029 2027-28 2028-29 Total 5 -Year $404,000 $2,272,000 $2,676,000 2027-28 2028-29 Total 5 -Year $202,000 $1,136,000 $1,338,000 $202,000 $1,136,000 $1,338,000 $404,000 $2,272,000 $2,676,000 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Vision Zero Infrastructure 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 and will be added at strategic locations. 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 allocated in FY 23-24 for the inventory and establishment of a sidewalk in-fill program to address areas that are missing sidewalks. Photo Coming Soon Primary City Council Priority and Performance Measure Addressed Safe & Secure Communities 1.08Achieve a reduction in the number of fatal and serious injury crashes to zero. Priority Type Public Health and Safety Estimated Project Costs Total Funding Sources General Obligation Bonds Total Operating Impacts None Project Number 5408051 2024-25 $851,651 2024-25 $851,651 $851,651 2024-25 $0 Estimated Start Ongoing 2025-26 2026-27 $200,000 $200,000 2025-26 2026-27 $200,000 $200,000 $200,000 $200,000 2025-26 2026-27 $0 $0 7-168 Estimated Completion Ongoing 2027-28 2028-29 Total 5 -Year $200,000 $350,000 $1,801,651 2027-28 2028-29 Total 5 -Year $200,000 $350,000 $1,801,651 $200,000 $350,000 $1,801,651 2027-28 2028-29 Total 5 -Year $0 $0 $0 Capital Improvements Program Warner I-10 Drainage Channel Access Ramp Warner and 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 Type Asset Preservation Estimated Project Costs Total Funding Sources Highway User Revenue Total Operating Impacts None Primary City Council Priority and Performance Measure 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. Project Number 5410691 2024-25 $150,000 2024-25 $150,000 $150,000 2024-25 $0 Estimated Start 7/1/2022 2025-26 2026-27 $0 $0 2025-26 2026-27 $0 $0 $0 $0 2025-26 2026-27 $0 $0 7-169 Estimated Completion 12/31/2024 2027-28 2028-29 Total 5 -Year $0 $0 $150,000 2027-28 2028-29 Total 5 -Year $0 $0 $150,000 $0 $0 $150,000 2027-28 2028-29 Total 5 -Year $0 $0 $0 City of Tempe Fiscal Year 2024/25 Annual Budget Section 8: Schedules and Summaries Contents Property Tax Ordinance.................................................................................................................................................................. Budget Resolution ........................................................................................................................................................................... Budget Schedules ........................................................................................................................................................................... Schedule A Summary Schedule of Estimated Revenues and Expenditures/Expenses .................................................. Schedule B Tax Levy and Tax Rate Information..................................................................................................................... Schedule C Revenues Other Than Property Taxes ............................................................................................................... Schedule D Other Financing Sources/ and lnterfund Transfers ............................................................................ Schedule E Expenditures/Expenses by Fund ........................................................................................................................ Schedule F Expenditures/Expenses by Department ............................................................................................................. Schedule G Full-Time Employees and Personnel Compensation ...................................................................................... Personnel Summary ....................................................................................................................................................................... Personnel Changes ........................................................................................................................................................................ Personnel Schedules ...................................................................................................................................................................... Glossary of Terms ........................................................................................................................................................................... Acronyms .......................................................................................................................................................................................... Index .................................................................................................................................................................................................. 8-1 8-2 8-4 8-5 8-5 8-6 8-8 8-11 8-12 8-14 8-18 8-19 8-20 8-21 8-58 8-66 8-68 City of Tempe Fiscal Year 2024/25 Annual Budget Property Tax Ordinance 8-2 City of Tempe Fiscal Year 2024/25 Annual Budget 8-3 City of Tempe Fiscal Year 2024/25 Annual Budget Budget Resolution 8-4 City of Tempe Fiscal Year 2024/25 Annual Budget Budget Schedules Schedule A Summary of Schedule of Estimated Revenues and Expenditures/Expenses City of Tempe, Arizona Summary Schedule of Estimated Revenues and Expenditures/Expenses Fiscal Year 2025 Funds S c h Fiscal year General Fund Special Revenue Fund Debt Service Fund Capital Projects Enterprise Fund Funds Available Total all funds 2024 Adopted/adjusted budgeted expenditures/expenses* E 2024 Actual expenditures/expenses** E 2025 Beginning fund balance/(deficit) or net position/(deficit) at July 1*** 2025 Primary property tax levy B 4 2025 Secondary property tax levy B 5 2025 Estimated revenues other than property taxes C 2025 Other financing sources D 7 517,561,175 2025 Other financing (uses) D 8 0 2025 Interfund transfers in D 9 94,750 1,750,000 3,438,375 27,694,110 3,905,251 36,882,486 2025 Interfund Transfers (out) D 10 9,245,832 13,422,095 2,382,827 0 11,831,732 36,882,486 2025 Line 11: Reduction for fund balance reserved for future budget year expenditures 1 2 3 6 2025 Total financial resources available 2025 Budgeted expenditures/expenses 299,784,188 191,592,647 42,714,394 616,254,545 141,691,784 51,335,625 1,343,373,183 291,409,570 159,186,565 42,714,394 359,803,542 126,772,083 48,505,075 1,028,391,229 98,786,233 121,192,869 7,478,357 95,089,174 72,181,398 19,427,718 414,155,749 22,543,575 22,543,575 40,061,431 298,453,399 230,414,510 40,061,431 1,983,125 134,788,831 140,591,371 50,952,276 857,183,512 517,561,175 0 11 Maintained for future debt retirement 3,019,554 E 3,019,554 12 407,612,571 339,935,284 50,578,461 775,133,790 204,846,288 70,379,994 1,848,486,388 13 322,513,851 241,259,280 49,555,068 775,133,790 144,376,951 54,497,398 1,587,336,338 Expenditure limitation comparison 2024 2025 1,343,373,183 $ 1,587,336,338 2 Add/subtract: estimated net reconciling items (467,470,342) (771,842,385) 3 Budgeted expenditures/expenses adjusted for reconciling items 875,902,841 815,493,953 4 Less: estimated exclusions 434,367,236 290,178,851 1 Budgeted expenditures/expenses * ** *** Internal Service Funds $ 5 Amount subject to the expenditure limitation $ 441,535,605 $ 525,315,102 6 EEC expenditure limitation $ 624,338,073 $ 667,344,884 Includes expenditure/expense adjustments approved in the current year from Schedule E. Includes actual amounts as of the date the proposed budget was prepared, adjusted for estimated activity for the remainder of the fiscal year. Amounts on this line represent beginning fund balance/(deficit) or net position/(deficit) amounts except for nonspendable amounts (e.g., prepaids and inventories) or amounts legally or contractually required to be maintained intact (e.g., principal of a permanent fund). 8-5 City of Tempe Fiscal Year 2024/25 Annual Budget Schedule B Tax Levy and Tax Rate Information City of Tempe, Arizona Tax levy and tax rate information Fiscal Year 2025 1. Maximum allowable primary property tax levy.A.R.S. §42-17051(A) $ 2. Amount received from primary property taxation in the current year in excess of the sum of that year's maximum allowable primary property tax levy. A.R.S. §42-17102(A)(18) $ 3. Property tax levy amounts A. Primary property taxes Property tax judgment $ B. Secondary property taxes Property tax judgment C. Total property tax levy amounts 4. 5. 2024 21,802,798 $ 2025 22,543,575 21,802,825 $ 22,543,575 37,983,522 Property taxes collected* A. Primary property taxes (1) Current year's levy (2) Prior year's levies (3) Total primary property taxes B. Secondary property taxes (1) Current year's levy (2) Prior years' levies (3) Total secondary property taxes C. Total property taxes collected $ 59,786,347 $ 21,323,772 42,997 21,366,769 $ $ $ $ 40,061,431 $ 62,605,006 37,148,946 74,906 37,223,852 58,590,621 Property tax rates A. City/Town tax rate (1) Primary property tax rate Property tax judgment (2) Secondary property tax rate Property tax judgment (3) Total city/town tax rate 0.8776 0.8747 1.5289 1.5544 2.4065 2.4291 * Includes actual property taxes collected as of the date the proposed budget was prepared, plus estimated property tax collections for the remainder of the fiscal year. FY 2024/25 Primary Property Tax Levy - Truth in Taxation Calculation Calculation for Truth in Taxation Hearing Notice pursuant to A.R.S. § 42-17107 Actual current primary property tax levy (FY23/24) $ 21,802,825 2024 Net assessed valuation: $ 2,577,292,262 Net Assessed value of new construction: $ 34,777,411 Net assessed value minus new construction: Maximum tax rate that can be imposed without a Truth in Taxation Hearing: $ $ 2,542,514,851 0.8575 Growth in property tax levy capacity associated with new construction: Maximum primary property last levy without a Truth in Taxation Hearing: $ $ 298,216 22,101,041 Proposed primary property tax levy: $ 22,543,575 8-6 City of Tempe Fiscal Year 2024/25 Annual Budget Proposed increase in primary property tax levy, exclusive of new construction $ Proposed percentage increase in primary property tax levy: 437,311 2.00% Proposed primary property tax rate: $ 0.8747 Proposed increase in primary property tax rate: $ 0.0172 Proposed primary property tax levy on a home valued at $100,000 $ 87.47 Primary property tax levy on a home valued at $100,000 if the tax rate was not raised $ 85.75 Proposed primary property tax levy increase on a home valued at $100,000: 1.72 8-7 $ City of Tempe Fiscal Year 2024/25 Annual Budget Schedule C Revenues Other Than Property Taxes City of Tempe, Arizona Revenues other than property taxes Fiscal Year 2025 Estimated revenues 2024 Actual revenues* 2024 Estimated revenues 2025 $ 143,871,812 12,300,572 2,699,996 2,589,500 $ 142,295,025 13,707,389 2,496,800 2,437,000 $ 142,067,169 14,566,344 2,456,800 2,462,000 Intergovernmental State Other 86,523,559 1,706,786 85,975,994 1,926,510 77,812,102 1,931,271 Charges for Services 17,759,038 22,348,068 24,366,499 Fines & Forfeits 3,392,474 3,690,037 5,962,069 Interest on Investments 6,435,000 7,592,771 11,687,993 Voluntary Contributions 3,887,097 3,970,694 4,129,522 Miscellaneous 10,315,535 11,000,015 11,011,630 $ 291,481,369 $ 297,440,303 $ 298,453,399 Source of revenues General Fund Local Taxes City Sales Tax Transient Lodging Tax Franchise Fees Licenses & Permits Total General Fund * Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated revenues for the remainder of the fiscal year. 8-8 City of Tempe Fiscal Year 2024/25 Annual Budget Schedule C Revenues Other Than Property Taxes (Continued) City of Tempe, Arizona Revenues other than property taxes Fiscal Year 2025 Estimated revenues 2024 Source of revenues Actual revenues* 2024 Estimated revenues 2025 Special Revenue Funds Transit Transit Tax ASU-Flash Transit Interest Income Intergovernmental Miscellaneous Revenue $ 59,681,071 750,000 2,935,000 482,702 11,058,000 74,906,773 $ 14,295,674 230,000 5,800 14,531,474 $ 12,253,433 669,500 248,500 4,000 13,175,433 $ $ $ 23,013,192 28,909,447 51,922,639 $ $ $ $ $ $ $ 5,055,970 9,177,332 23,378,511 580,696 101,000 270,000 193,099,828 $ Highway User Revenue Highway User Revenue Tax Barricading Fees Miscellaneous Revenue $ $ Arts & Culture Arts & Culture Tax Fees & Admissions Interest Income Miscellaneous Revenue $ $ CDBG & Section 8 Housing Community Development Block Grant (CDBG) Section 8 Housing $ Restricted Revenue & Donations Police Department-RICO & Grants Governmental Grants Court Enhancement Peterson House Endowment Housing Trust Total Special Revenue Funds * 59,055,133 948,144 2,935,000 463,380 11,058,000 74,459,657 $ 13,852,639 230,000 5,800 14,088,439 $ 12,088,710 568,500 248,500 4,000 12,909,710 $ $ $ 9,133,192 19,463,486 28,596,678 $ 33,827,237 33,050,619 66,877,856 $ $ $ $ $ $ $ 5,198,229 9,813,253 22,329,550 1,264,977 103,652 20,896 168,785,041 $ $ $ $ $ $ $ 9,428,692 11,513,153 35,716,887 1,584,518 112,252 271,500 230,414,510 $ $ $ $ $ $ 58,960,302 948,144 5,823,797 463,380 10,770,262 76,965,885 14,252,741 230,000 222,599 14,705,340 12,069,298 675,500 489,629 4,000 13,238,427 Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated revenues for the remainder of the fiscal year. 8-9 City of Tempe Fiscal Year 2024/25 Annual Budget Schedule C Revenues Other Than Property Taxes (Continued) City of Tempe, Arizona Revenues other than property taxes Fiscal Year 2025 Estimated revenues 2024 Source of revenues Actual revenues* 2024 Estimated revenues 2025 Debt Service Funds $ Total Debt Service Funds $ Special Assessments 1,985,500 1,985,500 $ $ 1,985,500 1,985,500 $ $ 1,983,125 1,983,125 13,380,368 54,386,147 3,509,077 340,894 24,452,189 92,218,704 137,309 3,987,280 13,835,839 68,676,927 10,974,658 41,301,407 $ 134,788,831 $ 100,177,409 21,770,133 6,975,000 $ 128,922,542 $ 109,849,068 23,149,023 7,593,280 $ 140,591,371 $ $ Capital Projects Funds Development Fees Grants Federal Funding Miscellaneous Total Capital Projects Funds $ $ Enterprise Funds $ Water/Wastewater Solid Waste Emergency Medical Transport 98,919,060 21,522,471 6,325,000 Total Enterprise funds $ 126,766,531 Internal Service Funds $ Tempe Health Risk Management Worker's Compensation Total Internal Service Funds $ 39,910,964 4,896,342 3,586,936 48,394,242 Total All Funds $ 753,946,174 * $ 39,470,956 3,872,613 3,392,606 46,736,175 $ 647,856,841 $ 42,390,602 4,974,738 3,586,936 50,952,276 $ 857,183,512 Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated revenues for the remainder of the fiscal year. 8-10 City of Tempe Fiscal Year 2024/25 Annual Budget Schedule D Other Financing Sources/ and lnterfund Transfers City of Tempe, Arizona Other financing sources/(uses) and interfund transfers Fiscal Year 2025 Other financing 2025 Fund Sources lnterfund transfers 2025 (Uses) In (Out) 9,245,832 9,245,832 General Fund $ Total General Fund $ $ $ $ $ 94,750 $ 94,750 $ $ $ $ 1,500,000 $ 250,000 Total Special Revenue Funds $ $ $ 3,857,615 3,860,000 5,704,480 1,750,000 $ 13,422,095 $ $ $ $ 3,438,375 $ 3,438,375 $ $ 241,081,372 $ $ General Fund Special Revenue funds Highway User Revenue Arts & Culture Transit Debt Service Funds $ General Governmental Total Debt Service Funds $ 2,382,827 2,382,827 Capital Projects Funds Enterprise Related Capital Program Special Purpose Capital Program 203,723,665 Transportation Capital Program 72,756,638 Total Capital Projects Funds $ 517,561,675 $ General Purpose Capital Program 7,641,173 $ 11,630,569 4,572,368 3,850,000 $ 27,694,110 $ Enterprise Funds $ $ $ 2,565,277 $ 11,754,117 1,339,974 77,615 Total Enterprise Funds $ $ $ 3,905,251 $ 11,831,732 $ $ 36,882,486 $ 36,882,486 Water/Wastewater Solid Waste Emergency Medical Rescue Transport Total all funds $ 517,561,675 8-11 City of Tempe Fiscal Year 2024/25 Annual Budget Schedule E Expenditures/Expenses by Fund City of Tempe, Arizona Expenditures/Expenses by Fund Fiscal Year 2025 Fund/Department Adopted budgeted expenditures/ expenses 2024 General Fund Mayor & Council $ 711,312 City Manager 3,400,521 Internal Audit 794,996 Economic Development 2,794,167 Strategic Management & Diversity 1,615,733 Sustainability Office 1,323,249 Diversity, Equity and Inclusion 772,038 Communication and Marketing 1,825,177 Office Government Relations Office 587,097 City Clerk 2,339,463 City Court 5,694,194 Human Resources 5,380,858 Education, Career and Family Services 12,147,691 City Attorney 4,308,376 Financial Services 14,169,631 Municipal Budget 569,936 Information Technology Police 114,328,633 Fire Medical Rescue 49,395,113 Community Services 37,404,516 Community Development 16,324,826 Community Health and Human Services 13,962,660 Engineering & Transportation 2,854,920 Transportation & Sustainability Municipal Utilities 2,546,437 Public Works Non-Departmental 2,550,165 General Fund Contingency 2,000,000 Total General Fund $ 299,801,709 $ Special Revenue Funds Highway User Revenue Fund $ 16,344,358 Transit 72,457,000 CDBG/HOME 23,013,192 8-12 Expenditure/ expense adjustments approved 2024 Actual expenditures/ expenses* 2024 $ Budgeted expenditures/ expenses 2025 732,405 $ 2,796,701 681,401 2,337,131 1,509,657 1,418,270 691,084 673,702 4,243,982 835,667 2,847,147 1,572,992 1,516,877 568,960 2,193,925 5,685,906 5,446,586 1,993,148 510,461 2,520,842 5,997,986 5,741,693 9,649,132 4,154,995 13,516,734 458,595 4,609,357 15,618,201 548,190 1,100,208 (28,142) (288,444) 627,792 115,467,896 50,548,667 35,710,355 16,605,775 126,004,651 53,547,815 38,648,872 17,735,504 40,000 (8,148) 14,134,755 1,877,666 25,933,991 3,670 1,881,682 (80,737) 117,730 363,087 (736,125) (58,756) 659,612 2,816,960 (608,723) 1,824,415 (460,933) (17,521) $ 291,409,570 6,475 3,536,801 2,916,277 3,000,000 322,513,851 13,052,960 $ 18,794,144 73,065,718 83,665,063 9,133,192 33,827,237 City of Tempe Fiscal Year 2024/25 Annual Budget Section 8 Housing Housing Trust Arts & Culture Restricted Rev & Donations Police Department-RICO & Grants Governmental Grants Court Enhancement Petersen House Endowment Total Special Revenue Funds Debt Service Funds General Obligation Special Assessment Total Debt Service Funds Capital Projects Funds Enterprise Related Capital Program Special Purpose Capital Programs General Purpose Capital Program Transportation Capital Program Total Capital Projects Funds Enterprise Funds Water/Wastewater Solid Waste Emergency Medical Transport Total Enterprise Funds Internal Service Funds Tempe Health Risk Management Worker's Compensation Total Internal Service Funds Total All Funds * 28,909,447 270,000 12,287,620 5,055,970 9,177,332 23,378,511 580,696 101,000 $ 191,575,126 $ $ 40,728,894 $ 1,985,500 $ 42,714,394 $ 19,463,486 10,404,706 3,086,492 11,046 8,758,578 $ 21,971,235 250,198 17,521 $ 159,186,565 33,050,619 271,500 13,295,215 9,428,692 11,513,153 35,716,887 1,584,518 112,252 $ 241,259,280 $ 40,728,894 $ 47,571,943 1,985,500 1,983,125 $ 42,714,394 $ 49,555,068 $ 198,794,833 $ (1,859,958) $ 123,897,064 $ 237,582,562 52,732,674 24,158,615 62,009,924 296,348,266 (2,922,585) 177,919,052 372,834,696 73,633,184 (471,869) 33,828,811 102,706,608 $ 621,508,957 $ (5,254,412) $ 359,803,542 $ 775,133,790 $ 103,489,419 $ 31,322,538 6,879,827 $ 141,691,784 $ — $ 97,082,476 $ 107,036,411 23,567,491 30,393,777 6,122,116 6,946,763 — $ 126,772,083 $ 144,376,951 $ 40,980,097 6,896,342 3,459,186 51,335,625 $ 41,367,606 $ 44,063,474 3,872,613 6,974,738 3,264,856 3,459,186 — 48,505,075 54,497,398 $ 1,348,627,595 $ (5,254,412) $ 1,028,391,229 $ 1,587,336,338 Includes actual expenditures/expenses recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated expenditures/expenses for the remainder of the fiscal year. 8-13 City of Tempe Fiscal Year 2024/25 Annual Budget Schedule F Expenditures/Expenses by Department City of Tempe, Arizona Expenditures/Expenses by Department Fiscal Year 2025 Department/fund Mayor & Council: General Fund Department Total City Manager General Fund Transit Fund Restricted Revenue & Donations Governmental Grants Department Total Internal Audit General Fund Department Total Economic Development: General Fund Restricted Revenue & Donations Governmental Grants Department Total Strategic Management & Innovation: General Fund Governmental Grants Department Total Sustainability Office: General Fund Governmental Grants Department Total Diversity, Equity and Inclusion: General Fund Restricted Revenue & Donations Governmental Grants Department Total Communication and Marketing Office: General Fund Restricted Revenue & Donations Department Total Government Relations Office: General Fund Department Total City Clerk: General Fund Department Total City Court: General Fund Court Enhancement Fund Department Total Adopted budgeted expenditures/ expenses Expenditure/ expense adjustments approved Actual expenditures/ expenses* Budgeted expenditures/ expenses 2024 2024 2024 2025 $ $ 711,312 711,312 $ 3,400,521 709,126 21,450 3,900,353 $ $ 732,405 732,405 $ 2,796,701 710,087 27,633 1,765,116 158,564 145,700 673,702 673,702 4,243,982 724,828 109,811 5,610,000 $ 8,031,450 $ 304,264 $ 5,299,537 $ 10,688,621 $ $ 794,996 794,996 $ (80,737) (80,737) $ 681,401 681,401 $ 835,667 835,667 $ 2,794,167 354,879 500,000 3,649,046 $ $ 47,371 (489,500) $ (442,129) $ 2,337,131 312,250 10,500 2,659,881 $ 1,615,733 1,148,955 2,764,688 $ 1,506,738 1,506,738 $ 1,509,657 414,599 1,924,256 $ 1,323,249 $ $ 1,323,249 $ 117,730 474,293 592,023 $ 1,418,270 74,293 1,492,563 $ 772,038 $ $ $ 210,853 101,219 312,072 $ $ $ $ 691,084 210,853 50,000 951,937 $ $ $ $ 659,612 5,000 133,219 797,831 $ $ $ 1,516,877 2,515 1,519,392 $ 1,993,148 2,515 2,515 $ 1,993,148 — $ $ 568,960 568,960 $ $ 510,461 510,461 $ 2,193,925 2,193,925 $ 2,520,842 2,520,842 $ $ $ $ 772,038 $ 1,825,177 $ 1,825,177 $ $ $ $ 587,097 587,097 $ $ $ 2,339,463 2,339,463 $ $ 5,694,194 330,696 6,024,890 $ $ 8-14 250,000 250,000 5,685,906 250,198 5,936,104 2,847,147 90,000 $ 2,937,147 $ 1,572,992 2,030,693 3,603,685 — 5,997,986 1,084,518 7,082,504 City of Tempe Fiscal Year 2024/25 Annual Budget Schedule F Expenditures/Expenses by Department (Continued) Human Resources: General Fund Tempe Health Fund Department Total Education, Career and Family Services: General Fund Restricted Revenue & Donations Governmental Grants Department Total City Attorney: General Fund Restricted Revenue & Donations Governmental Grants Department Total Financial Services: General Fund Risk Management Fund Worker's Compensation Fund Water/Wastewater Fund Department Total Municipal Budget: General Fund Department Total Information Technology General Fund Department Total Police: General Fund Police Department-Rico & Grants Department Total Fire Medical Rescue: General Fund Emergency Medical Transport Fund $ $ 5,380,858 40,980,097 46,360,955 $ 12,147,691 65,000 4,771,200 16,983,891 $ 4,308,376 Community Services: General Fund Arts & Culture Fund Restricted Revenue & Donations Governmental Grants Petersen House Endowment Department Total $ 363,087 $ 5,446,586 41,367,606 46,814,192 $ (736,125) 229,575 5,235,520 4,728,970 $ 9,649,132 267,931 12,829,135 22,746,198 $ 4,154,995 18,771 56,927 4,230,693 $ $ 18,771 $ 4,308,376 $ $ 14,169,631 4,896,342 3,459,186 3,632,394 26,157,553 $ 569,936 569,936 $ $ $ $ $ Restricted Revenue & Donations Governmental Grants Department Total 363,087 $ $ $ 114,328,633 7,177,332 121,505,965 $ 11,927 30,698 $ $ 5,741,693 44,063,474 49,805,167 4,609,357 $ 4,609,357 (43,997) (102,753) $ 13,516,734 3,872,613 3,264,856 3,654,904 24,309,107 $ 15,618,201 4,974,738 3,459,186 4,091,708 28,143,833 $ 458,595 458,595 $ 548,190 548,190 (58,756) $ — $ 1,100,208 193,923 1,294,131 $ $ $ 115,467,896 8,758,578 124,226,474 $ 126,004,651 8,513,153 134,517,804 49,395,113 6,679,827 (28,142) 50,548,667 6,122,116 53,547,815 6,746,763 859,942 1,119,170 549,729 2,383,313 140,266 57,075,148 37,404,516 10,705,870 344,767 636,487 101,000 49,192,640 $ 946,418 2,037,446 $ (288,444) (22,885) 512,570 (108,573) $ 8-15 92,668 360,685 57,581,197 $ 507,781 63,185,672 $ 38,648,872 11,710,715 601,724 1,550,623 112,252 52,624,186 35,710,355 9,822,956 548,738 513,636 $ 46,595,685 City of Tempe Fiscal Year 2024/25 Annual Budget Schedule F Expenditures/Expenses by Department (Continued) Community Development: General Fund Restricted Revenue & Donations Governmental Grants Department Total Community Health & Human Services: General Fund CDBG/HOME Fund Section 8 Housing Fund Restricted Revenue & Donations Governmental Grant Housing Trust Fund Department Total Engineering & Transportation: General Fund Transit Fund Highway User Revenue Fund Restricted Revenue & Donations Department Total $ $ $ $ $ $ 16,324,826 432,833 170,837 16,928,496 13,962,660 9,313,168 18,909,447 264,372 3,610,413 20,000 46,080,060 2,854,920 65,550,125 15,344,358 196,348 83,945,751 $ 627,792 (118,882) (48,185) 460,725 $ 16,605,775 364,138 110,682 17,080,595 $ 40,000 $ 14,134,755 8,583,168 19,463,486 729,930 5,785,662 $ $ 48,697,001 $ 25,933,991 9,070,414 23,050,619 1,911,703 5,462,180 21,500 65,450,407 (138,360) (320,955) $ 1,877,666 67,657,882 13,052,960 37,625 82,626,133 $ — $ 2,816,960 76,748,701 17,794,144 18,003 400,000 97,777,808 $ — 160,566 177,516 $ 378,082 (8,148) (174,447) $ Transportation & Sustainability: General Fund Transit Fund Highway User Revenue Fund Restricted Revenue & Donations Governmental Grants Fund Department Total Municipal Utilities: General Fund Water/Wastewater Fund Operations Solid Waste Fund - Operations Restricted Revenue & Donations Department Total $ 2,546,437 3,670 1,881,682 (529,304) (1,015,397) $ 56,144,503 30,822,538 16,379 89,529,857 50,715,050 23,567,491 16,379 76,180,602 $ (1,541,031) $ 17,735,504 $ Public Works: General Fund 22,391 17,757,895 3,536,801 Water/Wastewater Fund Operations Solid Waste Fund - Operations Restricted Revenue & Donations Department Total Non-Departmental: General Fund Department Total $ $ $ 2,550,165 2,550,165 $ $ $ (608,723) (608,723) $ 8-16 1,824,415 1,824,415 $ 59,538,658 29,893,777 309,138 93,278,374 $ 2,916,277 2,916,277 City of Tempe Fiscal Year 2024/25 Annual Budget Schedule F Expenditures/Expenses by Department (Continued) Contingency: General Fund Risk Management Fund Emergency Medical Transport Fund Water/Wastewater Fund Solid Waste Fund Arts & Culture Fund Transit Fund Highway User Revenue Fund CDBG/Home Fund Section 8 Housing Fund 2,000,000 2,000,000 200,000 1,000,000 500,000 1,000,000 1,500,000 1,000,000 13,150,000 10,000,000 573,301 1,015,397 22,885 180,922 3,000,000 2,000,000 200,000 1,000,000 500,000 1,000,000 1,500,000 1,000,000 24,200,000 10,000,000 Restricted Revenue & Donations Fund 2,500,000 (2,202,713) 4,000,000 Police Department-Rico & Grants Fund Governmental Grants Fund Court Enhancement Fund Housing Trust Fund Department Total 2,000,000 8,500,000 250,000 250,000 45,850,000 (182,877) (7,953,073) (250,000) $ 3,000,000 20,000,000 500,000 250,000 72,150,000 $ 42,406,045 584,500 4,691,534 556,823 47,571,943 1,983,125 97,793,970 Debt Service: Water/Wastewater Fund Arts & Cultural Fund Transit Fund CDBG/Home Fund General Obligation Fund Special Assessment Fund Department Total Capital Enterprise Related Capital Program Special Purpose Capital Program General Purpose Capital Program Transportation Capital Program Department Total TOTAL ALL DEPARTMENTS $ $ $ $ 42,712,522 581,750 4,697,749 550,024 40,728,894 1,985,500 91,256,439 (460,933) $ (9,257,091) $ 42,712,522 581,750 4,697,749 550,024 40,728,894 1,985,500 91,256,439 $ $ 198,794,833 52,732,674 296,348,266 73,633,184 621,508,957 $ (1,859,958) $ $ (2,922,585) (471,869) (5,254,412) $ $ 1,348,627,595 $ (5,254,412) $ 1,028,391,229 $ $ 123,897,064 24,158,615 177,919,052 33,828,811 359,803,542 $ $ 237,582,562 62,009,924 372,834,696 102,706,608 775,133,790 $ 1,587,336,338 * Includes actual expenditures/expenses recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated expenditures/expenses for the remainder of the fiscal year 8-17 City of Tempe Fiscal Year 2024/25 Annual Budget Schedule G Full-Time Employees and Personnel Compensation City of Tempe, Arizona Full-time Employees and Personnel Compensation Fiscal Year 2025 Employee salaries and hourly costs 2025 $ 157,495,704 Retirement costs * 2025 $ 23,116,720 52.50 38.00 7.50 8.00 62.44 14.50 11.00 2.40 2.00 198.34 $ $ $ 4,110,558 3,103,152 368,977 829,623 4,582,498 273,023 1,039,711 655,493 115,721 15,078,756 Capital Projects Funds Municipal Arts Total Capital Projects Funds 3.00 3.00 $ $ Enterprise Funds Water/Wastewater Solid Waste Emergency Medical Transport Total Enterprise Funds 193.32 79.90 41.89 315.11 $ Internal Service Funds Risk Management Total Internal Service Funds Total All Funds 6.00 6.00 2,235.40 Fund General Fund Special Revenue Funds Highway User Revenue Fund Transit CDBG/HOME Section 8 Housing Arts & Culture Gov't Restricted Rev & Donations Police Department-RICO & Grants Governmental Grants Court Enhancement Total Special Revenue Funds Full-time equivalent (FTE) 2025 1,712.95 Healthcare costs 2025 $ 22,197,880 Other benefit costs ** 2025 $ 14,663,285 Total estimated personnel compensation 2025 $ 217,473,589 $ $ 358,126 265,793 31,278 72,739 406,547 34,600 78,208 50,796 8,853 1,306,940 $ $ 710,176 523,518 68,682 144,696 384,758 86,208 200,995 130,506 38,171 2,287,710 $ $ 501,096 357,364 45,348 101,667 464,989 57,674 185,898 81,170 14,222 1,809,428 $ 5,679,956 4,249,827 514,285 1,148,725 5,838,792 451,505 1,504,812 917,965 176,967 20,482,834 254,725 254,725 $ $ 31,306 31,306 $ $ 41,190 41,190 $ $ 21,520 21,520 $ $ 348,741 348,741 $ $ 1,528,185 520,757 260,242 2,309,184 $ $ 3,048,342 970,688 452,617 4,471,647 $ $ 2,112,263 664,673 417,761 3,194,697 $ $ 17,203,755 5,422,051 3,410,249 26,036,055 $ 23,892,545 7,578,169 4,540,869 36,011,583 $ $ $ 591,281 591,281 199,456,521 $ $ $ 72,522 72,522 28,224,673 $ $ $ 85,497 85,497 29,083,924 $ $ $ 45,102 45,102 18,346,031 $ $ $ 794,402 794,402 275,111,149 8-18 Personnel Summary 2022-23 Revised Dept Full Time 2023-24 Budget Perm FTE Frozen FTE Temp FTE 0.50 1.47 Full Time 2023-24 Revised Perm FTE Frozen FTE Temp FTE 31.00 0.07 Full Time Perm FTE 2024-25 Budget Frozen FTE Temp FTE Frozen FTE Temp FTE City Clerk 6.00 City Court 39.00 City Manager 26.00 Communication Marketing Office 10.00 2.74 12.00 1.89 12.00 1.89 12.00 1.89 Community Development 72.00 17.20 73.00 17.20 69.00 17.20 75.00 9.27 5.06 0.07 Perm FTE 28.00 6.00 31.00 Full Time City Attorney 6.00 39.00 5.06 26.00 31.00 0.07 6.00 39.00 5.06 30.00 41.00 5.06 28.00 Community Health & Human Services 73.00 0.50 22.26 77.00 1.00 24.26 78.00 0.50 24.26 123.00 1.00 81.96 Community Services 193.00 2.50 153.78 202.00 2.50 176.87 205.00 2.50 176.87 210.00 2.50 176.87 Diversity, Equity & Inclusion 2.00 0.75 Economic Development Office 6.00 Education, Career & Family Svcs 42.00 66.10 42.00 63.70 42.00 Transportation & Sustainability 118.00 2.99 123.00 2.99 123.00 Financial Services 108.00 Fire Medical Rescue 239.00 1.89 241.00 1.89 242.00 Government Relations 1.00 Human Resources 21.00 Information Technology 85.00 Internal Audit 3.00 Mayor & Council 7.00 Municipal Budget Office 0.50 275.00 Police 510.00 3.00 7.00 7.00 109.00 0.50 109.00 1.00 1.50 0.50 22.00 3.00 1.25 0.50 2.00 0.50 7.25 515.00 2.00 0.50 276.00 7.25 515.00 6.00 6.00 6.00 6.00 6.00 7.00 Total Personnel 7.25 0.50 2,171.96 284.21 1,921.00 2.99 89.00 1.89 248.00 109.00 6.50 0.50 2,232.40 8-19 304.40 1,926.00 0.00 0.00 10.42 0.50 1.89 1.00 1.25 22.00 1.25 89.00 0.50 3.00 0.50 7.00 5.00 1.97 Sustainability Office 1,880.00 0.00 7.00 Strategic Management & Innovation Sub Total 63.70 0.50 22.00 3.00 5.00 277.00 7.00 0.50 88.00 7.00 1.97 3.00 1.00 88.00 4.00 Public Works 3.00 5.00 2.00 0.50 1.97 314.00 7.25 522.00 2.47 2.00 0.50 7.25 6.50 2,257.40 0.50 298.40 7.00 0.00 6.50 2,237.40 0.50 304.40 1,952.00 Personnel Changes FY25 Budget Supplemental Schedule Full and Part-Time Position Additions Department Community Services Fire Fire Fire Fire Fire Fire Information Technology Municipal Courts Municipal Courts Police Police Police Police Police Police Police Arts & Culture Arts & Culture Arts & Culture Community Health & Human Services Public Works Public Works Public Works Arts & Culture Strategic Management & Innovation Position Community Services Coordinator Firefighter Firefighter Firefighter Captain Captain Captain IT Supervisor-Security Court Svcs Specialist I+ Court Svcs Specialist I+ Community Responder Community Responder Community Responder Community Responder Community Responder Community Responder Supervisor Administrative Assistant Arts & Culture Coordinator Arts & Culture Specialist Human Services Manager Plant Superintendent Municipal Utilities Operations Tech Municipal Utilities Operations Tech Arts & Culture Coordinator BioIntel Scientist Fund Name General Fund General Fund General Fund General Fund General Fund General Fund General Fund General Fund General Fund General Fund General Fund General Fund General Fund General Fund General Fund General Fund General Fund Arts & Culture Arts & Culture Arts & Culture Governmental Grants Water/Wastewater Water/Wastewater Water/Wastewater Arts & Culture General Fund Total Full and Part-Time Position Additions Fund 10000 10000 10000 10000 10000 10000 10000 10000 10000 10000 10000 10000 10000 10000 10000 10000 10000 10000 10000 10000 44000 31000 31000 31000 66000 10000 Cost Center PCN 3253 2424 2340 2433 2340 2425 2340 2426 2340 2427 2340 2428 2340 2429 1972 2446 1410 2421 1410 2422 2278 2440 2278 2441 2278 2442 2278 2443 2278 2444 2278 2445 2278 2448 3785 2430 3781 2431 3761 2432 44940 2434 3035 2436 3012 TBD 3013 TBD 6699799 2437 1253 TBD FTE 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 26.00 8-20 Action Summary FY25 Supplemental Request FY25 Supplemental Request FY25 Supplemental Request FY25 Supplemental Request FY25 Supplemental Request FY25 Supplemental Request FY25 Supplemental Request FY25 Supplemental Request FY25 Supplemental Request FY25 Supplemental Request FY25 Supplemental Request FY25 Supplemental Request FY25 Supplemental Request FY25 Supplemental Request FY25 Supplemental Request FY25 Supplemental Request FY25 Supplemental Request FY25 Supplemental Request FY25 Supplemental Request FY25 Supplemental Request FY25 Supplemental Request FY25 Supplemental Request FY25 Supplemental Request FY25 Supplemental Request FY25 Supplemental Request FY25 Supplemental Request Personnel Schedules Cost Center Department Division Position Funding Source 2022-23 Revised 2023-24 Budget 2023-24 Revised 2024-25 Budget CITY ATTORNEY 1710 Legal Services City Attorney Dep City Attorney Sr Asst City Attorney Gen Gen Gen 1.00 2.00 2.00 1.00 2.00 3.00 1.00 2.00 3.00 Public Records Coordinator Gen 50% Sec 8 50% 1.00 1.00 1.00 1.00 Police Legal Advisor Asst City Attorney Asst City Prosecutor Evidence Redaction Specialist Paralegal II+ Legal Assistant Gen Gen Gen Gen Gen Gen 60% Grants 40% 1.00 10.00 0.00 0.00 2.00 1.00 1.00 10.00 0.00 2.00 2.00 1.00 1.00 4.00 6.00 2.00 2.00 1.00 1.00 4.00 6.00 2.00 2.00 1.00 Legal Assistant Administrative Support Supvr Executive Assistant Legal Specialist II+ Assistant City Attorney** Unclassified Temporary* Gen Gen Gen Gen Gen Gen 5.00 1.00 1.00 1.00 0.50 1.47 5.00 1.00 1.00 1.00 0.00 0.07 5.00 1.00 1.00 1.00 0.00 0.07 5.00 1.00 1.00 1.00 0.00 0.07 28.00 0.50 1.47 31.00 0.00 0.07 31.00 0.00 0.07 31.00 0.00 0.07 1.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 2.00 6.00 6.00 6.00 6.00 Gen Gen Gen Gen Gen Gen Gen Gen Gen Gen Gen Gen Gen Gen Total Full-Time Total Temp FTE * 1.00 1.00 2.00 2.00 1.00 1.00 4.00 1.00 2.00 20.00 0.00 1.00 1.00 5.06 37.00 5.06 1.00 1.00 2.00 2.00 1.00 1.00 4.00 1.00 2.00 20.00 0.00 1.00 1.00 5.06 37.00 5.06 1.00 1.00 2.00 2.00 1.00 1.00 4.00 1.00 2.00 20.00 0.00 1.00 1.00 5.06 37.00 5.06 1.00 1.00 2.00 2.00 1.00 1.00 4.00 1.00 2.00 20.00 2.00 1.00 1.00 5.06 39.00 5.06 JCEF 0.00 0.00 0.00 0.00 City Attorney Total Full-Time City Attorney Total Perm FTE** City Attorney Total Temp FTE* 1310 1.00 2.00 3.00 CITY CLERK City Clerk Dep City Clerk Asst City Clerk Executive Assistant City Clerk Assistant Gen Gen Gen Gen Gen City Clerk Total Full-Time CITY COURT 1410 4730 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 I+ Court Interpreter Management Assistant II+ Unclassified Temporary* Local JCEF Executive Assistant 8-21 Personnel Schedules Cost Center Department Division Position Court Svcs Spec II+ Funding Source Gen Total Full-Time 2022-23 Revised 2.00 2.00 2023-24 Budget 2.00 2.00 2023-24 Revised 2.00 2.00 2024-25 Budget 2.00 2.00 39.00 5.06 39.00 5.06 39.00 5.06 41.00 5.06 Gen Gen Gen Gen Gen Gen Gen Gen Gen Total Full-Time 1.00 1.00 1.00 1.00 1.00 0.00 1.00 0.00 3.00 9.00 1.00 1.00 1.00 1.00 1.00 0.00 1.00 1.00 2.00 9.00 1.00 1.00 1.00 1.00 1.00 0.00 1.00 1.00 2.00 9.00 1.00 1.00 1.00 1.00 1.00 0.00 1.00 1.00 2.00 9.00 Gen Total Full-Time 1.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 Gen Total Full-Time 1.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 City Court Total Full-Time City Court Total Temp FTE CITY MANAGER 1210 1211 (Moved to 2919) Administration City Mgr Asst City Mgr Deputy City Mgr - Chief Op Officer Deputy City Mgr - Chief Fin Officer Chief Dep City Manager Strategic Mgmt/Diversity Dir Sr Mgmt Asst - City Manager's Office Management Assistant Executive Asst-City Manager's Office Animal Welfare Animal Welfare Specialist 1212 (Moved to CC 2929) Veteran's Support Services Veteran Coordinator 1214 (Moved to CC 1281) Communication/Media Relations Communication & Mktg Director Gen 0.00 0.00 0.00 0.00 Public Info Officer Gen 0.00 0.00 0.00 0.00 Public Info Officer Transit 50%, Gen 25% 0.00 0.00 0.00 0.00 Public Info Officer Web & Design Coord Video Production Coord Unclassified Temporary* (1.00 funded for FY2022/23 only) 1217 (formerly 1215) Neighborhood Programs Neighbor Program Manager Neighbor Svcs Spec Neighbor Svcs Spec Neighbor Svcs Spec 1216 1219 Government Relations Government Relations Officer SW 25%, Transit 50% WWW 50% 0.00 0.00 0.00 0.00 Gen Gen Gen 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Total Full-Time Total Temp FTE* 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 0.00 0.00 1.00 1.00 Gen HURF 50% SW 50% Transit 50% WWW 50% Gen Gen Total Full-Time Mayor/Council Staff 8-22 0.00 0.00 1.00 1.00 0.00 0.00 0.00 0.00 1.00 4.00 1.00 4.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Personnel Schedules Cost Center Department 1220 Division Position Mayor/City Council - Chief of Staff Mayoral Aide Sr Management Assistant City Council Aide II+ Customer Relations Center/311 Customer Relations Supvr Lead Customer Relations Spec Customer Relations Spec Customer Relations Spec Customer Relations Spec Customer Relations Spec 1251 Diversity Equity & Inclusion Chief Diversity Officer Diversity Program Coord ADA Compl Specialist** Funding Source Gen Gen Gen Gen Total Full-Time 2022-23 Revised 1.00 0.00 1.00 6.00 8.00 2023-24 Budget 1.00 0.00 1.00 6.00 8.00 2023-24 Revised 1.00 0.00 1.00 6.00 8.00 2024-25 Budget 1.00 0.00 1.00 6.00 8.00 Gen Gen Gen SW HURF WWW Total Full-Time 1.00 1.00 2.00 1.00 1.00 1.00 7.00 1.00 1.00 2.00 1.00 1.00 1.00 7.00 1.00 1.00 2.00 1.00 1.00 1.00 7.00 1.00 1.00 2.00 1.00 1.00 1.00 7.00 Gen Gen Gen Total Full-Time Total Part-Time 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 0.00 0.00 0.00 0.00 26.00 0.00 0.00 26.00 0.00 0.00 30.00 0.00 0.00 28.00 0.00 0.00 City Manager Total Full-Time City Manager Total Perm FTE** City Manager Total Temp FTE* Communication / Marketing Office Communication/Media Relations 1281 Communication & Mktg Director Gen 1.00 1.00 1.00 1.00 Public Info Officer Gen 3.00 3.00 3.00 3.00 Public Info Officer Transit 50%, Gen 25% 1.00 1.00 1.00 1.00 Public Info Officer Transit 50% WWW 50% 1.00 1.00 1.00 1.00 Social Media Specialist Gen 0.00 1.00 1.00 1.00 Web Manager Gen 0.00 1.00 1.00 1.00 Web & Design Coord Gen 2.00 2.00 2.00 2.00 Video Production Coord Gen 2.00 2.00 2.00 2.00 Unclassified Temporary* Gen 2.74 1.89 1.89 1.89 Total Full-Time 10.00 12.00 12.00 12.00 Total Temp FTE* 2.74 1.89 1.89 1.89 10.00 12.00 12.00 12.00 0.00 0.00 0.00 0.00 2.74 1.89 1.89 1.89 1.00 1.00 1.00 1.00 SW 25%, (1.00 funded for FY2022/23 only) Communication / Mktg Total Full-Time Communication / Mktg Total Perm FTE** Communication / Mktg Total Temp FTE* COMMUNITY DEVELOPMENT Administration 2710 Administration/Economic Development Community Development Dir Gen 8-23 Personnel Schedules Cost Center Department 1215 Division Position Community Devel Bus Syst Supvr Community Develop Admin Mgr Dep Com Dev Dir - Comm Enhancement Management Assistant Executive Assistant Neighborhood Program Neighborhood Program Mgr Neighborhood Svcs Spec Neighborhood Svcs Spec Neighborhood Svcs Spec 44802 Building Safety Document Management Sr Eng Associate+ Funding Source Gen Gen Gen Gen Gen Total Full-Time 2022-23 Revised 1.00 1.00 1.00 0.00 1.00 5.00 2023-24 Budget 1.00 1.00 1.00 0.00 1.00 5.00 2023-24 Revised 1.00 1.00 1.00 0.00 1.00 5.00 2024-25 Budget 1.00 1.00 1.00 0.00 1.00 5.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 0.00 0.00 4.00 4.00 0.00 0.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 Gen Gen-FROZEN Gen Gen Gen Gen Gen Gen Gen Gen Gen Gen Gen Gen Gen Gen 1.00 0.00 2.00 1.00 0.00 1.00 1.00 0.00 5.00 0.00 1.00 0.00 1.00 6.00 0.00 1.00 1.00 0.00 2.00 1.00 0.00 1.00 1.00 1.00 4.00 1.00 1.00 1.00 1.00 4.00 2.00 1.00 1.00 0.00 2.00 1.00 0.00 1.00 1.00 1.00 4.00 1.00 1.00 1.00 1.00 4.00 2.00 1.00 1.00 0.00 2.00 1.00 0.00 1.00 1.00 1.00 4.00 1.00 1.00 1.00 1.00 4.00 2.00 1.00 Gen 50% DMF 50% 0.00 1.00 1.00 1.00 Gen Gen Gen Gen Gen Gen Gen Gen Gen Total Full-Time Total Full-Time - FROZEN Total Temp FTE* 1.00 1.00 0.00 0.00 4.00 1.00 2.00 1.00 5.16 30.00 0.00 5.16 1.00 1.00 1.00 2.00 4.00 1.00 2.00 1.00 5.16 36.00 0.00 5.16 1.00 1.00 1.00 2.00 4.00 1.00 2.00 1.00 5.16 36.00 0.00 5.16 1.00 1.00 1.00 2.00 4.00 1.00 2.00 1.00 5.16 36.00 0.00 5.16 Gen Gen Gen Total Full-Time 1.00 2.00 1.00 4.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Gen Gen HURF 50% SW 50% Transit 50% WWW 50% Total Full-Time Desg Total Full-Time Development Services/Building Safety 2721 Building Safety Inspections and Permits Dep Com Dev Dir - Bldg/Eng Permits Dep Com Dev Dir - Bldg/Eng Permits Plan Review Mgr Green Building Energy Conserv Spec Green Building Program Specialist Bldg Inspection Mgr Sr Plan Check Engineer Principal Planner Plan Reviewer II+ Plan Reviewer III Sr Bldg Inspector Building Code Complaint Investigator Permit Center Supervisor Bldg Inspector II+ Bldg Inspector III+ Sr Eng Associate+ Sr Eng Associate+ Principal Civil Eng Sr Civil Eng+ Planner II+ Sr Planner Development Svcs Spec II+ Management Assistant II+ Administrative Assistant II+ Real Estate Mgmt Coordinator Unclassified Temporary* 2722 CD Project Assistance Team Project Mgmt Coordinator Sr Planner Development Project Coordinator Planning 2731 Planning 8-24 Personnel Schedules Cost Center Department 2727 Division Position Dep Com Dev Dir - Planning Sr Architect+ Principal Planner Sr Planner Planner II+ Administrative Assistant II+ Unclassified Temporary* (1.0 FTE Authorized FY21/22 only) Residential Code Compliance Code Enforcement Mgr Sr Code Inspector Spec Sr Code Inspector Spec Planning & Research Analyst Crime Prevention Plan Coord Code Inspector II+ Code Inspector II+ Code Inspector I+ Administrative Assistant II+ Unclassified Temporary* (1.00 Authorized for FY23/24 only) Funding Source Gen Gen Gen Gen Gen Gen Gen 2022-23 Revised 1.00 1.00 3.00 4.00 4.00 2.00 4.11 2023-24 Budget 1.00 0.00 3.00 5.00 3.00 2.00 4.11 2023-24 Revised 1.00 0.00 3.00 5.00 3.00 2.00 4.11 2024-25 Budget 1.00 0.00 3.00 5.00 3.00 2.00 4.11 Total Full-Time Total Temp FTE* 15.00 4.11 14.00 4.11 14.00 4.11 14.00 4.11 Gen Gen SW Gen Gen Gen SW Gen Gen Gen 1.00 2.00 0.00 1.00 0.00 7.00 0.00 1.00 1.00 7.93 1.00 2.00 0.00 1.00 1.00 7.00 0.00 1.00 1.00 7.93 1.00 2.00 0.00 1.00 1.00 7.00 0.00 1.00 1.00 7.93 1.00 2.00 1.00 1.00 1.00 7.00 5.00 1.00 1.00 7.93 Total Full-Time Total Temp FTE* 13.00 7.93 14.00 7.93 14.00 7.93 20.00 7.93 72.00 0.00 17.20 73.00 0.00 17.20 69.00 0.00 17.20 75.00 0.00 17.20 Gen 85%Arts 15% Gen Gen Gen Gen Total Full-Time Total Temp FTE* 1.00 1.00 1.00 2.00 0.09 5.00 0.09 1.00 1.00 1.00 1.00 0.09 4.00 0.09 1.00 1.00 1.00 1.00 0.09 4.00 0.09 1.00 1.00 1.00 1.00 0.09 4.00 0.09 Gen Total Temp FTE 0.70 0.70 0.70 0.70 0.70 0.70 0.70 0.70 Gen Gen Gen Gen Gen Gen Gen Gen Gen Gen Gen 1.00 1.00 10.00 1.00 1.00 3.00 0.00 3.00 2.00 2.00 0.50 1.00 1.00 10.00 1.00 1.00 3.00 0.00 3.00 3.00 2.00 0.50 1.00 1.00 10.00 1.00 1.00 3.00 0.00 3.00 3.00 2.00 0.50 1.00 1.00 10.00 1.00 1.00 3.00 0.00 3.00 3.00 2.00 0.50 Community Development Total Full-Time Community Development Total Full-Time - FROZEN Community Development Total Temp FTE* Community Services CS Administration 2410 2545 Administration Community Svcs Dir Sr Recreation Coord+ Community Svcs Admin Mgr Sr Management Assistant Unclassified Temporary* Volunteer Services Unclassified Temporary Library Services 2440 Library Dep Com Svc Dir - Library Svcs Library Supvr Librarian I/II+ Library Marketing Spec Library Systems Tech Library Mgr Library Mgr - Frozen Library Spec II+ Library Asst Support Svcs Supvr Library Specialist II** 8-25 Personnel Schedules Cost Center Department Division Position Library Assistant** Unclassified Temporary* Funding Source Gen Gen Total Full-Time Total Full-Time - FROZEN Total Perm FTE** Total Temp FTE* 2022-23 Revised 0.50 10.74 24.00 0.00 1.00 10.74 2023-24 Budget 0.50 10.74 25.00 0.00 1.00 10.74 2023-24 Revised 0.50 10.74 25.00 0.00 1.00 10.74 2024-25 Budget 0.50 10.74 25.00 0.00 1.00 10.74 Gen Gen Gen Gen Total Full-Time Total Temp FTE* 1.00 2.00 1.00 0.26 4.00 0.26 1.00 2.00 1.00 0.26 4.00 0.26 1.00 2.00 1.00 0.26 4.00 0.26 1.00 2.00 1.00 0.26 4.00 0.26 Gen Gen Gen Total Full-Time Total Perm FTE** Total Temp FTE* 1.00 0.00 0.12 1.00 0.00 0.12 1.00 0.00 0.12 1.00 0.00 0.12 1.00 0.00 0.12 1.00 0.00 0.12 1.00 0.00 0.12 1.00 0.00 0.12 Gen Gen Gen Gen Gen Total Full-Time Total Temp FTE* 1.00 1.00 1.00 3.00 8.23 6.00 8.23 1.00 1.00 1.00 3.00 8.23 6.00 8.23 1.00 1.00 1.00 3.00 8.23 6.00 8.23 1.00 1.00 1.00 3.00 8.23 6.00 8.23 Gen Gen Gen Gen Total Full-Time Total Perm FTE** 1.00 0.75 2.00 0.00 3.00 0.75 1.00 0.75 1.00 1.00 3.00 0.75 1.00 0.75 1.00 1.00 3.00 0.75 1.00 0.75 1.00 1.00 3.00 0.75 Gen Gen Gen Gen Total Full-Time Total Perm FTE** Total Temp FTE* 1.00 4.00 0.75 2.54 5.00 0.75 2.54 1.00 4.00 0.75 2.54 5.00 0.75 2.54 1.00 4.00 0.75 2.54 5.00 0.75 2.54 1.00 4.00 0.75 2.54 5.00 0.75 2.54 Gen Gen Gen Gen Total Full-Time Total Temp FTE* 1.00 1.00 1.00 2.97 3.00 2.97 1.00 1.00 1.00 2.97 3.00 2.97 1.00 1.00 1.00 2.97 3.00 2.97 1.00 1.00 1.00 2.97 3.00 2.97 Gen Gen Gen 1.00 1.00 1.00 0.00 1.00 1.00 0.00 1.00 1.00 0.00 1.00 1.00 Recreation 2415 2461 2487 2521 2522 2523 North Side Multi-Generational Center Community Svcs Mgr Sr Recreation Coordinator+ Administrative Assistant II+ Unclassified Temporary* Cahill Senior Services Asst Rec Coordinator Sr. Recreation Coord+** Unclassified Temporary* Escalante Community Center Sr Social Svcs Coord+ Community Services Manager Administrative Assistant II+ Sr Recreation Coord+ Unclassified Temporary* Recreation - Administration Dep Com Svcs Dir - Recreation Marketing Specialist Sr Recreation Coordinator Management Assistant II Special Events Community Services Manager Sr Special Event Project Coord Admin Assistant II+** Unclassified Temporary* Senior Adults Sr Recreation Coord+ Assistant Recreation Coordinator Administrative Assistant II Unclassified Temporary* 2524 Community Interest Community Svcs Manager Sr Recreation Coord+ Asst Recreation Coord 8-26 Personnel Schedules Cost Center Department Division Position Unclassified Temporary* 2525 2526 2527 2531 2532 2533 2535 2536 2022-23 Revised 2023-24 Budget 2023-24 Revised 2024-25 Budget Gen 5.29 5.29 5.29 5.29 Total Full-Time Total Temp FTE* 3.00 5.29 2.00 5.29 2.00 5.29 2.00 5.29 Sr Recreation Coord+ Unclassified Temporary* Gen Gen Total Full-Time Total Temp FTE* 1.00 1.72 1.00 1.72 1.00 1.72 1.00 1.72 1.00 1.72 1.00 1.72 1.00 1.72 1.00 1.72 Community Services Mgr Sr Recreation Coord+ Unclassified Temporary* Gen Gen Gen Total Full-Time Total Temp FTE* 1.00 1.00 3.41 2.00 3.41 1.00 1.00 3.41 2.00 3.41 1.00 1.00 3.41 2.00 3.41 1.00 1.00 3.41 2.00 3.41 Gen Gen Total Full-Time Total Temp FTE* 1.00 4.10 1.00 4.10 1.00 4.10 1.00 4.10 1.00 4.10 1.00 4.10 1.00 4.10 1.00 4.10 Gen Gen Gen Gen Total Full-Time Total Temp FTE* 1.00 1.00 2.00 20.25 4.00 20.25 1.00 1.00 2.00 20.25 4.00 20.25 1.00 1.00 2.00 20.25 4.00 20.25 1.00 1.00 2.00 20.25 4.00 20.25 Gen Total Temp FTE* 1.96 1.96 1.96 1.96 1.96 1.96 1.96 1.96 Gen Gen Gen Gen Gen Total Full-Time Total Temp FTE* 1.00 1.00 1.00 1.00 36.21 4.00 36.21 1.00 1.00 1.00 1.00 36.21 4.00 36.21 1.00 1.00 1.00 1.00 36.21 4.00 36.21 1.00 1.00 1.00 1.00 36.21 4.00 36.21 Gen Gen Gen Total Full-Time Total Temp FTE* 1.00 1.00 5.77 2.00 5.77 1.00 1.00 5.77 2.00 5.77 1.00 1.00 5.77 2.00 5.77 1.00 1.00 5.77 2.00 5.77 Gen Gen Total Full-Time Total Temp FTE* 1.00 2.26 1.00 2.26 1.00 2.26 1.00 2.26 1.00 2.26 1.00 2.26 1.00 2.26 1.00 2.26 Gen Gen Gen Total Full-Time 1.00 1.00 1.56 2.00 1.00 1.00 1.56 2.00 1.00 1.00 1.56 2.00 1.00 1.00 1.56 2.00 Adult Sports Youth Sports Facility Resources Sr Recreation Coord+ Unclassified Temporary* Kiwanis Recreation Center Community Svcs Mgr Community Svcs Supvr Administrative Assistant II+ Unclassified Temporary* Kiwanis Concessions Unclassified Temporary* Aquatics Sr Recreation Coord+ Asst Recreation Coord Aquatics Maint Mechanic Aquatic Maint Coord Unclassified Temporary* 2534 Funding Source Adapted Recreation Sr Recreation Coord+ Asst Rec Coordinator Unclassified Temporary* Kiwanis Batting Cage Sr Recreation Coord+ Unclassified Temp* Boating Programs Sr Recreation Coord+ Asst Recreation Coord Unclassified Temporary* 8-27 Personnel Schedules Cost Center 2537 2538 2542 2546 2543 Department Division Position Tempe Play Mobile Asst Rec Coordinator Unclassified Temporary* Neighborhood Facilities Sr Recreation Coord+ Administrative Assistant II+ McClintock Pool Unclassified Temp* Escalante Pool Unclassified Temporary* 2561 Youth Athletic Programs Sr Recreation Coord+ 2023-24 Budget 1.56 2023-24 Revised 1.56 2024-25 Budget 1.56 Gen Gen Total Full-Time Total Temp FTE* 1.00 0.80 1.00 0.80 1.00 0.80 1.00 0.80 1.00 0.80 1.00 0.80 1.00 0.80 1.00 0.80 Gen Gen Total Full-Time 1.00 1.00 2.00 1.00 1.00 2.00 1.00 1.00 2.00 1.00 1.00 2.00 Gen Total Temp FTE* 1.81 1.81 1.81 1.81 1.81 1.81 1.81 1.81 Gen Total Temp FTE* 0.98 0.98 0.98 0.98 0.98 0.98 0.98 0.98 Gen Gen Total Full-Time Total Temp FTE* 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Gen Total Full-Time 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Gen Gen Total Fullt-Time Total Temp FTE* 1.00 0.00 1.00 0.00 1.00 23.99 1.00 23.99 1.00 23.99 1.00 23.99 1.00 23.99 1.00 23.99 Gen Total Full-Time 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Gen Total Temp FTE* 6.88 6.88 6.88 6.88 6.88 6.88 6.88 6.88 Art & Cultural Art & Cultural Art & Cultural Art & Cultural Art & Cultural Art & Cultural Art & Cultural Total Full-Time 1.00 1.00 1.00 1.00 1.00 1.00 1.00 7.00 0.00 0.00 1.00 0.00 1.00 1.00 1.00 4.00 0.00 0.00 1.00 0.00 1.00 1.00 1.00 4.00 0.00 0.00 1.00 0.00 1.00 1.00 1.00 4.00 Art & Cultural Art & Cultural Art & Cultural Art & Cultural 2.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 Clark Pool Aquatics Maint Mechanic Unclassified Temporary* 2562 2022-23 Revised 1.56 Tennis Sr Recreation Coord+ Unclassified Temp* 2547 Funding Source Total Temp FTE* Clark Recreation Center Administrative Assistant II+ Arts & Cultural Services 2473 3741 3761 Vihel + Cultural Programming Unclassified Temporary* Arts & Cultural Admin Community Services Supervisor TCA Marketing Coordinator Arts & Culture Coordinator Public Information Officer Dep Com Svcs Dir - Arts/Cultrl Arts & Culture Fin Analyst Management Assistant II+ Performing Arts - Administration Community Services Supvr General Manager - TCA Sr. Curator+ TCA Marketing Coord 8-28 Personnel Schedules Cost Center 3762 Department Division Position Arts Coordinator Food & Beverage Coordinator Food & Beverage Coordinator - FROZEN Arts Specialist Arts Specialist - FROZEN Administrative Assistant II+ Unclassified Temporary* 3781 3785 6699799 2022-23 Revised 4.00 1.00 0.00 7.00 0.00 1.00 15.80 18.00 0.00 15.80 2023-24 Budget 4.00 0.00 0.00 7.00 0.00 1.00 15.80 17.00 0.00 15.80 2023-24 Revised 4.00 0.00 0.00 7.00 0.00 1.00 15.80 17.00 0.00 15.80 2024-25 Budget 4.00 0.00 0.00 8.00 0.00 1.00 15.80 18.00 0.00 15.80 Art & Cultural Art & Cultural Total Full-Time Total Temp FTE* 1.00 1.44 1.00 1.44 1.00 1.44 1.00 1.44 1.00 1.44 1.00 1.44 1.00 1.44 1.00 1.44 Art & Cultural Art & Cultural Art & Cultural Total Full-Time 1.00 1.00 5.00 7.00 1.00 1.00 5.00 7.00 1.00 1.00 5.00 7.00 1.00 1.00 5.00 7.00 Art & Cultural Art & Cultural Art & Cultural Art & Cultural Art & Cultural Art & Cultural Total Full-Time Total Temp FTE* 1.00 3.00 1.00 1.00 1.00 1.42 7.00 1.42 1.00 3.00 1.00 1.00 1.00 1.42 7.00 1.42 1.00 3.00 1.00 1.00 1.00 1.42 7.00 1.42 1.00 3.00 2.00 1.00 1.00 1.42 8.00 1.42 Art & Cultural Art & Cultural Art & Cultural Art & Cultural Art & Cultural Total Full-Time Total Temp FTE* 2.00 0.00 2.00 1.00 0.72 5.00 0.72 2.00 0.00 2.00 1.00 1.17 5.00 1.17 2.00 0.00 2.00 1.00 1.17 5.00 1.17 2.00 1.00 2.00 1.00 1.17 6.00 1.17 Municipal Arts Municipal Arts Municipal Arts Total Full-Time 1.00 1.00 1.00 3.00 1.00 1.00 1.00 3.00 1.00 1.00 1.00 3.00 2.00 1.00 1.00 4.00 Gen Gen Gen Gen Gen Gen Total Full-Time 1.00 1.00 2.00 1.00 2.00 1.00 8.00 1.00 1.00 2.00 1.00 2.00 1.00 8.00 1.00 1.00 2.00 1.00 2.00 1.00 8.00 1.00 1.00 2.00 1.00 2.00 1.00 8.00 TCA Art Park Parks Maint Tech III+ Unclassified Temporary* 3763 Funding Source Art & Cultural Art & Cultural Art & Cultural Art & Cultural Art & Cultural Art & Cultural Art & Cultural Total Full-Time Total Full-Time - FROZEN Total Temp FTE* TCA Facility Management Building Equipment Technician II+ TCA Maintenance Supvr TCA Maintenance Wkr History Museum Museum Manager Sr Museum Curator+ Arts Coordinator Arts Specialist Administrative Assistant II+ Unclassified Temporary* Community Arts Arts Coordinator Administrative Assistant I+ Arts Specialist Community Svcs Mgr Unclassified Temporary* Municipal Arts Arts Coordinator Community Svcs Mgr Arts Specialist Parks Maintenance 3251 3281 Park Asset Management Program Parks Facility Maint Electrician Parks Facility Maintenance Team Leader Parks Facility Maint Worker II+ Parks/Golf Mechanic Parks Custodian Team Leader Community Svcs Supvr-Maint/Ops Diablo Stadium 8-29 Personnel Schedules Cost Center 2511 2512 3261 Department Division Position Sr Recreation Coord+ Unclassified Temporary* Field Services/Rolling Hills Golf Course Sr Parks Maint Tech+ Field Services/Ken McDonald Golf Course Community Svcs Supvr-Maint/Ops Sr Parks Maint Tech+ Parks/Golf Mechanic Parks Maint Tech III+ Unclassified Temporary* 3252 3282 3253 3254 2022-23 Revised 1.00 2.41 1.00 2.41 2023-24 Budget 1.00 2.41 1.00 2.41 2023-24 Revised 1.00 2.41 1.00 2.41 2024-25 Budget 1.00 2.41 1.00 2.41 Golf Total Full-Time 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 Golf Golf Golf Golf Golf Total Full-Time Total Temp FTE* 1.00 1.00 1.00 2.00 1.35 5.00 1.35 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 0.00 0.00 0.00 0.00 0.00 Gen Gen Gen Gen Total Full-Time 0.00 0.00 0.00 0.00 0.00 1.00 2.00 10.00 1.00 14.00 1.00 2.00 10.00 1.00 14.00 1.00 2.00 10.00 1.00 14.00 Gen Gen 0.00 0.00 0.00 0.00 0.00 0.00 1.00 2.00 3.00 1.00 2.00 3.00 Gen Gen Gen Gen Gen Gen Total Full-Time 1.00 1.00 0.00 2.00 1.00 1.00 6.00 1.00 1.00 0.00 2.00 1.00 1.00 6.00 1.00 1.00 0.00 2.00 1.00 1.00 6.00 1.00 1.00 0.00 2.00 1.00 1.00 6.00 Gen Gen Gen Gen Total Full-Time Total Temp FTE* 1.00 2.00 5.00 0.41 8.00 0.41 1.00 2.00 5.00 0.41 8.00 0.41 1.00 2.00 5.00 0.41 8.00 0.41 1.00 2.00 5.00 0.41 8.00 0.41 Gen Gen Gen Gen Total Full-Time 1.00 0.00 1.00 5.00 7.00 1.00 0.00 1.00 5.00 7.00 1.00 0.00 1.00 5.00 7.00 1.00 1.00 1.00 5.00 8.00 Gen Gen Gen Gen Gen Total Full-Time 1.00 1.00 2.00 0.00 2.00 4.00 1.00 1.00 2.00 0.00 2.00 4.00 1.00 1.00 2.00 0.00 2.00 4.00 1.00 1.00 2.00 0.00 2.00 4.00 Park Rangers Park Ranger Supvr Park Ranger Lead Park Ranger Management Assistant II+ 3262 Funding Source Gen Gen Total Full-Time Total Temp FTE* Park Rangers - CFD Park Ranger Lead Park Ranger Lead Parks Maintenance-Admin Dep Com Svcs Dir - Parks & Rec CIP & Grants Coordinator Community Svcs Supervisor Community Svcs Mgr Management Assistant II+ Landscape Architect Diablo Stadium Maintenance Community Svcs Supvr-Maint/Ops Sr. Parks Maint Tech+ Parks Maint Tech III+ Unclassified Temporary* Urban Forestry Team Urban Forester Community Svcs Coordinator Sr Parks Maint Tech+ Parks Maintenance Tech III+ Parks Maintenance-Rio Salado Community Svcs Supvr-Maint/Ops Sr Parks Maint Tech+ Parks Maint Tech III+ Parks Maint Tech III+ - Frozen Unclassified Temporary* 8-30 Personnel Schedules Cost Center 3255 Department Division Position 3258 Parks Maintenance-RS CFD Parks Maint Tech III+ Sr Parks Maint Tech+ Unclassified Temporary* 3257 3764 2023-24 Budget 0.00 2.00 2023-24 Revised 0.00 2.00 2024-25 Budget 0.00 2.00 Gen Gen Gen Gen Gen Total Full-Time Total Full-Time - FROZEN Total Temp FTE* 1.00 7.00 0.00 2.00 3.42 10.00 0.00 3.42 1.00 7.00 0.00 2.00 3.42 10.00 0.00 3.42 1.00 7.00 0.00 2.00 3.42 10.00 0.00 3.42 1.00 7.00 0.00 2.00 3.42 10.00 0.00 3.42 CFD CFD CFD Total Full-Time Total Temp FTE* 3.00 1.00 2.00 4.00 2.00 3.00 1.00 2.00 4.00 2.00 3.00 1.00 2.00 4.00 2.00 3.00 1.00 2.00 4.00 2.00 Gen Gen Gen-FROZEN Gen Gen Total Full-Time Total Full-Time - FROZEN Total Temp FTE* 1.00 9.00 0.00 3.00 1.70 13.00 0.00 1.70 1.00 9.00 0.00 3.00 1.70 13.00 0.00 1.70 1.00 9.00 0.00 3.00 1.70 13.00 0.00 1.70 1.00 9.00 0.00 3.00 1.70 13.00 0.00 1.70 Gen Gen Gen Gen Total Full-Time 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 1.00 4.00 1.00 1.00 1.00 1.00 4.00 1.00 1.00 1.00 1.00 4.00 Gen Gen Total Full-Time 0.00 0.00 0.00 1.00 1.00 2.00 1.00 1.00 2.00 1.00 1.00 2.00 Arts & Cultural Total Temp FTE* 1.46 1.46 1.46 1.46 1.46 1.46 1.46 1.46 193.00 0.00 2.50 202.00 0.00 2.50 205.00 0.00 2.50 210.00 0.00 2.50 153.78 176.87 176.87 176.87 South Parks Community Svcs Supvr-Maint/Ops Parks Maint Tech III+ Parks Maint Tech III+ Sr Parks Maint Tech+ Unclassified Temporary* 3742 2022-23 Revised 0.00 2.00 North Parks Community Svcs Supvr-Maint/Ops Parks Maint Tech III+ Parks Maint Tech III+ - Frozen Sr Parks Maint Tech+ Unclassified Temporary* 3256 Funding Source Total Full-Time - FROZEN Total Temp FTE* Arts & Culture Marketing Arts Specialist Community Svcs Supvr TCA Marketing Coord Public Info Officer Park Preserves Maintenance Sr Parks Maint Tech+ Community Svcs Supvr-Maint/Ops TCA Food and Beverage Unclassified Temporary* Community Services Total Full-Time Community Services Total Full-Time FROZEN Community Services Total Perm FTE** Community Services Total Temp FTE* Diversity, Equity & Inclusion 1271 Diversity Equity & Inclusion Chief Diversity Officer Gen 1.00 1.00 1.00 1.00 Diversity Program Coord Gen 1.00 1.00 2.00 2.00 ADA Compl Specialist** Gen 0.75 1.00 0.00 0.00 8-31 Personnel Schedules Cost Center Department Division Funding Source Position 2022-23 Revised 2023-24 Revised 2024-25 Budget Total Full-Time 2.00 3.00 3.00 3.00 Total Part-Time 0.75 0.00 0.00 0.00 2.00 3.00 3.00 3.00 0.75 0.00 0.00 0.00 1.00 1.00 0.00 1.00 1.00 0.00 0.00 2.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 2.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 2.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 2.00 6.00 7.00 7.00 7.00 Diversity, Equity & Inclusion Total Full-Time Diversity, Equity & Inclusion Total Part-Time 1232 2023-24 Budget ECONOMIC DEVELOPMENT Economic Development Dir Dep Economic Development Dir Management Assistant II+ Economic Development Spec Proj Adm Economic Development Spec Principal Planner Real Estate Mgmt Coord Economic Development Prog Mgr Gen Gen Gen Gen Gen Gen Gen Gen Economic Development Total Full-Time EDUCATION, CAREER & FAMILY SVCS ECF Administration (Moved to Community Health & Human Services Department) 1611 1612 Administration Dep Human Svcs Dir Gen 0.00 0.00 1.00 0.00 Aministrative Assistant II+ Gen 0.00 0.00 1.00 0.00 0.00 Workforce Development Coord Gen 0.00 0.00 0.50 Comm Health Human Svcs Adm Mgr Gen 0.00 0.00 1.00 0.00 Total Full-Time 0.00 0.00 3.00 0.00 Total Perm FTE 0.00 0.00 0.50 0.00 Educ Career & Family Svcs Dir Gen 1.00 1.00 0.00 0.00 Educ Career & Family Svcs Mgr Gen 1.00 1.00 1.00 0.00 0.00 Education Educ Career & Family Svcs Supr Gen 2.00 2.00 2.00 Educ Career & Family Svcs Coord Gen 1.00 1.00 1.00 0.00 Sr Management Asst Gen 1.00 1.00 0.00 0.00 Administrative Assistant II+ 1613 1616 Gen 1.00 1.00 0.00 0.00 Total Full-Time 7.00 7.00 4.00 0.00 Experience Corps Sr Educ Career & Fam Svc Coord Gen 1.00 1.00 1.00 0.00 Unclassified Temporary Gen 4.35 4.35 4.35 0.00 Total Full-Time 1.00 1.00 1.00 0.00 Total Temp FTE 4.35 4.35 4.35 0.00 Kid Zone Educ Career & Family Svcs Mgr Gen 1.00 1.00 1.00 0.00 Educ Career & Family Svcs Supr Gen 1.00 1.00 1.00 0.00 8-32 Personnel Schedules Cost Center Department 1618 Division Funding Source Position 2022-23 Revised 2023-24 Budget 2023-24 Revised 2024-25 Budget Sr Community Education Coord Gen 4.00 4.00 4.00 0.00 Community Education Spec Gen 3.00 5.00 5.00 0.00 Asst Community Educ Coord Gen 5.00 12.00 12.00 0.00 Asst Recreation Coord Gen 16.00 4.00 4.00 0.00 0.00 Kid Zone Site Lead Gen 0.00 3.00 3.00 Administrative Assistant II+ Gen 1.00 1.00 1.00 0.00 Unclassified Temporary Gen 55.65 55.65 55.65 0.00 Total Full-Time 31.00 31.00 31.00 0.00 Total Temp FTE 55.65 55.65 55.65 0.00 Senior Services Sr Educ Career & Fam Svc Coord Gen 1.00 1.00 1.00 0.00 Unclassified Temporary Gen 0.70 0.70 0.70 0.00 Total Full-Time 1.00 1.00 1.00 0.00 Total Temp FTE 0.70 0.70 0.70 0.00 Tempe PRE Supr Gen 1.00 1.00 1.00 0.00 Tempe PRE Coord Gen 1.00 1.00 1.00 0.00 Unclassified Temporary Gen 5.40 3.00 3.00 0.00 Total Full-Time 2.00 2.00 2.00 0.00 Total Temp FTE 5.40 3.00 3.00 0.00 42.00 42.00 42.00 0.00 0.00 0.00 0.50 0.00 66.10 63.70 63.70 0.00 Gen Gen Gen Gen Total Full-Time Total Temp FTE* 1.00 1.00 1.00 0.49 3.00 0.49 1.00 1.00 1.00 0.49 3.00 0.49 1.00 1.00 1.00 0.49 3.00 0.49 0.00 0.00 1.00 0.49 1.00 0.49 Desg Desg Total Full-Time 1.00 1.00 2.00 1.00 1.00 2.00 1.00 1.00 2.00 1.00 1.00 2.00 1.00 0.00 1.00 1.00 0.00 1.00 0.00 1.00 1.00 0.00 0.00 0.00 Preschool Resource Expansion 1621 Tempe PRE Education, Career & Family Svcs Total Full-Time Education, Career, & Family Svcs Total Perm FTE Education, Career & Family Svcs Total Temp FTE TRANSPORTATION & SUSTAINABILITY (Formerly known as Engineering & Transportation) ET Administration 3110 Engineering & Transportation Admin Eng & Transportation Director Eng & Transp Supvr-Admin Executive Assistant Unclassified Temporary* 44752 ADOT I-10 Broadway Curve Eng & Transport Mgr Sr Eng Associate+ Engineering 3121 (Moved to Public Works) Engineering - Admin Dep Eng Transp Dir Gen Deputy Public Works Director - City Engineer Gen Eng & Transp Supvr - Admin Gen 8-33 Personnel Schedules Cost Center 3122 Department Division Position Contract Compl Analyst Eng Services Mgr Eng & Transp Svcs Spec Administrative Assistant II+ Principal Civil Engineer Principal Civil Engineer - Frozen 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+ 3126 2023-24 Budget 1.00 1.00 4.00 0.00 8.00 2023-24 Revised 1.00 1.00 4.00 0.00 8.00 2024-25 Budget 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 0.00 Gen 50% WWW 50% Gen 50% WWW 50% Gen Gen Gen Gen Gen Gen WWW Gen Total Full-Time Total Full-Time - FROZEN 0.00 0.00 0.00 0.00 3.00 2.00 2.00 1.00 1.00 1.00 1.00 0.00 12.00 0.00 3.00 2.00 2.00 1.00 1.00 1.00 1.00 0.00 12.00 0.00 3.00 2.00 2.00 1.00 1.00 1.00 1.00 0.00 12.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Transit Gen WWW Gen Total Full-Time Total Temp FTE* 1.00 4.00 2.00 0.50 7.00 0.50 1.00 5.00 2.00 0.50 8.00 0.50 1.00 5.00 2.00 0.50 8.00 0.50 0.00 0.00 0.00 0.00 0.00 0.00 Gen Transit Transit Gen WWW Total Full-Time 1.00 0.00 3.00 6.00 0.00 10.00 1.00 0.00 3.00 6.00 0.00 10.00 1.00 0.00 3.00 6.00 0.00 10.00 0.00 0.00 0.00 0.00 0.00 0.00 Gen Total Full-Time 1.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 HURF HURF HURF HURF WWW Total Full-Time 1.00 1.00 2.00 8.00 4.00 16.00 1.00 1.00 2.00 8.00 4.00 16.00 1.00 1.00 2.00 8.00 4.00 16.00 0.00 1.00 2.00 8.00 4.00 15.00 Transit HURF Total Full-Time 1.00 1.00 2.00 1.00 1.00 2.00 1.00 1.00 2.00 1.00 1.00 2.00 CIP Design Principal Civil Engineer Sr Civil Engineer+ Sr Civil Engineer+ Unclassified Temporary* 3125 2022-23 Revised 1.00 1.00 4.00 0.00 8.00 TechServices/Utilities (Moved to Public Works) 3123 Funding Source Transit Gen Gen Gen Total Full-Time CIP Construction Principal Civil Engineer Sr Civil Engineer Construction Project Coord Sr Eng Associate+ Sr Eng Associate+ Energy Management Eng & Transp Admin Supvr Transportation 3813 Construction Sr Civil Eng+ Streets Supervisor Streets Maint Team Leader Street Maint Equip Operator II+ Street Maint Equip Operator II+ 3814 3815 Right-Of-Way Maintenance Parks Maint Tech III+ Eng & Transp Supvr - Maint/Ops Graffiti Abatement Transp Wkr II+ Transp Wkr II+ HURF HURF 50%, Gen 25%, Transit 25% 8-34 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Personnel Schedules Cost Center Department 3821 Division Position Transportation - Admin Transp Maint Mgr Eng & Transp Svcs Spec Management Assistant II+ 3822 Traffic Engineering Dep Eng Transp Dir Principal Civil Eng Civil Engineer Sr Civil Eng+ Traffic Eng Analyst Sr Traffic Eng Tech+ 3152 (formerly 1261) Funding Source Total Full-Time 2022-23 Revised 2.00 2023-24 Budget 2.00 2023-24 Revised 2.00 2024-25 Budget 2.00 HURF HURF HURF Total Full-Time 1.00 1.00 1.00 3.00 1.00 1.00 1.00 3.00 1.00 1.00 1.00 3.00 1.00 1.00 1.00 3.00 HURF 50% Transit 50% HURF HURF HURF HURF HURF Total Full-Time 1.00 1.00 1.00 1.00 1.00 1.00 4.00 2.00 2.00 11.00 1.00 1.00 4.00 2.00 2.00 11.00 1.00 1.00 4.00 2.00 2.00 11.00 1.00 1.00 4.00 2.00 2.00 11.00 Gen Gen Gen Gen Gen Gen Total Full-Time Total Tempe FTE* 1.00 1.00 4.00 0.00 0.00 0.00 6.00 0.00 1.00 1.00 4.00 0.00 0.00 0.00 6.00 0.00 1.00 1.00 4.00 1.00 0.00 0.00 7.00 0.00 1.00 1.00 4.00 1.00 1.00 0.00 8.00 0.00 HURF HURF HURF Total Full-Time 1.00 1.00 4.00 6.00 1.00 1.00 4.00 6.00 1.00 1.00 4.00 6.00 1.00 1.00 4.00 6.00 HURF HURF Total Full-Time 0.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 2.00 1.00 1.00 2.00 HURF HURF Transit HURF HURF HURF HURF 50%, Gen 50% HURF Total Full-Time Total Temp FTE* 1.00 5.00 1.00 1.00 2.00 1.00 1.00 1.00 12.00 1.00 1.00 6.00 1.00 1.00 4.00 1.00 1.00 1.00 15.00 1.00 1.00 6.00 1.00 1.00 4.00 1.00 1.00 1.00 15.00 1.00 1.00 6.00 1.00 1.00 4.00 1.00 1.00 1.00 15.00 1.00 Transit Transit Transit Transit Transit Transit Total Full-Time Total Temp FTE* 1.00 1.00 1.00 1.00 1.00 1.00 5.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 5.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 5.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 5.00 1.00 Sustainability Sustain & Resilience Dir Sustain & Resilience Supvr Sustain & Resilience Prog Coord Municipal Utility Prog Coord Eng & Transp Admin Supvr Unclassified Temporary* 3823 Operations - Transportation Sign Tech Transp Lead - Signing/Striping Transp Wkr II+ 3824 Street Lights & Signals Lighting Systems Coord Traffic Signal Svcs Wkr II+ 3825 Signal System 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 * Transit 3911 Transportation/Transit Transit Mgr Eng & Transp Admin Supvr Transportation Financial Analyst Eng & Transp Svcs Spec Administrative Assistant II+ Unclassified Temporary * 8-35 Personnel Schedules Cost Center Department 3914 Division Position Transit Operations Transportation Fac Suprv Facility Maint Team Leader Sr Planner Transportation Planner Administrative Assistant II+ 3915 Transportation/Transit Store Lead Transit Store Tech Management Assistant I/II 3917 Transportation/Bus Stop & Bike Way Maintenance Transp Wkr II+ Facility Maint Team Leader 3921 Light Rail Operations Sr Civil Engineer 3922 Funding Source 2022-23 Revised 2023-24 Budget 2023-24 Revised 2024-25 Budget Transit Transit Transit Transit Transit Total Full-Time 1.00 1.00 1.00 1.00 1.00 5.00 1.00 1.00 1.00 1.00 1.00 5.00 1.00 1.00 1.00 1.00 1.00 5.00 1.00 1.00 1.00 1.00 1.00 5.00 Transit Transit Total Full-Time 1.00 1.00 2.00 1.00 1.00 2.00 1.00 1.00 2.00 1.00 1.00 2.00 Transit Transit Total Full-Time 3.00 1.00 4.00 3.00 1.00 4.00 3.00 1.00 4.00 3.00 1.00 4.00 Transit Total Full-Time 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Transportation Signal Systems Enterprise Network Engineer 3923 Planning & Project Review Principal Planner Management Assistant II+ 1.00 1.00 1.00 1.00 Total Full-Time Transit 50% Hurf 50% 1.00 1.00 1.00 1.00 Transit Transit Total Full-Time 3.00 1.00 4.00 3.00 1.00 4.00 3.00 1.00 4.00 3.00 1.00 4.00 118.00 0.00 2.99 123.00 0.00 2.99 123.00 0.00 2.99 89.00 0.00 2.49 WWW Gen Total Full-Time 1.00 1.00 2.00 1.00 1.00 2.00 1.00 1.00 2.00 1.00 1.00 2.00 Gen Gen Gen Gen Gen Gen Gen Gen Gen Total Full-Time 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 2.00 11.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 2.00 11.00 1.00 1.00 1.00 1.00 3.00 0.00 1.00 2.00 2.00 12.00 1.00 1.00 1.00 1.00 3.00 0.00 1.00 2.00 2.00 12.00 Gen Gen 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Transportation & Sustainability Dept Total Full-Time Transportation & Sustainability Dept Total Full-Time - FROZEN Transportation & Sustainability Dept Total Temp FTE* FINANCIAL SERVICES 1810 Administration Administration Financial Svcs Director Executive Assistant 1831 Finance Accounting Controller Financial Report Anlys Supvr Cash Mgmt Supvr Payroll Supvr Accountant Accountant Trainee Sr Payroll Specialist Account Spec Financial Svcs Tech II+ 1832 Tax & License License & Collections Supvr Tax & License Mgr 8-36 Personnel Schedules Cost Center 1841 1851 Department Division Position Sr Tax & License Spec Tax & License Spec II+ Sr Tax Auditor+ Rental Property Spec Sr Tax Analyst Tax Analyst Financial Svcs Tech II+ Customer Services Customer Svcs Bus System Supvr Customer Svcs Mgr Customer Svcs Office Supvr Sr Financial Svcs Tech Financial Svcs Tech II+ Metering Svcs Spec 1871 1876 2022-23 Revised 1.00 1.00 4.00 1.00 1.00 1.00 2.00 13.00 2023-24 Budget 2.00 1.00 4.00 1.00 1.00 1.00 2.00 14.00 2023-24 Revised 2.00 3.00 4.00 0.00 1.00 1.00 0.00 13.00 2024-25 Budget 2.00 3.00 4.00 0.00 1.00 1.00 0.00 13.00 WWW WWW WWW WWW WWW WWW Total Full-Time 1.00 1.00 1.00 1.00 9.00 4.00 17.00 1.00 1.00 1.00 1.00 9.00 4.00 17.00 1.00 1.00 1.00 1.00 9.00 4.00 17.00 1.00 1.00 1.00 1.00 9.00 4.00 17.00 Gen Gen Gen Total Full-Time 1.00 4.00 3.00 8.00 1.00 4.00 3.00 8.00 1.00 4.00 3.00 8.00 1.00 4.00 3.00 8.00 Risk Risk Risk Risk Risk Total Full-Time 1.00 1.00 1.00 1.00 2.00 6.00 1.00 1.00 1.00 1.00 2.00 6.00 1.00 1.00 1.00 1.00 2.00 6.00 1.00 1.00 1.00 1.00 2.00 6.00 Gen Gen Gen Gen Gen Transit Gen Gen Gen Total Full-Time 1.00 1.00 2.00 1.00 10.00 3.00 2.00 1.00 1.00 22.00 1.00 1.00 2.00 1.00 10.00 3.00 2.00 1.00 1.00 22.00 1.00 1.00 2.00 1.00 10.00 3.00 2.00 1.00 1.00 22.00 1.00 1.00 2.00 1.00 10.00 3.00 2.00 1.00 1.00 22.00 Gen Gen Gen Transit WWW Gen Total Full-Time Total Part-Time** 3.00 2.00 20.00 2.00 2.00 0.50 29.00 0.50 3.00 2.00 20.00 2.00 2.00 0.50 29.00 0.50 3.00 2.00 20.00 2.00 2.00 0.50 29.00 0.50 3.00 2.00 20.00 2.00 2.00 0.50 29.00 0.50 108.00 109.00 109.00 109.00 0.50 0.00 0.50 0.00 0.50 0.00 0.50 0.00 1.00 2.00 6.00 1.00 1.00 1.00 1.00 1.00 2.00 6.00 1.00 1.00 1.00 1.00 1.00 3.00 6.00 1.00 1.00 1.00 1.00 1.00 3.00 6.00 1.00 1.00 1.00 1.00 Purchasing Procurement Admin Procurement Officer Procurement Specialist 2621 Funding Source Gen Gen Gen Gen Gen Gen Gen Total Full-Time Risk Management Risk Mgr Risk Mgmt Claims Adjuster Risk Mgmt Spec Workers' Comp Program Spec Safety & Tranin Spec II+ 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 Field Services/Custodial Custodial Supvr Custodial Team Leader Custodian Custodian Custodian Custodian** Financial Services Dept Total Full-Time Financial Services Dept Total Part-Time Financial Services Dept Total Part-Time FROZEN FIRE MEDICAL RESCUE Administration/Fire Prevention 2310 Fire Administration Fire Chief Asst Fire Chief Fire Deputy Chief Emerg Mgr Fire Medical Rescue Data Analyst Fire Budget/Finance Supvr Executive Assistant Gen Gen Gen Gen Gen Gen Gen 8-37 Personnel Schedules Cost Center 2330 Department Division Position Administrative Assistant I/II+ Fire Prevention Asst Fire Chief Asst Fire Marshal Fire Inspector II+ Fire Education Spec Administrative Assistant II+ Funding Source Gen Total Full-Time 2022-23 Revised 1.00 14.00 2023-24 Budget 1.00 14.00 2023-24 Revised 1.00 15.00 2024-25 Budget 1.00 15.00 Gen Gen Gen Gen Gen Total Full-Time 1.00 1.00 7.00 1.00 1.00 11.00 1.00 1.00 7.00 1.00 1.00 11.00 0.00 1.00 7.00 1.00 1.00 10.00 0.00 1.00 7.00 1.00 1.00 10.00 Ambulance Ambulance Ambulance Ambulance Total Full-Time Total Temp FTE* 1.00 18.00 21.00 1.89 40.00 1.89 1.00 18.00 21.00 1.89 40.00 1.89 1.00 18.00 21.00 1.89 40.00 1.89 1.00 18.00 21.00 1.89 40.00 1.89 Gen Gen Gen Gen Gen Total Full-Time 11.00 24.00 8.00 28.00 84.00 155.00 11.00 24.00 8.00 28.00 84.00 155.00 12.00 27.00 8.00 28.00 84.00 159.00 15.00 27.00 8.00 28.00 87.00 165.00 Gen Gen Gen Gen Total Full-Time 1.00 0.00 1.00 1.00 3.00 1.00 1.00 1.00 1.00 4.00 1.00 1.00 1.00 1.00 4.00 1.00 1.00 1.00 1.00 4.00 Gen Gen Gen Gen Total Full-Time 1.00 1.00 3.00 3.00 8.00 1.00 1.00 3.00 3.00 8.00 1.00 1.00 3.00 3.00 8.00 1.00 1.00 3.00 3.00 8.00 Grant Grant Total Full-Time 1.00 1.00 2.00 1.00 1.00 2.00 0.00 0.00 0.00 0.00 0.00 0.00 Gen Total Full-Time 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Gen Gen Gen Gen Total Full-Time 1.00 3.00 0.00 1.00 5.00 1.00 3.00 1.00 1.00 6.00 1.00 2.00 1.00 1.00 5.00 1.00 2.00 1.00 1.00 5.00 Emergency Medical Transport 2991 Emergency Transportation Services Emerg Transportation Supvr Emerg Medical Technician Paramedic Unclassified Temporary* Emergency Medical Services 2340 2370 Fire Emergency Services Fire Captain Fire Captain Medic Fire Eng Fire Eng Medic Firefighter+* Medical Services Fire Deputy Chief Emergency Paramedic Fire Captain Paramedic Assign Emergency Medical Svcs Coord Support Services/Personnel Safety 2361 46312 2380 Support Services - Administration Fire Deputy Chief Sr Fire Mechanic Fire Mechanic Fire Svcs Inventory Tech Fire Support - PAS SRPMIC (O) Emergency Medical Services Coord Community Medicine Medical Technician Homeland Security/Special Operations Special Operations Fire Deputy Chief 2350 Training/Professional Development Training/Professional Development Fire Deputy Chief Fire Captain - Paramedic Fire Engineer Management Assistant II+ 8-38 Personnel Schedules Cost Center Department Division Position Funding Source 2022-23 Revised Fire Medical Rescue Department Total Full-Time Fire Medical Rescue Department Total Temp FTE* 2023-24 Budget 2023-24 Revised 2024-25 Budget 239.00 1.89 241.00 1.89 242.00 1.89 248.00 1.89 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Gen Gen Gen Gen Gen Total Full-Time 1.00 1.00 0.00 0.00 1.00 3.00 1.00 1.00 0.00 0.00 1.00 3.00 1.00 1.00 0.00 2.00 1.00 5.00 1.00 1.00 0.00 2.00 1.00 5.00 Gen Gen Gen Gen Gen Gen Gen Total Full-Time Total Temp FTE** 2.00 5.00 2.00 4.00 0.00 2.00 0.00 15.00 0.00 2.00 5.00 3.00 4.00 0.00 2.00 0.75 16.00 0.75 2.00 5.00 3.00 4.00 0.00 0.00 0.75 14.00 0.75 2.00 5.00 3.00 4.00 0.00 0.00 0.75 14.00 0.75 Gen Gen Gen 1.00 2.00 1.50 1.00 2.00 0.50 1.00 2.00 0.50 1.00 2.00 0.50 Total Full-Time Total Temp FTE** 3.00 1.50 3.00 0.50 3.00 0.50 3.00 0.50 21.00 1.50 22.00 1.25 22.00 1.25 22.00 1.25 1.00 0.00 1.00 1.00 0.00 1.00 1.00 0.00 1.00 Government Relations Office 1291 Government Relations Government Relations Officer Gen Total Full-Time Government Relations Total Full-Time Human Resources HR Administration 1511 1512 Human Resources - Administration Dep Inter Svcs Dir - HR Management Assistant UAEA Rep / Senior Auditor HR Tech HR Spec Employment Services HR Manager Sr HR Analyst+ HR Analyst HR Spec HR Tech I HR Tech II Unclassified Temporary** (FY23/24 only) Employee Development 1531 Employee Development Dep Inter Svcs Dir - Emp Devel Employee Devel Train Coord Unclassified Temporary** (1.00 if for FY22/23 only) Human Resources Department Total Full-Time Human Resources Department Total Temp FTE** Community Health & Human Services (Formerly Human Services) CHH Administration 2910 Human Services Administration Community Health & Human Svcs Dir Human Svcs Director - Admin Dep Human Svcs Dir - Soc Svcs Gen Gen Gen 1.00 0.00 1.00 8-39 Personnel Schedules Cost Center 44940 46945 Department Division 2022-23 Revised 1.00 0.50 1.85 2023-24 Budget 1.00 0.50 0.85 2023-24 Revised 1.00 0.00 0.85 2024-25 Budget 1.00 0.00 0.85 Total Full-Time Total Perm FTE** Total Temp FTE* 3.00 0.00 1.85 3.00 0.00 0.85 3.00 0.00 0.85 3.00 0.00 0.85 Desg Desg Total Full-Time 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 2.00 3.00 Desg Desg Desg Desg Desg Total Full-Time Total Temp FTE* 2.00 1.00 1.00 4.00 0.00 0.00 8.00 0.00 0.00 0.00 1.00 4.00 1.00 0.00 6.00 0.00 0.00 0.00 1.00 4.00 1.00 0.00 6.00 0.00 0.00 0.00 1.00 4.00 1.00 0.00 6.00 0.00 Desg Total Full-Time 0.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 Gen Total Full-Time 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Gen Total Full-Time 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Clinical Supervisor Crisis Intervention Spec Gen Gen Total Full Time 0.00 2.00 2.00 0.00 3.00 3.00 0.00 3.00 3.00 1.00 2.00 3.00 Social Svcs Coord+ Crisis Intervention Specialist Social Svcs Counselor II+ Human Services Mgr Administrative Assistant II Administrative Assistant II** Unclassified Temporary* Gen Gen Gen Gen Gen Gen Gen Total Full-Time Total Temp FTE* 2.00 6.00 1.00 1.00 1.00 0.00 5.10 11.00 5.10 4.00 5.00 0.00 1.00 3.00 0.00 5.10 13.00 5.10 4.00 5.00 0.00 1.00 2.00 0.00 5.10 12.00 5.10 4.00 5.00 0.00 1.00 2.00 0.00 5.10 12.00 5.10 Gen Total Temp FTE* 0.00 0.00 6.00 6.00 6.00 6.00 0.00 0.00 Gen Gen Gen Gen 1.00 3.00 0.00 1.49 1.00 3.00 0.00 1.49 1.00 3.00 0.00 1.49 1.00 3.00 0.00 1.49 Position Sr. Management Assistant Workforce Development Coordinator Unclassified Temporary* (1.00 is for FY22/23 only) One AZ Settlement Human Services Mgr Crisis Intervention Spec VOCA Grant Crisis Intervention Spec Sr Social Svcs Coord+ Social Svcs Counselor II+ Victim Advocates Victim Services Trauma Spec Unclassified Temporary* 46947 ACJC FY22 Crisis Intervention Spec 2919 (Formerly 1211) Funding Source Gen Gen Gen Animal Welfare Animal Welfare Specialist Social Services 2929 (Formerly 1212) 2922 2923 2924 2925 Veteran's Support Services Veteran Coordinator MyHRT Care 7 Middle School Youth Specialists Unclassified Temporary* Social Services Administrative Support Supvr Administrative Assistant II+ Administrative Assistant II+** Unclassified Temporary* 8-40 Personnel Schedules Cost Center 2926 Department Division Position Unclassified Temporary* 2928 2022-23 Revised 4.00 0.00 0.00 1.49 2023-24 Budget 4.00 0.00 0.00 1.49 2023-24 Revised 4.00 0.00 0.00 1.49 2024-25 Budget 4.00 0.00 0.00 1.49 1.00 4.00 1.00 4.00 1.00 4.00 1.00 4.00 Diversion Human Svcs Mgr Social Svcs Counselor II+ 2927 Funding Source Total Full-Time Total Full-Time - FROZEN Total Perm FTE** Total Temp FTE* Gen Gen Gen 0.93 0.93 0.93 0.93 Total Full-Time Total Temp FTE* 5.00 0.93 5.00 0.93 5.00 0.93 5.00 0.93 Gen Gen 7.00 5.00 7.00 0.00 7.00 0.00 7.00 0.00 Total Full-Time Total Temp FTE* 7.00 5.00 7.00 0.00 7.00 0.00 7.00 0.00 Gen Gen Total Full-Time Total Temp FTE* 2.00 1.00 2.00 1.00 2.00 1.00 2.00 1.00 2.00 1.00 2.00 1.00 2.00 1.00 2.00 1.00 Dep Human Svcs Dir Gen 0.00 0.00 1.00 1.00 Aministrative Assistant II+ Gen 0.00 0.00 1.00 1.00 0.50 Youth Specialist Program Youth Specialist Unclassified Temporary* (5.0 Authorized for FY22/23 only) Senior Services Social Svcs Coord+ Unclassified Temporary* Well-Being + Empowerment 2971 2972 Administration Workforce Development Coord Gen 0.00 0.00 0.50 Comm Health Human Svcs Adm Mgr Gen 0.00 0.00 1.00 1.00 Total Full-Time 0.00 0.00 3.00 3.00 Total Perm FTE 0.00 0.00 0.50 0.50 Gen Gen Gen Gen Gen Gen Total Full-Time 1.00 1.00 2.00 1.00 1.00 1.00 7.00 1.00 1.00 2.00 1.00 1.00 1.00 7.00 0.00 1.00 2.00 1.00 0.00 0.00 4.00 0.00 1.00 2.00 1.00 0.00 0.00 4.00 Gen Gen Total Full-Time Total Temp FTE 1.00 4.35 1.00 4.35 1.00 4.35 1.00 4.35 1.00 4.35 1.00 4.35 1.00 4.35 1.00 4.35 Gen Gen Gen Gen Gen Gen Gen Gen 1.00 1.00 4.00 3.00 5.00 16.00 0.00 1.00 1.00 1.00 4.00 5.00 12.00 4.00 3.00 1.00 1.00 1.00 4.00 5.00 12.00 4.00 3.00 1.00 1.00 1.00 4.00 5.00 12.00 4.00 3.00 1.00 Education Educ Career & Family Svcs Dir Educ Career & Family Svcs Mgr Educ Career & Family Svcs Supr Educ Career & Family Svcs Coord Sr Management Asst Administrative Assistant II+ 2973 2976 Experience Corps Sr Educ Career & Fam Svc Coord Unclassified Temporary Kid Zone Educ Career & Family Svcs Mgr Educ Career & Family Svcs Supr Sr Community Education Coord Community Education Spec Asst Community Educ Coord Asst Recreation Coord Kid Zone Site Lead Administrative Assistant II+ 8-41 Personnel Schedules Cost Center 2978 Department Division Position Unclassified Temporary Senior Services Sr Educ Career & Fam Svc Coord Unclassified Temporary Funding Source Gen Total Full-Time Total Temp FTE 2022-23 Revised 55.65 31.00 55.65 2023-24 Budget 55.65 31.00 55.65 2023-24 Revised 55.65 31.00 55.65 2024-25 Budget 55.65 31.00 55.65 Gen Gen Total Full-Time Total Temp FTE 1.00 0.70 1.00 0.70 1.00 0.70 1.00 0.70 1.00 0.70 1.00 0.70 1.00 0.70 1.00 0.70 Gen Gen Gen Total Full-Time Total Temp FTE 1.00 1.00 5.40 2.00 5.40 1.00 1.00 3.00 2.00 3.00 1.00 1.00 3.00 2.00 3.00 1.00 1.00 3.00 2.00 3.00 Grant Grant Total Full-Time 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 2.00 0.00 0.00 0.00 Gen Gen Gen Gen Total Full-Time 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 0.00 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 0.00 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 0.00 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 0.00 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 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Preschool Resource Expansion 2961 (Formerly 1621) 46978 2911 Tempe PRE Operations Tempe PRE Supr Tempe PRE Coord Unclassified Temporary CHHS PAS SRPMIC (O) Emerg Medical Svcs Coord Community Medicine Med Tech Education Administrative Assistant II+ Human Svcs Manager Sr. Social Service Coordinator Human Svcs Supvr 2961 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* 2912 2915 Experience Corps Social Services Coordinator Unclassified Temporary* Gen Gen Total Full-Time Total Temp FTE* Kid Zone Human Services Mgr Human Services Supvr Sr Community Education Coord+ Kid Zone Site Lead Community Education Specialist Assistant Recreation Coord Assistant Recreation Coord Administrative Assistant II+ Gen Gen Gen Gen Gen Gen Gen-FROZEN Gen 8-42 Personnel Schedules Cost Center Department 2917 Division Position Unclassified Temporary* Senior Services Sr Social Svcs Coord+ Unclassified Temporary Funding Source Gen Total Full-Time Total Full-Time - FROZEN Total Temp FTE* 2022-23 Revised 0.00 0.00 0.00 0.00 2023-24 Budget 0.00 0.00 0.00 0.00 2023-24 Revised 0.00 0.00 0.00 0.00 2024-25 Budget 0.00 0.00 0.00 0.00 Gen Gen Total Full-Time Total Temp FTE* 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 Desg Desg Desg Desg Desg Total Full-Time 1.00 1.00 1.00 4.00 3.00 10.00 1.00 1.00 1.00 4.00 3.00 10.00 1.00 1.00 1.00 4.00 3.00 10.00 1.00 1.00 1.00 4.00 3.00 10.00 Desg 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Desg Desg Desg Desg Total Full-Time Total Temp FTE* 2.00 1.00 1.00 0.00 4.00 0.00 2.00 1.00 0.00 1.00 4.00 0.00 2.00 1.00 0.00 1.00 4.00 0.00 2.00 1.00 0.00 1.00 4.00 0.00 Gen Gen Total Full-Time Total Perm Part-Time 1.00 0.00 1.00 0.00 2.00 0.50 2.00 0.50 2.00 0.50 2.00 0.50 2.00 0.50 2.00 0.50 Gen Gen Gen Gen Total Full-Time Total Temp FTE* 7.00 0.00 1.00 2.00 8.00 2.00 7.00 1.00 1.00 4.00 9.00 4.00 7.00 1.00 1.00 4.00 9.00 4.00 7.00 1.00 1.00 4.00 9.00 4.00 Gen Gen Total Full-Time Total Temp FTE* 1.00 4.89 1.00 4.89 1.00 4.89 1.00 4.89 1.00 4.89 1.00 4.89 1.00 4.89 1.00 4.89 Gen Gen 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Housing 2772 2778 2875 Section 8 Admin Deputy HS Manager Housing Svcs Supvr Human Svcs Manager Housing Services Spec II+ Administrative Assistant II+ Section 8 FSS Family Self Sufficiency Spec CDBG/Home Neighborhood Revital Coord Housing Svcs Mgmt Accountant Housing Services Mgr Housing Services Specialist II+ 2941 2942 2944 Section 8 Admin Gen Fund Housing Services Specialist II Management Assistant II+ Homeless Outreach Program Homeless Outreach Specialist Human Services Mgr HOPE Coordinator Unclassified Temporary* Tempe Works Social Services Coordinator Unclassified Temporary* Community Partnerships 2951 Tempe Community Council Dep Human Svcs Dir Human Services Supervisor 8-43 Personnel Schedules Cost Center Department Division Position Mgmt Assistant II+ Executive Assistant Administrative Assistant II+ Funding Source Gen Gen Gen Total Full-Time 2022-23 Revised 2.00 1.00 1.00 6.00 2023-24 Budget 2.00 1.00 1.00 6.00 2023-24 Revised 2.00 1.00 1.00 6.00 2024-25 Budget 2.00 1.00 1.00 6.00 73.00 0.00 0.50 22.26 77.00 0.00 1.00 24.26 78.00 0.00 0.50 24.26 123.00 0.00 1.00 81.96 Gen Gen Gen Gen Gen Gen Total Full-Time 1.00 1.00 1.00 1.00 4.00 2.00 10.00 1.00 1.00 1.00 1.00 4.00 2.00 10.00 1.00 1.00 2.00 1.00 0.00 1.00 6.00 1.00 1.00 2.00 1.00 0.00 1.00 6.00 Gen Gen Gen Total Full-Time 1.00 3.00 11.00 15.00 1.00 3.00 11.00 15.00 1.00 3.00 11.00 15.00 1.00 3.00 11.00 15.00 Gen Gen Gen Gen Gen Gen Total Full-Time 1.00 1.00 1.00 6.00 1.00 1.00 11.00 1.00 1.00 1.00 6.00 1.00 1.00 11.00 1.00 1.00 1.00 6.00 1.00 1.00 11.00 1.00 1.00 1.00 6.00 1.00 1.00 11.00 Gen Gen Gen Gen Gen Gen Desg WWW Gen WWW Total Full-Time 1.00 1.00 0.00 1.00 2.00 8.00 0.00 2.00 2.00 1.00 18.00 1.00 1.00 0.00 1.00 2.00 8.00 0.00 2.00 2.00 1.00 18.00 1.00 1.00 4.00 2.00 2.00 8.00 0.00 2.00 2.00 1.00 23.00 1.00 1.00 4.00 2.00 2.00 8.00 0.00 2.00 2.00 1.00 23.00 Gen Gen Gen Gen Gen Total Full-Time 1.00 4.00 1.00 1.00 2.00 9.00 1.00 4.00 1.00 1.00 2.00 9.00 1.00 4.00 0.00 1.00 2.00 8.00 1.00 4.00 0.00 1.00 2.00 8.00 Gen Gen Gen 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Community Health & Human Services Total Full-Time Community Health & Human Services Total Full-Time FROZEN Community Health & Human Services Total Perm FTE** Community Health & Human Services Total Temp FTE* INFORMATION TECHNOLOGY 1971 1978 1979 1974 1977 1976 Administration Dep Inter Svcs Dir - IT Sr Mgmt Asst Management Assistant Executive Assistant IT Solutions Architect Admistrative Assistant II+ Support Services IT Supvr Sr IT Svcs Consultant IT Svcs Consultant II+ Network Engineering Facilities Technology Spec IT Supvr Sr Enterprise Network Eng Enterprise Network Eng II+ Lead Enterprise Network Tech Enterprise Network Tech II+ 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+ System Administration IT Mgr Enterprise Systems Eng II+ IT Solutions Architect Sr Enterprise Systems Eng Database Admin Training + Print Shop IT Trng Print Shop Svcs Supvr Print Production Lead Print Production Spec 8-44 Personnel Schedules Cost Center 1972 Department Division Funding Source Gen Gen 2022-23 Revised 1.00 1.00 2023-24 Budget 1.00 1.00 2023-24 Revised 1.00 1.00 2024-25 Budget 1.00 1.00 Total Full-Time 5.00 5.00 5.00 5.00 1.00 1.00 1.00 1.00 Gen Gen Gen Gen Total Full-Time 0.00 0.00 0.00 1.00 2.00 0.00 1.00 4.00 2.00 1.00 1.00 5.00 2.00 1.00 1.00 5.00 2.00 1.00 1.00 6.00 Chief Data & Analystics Officer Lead Programmer Analyst Enterprise GIS & Data Analyst Sr Programmer Analyst Gen WWW Gen Gen Total Full-Time 1.00 1.00 3.00 1.00 6.00 1.00 1.00 4.00 2.00 8.00 1.00 1.00 4.00 2.00 8.00 1.00 1.00 4.00 2.00 8.00 IT Project Manager IT Project Manager Enterprise Network Eng II+ IT Supervisor Gen WWW Gen Gen Total Full-Time 5.00 1.00 0.00 1.00 7.00 5.00 1.00 0.00 1.00 7.00 5.00 1.00 0.00 1.00 7.00 5.00 1.00 0.00 1.00 7.00 85.00 88.00 88.00 89.00 Gen Gen Gen 1.00 2.00 0.50 3.00 0.50 1.00 2.00 0.50 3.00 0.50 1.00 2.00 0.50 3.00 0.50 1.00 2.00 0.50 3.00 0.50 Gen Gen Gen 1.00 1.00 5.00 7.00 1.00 1.00 5.00 7.00 1.00 1.00 5.00 7.00 1.00 1.00 5.00 7.00 Gen Gen Gen 1.00 1.00 2.00 4.00 1.00 1.00 3.00 5.00 1.00 1.00 3.00 5.00 1.00 1.00 3.00 5.00 0.00 0.00 0.00 0.00 Position Mail Ops Clerk Prepress Print Spec Security Administration Info Securtiy Mgr IT Supervisor-Security IT Security Admin Enterprise System Architect Sr Enterprise Network Eng 1973 1975 Gen 25% SW 25% Transit 25% WWW 25% GIS Project Office Information Technology Total Full-Time INTERNAL AUDIT 1213 City Auditor Senior Auditor Senior Auditor** Internal Audit Total Full-Time Internal Audit Total Perm FTE** 1110 MAYOR & COUNCIL Mayor Vice Mayor Council Member Mayor & Council Total Full-Time MUNICIPAL BUDGET OFFICE 1812 Budget Municipal Budget Director Municipal Budget/FinAnlst III+ Municipal Budget/FinAnlst II+ Municipal Budget Office Total Full-Time Municipal Budget Office Total Full-Time - FROZEN PUBLIC WORKS 8-45 Personnel Schedules Cost Center Department Division Position Funding Source 2022-23 Revised 2023-24 Budget 2023-24 Revised 2024-25 Budget (Formerly Known as Municipal Utilities) PW Administration 3310 Municipal Utilities - Admin Municipal Utilities Director Muncipal Utilities Admin Manager Municipal Utilities Business Manager Eng & Transp Admin Supvr Eng & Transp Svcs Spec Executive Assistant PW Tech Svcs Mgr Municipal Services Tech Management Asst II Management Asst II Municipal Util Plan Res Analyst Admin Assistant II+ Admin Assistant II+ Admin Assistant II+ Gen WWW 80% WWW 80% Gen Gen Gen WWW WWW WWW SW WWW 50% Gen SW WWW Total Full-Time SW 20% SW 20% SW 50% 1.00 1.00 1.00 0.00 0.00 1.00 0.00 0.00 1.00 1.00 1.00 1.00 1.00 4.00 13.00 1.00 1.00 1.00 0.00 0.00 1.00 0.00 0.00 1.00 1.00 1.00 1.00 1.00 4.00 13.00 1.00 1.00 1.00 0.00 0.00 1.00 0.00 0.00 1.00 1.00 1.00 1.00 1.00 4.00 13.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 4.00 19.00 1.00 1.00 1.00 1.00 Field Operations 3331 Field Operation - Admin Dep Mun Util Dir - Field Operations Sr Mgmt Asst 50% Gen 50% SW 50% Gen 50% SW 1.00 1.00 1.00 1.00 Total Full-Time 2.00 2.00 2.00 2.00 Gen Gen Gen Gen Gen Total Full-Time Total Temp FTE* 1.00 1.00 1.00 3.00 0.50 6.00 0.50 1.00 1.00 1.00 0.00 0.50 3.00 0.50 1.00 1.00 1.00 0.00 0.50 3.00 0.50 1.00 1.00 1.00 0.00 0.50 3.00 0.50 1.00 0.00 1.00 0.00 1.00 1.00 4.00 0.00 8.00 1.00 0.00 1.00 0.00 1.00 1.00 4.00 0.00 8.00 0.00 1.00 1.00 0.00 1.00 1.00 4.00 0.00 8.00 1.00 1.00 0.00 1.00 1.00 1.00 3.00 0.00 8.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 3.00 2.00 2.00 1.00 1.00 1.00 1.00 3.00 2.00 2.00 1.00 1.00 1.00 1.00 3.00 2.00 2.00 1.00 1.00 1.00 1.00 3.00 2.00 2.00 1.00 1.00 1.00 1.00 Fleet Services 3321 3341 (Moved from Transportation) (formerly 3121) 3342 (Moved to Public Works) (formerly 3122) Fleet Services/Fleet Management Field Ops Mgr Fleet Analyst Fleet Parts Spec Senior Equipment Mechanice Unclassified Temporary* Engineering - Admin Dep Eng Transp Dir Gen Deputy Public Works Director - City Engineer Gen Eng & Transp Supvr - Admin Gen Sr Civil Eng+ Contract Compl Analyst Transit Eng Services Mgr Gen Eng & Transp Svcs Spec Gen Administrative Assistant II+ Gen Total Full-Time TechServices/Utilities Principal Civil Engineer Principal Civil Engineer - Frozen Sr Eng Associate+ Geographic Info Syst Analyst+ Land Surveyor Code Inspector I/II+ Business Systems Supvr ROW Mgmt Coordinator Sr Civil Eng+ Gen 50% WWW 50% Gen 50% WWW 50% Gen Gen Gen Gen Gen Gen WWW 8-46 Personnel Schedules Cost Center Department Division Position Survey Tech II+ 3343 (formerly 3123) CIP Design 3345 (formerly 3125) CIP Construction Principal Civil Engineer Sr Civil Engineer Construction Project Coord Sr Eng Associate+ Sr Eng Associate+ 3126 (Moved to Transp & Sust.) Energy Management Eng & Transp Admin Supvr 3322 Fleet Services/Fleet Maintenance Fleet Services Supvr Sr Fleet Equip Mechanic Fleet Equip Mechanic Fleet Equip Coord Fleet Service Wrk II Principal Civil Engineer Sr Civil Engineer+ Sr Civil Engineer+ Unclassified Temporary* Funding Source Gen Total Full-Time Total Full-Time - FROZEN 2022-23 Revised 0.00 12.00 0.00 2023-24 Budget 0.00 12.00 0.00 2023-24 Revised 0.00 12.00 0.00 2024-25 Budget 0.00 12.00 0.00 Transit Gen WWW Gen Total Full-Time Total Temp FTE* 1.00 4.00 2.00 0.50 7.00 0.50 1.00 5.00 2.00 0.50 8.00 0.50 1.00 5.00 2.00 0.50 8.00 0.50 1.00 5.00 2.00 0.50 8.00 0.50 Gen Transit Transit Gen WWW Total Full-Time 1.00 0.00 3.00 6.00 0.00 10.00 1.00 0.00 3.00 6.00 0.00 10.00 1.00 0.00 3.00 6.00 0.00 10.00 1.00 0.00 3.00 6.00 0.00 10.00 Gen Total Full-Time 1.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 Gen Gen Gen Gen Gen Total Full-Time 2.00 3.00 17.00 2.00 4.00 28.00 2.00 6.00 17.00 2.00 4.00 31.00 2.00 6.00 17.00 2.00 4.00 31.00 2.00 6.00 17.00 2.00 4.00 31.00 SW SW SW Total Full-Time Total Perm FTE** 1.00 1.00 2.00 4.00 1.00 1.00 2.00 4.00 1.00 1.00 2.00 4.00 1.00 1.00 2.00 4.00 SW SW SW Total Full-Time 1.00 4.00 16.00 21.00 1.00 3.00 16.00 20.00 1.00 3.00 16.00 20.00 1.00 3.00 16.00 20.00 SW SW SW Total Full-Time 1.00 3.00 9.00 13.00 1.00 3.00 9.00 13.00 1.00 3.00 9.00 13.00 1.00 3.00 9.00 13.00 SW SW Total Full-Time 0.00 2.00 2.00 1.00 3.00 4.00 0.00 3.00 3.00 0.00 3.00 3.00 SW SW SW SW 2.00 1.00 0.00 1.00 2.00 1.00 1.00 2.00 2.00 1.00 1.00 2.00 2.00 1.00 1.00 2.00 Solid Waste 3712 3713 3714 3715 3716 Solid Waste Administration Field Ops Mgr PW Bus Systems Suprv Solid Waste Oper Coord Field Services/Solid Waste Residential Refuse Solid Waste Sup Sr Solid Waste Equip Oper Solid Waste Equip Oper II+ Field Services/Solid Waste Commercial Refuse Solid Waste Supervisor Sr Solid Waste Equip Oper Solid Waste Equip Oper II+ Field Services/Roll Off Tilt Frame Sr Solid Waste Equip Oper Solid Waste Equip Oper II+ Field Services/Solid Waste Support Services Solid Waste Equip Spec Sr Solid Waste Equip Oper Welder Municipal Utility Program Coord 8-47 Personnel Schedules Cost Center 3717 3718 3719 Department Division Position Fleet Service Wkr II Wash Bay Attendant Wash Bay Attendant** Solid Waste Ed & Community Outreach Recycling Coord Field Services/Solid Waste Uncontained Refuse Solid Waste Sup Sr Solid Waste Equip Oper Solid Waste Equip Oper II+ 3724 (Moved to Comm Devel 2727) 2022-23 Revised 0.00 1.00 0.00 5.00 0.00 2023-24 Budget 1.00 0.00 0.00 7.00 0.00 2023-24 Revised 1.00 0.00 0.00 7.00 0.00 2024-25 Budget 1.00 0.00 0.00 7.00 0.00 SW Total Full-Time 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 SW SW SW Total Full-Time 1.00 2.00 12.00 15.00 1.00 2.00 11.00 14.00 1.00 2.00 11.00 14.00 1.00 2.00 11.00 14.00 SW SW Total Full-Time 1.00 1.00 2.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 SW SW SW SW SW Total Full-Time 1.00 2.00 1.00 5.00 2.00 11.00 1.00 2.00 1.00 5.00 2.00 11.00 1.00 2.00 1.00 0.00 2.00 6.00 1.00 2.00 1.00 0.00 2.00 6.00 SW SW 0.00 0.00 0.00 0.00 0.00 0.00 1.00 5.00 6.00 0.00 0.00 0.00 WWW WWW WWW Total Full-Time Total Temp FTE* 1.00 1.00 1.47 2.00 1.47 1.00 1.00 1.47 2.00 1.47 1.00 1.00 1.47 2.00 1.47 1.00 1.00 1.47 2.00 1.47 WWW WWW Total Full-Time 1.00 1.00 2.00 1.00 1.00 2.00 1.00 1.00 2.00 1.00 1.00 2.00 WWW Total Full-Time 4.00 4.00 3.00 3.00 2.00 2.00 2.00 2.00 Diversion Municipal Util Program Coord Sr Solid Waste Equip Oper 3723 Funding Source SW SW SW Total Full-Time Total Perm FTE** 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+ Inspector Team Sr Solid Waste Equip Oper Code Inspector II+ Water Utilities 3002 3003 3004 3007 Water Utilities - Administration Dep Pub Wks Dir - Water Util Sr Management Assistant Unclassified Temporary* Water Utilities Warehouse Warehouse Supvr Water Inventory Svcs Spec Water Utilities Security WUD Security Officer Tempe Town Lake Operations Water Operations Mgr Ops & Maint Specialist 3011 Water Quality - Administration Water Util Process Coord Plant Ops Mgr 1.00 1.00 0.00 0.00 CFD Total Full-Time 1.00 2.00 1.00 2.00 2.00 2.00 2.00 2.00 WWW WWW Total Full-Time 1.00 1.00 2.00 1.00 1.00 2.00 1.00 1.00 2.00 1.00 1.00 2.00 WWW 50% CFD 50% 8-48 Personnel Schedules Cost Center 3012 3013 3014 3016 3021 3024 Department Division Position Control Center Operations Control Center Supvr Control System Analyst Operations Tech I/II Municipal Utilities Tech Svcs Mgr Municipal Utilities Tech Water Oper Asset Program Supr Plant Operator II+ Johnny G. Martinez Water Plant Plant Superintendent (SBP) Instrument & Cntrl Tech (SBP) Sr Plant Oper Plant Electrician (SBP) Water Operations Asset Program Super Plant Mechanic (SBP) Plant Oper+ (SBP) Plant Ops & Maint Trainee+ (SBP) 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) Water Field Facilities Instrument & Control Tech (SBP) Plant Electrician (SBP) Plant Mechanic+ (SBP) Plant Supvr (SBP) 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) 2022-23 Revised 2023-24 Budget 2023-24 Revised 2024-25 Budget WWW WWW WWW WWW WWW WWW WWW Total Full-Time 2.00 3.00 0.00 0.00 0.00 0.00 4.00 9.00 2.00 3.00 2.00 0.00 0.00 1.00 4.00 12.00 2.00 3.00 0.00 1.00 2.00 1.00 5.00 14.00 2.00 3.00 0.00 0.00 2.00 1.00 5.00 13.00 WWW WWW WWW WWW WWW WWW WWW WWW Total Full-Time 1.00 1.00 0.00 1.00 1.00 3.00 7.00 1.00 15.00 1.00 1.00 1.00 1.00 0.00 3.00 7.00 0.00 14.00 1.00 1.00 1.00 1.00 0.00 3.00 6.00 0.00 13.00 1.00 1.00 1.00 1.00 0.00 3.00 6.00 0.00 13.00 WWW WWW WWW WWW WWW WWW Total Full-Time 1.00 1.00 1.00 2.00 6.00 1.00 12.00 1.00 1.00 1.00 2.00 6.00 1.00 12.00 1.00 1.00 1.00 2.00 6.00 1.00 12.00 1.00 1.00 1.00 2.00 6.00 1.00 12.00 WWW WWW WWW WWW Total Full-Time 1.00 1.00 2.00 1.00 5.00 1.00 1.00 2.00 1.00 5.00 1.00 1.00 2.00 1.00 5.00 1.00 1.00 2.00 1.00 5.00 WWW WWW WWW WWW WWW WWW WWW Total Full-Time 2.00 2.00 2.00 26.00 1.00 1.00 4.00 38.00 2.00 2.00 2.00 26.00 1.00 1.00 4.00 38.00 2.00 2.00 2.00 26.00 1.00 1.00 4.00 38.00 2.00 2.00 2.00 26.00 1.00 1.00 4.00 38.00 WWW WWW WWW Total Full-Time 1.00 1.00 6.00 8.00 1.00 1.00 6.00 8.00 1.00 1.00 6.00 8.00 1.00 1.00 6.00 8.00 WWW WWW WWW WWW WWW WWW WWW Total Full-Time 1.00 3.00 3.00 1.00 1.00 1.00 1.00 11.00 1.00 3.00 3.00 1.00 1.00 1.00 1.00 11.00 1.00 3.00 3.00 1.00 1.00 1.00 1.00 11.00 1.00 3.00 3.00 1.00 1.00 1.00 1.00 11.00 Irrigation Irrigation Supvr Irrigation Team Leader Irrigator 3025 Funding Source 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 8-49 Personnel Schedules Cost Center 3026 3027 3028 3029 3035 3041 3042 3043 3044 3051 3052 Department Division Position Environmental Administration Environmental Svcs Mgr Environmental Services Environmental Program Supvr Environmental Quality Spec Aviation Noise Coord Environmental - Wastewater Environmental Compl Supvr Environmental Comp Insp II+ Environmental Sampling & Monitoring Environmental Quality Supervisor Water Quality Specialist Environmental Compliance Inspector Total Full-Time Kyrene Water Reclamation Facility Plant Superintendent Environmental Laboratory Chemist I Quality Assurance Coord Laboratory Supervisor Chemist II+ Tempe Grease Cooperative Environmental Compliance Inspector I+ Water Programs Spec Environmental Compl Sup Utility Safety and Training Environmental Health and Safety Sup Hazardous Material Safety Spec Safety & Training Spc II+ Environmental-Hazardous Material Environmental Hazard Mat Supv Hazardous Material Safety Spec Water Resources - Administration Water Resources Mgr Water Conservation Water Conservation Coord Water Program Spec Municipal Utilities Landscape Worker I Funding Source 2022-23 Revised 2023-24 Budget 2023-24 Revised 2024-25 Budget WWW Total Full-Time 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 WWW WWW WWW Total Full-Time 1.00 5.00 0.00 6.00 1.00 5.00 0.00 6.00 1.00 5.00 0.00 6.00 1.00 5.00 0.00 6.00 WWW WWW Total Full-Time 1.00 6.00 7.00 1.00 6.00 7.00 1.00 6.00 7.00 1.00 6.00 7.00 WWW WWW WWW 1.00 4.00 1.00 6.00 1.00 4.00 1.00 6.00 1.00 4.00 1.00 6.00 1.00 4.00 1.00 6.00 WWW 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 WWW WWW WWW WWW Total Full-Time 1.00 1.00 1.00 5.00 8.00 1.00 1.00 1.00 6.00 9.00 1.00 1.00 1.00 6.00 9.00 1.00 1.00 1.00 6.00 9.00 WWW WWW WWW Total Full-Time 1.00 1.00 1.00 3.00 1.00 1.00 1.00 3.00 1.00 1.00 1.00 3.00 1.00 1.00 1.00 3.00 WWW WWW WWW Total Full-Time 1.00 1.00 1.00 3.00 0.00 0.00 1.00 1.00 0.00 0.00 1.00 1.00 0.00 0.00 1.00 1.00 WWW WWW Total Full-Time 0.00 0.00 0.00 1.00 1.00 2.00 1.00 1.00 2.00 1.00 1.00 2.00 WWW Total Full-Time 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 WWW WWW WWW 3.00 1.00 3.00 1.00 3.00 1.00 3.00 1.00 8-50 Personnel Schedules Cost Center Department Division Position Parks Maintenance Worker II+ Municipal Util Program Coord Funding Source WWW WWW Total Full-Time 2022-23 Revised 1.00 2.00 7.00 2023-24 Budget 1.00 2.00 7.00 2023-24 Revised 1.00 2.00 7.00 2024-25 Budget 1.00 2.00 7.00 275.00 0.00 1.97 277.00 0.00 1.97 276.00 0.00 1.97 314.00 0.00 2.47 Gen Gen Gen Gen Gen Gen Gen Gen Gen Gen Total Full-Time 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 2.00 1.00 1.00 1.00 0.00 1.00 1.00 1.00 0.00 0.00 1.00 7.00 1.00 1.00 0.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 10.00 1.00 1.00 0.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 10.00 Desg Desg Total Full-Time 2.00 1.00 3.00 2.00 1.00 3.00 2.00 1.00 3.00 2.00 1.00 3.00 Desg Total Full-Time 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 Grant - HIDTA Total Full-Time 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Desg Total Full-Time 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Desg Total Full-Time 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Desg Total Full-Time 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Gen Gen Gen 1.00 6.00 1.00 1.00 6.00 1.00 1.00 6.00 1.00 1.00 5.00 1.00 Public Works Total Full-Time Public Works Total Perm FTE** Public Works Total Temp FTE* POLICE Office of the Chief 2210 Office of the Chief Police Chief Executive Assistant to the Police Chief Executive Assistant Administrative Assistant Management Assistant II+ Police Officer Public Relations Manager Sergeant Community Affairs Spec Lieutenant 45111 (formerly 2209) Vehicle Impound Vehicle Impound Specialist Administrative Assistant II+ 45222 (formerly 2222) RICO 45112 (formerly 2225) HIDTA - Meth Task Force Sergeant 45023 GIITEM Task Force Police Officer 45098 (formerly 45040) 45093 Police Officer First Responders Opioid Recov Proj Police Officer AZ Dema-Human Trafficking Police Officer Investigations & Organizational Services 2235 Identification Unit Forensic Svcs Supvr Forensic Svcs Tech Fingerprint Tech 8-51 Personnel Schedules Cost Center 2241 2243 Department Division Position Criminal Investigations Bureau Asst Police Chief Commander Lieutenant Sergeant Police Officer Police Officer - Frozen Community Responder Administrative Assistant II+ Police Aide Unclassified Temporary* Special Investigations Bureau Lieutenant Sergeant Police Officer Community Responder Administrative Assistant II+ 2244 (formerly 2247) Analytics Bureau Police Bureau Mgr Police Analytics Section Admin Crime Intelligence Center Supvr Crime Analyst Intel Center Supvr Investigative Assistant Intelligence Spec - Frozen Police Officer - Frozen Police Plan & Research Suprvr Police Research Data Analyst II Tactical Criminal Intel Analyst Unclassified Temporary* 2245 (formerly 2256) Technical Services - Admin Police Bureau Manager Business Systems Supervisor IT Support Analyst II+ Police Officer Police Officer - Frozen Administrative Assistant II+ 2246 RTOC - Real Time Ops Center Real Time Ops Center Supvr Real Time Ops Center Operator Funding Source Total Full-Time 2022-23 Revised 8.00 2023-24 Budget 8.00 2023-24 Revised 8.00 2024-25 Budget 7.00 Gen Gen Gen Gen Gen Gen Gen Gen Gen Gen Total Full-Time Total Full- - FROZEN Total Temp FTE* 1.00 1.00 2.00 7.00 39.00 0.00 2.00 1.00 0.00 0.26 53.00 0.00 0.26 1.00 1.00 2.00 9.00 45.00 0.00 2.00 1.00 0.00 0.26 61.00 0.00 0.26 1.00 1.00 2.00 9.00 45.00 0.00 2.00 1.00 0.00 0.26 61.00 0.00 0.26 1.00 1.00 2.00 7.00 37.00 0.00 0.00 1.00 0.00 0.26 49.00 0.00 0.26 Gen Gen Gen Gen Gen Total Full-Time 1.00 5.00 26.00 0.00 1.00 33.00 1.00 3.00 22.00 1.00 1.00 28.00 1.00 3.00 22.00 1.00 1.00 28.00 1.00 4.00 26.00 2.00 1.00 34.00 Gen Gen Gen Gen Gen Gen Gen Gen Gen Gen Gen Total Full-Time Total Full-Time - FROZEN Total Temp FTE* 0.00 0.00 1.00 0.00 2.00 0.00 0.00 1.00 2.00 2.00 1.00 8.00 0.00 1.00 1.00 1.00 0.00 1.00 2.00 0.00 0.00 0.00 2.00 2.00 1.00 9.00 0.00 1.00 1.00 1.00 0.00 1.00 2.00 0.00 0.00 0.00 2.00 2.00 1.00 9.00 0.00 1.00 1.00 1.00 0.00 1.00 2.00 0.00 0.00 0.00 2.00 2.00 1.00 9.00 0.00 1.00 Gen Gen Gen Gen Gen Gen Total Full-Time Total Full-Time - FROZEN 1.00 1.00 1.00 2.00 0.00 1.00 6.00 0.00 0.00 1.00 1.00 2.00 0.00 0.00 4.00 0.00 0.00 1.00 1.00 1.00 0.00 0.00 3.00 0.00 0.00 0.00 2.00 0.00 0.00 0.00 2.00 0.00 Gen Gen Total Full-Time 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 2.00 3.00 Gen Gen Gen 1.00 7.00 38.00 1.00 7.00 38.00 1.00 7.00 38.00 1.00 7.00 37.00 Support Services 2232 Communications Bureau Communications Mgr Communications Supvr Communications Dispatcher II+ 8-52 Personnel Schedules Cost Center 2233 2237 2253 (formerly 2231) 2257 Department Division Position Communications Dispatcher II+ - Frozen Administrative Assistant II+ Records Specialist** Records Bureau Records Admin Administrative Assistant II+ Police Records Supvr Records Specialist Unclassifed Temporary* Administration Bureau Police Bureau Mgr Management Assistant II+ Police Officer Detention Bureau Detention Lieutenant (Formerly Detention Manager) Detention Sergeant Detention Transport Officer Detention Officer+ 2259 2022-23 Revised 0.00 1.00 1.50 47.00 0.00 1.50 2023-24 Budget 0.00 1.00 1.50 47.00 0.00 1.50 2023-24 Revised 0.00 1.00 1.50 47.00 0.00 1.50 2024-25 Budget 0.00 1.00 1.50 46.00 0.00 1.50 Gen Gen Gen Gen Gen Total Full-Time Total Temp FTE* 1.00 0.00 4.00 20.00 1.00 25.00 1.00 1.00 1.00 4.00 20.00 1.00 26.00 1.00 1.00 1.00 4.00 20.00 1.00 26.00 1.00 1.00 1.00 4.00 20.00 1.00 26.00 1.00 Gen Gen Gen Total Full-Time 0.00 0.00 0.00 0.00 1.00 1.00 2.00 4.00 1.00 0.00 0.00 1.00 0.00 0.00 0.00 0.00 Gen 1.00 1.00 1.00 1.00 Gen Gen Gen Total Full-Time 6.00 0.00 20.00 27.00 6.00 18.00 2.00 27.00 6.00 18.00 2.00 27.00 6.00 18.00 2.00 27.00 Gen Gen Total Full-Time 1.00 5.00 6.00 1.00 5.00 6.00 1.00 5.00 6.00 1.00 5.00 6.00 Gen Gen Gen Gen Gen Gen Gen Gen Gen Gen Gen Total Full-Time Total Full-Time FROZEN Total Temp FTE* 1.00 1.00 5.00 1.00 0.00 8.00 0.00 1.00 1.00 0.00 1.70 18.00 0.00 1.70 1.00 1.00 3.00 1.00 0.00 6.00 0.00 1.00 1.00 0.00 1.70 14.00 0.00 1.70 1.00 1.00 3.00 1.00 1.00 9.00 0.00 1.00 1.00 0.00 1.70 17.00 0.00 1.70 1.00 1.00 3.00 1.00 1.00 9.00 0.00 1.00 1.00 0.00 1.70 17.00 0.00 1.70 1.00 1.00 0.00 1.00 0.00 1.00 1.00 1.00 0.00 0.00 1.00 1.00 0.00 0.00 1.00 0.00 0.00 1.00 1.00 0.00 0.00 1.00 0.00 0.00 1.00 1.00 1.00 0.00 Property Unit Property Supvr Property Tech 2258 (formerly 2251) Funding Source Gen Gen Gen Total Full-Time Total Full-Time - FROZEN Total Perm FTE** Professional Dev Bureau Commander Lieutenant Sergeant Polygraph Examiner II+ Management Assistant II+ Police Officer Police Officer - Frozen Volunteer Coord Employee Wellness Coordinator Police Support Svcs Spec - Frozen Unclassifed Temporary* Office of Mgmt/Budget/Research Asst Police Chief Management Assistant II+ Sr Mgmt Asst - Frozen Alarm Coord Budget Admin Police Bureau Mgr Police Budget Mgr Gen Gen Gen Gen Gen Gen Gen 8-53 Personnel Schedules Cost Center Department Division Position Police Officer - Frozen Administrative Assistant II+ Administrative Assistant II+ ** Administrative Assistant II+ - Frozen Funding Source Gen Gen Gen Gen Total Full-Time Total Full-Time - FROZEN Total Perm FTE** Total Perm FTE*** - FROZEN 2022-23 Revised 0.00 1.00 0.50 0.50 6.00 0.00 0.50 0.50 2023-24 Budget 0.00 1.00 0.50 0.50 4.00 0.00 0.50 0.50 2023-24 Revised 0.00 1.00 0.50 0.50 4.00 0.00 0.50 0.50 2024-25 Budget 0.00 1.00 0.50 0.50 5.00 0.00 0.50 0.50 Gen Gen Gen Total Full-Time 0.00 0.00 2.00 2.00 1.00 2.00 4.00 7.00 1.00 1.00 4.00 6.00 1.00 1.00 4.00 6.00 Gen Gen Gen Gen Gen Gen Gen Total Full-Time Total Full-Time - FROZEN 1.00 4.00 21.00 0.00 1.00 1.00 0.00 28.00 0.00 1.00 4.00 20.00 0.00 1.00 0.00 0.00 26.00 0.00 1.00 4.00 20.00 0.00 1.00 0.00 0.00 26.00 0.00 1.00 4.00 20.00 0.00 1.00 0.00 0.00 26.00 0.00 Gen Gen Gen Gen Gen Total Full-Time Total Full-Time - FROZEN 1.00 0.00 2.00 21.00 0.00 24.00 0.00 1.00 0.00 3.00 27.00 0.00 31.00 0.00 1.00 1.00 4.00 30.00 0.00 36.00 0.00 1.00 1.00 4.00 31.00 0.00 37.00 0.00 Gen Gen Gen Gen Total Full-Time Total Full-Time - FROZEN 0.00 6.00 0.00 1.00 7.00 0.00 1.00 3.00 0.00 1.00 5.00 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 Gen Gen Gen Gen Gen Gen Gen Gen Gen Total Full-Time Total Full-Time - FROZEN Total Temp FTE* 1.00 3.00 1.00 1.00 0.00 1.00 1.00 0.00 3.29 8.00 0.00 3.29 1.00 2.00 1.00 0.00 0.00 2.00 2.00 0.00 3.29 8.00 0.00 3.29 1.00 2.00 1.00 0.00 0.00 2.00 2.00 0.00 3.29 8.00 0.00 3.29 1.00 2.00 1.00 0.00 1.00 1.00 2.00 0.00 3.29 8.00 0.00 3.29 1.00 4.00 1.00 2.00 1.00 2.00 1.00 3.00 Field Operations 2236 2242 2248 2249 2271 2239 Crime Prevention Unit Sergeant Community Affairs Spec Police Officer Traffic Investigations Bureau Lieutenant Sergeant Police Officer Police Officer - FROZEN Administrative Assistant II+ Traffic Enforcement Aide Traffic Enforcement Aide - Frozen Central City Bureau Lieutenant Commander Sergeant Police Officer Police Officer - Frozen Specialized Services Commander Police Officer Police Officer - Frozen Sergeant Field Operations Administration Asst Police Chief Commander Sergeant Community Affairs Spec Volunteer Coordinator Police Officer Administrative Assistant II+ Administrative Assistant II+ - Frozen Unclassified Temporary* Threat Mitigation Unit Lieutenant Sergeant Gen Gen 8-54 Personnel Schedules Cost Center 2272 Department Division Position Police Officer Police Officer - Frozen Licensing Spec Administrative Assistant II+ 2279 3913 45010 45019 2022-23 Revised 15.00 0.00 1.00 1.00 22.00 0.00 2023-24 Budget 8.00 0.00 1.00 0.00 12.00 0.00 2023-24 Revised 8.00 0.00 1.00 0.00 12.00 0.00 2024-25 Budget 12.00 0.00 1.00 0.00 17.00 0.00 Gen Gen Gen Gen Gen Gen Total Full-Time Total Full-Time - FROZEN 20.00 5.00 0.00 135.00 9.00 0.00 169.00 0.00 20.00 6.00 0.00 133.00 9.00 0.00 168.00 0.00 20.00 5.00 0.00 133.00 9.00 0.00 167.00 0.00 20.00 5.00 0.00 133.00 9.00 0.00 167.00 0.00 Gen Gen Total Full-Time 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 6.00 7.00 CFD 50% Gen 50% Total Full-Time 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Transit 1.00 1.00 1.00 1.00 Total Full-Time 1.00 1.00 1.00 1.00 Grant 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 Desg Total Full-Time 0.00 0.00 2.00 2.00 2.00 2.00 1.00 1.00 510.00 0.00 2.00 0.50 7.25 515.00 0.00 2.00 0.50 7.25 515.00 0.00 2.00 0.50 7.25 522.00 0.00 2.00 0.50 7.25 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 0.00 0.00 0.00 0.00 Patrol Sergeant Lieutenant Lieutenant - FROZEN Police Officer Community Responder Police Aide 2278 Funding Source Gen Gen Gen Gen Total Full-Time Total Full-Time - FROZEN Photo Enforcement Supervisor Community Responder Rio Salado - Park Rangers Sergeant PD - Security Transportation Center Sergeant (All positions funded by Transit Fund) State Schl Grant - Jr. HS (S+O) Police Officer Kyrene SRO Police Officer 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* STRATEGIC MANAGEMENT & DIVERSITY 1251 Diversity Equity & Inclusion Manager Diversity Program Coordinator ADA Compliance Specialist** Gen Gen Gen Total Full-Time Total Perm FTE** 8-55 Personnel Schedules Cost Center 1252 1253 Department Division Position Strategic Management Innovation and Strategic Mgmt Dir Strategic Initiatives Manager Strategic Management Analyst Environmental Compliance Inspector II+ Water Quality Specialist Management Assistant Data Analyst WW BioIntel Program Environmental Compl Insp II+ BioIntel Scientist Water Quality Specialist Funding Source 2022-23 Revised 2023-24 Budget 2023-24 Revised 2024-25 Budget Gen Gen Gen Gen Gen Gen Gen Total Full-Time Total Temp FTE* 1.00 1.00 1.00 1.00 1.00 1.00 0.00 6.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 6.00 0.00 1.00 1.00 1.00 0.00 0.00 1.00 0.00 4.00 0.00 1.00 1.00 1.00 0.00 0.00 1.00 0.00 4.00 0.00 Gen Gen Gen 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 0.00 1.00 2.00 1.00 1.00 1.00 3.00 6.00 6.00 6.00 7.00 0.00 0.00 0.00 0.00 Strategic Management & Diversity Total Full-Time Strategic Management & Diversity Total Perm FTE** SUSTAINABILITY OFFICE (moved to Transporation & Sustainability Department CC 3152) 1261 Sustainability Sustain & Resilience Dir Gen 1.00 1.00 1.00 0.00 Sustain & Resilience Supvr Gen 1.00 1.00 1.00 0.00 Sustain & Resilience Prog Coord Gen 4.00 4.00 4.00 0.00 Municipal Utility Prog Coord Gen 0.00 0.00 1.00 0.00 Unclassified Temporary* Gen 0.00 0.00 0.00 0.00 Sustainability Total Full-Time Sustainability Total Temp FTE 6.00 6.00 7.00 0.00 0.00 0.00 0.00 0.00 Grand Total Full-Time Grand Total FTE Frozen Grand Total Perm FTE** Grand Total Perm FTE** FROZEN Grand Total Temp FTE* 1,880.00 1,921.00 1,926.00 1,952.00 7.25 0.50 284.21 6.50 0.50 304.40 6.50 0.50 304.40 6.50 0.50 298.40 Total Personnel Numbers 2,171.96 2,232.40 2,237.40 2,257.40 8-56 City of Tempe Fiscal Year 2024/25 Annual Budget Personnel Summary: Ten-Year History The number of full-time employees for FY 2023/24, excluding part-time and temporary employees, totals 1,952. Total employees per 1,000 population for FY 2023/24 is estimated at 10.28, a 0.5% decrease from the previous fiscal year. 2,000 12.00 1,800 10.00 1,600 1,400 8.00 1,200 1,000 6.00 800 4.00 600 400 2.00 200 0 0.00 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 Fiscal Year Full-Time Employees Per 1,000 Population The total number of full-time employees has increased from 1,567 in 2015 to 1,952 in 2025 for a 24.6% increase. During that same period, the number of employees per 1,000 population increased 11% from 9.26 to 10.28. Fiscal Year End 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 Budgeted Full-Time Employees 1,567 1,589 1,615 1,653 1,686 1,724 1,734 1,776 1,879 1,921 1,952 8-57 Employees Per 1,000 Population 9.26 9.25 9.19 9.06 9.11 8.96 8.80 9.83 10.21 10.33 10.28 City of Tempe Fiscal Year 2024/25 Annual Budget Glossary of Terms Accrual Basis - A basis of accounting in which transactions are recognized at the time they are incurred, as opposed to when cash is received or spent. Adopted Budget - The financial plan of revenue and expenditures for a fiscal year as approved by the governing entity. Annexation - The legal merging of some territory into another. A city might annex unincorporated areas or a county might annex other disputed territories. Also used to refer to mergers of countries. Appropriation - An authorization made by the City Council which permits the City to incur obligations to make expenditures for specific purposes. Assessed Valuation - A value that is established for real and personal property for use as a basis for levying property taxes (note: Property values are established by the County). Asset - Resources owned or held by a government which have monetary value. Available (Undesignated) Fund Balance - Refers to the funds remaining from the prior year which are available for appropriation and expenditure in the current year. Balance Sheet - A financial statement showing the assets, liabilities, and net worth of an entity as of a specific date. Balanced Budget - A budget where current revenues support current expenditures of the city. In the event that current expenditures exceed current revenues, non-recurring drawdowns of unassigned fund balances will occur to the extent that they are in compliance with reserve policy. A balanced budget will not utilize one-time revenue sources for recurring expenditures or use borrowing to fund operations. Benchmarking - The process of comparing an entity's performance against the practices of other leading entities, in or outside of an industry, for the purpose of improving performance. Entities also benchmark internally by tracking and comparing past performance. Bond - A written promise to pay a sum of money on a specific date at a specified interest rate. The interest payments and the repayment of the principal are detailed in a bond ordinance. The most common types of bonds are general obligation, revenue bonds, and special improvement district bonds. These are most frequently used to finance capital projects. Bond Rating - Is the measure of the quality and safety of a bond. It indicates the likelihood that a debt issuer will be able to meet scheduled repayments, and dictates the interest rate paid. Bond Refinancing - The payoff and re-issuance of bonds, to obtain better interest rates and/or bond conditions. Budget - A plan of financial operation for a specified period of time (fiscal year). The annual budget authorizes, and provides the basis for control of, financial operations during the fiscal year. Capital Budget - A capital budget is a separate budget from the operating budget. Items in the CIP are usually construction or renovation projects designed to improve the value of the government assets. Examples of capital improvement projects include new roads, sewer lines, buildings, recreational facilities and large scale remodeling. The City Council receives a separate document that details the CIP costs for the upcoming fiscal year. Line Item Budget - A budget that lists each expenditure category (salary, materials, telephone service, travel, etc.) separately, along with the dollar amount budgeted for each specified category. Operating Budget - The portion of the budget that pertains to daily operations that provide basic governmental services. The operating budget contains appropriations for such expenditures as personnel, supplies, utilities, materials, travel, and fuel. efficiency of services. Typical measures collected might include average emergency response time for fire or cost per manhour of garbage collection. Budget Adjustment - A procedure to revise a budget appropriation either by City Council approval through the adoption of a supplemental appropriation ordinance for any interdepartmental or interfund adjustments or by City Manager authorization to adjust appropriations within a departmental budget. 8-58 City of Tempe Fiscal Year 2024/25 Annual Budget Budget Calendar - The schedule of key dates or milestones which the city follows in the preparation, adoption, and administration of the budget. Budget Document - The instrument used by the budget-making authority to present a comprehensive financial program to the City Council. Budget Group - A fun group of caffeinated, hardworking employees responsible for budget preparation, benchmarking, forecasting, and financial analysis. Budget Message - The opening section of the budget which provides the City Council and the public with a general summary of the most important aspects of the budget, changes from the current and previous fiscal years, and recommendations regarding the financial policy for the upcoming period. Budgetary Basis - This refers to the form of accounting utilized throughout the budget process. These generally take one of three forms: GAAP, Cash, Modified Accrual or some type of statutory form budgets are adopted on a basis consistent with generally accepted accounting principles (GAAP) except that (a) encumbrances are considered to be an expenditure chargeable to appropriations, (b) no depreciation is budgeted for in enterprise funds, (c) investments in supply inventories and assets restricted for self-insurance purposes are not considered to be appropriable, (d) revenue accruing to sinking funds are not appropriable, and (e) contributions into sinking funds are budgeted, whereas disbursements from sinking funds are not budgeted. Unencumbered appropriations lapse at the close of the fiscal year. Budgetary Control - The control or management of a governmental unit or enterprise in accordance with an approved budget for the purpose of keeping expenditures within the limitations of authorized appropriations and available revenue. Capital Budget - The appropriation of bonds or other revenue for improvements to facilities and other infrastructure. Capital Expenditures - Expenditures approved in the Capital Budget related to the acquisition, expansion or rehabilitation of an element of the government's physical plant. Capital Improvements - The acquisition, expansion or rehabilitation of an element of the government's physical plant; sometimes referred to as infrastructure. Capital Improvements Program - A plan for capital expenditures to provide long-lasting physical improvements to be incurred over a period of several future years. Tempe's City Charter requires annual submission of a five- year capital program for City Council approval. Capital Outlay - Expenditures which result in the acquisition of or addition to fixed assets. Cash Basis - A basis of accounting in which transactions are recognized only when cash is increased or decreased. Community Development Block Grant (CDBG) - Program authorized by the Housing and Community Development Act of 1974 in place of several community development categorical grant programs. CDBG provides eligible metropolitan cities and urban counties (called "entitlement communities") with annual direct grants that they can use to revitalize neighborhoods, expand affordable housing and economic opportunities, and/or improve community facilities and services, principally to benefit low and moderate income persons. Contingency - A budgetary reserve set aside for emergencies or unforeseen expenditures not otherwise budgeted. Cost Center - An organizational budget/operating unit within each city division or department, i.e., Fire Prevention is a cost center within the Fire Medical Rescue Department. Debt Management (Capacity) Plan - The city's basis to evaluate upcoming and future debt financing in relation to the impact the borrowing will have on the city's debt ratios and related to the city's credit position as determined by the major rating agencies. Debt Ratios - Ratios which provide measure of assessing debt load and ability to repay debt which play a part in the determination of credit ratings. They are also used to evaluate the city's debt position over time and against its own standards and policies. The four major debt ratios used by the city are (1) Debt Per Capita; (2) Debt to Full Value; (3) Debt to Personal Income; and (4) Debt Services to Revenue. 8-59 City of Tempe Fiscal Year 2024/25 Annual Budget Debt Service - The amount of interest and principal that a city must pay each year on net direct long-term debt plus the interest it must pay on direct short-term debt. Direct Debt - The sum of the total bonded debt and any unfunded debt (e.g. short-term notes) of the city for which the city has pledged its "full faith and credit." It does not include the debt of overlapping jurisdictions. Outstanding Tax Supported Debt - Direct debt minus self-supporting debt. Debt for which the city has pledged a repayment from its secondary property taxes. Overall Net Debt - Net direct debt plus overlapping debt. Overlapping Debt - The city's proportionate share of the debt of other local overlapping governmental jurisdictions. The debt is generally apportioned based on relative assessed value. Self-Supporting Debt - Debt for which the city has pledged a repayment source separate from its general tax revenue (e.g. water bond repaid from water utility income/special assessment bonds). Debt Service Fund Requirements - The amounts of revenue which must be provided for a Debt Service Fund so that all principal and interest payments can be made in full on schedule. Deficit - The excess of an entity's liabilities over its assets or the excess of expenditures over revenue during a single accounting period. Department - A major administrative division of the city which indicates overall management responsibility for an operation or a group of related operations within a functional area. Department Goal - Specific intended result of a strategy; used interchangeably with objective. The term "goal" is used in a wide variety of ways in planning; e.g. as a strategic result or outcome; an objective, a measure, a target, etc. Depreciation - Expiration in the service life of capital assets attributable to wear and tear, deterioration, action of the physical elements, inadequacy, or obsolescence. Distinguished Budget Presentation Awards Program - A voluntary awards program administered by the Government Finance Officers Association to encourage governments to prepare effective budget documents. Division - A group of homogeneous cost centers within a department, i.e., all traffic engineering, traffic operations and transit cost centers make up the Transportation Division within the Public Works Department. Encumbrance - The legal commitment of appropriated funds to purchase an item or service. To encumber funds means to set aside or commit funds for a future expenditure. Energy Efficiency and Conservation Block Grants (EECBG) - This program supports projects to develop, promote, implement, and manage energy efficiency and conservation projects and programs designed to: reduce fossil fuel emissions; reduce the total energy use of the eligible entities; improve energy efficiency in the transportation, building, and other appropriate sectors; and create and retain jobs. Estimated Revenue - The amount of projected revenue to be collected during the fiscal year. Expenditure/Expense - This term refers to the outflow of funds paid for an asset obtained or goods and services obtained. Fiscal Year - The time period designated by the city signifying the beginning and ending period for recording financial transactions. The city of Tempe has specified July 1 to June 30 as its fiscal year. Fixed Assets - Assets of long-term character which are intended to continue to be held or used, such as land, buildings, machinery, furniture and other equipment. Franchise Fees - Annual fees paid by utilities (electricity, telephone, cable TV, natural gas) for the use of the city's public rightsof-way, or that are granted a service monopoly that is regulated by the city (garbage collection). The franchise fee is typically a set percentage of gross revenue within the city. Full Faith and Credit - A pledge of a government's taxing power to repay debt obligations. 8-60 City of Tempe Fiscal Year 2024/25 Annual Budget Full-Time Equivalent (FTE) - There are three types of classifications: (1) Full-time - works 40 hours/week (full- time) and is benefitted; (2) Permanent FTE - works more than 19.5 hours per week and less than 40 hours/week, is not seasonal, is not of specific limited duration, and is not for educational training; and (3) Temporary FTE - works less than 40 hours/week, is seasonal, and is of specific limited duration, or is for educational training. Fund - A set of inter-related accounts to record revenue and expenditures associated with a specific purpose. Fund structure consists of Governmental Funds (e.g., General Fund, Special Revenue Fund, Debt Service Fund), Proprietary Funds, and Fiduciary Funds (See previous section on "Financial Structure and Operations" for complete description of funds). Governmental Funds Capital Projects Fund - Capital Projects Funds are used to account for financial resources to be used for the acquisition or construction of major capital facilities (other than those financed by Proprietary Funds and Trust Funds). Debt Service Fund - Debt Service Funds are set up to receive dedicated revenue used to make principal and interest payments on City debt. They are used to account for the accumulation of resources for, and the payment of, general obligation and special assessment debt principal, interest and related costs, except the debt service accounted for in the Special Revenue Funds, and Enterprise Funds. General Fund - The General Fund is the general operating fund of the city. It is used to account for all activities of the city not accounted for in some other fund. Special Revenue Fund - Special Revenue Funds are set up as accounts for Federal or State grants legally restricted to expenditures for specific purposes. Our Special Revenue Funds include the Highway User Fund, the Local Transportation Assistance Fund, the Performing Arts Fund, the Community Development Fund, and the Housing Assistance Fund. Proprietary Funds Enterprise Funds - Enterprise Funds are used to account for operations including debt service (a) that are financed and operated in a manner similar to private businesses - where the intent of the government body is that the costs (expenses, including depreciation) of providing goods or services to the general public on a continuing basis is financed or recovered primarily through user charges; or (b) where the governing body has determined that periodic determination of revenue earned, expenses incurred, and/or net income is appropriate for capital maintenance, public policy, management control accountability, or other purposes. Our Enterprise Funds include the Water and Wastewater Fund, the Solid Waste Fund, and the Cemetery Fund. Fund Balance - The difference between revenue and expenditures. The beginning fund balance represents the residual funds brought forward from the previous year (ending balance). The classifications of fund balance are Non-spendable, Restricted, Committed, Assigned, and Unassigned. Committed, Assigned, and Unassigned represent the amount that is available for discretionary spending. Non-spendable fund balance includes amounts that cannot be spent because either 1) it is not in a spendable form, such as inventory or prepaid items or 2) legally or contractually required to be maintained intact. Restricted fund balance is externally (outside the city) enforceable limitations imposed by creditors, grantors, contributors, laws and regulations of other governments, or laws through constitutional provisions or enabling legislation (changes in City Charter). Committed fund balance is self-imposed limitations imposed at the highest level of decision making authority, namely, Mayor and Council. Mayor and Council approval (through ordinance or another type of formal action) is required to commit resources or to rescind the commitment. Assigned fund balance represents limitations imposed by management for specific purposes. Furlough - Mandatory time off work with no pay. Used as an alternative to a layoff, employee furloughs can occur when revenue or projected revenue fails to match expenses. General Governmental Revenue - The revenue of a government other than those derived from and retained in an enterprise fund. General Governmental revenue include those from the General, Debt Service, and Special Revenue Funds. 8-61 City of Tempe Fiscal Year 2024/25 Annual Budget General Obligation Bonds - Bonds that finance a variety of public projects such as streets, buildings, and improvements; the repayment of these bonds is usually made from secondary property taxes, and these bonds are backed by the "full faith and credit" of the issuing government. Generally Accepted Accounting Principles (GAAP) - Uniform minimum standards for financial accounting and recording, encompassing the conventions, rules, and procedures that define accepted accounting principles. Goal - A long-term, attainable target for an organization-its vision of the future. Governmental Accounting Standards Board (GASB) - An accounting standards board formed in 1984 by the Financial Accounting Foundation (FAF) to develop accounting standards for state and local governmental entities. Granicus - Granicus, Inc. provides comprehensive solutions for creating, managing and distributing live and on- demand streaming media content to support and enhance public meeting communications, internal training and public education programs for government. Grant - A contribution by the State or Federal government or other organization to support a particular function. Grants may be classified as either categorical or block depending upon the amount of discretion allowed the grantee. Highway User Revenue Fund (HURF) - Special revenue fund to account for the receipts and expenditures of highway user monies. Arizona cities/towns are entitled to receive a portion of the highway user revenue collected by the state. The highway user revenue consists of the gasoline and diesel fuel taxes as well as other transportation related fees. One half of the money is distributed on the basis of the population of an incorporated city/town as a percentage of the total of all incorporated cities/ towns in the state. The remaining half of the money is distributed based on the level of gasoline sales in the county in which the municipality is located and the population of each city or town in the county. Highway user revenue funds may only be used for street and highway purposes. Home Ownership Made Easier (HOME) - The largest federal block grant to State and local governments designed exclusively to create affordable housing for low income households. Indirect Cost - A cost necessary for the functioning of the organization as a whole, but which cannot be directly assigned, such as administrative support, facility maintenance or custodial services. Infrastructure - The basic facilities, services, and installations needed for the functioning of a community or society, such as transportation and communications systems, water and power lines, and public institutions including schools, post offices, and prisons. lnterfund Transfer - The movement of monies between funds of the same governmental entity. Intergovernmental Revenue - Funds received from federal, state and other local government sources in the form of grants, shared revenue, and payments in lieu of taxes. Internal Services Charges - The charges to user departments for internal services provided by another government agency, such as data processing, fleet services and communications. Levy - To impose taxes for the support of government activities. Liability - Amounts owed for items received, services rendered, expenses incurred, assets acquired, construction performed, and amounts received but not as yet earned. Line Item Budget - A budget prepared along departmental lines that focuses on what is to be bought. Local Transportation Assistance Fund (LTAF) - Special revenue fund to account for the receipts and expenditures associated with LTAF monies. This state shared revenue is generated by the state lottery. Distribution is based upon the population of the city/town in relation to the total population of all cities/towns. Each city/town is entitled to receive a minimum of $10,000. A maximum of $23 million (if that amount is generated by the lottery) is distributed each year to cities/towns. The principal use of these funds is for transportation purposes. Long-Term Debt - Debt with a maturity of more than one year after the date of issuance. 8-62 City of Tempe Fiscal Year 2024/25 Annual Budget Maintenance of Effort - A transfer of General Fund dollars to Transportation to fulfill the statutory requirement placed on cities to maintain the expenditure of local revenue for streets at a level computed as an average of local funds expended for any four of the FY 1981-82 through FY 1985-86. Major Fund - A government's main operating fund; other individual governmental and enterprise funds are reported in separate columns as major funds based on the following criteria: Total assets, liabilities, revenues, or expenditures/expenses of that individual governmental or enterprise fund are at least 10 percent of the corresponding total (assets, liabilities, and so forth) for all funds of that category or type (that is, total governmental or total enterprise funds), and Total assets, liabilities, revenues, or expenditures/expenses of the individual governmental fund or enterprise fund are at least 5 percent of the corresponding total for all governmental and enterprise funds combined. Mandate - A binding obligation issued from an inter-governmental organization. For example, the state to a county which is bound to follow the instructions of the organization. Modified Accrual Basis - Refers to the accrual basis of accounting, which recognizes increases and decreases in financial resources only to the extent that they reflect near-term inflows or outflows of cash. Thus, under modified accrual basis of accounting, then, amounts are recognized as revenue when earned, only so long as they are collectible within the period or soon enough afterwards to be used to pay liabilities of the current period. Municipality - An urban district having corporate status and powers of self-government. Net Assets Earnings - An equity account reflecting the accumulated earnings of an enterprise or internal service fund. Objective - A specific measurable and observable result of an organization's activity which advances the organization toward its goal. Operating Expenses - The cost for personnel, materials and equipment required for a department to function. Operating Revenue - Funds that the government receives as income to pay for ongoing operations, including such items as taxes, user fees, interest earnings, and grant revenue. Operating revenue is used to pay for day- to-day services. Other Postemployment Benefits - in addition to salary, an employee may earn benefits over their years of service that will not be received until after their employment ends. Postemployment benefits other than pensions generally take the form of health insurance and dental, vision, prescription or life insurance benefits provided to eligible retirees. As a group, these are referred to as Other Postemployment Benefits, or OPEB. Pay-As-You-Go Financing - A term used to describe a financial policy by which the capital program is financed from current revenue rather than through borrowing. Per Capita - Applies to a unit of population or a person and shows how much each would have if a commodity/expense was divided equally. Performance Budget - A budget wherein expenditures are based primarily upon measurable performance of activities and work programs. Performance Measure - Specific quantitative and qualitative indicator of work performed as an objective of the department. Performing Arts Fund - Used to account for the receipts and expenditures of Performing Arts monies. This tax is for the construction and operation of the performing and visual arts center. Personnel Costs - Expenditures for salaries, wages, and fringe benefits of a government's employees. Policy - A plan, course of action or guiding principle, designed to set parameters for decisions and actions. Prior Year Encumbrances - Obligations from previous years in the form of purchase orders or contracts which are chargeable to an appropriation, and for which a part of the appropriation is reserved. They cease to be encumbrances when the obligations are paid or otherwise terminated. 8-63 City of Tempe Fiscal Year 2024/25 Annual Budget Property Tax - A levy upon the assessed valuation of the property within the City of Tempe upon each $100 of valuation. Property taxes in Arizona consist of both primary and secondary levies. Primary Property Tax - A statutory limited tax levy which may be imposed for any purpose. Secondary Property Tax - An unlimited tax levy which may be used only to retire the principal and interest or redemption charges on bond indebtedness. Public Forums - A public meeting involving audience discussion. Purpose - A broad statement, in terms of meeting public service needs, that a department is organized to meet. Rainy Day Reserve - A long-term reserve in the event of a significant unforeseen event, economic downturn or liability. Reserve - An account used to indicate that a portion of a fund's assets are restricted for a specific purpose and is, therefore, not available for general appropriation. Resolution - A special or temporary order of a legislative body requiring less legal formality than an ordinance or statute. Resources - Total amounts available for appropriation including estimated revenue, fund transfers, and beginning balances. Revenue - Funds that the government receives as income. It includes such items as tax payments, fees from specific services, receipts from other governments, fines, forfeitures, grants, shared revenue and interest income. Revenue Bonds - Bonds usually sold for constructing a project that will produce revenue for the government. That revenue is pledged to pay the principal and interest of the bond. Revised Budget - A revision of the adopted budget previously submitted and authorized by a governing board. Right-of-Way - The land used by a public utility, road, or railroad. Rio Salado - Spanish for Salt River was a project to re-introduce water into a dry riverbed. In 1999, Tempe Town Lake was filled and it extends about 5.5 miles in length and one mile in width. Rio Salado Community Facilities District Fund - Special revenue fund established in 1987, under the laws of the State of Arizona. The purpose is to account for the receipts and expenditures associated with Tempe Town Lake. Rio Salado Fund - Special revenue fund to account for the receipts and expenditures of miscellaneous monies used to foster the development of Rio Salado. Risk Management - An organization goal to protect a government's assets against accidental loss in the most economical method. R.O.W. - Abbreviated form, see Right-of-Way. Section 108 Loan - A source of financing offered by the U.S. Department of Housing and Urban Development Section 108 Loan Guarantee Program to provide communities with financing for economic development, housing rehabilitation, public facilities, and large-scale physical development projects. Significant Nonrecurring Capital Expenditures - Expenditures for major projects that are typically "one time" in nature and involve the construction or expansion of new City facilities or City infrastructure, extensive renovation of existing facilities, the purchase of important capital assets, or the acquisition of new technology which will enhance service delivery. Source of Revenue - Revenue are classified according to their source or point of origin. Special Assessment Bonds - Municipal bonds repaid with taxes assessed on the land that benefits from the improvements financed by the bonds. Surplus - An excess of receipts over disbursements. Tax Levy - The resultant product when the tax rate per one hundred dollars is multiplied by the tax base. 8-64 City of Tempe Fiscal Year 2024/25 Annual Budget Taxes - Compulsory charges levied by a government for the purpose of financing services performed for the common benefit of the people. This term does not include specific charges made against particular persons or property for current or permanent benefit, such as special assessments. Transfers In/Out - Amounts transferred from one fund to another to assist in financing the services for the recipient fund. Unencumbered Balance - The amount of an appropriation that is neither expended nor encumbered. It is essentially the amount of money still available for future purposes. Unrestricted Fund Balance - The portion of a fund's balance that is not restricted for a specific purpose and is available for general appropriation. User Charges - The payment of a fee for direct receipt of a public service by the party who benefits from the service. Workload Indicator - A unit of work to be done (e.g., number of permit applications received, the number of households receiving refuse collection service, or the number of burglaries to be investigated). 8-65 City of Tempe Fiscal Year 2024/25 Annual Budget Acronyms FTA-Federal Transportation Administration FTE-Full-Time Equivalent FY-Fiscal Year FYE-Fiscal Year Ending GAAP-Generally Accepted Accounting Principles GASB-Governmental Accounting Standards Board GDP-Gross Domestic Product GFOA-Government Finance Officers Association GIS-Geographical Information System G.O.-General Obligation HCV-Housing Choice Vouchers HOME-Home Ownership Made Easier HOPE-Homeowners Preserving Equity HPCC-Household Products Collection Center HPRP-Homelessness Prevention and Rapid Re-housing Program HPS-High Pressure Sodium HRA-Health Reimbursement Account HUD-Housing and Urban Development HURF-Highway User Revenue Fund HVAC-Heating, Ventilation, and Air Conditioning IBW-Indian Bend Wash ICMA-International City Management Association ICU-Interconnect Unit IES-Illuminating Engineering Society IMP-Integrated Master Plan IT-Information Technology ITS-Intelligent Transportation Systems JCEF-Judicial Court Enhancement Fund JGMWTP-Johnny G. Martinez Water Treatment Plant JMS-Jail Management System KMGC-Ken McDonald Golf Course KWRF-Kyrene Water Reclamation Facility KTC-Kiwanis Tennis Center LED-Light-Emitting Diode LEED-Leadership in Energy and Environmental Design LID-Low Impact Development LPV-Limited Property Value LRT-Light Rail Transit LTAF-Local Transportation Assistance Fund MAG-Maricopa Association of Governments MCFCD-Maricopa County Flood Control District METRO-Metropolitan MGD-Million Gallons per Day MMU-Malfunction Management Unit MSA-Metropolitan Statistical Areas MUP-Multi-Use Path MUTCD-Manual on Uniform Traffic Control Devices MW-Megawatt N/A-Not Applicable NFIL-Non-Filing NFPA-National Fire Protection Agency O&M-Operation and Maintenance OPEB-Other Postemployment Benefits OSHA-Occupational Safety & Health Administration PBV-Project Based Voucher PC-Personal Computer PCN-Position Control Number AASHTO-American Association of State Highway and Transportation Officials ADA-Americans with Disabilities Act ADDI-American Dream Downpayment Initiative ADEQ-Arizona Department of Environmental Quality ADOT-Arizona Department of Transportation ADWR-Arizona Department of Water Resources ALS-Advanced Life Support APS-Arizona Public Service ARC-Annual Retiree Contribution ARPA-American Rescue Plan Act A.R.S.-Arizona Revised Statutes ASTM-American Safety for Testing and Materials AWWA-American Water Works Association ASU-Arizona State University AZPDES-Arizona Pollutant Discharge Elimination System BLS-Basic Life Support USBLS-U.S. Bureau of Labor Statistics BCAR-Building Condition Assessment Report BRIC-Business Resource and Innovation Center CAD-Computer Aided Dispatch CAP-Central Arizona Project CARES-Coronavirus Aid, Relief and Economic Security Act CAWCD-Central Arizona Water Conservation District CCTV-Closed Circuit Television CC&B-Customer Care & Billing CDBG-Community Development Block Grant CFD-Community Facilities District CIP-Capital Improvements Program CMAQ-Congestion Mitigation and Air Quality CMAR-Contract Manager at Risk CMMS-Computer Maintenance Management System CNG-Compressed Natural Gas COE-Cooperative Office Education COPS-Community Oriented Policing System CP/EV-Central Phoenix/East Valley CPSC-Consumer Products Safety Commission CRM-Citizen Request Management CY-Calendar Year DMS-Dynamic Message Sign DPS-Department of Public Safety DUI-Driving Under the Influence EECBG-Energy Efficiency and Conservation Block Grant EEOC-Equal Employment Opportunity Commission EMS-Emergency Medical Services EPCR-Electronic Patient Care Records EVBOM-East Valley Bus Operations & Maintenance EVP-Emergency Vehicle Preemption FAC-Finance Advisory Committee FBI-Federal Bureau of Investigation FCD- Flood Control District FCRR-First Call Resolution Rate FEVA-Finance, Economy, and Veterans Affairs FLASH-Free Local Area Shuttle FTE-Full-Time Equivalent FRWS-Field Report Writing System FSS-Family Self Sufficiency FSU-Forensic Services Unit 8-66 City of Tempe Fiscal Year 2024/25 Annual Budget PLC-Programmable Logic Controller PM-Preventive Maintenance PQI-Pavement Quality Index PVC-Polyvinyl chloride PTF-Priority Transportation Fund QCA-Quantification Settlement Agreement QECB-Qualified Energy Conservation Bonds RFID-Radio Frequency Identification RFP-Request for Proposal RICO-Racketeer Influenced and Corrupt Organizations RMS-Records Management System ROW-Right-of-Way RPTA-Regional Public Transportation Authority RWC-Regional Wireless Cooperative SAFER-Staffing for Adequate Fire and Emergency Response SAI-Southern Avenue Interceptor SAN-Storage Area Network SBP-Skill Based Pay SCADA-Supervisory Control and Data Acquisition SCBA-Self-Contained Breathing Apparatus SES-Service Entrance Section SES-Standard Electrical System SHP-Supportive Housing Program SPOC-Single Point of Contact SRO-Salt River Outfall SRO-School Resource Officer SROG-Sub-Regional Operating Group SRP-Salt River Project STWTP-South Tempe Water Treatment Plant SUV-Sport Utility Vehicle SVU-Special Victims Unit TCA-Tempe Center for the Arts TCAA-Tempe Community Action Agency TCVB-Tempe Convention and Visitors Bureau TIP-Transportation Improvement Program TLC-Tempe Learning Center TTC-Tempe Transportation Center UNPY-Unpaid UPRR-Union Pacific Railroad USGA-United States Golf Association VDSL-Very High Digital Subscriber Line VFD-Variable Frequency Drives WIFA-Water Infrastructure Finance Authority WMAT-White Mountain Apache Tribe WUD-Water Utilities Division WWTP-Wastewater Treatment Plant 8-67 City of Tempe Fiscal Year 2024/25 Annual Budget Index A Acronyms .......................................................... 8-66 Arts and Culture (formerly Performing Arts) Fund Balance ............................................... Long-Range Forecast ................................. Revenue........................................................ 4-14 4-31 5-13 Assessed Property Valuation (Secondary): . Ten-year Historical Trends ......................... 7-15 Comparative Operating Revenue by Source ........................................................... Cost of Services (Residential) ....................... Council Strategic Priorities ............................. D B Bed Tax (Transient Lodging Tax) ................... 5-3 Budget Basis, Budgetary Units, and Changes to Budget ..................................... Budget Message .............................................. Budget Policies ................................................ Budget Process Flowchart ............................. Budget Process Summary.............................. Budget Resolution ........................................... Budget Schedule.............................................. 3-8 1-1 3-13 3-3 3-6 8-4 Estimated Revenue and Expenditures Summary .................................................. 8-5 Expenditures Within Each Fund Summary .................................................. 8-12 Other Financing Sources and lnterfund Transfers Summary ................................ Revenue Other Than Property Taxes....... Summary by Department and Fund ......... Tax Levy and Tax Rate Information .......... 8-11 8-8 8-12 5-7, 8-6 Significant Nonrecurring Project Expenditures ............................................ Source of Funds .......................................... Strategic Focus ............................................ Summary ...................................................... Charges for Services ....................................... Cultural and Recreational .......................... Development Related ................................. City Limits.......................................................... Citywide Overview of Operating Budget ..... Community Development Block Grant Revenue........................................................ Community Profile ........................................... Debt Limits, Legal Bonded ............................. Debt Management Plan .................................. Debt Policy ........................................................ Debt Service Fund Balance ........................... Debt Service Requirements ........................... Debt Service Ten-Year Historical Trends ..... Debt Summary ................................................. Demographics .................................................. 7-14 7-17 7-19 4-14 7-15 7-15 7-13 2-9 Department Expenditures, Summary by Fund .............................................................. 8-14 Department Expenditures, Summary Within Each Fund ........................................ Departments, Summary Budget .................... City Attorney ................................................. City Clerk ...................................................... City Court ...................................................... City Manager ................................................ Communication/Marketing ......................... Community Development ........................... Community Services ................................... Diversity, Equity & Inclusion....................... Economic Development ............................. Education, Career and Family Services .. Engineering and Transportation ................ Financial Services ....................................... Fire Medical Rescue ................................... Government Relations ................................ Human Resources ...................................... C Calendar, Budget ............................................. Capital Improvements Program ..................... Capital Budget Policy.................................. Financing ...................................................... Impact on the Operating Budget ............... Overview ....................................................... Process ......................................................... Project Listing .............................................. Project Map .................................................. 5-2 2-11 1-3 3-4 3-15,7-21 7-12 7-09 1-5, 7-2 7-4 7-20 7-11 Community Health & Human Services (formerly Human Services) ................... Information Technology .............................. Internal Audit Office ..................................... Mayor and Council ...................................... Municipal Budget Office ............................. Municipal Utilities......................................... Police............................................................. Public Works ................................................ Strategic Management & Innovation ........ Sustainability ................................................ Transportation & Sustainability ................. 7-10 7-8 7-6 7-8 5-9 5-9 2-8 1-4 8-12 6-10 6-12 6-13 6-15 6-19 6-21 6-26 6-33 6-37 6-40 6-47 6-54 6-60 6-68 6-69 6-73 6-88 6-91 6-9 6-93 6-95 6-103 6-111 6-119 6-123 6-126 E Emergency Medical Transportation .............. Fund Balance ............................................... Long-Range Forecast ................................. Revenue........................................................ Enterprise Funds, Long Range Forecast ..... 5-15 2-5 8-68 4-14 4-35 5-18 4-31 City of Tempe Fiscal Year 2024/25 Annual Budget Enterprise Funds Revenue Emergency Medical Transportation Fees Solid Waste Fees ........................................ Water/Wastewater User Fees ................... 5-18 5-17 5-16 Long Range Forecast Enterprise Funds, Ten-Year Fund Balance Trends ........................................................... Estimated Revenues and Expenditures ....... 4-18 8-5 F Financial Reporting Policies ........................... Financial Reserve Policies ............................. 3-13 3-14 Financial Structure and Organization Fund Structure ............................................. 3-11 Relationship between Budgeting and Accounting ............................................... Phases of Budgeting................................... Fines and Forfeitures ...................................... 3-09 3-6 5-11 Comprehensive Financial Plan Overview ............................................... 4-19 Arts and Culture (formerly Performing Arts)........................................................ Assumptions ................................................ Economic Outlook ....................................... Emergency Medical Transportation .......... Enterprise Funds ......................................... General Fund ............................................... 4-31 4-21, 4-24 4-23 4-33 4-31 4-27 Methodology................................................. Solid Waste Fund ........................................ Transit Fund ................................................. Transportation Fund .................................... Water/Wastewater Fund ............................. 4-19 4-32 4-29 4-32 4-33 N Fund Balances Arts and Culture (formerly Performing Arts) Fund ................................................ Emergency Medical Transportation Fund General Fund ............................................... Solid Waste Fund ........................................ Transit Fund ................................................. Transportation Fund/HURF ...................... Water/Wastewater ..................................... Fund Summary ................................................. Needs Assessment Phase ............................. 4-14, 4-31 4-14, 4-33 4-14,4-27 O Operating Revenue ......................................... Organization Chart .......................................... 5-2 2-3 4-14, 4-32 4-14, 4-29 4-14, 4-32 4-14, 4-33 Other Financing Sources/lnterfund Transfers ....................................................... 8-11 4-14 Personnel Changes........................................................ Compensation by Fund .............................. Schedules ..................................................... Summary ...................................................... 8-20 8-18 8-21 8-19 Ten-Year History Property Tax Levy and Rate .............................................. Policy ............................................................. Ordinance ..................................................... Revenue........................................................ Ten-Year Historical Trends ......................... 5-7, 8-6 3-16 8-2 5-7 5-7 P G General Fund Fund Balance ............................................... Long-Range Forecast .................................... Revenues...................................................... 4-14, 4-27 4-26 4-8 General Governmental Revenue Charges for Services Cultural and Recreational ...................... Development Related............................. City Property Tax ......................................... City Sales Tax .............................................. Fines and Forfeitures .................................. 5-9 5-9 5-7 5-3 5-11 State Shared Income Tax ............................................... Sales Tax .................................................. Vehicle License Tax ................................ Transient Lodging Tax ................................ Glossary of Terms ............................................ 5-5 5-5 5-5 5-5 8-58 R H Reserve Policies .............................................. 3-14 Revenue By Source ..................................................... CIP ................................................................. General Governmental ............................... Special Revenue ......................................... Total ............................................................... 4-6, 5-2 5-19 5-3 5-12 5-2 S Highway User Tax Fund (HURF) - see Transportation Fund Schedule A ........................................................ Schedule B........................................................ Schedule C ....................................................... Schedule D ....................................................... L Local (City Sales Tax) ..................................... 3-6 5-3 8-69 8-5 8-6 8-8 8-11 City of Tempe Fiscal Year 2024/25 Annual Budget Schedule E........................................................ Schedule F ........................................................ Schedule G ....................................................... 8-12 8-14 8-18 Special Revenue Performing Arts/Arts & Culture .................. Community Development Block Grant ..... Highway User Tax ....................................... Transit Tax .................................................... Special Revenue Funds,Ten-Year Trends .. 4-17, 5-13 5-15 4-17, 5-14 4-16, 5-12 5-12 T Transit Fund Fund Balance ............................................... Long-Range Forecast ................................. Revenue........................................................ 4-14 4-28 5-12 Transportation (HURF) Fund Fund Balance ............................................... 4-14 Long-Range Forecast ................................. Revenue........................................................ 4-30 5-14 W Water/Wastewater Fund Fund Balance ............................................... Long-Range Forecast ................................. Revenue........................................................ 4-14 4-33 5-16 8-70 City of Tempe Fiscal Year 2024/25 Annual Budget Municipal Budget Office Staff Annual budget preparation begins with projections of City funding sources, remaining bond authorization, reserves, revenue, and expenditures. It continues through numerous phases and culminates with adoption by the Mayor and Council in June. We recognize and appreciate that budgeting is an ongoing process of planning, monitoring, problem solving, and customer service throughout the fiscal year. Each year, every effort is made to improve both the budget process and the usefulness of budget documents. Benjamin Beutler Municipal Budget Director Lauri Oszakiewski Sr Municipal Budget and Finance Analyst Scott Gruber Municipal Budget and Finance Analyst II Kevin DiDomenico Municipal Budget and Finance Analyst II Carrie Taylor Municipal Budget and Finance Analyst II Benicia Benson Management Assistant to the City Manager's Office Stay connected with us: City of Tempe budget documents are available online at tempe.qov/budqet City of Tempe P.O. Box 5002 Tempe, Arizona 85280 (480) 350-4311 8-71