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Phoenix Budgetfor Community Review

As recommended to the City Council and the residents of Phoenix for fiscal year 2014-15 by the City Manager

2014-15 City Manager’s Trial Budget Proposes Matching Revenues to Expenses

Through Efficiencies and Service Reductions

– continued on page 2

The City Manager’s Trial Budget begins thecommunity budget process and is presented toresidents, the Mayor, City Council and employees in aseries of public hearings in April. The input fromresidents at the Community Budget Hearings is animportant step in developing the city’s budget.

This is a summary of the 2014-15 City Manager’sTrial Budget. Detailed information about theproposed budget can be found at phoenix.gov.

The preliminary status of the 2014-15 GeneralFund Budget presented to the City Council in Januaryindicated a significant budget deficit for 2014-15 inthe range of $26 to $52 million. With more completeinformation and projections, the deficit is nowestimated to be $37.7 million.

Over the last few years, costs to provide GeneralFund services have increased, even while the city has

made great strides to implement efficiencies andreduce costs. In the General Fund, annual pensioncosts have risen more than 47% since 2009-10, or byabout $61 million.

Pension reform measures enacted by Phoenixvoters and the City Council in 2013 will reducepension costs by more than $800 million over 25years. However, over the next few years, annualpension costs will continue to rise, although by lessthan they would have without pension reform.

At the same time, costs for employee health carerose by more than $23 million, or about 24% since2009-10. In one year, from fiscal year 2013-14 to2014-15, insurance to cover work-related injuries willrise by approximately $5 million.

So although the city has seen modest revenuegrowth, it has not grown by enough to coverongoing expenses.

The city must address the projected deficit of$37.7 million for 2014-15 by ensuring ongoingexpenses are covered by ongoing resources. AligningGeneral Fund revenues and expenses requiresdecreasing costs or increasing revenue. The CityManager’s Trial Budget includes $6.5 million inefficiency measures that lower costs withoutimpacting services (see Schedule A on page 5).However, the Trial Budget also includes more than$29 million in service reductions which allow the cityto present a balanced budget as required by the CityCharter.

The proposed service reductions includeapproximately 350 position eliminations, about 250 ofwhich are full-time. No eliminations to police officers orfirefighters are proposed. The complete list of servicereductions is outlined in Schedule B on page 8.

Phoenix Budget for Community Review2

Where Our MoneyComes From

– 2014-15 PROPOSED BUDGET; continued from page 1


The Trial Budget for the General Fund is based onrevenues estimated to be $1.137 billion. Revenueestimates are based on the best economicinformation available and assumes the April 1, 2015sunset of the remaining 1% food tax.

General Fund expenditures, estimated to be$1.175 billion, are made up of four types of costs:

• Employee costs (approx. 81% of the budget).

• Commodity and contractual expenditures (14%).

• Contingency funds used to provide a cashbalance to preserve high financial ratings (4%).

• Investments and capital paid in cash, such astechnology, vehicles and equipment, and buildingrepair (1%).

Because Public Safety/Criminal Justice programscomprise 70% of General Fund operating costs, it isnecessary to include those services in the proposedreductions in order to avoid much more severe servicecuts in other areas. However, the Trial Budget seeksto minimize cuts to the community’s highest priorityand potential reductions to Police and Fire programsrepresent a significantly lower percentage of thereductions.

The proposed budget also assumes that no statelegislative changes are adopted that negatively impactcity sales tax or property tax revenue. The city also

currently is in negotiations with its seven labor units,and this Trial Budget does not reflect any changes tothe existing contracts. It also assumes no newrevenues at this point.

Schedule C on page 18 includes necessaryadditional funding for contracted street landscapemaintenance, and Schedule D on page 18 detailsrecommended changes to non-General Funds.

Throughout April, the Trial Budget will bepresented to Phoenix residents for input atcommunity budget hearings and at additionalhearings at neighborhood and business organizationmeetings, and during a live, online hearing, reflectingthe city’s goal to increase transparency andinvolvement in the budget-setting process.

Following the budget hearing process, the CityManager’s Proposed Budget reflecting communityinput will be presented to the Phoenix City Councilon May 6, and Council action on the budget isscheduled for May 20.

As always, the city welcomes input and feedbackfrom its residents regarding the budget.

Residents can send their comments and questionsabout the proposed budget [email protected], visit phoenix.gov, call 602-262-4800 or via video using Facebook,Twitter or Instagram using #PhoenixBudget.

The city’s budget is made up of threeseparate pieces: enterprise funds, specialrevenue funds and the general fund. Morethan a third of the city’s total budget comesfrom enterprise funds, which include water,wastewater, aviation, solid waste andConvention Center.

With the exception of the ConventionCenter, no tax dollars support enterprisefund programs. Users of these programs payfees that support all the costs associatedwith delivering these services, and thesefees cannot be used for any other purpose.

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General Fund Budgets by Department

Phoenix Budget for Community Review 3

The city of Phoenix launched Phoenix OpenCheckbook, a web application to provide residentswith information about city spending in an onlinewebsite.

The searchable format, available atphoenix.gov/finance and updated monthly, allowscity purchases to be reviewed by department, vendor,and date; and can be downloaded as a report orExcel spreadsheet.

The checkbook-level expenditure information doesnot require users to read through individual contractsand is downloadable for data analysis.

The Phoenix Open Checkbook builds on severalfiscal transparency measures, such as:

• Zero-based budgeting.

• Annual community budget hearings in each CityCouncil district.

• Online access to the Summary, Detail and CapitalImprovement Program budget reports and theComprehensive Annual Financial Report.

• Finance Department “Investor Information”webpage with in-depth financial reports, includinga Financial Condition Report, the city’sComprehensive Annual Financial Report and BondSales Official Statements and Continuing

Disclosures.

• The City Council approved a plan to redesign thephoenix.gov webpages using responsive webdesign so users can view pages on smart phones,tablets, laptops, desktop computers and all otherweb-enabled devices. The new design will beavailable in mid-2014.

• The Budget and Research Department redesignedthe department’s website, phoenix.gov/budget tomake it more user-friendly and transparent.

• All Phoenix City Council meetings and subcommitteemeetings are televised live on PHX 11, phoenix.govand the city’s Facebook page. Meetings arearchived on phoenix.gov and on the city’s YouTubechannel, youtube.com/cityofphoenixaz.

Sunshine Review, a non-profit organizationdedicated to state and local governmenttransparency, recognized phoenix.gov with a 2012Sunny Award for exceeding transparency standardsfor the content it provides to residents. This was thethird year in a row Phoenix received the award and isone of only 214 jurisdictions out of 6,000 reviewedto be recognized.

To view Phoenix Open Checkbook, visitphoenix.gov/finance.

Phoenix Increases Transparency with Online Open Checkbook; Other Measures

Local Sales &Excise Tax

42%

State SharedRevenue

32%

PrimaryProperty Tax

14%

UserFees / Fines

12%

A smaller portion of the budget comes from special revenuefunds, which include local sales tax revenue dedicated for aspecific purpose and federal funds. Public transit and publicsafety are examples of services funded in part by dedicated localsales tax revenue. State-shared gas tax revenue is dedicated tostreet construction and repair. Federal funds support manyservices such as public housing, public transit, public safety andother social services.

The remaining portion of the city budget, about 32 percent in2013-14, is the General Fund. The General Fund is made upprimarily of local sales tax, state-shared revenue, property tax,and various fines and fees. This is where the estimated $37.7million deficit is.

The General Fund finances most basic services, includingpolice, fire, libraries, parks, senior centers and many others.Approximately 32% of General Fund revenue comes from state-shared revenue that can be used for many types of services.

– Where Our Money Comes From; continued from page 2

General Fund Revenue Categories2013 - 14


Community Budget Hearing Schedule

Your Feedbackis Important

We welcome your involvementin setting the city’s fundingpriorities and encourage you toattend a public hearing toprovide your input to the CityCouncil before final decisions aremade.

You do not have to attend thehearing specific to your Councildistrict. You are invited to attendthe hearing that best fits yourschedule. You also can send yourcomments and questions aboutthe proposed budget [email protected],visit phoenix.gov or call 602-262-4800.

In addition, residents may sendcomments and upload videosusing social media such asFacebook, Twitter or Instagramby including #PhoenixBudget inthe post. City staff will search,review and respond to posts andvideos when the hashtag is usedto provide feedback.

After the community's review,the city manager will present arevised proposed budget to theCity Council on May 6, and theCity Council is expected to makea decision on the budget on May20. Formally, the Mayor and CityCouncil will consider finaladoption of a budget-balancingplan on June 18. The approvedplan will take effect July 1, 2014.

Districts 1 and 56 p.m. Tuesday, April 1Helen Drake Senior Center7600 N. 27th Ave.

District 46 p.m. Tuesday, April 1 Phoenix College, Willo Room,(OSS110)3310 N. 10th Ave.

Districts 7 and 86 p.m. Tuesday, April 1Cesar Chavez High School, Cafeteria3921 W. Baseline Road

District 66 p.m. Wednesday, April 2Pecos Community Center,Multipurpose Room17010 S. 48th St.

Districts 2 and 36:30 p.m. Wednesday, April 2Paradise Valley Community Center,Multipurpose Room 17402 N. 40th St.

Districts 6 and 810 a.m. Thursday, April 3Devonshire Senior Center,Multipurpose Room2802 E. Devonshire St.

District 76 p.m. Monday, April 7Santa Maria Middle School,Cafeteria7250 W. Lower Buckeye Road

District 26 p.m. Tuesday, April 8Tramanto Fire Station, Community Room3210 W. Canotia Place

Citywide (Spanish/English)6 p.m. Tuesday, April 8Maryvale Community Center,Auditorium4420 N. 51st Ave.

District 56 p.m. Wednesday, April 9Villa de Paz Elementary School,Cafeteria4940 N. 103rd Ave.

District 86 p.m. Wednesday, April 9Broadway Heritage Center2405 E. Broadway Road

District 16 p.m. Thursday, April 10Goelet A.C. Beuf Community Center,Multipurpose Room3435 W. Pinnacle Peak Road

Districts 4 and 86 p.m. Thursday, April 10Phoenix Children’s Hospital,Rosenburg Building, Cohen Conference Center CambridgeAvenue and 20th Street Parking inCambridge Garage--access fromCambridge Avenue just west of 20thStreet

District 6 6 p.m. Thursday, April 10Madison School District,District Office Board Room5601 N. 16th St.

Districts 3 and 57:30 a.m. Tuesday, April 15Sunnyslope Community Center802 E. Vogel Ave.

Districts 4 and 76 p.m. Wednesday, April 16Phoenix Art Museum, Singer Hall1625 N. Central Ave.

Citywide: Online with Mayor GregStanton and City Manager Ed Zuercher7 p.m. Tuesday, April 22Join the conversation live online at:phoenix.govFacebook.com/cityofphoenixInstagram.com/cityofphoenixazTwitter.com/cityofphoenixaz#[email protected] on PHX 11 or Cox Cable

Phoenix Budget for Community Review

DEPARTMENT

Budget and Research1. Replace existing budget software maintenance contract with support provisionin new budgetary system contract. This reduction results in no upgrades ortechnical support for current budget software but does not present risk in the city’s ability to produce timely budget information. Also, due to increased usage ofelectronic budget documents accessed on the web, reduce the amount of printedbudget books by 22%. Total

City Clerk and Elections1. Implement organizational review changes resulting from collaboration with theInformation Technology Department to consolidate technical support staff. Total

City Manager’s Office1. Allocate contractual funding for innovation and efficiency initiatives andeliminate the vacant Chief Innovation Executive position. Total

Community and Economic Development1. Fund a Project Manager Position to the Solid Waste Fund for a sustainabilityproject at the landfill. This will allow the Solid Waste fund to utilize this position toensure success for this critical special project. Also, reduce training and advertisingcosts. Total

Emergency Management1. Reduce contractual service expenditures for the Emergency Operations Center(EOC), requiring evaluation of alternate measures to ensure information is sharedefficiently with other government agencies during times of crisis. Total

Environmental Programs1. As part of organizational review changes, downgrade a vacant EnvironmentalPrograms Coordinator position in the Air Quality Program to an EnvironmentalQuality Specialist. Total

Finance 1. Eliminate remaining Business Intelligence System consulting funds, relying onexisting employees.

AmountPositions

5


2013-14

Schedule A2013-14 and 2014-15

GENERAL FUND PROPOSED DEPARTMENTAL EFFICIENCIES

Total2014-15

$------

$------

$------

$------

$------

$------

$------

$------

$------

$------

$------

$------

$------

$(98,000)---

$(98,000)---

$(91,000)(1.0)

$(91,000)(1.0)

$(161,000)(1.0)

$(161,000)(1.0)

$(94,000)---

$(94,000)---

$(2,000)---

$(2,000)---

$(17,000)---

$(17,000)---

$(20,000)---

$(98,000)---

$(98,000)---

$(91,000)(1.0)

$(91,000)(1.0)

$(161,000)(1.0)

$(161,000)(1.0)

$(94,000)---

$(94,000)---

$(2,000)---

$(2,000)---

$(17,000)---

$(17,000)---

$(20,000)---



6

2. Eliminate printed forms and reduce stock for payroll and W-2s through theincreased use of technology and reduced office supplies.

3. As a result of payroll processing efficiency actions in the department,reduce payroll staff.Total

Fire 1. Reduce funding for various contractual and commodity line items as aresult of efficiencies identified by the Department.

2. Reduce the inventory of Mobile Computer Terminals (MCT’s) available foremergency replacement.

3. As a result of organizational review and efficiencies identified by thedepartment, reduce part-time administrative support in the Human Resourcessection. Total

Human Resources 1. As part of efforts to ensure appropriate alignment of funding and costs,reassign funding of staff support of employee benefits administration toMedical Expense Reimbursement Program Trust Fund. Total

Information Technology Services1. As a result of organizational review and department efficiencies, reduceexisting technology and network costs with no impact to services. Total

Municipal Court1. Reduce number of days jury trials are held by combining the Friday docketinto the rest of the week. Daily operations will not be significantly impacted. Total

Parks and Recreation1. Increased efficiency in water usage due to ongoing implementation ofirrigation control technology.

2. Leasing of Municipal Stadium to Arizona State University (ASU). Alloperating and capital costs will be the responsibility of ASU following the2014 spring training season. All community baseball use at this facility willcease and transfer to the Papago Baseball Facility. Total

AmountPositions

2013-14 2014-15 Total$(10,000)

---

$(53,000)(1.0)

$(83,000)(1.0)

$(684,000)---

$(100,000)---

$(25,000)(0.3 civilian)

$(809,000)(0.0 sworn)(0.3 civilian)

$(244,000)---

$(244,000)---

$(279,000)---

$(279,000)---

$(42,000)---

$(42,000)---

$(500,000)---

$(24,000)(0.5)

$(524,000)(0.5)

$(10,000)---

$(53,000)(1.0)

$(83,000)(1.0)

$(484,000)---

$------

$(25,000)(0.3 civilian)

$(509,000)(0.0 sworn)(0.3 civilian)

$(122,000)---

$(122,000)---

$(279,000)---

$(279,000)---

$(42,000)---

$(42,000)---

$(500,000)---

$(24,000)(0.5)

$(524,000)(0.5)

$------

$------

$------

$(200,000)---

$(100,000)---

$------

$(300,000)(0.0 sworn)(0.0 civilian)

$(122,000)---

$(122,000)---

$------

$------

$------

$------

$------

$------

$------



7

Planning and Development1. As part of efforts to ensure appropriate alignment of funding and costs,transition a position acting as the telecommunication liaison andadministrator for on-call plan review, and a position that updates the LandInformation System used by KIVA to create permits, to the DevelopmentServices Fund. Total

Police 1. As a result of collaboration between Municipal Court, Police and theProsecutor’s Office, a procedural change may assist in prosecuting DomesticViolence cases while also reducing Police Overtime. The reduction in PoliceOvertime of approximately $670,000 is offset by the addition of twopositions in the Prosecutor’s Office.

2. As a result of organizational review and internal efficiencies, eliminatecivilian support positions throughout the department.

3. Reduce mileage reimbursement and vehicle maintenance costs by changingthe department’s vehicle take-home policy. Total

Public Transit 1. Additional cost savings from Senior Shuttle Program outsourcing.

Total

Public Works 1. As part of the City’s ongoing efficiency efforts, a recent analysis of theCity’s vehicle fleet revealed that the sale of underutilized vehicles in variousdepartments would result in additional General Fund revenue in 2014-15.

2. As a result of organizational review and internal efficiencies, eliminate various administrative support positions throughout the department. Total

Street Transportation1. As part of efforts to ensure appropriate alignment of funding andcosts, internally charge various CIP projects and other departments foruse of horticulturist services. Total

Total Efficiencies

2013-14 2014-15

AmountPositions

Total

$(160,000)---

$(160,000)---

$------

$------

$------

$------

$------

$------

$------

$------

$------

$------

$------

$(582,000)------

$(161,000)---

$(161,000)---

$(500,000) 2.0

$(1,236,000) (24.9 civilian)

$(535,000) ---

$(2,271,000) (0.0 sworn)

(22.9 Civilian)

$(641,000)---

$(641,000)---

$(374,000) ---

$(483,000) (6.0)

$(857,000) (6.0)

$(40,000) ---

$(40,000) ---

$(5,952,000) (0.0 Sworn) (32.7 Civilian)

$(321,000)---

$(321,000)---

$(500,000)2.0

$(1,236,000)(24.9 civilian)

$(535,000) ---

$(2,271,000) (0.0 sworn)

(22.9 civilian)

$(641,000)---

$(641,000)---

$(374,000) ---

$(483,000) (6.0)

$(857,000) (6.0)

$(40,000) ---

$(40,000) ---

$(6,534,000) (0.0 Sworn) (32.7 Civilian)


$(19,000)---

$(55,000)(1.0)

$(32,000)(1.0)

$(251,000)(5.0)

$(120,000)---

$(120,000)---

$(135,000)(1.0)

$(135,000)(1.0)

DEPARTMENT

Budget and Research1. Eliminate a position that conducts detailedbudget reviews and operational research. Thiswill hinder efforts to increase transparencyand negatively affect the ability to thoroughlymanage costs, identify savings and conductresearch studies to improve operations andincrease efficiency. Total

City Auditor1. Reduce audits, program evaluations, andsimilar assignments by twelve major studiesper year. As with all reductions to audits, thisincreases the risks to the City and reduces theability to improve financial controls or toidentify fraud, waste and abuse.Total

City Clerk and Elections1. Reduce operating hours at the RecordsCenter and increase wait times at the City Hall15th floor customer service counter. Inaddition, this reduction would delay responsesto public records requests.

2. Eliminate floor to floor US mail andInteroffice mail delivery to Phoenix City Halland the Calvin Goode Building. This reductionwould decrease productivity and customerservice in various departments as it wouldrequire departments to assign existing staff todrop off and pick up mail at a central locationin each building.

3. Close the Rapid Copy Center which wouldresult in all printed materials, including weeklycouncil agendas and packet information,being printed offsite at the main print shopand delivered to City Hall the next businessday. The ability to add late items to theagenda or packet would be negativelyimpacted, and copies of council agendas and

$(135,000)(1.0)

$(135,000)(1.0)

$(215,000)(2.0)

$(215,000)(2.0)

$(67,000)(1.0)

$(41,000)(1.0)

$(37,000)(1.0)

AmountPositions

packets would be delayed from Thursdaydistribution to Friday.

4. Eliminate Saturday early voting and theSaturday prior to election day at votingcenter sites. Early voting would still beavailable at City Hall during business hoursand voting centers would still be open onthe Monday prior to election day. Thiselimination will reduce the flexibilityindividuals have to vote.

5. Elimination of off-site mail delivery andpickup. This reduction would decreaseproductivity and customer service in variousdepartments as it would requiredepartments to assign existing staff to dropoff and pick up mail at a central location ineach building.

6. Reduction of printing services. Thisreduction would increase turnaround timefor print jobs for projects needing shortturn-around times, and thus could increasecosts if outside printing services are used. Total

City Council 1. Reduce Council Office budgets forcommunity outreach and constituentservices. Total

City Manager’s Office 1. Eliminate coordination of the CitywideVolunteer Program. This cut wouldconstrain the City's ability to recruit andutilize volunteers in service delivery, whichhelps keep costs down while enabling thecommunity to contribute time and work toimportant programs. Total

AmountPositions

8


Schedule B2014-15

GENERAL FUND PROPOSED REDUCTIONS TO

SERVICES


$(80,000)(1.0)

$(41,000)(1.0)

$(27,000)0.3

$(52,000)(1.0)

$(70,000)(1.0)

$(73,000)(1.0)

$(181,000)(2.0)

$(68,000)(1.0)

$(105,000)(1.0)

Community and Economic Development 1. Reduce funding used to conduct economic development studies like redevelopmentplanning studies, market data trends anddeveloping economic forecasts. This wouldlimit staff’s ability to timely respond to CityCouncil requests for this information.

2. Eliminate an administrative positionresponsible for oversight of departmentcontract compliance, legislative review,procurement, public records requests andinternal and external audits.

3. Reduce administrative support for the SisterCities International Program internshipactivities. Total

Equal Opportunity1. Reduce support staff in the Small andDisadvantaged Business Enterprise (S/DBE)certification program. This reduction wouldresult in higher level staff taking on moreadministrative duties and delay turnaroundtime for S/DBE application processing.

2. Further reduce support staff in the City’sS/DBE program, which would extendturnaround time for application processing andresult in an increased risk of noncompliancewith federal regulatory requirements. If theCity is found to be non-compliant, federaltransportation funding could be jeopardized.

3. Reduce funding to administer the S/DBEGoals Compliance program which monitors theparticipation of S/DBEs in City and federally-funded construction subcontracting andcontracting opportunities. This would result inlonger response times to resolve contractorconcerns, reduced program oversight andreporting, and fewer business forums to solicitcommunity feedback. Total

Finance 1. Reduce tax enforcement field inspections toidentify unlicensed businesses and decreaseidentification of non-compliant businessactivities.

AmountPositions

$(95,000)---

$(125,000)(1.0)

$(60,000)(1.0)

$(280,000)(2.0)

$(72,000)(1.0)

$(66,000)(1.0)

$(136,000)(1.0)

$(274,000)(3.0)

$(61,000)(1.0)

2. Reduce accounting support, decreasinginternal controls for daily cash and bankingreconciliation; and eliminate funding formailing Notice of Violation paymentreminders, potentially decreasing revenue.

3. Reduce and reclassify accounting staff inaccounts payable section, delaying theprocessing of payments.

4. Further delay tax enforcement fieldinspections to identify unlicensed businessesand decrease identification of non-compliantbusiness activities. This reduction is offset bypart time staff added in the City ClerkDepartment to continue posting liquor licensenotification signs.

5. Reduce support for inputting tax form data,resulting in a delay in recording tax receiptinformation and reporting monthly revenue,fewer taxpayer education classes, and lessstaff time for enhanced compliance programs.

6. Significantly delay the invoicing ofcustomers for centrally billed services, reduceinternal controls, and potentially impact themonthly and annual financial closingprocesses.

7. Reduce administrative support services,reducing customer service and delayingpayments to vendors.

8. Reduce tax collection support, delayingresponding to taxpayer’s requesting assistanceand requiring eligible delinquent accounts beassigned to a collection agency.

9. Further reduce tax enforcement fieldinspections to identify unlicensed businessesand decrease identification of non- compliantbusiness activities.

10. Reduce tax collection support staff,decreasing the department’s ability tosupervise remaining staff and respond totaxpayer requests for assistance.

AmountPositions

9


Phoenix Budget for Community ReviewAmountPositions

AmountPositions

10

11. Reduce accounting support, reducingdetailed reviews, timeliness of adjustmentsand accuracy of financial reports.

12. Reduce administrative support in the RealEstate section, resulting in a reduction ofinternal service levels, and slowing processingof procurements and real estate transactions.Total

Fire 1. Reduce clerical support in the ResourceManagement Section. This will increaseresponse times for delivery of supplies to firestations.

2. Reduce staff support in the ResourceManagement Section. This reduction couldcreate backlogs in the delivery of importantsupplies throughout the department.

3. Reduce accounting support in the FiscalManagement Section. This will increaseprocessing time for payments to vendors.

4. Reduce funding for Part-Time Rescue/Adaptive Response units that provide patienttransportation during peak hours. Thisreduction could impact response times inareas of the city with high call volume.

5. Eliminate the Fire Prevention Section whichis part of the Fire Prevention GeneralInspection Program. The loss of this sectionwould result in drastic reductions in fire codeinspections for new and existing buildings,code compliance inspections for general andbusiness/occupancy inspections and fire codeenforcement. This reduction would alsoeliminate permitting for barrier fencing incommercial occupancies and the Pool SafetyProgram.

6. Eliminate the Crisis Intervention Programwhich would result in the Department nolonger providing support and grief counselingto victims of tragic fire and medical events. Inaddition the department would lose the abilityto support the Phoenix Police Departmentwith domestic violence calls, after hoursupport of the Family Advocacy Center and

participation in the pilot Strangulation Programthrough the Criminal Justice CoordinatingCommittee. This program also providescustomers with referrals to valuablecommunity resources.

7. Eliminate the Special Operations Section ofthe Fire Emergency Medical Services andHazardous Incident Response Program. Thissection is responsible for the training andcertification of our special operations responseunits. This includes our response to hazardousmaterials and technical rescue incidents. Theelimination of this section would create a voidin the required training programs necessary tokeep our special response teams certified. Total

Government Relations 1. Eliminate funding for business travelnecessary to maintain strong communicationsand information sharing with other cities andwith other levels of government. Also reducesthe city’s ability to communicate importantneeds to federal agencies and delegationsinvolved in allocating grant funds to critical cityprograms. Total

Human Resources1. Reduce support for the Employee Driver’sTraining Academy (EDTA). This will increase theturn-around time for driving recordbackground checks and other new employeehire associated responsibilities, and decreaseinternal service.

2. Reduce support for the labor relationsprogram. This reduction will result in processdelays, and the elimination of citywidegrievance tracking that will diminish the abilityto identify trends for proactive intervention.

3. Reduce pay and leave auditing, employeetraining support, and decrease internalcontrols.

$(84,000)(1.0)

$(49,000)(1.0)

$(891,000)(11.7)

$(55,000)(1.0 civilian)

$(63,000)(1.0 civilian)

$(48,000)(1.0 civilian)

$(45,000)---

$(1,940,000)(19.0 civilian)

$(695,000)(3.0 civilian)

$(552,000)(1.0 civilian)

$(3,398,000)(0.0 sworn)

(26.0 civilian)

$(192,000)(1.0)

$(192,000)(1.0)

$(68,000)(1.0)

$(68,000)(1.0)

$(76,000)(1.0)


Phoenix Budget for Community ReviewAmountPositions

4. Reduce support to departments participatingin the shared human resources services. Thisdecrease will reduce personnel advice todepartments in such areas as City HR policies,grievance support, safety concerns, andinvestigation of employee misconduct, whichincreases risks of injury, lawsuits, and operationalissues.

5. Reduce support to human resources data entryand internal controls. This will increase theprocessing time and potential errors in employeeabsence audits, on performance and meritreviews, unemployment claims, disability claims,and child support documentation.

6. Reduce eligibility verification and auditing ofemployee benefits. This could increase risks offraud, waste and abuse which increases Citycosts.

7. Reduce clerical support of citywide recruitingand compensation services. This decreasesinternal services and overall citywide efficiency bydelaying recruitment processes and requests tofill vacant positions.

8. Eliminate the Language Education andDiversity Sensitivity (LEADS) program, which willalso eliminate the foreign language customerservice certification program. Also reduces overallability to provide employee training. Total

Human Services 1. Reduce contracts monitoring support.This decrease will reduce oversight anddelay the timely implementation of thedepartment’s contracts with outsideagencies involved in delivery of importantservices to seniors and other HumanServices clients.

2. Reduce fiscal support to the SeniorServices Division which will weakendepartmental financial controls andreporting.

3. Reduce coordination of the HumanServices volunteer program. This reductionmay reduce volunteer hours in support ofcritical community programs such as seniorservices, Heat Relief Network, COMFORT,and Earned Income Tax Credit Campaign.

4. Reduce customer service support at FamilyService Centers. This reduction wouldincrease the workload for case workers andresult in significantly fewer families served.

5. Reduce food assistance funding tolocal food banks by 33 percent; whichbrings the total funding to half of theoriginal amount, in-line with the 50%reduction to the Temporary EmergencySales Tax on Food.

6. Reduce technology improvements atSenior Centers, decreasing the numberof planned Wi-Fi installations.

7. Reduce senior programs by 50%,significantly decreasing entertainmentand class opportunities for seniors.

8. Reduce funding for Local AlcoholReception Center (LARC). This reductionwill decrease detox services by 180participants and crisis stabilizationservices to 1,400 individuals.

9. Reduce funding to Central ArizonaShelter Services (CASS) contract whichwill result in 400 less homeless clientsreceiving services.

10. Reduce case management services,which will result in 104 fewerparticipants receiving short termemergency financial assistance and 624fewer hours of long-term casemanagement services for clients in need.

11. Close three senior centerseliminating meals, recreational andeducational programming, and socialservices to seniors and disabled residents.It could be very challenging for theremaining Senior Centers to absorbclients from the closed centers. Total

$(141,000) (3.0)

$(63,000)---

$(67,000)---

$(77,000)---

$(20,000)---

$(74,000)---

$(65,000)(1.0)

$(670,000)(11.0)

$(1,398,000)(18.0)

AmountPositions


$(105,000)(1.0)

$ (68,000)(1.0)

$(83,000)(1.0)

$(62,000)(1.0)

$(115,000)(1.0)

$(645,000)(8.0)

$(59,000)(1.0)

$(81,000)(1.0)

$(81,000)(1.0)

11


Information Technology Services 1. Reduce IT Enterprise Architectureservices, which would hinder thedepartment’s ability to manage enterprisearchitecture compliance efforts and wouldrequire that more costly externalprofessional services contracts be procuredon an as-needed basis in the future.

2. Reduce IT administrative and desktopsupport throughout the department. Thisreduction will also impact the department’ssupport of client departments and result insignificantly reduced turnaround times.

3. Reduce technology project managementservices, which reduces the City’s ability toimplement important technology projects.

4. Halt Customer Care and Billing (CC&B)report development for the Water andPublic Works departments. This reductionwould dramatically reduce thedepartment’s ability to provide enterprisesupport to the CC&B environment andnegatively impact Water and Solid Wastecustomers.

5. Discontinue Fire VHF Radio CommunicationsSystem support. This reduction would eliminatestaff support of the Fire VHF System and wouldresult in the loss of control standards and asevere compromise of site security.

6. Completely eliminate Delphi and WebLogicsupport for applications used by Streets, PublicWorks and Water Services. This reductionwould require more costly outside consultingservices for any changes to WebLogicapplications in the future and would negativelyimpact contractors that need access to Cityinformation.

7. Eliminate staff that supports the City’sHuman Resource System (eChris). Thisreduction would limit the City’s ability toimplement automation projects that improveefficiency or utilize the system’s fullfunctionality. Any future project needs to beconducted by outside consultants and fundedseparately.

8. Limit changes to the GIS environment tomaintenance updates and basic changes. Thisreduction would require that major GISprojects be funded separately and conductedby outside consultants. This reduction wouldalso impact contractors who need access toaccurate map data for right of way projects.

9. Significantly reduce maintenance for theRegional Wireless 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. Total

Law - Civil1. Reduce internal legal support andrepresentation to several internal departmentsincluding Neighborhood Services and FinanceDepartment. This reduction will require theremaining staff to absorb the additionalworkload.

2. Reduce internal administrative staffresponsible for supporting multiple attorneys.This reduction could have an adverse impacton the timely and accurate processing ofinformation related to civil cases.

3. Further reduce administrative support staffto the Civil Division. This reduction couldnegatively impact the timely processing oflegal casework and inefficiently increaseadministrative responsibilities for attorneys. Total

Law – City Prosecutor1. Eliminate staff responsible for providingcomplex legal advice and representation,as well as key managerial oversight. Thisreduction would negatively impact theday-to-day operations of the Prosecutor’sOffice.

2. Reduce legal staff assigned to theCommunity Prosecution Division. Thisreduction would severely impact efforts toeliminate blight and crime in troubledneighborhoods.

$(282,000)(2.0)

$(115,000)(1.0)

$(1,836,000)(15.0)

$(182,000)(1.0)

$(50,000)(1.0)

$(66,000)(1.0)

$(298,000)(3.0)

$(182,000)(1.0)

$(160,000)(1.0)


$(85,000)(2.0)

$(191,000)(2.0)

$(468,000)(3.0)

$(148,000)(1.0)

$(115,000)(1.0)

$(148,000)(1.0)

$(284,000)(2.0)

AmountPositions

AmountPositions


3. Reduce case management in the VictimsServices Division. This reduction wouldimpair the department’s ability toadequately support victims of crime,including ensuring victims are able tonavigate the complex judicial system.

4. Reduce internal administrative staffresponsible for supporting multipleattorneys. This reduction could have anadverse impact on the timely and accurateprocessing of information related tocriminal cases.

5. Reduce legal staff assigned to theCommunity Prosecution Division. Thisreduction would not only severely impactefforts to eliminate blight and crime introubled neighborhoods it would alsonegatively impact legal services benefittingthe community.

6. Reduce staff assigned to providecoverage within a courtroom at PhoenixMunicipal Court. This reduction wouldcause immediate delays to the prosecutionof cases and negatively impact crimevictims.

7. Reduce staff responsible for providingkey in-court representation, includingpretrial disposition conferences, jury andnon-jury trials and probation revocationhearings. This reduction could cause delaysin the prosecution of some cases.

8. Reduce administrative staff support in theCommunity Prosecution division. This reductioncould potentially lead to costly delays.

9. Reduce case management in the VictimsServices division. This reduction has thepotential to delay as many as 1,100 cases permonth and negatively impact the quality ofservice offered to victims. Total

Mayor 1. Reduce Mayor Office budgets for communityoutreach and constituent services. Total

Municipal Court 1. Eliminate the sentence monitoring unit.This will require a major shift in operationsforcing the Judge and Bailiff to monitor andenforce their own orders which will slowdown service and create an additional drainupon an already burdened courtroom.

2. Eliminate a City Judge position, whichwould result in reduced service levels andspreading of caseloads across existing staff.

3. Eliminate an information technologyposition assigned to the Court ManagementSystem. This will delay required analysis andprogramming.

4. Eliminate a position within the TaxIntercept program. Although service levelswill decrease, there will be little to nonegative revenue impact associated with thisreduction.

5. Eliminate a position within the CustomerService Division. This reduction will increasewait times for customers waiting to checkinto court and making payments in person.

6. Eliminate a position responsible foradministration of the Court’s DefensiveDriving Program. This reduction could reducethe effectiveness of this program and wouldcompromise the level of customer serviceprovided.

7. Eliminate a position that provides criticalbudgetary and procurement duties withinInformation Systems and Technology Division.This reduction would eliminate daily budgetmonitoring and increase purchasing timelineswhich could result in delays.

8. Reduce the number of hours the callcenter is open to the public from nine hoursper day to four hours per day. This changewould adversely impact customers resultingin increased call wait times, delayed recorddelivery to courtrooms and create a backlogin case file creation and filing.

$(261,000)(4.0)

$(246,000)(1.0)

$(86,000) (1.0)

$(48,000) (1.0)

$(50,000) (1.0)

$(79,000) (1.0)

$(70,000) (1.0)

$(200,000) (4.0)


$(90,000)(1.0)

$(86,000)(1.0)

$(160,000)(1.0)

$(158,000)(2.0)

$(113,000)(1.0)

$(60,000)(1.0)

$(76,000)(1.0)

$(1,085,000)(10.0)

$(58,000)---

$(58,000)---

AmountPositions

AmountPositions

13


9. Eliminate a position responsible for contract administration of the seven vendors performing external collection services. Lack of contract monitoring may adversely impact revenue.

10. Close a courtroom in the Civil Division andeliminate four positions, which will result inbacklogs in processing defendants, lesseffectiveness in handling cases and increase thetime a defendant waits until a hearing isscheduled.

11. Reduce courtroom operations support inthe Criminal Division by eliminating twopositions. This reduction would reducecustomer service levels and add more cases toexisting courtrooms.

12. Close a courtroom in the Criminal Divisionand eliminate three positions. This will result inadding more cases to existing courtroomsmeaning the Court must schedule cases furtherinto the future reducing the percentage ofcases adjudicated timely.Total

Neighborhood Services 1. Eliminate funding for two contracted staff,resulting in a 14% reduction in graffiti removalor over 10,000 fewer sites cleaned each yearcitywide. This would increase the averagecomplaint based graffiti removal response timefrom approximately one day to an estimatedaverage of three days.

2. Eliminate additional positions from theGraffiti Busters program, resulting in anadditional 14% reduction in service or over10,000 fewer sites cleaned per year citywide.

3. Reduce code enforcement support andneighborhood preservation inspections, whichwould significantly increase complaint responsetimes, case cycle times, and delay follow up oncase management inquiries. Quality control andguidance on technically challenging caseswould also be diminished. Total

Office of Arts and Culture 1. Reduce Public Art Program support.This reduction would reallocate duties toexisting staff, adversely impacting staff’sability to complete public art projects.

2. Reduce grant funding for non-profitarts and culture organizations by 18%which would affect the financial health ofarts and culture organizations and theirability to provide services to thecommunity. This cut would compromisethe growth and development of culturalopportunities, which attract residents andbusinesses, and may eliminate the ArtsEducation and Festival grant categories. Total

Parks and Recreation 1. Close two summer neighborhoodcenters. The closure of Barrios Unidos andHoliday neighborhood centers wouldimpact 7,100 user visits during the annualeight week summer program. Thesefacilities provide youth ages 7-17 a placeto participate in recreational programs.

2. Eliminate supervised activities at theRose Mofford and Encanto SportsComplexes. This reduction increases therisk of vandalism due to the complexhaving to remain open similar to flatlandparks. All programs, equipment rentals,community events, and partnershipswould also be eliminated. These facilitieslogged over 200,000 visits annually.

3. Close Telephone Pioneer Pool. Thisclosure would impact approximately 3,580citizens over an eight week summerseason. Swimming lessons and free watersafety programs sponsored by CignaHealthcare will no longer be offered. DeerValley Pool, which will remain open, isapproximately within one mile ofTelephone Pioneer Pool. Additionally, theVirginia G. Piper Sports and Fitness Centerfor Persons with Disabilities (not operatedby the City) remains open.

$(83,000) (1.0)

$(321,000)(4.0)

$(103,000)(2.0)

$(349,000) (3.0)

$(1,896,000) (24.0)

$(101,000)---

$(161,000)(2.0)

$(928,000)(12.0)

$(1,190,000)(14.0)

$(34,000)(1.0)

$(123,000)---

$(157,000)(1.0)

$(24,000)(0.6)

$(214,000)(6.4)

$(44,000)(1.2)


AmountPositions

AmountPositions

14



4. Closure of Pierce Pool. This reductionwould impact approximately 12,084visitors over an eight week season.Swimming lessons and free water safetyprograms sponsored by Cigna Healthcarewill not be provided. Perry Pool, which willremain open, is approximately within 2.5miles of Pierce Pool.

5. Closure of Holiday Pool. This reductionwould impact approximately 5,421 visitors overan eight week season. Swimming lessons andfree water safety programs sponsored by CignaHealthcare will not be provided. Maryvale Pool,which will remain open, is approximately within2 miles of Holiday Pool. Starlight and Marivuepools are within 2.5 miles.

6. Reduction of operating hours at all 13community centers. This would reduceoperating hours from 65 to 37 hours per week.

7. Eliminate 11 swim and 6 dive teams.This will impact approximately 1,600participants and negatively impact theability to recruit participants for life guardtraining classes. This reduction will notimpact instructional swim lessons.

8. Close 3 of the 13 community centers.This reduction would eliminate over 1,200classes, programs, and special events.These closures would impactapproximately 115,000 users.

9. Close the South Phoenix Youth Centeras a result of the non-profit serviceprovider no longer being able to operatethe center. Restoring services with Citystaff would cost $67,000.

10. Close seven year-round recreationcenters that provide a variety of activitiesfor youth and adults. This reduction wouldimpact approximately 251,000 users.

11. Close the remaining 10 of 13community centers. These facilities offerover 1,200 classes, programs, and specialevents. This reduction would impactapproximately 385,000 users. Total

Phoenix Convention Center 1. Eliminate power washing in theRegency and Heritage Garages, whichwould eliminate the ability to clean thegarages, increase long term maintenancecosts, and negatively impact usage,leading to progressively decliningrevenue.

2. Reduce security services in theRegency and Heritage Garages by 80%.This would significantly reduce thesecurity presence in the garages,decreasing patron’s sense of safety, andcould result in decreased usage andfurther reduce revenue.Total

Phoenix Employment Relations Board1. Reduce funding for Board members toobtain training and the opportunity toexchange best practices with otheragencies in administering labor-management relations laws.

2. Reduce funding for hearingtranscriptions. The Board, hearingofficers, and parties will no longerreceive written hearing transcripts foreach case which may result in longercase review times, delayed caseresolution, and increased review costs.

3. Reduce funding for contracted hearingofficers to hear and recommendresolution of unfair employee practicecharges relating to wages, hours andworking conditions. This cut woulddiminish the Board’s ability to administerthe Meet and Confer Ordinance. Total

Planning and Development 1. Reduce information technology support forthe Planning Department’s zoning casemanagement system which could reducequality and/or availability of information tothe public.

$(18,000)---

$(119,000)---

$(137,000)----

$(3,000)---

$(3,000)---

$(3,000)---

$(9,000)---

$(125,000)(1.0)

$(97,000)(3.1)

$(47,000)(1.4)

$ (1,076,000)(14.0)

$(50,000)(5.0)

$(1,710,000)(19.5)

$------

$(813,000)(15.8)

$(4,509,000)(65.0)

$(8,584,000)(132.0)

AmountPositions

AmountPositions

15


Public Defender1. Reduce compensation paid to CourtAppointed Attorneys providing legal services incriminal cases. The consequence of thisreduction is that turnover will increase andpotentially less qualified attorneys will provideconstitutionally mandated legal representation. Total

Public Information Office 1. Reduce PHX11 technical support that couldreduce the number of shows produced eachyear.

2. Reduce closed captioning, contractedtelevision engineering, commodities, andcellular phone services. This reduction willeliminate closed captioning for all shows exceptCity Council meetings, would significantly delaythe repair of equipment used for off-site andin-studio filming, and will reduce staff ability topromptly respond to requests for information.

3. Eliminate all 24 “City Update” shows. These updates provide residents an opportunityto learn and understand city services. Thisreduction will also reduce overall programmingquality and significantly reduce the ability tocreate special programming for topics such asdomestic violence, homelessness, innovation &efficiency and Shop Phoenix segments.Total

Public Works1. Reduce the oversight capabilities for dailyoperations with private contractors responsiblefor custodial work, pest control, and generalCity services for City-owned buildings.

2. Reduce support for electrical systems in allCity buildings. This will cause delays in thescheduled maintenance of power systems asrequired to maintain City assets and potentiallyimpact public access.

3. Eliminate the swing shift at the 22nd AvenueCenter South Shop. This will result in delays forrepairs, towing, and dispatching services for allCity vehicles between 2:30pm and 10:30pmwhich would also impact service to the public.

2. Eliminate staff dedicated to providingsocioeconomic, demographic, and land usedata for city departments, outside agencies,and residents. This would significantly reducethe city's ability to provide data for federalgrant applications, economic developmentactivities, and custom maps relying on censusdata related information.Total

Police 1. Eliminate funding for the final phase of the Central Booking Unit civilianizationplan. This reduction will require someofficers to continue staffing the CentralBooking Unit and prevent the departmentfrom transitioning remaining officers tofirst response and crime preventionrelated duties.

2. Reduce the department’s expenses byrequiring the hosts of special events topay for the costs associated withbarricade rentals.

3. Reduce flight hours in the Air SupportUnit by approximately 600 hoursannually. This reduction will hamper theability of the air support unit to provideessential support to a variety of criticalpolice department operations includingbut not limited to patrol, barricades andsurveillance. Increased response timesshould also be expected.

4. Completely close the Central Bookingfacility, eliminating the 15 civilianscurrently assigned to the facility, andreassigning the 15 officers to first responseand crime prevention related duties. Thisreduction will negatively impact operations,eliminate efficiencies gained as a result of thecentral booking process and potentiallyincrease overtime due to the lengthy bookingprocess at the Maricopa County Jail. Total


AmountPositions

AmountPositions

$(125,000)(1.0)

$(250,000)(2.0)

$(1,122,000)(15.0 civilian)

$(246,000)---

$(369,000)---

$(1,300,000)(15.0 civilian)

$(3,037,000)(0.0 sworn)

(30.0 civilian)

$(147,000)---

$(147,000)---

$(40,000)(0.8)

$(40,000)---

$(124,000)(1.0)

$(204,000)(1.8)

$(62,000)(1.0)

$(131,000)(2.0)

$(68,000)(2.0)

16


4. Further reduce support for electrical systemsin all City buildings. This will cause delays inresponse times, project completions, and coulddevelop into safety issues if adequate resourcesare not available to handle departmentalrequests.

5. Eliminate 3rd shift at Union Hills andOkemah Service Centers. This will result indelays for repairs, towing, and dispatchingservices for all City vehicles between 10:00p.m. and 6:30 a.m. which would also impactservice to the public.

6. Reduce support of City buildings, including,maintaining roofs, doors, awnings, and otherfixtures. This will increase the backloggeddepartmental requests, limit the ability toprotect City assets, and could negatively impactbuilding safety.

7. Reduce support for the federally mandatedrefrigerant management program in Citybuildings. This will cause the program to be lesseffective. Additionally, response times foremergencies and public accessibility would benegatively impacted. Total

Street Transportation1. Reduce funding for outside training whichwill reduce the ability to develop and delivernecessary technical trainings.

2. Eliminate the purchase and assembly ofportable 15 MPH school zone signs. The cityhas no legal obligation to provide these signsbut currently does so as a courtesy to schooldistricts.

3. Eliminate the oversight of the Adopt-A-Streetand Banner Programs. This will decreaseoversight of adopted streets to ensure trash isbeing removed, and will reduce assistance toresidents wishing to hang banners anddecrease monitoring for compliance with banner regulations.

4. Reduce freeway landscape irrigation. This will reduce the frequency of watering duringwarmer months and may result in deadvegetation and blighted areas along thefreeway corridors in Phoenix.

5. Reduce the response time to repair trafficsignal and lighting malfunctions, delaying theconstruction of new traffic signals, highintensity activated crosswalk pedestrian crossingbeacons (HAWKs), and the countdownpedestrian signal head conversion project.

6. Reduce crack seal activities needed forpreparing residential streets for asphalt overlay,slurry treatment, fog seal and repairing cracksin the pavement. This will reduce the annualnumber of miles of overlay for major streetsfrom 18 to 17, reduce non-overlay related crackseal work by 78 miles annually, and increasethe rate of deterioration of streets.

7. Reduce materials testing and monitoring inthe field and at the Materials Lab of concrete,asphalts, and soils. This reduction couldjeopardize the quality of materials used forconstruction projects and thus reduce theiruseful life.

8. Reduce utility coordination and GIS dataentry. This reduction will result in longerturnaround times for utility customers, andjeopardize the accuracy of tracking SRPlicenses, utility easements, and utilityconstruction agreements.

9. Reduce pavement marking program. Thisreduction will delay the installation andmaintenance of traffic markings and increasethe current replacement cycle from 1-2 years tomore than two years.

10. Eliminate the slurry seal program. Slurryseal is a surface treatment that extends the life of existing road surfaces. The slurry sealprogram is more cost effective for small areasthan an asphalt overlay, thus fewer miles ofrepair will be completed.

11. Reduce in-pavement vehicle detector loop installation and repair. Loop detectorssense the presence of vehicles and send theinformation to the traffic signal controller. Thisreduction will significantly increase the numberof signals that will be operating on a defaultsetting versus a sensor, which will increaselevels of traffic congestion.


AmountPositions

AmountPositions

$(122,000)(2.0)

$(191,000)(3.0)

$(69,000)(1.0)

$(38,000)(1.0)

$(54,000)(1.0)

$(208,000)(3.0)

$(153,000)(4.0)

$(70,000)(1.0)

$(132,000)(4.0)

$(199,000)(3.0)

$(141,000)(2.0)

$(803,000)(15.0)

$(6,000)---

$(33,000)---

$(118,000)(1.0)

$(132,000)---

17


12. Reduce street landscape replacement andrepair. Fewer dead plants and trees will bereplaced, and fewer irrigation systems will berepaired. In addition, damaged screen walls willbe removed rather than repaired.

13. Reduce Right-of-Way oversight andmanagement. This reduction will diminish theresponse time to emergency traffic restrictionscaused by events such as broken water lines,construction activities, and civil demonstrations.

14. Reduce roadway design and review ofpublic- private projects. This reduction willresult in delays to arterial street, sidewalk, andstreet modernization construction projects.

15. Reduce support and maintenance ofIntelligent Transportation Systems (ITS). Thisreduction will significantly diminish the abilityto investigate and respond to citizen requestsfor traffic signals, left turn arrows, HAWKs, andother traffic control devices.

16. Reduce hardware and softwaremaintenance support of specialized informationtechnology systems at the traffic signal, trafficcount, parking meter, and sign shops. Thisreduction will diminish the ability to provide ITsupport to these field operations.Total

Total Proposed Reductions

SCHEDULE C 2014-15

GENERAL FUND PROPOSEDADDITIONS

DEPARTMENT

Parks and Recreation 1. Convert contractual funding for youthrecreation programming to part-time staffat recreation and teen centers. Total

Street Transportation1. Add funding for contractual landscape maintenance for seven additional miles ofnew surface streets on Sonoran DesertDrive from I-17 to Dove Valley Road andDove Valley Road from 23rd Avenue toPoloma Parkway.

2. Add funding for contractualmaintenance of wrought iron gates andblock walls on 1st Avenue from McDowellRoad to Thomas Road. Total

Total Proposed Additions

SCHEDULE D 2014-15

NON–GENERAL FUND PROPOSED ADDITIONS

DEPARTMENT

Aviation 1. At no additional cost, Aviation proposes tofund additional needs for the PHX Sky Trainfacility expansion through operational savingsand the reallocation of six existing positions. Total

AmountPositions

AmountPositions

$(103,000)---

$(129,000)(1.0)

$(37,000)(1.0)

$(104,000)(1.0)

$(124,000)(1.0)

$(1,621,000)(20.0)

$(29,246,000)(0.0 Sworn)

(346.5 Civilian)

$---1.6

$---1.6

$93,000---

$10,000---

$103,000

$103,0001.6

$------

$------


18


Community and Economic Development1. Convert three temporary positions inthe New Market Tax Credit Program to fulltime positions.Total

Housing1. Convert two temporary full-timeposiotions in the Central Office CostCenter (COCC) to regular full-timepositions.

2. Reallocate existing part-time staffpositions to accurately reflect departmentneeds and priorities. Total

Parks and Recreation 1. Add staff and materials to operate andmaintain the new dog park at ParadiseValley Park opening in the summer of2014.

2. Add staff and materials to operate andmaintain the new dog park at Chavez Parkopening in the spring of 2015.

3. Add staff and materials to operate andmaintain the new dog park at Deem HillsPark opening in early 2015.

4. Add staff and materials to operate andmaintain the Carver Mountain trailheadopening in December 2014. Total

Planning & Development1. Convert five temporary positions responsiblefor residential and civil plan reviews andinspections to regular status, creating newresidential and civil crews to inspectconstruction of all infrastructure with private development and new home construction.

2. Convert two temporary positions responsiblefor residential plan review and inspection toregular status to address the increased growthin residential construction.

3. Convert two temporary positionsresponsible for commercial plan review andinspections to regular status to address non-permitted construction cases andprojected workload increases.

4. Add four new positions in residential planreview and inspections to address theincreased growth in residential construction.

5. Add four new positions for civil andcommercial plan review and inspections toaddress the increasing growth of residentialand commercial construction.

6. Add four new positions to addressincreased workloads in site plan reviews.

7. Provide contract consulting funding toproduce development comprehensiveguidelines for common residential projects.

8. Provide contract consulting funding forenhanced and updated KIVA trainingguidelines. Total

Solid Waste1. Reallocate several positions within thesolid waste division to begin implementationof the goal to divert forty percent of solidwaste generated by 2020.

2. Reallocate a support position within the administration section. Total

Water1. Add funding to maintain the acid transferpump system for the shorter multi-phasedigestion process.

2. Add funding to maintain the newlyconverted centrifuge, from thickener todewatering. Total

$------

$------

$------

$------

$------

$55,0001.0

$54,0001.0

$72,0001.0

$89,0001.0

$270,0004.0

$126,000---

$------

$------

$225,0004.0

$418,0004.0

$335,0004.0

$250,000---

$150,000---

$1,504,00012.0

$(34,000)2.0

$26,000---

$(8,000)2.0

$131,000---

$107,000---

$238,000---

AmountPositions

AmountPositions

19


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

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19TH

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67TH

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7TH

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64TH

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40TH

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JENNY LIN RD.

WANDER LN.

CIRCLE MOUNTAIN RD.

ANTHEM WAY

75TH

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67TH

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NEW

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51ST

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C.A.P.

JOY RANCH RD.

BEARDSLEY

UNION HILLS

SALT RIVER

City of PhoenixCouncil membersand districtboundaries

January 2014

Mayor Greg Stanton602-262-7111

[email protected]

Thelda Williams602-262-7444

[email protected] Waring602-262-7445

[email protected]

Daniel Valenzuela602-262-7446

[email protected]

Laura Pastor602-262-7447

[email protected]

Michael Nowakowski602-262-7492

[email protected]

Kate Gallego602-262-7493

[email protected]

Sal DiCiccio602-262-7491

[email protected]

Bill Gates602-262-7441

[email protected]

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 602-534-5500/city TTY relay.

5,000/March 2014

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