Fiscal Year 2024-25 City Manager's Trial Budget

This report transmits a balanced Fiscal Year (FY) 2024-25 City Manager's Trial Budget
for community review and comment.

THIS ITEM IS FOR INFORMATION AND DISCUSSION.

The Trial Budget is an important step in the City's budget development process. It
provides the Mayor, City Council and community an opportunity to review a proposed,
balanced budget months in advance of final budget adoption in June. The proposed
FY 2024-25 General Fund (GF) Trial Budget includes a one-time projected surplus of
$80 million. However, due to projected future deficits discussed at the Feb. 27, 2024
Policy meeting, the City Manager is recommending to set aside the surplus in reserve
to help balance the FY 2025-26 GF budget.
The City of Phoenix is committed to engaging residents in the budget process and this
year there are many opportunities for residents to provide feedback outside of
regularly scheduled City Council meetings. Between April 2 and April 16, the FY 2024-
25 Trial Budget will be presented to Phoenix residents for input at 11 community
budget hearings. A complete list of hearing dates and times is included in Attachment
C and is available on our website at phoenix.gov/budget/hearings. The website also
includes the City's FundPHX interactive budget tool and information on how to provide
feedback directly to the Budget and Research Department. All resident feedback
received will be communicated to the City Council routinely so it may be used in
budget decision making. As a result of public input, changes could be made to the Trial
Budget when a proposed City Manager's Budget is presented to City Council on May
7.

Summary
The GF projected surplus in FY 2024-25 of $80 million represents one-time resources
carried forward from the prior fiscal year, and savings from GF capital project costs. As
mentioned above, the GF long-term outlook as presented in the GF Status and Multi-
Year Forecast includes projected baseline deficits in FY 2025-26 and FY 2026-27, due
to the State's actions to reduce the tax base. To ensure the GF budget remains
sustainable, staff recommends the $80 million surplus be set aside and carried forward



Page 5

to be available next fiscal year to help balance the FY 2025-26 budget.

The FY 2024-25 Trial Budget is focused on preserving City programs and services
delivered to the community. Over the last three fiscal years, the City has benefited
from strong economic growth and the City Council has made strategic decisions to
responsibly allocate available resources to community priorities and to invest in
employee salaries. Over this time, significant investments have been made totaling
$365 million to enhance and add a variety of programs and services for residents, and
to ensure the City can be a market leader in pay to attract and retain a high quality
workforce. Unfortunately, due to actions by the State of Arizona to diminish the tax
base, discussed further in this report, revenues are expected to decline resulting in
forecasted baseline deficits in FY 2025-26 of $(92) million and in FY 2026-27 of $(31)
million. More information on the FY 2024-25 Preliminary GF Budget Status and Multi-
Year Forecast is available on the Budget and Research Department website at
phoenix.gov/budget.

Additionally, the proposed FY 2024-25 Trial Budget includes 30.0 ongoing full-time
equivalent (FTE) positions needed in the GF (28.0 FTE) and Non GFs (2.0 FTE), and
represents conversion of existing budgeted resources for critical position needs.
Funding for these positions has been identified and accounted for in department
operating budgets. Details on each position can be found in Attachment A. Also
included in this report is a status update of the budget supplementals added in FY
2022-23 and FY 2023-24 (Attachment B), the schedule of upcoming community
budget hearings to engage residents and gather feedback (Attachment C) and the
Annual GF Revenue Estimates Report (Attachment D).

Resources
FY 2024-25 GF resources, which include the beginning fund balance, net transfers
and revenues, are projected at $2.100 billion or (1.5) percent lower than FY 2023-24
estimated resources. GF revenues for FY 2024-25 make up the majority of resources
and are projected at $1.843 billion or (3.1) percent lower than the FY 2023-24 revised
revenue estimate. As detailed in the GF Multi-Year Forecast report presented to City
Council on Feb. 27, the negative growth in revenue is due to the State's actions to
diminish the tax base by eliminating residential rental sales taxes effective January
2025 (Senate Bill 1131) and to reduce the individual income tax rate to the current "flat
tax" of 2.5 percent (Senate Bill 1828). The combined impact to the GF of these
legislative actions is estimated at $(54) million in FY 2024-25 and $(86) million in FY
2025-26. Revenue estimates assume no further negative impacts from the current
legislative session. The FY 2024-25 GF estimates for each major revenue category are
highlighted below, and additional information about assumptions and methodologies
used to estimate revenue is provided in Attachment D:


Page 6



· Local Sales Tax - $737 million;
· State Shared Revenue - $699 million;
· Primary Property Tax - $215 million;
· User Fees - $192 million.

Expenditures
FY 2024-25 GF expenditures continuing existing levels of service are projected to be
$2.020 billion, or $1.931 billion excluding contingency funds. This compares to the FY
2023-24 GF expenditure estimate of $1.887 billion, representing an increase of $44
million or 2.3 percent. The increase accounts primarily for higher costs associated with
employee salaries and fringe benefits, including higher pension costs discussed below,
and accounts for the City Council approved Classification and Compensation Study
and negotiated labor increases. These cost increases were partially offset by lower GF
capital costs for vehicle replacements and pay-as-you-go projects that will instead
utilize excise tax bond proceeds. The FY 2024-25 budget includes increasing the
contingency fund from $81 million to $89 million, to reflect 4.75 percent of operating
expenditures. Expenditure amounts may change over the coming weeks as staff
continues to refine final estimates prior to the presentation of the City Manager's
Proposed Budget on May 7.

Since FY 2007-08, employee pension costs have consumed a growing share of the
City's GF resources. GF pension costs in FY 2024-25 are estimated to be $443 million,
and represent 23 percent of total GF operating costs. The GF Multi-Year Forecast
included estimated increases of $109 million, or 30 percent, between FY 2022-23 and
FY 2026-27. This increase is primarily caused by rising costs in public safety pension
costs. The City is committed and legally required to pay 100 percent of our actuarially
required contribution every year. Also, under the leadership of the City Council, a
pension funding policy has been adopted each year as required by state statute.
Additionally, pension reform for the City of Phoenix Employees' Retirement System
(COPERS) is helping to stabilize civilian pension costs. While reform efforts have been
successful for the Public Safety Personnel Retirement System (PSPRS), there
remains a significant unfunded sworn pension liability of approximately $3.7 billion, per
the PSPRS June 30, 2023 actuarial valuation.

Future Considerations
The Proposed FY 2024-25 Trial Budget as presented does not account for additional
costs that may be needed to continue efforts helping individuals experiencing
homelessness upon expiration of American Rescue Plan Act (ARPA) funding, or from
the ongoing Department of Justice (DOJ) investigation of the Phoenix Police


Page 7

Department. Preliminary estimates from the Office of Homeless Solutions (OHS) for
the ongoing GF need to address homelessness is $6.5 million in FY 2024-25 and $22
million in FY 2025-26. Staff does not have projected costs at this time, or a reliable
method to estimate, any potential budgetary impacts from the DOJ inquiry. It is also
important to note that employee contracts expire at the end of the current fiscal year
and management is currently negotiating with each bargaining unit. Exact details of
agreements will be determined in the negotiations process.

Next Steps
In order to engage the community in the budget development process, staff will be
holding 11 community budget hearings between April 2 and April 16. Budget and
Research staff has also made available the FundPHX tool, which will be updated with
the FY 2024-25 proposed Trial Budget. Residents are also welcome to contact the
Budget and Research Department directly to provide input or ask questions about the
budget. The schedule of budget hearings, the FundPHX tool, and contact information
is available at phoenix.gov/budget.

The remaining key dates in this year's budget process are as follows:

Date Event
May 7, 2024 City Manager's 2024-25 Proposed Budget
May 21, 2024 City Council Budget Decision
May 31, 2024 2024-25 Tentative Budget Ordinance Adoption
June 12, 2024 2024-25 Funding Plan and Final Budget Ordinance Adoption
July 1, 2024 2024-25 Property Tax Levy Ordinance Adoption

Responsible Department
This item is submitted by City Manager Jeffrey Barton and the Budget and Research
Department.




Page 8
ATTACHMENT A

2024-25

PROPOSED ADDITIONS
GENERAL AND NON-GENERAL FUNDS

View the Inventory of Programs published online for program details.

2024-25
Department/Program Total

GENERAL FUND


Set-Aside
1. General Fund set-aside to be used to balance the projected budget deficit in FY $80,000,000
2025-26 caused by the State's actions to eliminate residential rental sales tax (SB
1131) and lower the individual income tax rate to the current "flat tax" (SB 1828)
resulting in less than estimated state shared income tax revenues.

Total Set-Aside $80,000,000

1. Constituent Services $0
Convert a temporary Management Assistant I to ongoing status. The position 1.0
processes invoices, payroll, and travel requests for the City Council.

Total City Council $0
1.0

Communications Office
1. Media Relations and Strategic Communications $0
Convert a temporary Public Information Officer position to ongoing status. This 1.0
position provides service to multiple City departments, including Planning and
Development, Neighborhood Services, Human Services, Housing, and the Office
of Homeless Solutions.

Total Communications Office $0
1.0

Finance
1. Goods & General Services Procurement and Contract Management $0
Convert a temporary Assistant Finance Director position to ongoing status. The 1.0
position oversees Risk Management, Financial Accounting and Reporting,
Revenue Management, and Treasury & Debt Management divisions.


Total Finance $0
1.0


Page 9
2024-25
Department/Program Total


Neighborhood Services
1. Blight Reduction Program $0
Convert a temporary Project Management Assistant position to ongoing status. 1.0
This position assists the private property clean-up program, which was created by
Council as part of the FY 2022-23 budget. This program addresses repeated or
chronic blight issues occurring on private properties and supports the Strategies
to Address Homelessness Plan.

Total Neighborhood Services $0
1.0

Police
1. Administration $0
Convert a temporary Executive Assistant to the City Manager position to ongoing 1.0
status. This position serves as Chief of Staff and is the link between the Chief of
Police and various units throughout the department. The position also oversees
the daily operations of the Office of Administration, which include ensuring
compliance with local, state, and federal laws, departmental policies, and active
operating agreements; preparing multiple reports, briefings, presentations, and
responses on community issues.


2. Administration $0
Convert two temporary Senior Human Resources Analyst positions to ongoing 2.0
status. These positions provide vital support for Police Department recruitment
efforts, with particular focus on 911 staffing.

3. Airport Bureau - Uniformed Patrol and Canine $0
Add an Administrative Assistant I position in the Airport Bureau. As a partner to 1.0
the Aviation Department, the bureau is mandated to maintain compliance with
several Transportation Safety and Administration and Governor’s Office of
Highway Safety grants, which require ongoing reporting and maintenance to
ensure the accuracy of data collection and timely reimbursement. This position
will be responsible for compliance efforts, serve as the travel liaison, coordinate
staffing, and directly supervise the equipment coordinator and a secretary. The
full year ongoing cost will be $83,000. This position is fully funded by the Aviation
Department; there is no impact to the General Fund.

Total Police $0
4.0




Page 10
2024-25
Department/Program Total

Public Works
1. Property Management Services $0
Create new positions and allocate funding currently budgeted for third party 20.0
contractual services to enable the Public Works Department Facilities
Operations Division to assume ongoing building maintenance, property
management, and custodial services for the 100 West Washington Complex.
The funding includes 20 new positions, contractual services, supplies, tools,
equipment, and vehicles. The positions to be added are one Management
Services Administrator, one Property Manager, one Building Equipment
Supervisor, three Building Equipment Operator II's, one Facility Coordinator, one
Electrical Maintenance Crew Chief, one Building Maintenance Foreman, one
Facilities Projects Planner, four Electricians, four Building Maintenance Workers,
one Facility Contract Compliance Specialist, and one Support Services Aide.

Total Public Works $0
20.0

TOTAL PROPOSED GENERAL FUND ADDITIONS $80,000,000
28.0




NON-GENERAL FUND


Planning and Development
1. Commercial Plan Review & Inspections $0
Convert a temporary Deputy Director position to ongoing status. This position 1.0
manages the department’s Inspections Division, which includes Residential and
Commercial Building Inspections, Civil Inspections, Fire Inspections, the Annual
Facilities Program, Elevator Inspections, and the Communications Team.


2. Growth and Infrastructure $0
Convert a temporary Special Projects Administrator to ongoing status. This 1.0
position will continue to lead the department's strategic planning efforts and
coordination with the Arizona State Land Department.

Total Planning and Development $0
2.0

TOTAL PROPOSED NON-GENERAL FUND ADDITIONS $0
2.0




Page 11
ATTACHMENT B

2022-23

SUPPLEMENTALS UPDATE
GENERAL FUND

2022-23
Department/Program Total

City Manager's Office
1. Administration of Policies and Objectives Set by Mayor and Council; Oversight of $213,000
Departments
Add an Assistant to the City Manager position to oversee the City's homeless 1.0
services and programs. The position will directly supervise the Homeless Services
Division housed in the Human Services Department and provide executive level
leadership and guidance on the development and implementation of policies and
procedures to achieve the goals of the City Council adopted Strategies to Address
Homelessness Plan.

Status Update: Since her appointment in October 2022, the Office of
Homeless Solutions (OHS) Director has made significant progress. The OHS
applied for and was awarded funding to support various homeless services
initiatives totaling over $35 million, including a Governor’s Office request for
$13.3 million (HSD engagement effort focus); ADOH funding for Workforce/
Shelter Program for $7 million (new shelter on City property); Maricopa
County shelter infrastructure for $6 million (Rio Fresco); Maricopa County
housing infrastructure for $5 million (Super 8); Maricopa County heat relief
for $1.015 million; MAG/Paradise Valley shelter funding for $200,000; and
ADOH Homeless Support Shelter funding for $3.1 million. OHS led the effort
to close streets to camping around the Human Services Campus (7th to 15th
Avenues, Van Buren to Harrison Streets) in May of 2023, resulting in over 80
percent of the almost 700 homeless individuals accepting indoor shelter
placements. The office helped create emergency shelter capacity in the
homeless system, adding over 1,000 new permanent and temporary shelter
beds, with an additional 790 permanent beds in the construction pipeline,
providing safe, indoor respite and services to help individuals end their
homelessness. The City’s work on homelessness was recognized locally
and nationally, with the City asked to participate in the White House and the
United States Interagency Council on Homelessness (USICH) ‘All Inside’
initiative, providing federal technical assistance to support our efforts to
address unsheltered homelessness. Additionaly, the OHS Director was
confirmed as Co-Chair of the Maricopa Continuum of Care Board of
Directors and the Governor’s Interagency and Community Council on
Homelessness and Housing. Both positions provide the City representation
and influence on a regional level.




Page 12
2022-23
Department/Program Total

2. Administration of Policies and Objectives Set by Mayor and Council; Oversight of $114,000
Departments
Add funding to the Office of Innovation. The funds will support annual citywide 0.0
testing and prototyping of innovation projects and metrics tracking and reporting,
aligning with the priorities of the City Manager, Mayor, and Council. The funds will
also provide for an AmeriCorps VISTA member to support capacity building,
community engagement, and innovation in low-to-moderate income areas of the
city. Total funding being added is $175,000, which is partially provided by non-
General Funds.
Status Update: The office onboarded two part-time Administrative Interns
and an AmeriCorps VISTA member who helped develop a successful Post-
Census Group Quarters Review appeal to the U.S. Census Bureau,
potentially increasing federal funding for Phoenix residents. Subsequently,
funding supported a pilot program to expand equitable access to chilled
drinking water in public spaces, including robust community surveying,
resulting in two custom-designed water systems being installed and
evaluated near City Hall and Council Chambers. Launched the Innovate PHX
Challenge at Venture Café Phoenix, engaging more than 300 community
innovators during two events to help solve City challenges including
extreme heat and homelessness. Ideas from the events are currently being
piloted, evaluated, and prototyped, with a third Innovate PHX Challenge
being planned.

Total City Manager's Office $327,000
1.0

Community and Economic Development
1. Business Development $452,000
Add a new Economic Development Program Manager and contractual funding to 1.0
formalize an international trade program, which was originally approved by City
Council and put on hold in March 2020 due to the pandemic. The request includes
funding for two Mexico trade contracts and travel expenses. The full-year ongoing
cost, excluding workstation and computer costs, will be $440,000.




Page 13
2022-23
Department/Program Total

Status Update: A contract was procured to provide trade development
services for the city in Northern Mexico. This contract, annually costing
$140,000, successfully assisted 166 businesses with finding supply-chain
sourcing opportunities, improving business-to-business connections, and
fostering business expansion, incorporation, development, relocation and
investment in Phoenix. The International Trade Program has allowed staff to
travel to multiple countries to arrange economic development collaboration
agreements, expand availability of direct air travel between Phoenix and
cities in other countries, and promote Phoenix as a hub for technology
manufacturing while celebrating Phoenix’s existing Sister City relationships
with Taipei, Himeji and Suwon. The Economic Development Program
Manager (EDPM) position remains vacant after an unsuccessful attempt to
fill this past year. Staff is initiating a new recruitment mid-2024, with the
duties for the International Trade Program split among existing staff until
the EDPM position is filled.


2. Business Retention and Expansion $284,000
Add funding for a Marketing Supervisor position focused on developing, 1.0
implementing, and administering marketing plans and strategies that support job
creation, retention, and attract capital investments throughout the city.

Status Update: The position remains vacant after an unsuccessful attempt
to fill in 2023. During this time, administration of marketing programs has
been covered by executives.

3. Business Retention and Expansion $196,000
Add one Economic Development Program Manager position and consulting 1.0
services dedicated to addressing vacant commercial storefronts and increasing
"funertainment" sites. Targeting vacant commercial buildings will create new retail
centers and attract the burgeoning industry sector of "funertainment". The full-year
ongoing cost, excluding workstation and computer expenses, will be $187,000.

Status Update: Last year, staff was unsuccessful in filling the position.
Duties of the “funertainment” position were covered by the existing retail
team staff. In December 2023, the position was underfilled by a new Project
Manager, who is becoming familiar with job responsibilities and the Phoenix
market.




Page 14
2022-23
Department/Program Total

4. Business and Workforce Development $750,000
Add funding to support the Elevate EdAz: Connecting Education and Business for 0.0
a Thriving Community program managed by the Greater Phoenix Chamber
through the Greater Phoenix Chamber Foundation. The Elevate EdAz program
aims to transform education and business connections by aligning high school
curriculum with workforce needs. The program creates work-based learning and
exposes students to career pathways. The funding will result in contractual
agreements to expand the program in Phoenix.

Status Update: The Elevate EdAz program funding allowed staff to execute a
contract with the Greater Phoenix Chamber Foundation in March 2023,
expanding the range of the program to include the Paradise Valley and Deer
Valley Unified School Districts, and providing additional program staffing to
fully support the expansion. Since the beginning of 2024, over 1,700
students participated in career exploration events, with over 1,500 students
enrolling in classes focused on creating a pathway to a professional career
and more than 600 students registering for dual enrollment at Maricopa
Community College. Staff facilitated 11 Business Advisor Council Meetings,
where employers and educators collaborated on curricula to provide
students knowledge and abilities sought by employers. Fifteen educators
enrolled into externships, 200 students received job-shadow experiences,
and 80 students were awarded internship opportunities.


Total Community and Economic Development $1,682,000
3.0

Environmental Programs
1. Air Quality $187,000
Add funding for one Program Manager and resources to implement and advance 1.0
the Climate Action Plan, adopted by the City Council in October 2021. The new
position will conduct policy research, monitor citywide implementation of climate
change policy, coordinate with outside agencies and stakeholders, and develop
and implement climate and resilience protocols and plans. Funds will be used to
conduct biennial greenhouse gas inventories, continue community engagement
with bilingual support, and provide technical support for modeling and verification
analysis. The full-year ongoing cost, excluding initial office equipment purchases,
will be $184,000.




Page 15
2022-23
Department/Program Total

Status Update: The Climate Program Manager (PM) has organized public
meetings on climate action, is currently coordinating a progress update for
the Climate Action Plan, and is helping the Office of Environmental
Programs (OEP) oversee plan coordination with City departments and
stakeholders. The PM is developing the latest Biennial Greenhouse Gas
Inventory with associated modeling and verification to provide important
information on trends and effectiveness of current strategies to reduce
greenhouse gas emissions and other air pollution. The PM led completion of
other essential climate assessments, such as the C40 Green Jobs Report
and the Crosswalk Labs report to quantify fossil fuel carbon dioxide for the
City. Phoenix is a member of C40, an international network of mayors
confronting climate-change issues, and has been recognized as an A-list
city by the Carbon Disclosure Project, a non-profit organization to which
Phoenix annually discloses its progress towards positive climate mitigation
and adaptation.

Total Environmental Programs $187,000
1.0

Fire
1. Fire Emergency Medical Services and Hazardous Incident Response $2,444,000
Add funding for fifteen new sworn positions (four Fire Captains, four Fire 15.0
Engineers, and seven Firefighters) and one new vehicle (pumper engine) to
provide dedicated staffing and apparatus to permanently staff Fire Station 72
located at 33027 N. Cave Creek Rd. These positions will allow the Fire
Department to relocate Ladder 41 to Fire Station 25 to address ladder coverage
deficiencies and relocate Engine 925 to Fire Station 3 to address high activity
levels. The permanent staffing of Station 72 will provide the necessary resources
to address coverage deficiencies at other stations and improve overall service
delivery. The full-year ongoing cost, excluding initial equipment costs, will be
$1,739,000.

Status Update: The fifteen positions have been hired, trained, and assigned
to Station 72 and are providing emergency response service to the
community. The funding provided for dedicated staffing for Engine 72 has
allowed the Fire Department to reposition temporarily assigned Squad 29 to
Fire Station 41 allowing for more efficient use of the emergency response
unit.




Page 16
2022-23
Department/Program Total

2. Fire Emergency Medical Services and Hazardous Incident Response $368,000
Add funding for four Firefighter positions to cover absences at various fire stations 4.0
citywide. These positions ensure the safe and effective delivery of emergency
services by filling the minimum staffing requirements to keep all emergency
response units in service. The need for additional "rover" positions was
exacerbated during the pandemic. This will help alleviate staffing shortages and
reduce the need to utilize overtime.
Status Update: All four positions have been hired, trained, and now provide
roving staff coverage for various fire stations throughout the city. The four
positions provide necessary staffing relief coverage on an as needed basis.


3. Fire Prevention General Inspections $174,000
Add funding for four new Fire Prevention Specialist II positions to provide 4.0
dedicated staffing for inspections of outdoor combustible storage (OCS) facilities.
These positions will ensure Fire Code compliance at OCS facilities by enabling the
transition to a one-year operating permit cycle to reduce the frequency and scale
of OCS fires. First year one-time costs include office space configuration,
vehicles, and technology equipment. The full-year ongoing cost of $366,000 is
offset with $360,000 in estimated revenue generated from permit fees.
Status Update: All four positions are filled and dedicated to the maintenance
of the OCS program. The program maintains and updates policies and
procedures, training, and education of Fire Code compliance. These
positions identify and verify OCS sites, inspect and restrict volume of stored
materials, and ensure appropriate distances between piles, structures and
property lines which slow the spread of fire. Since filling these positions,
Fire Prevention has significantly increased the number of facilities
inspected, identifying and correcting nearly 400 fire code violations, and has
seen a 50 percent reduction in the number of OCS fire incidents.


Total Fire $2,986,000
23.0




Page 17
2022-23
Department/Program Total

Housing
1. Housing Supportive Services $1,149,000
Add funding to provide permanent, expanded housing supportive services. These 0.0
services address the needs of low-income residents, increasing self-sufficiency
and enhancing quality of life. This funding will increase the number of individuals
and families served and expand the types of services provided, including
additional self-sufficiency services, homelessness prevention and counseling,
senior tenant outreach, employment services, bridging education gaps,
homeownership coaching, and youth services. General Funds will be used to pay
for staff in the Affordable Housing Fund.

Status Update: In early FY 2022-23, the Housing Department converted 13
grant-funded temporary full-time positions to regular full-time positions,
enabled by this supplemental's funding for housing supportive services.
The positions continue to provide supportive services to residents to
achieve self-sufficiency and assist residents with social, educational, and
employment services.

2. Family Housing $378,000
Add funding to support Phoenix Starfish Place, which provides affordable 0.0
housing, case management, and supportive services to victims of human
trafficking. While Section 8 rental assistance vouchers have previously been used
to fund this program, they are unable to fully provide necessary staffing,
maintenance, utilities, unit upgrades, and replacements at the community.

Status Update: The funding continues to be used to support Phoenix
Starfish Place operations, which provides critical affordable housing to
survivors of human trafficking and enables a focus on healing.

Total Housing $1,527,000
0.0

Human Resources
1. Various $84,000
Add a Senior Human Resources Clerk position for the Classification and 1.0
Compensation Division. This position will perform specialized clerical and
technical duties, information gathering, and data entry in the Transactions Team
needed due to the recent 44% increase in transactions such as hires, rehires,
demotions, reclassifications, promotions, terminations and retirements.




Page 18
2022-23
Department/Program Total

Status Update: The Senior Human Resources Clerk position was filled in
July 2022. The position supports the Transactions, Records, and Leave
Administration section in the Organizational Support and Leave Programs
Division, following management’s reorganization of the department. In April
2023, the position was reallocated to a Human Resources Aide to perform
more complex job duties within Transactions, Records, and Leave
Administration. The Human Resources Aide position was filled in April
2023 and remains filled.

Total Human Resources $84,000
1.0

Human Services
1. Administration $353,000
Add funding for a Human Resources Team to provide support for the various 3.0
human resource related roles and responsibilities within the department including
a Human Resources Supervisor, a Senior Human Resources Analyst, and a
Human Resources Aide position. These positions will begin to transition the
department away from a shared services model to full support.

Status Update: In October 2022, the Human Resources Supervisor position
was filled. In December 2022, the Human Resources Aide position was filled.
The Senior Human Resources Analyst position was filled in June 2023. The
new Human Resources Team totaling three employees manages numerous
recruitments, as well as employee relation issues and other HR
responsibilities for the growing department.

2. Various $1,134,000
Add staff and vehicles to improve the City’s ability to proactively address 9.0
homelessness issues and implement recommendations from the Strategies to
Address Homelessness Plan. The new positions will allow the Human Services
Department to better oversee and manage homeless outreach programs with a
focus on connecting with individuals and collaborating with social service
agencies to identify the social service needs of homeless individuals in the
community. Also, the additional staff will provide a greater focus on data analytics
and performance measurement that will improve communication with City Council
and the community on the implementation of the Strategies to Address
Homelessness Plan.




Page 19
2022-23
Department/Program Total

Status Update: In Fall 2022, the Office of the Homeless Solutions (OHS)
was created, and in October 2022 the Assistant to the City Manager
(Director) position was filled. Of the nine positions approved, all are filled.
Seven vehicles have been ordered and received, enabling the OHS case
management and homeless liaisons teams to provide outreach and
engagement effectively and efficiently throughout the City of Phoenix. The
establishment of the OHS and additional positions has resulted in vast
improvements to the City’s homeless solutions projects and programs
and greatly contributed to the goal of reducing unsheltered homelessness
in the city. Efforts and accomplishments have included adding 1,074
additional shelter beds throughout the city, preventing families from
becoming homeless, decreasing the time people experience
homelessness, and ensuring ample housing solutions are available to end
an individual’s or family’s homelessness experience.


3. Administration $170,000
Add a Special Projects Administrator position to provide culturally relevant 1.0
navigation services to the refugee, asylee and immigrant communities. The
position will coordinate with internal City departments and local, county, state and
non-profit partners and represent the City on issues related to refugee
resettlement. This position will also work closely with staff of various refugee
resettlement agencies to coordinate referrals for services, employment,
healthcare, and housing among other services needed for an individual or family's
successful transition into the community.

Status Update: The Special Projects Administrator position was filled in
March 2023 and presently manages six refugee support service contracts.
The position actively represents the City in various national, regional, and
local meetings aimed at coordinating humanitarian aid for asylum seekers
released by Customs & Border Protection. The Special Projects
Administrator participates in quarterly refugee resettlement public
consultations organized by Refugee Resettlement Agencies and the Arizona
Department of Economic Security, convenes quarterly meetings with
refugee service providers, and chairs a monthly Refugee & Immigrant Data
Committee seeking to establish standardized performance metrics across
the service delivery network. In addition to ongoing initiatives detailed
above, the position is in the process of developing strategic direction on
program and coordination efforts. Staff are actively engaged in conducting
client listening sessions, gathering valuable insights from stakeholders
through surveys, and conducting key informant interviews. By actively
seeking input and feedback, the office aims to create a strategic plan that
prioritizes and responds to the most important needs of foreign-born City
residents.




Page 20
2022-23
Department/Program Total

4. Client Services $250,000
Add ongoing funding for contractual services to support the Fast Track Cities 0.0
Initiative. Fast Track Cities is an international effort working to end the HIV/Aids
pandemic and the City of Phoenix is one of 25 cities in the U.S. working to reach
this goal. One-time funding was added in fiscal year 2021-22, this request would
add ongoing funding that will continue the city’s efforts towards the goal of having
90 percent of Phoenicians know their HIV status, 90 percent who know their HIV-
positive status to be in antiviral treatment, and 90 percent who are on antiviral
treatment to achieve viral suppression and to have no stigma or discrimination.

Status Update: Of the $250,000, $200,000 has been allocated for
sponsorships of community activities and $50,000 has been allocated to
purchase educational resources, table sponsorships, and special events. To
date, Fast Track Cities has sponsored 12 community agencies whose focus
is on conducting HIV/Sexually Transmitted Infections (STI) testing, Pre-
Exposure Prophylaxis (PrEP) services for HIV prevention and treatment
services, and other outreach and resources. Over 4,000 individuals have
received collateral Fast Track Cities items to bring awareness to the
initiative and its goals.

Total Human Services $1,907,000
13.0

Information Technology Services
1. Information Security and Privacy Services $555,000
Add funding for one Lead Information Technology Systems Specialist and two Sr. 3.0
Information Technology Systems Specialist positions. These positions will support
the Information Security and Privacy Office’s Cyber Threat Intelligence program.

Status Update: The Lead Information Technology System Specialist was
filled in December 2023. The role of this position is the Security Operation
Center (SOC) Manager, overseeing critical operations that allow the
department to prevent, detect, and respond to cybersecurity threats
citywide. The two Senior Information Technology System Specialists are
currently in the recruitment process to fill the roles of Threat Intelligence
Analysts.

Total Information Technology Services $555,000
3.0




Page 21
2022-23
Department/Program Total

Law
1. Criminal Division - Community Prosecution Bureau $190,000
Add funding to provide legal support for the 19th Avenue Corridor Community 1.0
Safety and Crime Prevention Plan which seeks to: improve the safety of area
residents, businesses, patrons, and students; build upon the City’s relationships
with area community groups and business partners; and reduce violent and
quality of life crimes at key intersections along the corridor. Funding adds one
Assistant City Attorney III position to the Criminal Prosecution Division. The full-
year ongoing cost, excluding initial desk and computer purchases, will be
$183,000.
Status Update: The Assistant City Attorney III position is filled. The Attorney
supports the Community Safety Plan (CSP) operations along the 19th
Avenue Corridor by attending and participating in coordinated team
meetings with the Police Department and Neighborhood Services
Department to discuss and problem-solve blighted properties and high
crime areas. The Attorney provides educational presentations to business
alliances, block watches, and the CSP Community Committee on criminal
procedure basics, Community Court, trespassing and authorities to arrest,
and how to be a good witness at trial. Additionally, the Attorney provides
supplemental training to police officers, park rangers, and code inspectors.


2. Various $1,244,000
Add funding for staff in the City Prosecutor's Office and the Legal Assistant Unit of 11.0
the Criminal Division. New staff will support the City's efforts to timely review body
worn camera (BWC) footage and conduct attorney case assessments related to
charging decisions. Funding is needed due to the increased workload for both
staff and attorneys caused by the legal requirements to review and release BWC
footage within specific time frames. Funding adds six Admin Aide, one Admin
Assistant I, and four Assistant City Attorney II positions. The full-year ongoing
cost, excluding initial office reconfiguration and computer costs, will be
$1,123,000.

Status Update: The six Admin Aide positions are filled. The positions assist
in the timely review and redaction of the increased BWC workload to meet
legal requirements of disclosure. The Admin Assistant I position was
vacated in January 2024. The position provides BWC training support to
new staff and monitors BWC workload and assignment distribution to
ensure discovery obligations are met. The Attorney II positions are filled
except for one due to a promotion. The benefits to the community would be
reflected in the quality preparation and presentation of criminal cases that
are litigated by the office. The addition of attorney positions allow for proper
review of discovery, including the vast increase in body-worn camera video,
and ensuring victim rights compliance.




Page 22
2022-23
Department/Program Total

3. Civil Division $0
Create an Assistant City Attorney IV position in the Civil Division to litigate risk 1.0
management cases on behalf of the City. The cost of the position is offset by a
reduction in contractual legal services. Hiring a full-time employee to handle
litigation cases instead of outside counsel will result in overall savings to the City.

Status Update: The Assistant City Attorney IV position in the Civil Division
is filled. This position has been able to work on litigation cases in-house
instead of sending to outside counsel that has resulted in savings to the
City.

Total Law $1,434,000
13.0

Library
1. Children and Teen Services $257,000
Add staff and supplies to operate a temporary library located on city-owned land 5.0
at 67th Avenue and Lower Buckeye Road. The temporary library will be a 38-foot-
long coach style bus (bookmobile) that is being purchased with federal funding
from the American Rescue Plan Act. The bookmobile will also be available to
make outreach visits to other sites around the city on occasion. If City Council
approves a General Obligation Bond Program and approval within the program to
build a new library on this site, then the bookmobile will be used solely in a mobile
capacity citywide. The bookmobile will have a collection of over 3,000 books and
audio-visual items and provide access to public computers. The staff will also
provide regular weekly programming such as Storytimes, Babytimes, and more
based on community need and interest. The new bookmobile will begin service in
the spring of 2023. The full-year ongoing cost will be $494,000.


Status Update: All five bookmobile staff were hired this fiscal year. While
staff waited for the bookmobile's arrival, they worked on purchasing library
materials and supplies for the vehicle. They also began reaching out to
future partners and provided outreach into the community, where they
created over 500 new library cards. When the bookmobile arrived in
November 2023, the team worked to get it road-ready and were trained on its
operation. Full bookmobile service is set to commence in March 2024.

Total Library $257,000
5.0




Page 23
2022-23
Department/Program Total

Municipal Court
1. Civil Courtroom Operations - Civil Division $192,000
Add funding for one Caseworker II and one Caseworker III positions to provide 2.0
support for the Intimate Partner Violence Court pilot program to enhance domestic
violence victim safety and provide a concentration of social services. These
positions will support a specialized case management team to conduct enhanced
contact with the victim and perpetrator and provide follow-up on violations of any
terms of probation to reduce the risk of re-offense. The full-year ongoing cost,
excluding initial office reconfiguration and computer costs, will be $189,000.

Status Update: The Caseworker II and Caseworker III are currently filled. The
focus of these positions has been creating the Municipal Court’s
Community Justice Resource Center (CJRC). The CJRC is a centralized
location for community resources which are available to all members of the
public, including those experiencing intimate partner violence. Partnerships
continue to be strengthened with five community agencies who assist with
staffing the CJRC five days a week and specialize in connecting individuals
with essential social services. Through established connections the
Caseworkers can do direct hand-offs with persons in need of immediate
services. As of July 2023, these positions have made referrals and assisted
135 individuals connect with community services, attended two community
events (GAIN neighborhood event and the Rasa Fair Hiring Employment
Event), and conducted training for 47 team members of three Protective
Order Assistance Centers.


Total Municipal Court $192,000
2.0

Neighborhood Services
1. Blight Reduction Program $558,000
Add funding for contractual services and a temporary Project Management 1.0
Assistant position to implement a pilot private property clean-up program that
supports a service included in the Strategies to Address Homelessness Plan,
approved by City Council in 2020. The program will address repeated or chronic
blight issues occurring on private properties.

Status Update: The pilot Private Property Cleanup Program (PPCP) was
successfully launched, and the position filled in Fiscal Year 2022-23. As of
January 2024, the PPCP has completed 89 enhanced biohazard cleanings
via a contracted City vendor in three identified locations known to have
consistent biohazard waste. Approximately 5,000 used needles have been
collected through this effort since implementation. Additionally, the PPCP
pilot assisted 22 individual property owners, who have met the program’s
eligibility requirements.




Page 24
2022-23
Department/Program Total

2. Blight Reduction Program $654,000
Add staff and a vehicle to improve the City’s ability to address the significant 5.0
growth in PHX C.A.R.E.S. cases and connect residents and businesses impacted
by homelessness with resources. The new positions will ensure staff respond to
and resolve PHX C.A.R.E.S. cases timely, and support residents and businesses
through education, access to services, and the strengthening of neighborhood
alliances.

Status Update: Four of the five positions were filled in the prior fiscal year,
with the remaining position moved to the new Office of Homeless Solutions.
The Neighborhood Specialists are assigned to service areas and are
working closely with the police precincts in each of those areas to address
homelessness. This team supports multi-department outreach coordination
for PHX C.A.R.E.S., as well as assists with identifying private properties that
may be eligible for the Private Property Cleanup Program. The
Neighborhood Specialists also help train other department staff members
involved with PHX C.A.R.E.S. efforts on the proper use of the customer
relations management system and other processes.

3. Targeted Neighborhood Revitalization Programs $627,000
Convert the Gated Alley Program, currently funded with one-time grant funds, to 1.0
ongoing funding and add a Project Manager position to oversee the program. The
funding will provide for up to 45 alley segments to be gated on an annual basis.
The initial pilot program was designed by an interdepartmental committee in
collaboration with residents to provide a new approach to deterring illegal
dumping, graffiti, and criminal activity in residential alleys. The program provides
homeowners whose properties abut an alleyway the opportunity to apply to the
City requesting both the relocation of solid waste services from the alley to
curbside, and installation of locking gates at the ends of the alley adjacent to their
properties. The program provides the funds to pay for gate fabrication and
installation, locks, required revocable fence permit fees and other related costs.


Status Update: In FY 2022-23, the project manager assigned to the program
successfully processed and installed gates for 124 alley segments, 45 of
which were approved with General Funds and the remainder with one-time
funds from NSD and Council offices. Installation of the gates for the 124
alley segments was completed in December 2023. This funding will continue
to be utilized, alongside additional funding approved by Council in
November 2023 from Neighborhood Block Watch funds.


Total Neighborhood Services $1,839,000
7.0




Page 25
2022-23
Department/Program Total

Office of Arts and Culture
1. Community Investment and Engagement Program $275,000
Increase funding for arts grants for nonprofit arts and cultural organizations. Arts 0.0
grants enable artists, arts and culture organizations, youth, and neighborhood
groups to carry out high-quality arts programming for all residents.

Status Update: The additional $275,000 Community Arts grant funding in FY
2022-23 was awarded to organizations as part of the total Community Arts
Grant fund, addressing an 11 percent increase in organizational
applications when Arts and Culture requested this supplemental. As of June
30, 2023, 8.7 million residents and visitors participated in nonprofit arts and
culture events and programs sponsored by the Community Arts Grants
Program. Of that, 2.6 million were under the age of 17. Because of this
supplemental, the grants program has expanded its reach and impact on
Phoenix residents and contributed to a vibrant arts and cultural community.


2. Public Art Program $40,000
Increase funding for public art maintenance which would allow residents to enjoy 0.0
the collection, showcase the city's initial investment, and help avoid safety issues
with artwork in the community. Maintenance includes lighting upgrades and
renovations to address wear and damage, including recession-deferred
maintenance. The public art collection includes over 200 art installations.

Status Update: The additional $40,000 in funding for public art preservation
and maintenance in FY 2022-23 was utilized to pay for the repair
maintenance of Shadow Play benches, Public Art Lighting Assessments,
and Cave Creek Tower at Rose Mofford Complex. Additional environmental
costs were needed to repair and paint the Cave Creek Tower due to the
discovery of hazardous lead elements. These funds continue to be used
annually on public arts maintenance, ensuring public art pieces remain
community points of pride.

Total Office of Arts and Culture $315,000
0.0

Parks and Recreation
1. PAC (Phoenix Afterschool Center) $283,000
Add funding for contracted staff and supplies to support enhanced recreation 0.0
programs and activities for youth during the critical after-school hours. Funding will
be used to provide tutoring and educational support, as well as specialized
enrichment classes and events such as dance, arts and culture, fitness, youth
sports and special events during after-school hours at Parks and Recreation
facilities and within the departments Phoenix Afterschool Center (PAC) program.




Page 26
2022-23
Department/Program Total

Status Update: An agreement was executed with Arizona State University as
a partner to recruit and provide a tutoring enhancement component to the
PAC program with a focus on homework assistance. The additional
educational resource augments services City staff currently provides during
PAC program hours. The number of sites is determined by ASU's
recruitment efforts and success.

2. Park Rangers-Community and Neighborhood Parks $671,000
Add funding for eight Park Ranger II positions and vehicles to provide education 8.0
and enforcement of park rules at 185 urban flatland parks throughout the city. This
represents a 50% increase in Park Ranger II positions for urban flatland parks.
The additional staff will enable decreased response times when calls are made for
assistance by the public.

Status Update: The park rangers are performing regular patrols of the urban
parks where they educate park users on the code of conduct rules.
Additionally, the park rangers assist with large cleanup efforts throughout
City parks. The positions have increased the ability to respond to calls more
quickly. Seven of the eight positions are currently filled.


3. Parks Maintenance $1,500,000
Add funding for ongoing facility maintenance needs. In fiscal year 2022-23, 0.0
funding will be used for major repairs, renovations, and other improvements to the
Eastlake Pool facility. This facility is unable to open due to safety hazards created
by the structural failure of the pool.

Status Update: This funding is being used for the design and construction
drawings of the new Eastlake pool facility. Construction drawings were
anticipated by June 2023; however, there was a delay in obtaining the
design group due to the abundance of requests ahead of this project. At
present, the department has received 60 percent design drawings and
anticipates having 90 percent by the end of February 2024. The balance of
funding will be carried over to the next fiscal year to be applied towards
construction.




Page 27
2022-23
Department/Program Total

4. Art, Educational & Environmental Facilities Operated by City Staff $229,000
Add staff and equipment to re-open the South Mountain Environmental Education 2.5
Center. The addition includes a full-time Park Ranger and 1.5 FTE of part-time
Recreation Leader positions. After being closed because of the 2009 recession,
the center reopened in 2012 and was operated by various non-profits until 2020
when it was vacated by the last operator. This addition would allow the center to
be open four days a week and provide educational opportunities through the
visitor center, museum, and the Natural and Cultural Learning Center classrooms
and library. The center will also once again be available to rent for meetings and
other events. The Park Ranger position will also support the Pueblo Grande
Museum and act as a steward for cultural resources throughout the preserve
system, with an emphasis on South Mountain Park.


Status Update: The positions have been filled. This has enabled the South
Mountain Environmental Education Center (SMEEC) to be open four days
per week, as projected. SMEEC has welcomed a variety of walk-in visitors
and visiting school groups. The Recreation Leaders supported the ‘Hike
with a Firefighter, Hear from a Park Ranger’ event each of the past two years
in support of Black History Month. The Park Ranger II position serves as a
steward for cultural resources throughout the preserve system with an
emphasis on South Mountain Park/Preserve. Since the creation of this
position, much work has been done to protect the many cultural resources
within South Mountain Park/Preserve as well as around the entire preserve
system.

5. Parks Maintenance $21,000
Add funds to renovate two tennis courts at Desert Foothills Park and convert one 0.0
of the courts to dual use by adding pickleball lines.

Status Update: The renovation project is complete. The funds to renovate
the existing tennis courts and convert them to dual tennis/pickleball courts
has provided the community with another recreational amenity that provides
health and wellness opportunities.

Total Parks and Recreation $2,704,000
10.5




Page 28
2022-23
Department/Program Total

Planning and Development
1. Long Range Planning $213,000
Add funding for two Village Planner II positions and a Principal Planner position to 3.0
provide support for the implementation of community driven and City Council
supported community planning projects, with a focus on developing Transit
Oriented Development (TOD) community planning programs. These positions will
provide coordination, development, implementation and oversight of community
planning efforts. The Public Transit Department will fund 50% of the cost for two
of the three new positions.



Status Update: Both Village Planner positions have been filled. The Principal
Planner was filled in December 2022. This position was ultimately moved to
the Current Planning Team in exchange for a Special Project Administrator
position moving to the Long Range Team, also filled in December 2022. The
Special Project Administrator position secured $1 million from the Federal
Transit Authority to implement the City Council-adopted South Central
Transit-Oriented Development Community Plan. The position has worked
with the Mayor and City Council to form the PlanPHX Leadership Committee
to oversee the General Plan Update and developed a work program and
schedule that will have the General Plan Update completed in time for the
November 2024 election.


2. Current Planning $270,000
Add funding for a Secretary III position, a Planner II position and a Planner III 3.0
position to support the Current Planning Section team's efforts to respond to
significant increases in the number of zoning verification, interpretation, and
adjustment requests. Zoning adjustment applications have increased from 596 in
2016 to 743 in 2020. This year the number of zoning adjustment cases is on pace
to meet or exceed the record number of cases from 2020. The increase in the
zoning adjustment caseload has resulted in hearing dates being scheduled well
beyond the normal hearing time frame. These positions will also support the
team's zoning ordinance text amendment efforts.

Status Update: The Planner III position was filled in January 2023. The
Secretary III and Planner II positions were filled in February 2023. The
Planner III provides a higher level of service for the Zoning Adjustment
process. The position’s oversight of the Zoning Adjustment process has
and will continue to create capacity for the Zoning Administrator and other
members of the Current Planning team to initiate and manage text
amendment requests related to mobile homes, housing, and electric vehicle
infrastructure. The Secretary III and Planner II positions are providing critical
support to staff and improved support for zoning requests.




Page 29
2022-23
Department/Program Total

3. Office of the Customer Advocacy $107,000
Add a Planner III position to the Office of Customer Advocacy (OCA) to support 1.0
creating and implementing the Vacant Storefront Program and expand the
Adaptive Reuse Program to include the conversion of older shopping centers and
individual retail spaces into economically viable uses, to assist customers with
opportunities to share existing parking spaces, and to expand the level of
customer assistance provided by the OCA.

Status Update: The Vacant Storefront Program Planner III position was filled
in February 2023. The position provided assistance to commercial
customers with adaptive reuse inquiries and opportunities. The incumbent
vacated the position in July 2023 to fill a Team Leader vacancy within the
department. Efforts to recruit the Planner III position are now underway.


4. Administration and Enforcement of Local and Federal Historic Preservation Laws $502,000
Add funding to the Historic Preservation Office for the Threatened Buildings Grant 0.0
Program. The grant funds will be used to preserve, rehabilitate or move historic
buildings in order to prevent their loss. A threatened building is one that is in
deteriorated condition and/or has a high likelihood of demolition. Grant funds
require the owner to convey a conservation easement to the City, with the length
of the easement varying based on the amount of the funds provided. This
conservation easement protects the public's investment in the building during the
life of the easement.

Status Update: The Warehouse & Threatened Building Grant Program Guide
and Grant Application were updated to be shared with potential applicants
when appropriate projects are identified. Staff reached out to property
owners of vacant buildings as well as property owners looking to redevelop
sites with the potential to incorporate existing historic buildings otherwise
threatened with demolition. Staff will continue to reach out to property
owners of vacant and threatened buildings to continue to build a pipeline of
projects eligible for grant funding. A number of projects have utilized this
funding or are in process, including: the historic City Center Motel, the
Duppa-Montgomery adobe, the Seargeant-Oldaker residence, the First
Baptist Church, and the Yaun Ah Gim Groceries property.


Total Planning and Development $1,092,000
7.0




Page 30
2022-23
Department/Program Total

Police
1. Violent Crimes Unit - Homicide Unit $0
Add funding for 25 Police Civilian Investigator positions to continue Police 25.0
Department civilianization efforts. These positions will undertake select
investigative functions, provide staffing flexibility, and enable sworn personnel to
be deployed where they are most needed. This funding expands on previous
civilianization hires approved by the City Council in March 2022. The annual cost
is $2,492,650; however, the cost for FY 2022-23 will be absorbed utilizing savings
from vacant sworn positions.

Status Update: These positions support numerous bureaus/units, providing
key support and enabling sworn staff to be deployed more effectively.
Specific updates on these positions include: Employment Services Bureau
(1.0 FTE) - This position was vacated in November 2023, but a recruitment
will begin shortly. The position conducts background investigations on
civilian applicants and contractor positions, allowing sworn positions to
focus on sworn hiring. Violent Crimes Cold Case Homicide Unit (2.0 FTE) -
These positions are filled and are responsible for conducting five-year
reviews of unsolved homicide investigations, updating reviews of various
homicides as new issues arise, contacting next of kin to provide case
updates, purging property for adjudicated homicide investigations, and
conducting interviews of witnesses, surviving victims, and in custody
suspects. Family Investigations Bureau (7.0 FTE) - All positions are filled and
are working up to 100 cases per month while assisting detectives with
investigations. Property Crimes (12.0 FTE) - Seven positions are filled with
active recruitments to fill the remaining five. These positions are conducting
interviews, gathering evidence, and purging property related to adjudicated
investigations. Drug Enforcement Bureau (2.0 FTE) - Both positions are filled
and are revamping the confidential informant database to a new version that
includes continual updates. They are also assisting with asset forfeiture
cases. Finally, the positions routinely assist with human trafficking
operations, specifically with analyst work and locating suspected sex
traffickers. Vehicular Crimes Unit (1.0 FTE) - The position is filled and is
submitting DUI cases to the City and County Attorney’s Office, completing
additional requests from attorneys, completing Rule 15 requests, and
purging case related property.


2. Strategic Information Bureau - Body Camera Unit $0
Add one Administrative Assistant I, one Administrative Assistant II, and eight 10.0
Administrative Aide positions to support the Body Worn Camera Unit. These
positions will assist in providing body worn camera footage to the City Prosecutor
and Maricopa County Attorney's Office by required court case deadlines and will
help fulfill current and backlogged public records requests. The annual cost is
$790,983; however, the cost for FY 2022-23 will be absorbed utilizing savings from
vacant sworn positions.



Page 31
2022-23
Department/Program Total

Status Update: All positions have been filled. The newly formed squad has
been able to streamline the process for fulfilling City Prosecutor’s Office
and County Attorney’s Office video requests within the required/acceptable
turnaround time. While waiting for the positions and recruitments, the
public records request backlog increased to an 18-month backlog. The new
squad, made possible by the additional positions, are working to reduce the
public records request backlog, resulting in the community receiving
requested documents more quickly.

3. Administration $0
Add two User Technology Specialist, two Information Technology 13.0
Analyst/Programmer II, three Senior User Technology Specialist, three Senior
Information Technology Systems Specialist, and three Information Technology
Analyst/Programmer III positions to the Information Technology Bureau. These
positions will provide the necessary technical support to maintain current service
levels, complete migration of legacy custom-built applications to web-based
platforms, manage department software and security needs, and support critical
infrastructure systems, including servers, data storage, and remote systems. The
annual cost is $1,799,803; however, the cost for FY 2022-23 will be absorbed
utilizing savings from vacant sworn positions.

Status Update: Position updates are as follows: Senior Information
Technology Systems Specialist (3.0 FTE): All three positions are vacant but
recruitments are underway. Information Technology Analyst/Programmer II
– (2.0 FTE): one position (GIS developer) is filled. The second position was
filled but has since been vacated and will need to be recruited. Information
Technology Analyst/Programmer III – (3.0 FTE): one position is filled, and
the two remaining position recruitments are currently being developed.
Senior User Technology Specialist – (3.0 FTE): all positions are filled. User
Technology Specialists – (2.0 FTE): both positions are filled. Overall, these
positions will ensure the police department’s software and technology
systems remain operational. In the event a system fails, the additional
specialists provide coverage to troubleshoot the failure and get them back
online. Finally, they are allowing the department to increase the use of
technology, enhancing public safety for residents.




Page 32
2022-23
Department/Program Total

4. Laboratory Bureau - Lab Services $0
Add two Crime Scene Specialist II, two Crime Scene Specialist III, and six 10.0
Forensic Scientist III positions to the Laboratory Services Bureau to increase
evidence processing capabilities for violent crimes, respond to complex crime
scenes, and provide oversight of crime scene response operations. The annual
cost is $1,086,952; however, the cost for FY 2022-23 will be absorbed utilizing
savings from vacant sworn positions.



Status Update: Both Crime Scene Specialist III positions were filled in
November 2022 and are fully trained and operational. One Crime Scene
Specialist II was hired in April 2023 and is nearing the completion of
training. The second was hired but has since vacated the position, and a
new process is underway to fill the position. Once the additional positions
are fully functional, additional crime scenes will be able to be processed
efficiently, ultimately resulting an increase in evidence that may lead to the
identification of a suspect or assist in investigations. Five of the Forensic
Scientist IIIs have been fully trained and are conducting casework. The
request to fill the final position is still in process. The additional positions
increased the number of cases analyzed. The additional cases analyzed
assists in the identification of suspects, ultimately closing investigative
cases and increasing public safety.


5. Patrol - Respond to Calls for Service $2,841,000
Add funding for one Lead Information Technology Systems Specialist and five 6.0
Police Assistant*Special Detail positions, as well as additional resources, for the
19th Avenue Corridor Community Safety and Crime Prevention Plan. This multi-
departmental effort will work to improve safety and security along the 19th Avenue
corridor using three key strategies: outreach, education and partnerships;
prevention and intervention; and enforcement. The full-year ongoing cost,
excluding one-time technology and equipment purchases, will be $658,000.




Page 33
2022-23
Department/Program Total

Status Update: The Lead Information Technology Systems Specialist is
currently vacant. The position was recently transferred to the Information
Technology Bureau and will be recruited to assist the 19th and 27th Avenue
Corridor Real Time Operation Centers. All five Police Assistants are filled
and continue to be essential components of the Real Time Operations
Centers (RTOC). They have completed numerous trainings for video
evidence uploads, Intelligence Officer training, Records Management
System report writing, image comparison, command central, and gang
related trainings. They have also assisted with the installation and
monitoring of over 40 license plate readers, 120 FireFly sensors, and 40
cameras. Additionally, they assist officers in gathering information and calls
for service that are often identified through the RTOC, including over 18,500
Firefly activations where officers were able to recover shell casings on over
50 incidents, and assisted with the recovery of 29 guns. The additional
positions supplement sworn officers allowing an increase in analysis work,
ultimately resulting in the identification of additional suspects, furthering
public safety.

Total Police $2,841,000
64.0

Public Defender
1. Legal Representation Services $155,000
Add funding to provide better services for clients in the Veteran's Court and the 2.0
Behavioral Health Court. This includes adding two Assistant City Attorney III
positions, one Legal Assistant position, and funding for a toxicology consultant.
The ongoing costs will be partially offset by eliminating a Forensic Toxicology
Expert position and reducing contract attorney services.

Status Update: All positions are filled. The Public Defender’s Office is
operating at the highest level of client care for vulnerable populations since
its inception. By changing from contracted attorneys to City staff, clients
can reach their attorney easier, and the attorneys have more dedicated time
for individual client’s cases. This has resulted in better legal representation
for clients and has ensured that everything that can be done for a client in
our specialty courts (both Veterans and Behavioral Health) will be done. The
Legal Assistant is assigned to Behavioral Health Court, which has a very
large caseload. This allows the attorney to focus on legal matters while staff
prepare files, call clients, and most importantly, schedule all Rule 11
appointments for determination of competency to participate in court
proceedings. The loss of a full-time toxicologist has been negligible due to
the contracted forensic toxicologist’s availability for testifying, as well as test
second samples of blood for DUI cases.


Total Public Defender $155,000
2.0

Page 34
2022-23
Department/Program Total


Public Works
1. Facilities Management and Maintenance $382,000
Add funding to expand the Building Trade Apprenticeship Program which will aide 5.0
in workforce development in the Facilities Operations Division. Request includes
adding two Electrician Apprentice positions, two Building Equipment Operator
Apprentice positions, and one Administrative Aide position. The full-year ongoing
cost, excluding initial equipment costs, will be $364,000.

Status Update: All positions are filled. The Building Equipment Operator
(BEO) apprenticeship is based on the established Arizona Pipe Trade
Apprenticeship Program training curriculum and on-the-job training
activities set forth in an Apprenticeship Handbook created to support this
program. The Electrician and BEO apprenticeship programs are part of the
City’s Building Trade Apprenticeship Program, administered jointly by
Public Works and Aviation through an apprenticeship committee.
Apprentices are mentored by journeyman staff. Staff receiving apprentice
assistance in the field also benefit from the program. Developing and
administering apprenticeship programs exemplifies the department's
commitment to workforce development and community growth while
reducing vacancies and addressing shortages of building trades labor. The
Administrative Aide position provides administrative support for the Water
Conservation Project as well as the Apprenticeship Program. This position
supports the workforce and ensures the seamless coordination of various
projects within the department.


2. Facilities Management and Maintenance $218,000
Add funding to restore two facilities maintenance positions that support city 2.0
building and infrastructure repairs. The request includes adding one Building
Equipment Operator II and one Building Maintenance Worker*U2. These positions
are needed to adequately support and maintain the increase in city facility repairs
due to aging buildings and infrastructure. Staffing levels were greatly diminished
since 2008 due to budget reductions. Adding these positions will partially restore
the department to prior staffing levels. The full-year ongoing cost, excluding a one-
time capital equipment purchase, will be $196,000.

Status Update: The two facilities maintenance positions are filled. They
helped retrofit 51 facilities, convert 426 faucets, 475 toilets, and 125 urinals
to water-saving fixtures, resulting in approximately 5.61 acre-feet of water
saved. Completed sites include nine senior centers, 16 libraries, nine
community centers, and 17 recreation centers, with police facility retrofitting
underway as of January 2024. These achievements underscore the
department’s dedication to water conservation and reducing community
water usage.




Page 35
2022-23
Department/Program Total

3. Energy Management Consultation Services and Energy Analysis $340,000
To support essential City priorities related to the City of Phoenix 2021 Climate 1.0
Action Plan and the Electric Vehicle (EV)Task Force, a comprehensive EV study
is needed, which includes an assessment of EV Charging Stations, infrastructure
needs, and an implementation plan for City vehicles. This item adds funding for
one Operations Analyst position and contractual funding for the comprehensive
study. Additionally, the position will coordinate with City staff and vendors to assist
with the implementation of citywide initiatives as recommended from the study.
The full-year ongoing cost, excluding funds for the study, will be $90,000.

Status Update: The Operations Analyst position for the Electric Vehicle
Charging Program is developing a plan to charge all new Fleet Services
electric vehicles (EVs). The analyst produced an EV training video to assist
employees new to operating EVs. The analyst is currently working on the
EPA Carbon Pollution Reduction Grant (CPRG) to fund EVs, calculating
levels of pollution reduction, working as a lead resource for a coalition of
cities on EV infrastructure and technology, researching EV hazards,
working with the Phoenix Fire Department to purchase new firefighting
equipment and to update standards for EV safety, and conducting research
toward the introduction of new electric garbage trucks and necessary
charging infrastructure.

Total Public Works $940,000
8.0

Street Transportation
1. Street Maintenance $850,000
Add funding to the award winning Cool Pavement Program. The program applies 0.0
surface treatments to nine neighborhoods annually specifically engineered to
combat the urban heat island effect to existing roadway surfaces. The Program
uses objective criteria ensuring the program targets the right streets with the most
need across the City. Supplemental funding will increase capacity by two
neighborhoods annually.

Status Update: The Cool Pavement Program was originally scoped for nine
locations across the city. Street Transportation identified $4 million of
funding within the CIP to begin the program after the pilot project. The
added funding expanded the program scope to 11 locations beginning in FY
2023-24. It is anticipated that the added funding will allow 11 locations to be
included in the program annually going forward (for a program total of $4.85
million annually). The added funding does not have an inflation factor, so as
construction costs increase gradually over time due to inflation, the number
of locations in the program could decrease unless additional funding is
identified.




Page 36
2022-23
Department/Program Total

2. Traffic Safety and Neighborhood Traffic $1,200,000
Add funding for the Roadway Safety Action Plan (RSAP) adopted by City Council 0.0
on March 2, 2021. The plan addresses comprehensive roadway safety issues on
City streets. The effort is funded using the General Fund, the Transportation 2050
fund (T2050), and the Arizona Highway User Revenue fund (AHUR). The General
Fund portion being proposed is an additional $1.2 million per year and combined
with funds added in fiscal year 2021-22 would provide $1.8 million annually in
General Funds. This funding will help implement safety improvements targeted at
both engineering and education-based traffic safety measures. Such
improvements could include traffic signals, streetlighting, HAWK pedestrian
signals, crosswalks, sidewalks, public service announcements (PSAs), and safety
education campaigns. Funding will also be utilized in the development of the
RSAP to engage the community to ensure equity in the selection and prioritization
of traffic safety improvement projects.


Status Update: The City of Phoenix Vision Zero – Road Safety Action Plan
(VZ-RSAP) was unanimously approved by the City Council on September
2022. Completion of the VZ-RSAP enabled the Street Transportation
Department to apply for two Federal Safety Grants known as Safe Streets
and Roads for All (SS4A). The City was awarded two SS4A grants: 1)
$460,000 for the development of a Supplemental Plan to develop a
Pedestrian High Risk Network planning document and an updated Speed
Limit Setting process, and 2) $25,000,000 was awarded to improve
pedestrian, cyclist, and vehicular safety focused within an underserved
community along Indian School Road from 39th to 91st Avenues, known as
ReVISIONing Indian School Road. The VZ-RSAP identified traffic crash
patterns within the City, developed a High Injury Network that has been
utilized to prioritize the locations of traffic safety infrastructure projects, and
engaged the community in the development of 41 safety strategies. RSAP
funding has contributed to the implementation of the VZ-RSAP strategies
with the design and construction of several traffic safety infrastructure
projects (traffic signal modernization projects, HAWKS, etc.), Community
Engagement via the VZ-RSAP Community Advisory Committee, Public
Service Announcements via Scan the Street for Wheels and Feet, and
evaluations of traffic safety improvements to determine safety efficacy and
effectiveness.


Total Street Transportation $2,050,000
0.0


TOTAL GENERAL FUND $23,074,000
163.5




Page 37
2022-23

SUPPLEMENTALS UPDATE
NON-GENERAL FUND

2022-23
Department/Program Total

Aviation
1. Administration $0
Add funding for 27 positions to enhance existing operations at Phoenix Sky 25.0
Harbor International, Deer Valley and Goodyear airports as activity returns to pre-
pandemic levels. These positions will support the following divisions of the
Aviation Department: Facilities and Services, Operations, and Technology.
Funding also includes the addition of six vehicles. To offset ongoing costs, two
existing positions that are no longer needed will be eliminated. The annual cost is
$2,225,000, however the cost for FY 2022-23 will be absorbed utilizing contractual
savings within Aviation's operating budget.

Status Update: All but five positions are filled. Multiple recruitments have
been made without success of finding qualified candidates. The benefit of
having these new positions is the airport can provide a safe, secure, and
customer friendly environment for passengers passing through the airport’s
newest terminal concourse and Phoenix Sky Train stations.


2. Administration $0
Add funding for a new sustainability section within the Facilities and Services 3.0
Division to establish a formal sustainability management team in the Aviation
Department. This addition includes funding for one Administrative Assistant I, one
Economic Development Program Manager, and one Energy Management
Superintendent position. The annual cost is $309,000, however the cost for FY
2022-23 will be absorbed utilizing contractual savings within Aviation's operating
budget.

Status Update: All positions are filled. These positions assist with
adequately addressing Green House Gas (GHG) reductions and other
environmental challenges. They also allow the Aviation Department to
implement Energy Efficiency measures in-house, which is the most cost-
effective way to reduce our carbon footprint, and enhance automation of
systems.




Page 38
2022-23
Department/Program Total

3. Administration $0
Add funding for a new Asset Management section within the Facilities and 1.0
Services Division to centralize asset management and effectively ensure all
buildings, equipment and grounds are safe and clean, user friendly, and efficient.
This addition includes funding for one vehicle and four positions including an
Aviation Superintendent, two Facilities Project Managers, and a Special Projects
Administrator. To offset ongoing costs, three existing positions that are no longer
needed will be eliminated. The annual cost is $257,000, however the cost for FY
2022-23 will be absorbed utilizing contractual savings within Aviation's operating
budget.

Status Update: All positions are filled. Staffing of this section provides the
ability to centralize asset management responsibilities to effectively ensure
buildings, equipment, and grounds of the Phoenix airport system are safe,
clean, user friendly, and efficient.

4. Capital Management & Support $0
Add funding to support the expansion of grant programs to allow the department 2.0
to seek and apply for more state and federal grants. This addition includes
funding for an Economic Development Program Manager and a Planner III
position. The annual cost is $226,000, however the cost for FY 2022-23 will be
absorbed utilizing contractual savings within Aviation's operating budget.

Status Update: All positions are filled. The additional positions have allowed
the department to aggressively seek state and federal grant assistance and
new federal infrastructure improvement grant programs available to
airports, all while efficiently managing the grant program valued over $1
billion. A variety of airfield and terminal improvement projects anticipated to
be funded by grants would allow PHX, DVT and GYR to better serve the
public.

Total Aviation $0
31.0




Page 39
2022-23
Department/Program Total

Neighborhood Services
1 Housing Rehab Programs $402,000
Convert Lead Safe Phoenix grant funded temporary positions to ongoing status 4.0
and add a new ongoing Administrative Assistant I position. These positions are
needed due to increased complexity and reporting requirements per the U.S.
Department of Housing and Urban Development and to perform critical financial
and programmatic analysis and oversight. The new Administrative Assistant I
position will assist staff, community partners such as Maricopa County and
Arizona Department of Health Services, as well as federal agency representatives
to provide services and education to residents pertaining to lead hazard
remediation. The position will develop and provide targeted education and
outreach, data collection and analysis, manage enrollment activities, and support
sufficient and timely responses to ongoing and changing requirements tied to
grant reporting.


Status Update: Prior to the commencement of Fiscal Year 2023-24, all four
positions were filled. However, due to a retirement and recent promotion,
two of the positions are currently vacant. The Neighborhood Services
Department continues to operate the Lead Safe Phoenix program with
Department of Housing and Urban Development funds.

Total Neighborhood Services $402,000
4.0

Planning and Development
1. Administration $0
Add two Management Assistant II positions and supplies to establish an 2.0
ombudsman program to provide additional support to customers with unresolved
concerns regarding planning, permitting or plan reviews and inspections. The
ombudsman positions will serve as a liaison to understand and identify root
causes, investigate, resolve and communicate information between customers
and city staff. The ombudsman program will also make suggestions for further
action or revisions to policies, procedures and amendments to improve the
customer experience. The annual cost is $222,000, however the cost for FY 2022-
23 will be absorbed utilizing savings from vacant positions.




Page 40
2022-23
Department/Program Total

Status Update: Both Management Assistant II positions were filled in late
2022. Since these hires, the Ombudsman section staff has steadily ramped
up service levels and is now managing close to 100 projects/calls for
assistance per month. Staff provides plan review guidance, research on
property history, responds to complaints, and facilitates meetings and
discussions with necessary plan review and permitting staff. Ombudsman
assistance has freed up plan review staff to devote more focus to plan and
project reviews. In addition to daily project assistance, the Ombudsman
section worked closely with consultants from the Bloomberg Foundation to
revamp the section’s call tracking log to improve project tracking and
reporting capabilities. Staff also has drafted a comprehensive guide to
adding accessory dwelling units to single-family properties.


2. Growth and Infrastructure $0
Add a Special Projects Administrator position to the Growth and Infrastructure 1.0
Section to evaluate complex analysis of short-term infrastructure funding costs
and long-term impacts to city budgets to ensure that new development does not
negatively impact City services for existing residents and businesses. The annual
cost is $140,000, however the cost for FY 2022-23 will be absorbed utilizing
savings from vacant positions.

Status Update: This position was temporarily filled in February 2023 but has
since been vacated. Since then, the department director initiated a major
staff reorganization, which included assigning the job duties of this Special
Projects Administrator (SPA), along with numerous other responsibilities, to
a newly vacated Deputy Director position (initially intended to serve as the
department’s technology lead). The Deputy Director position is fulfilling all
of the infrastructure planning and financing duties outlined in the original
supplemental request. The SPA was reassigned to support technology, and
the position is being considered for reallocation to a position that is more in
alignment with technology management.


3. Administration $0
Convert two temporary Information Technology Analyst/Programmer III positions 4.0
to ongoing status and add two new Lead Business Systems Analyst positions for
the continued support of the SHAPE PHX project. SHAPE PHX will replace the
department's current permitting and inspection software applications. The annual
cost is $430,000, however, the cost for FY 2022-23 will be absorbed utilizing
savings from vacant positions and consultant and professional services.




Page 41
2022-23
Department/Program Total

Status Update: The two Lead Business Systems Analyst (LBSA) positions
were filled in January 2023. The addition of the LBSA positions supports the
software design build process to take full advantage of the new technology
provided by the SHAPE PHX Project. The two Information Technology
Analyst/Programmer (ITAP) III positions were filled at the end of FY 2022-23,
and these two new positions have enhanced the development and rollout of
the SHAPE PHX project. SHAPE PHX gives internal and external users the
opportunity to communicate more seamlessly and efficiently regarding all
planning, plan review, permitting, and inspections-related needs. The
department's goal is to continue expanding its online community by
providing users with the latest technology to assist them with the City of
Phoenix development process.


4. Various $0
Add a Building Code Examiner, a General Inspections Field Supervisor and an 3.0
Architect position to the Commercial Plan Review and Residential Inspections
sections due to increasing workloads. These positions will assist the department
in responding to field inspection issues quicker and reducing turnaround times.
The annual cost is $406,000, however the cost for FY 2022-23 will be absorbed
utilizing savings from vacant positions.

Status Update: The architect position was filled in May 2023. The addition of
another architect to the major commercial team has resulted in less strain
on existing staff and less dependence on outside contract assistance for
architectural review. The General Inspections Field Supervisor was filled in
August 2022 and has helped with reduced carryovers and knowledge
sharing within the team specific to electrical building codes. The Building
Code Examiner position has recently been filled. This has helped decrease
turnaround time for field employees and has added extra support to
supervisors and staff.

Total Planning and Development $0
10.0

Public Transit
1. Local Fixed Route Bus Service $241,000
Add funding to extend fixed route bus service in north Phoenix on Norterra 0.0
Parkway and North Valley Parkway north of Happy Valley Road effective April 24,
2023. The extension will operate at a 30-minute frequency Monday through
Sunday and will connect neighborhoods and businesses into the region’s
extensive transit network. The full-year ongoing cost will be $1,440,000.




Page 42
2022-23
Department/Program Total

Status Update: After the results of the public outreach process that ended
December 2022, the proposed transit service extension in north Phoenix on
Norterra Parkway and North Valley Parkway north of Happy Valley Road was
not recommended for implementation. The route 35/36 service change
proposal received 287 public comments in opposition to the route
modification and 113 comments in support. This is on hold indefinitely.


2. Federal Grants Administration & Oversight (Designated Recipient Role) $430,000
Add a Special Projects Administrator and three Contract Specialist II positions to 4.0
address the increasing workload and complexity for managing additional
programs, funding, and new requirements resulting from an increase in Federal
Transit Administration (FTA) grant funds. The recently enacted federal Bipartisan
Infrastructure Law has increased FTA formula funding by roughly 30%,
approximately doubled the FTA Capital Investment Grant program funding, and
added several new FTA discretionary/competitive grant programs. These
positions will provide support in the areas of applications, funds management,
reporting, compliance, subrecipient oversight, grant closeout and complex and
specialized procurement activities.

Status Update: The Special Projects Administrator position was filled in
2022, and the three Contract Specialist II positions were filled in 2023. One
of these Contract Specialist II positions was reallocated to a Contract
Specialist II *Lead. Although the other two Contract Specialist II positions
were filled, turnover has occurred and there is one vacancy as of December
2023. A recruitment is in process and the one Contract Specialist II vacancy
is expected to be filled by the end of February 2024. As a result of these
positions, the Contracts and Procurement Section has been able to issue
and award solicitations in a timely manner, while also providing the contract
administration needed oversight, ensuring that Chapter 43 and federal
requirements are met. There have been significant Federal Transit
Administration (FTA) funds secured through the Public Transit Grants
Section, which has increased workload, and these newer positions allow
this demand to be successfully met.

3. Light Rail $214,000
Add two Management Assistant II positions; one to serve as liaison for Light Rail 2.0
Transit (LRT) and the other to directly support Bus Rapid Transit (BRT). The LRT
position will manage oversight of public engagement, community relations, and
administrative tasks for implementation of two additional light rail extensions as
well as serve as back up to the Light Rail Administrator. The BRT position will
support the BRT Administrator in the design, development, and implementation of
the BRT program and oversight of BRT consultant teams for transit planning,
community outreach, preliminary design and engineering, and contract
management activities.




Page 43
2022-23
Department/Program Total

Status Update: The Management Assistant II (MAII) position (Light Rail
Transit Coordinator) was filled January 2023. This position has continued to
play a critical role in supporting the progress of LRT expansion. This
position is currently overseeing the coordination of interdepartmental
requirements and implementation of citywide initiatives (heat mitigation,
sustainability, and others). This position is also responsible for tracking
IGAs, MOAs and other agreements needed for the design, construction,
operations, and maintenance of the light rail system. Since December 2022,
the BRT MA II position has managed efforts to support the development of
the first Phoenix BRT Corridor of 35th Avenue and Van Buren Street. With
the next milestone of 15 percent design plans, these efforts included work
on the alternatives analysis process, traffic analysis, community education
and engagement, and station area planning.


Total Public Transit $885,000
6.0

Public Works
1. Contained Residential Collection $228,000
Add funding to support the refuse and recycle collection service growth needed to 3.0
efficiently maintain existing and future service levels. The request is consistent
with the financial plan recommended by the Solid Waste Rate Advisory
Committee and approved by Mayor and City Council. The funding will add one
Equipment Operator IV position and two Solid Waste Equipment Operator
positions.

Status Update: The Equipment Operator IV position, filled in May 2023,
operates heavy equipment and helps ensure proper disposal of solid waste
at the SR85 Landfill, promoting health and safety of the community. The two
Solid Waste Equipment Operator positions, filled in September 2022, have
helped to provide and maintain critical public service to Phoenix residents,
mitigating overtime hours and collection backlog.


2. Administration $40,000
Add funding for part-time Administrative Interns to assist with implementing 1.0
innovations and operational efficiencies. The Solid Waste Administrative
Internship Program attracts graduate level students interested in solid waste,
sustainability, and environmentally focused careers within the public sector. The
ongoing positions will eliminate the need for temporary positions currently used in
the program.

Status Update: The Administrative Intern positions are currently vacant and
are being held to offset an increase in rising salary costs. There is no
recruiting process being held at this time.



Page 44
2022-23
Department/Program Total


3. Contained Residential Collection $825,000
Add four Solid Waste Foreman and seven Solid Waste Equipment Operator 11.0
(SWEO) positions to support the expansion of the SWEO Apprenticeship
Program which aides in workforce development. The program focuses on
diversifying the workforce by performing outreach to youth, women, and veterans.
The ongoing positions will eliminate the need for temporary positions currently
used in the program.

Status Update: All four Solid Waste Foremen positions were filled in August
2022 and have been essential in leading the SWEO Apprenticeship Program,
conducting training and helping expand the program. The SWEO positions
were filled with incumbents currently in the apprenticeship program. The
SWEO Apprenticeship program is the first of its kind in the nation,
developed collaboratively in 2017 by the City of Phoenix and the Laborers’
International Union for North America, expanding opportunities for
employment with the City. Selected candidates receive on the job training
and instruction to secure a Class-A (commercial) Driver License. This
program has been highly successful for recruiting, training, and retaining
specialized knowledge and skills in a challenging labor market.


Total Public Works $1,093,000
15.0

Street Transportation
1. Various $0
Add a Project Manager position for the Street Lighting program, and a Senior IT 7.0
Systems Specialist, Lead User Technology Specialist, Civil Engineer III, and an
Accountant III position. This will also convert a temporary Senior Human
Resources Clerk and Procurement Manager position to ongoing status. These
administrative and technical support positions are necessary to provide internal
and external support for Street Transportation staff, programs, projects, and
services focused on several Council priorities, including management and
implementation of community driven street lighting requests. The annual cost is
$813,000, however the cost for FY 2022-23 will be absorbed utilizing savings from
vacant positions.




Page 45
2022-23
Department/Program Total

Status Update: The Accountant III position is filled and currently manages
reimbursements for federal, state, and local grant projects. The
Procurement Manager position is filled and continues to provide valuable
oversight, training, and quality control. The Senior IT Systems Specialist
position is filled and continues to provide business analysis, project
coordination, and project management for Street Transportation critical
projects with IT and/or GIS components. The Lead User Technology
Specialist position is filled and continues to provide technical support to
Street Transportation staff, programs, projects, and services focused on
several Council priorities. The Senior Human Resources Clerk position was
successfully recruited and occupied for about a year. Once the position was
vacated, a strategic decision was made to reallocate the role, transforming it
into an HR Analyst position. The Project Manager position in the
Streetlighting section has not been filled. The position is being reviewed
and a recruit timeline is still being developed.


2. Development Coordination $0
Add three positions and two vehicles for the Long-Range Transportation Team. 3.0
The team will partner with the Arizona State Land Department, the City of Phoenix
Planning & Development and Community & Economic Development departments,
as well as other regional partners to support the city’s planned growth. The Civil
Engineer III, Principal Planner, and Traffic Engineer II positions will provide
analysis and infrastructure planning to attract and spur economic development,
help address road safety, and determine future transportation needs. The annual
cost is $396,000, however the cost for FY 2022-23 will be absorbed utilizing
savings from vacant positions.


Status Update: The Principal Planner position has been filled. Initial
recruitment for the Civil Engineer III was unsuccessful, but a new
recruitment is underway. The Traffic Engineer III is currently open for active
recruitment. The Principal Planner position has allowed for the department
to increase the depth of its review and stipulations with future Arizona State
Land sale proposals; support large scale entitlement and planning
applications submitted to the City; and support Council-directed plans such
as the Tree and Shade Master Plan, General Plan, and others.


Total Street Transportation $0
10.0




Page 46
2022-23
Department/Program Total

Water Services
1. Water Production $1,508,000
Add funding for staff, utilities, materials, and vehicles required to operate and 6.0
maintain three new water production wells and eight aquafer, storage and
recovery (ASR) wells scheduled to be completed by December 2022. The water
from these wells will supplement the potable water system, and augment
Phoenix’s potable water resources during times of water shortages and
emergency outages. The full-year ongoing cost, excluding initial vehicle and
equipment purchases, will be $1,192,000.

Status Update: The six positions have been filled. Two positions were
allocated for the system control room to provide better shift coverage and
reduce the overtime in that area. Four positions were allocated to field staff,
and the department has been able to secure more groundwater and improve
the stability of the City’s water portfolio due to the increased staff support.
The program continues to move forward with outfitting the wells with
arsenic treatment systems to meet any water shortages from the CAP
system.

2. Water Production $449,000
The Lake Pleasant Water Treatment Plant is owned by the City of Phoenix and is 41.0
currently operated and maintained by a service agreement with Veolia Water. The
initial 15-year service agreement is set to expire in June 2022. A five-year
extension of the contract is being discussed. The requested staff and equipment
would be necessary should the city exercise the right within the contract to take
over the current operations of the plant within the next three to five years during
the extension period. The request includes all the required positions needed to
progressively staff the plant over the transition time period. The FY 2022-23 costs
shown represent the initial set of positions and equipment that would be needed in
the first year of planning. The timing of any transition may shift as contract
discussions progress.


Status Update: Three positions have been filled at this time to staff the
transition team. This team is working on the background logistics that are
needed to successfully takeover operations of the facility. Four vehicles are
on site with the remaining vehicles in a purchase order status awaiting
delivery. Water Services intends to start filling the remaining positions in the
first quarter of 2024 for anticipated City operation starting in January 2025.


Total Water Services $1,957,000
47.0


TOTAL NON-GENERAL FUND $4,337,000
123.0



Page 47
2023-24

SUPPLEMENTALS UPDATE
GENERAL FUND

2023-24
Department/Program Total

Fire
1. Fire Emergency Medical Services and Hazardous Incident Response $2,021,000
Add funding for twenty-four sworn positions (four Fire Captains, four Fire 24.0
Engineers, and sixteen Firefighters) to provide dedicated staffing for the new Fire
Station 74, located at 19th Avenue and Chandler Boulevard. The Fire Department
intends to hire personnel to staff this fire station beginning January 2024. The full-
year ongoing cost will be $3,796,000.
Status Update: All 24 positions have been hired and the new members
began the Fire Training Academy on January 22, 2024. Fire Station 74 is
anticipated to open in 2025 and 24 firefighters will be permanently assigned
to meet the daily staffing needs.

2. Fire Emergency Medical Services and Hazardous Incident Response $1,355,000
Add funding for seven new sworn positions (Firefighters) and one new vehicle 7.0
(ambulance) to provide dedicated staffing and apparatus for one new Rescue
unit. These positions and equipment will significantly improve service delivery
citywide. The full-year ongoing cost, excluding initial vehicle purchases, will be
$1,049,000.
Status Update: All seven firefighter positions have been filled and trained,
allowing for a new rescue company to go into service on September 22,
2023. The funding for the positions has provided dedicated staffing for a
new full-time rescue, which will have an impact on reducing response times
and will help improve overall service delivery to the community.
Additionally, the new rescue company will help to ensure the Fire
Department can better meet the required ambulance response times
established by the Arizona Department of Health Services.


3. Administration $71,000
Add funding for a new Human Resources Aide position to support the processing 1.0
of payroll and leave transactions for the Fire Department. This addition will reduce
the number of transactions per employee to reduce human errors in the payroll
process and ensure that employees are paid correctly. The full year ongoing cost,
excluding initial equipment purchases, will be $69,000.

Status Update: The position is filled and supports the Fire Department's
payroll section in processing payroll and leave transactions.

Total Fire $3,447,000
32.0




Page 48
2023-24
Department/Program Total

Human Services
1. Client Services $500,000
Add funding to compensate for the loss of Low Income Home Energy Assistance 0.0
Program (LIHEAP) funding from the Arizona Department of Economic Security
(DES). Administrative changes in the DES funding process have resulted in a loss
of revenue to the City's program. The anticipated reduction will negatively impact
the City's ability to adequately staff the LIHEAP program, resulting in reduced
levels of service to residents qualifying for home energy assistance. This addition
helps ensure continued service.

Status Update: This requested supplemental resulted from a Department of
Economic Security (DES) notice of change in administrative funding.
Unexpectedly, DES provided funds for navigation support in place of the
Low-Income Home Energy Assistance Program (LIHEAP) administrative
funds. The additional DES funding has supported the program for the first
part of Fiscal Year 2023-24. Human Services will begin to spend the
supplemental funding as of March 2024, once the funding DES provided for
navigation services is exhausted.

2. Victim Advocacy Services $450,000
Add funding to offset expiring Victims of Crime Act (VOCA) grant funding. These
funds will enhance the department's ability to provide domestic violence and 0.0
sexual assault referrals, reducing caseloads, preventing case backlogs, and
maintaining adequate response times.

Status Update: The requested supplemental funding resulted from Office for
Victims of Crime (OVC) communication regarding a 50 percent reduction of
funding levels for Fiscal Year 2023-24. The State of Arizona used American
Rescue Plan Act funds to make up for the shortfall. As a result, no
supplemental funds have been spent to date. For Fiscal Year 2024-25, OVC
is again anticipating a 50 percent reduction in funding based on the
amounts of deposits received into the Crime Victims funds as of November
2023. This will result in Human Services utilizing this supplemental's funding
to cover the lost funding from OVC.

3. Homeless Outreach Services $600,000
Add funding to expand the department's Behavioral Health Engagement Teams 0.0
(BET) contract. BET teams provide outreach to specific and targeted areas of the
city that are experiencing high instances of substance abuse and behavioral
health issues, which may contribute to people experiencing homelessness.




Page 49
2023-24
Department/Program Total

Status Update: The Behavioral Health Engagement Teams (BET) contract is
in place and has more than 100 engagements with people experiencing
homelessness. While positive exits are very challenging with these
encounters, the team has been able to successfully move 42 people to
positive exits including shelter, detox, and one person has obtained
permanent housing through this contract. To date more than 2,000 services
have been delivered. Services include case management, obtaining
identification or securing forms, transportation, and benefits assistance.
The additional resources provided for this contract are supporting positive
outcomes and increased community engagement of people with mental
health needs and substance use disorder.

4. Homeless Community Engagement $600,000
Add funding to expand the department's PHX CARES Outreach Teams contract. 0.0
The expansion will dedicate teams to hot spots throughout the city where there
are high concentrations of encampments. The teams will provide outreach from 5
a.m. to 11 p.m., seven days per week, with the goal of reducing people
experiencing homelessness.
Status Update: This contract has served more than 500 people with mental
health needs, substance use disorders, and chronic health conditions. A
total of 202 people were exited to shelter, two went to transitional housing
programs, 10 were exited to live with family or friends, and 68 went to
substance use treatment or detox. A total of 255 people engaged through
this contract are identified as chronically homeless. The additional funding
for the contract is supporting positive outcomes and increased engagement
of high needs populations.

5. Homeless Emergency Services $5,200,000
Add funding needed to continue emergency services for shelter operations 0.0
throughout the city serving individuals experiencing unsheltered homelessness.
The City is developing a new shelter that will house up to 280 individuals per night
at 3000 S. 22nd Ave, which will be operated by a nonprofit shelter and wrap
around service provider. Additionally, the City and Maricopa County are co-
funding Community Bridges Inc.’s (CBI) acquisition of a hotel to be converted into
an emergency shelter called Rio Fresco Healing Center. Although the acquisition
is not finalized, the rooms at the hotel are currently being rented by CBI, serving
140 individuals per night at that location. Together the two shelters supported with
this funding will serve up to 420 individuals per night and approximately 1,260
individuals per year. While operational funding for both locations is being sought
through additional federal, state, county, and private sources, this funding will
facilitate operations through June 2024.




Page 50
2023-24
Department/Program Total

Status Update: The project originally planned for this funding was not a
viable option; therefore, funds were moved to use for temporary shelter
while a new site for a City shelter could be identified. A contract with A New
Leaf was executed in October 2023 for emergency shelter services via
temporary lodging. This temporary lodging site provides 100 non-
congregate beds and accepted its first residents on October 18, 2023.

6. Head Start Birth to Five $250,000
Add funding to support the Phoenix Day Early Childhood Education Center 0.0
(PDECEC). This one-time allocation will allow the PDECEC to retain and expand
teaching staff and training to increase enrollment to a sustainable level. Impacts
from COVID resulted in a $1 million deficit in funding. A New Leaf has developed
a plan to increase enrollment and is on track to reach sustainability by 2024.

Status Update: The one-time funding has allowed Phoenix Day Early
Childhood Education Center to continue to increase student enrollment and
hire teachers to meet their 2024 financial sustainability goals. The funding is
currently being used to fund three lead teachers, an enrollment coordinator,
and a compliance manager.

Total Human Services $7,600,000
0.0

Law
1. Criminal Division - Victim Services Unit $344,000
Fund five Federal Victim of Crime Act Assistance (VOCA) Fund grant positions 5.0
with General Funds. Grantees were informed funding will be reduced by 50-60%
beginning fiscal year 2023-24. These positions provide services to victims and
assistance to comply with mandated victims' rights. The full-year ongoing cost will
be $447,000.
Status Update: All positions are filled. Services have remained at existing
levels.

2. Civil Division $0
Add four Management Assistant II and two Assistant City Attorney IV positions. 10.0
Convert from temporary to ongoing status a Chief Assistant City Attorney, an
Assistant Chief Counsel, a Management Assistant II, and a Special Projects
Administrator. These positions are needed to facilitate and coordinate immediate
and ongoing needs related to the Department of Justice investigation of the
Phoenix Police Department. The cost of these positions will be offset with salary
savings within the Police Department budget.




Page 51
2023-24
Department/Program Total

Status Update: The four Management Assistant II positions were transferred
to the Police Department in July 2023. The two Assistant City Attorney IV
positions are filled; one assigned to the Phoenix Police Academy and the
other to the PD Professional Accountability Bureau. One attorney was hired
to provide legal support and training to the Academy to develop, review,
and deliver training to both new recruits and veteran staff on law related
topics to ensure compliance with policy and constitutional requirements.
One attorney was hired to provide legal review and support to PAB in
investigations and accountability. Both attorneys provide support in
developing the City’s response to the results of the Department Of Justice
investigation.

Total Law $344,000
15.0

Neighborhood Services
1. Targeted Neighborhood Revitalization Programs $352,000
Increase funding for the Gated Alley Program. In 2022-23, 45 gated alley 0.0
segments are scheduled to be initiated, which will expend all current program
funding. By increasing program funding, an additional 32 gated alley segments
already approved will be able to be initiated. The ongoing funding will provide for
approximately 77 gated alley segments per fiscal year.

Status Update: In Fiscal Year 2023-24, General Fund use for the Gated
Alley Program was expanded to $852K in total, allowing 77 alley segments
to be gated. Staff have identified the 77 alley segments that have been
approved using General Funds; these segments are going through final
approval and construction processes. The estimated completion of gate
installations is April/May 2024. Funding will continue to be used in Fiscal
Year 2024-25 for additional gated alleys.

Total Neighborhood Services $352,000
0.0

Office of Arts and Culture
1. Community Investment and Engagement Program $250,000
Increase funding for the Community Arts Grants Program from $125,000 to 0.0
$250,000 to enhance efforts towards greater equity of funds to arts organizations,
including providing support to renters at City cultural venues to help offset
performance and production costs. The increase will provide ongoing annual
funding from Community Arts Grants of $1.45 million.




Page 52
2023-24
Department/Program Total

Status Update: The additional $250,000 Community Arts grant funding in
Fiscal Year 2023-24 was awarded to organizations as part of the total
Community Arts Grant fund, addressing a 10 percent increase in
organizational applications. These additional grant awards are expanding
the City's reach to community arts and cultural organizations, enabling
increased programming, and enhancing the community's ability to engage
in and enjoy arts and cultural offerings.

Total Office of Arts and Culture $250,000
0.0

Parks and Recreation
1. Park Rangers-Community and Neighborhood Parks $1,537,000
Add funding for one Park Manager, two Park Ranger III, and 12 Park Ranger II 15.0
positions to create an overnight shift of two Urban Park Ranger Teams. By
creating these two teams, Park Ranger coverage will be available 24 hours per
day, seven days per week throughout the 186 parks within the City's 500 plus
square miles. The full-year ongoing cost, excluding initial vehicle purchase costs,
will be $1,344,000.


Status Update: These positions were filled in July 2023. A two-week Park
Ranger Academy was held along with six weeks of field training focusing
on the overnight work to be performed. This training included radio
communications, courtroom procedures, search and rescue, mental health/
crisis intervention, education, code of conduct enforcement, defense
tactics, and a wide variety of other subjects applicable to the position. The
park rangers are currently performing regular patrols of the urban parks
overnight, where they educate park users on the code of conduct rules.
Additionally, the park rangers assist with large cleanup efforts throughout
City parks. The positions have also increased the ability to respond to calls
more quickly.

2. Specialized Maintenance-Skilled Trades $394,000
Add funding for an additional Forestry crew consisting of one Parks Foreman, two 5.0
Urban Forestry Technician, and two Equipment Operator II positions. The
Forestry section provides citywide tree planting, tree maintenance activity,
technical support, and 24/7 emergency response. Additional staff are needed for
irrigation system installation, maintenance and operation of controllers, tree
planting, staking, and pruning. These activities will support the Tree and Shade
Master Plan, an important component of the City's Climate Action Plan. The full-
year ongoing cost, excluding initial vehicle purchases, will be $353,999.

Status Update: In an effort to stagger the hiring of vacant positions, these
positions have not yet been filled. Parks and Recreation staff anticipates
working with Human Resources on the recruitment process soon.




Page 53
2023-24
Department/Program Total

3. General Recreation $101,000
Add funding for a Volunteer Coordinator position. This position would serve as a 1.0
single point of contact to brand and promote a Parks volunteer program
supporting urban flatland parks citywide. The department receives a large number
of volunteer requests from the public. This position would receive those requests,
plan, develop, and implement volunteers, and conduct fundraising and/or
community service programs.

Status Update: This position has not yet been filled due to staggered hiring
in the department, but Parks and Recreation staff anticipate beginning the
recruitment process soon.

4. General Recreation $250,000
Add funding for up to three cricket fields and explore development of partnership 0.0
opportunities to expand more sites in the future.
Status Update: An evaluation was performed to determine a feasible site(s)
for the installation of cricket pitches. One site was confirmed (Turtle Rock
Basin), and selection of a second site is still being considered. A contractor
has been selected. Quotes and an installation schedule are forthcoming.


5. Parks Maintenance $125,000
Add funding for additional maintenance and repair items at Sueño Park and other 0.0
Parks sites.
Status Update: Parks and Recreation staff will be working with the
community in March 2024 to identify improvements that will be made at
Sueño Park.

Total Parks and Recreation $2,407,000
21.0

Police
1. Various $0
Add funding for 20 Civilian Investigator positions and related equipment to 20.0
support the department's ongoing civilianization efforts. These positions perform
select investigative functions and enhance investigative capacity, provide staffing
flexibility, and allow the department to use sworn staff where they are most
needed. The full-year ongoing cost will be $1,917,000; however, the cost for FY
2023-24 will be absorbed utilizing savings from vacant sworn positions.




Page 54
2023-24
Department/Program Total

Status Update: These positions were requested to perform functions
historically performed by sworn personnel but could be completed by
civilian employees. Recruitments are in process to fill the positions. Seven
of the positions are assigned to the Employment Services Unit to assist
with police department’s employee background process, one is assigned to
the Employee Wellness Unit to support the Early Intervention System, and
the remaining twelve are assigned to Property Crimes at this time.


2. Various $0
Add funding for three Police Research Analyst positions and three Criminal 6.0
Intelligence Analyst positions and related equipment to the Investigations and
Patrol Divisions and the Compliance and Oversight Bureau as part of the
department's ongoing civilianization efforts. These positions will provide key
analytics and research work to support a variety of department efforts, including
work with the Office of Accountability and Transparency and the Professional
Standards Bureau addressing community concerns. The full-year ongoing cost
will be $575,000; however, the cost for FY 2023-24 will be absorbed utilizing
savings from vacant sworn positions.

Status Update: The Police Research Analyst positions are assigned to the
Continuous Improvement Unit (formerly known as Compliance and
Oversight Bureau) to assist with policy and oversight. Though currently
vacant, a recruitment is in process and anticipated to result in hires by
March 2024. The Criminal Intelligence Analysts were assigned to the
Strategic Information Bureau to query data and analyze crime statistics.
Two of the positions are filled, and the third is anticipated to be filled
shortly.

3. Training Bureau - Training, ALEA & AZPOST $0
Add funding for four Civilian Curriculum and Training Coordinator positions 4.0
working as Law Enforcement Training Specialists in the Training Bureau. These
positions are needed to enhance training capacity, benefitting both new recruits
and existing sworn staff. The full-year ongoing cost will be $384,000; however, the
cost for FY 2023-24 will be absorbed utilizing savings from vacant sworn
positions.
Status Update: A recruitment and interview process has been held. Four
candidates have been selected, and the hiring should be completed shortly.




Page 55
2023-24
Department/Program Total

4. Laboratory Bureau - Crime Scene Response/Crime Suppression $0
Add funding for five Crime Scene Specialist II positions, vehicles, and related 5.0
equipment in the Laboratory Services Bureau. These positions play a pivotal role
in the investigative process and processing of crime scenes. Due to increased
work volume, additional positions are needed to keep pace with national
standards and best practices. The full-year ongoing cost will be $381,000;
however, the cost for FY 2023-24 will be absorbed utilizing savings from vacant
sworn positions.

Status Update: Four of the positions have been filled, and these employees
are currently in training. A candidate has been selected for the final position
and is completing the background check process. These positions will
provide key additional support to crime scene investigations.


5. Various $0
Add funding for 10 Police Assistant positions, vehicles, and related equipment to 10.0
the Patrol Division and Logistical Resources Bureau. The Police Department
recently partnered with Arizona State University in a collaborative assessment of
calls for service, resulting in the identification of four call types that could best be
performed by Police Assistants. Among other tasks, these positions will ensure
the integrity of chain of custody and preservation of property. The full-year
ongoing cost will be $680,000; however, the cost for FY 2023-24 will be absorbed
utilizing savings from vacant sworn positions.
Status Update: Recruitment processes are underway to fill the Police
Assistant positions. Four positions will support the Police Property
Management Bureau, with the other remaining six to support Patrol
operations.

Total Police $0
45.0

Street Transportation
1. Street Cleaning $150,000
Add funding to allow Street Transportation Maintenance to clean, cut, and remove 0.0
debris in up to three additional washes annually, and to enhance the clean-up of
medians. This would reduce the turnaround time each wash is maintained,
shortening the time frame between each cleaning. Additional cleanings will help
reduce calls for service and citizen complaints.




Page 56
2023-24
Department/Program Total

Status Update: In Fiscal Year 2022-23, 3.68 linear miles of additional wash
maintenance was completed, and as of mid-February 2024 there has been
another 1.3 linear miles completed. Additional wash locations are in
process. This additional funding has allowed for vegetation control and
removal of debris within natural conveyance channels. The funding has
helped reduce turnaround times and increase production, and the
additional cleanings have helped reduce calls for service and citizen
complaints.

2. Street Cleaning $100,000
Add funding for a street sweeper for bike lanes. The sweeper will improve the 0.0
safety and cleanliness of protected bike lanes on city streets. Bike lane sweepers
can remove debris and other hazards from the lanes, making them safer for
cyclists to use. Regularly cleaning the lanes can help promote cycling as a viable
mode of transportation, contributing to a reduction in traffic congestion and air
pollution.
Status Update: Street Transportation staff have completed the procurement
process and expect a delivery date of April 2024. After delivery, the mini
sweeper will go through the make-ready process before being enlisted in
service. Once in service, the sweeper will provide dedicated cleanings of
protected bike lanes, improving safety for cyclists.


Total Street Transportation $250,000
0.0


TOTAL GENERAL FUND $14,650,000
113.0




Page 57
2023-24

SUPPLEMENTALS UPDATE
NON-GENERAL FUND

2023-24
Department/Program Total

Aviation
1. Terminal Safety, Security & Communication Center $167,000
Add two Airport Access Agent positions to provide security badging services to an 2.0
active badge population of 19,000. These additional positions will reduce wait
times and increase the number of available appointments. They will also assist in
meeting regulatory requirements of security functions such as background
checks, security training, and badging services. The full-year ongoing cost,
excluding one-time equipment purchases, will be $122,000.
Status Update: All positions were filled in November 2023. These positions
reduce wait times, increase available appointments for badging customers,
and allow the Badging Office to take additional walk-in customers.


2. Terminal Safety, Security & Communication Center $750,000
Increase the Airport Police Bureau fleet by adding 10 new vehicles. Due to the 0.0
growth in passenger traffic, geographic footprint and the Sky Train expansion, the
Police Bureau is gaining 12 additional officer positions. This increase to the fleet
will help support daily operations.
Status Update: All 10 vehicles were procured December 2023. The delivery
and make-ready of the vehicles is estimated to be six to twelve months.


Total Aviation $917,000
2.0

Planning and Development
1. Administration $335,000
Add funding for a Planning and Development Team Leader position, Plan Review 3.0
Coordinator position, and a Senior Business Systems Analyst position to support
the SHAPE PHX technology replacement project and ensure continuity of IT
support services. The project will replace numerous highly-customized legacy
systems with a new application that supports planning, zoning, historic
preservation, and plan review and permitting. The Team Leader position will
supervise Business Leads, oversee involvement of subject matter experts, and
ensure turnaround times and customer service levels are maintained. The Plan
Review Coordinator position will support the largest project release which
includes civil and commercial plan review and permitting and serve as the liaison
between the team and the vendor. The Senior Business Systems Analyst position
will respond to customer requests from residents, the development community,
and staff. The full-year ongoing cost, excluding initial computer and office supply
purchases, will be $324,000.



Page 58
2023-24
Department/Program Total

Status Update: The Team Leader position and Senior Business Systems
Analyst position have been filled. The Plan Review Coordinator (Business
Lead) position is vacant. The Team Leader position is supervising staff to
ensure optimum turnaround times and customer service levels. The Senior
Business Systems Analyst is dedicated to overseeing internal and external
customer communications regarding SHAPE PHX portal accounts and
permit application questions. The position is also overseeing a
resource/tool for staff to assist external customers with questions regarding
SHAPE PHX portal processes, as well as website updates.


2. Administration $83,000
Add funding for a Chief Engineering Technician position for the Electronic Plan 1.0
Review administrative team. This position will facilitate plan review submittals and
processing. This will allow staff to manage turnaround times and support the
demand of high-profile projects without adversely impacting other teams. The full-
year ongoing cost, excluding initial computer and office supply purchases, will be
$79,000.
Status Update: The Chief Engineering Technician position was filled in
November 2023. The position provides support on high-profile projects,
including coordination and plan review and ensuring adherence to all state
statutes.

3. Administration $71,000
Add funding for a Human Resources Aide position to reduce turnaround times for 1.0
HR transactions and processing. The full-year ongoing cost, excluding initial
computer and office supply purchases, will be $67,000.
Status Update: This position has temporarily been filled as of January 2024.
The current workload for leave, transactions, and payroll functions were
previously distributed between two HR Aide positions, causing delays to
key HR processes. This position allows for more even distribution of
workloads and increased efficiency.

Total Planning and Development $489,000
5.0

Public Transit
1. Facility Construction and Maintenance $50,000
Increase funding for clean-up, removal of debris, and overall maintenance of bus 0.0
stops. This funding will enable additional services through multiple existing
contracts to include bus stop cleaning, bus stop repairs, landscaping, and other
maintenance and improvements.
Status Update: This funding is being utilized to support the dramatic
increase in cleaning efforts at many of the City’s bus stop locations. These
increased services are being performed by Graffiti Protective Coatings.




Page 59
2023-24
Department/Program Total


Total Public Transit $50,000
0.0

Regional Wireless Cooperative
1. Regional Wireless Cooperative $51,000
Add a part-time Accountant I position to support the administrative and 1.0
accounting responsibility of the VHF (Conventional) Radio Network. This position
will assist in the following areas: accounts receivable, accounts payable, audit,
budgeting, projections, member inquiries, research, and special projects
specifically related to the VHF system. This position was approved by the RWC
Board of Directors on December 1, 2022.

Status Update: The part-time Accountant I position was filled in October
2023. The creation of this position provides for more efficient accounting
support to all RWC Members.

Total Regional Wireless Cooperative $51,000
1.0


TOTAL NON-GENERAL FUND $1,507,000
8.0




Page 60
ATTACHMENT C

2024-25 Community Budget Hearings

Council
Date/Time District(s) Location Information
Tuesday, Community-wide: City Council Chambers
April 2, 2024 (virtual/in-person open to 200 W. Jefferson Street
6:00 pm all residents) www.phoenix.gov/budget/hearings

Thursday, D6 Devonshire Senior Center
April 4, 2024 Multipurpose
6:00 pm 2802 E. Devonshire Avenue

Thursday, D4 Steele Indian School Park
April 4, 2024 Memorial Hall
6:00 pm 300 E. Indian School Road

Friday, D1 DoubleTree by Hilton Phoenix North
April 5, 2024 10220 N. Metro Pkwy E
8:00 am

Saturday, Community-wide: Bilingual City Council Chambers
April 6, 2024 (virtual/in-person open to 200 W. Jefferson Street
10:30 am all residents) www.phoenix.gov/budget/hearings

Monday, D8 South Mountain Community College
April 8, 2024 Library Community Room
6:00 pm 7050 S. 24th Street

Wednesday, D5 Maryvale Community Center
April 10, 2024 Multipurpose
6:00 pm 4420 N. 51st Avenue

Thursday, D3 Sunnyslope Community Center
April 11, 2024 Multipurpose
8:30 am 802 E. Vogel Avenue

Thursday, D7 Desert West Community Center
April 11, 2024 Multipurpose
6:00 pm 6501 W. Virginia Avenue

Monday, D2/D3 Shadow Mountain Senior Center
April 15, 2024 3546 E. Sweetwater Avenue
6:00 pm

Tuesday, D4/D5: Spanish-language Maryvale Community Center
April 16, 2024 (English interpretation Multipurpose
6:00 pm services will be available) 4420 N. 51st Avenue




Page 61
ATTACHMENT D




B.R.D. NUMBER
BUDGET AND RESEARCH DEPARTMENT REPORT 2024-06
SUBJECT DATE ISSUED
General Fund Revenue Estimates March 19, 2024


This report provides additional detail on General Fund (GF) revenue estimates to explain
recommended revenue projections. The City is committed to providing a transparent and open
budget process. Providing this information enhances the review and understanding of how revenue
projections are developed to better facilitate discussions during the annual budget development
process.

Careful examination of revenue estimates is required to ensure projections are as accurate as
possible to maintain fiscal stability and long-term budget management. Predicting future revenue
growth is challenging and requires a consistent and diligent analysis based on sound forecasting
principles and methods. Revenues are monitored closely, and an updated revenue report is
prepared and distributed to the City Manager’s Office, the City Council, and the community for
review monthly. General Fund revenues are comprised of several categories, all of which are
unique and require separate analysis. The primary revenue categories include local taxes and
related fees, primary property taxes, state shared sales, income and vehicle license taxes, and
user fees and non-tax revenues.

Included in this report is an explanation of how GF revenue is projected, the sources relied upon to
assist in developing estimates, economic assumptions and the methods used to analyze revenues.
Also included are historical revenue actuals and growth rates, the recommended revenue
estimates for 2023-24 and 2024-25, and an explanation of the influencing factors used by staff in
analyzing each major revenue category. The below table summarizes the 2023-24 and 2024-25
estimated GF revenues and the primary reason for the variance:

GF Revenue 2023-24 2024-25 Amount Percent Primary Reason for Difference
Category (millions) Estimate Estimate Change Change
Moderate growth in city sales tax
Local Taxes $730.4 $737.1 $6.7 0.9% collections, offset by residential rental
tax elimination (SB 1311).
Primary Property Increase in assessed property
208.0 215.4 7.4 3.6%
Tax valuation.
State Shared Sales Moderate growth in state-shared
249.6 259.8 10.2 4.1%
Tax sales tax collections is expected.
Based on collections received two
State Shared
435.8 353.2 (82.6) -19.0% years prior. Reduction is due to
Income Tax
negative impact of SB 1828.
State Shared Moderate growth in this category is
82.2 86.1 3.9 4.8%
Vehicle License Tax expected.
Projected decline in interest
User Fees & Non- earnings, which offset the moderate
197.6 192.2 (5.4) -2.7%
Taxes growth of emergency transportation
services.
Total $1,903.6 $1,843.8 $(59.7) -3.1%

Page 62
Revenue Projections & Trusted Sources

Projecting revenues involves complex analysis and continuous monitoring to identify variances and
recommend adjustments so that expenditures do not exceed available resources and a balanced
budget can be maintained. As part of the overall forecasting process, assumptions about the
direction and strength of the national, state, and local economy are considered along with indicators
such as population, job growth and personal income. Information on program and service activity
levels, rates, and fees that influence certain revenues are evaluated and proposed legislation is
monitored to determine potential impacts to revenue categories such as sales taxes, state shared
revenues, emergency transportation service revenues and property taxes. For instance, The State
recently enacted Senate Bill 1131, which prohibits municipalities from taxing residential rental
property starting Jan. 1, 2025. The estimated 5-month impact to the GF for 2024-25 is approximately
$(18) million and the ongoing annual impact beginning in 2025-26 is over $(43) million. In addition,
information from city departments on user fees and non-tax revenue is requested and analyzed each
year as part of the technical budget review process. Finally, trusted economic and financial sources
are relied on to provide certain revenue projections and insight into the overall direction and strength
of the economy and include experts from the State’s Finance Advisory Committee (FAC), Joint
Legislative Budget Committee (JLBC), Arizona State University, University of Arizona (UofA)
Economic and Business Research Center (EBRC), Arizona Department of Revenue, National Blue
Chip, Western Blue Chip, and the U.S. Bureau of Labor Statistics and Bureau of Economic Analysis.

The City is also a member of the Forecasting Project through the EBRC at the UofA. This project is a
community-sponsored research program providing project members with economic forecasts for
Arizona and the Phoenix-Mesa metro area. Budget & Research (B&R) staff attends quarterly
meetings, participates in discussions with other local government and private enterprise members,
and receives quarterly economic reports. In the fall of 2014, Budget and Research consulted with the
University of Arizona’s Eller College of Management, EBRC to enhance the City’s sales tax revenue
forecasting process. Dr. George Hammond, EBRC Director, and Dr. Alberta Charney, Senior
Research Economist, spent several months working with City staff to develop an enhanced
econometric sales tax forecasting model for all categories of city and state sales taxes. In the
summer of 2017, staff worked with EBRC to update the tax forecasting model. In March 2021, the
EBRC revised the City’s model again by including online sales tax. The City began collecting sales
tax from online marketplace retailers effective October 2019 just prior to the pandemic, which helped
to offset losses experienced in the leisure and hospitality sales tax categories during the pandemic.
The EBRC leads the State of Arizona Forecasting Project, which provides in-depth economic
forecast analysis and databases on a subscription basis to businesses, organizations, and
government via membership. The additional consulting with Dr. Hammond has provided the City with
solid, independent economic and statistical expertise used to develop a statistically valid forecasting
model specifically for the City of Phoenix. The projected growth rates in each category of sales tax
for the 2024-25 estimate and the out years of the forecast are based on projections developed with
the enhanced econometric forecasting model.

Economic Assumptions

Several of the primary revenue categories are influenced by the economy and the sources mentioned
above provide valuable information about the expected growth of the economy. These sources are
used in developing projected revenue growth rates. B&R staff continuously monitors economic
variables and what these experts are predicting when developing revenue estimations.

The U.S. economy has demonstrated resilience over the past three years. Real Gross Domestic
Product (GDP), a common economic measure, grew 2.5% in 2023. According to the U.S. Bureau
of Economic Analysis (January 2024), the 2023 growth was attributed to increases in consumer

Page 63
spending, nonresidential fixed investment, state and local government spending, exports, and
federal government spending partly offset by decreases in residential fixed investment and inventory
investment. However, real GDP is expected to rise more slowly in 2024 than in 2023. The
Conference Board anticipates two quarters of slightly negative GDP growth during the second and
third quarters of 2024 that will be broadly felt across the economy. Estimated GDP for 2024 and
2025 is 1.2% and 1.4%, respectively. These figures represent a decline compared to the preceding
three years: 5.8% in 2021, 1.9% in 2022, and 2.5% in 2023 (The Conference Board, January 2024)
signaling a softening of the economy. Despite the anticipated normalization of inflation and interest
rates in 2024, volatility is still expected to persist throughout the year. Several contributing factors
include challenges in real disposable income growth, diminishing pandemic-related savings, rising
household debt, and the impact of “buy now, pay later” plans. At a broader level, the challenges
facing the U.S. economy arise from geopolitical conflicts and the risk of a surge in energy prices.
It’s noteworthy that the upcoming presidential election could have an impact on the economy, and
economists note concerns with the housing and commercial real estate markets as risks to the
broader economy.

The U.S. economic growth established a platform for continued solid gains in Arizona in 2023. For
the five-year period ending in the third quarter of 2023, the Arizona economy grew 19.6%, making it
the fourth fastest-growing state during this period (Arizona Governor’s Executive Budget, January
2024). Arizona was also one of the fastest states to recover its lost jobs during the pandemic. As of
December 2023, Arizona’s job growth was at 2%, slightly higher than the national rate of 1.9%.
Overall, Arizona is well positioned to grow in 2024 but at a reduced pace. While it shares common
challenges with the broader U.S. economy, the state is currently navigating potential short-term
risks within the housing market. Housing permits are expected to decrease this year for both single-
family and multi-family activity, driven by high interest rates and significantly reduced housing
affordability. Single-family housing affordability continued to deteriorate in the third quarter of 2023,
according to data from the National Association of Home Builders and Wells Fargo. In Phoenix, only
24.9% of homes sold were affordable, down from 64.9% in the last quarter of 2019 (Economic
Outlook 4th Quarter 2023, UofA Economic Business Research Center).

Revenue Forecasting Methods

Several forecasting methods and practices are used to estimate City revenues and vary depending
on the type of revenue being analyzed. Evaluating historical growth patterns and current actuals is an
important component to analysis and provide insight into the direction of the various revenue
categories and the growth needed to achieve estimated revenues. Information is also collected from
the economic sources mentioned earlier to ensure current and subsequent year estimates are
reasonable and in-line with what these experts are predicting. The State FAC provides valuable
information from a panel of respected economists and financial professionals. Included in their
materials are projections of state sales tax and income tax collections. These projections are
considered when developing city sales tax, and state shared sales and income tax revenues for both
the current and subsequent fiscal years. Additionally, information is collected from city departments
during the annual technical review process to analyze the user fee and non-tax revenue category.
The department’s knowledge of the revenues generated by various city programs and services is
essential to developing accurate projections. Staff also considers one-time revenues, adjustments,
and contractual agreements impacting growth when developing estimates.

In conjunction with considering historical growth, current trends, and information from trusted
sources and departments, B&R staff uses several forecasting methods when preparing the
estimates. The most common methods of revenue estimation used are averages of actual revenue
experience by varying periods, annualization of year-to-date actuals, and most often a percent of
prior year method. This last method involves analyzing the amount of revenue collected at a point in

Page 64
time during prior fiscal years, for example, the 7-month actuals represented a certain percentage of
the total collections for the entire fiscal year, and then applying it to current year-to-date actuals. This
method accounts for the seasonal nature of many city revenues and is often a more effective
method than using an averages or annualizing approach. Additionally, the growth rate needed to
reach the budgeted or estimated revenue is considered. If the percentage growth needed for the
remaining months of the fiscal year is substantially higher or lower than the current growth rate,
adjustments are made to arrive at a new estimated revenue amount for the fiscal year.

Once the current fiscal year estimate is developed, assumed growth rates are then applied to this
amount to arrive at a projected revenue amount for the following fiscal year. These assumed growth
rates take into account historical and recent trends in revenue data, one-time revenue adjustments,
and information from city departments and our trusted sources to ensure projections are not overly
conservative or aggressive.

Finally, as part of the annual budget development process each year, revenue estimates are
presented to the City Manager’s Office, the City Council and the community as part of the GF Multi-
Year Forecast, the proposed Trial Budget and City Manager’s Budget recommended for
consideration and approval prior to final budget adoption in June.

General Fund Revenue

To assist in explaining the basis for how GF revenue is estimated for each of the major categories,
historical revenue growth and estimated revenues for the 2023-24 and 2024-25 fiscal years are
provided graphically, along with a description of the revenue category and the methodology used to
develop recommended revenue estimates beginning with total GF revenue.

Total General Fund Revenue


Actual & Estimated General Fund Revenue $ % Change
13% $1,904
2 0 0 .0 2 0
%




10% $1,844
6% 8%
4% 3% $1,693 12%
1 8
0 0 .0




3% 2% 3%
1 0
%




1 6
0 0 .0

$1,496 0 %




$1,379 -3%
$1,259
1 4
0 0 .0




$1,173 $1,221
$ Millions
-1 0 %




$1,106
$1,053 $1,075
1 2
0 0 .0




-2 0 %




1 0 0 .0




-3 0 %




8 0 .0




-4 0 %




6 0 .0




-5 0 %



4 0 .0




2 0 .0 -6 0 %




*Projections for 2023-24 and 2024-25 assume no fee increases, changes to state shared revenue formulas or legislative
changes that have recently been proposed or discussed during the current legislative session.


Page 65
As mentioned, GF revenue consists of local taxes and related fees, primary property taxes, state
shared sales, income and vehicle license taxes, user fees and non-tax revenues. Estimating
revenues for each category is conducted separately to predict the revenues for the current and
following fiscal year more accurately. Each category is unique with respect to the variables that
comprise the revenue and influence growth. Variables that impact revenue growth include
economic factors such as inflation, consumer sentiment, discretionary income, population,
unemployment, job growth and construction activity. Other influencing factors may include
legislative action, City Council policy directives, legal restrictions and mandates, state statutory
formulas, program enhancements or reductions, and changes in rates and fees. For these
reasons, evaluating each major category separately is preferred and generates more accurate
revenue projections.

Local Taxes and Related Fees, 40% of Total General Fund Revenue


Actual & Estimated Revenue $ % Change
8 0 .0 3 0
%




16% $730 $737
12% $697
2 0
%




8%
7 0 .0




$650
1% 2% 3% 2%
1 0
%




1%
7%
$559 5%
6 0 .0 0 %




1%

$ Millions
$490 $501 -1 0 %




$453
5 0 .0




$427 $437 $441 -2 0 %




4 0 .0 -3 0 %




-4 0 %




3 0 .0




-5 0 %




2 0 .0 -6 0 %




Local taxes and related fees consist of city sales taxes, privilege license fees and other excise taxes.
The majority of revenue is derived from city sales taxes which is comprised of 15 general categories
collected based on a percentage of business income accruing in each category. The table on the
following page provides the current local sales tax rates by category and the percentage allocated to
each fund. Privilege license fees are assessed to recover the costs associated with administering
the local tax system. Other excise taxes include the jail tax and the excise tax collected on water
service accounts, which provide resources to help offset jail costs paid to Maricopa County and other
GF services.

Projections provided by the UofA were used to develop city sales tax estimates. Staff analyzes
historical and recent trends in sales tax data by category, evaluates cumulative growth and uses an
econometric forecasting model constructed by the UofA to develop projections. Estimates provided
by the FAC and JLBC are also considered to ensure projections are reasonable and not overly
aggressive or conservative in nature. Sales tax can be volatile and typically correlates to the local

Page 66
economy and consumer spending behavior. Increases in sales tax collections are expected when
the local economy expands due to underlying fundamentals such as increases in population,
discretionary income, business expansion, jobs, and real estate growth. The opposite holds true
during times of economic contraction or recession as evidenced in 2008-09 and 2009-10 during the
Great Recession, and most recently during the COVID-19 pandemic. The federal stimulus
assistance provided during the pandemic and more than expected revenue collections from retail
and contracting sales taxes offset the revenue loss in the hospitality and leisure sales tax categories
which prevented a severe decline in City revenues. Additionally, the recent surge in inflation has
positively impacted the City by drawing in greater tax revenue from higher-priced taxable goods and
a rise in wages. However, significant economic uncertainty and volatility in sales tax revenue
collections in the first six months of FY 2023-24 require a cautious approach to forecasting. Staff is
closely monitoring revenue collections and may revise revenue estimates as more information is
available. Currently, the growth estimated in 2024-25 of 0.9% assumes modest growth over 2023-24
and accounts for current trends in actual collections. The growth also accounts for the negative
impact of the elimination of residential rental sales tax. The State recently enacted Senate Bill 1131,
which prohibits municipalities from taxing residential rental property starting Jan. 1, 2025. The
estimated 5-month impact to the GF for 2024-25 is approximately $(18) million.

Privilege license fees and other excise tax projections are developed using the existing fee
structures, assumptions about historical trends, averages, recent collection experience and use of
the percent of prior year method to account for seasonal influences in revenue activity. The growth
for privilege license fees in 2024-25 are estimated to be flat. The growth estimated in 2024-25 for
other excise taxes assumes conservative growth and continuation of current year-to-date
experience.

Local Sales Tax Rates by Category
Public Public Parks
General N’hood Safety Safety & Transp. Conv. Sports Capital
Fund Protection Expansion Enhance. Pres. 2050*** Center Fac. Const. Total
Advertising – – – – – – 0.5% – – 0.5%

Contracting 0.7% 0.1% 0.2% – 0.1% 0.7% 0.5% – – 2.3%

Job Printing 0.7% 0.1% 0.2% – 0.1% 0.7% 0.5% – – 2.3%

Publishing 0.7% 0.1% 0.2% – 0.1% 0.7% 0.5% – – 2.3%

Transportation/Towing 0.7% 0.1% 0.2% – 0.1% 0.7% 0.5% – – 2.3%

Restaurants/Bars 0.7% 0.1% 0.2% – 0.1% 0.7% 0.5% – – 2.3%

Leases/Rentals/ 1.2% 0.1% 0.2% – 0.1% 0.7% – – – 2.3%
Personal Property
Short-Term Motor 1.2% 0.1% 0.2% – 0.1% 0.7% – 2.0% – 4.3%
Vehicle Rental
Commercial Rentals 1.3% 0.1% 0.2% – 0.1% 0.7% – – – 2.4%

Lodging Rentals 1.2% 0.1% 0.2% – 0.1% 0.7% 2.0% 1.0% – 5.3%
Under 30 Days
Lodging Rentals 1.2% 0.1% 0.2% – 0.1% 0.7% – – – 2.3%
30 Days and Over
Retail (Level 1 – 1.2% 0.1% 0.2% – 0.1% 0.7% – – – 2.3%
amounts = < $13,886
for a single item) ****
Retail (Level 2 – 1.2% 0.1% 0.2% – 0.1% 0.4% – – – 2.0%
amounts > $13,886 for
a single item) ****


Page 67
Public Public Parks
General N’hood Safety Safety & Transp. Conv. Sports Capital
Fund Protection Expansion Enhance. Pres. 2050*** Center Fac. Const. Total


Amusements 1.2% 0.1% 0.2% – 0.1% 0.7% – – – 2.3%

Utilities 2.7%* – – 2.0%** – – – – – 4.7%

Telecommunications 2.7% – – – – – – – 2.0% 4.7%



*The General Fund portion of the utilities category includes the 2.7 percent franchise fee paid by utilities with a franchise agreement.
**The Public Safety Enhancement designated 2.0 percent sales tax applies only to those utilities with a franchise agreement.
***The Transportation 2050 Fund (Proposition 104) was established by the voters effective January 1, 2016 and replaced the Transit
2000 Fund (Proposition 2000) to fund a comprehensive transportation plan with a 35-year sunset date. The Proposition increased the
transaction privilege (sales) tax rates by 0.3% for various business activities.
**** Proposition 104 also established a two-tier tax rate structure applicable to retail sales of single items in excess of $10,000, to be
adjusted biennially for inflation. Effective January 1, 2018, the first $10,303 (Level 1) is subject to the 2.3% tax rate, while transactions
over $10,303 (Level 2) are subject to the 2.0% tax rate. The criteria for Level 1 and Level 2 were adjusted on January 1, 2024, and the
current threshold is $13,886, which will be adjusted again on January 1, 2026.


Primary Property Tax, 12% of Total General Fund Revenue


Actual & Estimated Revenue $ % Change 4%
3%
5% $215 2 0
%




6% $208
7% $201
2 1
0 .0




3% 6% 5% 5% $192 1 0
%




2%
-4% $182
1 9
0 .0




$170
0 %




$162
$155
1 7
0 .0




$ Millions
-1 0 %




$146
1 5
0 .0




$138 $141 -2 0 %




1 3
0 .0




-3 0 %




1 1
0 .0




-4 0 %




9 .0 0


-5 0 %




7 .0 0
-6 0 %




5 .0 0 -7 0 %




Arizona property tax law provides for two separate tax systems. A primary property tax is levied to
pay current operations and maintenance expenses. Therefore, primary property tax revenue is
budgeted and accounted for in the GF (and is illustrated in the above graph). A secondary property
tax levy is restricted to the payment of debt service on voter approved long-term general obligation

Page 68
debt. Therefore, the secondary property tax revenue is budgeted and accounted for as a special
revenue fund. The primary property tax levy forecast reflected here is based on the net assessed
value stated in the annual “Levy Limit Worksheet” for the City of Phoenix, issued by the Maricopa
County Assessor, multiplied by the projected primary property tax rate. The primary property tax
revenue forecast assumes that 99% of the projected primary property tax levy is actually collected.

The annual amount of the primary property tax levy is limited by the Arizona Constitution to a two
percent increase over the prior year levy limit plus an estimated levy for previously unassessed
property (primarily new construction). Provisions in Chapter XVIII of the City Charter limit the City’s
primary property tax rate to $1.00 per $100 of assessed valuation with the exception of costs to
operate library services. The proposed 2024-25 primary property tax rate, not including the portion of
the rate allocated to cover the Library Department operating costs, is $1.00 per $100 of assessed
valuation. The total proposed 2024-25 primary property tax rate is $1.2658 per $100 of assessed
valuation, which is reduced from the current rate of $1.2851 due to the constitutional levy limit.

State Shared Sales Tax, 14% of Total General Fund Revenue


Actual & Estimated Revenue $ % Change 17%
14% 4%
5% 3% 2 0
%




8% $260
6% $250
4% 4% 5% 4% $242 1 0
%




$230
2 5
0 .0




0 %




$201
-1 0 %



2 0 .0




$ Millions
$172
$165 -2 0 %




$156
$144
$132 $138
-3 0 %

1 5
0 .0




-4 0 %




-5 0 %
1 0 .0




-6 0 %




5 .0 0 -7 0 %




State sales tax revenues received by the City are governed by Arizona State Statute §42-5029.
State sales tax revenues are split between a “distribution base”, of which Phoenix receives a share,
and a “combined non-shared” category, which is allocated entirely to the state. With the exception of
some tax categories, the distribution base consists of either 20, 32, 40, or 50 percent of collections
depending on the tax category. State statute §42-5029 stipulates of the monies designated in the
distribution base the Arizona Department of Revenue shall pay 25 percent to incorporated cities on
the basis of relative population percentages. The population share changes annually based on
Census Bureau Population Estimates. The 2024-25 City of Phoenix population share is estimated at
27.88 percent and is based on the 2022 Census Bureau Population Estimate.

State sales tax is estimated similar to how city sales tax is forecasted. Staff analyzes historical and

Page 69
recent trends in sales tax data by category and evaluates cumulative growth when developing
revised estimates. Projections provided by the UofA EBRC, using an econometric sales tax model,
were used to develop 2024-25 estimates; and information from the FAC and JLBC were considered
to ensure current fiscal year estimates are reasonable and in-line with what these experts are
projecting.

State Shared Income Tax, 19% of Total General Fund Revenue




Actual & Estimated Revenue $ % Change
5 0 .0




41%
4 5
0 .0




44% $436

4 0 .0




$353
3 5
0 .0




8% 10% 9% 12%
5% $308
3 0 .0
-1% -2%
-11%
$ Millions
$240
$215
2 5
0 .0




$191 $200 $213
$197 -19%
$175 $174
2 0 .0




1 5
0 .0




1 0 .0




5 .0 0




0 .0




State shared income tax revenue, also known as the Urban Revenue Sharing (URS) Fund, was
established by voter initiative in 1972 and is governed by Arizona Revised Statute §43-206. The
statute stipulates that 15 percent of the net proceeds of state individual and corporate income tax
collected two years preceding the current fiscal year be distributed to incorporated cities and towns.
Laws 2021, Chapter 412 (Tax Omnibus) increased the Urban Revenue Sharing distribution from
15% to 18% starting in 2023-24. Individual cities receive their portion based on the cities’ share of
the state population. The 2024-25 City of Phoenix population share is estimated at 27.85 percent
and is based on the 2022 Census Bureau Population Estimate. This rate will change annually based
on Census Bureau Population Estimates. As a result of the initiative, Arizona Revised Statute §43-
201 stipulates the area of income taxation is preempted by the state and a county, city, town, or
other political subdivision shall not levy an income tax as long as the Urban Revenue Sharing Fund
is maintained as provided in state statute §43-206.

Since state shared income tax revenue is based on actual collections from two years preceding the
current fiscal year, the 2023-24 and 2024-25 projected revenue is known and is based on actual

Page 70
collections received in 2021-22 and 2022-23, respectively. The negative growth of (19)% in FY
2024-25 is primarily due to significantly lower state shared income tax collections caused by the
state’s actions to lower the individual income tax rate to the current “flat tax”. Senate Bill 1828
reduces individual income tax rates beginning in tax year 2022 to the current flat tax rate of 2.5%.

State Shared Vehicle License Tax, 5% of Total General Fund Revenue



Actual & Estimated Revenue $ % Change
5%
13%
9 .0 0




2% 2% $86
$80 $79
2 0
%




8% 8% $81 $82
7% -1%
3% 5%
0%
8 .0 0




$70
0 %




7 .0 0


$67 $71
$62
$60

$ Millions
$55
-2 0 %



6 .0 0




5 .0 0




-4 0 %




4 .0 0




-6 0 %




3 .0 0




2 .0 0 -8 0 %




State shared vehicle license tax has been distributed to cities and towns since 1941. The tax is
levied per $100 of a vehicle’s assessed value. For the first 12 months of the vehicle’s life, the
assessed value is 60% of the manufacturer’s base retail price. For each subsequent year, the
assessed value is 16.25% less than the previous year. The rate per $100 of assessed value is $2.80
for new vehicles and $2.89 for renewals. The Arizona Department of Transportation (ADOT) collects
and distributes the tax according to Arizona Revised Statute §28-5808. The distribution to individual
cities is based on their relative population within the county. The 2024-25 City of Phoenix population
share is estimated at 38.45 percent and is based on the 2022 Census Bureau Population Estimate.
This rate will change annually based on Census Bureau Population Estimates.

Vehicle License Tax (VLT) revenues are often correlated to the overall strength of the economy.
Similar to sales tax revenues when the economy is growing this revenue category also exhibits
growth, as illustrated in the above graph. Revenues are estimated by evaluating historical growth
patterns, year-to-date cumulative growth and applying the percent of prior year method to year-to-
date actuals, which accounts for the seasonality in collections. Staff also considers projections
provided by ADOT, which are published annually for this revenue source, and any available recent
economic information pertaining to projections on the local economy and vehicle sales when
formulating recommended current and subsequent year estimates. The projected growth rate for

Page 71
2024-25 is expected to be 4.8%, assuming a moderate growth rate based on the ADOT forecast in
September 2023.

User Fees and Non-Tax Revenues, 10% of Total General Fund Revenue


Actual & Estimated Revenue $ % Change
2 0 .0
24% $198 $192
16% $164 3 0
%




1 8
0 .0




13% 21%
3% -4% -5%
0% -2% -11%
$142 $137
1 6
0 .0 1 0
%




$131 $117
$125 $125 $132 -3%
$122
1 4
0 .0




-1 0 %




$ Millions
1 2
0 .0




-3 0 %




1 0 .0




8 .0 0 -5 0 %




6 .0 0




-7 0 %




4 .0 0




-9 0 %




2 .0 0




0 .0 -1 1 0
%




User Fees and Non-Tax Revenues include collections from licenses and permits, fines and
forfeitures, cable television fees, user fees from several City departments designed to recover the
costs of providing specific City services including Parks and Recreation, Library, Planning, Police,
Fire, and Streets; other service charges including interest income, parking meter revenue, in lieu
property taxes, sales of surplus property, various rental income, parking garage revenues and
concessions; miscellaneous service charges in Finance, Housing, Human Services and
Neighborhood Services.

B&R staff relies on departments to provide essential information concerning activity levels, fee
increases or decreases and program changes which impact the variety of revenue sources in this
category. Technical revenue reviews are conducted twice each fiscal year as part of the annual
budget development process. Departments are asked to provide revenue estimates and reasons for
changes from prior year actuals. Staff conducts a line-item analysis of all revenues and uses various
methods including annualization and percent of prior year, as well as consideration of one-time and
contractual revenues, program enhancements or reductions and other adjustments when developing
estimates.

The projected negative growth rate of (2.7)% in 2024-25 was attributed to a decline in interest
earnings, which offset the moderate growth of emergency transportation services. Some non-tax
revenues, such as cable communications, parks and recreation, neighborhood services, and other
service charges, are expected to decrease in 2024-25 due to a decline in collection trends.

In addition to the technical reviews conducted twice each fiscal year, B&R staff monitors revenues

Page 72
monthly to determine if adjustments to projections are needed. The proposed estimates are then
reviewed by B&R management and the City Manager, and finally incorporated into the GF proposed
revenue projections for consideration by the City Council and the community.


This report is for informational purposes only and is intended to provide the City Council and the
community with explanations on how GF revenues are analyzed and developed to better facilitate
discussions during the annual budget development process.



Yung Pham
Principal Budget and Research Analyst




Page 73



Report

Fiscal Year 2024-29 Preliminary Five-Year Capital Improvement Program

This report transmits the Preliminary Five-Year Capital Improvement Program (CIP) for
information and discussion. The City Charter requires the City Manager to submit the
Preliminary CIP prior to adoption of the final budget.

The CIP represents investments in the long-term health of the community through job
creation and economic development, responsible infrastructure maintenance,
sustainability, an assured water supply, and accelerated pavement maintenance
activities. The five-year program totals $11.0 billion, with a $3.0 billion program for
2024-25. The full report is available on the Budget and Research website at
phoenix.gov.

THIS ITEM IS FOR INFORMATION AND DISCUSSION.

Summary
The five-year Preliminary CIP presented totals $11.0 billion. The first year of the
program, totaling $3.0 billion, will ultimately be updated for carryover and resource
availability and presented to the City Council for appropriation. The remainder of the
CIP is presented for responsible planning purposes and is dependent upon resource
availability.

Sources of five-year Preliminary CIP funding include $210.8 million in General Funds,
$2,201.4 million in Special Revenue Funds, $2,182.1 million in Enterprise Funds,
$501.5 million in General Obligation Bond Funds, $3,020.4 million in Other Bond
Funds, and $2,861.3 million in Other Capital Funds.

The Preliminary CIP reflects the $500 million 2023 General Obligation Bond Program
approved by voters in November. Projects and funding distribution is consistent with
the General Obligation Bond Executive Committee recommendations that were
presented to, and adopted by, the City Council in December 2022. Staff anticipate an
initial sale of $250 million in General Obligation bonds this summer, and the remaining
$250 million in approximately the summer of 2026. Staff have begun planning and
procurement work to ensure project delivery. Schedule 7 of the Preliminary CIP
document provides the initial allocation of funds by project and fiscal year. As the


Page 74

program progresses and costs are finalized, this schedule will continue to reflect any
proposed timing changes, and funding reallocations in comparison to the original
approved program.

The proposed program's $210.8 in General Funds and $185.8 million in General Fund-
backed excise tax bonds reflect a commitment to infrastructure and technology
investment. Substantial investments funded directly though General Funds include:
· $96.9 million in Facilities Management and Libraries for facility major maintenance.
· $76.6 million in Information Technology for network, infrastructure and applications.
· $24.3 million in Street Transportation and Drainage for flood hazard mitigation, cool
pavement, and Roadway Safety Action Program projects.
· $9.7 million in Non-Departmental Capital as contingency funding for local matches
on federal grants.
· $2.8 million in Fire Protection for new fire stations.
· $0.5 million in Phoenix Convention Center for major maintenance at General Fund-
supported garages.

Notable projects to be funded with excise tax bond proceeds include:
· $42.0 million in fire apparatus.
· $33.2 million in public safety radio replacements.
· $21.1 million to replace the Citywide security access controls system.
· $19.2 million to implement an enterprise time and labor system.
· $15.0 million to replace the Municipal Court plumbing system.

The nearly 900 projects within the Preliminary Capital Improvement Program are
detailed on the Budget and Research website. A summary of sources, uses and
project selection methods by program is provided below.

Arts and Cultural Facilities
The Arts and Cultural Facilities program totals $50.8 million and is funded by General
Obligation Bond funds.

Projects are typically prioritized based on community input obtained during the
development of periodic General Obligation Bond programs.

The program provides funding for construction, renovation and expansion of arts and
cultural facilities operated primarily by non-profit partner entities.

Aviation


Page 75

The Aviation program totals $2,397.4 million and is funded by Aviation, Aviation Bond,
Capital Grant and Passenger Facility Charge funds.

The Aviation program includes improvements at Phoenix Sky Harbor International,
Phoenix Deer Valley and Phoenix Goodyear Airports as well as support for Phoenix-
Mesa Gateway Airport.

Various divisions of the Aviation Department are responsible to identify and request
new CIP projects as they are needed for airport expansion and replacement of existing
infrastructure. They work with the stakeholders impacted by the project to develop a
business case which includes a scope, schedule, and budget, including a return-on-
investment analysis, for the project. As part of the business case, a points-based score
is developed for the project. Scoring is based on the project’s return-on-investment,
cost reduction or net present value; efficiency or productivity improvements; potential
for risk transfer or public-private partnerships; regulatory mandates; safety and security
risk mitigation; and level of service or community relations needs. The business case
is then presented to Aviation’s executive team for approval or revision. If approval is
received, the project is placed on the priority ranking list according to the project’s
score to await available funding and incorporation into the Aviation CIP.

Major projects include:
· Design and construction of a new Crossfield Taxiway U
· Design and construction of Terminal 3 North 2 New Apron
· West Air Cargo Building C Modifications
· Relocations of C-Point and Access Gate
· Terminal 4 Infrastructure Modernization - Central Plant

Economic Development
The $75.8 million Economic Development program is funded by Downtown Community
Reinvestment, Other Restricted, Sports Facilities and 2023 General Obligation Bond
funds.

The Community and Economic Development Department identifies new CIP projects
by various methods which include: alignment with strategic planning objectives;
collaboration with business, government and educational partners; and, engagement
with community groups and business associations. The City commits funds and
expertise to partner with private and public entities. These partnerships help to expand
the City’s economy through the creation of new infrastructure and civic improvements,
that trigger regional revitalization, enhance public tax revenues, facilitate the growth of
the knowledge workforce, and promote higher education opportunities. Other benefits


Page 76

include achieving affordable and workforce housing objectives, and support of historic
preservation and adaptive reuse projects.

Projects funded by the 2023 General Obligation Bond Program were reviewed and
prioritized by a citizens’ General Obligation Bond Committee prior to approval by the

Major projects include:
· Downtown Redevelopment Area project facilitation and assistance
· Rio Reimagined Land Acquisition
· Arizona State University (ASU) Health Technology Center
· ASU Thunderbird School of Global Management development assistance
· Historic Preservation and Conservation facilitation and assistance
· Arizona Biomedical Corridor project facilitation and assistance

Environmental Programs
The $4.3 million Environmental Programs CIP is funded by Other Restricted funds and
2023 General Obligation Bond funds. Environmental Programs facilitates eligible
citywide general stormwater compliance and Brownfields redevelopment projects.

Stormwater capital improvement projects are implemented to advance the City’s efforts
to comply with stormwater management requirements and regulations. Any City
department may propose a potential stormwater project, provided that the project
meets the criteria outlined in the Stormwater Capital Improvement Project Fund
Eligibility and Funding Protocol. The proposed projects are reviewed by the
Stormwater Working Group and then the requesting department presents for approval
to the Stormwater Executive Committee based on criteria established in the funding
protocol, including: risk of regulatory non-compliance, ability for the project to achieve
sustained compliance, degradation to the City’s Municipal Separate Storm Sewer
System, need for remediation, and other associated risks.

Redevelopment of brownfields property results in the elimination of environmental
exposures and reuse that can eliminate blight, increase community benefits, jobs, and
often serves as a catalyst for revitalization of the area. City brownfields project funding
will assist City departments with predevelopment costs associated with
environmentally contaminated properties, such as, environmental assessments, and
asbestos/lead-based paint surveys and abatement, and remediation. Project selection
will be based on several factors including location, benefit to community and job
creation. Additionally, brownfields funding for the Rio Reimagined Land Acquisition
program may include environmental assessments and cleanup to prepare


Page 77

economically attractive sites along the Rio Salado.

Projects funded by the 2023 General Obligation Bond Program were reviewed and
prioritized by a citizens’ General Obligation Bond Committee prior to approval by the

Facilities Management
The Facilities Management program totals $163.9 million and is funded by General,
2023 General Obligation Bond, Other Bond, Capital Grant, and Other Capital funds.

The Facilities Management program includes various major maintenance projects for
City facilities and fuel infrastructure. Additional citywide efforts to be implemented by
Facilities Management primarily include: security access control, Glenrosa Fleet
Building and service center upgrades, energy efficient retrofits, fire and life safety
systems, HVAC systems, roofs, parking lots, and electric service entrance systems.

Most Facilities Management capital projects are requested and prioritized under the
annual General Fund Facilities Project Prioritization Process. New project requests
originate from facility lifecycle replacement plans, facility assessments, engineering
studies, testing results, citizen requests, regulatory compliance, and identification of
asset deterioration by City facilities staff. Projects are reviewed by a committee of
subject matter experts from various departments and are evaluated and prioritized on
the basis of human safety, service continuity, damage avoidance, aesthetic deficiency
mitigation, regulatory considerations and potential for increasing efficiency.

Projects funded by the 2023 General Obligation Bond Program were reviewed and
prioritized by a citizens’ General Obligation Bond Committee prior to approval by the

Fire Protection
The $147.3 million Fire Protection program is funded by General, Other Restricted,
2023 General Obligation Bond, Other Bond, Capital Grant, and Impact Fee funds.

The Phoenix Fire Department plans for CIP projects through a prioritized strategic
forecasting process. The most significant projects for the department are construction
of future fire stations that have been forecasted through the creation of a twenty-year
fire station implementation plan. The forecast plan was developed through analysis of
a variety of factors such as: existing fire stations’ location and capacity, key
performance indicators, and planned growth. Additionally, other identified new CIP
project needs are presented to the Fire Department executive staff in the form of
business cases, that are then evaluated based on the potential positive impact on


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service delivery to the Phoenix community.

Development Impact Fee-funded projects are identified in accordance with state
statutes, ensuring capital funding for service levels in planning areas is consistent with
service levels in developed areas of the City. Identified projects are incorporated in the
City’s Infrastructure Financing Plan, which is reviewed by a citizens’ committee prior to
public hearings and ultimate adoption by the City Council.

Projects funded by the 2023 General Obligation Bond Program were reviewed and
prioritized by a citizens’ General Obligation Bond Committee prior to approval by the

Major projects include:
· Implementation of a new Computer Aided Dispatch System and Records
Management System
· Acquisition of fire apparatus
· Construction of new Fire Station 51 located at 51st Avenue and the SR 303
· Construction of new Fire Station 62 located at 99th Avenue and Lower Buckeye
Road
· Replacement of Fire Station 7
· Replacement of Fire Station 13
· Replacement of Fire Station 15

Historic Preservation & Planning
The Historic Preservation and Planning program totals $13.5 million and is funded by
the Development Services fund and 2023 General Obligation Bond funds.

The program includes the SHAPE PHX project, Historic Preservation Program and an
Innovation in Affordable Housing program.

SHAPE PHX targets the Planning and Development Department’s primary land
management applications for replacement. This multi-year project envisions replacing
KIVA, PlanWeb and other supporting applications with a modern Planning, Zoning,
Plan Review and Permitting application that supports community planning,
development and regulation.

Projects funded by the 2023 General Obligation Bond Program were reviewed and
prioritized by a citizens’ General Obligation Bond Committee prior to approval by the



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Housing
The Housing program totals $144.9 million and is funded by Operating Grant, Capital
Grant, other restricted, and 2023 General Obligation Bond funds.

The program provides funding for the creation and preservation of public and
affordable housing units for low-income families, individuals, seniors, and special
populations throughout the city. Grant-funded projects are planned based on the
availability of these funds.

2023 General Obligation Bond projects will fund the preservation of City-owned
affordable housing units and creation of affordable units in the Edison-Eastlake
community. Grant funds include the U.S. Department of Housing and Urban
Development’s (HUD) Choice Neighborhoods development projects, HUD HOME
Investment Partnership Program multifamily loan and redevelopment, HUD HOME
American Rescue Plan to serve qualifying populations, and the conversion or
modernization of existing public housing units through the HUD Capital Fund Program.

Housing Department capital improvement projects are identified based on City
management’s priority list and the Mayor and Council’s Affordable Housing Initiative, in
coordination with planned redevelopment programs, feedback from the Public Housing
Resident Advisory Board, the Affordable Housing Development Community, and other
stakeholders. The department’s program and fiscal staff actively participate in
prioritizing funding availability and addressing community housing needs and
contractual terms of co-developers.

Projects funded by the 2023 General Obligation Bond Program were reviewed and
prioritized by a citizens’ General Obligation Bond Committee prior to approval by the

Human Services
The $11.4 million Human Services program is funded by Other Restricted, 2006, and
2023 General Obligation Bond funds.

The Human Services program includes acquisition, design and construction of shelters
and senior centers.

Projects funded by the 2023 General Obligation Bond Program were reviewed and
prioritized by a citizens’ General Obligation Bond Committee prior to approval by the

Major projects include:


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· Cesar Chavez Senior Center
· McDowell Senior Center Renovation

Information Technology
The $139.4 million Information Technology program is funded by General, Arizona
Highway User Revenue, Development Services, Transportation 2050, Aviation,
Convention Center, Solid Waste, Wastewater, Water, Other Bonds and Solid Waste
Bond funds.

Information Technology CIP projects typically go through a review process and are
managed by IT project managers. The review process provides City leadership
visibility into information technology spending across the organization and helps
ensure technology purchases are in alignment with current and future technology
needs. Projects are evaluated and approved by various Information Technology
Services divisions for security, application, and infrastructure considerations.

Major projects include:
· Implementation of an enterprise time and labor system
· Replacement of public safety radios that are at end-of-life
· Development of a citywide case management system
· Data center and network infrastructure modernization

Libraries
The Libraries program totals $36.6 million and is funded by General, Operating Grant,
Impact Fee and 2023 General Obligation Bond funds.

Improvement and renovation projects are requested and prioritized under the annual
General Fund Facilities Project Prioritization Process. New project requests originate
from facility lifecycle replacement plans, facility assessments, engineering studies,
testing results, citizen requests, regulatory compliance, and identification of asset
deterioration by City facilities staff. Projects are reviewed by a committee of subject
matter experts from various departments and are evaluated and prioritized on the
basis of human safety, service continuity, damage avoidance, aesthetic deficiency
mitigation, regulatory considerations and potential for increasing efficiency.

Development Impact Fee-funded projects are identified in accordance with state
statutes, ensuring capital funding for service levels in planning areas is consistent with
service levels in developed areas of the City. Identified projects are incorporated in the
City’s Infrastructure Financing Plan, which is reviewed by a citizens’ committee prior to



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public hearings and ultimate adoption by the City Council.

Projects funded by the 2023 General Obligation Bond Program were reviewed and
prioritized by a citizens’ General Obligation Bond Committee prior to approval by the

Major projects include:
· Branch library improvements and renovations to maintain current standards
· Expansion of the Yucca Branch Library
· New Estrella Civic Space Library at 99th Avenue and Lower Buckeye Road
· New Desert View Civic Space Library at Deer Valley Drive and Tatum Boulevard

Neighborhood Services
The Neighborhood Services program totals $5.5 million and is funded by Operating
Grant funds.

The Neighborhood Services program seeks to stabilize neighborhoods and improve
infrastructure by acquiring properties for revitalization. By partnering with City
departments, projects such as landscaping, sidewalks, lighting and other infrastructure
improvements provide enhancements to City neighborhoods.

The Neighborhood Services Department considers new CIP projects through the
efforts of their Grants Compliance Team, which works closely with program staff, to
identify potential CIP projects. Projects may also be proposed by the City Council or
City management and evaluated based on availability of funding, eligibility of project
area and scope which meets a HUD National Objective. Additionally, qualitative
feedback is collected through community workshops, stakeholder consultations, and
public requests, for projects such as: facility renovations, improvements to community
centers, playgrounds, and other enhancements to community public infrastructure.
Large projects, like acquisition of strategic or blighted properties, may be identified
through other City programs and initiatives to expand the impact and/or better address
the needs of the community such as providing affordable housing or creating Safe
Routes to Schools.

Non-Departmental Capital
The non-departmental capital program totals $675.8 million and is funded by General,
Aviation Bond, Other Bond, Solid Waste Bond, Transportation 2050 Bond, Wastewater
Bond, Water Bond, Capital Grant, Customer Facility Charge, Federal, State and Other
Participation, and Passenger Facility Charge funds.



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The non-departmental capital program consists of existing and anticipated future
capital debt service, including payments of principal, interest, issuance costs and
related expenditures such as trustee fees for bonds issued. The capital debt program
reflects debt service for capital projects funded in other capital improvement programs.

The non-departmental capital program additionally includes a contingency budget for
future capital grant awards, a General Fund set-aside to support operating costs on
future capital projects, and General Fund reserves to provide local matching funds for
potential federal capital grants.

Parks, Recreation & Mountain Preserves
The Parks, Recreation and Mountain Preserves program totals $340.0 million and is
funded by Parks and Preserves, Development Impact Fee, and 2023 General
Obligation Bond funds.

The program includes land acquisition; improvement and rehabilitation of city parks,
trails, sports fields and pools; installation and replacement of security and sports field
lighting; parking lot improvements; construction of ADA accessible amenities; and
other citywide park infrastructure improvements.

The Parks and Recreation Department identifies new CIP projects through the use of
the Parks Land Asset Inventory (PLAI) database. Staff submit project PLAI request
forms for the replacement or addition of equipment and structures. Staff review the
PLAI database throughout the year; monitor park needs; score amenities based on
categories including condition, location and safety, while accounting for emergency
needs; and rate and rank each park site based on scores. New park projects and
preserve land acquisitions are identified as population growth creates the need for
parks expansion.

Development Impact Fee-funded projects are identified in accordance with state
statutes, ensuring capital funding for service levels in planning areas is consistent with
service levels in developed areas of the City. Identified projects are incorporated in the
City’s Infrastructure Financing Plan, which is reviewed by a citizens’ committee prior to
public and ultimate adoption by the City Council.

Projects funded by the 2023 General Obligation Bond Program were reviewed and
prioritized by a citizens’ General Obligation Bond Committee prior to approval by the

Major projects with various funding sources include:



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· Improvements and/or repairs to Cortez Park, Encanto Park Lake, G.R. Herberger
Park, North Mountain Park, Paradise Valley Park, and Trailside Point Park
· Lone Mountain Park Development
· Maryvale Park Regional Pool and Two Splash Pad sites
· Sonoran Preserve Land Acquisition and Protection
· South Mountain Activity Complex Improvements

Phoenix Convention Center
The $77.3 million Phoenix Convention Center program is funded by General, Sports
Facilities, Convention Center and Other Bond funds.

In addition to the Convention Center, this program includes projects and improvements
for the Herberger Theater Center and Orpheum Theatre, Symphony Hall, and the
Heritage and Convention Center parking garages. General Fund-supported excise tax
bonds are programmed for renovations of the 100 West Washington building.

The Phoenix Convention Center has a multi-discipline CIP committee comprised of
members of the department including management, facility and capital project
managers, fiscal, as well as subject matter experts. The committee meets monthly to
identify and discuss potential CIP projects. CIP projects are initially submitted, and
subsequently modified, through a project request form. The projects are then reviewed
and ranked by staff for inclusion to a perpetual 10-year CIP forecast that is constantly
evaluated and updated. Project considerations include life safety, revenue generation,
facility enhancement, and business and customer impact.

Major projects include:
· Symphony Hall Theatrical Venue Improvements
· Herberger Theater Center Theatrical Improvements
· Repainting the exterior surfaces of the North and South Buildings
· Roof repairs for the South Building
· Construction of North and West Building single source heating, ventilation, and air
conditioning and light control automated systems
· Expansion joint replacement at the East Garage
· Electric Gear Switch Replacement at the South Building
· 100 West Washington renovations

Police Protection
The $82.1 million Police Protection program is funded by Capital Reserve, Impact Fee
and 2023 General Obligation Bond funds.


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Development Impact Fee-funded projects are identified in accordance with state
statutes, ensuring capital funding for service levels in planning areas is consistent with
service levels in developed areas of the City. Identified projects are incorporated in the
City’s Infrastructure Financing Plan, which is reviewed by a citizens’ committee prior to
public hearings and ultimate adoption by the City Council.

Projects funded by the 2023 General Obligation Bond Program were reviewed and
prioritized by a citizens’ General Obligation Bond Committee prior to approval by the

Major projects include:
· Cactus Park Precinct Replacement
· Police Property Management Warehouse Renovation
· Maryvale Police Precinct Renovation
· Replacement of aerial fleet assets

Public Art Program
The Public Art Program totals $23.0 million and is funded by Percent-for-Art funds.
Established in 1986, the Public Art Program allocates one percent of eligible Capital
Improvement Program funding for the acquisition of temporary and permanent artwork
for public buildings, infrastructure, and spaces. The program maintains more than 200
permanent artworks and manages and exhibits the City's 1,200 portable works in
multiple public buildings.

The program works closely with all capital departments, City Council offices and the
Phoenix Arts and Culture Commission to determine and approve projects to be
included in the annual Public Art Plan. Public art projects included in the Plan are
prioritized based on opportunities to integrate artwork into individual Capital
Improvement Program projects and their potential impact on the neighborhood and the
broader arts community.

Public Transit
The Public Transit program totals $1,239.9 million and is funded by Operating Grant,
Other Restricted, Regional Transit, Transportation 2050, and Transportation 2050
Bond funds.

Public Transit staff and management identify project needs by utilizing several
planning documents - the Transportation 2050 Plan, the fleet replacement plan, the
Maricopa Association of Governments Transportation Improvement Program, and the


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Transit Life Cycle Program element of the Regional Transportation Plan. Additionally,
public assets are considered for potential refurbishment, upgrade, or replacement.
Staff from each division submit project requests to Public Transit management for
review, prioritization, and funding consideration.

Major projects include:
· Bus Rapid Transit program
· Capitol Light Rail extension
· South Central Light Rail extension
· Bus stop improvements, lighting and shade structures
· Purchase of new and replacement buses, Dial-A-Ride vehicles and commuter vans

Regional Wireless Cooperative
The Regional Wireless Cooperative (RWC) program totals $30.0 million and is funded
through the contributions of RWC Member agencies (Members).

The RWC program’s objective is to develop and assist Members with capital projects
necessary to procure, install and upgrade major components of the radio system(s)
over which the RWC has responsibility. For example, complying with a Federal
Communication Commission (FCC) mandate requiring 700 MHz infrastructure
upgrades for narrow-banding capabilities, or major system expansions to enhance
capabilities, functions, or redundancy.

The RWC identifies capital improvement projects via a governance and policy process.
Projects and inventory are tracked, prioritized, and scheduled by the RWC Network
Manager, the City of Phoenix Information Technology Services Department, which
presents the projects’ explanations and expected budgetary needs to RWC
Administration. The costs are then distributed based on number of radios in use by
each Member, or by special assessments, and are then presented by the RWC
Executive Director to the RWC Board for action. Specific RWC Working Groups may
also be asked to consider and draft large-scale CIP projects as needed.

Solid Waste Disposal
The $159.9 million Solid Waste Disposal program is funded by Solid Waste, Solid
Waste Bonds, Capital Grants, Capital Reserves and Solid Waste Remediation funds.

The Solid Waste Disposal program includes various projects at the City’s landfills and
transfer stations.

New Solid Waste Disposal CIP projects are evaluated and prioritized using an annual


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project evaluation process. Staff submit a business case to provide information about
the new program or project request. The evaluation report describes the project scope
and identifies the essential needs criteria for the successful operation of the utility. The
Public Works Director and Assistant Directors review the requests and evaluate and
prioritize the projects in the following areas: customer service, system benefits and
efficiency, project benefits and impact, system reliability, operational flexibility, system
security, system replacement and rehabilitation, regulatory compliance, and system
growth. In addition to staff reviews, a Citizens Solid Waste Rate Advisory Committee
performs an advisory role in reviewing the Solid Waste Utility Financial Plan and
advising on the operating and capital program expenses and projects.

Major projects include:
· Maintenance and monitoring of open and closed landfill gas systems
· SR85 Landfill cell development, including excavation, lining, critical systems, and
capping of completed cells
· Major maintenance, repair, and equipment replacement to support transfer station
and Material Recovery Facility operations
· Vehicle replacement

Street Transportation & Drainage
The Street Transportation and Drainage program totals $1,127.0 million and is funded
by General, Arizona Highway User Revenue, Capital Construction, Transportation
2050, 2023 General Obligation Bond, Capital Reserve, Impact Fee, and partner
agency contribution funds.

The program includes ongoing major maintenance of streets and bridges, new and
expanded streets, mobility improvements, pedestrian traffic safety improvements
including the Roadway Safety Action Plan, technology enhancements and storm water
improvements, and prioritizes an accelerated citywide pavement maintenance
program.

The Street Transportation Department maintains an ongoing annual project
identification and prioritization process. The process begins with the collection of “Call
for Projects” forms submitted by staff. These forms require various quantitative data on
the projects such as: relative traffic volume, speeds, collision history, existing pre-
design efforts or studies, and the Americans with Disabilities Act (ADA) requirements.
The requests are gathered and evaluated. Immediate funding needs for existing
funded projects and programs, and local funding matches required to leverage outside
funding, are prioritized. Prioritization of new project and program proposals considers
immediate life safety needs; the existence of completed pre-design studies with


Page 87

economical, feasible and publicly supported recommendations; and equity in project
distribution. Project prioritization outcomes are presented to department management
for review.

Development Impact Fee-funded projects are identified in accordance with state
statutes, ensuring capital funding for service levels in planning areas is consistent with
service levels in developed areas of the City. Identified projects are incorporated in the
City’s Infrastructure Financing Plan, which is reviewed by a citizens’ committee prior to
public hearings and ultimate adoption by the City Council.

Projects funded by the 2023 General Obligation Bond Program were reviewed and
prioritized by a citizens’ General Obligation Bond Committee prior to approval by the
Programs, Residential Overlay, and Vision Zero Program Implementation.

Major projects planned include improvements to the following locations:
· 35th Avenue: I-10 Freeway to Camelback Road
· Happy Valley Road: 67th Avenue to 35th Avenue
· Buckeye Road: 67th Avenue to 59th Avenue
· Lower Buckeye Road: 27th Avenue to 19th Avenue
· Rio Salado River Bicycle/Pedestrian Bridge at 3rd Street

Wastewater
The Wastewater program totals $1,654.0 million and is funded by Wastewater,
Wastewater Bond, Impact Fee, Capital Grant and Other Cities’ Share in Joint Venture
funds.

The Wastewater program includes infrastructure, safety, maintenance, technology and
efficiency enhancements for the 91st Avenue and 23rd Avenue wastewater treatment
plants, Cave Creek Water Reclamation Plant, multi-city and Phoenix sewer line
systems, lift stations, support facilities and other related initiatives.

The need for a new water or wastewater CIP project is identified by various means
such as: an identifiable operational issue, the result of a study, a condition
assessment, age of equipment or infrastructure, new technology, growth, increased
number of pipe breaks, developer requests, City Council requests, and neighborhood
requests. Once it has been determined a project has merit, staff submit a project
request form, and the proposed project is included in the department’s annual Project
Charter Process. The department’s deputy directors of water and wastewater
engineering then determine optimal timing, the approach for lowest cost, and


Page 88

coordinate with the affected operational division. All current and new CIP projects are
presented to department executive staff and prioritized based on factors including risk
of failure, criticality, timing and funding availability. Staff recommendations are
reviewed by the Water and Wastewater Rates and Advisory Citizens’ Committee, and
then by the City Council’s Transportation, Infrastructure and Planning Subcommittee.

Development Impact Fee-funded projects are identified in accordance with state
statutes, ensuring capital funding for service levels in planning areas is consistent with
service levels in developed areas of the City. Identified projects are incorporated in the
City’s Infrastructure Financing Plan, which is reviewed by a citizens’ committee prior to
public hearings and ultimate adoption by the City Council.

Major projects include:
· Design and construction of the Sub-Regional Operating Group (SROG) Interceptor
· Rehabilitation of 91st Avenue Wastewater Treatment Plant
· Cave Creek Water Reclamation Plant equipment and systems rehabilitation
· Condition assessment and repair of sewer lines

Water
The Water program totals $2,377.6 million and is funded by Water, Wastewater, Solid
Waste Bond, Water Bond, Impact Fee, Capital Grant and Other Cities’ Share in Joint
Venture funds.

The Water program includes infrastructure improvements, technology and efficiency
enhancements for water treatment plants, water storage facilities, wells, pressure
reducing valve stations, booster pump stations, water and transmission mains and
other water related initiatives. Investments in power redundancy and water resiliency
programs ensure stable water delivery for customers.

The need for a new water or wastewater CIP project is identified by various means
such as: an identifiable operational issue, the result of a study, a condition
assessment, age of equipment or infrastructure, new technology, growth, increased
number of pipe breaks, developer requests, City Council requests, and neighborhood
requests. Once it has been determined a project has merit, staff submit a project
request form, and the proposed project is included in the department’s annual Project
Charter Process. The department’s deputy directors of water and wastewater
engineering then determine optimal timing, the approach for lowest cost, and
coordinate with the affected operational division. All current and new CIP projects are
presented to department executive staff and prioritized based on factors including risk
of failure, criticality, timing and funding availability. Staff recommendations are


Page 89

reviewed by the Water and Wastewater rates and advisory citizens’ committee, and
then by the City Council’s Transportation, Infrastructure and Planning Subcommittee.

Development Impact Fee-funded projects are identified in accordance with state
statutes, ensuring capital funding for service levels in planning areas is consistent with
service levels in developed areas of the City. Identified projects are incorporated in the
City’s Infrastructure Financing Plan, which is reviewed by a citizens’ committee prior to
public hearings and ultimate adoption by the City Council.

Responsible Department
This item is submitted by City Manager Jeffrey Barton and the Budget and Research
Department.




Page 90



Report

Phoenix City Code Chapter 20: Office of Accountability and Transparency
Proposed Amendments Including Civilian Review Board

This report transmits proposed changes to Phoenix City Code (PCC) Chapter 20 for
the Office of Accountability and Transparency to adopt language to establish a Civilian
Review Board and amend portions of PCC Chapter 20 to comply with state law for
information and discussion.

THIS ITEM IS FOR INFORMATION AND DISCUSSION.

Summary
The Phoenix City Council and Mayor established the Office of Accountability and
Transparency (OAT) in 2021 to perform independent civilian oversight of the Phoenix
Police Department (Police). OAT monitors Police administrative investigations of
incidents involving sworn personnel and provides community members a way to freely
communicate complaints, commendations, and concerns about officers and the Police
Department without fear of retaliation.

In 2022, state legislators proposed and passed a bill, later codified as Arizona Revised
Statutes (A.R.S.) 38-1117, that altered the landscape of civilian oversight in Arizona.
OAT shifted the scope and manner of its work to remain within the confines of the
Code and A.R.S. 38-1117. However, to align OAT’s practice, Phoenix City Code (PCC)
sections 20-1 through 20-13 require amendments (Attachment A) eliminating
reference to OAT conducting investigations or influencing officer discipline.

The current revisions contemplates a Civilian Review Board (Board) to further OAT’s
work. To prepare for these proposed additions to PCC Chapter 20, OAT staff reviewed
civilian review board models (Attachment B), including Albany, NY; Albuquerque, NM;
Atlanta, GA; Baltimore, MD; Cincinnati, OH; Cleveland, OH; Honolulu, HI; Indianapolis,
IN; New York, NY; Pittsburgh, PA; Providence, RI; Salt Lake City, UT; St. Louis, MO;
San Diego, CA; and Syracuse, NY. Of the 15 boards reviewed, Salt Lake City’s model
most closely aligns with the proposed revisions.

The proposed language establishes a 12-member Civilian Review Board (Attachment
A). Nine voting members and three non-voting members will be appointed by the


Page 91

Mayor to three-year terms, with reappointment for one additional term. The three non-
voting members will be designated by the City Manager and the Police Chief. The
Board will meet monthly to review and adopt findings on monitoring reports submitted
by OAT in conjunction with the Police Department’s response to OAT’s monitoring
report.

At each Board meeting, the Board will announce its findings on monitored incidents
that it has reviewed. The finding options include:
· Adopt: OAT’s assessment of thoroughness and completeness and all
recommendations adopted OAT’s assessment of thoroughness and completeness;
· Adopt with revisions: OAT’s assessment of thoroughness and completeness
adopted, recommendations amended or added to;
· Decline: OAT’s assessment of thoroughness and completeness and all
recommendations rejected;
· Decline with revisions: OAT’s assessment of thoroughness and completeness
adopted, recommendations amended or added;
· Additional information required: Board requires additional information to reach
finding.

OAT and Police will present to the Board prior to the Board announcing its findings.
There will also be opportunity for community members to address the Board prior to
announcement of findings.

Staff requests City Council direction on the proposed amendments to current PCC
Chapter 20, sections 20-1 to 20-13 and suggested additions of sections 20-14 through
20-18 to establish the Civilian Review Board.

Responsible Department
This item is submitted by Deputy City Manager Ginger Spencer, the Office of
Accountability and Transparency, the City Manager's Office and the Law Department.




Page 92
Attachment A

Article I.
Creation of Civilian Review

Sec. 20-1. Office of Accountability and Transparency created.

A. The Office of Accountability and Transparency (the "OAT" or "Director"—see

definitions) for the City of Phoenix shall consist of a full-time Director with appropriate

professional and support staff.


B. The Director shall have such staff and budget as the City Council may prescribe.

The Director shall appoint all other staff of the OAT. The appropriations to pay for the

expenses of the OAT during each fiscal year shall be determined by the City Council as

part of the annual City budget process.


C. The OAT shall take community complaints or commendations, establish

procedures for receiving anonymous complaints, conduct outreach with the community,

support services to impacted community members, monitor Department investigations or

conduct investigations; make recommendations to the Police Chief regarding

administrative action, including possible discipline for the Department; make

recommendations regarding policy issues; assist with mediation to resolve disputes;

administer a youth outreach program; and address other issues of concern to the

community. The scope of all OAT actions must relate to the Department, as outlined in

this chapter.

D. The OAT shall establish standards of professional conduct and a comprehensive

training program for its staff to monitor or investigate allegations or inquiries received

against the Department INVESTIGATIONS.




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Article II.
Office of Accountability and Transparency created.



Sec. 20-4. Appointment, qualification, and removal of Director.

A. The City Manager shall direct the recruitment for the Director with the assistance

of Human Resources or other entity designated by the City Manager.


B. The Director shall serve at the pleasure of the City Manager. The City Manager

may take any personnel action, including administrative leave or termination, if

determined in the best interests of the City, in the City Manager’s sole discretion.


Sec. 20-5. OAT staff.

A. The Director and all staff shall be committed to implementing the provisions of this

chapter in an honest, independent and impartial fashion and to upholding public

confidence in the integrity of the OAT.


B. The Director shall hire OAT staff who shall work under the Director’s supervision.


C. OAT staff are employees of the City of Phoenix and must follow the City personnel

rules.


D. Neither the Director nor any employees in the OAT’s office, nor their immediate

family members, shall have formerly been employees of any law enforcement agency.

E. The Director will hire one or more attorneys as staff to advise and represent the

OAT with respect to its work, provided:

1. Any such attorney is admitted to the State Bar of Arizona; and





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2. Any such attorney must not provide legal advice or representation to any

department or function of the City of Phoenix other than the OAT; and

3. All financial, personnel and administrative functions of any such attorney

shall be under the jurisdiction of the City Manager or Director and shall not be under the

jurisdiction of the City Attorney.

F. To retain outside legal counsel to advise and represent the OAT with respect to its

work, provided:

1. Counsel is retained pursuant to the standard terms of engagement then used

by the City Attorney, including any limitations on fees or costs; and


2. The costs of such representation are paid from the budget of the OAT and

not from the budget of the City Attorney; and


3. The Director provides the City Attorney with notice of the engagement,

including the firm selected and a copy of the engagement agreement; and


4. In no situation may the OAT use staff counsel or outside counsel in ANY

litigation by the Director or OAT against the City.

G. Nothing in the preceding provisions shall be construed to alter the authority of the


individual City defendants, the settlement of monetary or other claims against the City or

individual City defendants, or any other powers or duties of the City Attorney.



Sec. 20-6. Mandatory oversight by the OAT.

A. The OAT shall monitor or investigate incidents set forth below when AFTER the




Page 95
investigation is conducted by the Department. The OAT will not participate in criminal

ANY DEPARTMENT investigations or investigate matters while a criminal investigation is

pending.

B. The OAT shall monitor Department investigations or investigate OF:

1. Any shooting involving uniformed personnel, whether duty related or not;


2. Any in-custody death;


3. Any duty-related incident during which, or as a result of which, anyone dies or

suffers serious bodily injury as that term is defined in A.R.S. § 13-105(39), as it may

be amended from time to time; and


C. The OAT shall also monitor or participate in Department investigations concerning

the following incidents. However, if no criminal charges are filed subsequent to an

investigation, or such criminal charges are dismissed, the OAT shall have the discretion

to monitor or investigate the following incidents:

1. Any incident, whether or not duty related, in which Police Department

uniformed personnel are under investigation for, or charged with, any crime set

forth in A.R.S. Title 13, Chapters 11, 12, 13 and 14 (offenses against the person,

which include homicide, assault, kidnapping, and unlawful sexual behavior), as

they may be amended from time to time; or


2. Any incident, whether or not duty related, in which Police Department

uniformed personnel are under investigation for, or charged by, any jurisdiction

with a misdemeanor or local law violation in which a use of force (defined as





Page 96
assaulting, beating, striking, fighting, or inflicting violence on a person) or

threatened use of force is an element of the offense.


D. In addition, the OAT shall monitor investigations or investigate possible misconduct

by uniformed personnel when requested to do so by the City Manager. The Board or City

Manager shall advise the OAT of the reasons why the Board or the City Manager believes

the OAT should monitor or investigate.

E. The OAT may also make any recommendations to the City Manager or Police

Chief regarding the sufficiency of any investigation determinations as to whether

Department rules or policies have been violated and the appropriateness of disciplinary

sanctions, if any.

F. The Department shall, as soon as practicable, notify the OAT upon becoming

aware of:


1. An incident described in subsection B of this section; or


2. An incident, whether or not duty related, in which a Police Department

uniformed personnel is under investigation for, or charged by, a jurisdiction with a

misdemeanor or felony.


G. OAT shall immediately notify the following parties regarding whether it will monitor

participate in an investigation, or investigate an incident under this section:

1. The Board;

2. The Police Chief; and

3. The City Manager.





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Sec. 20-7. Discretionary oversight by the OAT.


A. The OAT shall have the discretion to monitor any Department investigation or

investigate any civilian or employee complaint.

B. The OAT shall also have the discretion to monitor or participate in any internal

investigation by the Department which the OAT, the City Manager or the Board

recommends as in the City’s best interest for the OAT to be involved.

C. The OAT shall have the discretion to monitor or participate in any Department

investigation of any incident, whether or not duty related, in which Police Department

uniformed personnel are accused of a crime or policy violation.

D. Upon exercising discretion to monitor or participate in an investigation or

investigate anything authorized in subsection A, B, or C of this subsection, the OAT shall

immediately notify the following parties of the investigation:

1. The Board;

2. The Police Chief; and

3. The City Manager.



Sec. 20-8. Public reporting by the OAT.

A. No later than March 15 of each year, the OAT shall submit an annual public

report to the City Manager and the Board:

1. Setting forth the work of the OAT during the prior calendar year;

2. Identifying trends regarding complaints, investigations, and discipline of

police including, but without identifying specific persons:




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a. Information regarding uniformed personnel who were the subject of

multiple complaints;


b. Complainants who filed multiple complaints;


c. Issues that were raised by multiple complaints; and


d. Making PROSPECTIVE recommendations regarding the sufficiency of

CONDUCT OF FUTURE investigations and the APPROPRIATE DISCIPLINARY

SANCTIONS IN FUTURE INVESTIGATIONS. appropriateness of disciplinary actions, if

any;

3. Recommendations for changes to policies, rules, and training; and

4. Policy rules or training revisions implemented by the Department.

B. The report shall present information in statistical and summary form, without

identifying specific persons, except to the extent that incidents involving specific persons

have otherwise been made public by the City of Phoenix.


C. In addition to the annual report, the OAT shall publish a quarterly status report,

which shall be available to the public and which shall include, among other things,

patterns relating to complaints and recommendations regarding the sufficiency of

CONDUCT OF FUTURE investigations and ITS determinations OPINIONS as to whether

Department rules and policies have been violated IN PAST DEPARTMENT

INVESTIGATIONS.

D. Based upon an analysis of reports and other information available to the OAT, the

OAT shall make timely PROSPECTIVE recommendations to the Police Chief and the City

Manager.



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E. The OAT has the discretion to publish additional public reports throughout the year

about matters within the duties of the OAT.



Sec. 20-9. Confidentiality.

A. The OAT, its staff, the Board, and all consultants and experts hired by the OAT

shall treat all documents and information regarding specific investigations or officers as

confidential except to the extent needed to carry out their duties.

B. The Director shall not discuss with any person or group, including the members of

the Board, confidential employee information OR DEPARTMENT INVESTIGATIONS not

already public.

C. The Director, the Board, and all persons who participate MONITOR the Police

Department’s investigative and disciplinary processes are part of the City’s deliberative

process regarding investigative and disciplinary procedures for personnel. Furthermore,

all deliberations and recommendations learned by any of those persons or groups during

the exercise of their duties shall be protected from disclosure to the extent allowable by

law.



Sec. 20-10. Internal investigations.

A. The Department shall cooperate with the OAT in monitoring internal investigations

or investigating, including being present to monitor or participate in interviews of

witnesses and persons under internal investigation. The Department and OAT shall

establish departmental policies regarding that cooperation. The policies shall ensure that

the Department provides the OAT with reasonable notice of and opportunity to attend




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interviews, and the opportunity to make FUTURE recommendations regarding

investigations, and reasonable time frames to complete the steps in the internal

investigatory process.

B. For any investigation that it monitors, participates in, or conducts, the OAT shall

review the investigation to ensure that it is thorough and complete. If the OAT cannot

certify that a Department investigation is thorough and complete, the OAT may

recommend that the Department conduct additional investigation. The OAT must be

specific in outlining issues it has with the investigation.

C. If the Department does not complete the additional investigation to the satisfaction

of the OAT, the OAT may write a separate recommendation to the Police Chief and City

Manager.

Sec. 20-11. REPEALED. Role of the OAT in the disciplinary process

A. The Department shall cooperate with the OAT in monitoring the disciplinary process.

The Department shall establish departmental policies regarding that cooperation. The

policies shall ensure that the Department provide the OAT with reasonable notice and

opportunity to:

1. Receive notice and opportunity to comment prior to entering agreements, whether

written or oral, resulting in the closure of internal investigations or the disciplinary process;

2. Make recommendations regarding determinations as to whether Department rules or

policies have been violated;

3. Make recommendations regarding the appropriateness of disciplinary sanctions, if

any;



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4. Furthermore, the policies shall provide for reasonable time frames to complete the

steps in the disciplinary process consistent with Arizona law.



Sec. 20-12. OAT access to records and other items.


A. The Department and all City employees shall fully cooperate with the OAT by

providing the OAT, within a reasonable amount of time, complete access to records,

information, documents, files, reports, evidence, databases, and all other items, whether

in paper, electronic, or other form, that the OAT requests in order to perform its duties

set forth in the provisions of this chapter, but not including documents subject to a claim

of privilege or confidential under applicable law.


B. If, in response to a request from the OAT, records and information cannot be

produced at all or produced within a reasonable amount of time, a written explanation,

sufficiently detailed for an understanding of why the records or documents cannot be

produced, shall be promptly provided. The OAT shall not be required to pay for copies

of the materials set forth in this section, including copies of documents previously

supplied by the departments; provided, that the OAT may not use those departments as

a printing service to make multiple copies of individual documents.


C. The Department shall provide the OAT with an opportunity to participate in any

committee or working groups involving external stakeholders convened to draft or revise

policies or practices concerning matters within the OAT’s authority.


D. The Department shall provide the OAT with reasonable notice and an opportunity

to make recommendations before implementing an existing or adopting a new



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substantive policy or practice concerning matters within the OAT’s authority. When a

policy or practice necessitates an immediate revision or implementation due to a

change in the law, the OAT will be notified as soon as practicable about the change.


E. If the OAT receives or is in possession of evidence or vital information pertaining

to a case under investigation, it must give or communicate that evidence or information

to the Department promptly. Evidence must be in the exact same condition that it was

received.


Sec. 20-13. Response to OAT recommendations.


A. The OAT shall make recommendations to the Department about matters within

the OAT’s authority. If requested by the OAT in writing, the Department shall respond in

writing within 30 days and shall specify:


1. Either agreement with recommendations or specific reasons for disagreement

with recommendations;


2. Plans for implementing solutions to issues identified; and


3. A timetable to complete such activities.


B. Recommendations made by the OAT and any responses shall be open to

inspection except as otherwise not subject to disclosure under State, Federal, or local

law or regulation.


C. The City Manager may act as an arbiter between the OAT and Department.





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ARTICLE III.
PHOENIX CIVILIAN REVIEW BOARD

SEC. 20-14. PHOENIX CIVILIAN REVIEW BOARD ESTABLISHED;
SELECTION PROCESS; TERMS.

A. THE PHOENIX CIVILIAN REVIEW BOARD (THE “BOARD”) IS ESTABLISHED,

AND SHALL BE COMPRISED OF NINE VOTING MEMBERS, AND THREE

NONVOTING ADMINISTRATIVE ROLES MADE UP OF TWO POLICE ADVISORY

MEMBERS AND ONE EMPLOYEE FROM THE CITY OF PHOENIX CITY MANAGER’S

OFFICE TO BE SELECTED AS FOLLOWS:

1. ALL VOTING MEMBERS SHALL EITHER RESIDE OR WORK IN THE

CITY OF PHOENIX. MEMBERS MUST BE AT LEAST 21 YEARS OF AGE. NO

CURRENT SWORN LAW ENFORCEMENT OFFICER IS ELIGIBLE TO SERVE AS A

VOTING MEMBER OF THE BOARD.

2. PURSUANT TO PHOENIX CITY CODE SECTION 2-50, THE MAYOR

SHALL APPOINT THE NINE VOTING MEMBERS DIVIDED INTO TWO MEMBER

CATEGORIES WITH EACH CATEGORY HAVING STAGGERED THREE-YEAR

TERMS OR UNTIL THEIR SUCCESSORS ARE APPOINTED AND CONFIRMED.

3. UPON THE EXPIRATION OF ANY VOTING MEMBER’S TERM, AN

APPOINTMENT WILL BE MADE TO THEIR POSITION BY THE MAYOR, FOR A TERM

OF THREE YEARS. EACH MEMBER MAY BE REAPPOINTED TO A THREE-YEAR

TERM BUT MAY SERVE NO MORE THAN TWO CONSECUTIVE TERMS ON THE

BOARD. IF A MEMBER IS UNABLE TO COMPLETE THEIR TERM FOR ANY REASON,

THE PHOENIX CITY COUNCIL SHALL APPOINT A NEW MEMBER TO COMPLETE

THE TERM. SUCH NEW MEMBER SHALL THEN BE ELIGIBLE TO BE REAPPOINTED




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FOR NO MORE THAN ONE ADDITIONAL FULL CONSECUTIVE TERM, IF THE

MEMBER HAS SERVED 18 MONTHS OR MORE OF THE ORIGINAL TERM, AND NO

MORE THAN TWO ADDITIONAL FULL CONSECUTIVE TERMS IF THE MEMBER HAS

SERVED LESS THAN 18 MONTHS OF THE ORIGINAL TERM.

4. THE CITY OF PHOENIX POLICE CHIEF SHALL ASSIGN TWO

ADMINISTRATIVE POLICE ADVISORY MEMBERS, ONE FROM THE POLICE

ACADEMY, THE ADVANCED TRAINING LIEUTENANT, OR ITS EQUIVALENT, AND

THE COMMANDER OF COMMUNITY RELATIONS WITHIN THE PHOENIX POLICE

DEPARTMENT (THE “DEPARTMENT”).

5. THE CITY MANAGER SHALL ASSIGN THE ADVISORY MEMBER

FROM THE CITY MANAGER’S OFFICE.



SEC. 20-15. REVIEW BOARD OFFICERS, QUORUM, ATTENDANCE, AND
TRAINING.

A. THE BOARD WILL MEET ONCE PER MONTH AT A VENUE WITHIN THE CITY.

ONE BOARD MEETING PER CALENDAR YEAR MAY BE HELD IN EACH CITY

COUNCIL DISTRICT. A BOARD AGENDA SHALL BE PUBLISHED ON THE OFFICE

OF ACCOUNTABILITY AND TRANSPARENCY (“OAT”) CITY OF PHOENIX WEBPAGE

AT LEAST 24 HOURS PRIOR TO EACH BOARD MEETING.

B. AT THE FIRST MEETING OF EACH CALENDAR YEAR, THE BOARD SHALL

VOTE TO SELECT A VOTING MEMBER TO SERVE AS CHAIR OF THE BOARD FOR

THE REMAINDER OF THE CALENDAR YEAR.

C. FIVE VOTING MEMBERS OF THE BOARD SHALL CONSTITUTE A QUORUM

FOR THE PURPOSE OF CONDUCTING BUSINESS, AND FIVE VOTING MEMBERS



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MUST VOTE IN FAVOR OF ANY ITEM REQUIRING ACTION.

D. ALL VOTING AND NONVOTING MEMBERS OF THE BOARD MUST MUST

COMPLY WITH SECTION 2-14 REGARDING ATTENDANCE. THE MAYOR SHALL

APPOINT A NEW MEMBER. A BOARD MEMBER MAY BE REMOVED FROM OFFICE

WITH OR WITHOUT CAUSE PRIOR TO THE EXPIRATION OF THE MEMBER’S TERM

BY A MAJORITY VOTE OF THE COUNCIL.



SEC. 20-16. REVIEW BOARD DUTIES.

A. THE OAT SHALL SET RULES FOR THE GOVERNANCE OF THE BOARD AND

SHALL ESTABLISH ITS PROCEDURES FOR MONITORING COMPLAINTS AND FOR

ENSURING NOTIFICATION TO CITIZENS OF THE STATUS AND DISPOSITION OF

THEIR COMPLAINTS.

B. EACH BOARD MEETING SHALL FOCUS SOLELY ON THE BOARD’S

REGULAR BUSINESS. SPECIAL TOPICS RELATED TO POLICING BUT NOT

PERTAINING TO THE BOARD’S REGULAR BUSINESS SHALL ONLY BE PLACED ON

THE BOARD AGENDA BY DIRECTION OF THE CITY COUNCIL, THE CITY MANAGER,

OR DESIGNEE.

C. THE REGULAR BUSINESS OF THE BOARD SHALL CONCERN ONE OR MORE

OF THE FOLLOWING MATTERS:

1. DISCUSSION OF NEWLY RELEASED OAT MONITORING REPORTS.

2. VOTING ON OAT MONITORING REPORTS.

3. DISCUSSION OF BOARD/OAT POLICY RECOMMENDATIONS TO THE

PHOENIX POLICE DEPARTMENT.




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4. PRESENTATIONS BY GUEST SPEAKERS INVITED BY THE BOARD

AND APPROVED BY OAT DIRECTOR.

5. PUBLIC COMMENT.

6. CONCLUSION.



SEC. 20-17. OAT MONITORING REPORT REVIEW AND FINDINGS.

A. UPON THE COMPLETION OF AN OAT MONITORING REPORT, OAT SHALL

FORWARD THE REPORT TO THE BOARD. WHEN THE BOARD RECEIVES THE

OAT MONITORING REPORT, AND THE POLICE DEPARTMENT’S WRITTEN

RESPONSE IT WILL PROCEED WITH ITS REVIEW AND MAKE A FINDING IN

ACCORDANCE WITH 20-17(B).

B. AFTER REVIEW OF AN OAT MONITORING REPORT AND THE POLICE

DEPARTMENT’S RESPONSE, THE BOARD SHALL MAKE ONE OF THE FOLLOWING

FINDINGS:

1. ADOPT. THE BOARD ADOPTS OAT’S CONCLUSIONS AND

RECOMMENDATIONS AND DETERMINES IF THE DEPARTMENT’S

ADMINISTRATIVE INVESTIGATION WAS THOROUGH AND COMPLETE UNDER

SECTION 20-10(B);

2. ADOPT WITH REVISIONS. THE BOARD ADOPTS OAT’S

CONCLUSIONS REGARDING THE THOROUGHNESS AND COMPLETENESS OF

THE DEPARTMENT’S ADMINISTRATIVE INVESTIGATION UNDER SECTION 20-

10(B) AND MAKES ADDITIONAL CHANGES, OR REJECTS OAT’S

RECOMMENDATIONS FOR FUTURE ADMINISTRATIVE INVESTIGATIONS;




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3. DECLINE. THE BOARD DECLINES TO ADOPT OAT’S CONCLUSIONS

REGARDING THE THOROUGHNESS AND COMPLETENESS OF THE

DEPARTMENT’S ADMINISTRATIVE INVESTIGATION UNDER SECTION 20-10(B)

AND REJECTS OAT’S RECOMMENDATIONS FOR FUTURE ADMINISTRATIVE

INVESTIGATIONS;

4. DECLINE WITH REVISIONS. THE BOARD DECLINES TO ADOPT OAT’S

CONCLUSIONS REGARDING THE THOROUGHNESS AND COMPLETENESS OF

THE DEPARTMENT’S ADMINISTRATIVE INVESTIGATION UNDER SECTION 20-

10(B) AND MAKES ADDITIONAL CHANGES OR REVISIONS TO OAT’S

RECOMMENDATIONS FOR FUTURE INVESTIGATIONS;

5. ADDITIONAL INFORMATION REQUIRED. THE BOARD REQUIRES

ADDITIONAL INFORMATION TO REACH A FINAL DECISION UNDER (B)(1)-(4).

RESPONSES OR UPDATES WILL BE PROVIDED AT THE FOLLOWING MEETING.

C. AT EACH BOARD MEETING, THE OAT DIRECTOR OR A DESIGNEE SHALL

PRESENT A SUMMARY OF EACH MONITORING REPORT ON THE AGENDA,

INCLUDING OAT’S RECOMMENDATIONS REGARDING THE COMPLETENESS AND

THOROUGHNESS.

D. BOARD DECISIONS SHALL BE BASED UPON A MAJORITY VOTE OF

MEMBERS PRESENT. NO VOTING DECISIONS SHALL BE TAKEN IN THE ABSENCE

OF A QUORUM.

E. ONCE THE BOARD HAS MADE ITS DECISION, OAT SHALL FORWARD A

COPY OF THE DECISION TO THE CITY MANAGER AND THE POLICE CHIEF.





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Article IV.
Miscellaneous



Sec. 20-25. Definitions.

"City Manager" means the City of Phoenix City Manager or designee.


"Department" means the City of Phoenix Police Department and any Police Department

uniformed personnel.


"Director" means the head of the Office of Accountability and Transparency, or

designee.


"OAT" means the Office of Accountability and Transparency and its staff.




Sec. 20-26. Retaliation prohibited.

A. No person shall retaliate against, punish, intimidate, discourage, threaten or penalize

any other person for reporting misconduct, making a misconduct complaint, conducting

an investigation, complaining to officials, providing information, testimony or documents

in an investigation or cooperating with or assisting the OAT in the performance of its

powers and duties as set forth in this chapter.


B. Any employee who violates this provision shall be subject to appropriate disciplinary

action, up to and including termination from employment.


C. The remedies specified herein are cumulative and the City Manager, or the City

Attorney, may proceed under these or any other remedies authorized by law. In addition




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to any other authorized remedies, a person who violates any provision of this section shall

be guilty of a misdemeanor. Each day of violation may be a separate offense.

D. The OAT shall develop specialized processes to intake and investigate MONITOR

complaints made by officers within the Department that prefer to remain anonymous. The

OAT shall recommend to the City Manager processes to protect potential whistleblowers

or informers.





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