This report transmits a balanced budget for fiscal year (FY) 2022-23. Following the
presentation of the Trial Budget on March 29, 2022, the 11 Virtual Community
Budget Hearings held from April 2 - April 15, 2022, and presentation of the City
Manager's Proposed Budget on May 3, 2022, staff recommends approval of the FY
2022-23 proposed budget. The FY 2022-23 General Fund Budget for action is
the same as presented on May 3, 2022.

THIS ITEM IS FOR DISCUSSION AND POSSIBLE ACTION.

The FY 2022-23 City Manager's Proposed Budget presented on May 3, 2022, included
a General Fund (GF) surplus of $76 million. No changes have been made to the
projected surplus. As presented, it was proposed to allocate $24 million of the surplus
to City Council and community priority areas and to set-aside $52 million for future
spending initiatives next fiscal year or in future years. It was also noted the $52 million
in set-asides could be used next fiscal year if needed to provide budget flexibility if an
economic slowdown or recession were to occur. In keeping with the important practice
of engaging the community on the proposed Trial Budget, during the month of April
staff solicited feedback at 11 community budget hearings, via the FundPHX interactive
budget tool and received comments directly to the Budget and Research Department.
This feedback from our residents was taken into consideration and changes to the
proposed GF Trial budget are reflected in this report. No changes are proposed to Non
-GF additions presented in the 2022-23 Trial Budget.

Summary
The estimated GF surplus for FY 2022-23 is $76 million and represents a solid
financial outcome since the COVID-19 pandemic began in the spring of 2020. Phoenix
has emerged as an economic leader due to strong job and population growth along
with a diversified employment and business sector. However, there is reason to be
cautious as we look forward due to the recent war in Europe, unknowns about the
direction of the pandemic, and rising inflation all of which are causing additional
economic uncertainty. Based on community feedback, changes are recommended to
the proposed Trial Budget presented on March 29, 2022, which included $21 million in
new supplementals for community and City Council priority areas and $55 million in set


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-asides. The 2022-23 City Manager's Proposed Budget presented on May 3, 2022
recommended increasing the amount for community priority areas from $21 million to
$24 million with a commensurate reduction in the proposed set-asides from $55 million
to $52 million. Proposed changes to the 2022-23 Trial Budget and community input on
the budget is summarized in this report. This report also includes detailed schedules
on the 2022-23 proposed budget for all City funds (Schedules 1 - 11).

The proposed 2022-23 GF supplementals totaling $24 million and proposed GF set-
asides of $52 million are discussed in this report and detailed in Attachment A.
Also, included are proposed 2022-23 Non-GF supplementals totaling $4.9 million
detailed below and in Attachment B.

Community Feedback
Resident input was solicited at 11 virtual community budget hearings held between
April 2, 2022 and April 15, 2022. Residents also provided feedback online using the
FundPHX tool and comments were received directly to the Budget and Research
Department via email and voicemail. In total, between March 1, 2022 and May 5, 2022,
we received 662 comments from 388 individuals on the proposed Trial Budget. Several
residents commented multiple times on the same topic. A summary of the number of
resident comments received by topic is listed below. The public can access all
comments received on the budget, including written minutes and video recordings of
completed budget hearings, at .

Comments for additional funding/support for the proposed budget:
· (84) in support of installing pickleball courts at Desert Foothills Park in Ahwatukee.
· (43) additional funding for Street Transportation maintenance, cleaning, and repair.
· (38) additional funding for public safety and the Police Department.
· (33) in support of the gated alleys.
· (30) additional funding for street improvements at 3rd and 5th Avenues in the Willo
neighborhood.
· (30) additional funding for training and hiring Police officers.
· (29) additional funding for roadway and pedestrian safety, speeding enforcement,
street racing, Vision Zero, and the Roadway Safety Action Plan.
· (29) additional funding for expanded Parks and Recreation services, and
improvements to trails and facilities, lighting, restrooms, sports facilities, and tree
and shade coverage.
· (28) additional funding to establish a community-led Public Health Committee.
· (24) additional funding for mental health services and non-police interventions.
· (24) additional funding for public safety and supportive services in the Village



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Meadows neighborhood.
· (22) additional funding for affordable housing and supportive services, rental
assistance, and housing for veterans and victims of domestic violence.
· (21) in support of funding for immigrant/refugee services, the proposed City
Navigator position, and the International Rescue Committee.
· (21) additional funding for programs assisting individuals experiencing
homelessness.
· (18) in support of funding for Arts and Culture.
· (17) additional funding for Human Services, substance abuse, childcare, and senior
programs.
· (14) additional funding for expanded Public Transit services, dedicated bus lanes
and bays, shaded bus stops, and light rail extensions.
· (14) in support of climate and sustainability programs, water conservation, Climate
Action Plan, Tree and Shade Master Plan, Cool Corridors, and the Office of Heat
Response and Mitigation.
· (13) additional funding for the 19th Avenue Corridor Safety Plan.
· (12) additional funding for expanded Neighborhood Services programs, Blight
Busters, and animal control services.
· (12) additional funding for historic preservation and the Warehouse and Threatened
Buildings Grant program.
· (10) additional funding for hiring and improved training of Park Rangers.
· (10) additional funding for traffic signals and street lighting.
· (5) additional funding for Planning and Development services, support for vacant
storefronts, land reuse programs, and ensuring equitable communities.
· (4) additional funding to expand the Green Organics program.
· (4) additional funding to renovate or build a new facility for the Cactus Park
Precinct.
· (3) additional funding for Library services.
· (3) in support of the Trial Budget.
· (2) in support of funding for the Public Defender’s Office.
· (2) additional funding for more full-time staff at the Pueblo Grande Museum.
· (2) additional funding to address street flooding.
· (2) in support of Economic Development and support for small and micro-business
owners.
· (2) additional funding to support local elementary schools and pre-kindergarten
programs.
· (1) additional funding for the Fire Department.
· (1) in support of the Sunnyslope Works program.



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· (1) additional funding for faster replacement of damaged garbage and recycling
containers.
· (1) in support of 24/7 customer service support.
· (1) additional funding for Information Technology Services.
· (1) additional funding for Aviation.
· (1) additional funding to improve response times to water leaks.
· (1) additional funding for oversight of education curriculum at all levels.

Comments for reduced funding/opposition of the budget:
· (17) in opposition of increased funding for Police or in favor of reducing the Police
budget.
· (3) reduced funding for Golf.
· (3) in opposition of increased funding for Light Rail.
· (2) in opposition of increased funding for the Law Department.
· (2) in opposition of dedicated pickleball courts at Desert Foothills Park.
· (1) in opposition of increased funding for Housing.
· (1) in opposition of increased funding for Human Resources.
· (1) in opposition of increased funding for Arts and Culture.
· (1) in opposition of increased funding for Human Services.
· (1) in opposition of increased funding for Sustainability.
· (1) in opposition of increased funding for Environmental Programs.
· (1) in opposition of increased funding for Library.
· (1) in opposition of increased funding for Community and Economic Development.
· (1) in opposition of increased funding for Fire.
· (1) in opposition of increased funding for Human Resources.
· (1) in opposition of increased funding for Communications.
· (1) in opposition of increased funding for the Equal Opportunity Department.
· (1) in opposition of increased funding for affordable housing.
· (1) in opposition of the Trial Budget.

General Comments received:
· (2) proposed procuring services from outside vendors in areas of Human Services,
Arts, Economic Development and Climate and Sustainability.
· (2) promoted using electronic communication for the City Services bill to reduce
costs associated with hard copy mail.
· (1) promoted rescinding tax-exempt status for churches.
· (1) promoted regulation for short term rentals.
· (1) promoted stronger tax policies for wealthier residents.


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· (1) requested updates to City Code.

In addition, the following social media statistics were recorded from March 4, 2022 to
May 5, 2022:

Facebook Posts - 17
· 585 Views
· 28 Likes
· 2 Shares
· 2 Comments

Twitter - 95 City of Phoenix Tweets (across three City accounts, including the City’s
bilingual account)
· 8,951 Views
· 63 Likes
· 19 Retweets

YouTube - 11 City of Phoenix Videos
· 1,485 Views
· 4 Likes
· 1 Comment

Proposed Changes and Additions to the City Manager's Budget
As presented, the City Manager's Proposed Budget includes several
recommendations that continue to move the City forward in addressing critical
community priorities. Changes to the 2022-23 GF Trial Budget based on community
input totaling $3.0 million 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:

· Community Arts Grants - increase proposed grant funding from $75,000 to
$275,000.
· Electric Vehicle Study - add resources for an electric vehicle infrastructure study
of $250,000.
· Elevate Education Workforce Program - add funding of $750,000 focused on
"Elevate EdAZ" to connect youth to the workforce.
· Gated Alley Program - convert the program from the pilot phase to ongoing with
GF resources totaling $627,000.
· Historic Preservation - increase proposed funding for the Threatened Buildings


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Grant Program from $200,000 to $500,000.
· Pickleball - add $21,000 to resurface tennis courts and add lines to create two
pickleball courts at the Desert Foothills Park located at 1010 E. Marketplace SE.
· Roadway Safety - increase ongoing funding for Roadway Safety Action Plan
projects from $600,000 to $1.2 million.
· South Mountain Environmental Education Center - add $229,000 to reopen the
center located at the base of South Mountain Park.

Including the above changes to the proposed budget from community feedback, GF
priorities include the following recommended increases by category and are
summarized below:

· Affordable Housing - $1.5 million
· Climate and Sustainability - $1.6 million
· Economic Development, Planning and Innovation - $2.4 million
· Historic Preservation and Arts - $800,000
· Homelessness, Immigrant/Refugee Support and Fast Track Cities - $3.0 million
· Parks and Recreation and Library - $3.0 million
· Public Safety and Criminal Justice - $6.9 million
· Roadway Safety - $1.2 million

In addition to the above City Council priority areas, proposed additions totaling $3.6
million are included to support general government departments including: Budget
and Research, Finance, Human Resources, Information Technology, Law and
Public Works. *NEW* An additional Assistant City Attorney IV position is included
for the Law Department to litigate risk management cases for the City. The cost of
the position is offset with a reduction in contractual legal services. Detailed
information on the above GF supplementals totaling $24 million is included in
Attachment A.

As mentioned above, staff is proposing to set-aside $52 million of the projected $76
million surplus for future City Council spending initiatives, or to provide resources
needed to maintain a balanced budget in the event of an economic downtown. The
set-asides will provide budget flexibility and can be used next fiscal year or in future
years at Council's direction. This would also allow for more time to determine the
ongoing impacts to revenues from the pandemic and diminishing Federal COVID-
19 aid, inflation and now the war in Europe.



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Proposed GF set-asides include $30 million that could be used in the future to
address employee compensation and to provide resources needed for
recommendations from the ongoing Classification and Compensation study. Labor
negotiations will begin in December 2022 and it is imperative to offer competitive
pay to employees given the tight labor market. Further, the Classification and
Compensation study will be completed next fiscal year and is anticipated to result in
increased labor costs.

The remaining $22 million in set-asides could be used for the above City Council
and community priority areas, and/or to provide resources for future operation and
maintenance costs from a potential General Obligation (GO) Bond Program, or
possibly American Rescue Plan Act (ARPA) initiatives the City Council may want to
continue once stimulus funding is depleted. Under the direction of the Mayor and
departments to identify unfunded capital needs that could be addressed with a
potential 2023 GO Bond Program. The program would require voter approval at the
November 2023 general election. The GF Five-Year Forecast presented on Feb. 22
did not assume ongoing operating costs in the later years of the forecast from either
GO Bond projects or ARPA initiatives. Given the uncertainty of these potential
needs, it would be financially prudent to reserve GF budget capacity to be able to
address operating costs for new bond projects or to transition temporary programs
to the GF when ARPA stimulus funding expires.

The proposed budget also includes additions of $4.9 million for Non-GF
Departments including Aviation, Planning and Development, Solid Waste, Street
Transportation and Water. Detailed information on proposed Non-GF budget
additions, including the number of positions and dollar amount by department, is
provided in Attachment B.

Proposed 2022-23 General Fund Additions - $24 million and 170.5 positions

Below is a summary highlighting proposed GF additions by City Council priority
area. In addition, it's important to note that ARPA funds may likely be leveraged for
some of these same priorities. Detailed information about each supplemental,
including the number of positions and dollar amount by department, is provided in
Attachment A.

Affordable Housing - $1.5 million and 0.0 positions
Funding of $1.5 million is proposed for the Housing Department to provide


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resources to maintain and increase the scope of permanent supportive housing
services, and for Phoenix Starfish Place. The Affordable Housing Fund provides
support services to low income residents including self-sufficiency services,
homelessness prevention, counseling, employment and youth services. Grant
funding is not expected to provide the resources necessary to meet the needs of
Affordable Housing residents and General Fund support is requested. Funding will
be used to pay for staff to provide these critical services to residents. Additionally,
funding is proposed for Phoenix Starfish Place, which is dedicated to the healing
and empowerment of human trafficking survivors by providing safe and affordable
housing, case management and support services for residents. Funds will be used
to pay for staff, maintenance, utilities and unit upgrades.

*NEW* Climate and Sustainability - $1.6 million and 3.0 positions
Negative impacts from rising temperatures and climate change call for strategies to
reduce pollutants, carbon emissions and combat the urban heat island effect in order
to improve air quality and life for residents. The City Council approved Climate Action
Plan requires implementation of projects, strategies and policies to achieve goals,
report results and engage the community. Proposed additions in this category include
a Climate Action Plan Manager, Operations Analyst and an Electric Vehicle Manager in
the Environmental Programs, Public Works and Office of Sustainability Office
respectively. These positions will evaluate effectiveness of electric vehicle
infrastructure and implementation, conduct policy research on climate adaptation and
mitigation, conduct community education and engagement on climate initiatives,
implement climate and resilience protocols and conduct vulnerability assessments.
Additionally, increased funding is proposed for the award winning and successful Cool
Pavement Program administered by the Street Transportation Department to apply
surface treatments for two additional neighborhoods per year designed to reduce the
urban heat island effect. The Cool Pavement Program was recently awarded the
Women in Transportation’s 2022 Innovative Transportation Solutions award. *NEW* In
addition to the Operations Analyst for the Public Works Department $250,000 is
proposed to conduct a comprehensive electric vehicle study to support the Phoenix
Climate Action Plan and the Electric Vehicle Task Force recommendations. The study
will include an equitable assessment of electric vehicle charging stations, infrastructure
needs, and an implementation plan for City vehicles.

*NEW* Economic Development, Planning and Innovation - $2.4 million and
10.0 positions
Phoenix is a national leader for attracting businesses, demonstrating successful
economic development efforts, meeting community demands for planning activities,
and implementing innovative policy. Resources are recommended to further


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economic development, support planning activities and to enhance the newly
created Office of Innovation. Proposed additions include: positions for the
Community and Economic Development Department (CEDD) to formalize an
international trade program to remain competitive with global markets, enhance
marketing opportunities to increase jobs, and create a Vacant Commercial
Storefront and "Funertainment" team. This category also includes staff additions for
the Planning and Development Department for general and long range planning to
process growing development applications requiring zoning adjustments, and to
execute City Council priority projects including transit oriented development, the
Housing Phoenix Plan and downtown redevelopment areas, and staff for the Office
of Customer Advocacy to assist property owners and businesses with efforts to
activate vacant storefronts and expand the Adaptive Reuse Program. Funding is
also proposed for the Office of Innovation to provide resources to conduct three to
four projects per year focused on testing and prototyping, and for an AmeriCorps
VISTA member to support capacity building, community engagement, and
innovation in low-to-moderate income areas of the City. *NEW* Funding in the
amount of $750,000 is proposed for the Elevate Education Workforce Program
focused on Elevate EdAZ: connecting education and business for a thriving
community program managed by the Greater Phoenix Chamber. This program
would allow CEDD to connect to an existing program through an established 501c3
partner to facilitate the Mayor and City Council's priority of assisting youth to
develop the future workforce.

*NEW* Historic Preservation and Arts - $800,000 and 0.0 positions
The Historic Preservation Commission has requested General Funds for the
"Threatened Buildings Grant Program" to preserve historical buildings. Based on
community feedback it is proposed to increase the grant funding amount from
$200,000 to $500,000 per year. The program will require owners to convey a
conservation easement to the City and would protect the public's investment in the
building. Additionally, residents indicated a desire to increase resources proposed for
the Office of Arts and Culture for community arts grants from $75,000 to $275,000
bringing funding to $1.2 million per year. These grants are awarded to artists, arts and
culture organizations, youth, and neighborhood groups to execute high quality arts
programming. Funding is also proposed to increase the current public art maintenance
budget by $40,000 to adequately protect and refurbish the City's art collection.

Homelessness, Immigrant/Refugee Support and Fast Track Cities - $3.0 million
and 17.0 positions
The city has a growing homeless, immigrant and refugee population in need of
assistance. The city also has residents who continue to suffer from HIV and AIDS who


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need treatment and resources. The City Council approved the Strategies to Address
Homelessness Plan in 2020 to find solutions specifically to identify ways to help
individuals suffering from homelessness and to work with community partners to
connect people to resources. Additionally, private businesses are negatively impacted
by homeless encampments resulting in incidents of trespassing, blight, liter and
hazardous waste. Proposed additions are included for the City Manager's Office and
the Human Services Department to expand the team dedicated to helping those
suffering in our community from homelessness to achieve the goals of the Council
approved plan. Resources are also included for the Neighborhood Services
Department for a private property clean-up pilot program to fund a temporary position
and contractual services for clean-up of private property required due to homeless
encampments, and to expand the C.A.R.E.S. program by adding staff to manage the
growing number of cases to provide timelier response to the community. A new
navigator position is also proposed to work with immigrants and refugees to connect
individuals to resettlement agencies, or to obtain referrals for services such as
housing, employment, healthcare, and to assist with a successful transition into the
community. Finally, ongoing funding to continue the $250,000 allocated in the 2021-22
Budget for Fast Track Cities (FTC) is proposed. This addition will provide ongoing
resources to reach the FTC initiatives goal for 90 percent of Phoenicians to be aware
of their HIV/AIDS status and to enroll in antiviral treatment. The City of Phoenix is one
of 25 cities in the U.S. working to end the AIDS endemic.

*NEW* Parks and Recreation and Library - $3.0 million and 15.5 positions
Supplementals are included in the Trial Budget for the Parks and Recreation
Department and Library Department to enhance community services. For the Parks
and Recreation Department additional resources are proposed to provide enhanced
after school programming including tutoring and educational support for children at
facilities and within the department's Phoenix Afterschool Center (PAC) program.
Additional Urban Park Rangers are included to provide a greater presence of rangers
in City parks, and resources needed for Eastlake pool renovations are also proposed.
The Library Department supplemental is included to launch a new bookmobile at 67th
Avenue and Lower Buckeye Road. Initially the bookmobile will operate five days per
week and offer programming and access to computers from a fixed location, however
the intent is to eventually build a new library at the site with proceeds from a future GO
Bond Program. If the bond program is approved by Phoenix voters, the bookmobile
would transition into a mobile library and be used across the City. *NEW* One-time
funding of $21,000 to renovate and repair two tennis courts at the Desert Foothills
Park located at 1010 E. Marketplace SE in Ahwatukee to include adding lines for
pickleball. Resources are also proposed in the amount of $229,000 to reopen the
South Mountain Environmental Education Center (SMEEC) located at the base of



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South Mountain Park and will include 2.5 FTE to operate the center four days per
week to offer residents culturally relevant educational programs and access to the
facility. This addition includes a park ranger position that will also support work at
Pueblo Grande Museum under the supervision of the City Archaeologist.

*NEW* Public Safety and Criminal Justice - $6.9 million and 93.0 positions
Included in the Trial Budget are several supplementals for Fire, Police, Municipal Court
and Public Defender. The Fire Department is in need of additional sworn positions to
permanently staff Fire Station 72 located at 33027 N. Cave Creek Road, and for
additional rovers to meet minimum staffing requirements to ensure effective service
delivery for the community. Additional civilian positions are also included for Fire
Prevention to perform inspections of outdoor combustible storage facilities and
information technology support for the electronic care patient reporting system
(EPCR). Additions for the Police Department include: additional civilian investigators to
continue civilianization efforts to provide support to the Violent Crimes, Family
Investigations, Property Crimes and Drug Enforcement Bureaus; new civilian positions
to process the increased amount of body worn camera footage and to provide timelier
response for public records requests; information technology positions for the
Business Application Team that supports critical systems including the computer aided
dispatch and records management systems; and additional positions for the
Laboratory Services Bureau to process evidence for violent crimes and provide
oversight of the Crime Scene Response operations. The above positions for the Police
Department in 2022-23 will be funded by excess sworn vacancy savings resulting in no
additional cost to the budget. Additional funding for Police is included for the 19th
Avenue Community Safety and Crime Prevention Plan to improve the safety of area
residents, businesses, and students. Funding will be used for additional civilian staff
and technology to decrease violent crime and address quality of life concerns in the
area. Finally, the Municipal Court and Public Defender's Office is in need of new
positions to provide case management support for the Phoenix Intimate Partner
Violence Court to assist victims of domestic violence, and for a new Veteran Court
Attorney and Behavioral Health Attorney. *NEW* Residents indicated the desire to
continue the Gated Alley Program with ongoing GF resources. The proposed addition
includes $627,000 for one full-time position to administer the program and annual
funding to accommodate 45 public alley segments each year based on equity and
need in the city.

*NEW* Roadway Safety - $1.2 million and 0.0 positions
As a result of community input received at budget hearings, an increase from
$600,000 to $1.2 million is proposed for the Road Safety Action Plan (RSAP), which
was adopted by City Council on March 2, 2021. The plan addresses comprehensive
roadway safety issues on City streets. This additional funding combined with funds


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added in 2021-22 would provide $1.8 million in General Funds annually. This funding
will help implement safety improvements targeted at both engineering and education
based traffic safety measures. Such improvements could include traffic signals,
streetlighting, HAWK pedestrian signals, crosswalks, sidewalks, public service
announcements (PSAs), and safety education campaigns. Funding will also be utilized
in the development of the RSAP to engage the community to ensure equity in the
selection and prioritization of traffic safety improvement projects.

Additionally, the Street Transportation Department has modified its five-year capital
improvement program to add an additional $5 million of Transportation 2050 funding in
2022-23 to increase resources for its Mid-Block Streetlighting Program. As there have
been budget hearing comments regarding additional roadway-related safety funding,
such as for streetlighting, sidewalks, and HAWK signal funding, it is important to
highlight that within its five-year capital improvement program, the Street
Transportation Department has allocated significant resources to implement programs
and projects directed at improving road safety. These include funding for Pedestrian
and Bikeway Improvements ($38 million), Street Lighting ($9.5 million - now $14.5
million with the additional $5 million), Traffic Signals and HAWK Signals ($47 million),
Sidewalks and ADA Improvements ($41 million), and General Roadway Safety
Improvements ($99 million). In addition, the Street Transportation Department actively
pursues regional and federal grant opportunities, leveraging local funding resources to
address roadway safety, such as the upcoming “Safe Streets and Roads for All Grant
Program,” a key new element of the Bipartisan Infrastructure Law.

GF Position Conversions to Maintain Services - $800,000 and 45.0 positions
The proposed budget includes converting 45.0 GF temporary positions to ongoing
status. Funding for these positions has either been identified in each respective
department's existing operating budget, and therefore represent a no-cost addition to
the GF, or is included as a budget increase in the proposed budget. 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. GF position
conversions are included by department in Attachment A.

Proposed 2022-23 Non-General Fund Additions - $4.9 million and 132.0
positions
The City budget is made up of three fund sources: the General Fund, Enterprise Funds
and Special Revenue Funds. Recommendations for the General Fund were discussed
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


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categories. Enterprise funds can only be used for costs directly associated with
delivering enterprise services. The Special Revenue 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 department. Detailed
information about each supplemental, including the number of positions and dollar
amount by department, is provided in Attachment B. Below is a summary of the
Non-GF additions:

Aviation (Enterprise Funds) - $0 and 31.0 positions
Due to growth at the airport, including a new Terminal 4 concourse and two new PHX
Skytrain stations, new positions are required to effectively support operations. The
costs of positions will be absorbed in Aviation's current operating budget by reducing
contractual services no longer needed. These positions will support the following
divisions of the Aviation Department: Facilities and Services, Operations, and
Technology. Positions are also required for a new Sustainability section and Asset
Management section within the Facilities and Services Division to establish a formal
sustainability management team and to centralize asset management to effectively
ensure all buildings, equipment and grounds are safe, clean, user friendly, and
efficient.

Neighborhood Services (Special Revenue Funds) - $600,000 and 6.0 positions
The supplemental request for the Neighborhood Services Department includes
converting existing temporary CDBG grant funded positions to ongoing full-time
positions. This will assist the department in timely completion of City Council approved
grant funded neighborhood enhancement infrastructure projects. These positions work
with multiple City departments, federal agency representatives and contractors related
to grant compliance activities. This request also includes converting Lead Safe
Phoenix grant funded temporary positions to ongoing status and adds a new ongoing
administrative position. These positions are needed due to increased complexity and
reporting requirements per the U.S. Department of Housing and Urban Development
and to perform critical financial and programmatic analysis and oversight.

Planning and Development (Special Revenue Funds) - $0 and 10.0 positions
New positions are needed for the Development Services Fund to establish an
ombudsman program to provide additional support to customers with unresolved
concerns regarding planning, permitting or plan reviews; and for the Growth and
Infrastructure Section to evaluate complex analysis of short-term infrastructure funding


Page 17

costs and long-term impacts to ensure new development does not negatively impact
city services for existing residents and businesses. Proposed additions also include
converting two temporary positions to ongoing status and new positions for the
continued support of the SHAPE PHX project. SHAPE PHX will replace the
department's current permitting and inspection software applications. Finally, three
new positions for the Commercial Plan Review and Residential Inspections sections
due to increasing workloads. The cost for new positions will be offset in 2022-23 with
excess vacancy savings.

Public Transit (Special Revenue Funds) - $900,000 and 6.0 positions
The Public Transit Department is in need of funding to extend fixed route bus service
in north Phoenix on Norterra Parkway and North Valley Parkway north of Happy Valley
Road effective April 24, 2023. The extension will operate at a 30-minute frequency
Monday through Sunday and will connect neighborhoods and businesses into the
region’s extensive transit network. Additional positions are also needed to address the
increasing workload and complexity for managing additional programs, funding, and
new requirements resulting from an increase in Federal Transit Administration (FTA)
grant funds. The recently enacted federal Bipartisan Infrastructure Law has increased
FTA formula funding by roughly 30 percent, approximately doubled the FTA Capital
Investment Grant program funding, and added several new FTA
discretionary/competitive grant programs. These positions will provide support in the
areas of applications, funds management, reporting, compliance, subrecipient
oversight, grant closeout and complex and specialized procurement activities.

Solid Waste (Enterprise Funds) - $1.1 million and 15.0 positions
Additional funding and positions are needed for the Public Works Solid Waste Division
to support refuse and recycle collection services due to growth and to maintain existing
and future service levels. The request is consistent with the financial plan
recommended by the Solid Waste Rate Advisory Committee and approved by Mayor
and City Council. Positions are also needed for part-time interns to assist with
implementing innovations and operational efficiencies and to support the expansion of
the Solid Waste Equipment Operator Apprenticeship Program which aides in workforce
development. The program focuses on diversifying the workforce by performing
outreach to youth, women, and veterans.

Street Transportation (Special Revenue Funds) - $0 and 12.0 positions
New positions to be funded by the Arizona Highway User Revenue (AHUR) Fund are
necessary to provide internal and external support for programs, projects, and services
focused on several Council priorities, and for the long range transportation team. The
team will partner with the Arizona State Land Department, the City of Phoenix Planning
and Development and Community and Economic Development departments, as well


Page 18

as other regional partners to support the city’s planned growth. These new positions
will provide analysis and infrastructure planning to attract and spur economic
development, help address road safety, and determine future transportation needs.
This supplemental also includes conversion of two temporary positions associated with
the Street Maintenance Worker Apprenticeship Program to ongoing status. The cost
for new positions will be offset in FY 2022-23 with excess vacancy savings.

Water Services (Enterprise Funds) - $2.3 million and 51.0 positions
The Water Department is in need of additional funding for new positions, utilities,
materials, and vehicles to operate and maintain three new water production wells
and eight aquifer, storage and recovery (ASR) wells scheduled to be completed by
December 2022. Additionally, the Lake Pleasant Water Treatment Plant is owned by
the City of Phoenix and is currently operated and maintained by a service
agreement with Veolia Water. The request includes the required positions needed to
progressively staff the plant upon conclusion of the contract. This proposed
supplemental also includes conversion of six temporary positions to ongoing status
to address substantial, multi-year business needs that are continuous in nature
based on increased work effort and new or expanded programs.

Non-GF Position Conversions to Maintain Services - $1.4 million and 30.0
positions
The proposed budget includes converting 30.0 Non-GF temporary positions to ongoing
status. Funding for these positions has either been identified in each respective
department's existing operating budget, and therefore represent a no-cost addition, or
is included as a budget increase in the proposed budget. 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. Non-GF position conversions are
included by department in Attachment B.

Additional Information
The proposed balanced 2022-23 GF budget is $1,777.6 million. This is a $170 million
increase or 10.6 percent from the adopted 2021-22 GF Budget of $1,607.6 million. The
increase accounts for the proposed additions and set-asides detailed earlier in this
report and increases in capital pay-as-you-go projects, employee pension costs,
setting the contingency fund to 4.25 percent of GF operating expenditures, and
additional resources to replace aging fleet. The increase also accounts for the second
year of the negotiated employee compensation increases. Projected GF resources are
estimated at $1,777.6 million and includes the estimated beginning balance of $183.8
million, estimated revenue of $1,587.3 million and fund transfers and recoveries of
$6.5 million. GF revenues of $1,587.3 million represent annual growth of 9.5 percent


Page 19

over 2021-22 and is largely due to growth in state shared income tax, which is based
on collections from two years prior and is artificially high as a result of the State's
decision to delay income tax filings in the fourth quarter of 2019-20 due to the COVID-
19 pandemic. Revenue growth also includes estimated increases in city and state
sales taxes. 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/budget.

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 2022-23
budget is $5,977.8 million. Details on the 2022-23 proposed budget for all City funds is
attached to this report in Schedules 1-11 and include:

· Resources and expenditures by Fund for 2020-21 actual; 2021-22 estimate; and
2022-23 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 2022-23 Capital Improvement Program budget financed by operating
funds.
· Proposed interfund transfers.
· Proposed full-time equivalent (FTE) positions by department.
· Preliminary 2022-23 Capital Improvement Program resources and expenditures by
capital fund, program and fund source.
· Summary of proposed property tax levy and rate information.

Next Steps

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

Date Event
June 1, 2022 2022-23 Tentative Budget Ordinance Adoption
June 15, 2022 2022-23 Funding Plan and Final Budget Ordinance Adoption
July 1, 2022 2022-23 Property Tax Levy Ordinance Adoption

On July 1, 2022 City Council is scheduled to adopt property tax as the last step in the
legally required budget adoption process. Primary property tax revenues support
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,


Page 20

storm drains and parks. The total combined primary and secondary property tax rate
for 2022-23 of $2.1130 represents a 0.3 percent reduction from the 2021-22 combined
rate of $2.1196. The proposed primary property tax rate for 2022-23 of $1.2989 is 0.5
percent lower than the 2021-22 primary property tax rate of $1.3055 and is consistent
with City Council policy to maximize the primary rate within City Charter Limits. The
primary property tax rate decreased due to the state constitutional 2 percent levy limit,
which limits the Primary Property Tax of a city, county or community college district to
an amount 2 percent greater than the prior-year levy on previously-taxed properties.
The secondary property tax rate remains unchanged at $0.8141. Although the primary
property tax rate decreased by 0.5 percent, the primary property tax revenue estimate
increases for 2022-23 to $199.2 million, which is $7.9 million or 4 percent more than
the 2021-22 revenue estimate of $191.3 million 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 15,
2022.

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




Page 21
ATTACHMENT A

2022-23

PROPOSED SUPPLEMENTALS
GENERAL FUND

View the Inventory of Programs published online for program details.


Department/Program 2022-23
Total

Non-Departmental Set-Asides
1. Funds will be used to enhance future employee compensation necessary to $30,000,000
attract and retain a quality workforce, and to provide resources needed for results
from the ongoing Classification & Compensation study expected to be completed
in FY 2022-23.

2. City Council and community initiatives for homelessness, affordable housing, $22,300,000
roadway safety, climate and sustainability, infrastructure needs, future General
Obligation Bond Program operating and maintenance needs, and/or transition of
select ARPA programs to the General Fund.

Total Non-Departmental Set-Asides $52,300,000

Budget and Research
1. Administration $0
Convert a temporary Administrative Assistant I position to ongoing status. This 0.0
position provides administrative support for the department including assisting
with research, preparing reports and annual budget documents, processing
Legistar files and budget control documents, and assisting with community budget
hearings.

2. Research, Innovation and Efficiency $0
Convert two temporary Management Intern positions to ongoing status. These 0.0
positions perform a variety of duties to support the Budget and Research
Department, City Manager’s Office, and departments citywide by conducting
research studies to improve administrative processes and programs.


Total Budget and Research $0
0.0




Page 22
Department/Program 2022-23
Total
City Manager's Office
1. Administration of Policies and Objectives Set by Mayor and Council; Oversight of $0
Departments 0.0
Convert three temporary Support Services Aide positions and one temporary
Administrative Aide position to ongoing status. These positions staff MyPHX311,
the City Employee COVID-19 Scheduling line, the City Council Request to Speak
line, and respond to customer email inquiries through the City’s Contact Us email
inbox.

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

3. Administration of Policies and Objectives Set by Mayor and Council; Oversight of $114,000
Departments 0.0
Add funding to the Office of Innovation. The funds will support annual citywide
testing and prototyping of innovation projects and metrics tracking and reporting,
aligning with the priorities of the City Manager, Mayor, and Council. The funds will
also provide for an AmeriCorps VISTA member to support capacity building,
community engagement, and innovation in low-to-moderate income areas of the
City. Total funding being added is $175,000, which is partially provided by non-
General Funds.

Total City Manager's Office $327,000
1.0

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

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




Page 23
Department/Program 2022-23
Total
3. Business Retention and Expansion $196,000
Add one Economic Development Program Manager position and consulting 1.0
services dedicated to addressing vacant commercial storefronts and increasing
"funertainment" sites. Targeting vacant commercial buildings will create new retail
centers and attract the burgeoning industry sector of "funertainment". The full-
year ongoing cost, excluding workstation and computer expenses, will be
$187,000.

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


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

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

Total Environmental Programs $187,000
1.0

Finance
1. Acquisition, Relocation and Title $0
Convert a temporary Assistant Real Estate Administrator and Management 0.0
Assistant II position in the Real Estate Division to ongoing status. Street
Transportation, Aviation, and Public Transit department infrastructure projects
have significantly increased over the past two years. The positions will continue to
support these projects by managing title, development, and property management
services. The positions will also assist with the enactment of the Infrastructure
Investment and Jobs Act.




Page 24
Department/Program 2022-23
Total
2. Financial Accounting and Reporting $0
Convert a temporary Fiscal Manager position in the Financial Reporting and 0.0
Accounting Division to ongoing status. The position will continue preparing the
City's Popular Annual Financial Report, the City's Annual Expenditure Limitation
Report to the State Auditor General's Office, and the City's Single Audit Report to
the Federal Audit Clearing House. The position will support any future ARPA
audits and support financial planning efforts citywide for a potential 2023 General
Obligation Bond Program.

3. Various $0
Convert a temporary Management Assistant I position in the Administration 0.0
Division to ongoing status. The position will continue to assist with special
projects, legislative tracking, regulatory compliance, and department-wide hiring.

Total Finance $0
0.0

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

2. Fire Emergency Medical Services and Hazardous Incident Response $368,000
Add funding for four Firefighter positions to cover absences at various fire stations 4.0
citywide. These positions ensure the safe and effective delivery of emergency
services by filling the minimum staffing requirements to keep all emergency
response units in service. The need for additional "rover" positions was
exacerbated during the pandemic. This will help alleviate staffing shortages and
reduce the need to utilize overtime.

3. Fire Prevention General Inspections $174,000
Add funding for four new Fire Prevention Specialist II positions to provide 4.0
dedicated staffing for inspections of outdoor combustible storage (OCS) facilities.
These positions will ensure Fire Code compliance at OCS facilities by enabling
the transition to a one-year operating permit cycle to reduce the frequency and
scale of OCS fires. First year one-time costs include office space configuration,
vehicles, and technology equipment. The full-year ongoing cost of $366,000 is
offset with $360,000 in estimated revenue generated from permit fees.




Page 25
Department/Program 2022-23
Total
4. Administration $87,000
Convert a temporary Information Technology Systems Specialist position to 1.0
ongoing status. This position will administer the electronic patient care reporting
system by maintaining the software and hardware needed to analyze medical
incident and transportation data. This system provides accuracy and efficiency
improvements to the emergency transportation billing process.

Total Fire $3,073,000
24.0

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

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


Total Housing $1,527,000
0.0

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




Page 26
Department/Program 2022-23
Total
2. Various $579,000
Convert 11 temporary positions to ongoing status including two Assistant Human 4.0
Resources Directors, a Contract Specialist II, a Human Resources Officer, a Lead
Business Systems Analyst, a Multimedia Specialist, a Safety Analyst II, a Senior
Business Systems Analyst, and three Senior Human Resources Analysts. These
positions support day-to-day business operations and provide employee customer
service in the Administration, Safety, Labor Relations, Talent Acquisition and
Management, Classification and Compensation, and Organizational Development
divisions.


Total Human Resources $663,000
5.0

Human Services
1. Administration $0
Convert a temporary Assistant Human Services Director to ongoing status. This 0.0
position will provide leadership and direction to a wide variety of human service
programs and projects and will assist the department director with the supervision
of the various divisions and program areas.

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

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




Page 27
Department/Program 2022-23
Total
4. Administration $170,000
Add a Special Projects Administrator position to provide culturally relevant 1.0
navigation services to the refugee, asylee and immigrant communities. The
position will coordinate with internal city departments and local, county, state and
non-profit partners and represent the City on issues related to refugee
resettlement. This position will also work closely with staff of various refugee
resettlement agencies to coordinate referrals for services, employment,
healthcare, and housing among other services needed for an individual or family's
successful transition into the community.

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


Total Human Services $1,907,000
13.0

Information Technology Services
1. Radio Communications Services $0
Convert a temporary Information Tech Systems Specialist to ongoing status. This 1.0
is a net-zero General Fund action as the Regional Wireless Cooperative provides
funding for the ongoing cost. This position resides within the Radio Systems
Services Division.

2. Various $0
Convert three Senior Info Tech Systems Specialist positions from temporary to 0.0
ongoing status. These positions provide database administration support and
perform quality assurance management for the Phoenix Police Department's
records management system.

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

Total Information Technology Services $555,000
4.0




Page 28
Department/Program 2022-23
Total
Law
1. Criminal Division - Community Prosecution Bureau $190,000
Add funding to provide legal support for the 19th Avenue Corridor Community 1.0
Safety and Crime Prevention Plan which seeks to: improve the safety of area
residents, businesses, patrons, and students; build upon the City’s relationships
with area community groups and business partners; and reduce violent and
quality of life crimes at key intersections along the corridor. Funding adds one
Assistant City Attorney III position to the Criminal Prosecution Division. The full-
year ongoing cost, excluding initial desk and computer purchases, will be
$183,000.

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

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

Total Law $1,434,000
13.0


Library
1. Security
Convert six temporary Municipal Security Guard Lead*U7 positions to ongoing $0
status. These positions perform supervisory duties and are assigned to each of 0.0
the four library regions, with two assigned to Burton Barr Central Library.




Page 29
Department/Program 2022-23
Total
2. Children and Teen Services $257,000
Add staff and supplies to operate a temporary library located on city-owned land 5.0
at 67th Avenue and Lower Buckeye Road. The temporary library will be a 38-foot-
long coach style bus (bookmobile) that is being purchased with federal funding
from the American Rescue Plan Act. The bookmobile will also be available to
make outreach visits to other sites around the city on occasion. If City Council
approves a General Obligation Bond Program and approval within the program to
build a new library on this site, then the bookmobile will be used solely in a mobile
capacity citywide. The bookmobile will have a collection of over 3,000 books and
audio-visual items and provide access to public computers. The staff will also
provide regular weekly programming such as Storytimes, Babytimes, and more
based on community need and interest. The new bookmobile will begin service in
the spring of 2023. The full-year ongoing cost will be $494,000.


Total Library $257,000
5.0

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

Total Municipal Court $192,000
2.0

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

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




Page 30
Department/Program 2022-23
Total
3. Targeted Neighborhood Revitalization Programs $627,000
*NEW* Convert the Gated Alley Program, currently funded with one-time grant 1.0
funds, to ongoing funding and add a Project Manager position to oversee the
program. The funding will provide for up to 45 alley segments to be gated on an
annual basis. The initial pilot program was designed by an interdepartmental
committee in collaboration with residents to provide a new approach to deterring
illegal dumping, graffiti, and criminal activity in residential alleys. The program
provides homeowners whose properties abut an alleyway the opportunity to apply
to the City requesting both the relocation of solid waste services from the alley to
curbside, and installation of locking gates at the ends of the alley adjacent to their
properties. The program provides the funds to pay for gate fabrication and
installation, locks, required revocable fence permit fees and other related costs.


Total Neighborhood Services $1,839,000
7.0

Office of Arts and Culture
1. Community Investment and Engagement Program $275,000
*NEW* Increase funding for arts grants for nonprofit arts and cultural 0.0
organizations. Arts grants enable artists, arts and culture organizations, youth,
and neighborhood groups to carry out high-quality arts programming for all
residents.
$40,000
2. Public Art Program 0.0
Increase funding for public art maintenance which would allow residents to enjoy
the collection, showcase the city's initial investment, and help avoid safety issues
with artwork in the community. Maintenance includes lighting upgrades and
renovations to address wear and damage, including recession-deferred
maintenance. The public art collection includes over 200 art installations.

$0
3. Cultural Facilities Development and Property Management Services 0.0
Convert a temporary Special Projects Administrator position to ongoing status.
The position manages special initiatives, including the development,
programming, and management of a new Latino Cultural Center.
$315,000
Total Office of Arts and Culture
0.0




Page 31
Department/Program 2022-23
Total
Office of Sustainability
1. Citywide Sustainability Program $178,000
Convert a temporary Economic Development Program Manager position to 1.0
ongoing status to manage the implementation of the City Electric Vehicle
Charging Infrastructure program, the Public Electric Vehicle buying program, and
an electric vehicle public education and awareness campaign. The position will
also advance active transportation infrastructure improvements through special
projects, provide expertise to city departments and other stakeholders on future
federally funded grants, and provide staff support for the Council Ad Hoc
Committee on electric vehicles.

Total Office of Sustainability $178,000
1.0

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

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

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




Page 32
Department/Program 2022-23
Total
4. Art, Educational & Environmental Facilities Operated by City Staff $229,000
*NEW* Add staff and equipment to re-open the South Mountain Environmental 2.5
Education Center. The addition includes a full-time Park Ranger and 1.5 FTE of
part-time Recreation Leader positions. After being closed because of the 2009
recession, the center reopened in 2012 and was operated by various non-profits
until 2020 when it was vacated by the last operator. This addition would allow the
center to be open four days a week and provide educational opportunities through
the visitor center, museum, and the Natural and Cultural Learning Center
classrooms and library. The center will also once again be available to rent for
meetings and other events. The Park Ranger position will also support the Pueblo
Grande Museum and act as a steward for cultural resources throughout the
preserve system, with an emphasis on South Mountain Park.

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

Total Parks and Recreation $2,704,000
10.5

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


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




Page 33
Department/Program 2022-23
Total
3. Office of the Customer Advocacy $107,000
Add a Planner III position to the Office of Customer Advocacy (OCA) to support 1.0
creating and implementing the Vacant Storefront Program and expand the
Adaptive Reuse Program to include the conversion of older shopping centers and
individual retail spaces into economically viable uses, to assist customers with
opportunities to share existing parking spaces, and to expand the level of
customer assistance provided by the OCA.

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

Total Planning and Development $1,092,000
7.0



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

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




Page 34
Department/Program 2022-23
Total
3. Administration $0
Add two User Technology Specialist, two Information Technology 13.0
Analyst/Programmer II, three Senior User Technology Specialist, three Senior
Information Technology Systems Specialist, and three Information Technology
Analyst/Programmer III positions to the Information Technology Bureau. These
positions will provide the necessary technical support to maintain current service
levels, complete migration of legacy custom-built applications to web-based
platforms, manage department software and security needs, and support critical
infrastructure systems, including servers, data storage, and remote systems. The
annual cost is $1,799,803; however, the cost for FY 2022-23 will be absorbed
utilizing savings from vacant sworn positions.



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

5. Administration $0
Convert one temporary Budget Analyst II to ongoing status in the Fiscal 0.0
Management Bureau. This position provides budgetary forecasting and analysis,
user fee and activity rate updates, as well as support for financial, procurement,
and other processes.

6. Strategic Information Bureau $0
Convert one temporary Criminal Intelligence Analyst, one temporary Information 0.0
Technology Analyst/Programmer III, one temporary Police Research Analyst, and
two temporary Police Research Supervisor positions to ongoing status. These
positions are required for the implementation of a new records management
system. The positions will supplement existing staff to provide parallel and
ongoing support of multiple systems, ensuring accurate records, workflows,
reporting, and database management.

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


Total Police $2,841,000
64.0



Page 35
Department/Program 2022-23
Total

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

Total Public Defender $155,000
2.0

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

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


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

4. Administration
0.0
Convert three Buyer Aide positions from temporary to ongoing status to provide
$0
more stable procurement and invoice management support to the department.

Total Public Works $940,000
8.0



Page 36
Department/Program 2022-23
Total
Street Transportation
1. Street Maintenance $850,000
Add funding to the award winning Cool Pavement Program. The program applies 0.0
surface treatments to nine neighborhoods annually specifically engineered to
combat the urban heat island effect to existing roadway surfaces. The Program
uses objective criteria ensuring the program targets the right streets with the most
need across the City. Supplemental funding will increase capacity by two
neighborhoods annually.

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


Total Street Transportation $2,050,000
0.0


TOTAL PROPOSED GENERAL FUND ADDITIONS $76,218,000
170.5




Page 37
ATTACHMENT B

2022-23

PROPOSED SUPPLEMENTALS
NON-GENERAL FUND

View the Inventory of Programs published online for program details.


Department/Program 2022-23
Total

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


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

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




Page 38
Department/Program 2022-23
Total
4. Capital Management & Support $0
Add funding to support the expansion of grant programs to allow the department 2.0
to seek and apply for more state and federal grants. This addition includes
funding for an Economic Development Program Manager and a Planner III
position. The annual cost is $226,000, however the cost for FY 2022-23 will be
absorbed utilizing contractual savings within Aviation's operating budget.


Total Aviation $0
31.0

Housing
1. Project Implementation $0
Convert one temporary Project Management Assistant position, one temporary 0.0
Project Manager position, and one temporary Housing Manager position to
ongoing status. The Project Management Assistant supports the Home
Investment Partnerships Program (HOME) Down Payment Assistance program,
which assists low-income first-time homebuyers. The Project Manager ensures
department-wide compliance with federal regulations, enabling critical Housing
initiatives to continue. The Housing Manager oversees the HOME American
Rescue Plan program, which assists vulnerable populations with affordable
housing, rental assistance, and/or supportive services, and purchases and/or
develops non-congregate shelter.

Total Housing $0
0.0

Neighborhood Services
1. Administration $231,000
Convert one Management Assistant II and one Project Manager position in the 2.0
Grants Compliance Capital Improvement Program from temporary to ongoing
status. This will assist the department in timely completion of City Council
approved grant funded neighborhood enhancement infrastructure projects. These
positions work with multiple City departments and federal agency representatives
and provide guidance and monitoring to multiple departments and contractors
related to grant compliance activities.




Page 39
Department/Program 2022-23
Total
2. Housing Rehab Programs $402,000
Convert Lead Safe Phoenix grant funded temporary positions to ongoing status 4.0
and add a new ongoing Administrative Assistant I position. These positions are
needed due to increased complexity and reporting requirements per the U.S.
Department of Housing and Urban Development and to perform critical financial
and programmatic analysis and oversight. The new Administrative Assistant I
position will assist staff, community partners such as Maricopa County and
Arizona Department of Health Services, as well as federal agency representatives
to provide services and education to residents pertaining to lead hazard
remediation. The position will develop and provide targeted education and
outreach, data collection and analysis, manage enrollment activities, and support
sufficient and timely responses to ongoing and changing requirements tied to
grant reporting.

Total Neighborhood Services $633,000
6.0

Parks and Recreation
1. Administration $0
Convert a temporary Deputy Parks Development Director position to ongoing 1.0
status to oversee the Parks Development section. The Parks Development
Section is made up of eight positions and has an annual Capital Improvement
Program budget of approximately $30 million. The Parks Development section is
responsible for planning and implementing a variety of new park construction
projects and existing park renovations, improvements and building repair projects.
The cost of this position will be charged to the Capital Improvement Program
budget.

Total Parks and Recreation $0
1.0

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




Page 40
Department/Program 2022-23
Total
2. Growth and Infrastructure $0
Add a Special Projects Administrator position to the Growth and Infrastructure 1.0
Section to evaluate complex analysis of short-term infrastructure funding costs
and long-term impacts to city budgets to ensure that new development does not
negatively impact City services for existing residents and businesses. The annual
cost is $140,000, however the cost for FY 2022-23 will be absorbed utilizing
savings from vacant positions.

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

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

Total Planning and Development $0
10.0

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

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




Page 41
Department/Program 2022-23
Total
3. Light Rail $214,000
Add two Management Assistant II positions; one to serve as liaison for Light Rail 2.0
Transit (LRT) and the other to directly support Bus Rapid Transit (BRT). The LRT
position will manage oversight of public engagement, community relations, and
administrative tasks for implementation of two additional light rail extensions as
well as serve as back up to the Light Rail Administrator. The BRT position will
support the BRT Administrator in the design, development, and implementation of
the BRT program and oversight of BRT consultant teams for transit planning,
community outreach, preliminary design and engineering, and contract
management activities.

Total Public Transit $885,000
6.0

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

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

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

Total Public Works $1,093,000
15.0




Page 42
Department/Program 2022-23
Total
Street Transportation
1. Various $0
Add a Project Manager position for the Street Lighting program, and a Senior IT 7.0
Systems Specialist, Lead User Technology Specialist, Civil Engineer III, and an
Accountant III position. This will also convert a temporary Senior Human
Resources Clerk and Procurement Manager position to ongoing status. These
administrative and technical support positions are necessary to provide internal
and external support for Street Transportation staff, programs, projects, and
services focused on several Council priorities, including management and
implementation of community driven street lighting requests. The annual cost is
$813,000, however the cost for FY 2022-23 will be absorbed utilizing savings from
vacant positions.

2. Street Maintenance $0
Convert a temporary Administrative Assistant II and Street Maintenance 2.0
Supervisor position associated with the Street Maintenance Worker
Apprenticeship Program to ongoing status. Per changes in the Street
Maintenance Worker (SMW) job classification, all new hires will be hired as SMW
Apprentices. For the program to be successful it will need staff to manage the
program, recruit, and train new hires. The annual cost is $258,000, however the
cost for FY 2022-23 will be absorbed utilizing savings from vacant positions.

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

Total Street Transportation $0
12.0

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




Page 43
Department/Program 2022-23
Total
2. Water Production $449,000
The Lake Pleasant Water Treatment Plant is owned by the City of Phoenix and is 41.0
currently operated and maintained by a service agreement with Veolia Water. The
initial 15-year service agreement is set to expire in June 2022. A five-year
extension of the contract is being discussed. The requested staff and equipment
would be necessary should the city exercise the right within the contract to take
over the current operations of the plant within the next three to five years during
the extension period. The request includes all the required positions needed to
progressively staff the plant over the transition time period. The FY 2022-23 costs
shown represent the initial set of positions and equipment that would be needed
in the first year of planning. The timing of any transition may shift as contract
discussions progress.

3. Water Resource Management and Development Planning $356,000
Convert six temporary positions to ongoing status including an Accountant II, 4.0
Management Assistant II, Senior Human Resources Analyst, Water Customer
Services Supervisor II, and two Water Services Project Coordinators. These
positions will address substantial, multi-year business needs that are continuous
in nature based on increased work effort and new or expanded programs.


Total Water Services $2,313,000
51.0


TOTAL PROPOSED NON-GENERAL FUND ADDITIONS $4,924,000
132.0




Page 44
2020-21 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 169,119 418,785 2,227 1,100,408 (174,955) 1,515,584 1,206,721 25,863 - 1,232,584 283,000
Library - 42,070 30 410 (3,400) 39,110 38,838 272 - 39,110 -
Parks - 14,657 200 84,299 (2,352) 96,804 93,833 2,972 - 96,804 -
Cable Television - 9,424 - 556 (7,326) 2,654 2,654 - - 2,654 -
Total General Funds 169,119 484,936 2,457 1,185,673 (188,033) 1,654,151 1,342,046 29,106 - 1,371,152 283,000


Special Revenue Funds
Excise Tax - 1,555,419 - - (1,555,419) - - - - - -
Arizona Highway User Revenue 44,484 147,054 901 29,000 (32,801) 188,638 73,865 66,730 - 140,595 48,043
Capital Construction 20,705 30 612 7,232 - 28,578 133 4,037 - 4,170 24,408
City Improvement - 1 380 51,419 (1,058) 50,742 - - 50,742 50,742 -
Community Reinvestment 15,173 7,011 118 - (2,064) 20,238 1,144 992 - 2,136 18,103
Court Awards (1,058) 1,982 48 - - 972 3,887 - - 3,887 (2,914) 2/
Development Services 58,722 70,968 175 - (4,440) 125,425 61,330 11,926 - 73,256 52,169
Golf 2,036 9,192 1 - (653) 10,575 7,317 1,817 - 9,134 1,441
Neighborhood Protection - Block Watch 5,431 252 - 2,047 (9) 7,721 1,572 - - 1,572 6,149
Neighborhood Protection - Fire 4,659 958 - 10,236 (46) 15,808 11,250 - - 11,250 4,559
Neighborhood Protection - Police 12,445 2,203 5 28,657 (689) 42,622 26,721 - - 26,721 15,901
Parks and Preserves 66,092 2,060 (205) 47,263 (182) 115,028 5,509 23,224 - 28,733 86,295
Public Safety Enhancement - Fire 11,303 1,128 - 9,300 - 21,732 11,410 - - 11,410 10,321
Public Safety Enhancement - Police 10,263 1,299 2 15,174 (416) 26,322 14,485 - - 14,485 11,837
Public Safety Expansion - Fire 8,064 1,321 - 16,377 (218) 25,543 14,656 - - 14,656 10,887
Public Safety Expansion - Police 24,806 6,712 3 65,504 (1,187) 95,837 63,966 - - 63,966 31,871
Regional Transit (5,480) 20,685 32 - - 15,237 15,364 9,034 - 24,399 (9,162) 3/
Regional Wireless Cooperative 1,798 5,290 199 - - 7,287 5,134 - - 5,134 2,154
Secondary Property Tax 100 119,697 - 9,149 - 128,946 - - 128,846 128,846 100
Sports Facilities 60,780 4,174 130 15,019 (14,648) 65,455 2,932 5,758 - 8,689 56,765
Transit 2000 4/ - (3) - 3 - - - - - - -
Transportation 2050 4/ 161,597 14,122 1,375 279,348 (3,694) 452,748 97,838 159,655 - 257,492 195,255
Other Restricted 101,692 24,997 393 28,073 (6,831) 148,324 42,806 6,685 - 49,491 98,833
Grants 28,110 493,986 6,660 593 (834) 528,515 444,363 46,447 - 490,810 37,706
Total Special Revenue Funds 631,721 2,490,541 10,828 614,394 (1,625,189) 2,122,295 905,680 336,304 179,588 1,421,573 700,722


Enterprise Funds
Aviation 381,755 391,196 5,718 459,512 (377,237) 860,942 342,110 27,116 125,427 494,652 366,290
Convention Center 56,548 3,592 985 47,396 3,052 111,572 44,751 3,058 20,639 68,448 43,124
Solid Waste 24,927 186,310 4,300 - (10,183) 205,355 152,021 8,068 14,977 175,066 30,288
Wastewater 130,202 254,744 3,029 74,499 (91,068) 371,405 107,702 33,277 71,775 212,754 158,651
Water 113,425 492,162 4,531 156,429 (200,420) 566,126 223,035 62,311 134,138 419,483 146,642
Total Enterprise Funds 706,857 1,328,003 18,562 737,836 (675,858) 2,115,400 869,619 133,830 366,956 1,370,404 744,996


Total Operating Funds 1,507,696 4,303,480 31,848 2,537,903 (2,489,080) 5,891,847 3,117,345 499,240 546,544 4,163,128 1,728,718

1/ General fund sales tax revenue is reflected as a transfer-in from the excise tax fund. Total transfer equates to $1,003.2 million, and is included in the General Funds revenue total of $1,488.1
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 45
2021-22 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 283,000 328,217 1,000 1,057,512 (159,598) 1,510,131 1,300,310 24,443 - 1,324,753 185,378
Library - 45,152 - 1,690 (2,970) 43,872 43,154 717 - 43,872 -
Parks - 16,392 - 89,198 - 105,590 105,591 - - 105,590 -
Cable Television - 9,200 - - (5,820) 3,380 3,380 - - 3,380 -
Total General Funds 283,000 398,961 1,000 1,148,400 (168,388) 1,662,973 1,452,435 25,160 - 1,477,595 185,378


Special Revenue Funds
Excise Tax - 1,698,486 - - (1,698,486) - - - - - -
Arizona Highway User Revenue 48,043 153,079 3,617 3,741 (892) 207,588 88,701 62,833 - 151,534 56,054
Capital Construction 24,408 120 143 6,091 - 30,763 140 7,647 - 7,787 22,976
City Improvement - - - 99,266 (1,026) 98,239 - - 98,239 98,239 -
Community Reinvestment 18,103 6,296 6 2,800 (2,221) 24,984 2,036 2,325 - 4,361 20,623
Court Awards (2,914) 8,377 1 - - 5,463 2,926 - - 2,926 2,537
Development Services 52,169 80,028 56 - (5,261) 126,993 74,085 1,343 - 75,428 51,565
Golf 1,441 9,485 11 - - 10,938 8,062 1,000 - 9,062 1,875
Neighborhood Protection - Block Watch 6,149 218 - 2,320 (7) 8,680 1,584 - - 1,584 7,096
Neighborhood Protection - Fire 4,559 17 - 11,602 (37) 16,140 11,585 - - 11,585 4,555
Neighborhood Protection - Police 15,901 57 - 32,485 (621) 47,823 33,823 - - 33,823 14,000
Parks and Preserves 86,295 1,012 183 46,562 (146) 133,906 6,679 30,937 - 37,616 96,290
Public Safety Enhancement - Fire 10,321 - 1 9,666 - 19,988 11,294 - - 11,294 8,694
Public Safety Enhancement - Police 11,837 - - 15,770 (419) 27,188 18,840 - - 18,840 8,349
Public Safety Expansion - Fire 10,887 46 - 18,563 (218) 29,278 16,857 - - 16,857 12,421
Public Safety Expansion - Police 31,871 73 - 74,250 (1,222) 104,972 79,764 - - 79,764 25,208
Regional Transit (9,162) 22,609 - - - 13,447 6,390 3,867 - 10,257 3,190
Regional Wireless Cooperative 2,154 5,530 8 - - 7,691 5,776 - - 5,776 1,915
Secondary Property Tax 100 123,686 677 4,987 - 129,449 - - 129,349 129,349 100
Sports Facilities 56,765 3,888 - 24,881 (15,226) 70,308 2,882 2,073 - 4,955 65,353
Transportation 2050 195,255 25,070 14,061 328,104 (3,663) 558,828 87,178 189,404 - 276,582 282,246
Other Restricted 98,833 27,939 495 78,320 (5,420) 200,167 63,199 9,827 - 73,026 127,141
Grants 37,706 683,282 30 235 (509) 720,743 607,567 63,836 - 671,403 49,340
Total Special Revenue Funds 700,722 2,849,297 19,290 759,642 (1,735,374) 2,593,577 1,129,369 375,090 227,589 1,732,048 861,530


Enterprise Funds
Aviation 366,290 516,966 5,739 43,631 (10,702) 921,925 352,610 27,083 106,702 486,394 435,530
Convention Center 43,124 13,226 1,014 71,772 (3,281) 125,856 43,685 133 20,763 64,581 61,275
Solid Waste 30,288 194,202 210 - (11,593) 213,107 168,544 5,724 15,227 189,495 23,612
Wastewater 158,651 259,420 7,742 100,010 (71,227) 454,596 114,987 67,884 74,389 257,260 197,336
Water 146,642 484,368 1,904 42,025 (55,152) 619,788 245,807 100,736 134,980 481,524 138,264
Total Enterprise Funds 744,996 1,468,182 16,609 257,439 (151,955) 2,335,271 925,632 201,560 352,061 1,479,253 856,018


Total Operating Funds 1,728,718 4,716,440 36,899 2,165,480 (2,055,717) 6,591,821 3,507,436 601,810 579,650 4,688,896 1,902,925

1/ General fund sales tax revenue is reflected as a transfer-in from the excise tax fund. Total transfer equates to $1,051.0 million, and is included in the General Funds revenue total of $1,450.0
million shown on Schedule 2.




Page 46
2022-23 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 185,378 341,405 1,000 1,215,329 (131,396) 1,611,716 1,564,743 46,973 - 1,611,716 -
Library - 46,237 - 3,843 (3,047) 47,033 45,841 1,193 - 47,033 -
Parks - 17,990 - 99,272 - 117,262 117,262 - - 117,262 -
Cable Television - 9,000 - - (5,580) 3,420 3,420 - - 3,420 -
Total General Funds 185,378 414,632 1,000 1,318,444 (140,023) 1,779,431 1,731,266 48,165 - 1,779,431 -


Special Revenue Funds
Excise Tax - 1,839,288 - - (1,839,288) - - - - - -
Arizona Highway User Revenue 56,054 154,999 901 - (3,952) 208,002 95,818 91,598 - 187,416 20,586
Capital Construction 22,976 120 143 6,179 - 29,418 140 25,398 - 25,539 3,879
City Improvement - - - 71,140 (1,026) 70,114 - - 70,114 70,114 -
Community Reinvestment 20,623 6,045 1 4,845 (2,066) 29,448 2,302 7,968 - 10,271 19,177
Court Awards 2,537 4,533 1 - - 7,071 7,071 - - 7,071 -
Development Services 51,565 81,725 21 - (5,261) 128,050 90,400 15,755 - 106,154 21,895
Golf 1,875 9,562 - - - 11,437 7,074 2,000 - 9,074 2,363
Neighborhood Protection - Block Watch 7,096 218 - 2,392 (10) 9,696 2,183 - - 2,183 7,513
Neighborhood Protection - Fire 4,555 17 - 11,960 (51) 16,482 11,945 - - 11,945 4,536
Neighborhood Protection - Police 14,000 57 - 33,491 (662) 46,885 37,463 - - 37,463 9,422
Parks and Preserves 96,290 891 - 47,845 (205) 144,821 7,137 80,643 - 87,780 57,041
Public Safety Enhancement - Fire 8,694 - - 9,812 - 18,505 11,025 - - 11,025 7,480
Public Safety Enhancement - Police 8,349 - - 16,009 (419) 23,939 21,090 - - 21,090 2,849
Public Safety Expansion - Fire 12,421 46 - 19,136 (243) 31,361 17,521 - - 17,521 13,840
Public Safety Expansion - Police 25,208 73 - 76,550 (1,316) 100,515 89,143 - - 89,143 11,373
Regional Transit 3,190 45,672 - - - 48,862 41,378 13,002 - 54,380 (5,519) 2/
Regional Wireless Cooperative 1,915 5,632 6 - - 7,553 5,791 - - 5,791 1,763
Secondary Property Tax 100 128,978 - 67,084 - 196,161 - - 196,061 196,061 100
Sports Facilities 65,353 3,878 - 25,603 (15,674) 79,160 8,066 4,424 - 12,490 66,670
Transportation 2050 282,246 38,157 1,085 326,455 (5,188) 642,754 235,238 368,232 - 603,470 39,284
Other Restricted 127,141 31,426 37 38,721 (9,650) 187,675 60,396 12,862 - 73,258 114,417
Grants 49,340 766,553 28 - (273) 815,648 568,559 213,570 - 782,129 33,520
Total Special Revenue Funds 861,530 3,117,869 2,223 757,221 (1,885,285) 2,853,558 1,319,740 835,451 266,175 2,421,366 432,192


Enterprise Funds
Aviation 435,530 508,516 1,588 17,063 (11,192) 951,505 322,659 187,920 101,192 611,771 339,734
Convention Center 61,275 17,802 560 73,883 (3,621) 149,900 57,987 2,781 17,465 78,233 71,666
Solid Waste 23,612 196,668 190 - (12,244) 208,227 166,624 20,478 15,174 202,276 5,951
Wastewater 197,336 268,890 1,205 28,093 (45,897) 449,628 140,847 90,162 74,395 305,404 144,224
Water 138,264 525,269 1,889 20,970 (47,190) 639,202 289,352 152,489 137,519 579,360 59,842
Total Enterprise Funds 856,018 1,517,145 5,432 140,010 (120,144) 2,398,461 977,469 453,829 345,745 1,777,044 621,417


Total Operating Funds 1,902,925 5,049,647 8,655 2,215,676 (2,145,452) 7,031,450 4,028,475 1,337,446 611,920 5,977,841 1,053,609

1/ General fund sales tax revenue is reflected as a transfer-in from the excise tax fund. Total transfer equates to $1,172.7 million, and is included in the General Funds revenue total of $1,587.3
million shown on Schedule 2.
2/ The negative balance in Regional Transit is due to the timing of reimbursements for project costs from the regional transportation plan (Proposition 400).




Page 47
SCHEDULE 2
PROPOSED REVENUES BY MAJOR SOURCE
(In Thousands of Dollars)


Percent Increase/ Percent Increase/
2020-21 2021-22 Decrease from 2022-23 Decrease from
Revenue Source Actuals Estimate 2020-21 Actuals Budget 2021-22 Estimate


GENERAL FUND


Local Taxes and Related Fees
Local Sales Tax 536,889 589,217 9.7% 609,803 3.5%
Privilege License Fees 2,915 3,006 3.1% 3,006 0.0%
Other General Fund Excise Taxes 19,148 19,264 0.6% 19,451 1.0%
Subtotal 558,952 611,487 9.4% 632,260 3.4%


State Shared Revenues
Sales Tax 201,292 223,359 11.0% 227,155 1.7%
State Income Tax 240,237 213,294 -11.2% 310,387 45.5%
Vehicle License Tax 79,768 79,000 -1.0% 83,100 5.2%
Subtotal 521,297 515,653 -1.1% 620,642 20.4%


Primary Property Tax 182,043 191,294 5.1% 199,194 4.1%


User Fees/Other Revenue
Licenses & Permits 2,694 2,847 5.7% 2,872 0.9%
Cable Communications 9,424 9,200 -2.4% 9,000 -2.2%
Fines and Forfeitures 9,211 8,256 -10.4% 8,184 -0.9%
Court Default Fee 1,288 920 -28.6% 920 0.0%
Fire 50,109 60,023 19.8% 61,831 3.0%
Hazardous Materials Inspection Fee 1,464 1,500 2.5% 1,500 0.0%
Library Fees 119 387 +100% 399 3.1%
Parks and Recreation 3,671 4,669 27.2% 5,722 22.6%
Planning 1,723 1,792 4.0% 1,828 2.0%
Police 12,637 14,766 16.8% 14,154 -4.1%
Street Transportation 5,881 9,107 54.9% 6,831 -25.0%
Other Service Charges 15,026 14,715 -2.1% 19,193 30.4%
Other 3,447 3,332 -3.3% 2,775 -16.7%
Subtotal 116,694 131,514 12.7% 135,209 2.8%

Coronavirus Relief Fund 1/ 109,126 - -100.0% - NA

TOTAL GENERAL FUNDS 1,488,112 1,449,948 -2.6% 1,587,305 9.5%




Page 48
SCHEDULE 2
PROPOSED REVENUES BY MAJOR SOURCE (Continued)
(In Thousands of Dollars)


Percent Increase/ Percent Increase/
2020-21 2021-22 Decrease from 2022-23 Decrease from
Revenue Source Actuals Estimate 2020-21 Actuals Budget 2021-22 Estimate


SPECIAL REVENUE FUNDS
Neighborhood Protection 44,353 46,698 5.3% 48,135 3.1%
2007 Public Safety Expansion 89,914 92,932 3.4% 95,805 3.1%
Public Safety Enhancement 26,901 25,436 -5.4% 25,821 1.5%
Parks and Preserves 43,000 47,418 10.3% 48,735 2.8%
Transit 2000 2/ (3) - 100.0% - NA
2/
Transportation 2050 293,470 341,902 16.5% 364,612 6.6%
Court Awards 1,982 8,377 +100% 4,533 -45.9%
Development Services 70,968 80,028 12.8% 81,725 2.1%
Capital Construction 7,060 6,211 -12.0% 6,299 1.4%
Sports Facilities 18,164 27,742 52.7% 28,455 2.6%
Arizona Highway User Revenue 147,054 153,079 4.1% 154,999 1.3%
Regional Transit Revenues 20,685 22,609 9.3% 45,672 +100%
Community Reinvestment 7,011 6,296 -10.2% 6,045 -4.0%
Secondary Property Tax 119,697 123,686 3.3% 128,978 4.3%
Impact Fee Program Administration 621 737 18.7% 761 3.3%
Regional Wireless Cooperative 5,290 5,530 4.5% 5,632 1.8%
Golf Courses 9,192 9,485 3.2% 9,562 0.8%
City Improvement Fund 1 - -100.0% - NA
Other Restricted Revenues 33,687 45,092 33.9% 48,991 8.6%
Grants
Public Housing Grants 108,091 127,299 17.8% 137,673 8.1%
Human Services Grants 82,247 153,407 86.5% 76,011 -50.5%
Community Development 17,303 33,936 96.1% 54,729 61.3%
Criminal Justice 10,274 13,493 31.3% 10,296 -23.7%
Public Transit Grants 141,732 183,616 29.6% 96,562 -47.4%
Other Grants 134,339 171,531 27.7% 391,283 +100%
Subtotal - Grants 493,986 683,282 38.3% 766,554 12.2%


SUBTOTAL SPECIAL REVENUE FUNDS 1,433,033 1,726,539 20.5% 1,871,314 8.4%


ENTERPRISE FUNDS
Aviation 391,196 516,966 32.2% 508,516 -1.6%
Water System 492,162 484,368 -1.6% 525,269 8.4%
Wastewater System 254,744 259,420 1.8% 268,890 3.7%
Solid Waste 186,310 194,202 4.2% 196,668 1.3%
Convention Center 57,923 84,998 46.7% 91,685 7.9%


SUBTOTAL ENTERPRISE FUNDS 1,382,335 1,539,953 11.4% 1,591,028 3.3%
TOTAL ALL OPERATING FUNDS 4,303,480 4,716,440 9.6% 5,049,647 7.1%

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 49
SCHEDULE 3
PROPOSED OPERATING EXPENDITURES BY DEPARTMENT1/
(In Thousands of Dollars)


Percent Change from
2020-21 2021-22 2022-23 2021-22
Actuals Budget Estimate Budget Budget Estimate

General Government
Mayor's Office 2,020 2,323 2,447 2,507 8.0% 2.5%
City Manager's Office 10,300 8,826 8,817 9,383 6.3% 6.4%
City Auditor 2,655 3,174 2,953 3,323 4.7% 12.5%
Information Technology Services 68,333 60,974 63,656 82,055 34.6% 28.9%
Equal Opportunity 2,703 3,453 3,389 3,499 1.3% 3.2%
City Clerk 5,519 7,475 5,408 8,631 15.5% 59.6%
Human Resources 21,440 19,762 53,082 29,253 48.0% -44.9%

Retirement Systems 48 - 299 641 +100.0% +100.0%

Phoenix Employment Relations Board 96 124 117 118 -4.8% 0.9%
Law 6,351 6,737 7,758 9,318 38.3% 20.1%
Budget and Research 3,597 4,311 4,272 4,806 11.5% 12.5%
Regional Wireless Cooperative 5,134 5,485 5,776 5,791 5.6% 0.3%
Finance 36,980 33,541 43,221 28,138 -16.1% -34.9%
Communications Office 2,762 3,159 3,542 3,635 15.1% 2.6%
Government Relations 1,479 1,259 1,256 1,313 4.3% 4.5%

Total General Government 173,577 166,180 212,164 198,796 19.6% -6.3%


Public Safety
Police 710,733 786,708 780,987 849,795 8.0% 8.8%
Fire 410,820 462,262 463,802 495,886 7.3% 6.9%
Homeland Security & Emergency Management 574 690 280 - -100.0% -100.0%

Total Public Safety 1,122,127 1,249,660 1,245,069 1,345,681 7.7% 8.1%


Criminal Justice
City Prosecutor 19,087 19,210 18,810 22,536 17.3% 19.8%
Municipal Court 33,216 37,489 35,710 40,556 8.2% 13.6%
Public Defender 5,060 5,634 7,470 5,822 3.3% -22.1%

Total Criminal Justice 57,363 62,334 61,991 68,914 10.6% 11.2%


Transportation
Street Transportation 96,546 115,853 116,030 124,589 7.5% 7.4%
Aviation 341,594 352,246 352,222 305,899 -13.2% -13.2%
Public Transit 217,825 277,014 257,830 293,260 5.9% 13.7%

Total Transportation 655,965 745,113 726,083 723,749 -2.9% -0.3%




Page 50
SCHEDULE 3 (Continued)
PROPOSED OPERATING EXPENDITURES BY DEPARTMENT1/
(In Thousands of Dollars)


Percent Change from
2020-21 2021-22 2022-23 2021-22
Actuals Budget Estimate Budget Budget Estimate

Community Development
Planning and Development 66,451 81,254 79,882 90,299 11.1% 13.0%
Housing 105,587 113,507 119,035 123,674 9.0% 3.9%
Community and Economic Development 20,512 13,882 23,645 18,932 36.4% -19.9%
Neighborhood Services 48,380 82,998 47,042 75,067 -9.6% 59.6%

Total Community Development 240,931 291,641 269,604 307,973 5.6% 14.2%


Community Enrichment
Office of Arts and Culture 6,725 4,773 8,096 7,092 48.6% -12.4%
Parks and Recreation 110,155 124,443 123,438 137,593 10.6% 11.5%
Library 40,194 44,860 45,380 49,254 9.8% 8.5%
Phoenix Convention Center 46,781 48,223 49,298 58,954 22.3% 19.6%
Human Services 153,919 147,633 203,167 195,628 32.5% -3.7%

Total Community Enrichment 357,774 369,932 429,379 448,521 21.2% 4.5%


Environmental Services
Office of Sustainability 980 910 850 1,036 13.8% 21.9%
Environmental Programs 3,649 1,997 10,368 4,227 +100.0% -59.2%
Public Works 22,369 23,368 38,020 39,782 70.2% 4.6%
Solid Waste Disposal 151,821 170,439 168,340 165,418 -2.9% -1.7%
Water Services 330,788 364,980 365,568 405,514 11.1% 10.9%

Total Environmental Services 509,608 561,694 583,146 615,977 9.7% 5.6%


Non-Departmental Operating
Contingencies - 203,664 - 186,288 -8.5% +100.0%
Other Non-Departmental2/ - 405,000 (20,000) 132,576 -67.3% -100.0%

Total Non-Departmental Operating - 608,664 (20,000) 318,864 -47.6% -100.0%


Total 3,117,345 4,055,219 3,507,436 4,028,475 -0.7% 14.9%


1/ For purposes of this schedule, department budget allocations include Grants.

2/ Other Non-Departmental consists of Coronavirus State and Local Fiscal Recovery Funds (SLFRF) and Unassigned Vacancy Savings.




Page 51
SCHEDULE 4
2022-23 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 2,507 2,507 - -
City Manager's Office 9,383 8,758 357 268
City Auditor 3,323 3,323 - -
Information Technology Services 82,055 81,198 87 770
Equal Opportunity 3,499 3,011 488 -
City Clerk 8,631 8,630 - -
Human Resources 29,253 29,253 - -
Retirement Systems 641 15 626 -
Phoenix Employment Relations Board 118 118 - -
Law 9,318 9,318 - -
Budget and Research 4,806 4,806 - -
Regional Wireless Cooperative 5,791 - 5,791 -
Finance 28,138 25,546 1,354 1,238
Communications Office 3,635 3,409 227 -
Government Relations 1,313 1,313 - -

Total General Government 198,796 187,590 8,930 2,276


Public Safety
Police 849,795 659,530 190,265 -
Fire 495,886 429,045 66,841 -
Homeland Security & Emergency Management - - - -

Total Public Safety 1,345,681 1,088,575 257,106 -


Criminal Justice
City Prosecutor 22,536 20,448 2,088 -
Municipal Court 40,556 37,568 2,988 -
Public Defender 5,822 5,822 - -

Total Criminal Justice 68,914 63,838 5,076 -


Transportation
Street Transportation 124,589 24,194 100,396 -
Aviation 305,899 - 3,788 302,111
Public Transit 293,260 1,891 291,369 -

Total Transportation 723,749 26,085 395,553 302,111




Page 52
SCHEDULE 4 (Continued)
2022-23 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 90,299 6,608 83,692 -
Housing 123,674 2,063 121,610 -
Community and Economic Development 18,932 9,599 8,632 702
Neighborhood Services 75,067 18,478 56,590 -

Total Community Development 307,973 36,748 270,523 702


Community Enrichment
Office of Arts and Culture 7,092 5,242 1,850 -
Parks and Recreation 137,593 117,261 20,332 -
Library 49,254 45,841 3,414 -
Phoenix Convention Center 58,954 3,723 841 54,390
Human Services 195,628 26,042 169,206 380

Total Community Enrichment 448,521 198,108 195,643 54,770


Environmental Services
Office of Sustainability 1,036 698 338 -
Environmental Programs 4,227 1,561 2,066 599
Public Works 39,782 27,275 12,508 -
Solid Waste Disposal 165,418 - - 165,418
Water Services 405,514 - 2,421 403,093

Total Environmental Services 615,977 29,534 17,333 569,110


Non-Departmental Operating
Contingencies 186,288 120,788 17,000 48,500
Other Non-Departmental2/ 132,576 (20,000) 152,576 -

Total Non-Departmental Operating 318,864 100,788 169,576 48,500


Total 4,028,475 1,731,266 1,319,740 977,469

1/ For purposes of this schedule, department budget allocations include Grants.

2/ Other Non-Departmental consists of Coronavirus State and Local Fiscal Recovery Funds (SLFRF) and Unassigned
Vacancy Savings.




Page 53
SCHEDULE 5
PROPOSED DEBT SERVICE EXPENDITURES
BY SOURCE AND USE OF FUNDS AND TYPE OF EXPENDITURE
(In Thousands of Dollars)

2022-23
2020-21 2021-22 Proposed
Actual Estimate Budget


Operating Funds
City Improvement
Economic Development 4,199 3,911 5,528
Finance and General Government 3,955 64,690 12,584
Fire 381 253 1,287
Housing 70 74 73
Human Resources 648 363 581
Human Services 47 4 94
Information Technology 10,300 1,840 10,965
Issuance Costs 351 - -
Municipal Court 5,870 5,076 5,071
Parks and Recreation 176 24 454
Police 393 339 1,562
Public Transit 447 - -
Public Works 6,976 6,380 12,141
Sports Facilities 12,169 12,708 13,128
Street Transportation 4,759 2,577 6,646
Sub-Total City Improvement 50,742 98,239 70,114

Secondary Property Tax
Cultural Facilities 16,925 20,260 21,945
Education & Economic Development 5,034 4,164 16,200
Environmental Improvement 1,567 268 547
Fire Protection 7,825 8,039 8,925
Freeway Mitigation 539 541 632
Historic Preservation 1,490 1,474 1,520
Housing 5,131 4,348 -
Human Services & Senior Centers 2,472 2,225 332
Information Systems 3,491 3,037 71
Issuance Costs - 285 1,065
Library 7,051 7,206 7,289
Maintenance Service Centers 761 654 245
Municipal Facilities - - 59,500
Neighborhood Services 5,142 1,362 763
Parks & Mountain Preserves 18,356 19,862 19,165
Police 9,634 10,676 13,598
Police, Fire & Technology 12,034 12,088 9,607
Storm Sewers 20,417 20,796 21,546
Street Improvements 10,979 12,065 13,110
Sub-Total Secondary Property Tax 128,846 129,349 196,061

Aviation 125,427 106,702 101,192
Convention Center 20,639 20,763 17,465
Solid Waste 14,977 15,227 15,174
Wastewater 71,775 74,389 74,395
Water 134,138 134,980 137,519


Total Operating Funds 546,544 579,650 611,920




Page 54
SCHEDULE 5 (Continued)
PROPOSED DEBT SERVICE EXPENDITURES
BY SOURCE AND USE OF FUNDS AND TYPE OF EXPENDITURE
(In Thousands of Dollars)

2022-23
2020-21 2021-22 Proposed
Actual Estimate Budget


Bond Funds
Convention Center 119 - -
Water 299 474 -
Other 117 352 900
Total Bond Funds 534 826 900


Other Capital Funds
Customer Facility Charges 15,556 6,137 20,563
Federal, State and Other Participation 23,998 24,498 24,999
Passenger Facility Charges 21,763 51,763 56,761
Total Other Capital Funds 61,317 82,399 102,323


Total Debt Service 608,395 662,874 715,143



Type of Expenditure

Principal 298,396 348,338 412,701
Interest and Other 309,998 314,537 302,444

Total Debt Service Expenditures 608,395 662,874 715,143




Page 55
SCHEDULE 6
SUMMARY OF 2022-23 CAPITAL IMPROVEMENT PROGRAM
FINANCED BY OPERATING FUNDS
(In Thousands of Dollars)
2022-23
2020-21 2021-22 Proposed
Actuals Estimate Budget

Use of Funds

Aviation 26,876 26,685 188,444
Economic Development 2,520 3,630 41,021
Environmental Programs 143 250 250
Facilities Management 13,964 12,495 23,256
Fire Protection 4,147 1,880 11,060
Historic Preservation & Planning 11,053 648 15,503
Housing 13,478 12,479 76,428
Information Technology 5,182 14,678 22,945
Libraries 272 1,556 4,439
Neighborhood Services 1,175 5,511 7,369
Parks, Recreation & Mountain Preserves 31,410 39,694 84,467
Phoenix Convention Center 5,744 9,627 10,943
Public Art Program 277 2,255 1,941
Public Transit 189,312 178,787 371,668
Solid Waste Disposal 7,726 14,022 17,839
Street Transportation & Drainage 91,298 108,599 216,400
Wastewater 32,881 67,481 88,233
Water 61,781 101,532 155,240
Total Operating Funds 499,240 601,810 1,337,446

Source of Funds

General Funds
General Fund 25,863 24,443 46,973
Library 272 717 1,193
Parks 2,972 - -
Total General Funds 29,106 25,160 48,165

Special Revenue Funds
Arizona Highway User Revenue 66,730 62,833 91,598
Capital Construction 4,037 7,647 25,398
Community Reinvestment 992 2,325 7,968
Development Services 11,926 1,343 15,755
Golf 1,817 1,000 2,000
Grants 46,447 63,836 213,570
Other Restricted 6,685 9,827 12,862
Parks and Preserves 23,224 30,937 80,643
Regional Transit 9,034 3,867 13,002
Sports Facilities 5,758 2,073 4,424
Transportation 2050 159,655 189,404 368,232
Total Special Revenue Funds 336,304 375,090 835,451

Enterprise Funds
Aviation 27,116 27,083 187,920
Convention Center 3,058 133 2,781
Solid Waste 8,068 5,724 20,478
Wastewater 33,277 67,884 90,162
Water 62,311 100,736 152,489
Total Enterprise Funds 133,830 201,560 453,829

Total Operating Funds 499,240 601,810 1,337,446




Page 56
SCHEDULE 7
PROPOSED INTERFUND TRANSFERS TO THE GENERAL FUND
(In Thousands of Dollars)

2022-23
2020-21 2021-22 Increase/
Actuals Estimate Budget (Decrease)
Transfers to the General Fund

Enterprise Funds
Aviation
Central Service Cost Allocation 10,117 10,233 10,233 -

Water Funds
Central Service Cost Allocation 10,014 10,846 10,846 -
In-Lieu Property Taxes 16,367 16,456 17,396 940
Total 26,381 27,302 28,242 940

Wastewater Funds
Central Service Cost Allocation 6,676 7,231 7,231 -
In-Lieu Property Taxes 9,834 9,916 10,431 515
Total 16,510 17,147 17,662 515

Solid Waste
Central Service Cost Allocation 6,952 8,935 8,935 -
In-Lieu Property Taxes 1,256 1,232 1,307 75
Total 8,208 10,167 10,242 75

Convention Center
Central Service Cost Allocation 3,044 2,721 2,721 -

Total From Enterprise Funds 64,260 67,570 69,100 1,530




Page 57
SCHEDULE 7
PROPOSED INTERFUND TRANSFERS TO THE GENERAL FUND (Continued)
(In Thousands of Dollars)

2022-23
2020-21 2021-22 Increase/
Actuals Estimate Budget (Decrease)

Special Revenue Funds
Excise
Transfer to General Fund 1,003,175 1,050,987 1,172,674 121,687

Development Services
Central Service Cost Allocation 4,440 5,261 5,261 -

Sports Facilities
Central Service Cost Allocation 148 103 103 -
Phoenix Union Parking Maintenance 79 - - -
Total 227 103 103 -

Public Housing In-Lieu Property Taxes 171 200 200 -
ASU Facilities Operations Fund - 128 573 445
Downtown Community Reinvestment Fund 2,064 2,065 2,066 1
T2050 Central Service Costs 1,063 1,048 1,048 -
Neighborhood Protection Central Service Costs 561 519 519 -
Public Safety Enhancement Central Service Costs 416 419 419 -
Public Safety Expansion Central Service Costs 1,037 1,148 1,148 -
Housing Central Office Central Service Costs 371 287 287 -
General Trust 132 - - -
Library Reserve Fund - 1,689 1,721 32

Total From Special Revenue Funds 1,013,657 1,063,854 1,186,019 122,165

Total Transfers to the General Fund 1,077,917 1,131,424 1,255,119 123,695

Transfers from the General Fund

Self Insurance Retention Reserve (8,500) - - -
Strategic Economic Development Fund (1,000) (1,200) (1,200) -
Public Safety Other Restricted Fund (16,000) (17,000) (17,000) -
Public Safety Pension Reserve Fund (1,000) (1,000) (1,000) -
Aviation-Emergency Transportation Services - (100) (100) -
Community Facilities Districts-Restricted Fund (200) (148) (420) (272)
Fire SCBA Sinking Fund - (10,000) (1,000) 9,000
Aerial Fleet Capital Reserve Fund (5,000) (7,000) (7,000) -
Retiree Medical Expense Reimbursement (8,250) - - -
Worker's Compensation (8,250) - - -
Library Reserve Fund (371) - - -
Unemployment Compensation - (500) - 500
Restructured Savings Debt Service Reserve - (27,038) - 27,038
Retiree Rate Stabilization Fund (1,028) (1,026) (1,026) -
Parks Gifts and Donations - (4,840) - 4,840
Infrastructure Repayment Agreements (1,275) (1,574) (2,281) (707)
City Improvement - 100 W. Washington Loan - (60,763) - 60,763
City Improvement - Library (112) (39) (116) (77)
City Improvement (29,293) (19,184) (45,555) (26,371)

Total Transfers from the General Fund (80,279) (151,412) (76,698) 74,714

Net Transfers to the General Fund 997,638 980,012 1,178,421 198,409


Page 58
SCHEDULE 8
PROPOSED POSITIONS BY DEPARTMENT
Number of Full Time Equivalent Positions


Estimate Budget
2020-21 2021-22 2021-22 2022-23
less less
Actual Adopted Estimate Budget
Adopted Estimate

General Government
Mayor's Office 17.3 14.3 15.0 0.7 15.0 0.0
City Manager's Office 32.9 33.9 56.5 22.6 56.5 0.0
City Auditor 25.4 25.4 25.4 0.0 25.4 0.0
Information Technology Services 206.0 209.0 215.0 6.0 215.0 0.0
Equal Opportunity 27.0 27.0 27.0 0.0 27.0 0.0
City Clerk 51.5 51.5 51.7 0.2 51.5 (0.2)
Human Resources 118.7 118.7 127.7 9.0 128.7 1.0
Retirement Systems 16.0 16.0 18.0 2.0 18.0 0.0
Phoenix Employment Relations Board 1.0 1.0 1.0 0.0 1.0 0.0
Law 66.0 67.0 71.0 4.0 72.0 1.0
Budget and Research 25.0 25.0 29.0 4.0 29.0 0.0
Regional Wireless Cooperative 4.0 4.0 4.0 0.0 4.0 0.0
Finance 218.0 214.0 218.0 4.0 218.0 0.0
Communications Office 19.1 20.1 21.1 1.0 21.1 0.0
Government Relations 5.0 5.0 5.0 0.0 5.0 0.0

Total General Government 866.9 863.9 926.9 63.0 928.7 1.8


Public Safety
Police 4,367.9 4,436.6 4,471.9 35.3 4,527.9 56.0
Fire 2,128.8 2,277.7 2,288.7 11.0 2,280.7 (8.0)
Homeland Security & Emergency Management 7.0 7.0 0.0 (7.0) 0.0 0.0

Total Public Safety 6,503.7 6,721.3 6,760.6 39.3 6,808.6 48.0


Criminal Justice
City Prosecutor 148.0 148.0 155.5 7.5 167.5 12.0
Municipal Court 274.0 279.0 279.0 0.0 281.0 2.0
Public Defender 11.0 11.0 11.0 0.0 13.0 2.0

Total Criminal Justice 433.0 438.0 445.5 7.5 461.5 16.0


Transportation
Street Transportation 727.0 734.0 736.0 2.0 743.0 7.0
Aviation 889.0 889.0 891.0 2.0 920.0 29.0
Public Transit 121.0 121.0 122.0 1.0 127.0 5.0

Total Transportation 1,737.0 1,744.0 1,749.0 5.0 1,790.0 41.0




Page 59
SCHEDULE 8 (Continued)
PROPOSED POSITIONS BY DEPARTMENT
Number of Full Time Equivalent Positions


Estimate Budget
2020-21 2021-22 2021-22 2022-23
less less
Actual Adopted Estimate Budget
Adopted Estimate

Community Development
Planning and Development 469.8 480.8 519.8 39.0 533.8 14.0
Housing 124.0 126.0 127.0 1.0 126.0 (1.0)
Community and Economic Development 57.0 59.0 61.0 2.0 61.0 0.0
Neighborhood Services 190.0 191.0 194.0 3.0 200.0 6.0

Total Community Development 840.8 856.8 901.8 45.0 920.8 19.0


Community Enrichment
Office of Arts and Culture 11.0 11.0 11.0 0.0 11.0 0.0
Parks and Recreation 1,018.0 1,050.0 1,054.0 4.0 1,060.6 6.6
Library 399.0 402.8 400.9 (1.9) 403.1 2.2
Phoenix Convention Center 219.0 219.0 219.0 0.0 219.0 0.0
Human Services 393.0 395.0 427.0 32.0 411.0 (16.0)

Total Community Enrichment 2,040.0 2,077.8 2,111.9 34.1 2,104.7 (7.2)


Environmental Services
Office of Sustainability 5.0 4.0 5.0 1.0 5.0 0.0
Environmental Programs 11.0 11.0 14.0 3.0 13.0 (1.0)
Public Works 431.0 443.0 445.0 2.0 456.0 11.0
Solid Waste Disposal 627.5 633.5 634.5 1.0 628.5 (6.0)
Water Services 1,485.0 1,485.0 1,491.0 6.0 1,529.0 38.0

Total Environmental Services 2,559.5 2,576.5 2,589.5 13.0 2,631.5 42.0


Total 14,980.9 15,278.3 15,485.2 206.9 15,645.8 160.6




Page 60
SCHEDULE 9
2022-23 CAPITAL FUNDS
RESOURCES AND EXPENDITURES PROPOSED BUDGET
(In Thousands of Dollars)

Budgeted Revenues Projected Funds
Beginning and Other Resources Available
Fund Sources/ Ending Beyond Beyond
Balance (Uses) (1) Expenditures Balance 2022-23 (2) 2022-23


1988 General Obligation Bonds
1988 Freeway Mitigation Bonds 849 - - 849 1,000 1,849
1988 Parks Bonds 419 - - 419 - 419
1988 Police Bonds 27 - - 27 - 27
1,295 - - 1,295 1,000 2,295
1989 General Obligation Bonds
1989 Historic Preservation Bonds 2 - - 2 - 2
2 - - 2 - 2
2001 General Obligation Bonds
2001 Affordable Housing and Homeless Shelter Bonds 1,053 - - 1,053 - 1,053
2001 Education, Youth and Cultural Facilities Bonds (275) - 902 (1,177) 1,700 523
2001 Environmental Improvement and Cleanup Bonds 261 - - 261 630 891
2001 Fire Protection Bonds (788) - - (788) 800 12
2001 Neighborhood Protection and Senior Centers Bonds 605 - - 605 2,355 2,960
2001 New & Improved Libraries Bonds 3,450 - - 3,450 900 4,350
2001 Parks, Open Space and Recreation Facilities Bonds (332) - - (332) 4,425 4,093
2001 Police, Fire and Computer Technology Bonds (51) - - (51) 615 564
2001 Police Protection Facilities and Equipment Bonds (524) - - (524) 1,115 591
2001 Preserving Phoenix Heritage Bonds (173) - - (173) 795 622
2001 Storm Sewer Bonds - - - - 50 50
2001 Street Improvement Bonds (457) - - (457) 2,225 1,768
2,769 - 902 1,867 15,610 17,477
2006 General Obligation Bonds
2006 Affordable Housing and Neighborhoods Bonds 3,540 - - 3,540 17,795 21,335
2006 Education Bonds (4,549) - - (4,549) 8,090 3,541
2006 Libraries, Senior and Cultural Centers Bonds (3,127) - 600 (3,727) 27,190 23,463
2006 Parks and Open Spaces Bonds 2,049 - - 2,049 13,685 15,734
2006 Police, Fire and City Technology Bonds 621 - - 621 4,790 5,411
2006 Police, Fire and Homeland Security Bonds (7,551) - - (7,551) 36,700 29,149
2006 Street and Storm Sewer Improvements Bonds 5,939 - 270 5,669 27,495 33,164
(3,079) - 870 (3,949) 135,745 131,796
Nonprofit Corporation Bond Funds
Aviation Bonds 238,292 - 124,835 113,457 546,210 659,667
Convention Center Bonds 40 - - 40 - 40
Other Bonds 66,349 150,000 200,458 15,891 74,095 89,986
Parks and Preserves Bonds - - - - 66,000 66,000
Solid Waste Bonds 25,228 - 8,893 16,335 145,000 161,335
Transit 2000 Bonds 66 - - 66 - 66
Transportation 2050 Bonds 12 - 142,992 (142,980) 1,300,000 1,157,020
Wastewater Bonds (3) (9,773) - 194,716 (204,489) 71,730 (132,759)
Water Bonds 36,847 - 73,975 (37,128) 246,985 209,857
357,062 150,000 745,869 (238,807) 2,450,020 2,211,213


Total Bond Funds 358,049 150,000 747,641 (239,592) 2,602,375 2,362,783




Page 61
SCHEDULE 9 (Continued)
2022-23 CAPITAL FUNDS
RESOURCES AND EXPENDITURES PROPOSED BUDGET
(In Thousands of Dollars)

Budgeted Revenues Projected Funds
Beginning and Other Resources Available
Fund Sources/ Ending Beyond Beyond
Balance (Uses) (1) Expenditures Balance 2022-23 (2) 2022-23


Other Capital Funds
Capital Gifts 35 - - 35 - 35
Capital Grants - 614,685 614,685 - 626,119 626,119
Capital Reserves 253,549 8,250 13,945 247,854 - 247,854
Customer Facility Charges 29,563 36,417 20,563 45,418 220,005 265,423
Federal, State and Other Participation - 122,028 122,028 - 203,426 203,426
Impact Fees 201,762 - 182,117 19,645 - 19,645
Other Capital 1,402 - 835 567 - 567
Other Cities' Share in Joint Ventures - 35,670 35,670 - 189,960 189,960
Passenger Facility Charges 76,680 90,732 81,821 85,591 374,693 460,284
Solid Waste Remediation 5,658 - 1,488 4,170 - 4,170

Total Other Capital Funds 568,649 907,783 1,073,152 403,280 1,614,202 2,017,482


Total 926,698 1,057,783 1,820,794 163,687 4,216,577 4,380,264



(1) Includes bond proceeds and funds which pass through capital funds such as grants, land sales, and other agency and private participation.
(2) Includes bonds authorized and available for sale, pledged resources, and cost recovery for projects billed and/or reimbursed on a cash-flow basis.
(3) Wastewater Bond fund balance is to be managed on a cash-flow basis rather than a budgetary basis.




Page 62
SCHEDULE 10
SUMMARY OF 2022-23 CAPITAL IMPROVEMENT PROGRAM
BY PROGRAM AND SOURCE OF FUNDS
(In Thousands of Dollars)

Total
2022-23 General Nonprofit
Proposed Operating Obligation Corporation Other Capital
Program
Budget Funds Bond Funds Bond Funds Funds
Arts and Cultural Facilities 902 - 902 - -
Aviation 567,076 188,444 - 123,512 255,120
Economic Development 41,021 41,021 - - -
Environmental Programs 250 250 - - -
Facilities Management 39,953 23,256 - 15,862 835
Finance 4,700 - - 4,700 -
Fire Protection 34,005 11,060 - 12,132 10,812
Historic Preservation & Planning 15,503 15,503 - - -
Housing 89,562 76,428 - - 13,134
Human Services 600 - 600 - -
Information Technology 31,082 22,945 - 8,137 -
Libraries 9,278 4,439 - - 4,839
Neighborhood Services 7,369 7,369 - - -
Non-Departmental Capital 203,223 - - 900 202,323
Parks, Recreation & Mountain Preserves 109,500 84,467 - - 25,033
Phoenix Convention Center 169,543 10,943 - 158,600 -
Police Protection 20,982 - - - 20,982
Public Art Program 7,686 1,941 - 5,728 17
Public Transit 515,979 371,668 - 142,992 1,319
Regional Wireless Cooperative 6,001 - - - 6,001
Solid Waste Disposal 28,338 17,839 - 8,542 1,957
Street Transportation & Drainage 358,555 216,400 270 - 141,885
Wastewater 509,355 88,233 - 194,565 226,556
Water 387,777 155,240 - 70,197 162,341
Total 3,158,239 1,337,446 1,772 745,869 1,073,152




Page 63
SCHEDULE 11
Tax Levy and Tax Rate Information
Fiscal Year 2022-23
(In Thousands)
2021-22 2022-23
1. Maximum allowable primary property tax levy.
A.R.S. §42-17051(A) $ 193,314 $ 201,207

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 $ 193,225 $ 201,207
B. Secondary property taxes 120,494 126,108
C. Total property tax levy amounts $ 313,719 $ 327,315

4. Property taxes collected*
A. Primary property taxes
(1) Current year's levy $ 191,294
(2) Prior years’ levies 915
(3) Total primary property taxes $ 192,209
B. Secondary property taxes
(1) Current year's levy $ 119,289
(2) Prior years’ levies 592
(3) Total secondary property taxes $ 119,881
C. Total property taxes collected $ 312,090

5. Property tax rates
A. City/Town tax rate
(1) Primary property tax rate 1.3055 1.2989
(2) Secondary property tax rate 0.8141 0.8141
(3) Total city/town tax rate 2.1196 2.1130
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 2022-23 planned primary and secondary levies are $201,206,519 and $126,108,420,
respectively. Historically, actual property tax collections have been slightly lower than the amount
levied. For 2022-23, actual collections for primary and secondary property taxes are estimated to
be $199,194,000 and $124,847,000, 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.




Page 64