Attachment B - 2025-26 Proposed GF Reductions.pdf

2025-26
Department/Program
Total
Budget and Research
1.
 Centralized Budget and Position Control
$(158,000)
Eliminate one vacant Budget and Research Analyst position which conducts 
detailed forecasting, position control, and revenue estimates. Responsibilities of 
this position have been assigned to other department analysts.
(1.0)
Total Budget and Research
$(158,000)
(1.0)
City Auditor
1.
 Audits
$(73,000)
Reduce funding for the use of outside consultants to conduct specialized audits 
resulting in one to two fewer specialized audits annually.
0.0
Total City Auditor
$(73,000)
0.0
City Clerk
1.
 Official Records / Records Management / Various
$(201,000)
Eliminate funding not used by the department for the acquisition and 
implementation of a new Records Management System and reduce funding for 
computer hardware maintenance, office equipment replacement and official 
records and elections shredding services. 
0.0
Total City Clerk
$(201,000)
0.0
City Manager's Office
1.
 Administration of Policies and Objectives Set by Mayor and Council; Oversight of 
Departments
$(99,000)
Eliminate one vacant Management Fellow position. The City Manager’s Office 
would have three management fellow positions remaining to rotate through 
various departments and assist with Council meetings and special projects.
(1.0)
View the Inventory of Programs published online for program details.
ATTACHMENT B
2025-26
PROPOSED REDUCTIONS
GENERAL FUND

2025-26
Department/Program
Total
2.
Administration of Policies and Objectives Set by Mayor and Council; Oversight of
Departments
$(35,000)
Allocate partial costs for one Support Services Aide position to the Public Works
Solid Waste Division, allowing the PHX311 Information Center to continue to
timely respond to a high volume of resident inquiries and requests.
0.0
3.
Administration of Policies and Objectives Set by Mayor and Council; Oversight of
Departments
$(31,000)
Reduce the Office of Innovation discretionary budget designated for expanding
the office and various programs.
0.0
4.
Administration of Policies and Objectives Set by Mayor and Council; Oversight of
Departments
$(175,000)
Reduce Office of Accountability and Transparency (OAT) special contractual
services funding for future OAT expansion.
0.0
Total City Manager's Office
$(340,000)
(1.0)
Communications Office
1. 
Communication Outreach
$(122,000)
Reduce contractual funding for marketing and citizen outreach. This reduction 
would result in less available resources to conduct marketing efforts such as 
promoting City employment opportunities. 
0.0
Total Communications Office
$(122,000)
0.0
Community and Economic Development
1.
Business Development
$(182,000)
Eliminate one vacant Protocol Program Administrator position. Eliminating this 
position will require the department to forego adjustments to staff responsibilities 
in the Business Development Program aimed at improving project staff and 
department efficiency and effectiveness.
(1.0)
2.
Business Retention and Expansion
$(228,000)
Eliminate one vacant Deputy Economic Development Director position. The
reduction requires the department to shift retention and expansion efforts to
another middle manager position.
(1.0)
3.
Business Development
$(22,000)
Reallocate an Aviation Marketing Supervisor position to an Economic
Development Specialist resulting in savings for the cost of the position. Due to
challenges filling this position, the department moved position responsibilities to
an Economic Development Program Manager.
0.0

2025-26
Department/Program
Total
4.
 Various
$(72,000)
Reduce funding for professional services, including Council-requested market-
area studies, due-diligence research for site acquisitions/dispositions, unplanned 
special-event services and economic policy research. This reduction slightly 
impacts the department's ability to respond to unforeseen needs.
0.0
Total Community and Economic Development
$(504,000)
(2.0)
Equal Opportunity Department
1.
 Small and Disadvantaged Business Enterprise (S/DBE) Programs
$(46,000)
Increase Small and Disadvantaged Business Enterprise Program allocations to 
the Aviation and Street Transportation Departments, generating savings to the 
General Fund. These allocations are based on additional work Equal Opportunity 
Department staff will provide to support the economic growth of local businesses 
through administration of the Small Business Enterprise (SBE), Disadvantaged 
Business Enterprise (DBE), and Airport Concessions Disadvantaged (ACDBE) 
Business Enterprise programs.
0.0
Total Equal Opportunity Department
$(46,000)
0.0
Finance
1.
 Financial Accounting and Reporting
$(164,000)
Increase a flat rate assessment from the General Fund to the Sports Facility Fund 
for financial reporting and oversight. Due to the Class and Comp Study, the 
assessment increased by 20%. Additionally, due to organizational structure 
changes, the assessment adds 20% of an Assistant Director and Fiscal Manager 
position costs to the assessment.
0.0
2.
 Banking and Cashiering
$(22,000)
Reduce banking services not needed due to higher than anticipated credits from 
favorable Federal Reserve interest rates.
0.0
3.
 Debt and Investment Management
$(226,000)
Eliminate one vacant Deputy Finance Director, in the Treasury and Debt 
Management Division, that has management and financial oversight over all City 
banking activities; all City investment activities; and all City debt issuances, 
monitoring, accounting, and reporting. Eliminating the position will require other 
Deputy Finance Directors to oversee the area of Treasury and Debt Management. 
(1.0)
4.
 Sales Tax Licensing and Accounting
$(154,000)
Eliminate one vacant Senior Tax Auditor in the Tax Compliance and Education 
Audit Team. The position requires specialized knowledge of complex tax 
regulations. Responsibilities would be assigned to other staff on the team  
increasing respective workloads.
(1.0)

2025-26
Department/Program
Total
$(107,000)
(1.0)
$(77,000)
(1.0)
$(112,000)
(1.0)
$(109,000)
(1.0)
$(119,000)
(1.0)
5.
Goods & General Services Procurement and Contract Management
Eliminate one vacant Buyer position in the Central Procurement Division. The 
position is tasked with researching procurement matters, assisting with the 
administration of contracts, and handling small dollar purchases and informal 
procurements. Responsibilities would be assigned to other staff in the division 
increasing respective workloads.
6.
Banking and Cashiering
Eliminate one vacant Account Clerk III in the Treasury and Debt Management 
division. The position serves as a Cashier in the 305 Finance Payment Center. 
The position provides payment acceptance services to City residents and 
businesses by accepting payments for City departments in-person, over-the-
phone, and by mail, in addition to providing Spanish language translation services 
for customers. Responsibilities would be assigned to other staff in the division 
increasing respective workloads.
7.
Acquisition, Relocation and Title
Eliminate one vacant Property Specialist, in the Real Estate Division, tasked with 
leasing City properties for all departments. The position negotiates lease terms, 
monitors compliance, and facilitates amendments and renewals. Responsibilities 
would be assigned to other staff in the division increasing respective workloads.
8.
Financial Accounting and Reporting
Eliminate one vacant Accountant II, in the Financial Accounting and Reporting 
Division, tasked with processing fixed assets and encumbrances citywide. 
Responsibi
 
lities would be assigned to other staff in the division increasing 
respective workloads.
9.
Risk Management
Eliminate one vacant Accountant II in the Revenue & Risk Management division. 
The division processes property/liability claims filed against the City, purchases 
commercial insurance, and provides risk related consulting services to 
departments. Responsibilities would be assigned to other staff in the division 
increasing respective workloads.
Total Finance
$(1,090,000)
(7.0)

2025-26
Department/Program
Total
Fire
1.
 Various
$(5,000,000)
Reduce funding for various non-personal services items including contractual 
services, commodities, and capital outlay items. This reduction includes less 
resources for emergency repairs, minor capital projects, technology equipment 
replacements, and employee training and travel. While these reductions impact 
the department by reducing budgeted resources, the impact is minimal and will 
not impact fire service delivery.
0.0
Total Fire
$(5,000,000)
0.0
Government Relations
1.
 Federal, State, Regional and Tribal Programs
$(88,000)
Reduce funding for business travel and a lobbying firm contract that provides 
supplemental support for federal legislative matters. 
0.0
Total Government Relations
$(88,000)
0.0
Human Resources
1.
 Safety & Workers Compensation
$(147,000)
Generate savings to the General Fund by allocating the cost of a Program 
Manager position in the Human Resources Safety Division to the Workers' 
Compensation Trust fund. By charging this position to the trust, a portion of its 
costs will be assessed to non-General Fund funding sources.
0.0
2.
 Benefits & Wellness
$(200,000)
Reduce planned funding for an emergency back-up care program. This program 
was planned to be added beginning in July 2025 to provide full-time employees 
with up to five days of childcare assistance if their normal childcare was 
unavailable. 
0.0
3.
 Organizational & Learning Development
$(30,000)
Reduce funding for the implementation of components of the City's Learning 
Management System, PHXYou. This reduction would delay the migration of 
Police, Fire, and other departments away from their internal learning systems to 
PHXYou. 
0.0
4.
 Labor Relations
$(30,000)
Reduce funding for labor negotiation training. City code requires staff to 
participate in labor negotiations with labor groups on a routine basis. This 
reduction would decrease the amount of training able to be provided to City staff 
on labor law and negotiations processes. 
0.0

2025-26
Department/Program
Total
5.
 Talent Acquisition & Management
$(32,000)
Eliminate a vacant part-time Senior Human Resources Clerk position. 
Responsibilities would be assigned to other staff increasing respective workloads.
(0.7)
6.
 Talent Acquisition & Management
$(50,000)
Reduce funding for advertising services for applicant recruitment. This would 
reduce resources used for paid search engine optimization, banner ads, paid 
social media ads, outdoor billboards, and other advertising functionality to attract 
job applicants. 
0.0
7.
 Classification and Compensation
$(188,000)
Eliminate one vacant Human Resources Supervisor position. This position 
oversees a team of employees responsible for reviewing position classifications, 
pay step placements, special merit recommendations, and classification and 
compensation studies. Responsibilities would be assigned to other staff 
increasing respective workloads.
(1.0)
Total Human Resources
$(677,000)
(1.7)
Human Services
1.
 Strategic Initiatives
$(76,000)
Eliminate a vacant Secretary III position from the Strategic Initiatives Division. 
This position provides administrative support within the division. Responsibilities 
would be assigned to other staff increasing respective workloads.
(1.0)
Total Human Services
$(76,000)
(1.0)
Information Technology Services
1.
 Various
$(5,000,000)
Reduce funding for various non-personal service items including primarily staff 
augmentation working to support technology modernization efforts, server and 
storage environment, SharePoint migration, technical writing, service delivery, 
projects for small departments, and other initiatives, telecommunications network 
power supply and fiber management, and technology software and licensing for 
management of mobile performance and implementing enhancements and/or 
automation of software integration.  
0.0
Total Information Technology Services
$(5,000,000)
0.0

2025-26
Department/Program
Total
Law
1
 Various
$(242,000)
Eliminate one vacant Legal Secretary*Lead and two Court/Legal Clerk II 
positions. The Legal Secretary*Lead position provides secretarial support for 
three attorneys within the Community Prosecution and Appeals bureaus. The 
Court/Legal Clerk II positions ensure files are complete, motions are filed, and 
work requested by a Prosecutor or Legal Assistant is completed timely. 
Responsibilities would be assigned to other staff increasing respective workloads.
(3.0)
Total Law
$(242,000)
(3.0)
Library
1
 Various
$(249,000)
Reduce non-personal services funding for library materials and information 
technology needs. This reduction would result in fewer new materials being 
purchased, more wear and tear on current physical collections, and gradual 
degradation of the audio visual capabilities of library public meeting room spaces.
0.0
Total Library
$(249,000)
0.0
Municipal Court
1
 Criminal and Civil Case Adjudication
$(106,000)
Eliminate one vacant part-time pro tem City Judge position. This position makes 
judicial decisions in a criminal courtroom. This elimination would result in more 
cases being moved to existing courtrooms and be scheduled further into the 
future. 
(0.5)
2.
 Interpreter Services - Management Services Division
$(7,000)
Reduce funding for interpreter and translation services, which is used for services 
for non-English speaking court participants. 
0.0
3.
 Administration
$(86,000)
Reduce funds for information technology training for staff and communications 
equipment in courtrooms. This reduction will impact the team's ability to assist its 
technical staff in keeping their skills current with the evolving technical toolsets 
they must employ as part of their daily activities.
0.0
Total Municipal Court
$(199,000)
(0.5)

2025-26
Department/Program
Total
Neighborhood Services
1.
 Targeted Neighborhood Revitalization Programs
$(741,000)
Replace funding in the General Fund for the Gated Alley Program with 
Neighborhood Block Watch Program (NBWP) funds. In December 2024, the City 
Council approved the use of $3 million in available NBWP funds for the program. 
It is anticipated NBWP funds will be available going forward to continue the Gated 
Alley Program as planned. Future use of additional funds will be brought to the 
City Council for approval as needed.
0.0
2.
 Targeted Neighborhood Revitalization Programs
$(74,000)
Reduce funding for landscape maintenance. This service is scheduled monthly for 
multiple city-owned properties located throughout Phoenix and ensures they 
remain blight free and in compliance with City Code. With this reduction, 
landscape maintenance will be completed 7 times per year, rather than 12 times 
per year and is not expected to have a material impact.
0.0
3.
 Blight Reduction Program
$(150,000)
Reduce funding for the Private Property Cleanup Program. The costs of the 
program are less than originally estimated and the reduction is not expected to 
result in adverse impacts to residents or service levels. 
0.0
Total Neighborhood Services
$(965,000)
0.0
Office of Arts and Culture
1.
 Public Art Program and Cultural Facilities Development and Property 
Management Services
$(175,000)
Reduce funding for maintenance of the City’s Municipal Arts Collection and for 
facility maintenance for the Children's Museum of Phoenix, Phoenix Art Museum 
and Phoenix Theatre.
0.0
Total Office of Arts and Culture
$(175,000)
0.0
Parks and Recreation
1.
 Various
$(2,000,000)
Reduce various non-personal services items primarily including park maintenance 
and capital equipment replacement funding. This funding supports general park 
and facility maintenance needs and also funds the replacement of aging or broken 
equipment. While these reductions impact the department by reducing budgeted 
resources it is not expected to impact park service delivery.
0.0
Total Parks and Recreation
$(2,000,000)
0.0

2025-26
Department/Program
Total
Phoenix Convention Center
1.
 General Fund Garages
$(208,000)
Reduce funding for re-stripping of parking stalls at the 305, Adams Street, and 
2nd Avenue Garages. 
0.0
Total Phoenix Convention Center
$(208,000)
0.0
Police
1.
 Various
$(6,000,000)
Reduce various non-personal services items primarily including approximately 
$1.5 million in funding no longer needed due to the planned rollout of the new 
Records Management System (RMS) beginning in June 2025. It also includes 
reductions to training, technology, various police equipment, maintenance, and 
supplies. While these reductions impact the department by reducing budgeted 
resources, the impact is minimal and will not impact police service delivery.
0.0
Total Police
$(6,000,000)
0.0
Public Works
1.
 Facilities Management and Maintenance
$(500,000)
Eliminate non-critical minor maintenance projects for city facilities including 
asphalt reconstruction, carpet replacement and flooring repair, illuminated strip 
replacement, landscaping regrading and gravel replacement.  
0.0
Total Public Works
$(500,000)
0.0
Street Transportation
1.
 On-Street Parking Program
$(87,000)
Eliminate one vacant Parking Meter Repair Supervisor position. This position has 
been vacant for an extended period of time due to hiring challenges, and its 
elimination would have limited impact on current daily operations. 
(1.0)
Total Street Transportation
$(87,000)
(1.0)
TOTAL PROPOSED GENERAL FUND REDUCTIONS
$(24,000,000)
(18.2)