FY 2023-28 Preliminary Five-Year Capital Improvement Program

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

The CIP represents investments in the long-term health of our community, through job
creation and economic development, responsible infrastructure maintenance,
sustainability and an assured water supply, and accelerated pavement maintenance
activities. The five-year program totals $8.3 billion, with a $2.8 billion program for 2023
-24. This report is available on the Budget and Research Department's website on
phoenix.gov.

THIS ITEM IS FOR INFORMATION AND DISCUSSION.

Summary
The five-year Preliminary CIP presented totals $8.3 billion. The first year of the
program, totaling $2.8 billion, will ultimately be updated for carryover and resource
availability and presented to the City Council for appropriation; the remainder of the
CIP is presented for responsible planning purposes and is dependent upon resource
availability.

The Preliminary CIP does not reflect the 2023 General Obligation Bond Program,
anticipated to be considered by voters in the November 2023 election. Any voter-
approved 2023 General Obligation Bond Program funding would be reflected in next
year's Preliminary CIP.

Sources of five-year Preliminary CIP funding include $303.6 million in General Funds,
$2,093 million in Special Revenue Funds, $1,567.1 million in Enterprise Funds, $1.5
million in 2001 and 2006 General Obligation Bond Funds, $2,434.9 million in Other
Bond Funds, and $1,946.6 million in Other Capital Funds. Of note, the water and
wastewater programs presented in this document are conditioned upon rate increases
and corresponding additional bond sale authorization; significant adjustments would be
required if rate increases were not ultimately approved by the City Council. Further
information on potential rate increases will be presented to the City Council during a


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future meeting.

The $303.6 million allocation of General Funds within this proposed program
surpasses historical levels and reflects a commitment to infrastructure and technology
investment:
• $93.9 million in facilities management for facility major maintenance.
• $15.6 million in fire protection for new fire stations.
• $121.5 million in information technology for network, infrastructure and applications.
• $5.6 million in libraries for major maintenance.
• $7 million in Municipal Court for technology improvements.
• $30 million in non-departmental capital, as contingency funding for local matches on
federal grants, and set-asides to support operating costs or supplemental funding on
potential 2023 General Obligation Bond Program projects.
• $5 million in parks, recreation and mountain preserves for Eastlake Pool renovation
and construction of a Cold War monument at Steele Indian School Park.
• $0.5 million in Phoenix Convention Center for major maintenance at General Fund-
supported garages.
• $24.4 million in street transportation and drainage for flood hazard mitigation, cool
pavement, and Roadway Safety Action Program projects.

The nearly 800 projects within the Preliminary Capital Improvement Program are
detailed in the attachment to this report. A summary of sources, uses and project
selection methods by program is provided below.

Arts and Cultural Facilities
The Arts and Cultural Facilities program totals $0.9 million and is funded by General
Obligation Bond funds.

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

The program provides partial funding to develop a Latino Cultural Center.

Aviation
The Aviation program totals $1,635.7 million and is funded by Aviation, Aviation Bond,
Capital Grant and Passenger Facility Charge funds.

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



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

Major projects include:
• West Air Cargo Building C Modifications
• Design and construction a new Crossfield Taxiway U
• Airside Bus Route Preparation and Relocations of C-Point and Access Gate
• Design and construction of Terminal 3 North 2 Concourse

Economic Development
The $45.1 million Economic Development program is funded by Downtown Community
Reinvestment, Operating Grant, Other Restricted and Sports Facilities funds.

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

Major projects include:
• Downtown redevelopment area project facilitation and assistance
• Arizona State University Thunderbird School of Global Management development
assistance
• Historic preservation and conservation facilitation and assistance
• Arizona biomedical corridor project facilitation and assistance
• New workforce training facility


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Environmental Programs
The $1.3 million Environmental Programs CIP is funded by Other Restricted funds.
Environmental Programs facilitates eligible Citywide general stormwater compliance
projects.

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

Facilities Management
The Facilities Management program totals $128.6 million and is funded by General,
Other Restricted, Aviation, Convention Center, Solid Waste, Other Bond and Capital
Grant funds.

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

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

Fire Protection
The $32 million Fire Protection program is funded by General, Other Restricted, Other
Bonds and Impact Fee funds.



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The program consists of infrastructure in growth areas, implementation of a new
Computer Aided Dispatch (CAD) system, a Records Management System (RMS),
construction of the new Fire Station 62 at 99th Avenue and Lower Buckeye Road, and
construction of the new Fire Station 74 at 19th Avenue and Chandler Boulevard.

The Phoenix Fire Department plans for CIP projects through a prioritized strategic
forecasting process. The most significant projects for the department are construction
of future fire stations that have been forecasted through the creation of a 20-year fire
station implementation plan. The forecast plan was developed through analysis of a
variety of factors such as: existing fire stations’ location and capacity, key performance
indicators, and planned growth. Additionally, other identified new CIP project needs are
presented to the Fire Department executive staff in the form of business cases, that
are then evaluated based on the potential positive impact on service delivery to the
Phoenix community.

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

Historic Preservation and Planning
The Historic Preservation and Planning program totals $13.5 million and is funded by
the Development Services fund.

The program includes the Shape PHX project which targets the Planning and
Development Department’s primary land management applications for replacement.
This multi-year project envisions replacing Kiva, PlanWeb and other supporting
applications with a modern planning, zoning, plan review and permitting application
that supports community planning, development and regulation.

Housing
The Housing program totals $85.1 million and is funded by Operating Grant, Other
Restricted and Capital Grant funds.

The program provides funding for the creation and modernization of senior public
housing units and affordable housing units for low-income families throughout the City.
Grant-funded modernization projects are planned based on the availability of these
funds.

Projects include HOME Investment Partnership Program multifamily loan and


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redevelopment program, a one-time HOME Investment Partnership Program American
Rescue Plan (HOME - ARP) award to address qualifying populations within four
eligible activities including affordable housing production or preservation and non-
congregate shelter development, transformation of the Choice Neighborhood at Edison
-Eastlake community, conversion of existing public housing units into Rental
Assistance Demonstration (RAD) housing units, affordable housing development and
rehabilitation, and remodeling of family and senior public housing units.

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

Human Services
The $0.6 million Human Services program is funded by General Obligation Bond
funds.

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

The Human Services program includes design of a multi-purpose senior center.

Information Technology
The $153.3 million Information Technology program is funded by General, Arizona
Highway User Revenue, Development Services, Transportation 2050, Aviation,
Convention Center, Solid Waste, Wastewater, Water and Other Bond funds.

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

The Information Technology program includes replacement of Federal
Communications Commission (FCC) mandated equipment with 700 MHz radios,
development of a centralized time and labor data system, implementation of a
modernized data center environment to provide a more reliable and secure computing


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environment, and other enterprise technology projects.

Libraries
The Libraries program totals $11.4 million and is funded by General, Operating Grant
and Impact Fee funds.

The program includes branch library improvements and renovations to maintain
current standards, and growth-driven infrastructure development pending future
funding availability.

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

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

Municipal Court
The Municipal Court program totals $7 million and is funded by the General Fund.

The program includes the Court Management System replacement project which
targets the Phoenix Municipal Court’s primary business application. This multi-year
project envisions replacing the existing 24-year-old system which is no longer
sustainable with a modern application. The new application will increase efficiency,
expand self-service options for the public, enhance the Court’s ability to offer remote
contact and participation, and enable the Court’s ability to move to real-time paperless
processing.

Neighborhood Services
The Neighborhood Services program totals $9.8 million and is funded by Operating
Grant funds.

The Neighborhood Services program seeks to stabilize neighborhoods and improve


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infrastructure by acquiring properties for revitalization. By partnering with City
departments, projects such as landscaping, sidewalks, lighting and other infrastructure
improvements provide enhancements to City neighborhoods.

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

Non-Departmental Capital
The non-departmental capital program totals $650.9 million and is funded by General,
Other Bond, Wastewater Bonds, Capital Grant, Customer Facility Charge, Federal,
State and Other Participation, and Passenger Facility Charge funds.

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

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

Parks, Recreation and Mountain Preserves
The Parks, Recreation and Mountain Preserves program totals $277 million and is
funded by General, Parks and Preserves and Development Impact Fee funds.

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



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

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

Major projects include:
• New parks construction: Farmland Park, Harvest Park and Laveen Heritage Park
• Sonoran Preserve land acquisition and protection
• Paradise Valley park improvements
• Norton park improvements
• Citywide building repairs
• South Mountain road repairs
• Preserve infrastructure improvements
• Aquatic infrastructure renovation

Phoenix Convention Center
The $40.3 million Phoenix Convention Center program is funded by General, Sports
Facilities, and Convention Center funds. In addition to the Convention Center, this
program includes projects and improvements for the Herberger Theater Center and
the Orpheum Theatre, Symphony Hall, and the Heritage and Convention Center
parking garages.

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



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Major projects include:
• Symphony Hall theatrical venue improvements
• Herberger Theater Center theatrical improvements
• Repainting the exterior surfaces of the North and South buildings
• Roof repairs for the South building
• Construct North and West building single source heating, ventilation, and air
conditioning and light control automated systems
• Expansion joint replacement at the east garage
• Electric gear switch replacement at the South building

Police Protection
The $45.3 million Police Protection program is funded by Capital Reserve and Impact
Fee funds.

The program consists of purchasing replacement aerial fleet assets and future
infrastructure in growth areas.

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

Public Art Program
The Public Art Program totals $14.5 million and is funded by Percent-for-Art funds.
Established in 1986, the Public Art Program allocates one percent of eligible Capital
Improvement Program funding for the acquisition of temporary and permanent artwork
for public buildings, infrastructure, and spaces. The program maintains more than 200
permanent artworks and manages and exhibits the City's 1,200 portable works in
multiple public buildings.

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

Public Transit
The Public Transit program totals $1,261.6 million and is funded by Operating Grant,
Other Restricted, Regional Transit, Transportation 2050, and Transportation 2050


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Bond funds.

Public Transit staff and management identify project needs by utilizing several
planning documents: the Transportation 2050 Plan, the fleet replacement plan, the
Maricopa Association of Governments (MAG) Transportation Improvement Program,
and the Transit Life Cycle Program element of the Regional Transportation Plan.
Additionally, public assets are considered for potential refurbishment, upgrade, or
replacement. Staff from each division submit project requests to Public Transit
management for review, prioritization, and funding consideration.

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

Regional Wireless Cooperative
The Regional Wireless Cooperative (RWC) program totals $30 million and is funded
through the contributions of RWC member cities. The City’s contribution is funded
through excise tax-supported city improvement debt.

The RWC program’s objective is to develop and assist subscriber cities with an FCC
mandate requiring 700 MHz infrastructure upgrades for narrow-banding capabilities.
The RWC identifies capital improvement projects via a governance and policy process.

Projects and inventory are tracked, prioritized, and scheduled by the Administrative
Manager, the City’s Information Technology Services Department, which presents the
projects’ explanations and expected budgetary needs to the RWC. The member-
specific costs are then drafted based on percentage of network use or special
assessments and presented to the RWC Board of Directors for action. A CIP Working
Group may also be asked to consider and draft large-scale CIP projects as needed.

Solid Waste Disposal
The $85.1 million Solid Waste Disposal program is funded by Solid Waste, Solid Waste
Bond, Capital Grant and Solid Waste Remediation funds.

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



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

Major projects include:
• Open and closed landfill gas system maintenance and monitoring
• State Route 85 Landfill cell development, including excavation, lining, critical
systems, and capping of completed cells
• Major maintenance, repair, and equipment replacement to support transfer stations
operations
• Material Recovery Facility (MRF) equipment replacement

Street Transportation and Drainage
The Street Transportation and Drainage program totals $921.7 million and is funded by
General, Arizona Highway User Revenue, Capital Construction, Transportation 2050,
Capital Reserve, Impact Fee, and partner agency contribution funds.

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

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


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

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

Major projects planned include improvements to the following locations:
• 35th Avenue: I-10 Freeway to Camelback Road
• Happy Valley Road: 67th to 35th avenues
• Buckeye Road: 67th to 59th avenues
• Van Buren Street: 7th to 24th streets
• Lower Buckeye Road: 27th to 19th avenues
• Rio Salado River Bicycle/Pedestrian Bridge at 3rd Street

Wastewater
The Wastewater program totals $1,364 million and is funded by Wastewater,
Wastewater Bond, Impact Fee and Other Cities’ Share in Joint Venture funds. The
Wastewater program includes infrastructure, safety, maintenance, technology and
efficiency enhancements for the 91st Avenue and 23rd Avenue wastewater treatment
plants, Cave Creek Water Reclamation Plant, multi-city and Phoenix sewer line
systems, lift stations, support facilities and other related initiatives.

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

Development Impact Fee-funded projects are identified in accordance with state
statutes, ensuring capital funding for service levels in planning areas is consistent with


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service levels in developed areas of the City. Identified projects are incorporated in the
City’s Infrastructure Financing Plan, which is reviewed by a citizens’ committee prior to
public hearings and ultimate adoption by the City Council.

Significant projects in the proposed capital improvement plan include:
• Land acquisition, design and construction for the Sub-Regional Operating Group
(SROG) Interceptor
• Rehabilitation of 91st Avenue Wastewater Treatment Plant
• Cave Creek Water Reclamation Plant equipment and systems rehabilitation
• Condition assessment and repair of sewer lines

Water
The Water program totals $1,532.1 million and is funded by Water, Wastewater, Solid
Waste, Water Bond, Impact Fee and Other Cities’ Share in Joint Venture funds.

The Water program includes infrastructure improvements, technology and efficiency
enhancements for 24th Street, Deer Valley, and Val Vista water treatment plants, water
storage facilities, wells, pressure reducing valve stations, booster pump stations, water
and transmission mains and other water related initiatives. Investments in power
redundancy and water resiliency programs ensure stable water delivery for customers.

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

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



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




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To: Mayor and City Council Date: March 16, 2023


From: Jeffrey J. Barton
City Manager

Subject: CITY MANAGER’S TRIAL BUDGET MESSAGE

Attached is the FY 2023-24 Trial Budget proposal for City Council and community
consideration. The Trial Budget reflects broad Council and community priorities. It is an
early look at possible allocations of resources for next fiscal year and serves as the
beginning point for discussion, leading to a more refined proposal in May. As a result of
the strong Phoenix economy, strategic actions taken by City Council and City
management, along with the commitments of City employees to provide services and
control spending, the Trial Budget reflects a $134 million General Fund (GF) surplus.

The goal of the Trial Budget is to identify programs that build the Phoenix of tomorrow. In
putting together this proposal, we attempt to address many issues that have been raised
by councilmembers and the community over the last few years, without over-committing
current and projected resources. While we find ourselves in a very favorable financial
position, we must also recognize that the surplus contains both one-time and ongoing
resources, and each must be carefully programmed to avoid creating structural budgetary
challenges in the future.

With that said, I first want to recognize the diligence and effort of City employees who
stood on the front lines to provide vital services to our residents throughout the pandemic
over the last three years. The City is experiencing significant vacancies across all
departments due to a combination of the competitive labor market and below-market
salaries for many job classifications. As a result, approximately 85 percent of the GF
surplus in the FY 2023-24 Trial Budget is allocated to employee compensation as we
negotiate contracts with our labor unions and associations. Competitive compensation
allows us to continue to attract, retain and reward talented people who provide vital
services to our residents each and every day.

The attached Trial Budget also includes $14 million in service additions that will continue
moving the City forward in several key priorities that have been discussed over the last few
years. The proposed additions provide needed resources in the following areas:

• Continuity of Services for Vulnerable Populations - $7.4 million
• Enhanced Public Safety Responsiveness and Criminal Justice - $3.8 million
• Healthy Neighborhoods and Community Enrichment - $2.8 million



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This year, the Trial Budget also includes $1 million that is being reserved to potentially
address issues and challenges that are identified during Community Budget Hearings.
Like many cities across the country, Phoenix is currently facing a significant increase in
the number of people experiencing homelessness. As a result, the Trial Budget proposes
that the largest programmatic investment in service additions be allocated towards
ensuring continued service for our most vulnerable populations.

In addition to the investments in the Trial Budget, City Council has also approved funding
or directed staff to implement other projects to address this issue, including the following:

• Approximately $140 million allocated for current and future shelter, rapid
rehousing, navigation services, case management, mental and behavioral health,
and weather respite.
• 800 new shelter/transitional beds expected to be added by 2024.
• 125 new affordable housing units expected to be added by 2024.
• $63 million in planned funding for Housing, Human Services and Homeless
Services projects in the upcoming bond program expected to go to voters in
November 2023.

The attached report from the Budget and Research Department provides additional details
on proposed additions and detailed information about GF revenues. The FY 2023-24 Trial
Budget is offered for feedback and will be publicly discussed between April 3 and April 15
at the Community Budget Hearings. Residents can also view the document at
phoenix.gov/budget and provide direct feedback at budget.research@phoenix.gov. A
Proposed Budget will then be presented for Council consideration on May 2, 2023.




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Report

2023-24 City Manager's Trial Budget

This report transmits a balanced Fiscal Year (FY) 2023-24 City Manager's Trial Budget
for community review and comment.

THIS ITEM IS FOR INFORMATION AND DISCUSSION.

The Trial Budget is an important step in the City's Zero-Based Budget development
process. It provides the Mayor, City Council and the community an opportunity to
review a proposed, balanced budget months in advance of final budget adoption in
June. The proposed FY 2023-24 General Fund (GF) Trial Budget includes new and
expanded programs and services for the community, and needed market-driven
employee compensation increases to ensure we can competitively pay our employees
in order to attract and retain a highly skilled workforce to deliver services to residents.
The City of Phoenix is committed to engaging residents in the budget process, and
unlike other cities, Phoenix offers many opportunities and ways for residents to provide
feedback outside of regularly scheduled City Council meetings. Between April 3 and
April 15, the FY 2023-24 Trial Budget will be presented to Phoenix residents for input
at 11 community budget hearings. A complete list of hearing dates and times is
included in Attachment D and is available on our website at
phoenix.gov/budget/hearings. The website also includes the City's FundPHX
interactive budget tool and information on how to provide feedback directly to the
Budget and Research Department. All resident feedback received will be
communicated to the City Council routinely so it may be used in budget decision
making. As a result of public input, changes could be made to the Trial Budget when a
proposed City Manager's Budget is presented to City Council on May 2.

Proposed GF and Non-GF additions for FY 2023-24 are detailed in this report and in
Attachment A and Attachment B.

Summary
The GF projected surplus for FY 2023-24 is $134 million, which includes one-time
resources of $65 million and ongoing resources of $69 million. The surplus is a
reflection of responsible decision-making by the City Council and a strong local and



Page 22

state economy. The surplus is primarily due to revenue growth impacted by high
inflation and a one-time increase in state shared income tax revenues, significant
vacancy savings due to the competitive labor market, and the carry-forward of fund
balance including unspent contingency funds.

The GF long-term outlook is positive at this time, as presented to the City Council on
Feb. 21, in the Five-Year Forecast report. However, economic uncertainty still exists
with many economists predicting either a recession or slow down in the coming year,
primarily caused by historic high inflation leading to unknown impacts from future
Federal Reserve actions. As a result, staff is not recommending changes to the GF
status and will be closely monitoring City revenues, the economy, and the City's
trusted experts over the next several weeks. It is possible revenue adjustments could
be made with the City Manager's Proposed Budget scheduled to be presented on May
2 as more data and information becomes available.

The FY 2023-24 Trial Budget is focused on ensuring that the City can deliver quality,
timely and efficient services to the community. Over the last three years, the City has
made strategic decisions throughout the COVID-19 pandemic and has expanded
services to residents. The proposed allocation of the $134 million GF surplus ensures
that those vital services, and most importantly the people who provide them, can be
sustained for years to come. Included in this report are recommendations to invest
$114 million, or 85 percent of the GF surplus, to address employee compensation so
we can provide the highest level of service ensuring that the City's most valuable
assets are paid competitively and that positions can be filled with the best talent
available. Included is also $14 million for critical service additions in key City Council
and community priority areas such as: public safety and criminal justice, including
adding sworn Fire personnel to staff a new fire station which will help to improve
emergency response times, further efforts to civilianize positions in the Police
Department using existing budget capacity to allow sworn officers to respond to higher
-level public safety calls for services; resources to continue important programs that
relied on expiring grant funds, which support low-income residents and victims of
crime; resources to add park rangers for overnight patrol at City parks; and increases
for community arts grant funding. Additionally, $1 million is reserved for community
input and recommendations reflecting resident comments gathered over the next
several weeks. Based on available funds some of the suggestions could be
incorporated into the final City Manager's Budget scheduled to be presented to City
Council on May 2. The remaining $5 million would be allocated to the GF contingency
fund, or rainy-day fund to account for proposed ongoing spending initiatives.

The proposed FY 2023-24 GF supplementals totaling $134 million are discussed
further in this report and detailed in Attachment A. Also, included are proposed Non-


Page 23

GF supplementals totaling $1.4 million detailed below and in Attachment B.

Resources
FY 2023-24 GF resources, which include the beginning fund balance, net transfers
and revenues, are projected at $2.022 billion. GF revenues make up the majority of
resources and are projected at $1.831 billion representing growth of 10.3 percent over
FY 2022-23. As detailed in the GF Five Year Forecast report presented to City Council
on Feb. 21, a conservative approach was used to project revenue given the uncertain
economic climate. The projected increase in GF revenue is primarily a result of known
increased state shared income tax collections, which are based on collections from FY
2021-22, and are artificially higher due to the State's decision to increase the
percentage share with cities and towns from 15 to 18 percent, to mitigate impacts from
lowering the individual income tax rate. Revenue increases are also attributable to
positive city and state sales taxes. Revenue estimates assume no fee increases and
no new sources of revenue. The FY 2023-24 GF estimates for each major revenue
category are highlighted below, and additional information about assumptions and
methodologies used to estimate revenue is provided in Attachment E:

· Local Sales Tax - $699 million;
· State Shared Revenue - $770 million;
· Primary Property Tax - $207 million; and
· User Fees - $155 million

Expenditures
FY 2023-24 GF expenditures are projected to be $1.888 billion. This compares to the
adopted GF expenditure budget of $1.779 billion for FY 2022-23, representing an
increase of $109 million or 6.1 percent. The increase accounts primarily for higher
costs associated with employee salaries and fringe benefits including health insurance
and pension, increased costs for vehicle replacements and Fire apparatus, cost
increases in capital equipment and expected pay-as-you-go projects, and a higher
contingency amount to achieve 4.5 percent of operating costs. Inflation has also
dramatically impacted several expenditure categories including commodities and
contractuals such as fuel, compressed natural gas, electricity, motor vehicle parts,
plumbing supplies, custodial and security services, machinery and equipment repair,
and facility maintenance costs. The increase also accounts for higher costs for public
safety pension (discussed further below). Expenditure amounts may change over the
coming weeks as staff continues to refine final estimates prior to the presentation of
the City Manager's Proposed Budget on May 2.

Since FY 2007-08, employee pension costs have consumed a growing share of the


Page 24

City's GF resources. GF pension costs are anticipated to increase $99 million between
FY 2022-23 and 2027-28. This increase is primarily caused by rising costs in public
safety pension. The City is committed and legally required to pay 100 percent of our
actuarially required contribution every year. Also, under the leadership of the City
Council, a pension funding policy has been adopted each year as required by state
statute. Additionally, pension reform for the City of Phoenix Employees' Retirement
System (COPERS) is helping to stabilize civilian pension costs. While reform efforts
have been successful for the Public Safety Personnel Retirement System (PSPRS),
there still exists a significant unfunded sworn pension liability of approximately $3.5
billion.

Proposed Budget Additions
As presented, the FY 2023-24 Trial Budget includes several strategic
recommendations that represent investments for the future of Phoenix by addressing
community priorities, and provides resources needed to offer competitive employee
compensation next year and for the future. Proposed use of the available $134 million
GF surplus includes supplemental additions to programs and services totaling $14
million for next fiscal year, and $114 million for employee compensation increases,
both are discussed below and detailed in Attachment A.

Recommendations for GF supplemental additions in FY 2023-24 total $134 million and
focus on City Council and critical community priorities including:

· Employee Compensation Increases - $114 million
· Continuity of Services for Vulnerable Populations - $7.4 million
· Enhanced Public Safety Responsiveness and Criminal Justice Support - $3.8
million
· Healthy Neighborhoods and Community Enrichment - $2.8 million
· Community Input - $1 million
· Contingency Funds - $5 million

Proposed 2023-24 General Fund Additions - $134 million and 171.0 positions

Below is a summary highlighting proposed GF additions by City Council priority area.
Detailed information about each supplemental, including the number of positions and
dollar amount by department, is provided in Attachment A.

Employee Compensation - $114 million
The City is experiencing significant vacancies across all departments due to a
combination of the competitive labor market and below-market salaries for many job


Page 25

classifications. The current vacancy rate as of March 2023 for all City funds is 17
percent. Vacancies can impact service delivery to residents and cause existing
employees to carry the burden for unfilled positions. It is for this reason, that the
proposed GF budget allocates 85 percent of the surplus, or $114 million, to increase
employee compensation. This amount includes $20 million to be set-aside for
employee compensation increases in FY 2024-25 and beyond. Additionally, the
Human Resources Department will be implementing the results from the Class and
Compensatiion study in FY 2023-24 in an effort to fill vacant positions and retain
existing employees.

Continuity of Services for Vulnerable Populations - $7.4 million and 0.0 positions
To ensure vulnerable populations can continue receiving vital services at risk due to
expiring or reduced grant funding, $7.4 million is proposed to support the Low-Income
Home Energy Assistance Program, the Victims of Crime Act, and to expand the
Behavioral Health Engagement Teams contract. These programs are essential in the
continuation of outreach to areas of the City experiencing high instances of substance
abuse, behavioral health issues and homelessness, as well as managing domestic
violence and sexual assault referrals while maintaining acceptable response times.
The funds proposed would also expand the PHX Community Action Response
Engagement Services (C.A.R.E.S.) Outreach Program and continue operations at
several shelters across the City. Additional funding and partnerships with the state,
county and non-profit organizations are being actively pursued to increase
collaboration and resources to help individuals experiencing homelessness.

Enhanced Public Safety Responsiveness and Criminal Justice Support - $3.8 million
and 88.0 positions
The services, programs and positions reflected in this area are dedicated to ensure
public safety response is appropriate, efficient and seamless. To help improve
emergency response times across the City, an investment of $3.5 million is proposed
for the Phoenix Fire Department to add 31 new sworn positions to fully staff a new Fire
Station 74 to be located at 19th Avenue and Chandler Boulevard, and to hire additional
firefighters and support staff. In addition, as part of the Phoenix Police Department’s
focus on civilization efforts, new positions are included for civilian investigators and
police assistants within the department. Additional positions are also included for crime
scene specialists, police research analysts, criminal intelligence analysts, and civilian
law enforcement training specialists. These additions will provide support to the
investigative process, training and civilian response. All new positions for the Police
Department will be absorbed within the existing Police operating budget using sworn
position savings and therefore require no additional costs for FY 2023-24. However,
over time as vacancies are filled, additional budget capacity will be required in a future
fiscal year. This category also includes additional positions for the Law Department to


Page 26

facilitate and coordinate immediate and ongoing needs related to the Department of
Justice (DOJ) investigation, and to convert expiring grant funded positions to the
General Fund that assist victims of crime with navigating the judicial system.

Healthy Neighborhoods and Community Enrichment - $2.8 million and 26.0 positions
The services, programs and positions reflected in this area will enhance the City’s
ability to develop and maintain healthy, vibrant and safe neighborhoods throughout the
city. A proposed $571,000 for the Neighborhood Services Department would add
funding to expand the Gated Alley Program providing for a total of 77 gated alley
segments each fiscal year, and restore two grant-funded Neighborhood Inspector
positions. By restoring these two positions, the department can provide more grant-
funded opportunities to low and moderate income residents. In addition, to increase
the City’s efforts toward equity in arts, $125,000 is proposed to the Arts Grants
Program that supports renters at Herberger Theater Center and other local venues
such as Black Theatre Troupe, Phoenix Center for the Arts’ Third Street Theater,
Phoenix Theatre, and Valley Youth Theatre. A Project Manager position is also
included to help manage and coordinate the Office of Arts and Culture’s model for
involving artists in designing and building a better city. The cost of this position will be
offset by charging various Capital Improvement Projects. Also, in an effort to increase
park security and resident safety, $2 million is proposed for the Parks and Recreation
Department to hire 14 Park Rangers and one Park Manager position to create a third-
shift for Park Rangers. The addition of a third-shift will provide coverage 24 hours per
day, seven days per week at City parks. The proposed funds will also add five staff to
expand tree planting and shade canopy efforts Citywide and hire a Volunteer
Coordinator to assist in the coordination of volunteer efforts throughout City parks.
Finally, two new Municipal Security Guards are proposed for the Library Department to
provide additional security at City libraries at a cost of $130,000.

Proposed 2023-24 Non-General Fund Additions - $1.5 million and 8.0 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 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 (Arizona Highway User Revenues or 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.


Page 27


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) - $0.9 million and 2.0 positions
Additions for the Aviation Department include $917,000 for two new Airport Security
Access Agents to provide security badging services and funding to purchase 10 new
vehicles for the Airport Police Bureau.
Planning and Development (Special Revenue Funds) - $0.5 million and 5.0 positions
To support the growing online presence of SHAPE PHX and administrative needs,
$489,000 is proposed for the Planning and Development Department. The funds would
add three positions needed to manage SHAPE PHX, a transformative technology that
replaces numerous, highly customized legacy software systems with a consolidated,
secure, transparent and modern, land-based planning application. Funds would also
add a Chief Engineering Technician and Senior Human Resources Aide to assist the
department.

Regional Wireless Cooperative (Special Revenue Funds) - $0.1 million and 1.0
position
Add one full-time equivalent Accountant I position to the Regional Wireless
Cooperative (RWC) office to support the administrative and accounting responsibilities
of the VHF (Conventional) Radio Network. This position was approved by the RWC
Board of Directors on Dec. 1, 2022.

GF and Non-GF Position Conversions to Maintain Services - $0.0 and 60.8
positions
The Trial Budget includes converting 57.0 GF and 3.8 Non-GF existing temporary
positions to ongoing status. These positions provide critical and sometimes legally or
statutorily required administrative support for City departments. Funding for these
positions has been identified and programmed in each respective department's
operating budget and therefore represent a no-cost conversion.

FY 2021-22 and FY 2022-23 Supplementals Status Update
A status update for each GF and Non-GF supplemental included in the budget for FY
2021-22 and FY 2022-23 is provided in Attachment C. The status update includes
progress made on filling new positions and implementing each item. As mentioned
earlier in this report, hiring continues to be a challenge due to the competitive labor
market, and a significant number of vacancies. For example, of the 632.7 new


Page 28

positions added in the budget over the past two fiscal years, 292.0 positions (46
percent) remain vacant.

Next Steps
In order to engage the community in the budget development process, staff will be
holding 11 community budget hearings between April 3 and April 15. Budget and
Research staff will also make available the FundPHX tool which will be updated with
the FY 2023-24 Trial Budget additions. Residents are also welcome to contact the
Budget and Research Department directly to provide input or ask questions about the
budget. The schedule of budget hearings, the FundPHX tool, and contact information
is available at phoenix.gov/budget.

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

Date Event
May 2, 2023 City Manager's 2023-24 Proposed Budget
May 16, 2023 City Council Budget Decision
May 31, 2023 2023-24 Tentative Budget Ordinance Adoption
June 14, 2023 2023-24 Funding Plan and Final Budget Ordinance Adoption
July 3, 2023 2023-24 Property Tax Levy Ordinance Adoption

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




Page 29
ATTACHMENT A

2023-24

PROPOSED SUPPLEMENTALS
GENERAL FUND

View the Inventory of Programs published online for program details.


Department/Program 2023-24
Total

EMPLOYEE COMPENSATION

Labor
1. Current employee contracts expire at the end of the current fiscal year. $113,641,000
Management has been negotiating with each bargaining unit and has proposed
allocating approximately 85 percent of the available surplus for employee
compensation. Exact details of the compensation packages will be determined in
the negotiations process. Included in this amount is $20 million to be set-aside for
future employee compensation increases.

Total Employee Compensation $113,641,000

SUPPLEMENTALS BY DEPARTMENT

City Manager's Office
1. Administration of Policies and Objectives Set by Mayor and Council; Oversight of $0
Departments
Convert a Special Projects Administrator and a Management Assistant II position 2.0
from temporary to ongoing status. These positions oversee the citywide American
Rescue Plan Act (ARPA) grant funding program; prepare reports, presentations
and briefings for the City Council and its subcommittees; provide management
support, conduct research and assist the City Manager in implementing citywide
processes and policies.

2. Office of Heat Response and Mitigation $0
Convert a Project Manager and two Project Management Assistant positions in 3.0
the Office of Heat Response and Mitigation from temporary to ongoing status.
These positions help the City Manager complete annual evaluations of the City’s
heat response programs and services, analyze public health records and other
data sources to measure community impacts of heat, manage the City’s Shade
Structure Project and Residential Tree Equity Project in collaboration with other
City departments and external partners, collaborate with internal and external
partners to pursue outside funding opportunities, participate in regional planning
efforts and work groups, manage outreach programs, as well as develop and
conduct training programs.




Page 30
Department/Program 2023-24
Total


3. Administration of Policies and Objectives Set by Mayor and Council; Oversight of $0
Departments
Convert an Assistant to the City Manager and a Management Assistant II position 2.0
from temporary to ongoing status. The Assistant to the City Manager serves as
the City’s Chief Innovation Officer, managing large-scale innovation projects that
help fulfill the City’s priorities and goals. The Management Assistant II position
helps with program implementation, leads prototyping and testing processes,
develops metrics and collects data to measure the impact of innovation, and
updates the City Manager’s Performance Dashboard.

Total City Manager's Office $0
7.0

Communications Office
1. Media Relations and Strategic Communications $0
Convert a temporary Senior Public Information Officer position to ongoing status. 1.0
This position will continue to serve as media liaison for the Office of Homeless
Solutions and respond to media and resident inquiries on other important citywide
issues.

Total Communications Office $0
1.0

Community and Economic Development
1. Business Retention and Expansion $0
Convert a Special Projects Administrator position from temporary to ongoing 1.0
status. This position was established to help coordinate and direct the
department's ARPA funded programs and has evolved to oversee all the
department's various grant programs. The position identifies, evaluates and
reports on grant opportunities that help the City fulfill its goals, submits grant
applications for City Council approved initiatives, manages contracts with grant-
related service providers, collects fiscal and performance data and produces
reports for the grantor, City Manager, City Council and other stakeholders.

Total Community and Economic Development $0
1.0




Page 31
Department/Program 2023-24
Total

Environmental Programs
1. Food Systems $0
Convert a temporary Project Manager position to ongoing status. This position will 1.0
continue to support the implementation of Phoenix Food Systems programs as
part of the Council-approved Phoenix Food Action Plan.

Total Environmental Programs $0
1.0

Equal Opportunity
1. Equal Employment Opportunity and Americans with Disabilities Act (ADA) $0
Compliance Programs
Convert a temporary Equal Opportunity Programs Assistant position and two 3.0
temporary Equal Opportunity Specialist positions to ongoing status. These
positions help ensure timely and complete responses to both internal and external
employment discrimination cases, which have increased in number and
complexity in recent years.

Total Equal Opportunity $0
3.0

Finance
1. Financial Accounting and Reporting $0
Convert a temporary Special Projects Administrator in the Finance Administration 1.0
division to ongoing status. The position will manage complex administrative and
accounting responsibilities for Community Facilities Districts (CFD) and
Development Agreements. Changes in Legislation now require the City to review,
analyze and provide feedback for any proposed CFDs.

2. Goods & General Services Procurement and Contract Management $0
Convert a temporary Supplies Clerk III*U7 and Deputy Finance Director in the 2.0
Procurement Division to ongoing status. The Supplies Clerk III*U7 position
supports the personal protective equipment (PPE) warehouse. The Deputy
Finance Director position is responsible for citywide procurement including
oversite of all procurement solicitations and evaluations; compliance enforcement
of procurement Administrative Regulation, City code and standard operating
procedures; development and monitoring of citywide contracts including City
Council authorizations and amendments; and staff liaison for the Procurement
Governance team.




Page 32
Department/Program 2023-24
Total

3. Acquisition, Relocation and Title $0
Convert a temporary Assistant Real Estate Administrator in the Real Estate 1.0
division to ongoing status. The position supports an increased workload related
to title services, management of title consultants, review and quality control of title
reports, in-depth title research, and oversight of staff preparing conveyance
instruments and legal descriptions.

Total Finance $0
4.0

Fire
1. Homeland Security $0
Convert a temporary Fire Battalion Chief*Deputy position to ongoing status. This 1.0
position supports the Water Services Department (WSD) with water security
needs and will continue to be paid for by WSD.

2. Administration $0
Convert four temporary positions to ongoing status including a Fire Battalion 4.0
Chief*Division, Fire Captain*40hr, Fire Engineer*40hr, and Safety Analyst II.
These positions were created for a temporary Safety Unit program in January
2021 that has been successful in addressing prevention strategies and safety
issues to minimize workplace injuries thus reducing industrial claims.

3. Fire Emergency Medical Services and Hazardous Incident Response $2,021,000
Add funding for twenty-four sworn positions (four Fire Captains, four Fire 24.0
Engineers, and sixteen Firefighters) to provide dedicated staffing for the new Fire
Station 74, located at 19th Avenue and Chandler Boulevard. The Fire Department
intends to hire personnel to staff this fire station beginning January 2024. The full-
year ongoing cost will be $3,796,000.

4. Fire Emergency Medical Services and Hazardous Incident Response $1,355,000
Add funding for seven new sworn positions (Firefighters) and one new vehicle 7.0
(ambulance) to provide dedicated staffing and apparatus for one new Rescue
unit. These positions and equipment will significantly improve service delivery
citywide. The full-year ongoing cost, excluding initial vehicle purchases, will be
$1,049,000.




Page 33
Department/Program 2023-24
Total

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


Total Fire $3,447,000
37.0

Human Resources
1. Various $0
Convert 15 temporary positions to ongoing status including one Administrative 15.0
Assistant II, one Deputy Human Resources Director, four Human Resources
Aides, one Human Resources Analyst, five Human Resources Officers, one
Human Resources Supervisor, and two Senior Human Resources Analysts.
These positions oversee and/or support day-to-day business operations and
provide employee customer service in the Benefits, Employee Relations, Talent
Acquisition, Class and Compensation, and Organizational Support and Leave
Programs divisions.

Total Human Resources $0
15.0

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

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




Page 34
Department/Program 2023-24
Total

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


4. Homeless Community Engagement $600,000
Add funding to expand the department's PHX CARES Outreach Teams contract. 0.0
The expansion will dedicate teams to hot spots throughout the city where there
are high concentrations of encampments. The teams will provide outreach from 5
a.m. to 11 p.m., seven days per week, with the goal of reducing people
experiencing homelessness.

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



Total Human Services $7,350,000
0.0

Information Technology Services
1. Administration $0
Convert a Senior Human Resources Analyst and Admin Assistant I from 2.0
temporary to ongoing status. These positions are responsible for recruiting efforts
to address the large number of Information Technology vacancies due to the
extremely competitive job market.

Total Information Technology Services $0
2.0




Page 35
Department/Program 2023-24
Total

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

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

3. Civil Division $0
Convert a temporary Assistant Chief Counsel position to ongoing status. This 1.0
position provides critical support to various departments and is responsible for
rendering oral and written legal opinions.

4. Civil Division $0
Convert temporary Chief Counsel position to ongoing status. This position will 1.0
draft revisions of the City Charter, assist with the Council agenda process, and
provide assistance to City management in the development of policies and
procedures.

5. Civil Division $0
Convert temporary Assistant City Attorney IV position to ongoing status. This 1.0
position provides legal services to City Council and management, specifically for
the Aviation Department and Sky Harbor International Airport. This position is
funded by the Aviation Department.

Total Law $344,000
18.0

Library
1. Security $131,000
Convert two temporary Municipal Security Guard positions to ongoing status. 2.0
These positions will provide ongoing security support to library patrons and
ensure continuity of security coverage during all operating hours.




Page 36
Department/Program 2023-24
Total

2. Administration $0
Convert a temporary Senior Human Resources Analyst position to ongoing 1.0
status. The Library Department has over 450 staff members across 17 library
branches. This position will support Library hiring, onboarding, and training of
employees and facilitate effective employee relations.

Total Library $131,000
3.0

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

2. Code Compliance Program $219,000
Convert two grant-funded Neighborhood Inspector I positions to the General 2.0
Fund. In 2009, ten positions were moved to Community Development Block Grant
funding. Eight of these positions have already been restored to the General Fund.
This transition will allow more grant-funded opportunities to low and moderate-
income residents.

3. Code Compliance Program $0
Convert a temporary Neighborhood Preservation Inspector II position to ongoing 1.0
status. This position supports and facilitates the efforts of the 27th Avenue
Corridor and Community Safety and Crime Prevention Plan, the Hatcher Road
Community Safety Plan, the Public Safety Partnership, and the 19th Avenue
Community Safety Plan.

4. Blight Reduction Program $0
Convert a temporary Trades Helper*U2 position to ongoing status. This position 1.0
supports the Graffiti Buster program, focusing on graffiti adjacent to the original
light rail route, and is partially funded by the Public Transit Department.


Total Neighborhood Services $571,000
4.0




Page 37
Department/Program 2023-24
Total

Office of Arts and Culture
1. Public Art Program $0
Add a Project Manager position to help manage and coordinate the City’s 1.0
nationally-recognized public art program. This position will coordinate the
implementation and completion of Capital Improvement Program (CIP) percent-
for-art public art projects, as well as providing technical and program support for
other public art projects. The cost of this position will be offset by charging Capital
Improvement Projects.

2. Community Investment and Engagement Program $125,000
Increase funding for the Community Arts Grants Program to enhance efforts 0.0
towards greater equity of funds to arts organizations, including providing support
to renters at City cultural venues to help offset performance and production costs.


Total Office of Arts and Culture $125,000
1.0

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

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



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




Page 38
Department/Program 2023-24
Total


4. Administration $0
Convert a temporary Senior Human Resources Analyst position to ongoing 1.0
status. The Parks Department has over 1,000 authorized full-time and part-time
positions, supported by nine Human Resources staff. This position will help to
support vital HR processes including leave slips, hiring, promotions, salary
increases, reallocations, investigations, and recruitment.

Total Parks and Recreation $2,032,000
22.0

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


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

3. Training Bureau - Training, ALEA & AZPOST $0
Add funding for four Civilian Curriculum and Training Coordinator positions 4.0
working as Law Enforcement Training Specialists in the Training Bureau. These
positions are needed to enhance training capacity, benefitting both new recruits
and existing sworn staff. The full-year ongoing cost will be $384,000; however,
the cost for 2023-24 will be absorbed utilizing savings from vacant sworn
positions.




Page 39
Department/Program 2023-24
Total

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

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

6. Laboratory Bureau - Lab Services $0
Convert two temporary grant-funded Forensic Scientist II and two temporary grant- 4.0
funded Forensic Scientist III positions to ongoing status in the General Fund. Two
of these positions are assigned to the Evidence Screening Section that are
responsible for the development and preservation of friction ridge detail and
biological materials from crime scene items. The other two positions are assigned
to the DNA Section and are responsible for DNA analysis of crime scene
samples.

7. Employment Services Bureau - Hire/Recruitment/Off-Duty Work $0
Program/Controlled Substance
Convert a temporary Senior Public Information Officer (SPIO) and a Public 2.0
Information Officer (PIO) working as Marketing Recruitment Specialists to
ongoing status. The SPIO will manage vendor contacts that outline digital and
traditional media services, including purchasing advertising space as
TV/streaming commercials, billboards, internet banner ads, and other forms of
media. The PIO will report to the SPIO to assist with the marketing campaign for
Police recruitment, with both positions working with Police Academy staff, the
Public Affairs Bureau, the Communications Office, and Human Resources to
develop advertising campaign recommendations.

Total Police $0
51.0




Page 40
Department/Program 2023-24
Total

Public Works
1. Administration $0
Convert one Information Technology Project Manager position from temporary to 1.0
ongoing status to continue implementing and overseeing the citywide Security
Access Control system.

Total Public Works $0
1.0

TOTAL PROPOSED DEPARTMENT SUPPLEMENTALS $14,000,000
171.0

Community Input
1. Set-aside for possible changes or additions to the proposed budget $1,000,000
recommended by the community.

Total Community Input $1,000,000


Contingency Fund
1. Increase the contingency, or "Rainy Day" fund to account for ongoing new $4,889,000
spending initiatives proposed in the 2023-24 budget.

Total Contingency Fund $4,889,000


TOTAL PROPOSED GENERAL FUND ADDITIONS $133,530,000
171.0




Page 41
ATTACHMENT B

2023-24

PROPOSED SUPPLEMENTALS
NON-GENERAL FUND

View the Inventory of Programs published online for program details.


Department/Program 2023-24
Total

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

2. Terminal Safety, Security & Communication Center $750,000
Increase the Airport Police Bureau fleet by adding 10 new vehicles. Due to the 0.0
growth in passenger traffic, geographic footprint and the Sky Train expansion, the
Police Bureau is gaining 12 additional officer positions. This increase to the fleet
will help support daily operations.

Total Aviation $917,000
2.0

Housing
1. Community Partnerships $0
Convert a temporary Project Manager position to ongoing status. This position 1.0
coordinates compliance and monitoring activities for Affordable Housing
Development Projects and the U.S. Department of Housing and Urban
Development's HOME Investment Partnership Program.

Total Housing $0
1.0




Page 42
Department/Program 2023-24
Total

Library
1. Children and Teen Services $0
Convert 1.8 full-time equivalent temporary part-time Library Assistant positions to 1.8
ongoing status. These positions are funded by Arizona State Library grants and
provide literacy outreach to schools and community centers, distribute books to
children in need, build Library partnerships at community events, and provide
workforce training for job seekers.

Total Library $0
1.8

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


2. Administration $83,000
Add funding for a Chief Engineering Technician position for the Electronic Plan 1.0
Review administrative team. This position will facilitate plan review submittals and
processing. This will allow staff to manage turnaround times and support the
demand of high-profile projects without adversely impacting other teams. The full-
year ongoing cost, excluding initial computer and office supply purchases, will be
$79,000.

3. Administration $71,000
Add funding for a Human Resources Aide position to reduce turnaround times for 1.0
HR transactions and processing. The full-year ongoing cost, excluding initial
computer and office supply purchases, will be $67,000.

Total Planning and Development $489,000
5.0




Page 43
Department/Program 2023-24
Total

Public Transit
1. Federal Grants Administration & Oversight (Designated Recipient Role) $0
Convert one temporary Management Assistant I position to ongoing status. This 1.0
position works with Federal Transit Administration (FTA) grant programs by
supporting the needs of nonprofit subrecipients, coordinating new vehicle
procurements and orders, tracking subrecipient reporting, reviewing grant
applications, and ensuring program compliance. This position also coordinates
Federal grant pass-through agreements for the department and assists with
overseeing revenue contracts and a fare media program.

Total Public Transit $0
1.0

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

Total Regional Wireless Cooperative $51,000
1.0


TOTAL PROPOSED NON-GENERAL FUND ADDITIONS $1,457,000
11.8




Page 44
ATTACHMENT C

2021-22

SUPPLEMENTALS UPDATE
GENERAL FUND

Department/Program 2021-22
Total

PUBLIC SAFETY REFORM AND RESPONSIVENESS

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

Status Update: The Paramedic Training Coordinator position and the Admin
Aide position are filled. A hiring process was conducted for the remaining
Paramedic Training Coordinator vacancy but the section was unsuccessful.
Staff is seeking approval for an incentive prior to conducting another hiring
process to fill the vacancy.

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

Status Update: The User Technology Specialist position is filled and
continues to be a valuable addition. The radio team was able to perform
preventative maintenance activities on all radios in the system within the
year. An annual preventative maintenance program previously required
support from other areas and often took longer than a year to complete due
to staffing and workload. The preventative maintenance program resulted in
finding several radios with issues that were pre-emptively replaced and sent
in for repair. The additional position and service monitor purchase has
allowed the team to be more proactive in planning and maintenance tasks.
In addition, the second team member has been critical to being able to
provide adequate support for Super Bowl activities and unified
communication coordination.




Page 45
Department/Program 2021-22
Total

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


Status Update: The following full-time positions are filled: ten Caseworker II
positions, seven Caseworker III positions, four Casework Service
Coordinator positions, and one Deputy Human Services Director position.
The CAP expansion is underway with several components planned to
achieve long term program success and sustainment. The end goal is for
the CAP to increase the number of Crisis Response Units (CRU) from five to
ten and create nine Behavioral Health Units (BHU). CAP has completed
recruitment and the interview process to hire Caseworkers. CAP continues
to work with HR on recruitment and is planning a hiring fair in the summer
of 2023. In collaboration with Police and Fire Communications, CAP has
created Behavioral Health Dispatcher positions. These positions will be
filled using Caseworker III’s and are responsible for taking referrals from
Police Communications and dispatching BHUs. The first BHU went into
service in July 2022 and responds to calls for service in a limited area in
Phoenix. The City Manager’s Office and CAP continue to look for
opportunities to engage behavioral and mental health professionals. CAP is
also currently working with City IT to develop internal and external data
dashboards. The following full-time positions have yet to be filled: 59
Caseworker II positions, 20 Caseworker III positions, one
Curriculum/Training Coordinator, one Casework Services Coordinator.




Page 46
Department/Program 2021-22
Total

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


Status Update: PFDRDC was able to hire and initiate training of two
dispatcher training classes in 2022. The first recruitment netted seven new
Fire Emergency Dispatchers (FED) who began class 22-1 in August 2022.
This group is halfway through their training program and are now working
on the dispatch floor answering telephones. They are heading into radio
training mid-February and are anticipated to be fully certified FEDs by the
end of May 2023. While class 22-1 began training, recruitment for the next
class was initiated. Fifteen individuals were hired for class 22-2 and began
training in October 2022. This class will be fully trained by the end of July
2023. To fill all positions in the section another recruitment process will
begin in the next 60 days to begin planning of an August class.


Total Fire $15,729,000
145.9

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

Status Update: The position was filled in January 2022 and remains filled.
The Victim Services Division has served 23 clients resulting from police
interactions since August 2021.

Total Human Services $93,000
1.0




Page 47
Department/Program 2021-22
Total

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

Status Update: The two Bailiff positions are currently filled. These positions
have allowed for Jail Court staff to meet critical processing deadlines for
defendants who are booked on new City of Phoenix charges and existing
warrants. Jail Court operates seven days per week and must see all
defendants within 24 hours of being arrested. There is a great deal of case
preparation involved before the start of the two daily dockets and the
addition of these positions allows the Court to meet these statutory
deadlines.

2. Civil Courtroom Operations - Civil Division $224,000
Orders of Protection: Add one Court Interpreter and two Court/Legal Clerk II 3.0
positions to support the operations of the Order of Protection Office. In September
2019, the Phoenix Municipal Court implemented the mandated firearm transfer
process for defendants that are deemed a credible threat in an Order of
Protection (OOP) case. Additionally, in January 2020, the Arizona Administration
Office of the Courts (AOC) required the utilization of an on-line public portal
system. Both process changes have caused increased staff workload and wait
times. Staff and resources are needed in a customer service capacity, for
administrative documentation and translation services.
Status Update: The two Court/Legal Clerk II positions assigned to the
Protective Order Center are currently vacant due to staff promoting in
January 2023. The Court is in the process of recruiting and currently
seeking applicants interested in a lateral transfer along with external
applicants who are seeking employment with the Municipal Court. The
Court/Legal Clerk II’s provide assistance to customers seeking a protective
order and help them navigate the online portal utilized to complete petitions.
The Court Interpreter position is currently filled. The addition of these
positions has helped decrease processing times so customers do not wait
as long for interpretation and translation services.

Total Municipal Court $357,000
5.0




Page 48
Department/Program 2021-22
Total

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

Status Update: Eleven of the 15 positions have been filled with the
remaining four expected to be filled by July 2023. These positions have
been instrumental in the formation of the Critical Incident Team and a
secondary Customer Service Team. In addition, the positions have assisted
with a monthly average of 2,000 in-person lobby and telephone
appointments to assist citizens in obtaining requests submitted online. The
positions also answer an average of 10,000 telephone calls monthly to
schedule appointments, provide research and location information, and
provide technical support to citizens. Finally, the positions assist with
record redaction when available. The Public-Traffic Records Detail receives
an average of 9,700 public records requests monthly. The additional
positions have assisted in decreasing the backlog of approximately 60,000
pending citizen refund requests, dating back to 2019, for requested
records/reports that did not exist or were not as lengthy as initially
determined.

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

Status Update: All four positions are filled and continue to support the day-
to-day operations and development of the Early Identification System and
the Innovation Data-Driven Unit. The Early Identification System has been
standardized over the last year, with completion of the Phase 2 charter,
resulting in program stabilization. The Early Identification Program will be
obtaining a SPI Grant and moving to the Employee Assistance Unit in
February 2023. These positions continue to be utilized to update policies,
solidify data collection and analysis efforts, find process improvements, and
enhance innovation and customer service. The positions will also maintain
an external transparency website for the department, as well contribute to
future reform and innovation efforts.




Page 49
Department/Program 2021-22
Total

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

Status Update: 15 of the 34 positions are filled. Two Admin Aides were
promoted to other positions and a recruitment is expected to open in early
2023. Five of 12 Police Coding Clerks were reallocated for a civilian Records
Management System (RMS) Team. Four Police Coding Clerk (FT) candidates
are in background checks to fill vacancies, while Police Coding Clerks (PT)
have been difficult to hire and retain applicants for the part-time work but
recruitments are open to fill vacancies. The two Police Records Clerks
allowed the Bureau to develop and implement requirements of Prop 207
which required marijuana related records to be expunged as of July 2021.
Within the first year, 2,353 requests were received, of which 2,203 were
entered into the Records Management System (RMS). As of January 2023,
4,709 expungement requests have been received, with 502 records fully
expunged. The R&I Supervisor allows the bureau to provide 24 hour, 7 days
a week support to officers experiencing challenges accessing the RMS, as
well as increasing the quality of data shared on the public facing
dashboards. The Criminal Intelligence Analyst has been instrumental in
improving the delivery time of data. Finally, the two filled Admin Aide and
coding clerks are NIBRS-trained in preparation for the new system. The 19
remaining positions are expected to be filled by fall of 2023 once the new
RMS is operational.




Page 50
Department/Program 2021-22
Total

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

Status Update: The Police Department converted these to ongoing full-time
positions in January 2022. More than 500 Detention Officer candidates have
been interviewed through the ongoing recruitment process since January
2022. However, the attrition rate of Detention Officers has exceeded the
hiring rate through November 2022. Currently three of these Detention
Officer positions are vacant. All of the supervisor positions are filled. The
department has worked with Human Resources and AFSCME 2960 to
address Detention Officer and Detention Supervisor market challenges. In
late 2022, City Council adopted a new grade for these two positions that
should attract an increased number of applicants.


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

Status Update: These funds are proposed to be reallocated for Police
Department advertising services in the 2023-24 budget.

Total Police $3,731,000
75.0

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




Page 51
Department/Program 2021-22
Total

Status Update: Funds were moved to the Capital Improvement Program to
augment additional roadway safety funds. Projects have been developed
and/or are in active implementation that will deliver tangible crash reduction
countermeasures. The Roadway Safety Action Plan will deliver valuable
safety analysis tools and allow staff to target infrastructure improvements
that deliver optimal safety benefits.

Total Street Transportation $600,000
0.0

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


COVID RESPONSE AND RESILIENCY

City Manager's Office
1. Oversight of and Assistance to Departments; City Council Support; Strategic
Planning $150,000
Public Health Advisors: Continue funding for COVID-19 consultants, including 0.0
medical experts, to advise the City on reopening facilities and providing up-to-date
guidance from the CDC.
Status Update: Approximately $55,250 was spent from the $150,000
budgeted amount on contracted public health consulting services related to
the COVID-19 pandemic through the end of 2021-22. At the outbreak of the
pandemic, the City did not have the internal public health expertise needed
to handle the ever-shifting realities of a public health emergency. The
consultant provided expertise and advice on reopening of facilities and staff
returning to work. Subsequently, a Public Health Advisor position was
approved in the 2022-23 budget to address current and future public health
issues. The position was filled in October 2022 and assists with the City’s
ongoing response to the COVID-19 pandemic, is beginning work on a
community health assessment and is coordinating resources from the
nationwide opioid settlement.

Total City Manager's Office $150,000
0.0

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




Page 52
Department/Program 2021-22
Total

Status Update: The Program Manager position is filled. This position is
responsible for managing 14 American Rescue Plan Act (ARPA) Phoenix
Resilient Food System programs and assisting with implementation of the
2025 Food Action Plan. As of Dec. 31, 2023, ARPA funded grants were
provided to 13 business and nonprofit entities to address COVID impacts to
food production and agri-food technology. In addition, six school districts
and three community gardens were funded. Through the Backyard Garden
Program, 92 residents received a garden system, with 188 garden
installations occurring from January to April 2023. The Sustainable Worker
Cooperative provided training to 25 residents. The Feed Phoenix, Funds to
Feed, Meals that Work, and food bank programs provided 753,458 meals to
609,400 households. The 10th annual Phoenix Food Day & Healthfest was
held in October 2022 in South Phoenix and was attended by approximately
500 people.

Total Environmental Programs $300,000
1.0

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

Status Update: The PHX 311 and Learning Management System (LMS) were
implemented as planned. MyPHX311 is undergoing a transformation to a
fully re-designed user interface which will eliminate the need to have
separate mobile apps. LMS continues with its phased project timelines, and
additional developer resources are being acquired to support this work.


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

Status Update: IT Project Managers and Business Analysts continue to
work on critical projects including implementation of new phases of the
Learning Management System and support of security projects.



Page 53
Department/Program 2021-22
Total


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

Status Update: This position is filled and continues to provide value by
supporting existing and new public Wi-Fi equipment and services.

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

Status Update: These positions are filled and are serving as a Cloud
Engineer and the Enterprise Server Manager.

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

Status Update: These positions are filled and continue to provide critical
support for remote and hybrid public meetings and for the City’s video
conferencing systems.

Total Information Technology Services $1,781,000
3.0

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




Page 54
Department/Program 2021-22
Total

Status Update: Since April 2021, the Library acquired 405 laptops and 285
hotspots. To date, the laptops have been checked out 1,421 times, and
hotspots have been checked out 1,188 times. Annual maintenance paid to
Bibliotheca LLC for self-checkout payment kiosks covers 17 self-checkout
kiosks. The laptop lending security software, Absolute, and content filtering
software, Deep Freeze, have been installed on all laptop lending devices and
are supported by the Dell flexible warranty.

Total Library $181,000
0.0

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

Status Update: The three Support Services Aide positions are filled. The
positions staff the appointment-only counters at the Phoenix City Hall and
Calvin C. Goode buildings where they welcome and check-in visitors, alert
department staff of visitor arrivals, respond to visitor questions, and assure
that only customers who have appointments with City staff are allowed
beyond the lobby and are successful in locating needed services and
personnel.

Total Public Works $191,000
3.0

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




Page 55
Department/Program 2021-22
Total

CLIMATE CHANGE AND HEAT READINESS

City Manager's Office
1. Professional Administration of Policies and Objectives Set Forth by Mayor and
Council $475,000
Office of Heat Response and Mitigation: The office will establish a cohesive 4.0
strategy and action plan to address the growing hazard of urban heat, which
threatens the City’s economic viability and health and well-being of vulnerable
residents. The office will increase the community’s capacity to prepare for and
respond to both extreme heat events and the increasing frequency of high
temperature days that adversely affect residents’ and visitors’ comfort. The office
will build a research and practice-informed process to ensure that heat is
addressed in an effective manner by using technology and innovative, locally-
relevant solutions, providing preventative information and education, and
encouraging coordination and cooperation among diverse stakeholders. Will
include a Chief Heat Response Officer, Tree and Shade administrator, shade
infrastructure manager, and an Administrative Aide.
Status Update: The four positions are filled. The efforts of these staff
members have resulted in several significant benefits for the City, including
but not limited to the creation and expansion of initiatives involved with the
City’s Climate Action Plan, use of existing City contracts to have trees
planted that provide shade and heat mitigation, entering into a
Memorandum of Understanding with American Forests for the City to
receive up to $500,000 toward tree-planting costs, and substantially
expanding the City’s direct heat relief outreach and educational programs.
In addition, staff has coordinated local and regional efforts to improve
accessibility to air-conditioned space through the Heat Relief Network,
published weekly status reports regarding heat-health impacts and relevant
City initiatives, and developed and applied new tools to guide the
implementation of heat mitigation initiatives.

Total City Manager's Office $475,000
4.0

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




Page 56
Department/Program 2021-22
Total

Status Update: The 2020 Greenhouse Gas (GHG) inventory was completed
in May 2022 through an Inter-governmental Agreement executed with
Arizona State University, which included a food-based consumption and
water consumption GHG inventory. The inventory is available in English and
Spanish. The Climate Action Plan implementation is moving forward with
the Office of Environmental Programs serving as coordinator with City
departments and stakeholders.


Total Environmental Programs $200,000
0.0

Fire
1. Fire Prevention General Inspections $0
Solar Energy Inspection: Add funding for vehicles, supplies, and five new 5.0
positions for a new energy system inspection program. The new positions include
one Planning and Development Team Lead and four Fire Prevention Specialist II.
This program will provide Fire Prevention the staff to conduct plan reviews and
inspections of photovoltaic and energy storage systems. This addition is offset
with $698,000 in revenue generated from permit fees.
Status Update: In addition to multiple program management duties and
overseeing the Fire Inspector training program, the Planning & Development
Team Leader position supervises a fourth Fire Prevention Supervisor and
has assumed the lead position and Fire Prevention liaison to the Taiwan
Semiconductor Manufacturing Company’s north Phoenix construction
project. The four Fire Prevention Specialist II positions have been
instrumental in the ability to deliver a responsive and safety driven level of
service to the photovoltaic and energy storage industry and end users. Fire
Prevention currently facilitates next day inspection requests and maintains
a 3-day permit issuance turnaround time frame. In 2021-22 Fire Prevention
conducted inspections and issued permits on 6,539 systems. This
represents a 37% increase from the prior year resulting in $1,920,000
revenue.

Total Fire $0
5.0




Page 57
Department/Program 2021-22
Total

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

Status Update: All five positions are filled. Community benefits include the
Forestry crews’ ability to plant trees in the Parks and Recreation Department
and collaborate with the Office of Heat Response and Mitigation on
additional neighborhood tree plantings. The Forestry crews are also able to
respond to more requests for tree work in City parks and requests by other
City departments for assistance or service.

Total Parks and Recreation $674,000
5.0

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

Status Update: Tree planting has expanded and is ongoing. Last year,
Council members selected their preferred locations for the tree plantings.
To date, 17 of 31 sections are completed with the remaining scheduled to be
completed by March 2023.

Total Street Transportation $1,483,000
0.0

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




Page 58
Department/Program 2021-22
Total

AFFORDABLE HOUSING AND HOMELESSNESS

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

Status Update: The Housing Department converted the Special Projects
Administrator position to a Deputy Director position. The Deputy Director of
Affordable Housing was filled March 2022. The Deputy Director is focused
on affordable housing initiatives. This includes implementation strategies
for city-owned land to achieve the goal of creating or preserving 50,000
homes by 2030, consistent with the Council-approved Housing Phoenix
Plan. As of December 2022, there have been a total of 26,217 units created
or preserved.

2. Family Housing $1,400,000
Santa Fe Springs Rehabilitation: Add funding to complete critical safety and 0.0
infrastructure repairs at Santa Fe Springs Apartments. These repairs will address
community safety and quality of life concerns, including improved lighting,
cameras, and fencing, as well as the rehabilitation of deteriorated structures and
amenities.
Status Update: The Housing Department successfully engaged a proposal
for construction services through a competitive solicitation. All projects are
planned for completion by April 2023. Repairs and upgrades include chiller
and chiller structure replacement and modernization, installation of
playground equipment, and exterior security upgrades including improved
fencing around the property. These repairs and modifications address
safety and quality of life concerns for residents at the Santa Fe Springs
apartment community.

Total Housing $1,562,000
1.0

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




Page 59
Department/Program 2021-22
Total

Status Update: The position was filled as of March 2022. The Workforce
Development Specialist has established partnerships to provide unhoused
individuals workforce support. The partnership with United Methodist
Outreach Ministries (UMOM) shelter and the City of Phoenix 27th Street and
Washington shelter campus includes weekly on-site visits to meet with
individuals seeking workforce guidance. Since May 2022, 174 individuals
received workforce assessments, 72 individuals enrolled in the Workforce
Innovation and Opportunity Act (WIOA) program, 61 individuals enrolled in
training, 38 individuals completed training, and 22 individuals obtained
employment. Five sheltered individuals transitioned to permanent housing.
Staff is working on establishing new relationships with Phoenix Rescue
Mission and Central Arizona Shelter Services to identify needs for
individuals seeking sustainable employment.


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

Status Update: The Administrative Assistant I (AAI) position was filled in
December 2021. The AAI position has increased the Office of Homeless
Solutions’ ability to hold service provider partners accountable, resulting in
better compliance and outcomes and benefitting the Strategies to Address
Homelessness Plan.

Total Human Services $177,000
2.0

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




Page 60
Department/Program 2021-22
Total

Status Update: Neighborhood Engagement filled the position in July 2021.
The Neighborhood Specialist has been connecting with business and
resident community organizations to continuously educate them about the
PHX C.A.R.E.S. process and the City’s strategies to address homelessness.
The Neighborhood Specialist completed a tour with key community
members in Fall 2021 to identify areas and types of concerns. Resulting
from this tour, staff have identified alleys that could benefit from the Gated
Alley Program Pilot, which has been shared with Councilmembers in
Districts 7 and 8. Additionally, staff have assisted businesses with Crime
Prevention Through Environmental Design best practices in conjunction
with the Police Department to minimize environmental factors that
unintentionally encourage encampments.

Total Neighborhood Services $99,000
1.0

Public Works
1. Education and Enforcement $815,000
Human Services Campus Cleanup: Add funding to support the coordination and 0.0
expansion of the Human Services Campus Clean-Up service. The request
includes adding one Supervisor and two Solid Waste Equipment Operator
positions, one Rear Loader, one Articulator Loader, and one Trailer. Positions will
be in the Solid Waste Division of Public Works.
Status Update: All three positions are filled. The incumbents promptly
remove trash and debris left from encampments and illegal dumping
surrounding the Human Services Campus and elsewhere within the
Downtown Corridor (within the boundaries of I-10 to the east, I-17 to the
west, Deck Park to the north and I-17 to the south). The Solid Waste
Supervisor responds to customer contacts, participates in community
meetings, and coordinates with other Public Works divisions and other
departments PHX C.A.R.E.S-related cases. All equipment has been
purchased and will increase cleaning performance.

Total Public Works $815,000
0.0

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




Page 61
Department/Program 2021-22
Total

Status Update: The department has increased the frequency of clean-ups
including biohazard clean-up citywide, including at Central Arizona Shelter
Services (CASS). Streets has hired a contract vendor to perform the
biohazard portion of clean-ups and has also hired temporary staff through
an employment agency to help with clean-ups.

Total Street Transportation $134,000
0.0

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


BUILDING COMMUNITY AND RESPONDING TO GROWTH

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

Status Update: Both positions are filled. Staff meet with businesses,
brokers, and property owners in the area to identify revitalization
opportunities and to familiarize them with City tools and programs that can
assist this effort. Although economic development efforts typical take a few
years to yield results, the City already realized the following notable benefits
from these positions during the past year: continued Westmarc
collaboration; execution of a development agreement for a 150,000 sq ft
shopping center that includes a Harkins Theater; acquisition of 2526 W.
Northern, now known as Innovation 27; and creation of marketing materials
for the Loop 202 South Mountain Technology Corridor, and the Maryvale
and Northwest Phoenix corridors.


Total Community and Economic Development $301,000
2.0




Page 62
Department/Program 2021-22
Total

Human Services
1. Administration $250,000
Fast Track Cities: Add contractual services to support the Fast Track Cities 0.0
Initiative. Fast Track Cities is an international effort working to end the HIV/Aids
pandemic and the City of Phoenix is one of 25 cities in the U.S. working to reach
this goal. The additional funding will help increase engagement and awareness so
that people know their HIV status, are linked to treatment, are retained in care,
and follow-up is conducted with patients that fall out of care. Support can also
help with advocacy and enhance access to care for evolving Antiretroviral
Treatment and continue outreach to communities of color who are
disproportionately impacted by HIV and AIDS. The goal of this outreach is for 90
percent of Phoenicians to know their status, 90 percent who know their HIV-
positive status to be in antiviral treatment, 90 percent who are on antiviral
treatment to achieve viral suppression and to have no stigma or discrimination.



Status Update: Funding in the amount of $75,000 was allocated to Aunt
Rita's Foundation, which disbursed mini grants to local community
agencies. These funds helped provide supplies for mobile units, testing kits,
expansion of phone line hours for the Pre-Exposure Prophylaxis (PrEP)/Post-
Exposure Prophylaxis (PEP) hotline, outreach and education in the
community, with focus on diverse populations. Additionally, $50,000 was
allocated to the Maricopa County Ryan White Part A program to assist with
increasing advertising of the “Positively You!” campaign, focusing on
educating the community on HIV services. Social media posts,
transportation advertising, and video production were all created with these
funds. As a result, 39 people were connected to care during the campaign,
seven new Positively You! Ambassadors were recruited with a focus on gay
and bisexual men of color and transgender individuals. Two Ambassador
interviews and videos were recorded in Spanish, an increase in awareness
through over 500,000 digital impressions over the course of the campaign
and 15,000 English and Spanish print materials were distributed to impacted
communities. The $75,000 to Arizona Community Foundation was recently
finalized and is up for distribution in the community for mini grants. Staff
has purchased 10,000 shoe cards, 5,000 posters for medical offices, and
materials for advertising and education. Funds were also used to sponsor
tables at Aunt Rita’s and One N Ten events where Fast Track Cities Ad Hoc
Committee members and City Council Members attended.




Page 63
Department/Program 2021-22
Total

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



Status Update: The Veterans Services Caseworker III is filled and has
managed 63 veteran cases since January 2022. Resources provided include
case management, rent and utility assistance, resource referrals, and
connection to community agencies. Nearly 30 local, regional, and national
veteran services partnerships have been established including the U.S.
Department of Veterans Affairs, Wings for Warriors, Veterans for Veterans,
HUD-Veterans Assisted Supportive Housing (VASH), and the ASU Pat
Tillman Veterans Center.

Total Human Services $345,000
1.0

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

Status Update: The Administrative Assistant II position and the
Caseworker II position are filled. These positions continue to contribute to
the College Depot program through additional classes and student support
efforts.

Total Library $210,000
2.0

Office of Arts and Culture
1. Community Investment and Engagement Program $110,000
Increase funding for arts grants for nonprofit arts and cultural organizations. Arts 0.0
grants enable artists, arts and culture organizations, youth, and neighborhood
groups to carry out high-quality arts programming for all residents.




Page 64
Department/Program 2021-22
Total

Status Update: Funding in the amount of $110,000 was awarded to arts and
cultural organizations as part of the total Community Arts Grant fund,
addressing the 11% increase in organizational applications received.


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

Status Update: Funding in the amount of $30,000 for non-grant programs to
youth, artists, and arts administrators was utilized for the following
programming: Artist Workshops for Creative Curriculum ($9,100),
Professional Development ($3,400), and Latino Pop-Up Programming
($17,500).

3. Public Art Program $60,000
Increase funding for public art maintenance which would allow residents to enjoy 0.0
the collection, showcase the city's initial investment, and help avoid safety issues
with artwork in the community. Maintenance includes lighting upgrades, annual
maintenance, and renovations to address wear and damage. The public art
collection includes over 200 art installations.

Status Update: Funding in the amount of $60,000 was utilized to pay for the
painting maintenance of Shadow Play at Roosevelt Row and Cave Creek
Tower at Rose Mofford Sports Complex and repair the Papago Park City
Boundary and the Camelback Road Pedestrian Underpass Terrazzo. The
cost to paint these public art pieces consumed the total $200,000 annual art
preservation and maintenance budget.

Total Office of Arts and Culture $200,000
0.0

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




Page 65
Department/Program 2021-22
Total

Status Update: The four full-time positions and nine part-time positions are
filled. A recruitment process is underway for the additional five part-time
positions. The addition of staff will enable the department to manage the
first large community center in the Laveen area, which is expected to open
in Spring 2023. The site provides the community with a 33,000 sq. ft. center
that includes basketball courts, running track, exercise equipment, dance
room/yoga area, teen area, gaming room, multi-purpose room, a teaching
kitchen, and outdoor spaces for movies and games.


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

Status Update: The three full-time positions were filled. Subsequently, one
position became vacant as of February 2023 due to the incumbent receiving
a promotion, and a recruitment is already in process. The addition of
maintenance positions with both horticultural and irrigation skills enable the
department to maintain the new park amenities at a level that meets the
expectations of the community and park sponsors/funders.


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

Status Update: The position is filled and the Park Supervisor continues to
focus on improving response times of operational issues to help ensure
park areas are adequately patrolled and park rules, regulations, ordinances,
and statutes are obeyed. The Park Supervisor, with Urban Park Patrol
partners, has implemented targeted outreach opportunities as a component
of the PHX C.A.R.E.S. initiative to reduce the impact of homelessness in the
City. The Park Supervisor also works with area Community Action Officers
and neighborhood/community groups on matters of civic and park interests
to create more effective public service; and works directly with the Police
Department to address resident concerns related to negative activity in their
neighborhoods.




Page 66
Department/Program 2021-22
Total

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

Status Update: The position is filled. Previously, the Parks and Recreation
Department did not have a designated property manager to manage the
department’s real estate assets. Having a professional property manager
allows the department to monitor maintenance activities, lifecycle
replacements, and future Capital Improvement Program needs. The ability to
execute these items provides for better budgetary planning, less outages,
and less reactive maintenance requests that typically are more costly than
routine planned maintenance.

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

Status Update: The part-time position is filled. The addition of maintenance
staff ensures maintenance standards of amenities and infrastructure stay
within acceptable levels. Dedicated and ongoing site-specific maintenance
extends the life expectancy of amenities as they receive daily skilled
attention and oversight by staff. Regular inspection and maintenance also
saves the City money as equipment will not need to be replaced or repaired
as often due to neglect. The department strives to be a good steward of
public trust committed to preserving and protecting significant capital
investments made in the community.

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




Page 67
Department/Program 2021-22
Total

Status Update: The full-time position was initially filled but is currently
vacant. Two of the four part-time positions are filled. A recruitment process
is underway. The resources provided to the Adaptive Recreation Program
have greatly enhanced the experiences of the participants of the program.
The addition has allowed for participants citywide to be involved with
programs such as golf, soccer, cheerleading, bocce ball, and E-Sports. The
participants also performed in local and statewide competitions. Without the
resources provided, this would not have been possible.


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

Status Update: The positions will not be fully filled until closer to the
completion of the parks, which was delayed due to the current long lead
times on construction materials and construction industry delays. The
master plan process for all three parks is complete and the projects are in
the construction document phase. The plan is to start all three projects in
Fall 2023. All three sites will provide public open spaces for the Laveen
community including play equipment, sport courts, shade, picnic ramada
and turf open space.

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

Status Update: The positions are filled. The addition of maintenance staff
for Phoenix Pioneer and Military Cemetery and Cementerio Lindo has been a
great benefit for those visitors that come to show respect to loved ones. The
new staff assist to provide a clean and safe experience to all visitors.




Page 68
Department/Program 2021-22
Total

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

Status Update: The positions are filled. These resources have enhanced the
experience of individuals walking, running, or biking along the 5.25 miles of
the Highline Canal. Staff have maintained the south bank free of debris and
weeds. In addition, staff patrol the Highline Canal to evaluate safety issues
or concerns.


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

Status Update: The position is filled. Staffing has enhanced preservation
conditions resulting in better care of the Museum’s collections and the
efficiency and response times related to the archaeological repository. The
Museum Assistant will continue to create custom artifact storage mounts
and perform a survey of the Museum’s Navajo textile collection. The
Museum curator will train the new Museum Assistant in museum
preventative conservation procedures and functions related to the
archaeological repository. The position will assist with the Native American
Graves Protection and Repatriation Act (NAGPRA) compliance and attend
tribal consultations.

Total Parks and Recreation $2,852,000
29.3




Page 69
Department/Program 2021-22
Total

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

Status Update: The Planner II positions were filled in January 2023. The
Planner III position was filled in December 2022. The Planner III provided the
Bond Committee a comprehensive analysis of properties along the Rio
Salado as they considered dedicating funds for property acquisition. This
position also developed a work program for a comprehensive planning
effort for the entire Rio Reimagined corridor. The completion of this work
program has positioned the department to pursue federal grants and other
partnerships such as Bloomberg & Associates to implement strategies for
revitalizing the Rio Salado. The Planner II positions are moving forward on
the first phase of the work program and will position the team to ensure that
the Rio Reimagined effort is prominently addressed in the General Plan
Update.

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

Status Update: The program provides assistance to small businesses
locating their businesses in Phoenix, supports the city’s reenergized clean
construction efforts, and promotes reuse of underutilized/vacant existing
buildings. The supplemental increase for FY 2021-22 resulted in a total
annual budget of $130,000 for adaptive reuse incentives. The Adaptive
Reuse Incentive provides up to $7,000 in plan review and permit fee
assistance to qualified projects; use of the incentive requires the applicant
to submit plans to the city for review. In FY 2021-22, staff qualified 16
projects with a total incentive disbursement of $47,784. During the first six
months of FY 2022-23, staff assisted 29 projects with reuse/repurposing
existing buildings for new uses with eight qualifying for the incentive and a
total disbursement of $19,681 in incentive funding.



Page 70
Department/Program 2021-22
Total


3. Administration and Enforcement of Local and Federal Historic Preservation Laws
$200,000
Historic Preservation: Add funding for historic preservation grants to assist 0.0
residential property owners in maintaining their historic properties.

Status Update: The Exterior Rehabilitation Grant Program Guide and Grant
Application were updated and shared on the city’s website, via email to
preservation organizations and neighborhood representatives, and on
social media. Grant workshops were held virtually with recordings posted
on the Historic Preservation Office website. The grant program cycle is
expected to continue with similar structure on an annual basis with the
funding available each fiscal year. In FY 2021-22, the grant review panel
selected 12 applications (one subsequently withdrew) totaling an award of
$186,997 approved by City Council on December 1, 2021. In FY 2022-23, the
review panel selected 12 additional applications totaling an award of
$185,696 heard at the February 15, 2023 City Council meeting following
approval by the Historic Preservation Commission and Equity and
Economic Development Subcommittee. Because of these grants, 23 homes
will be rehabilitated and protected with a conservation easement.


Total Planning and Development $526,000
3.0

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

Status Update: This position is filled resulting in an increase in support to
the Floodplain Management program. The program is now in the Street
Transportation Department.

Total Public Works $107,000
1.0




Page 71
Department/Program 2021-22
Total

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

Status Update: The contract is in place and maintenance has been
completed on schedule. Funding of this program expansion has facilitated
the maintenance and care of landscaping in the newly developed areas as
well as routine trash clean-up and addressing waste from encampments in
these areas. New locations include the Grand Canal Phase II, Avenida Rio
Salado from 35th Avenue to 51st Avenue, and the east side of 107th Avenue
from Indian School to Camelback Road.

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

Status Update: The position has been filled. The team’s workload has
increased due to the City’s increasing five-year Capital Improvement
Program. Adding this position has allowed the Central Records Section to
continue processing public records requests in a timely manner.

Total Street Transportation $147,000
1.0

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




Page 72
Department/Program 2021-22
Total

ADMINISTRATIVE ACCOUNTABILITY

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

Status Update: City Clerk staff has continued to coordinate with
Information Technology to develop a strategic, multiyear plan to improve the
information systems that support election services and meet the need for
increased transparency in elections and for voters, candidates, and elected
officials to more easily engage in the election process. City Clerk and
Information Technology have procured a vendor that is currently working
with City Clerk staff evaluating existing elections applications and
documenting processes, to then develop a plan for potential improvement,
efficiency and/or innovation. Through this process, City Clerk, Information
Technology, and the consultant will also review and evaluate the impact of
any required changes as a result of the current legislative session.


Total City Clerk $300,000
0.0

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

Status Update: The City Manager’s Office is working with the Human
Resources Department to utilize an executive recruitment firm to fill the DEI
Director by the end of April. After the executive position is filled, the new
director will hire their support staff. This update comes after two failed
recruitment processes for this executive position.

Total City Manager's Office $272,000
2.0


Page 73
Department/Program 2021-22
Total


Communications Office
1. Public Records, Customer Requests, and Customer Service to the Public $94,000
Citywide Public Records Support: Add a Management Assistant I position to assist 1.0
with tracking and responding to public records requests. In the last several years
the volume of records requests has increased by more than 60%to over 9,500 per
year. Adding this position will allow for the maintenance of service levels.

Status Update: The Management Assistant I position was filled in
November 2021. Since that time, despite a continued rise in the number of
records processed, the City’s public records team has increased the speed
at which public records are processed and released from below 75 percent
completed within 5 days to now 86 percent of all requests fulfilled in less
than 5 days and the majority of those completed in one day.


Total Communications Office $94,000
1.0

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

Status Update: The Contracts Specialist II*Lead position is filled. This
position assists with the management of ongoing complex formal
procurement processes and over 100 contracts. The Human Resources
Officer position is filled. This position investigates and provides a variety of
services for the Neighborhood Services Department, Retirement Office and
the Office of Environmental Programs, including guidance on recruiting,
training, performance evaluation, and conducts investigations of employee
misconduct. A second recruitment is underway for the Lead Business
Systems Analyst after the candidate from the first recruitment declined the
offer.

Total Human Resources $391,000
3.0


Page 74
Department/Program 2021-22
Total


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

Status Update: The $750,000 in supplemental funding has been used for the
City's ERP systems. Recently SAP was successfully migrated to the cloud,
eliminating significant risks to the City of running on old hardware.
PeopleSoft continues to expand and provide additional services and
benefits to employees and retirees. Some of these funds are being used to
secure the ERP systems, with initiatives such as database encryption.


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



Status Update: The Lead Information Technology Systems Specialist is
filled and is leading enterprise network engineering efforts. One of the
Senior Information Technology Systems Specialists has been filled and
provides privacy and compliance services. The second Senior Information
Technology Services Specialist for Business Continuity and Disaster
Recovery services is being recruited after multiple unsuccessful
recruitments.

Total Information Technology Services $1,273,000
3.0

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




Page 75
Department/Program 2021-22
Total

Status Update: Both positions are filled. Adding these positions has
allowed the department to significantly reduce the cost of the paralegal
contract that results in savings to the City and increased efficiency for the
department.

Total Law $0
2.0

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

Status Update: The Lead Information Technology Systems Specialist
position has been filled and is now managing the Library Information
Technology unit. The User Technology Specialist position recruiting
process has been completed, and a job offer has been made to the
recommended candidate.

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

Status Update: In December 2021, Library reallocated the vacant Accountant
II position to an Accounting Supervisor position to provide leadership and
financial direction, overseeing a wide range of fiscal responsibilities to
improve financial controls, procurement, budget, and accounting
management. The Accounting Supervisor position was filled in October
2022.

Total Library $399,000
3.0




Page 76
Department/Program 2021-22
Total

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



Status Update: The two positions are filled and have resulted in a quicker
response time to address technical issues, therefore providing better
internal and external customer service. Other efficiencies include
streamlining the rollout of devices and updating the images for public-
facing and staff laptops. The additional staff has allowed other team
members to implement features in the department’s recreation management
software that allow the public to make online reservations for classroom
and gym space in the community centers.

Total Parks and Recreation $208,000
2.0

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

Status Update: Filling the equipment maintenance repair positions has
been challenging due to labor shortages and below industry wage rates. As
of the end of January 2023, Fleet Services had six of the ten positions filled
(one Auto Parts Clerk II, four Heavy Equipment Mechanics, and one
Equipment Service Worker II). The department held a job fair in February
2023, to attract candidates for the remaining Mechanic, Service Worker II
and Auto Technician positions, and the department has an offer outstanding
for the Support Services Aide position. As the new staff integrate into the
shops, a decrease in downtime and service delays is anticipated.




Page 77
Department/Program 2021-22
Total

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

Status Update: The position is filled resulting in faster response times and
supervisor support for recruitment and corrective action.

Total Public Works $137,000
11.0

TOTAL ADMINISTRATIVE ACCOUNTABILITY $3,074,000
27.0


TOTAL GENERAL FUND $36,494,000
318.2




Page 78
2021-22

SUPPLEMENTALS UPDATE
NON-GENERAL FUND


Department/Program 2021-22
Total

CLIMATE CHANGE AND HEAT READINESS

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

Status Update: The five positions have been filled. As a result of having this
additional staff, the department has been able to initiate all three phases of
programs recommended by the Water Conservation Ad Hoc Committee and
approved by City Council.

Total Water Services $724,000
5.0

TOTAL CLIMATE CHANGE AND HEAT READINESS $724,000
5.0


AFFORDABLE HOUSING AND HOMELESSNESS

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




Page 79
Department/Program 2021-22
Total

Status Update: All positions are filled. The incumbents promptly remove
trash and debris left from encampments and illegal dumping surrounding
the Human Services Campus and elsewhere within the Downtown Corridor
(within the boundaries of I-10 to the east, I-17 to the west, Deck Park to the
north and I-17 to the south). The Solid Waste Supervisor responds to
customer contacts, participates in community meetings, and coordinates
with other Public Works divisions and other departments PHX C.A.R.E.S-
related cases.

Total Public Works $0
3.0

TOTAL AFFORDABLE HOUSING AND HOMELESSNESS $0
3.0


BUILDING COMMUNITY AND RESPONDING TO GROWTH

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

Status Update: The Residential Plan Review Coordinator (PRC) position was
filled in November 2021. The two Construction Permit Specialist II positions
were filled in February 2022, however since that time both individuals in
those positions were promoted within the department. Interviews were held
in January 2023, and the successful candidates started in their new roles in
early 2023. The PRC has provided better oversight and increased
coordination among the Residential Plan Review team. The position has
also assisted in significant reduction in plan review turnaround times for
residential reviews.

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




Page 80
Department/Program 2021-22
Total

Status Update: The Structural Plans Engineer and Principal Engineering
Technician positions were filled in January 2022. The Mechanical Plans
Engineer (MPE) position is vacant as of February 2023. Development activity
continues at a high level. These positions allow staff to maintain a workload
that results in acceptable plan review timeframes with less reliance on
contract assistance. The MPE position recruitment was temporarily delayed
due to other pressing recruitment needs. However, the HR section now has
more support which will allow for this recruitment to move forward.


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

Status Update: The position was filled in November 2021. The position
processes refunds and cash bond releases as well as ongoing data
reconciliation, reporting, and analysis during the KIVA/SHAPE PHX
conversion and implementation.

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

Status Update: The position was filled in November 2021. The department
has maintained the Remote Inspections program, and the position provides
additional resources for next day residential inspections.

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

Status Update: The position was filled in September 2021. The position
provides expedited support for technical issues and was a key part of the
team that replaced laptop computers, phones, and SHAPE PHX training
classes.




Page 81
Department/Program 2021-22
Total

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

Status Update: The position was filled in August 2021. The position ensures
quality assurance and consistency when scanning zoning case files as well
as timely responses to public records requests.

Total Planning and Development $959,000
10.0

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

Status Update: The positions are filled, helping the Solid Waste Field
Services Division provide critical waste collection services to a growing
number of Phoenix residents.

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

Status Update: The Equipment Operator IV position was filled in July 2022
after the department encountered significant challenges attracting a
qualified candidate through five SR85 hiring events. Equipment Operators
are becoming more difficult to attract and retain for both the City and
contractors due to labor shortages. The incumbent has helped reduce
employee overtime, which has resulted in cost savings, and has helped
meet growing customer demand at the landfill.

Total Public Works $2,084,000
5.0




Page 82
Department/Program 2021-22
Total

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

Status Update: This position is filled. The Senior GIS Technician has been
instrumental in data quality control, updating the existing public facing
Pavement Dashboard, and maintaining the Cool Pavement website with an
embedded map that shows the locations of Cool Pavement projects.


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

Status Update: This position is filled. The Senior GIS Technician has
provided valuable oversight, training, and quality control. They are also
streamlining processes to improve turnaround times for customers.

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

Status Update: Both positions were filled in December 2021. Funding these
positions has provided a renewed leadership role in the Preventative
Maintenance and Street Cleaning Sections. The Preventative Maintenance
Foreman III is currently focused on assigning paving crews to segments of
arterial streets needing major repairs. The Street Cleaning Foreman III is
currently focused on addressing the increasing calls for service through
PHX CARES to address encampments in the right-of-way and at the Human
Services Campus.




Page 83
Department/Program 2021-22
Total

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

Status Update: This position is filled. This position has been critical in the
reduction of the use of an existing call center contract to ensure continuous
coverage of Street Transportation Department Dispatch functions. Approval
of this position is resulting in an overall cost savings to the City and also
reducing wait times for calls from the public to report street maintenance
issues.

Total Street Transportation $433,000
5.0

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


ADMINISTRATIVE ACCOUNTABILITY

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

Status Update: The position is filled resulting in faster response times and
supervisor support for recruitment and corrective action.

Total Public Works $94,000
0.0

TOTAL ADMINISTRATIVE ACCOUNTABILITY $94,000
0.0


TOTAL NON- GENERAL FUND $4,294,000
28.0




Page 84
2022-23

SUPPLEMENTALS UPDATE
GENERAL FUND

Department/Program 2022-23
Total

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

Status Update: This position is filled and has a working title of Office of
Homeless Solutions (OHS) Director. The position has provided direct
management and supervision of the new OHS function, resulting in an
improvement in responsiveness to people experiencing homelessness,
better use of data, greater contract oversight, and improved communication
with the City Council and the community. The position has enabled the
department to continue implementation of the Strategies to Address
Homelessness Plan in addition to multiple new issues, projects and pilot
programs that have arisen or have been requested by City Council related to
homelessness, mental health and substance use issues. In addition to
strong executive leadership and effective supervision of 22 staff (nine new)
directed by OHS, authorization of this position enabled the City to hire a
known expert in homelessness, which provided credibility in the State and
region. The OHS Director facilitated the City’s receipt of significant
additional funding from the Arizona Department of Housing and Maricopa
County, and has successfully managed partnerships with other
jurisdictions. OHS has facilitated 800 new indoor shelter beds to the
community to be added over the next year and a half, in addition to the 592
beds already in process.

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



Page 85
Department/Program 2022-23
Total

Status Update: Innovation has onboarded two part-time, paid Administrative
Interns, filling the AmeriCorps VISTA role due to a nationwide decline in
available service members. These positions support innovation, community
engagement, and data priorities, including supporting the City Manager’s
Dashboard. Innovation is leading an “innovation challenge” in partnership
with the Center for Entrepreneurial Innovation’s Venture Café in April 2023,
to engage innovators in identifying solutions to City challenges. Innovation
is leading a pilot initiative focusing on access to drinking water in public
spaces, including prototyping, testing, and evaluating new technologies and
design, in collaboration with City departments and community partners.




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.

Status Update: The Economic Development Program Manager is actively
being recruited with interviews planned for 2023.

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

Status Update: The Marketing Supervisor recruitment was performed in
November and December of 2022; however, the process was not
successful. This position will be recruited again in early 2023.

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

Status Update: The Economic Development Program Manager is actively
being recruited with interviews planned for early 2023.




Page 86
Department/Program 2022-23
Total

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

Status Update: On September 21, 2022, the City Council authorized the
Community and Economic Development Department to contract with the
Greater Phoenix Chamber Foundation to expand the Elevate EdAz program
in Phoenix public schools. The contract is expected to be in effect March
2023.

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.

Status Update: The position is filled and is currently coordinating the 2023
update to the Climate Action Plan. In addition, the Office of Environmental
Programs has conducted verification reviews of Phoenix’s greenhouse gas
(GHG) inventories and completed a consumption-based water GHG
inventory. The office is coordinating the two-year update to the Climate
Action Plan scheduled for completion in Fall 2023, required as part of the
City’s commitment to C40.

Total Environmental Programs $187,000
1.0




Page 87
Department/Program 2022-23
Total

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

Status Update: All positions are filled and are supporting day-to-day staffing
needs within the Fire Department’s Operations Division. The purchase order
for the new pumper/engine has been done and the Fire Department will
receive the new pumper company as soon as it’s completed. With the
permanent staffing at Fire Station 72, the Fire Department has an
opportunity to assess the optimal placement of Squad 29 as well as other
units to address citywide emergency service coverage.


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

Status Update: All positions are filled and are supporting the Fire
Department’s ability to cover absences at various fire stations across the
city to include fire engine, ladder, and rescue companies. Fire Department
minimum staffing requirements are necessary for the safe and effective
delivery of emergency services. These positions are having a direct effect in
helping to alleviate staffing shortages and reduce the utilization of overtime
to address minimum staffing.




Page 88
Department/Program 2022-23
Total

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

Status Update: The four Fire Prevention Specialist II positions are among
several other vacancies of the same classification, that will be filled as part
of the current, active, and open recruitment process accepting applications
as of February 2023. The Fire Department anticipates hiring these positions
and initiating the training program by April 2023. Prior to these positions
being hired and trained, Fire Prevention temporarily allocates inspection
resources from other areas and programs to meet the OCS inspection
needs. Despite the current limited resources, the OCS program has still
demonstrated a significant benefit to our community and first responders.
To date the OCS program has conducted thousands of inspection hours at
over 356 OCS facilities. Phoenix also experienced a 55% reduction in fires
located at OCS facilities due in part to Fire Prevention’s inspection,
education, and enforcement activities.


Total Fire $2,986,000
23.0

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.

Status Update: The Housing Department converted 13 temporary full-time
positions to ongoing full-time positions in September 2022 to continue
supportive services to residents. As of January 2023, nine positions have
been filled, with three position recruitments in process. This permanent
funding has markedly enhanced Housing's ability to continue providing
supportive services to residents to achieve self-sufficiency through social,
educational, and employment services.




Page 89
Department/Program 2022-23
Total

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

Status Update: The Housing Department funded Phoenix Starfish Place
operations for the current fiscal year. The funding supports property
operations providing affordable housing to survivors of human trafficking
and furthering the healing process.

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.

Status Update: The Senior Human Resources Clerk position was filled in
July 2022. This position supports the Transactions, Records, and Leave
Admin section, formerly in the Class and Compensation Division, and now
located in the Organizational Support and Leave Programs Division after
management’s reorganization of the department. This position provides
customer service and administrative support for personnel transactions.
Staffing levels in this area affect service levels for transactions, most
noticeably in hires, promotions, separations, salaries, and allowance
payments set forth by agreements with City management for both General
City and Public Safety Executives and Middle Managers.


Total Human Resources $84,000
1.0

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




Page 90
Department/Program 2022-23
Total

Status Update: In October 2022, the Human Resources Supervisor position
was filled. In December 2022, the Human Resources Aide position was filled.
The hiring process is occurring to fill the vacant Senior Human Resources
Analyst position. Together, these positions will provide vital human
resources services to the department.

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

Status Update: In Fall 2022, the Office of Homeless Solutions was created
and in October 2022 the Assistant to the City Manager (Director) position
was filled. Of the nine positions, six have been filled and three are vacant.
The filled positions are: a Program Coordinator, two Management Assistant
IIs, and three Neighborhood Specialists. For the vacant positions, interviews
were conducted at the end of January 2023 for the Human Services Program
Coordinator position and recruitment and interviews are ongoing for the
vacant Neighborhood Specialists positions. Staff are modifying the Project
Management Assistant job description and anticipate recruitment to begin
in March 2023. Three vehicles have been ordered but have not been
received. Creating the Office of Homeless Solutions and the nine new
positions resulted in improvements to the City’s homeless service programs
with a goal of reducing unsheltered homelessness in the city, preventing
families from becoming homeless, decreasing the time people experience
homelessness, and ensuring that ample housing solutions are available to
end an individual’s or family’s homelessness experience.


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




Page 91
Department/Program 2022-23
Total

Status Update: The Special Projects Administrator position will be filled
effective March 2023 and will begin managing the six refugee support
services contracts, connecting immigrant communities to City resources,
and coordinating with external partners on referrals for services.

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

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


Total Human Services $1,907,000
13.0

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

Status Update: The Lead Information Technology Services Specialist is
filled and the two Senior Information Technology Services Specialists are in
the recruitment process to fill as Threat Intelligence Analysts.

Total Information Technology Services $555,000
3.0




Page 92
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.
Status Update: The position is filled. With the position filled the department
can focus resources, trainings, and information sharing at community
meetings and during internal discussions and problem-solving exercises.
The 19th Ave corridor area is in the beginning stages, meeting participants
are being identified and planning meetings are being scheduled to take
place in March 2023.

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

Status Update: For the six Admin Aide positions, three hiring processes
have been held in an effort to fill the positions. One position has been filled,
and three positions are pending final offers. The Admin Assistant I is filled.
The position provides BWC training support to new staff and monitors BWC
workload and assignment distribution to ensure discover obligations are
met. The Attorney II positions have not been filled due to hiring challenges
and the departure of attorneys for other opportunities and retirements. The
Prosecutor’s Office is continuing to make connections within the
community and to foster a good working environment to combat the fact the
current salary ranges are not competitive within the market and the volume
and pace of the work is unique. There is a continuous recruitment open to
fill the remaining vacancies.




Page 93
Department/Program 2022-23
Total

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

Status Update: The position is filled and works on litigation cases in- house
instead of sending to outside counsel that has resulted in savings to the
City.

Total Law $1,434,000
13.0

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


Status Update: The fabrication of the bookmobile was delayed due to supply
chain issues experienced by the vendor. The bookmobile is currently
expected to be delivered in September 2023. Due to this delay, the Library
has delayed hiring the positions associated with this new service. Library
closed the recruitment for the Librarian III position in late February 2023.


Total Library $257,000
5.0




Page 94
Department/Program 2022-23
Total

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

Status Update: The Caseworker II position is filled. The Caseworker III was
filled and then became vacant due to a promotion. Another recruitment is in-
progress to fill this position. Staff observe cases and identify gaps in social
services to determine what community connections should be established
to meet the client's need. The increased number of wrap-around services
and warm referrals assist in the reduction of recidivism and supports
successful efforts in diversion. Ongoing networking has increased the
number of providers to deliver services onsite.


Total Municipal Court $192,000
2.0

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

Status Update: In December, NSD presented a potential framework for the
Private Property Cleanup Program (PPCP) pilot to the Community and
Cultural Investment Subcommittee. The Subcommittee requested staff seek
additional community input and return with a revised proposal. NSD intends
to return to present an updated pilot program framework in March 2023.


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 95
Department/Program 2022-23
Total

Status Update: NSD has filled three of the five positions, including two
Neighborhood Specialists and a Special Projects Administrator dedicated to
supporting the PHX CARES program. The recruitments for the two other
positions are in process. These positions help address PHX CARES cases
by collaborating with external and internal partners to resolve issues related
to homelessness. They also educate residents and businesses about
related long and short-term neighborhoods strategies.

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


Status Update: After a successful Gated Alley Program pilot, Council
approved the implementation of the Gated Alley Program as a permanent
program in September 2022 with allocated annual funding of $500,000.
Additionally, the Project Manager position, dedicated to manage the Gated
Alley Program, has been filled and has proven to be helpful in the intake,
processing, approvals, and managing of requests for gated alleys from
residents. Currently, 45 alley segment requests have been processed, vetted
with partner City departments, and approved to receive gates to be installed
in early spring 2023. The Project Manager continues to process 90+
additional requests for gated alleys that have been received since
September 2022.

Total Neighborhood Services $1,839,000
7.0

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




Page 96
Department/Program 2022-23
Total

Status Update: The additional Community Arts grant funding was awarded
to organizations whose projects and programs enabled artists, youth,
underserved populations and neighborhood groups to carry out high-quality
arts programming in Phoenix. With the 11% increase in organizational
applications, the additional funding also helped provide funding
opportunities to applicants that did not receive funding in the past.


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

Status Update: The additional funding for public art preservation and
maintenance is utilized to pay for the painting maintenance of Shadow Play
at Roosevelt Row and Cave Creek Tower at Rose Mofford Sports Complex
and repair the Papago Park City Boundary and the Camelback Road
Pedestrian Underpass terrazos.

Total Office of Arts and Culture $315,000
0.0

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

Status Update: PAC has identified ASU as a partner to provide the tutoring
enhancement component to the program. Services will be provided at each
of the 33 PAC sites for 10 hours a week. The agreement is in its final stage
of execution. Skillastics has been identified as a partner to provide mixed
media and virtual programming in the form of martial arts, dance, and self-
empowerment. Materials and supplies have been ordered and programming
is set to begin shortly.




Page 97
Department/Program 2022-23
Total

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

Status Update: The positions are filled. A two-week Park Ranger Academy
was held late October 2022, culminating with a graduation ceremony on
Nov. 24, 2022. At the Academy, Park Rangers were introduced and trained in
the duties of the position. The Park Rangers are currently performing
regular patrols of the Urban Parks, where they educate park users on code
of conduct rules. Additionally, the Park Rangers assist with large cleanup
efforts throughout City parks. Further, the additional Park Ranger positions
has increased the ability to respond to calls more quickly.


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

Status Update: The additional funding for the major repairs at Eastlake pool
will be used for the design and construction drawings of the new pool.
Construction drawings are anticipated to be completed by June 30, 2023.
The balance of funding will be carried over to the next fiscal year to be
applied to construction costs for the new pool.

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




Page 98
Department/Program 2022-23
Total

Status Update: The 1.5 FTE part-time Recreation Leader positions have
been filled. The Grand Reopening was held in November 2022 and included
a performance by the AChem A’al Traditional Pima Basket Dancers from the
Gila River Indian Community. The addition of the positions has enabled the
South Mountain Environmental Education Center (SMEEC) to be open four
days per week, as projected. The Recreation Leaders will support a new
program titled ‘Hike with a Firefighter, Hear from a Park Ranger’ in support
of Black History Month. A recruitment process for the full-time Park Ranger
II position is underway and anticipated to be filled by March 2023. The Park
Ranger II position will act as a steward for cultural resources throughout the
preserve system with an emphasis on South Mountain Park/Preserve.


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

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

Total Parks and Recreation $2,704,000
10.5

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.




Page 99
Department/Program 2022-23
Total

Status Update: Both Planner II Village Planner positions remain vacant as of
February 2023. Other Village Planners on the Long Range Planning Team
have accepted promotions since these positions were created, and those
staffing transitions have made filling these supplemental positions
challenging, though active recruitment is underway. The Principal Planner
was filled in December 2022. This position was moved to the Current
Planning Team in exchange for a Special Project Administrator position
moving to the Long Range Team, also filled in December 2022. The Special
Project Administrator position secured $1 million from the Federal Transit
Authority to implement the City Council-adopted South Central Transit
Oriented Development Community Plan. The position has worked with the
Mayor and City Council to form the PlanPHX Leadership Committee to
oversee the General Plan Update and developed a work program and
schedule that will have the General Plan Update completed in time for the
November 2024 election.

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

Status Update: The Planner III position was filled in January 2023. The
Secretary III and Planner II positions remain vacant as of February 2023.
There are active recruitments for both positions underway. The Planner III
provides a higher level of service for the Zoning Adjustment process. The
position’s oversight of the Zoning Adjustment process has and will
continue to create capacity for the Zoning Administrator and other members
of the Current Planning team to initiate and manage text amendment
requests related to mobile homes, housing, and electric vehicle
infrastructure.

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.




Page 100
Department/Program 2022-23
Total

Status Update: This position was filled in February 2023 and will support
creating and implementing the Vacant Storefront Program as well as
expanding the Adaptive Reuse Program.

4. Administration and Enforcement of Local and Federal Historic Preservation Laws $502,000

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

Status Update: The Warehouse and Threatened Building Grant Program
Guide and Grant Application were updated for potential applicants. Staff
reached out to property owners and received an application for $120,000
from the historic City Center Motel owners (6th Ave. and Van Buren). The
owners committed to preserving the iconic portion of the hotel, and the
funds will assist with the historic building's rehabilitation. The broader
public benefit will be the incorporation of a “mid-century marvel” into a 21st
century hotel. Staff is also working with Parks on a potential $100,000 grant
for stabilization of the Duppa-Montgomery adobe building (715 S. 2nd Ave).
The exposed adobe has been subject to deterioration, and the community
has expressed concerns regarding the potential loss of this 19th century
building. Part of the broader project would be the incorporation of robust
interpretation to inform the public about the early history of Phoenix's
agriculture, north of the Salt River, and early adobe construction
technologies. An additional grant funding opportunity is the rehabilitation of
the South Phoenix Market (4302 S. Central Ave). The City is looking to assist
with the building reactivation for a produce market. A consultant will
conduct a building condition assessment to provide a rehabilitation cost
estimate which would inform the grant amount. This building has the
potential public benefit of highlighting a piece of Phoenix’s history and
providing needed access to produce in the area. Staff will continue to reach
out to property owners to continue to build a pipeline of projects eligible for
grant funding.


Total Planning and Development $1,092,000
7.0




Page 101
Department/Program 2022-23
Total

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

Status Update: All 25 positions have been filled and have completed a two-
week Civilian Investigator orientation training. The Civilian Investigators are
currently working regularly assigned cases within their units and
supplementing sworn detectives when requested. These positions are
assigned to the following bureaus/details: Violent Crimes, Family
Investigations, Property Crimes, Drug Enforcement and Vehicular Crimes.
The positions are providing vital investigative work, allowing sworn staff to
be used in other areas of need.

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.

Status Update: The Admin Assistant I and II positions are filled. A
recruitment to fill the eight Admin Aide positions was recently completed.
Two internal police candidates are scheduled to begin in their new role
(Admin Aide) in February 2023. The other successful candidates are
currently in the background process. Once the positions are filled, they will
focus their efforts toward City Prosecutor’s and Maricopa County Attorney’s
Office discovery request, which require body worn camera video within 21-
30 days. The new squad will also be responsible for processing public
records requests and reducing the current backlog.




Page 102
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.
Status Update: The request to fill these positions was approved through the
Police HR process in late January 2023. The Information Technology
Bureau is actively working on the recruitment process. Once hired, these
positions will provide important support for department technology services
and needs.

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



Status Update: Two of the Crime Scene Specialist III positions were filled in
November 2022 and the two Crime Scene Specialist II positions are in the
recruitment and selection phase with candidates for both positions in the
background process. These positions will expand crime scene and
evidence processing capabilities. Five of the Forensic Scientist III positions
are in the recruitment and selection process with interviews scheduled for
early 2023. Laboratory staff are currently working with Talent Acquisition to
open a recruitment for the sixth Forensic Scientist III position that will be
assigned to the DNA section.

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




Page 103
Department/Program 2022-23
Total

Status Update: All five of the Police Assistant positions have been filled.
The Police Assistants are supporting operations along the 19th Ave. and
27th Ave. corridors with project management, data entry and tracking, as
well as assisting with crime suppression projects. The Lead Information
Technology System Specialist was moved from the 19th Ave. Corridor to the
Information Technology Bureau (ITB). The position is filled and is currently
being used as a team lead supervisor for the applications team in ITB.


Total Police $2,841,000
64.0

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

Status Update: All positions are filled. The first Attorney III is assigned to
the Veteran’s Court and the second to the Behavioral Health Court, along
with the Legal Assistant. Daily duties include managing the dockets,
making contacts with the case managers and medical personnel, and
assisting clients with navigating the Court system.

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.




Page 104
Department/Program 2022-23
Total

Status Update: The Building Equipment Operator (BEO) apprentice
positions are filled. The new apprenticeship is based on the established AZ
Pipe Trade Apprenticeship program training curriculum and on-the-job
training activities set forth in the Apprenticeship Handbook created to
support this program. The apprenticeships for Electricians has been
ongoing for years, and the department has filled both new Electrician
positions. An Apprenticeship Committee, staffed by the Public Works and
Aviation Departments, administers the Building Trade Apprenticeship
Program, and apprentices are mentored by journeyman-level staff. Staff
receiving field support from apprentices are also benefiting from the
Program. The Program has been well received by the team and is helping to
create career pathways, will aid in reducing vacancies and in addressing
shortages of building trades labor. The Administrative Aide position has
been filled and provides administrative support for the program.


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

Status Update: The Building Equipment Operator II position will be hired as
part of the recently approved Water Conservation Program and the division
will be conducting a recruitment process.

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

Status Update: This position is filled and aids in coordinating City staff and
vendors to support the City’s 2021 Climate Action Plan.

Total Public Works $940,000
8.0




Page 105
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.

Status Update: This funding has been critical in expanding the Cool
Pavement Program. To date, 72 miles in 17 neighborhoods and the Esteban
Park parking lot have been treated with the cool pavement seal coat.
Approximately 11 neighborhoods will be served annually. The City’s cool
pavement coating shows potential to offset rising nighttime temperatures,
which can help reduce energy consumption, greenhouse gas emissions, air
pollution and more.

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


Status Update: This funding resulted in the creation of five new positions,
including one Traffic Engineer III to manage the overall Roadway Safety
Action Plan (RSAP), one Project Manager, one Electrical Maintenance Crew
Chief, and two Electrician Lead positions. All positions have been filled. A
traffic safety dashboard is under development to provide traffic crash
information to department staff and residents. Funds will be used for two
traffic signal modernization projects along McDowell Road at 67th and 75th
Avenues, as well as additional safety projects that will be programmed
under the leadership of the Vision Zero Task Force and Community
Advisory Committee formed by the City Council. Federal funds have
supplemented these efforts to modernize traffic signals throughout the City
and conduct research studies on speed and a pedestrian risk network.




Page 106
Department/Program 2022-23
Total

Total Street Transportation $2,050,000
0.0


TOTAL GENERAL FUND $23,074,000
163.5




Page 107
2022-23

SUPPLEMENTALS UPDATE
NON-GENERAL FUND


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.

Status Update: Eleven positions are filled and fourteen vacant positions are
in various stages of recruitment and are expected to be filled by the third
quarter of the fiscal year. The benefit of having these new positions is the
airport can provide a safe, secure and customer friendly environment for
passengers passing through the airport’s newest terminal concourse and
Phoenix Sky Train stations.

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

Status Update: All positions are currently vacant but are expected to be
filled by the end of the year. Adding these positions will assist to
adequately address greenhouse gas reductions and other environmental
challenges. It will also allow the department to implement energy efficiency
measures in-house, which is the most cost-effective way to reduce our
carbon footprint, and enhance automation of systems.




Page 108
Department/Program 2022-23
Total

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

Status Update: The position is filled and is responsible for completing the
recruitment for the remaining three positions. All are expected to be filled
by fiscal year-end. Staffing of this section will provide the department the
ability to centralize asset management responsibilities to effectively ensure
the buildings, equipment and grounds of the Phoenix airport system are
safe, clean, user friendly and efficient.

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

Status Update: Recruitment for both positions is underway. Once hired, the
additional staff will result in more efficient management of the department’s
grant program valued at over $1 billion. A variety of airfield and terminal
improvement projects anticipated to be funded by grants would allow Sky
Harbor, Deer Valley and Goodyear airports to better serve the public.


Total Aviation $0
31.0




Page 109
Department/Program 2022-23
Total

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


Status Update: All four of these positions are filled and continue to support
and fulfill lead and healthy homes program goals. The Lead Safe Phoenix
program aims to reduce childhood lead poisoning by creating lead-safe
housing and also addresses minor health hazards. This program serves low
to moderate-income residents who have children under the age of six living
in or visiting the home. The City has continuously received level or
increased grant funds to assist Phoenix residents, and there is no indication
of reduced funding.

Total Neighborhood Services $402,000
4.0

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




Page 110
Department/Program 2022-23
Total

Status Update: One Management Assistant II position was filled in
November 2022, and the second position was filled in December 2022. In the
first eight-weeks, the new staff have engaged with more than five dozen
customers on a variety of plan review, planning, and zoning issues. Instead
of just responding to questions and complaints, Ombudsman staff have
worked referral protocols with staff from throughout the department to
engage with customers that may have challenges with their projects. By
proactively engaging with customers and applicants, the new staff will
prevent delays before they occur and provide regular updates to customers,
freeing up plan review staff to focus on completing reviews and moving
projects forward. Staff have also been tracking submissions in the new
permitting system (SHAPE PHX) to identify common sources of delays and
challenges.

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

Status Update: This position was filled with a temporary promotion in
January 2023, and the recruitment for this position closed in February. In
addition to managing efforts to ensure the City is not negatively impacted by
new development, the position will provide oversight and facilitate
coordination of infrastructure planning and financing solutions. Major
responsibilities include coordination with Arizona State Land Department;
advising City departments on infrastructure planning needs, including
master plans, needs assessments and feasibility studies; and oversight of
development impact fee program planning and administration, including
updating the City’s growth projections and land use assumptions, updating
infrastructure improvement plans, accounts receivable, regulatory
compliance and impact fee credit and offset calculations.


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




Page 111
Department/Program 2022-23
Total

Status Update: The two Lead Business Systems Analyst (LBSA) positions
were filled in January 2023. The two Information Technology
Analyst/Programmer (ITAP) III positions are vacant, however recruitment
closed in January 2023. Interviews have been scheduled with a goal of
completing the hiring process in February 2023. The addition of the LBSA
positions supports the software design build process to take full advantage
of the new technology provided by the SHAPE PHX Project. SHAPE PHX
gives internal and external users the opportunity to communicate more
seamlessly and efficiently regarding all planning, plan review, permitting
and inspections related matters as it brings all of the department’s business
processes into one integrated system. The goal is to continue expanding its
online community by providing users with the latest technology to assist
them with the City development process. Delay in filling ITAP III positions
has affected the SHAPE PHX project, and the most recent recruitment
leverages the City hiring incentive program to attract applicants in the very
competitive IT hiring market.


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

Status Update: The General Inspections Field Supervisor was filled in
August 2022 and has helped with morale, reduced carryovers, and
knowledge sharing within the team specific to electrical building codes. The
Building Code Examiner position is vacant as of February 2023 and is
pending Human Resources approval for recruitment. The recruitment was
delayed due to the large number of other recruitments in the department.
The HR section now has more support that will allow for this recruitment to
move forward. The Architect position is vacant as of February 2023.
Recruitment for this position was delayed due to other department
vacancies given a higher priority but is now ready for recruitment and
moving forward. Development activity continues at a high level. This
position will allow staff to maintain a workload that results in acceptable
plan review timeframes with less reliance on contract assistance.


Total Planning and Development $0
10.0




Page 112
Department/Program 2022-23
Total

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.

Status Update: After the results of the public outreach process that ended
December 2, 2022, the proposed transit service extension in north Phoenix
on Norterra Parkway and North Valley Parkway north of Happy Valley Road
was not recommended for implementation. The route 35/36 service change
proposal received 287 public comments in opposition to the route
modification and 113 comments in support. Due to the overwhelming
opposition, PTD will reevaluate the proposed routing and future
implementation timeline to gather the necessary public support for the route
extension.

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

Status Update: The Special Projects Administrator was filled in October
2022, while the Contract Specialist positions remain vacant. As a result,
there is now manager level direct support for all the Federal Transit
Administration grants, subrecipient monitoring & compliance, and funding
oversight to assist with the increased federal funds apportioned through the
Bipartisan Infrastructure Law (BIL). The position will guide the next steps
for implementation of a Grants & Subrecipient Management System – which
includes conducting a procurement to hire a consultant to help finalize the
system specifications to procure a specialized system for the Department’s
needs.




Page 113
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.

Status Update: The Management Assistant II position (Light Rail Transit
Coordinator) was filled in January 2023. This position has continued to play
a critical role in supporting the progress of LRT expansion. This position is
currently overseeing the coordination of interdepartmental requirements
and implementation of citywide initiatives (heat mitigation, sustainability,
and others). The Management Assistant II (Bus Rapid Transit Coordinator)
was filled in December 2022. This position directly supports 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. This position is essential in providing needed
assistance to ensure the BRT program develops the first system in Phoenix,
including the Council approved initial BRT corridor and future subsequent
corridors. Current efforts include alternatives analysis, traffic analysis,
community education and engagement and station area planning with the
ultimate goal of 15% design plans.



Total Public Transit $885,000
6.0

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

Status Update: The Equipment Operator IV position is currently vacant, and
a recruitment is in process. The two Solid Waste Equipment Operator
positions are filled and help provide and maintain critical public service to
Phoenix residents. Adding these positions has helped to reduce overtime
hours and collection backlog.



Page 114
Department/Program 2022-23
Total


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

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

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

Status Update: The Solid Waste Equipment Operator (SWEO)
Apprenticeship Program is the first of its kind in the nation, offering an
opportunity to anyone interested in starting a career with the City of
Phoenix. The apprenticeship was first developed by the City of Phoenix and
Laborers’ International Union for North America (LIUNA), Local 777, in 2017.
Selected candidates receive on-the job-training and instruction to secure a
Class A commercial driver license. This has been a highly successful effort
in recruiting, training, and retaining in a challenging labor market. All four
Foremen positions were filled in August 2022 and have been essential in
providing support to the SWEO Apprenticeship Program. They lead the
Program, conduct training and help drive the expansion of the Program. The
seven SWEO positions are filled.

Total Public Works $1,093,000
15.0




Page 115
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.

Status Update: The Project Manager, Senior IT Systems Specialist, Lead
User Technology Specialist, and Accountant III positions have been filled. A
second recruitment process is currently underway for the Civil Engineer III.
These positions support various Street Transportation initiatives such as
LED streetlight installation and conversion, pavement maintenance,
Canalscape improvements, and the Active Transportation Plan.


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

Status Update: The Principal Planner and Traffic Engineer II positions have
been filled. The department is actively recruiting for the Civil Engineer III.
The filled positions have already begun to provide additional support for
infrastructure planning, road safety analysis, and other transportation
needs.

Total Street Transportation $0
10.0




Page 116
Department/Program 2022-23
Total

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

Status Update: The six positions have been filled. As a result of having this
additional staff, the department has been able to secure more groundwater
and improve the stability of the City’s water portfolio.

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


Status Update: Five of the forty-one positions have been filled. Staff
continues to coordinate with the vendor currently operating the Lake
Pleasant Water Treatment Plant to ensure a smooth transition. Once
complete, the City will be able to achieve a variety of efficiencies with direct
oversight of an in-house operation and will consider recruitments for the
other positions.

Total Water Services $1,957,000
47.0


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




Page 117
ATTACHMENT D

2023-24 Community Budget Hearings

Council
Date/Time District(s) Location Information
Monday, D6 Devonshire Community Center
April 3, 2023 Multipurpose
8:30 am 2802 E. Devonshire Avenue

Monday, D2/D3 Paradise Valley Community Center
April 3, 2023 Multipurpose
6:00 pm 17402 N. 40th Street

Tuesday, D3 Shadow Mountain
April 4, 2023 Senior Center
8:30 am 3546 E. Sweetwater Avenue

Tuesday, D5 Washington Activity Center
April 4, 2023 Building B, Multipurpose
6:00 pm 2240 W. Citrus Way

Thursday, D1 Cholla Library
April 6, 2023 10050 N. Metro Pkwy E
8:30 am

Monday, Community-wide – Maryvale Community Center
April 10, 2023 Bilingual Auditorium
6:00 pm 4420 N. 51st Avenue

Tuesday, D7 Desert West Community Center
April 11, 2023 Multipurpose
8:30 am 6501 W. Virginia Avenue

Tuesday, Community-wide – Central High School
April 11, 2023 Youth Student Union
6:00 pm 4525 N. Central Avenue

Wednesday, D4 Steele Indian School Park
April 12, 2023 Memorial Hall
6:00 pm 300 E. Indian School Road

Thursday, D8 South Phoenix Youth Center
April 13, 2023 5245 S. 7th Street
6:00 pm

Saturday, Community-wide – South Mountain Community College
April 15, 2023 Arts Library Community Room
10:00 am 7050 S. 24th Street




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ATTACHMENT E




B.R.D. NUMBER
BUDGET AND RESEARCH DEPARTMENT REPORT 2023-06
SUBJECT DATE ISSUED
General Fund Revenue Estimates March 16, 2023


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

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

Included in this report is an explanation of how GF revenue is projected, the sources relied upon to
assist in developing estimates, economic assumptions and the methods used to analyze revenues.
Also included are historical revenue actuals and growth rates, the recommended revenue
estimates for 2022-23 and 2023-24, and an explanation of the influencing factors used by staff in
analyzing each major revenue category. The below table summarizes the 2022-23 and 2023-24
estimated GF revenues and the primary reason for the variance:

GF Revenue 2022-23 2023-24 Amount Percent Primary Reason for Difference
Category (millions) Estimate Estimate Change Change
Moderate growth in city sales tax
Local Taxes $679.4 $699.2 $19.8 2.9%
collections expected.
Primary Property Increase in assessed property
200.2 207.3 7.1 3.5%
Tax valuation.
State Shared Sales Moderate growth in state-shared
241.6 248.6 7.0 2.9%
Tax sales tax collections expected.
Based on collections received two
State Shared years prior. Growth due to the
308.2 435.7 127.5 41.4%
Income Tax State increasing the distribution to
cities from 15% to 18%.
Increase expected, as alternative
State Shared
79.1 85.6 6.5 8.2% fuel vehicle license tax discount
Vehicle License Tax
was eliminated after 12/31/2022.
User Fees & Non- Moderate growth in this category is
151.9 154.8 2.8 1.9%
Taxes expected.
Total $1,660.4 $1,831.2 $170.8 10.3%


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Revenue Projections & Trusted Sources

Projecting revenues involves complex analysis and continuous monitoring to identify variances and
recommend adjustments so that expenditures do not exceed available resources and a balanced
budget can be maintained. As part of the overall forecasting process, assumptions about the
direction and strength of the national, state and local economy are considered along with indicators
such as population, job growth and personal income. Information on program and service activity
levels, rates, and fees that influence certain revenues are evaluated and proposed legislation is
monitored to determine potential impacts to revenue categories such as sales taxes, state shared
revenues, emergency transportation service revenues and property taxes. For instance, House Bill
2003 proposes to reduce corporate income tax by 0.9 percent to 4.0% for 2023 and continue to
reduce the tax by 0.5% for each subsequent year until it reaches 2.5% in 2026. This reduction could
lead to a decrease in state-shared income tax revenue starting in 2025-26 due to the two-year
distribution lag. The estimated reduction to revenue could range from $11 million to $34 million per
year for fiscal years 2025-26 to 2028-29 and beyond, assuming all other factors remain the same. In
addition, information from city departments on user fees and non-tax revenue is requested and
analyzed each year as part of the technical budget review process. Finally, trusted economic and
financial sources are relied on to provide certain revenue projections and insight into the overall
direction and strength of the economy and include experts from the State’s Finance Advisory
Committee (FAC), Joint Legislative Budget Committee (JLBC), Arizona State University, University
of Arizona (UofA) Economic and Business Research Center (EBRC), Arizona Department of
Revenue, National Blue Chip, Western Blue Chip, and the U.S. Bureau of Labor Statistics and
Bureau of Economic Analysis.

The City is also a member of the Forecasting Project through the EBRC at the UofA. This project is a
community-sponsored research program providing project members with economic forecasts for
Arizona and the Phoenix-Mesa metro area. Budget & Research (B&R) staff attends quarterly
meetings, participates in discussions with other local government and private enterprise members,
and receives quarterly economic reports. In the fall of 2014, Budget and Research consulted with the
University of Arizona’s Eller College of Management, EBRC to enhance the City’s sales tax revenue
forecasting process. Dr. George Hammond, EBRC Director, and Dr. Alberta Charney, Senior
Research Economist, spent several months working with City staff to develop an enhanced
econometric sales tax forecasting model for all categories of city and state sales taxes. In the
summer of 2017, staff worked with EBRC to update the tax forecasting model. In March 2021, the
EBRC revised the City’s model again by including online sales tax. The City began collecting sales
tax from online marketplace retailers effective October 2019 just prior to the pandemic, which helped
to offset losses experienced in the leisure and hospitality sales tax categories during the pandemic.
The EBRC leads the State of Arizona Forecasting Project, which provides in-depth economic
forecast analysis and databases on a subscription basis to businesses, organizations, and
government via membership. The additional consulting with Dr. Hammond has provided the City with
solid, independent economic and statistical expertise used to develop a statistically valid forecasting
model specifically for the City of Phoenix. The projected growth rates in each category of sales tax
for the 2023-24 estimate and the out years of the forecast are based on projections developed with
the enhanced econometric forecasting model.

Economic Assumptions

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


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The U.S. economy exhibited surprising resilience in the second half of 2022 after real GDP had
declined in each of the first two quarters and the war in Ukraine created a geopolitical crisis.

Historic high inflation not experienced since the early 1980s also occurred in 2022, primarily due to
pandemic-related federal stimulus and supply-chain issues. The Federal Reserve has been tasked
with maintaining stable price growth by increasing interest rates to tame inflation, which may slow
the economy. It is for this reason some economists forecast either a meaningful slowdown in the
2023 economy or a mild recession. However, historic low unemployment and wage growth may
prevent a recession in the current year, which creates additional economic uncertainty and revenue
forecasting challenges for the current fiscal year and 2023-24.

Arizona's economy and revenue growth have consistently outperformed the national average
throughout the pandemic, and this trend is expected to continue, albeit at a slower pace due to the
impact of the national economy. According to the Governor's presentation for the 2023-24 budget,
Arizona ranked 5th in personal income, 6th in GDP growth, 7th in job growth, and 8th in population
growth among all states. The continued movement and expansion of high-tech manufacturing firms
in Arizona is expected to promote further growth. However, Arizona has also experienced some of
the highest inflation rates among all states due to persistently high housing prices. Due to the impact
of the national economy, a significant slowdown in growth across all major economic indicators is
anticipated for 2023, although Arizona and Phoenix are expected to outperform the national
economy.

Revenue Forecasting Methods

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

In conjunction with considering historical growth, current trends, and information from trusted
sources and departments, B&R staff uses several forecasting methods when preparing the
estimates. The most common methods of revenue estimation used are averages of actual revenue
experience by varying periods, annualization of year-to-date actuals, and most often a percent of
prior year method. This last method involves analyzing the amount of revenue collected at a point in
time during prior fiscal years, for example, the 7-month actuals represented a certain percentage of
the total collections for the entire fiscal year, and then applying it to current year-to-date actuals.
This method accounts for the seasonal nature of many city revenues and is often a more effective
method than using an averages or annualizing approach. Additionally, the growth rate needed to
reach the budgeted or estimated revenue is considered. If the percentage growth needed for the
remaining months of the fiscal year is substantially higher or lower than the current growth rate,
adjustments are made to arrive at a new estimated revenue amount for the fiscal year.


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

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

General Fund Revenue

To assist in explaining the basis for how GF revenue is estimated for each of the major categories,
historical revenue growth and estimated revenues for the 2022-23 and 2023-24 fiscal years are
provided graphically, along with a description of the revenue category and the methodology used to
develop recommended revenue estimates beginning with total GF revenue.

Total General Fund Revenue


Actual & Estimated General Fund Revenue $ % Change
10%
11%
200 0 20%




10% 8% $1,831
180 0




5% 6% 4%
3% 3% 3% $1,660
10%




2%
160 0



$1,496
$1,379
0%




$Millions
$1,221 $1,259
140 0




-10%




$1,173
$1,075 $1,106
$1,026 $1,053
120 0




-20%




100 0




-30%








-40%








-50%






200 -60%




*Projections for 2022-23 and 2023-24 assume no fee increases, changes to state shared revenue formulas or legislative
changes that have recently been proposed or discussed during the current legislative session.

As mentioned, GF revenue consists of local taxes and related fees, primary property taxes, state
shared sales, income and vehicle license taxes, user fees and non-tax revenues. Estimating
revenues for each of these categories is conducted separately to more accurately predict the
amount of revenues for the current and following fiscal year. Each category is unique with
respect to the variables that comprise the revenue and influence growth. Variables that impact
revenue growth include economic factors such as inflation, consumer sentiment, discretionary

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income, population, unemployment, job growth and construction activity. Other influencing factors
may include legislative action, City Council policy directives, legal restrictions and mandates,
state statutory formulas, program enhancements or reductions, and changes in rates and fees.
For these reasons, evaluating each major category separately is preferred and generates more
accurate revenue projections.

Local Taxes and Related Fees, 38% of Total General Fund Revenue


Actual & Estimated Revenue $ % Change
800 30%




5% 3%
16% $699
12%
20%




$679
8%




3% $650
2% 2% 2%
10%




1% 1%
$559
600 0%




$Millions $501
$490
-10%




$453




$427 $437 $441
$421
-20%




400 -30%




-40%








-50%




200 -60%




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

Sales tax can be volatile and typically correlates to the local economy and consumer spending
behavior. Increases in sales tax collections are expected when the local economy expands due to
underlying fundamentals such as increases in population, discretionary income, business expansion,
jobs and real estate growth. The opposite holds true during times of economic contraction or
recession as evidenced in 2008-09 and 2009-10 during the Great Recession, and most recently
during the COVID-19 pandemic. The federal stimulus assistance provided during the pandemic and
more than expected revenue collections from retail and contracting sales taxes offset the revenue
loss in the hospitality and leisure sales tax categories which prevented a severe decline in City
revenues. Additionally, the recent surge in inflation has positively impacted the City by drawing in
greater tax revenue from higher-priced taxable goods and a rise in wages. However, the retail
category which is the largest sales tax category has started showing a significant slowdown in recent

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months and economists predict a mild recession or economic slowdown as the Federal Reverse
continues to increase interest rates to fight against inflation. Staff analyzes historical and recent
trends in sales tax data by category, evaluates cumulative growth and uses an econometric
forecasting model constructed by the UofA to develop projections. Estimates provided by the FAC
and JLBC are also considered to ensure projections are reasonable and not overly aggressive or
conservative in nature. Given the additional economic uncertainty, staff is closely monitoring revenue
collections and may revise revenue estimates as more information is available.

Currently, the growth estimated in 2023-24 of 2.9% assumes continuous growth over 2022-23 and
accounts for current trends in actual collections. Projections provided by the UofA were used to
develop city sales tax estimates. Privilege license fees and other excise tax projections are
developed using the existing fee structures, assumptions about historical trends, averages, recent
collection experience and use of the percent of prior year method to account for seasonal influences
in revenue activity. Privilege license fees in 2023-24 are estimated to be flat. The growth estimated
in 2023-24 for other excise taxes assumes conservative growth and continuation of current year-to-
date experience.

Current Local Sales Tax Rates by Category

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


Advertising – – – – – – 0.5% – – 0.5%

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

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

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

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

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

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

Lodging Rentals 1.2% 0.1% 0.2% – 0.1% 0.7% 2.0% 1.0% – 5.3%
Under 30 Days
Lodging Rentals 1.2% 0.1% 0.2% – 0.1% 0.7% – – – 2.3%
30 Days and Over
Retail (Level 1 – 1.2% 0.1% 0.2% – 0.1% 0.7% – – – 2.3%
amounts = < $11,631
for a single item) ****
Retail (Level 2 – 1.2% 0.1% 0.2% – 0.1% 0.4% – – – 2.0%
amounts > $11,631 for
a single item) ****

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

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

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

*The General Fund portion of the utilities category includes the 2.0 percent franchise fee paid by utilities with a franchise agreement.


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**The Public Safety Enhancement designated 2.0 percent sales tax applies only to those utilities with a franchise agreement.
***The Transportation 2050 Fund (Proposition 104) was established by the voters effective January 1, 2016 and replaced the Transit
2000 Fund (Proposition 2000) to fund a comprehensive transportation plan with a 35-year sunset date. The Proposition increased the
transaction privilege (sales) tax rates by 0.3% for various business activities.
**** Proposition 104 also established a two-tier tax rate structure applicable to retail sales of single items in excess of $10,000, to be
adjusted biennially for inflation. Effective January 1, 2018, the first $10,303 (Level 1) is subject to the 2.3% tax rate, while transactions
over $10,303 (Level 2) are subject to the 2.0% tax rate. The criteria for Level 1 and Level 2 were adjusted on January 1, 2022, and the
current threshold is $11,631, which will be adjusted again on January 1, 2024.


Primary Property Tax, 11% of Total General Fund Revenue


Actual & Estimated Revenue $ % Change
4%
4% 20%




9% 6% $207
7% $200




3% 6% 5% 5% $192
2%
10%




$182




-4%
$170
0%




170 $Millions $162
$155 -10%




$144 $146




$138 $141 -20%








-30%







-40%






-50%




-60%




50 -70%




Arizona property tax law provides for two separate tax systems. A primary property tax is levied to
pay current operations and maintenance expenses. Therefore, primary property tax revenue is
budgeted and accounted for in the GF (and is illustrated in the above graph). A secondary property
tax levy is restricted to the payment of debt service on voter approved long-term general obligation
debt. Therefore, the secondary property tax revenue is budgeted and accounted for as a special
revenue fund. The primary property tax levy forecast reflected here is based on the net assessed
value stated in the annual “Levy Limit Worksheet” for the City of Phoenix, issued by the Maricopa
County Assessor, multiplied by the projected primary property tax rate. The primary property tax
revenue forecast assumes that 99% of the projected primary property tax levy is actually collected.

The annual amount of the primary property tax levy is limited by the Arizona Constitution to a two
percent increase over the prior year levy limit plus an estimated levy for previously unassessed
property (primarily new construction). Provisions in Chapter XVIII of the City Charter limit the City’s
primary property tax rate to $1.00 per $100 of assessed valuation with the exception of costs to
operate library services. The proposed 2023-24 primary property tax rate, not including the portion of

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the rate allocated to cover the Library Department operating costs, is $1.00 per $100 of assessed
valuation. The total proposed 2023-24 primary property tax rate is $1.2857 per $100 of assessed
valuation, which is reduced from the current rate of $1.2989 due to the constitutional levy limit.

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


Actual & Estimated Revenue $ % Change
14% 5% 3% 20%




7% 8% 6% $242 $249
4% 4% 5% 4% 17%
10%




$230
250 .0




0%




$201
-10%




$Millions
200 .0




$172
$165 -20%




$156
$144
$132 $138
-30%

150 .0




$127
-40%




-50%
100 .0




-60%




50. 0 -70%




State sales tax revenues received by the City are governed by Arizona State Statute §42-5029.
State sales tax revenues are split between a “distribution base”, of which Phoenix receives a share,
and a “combined non-shared” category, which is allocated entirely to the state. With the exception of
some tax categories, the distribution base consists of either 20, 32, 40, or 50 percent of collections
depending on the tax category. State statute §42-5029 stipulates of the monies designated in the
distribution base the Arizona Department of Revenue shall pay 25 percent to incorporated cities on
the basis of relative population percentages. The population share changes annually based on
Census Bureau Population Estimates. The 2023-24 City of Phoenix population share is estimated at
27.87 percent and is based on the 2021 Census Bureau Population Estimate.

State sales tax is estimated similar to how city sales tax is forecasted. Staff analyzes historical and
recent trends in sales tax data by category and evaluates cumulative growth when developing
revised estimates. Projections provided by the UofA EBRC, using an econometric sales tax model,
were used to develop 2023-24 estimates; and information from the FAC and JLBC were considered
to ensure current fiscal year estimates are reasonable and in-line with what these experts are
projecting.




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State Shared Income Tax, 24% of Total General Fund Revenue




Actual & Estimated Revenue $ % Change 41%
44% $436




9% 8% 12%
10% 9% $308
-1% 5%
-2% -11%
$Millions $240
$215
$197 $213
$191 $200
$174
$175
$162




State shared income tax revenue, also known as the Urban Revenue Sharing (URS) Fund, was
established by voter initiative in 1972 and is governed by Arizona Revised Statute §43-206. The
statute stipulates that 15 percent of the net proceeds of state individual and corporate income tax
collected two years preceding the current fiscal year be distributed to incorporated cities and towns.
Laws 2021, Chapter 412 (Tax Omnibus) increased the Urban Revenue Sharing distribution from
15% to 18% starting in 2023-24. Individual cities receive their portion based on the cities’ share of
the state population. The 2023-24 City of Phoenix population share is estimated at 27.84 percent
and is based on the 2021 Census Bureau Population Estimate. This rate will change annually based
on Census Bureau Population Estimates. As a result of the initiative, Arizona Revised Statute §43-
201 stipulates the area of income taxation is preempted by the state and a county, city, town or other
political subdivision shall not levy an income tax as long as the Urban Revenue Sharing Fund is
maintained as provided in state statute §43-206.

Since state shared income tax revenue is based on actual collections from two years preceding the
current fiscal year, the 2022-23 and 2023-24 projected revenue is known and is based on actual
collections received in 2020-21 and 2021-22, respectively. The surge in 2022-23 is due to the State
deferred income tax filings in the 4th quarter of 2019-20 to 2020-21 due to the pandemic. The
continued solid growth in 2023-24 is because the URS distribution to cities has been increased from
15% to 18% to compensate for the anticipated individual income tax loss starting in 2024-25 due to
the tax rate reduction.

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



Actual & Estimated Revenue $ % Change
8%
13%
$86




$80 -1% 1%
20%




7% 8% 8% 0%
7% 5% $79 $79


3% $71
$70
0%






$67
$Millions $62
$60 -20%




$55




$52




-40%








-60%








20 -80%




State shared vehicle license tax has been distributed to cities and towns since 1941. The tax is
levied per $100 of a vehicle’s assessed value. For the first 12 months of the vehicle’s life, the
assessed value is 60% of the manufacturer’s base retail price. For each subsequent year, the
assessed value is 16.25% less than the previous year. The rate per $100 of assessed value is $2.80
for new vehicles and $2.89 for renewals. The Arizona Department of Transportation (ADOT) collects
and distributes the tax according to Arizona Revised Statute §28-5808. The distribution to individual
cities is based on their relative population within the county. The 2023-24 City of Phoenix population
share is estimated at 38.93 percent and is based on the 2021 Census Bureau Population Estimate.
This rate will change annually based on Census Bureau Population Estimates.

Vehicle License Tax (VLT) revenues are often correlated to the overall strength of the economy.
Similar to sales tax revenues when the economy is growing this revenue category also exhibits
growth, as illustrated in the above graph. Revenues are estimated by evaluating historical growth
patterns, year-to-date cumulative growth and applying the percent of prior year method to year-to-
date actuals, which accounts for the seasonality in collections. Staff also considers projections
provided by ADOT, which are published annually for this revenue source, and any available recent
economic information pertaining to projections on the local economy and vehicle sales when
formulating recommended current and subsequent year estimates. The expected 8% growth in
2023-24 is mainly attributable to the policy change for alternative fuel vehicles. Starting from January
1, 2023, the formula used to calculate VLT for alternative fuel vehicles is the same one used for
other vehicles, instead of using only 1% prior to 2022 and 20% in 2022 of the manufacturer's base
retail price of the vehicle.

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User Fees and Non-Tax Revenues, 8% of Total General Fund Revenue


Actual & Estimated Revenue $ % Change
15% 2%
200 .0




$Millions
16%
30%




-4% 13% $152 $155
180 .0




1% 3% 0% -5%
-2% $137 $131
160 .0 10%




$142 -11%
$132
$125 $125
140 .0




$121 $122 -10%




120 .0
$117
-30%




100 .0




80. 0 -50%




60. 0




-70%




40. 0




-90%




20. 0




0.0 -110%




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

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

The expected growth rate of 1.9% in 2023-24 assumes a moderate growth for the overall collections.
However, some GF non-tax revenue categories are anticipated to decrease in 2023-24 due to
discontinued revenue sources, a decline in actual collection trends, or a one-time revenue in 2022-
23, including cable communications, Municipal Court fines and forfeitures, other service charges, and
other miscellaneous receipts.




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In addition to the technical reviews conducted twice each fiscal year, B&R staff monitors revenues
monthly to determine if adjustments to projections are needed. The proposed estimates
are then reviewed by B&R management and the City Manager, and finally incorporated into the GF
proposed revenue projections for consideration by the City Council and the community.

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




Dan Wang, Ph.D.
Deputy Budget and Research Director




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