Proposed 2016-17 Balanced Budget Will Enhance Public ...– 2016-17 PROPOSED BUDGET; continued from...
28
This is a summary of the 2016-17 City Manager’s Trial Budget. It is presented to residents, the Mayor, City Council and employees at a series of public hearings in March and April (see calendar on page 13). The input from residents at the Community Budget Hearings is an important step in developing the city’s budget. Detailed information about the proposed budget can be found at phoenix.gov. The General Fund is balanced at $1.2 billion and includes a surplus of approximately $60 million in one-time and ongoing resources that can be used to address critical issues. It also proposes some new revenues to assure our ability to pay debt service on an ongoing basis. TRIAL BUDGET RECOMMENDATION • Investing in the community by preserving existing services while enhancing public safety and restoring some service cuts from previous years in arts, library and environmental programs. • Investing in employees by restoring some compensation concessions over the next two years. • Raising revenue to assure ongoing quality services while meeting the city’s debt service obligation. • Adding essential funding to support entrepreneurship among veterans. • Adding staff to provide after-school programs for youth at several city parks. OPTIONS This year, the City Manager has outlined other alternatives to the Trial Budget if a property tax or other revenues are not desired. See page 5 for a summary of options. FINDING WAYS TO SAVE • $11.1 million saved from the elimination of 119 vacant positions and other administrative savings. • $2 million from the sale of surplus Phoenix Police helicopters. • $25 million carryover from the previous year’s budget balance. All of this was done without reducing direct services to the community. Proposed 2016-17 Balanced Budget Will Enhance Public Services and Safety – continued on page 2 Kids having fun at Phoenix Plays Youth Soccer League at Rose Mofford Sports Complex One of the Highest S&P Credit Ratings of 6 Largest U.S. Cities AA+ STRONG CREDIT RATING STABLE OUTLOOK Overview ..............................1 Revenue Options Detail...3-4 Revenue Options Chart .......5 Budget Options ............6-10 Proposed Additions ...14-17 Possible Reductions....18-27 REVIEW @ A GLANCE
Transcript of Proposed 2016-17 Balanced Budget Will Enhance Public ...– 2016-17 PROPOSED BUDGET; continued from...
This is a summary of the 2016-17 City Manager’sTrial Budget. It is presented to residents, the Mayor,City Council and employees at a series of publichearings in March and April (see calendar on page 13).The input from residents at the Community BudgetHearings is an important step in developing the city’sbudget. Detailed information about the proposedbudget can be found at phoenix.gov.
The General Fund is balanced at $1.2 billion andincludes a surplus of approximately $60 million inone-time and ongoing resources that can be used toaddress critical issues. It also proposes some newrevenues to assure our ability to pay debt service onan ongoing basis.
TRIAL BUDGET RECOMMENDATION
• Investing in the community by preserving existingservices while enhancing public safety andrestoring some service cuts from previous years inarts, library and environmental programs.
• Investing in employees by restoring somecompensation concessions over the next two years.
• Raising revenue to assure ongoing quality serviceswhile meeting the city’s debt service obligation.
• Adding essential funding to supportentrepreneurship among veterans.
• Adding staff to provide after-school programs foryouth at several city parks.
OPTIONS
This year, the City Manager has outlined otheralternatives to the Trial Budget if a property tax orother revenues are not desired. See page 5 for asummary of options.
FINDING WAYS TO SAVE
• $11.1 million saved from the elimination of 119vacant positions and other administrative savings.
• $2 million from the sale of surplus Phoenix Policehelicopters.
• $25 million carryover from the previous year’sbudget balance.
All of this was done without reducing directservices to the community.
Proposed 2016-17 Balanced Budget WillEnhance Public Services and Safety
– continued on page 2
Kids having funat Phoenix Plays
Youth SoccerLeague at
Rose MoffordSports Complex
One of the HighestS&P Credit Ratings of 6 Largest U.S. Cities
AA+STRONG CREDIT RATING
STABLE OUTLOOK
Overview..............................1
Revenue Options Detail...3-4
Revenue Options Chart.......5
Budget Options............6-10
Proposed Additions ...14-17
Possible Reductions....18-27
REVIEW @ A GLANCE
Phoenix Budget for Community Review2
– 2016-17 PROPOSED BUDGET; continued from page 1
FOCUSING ON PUBLIC SAFETY
The Trial Budget reflects Phoenix’s strongcommitment to public safety. The City Councilpreviously approved a plan to resume the hiring ofsworn personnel thanks to the success of the PublicSafety Funds Balancing Plan. In addition, thefollowing critical needs will be addressed:
• $2.4 million for the first year of a three-year,$11.4 million plan to implement a body cameraprogram. A fully functional program will requireapproximately 2,000 cameras.
• Creating a Police Psychologist position to addressthe emotional wellness of law enforcementemployees. Research shows, officer wellnesshelps keep our community safe and is critical tothe employee and the department.
• $2.8 million in one-time costs to replace theobsolete Emergency Transportation billing systemwith an electronic billing and records systemknown as Electronic Patient Care Records (ePCR).This upgrade will improve patient care by ourPhoenix Fire paramedics and ensure timelypayments from insurance providers.
• $1 million in annual service payments to repairand replace the road and obsolete radio tower atNorth Mountain to make it meet industrystandards. The tower is a major component ofthe public safety radio system.
RESTORE AND ADD SERVICES
The economic downturn forced the city to maketough choices to reduce programs and services in aneffort to balance the General Fund. The Trial Budgetincludes funding to partially restore some items thatwere eliminated or reduced in prior fiscal years.Some of the proposed additions include:
• $100,000 to beef up our library electronicmaterials, making them available 24/7.
• Maintenance and soccer field lighting for theChavez Park expansion.
• $50,000 in additional funding for the Arts GrantProgram.
• After-school programs for youth at parks in areaswithout a community center.
• Accelerator space, mentoring and othereducational and networking events to supportveterans.
In non-General Fund areas:• The Phoenix Parks and Preserves Initiative (PPPI)
Fund includes proposed additions to operate andmaintain the new dog parks at Esteban Park andLindo Park.
• Planning and Development proposes to add eightnew positions to support the increased demandfor building development services.
• Solid Waste proposes to add 15 positions andequipment needed to support Curbside GreenOrganics, diversion and illegal dumpingprograms.
These enhancements advance immediate and long-term quality of life for Phoenix residents while furtherpromoting economic development in the city.
The city goes to great lengths to ensure theintegrity of its buildings, roadways, infrastructure,equipment and public places are intact. ThePreliminary Five-Year Capital Improvement Programcalls for $3.1 billion, with an $861,086,000 programfor FY 2016-17. Among the proposed projects are:
• Aviation: $174.8 million to continue the Terminal3 Modernization, construction of acommunications and operations center,
– continued on page 3Phoenix Police Department to implement bodycamera program.
Phoenix Budget for Community Review 3
– 2016-17 PROPOSED BUDGET; continued from page 2
reconstruction of the Terminal 4 north apronconcrete, expanding the south cargo ramp andmore.
• Water: Assuring our water quality with $179.4million to replace, rehabilitate and/or improve theVal Vista, Deer Valley, Lake Pleasant, Union Hillsand 24th Street Water Treatment Plants and CaveCreek Water Reclamation Plant. Other projectsinclude work on reservoirs, wells, tanks andbooster stations.
• Wastewater: $131.3 million for improvements atseveral wastewater treatment plants, therehabilitation and construction of sewers,improvements to automatic meter reading,wastewater management studies, improvementsto various odor control facilities including the SaltRiver Outfall and construction of growth-relatedwastewater infrastructure in impact fee areas.
• Street Transportation & Drainage: $176.9 millionfor major transportation projects including:• Buckeye Rd.: Central Ave. to 16th St.• 107th Ave.: Indian School Rd. to Camelback
Rd.• 27th Ave.: Lower Buckeye Rd. to Buckeye Rd.• Van Buren St.: 24th St. to 40th St.• Broadway Rd.: 7th St. to 51st Ave.• 3rd St.: McDowell Rd. to Indian School Rd.
Additionally, the program includes funding forpedestrian and bicycle mobility projects, storm watermitigation, and street sign illumination.
• Other significant Capital Improvement Projects in2016-17 include:• Public safety radio infrastructure upgrades• Park renovations and improvements• Construction of the Laveen Park-and-Ride• Drainage system construction at the SR-85
landfill• Computer Aided Dispatch system replacement• Construction of the 48th St. and Washington
St. Light Rail Station
RAISING REVENUE FOR DEBT SERVICE
One of the more complex issues facing the city thisyear involves Debt Service and Property Tax. Since1995, the combined tax rate has not changed, set at$1.82 per $100 of assessed value. During therecession, when housing values fell almost 50%, thecity used the General Obligation Bond Reserve fundto make debt service payments rather than increasingproperty tax rates. This saved taxpayers over $200million. But now, the reserve fund is almost depletedand we need to find other resources to pay the $37million needed above what is raised by the currentproperty tax rate. These five options outline how thiscould be achieved:
(see snapshot of these five options on page 5)
Option 1) Increase city’s secondary tax rate by .35cents for a combined property tax rate of $2.17.That’s a monthly increase of approximately $4.25for the average homeowner. This will allow thecity to use its $60 million surplus to pay for criticalupgrades, new services and to partially restoreemployee compensation.
Option 2) Leave tax rate unchanged and findother sources of revenue, which could include:
a. Increasing local sales tax by .125% ORb. Implement a General Fund food tax of 1.25%
ORc. Increase the General Excise Tax on the City
Services Bill by $5.25 per month
Option 3) Leave tax rate unchanged, use all of the$60 million surplus to provide debt service relief forthe next two years. However, this would mean nomoney for employee compensation, police bodycameras, upgrades to North Mountain Rd. & tower,or upgrades to our medical emergency billingsystem. This option could negatively impact thecity’s strong credit rating and require the city torevisit the issue again in just two years.
– continued on page 4
Phoenix Budget for Community Review4
– 2016-17 PROPOSED BUDGET; continued from page 3
Option 4) Leave tax rate unchanged, use some ofthe $60 million surplus to provide tax relief for oneyear. While this option could help fund someemployee restoration, it would limit many newservices and would force the city to address the taxrate issue again in just one year.
Option 5) Reduce the General Fund by $37million. All services would take significant cuts.Among them:
a. Police: $14,820,000 (eliminating squads andunits equivalent to 127 sworn positions)
b. Fire: $10,034,000 (eliminating battalions andcompanies equivalent to 69 sworn positions)
c. Library: $1,581,000 (reducing library hoursand days at most locations)
d. Parks & Recreation: $6,339,000 (reducinghours at community centers from 65 to 37hours per week, eliminate 24 afterschoolcenters, close 11 pools, reduce parkmaintenance, eliminate some sports complexprograms)
(The full list begins on page 18)
Over the past 6 years, holding the property tax rateat $1.82 has provided a total of $290 in savings for atypical single-family residence. Even if the propertytax is raised to $2.17, the typical bill for a single-family residence will still be $90 less than it was in2009.
PHOENIX EMPLOYEES PROVIDE VALUABLE SERVICES
City of Phoenix employees are dedicated to theirjobs and the citizens they serve. Since FY 2010-11,city employees agreed to an almost 6% cut incompensation, 4.2% of which is still in effect. Basedon available resources, service needs and the Five YearGeneral Fund Forecast, city management hasproposed to restore up to 2.6% of the existingconcessions. The cost of that 2.6% is estimated atapproximately $44 million over the next two years.
Restoring any more than that will require additionalresources or a corresponding reduction in GeneralFund expenditures. Labor negotiations for FY 2016-17 and FY 2017-18 are ongoing as current laborcontracts expire June 30, 2016.
The city’s sound fiscal practices are reflected inPhoenix’s continued strong credit rating. The strongcredit ratings for the city of Phoenix is AA+ (S&P) andAa1 (Moody’s), with a stable outlook. Phoenix’s creditrating remains one of the highest of the six largestU.S. cities.
Throughout March and April, the City Manager’sTrial Budget will be presented to Phoenix residents forinput at 15 community budget hearings across thecity, reflecting the city’s goal to increase transparencyand involvement in the budget-setting process.
Following the budget hearing process, the CityManager’s Proposed Budget, which will reflectcommunity input, will be presented to the PhoenixCity Council on May 3, 2016. Council will take actionon the budget on May 17, 2016.
As always, the city welcomes input and feedbackfrom its residents regarding the budget.
Phoenix Budget for Community Review 5
Summary of Revenue Options
OPTIONSPROPERTY TAX RATE IMPACTS
AVERAGE ANNUAL RESIDENTIAL
BILL FY 2016-17
1) Float the Rate -preserve services and employee restoration
$2.17 • General Fund programs and services not reduced
• Allows for employee compensation restoration• Allows for critical service restoration and
additions • Credit rating positive
$314 (monthly increase of
$4.25)
2) Maintain the Rate -identify other revenues for debt service
$1.82 • General Fund revenues increased by $37 million with one of the following options:
Increase sales tax 0.125%Implement food tax of 1.25%, all to the General FundCity Services bill assessment of $5.25/month
• Allows for employee compensation restoration• Allows for critical service restoration and
additions • Credit rating positive
$263+ other taxes
3) Maintain the Rate - use all surplus for two years
$1.82 • Use one-time General Fund budget surplus to pay debt service for 2016-17 and 2017-18
• No funds available for employee compensation restoration
• No funds available for critical service restoration and additions
• Same debt service problem to solve in 2018-19 • Possible negative impact to credit ratings
$263
4) Maintain the Rate - use surplus for one year; keep limited employee restoration
$1.82 • Use one-time General Fund budget surplus to pay debt service for 2016-17
• No funds available for critical service restoration and additions
• Limited funds available for partial employee compensation restorations
• Same debt service problem to solve in 2017-18• Possible negative impact to credit ratings
$263
5) Maintain the Rate – cut services permanently
$1.82 • Permanently cut General Fund programs and services by $37 million in FY 2016-17 and beyond to fund debt service
• No funds available for critical service restoration and additions
• Funds available for employee compensation restoration
• Possible negative impact to credit ratings
$263
(Reflects Trial Budget)
(See page 18 for list.)
(Attachment 5 see page10)
(Attachment 4 see page 9)
(Attachment 3 see page 8)
(Attachment 2 see page 7)
(Attachment 1 see page 6)
Phoenix Budget for Community Review6
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Phoenix Budget for Community Review 11
City employees continue to find ways to be efficienteach day. In fact, since 2010, the city has saved $106million of taxpayers’ money by finding innovative waysto keep the city running while continuing to deliverthe highest level of service.
The city saved $595,000 when the municipal courtimplemented a reorganization plan that increasedefficiency, permitting the elimination of one criminalcourtroom and one civil courtroom, including relatedstaff positions. The city’s recent changes in bus service
Phoenix is Finding Ways to $averesulted in the estimated savings of $1.4 million. Thesavings are due to several adjustments and efficienciesin system-wide route scheduling. And, the city isembarking on a process to save the city money withcopy services. It discovered that by reducing thenumber of printers and copiers citywide, and securingmore competitive rates with copy contracts, the citywill save money in the years to come.
Take a look at all the ways the city has saved thisyear.
The city of Phoenix depends on its employees to deliver exceptional services to residents. Many have made acareer of serving the residents of Phoenix, receiving pension benefits at the end of their tenure. This year’s TrialBudget includes increased pension costs to the General Fund totaling approximately $36 million. Here’s how itbreaks down:
Civilian (COPERS) pension costs will increase $15 million in FY 2016-17 compared to FY 2015-16. The growthin costs are to match changes in assumptions related to mortality rates, plan earnings, and payroll growth.However, reform enacted by the Mayor and City Council and approved by Phoenix voters means these short-termincreases should slow over time and result in savings of approximately $1.1 billion over the next two decades.
Public safety pensions will increase $21 million in FY 2016-17. The primary cause – the State Supreme Courtdecision to overturn portions of Arizona Senate Bill 1609. Future fiscal years will likely see additional increasesbecause of other pending court challenges and funding issues. To manage this, the city is implementing a three-year phase-in plan which will help the city find solutions to comply with these court rulings. Additionally, proposedstate public safety pension reform could help reduce the city’s costs in the future.
Pension Costs
Innovation and Efficiency Savings 2015-16
Electronic Payment Efficiency Savings $ 250,000Service Line Warranties of America Revenue 987,000Transit CNG Contractual Savings 1,200,000Bus Service and Route Efficiency Changes 1,417,000Postage and Mailing Process Efficiencies 22,000Streamline Early Voting Center Processes 12,000City Manager's Office Administrative Efficiencies 29,000Banking Services Process Efficiencies 50,000Tax Simplification Billing Statement Savings 92,000Finance Administrative Efficiencies 83,000Human Services Administrative Efficiencies 46,000Municipal Court Organizational Efficiencies 595,000Opinion Survey Polling Reductions 25,000Street Transportation Organizational and Process Efficiencies 206,000City Copier Contract Savings 850,000
TOTAL $ 5,864,000
2009-10 $ 2,556,000
2010-11 22,719,608
2011-12 16,566,978
2012-13 24,062,748
2013-14 24,848,000
2014-15 10,123,000
2015-16 5,864,000
TOTAL $ 106,740,334
Total Innovation and Efficiency Savings
Phoenix Budget for Community Review12
GeneralFunds31%
Enterprise Funds36%
SpecialRevenue Funds
33%
Our city budget is made up of three separatepieces: Enterprise Funds, Special Revenue Funds andthe General Fund. More than a third of the city’s totalbudget comes from Enterprise Funds, which includewater, wastewater, aviation, solid waste and theConvention Center.
With the exception of the Convention Center, notax dollars support Enterprise Fund programs. Usersof these programs pay fees that support all the costsassociated with delivering these services, and thesefees cannot be used for any other purpose.
A smaller portion of the budget comes fromSpecial Revenue Funds, which include local sales taxrevenue dedicated for a specific purpose and federalfunds. Public transit and public safety are examples ofservices funded, in part, by dedicated local sales taxrevenue. State-shared gas tax revenue is dedicated tostreet construction and repair. Federal funds support
All Sources of Funds Total Resources - $3.70 Billion
Where Our MoneyComes From
Millions of Dollars
Pol
ice
Fir
e
Par
ks a
nd R
ecre
atio
n
Libr
ary
Info
rmat
ion
Tec
hnol
ogy
Mun
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ourt
Fin
ance
Pro
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& D
efen
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Stre
ets
Hum
an S
ervi
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Pub
lic T
rans
it
Pub
lic W
orks
Nei
ghbo
rhoo
d S
ervi
ces
Hum
an R
esou
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*Fun
ctio
ns
Law
Cit
y C
lerk
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opm
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Pla
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Cit
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ounc
il
Bud
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& R
esea
rch
Cit
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udit
or
Equ
al O
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Cit
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anag
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Com
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Off
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May
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Par
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$500
450
400
350
300
250
200
150
100
50
0
*Functions include several small offices such as the Office of Arts and Culture and Environmental Programs.
General Fund Budgets by Department
many services such as public housing, public transit,public safety and other social services.
The General Fund finances most basic services,including police, fire, libraries, parks, senior centersand many others.
Phoenix Budget for Community Review 13
Budget HearingsRESIDENTS INVITED TO COMMENT
The city of Phoenix is preparing its 2016-17 budget. Residents areinvited to attend community hearings to discuss the City Manager’s TrialBudget before final decisions are made.
At the hearings, residents will have an opportunity to comment andmake suggestions. Council members and staff from the City Manager'sOffice, Budget and Research and other departments will be available toanswer questions. This public discussion is among the reasons the city'sbudget so closely matches the community's highest priorities each fiscalyear.
Monday, March 28, at 6 p.m. Districts 4 and 8Phoenix Children’s Hospital, Melvin L Cohen Conference Center1919 E. Thomas Road(Park in Cambridge Garage, off CambridgeAvenue, west of 20th Street)
Tuesday, March 29, at 6 p.m.Citywide Hearing (Spanish/English)Maryvale Community Center, Auditorium4420 N. 51st Avenue
Monday, April 4, at 6 p.m.CitywidePilgrim’s Rest Baptist Church, Sanctuary1401 E. Jefferson Street
Tuesday, April 5, at 6 p.m.District 1 and 5Helen Drake Senior Center7600 N. 27th Avenue
Tuesday, April 5, at 6 p.m.District 2 and 3Paradise Valley Community Center, Multipurpose Room17402 N. 40th St.
Tuesday, April 5, at 6 p.m.District 7 and 8Cesar Chavez High School, Cafeteria3921 W. Baseline Road
Thursday, April 7, at 6 p.m.District 3 and 5Sunnyslope Community Center,802 E. Vogel Avenue
Thursday, April 7, at 6 p.m.District 6Pecos Community Center, Multipurpose Room17010 S. 48th Street
Monday, April 11, at 6 p.m.
District 7
Country Place Elementary School
10207 W. Country Place Blvd.
Tuesday, April 12, at 6 p.m.
District 4
Phoenix College - Osborn Complex,
Willo Room (OSS110)
3310 N. 10th Avenue
Tuesday, April 12, at 6 p.m.
District 5
Villa De Paz Elementary School, Cafeteria
4940 N. 103rd Avenue
Tuesday, April 12, at 6 p.m.
District 6
Madison School District,
District Office Board Room
5601 N. 16th Street
Wednesday, April 13, at 6 p.m.
District 4 and 7
Burton Barr Library
Pulliam Auditorium
1221 N. Central Avenue
Tuesday, April 19, at 6 p.m.
District 1 and 2
Goelet A. Beuf Community Center,
Multipurpose Room
3435 W. Pinnacle Peak Road
Tuesday, April 19, at 5 p.m.
Citywide Youth Hearing
Metro Tech High School, Banquet Hall
1900 W. Thomas Road
COMMUNITY BUDGET HEARINGS SCHEDULE:
Your Feedbackis an Important
Part of theBudget Process
The city is conducting budgethearings at various times andlocations throughout the
community. Wewelcome yourinvolvement insetting the city’sfunding prioritiesand encourage
you to attend a public hearingto provide your input to the CityCouncil before final decisionsare made.
You do not have to attend thehearing specific to your Councildistrict. You are invited to attendthe hearing that is mostconvenient for you. You can alsosend your comments andquestions about the proposedbudget to:[email protected],or call 602-262-4800.
After the community's review,the city manager will present arevised proposed budget to theCity Council on May 3, and theCity Council is expected to makea decision on the budget onMay 17.
The approved plan will takeeffect July 1, 2016.
Keep connected with citynews and information.
Phoenix Budget for Community Review14
1,000,000---
$1,000,000---
---1.0
50,000---
$50,0001.0
FireAdd funding to replace the obsoleteEmergency Transportation (ETS) billingsystem with an electronic billing andrecords system (ePCR). The billingsolution currently used by thedepartment is antiquated and paper-based. Next year major insurancecarriers, including Medicare andMedicaid, will begin withholdingpayment and charging providers fornot having an electronic billing system.This will result in lost revenue to theGeneral Fund as ETS currently brings inapproximately $36 million annually.Total Fire
PoliceAdd funding for the first year of athree-year plan to implement a bodycamera program. A fully functional andoperational body camera program willrequire approximately 2,000 camerasand between 30 and 40 additional staffin the Police and the City Prosecutor’sOffice to manage and process video foruse in the judicial process. This firstphase adds 700 cameras, fourteensupport positions for Police and the CityProsecutor’s Office and contract cloudstorage of the video.
Add an Employee Assistance andWellness Program to providecounseling, crisis intervention andpsychology consultation services fordepartment staff. Recent local andnational events have shed light on theimportance of wellness and safety oflaw enforcement employees. Mostmajor law enforcement agencies havea similar position.Total Police
2,800,000---
$2,800,000---
2,400,00014.0
173,0001.0
$2,573,00015.0
Information TechnologyAdd funding to repair the road andradio communications tower locatedat North Mountain. The tower is amajor component of the RegionalWireless Cooperative Network (RWC)that supports our first responders aswell as many public safety entitiesacross the Valley and state. Thisproject will be reflected as a CapitalImprovement Project and the fundingreflects annual debt service costs. Thetotal estimated cost of this project isapproximately $7 million. Total Information Technology
Office of Homeland Security &Emergency ManagementAdd an Emergency ManagementTraining and Exercise Coordinatorposition to assist with emergencyplanning, training and overallpreparedness of the city. The cost forthis position will be offset with thereallocation of funds currentlyprovided to Maricopa County foremergency planning and grants funds.
In an effort to improve emergencypreparedness and to enhance thedissemination of information during amajor event, the city must implementan emergency notification system.Total Office of Homeland Security& Emergency Management
100,000---
$100,000---
LibraryIncrease funding for e-materialschecked out by users. This representsa 22% increase in these types of e-materials. This funding provides thelibrary with an alternate method ofdelivering services to patrons followingreductions to branch hours in 2009-10and 2010-11.Total Library
2016-17 PROPOSED GENERALFUND ADDITIONS
AmountDEPARTMENT Positions
AmountDEPARTMENT Positions
PARTIAL RESTORATION OF PRIOR CUTS AND INCREASED SERVICES
– continued on page 15
PUBLIC SAFETY ENHANCEMENT
The following outlines the programs and services thatwould receive new funding in the upcoming fiscal year.Some are one-time payments while others would be
ongoing annual funding.
Phoenix Budget for Community Review 15
50,000
$50,000---
88,0001.0
$88,0001.0
135,000---
------
------
$135,000---
Office of Arts and CultureRestore funding for arts grants by over7%. This funding restores approximately92% of the peak level of General Fundsupport of the Arts Grant Program.Total Office of Arts and Culture
Office of Environmental ProgramsRestore an Environmental QualitySpecialist position to improve and buildthe city’s air quality and climate resiliencyprograms. Total Office of EnvironmentalPrograms
Street TransportationRestore funding for contracted streetmaintenance services for unimprovedright-of-way, city-owned lots, andunder/overpasses. This will reduce weeds,litter, and other debris in these areas.
Convert a temporary Principal EngineeringTechnician (PET) position to assist withadditional Capital Improvement Program(CIP) pavement preservation andAmericans with Disabilities Act (ADA)projects for the Street MaintenanceDivision.
Install 300 new Smart Parking Meters,expanding the footprint of parking metersnorth of Downtown in the Roosevelt Rowand Evans Churchill neighborhoods.These new meters have been directlyrequested by businesses in the area thatbelieve unrestricted on-street parking isdetrimental in the face of increased usageof the area. New operating costs will beoffset by additional revenue.Total Street Transportation
50,000---
$50,000---
100,000---
$100,000---
54,0001.0
150,0004.0
$204,0005.0
$7,150,00022.0
Community and Economic DevelopmentAdd funding to support entrepreneurshipamong veterans. Funding will supportincubator and accelerator space, mentoring,business planning and other educational andnetworking events on an ongoing basis topromote and facilitate business ownershipamong veterans.Total Community and EconomicDevelopment
Human Services DepartmentAdd funding to provide essential services toachieve the city’s commitment to endingVeteran Homelessness in Phoenix. Phoenixwas the first city in the nation to endChronic Veteran Homelessness. The city ofPhoenix is one of 25 cities selected by theU.S. Department of Housing and UrbanDevelopment, the U.S. Department ofVeterans Affairs and the Interagency Councilon Homelessness to participate in a Nationaleffort to end Veterans Homelessness. As partof the “25 Cities Initiative”, the City ofPhoenix is leading a regional team to achievethis goal. As of February 1, 2016, over 700homeless veterans had been identified in theregion. This request will support 2 contractpeer navigators that will assist in housing upto 45 homeless veterans within an averageof 90 days of engagement. Total Human Services Department
Parks and RecreationAdd part-time staff and materials tomaintain the Chavez Park expansion areaopening this spring. The expansion areaincludes lit soccer fields, a performancestage, and family-style ramadas.
Add part-time staff and supplies to provideafter-school programs for youth at parkswithout a community center. Programscould include recreational opportunities forphysical activity, STEM programs, arts andcrafts, and open recreation/play.Total Parks and Recreation
Total Proposed General Fund Additions
AmountDEPARTMENT Positions
AmountDEPARTMENT Positions
ADDITIONAL SUPPORT FOR VETERANS AND YOUTH
Phoenix Budget for Community Review16
158,0002.0
62,0001.0
90,0001.0
188,0002.0
126,0001.0
$719,0008.0
$18,804,000---
$18,804,000---
Community and EconomicDevelopment Add funding to expand theCity’s ability to enhance job training andhiring opportunities for city residents in theBusiness Workforce Youth Program.Total Community and EconomicDevelopment
Parks and RecreationAdd staff and materials to operate andmaintain the new dog park at EstebanPark, which recently opened.
Add staff and materials to operate andmaintain the new Lindo Park facility openingin October 2016. This facility is multi-generational and will provide classes forseniors and youth recreational programming.In addition, this facility offers a communitymeeting room, a teen room, a recreationroom, and a computer lab.Total Parks and Recreation
Phoenix Community Development andInvestment Corporation (PCDIC)Add funding for one Accountant III positionand one Administrative Assistant I position to provide support to assist in maintainingregulatory compliance requirements as a501(c)(3) non-profit public charity.Total Phoenix Community Developmentand Investment Corporation
Planning and DevelopmentConvert a temporary Public InformationOfficer position to regular status. Theposition is responsible for generatingpositive media stories related to newconstruction, customer engagement,writing community newsletters, maintainingonline information and enhanced publicoutreach.
73,0001.0
$73,0001.0
58,0001.0
76,0002.4
$134,0003.4
159,0002.0
$159,0002.0
95,0001.0
Convert two temporary accountingpositions to regular status. These positionsaddress increased purchasingresponsibilities and implementation ofrecommendations from a recent cashhandling audit.
Convert a temporary Secretary III positionto regular status. This position supportsthe Development Advisory Board, PlannedCommunity Development master plan,pre-application, preliminary, and single-family design review processes, and SignSection plan review and enforcementactivities.
Convert a temporary Fire PreventionSupervisor position to regular status. Thisposition is responsible for overseeing theday to day functions of the Fire PlanReview staff providing customer servicecounter coverage, reviewing plans andissuing permits for automatic fireextinguishing systems (sprinklers) and firealarms, and Fire Department site access forall new construction.
Add Lead Business Systems Analyst andAdministrative Assistant II positions toprovide training on the department’s in-house permitting system, create trainingmaterials, work with outside vendor toassess needs in preparation of systemreplacement, and to provide day to dayadministrative support to the IT section.
Add a temporary Principal Planner position to assist with leading thedevelopment relocation efforts, andcoordinate development/ planning effortsand infrastructure issues regarding privatedevelopment along the proposed Loop202 corridor.Total Planning and Development
Public TransitEffective October 2016, increase busservice in the city of Phoenix as a result of funding from the PhoenixTransportation 2050 Plan. The serviceincreases include progressively longerhours of bus operations in Phoenix andestablishing a frequency of no more than30 minutes on all routes in Phoenix, sevendays a week.Total Public Transit
AmountDEPARTMENT Positions
AmountDEPARTMENT Positions
– continued on page 17
2016-17 PROPOSED NON-GENERAL
FUND ADDITIONSThe following outlines the programs and services thatwould receive new funding in the upcoming fiscal year.Some are one-time payments while others would be
ongoing annual funding.
Phoenix Budget for Community Review 17
1,838,000---
121,0002.0
430,0001.0
107,0001.0
---11.0
$2,496,00015.0
Solid WasteAdd funding for five side loader refusetrucks to support the expansion of theSolid Waste Curbside Green Organicsprogram.
Add funding for two Solid WasteEquipment Operators for the IllegalDumping program. This proposal isintended to improve customer service andresponse times related to the removal ofsolid waste materials.
Add funding for one Solid WasteEquipment Operator and one side loaderrefuse truck for the Solid Waste Diversionprogram. This position would alsoconduct route audits and providediversion reports. This information wouldbe used to increase diversion strategies.
Add funding for one Solid WasteSupervisor and one F150 truck for theBarrel Delivery Operations program.Currently, one Solid Waste Supervisoroversees twenty-two full-time positionsand six temporary positions responsiblefor barrel and bin procurement, deliveryand repair operations. Adding anadditional Supervisor will allow for betteroversight and increase the efficiency ofoverall operations.
Reallocate a portion of the existingComposting Facility funding to add threeSolid Waste Workers, one Laborer, oneSolid Waste Foreman, three EquipmentOperator IV’s, one Solid Waste EquipmentOperator, one Solid Waste Supervisor andone Support Services Aide to maintain theCity’s new compost facility operations.This request shifts a portion of existingcontractual services funding to fundeleven new full time positions to enhanceoperations. The Composting Facility’soperations will be a combination of Citystaff and contractual services. Total Solid Waste
188,0001.0
$188,0001.0
---1.0
$---1.0
------
$------
(73,000)---
------
$(73,000)---
$22,500,00031.4
Street TransportationAdd a temporary Assistant to the CityManager position to lead a multidisciplinaryteam and directly interact with ArizonaDepartment of Transportation (ADOT)officials to protect Phoenix’s best interestsduring design and construction of theSouth Mountain (Loop 202) Freewayextension. The position will also lead thecoordination of Phoenix’s extensiveinvolvement relating to streets, stormsewer/drainage, dry/wet utilities,construction traffic control activities, right-of-way, relocations, residential/commercialdemolitions, neighborhood impacts,coordination of final design, verification ofenvironmental commitments, constructionoversight, transportation network/projectconnectivity, and other issues.Total Street Transportation
HousingAdministrationConvert a temporary Accountant III positionwithin Housing’s Central Office to full-timeregular status. Total Housing
Human ResourcesProgram: BenefitsConvert a temporary Benefits Analyst IIposition charged to the DeferredCompensation Plan Trust to regular status.Total Human Resources
Water ServicesAdministrationReclassify a temporary Special ProjectAdministrator to a Deputy Water ServicesDirector position overseeing the BusinessAnalytics and Technology Servicessections.
AdministrationConvert a temporary Water ServiceProject coordinator position in theTechnology Services section to regularstatus.Total Water Services
Total Proposed Supplementals
AmountDEPARTMENT Positions
AmountDEPARTMENT Positions
Phoenix Budget for Community Review18
(88,000)(1.0)
(135,000)(1.0)
$(223,000)(2.0)
(66,000)---
(22,000)(1.0)
(22,000)(1.0)
(62,000)(1.0)
$(172,000)(3.0)
Budget & ResearchReduce the department’s ability toconduct complex financial analyses,forecasts and other steps that enable theCity’s budget to be legally adopted perCity Charter and State law.
Reduce the department’s ability toconduct research studies and otherlegally mandated administrative tasksassociated with adopting and managingthe budget.Total Budget & Research
City AuditorReduce consulting services for audits ofinformation technology (IT) and otherspecialized audits by 57%, which couldpotentially expose the City to increased ITsystem security risks.
Reduce planned audits by 16% (six majoraudits). On average, major auditsgenerate an economic impact of over$130,000 per year.
Reduce planned audits by a further 16%(six major audits). On average, majoraudits generate an economic impact ofover $130,000 per year.
Reduce planned audits by an additional16% (six major audits). On average,major audits generate an economicimpact of over $130,000 per year. Total City Auditor
(63,000)(1.0)
(75,000)(1.0)
(51,000)(1.0)
$(189,000)(3.0)
City ClerkEliminate supervision of the records areaand delay the processing of contracts,ordinances, resolutions, City CouncilReports, and Requests for CouncilAction. In addition, the reduction willdelay responding to resident inquiriesand requests for information, and willincrease wait times at the customerservice counter. Operating hours for theRecords Center will be reduced by 20hours, delaying the retrieval of records.In addition, the destruction of recordswill be delayed beyond the retentionschedules established in State law.
Eliminate dedicated financial oversightresponsible for monitoring andcontrolling the department’s fiscalresources and supporting major Citywideand Council driven projects. Thisreduction will result in the inabilities tomeet budget, procurement and auditdeadlines. In addition, participation inCity Management projects and initiatives,including the CORE metrics project, willbe limited. Further, this will delay theElectronic Agenda Management Systemproject and delay the Boards andCommissions database replacement.
Eliminate administrative supportresponsible for Open Meeting Lawpostings, Boards and Commissionappointments, lobbyist registrations, andposting meeting results on the CityCouncil Meetings and Public Meetingswebpage. A reduction could impact theCity’s ability to comply with the OpenMeeting Law, resulting in postponementor cancellation of public meetings. It willdiminish assistance to City Council andCity Management with research, and CityClerk staff will no longer have theadministrative resources to supportassistance to the Mayor’s Office inappointing new board members orprovide notarization of oaths at CityCouncil meetings.Total City Clerk
AmountDEPARTMENT Positions
AmountDEPARTMENT Positions
– continued on page 19
2016-17 Proposed Reductions forDebt Service (From page 10)
The following outlines the proposed cuts to citydepartments, services and programs under Option #5 forpaying the city’s debt service. These reductions would only
be implemented if Option #5 is approved.
Phoenix Budget for Community Review 19
(83,000)(1.0)
$(83,000)(1.0)
(136,000)(1.0)
$(136,000)(1.0)
(131,000)(1.0)
(87,000)(1.0)
(138,000(1.0)
$(356,000)(3.0)
City Manager’s OfficeLengthen response time to resident andMayor and Council requests forinformation, slow progress on projects tobetter serve the community, hamperwork with departments in managing andadministering services and programs forresidents and delay the review andpreparation of reports for City Counciland Subcommittees.Total City Manager’s Office
Communications OfficeSignificantly reduce the ability to monitorand control the department’s fiscalresources, manage contracts, and providesupport to Public Information Officers.This will reduce the ability of remainingstaff to provide communications andmedia relations services.Total Communications Office
Community & Economic DevelopmentReduce the department’s ability toadequately monitor contracts forcompliance, track department indicatorsand remain up to date with policies andprocedures. This reduction could resultin errors that negatively impact the Cityfrom a revenue and a public trustperspective.
Diminish the department’s ability tocollect and analyze critical data necessaryto support Business Attraction efforts.This reduction would limit staff’s ability tofocus on attracting new businesses to theCity and could negatively impact generalfund revenue.
Reduce the department’s ability tomanage and implement the retailexpansion program which could result ina decrease in retail opportunities andgeneral fund revenue.Total Community & EconomicDevelopment
(81,000)(1.0)
(101,000)(1.0)
$(182,000)(2.0)
(73,000)(1.0)
(126,000)---
(66,000)(1.0)
Equal OpportunitySignificantly reduce ability to completeinvestigations of employmentdiscrimination cases within the timeframeof 240 days as required by cityordinance.
Significantly reduce ability to support theSmall/Disadvantaged Business Enterpriseprogram, which may result innoncompliance with the U.S. Departmentof Transportation requirements forstaffing levels and support services.Total Equal Opportunity
FinanceReduce dedicated support to the SurplusProperty Section, increasing the likelihoodof improper disposition of City property,accounting errors, and slower propertydisposition.
Eliminate funding for temporary agencystaff in the Licensing and AccountingSections. Due to Tax Simplification,temporary agency staff has been broughtin to supplement existing staff workingon the scanning/iEdit functions,performing daily cash reconciliations,entering new TPT license applicationsand providing face to face customerservice at the front desk. The eliminationwill result in the month end processbeing extended past the normal 4 dayperiod, delaying financial reportingthroughout the City.
Delay the recording of tax receiptinformation, leaving audit staff with lesstime to focus on enhancing complianceprograms, revenue generating initiativesand field audits. Additionally it willnegatively impact customer service andtaxpayer education by affecting filing andreporting requirements as well asdelaying of the month end closing andreporting processes for the tax system,which will further delay financialreporting.
AmountDEPARTMENT Positions
AmountDEPARTMENT Positions
– continued on page 20
Phoenix Budget for Community Review20
(63,000)(1.0)
(63,000)(1.0)
(151,000)(1.0)
(63,000)(1.0)
(126,000)(1.0)
Delay responding to applicant and/ortaxpayers who call or visit the TaxDivision offices seeking assistance.
Additional delay in responding toapplicant and/or taxpayers who call orvisit the Tax Division offices seekingassistance. This will also further delay themonth end closing and reportingprocesses for the tax system.
Reduce technology support jeopardizingthe maintenance and continued use oftechnology including increased downtimedue to computer breakdowns, increasedtime to respond to requests from theMayor, City Council and the CityManager’s Office, decreased compliancewith Information Technology standards,and increased audit findings related totechnology and security. Additionally thiswould greatly hamper the Cashier forWindows (CFW) upgrade and impact thetimeline for the Customer Care & Billingsoftware upgrade project for the WaterServices Department.
Further delay in responding to applicantand/or taxpayers who call or visit the TaxDivision offices seeking assistance. Thiswill also further delay the month endclosing and reporting processes for thetax system.
Further reduce technology supportjeopardizing the maintenance andcontinued use of technology includingincreasing downtime due to computerbreakdowns, increased time to respondto requests from the Mayor, City Counciland the City Manager’s Office, decreasedcompliance with Information Technologystandards, and increased audit findingsrelated to technology and security. Thisreduction would leave one position fortechnical support in the department andincrease the average resolution of thehelpdesk tickets to 4.2 days, greatlyimpacting the department employee’swork processing times.
(88,000)(1.0)
$(819,000)(8.0)
(1,820,000)(14.0 Sworn)
(1,045,000)(6.0 Sworn)
(1,820,000)(14.0 Sworn)
(1,820,000)(14.0 Sworn)
(1,776,000)(14.0 Sworn)
Reduce support for preparing financialstatements. This would impact timelypreparation of financial information andfinancial reports which are a criticalrequirement the City must meet toconform with legal requirements relatedto grants and federal funding, as well asSecurities and Exchange Commission(SEC) filings, continuing disclosure forbond holders, and reporting for bondrating agencies and investors. Delayedor inaccurate financial reporting willhave significant long term financialimplications to the City.Total Finance
FireEliminate one Advance Life SupportEngine Company which provides fullparamedic service to a specificgeographic area. This reduction willhave a negative impact on responsetimes.
Eliminate one Fire Battalion whichprovides supervision for Fire stations andmanages programs and services. Thisreduction would degrade supervisoryspan of control and impact safe andeffective incident management.
Eliminate one Advance Life SupportEngine Company which provides fullparamedic service to a specificgeographic area. This reduction willhave a negative impact on responsetimes.
Eliminate one Advance Life SupportEngine Company which provides fullparamedic service to a specificgeographic area. This reduction willhave a negative impact on responsetimes.
Eliminate one four-person laddercompany which plays a critical role inFire Support and Emergency MedicalService (EMS) incidents. This reductionwould increase response times, causingdelayed Fire ground and EMS activities.
AmountDEPARTMENT Positions
AmountDEPARTMENT Positions
– continued on page 21
Phoenix Budget for Community Review 21
(846,000)(7.0 Sworn)
(907,000)(0.0 Sworn)
$(10,034,000)(69.0 Sworn)
(105,000)(1.0)
(110,000) (1.0)
(81,000)(1.0)
(190,000)(1.0)
$(486,000)(4.0)
Eliminate funding for One and OneRescues. These units are staffed in aneffective manner to stabilize andtransfer patients to hospitals for bothbasic and advanced life support. Thismethod allows Fire response units totreat injured patients and then transferthem to the One and One Ambulance,allowing the Fire response units to stayin service within their area.
Reduce part-time rescue shifts from thecurrent 10 hour shift to 8.5 hour shifts.The use of part-time rescues providesan effective method to cover peak calltimes. This reduction will have anegative impact on response times.Total Fire
Human ResourcesIncrease turnaround times forrecruiting, resume screening, and examproctoring, which will result in delays inthe hiring process, and reduce supportfor the Community Service Fund Drive.
Reduce coaching and counseling,working on labor relations, performinginvestigations, and assisting withorganizational planning, which willresult in slower and fewer servicesbeing available to assigneddepartments.
Delay recruiting efforts, resumescreening, exam proctoring, andinterview assistance, which will result indelayed hiring and decreased ability tokeep pace with an increasinglycompetitive job market.
Reduce oversight of grievances andarbitration, support for the Civil ServiceBoard, work on technology projectsrelated to time and labor, recruiting,and the Family Medical LeaveAssistance program. Increasing thespan of control in the HumanResources Department, will negativelyimpact quality and timeliness for all ofthese activities.Total Human Resources
(80,000)(1.0)
(77,000)(1.0)
(14,000)---
(52,000)---
(11,000)---
(14,000)---
(14,000)---
Human ServicesReduce programs and special interestclass development for senior centercustomers which will result in thereduction of planned activities andfewer seniors benefiting from seniorcenter programing.
Reduce fiscal support services for cashreceipts, trust accounting, and pettycash and change funds which wouldresult in weakening of fiscal controlsand lead to a delay in responding tofiscal related matters.
Reduce Childhelp Children’s Center ofArizona contracted support by sevenpercent which will result in reducedavailable appointments for thecounseling of victims and their families,a proportionate reduction in thenumber of forensic interviewappointments, and a delay in policeinvestigations.
Reduce Central Arizona Shelter Services(CASS) contracted support by sevenpercent which will result inapproximately 325 fewer homelessclients being provided shelter.
Reduce Chrysalis contracted support byseven percent which will result inapproximately 45 fewer women, 11fewer men, and 12 fewer childrenclients receiving domestic violencevictim emergency shelter services.
Reduce Arizona Coalition to End Sexualand Domestic Violence (ACESDV)contracted support by seven percentwhich will result in increased wait timefor service through the CentralizedScreening line, which may impact avictim’s safety, and a reduction inhousing services that will increase thenumber of clients exiting shelter intounstable housing situations.
Reduce Central City Alcohol ReceptionCenter (CCARC) contracted support byseven percent which will result in anestimated reduction of 126 individualsprovided with detox services and 980fewer individuals receiving crisisstabilization services.
AmountDEPARTMENT Positions
AmountDEPARTMENT Positions
– continued on page 22
Phoenix Budget for Community Review22
(60,000)(1.0)
(969,000)(12.0)
$(1,291,000)(15.0)
(120,000)(1.0)
(23,000)---
(357,000)(3.0)
(138,000)(1.0)
(93,000)(1.0)
Reduce assessment, counseling, casemanagement, and supportive services tofamilies, single individuals, and theelderly, which will result in approximately104 fewer clients receiving short-termemergency financial assistance and theelimination of 624 hours of long-termcase management assistance.
Eliminate senior center operations at 4 ofthe 15 senior centers providingcongregate meals, recreational andeducational programming and socialservices to seniors and eligible disabledcity residents. This will result indisplacing more than 57,000 participantsper year and decreased resource andprogramming availability at the remainingSenior Centers.Total Human Services
Information Technology ServicesEliminate support for public Wi-Finetworks at City facilities. This reductionwould eliminate Wi-Fi troubleshootingand support and could result in existingnetworks becoming inaccessible as thetechnology ages.
Eliminate one of three Internet circuitscitywide. This reduction would reducetotal Internet bandwidth and could resultin service impacts to internal and externalusers, including users attempting tomake electronic payments to the City.
Reduce staff support fortelecommunications installation andsupport. This reduction would preventdepartments from completing neededtelecommunications infrastructureinstallations and changes at City facilities.
Reduce internal desktop support. Thisreduction would impact staff’s ability torespond to system issues and couldultimately result in decreased service toresidents.
Reduce maintenance for the RegionalWireless Cooperative (RWC) radionetwork. This reduction would severelydiminish staff’s ability to provide effectivemaintenance to the RWC radio network,which supports regional public safetyoperations and communication.
(77,000)(1.0)
(132,000)---
(74,000)(1.0)
(110,000)(1.0)
$(1,124,000)(9.0)
(243,000)(2.0)
$(243,000)(2.0)
(156,000)(2.0)
Reduce staff support assigned to theService/Help Desk. This reduction wouldresult in longer hold times and increasedcall abandonment for employees inneed of technology assistance andcould negatively impacts staff’s ability torespond to citizens in a timely manner.
Eliminate contracted off-site disasterrecovery services. In the event of a man-made or natural disaster that affectedCity Data Centers, critical City businessapplications could become unavailableand/or unrecoverable.
Reduce internal human resourcessupport. This reduction would impactleave and payroll processing and otherhuman resources duties and could leadto costly payroll errors.
Reduce the development and supportcapacity for department web andinformation systems requests. Thisreduction would impact thedepartment’s ability to support newtechnology initiatives citywide and resultin project delays.Total Information TechnologyServices
Law - CivilReduce internal legal support andrepresentation for Civil Service Boarddisciplinary appeals. This reductionwould create higher workloads andlower levels of legal expertise fordepartments going through disciplinaryappeals processes.Total Law - Civil
Law – City ProsecutorEliminate one of 19 criminal divisionswithin the city court, resulting in delaysin criminal prosecution and negativelyimpacting victims of crime. Thisreduction could also jeopardizecompliance with state mandates relatedto the timeliness of the judicial process.
AmountDEPARTMENT Positions
AmountDEPARTMENT Positions
– continued on page 23
Phoenix Budget for Community Review 23
(541,000)(4.0)
(105,000)(1.0)
$(802,000)(7.0)
(63,000)---
(66,000)(1.6)
(339,000)(7.0)
(182,000)(4.7)
Eliminate City representation in liquorlicense cases, participation in theMisdemeanor Repeat Offender Program(MROP), and other community outreachefforts. This reduction would have anegative impact on the department’sCommunity Prosecution Division.
Eliminate legal staff assigned to the CityArraignment Court. This reduction wouldcause more than 3,000 cases per year togo through additional court proceedings,decreasing efficiency and increasingworkloads for prosecutors, judges, courtstaff, and defense attorneys.Total Law - City Prosecutor
LibraryReduce funding for electronic librarymaterials by 5.1%, including onlinedatabases and e-materials checked outby customers, which would decrease theavailability of e-materials for customers.
Reduce evening library hours at BurtonBarr Central Library on Tuesday throughThursday, changing closing time from9:00 p.m. to 8:00 p.m. This wouldreduce customer access to library servicessuch as College Depot and HIVE businessprograms, reduce for author/speakerengagements, and eliminate the StoriedArizona weekly book signing series.
Reduce evening hours at nine brancheson Tuesday through Thursday, changingclosing time from 8:00 p.m. to 7:00 p.m.This would limit customer access tolibrary services such as homeworkassistance and employment searches, andeliminate eight Storytimes, four FamilyNight programs, one College Depotprogram, and two book clubs.
Reduce hours at Burton Barr CentralLibrary on Tuesday through Thursday,changing opening time from 9:00 a.m.to 11:00 a.m. and changing closing timefrom 8:00 p.m. to 7:00 p.m. This wouldsignificantly limit customer access tolibrary services such as STEM/STEAM andcomputer classes, public computers,
(243,000)(7.1)
(688,000)(10.5)
$(1,581,000)(30.9)
(696,000)(8.0)
(124,000)(2.0)
(197,000)(4.0)
homework assistance, employmentsearches, College Depot, HIVE, andpublic meeting rooms. This would alsoeliminate four Storytimes, fourSTEM/STEAM programs, and eveningspeaker/author engagements and artsprograms. The STEM-based HackerHaven would be reduced from weeklyto monthly.
Reduce morning hours at nine brancheson Tuesday through Thursday, changingopening time from 10:00 am to 11:00a.m. This would significantly reducecustomer access to a variety of libraryservices including homework assistanceand employment searches.
Eliminate one day of service at sixbranches, reducing hours of operationfrom 40 to 32 hours per week. Allprogramming at these branches wouldbe eliminated including Storytimes,STEM, and computer classes, impactingapproximately 1,800 customers perweek. Kids Cafe at Acacia branch, afood bank program serving up to 25meals per day, would also be closed.Total Library
Municipal CourtEliminate two criminal trial courtrooms.This reduction would have a significantnegative impact on the ability of thecourt to meet legal deadlines and wouldresult in costly continuances.
Reduce staff in the Financial ComplianceUnit and Tax Intercept program. Thisreduction will negatively impactcustomer service efforts and delaycollection of City revenue.
Reduce support staff assigned to thefront counter and courtrooms. Thisreduction will negatively impactfrontline customer service and result indelayed filing and retrieving of casefilesand preparation of cases for hearingdockets.
AmountDEPARTMENT Positions
AmountDEPARTMENT Positions
– continued on page 24
Phoenix Budget for Community Review24
(236,000)(3.0)
$(1,253,000)(17.0)
(262,000)(3.0)
(605,000)(8.0)
$(867,000)(11.0)
(108,000)---
(60,000)---
(94,000)---
$(262,000)---
Reduce administrative staff which provideinternal support to the entiredepartment. This reduction wouldincrease workloads on remaining staffand negatively impact the department’sability to complete data analysis andprogramming for technology requests.Total Municipal Court
Neighborhood ServicesReduce graffiti abatement services by18%, which will result in approximately10,000 sites not being cleaned per yearand an increase in response time fromone day to three days.
Reduce standard service area codeenforcement and support resulting in an11% reduction in inspections completedannually, increased response time andincreased case cycle time. Also, customerservice will be reduced by 22% and caseresearch support provided to inspectorswill be delayed.Total Neighborhood Services
Office of Arts and CultureEliminate the city’s share of landscapingmaintenance costs for the Civic Centersite and the Children’s Museum ofPhoenix. This may result in a lessappealing environment and maynegatively impact Phoenix Theatre,Phoenix Art Museum, and the Children’sMuseum operations.
Eliminate the city’s share of the costs forthe preventative maintenance agreementand repair or replacement of securitydevices at the Phoenix Art Museum. Thismay negatively impact museumoperations.
Eliminate city funding for exterior securitypatrols at the Phoenix Art Museum andPhoenix Theatre. This may impactsecurity of the properties and exteriorworks of art, and may negatively impactmuseum and theatre operations.Total Office of Arts and Culture
(40,000)---
$(40,000)---
(68,000)(5.0)
(65,000)(2.3)
(293,000)---
Office of Environmental ProgramsEliminate funding for the illegaldumping and hazardous spill responseprogram. This 24/7 emergencyresponse program operates to respondto hazardous chemical spills whenreported on City right-of-ways and atroad accidents. This reduction wouldimpact the City’s ability to respond tofuture spills and potentially increase therisk of exposure to harmful chemicals.Total Office of EnvironmentalPrograms
Parks and RecreationEliminate all city-sponsored swim anddive teams at all pool locationsimpacting approximately 1,500participants annually, and negativelyimpacting the recruitment and trainingof lifeguards.
Eliminate all city sponsored programs,equipment rentals, community events,and special events at the Rose Moffordand Encanto Sports Complexes.Complexes would be open for usewithout supervision, leading to possibleincreases in criminal activity, acts ofvandalism, graffiti, and homelessactivity. Public restrooms would eitherhave to remain unlocked all night orsecured at the close of the maintenanceshift (2 p.m.). The 16 racquetball courtswould remain unlocked and maybecome sites of transient habitation orcriminal activity.
Eliminate contracted maintenance andjanitorial service at nine major trailheadlocations resulting in Park Rangershaving to open gates and cleanfacilities. In addition this will result in a20% decline in trail patrols, diminishedtrail maintenance, and reducededucational programming and publicoutreach. This will also impact theenforcement of park rules andregulations.
AmountDEPARTMENT Positions
AmountDEPARTMENT Positions
– continued on page 25
Phoenix Budget for Community Review 25
(1,274,000)(12.0)
(1,011,000)(15.0)
(1,197,000)(19.8)
(1,336,000)(23.3)
Reduce community center operatinghours from 65 hours per week to 37hours per week at all 13 locations,eliminating morning and early afternoonservices. New facility operating hours willbe from 3 p.m. to 9 p.m. Mondaythrough Thursday, Friday from 3 p.m. to 6p.m., and Saturday from 8 a.m. to 6 p.m.Senior Centers located within communitycenters would have to open theirlocations without parks staff and seniorsthat participate in classes and programswould not have access to gym, fitnesscenters, and classrooms until 3 p.m.
Reduce neighborhood and communitypark maintenance resulting in a decreasein weekend maintenance from both daysto one, restroom cleaning and emptyingof trash receptacles reduced from daily totwice a week, safety inspections will bereduced from once a week to monthlyand maintenance of basins and miniparks will be decreased from daily tothree times per week. Painting of graffitiand amenity repairs will take twice aslong to resolve. This will result in parksand facilities that are littered, potentiallyunsafe and not aesthetically pleasing tothe public and visitors.
Close eight of eleven year-round and two of two summer-only neighborhoodrecreation/teen centers, resulting in onlythree year-round recreation centers thatwill remain open. Over 300,000participants visit these facilities annually.Services that would be eliminated includefitness programs, arts and crafts, games,social interaction and intramural sportsprograms.
Close 11 of 29 swimming pools, whichwill eliminate swimming lessons andwater safety programs at these locations.Pools would be selected for closure basedon total attendance and proximity tosurrounding pools. Closure of elevenpool will approximately impact over96,000 participants in open swim andaquatic programming.
(512,000)(18.2)
(308,000)(10.3)
(127,000)---
(33,000)---
Eliminate 16 of 42 Phoenix AfterschoolCenter program sites, which provideapproximately 960 kids, ages 6-12, witha safe environment during critical afterschool hours. The PAC programprovides children educationalenrichment, arts and cultural activities,recreation, nutritional education, andcivic and community involvement.Programs would be selected for closurebased on attendance and proximity toother programs.
Eliminate 8 of 26 remaining PhoenixAfterschool Center program sites, whichprovide approximately 480 kids, ages 6-12, with a safe environment duringcritical after school hours. The PACprogram provides children educationalenrichment, arts and cultural activities,recreation, nutritional education, andcivic and community involvement.Programs would be selected for closurebased on attendance and proximity toother programs.
Eliminate City of Phoenix maintenanceoperations at Camp Colley. The camp isowned and maintained by the City ofPhoenix and operated by the non-profitArizona Parks and Recreation Fellowshipin partnership with the Camp ColleyFoundation. The camp offers structured,supervised recreation opportunities toapproximately 1,350 youth annually.This reduction will require themaintenance costs to be absorbed bythe Camp Colley Foundation or theArizona Parks and RecreationFellowship, or the camp will close.
Reduce contracted operating costs atTres Rios. This will result in a reductionin landscape maintenance in therecreational areas in the over bankwetlands. General trail and landscapemaintenance will not be provided andvegetation on the irrigation system willno longer be watered. This will result inovergrowth of some plant species andothers will perish.
AmountDEPARTMENT Positions
AmountDEPARTMENT Positions
– continued on page 26
Phoenix Budget for Community Review26
(115,000)(1.0)
$(6,339,000)(106.9)
(111,000)(1.0)
(85,000)(1.0)
(85,000)(1.0)
$(281,000)(3.0)
Eliminate Parks and Recreation sponsoredneighborhood events, communitycleanups, and health fairs for the WestPhoenix Revitalization Area. This wouldalso reduce recreational programming atthe Desert West Community Center andstaff would no longer be able to monitorthe skate park, which could result inincreased vandalism and graffiti.Total Parks and Recreation
Planning and DevelopmentReduce support to the Village PlanningCommittee program, limiting the abilityto contribute to Long Range planningspecial projects and outreach efforts,lengthen the rezoning entitlement processand delay construction projects, delaydevelopment of text amendments, andincrease the time it takes staff to respondto resident inquiries about newdevelopment in their communities.
Slow determination of equivalency zoningfor annexation requests, diminish thetimeliness of research and the preparationof presentations for Village Planningmeetings and eliminate the staff supportprovided to the fifteen Village PlanningCommittees and the public. It will alsoimpede the implementation of ReinventPHX and impact the ability to meet publichearing deadlines for appeals to theDesign Review Committee.
AdministrationEliminate remaining technology supportfor the Planweb software, used fortracking zoning adjustments and zoningapplications throughout the process.Additionally, information from Planweb isused to prepare reports on zoning casesand provides automated zoninginformation including: sketches,stipulations, letters, and notificationswhich are used for hearings.Maintenance of Planweb would belimited to major issues, which could resultin delays or reduced service levels.Total Planning and Development
(6,724,000)(56.0 Sworn)
(4,894,000)(45.0 Sworn)
(2,241,000)(18.0 Sworn)
(961,000)(8.0 Sworn)
$(14,820,000)(127.0 Sworn)
Eliminate seven Crime Suppression –Neighborhood Enforcement Teams(NET) Squads at each of the sevenprecincts. This reduction would impactthe department’s critical crimesuppression and community basedpolicing efforts across the City. Thisreduction represents roughly 1/3rd of allNET Squads within the department.
Eliminate sworn personnel assigned topatrol functions at each of the sevenprecincts. This reduction would impactthe department’s critical crimesuppression and community basedpolicing efforts across the City.
Eliminate Community Actions Officers(CAO) at each of the seven precincts.This reduction would impact thedepartment’s community based policingand reduce its responsiveness to qualityof life issues within neighborhoods.This reduction represents roughly halfof the CAO’s within the department.
Eliminate the Violent Crimes Bureau’sHIKE Unit which specializes in theinvestigation of violent home invasions,kidnappings, and extortion cases. Thisreduction would shift resources toexisting violent crime detectives andcripple the department’s ability topartner with Federal, State and otherlocal law enforcement agencies onthese types of crimes.Total Police
PoliceBecause the City is currently in receipt of a $5 millionCOPS Hiring Grant, the City is required to avoidsupplanting police officer hiring. In the event thatsworn positions are eliminated during the grantperiod, the COPS office could determine that the Cityis in violation of the grant’s funding requirements andrequire that the City reimburse the COPS office forany funds expended at that time and relinquish allunspent grant allocations for reprogramming to otheragencies in need of the resources. Any fundsreimbursed to the COPS Office could be taken out ofthe existing fund balance or achieved throughadditional reductions.
AmountDEPARTMENT Positions
AmountDEPARTMENT Positions
– continued on page 27
Phoenix Budget for Community Review 27
(250,000) ---
$(250,000)---
(120,000)-
$(120,000)---
(74,000)(1.0)
(78,000)(1.0)
(82,000)(1.0)
Public DefenderReduce funding for Court-appointedAttorneys, litigation contracts, and JailCourt contracts in the department. Thisreduction will adversely impact thedepartment’s ability to contract withqualified attorneys, which will reduce thequality of legal representation provided tothe indigent defendants in PhoenixMunicipal Court.Total Public Defender
Public TransitReduce the Alternative Transportation –Senior Center Shuttle program thatprovides transportation to eligibleparticipants to and from 15 City ofPhoenix Senior Centers by seven percent,which may result in freezing programmembership and restricting the numberof individual and groups trips that may betaken by current members. As a result,members would be required to obtaintheir own mode of transportation to andfrom the center once their limit has beenmet each month.Total Public Transit
Public WorksReduce oversight and field assessmentneeded to evaluate facilities for thedeployment, installation, service andmaintenance of electronic security andFire/Life Safety systems.
Reduce staff support for the PoliceDepartment’s motorcycle fleet. Thisreduction would have a negative impacton the Police Department’s ability toprovide traffic enforcement and otherservices provided by motorcycle officers.
Reduce supervisory support to thecommunications security team whomanages the 24/7 monitoring of fire/lifesafety, intrusion, card access and localfield CCTV cameras for 400 city facilities.This reduction would have a negativeimpact on supervision of staff andcontractors, delay projects and increaseworkloads for existing staff.
(132,000)(2.0)
(205,000)(3.0)
(41,000)(1.0)
$(612,000)(9.0)
(151,000)---
(851,000)---
$(1,002,000)---
$(43,567,000)(237.8 Civilian)(196.0 Sworn)(433.8 Total)
Reduce maintenance support for Policevehicles at two substations. Thisreduction would have a negative impacton the Police Department’s ability tokeep patrol cars operational and couldultimately lead to increased responsetimes.
Reduce maintenance support for variousFire Department apparatus. Thisreduction would have a negative impacton the Fire Department’s ability to keepfire apparatus in good working orderand could ultimately lead to increasedresponse times.
Reduce support provided to citywidevehicles. This reduction would requirethat work be performed by an outsidecontractor and could result in highercost and delays which would negativelyimpact customer service across theentire organization.Total Public Works
Street TransportationEliminate funding for watering offreeway landscaping on ADOT right-of-ways in Phoenix city limits. The City willno longer water vegetation locatedalong the ADOT freeway right-of-waysoutside of the freeway corridors as percurrent Inter-Governmental Agreement(IGA), resulting in dead vegetation andblighted areas along the ADOT freewayright-of-ways outside of the freewaycorridors.
Eliminate funding for watering oflandscaping within the freeway soundwalls in Phoenix city limits. The City willno longer water vegetation locatedalong the freeway corridors as percurrent Inter-Governmental Agreement(IGA), resulting in dead vegetation andblighted areas in Phoenix.Total Street Transportation
Total Proposed Reductions
AmountDEPARTMENT Positions
AmountDEPARTMENT Positions
Phoenix Budget for Community Review
CAREFREE HWY.
JOMAX
JOY RANCH
DOVE VALLEY
CLOUD RD.
JOMAX
C.A.P.
PINNACLE PEAK
BETHANY HOME
MISSOURIBETHANY HOME
THOMASTHOMAS
OSBORN
BUTLER BUTLER
VAN BUREN
BASELINE
OSBORN
THUNDERBIRD
GREENWAYBELL
DUNLAP
NORTHERN
CACTUS
MOUNTAIN VIEW
GLENROSA
NORTHERN
CAMELBACK
INDIAN SCHOOL
McDOWELL
McDONALD
OAK
McDOWELL
VAN BUREN
BUCKEYE
BUCKEYE
BROADWAY
I-10MCDOWELL
I-10
RAYESTRELLA
ELLIOT
BASELINE
DOBBINS
SOUTHERN
PECOS
INDIAN
RESERVATION
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SALT RIVER
City of PhoenixCouncil membersand districtboundaries Mayor Greg Stanton
Thelda Williams602-262-7444
[email protected] Waring
Daniel Valenzuela602-262-7446
Laura Pastor602-262-7447
Michael Nowakowski602-262-7492
Sal DiCiccio602-262-7491
Bill Gates602-262-7441
Vice Mayor Kate Gallego
The city of Phoenix fully endorses and supports the concept of equal business and employment opportunities for all individuals,regardless of race, color, age, sex, religion, gender identity or expression, national origin, disability, or sexual orientation.For more information, alternative format or reasonable accommodations, call 602-262-4805/voice or 7-1-1 Relay.
2,000/March 2016
