2021-22 City Manager's Proposed Budget

This report transmits a balanced fiscal year (FY) 2021-22 Proposed Budget for
community review and comment. No action is required at this time. Action on the
FY 2021-22 budget is scheduled for the May 18, 2021 Council meeting.

THIS ITEM IS FOR INFORMATION AND DISCUSSION.

The 2021-22 Proposed Trial Budget presented to City Council on March 16, 2021
included proposed increases in employee compensation and additions of a variety of
City programs and services using the General Fund (GF) projected surplus of $153M.
Staff revised revenue estimates based on 8-month technical revenue reviews and an
additional $1.8M in resources is available for community priorities identified by
residents at 14 virtual budget hearings, from the FundPHX tool, and comments
received directly to the Budget & Research Department. This feedback from our
residents was taken into consideration and changes to the proposed budget are
reflected in this report.

Summary
The GF revised projected surplus for FY 2021-22 is $154.8M. Due to the leadership of
the City Council over the past year, it represents a remarkable turnaround from the
budget of 2020-21 when we instituted hiring freezes to prevent COVID related deficits.
The surplus is available for negotiated employee compensation increases and
additions to programs and services in several important categories. The surplus is
largely made up of $98M in one-time funds and a newly revised $56.8M in ongoing
resources. One-time funds represent resources from the Council approved transfer of
funding from the Coronavirus Relief Fund (CRF) to offset public safety salaries as
permitted by the Federal guidelines. Ongoing resources represent primarily anticipated
growth in revenues for next fiscal year. Proposed Budget additions, including changes
from the Trial Budget as a result of community input, are summarized below and more
detailed explanations are provided in Attachment A (GF Proposed Additions) and
Attachment B (Non-GF Proposed Additions). Community input on the budget is also
summarized in this report. Additionally, all resident comments received on the budget
and the youtube videos of all 14 virtual budget hearings are available on the Budget &
Research website at https://www.phoenix.gov/budget. This report also includes


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explanations of items not included in the proposed budget, but commented on by the
public, as well as detailed schedules on the 2021-22 proposed budget for all City funds
(Schedules 1 - 11).

Proposed Changes and Additions to the City Manager's Budget
As presented, the City Manager's (CM) Proposed Budget includes several
recommendations that continue to move the City forward in addressing critical
community priorities and ensuring our most important asset, our employees, are fairly
compensated for the outstanding work they do for the community. The 2021-22 Trial
Budget presented to City Council and the community on March 16, 2021 has been
revised to account for resident feedback. Changes are identified in this report as
*NEW* and are included in Attachments A and B. The following is a summary list of
the proposed changes:

· Build and set-aside operating funds for three new neighborhood Parks in the
Southwest area of Phoenix, which can be built with impact fees.
· Maintenance at the Highline Canal.
· Additional staff for the Pueblo Grande Museum.
· Resources for advancement of Fast Track City initiatives to promote AIDS
awareness and prevention.
· A City Navigator for Veterans' services.
· Additional funding for the City's Adaptive Reuse Program.
· Additional staff to properly maintain City cemeteries.
· Additional staff in the Water Department (non-general funded from Water Services)
to implement recommendations from the Water Conservation Ad Hoc Committee.

Including the above changes to the proposed budget from community input, GF
priorities include the following recommended increases totaling $154.8M by category
and are summarized below:

· Negotiated Employee Compensation Increases (Ongoing and One-time) - $118.3M
· Public Safety Reform & Responsiveness - $20.5M
· COVID Relief & Resiliency - $2.6M
· Climate Change & Heat Readiness - $2.8M
· Affordable Housing & Homelessness - $2.8M
· Building Community & Responding to Growth - $4.7M
· Administrative Accountability - $3.1M

The proposed Trial Budget also includes additions of $4.3M for Non-GF Departments


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including Water, Planning and Development, Solid Waste and Streets Transportation.
Information on proposed Non-GF budget additions are summarized in this report and
detailed in Attachment B.

Proposed General Fund Additions - $154.8M and 318.2 positions

Below is a summary by category of the proposed GF additions to the 2021-22 City
Manager's Budget. Detailed information about each supplemental by department is
provided in Attachment A.

Employee Compensation - $118.3M
The City continues to negotiate with labor units on the development of labor contracts
for FY 2021-22 and FY 2022-23. Current labor contracts expire June 30, 2021.
Based on available resources, service needs and the Five-Year GF Forecast presented
to Council on February 23, 2021, the City is proposing to allocate 76 percent or
$118.3M of the total GF Surplus to address employee compensation. Three of the five
union contracts have been ratified and approved by the City Council.

Public Safety Reform & Responsiveness - $20.5M and 226.9 positions
The Mayor, City Council and residents have expressed the need for more
accountability, responsiveness, transparency and trust from public safety programs.
The spending proposals in this category will help to accomplish improved trust and
service delivery from our public safety departments. Primary in this category is
additional resources for a bold investment of $15M towards expanding an existing
civilian only program for responding to mental and behavioral health calls for service.

Mental and Behavioral Health Calls for Service: Community members, first responders
and mental health professionals have all identified the need for enhanced mental
health and crisis response support in Phoenix. Vulnerable communities including
children and the elderly, individuals experiencing abuse, poverty and homelessness,
residents with behavioral and mental health disorders or people with alcohol and drug
dependencies all require additional support. In order to bridge this gap and to improve
service delivery to individuals contacting 911 experiencing behavioral and mental
health issues or in need of emergency crisis response, the City has proposed adding
resources to the Community Assistance Program (CAP).

The plan includes increasing the number of crisis response units to a total of 10 and
establishing nine new behavioral health units across the city based on where the
highest concentration of calls are received. The concept is to create an effective City of
Phoenix behavioral and mental health crisis response program where multiple City
departments work alongside non-profit organizations and the behavioral health


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community to improve the quality of life for residents in need. The proposed model
also recommends expanding the existing city contract with IMD medical group to offer
telemedicine services to residents who are experiencing comorbidities, where both a
mental and behavioral health problem exists along with a medical issue. This on call
medical platform would be accessible to the CAP program 24/7 and provide access to
licensed medical professionals who can access the Health Information Exchange
(HIE). The program would also seek to establish a contract for a public-private
partnership with a behavioral healthcare provider to create a comprehensive model
where individuals will receive both immediate service from the CAP units and be
connected to additional services through the contracted provider.

The proposed solution would accomplish several goals including:
· Increase behavioral health resources to the community by focusing on timely
immediate response to individuals in need.
· Crisis de-escalation and appropriate civilian trained response to improve
relationships in the community with public safety.
· Prevent criminalizing behavioral health issues and unnecessarily incarcerating
and/or hospitalizing individuals with mental illness.
· Provide alternate behavioral health care and connect community members in crisis
through a coordinated system-wide collaborative approach.
· Avoid duplicating behavioral health services.
· Outreach and connection to long term case management services to reduce repeat
calls to 911.
· Access to licensed medical professionals where needed to improve service
outcomes.
· Return PPD and PFD first responders to core public safety emergency incidents.
· Better use of taxpayer resources.

Implementation of a new behavioral and mental health program is a heavy lift. For this
reason, the City has proposed the program be started within the Fire Department by
leveraging the already successful CAP, which has been in existence since 1995,
however has been under-resourced and unable to meet community demands. The
program currently responds to mental and behavioral health calls for service and is
managed by licensed civilian professionals in social work and counseling. Full
implementation of the enhanced program is anticipated to take 18-24 months, and
once fully operational the program is estimated to cost $15M based on analysis
conducted by the Budget & Research Department. Once the program is fully
operational, further analysis will be conducted to determine if budgetary savings have
been realized to the City. If resources are freed up in the Police and/or Fire
Departments which results in budgetary savings, the City Council can allocate those


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resources as it deems appropriate based on actual data and experience for the
program.

A significant number of public comments were given on the proposed model at the
virtual budget hearings. It is clear a program that relieves police officers of being first
responders to mental and behavioral crisis situations where possible is supported.
There were questions and criticisms of the potential structure, including its assignment
in the Fire Department; an expressed desire for more money to be allocated and to
take that money directly from the Police Department; questions about potential
communication with federal ICE officials; and an expressed desire for community
involvement in the program design and implementation. In response to this feedback,
during the implementation phase the City plans to seek input from the community and
mental and behavioral health stakeholders to ensure the program meets the needs of
all. Staff also plans to engage independent experts to conduct thorough process
mapping, best practices identification, community engagement, performance
measures, and the scope of the behavioral health unit Request for Proposal. At full
completion this program could transition from the Fire Department to either its own
function or be incorporated within the Human Services Department as part of a crisis
response division which would include the Family Advocacy Center. In terms of ICE, as
explained at the budget hearings, civilian employees (like CAP) do not call ICE when
providing services. The Police Department only calls ICE when a person is arrested,
booked into jail, or given a citation in lieu of detention. If a CAP call turns into a
situation requiring police intervention, and there is an arrest, citation or booking, only
then would ICE be involved according to current policy and state law.

Other proposed additions in this category include:

· Human Services Department ($90K) - a new Victim Services Caseworker III (1) to
serve as a navigator to services for relatives of decedents and juveniles as a result
of officer involved shootings or in custody deaths. This was a recommendation of
the Traumatic Incident Ad Hoc Committee.
· Fire Department ($800K) - In addition to the above CAP expansion for mental
health calls for service, staff recommends adding (15) civilian positions for
paramedic trainers (3), radio technicians (2) and 911 Dispatchers (10).
· Municipal Court ($350K) - additional staff (5) to provide operational support at the
new Maricopa County Intake, Transfer and Release facility (2) and to properly staff
the Orders of Protection Office (3).
· Police Department ($3.7M) - proposed funding to add civilian staff (75) to improve
accountability, transparency and relationships with the community. The Phoenix
Police Department is down over 300 civilian positions since the Great Recession


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and several functions struggle to meet service demands. The recommended civilian
positions will be used to: improve turnaround time for public records requests (15);
add staff to ensure data reporting compliance with the National Incident-Based
Reporting System (34); funding for positions (4) to manage a new Early
Identification & Intervention System (EIIS), which was recommended in 2019 by
community stakeholders, Arizona State University and City leadership. The system
is intended to use date analytics to proactively identify trends and intervene prior to
an employee's adverse actions; continue with the plan to civilianize the Central
Booking Detail (22) which is a more cost effective way to perform the administrative
booking function; and add $500k for a GF set-aside for Police reform to improve
community trust, and provide a comprehensive review of the Phoenix Police
department. This review will include a thorough evaluation of practices and policies,
actively solicit stakeholder and community feedback and provide recommendations
for improvement.
· Street Transportation Department ($600K) - funding for projects included in the
comprehensive Roadway Safety Action Plan approved by Council on March 2.

COVID Response & Resiliency - $2.6M and 7 positions
The COVID-19 pandemic has presented numerous challenges for the City concerning
protecting the public and employees during the pandemic. These efforts have included
consultation with medical experts to guide decision making in how to navigate the
pandemic, continuing service delivery remotely and/or implementing spatial distancing
measures, providing food assistance, providing mobile outreach and wifi services to
the community and quickly moving to virtual information technology platforms to
accommodate teleworking and video conferencing. Proposed additions are included in
the budget to provide services and to add staff to ensure the City not only continues to
responsibly navigate the pandemic, but also to provide these service enhancements
and information technology benefits going forward. Additions include:

· City Manager's Office ($150K) - add funding to continue the contract for expert
medical and public health consultation.
· Office of Environmental Programs ($300K) - add a Program Manager (1) and
funding to continue the Emergency Food Assistance Program and to achieve the
goals of the Council approved 2025 Phoenix Food Action Plan.
· Information Technology Department ($1.7M) - Add staff (3) and managed contract
services to support the technology deployed due to the pandemic for teleworking,
new wifi locations, and video conferencing. Funds are also requested to ensure IT
security for projects arising from the pandemic including the new PHX 311 and
Learning Management Systems.
· Library Department ($200K) - add funding to continue mobile service for the "Mifi"


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hotspot program, online programming and remote outreach, and laptop support.
· Public Works Department ($200K) - add positions (3) to staff the appointment
counter in City Hall and Calvin C. Goode. This counter has been well received by
the public and offers a streamlined way to make appointments with various City
departments.

Climate Change & Heat Readiness - $2.8M and 14.0 positions
Negative impacts from climate change and increasing Phoenix temperatures call for
strategies to address negative impacts to air quality from pollutants and carbon
emissions. The growing hazard of urban heat to the public, particularly vulnerable
populations such as the homeless, require a forward thinking approach to provide for a
sustainable environment for City residents. Proposed additions in this category
include establishing a new Office of Heat Response and Mitigation, provide additional
resources and staff to achieve the goals of the 2010 Tree and Shade Master Plan,
increase staff for the Energy System Inspection Program in the Fire Department and
add funding for conducting greenhouse gas emissions inventories and to assist with
implementing the City's newly created Climate Action Plan. Additions include:

· City Manager's Office ($500K) - add staff (4) to create a new Office of Heat
Response and Mitigation. This includes a Tree and Shade Administrator
recommended by the Environmental Quality and Sustainability Commission.
· Fire Department ($0) - add civilian staff (5) and equipment to support the Solar
Energy Inspection Program. Costs of this addition are offset by increased revenues
receive by the City for solar energy system inspections resulting in a net zero
increase to the GF.
· Office of Environmental Programs ($200K) - add funding to conduct green house
gas emissions inventories and provide modeling and analysis regarding air quality.
· Parks Department ($600K) - add an additional Forestry crew (5) to plant additional
trees in City parks, and provide funding to update the tree inventory and database.
The City Council approved the Tree and Shade Master Plan in 2010 with the goal to
double the shade canopy by 2030. The additional staff and an accurate tree
inventory and database will help to accomplish this goal.
· Streets Transportation Department ($1.5M) - add funding to the Cool Corridors
Program, which was developed to align with the Tree and Shade Master Plan to
assist with planting 200 trees per mile for a total of 1,800 new trees planted across
nine project areas, one in each Council district and citywide.

*NEW* Affordable Housing & Homelessness - $2.8M and 4.0 positions
The City of Phoenix has a lack of affordable housing and a growing homeless
population in need of assistance. The City Council approved a Housing Phoenix Plan


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in 2020 and recently the Homeless Strategies Plan to find solutions specifically to
identify funding to increase and improve affordable housing units as well as to
leverage federal funding and work with community partners to help the homeless.
Additionally, the COVID-19 pandemic has increased the homeless population in the
downtown area and the Hatcher Road area of Sunnyslope, requiring additional
cleanings in these areas for waste removal, trash pickup and sanitization. The
proposed additions listed below will assist with achieving the critical mission of
increasing affordable housing and helping the homeless. Additions in this category
include:

· Housing Department ($1.6M) - *NEW* add a Special Projects Administrator (1) (this
position was previously a Project Manager in the Trial Budget) to coordinate the
RFP process and contract management for development of affordable or mixed
income housing on City-owned land and to conduct community outreach. Add one-
time funding of $1.4M for infrastructure improvements at Sante Fe Springs
affordable apartment homes.
· Human Services Department ($175K) - add positions (2) to create a homeless
advocate workforce specialist and administrative support to help the homeless find
employment to achieve self sufficiency and to ensure compliance with federal
regulations for $33M in Emergency Solutions Grants and Community Development
Block Grants.
· Neighborhood Services ($100K) - add a Neighborhood Specialist (1) focused on
serving the Human Services Campus area neighborhoods and businesses.
· Public Works Department ($800K) - add funding for positions (3) and equipment to
support the Human Services Campus downtown area clean-ups. Positions will be in
the Solid Waste Division and charged to the GF.
· Streets Transportation Department ($130K) - add funding for contracted services to
provide sidewalk and right-of-way cleanups at the Human Services Campus in the
downtown area and the Hatcher Road area of Sunnyslope.

*NEW* Building Community & Responding to Growth - $4.7M and 39.3 positions
This category proposes multiple additions across several City departments with the
intent to provide targeted economic development opportunities for the West region of
the City, to expand the successful College Depot Program for our younger residents,
increase funding for the Arts and Historic Preservation, provide for adequate floodplain
management, add funding for landscape management due to recently completed
capital projects, and address the need for more resources due to growth and demand
for city amenities and services. *NEW* resident feedback included a desire for more
parks in the Southwest region of the city, a dedicated Veterans Advocate position,
resources for maintenance of the Highline Canal, staff for Pueblo Grande Museum,


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additional funding for the successful Adaptive Reuse Program and for Fast Track City
initiatives.

· Community and Economic Development Department ($300K) - add positions (2) for
the Small Business and Community Retail Redevelopment Program.
· Human Services Department ($345K) - *NEW* add funding for Fast Track Cities
initiatives to increase engagement and connection to treatment for residents with
HIV/AIDS. Add a Veterans Advocate position (1) to serve as a navigator for
connection to services for our residents who are veterans of the military.
· Library Department ($200K) - add positions (2) to expand the College Depot
Program to provide increased outreach and more assistance to prepare students for
high school equivalency testing and college entrance exam testing. The additional
resources would also increase the number of high school students who can be
assigned to an advisor in the program to ensure a successful transition to college.
· Office of Arts & Culture ($200K) - add funding for additional community arts grants,
increase opportunities to engage youth in arts programs, provide training to art
professionals through skill workshops. Funding will also be used to provide "pop-up"
art programming around the city at libraries, community centers and cultural
centers.
· Parks and Recreation Department ($2.9M) - add full-time and part-time positions
(29.3) to support growing needs at various parks and recreation centers, including
the new Cesar Chavez Community Center scheduled to open in the Fall 2021,
Margaret T. Hance Park and Deem Hills (13.3). Funding is also requested to add
positions for urban park and facility management (2) and to continue the successful
Adaptive Inclusion Recreation Program (3) started during the pandemic via a
partnership with the Phoenix Suns. *NEW* add a GF set-aside of ($945K) for (6)
new positions and operating and maintenance costs for three new parks located at
55th Avenue & Samantha Way in District 8, 71st Avenue & Meadows and 87th Ave
& Lower Buckeye Rd in District 7. Costs for design and construction of the three
new parks in the Southwest region is included in the proposed Capital Improvement
Program for FY 2021-22 using resources from available impact fees. Funding is
also included for (1) position for Pueblo Grande Museum, and (4) positions to
properly maintain the Highline Canal and city cemeteries.
· Planning and Development Department ($600K) - add positions (3) to support
Council and community-initiated projects and priorities. The team will devote
significant time to Rio Reimagined, leading the development of a plan with the
vision, goals, policies and strategies that guide the future growth, redevelopment
and preservation along the banks of the Salt River. The Planning team will work
with the Mayor and Council and community, along with multiple City departments,
consultants and other partners to establish a Rio Reimagined Plan that provides a


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foundation for future actions and investments, including sustainable land use, heat
mitigation, diverse housing options, economic development and other important
programs. Funding is also included for historic preservation grants to assist
homeowners with maintaining their historic properties. *NEW* increase funding from
$25K to $30K for the successful Adaptive Reuse Program to revitalize existing
buildings, and help small businesses and neighborhoods.
· Public Works Department ($100K) - add a position for Floodplain Management (1)
to ensure compliance with the National Flood Insurance Program and the
Community Rating System, which provides discounts to residents for the rising cost
of flood insurance.
· Streets Transportation Department ($150K) - add contracted services to provide for
increased landscape management and litter removal along the Grand Canal Phase
II and the Avenida Rio Salado areas, and add a position in the Central Records
Division (1) to assist with the increasing number of requests for public records
relating to the City's right-of-way, street infrastructure, traffic services and storm
drains. The cost of this position is assessed to capital projects and non-GF
departments resulting in a net zero cost addition to the GF.

Administrative Accountability - $3.1M and 27.0 positions
As the City continues to become more diverse and grow in both population and
demand for services, additional resources are needed for a variety of departments for
operational and administration purposes. It is also important the City foster and
promote a diverse, equitable and inclusive environment to both live and work for
residents and employees. Proposed additions will provide for timely, effective and high
quality service delivery in areas concerning city elections, public records requests,
contract management, information technology, human resources, legal services, fiscal
support, and to increase funding for maintenance of the City's aging fleet of vehicles.
Resources will also be used to develop a new Office of Diversity, Equity and Inclusion.

· City Manager's Office ($270K) - add positions (2) to establish the Office of Diversity
Equity and Inclusion (DEI) to ensure the City is both a place to work and live which
promotes equitable and respectful treatment of all people.
· City Clerk Department ($300K) - provide funding for contracted services to develop
an implementation plan for upgrading, enhancing and creating new platforms for
election services to ensure continued transparency and engagement in City
elections.
· Communications Office ($100K) - add a position to the Public Records Request
Division (1) to process increasing requests for public information.
· Human Resources Department ($400K) - add positions (3) for human resource
related procurement activities, data analytics to provide more robust reporting to


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foster business process improvements and data driven decision making, and
conduct internal investigations into employee misconduct.
· Information Technology Department ($1.3M) - add positions (3) and funding for
managed services to sustain technology infrastructure and remediate vulnerabilities
to protect City systems and applications from ever evolving security threats.
· Law Department ($0) - add positions (2) by converting existing funding for
contracted paralegal services for civil litigation support. The department expects in-
sourcing of paralegal services to result in a higher quality of legal research, writing
and investigations. This is a net zero cost to the GF.
· Library Department ($400K) - add positions (3) for information technology support
of library applications and systems and for accounting and fiscal support. The
increase in virtual programming and applications requires appropriate technology
support and the department does not currently have enough resources for
accounting and fiscal related duties.
· Parks and Recreation Department ($200K) - add positions (2) for information
technology desktop and application support. The number of computers, applications
and systems has grown and requires additional positions to ensure functionality.
· Public Works Department ($130K) - restore and add positions (11) for the Fleet
Services Division (10) and human resources support for the Solid Waste Division
(1). Fleet Services is in need of additional positions to adequately maintain the
City's fleet of vehicles. The division is responsible for maintaining 7,000+ units and
assists City departments with procurement of new vehicles. The division is currently
under resourced and is not capable of providing the needed maintenance on the
City's aging and diverse fleet. The cost estimate of $130K for the GF accounts for
savings from reducing outside labor and charges to non-general fund customer
departments. This addition also adds one new human resources position to be paid
for by the Non-GF Solid Waste Division of Public Works (identified under the Non-
GF proposed additions listed below).

Position Conversions to Maintain Services - $0 and 29.5 positions
The Trial Budget includes converting 29.5 GF temporary positions to ongoing status.
Funding for these positions has been identified in each respective department's
existing operating budget and therefore represent a no-cost addition to the GF. The
position conversions are requested because the duties of each position are no longer
temporary in nature and are necessary to maintain existing service levels. A list of GF
position conversions by department is detailed in Attachment A.

Proposed Non-General Fund Additions - $4.3M and 28.0 positions
The City budget is made up of three fund sources: the General Fund, Enterprise Funds
and Other Restricted Funds. Recommendations for the General Fund were discussed


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above. Enterprise Funds include Aviation, Water, Wastewater, Solid Waste and the
Convention Center. These funds, with the exception of the Convention Center, are
funded with user fees. The Convention Center includes fees paid by those who use the
facility and Convention Center parking garages and certain earmarked sales tax
categories. Enterprise funds can only be used for costs directly associated with
delivering enterprise services. The Restricted Funds category includes federal and
state grants, gas taxes (AHUR), debt service, the Development Services Fund, the
Public Safety Specialty Funds, the Phoenix Parks and Preserve Initiative (PPPI) and
the voter-approved Transportation 2050 Fund. These funds can only be used in
accordance with grant and other statutory rules.

Total Non-GF proposed additions are summarized below by category. Detailed
information about each supplemental by department is provided in Attachment B.
Below, is a summary of the Non-GF additions:

*NEW* Climate Change & Heat Readiness - $724K and 5.0 positions
· Water ($724K) - add positions (5) and contractual services to achieve
recommendations made by the Water Conservation Ad Hoc Committee, which
includes implementing a total of 13 water conservation programs.

Affordable Housing & Homelessness - $0 and 3.0 positions
· Solid Waste ($0) - add positions (3) and equipment to support the Human Services
Campus downtown area clean-ups. Positions will be in the Solid Waste Division and
charged to the GF (identified earlier in this report under the GF section for proposed
additions).

Building Community & Responding to Growth - $3.5M and 20.0 positions
Proposed Non GF additions are included to add resources to support growth in
Development Services, Solid Waste and Street Transportation. These additions are
necessary for plan reviews, inspections, information technology and human resource
needs, records management, solid waste refuse and disposal management, street
cleaning and GIS services.

· Planning and Development Department ($950K) - add positions (10) for residential
and commercial plan reviews necessary due to significant increases experienced
caused by moving to electronic plan reviews (6), new positions for accounting and
technology support are required due to the new KIVA permitting system and to
adequately maintain the departments IT assets (2), higher incidents of non-
permitted construction activity requires more resources for processing citations and
preparing court documents (1), the new Remote Inspections Program implemented



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in the spring of 2020 has been successful and requires a dedicated staff member to
adequately maintain the program (1).
· Solid Waste ($2.1M) - add positions (5) for residential refuse and recycling
collection necessary due to household growth (4), increased funding for a position
at the SR85 Landfill needed due to citywide growth in solid waste tonnage and to
maintain adequate staffing levels (1).
· Streets Transportation Department ($400K) - add positions (5) to be funded by the
Arizona Highway User Revenue Fund (AHUR) for geographic information systems
(GIS) support necessary for the accelerated pavement maintenance program and to
support the workload necessary for the land base system due to growth in
development activity (2), restore supervisory positions for preventative street
maintenance and cleaning (2), and add a position for the Field Operations
Administration section to manage incoming requests from the public for street
services (1).

Administrative Accountability - $100K and 0 positions
· Solid Waste ($100K) - add funding for a position to reside in the GF for human
resources support necessary for recruitment and employee training and discipline.
The position will be in the Public Works Department (identified earlier in this report
under the GF section for proposed additions) and charged to the Solid Waste Fund.

Position Conversions to Maintain Services - $0 and 21.0 positions
The Trial Budget includes converting 21.0 Non-GF temporary positions to ongoing
status. Funding for these positions has been identified in each respective department's
existing operating budget and therefore represent a no-cost addition. The position
conversions are requested because the duties of each position are no longer
temporary in nature and are necessary to maintain existing service levels. A list of Non
-GF position conversions by department is detailed in Attachment B.

Community Feedback
Resident input was solicited at 14 virtual community budget hearings held between
April 2, 2021 and April 20, 2021. Residents also provided feedback online using the
FundPHX tool and comments were received directly to the Budget & Research
Department via email and voicemail. In total between March 8, 2021 and April 27,
2021, we received 1,524 comments from 1,001 individuals on the proposed Trial
Budget. Several residents commented multiple times on the same topic. A summary of
the number of resident comments by topic is listed below. The public can access all
comments received on the budget including the written minutes and video recordings
of completed budget hearings at https://www.phoenix.gov/budget/hearings.




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Resident Comments for additional funding/support of the proposed budget:
· (170) additional funding for a civilian-only response for mental health and crisis
response calls for service, and/or for it to be an independent function from Public
Safety and to have community involvement in the proposed model.
· (76) additional funding for green spaces, cool corridors, heat readiness, climate
resiliency, the Tree and Shade Master Plan, water conservation, and the Office of
Heat Response and Mitigation.
· (68) additional funding for affordable housing, rental assistance, and veterans
housing.
· (48) additional funding for the park on 55th Avenue and Samantha Way.
· (40) additional funding for Parks and Recreation parks and community centers.
· (35) additional funding for Arts and Culture and public art maintenance.
· (35) additional funding for expanded Public Transit services, dedicated bus lanes,
shaded bus stops, and neighborhood circulators.
· (34) additional funding for programs assisting individuals experiencing
homelessness.
· (33) additional funding for PhxbizConnect/HUUB.
· (30) in support of the budget.
· (26) additional funding for Police officer, 911 operator and civilian hiring and
training.
· (22) additional funding for Human Services, workforce development, childcare and
senior programs.
· (16) additional funding for historic preservation.
· (15) additional funding for street improvements at 3rd and 5th Avenue in the Willo
neighborhood.
· (15) additional funding for youth programs, housing, and sports.
· (15) additional funding for Street Transportation maintenance, cleaning, and repair.
· (9) additional funding for Environmental Programs.
· (7) additional funding for HAWK signals, bicyclist and pedestrian safety.
· (7) additional funding for Libraries and College Depot.
· (6) additional funding for gated alleys and alley clean-ups.
· (5) additional funding for Police reparations.
· (5) additional funding for public records.
· (4) additional funding for Fast-Track Cities initiative to end HIV/AIDS in Phoenix.
· (3) additional funding for Carnegie Library.
· (3) additional funding for Planning and Development.
· (3) additional funding for universal basic income pilot program.
· (2) additional funding for landscape and neighborhood support near 19th Avenue


Page 18

and Southern.
· (2) additional funding for Neighborhood Services.
· (2) additional funding for public wifi and technology programs.
· (1) additional funding for improvements and maintenance of the bike trails at 6th
Avenue and 12th Street.
· (1) additional funding for Pueblo Grande Museum.
· (1) additional funding for Budget and Research.
· (1) additional funding for City employee education, health and wellness.
· (1) additional funding for Economic Development.
· (1) additional funding for election.
· (1) additional funding for LGBTQ+ programming and education.
· (1) additional funding for Municipal Court.
· (1) additional funding for Office of Accountability and Transparency.
· (1) additional funding for public health.
· (1) additional funding for Public Works.
· (1) additional funding for Solid Waste.
· (1) additional funding for street lighting.
· (1) in support of increasing reserves.
· (1) in support of increasing taxes.

Resident Comments for reduced funding/opposition of the budget:
· (199) in opposition of additional funding for Police and/or reducing the Police
budget; and/or requests to reallocate funding to addiction and substance abuse
programs, rehabilitation services and centers in West Phoenix, and elimination of
Public Transit Fares.
· (23) in opposition of the budget.
· (4) in opposition of increased funding for Street Transportation.
· (3) in opposition of increased funding for Fire.
· (3) in opposition of increased funding for historic preservation.
· (3) in opposition of increased funding for Public Works.
· (2) in opposition of increased funding for Environmental Programs.
· (2) in opposition of increased funding for Human Services.
· (2) in opposition of increased funding for Information Technology Services.
· (2) in opposition of increased funding for Parks and Recreation.
· (2) in opposition of increased funding for public health.
· (1) in opposition of increased funding for Housing.
· (1) in opposition of increased funding for Human Resources.
· (1) in opposition of increased funding for Municipal Court.


Page 19

· (1) in opposition of increased funding for Park Rangers.
· (1) in opposition of increased funding for Sustainability.

In addition, the following social media statistics were recorded from March 16, 2021 -
April 19, 2021:

Facebook Posts - 35
· 62,000 Users Reached
· 213 Reactions

Twitter - 176 City of Phoenix Tweets (across three City accounts, including the City's
bilingual account)
· 308 Replies
· 177 "Likes"
· 81 Retweets

YouTube
2,351 Views

Residents also provided feedback on several topics not included as proposed
increases to the 2021-22 budget. For the below topics, residents spoke either in favor
of additional resources to develop, expand or continue the items or requested more
information be provided by City staff, below is an explanation of each item:

PHXBizConnect by HUUB
Due to COVID-19, City Council approved allocating $500K from the Coronavirus Relief
Funds for PHXBizConnect to serve as a resource for small businesses impacted by
the pandemic. The platform has been very successful and hundreds of small
businesses in the community have used it to connect to resources and networking
opportunities. Several residents expressed a desire to continue funding this successful
program. As a result, staff plans to request Council approval to include this program in
the American Rescue Plan Act (ARPA) Strategic Plan under the "Phoenix Business
and Employee Assistance Programs" category.

Streets Projects - 3rd & 5th Avenues and Hidalgo & 19th Avenue
The Street Transportation Department’s 3rd and 5th Avenues North project is a bicycle
and pedestrian improvement project located along 3rd Avenue between McDowell
Road and Muhammad Ali Way (just north of Thomas Road) and along 5th Avenue
between McDowell Road and Thomas Road. Project improvements will include two-
way protected bicycle lanes along 3rd Avenue, a bicycle lane on 5th Avenue, curb


Page 20

ramps, streetlights, traffic signals, pedestrian improvements, and pavement mill and
overlay. The project design is currently at 60 percent, and is anticipated to be
completed in Fall 2021. There is anticipated right-of-way and easement acquisition
required for the new improvements and the earliest time-frame for construction is
summer of 2022. The current estimated construction cost is $5.5M. Based on the
current design schedule, Streets will review this project for inclusion in the
Department’s Capital Improvement Program (CIP) in the Fall 2021. It should be noted
that during the annual CIP update process in late 2020, due to COVID related impacts
to Department revenue forecasts, the Street Transportation Department reduced its
five-year CIP by nearly $40 million. Due to these reductions, existing budgeted
projects were delayed and annual programs were reduced; therefore, there was no
capacity to add new projects to the CIP.

The Street Transportation Department will also replace missing trees and install an
irrigation system in the medians on Hidalgo Avenue between 20th Avenue and
Southern Avenue. The work will include installing a new water meter, underground
directional boring to connect the medians with irrigation sleeving, installing a new
irrigation system, and planting 30 trees. This project is anticipated to take
approximately two months to complete and will cost approximately $60K. The funding
is already included in the department's budget.

Transit Services in the Southwest Phoenix Area
In the Southwest Phoenix area bus service improvements have included extending
service hours on weekdays, Saturdays, and Sundays. Future transit improvement
plans for the Southwest Phoenix area include extending routes on 43rd Avenue, 67th
Avenue, 75th Avenue, 83rd Avenue, Lower Buckeye Road, Broadway Road, and
Southern Avenue and the addition of new routes on 91st Avenue, 99th Avenue, and
Dobbins Road. In response to public input seeking to address transit service needs in
the area south of Interstate 10 to Van Buren Street, between 59th and 67th Avenues,
the Public Transit Department will study potential expansion of the existing free MARY
neighborhood circulator into this area. Staff will develop cost estimates, explore routing
options and work with local community stakeholders on a potentially revised route that
enhances service to this community.

Phoenix’s four neighborhood circulator routes operate as free services. All other transit
services (local bus, RAPID, Express, light rail, Dial-a-Ride) require a fare to help fund
transit services. As Phoenix partners with the Regional Public Transportation Authority
(RPTA) and its member cities and the county to provide Valley Metro-branded bus
service across the region, consistent fares are charged by both Phoenix and RPTA to
provide a seamless customer experience. Additionally, in a typical year, total regional


Page 21

transit fare revenues amount to approximately $65 million, with Phoenix’s share at
nearly $40 million. Without this operating revenue source, other sources of revenue
would be needed, or transit service would need to be reduced a commensurate
amount.

Carnegie Library
The Carnegie Library and Park, located at the southwest corner of 10th Avenue and
Washington Street, was placed on the National Register of Historic Places in 1974,
and designated by the City Council as an historic Landmark (HP-L Overlay Zoning) in
2004. The library itself was constructed in 1907 and was the first library in Phoenix,
continuing as the City’s main library for 44 years. In 1984 the City of Phoenix agreed to
lease the site to the State of Arizona, through the Arizona Legislative Council of the
Arizona State Legislature, on condition that the State renovate, maintain, and operate
the building and grounds in a manner that preserves the historical qualities and design
features, at the State’s sole expense. The State’s use of the site must be for library or
museum-related public purposes. The lease term was an initial 50 years, ending
August 31, 2034, with two 25-year renewal options. The State has used the site for
various library or museum-related purposes, but the library building is presently
vacant. Numerous organizations have expressed interest in the library building, and
any use by a third party requires an agreement with the State consistent with the lease
provisions, as well as written consent from the City. The State and City could conduct a
competitive process to determine the proposer and use that best fullfills the lease
terms and historical significance of the site. Alternatively, the City and State could
agree to terminate the lease and the City could conduct its own competitive process. In
that case, the City would take back responsibility for the library and funding would
need to be identified for a thorough facility assessment, to make any required repairs
and for ongoing operating costs of the library.

Community Center at 75th Ave & Van Buren
Currently, there are no plans or funding for a new community or recreation center in
the area of 75th Ave and Van Buren. This area however is currently served by
approximately five City of Phoenix parks within a three mile radius, and a multi-
generational community center at Desert West Park located at 67th Avenue & Encanto
is 3.9 miles away. Desert West Community Center offers programming for youth,
teens, adults and seniors. It is the hub of the award winning PHXteens program and
includes an indoor gym and classrooms. It features outdoor tennis, mini pitch soccer,
basketball, hard court volleyball, sand volleyball, racquetball and bike polo courts. The
park itself features an urban fishing lake, soccer complex, softball complex, a fitPHX
walking path and the Desert West Skatepark. In addition, the following five parks are
within three miles of 75th Ave and Van Buren:



Page 22


· 2.7 miles El Oso Park 75th Ave & Osborn
· 2.9 miles Desert Star Park 85th Ave & Encanto
· 2.9 miles Starlight Park 78th Ave & Osborn
· 2.9 miles Santa Maria Park 71st Ave & Lower Buckeye
· 3.0 miles Sun Ridge Park 63rd & Roosevelt

Staff estimates the cost to build a new community center at this location would be
approximately $2.0M to $2.5M and ongoing operating expenses are estimated at
$300K - $400K per year. Resources are not currently available in the budget and
would need to be identified for both the design and construction of the community
center as well as ongoing operating expenses.

Drug Addiction Rehabilitation Center
The City does not currently provide drug rehabilitation services or centers in the
community. The City may look into the possibility of providing this service in the future
if directed by City Council to determine if providing these services would be legally
permissible, including any licensing requirements, and financially feasible.

Additional Information
The proposed balanced 2021-22 GF budget is $1,607.6M. This is a $182M increase or
12.8% from the adopted 2020-21 GF Budget of $1,425.6M. The increase accounts for
the additions mentioned earlier in this report and increases in capital pay-as-you-go
projects, employee pension costs, and an increase in the contingency fund to maintain
4% of GF operating expenditures. Projected GF revenue in 2021-22 is estimated to be
$1,355.8M and represents an increase of $32.9M or 2.5% over the 2020-21 Revised
Estimate of $1,322.9M, excluding one-time revenues of $109.2M from the Council
approved transfer from the Coronavirus Relief Fund to offset public safety salaries as
permitted by the Federal guidelines. Growth in 2021-22 reflects anticipated increases
in city and state sales taxes and state-shared vehicle license taxes, this growth is
offset by estimated declines in state-shared income tax revenues, which is based on
collections from two years prior. This decline is due to the State's action to delay
income tax filings in the last quarter of FY2019-20 in response to the COVID-19
pandemic. Schedule 2 included in this report provides more information on City
revenue estimates and additional information can be found on the Budget and
Research website at https://www.phoenix.gov/budgetphoenix.gov/budget. Total GF
resources for FY 2021-22 are estimated at $1,607.6M and includes the estimated
beginning fund balance of $244.7M (largely made up of one-time funds discussed
earlier in this report), estimated revenue of $1,355.8M and fund transfers and
recoveries estimated at $7.1M.


Page 23


For all funds, which includes General, Enterprise and Special Revenue funds such as
grants, and all debt service and pay-as-you-go capital costs, the proposed 2021-22
budget is $5,214.4M. Included in this proposed budget amount is $416M allocated to
the City by the Federal government in the American Rescue Plan Act (ARPA). Details
on the 2021-22 proposed budget for all City funds is attached to this report in
Schedules 1-11 and include:

· Resources and expenditures by Fund for 2019-20 actual; 2020-21 estimate; and
2021-22 proposed budget.
· Proposed revenues for all City funds by major source.
· Proposed operating expenditures by department, including fund source.
· Proposed debt service by program, source of funds, and expense type.
· Preliminary 2021-22 Capital Improvement Program budget financed by operating
funds.
· Proposed interfund transfers.
· Proposed full-time equivalent (FTE) positions by department.
· Preliminary 2021-22 Capital Improvement Program resources and expenditures by
capital fund, program and fund source.
· Summary of proposed property tax levy and rate information. The levy is anticipated
to grow due to growth in assessed property valuations, however as described below
in this report the combined property tax rate is proposed to drop by $0.01 from
$2.13 to $2.12.

Next Steps
The City Manager's Budget presented on May 4, 2021 is for information and
discussion only. The Council and public will have two weeks to review and comment
on the proposal. Council action is scheduled for May 18, 2021. Following the Council
budget action on May 18, both the City Charter and State law require subsequent
public notification, advertising, and City Council actions. The May 18 Council action
provides staff with direction and sufficient time to prepare the required legal
publications for the following actions:

Date Event
June 2, 2021 2021-22 Tentative Budget Ordinance Adoption
June 16, 2021 2021-22 Funding Plan and Final Budget Ordinance Adoption
July 1, 2021 2021-22 Property Tax Levy Ordinance Adoption

On July 1, 2021 City Council is scheduled to adopt property tax as the last step in the
legally required budget adoption process. Primary property tax revenues support


Page 24

operating costs for General Fund programs and services, while secondary property
taxes pay the bonded debt service for facilities like libraries, police and fire stations,
storm drains and parks. The total combined primary and secondary property tax rate
for FY2021-22 of $2.12 represents a one-cent (or 0.6%) reduction from the 2020-21
combined rate of $2.13. The proposed primary property tax rate for FY2021-22 of
$1.31 will remain unchanged and is consistent with City Council policy to maximize the
primary rate within City Charter Limits. If approved, the secondary property tax rate will
drop one-cent from $0.82 to $0.81. Although the primary property tax rate remains
constant, the primary property tax levy increases for FY 2021-22 to $191.3M, which is
$11.4M or 4% more than the FY 2020-21 revenue estimate of $179.9M due to
increasing net assessed valuations (property values) and new construction.
Additionally, State law requires a Truth in Taxation hearing notice to property owners,
which requires notification any time the average primary property tax bill increases,
even if the tax rate is not increased. The law does not require notice on the City’s
secondary property tax. The hearing is scheduled to take place at the City Council
Formal meeting on June 16, 2021.

Responsible Department
This item is submitted by City Manager Ed Zuercher, Assistant City Manager Jeff
Barton and the Budget and Research Department.




Page 25
ATTACHMENT A

2021-22

PROPOSED SUPPLEMENTALS
GENERAL FUND

View the Inventory of Programs published online for program details.


Department/Program 2021-22
Total

EMPLOYEE COMPENSATION

Labor
1. Current employee contracts expire June 30, 2021. Management has been $118,300,000
negotiating with each bargaining unit and has proposed allocating approximately
76 percent of the available surplus for employee compensation. Exact details of
the compensation packages will be determined in the negotiations process.


TOTAL EMPLOYEE COMPENSATION $118,300,000


PUBLIC SAFETY REFORM AND RESPONSIVENESS

Fire
1. Emergency Medical Services $382,000
Paramedic Training: Add funding for two Paramedic Training Coordinators and one 3.0
Admin Aide position. These positions will support current and future programs of
Emergency Medical Services including the addition and implementation of a new
electronic patient care reporting (EPCR) system. These positions will also restore
previously eliminated positions from prior budget reductions.


2. Administration $260,000
Radio Repair: Add funding for one User Technology Specialist to support the 2.0
maintenance and repair of radios used by Firefighters. Add funding for one Admin
Aide to provide administrative support to the Phoenix Fire Regional Dispatch
Center. The onetime costs include one vehicle, technology equipment, and office
space reconfiguration.




Page 26
Department/Program 2021-22
Total

3. Crisis Intervention $15,000,000
Crisis Response: Expand the City of Phoenix Community Assistance Program in 130.9
order to provide additional resources for responding to behavioral and mental
health calls for service using a civilian model. Full implementation of the enhanced
program is anticipated to take 18-24 months. During this time the City plans to
seek input from the community and mental and behavioral health stakeholders to
ensure that the program meets the needs of all. Staff also plans to engage an
independent consultant to conduct a thorough review of the program to include
process mapping, best practices identification, community engagement,
developing performance measures, and developing the scope of the behavioral
health unit request for proposal. The concept is to create an effective City of
Phoenix behavioral and mental health crisis response program where multiple city
departments work alongside non-profit organizations and the behavioral health
community to improve the quality of life for residents in need. The program will also
allow first responders to return to core public safety emergencies to reduce
response times. At full completion it is anticipated this program will transition from
the Fire department to either its own function or be absorbed within the Human
Services Department as part of a crisis response division, which would include the
Family Advocacy Center.

4. Fire Emergency Medical Services and Hazardous Incident Response $87,000
Fire Dispatch: Add funding for 10 new positions consisting of two Fire 10.0
Communications Supervisor, two Fire Emergency Dispatcher * Lead, and six Fire
Emergency Dispatchers for the Phoenix Fire Regional Dispatch Center (PFDRDC)
which provides 9-1-1 fire and medical emergency call taking and dispatching
services for the City of Phoenix and 26 other jurisdictions. Funding is shared
between the City of Phoenix (50%) and the 26 partner jurisdictions (50%). In FY
2020-21, the City Council approved eight positions fully funded by the City of
Phoenix with the shared cost beginning in FY 2021-22. The FY 2021-22 cost
shown represents additional funding needed for one position since eight are
already funded in the General Fund. The cost of the remaining nine positions will
be paid for by the partner cities.


Total Fire $15,729,000
145.9

Human Services
1. Victim Advocacy Services $93,000
Traumatic Incident Liaison: Add a Caseworker III position to assist relatives of 1.0
decedents, incapacitated individuals and juveniles as a result of a police
interaction. Relatives of decedents may not be entitled to victims rights advocacy
until the determination of a criminal offense. This position will provide case
management services to relatives to address needs outside of the criminal justice
system.

Total Human Services $93,000
1.0



Page 27
Department/Program 2021-22
Total


Municipal Court
1. Civil Courtroom Operations - Civil Division $133,000
Intake, Transfer, and Release (ITR) Staff: Add two Bailiff positions to provide 2.0
judicial and operational support in a criminal courtroom located at the new
Maricopa County ITR facility that opened in November 2020. This criminal
courtroom is designed to handle initial appearances for individuals who have been
arrested and held by the City of Phoenix. Funding would provide for the continued
processing of cases in a timely and efficient manner.

2. Civil Courtroom Operations - Civil Division $224,000
Orders of Protection: Add one Court Interpreter and two Court/Legal Clerk II 3.0
positions to support the operations of the Order of Protection Office. In September
2019, the Phoenix Municipal Court implemented the mandated firearm transfer
process for defendants that are deemed a credible threat in an Order of Protection
(OOP) case. Additionally, in January 2020, the Arizona Administration Office of the
Courts (AOC) required the utilization of an on-line public portal system. Both
process changes have caused increased staff workload and wait times. Staff and
resources are needed in a customer service capacity, for administrative
documentation and translation services.


Total Municipal Court $357,000
5.0

Police
1. Fiscal Management Bureau - Public Records Unit $1,009,000
Public Records Support: Add funding for nine Administrative Aide, three Forensic 15.0
Photo Specialist, two Administrative Assistant I, and one Forensic Photo Specialist
Lead positions to provide additional staff support for the Public Records and
Services Unit. These positions will help eliminate public records request backlogs,
ensure timely request processing, and improve overall customer service and
transparency.

2. Professional Standards Bureau - Inspections Unit $298,000
Early Intervention: Add two Administrative Aide, one Management Assistant I, and 4.0
one Police Research Analyst positions to support the Early Intervention System
(EIS). These positions will ensure timely and accurate data and implement
intervention recommendations, with the goal of identifying employee risk and
preventing adverse events.




Page 28
Department/Program 2021-22
Total

3. Strategic Information Bureau $1,924,000
Data Transparency: Add staffing required to meet federal National Incident-Based 34.0
Reporting System (NIBRS) standards, additional demands for increased
transparency in policing and timely publication of data, and increased workload
due to Proposition 207's requirement to purge prior criminal records related to
marijuana offenses. This funding will allow for 22 ongoing positions, including 12
Police Coding Clerk, six Admin Aide*U7, two Police Records Clerk, one Criminal
Intelligence Analyst, and one Police R&I Bureau Shift Supervisor. It also includes
funding for 12 temporary part-time Police Coding Clerk positions.


4. Centralized Booking Detail $0
Civilianize Central Booking: Add funding for 18 temporary Detention Officer 22.0
positions and four temporary Detention Supervisor positions in the Centralized
Booking Detail. These civilian positions will take the place of sworn positions,
allowing officers to be redeployed to higher priority duties. Vacancies in the
department will offset the cost of the new positions.

5. Various $500,000
Police Reform Reviews: To support police reform, community trust, and enhanced 0.0
transparency we are recommending a comprehensive review of the Phoenix Police
Department. Funds will be used to hire independent third-parties that have a
demonstrated track record with assisting police departments across the country
achieve these goals. Reviews will include practices and policies, stakeholder and
community feedback, and provide recommendations for improvement.


Total Police $3,731,000
75.0

Street Transportation
1. Traffic Safety and Neighborhood Traffic $600,000
Pedestrian Safety: Add funding as part of the Roadway Safety Action Plan adopted 0.0
by City Council on March 2, 2021. The plan addresses comprehensive roadway
safety issues on City streets. The effort will be funded using the General Fund, the
Transportation 2050 fund (T2050), and the Arizona Highway User Revenue fund
(AHUR). The General Fund portion being requested is six-hundred thousand per
year over five years.

Total Street Transportation $600,000
0.0

TOTAL PUBLIC SAFETY REFORM AND RESPONSIVENESS $20,510,000
226.9




Page 29
Department/Program 2021-22
Total

COVID RESPONSE AND RESILIENCY

City Manager's Office
1. Oversight of and Assistance to Departments; City Council Support; Strategic $150,000
Planning
Public Health Advisors: Continue funding for COVID-19 consultants, including 0.0
medical experts, to advise the City on reopening facilities and providing up-to-date
guidance from the CDC.

Total City Manager's Office $150,000
0.0

Environmental Programs
1. Brownfields Land Recycling $300,000
Food Program: Add funding for a Program Manager to continue the COVID-19 1.0
emergency food assistance program, the 2025 Phoenix Food Action Plan
approved by Council in March 2020, and community engagement by hosting
educational events and workshops including Phoenix Food Day.


Total Environmental Programs $300,000
1.0

Information Technology Services
1. Enterprise Business Applications Services $585,000
City Services IT Support: Add contractual services funding to provide development 0.0
support for the 311 and Learning Management System projects. Funding three
additional senior developers will continue citywide integration and mobile app
development for these critical initiatives, which enhance citizen access to City
services and provide a needed virtual learning environment for City employees.


2. IT Project Management Services $350,000
311: Add contractual services funding for project management services of several 0.0
large-scale projects that emerged due to COVID-19, including 311, Learning
Management System, enhanced security needs, and conference room technology
upgrades. The City's 311 system significantly expanded due to COVID-19,
providing enhanced connectivity to City services for residents. This expansion
requires additional ongoing support to ensure continued seamless integration with
City applications.

3. Enterprise Infrastructure Services $169,000
WiFi Support: Add funding for one Senior Information Technology Systems 1.0
Specialist to serve as a Senior WiFi Engineer. This position will provide ongoing
support and management for the 50+ new public WiFi locations the City added
during COVID-19 to address public need for WiFi. These locations are currently
managed by a temporary position.




Page 30
Department/Program 2021-22
Total

4. Various $354,000
IT Security: Add one Lead Information Technology Systems Specialist and one 2.0
Senior Information Technology Systems Specialist. These positions are needed to
support security applications and additional infrastructure support required as a
result of COVID-19 related enhancements.

5. Enterprise Infrastructure Services $323,000
Remote Work Support: Convert one temporary Information Technology Systems 0.0
Specialist and one temporary Senior Information Technology Systems Specialist to
ongoing to provide coordination and administration of City video conferencing
needs. The City continues to require vastly expanded video conferencing
capabilities, which facilitates virtual work and helps ensure public access to City
Council and other meetings. The temporary positions are currently being funded by
vacancies in the department.


Total Information Technology Services $1,781,000
3.0

Library
1. Administration $181,000
Add funding to continue mobile and self-serve computing services initiated as a 0.0
result of the COVID-19 pandemic. These include cellular service for the MiFi
hotspot loan program, annual maintenance for additional self-checkout payment
kiosks, and security software for the laptop loan program.

Total Library $181,000
0.0

Public Works
1. Property Management Services $191,000
City Hall by Appointment: Add staff and resources to support the operation of the 3.0
appointment only counter at Phoenix City Hall and the Calvin Goode building. In
response to COVID health concerns, three full-time Support Service Aide positions
will support, coordinate and schedule appointments for residents and manage
authorized access to these facilities. The appointment only desk is currently being
staffed on a temporary basis with part-time Parks and Recreation staff that were
displaced due to COVID closures.


Total Public Works $191,000
3.0

TOTAL COVID RESPONSE AND RESILIENCY $2,603,000
7.0




Page 31
Department/Program 2021-22
Total

CLIMATE CHANGE AND HEAT READINESS

City Manager's Office
1. Professional Administration of Policies and Objectives Set Forth by Mayor and $475,000
Council
Office of Heat Response and Mitigation: The office will establish a cohesive 4.0
strategy and action plan to address the growing hazard of urban heat, which
threatens the City’s economic viability and health and well-being of vulnerable
residents. The office will increase the community’s capacity to prepare for and
respond to both extreme heat events and the increasing frequency of high
temperature days that adversely affect residents’ and visitors’ comfort. The office
will build a research and practice-informed process to ensure that heat is
addressed in an effective manner by using technology and innovative, locally-
relevant solutions, providing preventative information and education, and
encouraging coordination and cooperation among diverse stakeholders. Will
include a Chief Heat Response Officer, Tree and Shade administrator, shade
infrastructure manager, and an Administrative Aide.


Total City Manager's Office $475,000
4.0

Environmental Programs
1. Air Quality $200,000
Climate Change and Support: Add funding to support existing and future needs 0.0
relating to air quality, climate and resilience planning. Funds will be used to
conduct greenhouse gas emissions inventories, facilitate bilingual community
engagement, implementation of the Climate Action Plan and efforts to reduce
emissions.

Total Environmental Programs $200,000
0.0

Fire
1. Fire Prevention General Inspections $0
Solar Energy Inspection: Add funding for vehicles, supplies, and five new positions 5.0
for a new energy system inspection program. The new positions include one
Planning and Development Team Lead and four Fire Prevention Specialist II. This
program will provide Fire Prevention the staff to conduct plan reviews and
inspections of photovoltaic and energy storage systems. This addition is offset with
$698,000 in revenue generated from permit fees.

Total Fire $0
5.0




Page 32
Department/Program 2021-22
Total

Parks and Recreation
1. Specialized Maintenance-Skilled Trades $674,000
Parks Trees: Add staff and equipment to create an additional Forestry Crew to 5.0
maintain the increasing citywide tree inventory. The City adopted the Tree and
Shade Master Plan in 2010 with a goal to double the tree and shade canopy by
2030. This has led to a significant increase in tree planting on City property and
rights-of-way to mitigate the effects of the urban heat island in vulnerable
neighborhoods that have a limited tree canopy and where residents have a greater
exposure to heat while walking to transit, schools and work. The Parks and
Recreation Department Forestry section provides citywide tree planting, tree
maintenance activity, technical support, and 24/7 emergency response for several
City departments.

Total Parks and Recreation $674,000
5.0

Street Transportation
1. Landscape Management $1,483,000
Cool Corridors: Add funding for the Cool Corridors Program to plant 1,800 trees 0.0
annually. Each year tree plantings will occur in one-mile roadway segments
located in each Council district, plus a one-mile roadway segment for the Mayor’s
Office. This program will contribute to achieving the City of Phoenix’s goals for the
Tree and Shade Master Plan, reducing the City’s overall carbon footprint and
reducing climate impacts through the cooling effects of shade trees.


Total Street Transportation $1,483,000
0.0

TOTAL CLIMATE CHANGE AND HEAT READINESS $2,832,000
14.0


AFFORDABLE HOUSING AND HOMELESSNESS

Housing
1. Family Housing $162,000
*NEW* Affordable Housing Manager: Add one Special Projects Administrator 1.0
position to continue implementation of the Housing Phoenix Plan, focusing on
redevelopment of city-owned land for mixed-income housing. This position will help
to achieve the goal of creating or preserving 50,000 housing units by 2030.




Page 33
Department/Program 2021-22
Total

2. Family Housing $1,400,000
Santa Fe Springs Rehabilitation: Add funding to complete critical safety and 0.0
infrastructure repairs at Santa Fe Springs Apartments. These repairs will address
community safety and quality of life concerns, including improved lighting,
cameras, and fencing, as well as the rehabilitation of deteriorated structures and
amenities.

Total Housing $1,562,000
1.0

Human Services
1. Business and Workforce Development $89,000
Employment Connection: Add a Workforce Development Specialist position to link 1.0
with rapid rehousing programs to incorporate employment support by providing
direct client services for individuals experiencing homelessness to better access
employment benefits and training. This will support a key goal of the Strategies to
Address Homelessness Plan by helping to achieve seamless comprehensive, and
integrated access to services.

2. Homeless Emergency Services $88,000
Homelessness Strategy Support: Add an Administrative Assistant I position to 1.0
support the Homeless Services Division by assisting with monitoring federal
regulatory requirements for grant funds, contract and fiscal compliance as well as
various administrative tasks needed to support the programs around the Strategies
to Address Homelessness Plan.

Total Human Services $177,000
2.0

Neighborhood Services
1. Neighborhood Engagement Program $99,000
Neighborhood Specialist Homeless Strategies: Add a Neighborhood Specialist 1.0
position to serve within a three mile radius of the Human Services Campus. This
position will work with businesses and neighborhoods to provide better
communication, as well as a more coordinated team effort within the surrounding
area by assisting neighborhoods in organizing community meetings, coordinating
cleanups, and working with other City departments, partner agencies and the
business community to bring needed resources to the community.


Total Neighborhood Services $99,000
1.0




Page 34
Department/Program 2021-22
Total

Public Works
1. Education and Enforcement $815,000
Human Services Campus Cleanup: Add funding to support the coordination and 0.0
expansion of the Human Services Campus Clean-Up service. The request
includes adding one Supervisor and two Solid Waste Equipment Operator
positions, one Rear Loader, one Articulator Loader, and one Trailer positions.
Positions will be in the Solid Waste Division of Public Works.


Total Public Works $815,000
0.0

Street Transportation
1. Street Cleaning $134,000
Street Cleaning: Convert federally-funded deep-cleaning process around the 0.0
Human Services Campus (HSC) and the right of way in the West Hatcher Road
area of Sunnyslope to General Fund. The process uses antibacterial chemicals
and high-pressure sprayers to clean and sanitize the sidewalks and right-of-way
surrounding the HSC facility and the right-of-way in the area of 10th Street and
Hatcher. Service is completed once or twice a month.


Total Street Transportation $134,000
0.0

TOTAL AFFORDABLE HOUSING AND HOMELESSNESS $2,787,000
4.0


BUILDING COMMUNITY AND RESPONDING TO GROWTH

Community and Economic Development
1. Business Development $301,000
Retail Revitalization: Add funding for one Economic Development Program 2.0
Manager and one Project Manager to support citywide retail revitalization projects.
The positions will facilitate small business growth, redevelopment, and potential
new development, including infill of commercial projects.

Total Community and Economic Development $301,000
2.0




Page 35
Department/Program 2021-22
Total

Human Services
1. Administration $250,000
*NEW* Fast Track Cities: Add 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. The additional funding will help increase engagement and awareness so
that people know their HIV status, are linked to treatment, are retained in care, and
follow-up is conducted with patients that fall out of care. Support can also help
with advocacy and enhance access to care for evolving Antiretroviral Treatment
and continue outreach to communities of color who are disproportionately
impacted by HIV and AIDS. The goal of this outreach is for 90 percent of
Phoenicians to know their status, 90 percent who know their HIV-positive status to
be in antiviral treatment, 90 percent who are on antiviral treatment to achieve viral
suppression and to have no stigma or discrimination.


2. Administration $95,000
*NEW* Veterans Case Management: Add a Caseworker III position that will be 1.0
responsible for coordinating with the U.S. Department of Veterans Affairs (VA) to
assist with navigation and referrals to social services such as emergency
rental/utility assistance, counseling, housing needs, healthcare, employment and
other supports necessary to promote self-sustainability or stabilization for veterans.
This position would also assist the VA case managers in providing general needs
assessments, recommendations on root causes of the veteran’s needs and follow-
up ensuring services have been provided.


Total Human Services $345,000
1.0

Library
1. College Depot $210,000
Add an Administrative Assistant II position and a Caseworker II position for the 2.0
expansion of the College Depot program to accommodate growing demand for
additional GED classes, ACT/SAT prep classes, and one-on-one counseling
appointments. The program expansion is projected to serve 291 additional
students, offer 103 additional classes, and increase the one-on-one GRIT
appointments by 546 hours.

Total Library $210,000
2.0

Office of Arts and Culture
1. Community Investment and Engagement Program $110,000
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.




Page 36
Department/Program 2021-22
Total

2. Community Investment and Engagement Program $30,000
Add funding for youth arts and culture development programs, professional 0.0
development and technical assistance for artists and arts administrators, and pop-
up programming around the city to promote the Latino Cultural Center. This
funding will supplement increasingly unreliable funding from the State of Arizona.


3. Public Art Program $60,000
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, annual
maintenance, and renovations to address wear and damage. The public art
collection includes over 200 art installations.

Total Office of Arts and Culture $200,000
0.0

Parks and Recreation
1. Community Centers $911,000
Cesar Chavez Community Center: Add staff and supplies for the new Cesar 9.8
Chavez Community Center, scheduled to open in the fall of 2021. The Cesar
Chavez Community Center will offer a variety of activities to the general public.
These activities will include special events, sports programs, specialty classes,
adaptive/inclusive programs, out-of-school time sessions, field trips, and provide
meeting space for events and community groups.

2. Parks Maintenance $260,000
Hance Park: Add staff and equipment for grounds maintenance at Margaret T. 3.0
Hance Park. The Fiesta Bowl PLAY at Hance Park opened to the community in
December 2020. As part of this phase, a new landscape design incorporating over
7,000 new plants and trees was added. Maintenance of this plant material will
require staff with both horticultural and irrigation skills to maintain the new park
amenities.

3. Park Rangers-Community and Neighborhood Parks $106,000
Ranger Support: Add a Park Supervisor position to oversee the Urban Park 1.0
Ranger Patrol Program. This position will manage daily operations, establish
additional Field Operation Procedures, manage personnel issues and work directly
with PhxCARES to increase contacts to individuals requiring services.


4. Administration $108,000
Property Management: Add a Property Manager position to manage the 1.0
maintenance of Parks facilities. The Parks and Recreation Department directly
manages an estimated two million square feet of indoor space, various specialty
facilities (examples include: 29 public pools, South Mountain Tower site, historic
buildings, museums, and Tovrea Castle), and outdoor park and trail amenities.




Page 37
Department/Program 2021-22
Total

5. Parks Maintenance $34,000
Deem Hills: Add a part-time Groundskeeper position and supplies to maintain the 0.5
phase 3 project at Deem Hills Park, which includes: a sand volleyball court, a
tennis court, pickleball courts, a large ramada, three small ramadas, a .7 mile
nature trail interpretive loop, 25 additional parking stalls and other site furnishings
like new trees, irrigation system and landscaping.

6. General Recreation $68,000
Adaptive Recreation: Add staff and supplies to maintain the current 3.0
Adaptive/Inclusive Recreation Program with General Funds upon the expiration of
the existing donations and to expand the program citywide. This program started in
March 2020 and is currently funded until March 2022 based on a two-year funding
commitment from the Phoenix Suns. It offers adaptive recreation services to
individuals with developmental disabilities and adaptive recreation programming
and inclusion services for youth and adults, their families and caregivers to
enhance quality of life and to promote inclusion. Failure to continue funding this
program when the donations expire will result in the program not being able to
continue leaving the City without any adaptive recreation programs.


7. Parks Maintenance $945,000
*NEW* New Parks: Add a General Fund set-aside for staff, supplies and equipment 6.0
to operate three new parks expected to open in fiscal year 2022-23. The new parks
will be located at 55th Ave. & Samantha Way, 71st Ave. & Meadow Loop Rd., and
87th Ave. & Lower Buckeye Rd. Construction of the parks will be paid for using
available resources from impact fees.

8. Parks Maintenance $171,000
*NEW* Historic Cemeteries: Add staff and equipment to provide more frequent 2.0
maintenance at two historic cemeteries, the Phoenix Pioneer and Military Cemetery
and Cementerio Lindo Cemetery, and to begin providing maintenance services for
the historic Sotelo Heard Cemetery located at 4545 South 12th Street. The
cemeteries are highly visited by residents and out of town tourists alike as part of
the History of the City of Phoenix tours offered by the nonprofit Phoenix Cemetery
Association (PCA).

9. Parks Maintenance $171,000
*NEW* Highline Canal Trail: Add staff, supplies and equipment to maintain the 2.0
Highline Canal Trail between 7th Avenue and 40th Street. The trail includes a 6'
wide asphalt path, advanced irrigation system, trees and shrubs and two large
urban desert bosques (urban forests areas). In addition, the trail is also home to
the "Zanjero" Art Project, which includes numerous art features playing tribute to
the agrarian roots of South Phoenix.




Page 38
Department/Program 2021-22
Total

10. Art, Educational & Environmental Facilities Operated by City Staff $78,000
*NEW* Pueblo Grande Museum: Convert a temporary Museum Assistant position 1.0
to an ongoing position in the General Fund. The Museum Assistant is a
professional-level position responsible for the registration, curation, and care of
collections in the archaeological repository. This includes creating new repository
agreements, arranging curation deliveries, accessioning incoming collections, and
conducting registration activities for repository collections.


Total Parks and Recreation $2,852,000
29.3

Planning and Development
1. Long Range Planning $296,000
Community Planning: Add two Planner II positions and a Planner III position to 3.0
support Council and community-initiated projects and priorities. The team will
devote significant time to Rio Reimagined, leading the development of a plan with
the vision, goals, policies and strategies that guide the future growth,
redevelopment and preservation along the banks of the Salt River. The Planning
team will work with the Mayor and Council and community, along with multiple city
departments, consultants and other partners to establish a Rio Reimagined Plan
that provides a foundation for future actions and investments, including sustainable
land use, heat mitigation, diverse housing options, economic development and
other important programs.


2. Office of the Customer Advocacy $30,000
*NEW* Adaptive Reuse: Increase funding for the Adaptive Reuse Program. The 0.0
program provides resources to assist small business owners who are locating their
businesses in Phoenix, and supports the City’s reenergized clean construction
efforts, resulting in the expanded use of underutilized/vacant existing buildings.
The City Manager is proposing a $5,000 increase to the Trial Budget proposal of
$25,000.

3. Administration and Enforcement of Local and Federal Historic Preservation Laws $200,000

Historic Preservation: Add funding for historic preservation grants to assist 0.0
residential property owners in maintaining their historic properties.

Total Planning and Development $526,000
3.0




Page 39
Department/Program 2021-22
Total

Public Works
1. Floodplain Management $107,000
Flood Plan Management: Add one Civil Engineer II to support the Flood Plain 1.0
Management program and assist in maintaining Federal Emergency Management
Agency (FEMA) compliance to the National Flood Insurance Program (NFIP) and
the Community Rating System (CRS) which provides insurance premium discounts
for residents. This position is needed to assist in completing the increasingly
complex compliance requirements.

Total Public Works $107,000
1.0

Street Transportation
1. Landscape Management $147,000
New Street Landscaping: Add funding to maintain street landscaping along newly 0.0
developed and renovated streetscapes. This includes maintenance for new
landscaping along the Grand Canal Phase II, Avenida Rio Salado from 35th
Avenue to 51st Avenue, and the east side of 107th Avenue from Indian School
Road to Camelback Road.

2. Central Records $0
Public Records Support: Add an Engineering Technician position in the Central 1.0
Records Section to support increased public records requests for right-of-way, City
infrastructure, facilities and private development plans and maps including paving,
storm drain, traffic services, and procurement and street maintenance records for
the public, media and legal request. This position will be charged out to
departments for whom records are being requested regarding their projects.


Total Street Transportation $147,000
1.0

TOTAL BUILDING COMMUNITY AND RESPONDING TO GROWTH $4,688,000
39.3




Page 40
Department/Program 2021-22
Total

ADMINISTRATIVE ACCOUNTABILITY

City Clerk
1. Elections Administration $300,000
Election Transparency: Add funding for consulting services to perform a strategic 0.0
assessment of the City’s election services information technology needs. This
would include the evaluation of the existing application portfolio and the
development of a strategic, multi-year plan. Additional requests for funding will
follow in future years once an overall information technology strategy is approved.
Improving the information systems supporting election services will enable the City
to meet the need for increased transparency in elections, and for voters,
candidates and elected officials to more easily engage in the elections process.


Total City Clerk $300,000
0.0

City Manager's Office
1. Professional Administration of Policies and Objectives Set Forth by Mayor and $272,000
Council
Diversity, Equity, and Inclusion: Add an Assistant to the City Manager position to 2.0
act as the Diversity, Equity, and Inclusion Officer and an Administrative Assistant I
position to provide administrative support. This new office will be charged with
ensuring equitable distribution of City services throughout the entire City and serve
as the champion for delivering racial equity programs for the community.


Total City Manager's Office $272,000
2.0

Communications Office
1. Public Records, Customer Requests, and Customer Service to the Public $94,000

Citywide Public Records Support: Add a Management Assistant I position to assist 1.0
with tracking and responding to public records requests. In the last several years
the volume of records requests has increased by more than 60%to over 9,500 per
year. Adding this position will allow for the maintenance of service levels.


Total Communications Office $94,000
1.0




Page 41
Department/Program 2021-22
Total

Human Resources
1. Various $391,000
HR Support: Add three positions for procurement, data management, and 3.0
investigations. A Contracts Specialist II*Lead position to conduct formal
procurement processes and manage contracts. Contract monitoring and
administration is critical to ensure contractors perform in accordance with the City's
terms and conditions and with satisfactory performance. A Human Resources
Officer position to conduct investigations as a result of the increase in citywide
complaints in recent years. These complaints have been received through a variety
of sources including departments, employees, citizens, and through the internal
integrity line. A Lead Business Systems Analyst position to create and collect data,
convert raw data into meaningful information, make recommendations to various
levels of City staff, and facilitate or participate in work groups tasked with making
business improvements.


Total Human Resources $391,000
3.0

Information Technology Services
1. Enterprise Business Applications Services $750,000
ERP System Support: Add contractual funding for a managed services agreement 0.0
with a technology provider specializing in Enterprise Resource Planning (ERP)
systems. This support is needed to bridge the technical expertise gap in existing
City personnel who support the City's SAP and Peoplesoft ERP systems. The
agreement will be to provide an ERP program manager, business analyst,
technical leader and other needed services in an effort to improve processes and
implement system advancements.


2. IT Strategic Services $523,000
IT Information Security: Add one Lead Information Technology Systems Specialist 3.0
and two Senior Information Technology Systems Specialist positions to support the
City's growing technology infrastructure. These critical positions are needed to lead
infrastructure and application vulnerability remediation efforts that mitigate known
security and operational deficiencies.


Total Information Technology Services $1,273,000
3.0




Page 42
Department/Program 2021-22
Total

Law
1. Civil Division $0
In-source Legal Support: Convert contractual services for paralegal support to 2.0
create two Legal Assistant positions. The Law Department utilizes a paralegal
contract for support of civil litigation cases. It was determined that hiring two full-
time employees and reducing the contracted services results in a cost savings and
greater efficiency of services.

Total Law $0
2.0

Library
1. Administration $306,000
Add two information technology positions to support expanded technology 2.0
services. Positions include a Lead Information Technology Systems Specialist to
manage teams that support 60 applications, 1,000 public access computers, and
multiple platforms for 17 libraries; and a User Technology Specialist position to
support new programs to reach customers remotely such as the public laptop
lending program.

2. Administration $93,000
Add an Accountant II position to oversee the daily operation of the Library's 1.0
accounting section. This position will provide support for accounts payables and
receivables, fixed asset accounting, bank account reconciliations, inter-agency
invoices, grant administration support, expenditures review, response to auditors,
and payroll accounting.

Total Library $399,000
3.0

Parks and Recreation
1. Administration $208,000
Parks IT Support: Add a Senior User Technology 2.0 Specialist position and a 2.0
User Technology Specialist to provide IT support for the department. The Parks
and Recreation Department Information Technology staff provides support to 32
community/recreation centers, numerous offsite office locations, over 800 devices
and over 1,500 full and part-time employees. These additional positions are
necessary to support the significant increase in new hardware and IT projects that
have been implemented in the department.


Total Parks and Recreation $208,000
2.0




Page 43
Department/Program 2021-22
Total

Public Works
1. Equipment Maintenance Repair and Related Parts Service Support $137,000
Fleet Maintenance: Restore 10 fleet maintenance positions that support the Fire, 10.0
Parks and Recreation, Public Works Solid Waste, Street Transportation, and
Water Services Departments. Funding for these positions is primarily from Non-GF
departments. Adding these positions will decrease downtime and service delays.
The cost of these positions will be partially offset by a reduction in contract vendor
funding. The ten positions include two Equipment Service Worker II, five Heavy
Equipment Mechanic, one Auto Technician, one Auto Parts Clerk II and one
Support Services Aide.


2. Administration $0
Add one Senior Human Resources Analyst position to provide support to the Solid 1.0
Waste divisions. This position is located in the General Fund but will be funded by
the Solid Waste fund and is needed to increase response time, provide supervisor
support, process corrective actions and recruitments.


Total Public Works $137,000
11.0

TOTAL ADMINISTRATIVE ACCOUNTABILITY $3,074,000
27.0


POSITION CONVERSIONS TO MAINTAIN EXISTING SERVICES

City Manager's Office
1. Youth and Education Coordination $0
Convert 1.5 FTE of temporary part-time Recreation Leader positions in the Youth 0.0
and Education Program to ongoing status to continue to assist with program
implementation, school presentations, developing and planning activities in
specialized program areas, and working with neighborhoods, schools, and
community groups on matters of civic and program interest.

2. Citywide Volunteer Program $0
Convert a temporary Admin Aide U7 position in the Citywide Volunteer program to 0.0
ongoing status to support and coordinate the City's AmeriCorps VISTA program,
the annual Mayor's Day of Recognition for National Service, and the new Service
Learning collaboration with community colleges.




Page 44
Department/Program 2021-22
Total

3. Oversight of and Assistance to Departments; City Council Support; Strategic $0
Planning
Convert a temporary Management Assistant I position to ongoing status. The 0.0
position manages the citywide 311 Call Center and oversees staffing of the
Phoenix City Hall Lobby by-appointment only program.

Total City Manager's Office $0
0.0

Community and Economic Development
1. Community Development $0
Convert one Special Project Administrator position from temporary to regular 0.0
status. This position is currently responsible for the arena renovation project and is
needed to manage citywide major economic development projects. This position
is funded by the Sports Fund until completion of the arena project. Primary funding
will shift to the General Fund once the arena project is complete next fiscal year
and the position will be used for the growing number of economic development
initiatives.

Total Community and Economic Development $0
0.0

Finance
1. Goods & General Services Procurement and Contract Management $0
Convert a temporary Special Projects Administrator position in the Procurement 0.0
Division to ongoing status. The position will manage the Agile technology
procurement process, supervise a team focused on IT procurements, engage and
optimize citywide strategic buying, and direct the citywide policy on contract
management.

2. Administration $0
Convert a temporary Special Projects Administrator position in the Revenue 0.0
Collections Division to ongoing status. The position is responsible for directing and
coordinating the operations of financial projects that requires a high degree of
specialized knowledge, establishing and monitoring fiscal management procedures
related to revenue collections and supervises senior level professional staff.


Total Finance $0
0.0




Page 45
Department/Program 2021-22
Total

Fire
1. Fire Prevention General Inspections $0
Convert a Fire Prevention Specialist II position from temporary to ongoing status. 0.0
This position is assigned to the Public Works Department and performs plan
review activities for City of Phoenix owned properties and building projects. This
ensures City of Phoenix projects conform to applicable Fire Code requirements.


Total Fire $0
0.0

Government Relations
1. Federal, State, Regional and Tribal Programs $0
Convert one Special Project Administrator position from temporary to ongoing to 0.0
support a long term strategy of managing the City's governmental relations efforts.
This critical position coordinates the City's lobbyist team, the Arizona League of
Cities and Towns, and works with City departments to track and respond to
legislation that impacts the City.

Total Government Relations $0
0.0

Human Resources
1. Various $0
Convert 10 temporary positions to ongoing status to continue to support employee 0.0
customer service and ongoing operations in Labor Relations, Safety, Benefits, and
the Employee Relations Divisions.

Total Human Resources $0
0.0

Information Technology Services
1. Administration $0
Convert the Deputy Chief Information Officer for operations from temporary to 0.0
ongoing status. This critical position manages the city's business continuity and
disaster recovery program.

2. Enterprise Business Applications Services $0
Convert Fire Deputy Chief Information Officer from temporary to ongoing status to 0.0
continue to support the Fire Department and the Chief Information Officer with
critical technology needs.




Page 46
Department/Program 2021-22
Total

3. Radio Communications Services $0
Convert a Senior User Technology Specialist position from temporary to ongoing 0.0
status. This position serves as the Regional Wireless Cooperative (RWC)
Emergency Responder Radio Communication System Specialist responsible for
managing critical radio network installation projects.

Total Information Technology Services $0
0.0

Neighborhood Services
1. Code Compliance Program $0
Convert four temporary Neighborhood Inspector positions to ongoing status. These 0.0
positions were originally created for the Structured Sober Living Home (SSLH)
licensing program. There is an ongoing need for the positions.


Total Neighborhood Services $0
0.0

Police
1. Professional Standards Bureau - Inspections Unit $0
Convert one temporary Police Administrator position and two Police Research 0.0
Analyst positions to ongoing positions in the Compliance & Oversight Bureau. The
Police Administrator position serves as the Data Quality Administrator and is
responsible for the Early Identification and Intervention System, provides key
department data, and manages inspections and audits in the Professional
Standards Bureau. The Police Research Analyst positions analyze officer data to
predict possible trends of employee incidents.


2. Administration $0
Convert a temporary Management Assistant II to an ongoing position to continue 0.0
support of the Center for Continuous Improvement Bureau, which focuses on
improving community and internal relationships and identifying process
improvements and efficiencies.

Total Police $0
0.0

TOTAL POSITION CONVERSIONS TO MAINTAIN EXISTING SERVICES $0

0.0




TOTAL PROPOSED GENERAL FUND ADDITIONS $154,794,000
318.2




Page 47
ATTACHMENT B

2021-22

PROPOSED SUPPLEMENTALS
NON-GENERAL FUND

View the Inventory of Programs published online for program details.


Department/Program 2021-22
Total

CLIMATE CHANGE AND HEAT READINESS

Water Services
1. Water Resource Management and Development Planning $724,000
*NEW* Water Conservation: Add staff and equipment to implement Phase II of the 5.0
water conservation plan approved by City Council. The positions are being
requested based on the Water Conservation Ad Hoc Committee recommendation
to expand conservation outreach within the City. Council also adopted the water
conservation metric to reduce the total gallons-per-capita-per-day (GPCD) from
169 to 155 by 2030.

Total Water Services $724,000
5.0

TOTAL CLIMATE CHANGE AND HEAT READINESS $724,000
5.0


AFFORDABLE HOUSING AND HOMELESSNESS

Public Works
1. Education and Enforcement $0
Human Services Campus Cleanup: Add funding to support the coordination and 3.0
expansion of the Human Services Campus Clean-Up service. The request
includes adding one Supervisor and two Solid Waste Equipment Operator
positions, one Rear Loader, one Articulator Loader, and one Trailer positions.
Positions will be in the Solid Waste Division of Public Works.

Total Public Works $0
3.0

TOTAL AFFORDABLE HOUSING AND HOMELESSNESS $0
3.0




Page 48
Department/Program 2021-22
Total

BUILDING COMMUNITY AND RESPONDING TO GROWTH

Planning and Development
1. Residential Plan Review & Inspections $284,000
Add two Construction Permit Specialist II positions and a Plan Review Coordinator 3.0
position to the Residential Plan Review section which has seen a 49% increase in
Single Family Residence plot plan submittals compared to last fiscal year along
with a 90% increase in photovoltaic submittals. Additional staffing resources are
needed to reduce the turnaround times for these reviews and maintain turnaround
times in the future.

2. Commercial Plan Review & Inspections $325,000
Add a Structural Plans Engineer position, a Mechanical Plans Engineer position 3.0
and a Principal Engineering Technician position in the Commercial Plan Review
section due to several large development projects, including the semiconductor
plant project, which is expected to meet strict deadlines to keep the project on
track.

3. Administration $78,000
Add an Accountant I position to support the data reconciliation, analysis and 1.0
reporting of financial data for accounts receivable, accounts payable and
budget/cost recovery. Additional financial analysis support is needed primarily due
to new duties anticipated with the KIVA/SHAPE PHX permitting system
conversion. This position will provide technical/financial expertise and support in
the new SHAPE PHX system to over 50 cash handling staff across various
payment counters and sections within the department.

4. Residential Plan Review & Inspections $116,000
Add a General Inspector II position for the Remote Inspections program. This 1.0
position will be dedicated to the Remote Inspections program but will also be able
to assist with other inspections as needed.

5. Administration $96,000
Add a User Technology Specialist position. IT staff provide day-to-day support for 1.0
more than 500 computer workstations and associated software. This position will
help ensure any service or technical issues are being proactively resolved in order
to minimize customer impact.

6. Administration $60,000
Add a Records Clerk II position to support the scanning of planning, zoning and 1.0
historic preservation files. Increased activity and resulting workloads of planners
supports the need for this position. PDD averages 750 to 1,000 zoning cases
annually. Each of these Zoning adjustment, rezoning and special permit case files
need to be scanned into SIRE database system after the cases are completed.


Total Planning and Development $959,000
10.0




Page 49
Department/Program 2021-22
Total

Public Works
1. Contained Residential Collection $2,012,000
Add funding to support the refuse and recycle collection service growth needed to 4.0
efficiently maintain existing and future service levels. The request is consistent with
the 2019 Solid Waste Rate Advisory Committee and financial plan approved by
Mayor and City Council. Includes adding four Solid Waste Equipment Operator
and four Automated Side Loader positions.

2. Open Landfill $72,000
Add one Equipment Operator IV position to support the citywide growth in solid 1.0
waste tonnage at the SR85 Landfill. This position is needed to reduce overtime,
employee fatigue and operational efficiency.

Total Public Works $2,084,000
5.0

Street Transportation
1. Street Maintenance $0
Add a Senior GIS Technician position in the Geographic Technology Services 1.0
Section to oversee quality control, training, and data research for the GIS land
base information and ensure recorded documents are correctly prepared and
documented for GIS Technicians to map. Position will replace consulting services
resulting in a net zero add.

2. Administration $94,000
Add a Senior GIS Technician position in the Technical Services Section to meet 1.0
the needs of Pavement Management program’s GIS editing and analyses, and the
demand for GIS maps, tools, and services.

3. Various $262,000
Restore two Street Maintenance Foreman III positions and add funding for two 2.0
vehicles. Positions are assigned to the Preventive Maintenance and Street
Cleaning Sections. Six Foreman III positions were eliminated during the recession,
four positions were restored, these are the last two positions. Positions handle day-
to-day operations, provide training on procedures and safe operation of equipment,
and handle administrative responsibilities related to emergency and storm
response.

4. Street Maintenance $77,000
Add an Administrative Aide position in the Field Operations Administration section, 1.0
dispatch function to assist with phone service requests, email, and other
communications from the public, City staff, and other agencies regarding
emergency, non-emergency street maintenance, and non-street related concerns.


Total Street Transportation $433,000
5.0




Page 50
Department/Program 2021-22
Total


TOTAL BUILDING COMMUNITY AND RESPONDING TO GROWTH $3,476,000
20.0


ADMINISTRATIVE ACCOUNTABILITY

Public Works
1. Administration $94,000
Add one Senior Human Resources Analyst position to provide support to the Solid 0.0
Waste divisions. This position is located in the General Fund but will be funded by
the Solid Waste fund and is needed to increase response time, provide supervisor
support, process corrective actions and recruitments.

Total Public Works $94,000
0.0

TOTAL ADMINISTRATIVE ACCOUNTABILITY $94,000
0.0


POSITION CONVERSIONS TO MAINTAIN EXISTING SERVICES

Law
1. Criminal Division - Victim Services Unit $0
Conversion of eleven existing temporary positions to ongoing positions within the 0.0
Law Department's Criminal Division - Victim Services Unit funded by Victims of
Crimes Act (VOCA) Advocacy Services Grant, VOCA Advocate for Victims 50 &
Over Grant and Arizona Governor's Office of Highway Safety (GOHS) Grant.
These positions are of a long-term nature as grants have been awarded
consistently over the past fifteen years.

Total Law $0
0.0

Neighborhood Services
1. Administration $0
Convert a temporary Special Project Administrator position (Grants Compliance 0.0
Administrator) to ongoing status. A continued long term need is 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 to identify strategic opportunities to maximize CDBG funds. This
addition will provide the City with a dedicated position to perform specialized
CDBG compliance and programmatic research and provide recommendations to
City management and Council on initiatives and projects to best meet the diverse
needs of Phoenix neighborhoods.




Page 51
Department/Program 2021-22
Total

2. Targeted Neighborhood Revitalization Programs $0
Convert a temporary Project Manager position and an Accountant II position to 0.0
ongoing status. These positions were originally funded with Neighborhood
Stabilization Program grant funds and support programs to purchase foreclosed or
abandoned homes and multi-family properties at a discount to rehabilitate, resell,
or redevelop these properties in order to stabilize neighborhoods within the City of
Phoenix. The programs are now funded with program income expected from
outstanding 15-30 year loans which must also comply with the HUD federal
funding regulations including regular grant reporting and program administration
for reuse of available funds.

3. Housing Rehab Programs $0
Convert a temporary Housing Rehabilitation Specialist position and a Project 0.0
Manager position to ongoing status. These positions support weatherization grant
programs that provide energy efficient improvements for low-income residents.
The City has continuously received level or increased funding to assist Phoenix
residents and there is no indication of the City not being a continued recipient of
these grant funds.

Total Neighborhood Services $0
0.0

Public Transit
1. Light Rail $0
Convert a temporary Management Assistant II position (Business Assistance 0.0
Coordinator) to ongoing status. This position is responsible for the creation and
implementation of the Small Business Financial Assistance Program Pilot in
conjunction with Valley Metro and the program administrator. This position is
essential for developing programs that support the business communities that
might be impacted by light rail construction and for working with Valley Metro,
business owners and other stakeholders to assure the quality and standards for
the City of Phoenix and Light Rail Business Assistance program are maintained.


2. Light Rail $0
Convert a temporary Economic Development Program Manager position to 0.0
ongoing status. The position is in the construction oversight and coordination
section of the Light Rail Transit Division and is responsible for the implementation
of a quality assurance program, and serves as a liaison for other internal City
departments as it relates to Light Rail operations and construction. The position is
also responsible for making sound engineering determinations to forward the
progress of light rail projects.

Total Public Transit $0
0.0




Page 52
Department/Program 2021-22
Total

Street Transportation
1. Administration $0
Convert a temporary Special Projects Administrator position in the Horizontal 0.0
Project Management (HPM) section to ongoing status to manage the design and
construction staff and the Materials Testing Lab and Survey sections and oversee
the work of design consultants and construction contractors.

2. Transportation and Drainage Design and Construction $70,000
Convert a temporary Chief Construction Inspector and Senior Construction 0.0
Inspector to ongoing status, and add funding for vehicles. Inspectors are
responsible for project management of multiple projects, project and public safety,
adhering and monitoring Americans with Disabilities Act (ADA) Federal
compliance, and addressing citizen concerns and efficient resolution of citizen
complaints related to projects.

Total Street Transportation $70,000
0.0

TOTAL POSITION CONVERSIONS TO MAINTAIN EXISTING SERVICES $70,000
0.0




TOTAL PROPOSED NON-GENERAL FUND ADDITIONS $4,364,000
28.0




Page 53
2019-20 SCHEDULE 1
RESOURCES AND EXPENDITURES BY FUND
ACTUAL
(In Thousands of Dollars)

Resources Expenditures
Beginning Recovery
Fund and Interfund Interfund Debt Ending Fund
Balance Revenue 1/ Proceeds Transfers-In Transfers-Out Total Operating Capital Service Total Balance

General Funds
General Fund 133,580 351,218 5,443 937,469 (109,274) 1,318,436 1,135,541 13,776 - 1,149,317 169,119
Library - 39,624 1,424 - (2,659) 38,389 37,758 631 - 38,389 -
Parks - 15,732 396 76,627 - 92,755 92,755 - - 92,755 -
Cable Television - 10,369 1 - (8,000) 2,370 2,370 - - 2,370 -
Total General Funds 133,580 416,943 7,264 1,014,096 (119,933) 1,451,950 1,268,424 14,407 - 1,282,831 169,119


Special Revenue Funds
Excise Tax - 1,393,827 - - (1,393,827) - - - - - -
Arizona Highway User Revenue 41,347 138,553 11,814 28,000 (31,893) 187,820 75,913 67,422 - 143,336 44,484
Capital Construction 15,992 565 236 8,548 - 25,341 153 4,482 - 4,635 20,705
City Improvement - 19 - 124,980 (1,027) 123,972 - - 123,972 123,972 -
Community Reinvestment 13,274 10,841 1 - (2,065) 22,051 1,104 5,774 - 6,878 15,173
Court Awards (300) 4,873 103 - - 4,676 5,734 - - 5,734 (1,058) 2/
Development Services 70,367 70,424 21 - (4,322) 136,490 60,353 17,416 - 77,768 58,722
Golf 796 6,958 7 - - 7,761 5,630 95 - 5,725 2,036
Neighborhood Protection - Block Watch 4,857 287 - 1,812 (5) 6,950 1,519 - - 1,519 5,431
Neighborhood Protection - Fire 4,636 676 - 9,058 (27) 14,343 9,683 - - 9,683 4,659
Neighborhood Protection - Police 15,459 1,657 - 25,363 (472) 42,008 29,563 - - 29,563 12,445
Parks and Preserves 63,604 3,394 187 38,331 (108) 105,407 5,638 33,677 - 39,315 66,092
Public Safety Enhancement - Fire 10,998 752 - 9,112 - 20,861 9,559 - - 9,559 11,303
Public Safety Enhancement - Police 13,078 866 - 14,866 (356) 28,454 18,191 - - 18,191 10,263
Public Safety Expansion - Fire 6,102 941 - 14,493 (166) 21,370 13,306 - - 13,306 8,064
Public Safety Expansion - Police 30,255 4,690 - 57,971 (926) 91,991 67,186 - - 67,186 24,806
Regional Transit (7,529) 43,148 128 - - 35,748 34,263 6,964 - 41,228 (5,480) 3/
Regional Wireless Cooperative 1,823 4,602 9 188 (188) 6,434 4,636 - - 4,636 1,798
Secondary Property Tax 100 111,103 - 5,107 - 116,310 - - 116,210 116,210 100
Sports Facilities 52,882 5,379 9 18,476 (6,238) 70,509 2,788 6,941 - 9,729 60,780
Transit 2000 4/ (699) 18 447 713 (478) - - - - - -
Transportation 2050 4/ 158,917 44,650 7,522 248,327 (73,197) 386,218 192,013 32,608 - 224,621 161,597
Other Restricted 90,732 37,848 404 31,767 (6,036) 154,717 50,955 2,070 - 53,025 101,692
Grants and Public Housing 29,009 305,608 1,314 1,274 (1,623) 335,582 260,818 46,654 - 307,472 28,110
Total Special Revenue Funds 615,701 2,191,680 22,202 638,386 (1,522,954) 1,945,013 849,006 224,103 240,183 1,313,292 631,721


Enterprise Funds
Aviation 272,617 362,345 1,980 454,260 (337,921) 753,281 259,333 20,366 91,827 371,526 381,755
Convention Center 58,271 21,155 560 62,201 (10,497) 131,690 51,449 3,741 19,952 75,142 56,548
Solid Waste 33,349 155,730 5,719 - (9,385) 185,414 142,140 4,305 14,041 160,486 24,927
Wastewater 85,045 252,665 2,288 77,068 (86,611) 330,455 101,251 26,196 72,806 200,253 130,202
Water 90,191 454,116 4,645 147,266 (171,361) 524,857 217,710 65,435 128,287 411,432 113,425
Total Enterprise Funds 539,474 1,246,010 15,193 740,795 (615,775) 1,925,697 771,884 120,044 326,912 1,218,840 706,857


GRAND TOTAL 1,288,755 3,854,633 44,658 2,393,277 (2,258,662) 5,322,659 2,889,314 358,554 567,095 3,814,963 1,507,696

1/ General fund sales tax revenue is reflected as a transfer-in from the excise tax fund. Total transfer equates to $890.4 million, and is included in the General Funds revenue total of $1,307.4 million
shown on Schedule 2.
2/ The negative balance in Court Awards is due to the timing of reimbursements for the Records Management System (RMS).
3/ The negative balance in Regional Transit is due to the timing of reimbursements for project costs from the regional transportation plan (Proposition 400).
4/ The Transportation 2050 sales tax (Proposition 104) was established by the voters effective January 1, 2016 and increased the Transit 2000 sales tax (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.




Page 54
2020-21 SCHEDULE 1
RESOURCES AND EXPENDITURES BY FUND
PROPOSED ESTIMATE
(In Thousands of Dollars)

Resources Expenditures
Beginning Recovery
Fund and Interfund Interfund Debt Ending Fund
Balance Revenue 1/ Proceeds Transfers-In Transfers-Out Total Operating Capital Service Total Balance

General Funds
General Fund 169,119 405,226 1,000 1,049,574 (145,284) 1,479,634 1,207,319 27,551 - 1,234,870 244,765
Library - 42,314 - 1,287 (2,619) 40,981 40,026 955 - 40,981 -
Parks - 14,489 - 84,212 - 98,701 95,701 3,000 - 98,701 -
Cable Television - 9,600 - - (6,904) 2,696 2,696 - - 2,696 -
Total General Funds 169,119 471,630 1,000 1,135,072 (154,807) 1,622,013 1,345,743 31,506 - 1,377,249 244,765


Special Revenue Funds
Excise Tax - 1,473,964 - - (1,473,964) - - - - - -
Arizona Highway User Revenue 44,484 142,879 691 - (3,793) 184,261 81,714 84,191 - 165,905 18,355
Capital Construction 20,705 45 468 7,992 - 29,210 140 19,453 - 19,593 9,617
City Improvement - - 351 59,384 (1,028) 58,706 - - 58,706 58,706 -
Community Reinvestment 15,173 5,938 75 2,800 (2,064) 21,922 2,181 6,244 - 8,426 13,497
Court Awards (1,058) 5,608 9 - - 4,559 4,393 - - 4,393 167
Development Services 58,722 69,500 160 - (4,440) 123,942 66,475 15,356 - 81,831 42,111
Golf 2,036 8,439 1 - - 10,476 7,364 593 - 7,957 2,519
Neighborhood Protection - Block Watch 5,431 236 - 1,913 (10) 7,571 1,749 - - 1,749 5,822
Neighborhood Protection - Fire 4,659 965 - 9,565 (50) 15,140 10,827 - - 10,827 4,313
Neighborhood Protection - Police 12,445 2,232 5 26,780 (701) 40,760 27,125 - - 27,125 13,635
Parks and Preserves 66,092 1,627 - 43,903 (201) 111,421 5,929 68,566 - 74,496 36,926
Public Safety Enhancement - Fire 11,303 1,128 - 9,265 - 21,696 11,723 - - 11,723 9,973
Public Safety Enhancement - Police 10,263 1,299 2 15,116 (416) 26,264 17,173 - - 17,173 9,091
Public Safety Expansion - Fire 8,064 1,337 - 15,304 (225) 24,480 16,309 - - 16,309 8,171
Public Safety Expansion - Police 24,806 6,807 3 61,213 (1,214) 91,615 65,735 - - 65,735 25,880
Regional Transit (5,480) 30,439 14 2,000 - 26,973 15,364 11,238 - 26,603 371
Regional Wireless Cooperative 1,798 5,543 199 - - 7,539 5,947 - - 5,947 1,592
Secondary Property Tax 100 118,215 - 10,631 - 128,946 - - 128,846 128,846 100
Sports Facilities 60,780 4,313 130 11,905 (14,655) 62,474 3,120 7,060 - 10,180 52,294
Transportation 2050 2/ 161,597 15,855 1,263 261,183 (5,842) 434,056 120,323 78,619 - 198,942 235,114
Other Restricted 101,692 20,019 378 23,652 (17,136) 128,605 52,701 8,769 - 61,470 67,135
Grants and Public Housing 28,110 554,179 482 - (270) 582,500 491,317 66,232 - 557,549 24,951
Total Special Revenue Funds 631,721 2,470,568 4,231 562,606 (1,526,010) 2,143,116 1,007,609 366,322 187,552 1,561,483 581,633


Enterprise Funds
Aviation 381,755 426,477 5,220 84,800 (12,306) 885,945 353,029 96,897 126,449 576,375 309,570
Convention Center 56,548 3,557 949 50,420 (3,944) 107,530 49,003 9,779 20,639 79,422 28,108
Solid Waste 24,927 182,178 3,077 - (10,114) 200,068 158,968 7,402 14,977 181,347 18,721
Wastewater 130,202 253,208 2,714 28,581 (45,151) 369,555 111,243 32,330 71,783 215,355 154,200
Water 113,425 502,979 4,137 15,079 (41,545) 594,074 229,793 71,776 136,908 438,476 155,598
Total Enterprise Funds 706,857 1,368,400 16,097 178,880 (113,060) 2,157,173 902,037 218,184 370,756 1,490,976 666,198


GRAND TOTAL 1,507,696 4,310,598 21,327 1,876,558 (1,793,877) 5,922,303 3,255,388 616,012 558,308 4,429,708 1,492,595

1/ General fund sales tax revenue is reflected as a transfer-in from the excise tax fund. Total transfer equates to $960.5 million, and is included in the General Funds revenue total of $1,432.1 million
shown on Schedule 2.
2/ The Transportation 2050 sales tax (Proposition 104) was established by the voters effective January 1, 2016 and increased the Transit 2000 sales tax (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.




Page 55
2021-22 SCHEDULE 1
RESOURCES AND EXPENDITURES BY FUND
PROPOSED BUDGET
(In Thousands of Dollars)

Resources Expenditures
Beginning Recovery
Fund and Interfund Interfund Debt Ending Fund
Balance Revenue 1/ Proceeds Transfers-In Transfers-Out Total Operating Capital Service Total Balance

General Funds
General Fund 244,765 314,884 1,000 1,021,545 (131,740) 1,450,454 1,426,402 24,052 - 1,450,454 -
Library - 45,248 - 2,119 (2,546) 44,820 43,865 955 - 44,820 -
Parks - 15,816 - 93,358 - 109,174 109,174 - - 109,174 -
Cable Television - 9,600 - - (6,431) 3,169 3,169 - - 3,169 -
Total General Funds 244,765 385,547 1,000 1,117,023 (140,717) 1,607,617 1,582,611 25,007 - 1,607,617 -


Special Revenue Funds
Excise Tax - 1,516,161 - - (1,516,161) - - - - - -
Arizona Highway User Revenue 18,355 149,715 691 - (892) 167,869 89,856 67,851 - 157,707 10,162
Capital Construction 9,617 222 236 7,370 - 17,444 140 9,260 - 9,400 8,044
City Improvement - - - 71,447 (1,026) 70,421 - - 70,421 70,421 -
Community Reinvestment 13,497 5,863 1 4,845 (2,221) 21,985 2,128 6,947 - 9,075 12,909
Court Awards 167 5,296 2 - - 5,464 5,464 - - 5,464 1
Development Services 42,111 71,428 14 - (4,440) 109,113 81,906 803 - 82,709 26,403
Golf 2,519 6,794 - - - 9,312 6,224 - - 6,224 3,089
Neighborhood Protection - Block Watch 5,822 236 - 2,011 (9) 8,060 2,114 - - 2,114 5,946
Neighborhood Protection - Fire 4,313 37 - 10,053 (48) 14,355 11,063 - - 11,063 3,292
Neighborhood Protection - Police 13,635 132 - 28,150 (696) 41,222 32,494 - - 32,494 8,728
Parks and Preserves 36,926 1,852 - 40,369 (193) 78,954 6,479 25,801 - 32,279 46,675
Public Safety Enhancement - Fire 9,973 - - 9,388 - 19,361 11,104 - - 11,104 8,257
Public Safety Enhancement - Police 9,091 - - 15,318 (416) 23,993 19,378 - - 19,378 4,615
Public Safety Expansion - Fire 8,171 82 - 16,086 (222) 24,117 17,613 - - 17,613 6,504
Public Safety Expansion - Police 25,880 239 - 64,342 (1,201) 89,260 79,093 - - 79,093 10,167
Regional Transit 371 36,334 14 - - 36,718 24,998 11,211 - 36,209 509
Regional Wireless Cooperative 1,592 5,515 9 - - 7,116 5,485 - - 5,485 1,632
Secondary Property Tax 100 123,686 650 5,379 - 129,814 - - 129,714 129,714 100
Sports Facilities 52,294 4,240 1 16,604 (15,415) 57,724 22,690 2,393 - 25,083 32,641
Transportation 2050 2/ 235,114 27,973 - 274,396 (21,192) 516,291 91,311 83,643 - 174,954 341,337
Other Restricted 67,135 31,622 32 34,824 (7,541) 126,072 66,468 12,038 - 78,505 47,567
Grants and Public Housing 24,951 1,001,105 74 - (274) 1,025,856 912,952 91,159 - 1,004,111 21,745
Total Special Revenue Funds 581,633 2,988,531 1,724 600,583 (1,571,948) 2,600,523 1,488,959 311,106 200,135 2,000,200 600,323


Enterprise Funds
Aviation 309,570 412,546 1,781 32,747 (10,290) 746,355 372,968 61,407 87,281 521,656 224,699
Convention Center 28,108 18,800 61 57,196 (3,801) 100,365 48,880 3,826 20,763 73,470 26,895
Solid Waste 18,721 189,870 268 - (9,802) 199,057 171,647 12,010 15,227 198,883 174
Wastewater 154,200 254,696 1,222 30,004 (47,712) 392,410 128,461 71,659 71,389 271,510 120,900
Water 155,598 487,697 2,099 17,737 (46,103) 617,028 261,694 125,713 153,620 541,027 76,001
Total Enterprise Funds 666,198 1,363,609 5,431 137,685 (117,708) 2,055,215 983,649 274,616 348,280 1,606,546 448,669


GRAND TOTAL 1,492,595 4,737,687 8,155 1,855,290 (1,830,372) 6,263,355 4,055,219 610,729 548,415 5,214,363 1,048,992

1/ General fund sales tax revenue is reflected as a transfer-in from the excise tax fund. Total transfer equates to $970.2 million, and is included in the General Funds revenue total of $1,355.8 million
shown on Schedule 2.
2/ The Transportation 2050 sales tax (Proposition 104) was established by the voters effective January 1, 2016 and increased the Transit 2000 sales tax (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.




Page 56
SCHEDULE 2
PROPOSED REVENUES BY MAJOR SOURCE
(In Thousands of Dollars)


Percent Increase/ Percent Increase/
2019-20 2020-21 Decrease from 2021-22 Decrease from
Revenue Source Actuals Estimate 2019-20 Actuals Budget 2020-21 Estimate


GENERAL FUND


Local Taxes and Related Fees
Local Sales Tax 479,705 505,957 5.5% 528,111 4.4%
Privilege License Fees 2,436 2,800 14.9% 2,800 0.0%
Other General Fund Excise Taxes 18,837 19,106 1.4% 19,286 0.9%
Subtotal 500,978 527,863 5.4% 550,197 4.2%


State Shared Revenues
Sales Tax 171,927 189,898 10.5% 197,945 4.2%
State Income Tax 214,697 240,237 11.9% 219,316 -8.7%
Vehicle License Tax 70,484 75,200 6.7% 79,100 5.2%
Subtotal 457,108 505,335 10.6% 496,361 -1.8%


Primary Property Tax 170,210 179,950 5.7% 191,294 6.3%


User Fees/Other Revenue
Licenses & Permits 2,812 2,502 -11.0% 2,771 10.8%
Cable Communications 10,369 9,600 -7.4% 9,600 0.0%
Fines and Forfeitures 10,734 8,918 -16.9% 8,956 0.4%
Court Default Fee 1,310 1,216 -7.2% 1,451 19.3%
Fire 49,893 45,685 -8.4% 50,098 9.7%
Hazardous Materials Inspection Fee 1,408 1,400 -0.6% 1,500 7.1%
Library Fees 371 204 -45.0% 483 +100%
Parks and Recreation 5,453 3,461 -36.5% 4,093 18.3%
Planning 1,589 1,387 -12.7% 1,497 7.9%
Police 14,848 12,975 -12.6% 13,108 1.0%
Street Transportation 6,155 6,145 -0.2% 6,481 5.5%
Other Service Charges 22,519 13,589 -39.7% 15,306 12.6%
Other 3,067 2,674 -12.8% 2,579 -3.6%
Subtotal 130,528 109,756 -15.9% 117,923 7.4%

Coronavirus Relief Fund 1/ 48,533 109,225 +100% - -100.0%

TOTAL GENERAL FUNDS 1,307,357 1,432,129 9.5% 1,355,775 -5.3%




Page 57
SCHEDULE 2
PROPOSED REVENUES BY MAJOR SOURCE (Continued)
(In Thousands of Dollars)


Percent Increase/ Percent Increase/
2019-20 2020-21 Decrease from 2021-22 Decrease from
Revenue Source Actuals Estimate 2019-20 Actuals Budget 2020-21 Estimate


SPECIAL REVENUE FUNDS
Neighborhood Protection 38,853 41,691 7.3% 40,619 -2.6%
2007 Public Safety Expansion 78,096 84,663 8.4% 80,749 -4.6%
Public Safety Enhancement 25,596 26,808 4.7% 24,706 -7.8%
Parks and Preserves 39,627 39,886 0.7% 42,066 5.5%
Transit 2000 2/ 18 - -100.0% - NA
2/
Transportation 2050 292,242 277,038 -5.2% 302,368 9.1%
Court Awards 4,872 5,608 15.1% 5,296 -5.6%
Development Services 70,425 69,500 -1.3% 71,428 2.8%
Capital Construction 9,113 7,835 -14.0% 7,592 -3.1%
Sports Facilities 22,829 15,190 -33.5% 19,818 30.5%
Arizona Highway User Revenue 138,553 142,879 3.1% 149,715 4.8%
Regional Transit Revenues 43,148 30,439 -29.5% 36,334 19.4%
Community Reinvestment 10,841 5,938 -45.2% 5,863 -1.3%
Secondary Property Tax 111,103 118,215 6.4% 123,686 4.6%
Impact Fee Program Administration 524 515 -1.7% 525 1.9%
Regional Wireless Cooperative 4,602 5,543 20.4% 5,515 -0.5%
Golf Courses 6,958 8,439 21.3% 6,794 -19.5%
City Improvement Fund 19 - -100.0% - NA
Other Restricted Revenues 42,976 25,283 -41.2% 36,929 46.1%
Grants
Public Housing Grants 93,470 109,733 17.4% 105,745 -3.6%
Human Services Grants 56,629 96,447 70.3% 86,581 -10.2%
Community Development 15,289 46,530 +100% 66,287 42.5%
Criminal Justice 7,921 14,660 85.1% 18,876 28.8%
Public Transit Grants 64,026 150,779 +100% 215,151 42.7%
Other Grants 68,270 136,030 99.3% 508,465 +100%
Subtotal - Grants 305,605 554,179 81.3% 1,001,105 80.6%


SUBTOTAL SPECIAL REVENUE FUNDS 1,246,000 1,459,649 17.1% 1,961,108 34.4%


ENTERPRISE FUNDS
Aviation 362,346 426,477 17.7% 412,547 -3.3%
Water System 454,115 502,979 10.8% 487,696 -3.0%
Wastewater System 252,664 253,208 0.2% 254,696 0.6%
Solid Waste 155,730 182,178 17.0% 189,869 4.2%
Convention Center 76,421 53,978 -29.4% 75,996 40.8%


SUBTOTAL ENTERPRISE FUNDS 1,301,276 1,418,820 9.0% 1,420,804 0.1%
TOTAL ALL OPERATING FUNDS 3,854,633 4,310,598 11.8% 4,737,687 9.9%

1/ Coronavirus Relief Fund (CRF) is a one-time resource received from the federal government. It is approved by the City Council to offset

public safety salaries as permitted by the Federal guidelines.

2/ The Transportation 2050 sales tax (Proposition 104) was established by the voters effective January 1, 2016 and increased the Transit

2000 sales tax (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.


Page 58
SCHEDULE 3
PROPOSED OPERATING EXPENDITURES BY DEPARTMENT1/
(In Thousands of Dollars)



Percent Change from
2019-20 2020-21 2021-22 2020-21
Actuals Budget Estimate Budget Budget Estimate

General Government
Mayor's Office 1,624 2,244 2,258 2,323 3.5% 2.9%
City Manager's Office 2,433 6,307 13,741 8,826 39.9% -35.8%
City Auditor 2,523 3,205 2,912 3,174 -1.0% 9.0%
Information Technology Services 46,980 53,181 68,804 60,974 14.7% -11.4%
Equal Opportunity 2,308 3,341 2,968 3,453 3.4% 16.3%
City Clerk 4,528 7,285 6,336 7,475 2.6% 18.0%
Human Resources 12,258 13,528 22,650 19,762 46.1% -12.7%
Retirement Systems - - - - 0.0% 0.0%

Phoenix Employment Relations Board 104 107 140 124 15.9% -11.4%

Law 5,802 6,390 6,074 6,737 5.4% 10.9%

Budget and Research 3,333 3,975 3,823 4,311 8.5% 12.8%

Regional Wireless Cooperative 4,636 5,118 5,947 5,485 7.2% -7.8%
Finance 28,749 30,158 41,131 33,541 11.2% -18.5%
Communications Office 2,446 2,780 2,740 3,159 13.7% 15.3%
Government Relations 4,291 1,541 1,514 1,259 -18.3% -16.8%

Total General Government 126,039 144,603 186,437 166,180 14.9% -10.9%


Public Safety
Police 708,888 743,792 719,962 786,708 5.8% 9.3%
Fire 393,757 413,812 416,986 462,262 11.7% 10.9%
Homeland Security & Emergency Management 980 1,287 708 690 -46.4% -2.5%

Total Public Safety 1,103,625 1,158,891 1,137,656 1,249,660 7.8% 9.8%


Criminal Justice
City Prosecutor 17,283 21,416 20,578 19,210 -10.3% -6.6%
Municipal Court 32,376 35,136 34,376 37,489 6.7% 9.1%
Public Defender 5,327 5,380 5,373 5,634 4.7% 4.9%

Total Criminal Justice 54,986 61,932 60,327 62,334 0.6% 3.3%


Transportation
Street Transportation 98,378 104,841 104,914 115,853 10.5% 10.4%
Aviation 258,733 468,150 352,359 352,246 -24.8% 0.0%
Public Transit 253,972 280,022 241,369 277,014 -1.1% 14.8%

Total Transportation 611,082 853,013 698,643 745,113 -12.6% 6.7%




Page 59
SCHEDULE 3 (Continued)
PROPOSED OPERATING EXPENDITURES BY DEPARTMENT1/
(In Thousands of Dollars)



Percent Change from
2019-20 2020-21 2021-22 2020-21
Actuals Budget Estimate Budget Budget Estimate

Community Development
Planning and Development 64,824 72,794 71,815 81,254 11.6% 13.1%
Housing 96,702 117,938 111,780 113,507 -3.8% 1.5%
Community and Economic Development 15,848 13,183 21,821 13,882 5.3% -36.4%
Neighborhood Services 45,778 63,556 75,640 82,998 30.6% 9.7%

Total Community Development 223,152 267,471 281,055 291,641 9.0% 3.8%


Community Enrichment
Office of Arts and Culture 3,871 4,661 6,951 4,773 2.4% -31.3%
Parks and Recreation 107,259 117,482 112,702 124,443 5.9% 10.4%
Library 38,565 41,958 41,504 44,860 6.9% 8.1%
Phoenix Convention Center 53,680 60,860 51,413 48,223 -20.8% -6.2%
Human Services 85,644 100,447 160,315 147,633 47.0% -7.9%

Total Community Enrichment 289,018 325,408 372,885 369,932 13.7% -0.8%


Environmental Services
Office of Sustainability 425 656 680 910 38.7% 33.9%
Environmental Programs 1,300 1,449 3,756 1,997 37.8% -46.8%
Public Works 19,006 18,598 23,222 23,368 25.6% 0.6%
Solid Waste Disposal 141,943 158,908 158,768 170,439 7.3% 7.4%
Water Services 318,738 341,893 340,636 364,980 6.8% 7.1%

Total Environmental Services 481,411 521,505 527,062 561,694 7.7% 6.6%


Non-Departmental Operating
Contingencies - 124,096 - 203,664 64.1% +100%
Other Non-Departmental2/ - 256,400 (8,677) 405,000 58.0% +100%

Total Non-Departmental Operating - 380,496 (8,677) 608,664 60.0% +100%


Total 2,889,314 3,713,320 3,255,388 4,055,219 9.2% 24.6%


1 / For purposes of this schedule, department budget allocations include Grants and City Improvement debt service payments.

2/ Other Non-Departmental consists of the Coronavirus Aid, Relief, and Economic Security Act (CARES) Coronavirus Relief Fund, the American

Rescue Plan Act (ARPA) Fund and Unassigned Vacancy Savings.




Page 60
SCHEDULE 4
2021-22 PROPOSED OPERATING EXPENDITURES BY DEPARTMENT1/
BY SOURCE OF FUNDS
(In Thousands of Dollars)

Special
General
Total Revenue Enterprise
Funds
Funds Funds

General Government
Mayor's Office 2,323 2,323 - -
City Manager's Office 8,826 8,111 494 222
City Auditor 3,174 3,174 - -
Information Technology Services 60,974 60,150 87 737
Equal Opportunity 3,453 2,875 579 -
City Clerk 7,475 7,475 - -
Human Resources 19,762 19,275 487 -
Retirement Systems - - - -
Phoenix Employment Relations Board 124 124 - -
Law 6,737 6,737 - -
Budget and Research 4,311 4,311 - -
Regional Wireless Cooperative 5,485 - 5,485 -
Finance 33,541 29,715 1,733 2,093
Communications Office 3,159 3,159 - -
Government Relations 1,259 1,259 - -

Total General Government 166,180 154,264 8,864 3,052


Public Safety
Police 786,708 611,239 175,469 -
Fire 462,262 388,358 73,904 -
Homeland Security & Emergency Management 690 133 557 -

Total Public Safety 1,249,660 999,730 249,930 -


Criminal Justice
City Prosecutor 19,210 17,127 2,083 -
Municipal Court 37,489 34,224 3,265 -
Public Defender 5,634 5,634 - -

Total Criminal Justice 62,334 56,986 5,348 -


Transportation
Street Transportation 115,853 21,639 94,215 -
Aviation 352,246 - - 352,246
Public Transit 277,014 1,838 275,176 -

Total Transportation 745,113 23,476 369,391 352,246




Page 61
SCHEDULE 4 (Continued)
2021-22 PROPOSED OPERATING EXPENDITURES BY DEPARTMENT1/
BY SOURCE OF FUNDS
(In Thousands of Dollars)

Special
General
Total Revenue Enterprise
Funds
Funds Funds

Community Development
Planning and Development 81,254 5,173 76,081 -
Housing 113,507 1,772 111,734 -
Community and Economic Development 13,882 6,884 6,388 610
Neighborhood Services 82,998 15,515 67,483 -

Total Community Development 291,641 29,344 261,686 610


Community Enrichment
Office of Arts and Culture 4,773 4,726 47 -
Parks and Recreation 124,443 108,229 16,214 -
Library 44,860 43,865 995 -
Phoenix Convention Center 48,223 2,292 555 45,376
Human Services 147,633 22,051 125,202 380

Total Community Enrichment 369,932 181,164 143,012 45,756


Environmental Services
Office of Sustainability 910 474 436 -
Environmental Programs 1,997 1,280 285 431
Public Works 23,368 22,728 641 -
Solid Waste Disposal 170,439 - - 170,439
Water Services 364,980 - 2,366 362,615

Total Environmental Services 561,694 24,482 3,727 533,485


Non-Departmental Operating
Contingencies 203,664 124,164 31,000 48,500
Other Non-Departmental2/ 405,000 (11,000) 416,000 -

Total Non-Departmental Operating 608,664 113,164 447,000 48,500


Total 4,055,219 1,582,611 1,488,959 983,649



1/ For purposes of this schedule, department budget allocations include Grants and City Improvement debt service

payments.
2/ Other Non-Departmental consists of the American Rescue Plan Act (ARPA) Fund and Unassigned Vacancy

Savings.




Page 62
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Page 64
SCHEDULE 6
SUMMARY OF PRELIMINARY 2021-22 CAPITAL IMPROVEMENT PROGRAM
FINANCED BY OPERATING FUNDS
(In Thousands of Dollars)
2021-22
2019-20 2020-21 Proposed
Actuals Estimate Budget

Use of Funds

Aviation 20,335 96,651 60,868
Economic Development 8,167 9,935 8,648
Environmental Programs 333 250 250
Facilities Management 12,573 15,707 16,468
Fire Protection - 4,120 11,081
Historic Preservation & Planning 17,301 14,498 -
Housing 4,146 20,098 30,064
Information Technology 2,342 5,247 9,680
Libraries 631 955 955
Neighborhood Services 2,026 6,025 8,100
Parks, Recreation & Mountain Preserves 38,698 75,547 27,650
Phoenix Convention Center 6,428 12,705 3,985
Public Art Program 137 2,355 1,571
Public Transit 55,433 104,154 102,646
Solid Waste Disposal 4,243 7,049 10,085
Street Transportation & Drainage 94,466 137,503 121,345
Wastewater 26,050 31,960 69,595
Water 65,245 71,254 127,740
Total Operating Funds 358,554 616,012 610,729

Source of Funds

General Funds
General Fund 13,776 27,551 24,052
Library 631 955 955
Parks - 3,000 -
Total General Funds 14,407 31,506 25,007

Special Revenue Funds
Arizona Highway User Revenue 67,422 84,191 67,851
Capital Construction 4,482 19,453 9,260
Community Reinvestment 5,774 6,244 6,947
Development Services 17,416 15,356 803
Golf 95 593 -
Grants and Public Housing 46,654 66,232 91,159
Other Restricted 2,070 8,769 12,038
Parks and Preserves 33,677 68,566 25,801
Regional Transit 6,964 11,238 11,211
Sports Facilities 6,941 7,060 2,393
Transportation 2050 32,608 78,619 83,643
Total Special Revenue Funds 224,103 366,322 311,106

Enterprise Funds
Aviation 20,366 96,897 61,407
Convention Center 3,741 9,779 3,826
Solid Waste 4,305 7,402 12,010
Wastewater 26,196 32,330 71,659
Water 65,435 71,776 125,713
Total Enterprise Funds 120,044 218,184 274,616

Total Operating Funds 358,554 616,012 610,729




Page 65
SCHEDULE 7
PROPOSED INTERFUND TRANSFERS TO THE GENERAL FUND
(In Thousands of Dollars)

2021-22
2019-20 2020-21 Increase/
Actuals Estimate Budget (Decrease)
Transfers to the General Fund

Enterprise Funds
Aviation
Central Service Cost Allocation 9,736 10,117 10,117 -

Water Funds
Central Service Cost Allocation 8,511 10,014 10,014 -
In-Lieu Property Taxes 15,585 16,367 18,650 2,283
Total 24,096 26,381 28,664 2,283

Wastewater Funds
Central Service Cost Allocation 5,674 6,676 6,676 -
In-Lieu Property Taxes 9,579 9,834 10,962 1,128
Total 15,253 16,510 17,638 1,128

Solid Waste
Central Service Cost Allocation 6,153 6,952 6,952 -
In-Lieu Property Taxes 1,311 1,256 1,424 168
Total 7,464 8,208 8,376 168

Convention Center
Central Service Cost Allocation 2,944 3,044 3,044 -



Total From Enterprise Funds 59,493 64,260 67,839 3,579




Page 66
SCHEDULE 7
PROPOSED INTERFUND TRANSFERS TO THE GENERAL FUND (Continued)
(In Thousands of Dollars)
2021-22
2019-20 2020-21 Increase/
Actuals Estimate Budget (Decrease)
Special Revenue Funds
Excise
Transfer to General Fund 890,414 960,500 970,229 9,729

Development Services
Central Service Cost Allocation 4,322 4,440 4,440 -

Sports Facilities
Central Service Cost Allocation 174 148 148 -
Phoenix Union Parking Maintenance 79 79 79 -
Total 253 227 227 -

Public Housing In-Lieu Property Taxes 279 200 200 -
ASU Facilities Operations Fund 781 169 128 (41)
Downtown Community Reinvestment Fund 2,065 2,064 2,065 1
Human Trafficking Prevention Fund 2 - - -
T2050 Central Service Costs 985 1,063 1,063 -
Neighborhood Protection Central Service Costs 396 561 561 -
Public Safety Enhancement Central Service Costs 356 416 416 -
Public Safety Expansion Central Service Costs 871 1,037 1,037 -
Housing Central Office Central Service Costs 310 371 371 -
Other Restricted - Sale of Land 1,000 6,865 - (6,865)
Library Reserve Fund - 1,286 1,753 467

Total From Special Revenue Funds 902,034 979,199 982,490 3,291

Total Transfers to the General Fund 961,527 1,043,459 1,050,329 6,870

Transfers from the General Fund

Strategic Economic Development Fund (1,000) (1,000) (1,200) (200)
Public Safety Other Restricted Fund (16,000) (16,000) (17,000) (1,000)
Public Safety Pension Reserve Fund (5,500) (1,000) (1,000) -
Other Restricted (509) - - -
Aviation-Emergency Transportation Services (248) - (125) (125)
Community Facilities Districts-Restricted Fund (207) (279) (262) 17
Enhanced Municipal Services District Fund (454) - - -
Aerial Fleet Capital Reserve Fund - (5,000) (7,000) (2,000)
Fire SCBA Sinking Fund - - (10,000) (10,000)
Library Reserve Fund (248) - - -
Retiree Rate Stabilization Fund (1,027) (1,028) (1,026) 2
Infrastructure Repayment Agreements (574) (1,369) (1,427) (58)
City Improvement - Library (115) (112) (39) 73
City Improvement (41,482) (37,407) (34,943) 2,464

Total Transfers from the General Fund (67,364) (63,195) (74,022) (10,827)

Net Transfers to the General Fund 894,163 980,264 976,307 (3,957)




Page 67
SCHEDULE 8
PROPOSED POSITIONS BY DEPARTMENT
Number of Full Time Equivalent Positions


Estimate Budget
2019-20 2020-21 2020-21 2021-22
less less
Actual Adopted Estimate Budget
Adopted Estimate

General Government
Mayor's Office 13.0 13.0 15.3 2.3 14.3 (1.0)
City Manager's Office 20.5 21.5 27.9 6.4 33.9 6.0
City Auditor 25.4 25.4 25.4 0.0 25.4 0.0
Information Technology Services 200.0 201.0 206.0 5.0 209.0 3.0
Equal Opportunity 27.0 27.0 27.0 0.0 27.0 0.0
City Clerk 51.5 51.5 51.5 0.0 51.5 0.0
Human Resources 112.7 112.7 117.7 5.0 118.7 1.0
Retirement Systems 16.0 16.0 16.0 0.0 16.0 0.0
Phoenix Employment Relations Board 1.0 1.0 1.0 0.0 1.0 0.0
Law 65.0 65.0 66.0 1.0 67.0 1.0
Budget and Research 24.0 24.0 25.0 1.0 25.0 0.0
Regional Wireless Cooperative 4.0 4.0 4.0 0.0 4.0 0.0
Finance 213.0 213.0 215.0 2.0 214.0 (1.0)
Communications Office 19.1 19.1 19.1 0.0 20.1 1.0
Government Relations 7.0 7.0 5.0 (2.0) 5.0 0.0

Total General Government 832.2 834.2 853.9 19.7 863.9 10.0


Public Safety
Police 4,363.6 4,360.6 4,363.6 3.0 4,436.6 73.0
Fire 2,089.8 2,091.8 2,127.8 36.0 2,277.7 149.9
Homeland Security & Emergency Management 9.0 9.0 7.0 (2.0) 7.0 0.0

Total Public Safety 6,462.4 6,461.4 6,498.4 37.0 6,721.3 222.9


Criminal Justice
City Prosecutor 147.0 147.0 148.0 1.0 148.0 0.0
Municipal Court 274.0 274.0 274.0 0.0 279.0 5.0
Public Defender 11.0 11.0 11.0 0.0 11.0 0.0

Total Criminal Justice 432.0 432.0 433.0 1.0 438.0 5.0


Transportation
Street Transportation 721.0 721.0 728.0 7.0 734.0 6.0
Aviation 890.0 890.0 889.0 (1.0) 889.0 0.0
Public Transit 120.0 120.0 121.0 1.0 121.0 0.0

Total Transportation 1,731.0 1,731.0 1,738.0 7.0 1,744.0 6.0




Page 68
SCHEDULE 8 (Continued)
PROPOSED POSITIONS BY DEPARTMENT
Number of Full Time Equivalent Positions


Estimate Budget
2019-20 2020-21 2020-21 2021-22
less less
Actual Adopted Estimate Budget
Adopted Estimate

Community Development
Planning and Development 444.8 444.8 467.8 23.0 480.8 13.0
Housing 129.0 134.0 126.0 (8.0) 126.0 0.0
Community and Economic Development 57.0 57.0 57.0 0.0 59.0 2.0
Neighborhood Services 190.0 189.0 190.0 1.0 191.0 1.0

Total Community Development 820.8 824.8 840.8 16.0 856.8 16.0


Community Enrichment
Office of Arts and Culture 11.0 11.0 11.0 0.0 11.0 0.0
Parks and Recreation 1,013.1 1,014.1 1,017.0 2.9 1,050.0 33.0
Library 401.3 401.3 397.8 (3.5) 402.8 5.0
Phoenix Convention Center 220.0 220.0 219.0 (1.0) 219.0 0.0
Human Services 391.0 391.0 392.0 1.0 395.0 3.0

Total Community Enrichment 2,036.4 2,037.4 2,036.8 (0.6) 2,077.8 41.0


Environmental Services
Office of Sustainability 5.0 5.0 5.0 0.0 4.0 (1.0)
Environmental Programs 10.0 10.0 10.0 0.0 11.0 1.0
Public Works 426.0 426.0 431.0 5.0 443.0 12.0
Solid Waste Disposal 603.0 609.0 625.5 16.5 633.5 8.0
Water Services 1,485.0 1,487.0 1,480.0 (7.0) 1,485.0 5.0

Total Environmental Services 2,529.0 2,537.0 2,551.5 14.5 2,576.5 25.0


Total 14,843.8 14,857.8 14,952.4 94.6 15,278.3 325.9




Page 69
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Page 71
SCHEDULE 10
SUMMARY OF PRELIMINARY 2021-22 CAPITAL IMPROVEMENT PROGRAM
BY PROGRAM AND SOURCE OF FUNDS
(In Thousands of Dollars)

Total
2021-22 General Nonprofit
Proposed Operating Obligation Corporation Other Capital
Program
Budget Funds Bond Funds Bond Funds Funds
Arts and Cultural Facilities 602 - 602 - -
Aviation 179,733 60,868 - 38,913 79,953
Economic Development 8,648 8,648 - - -
Environmental Programs 250 250 - - -
Facilities Management 24,568 16,468 - 8,100 -
Fire Protection 36,657 11,081 - 14,461 11,115
Housing 37,601 30,064 - - 7,537
Information Technology 19,331 9,680 - 9,651 -
Libraries 10,850 955 - - 9,895
Neighborhood Services 8,100 8,100 - - -
Non-Departmental Capital 102,620 - - 800 101,820
Parks, Recreation & Mountain Preserves * 28,000 27,650 - - 350
Phoenix Convention Center 3,985 3,985 - - -
Police Protection 15,308 - - - 15,308
Public Art Program 2,259 1,571 - 688 -
Public Transit 321,521 102,646 - 49,360 169,515
Regional Wireless Cooperative 6,001 - - - 6,001
Solid Waste Disposal 12,433 10,085 - 2,000 348
Street Transportation & Drainage 281,582 121,345 - 37,738 122,499
Wastewater 248,640 69,595 - 90,277 88,768
Water 389,284 127,740 - 217,517 44,028
Total 1,737,971 610,729 602 469,504 657,135



* Does not yet reflect funding for development impact fee-funded parks; development impact fee funds will be carried over from 2020-21 to 2021-22
and reflected in the final Capital Improvement Program budget.




Page 72
SCHEDULE 11
Tax Levy and Tax Rate Information
Fiscal Year 2021-22
(In Thousands)
2020-21 2021-22
1. Maximum allowable primary property tax levy.
A.R.S. §42-17051(A) $ 185,429 $ 193,314

2. Amount received from primary property taxation in
the current year in excess of the sum of that
year's maximum allowable primary property tax
levy. A.R.S. §42-17102(A)(18) $

3. Property tax levy amounts
A. Primary property taxes $ 181,767 $ 193,225
B. Secondary property taxes 114,741 120,494
C. Total property tax levy amounts $ 296,508 $ 313,719

4. Property taxes collected*
A. Primary property taxes
(1) Current year's levy $ 179,950
(2) Prior years’ levies 1,261
(3) Total primary property taxes $ 181,211
B. Secondary property taxes
(1) Current year's levy $ 113,594
(2) Prior years’ levies 868
(3) Total secondary property taxes $ 114,462
C. Total property taxes collected $ 295,673

5. Property tax rates
A. City/Town tax rate
(1) Primary property tax rate 1.3055 1.3055
(2) Secondary property tax rate 0.8241 0.8141
(3) Total city/town tax rate 2.1296 2.1196
B. Special assessment district tax rates
Secondary property tax rates - As of the date the proposed budget was prepared, the
city/town was operating zero special assessment districts for which secondary
property taxes are levied. For information pertaining to these special assessment districts
and their tax rates, please contact the city/town.

* The 2021-22 planned primary and secondary levies are $193,225,455 and $120,493,943,
respectively. Historically, actual property tax collections have been slightly lower than the amount
levied. For 2021-22, actual collections for primary and secondary property taxes are estimated to
be $191,294,000 and $119,289,000, or 99% of the levy amount.
** Includes actual property taxes collected as of the date the proposed budget was prepared, plus
estimated property tax collections for the remainder of the fiscal year.




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